This is a presentation on Strategic Planning for the City of Ovilla, Texas by Bobbi Bilnoski, CEO of Concinnity Network.

1. City of Ovilla
Pride in our past . . .
Enthusiasm for the future!
Presentation by
Planning for the Future
Concinnity Network
July 23, 2012
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2. 2010 census
3,492 total
population 1,252 Total Households
•
Under 5 years old 121 (3.5%) Owner occupied 94.6%
5 to 19 years old 770 (22%)
20 to 64 years old 2095 (60%)
Renter occupied 5.4%
65 and older 506 (14.5%) •
Male 1,733 (49.6%) 22.54% population
Female 1,759 (50.4%) growth since 2000
Median Age 47.2
http://www.bestplaces.net/city/texas/ovilla

3. housing
Ovilla's cost of
living is 7%
employment Unemployment in
higher than Median Ovilla is 8.10%,
the U.S. average home price 1% lower than the
is $210,400. U.S. avg. of 9.10%.
Average commute
time for Ovilla is Home Recent job growth
34 minutes. The appreciation
National Average dropped 2.09%.
is positive - 1.62%
is 28 minutes. last year. increase
http://www.bestplaces.net/city/texas/ovilla

4. schools
• Ovilla public There are
schools spend $4,714 about 14
per student. students per
• The average school
expenditure in the
teacher in
U.S. is $5,678. Ovilla.
http://www.bestplaces.net/city/texas/ovilla

5. What’s in Your Crystal Ball?

6. 5 Important Questions?
Who needs to be INVOLVED to be successful?
What factors will INFLUENCE the future?
When do you need to be READY? Future
Vision
Where are you right NOW?
Why will people SUPPORT this plan?
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7. The Big Picture
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8. Council/Staff Partnership
Mayor & Council Set Vision, Mission, Values & Direction
City Administrator Leads Strategic Plan Development
City Administrator Links Operations to Strategy
Council Committees and City Departments
Implement the Plan
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9. Strategic Planning Process
Strategic Thinking
ASSESS SET DEVELOP CREATE DETERMINE
the Current Strategic Strategies Implementation Evaluation
Environment Direction & Tactics Work Plans Process
Where are Where are How will we Who will do what How will we know
we now? we going? get there? by when? we are succeeding?
Strategic Planning
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10. Strategic Planning
Process Overview
Five Phases
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11. Assess Current Environment
• Identify key stakeholders
• Conduct an internal assessment
ASSESS
the Current • Assess the an external environment
Environment
Where are
we now?
• Interview key stakeholders and partners
Estimated Time:
20 - 30 days
• Define internal strengths and weakness
• Define external opportunities and threats
• Agree on strategic issues to address
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12. Levels of Public Involvement
Delegate
Level of Ownership Needed
with
constraints
If Consensus is not reached, Consensus
fallback to levels below
Gather
input from
team and
decide
Gather
input from
individuals
and decide
Decide and
Announce
Level of Involvement Required

13. Key Focus Areas
Community Safety
Housing & Neighborhood Development
Environmental Protection
Transportation Management
Economic Development
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14. SWOT Analysis
Internal
Strengths Weaknesses
Strategic
Issues
Opportunities Threats
External
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15. Set Strategic Direction
• Present internal/external assessment
• Present stakeholder/partner feedback
SET
Strategic
Direction • Build on strengths and address weaknesses
Where are
we going?
• Determine Vision, Mission, Core Values and
Strategic Direction
Estimated Time:
5 - 7 days
• Develop strategic goals and objectives
• Agree on balanced scorecard indicators
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16. Balanced Scorecard
CITIZEN
1. Serve the Citizens What is our vision and mission and
how will we serve our citizens?
• Fire Department
• Police Department
• Public Works Department
• Municipal Courts 2. Manage Resources
• Animal Control
• Code Enforcement
BUSINESS PROCESS FINANCIAL
At what business processes must we How will we ensure value and
excel to achieve our vision/mission? financially sustain our future?
• Develop new products
STRATEGY • Total Revenue
• Understand customer segments • Expenditures
• Reduce cycle time • Operating Position
• Provide rapid response • Debt Management
• Address Unfunded Liabilities
• Strong Bond Rating
LEARNING & GROWTH
How can our leaders and staff change
4. Run the Business and improve?
• Visionary Mayor & City Council
• Professional Staff Development
• Education and Training
• Brand Strategy
• Marketing and Communication 3.Develop Council & Staff
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17. Develop Strategies & Tactics
• Create strategic programs and initiatives
• Design S.M.A.R.T. operational work plans
DEVELOP (strategic, measurable, action based, realistic, and timely)
Strategies
& Tactics • Delegate objectives and action steps to
How will
council committees or staff
we get there?
• Develop Performance Dashboard
Estimated Time:
15 - 25 days
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18. Performance Indicators
SERVING THE CITIZENS
What value do we provide to our citizens and community?
GOAL: Provide caring support and quality services for the citizens and
communities of Ovilla.
Strategic Objectives: Metric Baseline Target Responsible
A.
B.
C.
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19. Performance Dashboard
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20. Create Implementation Plans
• Board approves Strategic Plan and
performance indicators
CREATE • Create an Implementation Plan & Timeline
Implementation
Plans • Identify quarterly milestones and develop
quarterly scorecards
Who will
do what
by when? • Design communication plans to introduce
the strategic plan to staff and key partners
Estimated Time:
5 - 7 days
• Recognize stakeholders and participants for
their participation
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21. Determine Evaluation Process
• Identify data needed for evaluation
• Design the evaluation process
DETERMINE • Develop evaluation instruments (surveys,
Evaluation
Process interviews, etc.)
• Agree on an evaluation timeline
How will we
know we are • Determine presentation and report format
succeeding?
• Delegate responsibility for data collection
Estimated Time:
5 - 7 days
and evaluation process
• Charter the evaluation team to monitor and
report strategic plan progress
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22. Balanced Scorecard
Key Perspectives
Achieving Strategic Alignment
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23. Balanced Scorecard
• The balanced scorecard is a strategic
measurement and management system that
enables organizations to clarify strategic vision
and strategy and translate them into action.
• When fully deployed, the balanced scorecard
transforms strategic planning from an academic
exercise into the nerve center of an organization.
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24. Balanced Scorecard
4. Increased customer satisfaction
leads to better FINANCIAL results.
3. Improved work processes lead to
increased CUSTOMER satisfaction.
2. Skilled and empowered employees lead
to improved INTERNAL processes.
1. Employee LEARNING and skill
development is the foundation for all
innovation and GROWTH.
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25. Serve the Citizens
Increase
Reduce Crime Perception
of Safety
Provide
Strengthen
Transportation
Neighborhoods
and Infrastructure
Promote Economic
Safeguard the
Development
Environment
Opportunity
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26. Manage Resources
Proactive
Maintain Good
Infrastructure
Credit Rating
Investment
Deliver Competitive Build Operational
Services Cash Reserves
Meet Standard
Expand Tax Base and
Government
Revenues
Financial Indicators
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27. Run the Business
Develop Collaborative Develop Comprehensive
Partnerships & Solutions Land-use & Zoning Plan
Determine
Improve Service
Brand Strategy
Delivery & Efficiency
& Market Position
Optimize Core Business Monitor & Manage Key
Processes Performance Indicators
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28. Develop Council & Staff
Mayor & Council
Offer Competitive
Development
Salaries and Benefits
Opportunities
Accountability for
Promote Staff
Performance
Learning and Growth
Outcomes
Improve Internal
Achieve a Positive
and External
Employee Climate
Communications
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29. Bobbi Bilnoski
Principal
Concinnity Network
Dallas, TX
• Dallas, TX 15+ years in Comprehensive Strategic Planning, since 1995
• Core Competency of facilitating Collaborative Change
o City of Dallas
o City of Fort Worth
o City of Galveston
o City of Midlothian
o City of Crandall
o McKinney Education Foundation
o Grand Prairie School District
o Northwest Independent School District
• 15+ year affiliate consultant to the Center for Nonprofit Management
• Nonprofit Boards: Children’s Advocacy Centers of Texas, and Social Enterprise
Alliance - North Texas Chapter
• JE Dunn Construction Company - High Stakes projects, BSC Strategic Plan
• Executive Director of the Interaction Institute for Social Change
• Community Empowerment Director at Preservation Dallas – Empowering
• Landmark Adventures – 1990’s Cartoon Map Company
• Degree in Interior Design and Marketing
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