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HomeMy WebLinkAbout01/03/14&01/04/14 AGENDA ADJOURNED REGULAR MEETING HERMOSA BEACH CITY COUNCIL Friday, January 3, 2014 and Saturday, January 4, 2014 8:00am to 5:00pm 1315 Valley Drive, Hermosa Beach, CA Council Chambers Friday, January 3, 2014 - 8:00am to 5:00pm CALL TO ORDER ROLL CALL PUBLIC COMMENT: This time has been set aside for members of the public to address the City Council on Closed Session items. 8am – 10am GOVERNANCE 10am – 12pm INTRODUCTIONS & PROTOCOLS/OPERATING GUIDELINES  COMMUNICATIONS – HISTORY AND OPTIONS  ROLES  COUNCIL MEETINGS Noon – 4pm WORKING LUNCH - ISSUE PAPERS ECONOMIC DEVELOPMENT FIRE AND POLICE STUDY UPDATE SEWERS STORM WATER PCH/AVIATION PROPOSED OIL PROJECT – PROCESS UPDATE SOUTH PARK DESIGN GENERAL PLAN CARBON NEUTRALITY CIVIC ISSUE TRACKING SERVICE LEVELS 4pm – 5:30pm COMMUNITY DIALOGUE – QUALITY OF LIFE AND FINANCE INPUT ADJOURNMENT to Saturday, January 4, 2014 at 8:00am Saturday, January 4, 2014 - 8:00am to 5:00pm CALL TO ORDER ROLL CALL PUBLIC COMMENT: This time has been set aside for members of the public to address the City Council on Closed Session items. 8am – 5pm VISION AND GOAL REFINEMENT ADJOURNMENT 1.4 square miles of “The Best Little Beach City” Quality of Life in Hermosa Beach Community Dialogue Committee December 3, 2013   Commi%ee  Members:   Mike  Collins   Julian  Katz   Julie  Hamill  Koch   Louisa  Cushman   Andrea  Valcourt   The  Commi%ee’s  Challenge    Answer  the  following  ques:ons   • Why  did  you  move  to  Hermosa  Beach  and  what  keeps  you   here?   • What  are  the  community’s  (the  people’s)  strengths  and   weaknesses?   • What  are  the  city’s  (the  government’s)  strengths  and   weaknesses?   • What  are  the  city’s  (the  environment’s)  strengths  and   weaknesses?   • What  would  make  you  leave?   • How  are  these  things  linked  together?   • What  do  you  hope  Hermosa  Beach  will                be  like  in  20  years?   Physically,  Hermosa  Beach  lives  up  to                      its  slogan…”the  best  li%le   beach  city.”     • The  beach  is  broad  and   clean   • The  ocean  water  is  clean  (A +  from  Heal  the  Bay)   • The  air  is  fresh  and  clean   • When  the  fog  rolls  in  you   can  hear  the  fog  horn   • The  city  is  only  1.4  miles   square   • But,  there  is  more  to  living   here…   Hermosa  is  a  clean  city     • Beach  maintenance  is  done  regularly.   • Our  streets  are  clean,  our  downtown  sidewalks  create  an  interes:ng  dialogue.   • Storm  water  basins  help  keep  contaminates  and  debris  out  of  the  ocean.   • Businesses  are  regulated  to  properly  dispose  of  oil  and  other  contaminates.   Reputa:on  for  being  a  small-­‐town,   friendly  beach  community     • Surfing,  swimming,  walking,  and  volleyball  bring  like-­‐minded  people  together   • Rollerblading,  biking,  jogging,  and  walking  keep  folks  talking   • Pier  Avenue,  with  its  sidewalk  dining,  promotes  camaraderie   • Art  shows  and  music  fes:vals  draw  the  people  out  of  their  homes   • Movies  in  the  Park  bring  families  together   Reputa:on  for  being  a  party  town     • Bars  a%ract  a  party  crowd   • Early  20’s  crowd  rent  in  the  south  end,  sharing  houses  or  apartments   • Late  night  patrons  are  disrup:ve  and  destruc:ve   Hermosa  is  health  conscious     • People  walk,  jog  and  bike  for  exercise,  and  to  get  from  place   to  place   • The  city  joined  the  Beach  CiNes  Health  District’s  Blue  Zone   Project   • Hermosa  was  the  first  South  Bay  city  to  be  cerNfied  as  a  Blue   Zone  city   • The  city  enhanced  the  Green  Belt  with  workout  staNons.   • The  city  maintains  several  large  and                small  parks   • CiNzens  shop  at  the  Farmers  Market   • Children  and  adults  get  exercise                playing  all  sports   Accessible  city  government     • Council  meeNngs  are  open  to  the  public  and  available  on  TV   • City  council  members  provide  office  hours   • The  council  provides  opportuniNes  for  public  input  on  major  issues   • Teenagers  asked  for  and  received  a  skate  park   • People  wanted  a  community  garden  and  that  is  in  process   • The  city  has  a  bike  plan  but  has  not  added  a  bikeway  in  four  years   Hermosa  is  a  safe  city     • Police  respond  quickly  to  calls   • The  crime  rate  is  one  of  the  lowest   • Businesses  put  products  and  produce  on  the   sidewalks,  without  supervision   • People  walk  safely  about  the  city   Hermosa  is  a  green  city     • A  major  city  goal  is  for  a  carbon  neutral  footprint   • The  city  received  awards  for  green  acNviNes   • Council  provided  storm  drain  filtraNon  systems   • Smoking  is  banned  citywide,  including  the  beach,   but  it  is  not  enforced   • Styrofoam  food  containers  are  banned   • Our  Lady  of  Guadalupe  church  uses  solar  panels   for  its  energy  source   Hermosa  schools  are  some  of  the  best     • The  schools  test  in  the  top  10  percenNle   • Parents  and  teachers  collaborate  and  support   the  students   • The  community  parNcipates  in  major   fundraisers  to  offset                  state  shor[alls     Hermosa  is  a  small,   scenic  town     • Zoning  keeps  building  heights   at  30  feet   • The  town  has  kept  historic   buildings     • MansionazaNon  has  not   become  a  priority   • There  are  original  clapboard   beach  co]ages  and  newer   “beach-­‐type”  homes   • The  city  conNnues  to  maintain   streets  and  infrastructure   Hermosa  has  involved  ci:zens     • People  par:cipate  at  council  mee:ngs  and  commi%ees   • Ci:zens  join  Leadership  Hermosa  and  make  a  difference   • Folks  volunteer  at  schools  and  philanthropic  organiza:ons   • Ci:zens  and  the  council  collaborate  on  the  latest  technology  and  products   • Local  business  owners  are  working  with  the  city  to  a%ract  new  businesses   Hermosa  wants  to   maintain  its  unique   character     • Maintain  or  enhance  current  building  limits   • Limit  large  developments  and/or  “big  box”  stores   • Recruit  small,  green  businesses   • Work  with  the  school  district  to  maintain  and  improve  schools   • The  Council,  police,  and  business  are  partnering  to  reduce  late  Plaza  acNviNes   • Increase  children’s  beach  play  areas  by  adding  swings  and  slides   • Encourage  arNst  development  such  as  an  art  district   Hermosa  wants  to  maintain  unique   character  without  added  cost   • ConNnue  having  a  balanced  budget.    No  debt.   • InvesNgate  whether  regionalizing  services  would  be  beneficial   • Encourage  volunteerism  for  projects,  adopt-­‐a  grandparent  for   schools   • Enlist  colleges/universiNes  to  invest  in  technology  projects  here   • Seek  out  movie/TV  filming  projects   • ConNnue  to  apply  for  grants   • CiNzens  and/or  businesses  donate  roof  tops  for  solar  to  benefit   the  city  and  schools   • Rent  out  city  faciliNes  to  private  and/or  philanthropic  events   • Implement  a  strategy  to  a]ract  businesses  that  ciNzens  want   Hermosa  Beach  20     years  from  now   • The  city  a]racts  families  and  small  businesses  to  its  safe  streets.   • Hermosa  is  profitable,  with  small  businesses  as  its  base.   • The  city  has  maintained  its  small  town  feel  and  kept  large   structures  at  a  minimum.   • Hermosa  Beach’s  PCH  and  AviaNon  corridors  are  thriving.   • Pier  Plaza  is  a  more  family-­‐friendly  place,  with  limited  rowdy   night  life.   • Hermosa  Beach  is  a  model  green  beach  city.   • Hermosa  is  a  consultant  to  other  ciNes,  which  want  posiNve   change.   Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 1 LEADERSHIP AND TEAMWORK: INSIGHTS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 Leaders’ Dilemma by Lyle J. Sumek DILEMMA: How did we end up HERE? Leaders create HERE by their decisions, indecisions or non-decisions. Leaders are responsible for defining HERE, the vehicle to take you to HERE and the route to get to HERE. Leaders have a choice: to intentionally create HERE or to react to each situation that then defines HERE. Leaders intentionally shape HERE through a Strategic Plan, which defines HERE as a value-based future vision, defines the vehicle to take you to HERE as the government's mission and services and the route/map to HERE as a plan for five years with milestones. Leaders take the trip/journey to HERE through a Strategic Process, which is using the Strategic Plan to guide daily decisions and actions. Leaders demonstrate the courage to confront the true realities facing them, and to have candid discussions of options and differences as they define HERE. Leaders use their judgment and make difficult decisions to implement the Strategic Plan by setting the direction and policies, by defining expectations, by raising the revenues, by allocating resources to build the road to HERE. Leaders exercise their influence to mobilize community support even in light of personal agendas and strong opposition to HERE because it is the right HERE for the community. Leaders encounter the unforeseen during the trip to HERE - unanticipated events happen, unintended consequences occur, environments change, opportunities emerge. Leaders evaluate the unforeseen and make adjustments to get to HERE learning from setbacks and remaining nimble and resilient. Leaders end up HERE: either a great trip with successful outcomes or ask: how did we get HERE. REALITY: Leaders did it themselves and are responsible for HERE. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 GREAT CITIES = G – R – E – A – T Teams by Lyle J. Sumek Cities are comprised of many teams – teams that govern, teams that manage and teams that provide service. GREAT CITIES require G-R-E-A-T TEAMS. Goals: GREAT TEAMS have Goals that define a unifying purpose which brings people together, explains "winning" – criteria for measuring success, focuses resources needed for successes and establishes a common rallying "emotional cause". Roles: GREAT TEAMS establish Roles through a game plan, which defines individual responsibilities, outlines their individual contributions to the achievement of the goal, and establishes operating protocols to guide the interactions of team members. Execute: GREAT TEAMS Execute by playing the game which is: preparing for the game, making decisions, taking actions, evaluating the results, modifying the game plan, making adjustments, and celebrating milestones and final success. Attitude: GREAT TEAMS have an Attitude among team members which impacts how the game is played: personal relations based upon honesty and mutual respect, cooperation with others, willingness to sacrifice for team success and resolving differences through negotiations. Trust: GREAT TEAMS have Trust among team members which has been earned based upon individual words and deeds, individual follow through and actions that deliver on personal commitments and promises, and individuals acting in an ethical manner. BOTTOM-LINE: G-R-E-A-T Teams are necessary for cities to be successful Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 True Champions: Critical Factors and Winning Formula for City Leaders by Lyle J. Sumek TRUE CHAMPIONS sustain “winning” over time. TRUE CHAMPIONS are rare and unique. For cities, TRUE CHAMPIONS can be defined as cities who are recognized consistently by their community and others as “world class”, “best of class”, “model of best practices”, “prize winning” and “top 10...”. These cities are consistently sought out to share their award winning projects, programs and services. They are seldom asked to share their CRITICAL FACTORS that contribute to their “winning” efforts or their WINNING FORMULA. The CRITICAL FACTORS and the WINNING FORMULA are the true lessons for city leaders. The CRITICAL FACTORS contributing to the success for TRUE CHAMPION cities are: 1) Leadership stability overtime 2) Consistency in directions 3) Integrated processes linking long term outcomes with daily actions 4) Willingness to make courageous decisions 5) Holistic view breaking down departmental "silos" and connecting diverse functional activities 6) Leverage city resources and expand community resources through partnerships 7) Projects, services and programs delivering value to the community: enrich lives, bring the community together, and create a climate for economic prosperity 8) Celebrations that recognize and share the successes with all: residents and partners TRUE CHAMPIONS cities have a WINNING FORMULA consistently demonstrated by their leaders. The WINNING FORMULA for TRUE CHAMPIONS consists of six elements/ingredients – The SIX P's: PASSION. PLAN. PRACTICE. PRECISION. PROCESSES. PRIDE. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 1. TRUE CHAMPIONS have a PASSION. Hope and optimism about the future True believers in their cause Playing with a 100+% effort Turning setbacks into opportunities Laser like focus on vision and goals Commitment to goals and each other 2. TRUE CHAMPIONS implement a PLAN. Preparing a plan for playing the game Strategy to get to desired outcomes Clearly defined roles and responsibilities Lining actions to outcomes Short term tactical plans, long term strategic plan 3. TRUE CHAMPIONS PRACTICE. Everyone knows the game plan Practicing with repetition Honing “fundamental” skills Always learning and getting better Taking care of the details Coming prepared and confident to play 4. TRUE CHAMPIONS perform with PRECISION. Striving for perfection Perform your defined role Position for success Executing the game plan Adjusting when needed for success 5. TRUE CHAMPIONS evolve through PROCESSES. Institutionalize operating processes Improving process to operate more effectively Evaluating the plan and making refinement Personal willingness to adjust and change Developing the next generation of leaders 6. TRUE CHAMPIONS take PRIDE. Know who they are Showcasing with others Sharing successes with others Recognized by others as “best of class” Having a recognizable “brand” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Governance vs. Politics: A Simple View By Lyle J. Sumek Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 EFFECTIVE GOVERNANCE IS WORK, BUT BORING Twenty Rules for Success by Lyle J. Sumek Effective Governance is developing and maintaining relationship based upon mutual trust and respect, not developing conditional relationships or relationships based upon convenient. Effective Governance is respecting personal responsibilities and their institutional role, not taking over the responsibilities of others nor telling others how to do their job. Effective Governance is working together and collaborating, not thinking about "I" over "We". Effective Governance is a willingness to sacrifice to the greater good, not focusing personal gains or protection. Effective Governance is communicating in an open and timely manner, not providing partial information or surprising with last minute information. Effective Governance is addressing today's issues with the future in mind, not reacting to the moment with easy solutions or quick answers. Effective Governance is unbiased analysis reports, not starting with the outcome in mind. Effective Governance is speaking to the issue, not grandstanding or personal attacks. Effective Governance is having an open, candid conversation and discussion, not avoiding real and sensitive topics. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Effective Governance is listening to understand, not prejudging based on the individual or jumping to conclusion. Effective Governance is negotiating with others, not demanding or withdrawing. Effective Governance is recognizing that it takes a majority to decide, not 1 or vocal minority. Effective Governance is making a timely closure, not recycling or delaying to gain advantage. Effective Governance is providing clear direction and decision, not leaving the room with different interpretations. Effective Governance is deciding based upon what you believe is "right" for the community, not deciding for personal or political gains. Effective Governance is consistency of process and direction over time, not making changes reacting to the current moment. Effective Governance is supporting and representing the decision to others, not acting in a manner to undercut the decision. Effective Governance is learning from setback and failures, not finding fault or someone to blame. Effective Governance is being nimble and willing to change when circumstance change, not being rigid or denying. Effective Governance is maintaining your sense of humor and perspective, not taking yourself too serious. BOTTOM-LINE: Effective Governance is work and pays off for the community, but is viewed by others as boring Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 Decisions: The Exercise of Power by Lyle J. Sumek Leaders govern by exercising their power to decide – make decisions that define the community's future Deciding is using 1. "Best" available data and information 2. Input from others 3. Analysis of options against desired outcomes 4. Common sense to make a judgment Decisions 1. Answer questions 2. Settle something in doubt 3. Select a course of action 4. Resolve a dispute and differences 5. Come to closure or conclusion which are a definitive choice. Effective Decisions... link Direction to Outcomes - vision, goals, performance measures; use Data and Input - listening and applying; reflect the Interests of the Community - "best" for all; provide Clarity of Direction - all leaving with the same expectations and understandings; and deliver Closure - "final" choice on direction to guide planning and activities. A Decision in reality is a series of Decisions. The Decision Tree is a model with the seed and each branch representing a choice between alternatives with risks, costs, probabilities and results, and requiring a Decision – the first Decision shaping future Decisions. Leaders decide on DECISIONS OF INTEREST AND INVESTIGATION, DECISIONS OF THE COURSE OF ACTIONS and DECISIONS OF IMPLEMENTATION. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 DECISIONS OF INTEREST AND INVESTIGATION 1. Decide on Expectations 2. Decide on Outcomes 3. Decide on Parameters 4. Decide on Key Issues 5. Decide on Direction on Interest and Investigation DECISIONS OF THE COURSE OF ACTIONS 1. Decide on Data Gathering 2. Decide on Analysis and Options 3. Decide on Negotiations 4. Decide on Recommendations 5. Decide on Direction on Actions 1. DECISIONS OF IMPLEMENTATION 1. Decide on Program Development/Project Plans 2. Decide on Evaluation and Refinements 3. Decide on Resources 4. Decide on Operations 5. Decide on Direction on Implementation BOTTOM-LINE: Every Decision is an exercise of power to create our future. Every Decision that we make is a difficult choice among options. Every Decision has risk, consequences and impacts. Ultimately, we are responsible for every Decision that we make Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 1 LEADERSHIP AND TEAMWORK: INSIGHTS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 Leaders’ Dilemma by Lyle J. Sumek DILEMMA: How did we end up HERE? Leaders create HERE by their decisions, indecisions or non-decisions. Leaders are responsible for defining HERE, the vehicle to take you to HERE and the route to get to HERE. Leaders have a choice: to intentionally create HERE or to react to each situation that then defines HERE. Leaders intentionally shape HERE through a Strategic Plan, which defines HERE as a value- based future vision, defines the vehicle to take you to HERE as the government's mission and services and the route/map to HERE as a plan for five years with milestones. Leaders take the trip/journey to HERE through a Strategic Process, which is using the Strategic Plan to guide daily decisions and actions. Leaders demonstrate the courage to confront the true realities facing them, and to have candid discussions of options and differences as they define HERE. Leaders use their judgment and make difficult decisions to implement the Strategic Plan by setting the direction and policies, by defining expectations, by raising the revenues, by allocating resources to build the road to HERE. Leaders exercise their influence to mobilize community support even in light of personal agendas and strong opposition to HERE because it is the right HERE for the community. Leaders encounter the unforeseen during the trip to HERE - unanticipated events happen, unintended consequences occur, environments change, opportunities emerge. Leaders evaluate the unforeseen and make adjustments to get to HERE learning from setbacks and remaining nimble and resilient. Leaders end up HERE: either a great trip with successful outcomes or ask: how did we get HERE. REALITY: Leaders did it themselves and are responsible for HERE. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 GREAT CITIES = G – R – E – A – T Teams by Lyle J. Sumek Cities are comprised of many teams – teams that govern, teams that manage and teams that provide service. GREAT CITIES require G-R-E-A-T TEAMS. Goals: GREAT TEAMS have Goals that define a unifying purpose which brings people together, explains "winning" – criteria for measuring success, focuses resources needed for successes and establishes a common rallying "emotional cause". Roles: GREAT TEAMS establish Roles through a game plan, which defines individual responsibilities, outlines their individual contributions to the achievement of the goal, and establishes operating protocols to guide the interactions of team members. Execute: GREAT TEAMS Execute by playing the game which is: preparing for the game, making decisions, taking actions, evaluating the results, modifying the game plan, making adjustments, and celebrating milestones and final success. Attitude: GREAT TEAMS have an Attitude among team members which impacts how the game is played: personal relations based upon honesty and mutual respect, cooperation with others, willingness to sacrifice for team success and resolving differences through negotiations. Trust: GREAT TEAMS have Trust among team members which has been earned based upon individual words and deeds, individual follow through and actions that deliver on personal commitments and promises, and individuals acting in an ethical manner. BOTTOM-LINE: G-R-E-A-T Teams are necessary for cities to be successful Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 True Champions: Critical Factors and Winning Formula for City Leaders by Lyle J. Sumek TRUE CHAMPIONS sustain “winning” over time. TRUE CHAMPIONS are rare and unique. For cities, TRUE CHAMPIONS can be defined as cities who are recognized consistently by their community and others as “world class”, “best of class”, “model of best practices”, “prize winning” and “top 10...”. These cities are consistently sought out to share their award winning projects, programs and services. They are seldom asked to share their CRITICAL FACTORS that contribute to their “winning” efforts or their WINNING FORMULA. The CRITICAL FACTORS and the WINNING FORMULA are the true lessons for city leaders. The CRITICAL FACTORS contributing to the success for TRUE CHAMPION cities are: 1) Leadership stability overtime 2) Consistency in directions 3) Integrated processes linking long term outcomes with daily actions 4) Willingness to make courageous decisions 5) Holistic view breaking down departmental "silos" and connecting diverse functional activities 6) Leverage city resources and expand community resources through partnerships 7) Projects, services and programs delivering value to the community: enrich lives, bring the community together, and create a climate for economic prosperity 8) Celebrations that recognize and share the successes with all: residents and partners TRUE CHAMPIONS cities have a WINNING FORMULA consistently demonstrated by their leaders. The WINNING FORMULA for TRUE CHAMPIONS consists of six elements/ingredients – The SIX P's: PASSION. PLAN. PRACTICE. PRECISION. PROCESSES. PRIDE. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 1. TRUE CHAMPIONS have a PASSION. Hope and optimism about the future True believers in their cause Playing with a 100+% effort Turning setbacks into opportunities Laser like focus on vision and goals Commitment to goals and each other 2. TRUE CHAMPIONS implement a PLAN. Preparing a plan for playing the game Strategy to get to desired outcomes Clearly defined roles and responsibilities Lining actions to outcomes Short term tactical plans, long term strategic plan 3. TRUE CHAMPIONS PRACTICE. Everyone knows the game plan Practicing with repetition Honing “fundamental” skills Always learning and getting better Taking care of the details Coming prepared and confident to play 4. TRUE CHAMPIONS perform with PRECISION. Striving for perfection Perform your defined role Position for success Executing the game plan Adjusting when needed for success 5. TRUE CHAMPIONS evolve through PROCESSES. Institutionalize operating processes Improving process to operate more effectively Evaluating the plan and making refinement Personal willingness to adjust and change Developing the next generation of leaders 6. TRUE CHAMPIONS take PRIDE. Know who they are Showcasing with others Sharing successes with others Recognized by others as “best of class” Having a recognizable “brand” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Governance vs. Politics: A Simple View By Lyle J. Sumek Governance is serving the community; Politics is getting elected or re-elected. Governance is being guided by vision, goals and value to the community; Politics is being guided by ideology, a cause or philosophical principle. Governance is shaping the community's future for the long term; Politics is responding to the moment and current "crisis". Governance is taking responsibility; Politics is making promises. Governance is exercising an ability to influence others; Politics is the use of power. Governance is finding pragmatic solutions to problems through collaboration; Politics is starting with solutions in mind. Governance is being data driven; Politics is playing to people's emotions. Governance is negotiating by trading off to find a workable compromise; Politics is demanding and advocacy to win. Governance is educating and mobilizing support; Politics is rallying supporters and creating zealots. Governance is creating community benefits and value; Politics is taking personal credit and receiving personal recognition. TODAY'S CRISIS: Politics trumping Governance Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 EFFECTIVE GOVERNANCE IS WORK, BUT BORING Twenty Rules for Success by Lyle J. Sumek Effective Governance is developing and maintaining relationship based upon mutual trust and respect, not developing conditional relationships or relationships based upon convenient. Effective Governance is respecting personal responsibilities and their institutional role, not taking over the responsibilities of others nor telling others how to do their job. Effective Governance is working together and collaborating, not thinking about "I" over "We". Effective Governance is a willingness to sacrifice to the greater good, not focusing personal gains or protection. Effective Governance is communicating in an open and timely manner, not providing partial information or surprising with last minute information. Effective Governance is addressing today's issues with the future in mind, not reacting to the moment with easy solutions or quick answers. Effective Governance is unbiased analysis reports, not starting with the outcome in mind. Effective Governance is speaking to the issue, not grandstanding or personal attacks. Effective Governance is having an open, candid conversation and discussion, not avoiding real and sensitive topics. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Effective Governance is listening to understand, not prejudging based on the individual or jumping to conclusion. Effective Governance is negotiating with others, not demanding or withdrawing. Effective Governance is recognizing that it takes a majority to decide, not 1 or vocal minority. Effective Governance is making a timely closure, not recycling or delaying to gain advantage. Effective Governance is providing clear direction and decision, not leaving the room with different interpretations. Effective Governance is deciding based upon what you believe is "right" for the community, not deciding for personal or political gains. Effective Governance is consistency of process and direction over time, not making changes reacting to the current moment. Effective Governance is supporting and representing the decision to others, not acting in a manner to undercut the decision. Effective Governance is learning from setback and failures, not finding fault or someone to blame. Effective Governance is being nimble and willing to change when circumstance change, not being rigid or denying. Effective Governance is maintaining your sense of humor and perspective, not taking yourself too serious. BOTTOM-LINE: Effective Governance is work and pays off for the community, but is viewed by others as boring Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 Decisions: The Exercise of Power by Lyle J. Sumek Leaders govern by exercising their power to decide – make decisions that define the community's future Deciding is using 1. "Best" available data and information 2. Input from others 3. Analysis of options against desired outcomes 4. Common sense to make a judgment Decisions 1. Answer questions 2. Settle something in doubt 3. Select a course of action 4. Resolve a dispute and differences 5. Come to closure or conclusion which are a definitive choice. Effective Decisions... link Direction to Outcomes - vision, goals, performance measures; use Data and Input - listening and applying; reflect the Interests of the Community - "best" for all; provide Clarity of Direction - all leaving with the same expectations and understandings; and deliver Closure - "final" choice on direction to guide planning and activities. A Decision in reality is a series of Decisions. The Decision Tree is a model with the seed and each branch representing a choice between alternatives with risks, costs, probabilities and results, and requiring a Decision – the first Decision shaping future Decisions. Leaders decide on DECISIONS OF INTEREST AND INVESTIGATION, DECISIONS OF THE COURSE OF ACTIONS and DECISIONS OF IMPLEMENTATION. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 DECISIONS OF INTEREST AND INVESTIGATION 1. Decide on Expectations 2. Decide on Outcomes 3. Decide on Parameters 4. Decide on Key Issues 5. Decide on Direction on Interest and Investigation DECISIONS OF THE COURSE OF ACTIONS 1. Decide on Data Gathering 2. Decide on Analysis and Options 3. Decide on Negotiations 4. Decide on Recommendations 5. Decide on Direction on Actions 1. DECISIONS OF IMPLEMENTATION 1. Decide on Program Development/Project Plans 2. Decide on Evaluation and Refinements 3. Decide on Resources 4. Decide on Operations 5. Decide on Direction on Implementation BOTTOM-LINE: Every Decision is an exercise of power to create our future. Every Decision that we make is a difficult choice among options. Every Decision has risk, consequences and impacts. Ultimately, we are responsible for every Decision that we make Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 2 STRATEGIC PLANNING FOR CITY OF HERMOSA BEACH Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 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". 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 4. Community organizations having confidence in the city's direction: opportunities to partner with the City: contributing to the community Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 6 STRATEGIC FRAMEWORK VISION 2029 “Desired Destination for Hermosa Beach” PLAN 2019 “Map to Hermosa Beach’s Destination” EXECUTION “Route for Next Year” MISSION “Responsibilities of Hermosa Beach City Government” BELIEFS “How Hermosa Beach’s City Government Should Operate” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 8 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 9 City: Service Responsibilities Roof Community “Add On’s” 3rd Floor Quality of Life 2nd Floor Core Business “Choice” 1st Floor Core Business “No Choice” Financial Resources Human Resources Infrastructure Facility Equipment Technology FOUNDATION Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 City Service Hierarchy House Model FOUNDATION "INVISIBLE" FROM VIEW, BUT NECESSARY FOR THE DELIVERY OF CITY SERVICES 1st FLOOR - NO CHOICE SERVICES REQUIRED BY STATE OR FEDERAL LAWS; IF NO COMPLIANCE, PEOPLE GO JAIL, FINES ARE LEVIED 2nd FLOOR - CHOICE FOR DAILY LIFE SERVICES NECESSARY FOR LIVING IS A MODERN COMMUNITY 3rd FLOOR - QUALITY OF LIVING SERVICES THAT MAKE THE COMMUNITY A DESIRABLE PLACE TO LIVE AND DISTINGUISH IT FROM OTHERS ROOF - COMMUNITY ADD ON SERVICES THAT ADD FURTHER VALUE TO THE RESIDENTS' LIVES Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 Sustainable Community Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 A Sustainable Community is a Balance of Four Components Personal Livability Feeling safe Quality schools and educational programs for lifelong learning Quality medical services and personal wellness opportunities Neighborhoods with a ranges of housing opportunities Easy mobility within the city and to/from outside Reliable utility services: water, sewer, telecommunications Timely response to an emergency call for service Environmental Stewardship Preservation of the city's natural resources Conservation of water Effective stormwater management system Recycling for residents and businesses Reducing the city's and community's carbon footprint Use of alternative energy sources Economic Opportunities Creating a positive environment that supports private investments and entrepreneurism Retaining and growing current businesses Workforce trained for 21st century jobs Opportunities for higher education and job training Developing public-private relationships with a return on the investment Attracting businesses targeted for the community Community Building Partnering with community based organizations Strong community events with active participation that bring neighbors together Community gathering places where residents go to enjoy Residents positively engaged in the city's governance processes Proactive communications about the city and the community Residents volunteering and contributing to the community Celebrating the community's history and heritage Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 2 STRATEGIC PLANNING FOR CITY OF HERMOSA BEACH Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 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". 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 4. Community organizations having confidence in the city's direction: opportunities to partner with the City: contributing to the community Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 6 STRATEGIC FRAMEWORK VISION 2029 “Desired Destination for Hermosa Beach” PLAN 2019 “Map to Hermosa Beach’s Destination” EXECUTION “Route for Next Year” MISSION “Responsibilities of Hermosa Beach City Government” BELIEFS “How Hermosa Beach’s City Government Should Operate” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 8 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 9 City: Service Responsibilities Roof Community “Add On’s” 3rd Floor Quality of Life 2nd Floor Core Business “Choice” 1st Floor Core Business “No Choice” Financial Resources Human Resources Infrastructure Facility Equipment Technology FOUNDATION Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 City Service Hierarchy House Model FOUNDATION "INVISIBLE" FROM VIEW, BUT NECESSARY FOR THE DELIVERY OF CITY SERVICES 1st FLOOR - NO CHOICE SERVICES REQUIRED BY STATE OR FEDERAL LAWS; IF NO COMPLIANCE, PEOPLE GO JAIL, FINES ARE LEVIED 2nd FLOOR - CHOICE FOR DAILY LIFE SERVICES NECESSARY FOR LIVING IS A MODERN COMMUNITY 3rd FLOOR - QUALITY OF LIVING SERVICES THAT MAKE THE COMMUNITY A DESIRABLE PLACE TO LIVE AND DISTINGUISH IT FROM OTHERS ROOF - COMMUNITY ADD ON SERVICES THAT ADD FURTHER VALUE TO THE RESIDENTS' LIVES Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 Sustainable Community Environmental Stewardship Personal Livability Economic Opportunity Community Building “Sustainable City” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 A Sustainable Community is a Balance of Four Components Personal Livability Feeling safe Quality schools and educational programs for lifelong learning Quality medical services and personal wellness opportunities Neighborhoods with a ranges of housing opportunities Easy mobility within the city and to/from outside Reliable utility services: water, sewer, telecommunications Timely response to an emergency call for service Environmental Stewardship Preservation of the city's natural resources Conservation of water Effective stormwater management system Recycling for residents and businesses Reducing the city's and community's carbon footprint Use of alternative energy sources Economic Opportunities Creating a positive environment that supports private investments and entrepreneurism Retaining and growing current businesses Workforce trained for 21st century jobs Opportunities for higher education and job training Developing public-private relationships with a return on the investment Attracting businesses targeted for the community Community Building Partnering with community based organizations Strong community events with active participation that bring neighbors together Community gathering places where residents go to enjoy Residents positively engaged in the city's governance processes Proactive communications about the city and the community Residents volunteering and contributing to the community Celebrating the community's history and heritage Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 3 STRATEGIC PLAN 2013 – 2018 – 2028 / ACTION AGENDA 2013 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 3 STRATEGIC PLAN 2013 – 2018 – 2028 / ACTION AGENDA 2013 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 1 STRATEGIC PLANNING FOR CITY OF HERMOSA BEACH Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 2 Strategic Planning Model for the City of Hermosa Beach Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-base objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and 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” Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 3 HERMOSA BEACH VISION 2028 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 4 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 SETS US APART. Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 5 Hermosa Beach Vision 2028 PRINCIPLE 1 THE BEST LITTLE BEACH CITY  Means 1. Appreciation of diverse, contrasting, relaxed life styles 2. Small, compact city distinct from others 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 and excel 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 and community base belong to, are engaged in, and contribute to our community 4. Locally owned businesses participate in and contribute to our community 5. Residents feeling and being safe at home and throughout the city 6. Residents knowing and helping their neighbor 7. Small locally owned commercial areas serving the neighborhood and visitors Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 6 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 healthy 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 PRINCIPLE 4 ECLECTIC DOWNTOWN  Means 1. Unique, locally owned retail shops offering a variety of products 2. Well maintained, artistic, 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 6. New Civic Complex and Pier Plaza as anchors for Downtown 7. Locally owned quality dining and entertainment venues Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 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 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. Carbon neutral municipality as an example of “best practice” Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 8 HERMOSA BEACH MUNICIPAL GOVERNMENT: MISSION AND CORE SERVICES Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 9 Hermosa Beach Municipal Government Mission and Core Services The mission of the HERMOSA BEACH MUNICIPAL GOVERNMENT is to Be Financially, (1) Environmentally (2) Responsible to Govern the Community (3) and to Provide 1st Class Municipal Services (4) in a Customer Friendly Manner. (5) through Valued Employees and Volunteers. (6) Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 10 Hermosa Beach Municipal Corporation Our Mission PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE  Means 1. Delivering city services in the most cost effective and efficient manner 2. Investing in the maintenance and upgrade of City facilities and infrastructure 3. Develop a balanced budget based upon direction and guideline from City Council 4. Maintaining a useful, accurate financial reporting system that allows for appropriate checks and balances 5. Overseeing financial condition and processes 6. Maintaining financial reserves consistent with City policies and national standards 7. Providing residents and businesses service value for their tax dollars and fees PRINCIPLE 2 BE ENVIRONMENTALLY RESPONSIBLE  Means 1. Incorporate environmental sustainability principles in city decisions, budgets, facilities and plans 2. Educate the community on environmental issues and the impacts of their daily decisions on the environment 3. Reduce the carbon footprint and become carbon neutral as a municipal corporation 4. Conserve the use of natural resources: energy and water 5. Plan for resilient responses to the impacts of climate changes 6. Monitor the condition of the environment and evaluating the impacts of City decisions and actions 7. Evaluate the environmental return on City investments and decisions Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 11 PRINCIPLE 3 GOVERN THE COMMUNITY  Means 1. Develop, adopt laws, policies and plans 2. Determine the vision, mission, goals and plans for the City 3. Maintain a transparent City government and governance process 4. Inform the community in a timely manner 5. Engage the community in the governance process through boards, commissions and committees; public hearings; community meetings 6. Act with civility and respect for each other, City staff, public and others 7. Respect the rule of law 8. Act in a fair and impartial manner acting without favoritism 9. Conduct self in an ethical manner avoiding conflicts of interests and negative perceptions 10. Make decisions that are in the best interests of the community as a whole 11. Seek input from the community prior to making a decision 12. Represent the municipal corporation to others PRINCIPLE 4 PROVIDE 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. Looking for ways to improve service delivery or to increase productivity through innovative process 4. Evaluating the individual performance with accountability for the results 5. Measuring City and department services through performance benchmarks and metrics with accountability 6. Knowing and applying "best practices" to the City Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 12 PRINCIPLE 5 CUSTOMER FRIENDLY MANNER  Means 1. Looking for ways to say "yes"; when having to say "no", helping the customer to understand 2. Evaluating level of customer satisfaction 3. Smile 4. Listening to and knowing your customer 5. Presenting a positive image for the City PRINCIPLE 6 VALUED EMPLOYEE AND VOLUNTEERS  Means 1. Maintain compensation policy based upon balancing market, performance and the community’s total cost of government 2. Valuing and recognizing the contribution and performance of volunteers and employees 3. Maintaining a positive work environment that encourages a sense of purpose, autonomy and fun 4. City is a Team 5. Hiring and retaining a top quality City workforce and volunteers 6. Defining individual performance expectations and standards linked to compensation for employees Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 13 CITY OF HERMOSA BEACH PLAN 2013 – 2018 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 14 City of Hermosa Beach Goals 2018 FINANCIALLY SOUND CITY GOVERNMENT HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES MORE LIVABLE, SUSTAINABLE BEACH CITY ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 15 Goal 1 Financially Sound City Government OBJECTIVES 1. Prioritize service levels and reduce the cost of service delivery 2. Provide adequate resources to support defined City services and service levels 3. Partner with others for reduced services delivery costs or greater productivity 4. Leverage City resources through outside funding sources, including grants and strategic use debt 5. Maintain the financial reserves consistent with City policies and nationally recognized financial standards 6. Invest in City infrastructure and community opportunities MEANS TO CITIZENS 1. City acting as responsible steward 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 16 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Potential oil liability and informing residents of environmental, economic and community trade-offs of vote 2. Valuing and retaining quality City employees 3. Increasing demands for City services 4. Determining service and project priorities LONG TERM CHALLENGES AND OPPORTUNITIES 1. Rising costs of doing business: raw materials, vendors/contracts supplies 2. Costs of long-term employee obligations 3. Determining City policy on how to pay for City services and facilities 4. Helping residents to understand and appreciate City finances, services and value 5. Potentially flat revenues for the City 6. Potential costs of litigation 7. State of California and their actions impacting or supporting City services and finances Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 17 POLICY ACTIONS 2013 PRIORITY 1. City Services and Levels of Services: Top Priority Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget 2. EIR for Oil Drilling Top Priority 3. Five Year Financial Plan with High Priority Projections 4. Employee Salaries and Benefits Policy: Review, Market Analysis, Direction, Funding MANAGEMENT ACTIONS 2013 PRIORITY 1. Technology Upgrade Top Priority 2. Organization Structure and Performance Top Priority Review/Plan: Process, Completion 3. Budget and Financial Documents: High Priority Simplification 4. City Financial Policies ON THE HORIZON 2014 – 2018 1. Partnering for City Service 2. Pay for Performance System 3. Lower Tax Rate 4. Citywide Credit Card Parking Meters Conversion 5. Recreation Programs Fee Structure 6. Oil Ballot Measure for 2014: Preparation 7. Alternative Revenue Sources Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 18 Goal 2 High Performing City Providing 1st Class Services OBJECTIVES 1. Value and maintain a top quality workforce dedicated to serving the Hermosa Beach community 2. Develop new Civic Center 3. Upgrade City infrastructure: streets, sidewalks, sewer collection system 4. Deliver City services with a high level of customer satisfaction 5. Easier access to City services through technology 6. Competitively compensated workforce balancing market, performance and the community’s total cost of government MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 19 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Staff capacity and morale vs. increasing demands for services in light of cutbacks during recent years 2. Timing and funding for Civic Center 3. Aging City infrastructure needing major maintenance and repair 4. Organization traditions and customs 5. Modernizing Public Works Yards LONG TERM CHALLENGES AND OPPORTUNITIES 1. Working with other governmental partners on infrastructure and service delivery 2. Employee expectations for salaries and benefits 3. Cost and funding of technology upgrade 4. Creating a City organization that supports opportunities for employees to excel and grow 5. Aging City workforce and succession 6. Finding the next generation of public employees who have a service value 7. Responding in a world of instant: communications and response Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 20 POLICY ACTIONS 2013 PRIORITY 1. Sewer Replacement Program Top Priority 2. Storm Water Diversion Plan High Priority 3. Fire District: Direction High Priority 4. Civic Center: Downtown Opportunity High Priority Site 5. Public Information and Communications Plan 6. City Facilities Plan MANAGEMENT ACTIONS 2013 PRIORITY 1. High Performance Organization Model: Top Priority Development 2. Street Paving Program Top Priority 3. Strategic Plan Development Top Priority 4. City Fleet Policy and Master Plan High Priority 5. Police Chief: Selection ON THE HORIZON 2014 – 2018 1. Succession Plan and Process 2. Community Events: Evaluation 3. Community Theater Policy and Management 4. Permits on Line: Development 5. Cable to New Zealand: Advocacy 6. Public Works Yard Upgrade/Replacement Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 21 Goal 3 More Livable, Sustainable Beach City OBJECTIVES 1. Reduce City carbon footprint 2. Calmer, safer late night Downtown 3. Maintain a safe community 4. Retain neighborhood schools offering quality educational programs in partnership with School District 5. Increase use of alternative energy sources 6. Maintain a clean city MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 22 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Addressing effectively problems associated with late night life 2. Competing priorities for attention and funding 3. Defining "green" and the responsibilities of the City, businesses and residents 4. Traffic volume and flow, and street capacity 5. City resources limitation and potential partnerships LONG TERM CHALLENGES AND OPPORTUNITIES 1. Resistance to change in the community and among residents 2. Changing recreational patterns among different family generations 3. Private property rights vs. community benefits 4. Lack of City control of Pacific Coast Highway and private properties 5. Limited land available 6. Aging housing stock needing modernization and upgrade 7. Growing senior population with growing service needs and expectations Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 23 POLICY ACTIONS 2013 PRIORITY 1. Carbon Neutral Action Plan: Development Top Priority (Community and City) with Actions 2. General Plan: Update High Priority 3. Local Coastal Plan: Update/Beach Management Plan 4. Parks Master Plan: Development MANAGEMENT ACTIONS 2013 PRIORITY 1. Crime Assessment Action Plan Top Priority 2. Night Life Action Plan: Implementation High Priority 3. Recreation Programs: Review 4. Community Garden at South Park Expansion 5. South Park: Upgrade ON THE HORIZON 2014 – 2018 1. Schools Partnership: Development 2. Stormwater Permits: Policy Direction 3. Local Bus System for Residents 4. Living Street Policy 5. Bike Plan: Implementation (including Bike Lanes) 6. City Landscaping Evaluation 7. Single Use Bag Policy Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 24 Goal 4 Enhanced Economic Development Through Revitalized Downtown and Entry Corridors OBJECTIVES 1. Expand retail opportunities within Hermosa Beach 2. Active City economic development and business investment organization 3. More new businesses (retail/restaurants/ offices) in Downtown/Pacific Coast Highway/Aviation 4. More hotels for guests and visitors 5. More attractive commercial Pacific Coast Highway and Aviation corridors 6. More quality businesses along Pacific Coast Highway and Aviation corridors MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 25 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Defining the City's role in economic growth and community redevelopment 2. Downtown needing revitalization and a "face lift" 3. Maintaining Hermosa Beach's “funky” beach community feeling 4. Limited options for redeveloping Pacific Coast Highway/Aviation corridor 5. Convenient, safe parking LONG TERM CHALLENGES AND OPPORTUNITIES 1. Unattractive Pacific Coast Highway/ Aviation corridors – gateway to Hermosa Beach 2. Competition from neighboring cities: office space, retail, restaurants, and entertainment 3. Few funding options for redevelopment 4. Working with property owners and businesses in a timely manner 5. Increasing business investment during the slow economic recovery 6. Adapting standard designs to Hermosa Beach 7. Working with Coastal Commission Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 26 POLICY ACTIONS 2013 PRIORITY 1. Overall City Economic Development Top Priority Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development 2. Pacific Coast Highway/Aviation Corridor High Priority Beautification Conceptual Plan: Development 3. Area Specific Master Plan for Downtown: Development MANAGEMENT ACTIONS 2013 PRIORITY 1. Downtown Hotel: Development High Priority 2. Artesia/Pacific Coast Highway Large High Priority Parcel: Development ON THE HORIZON 2014 – 2018 1. Business Incentives and Fee Waiver Policy: Development 2. Bridge over Pacific Coast Highway Study: Completion Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 27 CITY OF HERMOSA BEACH ACTION AGENDA 2013 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 28 City of Hermosa Beach Policy Agenda 2013 TOP PRIORITY Carbon Neutral Action Plan: Development (Community and City) with Actions City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget EIR for Oil Drilling Sewer Replacement Program Overall City Economic Development Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development HIGH PRIORITY Five Year Financial Plan with Projections Storm Water Diversion Plan Civic Center: Downtown Opportunity Site General Plan: Update Pacific Coast Highway/Aviation Corridor Beautification Conceptual Plan: Development Fire District: Direction Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 29 City of Hermosa Beach Management Agenda 2013 TOP PRIORITY Organization Structure and Performance Review/Plan: Process, Completion High Performance Organization Model: Development Street Paving Program Crime Assessment Action Plan Technology Upgrade Strategic Plan Development HIGH PRIORITY Budget and Financial Documents: Simplification Downtown Hotel: Development Night Life Action Plan: Implementation Artesia/Pacific Coast Highway Large Parcel: Development City Fleet Policy and Master Plan Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 1 STRATEGIC PLANNING FOR CITY OF HERMOSA BEACH Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 2 Strategic Planning Model for the City of Hermosa Beach Value-based principles that describe the preferred future in 15 years VISION Destination “You Have Arrived” Strategic goals that focus outcome-base objectives and potential actions for 5 years PLAN Map “The Right Route” Focus for one year – a work program: policy agenda for Mayor and 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” Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 3 HERMOSA BEACH VISION 2028 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 4 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 SETS US APART. Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 5 Hermosa Beach Vision 2028 PRINCIPLE 1 THE BEST LITTLE BEACH CITY  Means 1. Appreciation of diverse, contrasting, relaxed life styles 2. Small, compact city distinct from others 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 and excel 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 and community base belong to, are engaged in, and contribute to our community 4. Locally owned businesses participate in and contribute to our community 5. Residents feeling and being safe at home and throughout the city 6. Residents knowing and helping their neighbor 7. Small locally owned commercial areas serving the neighborhood and visitors Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 6 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 healthy 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 PRINCIPLE 4 ECLECTIC DOWNTOWN  Means 1. Unique, locally owned retail shops offering a variety of products 2. Well maintained, artistic, 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 6. New Civic Complex and Pier Plaza as anchors for Downtown 7. Locally owned quality dining and entertainment venues Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 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 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. Carbon neutral municipality as an example of “best practice” Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 8 HERMOSA BEACH MUNICIPAL GOVERNMENT: MISSION AND CORE SERVICES Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 9 Hermosa Beach Municipal Government Mission and Core Services The mission of the HERMOSA BEACH MUNICIPAL GOVERNMENT is to Be Financially, (1) Environmentally (2) Responsible to Govern the Community (3) and to Provide 1st Class Municipal Services (4) in a Customer Friendly Manner. (5) through Valued Employees and Volunteers. (6) Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 10 Hermosa Beach Municipal Corporation Our Mission PRINCIPLE 1 BE FINANCIALLY RESPONSIBLE  Means 1. Delivering city services in the most cost effective and efficient manner 2. Investing in the maintenance and upgrade of City facilities and infrastructure 3. Develop a balanced budget based upon direction and guideline from City Council 4. Maintaining a useful, accurate financial reporting system that allows for appropriate checks and balances 5. Overseeing financial condition and processes 6. Maintaining financial reserves consistent with City policies and national standards 7. Providing residents and businesses service value for their tax dollars and fees PRINCIPLE 2 BE ENVIRONMENTALLY RESPONSIBLE  Means 1. Incorporate environmental sustainability principles in city decisions, budgets, facilities and plans 2. Educate the community on environmental issues and the impacts of their daily decisions on the environment 3. Reduce the carbon footprint and become carbon neutral as a municipal corporation 4. Conserve the use of natural resources: energy and water 5. Plan for resilient responses to the impacts of climate changes 6. Monitor the condition of the environment and evaluating the impacts of City decisions and actions 7. Evaluate the environmental return on City investments and decisions Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 11 PRINCIPLE 3 GOVERN THE COMMUNITY  Means 1. Develop, adopt laws, policies and plans 2. Determine the vision, mission, goals and plans for the City 3. Maintain a transparent City government and governance process 4. Inform the community in a timely manner 5. Engage the community in the governance process through boards, commissions and committees; public hearings; community meetings 6. Act with civility and respect for each other, City staff, public and others 7. Respect the rule of law 8. Act in a fair and impartial manner acting without favoritism 9. Conduct self in an ethical manner avoiding conflicts of interests and negative perceptions 10. Make decisions that are in the best interests of the community as a whole 11. Seek input from the community prior to making a decision 12. Represent the municipal corporation to others PRINCIPLE 4 PROVIDE 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. Looking for ways to improve service delivery or to increase productivity through innovative process 4. Evaluating the individual performance with accountability for the results 5. Measuring City and department services through performance benchmarks and metrics with accountability 6. Knowing and applying "best practices" to the City Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 12 PRINCIPLE 5 CUSTOMER FRIENDLY MANNER  Means 1. Looking for ways to say "yes"; when having to say "no", helping the customer to understand 2. Evaluating level of customer satisfaction 3. Smile 4. Listening to and knowing your customer 5. Presenting a positive image for the City PRINCIPLE 6 VALUED EMPLOYEE AND VOLUNTEERS  Means 1. Maintain compensation policy based upon balancing market, performance and the community’s total cost of government 2. Valuing and recognizing the contribution and performance of volunteers and employees 3. Maintaining a positive work environment that encourages a sense of purpose, autonomy and fun 4. City is a Team 5. Hiring and retaining a top quality City workforce and volunteers 6. Defining individual performance expectations and standards linked to compensation for employees Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 13 CITY OF HERMOSA BEACH PLAN 2013 – 2018 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 14 City of Hermosa Beach Goals 2018 FINANCIALLY SOUND CITY GOVERNMENT HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES MORE LIVABLE, SUSTAINABLE BEACH CITY ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 15 Goal 1 Financially Sound City Government OBJECTIVES 1. Prioritize service levels and reduce the cost of service delivery 2. Provide adequate resources to support defined City services and service levels 3. Partner with others for reduced services delivery costs or greater productivity 4. Leverage City resources through outside funding sources, including grants and strategic use debt 5. Maintain the financial reserves consistent with City policies and nationally recognized financial standards 6. Invest in City infrastructure and community opportunities MEANS TO CITIZENS 1. City acting as responsible steward 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 16 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Potential oil liability and informing residents of environmental, economic and community trade-offs of vote 2. Valuing and retaining quality City employees 3. Increasing demands for City services 4. Determining service and project priorities LONG TERM CHALLENGES AND OPPORTUNITIES 1. Rising costs of doing business: raw materials, vendors/contracts supplies 2. Costs of long-term employee obligations 3. Determining City policy on how to pay for City services and facilities 4. Helping residents to understand and appreciate City finances, services and value 5. Potentially flat revenues for the City 6. Potential costs of litigation 7. State of California and their actions impacting or supporting City services and finances Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 17 POLICY ACTIONS 2013 PRIORITY 1. City Services and Levels of Services: Top Priority Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget 2. EIR for Oil Drilling Top Priority 3. Five Year Financial Plan with High Priority Projections 4. Employee Salaries and Benefits Policy: Review, Market Analysis, Direction, Funding MANAGEMENT ACTIONS 2013 PRIORITY 1. Technology Upgrade Top Priority 2. Organization Structure and Performance Top Priority Review/Plan: Process, Completion 3. Budget and Financial Documents: High Priority Simplification 4. City Financial Policies ON THE HORIZON 2014 – 2018 1. Partnering for City Service 2. Pay for Performance System 3. Lower Tax Rate 4. Citywide Credit Card Parking Meters Conversion 5. Recreation Programs Fee Structure 6. Oil Ballot Measure for 2014: Preparation 7. Alternative Revenue Sources Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 18 Goal 2 High Performing City Providing 1st Class Services OBJECTIVES 1. Value and maintain a top quality workforce dedicated to serving the Hermosa Beach community 2. Develop new Civic Center 3. Upgrade City infrastructure: streets, sidewalks, sewer collection system 4. Deliver City services with a high level of customer satisfaction 5. Easier access to City services through technology 6. Competitively compensated workforce balancing market, performance and the community’s total cost of government MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 19 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Staff capacity and morale vs. increasing demands for services in light of cutbacks during recent years 2. Timing and funding for Civic Center 3. Aging City infrastructure needing major maintenance and repair 4. Organization traditions and customs 5. Modernizing Public Works Yards LONG TERM CHALLENGES AND OPPORTUNITIES 1. Working with other governmental partners on infrastructure and service delivery 2. Employee expectations for salaries and benefits 3. Cost and funding of technology upgrade 4. Creating a City organization that supports opportunities for employees to excel and grow 5. Aging City workforce and succession 6. Finding the next generation of public employees who have a service value 7. Responding in a world of instant: communications and response Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 20 POLICY ACTIONS 2013 PRIORITY 1. Sewer Replacement Program Top Priority 2. Storm Water Diversion Plan High Priority 3. Fire District: Direction High Priority 4. Civic Center: Downtown Opportunity High Priority Site 5. Public Information and Communications Plan 6. City Facilities Plan MANAGEMENT ACTIONS 2013 PRIORITY 1. High Performance Organization Model: Top Priority Development 2. Street Paving Program Top Priority 3. Strategic Plan Development Top Priority 4. City Fleet Policy and Master Plan High Priority 5. Police Chief: Selection ON THE HORIZON 2014 – 2018 1. Succession Plan and Process 2. Community Events: Evaluation 3. Community Theater Policy and Management 4. Permits on Line: Development 5. Cable to New Zealand: Advocacy 6. Public Works Yard Upgrade/Replacement Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 21 Goal 3 More Livable, Sustainable Beach City OBJECTIVES 1. Reduce City carbon footprint 2. Calmer, safer late night Downtown 3. Maintain a safe community 4. Retain neighborhood schools offering quality educational programs in partnership with School District 5. Increase use of alternative energy sources 6. Maintain a clean city MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 22 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Addressing effectively problems associated with late night life 2. Competing priorities for attention and funding 3. Defining "green" and the responsibilities of the City, businesses and residents 4. Traffic volume and flow, and street capacity 5. City resources limitation and potential partnerships LONG TERM CHALLENGES AND OPPORTUNITIES 1. Resistance to change in the community and among residents 2. Changing recreational patterns among different family generations 3. Private property rights vs. community benefits 4. Lack of City control of Pacific Coast Highway and private properties 5. Limited land available 6. Aging housing stock needing modernization and upgrade 7. Growing senior population with growing service needs and expectations Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 23 POLICY ACTIONS 2013 PRIORITY 1. Carbon Neutral Action Plan: Development Top Priority (Community and City) with Actions 2. General Plan: Update High Priority 3. Local Coastal Plan: Update/Beach Management Plan 4. Parks Master Plan: Development MANAGEMENT ACTIONS 2013 PRIORITY 1. Crime Assessment Action Plan Top Priority 2. Night Life Action Plan: Implementation High Priority 3. Recreation Programs: Review 4. Community Garden at South Park Expansion 5. South Park: Upgrade ON THE HORIZON 2014 – 2018 1. Schools Partnership: Development 2. Stormwater Permits: Policy Direction 3. Local Bus System for Residents 4. Living Street Policy 5. Bike Plan: Implementation (including Bike Lanes) 6. City Landscaping Evaluation 7. Single Use Bag Policy Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 24 Goal 4 Enhanced Economic Development Through Revitalized Downtown and Entry Corridors OBJECTIVES 1. Expand retail opportunities within Hermosa Beach 2. Active City economic development and business investment organization 3. More new businesses (retail/restaurants/ offices) in Downtown/Pacific Coast Highway/Aviation 4. More hotels for guests and visitors 5. More attractive commercial Pacific Coast Highway and Aviation corridors 6. More quality businesses along Pacific Coast Highway and Aviation corridors MEANS TO CITIZENS 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 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 25 SHORT TERM CHALLENGES AND OPPORTUNITIES 1. Defining the City's role in economic growth and community redevelopment 2. Downtown needing revitalization and a "face lift" 3. Maintaining Hermosa Beach's “funky” beach community feeling 4. Limited options for redeveloping Pacific Coast Highway/Aviation corridor 5. Convenient, safe parking LONG TERM CHALLENGES AND OPPORTUNITIES 1. Unattractive Pacific Coast Highway/ Aviation corridors – gateway to Hermosa Beach 2. Competition from neighboring cities: office space, retail, restaurants, and entertainment 3. Few funding options for redevelopment 4. Working with property owners and businesses in a timely manner 5. Increasing business investment during the slow economic recovery 6. Adapting standard designs to Hermosa Beach 7. Working with Coastal Commission Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 26 POLICY ACTIONS 2013 PRIORITY 1. Overall City Economic Development Top Priority Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development 2. Pacific Coast Highway/Aviation Corridor High Priority Beautification Conceptual Plan: Development 3. Area Specific Master Plan for Downtown: Development MANAGEMENT ACTIONS 2013 PRIORITY 1. Downtown Hotel: Development High Priority 2. Artesia/Pacific Coast Highway Large High Priority Parcel: Development ON THE HORIZON 2014 – 2018 1. Business Incentives and Fee Waiver Policy: Development 2. Bridge over Pacific Coast Highway Study: Completion Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 27 CITY OF HERMOSA BEACH ACTION AGENDA 2013 Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 28 City of Hermosa Beach Policy Agenda 2013 TOP PRIORITY Carbon Neutral Action Plan: Development (Community and City) with Actions City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget EIR for Oil Drilling Sewer Replacement Program Overall City Economic Development Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development HIGH PRIORITY Five Year Financial Plan with Projections Storm Water Diversion Plan Civic Center: Downtown Opportunity Site General Plan: Update Pacific Coast Highway/Aviation Corridor Beautification Conceptual Plan: Development Fire District: Direction Strategic Plan: 2013 – 2018 – 2028/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130224 29 City of Hermosa Beach Management Agenda 2013 TOP PRIORITY Organization Structure and Performance Review/Plan: Process, Completion High Performance Organization Model: Development Street Paving Program Crime Assessment Action Plan Technology Upgrade Strategic Plan Development HIGH PRIORITY Budget and Financial Documents: Simplification Downtown Hotel: Development Night Life Action Plan: Implementation Artesia/Pacific Coast Highway Large Parcel: Development City Fleet Policy and Master Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 1 Hermosa Beach Vision 2028 HERMOSA BEACH 2028 is The Best Little Beach City! Our Hometown Spirit, Our Beach Life Style, Our Eclectic Downtown, Our Vibrant Entry Corridors Our Commitment to Environmental Sustainability, MAKES US DIFFERENT AND SETS US APART. Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 2 City of Hermosa Beach Mission and Core Services The mission of the HERMOSA BEACH MUNICIPAL GOVERNMENT is to Be Financially, Environmentally Responsible to Govern the Community and to Provide 1st Class Municipal Services in a Customer Friendly Manner. through Valued Employees and Volunteers. Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 3 City of Hermosa Beach Goals 2018 Financially Sound City Government High Performing City Providing 1st Class Services More Livable, Sustainable Beach City Enhanced Economic Development Through Revitalized Downtown And Entry Corridors Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 4 City of Hermosa Beach Policy Agenda 2013 Targets for Action TOP PRIORITY Carbon Neutral Action Plan: Development (Community and City) with Actions EIR for Oil Drilling City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget Sewer Replacement Program Overall City Economic Development Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development HIGH PRIORITY Five Year Financial Plan with Projections Storm Water Diversion Plan General Plan: Update Civic Center: Downtown Opportunity Site Pacific Coast Highway/Aviation Corridor Beautification Conceptual Plan: Development Fire District: Direction Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 5 City of Hermosa Management Agenda 2013 Targets for Action TOP PRIORITY Organization Structure and Performance Review/Plan: Process, Completion Crime Assessment Action Plan Street Paving Program High Performance Organization Model: Development Technology Upgrade Strategic Plan Development HIGH PRIORITY Budget and Financial Documents: Simplification Downtown Hotel: Development Night Life Action Plan: Implementation Artesia/Pacific Coast Highway Large Parcel: Development City Fleet Policy and Master Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 6 City of Hermosa Beach Action Outlines 2013 Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 7 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT ACTION CITY SERVICES AND LEVELS OF PRIORITY SERVICES: IDENTIFICATION, Policy – Top PRIORITIES, COST OF SERVICE DELIVERY ANALYSIS, INCORPORATION IN THE BUDGET A. City Services and FY 2014 Key Issues Milestones/Activities Time • City Services • Levels of Service • Funding Service Delivery 1. Complete Initial City Service Inventory and Analysis (applied to the “Service House”) 2. Identify Gaps and Short Term Resource Options for FY 2014 3. Present to Council at Budget Workshop 4. Council Decision: Budget FY 2014 4/13 4/13 5/13 6/13 Responsibility: Financial Director B. Public Safety Services and Staffing (ICMA Comprehensive Analysis of Police, Fire/EMS Services) Key Issues Milestones/Activities Time • Services • Service Level • Resources/Staffing • Fire District: Legal Issues • Service Collaboration • Mutual/Automatic Aid 1. Scope Refinement 2. Council Decision: Contract 3. Initiate Study 4. Data Analysis and Draft Report 5. Prepare Final Report and Implementation 6. Council Presentation 7. Council Budget Direction 4/13 5/13 6/13 9/13 11/13 12/13 1/14 Responsibility: Fire Chief Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 8 C. City Service Level and Satisfaction Survey Key Issues Milestones/Activities Time • Funding Survey 1. Budget Request: Proposal 2. Council Budget Decision: Direction, Funding 3. Council Decision: Contract 4. Complete Survey 5. Council Presentation 5/13 6/13 8/13 2/14 3/14 Responsibility: City Manager D. Citywide Service Level and Cost Analysis Study Key Issues Milestones/Activities Time • Market Comparison to Other Cities • Customer Service Satisfaction Measurement Mechanism 1. City Service Level and Cost Analysis Comparison to Other Cities 2. Performance and Benchmarking Evaluation and Metric Measure – Initial Draft 3. Council: Presentation 4. Council Budget: Direction, Citizen Survey 5. Develop Performance And Benchmark System 10/13 11/13 12/13 1/14 6/14 Responsibility: City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 9 ACTION EIR FOR OIL DRILLING PRIORITY Policy –Top A. EIR Key Issues Milestones/Activities Time • Consultant Selection • EIR Decision 1. Select Consultant 2. Scoping Meeting: Public Input on Issues 3. Provide Monthly Updates to Council 4. Complete Draft EIR 5. Public Workshop: Draft EIR (with Planning Commission) 6. Planning Commission: Review, Recommendations 7. Council: Review, Decision 8. Council Decision: Ballot 5/28/13 7/13 Ongoing 12/13 1/14 2/14 3/14 6/14 Responsibility: Community Development Director B. Economic Study Key Issues Milestones/Activities Time • Consultant Selection 1. Select Consultant 2. Provide Monthly Update Reports 3. Complete Study 4. Community Workshop 5. Council Workshop 7/13 Ongoing 12/13 2/14 3/14 Responsibility: Community Development Director C. Health Impact Analysis Key Issues Milestones/Activities Time • Consultant Selection 1. Select Consultant 2. Provide Monthly Update Reports 3. Complete Analysis 4. Community Workshop 5. Council Workshop 7/13 Ongoing 12/13 2/14 3/14 Responsibility: Community Development Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 10 ACTION FIVE YEAR FINANCIAL PLAN WITH PRIORITY PROJECTIONS Policy –High A. Five Year Financial Plan (FY 2014) Key Issues Milestones/Activities Time 1. Assess Current Financial Plan 2. Refine Financial Plan: Suggest Modifications and Software 3. Present to Council at Budget workshop 5/13 5/13 5/13 Responsibility: Finance Director B. Five Year Financial Plan (FY 2015) Key Issues Milestones/Activities Time • Assumptions 1. Develop Changes and Assumptions 2. Council Presentation and Direction 1/14 2/14 Responsibility: Finance Director C. Capital Improvement Plan (Five Year) Key Issues Milestones/Activities Time • Projects • Priorities • Link to Oil • Ongoing Process 1. Identify Needs/Projects with Input from Public Works Commission 2. Prepare Plan 3. Council Presentation and Direction 4. Refine Plan 5. Council Budget: Presentation 6. Council Decision: Budget FY 2015 12/13 1/14 2/14 4/14 5/14 6/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 11 ACTION EMPLOYEE SALARIES AND BENEFITS PRIORITY POLICY: REVIEW, MARKET ANALYSIS, Policy DIRECTION, FUNDING Key Issues Milestones/Activities Time • Consultant Selection • Compensation Policy • Labor Contracts 1. Council Decision: Funding for Classification and Compensation Study 2. Council Decision: Consultant Selection 3. Complete Market Survey and Data Analysis 4. Initial Presentation to Council 5. Council Policy: Compensation Direction (link to Service Level and Financial Plan) 6. Complete Classification and Compensation Study 7. Labor Negotiations 6/13 9/13 1/14 2/14 5/14 8/14 10/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 12 ACTION TECHNOLOGY UPGRADE PRIORITY Mgmt –Top A. Phone System Key Issues Milestones/Activities Time • Funding 1. Needs Assessment 2. Council Report 3. Council Decision: Direction, Funding Purchases 4. Complete Phone System Upgrade Completed 4/13 4/13 7/13 Responsibility: Finance Director B. e-Meeting/Paperless Agenda Key Issues Milestones/Activities Time • 1. Council Decision: Direction, iPad for Council 2. Council Training 3. Implementation 4. Recommendation: Boards and Commissions 5. Council Decision: Direction, Funding 4/13 4/13 5/13 5/13 Responsibility: City Manager C. Website: Upgrade Key Issues Milestones/Activities Time • Funding 1. Evaluate Website Management 2. Report with Recommendations 3. Council Decision: Direction, Funding 4. Evaluate Modules on Engagement and Customer Service 5. Report with Recommendations 6. Council Decision: Budget FY 2015 7/13 8/13 8/13 2/14 2/14 6/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 13 D. Land Management System: Upgrade (Integration with GIS, Work Order Requests and Tracking, Online Permitting, Online Service Requests) Key Issues Milestones/Activities Time • Funding 1. Council Budget Decision: Funding 2. Council Decision: Product/ Purchase 3. Initiate Upgrade 4. Complete Upgrade 6/13 9/13 10/13 9/14 Responsibility: Project Manager ACTION ORGANIZATION STRUCTURE AND PRIORITY PERFORMANCE REVIEW/PLAN: Mgmt –Top PROCESS, COMPLETION Key Issues Milestones/Activities Time 1. Management Workshop on Accountability and Clear Agreement 2. Refine Manager’s Performance Evaluation 3. Council Update 4. Assessment of Organization Structure 5. Assessment of Performance Evaluation 6. Evaluation of Pay for Performance 7. Report with Recommendations 8. Council Presentation: Review, Direction 4/13 5/13 9/13 12/13 12/13 12/13 1/14 2/14 Responsibility: City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 14 ACTION BUDGET AND FINANCIAL DOCUMENTS: PRIORITY SIMPLIFICATION Mgmt –High Key Issues Milestones/Activities Time 1. Budget in Brief 2. Budget Message: Review 3. Develop Recommendation: Budget for Outcomes Completed 5/13 3/14 Responsibility: Finance Director ACTION CITY FINANCIAL POLICIES PRIORITY Mgmt – Key Issues Milestones/Activities Time • Consultant Selection • Investment Policy • Debt Policy • Reserve Policy 1. Review/Refine Current Policies 2. Evaluate Best Practices 3. Council Report with Recommendations 4. Council Decision: Direction 6/13 6/13 6/13 6/13 Responsibility: Finance Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 15 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES ACTION SEWER REPLACEMENT PROGRAM PRIORITY Policy –Top Key Issues Milestones/Activities Time • City Role and Responsibility • L.A. County Annexation • Approval of Sewer Fees a. Assess Costs and Feasibility of Annexing into L.A. County b. Council Workshop: Assessment, Direction c. Develop Financial Plan and Options, County Fees d. Council Decision: Direction, Funding Mechanism e. Initiate County Annexation Process f. Complete County Annexation Completed 5/13 8/13 9/13 10/13 7/14 Responsibility: Public Works Director ACTION STORM WATER QUALITY PLAN PRIORITY Policy –High Key Issues Milestones/Activities Time • Overall Direction • Funding • Consultant Selection • Multi-Jurisdiction Coordination 1. Council Workshop: Assessment, Direction 2. Council Decision: Direction, Funding Mechanism 3. Develop RFP for Consulting Services 4. Select Consultants 5. Funding Mechanism 6. Initiate Study to Develop Budget Implementation Plan for Enhanced Watershed Management (with Manhattan Beach, Redondo Beach, Torrance) 5/13 6/13 5/13 7/13 1/14 8/13 – 4/15 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 16 ACTION FIRE DISTRICT: DIRECTION PRIORITY Policy –High Key Issues Milestones/Activities Time • Consolidation • Administrative/Service Collaboration 1. Council Presentation: Fire “District” Feasibility and Alternatives 2. Council Direction: Initial Direction and Service Level 3. Complete Public Safety Services and Staffing 4. Council Decision: Alternatives 7/13 7/13 12/13 1/14 Responsibility: Fire Chief ACTION CIVIC CENTER AND DOWNTOWN PRIORITY PROPERTIES Policy –High Key Issues Milestones/Activities Time • Civic Center: Definition • Overall Direction • Concept Plan • Project Definition • Project Priority 1. Conduct Stakeholder Meetings and Outreach 2. Council Update: Alternatives 3. Community Outreach 4. Develop Concept Plan 5. Council: Presentation of Concept Plan; Direction on Code Changes, Capital Improvements; Funding Mechanism 6. Link Capital Projects to CIP 7. Initiate Code Changes 4/13 5/13 8/13 10/13 10/13 1/14 1/14 Responsibility: Community Development Director ACTION PUBLIC INFORMATION AND PRIORITY COMMUNICATIONS PLAN Policy Key Issues Milestones/Activities Time • Overall Direction • Funding 1. Assess Communication Methods and Effectiveness 2. Report with Recommendations 3. Council Workshop: Presentation, Direction 10/13 12/13 1/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 17 ACTION CITY FACILITIES PLAN (INCLUDING PRIORITY PUBLIC WORKS/CITY YARD) Policy Key Issues Milestones/Activities Time 1. Council Budget Decision 2. Condition Assessment: Completion 3. Options Analysis CIP 4. Plan Development with Recommendation 5. Decision: Direction, Projects, Priority, Funding 6/13 1/14 3/14 4/14 6/14 Responsibility: Public Works Superintendent ACTION HIGH PERFORMANCE ORGANIZATION PRIORITY MODEL: DEVELOPMENT Mgmt –Top Key Issues Milestones/Activities Time 1. Training and Education: High Performing Organization 2. Identify Core Organization Values 3. Coordinate with Customer Service Level Expectations and Performance Evaluation Accountability 8/13 12/13 4/14 Responsibility: City Manager ACTION STREET PAVING PROGRAM PRIORITY Mgmt –Top Key Issues Milestones/Activities Time • Utility Coordination 1. Program and Project Review 2. Report with Recommendations 3. Council Decision: Direction Funding 4. Project Report: Completion and Acceptance a. FY12 – 13 Project b. FY13 – 14 Project Completed Completed 6/13 7/13 9/13 7/13 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 18 ACTION STRATEGIC PLAN DEVELOPMENT PRIORITY Mgmt –Top Key Issues Milestones/Activities Time • Strategic Plan: Adoption 1. Strategic Plan: Finalize 2. Action Outlines: Development 3. Decision: Adoption 4. Implementation: Direction Completed 4/13 4/13 5/13 Responsibility: City Manager ACTION CITY FLEET POLICY AND MASTER PLAN PRIORITY Mgmt –High Key Issues Milestones/Activities Time • Electric Vehicles • Replacement Policy • Funding 1. Council Budget Decision: City Vehicles 2. Council Budget Decision: Police Administration Lease 3. Develop RFP 4. Council Decision: Consulting Contract 5. Fleet Analysis: Inventory, Need/Use 6. Master Plan: Development 7. Replacement Policy: Recommendations 8. Decision: Direction, Funding Mechanism 6/13 6/13 8/13 10/13 3/14 3/14 4/14 5/14 Responsibility: Police Sergeant (Averill) ACTION POLICE CHIEF: SELECTION PRIORITY Mgmt Key Issues Milestones/Activities Time 1. Finalists 2. Interview 3. Decision: Process/Selection 7/13 7/13 7/13 Responsibility: City Manager and Interim Police Chief Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 19 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY ACTION CARBON NEUTRAL ACTION PLAN: PRIORITY DEVELOPMENT (COMMUNITY AND Policy –Top CITY) WITH ACTIONS Key Issues Milestones/Activities Time • Overall Direction • Definition • Guidelines • Time Frame 1. UCLA Students: Report on Carbon Neutrality for Hermosa Beach 2. Report: Summary/Update City Efforts on Environmental Sustainability 3. Council Decision: Policy Direction on Sustainability Plan, Actions, Time Frame for Carbon Neutrality 5/13 5/13 6/13 Responsibility: Senior Planner ACTION GENERAL PLAN: UPDATE PRIORITY Policy –High A. General Key Issues Milestones/Activities Time • Consultant Selection • Additional Funding 1. Council Decision: Consultant 2. Council Budget Decision: Additional Funding 3. Develop Issue Papers 4. Initiate Community Outreach and Visioning 5/13 6/13 3/14 4/14 Responsibility: Community Development Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 20 B. Community Dialog: General Plan, Oil and Private Development Key Issues Milestones/Activities Time • Consultant Selection • Funding 1. Council Decision: Consultant 2. Council Budget Decision: Funding 3. Community Values Discussion 4. Community Vision and Values Report 5. Community Decision Making Tools 5/13 6/13 6/13 – 12/13 2/14 4/14 Responsibility: Senior Planner ACTION LOCAL COASTAL PLAN: UPDATE/BEACH PRIORITY MANAGEMENT PLAN Policy Key Issues Milestones/Activities Time • Relationship: LCP to General Plan • Relationship: LCP to Beach Management Plan • Overall Direction • Process 1. Report on History, Certified Plan Process, Link to General Plan, Relations 2. Council Decision: Direction on Local Coastal Plan and Beach Management Plan 3. Review and Define Beach Management Plan and Best Practice – uses, events, maintenance, parking, economic development 4. Report with Recommendations 5. Council Decision: Direction, Process for 2014 5/13 6/13 9/13 10/13 11/13 Responsibility: Community Development Director ACTION PARKS MASTER PLAN: DEVELOPMENT PRIORITY Policy Key Issues Milestones/Activities Time • Funding 1. Council Budget Decision: Funding 6/13 Responsibility: Assistant to the City Manager/ Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 21 ACTION CRIME ASSESSMENT ACTION PLAN PRIORITY Mgmt –Top Key Issues Milestones/Activities Time 1. Update 4th of July Plan 2. Evaluation: Deployment and Incidents (ICMA Study) 3. Report with Recommendations 4. Council Budget Decision: Resources Funding for FY 2015 5/13 11/13 1/14 5/14 Responsibility: Police Chief ACTION NIGHT LIFE ACTION PLAN: PRIORITY IMPLEMENTATION Mgmt –High Key Issues Milestones/Activities Time 1. Update Report on Nightlife Action Plan (19 Recommendations) 2. Prepare Recommendations for Further Actions/Plans for Summer 3. Evaluate Options for Business Improvement District Working with Restaurant/Tavern Owner 4. Report with Recommendations 5. Council: Presentation, Direction 6/13 6/13 12/13 12/13 1/14 Responsibility: Police Chief ACTION RECREATION PROGRAMS: REVIEW PRIORITY Mgmt Key Issues Milestones/Activities Time [Incorporate in Parks and Recreation Master Plan] Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 22 ACTION COMMUNITY GARDEN AT SOUTH PARK PRIORITY EXPANSION Mgmt Key Issues Milestones/Activities Time [Pending Decision for South Park Design and Construction] Responsibility: Assistant to the City Manager ACTION SOUTH PARK: UPGRADE PRIORITY Mgmt Key Issues Milestones/Activities Time 1. RFP, Award Design Contract 2. Review by Public Works & Parks and Recreation Commissions, Complete Design 3. Construction Completion 7/13 11/13 3/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 23 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS ACTION OVERALL CITY ECONOMIC PRIORITY DEVELOPMENT POLICY STRATEGY Policy –Top AND FRAMEWORK: CITY ROLE, POLICY FRAMEWORK, TOOL KIT FOR ECONOMIC DEVELOPMENT Key Issues Milestones/Activities Time • Goals • City Role • Guidelines • Tool Kit • Overall Policy 1. Complete Draft Plan 2. Council Presentation, Conceptual Direction 3. Council Budget Decision: Analyst Position 5/13 6/13 6/13 Responsibility: City Manager ACTION PACIFIC COAST HIGHWAY/AVIATION PRIORITY CORRIDOR BEAUTIFICATION Policy –High CONCEPTUAL PLAN: DEVELOPMENT Key Issues Milestones/Activities Time • Funding 1. Presentation of Conceptual Plan to Stakeholders/Community (at PCH/Aviation Improvement Committee) 2. Refine Plan 3. Conduct 2nd Stakeholders/ Community (at PCH/Aviation Improvement Committee 4. Council Decision: Engineering Funding 5. Secure Grant Funding (2) 6. Partner with Blue Zone for Other Funding Sources 7. Prioritize Project in CIP Process 4/13 5/13 6/13 6/13 9/13 Ongoing 5/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 24 ACTION AREA SPECIFIC MASTER PLAN FOR PRIORITY DOWNTOWN: DEVELOPMENT Policy Key Issues Milestones/Activities Time [Pending Action from Civic Center/Downtown Properties] Responsibility: Community Development ACTION DOWNTOWN HOTEL: DEVELOPMENT PRIORITY Mgmt –High Key Issues Milestones/Activities Time [Pending Action from Civic Center/ Downtown Properties and Private Application] Responsibility: Community Development ACTION ARTESIA/PACIFIC COAST HIGHWAY PRIORITY LARGE PARCEL: DEVELOPMENT Mgmt –High Key Issues Milestones/Activities Time [Pending Private Application] Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 25 MONTH APRIL 2013 1. Council Decision: e-Meeting, Paperless Agenda, iPads for Council 2. Council Decision: Strategic Plan 2013 – 2018 – 2028 Adoption 3. Council Report: Phone System Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 26 MONTH MAY 2013 1. Budget Workshop: City Services Inventory 2. Council Decision: Public Safety Services and Staffing Contract 3. Council Decision: EIR Oil Drilling Contract 4. Council Decision: General Plan Contract 5. Council Decision: Community Dialog Contract 6. Council Workshop: Sewer Replacement Program 7. Council Presentation: Five Year Financial Plan 8. Council Presentation: City Economic Development Policy, Strategy, Framework 9. Council Report: City Efforts on Environmental Sustainability 10. Council Report: Local Coastal Plan/Beach Management Plan 11. Council Update: Civic Center and Downtown Properties 12. Council Update: 4th of July Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 27 MONTH JUNE 2013 1. Council Decision Budget FY 2014 a. Services Levels b. Citizen Service Level and Satisfaction Survey c. Classification and Compensation Study d. Website Upgrade e. Land Management System – Update f. Stormwater Quality Plan g. City Facilities Plan h. Street Paving Program i. Fleet Policy and Master Plan j. General Plan: Additional Funding k. Community Dialog l. Parks Mastery Plan m. Economic Development Funding n. Pacific Coast Highway: Engineering 2. Council Decision: Financial Policies 3. Council Decision: Sustainability Plan/Carbon Neutral Activity Plan 4. Council Decision: Local Coastal Plan/Beach Management Plan Direction 5. Council Report: Nightlife Update Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 28 MONTH JULY 2013 1. Council Presentation: Fire ”District” Feasibility and Alternatives, Service Levels 2. Council Decision: Oil Drilling Economic Study Contract Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 29 MONTH AUGUST 2013 1. Council Decision: Citizen Service Level and Satisfaction Survey Contract 2. Council Decision, Direction, Funding: Website Upgrade Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 30 MONTH SEPTEMBER 2013 1. Council Decision: Classification and Compensation Study Contract 2. Council Decision: Sewer replacement Program/County Annexation 3. Council Decision: Stormwater Quality Plan Contract 4. Council Update: Organization Structure and Performance Review Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 31 MONTH OCTOBER 2013 1. Council Presentation: Civic Center and Downtown Properties – Concept Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 1 Hermosa Beach Vision 2028 HERMOSA BEACH 2028 is The Best Little Beach City! Our Hometown Spirit, Our Beach Life Style, Our Eclectic Downtown, Our Vibrant Entry Corridors Our Commitment to Environmental Sustainability, MAKES US DIFFERENT AND SETS US APART. Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 2 City of Hermosa Beach Mission and Core Services The mission of the HERMOSA BEACH MUNICIPAL GOVERNMENT is to Be Financially, Environmentally Responsible to Govern the Community and to Provide 1st Class Municipal Services in a Customer Friendly Manner. through Valued Employees and Volunteers. Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 3 City of Hermosa Beach Goals 2018 Financially Sound City Government High Performing City Providing 1st Class Services More Livable, Sustainable Beach City Enhanced Economic Development Through Revitalized Downtown And Entry Corridors Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 4 City of Hermosa Beach Policy Agenda 2013 Targets for Action TOP PRIORITY Carbon Neutral Action Plan: Development (Community and City) with Actions EIR for Oil Drilling City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget Sewer Replacement Program Overall City Economic Development Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development HIGH PRIORITY Five Year Financial Plan with Projections Storm Water Diversion Plan General Plan: Update Civic Center: Downtown Opportunity Site Pacific Coast Highway/Aviation Corridor Beautification Conceptual Plan: Development Fire District: Direction Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 5 City of Hermosa Management Agenda 2013 Targets for Action TOP PRIORITY Organization Structure and Performance Review/Plan: Process, Completion Crime Assessment Action Plan Street Paving Program High Performance Organization Model: Development Technology Upgrade Strategic Plan Development HIGH PRIORITY Budget and Financial Documents: Simplification Downtown Hotel: Development Night Life Action Plan: Implementation Artesia/Pacific Coast Highway Large Parcel: Development City Fleet Policy and Master Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 6 City of Hermosa Beach Action Outlines 2013 Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 7 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT ACTION CITY SERVICES AND LEVELS OF PRIORITY SERVICES: IDENTIFICATION, Policy – Top PRIORITIES, COST OF SERVICE DELIVERY ANALYSIS, INCORPORATION IN THE BUDGET A. City Services and FY 2014 Key Issues Milestones/Activities Time  City Services  Levels of Service  Funding Service Delivery 1. Complete Initial City Service Inventory and Analysis (applied to the “Service House”) 2. Identify Gaps and Short Term Resource Options for FY 2014 3. Present to Council at Budget Workshop 4. Council Decision: Budget FY 2014 4/13 4/13 5/13 6/13 Responsibility: Financial Director B. Public Safety Services and Staffing (ICMA Comprehensive Analysis of Police, Fire/EMS Services) Key Issues Milestones/Activities Time  Services  Service Level  Resources/Staffing  Fire District: Legal Issues  Service Collaboration  Mutual/Automatic Aid 1. Scope Refinement 2. Council Decision: Contract 3. Initiate Study 4. Data Analysis and Draft Report 5. Prepare Final Report and Implementation 6. Council Presentation 7. Council Budget Direction 4/13 5/13 6/13 9/13 11/13 12/13 1/14 Responsibility: Fire Chief Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 8 C. City Service Level and Satisfaction Survey Key Issues Milestones/Activities Time  Funding Survey 1. Budget Request: Proposal 2. Council Budget Decision: Direction, Funding 3. Council Decision: Contract 4. Complete Survey 5. Council Presentation 5/13 6/13 8/13 2/14 3/14 Responsibility: City Manager D. Citywide Service Level and Cost Analysis Study Key Issues Milestones/Activities Time  Market Comparison to Other Cities  Customer Service Satisfaction Measurement Mechanism 1. City Service Level and Cost Analysis Comparison to Other Cities 2. Performance and Benchmarking Evaluation and Metric Measure – Initial Draft 3. Council: Presentation 4. Council Budget: Direction, Citizen Survey 5. Develop Performance And Benchmark System 10/13 11/13 12/13 1/14 6/14 Responsibility: City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 9 ACTION EIR FOR OIL DRILLING PRIORITY Policy –Top A. EIR Key Issues Milestones/Activities Time  Consultant Selection  EIR Decision 1. Select Consultant 2. Scoping Meeting: Public Input on Issues 3. Provide Monthly Updates to Council 4. Complete Draft EIR 5. Public Workshop: Draft EIR (with Planning Commission) 6. Planning Commission: Review, Recommendations 7. Council: Review, Decision 8. Council Decision: Ballot 5/28/13 7/13 Ongoing 12/13 1/14 2/14 3/14 6/14 Responsibility: Community Development Director B. Economic Study Key Issues Milestones/Activities Time  Consultant Selection 1. Select Consultant 2. Provide Monthly Update Reports 3. Complete Study 4. Community Workshop 5. Council Workshop 7/13 Ongoing 12/13 2/14 3/14 Responsibility: Community Development Director C. Health Impact Analysis Key Issues Milestones/Activities Time  Consultant Selection 1. Select Consultant 2. Provide Monthly Update Reports 3. Complete Analysis 4. Community Workshop 5. Council Workshop 7/13 Ongoing 12/13 2/14 3/14 Responsibility: Community Development Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 10 ACTION FIVE YEAR FINANCIAL PLAN WITH PRIORITY PROJECTIONS Policy –High A. Five Year Financial Plan (FY 2014) Key Issues Milestones/Activities Time 1. Assess Current Financial Plan 2. Refine Financial Plan: Suggest Modifications and Software 3. Present to Council at Budget workshop 5/13 5/13 5/13 Responsibility: Finance Director B. Five Year Financial Plan (FY 2015) Key Issues Milestones/Activities Time  Assumptions 1. Develop Changes and Assumptions 2. Council Presentation and Direction 1/14 2/14 Responsibility: Finance Director C. Capital Improvement Plan (Five Year) Key Issues Milestones/Activities Time  Projects  Priorities  Link to Oil  Ongoing Process 1. Identify Needs/Projects with Input from Public Works Commission 2. Prepare Plan 3. Council Presentation and Direction 4. Refine Plan 5. Council Budget: Presentation 6. Council Decision: Budget FY 2015 12/13 1/14 2/14 4/14 5/14 6/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 11 ACTION EMPLOYEE SALARIES AND BENEFITS PRIORITY POLICY: REVIEW, MARKET ANALYSIS, Policy DIRECTION, FUNDING Key Issues Milestones/Activities Time  Consultant Selection  Compensation Policy  Labor Contracts 1. Council Decision: Funding for Classification and Compensation Study 2. Council Decision: Consultant Selection 3. Complete Market Survey and Data Analysis 4. Initial Presentation to Council 5. Council Policy: Compensation Direction (link to Service Level and Financial Plan) 6. Complete Classification and Compensation Study 7. Labor Negotiations 6/13 9/13 1/14 2/14 5/14 8/14 10/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 12 ACTION TECHNOLOGY UPGRADE PRIORITY Mgmt –Top A. Phone System Key Issues Milestones/Activities Time  Funding 1. Needs Assessment 2. Council Report 3. Council Decision: Direction, Funding Purchases 4. Complete Phone System Upgrade Completed 4/13 4/13 7/13 Responsibility: Finance Director B. e-Meeting/Paperless Agenda Key Issues Milestones/Activities Time  1. Council Decision: Direction, iPad for Council 2. Council Training 3. Implementation 4. Recommendation: Boards and Commissions 5. Council Decision: Direction, Funding 4/13 4/13 5/13 5/13 Responsibility: City Manager C. Website: Upgrade Key Issues Milestones/Activities Time  Funding 1. Evaluate Website Management 2. Report with Recommendations 3. Council Decision: Direction, Funding 4. Evaluate Modules on Engagement and Customer Service 5. Report with Recommendations 6. Council Decision: Budget FY 2015 7/13 8/13 8/13 2/14 2/14 6/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 13 D. Land Management System: Upgrade (Integration with GIS, Work Order Requests and Tracking, Online Permitting, Online Service Requests) Key Issues Milestones/Activities Time  Funding 1. Council Budget Decision: Funding 2. Council Decision: Product/ Purchase 3. Initiate Upgrade 4. Complete Upgrade 6/13 9/13 10/13 9/14 Responsibility: Project Manager ACTION ORGANIZATION STRUCTURE AND PRIORITY PERFORMANCE REVIEW/PLAN: Mgmt –Top PROCESS, COMPLETION Key Issues Milestones/Activities Time 1. Management Workshop on Accountability and Clear Agreement 2. Refine Manager’s Performance Evaluation 3. Council Update 4. Assessment of Organization Structure 5. Assessment of Performance Evaluation 6. Evaluation of Pay for Performance 7. Report with Recommendations 8. Council Presentation: Review, Direction 4/13 5/13 9/13 12/13 12/13 12/13 1/14 2/14 Responsibility: City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 14 ACTION BUDGET AND FINANCIAL DOCUMENTS: PRIORITY SIMPLIFICATION Mgmt –High Key Issues Milestones/Activities Time 1. Budget in Brief 2. Budget Message: Review 3. Develop Recommendation: Budget for Outcomes Completed 5/13 3/14 Responsibility: Finance Director ACTION CITY FINANCIAL POLICIES PRIORITY Mgmt – Key Issues Milestones/Activities Time  Consultant Selection  Investment Policy  Debt Policy  Reserve Policy 1. Review/Refine Current Policies 2. Evaluate Best Practices 3. Council Report with Recommendations 4. Council Decision: Direction 6/13 6/13 6/13 6/13 Responsibility: Finance Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 15 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES ACTION SEWER REPLACEMENT PROGRAM PRIORITY Policy –Top Key Issues Milestones/Activities Time  City Role and Responsibility  L.A. County Annexation  Approval of Sewer Fees a. Assess Costs and Feasibility of Annexing into L.A. County b. Council Workshop: Assessment, Direction c. Develop Financial Plan and Options, County Fees d. Council Decision: Direction, Funding Mechanism e. Initiate County Annexation Process f. Complete County Annexation Completed 5/13 8/13 9/13 10/13 7/14 Responsibility: Public Works Director ACTION STORM WATER QUALITY PLAN PRIORITY Policy –High Key Issues Milestones/Activities Time  Overall Direction  Funding  Consultant Selection  Multi-Jurisdiction Coordination 1. Council Workshop: Assessment, Direction 2. Council Decision: Direction, Funding Mechanism 3. Develop RFP for Consulting Services 4. Select Consultants 5. Funding Mechanism 6. Initiate Study to Develop Budget Implementation Plan for Enhanced Watershed Management (with Manhattan Beach, Redondo Beach, Torrance) 5/13 6/13 5/13 7/13 1/14 8/13 – 4/15 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 16 ACTION FIRE DISTRICT: DIRECTION PRIORITY Policy –High Key Issues Milestones/Activities Time  Consolidation  Administrative/Service Collaboration 1. Council Presentation: Fire “District” Feasibility and Alternatives 2. Council Direction: Initial Direction and Service Level 3. Complete Public Safety Services and Staffing 4. Council Decision: Alternatives 7/13 7/13 12/13 1/14 Responsibility: Fire Chief ACTION CIVIC CENTER AND DOWNTOWN PRIORITY PROPERTIES Policy –High Key Issues Milestones/Activities Time  Civic Center: Definition  Overall Direction  Concept Plan  Project Definition  Project Priority 1. Conduct Stakeholder Meetings and Outreach 2. Council Update: Alternatives 3. Community Outreach 4. Develop Concept Plan 5. Council: Presentation of Concept Plan; Direction on Code Changes, Capital Improvements; Funding Mechanism 6. Link Capital Projects to CIP 7. Initiate Code Changes 4/13 5/13 8/13 10/13 10/13 1/14 1/14 Responsibility: Community Development Director ACTION PUBLIC INFORMATION AND PRIORITY COMMUNICATIONS PLAN Policy Key Issues Milestones/Activities Time  Overall Direction  Funding 1. Assess Communication Methods and Effectiveness 2. Report with Recommendations 3. Council Workshop: Presentation, Direction 10/13 12/13 1/14 Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 17 ACTION CITY FACILITIES PLAN (INCLUDING PRIORITY PUBLIC WORKS/CITY YARD) Policy Key Issues Milestones/Activities Time 1. Council Budget Decision 2. Condition Assessment: Completion 3. Options Analysis CIP 4. Plan Development with Recommendation 5. Decision: Direction, Projects, Priority, Funding 6/13 1/14 3/14 4/14 6/14 Responsibility: Public Works Superintendent ACTION HIGH PERFORMANCE ORGANIZATION PRIORITY MODEL: DEVELOPMENT Mgmt –Top Key Issues Milestones/Activities Time 1. Training and Education: High Performing Organization 2. Identify Core Organization Values 3. Coordinate with Customer Service Level Expectations and Performance Evaluation Accountability 8/13 12/13 4/14 Responsibility: City Manager ACTION STREET PAVING PROGRAM PRIORITY Mgmt –Top Key Issues Milestones/Activities Time  Utility Coordination 1. Program and Project Review 2. Report with Recommendations 3. Council Decision: Direction Funding 4. Project Report: Completion and Acceptance a. FY12 – 13 Project b. FY13 – 14 Project Completed Completed 6/13 7/13 9/13 7/13 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 18 ACTION STRATEGIC PLAN DEVELOPMENT PRIORITY Mgmt –Top Key Issues Milestones/Activities Time  Strategic Plan: Adoption 1. Strategic Plan: Finalize 2. Action Outlines: Development 3. Decision: Adoption 4. Implementation: Direction Completed 4/13 4/13 5/13 Responsibility: City Manager ACTION CITY FLEET POLICY AND MASTER PLAN PRIORITY Mgmt –High Key Issues Milestones/Activities Time  Electric Vehicles  Replacement Policy  Funding 1. Council Budget Decision: City Vehicles 2. Council Budget Decision: Police Administration Lease 3. Develop RFP 4. Council Decision: Consulting Contract 5. Fleet Analysis: Inventory, Need/Use 6. Master Plan: Development 7. Replacement Policy: Recommendations 8. Decision: Direction, Funding Mechanism 6/13 6/13 8/13 10/13 3/14 3/14 4/14 5/14 Responsibility: Police Sergeant (Averill) ACTION POLICE CHIEF: SELECTION PRIORITY Mgmt Key Issues Milestones/Activities Time 1. Finalists 2. Interview 3. Decision: Process/Selection 7/13 7/13 7/13 Responsibility: City Manager and Interim Police Chief Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 19 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY ACTION CARBON NEUTRAL ACTION PLAN: PRIORITY DEVELOPMENT (COMMUNITY AND Policy –Top CITY) WITH ACTIONS Key Issues Milestones/Activities Time  Overall Direction  Definition  Guidelines  Time Frame 1. UCLA Students: Report on Carbon Neutrality for Hermosa Beach 2. Report: Summary/Update City Efforts on Environmental Sustainability 3. Council Decision: Policy Direction on Sustainability Plan, Actions, Time Frame for Carbon Neutrality 5/13 5/13 6/13 Responsibility: Senior Planner ACTION GENERAL PLAN: UPDATE PRIORITY Policy –High A. General Key Issues Milestones/Activities Time  Consultant Selection  Additional Funding 1. Council Decision: Consultant 2. Council Budget Decision: Additional Funding 3. Develop Issue Papers 4. Initiate Community Outreach and Visioning 5/13 6/13 3/14 4/14 Responsibility: Community Development Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 20 B. Community Dialog: General Plan, Oil and Private Development Key Issues Milestones/Activities Time  Consultant Selection  Funding 1. Council Decision: Consultant 2. Council Budget Decision: Funding 3. Community Values Discussion 4. Community Vision and Values Report 5. Community Decision Making Tools 5/13 6/13 6/13 – 12/13 2/14 4/14 Responsibility: Senior Planner ACTION LOCAL COASTAL PLAN: UPDATE/BEACH PRIORITY MANAGEMENT PLAN Policy Key Issues Milestones/Activities Time  Relationship: LCP to General Plan  Relationship: LCP to Beach Management Plan  Overall Direction  Process 1. Report on History, Certified Plan Process, Link to General Plan, Relations 2. Council Decision: Direction on Local Coastal Plan and Beach Management Plan 3. Review and Define Beach Management Plan and Best Practice – uses, events, maintenance, parking, economic development 4. Report with Recommendations 5. Council Decision: Direction, Process for 2014 5/13 6/13 9/13 10/13 11/13 Responsibility: Community Development Director ACTION PARKS MASTER PLAN: DEVELOPMENT PRIORITY Policy Key Issues Milestones/Activities Time  Funding 1. Council Budget Decision: Funding 6/13 Responsibility: Assistant to the City Manager/ Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 21 ACTION CRIME ASSESSMENT ACTION PLAN PRIORITY Mgmt –Top Key Issues Milestones/Activities Time 1. Update 4th of July Plan 2. Evaluation: Deployment and Incidents (ICMA Study) 3. Report with Recommendations 4. Council Budget Decision: Resources Funding for FY 2015 5/13 11/13 1/14 5/14 Responsibility: Police Chief ACTION NIGHT LIFE ACTION PLAN: PRIORITY IMPLEMENTATION Mgmt –High Key Issues Milestones/Activities Time 1. Update Report on Nightlife Action Plan (19 Recommendations) 2. Prepare Recommendations for Further Actions/Plans for Summer 3. Evaluate Options for Business Improvement District Working with Restaurant/Tavern Owner 4. Report with Recommendations 5. Council: Presentation, Direction 6/13 6/13 12/13 12/13 1/14 Responsibility: Police Chief ACTION RECREATION PROGRAMS: REVIEW PRIORITY Mgmt Key Issues Milestones/Activities Time [Incorporate in Parks and Recreation Master Plan] Responsibility: Assistant to the City Manager Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 22 ACTION COMMUNITY GARDEN AT SOUTH PARK PRIORITY EXPANSION Mgmt Key Issues Milestones/Activities Time [Pending Decision for South Park Design and Construction] Responsibility: Assistant to the City Manager ACTION SOUTH PARK: UPGRADE PRIORITY Mgmt Key Issues Milestones/Activities Time 1. RFP, Award Design Contract 2. Review by Public Works & Parks and Recreation Commissions, Complete Design 3. Construction Completion 7/13 11/13 3/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 23 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS ACTION OVERALL CITY ECONOMIC PRIORITY DEVELOPMENT POLICY STRATEGY Policy –Top AND FRAMEWORK: CITY ROLE, POLICY FRAMEWORK, TOOL KIT FOR ECONOMIC DEVELOPMENT Key Issues Milestones/Activities Time  Goals  City Role  Guidelines  Tool Kit  Overall Policy 1. Complete Draft Plan 2. Council Presentation, Conceptual Direction 3. Council Budget Decision: Analyst Position 5/13 6/13 6/13 Responsibility: City Manager ACTION PACIFIC COAST HIGHWAY/AVIATION PRIORITY CORRIDOR BEAUTIFICATION Policy –High CONCEPTUAL PLAN: DEVELOPMENT Key Issues Milestones/Activities Time  Funding 1. Presentation of Conceptual Plan to Stakeholders/Community (at PCH/Aviation Improvement Committee) 2. Refine Plan 3. Conduct 2nd Stakeholders/ Community (at PCH/Aviation Improvement Committee 4. Council Decision: Engineering Funding 5. Secure Grant Funding (2) 6. Partner with Blue Zone for Other Funding Sources 7. Prioritize Project in CIP Process 4/13 5/13 6/13 6/13 9/13 Ongoing 5/14 Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 24 ACTION AREA SPECIFIC MASTER PLAN FOR PRIORITY DOWNTOWN: DEVELOPMENT Policy Key Issues Milestones/Activities Time [Pending Action from Civic Center/Downtown Properties] Responsibility: Community Development ACTION DOWNTOWN HOTEL: DEVELOPMENT PRIORITY Mgmt –High Key Issues Milestones/Activities Time [Pending Action from Civic Center/ Downtown Properties and Private Application] Responsibility: Community Development ACTION ARTESIA/PACIFIC COAST HIGHWAY PRIORITY LARGE PARCEL: DEVELOPMENT Mgmt –High Key Issues Milestones/Activities Time [Pending Private Application] Responsibility: Public Works Director Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 25 MONTH APRIL 2013 1. Council Decision: e-Meeting, Paperless Agenda, iPads for Council 2. Council Decision: Strategic Plan 2013 – 2018 – 2028 Adoption 3. Council Report: Phone System Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 26 MONTH MAY 2013 1. Budget Workshop: City Services Inventory 2. Council Decision: Public Safety Services and Staffing Contract 3. Council Decision: EIR Oil Drilling Contract 4. Council Decision: General Plan Contract 5. Council Decision: Community Dialog Contract 6. Council Workshop: Sewer Replacement Program 7. Council Presentation: Five Year Financial Plan 8. Council Presentation: City Economic Development Policy, Strategy, Framework 9. Council Report: City Efforts on Environmental Sustainability 10. Council Report: Local Coastal Plan/Beach Management Plan 11. Council Update: Civic Center and Downtown Properties 12. Council Update: 4th of July Plan Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 27 MONTH JUNE 2013 1. Council Decision Budget FY 2014 a. Services Levels b. Citizen Service Level and Satisfaction Survey c. Classification and Compensation Study d. Website Upgrade e. Land Management System – Update f. Stormwater Quality Plan g. City Facilities Plan h. Street Paving Program i. Fleet Policy and Master Plan j. General Plan: Additional Funding k. Community Dialog l. Parks Mastery Plan m. Economic Development Funding n. Pacific Coast Highway: Engineering 2. Council Decision: Financial Policies 3. Council Decision: Sustainability Plan/Carbon Neutral Activity Plan 4. Council Decision: Local Coastal Plan/Beach Management Plan Direction 5. Council Report: Nightlife Update Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 28 MONTH JULY 2013 1. Council Presentation: Fire ”District” Feasibility and Alternatives, Service Levels 2. Council Decision: Oil Drilling Economic Study Contract Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 29 MONTH AUGUST 2013 1. Council Decision: Citizen Service Level and Satisfaction Survey Contract 2. Council Decision, Direction, Funding: Website Upgrade Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 30 MONTH SEPTEMBER 2013 1. Council Decision: Classification and Compensation Study Contract 2. Council Decision: Sewer replacement Program/County Annexation 3. Council Decision: Stormwater Quality Plan Contract 4. Council Update: Organization Structure and Performance Review Action Agenda 2013/Mayor and City Council/Hermosa Beach, California Copyright © 2013: Lyle Sumek Associates, Inc. Project 130408 31 MONTH OCTOBER 2013 1. Council Presentation: Civic Center and Downtown Properties – Concept Plan Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 4 PERFORMANCE REPORT 2013 FOR CITY OF HERMOSA BEACH Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 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 memento 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Hermosa Beach Vision 2028 HERMOSA BEACH 2028 is The Best Little Beach City! Our Hometown Spirit, Our Beach Life Style, Our Eclectic Downtown, Our Vibrant Entry Corridors Our Commitment to Environmental Sustainability, MAKES US DIFFERENT AND SETS US APART. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Hermosa Beach Municipal Government Mission and Core Services The mission of the HERMOSA BEACH MUNICIPAL GOVERNMENT is to Be Financially, Environmentally Responsible to Govern the Community and to Provide 1st Class Municipal Services in a Customer Friendly Manner. through Valued Employees and Volunteers. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 City of Hermosa Beach Policy Agenda 2013 TOP PRIORITY Carbon Neutral Action Plan: Development (Community and City) with Actions City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget EIR for Oil Drilling Sewer Replacement Program Overall City Economic Development Policy Strategy and Framework: City Role, Policy Framework, Tool Kit for Economic Development HIGH PRIORITY Five Year Financial Plan with Projections Storm Water Quality Plan Civic Center and Downtown Properties General Plan: Update Pacific Coast Highway/Aviation Corridor Beautification Conceptual Plan: Development Fire District: Direction Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 City of Hermosa Beach Management Agenda 2013 TOP PRIORITY Organization Structure and Performance Review/Plan: Process, Completion High Performance Organization Model: Development Street Paving Program Crime Assessment Action Plan Technology Upgrade Strategic Plan Development HIGH PRIORITY Budget and Financial Documents: Simplification Downtown Hotel: Development Night Life Action Plan: Implementation Artesia/Pacific Coast Highway Large Parcel: Development City Fleet Policy and Master Plan Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 City of Hermosa Beach Goals 2018 Financially Sound City Government High Performing City Providing 1st Class Services More Livable, Sustainable Beach City Enhanced Economic Development Through Revitalized Downtown And Entry Corridors Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT ACHIEVEMENTS 2014 VALUE TO RESIDENTS 1. + Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 GOAL 2 HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES ACHIEVEMENTS 2014 VALUE TO RESIDENTS 1. + Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY ACHIEVEMENTS 2014 VALUE TO RESIDENTS 1. + Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS ACHIEVEMENTS 2014 VALUE TO RESIDENTS 1. + Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 City of Hermosa Beach Other City Successes 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 City of Hermosa Beach Actions to Reduce Cost to Government Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 City of Hermosa Beach Service Reductions 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 City of Hermosa Beach Service Increases and New Services 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 DEPARTMENTAL SUCCESSES CITY OF HERMOSA BEACH 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: City Manager Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Oversaw Development and Implementation of City’s First Strategic Plan Impacts: Guiding Documents for City Policy Success: Hired New Police Chief Impacts: Leadership for Police Department Success: Transition to Paperless Agenda Packets for Council Impacts: Carbon Neutral/Energy Efficiency Policy Goal Success: Conducted Management Workshop on Accountability Impacts: Implemented Accountability Program for Leadership Success: Oversaw Community Dialogue Process Re: General Plan, Private Development & Oil Impacts: Involved Community in Planning for Future of City Success: Provided High Performance Organization Training for City Staff Impacts: Engaged Staff in Training to Shift Culture to Achieve High Performance Success: Implemented 360 Degree Performance Review for City Manager Impacts: Allowed for Top Down and Down Up Review of Leadership Leading to Higher Engagement Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 Success: Served as Head of City Manager’s Task Force with ICRMA Impacts: Long Term Reduction in Liability Coverage Costs Success: Oversaw effective Fourth of July campaign to reduce holiday impact Impacts: Addressed Longstanding Issues with Fourth of July Holiday Impacts Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 19 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Community Development Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Preparation for Vote on the Oil Project – Assembling Team of Experts, Public Outreach Impacts: Public has been and continues to be thoroughly informed and has been provided frequent opportunities for input every step of the way regarding EIR process, Cost and Benefit, and Health Studies Success: City Council Approval of New 10-year Solid Waste Franchise Agreement, and Transition to New Hauler Impacts: Residents and business will have continuing high quality service with better diversion rates, incentives for recycling (“pay as you throw”), more services, and local office with the new hauler, with lower, or only slightly higher, rates dependent on service selected Success: Housing Element Final Adoption and State Certification Impacts: Meets State requirements through 2021; enables City to plan for large Commercial lots without retaining zoning for high density housing Success: Civic Center/Downtown Strategic Economic Development Plan – Engaged Expert Team Impacts: When completed and presented to Council, it will provide policy and programs for City to make decisions to leverage assets and plan and prepare for economic development of the downtown area and for the development of key sites. Success: Sustainable Communities Grant for General Plan Update and “Blueprint for a Low Carbon Future” Awarded, Consultant Selected, and Work Progressing Impacts: Took advantage of Strategic Growth Council grant opportunity where City’s goals align with the State, allowing for progress to be made on a much needed and meaningful update to the General Plan, linking it to sustainability objectives, at a low cost to the City. Long term benefits to residents and businesses. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 20 Success: Late Night Intensification Ordinance Adopted and Collaboration with Police Department on Code Enforcement Impacts: One of many elements of efforts to tone down late night activity to change the culture of downtown/Pier Plaza to benefit residents Success: Implementation of Sustainability Plan– Fleet Purchasing, Municipal Procurement Policy, Energy Efficiency Upgrades, Employee Commute Survey Impacts: These are important small steps towards implementation of state goals and City’s Carbon Neutral goal. Success: PCH / Aviation Concept Plan Approval Impacts: First step in improving two primary entry corridors, wrapping up efforts of the PCH Aviation Improvement Committee Success: Facilitation and Permitting of New Development Activity Sensitive to Character of Hermosa Beach Impacts: Continue to provide a great service with limited staff that balances economic development with quality of life issues and community engagement in the development review process important to local residents. New projects include a boutique hotel, new restaurants, commercial façade improvements, and new residential projects. Success: Funding to Support Council Priorities Impacts: Additional funding applied for or awarded to support Council priorities focused on economic development, climate change and resiliency, and coastal planning: SCAG Green Region Award (carbon neutral municipal operations award), Local Coastal Planning Assistance (to supplement Sustainable Communities Grant for Local Coastal Program mandated by law, multi-city Local Coastal Program Sea Level Rise Adaptation Grant Program for Los Angeles Region funded, Coastal Conservancy Climate Ready Grant funded. Success: 2013 Building Code Amendments Impacts: Compliance with state law, allows city to retain and propose local amendments to support local conditions supporting Council priorities, adopted plans and benefitting city residents. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 21 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Community Resources Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Streamlined Special Events Review and Decision Process Impacts: Saved staff and Commission review time; made requirements more clear to producers Success: Awarded Design Contract for South Park Playground Impacts: Worked collaboratively with community on type of playground design the neighborhood desires; negotiated the lowest possible cost for the design Success: Increased summer camp offerings by 82% Impacts: Provided a more diverse array of opportunities for residents to use Success: Provided Expanded Senior Center offerings Impacts: Senior residents have a diverse array of activities in which to participate Success: Coordination and Oversight of a complete set of 5 Pier Plaza Promotions Impacts: Raised $50,000 in revenue for recreation programming Success: Coordination and Oversight of over 80 Special Events in 2013 Impacts: Production of diverse array of special events for community enjoyment Success: In Partnership with AYSO, Eliminated Bi-Annual Clark Field Soccer to Baseball Changeover Impacts: Saved staff time and $4000 of city budget Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 Success: Created Outdoor Fitness Permit Program Impacts: Improved organization and oversight of city park and beach space with competing users Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 23 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Finance Department Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: City Services and Levels of Services- Completed initial service inventory and analysis (“service house”). Presented to Council in Preliminary Budget/Workshop Impacts: More informed decision making Success: Five Year Financial Plan - Presented plan to City Council with Preliminary Budget Impacts: More informed decision making Success: Phone System - Awarded to Council, successful management of project to date, keeping all informed, estimated completion date by calendar year end Impacts: Up to date technology/tools for all city employees, better service for public, others using city services Success: Completion of Telephone Best Practices Impacts: Guidance for employees in conjunction with above new phone system, better, more uniform customer service Success: Budget in Brief - Completed for Midyear 12/13, 13/14 Impacts: Summarized budget information which is more useful to those who are not interested in detailed information, simplification Success: Financial Policies, including Investment Policy Impacts: Investment policy certified by California Municipal Treasurer’s Association, independent confirmation of “best practice” policy, financial policies expanded to include more “best practices”, illumination of practices/policies for staff, City Council, public, debt community, etc. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 24 Success: Analysis/Issuance of Pension Obligation Bonds Impacts: Obtained accurate analysis of POB’s working with actuary and financial advisor – discovered no savings would be realized, continuing to monitor feasibility Success: Continuation of 50/50 Audits Impacts: Ensure businesses are in compliance with CUP/code provisions Success: Installation of Credit Card Meters on Pier Avenue Impacts: Better customer service, more efficient collection Success: Review of Pension with Discovery Economics and Independent Actuary Impacts: Expanded Independent Information for City Council and Public Success: Implemented Split Schedule for Finance Cashier Division Impacts: Better Customer Service Success: Assumed City Treasurer Role Upon Resignation of City Treasurer. Provide Oversight to City Treasurer Now at Request of City Council Impacts: Separation of Duties, Fulfilled Council Desire for (Perceived) Enhanced Cash Control and Oversight on Investments Success: Assisted with Implementation of Paperless Agenda for City Council Impacts: Saving trees, more efficient Success: Responded to Grand Jury Report on City Finances Impacts: Provided Factual Information in Response to Report Success: Recommended Increase in Transient Occupancy Tax (unsuccessful) for 3rd Time Impacts: Not approved by City Council but will try again Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 25 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Fire Department Please list your department’s most important achievements that were completed during 2013 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 first full year of working from the Department’s strategic plan. Impacts: The strategic plan was developed by the Department’s planning team. Working off the strategic plan has facilitated holding personnel accountable for the completion of tasks within given timelines and are consistent with the Department’s overall strategic plan focus. Success: Developed Grief Support Brochure Impacts: This brochure was developed to aid HBFD personnel in providing our customers with the resources they need when faced with the death of a close friend or family member. Success: Developed tri-fold pamphlet Impacts: Developed a tri-fold informational pamphlet about the Department; its mission, vision, and goals; and its activities. The tri-fold is used at public meetings, such as Neighborhood Watch. The tri-fold aids in different personnel with consistent talking points at public meetings. Success: City social media policy; FD establishes presence on social media Impacts: FD worked with City Attorney and COP in developing a City social media policy. From this policy, the FD launched a presence on Facebook and Twitter. The FD shares statistical information, employee recognition, and other important new items on Facebook. Twitter is used for short messages. Success: Renewed Shelter Management Agreement with American Red Cross Impacts: Hermosa Valley School and the Community Center Gym are approved ARC shelter sites. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 26 Success: SCBA air compressor replacement Impacts: SCBA are self-contained breathing apparatus (the “bottles” firefighters wear on their backs at fires and other hazardous atmosphere events). This new stationary equipment meets the latest standards for air quality and storage and refills SCBA cylinders much faster than the old 25 year old it replaced. Success: Installation of retro-reflective striping on FD units Impacts: Upgraded safety feature of FD units, providing the latest in reflection technology as recommended by the National Fire Protection Association (NFPA). This is a significant safety improvement in a high-traffic, narrow road access city. Success: Conducted a Captain’s Exam Impacts: Utilized Donnoe & Associates to design a validated exam and provide orientation to examinees. Results of the exam established a captain’s list of two personnel who also qualify as acting captains. Success: Fourth of July Plan and Response Impacts: With Council support, coordinated with PD, PW, and CD in developing and implementing an Incident Action Plan (IAP) of increased enforcement, visibility, and a zero-tolerance approach to law-breakers. Resulted in the lowest call volume Fourth of July for the FD in over 5 years. Success: Sidewalk CPR Impacts: Hosted Sidewalk CPR training for laypersons in June and in September. Over 50 laypersons were taught compression-only CPR. Success: Upgrade of Station Alert System Impacts: This system provides audio and visual emergency alerting of FD personnel when dispatched to an emergency incident. The new system incorporates a visual component of colored lighting (each color indicates the type of alarm) and a new speaker system for the audio component. The old system was out-of-date and becoming increasingly unreliable. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 27 Success: Assigned interim Division Chief assigned to Training & Operations from July to December Impacts: Assigning a captain to this position increased organizational capacity, which enabled addressing the establishment of a training assessment and training plan/program; designing an earthquake exercise for City staff; coordination of engine apparatus specification development; etc. Success: National Night Out Impacts: Coordinated with Neighborhood Watch, PD, PW, and County Lifeguards in planning and participating in this annual event. Success: Training Needs Assessment Impacts: This was the first of an annual assessment that includes subjective personnel input and objective evaluation of training materials, equipment, and facilities. The assessment was used to develop a training plan for 2014. Success: School Safety Audit Impacts: Worked with PD and School District in conducting a thorough audit of each school in regards to safety from fire, intruders, active shooter, etc. The School District has utilized FD and PD feedback from the audits to make changes and enhancements to the security of their campuses. Success: Active participant in regional training Impacts: Regional training included wildland (in Torrance), strike team leader refresher (hosted by HBFD), fire investigation courses (hosted by HBFD), and fireground survival course. This has enabled the FD to save money from having to develop its own training in these areas. Success: Facilitated completion of ICMA study of Fire and Police Services Impacts: ICMA has completed a study of the FD and PD that includes a series of recommendations. Success: EOC Exercise Impacts: Exercised the HBDSW group (shelter-trained and CERT-trained members) and city staff with EOC activation in response to a major earthquake scenario. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 Success: Hosted fireground survival training Impacts: Provided manipulative training related to the on-line regional training previously completed by FD personnel. Manhattan Beach, Redondo Beach, and El Segundo Fire Department personnel participated in this regional training opportunity hosted by the HBFD. Success: Updated Respiratory Protection Plan Impacts: New plan is consistent with latest CalOSHA requirements. This plan will be used to implement Respiratory Protection Program administered by a third-party. Success: Fire Station Renovation – Apparatus bay floor Impacts: New apparatus bay floor covering installed; old floor slippery when wet and safety hazard. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Human Resources Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Revitalized Employee Recognition Program Impacts: Improved staff morale Success: Attained Blue Zones Worksite Certification Impacts: Established wellness policies and ongoing wellness initiatives for City staff Success: Revised Employee Performance Appraisal System Impacts: Improved accountability and goal/outcome measurement Success: Increased Employee Benefits to include Flexible Spending Account Impacts: Added benefit for minimal cost Success: Conducted Comprehensive City wide Risk Management Assessment Impacts: Risk Identification and Risk Reduction Success: Conducted 3 Workers’ Comp Comprehensive File Reviews Impacts: Increased oversight and identification of cost savings and action plans Success: Conducted multiple compliance training sessions for various city staff Impacts: Maintaining compliance with various laws; improving service delivery Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30 Success: Performed Evaluation of Existing “Backend” Management of City Website Impacts: Improved oversight of operations Success: Finalized Resolution/”Contract” for Unrepresented Employees Impacts: Improved morale among unrepresented staff Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Hermosa Beach Police Department Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Active Shooter Training Impacts: Training provided to school and police personnel on responding to active shooter incidents on campus. Provided a greater level of parent confidence in proactive school safety measures. Allowed officers to collaborate with school personnel and neighboring public safety agencies to develop procedures and protocols to enhance performance during emergencies. Success: School Crime Prevention and Emergency Preparedness Impacts: City personnel, including the police department assisted the three schools in identifying measures to improve their ability to protect students and staff from strangers coming onto campus. Crime Prevention Through Environmental Design philosophy was stressed. This action also looked at how each school is prepared and stocked with emergency supplies. Success: California Shake-Out Impacts: This planned exercise was designed to improve the collaboration between our schools, neighborhood watch, CERT, Disaster Service Workers, Red Cross, and city personnel to be better prepared in case of a major event or disaster. This exercise also allowed for critique and feedback to ensure each group was familiar with the capabilities of the others and allowed us to identify gaps in response and equipment needs to improve overall disaster response and performance. Success: ICMA STUDY Impacts: Study of police operations by the International City Managers Association. This study reviewed police operations to determine effectiveness and recommend improvements to better serve the community. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 32 Success: CALEA Re-Accreditation 2014-2016 Impacts: The Commission on Accreditation of Law Enforcement Agencies (CALEA) completed an assessment of our agency and determined that we meet national standards for law enforcement agencies policies and procedures and approved us for re-accreditation for the period 2014-2016. Success: Fourth of July Operations Impacts: The Police Department stepped up efforts to deter the over consumption of alcohol and incidents of violence on the Fourth of July by increasing the number of police personnel, taking more stringent enforcement action, and using news and social media to put out a strong message, which resulted in significantly fewer fights and injuries, and reduced the number of public drunkenness arrests. The department received numerous praises from residents for our efforts. Success: School Tours for K through Second Grade Impacts: The police department provided station tours for students from Hermosa View School (K through 2) as a part of their yearly outreach to the schools. This tour consisted of a presentation of safety tips, examination of police equipment and vehicles, and a mock crime scene and response by officers. Photos and videos were taken as part of the tour and provided to each class. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 33 DEPARTMENTAL SUCCESSES 2013 Hermosa Beach, California December 2013 DEPARTMENT: Public Works Please list your department’s most important achievements that were completed during 2013 under “Success.” Under “Impacts”, please explain what the benefits to the city and to a resident were as a result of each achievement. Success: Provided service to the public including 86 Plan Checks, 15 Environmental Plan Reviews, and permits for 617 public works permits, 18 encroachment permits; completed approximately 50 notices for power outages and 58 notices for street closure; and coordinated 64 Council Chamber bookings and setups. Handled all Council Chamber audio/visual equipment trouble reports. Reviewed plans for all major utility upgrades/replacements, issued permits, and provided inspection for approximately 50 pole replacements, replacement of underground facilities, and gas line replacements, Time Warner installation of fiber optic lines, and 183 utility cutouts. Responded to numerous phone calls from residents requiring contacts for utility companies, bee/roach infestations, complaints regarding contractors/neighbors/code enforcement violations, questions on permit process, Notice Inviting Bids information and packets. (Information is only for FY12-13 and does not include services provided after 6/30/13). Impacts: Ensured that permits were issued in accordance with City requirements thus ensuring the safety of residents, code compliance, and delivering timely service for contractors and residents conducting business within the City limits. Achieved City 2013 Goal for High Performing City Providing 1st class service, Enhanced Economic Development by assisting contractor and developers, and achieved More Livable City thru Environmental Plan checking. Utility plan reviews and inspections ensure safety, traffic control, and stormwater compliance and result in replacement of in-kind or better public improvements. (Information is only for FY12-13 and does not include services provided after 6/30/13). Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 Success: Completed a variety service requests including 289 for building maintenance, 69 for parks, 37 for sewers, 16 for storm drains, 74 for street lighting, 153 for street maintenance, 130 for traffic safety, 32 for fleet maintenance, 227 for items such as graffiti removal, sewer overflow callouts, special requests, utilities, etc., and an additional estimated 600-700 services requests for various items officially closed after 7/2013, but completed prior to 6/30/13. (Information is only for FY12-13 and does not include services completed after 6/30/13). Impacts: Ensured City buildings, sidewalks, streets, lights, fleet, sewers, storm drains were maintained and repaired properly; ensuring compliance with a variety of safety, water, County and State standards, reducing liability to the City by responding quickly to potential hazards like trip hazards or lights out. Achieves City 2013 Goal for High Performing City Providing 1st class service; achieved More Livable City by addressing resident’s concerns; and achieved ‘Storm Water Quality’ thru quick response to all storm drain/sewer service requests. Success: Prepared RFP and bid out janitorial and parks maintenance services. Impacts: Bids resulted in lower costs to the City. Achieved 2013 Goal for ‘Financially Sound’ government Success: Completed approximately 234 invoices for NPDES (two years) for restaurants (198) and automotive business (36), news racks, quarterly beach maintenance, quarterly PCH street sweeping, library maintenance, Greenbelt maintenance, utility street cuts, Chevron Tanker move, and other miscellaneous invoicing; and completed claims for damage to City property. (Information is only for FY12-13 and does not include services provided after 6/30/13) Impacts: Ensured that the City was reimbursed for costs. Achieved 2013 Goal for Financially Sound government, achieved 2013 Top Priority Policy Agenda ‘City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget’. Success: Completed 503 hours of field investigations and inspections, including NPDES investigations; and 841 hours of general office engineering. (Information is only for FY12-13 and does not include services provided after 6/30/13) Impacts: Achieved City 2013 Goal for High Performing City Providing 1st class service and More Livable City ensuring construction affecting public areas is to standard and maintaining storm drain/water/sewer standards. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 Success: Renovating 14th Street and Strand restroom; restrooms are now open on weekends. Replaced lights, plumbing and fixtures, landscaping, toilets/urinals, stalls, control panel, painted structure (inside and out), and removed old railing. Impacts: Restrooms are now open to the public on the weekends after being closed for over 18 months. Helps achieve More Livable City and 2013 Goal for High Performing City Providing 1st class service Success: Renovated room 15 at the Community Center (new floors, cabinets, blinds, and paint Impacts: Per the Community Resources Directors request to open after school program for school kids. Helps meet goal for More Livable City Success: Completed Annual Street Light Assessment Impacts: Met Financially Sound Government by meeting reporting requirements and assuring accurate property tax assessments. Success: Prepared 77 Projects for scanning services and cataloged them electronically after they were returned by vendor. (Information is only for FY12-13 and does not include services provided after 6/30/13) Impacts: Increased office space in the PW Administration office and made it easier to locate files for public inquiries. This supports the 2013 Goal for High Performing City Providing 1st Class Service. Success: Prepared agendas, staff reports, noticing, and agenda packet distribution (including all Granicus updates) for 6 Public Works Commission meetings. Meetings addressed a variety of issues including street humps, stop signs, sight visibility, capital improvement budget, etc. Impacts: Responded to resident requests for street humps, stop signs, and other street/traffic related matters and obtained PW Commission input on capital improvement projects. This supports and achieves the 2013 Goal for High Performing City Providing 1st Class Service and More Livable, Sustainable Beach City Success: Bid and installed new monitor for Council Chambers Impacts: Allowed for clearer presentation of council agenda. Supported 2013 Goal for High Performing City Providing 1st Class Service allowing for greater transparency in government. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 36 Success: Prepared budget, midyear budget, and re-appropriations, and monitored budget; prepared monthly reports for City Council; completed Measure R, Prop A and C reporting; prepared 250 Purchase orders, prepared minutes for all PW Commission meetings and PCH/Aviation Committee meetings; requested W-9 Forms from vendors, completed payroll for PW Administration and PW Yard employees; completed quarterly merit review and personnel action for four employees; completed all other necessary personnel action forms including requests for staff. (Information is only for FY12-13 and does not include services provided after 6/30/13) Impacts: Provide the City with necessary reporting for City Council, management, and public. These actions support 2013 Goal for Financially Sound government, achieved 2013 Top Priority Policy Agenda ‘City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis, Incorporation in the Budget’; and 2013 Goal High Performing City Providing 1st Class Service by ensuring timely purchases required to complete service requests in timely manner. Success: Researched and provided information requested for 10 Public Information Requests, 7 Claims/Subpoenas, and 8 NPDES related information requests. Impacts: Assisted the City obtaining information for legal matters thus minimizing risk to the City and supported the City in complying with the CA Public Records Act. Supports 2013 Goal for High Performing City Providing 1st Class Service. (Information is only for FY12-13 and does not include services provided after 6/30/13) Success: Maintained City Website for PW Department. Impacts: Contractors, vendors, and residents are able to obtain updated information. Supports 2013 Goal for High Performing City Providing 1st Class Service Success: Installed memorial benches and disabled parking spots per residents requests Impacts: Responded to community requests. Supports 2013 Goal for High Performing City Providing 1st Class Service. Success: Arranged and coordinated fleet trip to Santa Monica to support development of new Fleet Policy. Participated in the Fleet Policy development and purchased 4 vehicles of which 3 were alternative fuel/energy efficient. Impacts: New Fleet Policy was created and adopted meeting 2013 Policy Agenda goal for Carbon Neutral Action Plan: Development (Community and City) with Actions and the 2013 Management Agenda and the 2013 Management Agenda High Priority goal for new City Fleet Policy and Master Plan. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 37 Success: Researched vendors for replacement or upgrade of existing software for permits, service requests, asset and fleet management, incorporated findings into budget and began Scope of Work review. Impacts: Supported 2013 Management Agenda for Technology Upgrade and 2013 Top Priority Policy Agenda ‘City Services and Levels of Services: Identification, Priorities, Cost of Service Delivery Analysis and Incorporation in the Budget’. Success: Completed Phase I of the most critical structural repairs to the Hermosa Beach Municipal Pier Impacts: Extended life span of the iconic Pier. Supports the 2013 Goals for a more livable, sustainable Beach City. Success: Construction of the Hermosa View Elementary Safe Route to School between PCH and Prospect Avenue Impacts: Extended the Safe Route to School network linking Hermosa View Elementary School to more pedestrian and bike traffic from PCH corridor and the western part of town. Supports the 2013 Goals for a more livable, sustainable Beach City. Success: Completed the electrical rewiring of the Community Center South Wing and replaced lights in classrooms and main theatre with more energy efficient and durable lights. Impacts: Saving energy and providing a more efficient electrical system, supporting the 2013 Goals of a more sustainable Beach City. Success: Furnished new k-4 rated bollard system at the entrance to pier plaza. Impacts: Installation of the new traffic barrier system at the entrance to Pier Plaza greatly increased pedestrian safety in the area by replacing the previous system, which was vastly undersized. This new bollard array also increased the visual appeal to the plaza entrance and is aesthetically in line with the overall downtown color scheme and aesthetic design. This falls in line with the City’s goals of focusing on and revitalizing the downtown facilities. Success: Re-paved and reconstructed two years of annual street improvements. Impacts: Greatly improved the drivability of many streets, which had been neglected for many years. Allowed the City to get back on track with the Pavement Management Plan as established by Bucknam and Associates. The City has now begun design for the next annual street improvement project and is in position to maintain the overall pavement management program in the coming years. Street paving has been identified as a Top Priority on the management agenda. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 38 Success: Completed a significant number of sewer improvements city wide, in coordination with the annual street improvements. Impacts: Provided much needed repairs to many sewer segments throughout the City. Coordination with the street pavement management program has also mitigated the impact to residents, as well as reduced the chance of excavating newly paved streets to perform sewer repairs. Repairs were also performed in accordance with LA County standards, which falls in line with the sewer replacement program as identified in the Policy Agenda. Success: GIS data and maps were used to plan projects such as the sewer repairs, street repairs, safe routes to schools, storm water management, CIP project planning and more. GIS tools help reduce the data gathering and processing time. A lot of analysis done for Sewer Replacement Program was done with GIS tools and it saved a lot of time for staff that would otherwise have to be done manually. Similarly, GIS continues to be an important tool in the Storm Water Quality Plan project. GIS also continues to be helpful for all other departments. GIS data and maps assist departments including Community Development for zoning, land use changes, general plan housing element etc., Police Department and Fire Department for event planning, incident reporting, mutual aid maps updates etc., with City Manager’s and City Clerk’s office for election maps, parking related maps and data and more. GIS has assisted the staff in case of emergency management in the events such as sewer spills, accident incident management etc. Besides complex data gathering and mapping GIS assists with simple tasks such as radius mapping and address generation for public noticing, large-scale map prints, scans etc. GIS staff assists the citizens and local businesses with any requests with data and maps. Data and maps are also provided to Neighborhood watch groups, school districts, community garden group and other organizations. Hermosa GIS continues to be part of the regional GIS community and contributes and collaborates with GIS staff and organizations with in the South Bay and LA County. Impacts: GIS is a crucial tool in some top and high priority projects on the Policy Agenda for 2013 such as Sewer Replacement Program, Storm Water Quality Plan, General Plan Update and PCH/Aviation Corridor Plan. GIS helps staff provide efficient and quick service to the residents, businesses, other agencies, consultants and contractors of the city; an important step towards a city with the 1st class service. Success: Purchased Backhoe and two trucks for the yard Impacts: Provide safer and reliable backhoe and aging vehicles over 15 years old. Supports providing 1st Class Service. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 39 Success: Replaced streetlights on north Hermosa Ave, Strand 10th to 14th, Aubrey Ct, and Highland Ave. with energy efficient lights. Replaced Impacts: Pushing forward with the City’s plan to implement energy efficiency and reduce carbon footprint. Success: Scheduled annual sanitary sewer system maintenance and storm drain maintenance. Inspected contractor work and performed annual backflow testing. Impacts: Avoided potential sewer plug’s and spills. Removed debris from storm drain system to minimize negative environmental impacts. Success: Completed all scheduling and Public Works duties for all summer and special events (87 events). Ensured installation of flags for Veteran’s Day, 4th of July, and Memorial Day. Impacts: Ensured restroom facilities were sufficient, scheduled and/or performed clean-up/trash collection/additional steam or street cleaning as needed, coordinated with event sponsors to ensure proper staging of vehicles and supplies and made sure proper signage/notices were posted. Supports providing More Livable City and 1st Class Service. Success: Completed doggy dispenser installation on Pier Ave, Pier Plaza and the Strand Impacts: Providing dog bags for the public that supports More Livable City goal. Completed FY13-14 Success: Installed flashing solar stop signs at the intersection of Gould and Ardmore and Gould and Valley Drive. (Completed FY13-14) Impacts: Increased pedestrian and Vehicle safety; supports more Livable City Success: Replaced 18 trees on Pier Avenue for FY13-14 Impacts: More Livable City Success: Painted Theater ceiling and lobby Impacts: Supports More Livable City Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 40 Success: Completed (June/July 2013) renovation of Bard garage in order for the Friends of the Library to move in. Impacts: Supports More Livable City Success: Participated in planning, coordination, and execution of the Employee Appreciation Dinner Impacts: Increase in Staff morale. Success: Assisted, coordinated, and implemented Leadership Hermosa Projects for Historical Path and Walking Path Impacts: Improves quality of life for residents and visitors- supports More Livable City goal. Success: Collected and recycled green waste, wood, metal, tires, oil and e-waste. Collected and coordinated disposal via auction of a variety of items. Hosted and coordinated with LA County Public Works regarding the Hazardous Waste Round-up regarding dates, location, logistics, and required liability agreements. Coordinated with waste contractor to hold Shred event. Impacts: Provides residents with convenient recycling locations, reduces the City’s carbon footprint and makes for more livable city. Success: Performed contract management for janitorial, landscape services, uniforms/mats, street sweeping and steam cleaning. Completed all necessary inspections of services, investigation and resolutions of complaints, and scheduling of additional services. Managed contracts for Temporary Engineering services and Traffic Engineering completing all preparation of PSA’s, completion of change orders, and review of services. Impacts: Ensured residents received 1st Class Services and that the City received the services from the contractor as contracted. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 41 Success: Issued approximately 10 letters regarding trees/shrubs encroaching on the public right of way during FY 12-13, coordinated one glare shield request; responded to numerous resident concerns regarding broken vault boxes, low hanging lines, trip hazards, slow response to light repair requests, and broken equipment by contacting and following up with utility companies; contacted and coordinated repairs of faulty traffic signals on PCH with Caltrans; and contacted SCE regarding flickering lights or full streetlight outages. Impacts: Ensured that potentially hazardous and/or unsightly conditions were eliminated or mitigated in a timely fashion to ensure More Livable City and 1st Class Services. Reduced risk to City. Success: Chevron Coker Drum Transport – worked with Chevron and transport company, neighboring cities, other departments, and utility companies. Impacts: Ensured safety, protect City infrastructure and facilities, secured over $100,000 in funding form SCE and Chevron for future City improvement projects. Success: Performed oversight of the NPDES Permit and the City’s storm water management program. Hired consultant for compliance with MS4 Permit and ensured restaurant and automotive shop inspection were performed. Performed public outreach regarding recycling used oil, beverage containers, provided PSAs and calendars, and other educational materials related to clean water and the City’s stormwater management program. Participated in annual County beach cleaning event. Impacts: Supports More Livable City and supports the Storm Water Quality Plan which is one of the High Priority Policy Agenda items. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 5 LOOKING TO HERMOSA BEACH’S FUTURE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Hermosa Beach Vision 2029 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 City of Hermosa Beach Success in 2019 means… Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 City of Hermosa Beach Actions for 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 LOOKING TO HERMOSA BEACH’S FUTURE DEPARTMENTAL VIEW Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: City Manager From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Economic Development  Expanding Services within Budget Constraints  Implementing Citywide Strategic Plan Goals and Objectives  Managing Impacts of 2014 Oil Vote  Implementing Priority Based Budgeting System  Establishing High Performance Organization Model Citywide Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: City Manager Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Civic Center/Downtown Project 2 General Plan Update 3 Linking Sustainability to Economic Development Projects 4 Begin Initiating High Performance Organization Model Across City Departments 5 Implementing Citywide Performance Measures 6 Developing Priority Based Budgeting System 7 Refining Procurement Policies 8 Monitoring Implementation of Strategic Plan Goals Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: City Manager Please list issues or projects that you would like for the city to address this next year 2014. 1 Continue Community Dialogue Process Re: General Plan, Private Development & Oil 2 Initiate High Performance Organization Model Across City Departments 3 Linking Sustainability to Economic Development Projects 4 Implementing City Wide Service Request System Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Community Development From your department’s perspectives, what are the major challenges facing the city over the next 5 years?  Preparation for vote on the oil project (including relocation of City Yard) and follow-up regulatory actions if the project is approved  Civic Center/Downtown Strategic Plan/Relocation of City Yard  Nightlife issues (improve enforcement/compliance)  Maintain service levels in the face of increased workloads and fewer staff  Accommodation and processing of appropriate new development – including EIRS  Infrastructure improvements (streets, sewers, etc.)  A meaningful General Plan/Coastal Land Use Plan process with public engagement –> leading to adoption; management of supporting grant programs  Provide staffing, resources, and space needs to meet these challenges  Implementing Sustainability Plan adopted by the City and other green measures. Prepare Carbon Neutral Plans including targets and benchmarks /Climate Action Plan  Implementing new stormwater permit  PCH/Aviation project –implementation of the Conceptual Plan  Climate change issue and vulnerabilities due to sea level rise, and start community discussion in adoption strategies  Increase customer access to information and permits through website with goal of online permitting  Implement needed technology upgrades – permit tracking software phone system, etc.  Keeping abreast of new State and Federal Laws and implementation Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Management of significant comprehensive planning projects: General Plan/Coastal Land Use Plan Update and supporting grants; carbon neutral and sustainability planning; Strategic Economic Downtown Plan; Community Dialogue 2 Late night alcohol establishment Action Plan – CUP reviews/hearings, enforcement including food sales audits 3 Ongoing processing/management of major development projects – oil, development at PCH/Artesia, Hotel sites, etc. 4 Reviewing software upgrade options in preparation towards web based permit inspection programs, issuance, tracking 5 Clean sweep and other pro-active enforcement actions 6 Coordination with other departments on many fronts including assisting Public Works staff for inspections Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 INITIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Community Development Please list issues or projects that you would like for the city to address this next year 2014. 1 Implement Sustainability Plan, including Carbon Neutral Plan for Municipal Operations (in progress) and Climate Action Plan (funding provided to SBCCOG) 3 (a) Finalize Strategic Economic Downtown/Plan/Council Direction on Implementation. (b) Whether to proceed with development of Civic Center component. 4 General Plan/Coastal Land Use Plan update (grant obtained, in progress) 5 Update permit-tracking software to take advantage of new products on the market---- enable GIS base permit processing trackers, interdepartmental, etc. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Community Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Increased interest in holding Special Events, filming and contract classes in the City, requiring additional oversight/staffing with reduced staff  Service levels in lieu of recent staff reductions  Ability to provide a wide array of multi-generational recreation programming within budgetary constraints  Competing interests in the Community Center  Community Theater and relationship with Hermosa Arts Foundation  South Park Playground Project and Community Garden as they relate to possible nearby oil drilling (resident concern)  Increased need for after school and other school related programming with space constraints Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Community Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 South Park Playground Remodel 2 Special Events Policy updates (ongoing) 3 Class Registration Software Upgrade to ActiveNet 4 Possible Theatre Equipment Upgrades (In Partnership with HAF) 5 Surf Memorial Statue Project 6 Ocean Friendly Garden Project 7 Expansion of PARK Afterschool Program 8 Parks Master Plan 9 Facility Use Programs and Policies Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Community Resources Please list issues or projects that you would like for the city to address this next year 2014. 1 Funding for South Park Playground Construction 2 Policy on Fee Collections for Special Events Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Finance Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Proposed Oil Project, Requirement to Move City Yard at City Cost  Balancing Budget, Maintaining Service Levels, Maintaining Employee Morale  Balancing Staffing Issues with Available Funds, Staff Turnover (Class and Comp Study Underway)  Changing Height Limit In Specific Areas for Potential Development  Aging Infrastructure, Deferred Maintenance, Lack of Funds  Consideration of Annexation of Sewer/Storm Drain System to County Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Finance Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Performance Measures in Budget/ICMA Performance Measure System 2 Implement Priority Based Budgeting 3 Implement E-Payables System 4 Implement New Purchase Order System 5 Online Parking Permit System 6 Installation/Training, New Phone System 7 Research 2nd Cash Register for Cashier Division Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Finance Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Performance Measures in Budget/ICMA Performance Measure System 2 Implement Priority Based Budgeting 3 Implement E-Payables System 4 Implement New Purchase Order System 5 Obtain GFOA Budget Award 6 Online Animal Licensing System 7 Online Parking Permit System 8 Review Purchasing Policies for Improvement 9 Stabilize Finance Department Staffing Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Fire Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Hiring and retaining qualified personnel.  Setting a new tone similar to July 4, 2013 for the city and its special events in general.  $17.5 million payout to E&B.  Establish a top-to-bottom performance measure accountability culture.  Pursue Center for Public Safety Excellence fire accreditation with Council support.  Address need and develop plan (including site identification and funding options) for new Civic Center complex.  Conduct a community risk analysis.  Develop a Standards of Cover (with Manhattan Beach and other FDs that are interested).  Oil vote and fallout.  Economic development downtown; promoting revenue-generating growth.  Matching organizational capacity with community and Council expectations; getting Council, with staff assistance, to define “first-class services” for each department and committing resources accordingly.  Funding and implementing a thorough and formal Health & Wellness Program, including mandatory comprehensive annual medical screenings of FD personnel.  Improve emergency management capacity (develop skills via training, conduct exercises, EOC construction, etc.)  Update all risk management plans for all departments/buildings (IIPP, Exposure Control, Hazard Communication, etc.) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 19  Maintain or improve ISO rating (currently Class 4).  Sewer system upgrades and consideration of entering service area; sewer fee implementation.  AES power plant – Council pressure to take position.  Hope Chapel.  Aviation-PCH improvements; increased traffic congestion in general? Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 20 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Fire Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Installation of Smart Classroom technology in the EOC ($75,000 Homeland Security grant). 2 Implement Emergency Action Plan citywide for each department/building. 3 Respiratory Protection Plan – Written plan update completed; utilizing Workforce Safety to initialize administration of program. 4 Design and purchase of pop-up banners for use in public presentations of the FD. 5 Electronic patient care reporting (ePCR) – Go live in January 2014; final implementation and training in December 2013. 6 Policy Manual – Using Lexipol to assist in developing a comprehensive and legally defensible FD policy manual. 7 Developing a customer service survey to evaluate and measure community impressions of FD services. 8 Tactical EMS training for HBFD personnel. 9 Public Access Defibrillation (PAD) Program – Scheduling CPR-AED training for city staff. 10 Regional grant application for traffic pre-emption devices on traffic signals. 11 Santa Sleigh Ride – Working with Neighborhood Watch, PD, and PW. 12 New fire engine purchase and construction (delivery end of summer 2014). 13 Design and purchase approval for new ambulance. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 21 14 EOC Construction, Phase 2. 15 Fire station traffic signal. 16 Update Emergency Operations Plan (EOP). 17 Update Multi-Hazard Mitigation Plan (MHMP). 18 Emergency management training for city staff. 19 El Camino College In-Service Fire Training Agreement ($14,000 in revenue to City). 20 Evaluating potential impacts of PPACA on HBFD’s delivery of emergency and non-emergency medical services 21 Medi-Cal Ground Emergency Medical Transportation (GEMT) Supplemental Reimbursement Program: Processing required forms and applications in order to obtain additional funding for ambulance transportation of Medi-Cal patients; Current revenue potential less than $5,000 annually, but may increase to approximately $25,000 annually if legislation is enacted that includes Medi-Cal HMO. 22 Firefighter recruitment; Currently have two (2) positions open and have three (3) candidates in backgrounds. 23 Update/enhance automatic aid agreement with Manhattan Beach 24 Purchasing and upgrading unit mobile data computers (MDCs); to be installed and configured by RCC. 25 Preparing presentation to Council of ICMA findings; determine which recommendations to implement. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Fire Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Complete a plan for re-locating Civic Center and develop a funding strategy. 2 Further develop emergency management capabilities through plans updates, training, EOC construction, EOC exercise, and EOC equipment improvements. 3 Begin work on Accela upgrade, integrating GIS, fire & life safety inspections, building inspections, and invoicing to improve communication flow and the efficiency of staff time. The ultimate outcome is improved customer service. 4 Engineer’s acting list exam. 5 Fire unit preventative maintenance contract RFP. 6 Renew Apparatus & Equipment Loan Agreement with MB, RB, ES, and Torrance; current agreement expires 12/31/2014. 7 Preparing for oil vote; continue placing additional funds in oil pay-out reserves. 8 Design and conduct a joint FD/PD active shooter exercise; use After-Action Report to modify operations accordingly. 9 Update City strategic plan. 10 Present Department strategic plans to Council for discussion and consistency with City strategic plan. 11 Fund permanent Division Chief position at mid-year budget review; initiate recruitment. 12 Fund civilian Fire Marshal position for FY 2014-15; initiate recruitment. 13 Continue limited renovations of current facilities. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 23 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Human Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Expiration of MOUs in 2015 in a challenging environment  Ability to attract and retain qualified staff  Continued rise in health insurance and other benefit premiums  Expansion of service levels in environment of budget reductions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 24 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Citywide Classification and Compensation Study 2 Implementation of Action Items Identified in Risk Management Assessment (ongoing) 3 Oversight of Workers’ Compensation Program 4 Oversight of Liability and Litigation Management Program 5 Update to various Personnel Policies and Procedures (ongoing) 6 Maintenance of Blue Zones Wellness Initiative 7 RFP for new Workers’ Compensation TPA 8 Labor Relations Issues and Contract Administration (ongoing) 9 Oversight of Citywide Training Program (ongoing) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 25 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this next year 2014. 1 Transition to New Health Benefits Provider 2 Implementation of Class and Comp Study Findings 3 Transition to Electronic Performance Appraisal and Review System 4 Purchase and Implementation of Electronic Applicant Tracking/Onboarding/Reporting Recruitment and Personnel Management System Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 26 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Hermosa Beach Police Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Recruitment  Retention  Career Development  Improving data collection and analysis  Purchase of new Computer Aided Dispatch and Records Management System  Integration of our records system with a LA county information sharing pool.  Integration of LARICS (interoperational radio and networking system for LA County) with our department, the South Bay Regional Public Safety Communications Authority, and LARICS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 27 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Police Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Voter Project – Installing an antenna downtown to improve radio communications. 2 Installing security gate at rear of police department 3 Moving friends of the library to a new location to allow the traffic bureau to move to a better location and expand. 4 Downtown camera project going to council December 10th. 5 Reviewing/Implementing ICMA report recommendations 6 Project currently ongoing to reduce parking ticket appeal backlog Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Police Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Improvements to statistical reporting system to gather better data to make operational decisions. 2 Install replacement mobile video components to replace outdated units Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Public Works From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Accela Implementation – per the Scope of Work this project will require SIGNIFICANT time and resources. We have already spent a great deal of time reviewing the scope and vendors for this software change. Staff support is required to adequately meet the time lines indicated in the SOW.  Developing master plans for improvements of City’s infrastructures and keeping up with the established schedules and budgets.  Continue to monitor and assess that there is sufficient staffing by completing hiring for funded positions and collecting data to support additional hires.  Improving purchase order restraints and limitation that results in valuable time lost and work holdups  Would like to see an electronic marquee. Manually changing is a waste of resources that could be used elsewhere.  City Yard Relocation if oil is approved by Public, work completed to date included the review of 5 concept designs.  GIS fits very aptly in the agenda of technology upgrade. GIS is a fast changing technology. The software, hardware and data for GIS need to be constantly updated for the efficient and maximum use of the technology. A robust and fully functional GIS system needs to have a way to dispense the maps and data to the users. Currently some basic data layers can be viewed and searched with the intra net GIS portal that was built in house. This intranet GIS portal can be enhanced to automate several tasks such as radius maps and address list generation for noticing purposes, enhanced query and search functions etc. A third party application that works with the GIS legacy software that the city currently owns will be necessary for such implementation. This will automate some repetitive functions and increase staff efficiency. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30  (continued) Hermosa Beach has participated in LA County’s regional imagery consortium (LAR- IAC) project since 2006. The project provides new high resolution imagery and a lot other data such as building footprints, contours, LIDAR data etc at a very reasonable price for city governments within LA County. Updated imagery and data is important for all departments but specifically for PD and FD. Continued participation in the upcoming LAR-IAC4 project in 2013-14 will be very important. An upcoming project for land management and asset management by Accela will utilize GIS heavily. The hardware and software requirement consideration for the GIS use with Accela will be important part of the project. All the functionalities of the product can only be utilized if adequate hardware and software choices are made for this project. This includes the appropriate Accela licenses, GIS software licenses and other third party products that may be necessary such as Adobe, Crystal reports etc. Adequate training for staff to use these applications effectively with Accela and with GIS will be equally important for the project’s success and to complete project within the specified time and resources. Keeping GIS data updated and as real time as possible is always a challenge. With staff time required to do many different tasks, data gathering and updating can easily be put aside. Prioritizing data enhancement will be crucial to keep this technology updated.  Sewer Annexation requires significant resources for the planning, design, user fee feasibility study, construction, and cost/benefit analysis of annexation.  Securing funds for the maintenance of already funded safety and/or beautification projects Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 13-127 Street Improvements – Various Locations: Pavement rehabilitation of streets at various locations per the Pavement Management Program Report. Currently in design. 2 12-143 PCH/Aviation Beautification Project: Improve aesthetics on PCH and Aviation through gateway signs, upgraded lighting, and landscape. Currently in design. 3 12-160 PCH Traffic Improvements: Improve traffic mobility along PCH through intersection widening, re-striping and new signage. Currently in design. 4 13-308 Stormwater Improvements: Preliminary study to investigate Stormwater capital improvement projects that will identify locations to divert, infiltrate, treat and reuse urban stormwater runoff. Currently in design. 5 13-401 Sewer Improvements Various Locations: Engineering and Construction of sewer work required to be performed in association with and in advance of streets designated for rehabilitation for FY 13-14. Currently in design. 6 13-538 Citywide Park Master Plan: Update the City's 1995 Park Master Plan by assessing park facilities and developing a comprehensive maintenance plan and long term capital improvement plan. Currently in preliminary study phase. 7 13-606 Fire Station Renovation and Upgrades: Upgrades and/or repairs to various building/living necessities at the Fire Department Building. Currently in construction. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 32 8 13-613 City Yard Roof: Repair roof of fleet maintenance and traffic safety facilities at the City Yard. Currently in construction. 9 13-619 Police Facilities Improvements: Installation of a modular office for the traffic bureau and security improvements to the back ramp of the police department. Currently in pre-construction. 10 10-661 Surf Memorial Memorial sculpture/water feature to be located at the Community Center. Project on Hold for lack of funds. 11 13-649 Community Center General Improvement: On-going improvements to the Community Center including energy efficiency improvements and miscellaneous repairs. Currently in preliminary study phase. 12 13-655 City Facilities ADA Transition Plan and Improvements: Study to identify ADA accessibility and improvements for all City facilities. Currently creating RFPs for solicitation. 13 13-656 Citywide Energy Conservation Upgrades: Conducting energy audits for all City facilities in order to assess areas where the City can reduce electricity and natural gas use. Also includes installation of energy efficient lighting on the Stand and Hermosa Ave between 10th and 14th, as well as design for Lawn Bowling lighting. Currently in preliminary study phase. 14 13-659 Municipal Pier Structural Repairs – Phase II: Repairs of deteriorating structural segments of the pier. Currently in design. 15 13-663 Parking Structure Repairs: Physical repairs to various physical cracks in the slab-on-grade, elevated slabs, exposed and or corroded reinforcement, and corrosion in the embedded sleeves supporting handrail/guardrail. Project awarded, construction anticipated to begin January 2014. 16 13-664 City Facility Condition Assessment and Asbestos Report: Study to compile an inventory of the condition of the City's structures (including asbestos assessment) and a prioritized list of repairs with estimated cost. Currently creating RFPs for solicitation. 17 11-157 South Park: Upgrade and improve existing playground facilities. Currently in design. 18 12-153 Fire Station Hybrid Beacon: To replace the existing deteriorating flashing beacon on Pier Avenue with a more effective hybrid beacon. Plans and bid package complete, waiting for confirmation of available funds. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 33 19 07-651 Lot A Trash Enclosure: Construct new trash enclosure in Lot A to be used by businesses on the north and south side of Pier Plaza. Currently in design. 20 11-602 Clark Field Electrical: Install a new electrical panel and controls in the announcer’s booth at Clark Field. Currently in preliminary study phase. 21 Installation of a Parking Counting System at the Parking Structure and Lot A. Currently in preliminary study phase. 22 Upgrade TV Monitors in City Hall Conference Rooms: Replace dated TV monitors in the various conference rooms in City Hall with new flat panel HD screens, allowing for easier viewing and presentation capability. Currently awaiting delivery of monitors for installation. 23 Upgrade Council Chambers A/V Room: Replace existing Standard Definition broadcast equipment with new High Definition system, to allow for better production quality and expandability for the future. Currently in design. 24 Ocean Friendly Garden: use of drought tolerant/native species landscaping in front of Community Center. Currently in design. 25 Additional 14th Street Restroom Renovations to include new vents, showers, doors, railing, and new phase converter. Currently in Construction. 26 Working with Police Dept CIP projects: Bard St. garage roll-up doors, pedestrian door and new driveway. 27 Getting cost estimates to repair retaining wall at Fort Lots of Fun Park 28 Pricing and evaluating Pier Ave. Trash can and newspaper rack painting 29 Completing annual tree trimming citywide 30 Preparing for annual sports field renovations 31 Ongoing service request management and scheduling 32 Pavement Management System: Compiling citywide street data in order to monitor pavement conditions for future street rehabilitation projects. 33 Installation of Solar Powered Flashing STOP Signs on Gould Avenue, Hermosa Avenue, and Prospect Avenue. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 34 Procurement and Installation of Electrical Vehicle Charging Stations for City Vehicles. 35 Pier Avenue Pedestrian Crosswalks: Currently seeking options to repair or replace in ground flashing system. 36 Bard Street Garage: assessment and abatement of Asbestos and installation of new roof. 37 Improvement of Wheel Chair Ramps at the intersection of Gould Avenue and Valley and Ardmore 38 Installation of Fast Electrical Vehicle Charging Stations at the Parking Structure 39 Hermosa Avenue Revitalization to meet Vibrant Corridors and Economic Revitalization goals. 40 Work on BEST 41 Reviewing and providing comment to the City of Redondo Beach regarding plans for street improvements on Herondo/Harbor Drive Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this next year 2014. 1 Replace Pier Restroom Doors 2 Basketball and Tennis Court resurfacing 3 Plaza security lights 4 Replace Plaza benches, approximately 16 5 Convert Plaza lights to energy efficient lighting (approximately 44 lights) 6 Replace lights on Hermosa Avenue between 10th Street and 14th Street to Energy Efficient Lights 7 Install new drinking fountains at Pier Restrooms 8 Install Herondo trees and water meters 9 Install 8 energy efficient windows at in the south wing of the Community Center 10 Perform root foaming on several sections of the sewers. 11 Continue scanning documents 12 Public Works Yard would benefit from an Admin Aid Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 5 LOOKING TO HERMOSA BEACH’S FUTURE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Hermosa Beach Vision 2029 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 City of Hermosa Beach Success in 2019 means… Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 City of Hermosa Beach Actions for 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 LOOKING TO HERMOSA BEACH’S FUTURE DEPARTMENTAL VIEW Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: City Manager From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Economic Development  Expanding Services within Budget Constraints  Implementing Citywide Strategic Plan Goals and Objectives  Managing Impacts of 2014 Oil Vote  Implementing Priority Based Budgeting System  Establishing High Performance Organization Model Citywide Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: City Manager Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Civic Center/Downtown Project 2 General Plan Update 3 Linking Sustainability to Economic Development Projects 4 Begin Initiating High Performance Organization Model Across City Departments 5 Implementing Citywide Performance Measures 6 Developing Priority Based Budgeting System 7 Refining Procurement Policies 8 Monitoring Implementation of Strategic Plan Goals Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: City Manager Please list issues or projects that you would like for the city to address this next year 2014. 1 Continue Community Dialogue Process Re: General Plan, Private Development & Oil 2 Initiate High Performance Organization Model Across City Departments 3 Linking Sustainability to Economic Development Projects 4 Implementing City Wide Service Request System Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Community Development From your department’s perspectives, what are the major challenges facing the city over the next 5 years?  Preparation for vote on the oil project (including relocation of City Yard) and follow-up regulatory actions if the project is approved  Civic Center/Downtown Strategic Plan/Relocation of City Yard  Nightlife issues (improve enforcement/compliance)  Maintain service levels in the face of increased workloads and fewer staff  Accommodation and processing of appropriate new development – including EIRS  Infrastructure improvements (streets, sewers, etc.)  A meaningful General Plan/Coastal Land Use Plan process with public engagement –> leading to adoption; management of supporting grant programs  Provide staffing, resources, and space needs to meet these challenges  Implementing Sustainability Plan adopted by the City and other green measures. Prepare Carbon Neutral Plans including targets and benchmarks /Climate Action Plan  Implementing new stormwater permit  PCH/Aviation project –implementation of the Conceptual Plan  Climate change issue and vulnerabilities due to sea level rise, and start community discussion in adoption strategies  Increase customer access to information and permits through website with goal of online permitting  Implement needed technology upgrades – permit tracking software phone system, etc.  Keeping abreast of new State and Federal Laws and implementation Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Community Development Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Management of significant comprehensive planning projects: General Plan/Coastal Land Use Plan Update and supporting grants; carbon neutral and sustainability planning; Strategic Economic Downtown Plan; Community Dialogue 2 Late night alcohol establishment Action Plan – CUP reviews/hearings, enforcement including food sales audits 3 Ongoing processing/management of major development projects – oil, development at PCH/Artesia, Hotel sites, etc. 4 Reviewing software upgrade options in preparation towards web based permit inspection programs, issuance, tracking 5 Clean sweep and other pro-active enforcement actions 6 Coordination with other departments on many fronts including assisting Public Works staff for inspections Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 INITIATIVES 2013: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Community Development Please list issues or projects that you would like for the city to address this next year 2014. 1 Implement Sustainability Plan, including Carbon Neutral Plan for Municipal Operations (in progress) and Climate Action Plan (funding provided to SBCCOG) 3 (a) Finalize Strategic Economic Downtown/Plan/Council Direction on Implementation. (b) Whether to proceed with development of Civic Center component. 4 General Plan/Coastal Land Use Plan update (grant obtained, in progress) 5 Update permit-tracking software to take advantage of new products on the market---- enable GIS base permit processing trackers, interdepartmental, etc. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Community Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Increased interest in holding Special Events, filming and contract classes in the City, requiring additional oversight/staffing with reduced staff  Service levels in lieu of recent staff reductions  Ability to provide a wide array of multi-generational recreation programming within budgetary constraints  Competing interests in the Community Center  Community Theater and relationship with Hermosa Arts Foundation  South Park Playground Project and Community Garden as they relate to possible nearby oil drilling (resident concern)  Increased need for after school and other school related programming with space constraints Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Community Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 South Park Playground Remodel 2 Special Events Policy updates (ongoing) 3 Class Registration Software Upgrade to ActiveNet 4 Possible Theatre Equipment Upgrades (In Partnership with HAF) 5 Surf Memorial Statue Project 6 Ocean Friendly Garden Project 7 Expansion of PARK Afterschool Program 8 Parks Master Plan 9 Facility Use Programs and Policies Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Community Resources Please list issues or projects that you would like for the city to address this next year 2014. 1 Funding for South Park Playground Construction 2 Policy on Fee Collections for Special Events Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Finance Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Proposed Oil Project, Requirement to Move City Yard at City Cost  Balancing Budget, Maintaining Service Levels, Maintaining Employee Morale  Balancing Staffing Issues with Available Funds, Staff Turnover (Class and Comp Study Underway)  Changing Height Limit In Specific Areas for Potential Development  Aging Infrastructure, Deferred Maintenance, Lack of Funds  Consideration of Annexation of Sewer/Storm Drain System to County Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Finance Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Performance Measures in Budget/ICMA Performance Measure System 2 Implement Priority Based Budgeting 3 Implement E-Payables System 4 Implement New Purchase Order System 5 Online Parking Permit System 6 Installation/Training, New Phone System 7 Research 2nd Cash Register for Cashier Division Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Finance Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Performance Measures in Budget/ICMA Performance Measure System 2 Implement Priority Based Budgeting 3 Implement E-Payables System 4 Implement New Purchase Order System 5 Obtain GFOA Budget Award 6 Online Animal Licensing System 7 Online Parking Permit System 8 Review Purchasing Policies for Improvement 9 Stabilize Finance Department Staffing Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Fire Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Hiring and retaining qualified personnel.  Setting a new tone similar to July 4, 2013 for the city and its special events in general.  $17.5 million payout to E&B.  Establish a top-to-bottom performance measure accountability culture.  Pursue Center for Public Safety Excellence fire accreditation with Council support.  Address need and develop plan (including site identification and funding options) for new Civic Center complex.  Conduct a community risk analysis.  Develop a Standards of Cover (with Manhattan Beach and other FDs that are interested).  Oil vote and fallout.  Economic development downtown; promoting revenue-generating growth.  Matching organizational capacity with community and Council expectations; getting Council, with staff assistance, to define “first-class services” for each department and committing resources accordingly.  Funding and implementing a thorough and formal Health & Wellness Program, including mandatory comprehensive annual medical screenings of FD personnel.  Improve emergency management capacity (develop skills via training, conduct exercises, EOC construction, etc.)  Update all risk management plans for all departments/buildings (IIPP, Exposure Control, Hazard Communication, etc.) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 19  Maintain or improve ISO rating (currently Class 4).  Sewer system upgrades and consideration of entering service area; sewer fee implementation.  AES power plant – Council pressure to take position.  Hope Chapel.  Aviation-PCH improvements; increased traffic congestion in general? Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 20 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Fire Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Installation of Smart Classroom technology in the EOC ($75,000 Homeland Security grant). 2 Implement Emergency Action Plan citywide for each department/building. 3 Respiratory Protection Plan – Written plan update completed; utilizing Workforce Safety to initialize administration of program. 4 Design and purchase of pop-up banners for use in public presentations of the FD. 5 Electronic patient care reporting (ePCR) – Go live in January 2014; final implementation and training in December 2013. 6 Policy Manual – Using Lexipol to assist in developing a comprehensive and legally defensible FD policy manual. 7 Developing a customer service survey to evaluate and measure community impressions of FD services. 8 Tactical EMS training for HBFD personnel. 9 Public Access Defibrillation (PAD) Program – Scheduling CPR-AED training for city staff. 10 Regional grant application for traffic pre-emption devices on traffic signals. 11 Santa Sleigh Ride – Working with Neighborhood Watch, PD, and PW. 12 New fire engine purchase and construction (delivery end of summer 2014). 13 Design and purchase approval for new ambulance. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 21 14 EOC Construction, Phase 2. 15 Fire station traffic signal. 16 Update Emergency Operations Plan (EOP). 17 Update Multi-Hazard Mitigation Plan (MHMP). 18 Emergency management training for city staff. 19 El Camino College In-Service Fire Training Agreement ($14,000 in revenue to City). 20 Evaluating potential impacts of PPACA on HBFD’s delivery of emergency and non- emergency medical services 21 Medi-Cal Ground Emergency Medical Transportation (GEMT) Supplemental Reimbursement Program: Processing required forms and applications in order to obtain additional funding for ambulance transportation of Medi-Cal patients; Current revenue potential less than $5,000 annually, but may increase to approximately $25,000 annually if legislation is enacted that includes Medi-Cal HMO. 22 Firefighter recruitment; Currently have two (2) positions open and have three (3) candidates in backgrounds. 23 Update/enhance automatic aid agreement with Manhattan Beach 24 Purchasing and upgrading unit mobile data computers (MDCs); to be installed and configured by RCC. 25 Preparing presentation to Council of ICMA findings; determine which recommendations to implement. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Fire Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Complete a plan for re-locating Civic Center and develop a funding strategy. 2 Further develop emergency management capabilities through plans updates, training, EOC construction, EOC exercise, and EOC equipment improvements. 3 Begin work on Accela upgrade, integrating GIS, fire & life safety inspections, building inspections, and invoicing to improve communication flow and the efficiency of staff time. The ultimate outcome is improved customer service. 4 Engineer’s acting list exam. 5 Fire unit preventative maintenance contract RFP. 6 Renew Apparatus & Equipment Loan Agreement with MB, RB, ES, and Torrance; current agreement expires 12/31/2014. 7 Preparing for oil vote; continue placing additional funds in oil pay-out reserves. 8 Design and conduct a joint FD/PD active shooter exercise; use After-Action Report to modify operations accordingly. 9 Update City strategic plan. 10 Present Department strategic plans to Council for discussion and consistency with City strategic plan. 11 Fund permanent Division Chief position at mid-year budget review; initiate recruitment. 12 Fund civilian Fire Marshal position for FY 2014-15; initiate recruitment. 13 Continue limited renovations of current facilities. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 23 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Human Resources From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Expiration of MOUs in 2015 in a challenging environment  Ability to attract and retain qualified staff  Continued rise in health insurance and other benefit premiums  Expansion of service levels in environment of budget reductions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 24 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Human Resources Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Citywide Classification and Compensation Study 2 Implementation of Action Items Identified in Risk Management Assessment (ongoing) 3 Oversight of Workers’ Compensation Program 4 Oversight of Liability and Litigation Management Program 5 Update to various Personnel Policies and Procedures (ongoing) 6 Maintenance of Blue Zones Wellness Initiative 7 RFP for new Workers’ Compensation TPA 8 Labor Relations Issues and Contract Administration (ongoing) 9 Oversight of Citywide Training Program (ongoing) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 25 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Human Resources Please list issues or projects that you would like for the city to address this next year 2014. 1 Transition to New Health Benefits Provider 2 Implementation of Class and Comp Study Findings 3 Transition to Electronic Performance Appraisal and Review System 4 Purchase and Implementation of Electronic Applicant Tracking/Onboarding/Reporting Recruitment and Personnel Management System Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 26 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Hermosa Beach Police Department From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Recruitment  Retention  Career Development  Improving data collection and analysis  Purchase of new Computer Aided Dispatch and Records Management System  Integration of our records system with a LA county information sharing pool.  Integration of LARICS (interoperational radio and networking system for LA County) with our department, the South Bay Regional Public Safety Communications Authority, and LARICS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 27 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Police Department Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 Voter Project – Installing an antenna downtown to improve radio communications. 2 Installing security gate at rear of police department 3 Moving friends of the library to a new location to allow the traffic bureau to move to a better location and expand. 4 Downtown camera project going to council December 10th. 5 Reviewing/Implementing ICMA report recommendations 6 Project currently ongoing to reduce parking ticket appeal backlog Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Police Department Please list issues or projects that you would like for the city to address this next year 2014. 1 Improvements to statistical reporting system to gather better data to make operational decisions. 2 Install replacement mobile video components to replace outdated units Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 MAJOR CHALLENGES Hermosa Beach, California December 2013 DEPARTMENT: Public Works From your department’s perspective, what are the major challenges facing the city over the next 5 years?  Accela Implementation – per the Scope of Work this project will require SIGNIFICANT time and resources. We have already spent a great deal of time reviewing the scope and vendors for this software change. Staff support is required to adequately meet the time lines indicated in the SOW.  Developing master plans for improvements of City’s infrastructures and keeping up with the established schedules and budgets.  Continue to monitor and assess that there is sufficient staffing by completing hiring for funded positions and collecting data to support additional hires.  Improving purchase order restraints and limitation that results in valuable time lost and work holdups  Would like to see an electronic marquee. Manually changing is a waste of resources that could be used elsewhere.  City Yard Relocation if oil is approved by Public, work completed to date included the review of 5 concept designs.  GIS fits very aptly in the agenda of technology upgrade. GIS is a fast changing technology. The software, hardware and data for GIS need to be constantly updated for the efficient and maximum use of the technology. A robust and fully functional GIS system needs to have a way to dispense the maps and data to the users. Currently some basic data layers can be viewed and searched with the intra net GIS portal that was built in house. This intranet GIS portal can be enhanced to automate several tasks such as radius maps and address list generation for noticing purposes, enhanced query and search functions etc. A third party application that works with the GIS legacy software that the city currently owns will be necessary for such implementation. This will automate some repetitive functions and increase staff efficiency. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30  (continued) Hermosa Beach has participated in LA County’s regional imagery consortium (LAR- IAC) project since 2006. The project provides new high resolution imagery and a lot other data such as building footprints, contours, LIDAR data etc at a very reasonable price for city governments within LA County. Updated imagery and data is important for all departments but specifically for PD and FD. Continued participation in the upcoming LAR-IAC4 project in 2013-14 will be very important. An upcoming project for land management and asset management by Accela will utilize GIS heavily. The hardware and software requirement consideration for the GIS use with Accela will be important part of the project. All the functionalities of the product can only be utilized if adequate hardware and software choices are made for this project. This includes the appropriate Accela licenses, GIS software licenses and other third party products that may be necessary such as Adobe, Crystal reports etc. Adequate training for staff to use these applications effectively with Accela and with GIS will be equally important for the project’s success and to complete project within the specified time and resources. Keeping GIS data updated and as real time as possible is always a challenge. With staff time required to do many different tasks, data gathering and updating can easily be put aside. Prioritizing data enhancement will be crucial to keep this technology updated.  Sewer Annexation requires significant resources for the planning, design, user fee feasibility study, construction, and cost/benefit analysis of annexation.  Securing funds for the maintenance of already funded safety and/or beautification projects Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 MANAGEMENT IN PROGRESS 2014 PROJECTS AND ISSUES Hermosa Beach, California December 2013 DEPARTMENT: Public Works Please list departmental projects or issues in progress (meaning there is work currently being done on them). 1 13-127 Street Improvements – Various Locations: Pavement rehabilitation of streets at various locations per the Pavement Management Program Report. Currently in design. 2 12-143 PCH/Aviation Beautification Project: Improve aesthetics on PCH and Aviation through gateway signs, upgraded lighting, and landscape. Currently in design. 3 12-160 PCH Traffic Improvements: Improve traffic mobility along PCH through intersection widening, re-striping and new signage. Currently in design. 4 13-308 Stormwater Improvements: Preliminary study to investigate Stormwater capital improvement projects that will identify locations to divert, infiltrate, treat and reuse urban stormwater runoff. Currently in design. 5 13-401 Sewer Improvements Various Locations: Engineering and Construction of sewer work required to be performed in association with and in advance of streets designated for rehabilitation for FY 13-14. Currently in design. 6 13-538 Citywide Park Master Plan: Update the City's 1995 Park Master Plan by assessing park facilities and developing a comprehensive maintenance plan and long term capital improvement plan. Currently in preliminary study phase. 7 13-606 Fire Station Renovation and Upgrades: Upgrades and/or repairs to various building/living necessities at the Fire Department Building. Currently in construction. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 32 8 13-613 City Yard Roof: Repair roof of fleet maintenance and traffic safety facilities at the City Yard. Currently in construction. 9 13-619 Police Facilities Improvements: Installation of a modular office for the traffic bureau and security improvements to the back ramp of the police department. Currently in pre-construction. 10 10-661 Surf Memorial Memorial sculpture/water feature to be located at the Community Center. Project on Hold for lack of funds. 11 13-649 Community Center General Improvement: On-going improvements to the Community Center including energy efficiency improvements and miscellaneous repairs. Currently in preliminary study phase. 12 13-655 City Facilities ADA Transition Plan and Improvements: Study to identify ADA accessibility and improvements for all City facilities. Currently creating RFPs for solicitation. 13 13-656 Citywide Energy Conservation Upgrades: Conducting energy audits for all City facilities in order to assess areas where the City can reduce electricity and natural gas use. Also includes installation of energy efficient lighting on the Stand and Hermosa Ave between 10th and 14th, as well as design for Lawn Bowling lighting. Currently in preliminary study phase. 14 13-659 Municipal Pier Structural Repairs – Phase II: Repairs of deteriorating structural segments of the pier. Currently in design. 15 13-663 Parking Structure Repairs: Physical repairs to various physical cracks in the slab-on-grade, elevated slabs, exposed and or corroded reinforcement, and corrosion in the embedded sleeves supporting handrail/guardrail. Project awarded, construction anticipated to begin January 2014. 16 13-664 City Facility Condition Assessment and Asbestos Report: Study to compile an inventory of the condition of the City's structures (including asbestos assessment) and a prioritized list of repairs with estimated cost. Currently creating RFPs for solicitation. 17 11-157 South Park: Upgrade and improve existing playground facilities. Currently in design. 18 12-153 Fire Station Hybrid Beacon: To replace the existing deteriorating flashing beacon on Pier Avenue with a more effective hybrid beacon. Plans and bid package complete, waiting for confirmation of available funds. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 33 19 07-651 Lot A Trash Enclosure: Construct new trash enclosure in Lot A to be used by businesses on the north and south side of Pier Plaza. Currently in design. 20 11-602 Clark Field Electrical: Install a new electrical panel and controls in the announcer’s booth at Clark Field. Currently in preliminary study phase. 21 Installation of a Parking Counting System at the Parking Structure and Lot A. Currently in preliminary study phase. 22 Upgrade TV Monitors in City Hall Conference Rooms: Replace dated TV monitors in the various conference rooms in City Hall with new flat panel HD screens, allowing for easier viewing and presentation capability. Currently awaiting delivery of monitors for installation. 23 Upgrade Council Chambers A/V Room: Replace existing Standard Definition broadcast equipment with new High Definition system, to allow for better production quality and expandability for the future. Currently in design. 24 Ocean Friendly Garden: use of drought tolerant/native species landscaping in front of Community Center. Currently in design. 25 Additional 14th Street Restroom Renovations to include new vents, showers, doors, railing, and new phase converter. Currently in Construction. 26 Working with Police Dept CIP projects: Bard St. garage roll-up doors, pedestrian door and new driveway. 27 Getting cost estimates to repair retaining wall at Fort Lots of Fun Park 28 Pricing and evaluating Pier Ave. Trash can and newspaper rack painting 29 Completing annual tree trimming citywide 30 Preparing for annual sports field renovations 31 Ongoing service request management and scheduling 32 Pavement Management System: Compiling citywide street data in order to monitor pavement conditions for future street rehabilitation projects. 33 Installation of Solar Powered Flashing STOP Signs on Gould Avenue, Hermosa Avenue, and Prospect Avenue. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 34 Procurement and Installation of Electrical Vehicle Charging Stations for City Vehicles. 35 Pier Avenue Pedestrian Crosswalks: Currently seeking options to repair or replace in ground flashing system. 36 Bard Street Garage: assessment and abatement of Asbestos and installation of new roof. 37 Improvement of Wheel Chair Ramps at the intersection of Gould Avenue and Valley and Ardmore 38 Installation of Fast Electrical Vehicle Charging Stations at the Parking Structure 39 Hermosa Avenue Revitalization to meet Vibrant Corridors and Economic Revitalization goals. 40 Work on BEST 41 Reviewing and providing comment to the City of Redondo Beach regarding plans for street improvements on Herondo/Harbor Drive Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 INITIATIVES 2014: SHORT-TERM ISSUES AND PROJECTS Hermosa Beach, California December 2013 DEPARTMENT: Public Works Please list issues or projects that you would like for the city to address this next year 2014. 1 Replace Pier Restroom Doors 2 Basketball and Tennis Court resurfacing 3 Plaza security lights 4 Replace Plaza benches, approximately 16 5 Convert Plaza lights to energy efficient lighting (approximately 44 lights) 6 Replace lights on Hermosa Avenue between 10th Street and 14th Street to Energy Efficient Lights 7 Install new drinking fountains at Pier Restrooms 8 Install Herondo trees and water meters 9 Install 8 energy efficient windows at in the south wing of the Community Center 10 Perform root foaming on several sections of the sewers. 11 Continue scanning documents 12 Public Works Yard would benefit from an Admin Aid Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 6 HERMOSA BEACH VISION 2029 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Hermosa Beach Vision 2029 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 SETS US APART. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Vision 2029 Guiding Principles PRINCIPLE 1 THE BEST LITTLE BEACH CITY  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Vision 2029 Guiding Principles PRINCIPLE 2 HOMETOWN SPIRIT  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 Vision 2029 Guiding Principles PRINCIPLE 3 BEACH LIFE STYLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Vision 2029 Guiding Principles PRINCIPLE 4 ECLECTIC DOWNTOWN  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 Vision 2029 Guiding Principles PRINCIPLE 5 VIBRANT ENTRY CORRIDORS  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Vision 2029 Guiding Principles PRINCIPLE 6 COMMITMENT TO ENVIRONMENTAL SUSTAINABILITY  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 6 HERMOSA BEACH VISION 2029 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Hermosa Beach Vision 2029 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 SETS US APART. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Vision 2029 Guiding Principles PRINCIPLE 1 THE BEST LITTLE BEACH CITY  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Vision 2029 Guiding Principles PRINCIPLE 2 HOMETOWN SPIRIT  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 Vision 2029 Guiding Principles PRINCIPLE 3 BEACH LIFE STYLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Vision 2029 Guiding Principles PRINCIPLE 4 ECLECTIC DOWNTOWN  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 Vision 2029 Guiding Principles PRINCIPLE 5 VIBRANT ENTRY CORRIDORS  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Vision 2029 Guiding Principles PRINCIPLE 6 COMMITMENT TO ENVIRONMENTAL SUSTAINABILITY  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 Vision 2029 Guiding Principles PRINCIPLE  Means Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 7 CITY OF HERMOSA BEACH PLAN 2028 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Hermosa Beach Goals 2019 Financially Sound City Government High Performing City Providing 1st Class Services More Livable, Sustainable Beach City Enhanced Economic Development Through Revitalized Downtown And Entry Corridors Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 City of Hermosa Beach Goals 2018 Worksheet IMPORTANCE Personal Team 1. Financially Sound City Government 2. High Performing City Providing 1st Class Services 3. More Livable, Sustainable Beach City 4. Enhanced Economic Development Through Revitalized Downtown And Entry Corridors 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Objectives Priority Objective 1 Prioritize service levels and reduce the cost of service delivery Objective 2 Provide adequate resources to support defined City services and service levels Objective 3 Partner with others for reduced services Objective 4 Leverage City resources through outside funding sources, including grants and strategic use debt Objective 5 Maintain the financial reserves consistent with City policies and nationally recognized financial standards Objective 6 Invest in City infrastructure and community opportunities Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Means to Residents Priority 1. City acting as responsible steward 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 6 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. Valuing and retaining quality City employees 3. Increasing demands for City services 4. Determining service and project priorities 5. Rising costs of doing business: raw materials, vendors/contracts supplies 6. Costs of long-term employee obligations 7. Determining City policy on how to pay for City services and facilities 8. Helping residents to understand and appreciate City finances, services and value 9. Potentially flat revenues for the City 10. Potential costs of litigation Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Challenges and Opportunities Priority 11. State of California and their actions impacting or supporting City services and finances 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. . 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Actions 2013 Priority 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 GOAL 1 FINANCIALLY SOUND CITY GOVERNMENT  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 GOAL FINANCIALLY SOUND CITY GOVERNMENT  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 GOAL FINANCIALLY SOUND CITY GOVERNMENT  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES  Objectives Priority Objective 1 Value and maintain a top quality workforce dedicated to serving the Hermosa Beach community Objective 2 Develop new Civic Center Objective 3 Upgrade City infrastructure: streets, sidewalks, sewer collection system Objective 4 Deliver City services with a high level of customer satisfaction Objective 5 Easier access to City services through technology Objective 6 Competitively compensated workforce balancing market, performance and the community’s total cost of government Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 GOAL 2 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 17 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES  Challenges and Opportunities Priority 1. Staff capacity and morale vs. increasing demands for services in light of cutbacks during recent years 2. Timing and funding for Civic Center 3. Aging City infrastructure needing major maintenance and repair 4. Organization traditions and customs 5. Modernizing Public Works Yards 6. Working with other governmental partners on infrastructure and service delivery 7. Employee expectations for salaries and benefits 8. Cost and funding of technology upgrade 9. Creating a City organization that supports opportunities for employees to excel and grow 10. Aging City workforce and succession Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES  Challenges and Opportunities Priority 11. Finding the next generation of public employees who have a service value 12. Responding in a world of instant: communications and response 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 19 GOAL 2 HIGH PERFORMING CITY PROVIDING 1st CLASS SERVICES  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 20 GOAL 2 HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 21 GOAL 2 HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23.. 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 GOAL 2 HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 23 GOAL HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 24 GOAL HIGH PERFORMING CITY PROVIDING 1ST CLASS SERVICES  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 25 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Objectives Priority Objective 1 Reduce City carbon footprint Objective 2 Calmer, safer late night Downtown Objective 3 Maintain a safe community Objective 4 Retain neighborhood schools offering quality educational programs in partnership with School District Objective 5 Increase use of alternative energy sources Objective 6 Maintain a clean city Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 26 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 27 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Challenges and Opportunities Priority 1. Addressing effectively problems associated with late night life 2. Competing priorities for attention and funding 3. Defining "green" and the responsibilities of the City, businesses and residents 4. Traffic volume and flow, and street capacity 5. City resources limitation and potential partnerships 6. Resistance to change in the community and among residents 7. Changing recreational patterns among different family generations 8. Private property rights vs. community benefits 9. Lack of City control of Pacific Coast Highway and private properties 10. Limited land available Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Challenges and Opportunities Priority 11. Aging housing stock needing modernization and upgrade 12. Growing senior population with growing service needs and expectations 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. . 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 32 GOAL 3 MORE LIVABLE, SUSTAINABLE BEACH CITY  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 33 GOAL MORE LIVABLE, SUSTAINABLE BEACH CITY  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 GOAL MORE LIVABLE, SUSTAINABLE BEACH CITY  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Objectives Priority Objective 1 Expand retail opportunities within Hermosa Beach Objective 2 Active City economic development and business investment organization Objective 3 More new businesses (retail/restaurants/ offices) in Downtown/Pacific Coast Highway/Aviation Objective 4 More hotels for guests and visitors Objective 5 More attractive commercial Pacific Coast Highway and Aviation corridors Objective 6 More quality businesses along Pacific Coast Highway and Aviation corridor Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 36 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  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 © 2014: Lyle Sumek Associates, Inc. Project 140101 37 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Challenges and Opportunities Priority 1. Defining the City's role in economic growth and community redevelopment 2. Downtown needing revitalization and a "face lift" 3. Maintaining Hermosa Beach's “funky” beach community feeling 4. Limited options for redeveloping Pacific Coast Highway/Aviation corridor 5. Convenient, safe parking 6. Unattractive Pacific Coast Highway/ Aviation corridors – gateway to Hermosa Beach 7. Competition from neighboring cities: office space, retail, restaurants, and entertainment 8. Few funding options for redevelopment 9. Working with property owners and businesses in a timely manner 10. Increasing business investment during the slow economic recovery Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 38 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Challenges and Opportunities Priority 11. Adapting standard designs to Hermosa Beach 12. Working with Coastal Commission 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 39 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 40 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 41 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 42 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Actions 2013 Priority 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 43 GOAL 4 ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 44 GOAL ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 45 GOAL ENHANCED ECONOMIC DEVELOPMENT THROUGH REVITALIZED DOWNTOWN AND ENTRY CORRIDORS  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Objectives Priority Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. . 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Objectives Priority Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. . 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Objectives Priority Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Objective 9 Objective 10 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Means to Residents Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Challenges and Opportunities Priority 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 9. 10. 11. 12. 13. 14. 15. 16 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 17. 18. 19. 20. 21. 22. 23. . 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Actions 2013 Priority 25. 26. 27. 28. 29. 30. 31. 32. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Management in Progress 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  Major Projects 2014 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 GOAL  On the Horizon 2014 – 2019 Priority 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 8 ACTION AGENDA 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 3 City of Hermosa Beach Policy Agenda 2014 Targets for Action TOP PRIORITY HIGH PRIORITY Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 City of Hermosa Beach Policy Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 City of Hermosa Beach Policy Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 City of Hermosa Beach Policy Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 City of Hermosa Beach Management Agenda 2014 Targets for Action TOP PRIORITY HIGH PRIORITY Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 City of Hermosa Beach Management Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 1. 2. 3. 4. 5. 6. 7. 8. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 City of Hermosa Beach Management Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 9. 10. 11. 12. 13. 14. 15. 16. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 City of Hermosa Beach Management Agenda 2014  Targets for Action PRIORITY PRIORITY TOP HIGH 17. 18. 19. 20. 21. 22. 23. 24. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 City of Hermosa Beach Management in Progress 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 City of Hermosa Beach Major Projects 2014 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 City of Hermosa Beach Action Outlines 2014 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 19 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 20 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 21 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: ACTION PRIORITY Key Issues Activities/Milestones Time Responsibility: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 23 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 24 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 25 MONTH 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 9 GOVERNANCE: OUR MAYOR – CITY COUNCIL TEAM IN ACTION Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Client Mayor and City Council Governance Topics Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Council – Manager Form of City Government BASIC PREMISES ∗ Power in the Council: Board of Directors ∗ Professional Management and Service Delivery ∗ City Manager as the Chief Executive Officer ∗ Focus on Community as a Whole ∗ Council Responsible for Policy ∗ Minimize Personal Political Influence ∗ Citizens Involved in Governance ∗ Nonpartisan ∗ Competency and Merit Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Council – Manager Model Working Model Mayor/City Council Boards/Task Forces GOVERNANCE “WHAT” Needs/Desires Information Expectation Advocacy Feedback City Manager Department Managers Division Heads Supervisor MANAGEMEN T “HOW” Employees Volunteers SERVICE “ACTIONS” Results Impact Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 The City GOVERNANCE means . . . • Listening to the citizens • Anticipating and focusing issues • Determining vision and values • Decision making on direction and resources • Setting the “tone” for the city • Monitoring staff performance • Educating the citizenry • Mobilizing support in the community MANAGEMENT means . . . • Analyzing issues • Developing professional recommendation • Decision making on programs and resources • Setting the “tone” for the organization • Developing programs and systems • Determine implementation plans and strategies • Educating and developing employees • Evaluating and adjusting performance SERVICE DELIVERY means . . . • Developing operational plans and tactics • Organizing the work unit • Implementing decisions and programs • Responding to citizen problems • Maintaining equipment and facilities • Providing quality services and products • Developing work unit and employees • Evaluating services and citizen impact Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Board of Directors Responsibilities OVERVIEW 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda – “To Do” List 5. Make Policy Decisions 6. Listen to Community – the Stakeholders 7. Be an Advocate 8. Delegate to City Staff 9. Monitor Performance and Results 10. Set the “Corporate” Tone 11. Hire/Fire Chief Executive Officer Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 Responsibility 1 Determine Our Businesses – The Responsibility of City Government Community Needs Basic Services/Products Service Levels Services that Enhance Quality of Life Resources to Support Services CORE BUSINESSES THAT HAVE VALUE FOR STAKEHOLDERS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Responsibility 2 Define Goals for 5 Years – Our City’s Destination Desire for Your City’s Future Community Uniqueness Community Assets: Worth Preserving Characteristics of Our Community – Today, in the Future Dreams, Visions, Hopes OUTCOME BASED GOALS THAT CAN GUIDE DECISIONS AND ACTIONS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 Responsibility 3 Develop Strategies – Strategic Investments and Action Analysis of Gaps Forces Shaping the Future – Ability to Influence Legal Framework and Regulations Opportunities Today and On the Horizon Critical Needs – Short-Term STRATEGY FOR ACHIEVING GOALS THAT OUTLINES ACTIONS, INVESTMENT AND TIMELINE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 Responsibility 4 Establish Annual Agenda – “To Do” List of Targeted Actions In Progress Policy Voids and Needs Major Projects New Programs Resources AGENDA OF TARGETS FOR COUNCIL ACTION THAT IS AN ANNUAL “TO DO” LIST Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 Responsibility 5 Make Policy Decision – Direction on Key Issues Specific Outcomes and Performance Expectations Policy Statement/Position City’s Role and Responsibility Framework for Action Resources DECISIONS PROVIDING CLEAR DIRECTION TO CITY STAFF AND COMMUNITY Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 Responsibility 6 Listen to Community – Messages from Stakeholders Beyond the Vocal 20% . . . Desires for the Future Needs: Short-Term and Long-Term Concerns Expectations Partnering and Involvement MESSAGE FOCUSING ON MAJOR THEMES THAT RELATE TO CITY’S RESPONSIBILITIES Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 Responsibility 7 Be an Advocate – Education and Support of Stakeholders Understanding City Government – “Civics 101” Responsibilities of Citizenship Representation of City: Policies and Corporate Body Cheerleading and Inspiration Celebration REPRESENTING CITY AS ADVOCATE DIRECTION TO CITY STAFF AND COMMUNITY STAKEHOLDERS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 Responsibility 8 Delegate to City Staff – Clear Directions and Parameters Closure on Issue Directions Parameters: Guidelines and Resource Expectations: Outcomes and Process Criteria for Measuring Success or Completion DELEGATING BY SETTING DIRECTION AND INSPIRING OTHERS TO FOLLOW THROUGH Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 Responsibility 9 Monitor Performance and Results – Clear Feedback to Staff Progress Reports Adjustments: Direction Refinement: Actions Problem Solving Accountability for Results and Impact PERFORMANCE MONITORING THAT ADJUSTS THE COURSE OF ACTIONS TO “BEST” ACHIEVE OUR GOALS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 Responsibility 10 Set the “Corporate Tone” – Guiding Values and Principles Behavior at Council Table Comments in the Community Treatment of City Staff Respect for Stakeholders Impact of Process – “How” Things Are Done CORPORATE TONE REFLECTS VALUES THAT GUIDE ADMINISTRATORS AND EMPLOYEE ACTIONS ON A DAILY BASIS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 Responsibility 11 Hire Chief Executive Officer – City Manager or Administrator Responsibilities Selection Supervision Feedback Performance Standards and Evaluation CITY MANAGER (CEO) THAT “FITS” OUR COMMUNITY, OUR CITY AND CAN HELP US ACHIEVE OUR GOALS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 Winning Teams 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 19 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 20 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 21 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. 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. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 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. 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 23 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 24 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 The feeling “we are fine, we are now here” challenges winners. 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 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 25 • 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. However, as in any relationship, we assume that it will continue 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 26 • 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 27 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority • Define the city’s preferred future • Establish outcome-based goals • Think about value to the community • Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions • Use vision, goals and priorities to use decisions • Seek and use input from community and city staff • Evaluate options through committees and work sessions • Decide on what is “best for the city” 3 Provide Clear Direction and Expectations • Obtain clear closure • Define outcomes, measures of success and time frames • Delegate assignments to Boards and Councils, and to city staff • Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate • Know your own bottom line • Look for common ground and areas of agreement first • Use work session and committees to negotiate • Win with grace, lose with grace 5. Treat Others with Respect • Be courteous, polite and trustworthy – avoid personal attacks • Deliver on your commitments • Act within your defined roles • Value the contributions of others 6. Have Open Communications • Communicate using direct, open messages • Keep everyone informed and avoid surprises or hidden agendas • Listen and understand before judging • Use simple and focused messages that people can remember Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 7. Monitor Performance • Obtain regular progress updates/status reports • Meet quarterly to review and refine direction • Evaluate the outcome and actions, and make modifications • Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence • Be accessible to the citizens and community • Go into the community beyond your political supporters • Take time to develop effective working relationships with community partners • Be a positive advocate for the city 9. Act as a Board of Directors • Know your community – view it as the “market place” • Focus on providing policy direction • Delegate clear responsibility to the city manager as the C.E.O. • Avoid micromanaging and the daily operations 10. Think Strategically • Institutionalize the goal setting process • Identify key partners who can bring resources to the table • Define alternative routes and steps to destination – the vision • Keep the “big” picture in mind 11. Align the City Organization • Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future • Define the core values to guide “how the city should operate and be managed” • Employ the “right” city manager for your city • Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate • Communicate “Our City Success” in terms that the average citizen will understand • Use celebrations that create a positive memory – value that the city has added to people’s lives • Recognize others who have contributed to the city’s success • Remember people want to be associated with “winners” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 Mayor and City Council Success and Image  Mayor and City Council Success means . . .  Mayor and City Council Image means . . . Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30 House Rules Our Code of Conduct Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 Mayor and City Council Protocol Operating Guidelines 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 32 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 33 Protocol 12 Protocol 13 Protocol 14 Protocol 15 Protocol 16 Protocol 17 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 Expectations and Actions Mayor  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 Expectations and Actions City Council  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 36 Expectations and Actions City Manager  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 37 Life Cycle of City Council Phase/ Component Infancy (0-3 Months)* Action (0-18 Months)* Survival (2-9 Months)* Legacy (0-2 Months)* Aim • Lay foundation • Action toward goals • Re-election or leave gracefully • Leave with action • Pass time Characteristics • Exposure • Gaining knowledge • Clarifying relationships • Exchanging information • Realistic expectations • Trust • City wide view • Evaluation with corrective action • Ownership • Analysis of issues • Avoidance of issue • Concern for election • Less Trust • Focus on visible issues or minutiae • “Wait and see” attitude • Confrontation of tough issues Behavior • Avoidance of conflict • Dependency • Reaction to pressures • Decision without analysis • Collaboration with staff • Sharing responsibility • Mobilization of support • Personal attacks • Posturing • Dropping out • Seeking out pressure group • Dropping out • Collaboration with staff Implications • Decision recycling • Unfulfilled expectations • Inconsistency • Action on issues • Separation of city and citizens • Unpredictability • Tunnel vision • Reactive to pressure • No significant action *Length of time depends on the community and tradition Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 38 Problem Solving and Decision Making In order to govern or manage a team and deal with policy issues, it is critical that administrators have effective problem solving and decision making skills. A common assumption is made that individuals have these skills when they assume a position on the team. However, the context of municipal problem solving and decision-making is unique in terms of the forces and pressures, which affect the process. Each person has a unique style in problem solving and decision-making. To gain a perspective on each individual's style, the session participants completed Kolb's Learning Styles Inventory. The purpose of this inventory was to assess the individual styles, their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style, but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving: • Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation. • Reflective Observations: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical, problems. We may also reflect on past experiences or the experiences of others. • Abstract Conceptualization: We may study the problem area through the exploration of alternatives and the identification of which alternative is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving. • Active Experimentation: We experiment with different alternatives to identify the most workable solution. This process involves willingness to adjust to the situation as the alternative is implemented. In addition, securing feedback is necessary to ensure the problem is effectively addressed. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 39 Problem Solving and Decision Making EXPERIENCE • Rely on Experiences • Influenced by Citizens • Brief Reports • Quick Discussion • Act Quickly, then Adjust • Rely on Intuition • Feeling of Situation • Unusual Ideas • Big Dreams for Future • Watch Others A C T I O N O B S E R V A T I O N • Define Problem • Staff Analysis and Policy Reports • Strategy and Action Plan • Take Timely Action • Act, Evaluate, Adjust • Analyze Problems • Options and Consequences • Risk Assessment • Models/Plans Developed • Cautious to Act ANALYSIS Adapted from: Learning Style Inventory – David Kolb Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 40 EXPERIENCE ANALYSIS A C T I O N + – Problem Solving and Decision Making O B S E R V A T I O N Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 41 Problem Solving and Decision Making  Characteristics  Keys to Success Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 42 Conflict Resolution and Negotiations Conflict is an inherent part of being a policy leader or manager within a team. Conflict can be defined as any time one person wants something different from another person. As part of the activities during the session, the participants completed the Thomas-Kilmann Conflict Mode Instrument. This instrument is designed to assess an individual's behavior in conflict situations. Conflict situations are those in which the concerns of two or more people appear to be incompatible. In such situations, we can describe a person's behavior along two basic dimensions: 1. Assertiveness – • The extent to which individuals attempt to satisfy their own concerns. 2. Cooperativeness – • The extent to which individuals attempt to satisfy other people’s concerns The two dimensions are best illustrated below: CONFLICT STYLES A S S E R T I V E N E S S Competing Collaborating Compromising • Avoiding Accommodating COOPERATIVENESS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 43 The two basic dimensions (assertiveness and cooperativeness) can be used to define specific methods of dealing with conflict situations. The five “conflict-handling modes” are explained below. COMPETING is assertive and uncooperative. Individuals pursue their own concerns at other people’s expense. This is a power-oriented mode in which one uses whatever power seems appropriate to win an argument. Competing might mean standing up for rights, defending a position, or simply trying to win. ACCOMMODATING is unassertive and cooperative, the opposite of competing. Individuals who accommodate neglect their own concerns to satisfy the concerns of others. There is an element of self- sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when one would prefer not to, or yielding to another’s point of view. AVOIDING is unassertive and uncooperative. The individual does not immediately pursue personal concerns or those of others – the conflict is not addressed. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. COLLABORATING is both assertive and cooperative, the opposite of avoiding. Collaboration involves working with others to identify the underlying concerns of an issue and finding an alternative, which is acceptable to all. Collaboration might take the form of exploring a disagreement to learn from each other’s insights. The result of the disagreement might be to confront and try to find a creative solution to an interpersonal problem. It might also be to resolve some condition, which would otherwise result in competition for resources. COMPROMISING is an intermediary behavior and can be both assertive and cooperative. The objective in compromising is to find an expedient, mutually acceptable solution, which partially satisfies both parties. It falls in a middle ground between competing and accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 44 Conflict Resolution and Negotiations CONFLICT STYLES Compete Collaborate High Compromise ASSERT Low Low High Avoid Accommodate COOPERATE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 45 Conflict Resolution and Negotiations NEGOTIATIONS Complete Collaborate Compromise Avoid Accommodate Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 46 Conflict Resolution and Negotiations  Characteristics  Keys to Success Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 47 Conflict A Process to be Managed Consider These Assumptions: • Conflict is an inevitable and important human process. • Conflicts are likely to increase in times of change. • Conflicts can lead to creative or destructive results. • Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years, these considerations have led a growing number of administrators and scholars, leaders, and social scientists to study conflict more carefully. The cost of un-managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to – unpack this important process so its component parts can be better understood. A Definition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrighted by Xicom, Incorporated, 1974 and 1977. All rights reserved by Xicom, Incorporated) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 48 The Positive and Negative Potential of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of administrators and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: • People were forced to search for new approaches • Long-standing problems surfaced and were dealt with • People were forced to clarify points of view • The tension of conflict stimulated interest and activity • People had a chance to test their capabilities • Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict: • Some people may feel defeated, demeaned • The distance between people may be increased • A climate of distrust, anxiety and suspicion may develop • Turbulence may cause some good people to leave their jobs • People or departments that ought to cooperate may become concerned only with their narrow interests • Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 49 Frustration Conceptual- ization Behavior Outcomes Frustration Other’s Response Conflict Episode #1 Conflict Episode #2 Looking at these events: Frustration: Occurs when a person or group feels blocked from satisfying a goal-directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. However, there is a clear feeling that someone or some group is getting in the way of movement toward a desired objective. Examples: • You may frustrate me when you do not agree with my ideas • You may frustrate me when you prevent me from getting the information, the money or the time I need to accomplish something I want to do • You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, “What’s going on here?” “Is it good or bad?” “What’s the problem – What issues are at stake?” “What are the causes?” This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one’s reaction to frustration. • You may conceptualize a disagreement with another person as being the result of “ignorance” (on his part, of course) or “willful deceit” or you can stereotype: “that kind of person always takes that stand.” • A labor dispute with management can be conceptualized as “deciding who is really going to run this plant” or “showing workers who can do the most for them” or simply “determining what a fair share of profits is for the workers.” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 50 • A dispute between a marketing department and a production department can be conceptualized as determining whether “customers are more important than a production schedule,” or whether “sales people should be expected to adhere to realistic company policies.” Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction-reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Conflict The manner in which a conflict is conceptualized is often the key to a group’s ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a clear understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 51 The Nature of the Differences People may differ on the following four aspects of an issue: • We may differ over FACTS (the present situation, the present problem, etc.) • We may differ over GOALS (how things ought to be, future conditions we want) • We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow) • We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: “We seem to agree on what the problem is and what we’d like to achieve, but we disagree over the best way to reach that goals.” The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational – The two parties have been exposed to different information – and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual – Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role – Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 52 Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem-solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence – the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. • If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. • If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined. Then the question becomes: “Why is it that we view the same information in such different ways?” • If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, “If I were in his place, I would probably be advocating the same point of view,” they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension, e.g., “How can I help a person in that role better understand and appreciate my concern and what does he need from me?” By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 53 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 54 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 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 9 GOVERNANCE: OUR MAYOR – CITY COUNCIL TEAM IN ACTION Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 City of Client Mayor and City Council Governance Topics Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Council – Manager Form of City Government BASIC PREMISES  Power in the Council: Board of Directors  Professional Management and Service Delivery  City Manager as the Chief Executive Officer  Focus on Community as a Whole  Council Responsible for Policy  Minimize Personal Political Influence  Citizens Involved in Governance  Nonpartisan  Competency and Merit Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Council – Manager Model Working Model Mayor/City Council Boards/Task Forces GOVERNANCE “WHAT” Needs/Desires Information Expectation Advocacy Feedback City Manager Department Managers Division Heads Supervisor MANAGEMEN T “HOW” Employees Volunteers SERVICE “ACTIONS” Results Impact Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 The City GOVERNANCE means . . .  Listening to the citizens  Anticipating and focusing issues  Determining vision and values  Decision making on direction and resources  Setting the “tone” for the city  Monitoring staff performance  Educating the citizenry  Mobilizing support in the community MANAGEMENT means . . .  Analyzing issues  Developing professional recommendation  Decision making on programs and resources  Setting the “tone” for the organization  Developing programs and systems  Determine implementation plans and strategies  Educating and developing employees  Evaluating and adjusting performance SERVICE DELIVERY means . . .  Developing operational plans and tactics  Organizing the work unit  Implementing decisions and programs  Responding to citizen problems  Maintaining equipment and facilities  Providing quality services and products  Developing work unit and employees  Evaluating services and citizen impact Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 6 Board of Directors Responsibilities OVERVIEW 1. Determine Your Core Businesses 2. Define Goals for 5 Years 3. Develop Strategies 4. Establish Annual Agenda – “To Do” List 5. Make Policy Decisions 6. Listen to Community – the Stakeholders 7. Be an Advocate 8. Delegate to City Staff 9. Monitor Performance and Results 10. Set the “Corporate” Tone 11. Hire/Fire Chief Executive Officer Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 7 Responsibility 1 Determine Our Businesses – The Responsibility of City Government Community Needs Basic Services/Products Service Levels Services that Enhance Quality of Life Resources to Support Services CORE BUSINESSES THAT HAVE VALUE FOR STAKEHOLDERS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 8 Responsibility 2 Define Goals for 5 Years – Our City’s Destination Desire for Your City’s Future Community Uniqueness Community Assets: Worth Preserving Characteristics of Our Community – Today, in the Future Dreams, Visions, Hopes OUTCOME BASED GOALS THAT CAN GUIDE DECISIONS AND ACTIONS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 9 Responsibility 3 Develop Strategies – Strategic Investments and Action Analysis of Gaps Forces Shaping the Future – Ability to Influence Legal Framework and Regulations Opportunities Today and On the Horizon Critical Needs – Short-Term STRATEGY FOR ACHIEVING GOALS THAT OUTLINES ACTIONS, INVESTMENT AND TIMELINE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 10 Responsibility 4 Establish Annual Agenda – “To Do” List of Targeted Actions In Progress Policy Voids and Needs Major Projects New Programs Resources AGENDA OF TARGETS FOR COUNCIL ACTION THAT IS AN ANNUAL “TO DO” LIST Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 11 Responsibility 5 Make Policy Decision – Direction on Key Issues Specific Outcomes and Performance Expectations Policy Statement/Position City’s Role and Responsibility Framework for Action Resources DECISIONS PROVIDING CLEAR DIRECTION TO CITY STAFF AND COMMUNITY Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 12 Responsibility 6 Listen to Community – Messages from Stakeholders Beyond the Vocal 20% . . . Desires for the Future Needs: Short-Term and Long-Term Concerns Expectations Partnering and Involvement MESSAGE FOCUSING ON MAJOR THEMES THAT RELATE TO CITY’S RESPONSIBILITIES Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 13 Responsibility 7 Be an Advocate – Education and Support of Stakeholders Understanding City Government – “Civics 101” Responsibilities of Citizenship Representation of City: Policies and Corporate Body Cheerleading and Inspiration Celebration REPRESENTING CITY AS ADVOCATE DIRECTION TO CITY STAFF AND COMMUNITY STAKEHOLDERS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 14 Responsibility 8 Delegate to City Staff – Clear Directions and Parameters Closure on Issue Directions Parameters: Guidelines and Resource Expectations: Outcomes and Process Criteria for Measuring Success or Completion DELEGATING BY SETTING DIRECTION AND INSPIRING OTHERS TO FOLLOW THROUGH Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 15 Responsibility 9 Monitor Performance and Results – Clear Feedback to Staff Progress Reports Adjustments: Direction Refinement: Actions Problem Solving Accountability for Results and Impact PERFORMANCE MONITORING THAT ADJUSTS THE COURSE OF ACTIONS TO “BEST” ACHIEVE OUR GOALS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 16 Responsibility 10 Set the “Corporate Tone” – Guiding Values and Principles Behavior at Council Table Comments in the Community Treatment of City Staff Respect for Stakeholders Impact of Process – “How” Things Are Done CORPORATE TONE REFLECTS VALUES THAT GUIDE ADMINISTRATORS AND EMPLOYEE ACTIONS ON A DAILY BASIS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 17 Responsibility 11 Hire Chief Executive Officer – City Manager or Administrator Responsibilities Selection Supervision Feedback Performance Standards and Evaluation CITY MANAGER (CEO) THAT “FITS” OUR COMMUNITY, OUR CITY AND CAN HELP US ACHIEVE OUR GOALS Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 18 Winning Teams 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 19 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 20 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 21 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. 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. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 22 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. 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 23 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 24 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 The feeling “we are fine, we are now here” challenges winners. 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 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 25  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. However, as in any relationship, we assume that it will continue 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 26  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 © 2014: Lyle Sumek Associates, Inc. Project 140101 27 12 Points of an Effective Mayor and City Council 1. Focus on and Use Vision, Goals and Priority  Define the city’s preferred future  Establish outcome-based goals  Think about value to the community  Use to allocate resources, to develop plans and policies, to invest in the future 2. Make Timely and Courageous Decisions  Use vision, goals and priorities to use decisions  Seek and use input from community and city staff  Evaluate options through committees and work sessions  Decide on what is “best for the city” 3 Provide Clear Direction and Expectations  Obtain clear closure  Define outcomes, measures of success and time frames  Delegate assignments to Boards and Councils, and to city staff  Make sure to summarize and test closure to make sure that everyone has the same understanding 4. Negotiate  Know your own bottom line  Look for common ground and areas of agreement first  Use work session and committees to negotiate  Win with grace, lose with grace 5. Treat Others with Respect  Be courteous, polite and trustworthy – avoid personal attacks  Deliver on your commitments  Act within your defined roles  Value the contributions of others 6. Have Open Communications  Communicate using direct, open messages  Keep everyone informed and avoid surprises or hidden agendas  Listen and understand before judging  Use simple and focused messages that people can remember Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 28 7. Monitor Performance  Obtain regular progress updates/status reports  Meet quarterly to review and refine direction  Evaluate the outcome and actions, and make modifications  Take responsibility for the actions and be accountable for the results. 8. Have a Community Presence  Be accessible to the citizens and community  Go into the community beyond your political supporters  Take time to develop effective working relationships with community partners  Be a positive advocate for the city 9. Act as a Board of Directors  Know your community – view it as the “market place”  Focus on providing policy direction  Delegate clear responsibility to the city manager as the C.E.O.  Avoid micromanaging and the daily operations 10. Think Strategically  Institutionalize the goal setting process  Identify key partners who can bring resources to the table  Define alternative routes and steps to destination – the vision  Keep the “big” picture in mind 11. Align the City Organization  Appoint individuals to Boards and Councils who share your passion for the city and the vision for the future  Define the core values to guide “how the city should operate and be managed”  Employ the “right” city manager for your city  Hold other accountable for their behaviors, actions and the results 12. Share Success and Celebrate  Communicate “Our City Success” in terms that the average citizen will understand  Use celebrations that create a positive memory – value that the city has added to people’s lives  Recognize others who have contributed to the city’s success  Remember people want to be associated with “winners” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 29 Mayor and City Council Success and Image  Mayor and City Council Success means . . .  Mayor and City Council Image means . . . Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 30 House Rules Our Code of Conduct Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 31 Mayor and City Council Protocol Operating Guidelines 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 32 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 33 Protocol 12 Protocol 13 Protocol 14 Protocol 15 Protocol 16 Protocol 17 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 34 Expectations and Actions Mayor  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 35 Expectations and Actions City Council  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 36 Expectations and Actions City Manager  Expectations  Actions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 37 Life Cycle of City Council Phase/ Component Infancy (0-3 Months)* Action (0-18 Months)* Survival (2-9 Months)* Legacy (0-2 Months)* Aim  Lay foundation  Action toward goals  Re-election or leave gracefully  Leave with action  Pass time Characteristics  Exposure  Gaining knowledge  Clarifying relationships  Exchanging information  Realistic expectations  Trust  City wide view  Evaluation with corrective action  Ownership  Analysis of issues  Avoidance of issue  Concern for election  Less Trust  Focus on visible issues or minutiae  “Wait and see” attitude  Confrontation of tough issues Behavior  Avoidance of conflict  Dependency  Reaction to pressures  Decision without analysis  Collaboration with staff  Sharing responsibility  Mobilization of support  Personal attacks  Posturing  Dropping out  Seeking out pressure group  Dropping out  Collaboration with staff Implications  Decision recycling  Unfulfilled expectations  Inconsistency  Action on issues  Separation of city and citizens  Unpredictability  Tunnel vision  Reactive to pressure  No significant action *Length of time depends on the community and tradition Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 38 Problem Solving and Decision Making In order to govern or manage a team and deal with policy issues, it is critical that administrators have effective problem solving and decision making skills. A common assumption is made that individuals have these skills when they assume a position on the team. However, the context of municipal problem solving and decision-making is unique in terms of the forces and pressures, which affect the process. Each person has a unique style in problem solving and decision-making. To gain a perspective on each individual's style, the session participants completed Kolb's Learning Styles Inventory. The purpose of this inventory was to assess the individual styles, their implications for effective problem solving and teamwork, and the strengths and weaknesses associated with each style. It is assumed that there is no one best style, but rather each person has a unique set of strengths and weaknesses. There are four primary elements in problem solving:  Concrete Experiences: We tend to rely heavily on our concrete experiences until there is a failure. We then recognize that a problem exists. We continue to experience that problem until it reaches a critical level. We may utilize our past experiences to try to alleviate the situation.  Reflective Observations: Once a problem has been identified, we may observe others who have experienced similar problems. The purpose is to learn from others' experiences in handling similar, if not identical, problems. We may also reflect on past experiences or the experiences of others.  Abstract Conceptualization: We may study the problem area through the exploration of alternatives and the identification of which alternative is most likely to solve the problem with minimal risk. Abstract conceptualization involves detailed analysis of the problem, including examination of alternative approaches to problem solving.  Active Experimentation: We experiment with different alternatives to identify the most workable solution. This process involves willingness to adjust to the situation as the alternative is implemented. In addition, securing feedback is necessary to ensure the problem is effectively addressed. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 39 Problem Solving and Decision Making EXPERIENCE  Rely on Experiences  Influenced by Citizens  Brief Reports  Quick Discussion  Act Quickly, then Adjust  Rely on Intuition  Feeling of Situation  Unusual Ideas  Big Dreams for Future  Watch Others A C T I O N O B S E R V A T I O N  Define Problem  Staff Analysis and Policy Reports  Strategy and Action Plan  Take Timely Action  Act, Evaluate, Adjust  Analyze Problems  Options and Consequences  Risk Assessment  Models/Plans Developed  Cautious to Act ANALYSIS Adapted from: Learning Style Inventory – David Kolb Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 40 EXPERIENCE ANALYSIS A C T I O N + – Problem Solving and Decision Making O B S E R V A T I O N Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 41 Problem Solving and Decision Making  Characteristics  Keys to Success Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 42 Conflict Resolution and Negotiations Conflict is an inherent part of being a policy leader or manager within a team. Conflict can be defined as any time one person wants something different from another person. As part of the activities during the session, the participants completed the Thomas-Kilmann Conflict Mode Instrument. This instrument is designed to assess an individual's behavior in conflict situations. Conflict situations are those in which the concerns of two or more people appear to be incompatible. In such situations, we can describe a person's behavior along two basic dimensions: 1. Assertiveness –  The extent to which individuals attempt to satisfy their own concerns. 2. Cooperativeness –  The extent to which individuals attempt to satisfy other people’s concerns The two dimensions are best illustrated below: CONFLICT STYLES A S S E R T I V E N E S S Competing Collaborating Compromising  Avoiding Accommodating C O O P E R A T I V E N E S S Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 43 The two basic dimensions (assertiveness and cooperativeness) can be used to define specific methods of dealing with conflict situations. The five “conflict-handling modes” are explained below. COMPETING is assertive and uncooperative. Individuals pursue their own concerns at other people’s expense. This is a power-oriented mode in which one uses whatever power seems appropriate to win an argument. Competing might mean standing up for rights, defending a position, or simply trying to win. ACCOMMODATING is unassertive and cooperative, the opposite of competing. Individuals who accommodate neglect their own concerns to satisfy the concerns of others. There is an element of self- sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when one would prefer not to, or yielding to another’s point of view. AVOIDING is unassertive and uncooperative. The individual does not immediately pursue personal concerns or those of others – the conflict is not addressed. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. COLLABORATING is both assertive and cooperative, the opposite of avoiding. Collaboration involves working with others to identify the underlying concerns of an issue and finding an alternative, which is acceptable to all. Collaboration might take the form of exploring a disagreement to learn from each other’s insights. The result of the disagreement might be to confront and try to find a creative solution to an interpersonal problem. It might also be to resolve some condition, which would otherwise result in competition for resources. COMPROMISING is an intermediary behavior and can be both assertive and cooperative. The objective in compromising is to find an expedient, mutually acceptable solution, which partially satisfies both parties. It falls in a middle ground between competing and accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle- ground position. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 44 Conflict Resolution and Negotiations CONFLICT STYLES Compete Collaborate High Compromise ASSERT Low Low High Avoid Accommodate COOPERATE Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 45 Conflict Resolution and Negotiations NEGOTIATIONS Complete Collaborate Compromise Avoid Accommodate Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 46 Conflict Resolution and Negotiations  Characteristics  Keys to Success Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 47 Conflict A Process to be Managed Consider These Assumptions:  Conflict is an inevitable and important human process.  Conflicts are likely to increase in times of change.  Conflicts can lead to creative or destructive results.  Those who understand the processes and dynamics of conflict are better able to manage this important process, increasing the chances of creative outcomes and minimizing destructive results. In recent years, these considerations have led a growing number of administrators and scholars, leaders, and social scientists to study conflict more carefully. The cost of un-managed conflict can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way to – unpack this important process so its component parts can be better understood. A Definition "Conflict" is one of those words that can be used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each wants is incompatible with what the other wants. The "parties" can be individuals, groups, organizations, or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exist. It may be very temporary or of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. (Material in this essay is copyrighted by Xicom, Incorporated, 1974 and 1977. All rights reserved by Xicom, Incorporated) Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 48 The Positive and Negative Potential of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of administrators and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict:  People were forced to search for new approaches  Long-standing problems surfaced and were dealt with  People were forced to clarify points of view  The tension of conflict stimulated interest and activity  People had a chance to test their capabilities  Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient, and creative people. A Partial List of Negative Results of Conflict:  Some people may feel defeated, demeaned  The distance between people may be increased  A climate of distrust, anxiety and suspicion may develop  Turbulence may cause some good people to leave their jobs  People or departments that ought to cooperate may become concerned only with their narrow interests  Various kinds of active or passive resistance may develop where teamwork is needed The goal of understanding and managing conflict is to reduce the likelihood that such negatives will occur or become excessive. Unpacking the Conflict Process Obviously, the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode there tends to be a common sequence of events, as diagramed on the following page: Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 49 Frustration Conceptual- ization Behavior Outcomes Frustration Other’s Response Conflict Episode #1 Conflict Episode #2 Looking at these events: Frustration: Occurs when a person or group feels blocked from satisfying a goal-directed activity or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. However, there is a clear feeling that someone or some group is getting in the way of movement toward a desired objective. Examples:  You may frustrate me when you do not agree with my ideas  You may frustrate me when you prevent me from getting the information, the money or the time I need to accomplish something I want to do  You may frustrate me when you undermine my power or influence with someone else Conceptualize: Involves answering the questions, “What’s going on here?” “Is it good or bad?” “What’s the problem – What issues are at stake?” “What are the causes?” This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one’s reaction to frustration.  You may conceptualize a disagreement with another person as being the result of “ignorance” (on his part, of course) or “willful deceit” or you can stereotype: “that kind of person always takes that stand.”  A labor dispute with management can be conceptualized as “deciding who is really going to run this plant” or “showing workers who can do the most for them” or simply “determining what a fair share of profits is for the workers.” Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 50  A dispute between a marketing department and a production department can be conceptualized as determining whether “customers are more important than a production schedule,” or whether “sales people should be expected to adhere to realistic company policies.” Obviously, the way the parties define the problem has a great deal of influence over the chances for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction-reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the actions of the participants themselves may create new frustrations, reasons for hostility, and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustration from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The quality of decision or action that results. (How creative, realistic and practical?) 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves?) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc.?) Some Guidelines for Diagnosing a Conflict The manner in which a conflict is conceptualized is often the key to a group’s ability to manage conflict constructively, i.e., to arrive at positive outcomes. The parties are not likely to reach an outcome which truly resolves the conflict and leaves them satisfied unless they have a clear understanding of the differences between the concerns of the two parties and the sources of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 51 The Nature of the Differences People may differ on the following four aspects of an issue:  We may differ over FACTS (the present situation, the present problem, etc.)  We may differ over GOALS (how things ought to be, future conditions we want)  We may differ over METHODS to reach goals (the best, the easiest, the most economical, and the most ethical route to follow)  We may differ over VALUES (the long-range beliefs about the priorities which should be observed in choosing goals and methods) Differences over facts are usually easier to manage than differences over values, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that it pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you can say something like: “We seem to agree on what the problem is and what we’d like to achieve, but we disagree over the best way to reach that goals.” The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the difference, but to seek the reasons for it as well. Among the most common reasons are these: Informational – The two parties have been exposed to different information – and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual – Sometimes people have been exposed to the same data but their past experience causes them to interpret in different ways. Two witnesses may view the same event, but experience it in two different ways, since the past of each causes them to attend to different aspects of the same situation or to arrive at different meaning. Role – Sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 52 Practical Values of This Analysis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem-solver is likely to do a more effective job if he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence – the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there.  If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy.  If the parties determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be reexamined. Then the question becomes: “Why is it that we view the same information in such different ways?”  If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, “If I were in his place, I would probably be advocating the same point of view,” they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension, e.g., “How can I help a person in that role better understand and appreciate my concern and what does he need from me?” By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. As soon as you are finished, reflect on the key issues, which seem important to you and be prepared to discuss them with the group Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 53 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 © 2014: Lyle Sumek Associates, Inc. Project 140101 54 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 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 10 GOVERNANCE GUIDE 2013 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 House Rules Code of Conduct and Civility 1. Respect others: Councilmember, City Staff and Public 2. Listen to others and strive to understand, before stating an opinion or judging 3. Respect to chain of command 4. Do your homework, come prepared 5. Be hard on issues, be easy on people 6. Use staff reports as information and input 7. After a majority vote, move on to the next issue Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Mayor and City Council Protocols Operating Guidelines for City Council and City Manager Protocol 1 Simple Information • Contact Department Director or City Manager • If Department Director is contacted, copy City Manager • Department Head will contact City Manager • Council members should share expectations of form of communications Protocol 2 Research on a New Topic or Expanding Current Topic • Contact City Manager • If research requires more than 1 hour; the topic will be taken to Council for direction • Council can bring up topic during “Other Matters” Protocol 3 Citizen Service Request A. First Contact • Refer to City Manager and/or Department Head • Council members should share expectations of father communication on actions or city follow up B. Unsatisfactory Contact • Refer to City Manager • City Manager will inform Council on follow up Protocol 4 Agenda Process A. Placing an item • Contact City Manger • Place on “Other Matter” for Council direction B. Question on item • Contact (email or call) Department Director, with a copy to City Manager • Presentation will incorporate the questions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Protocol 5 Communications: Council and Staff • City Manager will share the same information at the same time with all Councilmembers • City Manager will use Council as a resource • City staff should avoid surprises or last minute items/information Protocol 6 Employee Contact A. Employee initiated • Report contact to City Manager • Refer employee to supervisor or Department Head B. Council initiated • Social contact only Protocol 7 Email Guidelines • Communication from Council to Council sent to Clerk • Avoid “Reply to All” • Use FYI for share information no reply Protocol 8 Staff Reports • Provide thorough analysis • Evaluate options • Provide a professional recommendation * Avoid lobbying through others Protocol 9 New Ideas • Contact City Manager Protocol 10 Commission Communication • Commission communications is through responsible Department Director Protocol 11 Spokesperson • Official communication (including press release) through the Public Information Officer; Tested Mayor/Pro Tem • Mayor and City Manager reflect the City Policy Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 Protocol 12 Work/Study Session 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 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 1 SECTION 10 GOVERNANCE GUIDE 2013 Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 2 House Rules Code of Conduct and Civility 1. Respect others: Councilmember, City Staff and Public 2. Listen to others and strive to understand, before stating an opinion or judging 3. Respect to chain of command 4. Do your homework, come prepared 5. Be hard on issues, be easy on people 6. Use staff reports as information and input 7. After a majority vote, move on to the next issue Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 3 Mayor and City Council Protocols Operating Guidelines for City Council and City Manager Protocol 1 Simple Information  Contact Department Director or City Manager  If Department Director is contacted, copy City Manager  Department Head will contact City Manager  Council members should share expectations of form of communications Protocol 2 Research on a New Topic or Expanding Current Topic  Contact City Manager  If research requires more than 1 hour; the topic will be taken to Council for direction  Council can bring up topic during “Other Matters” Protocol 3 Citizen Service Request A. First Contact  Refer to City Manager and/or Department Head  Council members should share expectations of father communication on actions or city follow up B. Unsatisfactory Contact  Refer to City Manager  City Manager will inform Council on follow up Protocol 4 Agenda Process A. Placing an item  Contact City Manger  Place on “Other Matter” for Council direction B. Question on item  Contact (email or call) Department Director, with a copy to City Manager  Presentation will incorporate the questions Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 4 Protocol 5 Communications: Council and Staff  City Manager will share the same information at the same time with all Councilmembers  City Manager will use Council as a resource  City staff should avoid surprises or last minute items/information Protocol 6 Employee Contact A. Employee initiated  Report contact to City Manager  Refer employee to supervisor or Department Head B. Council initiated  Social contact only Protocol 7 Email Guidelines  Communication from Council to Council sent to Clerk  Avoid “Reply to All”  Use FYI for share information no reply Protocol 8 Staff Reports  Provide thorough analysis  Evaluate options  Provide a professional recommendation * Avoid lobbying through others Protocol 9 New Ideas  Contact City Manager Protocol 10 Commission Communication  Commission communications is through responsible Department Director Protocol 11 Spokesperson  Official communication (including press release) through the Public Information Officer; Tested Mayor/Pro Tem  Mayor and City Manager reflect the City Policy Copyright © 2014: Lyle Sumek Associates, Inc. Project 140101 5 Protocol 12 Work/Study Session 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 House Rules Code of Conduct and Civility 1. Respect others: Councilmember, City Staff and Public 2. Listen to others and strive to understand, before stating an opinion or judging 3. Respect to chain of command 4. Do your homework, come prepared 5. Be hard on issues, be easy on people 6. Use staff reports as information and input 7. After a majority vote, move on to the next issue House Rules: Code of Conduct and Civility Mayor and City Council City of Hermosa Beach  House Rules PRIORITY 1. After majority vote, move on to next issues 4 2. Respect others 3 3. Listen to others and strive to understand, before stating opinion 3 4. Be hard on issues, easy on people 3 5. Do your homework – come prepared 3 6. Use staff reports as information only 2 7. Respect chain of command 2 8. Have an open mind 2 9. No “Sandbagging” – lobbying on behalf of self, not others 2 10. Decide on what is best for the community 2 11. Explain yourself 2 12. Be prepared to defend your ideas 1 13. Focus on issue, no “Staff Bashing” 1 14. Be open to hearing and public input 1 15. Avoid being combative 1 16. No cellphones – electronic devices 1 17. Work for broader majority 1 18. Be clear in direction, decisions, actions 1 19. No accusations in public – go to the individual in private 0 20. Be a positive role model 0 Mayor and City Council Protocols Operating Guidelines for City Council and City Manager Protocol 1 Simple Information  Contact Department Director or City Manager  If Department Director is contacted, copy City Manager  Department Head will contact City Manager  Council members should share expectations of form of communications Protocol 2 Research on a New Topic or Expanding Current Topic  Contact City Manager  If research requires more than 1 hour; the topic will be taken to Council for direction  Council can bring up topic during “Other Matters” Protocol 3 Citizen Service Request A. First Contact  Refer to City Manager and/or Department Head  Council members should share expectations of father communication on actions or city follow up B. Unsatisfactory Contact  Refer to City Manager  City Manager will inform Council on follow up Protocol 4 Agenda Process A. Placing an item  Contact City Manger  Place on “Other Matter” for Council direction B. Question on item  Contact (email or call) Department Director, with a copy to City Manager  Presentation will incorporate the questions Protocol 5 Communications: Council and Staff  City Manager will share the same information at the same time with all Councilmembers  City Manager will use Council as a resource  City staff should avoid surprises or last minute items/information Protocol 6 Employee Contact A. Employee initiated  Report contact to City Manager  Refer employee to supervisor or Department Head B. Council initiated  Social contact only Protocol 7 Email Guidelines  Communication from Council to Council sent to Clerk  Avoid “Reply to All”  Use FYI for share information no reply Protocol 8 Staff Reports  Provide thorough analysis  Evaluate options  Provide a professional recommendation * Avoid lobbying through others Protocol 9 New Ideas  Contact City Manager Protocol 10 Commission Communication  Commission communications is through responsible Department Director Protocol 11 Spokesperson  Official communication (including press release) through the Public Information Officer; Tested Mayor/Pro Tem  Mayor and City Manager Reflect the City Policy