HomeMy WebLinkAbout18 STRATEGIC PLANNINGAGENDA REPORT
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Agenda Item 18
Reviewed:
Finance Director
MEETING DATE: FEBRUARY 15, 2011
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: DAVID C. BIGGS, CITY MANAGER
SUBJECT: APPROVAL OF STRATEGIC PLANNING PROCESS
SUMMARY: The Mayor and City Council have made the development of a Strategic
Plan a priority for the City. Approval of a broad outline for a process for development of
a strategic plan will enable staff to take the next steps towards the goal of having a
strategic planning session in April.
RECOMMENDATION: Approve the broad outline for a strategic planning process
outlined in this Agenda Report.
FISCAL IMPACT: None as result of this action, though it is estimated that the annual
cost of facilitation services for Strategic Planning will be between $20,000 and $25,000.
BACKGROUND: The City of Tustin would benefit from the development of a Strategic Plan to
complement the City's other existing financial and capital planning tools.. These existing tools
include the annual budget and the Five Year Capital Improvement Program. Development of
a Strategic Plan as part of the City's annual financial cycle, but separate from the period of
time when the focus is on the annual budget, would allow for a more deliberative and
consensus based process as to strategic goals and objectives. Ultimately, the Strategic Plan
would also provide guidance for the development of the annual budget and capital
improvement program as a means to ensure these strategic goals and objectives were
achieved.
A Strategic Plan would allow the Mayor and Council, with input from a variety of stakeholders,
to set .longer term strategic goals with shorter term objectives for each goal. The development
of a strategic plan in the context of a dedicated session would also reflect that .strategic
planning is a high priority for the Council and City. It is also anticipated that there would be
regular reporting on progress made toward achieving the strategic plan goals and objectives.
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In order to evaluate possible strategic planning options, a Strategic Plan Working Group was
convened to work with the City Manager on this effort. This Working Group consists of a
number of employees for a variety of Departments. The Strategic Plan Working Groups
consisted of the following:
Lisa Woolery Communications Manager City Manager's Office
Amy Thomas Senior Planner Community Dev
Chad Clanton Recreation Superintendent Parks & Recreation
Jo Anne Somers Kang Engineering Technician Public Works
Sesar Morfin Management Analyst Redevelopment
In addition, the City's Executive staff has discussed Strategic Planning in our regular weekly
meetings.
Many cities have a strategic planning process in place. The Working Group solicited
examples of strategic plans from cities throughout the State and evaluated the range of
formats and processes used to develop these strategic plans. The end product and the
processes used to develop the strategic plans vary.
Strategic Plans from the following communities were reviewed:
Apple Valley
Citrus Heights
Laguna Beach
Orange
Benicia
Huntington Beach
Lake Forest
Pacifica
Brentwood
Inglewood
Mill Creek, WA
Pasadena
Covina
Irvine
Newport Beach
Redondo Beach
In addition, Strategic Plans from a number of special districts were also reviewed.
Most strategic plans have a common element which defines the Mission, Vision, and Values
for the City. These set the stage for development of the strategic plan goals and objectives.
Another common element is a SWOT Analysis, in which the strengths, weaknesses,
opportunities and threats are identified in order to provide context for the strategic plan as it
relates to the current environment of the community.
Some strategic plans also include an extensive amount of background information, such as
current economic and demographic information. In one example, the strategic plan also
incorporated a Long Term Financial Forecast and the City's Seven Year Capital improvement
Program. A series of strategic plan goals and objectives are also outlined in a dedicated
section of these more data driven strategic plans.
However, the most common approach to the development of a strategic plan is for it to be
focused on the development of 5 to 6 strategic plan goals for a three to five year horizon.
Then shorter term strategic plan objectives are developed for each goal, typically no more
than five to six objectives for each goal, with these objectives to be pursued over the next six
month period. Every six months or so, another strategic planning session is conducted at
which the strategic plan objectives are reviewed, uncompleted objectives are considered for
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carry-over into the next period, and new strategic plan objectives are developed for the next
six month period.
Some strategic plans also provide for a community input component. These often take the
form of surveys, focus groups, or community meetings. In some examples, City boards and
commissions provide input as bodies which also reflect the community as a whole. An
additional stakeholder group which plays a role in the strategic planning process are the City's
employees. Employee input can also be structured to occur in a variety of ways. In addition,
the Council's strategic planning session will be a public meeting at which public comment is a
component.
The vast majority of city strategic planning efforts are undertaken with the assistance of an
outside facilitator. This generally allows for the strategic plan to be developed and updated in
a single day-long session and on a consensus basis. As such, the Working Group also
solicited information on the firms and individuals used in communities for this process. Also,
copies of request for qualifications and/or proposals were gathered to assist in developing a
future RFQ/P.
Initial Approach Recommended for Tustin
The components of a Strategic Plan and the process used to develop and update the
Strategic Plan can, and will, evolve over time. However, the recommended approach to this
process should reflect that this is the City's initial foray into strategic planning, the resource
constrained environment in which the City currently finds itself, and the need to also enhance
processes such as budgeting and capital planning on a concurrent basis. As such, it is
recommended that the City Council utilize the local government strategic planning broad
model as outlined below:
Prior to Strategic Planning Session
Commissions briefed on Strategic Planning process and asked to provide
input on possible Strategic Plan goals and objectives to the City Council.
City staff briefed on Strategic Planning process and asked to provide input
on possible Strategic Plan goals and objectives to their Department
Directors.
• City Council Strategic Planning session noticed to public.
Strategic Planning Session
• Facilitated day-long public Strategic Planning session with City Council, City
Manager, and City Department Heads.
• Mission, Vision, and Values developed.
Accomplishments of prior six months cataloged.
• SWOT Analysis
• Strategic Plan goals developed (updated every three to five years)
• Strategic Plan objectives developed (updated every six months)
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After Strategic Planning Session
• City Council approves Strategic Plan at City Council meeting.
• Department Heads review Strategic Plan with employees.
• Strategic Plan presented to City Commissions.
• Strategic Plan made available to the public.
• Monthly updates on Strategic Plan provided to the City Council as part of the
Council agenda.
• Strategic Plan update session occurs approximately six months later.
The only component that is not reviewed on a regular basis after initial development would be
the Mission, Vision, and Values. This process is also reflected in the attached flowcharts.
Next Steps
Should the City Council approve proceeding with the Strategic Planning process on the initial
approach recommended, staff will take a number of steps designed to convene the initial
strategic planning process in April. A Request for Qualifications/Proposals will be sent to a
number of firms to provide strategic planning facilitation services. The basis for their
proposals will be the broad model outlined above, though the respondents will also be asked
to provide their suggestions as to the process. Upon receipt of the proposals, City staff will
evaluate the proposals and will make a recommendation to the City Council on a firm and will
present a contract for approval. It is anticipated that the cost of these services will range
between $20,000 and $25,000 and funds are available within the current budget to proceed
with this effort.
c ~`
David C. Biggs, City Manager
Attachments
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Proposed Strategic Plan Structure
I Goal 1
Objectives
I Goal 2
Objectives
I Goa 13 I
Objectives
Strategic
Plan
I Goal 4 I
Objectives
Capital Budget Policy
Improvement Process Issues
Program
Goal 5
Objectives
General
Plan