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W A T E R ENERGY I LIFE <br />RIVERSIDE PUBLIC UTILITIES <br />Board Memorandum <br />P U B I I C U I I I I I I F S <br />BOARD OF PUBLIC UTILITIES DATE: DECEMBER 14, 2020 <br />ITEM NO: 9 <br />SUBJECT: RIVERSIDE 2025 STRATEGIC PLAN REPORT AND UPDATE ON PRIORITY <br />BASED BUDGETING <br />ISSUE: <br />Receive a report on the Riverside 2025 Strategic Plan and an update on the Priority Based <br />Budgeting process. <br />RECOMMENDATION: <br />That the Board of Public Utilities: <br />1. Receive a report on the Riverside 2025 Strategic Plan, including the City Council Strategic <br />Policy and the Operational Workplan; and <br />2. Receive an update on the Priority Based Budgeting process. <br />BACKGROUND: <br />In January 2020, the City Manager's Office issued a Request for Proposals (RFP) for a consultant <br />to facilitate the development of a new strategic plan for the period of 2020-2025. Four proposals <br />were received and evaluated by a cross -departmental team consisting of staff from the City <br />Manager's Office, Finance Department and Information Technology Department. Following a <br />review of all proposals, The Counseling Team International (Consultant) was selected as the most <br />qualified firm to facilitate this project. <br />From February - July 2020, the Consultant conducted several one-on-one interviews with the <br />Mayor, City Council, and key City staff to identify priorities for the city organization over the next <br />five-year period. Based on the information provided during these interviews, a list of eight priority <br />areas was developed and presented to the City Council for initial discussion at the Strategic <br />Planning Workshop on July 14, 2020. <br />The City Council's collective discussion at the July 1411 workshop brought to light several <br />opportunities to consolidate the original eight priority areas into six Strategic Priorities that <br />incorporate broad areas in which the City Council is passionate about and is willing to invest time, <br />energy and resources to accomplish. Several Indicators were also identified for each Strategic <br />Priority to help determine whether progress is being made toward achieving the intended result. <br />Additionally, a list of recurring themes (identified as Cross -Cutting Threads) that were present in <br />all priority areas was developed based on the City Council's discussion. These six (6) Strategic <br />