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City of RenoStrategic Planning Workshop
January 16, 202010 am – 3 pm
University of Nevada, RenoJoe Crowley Student Union, Room 422
Welcome from the Mayor
2
Public Comments
3
Comments from the City Manager
4
Today’s Objectives
5
Establish five-year goals and strategies
Obtain Council’s Tier 1 and Tier 2 priorities for FY 2020-21
Confirm vision and mission for the strategic plan
Discuss how to stay on track with the Strategic Plan, and communicating the plan to the public and organization
Ground Rules
6
Engage.Engage fully
Listen.Listen to understand
Stay.Stay focused
Enjoy.Enjoy the session!
7
Bike Rack
Time management tool Things to discuss at another time will be tracked on a flipchart
Strategic Planning Overview
Information Gathering for the Strategic Plan
9
Three Types of
Input
City Council Input: Interviews in July 2019
Department Gap Analysis & October 30th
WorkshopStaffs’ Environmental
Scan
Why Do Strategic
Planning?
10
Successful Policies and Programs Require…..
11
Strategy & Focus
Effective SystemsResources
A Strategic Plan Can Provide A Focused Framework for Decision-Making and Action
Mission and Vision
Multi-Year Overarching Goals
Measurable Strategies to Achieve Each Goal
Implementation Action Plan
12
Goal
Measurable Strategy
Measurable Strategy
Environmental Scan
Discussion of Proposed Multi-Year Overarching Goals and Strategies to Reach the GoalsEarly Council input through
interviews in July Gap analysis questionnaire
completed by departments to gather information about plans and needsOctober 30th workshop with
department heads to go over the materials created
14
City Council Input
SWOT Input from Council
16
S W
TO
• Location. Climate, recreational activities, freeway/airport access
• Growth/business. Population growth, art, technology, new business, partnerships
• City Council and staff. Proactive and progressive in providing great services to the City
Strengths• Financial. Debt, financially constrained,
limited revenue sources • City operations. Employee retention,
training/development, community engagement.
• Other. Major issues of homelessness, infrastructure, public safety
Weaknesses/Limitations
Opportunities Threats
• Business, Arts, Culture. Downtown, Lear Theatre, Burning Man, business expansion
• Environment. Sustainability, climate action plan
• Other. Find revenue sources, diversify workforce, increase partnerships with other agencies
• Financial. Debt, potential recession • External. Affordable housing, climate
change, lawsuits, and development• Internal. Lack of staffing, not enough police
and fire
Councils’ Hopes for the Strategic Plan
17
Establish clear priorities and then achieve results
Strengthen the City’s fiscal sustainability
Keep the three current goals of financial stability, public safety, reduce debt but modify them and add others
Ensure the strategic plan is flexible enough to address unforeseen issues
What do you hope will result
from the Strategic Plan?
Council Comments About Current Overarching Goals
• Combine “ensure financial stability” and “reduce debt” into one goal as they are related concepts; “ensure financial stability” is not very clear and could be reworded; add “sustainability” to finance
• Reword “provide public safety” to reflect the community being and feeling safe
• Add a goal pertaining to quality of life• Add a goal pertaining to supporting parks, recreation,
the arts, and environmental sustainability• Add a goal about attracting new business
• Add a goal pertaining to housing and homelessness• Add a goal pertaining to smart growth to
acknowledge that Reno is growing and we have a need for infrastructure and services
• Add “sustainability” regarding financial, staff resources, environmental
• Create a better urban environment, wiser transportation, build for safety
• Use/incorporate the previous five strategic priorities: Thriving downtown and university district Vibrant neighborhoods and public places Well-managed growth Strong financial condition Efficient and dependable business environment
Current 3 overarching goals are:• Ensure financial stability• Public safety• Reduce debt
Gap Analysis Questionnaire Completed by Departments
Gap analysis questionnaires offered feedback on:
SWOT (Strengths, Weaknesses/Limitations, Opportunities, Threats)
Major projects and plans underway or planned
Desired projects and initiatives
Department Heads’ SWOT Input
20
S W
TO
• Geographic Location and resources. Climate, recreational activities
• Strong workforce. Committed experienced, knowledgeable staff; team-players
• Regional business growth. Attracts new developers and employers
Strengths
• Limited resources. Funding and staffing• Staffing. Training, succession planning,
maintaining institutional knowledge• Organizational. Staff morale, work silos,
customer service
Weaknesses/Limitations
Opportunities Threats
• Keeping up with growth. Population, development outpacing our services
• Financial. Debt, potential recession, potential loss in staffing and services
• Public infrastructure. Lack of maintenance and development of public infrastructures
• Economic development. Attract more businesses
• Financial. Identify cost-savings, find new revenue
• Improve services. Training, inter-departmental relationship building, streamlining services
Executive Team’s Hopes for the Strategic Plan
21
Clear direction and focus
Focus on long-term financial sustainability with new resources
Goals for workforce development, succession planning, organization development
Goals to improve quality of life, address critical infrastructure needs
What do you hope will result
from the Strategic Plan?
Six Proposed Multi-Year Overarching Goals
Goal A. Fiscal Sustainability
Promote financial stability through long-term planning,
pursuit of alternative revenue sources, and debt management.
Goal B. Public SafetyFoster a safe city through enhanced
public safety, prevention, and emergency response programs.
Goal C. Economic and Community Development
Achieve a well-planned and economically sustainable Reno
through proactive business attraction, community investment, and efficient development services.
Goal D. Quality of LifeEnhance the community’s living
experience and address challenging social issues.
Goal E. Infrastructure and Environmental Sustainability
Improve the City’s infrastructure and protect the environment.
Goal F. Governance and Organizational Effectiveness
Strengthen the City’s effectiveness in delivering high-quality services
to the community.
22
Council’s Current
Overarching Goals
Ensure financial stability
Provide public safety
Reduce debt
Review the Proposed Five-Year Goals and Strategies
*See workbook
24
Council’s FY 2020 -21 Priorities
Establish Tier 1 and Tier 2 Priorities
25
Dot Voting Exercise
26
Dot VotingTo determine
Council’s priorities for FY 2020 - 21
Review results and discuss
Confirm mission and vision for the Strategic
plan
27
City of Reno Mission
28
A mission statement tells the purpose of the organization – the reason for its existence.
MissionMission:
“Creating community that people are proud to call home.”
City of Reno Vision
29
A vision statement is about the desired future. It is aspirational and inspirational.
Current vision:
“We are a vibrant university town known for our outdoor activities, special events, arts and culture, and innovative
industries.”
Executive Team’s proposed revision:“We are a thriving urban center known for our top-tier
university, vibrant culture, diverse outdoor activities, and innovative industry.”
The City Organization’s Pillars of Service
Efficiency. As stewards of public resources, we will maximize the public benefit from those resources.
Integrity. As professionals, we will behave in a way that reinforces the public faith in the City and our faith in each other.
Creativity. As problem-solvers, we will look for the best solutions to whatever challenges may come our way.
30
Staying on Path and Communicating the Plan
1. How will the city stay on path with these priorities and the strategic plan?
2. How will the city communicate the new strategic plan to the community? Employees?
31
Next Steps
Management Partners prepares Strategic
Plan
Council adoption of Strategic Plan and FY
2020-21 Priorities
Implementation Action Plan workshop with staff in February
32
Wrap Up and Final
Comments
33
Thank you!
Jan PerkinsMandy Brown