​City of Moscow Strategic Planning

Beginning in October 2014, the City of Moscow undertook a Strategic Planning Process led by John Luthy of the Futures Corporation.  The Strategic Planning process is designed to assist the City in meeting the challenges of the future.  Strategic planning was taken on to establish clear objectives and sustain the vitality of our community.  In addition, we have worked over the past months to review our current processes and have developed for the first time ever a comprehensive Operational Overview document which outlines the day to day operations of all City departments.

Building on that review and compilation we began the formal Strategic Planning process.  Teams from each City department/division were asked to provide critical mission and operational information and input in order to determine the true issues facing our community both now and into the future.  These issues were based in fact and include data specific values that support the tremendous impact some of these issues may have on our community. 

Once these issues were identified, they were cataloged and reported to City Council at a March 4, 2015 workshop as Major Challenge Areas (MCA).  At that time, the City Council decided on a specific set of criteria by which each issue would be evaluated and ranked.  These criteria included impact, magnitude, pervasiveness, threat level, frequency, short vs. long-term, controllable, implementation timing, and long-term community vision.  The purpose of the rating process was to generate priorities that will allow the City Council to establish its most important strategic initiatives based on data-driven issue statements and clear, published selection criteria.  A catalog of seventeen external and twelve internal MCAs were considered and rated by the City Council.

At the City Council workshop held May 12, 2015, ratings were presented for City Council's consideration to review the groupings developed by staff based on aggregate ratings, discuss the content of items in each tier, tier one established as the highest priority, with tiers two and three as a less critical priorities.  This work allowed the City Council to provide staff with direction to establish a path forward based on the priorities of the City Council that includes clear data, analysis and the professional expertise of department personnel.  

We look forward to using the City of Moscow Strategic Plan as an organization and as individuals departments. We'll be developing variance reporting in the coming month to help us communicate progress and course corrections on a regular basis.  We'll also continue to update our Operational Overviews each year and are excited to use that document as an important tool in orientations and communication to the public about just what we do here at the City of Moscow.  

Contact Us

Jen Pfiffner
Assistant City Supervisor