1. 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.

2. 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

3. 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 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%
30% social media
22% E newsletter
3% Community event

4. 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 staff from departments whose work directly impacts goal area
Goal Champions- Guide team and help communicate and cast vision for entire organization

5. 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

6. 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)

7. 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

8. 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

9. Appendix

10. 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

11. 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 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

12. 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