2005 UBCM Community Excellence Award Nomination District of Pitt Meadows June 20, 2005 SUMMARY OF THE PROJECT BEING SUBMITTED 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. SUMMARY REPORT OUTLINING EXCELLENCE AND UBCM CATEGORY GUIDELINES 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 progress/achievement. 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 public. 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* rd Tuesday, December 7/04 7:00pm Regular Council Meeting (1,2,3 reading) th 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 PROCESS OF DEVELOPING THE PROGRAM/PROJECT 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 reached. “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 1 Harry Harty, Craig Gerhart, and Martha Marshall, “Eleven Ways to Make Performance Measuremet More Useful to Public Managers,” PM 76 (September 1994): s-18. 2 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 3 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? PROCESS OF IMPLEMENTATION Annual ► Reports on Goals, Objectives and Report Performance Measures for each Public 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 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 Departmental January 2006) Department ► Corporate alignment Business ► Dept. structure Plan ► Annual Work Plan ► Dept. long term and annual financial plan ► Departmental performance measures Personal 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 RESULTS ACHIEVED - WHY THIS PROGRAM DEFINES EXCELLENCE 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 evaluating. 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 communicated. 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. NAMES AND TITLES OF OFFICIALS WITH KEY INVOLVEMENT 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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