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 encourages each employee to maintain focused attention on achieving improvements in specific areas. The planning process 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.

Beginning with FY2011-2012, there are five Networks each addressing areas critical to the success of the City:

Preserve Life and Property
Use innovative strategies to save lives, protect property and enhance the overall safety of our residents, visitors and businesses.

Strong Communities
Develop stronger communities through the promotion of healthy lifestyles, recreational activities, aesthetically beautiful communities, enhanced resident involvement and educational programs to provide a positive, nourishing environment for all in our diverse population.

Safeguard the Environment
Provide initiatives to protect, preserve and enhance our natural resources and improve the environmental quality of the City of Hollywood.

Economic Development
Deliver programs and services that locally, nationally, and internationally position the City as a premier destination with a thriving, sustainable business community providing economic opportunities.

Exceptional Governance
Demonstrate a constant commitment to transparent, ethical and fiscally responsible government through exceptional customer service, innovation and a positive work environment.

Since the plan capitalizes on the varied expertise of the City's talented workforce and community partners, in most cases, it requires no special funding. 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 the first Strategic Plan was formally adopted in 2003, the plan has inspired enhancements in a wide variety of areas.

Strategic Planning Objective and Key Partners

In December 2002, a Steering Committee for Organizational Culture Change was formed representing a cross-section of talented and committed employees. They were given the responsibility to oversee the planning process, fostering and enhancing open communication and involvement of all employees throughout the City. It is from this beginning the strategic planning process began.

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. It is 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. The Steering Committee members 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 are 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 up to twenty members.

• Each Network selects a Chairperson, a Vice-Chairperson and Recorder. The "officers" typically serve two year terms. Officers can be re-elected by their members to serve additional consecutive terms.

• Each Network conducts a member assessment prior to the start of each fiscal year. The Networks are notified no later than the beginning of each calendar year as to when the member assessment and elections are to be completed.

• Each Network is assigned two Advisor(s) who are members of the Steering Committee. Advisors serve as an "intermediary" providing guidance and support. They continue to serve as a key source of information relaying what happens at the Steering Committee to the Networks and vice versa. The success of the Networks is in the engagement of its members. The Advisors focus on ensuring 100% active participation.

• Steering Committee members not assigned as Network Advisors will serve as Network Excellence Coordinators. The Network Excellence Coordinators provide a similar role to the Advisors, but unlike the Advisors who are assigned to a specific Network, the Network Excellence Coordinators are assigned projects and events to oversee by the Steering Committee. One Network Excellent Coordinator serves as the liaison to the Diversity team.

• The Networks are highly encouraged to identify and utilize the expertise of external resources.

How are Network goals set and is there a budget?

• Each Network considers its priority area and assesses both internal and external conditions. The Network then works to develop measurable goals for improvement. Goals are presented to the Steering Committee prior to the beginning of the next fiscal year. Upon approval, the Networks prepare action plans and begin working to ensure the achievement of these goals.

• Goals must be measurable, hard to reach yet attainable and support the City's strategic plan.

• Networks are to conduct a self-assessment on a regular basis to ensure they are on track in meeting their goals and demonstrating a commitment through active involvement. At times, goals may need to be changed. A presentation should be made to the Steering Committee prior to dropping/changing pre-approved goals.

• There is no budget for Network activities. Historically, when a Network has identified an improvement opportunity that results in increased efficiency and/or effectiveness, funding is identified.

Meeting Objectives

There are three types of objectives included in the strategic plans - City-wide, Department specific and 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 creative ideas 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 re-acquainted with fellow employees, explore new concepts and to take pride in the accomplishments of the City. Each year, the format is adapted to keep the event fresh and invigorating.

Measuring Results

Successes in the City's identified priority 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 process.

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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 in each of the City's priority areas. The Steering Committee votes on the top achievements. Earning 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 areas of focus exemplify public-private partnership ventures or productive citizen and community collaborations. For instance, the Department of 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. This program worked in partnership with Bank Atlantic which assisted in the design and implementation of the program and designed an internal program to underwrite the loans and to the current date is the only lender that underwrites for this loan. 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 six (6) Lease/Purchase clients. The first two (2) clients have completed the program and have become a homeowner and a permanent resident. All of the clients have grown 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 were active in the Hollywood Neighborhood Games and neighborhood association. The Lease/Purchase Program ultimately provides a sense of stability, achievement and pride to homeowners.

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 the current national economic picture and many local governments facing budget cuts and other unforeseen challenges, the planning process has proven to be an exceptional tool in engaging employees to focus on what's most important to the City's success. The Strategic Plan focuses on maximizing resources and the continuous identification of innovative ways to better serve all those who live, work and play in the City of Hollywood.