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.


Speakers•  MikeAkillian:AmherstSelectmanandDirectoroftheCenterforStrategicGovernance.

•  DwightBrew:ChairoftheAmherstBoardofSelectmen.

•  JimO’Mara:AmherstTownAdministrator.

•  SarahMarchant:DirectorofNashua’sOfficeofCommunityDevelopmentandseniorstrategistattheCenterforStrategicGovernance.


Topics1.  Definingstrategicgovernance.2.  WhatAmhersthasachieved.

3.  Howthey’vedoneit.4.  Howstrategicgovernancesupportsmaster

planningandcapitalinvestments.

5.  Resourcesavailabletoyou.6.  Q&A


1.STRATEGICGOVERNANCEDEFINED


TheAssociaNonofGoverningBoardsofUniversiNesandCollegesrecommendsthis

approachasbestpracNceforits1,900memberinsNtuNonsand40,000individualmembers.

STRATEGICThinking+OperaNonalGOVERNANCE=

STRATEGICGOVERNANCE

AppliedLeadershipforMunicipaliNesandSchools


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


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.


APhilosophyofStrategicGovernance•  Theroleofstrategicgovernanceisnotjusttocreatea

strategicplanbutadesiredfuture.Envisionthatfuture,andmanagethepresenttogetthere.

•  NostaNcplan,howeverstrategic,canassuresuccessinaconstantlychangingenvironment.RefreshthinkingandacNonsatleastannually.

•  PeopleatalllevelsconstantlymaketacNcaldecisionsthathavestrategicconsequences.Involveandeducatethem.

•  Deploystrategicthinkingandleadershiptoolsforusebyeveryone.Integrateandapplythem.


HallmarksofThisApproach•  Isrootedinmeaningfuldata.

•  Isaboutstrategicthinking,notjustplanning.•  Reinforcesthemunicipality’scultureandvalues.

•  Empowersallinvolvedtodotheirbest.

•  LinksthestrategicwiththeoperaNonalandmeasurable.

•  IsarepeatableprocessthatcommuniNescanlearntodoontheirown.


Phasedprocessandworkflow

WorkPlan

OperaHonalGovernance

StrategicThinking*


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


Tracking≠Goal-SeZng≠Outcomes•  TrackingisretrospecNve.•  GoalseZngisprospecNveanddefinesintent.

– Goalsasinputs/investments

– Goalsasoutcomes

•  Human-centeredoutcomesdirectlybenefiNngkeyconsNtuentsshouldbethefocus.


GoalsCanbeInputsandOutcomes

•  Addanewpoliceofficer.

•  IncreasetheDPWbudgetby$2.4millionannually.

•  Acquireaccountsreceivablesopware.

•  InsNtutefull-daykindergarten.

•  Reducepropertycrime15%.

•  By2030,70%ormoreofAmherstroadsareratedgoodaccordingtoindustrystandardPCIindex.

•  MaintainataxcollecNonrateofgreaterthan94%.

•  Preparechildrenforsuccessinthefirstgrade.

Inputs Outcomes


DashboardsforEachPartoftheCycle


ElementsofaSoundStrategicPlan•  Mission–WhytheorganizaNonexists(enduringpurpose).

•  Vision–HowthemissionwillbeachievedoverNme.

•  Outcomes–ConsNtuent-centeredresultstobeachieved.

•  Investments–IniNaNves/resourcestoachieveoutcomes.

•  StructuresandStaffing–Howtoorganizetodowork.

•  OperaHonsandProcedures–BestpracNces.•  Schedule–Timelinetoachieveplannedoutcomes.


2.WHATAMHERSTHASACHIEVED


Issues•  PriortoadopNngstrategicgovernancein2013,Amherst’stowngovernmentenduredthreedefaultbudgetsinfiveyears.

•  LackofclearlydefinedissuesandoutcomesmadejusNfyingacNonsandbudgetsdifficult.

•  CiNzensperceivedalackoftransparency.•  Micro-management,ratherthanstrategicgovernance,wasthenorm.


AcNons•  TheselectmenembracedstrategicgovernanceinApril2013.

•  Towndepartmentsdevelopedstrategicplansinfourmonths(May-August).–  Fire,Police,EMS,DPW,

–  CommunityDevelopment,RecreaNon,Library,

–  TownClerk,TownOffices(administrator,Tax,Finance)

•  TheyusedthestrategicthinkingasthebasisformulN-yeariniNaNves,operaNonalplans,andbudgets.

•  PresentedtheirplanstotheBOSinSeptemberasbasisfortheirproposed2014-15annualoperaNngplanandbudget.


AcNons•  Providedathree-fouryearbudgetwindowtocovermulN-yearstrategiciniNaNves.

•  Usedreal-Nmetoolstoshowtradeoffsandimpacts.

•  CommunicatedwithciNzens.

•  BeganmeasuringandreporNngprogresstowardskeygoalsviaquarterlydepartmentalupdatestotheBOS.


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


OverallImpact•  Since2014,allannualbudgetshavepassedbya2:1or3:1margin.

•  Ofthe68arNclesproposedfrom2014to2017,60havepassedbya2:1or3:1margin.

•  Of13arNclesproposedin2017,!  4passedbyamarginof2:1

!  6passedbyamarginof3:1

!  2passedbyamarginof4:1

!  1passedbyamarginof7:1©2017CenterforStrategicGovernance

OverallImpact


AmherstconNnuestoinvestinservices,whilemaintainingthe7thlowestmunicipaltaxrateofall31HillsboroughCountymunicipaliNes.

OverallImpact•  MunicipalgovernmentisdeliveringexcepNonalvaluefortaxpayers.

•  ResidentsfeelthetownisprovidingexcellentservicesandperformingtheirduNeswell.

•  ResidentsalwaysknowwherethingsstandandtheunderlyingraNonaleforgovernmentdecisions.


OverallImpact•  Moreauthorityandresponsibilityhasshipeddowntodepartmentheads.

•  MoreNmelyinformaNonflowsuptothetownadministratorandselectmen.

•  Everyoneisfulfillingtheirstatutoryrole.•  TownofficialscommunicateopenwithciNzens.

•  Strategicgovernanceisbeingadoptedbyothertowncommiuees,commissions,andboards.


3.HOWAMHERSTHASDONEIT


ANewExperience•  Formanyoftheselectmenanddepartmentheads,thiswasanewexperience.

•  Becausetheprocessisrepeatedannually,wedidn’tfeelwehadtobeperfectthefirstNme.

•  Rather,wewouldconNnuallyimprovetheprocessandresultseveryyear.


DepartmentsLookedVerNcally•  Eachdepartmentdevelopeditsplans,iniNaNvesandproposedbudgetsbyfollowingtheprescribedorderof10workacNviNes.

•  Thisenabledthemtoapplytheirexperience,judgmentandinsightsinanorderedway:1.  Chroniclingpastdemandandperformance.

2.  AnNcipaNngfutureciNzenneedsalongwithlikelyimpactsfromexternalsources.

3.  Reshapingdepartmentalservicesandrelatedinvestments.

4.  Managingday-to-dayoperaNonstogettargetedresults.


SelectmenLookedHorizontally•  SelectmenpaidauenNontobroadhorizontalcategoriesthatshapethe

qualityoflifeinAmherstandassesseddepartmentalplansinthatcontext.Theseinclude:

–  Publichealth&safety(Police,Fire,EMS)

–  Infrastructure/BuiltEnvironment

–  FinancialCondiNon–  Community/EconomicDevelopment

–  TownCharacter–  Environment/Landscapes

–  Historic/Heritage–  Housing–  RecreaNon–  EducaNon(mainlythepurviewoftheschooldistricts)


SomeKeyElements•  EnvironmentalScan–areviewofeconomic,social,poliNcal,

technological,demographic,…changeslikelytoimpactthemunicipality.Includespeeranalysis.

•  SWOTAnalysis–Anassessmentofstrengthsandweaknesses(internal)aswellasopportuniNesandthreats(external)withwaystocounterweaknessesandthreats.

•  Dashboards–AsetofdisplayedmeasurableoutcomesthatdrivedecisionsandacNonsoverNme.

•  StrategicIniHaHves–NewkeyacNviNesandrelatedinvestmentsneededtoachieveproposedoutcomes.


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.


RecreaHonDepartmentVisionDashboard

Acarage

0

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30

40

50

60

FY14 FY15 FY16 FY17 FY18 FY19 FY20

INCREASEPARKANDRECREATIONFACILITIESAVAILABLETOCITIZENS

0

1000

2000

3000

4000

5000

6000

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

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6000

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FY14 FY15 FY16 FY17 FY18 FY19 FY20

GateUsers SeasonPass


TaxDepartmentVisionDashboardTAXLIENS–DOWNWARDTREND

DRA-COEFICIENTOFDISPERSIONRATING CYCLICALREVIEWOFASSESSMENTDATA


PoliceDept.VisionDashboard


StrategicBudgeNng

Withspecializedtools,governmentofficialscanassessinrealNmetheimpactofcombinaNonsofproposedstrategiciniNaNves.


Real-TimeTaxImpactAnalysis


©2017CenterforStrategicGovernance strat-gov.com

SeewhatAmherstdepartmentheadsthinkofstrategicgovernanceandtheirexperienceusingit.

ConsistentThemes

•  Sharedvalues•  Decisionmakingframework

•  BroaderperspecNve•  ClearraNonale•  Transparency

•  Beuerdecisionmaking

•  Fiscalaccountability•  CiNzen-focusedoutcomes

•  EffecNvecommunicaNon

•  Ongoingvotersupport


HOWSTRATEGICGOVERNANCESTRENGTHENSMASTERPLANNINGANDCAPITALIMPROVEMENTSPLANNING.


MasterPlans–NHRSA674:2

!  TransportaNon!  CommunityFaciliNes

!  EconomicDev.

!  NaturalResources!  NaturalHazards!  RecreaNonUNlity&Public

Service

!  Cultural,Arch&Historical

•  TwoRequiredChapters:VisionandLandUse•  OpNonalChapters:

!  RegionalConcerns!  NeighborhoodPlan!  CommunityDesign

!  Housing!  ImplementaNon

!  Energy!  CoastalManagement


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…”


MasterPlan&StrategicThinking•  StrategicGovernance=largerframework

– VisionChapter•  MissionandVisiondefinedinStrategicPlan

•  ToolsHistorical,VisionandCurrentDashboards•  Human-centeredoutcomes

– LandUseChapter•  Bridginglandusegoalsandoutcomes

– WhattoAchieve


GoalsvsDatabasedOutcomesGOAL:DiversifyTaxBase

OUTCOME:

2013-IncreasetotalcommercialandindustrialpropertyvaluaNonfrom12.2%to14%

2017–UnderstandcostsofinstallingsewertoC/IcorridortoallowcommunitytobalancecostsofservicesvsincreaseinvaluaNon.

GOAL:PreserveCharacter

OUTCOME:

2013–Increasepreservedopenspacefrom13%to18%oflandarea

2017–AcNvelymanagepreservedopenspaceincludingwoodlands,grasslands,wetlands,wildlifecorridorsandagriculture.


CIP&OperaNonalGovernance•  CIP=HowtoAchieveIt•  Providesatleast6yr(RSA674:5)prospecNvebudgeNngtool

•  IncludesallcapitalprojectsfrommunicipalandSchoolDistrict(s)

•  CurrentyearbecomesasubsetofannualStrategicBudgeNngprocess

•  MovesfromplantoimplemenNngsuccess!


5.RESOURCESAVAILABLETOYOU


CenterforStrategicGovernance•  NHspends$3billionperyearintaxes.

– $1billionfundsmunicipalgovernment.

– $2billionfundsschools.•  Strategicgovernancecanhelpensurethatthosedollarsarebeingspentorsavedwiselytodelivervaluetotaxpayers.


TheCenter’sGoal•  MakestrategicgovernanceavailabletomoremunicipaliNesandschoolsystemsatlowcost.

1.  HaveservicesprovidedbystateorganizaNonsaspartoftheirporyolioofservices.

2.  CreateonlinematerialsthatcommuniNescanuseontheirown.

3.  Providetailoredservicesdirectly.


DISCUSSIONANDQ&A


BenefitsofStrategicGovernance

■  Addressesimmediateandnear-termtacNcalissueswithinabroaderstrategicvision.

■  BecomespartoftheoperaNonallifeofthecommunity.

■  Assuresthatgovernancefitsthecommunity’sculture.

■  Educatesandengagesmajorstakeholders.

■  MeasuresprogresstowardciNzen-focusedoutcomes.

■  Helpsframeandauainadesiredfuture.


BUILDINGSTRONGERVOTERSUPPORTFORYOURBUDGET

WITHSTRATEGICGOVERNANCE

NHMACONFERENCENOVEMBER2017

HELPINGMUNICIPALITIESACHIEVEADESIREDFUTURE

helping municipalities achieve a desired future

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