2018 Jun 13 - CC MIN SPC (Strategic Planning) SPECIAL MEETING OF THE EL SEGUNDO CITY COUNCIL
WEDNESDAY, JUNE 13, 2018, 8:30A.M.
EI Segundo Clubhouse
(Located at Recreation Park)
300 East Pine Ave., EI Segundo, CA 90245
(Strategic Planning Workshop)
8:30 A.M. SESSION
CALL TO ORDER — Mayor Boyles at 8:31 AM
PLEDGE OF ALLEGIANCE — Council Member Brann
ROLL CALL
Mayor Boyles - Present
Mayor Pro Tem Pirsztuk - Present
Council Member Brann - Present
Council Member Pimentel - Present
Council Member Nicol - Present
PUBLIC COMMUNICATIONS — (Related to City Business Only) — 5 minute limit per person, 30
minute limit total)
See Continued Meeting Minutes for Public Comments
SPECIAL ORDERS OF BUSINESS:
1. Consideration and possible action regarding a strategic planning workshop resulting in City
Council receiving and filing of staff's discussion, analysis, and recommendations for the
Fiscal Year 2018-2019 Strategic Plan in preparation for the FY 2018-2019 budget. The
session will include the following matters:
a. Welcome by the Mayor— Drew Boyles, commented on the day and the accomplishments of
the Council.
b. Comments from the City Manager—Welcomed everyone, thanked those involved in the
Strategic Planning Session and announced his retirement, June 30, 2019.
c. Review agenda and objectives for today — Jan Perkins, Management Partners Facilitator,
gave an overview of the agenda for the day. Rules for the day; Engage Fully, Listen to
Understand, Seek Consensus, Stay Focused, Assume Good Intentions.
d. Icebreaker: Heike Fallon — Engaged the group in an exercise to get everyone moving for a
long day of Strategic Planning.
e. Brief comments by Department Heads regarding planned and desired changes and
improvements in their departments;
Chief Whalen (PD) — Recruitment and retention (Succession Plan)
MINUTES OF THE SPECIAL COUNCIL MEETING
JUNE 13,2018
PAGE NO. 1
Chief Donovan (FD) — "Sharpen the Saw" — Continue employee/leadership
development
Charles Mallory (IT) — Create a service oriented department. Execute the Technology
Master Plan, Evolve the Master Plan, SAS (Software of Service) bring into the
Strategic Plan in the next few years.
Meredith Petit-(RP) — New vision statement, "We engage, We inspire, We play"
Sam Lee (PBS) — Open and transparent, open to change, RFP — Permit System,
Build the Business Permit Center, Continue to improve zoning, recruitment, retention
and succession.
Melissa McCollum (L)— Cultivating a Culture of Service and Innovation, which
includes completing 1St Floor remodel, upgrade technology (self-checkout, wireless
printing, expanded digital collection, laptop kiosk and online booking for community
rooms) and Community Outreach in order to better serve the community's needs.
Joe Lillio (F) — Continue to enhance customer service — 24 hours a day, continue to
address the pensions, continue to maintain fiscal sustainability, continue professional
development.
Human Resources — Recruitment and developing an employee engagement program
Recess at 10:18 AM
Reconvened at 10:31 AM
f. Present brief overview of financial outlook for FY 2018-19 - Joe Lillio, Finance Director, gave
a brief overview of the FY2018-19 Plus 5-Year Forecast. A comprehensive Budget Session
is slated for July 17, 2018, with follow up meetings in August and September.
g. Status report on current Strategic Plan priorities and key performance indicators (KPIs)
(Refer to attached Exhibit A — Status Report on the Current Strategic Plan Priorities)
Group discussion — See Jan Perkins, facilitator, notes attached.
Several departments gave examples of current KPI indicators as it applies to their
departments; Fire, Police and Public Works.
Employee survey overview— Greg Carpenter
Lunch Break at 11:53 AM
Reconvened at 12:30 PM
h. Discussion and direction on Strategic Plan priorities for FY 2018-19
(Refer to attached Exhibit B --Council member and Staff Priorities for FY 2018-19)
Group discussion on Current Goals developed at last year's Strategic Planning
Session; add Communication to Goal 1.
Group Discussion on the City's goals/priorities as identified with Jan Perkins prior to
today's meeting. — See Jan's notes attached.
Group discussion surrounding Committee's, Commission's and Board's expectations
from Council. Hold a meeting with Council and/or several Council Members and the
Chairs for a discussion on expectations.
Mayor Boyles read a letter into the record from Kelly Watson, resident, pertaining to
the City's transportation situation.
MINUTES OF THE SPECIAL COUNCIL MEETING
JUNE 13,2018
PAGE NO.2
Council dot voted the priorities within each of the 5 Goals. See Jan's notes attached
for results.
Council consensus to revisit the priorities/non-priorities identified with the Dot voting
at Mid Year.
Council directed staff to create 1-3 KPI's per Goal present back to Council at the July
17, 2018 Budget session.
i. Wrap up and next steps
Each meeting participant gave a one sentence wrap-up of what they will take away
from today's meeting.
2. Council may raise other issues related to staff's preparation of the FY 2018-2019 Strategic
Plan.
Attached are detailed notes from Jan Perkins, facilitator, on the day's session.
ADJOURNMENT at 2:32 PM
Trac We er, City Clerk
Y
MINUTES OF THE SPECIAL COUNCIL MEETING
JUNE 13,2018
PAGE NO.3
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July 2018
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Council Priority Setting Workshop
Table of Contents Management Partners
Table of Contents
WorkshopReport.................................................................................................................................1
WorkshopOverview................. .....». »,» ...,,,..»»,,....,,»...,,.....,...y...,.....................o..,..,..d,,.........»»..,1
Workshop Participants...........................................................................».,,», 2
Mayor's Comments......................................................................», ... »„,»,,..,,..,..»,,....,.,.,...,.....y..3
CityManager's Comments.................................».».., .».....,,,...........................,.»..........................4
Icebreaker....................................»,........,......,....,.,.,.........,,,...,..,,.,.».,,,, ».,».,,,».,»,,. .,,,.,..................5
Roles of City Council and Staff in Strategic Planning...............................„.....,»..,.,..,»,.»..»,.......5
DepartmentPlans/Visions..................................................................................................._»,»,.6
FinancialOverview........................................................................»...,,, »,,, ,.»»,,,.,,,»,,...,...,,......,..8
Key Accomplishments and Current Strategic Plan Priorities..................................................8
Key Performance Indicators..........................................................................................__,»».».»9
Employee,Resident, and Business Surveys.........................................»,,,,,»»,..,»,.,»,,,»..,,.....,,,,,10
Multi-Year Goals........................... .................,.,.,»,,.......».».....,.................,...„11
Priorities................................ ................... »».»,,... »..».........,............................................,,,__.»,12
Preparing the Update to the Strategic Plan........»,,,».,,,,».,,»».....................................................14
BikeRack......................................................................__ ...,....».......»»...»,,,..».,.....,............,.,.,.,..14
WrapUp and Next Steps............................................................................. ,» ,,,,,»,.,.,,........14
ClosingComments......................».....,,....,..,,.,..........,,.»,.,.,..,».»»,.,.......,..,,..................................15
i
Council Priority Setting Workshop
Workshop Report Management Partners
The City of El Segundo held City Council strategic planning workshop on
Wednesday,June 13, 2018 at the George E. Gordon Clubhouse in El
Segundo, from 8:30 am—2:30 pm. The workshop provided an
opportunity for Councilmembers and the executive team to review
strategic planning roles,understand the status of the current strategic
plan, review key performance indicators (KPIs), and determine priorities
for the upcoming year. This report contains a summary of the results of
the workshop.
Jan Perkins, Senior Partner with Management Partners,facilitated the
workshop.
Workshop Overview
Objectives
Understand
department heads' Understand
plans and visions financial outlook
for change and
improvement
Understand Consensus on
progress of current priorities for FY
priorities and KPIs 2018-19
Strategic
direction
Agenda
• Welcome by the Mayor
Public comments
Icebreaker—Heike Fallon
Comments from the City Manager
Review agenda and objectives for the day
a Discussion of strategic planning and roles
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Council Priority Setting Workshop
Workshop Report Management Partners
• Department head presentations about plans for their departments
• Financial overview
• Status report of current strategic plan priorities and key
performance indicators (KPIs)
• Discussion of strategic plan priorities for FY 2018-19
• Wrap up and next steps
Workshop Ground Rules. At the start of the workshop, the facilitator
suggested several ground rules to help the group have a successful
workshop.
• Engage fully
• Listen to understand
• Seek consensus
• Stay focused
• Assume good intent
Workshop Participants
Council Members
Mayor Mayor Pro Tem Council Member
Drew Bo les Carol Pirsztuk Don Brann
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Chris Pimentel Scot Nicol
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Executive Management Team
• Greg Carpenter, City Manager
• Joseph Lillio, Finance Director
• Ken Berkman, Public Works Director
• Christopher Donovan,Fire Chief
• Sam Lee,Director of Planning and Building Safety
• Charles Mallory, Information Services Director
• Melissa McCollum, Director of Library Services
• Meredith Petit,Director of Recreation and Parks
• Bill Whalen, Police Chief
Workshop Preparation.In preparation for the workshop,Jan Perkins
conducted individual interviews with each member of the City Council,
facilitated a workshop with the executive team to discuss departmental
needs and worked with staff on various materials for the June 13 session.
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Mayor's Comments
The workshop kicked-off with a welcome from the Mayor. He suggested
the City make a point of taking time to focus on their "wins" and he
highlighted the following items.
• Employee engagement survey
• Talented people around these tables today
• We have five strategic objectives we're rallying around
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• We've started installing a performance management culture with
metrics
• Addressing pension costs
• Net promoter score
• New technology and positions for crime reduction
• New investment in technology
• Committees, commissions and boards with"bottoms up" mindset
He then noted several issues that may present challenges in the future, as
follows.
• Change management
• Changing fees
• Get ahead of technology
• Communication with constituents
• Prepare for catastrophes
• Become more aware of how we are perceived as an employer
• LAX issues
• Become known as the"most important 5 miles in the SoCal
economy"
City Manager's Comments
The City Manager provided opening comments,which included
emphasizing the importance of the day's session. He noted that the
workshop was important to department heads for alignment,
understanding, and direction from Council. He also announced that his
retirement will occur on June 30,2019.
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Icebreaker
Following the opening comments from the Mayor and City Manager,
local resident Heike Fallon led the group through an energetic opening
exercise to help everyone get ready for the day.
Roles of City Council and Staff in Strategic Planning
Facilitator Jan Perkins reviewed the strategic planning roles of City
Council and staff,which are shown in this graphic.
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Comments were offered by Councilmembers and staff, as follows.
• It is important for us to all buy-in to the roles on this slide.
• We (as Council) could do a better job of assisting staff by letting
them know what we expect on staff reports when we are changing
policy.
• A communication plan needs to be created for any change we are
making. It should not be an afterthought;need resources.
• We would benefit by having job descriptions for city council,
committees, commissions, and boards.
• We could do a better job of providing more information,
communication; could have more study sessions to discuss issues
as a way to move things forward.
• Staff needs to know what the right amount of information is
needed in staff reports;possibly redesign the template to have
categories of information needed.
• Part of change management is getting people to buy in to the
benefit of the change.
• A graphic should show an arrow going both ways between
Council and staff;need to add the committees, commissions and
boards to the graphic. City clerk and treasurer also need to be
shown.
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.........................
City Council Committees,
Commissions Boards
FClityExecutives and City Clerk
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Department Plans/Visions
Each department head shared the major areas of focus for their
departments over the next few years. A summary of the department
comments is presented in Table 1,below.
Table 1. Department Areas of Focus
• Recruitment and retention
Police • Crime analyst brings us to another level of solving crimes
• Focus is on"sharpening the saw”
• Employee and leadership development
• Health and wellness(mental, physical,environmental)
Fire • 3-5-year accreditation—self assessment,internal evaluation
•' Execute the current Technology Master Plan
Information • Will evolve the master tech plan in light of evolving trends
Technology • Focus is on creating a service-oriented department
• "We engage,we inspire,we play"=new vision statement
• New software to reach out to community
• Inspire staff and volunteers
• Back to basics in recreation
Recreation and • "Skate toward where the puck is going to be not where it has been.
Parks Wayne Gretzky
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• Complete the facility condition assessment
• Improve solid waste and trash collection program
Public Works • Complete water-and sewer rates study with Finance
• Be more open,transparent,economic vitality,adapt to change
• Changes to provide better service
o New permit system(for all department involved)
o Building our new one-step business center
Planning and o Continuous improvement in our approaches
Building o Concentrate on recruitment,retention,succession
i Cultivate a culture of service and innovation
i Library modifications
• Upgrade technology for customer service
w Arts focus
Library • Remove barriers to library access
• Enhance customer service via virtual city hall
0 Strategically address rising pension costs
• Focus on financial stewardship and sustainability(examine business
models, legislation,ballot measures)
Finance • Professional development and certification of staff
• Hire a director and reimagine the HR function
Human • Successfully recruit talented employees
Resources • Employee engagement
Following the department presentations, Councilmembers provided the
following comments.
• We've come far; strategic planning has become ingrained-clear
visions of departments.
• Create overarching goal and who it is to benefit.We exist to serve
our residents-ask why we are doing what we're doing.
• There is a theme about how information flows around the city.
• Would be good for each department to have an overall plan at the
start of each year, so that as pieces come forward,Council can
clearly see how they fit.
• All three of these are required in making progress:
=> Momentum
=> Alignment
=> Accountability
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Financial Overview
The Finance Director presented a brief overview of the City's financial
outlook, to help establish a shared understanding of the City's financial
capacity to accomplish goals and desired service delivery. He reviewed a
five-year forecast,budget assumptions,rising pension costs, and
upcoming financial decisions.
Key Accomplishments and Current Strategic Plan Priorities
Jan reviewed the key accomplishments that were highlighted during the
Council interviews. Among the accomplishments that were mentioned
are the following.
• Addressing pension liability
• Starting technology improvements
• Employee, resident,business surveys
• Downtown improvements
• New businesses
• Centennial celebration
• Measure C
• Sepulveda renamed to PCH
• Agreement with school district about aquatics center
• Increasing property values
• Planning code changes
• Labor contracts negotiated
• New department heads
• Executive performance evaluations
Then the group discussed the status of the current strategic plan
priorities. The purpose of this discussion was to share an understanding
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Council Priority Setting Workshop
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of the progress that has been made on the priorities that were set last
year, and other activities in the strategic plan.
There were 59 activities in the prior strategic plan. Of those, 16 have been
completed,for a 27%completion rate. All but two of the other activities
are underway, and those two have a planned start day in FY 2018-19.
It was noted that there is still much work to do, and that the City needs to
enhance leadership, technology, and engagement.
Key Performance Indicators
Each department is tracking key performance indicators (KPIs) to help
inform the decision making process,make changes, and highlight
improvements. Examples of KPIs for Fire, Police, and Public Works were
presented at the workshop, and are described in Table 2,below.
Table 2, Sample Key Performance Indicators
Fire • Response time
o NFPA 1710 response time standard
o We are hitting the mark
o Identified some delays from time call hits dispatch center to
times it is dispatched;going to a pre-alert system to cut time
o Looking at other technology improvements to save on
response times
Police • Part 1 crimes
o The key to how a police department is judged
o Not a huge data set
o With the data,we...
■ Reinstated community police officer(homeless
response plan,trends)
Brought a crime analyst on board to be a resource to
detectives
+� Patrol officers are focused on crime
Public Works • Pothole and sidewalk repair KPI's
o Pothole repair within a day(24 hrs.)
o Before the rainy season and each storm,we proactively
repair potholes
o Sidewalk trip hazards—proactive inventory and repair,and
excellent repair turnaround times(24-48 hr.turnaround)
o These KPI's are addressed in our capital program as well
o KPI tracking tells us we are deploying our resources correctly
o We track labor hours spent
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Following the short presentations by the Fire Chief, Police Chief and
Public Works Director, the following comments were offered.
• The City of Santa Monica's performance management person is a
local resident and is on our Technology Committee;providing
helpful advice
• KPIs are a "work in progress"
• Staff will come back to Council to delete/add KPIs
• A measure of how well informed people feel they are (residents)
KPIs for Goals: The Council asked that one to three KPIs be developed
for each of the five goals. Those will be included in the updated strategic
plan document.
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Employee, Resident, and Business Surveys
The City Manager reviewed action steps on the employee, resident, and
business surveys that were conducted earlier this year. Comments from
the group included:
• Council wasn't viewed favorably, so what are tangible ways to
address it?
• We should reframe some questions to get deeper answers
• Do the surveys each year, use it to help change the culture and
improve operations
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• Public sector recruitments are difficult so what can we do to make
our jobs more attractive;the employee survey should help us
understand that
• Need to act on what we heard
• We are now implementing implement transaction-based surveys
• Need the key components/results of surveys in mind as we
develop implementation
• October of each year for next round of annual surveys
Multi-Year Goals
The group discussed and confirmed the current five broad goals in the
strategic plan,with one change to Goal 1.The change in Goal 1 was to
add the word "communications" and is shown in:etill.
El Segundo's multi-year goals, and associated objectives, are listed in
Table 3 below.
Table 3. Multi-Year Goals and Objectives
Goal 1:Enhance Customer 1.A. EI Segundo provides unparalleled service to internal
Service,owd Engagement and and external customers.
oumunicat'kvis 1.13. EI Segundo's engagement with the community
ensures excellence.
Goal 2:Support Community 2.A El Segundo is a safe and prepared community.
Safety and Preparedness
Goal 3:Develop as a Choice 3.A EI Segundo is a city employer of choice and
Employer and Workforce consistently hires for the future
3.6 The El Segundo workforce is inspired,world-class,
engaged,with increasing stability and innovation.
Goal 4:Develop Quality 4.A.EI Segundo's physical infrastructure supports an
Infrastructure and Technology appealing,safe and effective community.
4.13 EI Segundo's technology supports effective,efficient,
and proactive municipal operations.
Goal S:Champion Economic 5.A EI Segundo promotes community engagement and
Development and Fiscal economic vitality.
Sustainability 5.13 EI Segundo approaches its work in a financially
strategic and responsible way.
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Priorities
Through dot-voting,Councilmembers indicated their priorities for the
next fiscal year. Each Councilmember received six dots, and placed them
next to their priorities, which were sorted by goal.
Eight items received at least 3 dots are listed below, under the associated
goal. These are all Tier 1 priorities.
Ties. Priorities. Sorted b "Goal
Goal 1: Enhance customer service,engagement and communications.
• Clarify roles and expectations of the Council, committees,
commissions,boards, subcommittees and task forces.
• Develop an effective strategy for improving communications with
the public.
Goal 2: Support community safety and preparedness.
• Implement strategies for recruitment and training of police
officers.
Goal 3:Develop as a choice employer and workforce.
• Develop a new approach to human resources that will position the
City for being a choice employer and meeting future workforce
needs.
Goal 4: Develop quality infrastructure and technology.
• Implement planned technology projects.
• Focus on improving City facilities through completing the
condition assessment and making improvements.
Goal 5: Champion economic development and fiscal sustainability.
• Continue to implement a strategy to shrink pension liabilities.
• Continue on a sustainable financial path and solve future
structural deficits.
The complete list of Tier 1 and Tier 2 priorities for FY 2018-19,sorted by
goal, are shown in Table 4 below.
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The Tier 1 priorities are listed first under each goal and are highlighted in
yellow'. The other items listed without highlighting are Tier 2 priorities.
Table 4. FY 2018-19 Tier 1 and Tier 2 Priorities Sorted by Goal
Goal 1: Enhance customer service and engagement
(1) Clarity roles and expectations of the Council,committees,commissions,boards,subcommittees and task forces.
1 (2) Develop an effective strategy for irnproving communications with the public.
(3) Strengthen relationships between Council, executives and staff.
Goal 2:Support community safety and preparedness
1 Implement strategies for recruitment and training of police officers.
(2) Increase community awareness of the need for preparedness;increase the number of people who are prepared
for disaster and involved in CERT services we offer.
Goal 3: Develop as a choice employer and workforce
(1) Develop a new approach to human resources that will position the City for being a choice employer and meeting
future workforce needs.
(2) Complete current labor negotiations.
3 Improve our employees' experience in our organization and enhance employee/management relations,
O Conduct a review of part-time classifications and wages to ensure the City can attract and retain needed staff,
(S) Fill vacant positions in order to provide needed services to the community.
Goal 4: Develop quality infrastructure and technology
(1) Implement planned technology projects.
1 (2), Focus on improving City facilities through completing the condition assessment and making improvements.
3 Di Itize document imaging of historical plans and records for public accessibility.
(4) Implement new EOC software.
LUS Monitor the desalinization plant project of the water district.
Goal 5:Champion economic development and fiscal sustainability
('1) Continue to'implement a strategy to shrink pension liabilities.
(,2) Continue on a sustainable financial path and solve future structural deficits.
(3) Identify new revenues.
(4) Implement downtown improvements; re-imagine the downtown
(5) Economic development; define who we want to attract and why.
( ) Strategy to get relief from low property tax;enlist partner cities;work toward a future statewide ballot measure.
1 ('7) Create a development fee for the arts on development to help with economic development.
(8) Negotiate trash contract.
(9) Golf Course request for proposals process.
(10)Review business license tax.
(11)Evaluate creating a risk manager position.
(12)Advocate for City's interests regarding LAX.
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Opportunities To be Discussed During Mid-Year Update
The following items did not receive Council support for Tier 1 or 2, and
are opportunities for discussion during the mid-year update.
• Build connections and partner with organizations that facilitate
mentoring between seniors and young people.
• Build connections and partner with organizations that foster
civility in the community.
• Streamline contract processes.
• Start the General Plan update process
• Evaluate the city-provided transportation program and provide
recommendations (what is the current program and plan)
Preparing the Update to the Strategic Plan
City staff will prepare an update to the strategic plan. In the update, the
following steps will be taken:
• Remove items that have been completed or integrated into
ongoing work of departments.
• Refine wording, as needed,on items that remain to reflect current
plans.
• Integrate the new items from the June 13, 2018 workshop, as
reflected in Table 4 above.
Bike Rack
The following items were added to the bike rack during the workshop.
They will be addressed at a later date.
1. Process for considering something outside the strategic plan—it
will be brought to the Council for an intentional decision.
2. Grant writer to be discussed during budget process.
3. Staff to bring to Council one to three KPIs for each of the five
goals as part of the updated strategic plan.
Wrap Up and Next Steps
To conclude the workshop, the group reviewed that will occur after the
workshop,which includes preparation of this report by Management
Partners and a series of steps by staff, as follow.
• Preparation for the budget study session in July;
• Preparation of the FY 2018-19 budget;
• Development of 1 —3 KPIs for each of the five goals; and,
• Preparation of an updated strategic plan document.
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Closing Comments
Brief comments about the value of today were offered by
Councilmembers and staff, as follow.
• We're getting better;need teambuilding
• Helped with understanding
• Helps with context
• Openness regarding employee engagement survey
• Clear goal setting helps communication
• Alignment;retreat in the future for the team (DISC or similar
exercise)
• Appreciate clarity
• Communications
• Alignment—desire for common goals and priorities
• This is great teambuilding;working with staff and council,
workload
• Alignment, communication, civility, support,greater trust
• Everything is somewhat a priority;we care about it all
• Baseline information thru surveys and look forward to
improvement
• We're now getting into the strategic planning; still working on it;
appreciate the support and tolerance if we're not hitting 100%;we
must follow up with employees
• Appreciate the open forum and communication;helpful to have
City Council alignment
• Opportunity to be better in our roles, inclusive
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