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Goals & Objectives Special Meeting City Council City Adminis
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'i...�s ,•ruin ».,.. ,..-;..." ,r., .,.... .., T.., ., :........ ,. .".tta.,.. ......... .,: .,:.,.r:. ,..,:.a, E ,.,,.a .. t .. :.:F•a , � .. .. r� ... �. a•«:: ,:..,..; t.4.. ,.:.:a.. ,�u,.,,.,.t� ..,,a..,,". fr"f" :..,.... .rda'�.,....„n5'. ...?: {,ry .....:a ,....:.,::< 2:,,,o:rt x.-t .:,,,"..,"...t.,r Ff 3.r a,.fi:';: r, ,...... :a?rr:,r.:,,.�...£a e,,r�~sia'a:bz�•.u..a,a::Fk,r ,'17,.F...,n1�::: r:rr r ,r.'.:!., ;ni��drt: ....r:�.,'rtE.ar..:. rn.l;:a,.aar,...a�,,.r.��.,,t�.�.,aSb. ����.u:.: ys „aryvt;: ;r r14 ;h- s City of BeachCity Y r S Goals S 3fR is lM1, t rfi�(A s, 1 ) Maintain a safe community9t� wF, t 2) Expand the City revenue base h 3) Improve the City's infrastructure facilities 4 Enhance and maintain the environmental quality of the community Ffg i 5 Improve the community's transportation system p Y p Y 6 Establish policies and strategies to ensure a viable downtown 1{hr 7) Adequately address the community's social issues v., $$ 3n 8 Provide for diverse housing stock throughout the community and maintain the quality of housing stock $ zks#F � z 9 Improve organizational effectiveness tftt ) p g 1 ' +F s •st#t F �r�L Ott ..a M1/.- "1..: 'ur."+'S'.L+t•a' 9i:iS+:i.:a.a St+Niiw ..i:..4 r't, +, : :r. t, ..,M1 a. .tr ti..:t .£.... ••d+}S5.' ,»�r :'tii<$sS+iv"i' S : k k t y f S 3-.d f.f 4{t rlS* *h S .J S.:r „S t,Kiir•' [b•4 4S 6 f a �l�$1$ � F 3 j 4 3 #� �.:,t'.��• r;°Si$� #- h }� d;,'"#$ �,,. :fit� � �. 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Si � S.. in..4 ».,,+ � , +F».»... r,,.,' n•. � ».# '.} i $," .5$ .:. .... .. .........F,+...:.. , ,�.�u+,..:. .,.......... ... ..'�3 ,,.. ,.;:�5 ,.,.;..: „,•,,;. ,deb.":,;-v.. $ts,';;., v, M1i},.5 +.:.:,+:r• ,. i $�' d :. , # .:;.a..., ....,d:.a...r.a..c... ...ri.:$,.ka .i. yr ......v. ..c.r .,;:' ,,...::a: : ::,...r.r`�a{ :•�r,u,;,aws{,:l�ktH „,.h,•+» ,r,st,:s?35r _.�:r nt... m ._,_. .,t<,n r`���n� k�k,= �s's#5� Goals & Objectives }t i now s 4 Action Plan (sample) Y3 Goal Statement: Maintain a safe community YiF � Ott tt f tn;s��edit s i i S Objective: Provide fire coverage for the community in } =# r t g y accordance with the following: A) Arrival of first enginefa�k company for fire/rescue and medical aid within 5 min. - ` f t 80% of the time and in all cases within 10 min.; b �$ f Arrival of first ladder company within 10 minutes 98% oftfi „} Ek; the time and in all cases within 15 minutes; C Arrival of first paramedic unit within 5 minutes 80% of the time �`{ifi` }k Ei and in all cases within 10 min. E' Lead Department: FIRE DEPARTMENT #sr ,r; i.S��k :, .{? ;:.: N ;5£ E S.: � ..ti.:", . S?eS !, ..�...; •f S{«.zt. ui••,u•:.;.,... ,. A .fr ..5.: ,fa¢fr „t`,3t${2•2; � t' »,»K��•` i.;f.�3,t<� k s t s: �`�,tt.:{�}} s. �#Is$ :� G�rs$ ,,, r',%�x { <in;�., E' ���. 1 „- {' �5 k+` fit,. ., ............ ..... >.........,> ,.. ..>_';:, ,,.... .. r:1,,.,..,1 .m ffiY�..tjt . .... , ,.. }.. .......... .... ..... .x„,s .+; „_,..... „; +. s r., �.....:: ..,. ,..,,�, . . ..... .u,_. ,,. .».. .,.;,� ,f„ , ,.; �w�a,...,.. .f..�.•.,�.+����.. ,,, .. ., y.�:, ,��, -� is f. ,.,...,... .•., ,i� ;,w ...z .. ..... ....... ..:... .. 3 ..Li,bb � ,.. '':�zk� t. $ .. �...xjj z .&S ,; ...a 2 .:2 2 2 ?.,,. R ty�. C 8 ..,Sr.S.�•�•.-v ..u.{'. 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Maintain the current Personnel: $8,000,000 - existing On-going ra y� Emergency Response staff activityr , g Y p Control System Operating: $600,000 in existing budgets } 8p } n Capital: $200,000 i#t x k4 t � .^S,A• xft Y���s rt± w.ii afi sc 9ry7'k j .� s i t jt x' '-:. t s .+'� ";.z r .,+v't 5 ..sissy s�s `•1=; � ..�,� x 4 }C +,'� 's r3'k ..!� y, S'S S ik fl .yw `£. ° ?(( )) R ff P' = Y$F i �`E NrfSSr = f "Si a`.� 2� �iE. 5, S�Yvs#}�+,r� "� {"� �$i I ik£., •,$,j _ i # •.`_ 1” v,�'az.,.., ,,. .;.,?,_,. ' �, ..,. - .....*c .:. .. .,.., ,:s ,...c.. . ._. .,., t�,,..,,,, ,r ..... ..... ..... 1. i i4St.,...... ...... ...:.... ........... .. .. ... .=:. ,. .,d. ;, d {, x•:• i.s s u:,.;is.�>3 ,,,. fa >..'..r ............ .......:: ..-. ... .. ,. ,. ,,.:, .,it,... < ., ..,..,.. ..._... a' .'. Y '2 2-.. ): �_,?., C ....._., ..:... . .. ...... ..... ...:.::r .+ ...,,.. .... r ,eu.......,�... f{` I Y= 2 ,{. ... ,:..... .. . .......:... .. � .:.:...: xw < .: x } t+ r 4 r Mtnk � ant � •4 «�....:z. ...,r., f cr...:.. )a7 ;�F, H .r, 4'. 5 a .,, .fr,:r ,er',:,:..;,;,:,_... , . ... ) ,..... . fF.. ,.. ,r s,..,'. ... :...:...... ...........a ., ,,, :.. 5 ,r ...:..... t i r rr z >, City of H Beach..................... ................ 3 � Rz City �t January 25 , 1993 k k r r t f g e aN, �F n: 5�t�fi £r{+ 1� t{ INRE s �.?� ��� ${�� 3 f cz ;zf'� �f �$' � .�' S$:. t ��� �,__� ,-;: ;t' u.,a. �',• ;R x :ihi;�„N # ;,$, ::�{, � $� ii, > r< s, __ $s �4)3 �t 33 s s � ;: !4� f i:t�F r � '���}�+.. �:; sn--st s� st' � f;,. tt ''��" rr ! != Sir, � :r •rig) � t: � 4 34d s*�#�� ���t a n•� �,,r, t 'su{.'ss �s J yy r F1 4 nu�pt�ys! 1'`1 '!i L� �# ,.s#td�"�.:1lt��£, ,$.,t. F4S3,.! ' tz sL£ i •�! ,MS' ;, 13� h s=i :. !fix ;:,;,. ,: •' x s;�:�. 4 $.4 �, ': & s ,s:: r•: 5} , -5 .,i 8 ".u'. ...>a'n:. .x.,�rF ,? '„F.r. .:,. .; ;. ,^ is r ',.,Y„ ....: .. ,:: �,,.,f ,q- fi •�,C' .x-4 a, r r,... ..:. ,,. , ': .+ .� „ �";t` ',F• 111111111, ., ti4 .:uY�t r. N -�.. . .. ::; ...,.. .::... {.::.,.�. .•... .>r lr?u\ - ^.. �. f F...,:�.t5....;..¢. h.,...z`#�$,�.. ,. .,.: .., ....... ,.. ...,.,. `'�a.. ...., �. ia,. ..r .:.. ,..de. S r� i '..Y'4�... .!. N 4: ,...:v ,hi .'�+'4�,h•^i4:.4t .. ..£ ..R.. .... .2..... i�':.�, ,.� ..Y r,x 5. 1 4,YvY:. "• .L $:. ,s n£ ........... Cityof Huntington BeachPowwow 5ri! � ............ Fi i ondition 4.... tsca Sum ais 3'Ys Yh4�t; Interdependent economy ................... Recession `Y t short and long term solutions required to address fiscal stability of the city , Evaluate city expenditure base andtt improve organizational efficiency and t k effectivenesss= � t t Existing revenue base needs to be s� r stabilized and second to be expanded toii M� �� {2 meet service ] S � r ..... 2 z # s 2 �g s tj`S ........ _ �r z gl ,. �n�.. .r f.f:; i ..1F• r ,r , ., .55 .. , .� a., r � v s:;. ...:. ,.. Y. .- .....•..;t r4.......Yet. IY.K v .,.: ':� kFZ- PS,. F• �.., t}. ... rc. ..r '...,. <- e ....... ... ....: f r .,� t( ... ..t .. ,,a: a n, h !i ,.0 .. �....„.,$? < h.. 31..e. e.r v fi t.., .....: �a .. +.., ..1f;• i'.,.,.. L r't f RUN. e kY.,.....:.:4;. ,......,.. n.,,....... , ...,,. S ..F1.•. ..eV $,...... .r .e ., e.: .. „t.,.. , ...... .,.. ... .,..:�: ,.,,.. e ,.ef, e. .,e.. r,? a t.........:n z. ... .,.. ,, Wr ...... , .., > .. si.a, ,. �......t, t. ,... .. S., r , .r. 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Cityof ' Fiscal Polides On-going expenditures should be supported by on-going revenues The General Fund reserves should be maintained at no lessgSG than 3%, with a 5% reserve being desirable r No new capital improvements should be approved until r 3Y?kd associated operating costs are funded by recurring revenues T {t Each enterprise fund should reflect the true cost of 'f€�tk operation including direct and indirect costs supported byF £ r z the General Fund s If the g citY's budget is balanced General Fund reserves in £ ix�fta excess of 5% should be transferred to the Capital Improvement Project Fund on an annual basis $4kij? ;j t To implement the above fiscal policy statements a phase-in i p � t period will be required iri ri s +a a z �r• ?6 tab £4co:. i ? y s s� =3�3t ��,;� sts !�.�'�;4 � •n,=''•$ ;.k ,;i f'= �'��i � ,:stt� :4 ss�.` s, ";{ t'',sk4fi skrs i issi s i N��H� �'€z 3{"���i£ sit{S£�'' t �'#�#`4t� .s r� k=� sF�'if'�3,+,. y>�:y. 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T t. , , , .a .� ,k .'$•., {.,,:,.. �` .,,,, a ..a... .a to,t, t f- r::i�t,.i:.Fiscal Strategies ............................ ����� zf + f Ado t fiscal policies - June 1990 Use a a roach to balancephased pp r x budgett ► General fund reserves used until r g $ t budget is balanced .......... t Sr ff� 1993/94 budget balanced withoutatRlz31$ k using reserves J Use a balanced approach i Y ► Reduce expenditures and increase k ut#ix revenues } F ' ( r tN} 3n Y 4 �+ Fi h f f-. ,n.,<. .,.�, ., ,„, s•rr:r:r t a.:• ya a;«:rr, ,«4 .;..;«r•,• .,.,y.. ,,..:r«- ..x •i'i. r,a.. .�rcy ,.._ a:;u,+•«; .M13}. ...:,, .3ti., .... .r�;.. .,..kN ,' .,,.::,3 a. S, a ....ia,. r..uc) ,+ f �'.,5�' at•(' .,f....W '' S,f#4f+ antra••3 Y f x':�'+`ark• Sai$k t.18$f« ,,,t,, ,+, ,iv»P.+•fYK$f .,i i+(k tS �II :..:;:.v ,,r-:a z gg'�iifl �..,a?.E} a..:....{�,�t ,sr««.::t#. �i i{, E 44.t ..,as 1.11 ,.,.t.?3., •:t., .,,a,#.;_t•t i h.'s.,# a n,a, { i,.a ,3, „#s ,.}� f F , ,fi .3 :.�4 ;•t� si »'9f)#, .f,V.�. ,,..a.,:.' 3'3k.�;. 'i a.:..{.Y3.,,.rra$ES} ... :K{C .r J:. vu s..f3 c ik+2%:'.n S{S�Y` m:f#v,a l'w«•a« ,•a� t t tf•t3 tu� .$.. :.,� ':�:r.Lu}'i {f 'k;. .�.'•$4 III, �a aJ �, ,t;,s •4:lai{',r ,t { ,si of#, 3+, b #,s # 2. 3 gd,��, :,''>Y k,...3-:- ��3 3{ .';r ��f' :a� �.�'rY'•t';�:# `� :'�st s ti `�-it .'i,t�k{ � td{)1t , ii tY nf• 't •kiA. ? .. n, .+�+ .1 '$`3t; � 1N a W-1,11"W" m riTf� #7.2tE� ,, „:. r?w tt...�t ,.^......K., ,.,.,..... Y -'_rt.,.....,.r.,.,, ,. ,.w.:r3,. ..:.•:.. ., , r•....:.. .......:::. .. ..et4:, t :�.:.::,, ,,, .,, ..,. , f ,..5??:?: r�r� ,,,.exi',,r.,+z,r«,• .. ,.,.,.. ti? .,.,:,,rJw, ?�... , „,+:�:,... r , ,:rS,. ,..� , -..z,. ,fi.,irp..,.. `x +3 t..._, ,.... ,.,.. f t y£i• s .. Jill FiscalStrategies ? (continued ) F ti h rts2{4; Programs Selective Hiring Freeze t No- Streamlining and Efficiency Committee2 T� ► Ex' penditure Reduction Committee......... Ft� MSI Study 2. ry ► Revenue Audits 2v ” $ S' A� { k' Y i A S S M1, #4, £ {i 4 h 7'3 ry � Tv vl 2 { yy $ ... ,r. .,,�, .e , ry r,u .a., r..,. ,. � _.rrSM1a••r.Y.,.,,,..to y.:...of'.• ' .�,.a +t Y SS S ..=5. ..5..'`i'7 _..E,(}nY -?E:a 54 1y 'S ti�?i a•�ri'i ft `}} .•f�. 'y Y.Sv�'$+»" r12�$ft,4.is e?:.,tt� ?;2Y:?;. v.*d e 7 1 t a i sti�` 4 st'r«3$` `2� r.�..'�itit E��sl�t 13 i.{��as�,,,s{�i^��tt�3 f'�iY lh,£��,� t ,Er �a5� •�;i�#. �.�,rw �M:si;�21 �' , �t rz:, :.�:,�r�;}��{f� �' � kd �1� i,v(�[ i .f>;' t�....�>r UN ��t �I���v� .w3,�'} ,�trw.' F�;'.�1�;,2{;3fr$?q�5';}y f'�$ " f i�i•} y F{f,, •sa• ..�: i • ...... ......... -•.z ':,k': t ..s - .x .., a n. , t z,. . .,.tY., ,, .�. 1 £,a..... ,�# ,, .tk f. �k. „t,..t.x£r IY 'nr - .... .- t ....... ............ .......,., x....a... ...;.. ,.. ...,.. '.S23�i`! f ..... r.., +E ..R!.. .ie�,..$... ..t. ..k,.as ..k.....t.?$ ::.... �..,a, .. r.. u.a , ,� L': �i ,........ ........, ,, ,., ...... { ,,.. ,..... 's.:. S r.5,,. .,k. ... .:• r.,.. ,..r£i..''t+�......... .. .....v.t ... ,- #,,..,r b. ,. 3 .. Y �T } 15- ...�rc,T��n. a Appropriations £ i s All Funds Fiscal Year5 �{ ........ MOM {s#x 1992/93tE Y � 1£ £ T. � t>a 47% 5t s General Fund Water Fund ti f Refuse Fund Other Enter. Fund { $y Trans/Street Fund Redevelopment Funds Debt Service Funds 1'1 ' 2 Yt i E x SS 1 Internal Svcs Fund ,,$2t` t is ;i 3'ii i><y 7% Capital Projects 3% a #'�{ 4ey;fYt{fi=�{f�`'Ixt`z,�� {1 � { {g'ssit$I iE Other Funds 2% ?�. E's s ,fun E 4% 10jt r•M • r u Total Appropriations : $ 204 ,414 , 107 tt: 5 £i 2rit '.45yf Ry�2 f -� � '.s z i r{:� f s,�:.<: �;s s$ n. � �s it '.f a% trMn ..;'£N an-°s-,' :i`•,•-y"Nr `` s y 3C S 2 t Cityof Huntington Beach .... ....... Five-Year Financial Plan INPUT OUTPUT .................... r' l , f p F a e r t , ,... ......... .. .... ...... ,,:,.:.... ..S�s s stt a s .-m. ss = •.,,sn .x, .•.s:t.•,,.3t E?. o«„.,s -f,h< ; , t, (N;rt `,.�",•,.:+.,,.,,f'..t<{S{fF,n,s,.....,.E,.t,f,r;..:�=.,..n.:..s...<.;r..r... ,xt�.., "imp, ,t�i . ,,E>f`x•.,x,y.,..h�ia�.ri..•, ..�•,.< s...s_ ; : � ...: ., ....... ",. ....., t" i s1,2 "�F ....r.. t � ... ? £. t ........... ......... ..S ........ :..,..r..,�i ..,;•;. :.., 4 ., .. .,. i .£ i., ... Y ','k:. , t R i.:i � , S ,. , 5 .,,. ,.;: ... : .. „, ,;:' ..:...r .:.:.. ....:.:. .. ::..........t ..)) .:f :rRrid„t. Sr ,...,.. ,A",t, r:.:{, ...,..,� i.£.rF.t)f,,r L t�{�Nk:,:t l•?i ii..tt)dr. ,,.. , .,4 H,t�.EF3 r,i <ti r....r«r£x ,,r S,!a.vd.er ,r r ,.,r£ rd„1e rc r. ZiF£ xs.c,sl4wk`t` 5 1 ear Revenue Expenditure Projection fs rl x f. Summary= General Fund qk 140,0001000 ' ■ Expenditures 120 000 000 Revenues 1009000,000 j 8 f 0,000,000 t E � 60,000,000 409000,000 „a rv3 t ,{ 209000,000 r: 0 #Y 1992/93 1994/95 1996/97tY t 1993/94 1995/96 1997/98h" �M• t ,:.'i'i� n^,1(•':" 't',.,::,^"}'„fi, .,f�` < •:+;,f` '•fi•'sM1" ..,�:�,.. �Su 'k`t;44:,`- if" ..5., S. 5 4 Y}# � �22t2,�. }i- ��Y� .� tt. Nsyv t• tiiv, 'f'.t;f .:fti: ,4 �� i, 1 •� �j{�ti'YiY'i� •`h�,S,Y�tYR#YF" (f f k ki ,. rt t1� ;s} i�P�,{'r'. �s�,s ,�, L � ��S{�:_3 .' ?ii�{££i���:�i��{ � ,E f Y t t"� t-�'•r� sti4, n. ���$i Y:y'�i•:�#iit£=.�s.,,t3$��'{t •;£ �':�'.."x �.E't .t tz t?{ ',1. ? Y.-�k�' } x..�}..,a.y. "'i-. F r�� •i;•F:.,. ... � .s- £s r , a € .,,t}� .......:r .. L .. ........,,�f<w .;:. .... .,. , .,:; ._.. 5 -.,:,. tt d'�.,,.y„.,um,. r { Y ,,.... <.r. :,a x,,3, •r,�:...,n................ riw:.r,.r&.ri#a,r i t 5 Year Revenue ............ Expenditure Projection '- at �i Summary= General Fund S F� ® ® Shortfall 170007000 , f — 210007000 9 Fa£ S qt M -310007000 x >z -4,000,000E Y2 $ 99 94/ 5 1992193 1 S#9 9 9 1 6/97 1993/94 1996/96 1997/98 , cr:s{a£ti• v ... .S Y�,WZ011 ',�.r 3r,,, ... .... ...... ..::::: .':...+ ...:...:. -.��(: �.. .. £{{{g .. i a. ,#, ...a.�. �f n.s. .s sw r.. v. s.z•.,. ,., s . .,, . ,.... .. ..::.... .Nt Y(� 1. ia}•.(i ., .... ...,,.y.,. ,#>?'. .rT � G �` S [ .i..., .. ... , S ,... ':f i :.?,. tii.i ,,..,. .. 1• i }., .'i : .=J+.+.vY.EE.,k{ 3 A.... �) MS1 Stud .............. v �Y a r a Fundamental Principles of MS1 Analysis: q �� Services which benefit only portions of the ak general tax should bepaid forg by those benefitting . Tax revenues should not be used to finance such services .................... . ............... ... u General tax revenues should be used to finance police, fire, library, park maintenance and ; EF street maintenance services. ► The full cost of fee-supported services shouldiE include all direct and indirect costs plus overhead fixed asset replacement costs � Y p , etc. ..,.........Frf✓„n,. 4.:. •f,t t t= +...:: :•+K+:�., .; ...:,...,.+, +.., .. ...�...:, .. .. •,.+� 3#} �` #({ rE t rt +;I...r}a.,;:•,•:r>; c.,,,,r;;•:,:.;;,. .,} €1 its, ._ #_ 3 t .,,s. ><i>< #k�, ��'�rt•E3::•E•Y3��#3�.€��',>�•€�i��:t-:�' #��#i`I�.. ris�F: � E` ,=c� �S'�'; � �:•N .� ��. �? £ �; � # .Fr i�4�'.�k@�; .3�:=:tF+a:'t �y tt.4.+€:#i+.,.:.:.tX„n }s •s F �.E3, 'p: }.' (y ( f„? : .{{...£d.€. � �S.:S,:.h..�'� S'.ni,•Sw N%•t. 3 $ '7 n,nx J.�: �P': '="n , � ti ' t. t j$= +=i, ,(E a r.; , $. ±t a i t.s `# FY.. d. E .�'c :� £+t},nF+i,�F n:. ..n ,atry,.. s n =,F. 3 EE+# ,,iN•-a,Y;ir• _ -�,,.: t ,....., -ni.� it r r �.. 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N 3sJ ._s .., i,•, r- .... � s.. ., s •: :G,. +. : .•t, t+�. �h i 3t��., 3�$Y",,.. ., .,.:: .:. r ..,.. ..:.,;r,.. .„ :: ...,..,�er. o-: ...,�.� � .: .. ._',.:;,rr r,,;�r$ ++•:+r f ....r.+,. �' ,1 Fr 'y 2r. ,.{ .,...;,: -.{ �,.:-f ,..., �. ... ..... ........... „> ,,,, .v. 4. .. ......,, ,....... ,.,3 'M1 r nn. f ..........,'., •,sf� Y. .f,..» + �� '#,.,t $„?+` i!y�y�'[2 r ,.., ...,.k .. ..,.. .........:...... ,,. '.,,:.:•r -:::. r.r... .NI� u.•k�� t k4 d't,,>»...,, r:+,c2E. v iE 2 kr x+: r.r.`..fit ..2F,$..E2?n"�t,Et� �i a Quarterly Revenue Summary f AN', -0 General Fund"wpm , 3} Quarter Ending 12/31 /1992r1E �i {} Total RevisedFNni Total Adopted Bud _ et Estimate 1992/93 Y c 4J`Fht~ f £ 98 490 200 $ 92 ,4547000$ �t 1 � vx 2 E Es:7 s fd N E Difference . $ 610351700 c r�S rs: f i�••S r t23E'r 2... r K.f .:,•rr,•,;r;'y"rr;.;.s ;i-:: t". s r.+ +,4"."::+•:;.r,,a•.e ", u.. .,.u... ,r •rn .": :.. 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U•� ....... filfi•Svv,£,•Y.�v. spw-,.Sxz ......,,.. ::...,., h_... ..: .....::. ...,... .... ,. -'. } r# ..z:t . .a..,w.<r, :_...r. _. ,. .u..;...., , x .. :-r;..,:: _ s;3:•:�.;.,_,� i.,,. ,,,... ... ...,.... ..,._._. :'. i•': _.. ... s d ..... , .' r.., ,, #' .,,,gin.�, ...., ....:..:. ....:..>. ...:,:,., .,.,.,..:.., .:, .:,:.:.. ,,.,.,:.:::... #-:,. „ss.,3.., .. .,,,..:<:'w>t ..d.�::r. 3,:�ti�`�',,...„.. z._;{, ,�„'4.? ,,,.,,, K t ,r:`x�,..a��'ys�.•:r: ,r =,,�:'�xr,�i{ �'s W x v .�,M��,3+ rt QuarterlyRevenue Summary General Fund f tit Quarter Ending 12/31 /1992 � tSN k Xt' +�'a Revised Estimate } 3>> Adopted Revenue Bud et 1992193 t "�k Property Tax $3118551000 $28,578,000 Sales Tax 17 500 16,500,000 000 Other Local Taxes 41814,000 41308,000 Fines/Forfeitures 11 650,000 11380,000 i Use of Money/Property 61289,000 513287000 Y i Other Changes 211700 {it3t3 !!h 0 #E 3 i� Sf,�SSU}flyt4t fi S S 1+ g S •'+Avu' • t$ Net Revenue Reduction: $ 6 035�700 jk32� 7 jil; t P i• •# ii.'y- i`ij�{� 3 .r ><t�ts£ s s F' 'tc r, ...^ ., ._. -)s sf i;* ir" r,:;==ss=;sn �-'$,sf#s' +. ,+,+ _: .y, ix.,s' y= 3#a �4 t�t��;h�` {i 3 f t s3�s silsif£} i # � asi{t#�s�;i i •i,zi�n is �3�s�� z _ }�i1;4¢$;Y i i s• i i .`3+hti<,•.,s,y�f }�(y{} ,yt{#} s i 3•.t., �i• n �. };,, ,x 1�}13t}tt� i Y i}; i s s@} �}}{t'r ate' r'f�$ilk s'' h'4 s� h h��{s.t �."'`•t 3si'+ s���r 3 ���� =f{}Fy �s i4.��'3i' �i 'tt i s�s Ttr §n.Y 3-s3#`'nt E 3�.' � fi� sj s:.. )� J' .s� :. J s c���t##I s•titi ��i f � � �f+,4.s..S�tY$�{{�}}��<i, tiz•ss� _'�# ;i 'n i , y .... r,..... ,a, :f,a s. ..,.. e+»}.. 2 .,.� .....,i.rvn.... ... ......, .. .. r<. ... t .. 2ku ,�,<e< <r•4h�f$.j sS��. ', » 3E M.k. N}?tf t:,+. fi:... ,"� 2 '�f ti <��. E„<a,.. ..� 2+e..d6.2,.,3t�+�P _z�' f •<.•£ E ff u t ,: ff :a• ,. ,. .. f$ L f� f' ., t , ,, .... f,.,,: .. ,. ,...,.. ,HS,.,.,+#r h S3U5'r+S.'ki b5 <.oixb.,.v..•t. ,. , .3 .. .,e...aY .,..:. ........ d i I.. ': { s ., e ,$2yy** ,. � t....,.�'�i..kh....im:. t. } <f<�!jt<L.et< < hh .n„�<r :�a :< < E§f S•, �•:e?e,±•, -*f-,. �.: ,n.z,» ,• t34�` .. .v1 n,.,. £ F., , •,. .a... $ $ .., , :v t.• y. ...,. ;SS.}U" e:•:.., .:: , .. #qt $ 2 r,r, .x.:, J,. .� 2,..,.$ � F�$Z ht'.: a v. ,j$}$ i t ..A < :x..<, :t .2.k E 2 'u+,:...:. ........< ....:.:. ,. ...,.<.<+ .. ...,....... ..,., ... Y.. . ...... �r4 S 9 � 2 n ;.:. Di .. 2 i n1...t ., ra:��..�,..v d : .•: r ., .<:. et< Y f lY..... at �f ,.......:.,.:•.;� ,..:' f a C f # - ,.. .... £ �,;a:nffr.y: ..<--_, < ..#�<#..t { �.r,• u<,Y:,,2.�- •..•IIF, i i �k t: m � E..,„,{p xr..: .. .• Fr<....<f #�!!. a f t .2,; .. t,,.,h .,:,. .;; { jj �t ,,;g...n » z$ ......,.y,,„ „s... .. •. , ,$yr t .t.#, .,..$�jj +iSS 25f�y�.r7 {,(,. •,•:, k .;n:#:; t :i; :::): .,+ :<:� YY :,�k{< ,< .,ef<f u�Ytef<,•?n'<r°uc: �i�V:;�r�N���hifYi'nrti5<5#�S�ik:�ib�d.:tf�.� th'.',�r.W�N�r>n.dA Mtra3a<�+,t#;YA{;�e�t�ttF i 6�7r�.Y#rh< ;�tGFr .. <;,n#tt�$� it LS t k' QuarterlyExpenditure Summary 5 General Fund FY 1992/93 ..... ....... Quarter Ending 12/31 /92 fx�t #i z s 1992i93 1992/93 Est. Expend . 1992/93 /O 2E� a2 � � � •. 6 Mo. Expend . { k Approp• Exp. p Ex . �y Salaries/Benefits $ 64,287,391 $ 30,090,077 47% $ 629852,741 ' f 1ky�it' Overtime 31931 ,600 21124,861 54% 41335,723 2k Temp. Salaries 21897,979 11524,488 53% 27882,875 k 10,488,454 49% 20,308,321tf ,; y Op. Expenses 21 ,377,180 Transfers/I nte rest 41281 ,530 31108,877 73% 41281 ,530 #fy # j t 47,336,757 49% $ 94,661 ,190 b Total: $ 96,775,680 $ t 5 � 2 Estimated Savings: $ 211147490 a R ,: a:'.. -:s 'a.: tc sn srt5 <,t<<,5 rt<;,;;;..sr ':t;�a,< < <au=. •ts, u .,n, ......,.t.,t,. .,.. _ ....;n rl 4 f�#;i$f ,�:t2,;.; �3 i ii#£:tr qn 3 "�: 2 n f}32 i.: fin}':'$#ur>tv ,•,8;•.,k r f?Ei#fY t ; �}.'�,YN � < .t� `�fn �#�# -#$ ,# a,�E+.•:';;t #} <` �''-z'n"• ..i��, i ...2 +} i �t �;# i{., t#�S t't#'t$f a< �u.f t f � ' $##£3 Y x �titi i ,s �f � �� �,,5 -tx�.ts'2$?if`'t•f�,}"':i}! ,,.{s}�.<,f . ��# � a. �'s 25 -:2:; #` .to a `##i 1�? �.. Yf:2. gue.. II .s+` $�'>?t�$f ft.�. �` �,:�i ftF;t a."`$c'#1 if ll � ��f}t "#�t •;d�n,#,x�c#f,,.;�{ t.�,�f. 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I .x t•'..x i.' ,,r,.,r, ,C ,.., ...:.+ 4 - 4 '., , ;::.; .... .�.,....... t s,,.. .... .. ,..5.,., t .i..v '.:'ri,., , l ,� pp, ..his.,.. .,+.,,+tu•,••„i ...'t. :: :;.: ..n,., s ..,., ,'..: •r..:.:,� ......5; ... :;>: S ^4 '�''. �3 ,,.,,_ ., .. t, ..rv:....✓.. ,�S•nS+y.•sH^ d' •t2.2$,v't.iirit. ,. 77 ,; � 'r $ �� n$ 4 t ,+x.+.t:•:i• � �;,. .. •�„�, { h .,. ,.... 5 +i,4•,::,,:+,+• ,r , „: ,`�. +.. X .i:i ..... =s ,.. , :. „yi k �: E ) $ ,:r,a.s„t .. ...,.. Fi .v.•„3,:, r +Z.,..� t$ .. .:,' ,. .,:..,., ,.... a: .., .., t s:::. .� ,�:$.:..„....,s. +, ., ,�s.,.{, 3+ 4, .4'�,,+,. :, Y,i:,•„rt2r,. + ff 2 ,.., � n t , ,.; ,:,,::2....... ......'v+ ,,;;; :...,,#f t :'..... .:;^.,,.x ,5xr " , ,ss .. ...x.:::,•;+s.,. � t;;�,r .. �,ir,.,5.$. E F r - „ +: ,. s z+t a' &-..+ .tu.... +� ,.. >..#.v.+„�+^.^,5. �z. ..r,^x„�^s :2+•:;v�•4., ....•v.�'; .. ,,..:;2+ ,+:: ... :;. �l #k ;;��ss,, �.•:,fi•;,i•` F ,<:�, :•s v+t tnd.+ ,rc UJL+ ,.,.� ., 4,rvs,.,..=,^ 2t, $1i 2 1, ;�� k• Reven ue/Expense tl-1-111111ii M � T h 2S( tc,t j VA{ 3 Summary $t xt 4 1992/93 Adopted Revision z ` th`� r 2��j s M1•"� General Fund Due to Current 'j+ y ,s Bud et State Budget Estimatesn ' { ; 236 Revenue Est. $ 9814907200 $ 96500 $ 9274547500 Ex ense Est. 97 771 399 9670821346 9476617190 p Surplus/ 718,821 1547154 (272067690) 3,t (Shortfall) 2 * p a ixt j;.=irm,;tut, r 3tY �fj92 t{} 3i 2 2ty4�#1 : �. x"+� # s�"LL21#s 22 �' 's ��'�iti,S-'+� 4. ><c ^n }•1{� _�A,. sY'' � �'�a 3, ,.,, ;,. ..;;:. t,., j ,S��.i.vf: N ytkC �4Pn {{y�2�1�Sj$�j{`?:::. S tf4 t- Fry aq .S i4 ;k Yj�FM1 .,h: �.# iW#StiSf�t`f�t�� 4 3�W,,�`�+d..;r.}, Si�}7 '^ 9N Ef 3• :3• fl S - 2 t'+;:i �� + f� '�i,:iS �""+t`W`"f. 'S..�tF i s"h R.F 2n�'�.f{�#"s s•1. E'.�SS�S :(3:,+ i ,F. I,S t 3 wo ,.:.43, +.... . .. .: ., ............... .. ,:': ....,r ,., ,.,.... .,!f c ; ;.. :•',•...• f.,,;: ,.,� ., .,, .;,.. ..,.. ,,,::::, ,, a ,,:; ,:,. '; .:f Si. i ,1-i.sf ai, .s .,,., ,.... ..z+.'c .�,S,s„•J Y 3.. � ,k,� fi.,.:,,.. ,v .h:; .... .. ......:.:: ...... .: .... .:. .. ....:.: ... , , ..., eE .,... ,,+, ... ..... ,..3:.Y:..k.t?... Sit;?.,,.:x2aC..v..h. ..::}'-1`. ��a�S.,,., a:t✓t,.i .. ,#�'� ,i��' General Fund Reserve h, $ 31414,000 zi July 1 1992 Fund r Balance Audited rvu t` n4 S S k& i Less 1992/93 Budget � � Shortfall Current Estimate -21206,690 #` t1F� 4 $ 1 ,207,310 rk $ x# k Sub Total: t • f{Svt{bp. �+ s3 £i ti�R• Litigated P E RS Reserve 6731604 r , Estimated Fund Balance $ 779387914 Y } i (June 30, 1993 r ` ) -- s'f: Y ..<; .. .`;. t;4:u'k .Ff.. ,f.. s.:..i; 3= ! t a,EF,;' ,.,F.:t, •., ; r =cr ':Y" -ffi - `tii ; 3 .,5,;...,�.,. ntt;�r��;; fl'i f i t<sif;h{S i�'}} ,tF }�F a F i��s { f3�r ; ,�,'� � } i 3';.s� } .,:i �,a;� �ens s 3� '•�' t' qq,, �,� .,.::. .;;, 4 ? � F u= .,,;' t ,., ., t s d`} tkf tits .'#..s .� � ; •i '' t.' i t4ih","'.�,�; .,,,., ,; .,.. .,, tf ;;�. . 3•:�• .... :: ... .....;:... .., ,,� •...:;.: ...,.,. ,;;§ ..s. .�.,.,',. ,.. ,,,.i�._ .if.__. ...., .5,ifg,t.. ?�, r. .... ° rsi,.,..,. t .�.,..,,, ,:.^;• ,< ,^,,,::, .✓ .<> :i .. :. o ?r 1 MO i t t Y k tit 51 f h s . ,.. ,:, _....._. .. .,......... ..<. ::..,. ..<:..::, ,. ..vv. ., ..3.<..,........, .:<..., ........ ^13 E:if ..�..i9 k : giv ...:... ...:..:.� .,� t<.::, ..: .:... . :.. ... •.,,...,., ... .<:.:.: �::<. ,, ,..;,,,; i..:<,,. ,,:.,u.; +,,a„33< ft ,.z,. .,:�..,,.,uf,+ �;i:....,am.,..,.<:an�F?f& f�'E£„<<., ... r.�. .<ast)f,ht<.f._.,..,. s� .. :,11.;+,.�x:z•.G.:�ar�i�"*>f,+l....., <.,,..,�.s. ,s..�, s� U� ,.,r.:. ,, -t hd S 3N rYs,iY f x Preliminary Estimates uriritx 1993/94 General Fund Budget n h h 4 FSt IRAN TtY YiAF9�d N Expenditures : 100533353 + z t fi t i Revenues : 98 , 083 , 500, ) .................. Shortfall : (21449 , 853) W>i ftft4 tktt �F:. Y4�_ t d � Jf f f� �N+��^ b fi�?fi • •tr i, f 3 r its ":•it5 §�' " Y Y $'ht� f4 $ ,.k' �k,s^sk 'as;;'.,:�,;� „<..�. sy1,' ,.•,s3s;<.; i. .,F�s, .s.s t# f� �t"f t hl: x •-+t `ts ��1 i .1s#gt f 'fix s.., .�.. s.. £}i �:'..:�<.+ th^ �.( 1#. .' �(2 j.: d � 0,3 j�i 2"f.' { 2lit J', f-,,{Af PS`f-:�f)rhv[ q k. 7Ynf�J.Z .#.t.. f 1t$ft: t•.,�3•„ k< �.. .� at :.� �,-.# ��Y t N, t-;#t�l�£+< f :3k �.s nY`� a a�t l :t£ 33 ���SY n .���+. <;` $ ih;3# � ,, .. t � N R F t� S}} 2$ i �eY+ .i C ..k z 4�R .� s `#it 3 i �::..'< r3 t Fs r, sift !: s ! sS,,tt#Y SSt ft Rx $ 3( !..i s r +k': fr"^ .?J fn,s?r. }; .�r.-5�3f ' . ...' ..'S ,. �f c. r z4. :{ 4 '7' S `td i £. n:<•r•a,..<a sK W.'1 E.� tpY .. .s §f 42 F 4� .'t 4 2'c7{ ? Sf S S s'" 1 Stx <,, t Y :s = �=3 )' 4f.{{. :!: ..<.r iv..Y r ti;€..: £, hti- <,k #, mr{) "rtz r..w t!Y'ii £+ruff :.t ..:...: :.. .:. •' ,..:,. ... ..3n-.,r„ ,,. � :$ .. '� s.. <.h`!., ,.?S�yy y3£,S. 3srs„ ,,, Y g .....,. :...... . ....: ,, ,,. ,,..,. ,. .,., .5., ,.,. ...,.... ...... ,...,.,.,,.,,. ..,,... ....... ,., i :`'�' Spgpgy ff -.i JJ sS�r:`i•i;ti+ .......trs 3; z `�a'�z• ......... ....... ... .............. .................................. ......................... .......... ........... ............................... ............................. ............................... ......... ........ ........ ... ......... ... ... ..... .....................- ,", -......... ......... .. ......... tateS BudgetVM cr pp S Projected shortfall = 7 . 5 - 13 . 0ifiu=x f i billion ........... ....................................... xe�. 1 � ?2 Governor's ro osed budget wouldp p take 2 . 6 billion of local government t �y revenues (state wide) M1 11 t �. fi�ff fs tlhf{? �4�s -'S M� E `:i` t4 Y IbJi L .: n,, k S• �'�X SI Ek Yi!^ S 5..*3 r S '4` J'i , it + i (ta`t t, Es tt))r kf � �tzi4 -tYk�1i�k4#�i; �>�,, '7 n>t s i �{t{;j � 3f..,z � +t: t s� N`�, �,' z ?•R E �y i.}1,,j'h�3.��' :�. {5.�s#t�� � ��;��3 sr�i � '` t:,< �H E s � .:......F ,,,. , �`' f «. ;.,,:�,.�5{f,#,1 ..;tif,�s�,,�41.3 :,.. ..,, .;..,s f„�&gym„+,�f�'EP�,., t. ;..:i�� `s•�s3 .. �� ...... ..::,. •. :, t ;,'.', .�:' ,,,.,„ tb ;:.i; ,.. ..;:a. ,.. .r.,-::... .,r,... '..: ,S t '><5',4+.f-S- (<445•:" SY {. St.'22 „f ,.. .:,.; ,. ,t.,{ F„:.•.»w,.,,t ts.. »3$. 5,t... 01 n �....i } er::.._, .:' ,...,. „ :....,,,. ...... .,,.. : C �3. t ; �.'r x } ,1.. ,.... ,tat{., 51 • , 1� .... ..^ ., ,. Y.. i I ,, S- +3 3.R K s,,I .,x. s :wih:'a,..i44:b•„ r ,ra.. .»S. S,tr ..,... .,. ,a ...,.,., ..... Z ,..,... k S ...... F- ;:... ^>' - $ti. ,:• 1 .:,.Y4 k ,S ,fir,,., .. ,:..,. ; h, ,,,,:._., ..,.,:•:. .. .,.:....>. ,r ,...:_. ,.�.,,o-: : ,.,,e ,•i ; „;t.:. ,.,:.;..w,< ;,;t, „4 .... ,..4x.;.:� _,.e............. s'.�A,:,, .«.,?:�}uu?:t$s:,t •�...:a+a,t.vt�{.a''.,.),..:?„a,,,:Fh+ � ,�r� ,::i&^!..�„?};::4ff�i.3{:, '; t±t}.� , x .30 State Budget ° 1rxf i, Impact Local t Government $ State-Wide Year I m act on Local Gov. Impact Hunt. Beach Y t o+vtv 19 / 1 Booking Fees/Pro ert $ 143 million $ 310 000�90 9 g p Yp Tax ad m i n Fee N Yak tk� 1991 /92Cigarette Tax Revenue $100 million $650, 000 Reduction; Fines/ Forfeitures: �tpt` t E { 50% reduction k Property Tax, Remaining 1 .3 billion 3 050 002'zt 1992/93 $ $ , fF' Cigarette Tax ft fYt� Revenue Redevelopment 3 p i 1993/94 $2.6 billion Unknown Unknown v {+f �; )�'i1�{��z�� t.:ss �+� i i t{ }#i�' �""� .#tt s as i irK s 'vvn vs:e, r w i•..sir'+: -�•,�; �.:� ?r ) S '-k $ '.f sn,., i�", 3 l,{ i.? s•• fi, "+,4;, ?,?,?"`r .ti,wr > sN�t.:.#=i?;}.�'s, 4,s si x ��a"S tip 3+. :t? f,s}�t';�' •,::sy;y ..Y t t-r s �sT $�.} i� C � Ea a '}{ i$f t t� :tar 3:, t'd r •a s t .ar��, �• +'t,;•„ #,t.; t ,rf Hv'{,, +bt{s;t s ��•��}{ ..� .?t�I �f�'��-3a.�s{�;. '::Yf•.�-..{ ..f {# l$}. a .::. tr• 2,...tsf .. �s E�..h2 s .t, �t}' ���� s s a# {{. + f,. s,.s. ��2.�..:. t f. .�{f,..�.,. :: ,. .: ,•ni•.•r+w=.,f• Sv.:� $„....:.. .. ., f'-'S . .••;: ,f: t„1,�lC �'f :.� ,�'.r�, $�'3 t i5`i.et; 'Sd i N 3 v'F dJ�,.3.. ^..', .,..,.,.,. t i..;. ..;�.� t;h,+n• .,, �t .,U.. , `fy:•:i�# ;.,f.,S I#$,`�,).i� 1.. : - ,. tt t$ : , ... ,.,... ak :.;, ,, j-''* .. .:,..� 4a.,,,, I r ,.,,,:.. ., + ,: fi ., 2,, >�j 4:. .. ., ,3,t$t}„st.•.., t :,. ,.,1t' ., .,.... f. >.. .., '.f• S �tf "-;u f4..v.H'' S'f ,t $ +iR .,. E E � ..... .. .... ..... ... ........ { F t .. _sk f � .'z i.,,..,� ... ?. ....tat,f .,,.,�.._........... .a,....., .,. ,....... ... , .... .�.. it , .•.:',...t.....r.,f..i� ;�.. ,........a t, .,.._ .�,Y<� k, :.k. .,t.M.Tt s�` ,r n,a-S. t�1 f , a a...3 ..�. i x .....,., .,. .,>......,.r ,i`.tu# ,..,.... ., ;:,:, .,.;;. t ,,: Sa•...75:, t. as .,. 3 n. .,� s.» .k• � 5 n, it,� . ...,... ........,» ti ..,.,., ..,,,.,,. .. ;,.,.. -•:s s., f st.:�a#s+i ..... Y i:: -FEG a ..'� s ,. .'' S �.,5. ... t,... �. ":r i .>r,. F .. ?�- � ..5, g .. .s+ ,.: ,•F i iia _... ,.,........ ,^t�........ .. .. :.:: ;•; ::,.., � ,. .,,5.... :.. .5.. t 3... s. xni.f.._.,[S n Y... ... 3 ...,.. .,^. .,„Li is ,, ,...... X.,. ., ,.,.,. ,.. ,:;....., ,;:;: ,: ,.,., •� .,, ...0 T S t •;^. , 4, ....v... ., .. � {is,tP, 3.,. •35 f•'. t ,�t . ::;:, ,,; ,.,, x::r s ,t,,,; ,,,; ,,,,,;;; ,,, ,,,,, ...._ ,t:. e.f t sv.:::r ,)..:,r.Eri<:r r.,..,.r.a r<tt�i},rffr-..:...v. ..,,..:,..�a9�3'rck`h, _,.,. $:.:at5:a,�£.n�5ks.»:.tk,` �m�{.,.e�. x`��.•. vF'�^rr3ai$.,,t,� .x;vug. 4� �}f� tr 011 State Budget Timing/Results Last 3 State budgets were ado ted inp f August ( 1992 ) , July ( 1991 ) and s1t Au u st 1990 h g x 1�' Current "goal" is to adopt by July1� �k$FS Impact on Huntington Beach is *hE unknown to fkls P�+S L ............. Y 4 t,fyjk Si3 F t � {`1l iitk S�t'><�"• �` .,t � SF+S};� $:., .�t F i.�>. .z �k+hi;it 'S:"<; Et{+:y.; ����f Y, 4t •.fF,r ...,1 § FV{�>z <^ ,� �y.. 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City of Huntington Beach Adopted 1990191 City Council Goals & Objectives June 18, 1990 TABLE OF CONTENTS Title Page Number Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Adopted City Council Goals and Objectives for 1990/91 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Maintain a Safe Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Expand the City's Revenue Base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Improve the City's Infrastructure Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Enhance and Maintain the Environmental Quality of the Community . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Improve the Community's Transportation System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Establish Policies and Strategies to Insure a Viable Downtown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Adequately Address the Community's Social Issues . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . 11 Proved for Diverse Housing Stock Throughout the Community and Maintain the Quality of our Housing Stock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Improve Organizational Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 THE CITY OF HUNTINGTON BEACH 1990/91 ADOPTED GOALS AND OBJECTIVES PROGRAM INTRODUCTION 1990/91 GOAL/OBJECTIVE IMPLEMENTATION PROCESS The City Council, working closely with the City Administrator Upon the adoption of the City goals and objectives by the City and department heads, has developed a preliminary list of nine Council, the City administrator will provide direction to the major goal statements for the community. These goal state- City departments to develop implementation strategies to insure ments are designed to reflect where the City intends to place that the objectives which have been identified under each of emphasis when making decisions of allocating scarce City the goal statements are carried out during the course of the resources. Under each of these nine goal statements is a list year. of objectives which have been designed to support the stated goals. The objectives breathe life into the goal statements In addition to the implementation program, the Public by indicating general type programs which the City Council Information Office will insure that the City's goals and and the City staff intend to implement over the coming year. objectives are widely publicized throughout the community. While the City objectives are representative of the type of It is important that the residents of the community have a programs which will be pursued over the coming year, they clear understanding of what the City goals and objectives are not to be viewed as being all inclusive. Individual City are for their community. departments have a large number of programs which are in- cluded in the City's budget document and are all designed to FUTURE PROCESS FOR CITY GOALS AND OBJECTIVES serve the citizens of our community. The objectives are listed under the major goal statements to add emphasis to those areas In order to insure a broad base of community involvement on which the City Council, City Administrator, and department and understanding of the City's vision over the next 20 years heads will focus their energy over the next year. During the Council directed the reinstitution of a one day Community coming year, the City Council may modify either the goals or Congress in which the City Council, City Administrator, objectives to insure that the City is carrying out its responsibilities City department heads, and community leaders would come in a manner which will serve the interest of the whole community. together to discuss the 20 year vision for the community. From this day long meeting will come a refinement of the City 1990/91 GOALS AND OBJECTIVES ADOPTION PROCESS goals and objectives. It is envisioned that the Community Congress would include a combination of workshops and meetings The preliminary goals and objectives statements reflect the all directed toward having the participants focus on the future collective effort of the City Council, City Administrator of the City. The planning for the Community Congress event and department heads. The preliminary goals and objectives would take place between July and December of 1990 and would be statements were reviewed by the City Council on June 11, scheduled during the month of January 1991. The overall purpose 1990, at a City Council study session and by the public at a formal of the program is for the City Council to receive the benefit public hearing on June 18, 1990. The purpose of the public of broad community input concerning the future of the City. This hearing was to solicit comments from residents regarding the goals community input will provide a basis upon which the and objectives statements. At the conclusion of the public the City Council can establish goals and objectives which are hearing, the City Council took action to adopt the 1990/91 goals directed toward achieving the community's vision. and objectives statements. -1- ADOPTED CITY GOALS AND OBJECTIVES FOR 1990/91 - MAINTAIN A SAFE COMMUNITY EXPAND THE CITY'S REVENUE BASE - PROVIDE IMPROVEMENTS TO THE CITY'S INFRASTRUCTURE (E.G., SEWERS, FLOOD CONTROL, WATER SYSTEMS, STREETS,PUBLIC FACILITIES AND BUILDINGS ENHANCE AND MAINTAIN THE ENVIRONMENTAL QUALITY OF THE COMMUNITY - IMPROVE THE COMMUNITY'S TRANSPORTATION SYSTEM - ESTABLISH POLICIES AND STRATEGIES TO INSURE A VIABLE DOWNTOWN ADEQUATELY ADDRESS THE CITY'S SOCIAL ISSUES PROVIDE FOR DIVERSE HOUSING STOCK THROUGHOUT THE COMMUNITY AND IvAINTAIN THE QUALITYOF HOUSING STOCK - IMPROVE ORGANIZATIONAL EFFECTIVENESS -2- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 ' GOAL STATEMENT: MAINTAIN A SAFE COMMUNITY Objectives Lead Department Implementation Schedule 1. Crime prevention through environmental design (e.g. gated communities, Community Development On-going adequate lighting, & on-going conditions). 2. Provide built-in security systems in new & existing developments Community Development & On-going (e.g. fire & burglar alarms, and sprinkler systems). Fire Department 3. Evaluate the adequacy of Police services to the community. City Administration & FY 1990/91 Police Department 4. Complete the Implementation of the Fire Protection Master Plan Fire Department FY 1990/91 & FY 91/92 for the community. 5. Develop a community partnership in crime prevention between the Police Department FY 1990/91 community residents and the Police Department (enhancement of Neighborhood Watch Program). 6. Provide traffic safety within the city through the implementation Public Works& FY 1990/91 of the Traffic Safety Plan. Police Department 7. Combat gang activity thorough the implementation of a Community Police Department FY 1990/91 Service Oriented Policing Program. 8. Use state-of-the-art equipment to fight crime. Police Department On-going 9. Respond to Priority 1 (life threatening) calls for service within 5 minutes- Police Department On-going 90% of the time. 10. Provide fire coverage for the community in accordance with the following: Fire Department On-going a. Arrival of first engine company for fire/rescue & medical aid within 5 minutes - 80% of the time and in all cases within 10 minutes. b. Arrival of the first ladder company within 10 minutes 98% of the time and in all cases within 15 minutes. c. Arrival of the first paramedic unit within 5 minutes 80% of the time and in all cases within 10 minutes. -3- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: MAINTAIN A SAFE COMMUNITY (Cont.) Objectives Lead Department Implementation Schedule 11. Provide inspection, public education, investigation, and plan check Fire Department On-going services at a level which will reduce fire ad life loss to a level equal to or less than the 10 year average. 12. Provide hazardous materials controls and a hazardous materials response Fire Department On-going team capable of containing unauthorized releases and protecting the public until remedial measures can be taken. 13. Provide an emergency management system capable of coordinating Fire Department On-going mitigation, preparedness, response and recovery aspects for all types of major emergency situations. 14. Provide an increased level of built-in fire protection by developing Fire Department On-going an ordinance requiring sprinklers in all new development and retro buildings which expand beyond existing use. -4- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: EXPAND THE CITY'S REVENUE BASE Obiectives Lead Department Implementation Schedule 1. Develop a strong community wide Economic Development action plan. Economic Development FY 1990/91 2. Protect the city's existing revenue base by maintaining and attracting Economic Development FY 1990/91 new businesses. 3. Actively encourage improvements to the Huntington Center shopping Economic Development FY 1990/91 mall and surrounding commercial areas. 4. Conduct a cost allocation study. Administrative Services FY 1990/91 5. Review city programs in which fees are charged to insure that the fee Administrative Services FY 1990/91 covers the cost of providing the program to the users. 6. Identify new areas where user fees can be justified to cover the cost Administrative Services FY 1990/91 of public programs. 7. Continue support of visitor serving developments and activities within Economic Development & On-going the community (to include Surf Museum and Community Art Center). Community Services 8. Study the feasibility of establishing assessment districts to help pay for Administrative Services & FY 1990/91 the cost of providing capital facilities (e.g. lighting districts and landscape Public Works maintenance districts). 9. Study the feasibility of increasing areas within the community which Community Development & FY 1990/91 would support retail commercial. Economic Development 10. Under the city's Economic Development program continue to support Economic Development On-going the city's commercial and industrial uses (e.g. McDonnell Douglas Expansion, and Huntington Center Enhancement). 11. Develop and adopt a strategy which is directed at expanding the Economic Development & FY 1990/91 sales tax base of the community. Administrative Services 12. Study ways to diversify the community's economic base. Economic Development FY 1990/91 13. Market the community's environmental assets. Public Information FY 1990/91 14. Evaluate the city's tax structure to insure continuation of a stable Administrative Services FY 1990/91 revenue source to support public services to the community. -5 ADOPTED GOALS &OBJECTIVES FOR FISCAL YEAR 1990/91 ' GOAL STATEMENT: IMPROVE THE CITY'S INFRASTRUCTURE FACILITIES Objectives Lead Department Implementation Schedule 1. Identify the city's revenues for the next ten years which would be Administrative Services & FY 1990/91 available to support the city's long term capital improvement Public Works program for city arterial streets and highways, sewers, flood control, water systems, public facilities, and buildings. 2. Study the feasibility of providing assessment districts which will assist Administrative Services FY 1990/91 in providing the necessary funds for capital improvement programs (e.g. lighting, landscaping, and Mello Roos Districts). —6— ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: ENHANCE AND MAINTAIN THE ENVIRONMENTAL QUALITY OF THE COMMUNITY Objectives Lead Department Implementation Schedule 1. Up-date the city's general plan elements (e.g. Land Use, Circulation, Community Development FY 1990/91 thru FY 1992/93 Community Facilities, and Conservation Elements). 2. Create a Growth Management Element to the city's general plan. Community Development December 1990 3. Improve Huntington Harbour water quality. Community Services & FY 1990/91 Public Works 4. Work with the property owner and the State Health Department Community Development & FY 1990/91 to identify potential revenues from Federal & State sources to mitigate Public Works Ascon Dump hazards and work towards this property being able to support a quality development. 5. Consolidate existing oil well facilities. Fire Department & FY 1990/91 Community Development & Economic Development 6. Improve the water quality of the Sully Miller and Huntington Lakes within Public Works & FY 1990/91 Huntington Central Park. Community Services 7. Mitigate clean-up of the methane gas problem in and around the Public Works & FY 1990/91 undeveloped portion of Huntington Central Park (old Mushroom Farm site, Fire Department Police gun range, and Orange County Transfer Station). 8. Reduce the size of the community's waste stream. Public Works FY 1990/91 9. Encourage and promote the safe disposal of household toxic waste Public Works & FY 1990/91 materials. Fire Department 10. Support master plan of oil well abandonment programs which will provide Community Development & Fy 1990/91 for changes from oil production to other forms of land uses Economic Development 11. Continue park development, public right-of-way landscape improvements, Community Development & On-going and maintain the ratio between open space and developed land. Public Works -7- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: ENHANCE AND MAINTAIN THE ENVIRONMENTAL QUALITY OF THE COMMUNITY (Cont.) Objectives Lead Department Implementation Schedulg 12. Work with the oil producing companies to guard against the occurrence of Public Works & FY 1990/91 subsidance. Community Development 13. Support regional strategies which will lead to improved air quality for the Community Development FY 1990/91 Southern California region. 14. Maintain and enhance the city's open space recreational amenities and Community Services Fy 1990/91 cultural activities. 15. Work to preserve and protect the Wetlands in Huntington Beach in Community Development On-going accordance with other goals and objectives with the city. Public Works I I I -8- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: IMPROVE THE COMMUNITY'S TRANSPORTATION SYSTEM Objectives Lead Department Implementation Schedule 1. Support a Regional Rapid Transit System extending into the City of Public Works FY 1990/91 Huntington Beach. 2. Support traffic signal interconnect programs. Public Works FY 1990/91 3. Participate in the development of a long range regional traffic plan. Public Works FY 1990/91 4. Eliminate arterial street parking. Public Works FY 1990/91 5. Relocate some bike paths off major arterial highways. Public Works FY 1990/91 6. Improve the city's influence on regional transportation issues. City Administration FY 1990/91 7. Update the city's Circulation Element of the General Plan to reflect Community Development FY 1990/91 the city's long range transportation program. 8. Support improvements in the city's arterial street system (e.g. stripping, Public Works FY 1990/91 pavement etc.) 9. Approve a Traffic Impact Fee Ordinance as requested in the Ad Hoc Public Works August 1990 Growth Management Committee Report. —9— ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: ESTABLISH POLICIES AND STRATEGIES TO INSURE A VIABLE DOWNTOWN Objectives Lead Department Implementation Schedule 1. Rebuild the Huntington Beach Pier and construct a Pier Plaza. Public Works FY 1990/91 thru FY 1992/93 2. Encourage the rehabilitation and reconstruction of buildings within Economic Development FY 1990/91 the downtown. 3. Complete the parking master plan program for the downtown by July 1990. Economic Development July 1990 4. Provide for a balance of land uses in the downtown area through Economic Development FY 1990/91 revision of the Downtown Specific Plan. S. Support visitor serving developments (e.g. hotels and restaurants). Economic Development FY 1990/91 6. Through Redevelopment market the improvements made within the Public Information & FY 1990/91 downtown area. Economic Development -1 - 0 I ADOPTED GOALS &OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: ADEQUATELY ADDRESS THE COMMUNITY'S SOCIAL ISSUES Objectives Lead Department Implementation Schedule 1. Strive to eliminate drugs from our community by emphasis on the dual Police Department On-going role of law enforcement activities & educational programs. (e.g. Regional Narcotic Suppression Program (RNSP), Drug Enforcement Agency (DEA) Task Force, Drug Abuse Resistance Education "DARE" and No On Drugs In Schools "NODS"). 2. Evaluate the city's role in promoting the development of child care Community Services FY 1990/91 facilities within the City of Huntington Beach. 3. Continue to expand and organize recreation programs for youths, Community Services On-going adults, and senior citizens. 4. Expand the city's excellent library facilities and programs. Community Services FY 1990/91 5. Implement the city's affirmative action program. Administrative Services FY 1990/91 6. Provide programs that address social change in the community. Community Services FY 1990/91 7. Combat gangs within the city. Police Department On-going 8. Develop an "Officer Friendly" program by enhancing the capabilities of Police Department FY 1990/91 the Police Department's Community Relations Unit. 9. Develop a coordinated anti-graffitti program between the Public Works Police Department FY 1990/91 Depari ment & the Police Department. Public works 10. Provide for the establishment of a youth shelter within the community. Police Department FY 1990/91 11. Address the Day Laborer issue through implementation of the proposed Economic Development FY 1990/91 Oakview Action Plan which recommends the establishment of a Day Laborer Center adjacent to the Oakview Project Area. -11- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: ADEQUATELY ADDRESS THE COMMUNITY'S SOCIAL ISSUES (Cont.) Objectives Lead Department Implementation Schedule 12. Participate in social service programs which provide assistance to Community Services FY 1990/91 the homeless. 13. Provide drug education programs. Police Department FY 1990/91 14. Educate our citizenry through expansion of the Neighborhood Watch Police Department On-going Program and improve communication with the community through the implementation of community service-oriented policing program. -12- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: PROVIDE FOR DIVERSE HOUSING STOCK THROUGHOUT THE COMMUNITY AND MAINTAIN THE QUALITY OF OUR HOUSING STOCK Objectives Lead Devartment Implementation Schedule 1. Implement the city's Housing Element of the General Plan. Economic Development & FY 1990/91 Community Development 2. Develop a housing program for the 20% set-aside redevelopment funds to Economic Development & FY 1990/91 provide low and moderate housing opportunities within the community. Community Development 3. Change land uses (General Plan and zoning changes) to provide for housing Community Development FY 1990/91 opportunities for all segments of the community: 4. Study the feasibility of providing Single Room Occupancy (SRO) de- Community Development FY 1990/91 velopments within the city. -13- ADOPTED GOALS & OBJECTIVES FOR FISCAL YEAR 1990/91 GOAL STATEMENT: IMPROVE ORGANIZATIONAL EFFECTIVENESS Objectives Lead Department Im_..plementation Schedule 1. Develop a Strategic Planning Process. City Administration FY 1990/91 2. Evaluate efficiency of city facilities through space utilization studies. City Administration & FY 1990/91 Public Works 3. Evaluate organizational structure as it relates to its effectiveness in City Administration FY 1990/91 providing services to the community. 4. Evaluate strategies which will ensure that "state of the art" technology City Administration FY 1990/91 is used effectively and efficiently within the organization. 5. Develop a systematic approach for enhancing communications within City Administration FYI 1990/91 the organization. -14- 0694A r^ AGENDA 1 0- � ABffeUR MEETING CITY COUNCIL/CITY ADMINISTRATOR RETREAT CITY OF HUNTINGTON BEACH MAY 4, 1990 Golden West College 15744 Goldenwest Street Huntington Beach, California 92647 Location: Community Center 8 : 30 AM - 5 : 00 PM V ✓ V ,� 1 . ROLL CALL: MacAllis er, Winchell, Green, Mays , Bannister, Silt/ Erskine 2 . PUBLIC COMMENTS (30 /-,, � //��; V. C�' �tiF .�ic3 �' ✓lit }.trzs rr� tF :.,�rL �•J� �li.4'�=Yr'� ��iGGaro`�6'Mln�C7•Gt+'" --���. L�i� -e.LI +".sue ct/�. ! � . h1 R. /Gf.�I r d' dt"f �'A� . �. CL ii,�� B-+d4!}. �tit�. �+.fd%-"^r;�; ,ylJ'•e1.. v,6/., cJ•fyBM'fT� bG( lonw , Lpf3 . DISC SSI N ON THE SETTING OF CITY GOALS AND OBJECTIVES n Vi Fa d�ttiL.®®ri l:rod GvCr•,�„ �r t t � , ri'�Jff �i�"'4l Yi FV c w,k4g.-% � Cat i�`,; 10�a+W '- l U oc i : f- fj�to/Jp'yr / dt G ,w/� Mw, 7•. f q},,: ,, s " f` :.t r?c+,�'��;� .h,%1>, ��r14G�t��,c'�n. .�;'..��;, , �„ C,r Gc.M'C,i"' Y, ��i•� :�"�,,,, ;rf�4� '^?trl,/���' i � �cs..�.G�,w:•✓'.G,.., ` 4 . A BRIEF REPORT BY THE CITY ADMINISTRATOR REGARDING THE CITY'S \ FINANCIAL CONDITION AND CITY SERVICE LEVELS 5. DISCUSSION OF THE PROCESS TO BE USED BY THE CITY COUNCIL IN EVALUATING THE CITY ADMINISTRATOR 6. ADJOURNMENT CONNIE BROCKWAY, CITY CLERK Office of the City Clerk 2000 Main Street - 2nd Floor (536-5227) S �v {.r ! l ,dl?-�" ¢�`� E'�' .' "'� �/f'`� • � 2..... ow x f �r'�tir�•t% � •'�f'y �F �4' � 6 C./fir SIO F � _ _ `• "'z4 f '..,,w..,�F�.m✓ look" �✓ :.-7 b. tZ.'.'c�l�G1.- r -f i d` t.[.. 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P w'6a �,C>,t:,,�.r. f✓ ,,�y��..�"� on /t -E.A�t,`.— � ,.�ik'ttaY'II i3 yt 'ra», ✓.rE, (w.- t e V S „�'� {� � � .. �'�.�; ��9 €�-Gh�'�,�.,,,�:d�,,.�,4,�;•� ,"i"�.�.;,s.' ,f'°�c� d�rcr; � •�'c� c� E ,�� - t_ t,,,. ro��i,�.�c�,,�z�g!«e 0i`,tmb= �_ � �' yr.��f (��.Y��e,Q^.....�tv'A�`4.$�u`�-.o` n r,fri°.,e:�:� ,js s.'7�Iq t.r`� u� cJ�°;�Utf� i� /,.��a of fit(✓�.,,� ,r /� �1'�p,yf...�,Ce'�. �r�': i�'- ,...�t ` o`i'" ,.s t`'_':.„ v lk-- J..:•jI 4 3` �'L RANK ORDER GOALS PRIORITY NO. - Adequately address the city's social issues - Provide for diverse housing stock throughout the community and maintain the quality of housing stock(Neighborhood Preservation was included in 1989 Goals/Objectives) - Enhance and maintain the environmental quality of the community(Coastal Enhancement and Community Environment were included in 1989 Goals/Objectives) - Establish policies and strategies to insure a viable downtown - Maintain a safe community - Improve the community's transportation system (Transportation was included in 1989 Goals/Objectives) Expand the city's revenue base (Economic Base was included in 1989 Goals/Objectives) - Provide improvements to the city's infrastructure (e.g., sewers, flood control, water systems, streets, public facilities and buildings) (Capital Improvements was included in 1989 Goals/Objectives) The following objective will be incorporated into the above goals: - Implement the policies found within the Growth Management Plan ` OTHER GOALS/OBJECTIVES I - Establish &promote a community image - Provide leadership for building strong participation by community leaders in inter-governmental affairs (e.g., at city, county, state, and federal levels) - Improve organizational effectiveness #OS03q-8S RANK ORDER GOALS PRIORITY NO. - Adequately address the city's social issues - Provide for diverse housing stock throughout the community and maintain the quality of housing stock(Neighborhood Preservation was included in 1989 Goals/Objectives) - Enhance and maintain the environmental quality of the community(Coastal Enhancement and Community Environment were included in 1989 Goals/Objectives) - Establish policies and strategies to insure a viable downtown - Maintain a safe community - Improve the community's transportation system (Transportation was included in 1989 Goals/Objectives) - Expand the city's revenue base (Economic Base was included in 1989 Goals/Objectives) - Provide improvements to the city's infrastructure (e.g., sewers, flood control, water systems, streets, public facilities and buildings) (Capital Improvements was included in 1989 Goals/Objectives) The following objective will be incorporated into the above goals: - Implement the policies found within the Growth Management Plan OTHER GOALS/OBJECTIVES - Establish&promote a community image - Provide leadership for building strong participation by community leaders in inter-governmental affairs (e.g., at city, county, state, and federal levels) - Improve organizational effectiveness #0503q-85 PRELDMARY ASSESSMENT OF CITY ORGANZATION 5/4/90 NATURE AREAS FOR PROPOSED ACTIONS/ OF POSITIVE POTENTIAL CHANGES IN ORGANIZATION ASPECTS IMPROVEMENT EMPHASIS I. Community Perception High regard for city public Bureaucratic organization that gives the Council/staff should meet with community of Organization safety and recreational appearance of not being responsive to groups on sensitive and/or important issues. services. people's needs. (Most large organizations are viewed by the public as bureaucratic Administrator/dept. heads/supervisors/staff and non-responsive). should place an emphasis on service orientation and responsiveness to the public. Evaluate how the organization interacts with the public and develop a courteous, responsive service approach. Provide a comprehensive, effective, public information program. Emphasis should be placed on where the city is headed and how the city works for "the public." II. Organizational Future Strong potential for the Organizational vision and direction for Develop a vision for the future. Council, commissions, the future needs to be articulated. staff, and public to Develop realistic short term and long term develop and maintain organizational goals based on "the vision" an effective organization. for the future. CITY ORGANIZATION ASSESSMENT (continued) NATURE AREAS FOR PROPOSED ACTIONS/ OF POSITIVE POTENTIAL CHANGES IN ORGANIZATION ASPECTS IMPROVEMENT EMPHASIS 1II. Organizational Direction Some departments are well Lack clear organizational goals and Set clear, realistic short term and long range organized and have objectives. goals by Council. Staff develop goals developed clear implementation plan. departmental objectives. Inadequate long range planning. Administrator and dept. heads emphasize Council Inadequate allocation of personnel to goals in a proactive manner with staff and perform organizational planning function. community. IV. Organization Resources The allocation of resources Inadequate allocation of resources for the Develop a financial plan that emphasizes the emphasizes providing high city infrastructure. expansion of the city's revenue base. Develop quality public safety and a well funded C.I.P. to support infrastructure recreational services. improvements. Resource allocation should be linked to goals (include goals in the budget.) V. Organizational Structure The Charter clearly des- Structure discourages horizontal Develop an organization spirit focused on the cribes the responsibilities communication. value of teamwork. Develop means to enhance of all elected offices and both vertical and horizontal communication. the City Administrator. Structure discourages interdepartmental/ Set up employee project teams and interdivisional coordination and cooperation. committees. VI. Financial Condition Stable revenue sources. Need to diversify and expand the city's Develop a realistic financial plan that emphasizes revenue base. Need to balance land uses the expansion of the city's revenue base. Attractive place to live (residential, commercial, industrial, (property values should open space, etc.) Conduct comprehensive fiscal impact analysis on remain high). new development. Require new development to pay for new service requirements. Summary: Develop organizational vision Set realistic goals Allocate resources to implement goals Develop a follow-up program to monitor implementation of goals N O T I C E NOTICE IS HEREBY GIVEN THAT THE REGULAR MEETING OF THE CITY COUNCIL/REDEVELOPMENT AGENCY OF THE CITY OF HUNTINGTON BEACH HELD MONDAY, AUGUST 3, 1992 WAS ADJOURNED TO MONDAY, AUGUST 17, 1992 AT 5:30 P.M. , IN ROOM B-8, CIVIC CENTER, HUNTINGTON BEACH, CALIFORNIA. Connie Brockway City Clerk and ex-of ficio Clerk of the City Council and Clerk of the Redevelopment Agency of the City of Huntington Beach. BY Dep4jty City tlerk THIS IS TO CERTIFY THAT THE ABOVE NOTICE WAS POSTED ON THE BULLETIN BOARD AT THE ENTRANCE TO THE CITY COUNCIL CHAMBER OF THE CIVIC CENTER, HUNTINGTON BEACH, CALIFORNIA, ON TUESDAY, AUGUST 4, 1992. Connie Brockway City Clerk and ex-officio Clerk of the City Council and Clerk of the Redevelopment Agency of the City of Huntington Beach. BY �71-,,,� C/ �" j D6pJlty City erk 1344K/1345K K O T I C E NOTICE IS HEREBY GIVEN THAT THE REGULAR MEETING OF THE CITY COUNCIL/REDEVELOPMENT AGENCY OF THE CITY OF HUNTINGTON BEACH HELD MONDAY, AUGUST 3, 1992 WAS ADJOURNED TO MONDAY, AUGUST 17, 1992 AT 5:30 P.M. , IN ROOM B-8, CIVIC CENTER, HUNTINGTON BEACH, CALIFORNIA. Connie Brockway City Clerk and ex-officio Clerk of the City Council and Clerk of the Redevelopment Agency of the City of Huntington Beach. BY Dep ty City oYerk THIS IS TO CERTIFY THAT THE ABOVE NOTICE WAS POSTED ON THE BULLETIN BOARD AT THE ENTRANCE TO THE CITY COUNCIL CHAMBER OF THE CIVIC CENTER, HUNTINGTON BEACH, CALIFORNIA, ON TUESDAY, AUGUST 4, 1992. Connie Brockway City Clerk and ex-officio Clerk of the City Council and Clerk of the Redevelopment Agency of the City of Huntington Beach. BY --' Depu City Cle 1344K/1345K CITY OF HUNTINGTON BEACH DEVELOPMENT OF CITY GOALS & OBJECTIVES 5/4/90 I. Process - for Establishing City Goals A. Purpose of Goals B. Nature of Goals C. Strategic Planning Process D. Roles: 1) Public 2) Council 3) Staff I II. Plan- to Achieve City Goals A. Develop Specific Objectives Related to Achievement of Goals B. Development of Realistic Action Plans C. Set Priorities D. Develop Systematic Assessment Process to Determine Progress in Achieving the Goals #0503q-83 CITY GOALS FOR A 2-5 YEAR TEME PERIOD -Expand the city's revenue base - Implement the policies found within the Growth Management Plan - Adequately address the city's social issues - Establish & promote a community image - Provide for diverse housing stock throughout the community and maintain the quality of housing stock - Enhance and maintain the environmental quality of the community - Provide improvements to the city's infrastructure (e.g., sewers, flood control, water systems, streets, public facilities and buildings) - Establish policies and strategies to insure a viable downtown - Provide leadership for building strong participation by community leaders in inter-governmental affairs (e.g., at city, county, state, and federal levels) -Maintain a safe community - Improve the community's transportation system - Improve organizational effectiveness GOAL: EXPAND THE CITY'S REVENUE BASE BY: - Improvements to Huntington Center shopping mall - Establishing new and increasing where justified existing fee program - Continuing support of the visitor serving developments - Continuing support for downtown revitalization - Studying the establishment of assessment districts (e.g., lighting districts) Expanding the community's commercial base, reducing residential land use designations - Continuing support of McDonnell-Douglas expansion plans - Improving community sales tax base - Improving community broad economic base (e.g., encouraging industrial development) - Developing and promoting community tourist centers -Marketing the community's environmental assets GOAL: IMPLEMENT GROWTH MANAGEMENT PLAN BY: — Updating the city's General Plan Elements (e.g., land use, circulation, community facilities, etc.) — Creating a Growth Management Element to the city's General Plan — Enact a traffic impact fee GOAL: ADEQUATELY ADDRESS THE COMMUNITY'S SOCIAL ISSUES BY: - Preserving the family life - Eliminating drugs from our community - Educating our citizenry - Making provision for adequate child care - Continuing to promote recreation programs - Continuing the city's excellent Library facilities & programs - Improving the city's affirmative action program - Addressing the homeless issue - Providing programs that address social change in the community - Combating gangs GOAL: ESTABLISH AND PROMOTE A COMMUNITY IMAGE BY: - Informing the citizenry about community programs, services, and issues - Preparing information papers on community programs, services, and issues - Establishing a community speaker bureau - Continue a public information program which is pro-active - Publish a "state of the city" annual report - Actively marketing the city - Maintaining and enhancing the city's open space recreational amenities and cultural activities GOAL: PROVIDE FOR DIVERSE HOUSING STOCK THROUGHOUT THE COMMUNITY AND MAINTAIN THE QUALITY OF OUR HOUSING STOCK BY: - Implementing the city's Housing Element of the General Plan - Using the 20% set-aside redevelopment funds - Changing land uses (General Plan & zoning changes) GOAL: ENHANCE AND MAINTAIN THE ENVIRONMENTAL QUALITY OF THE COMMUNITY BY: - Restoring wetlands - Improving Huntington Harbour water quality - Mitigating the Ascon dump site - Consolidating oil wells - Improving the water quality and cleaning-up of methane in and around Huntington Central Park - Recycling waste - Encouraging and promoting the safe disposal of toxic materials - Support master plan of oil well abandonment programs which will provide for changes from oil production to other forms of land uses - Continuation of park development, public right of way landscaping improvements, and the maintenance of the ratio between open space and developed land. - Support regional strategies which will lead to improved air quality for the Southern California region. GOAL: PROVIDE IMPROVEMENTS TO THE CITY'S INFRASTRUCTURE BY: — Providing a long term Capital Improvement Program and properly funding the program (see attached list) — Creating assessment districts Projected 10 Year C.I.P.'s . Street tree/parkway maintenance $ 20,000,000 . Drainage 30,000,000 . Sewers 3,000,000 . Park, Trees & Landscape 3,000,000 . Median landscaping remaining 30,000,000 . Street maintenance 200,000,000 . Water Master Plan improvements 74,000,000 . Water capital replacements 10,000,000 Total $370,000,000 GOAL: ESTABLISH POLICIES AND STRATEGIES TO INSURE A VIABLE DOWNTOWN BY: - Rebuilding condemned buildings within the downtown - Completing the parking program for the downtown - Providing for well planned land uses - Supporting visitor serving developments - Bringing about a vibrant downtown - Rebuilding the Huntington Beach Pier GOAL: PROVIDE LEADERSHIP FOR BUILDING A STRONG COMMUNITY PARTICIPATION IN INTER-GOVERNMENTAL AFFAIRS BY: -Entering into the dynamic legislative process -Working closer with Golden West College, the school districts, and the county - Improving position in the county with regard to inter-governmental relations - Improving working relationship between our neighboring cities and other cities in the county - Conducting workshops between agencies and offices GOAL: MAINTAIN A SAFE COMVUNITY BY: - Crime prevention through environmental design - Built-in protections (e.g., fire and burglar alarms, sprinkler systems) - Evaluating Police and Fire delivery systems - Community partnership in crime prevention - Combating graffiti - Traffic safety GOAL: IMPROVE THE COI MGJNITY'S TRANSPORTATION SYSTEM BY: - Supporting a Regional Rapid Transit System - Supporting traffic signal interconnect programs - Supporting participation in the development of a long term regional traffic plan - Eliminating arterial street parking - Relocate some bike paths - Improving the city's influence on transportation issues - Updating the city's Circulation Element of the General Plan GOAL: IMPROVE ORGANIZATIONAL EFFECTIVENESS BY: — Leadership development — Developing a Strategic Planning Process — Evaluating efficiency of community facilities (e.g., civic center facility) — How responsive are city services to meeting the needs of the comunity — Evaluating organizational structure as it relates to its effectiveness in providing services to the community — Proper utilization of available technology — Developing strategies which will ensure that "state of the art" technology is used effectively and efficiently within the organization. — Develop a systematic approach for enhancing communications within the organization through improved teamwork. #0503q-68 F�B CITY OF HUNTINGTON BEACH CA 89-18 COUNCIL - ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH 7�eTo Honorable Mayor and From Paul E. Cook City Councilmembers City Administrator Subject GOALS & OBJECTIVE STATEMENTS & Date February 28, 1989 SPECIFIC TOPICS OF INTEREST LIST Attached, please find the Goals and Objective Statements which were reviewed and revised at the Council/staff retreat in January, 1989. Mission statements have been added to each of the major categories followed by more specific goals and objective statements. It is intended that these goals and objectives will be referred to when the City Council considers the annual budget, as well as the Capital Improvement budget, for the city. Also, a Specific Topics of Interest list is attached for your review. This list recaps the major points that were discussed during the Council/staff retreat. If you have any questions concerning either one of these documents, please feel free to contact me or to discuss them with Rich Barnard of my staff. PEC:paj Attachments xc: Department Heads l CITY OF HUNTINGTON BEACH 2000 MAIN STREET CALIFORNIA 92648 OFFICE OF THE CITY CLERK CALL FOR SPECIAL MEETING OF CITY COUNCIL CITY OF HUNTINGTON BEACH Tom Mays , Mayor Peter Green, Mayor Pro Tempore Wes Bannister, Council Member John Erskine, Council Member Don MacAllister, Council Member Jim Silva, Council Member Grace Winchell , Council Member You are hereby notified that a Special Meeting of the City Council of the City of Huntington Beach, California is called for and will be held at Golden West College Community Center, 15744 Goldenwest Street, Huntington Beach, California at the hour of 8:30 a.m. to 5:00 p.m. on Friday, May 4, 1990, for the purpose of holding a City Council /City Administrator Retreat with the following agenda items : Public Comments , discussion of the setting of City Goals and Objectives , a brief report by the City Administrator regarding the City' s financial condition and City service levels and discussion of the process to be used by the City Council in evaluating the City Administrator. Dated: April 27, 1990 ATTEST: CONNIE BROCKWAY, CITY CLERK City Clerk Mayor I hereby certify that I received the above notice, "Call for Special Meeting of the City Council " prior to 8:30 A.M. , on Thursday, May 3, 1990. �J Mayor (Telephone:714-536-5227) r CITY OF HUNTINGTON BEACH CA 90-17 COUNCIL ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH TO Honorable Mayor and From Michael T. Uberuag'` City Council City Administrator Subject GOAL SETTING WORKSHOP Date May 2, 1990 I am submitting for your review some additional information to be discussed at our work session on Friday, May 4th. This material replaces that which was delivered to you last Friday. The attached list of goals was reviewed and revised by the department heads on Monday, April 30th. The agenda for the goal setting workshop, scheduled for May 4, 1990,at the Golden West College Community Center (see attached map) is arranged into four sections; 1) Public comment; 2) Discussion on the setting of City goals and objectives;'3) I will give a brief report regarding the City's financial condition and City service levels; and 4) The process to be used by the City Council in conducting my evaluation. SETTING OF CITY GOALS AND OBJECTIVES In preparation for the City Council discussion of this agenda item, I have included five documents for review. These include: 1. An outline of city goals and objectives; 2. A breakdown of goals developed for a 2-5 year period; (revised version attached) 3. Goals and objective statements developed at the Council/staff Retreat in 1989; 4. MIS Report regarding goal setting in local government; (sent to you on 4/27/90); 5. Strategic planning process flowchart and task explanation; 6. Strategic planning paper prepared by the City of Fremont. The City Council should be prepared to discuss the goals and objectives adopted last year as well as those which were recently developed by department heads. A recommended process for adopting city goals would be for the City Council to discuss the goals and then schedule a public hearing for the purpose of receiving public input regarding these proposed goals. After the hearing, the Council would then be in a position to take action to adopt city goals. Once adopted, these goals would serve as the focal point for direction of City activities. The progress which is made toward accomplishing the City adopted goals would be monitored by staff and reported to the City Council. The adopted goals would be reviewed and updated annually by the City Council prior to Council consideration of the City budget. REPORT BY THE CITY ADMINISTRATOR Under this agenda item, it is my intention to discuss with the City Council an overview of the City's financial condition and observation regarding the service levels which the City provides to its residents. Page —2- CA 90-17 EVALUATION OF THE CITY ADNIINISTRATOR Included in your agenda packet are samples of evaluation forms that have been used in other cities to evaluate the City Administrator(City Manager). These are: An excerpt from my employment contract regarding performance evaluation, a blank Evaluation of City Manager report, a checklist for Council Evaluation of City Manager form, and a Danville Town Manager Evaluation form. These last three samples were also sent to you on April 27th and are only offered as a guide in the City Council's discussion on the process to be used in evaluating my performance. If you have any questions about the workshop,please let me know. MTU:RB/Ip Attachments Dated: February 23, 1989 GOALS AND OBJECTIVES COASTAL ENHANCEMENT MISSION STATEMENT: Promote and protect the unique resources which are found along the Huntington Beach coast. 1. Develop a Bolsa Chica Local Coastal Plan acceptable to the city and lobby the county and Coastal Commission through the Bolsa Chica Planning Coalition. 2. Pursue development of the County Linear Park project and establish park boundary. 3. Continue progress on specific plans for the redevelopment project areas designated within the coastal zone. 4. Continue to support state agencies in their efforts to restore the property between Brookhurst, the Edison Plant, PCH, and the Flood Control Channel as wetlands. 5. Continue to pursue with Caltrans the widening and improvement of PCH between the Santa Ana River and Warner Avenue. 6. Annex the Bolsa Chica into the city. 7. Continue to mitigate the environmental issues of the Ascon Dump Site by working with state and county agencies and property owners to bring about a site that is conducive for development. 8. Precise plan the Hamilton Avenue extension from Newland Street to Huntington Street. 9. Protect the integrity of the recreational nature of city and state beach and-surf between the Santa Ana River and Anaheim Bay. 10. Mitigate loss of beach parking through development of parking nodes north of the pier. 11. Pursue the construction of a new municipal pier. 12. Reassess policy regarding municipal services on state beaches. 13. Pursue with the state, ownership in fee by the city of the portion of Bolsa Chica State Beach north of the Pier to the bluffs. 14. Continue to monitor proposed off shore oil lease sales. 15. Reassess policy regarding police services on state beaches and seek funding to pay cost of police services on the state beaches located with Huntington Beach. TRANSPORTATION MISSION STATEMENT: Establish and pursue a comprehensive transportation policy for the City of Huntington Beach. 1. Annually review the Transportation and Circulation Plan project priorities for the city. 2. Have OCTD establish a Transportation Center within the Downtown Specific Plan area. 3. Establish a means to finance the maintenance and reconstruction of existing streets in the downtown area. 4. Actively pursue cooperative inter-agency transportation links. a. Pursue the strategy with the cities of Costa Mesa and Newport Beach and the county of Orange for the construction and reconstruction of bridge crossings across the Santa Ana River (e.g. Garfield Avenue, Atlanta Avenue). b. Identify and work toward completion of improving the east/west circulation flow of traffic to insure continuous connection of arterial highways that have county-wide significance, and/or provide links with the freeway system. c. Finalize a strategy with the city of Westminster to provide a north/south intra-city transportation connection between Gothard Street and Hoover Streets. 5. Implement a traffic impact fee. 6. Reduce city liability on state right-of-way (PCH and Highway 39) and those intersections which are jointly shared between multi jurisdictions. 7. Develop a plan for traffic signal synchronization including interfacing with adjoining cities. 8. Encourage the establishment of TSM program throughout the city to help alleviate traffic congestion during peak hours. 9. Study long term planning alternatives for improvements in the city's transportation system (monorail, parking strategies, public transit, and roadway improvements). 10. Develop funding mechanism for the super street improvement projects along beach Boulevard Corridor and explore using a grade separation where appropriate to facilitate the movement of traffic. i COMMUNITY ENVIRONMENT (Park. Landscape Median. Cultural & Entertainment Facilities. MISSION STATEMENT: To promote balanced land uses throughout the community and insure that a high quality of life standard is provided to the residents through the enactment and enforcement of city ordinances and policies. 1. Complete development of the remaining three (3) undeveloped neighborhood park sites within five (5) years. 2. Begin implementation of the Adopted Master Plan for Huntington Central Park through the annual budget process. 3. Continue to provide funding methodology to support the maintenance of the complete park system and median/parkway program. Approve desired level of maintenance and identify a revenue source (e.g. parking meter and locked gates, and small entrance fees for non-residents). 4. Continue to base the funding of recreational programs upon the user fee concept including direct and indirect costs. 5. Seek public and private funds to develop cultural facilities/entertainment facilities/Civic Center amphitheater/Edison building (i.e. music, plays, theaters, art). 6. Establish priorities and provide funding for Median/Parkway Landscaping Master Plan through capital improvement funds, establishment of assessment districts, or development fees to support the program. 7. Continue to maintain public buildings and grounds at the level originally developed. 8. Continue to work through the Public Cable Television Authority to insure the residents of Huntington Beach receive "State of the Art" cable communications and programs. 9. Continue to construct monument "Welcome to Huntington Beach" signs at the entrances to the city. 10. Develop security strategies to prevent vandalism to city property (use of security cards for access into City Hall). 11. Review and update city parking stall standards to include mid-size spaces, increased enforcement, and implement overall management strategies which will lead to compliance with AQMD regulations. (implementation of Transportation Management Strategies - TMS). 12. Continue government access cable television programs financed with cable television franchise fees. 13. Strengthen code standards, and exactions to consistently implement the environmental elements of public and private projects including landscaped medians, setbacks, and buffers. ti 14. Explore concept of permit or parking fee for all public facilities. 15. Strengthen the city's land use code enforcement program. 16. Develop and adopt specific plans as appropriate for the Beach Boulevard Corridor (sign ordinance, access standards, development standards). CAPITAL IMPROVEMENTS MISSION STATEMENT: Develop a financially sound program for identifying capital improvements which will promote quality of life and protect the health and safety of the residents of Huntington Beach. 1. Continue to review and adopt an annual Capital Improvement Program. 2. Develop a phased program to finance the maintenance of existing capital facilities (e.g. sewers, storm drains, streets, water lines, public buildings). 3. Continue to work with the County of Orange to line and increase the capacity of county drainage channels throughout the community. 4. Initiate staff study, workshop, then public hearing on feasibility of totally eliminating the General Fund subsidy for trash pick—up in order to strengthen financing of needed capital projects. 5. Prioritize capital improvement projects for funding from revenues released by enactment of a trash fee. NEIGHBORHOOD PRESERVATION NIISSION STATEMENT: Ensure a high quality of residential housing stock within Huntington Beach. 1. Explore establishment of a Neighborhood Preservation Task Force Program to maintain and improve residential neighborhoods (i.e. review and improvement of neighborhood streets, sidewalks, parks, sewers, drainage, water lines, emergency access points, parking, and private property). 2. Continue the Housing Rehabilitation Loan Program to provide low interest loans for resident property owners who wish to update and improve older homes. 3. Continue to work with the Housing Committee toward ensuring the subsidy of affordable housing units for residents of the community and develop an inventory of existing housing stock (e.g., type, life, current cost). 4. Establish and organize an ongoing public relations campaign to deter vandalism (Neighborhood Watch). 5. Ensure a level of adequate land use enforcement within the community and provide the Land Use Code Enforcement Division with citation powers. 6. Enforce the Housing and Property Maintenance Code, particularly with regard to oil facilities. 7. Continue to work with property owners in target areas to enhance overall neighborhood environment through participation agreements to bring about rehabilitation and upgrades of a total project area (e.g. , Queens and Jacqueline Lane Projects). 8. Review and upgrade Municipal Codes standards to eliminate site blight. 9. Expanding LOGOS concept into other parts of the city. 10. Establish general policy assuring high quality of residential housing.(development standards, design, and pallet) 11. Coordinate efforts of city code enforcement personnel in all departments. 12. Support and cooperate in the implementation of a unitization program for oil recovery. 13. Adopt ordinance regarding inspection program upon resale of houses to insure there are no code violations at the time ownership is transferred. 4 ECONOMIC BASE MISSION STATEMENT: To insure a balanced revenue base for the city. 1. Continue to commit resources to actively solicit commercial and industrial investors to locate in Huntington Beach through preparation of promotional program including fact sheets, publicity, advertisements, etc. 2. Continue to eliminate physical blight and obsolescence through the expanded use of redevelopment. 3. Use assessment districts wherever legally possible (landscaping, public lighting, maintenance of public parks and public right of way). 4. Continue pursuit of cost effective inter-agency relationships with other government agencies and private sector to improve public service delivery (Fire's Net 6 program, & Visitor Bureau). 5. Encourage high quality industry within the community. 6. Work with Visitor Bureau and Chamber of Commerce on encouraging tourism and commerce within the city. 7. Assist toward the development and encourage the downtown merchants to create a Downtown Merchant's Association. 8. Review and consider enactment of a city entertainment tax. 0655A Date: February 28, 1989 t SPECIFIC TOPICS OF INTEREST FROM THE CITY COUNCIL/STAFF RETREAT JANUARY 20 & 21, 1989 1. City Lobbyist • Use to locate funding sources. • Work with local Congressman. • Not a full time lobbyist - available on an hourly basis. • Staff to narrow selection and then let Legislative Committee select a person for recommendation to City Council. 2. Village Concept • City Administrator to report on his view of the Village concept. Staff to develop a concept for presentation to City Council. • Present Land Use concept for Main-Pier Phase II at January 30, 1989, study session. • Consensus of the City Council appeared to be that the area between Lake Street and Maxwell's Restaurant should be able to accommodate 2-3 additional restaurant pads either one or two stories in height so long as it is not higher than Maxwell's Restaurant. 3. City Redevelopment Projects • Indicated a need for a detailed accounting of a financial analysis of each redevelopment project (e.g. yearly cash flow, when does the city break even, year-by-year cost to revenue analysis). • How much money is taken from the General Fund to support redevelopment? 4. Land Use Enforcement • Community Development to bring to the City Council study session of January 30, 1989, a recommendation granting Land Use Officers citation power. 5. Capital Improvement Projects • Council would like to gain a better understanding of how funds from various revenue sources are used. • Set a study session on March 27, 1989, to review city revenues and CIP. • Need to review separating certain revenues currently going into the General Fund into separate funds or accounts, and earmarked for specific purposes. 6. Design Review Board • Need to review the composition of the current board. • Review and update boards guidelines and ordinances. -2- 7. Contract Services/Bidding Process • Extend beach concessions contracts for a one year period then send out to bid. • Major items need to be sent to bid. • Purchasing to review a policy giving 1-3% advantage to local city businesses. It was indicated that other citys have similar policies. • Trash is a major city contract and will be coming up for renewal in 1990. Negotiator needs to begin by fall 1989. • Provide Council with a list of Public Works consultants. • City needs to consider transferring the accounts receivable for trash service to Rainbow Disposal • Council to receive a report on the city's bidding process. 8. City Boards, Commissions, & Committees • City Council to establish a committee to review all City Council established Boards, Commissions, & Committees with an eye toward consolidation, streamlining, and reviewing the use of these body's as advisory boards to the City Council. 9. Agenda Process • Mayor to announce at 7:00 p.m. the fact that the City Council meets at 5:00 p.m. with staff to ask questions and get clarification regarding that evening's Agenda items. Meeting is open to the public. • Discussion regarding the need for City Council to have motions restated by the City Clerk after lengthy discussion has taken place. • Issues or questions raised at the 5:00 p.m. agenda discussion, prior to the 7:00 p.m. City Council meeting, needs to be touched on by staff(under staff report) when an item is considered at the 7:00 p.m. council meeting. • Department heads to carefully review RCA to insure proper wording is used in communicating a recommendation to City Council 10. City Financial Audit • City needs to earmark revenues to be spent on specific type projects. • Look at city redevelopment projects (cash flow, break even for each project, yearly cost to revenue for each project. • Don Watson to be included. 11. City Management Audit • Review and discussed city's Productivity Program. • Have recommended changes been acted upon by departments Department Directors to follow-up. -3- 12. Information Systems Needs • To be discussed at Department Head retreat and recommendations brought back to City Council • Need for an integrated system and Geo base system. 13. Trees and public sidewalks • Public works is to prepare a report for City Council regarding the city sidewalks and damage currently existing and outline a program. • Investigate the use of assessment districts to address problem. 14. Visitor and Conference Bureau • Concern was expressed regarding the funding of the program by the city. • Concern was expressed regarding the selection of the bureau's board. 15. Bolsa Chica Land Use Plan • Plan was reviewed. • Staff to change Land Use designation to city's rather than county's. 16. Growth Management Report • Prepare a cover letter insertion into the report which indicated that report contain goals that the city will pursue. 17. Insurance • Anyone doing work in the city is required to have insurance • Insurance ordinance needs to be re-done and brought before City Council. • Need a study session to discuss with City Council. 18. Employee deferred compensation plan • Mayor inquired as to whether plans administration was in keeping with current laws. 19. Staff follow-up/response to request from Councilperson. • There was general consensus that individual requests of councilpersons requiring a significant amount of staff time need to be directed by an action of the City Council rather than a request of a single Councilperson. 3637a 7 �� `'U^• '" P /rl_ � -F -C: ^f 1- krt 'E"C�N � F LMir.'IK 4 �� •.�� �_ GOALS •i t ��f x J ,!�. -�Y is �D..`s',:�k.��R r t�,�'�.hxy.yl `3'm�li.'f, ..�, '�n• �4 P GOAL SETTING IN s ` '` ' 4`' ` LOCAL GOVERNMENT t Fa ocal governments use the process of goal setting to set forth a mis- Y r . � `T.Nvsion—a statement of what then plan a# �' Jto accomplish—and the actions they plan to take to reach their proposed destination. This statement creates a clear focus for all employees. It seems obvious that a local gov- ernment should set goals and plan for the future. However, some local government officials subscribe to the philosophy "If it's not broken, don't fix it." They wait until something goes wrong and attracts public attention to address problems. The process this mindset engenders is commonly known as crisis manage- ment. Crisis management usually means addressing the symptoms while permitting the real problem to remain. In contrast, managers who use goal setting argue "If it works, make it better and ensure that it will still function tomorrow." This month's report discusses the potential benefits of goal setting for r, local governments and explains the steps involved in instituting an effective goal-setting process. It dis- cusses how to get started, how to assess needs and determine priorities, how to resolve disputes, and how to evaluate success. The report considers goal setting at every level, from its use as a com- f�G`` T munity-wide activity to forge long- { term development goals, to its role in 'r��Ar � motivating the individual employee. - V�.12 i 01CMA 1 Management Information Service VOLUME 21 /NUMBER 3 MARCH 1989 MIS Reports are publishe&monthly by:the Management Information Service,International_City Management Association, 1120 G Stree N W., Washington, D.C. . 20005. Copyright©1989 by the Ii ternatioiial City Management Associahoft hfo part of this�,Teport may be �,- -- S 3�� f £�3✓ tfi. reproduced without Sion ofitheeopyngh town er. F «'� These reports a'ta intent rum n Ro�p rovide timely ft; information on sulJ -" r�acticalllintez st.to local �LI government admmis epartment heads,budget-: and research, tratve a ssistants, and others z i� res nsible for and' a witlio iational'as ects.of. Po I ., p local government s 4 MIS Reports arg-jSi art of As ubs ption service a sy available to aiT local ents su nption�to the , Management Informa nttce'in'cl $ed access , to the MIS.InquiFy c backed up "the-10AA automated data base. S Bulletm� o Packets; and other publications`.: tI ` gI � r - t RecentIS Reports 3/88 DnigTesting,Sexual Harassment,Smoking:Employee Office of Information Services Rights Issues '- Donald J. Borut, Director 4/88 Developer Financing-Impact Fees and Negotiated Exactions Management Information Service 5/88 Microcomputer Use in the Local Government Cheryl A. Farr,Director Administrator's Office'_ Christine Ulrich,Managing Editor 6188 Management of Facility Design and Construction Milou Carolan,Assistant Editor 7188 Analyzing the Fiscal Impact of Development Jani Sepanik,Manager,Inquiry Service 8/88 Police and Fire Fitness Testing Jacqueline Harmon,Program Assistant 9/88 Wellness Programs in Local Government 10/88 Purchasing Management Publication Production 11/88 Emergency Medical Services Systems Dawn Leland,Production Director 12/88 Developing Exemplary Civilian-Military Relations Susan Gubisch,Graphic Designer 1/89 Performance Auditing for Local Government l Chris Draughn,Production Assistant 2/89 Using Graphs to Present Financial Information Goal Setting in Robert Geen,author of this month's report, is a masters candidate in the public policy program at Local Government the University of Chicago. Mr. Geen served as a research assistant for ICMA's Inquiry Service during 1988. Whether it is called goal setting, long-range planning, even for a particular person.Not all goals relate to com- strategic planning, futures planning, or management munity services.The goals set can deal with personnel by objectives, the process of assessing need and estab- or organizational matters within the local government. lishing priorities is an effective and necessary function For example, a management team could take as a goal of local government at any level.Goal setting is a tool,a the reduction of absenteeism.What is important is that technique,that local governments can use to build citi- the goal-setting process sets out clear and distinct objec- zen support, encourage efficiency through coopers- tives so that each participant understands how his or tion, and improve productivity. Goal setting is a con- her work relates to the over-all mission. tinual, on-going, far-reaching process. It is a way of thinking and not a specific plan, a process and not:a solution. What exactly is goal setting?Goal setting is the pro- GOAL SETTING VS. CRISIS MANAGEMENT cess of envisioning results and reaching a consensus on the results desired.The results that everyone agrees are It seems obvious that any organization should plan most desirable become organizational goals. What ahead and choose goals for itself.However, some local types of goals do local governments set? Goals can be governments simply react to problems as-they occur, very general or very specific. For example, within the relying on crisis management to set their agenda. It is context of local government,a goal could be true that no matter how much planning one does,un- anticipated events will occur that require crisis manage- • A broad statement of what community leaders or ment. Goal setting, though, can limit crises to a mini- the city council wants to accomplish in the next mum. And goal setting also does something that im- year. "We want to make this community a better proves day-today management:it creates a clear focus, place to live." a destination,toward which to strive.This sense of mis- • A broad statement of what the council or the man- sion increases productivity and enables groups of peo- agement team wants to accomplish in a specific ple to function together more smoothly. How? area. "We want to ensure that all streets are well paved." • Goal setting pulls everyone toward the same objec- • A more specific statement of intended action. "We tive.It gives everyone a chance to express his or her j will organize a five-year repaving program." opinion and personal goals, and to prioritize these • An even more specific statement of action,maybe a goals within the framework of goals for the entire statement of action for one particular employee. "I department or local government. . will survey available computer software and draw • Goal setting helps everyone understand what his up a plan to automate our street maintenance or her job is. Thus, there is less chance that tasks program. will be-done twice—or left undone. • Goal setting helps people allocate time more effi- - Thus,a goal-setting-process can set out objectives for ciently. When priorities are clear, it is easier to allot the government as a whole,for a specific department, time to those things that are most important. 2 Management Information Service • Goal setting enhances communication between the You may argue that you are unable to think far into council and the administrator. Without dearly the future because you must react to the problems you defined goals,the administrator may get conflicting face today; you must focus your attention on current signals from the council and may have trouble issues and react to each crisis as it arises.However,the establishing priorities among the council's requests. cycle of crisis management can only be broken by long- 9 Goal setting creates guidelines for the budget. By range planning. The benefits of goal setting far out- establishing which programs and issues are of weigh the costs, and the time spent is an investment highest priority,goal setting helps the manager and that will pay future dividends.By putting off planning, council determine how to allocate funds and where you guarantee that crises will continue to determine to make budget cuts. your daily activities and the allocation of your resources. • Goal setting can involve the community actively in planning its future and can help to build support for problems and policies.By involving community THE FORMAT OF A GOAL-SETTING PROCESS leaders, goal setting helps the local government communicate with constituents. Textbook approaches to local government have a ten- 9 Goal setting provides an evaluation tool. Carefully dency to be dogmatic: "Not only should you do this, formulated goals and priorities are a standard but you should do it in just this way."However,there is against which to measure performance. no textbook prescription for a goal-setting process. Goal setting is an approach, not an exact formula for To summarize,goal setting sets up a"big picture." success. There is no "right" way to conduct a goal- It brings various groups together and opens the lines of setting process.Who you involve and how is up to you communication. Goal setting is an effective and neces- and is dependent upon your specific situation. After sary function of local government. discussing the general format of any goal-setting pro- cess, this report discusses the important rungs in the ladder and suggests things that all local governments Goal Setting Crisis Management should keep in mind when creating a new(and unique) Plan_" A.�. ` . goal-setting process for their community. Act React ever I p e s; Goal setting is an approach, not an exact s awa. "..s'. r Initiate Review formula for success. Tomorrow Today The general structure of a goal-setting process is rather straightforward. Before you can set goals, you must Direct "Muddle'through" know what needs improving.Therefore,the first step is t1 `oefo identifying problems and needs.It is important to note "Organ` �d""� that the most serious problems in your community will Organized Haphazard probably be easy to spot. Deciding what needs to be Co,= nation9 � ` . Isola done, i.e., identifying the latent causes of your prob- lems,will be much more difficult.After defining needs, you are ready to set broad goals to address the observed problems. Next you must describe short-term targets The Goal-Setting Process and make a realistic prediction of outcome for each. Then you must determine which goals are most impor- tant,given the probability of accomplishing them.After I Identify problems VI Evaluate prioritizing your goals, you are ready to define the &needs actions that will bring about the results you want.After 1 programs programs have been implemented,you must evaluate their success and re-determine your needs. Thus the II Set broad goals V Define action process begins again. to solve problems programs WHO WILL PARTICIPATE? III Set short-term IV Set priorities targets Much of the format will depend upon the person in charge of the process.Citizen groups may take the lead and shape a community goal-setting process.Obviously, Goal Setting 3 the mayor, the governing body, the administrator, and department heads will eventually play a vital role in New Brighton,Minnesota(22,000)divides its determining community or government-wide priorities. goal-seffing process into four stages. First, At the department or work group level,employees may department heads and the chief administrator be major players.But who initiates the process and gets list their individual goals.In the second stage, the ball rolling?It really is not important. The initiator the city council provides Its Input and Its goals simply gets the idea on the agenda. Often,the initiator are added to the.list. Next,goals are prioritized is not the leader.What is vitally important is that some- and ways to achieve them are determined.The one or some group eventually take charge and lead so plan is unveiled at a public meeting where the that goal setting becomes an organized process of com- community Is asked for input.Citizen sugges- municating ideas and opinions and not simply a politi- lions are considered before the final goal cal gambit. package Is adopted.(From Elected Officials When a council or management team decides to set Handbooks, 1988.) goals,the administrator often leads.However,in many Pullman,Washington(23,000)launched an communities the mayor,the council,an appointed com- annual.goal-setting process in 1982. Each year mittee, and even a private consultant have managed since,the city council-has adopted a set of community goal setting effectively. The main partici- goals;following the review of suggestions from pants will probably be elected officials and/or depart- four_sources:(1)goals suggested by each ment heads.The leader might direct department heads department head based on goal-seffing pro- to prepare a preliminary report listing needs and sug- cesses(nVolv!ng-extenslve employee Input; gesting action plans.After community goals have been (?)dn'annual,cftvwide staff meeting at which set b elected officials with the help of citizens, the de- employees,make suggestions relating to all y p departments;(3)public Input recefved,foilow- partments can translate selected goals into specific ob- l the issuance of an annual news release, ectives and programs.Between the preliminary report ri j p gr p Iuninal'Y po - .and,.(4)the:ciiv,council'sdiscussion at On and the creation of specific objectives, there will be annual retreat,,The program has been very well much discussion and hashing out of differences of received by all involved and has received high opinion.In addition to putting together a goals package, mar`�cs from,the news media.Each year;a status the leader of the process must create consensus and report is given on tte goals adopted the previous ear rom Elected Offldots Handbooks �1988. understanding among all participants and departments. y ) Employees Grants 0,s,=;Oregon(15,000)uses an adnnuai �etreati counc members and city stc ff to deve ophe cjfy's objectives for the�upcoming Employee participation is an essential component of yefatacilCtator guns,the meeting whl h is any goal-setting process that involves local government Z meant, O irrip rove,group interaction and com ,w services and procedures. Employees know the work- niuraication�befinre n thecouncil and the' ings of the local government. They will be responsible admii](sation4n The,press is;invited fo the retreat;` for implementing plans to meet the goals set. It is a and,video equipnjent records the highlights of . good idea to give them a role in the process as early as the'event,to . used as part of the clty's public relationseffort (Frorn Elected Officials Hand- possible.Employee participation will benefit local gov- _� �•.,� �. ernment productivity n several ways. books,1988.) 3 p ty i s.y In Norton Shores,°Michigan(21,000)goals are • Participation in goal setting improves employee formuiafeci affer problem Identification by . morale. separating concerns into eight different subject • Participation in goal setting encourages employees' areas.Subgroups meet representfng'each area cooperation. to draft specific goals for their department. • Participation in goal setting makes employees These goals are then discussed by the full aware of the over-all objectives of the government group and modified or eliminated until a con- and increases their motivation to contribute. sensus is reached. • Participation in goal setting improves labor- management relations. Decatur,Georgia(17,000)has athree-step • Participation in goal setting improves communica- goal-setting process.First,long-range goals are t throughout the governmental structure. set,which remain fairly static.Second,each ions throu g g major department sets goals,which are more If employees are to participate,there are a few thins specific.Then,for each department goal three p P g or four even more specific goals are set.All the to keep in mind. First, those leading the process must goals are developed during an annual retreat explain to employees why they are being asked to par- attended by the five members of the city ticipate and how their views will shape policy deci- council and the city manager. sions.Upper management must make its support clear. 1" 4 Management Information Service It must make sure that employees believe that their Some governments set several hearings so that there is opinions are really wanted. It is also essential that em- time for staff to respond to citizen input. ployee participation continue during implementation. By meeting throughout implementation with depart- Surveys. Another relatively simple technique is to do a ment heads, employees can assess whether the local survey. For example, a random telephone survey can government is keeping employee concerns in sight. produce a good representation of community attitudes. Mail surveys and personal interviews at shopping malls Structuring employee participation. Participation may or community gatherings are also productive.All these work best if employees meet in small groups. The methods bring in useful information during the needs size will depend on the local .government depart- assessment phase, and they also inform citizens that ment, the size of the normal work group, and also their local officials are interested in their opinions. on the issues that the employees are to address. People whose jobs are similar should be grouped Advisory boards. Other communities give citizen together. input more weight and power by formally involving in- Employees can meet during regular work time, or dividual citizens in the goal-setting process through a they can meet outside work hours.They should be paid citizen advisory board. Citizens serve on advisory overtime for extra time they put in.Employee participa- boards because they have strong opinions and concerns tion groups should meet before goals are set to discuss about their community. They represent an important the needs of the community and of the local govern- source of information. Critical problems, such as high ment.They can play an important role during the needs unemployment or insufficient health services, are easy assessment phase. However, their most important to see. However, there may be less noticeable, yet still function will probably be to help define the work objec- vitally important, problems that concern citizens. An tives that support government-wide and departmental advisory board can point out these concerns. Citizen goals. After work goals have been set and action pro- members are removed from day-to-day administration grams are in progress, the employee groups should and have a fresh viewpoint. The participation of an continue to meet, on a less frequent basis, to evaluate advisory board in the goal-setting process gets citizens progress. involved and develops advocates for changes that must In every employee group, there is usually a group be made. leader who supervises the meetings.In many cases the It is essential that citizens serving on an advisory group leader is the employees'normal work leader,but board understand that they are to advise local govern- this is not necessary. In addition, most employee par- ment officials, not to replace them.The advisory board ticipation programs have a committee to oversee the must understand that not all their recommendations program and to coordinate group recommendations. will be implemented. In evaluating the various needs This steering committee usually consists of department brought forward in public hearings or by an advisory heads or upper management. The committee should board, elected officials will accept some recommenda- report to the local government manager and the coun- tions and reject others. cil,and to all others directly involved in the goal-setting process,including the employees themselves. Special interest groups. In addition to using a special The structure of an employee participation pro- goal-setting advisory board, or existing advisory com- gram is flexible. The important thing is that manage- mittees or commissions, government officials can look ment show commitment to employee needs and input. to special interest groups for input and even support. Such a commitment will improve the working relation- Special interest groups will have strong opinions about ships of all the local government employees and will specific policy areas. If they are involved in the goal- benefit the entire goal-setting process of the community. setting process they can represent a very powerful tool for gaining support of controversial policies. If you Citizens ignore these powerful groups, you may make enemies out of them. If goals will have political significance,citizen participa- tion from the early stages is important. Citizen leaders Community leaders. Other strong community leaders, may play a role in planning and structuring the process such as religious leaders or local businessmen, should itself,or community input may be solicited later during also be included in a community goal-setting process. needs assessment. In any case, it is more likely that a What you are trying to accomplish is to bring into the local government staff can meet its goals if it has com- open the wide range of views that exist in'your com- munity support, in the form of understanding and munity, and give each group a chance to listen to the agreement with the direction of government effort. others. If you are successful, the goals chosen will be realistic and will have the support of the entire community.- Public hearings. The public hearing is the simplest The same principle,of involving all affected parties, approach to getting citizens involved in goal setting. applies at all levels where goal setting is used. For in- Goal Setting 5 stance,the supervisor does not set goals unilaterally for an employee—together supervisor and employee decide :Irl Ito rest,H111%Pennsylvania(a#,000)a on the employee's work goals. member,council is divided int�sixthree-member comr'rifttees with each councllMember chairing one committee These group in by sgthn*g GETTING STARTED broad goals and then pr o define more =specific objectives "Retreat" of i!r^.. -�;ii "tl ? To Move Forward, Retreat : , �, .�r f - 3� = _� - � Jri Catawba Coura ,FNorth o irtc>(142 Qom)` , . the board of do j (or rs es�tfl1",taff The first step in any goal-setting process is to identify f �,.grcommunijyisfo 5 the issues that need attention.One way to begin a large- q� uai end flv budge Is�are scale goal-setting process is to hold a retreat for the par- Y ;estiisied jn.A of iriclde � - a y a of a s c ticipants who will lead the process.The purpose of the v�r orrpai plop 4f the 4 d etgllf retreat is to bring together various interests and various 9 'Tor the; d to cos K viewpoints in a less formal, less bureaucratic atmos- a r Viewand( rnendatid' o e'�#e a ch as'P di, , '- phere.Its objectives might be defined loosely as follows: �, i r t . or cbic,works c`bunty ,fie s over-, • =fit i iris re To et ever yone ryone going in the same direction • To help everyone understand his or her role in the > ' rY �r k goal-setting process se rocs s t" is The retreat can be used more specifically to set a schedule for the goal-setting process, or to lay out an agenda. A retreat for elected officials devoted specifically to goal setting can make a statement to the public as well as to government employees.The message is"Yes,we want the best for our community and take your con- d terns seriously," However, this is only the first step, a step to start the ball rolling.A retreat shows interest and '~ ro ebt mis u continue co mmunication ommuni ill , cation with sta ff and P t the public is essential. Planning a retreat. The retreat planner has several issues to settle. Step 1. Even before allotting time for a retreat, make sure that the reason for it is understood.A retreat cannot be effective if the participants do not understand thenobjectives. n [ need for it or its Before the each -o should be informed of the objectives participant bjech es and 'e - process of the retreat and his or her responsibilities in I the process. Step 2. Choose a location for the retreat outside theNit c Go r office or the usual work environment. Removed from �� ;fie% o a,yit the structured atmosphere, people will express their � On6 ,�nn•ee w > rev �atld re evlous 6 f s opinions more candidly.Some community groups �: �� P Y tySr' P � held retreats in professional conference centers while P Couricll'merrib afdepartrri cs ant the s' r others have gone to hotels, private homes, or other in- formal settings.The important criterion in choosing the lo- manager of Lawrence,New Jersey upcor(2110 pi go g P° g on a retreat to set their goals_for the upcoming - cation is that it will help the participants feel comfortable. i St 3. Arrange to have a skilled facilitator run the year.The township hires.a facilitator to prepare•, �, Step $ and,conductworkshopsr The-relaxed coopera i meeting. Using an outside facilitator who is unbiased five atmosphere of the retreat,pssists pa[ticl p. and nonthreatening helps to prevent a work-like at- parits,in reaching agreemerf,on common ,} w i� mosphere, but some communities have used "in- „ goals'arid priorlties:;biscusil'to" focuseltion five , house" talent successfully—the agenda of the retreat broad topic are_ds dptermlprior.will determine the need for an outside leader. The im- Within each jtpic a sic os' ie " a � ..�. portant thing is that the facilitator be perceived as 9oais a're setfo;mq,iSpGomi4yeaf Ths��at unbiased. is videotaped forRfater review (From Eloc ;4 ' Officials Handb"e'T'l988) Step 4. Structure the retreat so that there is some 6 Management Information Service free time for socializing,for people to get to know each Citizens other. Even people who routinely work together will benefit. Staff communication is a key to the entire goal- There is a tendency to disregard public opinion because setting process. it is "uninformed." However, keeping the public in- Step 5. Decide who should be invited to the retreat. formed is one of the most important tasks in a goal- In addition to requiring staff participation, a com- setting process.The needs assessment phase offers an munity goal-setting retreat should be open to the excellent opportunity to involve the public and get public.You may want to designate specific times when input from interested citizens.Early understanding can public input will be appreciated or the media will be lead to support later when it is needed.What is impor- welcome, and designate other time for staff-only dis- tant is that each citizen feel satisfied that he or she has cussions.After the retreat,follow up.Report to the staff had a chance to participate in the process that is shaping and the public the major findings of the retreat and the the community's future. plans for the next phase of the goal-setting process. Formal Legislation IDENTIFYING GOALS Many local governments formalize goal setting with Once you have gathered information about the needs of legislation—an ordinance or, more likely, a resolution. your community, you are ready to start identifying In many communities goal setting is linked directly to specific goals to address these needs.The more specific the budget process, and is used to guide the allocation they are, the more likely that the goals chosen will be of funds.In other places, legislation is passed to show understood and the better the chance that they will be the community that the council has a sense of commit- reached. Depending on the scope and structure of the ment. Whatever the motivation, legislation can be process, another retreat may be appropriate for this effective in ensuring that the process does not die in the step. planning phase, and especially in establishing goal set- ting as a permanent activity of the governing body. Short-and Long-Range Goals �I Different types of goals will be set for different pur- ASSESSING NEED poses.Community goals can be broad,far-reaching ob- jectives that no one government administration can Where you go for information about problems to be expect to realize in one term of office. An example of solved or results to aim for will depend on the scope of such a goal might be to attract more tourism,or to re- your goal-setting project.This is the time to bring into vitalize the downtown infrastructure. the process all those who will be called upon to work toward the goals set. Employees Where do I fit in?A goal-setting retreat for a management team,a department staff,or Employees'practical experience and first-hand knowl- even a work group Is a perfect opportunity to edge of local government activities make them a valu- make sure that each employee understands able resource.Employee input is part of the information how his or her job relates to the"big picture." that must be -gathered to assess the needs of a com- One of the objectives of such a retreat might be that each employee work out the answers to munity or a government. Some of the goals set may be the following questions: staff and organizational goals,related to labor concerns or organizational problems. Employee input is vital to •What are the basic responsibilities of my job? assessing.needs or problems in this area. • What is my over-ail objective and how does it fit in with the over-all objective of the community? • Employees understand better than anybody the . What is the over-all objective of my depart- constraints on time and human resources since ment and how does it fit into the"big they must deal with them in their everyday work. picture?" • Many employees, through close contact with the • What are my most Immediate goals and how public,can better identify public concerns than can do I plan to reach them? upper level management. •What resources do I need to accomplish • Employees often know the history of programs, thesegoals? know what has been tried,know what has been suc- •What resources do I have and where do I go cessful,and know what has not yet been considered. for those I lack? • Employees • How can I maximize my resources to accom- ..themselves represent a portion of the piish my goals? local government's constituency. Their views may . How will I be evaluated in my job? be representative of community views. �i i Goal Setting 7 of contrast,the governing body needs more specific goals, obtainable in a relatively short period of time. Goal-Setting Checklist This kind of goal could be to implement a new program, for instance a recycling project. Or such a goal could r Build Interest and initiate the process. Make spell out changes within the local government to make sure you understand what you plan to the hiring process more efficient. Both examples are accomplish by creating a goal-setting it short-range goals that a council or commission could process. hope to achieve within its term of office. Citizen in- ✓ Plan the process. volvement helps in determining long-range goals, but ✓ Designate a leader. is of less use in setting short-range targets. Educate participants to their roles. r Assess needs. Individual Goals r Involve the community. ✓ Identify goals and set priorities. ✓ Reach consensus. Even more specific are the personal goals individuals ✓ Set specific,clear goals. set for themselves. As explained earlier, a goal-setting ✓ Form an action plan. process can be used to make certain that each employee r Evaluate the results. understands how his or her work relates to the over-all ✓ Keep the community informed. mission.Each individual can have personal work objec- r Start over again: set new goals. tives and goals that relate directly to a community need. For example, a public works employee may have as an individual goal to review the new methods developed i for effective snow removal and recommend ways in group members vote on all the ideas put forward. which the street maintenance division can improve its Rather than voting on each idea separately,each group service delivery. Goal setting at the individual level, member ranks all the responses.The votes are tallied, under the guidance of the supervisor,can contribute to with more weight being given the higher the ranking. 1 the successful implementation of department or gov- The result determines the priorities of the group. The en-anent-wide goals.When the employee understands Nominal Group Technique can be quite effective. The the importance of his or her work,the more committed key to success is the wording of the NGT question.The i� that person is likely to be to the achievement of goals. question should be formulated with the input of several group members. It may be that the question itself will SETTING PRIORITIES elicit more conflict than the resulting responses. Delphi Technique. Whereas the NGT uses a single Once goals are identified,it is time to set priorities. Set- question, the Delphilechnique uses a questionnaire. ting priorities is the most important step in the goal- The questionnaire elicits opinions, but it also asks for setting process. This step determines what actions will the reasons behind the opinions. After the question- I) be taken, and what goals will have to be put aside for naires have been filled out,the participants are told the the time being.Some needs will emerge as more impor- results and are asked to rethink their positions so as to I tant than others; some results will be judged more narrow down the response range. desirable or more achievable. Because it is the most The theory behind this process is that once a person crucial step, setting priorities will also provoke most sees that his or her opinion lies outside the mainstream, i conflict. There are many methods to help determine he or she will modify the position so that it will have f priorities within a large group, and, if it comes to it, some support. For example, if a group is allocating there are many methods to resolve disputes. funds for a recycling project, and the amounts pro- posed are generally between$50,00 and$100,000,then The Nominal Group Technique (NGT). This method somebody who allocated $150,000 would tend to sup- of decision making is for small group meetings and is port a position of $100,000. Likewise, someone who intended to produce consensus with little or no conflict. valued the project at only $25,000 would support the The NGT uses a well-defined question to elicit very project at $50,000. The technique simply makes com- specific responses from the group. Since response to promise easier. Members do not need to reverse their the question will be the only opportunity for input,the opinions completely; they simply modify them in question must be well thought out.A good NGT ques- accord with the group's view. Opinions are modified tion could be:"What specific problems will we confront until consensus is reached. if we start a recycling program?"A poorly formulated The Delphi Method is particularly effective when question might be: "Should we start a recycling pro- dealing with a problem of high social or political gram and why?"The idea is that a specific question will content. i invite specific responses and this kind of response causes less conflict than wide-open debate. Interpretive Structural Modeling. This technique is After responses have been recorded and discussed, specifically designed to help groups communicate more 8 tiAanagement Information Service effectively about complex problems.The process starts proposed solutions are realistic, and so that the limita- with a statement or question of concern. Using the re- lions and advantages of each proposal are plain to see. cycling example,the question might be: "What factors If the disagreement is a result of conflicting values do we need to consider before implementing a recycling or beliefs, consensus will be difficult to reach, espe- program?"The answers are listed.Next,relative state- dally if time is limited. In such a situation, voting will ments or questions should be constructed comparing certainly drive a wedge in the decision-making group. factors and combinations of factors:"Is factor A of more If an ideological conflict blocks a council or commission, importance than factor B?" or maybe, "If we take care it may be time to turn to the community for further of factors A and B do we still need to worry about factor guidance. CT' The answers to these questions should bring into There is no easy method of resolving conflict about dearer focus the goals that are of highest priority.The goals.But it is important that you take the time to reach limitation of this method is that it assumes that the a decision that has widespread support, and not settle group is able to infer the relationship between factors. for an easy way out.The choice of goals to pursue will have lasting effect and should be considered carefully. Resolving conflict. If you have tried these methods Communication is the key, once all participants are and you still can not reach consensus,you may have to committed to seeking the best answers for the whole resolve the conflict by voting or by seeking a compro- community. mise.You should keep in mind that there is a difference between making a decision and creating a solution. A CREATING AN ACTION PLAN group can vote on any issue and make a decision,but it has not necessarily resolved the problem. What is of Goals become real when they are translated into action utmost importance is that all people involved accept the programs.This will probably be largely a staff responsi- conflict-resolution process and its results. bility. Guided by the council or commission, staff can When the conflict is minor a simple vote is a pos- recommend specific programs that will move the de- sible solution.But even in seemingly unimportant dis- partment or the community toward the goals it has set. agreements, a vote can cause problems. With voting For example, if a community goal is to breathe new life there are always winners and losers. If the same in- into a downtown area,with making physical improve- dividuals often end up on the losing side, they may ments and expanding the number of businesses the become frustrated with the process. Another problem short-term priorities, the city staff can recommend is that individuals may bargain for votes,polarizing the various public-private partnership approaches that will group. help fund improvements. It can evaluate business Negotiating a compromise may be necessary when growth opportunities and target specific types of busi- a conflict is serious,but it also is an imperfect solution. nesses for recruitment or nurturing.It can review land- Negotiating takes more time and effort than a simple use regulations in the downtown area and suggest vote,and it rarely produces a result that satisfies either changes that will encourage growth. faction. Negotiating is a bargaining process; each side Staff will also do the work of allocating resources gives in so that a solution that everyone agrees upon according to priorities set during the.goal-setting pro- can be reached.Unlike the bargaining that may precede cess. As mentioned earlier, many communities tie goal voting,however,this bargaining is done over the table, setting directly to the budget process, so that com- and it is less likely that"logrolling" will occur. munity goals can guide staff in preparing recommenda- tions for funding of specific programs. Make sure each person understands At the department level, employee participation P will be important in translating departmental goals into the others' views and the reasons actual work plans.The important point is that everyone behind them. who will share in responsibility for carrying out action plans should share in the responsibility for the forma- tion of the action program. When conflict is so great that neither voting nor nego- tiating is appropriate, the leader must determine the causes for the conflict and try to resolve it. Make sure EVALUATING RESULTS each person understands the others' views and the reasons behind them.Determine whether the group is Once you've set your goals and created policies to be fighting about facts or about ideas. Often, individuals implemented, are you finished?No, actually you have will have misconceptions about details of a proposed just begun.You aren't finished with goal setting until all project. Once misunderstandings about facts are cleared the needs of your community are met.If you say, "That up, agreement can be reached. Experts can help by will never happen!"you're right,and that's the point. explaining factual aspects of a problem so that all the The goal-setting process is continuous. You set goals, Goal Setting 9 implement action plans, and then re-evaluate the situa- tion. if a plan isn't working, you change it to make it work. As new problems arise, you change goals. In Gaithersburg, Maryland(29,000), both city For the short term, you �yill be watching closely the staff and the city council draw up a list of their progress of new programs implemented. Require regu- I priorities and goals for the upcoming year. lar progress reports so that if something is wrong, it is These two lists are combined and then re- fixed as soon as possible. Make adjustments to accom- I examined to determine the final ranking and modate unexpected events. You may need to allocate an achievement date for each goal.Once the list has been finalized, it forms the basis of the more money, or scrap an entire program. For the long i city's plan for the year.Staff and council mem term, you will continually evaluate the current situation I bers are assigned to work on specific goals, and set new goals—and then evaluate again. Because j programs are initiated,and meeting dates and � you will continue to evaluate programs at regular inter- i work schedules are set up according to the I vals, it is essential to create basic evaluation guidelines 1 city's over-all objectives. (From Elected Officials against which to measure the success of each program. j Handbooks, 1988.) During evaluation keep citizens informed. When i plans must be changed, make sure they understand To address top priorities in a timely manner and i why. If they do not see a reason to alter a plan they have to effectively plan and manage staff work- bought into, they may not support the change. One of loads,Sunnyvale,Califofnia(116,000)develops the reasons to review goals periodically is that com- a council legislative agenda during an annual i munity needs and opinions may change. You are likely workshop. Each city department prepares a listof issues,indicating the initiator(council, to hear complaints from citizens who are not pleased boards and commissions,staff,or others)and with a program, but to find out about more general the estimated work hours needed to complete I community attitudes toward programs and goals, you each item.Staff also prepare one-page sum- will have to take active steps, using some of the tech- maries of each issue for council members to piques discussed earlier in this report. study before the workshop.At the workshop, 1 Remember that broad, long-range community each issue is presented by the initiator of the goals will take many years to realize. Thus, effective request and the council is polled after the dis- eussion;a majority.must be in favor for an issue evaluation should take into account a combination of to be considered further.After all the issues are 1 two things: the evidence that you have on the program considered,the council'ranks.them by priority. i and the input from your community. Each department then establishes its proposed Regular evaluation of departmental or individual calendar based on the council's priorities and f goals is just as essential. Measuring progress made the resources available. If council priorities I toward goals that have been set in cooperation with I exceed department resources,the issue is other employees or with a supervisor reminds the { recommended for deferral and reconsideration employee of the importance of the goals and allows for the next year.The city manager coordinates the adjustment or replacement of goals as the situation over-all calendar and submits it to the council changes. 1 for amendment and/or approval. Because of the calendar,few unplanned issues of signifi- cance are added during the year.The council OVERCOMING DIFFICULTIES has been supportive and disciplined in sticking with the calendar. (From Elected Officials Hand- Some local government officials who do not under- books, 1988.) stand the process may view goal setting as a waste of time. In their eyes the process is complicated and con- I Hopewell Township,New Jersey(10,000)uses I fusing, and amounts to little more than double-talk. a two-day retreat and an outside facilitator for Some may feel threatened by the prospect of having the first step toward setting goals.The retreat focuses on job identification for the council to set goals publicly. The\- may not want to share con- and manager,exploring how they can work troll. Thee may not want ,o be held accountable if goals together to formulate and evaluate community are not met. They may anticipate a loss of status and needs. power. They may argue that setting goals 1.viil reduce their freedom to make choices. Thev may be reluctant in Arvada,Colorado(89,000)staff personnel to be evaluated on the basis of specific achievements. identify needs after municipal elections every The solution to these problems is communication.Once two years and prepare a report for council to everyone involved in the process understands the vote on.They have found this schedule very effective in keeping the council and the com- motives and objectives of everyone else, resistance to munity well informed about the issues that need goal setting will be reduced. attention during the coming administration. There are several pitfalls in the goal-setting process. The biggest danger- is that these pitfalls will so dis- -- - - -- --- -- ---_ - ---_--- 10 Management Information Service - l courage the participants that they abandon the process. specific responsibilities. While there is no set way to i The key is to be aware of possible problems and try to allocate responsibility in the process, everyone wl� o is avoid them. affected by goals set should have an opportunity to par- ticipate, in a clearly-defined role. Inflated hopes. It is great to be optimistic, but also be realistic. Goal setting is not the cure for all problems; it Poor follow through. Setting goals is merely the first is a step in the right direction. It is a means to an end, step. An appropriate action plan, the commitment of not an end in itself. resources to implementation, and evaluation and con- tinual adjustment of goals are also necessary. Demands on time. To be effective, goal setting takes time and cooperation from your entire staff as well as from citizens. The longer you spend laying out the issues and prioritizing your needs,the better the results «-ill be. Do not become impatient; keep in mind the Goal setting isn't easy. It takes the time and effort of benefits and hang in there. many busy people. It requires considerable research and preparation. It requires honesty, communication, Media involvement. The media can play an important and cooperation. It requires taking a stand and not role in the goal-setting process. If they present your playing it safe. It requires people to focus attention on efforts to set goals in a bad light,you will have difficulty what you as a local government manager are doing, to gaining citizen support. Make sure that the media evaluate your programs and your success. But it is understand what you are doing and keep them in- worth it! Goal setting at the department or individual formed of progress.They are a major link between you level improves motivation and productivity. Goal set- and your community. ting at the management team level improves communi- cation and encourages cooperation. Community goal Vague or ambiguous goals. If a goal is not specific, or setting creates a close-knit community, a community that not stated clearly, the intent of the goal statement may believes it can accomplish anything it sets out to do. be forgotten. Implementation will not produce the results desired. A well-defined goal provides: • A clear description of the observed problem and the recommended solution "Setting Priorities: Three Techniques for Better Deci- • A measurable target sion Making" MIS Report. ICMA, September 1980. • A specific time frame for the project. "Citizen Advisory Boards: Making Them Effective." MIS Report. ICMA, October 1987. Forced decisions. Conflict is inevitable.How you deal Setting Goals for Action. Handbook 1 of Elected Officials with conflict can make or break the goal-setting pro- Handbooks, 3rd edition. ICMA, 1988. cess.Do not force a decision for the sake of"efficiency." "Organizational Goal Setting in Local Government" Take the time to hear from all involved and try to find a MIS Report. ICMA, May 1984. solution that everyone can support. "Participative Management in Local Government" MIS Report. ICMA, November 1985. Undefined roles. Make sure that everyone under- "Quality Circles: Productivity Improvement Process. stands his or her responsibilities in the process. The MIS Report. ICMA, March 1982. council, the manager, the department heads,the staff, "Retreat Helps Lawrence Move Forward.— New Jersey the media,and private citizens should have distinct and Municipalities, March 1987. Management Information Service Volume 211 Number 3 -- Goal Setting in Local March 1989 Government 40267 STRATEGIC PLANNING PROCESS FLOWCHART AND TASK EXPLANATION In order to develop a strategic plan which will help the city manage change and create the best possible future, the city must conduct an in depth assessment of its strengths and weaknesses . Information about past and present conditions in the City must be collected and analyzed to identify trends and to forecast future conditions . This stage commonly involves the creation of committees,composed of staff and key community members, to identify issues which need to be addressed by the plan. Public participation is an important part of the strategic planning process; it allows the City insite into community needs and facilitates greater compliance with the plan. However, this can be a long, time consuming process which requires a strong commitment by project participants . After assessing the potential time and staffing, constraints of the City, we- have developed the following work plan for creating a strategic plan. By utilizing existing committees and maximizing the use of City governmental resources, the strategic planning process we have designed circumvents the need. for the creation of advisory committees during all phases of the work plan. The process initially relies on the expertise of key departments and community organizations to identify the areas to be addressed by the plan and incorporates options for the implementation of citizen committees during later review and strategy formation stages . It is anticipated that the project will take approximately 1 to 1-1/2 years for completion. Attached is a flowchart of the strategic planning process and an explanation of each task involved. STRATEGIC PLANNING PROCESS FLOWCHART TASK EXPLANATION Task 1: Organization Purpose: The purpose of this task is to design a strategic planning process to meet the needs and capabilities of the City. This task requires identification of tasks that need to be accomplished, selection of methodologies implemented to complete each task and creation of a workplan and schedule for each task. Methodology• The methodology involved requires review of available information on strategic planning methodologies and processes as well as actual strategic plans prepared by other cities and other departments . This will give us- an idea of other techniques that have been successful and how they can be tailored to suit the City' s needs. a. Identify the scope of the plan. Determine whether the strategic plan should address a few issues in one specific area or if it should evaluate all areas of the City. b. After determining the scope of the plan, a strategic planning process should be created, selecting tasks and methodologies based upon the time and resource constraints of the City. C. Create a list of project participants. These are key departments and community members who have expertise on various issues affecting the City. (Public Works, Fire, Chamber of Commerce, etc. ) d. Tasks should be put into a workplan and a schedule for the completion of each task should be established. Estimated Time Required: Products • 1. Flowchart 2 . Timeline 3 . Participants list Task 2: Environmental Scan Purpose• The purpose of this task is to determine existing conditions and trends in the City and to project where the City will be in the future if it continues along its current path. The intent of this task is to identify where the City is headed and in which areas its current course needs to be redirected. 11/27/89 -2- (4184d) Methodology: a . Review existing information on past, present, and projected future conditions in the City. b. Contact other cities or counties to obtain information for comparison purposes . C . Compose questionnaires/surveys to provide supplemental information to assess conditions (existing and projected) in the City. (Each questionnaire will be tailored to recipient ' s area of expertise and will ask recipients to identify existing and anticipated problem areas) . d. Contact project participants and distribute questionnaires to attain their expertise on each issue/area of concern. e. Information will be compiled and analyzed to create a report on existing conditions and possible future scenarios for the City. The report will highlight existing and anticipated future problem areas . f . Report will then be distributed back to project participants for review. This step is to insure that questionnaire responses were properly interpreted. Estimated Time Required: Products : 1. Questionnaires and surveys 2 . Report on existing and projected conditions Task 3: Identify Key -Issues Purpose• The purpose of this task is to identify which issues the strategic plan should focus based upon the strengths and weaknesses identified in the above mentioned report . Methodology• a . Review "Environmental Scan" report on existing and projected conditions for areas of concern. b. Produce list of key issues to be addresses by the strategic plan. C. Consult with City Council to assure that strategic planning process is headed in the intended direction and includes all key issues. Estimated Time Required: 11/27/89 -3- (4184d) Products : 1 . List of key issues Task 4 : Conduct Scan of External Factors Purposes : The purpose of this task is tq identify and address any external factors that might impact the issues addressed by the strategic plan. Methodology: a. Establish direction and task explanation of duties and objectives for each task force. b. Create task forces for each issue/area of concern to identify current and anticipated future external factors impinging on the City. C. Note: Task forces may be a valuable resource during this phase due to the expertise (and new ideas that can be generated) by its members. d. Create report from each Task force. Estimated Time Required: Products • 1. Task forces 2. Statement of responsibilities, functions,- duties and goals for task forces. 3 . Reports of external factors impacts on issues. Task 5: Strategy Development Purposes • The purposed of this Task is to formulate strategies for addressing each issue. The strategies should take into account internal and external factors (as well as resources available, time constraints etc. ) . Methodology: a . Implement "Issues" Task forces to create possible strategies. Note: Task forces will be aware of factors impacting their issue of concern and will be able to identify potential strategies . 11/27/89 -4- (4184d) b. Contact participants (department heads and key community leaders) for input on stratagies . Estimated Time Required: Products : 1 . List of possible strategies for each issue area. Task 6: Formulate Action Plan Purpose The purpose of this task is to select the best strategies to be implemented in the strategic plan. Methodology: a. Establish criteria to rank strategies (for example should strategies be selected based upon time required for implementation, - cost, chances of success, etc. ) b. Address financial committments and budgetary concerns associated with implementation of each stategy. C. Select and prioritize strategies based upon criteria. Estimated Time Required: Products : 1. Prioritized list of strategies to be implemented by the strategic plan. Task 7: Development of Implementation Plan Purpose: The purpose of this task is to create a plan for implementing the strategies selected in previous processes. The plan should identify schedules for implementing strategies as well as identify departments/agencies responsible for the implementation of each strategy. This will allow for monitoring the progress of the plan. Methodology: a. Review selected strategies and identify responsible (lead) departments for implementation of each strategy. b. Consult with head of each department to get an estimation of when each strategy can be anticipated to be implemented. C. Establish a schedule for implementation of each strategy. Estimated Time Required: 11/27/89 -5- (4184d) Estimated Time Required: Products : 1 . Time line for each strategy 2 . Implementation Plan identifying schedule for implementation and lead agency Task 8: Create Strategic Plan Document Purpose : The purpose of this task is to compile the information obtained into a usable document . Methodology: • Review other strategic plans and determine format to be used. • Draft document. • Distribute draft for comments . • Respond to comments . Estimated Time Required: Product: 1 . Strategic Plan Task 9 : Create Monitoring Program for Strategic Plan Purpose: The purpose of this task is to establish a program for monitoring the progress of the strategic plan (once implemented) and to assure that strategies are being implemented as specificed by the plan. Methodology: • Determine schedule for monitoring activities (semi annual, annual, etc. ) . • Establish method for monitoring strategies (department head meetings, status reports, etc. ) . • Incorporate monitoring program into strategic plan document. 11/27/89 -6- (4184d) Estimated Time Required: Product : 1 . Strategic Plan Monitoring Program Task 10 : Publicize Strategic Plan Purpose: The purpose of this task is to make community members and other interested parties who were not involved in the preparation process, aware of the Strategic Plan (the process and the document) and to facilitate community consensus over the goals and objectives of the plan. Methodology: • Provide presentations to interested community members on the goals, objectives and implementation schedule of the Strategic Plan. • Publicize the completion of the Strategic Plan via public recognition of task force members and others involved in the preparation of the document. • Distribute copies of completed Strategic Plan to neighboring cities and interested parties . Estimated Time Required: 11/27/89 -7- (4184d) ORGANIZATION: 7ENVIRONI-IFNIAL SCAN: IDENTIFY KEY ISSUES: CONDUCT SCAN Or STRATEGY DEVELOPMENT: Design stratenic plan- an reviuw Establish general goal' EXTERNAL FACTORS: Formulate strategies ning process for thr io on existinu for the plan and Review external factor for attaining goals: City. ected conditio identify key issues. which may impact ity. attainment of goals .Determine Lhe scope of •contect project participants Review "Environmental Scan" •Reyi,ew current and future Contact participants for input of the plan with survey on past, present, report for areas of concern. external factors impingina on on strategies, or �y and future conditions in the the City. Implement task forces in each �! -Establish a workplan City, Produce list of key issues to be addressed in strategic Possible formation of task issue area to create strategies, •Create flowchart of Compile inl"ormatton from other plan, forces. May be valuable Strategies should take into V strategic plan process, cities/county to provide a 'basis for expertise and new ideas. account internal and external of comparison, •Consult with Council to insure Can be carried over to factors, resources available, •identify project parti- strategic plan is taking correct strategy formation phase. etc. O cipants. -Review data and create report of direction (addresses all issues). U existino conditions/scenarios for the future. -Distribute report to ori'ninal t participants to obtain concensus LJ on future scenarios, survey 0!A responses, and areas/issues of 43 concern. H v� 'TAV9 s r x 4 910 O FORMULATE ACTION DEVELOP IMPLEMENTATION CREATE STRATEGIC PLAN DEVELOP MONITORING PUBLICIZE STRATEGIC PLANS: PLAN: DOCUMENT PROGRAM: PLAN Select implementing ` Establish frame work �_�i Provide mechanisms �� Improve public a strategies —`T � for implementing plan and schedule for awareness of (frame work should monitoring the strategic plan allow for monitoring). Strategic Plan's progress. i •Provide presentations Identify responsible le ts. Create final document stating Establish a monitoring to interested parties Establish criteria for Y P p on goals, objectives, selecting strategies for strategies, issues, goals, strategies, program to assure that and implementation time frames/responsible parties strategies are being Set intermediate implemented as specified schedule of the Strategic Select and prtortttze strategies goals b the Strate is Plan. Plan. based upon criteria. Distribute draft copy for Y 9 • $et.time frames for each comments. •Distribute Strategic -Evaluate financial strategy Determine schedule for committments/budgetary ' Address comments and refine monitoring Strategic Plan. Plan to interested .document. parties concerns associated Determine method for monitoring with.implementation Strategic Plan. - Publicize the competion of .each strategy, of the Strategic Plan. REGEIVP-D w0v 0 31" CITY MOR'S. OPF"'r STRATEGIC PLANNING FROM THE- - GROUND UP: A VENTURE IN .PROGRESS IN THE CITY OF .FREMONT A practitioner paper prepared for the Western Governmental Research Association by Neil Grasso, Director of Management Analysis, City of Fremont January 30, 1989 City of Fremont 39100 Liberty Street P.O. Box 5006 Fremont, California 94537 Acknowledgments As in any venture of this magnitude, there are many people who have made invaluable contributions. .The original team of co-conspirators included David Millican,Finance Director,Susanne Uy, Administrative Analyst,and Doug Eads,Assistant City Manager-a man with a special genius for senseless but catchy acronyms. The process continues with the fresh contributions of Jim Hill, Budget Analyst,and Management Analysts Susan Ford and Beth Schoenberger. Special thanks go to City Manager Kent McClain,who creates an environment in which this kind of innovation is possible. Finally, the true contributors here to the field of public administration are the City of Fremont department staffs. Without their kind and tolerant suspension of skepticism,and then willing cooperation and enthusiasm, this project would have been but another nice idea in the hall of theoretical irrelevance. Table of Contents Synopsis 1 Time to Look Up 2 Fremont's Planning History 2 Types of Strategic Planning 3 The Fremont SPUDS Proposal 9 Where SPUDS Can Go Wrong 15 Evaluating Success 18 Year Two 21 Conclusion 23 Selected Bibliography 24 Synopsis The processes of private sector strategic planning have been applied with increasing success in the public sector. For the city, however, most efforts have centered on long-range community-wide concerns. The City of Fremont has initiated a strategic planning process with a five year window which requires every city government department to construct a strategic plan. These department plans are then aggregated into a guide for the city government as a whole. It is organizational strategic planningfrom the ground u . �' P Known as SPUDS, the process is an entirely new breed of public organizational management: it both values the accumulated wisdom of city staff professionals, and demands a context be set for budget requests. The City Council and the public at large have a much better understanding of staff objectives and key management issues. This paper describes the process and discusses the implications for municipal management. Time to Look Up As any government professional well knows, day-to-day affairs have a tendency to grow beyond the time available to deal with them. There is no such thing as spare time. Unfortunately, long range planning tends to be scheduled for yours are time. Fictional hours translate seamlessly into fictional plans, and the government manager slowly ceases to address the larger trends. At times, the consequences of this behavior erupt into a crisis, but more often, they are less easily identifiable. Nonetheless, year after year of muddling through takes an insidious toll. One missed opportunity may be disappointing, but years of missed opportunities amount to a government of mediocrity. It is tragic to wonder what a community might have looked like. If what? If the government professionals had the means with which to plan, to anticipate, and to increase their control over their environment. There is a philosophical issue lurking here. Managing your resources well is not simply a matter of being a good manager, it is a matter of public accountability. The traditional distinction between the elected official - who has broad policy setting powers and strong public accountability - and the government employee - who has a more administrative function and a weaker link to the constituency - is beginning to fade. Public officials are looking to the professional public sector manager to provide the forecasts, insights and analyses on which to base their policies. A policy based on a certain set of assumptions can only be as strong as the validity of those assumptions. Similarly, public employees have to assume greater responsibility for their actions. As management issues grow in magnitude and complexity, so grows the discretion which public managers can exercise. The question is usually not whether discretion exists, but rather who will exercise it, and how they will do it. Fremont's Planning History Formed in 1956 from five communities, the City of Fremont is a municipality in Alameda County of approximately 170,000 people. Located on the southeast side of the San Francisco Bay, it has the fourth largest population in the Bay Area, behind San Jose, San Francisco and Oakland. Its character is rapidly changing from its rural roots. It is both a bedroom community to Silicon Valley and more northern Bay Area cities, but it is also coming very quickly into its own as an employment center with a high-tech flavor. There are currently 1.9 employed residents for every job in the city, with the expectation at current rates of development to reach .66 employed residents per job over the next 30 years. Growth, and change are the bywords, however. The city's assessed value is 8.8 billion dollars, some 904 million of which occurred in 1987 alone. Page 2 The city was born with a strong planning philosophy. In 1956, community leaders understood they had a rare opportunity to plan and manage with a clean slate, and their efforts took the form of long-range community-wide planning. The result was Fremont's unusually thorough General Plan - one which generated national interest and acclaim. In 1966, University of California Professor Stanley Weir conducted a Ford Foundation study of Fremont's planning process. He noted that "Fremont is a showplace for national planners because it demonstrates that planning can become a legitimate part of the entire development process." More important, however, was the opportunity Fremont's planning process allowed for community involvement - to exercise its discretion in development issues. Professor Weir concluded that the greatest value of Fremont's General Plan "has been that it supplied the vehicle for hundreds, if not thousands, to become involved in sustained political activity." Types of Strategic Planning Fremont provides a textbook example of the difference between classic long range or comprehensive planning and,the notion of strategic planning. John M. Bryson and Robert Einsweiler describe the conceptual difference: "Strategic planning typically focuses on an organization and what it should do to improve its performance, and not on a community, the traditional object of attention for comprehensive planners. Neither does strategic planning typically focus on a function, such as a transportation, or educational system within a community." But, they continue "as emphasis on strategic planning doesn't preclude comprehensive planning, and the two can be complementary." While this definition accurately describes this difference between long range planning and the City of Fremont's newest efforts, very similar strategic planning concepts have been applied to a number of different processes, thereby confusing the issue. There are essentially three types of planning which need to be distinguished here: long-range, or comprehensive planning, community strategic planning, and organization strategic planning. Page 3 Three Types of Planning Characteristics Long-Range/Comprehensive This planning falls within the purview of classic notion of the planing profession. The attempt is develop a twenty, thirty or forty year General Plan to guide the development or redevelopment of the city. Land use is the overarching concern, with other issues such as housing, transportation, economic development, etc., being defined within the land use context. Community Strategic Planning Community-wide strategic planning is the next step in evolution of the General Plan process. City staff organizes citizens to identify and address possible responses to the major issues likely to affect the community over the next twenty years or so. Land use may be one of them, but other issues are not necessarily defined within its context. Strategies and action-oriented goals are developed; rather than more general guiding principals. Organization Strategic Planning This level of strategic planning shares many of the processes of the community level strategic planning, as well as some of the issues. Issues are identified and strategies developed - but the focus is on the city government--)rganization. This is the City of Fremont's SPUDS. The City of Fremont has undertaken efforts in each of the above three categories of planning, with SPUDS falling into the third. The second two categories have something in common: they were developed first in the private sector. Before describing SPUDS in detail, it is important to take a brief moment to touch on the history of private sector strategic planning and how it has been applied to public sector models. It is also necessary to explain in greater depth the difference between community-wide strategic planning and organization strategic planning. Private Sector History Strategic planning in the private sector has a long history, dating from the early 20th century. The evolution of strategic planning has been somewhat piecemeal, but the two greatest forces affecting its development were the credentialisation of the business class, manifested by the proliferation and acceptance of the MBA program, and more recently, the influence of Japanese culture. The masters of business administration made strategic planning (along with other management tools) a matter of academic discourse. The case study method at the Harvard Business School lent an academic structure and legitimacy to previously undocumented concepts. The Japanese have recently given firms in the United States both daunting competition and new management concepts. One concept is the notion that all workers in the firm have a responsibility for the product and also something to contribute to the strategic decisions of the company. Today there are currently a wide variety of strategic planning models competing for attention in the private sector, and as a.result, the public sector. They all serve as guides for fashioning an organization's response to a particular environment. The more well known models are the Harvard Policy Process Model, The McKinsey 7-S Framework, the Boston Consulting Group's Portfolio Model, and Porter's Industry Competitive Forces Model. This a healthy menu of choices, but does not imply that one is necessarily better than another. Each model is designed to address a specific situation,_-and one will work better in one environment and not in another. For example, some models place a heavy competitive emphasis on assessing the environment in which the organization operates. One organization's gain is considered another organization's loss. This approach is clearly not appropriate for some public agencies. Some of the more recent models which take a public sector approach are the.Nutt and Backoff Model and Strategic Planning Guide developed by Public Technology Inc., Arthur Anderson & Co., and the U.S. Department of Housing and Urban Development. Page 5 The Applicability of Private Sector Models to the Public Sector One may legitimately ask whether any private sector model is appropriate at all to the public sector. Different models will function in different ways when applied to the public sector, and usually the answer is simple enough: you must be aware of the intended outcome of any model, and tailor its objectives to your needs. Obviously, the basic motivations of a private sector and a public sector organization are quite different. Private firms are driven primarily - though by no means exclusively - by profit, whereas public organizations primarily answer to constituencies or other public organizations. Robert Einsweiler, a professor of planning and public affairs at the Humphrey Institute at the University of Minnesota, notes that the public organization must "execute a mandate within legislated limits." Clearly, when taking a private market based strategic model and applying it to the public sector, the importance of profit motive is devalued (although not eliminated, for the profit motive is buried in a nexus of associated values - such as efficiency, productivity, consensus building - which have applicability to the public organization) and other motives, such as responsiveness to varied constituencies, and executing mandates, rise in value. Gaps in the Community Strategic Planning Model In the public sector when people talk of strategic planning they are usually talking of the community-wide variety. A logical extension of the long-range planning approach, this model helps the city develop an identity and a course around which the citizens rally. Viewing themselves to be in a competitive environment for economic resources, partly as a result of Reagan Administration emphasis on local solutions and resources - many cities are now beginning to plan strategically with a vengeance. Pasadena, the Twin Cities, Sacramento, and San Francisco, have all very recently attempted to construct a community-wide strategic plan. Highly structured, but with the primary concern being to involve the citizens in order to create a sense of ownership, the typical citywide strategic plan has the following elements: 0 Identify potential key issues facing the city, through surveys, soliciting opinions from the city council and city staff, community seminars, and the collection of basic data (demographic, employment, land use, educational, cultural etc.) 0 Select members of a strategic planning committee. Page 6 ❑ Conduct a community seminar to discuss and rank the issues. O Analyze the issues with respect to the city's external environment i.e., economic, technological, regulatory, social, and political. ❑ Analyze the issues with respect to the city's internal environment, i.e. compare the strengths of the community to other similarly situated communities. ❑ Set a vision for the city which represents its best possible future given current realities. ❑ Set goals to address potential threats and capitalize on strengths. ❑ Define the action plan. ❑ Document the strategies. ❑ Act on the strategies. The consulting firm of Arthur Anderson has conducted a number of these strategic plans, and the experience has been that they have great value in consensus-building. The community participates actively in determining its future, and a cohesive sense of direction is built. Moreover,broad policy directives are set, and resources are more likely to be directed to the most critical needs. While the community-wide strategic plan is a logical extension of Fremont's first long-range or comprehensive planning efforts, it is not SPUDS, and, in fact, it is farther afield from the classic private sector notion of strategic planning. Remember, the private sector approach uses as its basic unit of study the organization.. The City of Fremont is in fact currently undertaking a community-wide strategic planning process in addition to SPUDS. Guided by the firm Arthur Anderson and principle consultant Jim Hudak, the effort, know as Telesis 2010, has at this point identified nine broad issues which appear to concern the public the greatest. They are: ❑ City Image/Identity ❑ City Services/Municipal Facilities ❑ Culture/Entertainment/Recreation ❑ Economic Development Page 7 ❑ Education ❑ Human/Social Services ❑ Land Use/Development ❑ Relations with Other Communities ❑ Transportation/Traffic These issues may appear overly broad; to some degree one might politely point out that they represent pretty much the basic panoply of issues any city government is going to have to deal with. It is true that these issues will have to be honed down and refined to a more specific and manageable list. Even so, the list says more than might first meet the eye. For example, note that issues such as crime, redevelopment, health care and housing are not listed. Fremont residents feel fairly secure in their quality of life in these areas. Also, although the issues are listed alphabetically, it was clear that transportation/traffic would rank near the top of almost everyone's list. It is the one issue which could have the most dramatic effect on quality of life in the community. It is a discreet issue, and provides the city with an opportunity to direct resources to its solution. But there are weaknesses associated with the community-wide strategic plan. First, while it often proves fairly successful in crystallizing a community-wide consensus, one of its most delicate links is the conversion of these broad policies to government action. It is a grassroots effort. Policy is developed by polling the citizens, simplified into a broad directives, and then filtered back down to the city staff for actual execution. What often gets lost in the translation are the years of accumulated experience of city staff. It tends to disenfranchise from its construction those people who will be charged with executing the plan: the city staff. If is elitist and wrong to imply that the best city government is one by an enlightened professional class. There is, however, a reason government professionals are hired - they have the time and expertise to fathom the nuances of the issues. A sense of ownership in the plan is just as important for these people as it is for the community at large. Another matter is simply that of management. The public at large, while the democratically proper body to decide and mandate policies - both broad and narrow - is hardly the most efficient group to decide on the best way to administer and carry out policies on a day to day basis. This is, so elementally, why the government was formed in the first place. Issues such as how many firefighters to hire, how many streetsweepers to buy, how best to provide financial and information management services to both the public and other city operating departments are all usually beyond the normal purview of the citizenry. (The citizenry nevertheless is still the last authority. If, for whatever reason, the public Page 8 chooses to become involved in the city's purchase of paper clips, they have every right to do so. In normal situations though, efficiency would dictate that this not be the case.) The Fremont SPUDS Proposal SPUDS was conceived by the city's budget team, comprised of four people: the Assistant to the City Manager, the Director of Management Analysis, the Finance Director, and the Finance Administrative Analyst. Our objective was to create a process which would give the 13 city departments the opportunity to take the long view, review their operations, how they delivered their services, and create for themselves a menu of issues which would be most important for them to address their resources to in the next five years, plus or minus two. Each department would enter into a strategic planning process, and write a strategic plan. The plan would be used as the tool for the departments to communicate their needs to the City Manager and the City Council more effectively. Our byword was simplicity, which served as a useful counterpoint to the more difficult and problematic issues.the process addressed. The ultimate goal of the strategic process is to compile all of the department plans into a single document, note the citywide trends, and, in essence, generate a strategic plan for the full government of the City of Fremont. It is this characteristic of the plan which is somewhat unusual. When strategic planning efforts are carried out, normally they are done on a community-wide basis, as discussed above, or smaller, independent government agencies or units construct their own plans with no eye toward a larger coordination. Another approach is to construct a strategic plan which focuses on only one issue. A government agency will, for example, realize that it needs to address a specific issue, such as economic development, and then construct.a plan which cuts across all of the agency's resources to address that issue. It is uncommon that an agency as large as a city will require that each and every department go through a strategic planning process which has as its scope any and all management issues. The General Approach and Schedule The budget team, understanding that the approach would be new and unusual, attempted to make the process as friendly as possible. Tongue-in-cheek, and with an obvious reference to the multitude of tortured bureaucratic acronyms, we deemed the process Strategic Planning for Unified Decision Support, or SPUDS. This turned out to be something of a minor stroke of genius. Having to overcome a healthy dose of suspicion from city staff, the phrase managed to turn that suspicion into Page 9 curiosity, and as the process unfolded, the generic term took on an active meaning to people. In fact, the word is now a verb in the city, as in "Its time to spud?" There was a general orientation meeting for the entire city staff, in which the budget team made it clear that while the plans would be tied very closely to budget decisions, that the plans would come first. Budget requests were not to be generated without first thinking through and articulating a plan, and any request should either make reference to a specific point in the plan or explain why it does not tie-in. The General Timetable ❑ Strategic Plan Development with Budget Team Facilitators O First'Cut Supplemental Budget Requests O Document Compilation and Distribution to Other Departments for Comment and Budget Team Analysis O Presentations to City Manager of Strategic,Plan and Supplemental Requests ❑ City Manager comment and approval of Supplemental Requests ❑ Presentation of Strategic Plans to City Council ❑ Presentation of Supplemental Requests to City Council ❑ City Council Comment and Approval of Budget The departments' strategic plans first pass through the facilitators for comments and suggestions, and then they are presented in both written and oral format to the City Manager and the City Council. At this point the plans are still viewed as changeable, and the departments are advised to feel free to revise after they have received input from the Council and City Manager. While effective presentation is important, the budget team counseled departments not to be "slick." Substance was valued over style. Further, the budget team asked departments to be "open." A memo explained: Also, and this is critical, do not feel the department has to present a perfect package. The world is not perfect, the departments are not perfect, and the City Manager and Council will greatly prefer an honest assessment to forced solutions. Talk about the problems and weaknesses, and if your department cannot come up with a solution which makes sense to you, say so. The solution could just as easily Page 10 come from the City Manager, Council, or other department reading your plan. One-final but very important point the budget team emphasized was the evolutionary nature of the strategic planning process. The whole aim of SPUDS was to find a method of planning which works best-for the particular organization. Therefore, if it became evident that certain aspects of the process were not as productive as others, the budget team made it clear those elements would be dropped or altered. Participants were encouraged to suggest revisions. It was expected the process, within the larger framework, would take on somewhat varied form for each department. For example, the budget team anticipated departments such as Human Services or Community Services might need to evaluate the needs of their constituencies more frequently than departments such as City Clerk or Finance. Further, it was a very real possibility departments would discover issues they would not have the resources to respond to, or which somehow did not seem to make sense to respond to. The process would be altered to accomodate these needs. The Final Product The final product of the strategic plan and budget process consited of two documents. The first was a detailed compilation of the strategic plans of each department. Each of these plans was between 5 and 7 pages in length. The document included an opening section identifying citywide themes and a budget team analysis of each plan. The second document was the�vudget itself, which includes base budget and supplemental budget requests, all in the context of the strategic plans. The Participants Strategic planning does not involve mirrors and smoke. It is a very straightforward process - individual elements of which everyone does on a daily basis. Simple common sense goes a long way, and a very realistic and thorough plan can be constructed simply by-sitting down and talking it through. The planning process, then, is designed to involve as many people in the department as possible. All members at some point are asked for either information or comment. The active b The City of Fremont's budget can be thought of as two documents. The first is the base budget,which generally contains those items which have been previously authorized and funded. Certain programs and levels of service are assumed. The analysis of base budget items is usually limited to forecasting what level of funding will be necessary to maintain service at the previous years levels. This primarily means anticipating inflation.The second document is the supplemental budget, which represents request for supplies,services,capital items or personnel above current service levels.This area of the budget is more subject to debate,and can,in lean times, foster greater competition for resources. It is also the location for the development of innovative programs. Page 11 planning group, however, called the strategic management group, or SMG, is generally comprised of the Department Head, Division Heads, Senior Personnel, Administrative Assistants, and Budget Officers. If too large, it is possible it could become difficult to reach consensus in the actual planning sessions. We were wary, then, of letting any one SMG grow larger than 15 people. The budget team acted as the facilitators for the process. We each took on two or three departments, viewing our role to refrain as much as possible from making substantive comment on the department's operations, but simply to move the SMG through the process. There was a stage built into the process later for the budget team to review the plans. The facilitator also made suggestions or served as a resource for analytical techniques. Our aim was to be flexible and responsive to the SMG's input on the structure of the process. The facilitator was not responsible for maintaining records, making conclusions, or writing reports. The facilitators were to worry about the process, while the department staff was to worry about the substance of its plan. The Stages of the Process There are six stages to the process (see diagram). These stages have a logical progression to them, but they do not always have to follow a rigidly linear path. At times it makes sense to return to an earlier cycle for revision based on information gleaned from a later cycle. In each stage the participants were asked to search for and then synthesize information. Information may come from a variety of sources: modest surveys, existing statistical data, or, most often, simply the minds and memories of the participants. The "synthesis" step requires the SMG to make sense of the basic information. Patterns, themes, and trends are identified. The relative merit of_the generalizations should not be judged. In the final step, "selection," the information, themes or trends are evaluated and agreed upon. Stage One This is known as the "environmental scan." The job of the SMG in the first stage is to understand the department in.relationship to its environment. The SMG identifies external and internal events, trends, pressures and mandates. For the City of Fremont, very obvious trends affecting many departments are population growth, commercial and industrial development, the impact of Proposition 13, the organization's response to Proposition 13, and the rate of change of both information flow and the availability of tools to handle that information. The facilitators provide the SMGs with a baseline citywide environmental scan which the departments use as a point of departure. Page 12 analysis, etc., or simply desired operating levels, such as portfolio returns, or speed with which accounts are logged. In any event, at this stage it is much more important to construct a vision than to worry about the practical goals. Later in the planning process the vision will be revisited, revised, and then developed into a full mission statement. Stage Four The Harvard Strategic Planning Model is now famous for its development of the acronym SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats. A situational evaluation can be easily structured into these four categories. The idea is simple: evaluate the department in each area. This stage is extremely important because, if done right, the department makes a frank assessment of the pressures it faces and its ability to respond to those pressures. Identifying weaknesses should not be thought of as a value judgement. For example, the Finance Department might identify one of its strengths as its ability to exercise basic accounting and cash management controls. Budget preparation wins awards and the city's bond rating agencies are favorably impressed. Its weaknesses, however, rest in its ability to track costs across departments, or develop impact fees which have a sound financial rationale. Moreover, the department may have a great need to enhance its ability to manage in a longer timeframe rather than react to yearly budget cycles. Opportunities and threats should be similarly catalogued. The outcome of this analysis is where the strategic_plan really begins to gel. It can become crystal clear just where the department has been having difficulty and why, and it can also become clear where there are opportunities to become much more effective and efficient. - Stage Five In this stage the SMG thinks through the actual strategies to respond to the environmental and SWOT analysis. Again, it is a brainstorming session. It is not necessary to have all the strategies be new, it is both quite possible and likely that many of the department's programs are already responding effectively to the environment. This however, is an opportunity to think the department's actions through, especially with regard to the future. Thus, with the results of the SWOT analysis in front of thFm, the SMG begins to "suggest concrete actions which the department can undertake to manage the issues so as to build on strengths, overcome weaknesses, exploit opportunities, and blunt threats." Page 14 + The City Clerk, for example, may respond to the greater demand from the public for information by incorporating a new public information officer division. In order for management to devote more time to increased information analysis needs, grea}er constituent work could be shifted to the clerical staff. Less mainstream ideas could involve setting up a city-sponsored computer database and bulletin board - accessible from modems at home or the schools and libraries. Whatever the idea, it should not be evaluated as it is suggested, simply listed. Stage Six The final stage occurs after the SMG has had a chance to digest what has taken place so far. One or two people from the group will be designated to write a rough draft of the final mission statement and plan, which will consist of three sections. The first section will be a listing of the imperative issues facing the department and a brief description why. The second section will be the mission statement including vision and more specific goals. The third section will be the strategic plan- the actual actions and policies the department plans to undertake in order to respond to its environment and achieve its goals. The SMG will review the rough draft and make any final revisions necessary. The report should be concise. Where SPUDS Can Go Wrong While it is clear there are many benefits to be realized from a.process such as SPUDS, there is no doubt the method cannot be applied to all cities. There are real areas of danger for failure. First and foremost, there has to be an organizational culture which will allow for this kind of discussion. If the organization has a history of distrust, or an excessively hierarchical structure, it will require some form of organizational development before it can open up its planning processes in this manner. Second, SPUDS absolutely must have the City Manager's stamp of approval, and at least the willingness of the City Council to attempt the experiment. If there is a mandate from City Council for this process, it helps to establish legitimacy. As in most new ventures, there is a great deal of institutional inertia to overcome. One of the greatest pitfalls would be to make the mistake of not understanding the previous planning processes the organization has undergone, and whether they were successful or not, and why. If SPUDS is proposed for a city which has seen previous and faddish systems come and go, or worse, actually experienced some setback or failure as a result of one of these processes, the ability to establish legitimacy will be greatly hampered. Independent of the individual history of the organization, there are other vulnerabilities in the process which must be monitored closely. Perhaps the most Page 15 overriding concern is the need to structure very carefully the interactions between the departments and the City manager and the City Council. Expectations must be clearly defined. The process opens the forum of debate and therefore begs response or "feedback;' but "feedback" from the City Council all-too-easily can become a unappealable decision on the merits of the plan. Unless the city has a highly cooperative environment in which City Council members have a deeply involved and "hands-on" relationship with the city's departmental managers, it is best to allow the City Council simply to receive the plans, clarify issues, and then express their policy choices in their funding decisions. A City Council's best role is to determine policy, and the city staff's best role is to be both administrator and manager. Council, not having participated in the strategic planning sessions, would violate that very process if they began to make determinative judgments concerning the merit of assumptions and thought processes involved. If a department has misunderstood the general policy direction of the Council in its assessment of the environment, Council should make that known, and the department should have an opportunity to revise its plans. The simple fact of the matter is that the City Council has the ultimate authority in deciding whether or not to fund a given program. They should not be involved in constructing the departmental strategic plans; they should comment and either approve or disapprove the general direction. If the City Council disagrees drastically with the direction of a component of a department's plan, it is important to ensure the resulting critique does not unduly tar the strategic planning process. "If the result was bad, then the process must have been bad," is a mistaken conclusion and must be avoided. First, reasonable people can disagree. A reasonable process can produce results on which people will differ. Second, it could be quite possible elements of the process are not ideal. Participants must be able to critique these components of the process without feeling the validity of the entire process is suspect. In our efforts with the Leisure Services department, for example, it became apparent the City Manager had some substantial reservations regarding their plan. He felt they needed a fundamental shift in their orientation. This is not something the participants necessarily could have anticipated. The solution, however, was to rework the plan by substituting a component of the process for another component more in line with the City Manager's desired outcome. The Leisure Services Department conducted a stakeholder analysis in addition to their SWOT analysis, ultimately focussing on who their "customers" would be. The revised process brought the department's thinking much more into line with the City Manager's, and the result was a strategic plan which was well- received by the City Council. A second difficult area is more unavoidable. Whereas a City Manager or a City Council may or may not react negatively to a plan, the process is guaranteed to Page 16 expose departments and staff to some manner of public criticism. The process requires that the departments assess weaknesses as well as strengths, and there are not insignificant implications to the public admission of weakness. On this matter, the theory is clear: a department or city cannot begin to address problems if it does not recognize them and discuss them. This aspect of the planning process is critical to its true value as an effective management tool. It is also a matter of public accountability. However, it would be naive to pretend that there is no danger in the public discussion of weakness. The solution lies in carefully laying out the "rules of the game" to all participants. City Council members must be made to understand that problems will be identified honestly, and that this should not be an opportunity for unbridled criticism (unless, of course, the problems fall into the realm of criminality, or public malfeasance). The goal of the process should be clear: it is a cooperative effort to come to real solutions. The second important player is the media. They may choose to portray information in a light which undermines the trust required for the process. This is one of the unavoidable costs in a free speech world. The press should be given information in accordance with all public disclosure laws, but it also would be wise to ask Council members not to comment until there has been an opportunity for them to clarify issues with city staff. The City Council should be supportive, and not use the information for political purposes. This, of course, is a best of all possible worlds answer to a real world problem. There will be instances in which the media, contrary to good intentions, will present the information in an inflammatory way, or a City Council member will break from the fold and hope to exploit staffs poor performance for political gain, or, perhaps the worst case, a true instance of mismanagement is uncovered. These are genuine g risks to a process such as SPUDS. The final calculation which an city considering P Y Y g the process must make will weigh the management gains against the potential for the surfacing of such ugly matters. It will also take into account the kind of problems likely to surface, and the city's ability to handle them in a constructive, or at least a non-destructive manner. It is important to realize, however, that these risks exist whether or not there is a strategic planning process. Undiscovered information has a way of working its way to the top. Therefore, some cities may actually view the strategic planning process as a more controlled way to deal with these "hot" issues. While they may surface more quickly than if the process had not been implemented, such issues are surfaced with insight and accountability rather than with surprise and accusations. Page 17 Evaluating Success SPUDS is designed to engender and respect accountability and thought at all levels of the organization. The evaluation of its success, then, has to derive from the same source. At the conclusion of the process, all participants were surveyed. They were asked nine questions: 1. How well did the process work in helping your department staff communicate to one another? 2. How well did the process help you think about your department's goals and mission? 3. How well did the final strategic plan express your organization's goals -regardless of whether you agreed with those goals? 4. To what degree did you personally agree with the issues and strategies of the plan? 5. How well did the plan help to communicate your department's story to the City Manager and City Council? 6. Would you like to participate in the process next year? 7. How well do you feel you understood the objectives of the process? 8. How well did the plan help you to understand the missions and strategies of other departments? 9. If you could change anything about the process for next year, what would it be? There was a healthy sample size, and the results proved extremely instructive. SPUDS had the most favorable response to Question 2, how well the process helped the individual think about their department's goals. 88.7% of the respondents believed the process helped their thinking either "very well" or "well." SPUDS received the least favorable response to Question 8, how well the plan helped the individual understand the missions and strategies of other departments. Only 31% answered "very well" or "well," with 32.4% answering only "fair" and another 35.2% answering either "not so well" or "not well at all." Responses to the other questions indicated a fairly high approval of the process, with 95.8% of the respondents saying they "would" or "possibly would" like to participate in a similar process next year. Page 18 The results varied to some degree from department to department, but the citywide consensus was strikingly clear. although SPUDS had done a good job of getting people within departments to express their missions, goals and strategies, it had not done as good a job in facilitating communication of departmental plans between departments. A little analysis reveals the weakness in the structure. The process required presentation of departmental plans to the City Manager and the City Council. The sessions for presentation to the City Manager were open to any and all staff, but there was no requirement that anyone attend. Some staff took advantage of the opportunity, but most did not. The chronic problem of daunting daily schedules proved the culprit. Everyone involved in strategic planning did, in fact, attend a Saturday morning session where all plans were presented in succession to the City Council. This occurred at the conclusion of the budget cycle. Ultimately, however, this turned out to be ill-conceived. Both City Council and staff were exhausted by the budget cycle, and the plans were jammed into one four hour session- giving no one plan enough time for a healthy investigation and giving all staff a regrettable case-of information overload. The facilitators had hoped the process would have inspired interdepartmental discussion on an informal basis, but there was no requirement for departments which had cross-cutting issues to discuss them. There was extensive documentation, but it appears staff had limited time to read and absorb it. The lesson was not to be missed: the facilitators had entrusted too much to informal communications. Page 19 SPUDS Survey Results 1. Help Dept Staff Communicate to One 5. Plan Communicate Your Dept's Story Another? to CM and City Council? Other 0% Other 23.94% Very Well 35.21% Very Well 19.72% Well 43.66% Well 39.44% Fair 0% Fair 11.27% Not Well 0% Not Well 5.63% Not at All 0% Not at All 0% 2. Help You Think About Dept Goals 6. Would You Like to Participate Next and Mission? Year? Other 0% Other 0% Very Well 40.85% Yes 67.61% Well 47.89% .. No 4.23% Fair 11.27% Maybe 28.17% Not Well 0% Not at All 0% 3. Did Final Plan Express Your Dept's 7. Did You Understand the Objectives of Goals? The Process? Other 1.41% Other 1.41% Very Well 30.99% Very Well 28.17% Well 57.75% Well 49.30% Fair 9.86% Fair 16.90% Not Well 0% Not Well 4.23% Not at All 0% Not at All 0% 4. How Much Did You Personally Agree 8. Did You Understand Other Dept's With The Plan? Goals and Missions? Other 1.41% Other 1.41% Complete 19.72% Very Well 4.23% Agreement 69.01% Well 26.76% Some 5.63% Fair 32.39% Little 4.23% Not Well 15.49% None 0% Not at All 19.72% Year Two Starting a strategic planning process has to be viewed as a multi-year endeavor. It is rare year when a city staff has the unbounded time it would require to implement a full-blown process. Time is not the only issue, however. Two other important considerations are cultural readiness and flexibility. Most cities, or any organizations for that matter, have to warm up to a new way of thinking. With new concepts it makes sense to o gently, to make sure time spent has definite payoffs P g g Y and is not too taxing. It does little good to implement a planning process with strong participative and democratic values if people either do not understand or are uncomfortable with the concepts. Second, any planning process should be adaptive. It should be able to respond quickly to organizational conventions or quirks, and it should be continually self-monitoring. The best process is one which lends structure but not rigidity. Implementing SPUDS over a period of two years provides the opportunity to watch its progress and correct its course. As noted earlier, SPUDS had both significant successes and failures in its first year. The City of Fremont is now poised to embark on year two, with a new process which has been designed to build on those successes and pointedly address those weaknesses. The design consists of six steps. Step One 1988 plans will be revisited and the departments will revise as necessary. This step is tailored to each department. Some may require greater work, others, very little. Conceptually, however, the same SWOT framework will be used, simply adding information gleaned from the most recent year into its grid. Also part of this step will be a quick review of progress on strategies. Step Two Each department will list specific objectives associated with each strategy for the coming year. This step takes last year's plans to one further level of detail: the objective. An objective is a specific action statement designed to help carry out the strategy. For example, the City Clerk's Department might outline one element of its plan in the following way: Issue: Increased Citizen Information requests. Strategy: Use automated devices to free up staff time from the more routine requests. Objective: "Install a voice mail pilot project in the City Clerk's Office by August 1, 1989." Page 21 The purpose of this level of detail is to help the departments establish measurable markers - markers which will be more concrete than the strategy level, and will provide a criteria by which to measure progress and success. They will also help interdepartmental communication, as noted in greater detail below. Step Three Each department lists the departments which: 1. Will be affected by their plan in the coming year. 2. Will be critical to the attainment of their objectives. Copies of the department's plans will then be distributed to those departments listed as either affected or critical. This is the first step in interdepartmental communication. Step Four Each department briefly presents its plans to an audience comprised of those departments which it listed as critical to the execution of its plan. Attendance is mandatory. The focus of the presentation will be the general parameters of the plan and then, for time considerations, only those specific objectives which will require interdepartmental coordination. There will be time for questions and answers._ Step Five Each department will have follow-up meetings with each critical department to establish contracts. A contract is a negotiated agreement between two or more departments for a plan of action or a delivery of a service. It is an objective which is mutual. These meetings will be coordinated by the departnent facilitators, and will vary in length depending on the number of contracts needed or the complexity of the arrangement. Examples of contracts: The Public Works department will work with the Leisure Services Department to establish a system to rate park maintenance. Management Analysis will conduct a space leasing study for the Finance Department. The contract is the heart of the year two SPUDS. It is designed to force not only interdepartmental communication, but also interdepartmental coordination. The intent of this component of the process is to bring interdepartmental staff together Page 22 to establish short-term objectives within the framework of the larger strategic plan. There is no doubt there will be areas of disagreement or divergent priorities. Every effort will be made to resolve these issues in facilitated negotiation sessions, but those issues which remain unresolved will be stated in the.final plan as an appendix to the strategies. It is critical for these areas to be stated and acknowledged. The City Manager and the City Council will have a final opporunity to resolve them. Step Six The final step will have the departments make presentations to the City Council. These presentations will not be conducted in one long session, however. The objective of interdepartmental communication achieved at this point, each department will have a more intimate meeting with the City Council to allow more time for interaction. Immediately following the plan presentation will be the budget work session for that department. This will reinforce the link between the strategic plan and the supplemental budget requests, which was one of the original. objectives of the process. Conclusion There is still much to learn in the application of strategic planning for the city. One of the most remarkable aspects of the process was the "opening up" it fostered. ` Governments are often called to task precisely because they lack a profit motive. Common wisdom has it that the lack of the profit motive causes them to become lazy and wasteful. In fact, the wellspring of staff motivation comes from public accountability. Often a government will go wrong not because of laziness, or a bourgeois bureaucratic dull-mindedness, but simply because public servants respond too heartily to the public call; they rush to the onslaught of details, and soon find themselves in a hopeless bind. The City of Fremont's SPUDS' greatest value was to break this cycle. Immersion in work and attention to detail does a disservice to communication. The essence of any planning process is the meeting of minds - and this requires a forum for discourse. Indeed, the public sector has gleaned a valuable lesson from the private sector; it has learned to execute its public charge better. It i: a new understanding of public accountability, an understanding which requires not simply the accomplishment of day to day tasks, but one which requires the application of trained minds to create better visions for the future. Page 23 i r Selected Bibliography Einsweiler, Robert C., and John M. Bryson. 1987. Strategic Planning. APA Journal Winter: 6 - 55 Sorkin, Donna, and N, Ferris and J. Hudak. 1985. Strategies for Cities and Counties: A Strategic Planning Guide. U.S. Department of Housing and Urban Development. Washington Mintzberg, H., and J.A. Waters. 1985. Of Strategies, deliberate and emergent. Strategic Management Journal 7 Nutt, P. 1984 A Strategic Planning network for non-profit corporations. Strategic Management Journal 5: 57 -75 Nutt, P., and Backoff. 1987. A strategic managment process for public and third- sector organizations. Journal of the American Planning Association 53, 1: 42 - 55 Walter, Susan, and Pat Choate. 1984. Strategic Thinking: A Primer for Local Officials. Council of State Planning Agencies. Washington Page 24 CITY OF HUNTINGTON BEACH CA 90-18 COUNCIL - ADMINISTRATOR COMMUNICATION HUNTINGTON BEACH - To Mayor and City Council From Michael T. Uberuaga,\x,,- t City Administrator Subject performance Evaluation Date May 2, 1990 I The following is an excerpt from my employment agreement relating to performance evaluations: PERFORMANCE EVALUATION: A. During the first year of the EMPLOYEE's employment his performance will be evaluated by the Council at the completion of his first 90 to 120 days, and again at the conclusion of that year; thereafter,the EMPLOYEE will be evaluated at least once annually on or before his anniversary date. EMPLOYEE's evaluation, at a minimum, will consist of written comments submitted by each Council Member and may include individual or joint meetings with the Council Members. Said review and evaluation shall be in accordance with specific criteria developed jointly by the City Council and EMPLOYEE. Said criteria may be added to or deleted from as the City Council may from time to time determine after consultation with EMPLOYEE. The City Council shall provide an adequate opportunity for EMPLOYEE to discuss his evaluation with the City Council. B. Annually, the City Council and EMPLOYEE shall define, in writing, such goals and performance objectives which they determine are necessary for the proper operation of CITY. The goals and obligations must be attainable within the time limitations agreed to by CITY and EMPLOYEE and within the fiscal constraints of the annual operating and capital budgets and appropriations approved by CITY. Any unforeseen circumstances which may arise which would affect the achievement of the goals and objectives shall be identified in the consideration of EMPLOYEE's annual evaluation and compensation. MTU:pf . t r EVALUATION OF CITY MANAGER �Z w z w (Z 2 w w IcII� t7 NO UO Z w0� X 01 O w w(3 0 Z- ORGANIZATIONAL MANAGEMENT ! I . Appoints and trains effective subordinates . f 2 . Develops and executes sound personnel practices and procel-jures . I 3 . Treats all personnel fairly, without favoritism, or discriMination , j while insisting on performance of duties . 4 . Evaluates performance of staff members, giving commendation for good i work as well as constructive suggestions for improvement. f , 5. Directs City organization and controls efforts of members . + 6. Has working knowledge of City projects . 1 7 . Is available to employees for guidance and counseling . 8. Evaluates key personnel and suggests ways for them to im.rove. j ( 9. Delegates authority to staff members and holds them responsible. I 10. Encourages participation of appropriate staff members and groups in planning, procedures , and policy interpretation . I EXECUTION OF -POLICY j 11 . Understands and complies with the overall policy, laws , philosophy of the organization. i 12 . Efforts lead toward successful accomplishment of goals . 13 . Measures results against goals and takes corrective action . i 14 . Interprets and executes intent of Council policy. i ( RELATIONSHIP WITH THE CITY COUNCIL i I 15 . Feels free to maintain his opposition to matters under discussion by i the City Council until an official decision has been reached, after i f which he subordinates his views to those of the Council . i i 16. Goes to the Council when he feels there is an honest difference + f between himself and any or all of the COUncilmembers . -l - z z i " � W G ? 2 LL w U)0 U 0 Z �LU x0 O w� W 010 z_ RELATIONSHIP WITH THE CITY COUNCIL (Cont'd) f � 17 . Refrains from public critic-ism of individuals or group members of the . Council . 18. Remains impartial and treats all COUncilmembers alike. i { 19. Has a harmonious working relationship with the Council . f 1 20. Supports Council actions and policy with public and staff. f 21 . Keeps the Council informed on issues, needs, and operation of the City. 22. Offers professional advice to the Council on items requiring Council faction, with appropriate study and backup material . 23. Accepts his responsibility for maintaining liaison between the i Council and staff. BUDGET 24. Presents a realistic budget to the Council . 25. Controls expenditures within set budget levels . 26. Uses budget as a planning tool to implement City Council policies . REPORTING 27. Submits accurate and complete staff reports on time. 28. Submits readable, concise, and well thought out recommendations . PLANNING 29. Independently recognizes problems , develops relevant facts , formulates alternative solutions , and makes timely recommendations to the City Council . 30. Translates Council policies into appropriate policies , objectives, and specific programs . 31 . Coordinates the efforts of various departments to produce comprehensive and relevant programs . -2- ♦ J 1 J N i z Q w Z w O Z _ w c�0 Z u�ia XO O w� w 0 C) Z— I. PLANNING (Cont'd) i 32. Develops relevant short-term and long-term forecasts for City service levels and finances . LEADERSHIP . . . 1 33 . Motivates others to maximum performance. 34. Engenders staff support for Council policies even when those policies may not have been recommended by staff. COMMUNICATION l a I 35. Keeps the Council appropriately informed. 36. Presents his thoughts in an orderly, understandable manner. 37. Is able to convince people to adopt his viewpoint . 38. Demonstrates ability to negotiate and compromise when necessary. 39. Written correspondence is a clear and accurate representation of City i Council policy. ti: I COMMUNITY AND INTERGOVERNMENTAL RELATIONS r 40. Gains respect and support of the community regarding the conduct of City operations . I 41 . Develops friendly and cooperative relationships with the news media . ! 42 . Works effectively with public and private agencies . , i 43 . Participates in community affairs . 44 . Defends the City and its reputation in an honest and open way. I E j 45. Solicits and gives attention to problems and opinions of all groups iand individuals. PERSONAL REPUTATION s f 46. Deals effectively with other public administrators on behalf of the City. -3- J ' z Q u, w 0 t Z w H l l Cl- LLJ O! �wN 0 U07 z IOa XO1 O w� Ui01 o z_ PERSONAL REPUTATION (Cont'd) i 47. Is respected by professional and staff representatives of other governnients . jI 48. Attends and contributes to conferences and seminars . 49. Devotes his time and energy to his job. j 50. Demonstrates high ethical and performance standards , both privately i and professionally. i t E ( COMMENTS f I I i f I' I I 1 I i I f I � i i f M06592.TN7 -4- • Checklist for Council Evaluation of City Manager A. THE KEY RELATIONSHIPS: I . TO THE CITY COUNCIL a. Does the Manager (and the staff) provide sufficient information and analysis of issues which are before the Council ? b. Does the Manager keep the Council adequately informed about. "non-agenda items"? Is the nature and frequency of such communication sufficient? C . Is the Manager available equally to all Councilmembers? d What is the general degree of confidence of the Council in the Manager? What could be done to improve it? e. Is there concern on the part of the Council that the Manager plays a too active public role, or that the Manager is not visible enough? f. Is the Manager open to suggestions of individual Councilmembers and to the Council as a whole? g . Are the goals of the Manager 'the same as those of the Council ? h . Is there any trait or way of handling matters which, if uncorrected, could lead to the undermining of Council ' s confidence in the Manager? 2. TO THE CITY STAFF a. Does the Manager provide sufficient direction to the staff? b. Is the Manager' s synthesis of various staff viewpoints and input into a single consolidated recommendation(s) too complete or not enough so? C. Does the Manager delegate adequately? 3 . TO THE PUBLIC a. Does the public feel comfortable in coming to the City hall to discuss a problem with the Manager (or appropriate staff)? b. Is the Manager considered to be open to citizens' suggestions? 4 . TO THE CITY COMMISSIONS a. Does the Manager maintain too much or too little contact with commissions and/or their chair? -1- b. Is general coordination of staff assistance and information to the various commissions adequate? - 5. TO OTHER GOVERNMENTAL ORGANIZATIONS a. Are the Manager' s working relations with other governmental agencies or Cities good? b. Does the Manager direct sufficient attention to representing policies and desires of the Concord Council to other jurisdictions? C . Is the Council adequately informed about inter-governmental issues bearing on Concord? B. THE MANAGER'S RESPONSIBILITIES AND ABILITIES 1 . Is the City budget properly presented for Council review and, after adoption, properly executed? 2 . Are Council and citizens' complaints about City services, hazards, etc. , promptly and fully processed? 3 . Is the Manager decisive enough? 4. Is the Manager's involvement in long-range planning and policy development adequate? 5. Is the level of program accomplishments adequate? 6. Does the Manager communicate adequately with City employees? 7. Is the staff relatively cohesive and generally not working at cross purposes? 8. Is the organization run efficiently with a proper degree of administrative control ? C. MANAGER'S PERSONAL STYLE I . Does the Manager provide adequate leadership? 2. Does the Manager demonstrate an adequate degree of creativity? 3. Is the Manager flexible? 4 . Is the Manager defensive? 5. Does the Manager handle stress well ? 6. Is the Manager's participation at Council meetings a proper balance between constraint and providing necessary information? 7. Is the Manager developing professional skills and keeping up-to-date with innovations in urban management? -2- . a Z 8. Does the Manager handle crisis or unexpected situations adequately? 9. Does the !tanager demonstrate an adequate degree of drive and enthusiasm? 10. Are there any concerns regarding the integrity of the City Manager? 11 . What personal characteristics should the Manager work on that would improve his/her overall performance? D. REVIEW Review specific programs, objectives, assignments, and issues which are important to discuss with the Manager. E. COMMENTS What comments does the Manager wish to make about the general working environment, City Council expectations, etc.? M06591 .TN7 -3- DANVILLE TOWN MANAGER EVALUATION Purpose: To evaluate the Town Manager, whose job it is to provide professional, efficient, and responsive administration of city resources and department operations, always within policy established by the Council . (Circle the appropriate response: 1-low; 5-high . ) I. STAFF SUPPORT FOR COUNCIL, COMMISSION, COMMITTEES 1. Does the Manager plan and organize work that carries out the policies of the Council? 1 2 3 4 5 2 . Does the Manager effectively communicate the Council ' s position to the staff and to the public? 1 2 3 4 5 3 . Does the Manager insure that the Council, Commission and Committees get information in a timely manner, well organized and easy to read? 1 2 3 4 5 4 . Are meetings scheduled well and the right. people notified? 1 2 3 4 5 5 . Does the Council get information in a timely manner? 1 2 3 4 5 6. Is the material produced written clearly with recommendations clearly articulated? 1 2 3 4 5 II. PERSONNEL MANAGEMENT 1. Is the Manager providing effective leadership and motivation for employees? 1 2 3 4 5 TMEVALU.89 -1- DANVILLE TOWN MANAGER EVALUATION (CONTID) _ 2 . Have vacant positions been filled expeditiously? 1 2 3 4 5 3 . From the Council ' s point of view) does the performance of key staff reflect the expectations of the Council? 1 2 3 4 5 4 . Are any parts of the organization overstaffed, understaffed, or not adequately productive in the Council ' s opinion? 1 2 3 4 5 III. PROBLEM SOLVING 1. Has the Manager anticipated problems, advised Council and offered potential solutions? 1 2 3 4 5 2 . Has the Manager either personally, or through direction to staff., helped the Council solve complex city problems? 1 2 3 4 5 3 . Has the Manager offered creative ideas and solutions? 1 2 3 4 5 4 . Has the Manager implemented new ideas of the Council in an effective manner? 1 2 3 4 5 IV. COMMUNITY AWARENESS 1. Has the Manager demonstrated a sensitivity to the concerns of community groups who appear before the Council? 1 2 3 4 5 TMEVALU.89 -2- DANVILLE TOWN MANAGER EVALUATION (CONT'D) 2 . Does the staff handle complaints for service appropriately? 1 2 3 4 5 3 . Does the Manager respond to requests from citizens with whom he is in contact as the Council would like? 1 2 3 4 5 V. MAJOR PROGRAMS AND PROJECTS 1. Are major projects and programs on target for the current year? Yes No If no, which ones are you concerned about? 2 . Has the Manager kept the Council up-to-date on changing conditions and problems? 1 2 3 4 5 3 . Does the Manager utilize prudent practices in the preparation and administration of the City ' s operating and capital improvement budgets consistent with guidelines adopted by the Council? 1 2 3 4 5 VI. COMMUNICATIONS 1 . Has the Manager been helpful and effective in helping the Council and -tns -stsltlf unicate with the community? 1 2 3 4 5 2 . Does the Manager maintain effective communication with the Council and a good system of reporting on staff plans and activities? 1 2 3 4 5 TMEVALU.89 -3- DANVILLE TOWN MANAGER EVALUATION (CONTID) 3 . Is the Manager available to the Council, either personally or through designated subordinates? 1 2 3 4 5 4 . Is the Manager -energetic, enthusiastic, cooperative and unbiased regarding actions and decisions concerning the City? 1 2 3 4 5 GOALS OF THE COUNCIL FOR THE YEAR (Summarized from Council workshop in January, 1988) 1. Charlotte Wood development. 2 . Park facilities and financing program. 3 . Communication between Council and Manager. 4 . Communication/relationships with the public. 5. Council-Commission-staff relationships. 6 . Two-year Town staffing and facilities plan. TMEVALU.89 -4- DANVILLE TOWN MANAGER EVALUATION (CONTID) GENERAL COMMENTS from each councilmember regarding the Manager' s performance during the past year: TMEVALU.89 -5- i cy4 Chapter 1.State Elections 3520. 3519. Declaration of solicitor. (a)Each section shall have attached thereto the declaration of the person solicit- ing the signatures setting forth the information required by Section 44 and stating that the circulator is a registered voter of the state. (b)The circulator shall certify to the content of the declaration as to its truth and correctness, under penalty of perjury, with the signature of his or her name at length,including given name,middle name or initial.The circulator shall state the date and the place of execution on the declaration immediately following his or her signature. No other declaration thereto shall be required. . Petitions so verified shall be prima fade evidence that the signatures thereon are genuine and that the persons signing are qualified voters.Unless and until it be otherwise proven upon official investigation,it shall be presumed that the petition presented contains the signatures of the requisite number of qualified voters. (Amended by Stats.1989,c.720,§2.) Article 3.Filing Petitions 3520. Filing of petitions;examination of signatures. (a)Each section of the petition shall be filed with the clerk or registrar of voters of the county or city and county in which it was circulated,but all sections circulated in any county or city and county shall be filed at the same time. Once filed,no petition section shall be amended except by order of a court of competent jurisdic- tion. (b)Within five days,excluding Saturdays,Sundays,and holidays,after the filing of the petition,the clerk or registrar of voters shall determine the total number of signatures affixed to the petition and shall transmit this information to the Secretary of State.If the total number of signatures filed with all county clerks is less than 100 percent of the number of qualified voters required to find the petition sufficient, the Secretary of State shall so notify the proponents and the county clerks and no further action shall be taken in regard to the petition. (c)If the number of signatures filed with all county clerks is 100 percent or more of the number of qualified voters needed to declare the petition sufficient, the Secretary of State shall immediately so notify the county clerks. (d) Within 15 days after this notification,excluding Saturdays, Sundays,and holidays,the clerk or registrar of voters shall determine the number of qualified voters who have signed the petition.If more than 500 names have been signed on sections of the petition filed with a county clerk, the clerk shall use a random sampling technique for verification of signatures,as determined by the Secretary of State.The random sample of signatures to be verified shall be drawn in such a manner that every signature filed with the county clerk shall be given an equal opportunity to be included in the sample.The random sampling shall include an examination of at least 500 or 5 percent of the signatures,whichever is greater.In determining from the records of registration what number of qualified voters have signed the petition, the clerk or registrar of voters may use the duplicate file of affidavits of registered voters or the facsimiles of voter's signatures,provided that the method of preparing and displaying the facsimiles complies with law. (e)The clerk or registrar,upon the completion of the examination,shall imme- diately attach to the petition,except the signatures thereto appended,a certificate properly dated, showing the result of the examination and shall immediately transmit the petition,together with the certificate,to the Secretary of State.A copy of this certificate shall be filed in the clerk's office. (f) If the certificates received from all county clerks by the Secretary of State establish that the number of valid signatures does not equal95 percent of the 79 1990 i I v >t Chapter 3.Municipal Elections 4008. representative of the newspaper in which the notice was published or,if the notice was posted,by a voter of the city,certifying to the fact of publication or posting. If the notice and title and summary are both published and posted pursuant to subdivision(b)of Section 4003,the proponents shall file affidavits as required by this section made by a representative of the newspaper in which the notice was published certifying to the fact that the notice was published and by a voter of the city certifying to the fact that the notice was posted. These affidavits, together with a copy of the notice of intention and title and summary,shall be filed with the clerk of the legislative body of the city in his or her office during normal office hours as posted. (Amended by Stats.1989,e.720,§5.) 4005. When petition may be circulated. The proponents may commence to circulate the petitions among the voters of the city for signatures by any registered voter of the city after publication or posting, or both,as required by Section 4003,of the title and summary prepared by the city attorney.Each section of the petition shall bear a copy of the notice of intention and the title and summary prepared by the city attorney. (Amended by Stats.1989,e.720,§6.) 4006. Securing of signatures and petition filing time. Signatures upon petitions and sections of petitions shall be secured, and the petition,together with all sections of the petition,shall be filed within 180 days from the date of receipt of the title and summary,or after termination of any action for a writ of mandate pursuant to Section 4002.7,and,if applicable,after receipt of an amended title or summary or both,whichever occurs later.Petitions and sections thereof shall be filed in the office of the clerk during normal office hours as posted. If the petitions are not filed within the time permitted by this section,the petitions shall be void for all purposes. (Amended by Slats.1987,c.767,§14.) 4007. Affidavit attached to petition. Each section shall have attached thereto the declaration of the person soliciting the signatures.This declaration shall be substantially in the same form as set forth in Section 3519 except that the declaration shall declare that the circulator is a voter of the city and shall state the voter's residence address at the time of the execution of the declaration. (Amended by Stats.1989,c.347,§2.) 4008. Filing of petition. The petition shall be filed by the proponents or by any person or persons authorized in writing by the proponents. All sections of the petition shall be filed at one time.Once filed,no petition section shall be amended except by order of a court of competent jurisdiction. When the petition is presented for filing,the clerk shall do all of the following: t (a)Ascertain the number of registered voters of the city last reported by the county clerk to the Secretary of State pursuant to Section 607 effective at the time the notice specified in Section 4002 was published. (b)Determine the total number of signatures affixed to the petition.If,from this examination,the clerk determines that the number of signatures,prima facie,equals or is in excess of the minimum number of signatures required,the clerk shall accept the petition for filing.The petition shall be deemed as filed on that date.Any petition not accepted for filing shall be returned to the proponents. (Amended by Stats.1989,e.720,§7.) 101 1990 Chapter 2.County Elections 3707• (3)Any other matters the board of supervisors request to be in the report. (b) The report shall be presented to the board of supervisors within the time prescribed by the board of supervisors but no later than 30 days after the clerk certifies to the board of supervisors the sufficiency of the petition. (Amended by Stats.1988,e.954,§1.) 3705.6. Report on county initiatives submitted to Secretary of State;time. { On or before April 1 of each odd-numbered year,the county clerk of each county shall file a report with the Secretary of State containing the following information: (a) The number of county initiative petitions circulated during the preceding two calendar years which did not qualify for the ballot,and the number of these proposed initiatives for which reports were prepared pursuant to Section 3705.5. (b)With respect to county initiative measures that qualified for the ballot in the preceding two calendar years,the number which were approved by the voters,and the number of these ballot measures for which reports were prepared pursuant to Section 3705.5. (c)With respect to county initiative measures that qualified for the ballot in the preceding two calendar years,the number which were not approved by the voters, and the number of these ballot measures for which reports were prepared pursuant to Section 3705.5. (Added by Stats.1989,c.701,§I.) 3706. Filing of petition. The petition shall be filed by the proponents, or by any person or persons authorized,in writing,by the proponents.All sections of the petition shall be filed at one time.Any sections of the petition not so filed shall be void for all purposes. ( Once filed, no petition section shall be amended except by order of a court of competent jurisdiction. When the petition is filed,the county clerk shall determine the total number of signatures affixed to the petition. If,from this examination, the clerk determines that the number of signatures,prima facie,equals or is in excess of the minimum number of signatures required, the county clerk shall examine the petition in accordance with Section 3707 or 3708.If,from this examination,the clerk determines that the number of signatures,prima facie,does not equal or exceed the minimum number of signatures required,no further action shall be taken and the petition shall be preserved,as provided in Section 3756. (Amended by Stats.1989,c.720,§4.) 3707. Examination of signatures. Except as provided in Section 3708,within 30 days from the date of filing of the petition,the clerk shall examine the petition,and from the records of registration ascertain whether or not the petition is signed by the requisite number of voters.A certificate showing the results of this examination shall be attached to the petition. In determining the number of valid signatures,the clerk may use the duplicate file of affidavits maintained, or may check the signatures against facsimiles of voters' signatures, provided that the method of preparing and displaying the facsimiles complies with law. The clerk shall notify the proponents of the petition as to the sufficiency or insufficiency of the petition. If the petition is found insufficient,no further action shall be taken.However, the failure to secure sufficient signatures,shall not preclude the filing of a new petition on the same subject,at a later date. If the petition is found sufficient, the clerk shall certify the results of the examination to the board of supervisors at the next regular meeting of the board. 91 1990 r X 4 n 3708. DIVISION 5.MEASURES SUBMITTED TO THE VOTERS (Added by Stats.1976,e.248,§3.) 3708. Sample examination of signatures. (a)Within 30 days from the date of filing of the petition,if,from the examination of petitions pursuant to Section 3707,more than 500 signatures have been signed on the petition,the clerk may use a random sampling technique for verification of signatures.The random sample of signatures to be verified shall be drawn in such l ` a manner that every signature filed with the clerk shall be given an equal oppor- tunity to be included in the sample. Such a random sampling shall include an examination of at least 500 or 5 percent of the signatures,whichever is greater. (b)If the statistical sampling shows that the number of valid signatures is within 90 to 110 percent of the number of signatures of qualified voters needed to declare the petition sufficient,the clerk shall examine and verify each signature filed. (c) In determining from the records of registration, what number of valid signatures are signed on the petition, the clerk may use the duplicate file of affidavits maintained,or may check the signatures against facsimiles of voters' signatures,provided that the method of preparing and displaying the facsimiles complies with law. (d)The clerk shall attach to the petition,a certificate showing the result of this examination,and shall notify the proponents of either the sufficiency or insufficien- cy of the petition. (e)If the petition is found insufficient,:no action shall be taken on the petition. However,the failure to secure sufficient signatures shall notpreclude the filing later of an entirely new petition to the same effect. (f)If the petition is found to be sufficient,the clerk shall certify the results of the examination to the board of supervisors at the next regular meeting of the board. (Added by Stats.1976,c.248,§3.) 3709. Initiative petition signatures,pass ordinance or call special election. If the initiative petition is signed by voters not less in number than 20 percent of the entire vote cast within the county for all candidates for Governor at the last gubernatorial election preceding the publication of the notice of intention to dreu- late an initiative petition,and contains a request that the ordinance be submitted immediately to a vote of the people at a special election,the board of supervisors shall either: (a)Pass the ordinance without alteration either at the regular meeting at which it is presented or within 10 days after it is presented. (b)Immediately call a special election at which the ordinance,without alteration, shall be submitted to a vote of the voters of the county. (c)Order a report pursuant to Section 3705.5 at the regular meeting at which the ordinance is presented.When the report is presented to the board of supervisors, it shall either adopt the ordinance within 10 days or order an election pursuant to subdivision(b). (Amended by Stats.1988,c.954,§2.) 3710. Consolidation with regular election;calling of special election. • When it is legally possible to hold a special election under this article within six months prior to a regular election, the board of supervisors may submit the proposed ordinance at that regular election instead of at a special election. In all other cases the board of supervisors shall call a special election to be held not less than 88 nor more than 103 days after the date of the presentation of the proposed ordinance to it.However,to avoid holding more than one election within any six months,the date for holding the special election may be fixed later than 103 1990 92 5 z� e Jr t; 41, 32. GENERAL PROVISIONS 32. "School office"defined. "School office"for the purpose of this code means the office filled by any school officer. (Added by Stats.1976,e.226,§2.) 33. "County officer"defined. "County officer"means any elected officer enumerated in Division 2(commenc- ing with Section 24000)of Title 3 of the Government Code. t (Added by Stats.1976,c.226,§2.) 34. "County office"defined. "County office"means the office filled by any county officer. (Added by Stats.1976,e.226,§2.) 35. "Party"defined.. "Party" means a political party or organization which has qualified for par- ticipation in any primary election. (Added by Stats.1976,c.226,§2.) 36. "Partisan office"defined. "Partisan office"means an office for which a party may nominate a candidate. (Added by Stats.1976,c.226,§2.) 37. "Nonpartisan office"defined. "Nonpartisan office" means an office for which no party may nominate a candidate.Judicial,school county,and municipal offices are nonpartisan offices. (Added by Stats.1976,c.226,§2.) 38. "Measure"defined. "Measure" means any constitutional amendment or other proposition sub- mitted to a popular vote at any election. (Added by Stats.1976,c.226,§2.) 39. "Precinct board"defined. "Precinct board"is the board appointed by the clerk to serve at a single precinct or a consolidated precinct. "Precinct board," when used in relation to proceedings taking place after the polls have closed, likewise includes any substitutive canvassing and counting board that may have been appointed to take the place of the board theretofore serving. (Added by Stats.1976,c.226,§2.) 40. "Election board"defined. "Election board"means the board of supervisors of each county,the city council or other governing body of a city,or any board or officer to whom similar powers and duties are given by any charter. (Added by Stats.1976,c.226,§2.) 41. Only registered voter entitled to sign petition;printedname and place of .: residence;form of petition. Notwithstanding any other provision of law,whenever any initiative,referen- dum,recall,nominating petition or paper,or any other petition or paper,is required to be signed by voters ofany county,city,school district,or special district subject to petitioning,only a person who is an eligible registered voter at the time of signing the petition or paper is entitled to sign it.Each signer shall at the time of signing the petition or paper personally affix his or her signature,printed name,and place 1990 4 �I r - UP _d , 44. of residence,giving streetand number,and if no street or number exists,then a designation of the place of residence which will enable the location to be readily ascertained.A space at least one inch wide shall be left blankafter each name for the use of the clerk in verifying the petition orpaper.The part of a petition for the voters'signatures,printed names,and residence addresses and for the blank spaces for verification purposes shall be substantially in the following form: Official Use Only Print Name Residence Address ONLY) 1 (Signature) (City) (Print Name) (Residence Address ONLY) 2 (Signature) (City) (Amended by Stats.1987,c.993,§1.) 42. Voter may circulate petition. Any person who is a voter may circulate an initiative, referendum or recall petition in accordance with the provisions of this code. (Amended by Stats.1977,c.1137,§1.) 43. Signature withdrawn from petition. Any voter who has signed an initiative,referendum or recall petition pursuant to the Constitution or laws of this state shall have his signature withdrawn from such petition upon filing a written request therefor with the appropriate county clerk or city clerk prior to the day the petition is filed. (Added by Stats.1976,c.226,§2.) 44. Declaration of circulator attached to petition;form. (a)Wherever any petition or paper is submitted to the clerk,each section of the petition or paper shall have attached to it a declaration signed by the circulator of the petition or paper,setting forth,in the circulator's own hand,the following: (1)The printed name of the circulator. (2)The residence address of the circulator,giving street and number,or if no street or number exists,adequate designation of residence so that the location may be readily ascertained. (3)The dates between which all the signatures to the petition or paper were obtained. (b)Each declaration submitted pursuant to this section shall also set forth the following: (1)That the circulator circulated that section and saw the appended signa- tures being written. (2)That according to the best information and belief of the circulator,each signature is the genuine signature of the person whose name it purports to be. 5 1990 INDEX AND CHECK LIST Consolidated Election SUGGESTED FORM ITEM ACTION DATE DATE Return information fact sheet to M&C Mail By E-120 2b Resolution: County Consolidation Adopt By E-114 e/E �/ 3 Resolution Calling_Election-_Candid t easure g�?C f3 4_` ._ Adopt By E-114 J G( AI Two copies of 2 to Bd. of Supervisors Mail As Adopted Copy cf 2 and 3 to co. elections dept. Mail As Adopted Mail As Adopted i N� 4 Resolution: Rebuttal Arguments- optional, t but if adopted, MUST be§ame as 3. (�l Adopt Same as 3 5 Resolution: Arguments-optional, but if- "";� adopted, SHOULD be same as 3. Adopt Same as 3 6 Resolution: Policy on Cand. State. Adopt By E-120 14 tjG f 9 Notice: Filing Date for Arguments V f , k Post Same as 3 10 Form of Statement: Arguments - To Authors As required Ordinance, charter amendments, analysis,l;U V - arguments, rebuttals, etc. to M & C �� Mail As received 11 Notice: Election,Candidates &� eas�rre>W� Q f- Publish/Past E-89 to 75 �_ �� 11 Notice: Election, Measure Only By E-50 tl ! z Nomination Petition signatures Check As received Candidate names, designations, Statements, etc.to tG- t �`;: ` 'j�J` Mail As ready Candidates names, designations to county elections department Deliver By E-81 12 Notice: Nominees for Public Office Publish/Post Before E day Rebuttals to M & C Mail As Received County Election Department Certificate of Canvass To Council (1) 17 Resolution: Declaring Result of Election Adopt (1) 18 Resolution: Establishing Special Runoff Election Adopt Before E Day 19 Resolution: Calling for Special Runoff Election Adopt Same as 17 (1) At the first regular, adjourned or special meeting after the County certifies the result to the City Clerk, m �- � _ _ 6 .. } 4080. DIVISION 5. MEASURES SUBMITTED TO THE VOTERS the cost of which or any portion of which is to be borne by special assessments upon real property. (Amended by Stats.1979,c.667,§15.) Article 3.City or City and County Charters 4080. City or City and County Charter proposals submitted to voters. (a)The following city or city and county charter proposals shall be submitted to i the voters at either a special election called for that purpose, at any established municipal election date,or at any established election date pursuant to Section 2500, provided that there are at least 88 days before the election: (1) A charter proposed by a charter commission, whether elected or ap- pointed by a governing body. A charter commission may also submit a charter pursuant to Section 34455 of the Government Code. �[[ (2)An amendment or repeal of a charter proposed by the,governing body of t•' a city or a city and county on its own motion. (3)An amendment or repeal of a city charter proposed by a petition signed by 15 percent of the registered voters of the city. (4) An amendment or repeal of a city and county charter proposed by a petition signed by 10 percent of the registered voters of the city and county. (5)A recodification of the charter proposed by the governing body on its own motion, provided that the recodification does not, in any manner, substantially change the provisions of the charter. (b)Charter proposals by the governing body and charter proposals by petition of the voters may be submitted at the same election. (c)The total number of registered voters of the city or city and county shall be determined according to the county clerk's last official report of registration to the Secretary of State. (Added by Stats.1988,c.357,§3.) 4081. Notice of intent to circulate petition;affidavit of publication. The proponents of a measure proposing to amend a charter shall publish or post, or both,a notice of intent to circulate the petition in the same form and manner as prescribed in Sections 4002,4002.5,4002.7,and 4003.The proponents shall also file an affidavit prescribed in Section 4004 with the clerk of the legislative body of the city,and,with respect to the petition,shall be subject to the requirements contained in Section 4005. (Amended by Stats.1988,c.357,§3.5.) 4082. Petition to contain full text. The petition signed by registered voters of the city or city and county proposing an amendment to a charter shall set forth in full the text of the proposed amendment in no less than 10-point type. (Amended by Stats.1988,c.357,§4.) 4083. Each section to contain correct copy of text. `- The petition may be circulated in sections but each section shall contain a correct ' copy of the text of the proposed amendment. i (Amended by Stats.1981,c.136,§3.) 4084. Requirements of signing. Each signer of the petition shall sign it in the manner prescribed by Section 3516. (Amended by Stats.1981,e.136,§4.) 1990 108 Chapter 3.Municipal Elections 4090. 4085. Form of petition. The petition shall be in substantially the following form: Petition for Submission to Voters of Proposed Amendment to the Charter of the City(or City and County)of To the city council(or other legislative body)of the City(or City and County)of We,the undersigned,registered and qualified voters of the State of California, residents of the City(or City and County)of pursuant to Section 3 of Article XI of the California Constitution and Chapter 2(commencing with Section 34450)of Part 1 of Division 2 of Title 4 of the Government Code,present to the city council(or other legislative body)of the city(or city and county)this petition and request that the following proposed amendment to the charter of the city(or city and county)be submitted to the registered and qualified voters of the city(or city and county)for their adoption or rejection at an election on a date to be determined by the city council(or other legislative body). The proposed charter amendment reads as follows: First.(setting forth the text of the amendment) (etc.) Signature Printed Name Residence Date (Amended by Stats.1988,c.357,§5.) 4086. Affidavit of circulator attached to each section. Each section shall have attached thereto the affidavit of the person soliciting the signatures. This affidavit shall be substantially in the same form as set forth in Section 3519 and shall comply with Sections 44 and 4007. (Amended by Stats.1988,c.357,§6.) 4087. Petition sheet size and color. Each petition section shall consist of sheets of white paper uniform in size with dimensions no smaller than 81/2 by 11 inches or greater than 81/2 by 14 inches. (Added by Stats.1981,e.136,§7.) 4088. Petition section sheets fastened together. The sheets comprising each petition section shall be fastened together securely and remain so during circulation and filing. (Added by Stats.1981,c.136,§8.) 4089. Voter may withdraw name from petition. A voter may withdraw his or her signature from a petition in the manner prescribed in Section 5352. �s (Added by Stats.1981,c.136,§9.) 4090. Time and method of filing petition. The petition shall be filed with the clerk by the proponents,or by any person or persons authorized in writing by the proponents.All sections of the petition shall be filed at one time and no petition section submitted subsequently shall be accepted by the clerk.The petition shall be filed not more than 200 days after the date on which the notice of intent to circulate was published or posted,or both. (Added by Stats.1981,c.136,§10.) 109 1990 b 4091. DIVISION 5.MEASURES SUBMITTED TO THE VOTERS 4091. Examination of petition. After the petition has been filed,the clerk shall examine the petition in the same manner as are county petitions in accordance with Sections 3707 and 3708,except that,for the purposes of this section, references in those sections to the board of supervisors shall be treated as references to the legislative body of the city or city and county.The expenses of signature verification shall be provided by the govern- ing body receiving the petition from the clerk. (Added by Stats.1981,e.136,§11.) 4093. Petitions not accepted. Petitions which do not substantially conform to the form requirements of this article shall not be accepted for filing by the clerk. (Added by Stats.1981,c.136,§13.) 4094. Conduct of election and publication requirements. The conduct of election and publication requirements shall substantially con- form with Division 14(commencing with Section 22000), (Added by Stats.1988,e.357,§7.) 4095. Resolution upon completion of canvass. Upon the completion of the canvass of votes,the governing body of a city or city and county shall pass a resolution reciting the fact of the election and such other matters as are enumerated in Section 22933.The clerk of the city or city and county shall then cause the adopted measures to be submitted to the Secretary of State pursuant to Sections 34459 and 34460 of the Government Code. (Added by Stats.1988,c.357,§8.) Article 4.Arguments Concerning City Measures 5010. "City measure"definition As used in this article,"city measure"includes any proposed city charter,any proposed amendment to a city charter,any proposition for the issuance of bonds by the city,any advisory question,or any other question or proposition submitted to the voters of a city. (Amended by Stats.1976,c.916,§2.) 5011. City attorney to prepare impartial analysis. Whenever any city measure qualifies for a place on the ballot, the governing body may direct the city clerk to transmit a copy of the measure to the city attorney, unless the organization or salaries of the office of the city attorney are affected.The city attorney shall prepare an impartial analysis of the measure showing the effect of the measure on the existing law and the operation of the measure.If the measure affects the organization or salaries of the office of the city attorney,the governing board may direct the city clerk to prepare the impartial analysis.The analysis shall be printed preceding the arguments for and against the measure.The analysis shall not exceed 500 words in length. r In the event the entire text of the measure is not printed on the ballot nor in the « ' voter information portion of the sample ballot,there shall be printed immediately -" below the impartial analysis,in no less than 10-point bold type,a legend substan- tially as follows: "The above statement is an impartial analysis of Ordinance or Measure If you desire a copy of the ordinance or measure, please call the elections official's office at(insert telephone number)and a copy will be mailed at no cost to you." (Amended by Stats.1988,c.420,§3.) 1990 110 : Chapter 3.Municipal Elections 5014.1. 5012. If not otherwise provided,voters may submit arguments. If there is no other method provided by general law,or,in the case of a chartered city,by the charter or by city ordinance,arguments for and against any city measure may be submitted to the qualified voters of the city pursuant to this article. If a method is otherwise provided by general law,or,in the case of a chartered city,by charter or city ordinance,for submitting arguments as to a particular kind of city measure,that method shall control. i (Added by Stats.1976,e.248,§3.) 5013. Written arguments. The legislative body, or any member or members of the legislative body authorized by that body, or any individual voter who is eligible to vote on the measure, or bona fide association of citizens, or any combination of voters and associations, may file a written argument for or against any city measure. No argument shall exceed 300 words in length.The city clerk shall cause an argument for and an argument against the measure to be printed along with the following statement on the front cover, or if none,on the heading of the first page,of the printed arguments: "Arguments in support or opposition of the proposed laws are the opinions of the authors." The city clerk shall enclose a printed copy of both arguments with each sample ballot;provided,that only those arguments filed pursuant to this section shall be printed and enclosed with the sample ballot.The printed arguments are"official matter"within the meaning of those words used in Section 10010. Printed arguments submitted to voters in accordance with this section shall be titled either"Argument In Favor Of Measure "or"Argument Against, Measure ;' accordingly,the blank spaces being filled in only with the letter or number,if any,which designates the measure.At the discretion of the clerk, the word'Proposition"may be substituted for the word"Measure"in such titles. Words used in the title shall not be counted when determining the length of any argument. (Amended by Stats.1983,c.812,§6.5.) 5014. Argument not accepted without names. A ballot argument shall not be accepted under this article unless accompanied by the name or names of the person or persons submitting it,or,if submitted on behalf of an organization,the name of the organization and the name of at least one of its principal officers. No more than five signatures shall appear with any argument submitted under this article.In case any argument is signed by more than five persons the signatures of the first five shall be printed. (Added by Stats.1976,c.248,§3.) 3014.1. Consent of person named. A ballot argument or,if applicable,a rebuttal argument which includes in its text the name or title of a person,other than the author of the argument,who is represented as being for or against a measure, shall not be accepted unless the argument is accompanied by a signed consent of that person. The consent of a person, other than an individual, shall be signed by an officer or other duly authorized representative.'Person"as used in this section means any individual, partnership,corporation,association,committee,labor organization,and any other organization or group of persons. (Amended by Stats.1989,c.983,§9J 111 1990 2hL 5014.5. DIVISION 5.MEASURES SUBMITTED TO THE VOTERS 5014.5. Rebuttal arguments. (a)If any person submits an argument against a city measure,and an argument has been filed in favor of the city measure,the clerk shall immediately send copies of that argument to the persons filing the argument in favor of the city measure. The persons filing the argument in favor of the city measure may prepare and submit a rebuttal argument not exceeding 250 words.The clerk shall send copies of the argument in favor of the measure to the persons filing the argument against the city measure,who may prepare and submit a rebuttal to the argument in favor of the city measure not exceeding 250 words.The rebuttal arguments shall be filed with the clerk not more than 10 days after the final date for filing direct arguments. Rebuttal arguments shall be printed in the same manner as the direct arguments. Each rebuttal argument shall immediately follow the direct argument which it seeks to rebut. (b)The provisions of subdivision(a)shall only apply if,not later than the day on which the legislative body calls an election,the legislative body,by a majority vote,adopts its provisions;in which case,the provisions of subdivision(a)shall apply at the next ensuing municipal election and at each municipal election there- after,unless later repealed by the legislative body in accord with the procedures of this subdivision. (Added by Stats.1977,e.701,§2.) 5015. Final date for arguments. Based on the time reasonably necessary to prepare and print the arguments and sample ballots and to permit the 10-calendar-day public examination as provided in Article 6(commencing with Section 5025)for the particular election,the city clerk shall fix and determine a reasonable date prior to the election after which no arguments for or against any city measure may be submitted for printing and distribution to the voters as provided in this article.Arguments may be changed or withdrawn by their proponents until and including the date fixed by the city clerk. (Amended by Stats.1981,c.1114,§10.) 5016. Clerk to select if more than one argument. If more than one argument for or more than one argument against any city measure is submitted to the city clerk within the time prescribed,the city clerk shall select one of the arguments in favor and one of the arguments against the measure for printing and distribution to the voters.In selecting the argument the city clerk shall give preference and priority in the order named to the arguments of the following: (a) The legislative body, or member or members of the legislative body authorized by that body. (b)The individual voter or bona fide association of citizens,or combination of voters and associations, who are the bona fide sponsors or proponents of the measure. (c)Bona fide associations of citizens. ;,. (d)Individual voters who are eligible to vote on the measure. (Amended by Stats.1983,c.812,§7.) � Article 5.Mailings 5020. One copy of official material per household. Whenever the clerk is required to mail official matter,as provided in Sections 4015,4015.5,4018,5011,5012,5013,and 5014.5,only one copy of each such official matter shall be mailed to a postal address where two or more registered voters have the same surname and the same postal address. 1990 112 l {Y t31 E s k747; _ Chapter 4.District Elections 5151.5. The provisions of this section shall only apply if the legislative body of the city adopts the provisions of this section and the election official conducting the election approves of the procedure. (Added by Stats.1978,c.1279,§2.) Article 6.Public Examination 5025. Public examination of arguments,ordinance and analysis. Not less than 10 calendar days before the clerk Submits the official election materials referred to in Sections 4015,4015.5,4018,5011,5012,5013,and 5014.5 for printing,the clerk shall make a copy of the material available for public examination in the clerk's office.Any person may obtain a copy of the materials from the clerk for use outside of the clerk's office. The clerk may charge a fee to any person obtaining a copy of the material.The fee shall not exceed the actual cost incurred by the clerk in providing the copy. During the 10-calendar-day examination period provided by this section,any voter of the jurisdiction in which the election is being held,or the clerk,himself or herself, may seek a writ of mandate or an injunction requiring any or all of the materials to be amended or deleted.A peremptory writ of mandate or an injunction shall be issued only upon clear and convincing proof that the material in question is false,misleading,or inconsistent with the requirements of this chapter,and that issuance of the writ or injunction will not substantially interfere with the printing ! or distribution of official election materials as provided by law.The clerk shall be ! named as respondent and the person or official who authored the material in question shall be named as real parties in interest.In the case of the clerk bringing the mandamus or injunctive action,the board of supervisors of the county shall be named as the respondent and the person or official who authored the material in question shall be named as the real party in interest. (Amended by Stats.1988,c.160,§34.) Chapter 4.District Elections Article 1.Initiative 5150. Scope of article. In addition to any other method provided by law,ordinances may be enacted by any district pursuant to this article,except that the provisions of this article shall not apply to irrigation districts,to a district formed under a law which does not provide a procedure for elections,to a district formed under a law which does not provide for action by ordinance, to a district governed by an election procedure which permits voters,in electing the district's directors or trustees,to cast more than one vote per voter,or to a district in which the directors are empowered to cast more than one vote per director when acting on any matter. (Added by Stats.1976,c.248,§3J 5151. "District"definition. For the purposes of initiative and referendum under this chapter, "district" i .. includes any regional agency which has the power to tax,to regulate land use,or to condemn and purchase land. (Added by Stats.1976,c.248,§3.) 5151.5. "Clerk";defined. For the purposes of initiative and referendum under this chapter,"clerk of the district"includes the county clerk or other officerorboard charged with performing the duties required of the clerk of the district by this chapter. (Added by Stats.1986,c.1277,§8.) 113 1990 S } GENERAL MUNICIPAL ELECTION OR SPECIAL MUNICIPAL ELECTION CONSOLIDATED Tuesday, November 6, 1990 June-July Council to adopt resolutions June 8 File petitions regarding measure (E-151) July 9 Adopt regs for candidates statements (E-120) uly 16-August 10 Filing period for nomination papers (E-113 to 88) I/July 26-August 10 Call election for ballot measures (E-103 to 88) File Campaign Expenditure Statement July 26 Post Notice of Deadline for Arguments (E-103) August 9-August 23 Notice-Election/Candidates,Charter (E-89 to 75) August 10 Last day to request consolidation (E-88) August 15 5:00 p.m. File nomination papers-extension (E-83) August 15 Suggested last day to file arguments (E-83) August 16 Order of names on ballot (E-82) Publish Notice of Nominees August 17 File names and occupations of sand (E-81) August 25 Last day to file rebuttal arguments (E-73) September 10-October 23 File as write-in candidate (E-57 to 14) September 17 Notice of Election/Measures (E-50) October 5 File Campaign Expenditure Statements ` October 8 Last day to register to vote (E-29) October 8-October 30 Voters may request absentee ballots (E-29 to 7) October 25 File Campaign Expenditure Statements (E-12) October 27 Mail sample ballots and PP notices (E-10) October 31 -November 6 Emergency Absent Voting Period (E-6 to E) Novembers Adopt procedures to resolve tie vote (E-1) November 6 ELECTION DAY (E) November 8-December 4 County to canvass returns (E+2 to 28) Council to declare result File Statement ofEconomic Interests January 31, 1991 File Campaign Expenditure Statements April 1, 1991 Last Day/Report to Secretary of State Martin&Chapman Co,*1951 Wright Circle'Anaheim,CA 92806-6028 714/939-9866 (ooaae) r., _. The SMG should attempt to identify the sense of movement of the organization. Usually these movements can be tracked on four axes: external environment pressures, programs and services, resources, and general management trends. For instance, the City Clerk's Office might note that over the past few years, there has been a greater demand from the public for general information on government resources, that the office has responded by publishing a city newsletter and shifting a Iarger number of constituent inquiries to the clerical staff, and that the management has been forced to become more delegatory. Stage Two Next the SMG identifies the issues which seem to be most important to the department. This should be considered a brainstorming session; all members of the SMG should freely suggest issues. While the issues should bear a relationship to the forces identified in the scan, one should not worry about scrutinizing them too closely at this point. The main idea is to be as complete as possible. Once the issues are identified, the facilitators lead the SMG through a ranking procedure, and the group settles on the top five or six issues which seem most important to the department. In other words, the imperative is separated from the merely important. Stage Three This is something of a break stage, allowing the SMG to sit back for a moment and reflect on where the department should be headed. This means some thought should be given to both ideals and the practical goals. A typical vision would be a concise statement of the department's operating philosophy. For example, a vision for the Finance Department could read as follows: A philosophy of interest in services, facilities and people which adapts to change in order to maximize the community's investments. A second version, perhaps more concrete, could read: The financial philosophy is to develop a balanced revenue portfolio stream which provides an adequate level of service and facilities with enough financial and organizational capacity to anticipate and respond to changing community needs. The mission statement incorporates the vision and then details more specific goals. Specific goals could be the provision of services, such as cost accounting, budget Page 13