How does the city run anyway? And a new department.

A look inside

I have a couple of items I think are interesting, and I thought you might too. As I pondered how to combine them into one report, I jumped in, hoping I could weave them together. As is so often the case with me, I think of other things I could add, and before you know it, I end up with a high-level overview with all kinds of tidbits and 57 parts. When I find myself looking for an image of Mars, I know I'd better stop (just kidding about Mars, or am I?).

THE CITY ADMINISTRATOR RUNS THE SHOW

As many of you know, I started city watching in the 1990s. Former City Administrator Gary Klaphake was hired not long after I got involved, and he stayed in the job for around 20 years. Yes, the city administrator runs the show at City Hall. Only the person in that position, the city attorney, and the municipal judge answer to the council directly. Everyone else works under the city administrator.

CHANGES COME WITH GROWTH

As the city grew, changes happened with the departmental structure. For instance, we added a golf course and an open space program. Departments that once stood alone were combined, and golf, recreation, parks, and open space eventually ended up as one department, now called PROS. Art became part of our identity, and now we have an Arts and Cultural Resources Department.

ENTER A NEW ADMINISTRATION

Following Gary’s retirement in 2019, Fritz Sprague was hired. I was nervous, I had worked with Gary for decades, who was this new guy? But Fritz embraced his role and set out to make positive changes to bring the city into a more modern era. He was a fan of planning, and ideas for new strategic plans started to form under his leadership. Needed staffing changes happened, and a more professional image emerged. Then, health issues led to his leaving his job.

ANOTHER ADMINISTRATION AND MORE CHANGES

During his tenure, Administrator Sprague created the role of Deputy City Administrator and hired Kady Doelling. She became our current City Administrator in 2023. She was positioned to carry forward the changes already set in motion and make changes of her own, including changing the title of city administrator to city manager.

One of the first studies Manager Doelling launched was to review all the positions in the city with an eye on compensation and duties, and a plan to create a compensation philosophy. She also looked at some of our departments for possible restructuring. Some communities have parks as part of the public works department, ours is a separate department. Should they be combined?

A RETIREMENT OPENS UP AN OPPORTUNITY

In April 2024, our long-time Parks, Recreation, and Open Space Director, Monte Stevenson, retired. He started out running the golf course and over time moved up to the top spot in PROS. Administrator Doelling appointed Library Director Melissa Hisel to serve as Interim PROS director while she decided what to do. A consultant was hired to assess the department and look for improvement opportunities.

Our open space department and our parks department both had superintendents who reported to the director. A new position was created, Parks and Open Space Manager, and Dennis Warrington was hired to fill that spot, and those superintendents now report to him.

MORE ASSESSMENTS HAPPEN

The PROS assessment led to a similar process for the library department. Findings from these studies led to something surprising. There were overlaps in work by staff in both departments that could be combined to create more efficiency.

TWO DEPARTMENTS MERGE INTO COMMUNITY SERVICES

The result of these department assessments is the combination of the PROS and Library Departments into a new department called Community Services. Staff describe it as a department that “oversees key community programs, services, and amenities”.

Staff identifies the PROS and Library Departments as the most public-facing departments. They both provide programming, education, and communication with the residents. The idea is that some of the staff doing that work in each department could be combined and work as one team for both departments, which the city is calling Business Services.

Recruitment for a director for this new department is in progress.

PART TWO: THE WORKPLAN!

This is the other item I wanted to bring to your attention. A new place on the city website where you can see what’s in the works down at City Hall. Here’s a higher-level view of how things fit together.

THE COUNCIL’S INPUT

COUNCIL ELECTION

Every two years, there’s a city council election. We will have one this year. Four seats are open, with the top three vote getters receiving a four-year term and the fourth a two-year term. This year, Councilors Samson, Gallegos, and Tapia Vega can run if they wish to remain on the council. Mayor Pro Tem Wong is at the end of his second term and term-limited. Councilors can only serve two terms, so that seat will be open.

Councilor Samson was originally appointed to fill Merrily Mazza’s seat when she stepped down before the end of her term. She ran in the next election and did not get elected. She tried again in the following election and won a four-year seat.

Councilor Gallegos won a two-year seat and can run for a second time this year.

Councilor Tapia Vega was appointed to fill Tonya Briggs’ seat when she passed away unexpectedly in September 2023. Our charter requires that a councilor appointed to fill an open seat mid-term must run in the next election if they want to remain on the council.

COUNCIL RETREAT

After the election, the newly seated council has a retreat. Usually, a facilitator is hired, and that person leads the discussion. Here’s the report for the 2024 council retreat. (Yes, nerdy me does attend as they don’t video these retreats, often with fellow wonk Vicky Uhland.) The report explains the purpose of the retreat this way:

“The City Council and staff met on February 16 and 17, 2024, to hold a conversation and give direction on important issues such as the current workplan, the values and strategic outcomes of the current City Council, and processes for the current City Council on communications and bringing up new ideas for future projects.”

I think it was former City Administrator Fritz Sprague who put in place that list of “strategic outcomes” for the council based on the first council retreat after he was hired. Each new council then weighs in on that list.

These strategic outcomes are used to identify projects; you’ll see them on staff memos in the city council packet, and they are front and center on the city’s work plan. Speaking of the work plan…

CITY OF LAFAYETTE WORKPLAN

During the April council workshop, city staff shared a handy-dandy page on the city’s website where you can check to see what’s happening at City Hall. There’s a list of completed projects and a list of active or planned projects, all with a strategic outcome designation. The active or planned projects show how much staff time will be needed, costs, and a start and end time. Here are a few random items from the list to give you an idea:

• EV Infrastructure Expansion

• Water Supply and Drought Planning

• Retirement Plan Restructure

• Recreation Fee Study

• City Hall Paper Digitization Project

• Building Permit Software

• 2026 Budget Development

• Employee Performance Management System Revisions

• Strategic Plan Alignment (we have quite a list of strategic plans, scroll down to check them out)

STRATEGIC OUTCOMES

Affordable, Attainable, and Just

Lafayette promotes economic, physical, and emotional security for all through support for affordable and attainable housing and the provision of equitable human services.

Bold, Authentic Leadership

Through risk-taking and imagining, Lafayette has a reputation as a regional leader that is forward-thinking, proactive, and adaptive. Strategic and innovating leadership guides decision making and promotes equitable and inclusive policies and services

Economic Prosperity

With small businesses at the heart of our community, Lafayette is a regional destination built on a strong, diverse economy that is thriving, resilient, and sustainable. Lafayette welcomes primary employment opportunities that allow residents to live, work, and thrive in the community.

Environmental Stewardship

Lafayette fosters a sustainable, healthy, safe, and resilient community. The City leads this efforts by adapting to the impacts of the climate crisis and promoting community accessible outreach, education, and empowerment

Excellent City Services and Infrastructure

Lafayette plans for and provides resilient infrastructure to meet our community's evolving needs and expectations. The City delivers community-driven services that are reliable, equitable, proactive, and dedicated to a high quality of life.

Fiscal Responsibility

The City of Lafayette is a responsible steward of the taxpayers' money and ensures financial viability while keeping pace with growth and infrastructure requirements, in an ever-changing environment. The City is flexible and innovative in the provision of city services and projects to meet community needs.

Quality Community Amenities

Lafayette prides itself on offering quality community amenities, including beautiful parks, trails, open space, and facilities that serve as community gathering places. These amenities are enriched by quality programs and educational opportunities for residents of all ages.

Safe, Welcoming, and Inclusive

Lafayette is a safe, welcoming, and inclusive community that maintains a sense of small town livability by promoting diversity of culture, ideas, and neighborhoods. We give voice to residents, business owners, and guests by ensuring accessibility to services, facilities, amenities, and elected officials.

Sense of Place

Lafayette is a community that thrives with a unique vibe and supports a connected sense of community through natural spaces, the built environment, arts, history, and multiculturalism. The intentional use of our creative, diverse, and eclectic identify builds pride in our community and inspires a sense of belonging.

STRATEGIC PLANS

Arts and Cultural Resources Plan (PDF)
This five-year strategic plan reflects a collaborative effort informed by public input, emphasizing the importance of communication, creativity, and partnerships with the community.

Climate Action Plan (PDF)
The City of Lafayette has developed its first Climate Action Plan (CAP) to provide a comprehensive and pragmatic update to our former Sustainability Plan. The CAP outlines key actions the City is taking to reduce greenhouse gas emissions and prepare our community for the impacts of climate change.

Comprehensive Plan (PDF)
The Comprehensive Plan embodies the community's vision, providing a modern roadmap with policies and strategies to address key issues while honoring Lafayette's heritage and guiding future City actions.

Economic Development and Housing Strategic Plan (PDF)
This plan identifies specific short and long-term actions to help create a more resilient, sustainable, and vibrant economy that allows people of all backgrounds and incomes to live, work, and thrive close to home in Lafayette.

Historic Preservation Plan (PDF)
The Historic Preservation Plan celebrates Lafayette's past through its buildings and neighborhoods, mining heritage, and rural places. It serves as a foundation for our present community and enhances the lives of future generations.

Library Strategic Plan (PDF)
This five-year strategic plan emphasizes innovative service delivery, operational efficiency, enhanced communications, and ongoing dialogue to better meet the diverse needs of Lafayette residents.

Multimodal Transportation Plan (MMTP) (PDF)
The Lafayette MMTP is a comprehensive multimodal transportation guiding plan that addresses the near and long-term transportation and mobility needs of the Lafayette community, including residents, commuters, businesses, and visitors.

Old Town Tomorrow Action Plan (PDF)
The Old Town Tomorrow Action Plan is the guiding document that serves as the “plan of development” for the Lafayette Downtown Development Authority. It was developed after extensive community outreach and is based on the City’s Comprehensive Plan and other adopted strategic plans.

Parks, Recreation, and Open Space Plan (PDF)
The Parks, Recreation, and Open Space (PROS) Plan Update constructs a vision for PROS and how it can provide services to the Lafayette community.

Wildlife Plan (PDF)
This five-year plan provides in-depth vegetation and wildlife assessments of open space and other properties throughout the City, with thorough strategies and recommendations to improve, enhance, and protect wildlife habitats and the species that call it home.

WEAVING IT ALL TOGETHER

I hope this report gives you a glimpse into how things evolve at City Hall and some of the guiding themes that are factored into decisions.

MARS?

Oh, here’s a pic of Mars that I mentioned in my opening paragraph. A candy from my childhood, a Mars Bar.

Want to offer more support? Awesome!