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Amended Discussion and Approval of the 2021-23 Council Priorities and Work Plan AGENDA ITEM 7. 2 TOWN OF Psbl - - y MEETING DATE: Tuesday, March 23, 2021 TO: Honorable Mayor and Town Council FROM: Jen Callaway, Town Manager SUBJECT: Discussion and Approval of the 2021-23 Council Priorities and Work Plan APPROVED BY � ue Jen Callaway, Town Manager RECOMMENDATION: Staff recommends the Council discuss the draft 2021-23 Council Priorities prepared following the February 1-2, 2021, Council retreat, provide direction regarding any changes deemed appropriate by a majority of the Council, and approve the 2021-23 Council Priorities and Work Plan for the fiscal years. BACKGROUND: The Town Council and Leadership team held the annual two-day retreat, via zoom, February 1-2, 2021. The retreat, professionally facilitated by Management Partners, provided an opportunity for the Council to identify priorities, which will guide staff work for the next two years and chart a course for the Town as a whole. Based on these priorities, Town staff has developed an achievable 2021-23 work plan that addresses these Council identified highest priority issues and matters affecting the community. Management Partners' Report from the retreat is provided as Attachment 1. The Retreat began with introductory remarks and a discussion of what a high performing government looks like, followed by a discussion of Council role as policy makers and civility in public discourse. Day one of the retreat ended with a discussion of Intergovernmental relations and best practices as we focused on how the Town can be good partners with all of the regional entities. Day two of the retreat focused on the Council's long-term vision for the town, followed by a summary of where the Town is today, both financially and in terms of workload capacity. As a service provider, both the facilitator and Town staff shared that each department devotes approximately 80-90% of staff time and other budget resources to providing core services to the community, services such as road maintenance, snow removal, policing, development permit review, plan checks, accounts payable processing, etc. This leaves approximately 10-20%of staff time available to address Council priorities. It is important to recognize that COVID response has consumed a significant amount of staff time this past year and continues to do so which further reduces that 10-20% remaining capacity. It is important to note that in Council's discussion of the long-term vision for the Town, some Page 1 of 8 consideration was given to revisiting the Town's mission or vision statement. This is not included in this agenda item as staff is proposing a review of the Town's mission statement as part of the community cohesion priority, to specifically include language that address the Town of Truckee's commitment to being an inclusive community. The Council ended the retreat with discussion and consensus on the following five Council identified priorities: • Actively support the development of workforce housing; • Reduce greenhouse gas emissions and become a leader in environmental sustainability; • Enhance communication and public outreach to facilitate community cohesion; • Invest in key infrastructure and community connectivity, including the new library, bike trails and transit alternatives; • Enhance partnerships and investment for wildfire mitigation. DISCUSSION: The Town of Truckee provides a high level of quality municipal services to the Truckee community based on the Town's adopted Operating and Capital Budgets. The Budgets are an expansion of the Town's mission and Council identified priorities. These core services include Public Works, Police, Keep Truckee Green with solid waste and Community Development with necessary support services of Information Technology, Finance, Clerk and Human Resources. The Town Manager's Office leads and guides the work of the Town in close collaboration with the Town Attorney and Leadership Team within the Town. The Council identified priorities that were drafted during the February retreat embody the high-level of quality and innovative services provided by the Town. The Council's identification of priorities is a critical step in the budget process for the fiscal year and ensures that Town resources are directed to these priorities. The outcome of the retreat signifies a couple of things. First,the Town is working toward commonly supported goals and objectives and, two; it will be challenging to accomplish these important action items all at the same time. With that in mind, staff prepared a two-year work plan to help move these priorities forward. In addition to priorities, it is important to recognize existing Town resources —time, money and staff—when setting expectations, so that we ultimately create an achievable set of action items. Staff has created a proposed work plan, and together, with Council approval, this work plan will guide the course of Town work over the next two years with the goal of addressing the most important community issues in a manageable, predictable and accountable way. Staff Analysis of Council Priorities and Proposed Work Plan Many of the Council priorities, and their corresponding action items, are multi-year in nature, such as actively supporting the development of workforce housing in the face of a national housing crisis. Addressing our housing shortfalls will take years to accomplish, however we must make strides every year to prevent ourselves from becoming further behind. Similarly, reduction of greenhouse gas emissions—this may take several years to complete and we will only be successful by working in partnership with our regional agencies. While these goals and objectives may be long-term in nature, efforts to address them must begin somewhere. Long-term goals are best achieved through strategic thinking and planning, with incremental progress toward their successful achievement. The 2021-23 Priorities and work plan outline what the Town will strive to achieve over the next two years. With conclusion of the retreat on February 2, 2021 staff outlined to Council next steps, with staff developing a work plan (acknowledging at that point that the Council priorities are broad so the Town Council Staff Report Page 2 of 8 proposed work plan would span two years)to bring forward to Council in March for formal adoption of the priorities and work plan. In developing the work plan staff has one recommended change to the Council identified priorities to modify the fifth priority to read: "Emergency Preparedness: Enhance Partnerships and Investment for Wildfire Preparedness and Mitigation." Staff believes that this better aligns with our regional partners, specifically the Fire District, in their mission and staffs work to help support mitigation and preparedness measures. With Council support of this recommended change, the Council identified priorities which staff recommends Council adopt are as follows: • Actively support the development of workforce housing; • Reduce greenhouse gas emissions and become a leader in environmental sustainability; • Enhance communication and public outreach to facilitate community cohesion; • Invest in key infrastructure and community connectivity, including the new library, bike trails and transit alternatives; • Emergency Preparedness: Enhance Partnerships and Investment for Wildfire Preparedness and Mitigation. In preparation for the Council adoption of priorities, staff prepared a graphic,which can be included on the Town's Website, used for social media posts and other communication outlets. Since Council priorities guide staff work, three different graphic representations were prepared and Town staff were asked to select the following graphic as most resonating with them. Town Council Staff Report Page 3 of 8 Toiviu of Ti-is oe 2021-23 Couaicil Goals support the . t # - of workforce t t Reducegreenhouse gas emissions and be t leader in environmentalt t• Enhance t t i and public outreacho facilitate community cohes-ion- n Invest in key infrastucture and community connectivity, including the new library,hike trails-and transit atternatives in— MFWF -Ad AL.K6k A Emergency Preparedness:Enhance partnerships and investment for vAldfire preparedness and mi�fgation. The proposed work plan is broken into five spreadsheets, one for each priority. The spreadsheets identify goals and subtasks under each goal as well as the lead department or staff person and an estimated or expected completion date. If the proposed item is associated with a capital improvement project (CIP), the CIP is referenced as well. Notes have been added in some cases for further clarification. The proposed work plan is provided as Attachment 2. By means of summary, the main goals identified under each priority are outlined below. Housing Our Workforce: Goal 1 — Policy: Update Land Use Documents to ensure they provide objective standards as required by State Law while maintaining maximum Town discretion and create conditions to increase the supply and diversity of workforce housing. Goal 2— Collaborate with regional and State/Federal partners to develop policies, funding strategies and approaches to increase housing for local workforce. Goal 3— Implement programs to increase the production and creation of housing for the local workforce Goal 4—Steward and preserve existing affordable and deed restricted housing Climate Action and Sustainability: Town Council Staff Report Page 4 of 8 Goal 1 —Adopt Climate Action Element as part of the 2040 General Plan to reflect progress to date and prioritize focus areas for the next three years. Goal 2— Preservation of Donner Lake Goal 3—Waste Reduction Efforts Goal 4— Incorporate sustainable practices into Town policies and operations Goal 5— Explore bike, micro-mobility and micro-transit feasibility options Goal 6—Support connectivity through infrastructure development that promotes alternative forms of transportation Goal 7— Community incentive programs for sustainable practices Goal 8— Litter, Recycling, Green-waste and compost programs Goal 9 - Sustainable Communities certification Goal 10— Establish and maintain regional community partnerships Communications and Community Cohesion: Goal 1 — Implement enhancements to the Town's website that improves ease of access to information, increase engagement, and establishes an on-going maintenance plan Goal 2— Continue to improve relationships among residents, Town Council, Town staff and local medial with expansion of communication methods and engagement Goal 3— Implement tools for obtaining public feedback Goal 4—Town-wide Communications Plan/Policy Goal 5— Regional Partnerships Infrastructure and Community Connectivity: Goal 1 — Update General Plan to ensure objective standards are provided as required by State Law while maintaining maximum Town discretion. Goal 2—Support Friends of the Library in New Library Project Goal 3—Support connectivity through infrastructure development that promotes alternative forms of transportation Goal 4—Support Town infrastructure and facilities in being energy efficient Town Council Staff Report Page 5 of 8 Goal 5— Regional Partnerships Goa/ 6— Downtown Infrastructure Goal 7— Public Transit Operations Emergency Preparedness: Enhance Partnerships and Investment for Wildfire Preparedness and Mitigation: Goal 1 — Update land use documents to ensure they provide objective standards as required by State law while maintaining maximum Town discretion Goal 2—Vegetation Removal and Fuels Reduction Goal 3— Disaster Preparedness/Evacuation Goal 4— Establish and Maintain Regional Community Partnerships Goal 5— Emergency Communication Enhancements In addition to the five Council priority work plans, staff is proving a sixth work plan which identifies other significant operational or strategic priorities. These are on-going special projects, new special projects/operational priorities that staff will continue to work on throughout the year for operational, organizational efficiencies, previous Council direction or are required as state mandates. These Goals are summarized below and included with more subtask detail as Attachment 3: Other Significant Operational or Strategic Priorities: Goal 1 — Update Records Management System Goal 2— Implement Public Art Master Plan Goal 3— Implement Sister Cities Program Goal 4—Visitor Center/Transit Information Plan Goal 5—Sidewalk Vending Permit Process Goal 6— Information Technology Upgrades and Maintenance Lastly, since staff began developing the work plan Council, Planning Commissioners or Community members, have brought forward several additional work initiatives. As a Town organization we value the input from our community and recognize there are many different interests and priorities beyond what we have capacity to address, even over a two-year term. However,we do not want to lose sight of other identified potential action items. As such, a seventh list of items is provided as Attachment 4 and referred to as a bike rack of options. These are action items that are notincluded in the proposed work plan for which staff support has been requested. but. Council could choose to include any of these items in the work plan but would have to identify equivalent work plan items to remove. Alternatively,these items can remain in the bike rack, additional items can be added to the bike rack, and as the year progresses Council could choose to include items from the bike rack later, depending on capacity or priorities at that time. Bike rack items include: Town Council Staff Report Page 6 of 8 • Transfer of Development Rights • Welcome to Truckee Signage • Representation on County Ad-Hoc Subcommittee on Race and Social Justice • Collaboration with School District, Airport District and TDPUD (and potentially others) to form a Climate Action JPA • Staff Person assigned to work with VTT on Sustainable Tourism Efforts and more expansive support for VTT Sustainable Tourism Efforts • EV charging station priorities Notes are provided in the attachment as to the expected workload, staff's recommendation or other notes on the item. Based upon staff's analysis,the 2021-23 work plan is focused on high priority critical initiatives and remains ambitious. Several departments are leading the bulk of the action items (Community Development, Public Works, Police and Town Manager's office staff), and will be unable to take on additional work this year. The work plan will stretch the organization. As such, the Town Manager will monitor the progress closely to ensure it remains manageable.At this time, staff is comfortable pursuing this list of action items as presented in the attached spreadsheets,with the understanding that if resources become unavailable or other unforeseen circumstances arise that necessitate a change, staff can come back to Council to discuss modification of the priorities. Next Steps: Staff's expectation and hope is for Council to discuss the proposed work plan, ask clarifying questions, identify if there are any of the goals or sub tasks that are not in alignment with the Council Priorities, or are of lower priority then indicated based on the target completion date. Once adopted by Council, this will be staff's guiding tool for the next two years and will steer staff's work. Next year, in early 2022, the Council will have a chance to revisit these priorities and work plan to reaffirm the direction or make substantive changes, however in the interim, any changes to the work plan will require removal of an equivalent item as staff believes this work plan stretches staff capacity. Following adoption of the work plan, staff will bring Town Council progress reports to the Council on a quarterly basis beginning in July 2021 in an effort to continuously monitor work plan progress. In addition,these priorities and associated work plans will guide the FY 2021/22 budget development process, as previously stated, and be included in the upcoming March 31, 2021 Council Budget Workshop. CONCLUSION: The Town's priorities and their action items provide a work plan for 2021-23 and all departments will align their work accordingly. Therefore, and as noted above, should new items come forward to Town Council this year, it is recommended those items be analyzed for priority level in comparison to the adopted priorities and work plan. Should Council desire to add new items to the 2021-23 work plan, it is recommended that equivalent items be removed from the work plan and added to the bike rack. The 2021-23 work plan was designed with the Town Council's top priorities in mind within the context of Town capacity. Public Communication: This staff report. ATTACHMENTS: Town Council Staff Report Page 7 of 8 Attachment 1 - Management Partners Retreat Report Attachment 2 - Council Priorities 2021-23 Work Plan Attachment 3 - Other Significant Operational or Strategic Priorities Attachment 4 - Bike Rack of Items Town Council Staff Report Page 8 of 8 C3 � {'St4�ffS rate�� - IncorP Town ofTruckee Town CouncilWorkshop Held February 1 and 2, 2021 February 2021 Management Partners Town Council Workshop Table of Contents Management Partners Table of Contents WorkshopReport...............................................................................................................................1 WorkshopOverview............................................................................................................................1 WorkshopDay 1..................................................................................................................................3 Welcome and Opening Comments..............................................................................................3 Learning about Council Member's Service to Truckee................................................................4 Discussion of High-Performance Governance.............................................................................5 Discussion of Roles and Responsibilities.....................................................................................6 Discussion of How to Enhance Civility in Public Meetings.......................................................... 7 Enhanced Public Outreach and Engagement Strategies............................................................. 7 Best Practices in Intergovernmental Relations...........................................................................8 WorkshopDay 2..................................................................................................................................9 Welcome and Opening Comments..............................................................................................9 Identifying a Common Vision for the Future...............................................................................9 Viewfrom the Mountain.............................................................................................................9 Discussion of Priorities for the Coming Year.............................................................................10 Notes from the Council Discussion............................................................................................11 Staying on Course with Priorities..............................................................................................12 Wrap Up—Reflections from Council.........................................................................................13 FollowUp Steps.................................................................................................................................13 Town Council Workshop Workshop Report Management Partners Workshop Report Leaders in the Town of Truckee held a virtual Town Council workshop on February 1 and 2, 2021 via Zoom. The workshop provided an opportunity for Council members to review Town governance and roles, discuss community engagement and intergovernmental relations, and identify priorities for 2021.This report contains a summary of the results of the workshop. Rod Gould, Senior Partner with Management Partners, facilitated the workshop. He was assisted by Claire Coleman, Senior Management Analyst. The top five priorities for the coming year as determined by Council are: ■ Actively support the development of workforce housing. ■ Reduce greenhouse gas emissions and become a leader in environmental sustainability. ■ Enhance communication and public outreach to facilitate community cohesion. ■ Invest in key infrastructure and community connectivity, including the new library, bike trails, and transit alternatives. ■ Enhance partnerships and investments for wildfire mitigation. Workshop Overview Objectives ■ Build relationships among the new Town Council,Town Manager, and staff. ■ Review behaviors of high performing councils and clarify roles. ■ Discuss Council members' vision for Truckee in the next five years. ■ Reach agreement on Council norms for working together and working with staff on behalf of the community. ■ Review best practices for civic engagement and intergovernmental relations. ■ Set priorities for the coming year and means of monitoring and reporting results. Agenda Day 1 ■ Welcome by the Mayor ■ Public comments ■ Comments from the Town Manager ■ Learn about Council members' service to Truckee ■ Discuss high-performance governance ■ Discuss of roles 1 Town Council Workshop Workshop Report Management Partners ■ Discuss how to enhance civility in public meetings ■ Discuss enhanced public outreach and engagement strategies ■ Discuss intergovernmental relations best practices ■ Wrap up and next steps Day 2 ■ Welcome by the Mayor ■ Public comments ■ Identify common vision for the future ■ View from the mountain ■ Brainstorm and select priorities for 2021 and 2022 ■ Discuss overall management system ■ Wrap up and next steps Mayor and Council Mayor Vice Mayor Council Member Anna Klovstad Courtney Henderson Dave Polivy i _ 1 Y' 1 Council Member Council Member Lindsay Romack Jan Zabriskie ,JIPF. Executive Staff ■ Town Manager Jennifer Callaway ■ Town Attorney Andrew Morris ■ Town Clerk Judy Price ■ Community Development Director Denyelle Nishimori ■ Engineering and Public Works Director Dan Wilkins ■ Administrative Services Director Kim Szczurek ■ Police Chief Randy Billingsley 2 Town Council Workshop Workshop Report Management Partners Workshop Ground Rules. At the start of the workshop, Rod suggested several ground rules to help the group have a successful workshop. ■ Listen to understand ■ Participate ■ Stay focused ■ Keep video on and mute audio when not speaking ■ Assume good intent ■ Seek consensus ■ Speak up if we need a course correction Bike Rack. Rod explained that items that were brought up but would not receive immediate attention would be added to a "bike rack." Workshop Preparation. In preparation for the workshop, Rod conducted individual interviews with each Council member and discussed workshop objectives with the Town Manager and executive team. Management Partners prepared an agenda and slide deck for each day of the workshop along with other materials to guide discussions during the session. Additionally,Town staff prepared information on projects, policies, and initiatives underway as well as the Town's fiscal status. AAh, j1 `i Workshop Day 1 Welcome and Opening Comments The workshop began with a welcome from Mayor Anna Klovstad. She expressed her excitement at gathering, albeit remotely, to work together to set priorities and establish norms. Mayor Klovstad invited members of the public to speak. Town Manager Jen Callaway offered opening comments about why the workshop was important. She commented that the first day of the workshop would focus on what a high-performing government looks like to the Town Council and the second day would focus on setting priorities to direct staff work and build the budget for the next fiscal year. 3 Town Council Workshop Workshop Report Management Partners Learning about Council Member's Service to Truckee Council members participated in an icebreaker activity and discussed why they decided to serve on Council. What propelled you to serve on the Town Council? ■ Wanted to work on the Climate Action Plan ■ Wanted to make Truckee a model sustainable community ■ Opportunity to have the greatest impact ■ Make a difference in the community ■ The best action is local action ■ Want to preserve the quality of life ■ Concerned about the loss of civility ■ Help with local leadership ■ Focus on the health of the community ■ Long term resiliency of the community ■ Recognize how much local government affects everyone's life ■ To become more involved in housing and environmental issues What about your service on the Town Council do you find the most satisfying? ■ All the different opportunities to affect the community positively ■ Lots of intersections with other agencies ■ When you receive public comments about honesty and transparency of the Council ■ Digging in on issues ■ It is exciting that the community is so engaged ■ Getting to know the Town staff ■ Making things happen ■ Problem-solving collaboratively �i s{ What would you like the reputation of this Town Council to be in the community and with staff? ■ Be seen as doers, be seen as transparent ■ Be seen as change agents ■ Be seen as accessible and trusted, seen as making the best decisions for the community ■ Be seen as innovative, good listeners ■ Be grounded in where we live, share a common purpose, care for the community and the environment—inclusive and integrated 4 Town Council Workshop Workshop Report Management Partners Discussion of High-Performance Governance Rod led a discussion of high-performance governance, including reviewing the results of the Council Self-Assessment Survey that Council members and staff completed prior to the workshop. Rod noted that the Truckee Way provides a good framework for norms and practices for Town staff and Council. He presented factors of good governance and attributes of high-performing councils. • • • Governance IS A• • Building relationships through: y� ep,� Effective leadership by the Mayor and Council BEST PRACTIROL 5 �.ANASEMENT �P ■ Responsive management and leadershipb VE QNAH the Town Manager y "U�/ om h ENT ■ e'O o sTAF,,_,c/ Meaningful communication that is honest, �aM/N'57'k4' VAivEs"� direct,respectful, proactive Ars �1 Understanding roles and fulfilling expectations ■ Fostering mutual respect and building trust ■ Ethics Management Parts Attributes of High -Performing Councils INSTITUTE �m�EX��M1Mr ➢Commit to True Partnerships among Members,Town Manager and Staff ➢Exhibit Clarity and Respect for Roles and Responsibilities 1Eacepllenal s eeila tleveiep.rl�ee ➢Demonstrate Civility and Respect for All olkem-e ParinersM1ipwXM1tM1e city e manaperte Porem antl manepe lM1eclly.9M�eganyyi�repyW ➢Conduct Effective Meetings .,. ..„s.o.uneaox. M1WMOMwniuivNawlW ➢Hold Themselves and the Town Manager Accountable ➢Practice Continuous Learning Rod presented a series of slides about communication,teamwork, and preparation. Teamwork. He noted key aspects of effective teamwork on Council and the importance of becoming an expert at small-group decision making. Rod noted the importance of patience, respect, and compromise as elements of teamwork, and putting the community first in all matters. 5 Town Council Workshop Workshop Report Management Partners Communication. Rod highlighted that it is key for Council to focus on outcomes and separate people from the problem. He noted that Council members should aim to be focused, direct, clear, and brief in their comments. Preparation. Rod discussed the importance of Council members doing their homework and being prepared, including reading agenda materials and asking questions of the Town Manager and Town Attorney in advance of meetings. Council discussed teamwork, communication, and preparation and noted that they would like to discuss the best practice of formality in Council interactions at a future meeting. �i Discussion of Roles and Responsibilities After a brief break, Rod reviewed attributes of the council-manager form of government and provided an overview of the basic roles of Town Attorney, Town Manager, Council, and Mayor. Council — Town Manager and Staff Partnership Everyone has Council sets D. a role to play the goals and work of the critical for policies Town is done success of by staff the Town Management 33 Panner$ 6 Town Council Workshop Workshop Report Management Partners Town Manager Jen Callaway emphasized the importance of having Council work with her and with department heads, as established in the Town protocols and procedures, rather than communicate directly with staff members. Councilmembers noted an interest in getting feedback from the Town Manager on how they are doing. Rod encouraged Councilmembers to solicit feedback directly from the Town Manager and find opportunities to check in as a group to see what is working well and what could be improved. Administrative Services Director Kim Szczurek commented that there is an annual review process for the Town Attorney and Town Manager through which the Council can give candid feedback. Council and staff had a discussion about communication and how best to get information from committees and commissions.They also discussed email communications and nuances and limitations of the Brown Act. Council established that unless a Council member asks for help on a specific email, all emails will be retained by the City Clerk and forwarded to relevant parties to share information.The Town Manager noted that Council should not forward emails directly to members of staff other than herself, department heads, or Bron Roberts (the Town's public information officer). Council and staff also discussed establishing a protocol whereby Councilmembers request agenda items during Council reports and vote to determine whether a majority want to add the agenda item. Councilmembers also expressed interest in establishing a clear protocol around responding to public comment. Discussion of How to Enhance Civility in Public Meetings Councilmembers discussed various best practices including maintaining composure, setting an example of professionalism as a Council, and establishing clear expectations for civility. Council and staff noted that public comment has increased in the past year in part due to expanded ways for the community to submit input, including via text, email, and voicemail. Enhanced Public Outreach and Engagement Strategies Rod led a discussion of enhanced public outreach and engagement strategies, including some statistics about the current state of public engagement. He presented a spectrum of participation. 7 Town Council Workshop Workshop Report Management Partners Participation ! Inform:Providing info only to the public Consult:Asking the public for input onrp a-set options • Incorporate:Involving the public in developing alternatives or"forced choices" Empower: Asking public to make the decision/solve the problem within council guidelines Nate:Each stage comprises the next... Management rr�.J�Y-,`J Pdfingr; Council and staff discussed where the Town currently is in its public engagement strategies and which stages of the spectrum best suit the needs of different types of engagements. Staff noted that urgency can make it difficult to reach the "Incorporate" and "Empower" stages,which tend to be more time- consuming and expensive. Council noted that public engagement during COVID-19 is very different from public engagement in other times. Councilmembers emphasized the need for transparency in public engagement. Police Chief Randy Billingsley described some of the outreach that the Police Department does to key interest groups in the community to share about their work and build relationships. Best Practices in Intergovernmental Relations Rod reviewed best practices in intergovernmental relations and noted that Truckee relies on other public agencies to provide some services to the community. As a result, good intergovernmental relations are key for Truckee's success. Councilmembers and staff noted that Truckee's relationships with its partner agencies have been improving in the last few years and that coordination through COVID-19 has highlighted the need for good partnerships. 8 Town Council Workshop Workshop Report Management Partners This Photo by Unknown Author is licensed under CC BY-SA-NC Workshop Day 2 Welcome and Opening Comments The second day of the workshop began with a welcome from Mayor Anna Klovstad, who expressed her appreciation for the Town's high-quality staff and the importance of the workshop's goal-setting component. She invited members of the public to speak. Identifying a Common Vision for the Future Councilmembers shared their vision for the future of Truckee.The following themes emerged. Councilmembers noted the importance of including diverse perspectives and opinions in their vision for Truckee's future. ■ Triple bottom line approach—economy, environment, social equity ■ Adaptability for the future ■ Interconnectedness (integrated socially and economically) ■ Strength of community ■ Environmental stewardship ■ Financial stability ■ Retained sense of place and town character View from the Mountain Town Manager Jen Callaway presented an overview of the current state of the Town, including a review of some of the many projects staff are working on. Administrative Services Director Kim Szczurek reviewed the Town's finances. She noted a structural deficit that Town leaders will need to address over the next five years. 9 Town Council Workshop Workshop Report Management Partners Discussion of Priorities for the Coming Year Rod presented nine priorities that were compiled from interviews with Councilmembers in preparation for the workshop. The priority areas are shown below. ■ Affordable Housing and Homelessness ■ Climate Change ■ Forest Management and Wildfire Mitigation ■ Intergovernmental Collaboration ■ Economic Recovery ■ Balanced Growth ■ Public Health and Safety Resilience ■ Traffic and Public Transportation ■ Workforce Housing Councilmembers discussed their priorities for the Town for the next year and expanded on the priority areas compiled from the interviews. Rod emphasized that most of the Town's budget is reserved for core service delivery(e.g., public works) and that if Council wants to free additional resources for their priorities, they will need to look at reducing service levels.The priorities discussed by Council during the workshop are shown below. ■ Support for a sustainable tourism strategy ■ Actively support the development of workforce housing ■ Influence community behaviors to be more environmentally sustainable ■ Reduce greenhouse gas emissions ■ Continue General Plan update ■ Continue progress on the Library ■ Expand community connectivity(bike trails, transit) ■ Improve communication and public outreach 10 Town Council Workshop Workshop Report Management Partners ■ Enhance inclusivity and community cohesion ■ Invest in key infrastructure and community services ■ Enhance partnerships and investments for wildfire mitigation ■ Develop partnerships around environmental protections, particularly Donner Lake {� k 1 � �e } }y o tii6ts A ie Councilmembers then refined the priorities and combined them to form a total of six. Each member of Council was given four votes. Four priorities received at least at least three votes, and Council decided to add an additional fifth priority to the list.The selected priorities are presented Table 1 below. Council agreed that they would be two-year priorities. Table 1. Council's Top Priorities for 2021 and 2022 .. Priorities and Consensus Direction Actively support the development of workforce housing Reduce greenhouse gas emissions and become a leader in environmental sustainability Enhance communication and public outreach to facilitate community cohesion Invest in key infrastructure and community connectivity,including the new library,bike trails,and transit alternatives Enhance partnerships and investments for wildfire mitigation Notes from the Council Discussion Highlights from the Council discussion on priority topics are provided below. 1. Actively support the development of workforce housing ■ Workforce housing includes housing for residents whose income is around 100%to 200%of Area Median Income (AMI), not just designated affordable housing ■ Want people who work in Truckee to be able to live in Truckee 11 Town Council Workshop Workshop Report Management Partners 2. Reduce greenhouse gas emissions and become a leader in environmental sustainability ■ Make Truckee a leader in sustainability ■ This could include community connectivity, including bike paths and alternative transit options 3. Enhance communication and public outreach to facilitate community cohesion ■ Loss of civility in public discourse necessitates active involvement by the Town ■ Each department has a communications team, but COVID-19 has inhibited public-facing activities ■ Communication should be multi-directional.Town staff should share information and create channels to receive feedback and input. 4. Invest in key infrastructure and community connectivity,including the new library, bike trails,and transit alternatives ■ The library is being created in partnership with the County ■ This priority leaves the door open for a lot of things, including investment and construction of Downtown projects approved and prioritized in previous years 5. Enhance partnerships and investments for wildfire mitigation ■ Truckee cannot do this alone, needs to collaborate with partner agencies ■ Explore opportunities for grant funding to help multiple agencies ■ Truckee can work to be the convener of multiple groups, facilitate collaboration among agencies ■ This priority would include evacuation plans, defensible space, and emergency preparedness 6. Continue General Plan update ■ Council came to consensus that the General Plan is already underway and does not need to be prioritized this year ■ Staff noted this means they will only put resources toward the General Plan Update that are already reserved for that purpose. Staying on Course with Priorities After the priorities were established, there was a discussion about what would help the Council/staff team stay on track, given limited staff time and financial resources, and the ongoing COVID-19 response requirements.Town Manager Jen Callaway emphasized that there will be trade-offs in the work plan if Council wants to add or change agenda items. 12 Town Council Workshop Workshop Report Management Partners Wrap Up — Reflections from Council To conclude the workshop, Councilmembers shared comments about what was useful in spending the day together in this session. A summary of these reflections is provided below. ■ Appreciate the effort from staff and the facilitators. ■ Appreciated the candid conversation and the opportunity to understand each other's mindsets, background, and history. ■ Glad they made space for the conversation. It can be challenging when each Councilmember brings their own goals for the community,which they are all passionate about. Happy they came to a place of consensus about the priorities. ■ It will be a challenge to match budget allocations to the goals and priorities for the future. Follow Up Steps ■ The Council's priorities will be incorporated into the upcoming budget process and staff work plan. ■ Staff will return to Council with a work plan detailing what items are underway that fall into each priority areas and proposed items for the next two years. 13 °' '°'-' ova .s.. °c°,. a m a y �• Cc m m c g 0 m� c N a m o13 •� =� oo� o � m o vi r m 2 t > r > o m.� m M 0 ,t. c° v�ni a „ S t m m `Y w `o_ m `v t ¢ c° � m s `'' 10_ c° S E c ° 0°v 3 0 u n y`m, m Y N c E r o v .L vi m r 'o m m N -m. N y a x° c7 m - E V a c `o c o L .Q V s N a "' 0 oai y y 3 ° c .� > a y 3 v o o v > a _ N m L r c x v ` v a 0 2 n m x x o w E V � o: E ,'� o yvi LNv E x00 LOYo Z � 'o m v � c n m Y Y h a o o o L o y +C+ ¢o 0'0 my3 ` a a 0 m sv o ac S0 flm- s3 s3 3 Zm �m v � 3 W m T:oui a m N m y o N Z E "«' c 2 m n �? o u m u0 m O no V a c E o-L.. 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