LET’S KICK IT OFF!
City of Raleigh
Budget Kick-Off Examples
RALEIGH PAST BUDGET KICK-OFFS
Always an annual kick-off
Memories of kick-off…drab and colorless
No real message or inspira...
CASE STUDY: FY12 BUDGET KICK-OFF
Problem:
Third year of Great Recession reductions
A mindset of “we can’t cut anymore.”
De...
LESSONS TO IMPART
#1: Prioritize. If it doesn’t
add value – get rid of it.

#6: Strengthen relationships
and build allianc...
How to Navigate
the Great Recession
Lessons from the Brady Bunch:
Everything you need to know
to succeed during a Recession
CASE STUDY FY14 KICK-OFF
Problem/Situation:
Moving to a new era; Needed to start a new chapter
and define it
Departments n...
Sir Perry
the Pecuniary

King Russell
Commerce Tax Revenues

Royal Subject Population
Sir Dawson
the Direct
Sir Carman
the Calculating
The Great Recesnosi
The Great Recessino
The Great Recession
DEMYSTIFYING THE PROCESS
PREPARING FOR KICK-OFF

Assess Current Climate/Situation
Define The Core Message
Determine how to PROVOKE
attention or eng...
ASSESS CURRENT CLIMATE/SITUATION
In Raleigh…
A lot of uncertainty for the future with a new
manager
Needed to address anxi...
FIND THE CORE MESSAGE
Ask Yourself These Questions
What does the audience want to know or hear?
What do we want them to do...
DETERMINE HOW TO PROVOKE
ATTENTION OR ENGAGE AUDIENCE
HOW TO BE PROVOCATIVE
Choose an unexpected metaphor
Present a unique visual comparison
Create questions in people’s heads ...
QUESTIONS TO ADDRESS “WHAT’S IN IT FOR
ME” (WIIFM)?
Why should they want to know what you want them
know?
Why should they ...
WHY GO THROUGH ALL THIS WORK!?
To PUMP PEOPLE UP for the upcoming budget
process
To INSPIRE
To encourage people to THINK D...
SO…THE RESULT OF THE TEAM’S
EFFORTS FOR THE FY15 KICKOFF
WE USE PERFORMANCE DATA
DAILY
WE WANT TO BUY
THE RIGHT CAR
AT THE RIGHT
PRICE
WE WANT TO
UNDERSTAND
HOW HEALTHY WE
ARE
WE WANT TO KNOW HOW OUR
KIDS ARE DOING AT SCHOOL.
WE WANT
TO SEE
PROGRESS
TOWARD
OUR
FITNESS
GOALS.
WE WANT TO
BUY OR SELL
OUR HOUSE FOR
A FAIR PRICE.
We don’t want to
run out of fuel.

WE DON’T WANT TO
BE ISSUED A
SPEEDING TICKET.
WHY DOES IT BECOME
MORE COMPLICATED
WHEN WE THINK
ABOUT THEM RELATIVE
TO WORK?
What one word comes to mind
when asked “Why measure
performance?”
WHY MEASURE PERFORMANCE?

Robert Behn, Why Measure Performance, Public Administration Review, Sept/Oct 2003
Raleigh Performance Playlist
Evaluate

Anything You Can
Do, I Can Do
Better

Promote

Dirty Deeds Done
Dirt Cheap
AC/DC, 1...
EVERYONE HAS A ROLE IN THIS ROCK BAND!
Department Heads and Other Managers
You set the rhythm/beat to which everyone
plays...
SUMMARY
Assess Current Climate/Situation
Ask Yourself These Questions
What does the audience want to know or hear?
What do...
THANK YOU!
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
Raleigh Budget Kick-Off Presentation
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Raleigh Budget Kick-Off Presentation

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"Let's Kick It Off" Budget Kick-Off Presentation, presented during Winter 2013 NCLGBA Conference, Asheville, NC

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Raleigh Budget Kick-Off Presentation

  1. 1. LET’S KICK IT OFF! City of Raleigh Budget Kick-Off Examples
  2. 2. RALEIGH PAST BUDGET KICK-OFFS Always an annual kick-off Memories of kick-off…drab and colorless No real message or inspiration UNTIL THE KICKOFF FOR THE FY12 PROCESS….
  3. 3. CASE STUDY: FY12 BUDGET KICK-OFF Problem: Third year of Great Recession reductions A mindset of “we can’t cut anymore.” Departments were becoming protectionist Core purpose: Instill confidence that “We can do this!” Provide concrete strategies/techniques Encourage thinking outside of departmental bunkers
  4. 4. LESSONS TO IMPART #1: Prioritize. If it doesn’t add value – get rid of it. #6: Strengthen relationships and build alliances. #2: Share. #7: Don’t compete against each other. Look for common ground. #3: It’s OK to pay more for things when they have a pay off in the future. #4: Find opportunities to charge for things of value. #5: Be open to new and changing roles. #8: Learn from history and proven best practices. #9: We are stronger as family than as individual departments
  5. 5. How to Navigate the Great Recession
  6. 6. Lessons from the Brady Bunch: Everything you need to know to succeed during a Recession
  7. 7. CASE STUDY FY14 KICK-OFF Problem/Situation: Moving to a new era; Needed to start a new chapter and define it Departments needed to improve their business case justifications Core purpose: Acknowledge what city had gone through over past few years New day comes new expectations; better justification on how currently using resources Tell a better story (aka business justification)
  8. 8. Sir Perry the Pecuniary King Russell
  9. 9. Commerce Tax Revenues Royal Subject Population
  10. 10. Sir Dawson the Direct Sir Carman the Calculating
  11. 11. The Great Recesnosi
  12. 12. The Great Recessino
  13. 13. The Great Recession
  14. 14. DEMYSTIFYING THE PROCESS
  15. 15. PREPARING FOR KICK-OFF Assess Current Climate/Situation Define The Core Message Determine how to PROVOKE attention or engage audience
  16. 16. ASSESS CURRENT CLIMATE/SITUATION In Raleigh… A lot of uncertainty for the future with a new manager Needed to address anxiety and questions about what a new manager would bring Expectation of a high quality kick-off
  17. 17. FIND THE CORE MESSAGE Ask Yourself These Questions What does the audience want to know or hear? What do we want them to do or think or hear? What would executive management want us to focus on in developing the core message? In Raleigh… Reassurance through clarity of budget expectations under new leadership Continue to build on effectively telling the story with performance measurement
  18. 18. DETERMINE HOW TO PROVOKE ATTENTION OR ENGAGE AUDIENCE
  19. 19. HOW TO BE PROVOCATIVE Choose an unexpected metaphor Present a unique visual comparison Create questions in people’s heads — “Where is this guy (or gal!) going with this?” Connect it to the core message
  20. 20. QUESTIONS TO ADDRESS “WHAT’S IN IT FOR ME” (WIIFM)? Why should they want to know what you want them know? Why should they feel what you want them to feel? Why should they do what you want them to do?
  21. 21. WHY GO THROUGH ALL THIS WORK!? To PUMP PEOPLE UP for the upcoming budget process To INSPIRE To encourage people to THINK DIFFERENTLY
  22. 22. SO…THE RESULT OF THE TEAM’S EFFORTS FOR THE FY15 KICKOFF
  23. 23. WE USE PERFORMANCE DATA DAILY
  24. 24. WE WANT TO BUY THE RIGHT CAR AT THE RIGHT PRICE
  25. 25. WE WANT TO UNDERSTAND HOW HEALTHY WE ARE
  26. 26. WE WANT TO KNOW HOW OUR KIDS ARE DOING AT SCHOOL.
  27. 27. WE WANT TO SEE PROGRESS TOWARD OUR FITNESS GOALS.
  28. 28. WE WANT TO BUY OR SELL OUR HOUSE FOR A FAIR PRICE.
  29. 29. We don’t want to run out of fuel. WE DON’T WANT TO BE ISSUED A SPEEDING TICKET.
  30. 30. WHY DOES IT BECOME MORE COMPLICATED WHEN WE THINK ABOUT THEM RELATIVE TO WORK?
  31. 31. What one word comes to mind when asked “Why measure performance?”
  32. 32. WHY MEASURE PERFORMANCE? Robert Behn, Why Measure Performance, Public Administration Review, Sept/Oct 2003
  33. 33. Raleigh Performance Playlist Evaluate Anything You Can Do, I Can Do Better Promote Dirty Deeds Done Dirt Cheap AC/DC, 1976 Bing Crosby and Rosemary Clooney, 1962 Control Celebrate Celebration Kool & the Gang, 1980 Whip It! DEVO, 1980 Budget Learn You Can’t Always Get What You Want Man in the Mirror Michael Jackson, 1988 Rolling Stones, 1969 Motivate Improve Lose Yourself Eminem, 2002 All Star Smash Mouth, 1999
  34. 34. EVERYONE HAS A ROLE IN THIS ROCK BAND! Department Heads and Other Managers You set the rhythm/beat to which everyone plays! Staff Analysts or Data “Collectors” You “sing” back up by providing the knowledge and expertise of the data and its analysis. All Employees The true rock stars. We rely on you to produce the performance results.
  35. 35. SUMMARY Assess Current Climate/Situation Ask Yourself These Questions What does the audience want to know or hear? What do we want them to do or think or hear? What would executive management want us to focus on in developing the core message? Determine how to PROVOKE attention or engage audience Choose an unexpected metaphor Present a unique visual comparison Create questions in people’s heads — “Where is this guy (or gal!) going with this?” Connect it to the core message
  36. 36. THANK YOU!

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