HomeMy WebLinkAboutoverviewOverview of The Strategic Planning Process
Perhaps never before have expectations for public programs been so high. While
demand for services has grown, so, too has public scrutiny, competition for
limited resources, the complexity of regulations, and security and safety
concerns. Along with these, are a driving force behind the City’s deep
commitment to financial accountability, exceptional quality, consistent
performance, and meaningful contribution to the entire Meridian community
Employees and managers at all levels have been involved with this initial
planning process. Initially, departmental missions were reviewed, with attention
paid to any existing historical charters, but also to current and prospective
missions, which have endured as City services evolved. Every department is
unique. Therefore, each has a mission and complete, concise plan that allows it
to express its challenges, goals, major initiatives, and planned actions.
Along with an analysis of its individual mission, employees from each
department also explored their view of the future, in terms that could be
articulated as a vision. This has been defined in terms of what challenges will
most likely exist in the future, along with the actions considered necessary to
meet the challenges over the next several years. Each department also explored
its view of what ideals should be pursued over the next decade or two. Coupled
with these elements was the operating philosophy, which concisely reviews those
values that guide each employee group and, ultimately, the entire City. While
each department was involved with drafting these elements, managers, the Mayor
and City Council also deliberated on key ingredients and helped distill them into
a city-wide composite plan.
As with any planning process, review identified key issues and challenges each
department is now or will be facing in the future. Whether stated as issues or
challenges, these are factors that will engage the City and its operating
departments and many other Ada and Canyon County agencies in the years
ahead. A total of four to six weeks were taken to identify and review issues and
challenges. Those appearing in this document are a compilation and distillation
of the original list.
Each department then took considerable time to review significant trends in the
City as well as within the Treasure Valley and the entire geographic area. This is
important because these trends serve as foundation for issues and challenges,
goals, and major initiatives planned by the City. Once trends were identified,
issues and challenges reviewed, and each department’s mission clearly stated,
employees were able to develop a set of long- term goals that establish clear
direction for the next five to twenty years. It is important to note that all goals
are stated in terms that promote measurability, as part of the City’s commitment
to productivity and measured performance.
The final element of the general overview is a set of strategic initiatives that
mirror the most profound challenges the departments and community faces.
These key departmental initiatives represent the most significant actions that will
engage city services for the next several years. While not prioritized at this point,
this will be accomplished as collaboration occurs within the departments and
other strategic partnerships are forged to undertake various initiatives. This was
done to allow latitude in operations after the general plan was outlined.
These initiatives may change as priorities change, but are considered essential to
provide clear direction throughout FY 2002- 2003. Each department is dedicated
to performance and all elected to identify those significant outcomes that can
address important issues during the next several years.
In the following plan sections, there is an overview of Major Challenge Areas for
the entire City, followed by individual plans developed by the City’s ten
departments (Water and Wastewater have been placed with the Public Works and
Building department. Each department plan stands alone and details the most
significant visions, values, issues, goals, annual objectives, and actions identified
for FY 2002-2003. As a whole, the ten department plans provide a very detailed
view of the City’s future, its challenges, and its plans to provide measured
improvement.
This planning process has allowed the City to our level of operating efficiency.
While quite effective in the past, City departments are more deeply committed to
broader collaboration with many partners to generate an entirely new standard of
cost effective service delivery. For this City government, both the process and
product of strategic planning have provided new energy, optimism, and direction
that will generate significant dividends for Meridian residents and visitors over
the next ten years.