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HomeMy WebLinkAbout12/12/12Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION I SUCCESSFUL LEADERS + WINNING TEAMS = SUSTAINABLE CITIES Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 SUCCESSFUL LEADERS Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Successful Leaders VISIONARY TEAM SPIRITUAL PERFORMANCE LEADER Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 VISIONARY LEADER • Creates a Vision Defining the Preferred Future • Establish Realistic Goals • Defines Benchmarks of Success • Develops a Plan for Achieving the Goals • Determines Core Beliefs that Guide Actions TEAM LEADER • Builds Relationship and Partnerships • Brings People Together • Negotiates • Develops Capacity of Others • Establishes an Action Oriented Culture Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 SPIRITUAL LEADER • Inspires Others to Action • Markets Vision, Goals and Values • Develops Future Leaders • Projects an Authentic, Positive and Supportive Attitude • Recognizes and Celebrates Successes PERFORMANCE LEADER • Defines Performance Expectations and Standards • Provides Adequate Resources • Monitors Performance • Provides Guidance, Advice and Support • Holds People Accountable for Performance and Results Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 Lessons From Successful Leaders LESSON 1 VISION WITH DEFINED GOALS The courageous leader does not get captured by the events of today, but focuses on the future. They look at the horizon and present a dream that presents a desired future with goals defined by results that can be measured. In presenting this vision, the leader risks rejection and possible future political loss. LESSON 2 SIMPLE MESSAGE, MEANING TO CITIZENS The courageous leader has a challenge of putting their vision and goals, the explanation of decisions and their actions into a simple message that the non-involved citizen can relate to in their daily life. The leader must focus on a few key points and help others to understand without over simplifying the issues. LESSON 3 TAKING ACTION, PRODUCING RESULTS The courageous leader must build momentum through little successes. That means taking timely action now, and producing visible results that make a difference that citizens can see. The action contributes to achieving the goal and realizing the vision. The leader challenges city processes to be more responsive and action oriented. LESSON 4 DECISIVE The courageous leader makes timely decisions based upon the best available data. They keep the end result – the goal – in mind; seek and listen to input from others in the city and in the community, and make decisions within their areas of responsibility. For Mayor and Council, it is deciding policies, services and service level revenues; and not micromanaging policy implementation, project management or service delivery. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 LESSON 5 WORKING ALLIES – PARTNERS The courageous leader looks for allies – allies for their vision, allies who believe in the value based future. These allies can contribute resources and bring a sense of renewed energy to the table. The leader actively seeks out these partners and defines ways of working together for a common good. LESSON 6 ACT WITH INTEGRITY The courageous leader “walks the talk.” Their promises and commitments become reality. Their behaviors and actions reflect their words. Their communication is honest and direct. The leader focuses on their ability to look at themselves in the mirror and see a person who is a steward of the public trust and is driven by what is best for the city over personal agenda or gain. LESSON 7 LEARNS AND ADJUSTS The courageous leader is not driven by perfection, but realism. They take time to evaluate and to get feedback, to learn from the situation and to adjust to the turbulence. The leader recognizes that no plan is perfect and an effective plan always has risks of uncertainty. LESSON 8 HAVE RESILIENCY The courageous leader is able to bounce back quickly from adversity, setbacks or failure. They recognize that every action is not going to produce the desired outcome and that the opportunity and environment is in a state of flux. When others want to dwell on the past, the leader refocuses on the future and enthusiastically believes that they can help to create a better tomorrow. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 LESSON 9 TAKING RESPONSIBILITY, SHARING SUCCESSES The courageous leader takes responsibility for actions, problems and consequences; and shares successes with anyone who has contributed. They are not worried about personal credit or recognition. The leader admits failure whenever appropriate. LESSON 10 INSTILL HOPE The courageous leader believes in the future and rallies the support for the future. They believe that their efforts will make a difference. They ride the city’s “Board” – and are a strong advocate for the city’s future without being “Pollyannaish.” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 WINNING TEAMS Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 Effective Teams Are Great Model Effective TEAMS Are: “Unifying Purpose and Goals” G oals • Goals – Outcomes • Work Programs – Game Plan • Strategy – Action Steps “Individual Contribution” R oles • Valuing Individuality • Responsibilities Defined • Practicing Teamwork “Produce Results through Actions” E xecute • Analyze Decide • Act Impact • Evaluate Adjust “Willingness to Work Together” A ttitude • Respect for Each Other • Cooperation and Openness • Celebrating Success: Momentum “Commitments Becomes Reality” T rust • Learning from Setbacks • Guidelines • Support Each Other Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 Winning Teams LOSER Conflict Turmoil No Hope for Future Internal Fighting Personal COMPETITIVE Okay Short Term Compete, but Do Not Win SUSTAINING WINNER Achieve a Goal Claim Success A Leader Game Plan Guided by Achievement CHAMPION Refocus Direction and Goals Share Successes Many Leaders Strategy Guided by Outcomes Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 Winners Versus True Champions Comparison Winners Champions Keep the Focus Refine Goals Share Responsibility as Leaders Look For and Develop Leaders Use a Game Plan Prepare for New Challenges Build Teams Develop Teams Listen to Citizens Reach Out to Citizens Have Agendas Take on a New Project Celebrate Successes Market Success Today many cities can be characterized as “Winners.” Few cities can be characterized as “True Champions.” This true model provides insights distinguishing “Winners” from “Champions” and laying a foundation for championship action. The message to Mayors and Council is to look at: Are we a winning team? What do we need to do to become a champion team? The responsibility is yours as city leaders. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 13 The Champion Now let’s turn to the “True Champion.” The “champion” not only wins for the season, it also wins over time. Champions do not rest on their laurels but accept their victory as a foundation for building a better future. The champion sees a winning season as an opportunity to work harder for our next season in order to sustain excellence over time. “True Champions” have the following seven characteristics. 1. Refine Goals Champions take the goals from their winning season and refine them for the future. It means evaluating their benchmarks of success and refocusing on new opportunities for the future. For city government, Mayors and Councils define more specific goals that have more focus of purpose. The benchmarks are monitored to evaluate the impact of the actions in achieving the defined goals. With an eye on the horizon, opportunities are anticipated. Champions are always looking at ways of refining their goals. 2. Look for and Develop Future Leaders Champions are always looking for fellow champions in their community. These are individuals who have the potential for effective contribution and leadership within the city. On championship teams the leaders look for future leaders. They identify these individuals and encourage them to participate in the process. They serve as a coach and mentor, expanding their knowledge and developing specific skills of leadership. Champions do not see future leaders as a threat, but partners in expanding the city's resources and accomplishments. Champions are always looking for future champions. 3. Prepared for Next Challenge Championship teams refine the process and continue to have an eye on the horizon. They avoid worrying that ‘what ifs’ may happen. They focus on what they have an ability to control or influence. Champions continue to give. They spend less time worrying about their setbacks and more on improving the process for the future. In cities it means that Mayors and City Councils look to their process – how they govern the city; how they relate to the city staff. Champions believe that if the processes are in place, the next challenge can quickly become an opportunity. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 14 4. Develop Teams Champions continue to learn and to grow. Champions see the importance of taking time for meaningful evaluation. They seek feedback on their performance and listen to others’ perspectives. They recognize that championship teams who are not developing, die. When that happens, the team gets in a defensive posture focusing on surviving as a team rather than developing for the future. On championship teams individuals grow and provide new contributions to the team based upon their own personal growth. A “champion” recognizes that individual growth will enhance team effectiveness for the future and continue pursuit of learning. In cities, Mayors and City Councils look to developing their team and the city team that they lead. Champions avoid stereotyping individuals on their contributions to the team effort. 5. Reach Out to Citizens Champions recognize the need to continually go back to their roots – what has made them successful. Champions keep going back to the basics. They avoid the sense of arrogance and complacency by reaching out to their fans. For Mayor and Council it means reaching out to the community. They can identify a new group to go visit – a new part of the community to talk to, to look at, to get out of their cars and to walk and to look. Communities are dynamic and championship communities recognize the dynamic nature and respond accordingly. Champions recognize that you may not agree with the other person’s perspective, but for them the perspective is real. A champion builds new fans who can be partners in future success. Therefore, if we are going to continue to be champions we must have an ability to address their perceptions. Champions reach out beyond the political supporter and 'safe' group to their emerging communities. 6. Search for a New Project Champions always need a new project. New projects bring on a sense of opportunity and a sense of excitement. It is an opportunity to recharge the batteries and renew the team spirit. A new project is one that provides a new challenge for the championship team as a whole and the individual members of the team. In cities, it is a challenge for Mayors and City Councils to find a visible project that can have a timely impact on the community. On a championship team everyone supports the new project. A word of caution: the new project should not take away from the completion of the old agenda. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 15 7. Market Successes Championship teams share their successes with their fans. They recognize that “fans” are partners in the success. Championship cities share their successes with their partners who have helped them to achieve their goals, with the interest groups that support the city government, and the citizens to whom there is a sense of stewardship. Mayors and City Councils have been entrusted with significant responsibilities with public resources. The marketing of the success and letting citizens and partners know of the accomplishments will lead stakeholders to feel that they have gotten their money’s worth and that the effort of the city was worthwhile. In today's world, the media coverage of government is predominately ‘negative.’ The failure of government, the imperfection of politicians. Even champions lose games, but they do not let them detract from future success. The importance for marketing is paramount to successful championship cities. Marketing is sharing the good news, helping individuals understand the direction and accomplishments, and mobilizing the support for the team. Success builds a momentum for future “championships.” Champions continually work to be champions. They do not rest on their laurels, but seek ways of enhancing their performance. Champions get better over time. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 16 Pitfalls for Winners Arrogance – Feeling that We are Better than Others Attitude of Complacency Assuming Goals and Focus Taking Relationships for Granted On Top of Big Issues Worrying about the Crisis Wrap Up Mentality Personal Prominence Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 17 Pitfalls for Winners Sowing the Seeds of Failure After a team wins the Super Bowl, the World Series, the NBA Championship, there is always the potential to get wrapped up in the “winning season.” The winning season then provides significant challenges for leaders who want to be champions. The pitfalls for “winners” are: • Arrogance – A Feeling that We Are Better than Others In applying the concept of arrogance to cities it means that Mayors and City Council lose their feeling for the true, total community. The focus becomes special interest groups that have shared in the success and who have a comfortable relationship with Council. They are predictable and supportive. Input becomes selective, relying on these few, rather than reaching out to others in the communities. The Council gets a feeling that “we know what is best” and begins to view citizen input through a “tinted lens.” Sometimes they retrench into their political shells. The assumption is the citizens will recognize our winning efforts for the community. • Attitude on Complacency Winners are challenged by the feeling “we are fine, we are now here.” However, as you take the words “now here,” it can easily become “no where.” In cities, complacency occurs when the Council assumes the winning efforts will continue on with minimal effort. Less time is spent on issues; less time is spent on process – how we govern our cities. It is assumed that certain issues will be handled in a quick and timely manner. Council members become impatient and minimize critical feedback. Councils worry more about getting out of the meeting in a quick and deliberate manner, rather than whether the issue has been thoroughly discussed and analyzed. • Assuming Goals and Focus Winners have goals. Winners accomplish goals. Winners get distracted from their goals. They may see no need for a goal setting workshop and cancel it. The challenge for Mayors and City Councils is to continually review and refine their goals from year to year. This becomes the focus of their energies – focusing on what is more important for the community. As events occur and times change, there is always a need in the city to refine the goals and redirect energies. This keeps the focus on the future rather than becoming consumed with today. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 18 • Taking Relationships for Granted Winners succeed because of the willingness to work together to get and sustain major votes. The working together is based upon the development of positive work relationships over time. It is an understanding and appreciation of individual contributions. It is an understanding of what roles each member plays. It is an understanding of how others will behave and react in different situations. But as in any relationship, we assume that it will continue on with minimal work on our parts. In marriages this assumption many times leads to divorce. With Mayors and Councils it leads to a break down in the governance process and the election at the polls. Winners become challenged by focusing on petty irritants in the relationship. Teamwork gradually begins to disappear. As a result, over time, winners can find a relationship on a dysfunctional slide, which results in increased interpersonal conflict and tension. • On Top of Big Issues Winner’s success comes from getting on top of big issues. In cities, winning Mayors and City Councils have defined future goals and developed an action plan to accomplish those goals. For winners the feeling of success on big issues leads to a feeling of freedom to pursue individual agendas. With Mayors and City Councils the big issues have been addressed, so what is on the next agenda? The next agenda becomes filled with individual action items, most of which are not of major significance. As the individual items begin to consume more and more staff time, the city staff can become confused and question the true direction for the city and the individual motivations of Council Members. The city begins to lose its focus with resources being diverted to these individual agendas and issues. • Worrying about the Crisis After a winning season, winners begin to worry can we repeat. If the tension builds and concerns about winning become predominant, the goal is winning rather than addressing the issues and being successful. We lose the focus on what brought us the success of winning. We wonder what the next issue on the horizon is that will become our crisis, the next major political challenge for us as city leaders. Like with any team, when any individual players become tense the performance deteriorates. Winners find themselves losing the game and losing on issues. You start to look for crises and, in many cases, begin to generate the crisis. For Mayors and Councils it is an easy issue that can be handled quickly that becomes a major crisis because of over-analysis and over-concern. • Wrap Up Mentality Winners become challenged by the mentality that all we need to do is sustain our effort for the next season. For cities it means all we need to do is to complete our projects and wrap up our reports. The wrap up mentality shortens the horizons from focusing on the future to focusing on today. The focus of the goals becomes lost as we wrap up the issues. Life becomes boring because of no future challenges. We get impatient in our desire to wrap up issues in a timely manner. As a result, little problems can become major impediments to future success. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 19 • Personal Prominence With the success of being a winner, individuals gain prominence. Winners let the prominence, at times, go to their heads and forget the team effort that was needed to produce that winning season. Individuals get a glorified sense of their own importance. For Mayors and Councils it is the media focusing on individual contributions and accomplishments, rather than successes of the city. We forget that there is no “I” in “Team.” Our focus is on ourselves individually, rather than our city's future. For some Mayors and Councils, personal prominence is perceived as being important for future political success. Individuals begin to claim credit for the policy or action and are less likely to share credit with the team. • Getting Away from the Game Plan Winners feel they have got a successful game plan. The game plan worked for the last season. We need to communicate less and spend less time talking with each other. We need to spend less time with the process because the process is embraced. There is no need to fine-tune our game plan. There is no need to understand each other. I already know where they are coming from. In cities, Mayors and Councils take less time in work sessions and in their formal meetings. There is less discussion of individual ideas and perspective on issues. There is less discussion of future horizons. There is growing impatience with drawn out processes and at times with each other. Individuals may self-censor their comments, figuring that others are not interested or think they have heard that once before. These are the pitfalls that challenge winners and the response to these challenges distinguishes “Winners” from “True Champions.” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 20 GREAT CITIES Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 21 Transforming to a “Sustainable City”: A Workable Model for City Leaders Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 22 Personal Livability is why an individual makes a decision to live in your city. Critical factors are a sense of safety and security, reliable utility services necessary for daily living, quality of schools and educational programs, attractive and personally inviting, choice of types of neighborhoods and social equity and feeling welcome, quality housing available. Environmental Stewardship is taking care of, and preserving our community’s natural resources and assets. Critical factors are open spaces and green spaces, stormwater management, recycling programs, use of renewable energy, city facilities and buildings designed for “green” standard, energy efficient city vehicles, encouraging residents to have a greener life style. Economic Opportunity is having opportunities to start, to locate and to grow a business, and for residents able to work in the city. It is a diverse tax base that provides revenues to the city. Critical factors are retaining current businesses, helping businesses to expand in a global economy, availability of technology links, choices of transportation mode for moving people and goods, land availability. Community Building is linking residents and residents and developing partners working for the benefit of the community and engaging residents in problem solving and policy development. Critical factors are successful community events, community gathering places attracting residents and guests, parks with a variety of venues, recreation activities for all generations. A sustainable city strives to balance all four elements. Vision is the destination for the city in 5-10-15 years. An effective, usable vision describes the city and community through a set of value based principles. Visions have been developed, but are long forgotten. Can you name 3-5 points about your city’s vision for the future? When was the last time anyone referred to the vision? For example, a principle may be “family-friendly” which could be defined as: housing opportunities for all family generations; leisure activities that are affordable for youth to seniors; quality education system (K-12); feeling safe and secure at schools, in the community and at parks; family-oriented community events at no or low costs; opportunities for generations to interact. Cities can work with their residents to focus on what is critically important about the community and develop a vision for the future. Mission is the responsibility of city government as defined in services. There are four levels of city services: Level 1 Cores services that the city has no choice but to provide. (Example: community governance, public records) Level 2 Core services that the city has chosen to provide and are necessary for daily living in the community, (Example: water, wastewater) Level 3 Quality of life services that the city provides that distinguishes the city and are the reasons residents choose to live here. (Example: recreation programs, competitive athletics) Level 4 Community add-on services that the city has chosen to provide. Many times these services are added because of requests by influential individuals or special inters groups. (Example: community events and festivals) Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 23 Over the years, the community add-ons and quality of life services have increased significantly. For these services, true city leaders are taking time to inventory services and evaluate the true costs of delivering the services and the value to the residents – today and in the future. The vision and mission can be used to guide the critical decision: services, service levels, revenues and who pays, policy direction on key issues, capital investments and opportunities in partnership and leveraging city resources with the private sector and community organizations. This will create a sustainable future for the city in which there are resources to support valued services and residents see value for their tax dollars and fees. In order to manage the challenges of today, true city leaders should be guided by an old Chinese proverb: “Actions without Vision and Mission leads to Chaos” or the truckers’ saying – “If you drive down the road looking in the rearview mirror, you crash.” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 24 Sustainable City A Choice for Policy Makers Survivalist Realist • Focusing on surviving today • Dropping the strategic plan, master plans and capital improvements • Giving in on policies, regulations and process requirements for development • Creating and reacting to disaster scenarios • Pursuing doomsday model • Abandoned private investments • Balancing real crisis today with investing in the future • Using by a long term big picture vision, to guide 5 year outcome based goals • Revising mission, focusing on service priorities • Creating a learning organization which is flexible and nimble • Leveraging resources and partnering with others for mutual benefit • Willing to make tough political decisions – use political capital Denial Opportunist • Focusing on business as usual • Believing that we can get by this year • Spending reserves without planning for the future • Maintaining city – no layoffs, no service reductions • Believing that today is similar to past recessions • Cutting back with no impacts on “visible” services • Focusing on actively pursuing every potential opportunity • Jumping at opportunities and outside dollars • Responding to immediate pressure and lobbying • Finding “anything” will produce “value” • Looking to the horizon outside the city • Taking “impatient” action with unintended consequences A sustainable city requires realistic leaders who focus on adding value to residents today, investing the community’s future and exercising political will by making difficult decisions. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 25 Service Hierarchy for Name Community “Add On’s” Quality of Life Core Business “Choice” Core Business “No Choice” •••• Our Community Quality Expectations and Value •••• Defines What Service for Our City •••• Determines Service Level for Our City •••• Costs – The Price of Government Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 26 City Sustainability Measures Community Values Match City Performance People Want to Live Here High Level of Citizen Satisfaction with City Services Sustainable Tax Base to Support Defined Service Levels Citizens Enjoy Defined Quality of Life Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 27 What Makes a City SUSTAINABLE 1. Vision for the Future 2. Game Plan for Five Years 3. Political Leadership 4. Community Partners 5. Action Oriented Organization Producing Results 6. People Believe and Take Pride in the City 7. Issues Addressed, Problems Solved 8. Timely Decisions Based Upon “Best for City” 9. Citizens Informed and Involved 10. Accountability for the Results Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 28 Challenges to Effective Governance Challenge 1 Empower the 80% 20% 20% 40% Negative Positive Uninvolved 10% 10% – + Involved citizens within a community can be divided into four groups: • 20% positive supporters of City government • 10% learning toward positive attitude • 10% learning toward negative attitude • 20% negative toward all actions of government Uninvolved citizens: • 40% who knows? The negative 20% can be characterized as: • Seldom satisfied with City government response • Vocal on any issues – always providing an opinion • Always present monitoring City government activities • Media darlings – always willing to provide a quote • Use threats to intimidate Mayor and City Council Over the past several years increased networking has occurred among the negative 20%, increasing pressure upon Mayor and City Councils. Mayors and City Councils have tried to be responsive and incorporate the negative 20% in community problem solving and listening to their concerns and ideas. The negative 20% have intimidated many Mayors and City Councils and seized control of the agenda, issues, programs, program direction, and decision-making process. Public hearings have become an open hearing for the venting of the negative 20%. Impact • Intimidation by citizens of City government • Control of City agenda: goals and direction • Emerging as “Community Leaders” Challenge How to say “NO” and recapture momentum for leading the City Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 29 Challenge 2 McGovernment Attitude Our society has become preoccupied with a “fast food attitude” toward services. This attitude is characterized by: • Convenient services • Ease for customer • Fast and quick response • Perception of “cheap” product and service • Others responsible for actions • Service “my way” • Impatience with delays or “excuses” of complexity • Desire for service NOW These have become the citizen’s standard for judging municipal services. Impact • Citizen’s view of unresponsive government • Focus on “My” concerns over “Best for Community” • Lack of understanding of City government and services Challenge How to inform citizens and gain appreciation for City government: our programs and our services Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 30 Challenge 3 Agenda of the Unimportant Within Cities, Mayors and City Councils have desired to increase their responsiveness to citizens. Citizens have increased their requests for City services and responsiveness to individual problems. Mayors and City Councils have created “program creep” by responding to individual issues and creating a program based upon individual requests. Funds or resources are shifted in order to respond to citizens. A City program has begun to evolve. They have spent time on relatively “minor issues” that will have limited long- term impact on the community. City Councils have spent time on “cat” ordinances, analysis of golf balls impacting our windshields, and others. These issues are fun and produce results. Long-term complex issues or long-term planning efforts are often avoided. It is difficult to see the short-term impact of complex issues and long-term planning. As a result, City Council agendas are filled with issues that may be of less importance on the City’s future. Impact • Focus on individual citizen requests • Less time on major policy decisions • City time and energy on relatively unimportant items Challenge How to focus on what is truly important for the future of our community Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 31 Challenge 4 Have the Courage to Decide Today, Mayors and City Councils are concerned about being “perfect.” The fear is that any failure or setback will be represented in the media and lead to costing them their position. Citizens do not expect perfection. They expect honesty. If a mistake is made, they prefer the Council admit the mistake, point out areas of learning, and then move to the future. As elected officials strive for perfection, they delay issues, they recycle issues and they react to issues. The challenge is having the courage to decide. It is like having a young cocker spaniel that needs to have its tail cropped. One approach is to take the cocker spaniel in monthly to reduce the size of the tail in inch increments. After the first inch, the dog is hurting, but heals. After the second inch, the dog is hurting, but remembers. As the dog approaches the veterinarian, it remembers that this is not a pleasant experience and may attack the veterinarian. The learning point is that it may have been best just to reduce the tail in its entirety in one “whack.” The lesson for elected officials is many times they need to exhibit the courage to decide. The realization is that by deciding, the reality was not as bad as what they feared. By delaying issues you allow for others to recycle issues, for the negative 20% to network and mobilize additional opponents. By deciding, you move on to the future. Impact • Key issues may die • No momentum for implementation • Council becomes beleaguered – frustrated • Citizens are driven away by indecision • Special interests understand that they can manipulate by delaying Challenge When you have appropriate citizen involvement and sufficient information, just decide. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 32 Challenge 5 Politics vs. Governance “Best for My Future” “Best for Community” Politics Governing Decision: Best Personal and Political Career Decision: Best for Community Polluting Factors • Personal • Petty • Present • Politics Bottom Line: Managers Must Think Political and Act Apolitical Impact • Campaign Time Longer • Increase Politicization of Policy Issues • Different in Getting Substantive Debates • Playing to the Audience • Recycling Issues Challenge How do you focus primarily on governing? Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 33 Challenge 6 Transforming the City Organization to a Service Business CITY ORGANIZATION SERVICE BUSINESS 1. Responsive 2. Professional Driven 3. Special Interest 4. Monopoly 5. Expend 6. Morale 7. Adapt 8. Process Value Market Customers Competition Cost Conscious Performance Change Results Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 34 Challenge 7 Community-Based Government 1950 1960 1970 1980 2000 PERSONAL PROFESSIONAL COMMUNITY G O V E R N A N C E • Informal power structure • (e.g., coffee shop) • Intuition-based decisions • Actions for friends • Desire to keep harmony • React to calls and complaints • Study/analyze issues • Desire recommendations from staff • Plans development • Great reliance on staff • Rational decisions • Detailed reports prepared • Value-based decisions • Community involvement • Openness of government • Balance: Personal and professional • Vision – defined community direction • Defined goals: Monitor performance M A N A G E M E N T • Serve as technician or clerk • Emphasis on record- keeping and administration • Respond to Council directives, citizen requests • Decentralized administrative functions – department autonomy • Reactive • Scapegoat for problems • Directive – “professionals know best” • Manipulate agenda • Develop rules, policies and procedures • Develop systems • Centralized administrative functions • Cultivate community: Power base • Recommendations to Council • Lead the organization • Open government • Emphasis on responsibility and accountability • Evaluate system, adjust process • Decentralized administrative functions • Develop organization S E R V I C E • Desire to survive • Minimal training • Low profile • Act without questioning • Operational simplicity • Minimal rules or guidelines • Emphasis on personal favors • Desire efficiency • Productivity measures • Maximize resources • Develop and follow operational plan • Technologically complex • Professional certification of proficiency • Desire for effectiveness • Service definition – goals and level • Customer-oriented • Concern about impact • Feedback on performance “Take care of the citizens – my friends” “Rely on the Professionals” “Working with Our Community” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 35 Community-Based City Government CITIZENS Neighborhoods Community Organizations Task Forces Boards City Council City Manager Department Directors Department Managers Supervisors EMPLOYEES Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 1 SECTION 2 STRATEGIC PLANNING FOR CITY OF HERMOSA BEACH Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 2 Strategic Planning: Connecting the “Dots” Strategic planning is not a strategic plan. Strategic planning is developing and institutionalizing a process that connects the "Dots" linking a long term vision and mission of the city with goals for five years and performance expectations to a one year "to do" list for Mayor and City Council, management and the city. A simple way of conceptualizing this model is to think about taking your city to a trip to the future. One difference is that the city is going on a trip to the future, the question is – who will lead the journey? Will city leaders react to the situation/moment or lead with intention. Strategic planning is a tool for leading to the future. You begin with determining the destination, then selecting the best vehicle for the trip, then making a map to the designation, then fueling the vehicle and selecting the route. Let's begin the journey by defining the "Dots" CREATING THE "DOTS" STEP 1: DESTINATION The destination is the Mayor and City Council's vision for the city's future. Vision is a set of value- based principles that describe the desired future for the city. It is a combination of realism of today, current and untapped assets, and dreams for the future. Each principle is defined by descriptive statements that paint a picture of tomorrow. A true vision is unique for that city, should evoke reactions and feelings, and inspire other community leaders. A city without a true vision is like taking a trip to nowhere. STEP 2: VEHICLE The vehicle for the trip to the destination is the city government's mission. The mission is defining the purposes of the city government- why the city should exit and its service responsibilities. Each city government has its own unique mission based upon the state legal framework, the needs of the community and the available resources. The right vehicle is needed if the trip is to be successful. STEP 3: MAP The map to the city's destination is a five-year plan. This plan begins by focusing the areas of importance, which become goals. Each goal consists of five-year outcome based objectives, criteria for measuring value to residents, understanding the short/long term challenges and opportunities to achieving the goal, and action ideas for 1-5 years. This plan is the guide to policy development, land use and development planning, master plans for infrastructure and facilities, budget: services and resource allocation, and decision-making. It guides the creation of the city's future. Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 3 STEP 4: FUEL The fuel is the people - the city's managers and employees. The fuel is defined not in octane but in the performance expectations and standards for all city employees. The performance standards are based upon personal values and defined in observable behaviors and actions by managers and employees. Vehicles need the right fuel for a trip to be successful; cities need the right people if they are to be successful in carrying out the mission. The fuel makes the vehicle go, people turn direction and ideas into reality through actions. STEP 5: ROUTE TO DESTINATION A map has multiple routes to the destination; a city has many routes to the future. Leaders define the route for the city in the development of an action agenda for the year-an annual work program. The action agenda consists of a policy agenda of the top ten priorities for the Mayor and City Council, a management agenda of the top ten priorities for City management, a management in progress that need full implementation, and major projects that need to complete construction. The selection of the route provides focus for resources and work activities. CONNECTING THE "DOTS" The next step is to take the trip to the future. The decisions and actions by city leaders, managers and employees create the city's future. The "Dots" need to be connected through an ongoing process in order to reach the destination-to realize the vision and to achieve the goals. Let's take the journey by connecting the "Dots". STEP 6: ITINERARY The itinerary outlines the daily activities using the map and following the designated route. The itinerary for the city is annual action outlines for each priority and project. The action outline contains: key issues for direction and action, activities, milestones, time frame for completion, key partners and responsible person. Leaders can use the action outlines to guide and monitor work activities and products. When taking a trip, there is always something unexpected. The action outlines need to be modified when anomalies occur. This allows the city to be flexible and resilient in its pursuit of the vision and goals. STEP 7: TOUR GUIDE During our trip, every one has a copy of our Tour Guide. Everyone is expected to know and follow the guide. For the city, it begins with sharing and marketing the strategic plan with the community and with residents through a variety of methods-personal presentations, website, newsletters, etc. It is posting the strategic plan through the city as a daily reminder to all-in departments and in the Council Chambers. Repetition is good, people will remember and use the strategic plan to guide their actions. Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 4 STEP 8: TAKING THE TRIP We take the trip following our map with the designated route and our itinerary. Taking the Trip for the city means using the strategic plan in daily operations, in policy development, and in decision- making. It is developing and refining organizational processes to maximize capacity by using the strategic plan as a guide. It is managers and employees using it to improve daily work activities. City leader receive regular performance reports on recent accomplishment, setbacks and obstacles, next steps and areas for adjustment or modification. Taking the trip is an ongoing process if the city is to be successful. STEP 9: ACHIEVING A MILESTONE AND CELEBRATING When we have achieved major milestones on our trip or successfully completed activities, we pause and take time to toast and celebrate our success. City leaders and managers need to make the time to recognize the contributions of others who have contributed to the success and to share with residents how the successes have added value to their lives- great convenience, enrichment of lives, protection of property values and neighborhoods. A celebration of the success is a memorable event focusing what we have achieved as a city and energizes us for the next step in our journey to the future. STEP 10: PREPARING FOR DAY TWO At the end of the day, we review the past day, look at our map and route, and prepare for the next day. For cities, an annual strategic planning workshop updates the strategic plan and develops a new action agenda for the next year. It is time to prepare a performance report for residents and the community, to discuss individual ideas about the next five years and specifically ideas for actions during the next year, to refine the goals, to have strategic discussions about critical issues and opportunities, and to prepare the action agenda for the next year. We continue to connect the "Dots". CITIES WITH SUCCESSFUL STORIES City leaders have connected the "Dots" creating their city's future through bold, courageous decisions and innovative actions. They have stories of success: ANKENY, Iowa: develop of "The District" with park and Police Headquarters, expanded fire service with new station and increased staffing, securing a new interstate interchange at 36th Street and I-35 with future development, upgrade Otter Creek Golf Course with community meeting rooms, developing instructive for new schools and new City Center with future City Hall/Library complex DELRAY BEACH, Florida: transformed Atlantic Avenue into a destination for residents and regional guests with a variety of top quality restaurants and entertainment venues, kept Atlantic High by giving the School District land for the new school, initiated a Public Safety Academy in the school (94% graduation rate with a very diverse student body), enhanced the oceanfront consistent with their vision of an old Florida beach with limited commercial activity and public access. Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 5 DUBUQUE, Iowa: has become "Smarter, Sustainable Dubuque" helping residents and businesses to make life choice and saving them money, transformed the Mississippi River front with hotel and convention center and trails, revitalization of Historic Millworks District and Washington Neighborhood, attracting IBM into a restored Building, developed an "Intercultural Competency Program" increasing the awareness of city employees and the private sector employees to serving an international workforce and diversifying population JUPITER, Florida: actively preserving and enhancing "Uniquely Jupiter" through Riverwalk and Jupiter Village developments, attraction of Scripps Clinic and biotech research companies like Max Plank NORMAL, Illinois: rebrand "Uptown" with a new Uptown Station consisting of a multimodal transportation center with future high speed rail and City Hall, Marriott Hotel and parking garage, Children's Museum, upgrade and expanded businesses and restaurants, enriched residents lives with a minor league ballpark and new park and trail development, emerging reputation as "EV Town, USA" with the use of electric vehicles see current Mitsubishi television commercial highlighting the Town SUGAR LAND, Texas: created City Center with a New City Hall and Plaza, new Marriott Hotel, headquarters of new businesses and education institutions, variety of quality restaurants and entertainment venues, transforming the old Imperial Sugar Factory area into a minor league base park and mixed used development, developing the Brazos River with University of Houston campus and Time Gate, amphitheater and linear park VIRGINIA BEACH, Virginia: revitalize the beachfront with new hotel, boardwalk and community gathering places with events, new streetscapes and upgraded infrastructure, created City Center with the Sandler Center for the Performing Arts, variety of restaurants, and successful urban living, becoming a "Year-round Resort" with a new, successful Convention Center and world class Virginia Aquarium with eco tourism opportunities WEST SACRAMENTO, California: transformed West Capitol Avenue with City Hall, Library, Community Center and Community College, developed the Sacramento River front with Ralley Field - the premier AAA ball park, attracted new retail like IKEA. WESTMINSTER, Colorado: created new urban developments at The Orchard and Shops at Walnut Creek, acquired the old Westminster Mall and transforming it into a TOD development with a future commuter rail station and mixed used development, secured water for the future IMPORTANCE OF STRATEGIC PLANNING The importance in institutionalizing a strategic planning process for cities can be found in the following: 1. Clear direction and performance standards for managers and employees: they know where we are going and what is expected of them. 2. Financial institutions and bond rating agencies having confidence in the city leadership and decision-making: bond rating, willingness to loan money 3. Economic expansion and businesses having confidence in the city's future and as a reliable economic partner: willingness to invest in the city Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 6 4. Community organizations having confidence in the city's direction: opportunities to partner with the City: contributing to the community 5. Citizens having confidence in their city leaders and government's ability to deliver on their promises, respond to changing needs, add value in their daily lives KEYS TO A SUCCESSFUL TRIP/JOURNEY City leaders can take the city to the future by demonstrating the following: 1) DISCIPLINE to follow and use the strategic planning process in light of pressure to go a different direction 2) ADVOCACY to be a cheerleader for the vision and goals, project optimism about the future, get residents excited about the city's future 3) RESPONSIBLE CHOICES to make timely decision based upon the vision, goals, plan and the best available data 4) ACCOUNTABILITY to take responsibility for actions and results City leaders who connect the " Dots" create a better future guided by their vision and goals while others will be guided by political pressure and the moment. Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 7 STRATEGIC FRAMEWORK VISION 2028 “Desired Destination for City of Hermosa Beach” PLAN 2018 “Map to City of Hermosa Beach’s Destination” EXECUTION “Route for Next Year” MISSION “Responsibilities of City of Hermosa Beach” BELIEFS “How City of Hermosa Beach Should Operate” Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 8 STRATEGIC PLANNING MODEL Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-based objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and City Council, management agenda for staff; major projects EXECUTION Itinerary “The Right Direction” Principles that define the responsibility of city government and frame the primary services – core service businesses MISSION Vehicle “The Right Bus” Personal values that define performance standards and expectations for employees CORE BELIEFS Fuel “The Right People” Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 9 “Sustainable City”: A Workable Model for City Leaders Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 10 Personal Livability is why an individual makes a decision to live in your city. Critical factors are a sense of safety and security, reliable utility services necessary for daily living, quality of schools and educational programs, attractive and personally inviting, choice of types of neighborhoods and social equity and feeling welcome, quality housing available. Environmental Stewardship is taking care of, and preserving our community’s natural resources and assets. Critical factors are open spaces and green spaces, stormwater management, recycling programs, use of renewable energy, city facilities and buildings designed for “green” standard, energy efficient city vehicles, encouraging residents to have a greener life style. Economic Opportunity is having opportunities to start, to locate and to grow a business, and for residents able to work in the city. It is a diverse tax base that provides revenues to the city. Critical factors are retaining current businesses, helping businesses to expand in a global economy, availability of technology links, choices of transportation mode for moving people and goods, land availability. Community Building is linking residents and residents and developing partners working for the benefit of the community and engaging residents in problem solving and policy development. Critical factors are successful community events, community-gathering places attracting residents and guests, parks with a variety of venues, recreation activities for all generations. A sustainable city strives to balance all four elements. Vision is the destination for the city in 5-10-15 years. An effective, usable vision describes the city and community through a set of value based principles. Visions have been developed, but are long forgotten. Can you name 3-5 points about your city’s vision for the future? When was the last time anyone referred to the vision? For example, a principle may be “family-friendly” which could be defined as: housing opportunities for all family generations; leisure activities that are affordable for youth to seniors; quality education system (K-12); feeling safe and secure at schools, in the community and at parks; family-oriented community events at no or low costs; opportunities for generations to interact. Cities can work with their residents to focus on what is critically important about the community and develop a vision for the future. Mission is the responsibility of city government as defined in services. There are four levels of city services: Level 1 Cores services that the city has no choice but to provide. (Example: community governance, public records) Level 2 Core services that the city has chosen to provide and are necessary for daily living in the community, (Example: water, wastewater) Level 3 Quality of life services that the city provides that distinguishes the city and are the reasons residents choose to live here. (Example: recreation programs, competitive athletics) Level 4 Community add-on services that the city has chosen to provide. Many times these services are added because of requests by influential individuals or special inters groups. (Example: community events and festivals) Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 11 Over the years, the community add-ons and quality of life services have increased significantly. For these services, true city leaders are taking time to inventory services and evaluate the true costs of delivering the services and the value to the residents – today and in the future. The vision and mission can be used to guide the critical decision: services, service levels, revenues and who pays, policy direction on key issues, capital investments and opportunities in partnership and leveraging city resources with the private sector and community organizations. This will create a sustainable future for the city in which there are resources to support valued services and residents see value for their tax dollars and fees. In order to manage the challenges of today, true city leaders should be guided by an old Chinese proverb: “Actions without Vision and Mission leads to Chaos” or the truckers’ saying – “If you drive down the road looking in the rearview mirror, you crash.” Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 12 Seven Keys to Success •••• Vision and Plan “Tell a Story” •••• Creating a Corporate Culture •••• Aligning Practices, Processes and Operations •••• The Right People •••• Performance Responsibility and Accountability •••• Rewarding Performance and Celebrating Successes •••• Learning and Building Capacity for the Future Copyright © 2011: Lyle Sumek Associates, Inc. Project 121203 13 Formulas for Strategic Planning P F Past Future ----------------------------- FOCUS ON THE FUTURE W1 + W2 = 0 Why What If Lead to Nothing ------------------------------------------------ FOCUS ON WHAT HOW S = R ---- E Satisfaction Reality Compared Expectation To ---------------------------------------------------------------- BUILD MOMENTUM THROUGH LITTLE SUCCESSES MR = R a1 F1 a2 F2 . . . Maximum Ready Aim Fire Result <evaluate> Aim Fire ---------------------------------------------------------------------------------- HAVE AN END IN MIND – TAKE DECISIVE ACTION Copyright © 2012: Lyle Sumek Associates, Inc. Project 1 SECTION 3 PERFORMANCE REPORT FOR 2012 Copyright © 2012: Lyle Sumek Associates, Inc. Project 2 Importance of the Performance Report BOTTOM-LINE: Leaders being accountable for their decisions and actions 1. LEADERSHIP WITH INTENTIONS Acting with a sense of purpose and direction Defining a vision, setting goals, using them to guide decisions Establishing criteria to judge success Demonstrating an institutionalized strategic planning process Instilling confidence in financial institutions, customers 2. CONNECTION WITH CUSTOMER'S LIVES Providing services that add value to the customers' lives Linking decisions and actions to improved services Linking decisions and actions to lower cost of service delivery Demonstrating the personal relevance of decisions and actions 3. CAPTURE OTHERS' ATTENTION Telling a story with a message Painting a picture Getting others to see it, to feel it Distinctive separating from the barrage of information 4. CELEBRATE - CREATE A MEMORY Developing a celebration that is unique-a standout experience Giving others a mementos representing the success Saying "Thank You" to contributors to the success Demonstrating the significance of the achievement 5. PERSONAL CONTACT WITH A TAILORED MESSAGE Developing a message based upon the audience Making a few relevant points Reaching out to a variety of groups Delivering the message personally by you as a leader Copyright © 2012: Lyle Sumek Associates, Inc. Project 3 City of Hermosa Beach City Successes for 2012 Mayor and City Council Perspective 1. Balanced Budget 2. New City Manager: Fresh Direction for City, New Leadership 3. Solid Waste Contract 4. Comprehensive Smoking Ban: Adoption 5. Oil Lawsuit Resolution 6. Reduced Carbon Footprint: Styrofoam Ban Bike Plan Community Garden: Paying for Water 7. Pavement Management Plan 8. New City Website 9. Banking Services Agreement and Savings Copyright © 2012: Lyle Sumek Associates, Inc. Project 4 SUCCESS 1 BALANCED BUDGET ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 5 SUCCESS 2 NEW CITY MANAGER: FRESH DIRECTION FOR CITY, NEW LEADERSHIP ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 6 SUCCESS 3 SOLID WASTE CONTRACT ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 7 SUCCESS 4 COMPREHENSIVE SMOKING BAN: ADOPTION ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 8 SUCCESS 5 OIL LAWSUIT RESOLUTION ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 9 SUCCESS 6 REDUCED CARBON FOOTPRINT – STYROFOAM BAN, BIKE PLAN, COMMUNITY GARDEN: PAYING FOR WATER ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 10 SUCCESS 7 PAVEMENT MANAGEMENT PLAN ACHEIVEMENTS 2012 VALUE TO RESIDENTS 1. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 11 SUCCESS 8 NEW CITY WEBSITE ACHEIVEMENTS 2012 VALUE TO RESIDENTS 2. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 12 SUCCESS 9 BANKING SERVICES AGREEMENT AND SAVINGS ACHEIVEMENTS 2012 VALUE TO RESIDENTS 3. + Copyright © 2012: Lyle Sumek Associates, Inc. Project 13 City of Hermosa Beach Other Town Successes 2012 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2012: Lyle Sumek Associates, Inc. Project 14 City of Hermosa Beach Actions to Reduce Cost to Government 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2012: Lyle Sumek Associates, Inc. Project 15 City of Hermosa Beach Service Reductions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2012: Lyle Sumek Associates, Inc. Project 16 City of Hermosa Beach Service Increases and New Services 2012 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2012: Lyle Sumek Associates, Inc. Project 17 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 18 DEPARTMENTAL SUCCESSES CITY OF HERMOSA BEACH 2012 Copyright © 2012: Lyle Sumek Associates, Inc. Project 19 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: City Manager/Executive Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Trash Contract Impacts: Success: Balancing Night Life and Residents Impacts: Success: City Manager Hiring Impacts: Success: Begun Permanent Police Chief Recruitment Impacts: Success: Pay Parking Pilot Study Impacts: Copyright © 2012: Lyle Sumek Associates, Inc. Project 20 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Community Development Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Sustainable Communities Grant Award ($410,000) Impacts: Enables City to complete much needed updates to General Plan and Coastal Land Use Plan and implement carbon neutral goals Success: Improved efficiencies in operation enabling continued provision of a high level of quality service with reduced staff, including core responsibilities in building and safety, planning, and code enforcement, as well as new responsibilities previously housed in other departments (public works inspection, solid waste contract, etc.) Impacts: Helped minimize impacts of attrition due to budget concerns, thus helping the community to receive most services and service levels they have become accustomed to. Success: Housing Element Adoption, and success in convincing the State/SCAG to change regional housing needs allocations (RHNA) for future housing elements. Impacts: Compliance with State Housing law in the immediate term reduces potential legal liability, and reform in RHNA allocation process will significantly reduce the burden on the City in the future. Success: Adoption of codes for outdoor dining in commercial areas and Pier Plaza, and review and confirmation of ban on outdoor display of retail and portable signs. Impacts: Resolved inconsistencies in code and clarified policies, resulting in a better appearance on Pier Plaza and other commercial districts, which should contribute to economic vitality and equitable applicable of the code. Success: Clean Sweep I and II – enforcement of rules regarding commercial encroachments. Impacts: This effort helped clean up proliferation of inappropriate and illegal displays in key commercial districts, improving appearance and reducing pedestrian hazards. Copyright © 2012: Lyle Sumek Associates, Inc. Project 21 Success: Oil Development Project: Assembled staff and consultant team with expert capability to conduct application review and EIR process. Impacts: Has prepared us for the difficult challenge ahead of helping the voters make an informed decision on a very complicated project; builds staff capacity in collaboration. Success: ‘Blue Zones’ (Vitality City) coordination/implementation. Impacts: Assists in overall goal of beach cities to provide a coordinated program to improve health for its residents. Success: Oversee Solid Waste contract RFP and negotiation processes. Impacts: Largest City contract. Will help maintain or reduce costs to residents with improved customer service, improved programs for diversions from the landfill advance carbon neutral goals, and improved aesthetic in the City. Success: Kickoff Civic Center/Downtown Strategic Economic Development Plan. . Impacts: Begins process to help the City make key decisions for the future of the Civic Center, and to leverage the City’s assets for economic growth. Success: No-intensification of late night alcohol establishment ordinance adopted. Impacts: Following several years of targeted work, aligns with goals to tame night life throughout the City, while allowing residents/tourists to continue to have fun, minimizing impacts on nearby residents, and by creating clear rules and guidelines for future approvals for intensifying or adding new establishments. Success: Polystyrene Ban adopted. Impacts: Reduces pollution impacts to marine environment, improves public health, and educates about waste reduction and sustainability. Aligns with sustainability goals. Success: South Bay Bicycle Plan Adopted (2011). Impacts: Partnering with other cities to improve mobility for bicycles throughout the region, reduce adverse impacts of single-use vehicles, and promotes health. Success: Livability Plan adopted (2011). Impacts: Partnering with beach cities to improve community livability and health. Copyright © 2012: Lyle Sumek Associates, Inc. Project 22 Success: Sustainability Plan adopted (2011). Impacts: Product of Green Task Force administered by CD staff, sets goals and objectives for future sustainability and advance carbon neutral goals. Success: Adoption/Implementation of the Green Building Code. Impacts: Collaborative effort with Green Task Force and public members to adopt relevant local codes to advance sustainability and carbon neutral goals. Success: Created extensive comprehensive Community Development webpage. Impacts: Improves efficiencies of Department’s role to provide current and accurate information to the public. Provides public with resources that promote education and understanding about city’s roles. Copyright © 2012: Lyle Sumek Associates, Inc. Project 23 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Community Resources Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Expansion of the P.A.R.K. (Positive, Active Recreation for Kids) After School Program Impacts: We were able to accommodate twenty additional children for affordable after school care due to the School District’s downsizing of their after school program. Hired and trained additional part-time employees as well as coordinated room switch-overs to accommodate the expansion. Success: Reached 200 Member Milestone for the Hermosa Five-O Senior Activity Center Impacts: Membership base is expanding, leading to an increase in participation across the variety of activities and events for seniors. Success: Sold Out on all Monthly Community Excursions Impacts: Excursions offered were in-line with community needs. Success: Hermosa Five-O Senior Activity Calendar Activities & Events Increased by 50% Impacts: Through increases in participation and expanded class/activity offerings, the Senior Activity Center is being utilized 50% more than the previous year. Success: Maintained Weekly Participant Average of 55 for Valley Park Summer Day Camp Impacts: With a maximum number of 60 children per week, the Valley Park Summer Camp maintained registration levels, holding registration fee income steady. Success: Decrease in Contract Class Cancellations Impacts: Due to streamlining of contract class offerings, we have decreased the number of cancelled classes, which decreased the amount of staff time processing refunds and contacting all registrants. Copyright © 2012: Lyle Sumek Associates, Inc. Project 24 Success: Streamlined Tennis Court Policy for Users and Professionals Impacts: Efforts allow efficiency during scheduling process, eliminating staff time. Additionally, allows for increase in time for contract classes to be offered, increasing class revenue. Success: Successful Implementation of Community Theatre Allocation Policy Impacts: Created a more efficient and fair allocation policy for theatre rentals, which allows staff to maintain busy theatre calendar. Success: Increased Revenues by over $100,000 for the first four months of 2012/2013. Last year’s revenues were $480,142 and this year’s are $580,923. Expenditures have remained on par with previous years. Impacts: We have increased Class Registrations, Special Events, Film Permits, Facility Rentals, Pier Plaza Promotions, etc. resulting in additional revenues for the first four months of 2012/2013 of $100,000. Our expenses have not increased. Copyright © 2012: Lyle Sumek Associates, Inc. Project 25 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Finance Department Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success Pilot Meter Program for Street Meters That Accept Credit Cards Impacts: Convenience for parkers, reduction of coin revenue resulting in more efficient collection, improved reporting Success: Two Website Awards for New Website from Web Marketing Association and California Association of Marketing Officials Impacts: Recognition for improved website design, which benefits internal and external users Success: Replacement of Parking Citation Software Including Online and Phone Payments Impacts: Convenience for customers, efficiency for staff using new system for payment processing, notice processing and citation issuance. Staffing in Finance Cashier to be reviewed; filled with temporary personnel currently. Success: Online Business License Renewal Impacts: System is ready and on website, implementation pending parking citation payment system. Convenience for businesses renewing their license, improved efficiency for staff. Success: Produced First 5-Year Budget Forecast in 2-12/13 Budget Impacts: Improved information for forecasting and strategic planning Success: Support/Assistance to City Treasurer with Banking Selection Impacts: Assurance of lowest pricing for services and quality desired Copyright © 2012: Lyle Sumek Associates, Inc. Project 26 Success: Ongoing Labor Negotiations for Seven Groups Impacts: Tentative agreement with two groups Success: Response to Grand Jury Regarding Pension Reform Impacts: Provided factual information and corrected the record on misleading statements in report Success: Implemented Second Round of Retirement Incentives Impacts: Integral part of our budget balancing strategy for past two years Success: Information Technology: Migrated Email from Local Storage to Cloud Impacts: Less Expensive/labor intensive, larger storage capacity, Success: Information Technology: Combining City Hall/Police Department Server Rooms Impacts: Economies of scale, upgraded air conditioning, more efficient monitoring/support Success: Information Technology: Implemented Remote Customer Care Support Impacts: Better use of senior staff on targeted projects; increased coverage to 100% of City Hall hours Success: Information Technology: Migrated System Backup from Local Storage to Cloud Impacts: Improved efficiency, better disaster recovery Success: Participation in Selection Process for Solid Waste Provider Impacts: Remains to be seen (hopefully lower cost and higher diversion!) Success: Assisted Fire Chief with Resolving Auto Repair Permitting Issues with Businesses Impacts: Decreased fee for auto repair but added new fees for other businesses, issue resolved with satisfaction of businesses and no complaints Copyright © 2012: Lyle Sumek Associates, Inc. Project 27 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Fire Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completed draft Strategic Plan (end of November). Impacts: Created a shared focus between the “floor” and administration. Success: Formed the Hermosa Beach Disaster Service Workers organization and have sworn in over 30 HB residents as disaster volunteers. Impacts: This provides a cadre of disaster volunteers who are committing to assist the City within their capacities in the event of a major emergency/disaster. Success: Firefighter of the Year Impacts: Recognized Firefighter Steve Ramirez courtesy of the Elk’s Lodge as HBFD’s Firefighter of the Year. Success: Public Access Defibrillation Program Impacts: Will provide for the installation of automatic external defibrillators (AEDs) in public locations. Torrance Memorial Medical Center entered into a signed agreement with the City to provide medical direction of the program. Success: Smart Classroom Project Impacts: Secured $75,000 in grant funding for the outfitting of the emergency operations center (EOC) with cameras, microphones, etc. This is part of the LA Area Fire Chiefs regional training Smart Classroom Project for regional training. The technology also provides an additional means of communication for the EOC. Copyright © 2012: Lyle Sumek Associates, Inc. Project 28 Success: NIMSCAST Update (National Incident Management System Compliance Assistant Support Tool) Impacts: Remain current with NIMSCAST emergency management/disaster preparedness standards. Success: Successfully completed LA Emergency Medical Services Agency Paramedic Program site review and audit with no outstanding issues. Impacts: Represents a third party confirmation that the HBFD’s Paramedic Program meets or exceeds County and State laws and requirements for equipment, certification and training. Copyright © 2012: Lyle Sumek Associates, Inc. Project 29 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Personnel Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Employee events Impacts: Better morale Copyright © 2012: Lyle Sumek Associates, Inc. Project 30 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Police Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Increased collaboration and cooperation with other Hermosa Beach Departments. Impacts: Improved relationships between the departments and better community and customer service. Success: Increased community contacts. Impacts: Improved relationships with the public and better customer service. Success: Increased presence in the downtown and Pier Plaza. Impacts: Improved enforcement of ABC laws and CUP’s. Success: Regional enforcement. Impacts: Team oriented approach to solve problems. Success: Improved parking control via improved meters. Impacts: Better customer service. Success: Hired additional police officers, additional hires forthcoming. Impacts: Potentially cut overtime costs and prevent officer fatigue. Copyright © 2012: Lyle Sumek Associates, Inc. Project 31 DEPARTMENTAL SUCCESSES 2012 Hermosa Beach, California December 2012 DEPARTMENT: Public Works Please list your department’s most important achievements that were completed during 2012 under “Success.” Under “Impacts” please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Completed construction of the Beach Restrooms at 2nd and 22nd Street (Project started April 2011) Impacts: The existing restrooms were antiquated and were beyond repair. The new restrooms are state of art, safe and energy efficient. Success: Completed construction of the Traffic Signal Modification and Access Ramps and Sidewalk Widening at Valley School. Impacts: The traffic signal modification provided safety, helped traffic flow and improved circulation around the School. Success: Provided coverage for vacant position of the Public Works Inspector. Impacts: Ensured that inspections were provided as requested by contractors without any interruptions. Success: Worked closely with utility companies, public agencies and private developers and regulated and inspected their projects in the public right-of-way. Impacts: Established a stronger relationship with all the parties, accomplished quality work. Success: Plan checked the utility company’s projects as well as private development projects for Public Works improvements requirements. Impacts: Improved public improvements. Success: Assisted restaurant owners and snack shops to obtain outdoor dinning encroachment permit city-wide. Impacts: Established uniformity. Copyright © 2012: Lyle Sumek Associates, Inc. Project 32 Success: Bid uniform rental services through a cooperative purchase program and established a multi-year contract service. Impacts: Recognized cost savings. Success: Provided Administration of the MS4 permit requirements and implementations. Impacts: Improved water quality of receiving waters and eliminated and or prevented pollution entering the City Right of Way. Success: Handling and resolving residential concerns Impacts: Residents expressed positive gratitude and reduced risk for City. Success: Responded to residential service request and prioritized the level of urgency to complete request Impacts: Positive residential comments of appreciation and reduced risk fro City. Success: Managing street sweeping contract service and made adjustments in sweeping and steam cleaning schedules. Impacts: Cleaner city and ensured quality services. Success: Installed 103 energy efficient lights in parking structure and 30 energy efficient lights at tennis courts Impacts: Added another element to the City’s quest to become a Green City. Expecting lower electricity consumption. Completely funded through energy conservation grants. Success: Installed four new electrical vehicle charging stations Impacts: Added a new service to community that is consistent with City’s environmental policies, while also attracting visitors to HB. Success: Maintaining a level of service without two Crew Leaders and one Maintenance 1 worker, which is approximately 23% of the field crew. Maintained scheduling and managed all contract service duties Impacts: Residents of Hermosa continued to have quality service Success: Continue to address public works related issues through the Public Works Commission. Impacts: Addressed resident petitions and issues requiring a public input and discussion. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 4 NEW REALITIES FOR CITIES Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 A Leadership during Turbulent Times Today are turbulent times: slow recovery from the deepest economic recession or depression, resident concern and fear for the future, death of the housing market, as we know. It is easier to lead during good times, but true leaders provide leadership during turbulent times. The old saying: "Any one can lead in calm seas, it take a true leader in chaotic or turbulent seas." CRITERIA FOR JUDGING SUCCESS 1. Strong financial condition: reserves consistent with policies, adequate revenues to support defined services and service levels, AAA bond rating 2. High level on resident satisfaction with cut services and programs based upon national survey 3. Private sector investing in development projects, redevelopment projects, business coming to the city, business investing for growth 4. High level motivated city workforce dedicated to serving the community 5. City investing in infrastructure: condition of streets, water system, wastewater system, stormwater system and city facilities 6. City team (Mayor, City Council, City Manager and City Staff) working together as one-common vision, goals and agenda Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Lessons from Successful Leadership 1. Live with PASSION FOR THE COMMUNITY • Commitment to serving the community and caring • Putting personal interests and agenda aside • Going the extra mile without thinking • Sharing credit with contributors • Being confident about the future, bringing excitement to others 2. Face REALITY • Having a candid conversation • Defining today’s reality • Understanding the reality • Acknowledging the reality • Accepting the venture to the future 3. Have FOCUS • Recognize focus or fail • Taking the opportunity to reflect, to evaluate, to refocus • Positioning for the future • Rethinking the vision, mission, goals • Concentrating on desired outcomes 4. Add VALUE • Value: V + Q x Safety x Time x Beauty x Enrichment C • Recognizing that residents want invisible benefits, and take values for granted • Helping residents to understand value and true costs • Defining value for residents’ needs, not desires or wants • Bottom-line: local government services define quality of life 5. Prepare for SUCCESS • Remembering: “Luck is Preparation meeting Opportunity” • Connecting the dots: vision, goals, resources, actions • Developing a strategy with options, and using it • Monitoring performance and indicators through monthly reports • Beginning with the basics “putting on your socks” Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 6. Decide with LONG TERM in mind • Recognizing that there are more unintended consequences during uncertain times • Thinking about the desired outcome and preferred destination • Avoiding overreacting to the moment or current crisis – remembering every action has a reaction • Looking beyond the pros/cons, the “what if” scenarios • Making timely decisions based upon best available data 7. Be NIMBLE and RESILIENT • Recognizing that the unexpected will happen, plans do not work as planned, “failure” is normal • Understanding the shift or change without finding fault • Taking a step back: What did I learn, what adjustments are needed • Maintaining a positive outlook, being courageous when faced with change or uncertainty • Making thoughtful, timely adjustments 8. Develop PARTNERS • Recognizing that success depends on developing effective partners • Making time to build and maintain relationships • Identifying areas of common interest and opportunities for mutual successes • Leveraging available resources • Working together and celebrating success 9. Take RISK for a better future • Recognizing that every decision and action has risk • Making time to prepare – it reduces risk • Institutionalizing a strategic planning process • Having courage to take risks guided by a plan • Taking calculated, prudent risks – doing what you think is best when there is opposition 10. Produce RESULTS • Using vision, goals and mission to define results and success • Developing processes with the outcome in mind • Taking actions guided by outcomes • Evaluating the results, making adjustments • Celebrating the successes by creating a memory for the community Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 Critical Personal Traits of Leadership 1. Responsibility • Defining expectations, performance standards, personal responsibility • Holding self and others accountable • Stepping forward when there is a problem • Taking responsibility for outcomes, processes, actions, behaviors 2. Forgiveness • Recognizing everyone makes mistakes • Remembering: we cannot relive the past • Learning from mistakes • Giving a “second chance” 3. Tolerance • Individuals are different: experiences, perceptions • Interpreting life through our own filters • Striving to understand the other person’s perspective • Appreciating what the other individual brings to the table 4. Loyalty • Supporting the institution • Being critical in “private” • Asking critical questions in the appropriate arena • Representing a positive image 5. Personal Integrity • Doing what you believe is “right” • Following through on your commitments and promises • Communicating in an open, direct manner • Acting in an ethical manner 6. Grace • Winning with grace, losing with grace • Respecting others • Allowing the other individual to change and to grow • Being “nice” 7. • Courage • Doing what is best when faced with significant opposition • Rallying support from the 80% • Standing up to the negative 20% • Using your influence and political capital Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 B Forces of Turbulence RECESSION OR SLOW RECOVERY (varies from community to community) Impacts Flat or small decreases in property values Flat or small increases/decreases in revenues to the city Increasing costs of doing best and higher bids on projects Government slower to recover than private sector – hiring of public employees by the private sector Public – private partnerships for new developments RETAIL: GROWTH ON INTERNET SALES Impacts Reduced sales tax revenues Vacant retail buildings and spaces (short term and long term) More land zoned for commercial than may actual be buildout Small retail stores space requirements Growth of small, unique and personal service retail HOUSING VALUES AND CHANGING HOUSING PREFERENCE Impacts Need for larger rental housing options with nearby amenities Increased single family rentals Streamlining permitting and regulatory processes with more predictable time frames Growing need for a variety of senior housing options • Mixed use development that are walkable and with small retail and entertainment Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 WORLD OF INSTANT: COMMUNICATIONS AND LIFE ON DISPLAY Impacts "Your life is on the world stage " Flooding of misinformation and loose "facts" Instant verification: Be honest and truthful Managing expectations with realism Capturing others attention: "tell a story, paint a picture ANTI GOVERNMENT AND POLITICS ATTITUDES Impacts All government officials and information cannot be trusted Encouragement for personal attacks on government officials Pressure to validate and verify Misinformation in the media, websites and blogs Lack of understanding and prejudgment of the value of government services and programs PARTISAN IN NONPARTISAN Impacts Political parties endorsing candidates (formal and informal) Local issues linked to national politics and parties Increased personal agendas and politics losing what is "best for our community" Party positions and pressure on local issues More expensive campaigns for local offices Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 Reality: City Governments Will Grow, C City Governments Must Become Financially Self-Sufficient Local governments must become financially self-sufficient. Few grants are going to exist from federal or state governments. Few if any project earmarks will come from the federal government. State governments are likely to take revenue and revenue sources away from cities. Federal and state mandates and regulatory requirement will require local funding Local governments will likely grow in the future. This runs counter to the rhetoric of today. The media and various political groups are calling for small governments, lower taxes, and reduced responsibilities for local governments, including city and county governments. LARGER LOCAL GOVERNMENTS: REALITY Three factors are contributing to a larger local government. (1) Federal and state government are reducing their programs, reducing their funding for city projects and programs, and reducing their support for community and non profit organizations. The demand for the services or the need for the project is still there and in many cases is growing. Local governments are going to be forced into making more difficult choices whether or not to take on the responsibility and how to fund it. Examples are beach renourishment/sand replenishment, highway projects, CDBG and others. (2) Federal and state political leaders are arguing for less government regulations while at the same time instituting new regulations on local governments. Local governments are going to be forced into making difficult decisions on the degree of compliance and how to fund actions. Examples are requirement for local police to collect and process DNA samples from every individual arrested for a possible crime, requirement for police to supervise child custody exchanges, regulation on dredging and spoils, regulations on water quality and stormwater and others. (3) The private sector argues for less government regulations and controls by local government until they want to develop. In today's world, most major developments involve public – private partners. Local governments are finding few funding mechanisms for dollars to support these projects. Many state governments are taking away or restricting the use of financial tools available for local governments. Examples are city building infrastructure and landscaping, building parking garages, co signing on financial agreements, loans for construction, shared ownership in the project, partner with the local university, and others. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 Local governments are going to become financially self-sufficient. In order to achieve this, they will be forced to find the revenues, reduce/eliminate current services, add services, streamline service delivery and processes, and have customers paying for cost recovery FIRST STEP: RIGHT SIZING LOCAL GOVERNMENTS: BACK TO BASICS – REDEFINING THE MISSION The first step is for the local government is to continually review and adjust the mission – their purposes and service responsibilities. Local government services can be defined in four tiers: TIER 1: NO CHOICE SERVICES – services that are required by federal or state law, regulatory mandate, charter or legal order. If the service is not provided, bad things happen – pay a fine, face legal actions or go to jail. Examples are: records management, stormwater policy and management, open record requests, governing body. TIER 2: CHOICE SERVICES – basic services that respond to the residents and businesses need for daily existence. Examples are: police patrol and criminal investigation, emergency medical first responder, fire suppression, streets, water, wastewater, solid waste collection and disposal. TIER 3: QUALITY OF LIFE SERVICES – services that distinguish one community from another by contributing to the quality of life. Examples are: land use planning, development standards and regulations, parks and trails, recreation facilities and programs, sidewalks, streetscapes, maintenance of public areas, medical transport, recycling. TIERS 2 and 3 contribute to the definition of a livable community. TIER 4: COMMUNITY ADD ON'S – services that have been added by pressure or requests from the community or a higher level of service than defined in Tier 2 or 3. Examples are: community events and festivals, sports tournaments, health clinics and shots, specialized facilities or programs, community outreach, fire clowns program, school resource officers. Core Services need to be defined, identified by tier, customers identified, costs of services determined. SECOND STEP: BUILD CAPACITY – DELIVER MORE SERVICES, DELIVER QUICKER SERVICES: The second step is for the organization practices and processes to increase the capacity of the city organization to deliver more, and quicker services by streamlining and simplifying regulatory processes and service delivery. An initial activity is to review and modify the local government regulations and standards linking them to their vision, goals and mission. Examples are permitting processes with reduced steps and more timely actions. THIRD STEP: REDUCED COST OF SERVICE DELIVERY THROUGH PARTNERSHIPS AND CONTRACTING WITH THE PRIVATE SECTOR – the third step is to explore alternative delivery mechanism through partnership with nonprofit or community based organizations (e.g. YMCA, community associations, Boys/Girls Club, faith based institutions) or through contracting with the private sector for more efficient, more cost effective delivery of services (e.g. park maintenance, information technology, billing and collections). Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 FOURTH STEP: REVENUES TO SUPPORT THE MISSION AND DEFINED SERVICES AND SERVICE LEVELS – The fourth step is to increase taxes and fees to cover the rising costs and expanded responsibilities. Local governments must learn to live within their means and become financially self sufficient. Outside revenues are going away – grants are being reduced, increased competition for fewer grants or eliminated entirely; funding from projects and programs from federal and state governments are being reduced or eliminated. A recent study reported that the percentage of a family's disposal income going to the city government is equivalence to the percentage in 1958. We are trying to provide 2011 services in a 1958 financial structure. A) INCREASE FEES – GREATER COST RECOVERY FROM CUSTOMERS: Option A is adjust fees by identifying customer, determining the costs of specific services, particularly specific services that have limited communitywide value or benefit. B) INCREASE RATES FOR UTILITY SERVICES – COST OF RESOURCES, DELIVERY, MAINTENANCE, AND REPLACEMENT: Option B is to increase utility rates by identifying the total costs of facilities, service delivery, infrastructure maintenance and replacement C) INCREASE PROPERTY AND OTHER TAXES – FUNDING FOR CORE SERVICES: Option C is increase taxes within the restrictions by the state or charter. These are difficult but necessary choices for local leaders to make. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 Service Hierarchy Community “Add On’s” Quality of Life Core Business “Choice” Core Business “No Choice” •••• Our Community Quality Expectations and Value •••• Defines What Service for Our City •••• Determines Service Level for Our City •••• Costs – The Price of Government Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 D City Success = Investing in the Future The old sayings "pay yourself first" or "pay me or pay me more later" are great lessons for city leaders today. City leaders are focusing in surviving today and mortgaging their city's future. REALITIES FOR CITIES 1. Anti government and anti tax attitude of businesses and residents against increased tax rate (even though it is revenue neutral) or increases in taxes or fees 2. Growing residents' sense of entitlement and unwillingness to pay of the services 3. Decreasing outside resources including grants and earmarks 4. Fewer suppliers of equipment and raw materials resulting in increased prices 5. Increasing mandated regulations and requirements 6. Increasing workload from audits, reporting requirements, open records requests PRESSURE TO SURVIVE The pressure on city leaders is to survive today and to get by until there is an economic recovery. Since 2008, cities have reduced expenditures by streamlining processes, implementing operational efficiencies, reorganized city departments, and reduced the city workforce that have reduced the cost of service delivery. They have actually expanded the service capacity of the city and taken on new service responsibilities. In most cases these efforts are not enough. There is still a gap between the city revenues and the resources requirements to serve the community. City leaders have made the decisions to further balance their budget by not increasing the tax rate or taxes but: Deferred maintenance to city infrastructure and facilities Unfunded capital programs and plans Delay projects until funds become available Reduced service levels or service eliminations Use of equipment and facility replacement funds for other purposes FORGOTTEN FUTURE AND FUTURE COSTS Maintenance going to reconstruction and replacement Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 13 Lack of city infrastructure delaying private sector investment and projects Lower bond rating due to a lack of confidence in the city taking care of their assets The lesson is as difficulty as it maybe: pay the city first and continue to maintain and invest in the future. These investments are likely to have significant returns in the future – saving the city dollars, expanding the potential for increased or new revenues and expanding city tax base. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 14 E Improvisational Leadership In our society today, improvisational leaders capture the headlines and the attention of voters. What is an improv leader? DEFINITION: individuals in a leadership position reacting to the moment and making decisions based upon political security, personal advantage and relief from the current pressure point. Improv leaders act by reacting to the moment without a plan or concern about the future, seeking relief from the immediate situation, surviving for today but face a very uncertain future. The belief is that making people happy with the decision and that their decision will benefit them in the form of political support in the future. The issue is now in front of the leader for discussion, debate and decision. There are individuals and groups on different sides of the issue and everyone with their own desired outcomes and agendas – some "for", some "against", some wanting to go a "different direction". Special interests aggressively lobby the leader implying political threats and consequences if they do not support their position, and attacking personally others who disagree with them. Media may pick up the issues and present the sensational side playing to the fears of the public. The focus is on quick resolution and a decision that is well received by the masses. FAILURE OF IMPROV LEADERSHIP The improv leader neglects considering the following: 1. Dream for a Better Future Improv leaders do not have a dream – a vision for the future that inspires others. Their message plays to the fears of others and concern for the future. 2. Decision link to Vision and Goals Improv leaders make decisions in a vacuum. The focus of the decision is on solving the immediate issue in an expeditious manner. There is no time for a strategic framework that links the action to outcome based goals or long term vision. 3. Candid Discussion of the Issue Improv leaders focus their discussion on the stereotypes, emotions and labels. Individuals with alternative views of the issue or options are reluctant to participate and remain silent, which further empowers the improv leader. There may a fear of an open discussion of the topic for concerns about how the media and blogs will spin the discussion and actions or how the discussion and individual comments will be represented to the public. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 15 4. Understanding Potential Unintended Consequences Improv leaders focus on the present with discussions and decisions avoiding consideration of the potential consequences of the decision or direction. The focus is on the immediate. 5. Keeping the Audience Happy Improv leaders first look to their immediate audience – who they are, what they want, what will make the "happy" for now. They send conflicting messages over time depending upon the audience. Different people will receive different messages. 6. Taking Ownership and Mobilizing Support Improv leaders take no ownership their decision or actions especially if there are problems in implementation. They focus on finding someone to blame rather than taking responsibility for solving the problems or refining the direction. The more significant the problem, the quicker they "jump ship." AS A RESULT, THE DECISION IS MADE. WHAT GETS LOST IS WHAT IS “BEST FOR OUR CITIES FUTURE” AND LEADING WITH INTENTIONS. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 16 F Leaders Make Responsible Choices Leaders create the future by making choices. The choices are guided by their vision – a description of their desired future and their goals, which are desired outcomes in five years. Choices are made when they make decisions on policy direction, service priority and service level, and allocation of resources. Responsible choices involves: Using the vision and goals connecting to decisions and direction Maintaining discipline to follow the processes and plans Thinking about potential unintended consequence Having a candid discussion Making a judgment Taking responsibility Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 17 City of Hermosa Beach Our New Reality Copyright © 2012: Lyle Sumek Associates, Inc. Project 1 SECTION 5 LOOKING TO HERMOSA BEACH’S FUTURE Copyright © 2012: Lyle Sumek Associates, Inc. Project 2 City of Hermosa Beach Success in 2018 means… Copyright © 2012: Lyle Sumek Associates, Inc. Project 3 City of Hermosa Beach Major Challenges Copyright © 2012: Lyle Sumek Associates, Inc. Project 4 City of Hermosa Beach Action Priorities for 2013 Copyright © 2012: Lyle Sumek Associates, Inc. Project 5 City of Hermosa Beach Action Ideas for 2013 Mayor and Town Council Perspective 1. General Plan: Update 2. Local Coastal Plan: Update 3. Street Paving Program: Direction, Funding 4. Labor Negotiations and Contract (3) 5. Sewer Replacement Program: Direction, Funding 6. EIR for Oil Drilling 7. Long Term Employee Cost Analysis and Plan: Evaluation, Direction 8. Night Life Policy Discussion: Evaluation of Enforcement Priority, Direction 9. Pacific Coast Highway Plan: Development 10. Aviation Highway Plan: Development 11. Strategic Plan: Development, Ongoing Process 12. Local Bus System for Residents: Evaluation, Direction 13. Area Specific Master Plan for Downtown: Development 14. Tax Rate: Review, Direction 15. Five Year Financial Plan with Projections: Assumptions, Development 16. Business Incentives and Fee Waivers Policy: Development 17. Storm Water Diversion Plan: Development 18. Permits on Line: Development 19. Policy Discussion of Outsourcing of City Service: Evaluation, Direction: Copyright © 2012: Lyle Sumek Associates, Inc. Project 6 20. Credit Card Parking Meters: Conversion 21. Community Theater: Direction 22. Lots A-B-C Pay: Direction 23. City Financial Policies: Review, Direction 24. Police Chief: Selection 25. Organization Structure and Performance Review/Plan: Process, Completion 26. City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget 27. Mermaid Property/Plaza: Development 28. Reserve Policy: Direction 29. Neighborhood Schools Strategy: Development (with the School District) 30. Recreation Programs: Needs Assessment, Program Evaluation, Direction, City Role 31. Recreation Programs Fee Structure: Direction 32. Public Information and Communications: Action Plan 33. Cable to New Zealand: Advocacy 34. Downtown Hotel: Development 35. City Facilities: Condition Assessment, Options, Direction, Funding 36. Artesia/Pacific Coast Highway Large Parcel: Development 37. Bridge over Pacific Coast Highway Study: Completion 38. Crime Reduction Action Plan: Analysis, Development 39. Overall City Economic Development Policy and Framework: City Role, Policy Framework, Tool Kit for Economic Development 40. Employee Salaries and Benefits Policy: Review, Market Analysis, Direction, Funding 41. Carbon Neutral Action Plan: Development Copyright © 2012: Lyle Sumek Associates, Inc. Project 7 42. Bike Plan: Implementation (including Bike Lanes) 43. Fire District: Evaluation, Partners, Direction 44. Oil Ballot Measure for 2014: Preparation 45. New Civic Center Plan: Development 46. Major Corridor Beautification Plan: Development 47. Community Gardens Expansion: Direction, City Role 48. City Fleet Policy and Master Plan: Development (including Electric Vehicles) 49. City Sustainability Plan: Implementation, Specific Actions, Funding 50. Clean Energy Plan: Development, Actions, Funding 51. Boutique Hotel: Development 52. Alternative Revenue Sources: Study, Direction 53. Pay for Performance System: Development Copyright © 2012: Lyle Sumek Associates, Inc. Project 8 City of Hermosa Beach Top Priorities for 2013 EXECUTIVE PERSPECTIVE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Copyright © 2012: Lyle Sumek Associates, Inc. Project 9 Looking to Hermosa Beach’s Future Departmental View Copyright © 2012: Lyle Sumek Associates, Inc. Project 10 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: City Manager’s Office From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Valuing Employees (Much more than just pay issues) Defining Public Safety Goals Assessing and prioritizing service levels Addressing infrastructure deficiencies in the civic center and public works area Encouraging community engagement regarding large decisions Framing policy direction relating to development decisions Reaching balance between bar impacts and residents Copyright © 2012: Lyle Sumek Associates, Inc. Project 11 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: City Manager’s Office Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Mid-year budget review – Review of resources and service levels 2 Open Recruitment of Police Chief Position 3 Hiring of Assistant To the City Manager (Community & Human Resources) 4 Oil application review and EIR 5 Civic Center and Downtown Project Study Copyright © 2012: Lyle Sumek Associates, Inc. Project 12 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: City Manager’s Office Please list issues or projects that you would like for the city to address this next year 2013. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Copyright © 2012: Lyle Sumek Associates, Inc. Project 13 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Community Development From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Processing a complex project and preparing voters to make an informed decision on the oil development project – and implementation of project if approved. Civic Center/Downtown Strategic Economic Development Plan and related issue regarding relocation of City Yard. Managing the various impacts related to late-night establishments in downtown area and elsewhere (improve enforcement/compliance, while recognizing need for flexibility by business to support economic vitality). Maintain service levels with reduced staff, and retaining and managing consultants where needed to improve efficiencies and respond to challenges. Build internal capacity by maintaining core staff positions providing internal capacity with knowledge and commitment to City of Hermosa Beach. Managing and processing multiple, complex entitlement requests for anticipated major new development projects (hotels, large commercial project at PCH/Aviation, trans-Pacific cable crossing, etc.) with limited resources. Includes managing public engagement, multiple EIR’s processes, and managing the design and construction processes. Coordination with Public Works Department on infrastructure planning and improvements (streets, sewers, city maintenance facility, energy conservation, etc.) General Plan and Coastal Land Use Plan Update (including preparation and integration of Climate Action Plan. Managing a process with broad public engagement leading to a relevant and user friendly Plan. Provide staffing, resources, and space needs to efficiently meet these challenges. Prepare and adopt Housing Element update by October 2013. Prepare and adopt 2012 Housing Element code amendments (prior to October 2013). Systematically implement Sustainability Plan adopted by the City along with other green measures. Copyright © 2012: Lyle Sumek Associates, Inc. Project 14 Coordination among departments to implement new storm water quality permit. PCH/Aviation improvement project – managing the Committee and coordinating with other City departments in preparation and implementation of an improvement plan. Prepare Climate Action Plan and implement Carbon Neutral Goals. Orient the city toward viewing actions through a ‘sustainability’ lens. Climate change issues and vulnerabilities due to sea level rise and other effects, and start community discussion of the issues and adaptation strategies. Integrate into General Plan/Coastal Land Use Plan Update. Increase customer access to information and permits through website, with goal of expanded online permitting systems. Comprehensive cleanup of Zoning Code (short-term if resources were available). Maintaining forward movement on adopted plans such as Livability Plan, South Bay Bicycle Master Plan, Sustainability Plan, etc. Grant tracking and writing resources to support identified goals. Implement needed technology upgrades – permit tracking software, phone system, etc. Keep abreast of new State and Federal Laws and implementation and grant opportunities. Copyright © 2012: Lyle Sumek Associates, Inc. Project 15 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Ongoing oversight of increasing development and construction activities, starting from concept phase through permitting and construction this involves staffing the public counter, fielding questions, reviewing plans, issuing permits. Ongoing oversight of public information and outreach related to all Community Development related activities. 2 Ongoing processing/management of major development projects – oil development project including City maintenance yard relocation issues, pre-application conferences for development at PCH/Artesia, hotel sites. Late night on-sale alcohol establishments Action Plan – CUP reviews/hearings, enforcement including food sales audits 3 Reviewing software upgrade options in preparation towards web based permit inspection programs, issuance, and tracking. 4 Clean sweep enforcement actions and ongoing follow up. 5 Coordination with other departments on many fronts including assisting Public Works staff for inspections, Police Department related to enforcement issues, Community Resources for permitting/inspection of special events. Other enforcement initiatives relating to sign proliferation, property appearance, etc. General Plan/Coastal Plan Update consistent with grant award (as noted above). Civic Center / Downtown Strategic Economic Development Plan (as noted above). Solid Waste Services contracting process oversight. PCH/Aviation improvement project – managing the Committee and coordinating with other City departments in implementation of an adopted Plan. Copyright © 2012: Lyle Sumek Associates, Inc. Project 16 Housing Element preparation and adoption in 2013. Prepare Climate Action Plan and implement Carbon Neutral Goals. Orient the city toward viewing actions through a ‘sustainability’ lens. Blue Zones’ (Vitality City) coordination/implementation. Systematically implement Sustainability Plan adopted by the City along with other green measures. Polystyrene ban outreach and education. Copyright © 2012: Lyle Sumek Associates, Inc. Project 17 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Community Development Please list issues or projects that you would like for the city to address this next year 2013. 1 See “challenges” noted above. All have immediate implications or important steps for 2013. Management and processing of oil development project. 2 CUP Review – revocation/modification hearings 3 Selecting consultant and moving ahead on Downtown/Civic Center Strategic Plan. 4 RFP and selection of General Plan/CLUP consultant, and accomplish Task 2 of Update in compliance with grant requirements. 5 Prepare and adopt 2012 Housing Element code amendments (prior to October 2013). Housing Element preparation and adoption in 2013. Adoption of Climate Action Plan, road map for implementing near-term carbon neutral goals, and accomplishment of targeted measures. Management and processing of other major projects with significant community implications, esp. involving EIRs. 6 Update permit-tracking software to take advantage of new products on the market---- enable GIS base permit processing trackers, interdepartmental, etc. Records management. Comprehensively address digital storage and back up of critical city files and records. Address staffing and space needs. Copyright © 2012: Lyle Sumek Associates, Inc. Project 18 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Community Resources From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Maintaining the same level of recreation services with decreases in staff levels Maintaining or possibly increasing number of special events held each year Impacts of possible oil drilling and how it will directly relate to recreational opportunities throughout the city (including special events) Continuing to expand recreational programs due to budget restrictions and reductions in the School District funds (due to the elimination of their programs/services as a direct result) Copyright © 2012: Lyle Sumek Associates, Inc. Project 19 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Community Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Community Theatre – under review by Parks and Recreation Subcommittee to analyze current management and policies of the facility. Will be making suggestions for future management practices in 2013. 2 Community Center User Policies Update • Gymnasium Renter policy update to include more specific language and requirements from each group. • Hermosa Beach Youth Basketball League User Policy update • Skate Park Management and Staffing requirements update 3 Outdoor Instructor Permit Program – to be used for all outdoor classes taking place, which allows multiple classes to take place throughout the city instead of on a contract basis. 4 Continuing of the city’s ‘Go Green’ efforts with Surfer’s Walk of Fame nomination process. 5 Special Event process and policy implementation program to streamline the planning, management, and oversight of city events. 6 Expansion of the P.A.R.K. (Positive, Active Recreation for Kids) After School Program to ensure the program goals are still being met at two locations and with additional children. 7 Processing and budgeting step increases for part-time employees (first time in over three years) 8 Hiring of Department Head – Assistant to the City Manager Copyright © 2012: Lyle Sumek Associates, Inc. Project 20 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Community Resources Please list issues or projects that you would like for the city to address this next year 2013. 1 City-Wide Goals to create direction for staff 2 Workshops between City Council and the different Commissions to ensure the same direction in policy and program implementation. 3 Clear direction/guidelines for Special Event implementation to help during the planning/approval process. 4 South Park remodel and opening 5 Community Garden organization and opening 6 Employee positions/titles review due to staff decreases and additional responsibilities 7 Attention to Community Theatre in regards to budgeting and upgrades • Create building improvement schedule • Create budgeted Community Theatre spending account for equipment, etc. Copyright © 2012: Lyle Sumek Associates, Inc. Project 21 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Finance Department From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Proposed Oil Project Balancing Budget, Maintaining Service Levels, Maintaining Employee Morale Balancing Staffing Issues with Available Funds (Level of staffing and compensation) Providing Funding for Deferred Building, Equipment and Infrastructure Needs Proposed Projects for Hope Chapel Property and Mermaid Civic Center Complex Project Contracting with County for Sewer and Storm Drain Services Coverage for Personnel Director and Community Services Director with Assistant to the City Manager Position Copyright © 2012: Lyle Sumek Associates, Inc. Project 22 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Finance Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Award/Implementation of New Phone System 2 Analysis/Issuance of Pension Obligation Bonds 3 Implementation of E-Payables with Bank of America 4 Implementation of Replacement Purchase Order System 5 50%/50% Food and Beverage Audits for Alcohol Establishments 6 Participation in New Solid Waste Provider Selection Process 7 Participation in Meetings with County Regarding Outsourcing Sewer System 8 Installation of Credit Card Meters on Pier Avenue 9 Review of Pension with Outside Actuary and Independent Firm 10 Production of Budget in Brief Brochure Copyright © 2012: Lyle Sumek Associates, Inc. Project 23 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Finance Department Please list issues or projects that you would like for the city to address this next year 2013. 1 Selection/Implementation of Replacement Cash Register System 2 Selection/Implementation of Online Animal License System 3 Development of New Financial Policies 4 IT Disaster Recovery Plan 5 Evaluate Purchasing Cards 6 Improvement in Monthly Financial Reporting to City Council 7 GFOA Budget Award (maybe be beyond 2013) 8 Obtain City Council Approval for Increase in TOT in Advance of a Hotel Proposal for the Mermaid Site 9 Research Forecasting Software Copyright © 2012: Lyle Sumek Associates, Inc. Project 24 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Fire From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Inadequate facilities (limited space, building safety/current standards issues) Organizational capacity: The organization does not have the capacity to meet demands, operationally or administratively. FD meeting response time standard of 5 minutes or less for EMS incidents 90% of the time. FD meeting response time standard of 5 minutes 20 seconds or less for fire incidents 90% of the time. Records management system and outcome determination. Uncertainty involving the Oil Project. Having staff to manage volunteer organizations (HBDSW). Copyright © 2012: Lyle Sumek Associates, Inc. Project 25 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Fire Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Update and revision of policy manual that incorporates current laws. 2 Regional Training Group (RTG) formation. 3 Update Respiratory Protection Plan. 4 Implement department Strategic Plan. 5 OARRS implementation and training (Operational Area Response & Recovery System). 6 Installation of Smart Classroom technology in EOC. 7 Developing regional training manual in conjunction with ES, MB, RB and Torrance. 8 Fire station renovation (electrical repairs and upgrades; update paging/lighting system for 911 incidents; replace apparatus bay doors; repair apparatus bay floor cracks) and traffic signal restoration. 9 UHF/VHF portable radio grant via LA County Fire. 10 Electronic patient care reporting (ePCR) implementation. 11 Records management system (RMS) update and expansion: Move all inspections, training, and apparatus and equipment maintenance records to digital database. 12 Phase II of EOC construction (room next to existing EOC) 13 Develop Intern program. 14 Develop mentoring program with El Camino College (fire academy graduates who would volunteer to perform administrative work at fire station). Copyright © 2012: Lyle Sumek Associates, Inc. Project 26 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Fire Please list issues or projects that you would like for the city to address this next year 2013. 1 Consider reauthorization and funding of Assistant Fire Chief position and/or an additional firefighter on each shift and changing staffing model to staff two engines with one “jump-staffing” the paramedic ambulance; this model would increase supervisory capabilities (two captains per shift, instead of one), allowing for the expansion of the AO/FI Program to include Fire Reserves who would be assigned as the fourth person on each engine. 2 Accreditation: Use a third-party consultant to conduct a joint standard of cover (SOC) study with MB and RB. 3 FD Strategic Goal 6: Authorize HBFD to initiate accreditation and self-assessment based on the Commission for Public Safety Excellence model; this would be a 3 to 5 year process, but could be initiated in 2013. 4 Automatic/mutual aid agreement review and update with MB and RB. 5 Develop a citywide social media policy that enables departments to establish a presence on that platform to deliver timely information to the community. 6 FD, PD, PW and Community Development develop Community Hazards Emergency Response-Capability Assurance Process (CHER-CAP) maps. 7 Begin review and update of emergency operations plan (EOP); update is due in 2014. 8 Develop hazard mitigation plan (this has been shelved due to lack of organizational capacity). 9 Complete Spontaneous Volunteer Annex for inclusion in EOP. 10 Obtain Council support of HBFD’s strategic plan. 11 FD Strategic Plan Goal 2: Develop Community Outreach Plan (COP). Copyright © 2012: Lyle Sumek Associates, Inc. Project 27 12 FD Strategic Plan Goal 4: Develop a Facilities Plan. 13 Address delayed equipment replacement: Ambulance and fire engine. 14 EOC construction, phase 2: Remodel large storage room next to EOC to include restroom facilities, breakout rooms for EOC staff and Council briefings; rest/sleep areas for EOC staff; etc. 15 FD Strategic Plan Goal 1: Improve employee morale. 16 FD Strategic Plan Goal 5: Address decreased ISO score (rating remains a 4, but the department is now 3.72 points from falling to Class 5). Copyright © 2012: Lyle Sumek Associates, Inc. Project 28 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Personnel From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Keeping morale up Explaining increasing benefit costs to employees Repairing areas of the city that need repair in order to prevent liability claims Provide opportunities for employee training in various areas Copyright © 2012: Lyle Sumek Associates, Inc. Project 29 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Personnel Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Insurance Open Enrollment 2 Planning employee events for 2013 Copyright © 2012: Lyle Sumek Associates, Inc. Project 30 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Personnel Please list issues or projects that you would like for the city to address this next year 2013. 1 Implement (re-start) an “Employee of the Month” program Copyright © 2012: Lyle Sumek Associates, Inc. Project 31 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Police From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Increased traffic issues, including potential gridlock. Improved parking control. Increase in transient population. Additional burden of keeping the Community Center safe. Focusing on keeping restaurants and taverns working within their CUP. Need to hire additional police officers. Improving regional and local crime analysis. Additional digital cameras to monitor traffic and crime issues. Copyright © 2012: Lyle Sumek Associates, Inc. Project 32 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Police Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Additional and/or improved digital cameras to monitor traffic and crime issues. Copyright © 2012: Lyle Sumek Associates, Inc. Project 33 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Police Please list issues or projects that you would like for the city to address this next year 2013. 1 A secure police building within City Hall, including a secure area for police and community service vehicles. Copyright © 2012: Lyle Sumek Associates, Inc. Project 34 MAJOR CHALLENGES Hermosa Beach, California December 2012 DEPARTMENT: Public Works From your department’s perspectives, what are the major challenges facing the city over the next 5 years? Retaining and hiring qualified and experience employees. Staffing – lack of staff is challenging for everyone in the department, we are all spending our time simply reacting to circumstances instead of planning our activities in a manner that is more efficient and effective. Only the immediate needs are being addressed and other matters while not pressing are not being completed until absolutely required, for example department policies records management, in depth budget monitoring and analysis, project management/planning, training, and succession planning, staff oversight, oversight of maintenance contracts, etc. If the City does not change course and take corrective measures, negative impacts can have a spillover effect into forward years. Morale – the last several years of the economic downturn have been very challenging for all staff. The two rounds of early retirement/staff reductions have left everyone doing more with less. Furthermore, the lack of planning and/or follow-up evaluation to determine the effects of the early retirement program or the elimination of staff positions has had a disproportionate effect on Public Works. In addition, Staff has witnessed Council targeting fellow employees for public reprimands, discussing wage reductions, and further staff reductions. There has been little or no effort by Council to even express appreciation or support for staff’s additional tasks and effort to deal with all the reductions and extra work. This type of working relationship does not foster employees to seek out additional assignments/challenges and severely undermines staff morale. These conditions also contribute to work-related stress. Employee fatigue due to lack of proper treatment by the City Council and financial setback has caused a negative impact, which must be corrected for the City to advance. Employee fatigue due to increased workload and continuously having to operate at a reactive mode. Maintaining an optimum level of service with a shortness of staff is difficult to achieve and physically/emotionally taxing. Lack of an organization chart and hierarchy in the department. No promotional opportunity for valued or future employees. It is uncertain if the city’s goal is to continue to outsource staff or to hire permanent positions. Copyright © 2012: Lyle Sumek Associates, Inc. Project 35 Lack of training – reduction in training time and budget prevents staff from developing the skills required to keep up with changes and implement new strategies. Lack of staff coverage makes it difficult to schedule training. The City has been operating as status quo for some time and feels that it has become stagnant. Improper budget allocations – we don’t have the time to address this issue but it is critical if future resources are to be used in the most effective manner. For example, allocations have not changed in many years even though changes in the field/staffing have occurred over time. Old software – Landport, permitting, and records management software is outdated. Landport does not provide field staff an efficient way to record their work or the problems they encounter while out in the field. The permitting software does not allow for tracking of plans through Community Development and Public Works. We lack records management software such as timely scanning of plans and other records. Software to manage documents and workflow is crucial to further efficiencies. Lack department software to able to view productivity levels, analyze performance issues, and track service levels. We should continue to invest and expand GIS technologies both in Public Works but also to help support the efforts of other departments. Lacking method to capture customer satisfaction. While complaints are easily reported we lack a way to capture positive feedback. Staff is working very hard with limited resources and meeting the needs of the residents but this is not represented in a concrete way. To study the city’s street sweeping parking restrictions and schedule (citywide) in order to develop efficiencies that may contribute to greater parking access and possible increased revenues. Implementation of trash and marine debris TMDL along with implementation of the new MS4 permit requirements. Increased maintenance and repairs to the Municipal Pier. Foresee increased Staffing shortage or increased workload due to upcoming major private development projects, increased regulatory oversight due to new MS4 permit and Wastewater Discharge requirements, providing support to other departments. ADA Transition Plan Citywide Speed Survey Enforce standards on unpermitted citywide encroachment for ADA compliance, establish and enforce sidewalk accessibility standards. Develop citywide street or right-of-way master plan that develops standards and identity for each street segment or neighborhoods. Copyright © 2012: Lyle Sumek Associates, Inc. Project 36 Management in Progress 2013 Projects and Issues Hermosa Beach, California December 2012 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Beach Restrooms change order for railing is being completed. The project will be going to City Council for Acceptance in December. 2 Time Warner Cable Company, SCE, Gas Company and Water Company are all doing Infrastructural Improvements in the City. These projects are permitted and being monitored for Traffic Control, Clean Up, and Quality Restoration of the City properties including public safety and convenience. 3 Private and Utility Company Improvements plan checking is an on-going task. 4 Public Works Associate Engineer has provided training and coverage for vacant Public Works Inspector position in addition to his assigned tasks. 5 Preparing RFP’s, reviewing proposals, interview, select, and review consultant work and oversee professional service contracts. 6 Ensuring compliances and implementation of the MS4 permit City-Wide. Working with the City’s environmental consultant to develop the City’s new NPDES program in compliance with the recently issued Stormwater Permit. 7 Preforming project management duties as needed for CIP projects. 8 Providing peer review and support to the other staff and departments. 9 Schedule to replace street lights from 27th St. to 35th St. on Hermosa Ave with energy efficient lights. 10 Hermosa View Safe Route to School is advancing on schedule from design phase to construction. 11 Reviewing and revising specifications for contract service contracts to go out to bid Copyright © 2012: Lyle Sumek Associates, Inc. Project 37 12 Preparing specs for Pier restroom door replacement 13 Maintaining work schedules, ordering material, identifying and solving field-related problems 14 Community Center and Clark Field electrical upgrades. Community Center Rewiring project in bidding phase with construction estimated to start in February 2013. 15 City wide sanitary sewer line cleaning 16 Working with Los Angeles County Department of Public Works regarding feasibility of annexing maintenance of the City’s sewer network to their sewer maintenance district 17 Interacting with the adjacent Cities, Blue Zones/Beach Cities Health District, South Bay Bike Coalition to further action on the Aviation Blvd. Bike Study and implementation of bike network in accordance with So. Bay Bike Master Plan and South Bay City’s Livability Plan. 18 Working with Jurisdictional Districts 5 and 6 to solve joint water quality issues in the Santa Monica Bay Watershed. 19 Finding funding opportunities to upgrade the City’s facilities to develop increased energy savings and reduce carbon footprint. 20 Preparing RFP’s for Street Sweeping, Janitorial Services, Landscaping and Sewer Cleaning Services. Contracts to expire in 2013. 21 Project Management of the City’s Measure R Copyright © 2012: Lyle Sumek Associates, Inc. Project 38 INTIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2012 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this next year 2013. 1 Resolve Employees MOU with majorities’ satisfaction as soon as possible. It has taken a toll from the staff. 2 Provide more staffing to tackle budgeted projects to produce good result without compromising the quality of the projects. 3 Hiring recommendation includes Public Works Inspector/Engineering Technician, Engineer, Maintenance Crew, and a clerk typist. Consider the hiring of a purchasing agent to assist city hall staff with procurements, solicitation of bids, etc. Considerable amount of staff time is spent chasing bids, preparing RFP’s, and preparing purchase orders instead of focusing on more crucial and pertinent tasks. 4 Establish a three or five year plan strategic plan. 5 Please address the way City Yard staff salaries are allocated within divisions, it does not reflected the correct percentage per worker and should not be used in determining an accurate account of duties performed and is detrimental when outsourcing is an issue. 6 Assess how the early retirement incentive has disproportionately affected our department 7 Replacing trash cans city wide, replacing Plaza benches and lights 8 Resolve status of the 14th and Strand restrooms. 9 Continue with City wide street light upgrades 10 Have employee paid deductions for health insurance be made before taxes 11 Close City Hall between the Christmas and New Years Holidays. This time period has been historically slow and is challenging for Staff to schedule time off with families. Provide minimum and/or essential Staff levels Copyright © 2012: Lyle Sumek Associates, Inc. Project 39 12 Adopt a paperless policy. 13 Adopt a paperless payroll process (to maximum extent possible). 14 Request suggestions from Staff that result in increased revenues that don’t require increasing fees. Possibly attach a monetary bonus. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 6 CITY OF HERMOSA BEACH VISION 2028 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 City of Hermosa Beach Vision 2028 HERMOSA BEACH 2028 is the Best Little Beach City! (1) Our Hometown Spirit, (2) Our Beach Life Style, (3) Our Eclectic Downtown, (4) Our Vibrant Entry Corridors (5) Our Commitment to Environmental Sustainability, (6) Makes Us Different and Distinct/Sets Us Apart. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Vision 2028 Guiding Principles PRINCIPLE 1 BEST LITTLE BEACH CITY Means 1. Appreciation of diverse, contrasting, relaxed life styles 2. Small, compact city distinct from our neighboring cities 3. Pacific Ocean and our beach serving as the focal point of Hermosa Beach 4. Preservation and celebrating the history and heritage of Hermosa Beach 5. Choice of housing options: residences along the Strand, beach bungalows, multi level homes with great views of the ocean, and residential neighborhoods 6. All feeling welcome in our community 7. Top quality, small hotel(s) for our visitors 8. Place for innovators, champions and iconoclasts to enjoy life 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 PRINCIPLE 2 HOMETOWN SPIRIT Means 1. All generations feel at home and bring energy to our community 2. Neighborhood schools providing top quality, nationally recognized educational programs 3. Residents belong to, are engaged in, and contribute to our community 4. Community and civic organizations contributing to our community 5. Locally owned businesses participate in and contribute to our community 6. Residents feeling and being safe at home and throughout the city 7. Residents knowing and helping their neighbor 8. Small locally owned commercial areas serving the neighborhood 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 PRINCIPLE 3 BEACH LIFE STYLE Means 1. Casual life style: flip flops, shorts, sun tan lotion 2. Residents and visitors value our beach 3. Emphasis on outdoor living and activities 4. Clean beach, clean ocean 5. Strong community events and festivals: some for our residents and some drawing visitors 6. Easy, convenient beach access for all 7. Enjoying the ocean, playing volleyball or walking on our beach 8. The Strand 9. Opportunities to meet people, to socialize and to enjoy sunsets 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 PRINCIPLE 4 ECLECTIC DOWNTOWN Means 1. Unique, locally owned retail shops offering a variety of products 2. Well maintained, attractive public spaces 3. Downtown as a community focal point and destination-near our beach 4. Pedestrian friendly and walkable area 5. Increased day time commercial population with more businesses and offices 6. New Civic Complex and Pier Plaza as anchors for Downtown 7. Locally owned quality dining and entertainment venues 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 PRINCIPLE 5 VIBRANT ENTRY CORRIDORS Means 1. Modern, well designed commercial centers with viable businesses serving the needs of residents and drawing others to Hermosa Beach 2. Attractive, well maintained entrances, streetscapes and medians that signify that you are in Hermosa Beach 3. Expanded commercial tax base 4. Professional and small business office spaces 5. Positive environment for business investment along the corridors 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 PRINCIPLE 6 COMMITMENT TO ENVIRONMENTAL SUSTAINABILITY Means 1. Stewardship of natural resources: beach and living environment 2. Use of alternative energy sources within the City 3. Reduced dependence upon the automobile through the use of alternative transportation modes 4. Bike lanes and sidewalks connecting community destinations 5. Water conservation and reuse throughout the city 6. Hermosa Beach municipality carbon neutral 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 6 CITY OF HERMOSA BEACH VISION 2028 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 City of Hermosa Beach Vision 2028 HERMOSA BEACH 2028 is a Funky Coastal City (1) with a Hometown Spirit (2) HERMOSA BEACH 2028 values Our Beach Life Style (3) and Environmental Sustainability (4) HERMOSA BEACH 2028 has a World Renowned Beach (5) a Quaint Downtown (6) and a Vibrant Pacific Coast Highway Corridor (7) Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Vision 2028 Guiding Principles PRINCIPLE 1 FUNKY COASTAL CITY Means 1. Small beach village distinct from our neighboring cities 2. Choice of housing options: residences along the Strand, beach bungalows, multi level homes with great views of the ocean, and residential neighborhoods 3. Architecturally diverse homes and buildings 4. Pacific Ocean and our beach serving as the focal point of Hermosa Beach 5. Clubs providing top quality live entertainment: music, comedy 6. Appreciation of diverse life styles 7. Preservation and celebrating the history and heritage of Hermosa Beach 8. All feeling welcome in our community 9. Artists, crafters and performers live here and contribute to the quality life in the Hermosa Beach community 10. Destination for great dining Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 PRINCIPLE 1 FUNKY COASTAL CITY Means 11. Top quality, small hotel(s) for our guests 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 PRINCIPLE 2 HOMETOWN SPIRIT Means 1. All family generations feeling welcome 2. Residents feeling and being safe at home and throughout the city 3. Successful community oriented events and festivals bringing residents together 4. Residents knowing and helping their neighbor 5. Neighborhood schools providing top quality, nationally recognized educational programs 6. Residents taking pride in living in and contributing to Hermosa Beach community 7. New residents making Hermosa Beach their "hometown" 8. Amenities and services available for all family generations 9. Affordable housing choices for young families and seniors 10. Community and civic organizations contributing to the Hermosa Beach community Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 PRINCIPLE 2 HOMETOWN SPIRIT Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 PRINCIPLE 3 BEACH LIFE STYLE Means 1. Residents (young and old) placing value on living near the beach 2. Laid back, casual Southern California life style 3. Going surfing, playing volleyball or walking on the beach 4. Abundance of water or beach oriented activities and programs 5. Emphasis on outdoor living and activities 6. Parks with a variety of activity venues and public spaces 7. Quality, safe ocean water 8. Strand for walking, running/jogging, biking 9. Easy, convenient beach access for residents 10. Strong community events and festivals: some for residents and some drawing visitors and guests Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 PRINCIPLE 3 BEACH LIFE STYLE Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 PRINCIPLE 4 ENVIRONMENTAL SUSTAINABILITY Means 1. City, businesses and residents reducing the carbon footprint 2. Preservation of natural resources: beach and living environment 3. Use of alternative energy sources within the City 4. City assisting residents and businesses to making responsible choices 5. Air quality throughout the region 6. Reduced dependence upon the automobile through the use of alternative transportation modes 7. If approved by voters – safe oil drilling with minimal impacts on the environment and the community 8. Natural landscaping with minimal water use 9. New buildings incorporating LEED or equivalent concepts and standards 10. Bike lanes and sidewalks connecting community destinations Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 PRINCIPLE 4 ENVIRONMENTAL SUSTAINABILITY Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 PRINCIPLE 5 WORLD RENOWNED BEACH Means 1. Reputation as one of the "best beaches in the world" 2. Public access to a free beach 3. Major events/competitions held at the beach 4. Residents having a great beach in their "backyard" 5. Clean and safe beach 6. Vendors serving the beach goers 7. Visitors coming to Hermosa Beach as a destination to enjoy the beach 8. Maintaining a top quality beach in the future 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 PRINCIPLE 5 WORLD RENOWNED BEACH Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 13 PRINCIPLE 6 QUAINT DOWNTOWN Means 1. Downtown as a community focal point and destination 2. Unique, locally owned retail shops caring a variety of products 3. Small clubs and entertainment venues providing live entertainment 4. Well maintained, attractive buildings and public spaces 5. Easy access by cars and other modes with convenient, safe parking 6. Pedestrian friendly and walkable area 7. Peaceful, calm atmosphere with minimal negative impacts on the community 8. New Civic Complex with City Hall, Police Headquarters 9. Professional offices and services 10. Increased daytime population with more businesses and offices Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 14 PRINCIPLE 6 QUAINT DOWNTOWN Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 15 PRINCIPLE 7 VIBRANT PACIFIC COAST HIGHWAY CORRIDOR Means 1. Easy, safe east-west connection over Pacific Coast Highway 2. Slower, restricted traffic movement along Pacific Coast Highway 3. Modern, well designed commercial centers with viable businesses serving the needs of residents and drawing others to Hermosa Beach 4. Attractive, well maintained entrances, streetscapes and medians that signify that you are in Hermosa Beach 5. Professional and small business office spaces 6. Demolition of aging strip centers and replacement with mixed-use developments 7. PCH less a community barrier separating east and west 8. Expanded commercial tax base 9. Attraction of new, "right" businesses to the Corridor 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 16 PRINCIPLE 7 VIBRANT PACIFIC COAST HIGHWAY CORRIDOR Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 7 CITY OF HERMOSA BEACH MISSION AND CORE SERVICES Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 City of Hermosa Beach Mission and Core Services The mission of the CITY OF HERMOSA BEACH is to Be Financially Responsible (1) and to Provide 1st Class Municipal Services (2) in a Customer Friendly Manner. (3) through Valued Employees and Volunteers. (4) Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Mission Guiding Principles PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE Means 1. Delivering city services in the most cost effective and efficient manner 2. Providing adequate resources to support defined municipal services and service levels to realize vision and to achieve goals 3. Maintaining financial reserves consistent with City policies and national standards 4. Maintaining debt level consistent with City policies 5. Maintaining and using an effective financial reporting system 6. Working with other governments to reduce the total cost of government 7. Investing in the maintenance and upgrade of City facilities and infrastructure 8. Develop a balanced budget based upon direction and guideline from City Council 9. Maintaining a City government that is affordable for residents 10. Providing residents service value for their tax dollars and fees Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE Means 11. Providing services that meet the expectations of residents and businesses 12. Investing in employees 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 PRINCIPLE 2 PROVIDING 1ST CLASS MUNICIPAL SERVICES Means 1. Defining and prioritizing City services and levels of service 2. Listening to and understanding the needs of City residents and businesses 3. Provide a professional response to a call for service: emergency or nonemergency 4. Knowing and applying when appropriate "best practices" to the City 5. Looking for ways to improve service delivery or to increase productivity 6. Serving as a model for other municipalities 7. Evaluating the performance and being accountable for the results 8. Recognizing others as the standard of quality for municipal services 9. Measuring services and performance benchmarks and metrics 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 PRINCIPLE 2 PROVIDING 1ST CLASS MUNICIPAL SERVICES Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 PRINCIPLE 3 CUSTOMER FRIENDLY MANNER Means 1. Listening to and knowing your customer 2. Delivering services in a friendly, caring and courteous manner 3. Looking for ways to say "yes" 4. When having to say "no", helping the customer to understand 5. Evaluating level of customer satisfaction 6. Learning new skills and techniques to better serve the customer 7. Helping the customer to find the person who can help or solve the problem 8. Presenting a positive image for the City 9. Going the extra mile to help the customer 10. Providing services with a smile Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 PRINCIPLE 3 CUSTOMER FRIENDLY MANNER Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 PRINCIPLE 4 VALUED EMPLOYEES AND VOLUNTEERS Means 1. Working as a City Team 2. Hiring and retaining a top quality City workforce and volunteers 3. Investing in our City workforce and volunteers 4. Having a workforce dedicated to serving Hermosa Beach 5. Maintain competitively compensated workforce based upon the market and the capacity of the community to pay 6. Providing training and professional development opportunities for the City workforce and volunteers 7. Defining performance expectations and standards linked to compensation 8. Being accountable for decisions, actions and service delivery 9. Valuing and recognizing the contribution and performance of volunteers 10. Maintaining a positive work environment that encourages a sense of purpose, autonomy and fun Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 PRINCIPLE 4 VALUED EMPLOYEES AND VOLUNTEERS Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 City of Hermosa Beach City Services Responsibilities 1. Enforce laws, ordinances and codes 2. Plan for the City’s future development and growth 3. Act as a steward of the natural resources and environment 4. Maintain, patrol the beach 5. Respond to emergency calls for service 6. Design, build, maintain streets and sidewalks 7. Design, build, maintain parks 8. Collect wastewater 9. Maintain a safe community 10. Develop recreation and leisure programs 11. Plan for, support community events and festivals 12. Facilitate economic growth and private investment 13. Manage traffic flow 14. Provide special collections (hazardous materials) 15. Provide support to community based organizations 16. Permit, inspect new construction 17. Provide public and community information 18. Provide emergency medical services and transport Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 19. Market Hermosa Beach 20. Patrol the community 21. Regulate land uses and development 22. Manage storm water system 23. Collect, dispose, recycle solid waste 24. Plan, manage parking: structure, lots, and on street 25. Coordinate with regional organizations and agencies 26. Provide non emergency calls for service 27. Provide community risk reduction 28. 29. 30. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 13 City of Hermosa Beach Our Service Businesses Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 14 City of Hermosa Beach Our Customers 1. Residents - Full Time 2. Residents - Part Time 3. Property Owners 4. Locally Owned Businesses 5. National Businesses 6. Perspective Businesses 7. Developers 8. Builders 9. Design Professionals 10. Utility Companies 11. Visitors 12. Day Trippers 13. Tenants 14. School District 15. Community/Civic Organizations 16. N.G.O. 17. Non Profit Organizations 18. Churches Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 15 City of Hermosa Beach Our Customers 19. People Pass Through 20. Criminals 21. Homeless 22. Seniors 23. Dog Owners 24. Beach Goers 25. Volleyball Players 26. Event Goers 27. Fisherman 28. Club Goers 29. Bicyclists 30. Pedestrians 31. Surfers 32. Transient Businesses 33. Oil Company 34. 35. 36. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 7 CITY OF HERMOSA BEACH MISSION AND CORE SERVICES Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 City of Hermosa Beach Mission and Core Services The mission of the CITY OF HERMOSA BEACH is to Be the Best Little Beach City by Being Financially Responsible (1) and Providing 1st Class Municipal Services (2) in a Customer Friendly Manner. (3) Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Mission Guiding Principles PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE Means 1. Delivering city service in the most cost effective and efficient manner 2. Providing adequate resources to support defined municipal services and service levels 3. Maintaining financial reserves consistent with city policies and national standards 4. Maintaining debt level consistent with city policies 5. Developing and using an effective financial reporting system 6. Working with other governments to reduce the total cost of government 7. Investing in the maintenance and upgrade of City facilities and infrastructure 8. Develop a balanced budget based upon direction and guideline from City Council 9. Maintaining a city government that is affordable for residents 10. Providing residents service value for their tax dollars and fees Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 PRINCIPLE 2 PROVIDING 1ST CLASS MUNICIPAL SERVICES Means 1. Defining and prioritizing City services and levels of service 2. Listening to and understanding the needs of City residents and businesses 3. Provide a professional response to a call for service: emergency or nonemergency 4. Knowing and applying when appropriate "best practices" to the City 5. Looking for ways to improve service delivery or to increase productivity 6. Serving as a model for other municipalities 7. Evaluating and rewarding the performance of staff and being accountable for the results 8. Valuing and maintaining a top quality City workforce dedicated to serving the Hermosa Beach community 9. Working as a City team with Council and Staff and between departments without departmental silos 10. Recognized by others as the standard of quality for municipal services Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 PRINCIPLE 2 PROVIDING 1ST CLASS MUNICIPAL SERVICES Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 PRINCIPLE 3 CUSTOMER FRIENDLY MANNER Means 1. Listening to and knowing your customer 2. Delivering services in a friendly, caring and courteous manner 3. Looking for ways to say "yes" 4. When having to say "no", helping the customer to understand 5. Evaluating level of customer satisfaction 6. Learning new skills and techniques to better serve the customer 7. Helping the customer to find the person who can help or solve the problem 8. Presenting a positive image for the City 9. Going the extra mile to help the customer 10. Providing services with a smile Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 PRINCIPLE Means 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 City of Hermosa Beach Core City Services 1. Enforce laws, ordinances and codes 2. Plan for the City future development and growth 3. Preserve natural resources and environment 4. Maintain, patrol the beach 5. Respond to emergency calls for service 6. Design, build, maintain streets and sidewalks 7. Design, build, maintain parks 8. Collect wastewater 9. Maintain a safe community 10. Develop recreation and leisure programs 11. Plan for, support community events and festivals 12. Facilitate economic growth and private investment 13. Manage traffic flow 14. Provide special collections (hazardous materials) 15. Provide support to community based organizations 16. Permit, inspect new construction 17. Provide public and community information 18. Provide emergency medical services and transport Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 19. Market Hermosa Beach 20. Patrol the community 21. Regulate land uses and development 22. Manage storm water system 23. 24. 25. 26. 27. 28. 29. 30. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 City of Hermosa Beach Our Service Businesses Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 City of Hermosa Beach Our Customers Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 13 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 20 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Objectives PRIORITY Objective 1 Valued and maintained a top quality workforce dedicated to serving the Hermosa Beach community Objective 2 Increased teamwork among City departments Objective 3 Upgraded City infrastructure: streets, sidewalks, sewer collection system Objective 4 Developed new Civic Center: City Hall and Police Headquarters Objective 5 Better informed residents about City government: finances, services and programs, facilities Objective 6 Maintained a high level of customer satisfaction with City services Objective 7 Appropriately involving residents in the governance process Objective 8 Easier access to City services through technology Objective 9 Competitively compensated workforce based upon the market and the capacity of the community to pay Objective 10 New City facilities funded for ongoing maintenance and staffing Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 21 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 22 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Means to Residents PRIORITY 1. Service value for tax dollars and fees 2. Convenience through easier access to information and services through the Internet 3. City employees sensitive to the needs and feeling of you as a customer 4. Reliable delivering of City service 5. Timely response to a call for service 6. Consistent response for the City 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 23 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Challenges and Opportunities Priority 1. Aging city workforce 2. Increasing residents expectations and service "demands" 3. Responding in a world of instant: communications and response 4. Finding the next generation of public employees who have a service value 5. Aging City infrastructure needing major maintenance and repair 6. Working with other governmental partners on infrastructure and service delivery 7. Old City Hall needing replacement 8. Employee expectations for salaries and benefits 9. Organization traditions and customs 10. Staff capacity vs. the demands for services in light of cutbacks during recent years Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 24 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Challenges and Opportunities PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 25 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Actions 2013 – 2018 PRIORITY 1. Street Paving Program: Direction, Funding 2. Sewer Replacement Program: Direction, Funding 3. Strategic Plan: Development, Ongoing Process 4. Storm Water Diversion Plan: Development 5. Permits on Line: Development 6. Policy Discussion of Outsourcing of City Service: Evaluation, Direction 7. Police Chief: Selection 8. Organization Structure and Performance Review/Plan: Process, Completion Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 26 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Actions 2013 – 2018 PRIORITY 9. Recreation Programs: Needs Assessment, Program Evaluation, Direction, City Role 10. Public Information and Communications: Action Plan 11. Cable to New Zealand: Advocacy 12. City Facilities: Condition Assessment, Options, Direction, Funding 13. Fire District: Evaluation, Partners, Direction 14. Tax Rate: Review, Direction Oil Ballot Measure for 2014: Preparation 15. New Civic Center Plan: Development 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 27 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 28 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Actions 2013 – 2018 PRIORITY 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 1 SECTION 8 CITY OF HERMOSA BEACH PLAN 2013 – 2018 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 2 City of Hermosa Beach Goals 2018 FINANCIALLY SOUND CITY GOVERNMENT (1) MORE LIVABLE, SUSTAINBLE COASTAL CITY (2) HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES (3) ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR (4) Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 3 City of Hermosa Beach Goals 2018 Worksheet IMPORTANCE Personal Team 1. FINANCIALLY SOUND CITY GOVERNMENT 2. MORE LIVABLE, SUSTAINBLE COASTAL CITY 3. HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES 4. ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR 5. 5x 6. 6x 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 4 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Objectives PRIORITY Objective 1 Prioritized service levels and reduced the cost of service delivery Objective 2 Adequate resources to support defined City services and service levels Objective 3 Maintained the financial reserves consistent with City policies Objective 4 Delivered services in the most cost effective manner by valuing employees Objective 5 Partner with others for reduced delivery costs or greater productivity Objective 6 Maintained a low tax rate Objective 7 Maintained financial reserves consistent with City policies Objective 8 Increased cost recovery from fees for City services Objective 9 Objective 10 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 5 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 6 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Means to Residents PRIORITY 1. City acting as responsible stewards of the City's resources 2. Value for their tax dollars and fees 3. Keeping Hermosa Beach an affordable place to live 4. City service delivered in an efficient manner 5. City working with others to improve service delivery or expand resources 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 7 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Challenges and Opportunities PRIORITY 1. Potential oil liability and informing residents of environmental, economic and community trade-offs of vote 2. Anti tax, anti government attitude of some residents 3. State of California and their actions impacting services and finances 4. Rising costs of doing business: raw materials, quality staff, healthcare, supplies 5. Costs of labor contracts (2015) 6. Helping residents to understand and appreciate City finances, services and value 7. Increasing demands for City services 8. Determining service and project priorities 9. Potentially flat revenues for the City 10. Determining who should pay and how much Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 8 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Challenges and Opportunities PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 9 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Actions 2012 – 2018 PRIORITY 1. Labor Negotiations and Contract (3) 2. EIR for Oil Drilling 3. Long Term Employee Cost Analysis and Plan: Evaluation, Direction 4. Tax Rate: Review, Direction 5. Five Year Financial Plan with Projections: Assumptions, Development 6. Policy Discussion of Outsourcing of City Service: Evaluation, Direction 7. Credit Card Parking Meters: Conversion 8. City Financial Policies: Review, Direction Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 10 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Actions 2012 – 2018 PRIORITY 9. Organization Structure and Performance Review/Plan: Process, Completion 10. City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget 11. Reserve Policy: Direction 12. Recreation Programs Fee Structure: Direction 13. Employee Salaries and Benefits Policy: Review, Market Analysis, Direction, Funding 14. Oil Ballot Measure for 2014: Preparation 15. Alternative Revenue Sources: Study, Direction 16. Pay for Performance System: Development Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 11 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 12 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Objectives PRIORITY Objective 1 Reduced City carbon footprint Objective 2 Finalized plans for the City's future Objective 3 Expanded recreation and leisure opportunities for all family members Objective 4 Upgraded quality of the housing stock: meeting City codes Objective 5 Expanded housing options, particularly for seniors Objective 6 Calmer, safe late night Downtown Objective 7 Maintained a safe community Objective 8 Increased use of alternative energy sources Objective 9 Improved mobility for bikes and pedestrians Objective 10 Maintained strong community events and festivals with high level of resident involvement Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 13 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Objectives PRIORITY Objective 11 Retained neighborhood schools offering quality educational programs Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 14 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Means to Residents PRIORITY 1. More reasons to live in Hermosa Beach 2. Feeling and being safe anywhere, any time of day 3. Protection of property and home values 4. Green City acting as a responsible environmental steward 5. Choices of quality homes for ownership or rental 6. More opportunities for leisure activities close to home 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 15 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Challenges and Opportunities PRIORITY 1. Changing recreational patterns among different family generations 2. Addressing effective problems associated with later night life 3. Competing priorities for attention and funding 4. Defining "green" and the responsibilities of the City, businesses and residents 5. Personal property rights vs. community benefits 6. Traffic volume and flow, and street capacity 7. Defining the City's role and responsibilities 8. Lack of City control of major highways 9. Limited land available 10. Aging housing stock needing modernization and upgrade Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 16 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Challenges and Opportunities PRIORITY 11. Growing senior population with growing service needs and expectations 12. Resistance to change in the community and among residents 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 17 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 1. General Plan: Update 2. Local Coastal Plan: Update 3. Night Life Policy Discussion: Evaluation of Enforcement Priority, Direction 4. Local Bus System for Residents: Evaluation, Direction 5. Community Theater: Direction 6. Lots A-B-C Pay: Direction 7. Neighborhood Schools Strategy: Development (with the School District) 8. Recreation Programs: Needs Assessment, Program Evaluation, Direction, City Role Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 18 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 9. Crime Reduction Action Plan: Analysis, Development 10. Carbon Neutral Action Plan: Development 11. Bike Plan: Implementation (including Bike Lanes) 12. Community Gardens Expansion: Direction, City Role 13. City Sustainability Plan: Implementation, Specific Actions, Funding 14. Clean Energy Plan: Development, Actions, Funding 15. 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 19 GOAL 2 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 20 GOAL 3 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES Objectives PRIORITY Objective 1 Valued and maintained a top quality workforce dedicated to serving the Hermosa Beach community Objective 2 Increased teamwork among City departments Objective 3 Upgraded City infrastructure: streets, sidewalks, sewer collection system Objective 4 Developed new Civic Center: City Hall and Police Headquarters Objective 5 Better informed residents about City government: finances, services and programs, facilities Objective 6 Maintained a high level of customer satisfaction with City services Objective 7 Appropriately involving residents in the governance process Objective 8 Easier access to City services through technology Objective 9 Competitively compensated workforce based upon the market and the capacity of the community to pay Objective 10 New City facilities funded for ongoing maintenance and staffing Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 21 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 22 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Means to Residents PRIORITY 1. Service value for tax dollars and fees 2. Convenience through easier access to information and services through the Internet 3. City employees sensitive to the needs and feeling of you as a customer 4. Reliable delivering of City service 5. Timely response to a call for service 6. Consistent response for the City 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 23 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Challenges and Opportunities Priority 1. Aging city workforce 2. Increasing residents expectations and service "demands" 3. Responding in a world of instant: communications and response 4. Finding the next generation of public employees who have a service value 5. Aging City infrastructure needing major maintenance and repair 6. Working with other governmental partners on infrastructure and service delivery 7. Old City Hall needing replacement 8. Employee expectations for salaries and benefits 9. Organization traditions and customs 10. Staff capacity vs. the demands for services in light of cutbacks during recent years Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 24 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Challenges and Opportunities PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 25 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 1. Street Paving Program: Direction, Funding 2. Sewer Replacement Program: Direction, Funding 3. Strategic Plan: Development, Ongoing Process 4. Storm Water Diversion Plan: Development 5. Permits on Line: Development 6. Policy Discussion of Outsourcing of City Service: Evaluation, Direction 7. Police Chief: Selection 8. Organization Structure and Performance Review/Plan: Process, Completion Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 26 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 9. Recreation Programs: Needs Assessment, Program Evaluation, Direction, City Role 10. Public Information and Communications: Action Plan 11. Cable to New Zealand: Advocacy 12. City Facilities: Condition Assessment, Options, Direction, Funding 13. Fire District: Evaluation, Partners, Direction 14. Tax Rate: Review, Direction Oil Ballot Measure for 2014: Preparation 15. New Civic Center Plan: Development 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 27 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 28 GOAL 3 MORE LIVABLE, SUSTAINBLE COASTAL CITY Actions 2013 – 2018 PRIORITY 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 29 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Objectives PRIORITY Objective 1 More new businesses (retail/restaurants/offices) in Downtown Objective 2 More hotels for guests and visitors Objective 3 Expanded retail opportunities within Hermosa Beach Objective 4 More attractive Pacific Coast Highway corridor Objective 5 Increased number of profession service buildings and office space Objective 6 Elimination of some aged strip commercial centers Objective 7 Development of new mixed-use development: commercial and resident Objective 8 More quality businesses along Pacific Coast Highway corridor Objective 9 Maintained the diverse architectural character in new developments and buildings Expanded the commercial tax base within Hermosa Beach Objective 10 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 30 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 31 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Means to Residents PRIORITY 1. Protection/enhancement of property values 2. Private sector investing in upgrading Hermosa Beach 3. More quality restaurant and retail choices within the City 4. Attractive community that you call home 5. Alternative housing choices beyond single family homes 6. More reasons to go enjoy a revitalized Downtown 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 32 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Challenges and Opportunities PRIORITY 1. Increasing business investment during the slow economic recovery 2. Complexity of redevelopment over new development 3. Unattractive Pacific Coast Highway - gateway to Hermosa Beach 4. Downtown needing revitalization and a "face lift" 5. Maintaining Hermosa Beach's funky beach community feeling 6. Adapting standard designs to Hermosa Beach 7. Limited options for redeveloping Pacific Coast Highway 8. Defining the City's role in economic growth and community redevelopment 9. Competition from neighboring cities: office space, retail, restaurants, and entertainment 10. Few funding options for redevelopment Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 33 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Challenges and Opportunities PRIORITY 11. Working with property owners and businesses 12. Agreeing on the future vision for Hermosa Beach 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 34 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Actions 2013 – 2018 PRIORITY 1. Pacific Coast Highway Plan: Development 2. Aviation Highway Plan: Development 3. Area Specific Master Plan for Downtown: Development 4. Business Incentives and Fee Waivers Policy: Development 5. Mermaid Property/Plaza: Development 6. Downtown Hotel: Development 7. Artesia/Pacific Coast Highway Large Parcel: Development 8. Bridge over Pacific Coast Highway Study: Completion Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 35 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Actions 2013 – 2018 PRIORITY 9. Overall City Economic Development Policy and Framework: City Role, Policy Framework, Tool Kit for Economic Development 10. Major Corridor Beautification Plan: Development 11. City Fleet Policy and Master Plan: Development (including Electric Vehicles) 12. Boutique Hotel: Development 13. 14. 15. 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 36 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND PCH CORRIDOR Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 37 GOAL Objectives PRIORITY Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 38 GOAL Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 39 GOAL Means to Residents PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 40 GOAL Challenges and Opportunities PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 41 GOAL Challenges and Opportunities PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 42 GOAL Actions 2013 – 2018 PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 43 GOAL Actions 2013 – 2018 PRIORITY 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 44 GOAL Actions 2013 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 45 GOAL Objectives PRIORITY Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 46 GOAL Objectives PRIORITY Objective 11 Objective 12 Objective 13 Objective 14 Objective 15 Objective 16 Objective 17 Objective 18 Objective 19 Objective 20 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 47 GOAL Means to Residents PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 48 GOAL Challenges and Opportunities PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 49 GOAL Challenges and Opportunities PRIORITY 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 50 GOAL Actions 2013 – 2018 PRIORITY 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 51 GOAL Actions 2013 – 2018 PRIORITY 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 52 GOAL Actions 2012 – 2018 PRIORITY 17. 18. 19. 20. 21. 22. 23 24. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121203 53 GOAL Actions 2012 – 2018 PRIORITY 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 9 ACTION AGENDA 2013 Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 2 Definitions of Terms POLICY – is an issue that needs direction or a policy decision by the Council; or needs a major funding decision by the Council; or an issue that needs Council leadership by the governing body in the community; or with other governmental bodies (county government, other city governments, state government, federal government) – questions of “WHAT: IS THE DIRECTION; IS THE GOAL; IS THE BUDGET OR RESOURCES; IS THE CITY'S POLICY OF REGULATION?” MANAGEMENT – a management action which the Council has set the overall direction and provided initial funding (e.g. phased project), may require further Council action on funding; or a major management project particularly multiple years (e.g. upgrade to the information system) – questions of “HOW: DO WE ADDRESS THE ISSUE, MANAGE THE CITY; IMPLEMENT A DECISION OR PROGRAM; CAN WE IMPROVE THE MANAGEMENT OR ORGANIZATIONAL PROCESS?” MANAGEMENT IN PROGRESS – a management or organization action which Council has set the direction; needs staff work before going to Council for direction next year or beyond; no choice mandated by an outside governmental agency or institution; management process improvement budgeted or funded by the Council. MAJOR PROJECT – a capital project funded in the CIP or by Council action which needs design or to be constructed (e.g. Road project, city facility project, park project, etc.). ON THE HORIZON – an issue or project that will not be addressed during the year by management or the Council but should be addressed in the next five years; it could become an action item for this year if another party moves the issue or project forward-it depends on them. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 3 Policy Agenda 2013 Targets for Action TOP PRIORITY HIGH PRIORITY Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 4 Policy Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 5 Policy Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 6 Policy Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 7 Management Agenda 2013 Targets for Action TOP PRIORITY HIGH PRIORITY Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 8 Management Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 9 Management Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 10 Management Agenda 2013 Targets for Action PRIORITY PRIORITY TOP HIGH 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 11 Management in Progress 2013 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 12 Major Projects 2013 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 13 Action Outlines 2013 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 14 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 15 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 16 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 17 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 18 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 19 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 20 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 21 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 22 TARGET PRIORITY Key Issues Actions Time Responsibility: TARGET PRIORITY Key Issues Actions Time Responsibility: Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 23 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 24 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2013: Lyle Sumek Associates, Inc. Project 121202 25 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 Governance Topics City of Hermosa Beach Mayor and City Council 1. Use of Strategic Plan 2. Council Agenda and Information: More User Friendly 3. Expectations: Mayor, Councilmembers, City Manager 4. Code of Conduct and Civility: Respect, Courteous, Being Prepared, No Personal Attacks 5. Operating Protocols: Guidelines for Mayor/City Council and City Manager 6. Speaking for the City 7. Supporting Council Decisions/Direction and City Policies 8. Staffing Informing Council: No Surprises 9. Interaction with Staff Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 1 SECTION 10 GOVERNANCE: MAYOR AND CITY COUNCIL IN ACTION Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 2 Governance Topics Town of Ocean City Mayor and City Council 1. Use of Strategic Plan 2. Council Agenda and Information: More User Friendly 3. Expectations: Mayor, Councilmembers, City Manager 4. Code of Conduct and Civility: Respect, Courteous, Being Prepared, No Personal Attacks 5. Operating Protocols: Guidelines for Mayor/City Council and City Manager 6. Speaking for the City 7. Supporting Council Decisions/Direction and City Policies 8. Staffing Informing Council: No Surprises 9. Interaction with Staff Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 3 Mayor and City Council Success and Image Mayor and City Council Success means . . . Mayor and City Council Image means . . . Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 4 House Rules Our Code of Conduct Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 5 Mayor and City Council Protocols Operating Guidelines for City Council and City Manager Protocol 1 Simple Information Protocol 2 Research on a Topic Protocol 3 Citizen Service Request Protocol 4 Agenda A. Placing an item B. Question on item Protocol 5 Urgent Information Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 6 Protocol 6 Communications: Council and Staff Protocol 7 Employee Contact A. Employee initiated B. Council initiated Protocol 8 Email Protocol 9 Representative/Liaison Protocol 10 Work/Study Sessions Protocol 11 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 7 Protocol 12 Protocol 13 Protocol 14 Protocol 15 Protocol 16 Protocol 17 Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 8 Expectations and Actions Mayor Expectations Actions Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 9 Expectations and Actions City Council Expectations Actions Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 10 Expectations and Actions City Manager Expectations Actions Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 11 Policy Discussion Guide THINK ABOUT . . . Is it Consistent with OUR VISION Does it Contribute to Achieving OUR GOAL? Is it a RESPONSIBILITY OF THE CITY? Does it ADD VALUE TO CITIZEN’S LIVES? Is it BEST FOR OUR CITY? (AVOID STARTING WITH SOLUTIONS/ACTIONS) FOCUS ON . . . 1. Problem(s) 2. Issues/Concerns 3. Outcomes 4. Parameters/Guidelines for Policy Development 5. Expectations Copyright © 2012: Lyle Sumek Associates, Inc. Project 121202 12 Work Session – Typology WORK SESSION TYPE I PRE-REPORT WORK SESSION TYPE II DRAFT REPORTS WORK SESSION TYPE III BRIEFING Provide direction and guidance on major issues before staff analysis and report preparation Refine proposed reports and recommendations prior to formal presentation and action Brief Mayor and City Council on major issues, upcoming opportunities and operational matters TOPICS: TOPICS: TOPICS: 1. Define the Problems 1. Present Background Information 1. Present Background 2. Identify Issues 2. Review and Highlights of Analysis and Options 2. Discuss Topics 3. Establish Parameters and Guidelines 3. Review and Refine Recommendations 3. Explore City’s Role or Need for Action 4. Focus on Possible Outcomes 4. Finalize Desired Goals and Outcomes 4. Focus on Overall Policy Direction and Guidelines 5. Outline Process and Possible Next Steps 5. Outline Next Steps 6. Decide Whether or Not Worth Pursuing