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Good morning, everyone. Welcome to the August 28th, 2026 meeting at the Operational Strategy and Administrative Committee. I like to call the meeting to order. One way to take the roll.

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Chair, it's in.

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Can you give me another question?

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It doesn't.

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Can you give me another question?

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Can you give me another marker?

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All right.

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Welcome everyone.

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This will be a relatively 16th meeting.

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We're just agenda setting.

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Before we do that, when we approve the prior minutes.

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Is there a motion?

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Okay.

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If in second, any corrections or questions?

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Getting none of them, please.

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All right.

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Minutes are approved.

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So our only briefing item today is the.

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The work plan and agenda forecast, we have just a lot of questions about week to week.

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What are we talking about?

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So, in the last communication I had with Ben and with my staff, we talked about soliciting

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feedback from staff all throughout the city to just to see what's the most pertinent for

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study through OZAC.

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So, Ben has had some conversations and here's an update with some suggestions for a long-term

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community calendar.

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Thank you, Mayor.

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And then go side for having me here today.

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So kind of two questions ahead of us.

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Our one is what work will OSAC want to take on

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throughout the remainder of the year.

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And then two one do you need to meet what's

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the game's like in order to accomplish that work.

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So looking back at the OSAC work plan I'm interested in.

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This is this started last year and just updated for this meeting.

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But the committee, originally, again, was the city manager review committee, so that's been a core part of the focus of this group.

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And that began with the interim city manager work plan, which was completed, the city manager recruitment, which was completed.

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And then the ongoing city manager's work plan, the initial draft has been completed, and now we're working on ongoing maintenance and review of the work plan with a first check in coming up here later.

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in September. Another key thing that this committee has taken on is council retreat planning.

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So we'll have our first experience with that last year, completed the 2025 retreat.

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And should this committee decide to take that on again, it would be potential item for this year

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and the beginning of next year. You also do a lot of work on council staffing.

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And that was that work is kind of complete there. And it's now with the whole council and with the budget process.

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We also worked on an update of the council rules, which you have completed.

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The council action memo and the council continues to request work was begun.

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Thought about.

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And then that work is now completed and it's moved on to the full council and a pilot project.

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And then you've begun discussions on the rule of Deputy Mayor with action item from staff to come back on that one in the not just in future.

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In the original planning and in socializing of the work that this group might take on,

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you did discuss the charter review process and timeline.

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So by every 10 years, we must.

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But that does not mean that it has to be every 10 years.

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And I believe a lot of the discussion there was around providing the support and

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Council projects, alignments, coordinating among the council members, and the legislation,

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sponsorship process, kind of how things move through for my idea to a resolution.

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And then communication with the council and staff.

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Those items are included in your packet.

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For the end, we had a work plan to give you a summary of what each of those initiatives

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meant to be meeting out the time, but of course, up for discussion if that's still the intent

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or the direction that you would like those items to go or if those items are still relevant.

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And that's on the July of 2025 handout. I'd give you just for most of the initiatives,

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the one that isn't there is roll of WD America, because that was added after with that.

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So there are a newly recurring Osaka agenda items, and that would include the city council retreat,

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which typically happens in January and February because retreat typically happens in February

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March.

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The annual fitting manager review, which should begin really closer to February so that

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And then the city manager annual work plan with those check-ins that we talked about being in May, September and January.

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We had discussions when we did the council rules if you would like to do a periodic review,

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or if you prefer to have those changes be ad hoc. We discussed kind of two models.

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One could be if you remember we kind of group the council rules into four different groups.

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you could contemplate taking one of those groups every quarter, or perhaps this is once a year

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taking the look at it, or again just letting that be an ad hoc thing is council number

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second by the need to look at a specific rule.

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Given all of that, how before you, the upcoming

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OSAC meeting meetings that are scheduled with some of the links filled in based on those periodic

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items that were discussed and things that have come before OSAX and notable dates here.

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October 6th, June of 2017, is the biennial budget process, and that creates an

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extra demand on the city council for time and attention.

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The meeting is a lot of work for you to do as you process and review the budget.

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November 11th, City Hall is closed and there is a meeting schedule for that Friday,

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November 13, similarly on December 11th, our November 27th and December 25th, city hall is closed

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on those actual days. So if you wanted to meet on those, we need to move those meetings or

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campful meetings. The first council meeting of 2027 is on January 5th. Sometimes committee

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you make up changes at the beginning of the year and so that sometimes makes the January 8th

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difficult. I get that type of rate of the timing of the retreat and the May timeline for the

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city manager performing community period starting and needing to do that manual. Review.

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And so that makes the bulk of our discussion for today is given that those are some of the

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items that you had discussed a year ago now talking about and working on. And then also in your

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you will see our standing at the NF's 4K tele document. And at the bottom of that,

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our list of potential future topics. The ones that we're not covered so far

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are the vacancy appointment process and the draft rules for the four and against committee,

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which was an idea coming for OZAC to look at coming out at the NPF's.

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that both are the potential items and the dates that we could plan for on it.

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Thank you.

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Any other feedback from the staff which stuck with them?

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No.

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So let's like we have some future topics here.

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Then we'll do a case I have asked some questions about scope.

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So there's some of the stuff that we've just queued up that we've needed to talk about.

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But also the elephant to the room is that this is a baby committee and that we're kind of getting

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getting your feet wet with what we even discussed in plan and use this thing for, right, because

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we've had some, in your words, at-hawk, really important at-hawk topics, like city manager

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review and discussing things that are back to kind of up against the wallwet because they're

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really important, but at-time lines, but also, like, what are the recurring areas of scope

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of this committee that's still maybe not quite chiseled and sewn, which would be my new

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would you say that's kind of how staff sees that? We have an initial kind of charter of the group.

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I did not bring that with me today. I don't know if anybody could pull that up, perhaps.

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What have been it to the art? June, July, meetings.

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The broad strokes is one. It's your relationship with each other as a council.

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So how do you want to interact with each other and what are your processes?

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And then two, your relationship with your employee, the city manager.

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So how you manage that relationship through flowing through your hiring and those kind of things.

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So really looking at the council as a working body and how it works among itself.

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Well, this is where I come from on this.

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The work strategy is in here.

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And there's no lack of strategy that the city has.

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I mean, the work plan is just the central one among them.

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That's how we execute the council's annual priorities.

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But we also have Tacoma's 235. For example, we have the 40-some constituents sub-planned associated with it.

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And without opening up a gigantic gradual nuance, in some of those different policy committees,

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I already captured the October, so I mean, IPS, I imagine, looks at a lot of our plans, for example,

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to operate anic to forestry, or the transport plan, or one to comb our, for example.

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But it makes me wonder that there could be a really good opportunity for this general accountability

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and periodically looking at it.

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But, you know, it was to come in 2035 for example, and all the other ten that goals, what should we be prioritizing?

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How are we doing with the facilities of those goals? How are we measuring them?

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The other thing, too, is that even though we do have a city manager work plan that the entire council reviews, you know,

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bus steering that a quarter, the city manager has said as a decision is for greater departmental accountability starting with this budget as well.

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So perhaps daylighting how the different departments are going to fill them into Kim's mission,

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for example.

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So I mean, that's a lot to keep us busy.

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But I think that could also be some really healthy discussion and some really interesting

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observation, just about how we're doing in the performance of our own goals that we've set.

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These different strategic plan with how the departments are going.

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That's for my partner. What do you guys think?

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So specific to what you said, I think having some elements from a very 20-35 as a part

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of this committee's agenda, good, I couldn't thought about that, I appreciate that.

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And to also to your point, once you get into the weeks, get to part of the week for this committee.

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Yeah, and policy committees are doing a lot of stuff like that.

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But I like the idea of having that, as part of our work plan at certain check-ins, I just

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in general, in my reaction to events, presentation is certainly don't meet meeting as often

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as we are, or we have been, but in a, because I think you've lived it off, the topics that

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were top of my mind, in fact, there's a couple of things that I feel like maybe don't think

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things would be on there. So I'd love the ad, comment by 35, I think. Slotting is in and maybe

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we can't even have that. Once a month or, you know, and I feel comfortable missing a couple

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of it.

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Yes.

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And with all of this, like, but if we have these key check-in throughout the year, I think that

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we're all about it.

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Yeah, and we're not here to meet just with sake of me. I mean, there's a lot of, you know, half

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hour hour things that we could do a lot better at their time.

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My inclination is that it all comes down to the work.

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It all comes down in service to what it really would take.

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I mean, if we only needed once per quarter to review progress on 2035 or if it could

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be monthly or if there were so many things that required more intensive, you know, add

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a lot of conversation.

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It could be more frequent.

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My inclination is just a talk to job and a kiss department or the city manager's office

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both and just see what it would entail the check-in, deferred their judgment on what the

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all means. I think it'd be a good starting point, and then from that, determine our case.

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How's it going? You're going to make it doing, you're going to post?

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about how we need to do that in a way where we're going to set up, like we're keeping an eye on it,

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where if we went into that, I was like, if something's coming up, we're going to be meeting

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so like, move into a higher priority or something that has been a priority that people are not

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making as far as something that's good. Like, something that gives them the cadence that

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allows them to check in on it, particularly I know that we get like an update at some point in the

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That's not even especially in him so we can time with that, but yeah, just trying to figure out

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what, how do we keep an eye on it, so that it doesn't get to the point where it's at

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a steady session and people are like, oh, there's a lot of questions.

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Just maybe kind of tell us if there's anything, or if there's anything for staff,

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that's a platform that breath from me, but we can just do that.

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That's what we're going to do.

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And then we want to do a quick quick quick quick.

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Yeah.

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That makes sense.

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Joe, what we were just talking about in Vimbo was scope.

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And one thing we talked about besides the ad hopper,

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procedural stuff is,

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speaking with the Office of Strategy and Seeing,

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what it would look like to get more regular updates on 2035

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and also,

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She wanted to talk about departmental measurements that are kind of the tactical

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Service to the work find it well. So I mean, that's that's a lot to keep us busy, but you know at the same time it might be a lower frequency

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Just depending on what staff needs are they also do anything that I sure do, man. All right. Thank you for

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Giving me just a moment and I were just texting back and forth and he and I were talking to sister

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They actually about what they came through briefing council generally in 2035 would be so

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is what I might propose to the committee if it's acceptable to you, Mayor, is

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Jock and I were talking about having quarterly updates.

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And he and I were talking this yesterday, actually, about what the cadence for briefing council, generally in 2035 would be. So, here's what I might propose to the committee if it's acceptable to you, Mayor,

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is.

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anything that you may want to dive into on those particular measures and get him kind of

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prepped for that bulk transfer conversation. Does that seem like a reasonable...

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Yeah, but at first place, I mean a lot of us is, I mean it's just a young committee,

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a lot of us as we learn as we go, but I think at first place it doesn't mean cool.

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Okay, I think what's maybe for scheduling purposes plan on something like that,

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and then if we try it out and we don't like it or we want to do something different to that

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Yeah, and this is probably under the 2035 umbrella, maybe it's distinct, but also like surveys and engagement.

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I mean, a lot of 2035 and our plans do rely on survey data, but you know, we've also seen engagement strategies that might be different from that.

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But maybe it is, we flesh out what that looks like

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whether it's with MCO, whether it's departments,

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while we engage in it, that might be a good thing too,

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because I can't think of anything that's more

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important to strategy than knowing how the community

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feels about stuff, that determines how we're doing

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and what we should prioritize.

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I'm so excited.

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Could that be back pocket?

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Yeah, I think they're honestly, man,

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when you get a look at that storm, you can kind of help us

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maybe think about where the measures that you want

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more of that kind of reflected rates. Yeah, maybe the three of us or maybe four include

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jock and pop off. Why not? We really know Rush. Maybe next few weeks or so we can discuss

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how that looks like and what works the best for you guys. Cool. Any other feedback on this?

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Yep. Thank you. I appreciate a couple of walkers probably early that we don't always

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necessarily. If there's things that we don't need to be doing, we don't need to be better.

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Sure. We can certainly spread it out. We'll get more.

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And then to the point of the strategic plan in 2035, you know, we, like, also mentioned,

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we do get the update in a steady session, and so I don't want to necessarily create more

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busy work unnecessarily.

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So my thinking is like, if we do get a presentation, what outcomes are we looking for from

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presentation, are we going to offer some questions to Council, modify vendors, or are we going to

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just be like, oh, that's we're going to get the same presentation twice, like what, what are we going to do?

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That's not necessarily going to have that could benefit the Council as a whole when it gets to study sessions.

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So I kind of thinking about that just a little bit like, so we look at the updates and stuff.

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What are we going to do with it? Sure. Sure. And I think it was as a former IPS number myself.

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I think it's like policy committees that have peer addiction or something often, and they

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are necessarily at the same presentation, the council's going to give, but one of the advantages

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of committees in the city council started committee meetings in 30 years ago is that there is

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a benefit to some level of focus, and the time will tell how that best looks, and I'm very

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open what that looks like, but I do think that there is some benefit of having people with

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that specialization, and literally the name of the committee is strategic aspect.

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We might make life a lot easier for the other five people at the council.

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We can ask some of those questions and smooth some things out prior to a steady session.

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There might be more nuanced components.

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We'll learn as we go, but I will tell you about that.

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That's really helpful.

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To the American comment, I think might be helpful to think about how we've worked as a ZAC, right?

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It's kind of a multi-stage process and one is that when an idea or concept comes up,

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the first step is with those active flesh out.

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What does that mean?

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What is the work going to look like?

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What problem are we really trying to solve?

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And so you typically had a meeting around that idea

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to figure out here's the issue.

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And then that goes to the full council to say,

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hey, this is something that we would like to work on

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and talk about.

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And then it comes back to those active works

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you're kind of the meeting details.

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But then it would go back to the council

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a second time to say, hey, we've

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finally divided it.

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We have a proposal in front of us.

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Let's get comment with you back on that.

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And then it stays with the council after that

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for adoption and implementation, because committees don't act on behalf of the whole council.

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Also, the other thing, too, that makes committees differ from a steady session, besides

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the fact that you're competing against maybe one or two or more items and members, you

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really, really, you know, faster ground-expected and it's just a busy Tuesday, is that committees

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by their nature are much more iterative. And let's say that there is something that comes up,

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I'm totally talking hypothetical, but something comes up with a 2035 briefing and there's some

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net directly around say hope.

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We really have questions about, or we really like to dig further into the data, or maybe there's something that just seems to miss, or want to bring in staff from a relevant department to really flush out something, that there's just a lot of things that we can do that a broader stage that cannot.

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It's almost like a depth versus breadth question. But again, that's just a hypothetical.

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but we can always flush these in that large we go.

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And in terms of follow up we'll talk outside and we'll be eternally open minded.

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Okay?

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Just wanted to say about that.

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I thought that managing the retreat planning in this committee was really helpful and effective.

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And then we've been having some of us on that and working through the details.

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It was helpful to the friends of the council.

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Just wanted to share with you that.

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Okay.

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Cool.

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So besides the cleanup and manager review and departmental reviews, as they come up, 20-35 reviews, as they come up.

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Any other things that committee members or majors been deploying, or even just seeing if it's feasible for us including these committee counters?

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I can't think of anything at the moment. I'm sure we'll go through the day and be like, that's good.

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Sure. So people running tab off.

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Yeah, and that is more than welcome by the way.

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whether it's in our one-on-one check-ins or like a 10 a.m.

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Like staying awake in my thinking of those act,

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take a moment.

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Please don't say awake, don't worry, think of those act.

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Then I always welcome just to four of those always

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have to chat with staff and you guys about that too.

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And do you have any other questions or feedback

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for us?

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So there were some items on the forecast here.

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The deputy mayor is the one that is in action.

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That will be coming back to you.

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That is in currently scheduled out in the PowerPoint.

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I describe, for these other items that kind of on the back burner, Council Department of

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Blime and Treasury, you process, taken to the appointment process, draft rules for the

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poor or against committee, and standing committee topic alignment, although with the rule

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change that now belongs with the full council to talk about committee topic alignment.

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So kind of those in the middle four items, or any of those that you would like to see

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come forward sooner than later.

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I'll say it up loud, I don't know if you would have been interested in how you'd have

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in the budget time, or you'd have that increased load, which is important about those

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two ideas.

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Christian?

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I would just say, and then your very thoughtful thing is, our workload, but I know that the

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step for the load is pretty needed in budget time, so I would absolutely support that it's

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I don't know what that would take for me, but I think that's the thing.

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Yes, sir.

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I don't think we need to talk with the board now.

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Yeah, well, we'll defer an appetite.

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And this isn't committee calendar.

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This is more just me getting up to Steve.

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And again, I'm emphasizing.

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Because I know staff really likes to be joining on this thought,

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but I'm really emphasizing the non-emergent nature

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disk.

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For my own education, I'd love to just get guidance on for all

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various strategic lands of the stuff that teams ended to come in 2035. What if any policy

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committee of the city council or CBC or whatever has fewer section over monitoring progress

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on this plan? If that could be compiled, it could just be like a Excel spreadsheet. I really

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don't want it to go over that, but more just for my own education. I appreciate learning where

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things have arrived in 2026 and those things.

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Any other requests?

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All right, cool. Well, that's

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on the recent item, public comment we've got on for.

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Sure, if you have a comment for us on the agenda,

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please sign up at the front of the room if you've got them so already.

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If you are speaking virtually,

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please press the great kind of us and you're the bottom of your sentence.

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No, this time I'm on your phone.

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You're the eight or the last four digits of your phone number.

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You call that one in his sentence.

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Okay.

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So, I would like to comment as open and closed with the closing of the meeting today.

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I want to thank you all for your contributions.

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I will review action items and confirm consent of the next steps.

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And I want you to walk us through the event.

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I'm building Mayor, so I will get you that kind of initial plan from the last year of what was the purpose of OSEC and then you will be meeting with

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shock in the city manager's office to talk about Tacoma at 20 30.

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By following up on that idea of Medicaid and put the court early check-in on the dashboard, we will keep

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retreat planning on the agenda, and then staff will look into who has the jurisdiction over