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Home My WebLink About04-03-2014 City Council Retreat Special City Council Meeting April 3, 2014 - 9:00 AM Wesley Homes Conference Room AGENDA I.CALL TO ORDER II.DISCUSSION ITEMS A. Auburn City Council Retreat* III.ADJOURNMENT Agendas and minutes are available to the public at the City Clerk's Office, on the City website (http://www.auburnwa.gov), and via e-mail. Complete agenda packets are available for review at the City Clerk's Office. *Denotes attachments included in the agenda packet. Page 1 of 171 AGENDA BILL APPROVAL FORM Agenda Subject: Auburn City Council Retreat Date: March 27, 2014 Department: Administration Attachments: Agenda List of Read Ahead Documents Attachment 1 Attachment 2 Attachment 3 Attachment 4 Attachment 5 Attachment 6 Attachment 7 Attachment 8 Attachment 9 Attachment 10 Attachment 11 Attachment 12 Attachment 12 Attachment 13 Attachment 14 Attachment 15 Attachment 16 Attachment 17 Attachment 18 Attachment 19 Attachment 20 Attachment 21 Attachment 22 Attachment 23 Budget Impact: $0 Administrative Recommendation: Background Summary: Reviewed by Council Committees: Councilmember:Staff: AUBURN * MORE THAN YOU IMAGINEDDI.A Page 2 of 171 Meeting Date:April 3, 2014 Item Number:DI.A AUBURN * MORE THAN YOU IMAGINEDDI.A Page 3 of 171 AGENDA Auburn City Council Retreat April 3 to 4, 2014' Wesley H_omes Conference Room 32049 109th PI SE; Auburn, WA 98092 Meeting Facilitator. Kevin Snyder 8:30 a.m. -9'00 a.m. Continental:Breakfast 9:00 a.m. -9:15 a.m. Welcome 8 Retreat Kevin Snyder Overview/Questions/Answers 9:15 a.m.- 10:45 a.m. Roundtable Discussion No.1 - MayodCity Council Open Forum (discuss issues, concerns, questions and exorcise any "demons") 10:45 a.m. - 11:00 a.m.Break All 11:00 a.m. - 12:15 p.m.Roundtable Discussion No. 2- MayodCity Council Mayor and Council Goals 8 Expectations 12:15 p.m.- L15 p.m. Lunch All Mayor Backus requests that the Gty Council and DepartrnentDirectors reserve Saturday,April 5, 2014,9 AM to12 PM ff there is a need for any continued discussion on one or more Counoil retreat subject matter. Page 1DI.A Page 4 of 171 1:T5 p.m. -2:30 p.m. Small Groups Exercise No. 1 All The Mayor&Couneil Team Culture 2:30 p.m. -3:45 p.m. Small Groups Exercise No. 2- Mayor/CityCouncil City Strengths;Weaknesses, Opportunities and Tfireats SWOT) 3:45 p.m. -4:00 p.m. First Retreat Day Summary & Kevin Snyder Second Day Refreat Overview 4:00 p.m. Adjoum Meeting 5:00 p.m. Mayor/Counc I/Directors Dinner at Aubum Golf Course 8:30 a.m. -9:00 a.m. Continental Breakfast 9:00 a.m. -9:30 a.m. Roundtable Discussion No. 3 MayodCouncil/Department Open Forum`(discuss Directors issues, concerns, questions and exorcise any''demons") 9:30 a.m. - 11:00 a.m. City Core ValuesNision MayodCouncil/Department Statement/Mission Statement Directors Page 2DI.A Page 5 of 171 11:00 a.m. — 12:00 p.m. 2014 Council Strategic MayorlCouncil/Department Policy Priorities & Directors Strategie 06jectives 12:00 p.m. — 1:00 p.m. Lunch All 1:00 p,m. 2:30 p.m. 2075/2016 Strategic Policy Mayor/CounciUDepartment Priorities &Strategic Directors ObjectiVes 2:30 p.m. —3:30 p.m. 2015/2016 Budget Process Mayor/Council/Department Elements Di ectors 3:30 p.m.-4:30 p.m. Council Regular Mayor/Council/Department Meeting/Study Session Directors Alternative Business Practice 4:30p.m. —4:45 p.m. Second Day Retreat Kevin Snyder Overview 4:45 p.m. Adjourn Meeting Page 3DI.A Page 6 of 171 ACENDA Auburn City Council Retreat April 3 to 4, 2014 Wesley Homes Conference Room 32049 109fh PI SE, Auburn, WA 98092 Meeting Facilitator: Kevin Snyder 8:30 a.m. -9:00 a.m. Continental Breakhast 9:00 a.m. -9:15 a.m. Welcome&'Retreat Kevin Snyder Overview/Questions/Answers 9:15 a.m.- 10:45 a.m. Roundtable Discussion No. 7 - MayoNCity Council Open Forum (discuss issues, concerns, questions and exorcise any "demons") 10:45 a.m. - 11:00 a.m.Break AII 11:00 a.m. -12:15 p.m.Roundtable Discussion No. 2- Mayor/City Council Mayor and CounciL Goals 8 Expectations 12:15 p.m. - 1:15 p.m. Lunch All Mayor Backus requesta that the City Council and DepartrneM Directo s reserve Saturday,Apri15, 2014,9 AM to 12 PM if there Is a need for any wntinued discussion on one or more Counoil retreat subJect matter. Page 1DI.A Page 7 of 171 1:15 p.m. -2:30 p.m. Small Groups Exereise No. 1 All The Mayor 8 Couneil Team Culture 2:30 p.m. -3:45 p.m. SmaI1 Groups Exercise No. 2- MayoNCity Council City StrengtF s, Weaknesses, Opportunities and Threats SWOT) 3:45 p.m. -4:00 p.m: First Retreat Day Summary 8 Kevin Snyder Second Day Ret`eat Overview 4:00 p.m. Adjoum Meeting 5:00 p.m. Mayor/Council/Direetors Dinner at Auburn Golf Course 1 . 8:30 a.m. -9`00 a.m. Corrt'inenfal Breakfast 9:00 a.m. -930 a.m. Roundtable Discussion No. 3 Mayor/Council/Department Open Forum (discuss Directors issues, concerns,questions and ezorcise any"demons") 9:30 a.m. -11:00 a.m, City Core ValuesNision MayoHCounciUDepartment StatemenUMission Stabement Directors Page 2DI.A Page 8 of 171 11:00 a.m. — 12:00 p.m. 2014 Council Strategic MayodCouncil/Department. Policy Priorities & Directors Strategic 06jectives 12:00 p.m. — 1:00 p.m. Lunch All 1:00 p.m. -2:30 p.m. 2015/2016 $trategic Policy Mayor/Council/Department Priorities 8 Strategic Directors Objectives 2:30 p.m. —3:30 p.m. 2075/2016 Budget Process Mayor/CounciUDepartment Elemen4s Directors 3:30 p.m. —4:30 p.m. Council Regular MayoNCouncil/Departmenf Meeting/Study Session Directors AltematiVe Business Practice 4:30 p.m. —4:45 p.m. Second Day Retreat Kevin Snyder Overview 4:45 p.m. Adjourn Meeting Page 3DI.A Page 9 of 171 AUBURN CITY COUNCIL RETREAT - APRIL 3 to 4, 2014 READ-AHEAD DOCUMENTS Attachment 1 Excerpt from City of Auburn Web Site —Council Vision & Mission Statement Attachment 2 Key Terms/Ideas Aftachment 3 Strategic Plan Elements Attachment 4 Strategies for Creating a More Collaborative, Effective Council Attachment 5 10 Habits of Highly Effective Governing Bodies Attachment 6 Eight Expectationsfor Effective City Councils Attachment7 The Need.for Civility in Local Government Dialogue Attachment 8 Knowing Your Roles: Resolving and Preven6ng Coriflicts between Mayors and Councils Attachment 9 Is It Policy or Administration? Attachment 10 The Job of a Councilmember Attachment 11 SWOT Analysis fora City Attachment 12 City of Pasadena Strategic Planning Retreat (September 2013) Attachment 13 City of San Carlos Strategic Planning Retreat (September 2013) Attachment 14 City of Tacoma 3trategic Direction for 2014 Attachment 15 Beaverton City Councilors Draft Goals for 2014 Attachment 16 City of Shoreline 2013-201b City Council Goals and Work Plan Page 1 DI.A Page 10 of 171 Attachment 17 City of San Carlos Gity Council Strategic Goals and Objectives Attachment 18 City of Hillsboro City Council/City Manager Priorities for 2014 Atta_chment 19 Cityof Greeley 2013 CityCouncil Priorities and Objectives AttachmeM20 Community Tool Box— Developing Vision and Mission Statements Attachment21 City of Hillsboro Core Values and Organizational Mission Attacliment 22 Working Paper— City of SeaTac: Establishment of Council Committees Attachment23 Aubum Ciry Council -Regular MeetinglStudy Session Altemative Business Practice Conceptual Fortnat Page 2 DI.A Page 11 of 171 ATTAC H M IVT 1 DI.A Page 12 of 171 Council Vision Page 1 of 3 COfiTAR 115 PW.OYNH/T If/AUBWN A•Z plDElf Q Q J 1 O T WG9R1'^9 Cirv oF =l WASHINGTON ABOVI'AUBURN Q1Y S6RY[C6S I DOIISG BUS S TE iGS TO DO G01i Nl NNi' rynn..>>Q>Ca mtll Vbbn liVY6 W j Boards&Commissiore CO 1 VISIOIl n"" f Court I As a ciry o!reglonal signiflcance,pmu0.of its smalltown herltaqe as well as the Elverslry of Its people and DeDartments l nelgh6orhootls,nubum oHers an o00orcunity tor peaple of all ages ro enJoy Iife. Fiscai reeports h,of Anburn Missian Statement Laws&kegu atlons To provide a servim-orientetl government that mee[s the neetls of our cltlzens and business community I, MeeClnp AgenGas&Mlnu[es_ throuph effltlent end profe551onal menagement wlth re5pOn51ve and at[e551b1e leetlers lp. OMfCials p nn n 2016 Vision Mao p or; City Councllmemhers cwndi vi.io Pmvide for Public Safety Leqlsladve&Congressional Develop Publlc Safery communfwtlons center at GSA Dlstrlc[5 Bulltl new flrc sWtlon i Mayor Improve IighUng for peAesvlan safety OMinances&Resalutlons Ensure that Aubum is a safe and secure place to Iive or have a buslness I Public Mee[inqs CalenOar Improve animal control Provltle aGequate funtling wurca for public safety 0.elocare Emergency Operations Center Encourage Sense of Cammunity Promate corrtlnuaus community ouVeach Oy Involving citlzens antl Duslness In.thelr Gty govemment Con[Inue to seek oppoKUnlCies to partner and work wi[M the Mu[kleshoo[InClan Tr1he New Pos[ORice Promote stabllity In neighOOrhoatls and the downtown IMeqrateDublic eBorts wiM e6orfs of service dubs antl tal[community Develop Community Cen[er at Les Gove Park work toward unlNwtlon af new mmmunf[les wlt cen[rallzed communkatlon and ouUeach to brinp Mem InCO tht exlstlng wmmunity Promote prYtle In Au6urn-[Y5 More 7han Vou Imaglne0 Encourage Economic Development Complete Bateway proJects Development of the RoberCSOn/Valley Drive-In DropeKies Rezone boCh entls o/124th an Lea HIII to commerclal,atlGing ad01[ional areas of Lea MIII uDOn annexatlon Bulld out I 5T Cortldor wi[h appmpriate buffers. , Develo0ment of Emerald Downs area Com0lete A/0 S7 mrtidor and tlevelop ad7acent arcas Developmmt of Airport area,IncluEing runway eztension,new commerclal area and new entrances on B5T&D5T Develop/improve MultiCare slte Oevelop environmental buliding,mmmerdal and tecMOlogy In the Green Zone aEJacent ro Me Aubum EnvironmenWl Park(AEPJ,IncluCing rezone Develapment of GolAen Trlangle arca ReOevelopment of C ST SW and ISM 57 Sw propertles http:%/www.aubumwagov/govemmenUofficials/council vision.htm 3/25/2014 DI.A Page 13 of 171 Council Vision Page 2 of 3 Rezone area sou[h of SuperMall to commerclal CreaM Auburn Way Sou[h Redevelopment Plan Rezone antl redevelop A 5T SE mrtitlor to wmmerclal to Include professlonal anA servlce oHentetl businesses Muckleshoot Indlan Tribe's economic develoDment area Provitle Flber optic mrtidor throughou[the tlowntown,Oeginning with[he aEP Green Zone Market Aubum a5 the reglonel'enlertalnment center Ntld commercial zoning to Intlustrial areas Develop cnteria!or reviewing Clty ownt0 properties Improve Designated Urban Center improve B ST plau Encourage development of nelghborhood west of C ST cortidor by extending sky 6rltlBe across C ST ReviWlize and redevelo0 urban center with extended areas Create mediceVhospltafzone ComplMe CIry HalbPlau Revlew zoning codes wlthin:Urban Ceirter W allaw fncrcased developmenVdenslty Continue efforts to make Auhurn's Urban Center more.pedestrlan frlendly Improve and expantl public,parking ap0ortunities Complete Public Works Projects ComD ete i ST Corridor from a0[h 57 to 27Rh sT Add Perime[er RD Co EIIIngSOn a5 a new[orridOf Atld haW mute from R ST.[b Hlingson Pursue s[reM bontl to bring all artetlals to at leas[70%contlitlon Index rating Rebuil0 Cross Town Connector Britl9e over t21n yard Complete M ST Untlerpass Contlnued commltmen[M SOS Program Plan Futuxe City Development Complete Thomas annezation Annex D ST(SNCk):neighborhood Annex West Mill and Lea:Hill Complete Pleme County anneaaCions RelomCe M&O facllity Rezone D ST Dy W Maln ST Co resldentfal Actively Snpport Regional Transportation Improvements ncrease 5R 167 m four lanes each side Complete SR 167/SR 18 in[erchange Complete SR 164 Improvemen[s Completc Ilnk road from SR 164 to SR 18 Enhance Qaality of Life Complete Green Rlver Trall Develop Olson Creek comD fram Olson Fartn to the newly named Golf Course a[Olwn Creek Restore MIII Creek Develop Au um EnvironmenWlPark Develop espresso/Julce Dar and Oossible hike/skate shoD on Interurban Trall(seasonal concessions) Restorc White Lake Proactively work wl[h.BNSFdo encourage butfer zones at rall yartl BWId south enA tralUOOp and horse trail Preserve fortner Camegle.Llbrary and Former post office Pursue opportunitles for indoor and auMOOr soccer facllitfes InstltuteJnner city shuttle service http://www.auburnwa.gov/governmenbofficials/council_vision.htm 3/25/2014 DI.A Page 14 of 171 Council Vision Page 3 of 3 Develo0 one-sco0 multl-servlce cen[er Comple[e conne[tlons(rom downtown to the In[erurban'an0 Whl[e River Tralls ConNnue efforts[o Dartner wi[h,fund an0.enhance human servires Encouraqe public art on Aownmwn bullOings Consitler an AuOum Housing AuthoAty Inclutle t e area on Aubum Way S from F ST[0 12th S71n I.es Gove Communlry Campus rvo. I TFl tt d Pi T R[SIiC A A A O dAWm I 734C IOY SU.ob P41p 080011 9 901 70AD yn4ypu;SpwdN I 1 A a sa wAi+' http://www.aubumwa.gov/govemmenUofficials/counci]_vision.htrn 3/25/2014 DI.A Page 15 of 171 1°TAC H M E NT DI.A Page 16 of 171 KEY TERMS/IDEAS CORE VALUES: Core values are the fundamental beliefs of a person or organization. The core Values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help companies to determine if they are on the right path and fulfilling their business goals; and they create an unwavering and unchanging guide. MISSION STATEMENT: A mission statement defines what the corporation or organization does, who'ft serves, and how it serves (creates value for) its clients. It is designed fo provide clarity of focus and direction for those in the company/organization and answers the questions of who we serve and how. it also creates clarity of value for those outside the company and answers the question of whether this company can be ofivalue to me and/or my company. Key questions to ask when developing or updating a mission statement are: 1_ What do we do?What are our products and services? 2. Who do we serve? Who finds these products and services of value? 3. WhaYvalue do we provide?What business problem, human need, or desire do our products and services fulfill? VISION STATEMENT: A corporate/organization vision statement sets a dynamic and compelling view of the corporation at some point in the future: It is an emotional driver to some big idea" or challenge that drives those in the corporation toward it. It is not intended for those outside the company. It is not a goal, as they should be SMART, but rather it can be a wild, crazy, and even unattainable idea, as long as it provides a deeply emotional drive to accomplish something great that those in the organizafion can get behind and drive toward. Pick a point in the future, 3, 5 or 10 years from now. What do you envision for the company/organization, yourself, the people in it? Don't be limiting, be creative and think "out of the box" and shoot for the moon! Keep in mind, there are no wrong answers, only the right answers for you! Some things to consider when defining this vision are: Financial Imqact: The profit and income of the companylorganization and your personal income and net virorth. Personal Imoact: What will attainment of the vision mean for you personally? Recognition, reward, acclaim, or more time with family, friends and loved ones? e Size and qrowth ofi the business/oraanization: Will it be ever growing with hundreds of employees with regional, national or global reach or a small fi m with limited employees and geography. Cul4ure of the business/oraanization: Will it be focused on staff and "family" or on serving the customer?Will it be governed by rules and processes or by innovation and change? STRATEGIC: Engaging in high level planning efforts to achieve one or more goals under conditions of uncertainty. PRIORITY: Something that is more important than other things and that needs to be done or dealt with first. OBJECTIVE: Something that one's efforts or actions are intended to attain or accompiish; purpose; goal; target. DI.A Page 17 of 171 ATTAC H NI E NT 3 DI.A Page 18 of 171 STRATEGIC PLAN ELEMENTS Marityn SniCer,Stralegic Plannlrp Fecllllatar•SnlOer and Assoda0rs(510)531-2904 SWOT"ANALYSIS Assess the organization's: Intemal Strengths - Intemal Weaknesses 6ctemal Opportunities - Extemal Tlireats MISSIONIPURPOSE STATEMENT States WHY the organizatiort exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future—what the organization will BECOME GORE VALUES Wha4 the organization values,recognizes and rewards—strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to acxomplish (consistent with the Mission and moving the organization towards its vsion)–usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when,who is accountable to do what for each of tfie Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goalsand objedives; includes setting new objec4ives every six months 01995 SnlEer aq Assxlaros 6 DI.A Page 19 of 171 TT 4CH M NT 4 DI.A Page 20 of 171 Strategies for Creating a More Collaborative, Effective Council Page 1 of 8 Send to printer Close window Strategies for Creating a More Collaborative, Effective Council r : .: r mw ,_ _.. _ ._ f l . n R` i This article is a service of the Institute for Local Government(ILG), whose mission is to promote good government at the local level. Leam more about ILG's Public Engagement and Collaborative Governance Program atwww.ca-ilg.orglengagement. Running local government successfully is hard work. City officials know that it requires serious commitment, tlme and knowiedge on the part of local officials and staff as well as community members. Locai policy- making is also a collaborative activiry. The current economic and politiql challenges facing California exert tremendous pressure on mayors and council members to work together collaboratively and effectively. Issues that affect the future well-being of their cities also spur local officials to have conversations and collaborate with members of the public about the kind of community they envision for themselves and their children. The need for collaboration—between individual council members, among councils as a whole and between local officials and the community—prompted the League to ask the Institute for Local Government(ILG)to conduct an Advanced Leadership Workshop on this topic during the League's Legislative Action Days in May 2011. Nearly 40 mayors and council members participated in this interactive, highly rated session titled"Creating More Collaborative Councils: Strategies for Effective Communication, Meeting Management and Public http://www.westemciry.com/core/pagetools.php?pageid=11963&ur1=%2F Westem-City%2... 3/18/2014 DI.A Page 21 of 171 Strategies forCreating a More Collabontive, Effective Council Page 2 of 8 Engagement."The workshop explored key issues related to the work of elected local officials and provided participants with the skills and strategies to more effectively: Communicate and problem-soive with colleagues; Maintain collaborative relationshipswitti fellow council members; Preside over and participate in city councif ineetings; Interact with and respond to members of the public; and Design effective and inclusive processes for engaging the public. This article presents some of the workshop's highlights. Communication andProblemSolving On any given day, we all may do a better or worse job in effectively communicating information with others in ou work, civic and family lives. The quality of communication with others can present a challenge forlocal elected officials, who work largely in the public sphere and must deal with multiple audiences, limited time and a broad range of content. The issue of comrtiunicating with counoil colleagues is no exception. Proponents of effective communication suggest a few simple rules fo help us keep our speaking and listening skills welf honed, thus supporting our goals and relationships. Be attentive.Whether with an individual colleague orin council chambers before a packed house, paying attention to the speaker;the subject at hand and (asappropriate)the interpersonal dynamics:involved will make you a more effective communicator and help you to be peroeivei! as a respectful, effective colleague and public servant. Ask claritying questions.This shows a desire to better understand the speakerand demonstrates both attentiveness and an interest in leaming more. Typically this is a better communication choice tHan.a quick emotional retort or an immediate explanation of your own views.Asking clarifying questionshelps increase the likelihood of a more productive conversation or exchange. Let people know you are listening.Two very simpie ways to do this include paraphrasing and using a perception check. Paraphrasing is repeating the essence of the speaker's remark, thus oonveying that you've heard the substantive content of whathe or she has said;for exampie, "So you're saying that you believe this would kill all the fish in the stream—is that right?"A perception check involves acknowledging the emotional content of a speaker's comment; for example, "I can hear that you're very worcied about the safety of neighborhood residents if we remove that stoplight;" or"I want you to know that I hear how angryyouareaboutthisandhowimportanttheissueistoyou." BotF1 paraphrasing and a perception check can be important communication tools for council members. Neither suggests you are necessarily agreeing with the speaker or expressing your own opinion on the issue at hand. Distinctions Between Values, Interests and Positions Your conversations with other individual council members or residents often concern topics that they(and perhaps you)feel very strongly about. It may seem there is no way to even begin to have a useful discussion http://www.westerncity.com/core/pagetools.php?pageid=11963&ur1=%2F Westem-City%2... 3/18/2014 DI.A Page 22 of 171 Strategies for Creating a More Collaborative, Effective Council Page 3 of 8 about such topics. However, understanding the.distinction between a value, an interest and a position can be helpful when tackling this type of situation. Consider these examples: Children are our community's mostimportant resource."This is a value; I want a park and open space where our children can play."This is an interest;and I want a park and skateboarding area at the corner of Palm and Main with the city contributing all the funds."This is a positlon. Listen for and ask about values and interests that underlie speakers' expressed positions. People can more readily understand each other's values and'interests.than they can accepYdifferent positions: Typically there are more ways to satisfy interests than to bridge conflicting positions. A conversation about values or interests can often reduce or clarify differences. The following basic principles of coilaborative problem-soiving (or"principled negotiation"), developed by Roger Fisher and William Ury and presented in their book Getting to Yes, also offer helpful guidelines for working through a knotty issue with a colleague or guiding group discussions. Separate the people from the problem. IYs not unusual for emotions to cloud problem-solving when people feel strongly about an issue. However, it is farmore effective to attack the problem together, not each other. IYs also a much better way to preserve an important working relationship. Focus on interests, not positions. Taking a hard negotiating position can obscure what isrealty wanted. A conversation abouf interests, which tend to 6e broader than positions, creates more opportunities fnr coming up with an idea that appeals to all participants. Discussing interests rather than focusing on positions means that there'salot more to talk about and improves the chances of success. Inventoptions for mutual gain. In the typical back and forth of"making your case"there is often little opportunity to jointly think about and creatively invent new ideas that may be in the interests of bofh (or all) negotiators. However, this type of creative thinking probabiy won't occur unless iYs given a time.and a place to happen, and making time for this step is especially important when addressing polarized local issues. Insist on using objective criteria. This is perhaps the hardest problem-solving guideline to follow—but perhaps the most important— in what is often a chalienging political environment. Working to creatidely solve a problem or reach an accord can be advanced if the participants can agree on some sort of common standard or a result that they think makes sense. Civiiity and Council Member Behavior Much media attention has focused lately on the question of civility in public discourse, andmany city councils are grappling wRh the challenge of how to ensure civility among council members in their own deliberations. Highlighting the current interest in this topiqthe New Jersey State League of Municipaiities recently published an article titled "The Need for Ci4ility in Local Government Dialogue" (www.njslom.org/need_for_civiiity.html). The article presents author John C. Gillespie's 10 commandments of public civility, which inciude these admonishments: http://www.westemcity.com/core/pagetools.php?pageid=11963&ur1=%2F Western-City%2... 3/18/2014 DI.A Page 23 of 171 Strategies for Creating a More Collaborative, Effective Council Page 4 of 8 Thou shalt not allow legitimate critique of policy and practice to become a personal attack aimed at the person who devised the policy or implements the practice; Thou shalt noYrudely interrupt a colleague midsentence nor"speakover"a colleague while he or she is speaking; Thou shalt not pretend something is much more important than it really is simply to score points with an audience; and Thou shalt always recognize that your colleagues were also elected,just as you were, and deserve the same level of respect for having run and won. Gillespie's 10 commandments serve as useful guidelines for councils striving to improve the tone of discussions. Another helpful resource, the Institute for Local GovemmenYs Promoting Civrlity at Public Meetings: Concepts and Practices(www.ca-iig.org/civility), examines civility in conceptual and ethical terms and offers p2cticalstrategies for achieving greater civiliry in public discourse. A growing number of cities are creating handbooks that help council members(and the public) better understand city govemment and council members' roles and responsibilities.Jn addition, cities are adopting ground rules for council meetings that extend beyond procedural rules and address expectations and guidelines for councilmemberconduct. One exarriple of such rules comes from the City ofDavis: Council members should actively pay attention while others are talking. Council members should be aware thaYside conversations, note writing and nonverbal expressions made by council members can be distracting to the meeting. Be aware that other council members;staff' and the public in attendance can hear and see these actions.. The City of Hayward's Council Membe Handbook'includes the following: Council members shall accord the utmost courtesy to each other, to city employees and to the public appearing before the council and shall refrain at all times from rude and derogatory remarks, reflections as to integrity, abusive comments and statements as to motives and personalities. Other sections of Hayward's handbook address sanctions for violating the various rules ofprocedure. Beyond Robert's Rules of Order Whether you serve on a board, council, commission or other goveming body, it is helpful to understand how to conduct public meetings.To simplify the rules of parliamentary procedure for those who participa4e in public meetings, Judge David Rosenberg created a video titied "Rosenberg's Rules of Order: Simple Parliamentary Procedures for the21 st Century." Prior to becoming a Yolo County Superior Court judge, Rosenberg served as mayor and council member for the City of Davis and as a Yolo County supervisor. The video isbased on a two-part article written by Rosenberg and originally published in Westem City magazine in 2003. A newly revised pocket guide of Rosenberg's Rules will be available later this year.) As part of the Institute forLocal GovemmenYs service to local officials, the video and accompanying downloadable documents are availabie at www.ca-ilg.org/rosenbergrules. Test your knowledge of parliamentary procedure rules of order by taking the quiz (below). http://www.westerncity.com/core/pagetools.php?pageid=11963&url=%2F Western-City%2... 3/18/2014 DI.A Page 24 of 171 Strategies for Cresung a More Collaborarive, Effective Council Page 5 of 8 Effective Public EngagemeM The ability to effectively involve the public in decision-making is an essential skill for local officials. Many local agencies are facing serious challenges on issues ranging frombudgeting and fiscal policy to Gimate change and public safety. Public engagement comprisesa braad range of inethods to informmembers of the public about decisions that affect them and to invite their participation in the process. Such metliods include but are not limited to public information and outreach efforts, public consultation and public deliberatlon (for more information, visit www.ca-ilg.org/PEbasics). Successful public engagement can help iocal agencies manage challenges by contributing to the following outcomes: Befter identification of the public's yalues, ideas and recommendations.Well-executed public engagement can provide more nuanced diews about an issue from a broader spectrum of residents than a simple"yes"or"no"election. Residents who are more fully infortned about issues and local agencies. Public engagement presents opportunities for residents to better understand the issues and challenges impacGng ttieir community, grapple with practical problems and real trade-offs, and see local agency challenges as their own. Improved local agency decision-making and actions wifh better results. Members of the public provide rich sources of information regarding their community history and needs. This information can inform local agency decision-making and potentially produce superior resuits. Enhanced community buy-In and support.Jnvolving members of the community in a meaningful way can build a sense of ownership and greater support far the local agency decision. It can also reduce contentiousness. Faster projeet implementation with less need to revisit issues again. Mutually agreed-upon decisions are less likely to continually reappear as issues of concem both for local agencies and community members. More trust—in each other and in loeal govemment Open dialogue, shared interests and mutual problem-solving can bring disparate groups of people together, potentially resulting in increased trust in the others' ability to solve problems and make good decisions. Increased community partieipation and leadership development. Positive experiences with public engagemeM can lead to better informed residents who are moreJikely to participate in other community activities and have the confidence and skills to become future local govemment leaders. Additional Resources For addi6onal resources, visit: vaww.ca-ilg.org/engagement www.ca-ilg.org/civility www.westemcity.comlWestem-City/December- 2010ITransparency-In-Local- http:/lwww.westemcity.com/core/pagetools.php?pageid=11963&ur1=%2FWestem-City%2... 3/18/2014DI.A Page 25 of 171 Strategies forCreating a More Collaborative, EfFective Council Page 6 of 8 GovemmentProtecting-You r-Commu nity- Against-Corruption/ www.westemcity.com/Western-City/October- 2009/Meeting-Great-Expectatio ns-Deal i ng-With- Emotional-Audiences/ Rosenberg's Parliamentary Procedure Quiz Circle the correct response Tnr each item. Answers appear at the end of this page. 1. You are a city council member. At a councii meeting, you can't hear the discussion due to noise made by the heating system. You should raise your hand and, when recognized, say, "Point of order—I can't hear whaYs being discussed." True False 2. A vote on hotly contested Agenda Item 5 has passed by a vote of 3 to2. You were one of the two council members who voted against the item. Later in the meeting you ask forreconsideration of Agenda Item 5, because you have thought of something you believe will convinbe one of the majority votes to change his or her mind. The mayor rulesyou "Out of order"and refuses to allow a vote on reconsideration. The mayor's ruling is: Correct Incorrect 3. IYs 11:00 p.m. by the time the city council reaches Agenda Item 25. The mayor asks for a show of hands to indicate how many members of the public wish to speak on the item, and 32 people raise theirhands. The mayor announces that she will limit each speaker to two minutes each. Can the mayor properly do so? Yes No 4. Joe makes a motion to hold a council retreat in May, and Mary seconds the motion. Sally then moves an amendment to have the reVeatin June, and Fred seconds the motion. Esteban then moves a substitute motion to have no retreat this year, and Fred seconds the motion. The mayor announces that discussion will begin on the motion to amend. Is this the correct ruling? Yes No 5. On a highly controversial agenda item in a meeting attended by many members of the public,the audience becomes engaged in the discussion and members of the audience applaud in support or hiss in opposition following the remarks of tl e first . speaker who addresses the city council.The mayor states thaf no vocal expressions of support or opposition will tie tolerated at the meeting and asks 4he http://www.westerncity.com/core/pagetools.php?pageid=11963&ur1=%2F Western-City%2... 3/18/2014 DI.A Page 26 of 171 Strategies for Creating a More Collaborative, Effective Council Page 7 of 8 public not to applaud or hiss after speakers conGude their remarks. May the mayor do so7 Yes No 6: A member of the city council continually interrupts other council members while they are speaking on agenda items:,The mayor refuses to stop the offending council member from interrupting.As a member of the city council, you`have the right to make a motion to challenge the mayor'sruling and have your motian voted on by the council. True False 7.. Afteravery long discussion and debate on a motion you made to approve a street repair schedule, which was duly seconded, you want to move ahead with voting on the item, so you say, "I call for the quesUon."The mayor responds, "OK, IeYs proceed with the vote on the pending motion to approve the proposed street repair schedule." Did the mayor handle your call for the question properly? Yes No 8. If the maker of a pending motion accepts a proposed change and incorporates the change into her motion, and the person who seconded the motion also accepts the change, this is called a"friendly amendment." True False 9. Sam moves and receives a secontl on a motion to create a seven-member Police Oversight Commission. Mariko moves and receives a second on a motion to make the commission 15 members. Helen moves and receives a second on a motion to create an ombudsman posidon inlieu of the commission.The mayor schedules discussion and a vote on the third motion(Helen's),which passes.The mayor should then schedule discussion and a vote on the second motion Mariko's motlon). True Faise 10. In the middie of a meeting the mayor recognizes Maria, a council member, who moves to adjoum the meeting. Frank seconds her motion. The mayor calls for discussion prior to the vote. Maria 2ises a point of order and says that the motion should be voted on immediately. Who is correct? The mayor Maria Answers to Quiz 1-False. 2-Co rrect. 3-Yes. 4No. 5-Yes. 6-True. 7-Yes. 8-True: 9-False. 10-Maria. http://www.westernciry.com/core/pagetools.php?pageid=11963&ur1=%2FWestem-Ciry%2... 3/1 S/2014 DI.A Page 27 of 171 ATTa4C H IVI E N T 5 DI.A Page 28 of 171 10 HABITS OF HIGHI,Y-EFFECTIVE GOVERNING BODIES Cazl H.Neu,Jr. Lakewood, Colorado Local govemment operations direcUy affect our daily existence and experiences and the quality of life we perceive we have within our communities.No local government deserves,nor should its citizens tolerate, governing bodies and elected and appointed public officials who. don't exhibit extraordinary effectiveness, integrity and competence in leading their community's public institurions. T'homas Cronin, a recognized authority on public policy, defines leadership as, "making things fiappen that might not otherwise happen, and preventing things from happenmg that ordinarily might happen. It is a process of getting people together to achieve common goals and aspirations. Leadership is a process ttiat helps people transform intentions into positive action, visions into reality." The quality of leadership effectiveness demonstrated by a governing body and its ability to be highly-effectiveare not amibutes bestowed upon it by a sweazing-in ceremony.They are the result of disciplined adherence to a set of fundamental principles aad skills that characterize highly-effective governing bodies. Listed below are 10"habits"of highly effective governing bodies based upon the author's observations of hundreds of city, county, special service district and school district goveming bodies over the last twenty years. 1. Think and Act Strategically A governing body's primary responsibility is not just to make policy or do its"Roman Emperor"routine (thumbs up or thumbs down) on agenda items at public meetings. It is to determine:and achieve citizens' desires for the community's future. Goveming bodies and their administrative teams must accept responsibility for shaping the future of the community by expanding their mental horizons to identity and meet the challenges that must be addressed through decisive leadership and goals for the attainment ofthat future. A strategic leader always comes at you from the future and takes you "back to the future" from the present. This leadership adventure starts with vision, and evolves to defining the strategic issues that must be mastered to achieve the vision. The next step is the development of long-range goals that address these strategic issues and which provide decision-making and budgetary focus for the successful implementation of these goals. Living from one annua7 budget to another, and from one meeting to the next, condemns yow communiry and its future to happenstance and the type of thinking that befuddles national governance and policy. For this reason, polls show an overwhelming majority of citizens want important issues affectmg their lives to be deoided at the local, "home town" level. Here,they expect leadership, sound thinking, decisive action,and accountability for results. Neu and Company and the Center for the Future of Locel Govemance, 1997,2002. All righu reserved. Winword 9/97/Word 8A l2/02 DI.A Page 29 of 171 2. Respect "shared constitueucy":what do the people need? No city,town, county, local government jurisdiction or non-governmental community entity is an island. The actions and decisions of any one affects all others. But,there is an even more profound reality: most governmental jurisdictions and non-governmental entities overlap in representing and providing service to the same people, i.e., shared constituencies. For example, any given citizen is represented and served simultaneously by the federal, state, county, and city govemments plus the school district, special purpose districts, neighborhood associations, chambers of commerce, newspaper publishers, non-profits, etc. These governments and community entities usually see themselves as separate institutions, often with conflicting and competing agendas rather than as components contributing in a coordinated and integrated manner to seamless service delivery meeting the citizens' needs. Frequently, local governments and communiry entities operate as special interests advocating their particulaz institutional needs and prerogatives They fail to define how a public service category meeting the needs of a community of shared constituents (public safety, transportation,community development,human services, health care, education, etcJ is defined and functions in a seamless manner with each jurisdiction and entity ensuring its appropriate contribution to the effective and efficient performance of the whole service system. An example of a service category system is roads. A citizen expects to be able to get from pointa to point b on good quality roads that make this possible. That citizen does not want to think,nor cares about, "whose road am I on now; a federal, state, community or city road?° To that citizen "roads are roads" and it is up to al the govemment entities to make the system work! The same for public safety, andall services. When a sheriffs deputy can not communicate with a ciry police officer due to different radio systems and frequencies, it is a service system breakdown which doesn't meet the citizen's need for seamless effecUve service. Effective governing bodies recognize they must horizontally(local govemment with local governtnent with community entities) and vertically(local government to federal and state government)coordinate and integrate to ensure citizens'needs aze met. They also recognize that collaboration and integration work best if it originates at the local government, city and county, level. It is at this level where needs are best defined and responded to by service providers. In reality, all government, as it touches peoples daily lives and existence, is local. DI.A Page 30 of 171 3. Understand and Demonstrate the Elements of Teamsand Teamwork Governing bodies by law, exist and have authoriTy only when their members convene as a"body"to do business. Each member is a component of a corporate being which must speak, act,and fulfill its commitments with one voice, in a matiire, effective and reliable mannec Governing bodies are collections of diverse individuals who come together to consritute and act as an entity, and only when operating as that entity do they exercise authority and perform in fulfillment of their purpose. This is a classic definition of team. Cazl Larson and Frank LaFasto, two preeminent authorities on teams and teamwork,define team as an entity comprised of two or more people working together to accomplish a specific purpose that can be attained only through coordinated activiry among the team members. In shoit,a team is an entity that exists to fulfill a specific function, or purpose, made up of dispazate, interdependent parts (individuals)who collectively achievea capacity that none of its members could demonstrate individually. Teams always have two components that one might call their"S"components: systemicness and syner. All teams aze systemic,by definition, being made up of interdependent parts(people)who affect each other's performance and that ofthe team. Synergy is the ability to achieve an effect,when working togetkier as a team,that is more than the sum of the team members' individual effoRS. While all'teams are:systemic,relatively few are synergistic unless their members understand,master and demonstrate the fundamentals of teamwork which are: a clear sense of purpose and goals; clearly define roles and relationships ttiat unite individual talents and capacities into team performance; integration of inembers who have basic technical, interpersonal,and rational decision making competence; a commitment to team success and quality performance; a climate of trust,openness, and mutdal respect; cleaz standazds of success and performance excellence; the support, resources and recognition to achieve success;and principled and disciplined leadership. Highly-effective governing bodies spend time building their sense of being a team and their skills for productive teamwork. DI.A Page 31 of 171 4. Master Small Group Decision Making Most local government governing bodies aze classic small groups, with fewer than a dozen people. Small groups demonstrate certain skills and'behaviors that`9ink"their members together. They also haue cleazly defined processes for making decisions in fulfillment of that group's purpose. Figure 1 summarizes the"skill sets"essential to small group effectiveness. EFFECTIVE Small Group Decision-Making Interpersonal Skills Task Sldlls Rffiional Skills The ability[o work and Knowledge ro do a job Ability[o deal with issues interaM with othecs and problems ralionally Listening to/understanding of Knows frnm and role of Selec[iag and prioritizing the views of others organization issues to be addressed Conswc[ively confronting Knowledge of law,policies Malysis of issues and rcla[ed and resolving differences and pmcedures facts Supporting others and Civiliry and manners Identifying objectives— showing respea for their ideas Professional-technical outcomes Participa[ing actively in Imowledge Considering altema[ive. discussions strategies/courses ofaction Taking"time outs°to discuss Assessmen[of obstacles md how well group members O q s interac[wi h each other Consensus decision maldng Evaluation&follow-up Figure 1:Effective Small Group Decision-Making 5. Have Clearly Defined Roles and Relations6ips Each team member's contribution to the team's efforts and success must be defined in terms of roles to be assumed(functions)and how that role is to be carried out through one's behavior(performance). Role has two elements:function, the specific responsibilities of that role irrespective of incumbency, and performance, how one occupying the role is expected to behave and fulfill his/her responsibilities. Most governingbddies;whether through charter, statute or ordinance, have clear definitions of their function. T'he performance component must be defined within the team through discussion and mutual definition ofthose behaviors and practices expected ofthe governing body's members in the conduct of their duties and interactions. DI.A Page 32 of 171 Vince L.ombazdi when asked,what makes a winning team, replied,"start with the fundamentals.A player's got to know the basics of the game and how to play his(her)position. Tlie players have to play as a team; not a bunch of individuals.The difference between mediocrity and greatness is the feeling the players have for each other,"(relationships).Teams talk about and define expected roles and relafionships and give constrvctive feedback to their members on the degee to which theyare fulfilling these expectations. 6. Honor the Board-Staff Partnership We havesll heard the popular phrase,"the governing body makes policy, staff implements policy".This is a total misconception of reality. Policy making and policy implementation aze not distinct and separate functions. Policy making-implementation is a continuum of thought and relationships that transforms ideas and absiractions(visions, policies, goals,and plans) into defined,observable ends or outcomes,(results, programs;projects, deliverable services). Board members and staff share this continuum as partners ensuring each other's success. Each person plays an important role in creatingsound policies and ensuring their effective implementation through reliable administrative practices and performance.Figure 2 depicu this partnership and continuum. sona's sat-xxE Gp gNANCE-POLICY PROCESSES ^Dmm'IR`aca SPt x Community P 4 taff-Implemrnto rPolitical D Perforcnance Issues Factors L M •Values-Expertise Values j jj Gratification Grutification C Y A continuum-interaction A A B p D D A M M M A ..,,M L I A I R r...._. ......5......, p N N N D S Q_.. S A I S R L ;, T G S I E I 'R E T O S C q "•• ••..,M R N U Y T '•••, A L I N T T O T I S I`1 O N DI.A Page 33 of 171 Figure 2: Boazd-StafFPartnership To what degee isthis partnership understood, discussed,and respected by boazd members? John Carver,a widely acclaimed author who writes about boards that make a difference, describes this partnership as one in which boazds define what needs aze to be met and ends outcomes) achieved. He believes that boards should allow staff,within boazd-established limits, to define the means for achieving these ends. He sees a board-staff linkage that empowers staff to do its tasksand be evaluated on theresults produced. 7'he board-staff partnership functions best when it is vision-driven and goals baseA. Boazds that accept and abide by this partnership focus their energy on establishing vision and goals,on good policy, and on empowering effegtive staff performance.Those that do not do this, frequently fall prey to micromanaging;that is,they will perceive a need to become involved in, or retain approval over,staff activity and plans. A critical element and important board task in this parmership is the evaluation of the manager or administrator, based upon clearly defined goals, policies,and established guidelines on executive performance. 7. Allocating Governing Body Time and Energy Appropriately Time, especially to elected officials, isa critically precious and limited,commodity. 7'he typical boazd or council operates as a governing body,providing governance, for relatively few hours; usually less than 200 hours annually,as compared to the typical 2400+hours per work year for senior administrazors. How boards allocate and use their time is vital to their leadership effectiveness and performance. Boards, like teams,"play" in a number of settings or"arenas"to achieve ove all,peak performance.There are four boazd-staff arenas,and each must be appreciated for its purpose and contribution to a boazd's effectiveness. e Goal-setting(retreats or"advances") Exploration and analysis(study sessions) Disposition/legislation (regular public meetings) Communiry relations (interactions with constituencies and other jurisdictions and agencies) Figure 3 identifies the purpose,typical setting, focus, and key chazacteristics of each arena. All four azenas are essential to higttly-effective governing body's fulfillment of its leadership, policy making, goal setting;and empowering responsibilities. DI.A Page 34 of 171 ARENA GOAL-SETTING EXPLORATION& DISPOSITION- COMMUNITY ANALYSIS LEGISLATION RELATIONS Purpose Establish vision • Understanding •Official action Interacdon with Explore potentials the issue(s) •Vo[e on items constituency- Set goals Problem Resolu[ions ci6zens Direction/Priorities identification Ardinances Building alliances Community Selec6ng"best •Public input Outreach-liaison Services options" Mobilization of Coordination with Staff action Btiilding support. other entities Budgets co[nmiunent RetreaUAdvance Study Session Public Numerous Typical Setting -informal off-site conference room -formal board diverse formats worksho meetin inchambers Fu[ure of wunty, •Developing. Agenda-formaliry • Commwication Focus city/wmmuniry knowledge For Show"'of Problem solving Evaluation of decision making authority Collaboration- Needs Sorting of options • Ratification/coordination Trends Euaznine Adoption Partnership Strategic issues consequences Political pressures • Acting as a Community desires •Set strategies Psychological communiry values A6iliry to make needs Leadership wmpe[ent& informed decisions Key Ctiaracteristics • Informality Board-staff' Fortnal mee[ings • Being"outside"city Sharing of options dialogue Rules and hall/cour[house Open dialogue Questioning- procedures Responding to Creative thinking testing of idess Public requests Humor-advrnture •[nformation input/involvement • Joint vrntures Face-to-face/Group exchange High visibiliTy Interagency acGvity interaction Negotiating- Pressure/advocacy • Multiple inte ac[ion consensus building fromgroups modesand No voUng Voting wmmunication Faco-to-face/group • Group interac[ion echniques interaction - Figure 3:Arenas for Goveming Body-Staff Performance Highly-effective goveming bodies will hold at least one goal-setting retreat or"advance" annually. T'hey also will hold two study sessions moirthly,usually between regulaily scheduled public hearings. Here they confer with staff and other experts on significant items under consideration requiring eventual official actions. While these study sessions aze open to the public,as observers,the public should not participate in ttie boazd-staff dialogue.Many boazds short-change this arena, pushing the oppoRuniry for leaming into the formal public hearing, which is not designed to promote much in-depth analysis of complex issues.l'he arena of disposition/legislation is designed to get to a vote, not promote careful analysis of complex issues. DI.A Page 35 of 171 The fourth arena,community and interjnrisdictiorral relations, is becoming more important. It is rapidly transforming the role of the gove ning body and how it and its membecs spends their time. Communities today are mom dependent upon sophisticated alliances and partnerships among goups,public and private enrities. All jurisdictions are subject to multiple, profound changes in how public officials operate as they deal with complex multijurisdictional and regional issues and the gowing popularity of citizen democracy and community building/renewaL Today,the communiry arena requires more time spent in interactions outside of ciry hall/courthouse and puts greater time pressure on elected ofticials. 8. Have Clear Rules and Procedures for Board Meetings Boazd meetings exist for the purpose of doing the boazd's business. Literature on how to conduct effective and productive meetings specifies the need for, and adherence to, clearly defined rules and procedures. Many boazds, however,drift&om these rules and procedures in pursuit of informality, collegiality,and"just being nice."They let their meetings drone on with lack of focus,redundant comments and endless discussions. Rules and procedures do not preclude citizen input,courtesy or sensitivity to public concerns and viewpoints.They respect all these elements and the necessity to conduct business in an orderly,discip(ined and produc6ve manner. 9. Conduct Systematic and Valid Assessments of PoGcy Impleroentation and the Public's Concerns and Evaluation of the Boards/Council's Performance. Goveming bodies, like most legislative bodies, frequently fall into the Jean Luc Picard syndrome (Star Trek and simply tell their staffs: "Make it so." They assume that boazd action equates to policy and program implementation. T`he next time board heazs about the policy is when a problem or crisis arises. Highly effec6ve governing bodies expect periodic feedback on policy results and on possible policy amendments that may be required. 1'his feedback can be provided through progress reports, status memos or newsletters, and "policy reviews." Elections are contests among individuals vying to become a member of an elected governing body. They are not valid,objective assessments of the public's feeling about the quality of boazd's performance as a governing body and about whether or not it is addressing issues effectively. Highly effective boards seek feedback through a number of proven mazket research toolssuch as focus groups, surveys and questionna'ves. Typically, the phone calls a bosrd member receives,or the comments make in public hearings, are not valid or accurate reflections of the entire community's sentimenu about issues and the board's performance. Mazket research feedback" should be ongoing and included in the annual goal setting retreat or advance. 10. Practice Continaons Personal Learningand Development as a Leader Leaders read, attend workshops,and constantly seek information, understanding and DI.A Page 36 of 171 insight. Elizabeth Kautz, Mayor of Bumsville, Minnesota, giving advice to newly-elected municipal officials said: "Decide what your role is, identify the skills you need to be effective in that role, and GET THEM! Highly-effective governing bodies are comprised of inembers who honestly know they don't know it all.They take advantage of the myriad of opportunities to leam and perfect their skills by reading, going to workshops, and forums that can expand their skills to lead and govem well. Highly-effective governing bodies also learn as a group. They assess objectiyely their performance relative to each of the ten habits.They also decide where gains can be made and set up the opporiunity through boazd workshops to learn the skills to make these gains. The last, and probably most important,point: Keep your sense of humoc Governance is a serious and sometimes messy business dealing with vital issues affecting our wmmunities and the quality of life we experience daily within them. Humor reduces friction and stress, lets others know we.and they are human, and is a pause that refreshes our insight and corcimitrnent. It is essential to creating and maintaining relationships. It also can open one's mind to new ideas. Every communiry deserves nothing less than highly effective goveming bodies that accept accountability for the community's performance in creating its future and in effectively addressing, in the present, those challenges vital to a4taining that future. That is what isat stake: our communities' future. With few exceptions,every boazd can be highly effective and can provide strong leadership. But to become effective requires a good govemance model and disciplined adherence to the principles(habits)of effectiveness. Carl Neu, Jr., is executrve vice president ofNeu&Comparry, Lakewood, Colorado. All rights reserved to Neu& Company and the Center far the Future of Local Governance, 1997: Winword 9/97.r:4N8;r: 12/02 Word 8 DI.A Page 37 of 171 ATTAC H M IV T 6 DI.A Page 38 of 171 Eight Expectations for Effective City Councils Expectallon 1: The Council Sets Direction by Determining the{ocal govemmenYs mission and purpose Setting future direction and policy—the city manager is responsible for administrative functions and city operations Regulazly engaging in sVategy development Approving plans for the efficient and effective administration of city affairs Expectation Z: The Council Acts as a Body by Focusing iu discussion using cleaz and consistent rules of procedure,follows a planned agenda and spends time on important topics Understanding iu own and the ciry's IegaP responsibilities Making sure all ciTy council members have the same information with which to make decisions Working to master small-group decision making techniques Respecting each other and abiding by the decisions of the city council Expectation3: The Council Serves Citizens Well by Enhancing the.city's public image Providing citizens opportunities to respectfiilly comment on public issues Ensuring the success and viability of the community by convening and facilitating citizen engagement Making sure that resources are adequate to serve the public and that resobrces aze used for their intended pwposes Expectation 4: T6e Council Respects tNeBole of the Manager as Chief Administrator for the City by Channeling communications appropriately io the ciry manager Depending upon employees to respond to citizen concerns and complaints as fully and as eacpediriously as pnctical Expecting staff to make independent and objective recommendarions Expecting the manager and staff tosupport and advocate for adopted council policy Respecting the professionals who work in local go4ernment and follow appropriatc protocols for interacting with staff Refraining from publicly criticizing an individual employee. Criticism is differenriated from questioning facts or the opinion of staff Expectation 5:T6e Council is Responsible for Council Members Be6aviors by Abstaining from seeking political support from staff Submitting questions about council agenda items ahead of the meeting IJNC School of Govemment Upshaw/20I0 DI.A Page 39 of 171 Providing each member an opportuniry to influence and respectfully dissent in board meetings Focusing on issues,not personalities Having the mayor and/or members ofthe governing board take responsibility for addressing inappropriau behavior among members ofthe council themselves.T'hey do noYdelegate this responsibility to the manager Working as a team to jointly develop and hold themselves accountable to a common code of conduct Expectation 6:T6e Council Gives the Nisnager a Chance to Prove Him/Hersetf by Recraiting,selecting and hiring the city mana er Promoting and encouraging a positive relationship between the council and the manager Treating anil respecting the manager as a professiona( Recogniung the role of professional managers is to serve the council as a whole Expectation 7: The Council Freely Gives and Seeks Feedback Supporting the manager by providing clear direction and annually reviewing her or his performance Annually setting expectations for itself and assessing its own performance Inviting constructive feedback to improve its own performance Regtilazly reviewing and monitoring the city's finances,programs and services Expectation 8:The Council Works with the Manager to Be a High PerForming Goveroing Body by Looking to the manager to assist them in: 1. Clearly defining roles and relationships 2. Thinking to the future and acting suptegically on key issues 3. Operating in a culture of values and ethics 4. Regularly evaluating policy implementation 5. Developing and following protocols for coiincil behavior and council-staff reladons 6. Allocating dme and energy appropriately 7. Setting cleaz niles and procedures for meetings 8. Getting regular assessmenu of citizen concerns and council performance 9. Recog izing the council's position in irneigovernmental systems and in building productive partnerships 10. Focusing on penonal leaming and developing as leaders Having the mayor and managerorients new members to the goveming board, providing expectations about how to be successful Working with the manager to behave in a manner ttiat encourages citizen confidence in local govemment UNC School of Govemment Upshaw/2010 DI.A Page 40 of 171 ATTACH IVI IVT 7 DI.A Page 41 of 171 NJLM - 1'he Need for Civility in Local Government Dialogue Page l of 9 22 Nhst Stete Str eet R, WJliam G.Drossol Jr: Trertlon,NJ 08608 ExoeuWo Dimctor 609]5 J4S1 Mictuol J.Oarey.G1E Fme:(6W)6950751 NJLM L oi New lersey State league ot Municipal UUes a,,,.li r.f!t,80lYICE! a 'Y e. 7ii,. If ifl011 x 4_ '!. A•N01 WS-' +., ..c '`4:. T ;;.;,..,...i.., THE NEED FOR CIVILITY IN LOCAL GOVERNMENT DIALOGUE By: John C. Giltespie, Esquire Parker McCay P.A. Co-Chairman, Municipal & Governmental Relations Department The fundamental premise for this article is that, as local public officials, should both show and demand public civility, public tolerance, and civil discourse at this time of increasing political polarization at the national level and in the media. Rhetoric has become too vitriolic; we are losing the ability to discuss fhings with civility. Last year's Presidential campaign is proof enough that we are reaching dangerous levels. The President of the United States is called a "cheap thug and a killer", and is morphed into Hitler in a political ad. His opponent calls the Republican party "the worst bunch of crooks and liars". The U.:S. Senator who ran for President on the Democratic ticket is a Viet Nam veteran who earned three purple hearts and a silver star; yet opposition loyalists question his patriotism because of anti-war positions he took upon his retum home. Unfortunately, negative campaigning is now a fact of life. But poisonous rhetoric is not limited to federal campaigns, or national political discourse; we find it at the local level as welL Regrettably, there is no "trickle down" effect; we are literally showered with it: I began outlining this discussion over a year ago. My first draft proposed to simply acknowledge the existence of this condition; to confro t it with thoughtful evaluation; and to promote a discussion that would hopefully cause people to conclude that our discourse should be more civil and that Council meetings should be forums for intelligent dialogue and debate; but not stages for rudeness, nasty sarcasm, or intimidation. But after another year of watching the condition deteriorate, it accomplishes little to merely suggest an outcome. We must demand that this change; and that change must begin at the local level, the level where people feel the impact of govemment actions most directly. During a very well attended session at November's League convention, we asked a few questions: I. How many of the attendees shared this concern that political civility is being eroded? 2. How many believed that politics is an honorable profession? http://www.njslom.org/need_for_civility.htrnl 3/18/2014 DI.A Page 42 of 171 NJLM- The Need for Civility in Loca] Government Dialogue Page 2 of 9 3. Or, should be an honorable profession? 4. How many agreed that this incivility contributes to the negative view the public has of our political system? The almost unanimous response of the eighty or so attendees was "yes"to each question. Letthe discussion, therefore, begin. What is civility? I like these definitions: 1. "Courteous behavior, politeness" 2. "A courteous act or utterance" 3. 'The act of showing regard for others" Pretty simple stuff, isn't it? Unfortunately, we don't always witness folks actively showing regard for others" at public meetings. The problem exists both on the dais and in the audience. Residents visiting meetings are often nastier than elected officials can ever be to one another. Yet, the audience takes its lead from the dais. When elected officials are rude to each other, the audience sees this, and feels like it has a "free pass"to act likewise. Eventually, the situation devolves into sarcasm, rudeness and even name calling. We are a society that requires instant grat cation; we decide what products to buy based on thirty second ads; we rely on sixty second news summaries to telt us all we need to know about an incident that took place over the course of hours, if'not days. We want to lose ten pounds in four days; develop washboard abs in a week; and go from 0 to 60 mph in 3.5 seconds. The late Johnny Carson said receMly, while discussing contemporary N talk shows: Everything today seems to be sound bites. Nobody wants to hear a good conversation. It's kind of a lost art:" The same holds true in political dialogue. We want to get our points across, but we assume 4he sound bite audience will only listen for a little while. So we resort to quick hits that will register. A quick hit is met with an equally short jab; after jabs are traded, somebody decides they need to up the ante, and throws an overhand right. The other side responds with a roundhouse left, and thefight is on. Now the audience is paying attention! And, of course, the tone has completely changed. What started out as a topic for public discussion, which requires the participants to make an argument in support of their point of view, transforms the participants into having an argument -- as in having a fight. Temperate, thoughtful dialogue designed to find common ground on matters of public interest gives way to shrill hyperbole intended not so much to differentiate the points of view, and distinguish the issues; but to polarize the parties interested in those issues and points of view. "Agreeing to disagree" is subverted by outright antagonism. Tolerance for opposing views is an essential ingredient to a successful democracy. I don't have to agree with you; I should however be tolerant of your unfortunate, misguided thoughts! Voting against buying new uniforms for the youth football program does not necessarily mean "you are going to get those kids killed."Voting to approve a bond ordinance for a new municipal building to replace the one that is http://www.njslom.org/need_for_civility.html 3/18/2014 DI.A Page 43 of 171 NJLM - The Need for Civility in Local Government Dialogue Page 3 of 9 eighty years old and falling apart, doesn't mean "you're going to bankrupt our children's future". And voting against an emergency squad's request for a new ambulance doesn't mean "you'll have blood on your hands when someone's 9-1-1 call isn't answered in time." The challenge for local government officials -- the ones who most closely relate to their constituents on a daily basis, at the supermarket, on the soccer fields, and at PTA meetings, is to restore civility to our political discussions, and to improve the tone of those conversations. Perhaps it is the word "political" that causes the change in attitude, volume, and tone. Perhaps if we remember that local officials are less "politicians", and more "public servants"; elected to advancethe community's interests, it will be easier to remember it is more important to have thoughtful,. purposeful conversations, than to "get into" arguments. It is more important to enjoy dialogue with the residents in the community, than to yell at one another. And again, this goes both ways. It requires that we not only treat our elected colleagues in a more dignified fashion; it requires that we demand that of our constitutes as well, particularly during the course of a public meeting. Indeed, the Chair's exercise of control over a public meeting is not an example of tyranny; it is the key ingredient to a successful dialogue. If everyone was sitting around a small table discussing community issues, there would be no yelling orpersonal attacks. That there is a ten foot sea of space between the speaker and the daisshould not change the dynamics. High pitched vitriolic rhetoric has a severe negative impact upon a community, and even the operation of local government. This harsh tone and preference to argue rather than discuss must give way to thoughtFul dialogue. Only local pubic officials can change the landscape and restore the fundamental premise that it is okay "to agree to disagree" without being personally attacked for doing so. THETEN COMMANDMENTS OF PUBLIC CIVILITYO JOHN C. GILLESPIE, ESQUIRE PARKER McCAY P.A. CO-CHAIRMAN, MUNICIPAL 8 GOVERNMENTAL RELATIONS DEPARTMENT 1. Thou shalt not rudely interrupt a colleague midsentence; nor"speak over' a colleague while she/he is speaking. Example: You can watch and learn from Meet the Press; but cancel any rerun of Crossfire. 2. Thou shalt not assume that shrillness of tone is a substitute for substantive dialogue. Example: See example#1 above. http://www.njslom.org/need_for_civility.html 3/18/2014 DI.A Page 44 of 171 NJLM - The Need for Civility in Local Government Dialogue Page 4 of 9 3. Thou shalt treat the members of the public with the same courtesy as you would if they were members of yourbody—and perhaps more importantly, require that they treat you and your colleagues the same way. 4. Thou shait not resort to "zingers" designed solely to embarrass your target unless, of course, it is the Township Planner--then iYs always okay). 5. Thou shalt, where possible, explore areas of common ground where legitimate disagreements exist, in an effort to move forward on matters of public importance. 6. Thou shalt not allow legitimate critique of policy and practice to become a personal attack aimed at the person who devised the policy or implements the practice. 7. Thou shalt always recognize that your colleagues were also elected,just as you were, and deserve the same level of respect for having run and won. Example: Remember that the members of the publicwho elected the colleague that you don't like, may be the same folks who send you packing next time around. 8. Thou shalt not ridicule or belittle a colleague, or a member of the public, simply because he or she disagrees with you on an issue. Example: Believing that the words "under God" belong in the Pledge of Allegiance doesn't make someone a "theocratic moron". Conversely, someone who articulates a position urging that the words "underGod" should be excluded from the Pledge of Allegiance, doesn't make that person a "heathen". 9. Thou shalt not pretend something is much more important than it really is, simply to score points with an audience. 10. Thou shalt always remember that it is okay to agree to disagree, and that reasonable people can indeed disagree reasonably. 22 YMes!Smte Street VYfltiam Q D ossol Jr. TlenOOnr PL 08608 Exocutivo Olmcbr 809)69S9A81 Mfeha0l J.Datey,CAE Fex:(60 6950751 J sst Excsutl}io Dirucmr http://www.njslom.org/need_for_civility.html 3/18/2014 DI.A Page 45 of 171 TTAC H IV NT DI.A Page 46 of 171 6. g bo r,f i ur R,oles enting Conflicts Between. Ma.yors and Councils rs by Robert R. Mef tg. MRSC Legal Consu(tant i t ia esseatial for effxtive locai governmmt flona. In geaeral, the council's mrthoritY aiso in- ItLat municipal officials. PartiwlaclY maYazs, dud du specifrc anthoritY to: councalmembeas. aad cuy maoaBa[s, uod s the mles of their respxtive offcces and dmir i tex- Enact a citY S roladoashipa widi others. Many of the waflicla in Dofine the powers, finc.tions, and dutiea of c.ity aad towa govanmeata. as evidenced by the yr offrc«s and omplayoes• iaquirias MRSC receivea, ara tha result of confu- sioa es to these rales and tha eonsequaa worsbeP- Fu the compensauon of officscs and om- Pi"8 of the boundaries betweea tho respecdve p y, mlas. Although those boundarios may, in some cases, ba unclear, thera is s basic stcucmra to ciry Establish the working conditions of offioers and town Sovecnment. whetha of the mayor-coun- and employees. eil or oouneil-manager tocw. from which these Nles daive. Mai sin retirement and peasion sys0ams. Ihwg6 the focus of this azdcle is on tha for violadon of mayor-council focm of gova mt, tho basie princ9plea ePP1Y alua]IY to tl e oonncil-manager form. 'mem may be somo variation in tho P' Enta'into ooucracrs. aud dudes of mayors and cauneils betwoea clasaea of citiea; yw noad ro ba aaece of the spocific Regularoe the acquisition, sale, ownaship, ml epplir,able to yoat,clasa of city. and other dispositioa of nal pmpariy. Lite fho foderal and atate govotnmanta. a eitY p gpvanmemal. rea tioaal. educa- govom's powets are diatribuoed among three tionel. cu(d cal. a d sodal socvloea. separaoe bra es: leglslativ0. '+ e d jndi' cial. Tha is anslogone bo dte stabo le8sla- Impose teaGV, if not pmhibited 6p s le wre or the Coa ess; tfie mayor or maca r. lYe law. e govanor acd e Presid t. heads tho woea- Hve bi d4 amd tlu municiPal oonrt (or the dis- Caaee the city o0 owa and operene udlities. trhx eoacc,by com act) woa cmes,jud dei fn ttom, al9iongh.ia a much moro limitod way tLan tho APP1O°8 t 8°n'' steta or Eedaial cou ts. Under the "sepaz of kaat Eranchises for tha usa of public powars doctrine." each oP the tLcoe branches e oar- ways. daes cutain defined powora, free fcom unreasoa- able iaoer6 moo by tha othera; 3' 8 Licemse, Sor the pucpose of revonue d btancLes muaact with each otLer as part of a qaon, y type of busicees. chocks and balances" sysoam. 'Ihe poweas of thase bwarLea in alq gov mmc aze de6ned or is awhorized to enact y e most part by state s wu. tules govetniAe s pmoed u'es. mdwdin8 P 1he counc.il, be 81e8'a. P° meatmgs and hearings. 0o mact laws a d polic. oonsisteat aith etatie 1aw, t+ogniatlog local and munidpal a's.nsuallY ca sw ea o pas•41 through the macrmeat of ordinances and resoln- Muo pel Rmemoh News Pe e 3 Deomnber 1993 DI.A Page 47 of 171 HrioWing ...cau+al r 91 officers and employces under the manaSar•s direc- tion "for the purpose of inquiry." To do its job, The mayor is tha c6ief necutive and adminis- ffie council needa iaformation on hoa the city is ttativo officxr of tha city in chacge of earrying oat oPerating. The mayor or the maoag'. either di- the policies sar by tha councl and of aeemg that nocUy or ffirough od rr city officas or employeos, local laws ara mfom.ed. The mayor, or the mana8-P e that information aad shouid do so in er in the council-mana8er catp. is basically ia a timely and usa[ul fashion cttarge of the day-today opetatiou of the ciry, do not always run smootlily iacluding tha supacvision of all poiative officets 80 e n' sad amplayce,y in the per6otmance of their otficial and tlia line batweea policy and administsarion functions. 11u mayor is in charga of hiriog and Y ia some siwatioas be bluned and imprecise. fiting all appoi ive officors ani!employas, sub- One area that ia a frequent source of conRict is jaot, whae applicable, bo laws regacding civIl petsoanal. 'Ihe council may not I 7oe a mayor's poimm ent to a particular posirion or it may be service. Except for those in towas (fourth dass diasatisfied aith the performance of cectain officecs municipelities), oouncils have some authority to o= loyces. An employce may complain to, and require confirmation of the appointment of certain saer reliaf from the council about some aspect of offcials; couocils may not, however. reqaiie ploymmt. On tha other hand, the mayor map confirmation of firinga by Ifie mayor. believe d at cartain pecsomed policies interfere In gmeral, du mayor also has tlte toUowing b or her supetvision of employus and authority m: hiring and firing authority. The mayor may direct that ail communications with city staff go through Fnforce contracts.yoPs office. Tha cwuncil, in response. maY Bring lawsuits, with counc 7 approval. facl that the mayor is uolawfiilly rastrid3n8 its aaxss w city paraonnet for infiozmation pnrposas. Preside ova council mcetinSa s l. in some ramody for some of these siwaHona may be to roview the ragpactive mles of tha yor and classes of cities, exarciso somo tio-brealdng the council and to underatand the limitations of aathority with respact W council votes aad cespxdve authoritiea. For example, if d e veto autho;ity wer ordinances. is not happy with a mayoral aPP• Call spocial meetinSs of the council. Y nothing the council caa do dirxtly within the bounds of its authotity.Howeva', if it Prepare a proposad budget Las the suthority to co"irm a pazticulaz epPoint mmt, it can rojoct the appoincoa end forca the Repoxt to tha co mcil on the finsac al and Yor to chooso aaother.If tho il does aot mcil ority, it can ss ts othar affairs md needs of the city. diesadsfactios Oo the mayor, but it can do nmhing PerForm as cece onisl hoad of the city. elso with nspoec to that paztiwlar appoin t• The aS'. ''' P ide fior a d ailed nppmvo or aiseppmve all oHiGal bonas P Y°°`ea l'lishing spodfic queti6callons a co rarzor's bonda. for posi6wns.caroadin8 va Policinc. roq ring pubiicatlon amd pabiYc posdag of}ob. Coasistant widt tha separation of powas doc- P 1°8 BO U°, a T the(i7ro. Moreova, trine, the council s not authoriud to i arbere Y> ac least im coda cides. is zeclaued bY stetuoe oo msloe appoin "oa die bas3s of with tha mayor's administration of dty govern- meac. Couaa7membars may not giva orders to Y II1Dg or experiance. dopa t heade or to other city employas. In Similarly if the council teols d at an officer or counc9l-maoager cities. this prolu'bition S catab- P103' P DS Poody and should be lished atatutorily; the c oo il nwst deai with tha d Plinod o= fired, it can say so to the mayor, cit,9 mansg conceminS mauaa of citq adminis- bnt &has no power to do hing e]se. Although tion, excePt thad it may deal diractly with cauu a o y e sl Page 4.. _Mumcipai Raaewh NeweDI.A Page 48 of 171 gIlOW1I1 ... q these situffiions, the counci( sod the city adminis- an+I a 1 tration could draw their respearve battla swoids it co ols the salaries paid co city officers and 5: or, one or both sides could first ana- ployoes, it may not lower a salary so as to lyre the issue, Pa Ps sae n8 counsel of tha city ` causb and with du pncpose of causing the pecson Y or of tlu consultents at MRSC. holding tl at position to quit. A nile to foflow is Underatan n8 mle a is a nocessary sbep in that the c;o cil (md the mayor) maY aot do mdi- resolqing many such wnflids. Howaver, whm the t+ecdy whaz.it cannot do direcfly. roles ace nnt clasrly defined in a paztiailar sima- On the issue of communicadon between the uon, oompromise may ba in order. Staw s aad cooncil aud city officera md employees, the mayor case law may not provide a ready answer. All may not pnwent couacilmembers from gaining sides aeed fle nb lity to meet the challengss of a infom atioa although he or she could reasonably fi uctioain8 and dYna u rtY Bavernment. ff the mcess. If councilmember is on providing good government rather than regulate the ic4uiry p an Att'f wars, councilmembas, mayors. end man- inqniries of aty employees sarve bo harasa ehose a can beKer fuifill their roles as public ser- employeas or unreasona6ly take them away irom v:v thair duties, it may be necessary for du mayor to reqoire those inqaitiav to be chanueled through the mayor's or s de artment head's office, if that caa be done without unduly encumberin8 council ac- cess ta informadon. i Another area that often proves to be fextile r°"°a-tar gem"°as"g°a`as ana that",ay For Ftu therelndeeasyresoladonisdatofEnavcesan8bad- g, £wr,e,te, aie mayor may noc k e tntl Reading dvantage of the budg authorized by the oouncil. he ooua l m, aiuhorize a ca[tain position et a The Authocity of the ceztain salaty. and the mayor may decida either Legisladve Ba1y w not to fitl tho positioa or may do so at 1 a1f time Regulata Adminislration aad half salary. Ttla mayor may.ciba financiat of CSry Business [code pd8encies. such as tevanues felling ahort of pm- citiesl, b9 jaouous, and may conclude that the city cannot Sampson, in LeBa atCocd someone filliog ffiis position full-time. 'Ihe Notes, Informmtion Bnlletin No 467, Munioipal wancil, on the other hand, may not agre d at the Research d Services Centez Dexmber 1990. co._u`dition(s w a rrant suych actipn or may pdatermine y, J p SL•, j YWL a YLL10fW'...••p Q V T!"'Cr i W LY4GS i1LLLL M'°!^l end should be instituted. PuRman Coundi Handbook, Decembar 1985. Resolution of this type of.issue ma3' P'B partiailazly trictip, Althoug tlu mayor may mot Haedbook.for CoundGiumbers. Information Bullo- pay an emPluYee le,vs than that authoriud by the tin No. 472, M iciPal Research& Secvices Cen- councit in the budget or in a soparata salacy ordi- uer, Ja a y 1992. nance, the mayor, u ceRain fioaaciel cfccam- g, may be able to partia(ly Sll a positioa, flmrdbook fnr CormdGnembers in Carotd MmtaBer pmpoctionatoly redueing du sslary for tLe posi- Qfties. 41h Ed. National Civic Leagua Presa, 1989. Non.,Legal mnhoritY. howevor, is hazy on such iasues. Tho best strategy would be for the mayor I{nqwing die Tirritory -Baszc ZcBal GuWil ius.f°r and du council to work out a muwaRY agrceable Washi'ngton MunidPal Oj Q°ls'+I'°on Bulle- accommodation. tinNo. 480, Manicipal Reseeroh& Services Cen- lhae are other issues t w li likely arise Septambar 1992. and.that have arisea ia othar citi) whace it is not cleai wfiether the mayor (or the meua8ea) has the sutfiority to act or wh the oouncil does. In P g Deoember 1993 Munioipal Reewch NeweDI.A Page 49 of 171 ATTAC H M E IV T 9 DI.A Page 50 of 171 Is it Policy or Administration? Page 1 of 4 Reviewed 02/2013 Is it Policy or Admiraistratioxn? Contents Intrbdudion Policv Versus Administration - Exam les Administrative Functions Se aration of Powers PersonnelIssues Finance and Budaet Issues Resolvinq Conflicts Introduction AIl government- indeed, every human benefit and enjoyment, every vrrture and every prudent act- is founded on compromise and barte." Edmund Burke Is it policy or is it administration? Through some examples of typical local government activities we will attempt to answer this age-old question. The Municipal Research and Services Center (MRSC) is frequently asked for advice from local officials about this Issue. Lack of clarity or agreementabout this issue is perhaps the most frequent source of conflict. There are no "black and white"answers. There will always be some overlap between polity and administration. That is why it is very importantfor executives, legislators, and'key staff to develop ways to communicate and work together effedively. Legislative bodies are most effective and successful when they focus on strategic activitfes to gWde future development of their communities. These key policy-making activities include the development of a vision for the community; the adoption of community goals and objectives,xhe adoption of comprehensive plans, decisions a6out which programs and services will be provided by Ehe local government, and the adoption of budgets and capital facilities plans. These are clea ly policy matters. Policy Versus Administration - Examples Councils and commissions have the powers to enact laws and policies consistent with state law, usually through the enactment of ordinances and resolutions. The chart below lists actions that city councils and commissions can take, followed by a brlef description of the responsibility of the mayor, city manager or administrator. These also apply to county councils and commissions; however,. counties have a number of independent elected officialswhose functions and duties are defined by the state constitution, state statutes or home rule charter. Policy Admuustration Enact a budget. Propose 6udget. Spend within budgeta Iimits. Define the powers, functlons and duties of Fill positions consistent with local ordinamces. offfcers and employees. Fix the compensation of officers and Administer pay oll consistent with the adopted employees. bud etand com ensation lan. Establish the working conditions of officers Insure tfiat properworking conditions are proyided.and em lo ees. Estabiish retirement and pension systems. Adrriinister penslon and retirement plan. kittp://www.mrsc.org/subjects/governance/policyoradmin.aspx 3/21/2014 DI.A Page 51 of 171 Is it Policy or Administration? Page2 of 4 do t ordinances re ulatin local affairs. Im lementand enforce ordinances. Set flnes and penalties for violation of Coilect fines and enforce penalties. ordinances. Enterinto contracts. Propose contracts. Manage approved contracts. Enforce contracts. Regulate the acquisition, sale, ownership, and Negotiate terms of acquisition and sale of real other dis osition of real ro e ro e • car out ac ufsition and sale. Decide which governmental services will be Oversee the day to day operatfon of progrems and rovided. Ado t bud ets for their rovisfon. services rovided b the local ovemment. Establish ublic utilities.Mana e rovision of utili services. Grant franchise for the use of ublic ways. Enforce terms of franchise a reement. License, for the pucpose of revenue and qdminister business Iicenses as provided by counc(I. regulatfon, most any type of business. Set tax rates and user fees consistent with Collect taxes and user fees. state laws. pprove claims agalnst the city or county. gring lawsuits, with legislative approyal. Propose settlement of claims. Pay approved clafms. Enter into agreements to accept grants and Propose agreement. Carry out terms of the ifts. a reement. Administrative Functions The mayor, city manager, or county executive is the chief executive and administrator In charge of carrying out the policies set by the Ieglslative body and enforcing local laws. They are baslcally In charge of the day-to-dayoperetlon of the city or rnunty, Including the supervislon of all appointed officers and employees in the performance of fheir official functions. The chief executiveJS In tharge of hlring and flring all appolntive officers and employees, subject> where applicable, to laws regarding civll servfce. Counclis of flrst class, second class, and code cities have some authority to require confirmation of the mayoral appointments of certain offlcials; councils may not, however, require conflrmation of firings by the mayor. Town councils do not have this power. For the most part public agencies are administrative; they must follow policies, laws, budgets, and other rules. In order to prevent abuses of power and to provide predictability, admlriistrati4e functions have Ilmited flexibility or discretion. For example, the enforcement of building and land use codes are generally ministerial in nature. If applicants rnmply with requlrements as set forth in the code, they get their permit. However, there are certain types of decisions, such as rezones, that must go to the Iegislative body. On many matters, citizens will no doubt call rnuncilmembers. In these situations, it is best to pass on the complaint (through the mayor or city manager), let staff deal with it, and report back to the councilmember on its dispositlon. Gfve the staff a chance to do their job. Treat citizen comments, complafnts, or requests as feedback on basic service delivery systems. These are opporEunities for service "tune-ups" as part of a continuous improvement effort. Separation of Powers Consistent with the dodrine of separation of powers, the council is not authorized to interfere wlth the chlef executive's administretion af govemment. Councilmembers may not give orders to department heads or to other employees. In council-managercities, this prohibition is established statutorily. The councll must work through the city manager on matters of city adminisErafion, except thatlt may deal directly with officers and employees under the manager's directfom"for the purpose of fnquiry." To do Its job, the council needs information on how the city or county is operating. The chlef executive must provide timely, useful information evenly and equally to all councilmembers - either directly or through subordinate officers and employees. http://www.mrsc.org/subjects/governance/policyoradmin.aspx 3/21/2014 DI.A Page 52 of 171 Is it Policy or Administration? Page 3 of 4 On the issue of communication between the councfl and city officers and employees, the mayor may not prevent councfl members from gaining infocmation although he or she could reasonably regulate the inquiry process. If councllmember inquirfes unreasonably take staff away from their duties, the mayor may require those inquiries to be channeled through the mayor or a department head, if it can be done without unduly encumbering council access to information. Personnel Issues A frequent source of conflict is in the area of personnel. The council may not like a mayor's appointment to a particular posltion, or it may be dissatisfled with the performance of certaln officers oremployees. An employee may complain to and seek relief from the council about some aspect of employment. On the other hand, the mayor may believe that certain personnel policies intertere with his or her supervision of employees and hiring and firing authority. The mayor may direct that all communications with city staff go through the mayor's office. The council, in response, may feel that the mayor is unlawfully restricting its access to city personnel for informatfon purposes. The remedy for some of these situations may be to review the respective roles of the mayor and the councll and to understand the Iimitatlons of their resPective authorities. For example, if the council is not happy with a mayoral appointment,there may be nothing the council can do directly within the. bounds of its authority. However, iflt has the.authority to conflrm a particulacappointment, it can reject the appointee and force the mayor to choose another. If the council does not have conflcmatlon authority, It can express its dissatisfadlon to the mayor, but It can do nothing else with respect to that paeticular appolntment. The council may, however, provide for a detailed personnel system establishing speciflc quallflcationsfor posltions, reqWring publication and public posting of job opening announcements, and the like. Moreover, the mayor, at least in code cities, is required by statute to make appointments "on the basis of ability and training or experience." Similarly, If the council feels that an ofFlcer or employee is performing poorly and should be disciplined or fired, It can say so to the mayor, but it has no power to do anything else. Although it controls the salaries paid to city officers and employees, It may not lower a salary with the purpose of causing the person holding that posftion to quit. A rule to follow is that the councfi (and the mayor) may not do indirectly what it cannot do diredly. nance and Budget Issues Another area that often provides ground for rnnflict is flnances and budgets. For example, the mayor may not take full advantage of the budget authorized by the council. The council may authorize a certain position at a certain salary,and themayor may decfde not to fill the positlon or may do so at half time and half salary. The mayor maycite flnancial difficulties, such as revenues falling short of projections, and may conciude that the city cannot afford someone fllling this position full-time. The council, on the otherhand, may notagree that the conditionswarrant such actfon or may determine that a different cost-saving measure is appropriate and should be instituted. Resolution of this type of Issue may prove particularly tricky. Although the mayor may not pay an employee less than is authorized by the council in the budget or separate salary ordinance, under certain flnancial circumstances, the mayor may be able to partially fill a positlon, thus proportionately reducing the salary for tlie position. Legal authority, however, is hazy on such issues. The bes[ strategy would be for the mayor and the councll to work out a mutually agreeable aaommodation. Resolving Conflicts In situations where it is not clear whether the executive or the council has the authority to act, counsei of the city attorney or that of a MRSC consultant could be sought. Understanding roles Is a necessary step in resolving many conflicts. When rolesare not clearly deflned, compromise may be in order. Statutes and case law may not always provide a ready answer. All partles need flexibility to meet the challenge of providing effedive local government that is responsive to public needs. Local http://www.mrsc.org/subjects/govemance/policyoradmin.aspx 3/21/2014 DI.A Page 53 of 171 Is it Policy or Administration? Page 4 of 4 government works best when local officlals work well together and build relatlonshlps based on honesty and trust. http://www.mrsc.org/subjects/governance/policyoradmin.aspx 3/21/2014 DI.A Page 54 of 171 ATT C H IVi E IVT 10 DI.A Page 55 of 171 Cha ter 4 The Job of a Councilmerr ber The principal job of a city or town council is to make poliry.A policy is a course of zction for a community.Poliq-making often ukes the form.of passing ordinances or resolutions.After policy decisions are made by the legisiative body,others perform the administrative ask of implementing the policies:The distinttion between formulation and implemerrcation may not always be clear,necessitating open communipdon between legislators and administrators. Adopting poliry The council does not make poliq in a vacuum.Councils rely on ideas from many sources,including Nie council staff,citizens'groups,advisory committees,chambers of commerce,and others.It is the councii's responsibility to consider the meriu of each idea and then.approve,modify,or reject Ix.In doing s0.councilmembers analyze community needs.program alternatives,and availab e.resources.The decision often akes the form of an ordinance or resolution,although it may Wce the form of a rule, regulation,maion,or order.The budget and comprehensive plan are powerful polity tools that are adopted'.by ordinance. So,who actually runs the city? It is important to recognize that it is notzhe role of.the councilmember to administer tiry affairs.The council seu policy,but it is either the mayor—in mayor- council cities,or the ciry manager—in council-manager cities,that attually sees that the policies are implemented.This means that it is not the role of the touncilmember to supervise city employees on the job or become inwived in the day-to-day adminiitiracion of ciry aNair:.This can be a source of cortflict between the executive and legislative branches of ciry government Responding to citizen complaints Residerrcs ofcen conract a councilmember when they have a problem,whether it involves a land use matcer,a barking dog,or a pahole.Don't fiesiate to send them to the appropriate.city siaff person foc resolutlon of their problems,keeping in mind that you lack the authoriry to takeattion in administradve matters. The Job of a Councilmember I I DI.A Page 56 of 171 Relation.ship with the city attorney In most cities the mayor appoina the city attorney,whether dut posirion is tull time or part time:In some cides the muncil takesan accve role in amanging for the. provision of legal services through a cortaacural artangement Regardless of how the posicion is established,remember that though themayor or city manager typiplly has more contaa wich rhe ciq atcorney than the councilmembers or ciry staff,the cicy attorney's job is to advi:e all of the city officials.5ometimes councilmembers..feel tliat che city atcorney is the mayor's or manager's at[orney,particularlyif tlia chy attorney generally suppons the mayor's or manager's posiaon in skuations where the answer is unclear. Neither the rtiayoc nor t}fe city manager an prohibk the council fromhaving access to the chy.attorney for advice.For financial reasons,the mayor or.rtramger.may feel tfjat questions to the city attorney should be channeled through tha executive's office,co ayoid possible duplication and to make sure thas che quescions are presented clearly.Ulcimately,it is up to the council to establish procedures on how city attorney services are provided. Some smaller cities try to minimize their kes for legal services by not having the_ ciq atcorney regularly auend council meetings:That wn be thrihy.buc sho'aigFited, particularly when the council is dealing with convoversial matters such az land developmenx or mmplex procedural iuues such as I.IDs. Personnel management The statutergenerally give the mayor or ciry manager,as chief execudva,the-broad authoriry to hire and fire employees. The ciry council,however,determines the number of employees that can be hired and those employees'duties.The council esabifshes salaries and other formsof- compensation paid ciq workers:The council may also establish job qualifimdons., One piece of advice.is to have good,consistent personnel policies.Up-co-date,cleacly written policies help avoid Iawsuiu,promots consiscency,and conrrfbuce to employee morale. 12 DI.A Page 57 of 171 Labor relations Unions have a significant presence in Washington cides.Most ciryamployees have the right to organize under state law and.have joined sute-wide unions or formed local azsoclations.The ciry mustnegodate labor contracts with.these unions over wages, hours and working conditions. In patticular,most police and fire deparunenu are unionized.Except for very small cities,police and fire unions have access to interest arbitration when an impasse in bargaining occurs.This can create a unique dynamic in police and fire.negoaations, given the potential for an ouuide arbitrator to make decisions regarding wages. benefiu and contract language. Question & answers Q.Wh:at is the role of the city council regarding employee discipline,and what input can the council have concerning performance appraisals of employees't A.Though the countil may be concerned about employee discipline and how cercain employees are performing their duties,the.councilshould not be involved in any individual siwations.While the council can esublish personnel pblicies and voice their wncerns to rhe mayor,it is solely themayor's job to dixipline and supervise ciq employees,including tonducting perfcrmance evaluations. Q:Is the mayor or city manager required to inform council members prfor to terminating or disciplining a city employeeT A.No.However,when a particulartecmination or discipline is likely to be controJersial,the mayor may wanc to notify the council and explain the decision in an executive session.Dfsciplinary and termination decisions should be reviewed with the ciq attorney prior to attion being taken.The mayor and councilmembers:hould be careful to not discussspecific cases outside of an exewtive session. The Job of a Councilmemtier 13 DI.A Page 58 of 171 Local laws- ordinances and resolutions An ordfnance is a tocal law How does.the council ado t oli T icall ,a council will ado t oli throu h thePP Y• YP Y PP Y S of t e aity. passage of ordinantes and resolutionsat council meeangs. DiRerence between ordinances and resolutions A resolution fs typically an An ordinance is a local law of a municipal corporation,prescribing general rules of ad tMat Is less for nal than conduct:Ordinances may be used for a variety of purposes,including administrative attions such as establishing offices and setting salaries,or they may beused.(or an or dlnance. actions that corrcrol Ne conduct of the public.An ordinance ira legislauve enactment, within iu sphere,as much as an att of the suce legi:lature. A resolution,on the other.hand,is typically an att that is less solemn or formal.t}ian an ordinance and may be no more thanao-expression of the opinion of the officlal body.Legislation must be enatted via ordinance.Detiding in:arry particular case what constitutes legislation may require reference to caze law,but tlie general guiding principle is that"[a]ctions relating to subjects of a permanent and general chardcter are usually regarded as legisladve,and those providing for subjeccs of a temporery and.special charatter are regarded as adminisvacive..:'(Durocher v.King County,80 Wn:2d 139, 153,492 P.2d 547(1972).) When deciding whecher to use an ordinance or a resoluuon,a good firsrstep is to refer to the city charcer and state law(RCW's).Some sate sututes leave the form of aaion to be employed to the discretion.of the legislative body.If the cliarter`anil die code are.silent as to the mode of detision-making,and the attion is not"legislation;' chen either a resolution or an ordinance may be-used. Rules for adopting ordinances The state statutes for each class of municipality do contain some protedural requiremenu whi[h govern the atloption of ordinances.However,these procedural requiremenu are generally not complicated and do not require an elaborate. adoption proceilure.For a comprehensive discussion of adoption procedures, including information on requiremena for signatures on ordinances and-publication of ordinances,see.MRSC Report No.50,which is entiqed Local Ordindnces-The Drafring,Compiladon,Cod cacion and Revision of Ordinances. Many cities and towns have adopted local rules of procedure that relate to the adopdon of ordinances.and these,of course,must be followed.For example,although the state sututes do not require chat an ordinance be read more thao-once in most circumsiances prior to adopcion,many local rulea of procedure do contain such a. requirementTherefore,it is importanc that councilmembers familiarize.themselves with the local rules of procedure,az well as the srate statutory requirements in regard to adoption requiremenu for ordinances. 14 DI.A Page 59 of 171 Practical Advice Helpful pointers from other elected officials. We re.busy eleeting Leadership ... Lead by eximple.Be honest,consistent,flexible.Don't play grmes: barometeny when wUat Use.common sense: we really need are Don't be sampeded into action by the stroog demands of special interest groups. aompaases.. Your job is to find the long-term public interest of the entire wmmuniq: 8e clear on what youstand.for—list 10 things you believe in. AutAor unknorm. A.new councilmember should have goals—ttiings you warrc to attomplish.But don't att rashly arid assume that only you know the best way to accomplish things. Every issue will benefit from additionaf diswssion.Your perceptions may change. Sometimes we underestimate che potential impatt of an.eletted o cial's leadership.Use the digniq of your office to.help the communiry get pazt contentious issues. There is a tremendous amounx of discomfoK•in making very.public detisions. Sometimes the decisions feel like the end of the earth.It's easy to fear the political consequences.But it is imporcant to look a little more long-term in perspective, weigh everything,and reach good.decisions. You won't be able to satisfy all of the people,and you have to know that Listen fairly...listen thoughtfully...and then do what's right Wocking with staff... Getto,know sfaff andwhat they do. Say t6ank you! Let folks know how much you appreciate them and give credit where credix is due. Treatstaff with respea—they are a very valuable asse[ Be consiscencTreat everyone che same. Budget money for and encourage your staff to attend professional meetings and seminars:These learning opporcunities and the personal contacts an be invaluable xoyour city. The Job of a Councilmember IS DI.A Page 60 of 171 ATTAC H 11VI E N T 11 DI.A Page 61 of 171 SWOT Analysis for a City By Meagan Van Beest, eHow Contributor Use SWOT analysis to improve your community, including processes at city hall. Perforrning a SWOT(Strengths, Weaknesses, Opportunities, Threats) analysis for your city helps to develop a strategic plan that maximizes your municipality's strengfhs, minimizes its weaknesses, takes advantage of opportunities and limits its threats. As a mayor, city councilor or city planner, use this technique fo evaluate individual city departments (e.g: utilities, law enfo cement, emen7ency services and administration) or the city as a whole (e.g. infrastructure, businesses, services, citizens, amenities, economy and politics). Along with its intemal benefits, you can also use a city SWOT analysis to market your area to potenfial residents and prospective businesses. 1. Strengths o For the strengtFi section, examine your city's internal processes, capabilities and amenities. These include human resources, physical resources, finances and programs. For example, in its strategicplan, the city of Lewisville, Texas listed its park funding program, excellent customer service rankings, strong school system and geographic location as strengths. If you have trouble determining your strengths, start by simply listing your community's attributes (e.g. location, size, parks, recreational opportunities). Weaknesses o The weakness section should look at internal problem areas. These include the same human resources, physicaLresources, finances and programs as streng4hs. Forinstance, the Northwest Initiative of Indiana found their weaknesses in a lack of corporate headquarters, limited broadband Intemet connections, lack of urban planning and a disconnect with the state govemment. Extemal output from community members is key to identifying problem areas in the community. Opportunities o Opportunities are the extemal factors that ofFer potential for your city. Possibilities include trends, economy, environment and legislation. Lewisville discovered the redevelopmenTof its Old Town section, civic center/arts complex, volunteer utilization, visitor bureau marketing efforts and energy conservation programs all offered opportunities for the city. Considerways that your community can take advantage of trends, features or the economy to improve its economic stability. Page 1 DI.A Page 62 of 171 Threats o Cities do not face direct competition as do businesses. Instead, threats come from competition for funding, changes 'in citizenry and restrictive legislation. The Northwest Initiative determined thaf racial issues, loss of businesses and citizen perception all presented threatsto their economic development planning. You may discover decreasing population, limited business development and a restrictive tax structure when you analyze your threats, among other things. Considerations o Planning using SWOT analysis is only as effective as the information the report contains. By specifically identifying each topic in the analysis, using statistics and location information if possible, yoti can develop more detailed, actionable plans. For example, instead'of saying roads are generally in poor condition, identify the particular streets that need improvement. Then, use your city SWOT analysis to craft a comprehensive strategic plan, and define your priorities and adjust your decisions along the way. How to Create a Simple SWOT Diagram By an eHow Contributor Create a Simple SWOT Diagram A SWOT analysis is a valuable tool for any business, and especially useful for business consultants and students. SWOT is the acronym for Strengths, Weaknesses, Opportunities and Threats and is often diagrammed for comparisons. Idenfifying and analyzing these criteria gives a manager, consultant or a business ownera snapshot of how an organization is doing. Create a simple SWOT Diagram to identify these four defining factors for your company or organization. Institx ions 1. Begin to mentally categorize and think about strengths, weaknesses, opportunities and threats within and surrounding a company, organization or situation you want to analyze to create a simple SWOT diagram. 2: Draw a large box and then draw lines to divide it into four equal boxes. Label each box with one title, Strengths, Weaknesses, Opportunities and Threats. Put the titles in order so that you can compare strengths with weaknesses and opportunities with threats. 3. Use different colored pens or markers to draw and write with if you have them available so that you can make the different box titles and lists stand out more. Leave enough room for lists in each box to make a simple SWOT diagram. Page 2 DI.A Page 63 of 171 4. Determine the organization's current strengths. Include items that add value to the organization, such as products, location or expertise. Take account of financial successes and recent growth as well. 5. Iden4ify fhe organization's existing weaknesses next. Ask yourself what the organization's value destroying issues are. Find things thaYare now hurting your company r or organization, such as,productsthat are exactly the same as your competitors which are not selling, a tarnished reputation and employee morale. 6. Compare your strengths and weaknesses onceyou've exhausted ideas and items for each list. These are your internal factors to work with. Evaluate youropportunities and threats neM-they are your external factors. 7. Recognize your organization's opportunities. These are creating value for your organization or company fromthe outside (things beyond your organization's control) and should include items like a growing market and weak competitors.. 8. Make decisions about what to list for youn threats. Understand that these will be items that are affecting youc organization. or company from the outside and you have no control over them. Add iterr s to your list that are threats to your company or organization, such as a competitor has come out with an innovative productlhat will make yours obsolete, new trade regulations or new laws that wiil inhibit your operations. 9. Startcomparing your organization's opportunities and threats now. Look for pattems that emerge in your comparisons. Realize that although you may be able to identify itemsthat can be changed immediately from your SWOTdiagram, other things may take some time and consultation with other members of your organization. Understand that you may not be able to resolve certain issues right away or at all. Page 3 DI.A Page 64 of 171 Strengths: attributes of the organization that are helpful to achieving the objective. Weaknesses: attributes of the organization that are harmful to achieving the objective. Opportunities: extemal conditions which are helpful to achieving the objective. Threats: extemal conditions that could do damage to the business's performance. Helpful to meeUng the obJectNe Harmful to meeting the obJecWe 0 Strength YVeakness E c ii OPportunitl s Threats W Page 4 DI.A Page 65 of 171 ATTAC H 11VI E N T 11 DI.A Page 66 of 171 SWOT Analysis for a City By Meagan Van Beest, eHow Contributor Use SWOT analysis to improve your community, including processes at city hall. Perforrning a SWOT(Strengths, Weaknesses, Opportunities, Threats) analysis for your city helps to develop a strategic plan that maximizes your municipality's strengfhs, minimizes its weaknesses, takes advantage of opportunities and limits its threats. As a mayor, city councilor or city planner, use this technique fo evaluate individual city departments (e.g: utilities, law enfo cement, emen7ency services and administration) or the city as a whole (e.g. infrastructure, businesses, services, citizens, amenities, economy and politics). Along with its intemal benefits, you can also use a city SWOT analysis to market your area to potenfial residents and prospective businesses. 1. Strengths o For the strengtFi section, examine your city's internal processes, capabilities and amenities. These include human resources, physical resources, finances and programs. For example, in its strategicplan, the city of Lewisville, Texas listed its park funding program, excellent customer service rankings, strong school system and geographic location as strengths. If you have trouble determining your strengths, start by simply listing your community's attributes (e.g. location, size, parks, recreational opportunities). Weaknesses o The weakness section should look at internal problem areas. These include the same human resources, physicaLresources, finances and programs as streng4hs. Forinstance, the Northwest Initiative of Indiana found their weaknesses in a lack of corporate headquarters, limited broadband Intemet connections, lack of urban planning and a disconnect with the state govemment. Extemal output from community members is key to identifying problem areas in the community. Opportunities o Opportunities are the extemal factors that ofFer potential for your city. Possibilities include trends, economy, environment and legislation. Lewisville discovered the redevelopmenTof its Old Town section, civic center/arts complex, volunteer utilization, visitor bureau marketing efforts and energy conservation programs all offered opportunities for the city. Considerways that your community can take advantage of trends, features or the economy to improve its economic stability. Page 1 DI.A Page 67 of 171 Threats o Cities do not face direct competition as do businesses. Instead, threats come from competition for funding, changes 'in citizenry and restrictive legislation. The Northwest Initiative determined thaf racial issues, loss of businesses and citizen perception all presented threatsto their economic development planning. You may discover decreasing population, limited business development and a restrictive tax structure when you analyze your threats, among other things. Considerations o Planning using SWOT analysis is only as effective as the information the report contains. By specifically identifying each topic in the analysis, using statistics and location information if possible, yoti can develop more detailed, actionable plans. For example, instead'of saying roads are generally in poor condition, identify the particular streets that need improvement. Then, use your city SWOT analysis to craft a comprehensive strategic plan, and define your priorities and adjust your decisions along the way. How to Create a Simple SWOT Diagram By an eHow Contributor Create a Simple SWOT Diagram A SWOT analysis is a valuable tool for any business, and especially useful for business consultants and students. SWOT is the acronym for Strengths, Weaknesses, Opportunities and Threats and is often diagrammed for comparisons. Idenfifying and analyzing these criteria gives a manager, consultant or a business ownera snapshot of how an organization is doing. Create a simple SWOT Diagram to identify these four defining factors for your company or organization. Institx ions 1. Begin to mentally categorize and think about strengths, weaknesses, opportunities and threats within and surrounding a company, organization or situation you want to analyze to create a simple SWOT diagram. 2: Draw a large box and then draw lines to divide it into four equal boxes. Label each box with one title, Strengths, Weaknesses, Opportunities and Threats. Put the titles in order so that you can compare strengths with weaknesses and opportunities with threats. 3. Use different colored pens or markers to draw and write with if you have them available so that you can make the different box titles and lists stand out more. Leave enough room for lists in each box to make a simple SWOT diagram. Page 2 DI.A Page 68 of 171 4. Determine the organization's current strengths. Include items that add value to the organization, such as products, location or expertise. Take account of financial successes and recent growth as well. 5. Iden4ify fhe organization's existing weaknesses next. Ask yourself what the organization's value destroying issues are. Find things thaYare now hurting your company r or organization, such as,productsthat are exactly the same as your competitors which are not selling, a tarnished reputation and employee morale. 6. Compare your strengths and weaknesses onceyou've exhausted ideas and items for each list. These are your internal factors to work with. Evaluate youropportunities and threats neM-they are your external factors. 7. Recognize your organization's opportunities. These are creating value for your organization or company fromthe outside (things beyond your organization's control) and should include items like a growing market and weak competitors.. 8. Make decisions about what to list for youn threats. Understand that these will be items that are affecting youc organization. or company from the outside and you have no control over them. Add iterr s to your list that are threats to your company or organization, such as a competitor has come out with an innovative productlhat will make yours obsolete, new trade regulations or new laws that wiil inhibit your operations. 9. Startcomparing your organization's opportunities and threats now. Look for pattems that emerge in your comparisons. Realize that although you may be able to identify itemsthat can be changed immediately from your SWOTdiagram, other things may take some time and consultation with other members of your organization. Understand that you may not be able to resolve certain issues right away or at all. Page 3 DI.A Page 69 of 171 Strengths: attributes of the organization that are helpful to achieving the objective. Weaknesses: attributes of the organization that are harmful to achieving the objective. Opportunities: extemal conditions which are helpful to achieving the objective. Threats: extemal conditions that could do damage to the business's performance. Helpful to meeUng the obJectNe Harmful to meeting the obJecWe 0 Strength YVeakness E c ii OPportunitl s Threats W Page 4 DI.A Page 70 of 171 ATT C H IVI 'N T 12 DI.A Page 71 of 171 ATTACHMENT A WORKONG DRAFT C I T Y O P P A 5 A D E N A STRATEGIC PLANNING RETREAT 22 September 2013 • Pa§adena Convention Center Madlyn Snider,Fadlitator—SniEer and Pssoaates(510)531-2904 Gail TsuDOi,Graphlo Recortler—(925)3769151 MISSION STATEMENT The City of Pasadena is dedlcated to delivering exemplary municipal services responsive to our eMlre community and consistent with our history, culriireand unique character. VISION STATEMENT Pasadena will combine world class events; science and technology, arts and culture, history and architecture with great neighborhoods and opportunities for all. CORE VALUES nol in prlorlty or0er The City of Pasadena values . . . Responsiveness Honesty and Integrity Aecountablllty Excellence Open,clear and fiequent communlcation lnnovaUon Diversity and Inclusiveness Flscal responsfbility THREE-YEAR GOALS Y073•2 78 • nol in Driorlty ortler Improve and maintain the infrastructure Improve flnancial stability Complete funding and construction of the Rose Bowi Renovation Project improve the local economy Improve the quality of life and enhance public safety DI.A Page 72 of 171 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT Tuesday,Septembar 23 AssL City Mgr.Julie Gudertez Distribute the'Working Draft'Strategic Planning Retreat Reoord to the Ciry Coundl and E cutive Leadership Team membera. Within 48 hours AII recipients Re the(wo king draR)strategic planning retreffi record. Oclober 1,2013 Executive Leadership Team Begin to review the'Cunent Intemal Weaknessesl Challenges'list(or City Manager—lead) possible actlon items. By October 15;2013 DepartmenCHeads Share and discuss the'working draft'Strategic Plan with staff. October 28,2013 Ciry Manager Present the'Working Draft Strategic Plan ro the Mayor and City Council for discussion and Next Stepa in the Strategic Planning pracass. Monthly ELT and Ciry Coundl MoniWr prog ess on the goals and obJecGves. Revise objecGves(add, amend andlor deletej;as neaded. Monthly Asst.CM Gutiertez Prepare and distributa the updated Strategic Plan Monitoring Matrix to the Mayor,City CounGl,ELT mid-March to mId•Apri12014 Ciry Council SVategic Planning Retreat to: ExecuUve Leadership Team - mwe tl oroughly assess pragress on.the Goals and SVategic Objectives.. develop Strategic Objectives for the next six manlhs. 2 DI.A Page 73 of 171 S.W.O.T. ANALYSIS SVengths—Weaknesses-OpparRinides-Threafs STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF PASADENA IN 7HE PAST 3 YEAR8 BralreWrtned I.ISt W Perceptlans New water heatment plant Irrfrastructure improvements Completed the Rose Bowl Pavilion Project Enhanced youth programs through internal collab_oration Reached consensus on General Plan LanC Use Implemented many technology solutions to improve efficiencies Ac4uired energy resources equivalent to over20°k of our electrical demand Completed the Development Permit Processes Efficiency Study and began implementatlon Implemented cloud and e-book features in tfie library Implemented the.MOU between PUSD(Pasadena Un'rfied School Dist.)and the Ciry of Pasadena Transferred Animal Licensing to the Pasadena Humane Society to increase effectiveness and revenue collection Completed several new affordable housing developments Deployed a 311 mobileservice Adopted new Ten-Year Energy Efficiency Goals Expanded transit service to Northwest Pasadena Restored Iibrary hours F ipanded the MA8H Program Reaiigned HS 8R to expand recreation offerings and youth employment Introduced new service delivery models in the Fire Department Implemented Solid Waste efficiencies for a savings of$400,000 per year Completed entitlements for the flrst major o cebuilding in the city in many years Reyitalization of ciry parks PermanenUy housed dozens of chronically homeless persons through Project HOUSED Acquired the Desiderio site Generated over$12 million in local economic.benefits from the Rose Bowl Renovation Project Implemented pension reform through increased cost sharing of PERS Exemplary response to the windstorm Released to the public a Quality of Life Index Completed a Community Health Improvement Plan Greened two affoMa6le housing projects;collaboration between the Housing Dept.and the Water&PowerDept. Implemented Safe Routes to School projects Completed.the hiring oT the Executive Leadership Team Completed a new EOC(Emergency Operations Center) Updated and expanded the Public Electric Vehicle Charging Infrastructure Increased the use of social media for public information Completed a Zero Waste Strategic Plan Obtained the Section 108'loan forRobinson Park Completed the Lincoln Ave. Spec c Plan Transferred the Human Services Endowment to the Pasadena Community Foundation Improved hearing access at city facilities Launched Affordable Care Act education and enroilment Implemented a Rotating Pubiic Art Program Expanded a traffic signal preemption program for emergency response Completed the Public Art Master Plan Installed the first Adaptive Treffic Control System Implemented a Sidewalk.Repair Program Installed wa nding signs throughout the city Increased operational tactics at major events to increase homeland security 3 DI.A Page 74 of 171 Completed City office consolidation for a savings of$?00,000 per year Completed a citywide needs assessment for Numan Services, Reaeation and Housing Acquired the YWCA buiiding Created a Regional Crime Task Force at no cost to taxpayers Got a temporary restraining order against the State of Cal'rfornia; the dispute amourds to about$40 million related to the Redevelopment Agency Survived thefirst round of8equestration Maintained a diverse workforce Began the process of a new EPR system Balanced the budget Completed Fire Station 32 Replaced the ARTS bus Built a dental clinic Improved park maintenance Reduced homelessness Implemented a new parking management system Completed an Economic Development Strategic Plan Enhanced community partnerships to improve AB 109 prisoner reentry Implemented the first-ever Citizens Academy Completed the City Council redistricting process Achieved a 74%refuse diversion rate Increased regional partnerships to secure radio and data interoperability(VO) Hosted and participated in numerous job fairs Absorbed the AIDS Service Center into the Public Health Dept., preventing the Center from being eliminated Expanded the Employee Training Catalog Expanded the Parking Credit Program to facilitate business development Invested in new fire apparatus changing front-line life cycle from 20 to 15 years Improved recreational facilities THE CITY OF PASADENA'S CURRENT INTERNAL WEAKNESSES/CHALLENGES Bralnatormed Ust M Perceptlona Lack of a cirywide long-term vision Lack of funding Local elections Growth of homelessness in city facilities and parks Not focusing on workforoe development Residual sfaff shortages resulting from layoffs Lack of maintenance of aging infrastructure Overspeciallzation of the city workforce Multiple years of no salary increases Delayed completion of the Classification Study and uncertainty of outcomes Have not identified where new leaders will crome from lack of analytical support Antiquated systems Lack of communication and transparency to the publfc and employees Lack qf competent workforce Challenge maintaining and enhancing curtent service levels Lack of sidewalk repairs Lack of updated policies Lack of prioritization of limfted funds Lack of resources Cack of more money Poor employee morale;fear Staff feels entitled Lack of hope and optimism Internal duplication of services 4 DI.A Page 75 of 171 Lack of suxession planning Lack of understanding of accountability Aging warkforce Residentslthe public unaware a(flnancial stresses;we're not communicating well enough to them Madia relations arenot as good as they could be Holding on to obsolete programs Resfstance to change Have not improved intemal collaboratlons to improve e ciencies Settling for the status quo Unresolved technological needs Not data-0riven Intemal ppacity is too low to meet eutemal expectations Brush fires"—not enough planning and having to put out fires;reactionary The challenge of coordinating common goals and initiatives Lack of technical skills Lack of prioritization in the organization Demands exceed capacity High drema Cumulative impact of changes affects morale Micromanaging oi lower level staff by department heads Inadequate checks and balances Stress of doing all we need to do and fulfiil residents'expectations with limited resources EXTERNAL FACTORSITRENDS THAT WILUMIGHT HAVE'A,POSITIVE IMPACT ON THE CITY OF PASADENA IN THE NEXT THREE YEARS erainsrormea kt m verceouo s Improving economy Improving residential market Improved local and regional partnerships Renewed interest in improving public schools Improving state budget Maximizing real time communication Posslble UCLA championship 6ctended Gold Line Possible state funding to mitigate A8 109 Delays in the LA NFL stadium Availability of high level workforce Pasadena as an increasingly desirable place for people to Ilve and work Devil's Gate Debris Removal Project Our school:district is In a better financial place Health qre availability Changing work environment—less centralizatfon Assembly mamber Holden Public's increasing use of technology Perception of Pasatlena as a place for innovative industry Shifting economiccompetitors Opening of new hotels SB 391 (CalAornia Homes and JobsACt) AB 1229(Strengthening Inclusionary Flousing) Expanded iMiuence of the Millenniai Generatlon Improved communiry awareness regarding public safety("See Something,Say Something°) Emergence oi a tech corridor Local elections 5 DI.A Page 76 of 171 EXTERNAL FACTORSITRENDS THAT WILUMIGHT HAVE A NEGATIVE FISCAL IMPACT ON THE CITY OF PASADENAIN THE NEXT THREE YEARS 8ralnsmrmed Lbt M Porceptlona Earthquake Aging workforce Cyberthreats State and federal policy resulting in an overreliance an natural gas as a resource Legislation impacting the citys radio system Federal policy change impacting the stockand bond markets Sequestration Loss of the Redevelopment lawsuit State legislation aimed at reducing charter cities Drought Threats to the Delta Lack of immigration refortn Poaching of our key staff Maintenance of a diverse work force Increasing interest rates Tax reform Sign'rficant domestic/local terrorist attacks Pan-irrfluenza Increasing health care costs Increased cost of government Consistently high cost of living in Pasadena Shifting economic competitors Cost of AB 32 implementation Budget cuts in the courts Federal and state regulatory requirements Municipal bankruptcies Aging baby boomers Special interests in Sacramento Exacerbation of the gap between the rich and the poor Continued and growing reaching into city funds by the state Lack of funding for sidewalk improvements Federal deficit State government Political gridlock Elimination of tau-exempt financing Lack of grant dollars Overtaxation by the federal, state and county govemments SR 710—happening or not happening Impacts of AB 109(early prisoner release) Changing work environment–people not going to offices to work Publlc's increasing use of technology Overburdened judicial system Maintaining silos of expertise 6 DI.A Page 77 of 171 IQENTIFY THREE-YEAR GOALS Brainsrortned Ilrt o/pwNble qoels hom whle Me TMree-Year Goals were EevebpeO Develop a structured plan to recruit Pasadena youth into Pasadena jobs Always look at the fiscal impact of all decisions Increase Vansparency Complete funding and construction of the Rose Bowi Renovation Project Educate the public on the limitations of resources Improve or replace public facilities Improve public education Update policies and systems to involve public involvement Establish Pasadena as a center of innovation Use more technology and innovation in cityprograms and services Assist PUSD in achieving strong public schoals Imp ove media relations and pubiic crommunicatfon Enhance the skills, knowledge and ability of Internal staff Assess the viability of a local tax initiative Strengthen public-p ivate partnerships Fund and prioritize the CIP Resolve parking issues Expand public transit Become more business-friendly Create a Finaneial Resources Plan Promote innovatlon and creativity forproblem soiving Provide opportunitles to quality city employees forupward mobiiity Streamline the entRiement process Complete Streets implementation Eliminate homelessness,and its impact on the business communiry, in the cRy(by half) Cut the number of uninsured by one-half; increase access by opening another urgent care Integrate the operations of the three operating companies(RBOC PCAC, PCOC) Increase access to governmenNal services Find funding for sidewalk and tree maintenance Develop and implement a Workforce Development Plan for each department Kill the 710 tunnel Reduce debt anii increase revenue Ensure accurete staff work Ezpand enVy-level treining positions Adopt a plan for funding public sector pensions in.Pasadena Oevelop a funding source to stabilize Rose Bowl operations Update citywide policies for consistency Expand fiber nelwork for economic de4elopment purposes Determine a governing structure for the centrai arcoyo Enhance pubiic safety Audit the city's financial situation to be communicated to utility rate payers Create workforce opportunities for aIIM 00°/a Strengthen our tax base Generete at least$1 million operating surptus per year Add a mental health services component to the Public Nealth Dep). Prioritizs the projects and identify fundingsourcesforir frastructure needs Meet the General Fund 20%reserve target BeautiFy the ciry Improve marketing of Pasadena as a destination city Revitatize former Redevelopment properties 7 DI.A Page 78 of 171 ATTAC H IVI E N T ' 3 DI.A Page 79 of 171 STRATEGIC PLAN ELEMENTS Marilyn Snider, Strategic Planning Facilitator • Snider and Associates(510)531-2904 SWOT".ANALYSIS Assess the organization's: Internal Strengths - Internal Weaknesses External Opportunities -Extemal Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future—what the organization will BECOME CORE VALUES What the organization values, recognizes and rewards—strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organizatiort needs 4o accomplish (consistent with the Mission and moving the organization towards its Usion)–usually limited to 4 or5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed:By when, who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives; incfudes setting new objectives every six months m 1as5 sNaer eiM Assoc ates 8 DI.A Page 80 of 171 ATTACHMENT B WORKING DRAFT CITY OF PASADENA * STRATEGIC OBJECTIVES 22 September 2073 — 15 March 2014 THREE-YEAR GOAL: /MPROVE P/NANC/AL STAB/L/TY WHEN WHO WHAT STATUS COMMENTS ooxE aa nseo TancET t. At the Nov.18 2013 CC Chief I foimalion Officer, Present a plan to Ihe City Counal Fnance Committee W generate pubfic Finance Canmittee wwking with the Dirator paNcipation in and understanding d the aty's budget and wgage ihem to share meeting ot Fnance ideas and interesk. 2. December 15,2013 Direcfw of Finance Esfablish IntwdepaMienl Team to review and alyze polides and pacedures to strengthen Ihe intem checks and balar es. 3. Februvy 15,2014 Oirectw of Finar ce Idenfify and evaluate options o address OPEB(other post nployment benefits) eq.,retlree medic costs)and ovide reoommendations lo the City CaundPs Finance Commiltee. 4. March 15,2014 Direclor of Finance Present ihe Inlerdeparimen ai Team's findings to dafe rega ng checks and b ances M ihe EzeaAive Leadership Team. A DI.A Page 81 of 171 TH e-venR coA: /MPROVE AND MA/NTA/N THE/NFRASTRUCTURE WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. January 15,2014 Pasadena Wat ani PreseM a plan to lha City Council Municipal Services Canrrvltee for a Pvxer General Manager Community Wffier Summit to disass water supply d anges facing the city. 2. January 75,2014 Asst.City Manager Update and prioritize uMunded ir rasWcture priorities and present to ihe Gty Gutiertez(lead)aid Ihe Coundl for mnsideratlon. InfrasWdure Group 5 dePmfiient hea) 3. January 15,2014 Public Wwks DireGw- Present oplions to the Coumil's Municipal Services Commitlee tot diredion to lead,Transpwtatlon fund sidewak enhancemenis,induding the use of underground surcharge Directw and Pasadena turds. Water and Power General Manager 4. January 31,2014 Chief i ormation Officer Hold a City Counal workshop on expanding fiber optic services fa pudic and privffie use. 5. Mach 1,2014 Pudic Waks DirecEa Bring to the City Coundl for ac on an axard of cont ad for ihe La Loma Bridge rehab ilaUOn. B DI.A Page 82 of 171 THRee'v R on: /MPRO,VE THE LOCAL ECONOMY WHEN WHO WHAT. STATUS COMMENTS: „ r DONE . .. ON .. REVISED TARGET . January 75,2014 Assl City Manager Mertnell Repat W the Cfly Counal on first year progress of the Eeonomic Development Strategic%an implementation. 2. Jarivary 15,2014 Pasadena Waler and Power Present fo the City CoundPS Municipal Services Canmittee for considerations Generyi Alynyger rerommendalions regarding utility rate incenGves to sfimulate eananic development. 3. March 15,2014 Planning and Community Present to the City Council for action pdk.y mnsideraUons tor streamlining the i Development Direclor developmenl teview process. 4. March 15,2014 Assc City Manager Mermell Develop and pesent to tl e City Coundl's Ed Tech Committee a fargeted marketing campaign for ihe innovation secior praraliig Pasadena's amenities. C DI.A Page 83 of 171 THRee-venR coa,: COMPLETE FUND/NG AND CONSTRUCT/ON OF THE ROSE BOWL RENOVAT/ON PROJECT WHEN WHO WHAT STATUS COMMENTS DONE ON REVISfD- TARGEf January 15,2014 City Manager and Ihe Rose RepoA to Ne City Courn,r7 on the beginning of tha Rose Bawl RenovaGOn Projec! Bowl General Manager Phase 111. 2. January 31,2014 PuMic Waks Diredor Ensure the start ot consWCtbn on the Rose BorA Entry ProjecL D DI.A Page 84 of 171 THRee-vEnR Goa: /MPROVE THE QUAL/T)'OF L/PE AND ENHANCE PUBL/C SAFETY WHEN WHO WHAT STATUS COMMENTS oouE an rsEwsEo TARGEi 1. At the Feb.3,2014 Dir.of Human Services ad Resenl to he City Counal and PUSD Board the SchoollCitylCommunity bint Gry Coundl-Reaeatan Wak Poan Repal Card. School Board rt eeting 2. FeGuary 15,2014 Dir.Housirg and Career Develop a W present W Ne Gry Manager a plan for increasing the number Semces of residents in Ihe MASH Program. 3. Maich 1,2014 Dir.oi Hasing and Career Impiement a public education campaign w%h meters for pudic donatims f Senices,worki with ihe Mrre ess service providers. puWic and business cammuniry lo help reduce homelessness 4. Ma ch t,2014 Dir.of Human Servioes and Present a pl b the City Manager b align hian setvices and heahh Reaeation-lead,Dir.d servlces to increase efl aes and ettecUveness ot services. Fiousing and Career Services and Dir.oi P lic Healfh 5. March 15,2014 Directa d Pud'c Health,wilh RepM l01he City Caunal an he progress ol lhe Mental He th Needs input fian dly departrtcents and Citywide Assessmenl oulside agencies 6. Maich 15,2014 Palice Chi Assess the impact oi AB 109 and present the resutts as well as adians being taken to ihe City Coundl's Public Salery Commillee. 7. RJilAtE08JECTIVE pir,ofpublicHealth ReducethenumherMuriinsuredi vidualsinPasadenabyhali(12,5110) Nrough enrdlmeM and education xtrvities. Mx d 31,2014 E DI.A Page 85 of 171 CITY OF SAN CARLOS o GITY COUNCIL/MANAGEMENT TEAM STRATEGIC PLANPIING RETREAT September 17, 2013 • San Carlos Public Library Madlyn Snidar,Facilitator—Snitlerantl Assocfates(510)531-2904 Gail Tsuboi,Recortler-Tsuliol:Design(925)376-9151 MISSION STATEMENT The City of San Carlos provides high quality services and facilities in a fscally sustainable, responsive and friendly manner to foster a safe and healthycommunity. VISION STATEMENT By 2077, San Carlos will be a vibrant family and business friendly comrriunity admired as a great place to Iive,Jearn, workand play. CORE VALUES noLlmprlorily orEer The Clty of San Carlos values... o Flscal iesponsiblltty and susta)nabilfty oProtecting ourenylronmeot oStrafegic tldnkMg and planning for the(uture OHigh efhicalstandards oCommunHy invoNement oHlgh qualky cus merservice oA strong sense oicommurtlty Pub/lo-safety THREE-YEAR GOALS 3o13-zo15 . not In pnonty.oraor o Attract and develop a quality team o Provide effective and sustainable health and public safety o Enhance and sustain facilities and infrastructure o Enhance economic development o Plan for and implement financial sustainability DI.A Page 86 of 171 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT Within 48 hours AII Read the retreat record. September 26, 2013 Management Team Review tFie"CurcentJntemal Weaknesses/Challenges"list ' City Manager—'lead)for possible action items. BySept. 30, 2013 City Manager pead)and' Share and discuss the updated Strategic Plan with staff: Department Heads At the October 14, 2013 City Council PreseM the updated SVategic.Plan to the public. City Counci(meeting Monthly City,Councif Monitor progress on the goals and objectives and revise Management Team objectives(add,amend and/or delete), zs needed. Monthly City Manager Prepare and disVibute the updated Strategic Plan monitoring matrix to the City Council, Management Team 8 staff. March 19, 2014 City Manager Strategic Planning Retreat for a more thorough assessment 8/8:30-2:00 City Attomey of progresson the goals and objectives. Develop a new Management Team vision statement, new three-year goals and objeotides for the next siz morrths. 2 DI.A Page 87 of 171 S.W.O.T: ANALY$IS SMengths—Weaknessea-Opportunities-Threats STRENGTHS AND THE MAJOR ACCOMPIISHMENTS SINCE THE FEBRUARY 2073 STRATEGIC PLANNING RETREAT ereinslortnea Li a Perceptions Hired a Parks and Rec Director and a City Clerk Passed the Reusable Bag Ordinance We're remodeling the library Began consVudion of Burton Park Hired an Economic Development Coordinator Held two successful Police Town Hall meetings Adopted a newSalary and Benefit Resolution for management employees Completed'Safe Routes to School improvements at three schools Completed a User Fee and Cost Allocation Study Conducted safety audits at all the scliools Completed a Traffic and TransportationSafety Audit Completed a Downtown Parking Study Sheriffs held an event for children in the park Produced business recruitment packages Completed,an intemal control audit with no findings of fraud Implemented a Voiunteers and Policing Program Completed a Disposition and Development Agreement for Wheeler Plaza Conducted an Employee Satisfaction Survey Hel a joint meeting between the Economic Development Commission and the City Council to brainstorm ideas for economic development Adopted the budget Hired new Public.Works staff Merged the Fire Dept.with Redwood City Repaired a lot of streets Repaired a lot af sidewalks Councif approved a conceptual plan for Crest Vew Park Passed a three-year sewer rate increase Completed outreach meetings with major businesses;the City Manager and Council participated Welcomed a new brewery Assigned a Board member and altemate to SBWMA Board, the first time for an elected official to participate Implemented a new Commissioner Orier tation process Appointed new a commissioner to the Planning, T and C, and Parks, Recreation and Culture Commissions Received a favorable report from the Grand Jury on our Police Services Model Held several joint meetings and a site visit with the San Carlos Elementary School District regarding a site for a new school. The City Council adopted a disaster preparedness ordinance Updated the zoning on the Landmark site Started creation of a new Emergency OperationsPlan for the city Signed a funding agreement for the Holly-101"Interchange Projed Remodeled the City Manager's office Held our 33r0 Annual Hometown Days Purchased iPads for the City Council and.,had training. The City Council passed an ordinance regarding fhe roles and responsibilities of city officers: City Manager, City Attomey, City Clerk Entered into agreement with the county on trust fund reserves for Police Services Launched a community calendar Createda vacant and underutilized property'hot sheeY for real estate brokers and others Updated the composition of our commissions 3 DI.A Page 88 of 171 Hired a part-time Volunteer Coordinator Held a retirement party for the Assistant City Manager Successful in getting several CIP grants for nearly$2 million Held the first Business Showcase event Produced a sidewalk repair video Created a sVategic property acquisition reserve and polides to go with it Completed a atywide Traffic Safety Evaluation Updated the City Wellness Program Increased the budget for training Held a National Night Out Joined the Elms Board City Coundl, City Manager and the City Attomeyheld a mini-retreat Receiyed OversigM Board approval of a Property Managemern Plan for Wheeler Plaza Started consWCtion on an Indusfial Road Underground Oistrid Groundbreaking scheduled forSept.26, 2013 for the East Side Connect Project Upgraded SIRE,our document and agenda managemeM system THE CITY'S CURRENT INTERNAL WEAKNESSES/CHALLENGES Breinelortnea Liq al Parizptlons Inadequate downtown parking and wayfinding signage Lack of legible street and traffic signs in towri Siow response time for IT support Challenge of new employees ramping up and in treining Lack of drein capacity during rainstorms Dilapidated City Council chambers; not ADA compliant Inadequate resources for the Volunteer Progrem Public perception of increased aime,even wfien it's not increasing Lack of public awareness of infrastrudure shortcomings Inadequate capacity of Holly St. Slow progress on the Holly-101 traffic solution Our Economic Development-HOUSing Director will be leaving Ineffective.integration of new employees City Hall layout is not user-friendly Staff resources are stretched Lack of funding forbuilding maintenance Lack of adequate park and field space Inadequate communications with the public Inadequate coordination of construction projects Lack of directional signage off 101 into San Carlos Complafnts regarding dog park operations EXTERNAL FACTORSITRENDS THAT WILLIMIGHT HAVE A POSITIVE IMPACT ON THE CITY OF SAN CARLOS IN THE COMING YEAR Brelnarortm0list of Perceptlon Property values increasing More regional cooperation in public safety Closer collaboration with the schooi district Improving technology Increased rental housing stock Countys lease of the Circle Star property Improving economy Healthy business community Supportive citizens School distrid's infrastructure improvemeMs More state and federal grants available City Council election Strong Chamber of Commerce 4 DI.A Page 89 of 171 Volunteerism Completion of the Palo Alto Medical Foundation Attractiveness oftaurel St.M the region Increased development activity Improved job market Forecastedlowergarbage costs EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF SAN CARLOS IN THE COMING YEAR Breinetormetl List of Perceptlons Gity Council election Worsening economy Lower unemployment rates in the region Increased development Prison realignment Increased CaIPERS rates Lack of adequate public trensit Local business pushback regarding commercial fees Loss of businesses in our community Major earthquake Terrorism Flooding DrougM Another war in the Middle East Increased community expectations Increased in school aged children Sacramento Federafgovernment Lack of cooperetion with the San Cados Development Corporation Board Increased downtown traffic Increasing costs of infrastructure repair Stronger competition from our neighboring communities for ewnomic development opportunities NIMBYism Inaeased health care rates Retirements Energy costs Inadequate housing Housing prices going up Increased national debt Stricter state permit requirements Tougher to recruit and retain employees PGBE Aging infrastructure Dept. of Finance Wheeler Plaza review process BART strike Other agencies reising fees and taxes Challenging working relationship between the property owner and developer of the Transit Village Perception of increased crime New technology Lack of resources to keep up with social media Cost of living is high Increased costs of infrastructure improvements for SBSA State changing the Green Building boe Increase in visitors Changes in social.norms 5 DI.A Page 90 of 171 CITY OF SAN CARLOS C SIX-MONTH STRATEGIC OBJECTIVES September 17, 2013 — March 15, 2014 THREE-YEAR GOAL: ATTRACT AND DEVELOP A QUAL/TY TEAM WHEN WHO WHAT STATUS COMMENTS DONE . ON RENSED TARGET Oct.1,2013 Administralive Services Dir.Report to he City CouncA and ihe city sta8 the resulfs(rom lhe Emp oyee SatisfacUon Survey. 2. At the Jan.13,2014 AdminisiratNe Services Dir.Examine options for changing the recrui6nent p ocess to be successful in the Ciry Council meeti new economic and PERS environment and make a recwnmendation,if needed,to ihe City Manager to change the citys recruilment process. 3. Jan.15,2014 AdminisVatNe Services Dir.Create an Administrative Academy fo train new and existing employees. 4. At ihe Feb.10,2014 AdminisUatNe Serv ces Dir.Present lo the City Coundl6est practices for public sector incentive City Council mee6ng and Ciry Manager oompensatbn progra. 5. Feb.15,2014 Administrative Services Dir.,IdeMify training needs of stafi across ihe city o ganization and make woridng with the Ezecutive Team recommendations W ihe City Manager for i lusion in ihe 20142016 budget. A DI.A Page 91 of 171 THREE-YEAR GoAt: PROV/DE EFEECT/VE AND SUSTA/NABLE NEALTN AND PUBL/C SAFETY WHEN WHO WHAT STATUS COMMENTS DONE ON- . .REVISED. - . . . - TARGET .. . - Nov.1,2013 Public Works Dir.and Present an update lo the Ciry Council and community on ihe status oi PG&E's CAy Manager natural gas fransm'ssion on Gr e 147. 2. Nov.15,2013 Police Chiei Presem an informalional repoA to ihe City Council on new surveillance iechnobgy and how d's beiig ised by other communities. 3. Dec.1,2013 Building Offici Preseni ro tlie City Coux fo action ihe updated Catrfornia Gieen Buildiig Cod and Fire Code how both impact the city. 4. Jan.1,2014 Fire Chief Provide the City Cour cil with an update on the Full Pire Services Contract with Redwood City. 5. Feb.7,2014 Public Works Dir.,xrorkirig Present to lhe City Council an update,d'scussion and xtbn on an option(s)to with ihe County Dept.ot remediate known environmental'hoi spofs'in San Carbs. Environmental HeaBh and a consullant 6. March 1,2014 Polica Chiei ard the Fire Update ihe City Council on plans for an active intruder procedure and policy for Chief,workirg with the ihe San Carbs schools. county,federal gmemmeM, and other ager cies 7. March 7,2014 Police Chiei and fire Chief, Hold an Emergency Operatbos Cente(EOCi tabletop exercise for cify staft. with input from the City Mgr. 8. March 15;2014 Police Chief and Hold one joinl Town Ha0 meeti g on public safery. the Fire Chiei B DI.A Page 92 of 171 n-iRee-venR coa: ENHANCE AND S[/STA/N FACIL/T/ES AND/NFRASTR[/CTURE WHEN WHO WHAT!STATUS COMMENTS ONE ON REVISE - TARGET At ihe Nov.12,2013 Public Works Dir. Present to the City Council tor action ihe selection of a co uflanl for City Coundl meeGng impmvemen to Holly SUeet 2. At me Jan.13,2014 Fire Chief and Present to ihe Ciry Council informa6on on potential fire statbn consolidation. City Cour cil meetirg City Manager 3. At ihe Jan.13,2014 Public Works Dir.and the Present to the City Counal for action the selection of a design corisuRant for City Cou il meeting Parks and Reaeation Dir. remodeling the Adull Communiry Center. 4. At die Jan.i3,2014 Pub(c Works Dir. Present fo the City Cou il Tor ac6on recommerdations from tl e consuRant for City.Coundl meetirg sform drainage impiovemeMs in he Industrial Road area. 5. At the Jan.13,2014 Public Works Dir.,worlting Present to ihe City Council for dUedion a recommendation regardirig City Council rreeting wflh lt e Trar sportation and devebping a Pedestrian Master Plan. Circufation Commission 6. Feb.15,2014 Park and Recreation Dic Take ihe Strategic Properry Acquisitlon Policy to Ne Parks and Recreation Commission for review ard recanmendafron of gu'ideliries to the City Caur l for action tor acquisiGon of park propeAies and irail easements. 7. TO BE DElERMINED City Manager Present to fhe Cily Council tot actioNdireclion a joint venture agreement with the San Carbs School District regarding shared facil'dies aid usage. C DI.A Page 93 of 171 THREE-YEAR GoA: ENHANCE ECONOM/C DEVELOPMENT WHEN WHO WHAT STATUS COMMENTS- OONE ON REVISEO TPRGEf Jan.31,2014 Community Devebpment Dir. Hire a new Economic Development a M Housirg Manager. 2. Feb.1,2014 Communily Devebpment Dic, Bring forward to the City Council for action enfitlements for the San Cados Transit with input from ihe Planning Ydlage. Cummissbn 3. Feb.15,2014 Community Development Dir. Obtain Sfate Department ot Finance approval fm Wheeler Plaza property disposilion. 4. March 15,2014 Community Devebpment Dir. Hold a convnunity meeUrg on housirg issues in preparation Tor Ne nezl Houcing Element Update. 5 March 15,2014 Community Development Dic Present to ihe City Cauricil optiora for hotel development ffi the Lar dmark site. 6. March 15,2014 Community DevebpmeN Dic Present to t e Plannirg Commission for action a zoning ordinance regulatory dean p. 7. March 15,2014 Community Development Dic Present W he City Cour cil for ac6on op6ors for the use/disposition of property axned by lead,City Aflwney,City Mgr. fhe dty on Crestv'iew Drive. B. TO eE Community Development Dic Devebp wayfindirg sgnage options throughout ihe city and present to the City Council DE7FRMINED and Pu61ic Works Du. fo adion. 9. FIIfURE Community Developme t Dir. Recanme d to fhe City Couxl for action implementation of improvement measures for oBJECrnE downtown pa king. D DI.A Page 94 of 171 THREE-YEAR GoAL: PLAN FOR AND/MPLE/NENTE/NANC/AL SUSTA/NAB/L/TY WHEN WHO WHAT STATUS COMMENT8 ooNe a+ aEV sEO: TMGEt '. 1. Nov.i,2013 Ciry Attorney(lead)and Present to the City Council for action the kase for ihe Bra ten electronic CommunityDevebpmentDir. billboard. 2. Dec.1,2013 AdminisUative Services Dic Issue an RFP for the devebpment of a long-term integrated Financial Plan. 3. Dec.15,2013 Pubfic Works Dic,workiig Include optias for a Rate Stabilization Reserve and review of rates on with ihe ASD arbage carfs tor various saes in solid waste Prop 218 hearing review. 4. March 1;2014 AdminisUatNe Services Dir. Presenl a report and ecomme atio to tlie City Cou il for acfan on ihe oily's unfunded liabilities. 5. March 15,2014 City Manager Devebp and coMuct a community survey tar use in the devebpment of the FY 20142076 btidgeL E DI.A Page 95 of 171 ATTACHM NT 14 DI.A Page 96 of 171 City af Tacoma City Council Action Memorandum TO: T.C.Broadnax,City Manager FROM:Mary Macrison,Organization Development Managor,Human Resources Joy St Gtrmain,Direcror, Human Resources COPY: City Councii and City Clerk SITBJECT: Resolution approvia the City of Tacoma Strategic Lirectioa for 2014. Requested City Council Date: March I8,2014 DATE: Mazc6 l$,2014 5UMb IARY: The City Council discussed and prioriuzed the po6cy-related objectives at lheir Feb vury?1, 2414 Planning Work Session. By establishing a Strtucgic Direciion for the City,Counci) cxrt focus its effoKS and resources suv[egically and provide guidance ro the City Manager in directing staff.The Revised Strategic Direction with 2014 Policy Objectives are provided 'w Exhibit A. COUNCIL SPONSORS: Mayor Slrickland STRATEGIC POLJCY PRIORITY: The Strategic Direction atigns with al] of the statements t+elow as it is the document th t defines these policy priorities: StrertgtF en and maintain a strong lisca) management position. Stren then and sup{ort I uman services, public education,and diverse hi cr leaming opportimitics in Tacom. Foster neighborhood,community, and econamic devclopment vitality and sustainability. P(un for and improve public infrastructure that meeu the transportauon needs of alt Tacoma residenGS and visitors. Encourab e and promote an open,effective, results-oriented org nizxtion. BACKGROUND: Each year the Ciry Council p.uticipates in a work session for the purpose of: acknowledging events and accomplishments of the ytar befom; identifying potenti:il sv~ategic priorities for the current year; seiung the stagc for straugic planning aad work for the next year and beyond; and,providing a clear sense of direction to Ihe City Manager and Ciry staff. On Febru:uy 21, 2014, the City Council held iu 2014 Planning Work Session at che Center for Urbtut Waurs in Tacoma to rcview signific nt events and accomplishments in 3013,and to discuss emergin issues related to tr:tnsportation and public safety. In addition,lhey discussed their 2014 Qbjectives and next steps for strategic planning for 2015 and beyond. I Revised:Ol/29/2014 DI.A Page 97 of 171 a`t t City of Tacoma City Coundl Action Memorandum j E chibit A Tacome Cfity Council Strateglc Direct on 2014 Strategic Policy Priorities Suengthen and maintain a Strons Fiscal Manegement position. 5ttengtlsen and support['t blic Safety,Human Servlces,Publtc Education,aad Diverse Higher Learniag Opportuniti ia Tacoma. Foster Neig6bor600d,Community,and F.conomic Development Vitality and Sustainabillty. Plan for snd improve Public Infrastructure that meets the Transportatioa needs of all Tacoma residents and visitors. Encourage and pmmote aa Open,Effective,Resalts-oriented Otgani ation. Strategic Objectives 2014 1. Implemeat a Commuaity and Organization Equity snd Empowerment Initiative: a Engage the Community in an externat initiative w ensure equitable access to foundational community asscts with and between neighborhoods and populatians;and b. Bu7d internal capacity for equiry and empowerment,including racial equity,into City of Tacoma policies,pragrams,iniaatives,workforce and budget decisioas. 2. Focus on development of the South Tacroma and Lin roln Dl rid NIIxed IIse centers. 3. Cultivate strong relat onships with prlmary employen io Tacoma and leverage their preaence to at4 acc potendal iavestors. 4. Devdop a compredeasive Gr enroads program to imprnve water qaslity and neighborhood infiasttucture. 5. Make Tecoma a"Welcomh g City„and cultivate an immigraot-friendly environment 6. lYlske Tacoma more physIcelly ettractive(2Q13-2014). 7. Develop and implemeat a comprehensive traasportatiod plan(ZIi13-Z014. 8. Devdop and imple nt a marketingkommunication csmpaign(2fl13-2414). 3 Revised:012920I4 DI.A Page 98 of 171 TTACHMENT 15 DI.A Page 99 of 171 Beaverton city councilors draft goals for 2014 By Kari Brav 1 kbrav oreaonian.com , December 02,2013 at 528 PM, updated December 02,2013 at 5:29 PM Land acquisitions and building up city reserve funds top a long list of goals put togetherby Beaverton leaders as the new year approaches. City councilors brainstormed ideas and narrowed down priorities for 2014 at their annual retreat Monday, Dec. 2. Dozens of items made this year's list, ranging from daunting omgoing tasks like plannina South Cooper Mountain or improving Canyon Road to smalle projects like putting on a Korean barbecue event or starting a Peace Garden. Decisions from the retreat will be used to create a tiered list of goals city staff can use while budgeting for their departments orplanning projects. The City Council.will receive quarterly updates on the highest priority goals, most of which will likely stretch beyond 2014. We don't expect all of this is going to get accomplished in one year," Councilor Betty Bode said. "IYs about getting it started." Each of the five councilors voted using blue dot stickers on large handwritten lists of goals to determine which should be considered high priority. The dots clustered around thefollowing topics: Land acquisition. Councilors discussed the importance of banking land for future projects or expansions of city services. Rebuild city reserve funds. Council President Cate Arnold noted that this would allow the city a financial. cushion," possibly for future land acquisitions. Public Safetv Buildina. In particular, Councilor lan King said the city needs to get a bond measure in front ofvoters for funding the project. Establish a buy local program to suppoR Beaverton businesses Work with TriMet on Beaverton transit ootions. Councilor Marc San Soucie said TriMet is likely open to suggestion§while the organization reviews its Washington County service levels. The Creekside District in Central BeaVerton. Plans for the district include creek restoration, transportation improvements and new housing and business options Transportation funding. Councilors said it is vital to seek non-city dollars to support a range of city transportation projects, includins much-needed imorovements in aroblem areas like Canvori, Road. Update council rules and procedures. Find a signature community event. Bode recalled large outdoor concerts in the past that rallied community support and excitement. She said, with or without a pertorming arts center, the city should push for more major community events. Quite a few of the top items have to do with funding or with how we spend money," San Soucie noted after 4he dots were placed. King noted that efforts already undenvay and supported by the council, whether iYs Peterkort oroaertvlanninortheBSOBRprostram, will continue whether or not they are on the list with a handful of blue dots nearby. IYs a tough thing because we're building priorities, but that doesn't mean we're stopping anything we already have going," he said. Program Manager Holly Thompson said priorities are important for staff, especially with budgeting. It can be fatiguing to haVe a long list of projects and ideas, but a narrower focus allows for greater accountability. There are a lot of lists out there," she said. "We want to be able to explain how the pieces fit together." DI.A Page 100 of 171 ATTAC H M E N T 16 DI.A Page 101 of 171 CiTy of Shoreline : Ciry Council Goals Page 1 of 4 2oig-2oi5 City Council Goals and Workplan: Every year the City Council holds a strategic planning and goal setting retreat to monitor progress and determine prioritiesand action steps for the coming year.The result is the establishment of the Council's goals and workplan.T'his workplan,which is aimed at improving our ability to fulfill the community's vision,is then reflected in department workplans, in the City's budget and capital improvement plan and through special initiatives. At the City Council's zoi3 retreat, Council determined to continue the focus of its goals for 2oi3-2oi5 towards achievement of Vision 2o2g and being a a nable cityin all respects.This includes: Sustainable neighborhoods -ensuring they are safe and attractive; Sustainable environment-enhancing our built environment so that it protects our natural resources; and Sustainable services-supporting quality services;facilities and infrastructure. Council also determined the four goals that were adopted in zoi2 were still relevant and supportive of Vision 2029 and should continue to be the goals for 2oi3-2oi5. Council added a fifth goal that will focus on maintaining a safe community. For more information about these goals, please click on the links below.To see information on the Council goals prior to soi3/i5 and quarterly reporting on those goals,please scoll down this page. Goal 1: Strenathen Shoreline's economic base Goa1 2: Imorove Shoreline's utilitv transoortation and environmental infrastructure. Goal 3: Preoare for two Shoreline liaht rail stations Goal 4e Enhance ooenness and 0000rtunities for communitv enaaaement Goal 5: Promote and enhance the Citv's safe communitv and neiahborhood initiatives and roarams. 2oi2-2oi4 City Council Goals: Goal 1: Strenathen Shoreline's economic base Goel 2: ITnrnvP Shn plinp's utititv transoortation and environmentai infrastructure Goal 3: Preoare for two Shoreline liaht rail stations Goal 4: Enhance o enness and 0000rtunities for eommunitv enaaaement zoiz-soi4 Quarterly Council Goal Updatese 2nd Ouarter soiz Undate rd-ath Ouarter xoiz Undate Zoii-ZOia C ty Council Goals Goal 1: Implement the adopted Community Vision by updating the Comprehensive Plan and key development regulations in pactnership with residents, neighborhoods, and businesses Goal 2: Provide safe, efficient, and effective infrastructure to support ourland use, transportation, and surface water plans http://www.cityofshoreline.com/governmendshoreline-city-counciUcity-council-goals 3/24/2014 DI.A Page 102 of 171 Ciry of Shoreline: Ciry Council Goa1s Page 2 of 4 Goal.3; Improve Economic Development opportunities in Shoreline Goal 4: Construct the Aurora improvements from 165th to 205th Street Goal 5: Expand opportunities for effecEive citizen communication and community engagement Goal 6e Develop a "healthy city" strategy Goal7: Acquire Seattle Public Utilitieswatersystem in 5horeline sou-2oia Quarterly Council Goal Updates: rd-ath Ouarter 2oii Update 2oio-aoii City Council Goals: Goal 1: Implement the adopted Community Vision by updating the Comprehensiye Plan and key development regulations in parternship with residents, neighborhoods, and businesses Goai 2: Provide safe, efficient, and effective infrastructure to support our land use, transportation, and surface water plans Goal3: Expand Economic Development oppartunities in Shoreline Goal 4: Construct the Aurora improvements from 165th to 205th Street Goal 5: Provide enhanced opportunities for effective citizen communication and community engagement Goal 6: Develop a "healthy city" strategy Goal 7: Acquire Seattle Public Utilities water system in Shoreline 2oio-2oii Quarterly Council Goal Updates: trd Ouarter zo o Update gth Ouarter 2oio Update ist Quarter 2oii Update znd Quarter 2ou Update aoo9-2oio G ty Council Goals: Goal 1: Implement the adopted Community Vision by updating the Comprehensive Plan and key development regulations in parternship with residents, neighborhoods, and businesses Goal 2: Provide safe, efficient, and effective inf astructure to support our land use, transportation, and surface water plans Goal 3: Implement the Economic Development Strategic Plan Goal 4: Create an "environmentally sustainable community" Goal 5: Complete the projects approved with the 2006 Parks Bond Goal 6: Construct the Civic Center/City Hall Project Goal 7: Construd the Aurora improvements from 165th to 205th Street Goal 8: Develop a Fircrest Master Plan in partnership with the State Goal 9: Develop a "healthy city" strategy to ensure the community's access to needetl hUman services Goal lOc Provide enhanced opportunities for effective citizen communication and engagement zoo9-2oio Quarterly Council Goal Updates: http://www.cityofshoreline.com/governmenUshoreline-ciry-counciVcity-council-goals 3/24/2014 DI.A Page 103 of 171 City of Shoreline : Ciry Council Goals Page 3 of 4 3rd Ouarter zoon Update ath Ouarter 2009 Update ist Ouarter zoio Undate 2008-2009 City Council Goals Goal 1: Develop a shared community vision that integrates the Environmental Sustainability, Housing and Economia Development Strategies into the Comprehensive Plan and community development initiatives Goal 2: Implement the Economic Development Strategic Plan Goal 3: Create an "Environmentally Sustainable Community" Goal 4: Complete the projects approved with the 2006 Parks Bond Goal 5: Construct the Civic Center/City Hall Project Goal 6: Construct the Aurora improvements from 165th to 205th Street Goal 7: Develop a Fircrest Master Plan in partnership with the State Goal 8: Develop a °healthy city" strategy to ensure the community's access to needed human services Goal 9: Provide enhanced opportunities for effective citizen communication and engagement Goal 10: Provide safe, efficient, and effective infrastrudure to support our land use, transportation and surface water plans Zoo8-2ooq Quarterlv Council Goal Updates: 3 uarter 2008 Update ath Ouarter aoo8Update ist Quarter 2ooe Update 2nd Ouarter 2009 Update 200-2008 City Council Goals: Goal 1: Complete the Projects Approved in the 2006 Parks Bond Goal 2: Implement the Economic Development Strategic Plan Goal 3: Implement an Affordable Cvic Center / City Hall Project Goal 4: Complete Aurora improvements from 165th to 205th Streets including, but not limited to,sidewalks, drainage and transit Goal 5: Develop a Comprehensive Housing Strategy Goal 6: Create an "Ernironmentally Sustainable Community" Goal 7: Provide safe and affordable transportation options to support land use plans including walking, bicycling, trensit and vehicular options Goal 8: Develop a Fircrest Master Plan irr Partnership with the State Goal 9: Increase Emergency PreparednessTraining and Etlucation Goal 10: Increase opportunities for all residents, including our youth, to get more involved in neighborhood safety and improvement programs 200-2008 Quarterly Council Goal Updates: srd Quarter 200 Update dthOuartenzoo Update ist Quarter 2008 Update znd Quarter ioo8 Update http://ww v.cityofshoreline.com/governmenUsfloreline-city-counciUcity-council-goals 3/24/2014 DI.A Page 104 of 171 ATTAC H M E NT 17 DI.A Page 105 of 171 Ciry of San Cazlos -City Council Strategic Goalsand Objectives Page T of 2 C f I ^l 1 8 MARM 24 TemP bue: aa°c.. ww Gmp vasim B A A Search... DEPARTMENTS CITY STRATEGIC GOALS AND OBJECTIVES oo y 4.:. CV!CS:•..'1WiGNCnu V1`GR'Cqmni5traR9 cCaa seMfOOk'Nra l f y. ..+ OreMew uo' ',,;'. i On MonAay,Fe6 vary 13,2006,tlx Gq Countll,Clly Oerk,Gry Treasurer anC Me Clty Department Heads met at Ne San Carlos IJhrary ConPerence Room in a Stra[eglc PWnning ReheM. DEPARTMENTS subseq ent rcqeats naye been he d everv suc momms s ng men „ Q ,5 m uptlate Mese Goals antl ObJectives as wlll as e#ablish a R 20145tata W Iho City ACtlreas Mlsslon Statement,a Vislan Smtement antl Core Values kr tlx l7 COUIICI a• s Strategic Am Ri 9 mo cuv ca ou Goal8ihamoatrecentSveteplcReVeetwmnelaanTueeCay, AgentlO.Minu bs anC Vltllo September 11,2013. At tliet rotron,Ihe CRy Councll met wIM t e °- ia"' nrcnrvea Ctty Menaqer entl eperlmmt Dhactara ro eStebllSh New Three L`ounnlCOmmltmahsaipnmants YearGOalskrthe CtyandOb)ttLVeS[omOVeNwardsNae goaLs in each af the 5 St2tegic Goal arcas. Boar eenaCOmmieaionn Clry Cmn T 9k ob ectives a2 a set af bsks under each of the CINS Three Year StraOegic Goals Ma[6ri Ihe Oty Uoser[o achieving M'se goals.Below are a listlng of these goals alang wIM when Mryare slated for completlon, ci y Counui So-atae c Goais ena w o wlll bke the lead on each oDjective anE a descriptlon o each ob)ecdve. Oo ad vas Coundl NewelBttOr Mi5S1011 SFdOGIlldlt The Gry W San Carlos proNEes hig qualiry services a atllitles In a IlscalN susbinable,.responslve and fnenNy Gountil Projeds-Complatetl manner ro foster a sate an0 eahhy mmmuntty. Omar ANnoC n TnDtno Yjyp[ By 2017,San Carlos will Ee a vlbmM famity an0 Duslness lne Mly communiry aEmired as a great O ce ro INe,Iwm, work anE play. Core values C The Ciry M San Ur os values._. C«a .... ''; Fisplresportsibliryandsusminablltty g Cw GI Mula1°o1 Pro[ectlngouremnronrtient CammuNry RNabm m 8hai1 SOahgic Minimg anG Planning for tlx futureBnGM,U Hlgh ethiWl slaMards Pnone:Mw)802 o Community Involvement FeK:(BE01'JB5-0)tY HI9h Quality cus[omer seMce p 5[ronq serrse M mmmunlry Pub ic ukry 3 Year Stratepic Goals(3013-2015) The Ciry af San Carlos 3 Y¢ar Strategi[Goals tor 2012-2015 aR: Amac[and develop a qualiry Oeam Provlde effe[tive eM 5ugainabk hlallfl anG DuMlc 58fery Enhar and suSUln PadlPoes anA Inhasbucture Enhanre emnank fkvebqneM Plan for and hnpkrrerrt FlnarxWl susmlreblllry Currcirt Statepic Wan 6 Mmrch ur realc Poan otemher 17 2013 m M rth 1 2014(PDF,9q.5 IQ Parlier StratlepiC Plare-Pest t Yest6 The Ciry's policy Is Oo provitle Infarmatlon far up[0 2 years on Me City Web Stte. Here are Ilnks[o Me earlier Councll Stra[egic Goal Settlng Re[reats over the las[24 months: F mnnm aramnir p an-Febaerv 26.2013[etem6er 9.2013 (PDF,190 IQ http://www.cityofsancazlos.org/depts/mayor_counciUcity_council_strategic oals_and_obj... 3/24/2014 DI.A Page 106 of 171 City of San Carlos-City Council Strategic Goals and Objectives Page2 of 2 6 MeMh S[rateaic Plan-Auaua?4 2012 m Fesruarv i:7D73 (PDF,312 IQ 6 Mo rth<_!?!^[VWn-Febrwrv 29.M12 to Aua S!29.M32 (POF.1941Q 6 MoMh<_c_alc PWn-Auo b 29,2011 m Fe6tiarc 28.2012 (PDF,322 IQ 6 MoMfi Ser?:cac GLn-Rhruarv 18,i11 fo Am KS 29.2011 (P F,1801Q y" HOMEPAGE RESIDENTS BUSINESSES OEPARTMENT$HOW O IT SERVICES I CONTACT US I WNArS NEW. Ciry of Sdn Grfos Ctty Ma11600 Elm$ImBI 5nn Ga os,CP&50]0 C ih Hn l P ona OireUOrv C•2Cta Cily ol San Canos Prev tl nu ngn o a0ry.ea icgs an01a<Jrt es m a bscelly wslaina0ie,iesponvre ori0 Irtenply manner ro rosar a sa'e antl nez!!ny con mamry. http://www.ciryofsancarlos.org/depts/mayor_counciUcity_codncil_strategic_goals_and_obj... 3/24/2014 DI.A Page 107 of 171 4TTi4C'H M E I T 1 DI.A Page 108 of 171 City of Hillsboro 10ACityCouncil/City Manager Priorities for 2014 P iority Desaiption Deliverable(s) Commenta Pursue legislatan: Put in plaoe technicai 2014 l:hiatlre Sessbn—SIP/Gatn fizes tn program; NegotlaUe tn maintain Stra6egk Plan Goal 6:Sustain Gl s Flnancial Nealth a d Slabflity arid re/Otlier arrent fortnula;Lobby bo retain rural 51P Manage's O(fiae Goal'7: Demonstra6e Collabwative Ceadership. deflnitbn. Frame opportunitles and chalkngcs fadrg Hill oro 2020 Actlon 34.2—Regbnal Transportation Leadership Washirgton County Tra portadon tlie munry tn the upooming 20-50 years Gty Managers Offioe, Stakelwlder intervtews,B iefln9 PaPw for legislabas,Secum u er yarying devebpment patLems and Plarmin9 aPP Y$2 mlllbn In state fiu ds,Form publkJP P llevels. &aluate resvlLs of al0err ative m irne ment scenarios. luam. The p2-0esign phase of Ihe Proh ct will.be __ Related Uu HIIIsAoro 2020 Strabegy 7: PromoOe U1e e ablishment of Devebp New Community Cer Oer °Dmple6ed by March 30,2014. This will parks aixl Reaeatlon 'centers for meelings,canferenoes and other aommunity activitles,Parks provide 8nal budget informatbn for tlie @ Reaeatlon Master Ptan ibem. m Devebp funding and phasing siFategy for Hilhboro 2020 Stra6egy 30; Foster Hilisbords dhrerse base of busir stleentlrearea;oomplete 253 roadNorthIndusbialpeVelopment Edoiromk Devebpment; ard I ustrMs Strategy 31: Promote aeation of famiy wa obs ardImprovertemstoNkek;mmplete HuKpan p N9 Sdategy 32; Ensure zoning,devebpment oodes and land suppN matdt ex6ension from Braokwaod,ea to 253 ; reeds of all bu ress types. Initial bu r ess reavilment stra . Adoptlon of tlie wa0er rate pWM upda0e and CIP;Fundln9 for ba n HIIlsboro 2020 Stra6egy 33:Assure a long Oermwater supply for bcal50YearWa6erSupplySouroe on planniig;Pian:for seismk wa business throu9h sou wa#er mahagement pracdces. upgrddes tn Soogg ns Dam, Support the 2035 Vl on New 20 year,community plan—HIILsboro , ,rs Office Renew ttie Visbn to 2035.2035-ated for canpaetlon by)ur e 2015. ANve parddpatlon in Callege'&Career IdeMify and(mplement spedflc i Gty Maregers Office, Condnuatlon of 2013 Cou l PHority RetaOed to Hillsboro 2020 Strabegy actlons W pport tlie Hillsboro ys Capltal Planning,Pubiic relatbre' Parks;library,Bublic 36: Stipport Inldatives that will enwre Hllisboro retai the highest Schooi Ofstrict ar Fiigf r educahbn PPo L C FuWre Conned and YAC Works q Gly ed xatbn system.inbemshl Tra o tlon Fu ing Faasing on TUF Pathway allocatio;ADA Ttansidon Flllls rn 2020 Strategy 13: Complete an"adWe trar sportatlon"sys6em 8lcydeJPedestr n Safety and Plan Upgrades;Mitwr PedesMan QP.; Wannirg,Pab Works in0egratl g sidewalks,p estrWn ard bike InfrasWdure tn serve tlieendtedly,improrirg rreigh6orhood oonnecdons,aooess 6o tra sit,Improveme SWewalk repair program. optlons and safety. 9MPermfttlrg for pown6own Core Come on of 1-way grfd to 2-way pattem for streets in tlre downhuwn Converslon ProJec 3 sbrefronts;Tree and mre; $1 millbn sgn and pertnitdng FY14=15; $1.5 mfllbn oonstiucUon Down6own Enliarwemer sidewalk work:Wayfindiig;BeaWfy E°°romk D ebpme t, FY15-16;Downbwn Fasade IMprovements,highlightlng a ns vW summer/wtnter,pressu wash sidewalks, Publk Wm1cs yyaYflndln9 P olect.upgradirg street I(ghtiig W IED,aggress(ve sheet lar sca i tree and dewalk maintenance. Park Larb Acqui tlon i uding Contlnue work tn i ntlfy poMntlal parcels to support mmmunity Secure Latg-Term Agr me t with Anaysis of potentlal land for purdiase or 6ty Managefs Oftice, growth;negotiate a brg•beRn agreement witli Washingbon Co.for tlie , Wa ingOw Oounty for Fairgmunds bng-term lease Parks a Reaeatlon contln ed use of the Fatrgrounds Sports Compiex and begin planNng for Sports Compkx ihs redevelopment February 2014DI.A Page 109 of 171 f ill boro OREGClW 2014 CITY COUNCIL PRfORITIES WORK PLAN February 18, 2014 DI.A Page 110 of 171 COUNCIL PRIORITY: 2014 Legislative Session —51P/Gain Share/Other Overview Under the State Strategic I vestment Program (SIP), local taxing jurisdictions abat2 property taxes above certain thresholds to attract large private investments. In 2007,the Oregon Legislature passed SB 954 creating the SIP Gain Share Program.Gain Share returns 50%of the state income tax to local taxing jurisdictions from new and retained jobs when a company invests in Oregon using the SIP.To date,the City has received two Gain Share payments totaling$13.1M; however,some Legislators have expressed interest in adjusting the program.The SIP program has been scrutinized in the newspapers recently. Further,the rural SIP progrem is also being scrutinized.The City wiil continue to support these critical incentive programs for the region and the state. Status During the 2013 Oregon Legislative session,three Senate Revenue committee hearings were held on the Gain Share Program. washington County,the City, and other stakeholders testified in support of no change to the Gain Share Program at these hearings. However,the Gain Share issue was not resolved at the conclusion of the 2013 Legislature. In August of2013,the City received the second payment under the Gain Share Program in the amount of$8.85M. The 2014 Oregon Legislature commenced on February 3rd.A bill hasbeen introduced to address Gain Share.The City anticipates the bill will receive discussion but full passage will be difficult given the brevity of the session.The City is committed to working closely with the County and key legislators on finding resolution to the State's Gain Share issue. Bills have also been introduced to include School Boards in the negotiation and approval of SIPs and the removal of the rural SIP progrem. Next StepS The Oregon Legislature is in session through the first part of March 2014 and will 6e in a full session in the winter of 2015.The next Gain Share payment is expected in the summer of 2014: Along with Washington County, City staff and lobbyists continue to communicate with key legislators about the importance of the SIP and Gain Share Program.We will closely monitorihe status of these bills and will respond to future hearings, if any,aswell as requests for SIP/Gain Share conversations from legislators. 2 DI.A Page 111 of 171 Re50urce Needs Staff time and use of contrect state lobbyist to effectively monitor and respond to actions in the legislature.The SIP and Gain Share is one of severel City Council 2014 legislative priorities closely monitored.6y City lobbyists. 2014 Deliverables Pursue legislation: Put in place technical fixes to program; Negotiate to maintain current formula; Lobby to retain rural5lP definition. Comments The Legislature is aggressively looking for additional funding for education.and/or other state programs. Despite the significant increase in state income taxesfrom the SIP progrem and the 2007 commitment to the Gain Share program, limiting Gain Share payments continues fo be a possible funding option to some legislators. Staff Lead Michael Brown 3 DI.A Page 112 of 171 COUNCIL PRIORITY: Washington County Transportation Study Overview The last comprehensive look atxransportation needs for the Westside of the Portland Metro Area was over 20 years ago. It is time to evaluate how accurate that"look ahead"was,which solutions have been implemented,what the results have been, and what currentand future needs exist for moving people and . freight for a high quality of Iffe and a prosperous regional economy. A new look at these issues needs to be done in the context of future transportation challenges associated with supporting the 50-year Urban and Rurel Reservesiand use decision. StatUS The City was successful assisting State legislators in securing$1.5 million fora transportation study conditioned on it going to Washington County and Washington County leading the study. The Washington County Transportation Study is in Phase 1: Launch the study(Winter 2013-Spring2014).. Next $teps Launch includessoliciting comments on the work plan,soliciting proposal from consultants, and establishing the consultaniteam, work plan,technical, and advisory committees. City executiye and trensportation staff are working closely in a support role with Washington County senior trensportation staff.The projed is scheduled to finish in Fa112015 reporting the evaluation of several different investment scenarios and projected resulu from each different scenario. RESOUrCE NeedS Availability of City executive and senior trensportation planning and legislative staff. 2014 D21ive able5 Freme opportunities and challengesfacing the County in the upcoming 20-50 years under varying development pattems and levels. Evaluate resulu of alternative investment scenarios. Comments Close consistent support of Washington County staff is very important. Staff Lead Rob Dixon 4 DI.A Page 113 of 171 COUNCIL PRIORITY: Develop New Community Recreation Center Overview Parks and Recreation completed.an indoor recreation facilities master plan in 2013. This.plan calls for the development of a community recreation center at 53'Ave. Park. This facility will address thesignificant deficit that the City has in providing indoor community/recreation facilities to ou growing population. StatuS Consultant was hired to begirr pre-design phase of 53`d Avenue Communiry Recreation Center. Process is underway with community survey,completed, citizen advisory committee appointed, aniJ two public meetings have been held. Next $teps Findings on building cost,opereting impact and amenities will be completed in March 2014. Presentation of final recommendations to joint meeting of City Council and Parks and Recreation Commission is scheduled for March 18, 2014. ResOUrCe Needs Funding of$250,000 was provided from Park SDCsto complete the pre-design Phase of the project. Construction costsar.estill being determined but preliminary estimates are in the$40 million range. TRe facility will require annual operatingsupport,:the amount of which will depend upon the nal size and type of amenities included in the building. Construction cosu are proposed to be funded from Gainshare if,and only if,the Gainshare progrem remains intactand not significantly reduced or eliminafed by the Oregon Legislature. 2014 Deliverable The pre-design phase of the project will be completed 6y March 30, 2014. This will provide final budget information for the project. Comment5 The need for additional indoor recreation facilities has longbeen identified as a need in the community. Staff Lead Wayne Gross 5 DI.A Page 114 of 171 COUNCIL PRIORITY: North Hillsboro Industrial Development Strategy Overview The North Hillsboro Industrial Area includes aver 650 acres south of Hwy 26,west of Brookwood, north of Evergreen and east of 264th presentiy available or being planned for future industrial development. This land has the potential for over 9,000 direct high paying jobs in the technology and advanced manufacturing sectors. It is anticipated that the investment and companies that will develop on these properties will reflect the existing manufacturing profile in North Hillsboro that includes firms such as Intel, Solar World, Genentech, FEI, Oracle and others. tatus Work continueson comprehensive development and financing strategy. Planning Department has completed comprehensive plan and zoning code amendments for northerly-most 330 acres most recently added to the UGB in June 2012. Engineering plans are compieted for NW 253rd extension from Evergreen to Meek. Engineering plans are underv+ray for extension of Huffman Road, to include industrial wateriine,west from Brookwood to253rd. Right of way acquisition is underway.These projects are expected to be completed summer of 2014.Construction work has tiegun on Brookwood interchange on Hyw. 26. Developer is nearing acquisition of 70 acre development site east of Brookwood and orth of Huffman (referred to as the Nike site). Construction of initial industrial buildings could start as early as this spring. Working closely with the Governor's office and state departments,the 127 acre area referred to as the Shutesubarea has received recertification as a development ready indusial site. Next Steps A comprehensive funding and resource developmeM strategy will be developed. Priority on inftastructure funding and development of streets, public utilities and natural resource mitigation and enhancemenu. Initial phases of recruitment strategy fo sites in North Hillsboro to begin March 2014 and competed Summer of 2014. Property owner engagement will also continue. Resource Needs Estimates for full infrastructure requiremenu are approzimately 70 million.. Short term requirement for$200,000 City contribution to the$700,000 cost of the water line as part of the Huffman Road extension. This may leverege a$500,000 forgivable loan from Business Oregon. Looking into the 6 DI.A Page 115 of 171 establishment of a$5-$10 million Infrastructure Opportunity Fund to participate in critipl infrastructure investments to support job creating projects. 2014 Deliv2 ables Develop a comprehensi4e funding and phasing strategy for the entire area;complete 253rd road improvemenu to Meek; complete Huffman extension from Brookwood,east to 253rd; initial business recruitment strategy. COmm2nt5 This effort issupported by Hillsboro 2020 Stretegy 30: Foster Hillsboro's diverse base of business and industries,31: Promote creation of family wage jobs and.3L• Ensure zoning, development. codes and land supply match needs of all business types. Staff Lead Mark Clemons 7 DI.A Page 116 of 171 COUNCIL PRIORITY: 50 Year Water Supply Overview Hillsboro's watersupply will need to be expanded by approximately 2026. Planning for the expanded source reflects multiple measures to serve cammunity values and to maximize cost efficiencies, including evaluation of project risks and costs, developing the new infrastructure with partners,and optimal timing and phasing of construction activity. Status The Utilities Commission completed a water rate update study and will complete the water SDC update study by June 2014. The Utiiities Commission adopted an updated Water Master Plan and Capital Improvements P an (CIP). The Water Department,working through its industry entity Oregon Water Utilities Council,isieading interested municipalities in efforts to secure funding for the Corps of Engineers Willamette. River basin reallocation planning.The Oregon Legislature will considera bill to fund iu share in the February 2014 legislative session. The first year of the fede alshare was included in the budget that was adopted by Congress in 2013,and 5enator Wyden,Senator Merkley and Rep. Bonamici are promoting inclusion of the remaining federel share in the ne ct proposed budget. The Water Department is a member of the 6-person Oversight Management Committee that provides direction to the Bureau of Reclamation's ongoing efforts to develop a design and funding package for seismic upgrades to Scoggins Dam. Since seleding the Mid-Willamette option,the Utilities Commission has entered into a partnership agreement with Tualatin Valley Water District to begin planning and design work on future Willamette.Supply infrastructure, and on early communicationsand outreach workwith communities and neighborhoods where those facilities will be Iocated and used. The Hillsboro-NWD partnership is achieving substantial cost savings by partnering to include design and construction of more 8 DI.A Page 117 of 171 than 2 miles of the trensmission line as part of a new road project to be built by Washington County beginning in 2015. The Water Department hascompleted development of a financief model that allows analysis of revenue requirements under alternate expenditure and capital improvement program scenarios over a 30-year period. The model is already being used to analyze the feasibility and rate impacts of taking advantage of early opportunitiesto buildtransmission line segments. The Utilities Commission continues to progress in its negotiations toacquire a Willamette River water right permit. The state is preparing to issue.the necessary permit extension approvals, and negotiations will begin on the purchase value of thewater right. NeXt StepS Negotiations, led by a facilitator, have begun between Hillsboro and six other municipalities on developing a governance structure for the Willamette Supply facilities. The seven-party negotiations include Hillsboro,TVWD, Wilsonville,Sherwood,Tigard,Tualatin and Beaverton, and are scheduled to continue through2014. The trensmission pipeline preliminary design project is already underway. lt will establish the pipeline route and the site for reservoirs along the route. To preserve the capability of this system to meet the region's long-term water supply needs,the preliminary design projed is also taking into account the pro6able water needs of other communities along the pipeline rouEe. Resource Needs The Utilities Gommission proposes to budget$2,725,000 in FX 2014-15 forinfrastructure design and planning. Most of thefunds will come from WaterSDC reserves. An updated Water SDC methodology will be adopted by the Utilities Commission in late 2014. 2014 Deliverables Utilities Commission adoption of the water rate update,water SDC update, and the completed Water Master Plan and Capital Improoements Plan (CIP};securing state and federal funding for Corps of Engineers Willamette River basin reallocation planning, and joint development with eureau of Reclamation and local partnersof a plan for seismic upgredes to Scoggins'Dam. 9 DI.A Page 118 of 171 Comments This Council priority is reflected in Hillsboro 2020 Stretegy 33,to assure a long-term water supply foriocal business through sound water management." Staff Lead Kevin Flanway COUNCIL PRIORITY: Support Hillsboro 2035 Vision OveNiew The original community Visioning effort was a three-year process beginning in 1997,with Council adoption of the Hillsboro 2020 Vision and Action P/an in2000. Renewing the Vision beyond the year 2020, as directed by Council and Vision Implemenfation Committee(VIC),will similarly take several yearsto conduct. Kick- starting this process was a Council priority in FY 2012-13.The update processcontinued as a priority in FY 2013-14and into FY 2014-15 as the new plan is drefted. tatus The key deliverable for FY 2012-13,the Hillsboro Community Profile,set the stage for the visioning effort and will help inform a subsequent Comprehensive Plan update.The profile contains information taken f om interviews with local leaders,a phone survey of residents, and community data from multiple sources: The VIC,staffand consultantsare now engaged in public outreach to collect ideas from the community for the next Vision plan. Imagine Hillsboro 2035!launched in fall 2013. IYs being spearheaded by a task force of community members and staff. An interactive webpage has been established, community conversations are taking place, and nearly 1,000 ideas have been collected to-date. Next Steps Public outreach will continue through June 2014. The"raw" ideas collected will then be inventoried,categorized and presented fo citizen-led "theme teams"to craft language for the new plan. Resource Needs The proposed project budget from the City Manager's Office for the Hillsboro 2035 visioning effort in FY 2014-2015 is$125,500: This includes all project costs associated with the visioning program including town hall,website, printing and other materials and services. 2014 Delivefable The 2014 deliverable is a new 20 year community plan—Hillsboro 2035-slated for completion by June 2015. Comments Renewing the community Vision and aligning the Comprehensive Plan are also included in the City's five year stretegic plan. 10 DI.A Page 119 of 171 Staff Lead chris Hartye COUNCIL PRIORITY: Identifyand. lmplement SpecificWays of Supporting Hillsboro School District and Higher Education OVerview The City is committed to supporting local educational institutions by offering educatiorial enhancements that help our community achieve our dision and;quality of life goals. City Council made identifying and implementing specific actions to support the Hillsboro School District(HSD) one of its priorities for 2012 and 2013, and decided to continue this priority with the additional of highereducation for 2014. The Ciry continuesto support the District in a number of significant ways.Support from the Police Department includes the funding of six full-time School Resource Officers and a Sergeant for HSD.Support from the Parks Department includes maintenance services for all HSD competition sports fields{began in 2011), complimentary usage of the Shute Fark Aquatics Center SHARC) and Gordon Faber Stadium Complex,and ongoing staffing, operations and coordination support for after-school programming. In addition, Parks has supported several capitaf projects such as the turf installation at South Meadows Middle School and tHe expansion of school gyms in 2009,one-time contributions valued at over$1 million. A number of other City Departments also provide direct support to the District including fhe Hillsboro Police Department, (most notably with School Resource Officers), Hillsboro Water,'Library and Fire Departments. Total in-kind City contributions for FY2012-13 had an estimated value of$1.8 million. Status A list of several departmenYs recent efforts to support HSD is provided below:. City Manager's Office Joint School Board/City Council Meeting held October 1, 2013 College and CareerPathways partner, Mayor,Council President,and/or City Manager attends Communications and Marketing Manager is membec of School District Communications sub-committee Legislative issues impacting the district are tracked 11 DI.A Page 120 of 171 Working with HSD staff on their CIP School District included in city planning and capital planning. Library Free room rental to the school district. Since June 2013, HSD has made:23 room reservations. The total cost deferred, based on resident non-profit organization rates, is nearly$4,000. The LibraryStretegic.plan hasbeen updated and approyed by the Library Board. Top goals for the coming three years, in prioriry order are: o Reading Readiness: Infants,toddlers and preschool children will have access to collections, programs, and:services that will help them develop a lifelong love of bobks, reading,and learning. o Lifelong teaming: Residents wiil have the resources they need to explore topics of persorial interest and continue to learn throughout their lives. o New and Popular Materials: Children,teens and adulu will have access to materials; programs,and services that stimulate the imagination and provide a variety of leisure activities and experiences. o Student Success: Studenu will have resources that assist them with their assignmenu,help them succeed in school and meet their learning goals. Parks and Rxreation: We continue to implement the IGA with the Distric[which provides them free use at Parks and Recreation facilities suchas SHARC and GFRC: The attached spreadsheet indicates the approximate annual value of these:serdices at$836,000. Afterschool programs'have been expan8ed this school year from 18 to 21 elementary school sites(all the sites within the city limiu)for a total of 314 students. For middle schools we have active homework help clubsat all four schools and have a total of 800 studenu participating in either.sports,en ichment or homework programs. e High 5chools will be using the Hillsboro Ballpark thisspring for high school baseball for the first time. We continue to maintain all the competition fields at various school sites proyiding them with high quality facilities. The value of the City contribution is$150,000 annually to this effort. 12 DI.A Page 121 of 171 Public Works e Connell and Garibaldi Pedestrian Improvements, under construction WL Henry Sidewalks(24`h/Alder) Glencoe Crossing/Rapid Rectangular Flasher Beacon RRFB) Minter BridgeSchool Zone Beacon and Crossing(RRFB) New Crosswalk,ADA ramp on Birch for Orenco Elementary Next StepS Possible nextsteps include efforts to: Promote Hillsboro schools through targeted public relations and outreach to stakeholders, businesses,and community members. Adwcate for local,state and federal funding in support of Hillsboro schools. Encourage community, business and family participation in educational progrems. Continue io dev.elop and support afterschool,weekend and summer programs to fill in the gaps of educational needs. Continue to look for ways for City Departmenu to support HSD. Forexample,the Library is in preliminary discussions with the sole HSD librerian on topics including: o HPL staff operating school libraries in the evenings o HPD doing the purchasing, cataloging and processing of materials forthe district libreries o In-library programs,with students bussed to the.library o Making schools library courier stops o HPL staff treining the clerks who run the school libraries Continue to develop relationship with PCC, Pacific University and Portland State University and explore potential internship opportunities Encourage community, business and family participation in educational programs. Resource Needs rs 2014 Deliverables Develop comprehensive City-wide intemship program.Create and fill internships forstudents in the Youth Advisory Council and the PCC Puture Connect program.Continue active,participation in 13 DI.A Page 122 of 171 HSD's College&Careers Pathways program and identify waysfor City support. COmments This Council priority is reflected in Hillsboro 2020 strategy 36: Support initiafives that will ensure Hillsboro retains the highest quality education system. taff Lead Michael Brown 14 DI.A Page 123 of 171 COUNCIL PRIORITY: Transportation Funding Focusing on Bicycle/Pedestrian Safetyand Improvements OVen/iew Many core and critical servicesand the economic vitality of the City depend o the development and maintenance of roadways and pathways allowing customersto reach businesses and services;trensport goods,facilitate effective emergencyservice delivery and response times, and facilitate safe and active bicycle and pedestrian travel. Bicycle&Pedestrian Progrom: Prior to the 1980's,construction of bicycle and pedestrian#acilities during development and road construction was not a common occurrence. While the City has made strides in infilling bicycle and pedestrian connections, a substantial amount of our network is still lacking these facilities., In addition, at locations where these facilities do exist, items such as ADA remps at intersections are missing and/or the facilities are in need of maintenance. The 2004 TrensportationSystem Plan TSP) Needs Assessment for Bike/Pedestrian Prbjects identified over$120 Million in projeds to infill the bicycle and pedestrian network. Povement Management Program(PMP): The City of Hillsboro continues to operete a comprehensive PMP for the maintenance ofthe Citys over 224 center lane miles of streets. ThrougH this program the City strives to keep the Citys roadways in a good or better condition as it is more cost effective to maintain.the roadways in this condition rather than to let them fail and reconstruct.Currently,the City is behind over$11.5 Million in maintenance necessary to bring and maintain alf of our:roadways in this condition. StatuS Bicycle and Pedestrian Program: Bicycle and Pedestrian Capital ImprovemeniProgram (BPCIP): A 10 year, $20 Million BPCIP was developed in conjunction with the Trensportation Utility Fee (TUF). This program was cut in half when TUF was adopted at reduced le4els. Projects were chosen from the 2004 Transportation System Plan Needs Assessment for Bike/Pedestrian Projects with an emphasis on completing walkroutesto school and trensit. We are currently in year three of the progrem. o ADARamp Upgrades: In 2010 the City completed and ADA Trensition Plan as required by 7itle II of the Americans with DisabilitiesAct(ADA) of 1990 which requiresState and local, governments to develop a ranked/prioritized inventory of existing deficiencies and a schedule of improvements to 15 DI.A Page 124 of 171 upgrade accessibility. 160 deficient ramps were identified and ranked in priority. Estimated upgrade costsare$500,000.To date we have completed 57 remps. Pavement Management Program(PMP): In May of 2D12,the City Council passed Resolution No.2403 directing the City Manager to develop a budget plan and ordinance that provided for fully funding the Pavement Management Program to achieve zero deferred maintenance by the year2020. The program wasfully funded in FY2012-2013. Ne tt Steps Bicycle and Pedestrian Program: Develop a more corriprehensive progrem for the repairof existing sidewalks. Per Municipal Code sidewalk repairs are the maintenance responsibility of the adjacent property owner however these types of repairs are not often completed without enforcement by the City. Develop a minor(small scale) pedestrian capital improvement program to address lowercost pedestrian improvements sidewalk infill/crossing improvements) ResourCe Needs eicycle and Pedestrian Program: BPCIF: Program is currently funded byTUF Pathwayrevenue of approximately$800,000 per year. Thisallows us to build one project every 2xo3 years. Any additional budget allocation would allow thetonstruction ofprojects more quickly. ADA Ramp Upgrades. Progrem is currently funded at a 550,000 per year from Gas Tax Pathway funds. At tFiat. funding level it wiil take approximately 10 years to:comply with the ADA Transition Plan. Staff time to develop, implement,and manage a sidewalk inspection and repairprogrem. Operetion fundsto allow the completion of repairs by the City until such time as adjacent property owners are assessed and reimburse the City for repairs. Minor Pedestrian Capital Improvement Progrem: Staff time to develop plan priorities. $50,000 from Gas Tax Pathways annually for construction. GasTax Pathways cannot continue to support both the ADA Ramp Upgrades and the Minor Pedestrian CIP at these levels in the fufu e. Pavement Management Program: At present it is projected it would take oder$4.2 Million annually(indexed annuallyto 16 DI.A Page 125 of 171 increase with inflation)to eliminate the backlog by 2020. Elimination of the maintenance deferrals by thistime is desired because a third of the Citys network was constructed in the early 90's. Major maintenance for these roadways will be due after2020 naturally causing an increase in maintenance need. 'Presently,theSrensportation Fund (gas tax and vehicle licensing fees)and the Trensportation Utility Fee (TUF)fund,thesources of funding for the PMP, is generally only capable of funding maintenanceJevels of around$1.5'Million annually.The program requires an additional of a minimum of$2.7 Million annually from other funding sou ces to provide the funding levels necessary fo. eliminate deferrals by 2020. 2014 Delivet'ables Bicyde ond Pedestrian: The proposed FY201415 6udget includes: TUF Pathway allocations for the construc[ion of NE 37th Avenue sidewalk improvement from Main to Brogden and:. design of SE Golden:Road'sidewalk improvements from Brookwo.od to Imlay. 50,000 from Gas Tax Pathways for the ADA Transition Plan Upgrades; 50,000 f om Gas Tax Pathways for construction of the Minor Pedestrian CIP. 50,000 from Gas Tax Pathways for operational cost for sidewalk repairprogram. Pavemeni Management Program: The proposed FY2013-14 budget fully funds the PMP. This year,the Transportation Fund is projected to be able to provide an additional$500,000 by reducing reserves. This assumes a provision of$750,000 f om the 5#rategic Investment Program and$250,000 from the General Fund to backfill the gap in the PaVement Management Program. COmments The Bicycle and Pedestrian progrem goals are consistent with Hillsboro 2020 Stretegy 13 to complete an active transportation system integreting sidewalks, pedestrian and bicycle infrastructure to serve the entire city, improving neighborhood connections, access to trensit, recreation options and safety. Fully funding the Payement Management Program and eliminafing maintenance deferrals isJine with the City's five year strategic plan in Strategy 63: Cost Efficiencies"Seek and realize financial efficiencies." Staff Lead Tina eailey 17 DI.A Page 126 of 171 COUNCIL PRIORITY: Downtown Enhancements OveNiew The City of Hillsboro, through the Hillsboro 2020 Vision, the Downtown Framework Plan and the Downtown Urban Renewal Plan has identified the revitalization of downtown Hillsboro as a high priority. Dowhtown Hillsboro is the heart of the Hillsboro community, serving as the primary civic gathering spot in the city. The area contains historic residential neighborhoods, the citWs traditional Main Street; the emerging Health and Education Districtanchored 6y Tuality Hospital and Pacific University and the community's original (now relatively small) industrial area. The overall vision, goals and policies for the downtown community are based on the work done 6y the citizens of. Hillsboro in creating and maintaining the Hillsboro2020 Vision as well as extensive out each to the public during the downtown community planning process. Metro has also designated Downtown Hillsboro as one of 9 Regional Centers. The vision for downtown calls for an 18-hour downtown where more people live, work, shop• and visit in the heart of the community and the streets are active into the edening. To revitalize downtown, the adopted plans identify numerous strategies that the City must carry out and, support simultaneously: a street system that is safe, pedestrian friendly, providesaccess for all modesof travel, and easy and intuitive to get around; enhanced streetscape elements iricluding clean sidewalks, well maintained landscape strips, bike racks, garbage containers, benches, flower baskets, etc); support for arts and cultural activities and events that draw people to the Downtown. These public actions stimulate and contribute to private investment in attractive and renovated storefronts; new mixed useprojedssuch as 4th Main; and additional 6usinesses such as restaurants and retail establishments. Status Staff from Economic Development, Public Works, Parks, Planning and Police are all active in stretegy implementation in the Downtown. Downtown maintenance, pedestrian and bike amenities, support forstoreftont improvements, cultural and arts support, and evenu including Tuesday and Saturday markets and Holly Days will continue. 18 DI.A Page 127 of 171 The City launched the "Downtown Accessibility ProjecY' irr February 2011 following the insights provided by national experts as part of the Mayors Institute for City Design. The goal is to strengthening the health of our Main Street business district by enhancing access to all modes of travel. A key aspect of the Project is the "Downtown Core Conversion", which irfocused on the heart of our fraditional Main Street district and would convert the existing street pat[erii to 2-way traffic. The Planning Commission, folloJiririg public hearings in 2011, unanimously supported the two-way street conversion. Next Steps Design and permitting for the downtown core conversion. Continue to encourege property and business owners to take advantage of the grent moneys available for storefront improvement projects.tontinue other existing City efforts to revitalize the Downtown. Completion of the 4th Main mixed use project. ReSOUrCe Needs Existing strategies and efforts are supportedwith existing funding. 2.5 million in new funding is necessary for the Downtown Core Conversion.This wst can be broken down into two budget years: 1 Million in fiscal year 2014/2015 (design and permitting and potentially early award of construction or advanced signal pole purchase in March of 2015 if the design and permitting are completed ahead of schedule) and $1.5 Million in scal year 2015/2016 (construction). 2014 Delivet'able5 Design and permitting for the Downtown Core Conversion Project;Complete Three Storefront Improvements; Finish replacing trees and makingsidewalk repairs where needed•install wa nding system in conjunction with the completion of the 4tn Main project. Continue to beautify downtownwith flower baskets in the summer and snowflake lights in the winter months plus pressure wash sidewalks and maintain the landscape strips throughout the downtown area. Comments These efforts are supported by the Downtown Framework Plan, Downtown Urban Renewal Plan and the Hillsboro Vision 2020 Strategy 30.4 Downtown Core Area Vision;Strategy 30.5 Downtown RedevelopmentOpportunities;and Strategy30.8 SupportEconomic Activity Centers. Staff Lead City Manager's Office—Rob Dixon Economic Development—Karla Antonini Engineering—Tina Bailey 19 DI.A Page 128 of 171 Planning—Don Odermott Public Works Operations:Steve Wmpert 20 DI.A Page 129 of 171 COUNCIL PRIORITY: Park Land Acquisition including Secure Long-Term Agreement with Wa"shington County for Fairgrounds.Sports Complex Overview There isan on-goingneed to acquire additional park land to keep up with the growth of the community and provide recreational opportunities in areas of the city which are deficient in open space. Park SDC funds have historically been the source of funds to acquire park property, however the cost of the necessary land and iu subseguent development is surpassing the SDC funds that are available or that are expected to be received in the coming years. tatus The following are areas where efforts are being made to acquire park property: Lots on 9`h Ave.to provide additional parking for SHARC, librery and Senior Center to help address aJong-standing shortage there;a neighborhood park site in the Witch Hazel Village development; a natural area adjacent to Amber Glen;a community park site in South Hillsboro;the key portion of the central park'^site in Amber Glen;the long-term security of the Fairgrounds Sports Complex; and a treil easement and associated park space to create a Crescent Park along the north and western portions of the City. Each of these parcels are at various stages of either planning or negotiation. NeXt $teps Since there are;multiple parcels involved,each one has iu own timeline and process. 7he goal for each property is to purchase • the site or in:some way ensure its long-term public access and use. Resourte N2eds Since planning is underway onsome parcelsand negotiations are incomplete on most of the remaining ones, a total amount of resources needed is unknown. Of the four properties for which an estimate is available,the cost isapproximately$8 million. A good portion of this cost can eventually be reimbursed through a supplemental Park SDC fee for South Hillsboro and Amber Glen. 2014 Deliverable The results will be the purchase or long-term lease of the identified properties. The timeframe in which thiswill occur is unknown given the uncectainties of the negotiation process. 6t2ff Le2d Wayne Gross/Lisa Goory'ian 21 DI.A Page 130 of 171 ATTAC H IVI N T 19 DI.A Page 131 of 171 r-„-.-;.. r "" t.' 2+060: 2013 C9TY COUNCIL P_RIORITIES Each year the Greeley City Council reviews the vision statement and current realities and establishes priorities that they believe will maintain and improve the communify. These are the. 2013 priorities and objectives. 9 afetv 1. Community promotion&marketing 1. Crime prevention&suppression 2. Healthy neighborhoods 2. Emergency readiness&response 3. Appealing community entryways&corridors 3. Trefficaafety 4. Youth success 4. Hazard&risk management 5. Quality of life Econornic Health Infrastru ure Development Groe r h 1. Business development&support 1. Public facilities 2. Economic initiatives 2. Environmental infrastructure 3. Human and civic infrestructure Vision: Greeley promotes a healthy, diverse economy and high quality of life responsive to all its residents and neighborhoods, thoughtfully managing iu human and natural resources in a manner that creates and sustains a safe, unique, vibrant dnd rewarding community in which to live, workand play. Page 1 2013 Prioritles,ObjecNves,and.WOrk Progrem Items DI.A Page 132 of 171 Objectives for City Council Priorities Summary Descriptions The gool for each priority is listed along with a description of the objectiyes. 114JIAC E PREORITY GOAL: Reinforce Greeley's Vision as a attroctive and vibrant community in which to live, learn, work, and play OMMIiNITY PROMOTION & MARKETING: Deliberate efforts to positively affirm Greeley'stharader and attributes I. FBEALTHY IVEIGHBORHOO S: Develop and sustain neighborhoodsthat reflect a safe, attrartive, and appealing place to live sn 10, APPEAUNG COMMUIV9TY ENTRYIAIAYS & CORRIDOF2S: Present a pleasant, positive,and welcoming impression of Greeley to residents and visitors w o YOtlTH SIOCCE55: Help createa communi#y environment that supportsyouth success QUALITY OF ItFE: Devote public resources to help create an exceptional community experience Page 2 2013 Priorltles,Objectives,and Work Program Items DI.A Page 133 of 171 SAFE If PRIOR9TY Goal: manoge the health, sqfety& weffare in a way that promotes a sense of security and we/l-6eing for residenrs, businesses and visitors CRIME PREVENTION & SUPPRESSION: Foster a safe environment for Greeley residents and businesses EMERGENCY READINESS & RESPONSE: N Minimize loss of life and'property through risk prevention and preparetion, W capability&effectiveness of response H V TRAFFIC SAFETY m Create an environment that promotesthe safe movement ofpeopie,goods and services V, HAZARD AND RISK MANAGEMENT Promote proactive behaviors and conditionsthat promote a safe and healthy community ECOIVOMIC HEALTH & DEVELOPMEIVT GOAI: Eoster and maintain public and private investment in business development BUSINESS DEVELOPMENT & SUPPORT: Establish a business-friendly system that encompasses and facilitates W desired business development F W , ECONOMIC INITIATIVES: p—'p Target public investmeM toward specific, high value economir development projeds and markets Page 3 2013 Prioritles,Objec[ives,and Work Program Items DI.A Page 134 of 171 INFRASTRUCTURE & GROVUTH Goal: Estoblish the copital& humon infrastructure to support& mointoin a sdfe, competitive, appealing, and dynamic community PUBLIC FACILITIES: Provide a framework of public services and facilities that support a safe, pleasing and successful community W ENVIRONMENTAL INFRASTRUCTURE:II. Improde and maintain the City's natural resources for the benefit of the W community m HUMAN & CIVIGINFRASTRUCTURE: Promote employee development and engage community members to support civic development and services Page 4 2013 Prloritles,ObJectives,and Work Program Items DI.A Page 135 of 171 City Manager's Work Program Items Councrl priorities are translated by the Ciry Manager into the annua! Work Program. Work Program action items help the staff implement strategies that will achieve the Counci!'s vision and address current priorities. This Is a list of the 2013 Work Program items. These items are in oddition to the usuol and on-goingservrces provided by the City organization. Performance meosures are in place or being developed as indicators of success in eoch function or program area. EIVBAC E PRB RITY GOAL: Reinforce 6reeley's Vision as an attractive and vibrant community in which to live, learn, work, and play 1. C IVI(UItJIVITY PRtDMOTBOIU & IV8A62KET61VG: Communications, Marketing, Public Relations Initiative G-Town Community lmage Tours 0, HEALTHY NEIGHBORHOODS: vs Neighborhood Building Blocks Program Sunrise Entryway Feature University District Inifiative. Greeley Organic Waste (GROW)& Downtown Recycle Center APPEAL6NG COM110iUlUiTY ENT62YWAY5 & CORRIDORS: Q Entryway& Boulevard Treatments-8`"Ave, 16`"Street to Downtown 10`"Street Corridor Improvementsa Urban Tree Progr6m-8"'Avenue, Phase 1 City-wide Tree Plan O I Y UTH SUGCESS: Achieving Community Exce/lence(ACE) Vouth Works Progrom School Distrid Six Facilities Committee Parlicipation Page 5 2013 Prioritles,Objectives,and Work Program Items DI.A Page 136 of 171 QUALITY OF LIFE: Homestead Park Construction Poudre River Corridor Inifiative SAFETY PRIORITY Goal: manage the health, safety& welfare in a way that promotes a sense of security and well-6eing for residents, businesses and visitors CRIME PREVENTION & SUP.PRESSION: Operation Safe Stby Progrom N , EMERGENCY READINE55 & RESPONSE: W Public Sofety Training Facility H E911/Dispatch Center Operqfions Emergency Operations Center Relocotion Q O TRAFFIC SAFETY No specifft work program items were estoblished for this objective a although trafJ'ic safety wil/continue to be a fotus for the Greeley Police Department with performance measures ln place to monitor 0 success.) HAZARD AND RISK MANAGEMENT Heart Sofe City Page 6 2013 Prloritles,Objectives,and Work Program Items DI.A Page 137 of 171 ECONOMIIC HEALTH & DEVELOPMEIVT GOAL: Foster and maintain public and prrvate investment in business development vf , BUSINESS DEVELOPMENT & SURPORT: c CityAdministrativeSpaceStudy F Gree/ey Mall Retail Re-development ORIGIN—Expand Economic Development Toolbox Q Primary IndustryAttraction &BusinessRetention Visits p East Greeley Study/IS""Street Corridor Plan O E-Plan Review Implemeniation a , ECONOMIC INITIATIVES: Creative District Re-deve/opment District Utility Policies Page 7 .2013 Priorities,Objectives,and Work Program ttems DI.A Page 138 of 171 INFRASTRUCTURE & GROWTH Goal: Establish the capital& human infrastructure to support& maintain a sofe, competitive, oppealing, and dynamic community PUBtIC FACILITIES: Adaptive Signa/Implementotion UnFon Colony Civic Center Fountain Sculpture facility Performonce Contrad Project 5-year IT Strategic Plon N ENVIRONMENTAL INFRASTRUCTURE: Future Woter Account 11(purchase of additional water suppliesJ Bellvue Pipeline Construction a Milton Seamon Reservoir Expansion Permit pC Water 8udget Tria1 Water and Sewer RateSetting Philosophy Landscape Code Revision Study a A/ternative Fuel Vehicle Evaluation Y Review of Oil and Gas Land Use Regu/afions 3 III. HUMAN & CIVIC INFRASTRUCTURE: Employee Recognition Progrom Employee Wellness Center Patient Protection&Affordable Core Ad Weld Project Conned Page 8 2013 Prioritles,Objectives,and Work Program kems DI.A Page 139 of 171 City IVlanager's Work Program Items This is o list of the 2013 Work Program items and additional detail about why each is considered importanf. a m tV7"54 P ' !y" + "y} e r ' i w wf°h°. otG'i7 y 9f i. .L.a',A'-7 Y2,,: _0. 0•:. , . y',h'"i`a5',t S$e u.:,.!•' e+:t:„ 1. Object'sve: Commuraity promotion & marketing tv" Communications, Marketinq, Public Relations Initiative fi,? ' '• Purpose:Enhance[he community's image and improve the City's abiliry ro communicate.with residents. G-Town Communitv Imaae Tours t5' " Parpose:£xpand ihe knowledge aboui and appreciotion of Greeley 6y offering topic-specific bus tours to local residents and visitors to proJide a unique perspective of community assea, build civic appreciation, r,;, and foster odvocacy of the ciry. 2. Objective: Healthy neighborhoods Z Neiqhborhood Buildina Blocks fNB2)Proqram I k;';y Purpose:Provide support for Greeley's neighborhoods 6y facilitating mord'mated services 6etween City 0{, departments,pro-actively and responsively addressing emerging concems,and fostering partneahips and citrzen engagement to enhance the livobility of each of Greefey's neighborhoods. The N81 Team will 3;,y fiF" continue[o oversee[he Neigh6orhood Improvement Grant program androncentrate attention on Larget H,.' ,,nS"; neighborhoad fotus areas: Sunrise;lohn Evans, University District; ond 1Q[h Stree[as part of a mu/tl-yeor m`;n;"a; commrtment offunds and prog ams. Sunrise Entrvwav Feoture j; Purpose: Design and cons[ruct an eniryway archway feature(550,000)to be installed at 10[h 5tree[near the.Union Pocrfic railroad crossing. This modest entryway feature will campiement the new curb,gatteriyx,`y4 x,q and sidewolk along IOth Street and in the Sunrise neighborhood. The archway will be pattemed af[er[he 3^h',a, one ot the.Depot shode struccure, and wif!be similor to those found aY Centennial.Village ond Islond Grove Park to announce destinotions. Universitv Distrid Mitiative Purpose:. In conjuncdon with o Steering Committee comprised of ity, Universiry and Community y+' representatives,provide on-going support rela[ed to the developmen[and implementation of[he i,,, University Distritt Initia[ive, which Indudes a set of nine key ini[io[ives to enhonce the "live,leam,work, u'`.`';s: p/ay"characteristics of[his important orea of ihe communrty. t"•r Greelev Oraanic Waste/GROW)& Downtown Recvde Center i r5' Purpose: To re-estabfish organic wasie disposal and household recycling service facilities for residents. r`tffa,;t: 3. Objeciive: Appealing communiky entryways &corridors fi'te' Entrvwav& Boulevord Treatments-S n Avenue, 16`h Street to Downtown Page 9 .2013 Prioritles,Objectives,and Work Program Kems DI.A Page 140 of 171 r, between the University and Downtown olong 8[h1Avenue from 16Yh SY eeY[o downtowCn Greeleyty wMµ Improvements moy include exponded sidewalks,special travel corridors,s[reet/ighting,street furniture or r y othersuch urban design/eatures. $I50,000 is budgeYed for 2013 for design and partial construction from t:,i [he Quality of Ufe fund.. It is anticipated tboi the second phase will be bui![in 1014 pending budget r£,,.;a? approval 0/$300,00 from ihe Quality of Life Fund as well as$450,000 from the Community Block Grant x"'" Fund. u. 10`"Street Corridor Improvements a="r`:` Pu pose:This project wifl implement the 53•2 mrllion federof grant awarded to[he City in 2011 for acress h' control improvements on 10`"St between 23id and 3Stb Ave to redure the number of acress points and improve pedestrian mobility as we/l as enhontinglhe corcidor. This project also indudes the construteon F 'n of an Art Fence"aY the Xce/substation wiih 1%for AK funding. t,°.° • - Urban Tree Proqram—8th Avenue, Phase 1 n#. Purpose: An 8th Avenue Public Sculpture projec[to addh've permonent'[ree'sculptures per year along r,l:'a+','. .k'"'-' .8[h Ave between 16th Street and 6th Street. S[aff wifl roflaborate with[he Down[own DevelopmeniJ, h'%,'"-' Aufhoriry[o gain assis[ance with tbe cost/installation of pedestals for artwork. This proJec[is funded 6y i;'.the 1%for Art program. Citv-wide Tree Plan s'>?» Purpose:To identify ail[ree-related city programs and initiorivesand develap a mordinated effort. 4. Qbjective: Youth Success Achievinq Communitv Excellence IACE) f `',ri Purpose: Tfie You[h of the Greater Greeley area are a[reasured asset of the communiry and it is[he City t,,.r a oJGreeleys strong desire to help foster an environment in which our youth can succeed not only on the uF" o k',; athletic fields and performing arts stages bu[aho as excellent studena,family members,friends and a members o oursocie Coaches and teachers serve a critical role in creatin ihis environment and9 C i'?;' providing them with toolsforsuccess is the ob/ective ofACf. Vouth Works Proqram Purpose:Establish a City/Community Partnership of youth serving agencies to provide.a rommunity. E;`,i,".: communicallon,coordinatlon, and service coordination network through which to provide a seamless r.-=p,:µ;,8,^ condnuum.ofserviceswhere6yroenrouroge.youthengagement, development,andsuccesstAereby fi,:;:.,. f,!•:'" reducing gang ond nuisance.betiaviors,and rndirec[ty support scAoo//s[udenL achievement. a:School District Six Facilities Committee Par[icipation. F y Purpose: To 6e an acNve portner with Schoof District 6,and[o bring The benefits of community planning fi'" +'- .to[he school faciliry challenges facing tbe distrid. In the short term,promote and participate in[hene!}xMh' cku`r:' decision-mpking process concerning[he poten8a!re-locafi.on oflohn Evans Midd/e SchooL 5. Objectiv: Quality of Life Homestead Pork Construction, r '` Purpose: Located o[299029th Streei,the Homestead Park design was completed and includes/mproved x r: rri ??4, trail octess and boordwalk,landscaping,a"noturescape"playground area and sheReramenities(a r:' parking oreo was rnstalled in 1009J. The site will also be home to[wo(1)pieces of public ort. The Page 10 2013 Priorities,Objectives,and Work Progrem Items DI.A Page 141 of 171 odjoining 10 acres of open spoce is currenity undeveloped with soft su¢ace trails that encircle Elk Lakes. Poudre River Corridor Initiative y.'dt;', Purpose:Update the Poudre River Initiative Strategy[o provide a working framework wi[hin which to y fosier preservation and suppon of the Greeley/Windsor Reach of[he river to complement this area a,'n;,; omeniry and leverage support for i[s developmen[and.connectiviry with communiry trail sys[ems. 1. Objective: Crime prevention & suppression Overation Safe 5tav Provram Purpose:Continue to increase[he Training and support of manogers of hospitaliry,land lease, and multi- family estoblishments to become community partners to opero[e[heir properties in a manner[hat. promotes resident and guest safety through best proctices ond pro-ocNve attentlon. 2. Objective: Emergency readiness& response Public Safetv Trainina Facilitv Purpose:Implement a plan to build a(acrliry that provides training in real-life environmen[s, imp oves safery of frrst responden in Irfe threatening sifuatlons, and improves competence and jo6 performance efficiency.A City troining center wili greatly increase the frequency of critical incident training for pu6lic safety oJficials and improve the protection of citizens ond property. f911/Dispatch Center Ooerations Purpose: To wccessfully transition ro new opeiatingmodel outlined by Ciry Council ondthe Weld Counry Commission. Emeraencv Operotions Center Relocation Purpose: Weld County has requested that 6reeley move the location of i[s EOC from Lhe curreni Weld Counry owned/aciliry. 3. ObjectiVe: Traffic safety No specific work progrom items were es[ablished/'or this objective although traffic safery,will conNnue o be a focus for the Greeley Police Department with perjormance measures in plaie to monitoi success:J 4. Objective: Hazard & risk management Heart Sofe Citv Ciry Page 11 2013 Prbrities,Objeclives,and Work Progrem Items DI.A Page 142 of 171 1. Objective: Business development& support City Administrative Snace Studv Purpose: In 1012, the City undertook a study to analyze its office space needs with the intention of determining tNese needs while at the some tlme determrning if it would be possible to offer ony current building assetsfor private sector redevelopment.Phase II of the City's Downtawn Administrptive Space Study Project to determine the degree to which City building functions might be better consolida[ed or redeveloped to athieve optima!cost ond use efJiciencies,cus[omerservite, and provide "opportunity blocks"far downtown economic redevelopment,in particular the Lincoln Park Annex block. Phase 11 wrll focus on provrding specia!analysis of options to those most economrcal/y and functionally viable as well as action s[eps. Greelev Mall Retail Re-development Purpose: (ConNnuation o/Re[oil5tudy fffort)Developing a better understanding the Greeley MaU retail marketplace will he/p to expand the current spec[rum of commerciai/e[ail opportunities,enhonce retoil safes tax revenve,and improve the community's retail attractiveness. This information wi116e important o[he Greeley Mall ownership in pursuing specific retail development projetts and for the city when asked to tonsider incenHves ond developmen[alternatives. The retaif marketplace information may prove valuable to marketing eJforts at other commercial centers. The City has worked wrth the Greeley Mall,Chamber of Commerce and DDA to help de ine the scope of work and eoch entity has been asked to contribute the additional funding needed Yo develop a compfete re[ail study.The Greeley Mal/ownership is ihe only entity to date that has demonstraYed commiLment and dedicated s[off resources[a the study. ORIGIN—Exaand Economic Development Toolbox Vurpose: We have rmproved our ED website and ORIGIN map features for[he purpose of improving our community marketing and busrness and indusfry ottraction effarts. We now need[o rmprave our site selection, development, and ovailoble 6uildings inquiry response process by further improving access to easy to use data and information on avoilabfe building,porcel, and real es[ate assets. Further enhancemeni of Che City's ORIGIN would greatly enhance our a6ilify[o respond[o site develapment inquiries. Primarv Industrv Attraction& Business Retention Visits Purpose:(Continuation of P!EJforts wi[h emphasrs on BREVisits tolocal business&industryJ Developing a taige[ed opproach to Primary Industry Mdrketing and Attraction by focusing on Greeley's industry cluster and supply choin strengths wiil result in a more effeciive job creation portnership with Upstate Colorado,Denver Metro EDC,and the State of Colorado. The Bureau of Labor QCEW data study performed by CSDO will provide the foundatlon for a more current snopshot of industry dusters and the bosis(or a renewed Busrness Retention and Expansion outreach program focused on idenhfying[argeted primary indus[ry eJforts in Agribusrness,Manufaduring, Conventionol Energy,Renewable Energy,and Trortsportation. Note:VI marketing will focus on markeHng existing properties-HP,City Owned, Roil Corridor,Airport,Sth Street& WS TIF property;Additional Note:Community Image Morketlng will serve as on asset to the BRE progrom. East Greelev Studv/IS h Street Corridor Plon Purpose:To address land use parodoxes°in Eost Greeley, where some onnexable land has no access to services,and some land wrth access to services has no way to annex. A half-dozen inquiries in 1011 hove highligh[ed the "sierilized"nature of many properties—mos[(y outside tiry limits. !f the situotion is no[ Page 12 2013 Priorities,ObjecHves,and Work Program Items DI.A Page 143 of 171 addressed, the future land use Pattern(and services)in[his area will be chaotic ond difjicult[o monage, once eventually located wittiin ciry limits. f-Plon Review Im lemeniation Purpose: With the resul[s of[he 1012 revrew of dota systems involved in development and pfans review, to fully auromate an electronic plans submitto!and review process to modernize the plan review process, and to provide o higher level of customer service. 2. Objective: Economic Initiatives Creafrve Disirict Purpose:Assist in guiding Greefey's Emerging Creative Dist ict[o full sLatus as a recognized and supported economic sector of Greeley tbot achieves ecanomic success far District businesses ond Creaiives and is weN-known and regarded aiSiate and Nationalleveh. Re-development District Utilitv Policies Purpose: Explore policies wi[h Public Works and Warer/Sewer Departments concerning:storm drainage,. compound taps,tap transfers,i/8"tap polity,rnside meten,.and exisiing[ap credits,Ya adwnce redevelopmen[in designated areas of the City by acknowfedging hisYOric tondiHons and impediments thot exist for new development when su6urban utility sfandards ore applied. e 1, Objective: Public facilities Adaptive Sianal Imnlementation Puipose:To lmprove the troJjic pragression on heavity traveled conidors such as Hrghway 34 from 8`b Avenue[0 65tb Avenue;US 85 from 5`6 St ro 11nd St and 35`"Avenue from 34 Byposs to 10`h St. This. project will determine which one of these corridors can benefit the most from tfre adaptive(real tlmeJ signa/trming equipment and then install the equipment. Union Colonv Civic Center Fountain Sculature Purpose: A monumental worer fountaln wirh IighHng wl11 be created at rhe Union Colony Civic Cenrer, 701 10[h S[reet, to celebrote the 15th Ann/versary of the Union Colony Civic Center ond I50 years af Greeley water from 1%for Art funds. Facifitv Performance Contract Proiect Pvrpose: In 2011[hrough on Energy EJficienty gront the city contiacted to do an inves[ment grade energy audit with Ameresco on severol ciry burldings. Thot audit Aas now been finalized nnd has between SIJ million and SZ•Zm!llion worth of pro%ects[o city facilitles that wi11 reduce energy consumption. Through[he performance contracting processthese improvemena can 6e.done a[no mst to tAe ciry and due[o guaranteed energy sovings from Ameresco the money swed in energy msu goes to pay back the projed. Wi[b neorly SZO million in facility needs currently this woufd be a option to improve some of[he facility needs and at no cost[o the city. Page 13 2013 PriorMes,Objectives,and Work P ogram Items DI.A Page 144 of 171 Five-vearlT Strateaic lan Purpose: ConHnuoHon of a 2012 work program rtem. This projec[will analyze[he IT needs/or[he upcoming 5 years. 2. Objective: Environmental infrastrudure Fu[ure WaterAccount ll(Purchase ofAdditional WaferSuoolies Pu pose: !n order to provide a reliabie water supply for 6reeley, [he City Council,upon the advite of the Water Board, ogreed to embork on the purchose of an additlonal 10,000 ocre fee[of water by 2020. Bellvue Pipeline Construction Purpose: Construa Northem Segment of the Bellvue pipeline. Milton Seaman Reservoir Expansion Permit Purpose: Contlnue effort to obtain permit to expand Mifton Seamon Reservoir to assure Greeley has a reliable woter supply. This effort will include a reevoluoHon o/Che iequired size and cons[ruction tlming for the project. Water Bud4et Trial Purpose: Improve water conservation by expanding the information about the wo[er budget to ofl residential cus[omers ond evafuate[he resufts. Water and Sewer Rate Seriinp Philosoohv Purpose:Review woter and sewer rpte setting philosophy to verify ossumptions, reflect current policy, define levels o/accepmble risk ond meet the informational needs of poliry makers. Landscane Code Revislon Studv Purpose: To determine whether it is possible to reduce water demand for new development while. preserving tAe Ciry's specrai charocter. A/ternative Fue/Vehide fvaluation Purpose: The ciry has over 600 pieces of equipment in its fleet Staff will evoluate the feasibiliry of using alternative fuel vehicles such as evolua[e CN6,Elec[rit,hy6rid,propane in[he Crty's fleet. Review Oil and Gas Land Use Reaulations Purpose:As[be na[ure,size and scope of oil pnd gos facilities has evolved,it is oppropriare to review existing policies related to thresholds of intensity,timing,phasing;and permitting. 3. ObJective: Human and civic infrastructure Emplovee Recoqnition Proarom Purpose: Develop a tomprehensive employee recognitlon program thot builds on[he bose of current programs and takes the neM step offocusing on tlmely recognrNon for signi icon[individual oi group achievement. Emolovee Wellness Center Purpose: Continue efforts to manoge and control rising healtfr core cos[s by implementing a focused Page 14 2013 Prloritles,Objectives,and Work Program.ltems DI.A Page 145 of 171 worksite wellness program that rnvolves camplionce with recommended wellness center visits as determMed by resulfs of heal[h risk appraisals and hiring o part-tlme.wellness toordinotor. Potient Protection&Affordable Care Act Pu pose: Implement employer responsibility provisfons of Pafien[Pro[ettlon and AJfordoble Care Act hat impoct the Ciry's partially sel(-insured health plans. Weld Proiect Connect Furpose: Support iocal efjorts to pravide basre services to the underserved popularion in Greeley as part oja county-wide one-day event. 9 x , u. .. . Streamline Municinal Court Operations Purpose: To gather and anolyze rnformation about optlons to struaure the Court rystem as it relates to resolving citoNons. The curreni structure includes a mail-in plea option for ceRain traffic in¢ac[ions and a plea optlon at court for all in ractions and offenses. Reviewinq how otherjurisdictians resolve these. citations and considering various models will be a usefu(exercise Yo see how best[o shape a fair and effi'cient process. The fine/fee.strunure is a significont extension of the resolutlon process and meriu a. comprebensive review along with the overall struc[ure.. Undare 2014 Budqet Purpose: Update 2014 operatinq and capitol 6udget for the City[ha[rejiecu the priorities of City Cauncil ond utilizes the resources of fhe City roprovide services ro[he titizens in the most eJficien[ manner possible. Lonq Term Onerafina Finoncial Plan Purpose:.Long-term financiol planning is[he process ojoligning nancial copacity with long-term service ob/ectives.Finoncial planning uses forems[s to provide insight into fu[urehnancial capacity so thot sLrotegies can be developed to achieve long-term sustainabilRy in light of the City's service ob/ectives and financial challenges. New Council Prioritv Settina Purpose: to contlnue the annual prioriry-setting proress,and a newly-elected Councll wiN 6e ovailable to participate a(ter the Novem6ei 1013 elecNon. The process indudes a review o([he vision statement current communiry needs, and resource realitles. Then,.establishing priorities thaf wil(maintain and rmprove the community. City Countil's priori[ies and objec[ives will then serve as the foundation for the City Manager's work program far the new yeor. Page 15 2013.Prloritles,ObJectives,and Work Program Items DI.A Page 146 of 171 ATTACHMENT 20 DI.A Page 147 of 171 Main Section Community Tool Box Page 1 of 10 a, Q CCJ11iIMLTI ITY TC BOX Section 2. Proclaiming Your Dream: Developing Vision and Mission Statements ppl/nb.ku.atlu WHAT IS A VISION STATEMENT? WHAT IS A MISSION STATEMENT? WHY SHOULD YOU CREATE VISION AND MISSION STATEMENTS? HOW DO YOU CREATE VISION AND M.ISSION STATEMENTS? We have ail seen organizations whose purpose we never quite understood;we.know they are out there, in our town, doing something - but we're not quite sure what. They may have a puepose we could learn about, but we've never taken the time to do so; it's always been more effort than it was worth. If we got closer to these organizations, we might be surprised to learn that even some of their own members aren't entirely sure of 4he organization's goals; they only know about a specific projed they are working on at that moment. Very often, these organizations end up slipping quietly away; they lose their momentum, they lose their funding, and flnally, the organization is gone, with no one other than staff really noticing much. Chances are, these organizations never had well-defined vision and mission staterrrentsto help clarify and communicate their purpose. Developing these key elements is crucial to the success of any community initiative, and understanding how to do so is the purpose of this section. Creating your vision and mission statements are the first two steps in the VMOSA action. planning processwe discussed in the previous section of this chapter. In the next few pages, we will look more closely at what these statements are, why they are important, and how an organization can develop them. Does that make sense to you? Then let's go! WHAT IS A VISION STATEMENT? Your vision is your dream. It's what your organization believes are the ideal conditions for your communiry; that is, how things would look if the issue important to you were completely, pert'ectly addressed. It might be a world without war, or a community in which ail people are treated as equals, regardless of gender or racial background. http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 148 of 171 Main Section Community Tool Box Page 2 of 10 Whatever your organization's dream is, it may be well articulated by one or more vlsion statements. Vision statements are short phrases or sentences that convey your community's hopes for the future. By developing a vision statement or statements, your organization clarifies the beliefsand goveming princfples of your organization, first for yourselves, and then for the greater community. There are certain characteristics that most vision statements have in common. In general, vision statements should be: Understood and shared by members of the community Broad enough to include a diverse variety of local perspectives Inspiring and uplifting to everyone involved in your effort Easy to communicate -forexample, they are generally short enough to fit on a T-shirt Here are some examples of vision statements that meet the above criteria: Caring communities Healthy children Safe streets, safe neighborhoods Every house a home Educationfor all Peace on earth WHAT IS A MISSION STATEMENT? The next piece of the puzzle is to ground your vision in practical terms. This is where dev.eloping a mission statement, the next step in the action planning process comesin. An orgenization's mission statement describes whatthe gcoup is going to do and whyit's going to do that. For example, "Promoting care and caring at the end of life through coalitions and advocacy." Mission statements are similar to vision statements, in that they, too, look at the big picture. However, they're more concrete, and they are definitely more "action-oriented" than vision statements. Your vision statement should inspire people to dream; your mission stafement should inspire them to action. The mission statement might refer to a problem, such as an inadequate housing, or a goal, such as providing access to health care for everyone.And, while they don 't go into a lotof detail, they start to hint -very broadly- at how your organization might fix these problems or reach these goals. Some general guiding pcinciples about mission statements are that they are: Concise. While not as short as vision statements, mission statements generally still get their point across in one sentence. http://ctb.ku.edu/en/table-of-contents/structure/strategic-planniug/vision-mission-statement... 3/25/2014 DI.A Page 149 of 171 Main Section Community Tool Box Page 3 of 10 Outcome-oriented. Mission statements explainthe fundamental outcomes your organization isworking to achieve. nc/usive. While mission statements do make statements about your group's key goals, it's very important that they do so very broadly. Good mission statemenu are not limiting in the strategies or sectors of the community that may become involved in the proJed. The following examples should help you understand what we mean by effective mission statements. Promoting child health and development through a comprehensive family and community initiative." To create a thriving African American community through development ofjobs, education, housing, and cultural pride." To develop a safe and healthy neighborhood through collaborative planning, community adion, and policy advocacy." Promoting community health and development by connecting people, ideas and resources." (This is the mission of the Community Tool Box) WHY SHOULD YOU CREATE VISION AND MISSION STATEMENTS? Why is it important that your organization develops vision and mission statements like tliose above? First of all, because these statements can help your organization focus on what is really important. Aithough your organization knows what you are trying to do to improve your community, iYs easy to lose sight of this when dealing with the day-to-day hassles that plague all organizations. Your vision and mission statements help members remember what is important as you go about doing your daily work. Second, your vision and mission statements let other individuals and organizations have a snapshot view of Whom your group is and what it wants to do. When yourvision and mission statements are easily visible (for example, if they are on the letterhead of your stationary), people can learn about your organization without having to work hard for the information. Then, those with common interests can take the time necessary to learn more. Clearly,this can be very helpful when you are recrufting other people and organizations to join in your effort. Finally, vision and mission statements are also very heipful in having members who are focused and bound together in common purpose. Not only do the statements themselves serve as a constant reminder of what is important to your organization, the process of developing them allows people to see the organization as "theirs." It's common sense: people will believe in something more completely if they had a hand in developing it. http://ctb.ku.edu/en/table-of-contents/structure/strategic-plazuvng/vision-mission-statement... 3/25/2014 DI.A Page 150 of 171 Main Section Community Tool Box Page 4 of 10 There are many other reasons to develop vision and mission statements as welL For example, having clear and compelling vision statements can: Draw people to common work Giye hope for a better future Inspire community members to realize their dreams through positive, effective action Provide a basis for developing the other aspects of your action planning process:your mission, obJedives, strategies, and adion plans Having a clear mission statement can: Convert the broad dreams of your vision into more specific, action-oriented terms Explain your goals to interested parties in a clear and concise manner Enhance your organization's image as being competent and professional, thus reassuring funding sources that their investment was (or would be!) a smart choice HOW DO YOU CREATE VISION AND MISSION STATEMENTS? Armed with a better understanding of vision and mission statements, it's time for your organization to develop them for itself. Ifyour group has already developed vision and' mission statements, you might wish to look at them in light of the criteria we discussed above. If inembers of your organizatiomfeel your current statements could be improved upon, this process can be used to modify them. Ready? Let's go! LEARN WHAT IS IMPORTANT TO PEOPLE IN YOUR COMMUNITY As developing your vision and mission statements is the first step in developing the action plan that will guide your effort, it is especially important that these first steps are well grounded in community beliefs and values. Knowing the important issues in your community is vital for the development of a strong, effective, and enduring action group. Therefore, one of the first steps you should take when developing the vision and mission of your organization will be is to deflne the issue(s) that matter most to people in your community. How do you go about dofng so? There are many different ways you can gather this information, including: Conduct "public forums" or "Iistening sessions" with members of the communiry to gather ideas, thoughts, and opinions about how they would Iike to see the community transformed. In public forums or listening sessions, people come together from throughout the community to talk about what is important to them. These meetings are usually led by facilitators, who guide a discussion of what people perceive to be the community 's http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 151 of 171 Main Section Community Tool Box Page 5 of 10 strengths and problems, and what people wish the community was like. Someone usually records these meetings, and a transcript of what is said provides a basis for subsequent plannfng. Hold focus groups with the people interested in addressing the issue(s), including community leaders, people most afferted by the issues, businesses, church leaders, teachers, etc. Focus groups are similar to puhlic forums and listening sessions, but they are smaller and more intimate. Generally speaking, they are compr(sed of small groups of people with similar backgrounds, so they wiil feel comfortable talking openly about what concerns them: For example, the members of a group are generally about the same age, are of the same ethnic group, or have another common experience. They are used in much the same way as public forums, and also use faciiitators and recorcJers to focus and take notes on the work done. Your organization may choose to hold focus,groups with several different groups of people, to get the most holisticview of the issue at hand. For example, if your organization is involved in child health,you might have one focus group with health care providers, another with parents or children, and still another with teachers. Once you have a rough mission statement, you might again use a focus group to test it out. Obtain interviews wRh people in leadership and service positions, including such individuals as local politicians, school administrators, hospital and social service agency staff, about what prob ems or needsthey believe exist in your community. Often,these individuals will have both facts and experiences to back up their views: lf so, you can aiso use these data later if and when you apply for funding, or when you request communiry support to address the issues. More information on this topic can be found in Ghapter 3, Sedion 12: Conducting Interviews. Of course, these dffferent waysto gather information from you community aren't mutually exclusive. In fact, if you have the resources, it makes sense to do all of the above: to have some time for the community at large to respond,then spend more time in focus groups with the people you believe might contribute greatly to (or be most affected by) some of the issues brought up in your community listening session. And finally, some one on one time with community leaders can only serve to strengthen your knowledge and purpose; remember, there are undoubtedly many people in your community who have been wrestling with the same issues you are now looking at for a long time. Take advantage of that experience; you don't want to reinvent the wheel! DECIDE WHAT TO ASK http://ctb.ku.edu/en/table-of-contents/structure/sirategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 152 of 171 Main Secdon Community Tool Box Page 6 of 10 No matter if you are talking to one person or 300, your purpose is the same: to learn what matters in your community. Here's a list of questionsyou might use to focus your discussionswith community members. These questions may be used for fndividual interviews, focus groups, public forums, or in any other way you choose to gather information. What is your dream for our community? What would you like to see change? What kind of community(or progrem, policy, school, neighborhood, etc.) do we want to create? What do you see as the community's (or school's, neighborhood's, etc.) major issues or problems? What do you see as the community's major strengths and assets? What do you think should be the purpose of this organization (or effort)? Why should these issues be addressed? What would success look like? When your organization is questioning people, the facilitator should encourage everyone to allow their most idealistic, hopeful, and positive ideas to shine through. Don't worry right now about whaYs practical and what's not-this can be narrowed down latec Encourage. everyone to be bold and participate, and to remember that you are trying to articulate a vision of a better communiry, and a better world. DECIDE ON THE GENERAL FOCUS OF YOUR ORGANI2ATION Once members of your organization have heard what the community has to say, it's time to decide the general focus ofyour organization or initiative. First of all, what topic is most important to your organization and your community? For example, will you tackle urban development orpublic health issues? Racism or economic opportuniry? A second question you will need to answer is at what level will your organization work. Will your organization begin only in one school, or fn one neighborhood, or in your city? Or will your inifiative'sfocus be broader, working on a state, national, or even international level. These are questions for which there are no easy answers. Your organization will need to consider what it has learned from the community, and decide through thoughtful discussion. the best direction foryour organization. We suggest you open this discussion up to everyone in your organization to obtain the best results. Of course, if your organization is receiving grant money or major funding from a particular agency,the grant maker may specify what the general goal of your group should be. For example, if your group accepts a grant to reduce child hunger, at least part of its mission http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 153 of 171 Main Section Community Tool Box Page 7 of 10 wili be devoted to this purpose. Even in these circumstances, however, the community should determine the ultimate vision and mission that will best advance what matters to local people. DEVELOP YOUR VISION AND MISSION STATEMENTS Now that your organization has a clearer understanding of what the organization wilF do and why, you are in a prime position to develop the statements that will capture your ideas. As you arelooking atpotential statements,rememberto keep them broad and enduring. Vision and mission statements that are wide in scope allow for a sense of continuity with a community's history, traditions, and broadpurposes. And vision and missionstatements that are built to last will guide efforts both today and tomorrow. Vision Statements First of all, remind members of your organization that it often takes severel vision statements to fully capture the dreams of those involved in a community improvement effort. You don't need - or even want-to have just one "perfect" phrase. Encourage people to suggest all of their ideas, and write them down - possibly on poster paper at the front of the room, so peopie can be further inspired bythe ideas of others. Asyou do this, help everyone keep in mind: What you heve learned from yourdiscussions with communiry members What your organization has decided will be your focus What you learned aboutvision statements at the beginning of this section If you have a hard time getting started,you mightwish to check out some of the vision statements in this section's Examples. You might ask yourself how well they meet the akiove suggestions. Afteryou have brainstormed a lot of ideas, your group can discuss critically the differen4 ideas. Oftentimes, several of the vision statements will justjump out at you - someone will suggest it, and people will just instantly think, "That's it!" You can also askyourselves the following questions about vision statements: Will it draw people to common work? Does it give hope for a better future? Will it inspire community members to realize their dreams through positive, effectiVe action? Does it provide a basis for developing the other aspects of your adion planning process? http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 154 of 171 Main Secrion Coinmunity Tool Box Page 8 of 10 A final caution: try not to get caught up in having a certain number of vfsion statements for your organization. Whether you ultimately end up with two vision statements or ten, what is. most important is that the statements together give a holistic view of the vision of your organization. Mission Statements The process of writing your mission statement is much like that for developing your vision statements. The same brainstorming processcan help you develop possibilities for your mission statement. Remember, though, that unlike with vision statements, you will want to develop a single mission statement for your work. After having brainstormed for possible statements, you will want to ask of each one: Does it describe whatyour organization will do and whyit will do it? Js it concise (one sentence)? Is it outcome oriented? Is it inclusive ofthe goals and people.who may become involved in the organization? Together, your organization can decide on a statement that best meets these criteria. OBTAIN CONSENSUS ON YOUR VISION AND MISSION STATEMENTS Once members of your organization have developed your vision and mission statements, your next step mightbe to leam what other members of your community think of them before you start to use them regularly. To do this, you could talk to the same community leaders or focus group members you spoke to originally. First of all, this can help you ensure that they don't find the statements offensive in any way. For example, an initiative that wants to include young men more fully in its teen pregnancy prevention project might have "Young men in Asheville are the best informed" as one of their vision statements. But taken out of context, some people community members might believe this statement means young men are given better information or education than young women, thus offending another group of people. Second, you will want to ensure that community members agree that the statements together capture the spirit of what they believe and desire. Your organization might find it has omitted something very important by mistake. DECIDE HOW YOU WILL USE YOUR VISION AND MISSION STATEMENTS Finally, iis important to remember that while developing the statements is a huge step for your organization (and one you should celebrete!), there is more work to be done. Next, you have to decide how to use these statements. Otherwise, all of your hard work will have happening for nothing. The point is to get the message across. There are many, many ways in which your organization may choose to spread its vision and http://ctb.ku.edu/en/table-of-contents/structure/sirategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 155 of 171 Main Section CommuniTy Tool Box Page9 of 10 missfon statements.To namejust a few examples, you might: Add them to your letterhead or stationary Use them on your website Give away T-shirts, or bookmarks, or other small g(fts with them Add them to your press kit Use them when you give interviews Display them on the cover of your annual report and so on. Again, this is a step that will use all of yourcreativity. IN SUMMARY Developing effedive vision and mission statements are two of the most important tasks your organization will ever do, because almost everything else you do will be affeded by these statements. We hope that this section has allowed you to feel more confident now in your group's ability to create successful and inspiring vision and mission statements.. Remember, think broadly and boldly! Good Iuck! Contributor Jenette Nagy Stephen B. Fawcett Print Resources Barry, B. W. (1982). Strategicp/anning workbookfornon;orofito qanizatlons. St. Paul, MN: Amherst H. Wilder Foundation. Bryson, J. M. (1988) Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Frencisco: Jossey-6ass Publishers. Coover, V., et al. Resource manua/fora!lving revolution:a handbook ofski//s& too/s for soc/a/change activists. Philadelphia: New Society Publisher, 1985. Fawcett, S. B., Paine-Andrews, A., Francisco, V., Richter, K. P., Lewis, R. K:, Williams, E. L., Harris, K. J:, Winter-Green, K., in collaboration with Bradley, B. and Copple, J. (1992). Preventing ado%scent substance abuse:an action planning quide for community-based initiatives. Lawrence, KS: Work Group on Health Promotion and Community Development, Universiry of Kansas. http://ctb.kaedu/en/table-of-contents/structure/strategic-plamvng/vision-mission-statement... 3/25/2014 DI.A Page 156 of 171 Main Section Community Tool Box Page 10 of 10 Fawcett, S. B., Pafne-Andrews, A., Frencisco, V., Richter, K. P., Lewis, R. K., Harris, K. J., Williams, E. L., and Fischer, J. L., in collaboratiorrwith Vincent, M. L. and Johnson, C. G. 1992). P eventing ado%scent pregnancy.an act/on p/anning gu/de for community-based initiat/ves. Lawrence, KS: Work Group on Health Promotion and Community Development, University of Kansas. Kansas Health Foundation._VMOSA:An approach to strategic p/anning. Wichita, KS: Kansas Health Foundation. Lord, R. (1989). The non profit prob/em so/ver. A management guide. New York: Praeger Publishers. Olenick, J. & Olenick, R. (1991). A non p ofrt organization operating manua/.•planning for surv/va/andgrowthNewYorkc Foundation Center. Stonich, P. J. (1982). lmp/ementinqstrateqy.makingstrategyheppen. Cambridge: Ballinger Publishing Company. Unterman, I., & Davis, R, H. (1984). St ategic management ofnot-for:p ofit organ/zatlons New York: CBS Educational and Professionaf Publishing. Woiff, T. (1990). Managing a non profit organization. New York: Prentice Hall Press. Organizations American Planning Association 1776 Massachusetts Ave., N.W. Washington, DC 20036 202) 872-0611 FAX: (202) 872-0643 The Community Tool Box is a service of the Work Group for Community Health and Development,w:K...a.wmm ryh,.k.sa, at the UniVersity of Kansas. ticensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 UNted States License. O 2013 Community Tool Box. All Rights Reserved. : m.k.w h,.k.n http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statement... 3/25/2014 DI.A Page 157 of 171 ATTAC H M E IVT 21 DI.A Page 158 of 171 Page 1 of 1 I IISbt?PO ORE VAl.UES a oN MISSION P ON ' ' nrKOVbn .: Dedicated to praviding 1/iS10NARY LFADERS'iHIP, F r'" , ECr;;, awwomt s ox nn-. delivering RESPCNSIVE t'!n rr''' vo GE58:roE tis ` MUNIt PAL SERi/ICES. and Fostering p ve tESg 'LEAOERS itP CCLLABORATiVE WTiFt'ETHICS ` INCUStpk1ER `±, 8.IT C3EGRfiY RVlGE' .- e PARTNEltSNIPS_ s j HOMETO{NN, Hillsbora:s 31EWARi SHIP , .iilADtfidNOFWASILRY. I L af wsuc ,' w sr . u t- p O ' 0 http://www.hillsboro-oregon.gov/modules/show+image.aspx?imageid=1075 3/24/2014 DI.A Page 159 of 171 Hillsboro, OR : Organizational Mission and Core Values Page 1 of 2 ORGANIZATIONAL MISSION AND CORE VALUES CiTY F HILLSB JRC LEADERSHIP • SERVICE • COLLABORATION The City of Hillsboro recently adopted an organizational mission statement and set of core values as components of its strategic planning process.A mission statement summarizes the purpose and associated responsibilities of a group or organization. Core Values eacpress the internal beliefs or philosophy that directs how the organizarion carries out its mission. Community members,the City Council and hundreds of City employees contributed to developing the following statements that will help guide City of H 1lsboro operations and service delivery in years to come.The City's five year strategic plan was adopted by the City Council in January 2oio. Implementation begins July 1, 2oio in alignment with the start of the 2oii fiscal year. MISSION STATEMENT: The City of Hillsboro is dedicated to providing visionary leadership,delivering responsive municipal services and fostering collaborative partnerships that enhance Hillsbom's hometown livability." CORE VALUES: Excellence in Public Service: Striving for excellence in public service is the objective for all of our work. Respect for Diverse Voices and Ideas: CORE VALUES Incorporating the voices,ideas and cultures that J`—i reflect Hillsboro's rich personality. o '; Responsiveness in Customer Service: cu.rua€oF Tca+nwaa c a j os anr ase Offering fast,friendly,flexible and fair service. a Tradition of Reliab ty: REiPON31vEN655LEADERSWPY a.<...e.._._. http://www.ci.hillsboro.or.us/index.aspx?page=653 3/24/2014 DI.A Page 160 of 171 Hillsboro, OR : Organizational Mission and Core Values Page 2 of 2 81rREGRI7Y r ri' 'y u * tar "i?,'w rt r x{ I q T 4 ,.! i+ r+;k" l h' `'y{;,,, y ` t h, t I I 0'dilllllg lE S'blll BllC 9llCCP.6SCS O{011P llSt01'y. i, s . d'b+' , a•++, h ; i{! i r 5 ra.. 4. n a i•. 4 N 1"1 1 t i't' 11i4 w TF4 yr: y , r y E u i .. ^a ' STEWAEt SHlP x T.-i Stewardship ofthe Public 1Yvst: pP,TNE vUeuC°+' aWrtoN oFr,. .Y4 tftY; nK i fi r ,'Hrn,# r'i f . vr "{F577 Sound,reasonab le,hon e s t an d tr a n spazent resource management. L.eadership with Ethicx and Integrity: Ethical conduct and integrity as fundamentals of strong leadership. Culture of Teamwork and Communication: Valuing our colleagues and worldng in collaboration. Emphasis on Innovation: Creadve and practical solutions. http://ww v.ci.hillsboro.or.us/index.aspx?page=653 3/24/2014 DI.A Page 161 of 171 A°TTAC H IVI E N T 22 DI.A Page 162 of 171 Working Papec-City Council Committees ESTABLISHMENT OF COUNCIL COMMITTEES The City Council has established seven standing committees of the City Council, each consisting of three Councilmembers. The procedures for member selection, as well as the identification of the seven standing committeesand their areas of responsibility, are set forth in the City of SeaTac's City Council Administretive procedures.Those standing committeesconsist of the fo lowing: 1. Transportation Committee, 2.Administretion and Finance Committee, 3. Land Use, Zoning and Economic Development Committee, 4. Intergovernmental Relations Committee,. 5. Public Safety and Justice Committee, 6. Public Works Committee, 7. Community Development Committee. INITIAL REASONS FOR COMMITTEES The initial creation and use of Council Committees by the City of SeaTac made good sense from the standpoint that the City, being a newly incorporeted city, initially had no staff members to handle matters which were of importance to the City. Arstaff was added, the City Cou cil was still involved in many day-to-day matters, including not just activities of the newly hired staff but also determinations of what future muni ipal functions should be expanded and added to the City's increasing role. These Council Gommittees obviously served a very valuable role in shaping the direction of the new City, and interfacing, with the initial limited staff personnel. This use of these committees was particularly app opriate and understandable in light ofthe limited initial tevel of municipal services, activities and functions of the City. CHANGES SINCE COMMITTEES CREATED Now that the City is over three years old, and now that the City has hired a relatively full complement of municipai employeesto handle the day-to-day activities oftity operations, it is appropriate to evaluate the need for and use of Council Committees. In addition to the increased numlier of City empioyees available to handle administrative matters of the City regarding the various activities and functions which liad'initia ly been addressed by the Council Committees, the City Council has adopted ordinances establishing a number of boards and commissions which further assist the City Council in various functions of municipal government, acting in an advisory capacity to the City Council. Those boards and commissions currently include the following: 1. Planning Commission, 2. Human Services Commission, 3. Arts Commission, 4. Human Relations Commission, 5. Americans With Disabilities Act Citizens'Access Committee, 6:Youth Commission, 7. Civil Service Commission, 8. Librery Board, 9. Parks and Recreation Commission, 10.Solid Waste Advisory Board, Page 1 DI.A Page 163 of 171 In addition to the above Boards and Commissions, the City has several ad hoc boards (including the North SeaTac Park Advisory Board and the International Boulevard Center [IBC] Advisory Group). There are also other groupswhich are operating within the City and which provide advice and assistancexo the City Council in a less official way, including the SeaTac Apartment Manager's Association, the Chamber of Commerce and other such groups. As staff has been increased, as has the operational workload of rurming the City of SeaTac, the need for City Councilmembers to be as involved in the day-to-day operations of the City has decreased. Similarly, with the increased number of city boards and commissions, and the increase in their activity to provide advisory information to the City Council, the need for Council Committees has, likewise, been decreased. In that regard, it should be noted that a number of the boards and commissions of the Ciry cover overlapping if not identical issues to those addressed by a number of the Council Committees. In order to allow the boards and commissions to effectively operate in their advisory capacity,and to avoid what would otherwise be a duplication or redundancy of effort, it would be appropriate to let matters that could be handled by these advisory boards and commissions to be so handled, rether than have them ALSO handled by a Council Committee. When it gets right down to it, the current structure results in a committee (i.e. Arts Commission) reporting to another committee (the Community Development Council Committeej which then reports to another committee (the entire City Council). COUNCIL COMMITTEE PROBLEMS AND CONCERNS As a further, and perhaps more important, incentive to re-evaluate the current Council Committee strucCure, there are some problems that are occurring or that at least occasionally occur which would indicate justification for reduction or elimination of Council Committees. Those problems include the following: 1. Reduced focus or priority regarding City Council boards and commissions. Particularly where, again, Council Committees may otherwise take action essentially the same or involvi g the same subject matter as that which would be addressed hy a City board or commission (such as making preliminary reviews of proposals and issues of importance to the City, and then making recommendations to the fulP Ciry Council, the members of the board or commission who would be presenting an advisory opinion to the Council may feel somewhat less valuable if the same process is essentially being done independent of their board or commission, by a Council Committee. In order to give more full utilization and greater efficacy to the Citys boards and commissions, and to take advantage ofthe volunteer-citizen participation and encourage that participation, it would be appropriate to let the board or commission take its action and then make its recommendations to the whole City Council. That would help the members of the board or commission to feel that their board or commission serves a real, independently valuable service to the City Council. 2. Slowed process. The speed with which some matters could be addressed by the City Council is actually hampered by the Council Committee process. This is particulacly so where there may be difficulty in those Councilmembers on a particular Committee meeting even once a month. But also, since Council Committees generally only meet once a month, even though the City Council, itself, meets four times per month (two times for regular City Council meetings and two times for City Council Study Sessions), the requirement or expectation that matters should go through a committee review prior to being placed on the agenda for either a regular city council meeting or a study session, creates somewhat of a procedural funnel which slows down the speed with which matters could otherwise be addressed. Especially where some matters may be more time Page 2 DI.A Page 164 of 171 sensitive, those delays could hamper the City's a6ility to effectively respond to a certain need. Additionally, because of the division of responsibilities among the Council Committees, the funneling" effect may be amplified by the need for a particular issue to be reviewed by more. than one Council Committee. Even in those instances where two or more Council Committees could conceivably meet at the same time to consider such an issue, the question must then be asked whether it wouldn't be more appropriate and certainly more expeditious to Randle the matter, instead, at a full City Council study session. 3. Promotion of proprietary interests. Even tliough it would seem that this matter is less of an issue in the City of SeaTac than it could be,the committee structure could result in the members of the committee and/or its chair developing a possessory interest in issues coming before his/her/their committee. Worst case scenarios could even result in support bartering for'issues of various committees (for instance: "I'll vote for your conmiittee's issue if you vote for my committee's issue"). Even if things don't get to that point, the "ownership" of a particular issue by a committee and its chair and members may result in a reluctance by a Councilmember who is not a member of that committee from addressing challenges or raising questions regarding an issue which has been adopted or endorsed by a committee. Conversely, the Council Committee approach would also likely result in a diminished interest or ownership by Councilmembers who are not members of committees wfiich addressed or dealt with the subject matter involved. 4. Unequal distribution of information.The committee structure, as it currently operetes,results in certain City Councilmembers being givemsubstantially more informationabout topics that come before their committees than would reasonably be available to the other Councilmembers.This is particularly so where a subject comes before a committee and goes directly from the committee to the regular City Council meeting where the entire City Council votes on ttie,issue. At the time of such a vote, those Councilmembers who were on a committee which reviewed the particular subjed matter may have a substantially greater understanding of tiackground information, impacts and effects; and their vote on the issue is a substantially more informed vote than would be the vote of those Councilmembers who did not have the benefit of that additional background information. The result of that unequal distribution of information might be that Councilmembers who are less informed about the subject matter involved would develop the need to rely upon those Councilmembers who received that additional information. For that matter, again, a less informed Councilmember may be less likely to challenge or even raise questions about an issue whicFi is strongly supported by members of the committee that had previous reviewed information about the subject matter. 5. Staff obligation to provide information to City Council. Another asped of the problem of unequal distribution of information is the uncomfortableness that develops when staff does not give information uniformly to all Councilmembers.The Committee structure which creates the unequal distribution of information goes counter to the obligation of City staff to provide information to all Councilmembers. Any time one member of the City Council receives extre/more information on a matter going before the City Council than other Councilmembers, the obligation to the Councilmembers who do not receive the extra/more information is drawn into question. Particularly where one Council Committee is receiving additional information, the question of whether certain topics would justify additional or extraordinary measures to provide that same information to Councilmemb.ers who are not on reviewing committees, or whether those Councilmembers should be left in that "less informed" state need to be addressed. If the answer to that question were in favor of providing additional information to Councilmembers Page 3 DI.A Page 165 of 171 who are not on reviewing committees, then the additional workload and the additional questions and effort to provide that same levei of intormation to those non-committee. Councilmembers begs the question of whether the Council Committee structure is an efficient and effective tool. That is in addition to the previously mentioned concerns about unequal distribution of information. In a related vein to both paragrephs 4 & 5 hereof, according to the CODE pTV HANDBOOK, published by the Municipal Research and Services Center of Washington, and the Municipal Research Council, in cooperetion with the Association of Wasfiington Cities, (Report No. 17, August 1988), in addition to seeming somewhat superfluous, standing Council Committees in Washington council-manager non-charter code cities, such as SeaTac, seem contrary to the provisions of the International City Management Association's Code of Ethics which suggests that the manager should "relate to the council essentially as a collective body rather than as a group of individuals in order to avoid suspicions of favoritism." (See International City Management Association, Managing the Modem City. [Washington, D.C.. 1971], p. 99.) The CODf EITY HANDBOOK also indicates that standing committees "tends to interfere with the city managers control over administration, thereby disrupting the work of city government. Furthermore, if there'is any tendency on the pact of the council to follow uncritically the advice: and recommendations of its committees, or if standing committee members try personally to make certain that the departments with which they deal are well administered, the standing committee system isJikely to conflict with the principle that the city manager's responsibility is to the council as a body and not to variousmembers and groups within the council" The CODE CITY HANDBOOK additionally points out that these standing committee conflicts could also violate the spirit, if not the terms, of RCW 35A.13.12Q which prohibits interference by the council, its committees,or any councilmember with the city's administretive services. 6. Uncertainties of participation. An additional area that is not clearly defined in the current Council Committee structure is the question of what role may be played in committee meetings by members of the City Council who are not members of that committee. Although the committee meetings are open to the public, and any member of the City Council may atte.nd, the levels of committee meeting participation that "non-committee member" Councilmembers vary quite a bit among the current members of the City Council. Some Councilmembers seem to participate in those meetings to the same degree as the regular members of the committee, actively engaging in the diswssion and seemingly voting or at leastvoicing opinionsthat are considered and incorporated in the "decision" of the committee. It is not clear whether the voice vote or position of non-committee members count or should be weighed equally to those of committee members. The participation by non- committee members blurs the distinction of Council Committee membership, particularly since the levels of participation 4ary so much among the City Councilmembers. This participation again illustrates the fact that many issues are of interest to a number of City Councilmembers,.not just those who are on onetommittee or another. By taking issues to City Council Study Sessions, where all City Councilmembers could participate on the same footing, instead of taking them to Council Committees, the potential confusion and uncertainty in who can participate and to what level of participation would be addressed. 7. Open Public Meetings. It is appropriate to consider how the Council Committee structure meshes with the statutory requirements for public city council meetings. Pursuant to Sections 35A.12.110 and 4230.060 of the Revised Code of Washington, the times and_places of Regular Page 4 DI.A Page 166 of 171 Meetings of the City Council must be fixed by ordinance or rule. It appears that this requirement is adequately mei by the City Council Administrative Procedures, since the procedures were adopted by Resolution and since they set the time and place for the Regular SeaTac City Council Meetings. However, there are separate procedural requirements for Special Meetings of the City Council, set forth in RCW 4230.080. The Special Meeting requirements include written notice to all members of the City Counciland tomembers of requesting news media at least 24 hours in advance, and identification of the subject matter to be addressed. These requirements also appear to be met for Council {ommittee meetings, since the Friday Letter/City Council packets do go to all Councilmembers and to the local newspaperat least 24 hours in advance of the Council Committee meetings, and they do identify the agenda topics. Accordingly, under ordinary, regular circumstances, the City's use of Council Committees does not conflict with the Open Public Meetings Act (RCW 42.30J.That would appear to be the case even if additional non- committee-Councilmembers attend and participate in Council Committee meetings, since the prerequisites for the public meeting would have been met. (In that regard, because the Council Committees take action for and on behalf of the whole City Council, including not just reviewing and discussing matters, but also restricting (deciding) what items are to be forwarded to the full City Council and when they ere to be placed on the City Council agenda, the Open Public Meetings Act would apply to Council Committee meetings.) A problem could arise, however, if a Council Committee meeting does not meet the requirements of the Open Public Meetings Act and things occur that mandate compliance with the Act. This could, for instance, occur if a Council Committee meeting is changed to a date different than the date shown on the City Council calendar (included in the Friday Packet) and if notice has not been given [o the Councilmembers and the news media in conformity with statutory requirements. Specifically, if a quorum (4 or more members) of the full City Council attends such a Council Committee, and/or if the Council Committee takes adion and/or makes decisions at such meeti g for and on behalf of the whole City Council, that would be in violation of the Open Public Meetings Act. Because of a more relaxed approach to the scheduling and holding of Council Committee meetings which occasionally results in last minute re-scheduling of such meetings, care has.to be exercised to avoid a Council Committee - Open Public Meetings Act problem, particularly since the penalties for violation could include payment of fines and invalidity of City Council action. 8. Public hearings and specific protocols. Some issues need to be considered in accordance with the requirements of specific statutes, rules or regulations. For instance, some issues which are to be considered by a particular board or commission might be, similarly, within the subjeM matter jurisdiction of a particular Council Committee. Because the boards and commissions of the City operate in an advisory capacity, the process is encumbered where the board or commission may be operating on a different timetable than the Council Committee.reviewing the same subject matter. In that regard, and particularly with respect to some Council Committees more than others,the process may be regulated much more strictly with respect to some boards and commissions and corresponding Council Committees than others. For instance, the Cit/s Planning Commission, which is created in accordance with requirements of State statute, has certain responsibilities and obligations to consider matters involving land use and zoning. Those same issues would generally go before the Land Use, Zoning and Economic Development Committee. If the process/handling by both the Committee and the Commission are not kept in consistent sequence, the result could be that the Committee might be tempted to consider some matters before it has received the Commission's advisory recommendations. Particularly since, in that case, the consideration by the Commission often requires a public Page 5 DI.A Page 167 of 171 hearing and compliance with certain statutory procedures, the consideration out of sequence could cause challenges to action taken by the City Council with respect to that subject matter. 9. Increased workloads resulting from Council Committees. The use of Council Committees obviously involves extra meetings in addition to those regular City Council meetings and City Council Study Sessions.The attendance of Councilmembers at those meetings and the efforts to schedule them when they are convenient involve a lot of time. Additionally, the staff effarts to prepare for the meetings and to attend the meetings also involves a lot of time, taking care of such things as preparing agendas, packets and minutes, and scheduling meetings and notifying attending attendees. Particularly where some issues involve consideration by more than one committee,that staff time and the information presentation causes a duplication of efforts.The additional time investment by staff for Council Committees results in a cost to the City, which, although not necessarily as visible, is real and is something which makes it appropriate to consider the effediveness and efficiency of the Council Committee approach. 10. Interference with coordination among City Departments. Just as issues may be of importance to various City Councilmembers, so too are a number of issues of importance to a variety of departments of the City. However, the Council Committee review process tends to prevent effective coordination among interested City Departments. This is the case because the Council Committees tend to operete independent of each other. Because the staff persons who represent a particular Council Committee would reasonably be expected to follow an issue as it progresses through that Council Committee, the "cross-over' to other stafF or to other departments for their review may not be available until a time when involvement by other staff or departments would be untimely, inconvenientand/or less conducive to an efficient review or evaluation. In order to assure the soonest involvement of all interested staff and departments in issues affecting them, these issues should not be considered in Council Committee,but rather by the entire Ciry Council. Because the interest or importance of an issue to a particular department may not be immediately evident, and in fact may not surface until it is considered and discussed by members of the City Council, the place for such consideration should be aia City Council Study Session. That would also help assure the City Council of a more thoroughly considered review and evaluation of all aspects of the issue, from the perspective of all City Departments. Again, it would enhance the teamwork among City Departments that is so vital to effective City operetions. The smoother things'work from a City staff - teamwork perspective, the fewer problems there should be for the City Council to have to address. 11. Limitation on Public Access. It is not possible for interested citizens to always be able to attend all meetings at City Hall, particularly those meetings that are generally held during the normal work day, or that are held less frequently and/o scheduled less regularly. That is the case with Council Committee meetings, even though members of the public are welcome to attend such meetings and the meetings are "open public meetings." Often, Council Committees meet during the day, and on a number of occasions the Council Committee meetings need to be re- scheduled and moved to different dates and/or times because of calendar conflicts.That lack of scheduling uniformity, which is different than the scheduling of regular City Council Meetings and City CouncilStudy Sessions, makes it more difficult for members of the public to know when the committee meetings will be held, and therefore harder to be able to plan to attend. Interested citizens who want to watch the process or track a City related issue would be,from a practical standpoint, deprived of an effective opportunity to follow the proceedings of a Council Committee. Particularly since such a significant share of deliberations and discussion involving Page 6 DI.A Page 168 of 171 City issues occurs at Council Committee meetings, interested citizens would likely miss that part of the process. What the citizens would see. at the City Council meetings would likely have informational gaps that couldn't be effectively filled without the discussion and the data which was presented at the Council Committee meeting(s). Just as the Council Committee structure promoted an unequal distribution of information to City Councilmembers, it also restricts-the information that would reasonably be available to members of the public. Even though City related meetings don't need to fiave as their first priorities the scheduling convenience of private citizens, nor the widest distribution of information about City action, those are important goals that are hampered by the current Council Committee structure. CQNCWSION Although there may be a need for the City Council to be able to create Council Committees and to have such committees consider and evaluate certain matters on behalf of the whole City Council, it would seem that the Council Committee structure should be amended to reflect the changes that have occurred since the City's initial incorporation, including the increased City staff, increased scope of City services and creation of the various City Boards and Commissions. Perhaps those Council Committees could be utilized to evaluate speciflc projects, rether than ongoing issues or matters which require action or concurrence by the full City Council. Mowever, because of the problems that have been identified above, it would seem that the time has come for the City Council to utilize City Council Study Sessio"ns instead of the current Council Committee approach. The use of City Council Study Sessions instead of the Council Committees to consider matters would allow the City to respond faster to matters abou4 which it will be taking action, help to assure a more equal distribution of information involying Council action, and promote greater efficiency in City operations. Again, even though the Council Committee structure was created asthe only reasonable way to handle City affairs when there were no staff members, and the committees were developed to address specific projects and areas of municipal function faced by the City of SeaTac in its infancy, the City has grown to a point where the issuescoming before the City Council may be addressed more expeditiously and e ciently through Study Sessions ra4her than Council Committees. The development and evolution of the City to a point which prompts a change away from the Council Committee approach shauld not be seen as a negative commentary on the use of the Council ommittees in the past. Rather, it needs to be recognized that the City would not be where it is today without the very important work already done by the City Councilmembers, much of it being done through Council Committees. Page 7 DI.A Page 169 of 171 ATTACHMENT 23 DI.A Page 170 of 171 Auburn City Council Regular Meeting/Study Session Alternative Business Practice Conceptual Format Meetings Format First Meeting of the Month — Regular Council Meeting Second Meeting of the Month — Council Study Session Third Meeting of the Month — Regular Council Meeting Fourth Meeting of the Month — Council Study Session Study Sessions— Key Aspects 2.Hour Timeframe Maximum 5 agenda items Time frame per agenda item -30 to 40 minutes Meeting facilitation — similarto how COW meetings are conducted Agenda Items: Should be related to future policy-making, strategic planning or key state or federal issues affecting current or future City operations Substantive only (e.g. traffic impact fee increase proposal, comprehensive plan update) Non-substantive items (e.g. acceptance of a grant, contract bidding) should go directly to City Council Institute first/second reading business protocol at regular Council meeting: Applicable to ordinances only; resolutions/consent items/contract awards, etc. would still be acted on at only one regular Council meeting: o Ordinance action result in changes to City codes; normally more consideration effort is deemed necessary and beneficial to transparent public process First reading —discussion only at one council meeting Second reading —action at next council meeting or could be a future subseGuent Council meeting depending on Gouncil's discussion and any needed staff follow-up Preserve Councii's right to suspend rules and take action at first reading Provides Council with opportunity to ask questions and get information aYfirst reading DI.A Page 171 of 171