City of AlamedaCity Council Strategic Planning WorkshopApril 12, 2022 •Facilitated by: Marie Knight -Owner, Knight Leadership Solutions•Municipal Resources Group Consultant
Agenda
•Discussion of Roles and Responsibilities and What I Heard from You•Possibilities and Capacities –•Picture the Future•Goals and Objectives-The Who-What-Why-When and How of SMART Goals•Discussion –moving forward with a “traditional” Strategic Plan: Council Goals, Staff Objectives. •Defining new Goals •Discuss the AOOA of each goal moving forward: Agenda, Obstacles, Opportunities, Action Plan (Staff will create the Action Plan)
Rules for the day
•Leave Rank and Ego at the door•Be prepared to participate —everybody’s ideas are of equal worth•Share the Air•Two Ears –One Mouth, participate proportionally•Brainstorming: use the right tool, generate don’t evaluate, no judgement, hitchhiking is encouraged•No preconceived outcomes-the rule of the crowd rules•Please limit use of phones/electronics until breaks•Blockers must bring solutions•There are no bad ideas, except those you keep to yourself•Be positive –everything is possible, no one likes grumpy people What are your Top of MindIssues?
•The concept of "governance" is not new. It is as old as human civilization. •Good governance is the process of measuring how public institutions conduct public affairs and manage public resources and guarantee the realization of human rights in a manner essentially free of abuse and corruption and with due regard for the rule of law•Good Governance Creates clear expectations for:•Staff •Stakeholders •Yourself What is Governance in the Public Sector?
•Be FOR the Community
•Determine the desired Ends/Results expected of the organization-the BIG picture –the Indicators •Establish, adhere to, and monitor the policies that guide the successful management and operation of the City.
The Role of the City Council
•Stewardship of the public's resources serving the public interest •Making informed decisions, in an open and accessible format •Exhibiting integrity, ethics, compliance with all laws and policies and not misusing information or resources •Promoting values for the entire organization through respectful and professional behaviors •Developing the capacity and capability of the governing body to be effective •Performing effectively in clearly defined roles
•Consensus oriented, mediating the different interests to reach a broad consensus on what is in the best interest of the whole community and how this can be achieved •Engaging stakeholders and being accountable for actions What does that look like?
Focusing on the organizations purpose and outcomes for the community Giving Legs to Your Legacy Means…..
Planting Seeds For Trees You May Never Sit Under
What are the Challenges of being an Elected Official?
•The Council should provide vision and strategic leadership about expectations•The Council should primarily focus on Ends: “what and why” of City’s management and operations •The City Manager & staff should primarily focus on the Means: “who, how, when, & at what cost” of management & operations Governance 101: Who Should Do What and Why?
Typical “Governance” Problems•Sometimes a lack of proper focus on the Big Picture and forward (future) direction•Sometimes a lack of clarity and understanding of roles •Lack of Mutual Purpose•Council loses control of its agenda & its distinct roles and authority-distractions•City Manager loses control of his/her management and operational responsibilities & authority•“Border incursions” by both Council and CM into each other’s turf•Reactive, backwards looking, “fix-it” orientation, •Playing defense vs. offense What I heard from you Common Ground:
•How can we get Council to work more as a body –instead of individual voices. •Council rules enacted 3 years ago but some are not abiding by them. •There is not a good understanding of Council/Manager relationship. •Self awareness and self reflection is lacking.
•Staff not treated well, at times there is a “toxic” “hostile” environment created by Council.
What I heard from you Common Ground:
•Council Priorities are too broad, open to interpretations with no specific outcomes identified. We need meaningful goals and measures. •Climate change and sea level rise is a huge issue and not well understood in the community. We need to do more to educate the community. We have a good staff team leading this. •Worry about staffing challenges as we ramp up for the future needs. It is unsustainable having people do more with less long term.
What I heard from youCommon Ground:
•Staff has risen to the occasion during Covid and taken the brunt of things, trying to keep good staff on controversial projects is difficult, there is burn out with the number of public meetings –staff are leaving due to how they are treated. •Concerned about unfunded liability –pensions growing, this will impact service delivery -a plan is needed. •Council meetings are not productive or enjoyable.
What I heard from youCommon Ground:
•Have an amazing staff –small and mighty, what they get done is amazing, concerned that they are over committed with workload. •CM should be the one who prioritizes staff work.
•We need to streamline our processes –get out of our own way.
Other Thoughts
Staff culture is to make policy-they need to bring policy to Council.
ED team could be stronger.
We need good communication within the organization and CM needs to know what is going on in the community –internal communication needs to improve, and we need to discuss what meets the threshold that the Council should be informed.Council priorities are used to determine what can come before Council, this is wrong, a Council Member should be allowed to bring any issue forward.
Other Thoughts
We need to model behavior needed from the community i.e.. –Drought tolerant landscape at City Facilities.We struggle with housing and city long term planning, unique challenges at Alameda point.
Community safety should be in in every sense of the word –low crime rate, safe streets –close to being there –parks –don't sit back andrest on our laurelsWe are coming to a place where we have made promises about funding certain things and the funds may not be there –difficult conversations will need to take place.
Other Thoughts
We need more of a plan for providing services and support to businesses, how can they be supported with marketing etc.… Council needs to get out of the way –sometimes we appear to be antagonistic towards business.
We need to get away from project of the moment.
Livable is different throughout the city-neighborhoods needs are different –where are the walkable –livable needs like preschools etc.… don’t design to push all to one spot.
Other Thoughts
Would love to see more creative approach to business retention. Not in favor of Council priorities, goals or objectives –staff will tell the council what they need. We are often in the weeds too much as policy makers.
During Covid would have liked to have seen more cohesion and uniformity related to outdoor dining.At times we struggle as we see ourselves as tiny bedroom cityyet we provide full services, there is tension around those things.
What does Mutual Purpose Look Like?
Listening –seek first to understand rather than to be understood Getting curious about the other persons perspectiveSeek similarities more than differencesLook for Win-Win, avoid Win-Lose or Lose-Lose Remember that how someone feels can’t be wrongBe guided by common need, not singular wantStart with ABC’s:
ABC’s of Mutual Purpose
AGREEMENT: ALWAYS START WITH THE AREAS OF AGREEMENT, COMMON GROUND, BUILD: WITH KEY FACTS
COMPARE WHERE YOU DIFFER AND EXPLORE PATH TO CONSENSUS
10%
90%
New InitiativesOngoing City Operations
The 10% will always depend on the current staff capacity to do more The 90/10 Rule
What are the factors that effect the 10%
DOES IT RELATE TO CURRENT GOALS AND OBJECTIVES
STAFF CAPACITY
CURRENT RESOURCES
SOMETHING ELSE MIGHT HAVE TO GIVE
IMPACT VS EFFORT
Example: New Pool
Factors to consider: How many other projects are already in the queue? Are there Ready-Resources? Impact vs EffortIf this is a higher priority, what should staff let go of? Project Management –Generally in the 90% -It’s someone’s job to Manage Projects like this Thoughts thus far?
If it all starts with Vision…… what’s yours?
Picture the future•What are the headlines that you want to see in the local media 5 years from now about Alameda? •Write the Headline and then a few sub points
Headline Story of the Future of Alameda
Headline Quotes
Sub-text of the story What would have to change?
Share
What are the Aspirational Descriptors for the Future of Alameda? 32 Goals and ObjectivesGoals-Council Vision and Priorities -The EndsObjectives-Staff Means and Methods to achieve the Goals Purpose of Goals
KEEP OUR EYES ON THE HORIZON
ENSURE WE ARE DOING THE RIGHT THINGS FOR THE RIGHT REASON AT THE RIGHT TIME
COMMUNICATE TO THE COMMUNITY THAT WE ARE FOR THEM
What are the elements of a great goal?
A formula for success: Who is going to do What and Why?Move the Needle•Improve•Increase•Decrease•Maintain An Outcome•Attitude•Understanding•Knowledge•Access•Attendance•Behavior Change•Opportunity•Conditions•Service•Experience Council’s Goals for the Community and Organization Need to be somewhat fluid and ongoing They still must be relevant, realistic and achievable
They are more general so they can apply to the long-term, yet are outcome based The Devil is in the details–the objectives are where the staff drill down to means and methods When and How Should You Set Council Goals?
When?How?
Current Council Priority Areas
Preparing Alameda for the Future
Protecting Core Services
Supporting Enhanced Livability and Quality of Life
Encouraging Economic Development Across the Island
Ensuring Effective and Efficient Operations
(1) Are these areas still relevant?(2) If not, Why? What is missing?(3)If they are, how do we make them more specific? Mentimeter Poll
If you are comfortable that these five areas are still relevant focus areas to create Goals for the future, then say “GOOD”If you believe something is missing, add it inIf you see something added in that you agree with –add the same word What Does the Finish Line Look Like
•Agenda:For each of your Goal Areas, what are the indicators for success?
Goal Statement Examples:ProvideArts, Culture and Recreation: Provide diverse community experiences and personal enrichment opportunities for people of all ages.
ChampionEconomic Opportunity:Champion a thriving, enduring economy that provides opportunity for all.
Known ForHigh Performing Government: The City will be known for world class public service that is efficient, accessible and responsive to all.
EnsureCommunity Well-Being: Ensure safe and inclusive neighborhoods where everyone can thrive ProvideHomeless Services: The City will provide the best possible services, enforcements, and housing options to preserve and enhance the health, safety and individual rights of all its citizens.
InformPublic Outreach: The community will be kept informed of important city matters through a well-aligned and multi-faceted system of public engagement and outreach.
What are the elements of a great goal?
Current Council PrioritiesGoal StatementsCan we be more specific? •Preparing Alameda for the Future•Protecting Core Services•Supporting Enhanced Livability and Quality of Life•Encouraging Economic Development Across the Island•Ensuring Effective and Efficient Operations
Next Steps: Obstacles, Opportunities, Action Plan
•Your new City Manager will work with the Executive team and return with information and recommendations tomovetheneedleforward
Questions, Comments & Observations
Resources•Mr. Yap Kioe Sheng Chief, Poverty Reduction Section UNESCAP •Mike Shellito –Training and Consulting•Angela Sinickas, ABC, IABC Fellow August 31starticle in the Catalyst 2020Demystifying SMART Goals•Crucial Conversations: Tools for Talking When Stakes are High,