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Implementation Framework. August 7, 2009. Keys to Success, Fatal Flaws. Keys to Success. Fatal Flaws. Organizational readiness Clarified and cascaded goals/objectives: top to bottom , bottom to top Commitment from the all staff to a strategic planning schedule
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Prepared by M3 Implementation Framework August 7, 2009
Keys to Success, Fatal Flaws Keys to Success Fatal Flaws • Organizational readiness • Clarified and cascaded goals/objectives: top to bottom , bottom to top • Commitment from the all staff to a strategic planning schedule • Facilitate effective decision making, top to bottom, bottom to top • Connecting with HR evaluation process • Lack of dedicated resources • Lack of identified funding • Canceling strategy sessions • Strategic plan is seen as additive instead guiding • Lack of implementation at staff level • Not applicable or relevant at the staff level
What we need to do next • Establish an implementation schedule that we can get behind. • Complete the plan with department objectives, measures, timelines, and action items. • Resource the objectives – time and people. • Establish the overall strategic plan manager to manage the process. • Communicate the plan to the community.
Strategic Plan Framework Where? Why? What? What? How? How?
Public Services Drilldown: Supports the Strategic Themes in Red #1 Ensure a Safe and Secure Community #2 Preserve Our Sense of Place #3 Proactively plan our land Use, Infrastructure and connectivity. Unite land use with function. #4 Protect our Natural and Energy Resources. #5 Foster a Vibrant Economic Environment #6 Operate an Accountable, Responsive and Engaged City Government #7 Be the employer of choice
Public Services Drilldown: Supports this City-wide Goal #5 Foster a Vibrant Economic Environment Re-establish downtown as the City’s civic and cultural center. Actively drive and invest in a regional approach to economic development. Continue to develop Las Cruces as a tourist destination.
Public Services Drilldown: Department-specific objective #5 Foster a Vibrant Economic Environment. Continue to develop Las Cruces as a tourist destination. • Continue marketing the city as a tourist hub. • Maximize opportunities presented by Space Port America.
Public Services Drilldown: Team-specific objective #5 Foster a Vibrant Economic Environment Continue to Develop Las Cruces as a Tourist Destination • Maximize opportunities presented by Space Port America • Co-branding City with Space Port.* • Look into developing educational/informational tours with MVEDA, Space Port America.* *m3 placeholders for example.
Department Perspective: Objectives Lead by Public Service • Ensure cultural amenities and opportunities for the community members such as after school programs, youth recreation, senior programs, museum, library, etc. • Facilitate connectivity and reduce congestion by maintaining an effective transportation infrastructure. • Re-establish downtown as the City’s civic and cultural center. • Actively drive and invest in a regional approach to economic development. • Continue to develop Las Cruces as a tourist destination. • Ensure the efficiency and effectiveness of our work by aligning resources with community priorities. • Engage citizens and stakeholders to increase their participation, cooperation, and support. • Build and maintain an engaged and effective workforce. • Increase staff engagement and recognition. • Foster professional development through education, training and awareness. • ……
Team Member Perspective: John Smith’s Objectives* • Identify internal and external costs and logistics associated with shuttle service to the Space Port. • Work with PIO to ensure the co-branding material is implemented in appropriate departments. • Review annual strategies of MVEDA and ensure all departments roles are clearly defined. *m3 placeholders for example.
Establishing your Implementation Schedule – Roles and Responsibilities
Implementation Cycle Strategy Manager Holds Data for Reports
Council and Community Strategy Update: Quarterly Time Frame Implementation Cycle: Monthly Activity Strategy Manager Strategy Manager Exec. Meeting 1 Department A Department B Exec. Meeting 2 Department C Department D MONTH 1
Council and Community Strategy Update: Quarterly Time Frame Implementation Cycle City Manager’s Quarterly Report to Councillors Strategy Manager Compiles Performance Indicators And Data Needed by City Manager Exec. Meeting 1 Department 1 Department 2 Exec. Meeting 1 Department 9 Department 10 Exec. Meeting 1 Department 5 Department 6 Exec. Meeting 2 Department 11 Department 12 Exec. Meeting 2 Department 7 Department 8 Exec. Meeting 2 Department 3 Department 4 MONTH 1 MONTH 2 MONTH 3
Strategy Manager Actions Monthly Action Step 1: Cue semi-monthly strategy updates for the executive staff meetings. Two departments to report at each. Quarterly Action Step 1: Update progress of city-wide performance indicators. Step 2: Work with City Manager to Submit Full Strategic Plan with Status to Council and update on website.
Directors Actions Monthly ActionHold strategy update with your department staff team. Quarterly Action Step 1: Update progress of your department’s goals and review progress of your team members’ goals. Step 2: Bring your departments’ Action Plan to your assigned Executive strategy meeting. Step 3: Implement tactics to keep your part of the plan relevant and executable.
Team Member Actions Monthly Action Step 1: Monthly strategy alerts arrive in your email. Step 2: Update progress of your goals/objectives by the 5th of each month. Step 3: Bring your Action Plan report to your teams’ monthly strategy meeting. Step 4: Update your goals/objectives after the meeting if required.
Previous plan, June 2008 Phase 2: Strategy Work Sessions (May) Phase One: Internal & External Assessment (April) Phase 3: Budget & HR (June) Ongoing Phase 4: Implementation Methodology (June)
Thematic Arrangement Key & Descriptions Strategic Theme (1) • City-wide Goal (2) • Goal Statement/Objectives (3) 1. Strategic Themes: (headers) The strategy map at the top of the document is used to visually communicate the strategic direction of the City. These strategic themes are given relevance according to work that has been done combined with data from current assessments. 2. City-wide Goals: (bolded statements). These are the city-wide goals. These are “big” enough to warrant a goal, but specific enough to explain what we want to accomplish. Measures and targets will be identified for these goals. 3. Goal Statements/Objectives: (bullets) These are department-level identifiers. These will encompass historical insight to ensure track-ability and execution. For these we are guided by the concept of SMART (Specific, measurable, achievable, responsible department, time bound) measurements.
