2014/03/11 City Council Resolution 2014-023RESOLUTION NO. 2014 -023
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK
APPROVING AND ADOPTING THE UPDATED STRATEGIC PLAN 2014 -2018 AND
THE ACTION PLAN
WHEREAS, in December 2011 the City adopted a strategic plan to guide our organization and
communicate our vision, mission, and values to our community; and
WHEREAS, in 2012 the City adopted an Implementation Action Plan element to put values into
action to achieve the City's goals; and
WHEREAS, in January 2014 City Council reviewed a draft update of the strategic plan which
did not propose changes to the Vision, Mission, Values, or Goals; however, it did propose
changes to the more dynamic aspects of the strategic plan- strategies and the hnplementation
Action Plan; and
WHEREAS, the strategic plan structure included two new sections, "Our Accomplishments"
and "Our Best Practices," removing those tasks and strategies from the Implementation Action
Plan.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park as
follows:
1. The Rohnert Park Strategic Plan elements are Our Vision, Our Mission, Our Values, Our
Goals, Our Accomplishments, Our Best Practices, and Our Action Plan.
2. The Rohnert Park Strategic Plan provides the City with a clear vision, mission and goals
which are an integral component to guiding the budget and planning process for FY
2014 -2015.
3. That it does hereby authorize and approve the City of Rohnert Park updated Strategic
Plan 2014 -2018 and the Action Plan.
DULY AND REGULARLY ADOPTED this 11`x' day of March, 2014.
Attachments: Strategic Plan and Action Plan
CITY OF RO ERT PARK
J seph T. Callinan, Mayor
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UPDATED March 2014
Strategic Plan 2014 -2018
Table of Contents City of Rohnert Park
Table of Contents
Background.................................................................................................................. ..............................1
Strategic Planning Process Overview .............................................................. ..............................1
Cityof Rohnert Park Strategic Plan ......................................................................... ..............................4
OURVISION ....................................................................................................... ..............................4
OURMISSION .................................................................................................... ..............................5
OURVALUES ..................................................................................................... ..............................5
Value: Integrity ........................................................................................... ...............................
6
Value: Fiscal Responsibility ......................................................................... ..............................6
Value: Communication ............................................................................... ...............................
6
Value: Innovation and Creativity ................................................................ ..............................6
Value: Collaboration ................................................................................... ...............................
6
GOALS AND STRATEGIES ............................................................................ ...............................
7
GOAL A: Practice participative leadership at all levels ............................. ...............................
8
GOAL B: Achieve and maintain financial stability .................................... ...............................
8
GOAL C: Ensure the effective delivery of public services .......................... ...............................
8
GOAL D: Continue to develop a vibrant community ................................. ..............................8
OURACCOMPLISHMENTS .......................................................................... ...............................
9
OURBEST PRACTICES ................................................................................... .............................10
Communication and Accountability for the Strategic Plan .............................. ............................144
BikeRack ..................................................................................... ............................... ............................155
Attachment A — Graphic Representation of Goals and Strategies .................. ............................166
Attachment B — Glossary of Terms ......................................... ............................... ............................177
0
Strategic Plan 2014 -2018
DRAFT Citv of Rohnert Park
In May 2011 the City of Rohnert Park retained Management Partners to facilitate a
process to develop a strategic plan. The City envisioned a strategic plan that would
provide a framework to link together the economic development plan, capital
improvement program, budget process, policy issues, organizational efficiencies
and the General Plan. A Strategic Planning Steering Committee was formed early
in the process to provide guidance and input to the process. The steering committee
was comprised of 20 supervisors and managers, including members of the City's
executive team.
Strategic Planning Process Overview
The strategic planning process began with an analysis of strengths, limitations,
opportunities and threats (SLOT) identified through a series of interviews, focus
groups with staff and community representatives, and a survey of City
commissioners. Management Partners interviewed the Mayor, members of the City
Council and the City Manager to confirm the strategic planning process and hear
initial ideas.
Over fifty staff representatives were randomly selected to confidentially inform the
process. Staff were asked to identify the strengths, limitations, opportunities and
threats of Rohnert Park and to brainstorm words and phrases that define the
mission of the City of Rohnert Park and their vision for the future of the
community. Staff were also asked to identify values they believe are important to
being an effective organization. The staff focus groups were comprised of
representatives from all levels of the organization, from line staff to management,
and all city departments.
A focus group of community stakeholders was also held and included
representatives from the business community, local schools, the health system,
adult and youth development community providers, the Federated Indians of
Greater Rancheria, and Rebuilding Together Rohnert Park. As with the staff groups,
participants were asked for their perspectives on the strengths, limitations,
opportunities and threats of Rohnert Park.
Strategic Plan 2014 -2018
Rnckarniincl DRAFT Citv of Rohnert Park
Finally, an online survey was administered to solicit input from members of the
City's eight commissions. Representation from each body was reflected in the final
analysis.
Management Partners provided guidance to staff who prepared an environmental
scan of current and future factors influencing the City. The combination of broad -
based qualitative input and quantitative trend data laid the foundation for two
highly interactive workshops with staff and the City Council during which a vision,
mission, values and goals and strategies were developed and confirmed. A graphic
recorder captured the results of the Council workshop conducted on November 5,
2011 in a visual, "storyboard" format.
A graphic representation of the strategic planning process is presented on the
following page.
Strategic Plan 2014 -2018
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The City of Rohnert Park Strategic Plan sets a clear vision for the organization and
establishes goals and strategies to move in that desired future direction. In addition,
the plan articulates the organization's values and the behaviors that support them.
These elements are graphically presented in the strategic plan. The visual recording
of the plan's goals and strategies are displayed in Attachment A. The complete set
of graphic images created during the strategic planning workshop was transmitted
separately in a compressed file.
3
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan
DRAFT Citv of Rohnert Park
The City of Rohnert Park is committed to achieving a shared vision for the
organization and its community. The vision, mission and values below are the
result of a thoughtful and inclusive process designed to set the City on a course that
meets the challenges of today and tomorrow. A glossary of terms is provided in
Attachment B.
OUR VISION
Rohnert Park is a thriving, family friendly community that is a safe, enjoyable place
to live work and play.
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The City's vision sets the focus for the future. It is a statement of where the
organization is going.
4
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
OUR MISSION
We care for our residents by working together to build a better community for today
and tomorrow.
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The City's mission is a statement of the purpose of the organization. It
fundamentally defines what the organization stands for and what it will do.
OUR VALUES
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Each of these organizational values has associated behaviors that can be
demonstrated throughout the organization. The behaviors that were identified by
executive staff and the City Council are listed below.
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
Value: Integrity
• Adheres to individual and organizational professional standards in the
conduct of the organization's business
• Fulfills commitments and keeps promises that are made
• Does the right thing even when no one is looking
• Creates and sustains an atmosphere that fosters a culture of openness,
inclusion, compassion and trust
Value: Fiscal Responsibility
• Is transparent in disclosing financial transactions and their implications
• Utilizes multi-year forecasts to quantify future financial impacts of decisions
• Exercises fiscal discipline to live within means and ensure future financial
sustainability
• Makes fact -based financial decisions consistent with organizational values at
all levels
• Develops and implements strategies to address unfunded liabilities
• Follows best practice policies for budget and financial management
• Utilizes all resources efficiently and effectively
• Maximizes opportunities to increase productivity and achieve high quality
results
Value: Communication
• Engages in open, honest communication
• Actively seeks citizen participation; strives to keep the public informed and
educated about community issues
• Listens to other perspectives with an open mind and a sincere desire to
understand
Value: Innovation and Creativity
• Solves problems creatively and is open to new ideas
• Creates new ways of moving the organization forward to achieve its mission
• Fosters new and creative thinking and solutions
• Effectively utilizes emerging technology
• Takes calculated risks and treats mistakes as learning and growth
opportunities
Value: Collaboration
• Takes the initiative to ensure that objectives are met and volunteers to help
others for the good of the organization
• Engages team members to work collaboratively towards a common vision
• Recognizes, values and leverages each person's strengths
6
Strategic Plan 2014 -2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
• Seeks "win -win' strategies; is willing to compromise if necessary
• Inspires results and effective teamwork
• Sets the example; mentors others to be successful
GOALS AND STRATEGIES
As a result of interviews, focus groups, surveys and the staff workshop, four
potential goals were identified, each of which has several strategies. During the
November 5 workshop, the City Council reviewed, revised and confirmed the four
goals, which are graphically presented in Attachment A.
• Goals are multi -year in nature. The timeframe for achieving goals is typically
five to ten years. The Rohnert Park City Council indicated that goals with a
timeframe of three to five years may be more appropriate in today's dynamic
environment.
• Strategies are the means to achieve the goals. The timeframe for
implementing strategies can span several years as specific programs and
projects are undertaken.
2014 Update
During senior staff work sessions the goals and strategies were reviewed. No
changes to the goals were proposed. The strategies were evaluated to determine
which ones represented ongoing best practices —those were moved to a new
element "Our Best Practices." Strategies with specific action items associated with
them are shown below and the tasks are shown in the "Action Plan" element of the
strategic plan. There was also some consolidation of strategies for efficiency. Staff
believes the strategies and action plan tasks are the most dynamic and evolving
aspects of the strategic plan with goals, values, mission and vision being
increasingly more enduring. The 2014 Update also includes a new element "Our
Accomplishments" where we celebrate our achievements as a direct result of the
City's Strategic Plan. These are listed by year of the accomplishment.
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
GOAL A: Practice participative leadership at all levels.
Strategies
• Communicate with the community and team members in identifying
priorities and possibilities.
• hnplement organization development practices.
GOAL B: Achieve and maintain financial stability.
Strategies
• Implement the economic development program.
• Prepare current and future financial condition assessment.
• Establish financial policies, procedures and systems that represent best
practices.
• Identify new and innovative ways to increase revenues.
GOAL C: Ensure the effective delivery of public services.
Strategies
• Deliver the highest quality services in the most cost - efficient manner
• Emphasize high quality customer service.
• Improve accountability and continuous improvement through performance
measurement and managing for results.
• Integrate technology into operations.
GOAL D: Continue to develop a vibrant community.
Strategies
• Support implementation of major planned developments.
• Improve transportation and infrastructure.
• Integrate State Farm /SMART train /City Center plans into a Priority
Development Area.
• Implement mandated programs.
0
Strategic Plan 2014 -2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
OUR ACCOMPLISHMENTS
2012
• Rohnert Park 50th Anniversary Celebration
• Green Music Center opened
• Golf Course Drive Undercrossing opened
• US 101 High Occupancy Vehicle Lanes opened
• Paved East Cotati Avenue and Arlen Drive
• Bike path reconstruction and pedestrian safety improvement project
• Water pipe replacement project
• Sewer pipe lining project
• Rancho Verde /Rohnert Park Expressway traffic signal installed
• Co- created Local Leaders Academy of Sonoma County
• Distracted Driving Campaign
• Casino Joint Powers Agreements for Sewer and Wilfred Widening Project
• Bicycle Safety Rodeo
• Arts and Music Festival
2013
• Voters passed Measure A — a local sales tax extension
• Mitigated impacts of casino opening
• Widened Wilfred Avenue /Golf Course Drive West
• Repaved Redwood, Labath, Business Park, Rohnert Park Expressway
• Coordinated traffic signals Rohnert Park Expressway and Golf Course Drive
• Improved entrances to city
• Completed Public Safety Main Station roof replacement and exterior
recoating project
• Installed and adopted policy for use of freeway message center
• Established Gold Ridge Recreation Center
• Grant Funding received:
• Law Enforcement Compliance
• Develop Sexual Assault Training
• Problem premise alcohol checks, special event alcohol compliance,
prevention /education for alcohol establishments
• Motorcycle Traffic Officer salary and equipment
• DUI Checkpoint and saturation patrol
• Implemented golf course performance measures
• Implemented Public Safety On Line Reporting for Citizens (CCR)
• Installed way finding signs throughout the City
• Created National Night Out event and Senior Center Crafts Faire
C.
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
• Implemented paperless agenda packets
• Started performance measurement in all departments
• Sewer Capital Project Program - 1st Phase of 2 year Adrian Drive sewer
replacement
• Sports Center - new cardio equipment
• Implemented online building permits and new permit software.
Our Best Practices
As a result of the City of Rohnert Park's Strategic Plan process, best practices
continue to be discovered and implemented. The following best practices have been
established, and will continue in operation unless a better practice is discovered.
GOAL A: Practice participative leadership at all levels.
Continue to:
• Engage the public in setting the annual budget priorities
• Attend and participate in Chamber of Commerce events
• Engage volunteers and establishing workshops to help with specific projects
• Improve communication to provide transparency and a well- informed
community
• Inform the public about financial realities and choices facing the City and
community, and participate in ongoing meetings with community groups
• Provide periodic financial updates via newsletters, blog, etc.
• Provide the Community Services Newsletters to our elementary schools
• Monitor and update the City's various website to incorporate new
information and technology
• Promote enhanced and improved communication among staff and with the
public, including the promotion of training programs to assist with this
practice.
• Continue to distribute the community newsletters, City Manager updates,
and other media channels to internal staff and the community, as
appropriate
• Plan for, communicate, and mitigate long -term impacts of major
developments
• Provide a balanced mix of essential and discretionary services
• Monitor and evaluate core services to ensure the best provision of core and
discretionary services
• Make short -term decisions with a long term perspective
• Include analysis of long -term implications of decisions and
recommendations on staff reports
10
Strategic Plan 2014 -201.8
Citv of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
• Implement organization development practices, including succession
planning and workforce development
• Assess current practices as it relates to succession planning and workforce
development, determine financial investments to implement, and develop
tools and training to meet future needs
• Align the organizational culture to demonstrate our values
• Educate and refresh employees about the City's values, and the behaviors
that support them. Reinforce them through training, orientations, and
evaluation and recruitment processes
• Evaluate and monitor department goals and results
GOAL B: Achieve and maintain financial stability.
Continue to:
• Enhance economic development by implementing the economic
development program
• Prioritize elements of the economic development program, identify financial
resources to support its implementation, and monitor its performance
• Clarify current and projected future financial condition; prepare a cash
contingency plan
• Update and utilize the financial forecast model
• Update and utilize the Capital Improvement Program
• Ensure policies, procedures and systems represent best practices in financial
management, such as the use of cost allocation plans and time card systems
• Identify financial best practices, compare to our current practices, and keep
existing or incorporate better practices into our best practices
• Develop and implementation of warehouse operations and cost allocation
systems
• Ensure that we live within our means by adopting a comprehensive set of
budget principles to provide a meaningful and easy to understand
framework for maintaining financial discipline
• Update budget principles, and evaluate budget decisions against adopted
budget principles
• Monitor expenditures and use of overtime
• Evaluate the financial impact of new infrastructure and replacement of old
infrastructure, and develop funding sources to address the life -cycle costs
• Follow through with the fiscal recovery plan
• Explore the creation of new revenue sources
• Develop partnerships to achieve economies of scale through shared services
11
Strategic Plan 2014 -2018
City of Rohnert Park Strategic Plan DRAFT City of Rohnert Park
GOAL C: Ensure the effective delivery of public services.
Continue to:
• Deliver the highest quality services in the most cost- efficient manner
• Assess service delivery options, establish service level expectations
• Analyze the cost of providing a service internally, compared to hiring an
external provider
• Emphasize high quality customer service
• Identify and provide customer service training opportunities and use of
"secret shoppers" to evaluate their experience with city staff
• Improve accountability and continuous improvement through performance
measurement and managing for results
• Monitor department performance measures
• Keep updated and utilize the performance management system, so that it
includes meaningful measures to monitor and evaluate results
• Train managers on the use of performance measures to manage programs
and services
• Report on these measures quarterly
• Integrate technology into operations
• Identify opportunities to leverage technology and other resources to
maximize efficiency
• Maintain the Public Safety On -line Reporting for citizens (CCR -City Crime
Report)
• Implement and maintain permit /project tracking software
• Provide training to staff on new technologies and ways to use it
• Evaluate paperless opportunities
GOAL D: Continue to develop a vibrant community.
Continue to:
• Support implementation of major planned developments
• Monitor the impact of the Northwest Specific Plan
• Assess, monitor, and mitigate impacts of the Graton Casino project
• Update and maintain traffic, streetlight, and storm drain standards
• Assess needs, resources, and capacity to anticipated development volumes
and fee credits
• Explore zoning flexibility options to foster economic development
• Process and implement specific plans in the pipeline, and additional plans
as they are submitted
• Improve transportation and infrastructure
• Update capital needs assessments
• Implement and monitor the roads and Complete Streets Program
12
Strategic Plan 2014 -2018
Citv of Rohnert Park Strategic Plan
DRAFT Citv of Rohnert Park
• Monitor change orders, to limit their frequency and fiscal impacts
• Incorporate the State Farm /SMART train /City Center plans into a Priority
Development Area
• Assist the developers of the State Farm facility
• Consider health effects of development decisions - ensure new development
includes access to parks, open space, and /or pedestrian and bicycle facilities
• Communicate and work together with Cotati Rohnert Park Unified School
District and Sonoma State University recognizing education supports
economic vitality
• Expand programs that bring people together
• Engage community partners to identify opportunities for such programs
• Support and organize community events, including:
• Founder's Day
• Running with the Pack
• Bicycle Rodeo
• Special Olympics
■ Torch Run and Tip a Cop
o National Night Out
13
Strategic Plan 2014 -2018
Communication and Accountabilitv for the Strategic Plan DRAFT Citv of Rohnert Park
Workshop participants briefly discussed ideas about how information about the
strategic plan and its progress should be communicated to stakeholders, including
reporting mechanisms and frequency. The following ideas were generated.
• Display the graphic images from the Council strategic planning
workshop in the library and at City Hall for public viewing
• Post results on the City's website
• Display the City's vision, mission and values in the Council chambers
• Develop an implementation action plan for the goals and strategies that
assigns responsibility and identifies necessary resources and key
milestones
• Provide quarterly updates to Council on the progress that is being made
• Utilize the strategic plan to inform the City's budget process
• Link Council updates and recommendations to the strategic plan
• Put the mission statement on Council agendas and reports
14
Strategic Plan 2014 -2018
Bike Rack DRAFT Citv of Rohnert Park
Bike Rack
A "bike rack" was created to capture ideas or suggestions that were not directly
related to the immediate discussion. At the conclusion of the Council strategic
planning workshop, six items listed below were referred to City staff for follow up.
• Gather and present to the City Council additional housing data that show
the distribution by housing type
• Validate the median home price data presented in the environmental scan
• Convene a strategy session of the City Council to discuss what is desired in
a "downtown"
• Discuss extending the Urban Grown Boundary timeline another ten years;
put it back before the public (begin discussion in 2016)
• Determine the need for a General Plan update (begin discussion in 2016)
• Define "sustainable" development standards for their application in future
development
Additional bike rack items identified February 2013:
• Discuss the status and need for an update to the General Plan
• Discuss the Urban Grown Boundary
• Develop a plan to address amenities that have been taken away during then the tight
fiscal times (part of needs assessment of the Fiscal Recovery Plan)
• Discuss City's role and involvement with the Health Action Network
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Strategic Plan 2014 -2018
Attachment B — Glossary of Terms
The following graphic shows the key components of a strategic plan.
Citv of Rohnert Park
A vision sets the focus for the future. It is a statement of where the organization is going.
A mission is a statement of the purpose of the organization. It fundamentally defines what the
organization stands for and what it will do.
The values of an organization drive the goals created and the process of implementation. Values
provide the basis for how the organization and its members will work to achieve the mission
and vision. Examples include professional excellence, innovation, responsiveness, and integrity.
Goals set the framework that guides the direction and focus of the organization, budget
decisions and allocation of other resources, such as staff time. They are "up on the balcony"
wide views of opportunities for change and improvement and state the desired future. Goals or
strategic priorities provide the "why" (larger meaning and context) of the specific actions the
agency takes. They help the executive team decide which of the many worthy projects should
be done and when, within available resources. Goals must be meaningful and attainable.
Strategies are the means to achieve the goals. They describe an approach or method and begin
to answer the question: How will we go about accomplishing the goal? They may include
broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later
in the process each objective must be assigned to an individual, with resources identified, and
incorporated into a work plan.
An action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps
that must be taken to assure that the goals and strategies are achieved. Action plans provide a
framework for determining specific timelines, assignments, and resource allocations. They are
designed to be a management tool to help the organization assure that goals are attained and
are well - suited to periodic check -in about progress, changes or challenges.
17
March 11, 2014 City Council Meeting
DRAFT March 11, 2014
City of Rohnert Park
Strategic Plan - Action Plan
Goal A - Practice participative leadership at all levels
Action Plan
Page A - 2
DRAFT March 11, 2014
Action Plan
1. Assess current practices related to succession x
Human Resources HR Staff
planning and workforce development
Director
2. Develop City Council and Administrative Policy
x
City Clerk
Departmental Staff
Manuals
3. Educate employees about the city strategic plan
x
City Manager
Executive Team
values and the behaviors that support them
4. Achieve Law Enforcement Accreditation
x
x
x
Public Safety Director
Command Staff
3 Yr Process. Start in FY
14/15
5. Update Personnel Rules and Regulations
x
Human Resources
Human Resources
Consultation with
Director
Staff; Legal as
Department Heads
i needed
6. Update Hiring Practices /Roles /Timelines
x
Human Resources
Human Resources
Consultation with
Director
Staff; Departmental
Department Heads
Liaisons
Page A - 3
DRAFT March 11, 2014
City of Rohnert Park
Strategic Plan - Action Plan
Goal e - Achieve and maintain financial stability
Action Plan
1. Communicate and execute the plan x
Development Services j Finance Director, Senior
for disposition of housing assets
Director Analyst, Senior
Engineering Technician
a. Sell Avram and Southwest
x
Development Services
Senior Engineering
properties
Director
Technician
b. Transfer Other Assets to Sonoma
x
Development Services
Management Analyst,
County
Director
Senior Engineering
2. Establish a comprehensive city-
x
(
Public Works Director
Development Services
To be run concurrently w /PDA
wide Way Finding /Banner program
j Director
plan and incorporate existing
Military Banner Program.
3. Attract high end hotel
x
Development Services
Senior Analyst
Director
4. Develop City Property at Labath @
x
j
Development Services
Senior Analyst, Senior
Martin
Director
En ineering, Technician
Prepare
1. Conduct financial analysis to
x
Finance Director
Accounting Supervisor
Draft 10 year forecast
prepare a ten -year revenue and
complete
expenditure forecast model
2. Prepare a working capital
x
Finance Director
Accounting Supervisor
contingency plan
3. Develop containment strategies for
x
Finance Director
FIR Director
long -term retiree medical costs
Page B - 4
4. Casino Mitigation Contribution Plan x
DRAFT March 11, 2014
Action Plan
Senior Analyst Casino Mitigation Task Planning initiated in January
Force and Finance 2014; anticipated completion
Department in May 2014
1. Improve delivery of financial
x
Finance Director
Finance Staff
information to the end users
a. Train staff on new policies,
x
Finance Director
Finance Staff
procedures and systems
2. Affirm budget principles to guide
x
Finance Director
Finance Staff
budget development and inform
financial management practices
3. Develop City -wide Capital
x
Finance Director
Dev. Svcs; Public Works;
Replacement Program and funding
City -wide
source for life cycle cost
4. Building /landscape rehab - RDA
x
Public Works Director
Tom, Guy
bond funds
5. Complete Overhead Study and Cost
x
x
Finance Director
Accounting Supervisor;
City -wide means departmental
Allocation Plan
City -wide
budget team
6. Implement Affordable Care Act
x
x
Human Resources Director
HR Staff
Possible legal counsel needed
1. Create a separate budget /funding x x Public Works Director Community Services Performing Arts Center,
mechanism to allow revenue to be Manager, Theater Community Center, Sports and
tracked and used for facility Manager, Accounting Fitness Center
maintenance and physical Supervisor, Finance
improvements Director
2. Sports Center Capital Fee x Community Services Public Works Director Maintenance fee on
Manager memberships
Page B - 5
DRAFT March 11, 2014
Action Plan
3. Community Center Complex Digital
x
Public Works Director
Community Services
Maintenance Fee on Rentals
Sign
Manager
4. Spreckels Capital fee
x
Community Services
Public Works Director
Maintenance fee on tickets
Manager
5. Update fee schedules to ensure
Accounting Supervisor
PS Staff; Community
cost recovery
Services Staff; City Clerk
a. Animal Shelter Fees
x
Animal Shelter Supervisor
PS Staff; City Clerk;
Finance Staff
b. Emergency Response Cost
x !
Public Safety Director
PS Staff; Finance Staff
Primarily DUI Responses.
Recovery
j
c. Parking Ticket Fees
x
Traffic Sergeant
Records Supervisor;
PS Staff
d. Development Services Fees
x
Management Analyst
i Finance Staff;
Development Services
Staff
6. Performing Arts Center Naming
x x
Community Services
Public Works Director,
Determine if RFP process will
Rights Campaign
Manager
Theater Manager,
be needed
Accounting Supervisor,
i
Utility Billing and
I
Revenue Manager
7. Performing Arts Center Funding
x x !
Community Services
Public Works Director,
Campaign
Manager
Theater Manager
8. Housing Bonds — Refund
x
x
Finance Director
Accounting Supervisor;
Planning in 13/14; Closing in
Page B -6
DRAFT March 11, 2014
City of Rohnert Park
Strategic Plan - Action Plan
Goal C - Ensure the effective delivery of public services
1. Update contract & agreement routing & signature
process, Public Records Request process, and Agenda
2. Study Water Capacity Charge
x
x
City Clerk Departmental
Deputy City Engineer Administrative
Assistant, Senior
Action Plan
1. Explore cost effective options for providing customer x City Manager Executive Team
service training opportunities
2. Utilize paper /online surveys to enable customers to x Community Services Public Works Director,
evaluate quality of Community Services activities and Manager Community Services
their experiences with staff Supervisor
3. Acknowledge residents' contributions to City's financial x Lieutennant Task Force (e.g. Your Tax Dollars At
success - Measures E and A and other tax support Work
1. Train managers on the use of performance measures to
manage programs and services
x
Page C - 7
Assistant City
Manager
Executive Team;
Middle Level
Management & First
Line Supervisors
DRAFT March 11, 2014
Action Plan
technology C-4 Integrate • operations
1. Evaluate paperless opportunities
x
IT Manager
Executive Team
j
a. Conversion to electronic archiving of plans,
x
x
i
Development
IT Staff; Building Staff
explore options and funding sources
Services Director
2. Records Management Program
x
x
x
City Clerk
I Departmental
a. Records Retention: secure storage space, create
x
; x
City Clerk
Departmental
tracking of retention boxes, move to storage, update
retention schedule and procedure, create archiving
3. Upgrade Computer Aided Dispatch /Records
x
Technical Services
Public Safety Staff & IT
Management System
Manager
4. 9 -1 -1 Phone System Upgrade
x
Technical Services
Public Safety Staff
Funded by SETNA
Manager
5. Public Safety Radio Upgrade
x
Technical Services
Public Safety Staff
Manager
6. Review and Enhance Online Services & Mobile Services
x
IT Manager
City -wide; City Clerk
City -wide means
Departments assist in needs
analysis
Page C - 8
DRAFT March 11, 2014
City of Rohnert Park
Strategic Plan - Action Plan
Goal D - Continue to develop a vibrant community
Action Plan
1. Prepare and optimize Northwest Specific Plan for
(
Development Services I
economic growth and development
Director
a. Create and annex Northwest Specific Plan
x
Development Services
Development Services
In progress; draft Specific Plan
I
Director
Staff; City Attorney
and EIR in review
b. Explore revenue generating opportunities near casino
x
Senior Analyst I
Casino Task Force;
Development Services
Director
2. Assess potential impacts, develop mitigation measures,
x
Senior Analyst
Casino Task Force
Opening Plan complete
and maximize the benefits of Graton Project
3. Update traffic, streetlight, and storm drain standards
x
Deputy City Engineer
( Development Services;
Have started drafting updates
Public Works
Results of streetlight pilot study
and State stormwater permit for
municipalities will affect these
4. Assessment of needs, resources, capacity to implement
x
Development Services
Management Analyst,
Implementation may be
fee credits and districts of major developments
Director
Finance Staff
supported by permit tracking
software
5. Update Public Facilities Financing Plan (PFFP) as project
x
Deputy City Engineer
Senior Engineering
costs change to ensure sufficient mitigations
Technician
6. Westside Fire Station Design, Plan, and Operation
Funding through Mitigation
a. Design Station
x
Fire Lieutenant
Command Staff
I
Development Services
b. Operational Procedures
x
Fire Lieutenant
Public Safety Staff
c. Staffing
I x
Fire Lieutenant
Public Safety Staff
Page D - 9
DRAFT March 11, 2014
Action Plan
d. Fire Truck x Fire Lieutenant Public Safety Staff
7. Fire Apparatus Replacement
a. Fire Engine at Station 2 x Fire Lieutenant Public Safety Staff,
Finance Staff
8. Sonoma Mountain Fire Station
a. Design Station x Fire Lieutenant Public Safety Staff Dependent on PFFP revenue
1. Water rate study
x (
Finance Director
Finance Staff, Public
!
Works Director,
Management Analyst
2. Develop capital needs assessment for water and sewer
x
!
Deputy City Engineer
Utilities Supervisor,
Supports water rate study
systems
Supervising
Maintenance Workers
3. Update General Plan and Bicycle /Pedestrian Master Plan
X
Development Services
Management Analyst;
Update Bike & Fed Plan in
to support Roads and Complete Streets program and
(
Director
Development Services &
i coordination with Countrywide
comply with SIB 375 State - mandated greenhouse gas
Public Safety Staff
update
reductions
4. Storm Water Permit Implementation
x
Public Works Director
Administrative Analyst,
Regulatory driven (non -
Management Analyst,
discretionary)
Utility Supervisor,
!
Supervising
Maintenance Worker
5. Upgrade water systems controls for water wells i x Public Works Director ( Public Works Staff
6. Determine feasibility of City assuming management of x Public Works Director Deputy City Engineer
recycled water system
Page D - 10
DRAFT March 11, 2014
Action Plan
7. Evaluate Regional Traffic Impact Mitigation
x
Deputy City Engineer
Senior Engineering j
Technician
8. Community Center Complex Capital Projects
x
x
x
Public Works Director
Deputy City Engineer,
Funded with residual RDA bond
Community Services
monies
Supervisor
9. Develop tree replacement program
x
Public Works Director
General Servcies
Casino Mitigation funding ($120K)
Supervisor
10. Develop comprehensive distribution system flushing
x
Public Works Director
Utilities Supervisor
program
11. Public Safety HVAC System Upgrades
j x
Public Works Director
Admin Analyst, Utilities
. Energy efficiency upgrade - meets
Supervisor, Public Safety
Climate Action Plan criteria
Staff
D-3 Integrate State A• plans
..
Priority
x
Development
Development Services
Development Services
1. Complete Central Rohnert Park Priority Development Area
Plan
Director
Staff
2. Work on State Farm development entitlements
x
Development Services
Development Services
Director
Staff
Mandate D-4 Implement
1. Adopt Housing Element
x
Development Services
Development Services
Director
Staff
2. Climate Action 2020
x
x
Planner III
Development Services
Subject to development o
Staff
Countywide plan
Page D - 11