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HomeMy WebLinkAbout2010-11-10 CC Minutes (2)City of Ukiah Strategic Planning Process Reflection Process – November 2010 Steve Zuieback Synectics: Creative Management Strategies (707) 463-2088 Meeting Outcomes – January 11, 2010 Reflect on the progress and learning associated with the Strategic Plan Identify modifications to the plan based on changes in the environment and learning about what works. Develop some mechanisms for ongoing monitoring and evaluation of the plan Reflection Process – 2010 What did we put in place? What is happening with those plans? What has changed in our environment that impacts these plans? What changes do we need to consider? How will we track the progress as we move forward? My Recommendations coming out of session Hold reflection conversation on quarterly basis and not mix planning with other business Select a few priority areas for each session and go in depth Develop metrics for each objective and track on regular basis Council should specifically review their operating agreements Develop a set of specific criteria for reviewing proposed budget changes – Decision Matrix Convene a specific conversation around collaboration and partnerships as a means of doing business moving forward Tonight’ Meeting Outcomes Identify specific evidence of success for each of the priority goal areas Identify high level strategic steps for each of the goal areas for the next 18 months To discuss how the council will track progress on the plan Four Strategic Planning Areas Strategy 1: Maintain downtown historic place as a regional center of civic and economic activity. Strategy 2: Planning Valley-Wide takes place based on sound planning principles. Strategy 3: Develop a prioritize plan for maintaining and improving public infrastructure. Strategy 4: Council and staff work together to create a more responsive and effective workplace environment. Strategy 1: Maintain downtown historic place as a regional center of civic and economic activity. Façade and Business improvement plans have resulted in fewer vacancies, pretty store fronts, more people walking and stores open more hours More outdoor dining. More activity at nights and weekends State of California is closing escrow for the courthouse in the downtown and we are in design, and we have a plan on what to do with the “old courthouse”. Full bike racks. Rail trail is completed We are taking more advantage of the Farmers Market – it is open more days per week and bringing people to the downtown area. We have an exit plan for the Palace Hotel and the power to proceed. We have a workable plan to move forward Strategy 1: Maintain downtown historic place as a regional center of civic and economic activity. Downtown has most of the amenities people need to stay and shop in town. We have implemented Phase I of the streetscape program. State Street is seen as an asset and that it is friendly and accessible. Real estate is a premium in the downtown area. We have really nice landscaping with the correct plants that go together and that are well maintained. Some summary statements: We are removing the barriers to economic development Public understands and has input into the whole downtown plan We have a balance between the necessary infrastructure and beautification measures that makes economic, strategic and political sense in terms of community acceptance to the approach Strategy 2: Planning Valley-Wide takes place based on sound planning principles. MSRs are completed Spheres of Influence (SOI) are approved UVAP is completed and it recognizes our desired urban boundaries Tax sharing agreement is completed – at least on property Annexation of the Brush Street Triangle is completed Our ultimate boundaries are well-defined Annex land to conserve agricultural land on east side of freeway We have Regional Cooperation Agreements related to fire, police, water, etc. (auto aid) Strategy 3: Develop a prioritize plan for maintaining and improving public infrastructure. Process for re-evaluation of our infrastructure priorities over time – e.g. concrete We have created an efficient working relationship with the Sewer District and we have regional service delivery We have determined the usage of the Low Gap and Oak street building/property We have held discussions about undergrounding prior to setting rates. We are thinking and acting strategically and taking actions with the long-term in mind We have a strategy and position regarding protection of our water rights. This has led us to develop a well thought out water plan. We also have a better understanding of our role regarding water relative to the other providers and we have collaborative agreements in place. Strategy 3: Develop a prioritize plan for maintaining and improving public infrastructure. Electrical Infrastructure in downtown is completed is already demonstrating greater reliability We have a 5-10 year City Facilities plan The Water Recycling Master Plan if completed and is being implemented Next Steps Type up notes for meeting and distribute to meeting participants – ASAP Convene within one month to identify high level strategies to achieve the desired goals/results within each strategy area