City of Durham Strategic Planning Durham, $404.9M budget, and an approximate population of 250K Whether you know of Durham as the "City of Medicine" or the "Bull City" it's easy to see why so many residents and businesses call Durham home. Located halfway between the Great Smoky Mountains and the beaches of the Atlantic, Durham is a community that is home to: Art and science museums Duke and North Carolina Central universities Durham Bulls Triple-A baseball More than 40 annual festivals Over 300 restaurants World-class medical facilities As well as 24 City departments with 2,400 employees that work hard every day to fulffill the mission and vision of durham.

Why Strategic Planning Vision Mission Values Goals Objectives Initiatives A way to organize and focus organization around accomplishing strategic goals Roadmap on how vision translates to direct initiatives by employees (see above chart) The best place to start is where it all began: 8 years ago City Manager recommended developing a SP 7 years the City Council approved Vision, Mission and values Setting vision for the future, and guide decision making and resource allocation

Public Input Strategic Plan: Five Year Resident Engagement Strategy Short Term: Engage the community via surveys, focus groups, events, meetings, or other interactions. Long Term: Develop a strong communication pipeline to effectively share how the strategic plan helps make Durham a great place to live, work, and play Develop a strategy to engage the entire community Our residents are an integral resource for informing our strategic plan, this is why we utilized the survey from 1200 respondents to provide context for each of our Goal updates. In year one we have focused on getting the word out about our survey and had the goal of 1,000 responses, we were excited to break 1200, 300 residents gave us their email to reach out and update them. However, just step one for the next 5 years. How do we engage our community? As part of the survey we asked how people want to hear about the plan 80% email 30% social media 22% E newsletter 3% Community event

Strategic Plan Organization Chart City Council City Manager Strategic Initiatives Manager Goal Champions Goal 1 - Strong and Diverse Economy Goal 2 – Safe and Secure Community Goal 3 – Thriving and Livable Neighborhoods Goal 4 – Well Managed City Goal 5 - Stewardship of City’s Physical Assets Support Services Engagement Communications Performance Management Meet monthly to discuss Goal accomplishments and set strategy on objective attainment Approximately 10-15 staff from departments whose work directly impacts goal area Goal Champions- Guide team and help communicate and cast vision for entire organization

Goal Team -Well Managed City- Goal Champion Budget Director Human Resources Director Wellness Lead Recruitment Lead Technology Solutions Directors Open Data Lead Communication System Lead Other related department staff Public Relations Finance Call Center Support and Administration Staff Performance Coordinator Data Loader Example of goal team structure

Strategic Plan Refresh Vision Setting from Leadership City Manager DCMs Goal Champions City Council Community Engagement Survey Focus Groups Public Events Employee Engagement Employee Sessions Goal Team Update Review objectives & initiatives Development of new initiatives Development of new measures 1) City Council helped create goals in first plan (vision & mission). 2) We Receive feedback in terms of progress 3) Also, received feedback when we update plan every 2-3 years about new focus areas or feedback on what residents are telling us   Here is our approximate process: Vision Setting from Leadership (CM, DCM’s Council) Community Engagement Survey Focus Groups Public Events Employee Engagement 2 Year Plan Adopted By City Council (FY15-FY16)

How the five goals connect to vision and mission and connect thought process of City Council on a high level to work being done on frontlines

Connecting All We Do Vision Process Improvement Strategic Plan Where we want to go? How are we getting there? Are we doing the right things? Are we doing them well? How can we do them better? Working Together to make Durham a Great Place to Live, Work and Play Process Improvement Strategic Plan Performance Measures Priority Based Budget

Appendix

1,213 Survey Responses Public Input Social Media Latino Festival Senior Holiday Party PAC’s Neighborhood Associations Social Media Libraries & Community Centers Press Releases DTN: City Hall this Week 1,213 Survey Responses

Goal Teams -The Key to Progress- Department Director Chosen by the City Manager Ultimately in charge of the success of the goal Goal Champion Approximately 10-15 people from relatable depts. From various levels of the organization Team Members Review Initiatives Track Performance Measures Meet Quarterly Meets every other month (or more) to discuss changes/updates Objective Sub-Groups

Tracking What Why How Measure 20 outcome measures Measure 80 objective measures Why To determine how close we are to fulfilling our objectives Assess whether objectives are still relevant to current environment How Goal Teams meet quarterly to ensure measures are being updated Bi-Annual Publish – reporting to the public twice a year Outcome Measures Measuring the changes the program must make and the results that it must effect in its environment to deal with an identified goal and achieve its desired future/vision/mission. Objective Measures Measuring results provides evidence about how well you are meeting your Strategic Plan’s objectives. Therefore, the measures should be directly related to the objectives. Provide Examples of each