City Council Work Session

Rachel McQuillenI too have heard a lot from residents that are really interested in getting that program back. And so if it does come down to the amount isn't great enough or we don't believe that that is enough to support what we're desiring from the outcome, then maybe a strategic plan in which we can, over time, build it up so that our residents that are here and looking forward to using that potential resource could at least see that it's coming into play and that we have a plan to bring it back in. Thank you.

Daniel AlexanderstaffAll right. Thank you very much. retreat follow-up from January, January 10th, I believe, if I recall correctly. And we're primarily going to focus on, as part of the discussion, strategic plan, performance management, and efficiency study. And to make it interesting, Mellie and I will go back and forth on this presentation and hopefully describe what came out of that, but at the same time, talk about some action steps moving forward so that we can continue on the process. Melody, you want to start us out?

MelaniestaffSure. I'm going to go over the parts that came out of the retreat, the council retreat and what was discussed there. So dealing with the strategic plan first, the council expressed a strong consensus that the next plan needs to include these following items, that it needs to be citywide and community-focused, should be a multi-year, maybe a four-year, should have a multi-year horizon with flexibility for annual updates and adjustments, which would be very similar to our other plans like the comp plan. It would be a living framework responsive to the evolving conditions in the region. it would include quarterly updates and an annual review and then clearly define the council's intent the public's role the scope and boundaries

Thomas PetersonIt does and I also want to really applaud you for the taking a fresh look at information that we have or that we need that's important in terms of developing a strategic plan for the city and that's something that needs to be done on a periodic basis. I think you're setting up a four-year cycle here in terms of the horizon we use but I'm also seeing that this is an annual process we go through to kind of double check this. Really good

And then to capture the significant change terms that as I understand it includes budget CIP and comprehensive plans. So the result of our strategic planning here would be updating thinking and characterization that's involved in those things based on what we do here. Is that a fair characterization?

Daniel AlexanderstaffIt is to an extent. And I think I've heard feedback on you know some of the other planning that that we do you know you're typically looking at a five-year window on updating your comp plan and so there's a there's kind of a cadence around that um that is upcoming for us as a city um you know there's some other um you know things that we could do um councilman ramus asked a question around visioning and so you know oftentimes um You know, you'll have a 2020 vision, which I don't, we haven't done anything since then. And so there's an opportunity for us to think about even longer term, which will often influence strategic planning and your comp plan and the other plans that are associated with that.

Stacey Hardy-ChandlerThank you. I don't feel the need to revisit everything WE DISCUSSED IN THE RETREAT. I DO WANT TO HIGHLIGHT THAT THIS SEEMS TO REFLECT EVERYTHING THAT WE DISCUSSED AND INCORPORATED. IF YOU MOVE TO THE NEXT SLIDE, JUST TO GIVE SOME FEEDBACK. I THINK IT'S REALLY IMPORTANT THAT THIS NOT BE SEEN AS JUST AN EXERCISE. WHEN YOU'RE ASKING ABOUT THE PURPOSE, MY HOPE IS THAT THE PURPOSE WILL BE THIS WILL PROVIDE OUR ONGOING COUNCIL BODY COMMON GROUND TO GO BACK TO WHEN WE'RE HAVING MAYBE DIFFERENCES IN PERCEPTION. THAT'S ALWAYS WELCOME. THAT MAKES FOR A RICH DISCUSSION. BUT IF WE CAN GO BACK TO AN AGREED UPON STRATEGIC PLAN AND THOSE PRIORITIES, HOPEFULLY WE CAN UNITE AROUND THOSE AND GET SOME OF THE THINGS THAT GET STUCK MOVING FORWARD. SO THAT WOULD BE THE PURPOSE THAT I

MelaniestaffOkay, we will move on to performance management. At the retreat, council acknowledged that while the city collects substantial data and performance reporting has not consistently translated into a clear picture of results. The discussion emphasized shifting from isolated department metrics to cross-cutting outcome-focused measures, incorporating resident experience data like the citizen survey, point of contact surveys, and benchmarking, implementing a two-tier performance framework, which would include a council-facing strategic outcomes scorecard or dashboard, and then a detailed internal service area scorecard or dashboard to support operational management and our budget decisions. And then embedding performance management directly within the strategic plan and its reporting cycle.

Daniel AlexanderstaffAnd this very much is a summary of essentially, you know, confirming that hybrid delivery model, particularly for strategic planning and the performance management piece. the framework around timelines and decision gates, two-tier approach to the performance management. So the efficiency scope is what it is now, but we'll come back to you, I think, particularly on that to say this is where we are. Here's some suggestions on either expanding or contracting that scope, getting concurrence from council before we proceed with that. And then any additional priorities or guardrails for procurement or schedule, We believe that there is at least you know one vendor that We could currently in essence write a contract on relative to this process and