Moving From Survival To Success Despite Budget Cuts

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Moving From Survival To SuccessDespite Budget
Cuts
Presented by Bob Goehrig Budget Strategic
Planning Manager
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(No Transcript)
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Juvenile Deferred Prosecution Program
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Coral Springs Choppers
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Session Outline

• About the City of Coral Springs
• Our Baldrige Journey
• The Citys Business Model Planning Process
• Moving From Survival To Success Reducing
  Budgets Responsibly
• The Value of a Valid Performance Measurement
  System

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Ft Lauderdale
Coral Springs
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Welcome to Coral Springs

• 25 Square Miles
• 130,000 residents
• Median age 35
• 32 under 18 years old
• We want to be the nations premier community in
  which to live, work, and raise a family.

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About the Organization

• 135 million operating budget (FY 2009)
• 771 full-time employees
• 295 part-time employees
• 900 volunteers
• 14 departments
• 5 wholly-owned subsidiaries

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Our City Charter

• Council/City Manager
• At-large representation
• Non-partisan elections
• Mayor and 4 Commissioners
• 27 Citizen Advisory
• Committees and Boards

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Our Strategic Advantage
Data Analysis
Citizen Input
Strategic Plan
Business Plan
Budget
Output to Citizens
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Core Values Define Our Culture

• Leadership
• Customer Focus
• Empowered Employees
• Continuous Improvement

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Our Journey
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The Case for Change

• No commitment to a vision for the community
• Political expedience lead to crisis management
• Manage growth or it will manage us
• Build-out in sight
• Zero tolerance for tax increase

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Getting Started

• Fiscal Impact Model
• Started with TQM
• Major culture shift!
• Flattened the organization
• Empowered the employees
• Paid for performance
• Discovered Sterling approach
• Community Visioning
• No lay-off policy

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Overcoming ObstaclesAll ships rise and fall by
the same tide

• Leadership Commitment Fear of Surveys
• Provincial and parochial culture
• No industry best practices
• This too shall pass
• The press

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Stakeholder Buy-In

• Commission
• Rational orderlypriorities are clear
• Facts enhance consensus
• Management
• Use real data to deal with real issues
• Employees
• Realistic, well-defined goals
• Residents
• High level of communication trust

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Getting Elected Officials Onboard

• Private sector support
• Focus on results outcomes
• Dont jump in the deep end get results from a
  small project then build on that success
• Partnership between elected officials and
  professional staff

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It Begins With Leadership

• Define Success
• Create an atmosphere that supports Core Values
• Listen and learn from employees
• Communicate
• Train
• Celebrate success and learn from mistakes

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Our Quality Journey Six Feedback Reports

• Malcolm Baldrige National Quality Award
• Pilot Project 2006
• Received a site visit
• 2007 Award Recipient
• 1st state or local government recipient

• FL Governors Sterling Award
• Applied in 1995, 1996
• Award Recipient 1997
• 1st government recipient
• Award Recipient 2003
• 1st two-time recipient

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Early Sterling Feedback

• No strengths in Results Category
• Too much emphasis on perception-based surveys
• Not enough emphasis on data-based measures of
  success (effectiveness)
• Too much data, not enough information
• Need to measure support processes
• No criteria for selecting measures

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Linking All Levels A Strength Noted By The Site
Visit Team

• Organizational Mission Values
• Strategic Priorities
• Key Intended Outcomes
• Departmental Objectives
• Process Measures
• Incentive Pay System Performance Agreement

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Results of the Baldrige Site Visit Other
Strengths

• Listening Learning / Commitment to Customer
  Service
• Strategic Planning
• Culture of Continuous Improvement
• Leverage resources via innovative partnerships
• Performance measurement system

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Results of the Baldrige Site VisitOpportunities
for Improvement

• Complaint Data Aggregate and Share
• Volunteers Involve them in designing and
  improving processes
• Succession Planning
• Focus on top-box results

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External Validation

• 1997 Governors Sterling Award
• 2003 First-ever repeat Sterling winner
• 2004 Florida City of Excellence
• AAA rated by all 3 Wall Street rating agencies
• Money Magazines 90 Best Places to Live
• Americas Promise 100 Best Places For Young
  People
• 2007 Baldrige Recipient

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Why Baldrige?

• 97 Business Satisfaction Rating
• 93 Resident Satisfaction Rating
• 97 Employee Satisfaction Rating
• AAA Rating on Wall Street
• 92 Customer Communication Rating

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Coral Springs Has the Lowest Operating Millage
Rate of Large Municipalities
Coral Springs
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Create a Sustainable Organization
Property Tax Reform
September 11th
Hurricane Wilma
Residential Build-Out
Customer Satisfaction
Economic Recession
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Communicating Baldrige to Stakeholders
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Coral Springs Business Model and Strategic
Planning Process
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Our Business Model
Data Analysis
Citizen Input
Strategic Plan
Business Plan
Budget
Output to Citizens
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Charter Supports Our Business Model
Strategic Plan
Policy
Administration Operation
Business Plan
Budget
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Strategy Development

• Begins with an Environmental Scan
• Demographic data
• Performance measurement track record
• Resident and business surveys
• Stakeholder input
• Strengths-Weaknesses-Opportunities-Threats
• Workforce analysis
• Financial Trend Monitoring System

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Gathering Stakeholder Input

• City-wide annual survey
• Focus groups 
• Transaction surveys
• CityHelpDesk
• Community policing Police Substations
• City Hall in the Mall
• Advisory boards committees
• Community visioning forums
• Slice of the Springs meetings

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Our Strategic Plan

• Creates a shared vision for the future
• Policy plan
• Focus on priorities critical to our long-term
  future by establishing
• Strategic Priorities
• Directional Statements
• 33 Key Intended Outcomes (KIOs)
• Goals
• Core Values

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Our Strategic Priorities

• Customer-Involved Government
• Financial Health Economic Development
• Excellence in Education

• Neighborhood Environmental Vitality
• Youth Development Family Values
• Strength in Diversity
• Traffic, Mobility Connectivity

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Our Business Plan

• Translates the Strategic Plan into action
• Develop initiatives to support Strategic
  Priorities
• All resources are allocated within the Business
  Plan
• Financial strategy aligns short-term objectives
  with long-term financial health
• Performance monitored via review of KIOs and
  process-level performance measures
• Focuses budget decisions on strategic
• priorities instead of line items

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Align Processes and Resources
Customer-Involved Government (CIG) Increase
contact with community businesses about City
issues

• Strategic Priority
• Directional Statement

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Business Plan Initiatives Supporting CIG
Strategic Priority

• Improved business outreach
• Customer Care Center
• Enhanced permit notification
• Small Permit Pilot Project
• Customer service call center improvements
• Building Division workshops
• EDF partnership on small business development

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Key Intended OutcomeBusiness Communication
Rating
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Key Intended OutcomeOverall Customer Service
Rating by Business Owners
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Key Intended Outcome Residents Overall Quality
Ratingfor City Services and Programs
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CommunicatingStrategic Direction

• External Customers
• CityWeb coralsprings.org
• CityTV 25
• Coral Springs magazine
• State of the City report and event
• Slice of the Springs
• Podcasts streaming video

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CommunicatingStrategic Direction

• Employees Volunteers
• Now HeaR This newsletter
• Knowledge Network
• State of the City event
• Budget documents
• Weekly department staff meetings
• Quarterly City Manager Communication Meetings
• Quarterly Supervisor Forums

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Communicating Strategic and Business Plan to
Stakeholders