CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
5/13/2024
1 SUBJECT:
City Council Strategic Planning Update for FY2024-25
RECOMMENDED ACTION:
Approve the updated City of Pacifica 2023 to 2030 Strategic Plan Mission, Vision, Values, Goals and Strategies (Attachment A).
STAFF CONTACT:
Kevin Woodhouse, City Manager
[email protected]
650-738-7409
BACKGROUND/DISCUSSION:
Each year the City Council convenes in advance of the new fiscal year to review the City’s prior goals and develop a list of priorities to be implemented in the upcoming fiscal year This annual process is intended to identify Council priorities in advance of developing the annual budget, in order to align the City’s financial resources with the projects and initiatives that will make up the workplan for the fiscal year.
Last year, the City Council pursued a different process - strategic planning. A best practice for high functioning organizations, strategic planning is intended to begin with identifying Mission, Vision, and Values statements for the organization, followed by identifying long-term goals that reflect those statements, and multi-year strategies and priorities to fulfill those goals.
A definition of each of the Strategic Plan elements is provided below:
Mission - The City’s Mission is a statement of what the City does and strives to do on an ongoing basis. It sets the boundaries and expectations for the City and its work.
Vision - The Vision statement is aspirational, identifying the desired outcome of the City’s efforts and changes over a long period of time.
Values - The listed Values for the City reflect how the City does its work, from the City Council through front-line staff. Values typically embody both current and desired approaches for internal and external performance.
Goals - The City’s Goal statements capture the primary focus for the City to achieve its Vision over the next seven years. Each Goal statement is ambitious, encompassing an aspirational set of work to be done, especially given that most City operations, funding, staffing, and time is devoted to day-to-day services and other non-discretionary work.
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Strategies - The City Council has selected a limited set of top Strategies to achieve each Goal. Some Strategies may be accomplished over one to two years, while others may persist throughout the life of the Strategic Plan.
This year the City Council convened in a public workshop format to review progress on and possible changes to the Strategic Plan. The PowerPoint used to guide the Council workshop is provided as Attachment B and the minutes of the meeting as Attachment C..
Following a review and highlighting of the City’s many accomplishments this past year, the Council identified the following factors which have led to the City’s success:
• Strong public involvement
• Dedicated staff
• Managing through scarcity
• Flexible city manager
• Teamwork led by the Council and City Manager
• Clear and thoughtful direction from the City Council
• Mutual respect and love for each other
• The natural beauty of Pacifica
As detailed in the PowerPoint from the workshop, the City Council then participated in a Communications Style exercise. The exercise helps identify individual preferred communications styles which were then combined to identify collective dynamics. Overall, the Council is strongest in the Considerate style, followed closely by Systematic and Direct. The only communications style not well represented is Spirited. The Council discussion acknowledged the necessary balance provided between the styles and also recognized that serving on Council and staff during challenging times - both financially and with significant policy issues - can be “hard on the spirit.”
The Council received extensive public comment, with the most comments received related to short-term rentals, tree program, transportation, economic development, affordable housing, and open space.
The City Council reviewed the Mission, Vision, Values and Goals adopted last year and did not direct any changes to them at this time.
The bulk of the Council workshop was spent reviewing the Strategies necessary to achieve each Goal as well as the staff work plan and progress to date. Given the City’s ongoing resource constraints and existing priorities as reflected in the Strategic Plan, few changes or additions were directed by Council at this time, although specific comments were provided on most of the Strategies and work plan items for staff’s consideration.
Only two changes to the Strategic Plan were directed by a majority of Council as follows:
* Modify the language for Strategy 2C - Pursue planning and financing for the Library projects.
Staff recommends this new language - Broaden community awareness of the Library projects. * Add a new Strategy 5C - Explore possible changes to Council term limits.
The City Manager is seeking confirmation from the Council regarding these two changes.
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Based on the Council workshop, City staff has updated the draft workplans for each Strategy under each Goal, as summarized in Attachment D using the City’s new AchieveIt software package. These draft workplans reflect the staff’s understanding of the Council’s direction for each Goal and Strategy and the work and timelines possible at this time given existing and anticipated resources and current priorities.
The annual budget process provides the means for community and Council consideration of the allocation of resources necessary for continuing services and work as well as a limited number of new initiatives and efforts based on the Strategic Plan or other priorities. Progress on the Strategic Plan must be calibrated to the resources available as the City Council considers the proposed budget during the months ahead.
Last, best practices from other local government agencies suggest a number of additional steps to ensure progress on the Strategic Plan, including:
• Posting the Mission, Vision, Values, Goals and Strategies on the City’s web page, around City Hall and other City facilities open to the public, and in the City Council Chambers.
• Incorporating the Strategic Plan in the City’s budget and other guiding documents. • Refer to the Strategic Plan Goals and Strategies as appropriate in Council staff reports. • Provide periodic updates on the Strategic Plan at Council meetings or in semiannual staff reports. • Council consideration of which Strategies to delay or drop when providing midcycle direction on new or emerging priorities. • Conduct annual reviews and updates to the Strategic Plan, focusing on achievements and changes related to the Strategies for each Goal. It is not uncommon in other agencies to drop and add Strategies each year in furtherance of the Strategic Plan.
The City Council’s action on the Strategic Plan will be the culmination of a thorough and thoughtful consideration of the challenges and opportunities facing the City of Pacifica and will provide a guide for achieving the Council’s Vision and Goals for the City.
FISCAL IMPACT:
There is no direct or immediate fiscal impact associated with the City Council’s adoption of the Strategic Plan. However, the Strategic Plan will serve as the Council’s guide for allocation of resources in the budget process and for staff’s prioritization of work given limited resources.
ORIGINATED BY:
City Manager's Office
ATTACHMENT LIST:
Attachment A: Updated Strategic Plan (PDF)
Attachment B: Council Strategic Planning Workshop PowerPoint (PDF) Attachment C: Council Strategic Planning Workshop minutes (PDF) Attachment D: Updated Staff Work Plan (PDF)