Okay, so Stacey, am I taking those over to you?

I'll just pass it right along to Maddie Power Spencer with Barry Dunn.

Okay.

Hi everyone, good to see you again.

Nice to see some of you for the first time.

So my name is Maddie Power Spencer.

I am the project manager for the Strategic Plan.

And tonight we will be walking through the first draft of the strategic plan.

First thing I want to say is we took a lot of your work and a lot of staff's work in the second day for staff.

They spent about six, seven hours out was at the field house.

And then continuing sessions, refinement sessions afterwards, an hour and a half to two hours per area.

We ended up with six areas and then refinement even after that.

So what you're seeing today has had four iterative drafts to get it where it is.

And I want to say staff spent a lot of time on this, and we're happy to bring it to you tonight.

So the first thing I would really want to talk about is an overview of what a strategic plan is.

So again, a strategic plan.

Oh, we can talk about guidelines for participation.

Sure.

Why not?

So the five things that we like to say when we're doing consensus building type facilitation is we'll focus on four of the five today because we're not gonna have a lot of we conversation, but we always like to bring that up.

So speak from your own perspectives when having conversations, respect other people's point of view because there could be differing opinions on different sides tonight.

Stay focused on the conversation at hand, ask questions.

Um if it's about the strategic plan process and how we got here, I will answer.

But you also have staff here to answer more specifics about the objectives and certainly some of the performance measures.

I will encourage you to keep it above objective level and at that point because the performance measures are specific to staff, but I'll talk a little bit about that when we get to that diagram and how that separation is, but happy to answer questions on those.

Um, and then hopefully this is a good working uh draft and walk walk through the process today, and that's our goal.

So, strategic plan is what the city will focus on, what it will prioritize.

It is also a living document that guides decision making.

We say it's typically for about five years, but it can be anywhere from three to seven, depending on the community.

It is a tool for transparency and accountability.

It always talks about what resources help support it, then so it includes staff time, technology, and of course, funding for all of that.

And then after this plan, and we'll talk a little bit about that next steps is what comes after this.

And we've already kind of started it, which is the implementation plan.

So throughout the refinement session, staff gone into the details and the weeds a little bit, and I helped pull them up out of the weeds for objectives, and we included those in uh what is now the draft implementation plan.

We'll do some more refinement sessions on what those look like after tonight.

But my point there is there's action steps in that implementation plans of how things are actually going to get done and what they look like tangibly.

The elements of strategic plan and what we'll talk about tonight.

So we'll focus mostly on strategic priorities, but we also will look at mission, vision, and core values.

We did all this during the staff time and uh time with you all.

We have the current mission statement and then example um.

We're bringing you two drafts.

That's what I want to say, drafts of mission, vision, and then core values drafts as well.

Um, the mission is what you do now for whom and how you do it.

That includes both city council and staff.

The vision is where you're going.

This is five years in the future.

What is the community look like and what has it achieved?

And then core values is the underpinning of all of the organization's uh values.

What does that look like and how it carries out it make its mission and how it interacts with the community?

So that's the organization itself.

So both city council and staff.

And then the goal that wraps that all together is the pillars or the strategic priorities, which we'll dive into today.

Um, both the goal statement and the objective level.

And those are how you move, make progress towards the values.

Plan refinement.

So we are here with you all doing the uh discussion of the draft.

A little bit on this slide is what has happened before, and I'll talk about it again on the next slide.

Um, but the real point I want to make here is two things.

One, we're talking about the draft today.

Then it goes back out for community review, um, and there are some elements there with a survey um and a going out through I always call it be heard um to get community review and an opening, and then also employee review.