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HomeMy WebLinkAbout2013 04-05 & 06 CCP Planning Session with Facilitator City of Brooklyn Center Council-Staff Retreat Friday-Saturday, April 5-6, 2013 Agenda Friday 1:00 Introductions 1:15 Overview of Strategic Planning sessions  Connection to previous efforts  Process- Strategic Planning  Start with Why  Check-in: Mission and Values 1:45 Organizational Culture and Value Proposition  Discuss relevance for setting direction, strategy  Assess current and desired states 2:30 Break 2:45 Organizational Culture and Value Proposition (continued)  Review and discuss  Determine organizational value proposition 3:45 Summarize – Next steps and prepare for Saturday 4:00 Adjourn Saturday 8:30 Brief Recap- Friday’s session 8:45 Strategic Planning in detail- outcomes for the day 9:00 Review the Environment- SWOT Analysis  Hands-on process- sort and prioritize results - SWOT questionnaire  Identify strategic challenges 10:30 Break 10:45 Establish Strategic Priorities  Continue SWOT (if necessary)  Set 4-6 – based upon challenges  Define- key elements 11:45 Key Outcome Indicators (KOI’s)  Overview process- examples 12:00 Lunch 12:45 Key Outcome Indicators (KOI’s)- continued  Set 2-3 Key Outcome Indicators - each Priority  Define successful outcomes  Create targets and measures 1:45 Break 2:00 Key Outcome Indicators (KOI’s) – continued  Continue process  Small group reports  Review/discuss/approve 2:45 Summarize the Day- Next Steps  Staff follow-up-Strategic Initiatives  Action Plans 3:00 Adjourn Strategic Planning Questionnaire In preparation for the upcoming strategic planning session, please answer the following questions. The purpose of the questionnaire is to create a SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis will provide important information about the current environment- particularly the challenges you are facing. As the table below explains, Strengths and Weaknesses relate to the internal environment of the organization, Opportunities and Threats relate to the external environment. There are no "right or wrong" answers here. This is a brainstorming exercise. Please provide as many responses as you can. The answers will be aggregated for use at the upcoming session. The question often arises as to whether your responses should relate to the City generally or to the organization specifically. In the case of a City government, your responsibility is to provide services (as an organization), as well as help guide and shape quality of life and community well being (for the City generally). For that reason, your responses can be broad and all- encompassing, but with an eye toward how the response relates to things within your sphere of influence, which tend predominantly to be service delivery. the internal for example, factors relating to factors tendStrengths and environment - the leadership/management, support to be in theWeaknessessituation inside the organization services, performance, people, skills, adaptability, training, reputation, processes, etc. present Opportunities and the external for example, factors relating to factors tend Threats environment - the citizen/customer satisfaction, the to be in the situation outside the organization economy, politics, demographics, environmental, laws/regulations, media, society, culture, technology, etc. future 1. What are the organization's (City's) greatest strengths? •Council stability and goals •Council support of innovative projects and initiatives •Some diverse work styles and high performing employees •Ability to implement multi-departmental complex programs and processes •Residents rate council and city staff favorably •Good reputation with other government agencies 2. What are the organization's (City's) greatest weaknesses? •Limited resources to manage increasing needs, expectations and workload •Lack of resources to implement initiatives to move city to higher level •Potential of not enhancing quality and performance of organization •Additional internal initiatives spreading resources thin 3. What are the greatest opportunities for the City (organization)? •Improvement of resident ratings of community •Strengthening existing business community •Continued development and attraction of diverse businesses and industries •Potential financial independence from LGA and other unreliable resources •Improvement and re-imaging of city facilities •Infrastructure/environmental sustainability internally and city wide •Changing community demographics and expectations- age, economic status, ethnicity 4. What are the greatest threats to the City (organization)? •Maintaining service levels and momentum •Financial resources and dependence on unreliable resources •Re-identification, association and confusion with Brooklyn Park- messaging and media relation scope creep •Vitality and image of school systems •High taxing rate in certain school districts, with larger impact to commercial properties •Losing competitive edge as other cities imitate programs •Economy improvements and effects on potential development and private reinvestment (also potential opportunity) •Unfunded federal and state mandates •Potentially less involvement of long-term positive community leaders 5. What are the three highest priorities for the City over the next 3-5 years? •Continued public safety improvements •Continued neighborhood revitalization •Re-imaging of city facilities and community City of Brooklyn Center Strategic Planning Retreat April 5-6, 2013 My Background 22 yrs in local government 13 yrs consulting/training Started when I was very young © Craig Rapp, LLC 2 Craig R. Rapp City Manager ©  Craig  Rapp,  LLC  3   Retreat Agenda- Just Three Things Friday n Who We Are (or think we are) n Who We Wish to Be-Our Value Proposition n Aligning Values and Actions Saturday n Our Environment/Our Challenges n Our Priorities n The Outcomes and Success We Desire 4 © Craig Rapp, LLC City Council / Staff o Council owns: n Purpose, Direction, Success Definition, Accountability o Staff owns: n Action Plans, Methods, Performance o Share: n Perspectives, Creation, Accountability 5 © Craig Rapp, LLC Strategic Planning- 4 Part Model © Craig Rapp, LLC 6 Strategic Plan Business Plan “Start With Why” 7 from Simon Sinek- Start with Why © Craig Rapp, LLC What’s Your Why? To ensure an attractive, clean, safe inclusive community that enhances the quality of life for all people and preserves the public trust © Craig Rapp, LLC 8 Our Values Excellence and quality service delivery Ethics and Integrity Visionary Leadership and Planning Fiscal Responsibility Cooperation and Teamwork Open and Honest Communication Professionalism Inclusion © Craig Rapp, LLC 9 Concepts Culture and Value Proposition o What is our City? o What do we want it to be? n As a place to live n As an organization charged with the responsibility to serve citizens, guide development and regulate certain activities © Craig Rapp, LLC 10 Core Culture- “The way things really get done” n Culture has to do with what you spend your time doing, how you get rewarded, make decisions, talk to each other, treat citizens, and deal with stakeholders. n Organizations often aren’t consciously aware of their culture, and they take their culture for granted Core Value Proposition The primary benefit of a service/product. Describes how an organization will differentiate itself, and what particular set of values it will deliver. Organizations will choose one of three disciplines: Operational Excellence, Product Leadership, or Customer Intimacy. Rule #1: Provide the best offering(s) by excelling in a specific dimension of value. Rule #2: Maintain threshold standards on the other dimension of values. Four Core Cultures o Control Culture (Military - command and control) n Systematic, clear, conservative n Inflexible, compliance more important than innovation o Competence Culture (Research Lab/University – best and brightest) n Results oriented, efficient, systematic n Values can be ignored, human element missing, over planning o Collaboration Culture (Family-teams) n Manages diversity well, versatile, talented n Decisions take longer, group think, short-term oriented o Cultivation Culture (Church- mission/values) n Creative, socially responsible, consensus oriented n Lacks focus, judgmental, lack of control © Craig Rapp, LLC 13 The Control Culture STRENGTHS o Great at planning. o When successful, provides good short- and long-term security. o Emphasizes ‘strength’. o Systematic and predictable, focus on process and procedure o Emphasizes what works vs. what doesn’t work. o Conservative, complete decision making processes. o Clear expectations of others are stated – roles/responsibilities spelled out WEAKNESSES o Overemphasizes control and domination. o Prone to foster compliance and reject creative innovation. o Difficult to show disagreement with authoritarian leaders. o Is inflexible and rigid. o Information flow can be restricted. o Employees and external customers may feel manipulated and ignored. o Impersonal - little amounts of ‘team feeling’. HOW YOU GET IN TROUBLE o Not following the chain of command. The Collaboration Culture STRENGTHS o Naturally effective in building in and managing diversity and conflict. o Building, developing and utilizing teams are important. o People treat each other with respect. o Fosters individual talents... but talents are used to support the team. o Conflict and differences are fostered and well managed, diversity is appreciated and welcomed o Good at forming alliances with other organizations. WEAKNESSES o May de-emphasize planning, especially long-term. o Can be drawn towards group think. o Can take a long time to make decisions. o Without a central focus, can become over-committed and try to concentrate in too many directions at once. o Focuses on the short-term, quick results. o Highly talented individuals may withdraw due to group think atmosphere. o Over-compromising towards everyone’s needs – too much harmony. HOW YOU GET IN TROUBLE o Not being a team player. The Competence Culture STRENGTHS o Sets and reaches high performance standards. o Goal and results oriented. o Time is used efficiently. o Training and education are deemed important tools for growth. o Good at adaptation and change. o Talented individuals flourish. o Decision making is systematic and thorough. WEAKNESSES o Advises against collaboration and team approach. o Can lose sight of the human element, especially when those individual are performing at a “good” level and have less education than others. o Values are typically ignored. o Over planning and over analyzing may occur. o Employees seen as under-performing most of the time. o Management is ‘tough’. o Less effective communicators are ignored. HOW YOU GET IN TROUBLE o Being stupid or incompetent. Cultivation Culture STRENGTHS o Employees are allowed to make mistakes. o Adaptation and change come smoothly. o Values creativity. o Naturally inclined to be socially responsible. o Fosters diversity and differences in thoughts, beliefs and feelings. o Offers opportunities for growth and development. o Encourages self-expression, even when diverse or eccentric. WEAKNESSES o Lacks focus and direction. o Procrastination arises as there is a feeling of “there is always tomorrow to finish.” o Seen as overly judgmental and moralistic. o Job burnout is not uncommon. o Oriented against control, even when control is needed. o Focus may go in many directions at one time, expending its’ energies. o Details, especially everyday ones are overlooked. HOW YOU GET IN TROUBLE o Not believing in the vision and mission. Three Value Propositions o Operational Excellence (Wal-Mart, Southwest Airlines) n They adjust to us (command and control) o Product/Service Leadership (Apple, Google) n They ‘ooh and ‘ah’ over our services (competence) o Customer Intimacy (Nordstrom, Ritz-Carlton) n We get to know them and solve their problems/ satisfy their needs (collaborative) © Craig Rapp, LLC 18 OPERATIONAL EXCELLENCE PRODUCT/SERVICE LEADERSHIP CUSTOMER INTIMACY VALUE PROPOSITION • Deliver quality, price and ease of purchase that no one else can match! • The best product/service... period! • The best total solution! (acts as a partner with you) OPERATIONAL MODEL • Reduce variability. • Lower costs. • Rules - only one right way. • Loosely knit. • Adhoc. • Ever changing - results driven. • Relationship driven. • Deliver a broad range of services. KEY PROCESSES • Integrating core processes - highly disciplined. • Product/service development and promotion - speed. • Results management. • Customer selection - customer retention. TOUGH CHALLENGES • Assets turn to liabilities. • Not seeing the next technology • (the market changes). • Staying smart - knowledge turns to ignorance. EMPLOYEES • Fit in the box type people who fit into the pre-imposed system • (not free spirit types). • Bright/creative people - project teams - entrepreneurs. • People who can live in the customer’s shoes. • Empowered to deliver solutions. CORE CULTURE • Command and control • Competence • Collaborative APPROACH TO CUSTOMERS • They adjust to us. • They 'ooh' and 'ah' over our products and services. • We get to know them and we satisfy their needs. SOME EXAMPLES • Wal-Mart • Southwest Airlines • Fed-Ex • Dell Computer • Apple • Google • Disney • 3M • Nordstrom • Ritz-Carlton • IBM (1960’s/70’s) • Airborne Express Culture and Value Proposition o Who Are You? o Who Do You Want to Be? © Craig Rapp, LLC 20 Survey Results- Culture City Council o Control 19 o Collaboration 10 o Competence 8 o Cultivation 13 Staff o Control 26 o Collaboration 12 o Competence 16 o Cultivation 24 21 © Craig Rapp, LLC Survey Results- Value Proposition City Council C D Oper. Excellence 30 2 Prod/Serv. Ldrshp. 6 3 Cust. Intimacy 12 32 All/Everything 2 13 Staff C D Oper. Excellence 27 8 Prod/Serv. Ldrshp. 13 7 Cust. Intimacy 20 37 All/Everything 20 31 22 © Craig Rapp, LLC Strategic Planning- 4 Part Model © Craig Rapp, LLC 23 Strategic Plan Business Plan Leadership in Local Government Delivering great services (Internal) Creating communities great communities (External) © Craig Rapp, LLC 24 Four Core Cultures o Control Culture (Military - command and control) n Systematic, clear, conservative n Inflexible, compliance more important than innovation o Competence Culture (Research Lab/University – best and brightest) n Results oriented, efficient, systematic n Values can be ignored, human element missing, over planning o Collaboration Culture (Family-teams) n Manages diversity well, versatile, talented n Decisions take longer, group think, short-term oriented o Cultivation Culture (Church- mission/values) n Creative, socially responsible, consensus oriented n Lacks focus, judgmental, lack of control © Craig Rapp, LLC 25 Three Value Propositions o Operational Excellence (Wal-Mart, Southwest Airlines) n They adjust to us (command and control) o Product/Service Leadership (Apple, Google) n They ‘ooh and ‘ah’ over our services (competence) o Customer Intimacy (Nordstrom, Ritz-Carlton) n We get to know them and solve their problems/ satisfy their needs (collaborative) © Craig Rapp, LLC 26 Start With Why o We follow leaders- not because we “have to”, but because we “want to” o We follow leaders- not for them, but for ourselves o We don’t buy what you do, we buy why you do it © Craig Rapp, LLC 27 Our Values Excellence and quality service delivery Ethics and Integrity Visionary Leadership and Planning Fiscal Responsibility Cooperation and Teamwork Open and Honest Communication Professionalism Inclusion © Craig Rapp, LLC 28 © Craig Rapp, LLC 29 © Craig Rapp, LLC 30 The Big Picture o Review the Environment- SWOT o Identify Strategic Challenges o 4-6 Strategic Priorities- defined o 2-3 Key Performance Indicators/Priority o 3-5 Strategic Initiatives- Staff n Detailed Action Plans (staff) 31 © Craig Rapp, LLC Strategic Challenge-Definition An issue that if left unattended, will keep you from successfully achieving your objectives or desired outcomes 32 © Craig Rapp, LLC Strategic Challenges - Examples o Financial instability, taxes, tax base o Community unrest - services/taxes o Infrastructure condition/age/quality o Development/redevelopment, economic decline o Organizational effectiveness/efficiency o Workforce issues-replacement, performance, discontent 33 © Craig Rapp, LLC Strategic Priority- Example Financial Sustainability Resources are managed with a long term perspective and aligned with key priorities. Unexpected changes are accommodated without sudden disruption in service quality. © Craig Rapp, LLC 34 Strategic Priority- Example Economic Development Creating an environment that is conducive to job creation and sound economic growth. This is accomplished by encouraging entrepreneurial investment and making selective public investments– particularly in the retail and manufacturing sectors © Craig Rapp, LLC 35 Key Performance Indicator o Describes success o Related to a specific priority- which addresses a strategic challenge(s) o Expressed as a measurable target/ outcome 36 © Craig Rapp, LLC Key Performance Indicator –Example Financial Sustainability o Operating reserves equal 40% of yearly operating expenditures in the General Fund by December 31, 2014. o Annual operating costs increase by 2% or less - beginning with fiscal year 2012-13 budget. o 80% of the revenues for general fund supported services are locally generated by FY 2013-2014 © Craig Rapp, LLC 37 Key Performance Indicator- example Economic Development o Vacancies in retail establishments across the city reduced by 15% from 2011 to 2014. o Net property value from new investment increases by $ 2.5 M from January 1, 2012 to December 31, 2014 o Strategic plan for CBD completed by January 1, 2013 38 © Craig Rapp, LLC Strategic Initiatives-Action Plans o 3-5 initiatives that will be necessary to successfully address the strategic priority o Covers multi-year planning period o Is SMART- Specific, Measurable, Actionable, Realistic, Time-bound o Who, What, When, How 39 © Craig Rapp, LLC Strategic Initiative- Example Financial Sustainability o Establish a five-year financial plan for each operating fund- all plans in place by March 31 2012 o Develop community engagement and education process centered on financing city services and quality of life- by December 31, 2011 o Amend comprehensive plan to achieve long-term repositioning of tax base © Craig Rapp, LLC 40 Process o Review the Environment- SWOT o Identify Strategic Challenges/ Establish Priorities n Define the Strategic Priorities o Define 2-3 Key Performance Indicators (KPI’s) for each Strategic Priority o Develop Key Strategic Initiatives-3-5 per Priority n Specific, Measurable, Actionable, Realistic, Time bound – SMART 41 © Craig Rapp, LLC SWOT Analysis o List n Strengths, Weaknesses, Opportunities, Threats o Correlate n Strengths/Opportunities n Weaknesses/Threats o Identify n Strategic Challenges 42 © Craig Rapp, LLC SWOT exercise- Step 1 o Assemble in your groups o One group each for Strengths, Weaknesses, Opportunities, Threats Task: n  Combine similar statements n Put on flipchart n Prioritize n Present to group 43 © Craig Rapp, LLC SWOT- Step 2 o Strength and Opportunities, Weaknesses and Threats combine Task n  Match strengths with opportunities to maximize – create strategic issues n Match weaknesses and threats to identify strategic issues to minimize n Put on flipchart n Report to group 44 © Craig Rapp, LLC SWOT- Step 3 o Strength and Opportunities, Weaknesses and Threats combined Task- Full group n  What crossover do you see? n What issues emerge? 45 © Craig Rapp, LLC Strategic Challenges - Examples o Financial instability, low tax base o Infrastructure replacement/quality/ condition o Development/redevelopment, economic decline o Organizational effectiveness/efficiency o Workforce issues-replacement, succession, performance 46 © Craig Rapp, LLC Strategic Challenges o What challenges emerge from the issue identification process? n List 47 © Craig Rapp, LLC Prioritize o Identify 4-6 priorities from list developed 48 © Craig Rapp, LLC Highest Priorities o Quickly review o Identify any issues missing from SWOT exercises 49 © Craig Rapp, LLC Definition o Define meaning of each strategic priority 50 © Craig Rapp, LLC Key Performance Indicators o What are the 2-3 most important indicators of success? n Expressed as a measurable goal/target 51 © Craig Rapp, LLC Key Performance Indicators o Group by Priority o Develop draft set of 2-3 KPI’s o Report back 52 © Craig Rapp, LLC Anchoring your Strategy o Culture and Value Proposition o Mission, Vision, Values o Outcomes people care about o Measuring performance © Craig Rapp, LLC 53