Transformative Policy: What it takes to innovate

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1 Transformative Policy: What it takes to innovate Rebecca Rogers Carter Strategy and Performance Analytics Director departments/strategic performance analytics

2 Strategy & Performance Analytics aka SPA A data driven organization with a strong commitment to performance excellence, transparency, quality and innovation. Strategic planning and organizational performance management; Maximizing performance for a positive impact on citizens Project Management Aligning resources to the City s Strategic Plan Continuous Improvement Consulting and Training Services and Employees Customer Research Surveys and citizen and employment engagement efforts.

3 Fayetteville Awarded EXCELLENCE in Performance Management and as the top performing city in national assessment The City of Fayetteville was recognized by Living Cities and Governing as the most innovative city in the nation! The International City/County Manager s Association recognized Fayetteville for its data-driven management and reporting efforts with a Certificate of Excellence in Performance Management!

4 Fayetteville Commits to Government Innovation, High Performance and Open and Transparent Practices

5 Is your jurisdiction Dynamically Planned? A. Yes B. No 0% 0% Yes No

6 Is your jurisdiction Data Driven? A. Yes B. No 0% 0% Yes No

7 Is your jurisdiction Employee Engaged? A. Yes B. No 0% 0% Yes No

8 Is your jurisdiction Smartly Resourced? A. Yes B. No 0% 0% Yes No

9 Is your jurisdiction Race Informed? A. Yes B. No 0% 0% Yes No

10 Is your jurisdiction Resident Involved? A. Yes B. No 0% 0% Yes No

11 Is your jurisdiction Broadly Partnered? A. Yes B. No 0% 0% Yes No

12 Full Range of Quality Municipal Services

13 Leading With Vision Would you tell me please, which way I ought to go from here?" "That depends a good deal on where you want to get to." - from Alice's Adventures in Wonderland

14 Vision: Continued Progress and Growth Hay Street 1911? Fayetteville 2118 Hay Street now

15 Aligning the Organization for Success

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17 The Key Elements of the Strategic Plan VISION: What do we want Fayetteville to be like for future generations? Mission: What is our purpose for existence? Values: What are our beliefs and attitudes that guide behavior and how are relationship with others? Strategy: What needs to be done first? Performance: How will we track our progress? 17

18 Vision 2027 An attractive, culturally diverse and inclusive city that is safe, prosperous, innovative and unified. Mission The City of Fayetteville provides quality and sustainable public services where citizens thrive and businesses grow.

19 Core Values We, the Mayor, City Council, Managers, Supervisors and Employees SERVE with Responsibility Ethics Stewardship Professionalism Entrepreneurial Spirit Commitment Teamwork to safeguard and enhance the public trust in City government.

20 The City s Goals 2024 City Council identified six goals that we hope to achieve in five years. These strategic goals focus on outcome based objectives. They are the path that we must take to achieve the community s vision. Safe & Secure Community Diverse & Viable Economy Desirable Place to Live, Work and Recreate Sustainable Organizational Capacity High Quality Built Environment Citizen Engagement & Partnerships

21 Strategic Priorities

22 Continuing to Invest In Our Community FY 19 City Council s Strategic TFA

23 Translating Strategy into Action! Goal A broad statement about what we intend to achieve (We intend to ) Objectives and KPI s SMART! How we will achieve our goals (How we will ) How we will measure achievement of our objectives (How do we know ) Actions Defined and measurable activities needed to accomplish our objectives (What will we do )

24 Goals, Performance and Strategic Actions

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26 Performance Management Regular and systematic collection, analysis and reporting of data that tracks resources used, outputs produced, efficiencies realized and whether specific outcomes were achieved. The process of evaluating the results to enhance the decision making processes within the functions of management.

27 City s Strategic Plan Framework Vision Mission Core Values Goals and Objectives Program/ Performance Budgeting PM s PM s PM s PM s PM s PM s PM s

28 Step 1: Methodology Develop mission and program statements Step 2: Define program objectives Step 3: Identify performance measures and target indicators that measure and evaluate progress toward objectives.

29 City Programs and Performance Measurement Mission and Programs Missions: Declare long range intent and goals. Can be vague. Program: Define purpose. Objectives Unambiguous statement of the program s performance intentions. Expressed in measurable terms and within a timeframe. Performance Measures Indicate how much or how well the program is doing. They track progress toward achieving objectives. Performance Management Comparing performance over time, trending, benchmarking, evaluation and continuous improvement efforts.

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31 Change Ahead!

32 Unless you are keeping score, it is hard to know whether you are winning or losing.

33 WHAT S DAT? Data Analytics Team Provide guidance & standards Data governance policy Performance measure reviews Collaborative data analytics and process improvement projects.

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35 Historical Trends Goal

36 Citizen Survey Findings Residents generally have a positive perception of the City Overall satisfaction has stayed about the same since 2013 Satisfaction with most City services is about the same throughout the City In order to improve overall satisfaction with City services, the City of Fayetteville should emphasize the following areas: Traffic flow Maintenance of City streets Economic & Business Development Police services

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38 Greater Fayetteville United Partnering with the City of Fayetteville Working to Bridge the GAP in Social Capital for the City of Fayetteville and Cumberland County September, 2017 Full report provided by GFU

39 Working to Bridge the GAP in Social Capital HIGH engagement in religious organizations but LOW engagement in neighborhood and civic (City) opportunities. Barriers for Engagement Inflexible/Demanding Work Schedule and Lack of Information. A HIGH perception of law enforcement but LOW perception of streets & roads, public health & mental health and affordable housing. Perception that schools do NOT have the same resources and members of different races, ethnicities and cultures do NOT have the same treatment in the justice system. HIGH perception of Cumberland County as a place to live for military affiliated, but LOW perception for persons with disabilities, LGBTQ, and young adults.

40 47% of Residents Have Attended a Religious Service at Least Once a Week in the Past 12 Months; 64% have never attended a public meeting for City. 40

41 Employee Survey Major Findings Positive Results: Mean response scores increased over 2014 scores on 83% of the statements Four out of the six key general statements are near the recommended mean score of 4.7 Customer service, City goals, and City core values are high priorities for employees

42 Employee Survey Major Findings Opportunities for improvement: Employees skeptical that survey results will be utilized to improve workplace conditions Employee appreciation, communication between management and employees, and City processes for addressing poor performance and grievances received low mean scores Professional development and job training exhibited a downward trend from 2014 Overall employee satisfaction shows significant decline at 5 9 years of service.

43 SMT Retreat :Top 5 Strategic Gaps Goal 5 1. Organizational Development & Training Capacity: Staffing levels, Training $, Compensation, Rewards & Incentives, Recruitment & Selection 2. Technology Shifts and Impact on Services Cyber Security, Obsolete Financial & HR Systems 3. Project Scope Creep Expectations of project expand without taking into account the additional time, money, and resources 4. Policy Direction and Communication Employees don t always get information as quickly as they need to change direction on a project or adjust to changes Goal 6 5. Community Partnerships: Sales Tax, Workforce, E911, etc.

44 MEASURE WHAT MATTERS Unless you are keeping score, it is hard to know whether you are winning or losing.

45 Strategic Performance Scorecard

46 Transparent Reporting and Analytics for Citizens

47 Strategic Performance Scorecard Key Performance Indicators, aligned & weighted to the City s Goal areas.

48 Trend and Performance Target Analysis Allows managers, elected officials and citizens a deep down dive into program KPI s.

49 Budgeting for Outcomes Compares budget to actual data over time and budget to performance levels.

50 Results Focused Cross Departmental Project Reporting Updates for City Council s critical projects are managed and reported as Targets for Action.

51 A Focus on Q2: How success is defined for critical projects. Break down into milestones Define ownership and accountability How progress is to be tracked How often progress is to be reported

52 System of Record

53 Ensure Accountability

54 Operational Dashboards Aligning organizational strategy to employee performance Code Enforcement

55 We are on a QuEST! Qu ality E ngagement S ustainability T raining The QuEST program enables the City of Fayetteville to be an engaged leader in the community for innovation, effective change management, citizen empowerment and continuous improvement. To find out more, visit our website!

56 N.I.C.E.Stat Neighborhood Indicators and Community Evaluation QuEST Projects and Evidence based decision making

57 Tactical actions bring vision to life! Agile Business Practices

58 Transforming the Community Fayetteville has experienced a 10% decrease in Part I Crimes from 2015 to 2018 through innovative policing and a commitment to community engagement.

59 Transforming the Community

60 Transforming the Community Multi Modal Center opened in 2018! New Sunday Bus Service! $35 M Parks and Recreation Bond Projects rolling out all over the community!

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62 Fayetteville Commits to Government Innovation, High Performance and Open and Transparent Practices