Concinnity ovilla show


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

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Concinnity ovilla show

  1. 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. 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
  3. 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
  4. 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.
  5. 5. What’s in Your Crystal Ball?
  6. 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. 7. The Big PictureConcinnity Network 7/29/2012 7
  8. 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. 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. 10. Strategic Planning Process Overview Five PhasesFooter Text 7/29/2012 10
  11. 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. 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. 13. Key Focus Areas Community Safety Housing & Neighborhood Development Environmental Protection Transportation Management Economic DevelopmentConcinnity Network 7/29/2012 13
  14. 14. SWOT Analysis Internal Strengths Weaknesses Strategic Issues Opportunities Threats ExternalConcinnity Network 7/29/2012 14
  15. 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. 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. 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. 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. 19. Performance DashboardConcinnity Network 7/29/2012 19
  20. 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. 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. 22. Balanced Scorecard Key Perspectives Achieving Strategic AlignmentFooter Text 7/29/2012 22
  23. 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. 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. 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. 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. 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. 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. 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