League Board Sets Strategic Goals for 2013

December 17, 2012

By Bruce Channing, City Managers' Department past president

As occurs every November, the League of California Cities hosts a two day “League Leaders” retreat for the primary purpose of educating all of the League board members and department officers about their roles, the League’s governance structure, and its processes for fulfilling their responsibilities.


The meeting also provides an opportunity to recap the accomplishments of the past year, to discuss and analyze the election outcomes (every other year) and most importantly, to establish the major goals for the League to pursue in the coming year.  This year our department was well-represented by the department officers,  Brad Kilger, president, Tony Dahlerhbruch, vice president, and Bruce Channing, past president and department representative to the League Board of Directors.

Through a very collaborative process, League staff helps the group in attendance to identify the issues and concerns that are thought to be of most importance for the League staff and policy committees to focus their energies on during the coming year. The end product is a set of goals that are sufficiently concise and actionable to provide guidance to the staff and allow for measurable results at the end of the calendar year.

This year’s goals, as adopted by the League Board of Directors, are as follows:

  1. Build Lasting Partnerships.  Develop and strengthen long-term relationships and partnerships with new and returning state policy-makers and other stakeholders with common interests to better serve and enhance the quality of life for all Californians.
  2. Expand Community and Economic Development Tools and Funding Options for City Services.  Develop and advocate for new tools and funding options for community and economic development to support job creation, investment in public infrastructure, expansion of affordable housing, and increased funding for essential local services.
  3. Continue Pension and Other Post-Employment Benefits (OPEB) Reform.  Continue and expand upon recent efforts at pension and OPEB reform to ensure the log-term affordability and responsiveness of public services for city residents.
  4. Implement an Effective League Branding Strategy.  Develop and implement a marketing and branding strategy that effectively communicates the League’s identity along with the unique benefits that city officials, our partners and the public can expect from the League, its products and services.

As can been seen from the above list, it is going to be another busy and exciting year. I would encourage everyone to partner with their local League Regional Public Affairs Manager to further shape and implement these challenging goals. Be an effective voice for guarding and advancing the collective interests of California’s cities.

© League of California Cities