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City of Stoughton

City of Stoughton . Budgeting for Outcomes. What is Budgeting for Outcomes?. A completely different approach to public budgeting Most important goal: spending in the best way to maximize results within the money we have to spend Focusing on what to “buy” not what to “cut”

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City of Stoughton

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  1. City of Stoughton Budgeting for Outcomes

  2. What is Budgeting for Outcomes? • A completely different approach to public budgeting • Most important goal: spending in the best way to maximize results within the money we have to spend • Focusing on what to “buy” not what to “cut” • No base budget/doesn’t start with last year’s budget • Citizens and their priorities first • Discuss, decide how best to achieve the Priorities • Purchase activities based on contributions to Priorities Budgets are about buying Results for Citizens, not just paying for programs 2 2

  3. Goal Statement from Mayor Olson We will identify all revenue sources and utilize citizen input to prioritize not only services but levels of service. We will continue to provide quality services in a fiscally responsible manner necessary to maintain a comfortable, safe and healthy community.

  4. To achieve that goal we will: • Align the City budget with Citizen priorities • Focus our limited resources on the services that provide the best outcomes for Citizens • Prioritize our services and spend within our means

  5. What are “Priorities”? • Results that the public needs and expects, articulated as community conditions: Stoughton’s citizens need and expect 1. A stable, self-sufficient economy 2. A safe, healthy and secure community 3. A citizen-focused, well-run government 4. An attractive, welcoming community that values arts and culture

  6. Responsibilities of the Results Teams Represent citizens and the results citizens expect Understand the Priorities and identify indicators Develop a Request for Results that includes: Statement of the Priority as a citizen-basedstatement Key Performance Indicators – How do we measure success in relation to the Priority outcome? Cause and Effect Map – What causes the Priority outcome to happen? Purchasing Strategies/Ranking Criteria Statement of Request for Results Evidence of cause and effect links

  7. Progress to Date • Citizen input solicited • Priorities identified • Community Level Indicators created • Cause and Effect analysis conducted by Priority Teams • RFRs prepared by Priority Teams

  8. Request for Results BFO Results Teams Present:

  9. Priority I want to live in a community that has a stable, self-sufficient, local economy.

  10. REQUEST FOR RESULTS

  11. Indicators for Success

  12. Indicator 1: Improved Business Attraction and Retention

  13. Indicator 2: Improved and Strengthened Residential Workforce

  14. Indicator 3: Increase in effective partnerships that address economic needs

  15. Indicator 4: “User friendly” Business Environment

  16. 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.

  17. Statement of Request for Offers BUSINESS READY SITES Assist the City in purchasing and developing or redeveloping land for business use. Expand & develop info and energy resources BUSINESS SUPPORT RESOURCES & INFO ACCESSIBILITY Embrace the City’s Comprehensive Plan and the Vierbicher Economic Development Strategies. Encourage a designated liaison/group to serve as guide during Business start-up & recruitment Provide focused consultation processes for business related applications, i.e. point person, info packet

  18. INCENTIVES FOR BUSINESS & GROWTH • Include incentives, financial support for business development and development • Encourage job creation by reducing regulation & taxation barriers • Ease development process & rules to decrease burden on start-up businesses… • DIVERSITY OF BUSINESS • Develop and communicate a long-term vision of a sustainable and diversified economy and community. • Attract new investment, jobs and payroll by becoming a hub for warehousing, wholesaling and product distribution

  19. MARKETING STOUGHTON’S ASSETS • Market the unique qualities and strengths of Stoughton to businesses and visitors – Art as business, cultural heritage and strong municipal utilities. • A VARIETY OF SINGLE-FAMILY HOUSING OPPORTUNITIES • Encourage the development of a variety of affordable, single-family housing. • SUPPORT FOR LIFELONG EDUCATION • Value and promote lifelong learning opportunities including all levels of education – childhood education, job and career training, continuing education. • Encourage our community to become a regional center for training & education

  20. EXISTING & NEW PARTNERSHIPS • Leverage, create and support strong local and regional partnerships that improve economic health. • CONNECTIONS WITH SUPPORT FOR LOCAL BUSINESSES • Promotes Stoughton as a viable & advantageous place to do business • Strengthen relationships between local businesses, City of Stoughton & Chamber • STOUGHTON’S ROLE WITHIN REGIONAL ECONOMY • Identify, asses and promote Stoughton’s role within the regional economy (Dane, Rock, Green Counties and beyond)

  21. RESPONSIBLE PLANNING & GROWTH • Implement the Vierbicher Economic Development Strategy and City’s Comprehensive Plan RELIABLE INFRASTRUCTURE • Create easy, effective access to businesses that integrate mobility • Create locational advantages through new infrastructure such as fiber optics and broadband availability • Provide reliable and efficient energy for all current and future businesses • Make us competitive with neighboring markets in terms of energy resources for businesses

  22. TEAM 3I want to live in a Safe, Healthy and Secure community.

  23. Indicators for Success • Crime Indicator • Fire Indicator • Citizen Involvement • Environmental Indicator • Health Awareness • Code Enforcement

  24. Purchasing Strategies • Adequately maintain the public safety system through technology, enforcement, communication and well-trained, equipped personnel. • Promote accessibility to health-based outreach, educational and recreational opportunities. • Maintain facilities, streets and utility infrastructure as a key approach to injury and illness.

  25. Purchasing Strategies Continued • Advocate for and engage in community prevention strategies that span multiple generations and vulnerabilities. • Engage in public and private partnerships that cooperate in promoting citizen-based health and safety opportunities.

  26. RFR Highlights • Public Safety • Community Involvement and Partnerships • Health Promotion

  27. TEAM 4 “I want to live in a communitywith a citizen-focused,well-run government.”

  28. Major Indicators • Indicator 1: Improved Financial Stability • Indicator 2: Improved Citizen Satisfaction • Indicator 3: Improved Employee Satisfaction • Indicator 4: Increased Citizen Participation

  29. Purchasing Strategy 1: Maximize effective leadership at all levels.

  30. Purchasing Strategy 2: Purchasing Strategy 2: Promote initiatives that will secure financial stability.

  31. Purchasing Strategy 3: Purchasing Strategy 3: Promote or maximize effective communication between elected officials, city employees and citizens.

  32. Purchasing Strategy 4: Purchasing Strategy 4: Maximize efficiencies through the demonstration of utilizing internal and external partnerships.

  33. Purchasing Strategy 5: Purchasing Strategy 5: To promote a common vision for managerial success.

  34. Purchasing Strategy 6: Purchasing Strategy 6: Promote initiatives that allow and maintain a knowledgeable and experienced staff.

  35. We are seeking proposals that will maximize effective leadership at all levels. We are seeking offers that will promote initiatives to secure financial stability. We are seeking offers that will promote or maximize effective communication between elected officials, city employees and citizens.

  36. We are seeking offers that will maximize efficiencies through the utilization ofinternal and external partnerships. We are seeking offers that will promote strong, successful city management. We are seeking offers that will promote initiatives that allow for and maintain a knowledgeable and experienced staff.

  37. THE CITIZENS OF STOUGHTON WANT • AN ATTRACTIVE, WELCOMING COMMUNITY • THAT VALUES ARTS AND CULTURE

  38. BREAKING DOWN THE PRIORITY • ATTRACTIVE COMMUNITY • THOUGH MANY THINGS ARE ATTRACTIVE TO CITIZENS, TO PREVENT OVERLAP WITH OTHER TEAM’S PRIORITIES, OUR FOCUS IS ON MAINTAINING/ENHANCING THE ATTRACTIVENESS OF PUBLIC AND PRIVATE PROPERTY SUCH AS STREETS, PARKROWS, PATHS, SIDEWALKS, PARKS, BUILDINGS & PROPERTIES.

  39. 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.

  40. 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.

  41. 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.

  42. EVIDENCE PROVIDED THE FOUNDATION FOR OUR STRATEGIES: • Appreciative Inquiry Report • Comprehensive Plan Survey (2003) • “First Impressions” Program

  43. ATTRACTIVE, WELCOMING COMMUNITY THAT VALUES ARTS AND CULTURE

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