AgdaPkt 2009-01-26 clsd and reg - Laserfiche WebLink

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· The process should allow for the recognition of the day-lo-day work being done pagZ ~ by staff in addition to work on the initiatives so Council and other stakeholders have better information when directing staff; . Initiatives, goals and objectives should be better aligned so Council and the public can see the relationship between Council direction, key activities being done by operating departments and expected results, thus allowing the strategic plan to provide a framework to align all planning processes; . Honor and incorporate existing strategic planning activities already being done that will add value to the Citywide strategic plan. After reviewing a variety of plans, the design team identified four key categories of strategic plans: 1. Formulation 2. Development 3. Implementation 4. Evaluation Moreover, the committee identified what would be included in each category and identified current processes that could be folded into one of the areas of the strategic plan. Attachment 1 - Components of a Strategic Plan, defines the various parts of the plan and includes a suggested timetable as to when the component would be revised and/or updated. One new staff activity that will be implemented as a result of the strategic plan is the preparation of an annual report. ,The purpose of the annual report will be to inform the Council and the public as to the progress the City has made on strategic initiatives and goals as well as inform stakeholders on the operations of the City. The report will be transmitted to Council in January of each year. The report will include an update on the various objectives that support council goals and strategic initiatives and will also include performance measures that monitor program success and effectiveness. The department reports will include information on each department's achievements; workload statistics for the previous fiscal year; and a section that describes any concerns or challenges the department foresees in the short and/or long term. In addition to the annual report, constituency surveying will be performed on an ongoing basis and folded into the annual update. This may include the neighborhood survey, information obtained from PACT graduates, and data gathered from the various regional partners that work with the City to provide services to the community. All this information fits under the stakeholder input umbrella in the strategic planning process. Lastly, the Committee also felt it was important to clarify the role of the City Council and staff in a strategic planning process. As indicated in Attachment 1, the Council sets the overall Vision and Mission, Strategic Initiatives and Goals for the organization. Staff then develops objectives, action plans and evaluation tools to bring back to City Council that support the strategic direction set by the Council. Further, the Committee recommends that once established, the Vision and Mission go unchanged for a minimum of 10-15 years and that Strategic Initiatives remain unchanged for at least a 4- 5 year period.