City of Tyler 2013 Strategic Plan

7/27/2019 City of Tyler 2013 Strategic Plan

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City of Tyler 2013 Strategic Plan

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Strategic Planning Process

The City of Tylers strategic plan establishes theorganizations vision, mission, goals and objectives.It is the guiding document to ensuring the City isstrategically and actively pursuing our vision tobeing the standard for performance excellence inlocal government

The planning process is ongoing with several inputsthroughout the year. Formal planning beginsannually in January with the Key Leader retreat.Prior to the retreat, data is gathered from severalsources, including:

Community surveys;

Departmental surveys;

Organization-wide performance

measurements (CTQs);

o Tax Rate

o Rates for utilities

o Number of employees

o Lean Sigma program savings

o Bond rating

o General obligation debt comparison

o City University training

Outcomes from Departmental Business

Plans and the Performance Excellence

Program (PEP);

Budget information including three year

forecasting, annual budgeting and monthly

financial forecasting;

Area development plans;

Customer Response Management (CRM);

Capital Improvement Plan process and

community input;

Master Plans;

Tyler 21 community surveys and

implementation plans; and,

Council input.

This data is used to conduct an annual SWOTanalysis and environmental assessment and toidentify strategies to improve the organizationsperformance. These strategies are ranked bythe Key Leader Team and the priorities are

established for the upcoming year.

Each strategy is assigned a champion andmeasurement for that strategy is contained inthe Champions Departmental Business Plan.

Quarterly evaluations of the DepartmentalBusiness Plan are conducted by the PEPSquad, which is appointed by the City Manager

An illustration of the integration of this planningprocess is provided below.


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Strategic Planning Flow Chart


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Organizational StructureThe City of Tyler has developed an innovative

organizational structure that has helped streamline

the organization and enhance efficiency and

accountability.

At the top of the organization chart are the citizens

of Tyler. As the key stakeholder and electorate, the

citizens of Tyler are responsible for the election of

the Citys governing body, the City Council.

As a Council-Manager form of government, the

Council is responsible for policy making and

approval of the budget. The Council also appoints

Boards and Commission members, Task Force and

Committee members, and hires the City Manager.

There are six Councilmembers, who are elected

from districts, and a Mayor who is elected at-large.

If elected, Councilmembers and the Mayor may

serve up to three consecutive two-year terms, in a

particular capacity.

The City Manager is responsible for the day-to-day

operations of the organization and all other City

employees report to him through the organizational

structure.

The City of Tyler currently has one Assistant City

Manager. Also, a Key Leader Team functions as

the Senior Leadership Team. This group is

appointed by the City Manager and creates the

organizational culture, drives employee

engagement, and holds Department Leaders

accountable for achieving the citywide PEP goals

and strategies.

The Key Leader Team is comprised of the City

Manager, Assistant City Manager, three Managing

Directors and seven Directors.

A Managing Directoris a Department Leader and

Director who serves on the Key Leader Team,

oversees operations of multiple departments and

also leads efforts to reinforce and communicate the

culture of the organization, fosters employee

engagement and organizational development, andoversees implementation of the Citywide business

plan, goals and strategies. This position also

represents the City Manager upon assignment at

public or organizational events, meetings and

programs.

A Directoris a Department Leader who serves on

the Key Leader Team and also provides broad

general oversight for additional departments or

operations as assigned by the City Manager.

A Department Leaderis a department head who

serves as the chief administrative officer for a

single department or operation. This position is also

responsible for engaging employees at the

departmental level and achieving departmental

business plan goals and strategies.

A Developing Leaderis an individual in each

department appointed by the respective

Department Leader and approved, by the City

Manager, to be mentored as a potential futureDepartment Leader. This position may also serve in

a primary administrative support role for the

Department Leader for budgeting, personnel,

media and management matters.


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Community Comprehensive Plan: Tyler 21/1stThe What

In 2007, the City of Tyler Council adopted the Tyler

21 comprehensive plan. This 20-year plan createsa strategic framework for future actions as the City

continues to grow. It defines a vision for the future

linked to overall goals and policies, and it contains

strategies and action items for achieving goals.

The planning process took more than 18 months to

complete, primarily due to the extensive public

involvement involved. Resident input was sought

throughout the process via a community visioning

retreat (300+ attendees), six open houses and a

survey of Tylerites. Focus groups, interviews with

community leaders, and newsletter and website

comments were also important

vehicles to gather information

about what was important to the

residents of Tyler and how they

envisioned Tyler growing to meet

the needs of generations to come.

The input gathered from the

public involvement process was

used to establish the vision and principles that

became the framework for the nearly 500 page

plan. More than 100 citizen volunteers participated

on working groups to further define the key issues

and strategies to address the long-term future

needs of the City.

The Plan includes the following chapters:

Vision

The Community Speaks

Population and Land Use Trends

Downtown Master Plan

North End Revitalization

Historic Preservation

Parks, Open Space, Recreation & Lakes

Housing, Neighborhoods & Community

Identity

Business and Economy

Transportation and Circulation

Public Facilities and Services

Future Land Use and Annexation Guide

Tyler 21 includes an implementation plan and calls

for an update to be conducted every five years to

ensure the plan remains relevant. In addition, the

Plan called for the creation of several sub-plans,

including the Parks Master Plan and the Lake Tyler

Master Plan, in addition to area development plans.

As an additional tool, the City conducted a more in-

depth planning process for the Business andEconomy chapter of the plan. The result was the

creation of the Industry Growth

Initiative (IGI) that identifies the

key building blocks and strategies

for the creation of an innovation

economy that will lead to higher

paying jobs and a greater quality

of life for the citizens of Tyler.

The Tyler 21 Plan defines what

the City will do; the Tyler Blueprin

and Performance Excellence Program create a

vision forhowTyler will do business as an

organization. The Citys (PEP) established the

goals and tools that empower Tylers resource

engine, the employees, to achieve the vision to be

the standard for performance excellence in local

government.

In 2013, the City began the five year update to the

Plan and rebranded the new version, Tyler 1st. The

process will take most of 2013 to complete and

includes a community wide survey, monthly

meetings of a steering committee as well as

significant community involvement.

This 20-year plan creates

a strategic framework for

future actions as the City

continues to grow.


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Tylers Blueprint

In 1997, the City of Tyler adopted the Blueprint

Business Model to define our core values and

commitment to a culture of continuous

improvement in the way we do business and deliver

services. The Blueprint defines our organizational

culture and is what differentiates us from other

municipal governments.

This model has served the City well. The result of

this strategic approach to municipal management

includes becoming one of only a few cities to pay

off all general obligation debt and achieving the

lowest property tax rate in the State for cities with a

population of 15,000 or greater.

By combining the Blueprint Business Plan with the

clear vision outlined in the Tyler 21 Plan, Tyler is on

course to realize its vision in the interest of the

community we serve.


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Performance Excellence Program (PEP)The How

In the last several years, the world economy has

experienced a devastating recession that has

changed the way citizens view the government. It

has become even more critical that Tyler

differentiate itself and continue to demonstrate a

commitment to performance excellence and fiscal

conservatism.

A key strategy that has helped Tyler weather the

tough economic times has been the commitment to

the Blueprint Business Model and implementation

of employee engagement strategies such as City

University, Leadership Academy, Called to

SERVE Internal Communications and Lean

Sigma.All of these strategies point to The Who

our employees, or resources engine.

City University

Established in 2008, City University is the City of

Tylers employee training department. Led by theManager for Organizational Development, and

housed in a state-of-the-art training facility, City

Universitys vision is to create a well-trained, highly

skilled workforce that embraces opportunities for

life-long learning and growth. Programming for City

U is structured into four tracks: Leadership

Development, Professional Development,

Innovation, and Core Competency. In 2009, a

Leadership Academy (LA) was added to the

program structure. LA is a selective program

limited to 15 employees who spend one year

together developing skills that will help prepare

them to fill critical leadership roles. In 2010, City

University added a Toastmasters Club for City

employees to enhance their public speaking skills;

in 2012 a wellness track was added and in 2013

City U began offering a MPA Cohort Program.

Called to SERVE Internal Communications

The Called to S-E-R-V-E internal communications

initiative was developed in 2008. The motto,

Called to S-E-R-V-E, has a dual meaning: (1) it

reminds employees that they entered into public

service to serve others and a purpose larger than

themselves, and (2) S-E-R-V-E is an acronym to

Streamline, Empower, Respond, Venture and

Evaluate, the goals established under the Tyler

Blueprint. A myriad of tactics are encompassed in

the plan, all aimed at enhancing employee

communications. Examples include an employee

newsletter, intranet, recognition program,

celebrations, City Managerregular visits, Lunch &

Learns and much more.

Lean/Six Sigma

In 2009, the City of Tyler launched a

comprehensive Lean/Six Sigma Initiative

throughout the organization. This was the logical

evolution of Tylers long history of performanceexcellence. A full time Lean/Six Sigma Master

Black Belt was hired who trains current employees

to reduce waste and variation in processes. A

Green Belt has been trained in each department

and several Black Belts have been certified. The

Green and Black Belts work with employee project

teams to improve City processes: saving both time


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and money. To date, more than $3.1 million has

been saved in hard and soft savings.

These programs empower City employees to find

solutions, develop programs and enhance

processes that result in higher-quality services and

cost savings.

The City of Tyler is now converging these

strategies into the Performance Excellence

Program (PEP). Each department is challenged

with evaluating themselves in seven criteria areas:

1. Leadership2. Strategic Planning

3. Customer Focus

4. Measurement, Analysis and Knowledge

Management

5. Workforce Focus

6. Operations Focus

7. Results

Business Planning

As part of the PEP process, each Department

prepares an annual Business Plan. The

Departmental Business Plans link organizational

goals and objectives to the department level. This

plan contains key performance indicators

(measurables), trend information and performance

improvement projects. Business Plans are

submitted on a quarterly basis and reviewed by a

Performance Excellence Team. Quarterly reviews

and coaching sessions help to enhance

performance outcomes.

Financial Review

The City of Tylers budget process encompasses

tri-annual forecasting, annual budget development

and adoption, and monthly forecasting. Each City

department prepares a three-year budget forecast

which is submitted to the Citys internal Budget

Committee (City Manager, Chief Financial Officer,

Internal Auditor and Human Resource Director).

Tri-annual budget reviews are held with each

department and the information is used for long

range budget planning. An annual budget request

is prepared by each department and submitted tothe Budget Committee. Budget hearings are then

held with each department. This information is

reviewed and developed into a proposed budget,

recommendation presented by the City Manager to

the City Council for adoption, followed by public

hearings to gather community input. Once the

budget is adopted by the City Council, each

department must submit a monthly budget forecast

spreadsheet to the Budget Committee, who reviews

the overall budget of the City and makes

recommendations to the City Manager.

Through the PEP, the City of Tyler will be able to

meet the mission to be a results-oriented service

organization with a focus on efficiency, sound

financial management and quality service to our

citizens and exceed the vision to be the standard

for responsive local government.


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Organizational Assessment and Environmental Scan

As part of the organizations annual planning process, an assessment and environmental scan is completed.

This scan reflects input from the Key Leader Team based upon Council input, citizen feedback, employee

surveys and input, financial data and current environmental conditions. The assessment is utilized to develop

objectives within the organizations key goal areas.

S - STRENGTHS

S1 Position as the regional service providerwater, sewer treatment, landfill, airport, etc.

S2 Position as the lead political subdivision in the region

S3 Strong brand

S4 Planning to succeed via master planning/planning efforts and abilities

S5 External communications and transparencyS7 Vision/leadership

S8 Long history of continuous improvement (foundation)

S9 Accredited Police Department / ISO rating of two

S10 Sense of community

S11 Strong political capital and Council-staff relations

S12Willingness to innovate

S13 Good financial management and fiscal condition

S14 Motivated, competent and experienced staff with great longevity

S15 Supportive City Council and creative yet deliberate leadership/management with vision

S16 Half cent sales tax available for pay-as-you-go capital improvementsS17 Abundant water supply secured with significant treatment capacityS18 Abundant sewer treatment capacityS19 Collaborative/cooperative style of public engagement and management

S20 Advantages that come with having a flat organization

S21 Own many HTE applications; moderate level of implementation

S22 Commitment to invest in staff training/learning/professional development (City U)S23 Proximity to the Dallas/Ft. Worth Metroplex

S24 Strong established internal communications programs

S25 Foundational launch of Lean Six Sigma/PEP

S26 Strong private giving for public causes

S27 Receptiveness to public private partnerships by local businesses

S28 Perception of good quality of life


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W - WEAKNESSES

W1 Funding constraintsW3 Traditional dependence on media for a voice due to limited funding

W4 Need for additional supervisor training

W5 Thin staffing which poses a challenge (for advancement and potential for burn out)

W6 Aging workforce and potential loss of institutional knowledge

W7 Challenges that come with having a flat organization

W8 Lack of written processes in some areas

W9 Additional need to identify and address inefficiencies

W10Aversion to change by some employees (Change to: Need input from organizationwide survey.)

W11 Lack of commitment to organizational vision and goals by some employees

O - OPPORTUNITIES

O1 Room to grow geographically

O2 Opportunities to evaluate services as funding stream

O3 Positioning as a regional hub

O4 Continued growth of strong community involvement and awareness

05Support the IGI and Tyler 21 plan to diversify the economy, bring new jobs and makeTyler the best place to live, work and raise a family

O6 Growing shared, clear vision in the community

O7 Good community-wide planning

O8 Strong leadership capacity in the communityO9 Growing spirit of cooperation and good will in the organization to enhance morale

O10 Significant levels of private giving for public causes

O11 Significant natural resources, favorable climate and natural beauty

O12 Sense of community, belief in a higher purpose and calling

O13 Opportunities to raise awareness of lowest taxes among all taxing jurisdictions


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O14 Proximity to Dallas/Fort Worth and other major markets

O15 Opportunities to go paperless

017 Opportunities to grow in more directions north and west

O18 Economic development potential through infrastructure improvements

O19Capitalize on community outreach efforts and ability to increase influence throughout theregion

020Early successes in City driven revitalization and enhancement of particular areas of thecommunity

O21 Strengthening of existing good media relations

O22Further technology enhancements by leveraging foundational successes

O23 Leveraging of City U professional development and additional employee engagement

024 Greater efficiency of Citywide processes

O25 Further enhance regionalism

O26 Leveraging of Lean Sigma Initiative for future growth

O27 Strengthening of succession planning

O28 Hiring and retaining of the highest potential individuals

O29 Managerial training for leadership team

O30 Use of citizen feedback to make organizational improvements

O31 Sustainment of PEP (Performance Excellence Program)

032 Continue to develop and enhance City Volunteer Program

T - THREATS

T1 Current weak national economy and sensitivity of local sales tax to economic conditions

T2 Adverse state legislation in terms of state mandates, loss of local control, or higher fees

T3 More federal/state government regulation and mandates (healthcare, water rights, etc.)T4 Instantaneous 24-hour news coverage

T5 Need for update of Tyler 21/1st given age of plan

T6 Aversion to change by some

T7 Funding constraints in the community at all levels

T8 Current national political environment and attitude toward government

T9 Potential guilt by association with other levels and organizations of government


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T10 Aging infrastructure/facilities

T11 Shallow bench in terms ofstaff back up and succession planning

T12 Limits to institutional knowledge

T13Well-being of personnel given thin staffing, workloads and public sentiment towardgovernment in general

T14Potential lawsuits from risk related incidents

T15 Employee turnover from aging workforce

T16 Rising cost of healthcare and retirement benefits

T17Natural disasters and local emergencies

Stakeholders

The City of Tyler key stakeholders include:

Citizens of Tyler

City Council

Our Employees

City of Tyler Boards and Commissions

Local Media

Water & Sewer Service Customers

Solid Waste & Landfill Customers

Flying Public (Airport Customers)

Developers/Builders

Corporate Citizens/Business

Regional Retail Market Customers/Sales Tax Payers

Higher Education Institutions and Students Lake Leaseholders

Vendors

Tourists

Special Interests

Hospital & Medical Services Clients/Patients


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Volunteers

Goals, Objectives

and Strategies


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Organizational Goals (Strategic Priorities):

Steamline Empower Respond Venture Evaluate (S-E-R-V-E)

Streamline:

We will relentlessly strive to improve efficiency, enhance productivity, reduce costs, eliminate waste and

reduce defects to build even greater capacity to respond to citizen needs as identified in Tyler 21,

citizen/customer surveys and other channels for feedback and suggestions.

Empower:

We will invest in our employees through continuing education and mentoring to develop accountability and

skills, resulting in more responsive and cost effective customer service.

Respond:

We will be answerable with a sense of urgency and transparency to the needs of our customers.

Venture:

We will pursue opportunities to compete as the service provider for our citizens and other agencies, outsource

our noncompetitive functions, partner with others to enhance service levels and collaborate among City

departments as a team to leverage resources.

Evaluate:

We will utilize research and data to plan for the future and measure our success in order to further enhance the

quality of our services as outlined in Tyler 21 and related planning efforts.

Items completed during prior fiscal year.


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Goal: STREAMLINE

Examples: Exploiting the use of technology design and application, substituting technology for people for

routine/competitive tasks, consolidating steering or decision making authority, eliminating organizational layers

that do not add value to the service/product delivered, building on strengths and offloading weaknesses,

charting work flows and implementing smarter work processes, and eliminating the cost of mistrust by

incentivizing compliance.

Objectives:

1. Exploit the use of technology.

StrategiesResponsibleKey Leader

SWOTAlignment

Measured By

a. Exploit use of enterprise software (HTE) byidentifying how at least two modules can be usedmore effectively budget and project accounting

ReNissa Wade S21, O22 IT Business Plan

b. Automate personnel requisition process ReNissa Wade S12, O15,O24

HR Business Plan

c. Automate travel authorization process Keidric Trimble S12, O15,O25

Finance BusinessPlan

d. Further automate tri-annual forecast process viause of HTE

Keidric Trimble S21,S24,S21

Finance BusinessPlan

e. Re-establish HTE users group as a task force toexamine on-going effectiveness of enterprisesoftware

ReNissa Wade S21, O22 HR Business Plan

f. Improve ability to use and enhance training forHTE budget module Keidric Trimble S13, S21,S22, W10, Finance BusinessPlang. Assign HTE liaisons for each department to

troubleshoot simple technical itemsReNissa Wade S21, W5,

T11IT Business Plan

h. Launch document imaging pilot with goal toeventually go paperless for many processes

ReNissa Wade S12, W10,015

IT Business Plan

i. Enhance ability to track vehicle maintenanceelectronically

Dan Brotton S12, S21,W9, O22

Vehicle ServicesBusiness Plan

j. Explore additional municipal use of fixed basenetwork for meter reading

Greg Morgan S12, O22,S17

Water BusinessPlan

k. Explore additional use of hands freecommunication equipment in City vehicles

ReNissa Wade S12, T6,T14

IT Business Plan

l. Research acquisition of CSR software Susan Guthrie S5, S21,W7, O22,O30

CommunicationsBusiness Plan

m. Improve functionality and use of CRM Susan Guthrie S5, W7,O22, O30


n. Create a City I-Phone App Susan Guthrie S5, O22,O30


o. Further enhance GIS capabilities and training Greg Morgan S12, O22, GIS Business Planp. Research new public safety software Chief Swindle S9, S12 PD Business Plan


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2. Grow the Citys Lean Sigma program.

Strategies

Responsible

Key Leader

SWOT

Alignment

Measured By

a. Ensure each department has at least one activeLean Sigma Greenbelt project.

Susan GuthrieS25, W1,

W8, O26, T1Lean Sigma

Business Planb. Achieve $130,000 in soft savings and $190,000

in direct savings/year via Lean Sigma program.Susan Guthrie

S25, W1,W8, O26, T1

Lean SigmaBusiness Plan

c. Put ALL employees thru Bluebelt training. Susan GuthrieS22, S25,W1, O26,

O27


d. Showcase Lean Sigma projects in MayorsCitizen Academy.

Susan GuthrieS25, S3,O26, O30


e. Moderate the growth of the Lean Sigma programuntil roles and support from Black Belts are

stabilized.

Susan Guthrie S25, W5Lean Sigma

Business Plan

f. Annually evaluate members of Green Belts andBlack belts for continuation in Lean Sigma roles.

Susan GuthrieS22, S25,W11, O28


g. Engage Key Leaders and Department Leadersmore as project champions.

Susan GuthrieS22, S14,S25, W5,W10, O26


3. Achieve alignment of processes and planning with mission and goals.

StrategiesResponsible

Key Leader

SWOT

Alignment

Measured By

a. Re-evaluate/refine Citywide organizationalmission, vision and goals, resulting in a morecomprehensive strategic plan that clearly ties tocitizen preferences.

Mark McDanielS4, O6, T5,

S7

City ManagerPlan

b. Ensure monthly financial closings by the 10th ofthe following month.

ReNissa Wade S13Finance Business

Planc. Calibrate Lean Sigma program to monthly

business planning and PEP (PerformanceExcellence Program).

Susan GuthrieS25, O26,W12, W9,

O31


4. Eliminate organizational layers and leverage current staffing resources.


SWOTAlignment

Measured By

a. Examine role and future use of Assistant CityManager position.

Mark McDanielS20, W5,

W7City Manager

Plan

b. Target top two positions with highest turnoverand develop written plans to reduce.

ReNissa WadeW5, W6,

O23, O28,T11

HR Business Plan

c. Staff volunteers in five more departments. ReNissa Wade T13, O32 HR Business Plan


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Goal: EMPOWER

Examples: Developing employee leadership potential, supporting succession planning, rewarding responsive

performance and recognizing achievement, fostering creation of an empowered network comprised of teams of

employees, promoting continuous learning, maintaining training/assessment schedules, ensuring a safety

focus in training programs, reinforcing Core Values with employees, and developing/implementing cross-

training for all employees.

Objectives:

1. Improve employee recruitment and selection practices to ensure hire of individuals best suited

for each position and the Blueprint organizational culture.

StrategiesResponsible

Key Leader

SWOT

Alignment

Measured By

a. Develop candidate interview tools/matrix toensure maximum success of interview process.

ReNissa WadeW8, O24,O28

HR Business Plan

b. Standardize pre-screening and interview referralprocess.

ReNissa WadeW8, O24,O29

HR Business Plan

c. Enhance employee orientation process to morefully communicate organizational structure andexpectations.

Susan GuthrieS24, S22,O28, O21

City U BusinessPlan

d. Develop more robust Citywide internshipprogram.

ReNissa WadeS6, S8,O28, W5

HR Business Plan

e. Notify existing employees of job openingsweekly.

ReNissa WadeO28, T15 HR Business Plan

f. Examine use of mini-DISC assessments inhiring process.

ReNissa Wade O28, T15 HR Business Plan

g. Review job opportunities to move or advanceexisting employees during Key Leader meetings.

ReNissa WadeO28, T15,O27

HR Business Plan

h. Use interview panels for all job openings. ReNissa Wade O28 HR Business Plan

2. Invest in employee training and professional development.


SWOTAlignment

Measured By

a. Implement next evolution of City U programs toinclude Called to SERVE training and secretshopper programs.

Susan GuthrieS3, S22,O9, O23,T12

City U BusinessPlan

b. Continue to support and encourage employeeinvolvement in Toastmasters, seeking programgrowth.

Michael WilsonS22, O9,O23, T12

City U BusinessPlan

c. Add new personal track to City U curriculum.Susan Guthrie

S22, O9,O23, T12,T16

City U BusinessPlan


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d. Continue mandatory supervisory training to City Ucurriculum, adding certification testing. Susan Guthrie

O29, O9,O23, S22,T12, W4

City U BusinessPlan

e. Examine cohort programs for Bachelor andMasters degree programs. Susan Guthrie

S22, W6,O23, O27,T11

City U BusinessPlan

f. Holding annual Key Leader retreats for strategicplanning.

Mark McDanielCity ManagerBusiness Plan

g. Contingent upon availability of funding, send aKey Leader to senior executive training each year.

Mark McDanielS22, O29,T12

City ManagerBusiness Plan

3. Establish employee teams to help address major organizational issues.

Strategies

Responsible

Key Leader

SWOT

Alignment

Measured By

a. Roll out phase II of Lean Six Sigma program.

Susan Guthrie

S7, S12, S22,S25, W1, W8,O26, S8, T8,S14, O31


b. Continue use of employee health insurance taskforce to monitor benefits costs, further educateemployees about plans, and develop plans for awellness program and possible City clinic.

Mark McDaniel

T16, T3, T1,W10, S14, S24


c. Work employee fitness teams and incentives intoproposed wellness program.

Susan GuthrieT16 City U

Business Pland. Create department level safety teams.

ReNissa Wade

T14, W1 HR Business

Plan


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Goal: RESPOND

Examples: Implementing/monitoring effective customer follow up on requests/complaints, implementing Tyler

21 goals and actions, institutionalizing Citywide customer service standards, eliminating waste of customer

time and inconvenience, maintaining/upgrading E-Gov services, seeking new ways to share information with

customers, putting the customer in the drivers seat by providing choice and control over service delivery,

seeking to personalize service and abandoning a one-size-fits-all mentality, developing allies for

administrative/support systems, and managing relationships with others through use and application of

behavioral assessments.

Objectives:

1. Seek to better understand citizen concerns, preferences and needs.

Strategies ResponsibleKey Leader

SWOTAlignment

Measured By

a. Conduct a five year update of the Tyler 21/1stcomprehensive plan to ensure full calibration withcitizen preferences and needs.

Michael WilsonS4, S7 Planning

Business Plan

b. Fund a citizen survey update.

Susan Guthrie

S5, S19, O4,O5, O6, O7,O8, T5, O19,O30

PlanningBusiness Plan

c. Research acquisition of customer serviceresponse (CSR) software that will interface withopen records requirements.

Susan GuthrieS3, S21, O24 Communications

Business Plan

d. Conduct more electronic town hall meetings. Susan Guthrie S5, S10, O4 CommunicationsBusiness Plan

e. Use more ad hoc task forces to tackle majorcommunity issues. Mark McDaniel

S5, S7, S19,W1, O6,O12, O19T8


2. Enhance and broaden engagement of citizens.


SWOTAlignment

Measured By

a. Ensure all portions of the Citys website are up to

date, with each department keeping data current. Susan Guthrie

S3, S5, W3,

W7, O19

Communications

Business Planb. Reach 5,000 fans (customers/citizens) via Citys

Facebook page.Susan Guthrie

S3, S5, W3,O19, T8


c. Investigate making Citys website more mobilecompatible.

Susan GuthrieS3, S5, W3,

W7, O19CommunicationsBusiness Plan

d. Launch Citywide Citizens Academy. Susan Guthrie

S3, S5, S7,S10,W3,O4, O13,

O19, T1, T8

City U BusinessPlan


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e. Collaborate with developers and builders onredevelopment efforts via HIP and possible newdevelopment standards.

Chief SwindleS27, S26,O3, O20

NeighborhoodServices

Business Plan

f. Partner with investor owned utilities for watertransfers.

Greg Morgan S1, S18, O1 Water BusinessPlan

g. Audit outside agencies for performance andfinancial accountability as a funding condition.

Keidric Trimble S13, W1, T7Finance

Business Plan

h. Partner on tourism related public-privatepartnerships to build tourism venues.

Mark McDaniel

S3, S7, S10,S27, S26,O3, O10,O11, O14,O18, O7


i. Explore further collaboration among departmentsfor irrigation repairs and trash removal.

StephanieRollings

S8, S12,S14, O24

Parks BusinessPlan

2. Compete to provide City services, or contract them out.


SWOTAlignment

Measured By

a. Implement small scale concrete batching plant forcompetitive materials costing.

Greg MorganS12, W1,O24

StreetsBusiness Plan

b. Evaluate renewal of contract for paratransitservices.

Barbara Holly O24TransitBusiness Plan

c. Examine contracting out inspection of publicworks projects.

Carter Delleney O24EngineeringBusiness Plan

d. Examine contracting out of right of way mowing. Greg Morgan O24 StreetsBusiness Plane. Examine providing a video inspection service for

private sector contractors, etc. on a fee basis.Greg Morgan O2

Water BusinessPlan

f. Examine outsourcing of plan review. Michael Wilson O24DevelopmentServicesBusiness Plan


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3. Collaborate on regional public service ventures with other agencies/ jurisdictions.

Strategies

Responsible

Key Leader

SWOT

Alignment

Measured By

a. Pilot regional training at City U through LeanSigma.

Susan GuthrieS2, O2, O25.

O31City U Business

Planb. Lead efforts to provide regional training through

professional associations in areas such asplanning, code enforcement, water, etc.).

Barbara Holly O25, S2MPO Business

Plan

c. Add at least one wholesale customer for utilitiesper year.

Greg Morgan S1S,17, 011Water Business

Pland. Develop plan for regional sewer plant on recently

purchased property SE of Bullard.Greg Morgan S1, O2, S18

Water BusinessPlan

e. More actively take a leadership role in regionalplanning efforts as opposed to being reactive.

Barbara HollyO26, S2, O3,

T2, T3MPO Business

Plan

f. Examine enhanced partnership with TJC forregional public service academies.

Chief Swindle S27, O28 PD BusinessPlan

g. Evaluate interlocal agreements for developmentrelated City services in unincorporated areas andfor small cities in Smith County.

Michael Wilson O2, S2Development

ServicesBusiness Plan

h. Partner for a regional animal control shelter. Chief SwindleS2, S6, S7,

T9Police Business

Plan

4. Collaborate with the community on Citywide planning projects.


SWOTAlignment

Measured By

a. Conduct at least one area development planningeffort with community stakeholders each year.

Michael WilsonS4, S19, O4,

O7, T10Planning

Business Planb. Fully launch Industry Growth Initiative (IGI)

through appointment of all champions/ teams andinitial meetings do develop work plans.

Susan GuthrieO5, S7, S23,S28, O3, O6,

O8, O14


c. Partner with the Tyler Metropolitan PlanningOrganization for master street plan (MSP) update.

Barbara Holly O25, O7MPO Business

Pland. Utilize Lake Tyler Roundtable to plan for

implementation of Lake Tyler Master Plan.Greg Morgan

S15, S28,O5, O7

Water BusinessPlan

e. Conduct a five year update for Tyler 21/1st. Mark McDaniel

S4, S10,S19, S28,

w11, O5,O17, T5



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5. Leverage outside funding via grants and gifts.

Strategies

Responsible

Key Leader

SWOT

Alignment

Measured By

a. Examine possible pilot project for grantcoordinator to leverage outside funding inFY2011-12.

Keidric TrimbleS26, W1,O10, T7

FinanceBusiness Plan

b. Seek energy efficiency related grants for plannedinfrastructure improvements.

Carter DelleneyS26, W1,O10, T7

Engineeringand FacilitiesBusiness Plan

c. Seek private donations for Downtowndevelopment projects.

Mark McDanielS26, W1,O10, T7


d. Pursue grant funding for homeless and veteransprograms.

Gary SwindleS26, W1,O10, T7

PD BusinessPlan

e. Seek more FAA grant funding for Airport

improvements. Carter Delleney

S26, W1,

O10, T7

Airport Business

Plan

f. Formulate a plan for public-private partnerships todevelop a tourism/visitor facility venue.

Mark McDanielS26, W1,

O10, T7O18,S27


g. Seek grant funding for public-private CNG station. Susan GuthrieS26, W1,O10, T7

VehicleServices

Business Plan

Goal: EVALUATE

Examples: Effectively determining major outcome goals/priorities, establishing and tracking performancebenchmarks, monitoring and ensuring completion of major assigned projects, obtaining and evaluating regular

feedback from customers via surveys, etc., examining and evaluating the use of best practices within other

jurisdictions, achieving and documenting cost reductions/cost avoidance, auditing performance against the

business plan on a regular basis, conducting timely and constructive employee evaluations, and further

implementing a Citywide Lean Sigma program.

Objectives:

1. Apply for awards/recognition that promote continuous improvement and recognize best

practices.


SWOTAlignment

Measured By

a. Achieve a TML award for recognized bestpractices.

Susan GuthrieS3, S5, S12,

O3, O13,O21, T9, W2


b. Achieve an ICMA award for recognized bestpractices.


O3, O13,O21, T9, W2



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c. Improve score for transparency award from StateComptroller.


O3, O13,O21, T9, W2


d. Seek Police Department reaccreditation. Chief Swindle

S9, S3, S5,S12, O3,

O13, O21,T9, S11, W2

PD BusinessPlan

e. Seek Fire Department accreditation. Chief Johnson

S3, S5, S9,S12, O3,

O13, O21,T9, S11, W2

Fire BusinessPlan

f. Make application for Texas Quality Award andassess readiness for application for Baldrige

Award as part of the Performance Excellence

Program.

Susan Guthrie

S7, S5, S3,S8, S12,S25, W8,W11,O26.

O31


g. Achieve American Planning AssociationCommunity of the Year Award.

Michael Wilson

S3, S5, S12,O3, O13,

O21, T9, W2.07


h. Achieve National American Planning AssociationCommunity of the Year Award

Michael Wilson

S3, S5, S12,O3, O13,

O21, T9, W2.07


i. Achieve Keep America Beautiful GovernorsCommunity Achievement Award.

Dan BrottonS3, S5, S12,

O3, O13,O21, T9, W2

Solid WasteBusiness Plan

j. Examine possibility of applying for a safety awardfrom the National Safety Council.

ReNissa WadeS3, S5, S12,

O3, O13,O21, T9, W2

HR/RiskBusiness Plan

k. Retain Superior Water designation from theTexas Commission on Environmental Quality.

Greg Morgan

S17, S3, S5,S12, O3,

O13, O21,T9, W2

Water BusinessPlan

l. Examine possibility of achieving a bike friendlydesignation.

StephanieRollings

S3, O5, O7,O11,

Parks BusinessPlan

m. Achieve Alliance for Innovation nationalrecognition.


O3, O13,O21, T9, W2


n. Achieve a National League of Cities award. Susan GuthrieS3, S5, S12,

O3, O13,O21, T9, W2


o. Retain AAA bond rating for GO debt rating andimprove Utility System revenue bond rating.

Mark McDaniel

S13, S3, S5,O13, O21,

T1, T9, W1,W2


p. Identify and seek recognition for a national Susan Guthrie S3, S5, S12, Communications


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wellness award. O3, O13,O21, T13

Business Plan

2. Conduct planning efforts and promote accountability in execution of plans.


SWOTAlignment

Measured By

a. Assign executive oversight of Tyler 21 goals andactions to specific individuals to facilitate progressin achieving plan.

Mark McDanielS4, O5, S7,

O7


and DepartmentBusiness Plans

b. Conduct a five year update of Tyler 21, fully re-engaging the community to reassess preferencesand needs.

Mark McDanielO5, S4, S19,

S28, O19


c. Conduct at least one area development planningeffort per year - current planning area is hospitaldistrict/TJC.

Michael WilsonS7, S19, O7,O20, T5, T10


d. Examine pros and cons of extending MPOboundary.

Barbara HollyS7, S2, O1,O3, O7, O8,T2, T3. 025

MPO BusinessPlan

e. Update Master Street Plan. Barbara HollyS15, S2, O3,

O7, T10MPO Business

Planf. Assess Chapter 19 related to Lake Tyler for

updates given recently completed Lake TylerMaster Plan.

Greg MorganS4, S17,S28, O5,

O11

Water BusinessPlan

g. Meet with larger developers one-on-one annuallyto discuss development plans.

Michael WilsonS15, S5,S27, O7,

O17

DevelopmentServices

Business Planh. Monitor and continue updates regarding progress

on IGI implementationSusan Guthrie O5, S15, S7


i. Conduct Citywide disaster drill once per year. Chief JohnsonS4, T17,O21, S14

Fire BusinessPlan

j. Conduct and continue to enhance Half Centprioritization tool and process.

Carter DelleneyS4, S16,T10, O18

EngineeringBusiness Plan

k. Develop internal master technology plan. ReNissa Wade S21, O22IT Business

Plan

l. Develop comprehensive succession planningprogram.

Mark McDanielS14, S22,S24, W7,O23, O27,T15, T11


m. Conduct next area development plan to includethe Downtown area.

Michael WilsonS7, S19, O7,O20, T5, T10



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3. Improve and put to use analytical tools.

Strategies ResponsibleKey Leader

SWOTAlignment

Measured By

a. Examine potential use of social media analytics.Susan Guthrie

S5, W1,O15, O19,

T4, T8

CommunicationsPlan

b. Enhance use of tri-annual forecasts as amanagement tool.

Keidric Trimble S13, S7, S8Finance

Business Plan

c. Calibrate Leans Sigma program and metrics todepartmental business planning andPerformance Excellence Program.

Susan Guthrie

S8, S13,S25, W8,O24, O26,

W1


d. Conduct new citizen survey. Susan Guthrie

S5, S19, O4,O5, O6, O7,O8, T5, O19,

O30


e. Conduct internal service survey. ReNissa WadeHR Business

Planf. Re-launch HTE users group to evaluate use

software applications.ReNissa Wade S21, O22

IT Business Plan

g. Enhance utility of Half Cent prioritization tool. Carter DelleneyS16, W1,O24, O30

EngineeringBusiness Plan

h. Enhance capabilities of street pavement rankingtool.

Carter DelleneyW1, O24,

O30EngineeringBusiness Plan

i. Enhance use of GIS for sewer maintenance, firehydrant maintenance, street maintenance, publicsafety use, etc.

Greg Morgan S12, O22,O24, T10

GIS BusinessPlan

j. Use Baldrige award criteria to improve businessand strategic planning efforts.

Susan Guthrie S7, S12, S8,S15, O31


k. Conduct an annual City U training survey to gainparticipant feedback to improve offerings.


W9, O23,O30, T12

City U BusinessPlan

l. Conduct an annual Communications survey toenhance effectiveness of communication efforts.

Susan GuthrieS3, S5, S24,O6, O21, T8


m. Further deploy use of Drive Cam for additionaloperations to benefit from analytics captured and

provided.

ReNissa Wade O24, T14HR/Risk

Business Plan

n. Conduct a Citywide survey to determinedesirable new City App features and websiteenhancements.


O30


o. Launch an integrated CSR program withdashboard features.

Susan GuthrieO30, O31,S6, S5, W7



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4. Launch studies or projects to evaluate specific processes.

Strategies

Responsible

Key Leader

SWOT

Alignment

Measured By

a. Examine outside agency contracts foraccountability in terms of audits and use offunds for eligible activities.

Keidric Trimble S13, T1, T7

FinanceBusiness Plan

b. Complete evaluation of utilities and public workscontracts for design and construction services. Greg Morgan

Water BusinessPlan

c. Conduct at least 20 Lean Sigma projects peryear. Susan Guthrie

O26, S25,S15, S7


d. Conduct twice annual business plan

Performance Excellence Reviews, referencingBaldrige/TAPE criteria for scoring.

Susan Guthrie

S8, S7, S12,

S13, S25,O26. O31

Lean Sigma

Business Plan


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[30]

Evaluation

Evaluation of the strategic plan occurs on several levels. First, each project identified is measured in a

Departmental Business Plan. Each quarter the Departments submit a Business Plan. The PEP Squad,

appointed by the City Manager, reviews and scores the Business Plan. Two quarters per year, the PEP Squad

meets with Department Leadership Teams to assess overall performance. On the alternate quarters, coaching

sessions are held to enhance organizational effectiveness.

Metrics

Other organization-wide metrics include the following:

Since the mid 1980s Tylers tax rate has decreased more than 60 percent. In the chart above, the red bar

indicates the portion of the tax rate that is dedicated to debt service. The Citys general obligation debt was

paid off in 2008, resulting in even further reductions in the tax rate. Currently the Citys tax rate is the

lowest in the state among cities with populations exceeding 16,000.


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In 2008, the City paid off all general obligation debt. Most capital improvement projects are now paid for in

cash from the Half Cent Sales Tax Fund.


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Compared to other Texas cities of similar size, Tyler has the lowest tax rate. Not only is the rate lower, butin some instances it is as much as four times lower than other cities. Tylers rate is the lowest among all

Texas cities with more than 16,000 citizens.


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Since the mid 1980s, the number of full time employees has continued to decrease, while the population ofTyler has grown by 30 percent. The ration of employees to citizens has gone from 12 employees per 1,000

citizens to 8 employees per 1,000 citizens. This is attributed to greater efficiencies and use of technology.


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Tylers residential water and sewer rates compare favorably with cities of comparable size. The current

combined rate is $57.16 in Tyler compared to $91.56 in Round Rock.


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Tylers Solid Waste fees also compare favorably with comparably sized cities. Tylers rate falls within the

lower quartile AND the City provides twice weekly pick up while many other cities pick up just once per

week.


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[36]

As part of the PEP process, Departmental Business Plans are reviewed on a quarterly basis. These plansare scored by the PEP Squad using National Baldrige Award criteria. Tylers stretch goal is to score 700

cumulatively and in each Department. Currently the high score is 644 and the average score is 438.


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City University is Tylers training department. A performance criteria each department is evaluated upon is

workforce focus, which emphasizes employee training and development. Since its inception in 2008-2009,

City U has saved the City more than $375,000 in training costs, while fostering a culture of lifelong learning.

In 2011, the City U provided more than 1,000 hours of training.


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[38]

Tylers Lean/Six Sigma program began in 2009. Since then, it has saved the City more than $2.4 million in

hard and soft savings. Each department/work unit is tasked with having at least one Green Belt and with

having active projects to enhance efficiencies and decrease errors in City processes.


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In 2009, the City of Tyler became one of only a handful of cities to achieve a general obligation bond ratingof AAA.

City of Tyler 2013 Strategic Plan

Documents

Transcript of City of Tyler 2013 Strategic Plan