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South Bend -Strategic Planning and Performance Measurement During 1994 the City began a strategic planning process that included the development of long term goals and objectives (both on a citywide and departmental level), the enhancement of organizational communications (both internally and externally) and the development of a framework for which to enhance the annual performance based budget process. It is not easy to translate long term broad objectives into departmental work programs given the diversity of the City's business units. It is also difficult to develop meaningful measures of performance that help managers and the community determine how effective a given program truly is. This is an ever evolving effort that will continue year after year. The City's mission is to be a model city. That is a lofty goal, but it is attainable. The way this will be accomplished is through the synergy that is created by people and teams working toward a common end. These teams do not solely consist of the elected officials and the management levels of the organization, but also include the people in the field or off ce who provide the day to day services. Whenever strategic planning takes place, there are always many questions that are asked. How do we fund a long list of important, costly capital needs without cutting or compromising the critical daily services we currently provide? How can we more equitably spread the cost of City services among those who receive their benefit? How do we continue to take the next step in reaching our mission to be recognized as a model city? Those questions and more represent some of the significant challenges facing this organization. It would be appropriate at this point to discuss the concept that drives this document and, more important, the two key issues that are always at the forefront: performance measurement and accountability to our customer. The following comments are summarized from the municipal .year book as published by The International City/County Management Association: No management topic has received as much notoriety, as well as resources, from the public sector in the last few years as Performance Measurement. If organizations don 't have a measurement system in place, they are probably considering developing one. If they have one in place, it is unlikely to shrink in importance or in the amount of management attention it commands. Performance measurement in local government is here to stay. Many local governments have demonstrated that implementation of a performance measurement system is feasible and that, once in place, it serves as a valuable tool for improving the efficiency and effectiveness of services and operations. As public confidence and trust in local government has waned, satisfaction with government service efficiency and effectiveness has diminished, as have available resources. As a result, policy makers and managers have had to examine more closely the efficiency of their operations, as well as demonstrate the value and impact of their services and programs. Performance measures have become not only an important management tool but also a vehicle to inform citizens about the use of their tax dollars. This is the key to South Bend's commitment to the concept of performance based budgeting. This letter has spoken to our mission of being recognized as a model city, as well as the key issues facing our leaders. The fact is we cannot achieve our mission or overcome the long term hurdles without making improvements in our delivery of day to day services. viii