LACERS - Strategic Plan and Performance Management

Strategic Plan and Performance Management

A Message from LACERS

The beginning of each decade presents an opportunity for each of us to define what we want this decade to represent for us. We at LACERS have identified the vision of our future to be EXCELLENCE. We will see ourselves, and others will see us, achieving excellence in all we do. We will secure this high standard through leadership of our Board and management team, and will develop leadership potential in every staff member. We strive to be proactive, and a leader in our industry, amongst City departments, and as an innovative organization. Most importantly, we will achieve excellence for our members by being a well managed organization, which understands the needs of its members, and plans strategically to address those needs both in the short-term and long-term. All the while, we will dedicate ourselves to be accountable to you, our stakeholders.

Our accountability starts here, with this plan, and a performance management approach. Key staff, management, supervisors, Board members, City Attorney's representatives, and consultants, are collaborating as teams to execute strategic initiatives which meet our pre-defined desired outcomes. Measurable data is used to objectively evaluate performance on our progress on a monthly basis. Quarterly, we will celebrate our successes and face our challenges.

Thomas Moutes
General Manager
Los Angeles City Employees’ Retirement System

Strategic Plan Framework
This framework illustrates the key elements of our strategic plan.

Strategic Plan Framework

LACERS' Vision – Mission – Guiding Principles
Our Vision is what we aspire to be. Our Mission is the responsibility we are entrusted with. Our Guiding Principles are how we will conduct ourselves as we pursue our Vision.

Strategic Plan for 2010 UPDATED

Our Desired Outcomes

Using the “balanced scorecard” approach, LACERS has identified five perspectives from which our organization is viewed -- the financial perspective, the customers’ perspective, the perspective as a fiduciary, the perspective of our internal organization, and a human capital perspective. Looking at the organization from these five viewpoints provides a holistic picture of the outcomes we should strive for. These desired outcomes are specific, targeted, and measurable indicators of our success in reaching our vision.

Financial Perspective

Investment returns meeting/exceeding asset class benchmarks
Minimize risk
Minimize health care cost trends
Ensure reasonableness of administrative expenditures

Customer Perspective

Increased members’ satisfaction
Increased members’ knowledge of LACERS’ value, benefits, and services
Improvements in the delivery of member services: quality, consistency, accuracy, and timeliness

Fiduciary Perspective

Board policies and procedures that enhance transparency and accountability
Enhanced Board knowledge in ethics, investments and benefits
Ensure reasonableness of administrative expenditures

Internal Operations Perspective

Performance management systematized
Utilization of technology maximized to improve program delivery
Enhanced information management capabilities and processes
Strengthened internal controls and resiliency of LACERS to operational risks
Improved organizational accountability through increased development of administrative policies

Learning & Growth Perspective

Employee performance meeting/exceeding established goals
Enhanced knowledge sharing
Enhanced leadership development opportunities

Our Strategic Goals & Initiatives

The strategies we will employ to reach our desired outcomes:

Goal 1 – Enhance Customer Service
Goal 2 – Optimize Health Benefits
Goal 3 – Sustainable Payment of Benefits
Goal 4 – Greater Board Accountability & Transparency
Goal 5 – Organizational Efficiency & Effectiveness
Goal 6 – High Performing Workforce
Goal 7 – Enhance Education of Members