High Performance Government 4th Annual HPO Change Conference Charleston, SC March 1-4, 2004

A Look at Windsor

A Look at Windsor

Windsor’s Vision “To create an exceptional quality of life that engages citizens, provides commercial and leisure amenities, promotes business and employment opportunities and unsurpassed value to all taxpayers.” Vision defines for us how we want to be perceived by our customers, stakeholders and the many others visiting or working in our community.

Windsor’s Mission Statement “To create an environment where the dreams can come true for individuals, families, and businesses.” Mission is designed to communicate the expectation that our services and programs are here for the sole purpose of serving our citizens and community in a manner that will improve the quality of life for all.

Windsor’s Leadership Philosophy “The Town of Windsor is an organization made up of diverse individuals who are enthusiastic, creative, competent and trustworthy, and who strive to do a good job. We support and practice participatory management built on a foundation of an open exchange of information, shared decision-making and personal responsibility.”

Windsor’s Leadership Philosophy “We are committed to fulfilling our mission through use of best practices and quality service. The organization nurtures an environment that encourages risk-taking to foster creativity and continuous improvement. We communicate and work in collaboration with the community we serve.”

Windsor’s Leadership Philosophy “We take great pride in our work. The organization is dedicated to personal and professional development. We understand and promote our organizational values of innovation, responsiveness, passion, integrity and partnership.” The Leadership Philosophy explains what do we believe about the nature of people, motivation, distribution of knowledge, and work. This philosophy deeply affects the way we choose to manage.

Innovation Responsiveness Passion Integrity Partnership Windsor’s Core Values Innovation Responsiveness Passion Integrity Partnership

Windsor’s Core Values v Responsiveness Quality as defined by the customer. We exemplify responsiveness in our willingness to help customers and to provide prompt service in a dependable and accurate manner.

Windsor’s Core Values v Innovation The process of effectively and profitably taking new ideas to satisfied customer. It is a process of continual renewal involving the whole organization and is an essential part of everyday practice.

Windsor’s Core Values v Passion The excitement of doing something – vocation or avocation, art or mission, idea or ideal that we find fulfilling and deeply satisfying. People with passion ignite enthusiasm, inspire excellence and invoke enhanced performance.

Windsor’s Core Values v Integrity Saying what we mean and consistently doing what we say. It means honestly matching words and feelings with thoughts and actions, with no desire other than for the good of the community.

Windsor’s Core Values v Partnership There are more leaders, because people can take turns assuming leadership for tasks where they have knowledge and ability. Leaders inspire and facilitate rather than just give orders that have to be obeyed. Our partnerships also extend to the community where accountability also flows in two directions.

Strategy Teams Broad Based Development Healthy Community Healthy Organization Healthy People Marketing and Communication

Strategic Planning Use Parallel Organization Ensures important work is accomplished Engage all levels of organization

Strategy Teams Interdisciplinary Dept. Directors, Div. Managers, Front line Employees, Community Partners Utilize Talent Network Model Foster Low threat / High trust

Business Planning Set Goals for multi-year time frame Create Business Plan Matrix for each goal Specific action step Metric or measure Champion List resources (internal and external) Target date for completion

Business Planning... ELT “Walkabout” Overlapping action plans Conflicting goals Unrealistic timelines Potential gaps in resources Matrixes revised as needed

Healthy People Business Planning Link Strategy Teams to departments Dept. develops 2 yr. strategic plan Include Strategy Team actions and key department goals Repeat ELT “Walkabout” Make Plans Visible

Marketing Monitoring & Corrective Action Monthly status reports at Leadership Team meetings Quarterly ELT and Strategy Team Mtg. Status report ID needed resources Suggest corrective actions Include in employee performance evaluations

Observations The Vision/Values et al process may not be linear Strategies were developed first Policy Leaders reinforced priorities Policy Leaders identified specific goals Policy Leaders help align strategy e.g., tax abatement with residency clause

More Observations Vision came last, but reinforced previous sentiments Perhaps the funnel is really circular