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2017 02-24-25 CCP Planning Session with Facilitator
City of Brooklyn Center STRATEGIC PLANNING-‐EFFECTIVE GOVERNANCE FEBRUARY 24, 2017 Today ’s Agenda §Introductions §Overview §Effective Governance—Roles/Responsibilities, Culture & Value Proposition §Review status of previous strategic plan/projects & community survey §Next Steps §Adjourn Introductions –Meet and Greet Exercise Pair up w/ another person–you will introduce them Find out the answers to the following: ◦One personal thing you didn’t / don’t know (not too personal) ◦Why did they originally run for Council/apply to the City? ◦How would they like to be remembered after they have left the Council/City? Who Are We? nWhat do we have in common? nWhat are our differences? nDo these things matter? qWhy? qWhy not? We ’re all just People! (trying to do the right thing) Roles and Responsibilities §Legal Roles §Traditional Roles §Ad hoc Roles §Imaginary Roles §City Manager Role §Staff Role Legal Roles Described in your charter, ordinances and by-‐laws qElected representative qPublic Policymaker/Legislator Issues qCitizen representation approach qPolicy/ordinance creation and adoption process qProcess of identifying problems, new directions, raising issues QUESTION: WHAT PROBLEMS MIGHT OCCUR? Traditional Roles Accepted roles, by common practice or tradition qCommunity Representative qPolitician Issues qContext of roles qPublic perception qIndividual vs. group QUESTION: WHAT PROBLEMS MIGHT OCCUR? Ad hoc Roles Roles you assume to “get the job done” ◦Visionary ◦Change agent ◦Role Model Issues ◦Appropriateness ◦How to use these roles productively QUESTION: WHAT PROBLEMS MIGHT OCCUR? Imaginary Roles Roles you “slip into”by accident, or design §City Manager §City Engineer §City Attorney, etc.… §Voice of the City Issues ◦Staff/Council conflict ◦Competition/confusion QUESTION: WHAT PROBLEMS MIGHT OCCUR? City Manager Role Defined in ordinance/law qLeader of the Staff qSupport to Council qProducer of Results qChange agent qMotivator qRole Model qPolitical Filter/Synthesizer QUESTION: WHAT PROBLEMS MIGHT OCCUR? Staff Role Department Operations Support to Committees/Council Basic service delivery Carry out directives of Council and Manager QUESTION: WHAT PROBLEMS MIGHT OCCUR? Maintaining Proper Roles Agreeing on the definitions Staying within the boundaries Accountability for actions The Governance Process nWhat is it? nCan you define it? nWhat if we disagree? nA common understanding Governance Process The Council determines its philosophy, its accountability, and specifics of its job. The Council creates its own processes to fulfill three responsibilities: 1.maintaining linkage to citizens/community, 2.establishing the definition of effective governance, 3.assuring executive performance. QUESTION: WHAT PROBLEMS MIGHT OCCUR? The Governance Process How things get done Division of responsibilities and accountabilities between Council and staff Best Practice (Carver Governance Model) qEnds qExecutive Limitations qCouncil-‐Staff Linkage qGovernance Process Ends The Council defines which needs are to be met, for whom, and at what cost. –Creating policies and taking actions that align with the Council’s long-‐range vision. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Executive Limitations The Council establishes the boundaries for staff methods and activities –what they believe can responsibly be left to staff. –The boundaries/limitations apply to the means, or how things get done, rather than ends, or the outcomes. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Council-‐Staff Linkage The Council clarifies: •how it delegates authority; •how it evaluates performance based on executive limitations –Policies and rules for Council-‐staff communication, City Manager job description and evaluation, and monitoring/reporting results. QUESTION: WHAT PROBLEMS MIGHT OCCUR? Carver Principles 1.The trust in trusteeship (govern on behalf of citizens) 2.The Board speaks with one voice or not at all 3.Board decisions should predominantly be policy decisions 4.Boards should formulate policy by determining broadest values before progressing to more narrow ones 5.A board should define and delegate rather than react and ratify Carver Principles 6.Ends determination is the pivotal duty of governance 7.The Council’s best control over staff means is to limit, not prescribe 8.A Council must explicitly design its own products and processes 9.A Council must forge a linkage with management that is both empowering and safe 10.Performance of the CAO must be monitored rigorously, but only against policy criteria The Challenge –Dealing with Politics The Real world of Tough Politics Understanding the difference between tough politics and truly dysfunctional governance Tough Politics Characterized by Rules –explicit or implicit –but understood by all Relies on political process –wins by “having the votes” Can be emotional –but is not personal –respect remains intact Playing to win –pushing exclusive agenda, freezing out other side… Tough Politics Maximizes political advantage –programs, personal profile, reelection Predictability, consistency, reliability Things get done Dysfunctional Lack of Respect Lack of Trust No Rules Unpredictable, Unstable Lack of Progress / No Progress Dysfunctional Not Making Decisions Efficiently-‐or at All Not Setting or Following Goals/Priorities Council members don’t trust each other & disrespectful to each other Staff attacked / not trusted by Council faction Council not respectful to and distrustful of staff Summary Tough •Respect/Trust •Political Process •Rules •Reliable •Accomplishments •Play to Win Dysfunctional •Disrespect/Distrust •Disruption/Attacks •Chaos •Unpredictable •No Decisions •Play to Harm The Leader’s Job To create “win/win”outcomes for your community without compromising your personal or professional ethics. Who’s a Leader? Mayor? Councilmember? Chair? Commission member? Manager? Outsider? Leadership Team Mayor/Council & Manager are a team Role definition is crucial Majority/minority bloc –Manager response The role of political leadership can become “slippery”without clear rules and accountability Teamwork –we have met the enemy, and they is us! What is it? How do you get it? Does it matter? Can’t we just vote? Teamwork What is it? qWorking together to achieve common goal qCollaborating to expand the capacity and effort of the group qA focused effort based upon shared vision, values, goals and congruent policies Teamwork How do you get it? qStart by wanting it qIdentify/agree on its value (greater than sum of parts) qDefine shared vision, values, goals qCreate the atmosphere for success qAct in accordance with values/beliefs qEstablish accountability Culture and Value Proposition Culture and Value Proposition What is our City? What do we want it to be? ◦As a place to live ◦As an organization charged with the responsibility to provide vital services and regulate certain activities © CRAIG RAPP, LLC 37 Core Value Proposition The value an organization delivers (service/product) Three Approaches: 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. Three Value Propositions Operational Excellence (Walmart, Southwest Airlines) ◦They adjust to us Product/Service Leadership (Apple, Google) ◦They ‘ooh and ‘ah’over our services Customer Intimacy (Nordstrom, Ritz-‐Carlton) ◦We get to know them and solve their problems/satisfy their needs © CRAIG RAPP, LLC 39 Core Culture-‐“The way things really get done” ◦What you spend your time doing, how you get rewarded, make decisions, talk to each other, treat citizens, and deal with stakeholders. ◦Organizations often aren’t consciously aware of their culture, and they take it for granted Four Core Cultures Control Culture (Military -‐command and control) ◦Systematic, clear, conservative ◦Inflexible, compliance more important than innovation Competence Culture (Research Lab/University –best and brightest) ◦Results oriented, efficient, systematic ◦Values can be ignored, human element missing, over planning Collaboration Culture (Family-‐teams) ◦Manages diversity well, versatile, talented ◦Decisions take longer, group think, short-‐term oriented Cultivation Culture (Church-‐mission/values) ◦Creative, socially responsible, consensus oriented ◦Lacks focus, judgmental, lack of control 41 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 •Airborne Express Culture and Value Proposition Who Are You? Who Do You Want to Be? © CRAIG RAPP, LLC 43 Survey Results-‐Culture City Council Control 9 Collaboration 8 Competence 6 Cultivation 6 Staff Control 30 Collaboration 19 Competence 16 Cultivation 27 44© CRAIG RAPP, LLC Survey Results-‐Value Proposition City Council C D Oper. Excellence 15 0 Prod/Serv. Leadership 6 4 Customer Intimacy 2 17 All/Everything 0 7 Staff C D Oper. Excellence 36 4 Prod/Serv. Leadership 8 4 Customer Intimacy 13 31 All/Everything 14 25 45© CRAIG RAPP, LLC Go Forth and Do Good Work! Strategic Planning Retreat February 25, 2017 Strategic Planning Agenda 2 •Brief Overview—Strategic Planning •Who Are You? (Mission/Value Prop/Values) •Where Do You Want to Go? (Vision) •Where Are You? (SWOT) •What’s Important? (Priorities) •What Do We Want? (Outcomes) •How Will We Know?(Indicators, Targets) Strategic Planning-‐4 Part Model 3 Strategic Plan Business Plan Council-‐Staff Leadership •Council owns: •Purpose, Direction, Success Definition, Accountability •Staff owns: •Action Plans, Methods, Performance •Share: •Perspectives, Creation, Accountability 4© Craig Rapp, LLC Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( Major(Fund(Reserves( ending(balances( 1)(GF(=>(following(yr.( taxes(+(aid(( 2)(Comm.(Reinv.(&( Cl.(Bond(=(TBD( A)(Conduct(analysisI(fund(balance(policy( &(reserves(requirements( B)(Comprehensive(studyI(nonItax( revenues( C)(Develop(debt(management(plan((Diverse(revenue( sources(( NonItax(revenue(>(30%(of(General( Fund( ( ))))))))) Sound(financial( fundamentals(( (Bond(Rating(AA( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( Council(meeting( quality(index( >(7(on(1I10(scale( ( A)(Create(&(implement(Council(meeting( quality(index( B)(Develop(rules(of(engagement( C)(Establish(annual(work(plan(( D)(Analyze(Council(information(process( E)(Establish(Council(effectiveness( standards( F)(Develop(a(communications(index( G)(Analyze(CouncilIstaff( communications(process(( Priorities( successfully( addressed( Annual(goal( attainment((%)( >(85%( Effective(City( Council(meetings( 1)(Mtg.(length( 2)(#(Consent(items( pulled( 3)(Issues(resolved( 1)(<(2.5(hrs.(75%(time( 2)(<5%( 3)(75%(in(30(days( Good(CouncilIstaff( communication(Communication(index(>(7(on(1I10(scale( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( Communication( effectiveness(index( >7(on(1I10(A)(Create(&(implement(communication( effectiveness(index( B)(Analyze(community(sponsored( events( B)(Advisory(Commission(&(Volunteer( needs(analysis( ( Increased(citizen( participation( Attendance(@(cityI sponsored(events( Increase(by(5%(( Increase(#(qualified( Adv.(Bd.(applicants( (#(Qualified(applicants(>(2(on(a(waiting(list(I( each(board( Economic) Development) ) GROWTH) Increased(tax(base((1)(C/I(market(value( 2)(Residential(market( value( ( 1)($5.0M(by(12/31/15( 2)($9.5M(by(12/31/15( A)(Conduct(NBE(marketing(campaign( B)(Finalize(APi(project(( C)(Pulte(project(completed( D)(Implement(housing(improvement( loan(program(( ( Fewer(blighted( buildings(( #(Substandard( properties(( Reduction(of(20(by( 12/31/15.( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( Personnel,(indirects,( capital(spending( ( =<(Comparable(cities(A)(Establish(organizationIwide( performance(standards( B)(Establish(comparison/benchmarks( C)(Establish(measurement(framework( D)(Conduct(review(of(alternative(service( delivery(&(pilot(2(ASD(projects( Improved(quality((Citizen(complaints(Complaints(reduced( by(10%( A(high(performance( organization( Response(time,( processing(time( Improve(results(in( four(areasITBD( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(Job(competency(rating(90%(staff(meet( standards(by(2016( A)(Define(core(competenciesI(all( positions( B)(Establish(leadership(development( program( C)(Conduct(employee(satisfaction( survey( Qualified(managers(Internal(hiring(rate(Qualified(internal( candidates(hired(( 60%(of(jobs( Satisfied(employees(Culture(survey(results(>6(on(1I10( Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( Major(Fund(Reserves( ending(balances( 1)(GF(=>(following(yr.( taxes(+(aid(( 2)(Comm.(Reinv.(&( Cl.(Bond(=(TBD( ( Diverse(revenue( sources(( NonJtax(revenue(>(30%(of(General( Fund( ( ))))))))) Sound(financial( fundamentals(( (Bond(Rating(AA( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( Council(meeting( quality(index( >(7(on(1J10(scale( ( ( Priorities( successfully( addressed( Annual(goal( attainment((%)( >(85%( Effective(City( Council(meetings( 1)(Mtg.(length( 2)(#(Consent(items( pulled( 3)(Issues(resolved( 1)(<(2.5(hrs.(75%(time( 2)(<5%( 3)(75%(in(30(days( Good(CouncilJstaff( communication(Communication(index(>(7(on(1J10(scale( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( Communication( effectiveness(index( >7(on(1J10(( Increased(citizen( participation( Attendance(@(cityJ sponsored(events( Increase(by(5%(( Increase(#(qualified( Adv.(Bd.(applicants( (#(Qualified(applicants(>(2(on(a(waiting(list(J( each(board( Economic) Development) ) GROWTH) Increased(tax(base((1)(C/I(market(value( 2)(Residential(market( value( ( 1)($5.0M(by(12/31/15( 2)($9.5M(by(12/31/15( ( Fewer(blighted( buildings(( #(Substandard( properties(( Reduction(of(20(by( 12/31/15.( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( Personnel,(indirects,( capital(spending( ( =<(Comparable(cities(( Improved(quality((Citizen(complaints(Complaints(reduced( by(10%( A(high(performance( organization( Response(time,( processing(time( Improve(results(in( four(areasJTBD( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(Job(competency(rating(90%(staff(meet( standards(by(2016( ( Qualified(managers(Internal(hiring(rate(Qualified(internal( candidates(hired(( 60%(of(jobs( Satisfied(employees(Culture(survey(results(>6(on(1J10( 7 “When everything is a priority, nothing is a priority.” Simon Fulleringer “Start With Why” 8 “Start With Why” Simon Sinek 9 from Simon Sinek-‐Start with Why What’s Your Why? 10 Vision •A Vision comes from the heart •A Vision is compelling •A Vision defines who you are/seek to be •A Vision is: “A clear image of a possible and desirable future state” It embodies our values, connects us with purpose, and directs us to what will be different and distinctive Vision Vision vs. Mission •Vision is about where we are going •Future focused, general •Mission is about what we exist to do •Current focused, specific Vision Statement Questions that need to be answered: •Who/What are we? •Do we agree? Can we describe it? •Who/What do we want to be? •Why? •How will we know when we get there? Vision Statement examples 15 •We envision Cedar Hill as a Premier City that retains its distinctive character; where families and businesses flourish in a safe and clean environment. •Medina seeks to provide a safe, healthy and sustainable community for present and future residents through efficient and effective service, while retaining its rural heritage and promoting recreational, residential and business activities. •In 2030 Lemont will be a community where people want to live or visit. It will be known for its thriving downtown, excellent schools, successful businesses, and strong sense of community. Although new residents and businesses will grow the community, Lemont’s quaint character will remain. The families who have lived in Lemont for the past 200 years will continue to choose Lemont as their hometown for future generations. Exercise Take ten minutes to write 4 -‐5 statements that personally describe what you would like the City to become in 20 years. Use the vision examples & feedback for reference Can be stated in many ways: “the City will balance… “we will increase… “important elements include… Leadership in Local Government Delivering great services (Internal) Creating great communities/places to live (External) 17 Culture and Value Proposition •Who Are You? •Who Do You Want to Be? © 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 •Airborne Express Survey Results-‐Culture City Council •Control 9 •Collaboration 8 •Competence 6 •Cultivation 6 Staff •Control 30 •Collaboration 19 •Competence 16 •Cultivation 27 20© Craig Rapp, LLC Survey Results-‐Value Proposition City Council C D Oper. Excellence 15 0 Prod/Serv. Leadership 6 4 Customer Intimacy 2 17 All/Everything 0 7 Staff C D Oper. Excellence 36 4 Prod/Serv. Leadership 8 4 Customer Intimacy 13 31 All/Everything 14 25 21© Craig Rapp, LLC Mission, Values 22 Mission Mission •Why we’re here •What we exist to do •What we seek to achieve •Our standards “Mission is concerned with the way the organization is managed, and its purpose for existing” Mission Statement •Reflects the value proposition. It defines the customer/citizen, the value promise, and the means for putting the two together. •Describes your business. Defines your operations. Platitudes-‐“Quality services for a quality community” won’t do. •Is brief. It makes the point in a paragraph or two at most. •Is actionable. Gives the reader a picture of the organization in action •Is compelling. Motivates and inspires employees/citizens/customers/stakeholders Mission Statement 25 The Mission of the City of Brooklyn Center is to ensure an attractive,clean, safe, and inclusive community that enhances the quality of life for all people and preserves the public trust. Mission Statement examples 26 •It is our mission to provide for the common good and deliver services essential for a safe, sustainable and engaged community. •Work together to responsibly grow our community and provide cost-‐effective, and efficient public services. •Our mission is to deliver the highest quality municipal services to our citizens and customers consistent with our community values. •Preserving our heritage, fostering opportunity, building community and enhancing quality of life for all. •Delivering services, being innovative, maintaining efficiencies, building confidence –this is our mission and we’re committed to doing it best. Exercise Take ten minutes to write 4 -‐5 statements that personally describe what you would thing the City’s purpose is. •Use the mission statement examples for reference •Can be stated in many ways: •“our mission is to provide… •“we will deliver the highest quality… •“dedicated to promoting… Values •Foundation for your Vision & Mission •Values shape your Vision •Vision & Mission must be consistent with your Values Brooklyn Center Values Customer Intimacy Our primary value proposition is a commitment to serving each customer with dignity and respect. This requires that we seek to understand the needs of each customer and deliver quality service that will be understood and appreciated. Operational Excellence In addition we will commit ourselves to delivering quality services in a cost effective and efficient manner. We will be good stewards of the limited resources made available to us by the citizens we serve. Sample Values •Best for the city •Patience •Integrity •Empathy •Open-‐minded •Honesty •Courtesy •Always Strive for Win/Win Situations •Attack the Problem, Not the Person •Open to Critique and Suggestions •Belief in People •Everyone is Equal During Meetings •Listen to and Show Respect for the Ideas of Others •Share Information •Share Responsibility •Be Creative Exercise •Take 10 minutes and identify your top six values –use list as a “starter”, not the only choices •After 10 minutes –discuss at your table –agree on the top six at the table SWOT Analysis •List •Strengths, Weaknesses, Opportunities, Threats •Correlate •Strengths/Opportunities •Weaknesses/Threats •Identify •Strategic Challenges 32 SWOT exercise-‐Step 1 One group each for Strengths, Weaknesses, Opportunities, Threats Task: •Combine similar statements •Prioritize-‐frequency of statement •Put on flipchart •Present to group 33 SWOT-‐Step 2 Strength/Opportunities Weaknesses/Threats –combine •Match strengths with opportunities –strategic issues to maximize •Match weaknesses and threats-‐strategic issues to minimize •Put on flipchart •Report to group 34 SWOT-‐Step 3 Strength and Opportunities, Weaknesses and Threats combined Full group •What crossover do you see? •What Strategic Issues/Challenges emerge? 35 Strategic Challenges -‐Examples •Financial instability, tax base •Community unrest -‐services/taxes •Infrastructure condition/age/quality •Development/redevelopment, economic decline •Organizational effectiveness/efficiency •Workforce issues -‐replacement, performance, discontent 36 Prioritize •Identify 4-‐6 priorities •Look at Highest Priorities summary •Consider Balanced Scorecard 37 Definition Define meaning of each strategic priority 40 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. 41 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 42 Desired Outcomes What outcomes are you seeking to achieve in each Priority area? What does success look like? 43 Key Outcome Indicator What would be an indicator of the success you desire? What can/do you monitor, count, report Direct relationship –indicator to outcome desired 44© Craig Rapp, LLC Target The measureable end state -‐-‐achievement of desired outcome. Based upon the desired outcome,what is a realistic target? Stretch, but achievable Direct relationship –target to outcome desired 45 Outcome/Indicator/Target –Example Financial Sustainability Outcome: Adequate fund balance KOI: Year-‐end fund balance Target: Meet fund balance policy target of 35% Outcome: Operating cost reduction KOI: Annual operating costs Target: 2% reduction Outcome: Less reliance on tax revenues in General Fund KOI: Revenues Target : 10% increase in non-‐tax revenues 46 Key Outcome Indicator-‐Example Economic Development Outcome: Vibrant downtown •Downtown retail vacancies •15% decrease Outcome: Growing tax base •Net market value-‐new investment •$20 M Outcome: Quality job growth •New jobs paying above city median wage •200 47 Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) !!!! !!) !!! Effective) Governance! ) LEADERSHIP! !!!! !!! !!! !!! Community) Engagement) ) CUSTOMER) !!!! !!! !!! Economic) Development) ) GROWTH) !!!! !!! Operational) Excellence) ) OPERATIONS) !!!! !!! !!! Workforce) Engagement)&) Development) WORKFORCE) !!!! !!! !!! Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( ((( Diverse(revenue( sources(( () Sound(financial( fundamentals(( (( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( ((( Priorities( successfully( addressed( (( Effective(City( Council(meetings( (( Good(Council;staff( communication((( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( ((( Increased(citizen( participation( (( Increase(#(qualified( Adv.(Bd.(applicants( (( Economic) Development) ) GROWTH) Increased(tax(base((((( Fewer(blighted( buildings(( (( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( ((( Improved(quality(((( A(high(performance( organization( (( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(((( Qualified(managers((( Satisfied(employees((( Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( Major(Fund(Reserves( ending(balances( (( Diverse(revenue( sources(( Non:tax(revenue() Sound(financial( fundamentals(( (Bond(Rating(( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( Council(meeting( quality(index( (( Priorities( successfully( addressed( Annual(goal( attainment((%)( ( Effective(City( Council(meetings( 1)(Mtg.(length( 2)(#(Consent(items( pulled( 3)(Issues(resolved( ( Good(Council:staff( communication(Communication(index(( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( Communication( effectiveness(index( (( Increased(citizen( participation( Attendance(@(city: sponsored(events( ( Increase(#(qualified( Adv.(Bd.(applicants( (#(Qualified(applicants(( Economic) Development) ) GROWTH) Increased(tax(base((1)(C/I(market(value( 2)(Residential(market( value( ( (( Fewer(blighted( buildings(( #(Substandard( properties(( ( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( Personnel,(indirects,( capital(spending( ( (( Improved(quality((Citizen(complaints(( A(high(performance( organization( Response(time,( processing(time( ( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(Job(competency(rating((( Qualified(managers(Internal(hiring(rate(( Satisfied(employees(Culture(survey(results(( Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( Major(Fund(Reserves( ending(balances( 1)(GF(=>(following(yr.( taxes(+(aid(( 2)(Comm.(Reinv.(&( Cl.(Bond(=(TBD( ( Diverse(revenue( sources(( NonJtax(revenue(>(30%(of(General( Fund( ( ))))))))) Sound(financial( fundamentals(( (Bond(Rating(AA( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( Council(meeting( quality(index( >(7(on(1J10(scale( ( ( Priorities( successfully( addressed( Annual(goal( attainment((%)( >(85%( Effective(City( Council(meetings( 1)(Mtg.(length( 2)(#(Consent(items( pulled( 3)(Issues(resolved( 1)(<(2.5(hrs.(75%(time( 2)(<5%( 3)(75%(in(30(days( Good(CouncilJstaff( communication(Communication(index(>(7(on(1J10(scale( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( Communication( effectiveness(index( >7(on(1J10(( Increased(citizen( participation( Attendance(@(cityJ sponsored(events( Increase(by(5%(( Increase(#(qualified( Adv.(Bd.(applicants( (#(Qualified(applicants(>(2(on(a(waiting(list(J( each(board( Economic) Development) ) GROWTH) Increased(tax(base((1)(C/I(market(value( 2)(Residential(market( value( ( 1)($5.0M(by(12/31/15( 2)($9.5M(by(12/31/15( ( Fewer(blighted( buildings(( #(Substandard( properties(( Reduction(of(20(by( 12/31/15.( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( Personnel,(indirects,( capital(spending( ( =<(Comparable(cities(( Improved(quality((Citizen(complaints(Complaints(reduced( by(10%( A(high(performance( organization( Response(time,( processing(time( Improve(results(in( four(areasJTBD( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(Job(competency(rating(90%(staff(meet( standards(by(2016( ( Qualified(managers(Internal(hiring(rate(Qualified(internal( candidates(hired(( 60%(of(jobs( Satisfied(employees(Culture(survey(results(>6(on(1J10( Strategic) Priority) Desired) Outcome) Key)Outcome) Indicator)(KOI))Target) ) Strategic)Initiatives) Financial) Sustainability) ) FINANCE) Adequate(reserves( in(all(funds( Major(Fund(Reserves( ending(balances( 1)(GF(=>(following(yr.( taxes(+(aid(( 2)(Comm.(Reinv.(&( Cl.(Bond(=(TBD( A)(Conduct(analysisI(fund(balance(policy( &(reserves(requirements( B)(Comprehensive(studyI(nonItax( revenues( C)(Develop(debt(management(plan((Diverse(revenue( sources(( NonItax(revenue(>(30%(of(General( Fund( ( ))))))))) Sound(financial( fundamentals(( (Bond(Rating(AA( Effective) Governance( ) LEADERSHIP( Council(meeting( civility( Council(meeting( quality(index( >(7(on(1I10(scale( ( A)(Create(&(implement(Council(meeting( quality(index( B)(Develop(rules(of(engagement( C)(Establish(annual(work(plan(( D)(Analyze(Council(information(process( E)(Establish(Council(effectiveness( standards( F)(Develop(a(communications(index( G)(Analyze(CouncilIstaff( communications(process(( Priorities( successfully( addressed( Annual(goal( attainment((%)( >(85%( Effective(City( Council(meetings( 1)(Mtg.(length( 2)(#(Consent(items( pulled( 3)(Issues(resolved( 1)(<(2.5(hrs.(75%(time( 2)(<5%( 3)(75%(in(30(days( Good(CouncilIstaff( communication(Communication(index(>(7(on(1I10(scale( Community) Engagement) ) CUSTOMER) Improved( stakeholder(input( Communication( effectiveness(index( >7(on(1I10(A)(Create(&(implement(communication( effectiveness(index( B)(Analyze(community(sponsored( events( B)(Advisory(Commission(&(Volunteer( needs(analysis( ( Increased(citizen( participation( Attendance(@(cityI sponsored(events( Increase(by(5%(( Increase(#(qualified( Adv.(Bd.(applicants( (#(Qualified(applicants(>(2(on(a(waiting(list(I( each(board( Economic) Development) ) GROWTH) Increased(tax(base((1)(C/I(market(value( 2)(Residential(market( value( ( 1)($5.0M(by(12/31/15( 2)($9.5M(by(12/31/15( A)(Conduct(NBE(marketing(campaign( B)(Finalize(APi(project(( C)(Pulte(project(completed( D)(Implement(housing(improvement( loan(program(( ( Fewer(blighted( buildings(( #(Substandard( properties(( Reduction(of(20(by( 12/31/15.( Operational) Excellence) ) OPERATIONS) Reduced(operating( costs(( Personnel,(indirects,( capital(spending( ( =<(Comparable(cities(A)(Establish(organizationIwide( performance(standards( B)(Establish(comparison/benchmarks( C)(Establish(measurement(framework( D)(Conduct(review(of(alternative(service( delivery(&(pilot(2(ASD(projects( Improved(quality((Citizen(complaints(Complaints(reduced( by(10%( A(high(performance( organization( Response(time,( processing(time( Improve(results(in( four(areasITBD( Workforce) Engagement)&) Development) WORKFORCE) Capable(employees(Job(competency(rating(90%(staff(meet( standards(by(2016( A)(Define(core(competenciesI(all( positions( B)(Establish(leadership(development( program( C)(Conduct(employee(satisfaction( survey( Qualified(managers(Internal(hiring(rate(Qualified(internal( candidates(hired(( 60%(of(jobs( Satisfied(employees(Culture(survey(results(>6(on(1I10( Strategic Initiatives-‐Action Plans •3-‐5 initiatives that will be necessary to successfully address the strategic priority •Covers multi-‐year planning period •Is SMART-‐Specific, Measurable, Actionable, Realistic, Time-‐bound •Who, What, When, How 53 Strategic Initiative-‐Example Financial Sustainability •Establish a five-‐year financial plan for each operating fund •Develop community engagement and education process centered on financing city services and quality of life •Amend comprehensive plan to achieve long-‐term repositioning of tax base 54