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City Council Workshop April 8, 2024
WITH UPDATES TO STATUS (COLOR) AS CONTEXT FOR 7/22 RETREAT
Oveirviiew
40 2024 Strategic WorkplanStatus
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Strateg'i�c Wor-kplan.
Pv,,f Portn,
ownsend
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Prioritize professional and skills development opportunities for staff and Councilmembers 3
Continue to embed High Performance Organization (HPO) training and framework into the organization as a whole 3 V
Develop and launch an engagement survey for all staff to repeat annually alongside regular management training to work through and build on results 3 V
Bolster staff recruitment approaches, tools and resources 3 V
hprove VT infrastructure, robustness and cybersecurity 2 V
(Enhance and improve the City°s preparedness for disasters, including a continuity of operations plan & training, and drills 2 V
General government collective bargaining agreement 1
Evaluate staffing needs and priorities 2 V
Tier 1 = must do (legal, legislative, grant requirements)
Tier 2 = strategic priority
Tier 3 = desirable/nice to have
FS1= Implements Financial Sustainability Initiative
Status = on track, delayed, or off track
t 1
22 0 24 S 111:, C Wo r 1< I a n
Develop integrated communications strategy
Further produce "How Your City Works" programs and materials
V
Roll out a year -long community kindness (or play like PTAC suggested) campaign with tangible and visible participatory elements 9 3 V
Develop a (paid) volunteer day for staff to encourage local engagement in ways different than regular staff duties and functions
V
Develop residents leadership academy to train the advisory bodies, volunteers and city councilmembers of the future in core city business 3 V
Ownsend
t 1
22 0 24 S 111:' C Wo r 1< [:11) 1 a n
Deliver Council actions from FSI and continue to plan further into the future 2 y V
Revise budget schedule, process and reporting with integrated software tools to better streamline workplanning and budgeting 3
Address streets, parks, facilities funding needs and prioritize investments, considering future year priorities and phased investments (i.e. Library Strategic Plan, 2 y
Parks Foundation, etc.)
Facilites Assessment and create facilities ERR funding program 2 y
Implement Comp. Streets - TBD for Streets, fees, REET 2 Y
Explore options presented in the housing white paper for implementation 2 y
Economic Development - Housing Infill 2 y
Economic Development - Glen Cove UGA and Annexation coordination with the County 2 y
Economic Development - Improve commercial intensity 2 Y
Ownsend
11t
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111mWo r<mu11�m1 "
Continue to develop, implement, and refine code and comp plan changes to help unlock and inspire affordable, dense, quality infill development
Implement the community's vision for Evans Vista neighborhood and deliver infrastructure to make it development -ready
Evans Vista - Mill Road Lift Station
Develop RFP for Evans Vista phased development
Implement community's golf course vision
Decision and implementation of sustainable park funding
Implement community's vision for aquatics/wellness center
Update capital facilities plan (including parks capital plan with masterplanning of some parks) as required for 2024
Develop an open space plan including 2025 camp plan update assessment of buildable lands inventory/land capacity analysis
Revisit Tree Conservation ordinance for private property and tree retention policies for right of way
Coordinate with the ICG and agency partners on capital facilities of regional significance and work to bring in state and federal support for us all
Nurture our relationships with PT Main Street & other community partners to deliver new placemaking initiatives, projects, and infrastructure
Create policy for upgrades to fleets, facilities and infrastructure to deliver climate resilience and reduce emissions
Actively advocate for our priorities at state and federal level via our legisative agenda (consider lobbyist contract?)
Non -motorized Plan update
RCO grant planning and applications (for 2024 cycle)
Streets improvements concept plans (like Washington St, San Juan/F, Hastings, Admiralty)
Mill Road Roundabout
Complete Shoreline Master Program and Critical Areas Ordinance updates
Develop strategic plan and pathway toward accreditation for Police Department
1 Y
J
1 Y
J
1 Y
J
2 Y
2 Y
J
2 Y
J
2 Y
J
1 Y
1 Y
J
3 Y
J
3
J
3
J
3
3
J
2
2 Y
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2
2
1
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2
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t 1
22 0 24 S 111:' C Wo r 1< I a n
Develop strategic action plan for housing, including housing assessment and inventory
Determine a strategic direction, approach to and implementation of parking management with a focus on the downtown core
Determine the future of the Carmel Building/Cherry Street property
Determine an approach to deer management in partnership with State Fish & Wildlife and begin taking action on the decision through implementation
Coordinate with Port, CAC, and other agencies on planning a response to sea level rise including waterwalk and BRIC application
Y
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V EM
V
Ownsend
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Discovery Road
1
V
Library capital projects bathrooms
1
V
Pink House assessment/repair
Z
V
Pope Marine Siding
I
0GVVSPipeline Condition Assessment to prioritize Phase 1 of pipe replacement
1
V
Solicit funding through grant applications and legislative coordination
3
V
Coordinate with partner agencies on mu|tijurisdication projects (unforeseen)
3
V
Open space planning - Jefferson Co. Land Trust
3
V
Transit planning between downtown and Fort VVon6enwpartner agencies
3
Sims Way Construction ' Port and PUD
3
V
Water Street Sewer Replacement
1
Secure permits for outfa||project
1
V
Implement preventative pipe nahabi|iationand rep|aomentthrough general sewer and water capital programs
Z
Inventory public art and consider links to functional plans, maintenance planning for artworks, infusion of art into infrastructure projects
3
V
ADAtransition plan Parks and Facilities
l
S54AGrant -P|aceho|der/|ouationTQD
3
Lawrence Street Stormwater(Combined Sewer Overflow elimination) Harrison to Monroe
l
Grant applications
]
V
Complete 282Iand I023Banked Capacity Projects
1
Y V
2024Paving Projects (TBDfunded)
I
Y V
Tyler Street Overlay
1
Standpipe Reservoir RecoatingDesign
Z
ODTand 0GVV5land acquisition
1
V
HS|P-Diac.AndSheridanpnoject
1
Continue torefine Engineering Design Standards
I
12 V
Demolition ofGolden Age Club and Parks House
Z
Mountain View Lease updates
2
Y
22024
wt" V, 1 Wo rm,
1I n w.,-
... The 90°0 of Everything Else to Serve Our Community — critical
operations, ongoing statutory responsibilities, core City functions
Legal services
Insurance and risk management
Records management
Responding to public records requests
Public meetings
Training of elected members, staff and volunteers
• Liaison with Councilmembers and stewardship of political decision -making
• Community leadership and partnership with other agencies and organizations
• Workplan and budget development; integration and oversight of City operations
• Compliance with internal and external policies, regulations and requirements
• Coaching, mentoring and performance evaluation of employees
• Special projects, communication, engagement and advocacy
• Code compliance
• Permitting review and approval
• Building inspections
• Current planning
• Long-range planning
• Recruitment, including development of recruitment strategy
• Union contract negotiations
• Retention, including a retention strategy and employee recognition program
• Performance evaluation
• Employee engagement, engagement survey and manager follow up
• Coaching, mentoring and training programs
• Internal HR-related policy development, application and evaluation
• Facilities management, oversight, property management, rentals and event permitting
• City Volunteer Program, including adopt -a -trail, adopt -a -park and Library/Police volunteers
• Budgets and financial reporting
• Forecasting and financial analysis
• Utility billing and cashiering for variety of City services
• Annual reporting and municipal audits
• Business license compliance and business and occupation tax reporting
• Purchasing administration and accounts payable
• Payroll
• Information Technology — including network security and user support
• Books & material circulation including curbside delivery, databases, e-books
and e-audiobooks, children's web resources, grab bags, interlibrary loan
• Programs and events, including virtual programming, youth programming
and adult programming
• Staff response to patron requests and associated services
• Access to technology
• Emergency response
• Patrol, investigation
• Special events
• Emergency preparedness
• Records requests
• Policy development and refinement
• Street maintenance, operations and programming
• Stormwater operation and maintenance
• Wastewater collections and treatment and compost
• Management of trash collection and recycling
• Drinking water treatment and distribution
• Engineering, major capital projects
• Development review for infrastructure extension
• Right of way management including urban forestry
• Fleet operations, maintenance, and replacement
• Management of parks and trails systems
111t
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Let's remember to anticipate
and irresistible opportunities
Potential litigation
i
1Unexpected partner decisions/constraints (Chamber and Visitor Center)
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2025 Strategic r�
2025 Core Focus: Deepen employee engagement through our all -employee engagement cycle
Also: evaluate staffing needs, priorities, and changes to the labor market
V IIIIII
V V lam
2025 Core Focus: Nurture civil civic dialogue, effective provision of information, and a more productive, active, and positive partnership with our community
V V
Also: begin website overhaul
lam
INNOVATE OUR SYSTEMS, STRUCTURES & PROCESSES'- Set the City and community up for sustained success through process and
structure improvements and optimization
FSI 2024 $TATus
2025 Core Focus: Coordinated Community Services
V
Also: PEL/interdepartmental coordination
Permitting procedures and technical funding (SB 5290)
V
Fire inspections and business license integration
Financial planning (for return 2026 bond payment)
V
Police strategic plan and path toward accreditation
V
$$ ongoing budget
$$ ongoing personnel policy, budget
$$ ongoing LTAC, social media policy
$$ budget
$$ ongoing financial policies, resolutions, funding
$$ ongoing code update
$ budget, ILA, code
budget
$$ onging rules amendment possibly needed
35
Cj%f
2025 Core Focus: Deliver the 2025-2045 Comprehensive Plan, including: V V
Continue to develop, implement, and refine code and comp plan changes to help unlock and inspire affordable, dense, quality infill development V V
$$$ code adoption, tasking PC, docketing
Implement the community's vision for Evans Vista neighborhood and deliver infrastructure to make it development -ready V V
$$$ one-time entitlements, ILAs, funding
Develop RFP for Evans Vista phased development V V IIIIIIII
$$ one-time proposal selection/land transfer
Develop strategic action plan for housing, including housing assessment and inventory V V IIIIIIII
$$ one-time budget
Explore options presented in the housing white paper for implementation - fee structures, incentives, infrastructure extensions V
$$ one-time code and policy
Economic Development- Housing Infill V V IIIIIIII
$$ strategy approval
Economic Development - Improve commercial intensity V
$$ strategy approval
Economic Development - Glen Cove UGA and Annexation coordination with the County V V
$$ strategy approval
Glen Cove Sewer Study V
$$$ interlocal with Jefferson County
Develop an open space plan including 2025 comp plan update assessment of buildable lands inventory/land capacity analysis V V
$$one-time adopt plan
Urban Forestry Plan / Revisit Tree Conservation ordinance for private property and tree retention policies for right of way V V
$$ one-time (in-house) adopt plan
Complete Shoreline Master Program and Critical Areas Ordinance updates V V
$$$-- -,im, decisions on assets, ILAs
Non -motorized Plan update V V IIIIIIII
$$ one-time decisions, policy, adoption
Rezoning considerations for golf park as per agreement with the Friends V V IIIIIIII
$ adoption
Multi -year Comp Plan implementation (2026+) V
$$ ongoing code and project approvals
PROS update at 6-year cycle (or consider revision and push to 2030?)
$$$ if full revision prioritize and budget allocation
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Other Priorities -Housing/Planning:
- -
Anticipation and planning for the unhoused population's needs V IIIIIIII
$$ ongoing policy setting
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Other Priorities - Transportation:
Mill Road Roundabout
$$$ one-time leg. priorities, grant agmt., ILAJC
Determine a strategic direction, approach to and implementation of parking management with a focus on the downtown core V V
$$$ strategy approval, implementation
Streets improvements concept plans (like Washington St, San Juan/F, Hastings, Admiralty) V
$$ strategy approval
Puget Sound to Pacific/Olympic Discovery Trail - in -town connection to Fort Worden and land purchase near Eaglemount (City Lake) V V
$$$ approve STIP and street concept plans
Grant -related Street projects - Washington/Walker SW, 19th St?, Sims Way at Bishop, SS4A, Discovery/Sheridan, TIB grant? (? = subject to grant receipt) V
$$$ budget approval, construction contract
Complete 2022 and 2023 Banked Capacity Projects V V
$$$ already approved
Continue to refine Engineering Design Standards V V
$$ approval of updated standards
Transportation Benefit District implementation and process for prioritization of investment V V
$$$ budget approval and project priorities
Streets Master Plan V
$$$ plan adoption for code requirements
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36 Page 2 of 6
CiNf
Other Priorities - Parks/Facilities (Community Services):
Address parks and facilities funding needs and prioritize future phased investments (i.e. Library Strategic Plan, Parks Foundation, etc.) V
$$$ authorize implementation
Determine an approach to deer management in partnership with State Fish & Wildlife d
$$ approve mitigation measures (if any)
Anticipated RCO grant implementation (also consider needed 2025 match in budget) V
$$$ grant agreement approval
Inventory public art and consider links to functional plans, maintenance planning for artworks, infusion of art into infrastructure projects V
$$ code update, program policy dev.
DNR grant implementation
$$$ budget
New Public Works facility design V
$$$ budget and concept plan
Facilities Updates - City Hall HVAC, Mountain View HVAC/parking, Library HVAC, elevators (subject to budget and grants) V
$$$ budget
Trails (Volunteer Program, street ends, loop trail)
$ budget
Parks upgrates - Kah Tai Restrooms, Chetzemoka kitchen shelter, demolition of Golden Age Club and Parks house (subject to budget) V
$$$ budget
Pool implementation, dependent on Task Force, Steering Committee, and BOCC determinations V V IIIIIIIIIIIII
$$$ budget, ILA with Jefferson County?
Collaborate with related agencies to stabilize and plan for the sustainable future of Fort Warden State Park V V IIIIIIIIIIIII
$$ ILA
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIffUrl
DDDDDDDDDDDDDDDDDDDDDD➢
Other Priorities - Water/Sewer/Storm:
Standpipe Reservoir Recoating Design V IIIIIIIIIIIII
$$$ construction contract
OGWS Pipeline Condition Assessment to prioritize Phase 1 of pipe replacement V IIIIIIIIIIIII
$$$ budget
Secure permits for sewer outfall project V VIIIIIIIIIIIII
$$$ budget/grant/loan
Wastewater Treatment Plan projects - influent wetwell, SCADA, land acquisition V
$$$ budget, construction contracts
Lawrence Street Stormwater (Combined Sewer Overflow elimination) - Harrison to Monroe V IIIIIIIIIIIII
$$$ budget, grants, construction contracts
Evans Vista Neighborhood - construct Mill Road Lift Station V VIIIIIIIIIIIII
$$$ grant agreements, construction contract
Downtown restroom (subject to LTAC $) V
$$$ budget, siting, construction contracts
Collections systems work - Washington Street sewer repair, Monroe lift station, Holcomb sewer upsize V
$$$ budget, construction contracts
Water efficiency goal setting & (Countywide) Coordinated Water Supply Plan V
$$ approval of goals
37 Page 3 of 6
Foster interagency collaboration, manage risks, and ensure the smooth operation of City government procedures, decision -making and public engagement
(Legal/Clerk)
Legal services
Insurance and risk management
Records management $$ ongoing
Responding to public records requests
Public meetings $$$ one time, $ ongoing
Training of elected members, staff and volunteers
Deliver integrated, strategic and sustainable value from the City organization to the community by developing and leveraging partnerships, enhancing staff and
team performance, providing clear direction, nurturing deep community participation and engagement and ensuring continuous delivery of quality services (City
Manager's Office)
Liaison with Councilmembers and stewardship of their political/policy decision -making
Community leadership and partnership with other agencies and organizations
Marketing the City to the visiting public working with LTAC, contractors, and community partners to do so ongoing
Workplan and budget development; integration and oversight of City operations
Compliance with internal and external policies, regulations and requirements
Creating a high-performance, people -centered City culture; coaching, mentoring and performance evaluation of employees
Special projects, communication, engagement and advocacy on behalf of the City and community
Deliver quality, efficient and customer facing permitting, code enforcement, current and long-term planning to promote opportunity and quality of life in Port
Townsend (Planning & Community Development)
Code compliance
$ ongoing
Permitting review and approval
$$ ongoing
Building inspections
$$ ongoing
Current planning
$$ ongoing
Long-range planning
$$$ ongoing and one-time
Provide required and desired financial reporting and practices, steward preparation and collective oversight of balanced funds and budgets and information
technology needs to ensure the success of all departmental and organizational activities. (Finance & Technology Services)
Budgets and financial reporting
Forecasting and financial analysis
Utility billing and cashiering for variety of City services
Annual reporting and municipal audits
Business license compliance and business and occupation tax reporting
LTAC budget
38 Page 4 of 6
Purchasing administration and accounts payable
Payroll
Coordinated front desk internal and external service via the Public Experience Liaisons
Management of city Investment and debt according to government regulations
Fiscal responsibility and management of city resources
Information Technology— including network security and user support
To uplift our community through reading, learning, connection and creativity (Library)
Books and material circulation including curbside delivery, databases, e-books and e-audiobooks, children's web resources, grab bags, interlibrary loan
Programs and events, including virtual programming, youth programming and adult programming
Staff response to patron requests and associated services
Access to technology
To work in partnership with our community to provide a safe and compassionate environment while reducing crime and the fear of crime (Police)
Emergency response
Patrol, investigation
Special events
Emergency preparedness
Records requests
Training
Policy development and refinement
Develop and deliver innovative solutions that allow the City to make a positive leap forward in developing and investing in people and performance, driving
coordinated team excellence, continuous improvement, and accountability (People & Performance/HR)
Leadership and coordination of the City-wide equity, diversity and inclusion (EDI) work
Recruitment, including development of a recruitment strategy, targeted departmental approaches
Union contract negotiations
Retention, including a retention strategy and employee recognition program
Performance evaluation
Employee engagement, including development and delivery of an engagement survey and an
accompanying manager follow up approach
Coaching, mentoring and training programs
Internal HR-related policy development, application and evaluation
Provide quality and reliable infrastructure that underpin a healthy social, environmental and economic fabric and success of Port Townsend and our community
(Public Works)
Street maintenance, operations and programming
CiNf
39 Page 5 of 6
Stormwater operation and maintenance
Wastewater collections and treatment and compost
Management of trash collection and recycling
Drinking water treatment and distribution
Engineering, major capital projects, and development review for infrastructure extension
Transportation engineering (Non -motorized, traffic, accident analysis, grant writing)
Right of way management including urban forestry
Fleet operations, maintenance, and replacement
Management of parks and trails systems
Facilities management, oversight, property management, rentals and event permitting
City Volunteer Program, including adopt -a -trail, adopt -a -park and Library/Police volunteers
Engage and communicate with our community to build trust and confidence, productive partnerships, and a more civil civic dialogue to ensure our community is
positively empowered to determine its own future. Effectively market our community to enable Port Townsend to receive positive benefits from more
sustainable tourism. (Communications and Marketing)
Develop and manage content and publication through City channels (newsletter, quarterly, social media, press releases, website, annual report)
Provide priortitized support for the entire organization on major projects/initiatives
Liaise with LTAC and related agencies to curate and coordinate marketing campaigns
Chart and lead a strategic approach to communications and engagement
Serve as Public Information Officer as main contact and coordinator with media, handling or advising on high profile issues
Liaise with organizations, neighborhood groups, and the general public as part of campaigns, engagement events, and activities
CiNf
40Page 6 of 6
Approaches to Our Strategic Workplan
FiveGenera[ Approaches to the Strategic Workplan (This is related to strategic capacity, beyond delivering core services & business as usual)
Approach to Strategic
Level
Timing
Scope
Pros
Cons
Workplan
of
Effort
A: "Type A Perfectionism"
High
Slow
Broad
• Meet community expectations with
• Takes more time/years, with inability to complete work plan (lots of
Going broad, trying to go
quality product/service (assumption)
carry forward)
deep, spreading it out over
• Touches more issues; more
• Inevitable staff turnover = more impactful b/c multi -year efforts
time, but high level of effort
community engagement opportunity
require continuity
on all
• Staff satisfaction with product,
• Community engagement fatigue
applying their passion
• Over -analysis —or analysis paralysis
• Opportunities for agendas to stall progress
• Potentially expensive re: staff resources and consultant costs
B: "80/20 Rule"
High
Med
Broad
• Community sees results; builds trust
• Less analysis, lower engagement, lower quality — could increase
Going broad, doing it fast but
and confidence in the City
criticism
with lower quality, low level
• Touches the most people
• Staff has to get comfortable with "good enough" (e.g., 80% not 100%
of effort on each item, but
• Likely more grant resources, since
on each initiative)
high level of effort on all
grants expect quick performance
• Potential for missteps that may hinder later progress
• Moves the needle in terms of
• It may cause us to "move fast and break stuff"
accomplishing good work
• Lower costs
C: "Gold Plated"
High
Slow
Narrow
• Community sees quality; builds trust
• Resource intensive — potential to overstretch
Going deep, fewer things,
for a few/in certain areas
• Fewer projects completed
taking our time, highest
• Thorough and defensible
• Touches fewer people
quality ("gold plated") — high
• Staff generally prefers few items and
• Accomplishes the least number of work plan items
level of effort/resources per
going deep
• Beneficiaries now gone Q
item
• Highest level of cost
• Fewer grant resources due to not meeting grant deadlines
• Analysis paralysis
• Erodes community trust because of small agenda
D: "City Consultancy"
High
Fast
Narrow
• Likely more grant resources, since
• Poor public engagement, exhaustion
Going deep, fewer things,
grants expect quick performance
• Speed of change exceeds community's ability
faster/get things done
• Lots of energy to make meaningful
• Most expensive
impact
• No time to grieve change
E: "Keep Swimming"
Med
Slowest
Variable
• Prepared for opportunism (grant
• Finite
Planning overtly for
resources)
. Lack of holistic coordination with workplan; difficult to follow a plan
uncertainty by leaving lots of
• Responsive to immediate needs
• Less efficient
space in the workplan (only a
• Emergency response
• Could be misdirected (e.g., "following the money")
few things), with room for
• Lower stress/employee burnout with
• Higher stress/employee burnout with uncertainty
contingency
scale of workplan
• Reactive — little proactive/planning capacity (and is this even possible
. Adaptive
with statutory planning requirements?)
• Unpredictable
41
Key Insights/Points of Discussion:
• Each of 5 listed approaches isn't meant to reflect the approach for each workplan item, but applies instead to the package as a whole.
• Some workplan items require deep dives and some only necessitate light touch or are driven by tight grant requirements.
• There are a range of levers to address what we can realistically achieve as part of the strategic workplan, including things like: add staff resource,
contract/outsource, defer/cancel project, extend timeline, reduce level of service (incl. public engagement).
• Where is the sweet -spot for setting the bounds for community engagement to be efficient/timely without shrinking it so much that the
engagement has an overall negative impact on progress or diminishes our ability to reach greater diversity?
• Regardless of general approach and workplan initiatives, creating the workplan before the budget process means another sieve of scrutiny to sort
out what priorities are funded at that time; quarterly progress reports throughout the year are also touch points.
• The changing nature of work around the country and world is fundamentally affecting us and will continue to do so and perhaps even accelerate.
Do we want to respond/react, to plan, or a bit of both?
• How do we acknowledge and size up opportunity costs along the way so we're not appearing to say yes without acknowledging that we're also
saying no.
• There's a tension between how we would like to do things versus how we actually can do them because of limits.
42
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9:30a m - Opening kick-off and framing
10:00am - Reflections on the past year
2:00pm Workplan: Part 3 — Continued discussion or Critical Uncertainties
2:30pm - Break: Venue change to Cotton Building
3:00pm - Comp Plan Studio
4:15pm - Social hour at Bishop Bottleshop
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Approach to Strategic
Level
Timin
Scope
Pros
Cons
Workpian
of
9
Effort
A: "Type A Perfectionism"
High
Slow
Broad
* Meet community expectations with
* Takes more time/years, with inability to complete work plan (lots oll
Going broad, trying to go
quality product/service (assumption)
carry forward)
deep, spreading it out over
o Touches more issues; more
o Inevitable staff turnover = more impactful b/c multi -year efforts
time, but high level of effort
community engagement opportunity
require continuity
on all
o Staff satisfaction with product,
o Community engagement fatigue
applying their passion
o Over -analysis —or analysis paralysis
• Opportunities for agendas to stall progress
• Potentially expensive re: staff resources and consultant costs
B: "80/20 Rule"
High
Med
Broad
& Community sees results,- builds trust
& Less analysis, lower engagement, lower quality— could increase
Going broad, doing it fast but
and confidence in the City
criticism
with lower quality, low level
o Touches the most people
o Staff has - s ' t o get comfortable with "good enough" (e.g., 80% not 100%
of effort on each item, but
& Likely more grant resources, since
on each initiative)
high level of effort on all
grants expect quick performance
& Potential for missteps that may hinder later progress
o Moves the needle in terms of
accomplishing good work
& Lower costs
C: "Gold Plated"
High
Slow
Narrow
o Community sees quality-, builds trust
o Resource intensive — potential to overstretch
Going deep, fewer things,
for a few/in certain areas
& Fewer projects completed
taking our time, highest
& Thorough and defensible
& Touches fewer people
quality ("gold plated") — high
o Staff generally prefers few items and
o Accomplishes the least number of work plan items
level of effort/resources per
going deep
o Beneficiaries now gone (9)
item
o Highest level of cost
• Fewer grant resources due to not meeting grant deadlines
• Analysis paralysis
• Erodes community trust because of small agenda
D: "City Consultancy"
High
Fast
Narrow
o Likely more grant resources, since
o Poor public engagement, exhaustion
Going deep, fewer things,
grants expect quick performance
& Speed of change exceeds community's ability
faster/get things done
o Lots of energy to make meaningful
o Most expensive
impact
o No time to grieve change
E: "Keep Swimming"
Med
Slowest
Variable
o Prepared for opportunism (grant
o Finite
Planning overtly for
resources)
o Lack of holistic coordination with workplan,- difficult to follow a plan
uncertainty by leaving lots of
o Responsive to immediate needs
o Less efficient
space in the workplan (only a
o Emergency response
o Could be misdirected (e.g., "following the money") 48
few things), with room for
& Lower stress/employee burnout with
& Higher stress/employee burnout with uncertainty
contingency
scale of workplan
o Reactive — little proactive/planning capacity (and is this even possible
o Adaptive
with statutory planning requirements?)
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411 Some items require deep dives, others light touch
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Range of levers to address what we can realistically achieve success
Ob Where is the sweet -spot
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nnb How do we want to act/react to changing nature of work?
yak How do we acknowledge opportunity costs so we're not appearing to say yes
without acknowledging that we're also saying no?
411 Tension between how we would like to do things versus how we actually can do
them because of limits.
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you see in the draft workplan?
Where are the p policy decisions/actions?
How should we p right ,
ze engagement/level of effort & resources and where
do we prioritize?
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40 How should we right size engagement
4%, What are your biggest take-aways/'ahas'from this exercise/the day?
41, What's top of mind that's imperative to share with the group?
Q Are there any next steps that you would suggest?
0 Are there pesky uncertainties from Phase 1 and 2 that require a
i
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41 Are there pesky uncertainties from Phase 1 and 2 that require4
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0 Determine two axes (x, y): which factors most threaten our ability to
41 Guess/place items on the continuum
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Budgetto directors in Sept, preliminary
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to • deliver on City strategic•
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C 0 rIT1I P P I a n St u ICI s
3 — 4pm at Cotton Building
See you there!
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