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Home My WebLink About7.1 Written Comm-Strat. Plan Update/G&O Process STAFF REPORT 82 PLANNING COMMISSION O~LIFO~~~~ DATE: January 24, 2011 TO: Planning Commission SUBJECT: WRITTEN COMMUNICATION: Strategic Plan Update/Goals and Objectives Process Report prepared by.- Jeff Baker, Planning Manager EXECUTIVE SUMMARY: On December 7, 2010, the City Council approved modifications to the City's Strategic Plan update and the annual Goals and Objectives process. This Staff Report summarizes those changes and provides key milestone dates for the upcoming budget process. RECOMMENDATION: Staff recommends that the Planning Commission receive this report and note that a Joint Meeting of the City Council and Commissions will occur on Saturday, February . 26, 2011, to discuss the proposed Strategic Plan update. s brr d By Planning Manager COPIES TO: File -7 ITEM NO.: I Page 1 of 4 GMgendas120111PCSR 01 24 2011 Strategic Plan Update. doc DESCRIPTION: Background In February 1983, shortly after incorporation of the City, the City Council established the initial Goals and Objectives process. The intent of the process was to prioritize efforts for establishment of City operations and City related activities. At that time the City Manager was also directed to prepare an implementation plan for accomplishing those objectives identified as priorities by the City Council. Once an objective was accomplished, it was removed from the implementation plan and became part of the on-going work plan of the operating department. This process was re-visited on an annual basis and became the annual Goals and Objectives process. In June 2004 the City Council adopted the first Ten-Year Strategic Plan (Plan). The Plan consisted of Mission, Vision, and Values statements and specific strategies for achievement of the Plan. The Plan strategies have historically been generated through the City's Goals and Objectives process. Since its creation, the City Council has reviewed and updated the Strategic Plan on a biennial basis. The biennial review has provided the City Council with an opportunity to refine the Mission, Vision, and Values and ensure that the Strategies are properly aligned with achievement of the Plan. As the biennial review and update of the Strategic Plan is scheduled to begin in January 2011, Staff proposed to the City Council a number of modifications to the processes (Strategic Plan update and Goals and Objectives) in order to increase the value of the processes and increase information sharing and communication with the community. Staff believes that these modifications will enhance alignment of the Strategic Plan with the annual Budget and Financial Plan and ultimately support achievement of the Strategic Plan. Strategic Plan Components By way of background, an effective Strategic Plan is a guide for the City's current and future work. The City's Mission describes the "why" or purpose of the organization; the Vision represents the future picture of the community; and the Values are the principles that guide the organization in attainment of the Vision. The Strategic Drivers or Strategies are the overarching actions that the City will take in support of the Strategic Plan. The actions associated with the Strategies are the specific steps that should be funded through the budget process in support of the Plan. Ideally, the Goals and Objectives process would sustain the Plan, but is not critical to the achievement of the Plan. Existing Process Historically the annual Goals and Objectives process is the first task Staff undertakes in planning work and associated funding for the upcoming fiscal year. While some of the high priority Objectives can be linked back to the Strategic Plan, a large number of Objectives are not developed with a targeted focus on achievement of the Plan. Instead, these Objectives are primarily tasks that individual operating departments would assume as part of their day-to-day work. These tasks generally serve. as part of the City Manager's existing Annual Work Plan representing organizational core service activities. Modifying the annual processes with the Strategic Plan Strategies as the primary driver enhances support for the Plan's Mission, Vision, and Values. As a reference, the Strategies from last Fiscal Year included the following. 2 of 4 Strategy #1 --Continue to strengthen the identity and aesthetic appeal of the downtown. Strategy #2 -Develop a transportation system that facilitates ease of movement throughout the City. Strategy #3 --Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. Strategy #4 Continue to develop a community that provides a balance of jobs, housing, and services in a fiscally sound manner. Strategy #5 -Develop dynamic community recreational and cultural opportunities in the region. Strategy #6 -Develop a City-wide communication program that provides two-way communication with our residents and businesses across several media platforms. New Process Through the new process the Strategic activities will be generated in a way that is mindful of the adopted Strategic Plan's Mission, Vision and Values rather than containing activities that have been transferred directly from the Goals and Objectives process. Funding for the identified Strategies will then be incorporated into the annual budget. This approach ensures that the Strategic Plan is driving the budget and that funding allocations are aligned with the City Council's overarching strategic priorities. Those priority initiatives that are more routine-in-nature and do not fit into the Strategic Plan will be incorporated into the City Manager's Annual Work Plan. With the process modifications, both the Strategies and Work Plan will guide the development of annual funding decisions. Any specific initiatives (previously labeled Objectives) that do not directly relate to achievement of the Strategic Plan or that are non-routine departmental tasks will initially receive consideration by the City Council at the annual Budget Study Session (#1). At that meeting, the City Council will also be able to propose additional initiatives for consideration. Those new initiatives generated by the City Council or Staff that could have a cost impact will include identification of current and future year costs. Those items that may not yet have all costs identified will be brought back to the City Council for consideration at a later meeting (Budget Study Session #2). Using this approach funding for high priority activities that may not directly relate back to the Strategies are still funded but the Strategic Plan remains the primary driver of the budget development process. The following summarizes the new process. 2011 DATES MILESTONE DESCRIPTION Sat, Jan 22 City Council Strategic Plan City Council to discuss desired 9:00am-3:00pm Review and Update updates to the City's Strategic Plan Civic Center Sat, Feb 26 Joint Meeting of City Council and City Council to discuss proposed 9:00am-11:30am Commissions Strategic Plan updates and obtain Civic Center input from Commissions 3 of 4 2011 DATES MILESTONE DESCRIPTION City Council will discuss: ¦ Preliminary Strategic Plan and Mon, Mar 7 City Council Budget Study associated Strategies 6:00pm Session #1 • Strategic Plan Strategies Funding Civic Center • Budget Issues Worksheet for the Operating Budget and Capital Improvement Program Tue, Apr 19 City Council Budget Study City Council will finalize review of 5:30pm Session #2 outstanding Strategies Civic Center Jun 2011 Actual date to be City Council Budget Hearing City and adopt determined the Fiscal Council Year will 20review view a a 2 Budget Staff will communicate the progress at achieving the' City's Strategic Plan through a variety of new venues including a City Annual Report. This report will include information about achievement of Strategic Plan Strategies; key accomplishments and initiatives from the Annual Work Plan; and other current event information that may be of interest to the community. 4of4