LEADERSHIP RESEARCH INSTITUTE City of Pensacola Strategic Planning Session May 9, 2019 John Streitmatter, Director john.streitmatter@lri.com © 2019 Leadership Research Institute, Confidential & Proprietary WORKING VERSIONS RESULTING FROM THE SESSION © 2019 Leadership Research Institute, Confidential & Proprietary 2 Mission and Values City Council Strategic Strategic Plan Council Interviews Priority Priority Priority Transition Team Zone of Transition Priority Outcomes and Results Resource Allocations Workplan Tactical City Staff Goals Budget Assignments Tasks Measures Metrics Mission – Working Version The Mission of the City of Pensacola We desire the highest quality of life for all our citizens. We do that by: • Providing cost effective municipal services, including public safety, infrastructure, and public amenities and • Working together with the community to create a healthy environment and growing economy © 2019 Leadership Research Institute, Confidential & Proprietary 4 Working Version developed during the session Values – Working Version Transparency • We exist to serve the people and the people should have visibility into what we’re doing, and why. Service Orientation • We are in service of the people. As a result we strive to: • Provide a good service experience • Listen to citizens • Find ways for citizens to make a contribution to solutions. Accountability • We use the people’s money and we should be able to demonstrate where it went and what we got for it. Inclusivity • We need to be mindful of all of our citizens’ unique circumstances • We strive to distribute resources equitably for the benefit of all our citizens Focus on our Core Mission • Our focus is to provide the elements of the core mission Collaborate for Broader Impact • We work together with intergovernmental and private partners on things that benefit the community but are not the core mission of City Government Sustainability Mindset • We need to think for the long term and ensure that we take actions that can be sustained and supported over time • Environmental stewardship • Affordable and decent housing • Historic Preservation • Cultivating the identities of our neighborhoods © 2019 Leadership Research Institute, Confidential & Proprietary 5 Working Version developed during the session Criteria for Prioritizing Alignment with Core Mission • Items that are more closely aligned to the core mission of the City should be prioritized. • The more an item enables us to deliver services the higher its priority. Public Safety, Recreation, Infrastructure. • Needs over wants. Reach across the Community • The extent to which we can provide a service consistently across the entire City the higher its priority. Feasibility – resources and action plan • Projects that are viable (achievable, clear action plan, clear expected outcomes) would be prioritized over others. • Do we have the resources, especially financial, to actually implement the action? • Measurable outcome – where we can see a demonstrable, measurable outcome we would prioritize those above others. Partnership • Where there are opportunities to partner the priority is higher – whether that’s the private sector, the county or some other entity – if we have other people and funding sources working with us our likelihood of success goes up. © 2019 Leadership Research Institute, Confidential & Proprietary 6 Working Version developed during the session Prioritized List of Transition Team Categories • • • • Crime and Safety (6) Neighborhoods (5) Economic Development (5) Environment (2) () indicates the number of Councilmembers indicating this was a high priority when forced to pick 3 of the 10 items. Only 6 Councilmembers participated © 2019 Leadership Research Institute, Confidential & Proprietary 7 Working Version developed during the session Strategic Items Surfaced by the Council • • • • Maintain a safe community (7) Improved neighborhood infrastructure (Lighting, flooding, speeding, sidewalks) (7) Adopt complete streets (4) Adopt neighborhood focused approach or structure (3) () indicates the number of Councilmembers indicating this was a high priority when forced to pick 4 of the 11 items © 2019 Leadership Research Institute, Confidential & Proprietary 8 Working Version developed during the session City of Pensacola – Strategic Plan DRAFT Mission We desire the highest quality of life for all our citizens We do that by: • Providing cost effective municipal services, including public safety, infrastructure, and public amenities • Working together with the community to create a healthy environment and growing economy Values Transparency We exist to serve the people and the people should have visibility into what we’re doing, and why. Service Orientation Accountability Inclusivity Focus on our Core Mission Collaborate for Broader Impact Sustainability Mindset We are in service of the people. As a result we strive to: • Provide a good service experience • Listen to citizens • Find ways for citizens to make a contribution to solutions. We use the people’s money and we should be able to demonstrate where it went and what we got for it. • We need to be mindful of all of our citizens’ unique circumstances • We strive to distribute resources equitably for the benefit of all our citizens Our focus is to provide the elements of the core mission We work together with intergovernmental and private partners on things that benefit the community but are not the core mission of City Government We need to think for the long term and ensure that we take actions that can be sustained and supported over time • Environmental stewardship • Affordable and decent housing • Historic Preservation • Cultivating the identities of our neighborhoods Priority Areas Crime and Safety • Maintain a safe community Prioritization Criteria • Alignment with Core Mission • Reach across the Community • Feasibility • Partnership Possibilities • Other Transition Team items as appropriate Neighborhoods • Improved neighborhood infrastructure (Lighting, flooding, speeding, sidewalks) • Adopt complete streets • Adopt neighborhood focused approach or structure Economic Development • Increase affordable housing inventory • Take advantage of our history to help the city grow and become a better place • Targeted development zones – West Cervantes, 9th Ave Environment • Completion • Improved of neighborhood strategic water quality projects (Lighting, flooding, infrastructure • Strategic Exoticsidewalks) / Invasive speeding, species eradication • Adopt completeprojects streets • Adopt neighborhood focused • Other Transition items as approach or Team structure appropriate • Other Transition Team items as appropriate • Other Transition Team items as appropriate 9