helping municipalities achieve a desired future
TRANSCRIPT
BUILDINGSTRONGERVOTERSUPPORTFORYOURBUDGET
WITHSTRATEGICGOVERNANCE
NHMACONFERENCENOVEMBER2017
HELPINGMUNICIPALITIESACHIEVEADESIREDFUTURE
WHYDOWESERVE?
WHYDIDTHEYSELECTUSTOSERVE?
Almosteveryoneinthisroomhasbeenelected,appointed,orhiredbyciNzens.
©2017CenterforStrategicGovernance
TOCREATEADESIREDFUTURE
What’stheGoal?• ManagementguruPeterDruckerstressedthatcorporateprofitshouldnotbethegoal,butratherameasureofhoweffecNvelycustomersareserved.
• FormunicipaliNes,geZngbudgetspassedisanimportantgoal.
• Butit’salsoameasureofthetrust/confidenceciNzenshaveinustocreatethefuturetheydesire.
• Governingstrategicallyisthebestwaytodothat.
©2017CenterforStrategicGovernance
Speakers• MikeAkillian:AmherstSelectmanandDirectoroftheCenterforStrategicGovernance.
• DwightBrew:ChairoftheAmherstBoardofSelectmen.
• JimO’Mara:AmherstTownAdministrator.
• SarahMarchant:DirectorofNashua’sOfficeofCommunityDevelopmentandseniorstrategistattheCenterforStrategicGovernance.
©2017CenterforStrategicGovernance
Topics1. Definingstrategicgovernance.2. WhatAmhersthasachieved.
3. Howthey’vedoneit.4. Howstrategicgovernancesupportsmaster
planningandcapitalinvestments.
5. Resourcesavailabletoyou.6. Q&A
©2017CenterforStrategicGovernance
1.STRATEGICGOVERNANCEDEFINED
©2017CenterforStrategicGovernance
TheAssociaNonofGoverningBoardsofUniversiNesandCollegesrecommendsthis
approachasbestpracNceforits1,900memberinsNtuNonsand40,000individualmembers.
STRATEGICThinking+OperaNonalGOVERNANCE=
STRATEGICGOVERNANCE
AppliedLeadershipforMunicipaliNesandSchools
©2017CenterforStrategicGovernance
AFrameworkforStrategicGovernance
STRATEGICThinking OperaNonalGOVERNANCE
Vision MeasurableGoals
StrategicIniNaNves
ImplementaNon&Oversight
ConsNtuentCommunicaNons
• CiNzenIdeas• Research/Data• DepartmentInput• BalancedViews
• DefiningSuccessinCiNzenOutcomes• Specific,Measurable,Achievable,Challenging(SMAC)
• ProgramPlans• Costs• Roles• Timing• Dependencies• CIP
• DepartmentPlans• BoardPlans• OngoingUpdates• ProgressReviews• Measurement• PlanAdjustments
WhattoAchieve HowtoAchieveit
©2017CenterforStrategicGovernance
Strategic Thinking & Planning Envision
the Future
Manage the Present
Understand the Past
Strategic Thinking & Planning
Manage the Present
Envision the Future
Understand the Past
TheCycleofStrategicGovernance
Year1 Year2…
…orsooner,asneeded.
©2017CenterforStrategicGovernance
APhilosophyofStrategicGovernance• Theroleofstrategicgovernanceisnotjusttocreatea
strategicplanbutadesiredfuture.Envisionthatfuture,andmanagethepresenttogetthere.
• NostaNcplan,howeverstrategic,canassuresuccessinaconstantlychangingenvironment.RefreshthinkingandacNonsatleastannually.
• PeopleatalllevelsconstantlymaketacNcaldecisionsthathavestrategicconsequences.Involveandeducatethem.
• Deploystrategicthinkingandleadershiptoolsforusebyeveryone.Integrateandapplythem.
©2017CenterforStrategicGovernance
HallmarksofThisApproach• Isrootedinmeaningfuldata.
• Isaboutstrategicthinking,notjustplanning.• Reinforcesthemunicipality’scultureandvalues.
• Empowersallinvolvedtodotheirbest.
• LinksthestrategicwiththeoperaNonalandmeasurable.
• IsarepeatableprocessthatcommuniNescanlearntodoontheirown.
©2017CenterforStrategicGovernance
Phasedprocessandworkflow
WorkPlan
OperaHonalGovernance
StrategicThinking*
©2017CenterforStrategicGovernance
Clear understanding of historical demand and performance, drivers of success, key environmental trends, critical issues.
Clarified mission, values, SWOTs. Relevant vision of a desired future -- outcomes. Proposed actions, initiatives, investments with rationale. Prioritized tradeoffs. Effective engagement with voters.
Set of tools (dashboard metrics, strategic budgets) to manage initiatives and actions, and to continually measure progress toward citizen-focused outcomes.
Understand the Past
Envision the Future
Manage the Present
WhatEachAcNvityAchieves
©2017CenterforStrategicGovernance
Tracking≠Goal-SeZng≠Outcomes• TrackingisretrospecNve.• GoalseZngisprospecNveanddefinesintent.
– Goalsasinputs/investments
– Goalsasoutcomes
• Human-centeredoutcomesdirectlybenefiNngkeyconsNtuentsshouldbethefocus.
©2017CenterforStrategicGovernance
GoalsCanbeInputsandOutcomes
• Addanewpoliceofficer.
• IncreasetheDPWbudgetby$2.4millionannually.
• Acquireaccountsreceivablesopware.
• InsNtutefull-daykindergarten.
• Reducepropertycrime15%.
• By2030,70%ormoreofAmherstroadsareratedgoodaccordingtoindustrystandardPCIindex.
• MaintainataxcollecNonrateofgreaterthan94%.
• Preparechildrenforsuccessinthefirstgrade.
Inputs Outcomes
©2017CenterforStrategicGovernance
DashboardsforEachPartoftheCycle
©2017CenterforStrategicGovernance
ElementsofaSoundStrategicPlan• Mission–WhytheorganizaNonexists(enduringpurpose).
• Vision–HowthemissionwillbeachievedoverNme.
• Outcomes–ConsNtuent-centeredresultstobeachieved.
• Investments–IniNaNves/resourcestoachieveoutcomes.
• StructuresandStaffing–Howtoorganizetodowork.
• OperaHonsandProcedures–BestpracNces.• Schedule–Timelinetoachieveplannedoutcomes.
©2017CenterforStrategicGovernance
2.WHATAMHERSTHASACHIEVED
©2017CenterforStrategicGovernance
Issues• PriortoadopNngstrategicgovernancein2013,Amherst’stowngovernmentenduredthreedefaultbudgetsinfiveyears.
• LackofclearlydefinedissuesandoutcomesmadejusNfyingacNonsandbudgetsdifficult.
• CiNzensperceivedalackoftransparency.• Micro-management,ratherthanstrategicgovernance,wasthenorm.
©2017CenterforStrategicGovernance
AcNons• TheselectmenembracedstrategicgovernanceinApril2013.
• Towndepartmentsdevelopedstrategicplansinfourmonths(May-August).– Fire,Police,EMS,DPW,
– CommunityDevelopment,RecreaNon,Library,
– TownClerk,TownOffices(administrator,Tax,Finance)
• TheyusedthestrategicthinkingasthebasisformulN-yeariniNaNves,operaNonalplans,andbudgets.
• PresentedtheirplanstotheBOSinSeptemberasbasisfortheirproposed2014-15annualoperaNngplanandbudget.
©2017CenterforStrategicGovernance
AcNons• Providedathree-fouryearbudgetwindowtocovermulN-yearstrategiciniNaNves.
• Usedreal-Nmetoolstoshowtradeoffsandimpacts.
• CommunicatedwithciNzens.
• BeganmeasuringandreporNngprogresstowardskeygoalsviaquarterlydepartmentalupdatestotheBOS.
©2017CenterforStrategicGovernance
ClarityofRoles■ Selectmen
Ini%ate,provideinputto,andreviewtheStrategicPlanonbehalfoftheBoardofTrustees.
■ TownAdministrator&DepartmentHeads
Developworkplan,overseetheplanningeffort,conductkeyplanningandanalysistasksand/ordelegatethatworktodepartmentalpersonnel.
■ CommiRees,Commissions&BoardsOffertheirstrategicperspec%ves
• Assure Mission / Values are voiced and used planning
• Assure broad constituency involvement. • Participate in visioning, setting parameters& priorities. • Review / approve Strategic Plan. • Make final recommendations to Board.
• Develop the strategic planning work plan.
• Guide, oversee a Multi-Constituency Survey.
• Conduct an Environmental Scan.
• Conduct SWOT and visioning exercises.
• Develop strategic initiatives.
• Design metrics and dashboards reports.
• Create Strategic Operating Plans / Budgets.
• Assign and oversee the work of task forces.
• Conduct strategic thinking within the focus of their respective charters
©2017CenterforStrategicGovernance
OverallImpact• Since2014,allannualbudgetshavepassedbya2:1or3:1margin.
• Ofthe68arNclesproposedfrom2014to2017,60havepassedbya2:1or3:1margin.
• Of13arNclesproposedin2017,! 4passedbyamarginof2:1
! 6passedbyamarginof3:1
! 2passedbyamarginof4:1
! 1passedbyamarginof7:1©2017CenterforStrategicGovernance
OverallImpact
©2017CenterforStrategicGovernance
AmherstconNnuestoinvestinservices,whilemaintainingthe7thlowestmunicipaltaxrateofall31HillsboroughCountymunicipaliNes.
OverallImpact• MunicipalgovernmentisdeliveringexcepNonalvaluefortaxpayers.
• ResidentsfeelthetownisprovidingexcellentservicesandperformingtheirduNeswell.
• ResidentsalwaysknowwherethingsstandandtheunderlyingraNonaleforgovernmentdecisions.
©2017CenterforStrategicGovernance
OverallImpact• Moreauthorityandresponsibilityhasshipeddowntodepartmentheads.
• MoreNmelyinformaNonflowsuptothetownadministratorandselectmen.
• Everyoneisfulfillingtheirstatutoryrole.• TownofficialscommunicateopenwithciNzens.
• Strategicgovernanceisbeingadoptedbyothertowncommiuees,commissions,andboards.
©2017CenterforStrategicGovernance
3.HOWAMHERSTHASDONEIT
©2017CenterforStrategicGovernance
ANewExperience• Formanyoftheselectmenanddepartmentheads,thiswasanewexperience.
• Becausetheprocessisrepeatedannually,wedidn’tfeelwehadtobeperfectthefirstNme.
• Rather,wewouldconNnuallyimprovetheprocessandresultseveryyear.
©2017CenterforStrategicGovernance
DepartmentsLookedVerNcally• Eachdepartmentdevelopeditsplans,iniNaNvesandproposedbudgetsbyfollowingtheprescribedorderof10workacNviNes.
• Thisenabledthemtoapplytheirexperience,judgmentandinsightsinanorderedway:1. Chroniclingpastdemandandperformance.
2. AnNcipaNngfutureciNzenneedsalongwithlikelyimpactsfromexternalsources.
3. Reshapingdepartmentalservicesandrelatedinvestments.
4. Managingday-to-dayoperaNonstogettargetedresults.
©2017CenterforStrategicGovernance
SelectmenLookedHorizontally• SelectmenpaidauenNontobroadhorizontalcategoriesthatshapethe
qualityoflifeinAmherstandassesseddepartmentalplansinthatcontext.Theseinclude:
– Publichealth&safety(Police,Fire,EMS)
– Infrastructure/BuiltEnvironment
– FinancialCondiNon– Community/EconomicDevelopment
– TownCharacter– Environment/Landscapes
– Historic/Heritage– Housing– RecreaNon– EducaNon(mainlythepurviewoftheschooldistricts)
©2017CenterforStrategicGovernance
SomeKeyElements• EnvironmentalScan–areviewofeconomic,social,poliNcal,
technological,demographic,…changeslikelytoimpactthemunicipality.Includespeeranalysis.
• SWOTAnalysis–Anassessmentofstrengthsandweaknesses(internal)aswellasopportuniNesandthreats(external)withwaystocounterweaknessesandthreats.
• Dashboards–AsetofdisplayedmeasurableoutcomesthatdrivedecisionsandacNonsoverNme.
• StrategicIniHaHves–NewkeyacNviNesandrelatedinvestmentsneededtoachieveproposedoutcomes.
©2017CenterforStrategicGovernance
ExamplesofDPWStrategicOutcomes• Outcome#1:Roads:
– 70%orgreaterofAmherstroadsareratedgoodaccordingtoindustrystandard(pavementcondiNonindex(PCI))by2030.
• Outcome#2:Bridges
– By2025,allAmherstbridges/watercrossingsarebuiltandmaintainedtolast50+years.
• Outcome#3:TownBuildings
– By2025allAmhersttownbuildingsandoutbuildingsarefuncNonallysoundandcompliantwillallappropriateregulaNonsandcodes.
– StrategicanalysisandproposalforalltownbuildingsincludingDPWfaciliNesiscompletedinFY18byamulN-disciplinarygroup,includingresidents.
• Outcome#4:DPWManagementSystems
– By2020,AmherstDPWwillachieveworkforceproducNvityof90%.
• Outcome#5:Stormwater
– AmherstwillconNnuetocomplywithevolvingrequirementsoftheCleanWaterActundertheMunicipalSeparateStormSewerSystempermitissuedbytheEPA.
©2017CenterforStrategicGovernance
RecreaHonDepartmentVisionDashboard
Acarage
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FY14 FY15 FY16 FY17 FY18 FY19 FY20
INCREASEPARKANDRECREATIONFACILITIESAVAILABLETOCITIZENS
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13 14 15 16 17 18 19 20
IncreaseCiHzenParHcipaHoninPrograms
0200400600800
1000120014001600
Adu
ltProgramming
YouthSports
Camps
PreScho
ol
Senior
Trips
Babo
osicLake
Programming
PMEC
Programming
DiversifyProgramOfferingstoserveciNzensofallages
FY14 fy16 FY20
4300 38006100 7400 7800 8000 820063 88
181236 250 260 280
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8000
10000
FY14 FY15 FY16 FY17 FY18 FY19 FY20
GateUsers SeasonPass
©2017CenterforStrategicGovernance
TaxDepartmentVisionDashboardTAXLIENS–DOWNWARDTREND
DRA-COEFICIENTOFDISPERSIONRATING CYCLICALREVIEWOFASSESSMENTDATA
©2017CenterforStrategicGovernance
PoliceDept.VisionDashboard
©2017CenterforStrategicGovernance
StrategicBudgeNng
Withspecializedtools,governmentofficialscanassessinrealNmetheimpactofcombinaNonsofproposedstrategiciniNaNves.
©2017CenterforStrategicGovernance
Real-TimeTaxImpactAnalysis
©2017CenterforStrategicGovernance
©2017CenterforStrategicGovernance strat-gov.com
SeewhatAmherstdepartmentheadsthinkofstrategicgovernanceandtheirexperienceusingit.
ConsistentThemes
• Sharedvalues• Decisionmakingframework
• BroaderperspecNve• ClearraNonale• Transparency
• Beuerdecisionmaking
• Fiscalaccountability• CiNzen-focusedoutcomes
• EffecNvecommunicaNon
• Ongoingvotersupport
©2017CenterforStrategicGovernance
HOWSTRATEGICGOVERNANCESTRENGTHENSMASTERPLANNINGANDCAPITALIMPROVEMENTSPLANNING.
©2017CenterforStrategicGovernance
MasterPlans–NHRSA674:2
! TransportaNon! CommunityFaciliNes
! EconomicDev.
! NaturalResources! NaturalHazards! RecreaNonUNlity&Public
Service
! Cultural,Arch&Historical
• TwoRequiredChapters:VisionandLandUse• OpNonalChapters:
! RegionalConcerns! NeighborhoodPlan! CommunityDesign
! Housing! ImplementaNon
! Energy! CoastalManagement
©2017CenterforStrategicGovernance
Purpose–NHRSA674:3• “…the best and most appropriate future
development …under the jurisdiction of the planning board, to aid the board in designing ordinances that result in preserving and enhancing the unique quality of life and culture of New Hampshire, and to guide the board in the performance of its other duties…”
• “…to give legal standing to the implementation [land use] ordinances…”
©2017CenterforStrategicGovernance
MasterPlan&StrategicThinking• StrategicGovernance=largerframework
– VisionChapter• MissionandVisiondefinedinStrategicPlan
• ToolsHistorical,VisionandCurrentDashboards• Human-centeredoutcomes
– LandUseChapter• Bridginglandusegoalsandoutcomes
– WhattoAchieve
©2017CenterforStrategicGovernance
GoalsvsDatabasedOutcomesGOAL:DiversifyTaxBase
OUTCOME:
2013-IncreasetotalcommercialandindustrialpropertyvaluaNonfrom12.2%to14%
2017–UnderstandcostsofinstallingsewertoC/IcorridortoallowcommunitytobalancecostsofservicesvsincreaseinvaluaNon.
GOAL:PreserveCharacter
OUTCOME:
2013–Increasepreservedopenspacefrom13%to18%oflandarea
2017–AcNvelymanagepreservedopenspaceincludingwoodlands,grasslands,wetlands,wildlifecorridorsandagriculture.
©2017CenterforStrategicGovernance
CIP&OperaNonalGovernance• CIP=HowtoAchieveIt• Providesatleast6yr(RSA674:5)prospecNvebudgeNngtool
• IncludesallcapitalprojectsfrommunicipalandSchoolDistrict(s)
• CurrentyearbecomesasubsetofannualStrategicBudgeNngprocess
• MovesfromplantoimplemenNngsuccess!
©2017CenterforStrategicGovernance
5.RESOURCESAVAILABLETOYOU
©2017CenterforStrategicGovernance
CenterforStrategicGovernance• NHspends$3billionperyearintaxes.
– $1billionfundsmunicipalgovernment.
– $2billionfundsschools.• Strategicgovernancecanhelpensurethatthosedollarsarebeingspentorsavedwiselytodelivervaluetotaxpayers.
©2017CenterforStrategicGovernance
TheCenter’sGoal• MakestrategicgovernanceavailabletomoremunicipaliNesandschoolsystemsatlowcost.
1. HaveservicesprovidedbystateorganizaNonsaspartoftheirporyolioofservices.
2. CreateonlinematerialsthatcommuniNescanuseontheirown.
3. Providetailoredservicesdirectly.
©2017CenterforStrategicGovernance
©2017CenterforStrategicGovernance strat-gov.com
Resourcesavailabletoyoutoemploystrategicgovernanceonyourown.
DISCUSSIONANDQ&A
©2017CenterforStrategicGovernance
BenefitsofStrategicGovernance
■ Addressesimmediateandnear-termtacNcalissueswithinabroaderstrategicvision.
■ BecomespartoftheoperaNonallifeofthecommunity.
■ Assuresthatgovernancefitsthecommunity’sculture.
■ Educatesandengagesmajorstakeholders.
■ MeasuresprogresstowardciNzen-focusedoutcomes.
■ Helpsframeandauainadesiredfuture.
©2017CenterforStrategicGovernance
BUILDINGSTRONGERVOTERSUPPORTFORYOURBUDGET
WITHSTRATEGICGOVERNANCE
NHMACONFERENCENOVEMBER2017
HELPINGMUNICIPALITIESACHIEVEADESIREDFUTURE