Slide 1 of 55 Darrel L. Thomas, Assistant City Manager/COO City of Weston, Florida Florida...

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Jazzing Up ThatOld Strategic Plan!

Darrel L. Thomas, Assistant City Manager/COOCity of Weston, Florida

Florida Government Finance Officers AssociationAnnual Conference

Wednesday, June 26th, 2013Boca Raton Resort and Club

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What we’ll cover:• Why have strategic and financial plan?• How to get started?• How to get coordinate input from

departments?• How to sell management?• How to sell elected officials?• What to do when its complete?

Jazzing Up That Old Strategic Plan!

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What in the world do I need

a plan for?


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So how do I get started?


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Gather up all your data.


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Consolidate the data into one, useful tool called a...


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Develop some

assumptions going forward.


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Press the button.


Wait not that one!

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Yes, that one!


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And voilà!

It should look

something like this…


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Jazzing Up That Old Strategic Plan!General Fund

Summary by Function

Beginning Unreserved Fund Balance $50,234,900 $50,554,469 $7,040,408 $6,530,628 $6,611,848 $6,370,548 $5,975,108 $5,540,828 $5,024,988 $4,325,568 Beginning Unreserved Fund BalanceBeginning Designated Fund Balance $0 $1,019,636 $861,792 $1,064,592 $1,087,992 $1,125,192 $1,293,892 $1,585,292 $1,728,992 $816,992 Beginning Designated Fund BalanceBeginning Credit Reserve Fund Balance $0 $0 $7,025,400 $7,040,480 $6,772,360 $7,170,860 $7,566,300 $8,000,580 $8,516,420 $9,215,840

Beginning Credit Reserve Fund Balance

Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed ProposedResources FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Resources

Locally Levied Taxes $24,727,800 $26,858,000 $27,410,900 $27,629,400 $28,796,900 $30,559,000 $32,696,400 $34,887,200 $37,311,900 $39,902,500 Locally Levied TaxesLicenses & Permits $688,100 $679,300 $500,700 $796,300 $796,300 $833,600 $833,600 $872,700 $872,700 $913,800 Licenses & PermitsIntergovernmental Revenue $4,387,100 $3,803,100 $3,832,900 $3,891,000 $4,007,400 $4,127,400 $4,250,900 $4,378,200 $4,509,200 $4,644,100 Intergovernmental RevenueCharges For Services $1,724,600 $1,520,000 $2,481,000 $1,697,600 $1,740,100 $1,769,200 $1,799,400 $1,870,700 $1,903,300 $1,953,900 Charges For ServicesFines & Forfeitures $315,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 Fines & ForfeituresMiscellaneous Revenue $100,000 $100,000 $245,000 $245,000 $245,000 $245,000 $245,000 $245,000 $245,000 $245,000 Miscellaneous RevenueInvestment Income $2,289,400 $200,000 $300,000 $300,000 $303,000 $306,000 $309,000 $312,000 $315,100 $318,200 Investment IncomeOther Financing Sources $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Financing SourcesUse of Fund Balance $2,378,300 $43,801,200 $0 $0 $0 $0 $0 $0 $0 $0 Use of Fund Balance

Total Resources $36,610,300 $77,121,600 $34,930,500 $34,719,300 $36,048,700 $38,000,200 $40,294,300 $42,725,800 $45,317,200 $48,137,500 Total Resources

Expenditures Expenditures

City Commission $105,900 $112,900 $104,000 $99,600 $101,000 $102,500 $104,100 $105,700 $107,400 $109,200 City CommissionCity Manager's Office $1,382,600 $1,308,400 $946,700 $1,059,100 $1,065,400 $1,125,100 $1,188,200 $1,254,700 $2,474,900 $1,399,000 City Manager's OfficeCity Attorney's Office $810,000 $810,000 $831,300 $853,400 $896,200 $941,100 $988,300 $1,037,800 $1,089,800 $1,144,400 City Attorney's OfficeAdministrative Services $2,882,500 $2,835,400 $2,701,300 $2,385,700 $2,390,900 $2,515,300 $2,646,200 $2,783,700 $3,078,500 $3,080,800 Administrative ServicesPublic Safety $16,153,100 $17,901,500 $18,830,100 $18,108,600 $19,322,700 $20,722,000 $22,199,500 $23,676,900 $25,310,900 $27,459,200 Public SafetyCommunity Development $1,679,500 $1,660,400 $1,406,600 $1,610,800 $1,636,600 $1,573,100 $1,652,400 $1,735,400 $1,822,700 $1,914,100 Community DevelopmentCommunity Services $11,167,300 $10,572,200 $10,402,400 $10,765,600 $10,441,500 $10,852,400 $11,224,200 $11,987,900 $12,345,000 $13,016,900 Community ServicesTransfers Out $0 $39,218,400 $0 $0 $0 $0 $0 $0 $0 $0 Transfers Out

Sub-Total $34,180,900 $74,419,200 $35,222,400 $34,882,800 $35,854,300 $37,831,500 $40,002,900 $42,582,100 $46,229,200 $48,123,600 Sub-Total

Reserves Reserves

Excess Revenue Capture $2,314,400 $2,314,400 ($494,700) ($186,900) $157,200 $0 $0 $0 $0 $0 Excess Revenue CaptureOther Designated Reserves $115,000 $388,000 $202,800 $23,400 $37,200 $168,700 $291,400 $143,700 ($912,000) $13,900 Other Designated Reserves

Sub-Total $2,429,400 $2,702,400 ($291,900) ($163,500) $194,400 $168,700 $291,400 $143,700 ($912,000) $13,900 Sub-Total

Total Expenditures and Reserves $36,610,300 $77,121,600 $34,930,500 $34,719,300 $36,048,700 $38,000,200 $40,294,300 $42,725,800 $45,317,200 $48,137,500 Total Expenditures and Reserves

Ending Credit Reserve Fund Balance $0 $7,025,400 $7,040,480 $6,772,360 $7,170,860 $7,566,300 $8,000,580 $8,516,420 $9,215,840 $9,624,720 Ending Credit Reserve Fund BalanceEnding Designated Fund Balance $0 $507,636 $1,064,592 $1,087,992 $1,125,192 $1,293,892 $1,585,292 $1,728,992 $816,992 $830,892 Ending Designated Fund BalanceEnding Unreserved Fund Balance $47,971,600 $45,843,469 $6,530,628 $6,611,848 $6,370,548 $5,975,108 $5,540,828 $5,024,988 $4,325,568 $3,916,688 Ending Unreserved Fund Balance

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The lack of

visibility was not

by accident!

Haha!!


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Let’s take a step

backwards for a

moment.


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Perform a SWOT Analysis


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StrengthsWeaknesses

OpportunitiesThreats


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StrengthsWhat do you do well?Relative AdvantagesInternal


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City of Weston Strengths• Location (Proximity to major highways, cities,

airport, seaport)• Age (Relatively new infrastructure)• Organizational Structure (Contract-style)• Reserves (Always good to have some!)• Demographics (Young, culturally diverse, higher

than median education and incomes)• Technology (Staying current allows max

productivity)


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WeaknessesWhat do you not do well?Relative DisadvantagesInternal


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City of Weston Weaknesses

ZERO, NONE, NADA, NIL, ZILCH


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City of Weston “Hypothetical” Weaknesses

• Location (Close proximity to Everglades, levies, and major highways)

• Organizational Structure (Very flat - not a lot of depth, some contractors have other clients to serve, individuals are re-allocated, coordination and/or communication sometimes difficult, policies and/or procedures are not always documented)


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OpportunitiesWhat could you exploit?ProspectsExternal


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City of Weston Opportunities• Consolidation/regionalization/privatization of

services• Expansions at the airport and seaport• Enhancements along I-595 and I-75• Consolidation of E-911 system in Broward

County• Dissolution of the Resource Recovery Board


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ThreatsWhat could trouble you?DangersExternal


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City of Weston Threats• “A” - THE STATE LEGISLATURE• “B” - THE GOVENOR• “C” - ALL OF THE ABOVE!!• Healthcare, pension & OPEB costs• Demographics – changes in service demands

• And oh yeah…


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Use your SWOT Analysis along with

other information and data trends to develop your assumptions of

future outcomes.


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What do you do with all

this informatio

n?


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Let’s fast forward

for a moment.


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A Capital Improveme

nt Plan (CIP) forces

you to project

your entire plan out

10+ years.


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Meet with stakehold

ers to develop a

list of capital items.


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Meet in a smaller group of senior

management to

prioritize the list of capital

items.


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Develop funding sources and integrate the

projects into your projection starting with the highest priority projects

first.


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Integrate debt service

payments or reserve accruals (“pay go”) into

the Plan.


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If it goes well it should look like this…


Cute isn’t it?

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At this point you should have:• A 10-year projection of operating revenues

and expenses• A SWOT Analysis – most helpful in forecasting

and crisis prevention management• A 10-year CIP with estimated start and

completion dates, funding sources, debt service payments, reserve accruals, etc.

• What else would it help to have??


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Just kidding! Instead how about?:

• A Reserve Schedule listing minimum, maximum and desired reserve amounts to support your reserve accrual calculations.

• An Assumptions Schedule listing the trend estimates used in the 10-year projection.

• Key financial policies supporting the decisions incorporated into the Plan.


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Now the money pitch...


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Hold a workshop with your elected officials.


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Every elected official’s biggest concern is always…


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Make sure you’ve

projected taxes in a

smart, responsibl

e manner…


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This is easier to sell…

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Then meet with each elected official

individually.


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Make minor accommodatio

ns where appropriate.


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Get the elected

officials to accept or adopt the

Plan.


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And you’re done!!

Well, not quite…


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What do you do

with this Plan?


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You could use the Plan in:• The budget process - supports annual budget

decisions such as changes in tax rates, projects, debt issuance, etc.

• Preparation for future Threats• Communicating the organization’s future

with the public and future elected officials• Evaluating the effectiveness of the

organization in meeting its long-range objectives and challenges


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Once you complete one successfully be prepared

to…


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The City of Weston’s Strategic Value and Business Plan is on the City’s website at:

WWW.WESTONFL.ORGCheck the Finance Department page


http://www.westonfl.org/

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It’s over. No REALLY, it is!

Bye

Ciao!

Aloha

Au revior

Arrivederci

Sayonara

Slide 1 of 55 Darrel L. Thomas, Assistant City Manager/COO City of Weston, Florida Florida...

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