CITY COUNCIL WORKSHOP AGENDA PACKET

Page 3 of 7 Criteria: • Lower strategic alignment • Limited community urgency • Resources better used elsewhere • May revisit if conditions significantly change Project Inventory and Staff Capacity Considerations The current project prioritization inventory includes 82 projects across all departments. This count does not include the 42 Capital Improvement Program (CIP) projects, which are already underway or have established criteria and funding mechanisms. The City recently adopted the Capital Improvement Program Process and Prioritization (CIPPP) to systematically prioritize CIP projects. This project prioritization discussion is not intended to change the CIPPP outcomes. The City’s targeted reductions in the adopted two-year budget and current vacancies in various departments affect the entire organization. City staff is working within these constraints to maintain the regular day-to-day workload of running the City and provide the core community services outlined in the departmental overview presentation. It is important to note that the 82 projects discussed here are, in most cases, in addition to this regular workload. The addition of new projects beyond core services requires careful consideration of realistic implementation plans. Given this operational reality, the City also recognizes that project timelines must remain flexible to accommodate both challenges and opportunities that may arise. Emergency situations like the severe winter storms of 2023 or positive economic opportunities may necessitate temporary adjustments to project schedules and resource allocation to best serve community interests. In general, a common dynamic in local government is a smaller portion of the overall workforce often carries the responsibility for a significant share of the organization’s projects and initiatives. Staff who oversee and lead projects are often assigned work beyond core services, creating significant workload challenges across the organization. Department heads are responsible for leading and overseeing all projects within their departments, while managers and supervisors frequently juggle multiple initiatives at once. As a result, a relatively small portion of staff is responsible for delivering a large number of diverse projects. Of the City’s 465 employees, only about 45 employees (primarily the executive team, managers, and key supervisors) are responsible for leading most citywide projects in addition to their regular duties. This represents only about 10 percent of the workforce that manages the majority of the "special or priority" projects, which can impact organizational capacity and project delivery when workloads exceed available resources. The majority of projects outside of core services are led by the Community and Economic Development Department (25 projects), the Public Works Department (21 projects), and the City Manager’s Office (18 projects), as shown in the chart below. Together, these three departments are responsible for 64 projects, 78% of the total, which reflects where the City’s operational focus and resource pressure are concentrated. In contrast, public safety departments (Police and Fire) are responsible for only foiur projects, aligning with their primary focus on delivering core services. Page 4 of 29