BUDGETING FOR OUTCOMES Results Teams Present:
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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
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
Priority I want to live in a community that has a stable, self-sufficient, local economy.
REQUEST FOR RESULTS
Indicators for Success
Indicator 1: Improved Business Attraction and Retention
Indicator 2: Improved and Strengthened Residential Workforce
Indicator 3: Increase in effective partnerships that address economic needs
Indicator 4: “User friendly” Business Environment
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.
Statement of Request for Offers
• 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.
â€˘â€Ż 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.
TEAM 3 I want to live in a Safe, Healthy and Secure community.
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.
RFR Highlights u Public
Involvement and Partnerships
TEAM 4 “I want to live in a community with a ci2zen-‐focused, well-‐run government.”
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 1:
Maximize eﬀec3ve leadership at all levels.
Purchasing Purchasing SStrategy trategy 22: :
Promote ini2a2ves that will secure ﬁnancial stability.
Purchasing Purchasing SStrategy trategy 33: :
Promote or maximize eﬀec2ve communica2on between elected oﬃcials, city employees and ci2zens.
Purchasing Purchasing SStrategy trategy 44: :
Maximize eﬃciencies through the demonstra2on of u2lizing internal and external partnerships.
Purchasing Purchasing SStrategy trategy 55: :
To promote a common vision for managerial success.
Purchasing Strategy 6:
Promote ini2a2ves that allow and maintain a knowledgeable and experienced staﬀ.
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.
THE CITIZENS OF STOUGHTON WANT AN ATTRACTIVE, WELCOMING COMMUNITY THAT VALUES ARTS AND CULTURE
TEAM 51 MEMBERS KRISTI HUND RICHARD KITTLESON HOLLEE CAMACHO PAT O’CONNOR MICHAEL STACEY
SCOTT WEGNER BARB VEUM ROGER STRANDLIE SARAH CARLSON
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
ATTRACTIVE, WELCOMING COMMUNITY THAT VALUES ARTS AND CULTURE
PLEA S E PU
OUT O F
• Public Property Appearance • Private Property Appearance
• Arts & Culture • Park & Open Space Amenities
• Events & Celebrations
• Citizen Involvement/Interaction
• Unique Community Identity
• Public-Private Partnerships
• Attractive Gateways
• Effective Communication
• Defined Neighborhoods
- Image/First Impression - Participation Levels
- Community Engagement - 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.
Tuesday and Wednesday, April 26 & 27 } EMS Training Room } TUESDAY: }
◦ 2 Hour Group Training Session – ALL
TUESDAY & WEDNESDAY
◦ 2 hour individual Dept trainings ◦ Please sign up for a time slot.