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HomeMy WebLinkAboutOrganizational Excellence 2_14Planning for Organizational Excellence City Council Workshop 2/14/2013 Goals of workshop •Explain how we are: •Adapting based on lessons learned as we move out of fiscal crisis •Planning for best use of public dollars and providing quality services •Outline approach going forward Workshop Agenda •Background ? Planning for Organizational Excellence •Overview of: –Strategic Planning –Fiscal Sustainability –Continuous Improvement –Quality Workforce Background •Chula Vista Responds to Crisis •Continuous Improvement •Contracting Out Services •Public/Private & Public/Public Partnerships •Merged Departments •Eliminated Management Positions/Benefits •Deferred/Eliminated Raises •Full Pension Reform •Staff Reductions Background cont. •Proactive Steps •Chula Vista Fiscal Health Plan –Implemented approach to stabilize City finances •Fiscal Recovery & Progress Plan –Incorporates the Fiscal Health Plan and highlights major issues that impact City’s financial stability Going forward Organizational Excellence –Strategic Plan ? Plan of action to address community goals –Fiscal Sustainability ? Continue steps identified in Fiscal Recovery & Progress Plan –Continuous Improvement ? Commitment to improved service delivery –Quality Workforce ? Establish a policy to link compensation to service delivery and accountability STRATEGIC PLAN Why Formal Strategic Planning? •Key Part of Continuous Improvement Strategy for City (Policy Deployment) •Identifies and helps employees focus on shared goals •Communicates those goals to all leaders, employees, and public (shared vision) •Integrates and encourages cross-functional cooperation •Holds participants accountable for achieving their part of plan •Plans are carefully monitored – allows for a response to irregularities •The Strategic Plan gives additional, strategic direction by identifying activities to accomplish clear goals •The City of Chula Vista still conducts many other activities •The Strategic Plan does not address all customary functions of our operations –Key Function Service Levels One Component in Resource Allocation Key Function Service Levels PUBLIC WORKS Streets: Roadway Maintenance Pothole Repair Litter and Weed Abatement Graffiti Abatement Traffic Striping and Signing Street Sweeping Fleet Management: Vehicle Service and Repairs Preventative Maintenance Environmental Services: Compliance with AB939 Waste Management & AB341 Waste Diversion Citywide Solid Waste Collection Services Household Hazardous Waste Disposal Services Key Function Service Levels Pothole Repair (Yellow) •Routine repairs made by the Street Maintenance Crews include pothole repairs, asphalt crack sealing and minor street reconstruction to help to prevent further damage to street surfaces. However, street surfaces can be maintained through less expensive surface treatments like chip sealing, slurry/flex sealing or asphalt overlays as part of the ongoing pavement management program. To determine if this section is actually performing at a (Yellow) or (Green) level, staff will track the following performance measure: •Goal: 95% of potholes on arterial and collector streets repaired within two working days; pothole repairs on residential streets repaired within 10 working days of notification. Strategic Planning Process Strategic Plan (long-term goals) Annual Plan (short-term objectives/budget) Performance Measurement Tracking Report Out Strategic Plan and Key Service Levels Synch with City Operating Budget How did we get here? •Established cross departmental subcommittee •Reviewed and analyzed past policy statements •Based on Council direction and public input •Reviewed other successful public agency strategic planning processes •Developed a conceptual process appropriate for Chula Vista Putting it all together… Council Workshop 11/29/11 Workshop Summary Agreed-Upon Major City Strategies 1. Revenue Generation –Develop City Image/Brand –Bayfront 2.Revenue Retention -Work with businesses to help them find ways to invest/strengthen their business presence in Chula Vista Looked at existing policy direction to confirm focus 2003 Strategic Themes Connected, Balanced, and Cohesive Community Diverse Cultural, Educational, and Recreational Opportunities Strong and Safe Neighborhoods Economic Development Cost Effective Government and Fiscal Stability Economic Vitality Strong & Secure Neighborhoods Healthy Community Connected Community Operational Excellence Quality of Life Citywide Strategic Goals Quality of Life Operational Excellence Collaborate with Residents and businesses to provide responsive and responsible public service by implementing effective and efficient operations. Economic Vitality Strengthen and diversify the City’s economy by supporting and advancing existing businesses; targeting and attracting new businesses; promoting balanced land use decisions; and engaging the community to reinvest in the city. Healthy Community Protect resources and environmental health for both current residents and future generations. Foster the health of our physical environment through balanced, connected and sustainable land uses. Strong & Secure Neighborhoods Create and maintain safe and appealing neighborhoods where people choose to shop, work, play and stay. Connected Community Promote diverse opportunities that connect community and foster civic pride through comprehensive communication strategies, and cultural, educational & recreational programming. Mission: Citywide Goals: Goals: Healthy Community Environment Fosters Health & Wellness Restore & Protect Natural Resources Assets & Facilities Economic Vitality Strong Vibrant City Prosperous Environment Connected Community Civic Engagement Enrichment programming Operational Excellence Continuously Improve Fiscal Health Positive Experience Strong & Secure Neighborhoods Crime Prevention & Emergency Prep Response & Recovery Public Infrastructure Maintenance Citywide Strategies Initiatives Strategies Goal Operational Excellence Fiscal Health Fiscal Recovery & Progress Plan Continuously Improve Continuous Improvement Info Tech Systems Quality Employees Positive Experience Open & Ethical Gov’t Quality Customer Service Initiatives Strategies Goal Economic Vitality Strong Vibrant City Bayfront Master Plan Western CV Development University Center Quality master-planned communities Prosperous Residents & Businesses Business Attraction/Retention Enhance City Image Initiatives Strategies Goal Healthy Community Environment Fosters Health & Wellness Healthy Community Policies and Programs Restore & Protect Natural Resources Climate Action Plan Assets & Facilities Asset Mgmt Program Environmental/Conservation Neighborhood Facilities Initiatives Strategies Goal Strong & Secure Neighborhoods Public Infrastructure Maintenance Asset Mgmt Program Plan Review & Inspection Crime Prevention & Emergency Prep Emergency Mgmt Program Analysis Led Policing Response & Recovery Advanced Life Support Police Public Safety Perception of Safety Education & Engagement Initiatives Strategies Goal Connected Community Civic Engagement Marketing & Communications Community Engagement Enrichment Programming Responsive Services/Programs Citywide Strategic Plan Structure Individual Tasks Department Tasks Citywide Objectives Citywide Initiatives Citywide Strategies Citywide Goal Mission Quality of Life Operational Excellence Fiscal Health Continuously Improve Continuous Improvement Performance Measurement Launch Citywide Performance Measurement System Oversee Sharepoint Implementation Conduct CI Events DSD Process Streamlining Info Tech Systems Quality Employees Positive Experience Next Steps •Public Presentation to Commissions (Jan.-Feb.) •City Council Presentation and Feedback (Feb.) •Departments align goals/objectives with Citywide goals/objectives (Feb.-March) •Final Strategic Plan presented in coordination with FY14 Budget (April-May) Fiscal Sustainability Fiscal Recovery and Progress Plan •Chula Vista Fiscal Health Plan (Council Supported January 2009)– Implemented four pronged approach to stabilize City finances •Fiscal Recovery and Progress Plan – incorporates the Fiscal Health Plan and highlights major issues that impact City’s financial sustainability •Long Term Financial Plan – Will provide additional analysis and long-term strategies to address major issues. The goal is to achieve financial resiliency in order to secure services to our community Fiscal Recovery and Progress Plan •Fiscal Recovery and Progress Plan –Identifies key issues that impact City’s financial stability –Highlights steps Council has taken to stabilize City finances through severe financial crisis and steps taken toward financial resiliency –Implements Continuous Improvement Visual Controls –Serves as a communication tool for the City Council, Community, Rating Agencies, Investors and City Staff –Includes Next Steps in addressing various issues or identifies the need for additional analysis –Will continue to address issues identified in the report as funding becomes available Fiscal Recovery and Progress Plan •Relapse – Can occur if sufficient shock occurs – new economic downturn, and/or unsustainable recovery strategies. •Financial Sustainability – Structural balance has been achieved but institutional practices , such as development and implementation of plans to address high risk areas, have not been adopted necessary to withstand future shocks. •Financial Resiliency – Most favorable outcome, long-term strategies have been implemented. Control mechanisms, budget techniques, and early warning systems are in place to assist in managing through economic changes. Moving Beyond Fiscal Crisis •City has implemented difficult budget reductions to align expenditures to decreasing revenues •Current employees agreed to pay 100% of their share of pension costs •Created second tier retirement benefits for new hires •Employee groups agreed to eliminate or defer scheduled cost of living increases •General Fund reserves have increased slightly over the past three years, moving above 8% •Maintained a favorable bond rating during severe economic downturn Status Summary of Fiscal Recovery and Progress Plan ? Priority-Driven Budget Process and Strategic Goals ? Fiscal Policies ? General Fund Reserves ? Employee Pension Reform ? CA Public Employees Retirement System Unfunded Pension Liability ? Debt Service ? Increasing Operational Efficiency ? Improvement ?Deterioration Status Summary of Fiscal Recovery and Progress Plan ? Wastewater Management System ? Open Space Management System ? Parks Management System ? Building Management System ? Urban Forest Management System ? Equipment Replacement Fund ? Roadway Management System ? Drainage Management System ? Improvement ?Deterioration Steps to Financial Resiliency •Continue to follow conservative budget development practices •Continue to slowly build General Fund reserves to meet Council policy and fund emergency needs •Invest in infrastructure needs – roadways, buildings, parks, open space and drainage •Address internal infrastructure needs – equipment, vehicle and technology •Refinance bonded debt for interest savings and reduction in principal •Further implementation of Continuous Improvement Continuous Improvement •What is Continuous Improvement? –A systematic way to examine processes within the organization to eliminate waste •Results in: –Time savings –Lower cost to provide service –Streamlined procedures •Why do we need Continuous Improvement? –Maintain/expand services to the public –Lower costs to provide service What and Why? –2008 – Goodrich Aerostructures offers the City of Chula Vista opportunity to see how LEAN has helped Goodrich go from near bankruptcy to profitability –2008-2011 -Goodrich makes their LEAN training available, at no cost to the City, to over 100 City employees, including Dept. Heads, Sr. Managers, and most Mid-Managers –July 2011 – Ed Chew selected to implement CI throughout the City (still maintains duties in PD). –December 2012-Mandy Mills joins CI Team to add to efforts Our CI History Recent Accomplishments •CI Program Status –Examples of CI accomplishments over last year •PW (Environmental Services)-virtual warehouse •PW (Conservation)-Standard Work •PW-Repair Shop andon light and phones at work bays •Finance – 6S projects – Front Counter/Storage Room •Fire-Payroll Processing •PD – 6S projects Report Writing, Storage, Standard Work in Records •DSD – Process Streamlining FY13 Work Program Expand CI •Branding Effort •New Employee Orientation •Training •FAQ •CI Boards •CI team awards Process Improvement •Strategic Plan •CI Database •Standard Work for CI events •Form creation •Kaizen Events Performance Measurement •Sharepoint implementation •Performance based measures – ties to Strategic Plan •PD and Animal Care Facility pilot departments Quality Workforce Program Quality Workforce Components A lean, highly skilled, performance-based, accountable and customer service oriented staff that is compensated accordingly. Quality Workforce Program Customer Service Trained Account-able Appropriately Compensated Continued from the Sacramento Bee: City Staffing Note: Staffing numbers for Chandler, Oceanside, and Stockton have been adjusted in an effort to reflect similar services provided by the City of Chula Vista. Actual staffing for these cities may be higher to account for services that Chula Vista does not provide. 3.73 5.74 4.52 4.57 0.01.02.03.04.05.06.0Chula Vista, CAChandler, AZOceanside, CAStockton, CAFTE per 1,000 Residents Quality Workforce Components A lean, highly skilled, performance-based, accountable and customer service oriented staff that is compensated accordingly. Quality Workforce Program Customer Service Trained Account-able Appropriately Compensated Conclusion