03 2011-03-08 Well Managed Govt

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COUNCIL INFORMAL SESSIONMARCH 8, 2011

Well-Managed Government:

Council Meeting Process

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Purpose

The purpose of todays presentation is to provide Council

with an overview of the Administrations Well-ManagedGovernment Initiative.

The Administration will apply principles of the Well-

Managed Government Initiative to the Council MeetingProcess and Committee Structure.

This presentation is in response to Councils desire to

receive a recommendation on improving the Council

meeting structure.

No Council action is necessary at this time.

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Overview

City Vision

Council Priorities

Administrations Objective: Well-Managed Government

Application to the Council Meeting and Committee

Structure

Points to Consider


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Current City Vision

Norfolk is a national leader in the quality of life offered to all

its residents. This is achieved through effective partnershipsbetween City government and its constituents. As a result,

Norfolk is a physically attractive, socially supportive, and

financially sound City. Here, the sense of community is

strong. Neighborhoods are designed so that people of all ages

can know their neighbors and travel the streets and sidewalks

in safety. The sense of community exists city-wide. Norfolk is

known nationally as a strategically located place where thereare abundant and fulfilling employment, recreational, and

educational opportunities.


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Current City Council Priorities

Community BuildingEducation

Public Accountability

Economic Development

Public Safety

Regional Partnership


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Focus on CoreFunctions

Customer

Service

Resident andEmployee

Input

Best Practices

Focus on CoreFunctions

Customer

Service

Resident andEmployee

Input

Best PracticesRESIDENTSRESIDENTS

RESPONSIVERESPONSIVE

COLLABORATIVECOLLABORATIVE

CUSTOMERFOCUSED

CUSTOMER

FOCUSED ACCOUNTABLEACCOUNTABLE

INCLUSIVEINCLUSIVE

A data-driven organization which provides effective and efficient City programs and services.

Administrations Objective: Well Managed Government


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Effective & Efficient Delivery of Programs and Services

Identifying reforms to current delivery process, resource utilization, andorganizational structure that achieve:

Reduced level of resources, while maintaining the same level of service

Additional services, such as enhanced quality or quantity of service, for the

same level of resources

Improved ratios of services per unit cost of resources

Same for LessSame for Less

More for SameMore for Same

Much More for a Little MoreMuch More for a Little More

Administrations Objective:

Well-Managed Government (contd)


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Effective & Efficient Delivery of Programs and

Services (contd)

Identifying reforms to current delivery process, resource

utilization, and organizational structure that achieve:

Changing the balance between different services aimed at

delivering a similar overall objective, but with less resources

City Managers Objective: Well Managed

Government (contd)

More for LessMore for Less


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Efficiency Review, Consultation, & Analysis

Analysis

Efficiency

ReviewConsultation

Performance Measures

Evaluations Develop Interim Proposals & Enterprise Targets

Community Outreach Forums (In-process) Employee Outreach Forums (In-process) City Council (In-process) Departmental Submissions (In-process) Other Outside Organizations/Stakeholders

(In-process)

2012 Budget Development (In-process) City-wide and Departmental Policies &

Procedures Internal Audit Reports

Data Driven Organization: Evidence Gathering, & Consultation


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Building a Foundation

Vision

Priorities

Goals

Objectives

Performance Measures

Evaluation

City Council Priorities

1. Community Building

2. Education

3. Public Accountability

4. Economic Development

5. Public Safety6. Regional Partnership

Strategic PolicyStrategic Policy

Well -Managed GovernmentWell -Managed Government


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Council Meeting Process

Define the Problem:

The current Council meeting process and schedule is prohibitive in

elevating the conversation with Council to a strategic policy level.

The frequency of meetings requires a great deal of staff resources;which at times, results in limited time for proper analysis and

feedback.

Recommendation:Revamp the Council schedule and meeting process in order to

incorporate the characteristics of a well-managed government.


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Council Meeting Requirements City Charter Sec. 12(excerpt)

It shall hold at least one regular meeting each week, provided that it may,

by the affirmative vote of a majority of its members, dispense with anysixteen such regular meetings in any calendar year.

Norfolk City Councils current meeting schedule is as follows

Both Formal & Informal sessions every Tuesday

Four Standing Committee Meetings per Month

This schedule represent the most formal meetings of any of ourneighboring localities

(Acts 1952, Ch. 239; Acts 1964, Ch. 24; Acts 1966, Ch. 188; Acts 1988, Ch. 519, 1; Acts 1995, Ch. 164, 1;

Acts 1997, Ch. 535, 1; Acts 2004, Ch. 52; Acts 2005, Ch. 893, 1; Acts 2006, Ch. 152)


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Formal Meeting Comparison by Locality

Locality Formal Sessions

Norfolk Every Tuesday

Chesapeake 2nd, 3rd, & 4th Tuesday

Virginia Beach 2nd & 4th Tuesday

Portsmouth 2nd & 4th Tuesday

Newport News 2nd & 4th Tuesday

Hampton 2nd & 4th Wednesday

Richmond 2nd

& 4th

Monday


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Current Committee Structure

Committee Composition Meeting Schedule

Strategic Planning & Finance (SPF)

Paul Riddick, Co Chair

Andrew Protogyrou, Co Chair

Mayor Fraim, Member

4th Tuesday

3:30 p.m.

Economic & Community Business

Development (ECBD)

Vice-Mayor Burfoot, Co Chair

Barclay Winn, Co ChairMayor Fraim, Member

2nd Tuesday

4:00 p.m.

Transportation

Vice-Mayor Burfoot, Co Chair

Barclay Winn, Co ChairMayor Fraim, Member

2nd Tuesday

3:30 p.m.

Health & Human Development (HHD)

Dr. Theresa Whibley, Co Chair

Tommy Smigiel, Co ChairAngelia Williams, Member

3rd Tuesday

3:00 pm.


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Recommended Meeting Schedule

To enhance the efficiency of the process, we propose

Both Formal & Informal sessions (2nd & 4th Tuesday)

One Council Work Session (1st Tuesday)

Four Standing Committee Meetings (2nd & 4th Tuesday)

In addition to the monthly work sessions, theAdministration recommends utilizing additional worksessions to ensure the required 36 sessions are met.

Fall vision/priority session

Mid-year/Five-year forecast session

Budget Work Sessions


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Recommended Committee Structure

Committee Composition Meeting Schedule

Finance, Administration, & Economic

Development

TBD 4th Tuesday

3:00 p.m.

Transportation & Infrastructure

TBD 4th Tuesday

4:00 p.m.

Communities & Public Safety

TBD 2nd Tuesday

3:00 p.m.Health , Education & Families

TBD 2nd Tuesday

4:00 pm.


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Recommendation: Televise and Live Streaming Work

Sessions as well as Informal and Formal Meetings

BenefitsInformed Residents

Responsive and

Inclusive GovernmentWeb based on

demand/ archiving

Dual-purposeequipment for remotetaping

CostsNon-Recurring

($30,000-40,000)

Recurring ($11,000)

City management will work

to refine the cost


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Reduce number of formal Council meetings asfollows:

Two Evening Meetings per Month (2nd & 4th Tuesday; InformalSession at 5pm and Formal Session at 7pm)

Twelve Work Sessions per Year (1st Tuesday at 2pm)

Four Standing Committee Meetings per Month (2nd & 4thTuesday at 3 & 4pm)

Televise Informal/Formal Meetings and WorkSessions

Utilize Work Sessions to examine key Council

priorities, areas of interests and policy concerns

Points to Consider


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Use Committee structure to examine key programs,

initiatives, and ordinances prior to Administrationpresentations for informal sessions or work sessions

Provide staff with additional time between formalsessions to analyze programs and services

Points to Consider (contd)


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Points to Consider (Contd)

Current Internal Administration Processes:

Create six month calendar of key items to present toCouncil

Strengthen Committee conversations by focusing on key

programs and initiatives

Utilize resident and employee input to discuss importantprograms and services

Craft initial steps for a long-range vision, priorities,goals, objectives, and performance measures initiative

Tie employee evaluations to organizational performancemeasures, objectives, goals, priorities, and vision

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03 2011-03-08 Well Managed Govt

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