Strategic Plan/Business Review

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The Consolidated Municipality of Carson City is a results oriented government.  The Board of Supervisors has adopted a method of governing that requires the following:

  • Focusing attention on those things most important to the community.
    • Recognizing what it takes to have a great quality of life.
  • Aligning efforts throughout the organization.
    • Working in unison, throughout the organization to achieve results.
  • Measuring results.
    • Using data to drive discussion and decision.
  • Improving those results.
    • Taking action to make improvements.

All of this is accomplished through strategic planning and strategy execution.

Current Reports-
Business Review for period ending December 31, 2012 (pdf)
Scorecard Ending December 31, 2012 (pdf) 
Strategy Map (pdf)

What is a strategic plan?

With any plan for the future, three things are essential.  You must know where you are going.  You must know how you are going to get there.  And it's also important to monitor your progress as you move forward.

The Carson City Strategic Plan includes the following four components:

  • Goals
    • These are statements of what the community must have in order to be successful.  For this strategic plan's purposes, success is centered upon the quality of life enjoyed by our residents.  This is the "Where are we going" part of the plan.
  • Objectives
    • Objectives are statements of what must occur in order for the goal to be met.  This is the "How we are going to get there" part of the plan.

To view the goals and objectives included in the 2012/2013 Carson City Strategic Plan, Click here.

  • Initiatives
    • Initiatives are projects or programs that will be undertaken during the year in order to meet specific objectives.  They are another part of the "How we are going to get there" part of the plan.  They have a start and end date and progress is monitored along the way to insure they get done.

To view the 2012/13 Carson City Strategic Plan Initiatives, Click here.

  • Performance Measures
    • Performance measures (sometimes called performance indicators) tell us if we are making progress in meeting our objectives.  They are specific data sets that alone, or when combined with other information, tells the story of our progress.

What is strategy execution?

Strategy execution is a process that requires the following:

  • Adoption of a Strategic Plan.
    • Throughout the organization, the direction set by the Board of Supervisors must be known and understood.
  • Regular reporting of performance measures.
    • Data collection should not only take place at the end of the year.  These lagging measures only tell you where you have been.  Monthly measures can help to detect trends and provide an opportunity for immediate corrective action.  These leading measures can provide the information needed to be proactive rather than reactive.
  • Regular reporting of progress on initiatives.
    • An initiative can only serve to advance objectives if it is completed within the time frames set out as part of a plan.

All of the above is included in a quarterly Business Review presented to the Board of Supervisors.  During this review, each goal and objective is discussed in terms of actual performance.  Trends are identified and possible corrective actions are discussed.  Status reports on current year initiatives are also provided.  The Business Review keeps the plan on track and pushes the organization in terms of results.

The Carson City Scorecard

The basis for the Business Review is the Carson City Scorecard.  A Scorecard lists the goals and objectives from the strategic plan, performance measures for each objective, targets or expectations for each performance measure and the initiatives supporting each objective.  It provides an easy "stop light" arrangement where each measure has an indicator of where actual data compares to targets.  If targets or expectations are not met, a red indicator will appear next to the measure.  If targets or expectations are met, a green indicator will appear next to the measure.  Rather than focusing on every measure on the scorecard, attention and resources can be focused only on those areas with a red indicator - where defined performance is not being met.

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