Michael Kashiwagi, P.E., Interwest Consulting Group Jim ... · Michael Kashiwagi, P.E., Interwest...
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Michael Kashiwagi, P.E., Interwest Consulting Group Jim Proce, City of Palm Bay, Florida Jerry Way, City of Sacramento, California
Transcript of Michael Kashiwagi, P.E., Interwest Consulting Group Jim ... · Michael Kashiwagi, P.E., Interwest...
Michael Kashiwagi, P.E., Interwest Consulting GroupJim Proce, City of Palm Bay, FloridaJerry Way, City of Sacramento, California
Full agenda
Lots of good stuff
Good exercises
Interactive format
Couple of breaks programmed but will march on with consensus
Encourage dialogue
Michael Kashiwagi, P.E.◦ Director, Municipal
Services
◦ 29 years experience
◦ Interwest Consulting Group
◦ Serves as Public Works Director and City Engineer for agencies
◦ APWA Top Ten Public Works Leader 2001
Jim Proce◦ Director, Public Works
◦ City of Palm Bay, FL
◦ 27 years in Public Works and Engineering
◦ Manages an APWA Accredited Agency
◦ Chair-Elect for APWA Central Florida
◦ BS, MBA, Recent Graduate of State & Local Govt. Exec. Program at Harvard University
Jerry Way◦ Director, Transportation
◦ City of Sacramento, Ca.
◦ 27 years in Transportation
◦ Life long public servant
◦ Current staff of 463
◦ $110M budget
◦ Vice President of APWA Sacramento Chapter
◦ Recent Graduate of State & Local Govt. Exec. Program at Harvard University
Identify the components of strategic planning and thinking and implement the various techniques, applications, and processes in planning and problem solving in your organization.
Recognize the benefits of strategic thinking and how it can improve organizational effectiveness by creating alignment and a common understanding for what's important and why, throughout your agency.
Determine how strategically approaching the delivery of public works services, the delivery of public works projects, and the development of important public works policies can improve the acceptance, appreciation, and success of public works services and initiatives in your community.
Well let’s talk about it
Building an agenda
Prioritize
Consensus building
Create a manageable agenda
5 minute break
Unless we agree to move on!
Strategic Planning
Benefits of…
What do you do?
Components
How do you get there and stay there?
Self assessment exercise
Typical public works thought processes
The process and benefits of strategic planning for public works
The realities and defining of strategic planning components
Our experience…
How to get there and stay there?
Should you do this too?
Do you have a plan?
Have you assessed your behaviors?
Does your public works department have a strategic plan?◦ Yes
◦ No
◦ ???
Public works professionals often work hard (What I meant was ALWAYS work VERY hard).
However their work may be unfocused or directed at unimportant tasks, routine activities, or putting out the latest fire.
Most of us get caught up in the daily tasks and routines of running what we think is our “business” but we may never really get around to the issues that our communities may have greater concerns with.
We are reactive vs. proactive! Examples?
Does this sound like this could be you or your organization?
Does your staff know what the community expects from them?
Does your community actually know what it wants from your organization?
What strategies or plans are in place to ensure that you doing the “right” thing?
What is the “right” thing? Are you reactive or proactive? Are you typical? If so what do you do?
The essence of strategy is knowing what not to do!◦ Michael E. Porter, Harvard Business School
In our context this asks the questions: ◦ Do you exhibit typical reactive behaviors that many
of us in public works settings do?
◦ And if so what do you do to change that?
◦ Does this concern you?
As public works folks we are programmed to Do! Do! Do! and usually we do it blindly without question!
So how do you decide what not to do when we are all expected to continue to Do?
Many of us have the “What ever it takes to get the job done!” mentality, so it goes against your basic programming.
Operating in today’s dynamic ever-changing world without a plan is self destructive.
You do need a plan. You do need to think strategically. You need unify your staff, your council, your
community, and all of your stakeholders. This is absolutely the hard work! But if you are in Public Works, you already do
HARD work! So why not work smart?
Our city had gone through a city-wide visioning and strategic planning process.
Working with council, staff, and the community to:◦ Achieve a vision ◦ Map out a plan◦ Identify and prioritize our core businesses◦ Evaluate value to our citizens ◦ Memorialize our collective beliefs and values◦ Prioritize our choices.
Our city council and city manager also supported major departments pursuit of a similar process that were department-specific.
The purpose was ◦ to unify the community values
◦ to expand upon these values in the context of one’s specific area; i.e., public works, police, fire, etc.
◦ develop a plan to guide staff
There are obvious benefits resulting from this effort.
Through the visioning process, the public works department can engage: ◦ Citizens
◦ Staff members
◦ Union representation
◦ Other stakeholders in the community (HOAs)
Why would I want to do that?◦ Does this have to be so painful?
◦ Bridge gaps
◦ Foster communication
In defining the future relative to public works issues the strategic planning process can produce a short and long term "roadmap“ of action steps that move public works departments towards the vision.
The result is a motivated team working towards common goals and objectives.
This experience energized our staff ◦ More focused and enthusiastic team working for
and with our community
◦ Guidance for staff on what not to do!
The process also more closely aligned the department's vision and mission with that of our city and the community we serve.
Create vision Create mission Determine goals/action plans Identify core businesses Identify core beliefs Identify value to community Identify community priorities http://www.palmbayflorida.org/publicworks/
about/strategic.html Examples . . .
What we want to become as the public works department.
Our preferred future as defined by value-based principles.
This is tied to your stakeholder’s values.
This is a statement of where the agency wants to go in the future.
Palm Bay Public Works Department contributes to an attractive City
(A) with a clean environment;
(B) quality roads and trails;
(C) well maintained, upgraded infrastructure;
(D) planned and built infrastructure for growth;
(E) and satisfied customers.
Identifies the purpose of the public works department and is described by core primary and secondary businesses defined through operating elements, business successes, challenges and opportunities, and service improvements.
This is tied to your core businesses and what those mean to your stakeholder’s. These principles are what drives your mission.
This is a clear and concise statement about the purpose of the agency.
OUR MISSION IS TO:1. Provide safe streets and convenient travel, 2. Provide emergency response and recovery, 3. Help City departments to be successful, 4. Protect community interests and property, 5. Develop community partnerships.
These are action the public works department needs to take to implement the strategic plan.
The strategic plan serves as a work program with a “to do” list for the department and creates accountability for the results.
This is developed from identifying your core businesses.
The action items are developed from your realities and challenges.
NOTE: if something is not on the list we DO NOT spend valuable resources on it.
COMMUNITY GOALS 2013◦ Improved Quality of Existing Infrastructure and Roads◦ Community Improvements through Managed Growth◦ Outstanding Customer Service
DEPARTMENT GOALS 2013◦ Better Management of Projects◦ Top Quality Workforce in Public Works Department◦ More Effective Use of Technology◦ Upgraded City Facilities and Vehicles
This are titles of general goals; actual plan has much greater detail.
These are the services and the things that you do that:◦ Define your purpose (what you do vs. what you
don’t)
◦ Provide value to the community that you serve. (tie to what community wants)
PRIMARY BUSINESSES are ◦ Manage city streets and right-of-ways◦ Manage city vehicles and equipment◦ Plan, design, implement and manage City’s capital and
major projects◦ Manage stormwater and drainage system◦ Respond to customer service requests
SECONDARY BUSINESSES◦ Enforce compliance to city codes, ordinances and
regulations◦ Plan for future development◦ Manage solid waste◦ Provide technical and information assistance ◦ Community outreach programs
An organization’s core beliefs are the foundation for strategic thinking
Core beliefs create performance standards to guide behaviors and actions.
Core beliefs are how we expect to conduct public works department business.
The employees of the public works department believe in:◦ SERVING WITH PRIDE
◦ with RESPECT
◦ assuming RESPONSIBILITY
◦ practicing TEAMWORK
◦ to achieve RESULTS
Who did you involve in preparing your departmental strategic plan? ◦ Staff members as well as their union representation
◦ Staff members only
◦ Citizens or focus groups
General stuff:
Form your team and involve everyone possible, even those who give you heartburn! (we all have them)
Task people to do things◦ Keeping notes, distributing meeting
announcements, arranging for refreshments, distributing results, research, publishing info, follow up
Participation is paramount to the process
General Stuff:
Vote on everything!
To prioritize items you must implement an iterative elimination process.
Remember the Porter quote? This is where you eliminate non-value added items from your business.◦ “The essence of strategy is knowing what not to
do!” Michael E. Porter, Harvard Business School
Examples? 100 10
General Stuff:
If you are the director/manager be the last to weigh in on issues otherwise you may only get your own opinion! But you must also steer the ship before it runs aground.
Be involved, you must be part of the team too.
Do the dirty work when needed
In the development of your organization’s strategic plan did you use a outside facilitator?◦ Yes
◦ No
◦ ????
General Stuff: You can actually do all of this yourself. I do not recommend it in environment where
you may have great political pressure. Using a highly credentialed facilitator yields
creditability to your results. Choose carefully and maintain control of the
process Concerns? Expense?
Specific Components:
Identify “Realities and Challenges”◦ The problems your organization encounters
◦ The things that make you crazy
◦ You need to know what you are up against
◦ Make the giant list to refine and prioritize and refine it later once you have it all down
Specific Components:
Identify “Core Beliefs”◦ You need to know who you (as an organization) are
collectively
◦ Are you in alignment with the community and its vision (if you are not you have to make some tough decisions)
◦ You need to know who is “on the bus” (Jack Welch)
◦ De-selection is an option (Bossidy/Charan)
What did I do?
Specific Components:
Identify strategies to develop goals/plan/agenda◦ Responses to realities and challenges
◦ Specific items short and long term
◦ What does it mean to your citizen (value?)
◦ Prioritized through iterative process
◦ Blueprint for action (Action Plans)
Specific Components:
Identify priorities and what each component means to the community1. Core activity – No Choice
2. Core activity – Choice
3. Quality of life
4. Community Add-on
Ranking items in such a fashion identifies the importance and the level of requirement or need
THIS IS THE IMPORTANT STUFF!!!!
Community obligations – these are things that you must provide for like debt service and other financial or legal commitments;
Essential services – these are core businesses like road maintenance and mowing services;
Community Values and choices – these are secondary functions, wants of the community, landscaping and other amenities typically non essential and beyond basic needs or community.
It is not always so clear
Specific Components:
Develop vision/mission (know differences)
VISION MISSION
What We Want to Become Our Purpose
Core Values Core Business
Principles Goals
Means to Us Means to Citizen
Specific Components:
Review the entire plan again
Have governing board approve plan
Assign components for action
Hold everyone accountable
Monitor Progress◦ Meetings
◦ Updates
Performance measurements◦ This is another presentation . . .
Evaluate results
Do it all again regularly or fail
"The majority of men meet with failure because of their lack of persistence in creating new plans to take the place of those which fail.“ Napoleon Hill
Know your communities Define your core businesses Focus on your department’s vision Determine outcome based goals Develop strategy to meet those goals Develop annual work programs as well as
things on the horizon Monitor performance Evaluate results Celebrate successes!!
NO, we are not done yet.
If you do not have a department focused strategic plan will you be doing one within the next year?◦ Yes
◦ No
◦ ???
Assess your organization by answering the questions, analyzing your behaviors, and making the changes required to think strategically?
See handout…
Look at all of these questions and answer them all.
Where are you on the scale and what are the things you can do to improve?
What about strategic thinking?
5 minute break
Unless we agree to move on!
Over the past 5 – 10 years, our jobs have become increasingly more challenging due to growing demands, needs, and expectations.
◦ Strongly Agree
◦ Somewhat Agree
◦ Disagree
Important to create throughout organization
Requires role changes
Clear understanding of the core business
Focus & Discipline
Truth heard…Brutal facts confronted
…Impacts Ability to Provide Services
“SMUD proposes seven percent rate increase”
“Hikes in school bus
fees proposed”
“Labor, fuel costs call for
increase”
“It’s official, water service to increase rates”
“EPA proposes tougher smog standards”
“Changes in sales tax
revenue impacts
city’s budget”
Customer Expectations/Needs Increasing…
…Decreasing Budgets
Operate from business point of view
Challenge traditional thinking
Service delivery based upon customer needs
Clear understanding of core services
Understand, value, appreciate customers
Not just another governmental entity
Recognize and value partnering
Continually identify system and organizational improvements
THINK ACT INFLUENCE
Thinking Strategically is about:
Focus on “how” vs “what”
Being inclusive involving stakeholders
Leaders accepting role shift
Involve/utilize knowledge of entire organization
…..Final thoughts
5 minute break
Unless we agree to move on!
Core Services◦ What
◦ How
◦ Cost
Pen & Paper
Budgeting Tool
Customer Satisfaction
Big Idea
CapacitySupport &
Legitimacy
So what is left in the “Parking Lot”???
How did you do on the self assessment???
Where do we go from here???
Strategic Thinking Applications◦ Transportation Programming
◦ Neighborhood Traffic Management
Strategic Planning for Public Works Agencies – Bill Sterling
Strategic Thinking◦ Bruce & Langdon
Strategic Thinking…..Applications
Transportation Programming
Educate/share information
Defines transportation programs
Identifies goals & policies
Defines eligibility requirements
Defines ranking criteria
Strategic Thinking…..Applications
Neighborhood Traffic Management
Traffic Signals
Crosswalks
Speed Humps
Lower Speed Limit
Stop Signs
Traffic Investigations
Speed Surveys
Traffic Counts
Warrant Studies
Pedestrian Counts
More community
meetings
Can’t do because…
Doesn’t meet
warrants
False sense of
security
No city policy
Too many cars
Going too fast
Unsafe for children to play
Too much noise
Lowering my home value
Afraid to walk to store
Build trust
Develop partnerships
Educate/share information
Collaborative decision making
Level of service
Environmental capacity
Functional street classifications
Intersection Design
Relationship of land use to roadway capacity
Alternate modes
Traffic safety
Traffic sign and markings
Street design standards
Traffic management
Traffic calming
Traffic signal operations
Parking management
Traffic impact analysis
Speed Control
Traffic engineering roles/responsibilities
The mission of a well-run public works agency is to provide its citizens with the services they have decided to pay for, and to do it to the best of its ability, which takes planning. (Strategic Planning & Thinking) …provides a framework for public works professionals to develop a sense of mission, a vision of the future, reporting systems, operational procedures, operating plans, and strategic planning documents. Bill Sterling, Greeley, CO
Thank you for attending!
