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Home My WebLink About2008-01-09 Packet - SpecialCITY OF UKIAH CITY COUNCIL AGENDA Special Meeting CIVIC CENTER CONFERENCE ROOM #3 300 Seminary Avenue Ukiah, CA 95482 January 9, 2008 4:30 p.m. 4:30 PM 1. ROLL CALL 2. AUDIENCE COMMENTS ON NON -AGENDA ITEMS 3. NEW BUSINESS a. Discussion And Direction On City Priorities For The Interim City Manager To Monitor And/Or Pursue During Her Assignment With The City Of Ukiah 4. ADJOURNMENT Please be advised that the City needs to be notified 72 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 24 hours prior to the meeting set forth on this agenda. Dated this 7th day of January, 2008. Linda C. Brown, City Clerk ITEM NO: 3a MEETING DATE: January9 2008 AGENDA SUMMARY REPORT SUBJECT: DISCUSSION AND DIRECTION ON CITY PRIORITIES FOR THE INTERIM CITY MANAGER TO MONITOR AND/OR PURSUE DURING HER ASSIGNMENT WITH THE CITY OF UKIAH The City Council has for the past year participated in a number of Strategic Planning Sessions. Four Strategic Priorities have evolved from that process: Strategic Priority #1: The city council and staff work together to create a more responsive and effective workplace environment. Strategic Priority #2: Maintain downtown Ukiah's historic place as a regional center for civic and economic activity. Strategic Priority #3: Develop a prioritized plan for maintaining and improving public infrastructure. Strategic Priority #4: Valleywide planning takes place based on sound planning principles Work has also taken place in various sessions to begin the development of action steps and implementation strategies. Summary notes and charts from these sessions should be available before or during the council meeting. The Council may wish to review the notes and summaries from those sessions to determine which of the priorities, programs and policies the City Manager should give her highest attention to during the next few months. RECOMMENDED ACTION: Discuss Various Long Term Strategic Priorities And Give Direction As To Top Priorities For The Interim City Manager. ALTERNATIVE COUNCIL OPTIONS: N/A Citizens Advised: Requested by: City Council Prepared by: Pat Thompson Coordinated with: Attachmets: l Approved: Pat Thompson, Interim City Manager Attu) tment # :-4 al'r Uk,&h Strategic Planning: There are three outcomes we hope to achieve as a result of the strategic planning process. They are: Create alignment among the city council members about their top strategic priorities for the City of Ukiah; 2. Develop a set of principles for the council members to use to effectively, and efficiently work together in achieving the strategic priorities; and 3. Identify specific mechanisms for tracking progress with the strategic priorities over time, and to make the necessary adjustments to achieve those priorities. At this point in the process, we (staff and council members) have arrived at the following four strategic priorities for the City: Strategic Priority 41: The city council and staff work together to create a more responsive and effective workplace environment. Strategic Priority #2: Maintain downtown Ukiah's historic place as a regional center for civic and economic activity. Strategic Priority #3: Develop a prioritized plan for maintaining and improving public infrastructure. Strategic Priority 44: Valleywide planning takes place based on sound planning principles. 300 SEMINARY AVENUE UKIAH, CA 95482-5400 Phone# 707/463-6200 Fax# 707/463-6204 Web Address: www. cityOukiah.com City Council Strategic Planning Session Notes from April 30 — August 16, 2007 Proposed Outcomes: 1. Create alignment among the city council members about the their top strategic priorities for the City of Ukiah 2. Develop a set of operational principles for the council that will allow them to efficiently and effectively work together in achieving and supporting the strategic priorities. 3. Identify specific mechanisms for tracking these strategic priorities over time that will allow the council and city staff to make necessary adjustments to achieve the strategic priorities. Agreements for April 30th and May 4th • We will focus our work on areas of common ground and work toward consensus when possible. • We will focus our disagreements on the ideas, issues and strategies and not on behaviors and people. • We will dig down deeper to understand the actual areas of agreement at the level of experience, data and values. • The facilitators has permission to help focus people back on task if he feels they are straying off task. April 30th Agenda Sequence Welcome and Framing A. Review Outcomes B. Questions and Answers about facilitator C. Agreements for the process D. Above and Below the Green Line Model — description of the strategic planning process in terms of the model II. Fishbowl Conversation of Department Heads Understanding the perspectives of staff to begin the process of strategic planning. Utilize an "inside outside fishbowl'. Ill. Future State Conversations B. Positive Vision Process — Workshop Method Process What are the strategic areas of our focus that only we are in a position to set and or implement? IV. Check Out Process Potential Categories of Strategic Issues — First Brainstorming List Hiring the We will develop Self Defining the "right" a shared goal Determination principles and City about Collectively processes for Manager community controlling effective and Match (1) identity that our future (3) sustainable matches operations and carrying decisions (4) capacity and sustainability 2 Define Prioritize Continuity— Expand resource Roles and Work load Prioritize Open and candid Schedule annual council maintenance/ succession base boundaries — safety valve Internet and conversation opportunities for facilitated manager repair/ planning for integration with website for dialog and planning staff areas of upgrade of council agencies across Human information and between council, staff and responsibility public works multiple resources— communication community and infrastructure jurisdictions personnel —external and accountability policies intemal City council — Infrastructure Institutional Financial Strategy for staff morale Communication Foster candid foster council/ manager staff roles maintenance memory sustainability and how addressing city — with public communication director staff team building and issues best to achieve it county issues — Resolving staff boundaries Force Account with or without workload issues Workshops Planning succession compliance county cooperation Define Prioritize City council Economic and Relationship with Time to breathe Excellent Operating principle Agenda access and success for maintenance/ education environmental county staff and — ability to step customer of open and honest control staff, council repair/ sustainability, -> BOS is key to back and look at service should communication and system- upgrade of Planning for determine Ukiah's charting our own big picture be more than a transparent budget wide utility succession future direction future slogan Pro -active not process infrastructure reactive City Manager Procedures — Full service city- Think regional Demands on Operating principle Budget all resources — role — define new person should we be a full staff: are we of teamwork and global look at cost benefit our should be able service city? Focus planning adequately collaboration (both expectations to know what to -carrying capacity? discussion around funding among city staff and Retaining and using this do without density and departments — with council work Planning for reinventing the circulation impacts on succession job morale and Fix what is broken Subcommittees — how to Communications turnover and don't fix what communicate with staff Cross -training within across and isn't broken and how to access the between I information we need Strategic Direction 2: We will develop a shared goal about community identity that matches carrying capacity and sustainability Maintain Develop a Future Airport Upgrades Develop Public Planning Valley - Downtown prioritized plan Infrastructure Spaces wide takes place Ukiah's Historic for maintaining Upgrades based on sound Place as a and improving planning policy Regional Center public principles of Civic and infrastructure Economic based on the Activity following criteria Depot parcel & rail -vital services City participation in Upgrade KUKI GPS Rail trail from Norgard • efficient use of Contingency plans if corridor north of . public safety regional long term instrument approach to Brush Street and infrastructure regional planning Perkins redeveloped . cost effectiveness winter water storage in and AWOS beyond • carrying capacity doesn't work master plan • upgrades urban core Active investment in 30 % less sewer Reclaimed water Self serve fuel unit at Hiking trails accessible Impacts of growth Fire service downtown collection system holding pond in master KUKI from Westside mitigated so regionalization or infiltration plan New terminal building successfully that traffic consolidation kuki completed circulation improves New library developed upgrade Gobbi Street Purple pipes from 40 more hangers @ Restored creeks with Moderate growth that Integrating city and in downtown substation complete — W WTP to airport. In KUKI — include spaces public access and compliments our county policy on water The Palace Hotel is no 2" substation in master plan to all parks for kit and EAA plan streamside trails existing small town planning, tax, fire, etd longer an issue master plan and schools yds and fabrication quality of life other high volume users Criminal justice Electric pole Undergrounding of Recreation Inviting public spaces Annexation tax sharing Contingency plan for complex developing replacement at 50% - electric utility lines.that Facilities foster sense of agreement with the increased personnel downtown (unsafe poles) — State Street underway Upgrades county to foster rational and operational needs balance of unknown — all of State Street in land use planning due to annexation unsafe poles in master master plan tan The downtown area Modernization of Aquatic center Residents of the city Regional planning that will have fewer empty infrastructure upgraded to 8 lane 50 will make their own emphasizes preventing storefronts and vacant underway meter way all over town on sprawl and protecting lots foot and bicycle open space Vibrant downtown Well maintained public Anton Stadium rebuilt There will be a sales residential community works infrastructure tax revenue sharing agreement in place between the city and county Effective use of Well maintained public Well designed skate City-wide form based redevelopment agency utility infrastructure park functioning zoning incorporating to impact downtown smoothly Smart Growth community Principles development The Council & Staff Streamlining Access The City will be a Economic Housing work together to and Public model for green Development create a more Participation building and responsive and environmental effective workplace sustainability environment continuous improvement Meetings of the Ukiah City Vibrant downtown business Housing for all income collaborative processes Council will be well community levels best practices in op. mgt attended by a representative cross section of the community City staff morale is high GIS on line — streets and Thriving locally owned A range of housing types streams — utilities and businesses creating a and prices to fit the varied storm drains — parcels and unique and vibrant local needs of our citizens sites - c assets economy Staff is operating on all All commission and board levels to standards and council meetings on expected by staff of those line real time and for down governed load 5 year plan and 10 year Better, Faster, Cheaper — outline plan for /by each continue to improve the city department annually value of the service updated Turnover is minimal Someone is here who will help you — I will get them for you now There will be in place a There will be a clearly clear manual of procedures articulated listing of city covering most functions priorities revised and carried out by city staff published yearly as part of a transparent budgeting process The serenity prayer will be Prioritized intemet and recited before each city website for information and council meeting communication externally and internally Strategic Direction #1: Hiring the "Right" City Manager Key Attributes to Screen and Interview For: 1. Accessibility 2. Hard working, dedicated and loyal 3. Good relationship skills 4. Non-reactive 5. and other skills listed on screening brochure In addition to brochure items: 6. Proper understanding of the role between city manager and council members — council sets policy, city manager carries out policy through staff, with good two-way communication 7. Educator to staff and council — effective communicator 8. Has political savvy — specific successful experience in working with regional issues 9. Tone setter — Models our shared values and effectively represents these values to the city and the community Ways We Can Increase the Likelihood of Hiring the Right Manager: Add Jerry Melo and Ross Walker to interview panel Add someone from the county onto the interview panel Review the proposed interview process and provide feedback where necessary Interview the spouse of the potential candidate Consider involving some department heads — Charlie, Brent and Tony Ask Candice for her input on the process Pre -Work Assignment for Friday Individually identify your top evidence of what the City of Ukiah would look like in 5-10 years from now as a result of having established and implemented the necessary polices associated with a shared vision for the future in 2007. Each specific evidence point would be listed on a separate %2 slip of paper using a large marking pen. Strategic Direction 4: Defining the principles and processes for effective and sustainable operations and decisions After reviewing the initial ideas under Strategic Direction 3 the following list of potential principles were identified: 1. Open, honest and candid conversations 2. Proactive not reactive 3. Team work and collaboration 4. Fix what is broken and don't fix what isn't broken 5. Global (systems) look at the budget — Budget follows the plan the plan doesn't follow the budget 6. Self-determination (Strategic Direction 3) From this above list, 2 categories were selected to define through the Totems, Taboos and Repetitive Interactions Process: Teamwork and Collaboration: • Personalizing issues 1. Director evaluations of city manager and attacks 2. Annual conversations between council • Taking the "bait" and directors • Behind the back 3. 2 workshops per year for open conversations — conversations — planning versus goal communication of setting second guessing 4. Accept expressions of disagreement — • Violating confidentiality encouragement to re-exam positions • Violating confidentiality 5. Everyone has an explicit opportunity to • Talking about people share opinions before opening up to outside of the meetings debate rather than about the 6. Council members send emails to city issues manager and department head in neutral • Grandstanding tones — as a heads up when they hear • Embarrassing staff in citizen concerns public 7. Support decisions once they are made • Bickering among and move on — instead of re -fighting the ourselves — snide battle 8• Subcommittee between council, staff and comments consultant to establish parameters and • Blindsiding staff at ongoing mechanisms for monitoring and meetings evaluation — to be adopted by whole council 9. AAR- after action reviews 10. Stay focused on issue Fix what is broken and don't fix what isn't broken. The Budget follows the plan. In order to let go of operational management and focus on policy the council will need to identify the exceptions and mechanisms for communication. Thus far the council identified the following area for notification: When a new or different regulation arises in which the need exceeds the budget allocation or threshold. Strategic Direction 2: We will develop a shared goal about community identity that matches carrying capacity and sustainability From the May 4`" conversation the following four top priority areas of focus emerged: Maintain Downtown Ukiah's Historic Place as a Regional Center of Civic and Economic Activity 2. Develop a prioritized plan for maintaining and improving public infrastructure based on the following criteria • Sidetracking - losing 1. Inside any decision or topic the questions focus is asked, "How does this best meet or • Sitting back on not further our strategic goals and plan?" calling each other on 2. We look at opportunity costs in any connection to strategic decision. We ask, "If we do this what focus won't we do and what would be the short • Letting 1-2 people drive and long term consequences?" the conversation or Examining the impacts on this area and agenda other areas. • Letting your silence be 3. We long at the long-term costs as well as consent when you short term savings —"How do we pay for don't actually agree this now and in 10 years?" 4. Develop critical priorities and prioritize resources accordingly — we stick to them and not get sidetracked 5. Show up prepared having done our homework 6. When we choose to sidetrack we acknowledge openly and give our reasoning 7. Stay focused on issue In order to let go of operational management and focus on policy the council will need to identify the exceptions and mechanisms for communication. Thus far the council identified the following area for notification: When a new or different regulation arises in which the need exceeds the budget allocation or threshold. Strategic Direction 2: We will develop a shared goal about community identity that matches carrying capacity and sustainability From the May 4`" conversation the following four top priority areas of focus emerged: Maintain Downtown Ukiah's Historic Place as a Regional Center of Civic and Economic Activity 2. Develop a prioritized plan for maintaining and improving public infrastructure based on the following criteria 3. Planning Valley -wide takes place based on sound planning policy principles 4. The Council & Staff work together to create a more responsive and effective workplace environment The logic and thinking behind selecting these four areas were shared with the staff present at the May 25th meeting. All parties agreed that these are the critical areas of focus and that each area needs to be developed into a plan. The participants also agreed that the most important starting point is goal # 4 from above. The following notes reflect the beginning conversation around this important area: The Council & Staff work together to create a more responsive and effective workplace environment: Potential Goals and Objectives: 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 Potential Design Principles for this Goal: 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. Brainstorming Action Steps for: Strategic Direction 2: We will develop a shared goal about community identity that matches carrying capacity and sustainability Staff Input Frequent Manage by Establish & Resource Check -ins at Walking Focus on Management Staff Level Around Priorities — regarding Understand work load and work within our means Encourage frontline Immediately involve Categorize current Reconfigure city hall to staff to suggest all staff in and proposed tasks create less improved ways of understanding the big distractions doing their jobs picture Go beyond not fixing Immediately schedule Establish time lines, Undisturbed time for what is not broken quarterly meetings capacity and work — more staff — and allow an with directors to open requirements for all less hours available environment that honest and direct tasks — prioritize to encourages new communication capacity ideas Invite discussion Hold annual meetings Don't switch directions Invest more up front with and among staff with staff and share from meeting to time in hiring and council issues meeting. promoting only the best employees Employee Quarterly employee Schedule monthly Communication suggestion fors — meetings by city "strategy workshops" training Suggestion of the manager on the between city manager month ward with "state of the city' and directors to Team Building recognition discuss new projects exercises — direction to staffing and budget impacts At the conclusion of the brainstorming session the group divided into 4 small groups to take the ideas and come up with some possible specific recommendations. The following reflect the ideas generated in these 4 small groups: 1. Develop a regular schedule of meetings with council members — perhaps one council member per department to create ongoing communication. 2. Conduct an employee survey to determine what employees want in terms of information and what they see as the city priorities 3. 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 4. Utilize existing employee meetings and change the focus to be more interactive and less informational. 5. Create more informal opportunities for people to meet with each other — summer BBQs Notes From August 17, 2007 Meeting Outcomes: • Conduct a status check of the progress to date • Determine the next areas of focus to complete the strategic planning process Agenda for Meeting • Check-in process for meeting participants • Review prior work to date • Determine a process for completing the work • Identify immediate next steps Discussion About Strategic Priorities The following four key strategic priorities were identified through prior work. The discussion centered around the most important next steps to complete the work: 1. The Council and staff work together to create a more responsive and effective workplace environment. 2. Planning valley -wide based on sound planning principles. 3. Maintain Ukiah's downtown historic place as a regional center of civic and economic activity. 4. Develop a priority plan for maintaining and improving public infrastructure based on the following criteria — vital services, public safety and cost effectiveness. Lengthy and valuable discussion occurred about the priority of the work — whether to work through the remaining 3 priority areas (a high level plan had already been developed for area #1), to focus on priority #2 because the work on priorities #3 and #4 might be contingent upon the outcomes of priority #2, or deepen the strategy work on priority #1. After discussion and polling the decision was to work on priority #1. Decisions and Actions: 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. The following steps were identified: 1. Chris, Melody and Paul would coordinate the effort. 2. Mari will send out a letter to all city employees updating them about the process and letting them know about the intent of the survey. The letter will be reviewed by Chris, Melody and Paul. 3. Chris, Melody and Paul will draft a letter to employees inviting them to volunteer to provide survey questions as well as participating in the survey design process. Chris, Melody and Paul will work with the volunteer employees from the various departments to design the survey. Steve will help if needed. The survey will be conducted over the internet. This will occur over the next 10 days. 4. The Council and City Staff planning team will reconvene on September 11`h to continue the planning process. The focus of the meeting will be on reviewing and refining the Council operating principles or reviewing the survey results if completed. 5. Based on the issues identified through the survey, "strike teams" will be developed comprised of staff, management and council to address work- related issues impacting operations and morale. The idea is to model a new way of operating through involvement, create early wins, and develop an attitude of possibilities and commitment. 6. The "strike teams" will eventually morph into subcommittees with council participation to continue the strategic planning process in the remaining 3 priority areas. Meeting Notes from September 12, 2007 The focus of this meeting was twofold: 1. Review progress on the Employee Survey Process 2. Beginning scoping the Infrastructure Planning Process Infrastructure Planning Process The purpose of this discussion was to clarify the scope and purpose of the Infrastructure Planning Process. To this end the team discussed outcomes, design principles, key dilemmas and strategic next steps. Desired Outcomes: 1. Identify specific priorities and funding allocations for public infrastructure projects 2. Delineation of all the choices and the list of possible options 3. Identify 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 Sales tax Developer impact fees Broader tax base What can we do to displace general fund fees? Flexibility MCOG — street impacts Tax sharing agreements Annexation Our plan would reflect community input, priorities and what they are willing to pay for in the future 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. Tensions and Dilemmas 1. Outside influences and decisions from the State and other agencies could restrict funding, impose mandates and change the short term focus of staff activities. 2. General versus special tax requires a 2/3 vote 3. Retirement and personnel costs 4. Use of eminent domain 5. Energy, resource and construction costs may continue to climb which puts us further behind the curve from planning to implementation 6. A percentage of the city population will attack whatever we do 7. Climate change impacts 8. 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) — Candace 3. Develop a strategy for Community Engagement around infrastructure and funding: (Subcommittee — Benj, Chris, Mari and Steve) Look a 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 Strategic Planning Journey Developed criteria and guidelines Develop a shared goal about community identity that matches the carrying capacity and sustainability 1. Maintain downtown historic place as a regional center of civic and economic activity 2. Develop a prioritized plan for maintaining and improving infrastructure based on specific criteria 3. Planning valley -wide takes 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 Defining principles and processes of effective and sustainable operations and decisions Totems, Taboos and Repetitive Interactions Process: 1. Team work and collaboration 2. Fix what is broken and don't fix what isn't broken. The budget follows the plan 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 — head 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 long 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. 51ook 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 Develop a shared goal about community identity that matches the carrying capacity and sustainability C� 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 1. Maintain downtown historic place as a regional center of _ civic and economic activity 2. Develop a prioritized plan for maintaining and improving infrastructure based on specific criteria 3. Planning valley -wide takes place based on sound planning' principles Develop a shared goal about community identity that matches the carrying capacity and sustainability 4. Council and staff work together ' to create a more responsive and effective workplace environment • Goals and objectives Principles of operation Strategy and plans �1 Meeting Scheduled Develop an action plan today Multiple meetings in progress Action Plan being implemented Discussions with Special Districts City of Ukiah final Planning and Ann Urban Water Management Plan Housing Allocation Agreement with Mendocino County Brush Street Triangle Concept Plan and Prezoning Municipal Service Review City of Ukiah Annexations Orr Creek Bridge Orchard Ave Extension EDA Grant )n Task Revenue Sharing Agreements with Mendocino County Sphere of Influence Amendment General Plan Amendment and CEQA Review