LGC Strategic Plan
2011-2015
This Strategic Plan provides a framework for action by the New Hampshire Local Government Center (LGC) during the next five years based on the outcomes of the Strategy, Management, and Operations (SMO) study that was carried out during 2009 and 2010. The plan reflects input from the LGC Board of Directors, the SMO Committee, LGC-NHMA members through an online survey, the LGC staff led by its Leadership Team through interviews with 44 full-time employees and a series of discussions, and the Resource Team that was hired to coordinate this effort.
The plan has six components:
- A mission statement which defines LGC's core purpose;
- A vision statement which describes the long-term impact LGC aspires to achieve;
- Values which reflect what LGC stands for, holds dear, and believes in as it carries out its work – without compromise;
- Goals which define priority initiatives warranting special attention during the next five years;
- Objectives which provide measurable action steps LGC will take to achieve the goals over the next five years; and
- Ongoing commitments which highlight core elements of LGC's daily operations which LGC will continue to carry out while also working on the priority five-year goals.
The mission, vision, and values are anchors for LGC's long-term work and impact – beyond the boundaries of the five-year plan. The goals and objectives for the five-year plan will be reviewed at least quarterly to assess progress and updated annually in conjunction with LGC's fiscal year to make any needed adjustments and commit organizational resources to ensure continued progress. While goals generally remain unchanged over the life of the plan, they should be reviewed annually to take into account changes in the internal and external operating environment and to factor in lessons learned from work on the objectives. Objectives are more likely to change annually to reflect work completed and new actions that will contribute to goal achievement.
The LGC staff will develop, implement, and consistently monitor specific operational tactics to carry out each objective. Tactics will change frequently during the life of the plan to ensure progress on the objectives and contribute to long-term success on the goals.
The following sections present the components of the 2011-2015 LGC Strategic Plan that were reviewed by the Strategic Management and Operations Committee on October 3 and are recommended for Board approval.
Mission
The mission of the New Hampshire Local Government Center is to strengthen the quality of its member governments and the ability of their officials and employees to serve the public.
Vision
To be the recognized and most trusted resource for information, services, programs, and products that support and strengthen local governments in New Hampshire.
Values
Integrity, Service, Collaboration, Innovation
Goals and Objectives
Preamble: The New Hampshire Local Government Center and the New Hampshire Municipal Association provide a broad range of programs and services that will continue to be offered throughout the implementation of the strategic plan, including all of the risk pool operations: HealthTrust, Property-Liability, Workers' Compensation and Unemployment Compensation. Staff will consistently review all operations to ensure the best value for all members.
General Objective for all Goals: Evaluate and report on the progress of each goal through the various objectives to assess the status of strategic plan implementation. (Click each goal to view the list of objectives within each.)
Objective 1: Complete all legal requirements to implement the new LGC and NHMA governance structures as well as the legal requirements to merge all risk pools.
Objective 2: Revise the bylaws to be consistent with the new structures.
Objective 3: Assess and refine Board and Committee roles and structures to ensure that they support and guide the organization under the new governance structure.
Objective 4: Refine, clarify, and simplify membership categories to ensure clear understanding and ease of communication internally and externally.
Objective 5: Define the organizational brands based on the new governance structures to serve as the basis for comprehensive communication plans about the LGC and NHMA structures, programs, services, and products.
Objective 6: Increase understanding of the governance structures among members, staff, partners, and the media, as needed, through strategic and consistent outreach and communication.
Objective 7: Develop new financial reporting consistent with the new structures that is easily understood and communicated.
Objective 1: Heighten awareness that the broad definition of local government includes cities, towns, school districts, and counties.
Objective 2: Engage Board and members as advocates and spokespersons for LGC and NHMA.
Objective 3: Refine and expand NHMA's state legislator outreach and engagement strategy, and initiate similar LGC outreach and engagement, as appropriate.
Objective 4: Continue to collaborate and form partnerships with organizations possessing similar goals and interests.
Objective 5: Develop and begin to implement a proactive communications/public relations strategy that enhances member knowledge of LGC and NHMA as the trusted resource for information about local government issues and needs.
Objective 6: Mobilize local elected officials in strengthening the voice of local government throughout the state.
Objective 1: Develop a health care cost management communication plan to identify issues and challenges facing local governments and targets of opportunity where LGC can have an impact.
Objective 2: Assess and report on the impact of federal and state health care reform on local health care cost management.
Objective 3: Develop cost management benchmarks to ensure the best value for products and services.
Objective 4: Competitively develop further pricing/benefit cost and options.
Objective 5: Develop specific incentives that will reduce health coverage costs.
Objective 6: Expand innovative disease management initiatives.
Objective 1: Identify and quantify the existing LGC-school relationship including the levels of participation in programs and services offered and the value of services provided to school administrative units/school districts.
Objective 2: Explore opportunities to enhance the existing collaboration with the New Hampshire School Boards Association.
Objective 3: Explore opportunities for collaboration with other key education-related organizations.
Objective 1: Prepare a five-year revenue/expense plan to set annual targets for improved financial self-sufficiency.
Objective 2: Maintain the current level of workers’ compensation participation.
Objective 3: Identify longer-term strategies for improving financial self-sufficiency in addition to expense reductions and revenue increases.
Objective 4: Increase participation in health and safety programs specifically designed to reduce workers’ compensation risk.
Objective 1: Create an outreach and relationship-building strategy that defines the scope of and desired outcomes for this goal.
Objective 2: Communicate with employee groups in the state to create a dialogue on risk products.
Objective 3: Develop communication resources for LGC member employees that define the purpose and value of LGC and its services.
Ongoing Commitments
Education and Training. Provide high-quality and cost-effective education and training programs that strengthen local officials' ability to serve the public.
Coverage Programs. Deliver reliable health, property-liability, workers' compensation, and unemployment compensation coverage programs that meet local government needs.
Municipal Advocacy. Advocate on behalf of municipalities at the statehouse, develop clear policies that reflect municipal priorities, and provide reliable information about state legislative action affecting municipalities.
Information. Provide useful, reliable, and trusted information to local officials on issues that matter to their communities using a range of communication vehicles to reach a broad audience.
Member Connections. Maintain close connections with officials and employees in member governments through both outreach and responsiveness to meet needs; ensure awareness of LGC and NHMA programs, services, and products; and stay abreast of emerging local interests, concerns, and challenges.
Printable PDF of LGC Strategic Plan, 2011-2015
Press release, Local Government Center Board Approves Five-Year Strategic Plan,
issued November, 23, 2010
Local Government Center, Summary of 2003/2004 Strategic Decisions
Local Government Center, Strategic Plan Inflows and Outflows 2004-2008