For the past 5 years I have tracked the issues that City Council has deliberated upon in Committee and work-sessions to make sure that we stay focused on those items that are most relevant to the achievement of the City’s strategic priorities.
I use a quarterly tracking framework that is uploaded on the Kent360 site (under the Strategic Planning section). Here are the quarterly reports for 2012:
With so many responsibilities potentially falling within the reach of the City’s mission, the tracking framework offers a way for Council and the administration to check for mission creep and ensure that the majority of the City’s resources are staying focused on the primary goals of the community.
In this way, the tracking framework serves as a tool to manage the direction of City affairs consistent with the strategic trajectory desired by the community. If the community or Council expectations change, the staff can use the continuity of the framework to change activities right along with them without disruption.
The City’s Vision and Mission Statements provide a context for everything we work on in the City:
From that starting point, City Council has adopted the following Strategic Priorities:
In 2012 City Council had a fairly balanced allotment in time across its strategy areas. Just like 2011, Planning and Community issues led the way (32% of Council’s time) with a significant amount of discussion occurring around the Wells Sherman House relocation and Fracking.
In 2012 City Finances accounted for 20% of the hours spent in Committee which included the passage of the 2013 CAP Plan, 2013 Operating Budget, the Multi-Year Utility Rate Plan, and the passage of a Fund Balance Policy. A framework was also presented for the concept of a Multi-Year Operating Budget Strategy.
Approximately 1 of every 5 hours spent in Committee was devoted to various Economic Development matters in 2012.
For a look at the full report, click here.