2009-05-04 - Laserfiche WebLink

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7 PUBLIC HEARING/ORDINANCE : ABANDONING SEWER EASEMENT AT WELLINGTON COURT APARTMENTS Mr. Rich Harris, Deputy City Attorney, explained that the existing street utility and drainage easement is proposed to be abandoned, and a new 20 foot wide easement granted to the City. The public hearing was opened, but as there were no speakers, the public hearing was closed. On motion by Mr. Huja, seconded by Dr. Brown, the ordinance entitled “AN ORDINANCE AUTHORIZING ABANDONMENT OF A PERPETUAL EASEMENT FOR STREET AND/OR UTILITY PURPOSES ON PROPERTY OWNED BY WELLINGTON COURT, LLC ON JOHN STREET; and ABANDONMENT OF DRAINAGE EASEMENTS ON PROPERTY OWNED BY WELLINGTON COURT, LLC ON JOHN STREET AND OWNED BY THE FRED APARTMENTS, LLC ON WERTLAND AVENUE” was offered and carried over to the next meeting for consideration. REPORT : P-3 (PLAN, PERFORM, PERFECT) Ms. Leslie Beauregard, Director of Budget and Performance Management, said that although staff has been working towards performance management and measurement for many years, through the implementation of SAP and the City’s participation in the ICMA Performance Measurement Consortium. In the summer of 2008, City staff set about to formalize a system of performance management and measurement. P-3: Plan, Perform, Perfect is the result of staff involvement from every sector and level of city government. P-3 has been driven entirely by City staff, supplemented by outside training to help hone facilitation skills and develop the City’s methodology and training materials. P-3: Plan, Perform, Perfect, or P-3, builds on the City’s internal capacity to develop (1) departmental strategic business plans, (2) a performance measurement and management system and (3) a means of reporting results to staff, City management, Council and the public, all of which will guide the organization towards intentional application of strategies and techniques to achieve desired results. This initiative will be institutionalized as a process that is used to guide the organization and its partners in making key decisions and tracking progress towards achieving its goals, and to ensure that these goals are aligned upward to the City Council Strategic Vision. Therefore P3 must be implemented as an ongoing process that is integrated in the organization’s culture, not simply the production of a document. The long term goal of Plan, Perform, Perfect, or P3, is to have in place a system of performance management that enables the City to do the following: Focus on results, rather than activities; Align results to City Council’s Strategic Vision and Initiatives; Serve as a management tool for the City Manager and Department Heads on which to evaluate progress of various programs and services; Report to City Council and the public on what the City is doing and how well we are doing it; Create a more comprehensive budget process, with decisions based on data, research and evidence and includes greater participation from City staff and the public; and Improve transparency in all areas of the organization. Mr. Taliaferro said he thinks staff has done a great job involving employees at all levels. Ms. Edwards asked how the P-3 model is different than what has been done before and how it is relevant. Mr. O’Connell said that in the past we have not taken internal data and packaged it so citizens can understand. Dr. Brown said he likes involving staff and getting new ideas, but has some concern that if it is completely internal, how do we make sure the goals, objectives and top priorities are in sync with what Council and citizens think.