helping municipalities achieve a desired future

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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10

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30

40

50

60

FY14 FY15 FY16 FY17 FY18 FY19 FY20

INCREASEPARKANDRECREATIONFACILITIESAVAILABLETOCITIZENS

0

1000

2000

3000

4000

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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

0

2000

4000

6000

8000

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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