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City of Atascadero NO � m FOUNDED RICURPoRATED 1915 1979 City Council Strate. ic PlanningWorkshop February 16 & 17, 1999 ABLE OF CONTENTS Introduction Page 1 Workshop Goals Page 1 Leadership Styles Page 2 City Council's Review of Current Priorities Page 2 Expectations for the Workshop Page 5 Overview of City Operations Page 5 What is going well with the City? Page 6 Review of Operati nal and Council Policies Page 7 What areas/issues would we like to improve on? Page 7 Develop/reaffirm the Council's Vision for Atascadero Page 8 Identify the priority issues Page 9 Action Plans Page 11 City of Atascadero City Council Strategic Planning Workshop 1999 Introduction The City Council initiated a Strategic Planning approach to the City operations in 1997. The Council participated in a goals workshop outlining the priority issues facing Atascadero early in 1997. Following the appointment of a new City Manager August 1997, one of the identified goals, the Council and the new Manager participated in a one-day workshop. In early 1998 the Council and Manager participated in a Strategic Planning workshop facilitated by David Jones. In this workshop the Council began to articulate a vision for Atascadero and establish priorities to guide the operating departments. This was the first time Council priorities were the foundation of the ual Operating Budget. The Council made a commitment to annually update and revise the City's Strategic Plan. The 1999 Strategic Panning Workshop was held February 16" and 17`". This year's workshop was different than the first year in that it was facilitated by the City Manager and included presentations by each of the operating departments. The City Manager filled a dual role, both as a participant and facilitator. In several areas the meeting was facilitated by Assistant City Manager Greg Gree'on to allow the City Manager to more fully participate. These notes represent the discussi' n of the workshop. Attached at the back of this report are several sections that include handouts used at the meeting and the information used by the operating departments. Workshop Goals The workshop goals were: o Update the Council on the issues in the departments. ❑ Review the Vision for Atascadero and make any refinements necessary. ❑ Review the Council priorities and make any refinements necessary. ❑ Continue to develop a leadership team. ❑ Review issues within the City operation creating a greater understanding and gaining Council feedback. ❑ Identify leadership styles and develop a greater understanding of the styles of each team member. Mike Arrambide, Je Clay, Ray Johnson, Ken Lerno, George. Luna and Wade McKinney attended the workshop. City Clerk Marcia Torgerson and Assistant City Manager Greg Greeson also attended the workshop and assisted facilitation and taking notes. The group established several ground rules to help facilitate the experience. They were: ❑ Bring an oper.mind. ❑ Concentrate on listening, as well as participating. ❑ Share your ideas and comments. ❑ Be responsible for the team and our product. ❑ Have Fun Leadership Styles . Each member of the 'eam has completed the LIFO instrument. The leadership styles were • discussed and information about dealing with one another was reviewed. Attached in Appendix A is a handout providing additional information about the styles. The styles for the members were: ❑ Mike Supporting-Giving (29);Under Stress Conservative-Holding ❑ Jerry— Suppc rting-Giving (33);Under Stress-Controlling-Taking ❑ Ray—Adapting-Dealing (32); Under Stress—Adapting-Dealing ❑ Ken—Supporting-Giving (29); Under Stress-Controlling-Taking ❑ George—Adapting-Dealing (33); Under Stress— Supporting-Giving Ci Council's Review of Current Priorities What have we accomplished since our 1998 workshop? DOWNTOWN CT ON PLANS ACTIONS TAKEN Within 60 days prepare history of downtown-what we A report was presented to the Council on did and didn't do. April 9, 1998. Within 30 days tell us w at the planning cycle is for A report was submitted to Council and a General Plan complete review of downtown element and how we get Amendment was initiated. started. Complete report on redevelopment authority. Council reviewed the report and initiated the process to establish a redevelopment project area. ADDITIONAL ACTIVITIES Hosted the National Main Street Executive Director for community meeting. Worked with BIA to reorganize the District and Board. Worked with BIA on downtown Christmas lighting project. Developed marketing in rination for potential downtown clients. Staff will attend the annual conference for the International Conference of Shopping Centers. Council adopted an investment incentive strategy with priority on Downtown assistance. Cal Poly planning classes are assisting with data collection for reviewing the Downtown Element of the General Plan. Staff have worked with Carlton Hotel owners on revised plans and CDBG funding. Redevelopment Agency j s being developed to target downtown. 2 COMMUNITY DEVELOPMENT ACT ON PLANS 3E,., w :z.. ACTIONS TAKEN . Community Development department is having strategic Plan assembled and circulated to Council. planning session(3/5)an'I will give results to Council for comment. Joint City Council&Planning Commission meeting Joint Meeting held 3/31/98. Additional Joint Meetings 3/31. scheduled. ADbITIONALACTY�TIES _ ,.. r,i�. .,`#� .ax.,.hal Established written procedure for CEQA activities. Established consistent plan check procedure through service contract. Review and update fees. Provide staff training. Conduct educational corr.munity workshops on City requirements. Create new permit forms Review and update Tree Drdinance. Consolidate General Plar policies in one document. COMMUIS ITY RELATIONS - CITIZEN PARTICIPATION ACT ON PLANS" ""ACTIONS TAKEN Developing a communityvision with the widest possible Staff researched various Vision projects conducted in community involvement California. Staff received proposals to conduct a project. Funding was not included in the annual budget. Staff is working on building the necessary internal competencies to support such a project. Wade develop options/p oposal within budget process Proposals were reviewed and not included in the annual cycle. budget. Milestone is budget proc ss April. Milestone met. ADDITIONAL ACTIVITIES Staff have met with a variety of groups and individuals to discuss a community process and gain feedback regarding ding community priorities. Staff have met with potential private sponsors of a community process for support. Staff has obtained additional proposals for a strategic planning process. The Police Department i' scheduling a Citizens Academy. 3 COMMUNITY RELATIONS-MEDIA AND PUBLIC RELATIONS -ACTS N P;GATS '00 Communications plan withmedia and public relations. "Media Guidelines"was developed and training was provided to key staff. Whom-needs to be a city'manager/mayor/council plan. Information included in Media Guidelines. Positive things we have come up within this meeting All departments regularly send press releases to local need to come out in ani mediate press release. media. Need repetition/consistency. xDDITIONAL AGTIYITIES. �, -. ��h�� . , .WF . . . City Manager distributes Community Report and Report to Employees. City Manager contributes a monthly article to the Chamber of Commerce Newsletter. City officials participate in speaking opportunities. An information booklet regarding Redevelopment was distributed. The City has developed a web site and circulated e-mail addresses. The Police Department lic Id an open house. FUNDING CITY SERVICES ACTION PLANS ACTIONS TAKEN Strategy outlining these p-ograms within next 45 days Financial strategy was submitted to Council on June 9, prepared by Wade. 1998. „ ',ADDITIONAL ACTIVITIES City has participated with the League and State in legislative activities. City has initiated the process of implementing a new computer system. Management team is researching service levels and will present them to the Council at 1999-2000 Strategic Planning Workshop. Staff developed road report. Strategic plans were developed in most departments. Staff and Council have been contacting local businesses in a retention/expansion effort. The City has initiated a redevelopment project area. Generalized information has been circulated through media and special reports. Staff reviewed the City's current debt issuances and refinanced the Factory Outlet assessment district. The City adopted an Incentive Policy. 4 Expectations for the Workshop The City Managei met with each Council Member prior to the meeting. In this interview, Council members'described their expectations for the workshop. ❑ Revisi /Reaffirm our vision ❑ Work rom our last plan ❑ Validate the prior information ❑ Determine our priorities to enable the City Manager to make a work plan ❑ Consider generally a 5 year plan ❑ Review our accomplishments ❑ Have good dialogue ❑ Definemore clearly what our vision and goals mean ❑ Make sure we are on the same track ❑ Discus the General Plan and how we each see it ❑ Discus "Growth"vs. "Smart Growth" ❑ Gain some understanding that we have common goals ❑ Agree to Disagree ❑ Continue to.build respect of one another ❑ Find common ground ❑ Just talk... ❑ Review Council member roles Overview of Citv Operations The City Manager presented an overview of City operations including a ten year financial forecast (Appendix F'. The financial forecast illustrates that funding will continue to be an issue for the City. The current funding does not provide for the operational, capital and reserve needs of the City. In the long term the finances gradually catch up, only assuming no change in the City's operation. Th' City must continue to focus its efforts on the highest priorities, tailoring the operation and increasing revenues where possible. Currently, funding does not provide for full equipment replacement. Those departments like the Fire Department that have been better organized, at least for budgeting, have fared well in equipment replacement while others have suffered. The City's financial strategy needs to be strengthened. The City employees need to be a top priority as the City is a service industry whose success and failure rests with its employees. Operationally, the strategic planning model has been adopted by most of the City departments and there is a new optimism among employees. There are a variety of essential policies and practices still lacking from the City's operation. These pieces need to be completed quickly as they continue to adversely impact the day to day operations and potential efficiencies. The City Manager needs to fo' us more time on leadership and community issues, so there needs to be alternatives developed to meet both demands. The City has come a long way with technology. Every department is now networked and the City is beginning to njoy the benefits of technology. There is still a lack of training and several work stations are still of the 386 variety. There is a web site and its use is being expanded as possible. The City now has full time technical support. The Y2K issues that face us are real and will require a significant commitment of resources through most of the year. 5 The entire personnel area has improved vastly over the last two years, but it has a long way to go. Hiring procedures h ve improved and are more formalized. Performance standards have been reaffirmed and motivation tools put into place. Communications have been increased through Interest Based Bargaining, the Atascadero Employee Development Advisory Committee, the City Manager's Report and the "Management by Walking Around" culture. The City has worked on defining service levels and performance measures, but there is much left to do. Each Department Head made an informational presentation,the handouts are included in the Appendix. What is going wellwith the Ci ? ❑ Employee Morale (from employees and others) ❑ Newly hired employees ❑ Positive direction ❑ Tot lot ❑ Improved ma agement policies and procedures ❑ Positive City image ❑ GIS system ❑ REC progran. ❑ CAP program ❑ RSVP program ❑ Fire volunteer program ❑ City wide volunteer program o Cadet program ❑ Completing Capital improvement projects ❑ Orange County settlement ❑ . Redevelopment Plan in progress ❑ Better access'bility of staff ❑ Fire Department community service ❑ Fire station upgrades ❑ Fire Department training ❑ State Fire Muster in Atascadero ❑ No lawsuit losses ❑ Claims and lawsuits down ❑ Strategic Plarming process ❑ Highway 41 realignment progress ❑ Highway 41 drainage ❑ $1.5 M. highway monies ❑ Financial strategy ❑ Financial audit ❑ Timely budget ❑ Public visibil ty of Department Heads ❑ Department I lead teamwork ❑ Overall leade ship out of City Manager office ❑ All questions answered-City Manager office ❑ City Council deals with problems well 6 Review of O eratio kal and Council Policies ❑ Personnel Policie • ❑ Personnel will be a top budget priority . ❑ The current policies need to be reviewed and updated. o Deal with personnel problems within the department and in a timely manner ❑ A procedure of periodic Performance evaluations should be used ❑ Purchasing ❑ "Follow the rules or change them" ❑ Provide better financial reporting when available with new computer system. ❑ Conduct of Council Meetings ❑ Make sure Council votes to continue meeting past 11:00 p.m. ❑ Hear all Council Members out fully ❑ Council Agendas and Staff Reports. ❑ Include as much information as possible ❑ Use summaries and provide back-up ❑ No late reports ❑ Include fiscal impact ❑ Work to have agendas out by Tuesday ❑ City Council relations with City Staff. ❑ The Council will route requests and staff contacts through the Manager. ❑ The Manager will route staff through his office. ❑ Council will not request work of staff that requires research ❑ No surprises ❑ Don't shop for votes and Council will respect professional recommendations ❑ City Council relations with each other ❑ Respect d fferences ❑ No surpri es ❑ If Council Members are invited to something make sure all are invited. ❑ Each Council Member should represent the decision of the Council after the vote is taken The team members agreed that the discussion of operational policies and norms should continue and take in more iss s as the relationship develops. What areas/issues would we like to improve on? ❑ Downtown R' development Plan ❑ Citizen communication and participation ❑ More press releases ❑ Improved financial reports (snap-shot vs. detail) ❑ Vision surve ❑ Youth Center—resolve issue ❑ Roads ❑ Repeater—Public Safety ❑ Active Recre tion Center ❑ More information on disk or C.D. or web site ❑ Pavilion parking lot ❑ Lake water quality 7 ❑ Community Development Department - fill staffpositions - review cc ntract issue • ❑ Seismic retrofit and physical plant maintenance . o Review of internal policies/procedures and processes ❑ Joint uses with Paso Robles, Templeton and County o Presence with State Legislature o Community Consensus ❑ Improve City image ❑ Vehicles ❑ Capital Improvement Projects o Animal control ❑ Police involvement at High School Develop/reaffirm the Council's Vision for Atascadero Social and Cultural Activities/Facilities ❑ Develop the following cultural aspects of community: ❑ Lake Park (5) ❑ Sunken Gardens (4) ❑ City Hall (5) ❑ Downtown (5) ❑ Zoo (5) ❑ Li Drary (5) ❑ Host plays,music, dance, etc. through public/private partnerships (3) ❑ Parks and facilities creative and attractive (5) ❑ Schools and City integrated to provide services(4) ❑ Recreational opportunities that are financially sound (5) Government o Council and community agree on service levels with an economy to support those levels (5) ❑ Elected o facials and City staff work to serve the community (5) o Attitude in government to only spend with a realistic plan(4) ❑ City budg' t that is sufficient to fund our desired service levels (5) Infrastructure (pub is facilities like streets and buildings) (3) ❑ Roads and infrastructure in good shape (5) Quality of Life ❑ Maintain rural atmosphere, protect natural environment(5) ❑ Be a place people want to come because of our superior quality of life (5) ❑ Improve t e Highway 101 corridor so that it is visually attractive (3) ❑ AtascaderD is very distinguishable from other cities (3) ❑ Environmental aspects, natural and manmade, are showcased (4) ❑ Large lot development is the dominant residential style (3) ❑ Expanded view of"community"to mean more than my backyard (4) 8 Community Development ❑ Insure that General Plan is internally consistent including the Downtown Plan and the Economic Development Plan(5) . ❑ Diversified housing mix: entry level, mid-level, high-end interspersed among trees . and streams and natural amenities (5) Downtown ❑ Create a Downtown with its own identity that has energy and attracts people (5) ❑ Make Downtown a place where families go to gather(4) ❑ Create a pedestrian friendly area: stores, ice cream shops, antique shops, restaurants etc., with seating in park areas (5) ❑ Make Downtown a significant place with activities in the Sunken Gardens for children and families (5) ❑ Downtown should be fully developed to reflect the community character ❑ Hold community events Downtown(5) Youth ❑ Be a city that supports its youth through a broad range of wholesome development ways, e.g. public/private partnerships for skate arena, golf, etc., not just publicly provided activities (5) ❑ Recreational needs of youth are met(5) ❑ Educational needs of youth are met(4) ❑ Safety needs of youth are met (4) ❑ Job opportunity needs of youth are met(5) Economic Health ❑ Create jos that provide "wage earner" salaries, long term, mentally challenging careers th it allow youth to stay in community (5) ❑ Recruit and retain the following kinds of businesses: (5) ❑ Clean attractive and planned hi-tech business parks ❑ Non-polluting businesses consistent with Atascadero environment ❑ Software groups ❑ Manairement consulting firms ❑ Engineering design firms ❑ Regio rial headquarters ❑ Expand industrial development to supply jobs (4) ❑ The City mancially stable—reserves in good shape (5) ❑ The main enance of public facilities (streets,buildings, etc.) funded (5) ❑ Tax base 's sales and property tax(4) 9 Identify the priori issues Priorities with special emphasis . o General Plan o Economic Development ❑ Business attraction—recruitment ❑ Business retention o Citizen participation ❑ Downtown ❑ Fundi ig city service Issues Facing City ❑ General Plan ❑ City image ❑ Fiscal stability ❑ Lack of sign ordinance enforcement o Too many used car lots ❑ Lake fireworks show ❑ Clean up ake water ❑ Swimming facilities ❑ Improve walking path around Lake o Clean upPrivate property ❑ Better use of Pavilion ❑ Traffic enforcement o Drug Problems o Code enforcement o Community outreach—vision ❑ Define Downtown ❑ Ball field o Recreational facilities ❑ Open space o Community survey o Sunken Gardens Master Plan ❑ Develop understanding of sewer issues ❑ Financial reporting ❑ Chamber sof Commerce o Youth activities o Capital Improvement Plan o Carlton flotel ❑ Reuse existing sites o Diagonal parking on El Camino Real ❑ Employee compensation ❑ Downtown development ❑ Revenue eneration/enhancement ❑ Communication equipment o Governmof efficiency ❑ Streets ❑ .Equipment replacement ❑ Technology in all departments ❑ Unified c mmunity goals and vision 10 ❑ Infrastructure costs—replacement costs ❑ Need more shopping ❑ Public education ❑ Vehicle replacement o Employee training Action Plans ❑ General PlanAction Plan ❑ V report Schedule o Work plan to accomplish o To City Council before budget o Budget to determine next step ❑ Economic Development Action Plan Li Recruitment Plan—by mid-year o Develop list of preferred businesses by location ❑ Business Retention Plan—survey with business license process ❑ Make decision on Economic Round Table ❑ Review Economic development element of General Plan o Citizen Participation Action Plan ❑ Develop s arvey of citizenry— ❑ Mailing to all residents/businesses o Blank lines ❑ Donesoon ❑ Interi report back to council on cost, plan and approach ❑ Staff compile results o Report back to City Council no later than end of year ❑ Downtown Plan ❑ Update Downtown Plan—Staff to develop work plan followed by public hearing ❑ Implement Downtown Plan ❑ Recruitment/Redevelopment of Downtown businesses ❑ Funding City Services Action Plan ❑ Update financial strategy ❑ Develop benchmarks to measure services and expenditures ❑ Seek employee input for cost-saving ideas ❑ Review coordination opportunities between departments ❑ Institute legislative program o Update fees ❑ Study cos s ❑ Stream-line work o Target staffing to high return projects ❑ Stay fisca ly conservative ❑ Special Reports to Council o Roads ❑ REC Center o Sewer 11