1. ALIGNING COUNCIL + ORGANIZATIONAL GOALS
Presented at the OCCMA Summer Conference
Facilitated by Sara Singer Wilson, SSW Consulting
July 11, 2019

2. Goal Setting for Your Council + Organization

3. Meet Our Panelists Allison Don City of Gresham
Sherilyn Lombos City of Tualatin
Jeff Towery City of McMinnville
Andy Varner City of North Plains

4. City of Tualatin

5. Tualatin City Manager Since December 2006

6. 2-Day, Off-Site with Council & Staff

7. Pre-Workshop Activity

8. Tailored Approach

9. Tailored Approach

10. Broad Vision Statements & 2-Year Priorities

11. Placemat

12. TRANSPORTATION funding
Mid-Term Check-in
Signal added to 65th & Sagert
Sustainable City Program
Herman Road Project
Crosswalks
Grant funding study
May election
TRANSPORTATION funding
GREAT WORK
All in a year!
Regional efforts
Southwest Corridor
Myslony Bridge

13. Staff & Follow-up

14. City of Gresham

15. City of Gresham COUNCIL WORK PLAN
The Council Work Plan process serves as a yearly opportunity for Gresham’s policy makers to clarify priorities and set the course for the year. The plan acts as a roadmap to advance the City’s objectives in established focus areas. 
It ensures staff efforts are aligned with and driven by the Mayor and Council, and thus the community. It also holds us accountable to focusing resources on strategies that best serve the needs and aspirations of our community.

16. Why we do the Council Work Plan
2019 marks the 12th year in which the City of Gresham has used the Council Work Plan. The tool has been in use since 2007. 
2007
TODAY

17. The Council Work Plan Process
The plan is created based on input from council, residents and staff.  The City Manager’s office listens to Council throughout the year, city department managers have provided their vision of key 2019 projects, and Council Citizen Advisory Committees (CCACs), task forces and neighborhood associations provided their ideas as well.   
After collecting project ideas from those sources, staff compile a draft work plan, then the City Manager and key staff hold a retreat with the Council to review the draft. At the retreat, councilors give feedback, make edits, and add or remove projects as they see fit.
Ultimately, the Council adopts the final version of the Work Plan at a City Council meeting.   
In the Council Work Plan process, a diverse mix of sources provide suggestions and ideas that help us develop the plan. Those sources are:
A: Mayor and Council, whose priorities and direction we listen to throughout the year.
B: Residents, who provide suggestions through formal networks like those in this room - the Council Citizen Advisory Committees, Neighborhood Associations, Task Forces and the Youth Advisory Committee.
C: The City’s department directors and staff provide their vision of key projects based on their on-the-ground experience
And D: Some projects are included because of regulatory agreements and partnerships with federal, regional, state and local agencies

18. City of Gresham COUNCIL WORK PLAN
Brief run through of the contents of the work plan.
How progress is reported: Quarterly updates.
Community is updated at the CCAC summit and via neighborhood group meetings.
Connection with budget
Consideration of whether this is a strategic plan. Strictly, yes, but it lacks mission, vision, values, goals. Measurement is tricky.

19. City of North Plains

20. City of North Plains
Stinky

21. City of North Plains

22. City of North Plains

25. City of North Plains

27. Budget Document

28. City of North Plains

29. Envision North Plains

30. City of McMinnville

31. Components of a Strategic Plan
Vision
Mission
Strategic Priorities
Values
Goal
Goal
Goal
Goal
Goal
Objective
Actions & Targets
Objective
Objective

32. How many people Participated?
Strategic Planning Process
How many people Participated?
Leadership Committees – 33
Public Meetings – 125+
Surveys – 1,000+
Interviews, Focus Groups – 100+
Online Tools – ~190

33. Vision
A collaborative and caring city inspiring an exceptional quality of life.

34. Mission
The City of McMinnville delivers high-quality services in collaboration with partners for a prosperous, safe, and livable community.

35. Values
STEWARDSHIP
We are responsible caretakers of our shared public assets and resources. We do this to preserve the strong sense of community pride which is a McMinnville trademark.

36. Values
EQUITY
We are a compassionate and welcoming community for all—different points of view will be respected. Because not all members of our community are equally able to access our services or participate in public process, we commit ourselves to lowering these barriers.

37. Values
COURAGE
We are future-oriented, proactively embracing and planning for change that is good for our community and consistent with our values.

38. Values
ACCOUNTABILITY
We believe healthy civil discourse is fostered through responsive service and clear, accurate, useful information.

42. QUESTIONS

43. I Mac