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STRATEGIC PLANNING SERVICES <br />The following outlines JGA's proposed approach to supporting the City Attorney's Office through a <br />structured, three -phased Strategic Planning Process. This engagement is intentionally structured to <br />focus on alignment, clarity, and practical direction rather than the development of a traditional, <br />comprehensive strategic plan. The three -phased process allows the City Attorney's Office to build <br />alignment at the leadership level before moving into broader team engagement and teambuilding. Each <br />phase can stand alone or be combined, depending on organizational conditions and readiness. <br />PHASE ONE: DEPARTMENT ASSESSMENT & INFORMATION <br />GATHERING <br />Phase One focuses on information gathering to support strategic direction over the next three years. This <br />phase includes confidential one-on-one interviews with all relevant staff to surface perspectives, identify <br />barriers, and understand what is working well and where support is needed. <br />The purpose of this phase is not evaluation but insight, creating a fact base that reflects the lived <br />experience of the Department. The phase concludes with a summary of key themes and findings, <br />presented to the Leadership Team, to inform next steps and decision -making. <br />Outcomes may include: <br />• Shared understanding of organizational strengths and challenges <br />• Identification of barriers to alignment or effectiveness <br />• Early signals related to role clarity, workload distribution, and succession considerations <br />PHASE TWO: LEADERSHIP ALIGNMENT SESSIONS <br />Building on the findings from Phase One, Phase Two brings the Leadership Team together in facilitated <br />strategic alignment sessions. These sessions are conducted off -site and can be structured as a full -day or <br />two half -day meetings. <br />The focus is on helping the leadership team openly discuss what was heard in the interviews, align on <br />strategic priorities, and determine how best to move forward. These conversations are designed to <br />surface underlying issues, address misalignment at the top, and create clarity before broader rollout. <br />Outcomes may include: <br />• Building alignment among leadership <br />• Identifying the top priorities to focus on over the next 36 months <br />• Clarifying how leadership can best support team success <br />• Determining readiness for broader teambuilding and strategic planning <br />PAGE 3 <br />JACOB GREEN <br />1111011,11 11 <br />