City of Tyler 2013 Strategic Plan

City of Tyler 2013 Strategic Plan
Strategic Planning Process

The City of Tylers strategic plan establishes the organizations vision, mission, goals and objectives. It is the guiding document to ensuring the City is strategically and actively pursuing our vision to being the standard for performance excellence in local government The planning process is ongoing with several inputs throughout the year. Formal planning begins annually in January with the Key Leader retreat. Prior to the retreat, data is gathered from several sources, including: Budget information including three year forecasting, annual budgeting and monthly financial forecasting; Community surveys; Departmental surveys; Organization-wide performance measurements (CTQs); o o o o o o o Tax Rate Rates for utilities Number of employees Lean Sigma program savings Bond rating General obligation debt comparison City University training Each strategy is assigned a champion and measurement for that strategy is contained in the Champions Departmental Business Plan. Quarterly evaluations of the Departmental Business Plan are conducted by the PEP Squad, which is appointed by the City Manager. An illustration of the integration of this planning process is provided below. This data is used to conduct an annual SWOT analysis and environmental assessment and to identify strategies to improve the organizations performance. These strategies are ranked by the Key Leader Team and the priorities are established for the upcoming year. Area development plans; Customer Response Management (CRM); Capital Improvement Plan process and community input; Master Plans; Tyler 21 community surveys and implementation plans; and, Council input.
Outcomes from Departmental Business Plans and the Performance Excellence Program (PEP);
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Strategic Planning Flow Chart
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Organizational Structure
The City of Tyler has developed an innovative organizational structure that has helped streamline the organization and enhance efficiency and accountability. At the top of the organization chart are the citizens of Tyler. As the key stakeholder and electorate, the citizens of Tyler are responsible for the election of the Citys governing body, the City Council. As a Council-Manager form of government, the Council is responsible for policy making and approval of the budget. The Council also appoints Boards and Commission members, Task Force and Committee members, and hires the City Manager. There are six Councilmembers, who are elected from districts, and a Mayor who is elected at-large. If elected, Councilmembers and the Mayor may serve up to three consecutive two-year terms, in a particular capacity. The City Manager is responsible for the day-to-day operations of the organization and all other City employees report to him through the organizational structure. The City of Tyler currently has one Assistant City Manager. Also, a Key Leader Team functions as the Senior Leadership Team. This group is appointed by the City Manager and creates the organizational culture, drives employee engagement, and holds Department Leaders accountable for achieving the citywide PEP goals and strategies. The Key Leader Team is comprised of the City Manager, Assistant City Manager, three Managing Directors and seven Directors. A Managing Director is a Department Leader and Director who serves on the Key Leader Team, oversees operations of multiple departments and also leads efforts to reinforce and communicate the culture of the organization, fosters employee engagement and organizational development, and oversees implementation of the Citywide business plan, goals and strategies. This position also represents the City Manager upon assignment at public or organizational events, meetings and programs. A Director is a Department Leader who serves on the Key Leader Team and also provides broad general oversight for additional departments or operations as assigned by the City Manager. A Department Leader is a department head who serves as the chief administrative officer for a single department or operation. This position is also responsible for engaging employees at the departmental level and achieving departmental business plan goals and strategies. A Developing Leader is an individual in each department appointed by the respective Department Leader and approved, by the City Manager, to be mentored as a potential future Department Leader. This position may also serve in a primary administrative support role for the Department Leader for budgeting, personnel, media and management matters.
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Community Comprehensive Plan: Tyler 21/1st The What
In 2007, the City of Tyler Council adopted the Tyler 21 comprehensive plan. This 20-year plan creates a strategic framework for future actions as the City continues to grow. It defines a vision for the future linked to overall goals and policies, and it contains strategies and action items for achieving goals. Transportation and Circulation Public Facilities and Services Future Land Use and Annexation Guide
The planning process took more than 18 months to complete, primarily due to the extensive public involvement involved. Resident input was sought throughout the process via a community visioning As an additional tool, the City conducted a more inretreat (300+ attendees), six open houses and a depth planning process for the Business and survey of Tylerites. Focus groups, interviews with Economy chapter of the plan. The result was the community leaders, and newsletter and website creation of the Industry Growth comments were also important Initiative (IGI) that identifies the vehicles to gather information This 20-year plan creates key building blocks and strategies about what was important to the for the creation of an innovation a strategic framework for residents of Tyler and how they economy that will lead to higher envisioned Tyler growing to meet future actions as the City paying jobs and a greater quality the needs of generations to come. of life for the citizens of Tyler. continues to grow. The input gathered from the The Tyler 21 Plan defines what public involvement process was the City will do; the Tyler Blueprint used to establish the vision and principles that and Performance Excellence Program create a became the framework for the nearly 500 page vision for how Tyler will do business as an plan. More than 100 citizen volunteers participated organization. The Citys (PEP) established the on working groups to further define the key issues goals and tools that empower Tylers resource and strategies to address the long-term future engine, the employees, to achieve the vision to be needs of the City. the standard for performance excellence in local The Plan includes the following chapters: government. Vision The Community Speaks Population and Land Use Trends Downtown Master Plan North End Revitalization Historic Preservation Parks, Open Space, Recreation & Lakes Housing, Neighborhoods & Community Identity Business and Economy In 2013, the City began the five year update to the Plan and rebranded the new version, Tyler 1st. The process will take most of 2013 to complete and includes a community wide survey, monthly meetings of a steering committee as well as significant community involvement.
Tyler 21 includes an implementation plan and calls for an update to be conducted every five years to ensure the plan remains relevant. In addition, the Plan called for the creation of several sub-plans, including the Parks Master Plan and the Lake Tyler Master Plan, in addition to area development plans.
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Tylers Blueprint
In 1997, the City of Tyler adopted the Blueprint Business Model to define our core values and commitment to a culture of continuous improvement in the way we do business and deliver services. The Blueprint defines our organizational culture and is what differentiates us from other municipal governments. This model has served the City well. The result of this strategic approach to municipal management includes becoming one of only a few cities to pay off all general obligation debt and achieving the lowest property tax rate in the State for cities with a population of 15,000 or greater. By combining the Blueprint Business Plan with the clear vision outlined in the Tyler 21 Plan, Tyler is on course to realize its vision in the interest of the community we serve.
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Performance Excellence Program (PEP) The How
In the last several years, the world economy has experienced a devastating recession that has changed the way citizens view the government. It has become even more critical that Tyler differentiate itself and continue to demonstrate a commitment to performance excellence and fiscal conservatism. Innovation, and Core Competency. In 2009, a Leadership Academy (LA) was added to the program structure. LA is a selective program limited to 15 employees who spend one year together developing skills that will help prepare them to fill critical leadership roles. In 2010, City University added a Toastmasters Club for City employees to enhance their public speaking skills; in 2012 a wellness track was added and in 2013 City U began offering a MPA Cohort Program. Called to SERVE Internal Communications The Called to S-E-R-V-E internal communications initiative was developed in 2008. The motto, Called to S-E-R-V-E, has a dual meaning: (1) it reminds employees that they entered into public service to serve others and a purpose larger than themselves, and (2) S-E-R-V-E is an acronym to Streamline, Empower, Respond, Venture and Evaluate, the goals established under the Tyler Blueprint. A myriad of tactics are encompassed in the plan, all aimed at enhancing employee communications. Examples include an employee newsletter, intranet, recognition program, celebrations, City Manager regular visits, Lunch & Learns and much more. Lean/Six Sigma In 2009, the City of Tyler launched a comprehensive Lean/Six Sigma Initiative throughout the organization. This was the logical evolution of Tylers long history of performance excellence. A full time Lean/Six Sigma Master Black Belt was hired who trains current employees to reduce waste and variation in processes. A Green Belt has been trained in each department and several Black Belts have been certified. The Green and Black Belts work with employee project teams to improve City processes: saving both time [8]
A key strategy that has helped Tyler weather the tough economic times has been the commitment to the Blueprint Business Model and implementation of employee engagement strategies such as City University, Leadership Academy, Called to SERVE Internal Communications and Lean Sigma. All of these strategies point to The Who our employees, or resources engine. City University Established in 2008, City University is the City of Tylers employee training department. Led by the Manager for Organizational Development, and housed in a state-of-the-art training facility, City Universitys vision is to create a well-trained, highly skilled workforce that embraces opportunities for life-long learning and growth. Programming for City U is structured into four tracks: Leadership Development, Professional Development,

and money. To date, more than $3.1 million has been saved in hard and soft savings. These programs empower City employees to find solutions, develop programs and enhance processes that result in higher-quality services and cost savings. The City of Tyler is now converging these strategies into the Performance Excellence Program (PEP). Each department is challenged with evaluating themselves in seven criteria areas: 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis and Knowledge Management 5. Workforce Focus 6. Operations Focus 7. Results Business Planning As part of the PEP process, each Department prepares an annual Business Plan. The Departmental Business Plans link organizational goals and objectives to the department level. This plan contains key performance indicators (measurables), trend information and performance improvement projects. Business Plans are submitted on a quarterly basis and reviewed by a Performance Excellence Team. Quarterly reviews and coaching sessions help to enhance performance outcomes. Financial Review The City of Tylers budget process encompasses tri-annual forecasting, annual budget development and adoption, and monthly forecasting. Each City department prepares a three-year budget forecast which is submitted to the Citys internal Budget Committee (City Manager, Chief Financial Officer, Internal Auditor and Human Resource Director). Tri-annual budget reviews are held with each department and the information is used for long range budget planning. An annual budget request is prepared by each department and submitted to the Budget Committee. Budget hearings are then held with each department. This information is reviewed and developed into a proposed budget, recommendation presented by the City Manager to the City Council for adoption, followed by public hearings to gather community input. Once the budget is adopted by the City Council, each department must submit a monthly budget forecast spreadsheet to the Budget Committee, who reviews the overall budget of the City and makes recommendations to the City Manager. Through the PEP, the City of Tyler will be able to meet the mission to be a results-oriented service organization with a focus on efficiency, sound financial management and quality service to our citizens and exceed the vision to be the standard for responsive local government.
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Organizational Assessment and Environmental Scan
As part of the organizations annual planning process, an assessment and environmental scan is completed. This scan reflects input from the Key Leader Team based upon Council input, citizen feedback, employee surveys and input, financial data and current environmental conditions. The assessment is utilized to develop objectives within the organizations key goal areas.
S - STRENGTHS
S1 S2 S3 S4 S5 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 S22 S23 S24 S25 S26 S27 S28 Position as the regional service providerwater, sewer treatment, landfill, airport, etc. Position as the lead political subdivision in the region Strong brand Planning to succeed via master planning/planning efforts and abilities External communications and transparency Vision/leadership Long history of continuous improvement (foundation) Accredited Police Department / ISO rating of two Sense of community Strong political capital and Council-staff relations Willingness to innovate Good financial management and fiscal condition Motivated, competent and experienced staff with great longevity Supportive City Council and creative yet deliberate leadership/management with vision Half cent sales tax available for pay-as-you-go capital improvements Abundant water supply secured with significant treatment capacity Abundant sewer treatment capacity Collaborative/cooperative style of public engagement and management Advantages that come with having a flat organization Own many HTE applications; moderate level of implementation Commitment to invest in staff training/learning/professional development (City U) Proximity to the Dallas/Ft. Worth Metroplex Strong established internal communications programs Foundational launch of Lean Six Sigma/PEP Strong private giving for public causes Receptiveness to public private partnerships by local businesses Perception of good quality of life
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W - WEAKNESSES
W1 W3 W4 W5 W6 W7 W8 W9 W10 W11 Funding constraints Traditional dependence on media for a voice due to limited funding Need for additional supervisor training Thin staffing which poses a challenge (for advancement and potential for burn out) Aging workforce and potential loss of institutional knowledge Challenges that come with having a flat organization Lack of written processes in some areas Additional need to identify and address inefficiencies Aversion to change by some employees (Change to: Need input from organization wide survey.) Lack of commitment to organizational vision and goals by some employees
O - OPPORTUNITIES
O1 O2 O3 O4 05 O6 O7 O8 O9 O10 O11 O12 O13 Room to grow geographically Opportunities to evaluate services as funding stream Positioning as a regional hub Continued growth of strong community involvement and awareness Support the IGI and Tyler 21 plan to diversify the economy, bring new jobs and make Tyler the best place to live, work and raise a family Growing shared, clear vision in the community Good community-wide planning Strong leadership capacity in the community Growing spirit of cooperation and good will in the organization to enhance morale Significant levels of private giving for public causes Significant natural resources, favorable climate and natural beauty Sense of community, belief in a higher purpose and calling Opportunities to raise awareness of lowest taxes among all taxing jurisdictions
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O14 O15 017 O18 O19 020 O21 O22 O23 024 O25 O26 O27 O28 O29 O30 O31 032 Proximity to Dallas/Fort Worth and other major markets Opportunities to go paperless Opportunities to grow in more directions north and west Economic development potential through infrastructure improvements Capitalize on community outreach efforts and ability to increase influence throughout the region Early successes in City driven revitalization and enhancement of particular areas of the community Strengthening of existing good media relations Further technology enhancements by leveraging foundational successes Leveraging of City U professional development and additional employee engagement Greater efficiency of Citywide processes Further enhance regionalism Leveraging of Lean Sigma Initiative for future growth Strengthening of succession planning Hiring and retaining of the highest potential individuals Managerial training for leadership team Use of citizen feedback to make organizational improvements Sustainment of PEP (Performance Excellence Program) Continue to develop and enhance City Volunteer Program
T - THREATS
T1 T2 T3 T4 T5 T6 T7 T8 T9 Current weak national economy and sensitivity of local sales tax to economic conditions Adverse state legislation in terms of state mandates, loss of local control, or higher fees More federal/state government regulation and mandates (healthcare, water rights, etc.) Instantaneous 24-hour news coverage Need for update of Tyler 21/1st given age of plan Aversion to change by some Funding constraints in the community at all levels Current national political environment and attitude toward government Potential guilt by association with other levels and organizations of government
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T10 T11 T12 T13 T14 T15 T16 T17 Aging infrastructure/facilities Shallow bench in terms of staff back up and succession planning Limits to institutional knowledge Well-being of personnel given thin staffing, workloads and public sentiment toward government in general Potential lawsuits from risk related incidents Employee turnover from aging workforce Rising cost of healthcare and retirement benefits Natural disasters and local emergencies
Stakeholders
The City of Tyler key stakeholders include: Citizens of Tyler City Council Our Employees City of Tyler Boards and Commissions Local Media Water & Sewer Service Customers Solid Waste & Landfill Customers Flying Public (Airport Customers) Developers/Builders Corporate Citizens/Business Regional Retail Market Customers/Sales Tax Payers Higher Education Institutions and Students Lake Leaseholders Vendors Tourists Special Interests Hospital & Medical Services Clients/Patients [14]

Volunteers
Goals, Objectives and Strategies
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Organizational Goals (Strategic Priorities): Steamline Empower Respond Venture Evaluate (S-E-R-V-E)
Streamline: We will relentlessly strive to improve efficiency, enhance productivity, reduce costs, eliminate waste and reduce defects to build even greater capacity to respond to citizen needs as identified in Tyler 21, citizen/customer surveys and other channels for feedback and suggestions.
Empower: We will invest in our employees through continuing education and mentoring to develop accountability and skills, resulting in more responsive and cost effective customer service.
Respond: We will be answerable with a sense of urgency and transparency to the needs of our customers.
Venture: We will pursue opportunities to compete as the service provider for our citizens and other agencies, outsource our noncompetitive functions, partner with others to enhance service levels and collaborate among City departments as a team to leverage resources.
Evaluate: We will utilize research and data to plan for the future and measure our success in order to further enhance the quality of our services as outlined in Tyler 21 and related planning efforts.
Items completed during prior fiscal year.
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Goal: STREAMLINE
Examples: Exploiting the use of technology design and application, substituting technology for people for routine/competitive tasks, consolidating steering or decision making authority, eliminating organizational layers that do not add value to the service/product delivered, building on strengths and offloading weaknesses, charting work flows and implementing smarter work processes, and eliminating the cost of mistrust by incentivizing compliance. Objectives: 1. Exploit the use of technology.
Strategies
a. Exploit use of enterprise software (HTE) by identifying how at least two modules can be used more effectively budget and project accounting b. Automate personnel requisition process c. Automate travel authorization process d. Further automate tri-annual forecast process via use of HTE e. Re-establish HTE users group as a task force to examine on-going effectiveness of enterprise software f. Improve ability to use and enhance training for HTE budget module g. Assign HTE liaisons for each department to troubleshoot simple technical items h. Launch document imaging pilot with goal to eventually go paperless for many processes i. Enhance ability to track vehicle maintenance electronically j. Explore additional municipal use of fixed base network for meter reading k. Explore additional use of hands free communication equipment in City vehicles l. Research acquisition of CSR software
Responsible Key Leader

ReNissa Wade
SWOT Alignment
S21, O22
Measured By
IT Business Plan
ReNissa Wade Keidric Trimble Keidric Trimble ReNissa Wade
S12, O15, O24 S12, O15, O25 S21,S24, S21 S21, O22
HR Business Plan Finance Business Plan Finance Business Plan HR Business Plan
Keidric Trimble ReNissa Wade ReNissa Wade Dan Brotton Greg Morgan ReNissa Wade Susan Guthrie
m. Improve functionality and use of CRM n. Create a City I-Phone App o. Further enhance GIS capabilities and training p. Research new public safety software
Susan Guthrie Susan Guthrie Greg Morgan Chief Swindle
S13, S21, S22, W10, S21, W5, T11 S12, W10, 015 S12, S21, W9, O22 S12, O22, S17 S12, T6, T14 S5, S21, W7, O22, O30 S5, W7, O22, O30 S5, O22, O30 S12, O22, S9, S12
Finance Business Plan IT Business Plan IT Business Plan Vehicle Services Business Plan Water Business Plan IT Business Plan Communications Business Plan Communications Business Plan Communications Business Plan GIS Business Plan PD Business Plan [17]

2. Grow the Citys Lean Sigma program. Strategies a. Ensure each department has at least one active Lean Sigma Greenbelt project. b. Achieve $130,000 in soft savings and $190,000 in direct savings/year via Lean Sigma program. c. Put ALL employees thru Bluebelt training. d. Showcase Lean Sigma projects in Mayors Citizen Academy. e. Moderate the growth of the Lean Sigma program until roles and support from Black Belts are stabilized. f. Annually evaluate members of Green Belts and Black belts for continuation in Lean Sigma roles. g. Engage Key Leaders and Department Leaders more as project champions. Responsible Key Leader Susan Guthrie Susan Guthrie Susan Guthrie Susan Guthrie Susan Guthrie Susan Guthrie Susan Guthrie SWOT Alignment S25, W1, W8, O26, T1 S25, W1, W8, O26, T1 S22, S25, W1, O26, O27 S25, S3, O26, O30 S25, W5 S22, S25, W11, O28 S22, S14, S25, W5, W10, O26 Measured By Lean Sigma Business Plan Lean Sigma Business Plan Lean Sigma Business Plan Lean Sigma Business Plan Lean Sigma Business Plan Lean Sigma Business Plan Lean Sigma Business Plan
3. Achieve alignment of processes and planning with mission and goals. Strategies a. Re-evaluate/refine Citywide organizational mission, vision and goals, resulting in a more comprehensive strategic plan that clearly ties to citizen preferences. b. Ensure monthly financial closings by the 10th of the following month. c. Calibrate Lean Sigma program to monthly business planning and PEP (Performance Excellence Program). Responsible Key Leader Mark McDaniel SWOT Alignment S4, O6, T5, S7 S13 S25, O26, W12, W9, O31 Measured By City Manager Plan
ReNissa Wade Susan Guthrie
Finance Business Plan Lean Sigma Business Plan
4. Eliminate organizational layers and leverage current staffing resources. Strategies a. Examine role and future use of Assistant City Manager position. b. Target top two positions with highest turnover and develop written plans to reduce. c. Staff volunteers in five more departments. Responsible Key Leader Mark McDaniel ReNissa Wade ReNissa Wade SWOT Alignment S20, W5, W7 W5, W6, O23, O28, T11 T13, O32 Measured By City Manager Plan HR Business Plan
HR Business Plan [18]

Goal: EMPOWER
Examples: Developing employee leadership potential, supporting succession planning, rewarding responsive performance and recognizing achievement, fostering creation of an empowered network comprised of teams of employees, promoting continuous learning, maintaining training/assessment schedules, ensuring a safety focus in training programs, reinforcing Core Values with employees, and developing/implementing crosstraining for all employees. Objectives: 1. Improve employee recruitment and selection practices to ensure hire of individuals best suited for each position and the Blueprint organizational culture. Strategies a. Develop candidate interview tools/matrix to ensure maximum success of interview process. b. Standardize pre-screening and interview referral process. c. Enhance employee orientation process to more fully communicate organizational structure and expectations. d. Develop more robust Citywide internship program. e. Notify existing employees of job openings weekly. f. Examine use of mini-DISC assessments in hiring process. g. Review job opportunities to move or advance existing employees during Key Leader meetings. h. Use interview panels for all job openings. Responsible Key Leader ReNissa Wade ReNissa Wade Susan Guthrie ReNissa Wade ReNissa Wade ReNissa Wade ReNissa Wade ReNissa Wade SWOT Alignment W8, O24, O28 W8, O24, O29 S24, S22, O28, O21 S6, S8, O28, W5 O28, T15 O28, T15 O28, T15, O27 O28 Measured By HR Business Plan HR Business Plan City U Business Plan HR Business Plan HR Business Plan HR Business Plan HR Business Plan HR Business Plan
2. Invest in employee training and professional development. Strategies a. Implement next evolution of City U programs to include Called to SERVE training and secret shopper programs. b. Continue to support and encourage employee involvement in Toastmasters, seeking program growth. c. Add new personal track to City U curriculum. Responsible Key Leader Susan Guthrie SWOT Alignment S3, S22, O9, O23, T12 S22, O9, O23, T12 S22, O9, O23, T12, T16 Measured By City U Business Plan City U Business Plan City U Business Plan
Michael Wilson
Susan Guthrie
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d. Continue mandatory supervisory training to City U curriculum, adding certification testing. e. Examine cohort programs for Bachelor and Masters degree programs. f. Holding annual Key Leader retreats for strategic planning. g. Contingent upon availability of funding, send a Key Leader to senior executive training each year. Susan Guthrie O29, O9, O23, S22, T12, W4 S22, W6, O23, O27, T11 City U Business Plan City U Business Plan City Manager Business Plan City Manager Business Plan
Susan Guthrie Mark McDaniel Mark McDaniel
S22, O29, T12
3. Establish employee teams to help address major organizational issues. Strategies a. Roll out phase II of Lean Six Sigma program. Susan Guthrie b. Continue use of employee health insurance task force to monitor benefits costs, further educate employees about plans, and develop plans for a wellness program and possible City clinic. c. Work employee fitness teams and incentives into proposed wellness program. d. Create department level safety teams. Responsible Key Leader SWOT Alignment S7, S12, S22, S25, W1, W8, O26, S8, T8, S14, O31 T16, T3, T1, W10, S14, S24 Measured By Lean Sigma Business Plan
Mark McDaniel
City Manager Business Plan
Susan Guthrie ReNissa Wade
T16 T14, W1
City U Business Plan HR Business Plan
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Goal: RESPOND
Examples: Implementing/monitoring effective customer follow up on requests/complaints, implementing Tyler 21 goals and actions, institutionalizing Citywide customer service standards, eliminating waste of customer time and inconvenience, maintaining/upgrading E-Gov services, seeking new ways to share information with customers, putting the customer in the drivers seat by providing choice and control over service delivery, seeking to personalize service and abandoning a one-size-fits-all mentality, developing allies for administrative/support systems, and managing relationships with others through use and application of behavioral assessments. Objectives: 1. Seek to better understand citizen concerns, preferences and needs. Strategies a. Conduct a five year update of the Tyler 21/1st comprehensive plan to ensure full calibration with citizen preferences and needs. b. Fund a citizen survey update. Responsible Key Leader Michael Wilson S5, S19, O4, O5, O6, O7, O8, T5, O19, O30 S3, S21, O24 SWOT Alignment S4, S7 Measured By Planning Business Plan Planning Business Plan
Susan Guthrie c. Research acquisition of customer service response (CSR) software that will interface with open records requirements. d. Conduct more electronic town hall meetings. e. Use more ad hoc task forces to tackle major community issues.
Susan Guthrie Susan Guthrie Mark McDaniel S5, S10, O4 S5, S7, S19, W1, O6, O12, O19T8
Communications Business Plan Communications Business Plan City Manager Business Plan
2. Enhance and broaden engagement of citizens. Strategies a. Ensure all portions of the Citys website are up to date, with each department keeping data current. b. Reach 5,000 fans (customers/citizens) via Citys Facebook page. c. Investigate making Citys website more mobile compatible. d. Launch Citywide Citizens Academy. Responsible Key Leader Susan Guthrie Susan Guthrie Susan Guthrie SWOT Alignment S3, S5, W3, W7, O19 S3, S5, W3, O19, T8 S3, S5, W3, W7, O19 S3, S5, S7, S10,W3, O4, O13, O19, T1, T8 Measured By Communications Business Plan Communications Business Plan Communications Business Plan City U Business Plan
Susan Guthrie
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e. Create a City of Tyler I-Phone App to more conveniently access City services. f. Use water bill more as a means to communicate with all citizens. 3. Institutionalize good customer service. Strategies a. Implement Called to S-E-R-V E customer service training. b. Implement secret shopper program. c. Implement more online and credit card payment opportunities. d. Incorporate citizen live testimonials regarding good customer service experiences at Department Leader meetings. Responsible Key Leader Susan Guthrie SWOT Alignment S3, S14, W9, W11, O23 S3, S14, W9, W11, O23 S12,S21, O22 Measured By City U Business Plan City U Business Plan IT Business Plan City Manager Business Plan Susan Guthrie Greg Morgan S3, S5, W3, W7, O19 S3, S5, W3, W7, O19 Communications Business Plan Water Business Plan
Susan Guthrie ReNissa Wade Mark McDaniel
Goal: VENTURE
Examples: Taking initiative to seek opportunities to outsource, successfully competing to remain the service provider, marketing City services to potential new customers/other jurisdictions or agencies, reviewing all services against Core Values for greater performance, and participating actively in collaborative/cooperative purchasing initiatives. Objectives: 1. Develop stronger public-private partnerships. Strategies a. Examine use of a public-private partnership for alternate delivery methods for project letting (eg. design build). b. Investigate potential collaboration on a day clinic to reduce employee healthcare costs. c. Pursue a pilot CNG station via public-private partnerships for fueling equipment and sponsorship of some initial CNG vehicles. d. Build public-private CNG fueling station. Responsible Key Leader Carter Delleney SWOT Alignment S12, O10, T7, S27 T16, S12, T13, W1, S12 S12, S7, S2,S6, S26,S27, O3 S12, S7, S2,S6, S26,S27, O3 Measured By Engineering Business Plan Finance Business Plan Vehicle Services Business Plan Vehicle Services Business Plan [22]
Mark McDaniel
Dan Brotton
Dan Brotton

e. Collaborate with developers and builders on redevelopment efforts via HIP and possible new development standards. f. Partner with investor owned utilities for water transfers. g. Audit outside agencies for performance and financial accountability as a funding condition. h. Partner on tourism related public-private partnerships to build tourism venues. i. Explore further collaboration among departments for irrigation repairs and trash removal. Chief Swindle Greg Morgan Keidric Trimble S27, S26, O3, O20 S1, S18, O1 S13, W1, T7 S3, S7, S10, S27, S26, O3, O10, O11, O14, O18, O7 S8, S12, S14, O24 Neighborhood Services Business Plan Water Business Plan Finance Business Plan City Manager Business Plan
Mark McDaniel
Stephanie Rollings
Parks Business Plan
2. Compete to provide City services, or contract them out. Strategies a. Implement small scale concrete batching plant for competitive materials costing. b. Evaluate renewal of contract for paratransit services. c. Examine contracting out inspection of public works projects. d. Examine contracting out of right of way mowing. e. Examine providing a video inspection service for private sector contractors, etc. on a fee basis. f. Examine outsourcing of plan review. Responsible Key Leader Greg Morgan Barbara Holly Carter Delleney Greg Morgan Greg Morgan Michael Wilson SWOT Alignment S12, W1, O24 O24 O24 O24 O2 O24 Measured By Streets Business Plan Transit Business Plan Engineering Business Plan Streets Business Plan Water Business Plan Development Services Business Plan
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3. Collaborate on regional public service ventures with other agencies/ jurisdictions. Strategies a. Pilot regional training at City U through Lean Sigma. b. Lead efforts to provide regional training through professional associations in areas such as planning, code enforcement, water, etc.). c. Add at least one wholesale customer for utilities per year. d. Develop plan for regional sewer plant on recently purchased property SE of Bullard. e. More actively take a leadership role in regional planning efforts as opposed to being reactive. f. Examine enhanced partnership with TJC for regional public service academies. g. Evaluate interlocal agreements for development related City services in unincorporated areas and for small cities in Smith County. h. Partner for a regional animal control shelter. Responsible Key Leader Susan Guthrie Barbara Holly Greg Morgan Greg Morgan Barbara Holly Chief Swindle Michael Wilson Chief Swindle SWOT Alignment S2, O2, O25. O31 O25, S2 S1S,17, 011 S1, O2, S18 O26, S2, O3, T2, T3 S27, O28 O2, S2 S2, S6, S7, T9 Measured By City U Business Plan MPO Business Plan Water Business Plan Water Business Plan MPO Business Plan PD Business Plan Development Services Business Plan Police Business Plan
4. Collaborate with the community on Citywide planning projects. Strategies a. Conduct at least one area development planning effort with community stakeholders each year. b. Fully launch Industry Growth Initiative (IGI) through appointment of all champions/ teams and initial meetings do develop work plans. c. Partner with the Tyler Metropolitan Planning Organization for master street plan (MSP) update. d. Utilize Lake Tyler Roundtable to plan for implementation of Lake Tyler Master Plan. e. Conduct a five year update for Tyler 21/1st. Responsible Key Leader Michael Wilson Susan Guthrie Barbara Holly Greg Morgan SWOT Alignment S4, S19, O4, O7, T10 O5, S7, S23, S28, O3, O6, O8, O14 O25, O7 S15, S28, O5, O7 S4, S10, S19, S28, w11, O5, O17, T5 Measured By Planning Business Plan Communications Business Plan MPO Business Plan Water Business Plan Planning Business Plan
Mark McDaniel
[24]

5. Leverage outside funding via grants and gifts. Strategies a. Examine possible pilot project for grant coordinator to leverage outside funding in FY2011-12. b. Seek energy efficiency related grants for planned infrastructure improvements. c. Seek private donations for Downtown development projects. d. Pursue grant funding for homeless and veterans programs. e. Seek more FAA grant funding for Airport improvements. f. Formulate a plan for public-private partnerships to develop a tourism/visitor facility venue. Responsible Key Leader Keidric Trimble SWOT Alignment S26, W1, O10, T7 S26, W1, O10, T7 S26, W1, O10, T7 S26, W1, O10, T7 S26, W1, O10, T7 S26, W1, O10, T7O18, S27 S26, W1, O10, T7 Measured By Finance Business Plan Engineering and Facilities Business Plan City Manager Business Plan PD Business Plan Airport Business Plan City Manager Business Plan Vehicle Services Business Plan
Carter Delleney Mark McDaniel Gary Swindle Carter Delleney Mark McDaniel
g. Seek grant funding for public-private CNG station.
Susan Guthrie
Goal:
EVALUATE
Examples: Effectively determining major outcome goals/priorities, establishing and tracking performance benchmarks, monitoring and ensuring completion of major assigned projects, obtaining and evaluating regular feedback from customers via surveys, etc., examining and evaluating the use of best practices within other jurisdictions, achieving and documenting cost reductions/cost avoidance, auditing performance against the business plan on a regular basis, conducting timely and constructive employee evaluations, and further implementing a Citywide Lean Sigma program. Objectives: 1. Apply for awards/recognition that promote continuous improvement and recognize best practices. Strategies a. Achieve a TML award for recognized best practices. b. Achieve an ICMA award for recognized best practices. Responsible Key Leader Susan Guthrie SWOT Alignment S3, S5, S12, O3, O13, O21, T9, W2 S3, S5, S12, O3, O13, O21, T9, W2 Measured By Communications Business Plan Communications Business Plan
Susan Guthrie
[25]

c. Improve score for transparency award from State Comptroller. Susan Guthrie S3, S5, S12, O3, O13, O21, T9, W2 S9, S3, S5, S12, O3, O13, O21, T9, S11, W2 S3, S5, S9, S12, O3, O13, O21, T9, S11, W2 S7, S5, S3, S8, S12, S25, W8, W11,O26. O31 S3, S5, S12, O3, O13, O21, T9, W2. 07 S3, S5, S12, O3, O13, O21, T9, W2. 07 S3, S5, S12, O3, O13, O21, T9, W2 S3, S5, S12, O3, O13, O21, T9, W2 S17, S3, S5, S12, O3, O13, O21, T9, W2 S3, O5, O7, O11, S3, S5, S12, O3, O13, O21, T9, W2 S3, S5, S12, O3, O13, O21, T9, W2 S13, S3, S5, O13, O21, T1, T9, W1, W2 S3, S5, S12, Communications Business Plan PD Business Plan
d. Seek Police Department reaccreditation.
Chief Swindle
e. Seek Fire Department accreditation.
Chief Johnson
Fire Business Plan
f.
Make application for Texas Quality Award and assess readiness for application for Baldrige Award as part of the Performance Excellence Program.
Lean Sigma Business Plan
Susan Guthrie
g. Achieve American Planning Association Community of the Year Award.
Michael Wilson
Planning Business Plan
h. Achieve National American Planning Association Community of the Year Award i. Achieve Keep America Beautiful Governors Community Achievement Award. Examine possibility of applying for a safety award from the National Safety Council.
Michael Wilson
Dan Brotton
Solid Waste Business Plan HR/Risk Business Plan Water Business Plan
j.
ReNissa Wade
k. Retain Superior Water designation from the Texas Commission on Environmental Quality. l. Examine possibility of achieving a bike friendly designation.
Greg Morgan Stephanie Rollings Susan Guthrie
m. Achieve Alliance for Innovation national recognition. n. Achieve a National League of Cities award.
Parks Business Plan Communications Business Plan Communications Business Plan City Manager Business Plan
Susan Guthrie
o. Retain AAA bond rating for GO debt rating and improve Utility System revenue bond rating. p. Identify and seek recognition for a national
Mark McDaniel Susan Guthrie
Communications [26]

wellness award. O3, O13, O21, T13 Business Plan
2. Conduct planning efforts and promote accountability in execution of plans. Strategies a. Assign executive oversight of Tyler 21 goals and actions to specific individuals to facilitate progress in achieving plan. b. Conduct a five year update of Tyler 21, fully reengaging the community to reassess preferences and needs. c. Conduct at least one area development planning effort per year - current planning area is hospital district/TJC. d. Examine pros and cons of extending MPO boundary. e. Update Master Street Plan. f. Assess Chapter 19 related to Lake Tyler for updates given recently completed Lake Tyler Master Plan. Responsible Key Leader Mark McDaniel SWOT Alignment S4, O5, S7, O7 O5, S4, S19, S28, O19 S7, S19, O7, O20, T5, T10 S7, S2, O1, O3, O7, O8, T2, T3. 025 S15, S2, O3, O7, T10 S4, S17, S28, O5, O11 S15, S5, S27, O7, O17 O5, S15, S7 S4, T17, O21, S14 S4, S16, T10, O18 S21, O22 S14, S22, S24, W7, O23, O27, T15, T11 S7, S19, O7, O20, T5, T10 Measured By City Manager Business Plan and Department Business Plans Planning Business Plan Planning Business Plan MPO Business Plan MPO Business Plan Water Business Plan
Mark McDaniel
Michael Wilson
Barbara Holly Barbara Holly
Greg Morgan
g. Meet with larger developers one-on-one annually to discuss development plans. h. Monitor and continue updates regarding progress on IGI implementation i. j. Conduct Citywide disaster drill once per year. Conduct and continue to enhance Half Cent prioritization tool and process.
Michael Wilson Susan Guthrie Chief Johnson Carter Delleney ReNissa Wade
k. Develop internal master technology plan. l. Develop comprehensive succession planning program.
Mark McDaniel
Development Services Business Plan Communications Business Plan Fire Business Plan Engineering Business Plan IT Business Plan City Manager Business Plan
m. Conduct next area development plan to include the Downtown area.
Michael Wilson
[27]

3. Improve and put to use analytical tools. Strategies a. Examine potential use of social media analytics. b. Enhance use of tri-annual forecasts as a management tool. c. Calibrate Leans Sigma program and metrics to departmental business planning and Performance Excellence Program. Responsible Key Leader Susan Guthrie Keidric Trimble SWOT Alignment S5, W1, O15, O19, T4, T8 S13, S7, S8 S8, S13, S25, W8, O24, O26, W1 S5, S19, O4, O5, O6, O7, O8, T5, O19, O30 Measured By Communications Plan Finance Business Plan Lean Sigma Business Plan
Susan Guthrie
d. Conduct new citizen survey.
Susan Guthrie
Communications Business Plan
e. Conduct internal service survey. f. Re-launch HTE users group to evaluate use software applications.
ReNissa Wade ReNissa Wade Carter Delleney Carter Delleney Greg Morgan Susan Guthrie S21, O22 S16, W1, O24, O30 W1, O24, O30 S12, O22, O24, T10 S7, S12, S8, S15, O31 S8, S22, W4, W9, O23, O30, T12 S3, S5, S24, O6, O21, T8 O24, T14 S5, S12, W3, O30 O30, O31, S6, S5, W7
HR Business Plan IT Business Plan Engineering Business Plan Engineering Business Plan GIS Business Plan Lean Sigma Business Plan City U Business Plan Communications Business Plan HR/Risk Business Plan Communications Business Plan Communications Business Plan
g. Enhance utility of Half Cent prioritization tool. h. Enhance capabilities of street pavement ranking tool. i. Enhance use of GIS for sewer maintenance, fire hydrant maintenance, street maintenance, public safety use, etc. j. Use Baldrige award criteria to improve business and strategic planning efforts. k. Conduct an annual City U training survey to gain participant feedback to improve offerings. l. Conduct an annual Communications survey to enhance effectiveness of communication efforts. m. Further deploy use of Drive Cam for additional operations to benefit from analytics captured and provided. n. Conduct a Citywide survey to determine desirable new City App features and website enhancements. o. Launch an integrated CSR program with dashboard features.
Susan Guthrie Susan Guthrie ReNissa Wade
Susan Guthrie Susan Guthrie
[28]

4. Launch studies or projects to evaluate specific processes. Strategies a. Examine outside agency contracts for accountability in terms of audits and use of funds for eligible activities. b. Complete evaluation of utilities and public works contracts for design and construction services. c. Conduct at least 20 Lean Sigma projects per year. d. Conduct twice annual business plan Performance Excellence Reviews, referencing Baldrige/TAPE criteria for scoring. Responsible Key Leader Keidric Trimble SWOT Alignment S13, T1, T7 Measured By Finance Business Plan
Greg Morgan O26, S25, S15, S7 S8, S7, S12, S13, S25, O26. O31
Water Business Plan Lean Sigma Business Plan Lean Sigma Business Plan
Susan Guthrie
Susan Guthrie
[29]

Evaluation
Evaluation of the strategic plan occurs on several levels. First, each project identified is measured in a Departmental Business Plan. Each quarter the Departments submit a Business Plan. The PEP Squad, appointed by the City Manager, reviews and scores the Business Plan. Two quarters per year, the PEP Squad meets with Department Leadership Teams to assess overall performance. On the alternate quarters, coaching sessions are held to enhance organizational effectiveness.
Metrics
Other organization-wide metrics include the following:
Since the mid 1980s Tylers tax rate has decreased more than 60 percent. In the chart above, the red bar indicates the portion of the tax rate that is dedicated to debt service. The Citys general obligation debt was paid off in 2008, resulting in even further reductions in the tax rate. Currently the Citys tax rate is the lowest in the state among cities with populations exceeding 16,000.
[30]
In 2008, the City paid off all general obligation debt. Most capital improvement projects are now paid for in cash from the Half Cent Sales Tax Fund.
[31]
Compared to other Texas cities of similar size, Tyler has the lowest tax rate. Not only is the rate lower, but in some instances it is as much as four times lower than other cities. Tylers rate is the lowest among all Texas cities with more than 16,000 citizens.
[32]
Since the mid 1980s, the number of full time employees has continued to decrease, while the population of Tyler has grown by 30 percent. The ration of employees to citizens has gone from 12 employees per 1,000 citizens to 8 employees per 1,000 citizens. This is attributed to greater efficiencies and use of technology.
[33]
Tylers residential water and sewer rates compare favorably with cities of comparable size. The current combined rate is $57.16 in Tyler compared to $91.56 in Round Rock.
[34]
Tylers Solid Waste fees also compare favorably with comparably sized cities. Tylers rate falls within the lower quartile AND the City provides twice weekly pick up while many other cities pick up just once per week.
[35]
As part of the PEP process, Departmental Business Plans are reviewed on a quarterly basis. These plans are scored by the PEP Squad using National Baldrige Award criteria. Tylers stretch goal is to score 700 cumulatively and in each Department. Currently the high score is 644 and the average score is 438.
[36]
City University is Tylers training department. A performance criteria each department is evaluated upon is workforce focus, which emphasizes employee training and development. Since its inception in 2008-2009, City U has saved the City more than $375,000 in training costs, while fostering a culture of lifelong learning. In 2011, the City U provided more than 1,000 hours of training.
[37]
Tylers Lean/Six Sigma program began in 2009. Since then, it has saved the City more than $2.4 million in hard and soft savings. Each department/work unit is tasked with having at least one Green Belt and with having active projects to enhance efficiencies and decrease errors in City processes.
[38]
In 2009, the City of Tyler became one of only a handful of cities to achieve a general obligation bond rating of AAA.
[39]

City of Tyler 2013 Strategic Plan

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