results teams presentation april 2011
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} Represent citizens and the results citizens expect } Understand the Priorities and identify indicators } Develop a Request for Results that includes:
1. Statement of the Priority as a citizen-based statement 2. Key Performance Indicators – How do we measure success in
relation to the Priority outcome? 3. Cause and Effect Map – What causes the Priority outcome to
happen? 4. Purchasing Strategies/Ranking Criteria 5. Statement of Request for Results 6. Evidence of cause and effect links
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} Ask for offers from departments that will influence the Priorities
} Evaluate and rank the proposals according to their contribution to the Priority
} Use negotiation and re-ranking to create the best “package” of proposals to recommend that will move Stoughton closer to achieving the Priority
Purchasing Strategies
• Promote initiatives that enable businesses to succeed and anticipate their future needs.
• Promote programs that attract businesses, provide affordable housing and a successful education system.
• Encourage business community and city partnerships both within Stoughton and within the regional economy.
• Understand industry trends, logistics, key location decision milestones and how growth occurs within industry.
• Develop a focused business consultation process.
• Assist the City in purchasing and developing or
redeveloping land for business use. • Promote Stoughton as a viable and advantageous
place to do business. • Embrace the City’s Comprehensive Plan and the
Vierbicher Economic Development Strategies.
• Develop and communicate a long-term vision of a sustainable and diversified economy and community.
• Market the unique qualities and strengths of Stoughton to businesses and visitors – Art as business, cultural heritage and strong municipal utilities.
• Encourage the development affordable, single-family housing.
• Value and promote lifelong learning opportunities including all levels of education – childhood education, job and career training, continuing education.
• Leverage, create and support strong local and regional partnerships that improve economic health. Internal and external collaboration, coordination and communication will be highly valued. Key partnerships could include Stoughton Area Chamber of Commerce, City of Stoughton, surrounding townships, Stoughton Area School District, community organizations, Redevelopment Authority, Stoughton Hospital, Stoughton Arts Council.
Indicators for Success
u Crime Indicator u Fire Indicator u Citizen Involvement u Environmental Indicator u Health Awareness u Code Enforcement
Purchasing Strategies
u Adequately maintain the public safety system through technology, enforcement, communication and well-trained, equipped personnel.
u Promote accessibility to health-based outreach, educational and recreational opportunities.
u Maintain facilities, streets and utility infrastructure as a key approach to injury and illness.
Purchasing Strategies Continued
u Advocate for and engage in community prevention strategies that span multiple generations and vulnerabilities.
u Engage in public and private partnerships that cooperate in promoting citizen-based health and safety opportunities.
Major Indicators
• Indicator 1: Improved Financial Stability • Indicator 2: Improved Ci=zen Sa=sfac=on • Indicator 3: Improved Employee Sa=sfac=on • Indicator 4: Increased Ci=zen Par=cipa=on
Purchasing Strategy 2:
Promote ini2a2ves that will secure financial stability.
Purchasing Strategy 2:
Purchasing Strategy 3:
Promote or maximize effec2ve communica2on between elected officials,
city employees and ci2zens.
Purchasing Strategy 3:
Purchasing Strategy 4:
Maximize efficiencies through the
demonstra2on of u2lizing internal and external
partnerships.
Purchasing Strategy 4:
Purchasing Strategy 6:
Promote ini2a2ves that allow and maintain a knowledgeable and experienced staff.
Purchasing Strategy 6:
We are seeking proposals that will maximize
effec=ve leadership at all levels.
We are seeking offers that will promote ini=a=ves to secure financial stability.
We are seeking offers that will promote or maximize effec=ve communica=on between elected officials, city employees and ci=zens.
We are seeking offers that will maximize efficiencies through the u=liza=on of internal and external partnerships.
We are seeking offers that will promote strong, successful city management.
We are seeking offers that will promote ini=a=ves that allow for and maintain a knowledgeable and
experienced staff.
TEAM 51 MEMBERS
KRISTI HUND SCOTT WEGNER RICHARD KITTLESON BARB VEUM HOLLEE CAMACHO ROGER STRANDLIE PAT O’CONNOR SARAH CARLSON MICHAEL STACEY
BREAKING DOWN THE PRIORITY
ATTRACTIVE COMMUNITY
OUR FOCUS IS ON MAINTAINING/ENHANCING THE
ATTRACTIVENESS OF PUBLIC AND PRIVATE PROPERTIES SUCH AS STREETS, PARKROWS, PATHS, SIDEWALKS,
PARKS, BUILDINGS & PROPERTIES.
BREAKING DOWN THE PRIORITY
WELCOMING COMMUNITY
OUR FOCUS IS ON ENHANCING ENTRANCES OR
GATEWAYS OF THE CITY; PARTNERSHIPS; ACCESSIBILITY, WAY-FINDING, WALKABILITY, AND CONNECTIVITY THROUGHOUT THE COMMUNITY.
BREAKING DOWN THE PRIORITY
VALUE OF THE ARTS
WE SEEK TO SUPPORT CELEBRATIONS, EVENTS AND
PROGRAMS THAT SHOWCASE THE ARTS. THE ARTS ENCOMPASS VISUAL ARTS, LITERARY ARTS AND
PERFORMING ARTS – MUSIC, DANCE, THEATER AND FILM.
BREAKING DOWN THE PRIORITY
HISTORIC CULTURE OR TRADITIONS
WE SEEK TO SUPPORT THE HISTORIC TRADITIONS THAT
SHOWCASE THE COMMUNITY SUCH AS THE SYTTENDE MAI CELEBRATION AND STOUGHTON JR. FAIR.
EVIDENCE PROVIDED THE FOUNDATION FOR
OUR STRATEGIES:
• Appreciative Inquiry Report • Comprehensive Plan Survey (2003) • “First Impressions” Program
• Citizen Involvement/Interaction
• Public-Private Partnerships
• Effective Communication
• Arts & Culture
• Park & Open Space Amenities
• Events & Celebrations
• Public Property Appearance
• Private Property Appearance
• Accessibility
• Unique Community Identity
• Attractive Gateways
• Defined Neighborhoods
- Image/First Impression - Community Engagement
- Participation Levels - Citizen Satisfaction
PURCHASING STATEGIES
1. Beautify and maintain the physical aspects of the community with emphasis on the goals, objectives and policies of the Stoughton Comprehensive Plan;
2. Enrich the lives of residents and visitors especially through Arts, Culture, Parks, Events and Celebrations;
3. Increase accessibility-connectivity and way-finding throughout the community;
4. Emphasize partnerships and promote volunteerism to help reduce costs and duplication of services;
5. Strengthen existing and encourage new cultural and artistic offerings.