ACTION REQUESTED:
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Communication from the City Manager to Undertake a STRATEGIC PLANNING WORKSHOP with the City Council.
Body
BACKGROUND: The City Council has begun to update their Strategic Plan for 2018-2033. The City Council met in June of 2017 and August of 2017 to update the 15-year Strategic Plan adopted in November of 2015. The strategic plan process was initiated to ensure that the Council, staff, and the public clearly understand the Council’s vision for the future and have a shared policy and management roadmap to achieve it.
The strategic plan includes the following key elements:
• A long-term Vision Statement with defined, value-based principles that describe the preferred future in 15 years for the City of Peoria;
• Four mid-range Goals with measurable objectives that become the major focus areas for the City of Peoria over the next 5 years;
• A plan to realize the Vision and achieve the Goals with an analysis of major challenges and opportunities and specific actions over the next 5 years;
• A Policy Agenda for 2014 that includes a list of top, high and moderate priority actions for the Mayor and Council to address during the next year;
• A Management Agenda for 2014 that includes a list of top, high and moderate priority management and administrative actions for the next year;
• A list of key projects or current management actions to be completed or requiring significant work for the next year;
• A Mission Statement that defines the responsibilities of the City of Peoria; and
• A set of Core Values that establishes how the City of Peoria will operate.
On August 9 and 10, the City Council met in an informal session for the Mayor and Councilmembers to share their ideas on Peoria today and their ideas for Peoria’s future, to provide time for clarification and discussion of each individual’s ideas to provide input for revising the Leader’s Guide 2017 - Working Document. On August 21 and 22, the City Council met in a Workshop to:
1. To provide a common frame for Mayor/Council-City Manager form of city government, strategic planning model for the City of Peoria, and recent trends impacting cities and city governments;
2. To review the performance of the City during the past year, focusing on achievements from the Action Agenda 2015-2016, and other city and departmental successes for 2016-2017;
3. To look at Peoria today and explore ideas for the future - short term [1 year]; mid-range 1-5 years]; long term [15+years];
4. To develop a revised Vision 2032 - a value-based set of principles to describe this Mayor-City Council preferred future;
5. To update the 5 year Plan 2017-2022, including revising the goals (if needed), updating the objectives for each goal - describe outcomes for 5 years, updating the means/value to residents, updating the challenges and opportunities for each goal and determining the most significant short term (one year) challenges and opportunities,;
6. To provide an opportunity to have strategic discussion on critical topics identified during the Background Interviews and the preparatory Workshop; and
7. To refine the Governance Process - Mayor/City Council/City Manager in Action by reviewing/refining Protocol - operating guidelines, and addressing governance topics identified during the Background Interviews and the preparatory Workshop.
The tentative agenda for the November 11 Leadership and Strategic Planning Workshop for Mayor-City Council will be to discuss expectations/key issue/parameters/deliverables and prioritizing actions for 2017-2018; review management in progress - actions currently being worked and require no further action by Mayor-City Council, review major construction projects - currently underway and require no further action by Mayor-City Council. The tentative agenda is as follows:
1. Opening Comments
a. Mayor
b. City Councilmembers
c. City Manager
2. Workshop Purposes, Agenda, Groundrules
a. Review
b. Finalization
3. Plan 2017-2022 Finalization
a. Objectives
i. Review
ii. Discussion
iii. Modifications
iv. Priority [if necessary]
b. Actions 2017-2018
i. Discussion
ii. Expectations: Outcomes and Time Frame
iii. Key Issues
iv. Parameters for Staff
v. Deliverables: One Year
vi. Policy Actions [requiring policy, direction, funding, adoption] one year initial Priority
vii. Management Actions [management Initiatives requiring Mayor and City Council action]: one year initial Priority
c. Management in Progress 2017-2018
i. Status
ii. Discussion
d. Major Projects 2017-2018
i. Status
ii. Discussion
e. On the Horizon 2018-2022
i. Review
ii. Discussion
4. Action Agenda 2017-2018
a. Policy Agenda 2017-2018: Top Priority, High Priority
b. Management Agenda 2017-2018: Top Priority, High Priority
5. Final Comment
a. Mayor
b. City Councilmembers
c. City Manager
FINANCIAL IMPACT: The Strategic Plan outlined Council priorities and were used in preparation of the 2018-2019 Biennial Budget.
NEIGHBORHOOD CONCERNS: The Strategic Plan will take neighborhood concerns into consideration.
IMPACT IF APPROVED: The Council will outline the direction they want to head for the future.
IMPACT IF DENIED: Council will not articulate a vision for 2018
ALTERNATIVES: n/a
EEO CERTIFICATION NUMBER:
WHICH OF THE GOALS IDENTIFIED IN THE COUNCIL’S 2014 - 2029 STRATEGIC PLAN DOES THIS RECOMMENDATION ADVANCE?
1. Financially Sound City Government, Effective City Organization
2. Grow Peoria: Businesses, Jobs, and Population
3. Attractive Neighborhoods with Character: Safe and Livable
4. Vibrant Downtown: Riverfront/ Central Business District/ Warehouse District
WHICH CRITICAL SUCCESS FACTOR(S) FROM THE COMPREHENSIVE PLAN DOES THIS RECOMMENDATION IMPLEMENT?
1. Reduce crime.
2. Improve District 150.
3. Grow employers and jobs.
4. Invest in our infrastructure and transportation.
5. Support sustainability.
6. Reinvest in neighborhoods.
7. Keep taxes and fees competitive.
8. Have an efficient government.
DEPARTMENT: City Manager's Office