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HomeMy WebLinkAbout12/09/89November 30, 1989 Honorable Mayor and Members of Regular Meeting of the Hermosa Beach City Council December 9, 1989 UPDATED CAPTIAL IMPROVEMENT PROGRAM Recommendation: It is recommended that City Council receive and file this report. Background: On June 13, 1989, the City Council adopted the FY 89-90 Capital Improvement Program. The CIP schedule was reviewed by City Council for the first time, at the August 22, 1989 meeting. This is the second revised schedule and updated status report on that program. Respectfully submitted, 4 Lynn A. Terry, P.E. Deputy City Engineer Attachment cov/pwadmin Noted: Tn-tffdny Antich Director of Public Works ievin B. North raft City Manager - 1 - I c CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (hereafter referred to as CIP) is a planning tool for short and long-range capital acquisition and development. It links Hermosa Beach's General Plan and the fiscal planning process to physical development and the highest priority maintenance needs of the City's facilities and infrastructure. It provides the mechanism for estimating capital requirements, identifying appropriate funding sources, scheduling all capital projects over a fixed period, coordinating the activities of various departments to meet completion target dates, and monitoring and evaluating the progress of capital projects. The CIP is a five year plan of capital related revenues and expenditures that is updated one year at a time. Although the CIP constitutes a five year plan, funds are appropriated only for the upcoming year. The CIP (starting with FY 89-90) is designed to be on -going and continuous. The projects for the next four years are based on future needs and revenues, not appropriations. This plan consists of projects that are major expenditures for a specific plan or design of permanent public improvements such as a building, street, sanitary sewer rehabilitation, or acquisition of real property, or major equipment. The purpose of these projects is to: - Implement the General Plan - Preserve public health and safety - Improve the environment - Increase efficient operation of the City - Improve the comfort and enjoyment of residents. The capital projects included in this document span five fiscal years from 1989-1990 through 1993-94. The City projects total capital improvement needs for FY 89-90 of $23.3 million, but only funding for $3.3 million. In addition, $6 million is proposed as bonded indebtedness to fund the purchase of the AT&SF.Railroad right of way. over the five year period from FY 89-90 through FY 93-94, total capital improvement needs are over $31 million which includes approximately $10,000,000 bonded indebtedness for sanitary sewers while funding is estimated to be available for only 13.8 million. The City needs to increase its funding sources in order to complete and pay for all projects. Projects are presented in this document in seven categories and are organized into the following groups: - Street and Safety Improvements - Street Lighting Improvements - Storm Drain Improvements - Sanitary Sewer Improvements - Park Improvements - Public Buildings and Grounds Improvements - General Capital Improvements Summary This Five -Year Capital Improvement Program provides a framework for planning the maintenance and replacement of existing capital equipment and facilities as well as new acquisitions. It is intended to address the highest City priorities for improvement and maintenance of the City's infrastructure while reflecting citizens' needs and wishes with regard to shaping their community. Street and Safetv Improvements CIP 85-102 FAU, Widen Highland Ave., from Longfellow to 35th Street Description: This project proposes to widen Highland Avenue (curb to curb width) from 30' to 401; thereby providing an 8' parking lane on each side of the street. Status: In progress. On January 24, 1989 City Council awarded a contract to Excel Paving at a cost not to exceed $134,593. Completion is anticipated by December 8, 1989. Budget.. ...... ......................$188,051 Expenditure as of October 31,1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990— ............$188,051 CIP 85-137 FAU, Overlay Valley and Ardmore Description: Preparation of plans, specifications and estimates leading to the resurfacing of portions of Valley and Ardmore, including the Gould Avenue intersections. Status: In progress. This project was combined with CIP 88-173. (AC overlay for portions of Valley/Ardmore). The County has begun work and is scheduled to advertise for bids during the Spring of 1990. Budget.. ...... .•.....................$554,400 Expenditure as of October 31,1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$554,400 CIP 89-141 Street Rehabilitation Description: This project proposes to rehabilitate asphalt concrete and portland cement concrete streets, City-wide. Status: In progress. On September 26, 1989, Council authorized staff to seek proposals for a computerized pavement management system. On November 13, 1989 the City received six proposals and the Public Works staff is presently reviewing those proposals. The consultant should be selected sometime during December. Budget.. ...... ....................$125,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$125,000 CIP 89-142 Sidewalk Repairs Description: This project proposes to repair deteriorated sidewalks, driveways and curbs at various locations, City-wide. Status: In progress. Engineering staff is preparing specifications for this project. The plans and specifications will completed during December 1989 and be ready for submittal to City Council for approval by the end of the 2nd Quarter. Budget......... ...............................$ -0- Expenditure as of October 31, 1989.. ... .. .$ -0- Anticipated Expenditure by June 30, 1990... (unfunded).$348,700 CIP 89-146 Street Median Upgrades Description: This project proposes new planting and irrigation for street medians at various locations, City-wide. Status: This project is proposed to begin in the 2nd quarter of this year. Budget........... ...............................$ 20,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 20,000 CIP 89-148 Trash Enclosures Downtown Description: This project proposes to improve the trash enclosures in the downtown area. Status: In progress. This project was prepared for City Council review and considered at the meeting of October 24, 1989. The trash enclosures are being redesigned with upgraded improvements to the original proposed gates. One site will be constructed first as a prototype. Budget......... ....... ......................$ 10,000 Expenditure as of October 31, 1989.....................$ -0- Anticipated Expenditure by June 30, 1990...............$ 10,000 CIP 90-149 New Bus Shelters Description: This project proposes to install new bus shelters and benches at bus stops along bus routes. Status: In progress. The work on this project has just begun and is proposed to go for Council review during the 2nd Quarter of this year. Budget.. ...... ..... ....................$ 55,000 • Expenditure as of October 31,1989..................... $ -0- Anticipated Expenditure by June 30, 1990...............$ 55,000 CIP 89-150 Miscellaneous Traffic Signal Improvements Description: Preparation of plans and specifications leading to: 1. New type of traffic signal on Pier Avenue allowing egress and ingress for Fire Department emergency vehicles. 2. Existing pedestrian traffic signal at 18th and Prospect to be relocated to Valley at 16th Street allowing school children and pedestrian crossing. Status: In progress. Engineering staff is revising the plans for the school crossing at this time. Comments will be requested from the school district before construction is begun. Budget.. ..................$ 15,000 ...... Expenditure as of October 31, 1..989................... $ -0- Anticipated Expenditure by June 30, 1990...............$ 15,000 CIP 89-151 Traffic Engineering Program Description: The following work is proposed: 1. Develop a high accident location and surveillance program using traffic accident data. 2. Conduct a study and develop a detailed residential neighborhood traffic control plan to reduce commuter traffic intrusion. Status: Project cancelled. No State Grant funds provided by the State for this project. Budget.. ...... ......................$ 45,500 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ -0- CIP 85-160 Roadway Improvements & Appurtenances Description: This on -going project consists of repairing damaged concrete streets City-wide. Status: In progress. The repair work will be held up until the pavement management system reviews the streets and sets priorities. Budget............................ ....................$ 79,493 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1989...............$ 79,493 CIP 89-170 Slurry Sealing Description: This project proposes slurry sealing asphalt surface streets west of Valley Drive to increase skid resistance and prolong pavement life. This work also includes minor repair prior to sealing, crack sealing and spot repairs. Status: In progress. The slurry sealing is to be held up until the proposed pavement management system reviews the streets and sets priorities. ............... .......... Budget... ....................$337,219 Expenditure as of October 31, 1989.. ..................$ 136 Anticipated Expenditure by June 30, 1990...............$337,219 CIP 87-171 Asphalt Street Repairs Description: This on -going project consists of repairing damaged asphaltic streets City-wide. Streets east of Ardmore were repaired last year prior to slurry sealing. Status: In progress. The next action is to have the pavement management system review the streets and set priorities. Budget......... ......................$ 21,305 Expenditure as of October 31,1989.. ..............$ 136 Anticipated Expenditure by June 30, 1990...............$ 21,305 CIP 88-174 Rehabilitation of Prospect Avenue Description: Preparation of plans, specifications and estimates leading to the resurfacing of Prospect Avenue from Aviation Boulevard to the southerly City Boundary. Status: In progress. Staff is currently working with Los Angeles County Public Works Department for inclusion of this project in the County's improvement program. Budget.. ...... ....................$ -0- . ......... .......... Expenditure as of October 31, 1989.. .. .$ -0- ..... ........... Anticipated Expenditure by June 30, 1990.... (Unfunded).$500,000 CIP 86-176 Traffic Control Pre-emption Description: This project will install traffic control pre-emption devices on all PCH signals at 2nd, 5th, 8th and 21st Streets, Pier Avenue, and Aviation and Artesia Boulevards. Status: Postponed. On June 27, 1989 City Council rejected all bids due to a conflict with a Caltrans project on Pacific Coast Highway. This project is to be re -bid after Caltrans completes its traffic interconnect project. This project is proposed to begin construction in the 4th quarter of this year. Budget.. ...... .... ... ......................$ 70,468 Expenditure as of October 31, 1989.. ...............$ -0- Anticipated Expenditure by June 30, 1990...............$ 70,468 CIP 89-177 Design Vallev/Ardmore/Pier Description: This project proposes to provide preliminary engineering to evaluate various design.alternatives to improve the intersections at Pier/Valley/Ardmore intersections. Status: On hold. Design is proposed to begin in the 4th quarter of this year. Budget.. ...... .....................$ 40,000 Expenditure as of October 31,1989... ................$ -0- Anticipated Expenditure by June 30, 1990...............$ 40,000 Description: Status street Lighting Improvements Street Light Upgrades This project proposes the installation, upgrading and conversion to high pressure sodium lights throughout the City. In progress. Hermosa Avenue between 28th Street and 35th Street and north Strand, between 30th Street and 35th Street are scheduled next for change out. ......... ............... Budget... ....................$ 30,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 30,000 CIP 85-202 Hermosa Avenue/Pier Avenue Lighting Description: Replace lighting poles on Pier Avenue from Hermosa Avenue to Pacific Coast Highway. Status: Project complete. Installation began in April 1989 and was performed by the Street Lighting Division of the Public Works Department. Work was completed in August 1989. No further expenditures are anticipated. ......... ............... Budget... ....................$ 16,500 Expenditure as of October 31, 1989.. ..............$ 1,981 Anticipated Expenditure by June 30, 1990...............$ 1,981 Sewers/Storm Drains CIP 87-405 Sanitary Sewer Improvements, Target Area 3 Description: Preparation of plans and specifications completed leading to construction and completion of deficiencies of sanitary sewer lines. Status: Project complete. Budget.. ...... .....................$174,808 Expenditure as of October31, 1989.. ..............$151,284 Anticipated Expenditure by June 30, 1990...............$151,284 CIP 88-406 Sanitary Sewer Improvements, Target Area 4 Description: Preparation of plans and specifications leading to construction and completion of deficiencies of sanitary sewers in Target Area 4. Status: In progress. City Council awarded design agreement to Harris & Associates on January 10, 1989 in an amount not to exceed $94,050. The City Council accepted the preliminary design report on October 24, 1989, and increased the project from 10,000 feet to 15,146 feet. The consultant has been notified to begin final design on the project. Budget...............................................$2,200,592 Expenditure as of October 1989.. .............$ -0- Anticipated Expenditure by June 30, 1990..............$2,200,592 CIP 89-407 Sanitary Sewer Bond Issue Description: Preliminary engineering leading to a $5 to $10 million bond issue. Status: In progress. On May 23, 1989 City Council awarded a contract to James M. Montgomery, Consulting Engineers, Inc. at a cost not to exceed $15,950. Budget.. ...... ....................$ 25,000 Expenditure as of�October�31, 1989.. .............$ -0- Anticipated Expenditure by June 30, 1990...............$ 25,000 Park Improvements CIP 89-506 Various Park Improvements Description: New tree planting, benches, landscaping, irrigation purchases, trash can, playground equipment, picnic tables, etc. for Community Resources Commission recommended locations. Status: In progress. To date no other improvements have been recommended by the Community Resources Commission. Budget.. ...... ....................$ 31,570 Expenditure as of October 31, 1989.. ..............$ 1,141 Anticipated Expenditure by June 30, 1990...............$ 31,570 CIP 88-508 Park Irrigation Rehabilitation Description: Restoration of various City Park irrigation systems. Status: Project complete. Council awarded Inventory and Assessment Agreement to Aqua Engineering on April 11, 1989 in an amount not to exceed $35,310. Maps of existing irrigation park systems have been completed and received by the City. Budget.. ...... ......................$ 55,000 Expenditure as of October 31,1989..................... $ 8,222 Anticipated Expenditure by June 30, 1990...............$ 55,000 CIP 89-512 Basketball Courts Description: Install new basketball courts at Clark Field just north of the existing tennis courts. Status: In progress. On November 28, 1989, Council approved a request for design proposals. Budget.. ....................$ 60,000 ...... Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 60,000 CIP 89-514 Purchase of ATSF Railroad Right -of -Way Description: Purchase the land between Valley Drive and Ardmore Drive from Herondo Street to Longfellow Avenue, approximately 15.4 acres. Status: In progress. Preliminary Title Report under review by City Attorney and legal descriptions being reviewed by City engineering staff. Budget .. ........ .........................$ 125,000 ........... Expenditure as of October 31, 1989... ........... ...$ 125,000 Anticipated Expenditure by June 30, 1990...............$ 125,000 CIP 89-516 Sixth Street and Prospect Park Description: The scope of work is amended to include installation of an irrigation system ($4,900) and purchase of new sod ($858), picnic tables ($1,000), aggregate trash cans ($800) and drinking fountain ($400) at subject park. Status: In progress. Application for State grant funds is being processed at this time. Budget.. ...... .. ....................$ 7,958 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 7,958 CIP 89-517 Recreation Facilities Description: The scope of work is amended to include the purchase of playground equipment ($8,050) and park drinking fountains ($692). Status: In progress. Application for State grant funds is being processed at this time. Budget.. ...... .....................$ 8,742 Expenditure as of October 31,1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 8,742 CIP 89-518 Recreation Facilities Description: The scope of work is amended to include the purchase of playground equipment. Status: In progress. Staff is reviewing the types of equipment to order. Application for State grant funds is being processed at this time. Budget......... .. ....................$ 12,305 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 12,305 CIP 89-519 Hermosa Parks Description: The scope of the work is amended to include the purchase of picnic tables. Status: In progress. Staff is reviewing the types of tables. Application for State grant funds is being processed at this time. Budget.. ...... ....................$ 2,108 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 2,108 Public Buildings and Grounds CIP 89-601 Fuel Tanks Description: Bring existing gasoline dispensing at the City Yard into conformance with State law by annual testing for leaks. Status: In progress. Plumbing repair is required due to a small leak in the plumbing outside one of the three existing tanks. Budget......... ... ... .....................$ 4,000 Expenditure as of October 31, 1989.. .................$ 820 Anticipated Expenditure by June 30, 1990...............$ 4,000 CIP 89-604 Building Improvements at Various Locations Description: This project proposes construction of Capital Improvements for the following departments: 1. Police Department - Air conditioning in Computer Room ($10,000) 2. Community Center - Room 8 Wall Repair ($2,000) - Miscellaneous (2,500) Room 7 Water Heater Room 8 Carpeting Refinish portable stairs Water Fountain, North & South Wings Contingency ($1,500) Status: In progress. The air conditioning needs for the computer room in the basement are being reviewed. An air conditioning company is preparing an estimate for the proposed needs. Budget .............. $ 16,000 Expenditure as of October 31, 1989.... ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 16,000 CIP 87-606 Description Status: Police Department Remodel Demolition and modification of part of existing police facility, remodel of dispatching center. Remodel Project Complete. Additional minor maintenance work still required. Budget......... ...... ... ..........$ 8,550 Estimated Expenditure as of October 31, 1989........... $ -0- Anticipated Expenditure by June 30, 1990...............$ 8,550 CIP 89-609 Possible City Hall Expansion Description: Plans, specifications and estimates for proposed increased floor area for City Hall offices and new air conditioning for basement of Police Department and General Services Department. FY 89-90, modular furniture, $ 25,000 and new council chairs, $ 5,000. Status: The Police Department is coordinating the purchase of new Council chairs. No work to date on modular furniture. Budget. ...... .....................$ 30,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 30,000 CIP 88-610 Community Center Air Conditioning Description: Installation of air conditioning in the Community Center. Status: Project complete. The installation of the air conditioning was in substantial completion as per the specifications on August 10, 1989. However, due to a noise problem which has developed and needs to be resolved, the final costs have not been paid to the contractor or the architect. The mechanical engineer is working on the problem at this time. Budget.. ...... ....................$ 13,905 Expenditure as of October 31, 1989.. ................$ 2,236 Anticipated Expenditure by June 30, 1990. ..............$ 13,905 CIP 89-612 City -Wide Signs Description: This proposes to install consistent City-wide signing including City parks and entrance signs. Status: This work is proposed for the 3rd quarter of this year and is being handled by Community Resources Department. ........................ Budget... ......................$ 16,700 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 16,700 CIP 89-613 Community Center Electrical Upgrade Description: Plans and specifications leading to upgrading electrical services to Community Center buildings to meet current code requirements. Status: In progress. Electrical needs have been reviewed and the preliminary engineering proposals are to be submitted to the City during the 2nd quarter of this year. Requests for Proposal were due to the City on November 13, 1989 and are being reviewed by City staff. Budget.. ...... •.....................$ 8,000 Expenditure as ofOctober31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990... ..... .......$ 8,000 CIP 88-614 Municipal Pier Repairs Description: This project was to assess the damage, prepare any needed design and reconstruct or repair any damage to the Hermosa Beach Municipal Pier caused by the January 17, 1988 storm. Status: Project complete. Construction was completed on September 25, 1989. The final payments have not yet been paid to the contractor and the design engineer. Budget.. ...... ....................$136,074 Expenditure as of October 31, 1989.. ..............$ 72,335 Anticipated Expenditure by June 30, 1990...............$136,074 CIP 89-615 Community Center Fire Alarms Description: As recommended by the Fire Department, this project proposes to design and install a fire alarm system in the Community Center complex which will be connected to the dispatch room in the Police Department. Status: In progress. A review of the system requirements will be completed in the 2nd quarter of this year and a recommendation is to be submitted to the City Council at that time. Budget ........... ....... ... .........................$ 49,988 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 49,988 General Capital Improvements CIP 89-701 City Parking Lot Improvements Description: Upgrade City parking lots to include repairing pavement and walls, parking bumpers and new planting. Status: In progress. Repair locations at the public parking areas have been determined. Staff obtaining three bids. Construction is to take place in the 3rd quarter of this year. ............... .......... Budget... ....................$ 5,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 5,000 CIP 89-703 Emergency Preparedness Trailer Description: This project proposes to construct and equip an emergency trailer with emergency lights, generators, signs, flares, and small tools for use by the Fire, Police and Public Works Departments. Status: Police Department is handling this project. Work on this project is to take place during the 2nd quarter of this year. Budget........................... ....................$ 5,000 Expenditure as of October 31, 1989.. ..............$ -0- Anticipated Expenditure by June 30, 1990...............$ 5,000 AGENDA ADJOURNED REGULAR MEETING HERMOSA BEACH CITY COUNCIL Saturday, December 9, 1989 - Council Chambers, City Hall 12:00 Noon MAYOR Roger Creighton MAYOR PRO TEM Chuck Sheldon COUNCILMEMBERS Robert Essertier Kathleen Midstokke Albert Wiemans CITY CLERK CITY TREASURER Gary L. Brutsch CITY MANAGER Kevin B. Northcraft CITY ATTORNEY Charles S. Vose All Council meetings are open to the public. PLEASE ATTEND. PLEDGE OF ALLEGIANCE ROLL CALL: 1. SCHEDULING OF JOINT MEETING WITH HERMOSA BEACH CITY SCHOOL DISTRICT BOARD OF TRUSTEES. 2. REVIEW OF CITY GOALS. a. Agreement on Process b. Ground Rules C. Brainstorming of Ideas 3. REVIEW OF CAPITAL IMPROVEMENT PROGRAM QUARTERLY REPORT. (Continued from November 28, 1989 meeting.) ADJOURNMENT CITY OF HERMOSA BEACH CITY COUNCIL GOAL SETTING SESSION December 9, 1989 MAYOR'S RECOMMENDED GROUND RULES/PROCEDURES 1. BRAINSTORM: Each Councilmember, in turn, will present one goal, or an objective to achieve a goal, to be listed on the flip chart. Councilmembers will continue to list goals until each has completed their list. At this point it is agreed that comments regarding each goal will be kept to a minimum. The intent of this initial process is to identify as many potential goals as possible without regard to their ultimate feasibility or practicality. At a later point in the session these goals and objectives will be further clarified. 2. Following the initial "Brainstorm", the listed goals will be reviewed. At this point any goal must receive two (2) votes to remain on the list. Individual Councilmembers can request, or offer, a brief clarification of the meaning of specific goals during this process. Here again there should not be debate on any one goal. This procedure will further refine the list 3. Next, the goals (and identified objectives) remaining will again be reviewed. Three (3) votes will be required to maintain a goal/objective on the list. During this stage in the process, further clarification/definition can be provided of specific goals. BREAK 4. At the conclusion of Step 3, the listed goals will be typed and handed out to the Council. At this time the Council can review the results of the staffs brainstorm session for consideration of merging those with the Councils. 5. Next, the list will be reviewed again to identify the major "goals" and to define the "objectives" to be used to measure achievement of the goal. 6. Prior to adjournment, the Council decides how to proceed with the process of prioritizing goals. Note: A. Each "goal statement" should begin with a verb (i.e. improve, expand, enhance, promote, etc). B. Each "objective to achieve a goal" should be a statement of an action that can be measured objectively (i.e. Add 100 public parking spaces by March). - 1 - Le"WwelMst4t] Y1 CITY COUNCIL GOAL SETTING SESSION December 9, 1989 MAYOR'S SUGGESTED AGENDA I. GOAL LISTING (Brainstorm) A. Each Councilmember in turn to list a goal. Continue around, one goal per turn, until all members have completed their list. B. All goals to be accepted at this time. II. PUBLIC COMMENT ON LISTED GOALS OR SUGGESTED GOALS. III. REVIEW OF LISTED GOALS A. Initial review/discussion 1. Requires two (2) votes to maintain goal on list. B. Second review/discussion 2. Requires three (3) votes to maintain goal on list. IV. BREAK (Goals typed) V. CATEGORIZATION OF GOALS A. Staff list available for merging with Council developed goals. B. List reviewed for separation into GOALS and OBJECTIVES (elimination of duplicity and clarified as much as possible) VI. PRIORITIZE GOALS A. Discussion on procedure to be used for establishing priority of listed goals. VII. ADJOURNMENT - 1 - CHAPTER 3 SETTING CITY GOALS During your council campaign, you probably took stands on issues, made promises, wrote position papers and possibly developed a comprehensive policy statement that reflected your beliefs, your values and your goals. In fact, everyone on your council probably went through that same process and had equally strong beliefs, values and goals. Most elected officials believe that their goals and values are best for the community. Although you campaigned as an individual, you now sit on the council as one member of a group.'Your council's primary job is to forge a iet of common goals from your diverse and strongly felt individual values and beliefs. This diversity of beliefs can be an asset or a liability. Diversity becomes an asset when the council can develop a process that encourages constructive debate and focusses that debate on the development of an accepted council goal statement. Diversity becomes a liability when conflict paralyzes council action and prevents a clear resolution of the problem. In the first situation, diversity provides the breadth of vision to develop a good solution. In the second, diversity becomes an end in itself and blocks the possibility of finding a mutually satisfactory solution. Successful council goals setting translates individual coun- cil member goals and desires into a clear statement of city policy for the next year(s). The goals developed will give the city a clear sense of direction, and this clarity of direction should increase productivity by improving staff morale and reducing ambiguity. "Lack of goal clarity" and "reversal of council policy" are two of the major staff com- plaints about city councils. Ideally, after the council sets goals, staff will be able to develop programs and procedures that are in concert, rather than in conflict, with council policy. Clear goals also strengthen the council's ability to negotiate effectively with the mayor's office. Council members will still have areas of disagreement, but they will have a better understanding of where and 10 why they disagree. Futhermore, there will be clear areas of agreement and developed goals to translate into a program that the city manager or the mayor can implement. —GOAL-SETTING ALTERNATIVES Ad Hoc Coal Setting. Oberservers of municipal government still find city councils that set goals on an issue -by -issue basis. No systematic goal -setting program exists and policy is set in reaction to issues as they appear on the agenda. This course of action limits the council's perspective. For example, it provides little framework from which the council can review the budget. Instead, last year's budget becomes the basis for next year's budget. The city's goals are, by default, the goals of the status quo —the goals that exist today. This method may work in a community that is ex- periencing little change, that is stable and has no major problems. But in an environment of change —be it inflation or un- employment, growth or decay —ad hoc goal setting may be wasting the very resources a city is trying to save. Potential opportunities will be lost because they are never recognized. Political conflict on the council will increase as frustration builds. Citizens will complain of a bureaucracy that is in- sensitive and out of step. A council without goals is abdicating responsibility to the administration, and either the administration (the mayor or city manager) will act on its own goals or set no direction and wait for the council to assert control. In the first case, the council has little influence on city policy and becomes a "rubber stamp" for administrative proposals. In the second case, the city becomes directionless until the council es- tablishes clear goals. In the latter case, lack of goal clarity at the council level often results in low morale among city staff, for without clear direction, staff has no policy frame- work within which to work on a day -today basis. Instead, Tools for Leadership L, they guess at council direction and wait for clarification on an issue -by -issue basis. Even without goals, the council and staff will be working overtime, but will be reacting to new problems by trying to put out brush fires, rather than building their own agenda of action. Only with some thoughtful goal setting will the Council gain the perspective needed to anticipate problems. Mayor or Staff Developed Goals. some cities leave the responsibility for developing city goals to the mayor or the city manager. In the latter case the council often directs the manager to draft a set of city goals, but they give little direction as to' what should be written and expect the manager to use "executive judment" to interpret council desires. The mayor, on the other hand, usually develops goals as part of that office's executive responsibility. In most cases, the council reviews and makes modification to the draft goals presented to it, but has little input into the initial drafting process. This alternative works effectively when the mayor or manager has a clear sense of council desires and chooses to take those desires into account, or when the review process is a thorough and seriously debated one. On the other hand, this approach has the potential for making the council a passive observer in the goal -setting process. Furthermore, when conflicts occur between the coun- cil and the administration, the council will be at a dis- advantage for not having played an active part in goal setting. Council Goal -Setting Workshop. About one in five city councils conduct a formal goal -setting workshop at least once a year.' At these sessions, the council explicitly develops goals for the coming year. Each council member presents individual goals, and after considerable discussion, the coun- cil ultimately develops a list of goals, ranked by priority, for the coming year. During this process, policy conflicts surface, are debated and a compromise is reached. Nev- crtheless, in many cases, goal-aetting sessions underscore council consensus rather than conflict on a large number of policy issues. Most importantly, the council emerges from goal setting workshops with a well-defined set of objectives for the coming year. In council-manager cities, the manager will develop and I Tools for Leadership present to the council an administrative work program to accomplish these goals. The council will, in turn, use its goals as a bench mark to measure its own legislative progress and as a means of evaluation the administrative progress of the city manager. In cities where the mayor has administrative responsibility and the council's role is solely legislative, the council uses its goal statements as a communication tool with the mayor. The council and mayor share goals for the year and jointly negotiate a mutually acceptable set of city goals towards which they both can work. These goals can then be used by the mayor in budget development and by the council in the budget approval process. Under both systems, the purpose of goal setting is to create a clearer picture of what the city stands for and where the city is heading. Clear goals increase the level of understanding between the council and the administration. In council-manager cities, clear goals make it easier for the manager to implement council policy on a day -today basis. Talking about goal setting is easier, unfortunately, than actually setting goals. In fact, goal setting may be one of the most difficult tasks a council can face. Goal setting requires the council to create clarity from ambiguity, to reach decisions through conflict, to invest time for future gain. Because goal setting is difficult, most councils set aside a large block of undisturbed time to tackle the task (see box, page 12). Typically, councils spend one or two days away from city hall to set goals. Councils often employ a third party consultant to structure the goal -setting session and lead the group through the problem -solving prod The Flip Chart Problem Solving Method (Chapter 7) can also be usedful to councils in the goal -setting process. SAMPLE GOAL SETTING WORKSHOP T}pe of Meeting. A goal -setting workshop is most Productive when held as a special meeting with nothing else on the agenda. It is possible to conduct such a workshop during a regular council meeting, but the results will usually be less desirable because the regular agenda will compete for time with the goal -setting task. Goal setting is difficult work and trying to do it in too short a time or after a long meeting is inviting Poor results. Furthermore, goal setting should be sep. arated from the "politics as usual" atmosphere of coun- cil meetings. The goal -setting session is a time to ar- range priorities away from the pressures and conflicts that are a normal part of regular council meetings. Location. Whenever possible, conduct the goal setting workshop "off -site", that is, outside of council chambers and preferably away from city hall. A new setting helps minimize day -today conflicts and gives the par- ticipants a fresh perspective on goal setting. COadaltant Assistance. Surprisingly few people have well developed goal -setting skills. If your city can find a skilled goal -setting consultant, the cost is well worth it. The consultant can keep things on track, has no vested political interest in the process and thus can Provide a neutral perspective that speeds progress. Time Required Minimum of one-half a day. One or two full days is most desirable. Who Should Attend. All council members, the city manager of administrator, and any other key staff members who may be needed as resource people. The mayor should also be included in council-manager cities. When the mayor holds independent executive powers, the council may want to meet without the mayor. Procedure Staff Pre -Work Before the workshop, staff should prepare and distribute the following materials to the council: • Lists of previous goals and the degree of com- pletion of each one. • Any citizen needs -assessment surveys conducted in the past several years. • A list of the city's major ongoing projects or Projects about to be undertaken. Also brief press representatives who may attend. Describe the goal setting process and establish ground rules on press involvement. Council Pre -Work 1. Read staff -prepared agenda material. 2. Participate in briefing the press, if desirable. 3. List your major goals for the city in the next year. 4. Categorize your goals into the following areas: • New programs 12 Tools for leadership FURTHER READING Eddison, Tony. Local Government: Management and Cor- poration Planning. See especially Chap. 10, "Management by Objectives in Local Government." New York. Harper tit Row, 1973. Fisher. Fred. Council Development: Strategies for Increasing City Council Effectiveness. Washington, D.C.: National League of Cities, 1980. Goal Setting by the Government Body. Washington, D.C.: International City `Management Association, 1977. National League of Cities. A National Survey of City Coun- cil Members: Issues in Council Leadership. Washirgton, D.C.: National League of Cities, 1980. • Improvements to existing programs • Programs you wish considered for deletion. • Other goals. Workshop Agenda 1. Briefly review previous goals and current com- mitments. 2- On flip charts or the chalkboard, make four lists -one for each goal category. 3. Council members list their goals and staff rec- ords goals on appropriate lists, so that all in the room can see. Use tally marks to indicate duplicate goals. Goal statements may be clari- fied by questions from other council members or staff, but no debate is allowed until all goals have been listed and clarified. 4. Within each list, classify each goal into one of the following areas: • The easy ones —consensus goals that n - quire no new resources, or have specific funding sources. • Policy consensus —these goals have con- sensus, but require new city resources that are not currently available. • Policy conflict —these goals are not com- monly shared and policy differences must be resolved. 5. Briefly discuss the "Policy Consensus" and "Policy Conflict" goals. Allow limited discus- Mager. Robert. Goal Analysis. Belmont, Cal.: Fearson Pub- lishers. 1972. Morrisey, George. Management by Objectives and Results. Readine. Mass.: Addison-Wesley, 1970. Sweet"ood, Hervey, et al. Resource Directory of Council Innovations. Washington, D.C.: National League of Cities, 1980. *National League of Cities. A National Survey of City Council Members: Issues in Council Leadership. Washing- ton, D.C.: National League of Cities, 1980. sion and then conduct a straw vote. Each coun- cil member can vote for five goals. Tally the scores. 6. Break 7. Identify the five goats with the most votes and list each goal on a separate flip chart. Beginning with the goal receiving the most votes, have council debate the advantages and disadvantages of the goal. Staff should list the pro's and con's on flip -charts as they are dis cussed. 8. Council debates goals, clarifies wording and votes on final goals. Goals should be classified as first, second or third priority. 9. Process (steps 7 tit 8) repeated for remaining goals as time allows. This may be completed at a second session on another day. Follow -Up Work The follow-up system is key and periodic reports are essential to prevent goals from getting lost. Staff (or a staff -assisted council committee) meets as a "continuation committee". It is responsible for reviewing workshop output and preparing a "goals statement". The goals statement should include each goal agreed upon, its priority number, the person responsible for implementation and target date for completion. Council reviews and adopts the goal statement at a regular council meeting. Tools for Leadership 13 December 7, 1989 TO: Fellow Councilmembers FROM: Councilmember Midstokke RE: History of City Goals The first time that I am aware that the City Council ever discussed setting goals was in 1984. As you can see by the attached list, most of the goals were very simple and precise. It seems that over the years the goals have gotten much more complex and the process much more tedious. Thought the historical background would be interesting to you. - 1 - Honorable Mayor and Members of the Hermosa Beach City Council May 20, 1986 City Council Meeting of May 27, 1986 RECOMMENDATION FOR CITY COUNCIL TO CONSIDER ARTICULATING A FORMAL SET OF GOALS RECOMMENDATION It is recommended that this City Council set aside time to for- mally discuss City goals and priorities. Several years ago the City Council made an effort at identifying and prioritizing goals (copy attached). ANALYSIS The benefit of formalizing goals and objectives, prioritizing and setting time frames is that all concerned parties can then be focused on the same matters. Staff urges that the City Council do so so that our time can be most productive in the interest of reaching clearly identified goals. A goal*setting process requires a lot of work. It cannot be done quickly. However the benefits can be many -fold. As a first step it is suggested that the City Council look toward developing an overall "vision" of where the municipal corporation should be heading. A comprehensive mission statement is the foundation for creating generalized goals and specific tasks. Attached is a draft statement of VISION for your consideration. It is recommended that the City Council: 1. Refine the proposed Vision statement; 2. Discuss the previously addressed Goals statements 3. Establish a public input mechanism for further develop- ment of these statements 4. Set a time schedule for this Program of Work. Gre ory/T. Peyer Citr Manager attachments cc Executive Staff Chamber of Commerce I School District OUR VISION A LESS DENSE, MORE FAMILY ORIENTED PLEASANT LOW PROFILE COM- MUNITY COMPRISED OF A SEPARATE AND DISTINCT BUSINESS DIS- TRICT AND RESIDENTIAL NEIGHBORHOODS THAT ARE AFFORDED FULL MUNICIPAL SERVICES IN WHICH THE MAXIMUM COSTS ARE BORNE BY VISITOR/USERS; LEAD BY A CITY COUNCIL WHICH ACCEPTS A STEWARDSHIP ROLE FOR COMMUNITY INFRASTRUCTURE AND OPEN SPACE INCLUDING A WILLINGNESS TO EXPLORE INNOVATIVE ALTERNATIVES SUCH AS OCEAN ENERGY. 5/27/86 /'N July 6, 1984 HONORABLE MAYOR and ME4BERS of the REGULAR MEETING of HERMOSA BEACH CITY COUNCIL July 10, 1984 GOALS AND PRIORITIES ov- The following is a recap of your June 25, 1984, meeting establishing goals and objectives for the City Council. Attached is the actual tally. There were a few reoccuring themes voiced by the Council, principally they were (ranked in order of frequency): SUBJECT FREQUENCY Parking 7 Team work Financial 5 Open Space Acquisition 4 General Plan and Zoning Consistency 3 Better Communication 2 Improve Commercial Land 2 Oil 2 Staff will return on the first available agenda with a suggested timeframe to address these issues for City Council approval. 1 Pamela Sapetto Planning Director Concur: Inh YrlLAW Gre ory f. •er, City ..`aLger ` Page One ACTUAL �y ) �' V 0 T E for against Councilman Item IMPROVE EXISTING PROGRAMS 4 1 Barks Parking- frontyard setbacks 5 0 Barks better communication to citizens 4 1 Barks legislative effectiveness (interagency) 5 0 Cioffi efficiency of city operations 5 0 Cioffi improve parking supply 5 0 Brutsch provide leadership 4 1 DeBellis amend variance procedure to encourage rehabilitation 1 4 DeBellis remove parking on Pacific Coast Highway 5 0 DeBellis institute landscaping requirements 5 0 DeBellis developer fees 1 5 0 DeBellis improve commercial vacant land and infill 4 1 DeBellis improve parks and recreation programs 5 0 Wood improve City Council agenda- use consent calendar 3 2 Wood use workshop format Page Two 1 ACTUAL TALLY (cont) V 0 T E for against Councilman 5 0 Barks 5 0 Barks 5 0 Barks 4 1 Cioffi 4 1 Cioffi 5 0 Cioffi 5 0 Cioffi 4 1 Cioffi 5 0 Brutsch 4 1 Brutsch 5 0 Brutsch 5 0 Brutsch 5 0 Brutsch 5 0 DeBellis 4 1 DeBellis 5 0 DeBellis 5 0 DeBellis Item GOALS limit on Council meetings Council work as team examine alternatives for the parking problem increase park lands improve financial picture Improve city image- respect each other better communication- newsletter child abuse program financial issues: Gotanda property retrieve money from condo conversions settlement of Stinnet oil lease deal with infrastructure acquire Open Space for public use (Railroad Right -of -Way and school property) Goal setting traffic and circulation element update General Plan and Zoning consistency Open Space acquisition ACTUAL TALLY(cont) V 0 T E for against Councilman Item GOALS 3 2 Wood combine Building and Planning departments 3 2 Wood combine City Attorney and City Prosecuter 5 0 Wood aggresively pursue litigation 5 0 Wood zone all parcels 5 0 Wood zoning compatibility 3 2 Wood amend story limitations 4 1 Wood contract street sweeping 3 2 Wood contract custodial services 3 2 Wood aggressive program to acquire land for.parking in commercial districts (ex. amend no parking on residential lots) 4 1 Wood ballot on oil- City Council writes ordinance to specifically identify procedures 3 2 Wood Open Space acquisition- look for revenuel rather than raise fees, get into business 4 1 Wood valet parking downtown 4 1 Wood bootlegs- enforcement program 3 2 Wood need to tackle big issues- too responsive to small groups 5 0 Wood aggressively enforce laws 4 1 Barks investigate impact of issuance of Conditional Use Permits for sale of alcoholic beverages 5 0 Barks work cooperatively with the School District s-yps- 9 . HI SCELLANE(YUS ITEMS & REPORTS - C 1 TY (XYJNv--I L ------------- ----- —------- — ---- ------- a) Designation of v—oting delegate for League Annual Conference_ — — — -- — City Clerk Reviczky requested that Council also appoint an alternate. ACTION - Tp-appoint..�Mayor. �ruzscha as alLlie �yot ing delegate . fote League lii �aitiosaia Ci11es JknnuaI ' nference too bbe held on September 26 at. -the Anaheim Convention Centex and'Mayor Pro Tern Barks as the Cernate. l'on Barks, second Cioffi. So ordered. b) Railroad Right=of-Wav Subcommittee Reoort — - C---n—oucilman Wood -- ---- -- —---- Councilman Wood stated that there had been no meetings held but that moves had been made and something would be done by the next meeting. c) Goals and Objectives Matrix. Memorandum from Planning Director Pamela Sapetto sated July 6, 1984. City Manager Meyer suggested that Council receive and file this memorandum and this item will be scheduled at a later date for some additional timeframes.. ACTION - To receive and file. Motion Mayor Brutsch, second Cioffi. So ordered. Councilman DeBellis requested that when the Goals and Objectives are finalized they be published. d) fi',) Measures. Memorandum from City Clerk Kathleen 5;e rczky dated July 10, '1984. Changes to be made in wording for the ballot measures are as follows: Oil Drilling - City Maintenance Yard - Change both ordinance, ballot measure and impartial analysis to read "ani second, when the bonded indebtedness is paid, acquisition, maintenance and improvement of available excess school or other properties for open space" etc. 211 Dr1111ng _ South School Site - Change the ballot measure to read "9hall Ordinance No. 84-759, an Ordin- ance submitted to the Voters by the City Council 'at the request of the School District',, etc. ACTION t'To ,adopt, the ballet measurer: -mg `revised -9- Minutia 7_In_fh