1	"Proposed FY 05/06" Proposed FY 05/06 City Manager’s Performance Plan and its Integration with Strategic Planning November 16^th, 2005
2	Objectives of this Briefing Describe the Current Use of the Performance Appraisal System. Recommend a Performance Plan for the City Manager for FY 05/06. Outline Current & Upcoming Efforts Related to Strategic Planning, Staff Accountability, and Customer Service. Explain the Interrelationships Between These Planning Efforts.
3	Part I Current Use of the Performance Appraisal System
4	The City’s Performance Appraisal System The new performance appraisal system was implemented in FY04/05 from the ACM level down. From November 2004 to February 2005, the performance appraisal and employee management training was provided by Dick Grote to 1,000 managers and supervisors. Among the civilian staff, 6,083 employees were evaluated. The Police and Fire continue to maintain their existing performance appraisal system. The goal to achieve the “Bell Curve Result” was accomplished. It reveals that the City does not have the “Everyone is Above Average Syndrome”.
5	Performance Appraisal Results - 2005
6	Employee Feedback on the process In September 2005, the Human Resources Department surveyed employees, with 1,324 responses. A clear majority of the survey participants responded favorably to the Employee Performance Appraisal Process, including the appraisal form and each phase of the process. The rating response ranged from 56% to 85% favorable regarding the Performance Planning and Performance Review Phases of the process. Survey results suggest that more training and coaching are needed to increase the number of supervisors conducting performance discussions throughout the year and providing feedback or demonstrating ways to improve employee performance.
7	The Performance Appraisal Form It is actually a family of similar forms that have slight variations between the forms of the 4 employee classes to better reflect job requirements: Managers & Supervisors, including Executives Professionals Administrative Staff Operations / Field personnel
8	Parts of the Appraisal Form
9	Refinements in the FY 05/06 Appraisal Form & Process Integrate the Performance Appraisal Process with the City’s Strategic Plan, Customer Service, Performance Measurement program and other such processes and initiatives. Demonstrate Leadership By Example by expanding use of the appraisal form to the City Manager. Adjust the employee competencies on the form to reflect the City’s established values. Cascade initiatives and goals from City Manager’s plan down the ranks to all civilian employees.
10	Part II City Manager’s Proposed FY 05/06 Performance Plan
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21	Part III Current and Upcoming Efforts Related to Strategic Planning, Staff Accountability, and Customer Service
22	Current Efforts Related to Strategic Leadership The Price of Government (POG) budgeting for outcomes and strategic planning process will begin this fall. One of its work products will be the development of the City’s Strategic Plan. The FY 04/05 Action Plan served as the Staff strategic plan, but the FY 05/06 Action Plan will be a bridge to the POG strategic plan. Thus its focus will be on departmental tactical activities in FY 05/06. It aligns major improvements to our regular operations and special projects with KFA’s. Linked to Individual Performance Plans. The Comprehensive Land Use Plan currently being prepared serves as the City’s strategy for addressing the natural and built environment of the City. Management and planning for future developments, the City’s thoroughfares and streets, and environment are included in this planning effort. Linked with individual Performance Plans.
23	Current Efforts Related to Strategic Leadership (continued) 4. The Performance Measurements efforts align every City service to a Key Focus Area to develop quantifiable and measurable information. Measures include: Inputs Outputs Efficiencies Effectiveness Community indicators These measures capture the satisfaction levels of customer service, unit cost of services provided, productivity levels, quality, cycle time, etc. Linked to Individual Performance Plans. 5. The Customer Service Plan is under development for Council consideration this winter. It outlines a cultural change process to focus on quality customer service. Linked to individual Performance Plans.
24	The 05/06 Action Plan Serves as the City’s interim Strategic Plan until the POG Strategic Plan is developed for 06/07. Covers a 3-5 year planning timeframe, but its focus is on FY 05/06 activities. The FY in the title of the Action Plan refers only to the year in which the plan was prepared, not the time period covered. Example: Time Period Covered FY 04/05 Action Plan Oct. 04 – Sept. 07 FY 05/06 Action Plan Oct. 05 – Sept. 08
25	The Action Plan includes the following: Initiatives: similar to the objectives in a traditional strategic plan. It’s a group of planned activities that will support the planned Key Focus Areas and their associated Priorities and Components Activities: specific actions or processes that will have a specific purpose and will support the planned initiative to which they are linked Long-term Target: The outcome of the activity or what the activity is expected to accomplish toward the initiative it supports and the date by which that target should be reached (it should be 3 to 5 years from the current fiscal year) Planned FY 05/06 Annual Measures: the milestones or the quantifiable or measurable projected progress toward the Long-term Target during the fiscal year.
26	Contents of the Action Plan The Action Plan contains only a subset of activities being performed as part of City services. The Action Plan does not cover routine work performed under each service. Includes initiatives and activities, such as On-going Activities and Projects from previous Action Plans New programs New special projects Legislative proposals New policy implementation New public-private partnerships Projects from executives’ annual performance plans
27	Strategic Plan – Action Plan Terminology Equivalence Traditional Strategic Plan Action Plan Goals Key Focus Areas and Components Objectives (Measurable) Initiatives and Long-Term Targets (3 – 5 years in duration) Strategies Activities Tactics Steps Actions Cost Listed only if not already budgeted Performance Measures Annual Measures Time frame Time 3-5 years
28	Action Plan Documents Appendix 1 contains the FY 04-05 Summary and Action Plan. Appendix 2 has the FY 05-06 Introduction and Action Plan.
29	Part IV The Interrelationships of Strategic Planning, Performance Appraisals, and other Planning Efforts
30	Recent History of Strategic Planning at the City 2000 – Staff develops the 2000 Strategic Plan, presents it to Council but no formal action is taken. January ’04 – Council develops the 5 Key Focus Areas and associated components. The City Manager prepares his 03/04 performance plan. January ’05 – Council reconfirms the 5 KFA and makes minor adjustments to the components. Oct. & Nov. ’05 – City Manager proposes her 05/06 performance plan mirroring the plans used by all employees based on the 05/06 Action Plan.
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32	Relationship Between Strategic Planning and…..
33	Relationship Between Strategic Planning and…..
34	Relationship Between Strategic Planning and…..
35	Transition to the POG/ Budgeting For Outcomes Process
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37	Next Step January 2006: The Price of Government process develops the new strategic plan for FY 06/07 and beyond.
38	Appendix 1 FY 04/05 Action Plan Summary Action Plan Document
39	FY 04/05 Action Plan Covers a 3-5 year planning timeframe, but its focus is on FY 04/05 activities. The FY in the title of the Action Plan refers only to the year in which the plan was prepared, not the time period covered. For example: Time Period Covered FY 04/05 Action Plan October 2004 – September 2007
40	FY 04/05 Action Plan Contents Initiatives: similar to the objectives in a traditional strategic plan. It’s a group of planned activities that will support the planned Key Focus Areas and their associated Priorities and Components Activities: specific actions or processes that will have a specific purpose and will support the planned initiative to which they are linked Long-term Target: The outcome of the activity or what the activity is expected to accomplish toward the initiative it supports and the date by which that target should be reached (it should be 3 to 5 years from the current fiscal year) Planned FY 04/05 Annual Measures: the milestones or the quantifiable or measurable projected progress toward the Long-term Target during the fiscal year.
41	FY 04/05 Action Plan Contents
42	FY 04/05 Action Plan Contents The Action Plan contains only a subset of activities being performed as part of City services. The Action Plan does not cover routine work performed under each service. Includes initiatives and activities, such as On-going Activities and Projects from previous Action Plans New programs New special projects Legislative proposals New policy implementation New public-private partnerships Projects from executives’ annual performance plans
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44	Priority 1: Economic Development Highlights: Of the 29 stated measures: 7% were partially completed, 69% were fully completed, and 24% were fully completed beyond expectations.
45	Priority 1: Economic Development Major successes include: Initiation of $66 million in private investment leveraged with 2003 Bond Program funding; Forest City agreement to redevelop the Mercantile Complex; Initiation of 4 new business project contracts with 225 jobs and $59 million in private investment; Completion of a regional Family Aquatic Center in the Southern Sector resulting in 109 new jobs; Council approval of Comprehensive CBD Transportation Study; Council approval of Long Range Water Supply Plan and 5-Year Strategic Plan for water conservation; and $1 million secured for continued renovation of the Central Library to increase Downtown visits.
46	Priority 2: Staff Accountability Highlights: Of the 65 stated measures: 12% were partially completed, 68% were fully completed, and 20% were fully completed beyond expectations.
47	Priority 2: Staff Accountability Major successes include: Initiated service-oriented Budgeting for Outcomes process aligned with Key Focus Areas; Developed a citywide performance measurement system; Issued a citywide customer satisfaction survey; Implemented consolidated Housing and Building Inspection permitting system; Implemented a 14-day preventative maintenance schedule for City’s fleet of vehicles; Opened Arcadia Park library with self-service check-out; and Implemented a quarterly “Wall of Honor” program for employees.
48	Priority 3: Neighborhood Quality of Life Highlights: Of the 40 stated measures: 5% were partially completed, 70% were fully completed, and 25% were fully completed beyond expectations.
49	Priority 3: Neighborhood Quality of Life Major successes include: Council adoption of compatible Fire/Building Codes; Implementation of 2003 Bond Program resulting in: 3 new Dallas Zoo exhibits; 12 new playground designs; 8 new picnic pavilion designs; Progress on renovation designs for 5 historic resources; Design or construction of 5 new or replacement libraries; Design award for Phase II of the Latino Cultural Center; Construction of South Dallas Cultural Center enhancements; Increased use of Central, branch and mobile library materials; and Implementation of a 311 customer feedback/quality assurance program.
50	Priority 4: Public Safety/Homeland Security Highlights: Of the 29 stated measures: 10% were partially completed, 52% were fully completed, and 38% were fully completed beyond expectations.
51	Priority 4: Public Safety/Homeland Security Major successes include: Completion of 5 Academy classes, use of military experience in lieu of college hours, and creation a Modified Lateral Entry Program (Efficiency Study recommendation) to increase sworn personnel; Reduction in auto thefts through use of innovative techniques; Completion of successful “Lock, Take and Hide” campaign; Registration of 1,778 volunteers for Crime Watch and Volunteers in Patrol; Completion of negotiations and Council approval for implementation of CAD System; Completion of pilot program to establish on-scene radio interoperability; and Completion of needs inventory for fire facilities.
52	Priority 5: Trinity River Corridor Project Highlights: Of the 39 stated measures: 23% were partially completed, 69% were fully completed, and 8% were fully completed beyond expectations.
53	Priority 5: Trinity River Corridor Project Major successes include: $90 million in federal funding for Project elements; Completion of Draft Parkway EIS; Completion of Wetland Cell D and awarding of contract for the Lower Chain of Wetlands. Completion of the Forest Management Plan, and acquisition of 250 acres for the Great Trinity Forest; Successful Levee-top Trail event, initiation of Wolf Pack Tree event, and planning for Margaret Hunt Hill Bridge dedication; 75% completion of Master Plan for Equestrian Center; Completion of management contract for Interpretive Center; 50% completion of design for Santa Fe Trestle Trail; and Completion of Master Plan for Whitewater Course.
54	Appendix 2 FY 05/06 Action Plan Introduction Action Plan Document
55	FY05/06 Action Plan Elements
56	Priority 1: Economic Development Highlights: Promote NAFTA development by: Creating legal framework for Inland Port Increase dues-paying membership of River of Trade Coalition Increase federal caucus membership to expedite the project Continue to improve housing quality in southern sector through repairs/replacements, infrastructure funding, land banking and purchasing repetitive flood loss properties; Remediate/demolish structures in the Mercantile Complex; Promote Fair Park as a national tourist attraction through implementation of Comprehensive Development Plan Prepare Farmers Market Master Plan; and Strengthen partnerships through corporate recognition program, CMO/staff site visits, business climate surveys and increased coordination with area Chambers
57	Priority 2: Staff Accountability Highlights: Implement the citywide Quality Customer Service curriculum for employees; Assess Spanish language capabilities and needs throughout the organization; Award contract to replace/outsource the water billing and collection system; Implement Price of Government budgeting for outcomes; Implement leadership training, identify employees with executive potential, develop a career path model and assess critical positions as part of a succession plan strategy; and Implement new web design with easier navigation and enhanced interactivity.
58	Priority 3: Neighborhood Quality of Life Highlights: Improve neighborhood quality through graffiti abatement; Initiate implementation of Parks Beautification Plan; Develop SRO strategy including program guidelines and funding requirements; Begin retrofit of inefficient plumbing and irrigation components to reduce city facility water consumption; Complete Phase II design of Latino Cultural Center; Complete West Love Field/Grauwyler Park Branch Library; Implement Multi-Family Ordinance through education and interaction with owners, managers and families; Improve communication, develop partnerships and identify community needs through Service Area Coordination program.
59	Priority 4: Public Safety/Homeland Security Highlights: Continue implementation of CAD system for 911 operations including hardware and software installation; Continue installing security lights at city parks; Recruit and train Community Emergency Response Teams; Implement pilot program to establish on-scene radio interoperability among automatic assistance and mutual aid jurisdictions; Continue to implement innovative strategies in increase sworn personnel levels; and Continue to implement innovative crime prevention programs to reduce crime in the areas of auto theft, prostitution and truancy.
60	Priority 5: Trinity River Corridor Project Highlights: Continue to acquire land for the Great Trinity Forest and for wetland creation; Hold groundbreaking event and begin construction of the first Calatrava bridge (Margaret Hunt Hill Bridge); Initiate design of the Equestrian Center; Begin construction of the Interpretive Center; Complete the Texas Buckeye Trail; Begin design of Trinity Parkway, Trinity Lakes and Elm Fork Athletic Complex; and Continue to seek federal funding for project components, and Water Resources Development Act authorization.