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Importance of Vision and Core Values For Local
    Government, And An Action Plan For New
    Administrators As They Begin Their Duties

How Determining a Vision Statement, Core Values, & a
Mission Statement Facilitate Action Plans for New Chief
   Executive Officers of Local Units of Government


               Clarence E. Goodlein
          Discussion Leader & Facilitator
How Visions Begin &
                                    What They Require.

• Visions Begin With Knowledge of a Community
  and Hope and Confidence Concerning its People
  and their Future.

• Visions Require Courage and Leadership as Well
  as Commitment to the Community and its Future.

• To Be Effective, Visions Require a Foundation of
  Core Values and a Mission or Strategy that
  Provide Means of Accomplishing the Vision.
What are
                                      Core Values?



• Set of Beliefs That Specify How We Will Behave.

• Principles That We Will Refuse To Compromise.

• Context Within Which a Vision and Mission Are
  Accomplished.

• Communicates What We Deem Important and
  “How We Do What We Do”.
What is a Vision?




• What We Want to Become or Achieve.

• Our Image of an Ideal Future.

• A Dream That Inspires Action and Results.

• Communicates Where We Are Headed and
  “Why We Are Doing What We Are Doing”.
What is a
                                      Mission or Strategy?



• Defines What We Are Doing in Terms of
  Outcomes, Goals and Objectives.

• Directs Us to Our Vision and Enables Us to Attain
  Our Vision.

• Facilitates Operational, Tactical, and Strategic
  Planning.

• Communicates What We Do and the Purpose of
  the Organization.
Benefits of Core
                              Values, Vision, and Mission
                                   Statements.

• Communicate Intent, Purpose, and Direction
  to Staff.
• Communicate Determination and
  Commitment to Clients and Stakeholders.
• Facilitate Effectiveness and Efficiency.
• Provides the Basis for Metrics That Can Be
  Used to Evaluate Outcomes.
• Unifies Organizations and Facilitates the
  Exercise of Leadership.
Importance of Declaring
                                                      Core Values, Vision, &
                                                       Mission or Strategy.


• Organizations With Core Values, Vision, and
  Mission Statements Are Typically 29% More
  Productive Than Organizations Who Have Not
  Developed and Published These Declarations.
  (World at Work Association, Watson-Wyatt Work Study. (2006). Clarifying
  Competencies – Powerful Tools for Driving Business Success. Retrieved from
  http://www.worldatwork.org)


• These Guiding Principles Facilitate Good
  Judgment and Decision-Making in the Absence of
  Policy & Procedure Concerning a Certain Matter.
What Should
                                         Core Values Do?


Serve as a Moral Compass for Our Actions and
Describe How We Will Behave During Our
Exercise of Government. They Should Exemplify:
     Integrity & Truth      Leadership & Courage
     Honor                  Collaboration
     Pride                  Accountability
     Commitment             Passion
     Perseverance           Quality of Work
     Respect For Everyone   Service To Others
What Should A Vision
                                Statement Provide for Local
                                   Units of Government?



Framework That Guides Every Aspect of Our
Exercise of Government by Describing What We
Hope Our Local Unit of Government Will Be in the
Future:
Through The Leadership Of Our Government And
Partnerships With Its Citizens, Businesses,
Organizations, And Other Units of Government,
Our Community Will Be The Best Place To Visit And
in Which to Live, Work, And Raise a Family.
Mission, Strategies, or
                                  Methods For Reaching
                                        Vision (I).

  Enact Policies and Practices and Encourage
  Partnerships & Collaborations that:

• Improve the Efficiency & Effectiveness of Our
  Government and Neighboring County and City,
  Village, & Township Governments.

• Enable Cost Avoidance or Lessen Expenditures in
  all Units of Government Nearby.

• Renew or Expand Services to Businesses and
  Residents.
Mission, Strategies, or
                                    Methods For Reaching
                                          Vision (II).


• Heighten the Confidence of Our Stakeholders.

• Encourage Economic Development That Recognizes
  & Acknowledges the Character of Our Community
  Today as Well as its History & Traditions.

• Promote & Publicize Our Community as a Destination
  for Families and Others Seeking Business
  Opportunities.
New Administrator’s
                                     Action Plan – 1st Month:
                                   Receive Charge From Elected
                                             Officials.


• Duties & Responsibilities.
• Priorities.
• Expectations.
• Deadlines.
• Short-term Goals & Objectives.
• Long-term Goals & Objectives.
New Administrator’s
                            Action Plan – 1st Month:
                           Reviews & Evaluations (I).


• Pending Deadlines.
• Budgets & Accounts.
    Current Fiscal Year
    Future Fiscal Years
• Policies & Procedures.
• Litigation.
    Pending
    History
New Administrator’s
                                Action Plan – 1st Month:
                               Reviews & Evaluations (II).

• Community.
   History
   Issues
      Present
      Past
• Other Units of Government.
   History
   Issues
      Present
      Past
New Administrator’s
                                       Action Plan – 1st Month:
                                              Analyses.


• S.W.O.T. Analysis (County Government, Policies,
  Procedures, & Practices; Risk & Liability;
  Organizational Dynamics).
   Strengths (Advantages, Skills, & Efficiencies)
   Weaknesses (Deficiencies & Vulnerabilities)
   Opportunities (Good Fortune From S/W)
   Threats (Obstacles, Changing Standards or Criteria)
New Administrator’s
                                 Action Plan – 1st Month:
                                  Relationship Building.


•   Elected Officials.
•   Department Heads.
•   Employees.
•   Residents.
•   Businesses.
•   Other Units of Government.
•   Stakeholders.
•   Vendors.

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How a Vision Statement, Statement of Core Values, and A Mission Statement Facilitate Action Plans For New Chief Executive Officers of CVTs

  • 1. Importance of Vision and Core Values For Local Government, And An Action Plan For New Administrators As They Begin Their Duties How Determining a Vision Statement, Core Values, & a Mission Statement Facilitate Action Plans for New Chief Executive Officers of Local Units of Government Clarence E. Goodlein Discussion Leader & Facilitator
  • 2. How Visions Begin & What They Require. • Visions Begin With Knowledge of a Community and Hope and Confidence Concerning its People and their Future. • Visions Require Courage and Leadership as Well as Commitment to the Community and its Future. • To Be Effective, Visions Require a Foundation of Core Values and a Mission or Strategy that Provide Means of Accomplishing the Vision.
  • 3. What are Core Values? • Set of Beliefs That Specify How We Will Behave. • Principles That We Will Refuse To Compromise. • Context Within Which a Vision and Mission Are Accomplished. • Communicates What We Deem Important and “How We Do What We Do”.
  • 4. What is a Vision? • What We Want to Become or Achieve. • Our Image of an Ideal Future. • A Dream That Inspires Action and Results. • Communicates Where We Are Headed and “Why We Are Doing What We Are Doing”.
  • 5. What is a Mission or Strategy? • Defines What We Are Doing in Terms of Outcomes, Goals and Objectives. • Directs Us to Our Vision and Enables Us to Attain Our Vision. • Facilitates Operational, Tactical, and Strategic Planning. • Communicates What We Do and the Purpose of the Organization.
  • 6. Benefits of Core Values, Vision, and Mission Statements. • Communicate Intent, Purpose, and Direction to Staff. • Communicate Determination and Commitment to Clients and Stakeholders. • Facilitate Effectiveness and Efficiency. • Provides the Basis for Metrics That Can Be Used to Evaluate Outcomes. • Unifies Organizations and Facilitates the Exercise of Leadership.
  • 7. Importance of Declaring Core Values, Vision, & Mission or Strategy. • Organizations With Core Values, Vision, and Mission Statements Are Typically 29% More Productive Than Organizations Who Have Not Developed and Published These Declarations. (World at Work Association, Watson-Wyatt Work Study. (2006). Clarifying Competencies – Powerful Tools for Driving Business Success. Retrieved from http://www.worldatwork.org) • These Guiding Principles Facilitate Good Judgment and Decision-Making in the Absence of Policy & Procedure Concerning a Certain Matter.
  • 8. What Should Core Values Do? Serve as a Moral Compass for Our Actions and Describe How We Will Behave During Our Exercise of Government. They Should Exemplify: Integrity & Truth Leadership & Courage Honor Collaboration Pride Accountability Commitment Passion Perseverance Quality of Work Respect For Everyone Service To Others
  • 9. What Should A Vision Statement Provide for Local Units of Government? Framework That Guides Every Aspect of Our Exercise of Government by Describing What We Hope Our Local Unit of Government Will Be in the Future: Through The Leadership Of Our Government And Partnerships With Its Citizens, Businesses, Organizations, And Other Units of Government, Our Community Will Be The Best Place To Visit And in Which to Live, Work, And Raise a Family.
  • 10. Mission, Strategies, or Methods For Reaching Vision (I). Enact Policies and Practices and Encourage Partnerships & Collaborations that: • Improve the Efficiency & Effectiveness of Our Government and Neighboring County and City, Village, & Township Governments. • Enable Cost Avoidance or Lessen Expenditures in all Units of Government Nearby. • Renew or Expand Services to Businesses and Residents.
  • 11. Mission, Strategies, or Methods For Reaching Vision (II). • Heighten the Confidence of Our Stakeholders. • Encourage Economic Development That Recognizes & Acknowledges the Character of Our Community Today as Well as its History & Traditions. • Promote & Publicize Our Community as a Destination for Families and Others Seeking Business Opportunities.
  • 12. New Administrator’s Action Plan – 1st Month: Receive Charge From Elected Officials. • Duties & Responsibilities. • Priorities. • Expectations. • Deadlines. • Short-term Goals & Objectives. • Long-term Goals & Objectives.
  • 13. New Administrator’s Action Plan – 1st Month: Reviews & Evaluations (I). • Pending Deadlines. • Budgets & Accounts.  Current Fiscal Year  Future Fiscal Years • Policies & Procedures. • Litigation.  Pending  History
  • 14. New Administrator’s Action Plan – 1st Month: Reviews & Evaluations (II). • Community.  History  Issues  Present  Past • Other Units of Government.  History  Issues  Present  Past
  • 15. New Administrator’s Action Plan – 1st Month: Analyses. • S.W.O.T. Analysis (County Government, Policies, Procedures, & Practices; Risk & Liability; Organizational Dynamics).  Strengths (Advantages, Skills, & Efficiencies)  Weaknesses (Deficiencies & Vulnerabilities)  Opportunities (Good Fortune From S/W)  Threats (Obstacles, Changing Standards or Criteria)
  • 16. New Administrator’s Action Plan – 1st Month: Relationship Building. • Elected Officials. • Department Heads. • Employees. • Residents. • Businesses. • Other Units of Government. • Stakeholders. • Vendors.