A Strategic Plan to Achieve. City Council s Vision for the Future - PDF

Please download to get full document.

View again

of 32
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Information Report
Category:

Travel

Published:

Views: 2 | Pages: 32

Extension: PDF | Download: 0

Share
Related documents
Description
A Strategic Plan to Achieve City Council s Vision for the Future Contents Introduction. 5 Foundations for Strategic Planning...6 Direction 2040 Vision...9 Council Goals & Bold Steps...10 Our
Transcript
A Strategic Plan to Achieve City Council s Vision for the Future Contents Introduction. 5 Foundations for Strategic Planning...6 Direction 2040 Vision...9 Council Goals & Bold Steps...10 Our Response How We Accomplish the Vision...11 Strategic Issue Teams Cultural and Recreational Opportunities...21 Economic Vitality...27 Family and Youth Opportunities...33 Quality Education and Lifelong Learning...37 Quality Organization...43 Quality Physical Environment...47 Safe Community...55 Appendix Community Indicators.. 59 Guiding Principles.63 Strategic Drivers 69 Time Allocation Model..71 Introduction Public service is a noble profession. We have chosen to serve the people and our community to achieve common goals and be good stewards of the resources entrusted to us to achieve them. The City government of Virginia Beach is an organization created by our citizens to help accomplish initiatives for individual benefit and the common good that people could not accomplish on their own. One of our responsibilities as members of this government is to turn community dreams and goals as described by our elected officials into reality. In a world of limited resources, and noble goals, choice is always necessary. Strategy and planning helps us make those choices. Our approach to planning is more than an incremental method of closing the gaps that exist. Our strategic planning efforts have challenged us to focus on outcomes versus functions, to employ a system s view in our work, to enhance our overall capacity, to increase relationships and partnerships, and leverage citizen participation and community resources. We are to assess current and future services and opportunities, to establish a long-term agenda for the organization, and in doing both, to guarantee that we have aligned the organization with City Council s Vision. This 3 Year Plan captures the strategic planning efforts of the seven Strategic Issue Teams formed in response to City Council s Destination Points and the Vision they have created for the Community. It serves as an aligned strategic direction to move us toward City Council s vision of A Community for a Lifetime. 5 Foundations for Strategic Planning The City s Mission and City Council s Destination Points are the foundations for our strategic planning work. WHY we exist is stated in the Organization s Mission: The City of Virginia Beach government exists to enhance the economic, educational, social and physical quality of the community and provide sustainable municipal services valued by its citizens. In order to fulfill this mission, there exists a partnership between City Council, City management and the workforce. This relationship involves interrelated processes governance, management and service delivery, referred to as the City Model. Mayor/ City Council Boards/ Commissions Task Forces/ Committees City Manager Department Directors Division Managers First Line Supervisors GOVERNANCE WHAT MANAGEMENT HOW Dreams for Future Direction Needs Information / Education Wants / Desires Mobilizes Support FEEDBACK SERVICE DELIVERY ACTIONS Results Impact Lyle Sumek Associates, Inc. Each process plays a key role in defining and achieving key outcomes for the community, shaping the organization, and providing services and opportunities for citizens and other customers. The City Model sets the framework for our planning. Council and citizens establish the direction. Leadership determines how to address it and sets in motion actions to achieve Council s Vision. The members of the organization implement the plans to improve and continue to provide quality services. 6 The Vision - What We Want to Achieve Virginia Beach is a strong, healthy and vibrant City with a clear vision for its future. City Council and a Mayor appointed citizen group have provided direction by defining the desired future for the City, a vision of A Community for a Lifetime a great place to live, learn, work and play. Creating the Vision In the Governance process, City Council determines WHAT we want to become as a Community and establishes priorities that need to be addressed. They create the Vision for the future and set the direction for Leadership to develop strategies and plans to achieve it. In 1992, City Council began to shape a Vision through their annual planning sessions and described a desired future for the City in their Destination Points: Economic Vitality Expanding job opportunities, business tax base Safe Community Feeling of safety at any time, any place Stable City Finances Defined services determining revenue Quality Education for Life Long Learning Destination Point for Tourists Service Quality to Support Urban Living Protection and Use of Our Natural Resources and Environment Active Citizens/Business Involvement as Partners with City Government Regional Cooperation, Marketing and Leadership Mobility for Citizens, Businesses, Tourists Coordination of Alternative Modes The phrase Community for a Lifetime was first used in 1998 to further describe their dreams for the City. As they continued to plan they provided further clarification through the creation of a fifteen year Vision Statement which they reassess each year. In August 2015, they reaffirmed their commitment to the Vision 2030 statement. Citizens also play a role in establishing the direction of the City. In January 2011, the Mayor appointed a thirteen-member citizen group to study and analyze current trends to establish a vision for Virginia Beach in Their goal was to create a compelling vision for the Community. After sixteen months of interviews and looking at major trends and issues that could impact the City over the next thirty years, the Co-chairs presented to City Council a Vision describing the desired future. The Community 7 Vision is captured in the Envision Virginia Beach 2040 Committee Document. Council endorsed the 2040 Vision in June The image of A Community for a Lifetime is brought into focus through the long term outcomes described in the Community s 2040 Vision and Council s Vision 2030 Statement. The 2040 Vision describes the 30,000-foot view and the Vision 2030 Statement sharpens the focus on key areas. They provide the organization with a context for the future and guidance for strategic planning, policy development, resource allocation, decisionmaking and marketing. 8 2040 Vision A Community Vision Virginia Beach is the most livable coastal community in the world located within the southern Chesapeake Bay region; it is defined by its rich natural resources and exciting, diverse, interconnected neighborhoods. We are united by our broad social, cultural and recreational offerings, a thriving regional economy and life-long learning opportunities that create a synergy where all citizens can live healthy lives, grow daily, and continuously reinvent and prosper. The 2040 Vision further describes the Quality of Life in the City and explains more of the Community s desired future through six Elements. The Elements are of equal importance and critical to achieving the Vision. Connected Community Learning Community Diverse Community Unique Lifestyle Active Lifestyle Thriving Economy Vision 2030 City Council s Vision Statement Virginia Beach is the leading City in Virginia. Virginia Beach is a community with Diverse, Distinctive Neighborhoods, a Diverse Local Economy, with Diverse Living Choices and an Effective Transportation System. Virginia Beach has a Beautiful Natural Setting and Resources, a First Class Resort, and Vibrant Town Center. Our People Enjoy Great Schools and Places to Have Fun. 9 Further direction is given through City Council s Goals and the Bold Steps contained in the 2040 Vision. The Goals establish priorities for the organization. The Bold Steps are high level strategies that stimulate progress in many areas and provide greater focus, moving the community, government, business, and education toward Community for a Lifetime. Council Goals 2020 Grow the Local Economy Create a Financially Sustainable City Providing Excellent Services Improve the Transportation System Revitalize Neighborhoods and Plan for the Future Be a Competitive, First Class Resort for Residents, Businesses and Tourists Bold Steps Regionalism City Council leads the effort to build a strong, effective regional coalition to leverage the region s assets and creates a culture of collaboration for the success of the Southern Chesapeake Bay Region. Invest in Early Childhood Education Increase the level of commitment and investment in early childhood education in order to ensure children are successful in K-12 and in life. Transportation City Council makes transportation a key priority, focusing on multi-modal means of connecting within our neighborhoods, across the City, region and beyond. Vision to Action Establish an ongoing Vision to Action Coalition to monitor and measure alignment of Council s planning and implementation of the Community Vision. 10 How We AccomplisO POe Vision As an organization we are committed to realizing City Council s and the Community s Vision. Our response to their direction is addressed by City leadership who translate the direction into strategic and operational plans, visible systems and processes to achieve the best possible results. All of the City s Plans should focus on achieving the outcomes described in the 2040 Vision. Using the Governance Model as a framework, the following illustration describes the relationship of Council s direction, organizational plans and key measures in achieving outcomes and providing services to the community. *Functional Plans, i.e., Transportation Plan, Open Space, etc. 11 To address Council s original destination points, Vision and the continuing refinement of their direction, Strategic Issue Teams were created to frame the context of the business area, study the issues and define desired outcomes and strategies to meet the future needs of the Community. Cultural and Recreational Opportunities Economic Vitality Family and Youth Opportunities Quality Education and Lifelong Learning Quality Organization Quality Physical Environment Safe Community The role of the Strategic Issue Teams is to create the future by developing long term strategies and initiatives to achieve the Vision. Within the City Model, they are working as part of the Management function. They are guided by a planning process and supported by the Strategic Coordinating Group (SCG) that integrates and aligns the work of the seven teams into a Plan to achieve the 2040 Vision and create a sustainable Community for a Lifetime. The SCG serves the organization within the intersection of the Governance and Management functions within the City model. The Process The Strategic Issue Teams study Council s direction and understand the business area. They continually scan the external and internal environments to learn about what could impact the community and the organization as well as the Council and Community Visions. The Teams then develop desired outcomes, strategies and initiatives that drive the work of the organization. To ensure alignment, leaders revisit the original Council documents and engage in creating a shared understanding within the context of their own work. Current Reality Strategies Gap Desired Outcomes 12 Desired Outcomes describe the community we hope to create for our citizens within the next five to ten years. Current Reality highlights what opportunities, trends and conditions may need to be addressed in order to achieve the Desired Outcomes. Strategies describe How the Team is going to address the GAP between the Desired Outcome and Current Reality. They provide the organization with a long-term focus. For every Strategy there are Initiatives, specific, measurable actions that will help us achieve Outcomes for the Community. Initiatives describe, What we will do. In order to be successful, the work of the Strategic Issue Teams is inextricably connected and must be addressed simultaneously. As government leaders, we help facilitate this effort and work with the community to ensure all individuals, families, neighborhoods, community groups and commercial interests have an opportunity to prosper. As a maturing city, Virginia Beach must re-new, re-develop and reinvent itself in order to be a Community for a Lifetime Strategic Plan The Strategic Plan to Achieve City Council s Vision for the Future is the organization s response to City Council s and the Community s direction as expressed in the 2040 Vision and Vision Desired Outcomes: How Do We Define a Community for a Lifetime? We strive to become a community where individuals and families can realize their life s goals in an environment of the highest quality. We aspire to be a city where businesses can prosper and flourish, supported by a workforce of the highest caliber. We are culturally enriched, have fun and raise our children to be happy, responsible and productive adults. We are committed to learning for a lifetime and quality education. We treasure, preserve and enhance the beauty of the City, what is built and the natural environment. We value our heritage and seek to preserve it. We provide quality services to meet the needs of a diverse community. We recognize the importance of the region to our long-term prosperity. We seek the active engagement of citizens, non-profit organizations and businesses as partners with city government. We are stewards of the community s common wealth and are committed to service, productivity, and innovation. 13 Shared Current Reality: What is the shared current reality that could enhance or challenge our planning? For the Plan Years, the Strategic Coordinating Group created a 2015 Strategic Drivers Map that captures the opportunities, challenges, strengths and trends that may impact our planning efforts over the next ten years. All of the strategic drivers impact the organization and the work of the Teams. Four of the key areas identified are summarized below. Key Area I - Demographic & Social Changes The 1980 s were years of significant economic and demographic growth in Virginia Beach. The population increased 4.1% annually; four times the national average. Population growth slowed during the 1990 s, averaging 0.8% per year. From 2000 to 2010 the annual growth rate averaged 0.3%. Since the 2010 Census the City population is averaging in increase of 0.77% per year. The slowing of the City s population growth rate is due to a number of factors. One reason is the number of people moving out of Virginia Beach has exceeded the number of people moving into the City. The population is growing slightly because the number of births exceeds the number of deaths off-setting the loss from individuals leaving. It is difficult to forecast these trends. Migration out of the City could continue, the number of births may decline, the increase in the aging population, economic opportunities and less developable land are all factors in determining whether the population will continue to grow or slow further. Slower population growth has not lessened the demand for services by citizens. Households, the number of vehicles, prisoners, public safety calls, and human services caseloads has exceeded the growth in population. The demand for services is growing about 77% above population growth since There is a rise in median age, increase in the percentage of the population over 65 and decline in the number of children in households. Within the 25 to 35 year old age-cohort (the Creative Class ), the Hampton Roads region experienced one of the highest rates of out-migration rates of youth in the country. Individuals in this age group are generally well educated, highly mobile, hardworking, adaptable, and represent inexpensive labor. There are new indicators that suggest younger and more affluent young adults are returning to the City. A positive impact from the maturation of our population is that more people belong in the age cohort of 45 to 54, which represents the highest-earning years. A similar age cohort also typically occupies the highest valued homes. Incomes impact the demand for government services. The demand for most government services generally increases 14 as income rises; the exception is the demand for social services, which increases as income falls. We continue to see a shift in the ethnic diversity of the community. The white population represented 80% of the population in the 1990 Census. By 2014, the nonwhite population represents 32.3% of the community. African Americans are the largest minority group followed by the Asian Island Pacific population. The African American population is younger while the Asian Island Pacific population is more mature in terms of average age. The Census Bureau estimates by 2042 the sum of all minority groups nationwide will exceed the Caucasian race. More and more individuals are selecting origins as more than one race during census counts. Household-living relationships are also changing as evidenced by the decline in the percentage of family households (individuals living together who are related to the homeowner). Family household represents about 70% of households in 2014 compared to nearly 80% in 1980 Data on marital status support this trend. The percentage of the population that is married has declined from 61% in 1980 to just above 50% in 2014 and correspondingly, the percentage divorced has increased (5.5% to 10.4%) over the same time. School enrollment has declined for fifteen consecutive years. The decline in the number of households with children (35.1% in 2014 down from 44.8% in 1990), the continued overall maturation of our population, and lower fertility rates all could erode community support to fund certain educational expenditures and government services in general. Over one third of our population over the age of 25 holds a college degree and 94% have obtained a high school diploma (or its equivalency). Household Income and family incomes have increased in real terms across all Census time-periods. The number of people in poverty has risen modestly over time, but Virginia Beach still experiences much lower levels of poverty compared to the majority of our neighboring cities and the nation. The City s total labor-force participation rate has risen over time, perhaps driven by the increase in females entering the labor force. This could reflect the rising educational level of females, the economic need for married-couple families to have dual income earners and growing employment opportunities. Our residents remain dependent upon their cars for commuting to work. The percentage of workers who drive alone continues to rise while the citizen who car-pools and/or uses public transportation continues to decline. The percent who work at home has remained steady over decades. Other Census data as well as data from the Bureau of Economic Analysis indicate more residents are living and working in Virginia Beach 15 compared to earlier times when many chose to live in Virginia Beach but worked elsewhere. Key Area II - Economy Like the national economy economic conditions in Virginia Beach are improving even though it has not reached the level of growth seen in other post-recession eras. It has taken longer for several key economic indicators to achieve their pre-recession levels. After several years of moderate growth, employment has returned to its pre-recession level in Virginia Beach in The City s unemployment rate is at its lowest rate since 2008 and continues to trend downward when comparing month to month from the previous year. Consistent with growth in employment, the number of initial claims for unemployment continues to decline as fewer people are laid off or unable to locate alternative employment options. The government sector continues to be the largest employer even though the percentage of our labor force employed by the armed forces has declined. Many of the ex-military have chosen to remain i
Recommended
View more...
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks