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HomeMy WebLinkAbout2010-01-11 CC Handouts( I City of Ukiah Strategic Planning )-.Oow Process Reflection Process — January 2010 (April, May, August and September 2007) /00J Steve Zwieback Synectics: Creative Management Strategies (707) 463-2088 Outcomes �. Create alignment among the council members about the top strategic priorities for the City of Ukiah 2. Develop a set of operational principles that will guide the practices and decisions of the council in focusing on the strategic priorities s. Identify specific mechanisms for tracking these strategic priorities over time that will allow the council and city staff to make the necessary adjustments to achieve the strategic priorities Successful leaders focus on 12 core performance 'enablers'... SETTING THE AGENDA ision, Values Goal Setting Strategy & Planning Communications Development PROCESSES & Knowledge Organisational Performance Professional Recruiting Transfer ) (:: Structures ) (:: Appraisal ) (:: Development ) (:: LEADERSHIP Capital Risk Group Allocation Management Measurement Compensation Strategic Planning Journey Developed criteria and guidelines Develop a shared goal about community identity that matches the carrying capacity and sustainability Defining principles and processes of effective and sustainable operations and decisions 1. Maintain downtown historic Totems, Taboos and Repetitive place as a regional center of Interactions Process: civic and economic activity 1. Team work and 2. Develop a prioritized plan for collaboration maintaining and improving 2. Fix what is broken and infrastructure based on specific don't fix what isn't criteria broken. The budget 3. Planning valley -wide takes follows the plan place based on sound planning principles 4. Council and staff work together to create a more responsive and effective workplace environment Goals and objectives Principles of operation Strategy and plans Strategic Planning Journey Defining principles and processes of effective and sustainable operations and decisions Council Operating Agreements 1. Director evaluations of city manager 2. Annual conversations between council and directors 3. Two workshops per year for open conversations — planning versus goal setting 4. Accept expressions of disagreement — encouragement to re-examine positions 5. Everyone has an explicit opportunity to share opinions before opening up to debate 6. Council members send emails to city manager and department heads in neutral tones — heads up when they hear of citizen concerns 7. Support decisions once they are made and move on instead of re -fighting the battle 8. Subcommittee between council, staff and consultants to establish parameters and ongoing mechanisms for monitoring and evaluation — to be adopted by whole council 9. AAR (After Action Reviews) 10. Stay focused on the issue 11. Inside any decision or topic the questions is asked, "How does this best meet or further our strategic goals and plan?" " 12. We look at opportunity costs in any decision. We ask, "If we do this what won't we do and what would be the short and long term consequences?" Examining the impacts on this area and other areas. 13. We look at the long-term costs as well as short term savings — "How do we pay for this now and in 10 years?" 14. Develop critical priorities and prioritize resources accordingly — we stick to them and not get sidetracked 15. Show up prepared having done our homework 16. When we choose to sidetrack we acknowledge openly and give our reasoning Strategic Planning Journey Develop a shared goal about community identity that matches the carrying capacity and sustainability Council and staff work together to create a more responsive and effective workplace environment Potential Goals 1. Develop institutional knowledge so that the organization can be efficient and effective. People will know what to do and how to do it. 2. Develop effective communication mechanisms to the public so that people know the high quality work that is being conducted by the city staff. 3. Attract and retain skilled employees. 4. Develop a workplace that cultivates caring and results in "invested employees". 5. Develop an effective communication system between and among staff and the council. 6. Identify strategies that select for employees who are likely to stay with the city and in the community. 7. Identify a prioritized set of major tasks for city staff and provide the necessary resources to staff to do their jobs. 8. Develop mechanisms that promote staff from within. 9. We want to create a workplace where a job at the city is considered the golden standard of employment Design Principles 1. Match the staffing to the workload. 2. Match services to the revenue. 3. Build in mechanisms that allow people to see their results against expectations. Demonstrate real appreciation for quality work that is being done. Build transparency into how work is identified and progress is monitored. 4. Build in structured processes of employee involvement and participation into the design, implementation and monitoring of work. 5. Look for opportunities to work across department functions. Let the needs of the work define the work team rather than by departments. 6. Utilize continuous improvement and other best practices. 7. Train employees in best practices in order to equip them to do their job. 8. In new project work, provide work guidelines and parameters along with the delegation of the work assignment in order to provide as much clarity and flexibility to employees charged with the work. Strategic Planning Journey 0 Develop a shared goal about community identity that matches the carrying capacity and sustainability Council and staff work together to create a more responsive and effective workplace environment Potential Strategy Areas •Staff Input •Frequent Check -ins at Staff Level regarding work load •Manage by Walking Around •Establish & Focus on Priorities— Understand and work within our means •Resource Management Design Principles • Develop a regular schedule of meetings with council members — perhaps one council member per department to create ongoing communication. • Conduct an employee survey to determine what employees want in terms of information and what they see as the city priorities • Look at the operating hours of the city to free up more quality time for employee planning conversations. This might involve requiring appointments to see directors and key staff; prioritizing level of response (identified employee how can handle routine responses; developing email response forms; move reception area • Utilize existing employee meetings and change the focus to be more interactive and less informational. • Create more informal opportunities for people to meet with each other — summer BBQs Action Steps Overall the planning team felt it essential to work with city staff and create an environment of participation and ownership by addressing the urgent and immediate issues of city operations and staff. Decision an employee survey using Survey Monkey. The intent would be that the survey would be designed by employees around employee concerns, issues and solutions. Strategic Planning Journey eve op a prioritize pan or maintaining and improving infrastructure based on specific criteria Develop a prioritized plan for maintaining and improving infrastructure based on specific criteria Potential Goals 1. Identify specific priorities and funding allocations for public infrastructure projects 2. Delineate all the choices and list the possible options 3. Identify those things that we will not fund in the future 4. Identify strategies to develop funding for essential and vital services for the long-term. In order to do this we will explore the following issues and possibilities: • Charter Cities • Sale Tax • Developer impact fees • Broader tax base • What can we do to displace general fund fees? Flexibility • MCOG — street impacts • Tax sharing agreement • Annexation • Develop institutional knowledge so that the organization can be efficient and effective. People will know what to do and how to do it. 5. Our plan would reflect community input, priorities and what they are willing to pay for in the future 6. Identification of the most cost effective way of providing services — e.g. contracting Design Principles 1. Whatever we do creates internal consistency across the system 2. Budget follows the plan rather than the budget driving the plan 3. We look for the most cost effective ways of achieving our priorities — better, faster, cheaper 4. We include and involve employees in infrastructure planning — implementing and monitoring 5. We will design a non-political, data -driven planning process that reflects the informed desire of our community. It will be a two-way process of communication, education and planning 6. We will keep the planning process to the level of usefulness and application — it will be distilled to a manageable scale 7. The final decisions will be based on public safety, providing for vital services and cost effectiveness Strategic Planning Journey 0 ►evelop a prioritized plan for maintaining and improving infrastructure based on specific criteria Develop a prioritized plan for maintaining and improving infrastructure based on specific criteria Tensions & Dilemmas • Outside influences and decisions from the State and other agencies could restrict funding, impose mandates and change the short term focus of staff activities • General versus special tax requires 2/3 vote • Retirement and personnel costs • Use of eminent domain • Energy, resource and construction costs may continue to climb which puts us further behind the curve from planning to implementation • A percentage of the city population will attack whatever we do • Climate change impacts • Current staffing levels are already low to do the work Potential Strategies 1. Cost benefit analysis of Charter Cities — agendize for future Council Meeting 2. Compilation of current state information on all infrastructure analyses (Asset Management Program) 3. Develop a strategy for Community Engagement around infrastructure and funding (Subcommittee — Benj, Chris, Mari and Steve). • Look at education and website applications as tools • Community survey process • How to create a community dialog • Well publicized informational meetings around specific topics • Weekly articles in paper 4. Research successful efforts by other cities — don't reinvent the wheel 5.