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<br />:00j02~~~~~~~~i
<br />
<br />June 1,2009
<br />
<br />SUBJECT
<br />Redwood City Strategic Plan
<br />
<br />RECOMMENDATION
<br />Provide direction to staff for refinement and implementation of Redwood City Strategic
<br />Plan.
<br />
<br />BACKGROUND
<br />At the priority setting session in February of 2008, the City Council expressed an
<br />interest in creating a citywide strategic plan that would better align council priorities with
<br />financial resources and allow for a more informed and in depth annual discussion of
<br />how best to achieve desired results. The City Manager appointed a subcommittee of
<br />the City's executive team that brought back a draft strategic planning framework, which
<br />was approved by Council on January 26, 2009.
<br />
<br />With Council's approval of the framework, the subcommittee, comprised of Bob Bell,
<br />Human Resources Director/Assistant City Manager, Corinne Centeno, Parks,
<br />Recreation and Community Services Director, Larry Barwacz, Public Works Services
<br />Director, Jim Skinner, Fire Chief, and Magda Gonzalez, Deputy City Manager, used the
<br />following Utouchstones" to guide the development of the draft Strategic Plan presented
<br />to Council this evening for approval (included as Attachment 1).
<br />
<br />. Council priorities - now called "Strategic Initiatives" - should be recognized as the
<br />long-term direction of the City and should not be revisited or re-written every
<br />year;
<br />. The Strategic Plan process should involve a variety of stakeholders and include
<br />annual updates;
<br />. The process should allow for the recognition of the day-to-day work being done
<br />by staff in addition to work on the initiatives, so Council and other stakeholders
<br />have better information when directing staff;
<br />. Initiatives, goals and objectives should be better aligned so Council and the
<br />public can see the relationship between Council direction, key activities being
<br />performed by operating departments and expected results, thus allowing the
<br />Strategic Plan to provide a framework to align all planning processes;
<br />· Honor and incorporate existing strategic planning activities already being carried
<br />out that will inform and add value to the citywide Strategic Plan.
<br />
<br />In developing the proposed vision and mission statements, staff particularly looked to
<br />Council's "Overarching Guidelines", and "General Plan Principles." Staff also used the
<br />Council-approved definitions or "Glossary of Terms" (see Attachment 2) to guide the
<br />development of each component of the plan.
<br />
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