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This is a presentation on Strategic Planning for the City of Ovilla, Texas by Bobbi Bilnoski, CEO of Concinnity Network.

This is a presentation on Strategic Planning for the City of Ovilla, Texas by Bobbi Bilnoski, CEO of Concinnity Network.

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  • Task: The first three phases address Strategic Thinking. The objective in phase one is to conduct an internal and external assessment by gathering input from key stakeholders and partners. The phase kicks-off with a half-day planning and orientation session with a Strategic Planning Committee (SPC) appointed by the board. The key deliverable is to design a strategic planning process that meets the organization’s needs, budget and timeline.
  • Task: The objective in this phase is toconduct a strategic planning retreat to set the future direction of the organization, based upon the agreements built in phase one. At the retreat, typically a day-and-a-half, the board will accomplish these objectives.
  • Task: The objective in this phase is for the SPC to work directly with executive and front line staff over the next few weeks to design a Strategic Road Map to carry out the strategic goals and to determine the measures for each objective. To maximize the time required for the entire board to meet, the SPC will draft the Implementation Plan of the next phase, and present it at the final strategic planning retreat for feedback, input and approval. They will be charged with accomplishing the following objectives.
  • Task: The objective in this phase is for the SPC to present the draft strategic plan for board feedback, input and approval. At this final one-day strategic planning retreat, tasks the board will complete are:To review and approve performance measures, programs and initiatives, operational work plans and accompanying budget, Strategic Road Map; and quarterly scorecardsTo agree on an evaluation process, timeline and strategic measurements.To design communication, education, and orientation meetings to roll-out the strategic plan to the organization. Also, they will identify how to recognize those who worked hard to make it happen.
  • Task: In this phase the SPC and key staff will monitor and evaluate the plan at predetermined checkpoints. They will document what is working and what could be improved and report findings and recommendations to the board. All personnel responsible for carrying out programs and objectives must be held accountable if the plan is to succeed. Timely review allows the SPC to work with the staff to decide when to corrective action, change priorities, and reallocate financial and human resources as necessary. Key activities include the tasks below.To gather and assess performance data from the staff.To evaluate the execution of programs and measure performance against agreed upon metrics.To refine the plan and make necessary adjustments to stay on track.To summarize their findings and make recommendations to the board.

Transcript

  • 1. City of Ovilla Pride in our past . . . Enthusiasm for the future! Presentation by Planning for the Future Concinnity Network July 23, 2012Concinnity Network 7/29/2012 1
  • 2. 2010 census 3,492 total population 1,252 Total Households •Under 5 years old 121 (3.5%) Owner occupied 94.6% 5 to 19 years old 770 (22%) 20 to 64 years old 2095 (60%) Renter occupied 5.4% 65 and older 506 (14.5%) • Male 1,733 (49.6%) 22.54% population Female 1,759 (50.4%) growth since 2000 Median Age 47.2 http://www.bestplaces.net/city/texas/ovilla
  • 3. housingOvillas cost ofliving is 7% employment Unemployment inhigher than Median Ovilla is 8.10%,the U.S. average home price 1% lower than the is $210,400. U.S. avg. of 9.10%. Average commute time for Ovilla is Home Recent job growth 34 minutes. The appreciation National Average dropped 2.09%. is positive - 1.62% is 28 minutes. last year. increase http://www.bestplaces.net/city/texas/ovilla
  • 4. schools• Ovilla public There are schools spend $4,714 about 14 per student. students per• The average school expenditure in the teacher in U.S. is $5,678. Ovilla. http://www.bestplaces.net/city/texas/ovilla
  • 5. What’s in Your Crystal Ball?
  • 6. 5 Important Questions?Who needs to be INVOLVED to be successful? What factors will INFLUENCE the future? When do you need to be READY? Future Vision Where are you right NOW? Why will people SUPPORT this plan? Concinnity Network 7/29/2012 6
  • 7. The Big PictureConcinnity Network 7/29/2012 7
  • 8. Council/Staff Partnership Mayor & Council Set Vision, Mission, Values & Direction City Administrator Leads Strategic Plan Development City Administrator Links Operations to Strategy Council Committees and City Departments Implement the PlanConcinnity Network 7/29/2012 8
  • 9. Strategic Planning Process Strategic Thinking ASSESS SET DEVELOP CREATE DETERMINE the Current Strategic Strategies Implementation EvaluationEnvironment Direction & Tactics Work Plans Process Where are Where are How will we Who will do what How will we know we now? we going? get there? by when? we are succeeding? Strategic PlanningConcinnity Network 7/29/2012 9
  • 10. Strategic Planning Process Overview Five PhasesFooter Text 7/29/2012 10
  • 11. Assess Current Environment • Identify key stakeholders • Conduct an internal assessment ASSESS the Current • Assess the an external environmentEnvironmentWhere arewe now? • Interview key stakeholders and partnersEstimated Time: 20 - 30 days • Define internal strengths and weakness • Define external opportunities and threats • Agree on strategic issues to addressConcinnity Network 7/29/2012 11
  • 12. Levels of Public Involvement DelegateLevel of Ownership Needed with constraints If Consensus is not reached, Consensus fallback to levels below Gather input from team and decide Gather input from individuals and decide Decide and Announce Level of Involvement Required
  • 13. Key Focus Areas Community Safety Housing & Neighborhood Development Environmental Protection Transportation Management Economic DevelopmentConcinnity Network 7/29/2012 13
  • 14. SWOT Analysis Internal Strengths Weaknesses Strategic Issues Opportunities Threats ExternalConcinnity Network 7/29/2012 14
  • 15. Set Strategic Direction • Present internal/external assessment • Present stakeholder/partner feedback SET Strategic Direction • Build on strengths and address weaknessesWhere arewe going? • Determine Vision, Mission, Core Values and Strategic DirectionEstimated Time: 5 - 7 days • Develop strategic goals and objectives • Agree on balanced scorecard indicators Concinnity Network 7/29/2012 15
  • 16. Balanced Scorecard CITIZEN 1. Serve the Citizens What is our vision and mission and how will we serve our citizens? • Fire Department • Police Department • Public Works Department • Municipal Courts 2. Manage Resources • Animal Control • Code EnforcementBUSINESS PROCESS FINANCIALAt what business processes must we How will we ensure value andexcel to achieve our vision/mission? financially sustain our future?• Develop new products STRATEGY • Total Revenue• Understand customer segments • Expenditures• Reduce cycle time • Operating Position• Provide rapid response • Debt Management • Address Unfunded Liabilities • Strong Bond Rating LEARNING & GROWTH How can our leaders and staff change 4. Run the Business and improve? • Visionary Mayor & City Council • Professional Staff Development • Education and Training • Brand Strategy • Marketing and Communication 3.Develop Council & StaffConcinnity Network 7/29/2012 16
  • 17. Develop Strategies & Tactics • Create strategic programs and initiatives • Design S.M.A.R.T. operational work plans DEVELOP (strategic, measurable, action based, realistic, and timely) Strategies & Tactics • Delegate objectives and action steps to How will council committees or staffwe get there? • Develop Performance DashboardEstimated Time: 15 - 25 days Concinnity Network 7/29/2012 17
  • 18. Performance Indicators SERVING THE CITIZENS What value do we provide to our citizens and community?GOAL: Provide caring support and quality services for the citizens andcommunities of Ovilla.Strategic Objectives: Metric Baseline Target ResponsibleA.B.C. Concinnity Network 7/29/2012 18
  • 19. Performance DashboardConcinnity Network 7/29/2012 19
  • 20. Create Implementation Plans • Board approves Strategic Plan and performance indicators CREATE • Create an Implementation Plan & TimelineImplementation Plans • Identify quarterly milestones and develop quarterly scorecards Who will do what by when? • Design communication plans to introduce the strategic plan to staff and key partners Estimated Time: 5 - 7 days • Recognize stakeholders and participants for their participation Concinnity Network 7/29/2012 20
  • 21. Determine Evaluation Process • Identify data needed for evaluation • Design the evaluation processDETERMINE • Develop evaluation instruments (surveys, Evaluation Process interviews, etc.) • Agree on an evaluation timelineHow will weknow we are • Determine presentation and report formatsucceeding? • Delegate responsibility for data collectionEstimated Time: 5 - 7 days and evaluation process • Charter the evaluation team to monitor and report strategic plan progress Concinnity Network 7/29/2012 21
  • 22. Balanced Scorecard Key Perspectives Achieving Strategic AlignmentFooter Text 7/29/2012 22
  • 23. Balanced Scorecard• The balanced scorecard is a strategic measurement and management system that enables organizations to clarify strategic vision and strategy and translate them into action.• When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an organization. Concinnity Network 7/29/2012 23
  • 24. Balanced Scorecard4. Increased customer satisfaction leads to better FINANCIAL results. 3. Improved work processes lead to increased CUSTOMER satisfaction. 2. Skilled and empowered employees lead to improved INTERNAL processes. 1. Employee LEARNING and skill development is the foundation for all innovation and GROWTH.Concinnity Network 7/29/2012 24
  • 25. Serve the Citizens Increase Reduce Crime Perception of Safety Provide Strengthen Transportation Neighborhoods and Infrastructure Promote Economic Safeguard the Development Environment OpportunityConcinnity Network 7/29/2012 25
  • 26. Manage Resources Proactive Maintain Good Infrastructure Credit Rating Investment Deliver Competitive Build Operational Services Cash Reserves Meet Standard Expand Tax Base and Government Revenues Financial IndicatorsConcinnity Network 7/29/2012 26
  • 27. Run the Business Develop Collaborative Develop Comprehensive Partnerships & Solutions Land-use & Zoning Plan Determine Improve Service Brand Strategy Delivery & Efficiency & Market Position Optimize Core Business Monitor & Manage Key Processes Performance IndicatorsConcinnity Network 7/29/2012 27
  • 28. Develop Council & Staff Mayor & Council Offer Competitive Development Salaries and Benefits Opportunities Accountability for Promote Staff Performance Learning and Growth Outcomes Improve Internal Achieve a Positive and External Employee Climate CommunicationsConcinnity Network 7/29/2012 28
  • 29. Bobbi Bilnoski Principal Concinnity Network Dallas, TX• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995• Core Competency of facilitating Collaborative Change o City of Dallas o City of Fort Worth o City of Galveston o City of Midlothian o City of Crandall o McKinney Education Foundation o Grand Prairie School District o Northwest Independent School District• 15+ year affiliate consultant to the Center for Nonprofit Management• Nonprofit Boards: Children’s Advocacy Centers of Texas, and Social Enterprise Alliance - North Texas Chapter• JE Dunn Construction Company - High Stakes projects, BSC Strategic Plan• Executive Director of the Interaction Institute for Social Change• Community Empowerment Director at Preservation Dallas – Empowering• Landmark Adventures – 1990’s Cartoon Map Company• Degree in Interior Design and Marketing Concinnity Network 7/29/2012 29