Budgeting for Outcomes:Top Priority ProgramsArizona League of CitiesSeptember 1, 2011

Presented By: Chris Brady, City ManagerMesa, AZ

Persistent Fiscal Challenges

• We are in an “age of permanent fiscal crisis!”

– The Price of Government (2004), David Osbourne and Peter Hutchinson

The Crisis Is Not Fiscal

• Fiscal trends and conditions are by and large out of our control and simply represent a reality with which we need to cope. (PM Magazine, June 2008, Fabian, Collins, Johnson)

• We have entered into a new reality.

The Crisis is Not Fiscal• The real crisis on our hands is whether our

organizations have the capabilities to address current fiscal realities and still meet the objectives of government and the expectations of our constituents.

• It’s a crisis of priorities.– (PM Magazine, June 2008, Fabian, Collins, Johnson)

City of MesaStrategic Planning

Expectations-- Council and Staff

Contributions – Council and Staff

Celebrate Successes

Looking Forward

Celebrate Successes

Celebrate Successes

Looking Forward

Rebranding

Looking Forward

City Financial Trends

Budget Update

Electronic Brainstorming

ECONOMIC DEVELOPMENT pursues Healthcare, Education, Aerospace, Tourism/Technology (HEAT) and other dynamic, citywide opportunities, seeks entrepreneurial solutions, ensures success-oriented business and industry partnerships and tools, and delivers new jobs to propel Mesa’s economic growth, prosperity and innovative spirit forward within the global marketplace.

QUALITY OF LIFE for Mesa’s citizens and youth offers safe and clean neighborhoods, invests in outstanding recreation, libraries and community open space, delivers transportation choices, elevates culture, arts and education, and ensures solutions are sustainable and environmentally responsible.

FINANCIAL STABILITY provides proactive leadership and considers all financial factors in order to diversify revenues, bring new jobs to Mesa, create responsible budgets, and ensure operational efficiencies.

REGIONAL LEADERSHIP acknowledges that Mesa’s and the region’s well being are intertwined. We recognize Mesa’s responsibility to be a leader of and an active participant in working with regional partners to find innovative and sustainable solutions to regional challenges.

COMMUNITY ENGAGEMENT builds pride in Mesa, encourages and develops a wide range of civic and neighborhood leadership, involves non-profits, faith-based organizations, community youth and volunteers, and maximizes direct communications with residents using a variety of tools and technology.

(Sample)

Shared Results“It's two years from now...what priorities and key outcomes do you believe Mesa should have underway or accomplished for Community Engagement?”

1. Grass roots efforts are increasing for neighborhood enhancement and code compliance2. iMesa has become a hugely successful mechanism to change/engage community3. There is a new sense of positive activism from the community aligned with many of our

core initiatives4. Social media is well utilized as platform for engaging the community5. Outcomes demonstrate a continued focus on community outreach efforts6. A village - type approach is creating neighborhood pride and development7. Volunteerism at all time high and is linked with coordination to initiatives8. Channel 11 programming has expanded and focuses on community engagement9. Cultural centers/efforts are expanded in other areas (West Mesa)10.More neighborhoods now participate in neighborhood watch programs with PD11.Businesses, educational institutions and individual citizens have a renewed sense of the

importance in give back in service12.Engaging Mesa’s youth is a critical priority

Performance Management at the City of Mesa

•Organizational Alignmento Council’s Strategic Initiatives

•Accountability

•Management by Data/Fact

•Fiscal Management

Why Performance Management?

•The Economy

•Multiple PrioritiesoAnother Device in our Management

Toolbox

•Deploys through First-Line Supervisors

Why Performance Management Now?

• Opportunities to address issues• Facilitates proactive response• Avoids “surprises”• Reinforces City Council’s Priorities• Helps develop leaders

Benefits of Performance Mgmt.

Each requires:1. Mission Statement that defines the charter of the

Program2. Desired Outcome(s) of the work effort that meets the

needs of our community and aligns with our Council’s Strategic Initiatives

3. Performance Measures that allow the manager, et. al., to determine if the current performance of the Program is moving toward achievement of the stated Desired Outcome(s)

Program Components

Mesa Stat

•Designed to hold City Program leadership accountable•Seven Principles

Engagement ActionEffective Measures Follow-upTargets ImprovementCandor

MesaStat

•Quarterly Forums•Customer Service•Quality•Efficiency•Effectiveness

•City Manger & DCMs•Discussion•Open to All

MesaStat

New Approaches to Services:

Mesa Express Library (MEL)

Transitional Response Vehicles (TRVs)

Regional Ambulance Service

Fusion Center

Permit by Inspection

“Remember that the six most expensive words in business are: ‘We’ve always done it that way.’”

Catherine DeVrye