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

2. A Look at Windsor

3. A Look at Windsor

6. 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.

7. 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.

8. 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.”

9. 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.”

10. 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.

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

12. 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.

13. 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.

14. 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.

15. 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.

16. 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.

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

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

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

20. 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

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

22. 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

23. 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

24. 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

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