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

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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…..

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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

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City Council Input

SWOT Input from Council

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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

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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

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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

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Dot Voting Exercise

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Dot VotingTo determine

Council’s priorities for FY 2020 - 21

Review results and discuss

Confirm mission and vision for the Strategic

plan

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City of Reno Mission

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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

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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.

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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