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Workshop keeps 'fiscal responsibility' initiatives, endorses process-mapping training
Summary
Participants kept the broad 'fiscal responsibility' initiatives with tweaks and backed staff-led process-mapping training to find efficiency gains. Moderator said initiatives must be actionable and measurable; tables favored placing process improvements under 'improved efficiencies.'
Moderator opened the session by framing the next level of the city plan as "initiatives" and set the standards for them: "An initiative should be well defined, actionable. Start with a verb because we're gonna go do something," the Moderator said, urging initiatives that are measurable and time-bound.
The breakout exercise asked each table to produce two or three initiatives to keep or revise. Several table reports recommended retaining the current fiscal items with wording changes: many favored changing an item to "improve efficiencies" and folding process improvements into that heading. One table suggested changing "explore new revenue sources" to "analyze revenue sources" to emphasize reviewing fees and existing income streams before seeking new ones.
The Moderator described process-mapping training taken at the Utah Local Governments Trust as an example of a concrete, staff-driven efficiency method. "We mapped a real live ... process ... and by the end, it was pretty impressive on just how much time and effort we saved," the Moderator said, urging the city to apply similar mapping exercises in finance and procurement.
Next steps: the group agreed to preserve the fiscal-responsibility header, make wording tweaks (for example to emphasize measurable improvement), and pursue targeted process-mapping training for departments; some training items will move into the employee-development section for follow-up in April.
