Overview How We Do Things

Transcription

1 Effective Practices for Municipal Operations 101 Process Principles How We Do Things Pete Pyrzenski, City Manager, City of Tifton Overview How We Do Things Acting Strategically Operational Effectiveness Regulatory Compliance Acting Strategically 1 Plan 4 Sustain Municipal Services 2 Program 3 Implement 1

2 Strategic Plan Looks at the internal and external factors in terms of impediments to success or opportunities Is focused on goal attainment from the viewpoint of the organization. Astrategicplan typically includes 4elements: 1. Levels of service 2. Mission statement 3. SWOT Analysis 4. Goals and objectives 1. Identification of Levels of Service Foundation for strategic plan Establishes services Identifies responsibilities Categories of Levels of Service Directed by the elected officials Determined by a survey of citizens Adopted for your community when compared to similarly situated communities Can the community afford or that is prioritized for your organization through some other means That you determine or recommend given the resources you have been provided 2

3 2. Vision, Mission and Values Vision: Setting a course for the future Mission: Purpose of the organization Why do we exist? Who are we serving? Values: Guidelines and principles What culturedowewanttocreate? How do we want to act? More About Mission Defines what the organization seeks to do. A guide to measure success Provides a common purpose Insight of the organization Mission statements should be clear, concise, easy to memorize, and quick to berecitedondemand. 3. Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Consists of an inward view and an outward evaluation Identify strengths and weaknesses relative to the mission and vision Opportunities and threats are external conditions which promote (opportunities) or restrict (threats) achievement of the vision and mission. 3

4 4. Goals and Objectives Goals are desired outcomes. Objectives relate to achieving the goal: Clearly defined SMART (Specific, Measurable, Achievable, Results Oriented, Time Based) Strategic Planning How do you develop a Strategic Plan Recommend using Council and Staff Retreat approach to developing the Strategic Plan Use a facilitator, if needed Go thru the 4 elements Operational Effectiveness 4

5 Doing the Right Things Well Who are the stakeholders? What are their expectations? State and federal agencies compliance delivery Staff empowerment / funding to deliver & perform Elected officials (fed, state, local) services and project Customer (residents/neighborhoods/businesses/ interest groups) quality service delivery and self interests met Challenges in Doing the Right Things Well Funding Aging infrastructure Rapidly changing and evolving regulatory environment Technology The call for greater accountability in publicly provided services Performance Measurements Workload Measures (amount/how many) Efficiency Measures (amount performed/relative to resources; example unit costs; cost savings per capita) Effectiveness Measures (how well the goal or objectiveis beingmet; example compliance rate) Productivity Measures (combines efficiency and effectiveness into a singleindicator) See Handout for Example of a Public Works Performance Report 5

6 Service Delivery Methods Self Performance (in house) Outsource Privatization Intergovernmental Free Market Service Delivery Methods Self Performance (in house) Organize (acquire and assign staff) Train (train staff to perform mission) Equip (provide the necessary resources) Perform (use staff, training, and equipment to perform the mission) Service Delivery Methods Outsource Privatization Cost effective Oversight is essential 6

7 Service Delivery Methods Outsource Intergovernmental Keys to Successful Intergovernmental Partnerships: Understand your Situation, Goals and Needs Have a Plan and Implementation Strategy Seek out Partners with Common Vision and Goals (Must Build a Trust Relationship) Must Have Win Win Proposals/Solutions Successful Partnerships Require: Political Will Commitment Perseverance Regulatory Compliance Legal Authority/Framework Federal Law establishes a number of US Codes related to Local Government Counties are political subdivisions of the State granted with certain constitutional powers Municipalities are established by the State legislature by Charters which establish the powers and services cities are granted and establishes authority to set local laws 7

8 Levels of Authority Local Charters, Ordinances, Resolutions: Ordinances: permanent rules of action adopted by the legislative board or council. Resolutions: decisions, opinions, policies, or directives of a public assembly. Administrative orders: Those mandates used to implement provisions of codes or ordinances. They are the executive branch decisions that execute the laws passed through ordinances. Effective Practices for Municipal Operations 101 Fiscal Responsibility and Asset Management Judy McCorkle, City Administrator City of Sandersville FISCAL RESPONSIBILITY Management of public funds to ensure the financial health of the city through the utilization of: Policies and practices for financial management Budget administration Purchasing Debt Administration 8

9 Policies & Practices for Financial Management Adopt necessary policies and review them annually to comply with applicable policies, laws, regulations, contracts, grant restrictions and generally accepted accounting principles. Policies local governments should adopt : Code of ethics for elected officials and employees Travel Policies Personnel policies Purchasing policies Financial Policies Travel Policies must comply with state laws and IRS regulations and should address: The reimbursement of expenses Maximum allowances for expenses Require supporting documentation Personnel policies provide guidelines for: Recruitment and selection of employees Salary and Benefits Evaluation of employee performance Personnel Actions Purchasing policies and procedures guide the procurement of goods and services which should: Include bid requirements Ensure Competition Comply with the Public Works Construction Law 9

10 Financial policies should include: Operating budget policies Budget amendment policies Capital Asset management policies Capital budget and long term planning policies Revenue policies Reserve policies Cash management and investment policies Risk management policies Debt management policies Accounting, auditing and financial reporting policies Monitor fiscal operations routinely. Ensure internal controls that provide for: Protection of assets Adequate authorization and record keeping Continuous assessment Segregation of duties Oversight of financial operations is important where limited staff performs multiple duties. 10

11 Review interim reports To analyze data and predict outcomes To identify trends and make realistic assumptions Conduct annual audits Elected officials oversight responsibility Required by state law Must comply with GAAP requirements Must ensure independence Budget Administration The most important policy decision that the governing body makes each year is the adoption of the annual budget. When adopting the budget the governing body determines what programs will be funded, at what levels and what the funding sources will be. It is the responsibility of the governing body to: Adopt a realistic, structurally balanced budget and the combined responsibility with city management and department heads to see that sufficient resources are available and needed services are provided within the budget allowances. 11

12 Budget oversight responsibilities include Review budgetary status reports Review revenues and rates for services Implement policies to collect all review revenues and rates for services Understand the impact of policy decisions Purchasing Goods and services must be procured in a manner to: Ensure the most prudent and economical use of public funds in the best interests of the taxpayers. Facilitate the acquisition of goods and services of maximum quality at the lowest possible cost. Guard against favoritism, improvidence, extravagance, fraud and corruption. 12

13 Conflicts of interest Disclose personal interest Abstain from voting Avoid appearance of impropriety Purchasing policies should ensure justification for any contract awarded to any bidder other than the lowest bid offer. Purchasing methods include: Competitive sealed bid Competitive sealed proposal Informal purchase Emergency purchase Sole source purchase Purchasing Cards (P cards) Convenient, efficient & cost effective Reduces volume of purchase orders, invoices and checks processed Accepted by most vendors 13

14 Benefits of purchasing cards include: Simplified purchasing and payment process. Lower transaction processing costs. Increased information on purchasing histories. Ability to set and control purchasing limits. Ability to control purchases to specific merchants and vendors. Be aware of risks involved and establish controls to address those risks Using P-Cards requires the adoption of a policy regulating use of the cards. Georgia Public Works Construction Law Applies to public works construction projects > $100,000 Defines public works construct projects Certain exceptions apply Establishes bond requirements Determines advertising requirements Debt Administration Debt administration involves the management of resources required for the acquisition or construction of a capital project and the servicing of the debt obligations to finance these improvements. A debt management policy guides debt issuance practices to adhere to state and federal laws and restrictions and provides guidelines for the structure of the debt. 14

15 Government Finance Officers Association (GFOA) recommends that a government s debt management policy address: Debt Limits Debt Structuring Practices Debt Issuance Practices Debt Management Practices Use of Derivatives Common Types of Debt General obligation (GO) bonds Backed by the full faith and credit of the issuing government. Secured by a pledge of the government s ad valorem taxing power. Funds projects without a direct source of revenue (roads, bridges, parks). Requires voter approval Bond Referendum. Legal debt limits apply General Obligation debt cannot exceed 10% of the assessed value of all taxable property. Revenue Bonds Special Assessment Bonds Capital Leases 15

16 Short-term notes Types of short-term notes Bond anticipation notes (BANs) Grant anticipation notes (GANs) Revenue anticipation notes (RANs). Tax anticipation notes (TANs) ASSET MANAGEMENT Asset management is a systematic process of deploying, operating, maintaining, upgrading and disposing of the City s assets cost effectively including: Protection and preservation of the City s property and infrastructure Equipment/ asset replacement planning Capital improvements programing Protection & Preservation of Property & Infrastructure Deferring necessary maintenance or asset replacement consequences Effective asset management benefits Consider the impact of failure of an asset and the ability to provide critical services 16

17 Equipment/ Asset Replacement Planning Asset renewal and replacement extends useful life Includes building and infrastructure with a maintenance cycle exceeding one year. Assists cities in meeting their strategic goals and the changing service delivery needs of their communities. Ensures long term financial plans and annual budgets are developed so the City has the financial capacity to deliver their strategic priorities. Develops a process of continuous improvement. Development of an asset management plan Conduct a needs assessment Inventory existing capital assets Condition and dimensions Description and location Warranties, maintenance and cost Value and useful life Do a visual inspection Review maintenance history Evaluate cost to maintain vs. replacement Develop an implementation plan Determine replacement and funding Asset data management ensures better decision making in capital planning and resource allocation. 17

18 Capital Improvements Programing A capital improvements program (CIP) is a systematic evaluation of potential projects and a plan for funding those projects over a long term, usually five to seven years. A capital improvement is a substantial, nonrecurring expenditure for a physical improvement with a long useful life. Capital improvement projects often compete with other demands for funds which have a higher public profile and bring more visible, immediate benefit to the public. To prioritize and consider all projects a capital improvements plan should: Establish condition and comparative rating standards Determine risk associated with assets Evaluate the asset to determine if it continues to provide the most appropriate method to deliver services. Include projections based on the remaining useful life and replacement cost and the estimated impacts on the operating budget and increase in rates, fees or charges to fund the project. Determine priorities and allocation of funds in the multi-year capital plan and annual operating budget for condition assessment, preventative maintenance, repair and replacement of capital assets. Monitor the condition and performance of capital assets and report the operating impacts during the project implementation and afterwards. 18

19 Effective Practices for Municipal Operations How We Treat People Terrell Jacobs, City Manager City of Douglas People Principles How we Treat People 19

20 Employee Development How do we develop our teams? Why is it important that we develop our teams? What is succession planning? Why should you have succession planning? What is more important - hard skills or soft skills? Remember the Titans Employee Development At what point do you stop trying to develop your team? Do you feel that your City is a training ground for some other employer to benefit from your efforts? 20

21 Customer Service Who are our customers? Why should we treat all customers the same? What is the value of having good customer service? What happens when we fail in our focus to provide customer service? Customer Service Customer Service Why is good customer service important regarding public engagement? Is customer service more about serving people than we think it is? Do we have the capacity to serve people sometimes when they don t want to be served in a decent capacity? 21

22 Communication What is the major downfall of any organization? Why is it important to get communication right? What are some methods of communication? What type of organization cultures are we creating with our communication? Communication Communication Who is your audience and what do you want them to take away understanding? Non-verbal versus verbal/written communication Hoarders of information What is your approach to tell and not to tell everyone certain information? 22

23 How have we treated people? Indifferent Patronizing Argumentative Inferior Devalued Wrong way to communicate How have we treated people? Important Special Valued Empowered Appreciated Right way to communicate Can you remember how you treated the last employee or customer? 23

24 Will you be consistent on how you positively treat people from now on? Questions? 24