BUDGETING FOR OUTCOMES Results Teams Present:

2

}  Represent citizens and the results citizens expect }  Understand the Priorities and identify indicators }  Develop a Request for Results that includes:

1.  Statement of the Priority as a citizen-based statement 2.  Key Performance Indicators – How do we measure success in

relation to the Priority outcome? 3.  Cause and Effect Map – What causes the Priority outcome to

happen? 4.  Purchasing Strategies/Ranking Criteria 5.  Statement of Request for Results 6.  Evidence of cause and effect links

3

}  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

Team 2

Priority

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

REQUEST FOR RESULTS

Indicators for Success

Indicator 1: Improved Business Attraction and

Retention

Indicator 2: Improved and Strengthened Residential Workforce

Indicator 3: Increase in effective partnerships that address

economic needs

Indicator 4: “User friendly” Business Environment

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.

Statement of Request for Offers

•  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.

•  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.

•  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.

• 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.

TEAM 3

I want to live in a Safe, Healthy and Secure

community.

Indicators for Success

u Crime Indicator u Fire Indicator u Citizen Involvement u Environmental Indicator u Health Awareness u Code Enforcement

Purchasing Strategies

u Adequately maintain the public safety system through technology, enforcement, communication and well-trained, equipped personnel.

u Promote accessibility to health-based outreach, educational and recreational opportunities.

u Maintain facilities, streets and utility infrastructure as a key approach to injury and illness.

Purchasing Strategies Continued

u Advocate for and engage in community prevention strategies that span multiple generations and vulnerabilities.

u Engage in public and private partnerships that cooperate in promoting citizen-based health and safety opportunities.

RFR Highlights

u Public Safety

u Community Involvement and Partnerships

u Health Promotion

   

TEAM  4      

“I  want  to  live  in  a  community  with  a  ci2zen-­‐focused,  well-­‐run  government.”  

Major  Indicators  

•  Indicator  1:  Improved  Financial  Stability    •  Indicator  2:  Improved  Ci=zen  Sa=sfac=on    •  Indicator  3:  Improved  Employee  Sa=sfac=on    •  Indicator  4:  Increased  Ci=zen  Par=cipa=on  

Purchasing  Strategy  1:  

 

Maximize  effec3ve  leadership  at  all  levels.  

Purchasing  Strategy  2:  

Promote  ini2a2ves  that  will  secure  financial  stability.  

Purchasing  Strategy  2:  

Purchasing  Strategy  3:  

Promote  or  maximize  effec2ve  communica2on  between  elected  officials,  

city  employees  and  ci2zens.  

Purchasing  Strategy  3:  

Purchasing  Strategy  4:  

Maximize  efficiencies  through  the  

demonstra2on  of  u2lizing  internal  and  external  

partnerships.  

Purchasing  Strategy  4:  

Purchasing  Strategy  5:  

To  promote  a  common  vision  for  managerial  

success.  

Purchasing  Strategy  5:  

Purchasing  Strategy  6:  

Promote  ini2a2ves  that  allow  and  maintain  a  knowledgeable  and  experienced  staff.  

Purchasing  Strategy  6:  

 We  are  seeking  proposals  that  will  maximize  

effec=ve  leadership  at  all  levels.    

We  are  seeking  offers  that  will  promote  ini=a=ves  to  secure  financial  stability.    

We  are  seeking  offers  that  will  promote  or  maximize  effec=ve  communica=on  between  elected  officials,  city  employees  and  ci=zens.  

   

We  are  seeking  offers  that  will  maximize  efficiencies  through  the  u=liza=on  of  internal  and  external  partnerships.  

     

We  are  seeking  offers  that  will  promote  strong,  successful  city  management.  

 

 We  are  seeking  offers  that  will  promote  ini=a=ves  that  allow  for  and  maintain  a  knowledgeable  and  

experienced  staff.    

THE CITIZENS OF STOUGHTON WANT

AN ATTRACTIVE, WELCOMING COMMUNITY

THAT VALUES ARTS AND CULTURE

TEAM 51 MEMBERS

KRISTI HUND SCOTT WEGNER RICHARD KITTLESON BARB VEUM HOLLEE CAMACHO ROGER STRANDLIE PAT O’CONNOR SARAH CARLSON MICHAEL STACEY

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.

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.

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.

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.

EVIDENCE PROVIDED THE FOUNDATION FOR

OUR STRATEGIES:

•  Appreciative Inquiry Report •  Comprehensive Plan Survey (2003) •  “First Impressions” Program

ATTRACTIVE, WELCOMING COMMUNITY THAT VALUES ARTS AND CULTURE

Ò ■.

HELP ME!

PLEASE PUT ME OUT OF MY MISERY

•  Citizen Involvement/Interaction

•  Public-Private Partnerships

•  Effective Communication

•  Arts & Culture

•  Park & Open Space Amenities

•  Events & Celebrations

•  Public Property Appearance

•  Private Property Appearance

•  Accessibility

•  Unique Community Identity

•  Attractive Gateways

•  Defined Neighborhoods

- Image/First Impression - Community Engagement

- Participation Levels - Citizen Satisfaction

PURCHASING STATEGIES

1. Beautify and maintain the physical aspects of the community with emphasis on the goals, objectives and policies of the Stoughton Comprehensive Plan;

2. Enrich the lives of residents and visitors especially through Arts, Culture, Parks, Events and Celebrations;

3.  Increase accessibility-connectivity and way-finding throughout the community;

4. Emphasize partnerships and promote volunteerism to help reduce costs and duplication of services;

5. Strengthen existing and encourage new cultural and artistic offerings.

}  Tuesday and Wednesday, April 26 & 27 }  EMS Training Room }  TUESDAY: ◦  2 Hour Group Training Session – ALL

}  TUESDAY & WEDNESDAY ◦  2 hour individual Dept trainings ◦  Please sign up for a time slot.