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Request for Results

Request for Results. BUDGETING FOR OUTCOMES Results Teams Present:. Responsibilities of the Results Teams. Represent citizens and the results citizens expect Understand the Priorities and identify indicators Develop a Request for Results that includes:

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Request for Results

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  1. Request for Results BUDGETING FOR OUTCOMES Results Teams Present:

  2. Responsibilities of the Results Teams Represent citizens and the results citizens expect Understand the Priorities and identify indicators Develop a Request for Results that includes: Statement of the Priority as a citizen-basedstatement Key Performance Indicators – How do we measure success in relation to the Priority outcome? Cause and Effect Map – What causes the Priority outcome to happen? Purchasing Strategies/Ranking Criteria Statement of Request for Results Evidence of cause and effect links

  3. Responsibilities of the Results Teams Ask for offers from departments that will influence the Priorities Evaluate and rank the proposals according to their contribution to the Priority Use negotiation and re-ranking to create the best “package” of proposals to recommend that will move Stoughton closer to achieving the Priority

  4. Team 2Priority I want to live in a community that has a stable, self-sufficient, local economy.

  5. REQUEST FOR RESULTS

  6. Indicators for Success

  7. Indicator 1: Improved Business Attraction and Retention

  8. Indicator 2: Improved and Strengthened Residential Workforce

  9. Indicator 3: Increase in effective partnerships that address economic needs

  10. Indicator 4: “User friendly” Business Environment

  11. Purchasing Strategies • Promote initiatives that enable businesses to succeed and anticipate their future needs. • Promote programs that attract businesses, provide affordable housing and a successful education system. • Encourage business community and city partnerships both within Stoughton and within the regional economy. • Understand industry trends, logistics, key location decision milestones and how growth occurs within industry. • Develop a focused business consultation process.

  12. Statement of Request for Offers

  13. Assist the City in purchasing and developing or redeveloping land for business use. Promote Stoughton as a viable and advantageous place to do business. Embrace the City’s Comprehensive Plan and the Vierbicher Economic Development Strategies.

  14. Develop and communicate a long-term vision of a sustainable and diversified economy and community. Market the unique qualities and strengths of Stoughton to businesses and visitors – Art as business, cultural heritage and strong municipal utilities.

  15. Encourage the development affordable, single-family housing. Value and promote lifelong learning opportunities including all levels of education – childhood education, job and career training, continuing education.

  16. Leverage, create and support strong local and regional partnerships that improve economic health. Internal and external collaboration, coordination and communication will be highly valued. Key partnerships could include Stoughton Area Chamber of Commerce, City of Stoughton, surrounding townships, Stoughton Area School District, community organizations, Redevelopment Authority, Stoughton Hospital, Stoughton Arts Council.

  17. TEAM 3I want to live in a Safe, Healthy and Secure community.

  18. Indicators for Success • Crime Indicator • Fire Indicator • Citizen Involvement • Environmental Indicator • Health Awareness • Code Enforcement

  19. Purchasing Strategies • Adequately maintain the public safety system through technology, enforcement, communication and well-trained, equipped personnel. • Promote accessibility to health-based outreach, educational and recreational opportunities. • Maintain facilities, streets and utility infrastructure as a key approach to injury and illness.

  20. Purchasing Strategies Continued • Advocate for and engage in community prevention strategies that span multiple generations and vulnerabilities. • Engage in public and private partnerships that cooperate in promoting citizen-based health and safety opportunities.

  21. RFR Highlights • Public Safety • Community Involvement and Partnerships • Health Promotion

  22. TEAM 4 “I want to live in a communitywith a citizen-focused,well-run government.”

  23. Major Indicators • Indicator 1: Improved Financial Stability • Indicator 2: Improved Citizen Satisfaction • Indicator 3: Improved Employee Satisfaction • Indicator 4: Increased Citizen Participation

  24. Purchasing Strategy 1: Maximize effective leadership at all levels.

  25. Purchasing Strategy 2: Purchasing Strategy 2: Promote initiatives that will secure financial stability.

  26. Purchasing Strategy 3: Purchasing Strategy 3: Promote or maximize effective communication between elected officials, city employees and citizens.

  27. Purchasing Strategy 4: Purchasing Strategy 4: Maximize efficiencies through the demonstration of utilizing internal and external partnerships.

  28. Purchasing Strategy 5: Purchasing Strategy 5: To promote a common vision for managerial success.

  29. Purchasing Strategy 6: Purchasing Strategy 6: Promote initiatives that allow and maintain a knowledgeable and experienced staff.

  30. We are seeking proposals that will maximize effective leadership at all levels. We are seeking offers that will promote initiatives to secure financial stability. We are seeking offers that will promote or maximize effective communication between elected officials, city employees and citizens.

  31. We are seeking offers that will maximize efficiencies through the utilization ofinternal and external partnerships. We are seeking offers that will promote strong, successful city management. We are seeking offers that will promote initiatives that allow for and maintain a knowledgeable and experienced staff.

  32. THE CITIZENS OF STOUGHTON WANT • AN ATTRACTIVE, WELCOMING COMMUNITY • THAT VALUES ARTS AND CULTURE

  33. TEAM 51 MEMBERS • KRISTI HUND SCOTT WEGNER • RICHARD KITTLESON BARB VEUM • HOLLEE CAMACHO ROGER STRANDLIE • PAT O’CONNOR SARAH CARLSON • MICHAEL STACEY

  34. BREAKING DOWN THE PRIORITY • ATTRACTIVE COMMUNITY • OUR FOCUS IS ON MAINTAINING/ENHANCING THE ATTRACTIVENESS OF PUBLIC AND PRIVATE PROPERTIES SUCH AS STREETS, PARKROWS, PATHS, SIDEWALKS, PARKS, BUILDINGS & PROPERTIES.

  35. BREAKING DOWN THE PRIORITY WELCOMING COMMUNITY OUR FOCUS IS ON ENHANCING ENTRANCES OR GATEWAYS OF THE CITY; PARTNERSHIPS; ACCESSIBILITY, WAY-FINDING, WALKABILITY, AND CONNECTIVITY THROUGHOUT THE COMMUNITY.

  36. BREAKING DOWN THE PRIORITY VALUE OF THE ARTS WE SEEK TO SUPPORT CELEBRATIONS, EVENTS AND PROGRAMS THAT SHOWCASE THE ARTS. THE ARTS ENCOMPASS VISUAL ARTS, LITERARY ARTS AND PERFORMING ARTS – MUSIC, DANCE, THEATER AND FILM.

  37. BREAKING DOWN THE PRIORITY HISTORIC CULTURE OR TRADITIONS WE SEEK TO SUPPORT THE HISTORIC TRADITIONS THAT SHOWCASE THE COMMUNITY SUCH AS THE SYTTENDE MAI CELEBRATION AND STOUGHTON JR. FAIR.

  38. EVIDENCE PROVIDED THE FOUNDATION FOR OUR STRATEGIES: • Appreciative Inquiry Report • Comprehensive Plan Survey (2003) • “First Impressions” Program

  39. ATTRACTIVE, WELCOMING COMMUNITY THAT VALUES ARTS AND CULTURE

  40. ■.

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