Corporate Annual Strategic Plan by fsk14782


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									   2005 UBCM Community Excellence Award Nomination               District of Pitt Meadows   June 20, 2005


The District of Pitt Meadows business planning and annual reporting process is ultimately a cycle
of continuous improvement. Essentially, the project began with the creation of a corporate
strategic plan which set the direction for subsequent business plans and all other organizational
and individual work plans. All plans are aligned with the corporate strategic plan, and as such, will
identify the goals (objective and strategies) and resources required to further the achievement of
the strategic plan. For a small municipality, with less than 45 staff, this is paramount to ensure
efficiencies. The Annual Report provides citizens with a synopsis of what the municipality plans to
do and how effective we have been in achieving these goals. The process has shifted the District
from a reactive, fiscal focused group to a proactive strategic thinking organization. The Annual
Report is the final step in the process- a summary of the results achieved. What is truly
remarkable is the involvement of the entire staffing compliment in the development of performance
measures and actions.


What is a business plan?
A business plan is a document prepared for an organization, department or service that describes
its purpose (mission), where it wants to go (vision), and its services and goals. As well, the plan
identifies the specific strategies and current year activities to be undertaken to meet the goals (and
objectives), the allocation of resources thereto, and the measure(s) that will be used to indicate

A business plan is the "core" of the business planning process. It is a way of communicating
alignment to the corporate strategic plan, and how various goals and objectives will be achieved
within existing fiscal and other constraints. Business Plans are updated by staff and approved by
Council annually. The Annual Report details the progress towards those goals and objectives.

In Pitt Meadows, there are two levels of Business Plans. The Corporate Business Plan represents
a high level summary of each departmental Business Plan. Closely aligned with the Corporate
Strategic Plan, the Corporate Business Plan (still in development) outlines the major initiatives in
each key strategic plan focus area that will be completed in the coming year.

The second level of Business Plan, is the departmental, or functional service level business plan.
The purpose of this plan is to outline the planned activities of each department or functional area
for the coming year. This business plan must also demonstrate alignment with the Corporate
Strategic Plan, and Council’s guidelines, the allocation of financial, human and other resources,
and the measures that will be used to indicate progress.

Business plans are required for:
      The corporation and all corporate departments;
      related organizations funded in full or in-part by the District (including Joint Parks & Recreation, the
       RCMP, and the Fraser Valley Regional Library); and
      organizations or individuals requesting/receiving financial or other assistance (cash grant, in-kind
       grant(s), tax exemption etc.) with a value greater than $10,000.
    2005 UBCM Community Excellence Award Nomination                   District of Pitt Meadows   June 20, 2005

                TIMEFRAMES INVOLVED

    2005 Cycle – Annual Reporting and Business Plan Schedule

BPC = Business Planning Committee TL = Team Leaders SMT = Senior Mgmt Team

Business Plan Submission and Review Schedule
August and September                            Departments meet with all staff to develop business plans,
                                                objectives and performance measures.
Friday, September 24/04 4:30 pm                 Financial plans due from all departments (1).

Friday, October 15/04                           Financial business plan attachments and overall financial
                                                summary completed (by Finance) (2).
Wednesday, October 20/04 Noon                   Corporate and Department Business plans due. Copies run for
                                                SMT and BPC. (3).
Thursday, October 21/04 1:30 – 4:30             BPC meets to review BP format.
Friday, October 22/04 1:00 – 5:00               Senior Management Team
                                                        - Review Dept Plans.
                                                        - Compile issues for Corp. Bus. Plan
                                                        - Rank incremental packages
Wednesday, October 27/04 11:00 -12:00           SMT to review draft corporate business plan.
Friday, October 29/04 Noon                      FINAL business plans due (4).

Monday, November 1/04                           Corporate business plan, department business plans and
                                                financial plan package distributed to SMT
Thursday, November 4/04 and Friday,             TL presentation of business plans to SMT (5).
November 5/04 8:30 – 4:30
Tuesday, November 9/04 9:00 – noon              SMT Final review of all business plans/budgets.
Friday, November 12/04                          Corporate business plan, department business plans and
                                                financial plan package distributed to Council and available to

Business Plan & Financial Plan Presentations to Council and the Public*
Tuesday, November 16/04       7:00pm Regular Council     Staff proposed Financial Overview & Corporate
                              Meeting (1hr)              Business Plan Overview
Wednesday, November 17/04     4:00pm to 9:00 (5hr)       Council Workshop – Review of Business Plans
Thursday, November 18/04      (includes 1/2 hour dinner
Monday, November 22/04        break)

Public Consultation Meeting(s)* All meetings are open to the public and are advertised accordingly
Tuesday, November 23/04       7:00pm, Regular Committee of the Whole Meeting
Council Business Plan and Budget Finalization Meetings*
Thursday, November 25/04      8:00am to 4:30pm

Financial Plan Bylaw Readings*
Tuesday, December 7/04        7:00pm Regular Council Meeting (1,2,3 reading)
Tuesday, December 21/04       7:00pm Regular Council Meeting (4 and adoption)
Public Presentation – Annual Report and Town Hall Meeting
Wednesday, May 4, 2005        Distribution of 2004 Annual Report
Wednesday, June 20, 2005      7:00pm Annual Report Meeting
       2005 UBCM Community Excellence Award Nomination                           District of Pitt Meadows     June 20, 2005


This is the fourth year of business planning for the District. Initially, the organization focused on
working with Council to set clear objectives from a community perspective. The project was
broadened to develop work plans and individual actions for functional areas and individuals within
the organization. The focus for the 2005 cycle continues to be on developing a stronger alignment
to the corporate strategic plan and the reporting on the results the organization is trying to achieve.
This means that there is an expectation that departments will focus on refining their longer term
goals and priorities and related performance measures.

Why we do Perfomance Measurement in Local Goverment

What is measured and reported gets attention!1 At least that seems to be the conclusion that a
number of researchers and public officials looking at planning and performance measurement have

      “Public Officials are responsible for using tax dollars well, providing quality services and being
      accountable to the public for results. To help achieve these objectives, they need reliable and
     useful information on the performance of public services. However, government performance is
     difficult to measure. Government mandates are broad, objectives are complex and varied, and
     desired outcomes are usually not explicit. Moreover, unlike private enterprises, public services
    generally lack the barometer of profit and loss to gauge success. Because government goals are
     usually not monetary, other indicators of performance are needed to measure and evaluate the
                                              results of service”2

Therein lies the goals of strategic and business planning and ultimately, performance
management. The Annual Report is the tool that allows us to communicate these measures with
our constituents.

"Municipal decision-makers want to be effective and deliver value for services. Taxpayers need to
know how their tax dollars are spent and how their services compare both year to year and in
relation to others. Governments choose performance measurements:

       1.   Measurement helps improve performance
       2.   Measurement strengthens accountability
       3.   Measurement stimulates productivity and creativity
       4.   Measurement improves budget processes 3

But measuring for the sake of measuring is an exercise in futility. Data must have a context in
which to be understood. It is no longer good enough to let taxpayers know how much money was
spent or how many roads were fixed. The public is asking what effect does this activity have and
why are we doing this. Performance measurement is about developing expectations both internal

  Harry Harty, Craig Gerhart, and Martha Marshall, “Eleven Ways to Make Performance Measuremet More Useful to Public Managers,”
PM 76 (September 1994): s-18.
  City of Portland: Service Efforts and Accomplishments: 2001-02, Twelve Annual Report on City Government Performance, Office of
the City Auditor, Portland, Oregon, December 2002, pg 2

    Municipal Performance Measurement Program - Ontario Ministry of Municipal Affairs, Queen's Printer, Toronto, ON - Page 5
   2005 UBCM Community Excellence Award Nomination              District of Pitt Meadows   June 20, 2005

and external to the organization. It supports a vision that an organization, a work team or an entire
community may hold. It requires input and sharing to ensure that it’s usefulness and potential are
to be reached. Most importantly, it must bring value to the organization either in terms of
enhanced service or reduced costs. If at the end of the day measuring something doesn’t change
anything than what is the point in measuring it?


                                 Annual        ►   Reports on Goals, Objectives and
                                 Report            Performance Measures for each

                                                   functional Area as outlined in the
                                                   Corporate Strategic Plan
                                               ►   Prepared Annually
                               Corporate       ►   Strategic Key Focus Areas
                               Strategic       ►   Corporate Goals / Objectives 3-5 yrs
                                 Plan          ►   Corporate Performance Indicators
                                               ►   Prepared tri-annually

                               Corporate       ►   Sig. issues and trends (environment
                               Business            scan)
                                 Plan          ►   Strategic Plan alignment – org. chart
                                               ►   Summary action Plan – 2 yrs. (Who,
                                   (being          What, When, How)
                                developed to   ►   Long Term and annual financial plan
                                 be released   ►   Prepared Annually

                               January 2006)

                               Department      ►   Corporate alignment
                                Business       ►   Dept. structure
                                  Plan         ►   Annual Work Plan
                                               ►   Dept. long term and annual financial
                                               ►   Departmental performance measures

                                Personal       ►   Personal / career goals /training
                                 Action        ►   Personal action plan
                                  Plan         ►   Performance appraisal
   2005 UBCM Community Excellence Award Nomination        District of Pitt Meadows   June 20, 2005


1. Establishes a framework for decision making built on a system of continuous improvement.
   Council and staff are faced with many significant and conflicting demands for the use of the
   limited resources available. Thus, their needs to be a fair, and comprehensive process to
   support the resource allocation decision. The business planning process is not only
   comprehensive, but, cyclical and continuous. It includes planning, doing, measuring and

2. Promotes organizational alignment and a focus on achievement of desired results.
   A primary goal of business planning is to develop a results-focused organization in which each
   department and it’s employees contribute to the attainment of a common vision and a set of
   goals as outlined in the corporate strategic plan (organizational alignment).
   The various business plans must support the Corporate Strategic Plan, and the individual work
   plans must support the related business plans. This ensures that people are expending their
   energies on the things that matter most.
   Departments must set specific goals and performance measures, and report on the related
   achievements on a quarterly basis. As the Hawthorne rule states “What gets measured, gets
   done.” In fact, it is proven that even saying something will be measured, will improve results.

3. Promotes communication and clarification of roles and responsibilities
   Through the annual report, corporate strategic plan, business plans, and individual work plans
   a number of fundamental questions are answered:
       What is the organization’s or department’s reason for existence?
       What are our services?
       Who are our clients/customers?
       How do the department business plans support the corporate strategic plan?
       What are we trying to achieve, and what is our related goals, objectives and strategies
          for the longer term and the coming year?
       Who is responsible for implementing the identified strategies, and by when?
       How will we demonstrate achievement of our goals and objectives?
       What is the financial impact of the service? etc.
   As the business planning process is very inclusive and open, and includes a number of
   presentations and reports to the public, Council, the senior management team and various staff
   groups within the organization, this important and fundamental information is well

4. Promotes improved results and efficiency for our customers/clients
   At all levels, the developed goals and related measures must relate to the identified desired
   results from our clients/customers point of view. This helps focus staff attention on
   client/customer results rather than internal activities and should help us concentrate on
   providing more effective and efficient programs and services.
   2005 UBCM Community Excellence Award Nomination         District of Pitt Meadows   June 20, 2005

5. Improves individual, departmental, and corporate accountability
   We have an obligation to report on the results we are achieving with the resources that have
   been entrusted to our care. This is especially true, given that our major source of revenue is
   through “no-choice” taxation vs. “sales” of our services or products to willing customers.
   The business planning framework provides a format to regularly report on results. Corporate
   and departmental results are reported on each quarter, with a comprehensive report prepared
   at the end of each year. Individual results are reviewed and reported as part of the individual
   performance appraisal system annually.

6. Acts as an educational tool for staff and public

   The Annual Report, Business and Corporate Plans are valuable tools for new employees and
   individuals wishing to learn more about the organization and the various functional areas. The
   plan gives guidance and direction, as well as, an orientation to the organization. The Annual
   Report provides a snapshot of the fiscal health of the organization and provides a historical
   account of the previous year’s accomplishments.


Mayor Don Maclean, Councillor John Appleton, Councillor John Becker, Councillor Randy Cooke,
Councillor Debra Eisel, Councillor Janis Elkerton, Councillor Gwen O’Connell

   Jake Rudolph, Chief Administrative Officer
   Dean Rear, Director of Finance and IT
   Lorna Jones, Admin/HR Officer
   Kim Grout, Director of Operations and Development Services
   Bill Park, Director of Fire Services
   Mike Murray, General Manager, Ridge Meadows Parks and Leisure Services
   Janice Armstrong, Officer in Charge, Ridge Meadows R.C.M.P.

The entire staff for their contributions to the development of the business planning and the annual
reporting process.

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