HomeMy WebLinkAboutItem 01 Council Goal Setting
SPRINGFIELD
CITY COUNCIL
Meeting Date:
Meeting Type:
Department:
Staff Contact:
Staff Phone No:
Estimated Time:
February 11,2008
Goals Setting Session
CMO ~,
Gino Grimaldi r
726-3700
180 minutes
AGENDA ITEM SUMMARY
ITEM TITLE:
COUNCIL GOAL SETTING
ACTION
REQUESTED:
Reflect on some of the accomplishments of the prior year, adjust the five-year goals
and establish City Council priorities for the upcoming year.
ISSUE
STATEMENT:
This is the opportunity for Council to update the Council Goals, Targets and
Priorities.
ATTACHMENTS: Attachment A: Annual Goal Setting Session Overview Memo
Attachment B: Gold Stars
Attachment C: Council Goals and Targets 2007-2012
Attachment D: Postcard Exercise
Attachment E: A Commitment to Continuous Improvement
DISCUSSION/
FINANCIAL
IMPACT:
Council annually reviews the Council Five- Year Goals, One- Year Targets and
'Priorities to make changes to more accurately reflect the direction of the
community. It is also a time to note the goals that have been reached and remove
those from the existing list The meeting will be facilitated by Margo Helphand.
The agenda for the Council Goal Setting Session is as follows:
1. Convene Meeting and Welcome
2. Overview of Meeting
3. Key City Accomplishments
4. Council Goals and Priorities Review
5. Preferred Future Discussion
6. Continuous Improvement Presentation and Discussion
7. Wrap Up
MEMORANDUM
Date:
To:
February 11,2008
City of Springfield
COUNCIL
Subject:
Mayor and Council BRIEFING
Gino Grimaldi, City Manager ~. MEMORANDUM
ANNUAL GOAL SETTING SESSION OVERVIEW
From:
This year's goal setting session, as in previous years, is an opportunity for the City Council to
reflect on some ofthe accomplishments of the prior year, adjust the five-year goals and establish
City Council priorities for the upcoming year. Margot Helphand will be facilitating the session.
We have made some significant progress in a number of key areas. Some of those areas include:
· Continued diversification and growth of our local economy.
· Maintaining an adequate supply of buildable land for predicted residential, commercial
and industrial growth.
· Continued progress on major transportation projects and issues.
· Passage of the Downtown Urban Renewal District Plan.
Attached for your reference are the "Gold Stars" prepared by each department. These "Gold
Stars" represent a sampling ofthe tremendous work of the organization and the employees of the
City of Springfield.
As we look forward, you will note that many of the existing Council priorities are multi-year
targets that will carry forward into the next year. This will result in hmited capacity to take on
new targets. As a result, I would like to suggest that, depending on the number of new priorities
that are developed during the Goal Setting session, we may want to come back to the CIty
Council at a later date to rank the one-year Council priorities.
At the end of next year, I am expecting that we will have accomplished many of the City
Council's priorities and will be In a position to think strategically about the next steps to
continue to move the Springfield community forward. In preparation for this, the Executive
Team (city department heads) have begun discussing how we can refine the strategic direction
for the city organization. Strategic direction is critical in order to maintain our focus on the
mission, purpose and direction of the organization and the community. Your discussions about
the preferred future for the community during the goal setting session will be~in to frame the
strategic direction for the organization. The postcard exercise (Attachment D) is one tool to help
us understand yo:ur vision for the community.
The last item on the agenda for the goal setting session is a presentation and discussion about
continuous process improvement. Continuous process improvement is a tool we have begun to
implement In the organization that allows us to tap the expertise of city staff at all levels of the
organization as we constantly continue to improve the quality of services we provide to the
citizens of Springfield.
I am looking forward to your discussions.
A TT ACf. IMENT A
2007 Gold Stars
(December 27, 2007)
City Manager's Office
. Completed Glenwood 14th Ave Multi-Use Bike Path, first Urban Renewal Capital
Improvement Project
. Only Community in Oregon Urban Renewal History to Adopt Two Plans Via Voter
Approval
CMO/SEDA
. Awarded bid and began construction on the East 14th Street Bike Path in Glenwood,
the first Glenwood urban renewal capital improvement project
· Produced public information campaign and ballot language for a successful urban
renewal ballot measure
. Established a Downtown Urban Renewal Plan
· Springfield the only community in Oregon toadopt 2 urban renewal plans via voter
approval
· Initiated formation of Downtown urban renewal advisory committee
. Resolved issues with Glenwood Riverfront developer
. Led effort with Oregon Business Magazine to highlight recent community
development (Gateway, Glenwood, & Downtown) and most significantly
Springfield's emergence as center for the developing Health Care industry
· Resolved property owner issues to allow construction -of the first phase of the Bob
Straub Parkway that will serve the Jasper-Natron area in southeast Springfield
· Worked with City Attorney's Office in negotiating the donation ofthe Krey Property
to support the new Justice Center
· Worked with City Attorney's Office and Finance Departments in negotiating the
purchase ofthe Carter Building and redeveloping a portion as an IT Training facility.
Development Services Department
· Successfully implemented an expedited residential plan review process where certain
residential permit applications are reviewed with the applicant present with the goal
being to issue a construction permit within one-hour of submittal.
· Continued to expand and make more user-friendly the Community Services
Division/Building Safety web site. The site also offers a variety oflinks to other
web sites of interest to the construction community, including on-line access to the
Oregon Specialty Codes, a complete list of licensed contractors throughout Oregon
and supporting technical construction information.
· Successfully maintained and enhanced the Building Code Specialty Fund which was
created to solely fund building permit and inspection services from revenue received
from construction permits without financial support from the General Fund.
· Implemented additional enhancements to the electronic permitting software program
, so that contractors can apply and pay for certain permits on-line without being
required to visit City offices. E-permitting is a substantial tool in expediting the
building permit process. It saves the development industry time and money.
Attachment B
Page I
· Successfully responded to all development demands for plan review and inspection
services for the RiverBend-Peace Health project without causing any unnecessary,
avoidable delays to the accelerated construction schedule of the RiverBend facilities.
· Successfully implemented the digital imaging of construction documents to make this
information accessible to the public on-line.
· Issued over 5,000 construction permits with an associated building valuation
exceeding $204,000,000 (as of 12/04/2007).
· Responded to 3,100 inquires for enforcement of nuisance code, land use, building and
City Sign Code.
· Conducted over 21,000 field inspections to determine compliance with the State
Building Code ,
. Issued over 600 City business licenses.
· Continued to maintain the City's "same-day" field inspection response time and
State's mandated residential plan review timeline.
· Total Commercial/Industrial Value: $151,108,833
· Total Residential Value (New Only): $44,797,425
· Number of New Single Family Dwellings: 211 (as of 12/7/07)
· Provided support for Legislative passage and the Governor's signature on HB3337,
the landmark legislation that will allow Springfield to establish its own, discrete
Urban Growth Boundary
· Assisted the City Council in developing a "Downtown Strategy" in April that
included several action steps, including the formation of a Downtown Urban Renewal
District
· Performed critical work required to establish a Downtown Urban Renewal District,
and that led to voter approval ofBM 20-131 authorizing the City Council to approve
the Downtown Springfield Urban Renewal Plan
· Provided administrative support for the City funding share ofSt. Vincent de Paul's
Royal Building in the Downtown Springfield
· Assisted the Planning Commission in presenting a recommendation that led to City
Council adoption of a reformatted Development Code
· Completed a Residential Lands Supply and Demand Analysis within Springfield's
urban growth boundary
· Assisted the City Council in adopting new annexation legislation, conferring this
authority to the City Council rather than the Boundary Commission
· Assisted the Planning Commission in presenting a recommendation that led to City
Council adoption of new Hillside Overlay development standards addressing
clustering and preservation of natural features
· Assisted the City Council in adopting the updated Regional Transportation Plan
· Generated Final Plat Approval for 11 subdivisions, totaling 342 new lots in
Springfield
· Generated Tentative Approval for 7 subdivisions, totaling an additional 121 lots
· Assisted with the relocation ofWynant's Health Store
· Sold South 42nd Street property to the Relief Nursery
· Involved with Project Homeless Connect
· Assisted 19 households'with SHOP loans
Attachment B
Page 2
. Assisted 103 households with emergency home repair
. Assisted 26 households with emergency rental assistance
Finance Department
. Facilitated $5M in private construction financing that has allowed the BLM to be
included as a co-tenant in the Oregon National Guard complex on Marcola Rd.
Scheduled completion is early 2009.
. Facilitated the purchase of the Carter Building at the corner of 5th and A Streets
giving the City control of 11 block of property between City Hall and the new Justice
Center. The facility allowed to the City to construct a 12 computer training lab for
city-wide technology training needs
. Completed the initial Priority of Services exercise with input from the City Council,
Budget Committee, and Executive Team. Reviewed the results with those groups.
· GFOA award of excellence in financial reporting. 26th consecutive year for the 2006
CAFR.
. Completed the sale of $50M in revenue bonds for MWMC and secured new tracking
systems in place for the capital projects as well as arbitrage monitoring.
· Completed final sale of$24.65M in general obligation bonds for the justice center
proj ect
· Implemented an electronic timecard system, doing away with the inefficient and
costly manual paper system and providing supervisors with dynamic reporting
capabilities for staff management
· Converted the city from a monthly pay cycle to a bi-weekly pay cycle, creating a
more efficient system for payroll and reporting purposes.
· Continuation in Municipal Court of Electronic Document Imaging Project that
enhances delivery of service for public records access, addresses operational
limitations for limited staffing, addresses storage and space needs and as well as
allowing the improvement in system/operational efficiencies.
Fire & Life Safety Department
· Established a Three-Battalion System, a working agreement with Eugene Fire and
EMS for enhanced mutual aid. This system provides more resources for emergency
operations and improves the services provided for both cities.
· Set a new service record of 17,054 responses.
. Set a new service record of 16 water rescue incidents.
. Responded to 62 Wildland Incidents.
· Responded to two mutual aid requests by the State Fire Marshal under the
conflagration act.
· Participating in the security team for the 2008 Olympic Trials.
· Organized, equipped, and trained a Technical Rescue Team to perform building
collapse, trench rescue, equipment and vehicle extraction, and other rescues, using
federal grant funds. Partnered with Weyerhaeuser Company to develop a technical-
rescue training site.
· Awarded State Fire Service recognition for leadership on the State Urban Search &
Rescue Board and distinguished conduct in Emergency Medical Services.
Attachment B
Page 3
. Installed emergency backup dispatch center at 28th & Centennial station.
· Investigated 24 arson fires, resulting in the arrest of 14 adults and 16 juveniles.
Reduced arson fires 7.7% from the previous year.
· Evaluated and counseled 37 juvenile fire setters and recorded the 6th straight year of
zero recidivism for fire setting among those counseled.
· Reviewed 461 Fire & Life Safety Plans and inspected 378 new construction projects,
covering 213 development and construction projects generating more than $163,000
in Fire Marshal's Office fees.
· Inspected 299 hazardous occupancy sites and billed Fire Code Operational Permit
(Hazardous Materials permit program) fees totaling $137,150
· Conducted 3,693 business fire safety inspections, an increase of over 600, or nearly
20%, from the previous year.
· Deputy Chief Al Gerard achieved International Code Council Certified Fire Marshal,
one of only two in Oregon and 26 nationwide. He completed the International Code
Council and State of Oregon Certified Building Official programs as prerequisites.
· Revised the Emergency Management Plan and developed new Springfield Pandemic
Influenza Plan
· Created new online training and electronic records tracking, eliminating trips to the
training center and improved emergency response capacity.
· Provided Rural Life Support training classes for all east Lane rural fire district first
responders.
· Conducted over 700 hours of classes and drills for Department personnel covering
continuing education and skills maintenance requirements.
· Completed two 12-week academies for newly hired firefighter/paramedics. The
academies trained eight new employees.
· Conducted a promotional exam for the rank of Captain to fill current and future
vacanCIes.
· Facilitated recertification for all 85 Department EMT personnel.
· Completed Oregon Department of Public Safety Standards and Training evaluation
and recertification for Department personnel.
· Hosted a Citywide series of four Incident Command System classes to comply with
FEMA requirements.
· In collaboration with Public Works, we refurbished a city-owned parking lot for use
as a fire drill site including a two-story drill prop.
· Coordinated nine joint-training sessions with Eugene Fire & EMS dealing with high-
rise firefighting in preparation for the opening of Peace Health's RiverBend campus.
· Selected to participate in TOPOFF4, a Department of Homeland Security exercise
held in Portland in October 2007. This exercise simulated the detonation of a "dirty
bomb" and the emergency management system's response to such an event.
Springfield responders rated high in the post-event evaluation.
· Participated in two other disaster exercises to enhance emergency preparedness.
· Processed 17,812 ambulance-billing accounts for 19 local government agencies for
over $17.4 million, up 5.9% in revenue from 2006.
· Rejoined Eugene into the FireMed program.
Attachment B
Page 4
. Added FireMed Plus to the FireMed ambulance membership program, a new
membership option that includes air ambulance coverage, collaborating with REACH
Air Medical, Inc. REACH contributed $96,000 toward campaign expenses.
· Increased Springfield FireMed membership 2%, the first increase after five
consecutive years of membership decline. Also increased the membership of our two
FireMed partners, Eugene Fire & EMS and Lane Rural Fire/Rescue.
· Restarted the JobCare program, enrolling FireMed members through their employers.
Human Resources
Laserfiche/ Archive proiect( s)
· Laser Fiche - completed 412 personnel files
· Documents that are no longer retired have been shredded
Recruitment
· ACM recruitment complete-Jeff Towery on board.
· Participated in the annual Lane Community College Job Fair
· Completed a 3,000 piece mailer for Civil Engineer/Design & Construction
Coordinator
· Completed 54 recruitments _
· Conducted job & market analysis of Building Inspector, Survey Party Chief, GIS
Technician, CECOP Intern, Design & Construction Coordinator, Police
Management, & Fire Management classifications and compensation and
implemented classification, pay policy, or market adjustments necessary to
maintain relevant market competitive positions.
· Conducted a reorganization of DSD positions to update business reporting
structure and maintain relevant market position
Benefits/Retirement
· City Retirement Plan Actuarial study is completed
· Joint Benefits Committee Work Plan in progress
· Alternate health plan exploration
· Police Management compensation study complete
· Implemented 6% PERS pickup for non-public safety, OPEU, AFSCME & non-
union confidential employees
· Completed successful annual EE Benefits Fair
Labor Relations
· OPEU Memorandum for Bi-weekly pay completed
Training
· Annual IAFF Harassment Training complete
· Completed annual city-wide harassment training
· Completed training for and implementation of Bi-weekly Payroll & time-entry
system in conjunction with Finance & IT.
· Tom Mugleston and Ardis Belknap attended the City County Insurance
conference
· Laura's (HR Assistant) completed her BA degree
Human Rights
· Participated in "First Fridays"
Attachment B
Page 5
Information Technology
· Developed a new 12-station Computer Lab with City network access for computer
training in the Carter building. This provides an e?Ccellent resource for training and for
providing new employee orientations.
. Assisted the Development Services and Public Works Departments to implement a
major upgrade to their core Tidemark Systems Permit application.
. Worked with Fire and Life Safety to upgrade their Raiser's Edge FireMed
membership application including new server hardware, new database and new
software.
· Installed new hardware and a live Internet connection to enhance the functionality of
the Team Springfield Gateway Mall kiosk.
· Implemented Laserfiche document imaging software in the City Manager's Office,
Courts, Human Resources and Development Services Departments. New services are
being provided to the public, and new efficiencies are being rolled out to help staff
keep up with customer service demands.
· Worked with Finance and Human Resources to develop and implement a new Time
Entry application that eliminates paper time sheets and enables more accurate time
and job reporting.
· Implemented Windows Server Update Services to automate the distribution of
software patches and fixes for City personal computers, improving performance and
security while freeing up some IT staff time.
· Acquired new SQL-Server Tools and Network Analysis Tools to improve
performance and reliability of the City network and databases.
· Enrolled in a new Microsoft Enterprise Agreement to keep City personal computers
updated and compliant with legal software licensing.
· Implemented network-based Internet Protocol (IP) Phones in the Fire Stations,
eliminating costly monthly OPX telephone bills.
· Provided Smartphones with Internet and online e-mail access to top leadership in
order to improve communications.
· Worked with the Traffic division to implement a major upgrade including new
software and server for the QuickNet traffic signal control application.
· Replaced 80 older personal computers with new units.
· Configured and installed new database and application servers.
· Worked with Police, Fire and Public Works on telecommunications, network, fiber,
and technology requirements for the new Springfield Justice Center and the new Fire
Station 16.
Library Department
· The Library's Youth Services Division was awarded an Outstanding Project Award
from the State Library for its outreach program, which focuses on teaching early
literacy skills for children in preschools and daycares.
· The Library's ,Youth Services Division produced the 2007 Springfield Puppet
Festival, attended by 900 children and their families, in the new Wildish Theater.
Attachment B
Page 6
· The Library worked with Food for Lane County to become a site for Free Lunches for
Kids for the summer.
. 4,455 children attended weekly preschool story programs, an important link in
emergent literacy work.
· Library Managers attended Library Legislative Davy in Salem, met with Springfield
representatives, and were able to promote library legislation.
· The Springfield Arts Commission continued working with Springfield schools on the
annual Youth Arts Show. 974 students participated in the event and select pieces
hung in the City Hall Gallery during May.
· www.springfieldartscommission.org is the new web site for the Springfield Arts.
Commission. The site was developed over many volunteer hours and is linked with
other arts organizations in the community as well as the city's web site.
· In continuing efforts to raise the Library's visibility, its marketing team created four
new READ posters higWighting local 'celebrities' which were unveiled during a
public celebration held at the Library.
· Partnered with other libraries and agencies throughout the community to implement
Reading in the Rain 2007, Eugene-Springfield's annual community read program
· Continued to provide a variety of cultural programs throughout the year for adults in
the community, ranging from poetry to the Civil War.
· Provided in-service learning opportunity for Library staffby meeting with Oregon
State Library staff and legislators in Salem, and observing a legislative session.
· Hosted over 83,000 public internet sessions to users who have no access to internet in
their homes.
· Continued to work with library volunteers, who logged over 3,100 hours of work for
the library.
· Area students in middle and high school participated in the 'Library's Teen Short
Story Writing Contest. Each story started with the sentence, "I shouldn't be reading
this book." All the entries were bound into a book and are on display in the Library.
Police Department
· Construction began on the Springfield Justice Center facility
· While not an accomplishment of the Police Department, Millie Krey donated land to
the City
· Voters approved an Operating Levy renewal for Police and Courts staffing
· Less than lethal equipment, Tasers, were acquired for all uniformed officers to reduce
injury to citizens and officers
· Patrol rifles were placed in all patrol vehicles to counter potential threats from
superior weapons possessed by those intent on inflicting deadly force to innocent
ci tizens
· Acquisition of new portable and mobile radios from Homeland Security Funding
· Digital Cameras were placed in patrol cars to improve crime scene investigations
· Participation and near implementation of regional interoperability radio system
· Three Springfield Officers receive medal of valor and one received a Lifesaving
A ward by the Oregon Peace Officers Association
Attachment B
Page 7
. Community Service Officer, Thelma Barone received the 2006 City's Human rights
award
. Successfully hosted the annual Citizen's Police Academy
. Training was conducted for all sworn personnel on Anti Terrorist and "Active
Shooter" scenarios
. Conducted Bicycle Patrols in the downtown area as a result of funding from Team
Springfield, comprised of the City, School District, SUB and Willamalane Park
District
. The Police Department participated in two disaster exercises designed to enhance
emergency preparedness
. The Police Department is actively involved in preparation for the 2008 Olympic
Trials during which athletes and media will be housed at motels in the Gateway area
of Springfield
. Represented the City and the Police Department at several community events,
including public safety fairs at Jerry's and Gateway Mall and Festival Latina
. Continued work on AIRS replacement project
. Two Police employees are attending the Regional Police Reserve Academy that will
provide them with necessary skills to provide volunteer police services beyond their
normal work assignments
. A new K9 (Bronko) was acquired and new handler, Officer Keetle assigned
· After months of investigation, a fatal hit and run case was presented to the Grand Jury
with an indictment against Laura Finley for Delivery Marijuana less than an ounce,
Possession of Vi cod in, Delivery of Vi cod in, Endanger Welfare of Minor X3, DUll,
Recklessly Endangering and Fatal Hit and Run.
. Arrests were made in a gang related shooting from the Gateway Loop area.
· An investigation of a drive-by shooting resulted in the arrests of three individuals
charged with Attempted Assault 1, Menacing, Reckless Endangering, Unlawful Use
ofa Weapon and Criminal Mischief2.
· A search warrant at 1120 W. Fairview #39 resulted in the arrest of a drug dealer
charged with Possession, Delivery and Manufacturing Meth. Ten ounces of Meth and
$20,000 were recovered.
· Springfield Police Investigators assisted DEA with numerous search warrants as a
result of a three month investigation which resulted in the seizure of 17 Ibs. of heroin
· An investigation of a child sexual assault on two children in the Gateway resulted in
the arrest of the perpetrator in California who was sentenced to ten years in prison
after serving a prison sentence for crimes in California.
· An individual was arrested and convicted of assaulting an 87 year old Springfield
resident with a pick ax. The offender was sentenced to 90 months in prison.
· Springfield Police Investigators surveilled a residence for two suspects for The Los
Angeles Police Department sought in connection with a murder investigation. Both
suspects were arrested by Springfield Officers.
Public Works Department
· Supported City Manager's office in monitoring and coordinating responses to actions
in United States Congress and Oregon State Legislature
Attachment B
Page 8
. Celebrated ground breaking for Justice Center project, and provided project
management for construction
. Provided project management for planning and design for new Fire Station 16
· Coordinated and managed monthly payrolls and provided substantial support for new
City-wide payroll and time keeping system conversion
· Received 3 Project Excellence A wards for Martin Luther King, Jr. Parkway - one of
which was national level
· Management staff completed remaining requirements for National Incident
Manageinent System/Incident Command System Training
· Developed and conducted Local Governance Course attended by 100%.ofPublic
Works employees
. Began Systems Development Charge (SDC) Update
· Continued management of Long Term Financial Plans for several City funds
· Reviewed / processed 303 Land Use Development Permits
· Reviewed 621 Building Permits; calculated 386 residential and 110 commercial
System Development Charges
· Processed private permit projects for 20 subdivisions
· Developed and launched an innovative Best Management Practices (BMP) manual
for auto repair shops and a "Clean Water Business" certification for repair shops that
work to reduce pollutants, and completed 30 auto shop technical assistance
inspections
· Received Springfield's first Federal Stormwater Discharge Permit, and submitted our
first annual report to Department of Environmental Quality (DEQ) as required
· Supported Metro Waterways study, including research and development of
alternatives for restoring and maintaining Cedar Creek water quality and protection
from flooding
· Managed of$17 Million in design and construction work in implementing MWMC
Facilities Plan
· Managed over 18,500 sewer and drainage accounts, including:
o Responded to 2,322 customer service billing inquiries
o Researched and performed 988 customer account adjustments
o Achieved 100% good/excellent rating from surveyed sewer customers for
quality of customer service
· In partnership with Maintenance staff, designed, obtained permits for, and
constructed (all in-house) a stream bank restoration project for 200 feet of the lower
reach of the Springfield Mill Race, abating erosion problems and improving
conditions for water quality and habitat
· Worked with Agnes Stewart Middle School students to restore native vegetation,
install bat houses, and improve wetland/riparian areas along Jasper Slough
· Responded to 1,650 Maintenance Division Customer Service Request's (CSRs)
· Managed 19th Annual Spring Clean Up Event
· Completed 55 linear miles of crack sealing on arterial- collector streets
· Removed 650 tons ofleaves from City streets
· Processed 375 encroachment permits allowing other to work in the ROW
· Responded to 330 citizen service requests related to trees
Attachment B
Page 9
. Completed annual cleaning of 4,500 catch basins
. Completed annual cleaning of 10 miles of storm system
· Replaced / Rehabilitated over 6,500 feet of sanitary sewer pipe in connection with
Wet Weather Flow Management Plan
. Cleaned over 70 miles of sanitary sewer pipe
· Inspected 45 miles of sanitary sewer pipe
· Responded to 130 after-hours Emergency Response Team call-outs
· Performed 800 vehicle repairs and preventative maintenance services
· Replaced City Hall roof through warranty at no cost to City
· Completed Building Conditions Study to assess immediate, short range, and long
range maintenance needs for 13 City buildings
· Completed 229 land use application reviews
· Completed 203 Transportation related Citizen Service Requests (CSRs)
· Worked with metro partners to adopt Metropolitan Planning Organization's 2031
Federal Regional Transportation Plan so that funded projects across metro area could
be programmed in Statewide Transportation Improvement Program and constructed
· Developed Gateway/Beltline improvement project to an initial construction phase
recommendation through rigorous stakeholder participation, traffic assessment, and
inter-agency involvement
· Initiated Franklin Boulevard Study and refined concepts and implementation
approach through an open public process, in order to upgrade Franklin as a catalyst to
Glenwood redevelopment
· Began process to identify City Transportation System Plan updates in coordination
with HB 3337 implementation to investigate a new and potentially expanded
Springfield urban growth boundary
· Secured funding for Bob Straub Parkway phase two completion and negotiated
jurisdictional exchange agreements among City, Lane County and ODOT
· Began replacing low pressure sodium lighting at several important locations
· Participated in City-wide Risk Committee
· Continued to provide staff support to alenwood redevelopment
· Negotiated merger of Regional Fiber Consortium and FiberSouth Consortium
· Conducted Defensive Driver Training for all Public Works employees
· Participated in Rapid Process Improvement Train-the- Trainer Program
· Published 2 articles (GIS World Magazine)
· Checked and approved 11 subdivision and partition plats
· Completed design and construction of Olympic Street Striping
· Construction of Phase 2, South 42nd Street Reconstruction project is complete
· Harlow Sewer Lift Station construction is underway
· Vera Street Lift Station construction is complete
· Completed 21 Public Improvement Plan (PIP) review and inspections of private
development public infrastructure improvements
· Provided project management lead for City for review and approval of design detail
for the 7+ mile phase two Pioneer Parkway ErnX bus rapid transit project
Attachment B
Page 10
. Completed public process to evaluate replacing traffic signal at 14th and E Streets that
was completely destroyed due to a storm
· Participated in design and construction of Martin Luther King, Jr. Parkway median
safety barrier rail project
· Conducted Safety Town program for grade schools
· Participated in community service projects - e.g., Day of Caring; Career Day at
Springfield Middle School; Arbor Day, and United Way ,Campaign
· Participated in development of Road and Bridge Earthquake Response Inspection
, Plan with ODOT, Lane County and City of Eugene
. Coordinated with Union Pacific Railroad on crossing reconstruct projects at 420d
Street and Weyerhaeuser and Marcola Road and Kingsford
· Performed 4,000 square yards of asphalt skin patches and thin lift overlay on
improved and unimproved streets
· Completed slurry seal project on Olympic Street consisting of 8,000 square yards
· Repaired 820 feet of damaged sidewalk and curb and gutter caused by street trees
· Spent 500 hours on snow and ice control
· Coordinated and developed beginnings of graffiti tracking and elimination program
· Swept 2,000 curb miles of streets
· Performed thin-lift overlay on South 71 sl Street to address resident's safety concerns
· Trimmed 900 street trees
· Provided staff support for several special events, such as U of 0 football games, car
cruises, Fiesta Latina, Lights of Liberty, Willamalane's Living History Festival,
Veteran's Day Parade, Holiday Parade, Holiday Lighting and festivals
· Repaired or replaced 650 traffic signs
· Provided custodial serviCes and building maintenance support for City Hall, Museum,
and Maintenance Complex (approximately 115,000 square feet)
· Managed a 27% increase in ongoing Industrial Wastewater Discharge Permit
administration
· Managed design and construction of$17 Million for Regional Sewerage (MWMC)
facilities
· Designed and constructed a stream bank restoration project for 200 feet of the lower
reach of the Springfield Mill Race
· Updated Wastewater User Rate Categories for restaurants and mixed-use shopping
centers; including outreach to 505 business owners
· Completed specifications and began promotion of "Rain Gardens", which allow a
new flexible stormwater management strategy to improve storm water quality, reduce
demands on City storm water infrastructure, recharge ground water aquifers, and
reduce potential for flooding
· Settled litigation "filed against MWMC and the Cities of Springfield and Eugene under
the Clean Water Act
· Coordinated and presented a 2007 Earth Day event for Springfield employees, as well
as Mayor's Earth Day poster contest
· Worked with Springfield School District to develop and provide field and class room
education programs to meet MWMC and stormwater quality program directives
Attachment B
Page 11
. Responded to 60 complaints of dumping, spills, or other illicit discharges to storm
system
. Collected over 300 industrial wastewater discharge compliance samples and
conducted 19 inspections on significant industrial wastewater users
. With Eugene stormwater staff, developed "Clean Water Car Wash Kits" for loan to
non-profits, to collect and pump soapy wash water to sanitary sewer system
Attachment B
Page 12
"""
City Council Goals, 2007 - 2012
Established by Council January 29, 2007
1. Provide fmancially sound, stable city government
2. Utilize resources efficiently and effectively to meet citizen needs for core services
3. Maintain and improve transportation infrastructure and other city facilities
4. Expand the Springfield economy through commercial and industrial development which creates family wage jobs
5. Enhance public safety in Springfield
6. Facilitate the redevelopment of Springfield
7. Partner with citizens and other public agencies to leverage resources
8. Preserve our hometown feel as we grow
One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status NextStep Completion Date Last Update
Department
Glenwood DSD/PWI SEDA 1. SEDA is considering a multiple-developer 1. Based on market study, staff is evaluating possibility 1. SEDA work sessions 1. Ongoing 01/08/2008
Development approach. of working with multiple developers. Winter 2008
PW 2. Develop Franklin Blvd design concept and 2. Have conducted six SAC. meetings, two Public Open 2. Council Work Session 2. Planning 02/06/2008
alignment, including preferred alternative for House. Conducted design workshops and identified March 10, 2008 to Commission
Franklin/McVay intersection, with project alternatives. review draft concept and recommend-ation( s)
stakeholders. seek direction on next and City Council
steps (Le. plan decision Spring 2008.
amendments and NEPA
DSD 3. Initiate Glenwood Refinement Plan Update 3. Council Work 3. Project completion 02/06/2008
Project Session February 25, date est. 12/31/2010,
2008 to present with priority Plan
proposed work program Districts adopted 12-
with phasing option. 16 months after project
initiation.
Gateway Development PW 1. 1-5/Beltline: ODOT will continue Phase-1 1. 1-5/Beltline: Phase 1 continues. Project Team 1. 1-5/BL: Project Team 1. 15/BL: Project 01/08/2008
[Gateway Area construction and work with City staff to identify Unit continues to discuss 1 refine Unit 2 construction elements. recommends Unit 2 Target is Spring 2009
Transportation 2 construction elements. elements to Region 2
Management] management.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
2. Gateway/Beltline: Develop 30% design for 2. Gateway/Beltline: Access and easement discussions 2. Gateway/BL: Project 2. Gateway/BL: Project 02106/2008
Beltline/Gateway/Kruse/Hutton couplet with project with property and business owners complete. update scheduled for Target is 2010
stakeholders; begin ROW acquisition. Investigate Optimization analysis complete. Pursuing Unit 1, Add Council 3/17/08
optimizing project elements based on cost, Lanes project concept with FHWA and ODOT. If FHWA
operational benefit, impact to property and the approves, begin 30% design and acquire needd right of
timing of project components. way.
PW 3. EmX: Incorporate EmX into couplet design. 3. EmX: Parkway EmX has completed 30% design and 3. EmX: Council review 3. EmX: Project Target 02106/2008
Review and approve design detail for EmX in City staff review. Gateway/Beltline Unit 1, Add Lanes and approval of EmX is 2010.
Gateway area as part of parkway BRT design 'allows ErriX in existing north-south Gateway St. - 30% design concept
review. configuration. EmX vehicles in mixed traffic on Gateway pending February 2008.
and Harlow (no special lanes) per Locally Preferred
Alternative in Environmental Assessment.
Downtown: DSD 1. Prepare a Downtown Revitalization Strategic 1. This is a new project assigned 12/24/2007. Develop a 1. Meeting with ODDA 1. 9/23/2008 01/17/2008
Redevelopment Plan. coordinated strategy to guide downtown revitalization rep. 1/25/2008 to
efforts. Organize existing downtown advisory discuss strategy.
committees, funding mechanisms and project lists,
prepare Downtown Plan District design standards,
implement regulatory plan, adopt criteria for use of CDBG
funds downtown.
SEDA 2. Implement downtown urban renewal plan. 2. Ballot measure approved by voters. 2. Recruit and appoint 2. March 2008 02106/2008
Downtown Urban
Renewal Advisory
Committee (DURAC).
3. Expand and strengthen the Downtown 3. Staff has met with remaining Downtown Association 3. Finalize Association 3.07/31/2008 02106/2008
Association. members and is soliciting names for new leaders. leadership and host
general meeting of
business owners.
4. Continue enforcement efforts to reduce illegal 4. Continued patrol; bike patrol in place. 4. Continue enforcement 4. Ongoing. 01/08/2008
activity. patrol.
5. Establish design standards for downtown 5. Historic Commission is researching downtown 5. Propose draft 5.6/30/2008 01/08/2008
renovation and new construction. architectural design standards. The Planning standards for review with
Commission will review proposed regulatory controls. stakeholders, public,
Planning Commission.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
6. Identify key infrastructure projects and phasing. 6. Public Works staff has developed preliminary list of 6. Refine list; develop 6. 12/31/2008 01/08/2008
potential projects. phasing and cost
estimates.
Mill Race: PW 1. Acquire approved funding for the Mill Race . 1. Corps staff have allocated $100,000 to go toward United Front to pursue in Target: April 2008. 01/07/2008
Redevelopment project from the U. S, Army Corps of Engineers. completing designs and specifications and begin March
construction with some demolition.
2. Continue to work with the Corps to complete 2. City has removed one of the bridges just downstream 2. Complete design Target: October 2008. 01/07/2008
project design and begin construction on the of the dam, and is working with Corps to develop 60% specifications; secure
MillRace restoration project. design drawings. City also is working with elected funding; and coordinate
officials to seek sufficient federal budget appropriation for with stakeholders to
this fiscal Year. finalize desian.
3. Restore portion of the Mill Race bank and 3. Sank stabilization on 200 feet of lower reach 3. Complete plan and Target: December 01/07/2008
vegetation not addressed by Corps project. completed. Preliminary conceptual planning for budget for phased 2008.
remainder has occurred. restoration.
4. Complete Stormwater ManagemenUOpen 4. Project included in draft Capital Improvements Plan for 4. Develop RFP and Target: April 2009. 01/07/2008
Space facility design for City-owned north bank of FY 08-09. contract for design
Mill Race property west of Swanson mill. services.
I South 42nd Street PW 1. Address neighborhood concerns for pedestrian 1. Phase 1 is complete and included the opening of a 1. Continue with and Road Closures: 01/08/2008
: Improvements and bicycle safety. roundabout at the 42nd / Jasper Road intersection. ultimate completion of 08/30/07 Phase
construction. 1 Completion:
12/01/07
2. Phase 2 is the section of North of Mt. Vernon. 2. Phase 2 is complete and fully open to traffic -- Council acceptance of 10/25/2007 01/08/2008
dedication ceremony was held October 25,2007. completed project.
Support Review of the CMO Work with the Springfield Chamber of Commerce A Conference Center committee comprised of community The Committee is 9/1/2008 02/06/2008
Feasibility of a to identify possible locations and strategies for members and several City staff, have been meeting and requesting proposals for
Conference Center moving forward. have identified several potential sites for a Conference a Conference Center
Center. feasibility study.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
Determine the Future of LIB 1. Determine appropriate levels of service 1 . Costs have been calculated for various levels of 1. Update information 1. 3/31/2008 01/29/2008
the Library (including hours of operation) using Oregon Library improvement. Information was compiled in 2005.
Association Standards, data from comparable
Oregon public libraries, in-house/Sanipac survey,
the Library Long-Range Plan.
2. Present Budget Committee and Council with 2. Staff has identified two options for meeting this goal: 2. Present alternatives to 2. OS/20/08 01/29/2008
options for stabilizing and improving Library the first is a serial levy, the second is the formation of a Council and prepare a
funding. Library District. work plan based on
direction.
Implement Remaining DSD 1. Apply Nodal Overlay zoning at RiverBend as 1. Staff has identified the need to consider additional 1. Propose a Riverbend 1. 12/31/2008 01/08/2008
Nodal Development previously directed by Council in their approval of properties to be included in the overlay district. node boundary, contact
Areas per TransPlan the Riverbend Master Plan. property owners, and
begin public review and
adoption process.
2. Finalize Jasper Natron Specific Development 2. Staff is taking initial steps to update and recommend 2. Meet with 2. 12/31/2008 01/08/2008
Plan, designate nodes and adopt the Plan. adoption of the Jasper Natron Specific Development stakeholders and
Plan. Adoption of the nodes is expected with adoption of affected agencies to
the final plan. review draft plan.
TEAM Springfield CMO 1. Continue to work with other TEAM Springfield 1. A JEO meeting was held on February 2, 2008 1. Review status and 1. Ongoing 02/06/2008
agencies to achieve community goals and work plan for balance of
periodically assess progress. . year.
2. Report TEAM Springfield goals to community. 2. Production schedule to be set by CAO Team. 2. Distribute report or 2. Ongoing 07/21/2007
newsletter.
IT 3. Springfield IT updated the Team Springfield kiosk this Install updated signage. Hardware completed; 02/06/2008
summer in the Gateway Mall to include new hardware Working with Dan Egan waiting on signage.
and a live Internet connection to the Team Springfield and Chris Pryor.
partner web sites.
Identify Possible Wi-Fi IT Identify costs and benefits of Municipal Wi-Fi. Council has reviewed multiple options for Municipal Wi-Fi. Monitor emerging Received direction 12/17/2007
Locations in Nodal Present multiple options to Council in the form of Direction is to monitor emerging Wi-Max technology and technology options. 10/15/07. Completed
Development an Issue Paper. other municipal projects, and review later if appropriate.
Enter into an FIN Financing for this project with the Bank of the West The initial phase of this project to arrange the financing so May 2007 Completed 07/09/2007
Agreement with the has been completed. The construction agreement that the BLM could be included in the joint contstrution
BLM/Forest Service to with the Dept of Miltary is completed. The future project is concluded. The project is under construction
Construct Office and lease with the BLM/Forest Service for the buildings and is scheduled to be completed in early 2009
Warehouse Space in occupancy and resources for the retirement of the
Springfield debt has been completed.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
Commercial-Industrial- DSD Conduct a Commercial-Industrial Land Supply and The passage of HB 3337 requires establishment of a Consultant ECO NW will 12/31/2009 01/08/2008
Residential Buildable Demand Study and Goal 14 analysis to determine discrete, Springfield Urban Growth Boundary and be under contract by
Land whether expansion of the Urban Growth Boundary compliance with ORS 197.296 which requires a 20-year January 2008 to perform
(UGB) is necessary and justifiable. residential buildable land supply within 2 years of the this work. Five Joint
effective date of the law. While the bill does not prescribe Planning
requirements concerning Springfield's commercial / Commission/Council
industrial land supply, Statewide Planning Goal 14 work sessions are being
requirements and ORS 197.712 require cities to provide scheduled. Planning
within their UGB's a commercial / industrial land supply Commission work
sufficient to accommodate a 20-year projected demand. session January 2008 to
It is therefore reasonable to conclude that the state will ' approve Citizen
require this demonstration within the same 2 year time Involvement Plan.
frame provided for the residential lands inventory.
Devel9P/Revise and F&LS 1. Develop an Emergency Management Plan and 1. City Council endorsed the Emergency Management 1. Training 9/30/2007 Completed 09/28/2007
Implement an Annexes, and implement the plan. Make updates Plan on December 4, 2006. Plan posted on the web as of subcommittee wil
Emergency as needed. June 13, 2007. All city personnel urged to become provide employee
Management Plan familiar with the plan and offer recommendations for . training.
future improvements.
2. Complete FEMA National Incident Management 2. Mayor made declaration adopting the FEMA National 2. Subcommittees 9/30/2007 Completed 09/27/2007
System (NIMS) compliance training citywide. Incident Management System (NIMS) as the official formed to develop work
guideline for emergency management for the City. plans for FY08.
Citywide training completed by September 30,2007.
3. Emergency Management Committee to 3. Committee work ongoing. Annual Report date 3. Annual report to be 1 0/31 /2008 .02/06/2008
complete an annual report available on intranet switched to fiscal year from calendar year. Completion completed and posted
and website. date reflects inclusion of most recent federal NIMS by October 31, 2008.
4. Participate on the Direction for Lane 4. Committee members participate in monthly meetings of 4. Provide input on 5/1/2007 Completed 02/06/2008
Preparedness Coalition - emergency management the Lane Preparedness Coalition. pandemic influenza
representatives from agencies throughout the preparedness.
community.
Establish External and POL Work with regional partners to establish a shared, Regional radio system is being installed, scheduled for Acquisition of remaining Februrary 2008. 08/20/2007
Internal interoperable radio system for police department completion in October 2007. Public Works frequency has portable radios for
Communications operations. Utilize current infrastructure to move been identified, currently in licensing phase. Possibilities police. Reprogram
Interoperability Public Works Dept. onto police radio system for for Fire interoperability are being studied regionally. current police radios for
interoperability purposes. Develop protocols for PW use. Begin testing
improved interoperability with Fire Department. regional system Fall
2007.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
Update the IT Disaster IT Analyze the types of disasters the City may be Comprehensive service matrix with responsible IT staff Get Departmental input September 2008 02/06/2008
Recovery Plan exposed to, and the electronic responses and functional leads has been developed. Regionally a into service priorities.
necessary. Get user input into service priority. uniform disaster recovery methodology has been Review regional disaster
Determine effective off-site re~start capabilities, in developed and is in the testing phase. recovery methodology.
the event of a catastrophic event.
Facilitate Justice PW/IT Facilitate expedited timeline for Justice Center Project is on schedule / on budget. Overall construction Continue project Police/Courts: 11/2008 01/08/2008
Center Construction construction to be completed on schedule. began June 2007. Police / Courts building scheduled for management per Jail: Jan 2010 (PW)
Timeline for on completion in November 2008. Jail scheduled for schedule. Publishing 02/06/2008
Schedule Completion . completion January 2010. The "B" Street vacation RFP for voice/data (IT)
process has been initiated. cabling Feb 2008.
City Hall Space Needs PW Evaluate needs of present City Hall operations. Completed .needs assessment - provided analysis memo Feedback on next steps (On Going) 02/01/2008
Determine strategy to address those needs, both to CMO on 02/01/08. from CMO.
in the immediate/short term and the longer term.
Promote Community CMO Invite TEAM Springfield to join in collaborative As of January 27,2008, the Community Image focus Review work plan with (On Going) 02/06/2008
Image effort to promote the community's image through group meetings are now complete. Initial data was Council on 10/01/07.
the development of a branding strategy. presented to Team Springfield on February 2,2008.
I Meetings are now being scheduled to review the data and
:
formulate a plan for moving forward. A timeline should be
available by the end of February.
.
Reduce Reliance on FIN The project to develop options regarding possible The data gathering for this project is being shared with Project schedule and 6/30/2008 07/09/2007
Special Levies targets for reducing reliance on special levies is the Council target for studying the demands for growth on data base shared with
scheduled to begin in July 2007 after the final City services. The phase will continue through the Exec Team
adoption of the FY08 budget. summer and provide a initial report out in the late fall.
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One Year Council Priorities (2007)
Council Priority Responsible Tasks Current Status Next Step Completion Date Last Update
Department
Building Maintenance PW Identify and develop alternative funding sources to Presented CC on 12/03 - recommended increased Short Term: work with 06/30/2008 01/29/2008
Funding address the immediate, short and long term needs. building maintenance funding be identified through Finance Dir to properly
normal budgeting process for FY09 Budget. Also allocate needs beginning
recommended research and creation of "depreciation" FY09 Budget. Longer
fund for longer term maintenance needs. Bob Duey Ierm: Work with
discussed at Mid-Year Budget Committee meeting Finance to create
(01/29/08) - stated we are weighing options as to how to "depreciation" fund
fund the $600k. source.
Growth Demands on FIN The project to initiate multi-year budget strategies Finance staff are beginning to build the templates for Project schedule and 7/30/2008 07/09/2007
Current Service Levels for department level operational plans that colle9tin9 city-wide financal information for this project. data base shared with
anticipate the organizational growth required to An initial presentation to the Exec Team will occur in Exec Team
match increased service demands is scheduled to August
begin in July 2007 after the final adoption of the
FY08 budget.
Postcard Exercise
Council Goal Setting
February 11,2008
Directions:
. Imagine that after the Council Goal Setting Session, you left the community and
didn't return for 15 years.
. Upon your return, write a postcard to a friend or family member describing
Springfield as it is after those 15 years.
. Bring your postcard to the Goal Setting Session on February 11
. Share your postcard with the rest of the Council.
POSTCARD FROM SPRINGFIELD - 2023
\
Attachment D
City of Springfield
A Commitment to Continuous Improvement
Goals
o To make Springfield a preferred and desirable place to live and work
o To reach our potential as individuals and an organization \
o To get daily work done daily
o To provide challenging and stimulating work for city employees
o To remove the barriers to success
o To reward a job well done
Introduction
Lean is a philosophy that seeks the involvement of all workers in the elimination of waste and
the adding of value. It has produced startling results, first, by stressing respect for people and
teamwork and, second, by incorporating a series of analytical techniques to reduce activities
that are wasteful and do not add value.
While lean found its early development in manufacturing environments, leading lean
praCtitioners have expanded into more advanced applications of lean tools and principles that
produce valuable results outside of manufacturing, in both public and private sector
organizations.
Lean manufacturing techniques have been around in one form or another for more than 85
years. Individually applied, these techniques offer logical and organized approaches to
manufacturing the products that customers demand. Collectively, the techniques enable.
companies to gain a significant competitive advantage by producing higher-quality products at
lower costs, all the while shortening the time between orders and delivery. Put another way,
lean manufacturing is the production of goods using less of everything compared to mass
production: less waste, less human effort, less manufacturing space, less investment in tools,
and less engineering time to develop a new product. Lean manufacturing is a generic process
management philosophy derived mostly from the Toyota Production System (TPS) 1 and also
from other sources.
In office settings lean principles are used to address processing information, handling paper,
correcting processing errors, meeting deadlines, and fulfilling internal and external customer
expectations - all activities that are important to office effectiveness. The processes necessary
to convey customer orders and to deliver a product or service are critical to gaining and
maintaining customer satisfaction in all business environments.
Applying the principles in a government setting carries some unique challenges. The
complexity of government operations can make the process of defining desired results less
straightforward than it is in private business. Government managers cannot always identify their
customers; much less know exactly what those customers find truly value-adding. When
focusing on government operations, an analysis must include reviews of both the laws and
regulations applied to the government agency and the laws and regulations applied by the
agency. With respect to each, the agency must consider the need, or lack thereof, for a
particular law or regulation. Then, the agency can more clearly assess how the marginal
benefits of satisfying a requirement lay up against compliance costs. While agencies usually
cannot control enactment or the need to enforce laws and rules, their ability to question these
-
ATTACHMENT E - PAGE 1
Continuous Improvement - Page 2 of 5
underlying assumptions can provide valuable information about the compliance processes they
decide to execute.
Overview
For many, Lean is the set of TPS tools that assist in the identification and steady elimination of
waste, the improvement of quality, and production time and cost reduction. As an aside, there
are a number, of Japanese terms from Toyota often used to describe lean practices and some
will be discussed here. To solve the problem of waste, Lean Manufacturing has several 'tools'
at its disposal. While it is expected that the City will take a flexible and comprehensive
approach, continuous process improvement will be the primary focus of our efforts.
Lean implementation is focused on getting the right things, to the right place, at the right time, in
the right quantity to achieve perfect work flow while minimizing waste and being flexible and
able to change. All of these concepts have to be understood, appreciated, and embraced by
the employees who do the work and therefore own the processes that deliver the value. The
cultural and managerial aspects of Lean are just as important as the actual tools or
methodologies used to do the work. Lean aims to make the work simple enough to understand,
to do and to manage. The primary responsibility of managers is to remove barriers to
improvement.
Continuous Process Improvement
Kaizen: pronounced 'ky-zen' A Japanese word meaning incremental, continuous growth and
improvement.
Kaizen is a daily activity whose purpose goes beyond simple productivity improvement. It is
also a process that, when done correctly, humanizes the workplace, eliminates overly hard
work, both mental and physical (muri), and teaches people how to perform experiments on their
work using the scientific method and how to learn to spot and eliminate waste' (muda) in
business processes.
People at all levels of an organization can participate in kaizen, from the CEO down, as well as
external stakeholders when applicable. The format for kaizen can be individual, suggestion
system, small group, or large group. At Toyota, it is usually a local improvement within a
workstation or local area and involves a small group in improving their own work environment
arid productivity. This group is often guided through the kaizen process by a line supervisor;
sometimes this is the line supervisor's key role. While kaizen (at Toyota) usually delivers small
improvements, the culture of continual aligned small improvements and standardization yields
large results in the form of compound productivity improvement.
This philosophy differs from the "command-and-control" improvement programs of the mid-
twentieth century. Kaizen methodology includes making changes and monitoring results, then
adjusting. Large-scale pre-planning and extensive project scheduling are replaced by smaller
experiments, which can be rapidly adapted as new improvements are suggested.
The cycle of kaizen activity can be defined as: standardize an operation ~ measure the
standardized operation (find cycle time and amount of in-process inventory) ~ gauge
measurements against requirements ~ innovate to meet requirements and increase
productivity ~ standardize the new, improved operations ~ continue cycle ad infinitum. This is
also known as the Shewhart cycle, Deming cycle, or PDCA (Plan-Do-Check-Act).
ATTACf.IMENT E - PAGE 2
Continuous Improvement - Page 3 of 5
Implementation Options
Literature and recent experience suggest that there are a number of methods to implement lean
practices in an organization. The two different approaches described below are both being
used to inform the design of an approach specific to the City.
Tools based approach:
o Senior management to agree and discuss their lean vision
o Management brainstorm to identify project leader and set objectives
o Communicate plan and vision to the workforce
o Ask for volunteers to form Lean Implementation teams (5-7 works best, all from different
departments)
o Appoint members of the Lean Implementation Team
o Train the Implementation Team in the various lean tools - make a point of trying to visit
other organizations which have implemented lean
o Select a Pilot Project
o Run the pilot for 2-3 months - evaluate, review and learn from your mistakes
o Roll out pilot to other areas
o Evaluate results, encourage feedback
o Stabilize the positive results by teaching supervisors how to train the new standards you've
developed
o Once satisfied that a program can be sustained, consider introducing the next lean tool.
Select the one which will provide the greatest return for the organization
Four-step approach:
Step 1: Assess and Plan
The assess and plan step focuses on understanding the needs of the organization and how it
operates. Insight into the organization is achieved through interviews of executive leaders and
key staff members, data gathering and analysis, and process observations. The output of this
step is a report identifying 1) strengths, constraints, opportunities, and threats; and 2) prioritized
improvements.
Step 2: Train
Successful lean implementations occur only when organizations develop a critical mass of lean
expertise within themselves. Developing this expertise must begin at the top, with the
executives of the organization thoroughly understanding and committing themselves to lean
improvement. Only then can those with more responsibility for implementing a lean initiative
begin to develop their own knowledge and expertise through change management, process
improvement techniques, and performance measurement.
Step 3: Implement
As implementers gain knowledge and an understanding of lean, they can focus on applying
these skills in a number of ways. For efforts involving a short time frame and a narrowly
focused improvement opportunity, implementers can embrace a kaizen approach, wherein a
ATTACf.IMENT E - PAGE 3
Continuous Improvement - Page 4 of 5
cross-functional group focuses on improving a process over a limited period to achieve a
desired result or goal. Improvement efforts of longer duration will require a guided
implementation approach, involving managing direct resources to achieve the desired result or
goal. Both approaches use Jean continuous improvement tools, process measurement
techniques, and project management skills.
Step 4: Embed
The ability to sustain change is the most difficult aspect of lean improvement. Yet the linchpin of
lasting lean improvements remains the creation of a culture of continuous improvement that
embeds the lean philosophy in an organization. The monitoring and tracking of key
performance measures and the coaching and mentoring of lean implementers are critically
important steps to building this desired culture.
ChallenQes
For some, lean government implementation clearly 'presents difficulties. In many localities, the
answer to the question "Who is in charge?" is sometimes "No one" or even "Everyone." Many
governmental processes overlap different levels of government. Functional departments are
often managed by politically independent elected officials. Statutes spell out the duties of some
agencies, and changes literally require an act of Congress. There can be no guarantee of
continuing top-level "ownership" of the process; political leadership, for instance, can be
transitory (and in many circumstances term limits assure that it is).
Even where there is clearly someone in charge, processes may have evolved so imperceptibly
that their existence, much less their impacts, are not readily apparent to anyone. Those in
charge (and anyone else) simply may not comprehend undocumented processes that have real
operational implications. Moreover, varying explanations prevail as to who the customer is. Not
surprisingly, precise definitions of governmental customer requirements often do not exist.
All of these characteristics of government run counter to both the philosophy and the practice of
lean. Yet the principles underlying lean, plus the tools required to implement it, help managers
understand the nature of their customer service requirements and the work necessary to deliver
the desired level of service. Line workers and top managers collaborate more routinely and
effectively to more clearly understand what constitutes good, value-adding work, as well as the
constraints faced in maintaining a sharp focus on only this kind of work.
Progressive managers are adopting the lean concept and making significant improvements in
governmental operations by clearly identifying activities that should be eliminated, simplified, or
enhanced. This takes courage, commitment, resources, and sound analytical work, ultimately,
lean implementation is well worth the journey.
Current Status and Next Steps
In addition to some introductory work that occurred about four years ago, several efforts have
been conducted in the past six months or are currently underway. DSD and PW have each held
a Kaizen event on a specific process. By the end of February, 45 managers and other key staff
members, will have completed Process Management training. The Executive Team (ET)
dedicated their annual planning session to address implementation and communication related
to process change. ET agreed that several key principles were critical to success:
-
ATTACf.IMENT E - PAGE 4
Continuous Improvement - Page 5 of 5
. Continuous improvement
. Customer service
. Engaged employees
. Make Springfield a desirable place to live and work
. Successful organizations have time to learn (to be strategic)
. Take time to learn and energize
In addition, the group discussed several steps that need to be taken in order to implement a
culture of continuous improvement at the City of Springfield:
. Effort needs to be aligned to the vision, mission, and direction of the organization.
. City Manager - Announcement made to kick off, introduction, goals, where we go next.
. Incorporate into existing training and communications.
. Departments can proceed based on current needs and resources.
. Continue to conduct training events for new and existing employees.
. Create an inventory of opportunities for process improvement.
. Keep ET informed of:
. Training
. Events
. Results
. Employee involvement
. Formalize ET commitment to continuous improvement through a written agreement.
· City Manager to create an annual agreement with each department head.
. ET to have weekly discussions, updates or strategy sessions.
Notes
1. Womack, James P., Jones, Daniel T., and Roos, Daniel (1991), The Machine That Changed
the World
Additional Sources
Toyota Production System, Taichi Ohno (1988), Productivity Press, ISBN 0-915299-14-3
Portions reprinted with permission from:
Krings, David, Levine, Dave, and Wall, Trent (2006), The Use of "Lean" in Local Government,
PM, September 2006, Volume 88, Number 8
ATTACf.IMENT E - PAGE 5