Tlg conference   final 42014
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  • Now that you have a little background information on our communities and know what our priorities are, we are going to put you in a role that we know you are not very comfortable with…. The resident!We are going to split you into two groups. The left side of the room is Wheat Ridge and the right side is Douglas County. We are passing out a quick prioritization exercise were we want you to take 500 points and distribute them out across the result areas based on how important you believe they are. Your distribution might look something like this….

Tlg conference final 42014 Presentation Transcript

  • 1. 2014 TLG Conference The Odd Couple – How Focusing on Priorities Turned a City and a County into Budget Innovators Douglas County, NV Wheat Ridge, CO
  • 2.  Over 750 square miles  18 % of Lake Tahoe shoreline  Towns:  Minden, Gardnerville & Genoa in Carson Valley  Stateline at Lake Tahoe  47,000 residents  $163 million annual operating budget  457 full time employees Location of Douglas County Nevada Douglas County Vision: A Community to Match the Scenery
  • 3. Douglas County Vision: A Community to Match the Scenery • Financial Stability • Public Safety • Economic Vitality • Infrastructure • Natural Environment, Resources and Cultural Heritage • Manage Growth and Change Strategic Priorities:
  • 4. Douglas County Structure  Five Member Board of Commissioners  11 Independently Elected Officials (separate from Board) • 66% of General fund • Includes Sheriff, Judges, Assessor, Clerk-Treasurer, Recorder, District Attorney, Constable and Public Guardian  Only Six Departments lead by the County Manager  Several other departments operated by separate boards • Library, 3 towns and Fire District
  • 5. Wheat Ridge  Inner ring suburb, west of Denver  Pop. 31,000  9.5 square miles  $28 million annual Operation Budget  227 full-time equivalents  Approx. 300 part-time Vision: A Great Place to Live, Work and Play!
  • 6. Wheat Ridge Strategic Priorities Economically Viable Commercial Centers Financially Sound City Desirable Neighborhoods More Attractive Wheat Ridge
  • 7. Wheat Ridge Structure  Council- Manager  Mayor  Eight member Council  Elected Clerk and Treasurer  No dedicated Finance Department
  • 8. How it started
  • 9. Douglas County Result Definitions of our Strategic Priorities Economic Vitality Promotes quality and diverse employment opportunities and collaboratively provides and attracts a skilled, educated workforce that meets the needs of community employers Provides a well-planned, well- maintained and accessible transportation network that supports the growth of the community Promotes itself as a safe, attractive place to live and work, offering basic services, housing options and a variety of activities and amenities that provide residents with a desirable quality of life Markets its attractiveness as a designation point for tourists and regional visitors Facilitates business development through community partnerships, efficient “business-friendly” processes and an environment that supports and encourages economic growth Encourages and supports the recruitment, retention and growth of a well-balanced mix of businesses that stimulates the regional economy and focuses on a well-planned, unified regional vision Preservation of Natural Environment, Resources and Cultural Heritage Promotes a variety of opportunities, through collaborative partnerships, that focus on the arts, cultural enrichment, education and events that promote the community's heritage Provides for the preservation, conservation and efficient use of its water supply and other natural resources, encourages waste reduction through recycling and reuse and partners with community stakeholders to ensure the adoption of a unified, regional approach Restores, revitalizes and redevelops it historical resources to preserve and protect its heritage for current and future generations to use and appreciate Provides the community with accessible and well-maintained parks, trails and facilities that offer a variety of recreational opportunities Partners with the community to ensure the protection and preservation of its open space, agricultural and public lands and to appropriately promote its use
  • 10. Douglas County Result Definitions of our Strategic Priorities Reliable, Well-maintained Infrastructure Mitigates against the risk of flooding by maintaining a well-designed Stormwater management system and planning for responsible growth Develops and provides quality parks, facilities and public spaces that are clean, well-maintained and sufficiently utilized to meet the needs of the community Effectively provides a safe, multi-modal transportation system that eases congestion, improves traffic flow and enhances mobility Ensures access to a reliable utility infrastructure that delivers safe, clean water, manages sewage treatment, and provides quality, cost-effective services that meet the needs of the community Designs, constructs, repairs and improves a system of connected, reliable and well-maintained streets, sidewalks, trails and bike paths Safe Community Fosters a feeling of personal safety through a visible, proactive public safety presence focused on prevention and intervention activities and through the engagement, involvement and utilization of the community as partners Provides for the physical and environmental health of the community Portrays and invests in a visibly thriving community that is safe, clean, attractive and provides for the well-being of its residents, businesses and visitors Provides a safe public infrastructure network that is well-maintained, accessible and enhances safe traffic flow and mobility Protects the community by preventing crime, enforcing the law, administering justice and promptly responding to emergencies and calls for service
  • 11. Douglas County Result Definitions of our Strategic Priorities Managed Growth and Development Proactively plans for the County's growth by preparing and following an integrated, comprehensive, future-focused master plan that provides for quality, sufficiently regulated development and land use that is consistent with community standards Plans for an adequate, accessible transportation network that connects the community through system of streets, bike paths and walking trails Stimulates business growth to create a more vibrant, revitalized community that offers a sustainable, healthy and enjoyable quality of life Assesses and mitigates the impact of growth against the desire to preserve and protect its open spaces and natural resources
  • 12. Result Definitions Economic Vitality Cultivates and encourages a safe, desirable , attractive and livable community with diverse neighborhoods, quality housing choices and regionally accessible mobility options Facilitates business development and growth through appropriate incentives, shared resources, community partnerships and "business-friendly", efficient processes Stimulates economic growth by encouraging investment in well- planned , sustainable development, redevelopment and community revitalization supported by sufficient city services and infrastructure Preserves its long-term financial well-being by seeking new and diversified revenue streams that help fund its priorities Recruits, retains and supports a balanced mix of sustainable businesses that enhance and diversify the City's economy, create jobs and provide residents with services that meet their day-to-day needs Desirable, Diverse and Connected Neighborhoods Plans, builds and maintains quality infrastructure that safely connects the community, enhances its livability and is both pedestrian and cyclist friendly Encourages and promotes neighborhood development and revitalization that is well-planned, properly regulated and capitalizes on its regional location Collaboratively encourages and provides community events, neighborhood gatherings, quality educational opportunities, leisure-time activities, basic services and amenities that support and connect the community Promotes, supports and sustains well- maintained, safe, clean and visually appealing neighborhoods, commercial areas and public spaces Fosters a welcoming, inclusive environment that instills community pride and creates neighborhood identity through citizen involvement, engagement, participation and two- way interaction Supports the availability of a variety of quality and attractive housing choices that meet the needs of the community
  • 13. Healthy, Attractive and Well-maintained Community Promotes healthy, active lifestyles through a variety of diverse recreational and leisure time activities that help enrich and connect a multi- generational community Actively develops, renews, regulates and maintains a well- planned, orderly, visually appealing and welcoming environment for residents, businesses and visitors Continually invests in its streets, sidewalks, right-of-ways, storm drainage and other public infrastructure to ensure it is clean, well-kept and adequately enhanced Preserves, maintains and enhances its parks, open space, green space and trails systems, making them easily accessible Cultivates a clean, healthy and safe environment that provides for the health, physical well- being and basic needs of a diverse community Partners with the community to support the arts, enhance cultural enrichment, advance historic preservation and provide life-long learning opportunities Result Definitions Effective Transportation and Mobility Options Plans, builds and maintains a transportation network that eases congestion, improves traffic flow, facilitates regional commuting and enhances accessibility Promotes and supports a variety of accessible and convenient regional public transit options that enhance the livability of the community Provides and maintains accessible, safe and well- planned mobility alternatives for cyclists and pedestrians that encourage a walkable and connected community Provides a system of safe, clean, reliable and well- maintained streets, sidewalks, bridges and stormwater infrastructure Good Governance Protects, manages and optimizes its financial, human, physical and technology resources Attracts, motivates and develops a high-quality, engaged and productive workforce Advances City interests and secures resources through regionalism and partnerships Delivers responsive and courteous service to its internal and external customers, while ensuring timely and effective two-way communication Supports decision- making with timely and accurate short-term and long-range analysis Enables and enhances openness and transparency by ensuring accountability, honesty, efficiency, best practices and innovation in all operations Provides assurance of regulatory and policy compliance to minimize and mitigate risk
  • 14. Budget Challenge Exercise
  • 15. Wheat Ridge‟s Story
  • 16. Why PBB?  Financial Check-up  City Council Direction  Long-Term Fiscal Sustainability  Communication Tool
  • 17. Fiscal Health
  • 18. Wheat Ridge Process  Council Goal, Core Services  Led by Assistant to the City Manager  Supported by CM, Executive Management Team and Council  Engaged 45 staff members from all City departments
  • 19. Wheat Ridge PBB Process  Determined Results  Defined Results  Identified Programs and Services  Scored Programs  Prioritized
  • 20. How are we doing? $13,073,558 $5,645,502 $6,204,127 $3,336,891 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 1 2 3 4 Wheat Ridge Spending by quartile
  • 21. What does the Community Think? Safe Community 44% Economic Vitality 20% Desirable, Diverse and Connected Neighborhoods 13% Healthy, Attractive and Well- Maintained Community 18% Effective Transportation and Mobility Options 5% Community Priority Results
  • 22. Douglas County‟s Story
  • 23. Douglas County‟s Challenge 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Airport maintenance Customer Relations Property Management Project Management Promotions and Marketing Core Airport Services Percent of Total Cumulative Percent $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 General Fund Expenses vs. Revenues as of March 2012 Revenues Expenditures Projected Ongoing Structural Budget Deficits Great Recession Budget Deficits Ongoing $3 million annual structural budget deficit in the General Fund Used short-term solutions to attempt to fix the problem: • Pareto Charts • Across the board cuts • Reserves • Zero Based Budgeting
  • 24. Douglas County‟s Solution  Received unanimous Board support to explore Priority Based Budgeting  “Three-Legged Stool” Concept was Key ◦ Policy Makers ◦ Internal Stakeholders ◦ Community All three groups had to support the change to make it successful
  • 25. Douglas County‟s Path  First review of PBB model – refinement needed ◦ Payroll‟s initial ranking in Quartile 4  Used quality control process to build trust: ◦ Individual meetings with all 30 departments ◦ Showed how PBB tool could be used to effectively manage their department 27 Internal Stakeholders
  • 26.  PBB drove strategic decisions: ◦ Kept Board focused on high level priorities vs. “in the weeds” ◦ Focused on specific programs vs. all 700 programs ◦ Reallocated resources within departments:  New Sheriff patrols, Prosecutor and Road Funding  Departmental Reorganizations  Continued expansion of regional partnerships  Eliminated Home Occupation Permits 28 Departments identified programs to eliminate The Board reviewed Quartile 4, but did not eliminate programs Douglas County‟s Path Policy Makers
  • 27. Douglas County‟s Path Community Engaged citizens with Douglas County Budget Challeng e
  • 28. Infrastructure 25% Safe Community 20% Natural Environment, Resources and Cultural Heritage 17% Economic Vitality 16% Managed Growth and Development 9% Financial Stability 13% Douglas County Budget Challenge  Results of Budget Challenge:  Built public trust by giving a voice to all citizens including staff and those who do not regularly attend Board meetings  Gave the County a broader view of what the community thinks is most important and a basis for comparison to how we currently invest our resources 30 Infrastructure 12% Safe Community 36% Natural Environment, Resources and Cultural Hertiage 8% Economic Vitality 24% Managed Growth and Development 9% Financial Stability 11% Douglas County Current Investments Douglas County‟s Results Citizens wanted more investment in Infrastructure and Natural Environment/ Cultural Heritage
  • 29. Budget Challenge results were summarized by master plan areas within the County: Minden/Gardnerville GardnervilleRanchos JohnsonLane Ruhenstroth IndianHills/JacksValleyEastValley Foothill Genoa TahoeBasin Pinenut OutsideDouglasCounty # of Participants 17 14 8 5 4 3 3 3 2 1 4 Infrastructure 119$ 125$ 139$ 120$ 96$ 59$ 132$ 164$ 123$ 149$ 127$ Safe Community 104 85 110 114 121 44 65 144 51 150 55 Preservation of Natural Resources 110 77 56 57 77 121 90 47 168 50 104 Economic Vitality 60 103 92 91 79 84 63 73 48 88 84 Managed Growth and Development 41 48 55 59 28 82 79 29 60 38 65 Financial Stability (Governance) 66 62 48 59 99 110 71 43 50 25 65 1st Priority 2nd Priority 3rd Priority 4th Priority 5th Priority 6th Priority Douglas County‟s Path Infrastructure ranked highest almost across the board
  • 30. Reliable, Well-maintained Infrastructure Mitigates against the risk of flooding by maintaining a well-designed Stormwater management system and planning for responsible growth Develops and provides quality parks, facilities and public spaces that are clean, well-maintained and sufficiently utilized to meet the needs of the community Effectively provides a safe, multi-modal transportation system that eases congestion, improves traffic flow and enhances mobility Ensures access to a reliable utility infrastructure that delivers safe, clean water, manages sewage treatment, and provides quality, cost-effective services that meet the needs of the community Designs, constructs, repairs and improves a system of connected, reliable and well-maintained streets, sidewalks, trails and bike paths 27.96% 12.08% 21.55% 11.23% 19.21% Budget Challenge participants allocated resources to sub- results within the priorities – Well Maintained Streets and Trails ranked highest Douglas County‟s Path
  • 31. Budget Challenge Results, 2012 vs. 2013 Infrastructure 25% Safe Community 22% Natural Environment, Resourcesand Cultural Hertiage 17% Economic Vitality 14% Managed Growthand Development 9% Financial Stability 13% Budget Challenge 2013 Infrastructure 24% SafeCommunity 20% NaturalEnvironment, Resources and Cultural Hertiage 17% Economic Vitality 16% Managed Growth and Development 10% Financial Stability 13% Budget Challenge 2012 Responses appear almost identical to last year, yet 63% of people participating were new! Douglas County‟s Path
  • 32. Budget Challenge Exercise Results Citizen Comments from Douglas County‟s Budget Challenge: • It took a couple of tries to get my budget balanced, I liked it • It‟s refreshing to actually know where your money is going and get a chance to show others what you think is more valuable • My voice is heard when I don‟t have time to attend City
  • 33. Budget Challenge Infrastructure 25% Safe Community 22% Natural Environment, Resourcesand Cultural Hertiage 17% Economic Vitality 14% Managed Growthand Development 9% Financial Stability 13% Budget Challenge 2013 Douglas County Results Wheat Ridge Results
  • 34. Successes and Lessons Learned
  • 35. Douglas County‟s Results 37  1st County to implement Priority Based Budgeting nationwide  Investing in Priorities: ◦ $2 million in existing funding to roads (290% increase within 2 years) ◦ New Community and Senior Center ◦ Department Reorganizations ◦ Continuous Improvement  2014 Nevada Taxpayers Association Good Government Award
  • 36. Douglas County‟s Results  2013 - Moody‟s bond rating of „Aa2‟ ◦ Third highest rating, “very strong” ◦ Achieved structural balance ◦ Achieved sustainable long-term results  2014 - Standard and Poor‟s upgraded bond rating from „A+‟ to „AA‟ ◦ Third highest rating, “very strong” ◦ First upgrade in 10 years and highest underlying rating ever ◦ Very strong management conditions ◦ Very strong financial practices that are well embedded and likely sustainable ◦ Stable outlook AAA Highest Quality AA + AA AA - A + A A - BBB B CCC C DDD D Lowest Quality Douglas County Bond Rating History Standard & Poor's 1995 1998 2002 2004 2010 2012 2013 2014 1995 1998 2002 2004 2010 2012 2013 2014
  • 37. Douglas County -Lessons Learned  Build Internal Support  Engage Citizens  Long-Range organizational change to focus on priorities and values  Ensure a Financially Sustainable Future by Weaving PBB into: ◦ Board/Council strategic budget decisions ◦ Department evaluations/reorganizations ◦ Finance staff analysis of programs 39
  • 38. PBB Successes
  • 39. Lessons Learned  Be prepared  PBB Champions  Have a pulse on organizational capacity  Changing Perceptions  Keep at it – this is an evolutionary process
  • 40. Q & A