Title
Update on the Priorities Strategic Workplan and Performance Management Framework
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FileID
File ID: 2026-01171
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Location
Location: Citywide
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Recommendation
Recommendation: Review, comment, and provide direction.
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Contact
Contact: Ash Roughani, Special Projects Manager, (916) 808-7751, aroughani@cityofsacramento.org, City Manager’s Office
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Presenter
Presenter: Ash Roughani, Special Projects Manager, (916) 808-7751, aroughani@cityofsacramento.org, City Manager’s Office
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Attachments
Attachments:
1-Description/Analysis
2-Priorities Strategic Workplan - Fiscal Year 2025/26 Fourth Quarter Update
3-Presentation
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Description/Analysis
IssueDetail
Issue Detail: On November 18, 2025, the City Council adopted three organizational priorities - Economic Development, Public Safety, and Homelessness - and supported accompanying foundational principles and strategic goals, following the Council’s September 30, 2025, strategic priority and goal‑setting workshop.
To guide the City’s work as it advances in priority areas, the following foundational principles shape decision-making and emphasize responsibility:
• Equitable Investment (Service & Infrastructure)
• Fiscal Sustainability
• Accountability
• Good Governance (Ethical/Strategic/Innovation)
Three long-term strategic goals provide context for the work that all City employees do each day:
• Safe and Engaged Community: A resilient community where people feel safe and connected. A city that commits to reducing harm, responds effectively to emergencies and builds trust.
• Quality Infrastructure: A city built on resilient well maintained sustainable infrastructure, parkland, and recreational facilities that support present and future needs.
• Vibrant Economy and Community Livability: A dynamic, inclusive city, recognized as a creative and economic leader, where arts, culture, recreation and innovation power growth, connection and opportunity for all.
The November 2025 action established a connected framework to guide policy direction, resource allocation, and operational planning across the organization. At that meeting staff advised that it would develop and present a citywide draft workplan aligned with these principles, priorities, and goals.
The City Manager’s Office led a six‑month organization-wide effort to translate Council’s priorities into a coherent, actionable strategic planning framework and to construct the first phase of a modern performance management system to track progress toward objectives and tell the story of how City programs and services are improving quality of life for residents and businesses.
City departments undertook sustained work to develop their priority initiatives while simultaneously advancing budget reduction strategies and maintaining daily operations. The Priorities Strategic Workplan - Fiscal Year 2025/26 Fourth Quarter Update (Attachment 2) acknowledges and reflects this substantial commitment. The work completed includes:
• Establishing vision statements for each priority;
• Documenting department-level focus areas and initiatives;
• Defining a citywide planning hierarchy and terminology;
• Designing SacramentoSTAT, the City’s new performance management system, initially focusing on data readiness, training, and capacity building;
• Identifying data gaps and laying the groundwork for outcome-based measurement; and,
• Preparing for a phased rollout of performance dashboards, operational review meetings, and rigorous follow‑up practices.
This document reflects where the City's strategic planning framework stood as of May 5, 2026 when staff presented it to the City Council’s Budget and Audit Committee. Staff is currently incorporating Council feedback and the framework will continue to be updated on a regular basis as key results and performance measures are developed, implementation progresses, and the framework is refined.
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PolicyConsiderations
Policy Considerations: City Council Ordinance 2024-0039, adopted September 24, 2024, outlines the purpose and the powers and duties of the Measure U Community Advisory Commission; specifically, to ensure that the expenditures of City resources reflect Council and community priorities, the commission shall review, report, and make non-binding recommendations on revenue and expenditures of certain funds from the Transactions and Use Tax imposed under Sacramento City Code chapter 3.27 (Sacramento City Code chapter 2.114).
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EconomicImpacts
Economic Impacts: Not applicable.
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EnvironmentalConsiderations
Environmental Considerations:
California Environmental Quality Act (CEQA): This report concerns administrative activities and governmental fiscal activities that do not constitute a “project” as defined by the CEQA Guidelines Sections 15378(b)(2) and 15378(b)(4) and are not subject to the provisions of CEQA (CEQA Guidelines Section 15060(c)(3)).
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Sustainability
Sustainability: Not applicable.
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Commission/Committee Action
Commission/Committee Action: Not applicable.
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RationaleforRecommendation
Rationale for Recommendation: Staff is presenting this update as an ongoing effort to collaborate with the Measure U Commission’s interest in reviewing more meaningful metrics regarding Measure U funded programs.
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FinancialConsiderations
Financial Considerations: Not applicable.
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LocalBusinessEnterprise
Local Business Enterprise (LBE): Not applicable.
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