The City of Shawnee continues its efforts to integrate performance measurements, strategic planning, and resource allocation together to form a comprehensive funding picture. This process is important as the City works to balance the competing needs of infrastructure maintenance and general operations. With that goal, the City has completed the following: Established strategic goals Identified strategies and specific projects that support goals Defined and prioritized programs Monitored performance compared to peer communities through regional and ICMA data Collected organizational workload data Conducted citizen surveys in 2012 and 2015 to further refine strategic projects Began to implement Priority Based ing In 2014, Shawnee began to incorporate Priority Based ing (PBB) into the budget process as described in the next section. Major changes implemented from this process to date include incorporating Results as the framework for strategic planning goals, and displaying departmental programs and costs according to prioritized quartile rankings. The programs and costs for each department are found in the General Fund pages of this document. While the model was still being fully developed during the 2016 and 2017 budget discussions, it will be more fully integrated in the 2018 budget process. The model has been updated to reflect 2017 budget data. An interactive Resource Allocation Diagnostic Tool is now on the City s website that allows the public to explore different filters and program information. The tool is available at www.cityofshawnee.org/pbb. Priority Based ing In 2013 and 2014, the City began the PBB process with the Center for Priority Based ing. PBB is a process used to identify and understand the larger community values, and then budget accordingly. PBB enables the City to reassess priorities and assist in making sound, long-term funding decisions. The PBB process provides a lens for staff and the Governing Body to review expenditures with a continual focus on the results that are most relevant to Shawnee, and allocate resources to programs that have the greatest influence on those results. With input from residents, Governing Body, and City staff, Shawnee has developed seven Results that describe our desires for the community: Safe Community Effective Mobility and Reliable Infrastructure Economic Growth and Vitality Attractive, Healthy, and Well-Maintained Community Quality Cultural and al Opportunities Environmentally Sustainable and Well-Planned Community Good Governance The City used 2014 data for the initial creation of its PBB model. This comprehensive effort defined 228 programs the City provides and an approximate cost for each. Page 54
2 City Result s The process also placed programs into quartiles that defined how relevant a program is to achieving desired results. These quartiles are based on scoring criteria that includes the City s Results, as well as attributes such as the program mandate under city, state, or federal law, the cost recovery level, the portion of the community served and reliance on the City to provide the program. Next steps in this process will include linking performance measures to programs and results, and analyzing the 2017 budget information to identify any potential changes in programs and the financial resources allocated to those programs. Mission Statement of the City of Shawnee Our purpose is to provide a high quality of life for all citizens. Shawnee is many things, but above all, it is our home. Strategic Planning Each year the City Manager and the Management Team review our City s strategic goals, strategies and projects; established organizational values; and individual competencies. The Strategic Goals are the foundation for the Citywide Work Plan, the City, and establish the long-term desired outcomes for the organization. This year the City s Results from the PBB process were utilized to create the framework of the City work plan as the strategic goals. In the work plan section there are Result maps for each strategic area. The way to read the maps is if the City is actively working on the definitions around the center, the Result found in the center is being achieved. s Each year, the City s management team and department staff, using the strategic goals as the guide, creates specific and executable work plans for the organization and for each department. Those plans include specific projects to make progress toward the overall goals. s are the deliverables that actually move the organization forward. Some goals are set at a citywide level and require interdepartmental action to achieve because the work requires involvement from multiple professional areas. Other goals are established at a departmental level and are supported by one department. This integrated and comprehensive approach ensures the entire organization is making progress toward the overall community goals/results. Organizational Values and Individual Competencies The established Organizational Values guide describes how to make decisions in the day to day work and for long range planning for the community. The Individual Competencies are the established core competencies required of City of Shawnee employees. These competencies allow the organization to fulfill the Mission and accomplish the Programs and Strategic Goals of the organization in accordance with the Organizational Values. Together the Organizational Values, Individual Competencies, Strategic Goals, and the s create the City s Work Plan. The Citywide Work Plan starts on page 59. The Page 55
3 City Result s departments charged with leading Citywide projects are listed. In addition to this Citywide Work Plan, individual departments projects can be found in the department pages of the General Fund section of this budget document. Organizational Values Citizen Engagement We value the democratic process and the participation of the community in making decisions. We value the open exchange of information and ideas in the decision making process. Fiscal Responsibility We work to achieve our mission and meet priorities set by the Governing Body while being responsible with public tax dollars and creating a culture of transparency. We value innovation, finding better and more efficient ways to deliver quality services to our constituents. Community Pride We celebrate and commemorate our community heritage. We embrace and celebrate the diversity of all those who make up our community. We enhance the spirit of Shawnee through community celebrations and cultural and recreational programs. Decisions for the Greater Good We create long range plans which will build a sustainable community for future generations. Our decisions are made and programs implemented based on the good of the whole community and not just focusing on certain groups or areas. Sound Management We operate at a highly efficient level, structuring our organization to minimize duplication and red tape, and utilizing staffs talents and abilities to maximize performance. We utilize our resources in the most efficient manner possible, proactively maintaining our equipment; developing comprehensive replacement schedules for large equipment; taking competitive bids for materials and commodities. We benchmark City services and programs to insure we are operating in the most efficient manner possible and to identify areas for improved efficiencies. Page 56
4 City Result s Individual Competencies City Services Knowledge/Customer Service: Understand the basic functions of City departments and how they interrelate. Has a general understanding of how individual job responsibilities support departmental and City services. Can respond to or refer requests for information about basic City services. Is conscious of how individual actions impact the City s public service role. Acts in the public interest by providing reliable information and high quality, consistent service. Takes advantage of opportunities to conserve resources, improve services, and build positive community relationships. Collaboration/Interpersonal Skills: Works with others toward common goals. Demonstrates respect for others. Shares ideas. Listens to others opinions and incorporates ideas into team decisions. Shares credit for achievements and accountability for errors. Understands others perceptions. Relates well to different personal styles. Shows consideration for the feelings and well-being of others. Builds constructive relationships. Personal Accountability - Exempt/Self Starter: Acts in ways that support honesty and upfront dealings with others in a fair and just manner. Accepts responsibility and is accountable for his or her actions. Keeps commitments, is reliable and consistent with his or her work and maximizes the use and efficiency of time and resources. Communicates openly and directly and does not misrepresent facts. Understands position requirements and commits the time required to meet job responsibility. Takes independent action within his/her scope of responsibility. Looks for opportunities for innovation and improvement; is receptive to new ideas and information. Looks for opportunities to learn from others or on-the-job and applies new skills and knowledge to daily work. Performs tasks with little supervision or direction. Page 57
5 City Result s Citizen Satisfaction Survey In the spring of 2012, the City of Shawnee conducted its first Citizen Satisfaction Survey through ETC Institute and completed a follow-up survey in the fall of 2015. The City continues to use this information to identify various projects to include in the Strategic Plan and the annual budget. The results of the survey show that Shawnee ranks far above other cities around the Kansas City Metropolitan area as well as around the country in a number of major categories. Satisfaction with Shawnee services rated above the Kansas City Metro Average in 51 of 61 areas that were rated. This includes the quality of police, fire, and ambulance services, customer service from City employees, the number of parks and recreation programs and facilities, and the value received for City tax dollars. Key findings of the survey included: Quality of Life: 86% of residents are satisfied with the quality of life in Shawnee Public Safety: 90% are satisfied with police, fire, and ambulance services : 92% are satisfied with the City s facilities and programs Value Received: 59% of residents are satisfied with the value received for their City tax dollars and fees. Customer Service: 76% are satisfied with the customer service they receive from City employees. Use of Tax Incentives: 65% of residents are supportive of the City using incentives to attract new businesses and redevelop underutilized areas Communication: 65% are satisfied with the level of communication they City has with the public. Priorities: Citizens responding to the survey indicated that the two top priorities for the City over the next two years should be the maintenance of City streets and the flow of traffic and congestion management. For comparison purposes and to evaluate the satisfaction of our constituents, in fall of 2017 the City of Shawnee will conduct another Citizen Satisfaction Survey. Page 58
6 City Result s 2016-2017 Work Plan Undertake the next phase of LEOP Plan and Training Result: Safe Community Fire Quiet Zones Result: Effective Mobility and Reliable Infrastructure Construct Community Connections Unite Fiber Network (12 miles) Educate public on stormwater maintenance needs. Finish Conceptual plans and apply for grant funding for design of Turkey Creek Trail Public Works Information Technology Public Works Planning/Parks and Annual maintenance agreement with BNSF Increased maintenance costs total $3,000 over the next 5 years completed as part of the Fiber Master Planning efforts annual maintenance payments per contract Based on engineering and financial analysis presented in public meetings, the 2017 includes increase from $36 to $72/year per household for Stormwater Utility. Ongoing education continues at every opportunity. Increased maintenance costs total $400 over the next five years $180,000 for the 55 th Street crossing and $736,500 for the 73 rd Street crossing Funding through the CIP projected at $200,000 with grant funding of $458,500. Increased costs totaled $80,000 over projected budget. $48,000 per year for 5 years per August 2015 contract Fund 213 shows approx. $748k in 2015R for projects and shows approx. $688k for 2016 maintenance projects P&P Fund shows $200,000 for construction of portions of the trail (bridges) Page 59
7 City Result s Regional Partnership Talk. Read. Play. Create a clear vision and work to market Shawnee Crossings/Silverheel South. Work with ownership to develop viable development alternatives for Westbrooke Village. Create a clear vision and work to market EcoCommerce. Continue to promote quality redevelopment in Downtown. Result: Economic Growth and Vitality City Manager s City Manager s City Manager s City Manager s No direct forecast impact No direct forecast impact No direct forecast impact Funding is included in Fund 217 for potential utility development in future years Fund 217 and 211 show long term capital project matches for mobility and stormwater projects Revised 2016 includes $25k in Fund 217 for visioning project. 2017 shows $500k in Fund 217 for potential redevelopment Fund 217 shows a total of $80k in matching dollars for the trail and Nieman Road projects in 2016 Revised Result: Attractive, Healthy and Well-Maintained Community ASSIST Program: Identify data points, create baselines, define role of team and roles of team members Corridor (Beautification) Study 75 th Street/SMP Planning $150,000 for the project and $5,000 for annual maintenance No funding approved Result: Quality Cultural and al Opportunities Complete Shawnee Town 1929 10-year Strategic Plan. Annual forecast projects both public and private funding sources Special Parks/Rec Fund (207) shows $300,000 as part of the 2016 CIP projects Page 60
8 City Result s Result: Environmentally Sustainable and Well-Planned Community Coordinate with Johnson County to review solid waste ordinance for any updates. Initiate and support community gardens. Implement CityWorks permitting module for land and licensing (Citizen Relations Management Phase II of II). Explore feasibility of creating a City-owned Wetland and Streambank Mitigation bank and implement if feasible. Information Technology Ongoing maintenance cost of software will be budgeted accordingly in future years As costs become clearer, funding is anticipated in 2016R or 2017 budgets The IT General Fund shows $100k in Revised 2016 in the professional services line item for software costs for 2016R or 2017 Implement an operations facility maintenance program. Simplify and create a dashboard of key performance measures Implement communications plan Implement a Records Storage and Retention Plan for the city to include electronic documents and City-wide training Develop a communications plan and a committee to meet regularly and talk about City communications. Implement ship Program(s) Plan and implement website redesign Work with departments to enhance asset management processes, including reducing or eliminating duplicate data entry into multiple systems. Result: Good Governance Public Works Communications Manager /Information Technology at this time at this time The HR General Fund includes $22k each year for ship Training Fund 216 shows $35k for record retention software in 2016 Finance Page 61
9 City Result s In addition to the department specific projects that are found on the department pages of the General Fund, the departments programs, performance measures, and workload data are also included. Programs Programs include activities that create a service or outcome for customers. As stated in the Priority Based ing section, the City updated program inventories for a total 228 programs. Each program inventory includes the program owner, goals, activities, customers, operational mandate, and funding source. These programs are displayed on the General Fund pages in the quartiles in which they fell after scoring. The program costs are also displayed as the percentage of total cost by quartile. The program inventories continue to be a key input to the budget process, providing a detailed account of all City operations. The scope of and resources dedicated to programs are evaluated during the budget process and updated based on strategic goals, community demand, organizational performance, and cost. Performance Measurement Since 2007, the City of Shawnee has participated in the International Association of City/County Management (ICMA) Center for Performance Measurement program designed to facilitate comparisons among jurisdictions with common geographic, political, financial, demographic or other characteristics. However, ICMA no longer offers participation in the program. The City s Work Plan project to simplify and create a dashboard of key performance measures demonstrates this goal. The City recognizes that both the nature of ICMA performance data and the participant pool have changed over the years. As a result, this budget document has fewer performance measures than earlier documents because some data is no longer collected through ICMA for benchmarking. The City anticipates having new measures fully integrated by the 2017R/2018 budget. Through this process, the City has established three benchmark cities: West Des Moines, Iowa; St. Charles, Missouri; and Johnson City, Tennessee. Through attendance at various conferences, the City has started to establish a relationship with these organizations to share best practices and ideas for more efficient programs. As PBB continues to grow across the country, the City is also working to identify comparable PBB communities to share program costs. Workload Data Workload data shows the quantity of work that has been completed in the prior years. This data is also used to identify trends, and inform decisions regarding programmatic changes. Page 62