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Attachment A <br />Reviewing the Environment, Setting Strategic Priorities <br />Following the culture and value proposition discussion, the leadership team began the process of <br />developing the strategic plan. The first step taken in the process was an assessment of the <br />environment within which the City operates. This was done via a SWOT (Strengths, Weaknesses, <br />Opportunities, and Threats) analysis: a process that examines the organization's internal <br />strengths and weaknesses, as well as the opportunities and threats in the external environment. <br />To facilitate this, a SWOT questionnaire was distributed to the City Council and senior staff in <br />advance of the planning session. The SWOT process revealed the most frequently mentioned <br />characteristics in each area: <br />Financial health-City and broader community <br />City Staff <br />Caring and engaged citizens <br />City services provided <br />Location <br />Looking backwards instead of forward <br />Top-down public engagement; pushing instead of listening (development) <br />Council deliberation process (personal attacks, indecision) <br />Lean budgeting vs. unwillingness to cut or reduce programs <br />Changing demographics and workforce <br />Lack of move-up housing options <br />Silos; lack of inter-departmental collaboration <br />Redevelopment sites <br />Engagement/col laboration <br />Situational advantages <br />Organizational evolution <br />Politics <br />Development <br />Crime <br />Demographics <br />Housing <br />Location <br />Resources <br />The group then engaged in an exercise using the summarized SWOT data. They compared <br />strengths with opportunities and weaknesses with threats, to determine which opportunities <br />would maximize strengths, and which weaknesses would be exacerbated by the threats. This <br />