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Home My WebLink About2012 Strategic Planning Retreat - Huntington Beach Public Li CITY OF HUNTINGTON BEACH STRATEGIC PLANNING RETREAT Friday,January 27, 2011 —Huntington Beach Public Library 8:00 Continental Breakfast 8:30 Closed Session (if needed) Welcome, Purpose of the Retreat, Public Comment and Introduction of the Facilitator and Recorder—Mayor Role of the Facilitator, Recorder, Group and Public; Strategic Planning Elements; Agenda—Marilyn Snider, Facilitator—Snider and Associates Introductions of the Group City of Huntington Beach: • Mission/Purpose Statement • Core Values/Guiding Principles • Three-Year Goals (2009-2012) What Are the Strengths and the Accomplishments of the City Since the July 29, 2011 Strategic Planning Retreat? What Are the City's Current Internal Weaknesses/ Challenges? What Are the External Factors/Trends (e.g., economic,political, technological, environmental, social) that Will/Might Have an Impact on the City of Huntington Beach in the Next Three Years: • Positively (opportunities)? • Negatively (threats)? Identify Three-Year Goals what the City needs to accomplish) • Brainstorm Goals • By Consensus, Select 4 or 5 Goals Identify Six-Month Strategic Objectives how the goals will be addressed initially--by when,who will be accountable, for what specific, measurable results) for each of the Three-Year Goals Next Steps/Follow-Up Process to Monitor Progress on the Goals and Objectives (including setting a date in six months to update the strategic plan) Summary of the Retreat and Closing Remarks 4:00 Adjourn There will be a mid-morning and a mid-afternoon break with a group lunch at 12:00. Please limit use of cell/smart phones to the breaks. PLEASE BRING THE LATEST UPDATE OF PROGRESS ON THE GOALS AND OBJECTIVES ((completed matrix) AND YOUR CALENDAR. xB -273- Item 4. - I o CITY OF HUNTINGTON BEACH Interdepartmental Mere® To: Paul Emery, Deputy City Manager From: Michele Warren, Director of Human Resources Date: January 20, 2012 Topic: Strategic Plan Update— Human Resources Council established the following Strategic Plan Objective in July 2011: Present to the City Council for action how to implement the recommendations regarding the two-tier pension system and employee pick-up of pension costs(from actuary)for future contract negotiations. In compliance with this directive, I have provided a framework for communication to Council on the status of this item. Please review and provide any further input you deem appropriate. Actuary Recommendations John Bartel made two presentations to City Council on the topic of Pensions. He made two primary recommendations for reducing the City of Huntington Beach's pension costs: 1. Employees to contribute the full amount of the employee-share of their respective retirement benefit formula [8%for Miscellaneous, and 9%for Safety]. 2. For each group, Miscellaneous and Safety,the City to establish a second-tier retirement benefit that is lower than the current benefit and provides for the employee's full contribution towards the employee-share. Staff was directed to work with the Associations towards these objectives. To date,the following results have been obtained. Association Current PERS. Agreement to 279tTier- -Ann ual ized-Val Lie:of-.' Esti rn ated,'Val b6.: F it on 0 IC Employee oncession FMA 6.75% Yes $27,000 0 HBFA 6.75% Yes $619,000 0 MEA 4.25% Yes $536,000 $268,000 MEO 4.25% No $96,000* $47,000 MSMA** 5.5% Yes $15,000 0 NA** 5.5% Yes $37,000 0 POA 4.25% Yes $482,000 $338,500 PMA 4.25% Yes $37,000 $45,000 $1,849,000 $698,500 *Savings from November 2011 to March 2012 only —Will increase to 6.75%effective 10/01/12 The next step is to engage the Associations in discussions to establish a second-tier pension formula. In accordance with CalPERS regulations, a second-tier benefit formula must be established by group [i.e. all Miscellaneous and all Safety], not by individual association. Staff will schedule meetings to begin discussions regarding the second-tier pension issue within the next 30 to 45 days. If you have any questions, please let me know. 1/20/2012 r C I T Y O F H U N T I N G T O N B E A C H STRATEGIC PLANNING RETREAT January 27, 2012 * Huntington Beach Public Library Marilyn Snider,Facilitator—Snider and Associates(510)531-2904 Michelle Snider Luna, Recorder—Snider Education&Communication(510)735-7744 MISSION STATEMENT The City ofHuntington Beach provides sustainable quality services to maintain and enhance our safe and vibrant community. CORE VALUES (not in priority order) The City of Huntington Beach values . . . Responsiveness Accountability Quality customer service Honesty and Integrity Teamwork Fiscal sustainability Com m uni ty in vol vem en t Openness THREE-YEAR GOALS (2012-2015 + not in priority order) Improve the City's Infrastructure Enhance economic development Improve long-term financial sustainability Develop, retain and attract quality staff !Maintain public safety S.W.O.T. ANALYSIS Strengths—Weaknesses-Opportunities-Threats WHAT ARE THE STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF HUNTINGTON BEACH IN THE PAST THREE YEARS AND SPECIFICALLY SINCE THE JULY 2011 STRATEGIC PLANNING RETREAT? Brainstormed List of Perceptions • Involved internal and external stakeholders in the budget process • Received Government Finance Officers'Association's"Excellence in Financial Reporting Award" for the past three years • Survived • Updated the Downtown Specific Plan and received California Coastal Commission Approval • Completed the Solar Project • Successfully supported major events (e.g.,Surf City Marathon,US Open of Surfing) • Put together a text notification system for services,including street sweeping • Implemented a program for online payroll statements instead of printing • Implemented Surf City Pipeline citizen inquiry and request • Maintained reputation as a safe city • Eliminated 200 personal printers • Reduced the number of days political campaign signs can be displayed • Implemented a strategic plan for the library • Implemented online volunteer recruitment for the library • Completed the first phase of the ASCON cleanup • Two new marketing firms attracted a lot of new jobs to town • Implemented the Award winning 10-point Plan for Businesses • Reconfirmed opposition to the Banning Bridge • Banned sex offenders in parks • Negotiated concessions with employee groups to save the City millions • Completed award winning utility yard upgrade • Took steps toward construction of Vans Skate Park • Library had an automation system upgrade • Replaced trailers on the pier • Hurley sponsorship of lifeguard towers • Free parking for wounded veterans • Successfully implemented a peak period ambulance during the summer • Rescued several hundred swimmers from possible drowning • Improved customer satisfaction in the development process • Most employee groups are moving toward picking up 6.75%of their PERS • The fact that most employee groups are willing to negotiate concessions during these tough economic times • Continued to provide adequate public services while reducing 175+ staff members • Completed the audit of the City Attorney's office • Increased transparency • Maintained safe city status with a reduced police force • Implemented the SIRE document retrieval and viewing system(City Clerk's office,Public Works,and Building) • Sent out letters welcoming new businesses • Clean Energy Retrofit Project • Completed city-wide update of our records retention schedule • Public recycling • Developed a Work Order Management System for Public Works • Sharing services with neighboring cities 2 • Hometown Hero Program • Implemented a free parking pass with new car purchase • Successfully avoided a wireless tower in Harbor View Park • Eliminated port-a-potties on the beach • Reconstructed pier buildings • Established a paperless agenda process • Started a community garden • Balanced budget • Achieved surplus in the past fiscal year • Adopted the award-winning Beach-Edinger Corridors Specific Plan • Annexed Sunset Beach • Updated our City Charter • Supported the start of Costco construction • Implemented the PARS Supplemental Retirement Program • Gone through the first reading of potentially adopting Safe and Sane Fireworks • Implemented electronic agenda process and online campaign document filing • Maintained AA-credit rating • Implemented self-service checkout at the library • Implemented Volunteer Tracking Database at the library • Completed 811'ball field at the sports complex • Approved and started construction of Bella Terra Phase II (mixed use) • Maintained a 99%customer satisfaction rating for emergency response • Qualified for the ERate funding for Internet service • Consolidated fleet maintenance • Updated map layers for Sunset Beach • Started process for plastic bag ban • Launched e-book collection at the library • Refunded bonds generating$1.3 million in savings • Protected and maintained operating funds and reserves with no losses • Consolidated Building and Planning Departments • Successfully completed our first corporate sponsorship with Greener Corners • Completed Street Assessment Feasibility Study • Updated 5-Year Financial Plan • Increased funding on infrastructure by$1.3 million for streets • Started process to implement the revisions to the City's Hazard Mitigation Plan • Fully implemented the EOGOV online job application system • Implemented Facebook,Twitter and You Tube for the City • Brown bag lunches were held by the Council for the employees • Received and maintained a variety of grants • Successfully received reimbursements for response to major storms and events • Received State certification of Fire Department's Urban Search and Rescue Team • Hired several new department heads WHAT ARE THE CURRENT INTERNAL WEAKNESSES/CHALLENGES OF THE CITY OF HUNTINGTON BEACH? Brainstormed List of Perceptions • Longer lines for service • Slower response time to police calls for service • Uncertainty about redevelopment • Inadequate infrastructure replacement • Negative perception of public employees and government 3 • Uncertain climate for employees • Lack of funding for training and enrichment • Inability to replace aging equipment • Fear of layoffs and cuts • Lack of trust of City Council and administration • Council friction is increasing • Competing needs • Concern about continued takeaways—staff concessions • People struggling with change • Low morale • Overworked and strained staff • Lack of resources • Inefficient internal communication between departments • Loss of institutional memory • Inability to maintain standard of excellence with reduced staff and funding • Having to share staff due to understaffing • Difficulty managing public expectation with reduced staff • Financial constraints forcing decisions • Safety/non-safety employee divisions • Challenge of maintaining financial discipline EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE COMING YEAR Brainstormed List of Perceptions • Increased TOT • Presidential elections • Re-election of the President • Opening of Costco • Ongoing savings from employee concessions • Shared services with other cities • Development of"Pacific City"site • Continuation of low interest rates • Completion of residential projects • Implementation of Utility Users Tax in Sunset Beach • Sunset Beach structural fire fund revenue • Increased sales tax • Global warming(will help tourism) • More involvement by the business community • Possible increase in infrastructure funding • Nordstrom Rack and Dick's Sporting Goods going into the Watt property • Ongoing good publicity • Development of the Beach-Edinger corridor • Reduction in unemployment • More public-private partnerships • Improving economy • Beach and Atlanta Center completion • Start of the OCTA Project • Increased automation of manual processes • Possible repeal of the employee retirement tax • Increased property tax • Vans Skate Park • Stronger Chamber 4 • Successful major events(e.g.,Surf City Marathon,US Open of Surfing) • Small increase in construction activity • Local elections coming up EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE COMING YEAR Brainstormed List of Perceptions • Possible impacts of local elections • Loss of$4.9 million a year to the General Fund from the Redevelopment Agency • PERS low rate of return • Increased lawsuits • Increased health care costs • Earthquake • Aging population • International economic meltdown • Breakdown of electrical system • Military conflict • Another war(i.e.,Iran) • Redistricting • High fuel costs • Stock market volatility • Aging equipment • Homelessness • Changing demographics • Disruption of water supply • Continued cuts in education producing a less educated workforce • Home foreclosures • Negative perception of public employees • State budget cuts • Lack of adult supervision at the State level • Pension funding • Possible repeal of the employee retirement tax • Sea level rise threatening our low lying areas • Increased workers comp costs • Additional state takeaways • Tsunami • Repealing the ban on fireworks • Solar flares wiping out electronics • Increased negotiations • Impact of social media • Water supply threatened by drought • Another terrorist attack • Running out of money • Joblessness • Reduction in federal funding • Depreciation of capital assets • Aging infrastructure • Consumer confidence and spending is low • Declining middle class 5 BRAINSTORMED THREE-YEAR GOALS • Improve employee relations and morale • Improve financial viability • Maintain,enhance and increase public open space • Improve internal communications • Improve the City's infrastructure • Assess and develop a plan to address the impacts of global warming on Huntington Beach • Complete the Beach-Edinger Corridor Plan • Enhance economic development • Maintain financial viability in our reserves • Complete Downtown Specific Plan • Continue to include stakeholders in decision-making process • Replace equipment in a timely manner • Increase proactive communication to all stakeholders • Establish Huntington Beach as the regional provider of public services • Gain independence from external financial constraints • Expand the visitor-based economy • Enhance infrastructure funding • Maintain public safety • Increase external communication(e.g.,accomplishments) • Reform the pension system • Improve long-term financial sustainability • Assess appropriate staffing and service delivery • Expand digital services and e-government • Reduce long-term financial liabilities • Promote aggressively Huntington Beach as a destination of living,working or playing • Promote and enhance community assets (e.g.,beach and parks) • Re-task economic development for business attraction and retention • Increase filming of movies in Huntington Beach • Attract,develop and retain quality staff • Provide staff training STREET MAINTENANCE ASSESSMENT DISTRICT NEXT STEP City Council Consensus: 1. Council discuss formation of a Blue Ribbon Committee regarding Street Assessment District and bring possible names on January 31, 2012 to the City Council meeting 2. Revenue Street Maintenance Assessment District Survey Report from True North Research on February 21, 2012 3. Form a Blue Ribbon Committee of members from the community on February 21, 2012 6 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT January 31,2012 City Manager Distribute the retreat record to attendees. Within 48 hours All recipients Read the retreat record. By February 10,2012 Department Heads Share and discuss the Strategic Plan with staff. February 14,2012 Management Team Review the"Internal Weaknesses/Challenges' and (City Manager-lead) "External Threats" lists for possible action items. February 21,2012 City Council Present the updated Strategic Plan to the public. City Council meeting (Mayor-lead) Monthly City Council Monitor progress on the goals and objectives and revise City Manager objectives(add,amend and/or delete),as needed. (Mayor-lead) Monthly City Manager Prepare and distribute the updated Strategic Plan Monitoring Matrix January Mayor Strategic Planning Retreat to: City Council - more thoroughly assess progress on the Goals and City Manager Strategic Objectives Management Team - identify new Strategic Objectives. 7 C STRATEGIC PLAN ELEMENTS Marilyn Snider,Strategic Planning Facilitator * Snider and Associates(510)531-2904 "SWOT" ANALYSIS Assess the organization s: -Internal Strengths -Internal Weaknesses -External Opportunities -External Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future—what the organization will BECOME CORE VALUES What the organization values,recognizes and rewards—strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to accomplish(consistent with the Mission and moving the organization towards its Vision) -usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when,who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives;includes setting new objectives every six months ©1995 Snider and Associates 8 1' UNTINGTON BEACH * 2012 STRATEGIC OBJECTIVES THREE-YEAR GOAL: Improve the City s infrastructure WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. On January 31, City Council (Mayor Discuss the formation of the Blue Ribbon Committee 2012 Don Hansen-lead) for the Street Benefit Assessment District. Council Members to provide input on members for consideration. 2. At the February Public Works Director, Present to the City Council the results of the Street 21, 2012 City with the True North Benefit Assessment District Public Opinion Survey. Council meeting Research consultant 3. On February 21, City Council(Mayor Consider the formation of the Street Benefit Assessmen 2012 Don Hansen-lead) District Blue Ribbon Committee. 4. By May 1, 2012 IS Director Identify all PCs and laptops that need to be replaced for inclusion in the 2012-2013 equipment replacement budget request. 5. By July 31, 2012 Public Information Publicize the City website's service request features Officer for the public through HBTV3 and social media. 6. By October 31, Public Works Director Provide the City Council with the results of an updated 2012 needs assessment of the City Storm Drain System. A THREE-YEAR GOAL: Enhance economic development WHEN > WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By April 1,2012 Deputy City Manager Update the 10 Point Business Plan and report the results to Bob Hall the City Council. 2. By April 1,2012 Deputy City Manager Provide an update to the City Council's Economic Bob Hall Development Committee that addresses changes in the Economic Development Department's delivery of services as a result of organizational restructuring. 3. By May 1, 2012 Deputy City Manager Develop a Beach-Edinger Branding Marketing Strategy and Bob Hall,working with present to the City Council for direction. the P10,the City Council Economic Development Committee, Chamber of Commerce and Marketing and Visitors Bureau 4. By May 15,2012 Planning and Building Complete the processing of the zoning entitlements for the Director Center Avenue Skate Park and present to the City Council for action. 5. By August 1, Deputy City Manager Complete all zoning entitlements for the Pacific City property. 2012 Bob Hall and the Planning and Building Director,working with the developer B 6. By September 1, Deputy City Manager Complete the sponsorship study for branding opportunities 2012 Bob Hall (e.g., naming rights,facility sponsorships) in the City and make recommendations to the City Council for action. 7. By December 1, Planning and Building Complete processing of the zoning entitlements for the 2012 Director Edinger Hotel. C THREE-YEAR GOAL: Improve long-term financial sustainabilitr WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. As the MOUs Deputy City Negotiate contracts with a goal of full employee pickup expire Manager Paul of the employee share of CalPERS costs. Emery and the HR Director 2. As the MOUs Deputy City Negotiate contracts with a goal of eliminating the retiree expire Manager Paul medical subsidy for all new employees. Emery and the HR Director 3. By July 1, 2012 Finance Director Update the Long-Term Financial Plan based on the amount of property tax provided by the County Auditor/Controller. 4. By August 1,2012 Finance Director Provide a recommendation to the City Council regarding the prepayment of the outstanding PARS liability. D THREE-YEAR GOAL: Develop, retain and attract quality staff WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By June 1, 2012 Executive Team(HR Conduct at least three interdepartmental knowledge-sharing Director-lead) workshops. 2. By July 1, 2012 Executive Team(HR Host two staff training interest forums to share training Director-lead) opportunities and get feedback from staff. 3. By July 1, 2012 HR Director Create and present to the Executive Team a program, including costs,for mid-managers and supervisors to share training and mentorship opportunities with them and get their feedback. 4. By December 1, City Clerk,working with Conduct two low or no cost fun activities for City employees 2012 an Employee Fun (e.g., pancake breakfast, chili cook-off, karaoke,Thriller Committee Dance). E THREE-YEAR GOAL. Maintain public safety WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By May 1, 2012 Police Chief(lead), Fire Complete a feasibility study regarding providing Chief and Deputy City lifeguard, police and fire dispatch and SWAT services Manager Paul Emery to Newport Beach and Costa Mesa. 2. By June 1,2012 Police Chief Conduct an analysis of the number and types of calls the Police Department responds to and implement a plan to reduce the number of calls responded to commensurate with current staffing levels. 3. By June 1,2012 Police Chief Develop and submit to the City Council for information a plan to provide adequate police services in the downtown area and on the beach during the summer without having a significant adverse impact on police services citywide. 4. By October 1, Fire Chief and Public Complete an evaluation of current operability of the 2012 Works Director City's traffic signal preemption system and report the results to the City Manager. 5. By December 1, Fire Chief, in coordination Develop and present to the City Manager a plan to 2012 with Metro Net Dispatch pilot the use of automated vehicle location (AVL) system to deploy ambulances. F 6. By December 1, Deputy City Manager Paul Develop a Finance Plan for the mandatory upgrade 2012 Emery(lead), Public Works of the City's share of the county-wide 800 MhZ radio Director, Marine Safey system. Chief, Fire Chief, Police Chief, IS Director and Finance Director G 711A zBOA°ACITY OF HUNTINGTON EACH City Council Inter-Office Communication TO: Honorable Mayor and City Council Members FROM: Joe Shaw, City Council Member DATE: January 27, 2012 SUBJECT: COMMENTS FOR RETREAT DISCUSSION STATEMENT OF ISSUE: Since I will only be able to attend the morning session of the Strategic Planning Retreat, I wanted to communicate one issue that should be discussed today under the goal of "Maintain Financial Viability and our Reserves." At the January 17, 2012, Study Session, staff suggested that the projected $2.8 million year-end fund balance be set aside in a "Budget Stabilization Fund." The Mayor expressed a preference to put the projected $2.8 million into the "Economic Uncertainties Reserve." My concern is that it is not a good idea to increase the reserve and then have to use it to balance the budget in the near future. So, I would suggest that the Council discuss and consider supporting the staff recommendation to set these funds aside in the "Budget Stabilization Fund." If the funds aren't needed to help balance the budget this year, then those funds should be put back into the "Economic Uncertainties Reserve." Joe r w, City Council ember CC: Fred Wilson, City Manager Bob Hall, Deputy City Manager Paul Emery, Deputy City Manager Lori Ann Farrell, Finance Director ,. 00, '= - FAILtTT,{3 s a{ T PC p}SUL P,-T C ; �RQO`-V 1 v is T�GTON BI ° �� CITY OP HUN GTR�AT I , 4 T EGIC PLAN STRt� January 27,ZO12. i tco ?e' 73`x -- q& N .ff TO OPEN A DOCUMENT: / r 1. Open My Computer. 1 2. Navigate to the CD-R and click j, twice(where the drive letter; e.g., r.N ;II is your C D-R drive) 3. Cluck twice to open selected � I ;j4 il document. �� = p t v l l Ala - - lI ill 4 ` SAVING A DOCUMENT TO THE }I a HARD DRIVE: 1. From the pull down menu, click on File and Save As, j ®* ' �`. 2. 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