HomeMy WebLinkAbout15- Moss Adams City of Bozeman Strategic Planning Proposal 12-01-15
December 1, 2015
Prepared by:
Moss Adams LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
PROPOSAL FOR
City of Bozeman
Strategic Planning Services
December 1, 2015 Mr. Chris Kukulski City Manager City of Bozeman 121 North Rouse Bozeman, MT 59715 RE: Strategic Planning Services Dear Mr. Kukulski: I am extremely pleased to submit Moss Adams’ proposal to provide strategic planning services to the City of Bozeman (“the City”). We understand that the objective of this engagement is to establish a clear vision and strategic plan that can be used to guide the City of Bozeman through successful growth, decision-making, budgeting, and resource allocation over the next 25 years. Since we specialize in strategic planning and working with local governments, we are confident we offer the team, capabilities, approach, and level of dedicated service that will meet or exceed your expectations for the following reasons:
• We offer extensive strategic planning expertise. For over 30 years, Moss Adams has been providing strategic planning services to governments, not-for-profit organizations, and businesses. The breadth and depth of our experience will enable us to help the City of Bozeman develop a comprehensive, practical, and achievable strategic plan. We excel at developing plans that are used as management tools to guide implementation on an ongoing basis and foster high employee engagement.
• Moss Adams has a long history of working with city governments. Our experience with governments throughout the western United States is vast, including, but not limited to, work for cities, counties, and special purpose districts. Recent relevant work has been performed for Carson City, City of Bend, City of Creswell, City of Issaquah, City of Modesto, City of Portland, City of Roseville, City of San Jose, City of Santa Monica, City of Santa Rosa, City of Stockton, and City of Vancouver.
• We regularly work with city councils, city managers, and senior management. We are regularly hired by elected officials, legislative bodies, and appointed leaders to facilitate planning activities, strengthen policies and procedures, and streamline processes. We are well-versed at dealing with every facet of local government.
Mr. Chris Kukulski, City Manager Mr. Chris Kukulski City Manager City of Bozeman City of Bozeman December 1, 2015 Page 2 of 2
• Moss Adams is an established, reputable firm with extensive resources and expertise. Moss Adams is the largest regional accounting and management consulting firm on the West Coast. We are organized as a limited liability partnership and have been providing high-quality services to our clients for over 100 years. The firm employs over 2,200 staff, including 267 partners located in 27 offices across the Western United States. More information about our firm can be found at www.mossadams.com. Moss Adams is highly qualified to provide these services, and we firmly believe we offer the kind of special dedication, continuity, and commitment that inspires mutual trust and confidence in projects of this type. This proposal is contingent upon completion of the Moss Adams new client acceptance process and negotiation of a mutually acceptable services contract. We have successfully signed professional services agreements with thousands of clients, including many cities and other public entities, and we commit to working in good faith to successfully negotiate a mutually agreeable contract on a timely basis should we be awarded this contract. Please contact me with any questions. I can be reached at 206.302.6409 (office), 206.890.3627 (mobile), 206.622.9975 (fax), and mark.steranka@mossadams.com. We look forward to the possibility of working with you on this important undertaking. Thanks very much for your consideration. Sincerely, Mark Steranka Partner For Moss Adams LLP 999 Third Avenue, Suite 2800 Seattle, WA 98104
City of Bozeman Strategic Planning Services – Moss Adams Proposal 12-01-15
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY 1
2. APPROACH AND WORK PLAN 2
A. WORK PLAN 2
B. SCHEDULE 6
3. PUBLIC ENGAGEMENT PLAN 8
4. QUALIFICATIONS 9
A. FIRM QUALIFICATIONS 9
B. STRATEGIC PLANNING EXPERIENCE 9
C. LOCAL GOVERNMENT EXPERIENCE 10
D. TEAM MEMBER QUALIFICATIONS 12
5. REFERENCES 14
6. NON-DISCRIMINATION AFFIRMATION FORM 15
APPENDIX A – RESUMES 16
APPENDIX B – EXCEPTIONS 20
APPENDIX C – WORK SAMPLES 21
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1. EXECUTIVE SUMMARY We believe the strategic planning process is just as important as the resulting plan. By placing the same level of attention on the process as on the product, the City of Bozeman will have greater commitment to the plan and, therefore, higher likelihood of plan success. Our proposed approach reflects three keys to success as described below:
• Robust Planning Process – One key to success is facilitating holistic planning sessions that address the many elements that comprise a comprehensive strategic plan. A comprehensive strategic plan should include a long-range vision, historical performance, community input and needs, an environmental scan, strengths, weaknesses, opportunities, and threats (SWOT) analysis, long-range goals, annual objectives, and key performance metrics.
• Effective Stakeholder Engagement – Our approach will address another key to success, which is enabling all members of the City’s team, key stakeholders, and the general public to participate in the planning process. Broad participation will enhance insights and perspectives represented by the plan and buy-in to the plan, which are both critical to implementation success.
• Implementation Management – A strategic plan provides a roadmap for achieving a defined vision, but it is not always used as an effective management tool. We will work with the City to define a process and schedule for monitoring, evaluating, and updating the plan. We will also create a strategic plan summary, which will facilitate effective communication of the plan, ongoing management of the plan, and progress reporting against the plan. Key inputs to the strategic plan will include the City’s:
• Vision of the "Most Livable Place"
• Mission "To enhance the quality of life through excellence in public service"
• Core Values of “integrity, leadership, service, and teamwork.” Bozeman boasts many benefits, including quality of life, accessibility to outdoor activities, a diverse economy, and a sizeable university. The City’s strategic plan will need to address how to preserve these attributes and continue to support sustainable growth.
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2. APPROACH AND WORK PLAN
A. WORK PLAN Moss Adams will work collaboratively with the City of Bozeman throughout the strategic planning process to deliver high-quality, insightful work products that facilitate a productive and rewarding planning process. Our proposed process reflects an approach that will produce a comprehensive roadmap for City actions over the next five years. The components of our proposed strategic planning process and the relationship between those components are depicted below.
Strategic Plan Components
A successful strategic planning process will be accomplished by properly initiating and defining the project, efficiently performing the work, and preparing insightful deliverables. Moss Adams offers an integrated approach to strategic planning. Our proposed approach consists of six primary steps, which include: 1) project coordination, 2) orientation and training of City participants, 3) stakeholder engagement, 4) needs assessment/environmental scan, 5) deliverables, and 6) ongoing evaluation. Each of these phases and associated tasks is described below.
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Project Coordination Project coordination will encompass finalizing the work plan, establishing progress reporting requirements, confirming client and consultant responsibilities and timing, providing ongoing project management, and performing quality assurance.
Finalize Work Plan Upon contract award, we will conduct a kickoff meeting with the City Council, City Manager, and staff to finalize the work plan and establish clear expectations for the project. The work plan will define the scope, timing, resources, and level of effort required to complete each phase. One of the key components of strategic planning is assembling the information needed to support the planning sessions. We will work with you to establish City and Moss Adams roles and responsibilities for generating information, such as historical performance, environmental scan, and SWOT analysis. The work plan will also specify stakeholder engagement processes.
Provide Progress Reporting We will work with the City’s Project Manager to establish ground rules for managing the work and submitting progress reports to ensure the project is being performed on time, within budget, and at a level of quality that is satisfactory to the City. To keep you informed of project progress, we will provide regular reports that address schedule status, budget status, and any issues that may require attention.
Perform Quality Assurance A senior manager or partner will review all deliverables to ensure City and Moss Adams quality standards are met before submittal to the City.
Orientation and Training of City Participants As part of the kickoff meeting and throughout the course of the project, we will provide orientation and training to the City Council members, management, and staff regarding the strategic planning process. For instance, we will educate the City on best practices for plan structure and ongoing evaluation and reporting to achieve the best possible results for the community. The strategic plan framework provided below highlights two primary components. They include: 1) the strategic plan, and 2) departmental plans and metrics in support of the strategic plan. We will provide training on how these two components align, guide execution, and support a comprehensive strategic plan framework. Training will also address best practices for stakeholder and public engagement to ensure the plan reflects input from and garners the support of the community.
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Strategic Plan Framework
Stakeholder Engagement As indicated in our executive summary, we believe the strategic planning process is just as important as the resulting plan. We will engage meaningful input from key stakeholders and the general public in multiple ways. These methodologies will include one-on-one interviews, facilitated work sessions, focus groups, open houses, and an online survey. The techniques that will be utilized to engage each stakeholder group are described below.
• City Council – We will conduct one-on-one interviews with each Council member in order to gain input on goals, objectives, and strategies, as well the City’s strengths, weaknesses, opportunities, and threats (SWOT analysis). We will also work with the City Council through two facilitated workshops. The first workshop will be conducted before obtaining public input to develop a draft plan to share with the community, and the second workshop will be conducted after receiving public input in order to finalize the plan.
• City Management Team – We will conduct a work session with senior management to develop draft plan components to present to the City Council. The work session will focus on the development of mission, vision, values, standards for prioritization, goals, objectives, and priority services/strategies. This information will form draft plan components to share with the City Council during its first workshop, which will be conducted jointly with management.
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After the second Council workshop, we will work with senior management to develop performance measures for each set of goals and objectives.
• External Stakeholders – As part of the data gathering process, we will work with the City to identify and gain the input of key external stakeholders. Examples include the Chamber of Commerce, major employers, and not-for-profit organizations that play an integral role in meeting the needs of the community. This input will be gathered through one-on-one interviews and/or focus groups.
• General Public – We will engage the general public in two ways, including open houses and an online survey, which will also be made available in paper format at the open houses. Open houses will be utilized to gain public input on plan components and priorities. Public input will play an important part in prioritizing goals and objectives. The survey will be posted on the City’s website. Survey results will be tabulated, analyzed, and shared with the City Council during the second City Council workshop. Together, these techniques will support a robust stakeholder engagement process and provide valuable insights for the strategic plan.
Needs Assessment/Environmental Scan The needs assessment and environmental scan will provide essential inputs into the planning process through the identification of areas of focus to be addressed by goals and objectives. Key elements of the needs assessment and environmental scan will include understanding historical performance and future capital and operating needs.
Historical Performance We will review relevant documents to understand the historical performance of the City of Bozeman. These documents will include, but not be limited to, prior year budgets, audits, and service delivery plans. The purpose of reviewing these documents is to gain an understanding of what actions contributed to the City’s current state.
Future Needs We will review various documents and information sources to identify needs and assess the environment. Examples include capital plans, deferred maintenance lists, service delivery plans, service level agreements (SLAs), ordinances, and resolutions. Specific examples include the results of the Transportation Master Plan and Water Master Plan, which will be updated at the same time the strategic plan is being developed, as well as already adopted plans such as the Library Strategic Plan, Integrated Water Resources Plan, Transportation Plan, Community Plan, Economic Development Plan, Downtown Bozeman Improvement Plan, and the Parks, Recreation, Open Space and Trails Plan.
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Deliverables In addition to plan components that will be developed at each stage of the planning process to support work sessions, focus groups, and open houses, Moss Adams will submit two primary deliverables to the City to facilitate implementation and evaluate execution. The first deliverable will be a comprehensive strategic plan in a traditional format. The plan will document the planning process, participants, and results. Plan components will include:
• Mission, 25-year vision, and core values
• Strategic goals and objectives
• Standards for prioritization
• Strategies and tactics
• Action plans, including implementation and public communication responsibilities
• City-wide performance measures The second deliverable will be a consolidated, one-page strategic plan summary that captures all key strategic plan components. The purpose of the second deliverable is to facilitate dissemination of the plan to all employees and serve as a management tool to facilitate tracking and reporting on implementation progress. For both deliverables, we will submit drafts for review by the City. We will revise the draft documents based on comments provided by the City, and submit a final strategic plan and one-page summary.
Ongoing Evaluation A key to implementation success is ongoing tracking, reporting, and evaluation of plan execution. We will work with the City to establish a process for data collection required to support performance measures, performance reporting to support evaluation of plan implementation, and decision-making to make adjustments to the plan as necessary. The process will include a schedule for monitoring, evaluating, and updating the plan.
B. SCHEDULE Comprehensive strategic planning processes with robust public engagement typically take approximately six to eight months to complete, As such, we propose to begin the project in January 2016 and complete it by the end of July 2016. This schedule is contingent on the availability of City personnel at the requisite points in the planning process. Our proposed project schedule is depicted below by phase and task.
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Project Schedule
See Section 4, Qualifications, of this proposal for our proposed team composition, team member roles, team member prior work history, person-hours required to accomplish each phase by team member, and anticipated involvement of City staff.
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3. PUBLIC ENGAGEMENT PLAN We consider the participation of external stakeholders, the general public, and City employees as an essential part of the public engagement process. Our proposed public engagement activities are described in Section 2, Approach and Work Plan, of this proposal. Those activities are summarized below to formulate our overall public engagement plan:
• Interviews and Focus Groups – As part of the data gathering process, we will work with the City to identify and gain the input of key external stakeholders. Examples include the Chamber of Commerce, major employers (e.g., Gibson Guitars, Simms Fishing Equipment, Oracle, and Montana State University) and not-for-profit organizations that play an integral role in meeting the needs of the community. This input will be gathered through one-on-one interviews and/or focus groups defined collaboratively with the City.
• Open Houses – Open houses will be utilized to gain public input on plan components and priorities. Public input will play an important part in prioritizing goals and objectives. Open houses will be conducted on at least one date and in the morning and evening. We will work with the City to determine the optimal location(s), timing, and format for the open houses in order to tailor them to the needs of the community.
• Online Survey – We will utilize a confidential online survey as another conduit to engage the general public and provide all City employees and citizens the opportunity to participate in the planning process. The survey will be posted on the City’s website on the homepage as part of Latest News with a link to the Online City Hall page where an Open Topic on the strategic plan will be created. The ability for the public, including all City employees, to provide input will be important to successful plan implementation. Together, these public engagement activities will support a robust planning process, which will strengthen the plan through the insights gained and enhance plan implementation through the buy-in achieved.
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4. QUALIFICATIONS
A. FIRM QUALIFICATIONS Moss Adams LLP provides accounting, tax, and consulting services to public and private middle-market enterprises in many different industries. Founded in 1913 and headquartered in Seattle, Moss Adams has 27 locations in Washington, Oregon, California, Arizona, New Mexico, Kansas, and Texas. Our assurance services include audits, accounting, internal controls, business risk management, royalty compliance, and employee benefit plans. Our tax services include federal, state, and local tax planning and compliance; international tax planning and compliance; cost segregation; and research and development tax credits. Our consulting services focus on strategic planning, succession planning, management and organization reviews, enterprise risk assessments, lean operations, forensic accounting, information technology assessments, and compensation benchmarking and design. Moss Adams is a national organization, and is one of the 15 largest accounting and consulting firms in the United States. Our staff of more than 2,200 includes 267 partners. Moss Adams is also a founding member of Praxity, AISBL, a global alliance of independent accounting firms providing clients with local expertise in the major markets of North America, South America, Europe, and Asia.
B. STRATEGIC PLANNING EXPERIENCE Moss Adams offers experience developing strategic plans for governments, not-for-profit organizations, and businesses. The breadth and depth of our planning expertise will enable us to help the City of Bozeman develop a comprehensive, practical, and achievable strategic plan. We excel at developing plans that are supported by performance metrics to evaluate ongoing implementation progress.
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For example, the team that is proposed to develop the City of Bozeman’s strategic plan recently facilitated a comprehensive strategic planning process for Carson City, Nevada. Our services included full facilitation of the planning process, as well as preparation of the strategic plan. The planning process consisted of the following activities:
• Conducting initial work session with senior management to review and update existing mission, vision, and goals. Core values were added as a new component.
• Conducting a follow-up work session with senior management to develop objectives and strategies for each goal.
• Planning retreat with the Board of Supervisors and senior management to review and revise their mission, vision, goals, objectives, and strategies.
• Presenting the draft strategic plan to the Board of Supervisors to approve and to share with citizens and businesses.
• Conducting a series of public open houses to review these plan components and solicit input on any areas of focus that should be added. Two additional objectives and associated strategies were identified and incorporated into the plan as a result of this process.
• Conducting a confidential online survey to gain public input. We received over 200 responses that were considered as part of the strategic planning process.
• Direct outreach to community and business leaders.
• Developing performance measures for each goal.
• Presenting the final strategic plan to the Board of Supervisors for adoption. In addition to Carson City, we are currently supporting the strategic planning efforts of the City of Creswell, City of Modesto, Navajo Nation Gaming Enterprise, and Nisqually Red Wind Casino. Other strategic planning engagements include work for the AGC of Washington, Columbia River Mental Health Services, Goodwill Industries of Tacoma, Hayden Ross, Legacy Capital Group, Maguire Investments, Northwest Power & Conservation Council, Oregon Governor's Office, Southern California Grantmakers, Umpqua Community College, Washington Self-Insurers Association, and Wenatchee Valley Medical Center.
C. LOCAL GOVERNMENT EXPERIENCE One of our most successful areas of industry focus is our National Government, Not-For-Profit, and Regulated Entities (GNR) Practice, which consists of a firm-wide team of over 200 professionals, the vast majority of whom specialize primarily, if not exclusively, in serving government and tax exempt organizations.
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Our GNR team has served over 1,300 clients and provided over 2.5 million hours of service over the past 15 years. This team includes dedicated partners, directors, senior managers, and managers who are among the most experienced government service professionals in the Western United States. Our reputation for industry knowledge and quality service has been the primary reason for the success of this practice. A representative sample of local government clients for whom we have performed relevant services is provided below.
Representative Local Government Clients Carson City City of Albuquerque City of Bellevue City of Bellingham City of Bend City of Corvallis City of Creswell City of Edmonds City of Everett City of Hillsboro City of Issaquah City of Kent City of Las Cruces City of Los Angeles City of Lynnwood City of Modesto City of Mount Vernon City of Nogales
City of Normandy Park City of Phoenix City of Portland City of Redmond City of Riverside City of Roseville City of San Diego City of Santa Fe City of Santa Monica City of Santa Rosa City of San Jose City of Seattle City of Stockton City of Tacoma City of Tucson Clark County Community Transit Deschutes County
Island County King County Lake Stevens Sewer District Lane County Los Alamos County Lyon County Maricopa County Marion County Multnomah County Pierce County San Juan County Santa Clara Valley Water District Santa Fe County Snohomish County Sonoma County Sound Transit Tacoma Public Utilities Washington County
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D. TEAM MEMBER QUALIFICATIONS We take great pride in the experienced staff we assign to our engagements. New clients, as well as our long-time clients, regularly compliment our staff on their industry knowledge and practical approach. Your service team has extensive experience providing strategic planning services and working with local governments. Moss Adams has assembled an exceptional team of senior-level individuals for this important engagement. Your team is comprised of the following talented individuals:
• Mark Steranka, Partner
• Colleen Rozillis, Manager
• Emily Oxenford, Senior Research Analyst Mark Steranka will serve as the project manager. He will be responsible for ensuring the project is completed on time, within budget, and to the satisfaction of the City of Bozeman. Mark offers over 25 years of strategic planning experience. Colleen Rozillis will serve as the primary project staff and support project communication and coordination, meeting facilitation, stakeholder engagement, plan preparation, and implementation support. Colleen is an accomplished government strategic planner with experience with local and state government. Emily Oxenford will support the environmental scan and gathering information from sources external to the City. Emily supports a wide range of planning activities for local governments. Team member qualifications are summarized below and described in detail in Appendix A to this proposal.
Team Member Project Role Relevant Municipal Clients Mark Steranka, Partner Project Manager Carson City, Creswell, Modesto, Portland, San Jose, Santa Monica, Santa Rosa, Stockton Colleen Rozillis, Manager Lead Analyst Carson City, Creswell, Issaquah, Modesto, San Jose, Santa Monica, Stockton Emily Oxenford, Senior Research Analyst Data Gathering and Research Bend, Carson City, Creswell, Modesto, Santa Rosa, Stockton, Vancouver All members of our proposed team have ample availability to fully meet our commitments to the City of Bozeman as described in this proposal and as defined below in terms of person-hours per phase.
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Phases Mark Colleen Emily 1. Project Coordination 24 -- -- 2. Orientation and Training 8 8 -- 3. Stakeholder Engagement 24 32 -- 4. Environmental Scan 8 24 32 5. Deliverables 16 32 -- 6. Ongoing Evaluation 8 32 -- Total 88 128 32
Participation of City Staff The involvement of City of Bozeman personnel will encompass senior management participating in one-on-interviews with Moss Adams and work sessions with the City Council, providing relevant documents to Moss Adams, and reviewing materials to be shared with the Council and public, as well as employees completing an online survey.
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5. REFERENCES Moss Adams is pleased to provide references that reflect our relevant experience for this important project. Below please find references for three recent strategic planning engagements with clients similar to the City of Bozeman. We encourage you to contact these references for feedback about the quality of service and level of client satisfaction.
Reference #1 Client City of Creswell, Oregon Project Strategic Plan Contact Person Michelle Amberg, Business Development Manager Contact Information 541.895.2531, mdamberg@creswell-or.us
Reference #2 Client Carson City, Nevada Project Strategic Plan Contact Person Michael Salogga, Business Development Manager Contact Information 775.283.7122, MSalogga@carson.org
Reference #3 Client City of Modesto, California Project Strategic Performance Measures Contact Person Joe Lopez, Deputy City Manager Contact Information 209.577.5402, joelopez@modestogov.com Two work samples are provided in Appendix C of this proposal.
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6. NON-DISCRIMINATION AFFIRMATION
FORM
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APPENDIX A – RESUMES
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Mark Steranka
PARTNER
Professional Experience Mark is a Partner at Moss Adams and he leads the firm’s Government Consulting Practice. He offers over 25 years of strategic planning experience. He has worked extensively with local and state governments throughout the western United States to develop plans and policies and evaluate the economy, efficiency, and effectiveness of operations. Assignments he has managed have ranged in size from $25,000 to $1,000,000 and have addressed finance, governance, management, operations, organization, planning, policies, procedures, and processes. He leads ongoing engagements for Carson City, City of Modesto, City of San Jose, City of Santa Monica and City of Stockton. Mark has provided planning and policy services for clients such as:
• Cities: Anacortes, Burien, Carson City, Culver City, Edmonds, Lynnwood, Issaquah, Modesto, Mount Vernon, Normandy Park, Portland, San Jose, Santa Monica, Santa Rosa, Stockton, and West Richland
• Counties: Pierce County, Sonoma County, King County, and San Juan County
• Special Purpose Districts: Community Transit, Lake Stevens Sewer District, Santa Clara Valley Water District, Snohomish County PUD, and Tacoma Department of Public Utilities
• States: Alaska, California, Idaho, Oregon, and Washington Mark is experienced reporting to boards, committees, councils, commissions, audit committees, and executive management and working with citizen committees and stakeholder groups. He is also well-versed in designing and facilitating meetings, focus groups, and customer surveys.
Education
• Executive Management Program, University of Washington
• Bachelor of Science, Mechanical Engineering, University of Notre Dame
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Colleen Rozillis
MANAGER
Professional Experience Colleen is a Manager with Moss Adams, and she has over nine years of experience. Her areas of expertise include strategic planning, performance assessment and measurement, organizational assessment, policy development, performance metric development and reporting, business process reengineering, decision-maker strategic communications and reporting, best practices benchmarking, and competitive analysis. Colleen’s government experience includes planning, policy, and financial analysis in Alaska, Arizona, California, Colorado, Nevada, Oregon, Texas, and Washington. She managed the Performance Reporting Branch of the Washington State DOT, and authored the 2011-2015 Strategic Plan. Colleen advises state and local governments and not-for-profits on how to improve operations and efficiency by assessing organizational and program effectiveness, and developing and refining performance and level-of-service measures. She works collaboratively with clients to understand their goals and objectives; develop policies, processes, and tools; and define organizational and programmatic changes to better equip and position them to achieve their goals and objectives.
Professional Certifications and Affiliations
• Member, Association of Public Policy and Management (APPAM)
• Member, Project Management Institute (PMI)
• Board of Directors, ArtsEd Washington (Vice President, 2013-2014)
• Program Committee, Humanities Washington
Education
• Master of Science, Public Policy and Management, Carnegie Mellon University
• Bachelor of Arts, English and Political Science, University of Michigan
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Emily Oxenford
SENIOR RESEARCH ANALYST
Professional Experience Emily is a Senior Research Analyst with Moss Adams, and she works regularly with clients across a variety of industries to provide research and value-add analysis. Her research and consulting experience includes market analysis, benchmarking, process mapping, and needs assessment engagements. Emily also provides clients with a diverse set of research services including the development and administration of surveys, financial benchmarking, best-practice research, economic and industry market analysis, public record and legal document searches, and compensation benchmark research. With access to a full range of proprietary research sources and broad experience in obtaining hard-to-find information, Emily supports projects through the provision of focused research and analysis. Emily has served a variety of government clients including the City of Roseville, City of Modesto, Community Transit, Sound Transit, Sonoma County Agricultural Preservation and Open Space District, Washington State Department of Transportation, King County Housing Authority, Pierce County, and the Washington State Employment Security Department.
Professional Certifications and Affiliations
• Member, Association for Information and Image Management (AIIM)
• Member, Association for Information Science and Technology (ASIS&T)
Education
• Master of Science, Information Management, University of Washington
• Bachelor of Arts, International Studies, American University
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APPENDIX B – EXCEPTIONS This Proposal is contingent upon completion of the Moss Adams new client acceptance process, and negotiation of a mutually acceptable contract. With regard to the sample Professional Services
Agreement attached to the RFP, Moss Adams suggests: (i) addressing the Purpose and Scope of
Services; (ii) clarifying Contractor’s representations (§ 5); (iii) accepting a certificate of insurance as proof of required coverage, addressing employment preferences and labor disputes, focusing indemnification, addressing waivers of claims, permitting blanket endorsement, and using new language on notice (§§ 6, 7); (iv) addressing the parties’ liabilities, and permitting mutuality in termination rights (including recovery of damages by the parties) (§§ 8, 9, 10); (v) recognizing Contractor enforces its own drug and substance abuse policies (§ 15); (vi) providing for inspection of books and records for fees and expenses charged under the Agreement (§ 17), (vii) following the American Rule on attorneys’ fees; and (viii) excluding professional liability claims from the dispute resolution process. We have successfully signed professional services agreements with thousands of clients, and we commit to working in good faith to successfully negotiate a mutually agreeable agreement for this engagement on a timely basis should we be awarded this contract.
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APPENDIX C – WORK SAMPLES Moss Adams is pleased to provide two samples of strategic plans we recently developed for clients. Included are a municipal strategic plan and a private sector strategic plan. Both encompassed significant public engagement processes.
• Carson City, Nevada Strategic Plan
• XYZ Medical Group
Strategic Plan
2016–2020
CARSON CITY STRATEGIC PLAN | 2
CARSON CITY STRATEGIC PLAN | 3
May 4, 2015 Dear Citizens of Carson City: It was said many years ago by Benjamin Franklin that if you fail to plan, you plan to fail. In this context we are presenting to you the newest version of the Carson City Five-Year Strategic Plan. The purpose of our strategic plan is to help us set a course of action for the next five years by establishing goals for our community and government, determining how to effectively achieve those goals and assessing and reporting our progress. The strategic plan was developed over a six-month process, including work sessions on goals and objectives with City leadership, a staff survey, department strategy development and refinement, a board of supervisors retreat and public meetings. The foundation of our planning process was focused on key changes in our recent history. With the beginning of economic recovery, hiring a new city manager and the election of a new member of the board of supervisors, we felt that it was important to include these events when creating our long-term plans. The planning process was steered by the priorities from everyone including the Board of Supervisors, City management & staff and the public at-large. As we execute this plan, we will leverage and build upon these priorities during the annual budget process, directed at available human and capital resources. As you read through the plan, please note that the goals and objectives are in alphabetical order and not in any particular order or priority. There are also quotes from citizens who participated in our public process throughout the plan. Strategic planning is a continuous process. We see this plan as a living document and will be updated our community changes. This is your plan, your city, your community. Sincerely,
[signature] [signature]
Robert Crowell Nick Marano
Mayor City Manager
CARSON CITY STRATEGIC PLAN | 4
CARSON CITY STRATEGIC PLAN | 5
CARSON CITY STRATEGIC PLAN | 6
OUR STRATEGIC PLAN
Mission, Vision & Values
VISION A leader among cities as an inviting, prosperous community where people live, work, and play.
MISSION To preserve and enhance the quality of life and heritage of Carson City for present and future generations of residents, workers, and visitors.
VALUES
Customer Service We value our residents, businesses, and visitors by committing to provide efficient and effective customer service.
Organizational Culture We value an environment that fosters a proactive, team-oriented approach to delivering solutions.
Integrity We value an ethical and accountable government that is open, accessible, and a responsible steward of public funds.
Vision
Mission & Values
Strategic Goals
Strategic Objectives
Citywide Performance Measures
Departmental Strategic Implementation Plans
Departmental Performance Measures
CARSON CITY STRATEGIC PLAN | 7
OUR STRATEGIC PLAN
Strategic Goals
Economic Development
Cultivate a vibrant, diverse, and dynamic economy that attracts
and retains businesses and a skilled workforce.
Efficient Government
Provide our community with efficient services in a transparent
and financially responsible manner.
Organizational Culture
Foster innovation, productivity, and professional growth
through a cohesive, ethical, and positive work environment.
Quality of Life and Community
Promote educational, cultural, and recreational opportunities
that contribute to the health and well‐being of our community.
Safety
Ensure a safe community through proactive and responsive
protection of life and property.
Sustainable Infrastructure
Develop and maintain a sustainable public infrastructure to
meet the current and future needs of our community.
CARSON CITY STRATEGIC PLAN | 8
STRATEGIC DIRECTION
Economic Development
Cultivate a vibrant, diverse, and dynamic economy that attracts
and retains businesses and a skilled workforce.
OBJECTIVES & STRATEGIES
Cultivate Regional Partnerships
• Work closely and strengthen connections with partners at various organizations, such as NNDA, WNDD, GOED, Western Nevada College, neighboring counties, Carson City Chamber of Commerce, and Carson High School, to cultivate local and regional economic development projects.
Develop Downtown
• Create a readily identifiable downtown core, in part by completing the Downtown Carson Street and 3rd Street Plaza projects, which is unique and vibrant with a mixture of entertainment, housing, specialty retail, offices, and other commercial uses creating a model that can be extended to other business corridors.
• Plan and operate City utilities to meet the needs of future development.
• Develop and implement a Commercial Area Vitalization District (CAVD).
Market Community Assets
• Maintain an events calendar to promote tourism and local participation in special events.
• Host special events and tournaments on or in parks and recreation facilities.
• Market City assets to support events.
• Leverage arts and cultural organizations as drivers of community and economic development.
Support Businesses
• Use available Redevelopment and grant funds to establish programs to retain existing businesses and stimulate new investments.
• Support local businesses by addressing needs and opportunities for growth among new and existing businesses.
In five years, “I would like to see
the building of a strong
community with parks and
outdoor recreational
opportunities, a walkable
downtown with an outdoor
presence when weather allows,
and a strong, varied economy
of both local business and
larger national or international
companies.”
In five years, I see “a world class
and contemporary capital city
while honoring the past and
heritage.”
CARSON CITY STRATEGIC PLAN | 9
STRATEGIC DIRECTION
Economic Development
Support Development
• Provide infrastructure that supports community needs.
• Streamline plan review and business licensing processes and integrate the use of technology.
PERFORMANCE MEASURES
> Total jobs created
> Percentage increase in business tax base
> Percentage of occupied downtown commercial space
> New commercial and residential permit dollar volume per capita
Photo Credit: Cathleen Allison
CARSON CITY STRATEGIC PLAN | 10
STRATEGIC DIRECTION
Efficient Government
Provide our community with efficient services in a transparent
and financially responsible manner.
OBJECTIVES & STRATEGIES
Implement Best Practices
• Coordinate training across departments and provide professional development.
• Implement best practices identified by departments and reflecting industry practices and/or standards.
• Strive to achieve no reportable financial audit findings and achieve the GFOA award for Excellence in Financial Reporting.
Leverage Technology
• Reduce reliance on paper by increasing electronic capabilities.
• Provide the necessary tools, within budget, to support job efficiency and productivity.
• Provide reliable technology infrastructure for the organization.
• Improve and expand the use of technology by employees.
• Improve access to City information for residents and visitors.
Maximize Communication and Transparency
• Develop and implement a long-term financial plan that reflects service levels desired by the public.
• Prepare effective budgets, including accurately forecasting revenues and expenditures.
• Provide consistent, timely financial reports to the Board of Supervisors and Public, including budget to actual comparisons for major funds and grants.
• Enhance community awareness and input to City activities and operations.
Streamline Processes
• Reduce staff time required for repetitive tasks.
• Analyze internal processes for efficiency and implement technology solutions where feasible.
In five years, I see “A
community where the voices of
the residents are heard and
where information is widely
shared so that citizens can
make informed decisions.”
“Rational, considered allocation
of scarce resources is critical to
our City's health and future.”
CARSON CITY STRATEGIC PLAN | 11
STRATEGIC DIRECTION
Efficient Government
PERFORMANCE MEASURES
> Balanced budget with reserve funds meeting or exceeding target levels
> Number of business processes improved through reengineering, workflow process improvement, or technology automation
> Internal service department operating expenditures per City FTE
> City department customer satisfaction ratings, external and internal
Photo Credit: TK
CARSON CITY STRATEGIC PLAN | 12
STRATEGIC DIRECTION
Organizational Culture
Foster innovation, productivity, and professional growth
through a cohesive, ethical, and positive work environment.
OBJECTIVES & STRATEGIES
Engage Collaborative Teams
• Implement programs that foster intra- and inter-departmental team building at all levels of the City.
Strengthen Employee Development
• Provide employee training to ensure professional certifications are maintained.
• Create a professional skills development and training program.
• Promote a culture that values diversity, fairness, and equality.
Strengthen Leadership and Succession Planning
• Focus on employee retention through career development and succession planning to transfer institutional knowledge and skills throughout the organization.
• Recruit and hire individuals who meet or exceed position qualifications.
Support Innovative Ideas
• Foster a culture of continuous quality improvement.
• Reward innovation.
• Recognize superior performance.
Photo Credit: Jeff Moser
(Flickr/facilitybikeclub)
CARSON CITY STRATEGIC PLAN | 13
STRATEGIC DIRECTION
Organizational Culture
PERFORMANCE MEASURES
> Employee turnover rate
> Percentage of management and key subject matter expert positions with succession plans
> City employee safety: Number of worker days lost per claim
> Professional development training participation rates
Photo Credit: Carson City Public Works
CARSON CITY STRATEGIC PLAN | 14
STRATEGIC DIRECTION
Quality of Life & Community
Promote educational, cultural, and recreational opportunities
that contribute to the health and well‐being of our community.
OBJECTIVES & STRATEGIES
Enhance Programs and Services
• Develop and maintain a bicycle and pedestrian friendly community.
• Identify at risk individuals, and connect them to appropriate programs and services.
• Increase community participation in City programs and activities, including public health programs.
Engage Arts and Cultural Assets
• Develop and adopt a Cultural Master Plan for Carson City.
• Leverage Redevelopment and other funds to support arts and cultural events and invest in public art.
• Utilize arts and cultural investments to engage Carson City’s diverse economy and history.
Ensure Quality Community Assets
• Enforce City ordinances when properties are neglected or abandoned to prevent erosion of property values and quality of life.
• Implement RTC Complete Streets policies.
Foster Community Collaboration
• Integrate and strengthen connections between employees and professional organizations.
• Continue to support the volunteer efforts of organizations and individuals.
• Promote diverse public participation in City initiatives.
“I love Carson City and have
been in Nevada for 60 years.
My children and their children
are native Nevadans. I feel a
sense of pride when I speak of
Carson City, especially of the
beauty in the downtown(…?)
In five years, “I would hope
Carson City would develop into
a town where both residents
and visitors would feel
welcome. I would hope CC
would have a downtown where
people could walk around
easily, shop in unique stores,
eat in nice restaurants, be able
to park within walking distance
of downtown, and enjoy
musical performances and
street fairs.”
CARSON CITY STRATEGIC PLAN | 15
STRATEGIC DIRECTION
Quality of Life & Community
PERFORMANCE MEASURES
> Recreation program registration
> Library visitation rates
> Code enforcement case resolution percentage
> Miles of trails, sidewalks, and bike lanes maintained by the City
> Citizen volunteerism rate
Photo Credits: Cathleen Allison
CARSON CITY STRATEGIC PLAN | 16
STRATEGIC DIRECTION
Safety
Ensure a safe community through proactive and responsive
protection of life and property.
OBJECTIVES & STRATEGIES
Deter and Resolve Crime
• Maintain or improve a “crime resolution” rate above that of the statewide average and the regional average.
• Promote crime prevention programs throughout the community.
• Educate the senior population on issues related to their safety, and continue and improve the Stop Abuse of the Vulnerable and Elderly (S.A.V.E.) program.
Enhance Emergency Preparedness
• Ensure preparedness and public awareness through education and outreach.
• Prepare for natural or manmade disasters/incidents.
Maintain Safe Facilities and Infrastructure
• Operate and maintain the City’s traffic control system, including signs and signals.
• Conduct life safety inspections and maintenance of equipment, facilities, and infrastructure as required.
• Provide consistent enforcement of building codes and nuisance laws.
In five years, I see “A vibrant,
creative, active and engaged
community which will in turn
reduce crime and help citizens
to take ownership of their
community.”
Photo Credit: Rick Cooper
(Flickr/randa)
CARSON CITY STRATEGIC PLAN | 17
STRATEGIC DIRECTION
Safety
PERFORMANCE MEASURES
> Average incident response times per 1,000 calls: Fire, EMS, and Sheriff
> Annual number of Alternative Sentencing office and home visits
> Percent of fires contained in structure of origin
> Motor vehicle accidents per capita
Photo Credit: Carson City Fire Department
CARSON CITY STRATEGIC PLAN | 18
STRATEGIC DIRECTION
Sustainable Infrastructure
Develop and maintain a sustainable public infrastructure to
meet the current and future needs of our community.
OBJECTIVES & STRATEGIES
Maximize City Asset Life and Utility
• Manage the City’s assets and capital investments in a way that maximizes their productivity and value.
• Create an executable funding plan for City capital, including equipment, facilities, fleet, infrastructure, and other City assets.
Meet Community Infrastructure Needs
• Seek to maintain the street system at the established level of service (LOS).
• Encourage growth within existing urban boundaries and infill in existing developed areas to prevent “sprawl” and higher infrastructure maintenance costs.
• Ensure a safe and adequate infrastructure that meets current and future community needs.
• Construct, staff, and equip one new fire station to serve the north and west portions of Carson City as soon as economically feasible.
• Provide a conveyance and drainage system to maintain a controlled flow of storm water and clean potable water and treatment of wastewater, including required maintenance and replacement of equipment and facilities.
Photo Credits: Cathleen Allison
CARSON CITY STRATEGIC PLAN | 19
STRATEGIC DIRECTION
Sustainable Infrastructure
PERFORMANCE MEASURES
> Lane-miles of roadway pavement improved
> Wastewater treatment plant flow capacity remaining
> City asset condition ratings: Streets, stormwater, water, sewer, facilities, and fleet
“We have a long list of needs
and a short list of available
funding. In order to meet our
needs we must consider
collaboration amongst service
providers to streamline and get
rid of gaps and duplication, to
[collaborate] to build facilities
and provide maintenance.”
Photo Credit: Cathleen Allison
CARSON CITY STRATEGIC PLAN | 20
Community Priorities
Our public input process asked citizens, in forums held by the City and through an online sur-vey, to rank our strategic plan’s goals and objectives. More than 200 citizens participated.
1. Quality of Life and Community
• Ensure Quality Community Assets
• Enhance Programs and Services
• Foster Community Collaboration
• Engage Arts and Cultural Assets*
2. Sustainable Infrastructure
• Meet Community Infrastructure Needs
• Maximize City Asset Life and Utility
3. Safety
• Deter and Resolve Crime
• Provide Timely Incident Response
• Maintain Safe Facilities and Infrastructure
• Enhance Emergency Preparedness
4. Economic Development
• Support Businesses
• Market Community Assets
• Support Development
• Develop Downtown
• Cultivate Regional Partnerships
5. Efficient Government
• Maximize Communication and Transparency
• Streamline Processes
• Implement Best Practices
• Leverage Technology
6. Organizational Culture
• Support Innovative Ideas
• Strengthen Leadership and Succession Planning
• Strengthen Employee Development
• Engage Collaborative Teams
* Objective added after public comment.
CARSON CITY STRATEGIC PLAN | 21
Acknowledgements
The following individuals dedicated time and provided valuable input during the development of this strategic plan.
Carson City Board of Supervisors
Robert Crowell, Mayor
Karen Abowd
Lori Bagwell
Brad Bonkowski
Jim Shirk
City Staff and Leadership
Nicki Aaker
Steve Albertson
Ali Banister
Ben Bianchi
David Bruketta
Melanie Bruketta
Janet Busse
Valerie Cauhape
Kim Christianson
Max Cortes
Susan Dorr-Pansky
Scott Fahrenbruch
Tad Fletcher
Ken Furlong
Stacey Giomi
Beth Huck
Vern Krahn
Sena Loyd
Nick Marano
Susan Merriwether
Roger Moellendorf
Nancy Paulson
Patrick Pittenger
Lee Plemel
Rachel Porcari
Nick Providenti
Michael Salogga
Bob Schreihans
Darren Schulz
JoAnne Skelly
Cate Summers
Tom Tarulli
John Wilkinson
Jason Woodbury
Marena Works
AND
the Employees and Citizens of Carson City
PREPARED BY
Moss Adams LLP
MOSS ADAMS LLP Acumen. Agility. Answers. | 1 XYZ Strategic Plan 09-21-15
XYZ MEDICAL GROUP
2016-2020 Strategic Plan
All Doctor’s Meeting
September 21, 2015
Overview and Process
MOSS ADAMS LLP Acumen. Agility. Answers. | 3 XYZ Strategic Plan 09-21-15
KEYS TO SUCCESS
People
Physician Survey Results
MOSS ADAMS LLP Acumen. Agility. Answers. | 5 XYZ Strategic Plan 09-21-15
WHAT SHOULD XYZ LOOK LIKE IN 2025?
MOSS ADAMS LLP Acumen. Agility. Answers. | 6 XYZ Strategic Plan 09-21-15
HOW MUCH LONGER WORKING AT XYZ?
MOSS ADAMS LLP Acumen. Agility. Answers. | 7 XYZ Strategic Plan 09-21-15
RATE QUALITY OF BENEFITS
MOSS ADAMS LLP Acumen. Agility. Answers. | 8 XYZ Strategic Plan 09-21-15
RATE STRENGTHS
MOSS ADAMS LLP Acumen. Agility. Answers. | 9 XYZ Strategic Plan 09-21-15
RATE OPPORTUNITIES FOR IMPROVEMENT
MOSS ADAMS LLP Acumen. Agility. Answers. | 10 XYZ Strategic Plan 09-21-15
RATE THREATS
MOSS ADAMS LLP Acumen. Agility. Answers. | 11 XYZ Strategic Plan 09-21-15
HOW SHOULD INVESTMENTS BE USED?
MOSS ADAMS LLP Acumen. Agility. Answers. | 12 XYZ Strategic Plan 09-21-15
RATE LIKELIHOOD OF ACHIEVING
MOSS ADAMS LLP Acumen. Agility. Answers. | 13 XYZ Strategic Plan 09-21-15
THEMES FROM PHYSICIAN SURVEY
Structure:
Remain independent
Investments:
Physician retirement, physician dividends, investments for
parent company (real state and capital equipment)
Opportunities for Improvement:
Physicians operating at highest and best use, physician
morale/satisfaction, recruitment and retention of physicians,
communication, healthcare informatics, facilities, community
awareness of physicians, paid leave, work-life balance, flexible
workplace
MOSS ADAMS LLP Acumen. Agility. Answers. | 14 XYZ Strategic Plan 09-21-15
Fiscal representation (fair compensation for services)
Financial flexibility and stability
Physician satisfaction
Group growth (primary, specialties, and sub-specialties)
Center of excellence in rural health
Model of collaboration across practices
Effective communication
Effective service-line leadership
Community presence and impact
ESSENTIAL ELEMENTS TO ADDRESS
MOSS ADAMS LLP Acumen. Agility. Answers. | 15 XYZ Strategic Plan 09-21-15
Long-Range View
SWOT Analysis
Goals
Strategies
Action Plan and Metrics
Physician Survey Results
PLAN COMPONENTS
Long-Range View
Long-Range View
Historical Financial Results
Target Customer Profile
Competitor Best Practices
Current SWOT Analysis
5-Year Business Goals
5-Year Market Strategy
Quarterly Action Plans
Annual Action Plan
Annual Business Objective
5-Year Priority Initiatives
Annual Strategies & Tactics
Metrics to Measure Results
MOSS ADAMS LLP Acumen. Agility. Answers. | 17 XYZ Strategic Plan 09-21-15
To support the meaningfulness of our patients’ lives by
providing the highest quality healthcare to the
communities we serve.
MISSION
MOSS ADAMS LLP Acumen. Agility. Answers. | 18 XYZ Strategic Plan 09-21-15
The highest-quality, highest-performing rural healthcare
center of excellence in the country, which will continue
to be comprised of an independent, passionate
physician group that is committed to the success and
leadership of parent company.
VISION 2030
SWOT Analysis
Long-Range View
Historical Financial Results
Target Customer Profile
Competitor Best Practices
Current SWOT Analysis
5-Year Business Goals
5-Year Market Strategy
Quarterly Action Plans
Annual Action Plan
Annual Business Objective
5-Year Priority Initiatives
Annual Strategies & Tactics
Metrics to Measure Results
MOSS ADAMS LLP Acumen. Agility. Answers. | 20 XYZ Strategic Plan 09-21-15
Financial position
Physician commitment and collaboration
Independence
Practice scope and diversity
Security of and relationship with parent company
STRENGTHS
MOSS ADAMS LLP Acumen. Agility. Answers. | 21 XYZ Strategic Plan 09-21-15
Communication within XYZ, between XYZ and parent company
Losing identity, connection, morale
Pay model, pressure on physicians, work/life balance
Leadership training and succession needs/planning
Not dealing with underperforming physicians
WEAKNESSES
MOSS ADAMS LLP Acumen. Agility. Answers. | 22 XYZ Strategic Plan 09-21-15
Real estate, including existing and future parent company
needs and space efficiency
Efficiency gains in existing facilities (Lean initiatives)
Managed care and payment reform
Physicians: sabbatical program, student loan program, highest
and best use, retirement, attraction/retention, sense of
partnership
OPPORTUNITIES
MOSS ADAMS LLP Acumen. Agility. Answers. | 23 XYZ Strategic Plan 09-21-15
Mess up an overall good thing
Recruiting and attrition
Changing clinical landscape (regulation, reimbursement model
changes) and lack of physician input on budgets
Adequate patient access
parent company and XYZ divergence
parent company financial stability
THREATS
Goals
Long-Range View
Historical Financial Results
Target Customer Profile
Competitor Best Practices
Current SWOT Analysis
5-Year Business Goals
5-Year Market Strategy
Quarterly Action Plans
Annual Action Plan
Annual Business Objective
5-Year Priority Initiatives
Metrics to Measure Results
Annual Strategies & Tactics
MOSS ADAMS LLP Acumen. Agility. Answers. | 25 XYZ Strategic Plan 09-21-15
1.Recruit and retain top physician talent.
2.Increase physician engagement.
3.Develop effective physician leaders.
4.Achieve balanced physician compensation.
5.Execute an investment strategy that supports strategic
initiatives, while preserving safety and flexibility.
6.Strategically adapt business model to industry reforms and
market trends.
STRATEGIC GOALS
Strategies
Long-Range View
Historical Financial Results
Target Customer Profile
Competitor Best Practices
Current SWOT Analysis
5-Year Business Goals
5-Year Market Strategy
Quarterly Action Plans
Annual Action Plan
Annual Business Objective
5-Year Priority Initiatives
Annual Strategies & Tactics
Metrics to Measure Results
MOSS ADAMS LLP Acumen. Agility. Answers. | 27 XYZ Strategic Plan 09-21-15
1. RECRUITMENT AND RETENTION
A.Develop a comprehensive recruiting and retention package.
Leverage recruiting package. Include compensation, benefits, perks,
culture, and stability. Resurrect total rewards.
B.Strengthen the recruiting process. Define physician characteristics
for the right fit. Increase physician involvement in efforts. Review
results of Kaizen event. Incorporate behavioral-based interviews.
Strengthen exit interview process. Identify target sources of
candidates (e.g., military bases).
C.Implement comprehensive resource forecasting. Leverage model
developed for primary care to forecast specialty needs.
D.Establish a diversity program. Establish diversity goals and initiatives
(e.g., 52% of all medical school students and 67% of all primary care
medical school students are females).
MOSS ADAMS LLP Acumen. Agility. Answers. | 28 XYZ Strategic Plan 09-21-15
2. ENGAGEMENT
A.Implement physician engagement program. Establish benchmark with
2015 physician satisfaction survey results or new survey. Establish
annual survey process.
B.Enable physicians to operate at their highest and best use. Reduce
burnout. Reduce administrative duties of physicians.
C.Strengthen intra- and inter-XYZ communication. Establish meeting
rhythm, communication content, and channels. Leverage current best
practices within XYZ.
D.Document community contributions and impact (e.g., Moses Lake
approach). Identify opportunities to participate.
E.Establish clear committee structure. Chaired by XYZ board member.
Include non-board shareholders. Committees to include Investment,
Compensation, Engagement, and Business Strategy. Provide staff
support (e.g., project management, research, and analysis).
MOSS ADAMS LLP Acumen. Agility. Answers. | 29 XYZ Strategic Plan 09-21-15
3. LEADERSHIP DEVELOPMENT
A.Create a leadership development program. Determine core
competencies for each position, including for service-line
leadership. Create a high potential (HiPo) component. Define
authorities, accountability, expectations, roles/ responsibilities,
and continuing professional education (CPE) requirements for
each position.
B.Develop a leadership succession plan. Address each level of the
organization.
C.Complete the Physician Compact. Physician component
finished. Need to develop parent company support of
physicians component.
MOSS ADAMS LLP Acumen. Agility. Answers. | 30 XYZ Strategic Plan 09-21-15
4. COMPENSATION
A.Resurrect total rewards statement. XYZ used to have one.
B.Develop a long-term compensation program. Link it to national
standards. Use it to augment productivity pay and to strengthen
recruitment and retention.
C.Optimize parent company-XYZ payment model. Add quality to
productivity. Form a joint committee to explore alternatives and
the pros and cons of each (address production, pay for calls,
specialties, quality, risk, etc.). Maintain consistency in parent
company and XYZ pay models. Compare compensation to other
medical groups.
MOSS ADAMS LLP Acumen. Agility. Answers. | 31 XYZ Strategic Plan 09-21-15
5. INVESTMENTS
A.Quantify malpractice exposure. Determine maximum exposure
by year and when exposure will fully shift to parent company.
B.Develop a diversified investment program. Address debt and
tax strategies.
C.Develop a property investment program to support parent
company.
D.Develop a physician investment program. Possibly address
long-term compensation, leadership development, and benefits
(e.g., sabbaticals and emergency situations).
MOSS ADAMS LLP Acumen. Agility. Answers. | 32 XYZ Strategic Plan 09-21-15
6. BUSINESS STRATEGY
A.Forecast service needs. Estimate service needs and associated
service mix based on history, demographics, and market trends.
B.Develop strategy for risk-based pay. Parent company revenue is
20% risk-based today, and it will be 50% risk-based in 2018.
Action Plan and Metrics
Long-Range View
Historical Financial Results
Target Customer Profile
Competitor Best Practices
Current SWOT Analysis
5-Year 5usiness Goals
5-Year Market Strategy
Quarterly Action Plans
Annual Action Plan
Annual Business Objective
5-Year Priority Initiatives
Annual Strategies & Tactics
Metrics to Measure Results
MOSS ADAMS LLP Acumen. Agility. Answers. | 34 XYZ Strategic Plan 09-21-15
Goal KPI
1. Recruiting and Retention Retention Rate
2. Engagement Engagement Rate
3. Leadership Development Bench Strength
4. Compensation Market Comparison
5. Investment Strategy Rate of Return
6. Business Strategy Risk-Based Pay
KEY PERFORMANCE INDICATORS
Mission
Vision
Essential Elements
2. Engagement
Physician Survey Results 4. Compensation
Prepared by Moss Adams LLP
Strategies
5. Investments
Strategies
3. Leadership Development
Bench Strength
Market Comparison
Threats
Indicator Metric
Retention Rate
Rate of Return
Risk-Based Pay
SWOT
5-Year Goals
2. Engagement
Weaknesses
1. Recruitment and Retenetion
StrategiesGoals and Metrics
Engagement Rate
XYZ Medical Group
2016-2020 Strategic Plan
The highest-quality, highest-performing rural
healthcare center of excellence in the country, which
will continue to be comprised of an independent,
passionate physician group that is committed to the
success and leadership of parent company.
1. Recruiting and
Retention
3. Leeadership
Development
Metrics
Foundation
Opportunities
Strengths
● Mess up an overall good thing
● Recruiting and attrition
● Changing clinical landscape (regulation,
reimbursement model changes) and lack of
physician input on budgets
● Adequate patient access
● Parent company and XYZ divergence
● Parent company financial stability
1. Recruit and retain top physician talent.
2. Increase physician engagement.
3. Develop effective physician leaders.
4. Achieve balanced physician compensation.
5. Execute an investment strategy that
supports strategic initiatives, while preserving
safety and flexibility.
6. Strategically adapt business model to
industry reforms and market trends.
A. Develop a comprehensive recruiting and
retention package. Leverage recruiting package.
Include compensation, benefits, perks, culture, and
stability. Resurrect total rewards.
B. Strengthen the recruiting process. Define
physician characteristics for the right fit. Increase
physician involvement in efforts. Review results of
Kaizen event. Incorporate behavioral-based
interviews. Strengthen exit interview process.
Identify target sources of candidates (e.g., military
bases).
C. Implement comprehensive resource
forecasting. Leverage model developed for primary
care to forecast specialty needs.
D. Establish a diversity program. Establish diversity
goals and initiatives (e.g., 52% of all medical school
students and 67% of all primary care medical school
students are females).
A. Implement physician engagement program.
Establish benchmark with 2015 physician
satisfaction survey results or new survey. Establish
annual survey process.
B. Enable physicians to operate at their highest
and best use. Reduce burnout. Reduce
administrative duties of physicians.
C. Strengthen intra- and inter-XYZ
communication. Establish meeting rhythm,
communication content, and channels. Leverage
current best practices within XYZ.
D. Document community contributions and
impact (e.g., Moses Lake approach). Identify
opportunities to participate.
E. Establish clear committee structure. Chaired by
XYZ board member. Include non-board
shareholders. Committees to include Investment,
Compensation, Engagement, and Business Strategy.
Provide staff support (e.g., project management,
research, and analysis).
A. Create a leadership development program.
Determine core competencies for each position,
including for service-line leadership. Create a high
potential (HiPo) component. Define authorities,
accountability, expectations, roles/ responsibilities,
and continuing professional education (CPE)
requirements for each position.
B. Develop a leadership succession plan. Address
each level of the organization.
C. Complete the Physician Compact. Physician
component finished. Need to develop parent
company support of physicians component.
A. Resurrect total rewards statement. XYZ used to
have one.
B. Develop a long-term compensation program.
Link it to national standards. Use it to augment
productivity pay and to strengthen recruitment and
retention.
C. Optimize parent company-XYZ payment model.
Add quality to productivity. Form a joint committee
to explore alternatives and the pros and cons of
each (address production, pay for calls, specialties,
quality, risk, etc.). Maintain consistency in parent
company and XYZ pay models. Compare
compensation to other medical groups.
5. Investment
Strategy
6. Business Strategy
4. Compensation
A. Quantify malpractice exposure. Determine
maximum exposure by year and when exposure will
fully shift to parent company.
B. Develop a diversified investment program.
Address debt and tax strategies.
C. Develop a property investment program to
support parent company.
D. Develop a physician investment program.
Possibly address long-term compensation,
leadership development, and benefits (e.g.,
sabbaticals and emergency situations).
To support the meaningfulness of our patients’ lives
by providing the highest quality healthcare to the
communities we serve.
● Fiscal representation (fair compensation for
services)
● Financial flexibility and stability
● Physician satisfaction
● Group growth (primary, specialties, and sub-
specialties)
● Center of excellence in rural health
● Model of collaboration across practices
● Effective communication
● Effective service-line leadership
● Community presence and impact
Structure:
● Remain independent
Investments:
● Physician retirement
● Physician dividends
● Parent company (real state and capital equipment)
Opportunities for Improvement:
● Physicians operating at highest and best use
● Physician morale/satisfaction
● Recruitment and retention of physicians
● Communication
● Healthcare informatics
● Facilities
● Community awareness of physicians
● Paid leave and work-life balance
● Flexible workplace
● Financial position
● Physician commitment and collaboration
● Independence
● Practice scope and diversity
● Security of and relationship with parent company
● Communication within XYZ, between XYZ and
parent company
● Losing identity, connection, morale
● Pay model, pressure on physicians, work/life
balance
● Leadership training and succession
needs/planning
● Not dealing with underperforming physicians A. Forecast service needs. Estimate service needs
and associated service mix based on history,
demographics, and market trends.
B. Develop strategy for risk-based pay. Parent
company revenue is 20% risk-based today, and it
will be 50% risk-based in 2018.
6. Business Strategy
● Real estate, including existing and future parent
company needs and space efficiency
● Efficiency gains in existing facilities (Lean
initiatives)
● Managed care and payment reform
● Physicians: sabbatical program, student loan
program, highest and best use, retirement,
attraction/retention, sense of partnership