In 2002, the City Manager brought forth an ambitious initiative to institute an employee-driven strategic plan to improve overall performance. This plan has become a valuable tool for addressing needs throughout the City and has proven to be a sustainable model which can be applied to Cities nationwide.

The plan ensures that each employee maintains focused attention on achieving improvements in specific areas. It is a masterful collaboration between, the Steering Committee for Organizational Culture Change, the ten (10) focus area Networks, Network Advisors, Network Coordinator, external resource experts and various internal coordinators. The success of the plan relies on each of these groups performing specific duties which when combined, produce exceptional results.

On an annual basis, employees identify and confirm focus areas they feel are key to excellent service delivery, efficiency and overall effectiveness. Through the years, the plan has evolved and focus areas have expanded to include the following: Communication, Cost Containment, Customer Service, Diversity, Economic Development, Employee Development, Employee Recognition, Global Hollywood, Revenue Enhancement, and Healthy Hollywood. In October 2009 common goals and objectives were established for each focus area of the Plan to ensure all City Departments and Offices were working in unison to achieve quantitative and measureable results for our City-wide Strategic Plan.

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Since the plan capitalizes on the varied expertise of its talented workforce and community partners, in most cases no additional funding is required. If a Network project requires funding and a business case is approved, funding is provided.

Measuring the success of the plan has evolved from simple quarterly memos to a comprehensive reporting database which enables tabulation and monitoring of outcomes. Since its inception in 2003, the plan has inspired enhancements in each focus area.

Strategic Planning Objective and Key Partners

In December 2002, City Manager, Cameron Benson shared his vision and goals for the City of Hollywood with the newly formed Steering Committee for Organizational Culture Change. This Steering Committee, representing a cross section of committed individuals, was given the responsibility to oversee a process fostering and enhancing open communication and involvement in the planning process from all employees throughout our organization. It is from this beginning the strategic planning process began.

The Strategic Planning process engages a variety of dedicated and talented groups of individuals:

• The Steering Committee for Organizational Culture Change

• The ten (10) Strategic Pan Networks representing each of the focus areas of the Citywide Strategic Plan

• The Network Advisors

• The Network Excellence Coordinator

• Department/Office personnel involved in the planning, implementation and/or reporting processes of the Plan

• External Resource Experts

• Citizen/Community Groups

The success of the plan relies on each of these groups performing specific duties which when combined, allows for the actualization of the plan.

The City Manager

The City’s Strategic Planning process was spearheaded by Cameron Benson, the newly appointed City Manager. It was his vision for the future of Hollywood that inspired and encouraged employees to take a more active role in enhancing the provision of City services. Upon arrival, he quickly recognized the expansive wealth of talent within the organization and community and promoted a culture of continuous improvement.

The Steering Committee for Organizational Culture Change

Since its formation, the Steering Committee has been instrumental in the continued development of the plan and continues to be a catalyst for organizational culture change. This committee is a dedicated group of City employees representing all employee work groups including Executive, Management, Technical and Confidential classifications along with all bargaining unit classifications. This committee remains committed and focused on identifying and implementing a participatory planning process where all employees have a voice – a process which fosters and welcomes creativity and open, honest communications from an intra- and inter-departmental perspective.

Today, the Steering Committee continues to provide an oversight role, focusing its efforts on enhancing the process and ensuring that all employees fully understand and embrace the City’s vision, mission and plans for organizational efficiencies and quality service. They also continue to host an annual May Strategic Planning workshop and are involved in special projects.

Strategic Plan Networks

To provide an opportunity to work cross-functionally on critical issues important to the City, in 2006 Strategic Networks were created for each of the focus areas of the Citywide Strategic Plan.

What is a Strategic Network?

• Networks are groups of empowered individuals forming alliances toward a common goal.

• Network members have been invited by the City Manager to enhance and expand Strategic Plan initiatives.

• Members must be employed by the City a minimum of one year.

• Networks work within a leadership structure and have identified a mission or goal.

• Networks are solution driven, identifying challenges and providing reasonable and attainable actions for resolution.

What is the purpose of Strategic Networks?

• They provide a vehicle for creative problem-solving and feedback on valuable initiatives that are important to the City of Hollywood.

• They provide the structure to shift the focus of ownership to a wider and more broadly based organizational foundation.

• They promote individual development by recognizing and building personal skills of group members.

• They help individuals develop team-building and group networking competencies.

• They open the lines of communication among all levels of employees; strengthening inter-departmental communication and cooperation.

• They create a collaborative environment that promotes creativity and innovation.

• They create group synergy rather than leadership directives.

What is the structure of the Networks?

• Networks consist of a minimum of ten members with a maximum of fifteen.

• A Chairperson, Vice-Chairperson, and Recorder serve two year terms. Officers can be re-elected by their members to serve additional consecutive terms.

• The Networks may also obtain involvement from external resources that have a particular applicable expertise.

How are Network goals set?

• Each Network considers the current situation and need for improvement. Three proposed measurable goals are presented to the Steering Committee in June. Upon approval, the Networks prepare action plans and begin meeting to ensure success.

• Goals must be measurable, stretch yet realistic, and support the City’s strategic plan.

• Networks conduct a self-assessment on a regular basis to ensure they are on track in meeting their goals and to demonstrate a commitment through active involvement.

Today, Networks are comprised of approximately 150 employees representing a cross section of levels and classifications from throughout the City and led by Advisors, members of the City Manager’s Steering Committee. Currently, there are ten focus area networks including:

1) Communication
2) Cost Containment
3) Customer Service
4) Diversity
5) Economic Development
6) Employee Development
7) Employee Recognition
8) Global Hollywood
9) Healthy Hollywood
10) Revenue Enhancement

All Networks have measurable goals and documented achievements.

Strategic Plan Network Advisors

Each Strategic Plan Network has an Advisor who is a member of the City Manager’s Steering Committee. Their main responsibility is to provide overall guidance to the Network. Network Advisors serve as an “intermediary” providing assistance during network meetings and in the establishment of goals. Upon request, Advisors provide troubleshooting to their Network. Additionally, they continue to serve as a key source of information relaying activities of the Steering Committee to the Networks and vice versa. The success of the Networks is in the engagement of its members and documented results.

Network Excellence Coordinator

The “Network Excellence Coordinator” maintains city-wide focus on excellence and stays up-to-date on overall City priorities. The Network Excellence Coordinator is also a member of the Steering Committee for Organizational Culture Change and assists Network Advisors in communicating to Networks, identifying opportunities for cross-Network partnerships and the identification of Strategic Network annual stretch goals. An important role of the Network Excellence Coordinator is to provide support and encouragement to the Strategic Networks and ensure Networks are maximizing their performance. In addition, this individual assists in the design and delivery of an annual Network assessment survey, new member orientation booklet and facilitation and provides input into the design and delivery of annual Network event, and works to ensure the City Manager is kept informed of progress.

The Employees

Every employee in every Department and Office is empowered to not only develop goals and strategies to enhance the focus areas of the City’s Strategic Plan, but to carry out the actions needed for success.

In the very beginning of the planning process, employees were asked to ensure they held true to five basic principles intrinsic to public service: authority, given to us by the organization and the public to do our jobs; accountability, to our organization and the public for our actions and job completion; responsibility, for our actions and completion of assignments; empowerment to do our jobs with confidence and to contribute to the decision-making process; and focus on the tasks at hand, results, program improvements, and our responsibility to the public. Each and every employee has a stake in and shares ownership of the City’s Strategic Plan, and is able to use it as a compass to serve the public.

External Resources

External Resource Experts are recognized members of the business community who have volunteered their time and expertise to Strategic Networks offering recommendations suggestions for improvements.

Community Groups

Community Groups assist each of our Strategic Networks to frame their challenge and come up with innovative solutions.

Funding

There is no budget for network activities. Since the plan capitalizes on the expertise of existing personnel and community partners, in most cases, no additional funding is required. If proposed Network projects requiring resources are approved following the assessment of cost/benefit information, funding is identified.

Meeting Objectives

There are three types of objectives included in the City’s Strategic Planning process - City-wide implementation, Department specific and/or Network specific. Each type of objective is monitored through a specific monitoring process. Departments and Networks provide a list of projects to be completed over the next year and work throughout the year to completion.

On an annual basis, a Strategic Planning Workshop is held to provide a platform to share and develop the creative ideas set forth by employees in a thought-provoking and stimulating forum. While it is an intensive event dedicated to practical, long-range planning and skill building, it is also a day to become reacquainted with fellow employees, explore new concepts and to take pride in the accomplishments of the City. Each year, the format is changed slightly to continue to keep the event fresh and invigorating.

Measuring Results

The success of specific focus areas are measured by a comprehensive reporting database which enables tabulation and monitoring of outcomes. This system has evolved from simple quarterly reports submitted in 2003 to a valuable data management and reporting system which automates much of the reporting processes.

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The Strategic Planning Reporting Database is utilized by each Department to enter their objectives for the next fiscal year. Results are measured and reported on a quarterly and annual basis. Each quarter, the Department provides status updates on each objective which includes who, what, where, when, how, and how many objectives were accomplished. Quarterly report status entries enable monitoring of activities related to each objective and automatically provide the data for the annual report.

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Each year, all Departments submit their quantifiable results for each focus area. The Steering Committee votes on the top achievements for each focus. Winning a top achievement is considered an honor and provides an additional impetus to reaching goals and exceptional performance.

Public-private partnerships and community collaborations

Many of the objectives met in the various focus areas exemplify public-private partnership ventures or productive citizen and community collaborations. For instance, the Department of Housing and Community Development created a Lease/Purchase program to help provide financing for individuals or families who were within one to three years of readiness to purchase a home, but faced obstacles such as no credit, credit repair or lack of a down payment and savings. When this program was designed, the objective was to enhance resident knowledge of the various housing assistance opportunities available through the City. It was mandatory for participants to attend a number of workshops, neighborhood association meetings, training and City sponsored events. The City of Hollywood now has four (4) Lease/Purchase clients. The first client has completed 30 of the 36 months and is now working on the assumption package to the lender and will become a home owner and a permanent resident within 6 months. All of the clients have become knowledgeable about the city’s activities, are involved in their community through their civic associations, and have connected with their neighbors to provide information about the various endeavors and programs offered by the City of Hollywood. The first two clients have been active in the Hollywood Neighborhood Games and neighborhood association. The Lease/Purchase Program ultimately provides a sense of stability, achievement and pride to home owners.

Long term sustainability

The Strategic Plan has become a valuable tool for all Departments to monitor success in achieving their objectives. It also provides an automated system which enables detailed accounting of the achievements made by the City each year. Departments count on its tracking and reporting capabilities to track their accomplishments in an efficient manner. The program eliminates duplication of reporting effort by warehousing achievements for years to come so they may be reflected upon at any point in time.

Measurable benefits to the general community and local government

With a depressed economy, budget cuts and unforeseen challenges, the planning process has proven to be an exceptional tool in getting all employees to have a business mindset, maximize resources and to continuously look for ways to better serve all those who live, work and play in the City of Hollywood.