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ilii om0000nnnnouuoioiou0000ioioioioioioioioioioioioioioioiowuiwwwwwwwwwwwwwwwwwwi... OIOIwI01NNwUWVwwUWVw�UwwwWwVwwwNiwwwwlwlwllllllllllllll01101w0011111111110011011111111111111111111111111111111U91U91Y1010101010101010101wI0lululOMOI�Mf P� fffffff000001wIwlililililwlwww0111111wwwWWWWWWwwWiW1YYYWU1WUlYwwIUVUuwWNOGN0000000wI0101w000111101111111111111111101010111YIIIlYIIIIUWUllwWlwwwllllllllllllllllwwUUU1011111 S' W ��m A C I1111�11111 GROUR L.C PROJECT UNDERSTANDING The City of Paris wishes to engage in a robust strategic planning exercise with City Council to capture, assemble, organize, and document the goals and desires of Council members as voices and representatives of the residents of Paris. We endeavor to make these processes an authentically collaborative effort - we work WITH you to achieve your desired end. The ultimate outcome of this endeavor should result in a document that represents and articulates these interests and is accompanied by an implementation/action plan based on realistic and plausible goals to help all City leadership and staff execute improvements to the City consistently and effectively. An effective Strategic Plan will be a document that is flexible, responsive, and relevant to the stated goals of Council and consistent with staff expertise and execution. The Plan must be a tool that is heavily used and ideally exhausted and refreshed annually as activities are accomplished that further the goals of the Plan. The Strategic Plan should be a filter for which Council decisions affect budgets, choices, and direct staff efforts. We purposefully a complex approach to strategic planning that can result in a massive information overload, frustration, and disuse of a plan after the initial excitement fades. We instead embrace a method that begins with full-throated voicing and 'sharing of ideas and interests that become our task to aggregate and find areas of consensus and mutual interest. We then then immediately set out in the development of real, actionable activities that are specific and targeted to achieving the major goals. A truly impactful Plan will contain major strategic goals that can be relevant for 5-10 years and subordinate Activities with a life of 1-3 years (some may be up to 5 years). As Activities for a major Foundational goal are accomplished, new Activities are developed that further the Foundational goal. The Strategic Plan must remain fresh and active for it to be sustainable which means the Plan itself must be in constant interaction with decision makers and staff.