2011-06-20 RM Exhibit - Strategic Plan color 4 P
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STRATEGIC PLAN
New Hanover CountNr,
North
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The Azimuth Group,Inc.
6611 Hillcrest,Suite 441
Dallas,Texas 75205 ���
214.987.3423 office
214.987.0919 fax
info�azimuthgrp.com __ `''
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strategic solute"ons for public leaders ° Copyright 2011 The Azimuth Group,
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Strategic Plan
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New Hanover CountV,
North Carolina
ABLtSHED
Prepared in Collaboration With:
A zIM TH
GROUT'
The Azimuth Group, Inc.
6611 Hillcrest Avenue
Suite 441
Dallas,Texas 75205
214.987.3423
www.azimuthgrp.com
June 20, 2011
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Executive Summary
New Hanover County, North Carolina (the Coun- WHY A STRATEGIC PLAN?
ty) engaged The Azimuth Group, Inc. (AGI) to The strategic planning p rocess focused primarily
support the Board of County Commissioners and
on What New Hanover County needs to focus on
the County staff in the creation of a new strategic to achieve its overall vision for the future rather
plan for County operations and services. The than the day o day ows of count operations
strategic planning process, conducted during the y y y p
and service delivery. Good strategic planning ad-
spring of 2011, resulted in the articulation of the dresses the issues that challenge you today nd,
key elements of a strategic framework to guide g y y
more importantly,those that will challenge you
both policy makers and administrators over the tomorrow.Accordingly, the strategic planning
next three to five years.These included: g p
process was an exercise in collective foresight, as
• A new statement of the long term vision for both elected officials and professional staff
New Hanover County. worked together to clarify what success looks like
for New Hanover County in light of expected fu-
operations A clear mission statement to guide the
ture conditions and the direction that the operations of county government. leader-
ship ants to take the community and the or an-
p Y g
• A set of core values, establishing the ethical ization.
and behavioral structure within which
county business should be should be THE PLANNING PROCESS
conducted.
A comprehensive and inclusive planning process
• Identification of important characteristics was designed and applied in the development of
that differentiate New Hanover County from the New Hanover County Strategic Plan.That
its competitors and that can be leveraged to process included:
achieve strategic success. • Planning nd discover interviews with
g Y
• Documentation of key, high-level indicators members of the Board of County
of strategic success. Commissioners and key executive staff.
• Five separate strategic focus areas around • Focus group sessions with representatives
which key policy decisions can be evaluated of all County departments to assess and
and important organizational and document the current operating context
operational activities can be managed. and to identify strengths, weaknesses,
• 26 specific strategic goals, supported by opportunities and threats pertinent to the
over 200 distinct initiatives to be County's future.
accomplished by the county government. • Facilitation of a two-day strategic planning
• A set of key performance metrics for the
workshop with the County Board and Execu-
monitoring of progress towards
tive staff to collaboratively develop, discuss,
achievement of strategic goals and and achieve consensus on strategic
g g
completion of strategic initiatives. priorities for the County government.
• Follow-up sessions with County executive
staff and representatives of all departments
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to finalize strategic goals consistent with the ther edited and polished by the workshop partic-
Board of Commissioner's priorities. ipants.
• Development of key initiatives and SHARED VALUES
supporting performance metrics.
Values are the fundamental principles that guide
• Documentation of an implementation plan how members of the organization conduct them-
to help embed the results of the planning selves while carrying out the mission in pursuit of
process into the County's regular the vision.Together, the values provide an ethi-
management cycle. cal framework for decision making and action.
Note:Reference to "executive staff"includes the Coun- workshop participants brainstormed a series of
ty Manager,Assistant County Managers, Finance Di- value statements which were recorded on a flip
rector, Budget Office Director and County Attorney. chart by the workshop facilitators and then, using
a "dot voting" process, the most important of the
A VISION FOR NEW HANOVER COUNTY values were established. The facilitator then pro-
An organization's vision is aspirational in nature vided draft values definitions that, in turn, were
It defines what the organization wants to be or to reviewed and refined by members of the Board
achieve. It is an idealized description of the de- of Commissioners and staff.
sired future state of the community. Based on a
visioning exercise conducted at the strategic SHARED VALUES
planning workshop, a consensus statement of Integrity
vision for New Hanover County was developed Accountability
and adopted. Professionalism
Innovation
VISION Stewardship
A vibrant, prosperous, diverse coastal
community, committed to building a sus-
tainable future for generations to come.
COMPETITIVE DIFFERENTIATORS
New Hanover County exists within a competitive
THE COUNTY'S MISSION marketplace. To achieve its vision it must suc-
A mission statement describes the organization's cessfully compete with other communities in
purpose. It defines the "business" of the organi- North Carolina, the Southeast and, indeed, na-
zation and its relationship to its customers.The tion-wide, to attract investors in the form of em-
Board of County Commissioners developed a first ployers, retailers, developers, home owners,
draft of a mission statement, which was then re- tourists and other visitors.Just as a commercial
fined by the workshop facilitators and then fur- enterprise needs to understand how it is differ-
entiated from other companies providing the
MISSION same or similar goods or services, so, too, must a
New Hanover Count is committed to local government understand its unique charac-
teristics and then use them to its competitive
progressive public policy, superior ser- advantage.
vice courteous contact.judicious exer- g
cise of authority, and sound fiscal man-
agement to meet the needs of concerns
of our citizens today and tomorrow.
_J
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success.They visualized a situation where the
DIFFERENT/ATORS County had achieved its vision through successful
Ocean access accomplishment of its mission while operating
Historic city ithin its value framework.Then they were
y asked, "Looking back from a position of great
Cultural resources workforce Skilled success, what, specifically, did the Count y do to
achieve that success. Each participant listed the
Higher education presence action steps that, if taken today, would lead the
Mild climate County to that future position. Many individual
Available land ideas were generated.Then, working together,
High quality of life these ideas were grouped together accordingly
Medical facilities to reveal common strategic themes. From this
Business friendly government exercise, a total of eight strategic focus areas ini-
tially emerged as the most important ones for
New Hanover County's future. These were sub-
sequently refined and more precisely defined
STRATEGIC FOCUS AREAS into five coequal areas of strategic focus—the
After systematically considering multiple facets County must have all five to achieve strategic
of New Hanover County's current environment, success.
identifying strengths and weaknesses and more
clearly defining the County's vision, mission and
values,the planning workshop participants next STRATEGIC OBJECTIVES
turned their attention to the specific areas of pol- Within each of the focus areas, key strategic ob-
icy leadership and management focus that they jectives were identified. These include the follow-
believe to be likely to have the greatest positive
i ng:
impact on the County's long term success.
A
To identify these areas of strategic focus, the A. Superior Public Health,Safety and Education
workshop facilitators applied a technique known 1. Increase public safety and crime preven-
as "future pull." Workshop participants were tion.
challenged to go forward in time to imagine great 2. Provide health and wellness education,
programs, and services.
STRATEGIC FOCUS AREAS 3. Support programs to improve education-
Superior Public Health, al performance.
Safety and Education 4. Market and promote Hew Hanover Coun-
Intelligent Growth ty assets.
and Economic Development 5. Keep the public informed on important
Productive Strategic information.
Partnerships B. Intelligent Growth and Economic Develop-
ment
Strong Financial
1. Attract and retain new and expanding
Performance businesses.
Effective County 2. Enhance and add recreational, cultural
Management and enrichment amenities.
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3. Build and maintain infrastructure. STRATEGY MAP
4. Innovate programs to protect the envi- A strategy map is simply a graphical depiction of
ronment. the organization's strategy in terms of its vision,
5. Develop, maintain and implement com- mission, core values, strategic focus and business
prehensive plans for land use, economic objectives. It is a concise quick reference guide to
development, infrastructure and envi- the strategic plan and is a useful tool for organiz-
ronmental programs. ing and aligning departmental plans, objectives,
C. Productive Strategic Partnerships initiatives and resources in support of the overall
g p county plan. The strategy map summarizing the
1. Influence legislation and external man- New Hanover County's Strategic Plan is shown on
dates to enhance local autonomy. the following page.
2. Develop appropriate public/ private
partnerships.
3. Collaborate on regional planning.
4. Collaborate on service delivery and im-
plement opportunities to reduce duplica-
tion of services.
D. Strong Financial Performance
1. Provide sufficient investment to add/
maintain government resources.
2. Maintain strong financial reserves.
3. Control costs and manage to the budget.
4. Develop contingency plans to manage
risk.
5. Enhance and maintain effective policies.
E. Effective County Management
1. Hire, develop and retain talented people.
2. Leverage technology and information to
enable performance.
3. Increase efficiency and quality of key
business processes.
4. Recognize and reward contribution.
5. Create and support an engaged work-
force.
Additionally, two strategic objectives are
"universal" in that they apply across all of the
strategic focus areas:
• Understand and act on citizen needs.
• Deliver value for taxpayer money
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Table of Contents
Executive Summary i
Introduction
The Purpose of Strategic Planning 1
The Planning Process 2
The Planning Context
Situational Assessment 3
Strengths, Weaknesses, Opportunities,Threats 4
Competitive Differentiators 6
Evidence of Success 6
Strategic Partnerships 6
Core Competencies 7
Risks 7
Strategy Development
A Vision for New Hanover County 8
A New Mission Statement 8
Shared Values 8
Strategic Focus Areas 9
Refined Strategic Focus 11
Objectives, Measures& Initiatives
Strategic Objectives 12
Key Performance Indicators 13
Strategic Initiatives 16
Strategy Map 17
Appendix A-Strategy Execution
Taking Action A-2
Implementation Plan A-3
High Level Implementation Timeline A-6
Example Strategic Management Team Structure A-7
Example Communications Strategy and Plan Template A-7
Example Performance Reporting Scorecard Format A-8
Appendix 6— Detailed Listing of Proposed Initiatives 6-1
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Introduction
New Hanover County, North Carolina (the Coun- Throughout the planning process, executive and
ty) engaged The Azimuth Group, Inc. (AGI) to senior County staff and members of the Board
support the Board of County Commissioners and of County Commissioners openly discussed the
the County staff in the creation of a new strate- County's strengths and weaknesses, opportuni-
gic plan for County operations and services.The ties and threats and used that insight to then
strategic planning process, conducted during the forge agreement on the highest order priorities
spring of 2011, resulted in the articulation of the for the County's future. These strategic priori-
key elements of a strategic framework to guide ties, in turn, helped to establish the foundation
both policy makers and administrators over the for more specific action steps, performance
next three to five years.These included: measures and future resource plans (budgets).
• A new statement of the Ion term vision The strategic planning process, therefore, pro-
for New Hanover County. g duced a unifying frame of reference to guide
daily policy and operating decisions, organiza-
• A clear mission statement to guide the tional structures and governance now and into
operations of county government. the future.
• A set of core values, establishing the ethical This report details the results of the strategic
and behavioral structure within which planning effort and includes recommendations
county business should be should be for continuation of the momentum already es-
conducted. tablished.
• Identification of important characteristics
that differentiate New Hanover County
from its competitors and that can be THE PURPOSE OF STRATEGIC PLANNING
leveraged to achieve strategic success. New Hanover County's decision to begin a stra-
• Documentation of key, high-level indicators tegic planning effort was prompted by the con-
of strategic success. vergence of a number of interrelated factors.
However, most significantly, the election of a
0 Five separate strategic focus areas around County Chairman with a strong interest in set-
which key policy decisions can be ting and articulating a strategic plan of action to
evaluated and important organizational address pressing County needs created a "win-
and operational activities can be managed. dow of opportunity" to establish, together, a
• 26 specific strategic goals, supported by clear vision of the County's desired future and
over 200 distinct initiatives to be to begin a continuous process of planning, lead-
accomplished by the county government. ing and executing to create that desired future.
• A set of key performance metrics for the Strategic planning is a product of strategic think-
monitoring of progress towards ing, which should occur not only in periodic
achievement of strategic goals and planning sessions such as the one just complet-
completion of strategic initiatives. ed, but on a continuous basis. Strategic thinking
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and planning should occur at the highest levels discuss, and achieve consensus on strategic
of the organization, but should not stop there. It priorities for the County government.
must cascade to lower levels of the organization , Follow-up essions with Count executive
and should directly drive decision making. Stra- p y
staff and representatives of all
tegic planning involves the gathering, sorting
departments to finalize strategic goals
and prioritizing of the best thinking of New consistent with the Board of
Hanover County's policy leaders and executive
managers,focused on the core purposes of the Commissioner's priorities.
g p p
organization and the most important attributes Development of key initiatives and
of success. supporting performance metrics.
The strategic planning process focused primarily • Documentation of an implementation plan
on What New Hanover County needs to focus to help embed the results of the planning
on to achieve its overall vision for the future process into the County's regular
rather than the day to day Hows of county op- management cycle.
erations and service delivery. Good strategic Note: Reference to "executive staff"includes the
tannin addresses the issues that challenge you f ff
planning g y County Manager, Assistant County Managers,
today and, more importantly, those that will
challenge you tomorrow. Accordingly, the stra-
tegic planning process was an exercise in collec-
County Attorney.
tive foresight, as the participants worked to- Each aspect of this planning process is described
gether to clarify what success looks like for New in more detail in the following sections of the
Hanover County in light of expected future con- report.
ditions and where the leadership wants to take
the community and the organization.
THE PLANNING PROCESS
A comprehensive and inclusive planning process
was designed and applied in the development of
the New Hanover County Strategic Plan.That
process included:
• Planning and discovery interviews with
members of the Board of County
Commissioners and key executive staff.
• Focus group sessions with representatives
of all County departments to assess and
document the current operating context
and to identify strengths, weaknesses,
opportunities and threats pertinent to the
County's future.
• Facilitation of a two-day strategic planning
workshop with the County Board and Exec-
utive staff to collaboratively develop,
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THE PLANNING CONTEXT
SITUATIONAL ASSESSMENT
Effective strategic planning cannot occur in a General Administration, including Human
vacuum. Rather, it must be based on a clear un- Resources, Information Technology,
derstanding of the environment within which it Property Management Elections,Tax, and
will be carried out. Register of Deeds.
Planning process participants, including repre- Each departmental group presented their situa-
sentatives of each County department, com- tional assessment results to the members of the
pleted a series of focus groups to assess the cur- County Board and executive staff, along with a
rent environmental context within which New summary assessment combining the depart-
Hanover County operates in the public interest. ment-level results.The final results of this pro-
This situational assessment, or environmental cess include the following:
scan, was designed to focus the thinking of par- . Community rends
ticipants on the significant community and or-
ganizational trends, political and economic con- Shifting demographics, growth of His-
ditions, public expectations, technologies, and panic population, seniors, and semi-
uncertainties that impact the County govern- retirees
ment. Rising demand for services, especially
Staff teams worked in groups of related /affili- quality of life services
ated departments to complete the situational Increasing expectations for transparen-
assessment, as follows: cy in government
• Public Safety Services, including the Sher- Growing interest in sustainability/
iff, Fire Services, Emergency Management/ "green" government
911 and Pre-Trial Release.
■ Increasing population density
• Health and Human Services, including the
Health Department, Veterans Services,
■ Rising crime rates, especially property
Social Services and Youth Empowerment crimes
Services. Continuing economic hardship
• Community Development Services, Increasing negative media attention.
including Development Services, Planning
Organizational Trends
and Inspections, Engineering and
•
Environmental Management. Perception of doing more and more
• Recreation and Leisure Services, including
with less and less
Parks and Gardens, Senior Resources, Emphasis on customer service
Library, Cape Fear Museum, Cooperative Employee engagement in problem soly-
Extension and Arboretum. p
ing
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■ Openness to new/innovative ap- 0 Reduced burden on the wallet
proaches to management 0 Increased crime p revention.
■ Deteriorating employee morale . gY
Technolo Factors
■ Organizational consolidation/downsiz-
■ Rapid pace of technological change
ing
■ Focus on accountability ■ New Hanover County as a recognized
test bed for emerging technology
■ Older county staff nearing retirement.
■ Generational differences in the
• Political Factors adoption of technology
■ Changed makeup of County Board 0 More home-based businesses and
■ Republican dominated state legislature telecommuting workers
p g
■ Public distrust of government
■ The rise of social media.
■ Era of fiscal conservatism and anti-tax
• Uncertainties
sentiment 0 Impact of the state's current budget
■ Limited county/city cooperation crisis
■ Lack of clarity on the role of New
■ Increasing state and federal mandates
Hanover County government 0 Likelihood and employee impacts of
■ Rise of the Tea Party movement. further budget cuts
• Economic Climate
■ Annexation/incorporation of
unincorporated areas
■ Comparatively better economy than the
■ Will of the people.
state as a whole
■ Persistent unemployment/ under
employment STRENGTHS WEAKNESSES
■ Depressed property values OPPORTUNITIES, THREATS (SWOT)
■ Tourism and service industry As with the situational assessment, the same
dominance. departmental teams evaluated the internal
• Citizen Needs strengths and weaknesses of the New Hanover
County government organization and brain-
0 Additional /enhanced recreational and stormed potential external threats to the Coun-
cultural opportunities and amenities ty's future success and results.They then ad-
o Improved elementary/secondary dressed the key opportunities available to the
education County to be gained by leveraging strengths,
overcoming weaknesses and mitigating threats.
■ Enhanced access to government via
technology County Board members and executive staff re-
viewed the SWOT assessments from the de-
0 Green, environmentally sensitive
partmental teams and confirmed the consensus
industry SWOT matrix shown on the following page.
■ More jobs
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SWOT Matrix
Irm STRENGTHS JJ& OPPORTUNITIES
• Desirable, attractive, beach and desti- • Create a compelling vision for the County
nation community . Attract green / high-tech industry
• Excellent information technology and IT . Increase city/ county partnership and
staff collaboration
• Excellent senior management . Enhance public understanding of County
• The City of Wilmington itself government
• Port city • Focus on citizen needs
• Dedicated, competent, high quality staff • Improve long range planning
• Strong business community • leverage technology to drive service effi-
• Natural resources ciency and quality
• Higher education presence, readily avail- • Invest in aging infrastructure
able workforce • Restore employee morale
• Good air, sea, rail, highway access
• Creative, innovative organizational cul-
ture
• Strong current financial condition
• "Customer First" initiative
• Inadequate long range planning/lack • Likely reductions instate/federal fund-
of vision ing
• Lack of clarify and knowledge of citizen • Increasing unfunded mandates
/customer needs . Persistently weak economy
• Public lacks understanding of the Coun- . Changing regulatory requirements
ty's value proposition f employee health care
. Continued rise o to P Y
• Limited collaboration/cooperation costs
among other jurisdictions • Gro win g crime rate social ills
• Insufficient infrastructure investment • Growing public distrust/ skepticism about
• Failure to fully/adequately capitalize government
on the community's volunteer resources • Natural and man-made disasters
• Inherently slow governmental business
processes
• Low staff morale
• Shifting Board priorities
• Lack of Board / Senior management con-
Bold/italics represent top County Board ratings.
sultation with expert staff
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COMPETITIVE DIFFERENTIATORS cess participants developed a set summary of
performance indicators that would provide evi-
New Hanover County exists within a competitive dence of strategic progress as shown below.
marketplace. To achieve its vision it must suc-
cessfully compete with other communities in
North Carolina, the Southeast and, indeed, na- EVIDENCE OF SUCCESS
tion-wide, to attract investors in the form of
Reduction in unemployment rates
employers, retailers, developers, home owners,
tourists and other visitors. Just as a commercial Decreasing crime rates
enterprise needs to understand how it is differ- Improved public health
entiated from other companies providing the Improving high school graduation
same or similar goods or services, so, too, must
a local government understand its unique char-
acteristics and then use them to its competitive High rates of citizen satisfaction
advantage. Decreased reliance on outside
Again using a brainstorming technique, a set of funding sources
competitive differentiators were proposed and AAA bond rating
discussed by workshop participants. Those that Declining debt per capita
were agreed to be critically important to the
future success of New Hanover County, and thus Increased county workforce
the most important from a strategic planning productivity
point of view, include the following: Competitive tax and fee rates
DI FFERENT/A TORS
Ocean access
STRATEGIC PARTNERSHIPS
Historic city
Planning process participants recognized that
Cultural resources long term sustainable success requires the en-
Skilled workforce gagement, support and inclusion of partners in
Higher education presence both government and the community at large.
Mild climate Key potential strategic partners identified
through the planning process are shown below.
Available land
High quality of life
Medical facilities STRATEGIC PARTNERSHIPS
Business friendly government Regional elected officials
Local municipalities
State legislators
EVIDENCE OF SUCCESS Board of Education
At a high-level, how will the policy leaders, staff County Boards and Commissions
and citizens of New Hanover County know that Community volunteer groups
the County is making progress towards its vision
and succeeding in its mission?The planning pro-
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CORE COMPETENCIES RISKS
In order for the County to achieve and sustain Finally, the overall planning context must in-
strategic success, what does it need to be good clude an awareness of the important risks to
at?The following is a list of core competencies strategic success. Once strategic risks are identi-
that the planning process participants identified fied, the organization can develop and imple-
as those most important to the successful exe- ment plans to mitigate and manage them. The
cution of the County's strategy. following risks to the effective implementation
of the New Hanover County strategic plan in-
cluded those listed below.
CORE COMPETENCIES
Board level governance RISKS
Strong financial management Fear of change
Policy analysis Lack of execution/follow-through on
Effective internal and external the plan
communication Lack of buy-in from strategic partners
Ability to focus on the mission State funding cuts and/or additional
Brand management unfunded mandates
Technical expertise Inadequate funding/prioritization of
ul
Res ect professional behavior needs
Respectful, p
Stron g work ethic Ability to address opposition to the plan
management Change Ability to adapt and be flexible with the
g
Ability to stay the course plan
Being fully prepared for success
Mod
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STRATEGY DEVELOPMENT
Having developed a broad understanding of the A NEW MISSION STATEMENT
strategic context, the next step in the planning
process was the development of the core ele- A mission statement describes the organiza-
ments of the County's new strategy itself. Those tion's purpose. It defines the "business" of the
organization and its relationship to its custom-
elements include:
ers.The Board of Commissioners developed a
• A compelling Vision first draft of a mission statement, which was
• A focused Mission Statement then refined by the workshop facilitator and
then further edited and polished by the work-
Defined Shared Values shop participants.The agreed mission statement
• Areas of Strategic Focus. is shown below:
Each of these are presented and described in
this section. MISSION
New Hanover County is committed to pro-
gressive public policy, superior service,
A VISION FOR NEW HANOVER COUNTY courteous contact,judicious exercise of
An organization's vision is aspirational in nature authority, and sound fiscal management to
It defines what the organization wants to be or meet the needs of concerns of our citizens
to achieve. It is an idealized description of the today and tomorrow.
desired future state of the community. Based on
a visioning exercise conducted at the strategic
planning workshop, a consensus statement of SHARED VALUES
vision for New Hanover County was developed
and adopted.The adopted vision for New Hano- Values are the fundamental principles that
ver County is: guide how members of the organization conduct
themselves in pursuit of the mission and vision
of the organization. Together, the values pro-
VISION vide an ethical framework for decision making
A vibrant, prosperous, diverse coastal and action. Workshop participants brainstormed
community, committed to building a sus- a series of value statements which were record-
tainable future for generations to come. ed on a flip chart by the workshop facilitator and
then, using a "dot voting" process,the most im-
portant of the values were established. The fa-
cilitator then provided draft values definitions
that, in turn, were reviewed and refined by
members of the Board of Commissioners and
executive staff until consensus was achieved.
Those agreed values are shown below:
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clearly defining the County's vision, mission and
CORE VALUES values,the planning workshop participants next
Integrity turned their attention to the specific areas of
Being forthright, honest and respectful policy leadership and management focus that
in our interaction with each other and they believe to be likely to have the greatest
the public at all times building and rein- positive impact on the County's long term suc-
p g
cess.
forcing confidence in our ability to con-
sistently deliver high quality service and To identify these areas of strategic focus, the
results. workshop facilitators applied a technique known
as "future pull." Workshop participants were
Accountability challenged to go forward in time to imagine
Taking personal responsibility for our great success.They visualized a situation where
actions and decisions, as well as their the County had achieved its vision through suc-
consequences, in order to engender cessful accomplishment of its mission while op-
trust between and among elected offi- erating within its value framework.Then they
cials, County staff, and the public at were asked, "Looking back from a position of
large. great success, what, specifically, did the County
do to achieve that success." Each participant
Professionalism listed the action steps that, if taken today,
Behaving responsively and proactively would lead the County to that future position.
in our delivery of service to the public, Many individual ideas were generated. Then,
characterized by the quality and dili- working together, these ideas were grouped
gence with which it is carried out. together according to reveal common strategic
themes. From this exercise, a total of eight stra-
Innovation tegic focus areas initially emerged as the most
Applying progressive thinking, creativ- important ones for New Hanover County's fu-
ity and adaptability to continually im- ture.
prove all areas of operations, resulting The eight top priorities initially defined by the
in a more agile and efficient organiza- planning workshop participants included the
tion. following:
Stewardship • Promote Public Health and Safety.
The responsible management of re-
0 Support Superior Public Education.
sources entrusted to our care, using
sound decision making to ensure ser- 0 Enable Robust Economic Development.
vices, programs and tax policies are af- . Implement Intelligent Growth Strategies.
fordable and sustainable over time.
0 Maximize Strategic Partnerships.
0 Enhance Local Autonomy.
STRATEGIC FOCUS AREAS 0 Maintain Effective Internal Management.
After systematically considering multiple facets 0 Ensure Strong Financial Performance.
of New Hanover County's current environment, After identifying and agreeing on these prelimi-
identifying strengths and weaknesses and more nary strategic focus areas, the participants next
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engaged in a process of ranking and evaluating Definitions of the four quadrants of the strategy
them using anonymous voting technology. Each profile are as follows:
of the eight strategic focus areas was evaluated , "Givens"are h value high hi performance
on two separate dimensions:Strategic Im- g value/high p
p g items.They constitute the county's primary
portance and Current Performance.
strategies and are indispensable for current
The first evaluation,Strategic Importance, used success. If they are very high in strategic
a paired comparison ranking method to estab- importance and near the center line of
lish a hierarchy of strategic priorities. Recogniz- performance they require efforts at
ing that the County needs to succeed in all eight improvement, doing them better. Givens
strategic focus areas to achieve its desired fu- demand high levels of constant attention
ture state, the table below shows the relative to assure the quality of the system.
importance of each. . "Foundational Strategies" are vital support
g pp
The Performance dimension allowed each of the functions. They are necessary to the
participants to "grade' how well the County is system and should be performed at least
currently performing or succeeding in each of an acceptable level.
the eight focus areas on a 1 to 9 scale, with 9 Immediate Opportunities"indicate key
being "practically perfect" and 1 being "not at
•
all." areas for innovation that can have major
and early impact on success.They show
Having evaluated each of the initial eight strate- where not only "doing things differently"
gic focus areas on both Importance and Perfor- but doing different things are imperative.
mance, it is possible to plot a profile of the re- Implementation time lines are usually less
sults on a 2x2 matrix, as shown below. than one year.
New H County tralt gy Profile
h Immediate opportunity: Givens:
Plan &Invest Now Primary Focus Areas
(Potential Under Allocation
of resources?)
CPerfo ancial
rma nce
Intelligent
Growth
Superior
Education Economic Effective
Development Management
Public
F
Health&
.� Safety
Strategic
Partnerships
Local
Autc�r�o my
Foundational:
Mid id to Long Terra Must Haves
Low opportunity: (Potential Over,allocation
Research +& Plan of Resources?
Low Current Performance High
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"Mid to Long-term Opportunities" REFINED STRATEGIC FOCUS
represent key success factors that would
likely be brought on line following Given the significant similarity and overlap of
execution of the Immediate Opportunities. several of the initial eight focus areas, along
These innovations are usually 1-2 years or with their very similar placement on the strate-
gy profile, the project consultant recommended
more out.
that they be combined to simplify and stream-
Based on the interpretation matrix, the follow- line the plan. Following review and approval by
ing assignments of each of the initial eight stra- the Board of County Commissioners, the refined
tegic focus areas can be made: five strategic focus areas are:
• Givens—Primary Focus Areas
■ Ensure Strong Financial Performance. REFINED STRATEGIC FOCUS AREAS
■ Support Superior Public Education. Superior Public Health, Safety
and Education
• Foundational—Must Haves Intelligent Growth
■ Promote Public Health and Safety. and Economic Development
• Immediate Opportunity—Plan and Invest Productive Strategic Partnerships
Now Strong Financial Performance
■ Implement Intelligent Growth Strategies Effective County Management
■ Enable Robust Economic Development
• Mid to Long Term Opportunity—Research These can be laced on the strategy profile ma-
and Plan p gy p
trix as follows:
■ Maximize Strategic Partnerships
• Givens—Primary Focus Areas
■ Enhance local autonomy.
■ Ensure Strong Financial Performance.
■ Maintain Effective County Management.
■ Support Superior Public Health, Safety
and Education.
• Immediate Opportunity—Plan and Invest
Now
■ Implement Intelligent Growth and Eco-
nomic Development Strategies.
• Mid to Long Term Opportunity—Research
and Plan
■ Maximize Productive Strategic Partner-
ships.
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Objectives, Measures & Initiatives
STRATEGIC OBJECTIVES • Productive Strategic Partnerships
Working ith the consulting team senior Coun- 1. Influence legislation and external man-
g g dates to enhance local autonomy.
ty staff members from all departments devel-
oped a set of strategic objectives within each of 2. Develop appropriate public/ private
the five strategic focus areas. These objectives partnerships.
were derived from both the input provided by 3. Collaborate on regional planning.
County Board members at the strategic planning 4. Collaborate on service delivery and im-
workshop and the independent assessment of plement opportunities to reduce dupli-
the responsible County staff members. A total of cation of services.
26 strategic objectives were identified:
• Strong Financial Performance
• Superior Public Health,Safety and Educa-
1. Provide sufficient investment to add
tion /
maintain government resources.
1. Increase public safety and crime preven-
t. Maintain strong financial reserves.
tion.
2. Provide health and wellness education,
3. Control costs and manage to the budg-
programs, and services.
et.
3. Support p ort programs to improve educa- 4. Develop contingency plans to manage
tional performance. risk.
4. Market and p romote Hew Hanover 5. Enhance and maintain effective policies.
County assets. • Effective County Management
5. Keep the public informed on important 1. Hire, develop and retain talented peo-
information. ple.
• Intelligent Growth and Economic Develop- 2. Leverage technology and information to
ment enable performance.
1. Attract and retain new and expanding 3. Increase efficiency and quality of key
businesses. business processes.
2. Enhance and add recreational, cultural 4. Recognize and reward contribution.
and enrichment amenities. 5. Create and support an engaged work-
3. Build and maintain infrastructure. force.
4. Innovate programs to protect the envi- Additionally, two strategic objectives are
ronment. "universal" in that they apply across all of the
5. Develo p p, maintain and implement com- strategic focus areas:
prehensive plans for land use, economic • Understand and act on citizen needs.
development, infrastructure and envi- • Deliver value for taxpayer money
ronmental programs.
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KEY PERFORMANCE INDICATORS
Working with the County staff, draft "scorecards" of key performance indicators for each of the stra-
tegic focus areas and objectives were developed. It is important to note that these are preliminary
measures, subject to further review, refinement and improvement as the County moves beyond the
initial planning stage and in to strategy execution. The proposed scorecards are presented below and
on the following pages.
Superior Strategic Focus: .
Objectives Key Performance Indicators Quarterly
9
Q1 Q2 Q3 Q4
Percent reduction in incident rates
Clearance rate for violent and property crimes
Increase Public Safety and Average response time for 911 calls(SLA Index by call type)
Crime Prevention Percent of Public Safety departments receiving National Accreditation
Percent of Citizens satisfied with Public Safety services(top two-box score on a
1-5 scale,based on number of respondents)
Percent of population participating in wellness/education programs(index by
population type,i.e.,at-risk)
Persons receiving assistance(i.e.,Medicaid,etc.)as a percent of those eligible
Provide Health and Wellness for assistance
Education,Programs and Reduction in incident response for as-risk populations
Services
Other standard Health and Human Services metrics
Percent of Citizens satisfied with Health and Human services(top two-box
score on a 1-5 scale,based on number of respondents)
Percent decrease in high school drop out rate(NCSE)
Percent of high school graduates attending higher education institutions
Support Programs to Improve
Enrollment rate at NHC higher education institutions
Educational Performance
Percent of Citizens satisfied with NHC's Education System(top two-box score
on a 1-5 scale,based on number of respondents)
Effectiveness rating of marketing programs
Market and Promote NHC g g p g
Assets NHC brand health index
Percent of Citizens satisfied with access to NHC information(top two-box
Keep the Public Informed on score on a 1-5 scale,based on number of respondents)
Important Information Percent increase in NHC website traffic(index of standard website metrics)
On-message media mentions as a percent of total mentions
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Strategic • • • Performance
Objectives Performance • • Quarterly Performance
_J Q1 I Q2 I Q3 J_ Q4
Provide Sufficient Investment Infrastructure investment as a percent of total budget
to Add/Maintain Government Average rate of return on investment
Resources
NCCMT Rate of Return
Apparatus replacement compliance within due date
Maintain Strong Reserves Unreserved,undesignated fund balance:number of months
Unreserved,undesignated fund balance:as a percent of General Fund
Credit rating(Standard and Poors and Moody's)
Control Costs and Manage to Actual revenues vs.forecast
the Budget Actual expenditures vs.forecast
Develop Contingency Plans to General debt service as a percent of operating expenses
Manage Risk
Enhance and Maintain Policies reviewed as a percent of total policies
Effective Policies Percent of policies updated to reflect current business practices
Deliver Value for Taxpayer Debt per capita
Money Effective tax rate
Receipt of GFOA Certificate of Excellence
Strategic Focus: Intelligent Growth and Economic Development
Objectives Key Performance • • Quarterly Performance
Q1 Q2 Q3 •4
Develop,Maintain and Percent of plans/projects completed on-time
Implement Comprehensive
Percent of plans/projects completed within budget
Plans
Percent of Citizens satisfied with NHC development(top two-box score on a 1-
5 scale,based on number of respondents)
Build and Maintain Percent of infrastructure projects meeting major milestones
Infrastructure Maintenance cost as a percent of booked asset value
Innovate Programs to Protect Percent attainment of Federal air quality standards
the Environment ROI on new environmental programs
Percent of Citizens satisfied with NHC environmental programs(top two-box
score on a 1-5 scale,based on number of respondents)
L 11
Attract New and Retain/ Percent of active prospects that locate in NHC
Expand Existing Businesses
Percent of business visits vs.plan
New business tax value as a percent of total commercial tax
Enhance/Add Recreational, Percent increase in visitors to NHC attractions(i.e.,parks,museum,library,
Cultural and Enrichment etc.)
Amenities Percent increase in support and private donations for NHC quality of life
programs and services
Percent of Citizens satisfied with NHC quality of life programs and services(top
two-box score on a 1-5 scale,based on number of respondents)
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Strategic Focus: Productive -• Partnerships
i Q1 Q2 Q3 Objectives Key Performance • • Performance
Q4
Influence Legislation and Percent of legislation passed that is supported by Board of Commissioners
Mandates to Enhance Local
Autonomy Percent of unfavorable mandates avoided
Collaborate on Regional Number of regional planning sessions conducted
Planning Percent of regional opportunities implemented
Develop Appropriate Public Number of new partnerships created
/Private Partnerships Percent of partnerships created vs.potential opportunities
Collaborate on Service Delivery Number of identified shared services potential opportunities
to Identify and Implement
Opportunities to Reduce
Percent of shared services implemented vs.potential opportunities
Duplication of Services
Strategic .cus: Effective County Management
Objectives Key Performance . • Quarterly
Q1 Q2 Q3 Q4
Hire,Develop and Retain Voluntary attrition rate
Talented People %of new employees completing introductory period
Employees certified in all four Customer Service levels as a percent of total
employees
Training effectiveness rating
Succession development ratio
Leverage Technology and Productivity improvements attributed to enhanced IT(time,cost,quality)
Information to Enable
Performance Percent of time key systems are available for operations
Percent of key systems meeting service level targets
Understand and Act on Citizen Percent of Citizens satisfied with NHC programs and services overall(top two-
Needs box score on a 1-5 scale,based on number of respondents)
Percent of improvement opportunities identified via Citizen satisfaction survey
implemented
Increase efficiency and Quality Productivity improvements attributed to process improvements(time,cost,
of Key Processes quality)
Recognize and Reward Percent of employees recognized in departmental recognition programs
Contribution
Number of employees recognized annually in County-wide recognition
Create and Support an Engaged Percent of employees satisfied in all employee survey dimensions(i.e.,
Workforce communications,morale,engagement,etc.)
Percent of employees participating on Be Part of the Solution teams
It
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STRATEGIC INITIATIVES • Establish a coastal research and devel-
Strategic initiatives are the discreet projects or opment "think tank"
plans an organization undertakes to achieve its • Establish a capital improvement reserve
stated direction. Initiatives represent tangible . Develop a comprehensive economic de-
actions that drive performance results across velopment strategy and plan
one or more strategic objectives.
• Productive Strategic Partnerships
Working with the consulting team, senior Coun-
• Establish an elected official's forum to
ty staff members from the County Management
Office and all departments participated in focus collaborate on regional planning
groups to develop a set of strategic initiatives . Partner with local municipalities on
within each of the five strategic focus areas. open spaces (parks, trails)
These initiatives also include input provided by . Develop n aggressive legislative strate-
County Board members at the strategic planning p gg le g
gy to influence regulatory laws
worksho p
Over 200 initiatives were identified across the
• Strong Financial Performance
five strategic focus areas. In the implementation • Implement an activity based budgeting
phase, these initiatives will be rationalized process
against current plans and budgets to determine . Conduct a policy review and analysis
what is already included in the County's overall against current business practices
plan. New initiatives must then be prioritized for
future funding requests and resource allocation. • Develop contingency plans for potential
A full list of the strategic initiatives by County loss of state funding
department is included in the appendix. Select- • Effective County Management
ed key initiatives for each of the five focus areas . Develop and conduct a citizen survey
are:
• Develop public education programs to
• Superior Public Health,Safety and Educa- increase trust in government
tion
• Develop new or enhanced technology
• Develop a "surge" program to address solutions
crime and drug abuse
• Work with community organizations to
improve citizen health
• Develop a joint accountability model
with the Board of Education
• Intelligent Growth and Economic Develop-
ment
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STRATEGY MAP
A strategy map is simply a graphical depiction of the organization's strategy in terms of its vision,
mission, core values, strategic focus and business objectives. It is a concise quick reference guide to
the strategic plan and is a useful tool for organizing and aligning departmental plans, objectives, initi-
atives and resources in support of the overall county plan.
Vision
vibrant.prooporou-G,divorce a° f d f
to bu101ng_ sus talhable future forgeneration,5 r comiR.
of authod,?y,ar.d sound fiscal managerrent Lo meet the ne eds and concems a f our clOzens today and tomorrow
ftpettir Y may
CL
��rl� [���al•�� �r,han��and
�I � rir li rri�r[
ICI� trn ��rCr�h�ip�
�d�a r�rr-�av nta n C�rn�wat�+�•r��r�r�s to ��I���F�I���� ��
� ir'r�[��kr�a�ku i� �r�tk���r'i�ir'�7r��rtii I� r��n mil ��I'r,�e�t�•i��nth�r�d
him
-Land Use Ecianorpric Davelopment
I�nd=r�t�n��n�i apt
Effecttve Co-unly Managemeiff
tai
Core ValuaS
Integrity■ ccou ntabi lity * Proftss Mora I is rn i In n aeration Stewardship
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Appendix A
Implementation Plan for Strategy Execution
A- 1
New Hanover County,North Carolina
Strategic Plan
Appendix A—Implementation Plan for Strategy Execution
IMPLEMENTATION PLAN FOR STRA TEG Y EXECUTION
The Azimuth Group has developed this implementation plan to assist New Hanover County with the
transition from "strategic planning" to "strategy execution.
TAKING ACTION
Strategy execution is often the most difficult and challenging aspect of strategic management for an
organization to tackle. Execution includes translating the strategy into operational plans, building
organizational alignment and monitoring performance against plans to ensure an organization stays
on course to achieve its strategy. Developing a comprehensive plan that accounts for these execution
building blocks and providing the necessary resources to make it happen will enable the County to
achieve results that are more predictable, in line with its stated direction.
The model below depicts the four main components of Strategic Management.This model is an ad-
aptation of the Balanced Scorecard approach first introduced by Dr. Robert Kaplan and Dr. David
Norton in the early 90's, and is widely considered a best practice in the strategic management disci-
pline.
As shown in the model, strategic
management is a cyclical process, in-
cluding the following major elements. Review
• Formulate/Review Strategy: Strategy
Articulate the mission, vision,
values, and high-level goals,
strategies and measures of Measure
Strategic r Develop
Management Operational
success. Review the strategy at Performance Mane g
least annually and adjust as
System L.'s Plans
needed.
• Develop Operational Plans: Build
Develop departmental business Alignment
plans and budgets that include g
the specific objectives, Adeped from the Balanced Scorecard by
performance targets, Dr.Robert Kaplan and Dr.Robert Norton 2090 Wendy Skinner and Associates,Inc..All Rights Reserved
initiatives/projects, resources and funding required to achieve the strategy.
• Build Alignment: Communicate the strategy and plans internally and with key external
stakeholders, incorporate strategic goals and objectives into employee performance plans and
link compensation and reward to strategic results.
• Monitor Results: Measure, analyze and report on performance results against plans/targets,
resolve issues, make course corrections as needed, and share knowledge and best practices to
improve overall organizational performance.
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Strategic Plan
Appendix A—Implementation Plan for Strategy Execution
New Hanover County has completed Formulate Strategy through the definition and adoption of its
high-level strategy and is currently in the initial stage of Develop Operational Plans, having defined
objectives, key performance indicators, and strategic initiatives.
IMPLEMENTATION PLAN
The following implementation plan has been prepared for New Hanover County in order to
effectively transition into strategy execution and on-going strategic management. It includes an
overall Strategic Management phase and the remaining activities required to complete the Develop
Operational Plans phase and the key activities in the Build Alignment and Monitor Performance
phases.
1. Strategic Management
Establish the core implementation team and finalize the plan. The plan includes all stages, tasks,
deliverables, status meetings, and due dates.
Task 1.1— Establish and prepare the Strategic Management team. It is recommended the core team
consist of a Strategy Owner and a representative from Finance, Human Resources, IT and
Communications. See the Appendix for an example team structure.
Task 1.2— Define team member roles and responsibilities.
Task 1.3— Define strategic management administration guidelines (progress reporting, issue tracking,
change control, meeting schedule, etc.).
Task 1.4—Conduct project team kick-off—project overview and provide Strategic Management
training for the core team to increase understanding and awareness of the process itself.
Task 1.5— Finalize the detailed strategic management plans, including tasks, deliverables, milestones
and timeline.
Task 1.6— Monitor project progress, issues and risks.
Task 1.7—Conduct regular status meetings.
Task 1.8—Transition to "steady state" strategic management (when the strategic management
discipline is fully embedded into standard management operating processes).
2. Develop Operational Plans
Finalize the departmental business plans to include the specific objectives, performance targets,
initiatives/projects, resources and funding required to execute the strategy and drive results.
Task 2.1—Work with KPI owners to finalize the key performance indicators (KPI). Define the KPIs and
establish targets.
Task 2.2— Develop/finalize a County level strategic performance scorecard (sub-set of KPIs).
Task 2.3— Develop/finalize Department level strategic performance scorecard.
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Strategic Plan
Appendix A—Implementation Plan for Strategy Execution
Task 2.4— Prioritize and finalize strategic initiatives. Establish owners.
Task 2.5— Review current departmental business plans. Determine what changes may be required to
integrate strategic goals, objectives, KPIs and initiatives into plans.
Task 2.6— Determine resource requirements (budget and people) and identify any gaps based on
current budget and staff allocation.
Task 2.7— Finalize operational plans to execute strategy.
3. Build Alignment
Communicate the strategy and plans internally and with key external stakeholders, incorporate
strategic goals and objectives into employee performance plans and link compensation and reward
to strategic results.
Task 3.1— Develop a communications strategy and plan. See the Appendix for a communications
planning template.
• Identify key messages (i.e., overall strategy, plans, key initiatives, progress updates, etc.)
• Determine purpose for each key message (i.e., inform, call to action, decision-making, etc.)
• Identify internal and external audiences
o Employees
o Citizens
o Elected Officials
o Media
o Other Stakeholders (i.e., Board of Education)
• Determine communication channels (i.e., in-person, email, website, NHCTV, etc.).
• Identify communication frequency.
• Determine owner for each key message.
Task 3.2— Review the current employee performance management process and forms. Determine
what changes may be required to integrate strategic goals and objectives into individual performance
plans to establish employee connection and contribution to the strategy.
• Develop plan to implement any resulting changes.
Task 3.3— Review the current compensation and reward system to identify any changes that may be
required to link reward and recognition to strategic performance and results.
Task 3.4— Determine other activities as appropriate to build alignment and support of the County's
strategy.
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Strategic Plan
Appendix A—Implementation Plan for Strategy Execution
4. Monitor Performance
Measure, analyze and report on performance results against plans/targets, resolve issues, make
course corrections as needed, and share knowledge and best practices to improve overall organiza-
tional performance.
Task 4.1— Develop and implement a strategic reporting process.
• Develop a report template.
• Determine method to collect and analyze data.
• Determine reporting frequency(i.e., monthly, quarterly, etc.).
• Develop report and conduct periodic reviews with Board of Commissioners and County
Management.
• Publish/communicate strategic performance results to employees and other stakeholders
Task 4.2—Work with IT to automate data collection and reporting.
Task 4.3— Establish an annual strategic management planning calendar.
Task 4.4— Develop and publish an annual report highlighting strategic accomplishments, misses, and
any other insights to improve/enhance overall strategic performance.This information is a key input
into the Formulate/Review phase of Strategic Management system (annually at a minimum).
A-5
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Strategic Plan
Appendix A—Implementation Plan for Strategy Execution
High-Level Strategic Management Implementation Timeline (first cycle)
New Hanover County Strategy{Execution
High-Level Strategy Management Implementation Plan
Month: June July August September October
1.0 Phase 1-Strategic Management_ Establish and prepare the strategic management team
1. Define team member roles and responsibilities
1.3 Define strategic management administration guidelines
1.4 Conduct project kick-off
1.5 Finalize the detailed strategic management implementation plan
1.6 Monitor project progress,issues,and risks
1.7 Conduct regular status meetings
1.8 Transition to steady state strategic management
2.0 Phase 2-DevelopOperational Plans
2.1 Finalize key performance indicators(KPIs)and establish owners
2.2 Develop County level strategic performance scorecard
2.3 Develop Department level strategic performance scorecards
2.4 Prioritize and finalize strategic initiatives and establish owners
2.5 Review and update departmental business plans
2.6 Determine resource requirements(people and budget)
2.7 Finalize operational plans to execute strategy
3.0 Phase 3-Build Alignment
3.1 Develop a communications strategy and plan
3.2 Review and enhance the employee performance review process
3.3 Link the compensation and reward system to strategic performance
1L Determine other alignment activities as appropriate
AL
4.0 Phase 4-Monitor Performance
4.1 Develop and implement strategic reporting process,conduct strategy reviews
4.2 Evaluate IT alternatives to automate data collection and repor ii-Ig
4.3 Establish an annual strategic management planning calendar
14A Develop and publish an annual overall strategy execution performance report
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Appendix A—Implementation Plan for Strategy Execution
Example Strategic Management Team Structure.
Executive Team
Board orCommissioners
L'L County Management
strategy turner
Financ Communications
Rep Rep
HR IT
Rep Rep
PPF-PF-
Department ■ . Department r Department ■ . Department
.I . - - sHead
--.MA-A 6MUL Example Communications Strategy and Plan Template.
- Mes.sage Purpose Audience - -ry requency Owner
Channel
What meads to be 'fry? Who needa/wants to What is the most Flaw a.e-,s haw�d Who should the
communicated? •Share(-nformation facefva the effective m ears s to lt-�e com m unicat al I cam m urn iaat fon
•Create avr-area i e S information? provide the be dei l'°�efed? com e from?
•Carr'to action information? •Elected Official
•Decision-m-along (Board of
Commissioners)
•County Manager
•Project Team
•Department Head
•Other-
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Appendix A—Implementation Plan for Strategy Execution
Example Performance Reporting Scorecard Format
.Stro ng Fiiiancial P e i-fo rmance—For excz ample p u rp oses o n Zy
Trends and Ifig1flights Performance Analysis and Issues
U d Un r e served.und e signated Bind nd balan ce at 18.3096 of the
nr aeve ,u ndeGgneref u n d bal a n ce as a of Ge n e ral Fu n d B al ance exce e de d the t arget of 16.6796 fO r I Fund
FYog-lo and is expected to meet or exceed target for
FY1 o-11.Cc nt ribut in g fact o rs are:
0 Proactive st eps to control expenditures
-Passage of the 1/4 cent sales tax
Lack of available funding for the CIP is impacting
Cc u nty's abi I ity t o provide sufficient i nfrast ruct ur e
investment.
I"flg P ftd.04*1- M 1 vrod bo Lmx C za,;vp-cil 1G iiiW&Tr%—rK7- ---;TzW
—(YO7 IM 30 rYL)%io 1-,10
013j e etive Status
O e ct ive C0111111ents Restoration of funding for the cc mput er replacement
p r o gr-Li m-%,vi I I address i nt e rn al n e e ds fo r updat e d
C
Proii d e sufficient investment to Y CIP is curre nt[,,-u nt'u n d e d. teC-11n010CCM:,-,.
a d d elmaintain g overnm ent resources
Ai aint ain strong re s erve s C,n t rack.
Control costs and manage to the On track.
budget
Develop conting en cy pl an s to manage Plans in place to manage
risk risk.
Enh an ce an d m aint ain effe ctive ReNi ews un d en-vay.
L Policies
A-8
New Hanover County,North Carolina
Strategic Plan
Appendix B—Detailed Listing of Proposed Initiatives
Appendix 6
Detailed listing of Proposed Initiatives
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