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HomeMy WebLinkAbout2013 Strategic Planning Retreat - Huntington Beach Public Li C I T Y O- F H U N T I N G T O N B E A C H STRATEGIC PLANNING RETREAT 25 January 2013 * Huntington Beach Public Library Marilyn Snider, Facilitator—Snider and Associates(510)531-2904 Gail Tsuboi,Recorder—Tsuboi Design (925)376-9151 MISSION STATEMENT The City of Huntington 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 • Community involvement • 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 ® Enhance and maintain public safety SITES FOR THE NEW SENIOR CENTER REQUIRING FURTHER STUDY Selected by consensus of the City Council members NOT IN PRIORITY ORDER ® Proposed project site ® Rodgers Senior Center remodel Park,Tree and Landscape Yard NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT Monday,Jan.28,2013 City Manager Distribute the retreat record to attendees;place the city's Strengths,Goals and Objectives on the city website. Within 48 hours All recipients Read the retreat record. Tuesday,Jan. 29,2013 Management Team Review the"Internal Weaknesses/Challenges" and (City Manager-lead) "External Threats" lists for possible action items. By February 15,2013 Department Heads Share and discuss the Strategic Plan with staff. At the Feb. 19,2013 City Council Present the updated Strategic Plan to the public. City Council meeting (Mayor-lead) April 1,2013 City Manager Report to the City Council on the feasibility of the three Building and Planning Dir. top prioritized sites for the Senior Center. Community Services Dir. 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 and post on the city's website. August 2,2013 Mayor Strategic Planning Retreat to: (Friday) City Council - more thoroughly assess progress on the Goals and 8:00/8:30 am-4:00 pm City Manager Strategic Objectives Management Team - identify new Strategic Objectives. 2 S.W.O.Te ANALYSIS Strengths—Weaknesses-Opportunities-Threats STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF HUNTINGTON BEACH SINCE THE JANUARY 27,2012 STRATEGIC PLANNING RETREAT Brainstormed List of Perceptions • Council adopted a balanced budget • Moving forward with our Beach-Edinger Corridor • Made 4500 ocean rescues • Graduated 80 new CERT volunteers • Developed a mobile app for the city's website • Planned,designed and constructed over$25 million in infrastructure improvements • Automated our hazardous materials disclosure reporting with local businesses • Successfully transitioned Sunset Beach to Huntington Beach • Most passports(3500)processed in five years • Approved entitlements for Pacific City • Obtained approval for$4.25 million in grants for streets and bridge projects • The Fire Dept.achieved over 99% customer satisfaction rating • Educated the public on Living with Coyotes • Facilitated major improvements at Edinger Plaza and Beach Atlanta • Two employee events at no cost to the city or taxpayers • Received a clean audit opinion from the city's external auditor • Proactively responded to the King Tide incident and Sunset Beach(again) • Received City Council permission to move forward on the anti-bullying program"Be a Buddy,Not a Bully" in all schools throughout the city • Fire Dept. completed 6706 life-safety fire inspections • Approved expansion for Waterfront Hill • Maintained the city's$180 million investment portfolio without any losses • Successfully negotiated a reduction of payment to the state from$31 million to$4.8 million • Library had over 57,000 hours of volunteer time for the second year • Managed a 4% increase in calls for Fire and EMS service;topped 16,000 • Successfully negotiated with Moody's Rating Agency to avoid a downgrade of the city's AA credit rating • Received recognition from the Orange County Business Council for our environmental sustainability efforts • Upgraded and enhanced the Library's public computing and printing systems • Completed the Blue Ribbon Committee Street Assessment District and made recommendations to the City Council • The Fire Dept. implemented Peak Period Ambulance Service during the summer • Successfully defended the city's annexation of Sunset Beach • Successful city events,e.g.,the City marathon,US Open of Surfing • Successful sales of fireworks benefitting local charities • Maintained our reputation as a Safe City • Received an Excellence in Budgeting Award • Hired three new police officers • Completed improvements at Edison Park • Received recognition for our updated Ten Point Business Plan for the second year • Successfully completed our election • Defeat of Measure Z,saving the city$4 million • Renewed multi-year vehicle contract with Toyota for marine safety 3 • Implemented a new commercial recycling program • Completed an evaluation of the city's Emergency Vehicle Traffic Signal Preemption System • Updated the long-term Financial Plan • Employees received recognition by several non-profit community groups (e.g.,the American Red Cross) for their community service • Received designation as Tree City USA for the 10th consecutive year • Removed over 2 million pounds of trash from the beach • The Fire Dept.provided over 100 community and school programs,presentations and fire station tours • Established Team Power for the benefit of positive employee activity • Increased,through negotiation, the amount of PERS pick up by city employees:$3 million over a 5 year period • City Council adopted a revised Hazard Mitigation Plan • Recommended to the City Council a pre-payment plan for the outstanding Public Agency Retirement System(PARS)recommendations • Conducted an online staff training assessment • The Library circulated over 900,000 items for the 4+h year • Council increased funding for three additional police officers • Broke ground on Vans Skate Park • Senior center completed a Supplemental Environmental Impact Report(SEER) • Over 35,000 participants enrolled/participated in Parks and Rec programs • Facilitated the opening of Costco • Circulated Google Chrome books at the Library • A mobile payment phone app available for paying city bills • Installed free WiFi downtown • Successfully approved a compromise on development impact fees • Implemented a"permit status view' on the city's website • Achieved a certificate of excellence in financial reporting for the 28th consecutive year • Issued over 8,400 building permits with a total building construction valuation of$190,992,000 THE CURRENT INTERNAL WEAKNESSES/CHALLENGES OF THE CITY OF HUNTINGTON BEACH Brainstormed List of Perceptions • Not enough staff to meet overall customer expectations • No meaningful pension reform • Challenge of dealing with the dissolution of Redevelopment • Outdated computer equipment and technology,including mobile apps • Prevailing culture of infighting • Many outdated and defunct ordinances are still on the books • Unlike other OC cities,Huntington Beach residents are still paying a pension tax • Deferred maintenance issues • People struggling with change • Future of legal fireworks left unresolved • Reduction in funding for city services • Friction among Council members • Insufficient time to respond for requests for information • Bicycle Master Plan yet to be completed • Budget uncertainties • Reduced public safety services for the Police Dept. • Low morale • Difficulty managing the public's expectations due to reduced staff • Not maintaining the technology infrastructure • Competing priorities 4 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE COMING YEAR Brainstormed List of Perceptions • The governor finally realizes that there is a debt crisis • State mandated pension reform • Improved economy • Housing starts are up • Renewed interest in volunteerism • Increased funding for development projects • Lifeguard TV show featured Huntington Beach • Gun control • Current low interest rates • Changing demographics • State proposing a balanced budget • Nation recognition of climate change • Balanced state budget with no cuts to local government • Anti-bullying topic becoming more popular • Positive exposure of Huntington Beach through our Visitors and Marketing Bureau • Increased positive media exposure of Huntington Beach • Continued focus on clean energy • Possible increase in infrastructure funding • Less illegal immigration • TOT(transient occupancy tax) is up(above recession levels) • Sales tax revenue is up • Continued success of Surf City Nights • National health care reform • Power plant upgrade EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE COMING YEAR Brainstormed List of Perceptions • Cyber attacks • State Department of Finance • Rising sea levels in low lying areas • Increasing frequency of national disasters • Earthquakes • Decrease in property values when interest rates go up • National health care reform(Obamacare) • Increased lawsuits • CalPERS investments • San Onofre nuclear generating plant problems • Power plant upgrade • Gun control • Increase in the number of workplace and school mass murders • Lack of a good mental health care system • Increase in visitors to Huntington Beach • Decrease in military presence throughout the world • Unstable political environment around the world • Electrical grid challenges • Vulnerability of drinking water sources • Aging population • Increase in violence • Mental health issues • Unstable economy nationally and internationally 5 STRATEGIC PLAN ELEMENTS Marilyn Snider,Strategic Planning Facilitator * Snider and Associates(510)531-2904 "SWOT" ANALYSIS Assess the organizations: --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 6 CITY OF HUNTINGTON B E A C H SIX - MONTH STRATEGIC OBJECTIVES 25 January 2013 through 15 July 2013 THREE-YEAR GOAL: IMPROVE THE C/TY'S /NFR4STRUCTURE WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. Feb.15,2013 Public Works Director Provide the City Council with the results of an updated needs assessment of the city's Storm Drain System. 2. April 15,2013 Public Works Director Conduct a public meeting to receive input on the draft Bicycle Master Plan. 3. May 1,2013 I.S.Director Provide a report to the City Council on the PCs and laptops that have been replaced since the end of 2012 and a timeline and the cost for the replacement o the remaining outdated PCs and laptops. 4. May 1,2013 Public Works Director Prepare and present to the City Council for review and consideration a proposed plan for conservation(tiered)water rates and an implementation plan. 5. June 1,2013 Planning and Building Prepare and present to the City Council for action a work program,with costs, Dir.—lead,Public for a comprehensive General Plan Update,which includes a Climate Action Works Dir.,Asst.City Plan,to comply with state law. Manager 6. June 1,2013 Public Works Director Develop and present to the City Manager for review a work plan for a City Facilities Needs Assessment to address maintenance needs. 7. June 15,2013 Public Works Director Develop and present to the City Manager a work plan for a Harbour Dredging Study. A THREE-YEAR GOAL: ENHANCE ECONOMIC DEVELOPMENT WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. May 1,2013 Asst.City Manager Update the 10 Point Business Plan and report the results to the City Council. 2. July 1,2013 Planning and Building Complete processing of the zoning entitlements for the Edinger Hotel. Director 3. July 1,2013 Asst.City Manager Provide an updated Post-RDA Economic Development Strategic Plan to the City Council for action. 4. July 15,2013 Planning and Building Complete all zoning entitlements for the Pacific City property. Director FUTURE OBJECTIVE Asst.City Manager Secure a willingness from at least two sponsors for branding opportunities (e.g.,naming rights,facility sponsorships)in the City and make recommendations to the City Council for action. B THREE-YEAR GOAL: IMPROVE LONG-TERM FINANCIAL SUSTAINAB/LITY WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1, As the MOUs expire Asst.City Manager and HR Negotiate contracts with a goal of full employee pickup of the Director,working with an employee share of CalPERS costs. outside labor negotiator 2. March 1,2013 City Manager and HR Determine the Council's parameters regarding employee bargaining Director,working with the groups'contract negotiations,including a review of the goal of City Council eliminating the retiree medical subsidy for all new employees. 3. June 30,2013 Finance Director Review the Financial Reserve Policy and recommend changes,if needed,to the City Council for action. 4. July 1,2013 Finance Director Update and present to the City Council for action a Five-Year Financial Plan. C THREE-YEAR GOAL: DEVELOP, RETAIN AND ATTRACT QUALITY STAFF WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. March 31,2013 Council member Jill Hardy- Research Council meeting decorum policies and bring recommendations lead,Mayor Connie forward to the City Council for consideration. Boardman,City Clerk 2. April 30,2013 City Manager Review with the City Council the organization of city departments. 3. April 30,2013 City Clerk,working with the Conduct one low or no cost fun activity for staff. Power Team 4. May 1,2013 HR Director—lead,City Clerk, Recommend to the City Manager a department head and management team I.S.Director building activity. 5. July 15,2013 HR Director,working with the Host one employee service award recognition activity involving staff and the Power Team City Council. D THREE-YEAR GOAL: ENHANCE AND MAINTAIN PUBLIC SAFETY WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. April 15,2013 Community Services Dir., Submit to the City Manager a recommendation for appropriate placement of working with the HR Dir. marine safety within the city organization. 2. April 15,2013 Community Services Dir. Develop and submit to the City Council for information a plan to provide adequate marine safety services during the summer. 3. April 30,2013 Police Chief,working Prepare and submit to the City Council for information a plan to enhance with the Fire Chief and in safety and security at Huntington Beach schools. cooperation with the school districts 4. April 30,2013 Police Chief,working Develop and present to the City Manager a Non-Sworn CSO(Community with the HR Director Services Officer)position to do some tasks currently done by police officers. 5. April 30,2013 Police Chief,working Develop and present to the City Manager a plan to recruit and hire personnel with the HR Director to fill all vacant funded police officer positions. 6. July 15,2013 Fire Chief,in coordination Develop and present to the City Manager a plan to pilot the use of an with Metro Net Dispatch automated vehicle location(AVL)system to deploy ambulances. 7. July 15,2013 Police Chief Present a report with recommendations to the City Council for action regarding the impact of alcohol sales and consumption in downtown Huntington Beach. 8. July 15,2013 Fire Chief Submit to the City Manager an evaluation of the potential to regain the Fire Department's Insurance Services Office's Class I rating. E CITY OF HUNTINGTON BEACH - -. - Rq Budget Update and Discussion Strategic Planning Session Table of Contents ❑FY 2012/13 Highlights ❑FY,2011/12 Year-End Performance ❑ 5-Year Long-Term Financial Plan 1 f FY 2012/13 Highlights FY 2012/13 Adopted Budget ❑ Adopted All Funds Budget totals $294.7 million o Decrease of 4.6%from the Adopted Budget FY 2011/12 ❑ Adopted General Fund Budget totals $186.2 million o Increase of 1.4%from the Adopted Budget FY 2011/12 ❑ Adopted All Funds Budget includes 960 FTEs 0 230 positions eliminated or defunded since FY 2007/08 o Over the past five years,almost 1 in 5 positions have been cut s 2 FY 2012/13 General Fund Proj ection Projected General Fund EXpenses� ''e �h'i, $11�182 7 R Encumbrances. 3.5 Estimated'-,General Fund Expenses. $186 2 Estimated General Fund^Revenue $186 6' _..-< .. a 4,,: Elni stimated FY2012/13.G"eneral,'Fund Challenge $0 4. a re ® o a FY 2012/13 Potential External Challenges ❑ Disallowed Items-Recurring Costs o Annual Emerald Cove Bond Payment $ 405,000 o Housing contract and legal costs $ 105,000 o Legal and consulting costs $ 356,000 o Shortfall in ROPS III Payment $1,054,758 TOTAL: $1,920,758 ❑ Other Potential Dissolution Issues* *Transfer occurred before enactment of-4BIX 26. 5 3 FY 2011/12 Year-End Performance (Preliminary Unaudited) I L S C dt i' � 14 1 Rld Big 'ls' � January t �� FY 2011/12 Year-End Performance (Preliminary Unaudited) .i.';M, `':'� sa .57 c,.=:,��a.-a...� -_u:, , ---_-1�olA f y.' p^.�'•9ui°PAY-' - ❑ General Fund recurring revenue: $186.3 million ❑ General Fund one-time revenue: $2.6 million ❑ General Fund expenses, liabilities and set-asides: $187.1 million* ❑ Itemized Set-Asides: a $1.7 M to CIR to fund capital improvement projects in FY 2012/13 o $1.9 million in disallowed items set-asides Results in year-end balance of$1.8 million or 0.96% of the General Fund *Excludes S5.97million of Land Held for Resale transferred back to the Successor Agency. 7 4 FY 2011/12 General Fund Balance (Preliminary Unaudited in Thousands) Economic Uncertainties ;' ;23,185 24 985 24985t++. Equipment=Replacement 6,913 6,913 6,913 ' Capital Improvement'Reserve' to .4,270'" 5,970 j : 4;270 PARS Obligation!',. 4,649. 4,649 3,062 Disallowed_Items r - 1,920 c, Litigation Reserve-- 900 900 900-- C7ther Fund Balance* 8;661 8,661 8661 Total Fund Balanee**-.,, 48,578 53,998 48,791, *Includes Pre-paid Insurance,Nan-Spendable and other Restricted Items. —Excludes Land held for resale of55.9 million transferred to and from the Successor Agency. S 1w 5-Year Long-Term Financial Plan 5 Long-Term Financial Plan Ass um tions ❑ ,General Fund revenue growth given improvements in the economy ❑Aflcrcased spending for infrastructure as needed to comply with the 15%infrastructure Charter requirement ❑ An additional$1.0 million for Equipment Replacement each year through FY 2015/16 for a total of$6.0 million ❑ Outstanding General Fund bond issues remain at$50 million ❑ No service enhancements b<-Neutral labor cost adjustments ❑ No improvement to funded status of City's retiree benefit plans ❑, No additional personnel added to Table of Organization ❑ No immediate savings related to PEPRA io Long-Term Financial Plan -= Expenditure Requirements ❑ General Plan Update —Up to $1.0 million ❑ 800 NtHz Radio System ❑ Dismal 0.14% Ca1PERS Return Rate for 6/30/12 ❑ Scheduled increases in future Ca1PERS rates 6 3 MOU Contracts i 1 d yy-��. pyp a� XX 1 7 qq pp i 1 a.{'.� .rvT4•, r���'II�IhV'uO MEO°` 12/20/06-12/20/12:: 6.75% " FMA 07/01/08'=109'/30/13 16i75%" ". HBFA* -09/25/07-09/30/13 6.75% MSMA 10%01i11:,;,09/30/13'6 125°l° ,MEA 07/01/07-06/30/13..- 4.25% m: POA: 04't01,/06 09/30/13% , 25% PMA" 07'/01/06-0/30/13'- ='4.25% SCLEA, 01Z017/07-06/�0/13`; _ ' 3:75%(PARS *Provision will sunset to 2.25%. 12 5-Year Long-Term Financial Plan -I (In Thousands) F . -__--., �._ � -�+.. _-��a'c l��,.�.r•��..; �' ! - ter' •i Salaries and Benefits f$130 6p, 11316 �$135 3 r '$1377'1 $1 19i 8 Opetatmg $45 6"y' $48.0 `$47 4 •$479 $48.4 �iInfrastructure ii $3 0.�� $4:OX $5 0 �� f$6 0 slr - $6 0 x 4 Equipment $3 0 v $1'0 '" $5 0 $6 0 $6 V Non Ope�ating 'u��illi $4 0�,;��� $4"0 i' $3 Totals • $186.2" _$192 6 $196 6 ,` $200 0-. _Mil Win?0"I 1AN ,v' Gene al Fund Balance Qver/(Under)`; $0 4"- $0.5 $0 6 $0 - $O S - *Includes use of PARS Reserves for remaining three years of annuity payments. 13 7 SUMMARY ❑ The General Fund Budget is balanced in the near term ❑ The City's multi-pronged approach has succeeded by: o Reducing spending across all areas; o Restructuring government; o Negotiating greater employee concessions; and, o Maximizing revenue through economic development. ❑ However, external challenges still remain 14 CITY OF HUNTINGTON BEACH S , y Budget Update and Discussion Strategic Planning Session r+il'INI,�2 xR W- 4, J lnu4 j ffi_ 5 _ 8 Senior Center Alternative Sites Fact Sheet • • ° • • • • k Ez�Y eJ ;� �7� � R>€,i. " 'I� � 'fM:' x ✓' j h ' `'..4. �. r'. € S. 'a S - �:,t• �` s" :� �' ,� n� dlrl ,ilfilffff tion �' - A Yes Yes Yes Yes Yes Yes • (requires amendment to Central Park Master Plan &GPA) r aa' ` Vas Yes Yes Yes ,x Yes Yes .yY 3 � • . contarnination,flood zone, requires aMendrnent:to Central • r°'^ .. �`� �,.- x ��,4:� �a�t � , `zaw.?� � a f a.i� m � A�-� s s� > 'fit .:x 1*'ek ,g'F at t� --a ', .- •A,��:r �' ; s€ar �, UYP A z x wa' : tF Par €.. k Master Plan &GPA q .a �„Z� ,f�- 3'• ab t ^A • ® • - Yes Yes Yes2 Yes Yes Yes - (requires multi-story, subterranean development) • �E `" K6, '°£i. _., r'a K Ern "+:�n, ,�, a ✓z, ,.:>*� �o- ^R* mom, t No No x Yes � AeS , Yeses :.a3,k,. � M a '' " ^'�.a g, `i t ,.''• �,'� - h'' y '; k �+' t c ..,�i•.� 'a`� > z ,az "'::'t • • • «,.3�s 's`�"„i a� �' d: �, ".. �r �� �'a9 c -# Y E�t> f (.. I P � - �.r�'�ra-,a: `:.,'R.���;L" r�€.:'.;Z,ew "�,s�,'K�, ,�t F���� '�'°.r* a-...,e`� ;��`s,�: t � 2� F.. 'k E..� '� •. r R ,s,, 2 s"-,�^�s u e� �.3 .tom � ,� tl � �,`� .,�;.:.. �z ,. _;,.;,� �,�, `- 1 Measure C,SEIR,CUP and GPA completed in 2012. 2Not required if existing building footprint is maintained. City Council Strategic Planning Retreat 1/25/13 United States Lifesaving Association �a PO Box 366 •Huntington Beach,California 92648 G Tel:866-FOR-USLA(866-367-8752) www.usla.org B.Chris Brewster January 11, 2013 President Peter Davis Vme-President Mayor and City Council Nikki Bowie Huntington Beach City Hall Secretary 2000 Main Street Rob Williams Huntington Beach, CA 92648 Treasurer CharlesHartl RE: HUNTINGTON BEACH MARINE SAFETY REALIGNMENT Executive Delegate Tim Gallagher Honorable Mayor and City Council, Advisor It has come to my attention that you will soon be considering realignments to Bert Whitaker the organizational structure of your city and that an aspect of this discussion will Liaison Of Dr.Peter Wernicki be the positioning of Huntington Beach Marine Safety. I laud you for MedicalAdvisor considering this important issue as part of your review. John"Chip"More LegalAdvisor A number of beach lifeguard organizations in the United States started out as part of public safety departments, whether police or fire. That was the case in Huntington Beach. Others began in parks and recreation departments. In the middle part of the last century, due perhaps to government consolidations, it became most typical to find beach lifeguard operations in parks and recreation departments or in other departments lacking a public safety focus. Over the past 15 years, this has changed markedly throughout the US. As beach lifeguard operations have increased their professionalism, along with the volume and complexity of emergency cases they handle, and as the importance of safe beaches to local economies has mushroomed, beach lifeguard operations have become recognized as a public safety function, rather than a recreational function, and departmental alignments have changed accordingly. Just as police officers regularly interface with fire departments and EMS services (and vise-versa), marine safety personnel now regularly interface with all three, and in some cases act as scene commanders of major incidents. Their success may ensure that lives are saved. Their failure may mean that lives are lost. This requires an administrative skillset and focus that is not common to parks and recreation administrators. Thus it has become increasingly uncommon to find beach lifeguard operations in parks and recreation departments. SUPPLEMENTAL COMMUNICATION Agenda Item No. The ideal alternative, from the perspective of many lifeguards, is a separate department focusing on beach safety. This approach recognizes that like police and firefighters, lifeguards have unique skills, responsibilities, equipment, and training requirements. The other common options involve making lifeguards part of a police or fire department. Each option has pros and cons. I have not heard from any lifeguard now in a fire department who would prefer to revert to a former location in a parks and recreation department. Many benefits are cited including a focus on public safety, emphasis on training, and enhanced community respect, which translates to improved morale. There are issues of concern commonly raised however. These stem, in part, from the reality that the fire department culture is sometimes insular, personnel scheduling is markedly different, rank structure is unique, there is a focus on response rather than prevention, and some firefighters have sought, sometimes successfully, to take over lifeguard duties. This latter situation has obvious morale ramifications. The police alignment option may avoid some of these issues in that scheduling is more similar, rank structure is similar, and certain cultural and deployment aspects are similar. For example, lifeguards normally patrol and respond individually or in pairs, rather than in the larger teams common to firefighters. Police are also typically uninterested in broadening into lifeguard rescue functions. As well, lifeguards and police patrol the beaches together, particularly at high season, so positive working relationships tend to exist. This alignment however, requires an acceptance by lifeguards of aspects of the police culture, which may include full level background investigations for full time personnel. It is perhaps best suited to marine safety agencies where the personnel already have arrest powers and responsibilities. Clearly, you have many issues to address when you consider realignment of your marine safety group. I would respectfully suggest to you that whichever option you choose, beach lifeguard operations have often suffered in a wide variety of ways when they have been attached to departments with dissimilar foci and a lack of expertise in public safety. Your marine safety group has an extraordinary history that is literally recognized throughout the world. I encourage you to consider your options in context of helping them maintain and burnish that reputation. Sincerely, B. Chris Brewster President 2 �:�457aj_,t AI�4/dp/3 Huntington Beach Marine Safety Management Association Honorable Mayor and Council Members, 1-31-2013 As you recall, our presentation last month illustrated the fact that marine safety service has been compromised over the past 23 years as a division of the Community Services Department. As one of the three safety services, we believe that a Beach Services Department (Marine Safety, Parking, Maintenance and Events/Permits) will best deliver quality marine safety service. As an alternative, we recommend a stand-alone Marine Safety Department. Under either scenario, the Marine Safety Chief would serve as Department Head to best represent Marine Safety and establish a direct line of communication with the City Manager. This direct line of communication, the same with the Police Chief and the Fire Chief, is so critical that it should not be filtered. A recent example illustrates this point. None of the Marine Safety Chiefs newly proposed goals were adopted at the Strategic Planning Meeting. Specifically, the goals the Chief submitted were: • Determine feasibility and necessary steps to create a Beach Services Department. • Restore "hours of operation"to provide lifeguard service for all hours beach is open. • Marine Safety to provide lifeguard service in Sunset Beach area beginning Oct. 2013. • Restore and fill "frozen unfunded" position. • Develop long-term plan to provide adequate permanent staff to provide service to all areas within jurisdiction. • Create a budget credit or budget reserve system to guard against economic challenges caused by loss of sponsorships. As previously mentioned, none of these goals surfaced at the Public Safety Committee meeting. Instead, the two goals that emerged for Marine Safety were: • Submit to the City Manager a recommendation for appropriate placement of marine safety within the city organization. • Develop and submit to the City Council for information a plan to provide adequate marine safety services during the summer. The distortion of the Chief's goals emphasize why we felt it was necessary for the Chief to represent Marine Safety at the Strategic Planning Meeting and in the future as a Department Head. For this reason, we feel it is critical that he be included as an equal partner in the upcoming marine safety study. The resolution of these issues could be the difference between life or death at the beach. Thank you for your attention to this matter. Michae,S. 3arCtett Michael S. Bartlett, MBA MSMA President 714-345-5792 P.Q. Box 60Z Huntington Beach, CA 92648