Department Head Management Team Meeting

Strategic & Operational Planning Fundamentals

January 31, 2012

Why are we having this discussion?

a. County Highway Committee and subsequent Supervisor dialogue

b. “Failure to plan is planning to fail”

c. “In the long run, THE ONLY competitive advantage an organization or business has is its people”

– Peter Senge

d. We’ve already done a lot of this…

What are we discussing?

WHAT is OPERATIONAL PLANNING?

WHAT is STRATEGIC PLANNING?

Have a dialogue about next steps for the Management Team

CAVEATS

Business vs. Public Approach

More than one way to skin a cat

Whole Enchilada vs. a chip or two

Settled on a sampling of the “what” menu

The “how” menu can be discussed later

2 Volunteers

2 Volunteers

Pre-Planning

• Portage County EMS (see handout)

• County Highway– Mandates, Vision, Mission, and Values

– Stakeholders: • Supervisors, Superintendents, Foreman, Workers, Management,

Internal Partners (25 total)

– Four - 2 ½ hour meetings

– Rest of Strategic Planning Later with a new set of stakeholders

Mandates Analysis

• This IS NOT a question of whether or not you are mandated

• It is a question of “If you exist, what must you do?”

• Informal vs. Formal Mandates

What is a Vision Statement?

• “History is a recollection of yesterday today, while a vision is a statement of tomorrow’s reality today”

• After we have continuously achieved our purpose and become the leader in our field, our vision is to look like, act like, feel like, or have achieved….

• “Without imagination, knowledge is useless”- Albert Einstein

• “The most pathetic person in the world is the one who has sight but has no vision”

- Helen Keller

Waupaca County Vision

Waupaca County is the premier Wisconsin County; a proactive destination sought out for

its natural resources, people, community pride, business climate, education,

responsible government, and family focus throughout all life stages. Excellence is what we inherited and shall secure, enhance, and

provide for future generations.

What is a Mission Statement?

• One or several critical purpose/s

• Easily Remembered – But not a tag line.

• Mission = who (optional)?; what an organization does?; why it does this?; for whom?

Waupaca County government exists to provide services that empower and

protect residents and guests.

Visioning Compared…

1. Where are we now?

2. How did we get there?

3. Where do we want to go?

4. How do we get there?

5. How do we behave?

EXISTING CONDITIONS

MANDATESEXISTING CONDITIONS

VISION

MISSION-PURPOSE

CORE VALUES

In a multi-department organization,

not all departments need a vision

WE Energies

This vision statement is supported by the values of:

• Safety

• Integrity

• Excellence

• Diversity

• Respect

• Accountability

The vision and values act as a compass to guide employees in decision making.

The City of Waupaca values…

…honesty, open government, and integrity – always striving to do the right thing, not necessarily the easy thing;

…treating citizens with respect by using tax dollars in the most effective and efficient manner possible;

…using innovation, creativity and courage to provide quality services that meet community needs;

…promoting economic and community growth;

…planning for future generations by focusing on the long term;

…conservation of our natural resources; and,

...respecting our hard working, dedicated employees.

Strategic Issues• The 3 – 5 fundamental challenges affecting mandates,

mission, clients, management, costs, etc.

• Jefferson County’s 3 Strategic Issues

– Issue A. Education and Communication: How can County government educate both the public and its own internal stakeholders about its mission and services?

– Issue D. Environmental/Economic/Cultural: How do we protect and preserve our environmental and cultural heritage, and become energy secure while encouraging and supporting sustainable economic activity?

– Issue E. Public Services/Quality: How do we decide what services we should provide and at what level while responding to quality, quantity and return on investment?

Strategic Initiatives• A set of policies, actions, decisions, etc. implemented to

address a strategic issue

Issue D. Environmental/Economic/Cultural: How do we protect and preserve our environmental and cultural heritage, and become energy secure while encouraging and supporting sustainable economic activity?

MAJOR STRATEGY INITIATIVE 1:Integrate real County (and community projects) into implementation programs in order to demonstrate County commitment to this issue.

Components and Details:a. Advance the Glacial Heritage Area project.b. Look at the most sustainable and energy efficient ways for the long term (not just upfrontcosts) for new County building and remodeling projects.c. Engage County Fair Park operations which is very interested in alternative energymethod demonstrations (i.e. solar and wind energy and bio-digesters) on the grounds atFair Park.d. Empower leadership for this initiative to the Sustainability Task Force.

Strategic Planning Summary

a. Directional

b. High Leverage Focus

c. 9 – 25 action oriented initiatives that address 3 – 5 strategic issues

d. Implemented over a 3 – 5 year period

e. Dynamic

Why it Fails?

a. No Buy-In from Stakeholders

b. Low Leverage

c. Too much planning – not enough doing

d. Too much doing – not enough planning

e. Treated as static

f. Lack of elephant hunters

What is Operational Planning?

• “The Operational Plan is the Annual Plan of Workthat implements the strategic plan and accomplishes the mission and vision while adhering to the values”

• Typically completed immediately before budgeting

• Answer 5 questions:1. What?2. Who?3. When?4. How?5. Resources?

WHAT?

1. Operational Objectives – Strategic Initiatives

2. Operational Objectives – Key Results Area

3. Performance Standards

4. Crisis Based

General Note on Operational Objectives?

Specific

Measurable

Achievable

Relevant

Time Bound

Operational Objectives –Strategic Initiative Based

Strategic Initiative: Increase productivity (i.e., increase amount of output per unit of input

Operational Objective:To increase productivity from 120 to 130 widgets per hour by December 31, 2012, at an implementation cost not to

exceed $35,000.Specific: To increase productivity from 120 to 130 widgets/ hourMeasurable: YesAchievable: Let’s assume yesRelevant: Let’s assume yesTime Bound: Needs to be accomplished by December 31, 2012

Operational Objectives –Key Results Area Based

Key Results Area:• Typically not issue based• Don’t change frequently; affect mission and vision perennially/ almost

perennially• Mission Critical• Does require a written plan• Public sector common key results areas: productivity, people

development, organizational image, customer relations

Operational Objective:To engage 20% of the workforce in 16+ hours of professional development

annually at a total cost not to exceed $50,000.

To satisfy 80% of customers within each department annually.

Standards of Performance

• Achievement level to be reached and maintained on an ongoing basis

• Does not currently require a written action plan because not an issue

• Doesn’t have to be actively pursued, but is pursued as a cumulative result of other action plans, budgeting, etc.

• Examples: bonding policy, safety records, UW-Extension Civil Rights Parity, Lakeview???, Jail???