Strategic Planning and Performance Measurement

Transcription

1 Strategic Planning and Performance Measurement Performance measurement has been an important component of Shawnee s budget process for a number of years. The City s performance measurement system was driven by the desire to provide accountability to the public and to assess service quality and effectiveness. Performance measurement is integral to the budget process, identifying areas where additional funding or program changes can improve results. During the recent global financial crisis and a period of economic uncertainty, it has been more important than ever to align limited resources to the programs and services that are most valued. As a result, Shawnee has developed a strategic and comprehensive approach to resource allocation and performance measurement. Toward that end, it has: Established strategic goals, Identified strategies and specific projects that support goals, Defined and prioritized programs, Monitored performance compared to peer communities through a regional ICMA consortium, and Collected organizational workload data. The objective of this approach is to continue being accountable and transparent, ensuring that the organization is performing in an optimum manner and that resources are being allocated toward community priorities. Each element of the strategic approach is described in the following pages. Page 50

2 Mission Statement of the City of Shawnee Our purpose is to provide a high quality of life for all citizens. Shawnee is many things, but above all, it is our home. Strategic Planning Each year the City Manager and the Management Team work to review our City s strategic goals, strategies and projects; established organizational values; and individual competencies. The Strategic Goals are the foundation for the City-wide Work Plan, the City Budget, and establish the long-term desired outcomes for the organization. The Strategic Goals identified for are: Good Government Starts Here Local government must continually plan for the long term viability of its finances, assets, organization and community. We do this by continuing to develop innovative, professional and responsive staff that ensure we are maximizing efficiencies and effectiveness, providing outstanding services and protecting our environment for the future. And, we must actively engage our stake holders in meaningful and accessible ways in order to identify priorities so we can work together toward a long term community vision. Good Business Starts Here Support and promote quality new development and the maintenance and revitalization of existing development, to create a sustainable community providing a high quality of life. Good Living Starts Here Work together as a community to build upon what has been established over the past 150 years. We will continue to provide the highest quality of life including public safety for all businesses and citizens, keeping our community a beautiful place to live and providing diverse recreational opportunities for residents of all ages. Strategies and s Each year the City s management team and department staff, using the strategic goals as the guide, create specific and executable work plans for the organization and for each department. Those plans include strategies and projects to make progress toward the overall goals. The strategies describe more specific approaches and projects. s are the deliverables that actually move the organization forward. Some strategies are set at a City-wide level and require multiple projects and interdepartmental action to achieve. A lead department is identified, but the work requires involvement from multiple professional areas. Other strategies are established Page 51

3 at a departmental level with department staff projects to support them. This integrated and comprehensive approach ensures that the entire organization is making progress toward the overall community goals. Organizational Values and Individual Competencies The established Organizational Values guide how we make decisions in our day to day work and for long range planning for the community. The Individual Competencies are the established core competencies we require of our employees. These competencies allow us to fulfill our Mission and accomplish the Programs and Strategic Goals of the organization in accordance with the Organizational Values. Together the Organizational Values, Individual Competencies, Strategic Goals, and the Strategies and s create the City s Work Plan. The City-wide Work Plan starts on the following page. Departments that are charged with leading City-wide projects are listed. In addition to this City-wide Work Plan, individual departments strategies and projects can be found in the department pages of the General Fund section of this Budget Document. Page 52

4 Work Plan Organizational Values Citizen Engagement We value the democratic process and the participation of the community in making decisions. We value the open exchange of information and ideas in the decision making process. Fiscal Responsibility We work to achieve our mission and meet priorities set by the Governing Body while being responsible with public tax dollars and creating a culture of transparency. We value innovation, finding better and more efficient ways to deliver quality services to our constituents. Community Pride We celebrate and commemorate our community heritage. We embrace and celebrate the diversity of all those who make up our community. We enhance the spirit of Shawnee through community celebrations and cultural and recreational programs. Decisions for the Greater Good We create long range plans which will build a sustainable community for future generations. Our decisions are made and programs implemented based on the good of the whole community and not just focusing on certain groups or areas. Sound Management We operate at a highly efficient level, structuring our organization to minimize duplication and red tape, and utilizing staff talents and abilities to maximize performance. We utilize our resources in the most efficient manner possible, proactively maintaining our equipment; developing comprehensive replacement schedules for large equipment; taking competitive bids for materials and commodities. We benchmark City services and programs to insure we are operating in the most efficient manner possible and to identify areas for improved efficiencies. Page 53

5 Individual Competencies City Services Knowledge Understand the basic functions of the City departments and how they interrelate. Appropriately respond to and refer requests for information about basic City services. Collaboration Work as a member of the City team to accomplish the goals and objectives of the City. Share credit for achievements and accountability for errors. Customer Service Treat citizens and co-workers with the highest level of customer service. Recognize that the public interest is the City s main concern. Personal Accountability Act in a way that supports honesty and upfront dealings with others. Accept responsibility for own actions. Be accurate, correct and consistent in your work performance. Make safety (public, personal and co-workers) a high priority. Interpersonal Skills Relate well to different personal styles and understand others' perceptions. Build constructive relationships. Self-Starter Take independent action within own scope of responsibility. Work for continuous personal and professional development. Look for opportunities for innovation, improvement and conservation of City and natural resources. Strive to excel when performing job duties. Page 54

6 2012/2013 Work Plan STRATEGIC GOAL: Good Government Starts Here STRATEGY: Ensure current policies and practices maximize efficiencies, effectiveness, openness and customer service. Audit key internal practices and policies; update, streamline and modify to ensure efficiency and accuracy. Analyze Performance Measures and identify areas for improvements. Implement and train employees on the Local Emergency Operations Plan (LEOP). Evaluate Fire/EMS response methods/times and equipment/facility/staff allocations and condition. Police and Fire Fire STRATEGY: Protect our significant assets in order to provide a high level of functionality and minimize future costs. Develop compensation philosophy Implement succession planning program in Police Department. Finalize and implement facility maintenance program. Develop long term street maintenance strategy/plan. Develop long term stormwater management strategy/plan through interdepartmental team approach. Police Public Works and Public Works Public Works STRATEGY: Promote environmentally friendly practices in all City facilities, at City events and in the community. Promote recycling for multi-family developments. Explore options of alternative fuel vehicles. Explore wind energy feasibility for Justice Center. Public Works and, Development Services, Police Page 55

7 STRATEGIC GOAL: Good Business Starts Here STRATEGY: Identify and develop clear vision and plans for sites and assist in getting them development ready. Then market the product. Shawnee Crossings/Silverheel South Eco Commerce North Shawnee Business Park STRATEGY: Proactively promote opportunities for infill development/revitalization. Renew, expand and promote the Neighborhood Revitalization Area program. Work with ownership to develop viable development alternatives for Westbrooke Village. Ten year update/refresh to the Downtown Shawnee plan. Planning Planning STRATEGY: Proactively reach out to new and current businesses and engage them in the community. Gain an understanding of their business mission and work to support them. Expand the external use of Shawnee Development Center. Develop a business contact schedule and touch a proportion of Shawnee businesses each year. Page 56

8 STRATEGIC GOAL: Good Living Starts Here STRATEGY: Actively promote our rich history and enjoyment of life. Complete Phase III, The Town of Shawnee Town. Parks and Recreation STRATEGY: Enhance our sense of community through increased connectedness and engagement; and, creating a clear vision for the community future. Enhance communication tools and push out more positive information through interdepartmental team approach. Coordinate a goal setting process for the Governing Body and establish goals and future work plans based on data from Citizen Survey and Performance Measures. Develop one additional multi-cultural activities/programs that engage populations that are not currently actively engaged. Adapt materials to more effectively reach diverse groups. Parks and Recreation STRATEGY: Maintaining the value and vibrancy of older commercial areas and neighborhoods. Update and expand Neighborhood Program to include clear goals and measures related to enhancing the sense of community and establishing a vision for the future. Review and revamp property maintenance code enforcement policies, practices and approach. Planning and Public Works STRATEGY: Actively promote multiple modes of transportation and housing diversity to ensure a variety of options exist to meet the needs and desires of a diverse population. Complete node study of Nieman and Shawnee Mission Parkway and develop an action plan based on outcomes. Attract new multi-family development in targeted locations. Complete Clear Creek Recreational Trail Phase III. Public Works Parks and Recreation Page 57

9 In addition to the department specific strategies and projects that are found on the department pages of the General Fund, the departments programs, performance measures, and workload data are also included. Programs Programs include activities that create a service or outcome for customers. During the 2009 budget process, a city-wide inventory was undertaken to identify and define each of the programs the City provides. Each program inventory includes the program owner, goals, activities, customers, operational mandate, and funding source. An informal program prioritization process was initiated to assist with developing the 2010 budget. The program inventories continue to be a key input to the budget process, providing a detailed account of all City operations. The scope of and resources dedicated to programs are evaluated during the budget and are updated based on the City strategic goals, community demand, organizational performance, and cost. Performance Measurement In 2007, the International Association of City/County Management (ICMA) Center for Performance Measurement formed a regional consortium in the Kansas City metropolitan area to facilitate comparisons among jurisdictions with common geographic, political, financial, demographic or other characteristics. Recognizing that a great deal of staff resources are required to collect performance data, the City has been very deliberate in selecting the most meaningful measures for the organization, using a phased approach in expanding the data it collects. As a result, this budget document includes data required for the consortium, other measurements that the City has used for many years when comparing to peer cities in Johnson County and some internal benchmarks. The labels ICMA, JoCo and internal indicate what type of benchmark is used for comparison on department pages. The performance measures are used to identify trends and opportunities to increase efficiencies as well as provide a gauge to how the City compares to its peers. The performance measures are aligned to strategic goals and identify areas where additional (or fewer) resources may be needed. This year the City began to present these measures in a table form identifying what type of measurement category they are showing (output, efficiency, or effectiveness). Additionally, we are working towards projecting what the City wants to achieve in future years for these measures. Not all departments have measures or measurement in all categories. This is the first year for this presentation format, and the City intends to expand next year by incorporating all measurement categories and departments. Workload Data Workload data shows the quantity of work that has been completed in the prior years. This data is also used to identify trends, and inform decisions regarding programmatic changes. Page 58

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