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Home My WebLink About10-14-19 City Commission Packet Materials - A4. Quarterly Update to the City Commission on the Strategic Plan Implementation Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Andrea Surratt, City Manager SUBJECT: Quarterly update to the City Commission on the Strategic Plan Implementation MEETING DATE: October 14, 2019 AGENDA ITEM TYPE: Action RECOMMENDATION: To receive an update from the City Manager on the status of projects within the Strategic Plan and the Work Plan for 2019 and give any direction as a result SUGGESTED MOTION: I move to accept the City Manager’s update on the Strategic Plan priorities for 2019 and request to receive a quarterly report on progress and accomplishments in January, April, July and October of each year. BACKGROUND: Every successful municipal organization needs a strategic plan and a work plan. The City’s adopted Strategic Plan is intended to address the most important work that will enhance the community. The work plan is an internal work flow tool. The work plan is informed by the priorities and key projects brought forth by the City Commission and the city staff, and the implementation is based upon the capacity of staff and financial resources. The strategic plan along with the work plan will guide our laser focused decision-making to be realistic to budget constraints and allowable within Montana laws. The nature of the top Strategic Plan priorities is that these projects: • are the most important projects, • require resources and time from multiple departments, and • will generate lasting change in the community. Staff and Commission recognize three distinct categories of work: 70% is routine, daily work, 20% is strategic plan related work, and 10% is responding to the unknown that must be addressed. The work plan attempts to identify a portion of the daily work that is of great significance as well as the strategic plan projects in order to get a more complete picture of staffing capacity. The work plan does not identify all of the daily required work. They include but are not limited to: general field operations, construction design, plan review, fiscal processes, statutory requirements, public right to know/review/participate requirements, legal issues, permitting and other regulatory reporting, archiving and records management, information technology, human resource requirements, programs for the public, mandatory and optional training, accounts payable/receivable, calls for service, facilities and asset management, and more. 149 2 On February 11, 2019, the City Commission modified the list of Strategic Plan priorities as well developed an additional list of projects that they would consider to be included in the 2019-20 Work Plan for the coming year. Staff developed very general scopes of work to further describe the projects that had been submitted for consideration. In addition, staff developed scopes of work for each of the priority projects that the City Commission approved as the top Priorities of the Strategic Plan for 2019. https://media.avcaptureall.com/session.html?sessionid=b4afef06- c22e-4acb-8e88-54ce3784c631&prefilter=654,3835 On April 1, 2019 the City Commission selected five additional items to go in the 2019 Work Plan along with the TOP 5 Strategic Plan items. Strategic Plan Priorities for 2019: Community Outreach Affordable Housing Planning and Land Use Initiatives Annexation Analysis and Study Parks and Trails Maintenance District Five Selected Projects for Inclusion in the 2019 Work Plan Broadband as Essential Utility ED/Public Works Evaluation of Library expansion opportunities, w/HS on west side or other Library Gender pay project for vendors Finance/Attorney Infill “black holes” Improvements update (transportation and utilities) Public Works Living wages and market rate pay to avoid compression for city employees HR Modification of 600-ft Alcohol license rules Attorney/Community Development One Percent for Art City Manager/Finance PCC study for planning donut around city Community Development Pile C of the UDC Community Development Push Notification Communications/ED Review UDC codes for landscaping/conservation Community Development/Conservation Street light study Public Works Stretch Code Community Development Wetlands Community Development Staff in Strategic Services has developed a comprehensive work plan tool that is helping staff to manage the work flow. Staff has also identified the timeline for completion and one page summaries of each of the projects in the Work Plan, including the Strategic Plan items. Work Plan Tool Guide for Use Work Plan 150 3 There are many ways to sort and filter the volume of projects to focus on a particular need. Select the “Filter Off” menu to explore subgroups of the data (e.g., Ending in 2019, Strategic Plan Only, etc.). The default view after visiting the above link will show the ‘card view’. This is a simple way to visualize projects according to major categories (e.g., Strategic Plan, Priority, Difficulty, etc.). Select the dropdown menu to explore the various headings (in conjunction with the filter): Selecting the dropdown menu on the far left will expose the other views – the “Gantt View” shows all projects over a timeline (dark purple = complex, multi-department, political, high risk / pink = moderate, co-department, semi-political, medium risk / green = simple, single-department, apolitical, low risk): The “Grid View” shows all project details, further defined below (sort the columns like a spreadsheet – yellow highlighted rows show projects that will be completed by the end of the year): Summaries highlighting basic information related to the items identified at the February 11th Commission meeting have been included as attachments to the card view titled Priority. These documents help convey the resources and timelines necessary to determine future needs within existing constraints. Column Definitions: • Project • Strategic Plan Vision Statement / Strategy / Action Item • Staffed = staff capacity currently exists or included in a future staffing plan • Budgeted = funding has been scheduled within the annual operating budget or 5-year CIP • Start Date = estimated beginning • End Date = estimated completion • Difficulty • Status = percent complete (0%, 25%, 50%, 75%, 100%) • Department Lead • Individual Dept. Columns = departments that are likely to be involved UNRESOLVED ISSUES: This is a work in progress. We have tried to foreshadow the work of the city while understanding that we have a public purpose and an obligation by law to respond. As issues such as staff vacancies or budget constraints emerge, we will need to modify this work plan. It is based upon our collective best estimate. ALTERNATIVES: As suggested by the City Commission. 151 4 FISCAL EFFECTS: Items selected as the highest priorities may have budget and staffing implications that are beyond the scope of funds available during one fiscal year. Projects will proceed with support from the FY20 adopted budget and future budgets. Attachments: Resolution #4852 http://weblink.bozeman.net/WebLink8/0/doc/154208/Electronic.aspx Minutes for April 1, 2019 Prioritization of Strategic Plan items http://weblink.bozeman.net/WebLink8/0/doc/184601/Electronic.aspx Strategic Plan Update flyer draft version in packet – final version to be distributed at meeting 152