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FY 2013/14 Year-End Performance (Preliminary/Unaudited) o FY 2013/14 Fund Balance Recommendations FY 2014/15 General Fund Overview * Unfunded Liabilities Update * Police Officer Staffing Governor Brown's FY 2015/16 Budget Highlights Next Steps 1 4 a 0 1 41 YEARS 0 F--SURFING I'll,iiiiiiji ... HU NT ING TON 8 L H! CAAC z" 01j"I'l- e r®,' x 4d Performa nce: v 1 4 -2 0 1 4 1 OYEARS OF SURFIN(dl- T HUNTINGTON BF�CH A M N& inary / u, nauditect) ............................ r'-�'ITP!I I P Up M 4� JET, is��A M t zm� u�e 16, ER `2 MO-_ all HIM IRS F)M;15 VL=­ "a 'y..'.Eivenditures "Actual Citywide Departmental Expenditures $191.2 2:"N.4 W 1`4r8 e atftructUr iffi&Tr r g�et �'4 N� ,,Workers' Compensation Transfer $1.2 CO:-, 40 R -kq­_j_� 'let,n TYP A 25 xfe itu"f&I Total''E" III Set-Asides � hgkgna: �Mft 'NIMA Mi �4View Replacement. 1 I $0 W ®Citywide Encumbrances $3.1 ............... �,V d 'R IS*Totaf:�(Expe fidit" e &SiA-AsidesV *This amount is only an estimate and is still subject to change based on final adjustments by independent auditors and GAAP rules. "Funding is derived from separate"Automation Fee"collected in the General Fund from development projects. N MN7'NM lu 4�: 4 Ii 2M wj v FY2 314G A F �WT7- AIN ............ .............!!!!!!!!!!!!!4r�a'�.^..,.,w "7"�^r 8 �',.wd.5.m l.....e. ,.. ^^. dy.._wa^.�.. '. .^_,..J4 1 TIE 1, C ........ Jai ,P­JY$J�� 'Ug RLIA 4jZ*JFN, enera n ne-_ ime ev nue- :IN 4 Total Estimated GF Revenue* $204. 7A P; 4.9 Ye S. S im *This amount is only an estimate and is still subject to change based on final adjustments by the City's independent auditors and,GAAP I rules. end fund balance is one-time in nature as the following year's budget, FY 2014/15 has programmed this available 9, ndifig intorecurring costs. ........... ................ ................. t. . ..... ........................ IL S 41: =I F-Yk- 2-- 013/14 General Fund Aa 11166Y1 LA2 R01S4 OF SURFING HUNTINOTON BEACH CA Fund '0'21auce ecarmm. endafil - , 10111 III - pill MW CIA;" MA 212 LAIDeposit $ 1 .0 million into the Workers" Compensation Fund to begin a I O-Year Plan to eliminate the $ 10.5 million liability 0 Deposit $ 1 -0 million into Economic Uncertainties Reserve to help meet Financial Policy and maintain City's AAA credit rating U Deposit $ 1 .0 million into CalPERS " I = 5" Plan for Safety u Transfer $2.0 million into the Retiree Medical Reserve to pay off Miscellaneous unfunded liability (avoids $800k increase in future) 0 Create a PERS Rate Stabilization Fund of $900k to plan for steep increases in employer contributions starting in FY 2015/16 liii:i-L qg 40rei I ISIA 2MIII or 3114 Guie, F, d VY 2 1I. i�B 11- nl X ad E d F uuwlwumuumuuutilium�Elll ..............I I I NNI= ............ * Option A Use entire one-time Fund Balance to fund Economic Uncertainties Reserve El Policy: Two months of Expenditures — $35.0 million * Current Economic Uncertainties Reserve = $24.0 million * Current Shortfall = $11 .0 million 13 Revised Shortfall = $5. 1 million * Option B Assign the estimated one-time available Fund Balance to the following: V! Eliminate/Reduce Retiree Medical Unfunded Liabilities (Misc Only); or Cut Workers' Compensation Unfunded Liability ; or Adopt CalPERS "1 = 5" Plan one year early nll111111,111 1'"' V HIP—qN1ffM9NLL`..P WV FXI 7N il, P 31 W, MD i:_ a! -1 jum lf�b U-S.A ........... 4 71 a �i tpw:Ulv�; X.73 -w;__0�1,4 3� `WV_4C `4ff " , -- S , �`''I� -�'' ­'L Mb v �,7�-wi. ........ -,w i::: Fwn :V goo 900 900:, g n Reserve Liti atioi: R` 6 12—aamny,_Fi � ' ! ffl._ KA ' A- - -A -W� X , r% � 8 , 1;, , -- ' 4 , .8295 F9901 0i� AA-e I ep1aq6hbhVVP A28 � 9 a� kedeve opm - 323' 323entDissojution 323 , I " zz v 4 p ire6" t d I� 69 R si G&h6ra i - J P1an Md 720 Y 720, 720 RAR-4 0 J, N -4, AR,04 �E61,864 a Ng-Vt V;­ P� -------ti e-.f�j&t_91R&9er,v. 7 YX6 T l-11-i-a VAlf" Ag J2 � Sehior-Centef 2pa -111 2 - ---W-­ 2,000 31"L-11 1 - _ I - W­NN .9 : 51- L " 3_Oh&E4UM ­ %50c1 A0 A ff v A 7� - IBAMCe Otherr Fund 1 8, 924 IN 197 - ,- —8,924 0 1i I I A _ - -`, , V- 1,669V52 VW a Does not yet equal two months of General Fund expenditures of$35.0 million. **Includes, Pre-paid Insurance, Encumbrances, Non-Spendable and other Restricted Items. FY- 2014/:15 General Fu.od lRadge 1Oo YEARS OF SURFING IL HUN`nNGi7 N BEACH CA Overvi-lew - IIII!plglm� 10 " I' 1il p I I�lll���llllllllri����ul,,�� � IIII�� I�Ililf I,I Ire t Ipll� � f PI,IhIIVpyryl� ,_�iu ............ �uc�M: f 7- �1 nera ll�F lip lil 5�ip' 20 41 Ge I F d 0 -1 t Ov 777777�77777T777777 A - TySA �g` 21 Inz 1:J." 77Y PT 40%, Ite 9 :'; mor en er; 1, 5 Lenard FY,2'014/,15 :U eservesfs'&` -----------Gr '­-----------3�p Preliminary Unaudited and subject to change. 09-1 el: illillilljlllll -SLAW Awl-0 eli MoA' P 50 s ..................... W A.- W T, ZU UO _U I )JAI 5Ukd t H I t III, W I!U�..­7 7- TT n.:nw..n.. �T :TV] -w Ett-P Planning and Public Works City Treasurer Building $21,924,035 Fire 10%--- $43,763,879 $6,810,846 3% 21% Non-Departmental $33,219,873 � 5: el, Y Information 15C Services $6,621,174 3% Tsz .................... Iff Ij�,IJJJI�Ir Libra ry Services- $4,491,215 2% TV Human Resourcesj $5,325,718 3% Police $67,269,505 Finance------- $5,435,631 32% A J 3% Community City Manager Services $2,113,676 $9,212,014 City Clerk 1% 1% 4% $926,561 City Council City Attorney 77 $258,678 $2,378,513 0.1% 1% 1,77 IIII 0! 'IAOil ITO T pT,� �7 R�1111 ­­ 12 -.,� . �i% 1—M—w MF:M 'Mff, r-M 7W�V A A .2 To M wi�:M M Kilbhd� J X Els Q 77777771 C111 M E ----------- V� -.,,VAOJ_54-��i ------------- 0, r��Tz Y!YU _P --- -- --- --- -�yi7�7 ��Q`--ik `1?,`9/30/201-5GUq-- OA,H R,,`-4k - -----1, 201`10W 1� I F_ U0 %: :i,HBFA 121'.00 9/3 0/201:5 1,057 26,088 If Q V V _0 J 1: T313 1_/20 5 323 kfa,�A----- --- . I�J _2 M,V-,)MY 2 3'i�' i12,06i z M it�L 1­4� 4 PMA, 12.00 �3/11i/20i6�,4­ 569 3,405 qii- - -- --- 4"K �Ii ;:,P q3 HIM- MW* is 6 0 0)i$',0`_J::: P� 30/2 15 Jfl:: �_­ .1___­.111__f4&­--P, __ __ M �k � _�.00 NA N/A 63 718 AI .tV :T PO: I RINI , - IT t -W 0 P _4�: 1,U1,1, 793 ­ Siref� k A K ; 4 ---------- _ M! J40M M gt _ ' ' ex NX 1, ,40175 � f146 --43523 K M J ­ � w N &1Y4 ME -50 201 10 �974 8,3 01 spafflj A, -----------------------------—------- 74--­"Ar­�----19-1-1 E__327V­W�__R V­W,-,D­ ---Q913041; --- ---- 4� J4,829 1;J RA:: Al M_ 0: IF- Z 1�1 00�V 3,202 133,' NA 1 1100-L N/A A— g 10� M : ..... . �V CAI 8 4n � n S_5!5 V. A N D g A_li`l T $144 917.25" P 1,651 , 648 otal *Excludes 30 defunded positions and 30 Ambulance Operators. A� AC ontract costs are trending higher than budgeted amounts due to conservative projections. 10 V- **All Funds IIIKIN 13 6,111MA'i W 111: t d 4 M&�3 : 3 II s. _ W- leo' Al W Year -Over-Year Change $170,000 5,4% 8.996 $160,000 _:___ ..m._.... __.:.__........._.._..._ o r 2.5% -0.6% ° $'150,000 ri* , . I -4.3% v 1 .0% $140,000 1 14'3 FfEs f li c -- — -- -- �- i i c j a $130,000 c —12.3% 977.25 FfEs 10 $110,000 - FY 08/09 FY 09/10 FY 10/11 FY 11 /12 FY 12/13 FY 13/14 FY 14/15 Personnel Costs .:.....Funded FTEs IIIIIIIIhu IliI�IIV `— 6V4fih 'Y^ all Illl *Data reflects ALL Funds is �III� ,Illlllhlh VI ql Illlllllll'I�Ilrulllllll ° �mlµ, ,% iulv,uillllp ^Igiu6qui itla�, 14 ev i _ r r ab 100 YEARS OF SURFING HUNTINGTON I3I_ACH CA 1 III i1jf II IIII III II>II 9��IIII� �I��Ik, �;n ill 15 u .................I.... ...........-1 1, 'OU WYE, ;'A P "Iffim RX, 4"t I NU D iW . ....... . M I Retiree � e icai� 2-estr F-605, 6 ff,,as`6 Retiree Medical (Safety) 8,924 66.3% "25 to 10" Plan 10 years Ui „ Retiree Supplemental g 'Ji years- '02' 16 10",Pf ... ....... 6 15,P 25 RS (S afe6),L�`,,,---i�, lafi��", i 1 .1 1: 5: AtAl 87-17,96 D,A.m U CalPERS (Misc) 120,430 73.0% Standard PERS Plan 30 years Ox 4, pq 4v 1010 01 " -4 5 n f0, 7TEa,, 'years' GRAND 'TOTAL,' 34893511 lx�i 16 w,u'I^ ^uu u _ Pil _ a IVA - %yy _ _ - _. [is !W', 4*4,9 2, - Xff h. I uuuuuuwuumuuu Funding History The Funding History below shows the recent history of the actuarial accrued liability, the market value of assets, the funded ratio and the annual covered payroll. Valuation Accrued Market Value Funded Annual Date Liability of Ratio Covered Assets (M1VA) Payroll 06/30/08 $ 439,686,649 $ 367,315,063 83.5% $ 36,791,436 06/30/09 478,817,737 269,345,286 56.3% 40,3831984 06/30/10 500,724,535 300,850,115 60.1% 41,015,122 06/30/11 531,801,028 3581742,166 67.5% 39,337,442 06/30/12 552,535,708 3501648,228 63.5% 39,240,590 06/30/13 5721118,304 3841321,834 67.2% 371376,061 _ I GIII -u'I III �Il��hlu IIIIIIIIIII illllh°111ir''r+ � _:� Ilil � 91�Ilp dhjl,IIIJII lu I'I I�I�s ' �Ip-_ - WON ' �r °��jVl II h �I n� m I�IIrlu� 7��I�klall 9 17 III �I�jVI I III I TM��IV111j I IIIII Vtl' �,� �Ip� Ili '` c��l Ili,a�lm I Im I L !ii9!'lipimm aii `I m �lillll PiiiVilP '!' IiiPli99mm mmmnfollild!1. 9mPlll ��alPal�ilmpppui�a��IVPiP � V! a SE 1 All - � _ s I f ! Employer Contribution Date History The table below provides a recent history of the employer contribution rates for your plan, as determined by the annual actuarial valuation. It does not account for prepayments or benefit changes made in the middle of the year. Required By Valuation, Fiscal Employer Total Employer Year Normal Cost Unfunded Rate Contribution Rate 2010 - 2011 16.525% 12.678% 29.203% 2011 - 2012 18.068% 16.128% 34.196% 2012 - 2013 18.293% 16.719% 35.012% 2013 - 2014 18.942% 18.639% 37.581% 2014 - 2015 18.715% 20.336% 39.051% 2015 - 2016 18.829% 24.140% 42.969% ill �II<<il Illuli�ll, r ,, � y 'IIfil 'illl�lllilp p s"', l r _�.fi�.wm�aa.,.d Mill,IN'ill��� u V! -� IIIIIIIIPi 8_ 1111 ill Il m +1P�w � I� iwc -�ivu�m� _ .. - - •� - moi n inmoio o iuuii uim oio io uu oipuo oioi uo�iiiioo�m,,,,,i,- gpqu. 4'IP._ —oioquoimnuupip,,._ _ iom!wn u�opiummiuuipi�wi�,o,�uu_s �uugi,u uu_,�gn�l,�ipgiunniiy� uuw umuwmmi -. � ,uWlw�u wxiu uuiu �!i .NI IPI _= 9 II PG 19� 07 �Ilm a --,J m o s ER, t w,' - ^ - �. -� a ,- c �,. P � tll _ 3 a y ..... ....... The City's CalPERS Unfunded Liability is $308.2 million* : Unfunded Liability (MV) % Funded Safety Plan $187.8 million 67.2% Miscellaneous Plan $120.4 million 73.0% Higher rates starting in FY 15/16 and FY 16/17 and beyond FY 14/15 FY 15/16** FY 16/17 Safety Plan 39.1% 42.9% 46.1% Miscellaneous Plan 21.9% 24.8% 26.7% a *Market Value Unfunded Liability based on Ca1PERS actuarial valuation for June 30,2013 dated October 2014. ICI **Actual rates for FY 2015/16,effective July 1,2015 came in higher than budgeted. Safety contribution rate budgeted at 41.2% �n I III IPIG!�IIIIppI1 15 and Miscellaneous budgeted at 23.6%. 1 I �, ulkl � 19 ', RENV g o 1 a x n I^ � I $60.0 (In Millions) 89% 3.5 $4 0.0 $19.6 � $3 0.0 _.. _ .0 1--- 15.0 1 M i s c { $13.3 r 1 „ illrl Safety 1 1 1.4 ➢11 ��Pr 1 IUIVW111,!' " lglhilfiN - 11, �1$n $ 0.4 ! II I 'IV@ ' Y$20.0 pIIIIIf,PiaJ1IIII -_ L 31u 4allVl'IIII'k''' VIIIIVif V111111 Ali^ '1I111'111111j7 P1110 �a.. VIIVIgIv„u " IlllulmlgWuI1V uu' alalp�+ isi y�luVl,11!Ir'�i IVII Vl 11 - - -= IIIII �IIIIINII�i lull'' V'llllllllll°i_II'' UIT VIIU'1 plalll�l�lll VII�IIIV IIIIIiI1V q�IV''1Vl�.' Y�I14��111111111' p111111'IG� �2 i WIN ill p� 11 i2z21f11 G,711R � Iul', u�'I__-._. AIIr 'As $10.0 _. df � r� Vu 111I2m0i A l 1 �I . lei' 11i1VGi �1 V 1111�1 -_,.__,... Imrtt�l VPi � 1 �,<� �I� �1111�IIII � 11h li+ VI r ap I�� II IIII Ipl 111C1 1� I�III1, �rlllll. �lllVlflll VI�1 IIIj11IIuI,, I� tIII hI�IIII(<I� IIIIII�fIVI� I ull ���,, i� 1 d� a � ITM� r'1111�iY�" yf1111111 uV711��� Ihl I r f mI �''' 11 p11m"ull �I Ilflh'i91 �Illr;'� uu;, . 111111!i11', � '�Iil,i1 I"r llilll "� � �1➢C� r"�° FY 13/14 FY 14/1 5 FY 1 5/16 FY 16/17 FY 1 7/18 FY 18/19 FY 19/20 FY 20/21 FY 21122 "Illllu' $26.1 $27.1 $29.5 $33.9 $37.7 $41.7 $45.8 $48.1 $49.3 611,,, Ir 11. *Amounts will be updated for FY 2014/15 Mid-Year Presentation. Does not include the impact of recently negotiated contracts. 20 �11 1 f .l rml n MW "aq W: Iff. qA Itz 'd is Ur t V. pp VR The table below shows the estimated projected contribution rates and the estimated increases for your plan under the five different scenarios. Estimated Change in 2014-17 Investment Estimated Employer Rate Employer Rate Return Scenario between 2016-17 2017-18 2018-19 2019-20 and 2019-20 -3.80/6 (5th percentile) 50.2% 55.9% 63.2% 17.1% 2.8% (25th percentile) 49.1% 52.8% 57.3% 11.1% 7.5% 48.3% 50.5% 52.7% 6.6% 1 12.0%(75th percentile) 47.6% 48.3% 48.1% 1.9% 18.9%(95th percentile) 46.5% 1 44.7% 1 40.4% -5.7% 21 Hill HuW M111 7=- 113k KM I.U "K;I� -77T77-77777777777777. k 'Pi -i;� :A 6:flT E j "Idr. I PRO .... . ..... t -4 '5��60 6 . 7.75% Discount Rate Change to 7.50% — No Phase In 1-90279000 S",',iAV3� 1. 1 Z �O 'D 'T4' Q�0007; ie -u ple. 7t , f, --, p b 6 1U J, U ---------- Retiree Medical "25 to 10" Plan 992005000 1 , _ A, R I 0q k� IT9 ---------- EIR.S 1, 5 Plan (S afet.11)' 5396805116 1322;," 6 o" i0ji Actual performance will be based on market conditions and actuarial gains and losses during the amortization period. V 52 NEW 22 1ic ol e ir Offi-ce affing" iov�EARg F SURFING �a On 23 .-- �.v� 11 7- I vkV C, Ali d Am 0 n x Total zFunded Sworn Uffic.ds�4- F 0 r2 12/13","' 7�207-0 - --------- 17" - f ,�F:,, ------ Additional 0 icers,- ,un,de--din,,-F,Y,207113/2014� Additional Officers Funded in FY 2014/2015 +2.0 -4 W �110 I, ow INN, 24 I I Ri 1111 W,IWK W. M mr, Irem tl of . hl DTAN AL LL± In January 2014, a new Objective was created to "Increase up to 10 new Police Officer positions" approach to fund any ap Staff recommends a multi-year, phased-in ap Police Officer staffing increases Staff will provide additional information and recommendations at March 2, 2015 Study Session on Police Officer staffing IW .4, 25 Golveraor lBrown 's 1 FY 21:0, 5/16, goo YEARS: loo,0 F t6E SURFING � OF SURFING CA d9hl9" - ,g : 91 , e, t H1ts 1 26 .02 '77MMOT U) C 9 F. Lj Maintain Long-Term Fiscal Stability $ 1 .2 billion to the Rainy Day Fund, for a total of $2.8 billion Eliminate Retiree Health Care Unfunded Liability, estimated at $72 billion by 2045 through cost-sharing labor agreements, saving nearly $200 billion $1 .2 billion in Accelerated Debt Payments zo Increase Funding for Education $65.7 billion to K-12 schools and community colleges rA Strengthening Infrastructure $478 million for critical deferred maintenance qII 27 DIN HL Next Stew I 1___.Jj February/March 2015 Final FY 13/14 Year-End Adjustments and Fund Balance Assignments March 2, 2015 — Study Session on Police Officer Staffing 0 April 2015 — FY 2014/15 Mid-Year Budget Update July 2015 — FY 2015/16 Proposed Budget Recommendations Xf III S�s .I IIVIII :!!!!lII....... ....�:,! 28 IN *Iryll II Ilu*I�,� I -'oy.;lu II I�Illi°� lry Inll I z_ a N �I�jl � y4 V!VI�I�N IuII IIuG ����IIIIIIII 1d� J@ Il ^ I IpVII'I ? ^u. 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Ili .� =ass- I6"„-.- .4 - �,. #'i'_-�w.' __3_, '� IpV I �IIII' P�IIIIh �,M1,I I n Ilr'llh�pIfII II �rI 'IIIIIIII � .� �II„�...„ �;�v. ,�I.- +✓{ - a — ._ -- ..�,3-�''e," ,��-'��_���-.. �,yr_ (III � ,II,:��,f�IMI,'II IpI IpI Uu Np-_'I �� �C�I�' i I�II� : ,�.-������I�II, a J,C�� T(III Vf�.�L�,,,.At N4��,---� -- p,,�,.„, l�r,w;r•�,�-_- -:II��,�a.�a(III 6.-.'.�.6�,I ,�, I� �;� III�I ---� - �„ .,�..,�,,..* r, @j'�= I�' �Ir A lad l,l!I� EVD � �� I IIIII;IjI;;IpI�I III a I +n<I IIIdI�I ,III@�i fllllVrl l�_..rl'V)IvI� II II�II�uII,VII I,I ,,,fir,N IVI, I��IIyiI�IIII (III IVI ��IF'^ _I' I >�,�1 --S��71 T �_ I14�'I"1,r^"--- II I;hI �I�1��9 �--,�. v y I I I ��I V+a d�!ull III �I�"�I A '•� � '"'��I+'�9,�'�, 11III' 4"^,� �, IP�HII Ip�III �III 1 �� _�",�� �°N } F��'�� (III -=a.k'_ - ulH°dr'� , Il II C I T Y O F H U N T I N G T O N B E A C H SIX - MONTH STRATEGIC OBJECTIVES 23 January 2015 through 15 July 2015 E THREE=YEAR GOAL: IMPROVE QUALITY.®F LIFE WHEN'' WHO — �� WHAT .. STATUS: COMMENTS t DONE,' ON REVISED TARGET 1. March 1,2015 and Mayor,working with the City Schedule and hold department presentations at City Council meetings regarding monthly thereafter Manager community engagement. 2. May 1,2015 City Manager and Assistant Hold a study session on Bolsa Chica annexation to get direction from the City City Manager Council on whether or not to proceed with annexation. 3. May 15,2015 The Finance Director and Analyze the impact of current staffing levels(all departments)on service delivery Human Resources Director, and present findings with recommendations to the City Council for direction. working with the City Manager and Department Heads 4. July 1,2015 Community Services Develop and present to the Community Services Commission a plan to Director(lead)and Public collaborate with the community on volunteer projects at Bartlett Park. Works Director . A - A THREE-YEAR GOAL. MHANCEA - . AND MAINTAIN INFRASTRUCTURE,- WHEN WHO Y `WHAT _ STATUS- COMMENTS DONE ON REVISED TARGET 1. Monthly Public Works Director Provide updates to the City Council on the status of construction of the new Senior Center. 2. June 15,2015 Public Works Director Provide to the City Council the results of a needs assessment of the City's streets, sidewalks and right-of-way infrastructure. 3. July 1,2015 Public Works Director Develop a Plan,including resources needed if any,and present to the City Manager to and the Information implement an internet-based map to inform the public on city construction projects and Services Director maintenance schedules. 4. July 1,2015 Public Works Director Present to the City Manager the results of a needs assessment of the City's storm drain infrastructure. 5. July 1,2015 Public Works Director Perform a City Facilities needs assessment and present the results to the City Manager. 6. July 15,2015 Library Director,working Determine the timeline and plan for participation in the statewide CENIC(Corporation for with the Information Education Network Initiatives in California)broadband initiatives for public libraries. Services Director B _f- BTHREE-YEAR.GOAL STRENGTHEN.ECONOMIC AND FINANCIAL SUSTAINAH/L/TY , WHEN WHO ' HAT' STATUS COMMENTS DONE ON REVISED TARGET 1. At the February 2, Planning and Develop and present to the City Council for direction short and long term amendments 2015 City Council Building Director to the Beach and Edinger Corridor Specific Plan. Study Session 2. At the February 2, Public Works Present to the City Council for direction a traffic impact overview of the Beach and 2015 City Council Director Edinger Corridors, Study Session 3. April 1,2015 Planning and Evaluate legalizing and regulating vacation rentals and make a recommendation to the Building Director, City Council for direction. Finance Director and the City Attorney(lead) 4. April 1,2015 Assistant City Establish a Mayor and City Council Member(s)and Business Executive roundtable Manager with the Chamber of Commerce to retain,attract and grow businesses in Huntington Beach. 5. June 1,2015 Public Works Explore the feasibility of increasing the refuse franchise fee and provide options to the Director City Council for direction. 6. At a June 2015 City Manager Present options to the City Council for direction plans to reuse/redevelop Rodgers City Council Study Senior Center land and facility. Session 7. July 1,2015 Assistant City Seek additional federal,state and county grants and partnerships and present the Manager results to the City Manager. C 8. July 1,2015 Assistant City Assess our current Wi-Fi,broadband and fiber optic opportunities to attract additional Manager and the businesses and report the results to the City Council. Information Services Director, working with a consultant 9. July 1,2015 Finance Director Develop and present to the City Council for action,plans to accelerate improving the funded status of the City's Retirement and Workers'Compensation Plans. 10. July 1,2015 City Manager and Develop a Plan and present to the City Council for action to maintain the City's AAA Finance Director credit rating. 11. July 1,2015 Deputy Director of the Recommend options to the City Council for action for enhancing revenue from tourism. Office of Business Development,working with"Visit Huntington Beach"(the marketing and visitors bureau) D E'THREE=YEAR GOAL: ENHANCE AN®/9MINTA®N PUBLIC SAFETY , 41 - .. WHEN WHO WHAT STATUS. COMMENTS DONE `ON REVISED, - 1. May 1,2015 Assistant City Manager with Review all frozen/unfunded essential public safety positions and report the input from the Police Chief results,including funding options,to the City Manager for consideration in the and Fire Chief Fiscal Year 2015/2016 budget. 2. May 1,2015 Fire Chief Develop and recommend to the City Manager a proposal for a consultant to develop a"Standards of Cover'for the Fire Department. 3. June 1,2015 Police Chief and City Present to the City Council for action a plan to mitigate the negative impacts of Manager Prop.47 and AB109. 4. July 15,2015 Police Chief Develop and present to the City Manager a long-term Police Facilities Plan to accommodate Police Department training,operational needs and community engagement. 5. July 15,2015 Police Chief and Fire Chief Present a plan to the City Manager for implementing alternative service delivery models to enhance public safety services. E C I T Y O F H U N T I N G T O N B E A C H STRATEGIC PLANNING RETREAT 23 January 2015 * Huntington Beach Public Library Marilyn Snider,Facilitator—Snider and Associates(510)531-2904 Kara Tsuboi, Recorder—(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 2015-2018 • not in priority order ► Improve quality of life ► Enhance and maintain infrastructure ► Strengthen economic and financial sustainability ► Enhance and maintain public safety NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT Monday, City Manager Distribute the retreat record to attendees;place the January 26,2015 city's Strengths,Goals and Objectives on the city website. Within 48 hours All recipients Read the retreat record. January 27,2015 Management Team Review the"Weaknesses/Challenges" and"External (City Manager-lead) Threats" lists for possible action items. By February 6,2015 Department Heads Share and discuss the Strategic Plan with staff. At the February 17, City Council Present the updated Strategic Plan to the public. 2015 City Council (Mayor-lead) meeting Monthly Management Team Monitor progress on the goals and objectives and revise City Council objectives(add, amend and/or delete),as needed. City Manager (Mayor-lead) Monthly City Manager Prepare and distribute the updated Strategic Plan Monitoring Matrix and post on the city's website. Monday,July 13,2015 Mayor Strategic Planning Retreat to: 8:00/8:30 am-3:30 pm City Council -more thoroughly assess progress on the Goals and City Manager Strategic Objectives for the next 6 months Management Team -identify 12-month Strategic Objectives 2 S.W.®.T. ANALYSIS Strengths—Weaknesses-Opportunities-Threats STRENGTHS AND MAJOR ACCOMPLISHMENTS OF THE CITY OF HUNTINGTON BEACH IN THE PAST THREE YEARS AND PROGRESS ON THE OBJECTIVES SINCE THE JANUARY 21,2014 STRATEGIC PLANNING RETREAT Brainstormed List of Perceptions • Created a Workplace Literacy Program • Partnered with ACCOC(Association of California Cities Orange County)for bringing Learning to Work Staff Development Program • First city in the country to repeal the Plastic Bag Ban • Maintained 99% customer satisfaction in the Fire Department • Completed zoning approval of Edinger Hotel • Reestablished City lifeguard services at Sunset Beach • Started evaluating the effectiveness of the Beach and Edinger Corridors Specific Plan • City started addressing homelessness • Addressing the Council inequity in pay and benefits • Adopted the Mills Act Program for historic preservation • Attained a AAA Credit Rating • Won the National Mayors' Challenge for Water Conservation from the Wyland Foundation • Adopted senior residential district on senior mobile home parks • Completed the IS Master Technology Plan • Vans Skate Park had its grand opening • Continued to develop a plan for Bartlett Park • Successful US Open of Surfing • Regained Fire Department's Class I rating • Awarded a$1 million grant for street rehabilitation • Celebrated 30 years of library literacy • Started police mounted horse unit • Enhanced social outreach to the community • Started construction on Pacific City retail and adjoining Pasea Hotel • Balanced the budget • Transitioned marine safety to the Fire Department • Library's story time designated the best in Orange County the last three years • A calmer US Open • Negotiated successful MOUs with 7 of 8 labor associations • Finalized Economic Development Strategic Plan • Approved long-range Property Management Plan • Won the Ranger Lift Station lawsuit • Created a pop-up library called the Book Shack • Started General Plan update process • Received clean audit opinion • Updated the City's Water Conservation and Water Supply Shortage Program • Enhanced services through grants and corporate sponsorships • Successfully closed three illicit massage parlors • City successfully lobbied to regain local control of massage establishments • Prevailed on the latest appeal on the Senior Center litigation • Measure T was adopted allowing the sale of"safe and sane' fireworks • Successfully issued a$15 million bond for the construction of the Senior Center 3 • Reinstated Staff Recognition and Service awards • Successfully upgraded the City's financial software system • 4 new Council Members and City Attorney elected in 2014 • Received a Golden Hub Innovation Award for our plans to reduce unfunded liabilities • Upgraded pay stations at beach parking lots • Technology enhancements to improve emergency response • Started conversion of city street lights to LED • Expansion of Surf City Nights • New online recreation class registration • Completed major technology upgrade in the police department • Grant funded new play equipment at Newland and Harbour View Parks c Increased the number of staff in areas that were deficient © Successfully shut down 2 of 3 medical marijuana dispensaries ® Delivered 96,000 meals to frail seniors ® Sold$740,000 worth of beach parking passes ® Updated City Emergency Operation Plan and received City Council approval • Finally taking on downtown drinking problem ® Acquired Office of Emergency Services fire engine ® New agreement with Abercrombie for over$100,000 a year ® Library implemented Radio Frequency Identify program to streamline checkouts c Library circulated 900,000 items a year for 3 years in a row ® Initiated Park and Recreation Master Plan o Prepayment of PERS obligation thus reducing future payments ® Overall crime reduction in 2014 • Started construction of a new Senior Center o Received a$3.775 million donation from Hoag Hospital for senior services 4 CURRENT INTERNAL WEAKNESSES/CHALLENGES OF THE CITY OF HUNTINGTON BEACH Brainstormed List of Perceptions • Long-term impacts of high density developments • Lack of organization in the City Attorney's office • Low quality of service • Slow response from City Attorney's Office • Increase in violent crime • Lack of police officer staffing • Increased demands on staff with limited resources • Slow response times from Police Department • Failure to deal with human trafficking • Lack of resources in the Police Department • Outdated automated processes in some areas • Lack of good customer service for residents at the Planning Department • Lack of transparency • Our Management Team is pretty new-lack of succession planning • Lack of opportunity for public input in General Plan • No one has done a long-term study of the impact of high development on services (cost) • Lack of public education opportunities about what the city does and its processes • Employee resistance to change • "We've always done it this way" attitude • Vacant essential fire and marine safety positions • Lack of resources dealing with drugs • Public says there is a lack of listening to their voice/concerns • Non-public safety employees feel their concerns are not taken as seriously as public safety employees • Lack of reliable Wi-Fi choice for connectability • Low staff morale due to work load • Inadequate staffing levels • Lack of transportation options • Outdated job classifications • Lack of funding for infrastructure • Lack of representation on external agencies • Demand for increased compensation and unfunded liabilities 5 EXTERNAL FACTORS/I'RENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE NEXT THREE YEARS Brainstormed List of Perceptions • A Republican president in 2016 • A new president in 2016 • Tourism increasing • Increased opportunities for volunteers with the new Senior Center • More business if it's easier to do business in the city • Increased grant funding attached to housing ® Increased grant funding for the City • Stable stock market ® New mobile technology • Improved signage for downtown areas • Increased collaboration with community partners • Return of plastic bags by the state government • Lower energy costs • Infusion of federal funds for infrastructure and transportation costs • The creation of our Interpretive Center in Harriett Weider Park • Increased community participation through electronic forms o Opening of Keystone Pipeline • Gas prices under$2/gallon • Increased volunteerism and engagement • Possible protections for net neutrality(e.g.,internet providers can scale their prices and restrict usage) • Widening of the 405 freeway • Rainbow Environmental • Toyota Motor Corp. • New broadband initiatives e Continued improved economy • Pacific City grand opening • Hiring more police officers,fire and city staff • Balanced state budget • Private-public partnerships for senior housing in the community • Innovative ideas for different modes of transportation • Increased pubic involvement • Increased quality of life • Possible new transitional housing • Citizens' efforts to deal with the homeless problem • Hoag Hospital • RJ Mayer Corporation ® Chamber of Commerce • BIDS(Business Improvement Districts) 9 5 generations in the workplace ® Aging populations ® Cooperation with school districts e Formation of police and community foundation e Legalization of marijuana(tax benefits) 6 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF HUNTINGTON BEACH IN THE NEXT THREE YEARS Brainstormed List of Perceptions • Increased crime • Recession • Cyber terrorism • Substance abuse in the community • Effects of Proposition 47(reducing penalties for crimes) • Decreased quality of life • Demands on the city from the public • Unfunded mandates from state and federal governments • Increased loss of local control • High speed rail fiasco • Drought • Lack of state environmental reform • Increasing construction costs • Increased staffing costs • State raiding local funds • Ocean View School District budget issues • Effects of AB109 (early release of prisoners) • New state water regulations • State Department of Finance • New federal state regulation on local police • CALPERS low return on investment • Increased number of rehab and sober living homes ® 5 generations in the workplace e Aging population • Reduced federal funding of CDBG • Ease of access to drugs • Potential legalization of marijuana • Lack of protection for net neutrality • Unfunded gas tax to upgrade our roads • Increasing PERS costs ® Multi-generational housing ® Protection of Delta smelt • Recreational marijuana ® Acts of God: earthquake,etc. © Terrorism 7 IDENTIFY THRE-YEAR GOALS (WHAT THE CITY OF HUNTINGTON BEACH NEEDS TO ACCOMPLISH) Brainstormed List • Pay down unfunded liabilities • Increase police staffing • Improve quality of life • Eradicate human trafficking • Enhance Planning and Building Department services • Eliminate unnecessary and antiquated City laws • Improve City technology and resources • Increase broadband internet availability within the city for businesses and individuals • Increase infrastructure • Foster an economically sustainable city o Strengthen long-tern financial sustainability • Enhance and maintain public safety • Attract and retain businesses aggressively • Increase visibility of Huntington Beach as a tourist destination • Enhance the attractiveness of downtown • Increase Huntington Beach's involvement in outside agencies • Enhance public involvement and engagement • Improve and enhance transportation options 8 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 9