{"body": "CityCouncil", "date": "2020-07-25", "page": 1, "text": "MINUTES OF THE SPECIAL CITY COUNCIL MEETING\nSATURDAY- -JULY 25, 2020- 9:00 A.M.\nMayor Ezzy Ashcraft convened the meeting at 9:17 a.m.\nROLL CALL -\nPresent:\nCouncilmembers Daysog, Knox White, Oddie, Vella\nand Mayor Ezzy Ashcraft - 5. [Note: Councilmember\nVella was present via Zoom.]\nAbsent:\nNone.\nWORKSHOP\n(20-548) Workshop Setting Priorities for Fiscal Year 2020-21 and Reviewing Effective\nPractices for City Councils\nMike Letcher, Bridge Group, gave a Power Point presentation facilitating the workshop\nand Council provided input.\n***\nMayor Ezzy Ashcraft called a recessed at 10:43 a.m. and reconvened the meeting at\n10:53 a.m.\nMr. Letcher continued the presentation facilitating the workshop with Council providing\ninput.\n***\nMayor Ezzy Ashcraft called a recessed at 11:59 a.m. and reconvened the meeting at\n12:21 p.m.\n***\nMr. Letcher facilitated Council input on City projects.\n***\nMayor Ezzy Ashcraft called a recessed at 2:53 p.m. and reconvened the meeting at\n3:06 p.m.\n***\nMs. Letcher wrapped up the workshop. The Workshop Summary is attached and\nincorporated herein by reference.\nSpecial Meeting\nAlameda City Council\nJuly 25, 2020", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 2, "text": "ADJOURNMENT\nThere being no further business, Mayor Ezzy Ashcraft adjourned the meeting at 3:38\np.m.\nRespectfully submitted,\nLara Weisiger\nCity Clerk\nThe agenda for this meeting was posted in accordance with the Sunshine Ordinance.\nSpecial Meeting\nAlameda City Council\nJuly 25, 2020", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 3, "text": "Mayor and Council July\n25,2020 Workshop\nSummary\nTHE CITY OF\nBridgeGroup LLC.", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 4, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nTABLE OF CONTENTS Obridgegroupllo\nContent\nPage\nMayor and Council Workshop\n3-4\nSummary Overview\nReview a Systems Approach to\n4\nPlanning COVID-19 Recovery\nReview Innovations for Citizen\n5\nEngagement\nReview and Discuss Tools for\n6-14\nSupporting Mayor and Council\nEffectiveness\nDevelop Project and Policy Priorities\n14-19\nfor FY 2021\nStrategic Operating Policy\n20\nPLAN\nACT\nCONTINUOUS\nIMPROVEMENT\nDHO\nCHECK\n2 I P ag e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 5, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nMayor and Council Workshop Overview\nDevelopment of the Mayor and Council Workshop Agenda was a collaborative process with the\nMayor and Council, City Manager, and BridgeGroup. A confidential online survey was sent to\nthe Mayor and each Council Member to get their input on the following Workshop Agenda:\nReview and Discuss Alignment and Foundations for High Performing Councils\nReview a Systems Approach to Planning COVID-19 Recovery\nReview Innovations for Citizen Engagement\nReview and Discuss Tools for Supporting Mayor and Council Effectiveness\nDetermine What Tools to Develop Further for Future Use\nDevelop Project and Policy Priorities for FY 2021\nDiscuss and Determine if Alignment Operating Policy is Needed\nThe Mayor and Council Workshop was held on Saturday, July 25 2020 at the Alameda Main\nLibrary. The following were in attendance at the Workshop:\nMayor Ezzy Ashcraft\nVice Mayor John Knox White\nCouncilmember Tony Daysog\nCouncilmember Jim Oddie\nCouncilmember Malia Vella\nCity Manager Eric Levitt\nCity Clerk Lara Weisiger\nCity Attorney Yibin Shen\nPresident/CEO BridgeGroup LLC Mike Letcher\nThis report provides a summary of the Workshop and some recommendations from the\nconsultant.\n3 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 6, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nReview a Systems Approach to Planning COVID-19 Recovery\nWorkshop Summary: The Mayor and Council liked the Healthy Community model and\ndiscussed how it might be used in COVID-19 recovery and linked to the budget and their\npriorities.\nConsultant Recommendations: Consider linking the Health Community Model to the\nMayor and Council agenda development process.\nRecovery from COVID-19 for communities will be a complicated. What can Alameda potentially\nuse to guide the city through its COVID -19 recovery efforts? The Arizona Town Hall will be\nusing the Elements of Health Community Model to work with communities over the next year\non building plans for COVID-19 recovery. The model was developed by the Vitalyst Health\nFoundation http://vitalysthealth.org/ in Arizona. The Arizona Town Hall will use the model as a\nchecklist for communities to take a more comprehensive approach to COVID-19 recovery.\nTRANSPORTATION\nACCESS\nSTA\nOPTIONS\nTO CARE\nSOCIAL\nHEALTH\nAFFORDABLE QUALITY\nJUSTICE\nHOUSING\nHALE\nRESILIENCY\nSOCIAL/CULTURA\nELEMENTS OF A\nCOMMUNITY\nCOHESION\nSAFETY\nHEALTHY\nCOMMUNITY\nPARKS AND\nECONOMIC\nRECREATION\nOPPORTUNITY\nCOMMUNITY\nEDUCATIONAL\nDESIGN\nOPPORTUNITY\nFOOD\nENVIRONMENTAL\nACCESS\nQUALITY\nThe following link provides more information on the Healthy Community model.\n https://www.dropbox.com/s/1h43alxerfmhfx5/Healthy-Communities-and-social-determinants-\nfinal.pdf?dl=0 During the workshop the Mayor and Council can discuss if this model may or may\nnot be useful to use as a guide for the city as it recovers from COVID-19.\n4 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 7, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nReview Innovations for Citizen Engagement\nWorkshop Summary: The Mayor and Council discussed having standards for Boards and\nCommissions, periodic updates at Council meetings, promoting diversity in membership,\nhaving them do studies on issues to advise the Mayor and Council and considering a Marana,\nArizona Model to consolidate some Board and Commissions.\nConsultant Recommendations: Consider implementing the Marana Citizens Forum and\nthe other ideas discussed under the summary.\nCitizen Engagement is essential to creating a thriving community. The following are tools used\nby City's to engage their citizens:\nMARANA\nAZ\nittps://icma.org/success-stories/new-approach-energizes-citizens-\nin-marana-arizona\nMRSC\nLocal Government Success  http://mrsc.org/Home/Explore-Topics/Governance/Citizen-\nParticipation-and-Engagement/Communication-and-Citizen-Participation-Techniques.aspx\nclick here to sign up, get involved and\nhttps://www.speakupaustin.org/\nA\nsset\nB\nased\nommunity\nevelopment\nhttps://www.nurturedevelopment.org/asset-based-community\ndevelopment/\n5 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 8, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nReview and Discuss Tools for Supporting Mayor and Council Effectiveness\nWorkshop Summary: The Mayor and Council discussed each component of the Governance\nRelations System (GRS) and how it may help them work more effectively with each other and\nthe City Manager.\nConsultant Recommendations: Consider hiring a consultant to assist the Mayor and\nCouncil and City Manager in developing the (GRS).\nThis section of the workshop will introduce two\ntools for improving Mayor and Council\neffectiveness. The Governance Relations\n\"Governing boards have been known in one\nSystem (GRS) is designed to provide a system\nform or another for centuries. Yet throughout\nfor establishing expectations for the Mayor\nthose many years there has been a baffling\nand Council and City Manager. GRS will be\nfailure to develop a coherent or universally\napplicable understanding of just what a board\nintroduced using an example from the City of\nis for.\"\nGoodyear, Arizona. If it's determined at the\nWorkshop that the GRS would be beneficial to\nCarver's Policy Governance Model in\nthe City, the Mayor and Council can develop it\nNonprofit Organizations\nat a future Workshop. The second tool, The\nPolicy Model can be discussed and developed\nat the Workshop if it has value for the City to use in the future.\nGovernance Relations System (Example Only) Obridgegroupllc\nThe role of a Governing Board is often difficult to define. It is this lack of clarity within the roles\nof the Governing Board that results in a disconnect between the Governing Board and the Chief\nExecutive. Ideally, the role of an elected Public Board is to set policy. The implementation of\nthat policy and responsibility for the day-to-day operations of the organization reside with the\nChief Executive or City Manager. What's missing?\nThe answer is: established expectations that the Board has for the Executive or Manager. The\nGovernance Relations System (GRS) is designed to create a bridge between the Elected Board's\nexpectations of their Chief Executive (City Manager) and the execution of the day-to-day\n6 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 9, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\noperations of the organization. The GRS also sets expectations for the Board to support the\nsuccess of the Chief Executive.\nThe GRS includes FOUR areas:\n1. Expectations of the Organization\n2. Performance Expectation of the Chief Executive\n3. Expectations of the Elected Board\n4. Expectations of Customer Service/Civic Engagement\n5. Expectations for Role of the Mayor (This section could be added to Alameda)\nThese areas provide general guidelines for how the organization will be managed, the expected\nconduct of the Board, the manner in which services will be provided and opportunities for\nengagement with citizens. The key to making the GRS work is the partnership/collaboration\nbetween the Elected Board and Chief Executive to set clear expectations on how the\norganization will operate. The GRS can be viewed as a series of interconnected gears that drive\nthe organization and its management and leadership priorities.\nThe GRS is designed to improve the relationship between the Governing Board and Chief\nExecutive and their collective effectiveness. The expectations set benchmarks for annually\nevaluating the efforts of the Board and the Chief Executive. The expectations can be amended\nand adjusted over time to keep them relevant to the municipality. The bar is set high with these\nexpectations, but the journey in the search for governance excellence is never easy. Each step\nforward or times when these expectations are not met, are all part of trying to be the best\ngoverned municipality for the organization's citizens and employees.\n7 I P age", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 10, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nThe Expectations of the Organization\nExpectation\nDescription\nMaintain an Integrated Strategic\nThe integrated strategic management system will allow\nPlanning System that is linked to\nfor strategic projects that require funding to be\nthe annual budget, strategic\nconsidered during the annual budget process. Current\nprojects, employee evaluations\nand new strategic projects and performance measures\nand performance measures.\nwill also be reviewed and approved at this time.\nStrive to be an \"open book\"\n\"Open Book\" means that all critical, not confidential,\norganization for its employees.\noperational and financial information concerning the City\nwill be shared and available to employees.\nExecutive Team is committed to\nEmployee development and involvement is a high priority\nthe developing and empowering\nfor the Executive Team.\nemployees.\nContinuously improve technology\nContinuous technology improvements are essential for\nfor internal and external services.\nthe City to meet and exceed the expectations of its\ncustomers.\nStrive to be a regional model for\nCommitment for the City Council and City Manager to\nBoard Governance.\nwork collaboratively on continuously improving their\nGovernance Relations.\nContinuously improve internal\nContinuous internal process improvement is essential for\nprocesses and procedures.\nefficiency and effectiveness of the City.\nBe good stewards of the public's\nEnsure processes, procedures and practices are in place\nmoney and trust.\nto meet this commitment\nFocus on developing a learning\nCommitment to provide training for employees to ensure\norganization.\nthat the City continues to have talented and well-trained\nemployees providing leadership and operational response\nreadiness.\nRecognize internal stakeholders\nInternal stakeholders should be treated equitably and\nare customers too\nwith respect, as these stakeholder's service timelines\noften are dependent upon the work of internal service\nproviders.\nInnovation\nEmployees are empowered to consider unique options\nalong with industry inspired alternatives to solving\nproblems and enhancing service delivery\nTransparency\nCitizens will have access to key financial and operational\ninformation.\n8 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 11, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nThe Performance Expectations of the City Manager\nExpectation\nDescription\nImplementing strategic plan\nAnnual evaluation will include progress on these\nprojects.\nprojects.\nAssist the City Council with their\nEnsure that information is detailed, reliable and\npolicy- making role.\nexplained in a thorough manner. Include alternatives\nand recommendations.\nAny written information provided\nInformation shared with one City Council Member must\nto one City Council Member will be\nbe sent to all members.\nprovided to all members.\nPlan ahead, anticipate needs and\nSeek input to ensure future plans are achievable and\nrecognize potential problems.\nproactively communicate possible shortcomings to\nEnsuring attention to detail to\ncollaborate with the Board when necessary.\navoid error or things \"slipping\nthrough the cracks\".\nImplement City Council's policy\nEnsures that key information is shared with the Council\nregarding expenditures through the\nand that the Council's intent is followed.\nuse of standard financial\nmanagement procedures.\nBudget recommendations will\nEnsures that the City Council understands the basis for\nprovide rationale and alternatives\nbudget requests and how decisions were made in the\nfor Council consideration. Projects\nfinal recommendations.\nwill be integrated into the budget\nusing the strategic plan.\nRespect the decisions of the City\nImplement Council's policies by accurately interpreting\nCouncil.\ndirection given by the Council, carrying out their\ndirectives as a whole and supporting the actions of the\nCouncil after a decision has been made.\nPractice \"collaborative leadership\".\nStrive to ensure that your leadership is inclusive and not\nexclusive. Involve citizens, employees and other\nstakeholders and partners where appropriate.\nEnsure positive and supportive\nCreate and foster an environment that values employees\nphysical and emotional working\nand their contributions. Support an environment that\nconditions\nassists employees in being successful in the positions\nthat they hold. Ensure that personnel policies and\npractices are administered in an equitable manner.\n9 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 12, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nExpectation\nDescription\nFoster teamwork and high\nGuide people as a team toward common objectives;\nperforming organizational\nselect qualified and highly competent members of the\ncharacteristics.\nLeadership Team to implement through the\norganization.\nRecognize citizens are our\nThe Council expects that the public will be treated\ncustomers\nequitably, with dignity and respect. Assist the Council by\nresolving problems at administrative levels and not\nthrough City Council action. Value community\nperceptions and understand that customer satisfaction is\nimportant.\nAgenda material\nStaff will provide concise, accurate and meaningful\nagenda material for the Council's review to include the\ntimely delivery of written/electronic materials.\nValue intergovernmental relations\nEffectively represent the City's interests when dealing\nwith other agencies. Participate and cooperate in\nintergovernmental activities to have an impact on the\nregion.\nCommunicate effectively\nProvide information to the public in a timely fashion on\nmatters, which will cause public reaction. Be candid and\nforthright in discussing City business matters with the\nCouncil through various methods that include one on\none meetings with Council members. Be accessible to\nCouncil members.\nProactive Management Style\nShow initiative and creativity in dealing with issues,\nproblems and unusual situations while remaining open\nto new ideas and suggestions for change. Be adaptive to\nthe changing expectations of local government and the\nimpacts of state and national conditions.\nEffective Leadership\nBe enthusiastic. Command respect and performance\nfrom the Leadership Team while providing the tools\nnecessary for effective service delivery. Support a\npositive work culture at all times.\nNegotiate Effectively\nIn conjunction with the Legal Staff (when appropriate),\nalways consider City Residents when determining\nnegotiating positions or reaching agreement.\nNo Operational Surprises\nStaff will keep the City Council informed on all critical\noperational issues.\n10 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 13, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nThe Expectations of the Governing Board\nExpectation\nDescription\nValue members' opinions.\nYou can disagree with each other but provide the space for\neach member of the City Council to express their opinion.\nDo your homework.\nBefore the meeting, read information sent by staff to be\ninformed and prepared for discussion. If a meeting is\nmissed, become informed of the decisions made or the\ninformation shared.\nNo surprises at meeting for staff.\nIf possible, contact staff prior to the meeting when you\nhave a critical question that requires research.\nDisagree with the vote, but do\nYou can disagree with a vote and express your viewpoint\nnot undermine the will of the\non why you did not support an item but understand that\nCouncil.\nthe Council has voted for the item and you are\nresponsible, as a Council Member, for its successful\nimplementation.\nPractice civility.\nAs the elected representatives we will strive to be a model\nfor our community and the region on how an elected body\nshould work together for the public good.\nSupport the strategic plan.\nCity Council Members will support and require a Strategic\nPlan for the City.\nNo public criticism of staff at\nNo Council Member will criticize City staff at a public\nmeetings.\nmeeting. They can discuss their concerns with the City\nManager privately.\nNo operational interference.\nCity Council Members will not direct the work of staff. If\nthey have issues or questions related to operations, they\nwill be directed to the City Manager or Designee.\nFocus on outcomes not positions.\nBefore taking a position review the outcomes, potential\nbenefits/results and relationship to the Strategic Plan of a\npolicy or issue first.\n11\nI P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 14, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nThe Expectations of Customer Service/Civic Engagement\nExpectation\nDescription\nTimely responses\nStaff will strive to provide timely responses to\ncitizens that are easily understood.\nCivic engagement\nOpportunities to increase citizen engagement\nwith the City on a social and formal basis will\nbe a priority.\nEducate citizens on services\nStaff will continuously develop strategies and\nsystems to educate citizens on the services\nand processes of local government.\nAccurate information\nStaff will ensure information provided to\ncitizens is accurate and written for clarity\nLinks\nCarver Policy Governance Model in Nonprofits: http://www.carvergovernance.com/pg-np.htm\nMike Letcher ICMA Public Management Magazine article on Caver Policy Governance Model:\nhttps://icma.org/sites/default/files/2818 Commentary%20-\n%20The%20Undiscovered%20Country%20-\n%20A%2ONew%20Path%20for%20Local%20Government%20Management.pd\nPolicy Model\u00a9bridgegroupllc\nThe following is the link to the complete article on the Policy Model\nhttps://www.dropbox.com/s/fehk8nggdn73icf/Policy%20Model%20Article.pdf?dl=0.Themodel\nwill be discussed at the Workshop for its applicability to Alameda. The specific content or\nwording in the model can be adjusted to requirements of the City.\nWorkshop Summary: The Mayor and Council liked the Policy Model and discussed ways to\nlink it to the agenda development process.\nConsultant Recommendations: The Policy Model should be considered for adoption by\nthe Mayor and Council after any changes recommended by staff.\n12 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 15, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nFIGURE 1: Strategic Policy Development System.\nSTEP 1\nIssue\nSTEP 5\nSTEP 2\nReview and Adjust,\nDetermine\nIf necessary\nPolicy Model\nSTEP 4\nSTEP 3\nDetermine Metrics\nDevelop\nfor Success\nPolicy\nSource: Mike Letcher\nFIGURE 2: Policy Models.\nOpportunity\nCompass\nBest Practice\nPolitically\nCore\nBusiness/Staft\nSource: Mike Letcher\nFigure 1 illustrates the process for using the policy models. The process is designed to evaluate\nthe policy or issue the Mayor and Council are considering\nFigure 2 shows policy models that can be a key guidepost to strategic policy development. The\npolicy models and subsequent definitions are not meant to be all-inclusive. The concepts or\nmodels can be adapted to meet the unique needs of the governing body and staff.\nComponents of the strategic policy development system can be changed and policy models\naltered to fit your particular needs. In my experience working with governing bodies for more\nthan 30 years, these models represent the key components or drivers that create the push for\npublic-policy formulation.\nCompass approach. Policy development is based on community values, approved plan, or\nstrategic approach.\nBest-practice approach. Policy is based on best-practice principles.\nOpportunity approach. Policy development is based on significant community and/or\norganizational benefit.\n13 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 16, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nPolitically based approach. Policy is based on narrow intent from special-interest groups or\nconstituents. I would replace this Approach with one titled: Fiscal Sustainability approach\nPolicy developed takes into account city's ability to fund its operations long term\nCore business/staff-recommended approach. Policy is based on the requirement to run\ngovernment's core business functions and is recommended by staff to improve services,\ninternal operations, and policies.\nIn terms of policy models, more is better. Try out the model and see how it works. Groundwork\nhas to be done for strategic policy development to work. A number of critical issues also have\nto be considered:\nTime required, the more the better. Thinking ahead and developing an annual work\nplan is important to provide the time to fully evaluate important policies that the\ngoverning board will consider.\nStaff capacities to effectively implement the policy. Are there enough worker bees to\nget the job done? This needs to be fully evaluated by the governing board and staff\nbefore time is spent developing the policy.\nCommittee referral before consideration. This is a no-brainer. It always helps to have a\ncommittee recommendation.\nCommunication of need and outcomes. Unfortunately, the clear and concise\ncommunication of the need for the policy is often overlooked. Get the sound bites\ndetermined before the policy-formulation process starts.\nNO EASY ANSWERS\nAn approach and model for strategic policy development is needed. The approach described in\nthis article is based on experience and what I have seen work and not work behind the curtain\nof policy formulation. Managers know there are no easy answers or solutions to policy\ndevelopment. But like all journeys, it begins with one step and the compass, map, or GPS to get\nyou to the destination.\nDevelop Project and Policy Priorities for FY 2021\nWorkshop Summary: The Mayor and Council had extensive discussions on the work\npriorities from the December 2019 Workshop and new potential projects/policies identified in\nthe survey. Council expressed concerns about staff's workload and ability to complete all of the\nproject/policy priorities.\n14 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 17, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nConsultant Recommendations: Consider adding specific timelines for completing the\nproject/policy identified in the work plan. Determining specific timelines for each project will\nallow the Mayor and Council and staff to prioritize what projects/policies can be completed in a\nspecific fiscal year and which need to be moved to subsequent years.\nThis is the section of the Workshop where any ideas the Mayor and Council want to consider\nfor future projects/policies from the information presented on healthy community model,\ncitizen engagement and the Governance Relations System (GRS). Also potential policies and\nprojects identified in the confidential Mayor and Council Workshop survey and from the\nDecember, 2019 Workshop (Note: Projects listed in Blue) will be discussed in this section. The\nfacilitator will guide the Mayor and Council through this Workshop section using the Start With\nWhy format. Staff will record the results of the discussion on a screen that can be viewed\nduring the meetings by the participants.\nStart With WHY Obridgegroupllc\nThe Mayor and Council Workshop will focus on creating dialogue and discussion opportunities\nbetween council members and staff. The format that will be used to facilitate this dialogue will\nbe based on an approach developed by Simon Sinek in the book Start With Why: How Great\nLeaders Inspire Everyone to Take Action. By Starting with \"WHY\" the Mayor and Council and\nstaff can quickly evaluate the proposed projects and policy discussed at the Workshop by using\na FOUR Questions approach:\n1. What do we want to do? (Mayor and Council)\n2. Why do we want to do it? (Mayor and Council/Staff)\n3. How will we do it? (Staff- Tactical determined after Workshop))\n4. How do we make sure it works? (Mayor and Council/Staff- Performance Measurement)\nWhat do we want to do?\nDiscuss and Identify specific projects or policy initiatives for FY 2021\n15 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 18, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Cnsultants\nWhy do we want to do it?\nIdentify WHY it is important for the Mayor and Council to consider action on projects or\npolicy initiatives. Please note the list below on DEFINING the Why WE Want to Do IT\nHow will we do it?\nBased on Mayor and Council discussion at the Workshop the staff will develop future\nagenda item for their action.\nHow do we make sure it works?\nDetermine if the agenda item has a current performance measure, requires a new\nperformance measure or no performance measure.\nDEFINING the Why WE Want to Do IT\nTo Improve:\nOperational Performance\nPolicies\nProcedure\nPrograms\nRacial Justice\nEquity\nFinances\nRisk Management\nTechnology\nCustomer Service\nSustainability\nCommunity Well Being\nInfrastructure\nOther\n16\nI P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 19, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nSenge Chart\nThe Senge Chart is an excellent tool the rate the impact of the proposed policy or project and\ngauge its difficulty to accomplish. The goal is to focus on projects or policies that are rated 1 or\n2.\nPROJECT IS EASY TO\nPROJECT IS DIFFICULT\nACCOMPLISH\nTO ACCOMPLISH\nHIGH IMPACT ON City\n1\n2\nLOW IMPACT ON City\n3\n4\nFocus Area Charts\nThe Focus Area Charts will be used during the Workshop to develop project and policy\ninitiatives for FY 2021. The Charts will be built on the Focus Areas developed in the Mayor and\nCouncil December, 2019 Workshop. The Charts will include the following:\nFocus Areas- The strategic priorities for the City\nProject/Policy- The proposed project or policy\nTo Improve- Reference To Improve list of areas the policy or project will improve\nSenge Chart Rating- Rating assigned during facilitation to the policy or project.\n17 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 20, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nFocus Area: Preparing Alameda for the Future\nProject/Policy\nTo Improve\nSenge\nDepartment Lead\nRating\nClimate Change\nImplement CARP, check ins, staffing\n2\nAssistant City Manager\nposition, check box on reports\nLong-term\nBalanced approach to finances,\n2\nFinance\nfinancial\nmaximize resources, connect to\nstrategies\noutside assistance,\nTraffic Vision\nZero\nFocus Area: Encouraging Economic Development across the Island\nProject/Policy\nTo Improve\nSenge\nDepartment Lead\nRating\nWork/Live Space\nConsider adjustment after election,\n3\nPlanning, Building,\nbroader housing discussion overall\nTransportation\nNew ferry\nterminal at\nSeaplane Lagoon\nDevelopment at\nBig picture, establish goals (falls\n2\nCommunity Development\nAlameda Point\nunder multiple objectives: livability,\nReview Base\neconomic development, preparing for\nReuse/Property\nfuture), hold a work session\nManagement\nMaintain\nMore support to districts/smal\n1\nCMO - COVID Town Hall\nactive\nbusinesses, COVID messaging -\nbusiness\nbusiness owners lead, street closures,\ndistricts\nnear and long term goals,\ncommunicate plans\nCapitalizing\nBroadband, digital divide (WiFi and\n2\nIT\non Working\nequipment), child care\nARPD/CD - Child care\nfrom Home\n18 I Page", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 21, "text": "Housing\nHomelessness\nWish we could do more,\n2\nCommunity\ntransitional housing/resources\nDevelopment with\nsupport from CMO\nMulti-Cultural Center\nHoused within Library\n?\nLibrary\nFocus Area: Protecting Core Services\nProject/Policy\nTo Improve\nSenge\nDepartment Lead\nRating\nFuture Staffing study\nMike suggests one firm; informed\n2\nCMO\nfor Fire and\nby community lead conversations\nParamedics\nPolice and Fire Call\nMike suggests one firm; informed\n2\nCMO\nAnalysis Study\nby community lead conversations\nStrategic Project\nMike to provide contact info\n1\nCMO\nTracking System\nPublic safety; public\nRevisit following policy\nsafety recruitments;\nchanges/studies\ntraffic enforcement\n19 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}
{"body": "CityCouncil", "date": "2020-07-25", "page": 22, "text": "\"Help is on the way\"\nBridgeGroup LLC\nManagement Consultants\nStrategic Operating Policy\nWorkshop Summary: The Mayor and Council discussed how the Strategic Operating Policy\nwould work and its benefits for Alameda.\nConsultant Recommendations: The Strategic Operating Policy should be considered for\nadoption by the Mayor and Council after any changes recommended by staff.\nHow can a Strategic Operating Policy help the City of Alameda focus? Implementing key city\npriorities takes discipline and collaboration between the Mayor and City Council, City Manager\nand Staff.\nThe City of Alameda will use its annual Priorities and Work Plan to:\n1. Develop the operating budget.\n2. Consider projects from the Climate Action and Resiliency Plan (CARP). General Plan,\nEconomic Development Plan and other approved Mayor and Council plans\n3. Develop new projects and assign them to specific departments for execution.\nWhat specific steps will Alameda take every year to focus its strategic efforts?\n1. The Priorities and Work Plan will be updated annually during the budget process.\n2.\nMayor and City Council and City Manager are committed to making sure that staff has\nthe time and resources to complete the projects in the plan.\n3. If new project(s) are added to the work plan after it is approved during the fiscal year, the\nMayor and Council will work with the City Manager to determine what project(s) currently\nin the plan need to be reprioritized and moved to a future fiscal year.\nCITI Y OF\nTFRKA\n20 I P a g e", "path": "CityCouncil/2020-07-25.pdf"}