HomeMy WebLinkAbout07-17-2012 Agenda Packet - Strategic Plan Study Session
AGENDA
SPECIAL MEETING
SARATOGA CITY COUNCIL
July 17, 2012
SPECIAL MEETING – 6:00 P.M. – ADMINISTRATIVE CONFERENCE ROOM,
13777 FRUITVALE AVENUE.
CALL MEETING TO ORDER – 6:00 P.M.
REPORT ON POSTING OF AGENDA
(Pursuant to Gov’t. Code 54954.2, the agenda for this meeting was properly posted on
July 12, 2012)
COMMUNICATIONS FROM COMMISSIONS & PUBLIC
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Any member of the public will be allowed to address the City Council for up to three (3)
minutes on matters not on this agenda. The law generally prohibits the council from
discussing or taking action on such items. However, the Council may instruct staff
accordingly regarding Oral Communications under Council Direction to Staff.
COUNCIL DIRECTION TO STAFF
Instruction to Staff regarding actions on current Oral Communications.
1. Strategic Plan Study Session #2
Recommended Action:
Council is requested to: 1) review report summarizing efforts and Council
direction to date; 2) consider the attached Strategic Plan examples, illustrating
content and format options for the intended end product of this strategic planning
effort; and 3) complete the attached questionnaire and bring to the Strategic Plan
Study Session meeting.
ADJOURNMENT
In accordance with the Ralph M. Brown Act, copies of the staff reports and other materials
provided to the City Council by City staff in connection with this agenda are available at the
office of the City Clerk at 13777 Fruitvale Avenue, Saratoga, CA 95070. Note that copies of
materials distributed to the City Council concurrently with the posting of the agenda are also
available on the City Website at www.saratoga.ca.us. Any materials distributed by staff after the
posting of the agenda are made available for public review at the office of the City Clerk at the
time they are distributed to the City Council.
1
2
In Compliance with the Americans with Disabilities Act, if you need assistance to
participate in this meeting, please contact the City Clerk at 408/868-1269. Notification
24 hours prior to the meeting will enable the City to make reasonable arrangements to
ensure accessibility to this meeting. [28 CFR 35.102-35.104 ADA title II]
Certificate of Posting of Agenda:
I, Crystal Morrow, City Clerk for the City of Saratoga, declare that the foregoing agenda
for the meeting of the City Council was posted and available for public review on July
12, 2012 at the City of Saratoga, 13777 Fruitvale Ave., Saratoga, CA 95070 and on the
City’s website at www.saratoga.ca.us.
Signed this 12th day of July 2012 at Saratoga, California.
Crystal Morrow
City Clerk
SARATOGA CITY COUNCIL
MEETING DATE: July 17, 2012
DEPARTMENT: Administrative Services CITY MANAGER: Dave Anderson
PREPARED BY: Mary Furey DIRECTOR: Mary Furey
SUBJECT: Strategic Planning Study Session #2
RECOMMENDED ACTION:
Council is requested to: 1) review report summarizing efforts and Council direction to date; 2) consider
the attached Strategic Plan examples, illustrating content and format options for the intended end product
of this strategic planning effort; and 3) complete the attached questionnaire and bring to the Strategic Plan
Study Session meeting.
REPORT SUMMARY:
Last fall, Council asked the City Manager to prepare a Strategic Plan with the intent that it would:
formally define the organization’s direction; provide guidance for both aligning financial resources with
Council goals and priorities and assist with strategic policy decisions, and; measure success over the
years. The far-reaching intent was to provide guideposts for current and future Council and staff to help
focus the organization’s efforts in establishing and achieving long-term goals on an ongoing basis.
Council Retreat Recap
A Strategic Plan discussion was first brought to Council at the January 26, 2012 Council Retreat. City
Manager Anderson introduced the topic and recounted many accomplishments over the past decade
which, in hindsight, would have been more formally identified as “Objectives” to achieve “Council
Goals” had a Strategic Plan been in place – such as the Library and North Campus facility improvements,
TEA funding reinstatement, Village safety and beauty improvements, improved relations with outside
agencies, gateway and median improvements throughout the City, and most recently, the Quarry property
acquisition. While many objectives were achieved over the past years, City Manager Anderson noted the
broader goals were sometimes not explicitly understood, and as a result, may not have been given
sufficient priority in budgetary and workload direction.
Staff then explained the process, terminology, and format used in the development of the strategic
planning process, explaining how goals and objectives were determined through a detailed structure
consisting of action-oriented layers of strategy, implementation, and policies, procedures, and practices
already in place. Staff provided a proposed list of high level goals, supported by objectives, and the
strategies utilized to achieve these objectives for Council to review. The proposed high-level goals and
underlying short- and long-term objectives were based on functions and services initiated by past and
current Council direction, legal requirements, and the City’s fundamental purpose to provide essential
health and safety services and sustain the community’s quality of life and property values.
Subsequently, the Council undertook a discussion to determine what the City’s Strategic Plan should
represent: its broader purpose, and additional goals and objectives they would like included in the
Strategic Plan. However, due to time constraints, Council requested a Study Session be arranged to
discuss the topic further.
Study Session #1 Recap
Study Session #1 was held on February 29, 2012. City Manager Anderson stated that the intent of the
meeting was to achieve consensus on Council’s goals and their definition. The Council led off by
discussing the need and possible language for a City Mission Statement, and a request to determine if a
City Mission Statement already existed. (In response to this request, a Mission Statement was located
and determined to be adopted by Council in March 1993. It is included as Attachment 1.) A Mission
Statement is a related topic as it can be described as a high-level summarization of an organization’s goals
and objectives.
The Council then reviewed the seven proposed goals along with their associated objectives, and
subsequently provided direction to modify goal titles and statement language, and add additional short-
and long-term objectives. Council also proposed another goal for consideration, but noted that an
additional review would be needed to finalize these goals and objectives, and therefore requested a second
Study Session be scheduled later in the year, after budget adoption. (The resulting modified goals and
objective are included as Attachment 2.)
Study Session #2
The second Study Session is scheduled to occur on July 17, 2012. In this session, the intent is to finalize
the goals and objectives review which will establish the initial foundation for a comprehensive program
for the following 10 years – with the understanding that the Strategic Plan is an ongoing body of work,
basically a “living document.” The Strategic Plan will be brought to Council for review and modification
each year at the Council Retreat, allowing for language revisions, new goals, objectives, and strategies.
Additionally, the plan will be utilized for Council Candidate orientation meetings to educate candidates
on Council purpose and goals, and as an introduction to many City topics. Additionally, staff requests the
Council provide input on the Strategic Plan’s presentation format and content.
Strategic Plan Examples
The four strategic plan examples included as attachments to this report provide Council with an
illustration of the summary level presentation staff is envisioning as the end-product of this effort. The
examples provided contain different organizational statements/components which could be included along
with the goals and objectives in the presentation, such as an introduction to what a strategic plan is, the
City’s mission statement, city values or value statement, core service areas, Council guidelines and
protocol, and such. Other strategic plan formats (not included) range from a simplistic one-page
document, to the verbose, technical oriented documents of 50, 60, 70 pages. Staff recommends a short,
easily read, user-friendly version with large font and graphics, which could be made accessible on the
City’s website, or as a pamphlet which Council members could discuss or distribute at meetings.
A notable difference between the strategic plan examples is that in some cases the terminology differs
from the terms we are using. (Our ‘Goal’ may be their ‘Strategic Initiative’, and our ‘Objective’ may be
their ‘Goal’.) Strategic planning terms are not firmly standardized; however Saratoga’s terminology does
follow prevailing practice. The common thread throughout strategic planning is that it is basically a
categorical structure, with a lower level providing the foundation for the next higher level.
Strategic Plan Council Questionnaire
Finally, Council is requested to complete the attached questionnaire (Attachment 3) in order to address the
Mission Statement and possibly the Statement of Values in Study Session #2 as effectively as possible
during the meeting. The third section of the assignment is to determine, at a high level, what each
Council member considers the 5 most important core values which drive the culture of the City.
ADVERTISING, NOTICING AND PUBLIC CONTACT:
Pursuant to Government Code 54954.2, this item was properly posted as a City Council agenda item and
was included in the packet made available on the City’s website in advance of the meeting. A copy of the
agenda packet is also made available at the Saratoga Branch Library each Monday in advance of the
Council meeting.
ATTACHMENTS:
Attachment 1: Existing Mission Statement and Statement of Values
Attachment 2: Strategic Plan Outline Goals and Objectives per Study Session #1 modifications
Attachment 3: Council Questionnaire
Attachment 4: Lane Transit District, OR Strategic Plan
Attachment 5: Redwood City, CA Strategic Plan
Attachment 6: Washington City, UT Strategic Plan
Attachment 7: Evanston, IL Strategic Plan
Attachment 1
CITY OF SARATOGA
Mission Statement
Provide essential municipal services which protect health, safety and welfare, and satisfy the
community’s desires to maintain its quality of life and property values while practicing fiscal
responsibility.
Statement of Values
The City of Saratoga strives to maintain a high quality of life for its residents through careful planning
and infrastructure maintenance, through activities to build community, and by providing opportunities for
extensive citizen participation in community issues. Succinctly, the statement of values for our City is
that:
Saratoga is a Community
Where the common good prevails;
Where the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where local commerce provides a vibrant presence in the Village and the other
commercial areas;
Where the orientation is toward the family;
Where homes and neighborhoods are safe and peaceful;
Where government is inclusive and values community involvement;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where value is placed on an attractive, well maintained and well planned community;
Where government provides high quality, basic services in a cost effective manner;
Where a small town, picturesque, residential atmosphere is retained;
Where the arts and cultural activities which serve the community and the region are
promoted;
Where neighbors work together for the common good;
Where leadership reflects community goals; and
Where, because of the forgoing, the citizens and the families of Saratoga can genuinely
enjoy being a part of and proud of this special community.
Attachment 2
I Goal
A.Objective
B Objective
C Objective
D Objective
E Objective
F Objective
II Goal
A Objective
B Objective
C Objective
D Objective
E Objective
F Objective
III Goal
A Objective
B Objective
C Objective
IV Goal
A Objective
B Objective
C Objective
D Objective
E Objective
F Objective
G Objective
V Goal
A Objective
B Objective
C Objective
VI Goal
A Objective
B Objective
C Objective
D Objective
E Objective
VII Goal
A.Objective
B Objective
C Objective
D Objective
Foster a business‐friendly environment
Well‐maintained vehicles and equipment
Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for
improvement
Preserve Essential Services
Support externally funded community infrastructure improvements
Educate the community on environmental issues
Strengthen the City's Fiscal Health and Stability
Community Partnerships
Excellent Street System
Enhance and promote quality of life in the community
Promote health as a community value
Protect and optimize the City's natural resources and environment through sustainable practices
Embrace environmentally friendly practices
Environmental Sustainability: Proactively support environmental sustainability efforts
Establish and implement comprehensive, long‐range environmental sustainability goals and policies
Engaged and vibrant community
Cultivate organizational and leadership potential in the community
Emergency Preparedness
Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable, and cost
effective manner
Safe, well‐functioning, and beautiful roadway Infrastructure (curbs, storm drains, sidewalks, medians,
hillside retaining walls, etc)
Clean, safe, and pleasant City facilities
Useful and safe trails and open space
Effectively manage revenue streams
Expend and use fiscal resources responsibly
Maintain fund balance reserves
Nurture an environment which attracts, retains, and expands economic opportunities
Preservation of life and property
Public Safety: Provide for a safe and secure community.
Crime Prevention
Well‐maintained, safe parks
City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy
government dedicated to delivering effective high quality leadership for the community
Responsive and accountable to the community
Civic Engagement
Transparent Government
STRATEGIC PLAN OUTLINE
Effective City Leadership
Organization Performance Management
Community Heritage: Honor and respect Saratoga's heritage; preserve significant historic assets and small
town character.
Enhance policies to maintain the City's historic heritage
Enhance standards to maintain architectural attractiveness
Protect Saratoga's natural beauty
Community Enrichment : Foster a culturally enriched and vibrant community
Attachment 3
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The LTD Road Map July 17, 2008
The LTD Road Map July 17, 2008
The LTD Road Map
INTRODUCTION .......................................................................................................... 2
VISION STATEMENT ................................................................................................... 3
MISSION STATEMENT ................................................................................................ 3
OUR CORE VALUES ................................................................................................... 3
THE LTD BRAND COMPONENTS ............................................................................... 4
OUR POSITION ............................................................................................................ 4
OUR PERSONALITY .................................................................................................... 4
OUR PROMISE ............................................................................................................ 5
OUR STRATEGIC GOALS ........................................................................................... 6
Goals ......................................................................................................................... 6
Goal Performance Objectives and Implementation Strategies .................................. 6
INTRODUCTION
Lane Transit District plays a key role in maintaining a high quality of life in the Eugene-
Springfield metropolitan area and surrounding communities. LTD provides an
attractive transportation option that helps the community’s transportation network
operate more efficiently. Transit is also a critical element in achieving the
community’s sustainability goal and in reducing the region’s emission of greenhouse
gases.
LTD services to the community include:
The Bus! (fixed-route bus service)
Breeze shuttle service
EmX bus rapid transit service
Event shuttle service
Commuter Solutions program (carpool, vanpool, employer programs)
RideSource (demand-response service for people with disabilities)
The LTD Road Map provides a basis for who we are and where we want to go. This
document includes our Vision Statement, our Mission Statement, Our Core Values,
the statements that make up the LTD Brand (Our Position, Our Personality, and Our
Promise), and our Strategic Goals. Within the six Strategic Goals are short-term and
long-term strategies that provide tactical direction to guide the District’s activities and
programs in order to achieve the desired goals and objectives.
The components of The LTD Road Map are dynamic and meant to be updated
annually.
The LTD Road Map July 17, 2008
VISION STATEMENT
To provide the best public transportation services imaginable.
MISSION STATEMENT
LTD enhances the community’s quality of life by:
Delivering reliable, responsive, and accessible public transportation services
Offering innovative services that reduce dependency on the automobile
Providing progressive leadership for the community’s transportation needs
OUR CORE VALUES
Work Together
We work, help, and communicate effectively with others in our workplace and our
community, and we treat all people with whom we come in contact with respect,
courtesy, and dignity.
Take Initiative
We offer creative and workable solutions to present and future challenges and
processes, we take opportunities to grow personally and professionally, and we
encourage others to do the same.
Be Professional
We show pride in our appearance, attitude, actions, work, and in the quality of our
equipment and facilities.
Practice Safety
We keep a safety awareness and act when necessary in order to maintain safe
services, vehicles, equipment, facilities, and a safe work environment.
The LTD Road Map July 17, 2008
THE LTD BRAND COMPONENTS
The LTD Brand Components are the basis of who we are. It is comprised of the
Position, Personality, and Promise of our organization.
OUR POSITION
The Best Way to Connect
It is LTD’s essential purpose to provide a service of transporting and connecting
people with family, friends, colleagues, work, school, shopping, and entertainment, as
well as with other important people, places, or events. Because of the many
transportation services we provide, we consider Lane Transit District to be “The Best
Way to Connect” throughout our community.
The word and concept “best” has many meanings. When comparing our transpor-
tation options with dependency on the single-use automobile, our services are:
• Better for the environment
• Better for community building
• Better for avoiding traffic and parking frustrations
• Better economically--considering vehicle expenses and parking costs
The word and concept “connect” has many positive connotations, as well. The
services LTD provides allow individuals from all walks of life to:
• Connect with their community
• Connect with others
• Connect with themselves (time to relax, dream, read, write, or work)
• Connect with nature and the environment
Our position rationale of “The Best Way to Connect” is achieved by our experience
and commitment to Lane Transit District’s Vision, Mission, Core Values, and Strategic
Goals.
OUR PERSONALITY
Our personality as an organization is the result of the unifying traits of every LTD
employee. The words that best represent Our Personality are:
• Caring
• Reliable
• Welcoming
• Capable
• Innovative
These personality traits are the basis for how we work, communicate, interact, and
relate with each other, as well as with the public we serve. They also serve as a guide
in the development of employee programs, work plans, training materials, and
marketing materials.
The LTD Road Map July 17, 2008
OUR PROMISE
The LTD Promise is the standard that we strive to achieve and is our commitment to
the type of experience you can consistently expect from us.
Based on this, we promise to do everything possible to give you a great
transportation experience, every time.
This promise applies to your entire experience, including the transportation service
provided, the customer service received, and the cleanliness and reliability of our
equipment and facilities.
The LTD Road Map July 17, 2008
OUR STRATEGIC GOALS
Goals
Six long-term strategic goals have been established to serve as a basis in realizing
the components of The LTD Road Map.
1. Deliver reliable public transportation service.
2. Develop innovative services that reduce dependency on the automobile.
3. Maintain LTD’s fiscal integrity.
4. Provide leadership for the community’s transportation needs.
5. Develop a supportive workplace that fosters the success of all employees by
providing an environment that encourages strong working relationships and
offers opportunities to learn and grow.
6. Instill in each employee an active awareness of Our Position, Our Personality,
Our Promise, and Our Core Values in order to help ensure that these are part
of LTD’s everyday practices.
Goal Performance Objectives and Implementation Strategies
To serve as directives and guides for accomplishing our goals, short-term (1 to 3
years) and long-term (4 to 10 years) strategies have been developed. Following is a
restatement of each goal, along with the accompanying performance objectives and
strategies.
The LTD Road Map July 17, 2008
GOAL 1: DELIVER RELIABLE PUBLIC TRANSPORTATION SERVICE.
Provide high-quality, effective, safe, and reliable service that meets the community’s mobility
needs and maximizes ridership.
Performance Objectives:
Increase ridership by 3 percent per year.
Increase per capita ridership by 1 percent per year.
Increase system productivity by 1 percent per year.
Reach and maintain on-time performance of 90 percent at key timepoints system-wide.
Increase RideSource rides per hour by 1 percent
Short-Term (1- to 3-year) Implementation Strategies:
1. Improve service reliability:
Make service adjustments annually to address problems regarding schedule
adherence and overloaded trips.
Review current performance standards used in identifying service reliability needs.
2. Improve fleet maintenance reliability:
Implement a revised maintenance plan.
Expedite the completion of deferred maintenance.
3. Continue investment in facilities maintenance to preserve and maximize the useful life
of the District facilities.
4. Use Automatic Passenger Count (APC) data to provide route segment and stop-
level analysis to improve efficiency of the fixed-route system.
5. Develop a Springfield route redesign in preparation for expanding EmX service along
Pioneer Parkway.
6. Maintain a plan to optimize the fleet composition consistent with LTD’s service goal.
7. Pursue signal priority to service outside of EmX corridors.
8. Continue to promote the system to potential users:
Implement a targeted senior individualized marketing program if grant funding
becomes available.
Provide riding incentives for youth riders during the summer.
9. Maintain special events service consistent with new charter rules.
10. Develop an operational plan for the new University of Oregon (UO) basketball arena.
11. Develop a staff training plan for technology implementation.
12. Develop a plan to guide facility improvements for both the short term (4 to 6 years) and
the longer term (up to 20 years).
13. Develop RideSource efficiency and productivity standards.
14. Complete implementation of the RideSource Call Center.
Long-Term (4- to 10-year) Implementation Strategies:
1. Increase service as necessary to maintain an acceptable level of reliability.
2. Maintain a plan to optimize the fleet composition consistent with LTD’s service goal.
3. Pursue signal priority for service outside bus rapid transit as part of Busplus
service improvements.
4. Consider service enhancements to respond to community population and
employment growth.
The LTD Road Map July 17, 2008
GOAL 2: DEVELOP INNOVATIVE SERVICE THAT REDUCES DEPENDENCY ON THE
AUTOMOBILE.
Provide high-quality, convenient service that attracts new riders, including those who have
access to an automobile, in order to help the community meet its current and future
transportation needs. Bus rapid transit (BRT) is a key innovative transit strategy that is
intended to increase the transit mode share, particularly on congested corridors.
Performance Objectives:
Increase peak-hour transit ridership on congested corridors by 3 percent per year.
Increase the number of “choice riders” (those who could have used an automobile for
their trip) by 2 percent per year.
Increase ridesharing in the community (including vanpools) by 3 percent per year.
Short-Term (1- to 3-year) Implementation Strategies:
1. Evaluate the Franklin EmX Corridor to identify changes in rider demographics and travel
behavior over time.
2. Complete design work and start service on the Pioneer Parkway EmX Corridor by the
end of 2010.
3. Design complementary neighborhood connector service for the Pioneer Parkway EmX
corridor.
4. Continue planning work on the West Eugene EmX:
Select Locally Preferred Alternative and complete Draft EIS by Spring 2009.
List project in the new Federal Surface Transportation Bill.
5. Implement real-time passenger information on the Franklin EmX Corridor.
6. Research and evaluate a redesign of current fixed-route service using a crosstown
corridor service design.
7. Support nodal development and transit-oriented land uses.
8. Integrate transit planning with land use efforts and planning for other transportation
modes.
9. Continue the implementation of the Congestion Mitigation Program.
10. Track TransPlan performance measures for Transportation Demand Management
(TDM) and transit.
Long-Term (4- to 10-year) Implementation Strategies:
1. Construct an additional complete EmX corridor as dictated by funding and
community support, with the intention of implementing one corridor with each new
Federal Surface Transportation Bill, which occurs every six years.
2. Reshape the service system with EmX system expansion.
3. Explore new types of services for future implementation.
The LTD Road Map July 17, 2008
GOAL 3: MAINTAIN LTD’S FISCAL INTEGRITY.
A fiscally responsible plan should meet both short- and long-range operational and capital
needs within a planning horizon defined by the Long-Range Financial Plan (LRFP). In
addition, LTD’s ability to obtain advantageous financing for its capital agenda will depend on
the quality of the Long-Range Financial Plan. The ability to develop new sources of funding
for capital and expand resources for operational support will be critical to LTD’s continued
success. In addition, LTD will be a prudent and conscientious custodian of public funds.
Performance Objectives:
Maintain or lower the current cost per boarding (with adjustments for inflation).
Maintain administrative overhead expenses to no more than 20 percent of the General
Fund budget.
Obtain unqualified annual independent audits.
Short-Term (1- to 3-year) Implementation Strategies:
1. Maintain a viable Long-Range Financial Plan (LRFP) and Capital Improvements
Program (CIP).
2. Pursue established and new sources for federal, state, and local funding for both capital
and operating needs.
3. Implement the payroll tax increase approved by the LTD Board in 2005.
4. Use transfers from the General Fund to provide the local match for FTA
Formula (5307) funds.
5. Pursue state or local matching funds for the West Eugene EmX corridor.
6. Assess and adjust as necessary the needed contribution to LTD’s pension plans.
7. Review and adjust fares consistent with the Fare Policy.
8. Negotiate an appropriate labor contract.
Long-Term (4- to 10-year) Implementation Strategies:
1. Adjust fares consistent with the Fare Policy.
2. Seek federal funds through annual appropriation process.
3. Continue to explore local, state, and federal funding options.
4. Maintain an eight-year window of a 20-year LRFP.
5. Consider all options for the financing of vehicles and capital projects.
6. Continue advocating for a regional coordinated investment strategy to maximize
the benefit of state and federal dollars coming into the region.
7. Maintain unqualified annual independent audits, triennial Federal Transit Administration
reviews, and National Transit Database audits with “Minimal Findings” or “No Findings,”
and qualify for the Government Finance Officers Association Reporting Excellence
award annually.
8. Complete the 10-year implementation of the payroll tax approved by the Board in 2005.
The LTD Road Map July 17, 2008
GOAL 4: PROVIDE LEADERSHIP FOR THE COMMUNITY’S TRANSPORTATION
NEEDS.
Success is more readily achieved when there are partners committed to the same goal. In
Oregon where the road fund is limited in both scope and amount, promoting investment
decisions to benefit travel modes beyond the automobile is a significant transportation
agenda.
Performance Objectives:
Maintain or improve “Good to Excellent” ratings on LTD community surveys.
Maintain or increase staff and Board member involvement on key local committees.
Short-Term (1- to 3-year) Implementation Strategies:
1. Provide community leadership in developing multi-modal transportation solutions:
Provide consistent leadership and participation at Metropolitan Policy Committee
(MPC) meetings.
Utilize available forums for LTD participation in community transportation planning.
2. Strengthen LTD’s partnerships with government agencies:
Federal Transit Administration (FTA) Region X
State and local governments, ODOT
3. Grow the visibility of LTD Board members in the community, including greater
participation in neighborhood meetings.
4. Maintain LTD’s profile/involvement in community activities.
5. Continue effective participation in long-range land use and transportation planning.
6. Build new partnerships/allies in the FTA, Washington, D.C., office, and congressional
staff offices.
7. Optimize coordinated investment strategies that benefit transit, including local Surface
Transportation Program (STP) programming.
8. Complete (Refine?) and implement the District’s Sustainability Plan.
9. Maintain a leadership role in implementing Transportation Demand Management
strategies.
10. Conduct annual or biennial Board self-evaluations based on the strategic goals.
Long-Term (4- to 10-year) Implementation Strategies:
1. Develop knowledge of transit benefits through school education programs.
2. Continue to increase the Board’s profile in the community.
3. Conduct periodic community-wide market research surveys.
4. Address the changing demographics of the community.
5. Promote partnering with public agencies and community groups.
6. Continue partnering with the FTA.
7. Transition to vehicles that produce fewer emissions.
The LTD Road Map July 17, 2008
GOAL 5: DEVELOP A SUPPORTIVE WORKPLACE THAT FOSTERS THE SUCCESS OF
ALL EMPLOYEES BY PROVIDING AN ENVIRONMENT THAT ENCOURAGES
STRONG WORKING RELATIONSHIPS AND OFFERS OPPORTUNITIES TO
LEARN AND GROW.
The quality of the workplace environment is central to LTD’s success. By working together,
we share the tasks and the rewards and recognition of the outcomes. We are mutually
committed to our goals because we believe in the principles and the values they represent.
Performance Objectives:
Reduce negative employee turnover (employees who leave for reasons other than
retirement or forced termination).
Improve workplace safety by reducing the number of accidents, time-loss days, and total
cost of accidents.
Improve workplace morale as measured by internal opinion surveys.
Improve employee health as measured by health plan usage and “presenteeism.”
Short-Term (1- to 3-year) Implementation Strategies:
1. Implement a program to enhance employee health and morale:
Institute a comprehensive employee communications approach.
Implement a comprehensive rewards and incentive program.
Create a comprehensive program to support employee training and skill
development.
Expand health programs to include health education and injury prevention.
2. Support an active and viable Employee Council.
3. Maintain a positive relationship with the ATU.
4. Review internal communication processes and consider the development and
implementation of an intranet.
5. Support the LTD Diversity Council activities and implement the LTD Diversity Plan.
6. Continue Development of an organizational succession plan.
Long-Term (4- to 10-year) Implementation Strategies:
1. Implement a comprehensive employee development program.
2. Maintain a positive relationship with the ATU.
3. Maintain a positive relationship with the Employee Council.
4. Continue to build employee morale.
5. Implement a comprehensive employee health insurance program.
The LTD Road Map July 17, 2008
GOAL 6: INSTILL IN EACH EMPLOYEE AN ACTIVE AWARENESS OF OUR POSITION,
OUR PERSONALITY, OUR PROMISE, AND OUR CORE VALUES IN ORDER
TO ENSURE THAT THESE ARE PART OF LTD’S EVERYDAY PRACTICES.
LTD’s Position, Promise, Personality, and Core Values are the essence of LTD. Taken in
aggregate they provide definition to the LTD Brand. The work of this goal is to integrate these
Brand Components throughout the organization.
Performance Objectives:
Increase internal awareness of the LTD Brand and reinforce LTD’s position as “The Best
Way to Connect” by ensuring that 100 percent of employees are provided information
and training.
Increase LTD’s “Good to Excellent” rating by meeting and exceeding the needs and
expectations of customers.
Decrease customer complaints and increase customer compliments.
Short-Term (1- to 3-year) Implementation Strategies:
1. Conduct an annual review of The LTD Road Map, including the LTD Brand Components,
to ensure integration of personality traits (caring, reliable, welcoming, and capable) into
everyday practices.
2. Better communicate LTD’s Brand Components and vision to the community through
marketing materials, sponsorships, and event participation.
3. Integrate The 10 LTD Valued Competencies and LTD Brand Components into LTD
operations, and develop the means to measure success.
4. Integrate The 10 LTD Valued Competencies and LTD Brand Components into LTD
employee training.
5. Conduct internal periodic surveys and/or interviews to measure understanding,
awareness, and consistent application of the Brand Components.
6. Conduct periodic customer research to measure understanding and awareness of the
LTD Brand Components.
7. Continue the Brand Committee, with individuals from each department, to review this
document and act as representatives of Our Core Values and Brand Components.
Document revision meetings will be completed in July or August of each year in order to
prepare a draft document for the fall Leadership Council retreat.
8. Expand the quality and frequency of actions taken by every person at every level of the
organization to ensure that LTD is perceived to be "caring, reliable, welcoming, and
capable.”
Long-Term (4- to 10-year) Implementation Strategies:
1. Annually update The LTD Road Map.
2. Provide ongoing communication of LTD’s Vision and Brand Components to employees
and the community.
3. Monitor understanding of the LTD Vision and Brand Components through internal and
external surveys.
CITY OF
REDWOOD CITY
STRATEGIC PLAN
Revised by the City Council February 22, 2010
~ PURPOSE ~
The Purpose of the organization is:
Build a Great Community Together!
Our Core Purpose is best described as the reason for the organization’s
existence. This simple statement contains a great deal of meaning: we
are managing a city and building a community. It points to the need for
engaging our citizens in an effort to create a true community; a
community where there is a "sense of belonging," a place where there is
trust and relationships among
our citizens, and where
people know their neighbors.
A community is a place where
citizens take responsibility
and are accountable partners
with the City to achieve our
mutual vision of a great
community.
\
~ VALUES ~
To carry out our Core Purpose, the following four Core Values guide the
organization’s day-to-day work, and help us focus on our Core Purpose.
Our Core Values are those basic shared values which make Redwood
City the service organization that it is today, and which will sustain us into
the future.
Excellence: Passion to Do Our Best in Each Moment
Integrity: Do the Right Thing, Not the Easy Thing
Service: We Care and It Makes a Difference
Creativity: Freedom to Imagine and Courage to Act
Build a Great
Community
Together
\
Excellence
Integrity
Service
Redwood City Strategic Plan
~ CORE SERVICE AREAS ~
The organization’s Core Service Areas broadly describe the services,
skills, and proficiencies that the City provides to the community. They
complement and flow from the Core Values. Where the Core Values
represent how we do business, the Core Services represent what we
do for the community.
Redwood City’s Core Service Areas include the provision of:
• A highly skilled workforce
• Public safety
• Community engagement and
communication
• Public places
• Policy governance
• Lifelong learning for the community
• Healthy living opportunities
• Fiscal stability
• Public infrastructure
• Legal and regulatory compliance
These Core Services are accomplished through the work of the City’s
operating departments:
~ COUNCIL GUIDELINES AND PROTOCOL ~
The City Council of Redwood City is committed to building
relationships with each other, with staff, and with the public through
communication and engagement, and thus is committed to the
following team expectations:
• Integrity, respect, and trust
• Responsibility, ownership, and accountability
• Focus and strategic alignment
• “Doing it right” to create a win/win situation
Redwood City Strategic Plan
Services
Skills
Proficiencies
\
Building
Relationships
Communication
Community
Engagement
• City Manager
• City Attorney
• City Clerk
• Building, Infrastructure &
Transportation
• Fire
• Finance
• Human Resources
• Library
• Parks, Recreation &
Community Services
• Planning, Housing, &
Economic Development
• Police
• Public Works Services
~ STRATEGIC INITIATIVES ~
The City’s Strategic Initiatives are established by the City Council, and
represent areas of focus for the entire organization. Strategic Initiatives
are high-level policy areas, and are generally reviewed every five years.
They serve as a guide to help focus the efforts of the City Council, the
City’s Boards, Committees, and Commissions, and City staff, and offer
guidance to effectively align resources with priorities.
The current Strategic Initiatives are:
Effective and Efficient Service
Delivery
Upholding the highest standards of
professionalism and skill in the
operations of the City, bringing
creativity and innovative ideas to
the forefront, and providing
forward-thinking programs for the
long term benefit of the community.
Community Building and
Communications
Engaging community members as
partners with the City in its
decision-making processes,
providing opportunities for
purposeful community dialogue
and involvement, and ensuring that
meaningful communications and
information are all part of Commu-
nity Building – which is at the core
of how Redwood City does business.
Economic Development
Supporting and sustaining a busi-
ness environment that contributes to
economic prosperity, and improves
the economic well-being and quality
of life for our community.
Redwood City Strategic Plan
Service Delivery
Community
Building
Economic
Development
(Strategic Initiatives - Continued)
Public Safety
Providing for the protection and well-
being of the community, the
maintenance of a high quality of life,
and keeping residents, children,
neighborhoods, and families safe.
Transportation
Maintaining and improving the City’s
transportation infrastructure of
roadways, sidewalks, bicycle and
pedestrian facilities, supporting local
programs for enhancing the ability of
community members to efficiently
travel to and from their destinations,
and participating in regional
transportation coordination efforts.
Youth
Bringing our community’s youth
issues into the forefront through
programs and policies that support
youth development, education, after
school care, family support, and
enrichment; and creating
partnerships with our youth,
recognizing youth as an asset that
enhance the quality of life for all
members of our community.
Redwood City Strategic Plan
Public Safety
Transportation
Youth
~ STRATEGIC GOALS ~
Each Strategic Initiative is supported by a set of Strategic Goals. The
Goals are presented in a manner describing success, in order to best
provide guidance for City departments’ objectives and work plans
over the course of the following two-to-five years.
Individual department objectives and specific work plans, flowing from
and consistent with the Strategic Initiatives and Goals, in turn
describe the “on the ground” work that will contribute to the
community’s overall quality of life. The Goals may be revisited,
revised, and/or confirmed at the Council’s Annual Strategic Initiatives
Update meeting.
Strategic Initiative: Effective and Efficient Service Delivery
Strategic Goals -
• Take a long-term approach to planning for the future of Redwood
City, across all departments and core service areas
• Lead by example by implementing and supporting climate protec-
tion and sustainability programs
• Sustain efforts to maintain the City as clean, inviting, and aestheti-
cally pleasing, throughout the community
• Attract and retain a highly qualified municipal workforce
• Be in a state of readiness for funding opportunities
Strategic Initiative: Community Building and Communication
Strategic Goals -
• Build relationships and leverage community partnerships
• Foster meaningful community engagement and participation
• Preserve and promote our cultural, educational, economic, and
recreational diversity and historic heritage
• Raise public awareness through increased communications and
engagement
• Engage our neighborhoods as partners with the common goal of
improving the community’s health, safety, and well being
Strategic Initiative: Economic Development
Strategic Goals -
• Retain and support businesses Citywide for a strong, stable,
and complementary business mix
• Pursue a diversity of economic activity by enabling and facilitating
good business decisions
• Continue downtown redevelopment
• Foster a wide range of market rate housing development
Redwood City Strategic Plan
Purpose/Values
Strategic
Initiatives
Strategic Goals
Action
(Strategic Goals - Continued)
Strategic Initiative: Public Safety
Strategic Goals -
• Maintain and ensure public safety
• Sustain disaster preparedness, including the Port
• Maintain gang suppression efforts
Strategic Initiative: Transportation
Strategic Goals -
• Support and develop alternative transportation modes
• Engage neighborhoods to mutually develop solutions to traffic
issues
• Promote pedestrian and bicycle friendly transportation options,
community-wide
• Participate in coordination of regional transportation issues
Strategic Initiative: Youth
Strategic Goals -
• Develop and maintain programs that support youth development,
education, health, and enrichment
• Create and nurture partnerships and collaborations that provide for
critical youth services and child care
• Engage youth respectfully, as an integral part of the Redwood City
community
Redwood City Strategic Plan
Purpose/Values
Strategic
Initiatives
Strategic Goals
Action
~ OBJECTIVES ~
The organization’s objectives are specific one-to-five year outcome-
based actions that staff develops and pursues in support of the City
Council’s Strategic Initiatives and Strategic Goals. Results of the
Objectives will be measurable, can be evaluated, and will be reported
back through the Strategic Initiatives Quarterly Tracking Report. They will
be developed and communicated through the various departmental
business plans, project work plans, and annual departmental reports.
Boards, committees, commissions, and appointed task forces may
augment, sponsor or contribute to objectives via their own strategic
plans, annual work plans, and/or collaborative efforts with staff. Staff
liaisons within assigned departments will coordinate such efforts to
ensure alignment and focus, consistent with the Council’s Strategic
Initiatives.
~ EVALUATION ~
The City Manager will evaluate programmatic effectiveness and
efficiency on a regular basis. Evaluation results will be reported out
through a variety of means, including the use of performances measures,
a new citywide Annual Report, and the Council’s quarterly Strategic Ini-
tiatives Tracking Report.
[
Redwood City Strategic Plan
Objectives
Evaluation
City of Redwood City
City Manager’s Office
1017 Middlefield Road
Redwood City, CA 94063
(v) 650-780-7300
(f) 650-780-7225
mail@redwoodcity.org
Rev. 4.19.10
Washington City Strategic Plan
Washington City, Utah Strategic Plan 2012-2016
Dear
Citizens:
We
are
pleased
to
present
the
Washington
City
“Five
Year
Strategic
Plan”
for
2012.
The
strategic
plan
represents
a
“living
plan”
for
the
City,
which
will
be
reviewed
annually,
and
adjusted
as
necessary.
The
plan
provides
direction
as
we
move
forward.
The
vision
for
the
future
of
Washington
City
cannot
be
accomplished
without
the
continued
involvement
and
interest
of
citizens.
We
invite
you
to
review
the
strategic
plan
and
provide
comment
regarding
these
goals.
We
appreciate
suggestions
for
the
betterment
of
our
community.
Mission, Vision & Values
Washington City, Utah Strategic Plan 2012-2016
Mission
Washington City is dedicated to being the City of choice. We will build upon
the foundation of our traditional pioneering spirit and strive to enhance the
quality of life while providing the most reliable, innovative, efficient and
courteous service.
Vision
To be a model city; recognized as an innovative, empowering, high-quality
city.
Values
The Values that will guide us are:
INTEGRITY in all of our actions, decisions and the work we perform.
DEDICATION to our community and our ethical code.
EFFICIENCY in our operations to provide the best value.
QUALITY and excellence in all aspects of our work.
INNOVATION in meeting the present and future needs of the City.
PRIDE in our work and in our dedication to public service.
Major Areas of Emphasis
Washington City, Utah Strategic Plan 2012-2016
1. Embrace Economic Growth
2. Ensure Financial Integrity
3. Enhance Public Service
4. Elevate Citizen Experience
5. Enrich Cultural Awareness
These five areas of emphasis constitute Washington City’s primary goals for
the years 2012-2016. Each goal contains specific strategies and objectives
which will be necessary to accomplish these goals. The strategies and
objectives are contained in the following pages.
1. Embrace Economic Growth
Washington City, Utah Strategic Plan 2012-2016
In May 2011,
Washington City
had 736 active
business licenses.
Effectively use City development plans and codes
•Publish revisions and amendments of General Plan.
•Publish revisions and amendments of Subdivision and Zoning Ordinances.
•Expand opportunities within the Density Bonus Program.
•Prepare City Facility Master Plan.
Market the community as a great place to do business
•Finalize and distribute Economic Development marketing plan.
•Update and post available commercial property list to the website.
•Identify and recruit target businesses.
•Expand strategic partnerships between property owners, developers, and
government entities.
2. Ensure Financial Security
Washington City, Utah Strategic Plan 2012-2016
By 2016,
Washington
City will pay
$3.5 million in
bonds.
Continue to safeguard public funds
•Assemble master document of each department’s financial policy.
•Streamline the in-house audit.
•Increase express bill pay use.
•Review and update utility collection policy.
•Annual utility account audit to ensure accuracy.
•Strengthen financial controls, independent reviews, and approvals.
•Prepare and print Comprehensive Annual Financial Report(CAFR).
Continue to enhance financial tools available to the City
•Develop internal software program for annual utility rate and fee analysis.
•Comply with any state law regarding transparency.
•Establish committee to analyze and improve returns on investments.
3. Enhance Public Service
Washington City, Utah Strategic Plan 2012-2016
In 1988, Washington
City had 3,200
residential accounts. In
May 2011, there are
9,600 residential
accounts.
Increase the park and recreational opportunities
Enhance public safety services to the community
•Rehearse the City’s Emergency Response Plan semi-annually.
•Educate the citizens on Community Oriented Public Safety.
•Enhance code compliance efforts by educating the community on taking a
personal responsibility in their neighborhoods.
•Use Volunteers In Public Safety program to develop neighborhood watch
and trail/park watch programs.
•Implement Advanced Life Support with EMS services.
•Conduct Citizens’ Public Safety Academy.
•Expand upon the Virgin River and Millcreek Trail systems.
•Construction of the Virgin River Park Soccer Complex.
•Introduce additional Adult Sports and Recreation programs.
•Develop equestrian and Warm Springs Trailhead.
3. Enhance Public Service
Washington City, Utah Strategic Plan 2012-2016
Improve communication with our citizens
•Publish on-line status reports for builders to use in monitoring the progress
of their projects.
•Create interactive employment application.
•Implement online chat for utility customers.
•Update radio communication system within City departments to utilize
during emergency situations.
Add to the professional level of our staff
•Improve the learning opportunities for staff and City officials.
•Emphasize supervisors’ employee management training.
•Enhance training of employees in co-worker relationships.
•Expand courtroom security policy and procedures.
Improve utility infrastructure
•Maintain streets to a 12 year resurface life.
•Update current water, sewer, roads, and storm water master plans.
•Increase capacity of storm water drainage system.
•Construction of retention/detention basins within parks.
4. Elevate Citizen Experience
Washington City, Utah Strategic Plan 2012-2016
Washington City
has 77 acres of
open parks and
17 miles of trails.
Proactively use the media for public relations
•Support Mayor and Council with citizen interactions.
•Create an internal policy for communication with media.
•Establish committee for newsletter ideas, social media, and webpage
content.
Enable citizens to search location of graves
•Create a web-based cemetery database.
•Provide images of headstones.
•Show location of available plots.
Address senior needs within our community
•Establish a citizen committee to organize events for seniors.
•Create a senior section in the newsletter.
•Encourage the Historical Society/Museum Expansion.
4. Elevate Citizen Experience
Washington City, Utah Strategic Plan 2012-2016
Improve citizen interaction with City offices
•Investigate and evaluate Receptionist/Information Center.
•Provide web access of active business licenses.
•Publish a map showing locations of City facilities.
•Regularly survey community on issues of importance and to solicit input.
Provide video feed of City
•Create 360° view of parks and facilities.
•Publish web-based real time video of traffic conditions
•Promote video feed of City Council Meetings on website.
•Develop local weather monitoring station.
5. Enrich Cultural Awareness
Washington City, Utah Strategic Plan 2012-2016
Washington City
residents have held
foot races on July 24th
for over 150 years.
Celebrate our heritage
•Establish citizen committees to oversee or offer assistance in City
celebrations.
•Incorporate education of City heritage and history in new employee
orientation.
•Continue to support and enhance the community garden as recognition of
our heritage as “Garden City”.
Expand information provided for cultural arts and events
•Special editions of newsletters.
•Create Heritage and Cultural Arts Master Plan.
•Investigate funding sources to promote events.