24 Strategic Planning 927 PM

Visioning, Strategic Planning & Goal Setting Processes
Sat., 9/27/14 - 2:15 - 3:45 p.m. 9/17/2014
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Visioning,
Strategic Planning,
& Goal Setting
Successful Development &

Implementation
2014 Conference
Concurrent Session
September 27, 2014
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Panel
ERIK JENSEN
Principal, Jensen Strategies, LLC
AARON CUBIC
City Manager, City of Grants Pass
MICHAEL SYKES
City Manager, City of Forest Grove
RON FOGGIN
City Manager, City of Dallas
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Agenda
1. Visioning, Strategic Planning & Goal Setting

Common Characteristics
Benefits
Purpose / Products
Functional Relationships
Success Factors
1. City Case Studies

Grants Pass: Council Mission, Goal Setting, and Vision
Forest Grove: Goal Setting, Vision and Strategic Plan
Dallas: Community Vision
2. Q&A
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We must all efficiently

Operationalize our strategies
Invest in world-class technology
And leverage our core competencies
In order to holistically administrate
Exceptional synergy
WEIRD AL YANKOVIC, MISSION STATEMENT
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Visioning / SP / Goal Setting
Common Characteristics
Proactive Planning Processes
Multi-Disciplinary Focus
Developed with Key Stakeholder Involvement
Tangible Goals and/or Actions
Complement One Another
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Benefits
Proactive
Common understanding of policy/operation direction
Link long-term direction with short term activity
Save and time money
Build a sense of community/team
Tangible accomplishments
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Community Visioning
The process of identifying what a community and/or

organization should look like within a designated period
of time a preferred scenario.
Often 20-30 year planning period
Involves a broad range of external and internal

stakeholders (public, special interests, staff, etc.)
Greatest latitude for out-of-the-box brainstorming
Key Products: Vision Statement & Action Plan
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Strategic Planning
Produces overarching policy and operational focus for

organization
Often 5-10 year period (or less)
Involves key stakeholders (public, elected/appointed

officials, staff)
Focus is on organization function (external & internal)
Key Products: Mission, Core Values, Objectives, Strategies

and Action Plan
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City Council Goal Setting
City Council level planning and prioritization process
Identifies agreed upon policy direction and/or key

projects for the municipality
Generally for a shorter period (e.g., a year)
Involves Council and key staff (City Mgr., Dept. Mgrs.)
Key Product: List of policy and project priorities
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+ Community
Task Force
Vision Elected Officials
Staff
COMMUNITY
VISION
Community
Strategic MISSION
Plan
Elected Officials
CORE VALUES Staff
OBJECTIVES
Council
Goal Setting
STRATEGIES
ACTIONS
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Success Factors
1. Stakeholder Involvement
Composition of participants
Meaningful dialogue & input
+ Visioning / SP / Goal Setting

Success Factors
2. Connectivity and Consistency

Plans complement each other -
avoid contradicting priorities
Products build on one another
COMMUNITY
VISION
MISSION
CORE VALUES
OBJECTIVES
STRATEGIES
ACTIONS
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Success Factors
3. Flexibility
Use verbiage that sets clear direction while avoiding
being too restrictive
Build in ability to update to keep the plan(s) fresh
+ Visioning / SP / Goal Setting

Success Factors
4. Leadership Unity and Advocacy

Leadership (elected/management) backs
process as a team
Leaders are public advocates
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Success Factors
5. Implementation Structure/Resources
Ensure champions designated leads
Resource allocation
Accountability who reports? What is

success?
Communication Strategy
Internal share strategies/goals with staff
External communicate the achievements
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"If you don't know what you want to

be, then you have no control over
what you'll end up being. You won't
know until it's too late if you like
how you've turned out.
MICHAEL GARRAH, former town manager of

Bridgewater, Nova Scotia, Canada
VISIONING, STRATEGIC LOC
PLANNING AND GOAL Conference

September 27,
2014
SETTING PROCESSES
Aaron K. Cubic
WHAT MAKES THEM City Manager
Grants Pass
SUCCESSFUL?
STRATEGIC PLANNING
What is it:
Management tool
Choosing a desired future
Consciously responding to dynamic environment
Process, not an event
Creative, interactive
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STRATEGIC PLAN PROCESS

Council reviews
State of City through
Council, Committees,
Community and Staff
input
Council develops
Monitor and report strategies through
successes planning process.
analyze data, identify
issues
Staff implements Council adopts

Work Plan Strategic Plan
Budget Committee
Staff develops
appropriates
Strategic Work Plan
resources
Budget prepared to
reflect goals in the
Strategic Plan
STRATEGIC PLANNING PROCESS
Diagnostic
Monitoring phase
evaluation
(information
accountability gathering)
Action Visioning
planning (values,
(affecting mission
change) vision)
Goals setting
INFORMATION GATHERING
Stakeholder Analysis (2 months before Goal Setting)

Commission and Committees
Community Organizations
Community Forums
Staff
Council
Council Strategic Plan Call to Action Packet (1 month before

Goal Setting)
Strengths Weaknesses Opportunities Threats (SWOT)
Mission, Vision, Values and Goals (reaffirm)
SMART Strategies
Effective Councils
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VISIONING
Values
Values are the set of beliefs people share about how to operate in
conducting business
Values are special, unique, lasting, enduring
Mission
A clear statement of the reasons for being, and of the functions and
desires the organization is to meet and fulfill
Vision
Provides a clear, easily understood image of a better future
Embodies values and directs the organization to what will be
different and distinctive
(If developing facilitate workshop 1 month before Goal Setting)
STRATEGIC PLANNING SESSION
AGENDA (Goal Setting 3 day session)

Team Building
Where Are We Now (Foundation)
Work Plan 4 th quarter report
Service levels for operations
Mission, Vision, Values and Goals
Strengths-Weaknesses-Opportunities-Threats (SWOT)
Stakeholder Reports
Committee/Commission
Community groups
Citizen report
Organization reports
Council reports
Ef fective Council
Strategic Plan Prioritization

TEAM BUILDING
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WHERE ARE WE NOW
Where Are We Now (Foundation)

Work Plan 4 th quarter report
SWOT

STAKEHOLDER REPORTS
Stakeholder Reports
Committee/Commission
Community groups
Citizen
Organization
Council
Ef fective Council
What ideas do you have about becoming a more effective council?
What are some goals you think the council as a group should set in
order to become a more effective body? Use your past experience,
your perceptions of council functioning, and the information
generated by working through this process to develop your ideas.
Strategic Plan Prioritization

Each Council Member will receive 50 dots.
Each strategy/action is limited to no more than 10 dots per Council
member (for example: Council can pick their top 10 strategy/action
and apply 5 dots to each or any other combination of dots per
strategy/action as long as they do not exceed 10 dots per
strategy/action from one individual Council member).
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STRATEGIC PLAN PRIORITIZATION
MONITORING, EVALUATING AND

ACCOUNTABILIT Y THE WORK PLAN
Objective: Complete City Charter Update

Specific Measurement Assignment Resources Time/ Status
Action Quarter
1 2 3 4
Draft of proposed charter amendment changes and Administration
presentation to Council City Recorder
1
Staf f Developed Staff X 2/20/14
Follow SMARTS format

Helps improve achievement and success
Clarifies expectations
Clarifies resources required to meet objectives
(Developed immediately after Goal Setting session)
FACILITATION
Facilitator Responsibilities
Intervene if the discussion starts to fragment
Identify and intervene in dysfunctional behavior
Prevent dominance and include everyone
Summarize discussions and conversations
Bring closure to the meeting with an end result or action
Facilitation Challenges
Continually focusing on and attending to the group
Being comfortable with ambiguity and information overload
Processing misperceptions and emotional reactions
Focusing exclusively on process rather than content
Helping the group develop so they can ultimately work without
facilitation
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STRATEGIC PLANNING
Diagnostic
Closing Thoughts Monitoring
evaluation
phase
(information
Facilitation in-house or outsource accountability
gathering)
Process, not an event
Council Commitment
An inclusive communication plan to
gather input, brainstorm new ideas,
Action Visioning
and make decisions planning (values,
(affecting mission
An ability to stay focused on whats change) vision)
important for the organization to
realize its vision
Be creative, interactive and have fun
Goals setting
Builds community equity
Increases an organizations ability to
deal with change and plan for
alternate scenarios
Visioning, Goal Setting,

Strategic Planning
City of Forest Grove

Michael Sykes, City Manager
Vision Statement
One of most beneficial undertakings a City
Council can perform
Understand your community
Know what Council, citizens, want community
to look like in future
What attributes about community they want to
preserve
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Why have a vision statement?

To imagine the future
To plan how to achieve future
Develop shared vision and goals
Path to New Vision

Visioning brings together social, physical, economic, etc., into
complete statement on the future
Vision Update Project
Started process with community survey (Dec 2004)
Annual Town Meeting (Jan 2005) and educational materials in utility
bills (June 2005)
Created Vision Institute with 46 dedicated Vision Volunteers
developed greater understanding of Citys functions, role and budget
Working groups discussed Citys future, debated topics (Jan to
March 2006)
Writing Team of 7 developed draft Vision Statement that was
vetted through Vision Volunteers, City Council and community for
input
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Next Steps
Implementation is an Ongoing
Process
Vision Statement acts as guiding set of
principles that inform ongoing decision-
making processes
Annual process
Annual Town Meeting sponsored by
Committee for Citizen Involvement
Council Retreat
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Implementation of Objectives
Objectives are assigned to Departments and
Directors complete action plans
Objectives are added to annual work plans
and included in budget
Council adopts budget
Directors work with staff and Boards &
Commissions to implement objectives
End of Year
Directors complete action plans and compile
list of accomplishments
City sponsors Annual Appreciation Dinner for
all Boards and Commission members
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Cycle Starts Over Again

Annual Town Meeting
Council Retreat
New Goals and Action Plans
Summary
If you dont know where you are going, any
road will get you there. Lewis Carroll
The difference between where we are and

where we want to be is what we do.
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IMPETUS FOR THE PROJECT

We knew the citizens loved the City of Dallas, but
we wanted them to tell us why they loved the
City.
The Mayor, City Councilors and City
Administration wanted to make sure we were
taking the community in a direction the citizens
and businesses wanted to go.
The City needed to create a brand that the
community could stand behind. We also needed
to create some marketing based on our brand.
VISIONING PROCESS
Mayor, City Council and City Administration
wanted a long range strategic plan they could set
goals with. We also wanted to give the citizens
the community they wanted now and in twenty
years. Thus, a visioning process was needed.
Visioning process was turned over to the
Economic Development Commission (EDC).
EDC is made up of City staff, elected officials and
business owners/managers
VISIONING PROCESS
The EDC approved a RFP and criteria in which
to grade the RFP submittals. The EDC also
created a selection sub-committee to evaluate the
submittals and conduct oral interviews if needed.
The EDC selection sub-committee reviewed the
bids and selected Zenn Associates to do the work.
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VISIONING PROCESS
Zenn Associates winning bid was $50,000.
The bid amount was competitive with the other bids.
Zenn had already completed a number of twenty year
visions for other Oregon cities.
They had done visioning work for communities
outside of Oregon as well as internationally.
Zenn also provided an implementation plan if the
City wanted additional help after the vision was
established.
VISIONING PROCESS
Gathering the Information
Developed logo and advertised the Dallas 2030
Visioning Process
Interviews with community stakeholders
Chamber of Commerce President
Hospital Administrator
Rotary Club President
Elected Officials
City Administration
Superintendent of the School District
High School Student Body Leadership
Others
VISIONING PROCESS
Gathering the Information continued
Hosted 6 Community Workshops (Open to the any
and all citizens with special invitations to key
stakeholders)
Community & Identity
These topics were Covered in two different workshops
Economy & Jobs
Education & Learning
Workshop was held a the School District building with
the School Board, Superintend, and interested public

Growth & Development
Health & Safety
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VISIONING PROCESS
Gathering the Information continued
Added 5 different surveys covering the 5 major
categories to the City website
Surveyed people at the annual City celebration
Spoke at several civic organizations and gathered
information from those groups.
Rotary Club
Chamber of Commerce Luncheon
Ministerial Association
VISIONING PROCESS
Compiling the Vision
Put together a Vision Drafting Committee
Committee was comprised of key stakeholders that
understood the process and had been involved in different
aspects of the City for a number of years.
Completion of the Vision
Draft of the Dallas 2030 Vision presented to the City
Council
Very minor changes were made
City Council adopted the Vision January 2014
MAXIMIZING IMPLEMENTATION
One month after the Dallas 2030 Vision was
adopted by the City Council we held a retreat to
begin work on making the community look like
citizens want it to in 2030.
We made the Vision part of the budget process by
having Department Heads identify projects and
goals that will accomplish the Dallas 2030 Vision.
The City plans on keeping the Vision relevant by
updating it every three to five years.
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MAXIMIZING IMPLEMENTATION
The City is responsible for about 60% of the items
covered in the Vision, which means other groups
need to step up and do their part.
Zenn Associates will return to Dallas and work
with the School District, civic groups, service
organizations and other key community groups
on their roles in fulfilling the Dallas 2030 Vision.
This step is expected to cost the City
approximately $30,000.
KEYS TO SUCCESS
Mayor and City Council were supportive of the
project
City Management supported the project
Involved a large number of community

stakeholders
Gathered as much community input as possible
QUESTIONS?
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Thank You!
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GRANTS PASS
COUNCIL STRATEGIC PLAN
PRIORITIZING STRATEGIES AND ACTIONS
Goal setting helps us determine our priorities, get organized, make big decisions, and
realize our dreams. The act of merely setting a goal brings about positive change for
many people. When setting goals we are creating an exciting challenge for ourselves.
The following is the ranking process for prioritizing the Work Plans Goals, Strategies
and Actions:
RANKING PROCESS
1. Setting the Framework review and discuss Council, Committee, Public,

Organization and Staff suggested goals, strategies and actions.
2. Rating procedure
Each Council Member will receive 50 dots.
Each strategy/action is limited to no more than 10 dots per Council
member (for example: Council can pick their top 10 strategy/action and
apply 5 dots to each or any other combination of dots per strategy/action
as long as they do not exceed 10 dots per strategy/action from one
individual Council member).
Tabulate results.
Discuss results and recognize top goals, strategies and actions.
A prioritization page will be included in the Work Plan.
3. Adopt Work Plan with discussed changes from workshops.

City of Grants Pass
Strategic Planning Call to Action
2015-16
PURPOSE
The purpose of these meetings is to establish the 2015-16 Grants Pass City Council Goals and
Work Plan.
PROCESS
This strategic planning session will be simple, straightforward, and to the point. To help with
this process everyone involved will be asked to submit information in advance of the session.
When you enter the strategic planning session, you will find already posted and ready for
processing, the summarized results of the collective goal setting stakeholders which include the
Council, committee and commissions, citizens, community organizations and staff. There are
several steps involved in the strategic planning process.
Step 1: Team Building exercise
Step 2: Where Are We Now

Fourth Quarter Report
Strengths-Weaknesses-Opportunities-Threats (SWOT)
Step 3: Stakeholder Reports

Committee/Commission Reports
Community Group Reports
Community Forum Report
Organization Reports
Council Reports
Step 4: Effective Council
Step 5: Prioritizing Strategies and Actions

Council Strategic Plan
During this step, resource points are distributed among the various goals and strategies to
represent the collective sense of priority of the Council as a whole. This is an important
step as it helps prioritize resources and provides further direction to those responsible for
carrying out the policies of the Council.
HOW CAN YOU AS A COUNCIL MEMBER HELP MAKE THE STRATEGIC PLANNING
SESSION MOST EFFECTIVE?
There are several things you can do to help make the session a productive one. First, you are
being asked to provide some important information in advance of the session. Second, come to
the session prepared to listen, discuss, and make commitments and decisions for the City. And
third, come to the session with the understanding that probably not all of your goals and
strategies will be the same or of the same priority as those of others on the Council, and that to
be effective, the final goals must represent the needs of the City and of the whole Council.
Therefore, be prepared to negotiate, compromise, and work for solutions and goals that are the
best for all parties involved. Finally, be prepared for some hard work, some fun, and, when it is
all over, the satisfaction of knowing you've done something productive and really important for
your City.
BEFORE THE SESSION

Each Councilor will submit a community analysis, list of strategies for the 2015-16 Work Plan
and Council working together concepts. These will be distributed to all the Council prior to the
first goal setting session.
Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT)

SWOT analysis involves the collection and portrayal of information about internal and external
factors that have, or may have, an impact on the evolution of a community. It generally provides
a list of a communitys strengths and weaknesses as indicated by an analysis of its resources and
capabilities, plus a list of the threats and opportunities identified by an analysis of its
environment and prevailing conditions and trends. Strategic logic requires that the future pattern
of actions to be taken should match strengths with opportunities, ward off threats, and seek to
overcome weaknesses.
Please review the SWOT worksheet and refer to the question in each category,
which are designed to help facilitate the thought process. Attachment 1
Goal Review
Council will be asked to reaffirm or suggest changes to the Mission of Council, Council Vision,
and Goals. Mission, vision and goals are usually long term and broad in nature and provide an
opportunity for an organization to grow and expand.
What are the most important things we need to do as a City to move forward in support of our
vision? If our mission and vision statements are to have any meaning, they must be
accompanied by deliberate planning efforts to move the City and the community toward a
desired future. This requires clearly defined goals, proactive strategies, committed leadership,
and effective management. Above all, it requires managing the forces of change. Those forces
include changing community demographics, new state and federal mandates, fiscal constraints,
changing economic conditions, emerging technologies, and many other influences on our service
delivery efforts. High performing organizations are those that learn to anticipate and adapt to
these changes by creating value for those we serve and motivation and meaning for those who
serve them.
Please review the Mission, Vision, Values and Goals and be prepared to discuss with
the focus on reaffirming or providing constructive changes. Attachment 2
Strategies
Strategies should identify who is to be involved in goal accomplishment and to what extent
through a further defined action. Each strategy must be realistically attainable and written so that
an observer will be able to tell when and whether or not it is being accomplished.
The written strategies will follow the SMARTS format. SMART strategies help improve
achievement and success. A SMART strategy clarifies exactly what is expected and the
measures used to determine if it is achieved and successfully completed.
A SMART strategy is:
Specific (and strategic): Linked to a goals/mission. Answers the questionWho is involved?

What will be accomplished?
Measurable: The success toward meeting the strategy can be measured. Answers the
questionHow? When you measure your progress, you stay on track, reach your target
dates, and experience the exhilaration of achievement.
Attainable: Strategies are realistic and can be achieved in a specific amount of time and are
reasonable.
Relevant (results oriented): The strategies are aligned with current tasks and projects and focus
in one defined area; include the expected result.
Time framed: Strategies have a clearly defined time frame including a target or deadline
date.
The 10 Most Important Strategies I Think We Should Pursue This Next Year
Based upon your experiences last year, your beliefs and perceptions about the future of the City,
and the ideas and concerns you have generated; list up to ten top goals/strategies you would like
to see addressed this next year. You do not need to prioritize them.
Write your statements utilizing "SMART Strategies." Each Council member will
get time to present their goals; Council will have an opportunity to ask questions
and each Councilor will have time to respond to questions. Attachment 3
Working Together
What ideas do you have about becoming a more effective Council? What are some goals you
think the Council as a group should set for itself in order to become a more effective body?
Use your past experience your perceptions of Council functioning and the
information generated by working through this process to develop your ideas.
Attachment 4
This process will provide an increased understating about each others values and motivators;
and provides for great practice in working together on finding solutions to problems when there
are differing opinions on methods and outcomes.
Please submit the attached information to Karen Frerk via email at

kfrerk@grantspassoregon.gov or in writing by December 30, 2014.
SWOT Analysis Attachment 1
City of Grants Pass
Strengths Criteria: Internal Strengths Internal Weaknesses Weaknesses Criteria:
Consider the following

What are our advantages? What could your community Consider these questions from
questions from our
an internal and external
communitys point of view and What do we do well? improve? viewpoint:
from the point of view of the
citizens and organizations that What relevant resources are What do you do poorly? Do other
make up our community. available to us? What should you avoid? people/organizations seem
Dont be modest. Be realistic. What do other people see as our to perceive weaknesses
that you do not see?
What are our strengths?
advantages? Are other communities
What do we do well? doing any better than you?
What relevant resources It is best to be realistic now,
are available to the us? and face any unpleasant truths
What do other people see as soon as possible.
as our strengths?
Opportunities Criteria: External Opportunities External Threats Threats Criteria:
A useful approach to looking Carrying out this analysis will

What are the positive What obstacles do we face? often be illuminating both in
at opportunities is to look at
your strengths and ask opportunities for our community? Are the treats facing our terms of pointing out what
yourself whether these open What are the promising trends? community undergoing needs to be done, and in
up any opportunities. putting problems into
Useful opportunities can come from such change (more or less perspective.
Alternatively, look at your
weaknesses and ask yourself things as: threatening)?
whether you could open up Changes in technology and Is changing technology
opportunities by eliminating markets on both a broad and threatening our position?
them.
narrow scale Could any of our weaknesses
Changes in government policy seriously threaten the
related to our field community?
Changes in social patterns,
population profiles, lifestyles, etc.
Local conditions
Attachment 2
Mission, Vision and Goals
Mission of Council
To represent all of the citizens by providing leadership policies, ordinances and decisions
necessary to meeting citizen needs and desires.
Council Vision
Grants Pass is a healthy, vibrant place to live, work and play. It is an engaging responsive City
connecting people to people and to our natural beauty. Grants Pass meets todays needs while
planning for a sustainable tomorrow with diverse economic, cultural and recreational
opportunities.
Goals for 2015/2016
Keep citizens safe
Provide cooperative, shared leadership involving Council, Staff and Community
Encourage economic prosperity
Expand tourism and cultural opportunities
Promote healthy neighborhoods
Facilitate sustainable, manageable growth
Maintain, operate, and expand our infrastructure to meet community needs
Preserve and enjoy our natural resources

Attachment 3
SMART Strategy Planning Form
Goal/Strategy:
Specific Linked to a goal/mission. WHO is involved? WHAT will be accomplished?
Measurement/Assessment HOW? The success toward meeting the strategy can be measured
Attainable/Achieve REASONABLE? It is possible? Will meeting the strategy challenge you

without defeating you?
Relevant EXPECTED RESULT? What is the reason, purpose, or benefit of accomplishing the
strategy?
Timed WHEN? What is the established completion date?

Attachment 4
Effective Council
What ideas do you have about becoming a more effective council? What are some goals you
think the Council as a group should set in order to become a more effective body? Use your past
experience, your perceptions of Council functioning, and the information generated by working
through this process to develop your ideas.
1.
2.
3.
4.
5.
6.
Eight Expectations for Effective City Councils
Expectation 1: The Council Sets Direction by
Determining the local governments mission and purpose
Setting future direction and policythe city manager is responsible for administrative
functions and city operations
Regularly engaging in strategy development
Approving plans for the efficient and effective administration of city affairs
Expectation 2: The Council Acts as a Body by

Focusing its discussion using clear and consistent rules of procedure, follows a planned
agenda and spends time on important topics
Understanding its own and the citys legal responsibilities
Making sure all city council members have the same information with which to make
decisions
Working to master small-group decision making techniques
Respecting each other and abiding by the decisions of the city council
Expectation 3: The Council Serves Citizens Well by

Enhancing the citys public image
Providing citizens opportunities to respectfully comment on public issues
Ensuring the success and viability of the community by convening and facilitating citizen
engagement
Making sure that resources are adequate to serve the public and that resources are used
for their intended purposes
Expectation 4: The Council Respects the Role of the Manager as Chief Administrator for
the City by
Channeling communications appropriately to the city manager
Depending upon employees to respond to citizen concerns and complaints as fully and as
expeditiously as practical
Expecting staff to make independent and objective recommendations
Expecting the manager and staff to support and advocate for adopted council policy
Respecting the professionals who work in local government and follow appropriate
protocols for interacting with staff
Refraining from publicly criticizing an individual employee. Criticism is differentiated
from questioning facts or the opinion of staff
Expectation 5: The Council is Responsible for Council Members Behaviors by
Abstaining from seeking political support from staff
Submitting questions about council agenda items ahead of the meeting
Providing each member an opportunity to influence and respectfully dissent in board
meetings
Focusing on issues, not personalities
Having the mayor and/or members of the governing board take responsibility for
addressing inappropriate behavior among members of the council themselves. They do
not delegate this responsibility to the manager
Working as a team to jointly develop and hold themselves accountable to a common code
of conduct
Expectation 6: The Council Gives the Manager a Chance to Prove Him/Herself by
Recruiting, selecting and hiring the city manager
Promoting and encouraging a positive relationship between the council and the manager
Treating and respecting the manager as a professional
Recognizing the role of professional managers is to serve the council as a whole
Expectation 7: The Council Freely Gives and Seeks Feedback
Supporting the manager by providing clear direction and annually reviewing her or his
performance
Annually setting expectations for itself and assessing its own performance
Inviting constructive feedback to improve its own performance
Regularly reviewing and monitoring the citys finances, programs and services
Expectation 8: The Council Works with the Manager to Be a High Performing Governing
Body by
Looking to the manager to assist them in:
1. Clearly defining roles and relationships
2. Thinking to the future and acting strategically on key issues
3. Operating in a culture of values and ethics
4. Regularly evaluating policy implementation
5. Developing and following protocols for council behavior and council-staff relations
6. Allocating time and energy appropriately
7. Setting clear rules and procedures for meetings
8. Getting regular assessments of citizen concerns and council performance
9. Recognizing the councils position in intergovernmental systems and in building
productive partnerships
10. Focusing on personal learning and developing as leaders
Having the mayor and manager orient new members to the governing board, providing
expectations about how to be successful
Working with the manager to behave in a manner that encourages citizen confidence in
local government
UNC School of Government
Upshaw/2010
City of Grants Pass
Council Goal Setting Agenda
January 8-10, 2015
Parkway Public Safety Station
Thursday, January 8 Saturday, January 11
9:00 Agenda review Stakeholder Reports (continued)

9:30 Team Building exercise
8:30 Organization Reports
11:15 Where Are We Now 8:45 Council Reports
Fourth Quarter Report 10:15 Break
Service levels for operations 10:30 Effective Council
12:15 Lunch Prioritizing Strategies and Actions
12:45 Where Are We Now (continued) 12:15 Lunch

Mission, Vision, Values and 12:45 Council Strategic Plan
Goals 3:30 Adjourn
SWOT
Friday, January 9
Stakeholder Reports
9:00 Committee/Commission Reports

Committee on Public Art
Tourism Advisory
Bikeways / Walkways Advisory
Urban Area Planning Commission
Urban Tree Advisory
Parks Advisory Board
Historic Building and Sites
Commission
12:30 Lunch
1:00 Community Group Reports

Chamber of Commerce
Towne Center Association
Sobering Center
Securing Our Safety
2:45 Community Forum Citizen Goals

Organization Reports
5:30 Dinner Taqueria

(reservations at 6 pm)
Mission Worksheet
Mission Statement Defined: A mission statement defines what our City does, who it serves, and how it serves
(creates value for) its customers. A mission statement is designed to provide clarity of focus and direction for
those in the Organization and answers the questions of who you serve and how. A mission statement also
creates clarity of value for our citizens and answers the question of how the City can be of value to external
stakeholders.
Examples:
The City encourages community involvement and is committed to:
o Develop and ensure the highest possible quality of life for our residents, businesses and visitors.
o Provide a safe and healthy environment within a sound economic atmosphere.
o Provide an efficient and effective government which is open and responsive to the needs of the
community and works for the benefit of all.
Our mission is to continue to improve the quality of life for all those who live, work, and play in the
City by providing top-quality service to our City and in our region.
Providing quality public services for a better community.
The City is committed to promoting the highest quality of life for all residents by providing fiscally
sound, responsive municipal services and delivering those services equitably, professionally with the
highest degree of integrity.
Strong local government that is proactive in responding to the community needs and issues by delivering
quality public service to all city residents, businesses, property owners, and organizations in a prudent
and efficient manner.
To provide needed and valued services that promotes our sense of community.
Creating Our Mission Statement
Mission Step 1: Develop answers to the following questions:
1. What does the City do?
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2. How does the City benefit the community?
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3. Who do we serve?
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4. What value do we provide?

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5. What image of the City as an organization do we want to convey?
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Mission Step 2: Draft a mission statement (one or two sentences) that captures the above
components in a compelling manner. This may take several drafts.
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Vision Worksheet
Visions Statement Defined: A vision statement provides a dynamic and compelling view of the City at some
point in the future. A vision statement is an emotional driver to some big idea or challenge that drives those in
the City toward the vision. Many people mistake vision statement for mission statement. The vision describes a
future identity and the mission describes why it will be achieved. Vision is related to some form of achievement
if successful.
Citys Vision: Grants Pass is a healthy, vibrant place to live, work and play. It is an engaging responsive city
connecting people to people and to our natural beauty. Grants Pass meets todays needs while planning for a
sustainable tomorrow with diverse economic, cultural and recreational opportunities.
Examples:
The City is a vibrant city committed to its citizens, natural resources and cultural heritage. As the City
grows, it will balance history with progress, to sustain an enlightened, economically balanced and
diverse community. With its distinctive place in the region, highlights culture, diversity and civic
stewardship to create a broad mosaic. This mosaic is enriched by the integrating of cultures, races and
economic diversity into villages and neighborhoods - forming a common network that welcomes both
residents and businesses alike; supporting the efforts and achievements of all.
The City is a Great Place to Grow as a Family, Individual, or Business.

o All within our city are safe and secure.
o Essential services will be those that promote a safe and healthy environment for all residents.
o Essential services and programs will be enhanced and streamlined, and will be provided in an
economical manner and with measurable results.
o The city views residents as its greatest asset and seeks their input and participation.
o The city will meet the communication needs of citizens, elected officials, and city staff.
Vision Step 1: List ideas for a vision for the city. Pick a point in the future three, five or
ten years from now. What do you envision for the city, yourself and the people in your company? Be creative,
think out of the box and shoot for the moon. Dont be limiting and keep in mind that there are no wrong
answers.
Some things to consider when defining your vision:

Personal Impact: What will attainment of the vision mean for you personally?
Recognition: Seeking wealth, reward and acclaim or more time with family, friends and loved ones?
Size and growth of the city: Will it be ever growing with regional, national or global reach or a smaller
in size.
Culture of the business: Will it be focused on staff and family or on serving the customer? Will it be
governed by rules and processes or by innovation and change?
Vision Step 2: Now use the above to draft a vision statement (a single sentence) that captures the
creative ideas in a compelling manner for driving your new company forward. Again, this will
take several drafts.
Values Worksheet
Values Step 1: For each of the values listed below, indicate either: A, B, or C
A Absolutely critical and essential. These are required fundamental values that are of critical importance to
you and are essential for the Council and the City.
B Important but not essential. These are important values that have a strong meaning for you but you dont
see them as critical to Council and the City.
C Somewhat important. These are good values but they are not as important to you and are not
the values you believe are at the heart of the way the Council and City operates.
Accountability Drive Pride

Accuracy Energy Punctuality
Achievement Entrepreneurship Quality
Aggressiveness Excellence Regularity
An Extended Family Fun Reliability
Attention to Detail Getting the Job Done Respect
Care/Caring Harmony Responsibility
Cleanliness Honor Responsiveness
Coordination Individualism Results
Command Individual Initiative Risk Taking
Communication Innovation Safety
Competitiveness Integration Speed (of Operations)
Concern for Environment Integrity Standardization
Consensus Leadership Structure
Continuous Improvement Learning Systemization
Control Loyalty Teamwork
Courage Market Leadership Timeliness
Creativity Mentoring Togetherness
Credibility Morale Tradition
Curiosity Nurturing Truthfulness
Customer Focus Organization Utilization (Max of staff)
Customer Service Openness Vision
Decisiveness Patriotism Other: .
Discipline Performance Other: .
Diversity Policies and Procedures Other: .
Add any other values you feel are missing from the list.
Values Step 2 (staff): For each of the values you marked with an A in step Values 1, we will list and organize
the values into groups of similar or related words into between three and ten groups. A value may appear in
more than one group, for example: integrity, truth, honesty, honor, openness, respect.
Values Step 3 (staff): Once your values are organized into groups, it will identify a main theme of the group.
The example group above might have a theme of respect (because that is the value that resonates most in this
example).
For example:
Respect: The City Council believes that honesty, integrity, cooperation and civility are essential in maintaining
respect for citizens and for the members of the City Council.
City of Grants Pass Strategic Plan

Grants Pass Strategic Plan
Why a Strategic Plan
I am pleased to present the Grants Pass 2014-2015 Strategic Plan. A strategic plan
helps an organization perform at a high level by defining expectations and aligning
resources. It provides a clear course of action for achieving positive results. A strategic
plan also provides an opportunity for Council, the community and staff to all see the
routes to be taken to achieve our goals; providing an opportunity for an alignment of
resources to achieve a common goal.
One thing I recognized during the strategic planning process is the secondary benefit of
building stronger relations between members of Council, the community and staff. This
was accomplished by involving everyone in the process of setting a course to
accomplish our dreams.
This was a rewarding process that I look forward to continuing as we follow our charted
course. As an organization, we are committed to the implementation of the Strategic
Plan. The Citys Strategic Plan will be used to establish clear staff expectations and
help align department resources with common goals.
Grants Pass Strategic Plan
Strategic Planning is the formal consideration of an organization's future course. All

strategic planning deals with at least one of three key questions:
1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"
The Importance of Strategic Planning
Where should City government focus its priorities? What role does the City have in
addressing the community's most pressing challenges? How well is Grants Pass, as a
city government, doing in its role to meet those challenges?
One way to try and answer these questions is through strategic planning. This process
and how these questions are answered become our roadmap to the future.
Strategic planning provides the framework for:
Providing the community with the means to participate in establishing the vision
and direction of the City.
Establishing a process for review of and improvement in services managed by
the City.
Establishing the foundation for budgeting appropriate resources for specific
outcomes.
The Strategic Plan is not a static document or process. It must change to reflect the
changing community. Updates or periodic reviews can occur annually or every other
year.
The Planning Framework
City Council expressed a desire to incorporate the goals of the community in their
decision making process. An important part of the strategic planning process is public
input; this was done through the City holding a community goal-setting forum and
receiving reports from non-profits and community organizations. The Council also
received goals from their advisory committees and commissions and City departments.
Council also submitted and discussed their own goals for the City along with
discussions of long-range issues and Council effectiveness.
Strategic Plan
The Strategic Plan demonstrates how the City intends to achieve the broader goals
established through policy. The Plan encourages teamwork and establishes clear
targets for what needs to be accomplished and helps a city realize the community's
vision and to accomplish a city's mission.
Strategic planning is a method that puts employees, management and Council on one
page around common goals and objectives. The strategic planning process begins with
Council setting broad, organizational goals that will serve the City for many years.
Then, objectives and actions are attached to the organizational goals.
Mission of Council:
To represent all of the citizens by providing leadership policies, ordinances and
decisions necessary to meeting citizen needs and desires.
Vision:
Grants Pass is a healthy, vibrant place to live, work and play. It is an engaging,
responsive city, connecting people to people and to our natural beauty. Grants
Pass meets todays needs while planning for a sustainable tomorrow with diverse
economic, cultural and recreational opportunities.
Strategic Goals:
Our Strategic Plan has eight goals, which reflect the Citys Mission and Vision.
Keep citizens safe
Provide cooperative shared leadership involving Council, Staff and Community
To achieve our goals we have defined specific areas of focus and activities through
objectives and actions. The following is a list of the Councils top five of the 175
objectives and actions:
Annexation of properties into the City limits
Participate in the pursuit of a Sobering Center
Water Treatment Acquire portable water treatment equipment to provide
drinking water if Water Treatment Plant is damaged and unable to produce water
Develop gateway signage and landscaping
Update/improve Development Code
Objectives and actions are prioritized to show weight of importance by number of

asterisks (*).
The final link to the Strategic Plan is the Citys Fiscal Year Budget and Capital
Improvement Program. The Budget is the document that provides the allocation of
resources necessary to implement the objectives and action in the Strategic Plan.
I look forward to reporting our success in the coming months and to next years plan
review where we can continue our focus on long range planning to extend our plan to a
five-year period.
Aaron K. Cubic
City Manager
Organizational Values
Why a We Strive for Excellence

Our primary value:
Public service
We strive to do those things which serve the best interests of all the people in Grants
Pass.
Our supporting values:
Quality
We provide excellent service at an exceptional value in the services we offer.
Teamwork
We create opportunities to use each others strengths to achieve common goals.
We communicate and share mutual ownership of our work results across the
organization.
Individual
We respect and support the individual. We make each citizen feel important in our
contacts. We are committed to pursuing opportunities for individual achievement,
personal growth and development and recognition for each employee.
Creativity
We encourage innovation and flexibility. We recommend efforts at trying new ideas
and we are willing to take risks and make changes to improve service.
Future
We plan strategically and we work from our plans. We look to the future and are
guided by a view of what the community can be. Our daily actions reflect a long-
term view of the community.
Celebrate
We celebrate! We recognize our successes and the successes of others. We share
individual and team contributions and achievements. We have fun!
Mission of Council
To represent all of the citizens by providing leadership policies, ordinances and
decisions necessary to meeting citizen needs and desires.
Council Vision
Grants Pass is a healthy, vibrant place to live, work and play. It is an engaging,
responsive city, connecting people to people and to our natural beauty. Grants Pass
meets todays needs while planning for a sustainable tomorrow with diverse economic,
cultural and recreational opportunities.
Strategic Goals
Our Strategic Plan has eight goals, which reflect the Citys Mission and Vision.
Keep citizens safe

Provide cooperative shared leadership involving Council, Staff and Community
Keep Citizens Safe
Leadership Objectives:
Increase proactive patrol with specific attention to the downtown area, to

include foot patrol, bicycles, T3s
Evaluate Department of Public Safety through PAVE
Improve preparedness for emergencies
Explore creation of a Municipal Court
Enhance a safe and secure environment
Respond to homelessness and vagrancy in our community in a proactive,
comprehensive and coordinated approach
Leadership Actions:
Objective 1: Increase proactive patrol with specific attention to the downtown

area, to include foot patrol, bicycles, T3s. *
Action 1: Expand use of video cameras on City grounds **
Action 2: Explore use of officer worn video recording cameras **
Objective 2: Evaluate Department of Public Safety through PAVE.

Action 1: Pursue the use of E-Ticketing to improve organizational efficiency **
Action 2: Explore the formation of a Public Safety Review Board *
Objective 3: Improve preparedness for emergencies.

Action 1: Complete emergency preparedness plans and implement ***
Action 2: Evaluate the effectiveness of services available to assure Grants Pass is
prepared for disasters *
Objective 4: Explore creation of a Municipal Court. *
Objective 5: Enhance a safe and secure environment.

Action 1: Participate in the pursuit of a Sobering Center ***
Action 2: Increase proactive policing, such as foot patrol in downtown corridor **
Action 3: Fully operate public safety shift positions at the targeted service levels **
Action 4: Assess Jail Bed Contract in the event the system continues to be
underfunded *
Action 5: Seek more grant funding for Firewise Program *
Objective 6: Respond to homelessness and vagrancy in our community in a

proactive, comprehensive and coordinated approach.
Action 1: Continue addressing vagrancy issue **
Strategic Plan Calendar
November: Committee/Commission develop goal recommendations
November 13: Community Forum
November 19: Distribute Strategic Planning Call to Action to Council
December 3: Council return Call to Action packet
December 17: Distribute completed Goal Setting Packet to Council
January 8-10: Goals Setting

Work Plan

Work Plan
Why a Work Plan

A work plan defines performance expectations and provides a framework for how we will achieve our organizational goals. To help
achieve our goals and promote our successes OCCMA utilizes Specific, Measurable, and Achievable, Resource and Time-bound
(SMART) objectives and actions.
S.M.A.R.T.S.
Developing sound goals is critical to managing our performance. Having a SMART Work Plan:
Establishes direction for task and/or projects

Clarifies expectations
Clarifies resources required to meet objectives
Identifies the results of efforts
Achieves higher levels of performance
Corrects performance deficiencies
Increases ability to take pride and satisfaction in our achievements
Specific: Goal Objectives should be simplistically written and clearly define an outcome. (What, Why, How)
Measurable: Goal Objectives should be measurable so that you have tangible evidence that you have accomplished the goal. Usually,
the entire goal statement is a measure for the project, but there are usually several short-term or smaller measurements built into the
goal. Measures should include numeric or descriptive measures that define quantity, quality, etc. Focus on elements such as
observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes not activities.
Achievable and Assignable: Goal Objectives should be achievable and assignable and within the department and staff members
control or influence and they must possess the appropriate knowledge, skills, and abilities needed to achieve the goal. Consider
authority or control, influence, resources and work environment support to meet the goal. You can meet most any goal when you plan
Key: O planned action date, X action taken

your steps wisely and establish a timeframe that allows you to carry out those steps. As you carry out the steps, you can achieve goals
that may have seemed impossible when you started. On the other hand, if a goal is impossible to achieve, you may not even try to
accomplish it. Achievable goals motivate employees. Impossible goals demotivate them.
Resources: Goal Objectives should have a measure of resources required to complete task. This may include hard dollars, grant
funds, in-kind services, staff time etc.
Time-bound: Goal Objectives should identify a definite target date for completion and/or frequencies for specific action steps that are
important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be
accomplished? Incorporate specific dates, calendar milestones, or timeframes that are relative to the achievement of another result
(i.e., dependencies and linkages to other projects).

Mission of
Vision
Strategic Goals

Keep Citizens Safe
Increase proactive patrol with specific attention to the downtown area, to include foot patrol, bicycles, T3s
Evaluate Department of Public Safety through PAVE
Improve preparedness for emergencies
Explore creation of a Municipal Court
Enhance a safe and secure environment
Respond to homelessness and vagrancy in our community in a proactive, comprehensive and coordinated approach
Leadership Actions:
Objective 1: Increase proactive patrol with specific attention to the downtown area, to include foot patrol, bicycles, T3s. *
Action 1: Increase proactive policing, such as foot patrol in downtown corridor **
Objective: Increase proactive patrol with specific attention to the downtown area, to include foot patrol, bicycles, T3s
Action Quarter
1 2 3 4
Foot patrols have begun in the downtown with newly assigned
officers and times utilizing T-3s, bikes, etc.
Night shifts now patrol alley ways in the early morning
hours to keep vagrants away from businesses and
Interim Chief
1 prohibitive camping Staff X O 3/31/14
Landis
All crimes are enforced especially in the downtown.
Visitors Center being remodeled to accommodate
downtown patrol office. Should be completed by end of
May.

Strategic Goal
Leadership Actions:
Objective 1:
Action 1:
Objective:
Action Quarter
1 2 3 4
1
2
Objective 2:
Action 1:
Objective:
Action Quarter
1 2 3 4
1

Visioning, Strategic Planning & Goal Setting
Sat., 9/27/14 - 2:15 - 3:45 p.m.
Sat., 9/27/14 - 2:15 - 3:45 p.m.
Sat., 9/27/14 - 2:15 - 3:45 p.m.
Sat., 9/27/14 - 2:15 - 3:45 p.m.
Sat., 9/27/14 - 2:15 - 3:45 p.m.
Sat., 9/27/14 - 2:15 - 3:45 p.m.

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Visioning, Strategic Planning & Goal Setting Processes

Sat., 9/27/14 - 2:15 - 3:45 p.m. 9/17/2014

Successful Development &

1. Visioning, Strategic Planning & Goal Setting

1. City Case Studies

We must all efficiently

WEIRD AL YANKOVIC, MISSION STATEMENT

Proactive Planning Processes

Developed with Key Stakeholder Involvement

Tangible Goals and/or Actions

Complement One Another

Common understanding of policy/operation direction

Link long-term direction with short term activity

Save and time money

Build a sense of community/team

The process of identifying what a community and/or

Often 20-30 year planning period

Involves a broad range of external and internal

Greatest latitude for out-of-the-box brainstorming

Key Products: Vision Statement & Action Plan

Produces overarching policy and operational focus for

Often 5-10 year period (or less)

Involves key stakeholders (public, elected/appointed

Focus is on organization function (external & internal)

Key Products: Mission, Core Values, Objectives, Strategies

City Council level planning and prioritization process

Identifies agreed upon policy direction and/or key

Generally for a shorter period (e.g., a year)

Involves Council and key staff (City Mgr., Dept. Mgrs.)

Key Product: List of policy and project priorities

+ Visioning / SP / Goal Setting

2. Connectivity and Consistency

Build in ability to update to keep the plan(s) fresh

+ Visioning / SP / Goal Setting

4. Leadership Unity and Advocacy

Accountability who reports? What is

"If you don't know what you want to

MICHAEL GARRAH, former town manager of

VISIONING, STRATEGIC LOC

PLANNING AND GOAL Conference

STRATEGIC PLAN PROCESS

Staff implements Council adopts

STRATEGIC PLANNING PROCESS

Stakeholder Analysis (2 months before Goal Setting)

Council Strategic Plan Call to Action Packet (1 month before

STRATEGIC PLANNING SESSION

AGENDA (Goal Setting 3 day session)

STRATEGIC PLANNING SESSION

STRATEGIC PLANNING SESSION

Where Are We Now (Foundation)

STRATEGIC PLANNING SESSION

STRATEGIC PLANNING SESSION

Strategic Plan Prioritization

STRATEGIC PLAN PRIORITIZATION

MONITORING, EVALUATING AND

Objective: Complete City Charter Update

Follow SMARTS format

Visioning, Goal Setting,

City of Forest Grove

Why have a vision statement?

Path to New Vision

Cycle Starts Over Again

The difference between where we are and