STRATEGIC PLANNING RETREAT MISSION STATEMENT. The City of Manhattan Beach is dedicated to providing exemplary municipal services,

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1 C I T Y O F M A N H A T T A N B E A C H STRATEGIC PLANNING RETREAT 10 July 2013 Police/Fire Conference Room Marilyn Snider, Facilitator Snider and Associates (510) Gail Tsuboi, Graphic Recorder Tsuboi Design (925) MISSION STATEMENT The City of Manhattan Beach is dedicated to providing exemplary municipal services, preserving our small beach town character and enhancing the quality of life for our residents, businesses and visitors. CORE VALUES not in priority order The City of Manhattan Beach values... s Excellence s Fiscal Responsibility s Ethical Behavior s Mutual Respect s Integrity s Dedication to the Community s Professionalism s Openness THREE-YEAR GOALS * not in priority order u Maintain and enhance financial stability u Increase organizational effectiveness and efficiency u Maintain and enhance city facilities, programs and infrastructure u Encourage engagement and increase participation of residents and businesses u Enhance, preserve and protect the environment and health of our beach community

2 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT Thursday, July 11, 2013 Distribute the retreat record to attendees and invitees. Friday, July 12, 2013 Post the updated Strategic Plan to the city s website. Within 48 hours of receipt All recipients Read the retreat record. July 23, 2013 Department Heads ( lead) Review the Current Internal Weaknesses/Challenges list for possible action items. By July 24, 2013 Department Heads Share and discuss the Strategic Plan with staff. At the Aug. 6, 2013 Present the Strategic Plan to the public. Monthly City Council (Mayor lead) Monitor progress on the goals and objectives and revise objectives (add, amend and/or delete), as needed. Monthly Management Analyst Prepare and distribute the updated Strategic Plan Monitoring Matrix to City Council and city employees; place on the city s website. January 14, 2014 (Tuesday) 8:00/8:30 am -- 4:00 pm City Council Department Heads Strategic Planning Retreat to: - more thoroughly assess progress on the Goals and Strategic Objectives. - develop a Vision Statement, Goals and Strategies PARKING LOT: A report comparing contract vs. in-house attorney efficiencies and costs 2

3 S.W.O.T. ANALYSIS Strengths Weaknesses - Opportunities - Threats STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF MANHATTAN BEACH SINCE THE JANUARY 23, 2013 STRATEGIC PLANNING RETREAT Brainstormed List of Perceptions Hired a great new Director of Parks and Recreation Three-year labor agreements Approved a three-year Shared Use Agreement with the school district Completed city elections Completed Joslyn and Manhattan Heights improvements Two new engaged City Council members Conducted six public hearings on the renovation of our mall Ocean-friendly demonstration garden Reduced litigation Successfully resolved personnel actions Street sweeping fee reimbursement Graduated a CERT class of 22 (Community Emergency Response Team) Graduated a Community Police Academy class of about 20 Held a joint meeting with the school board Adopted Housing Element Ordinances Put in service a fire engine and two paramedic ambulances Held a Sister City dinner Completed a number of infrastructure improvements: water, sewer, parks Approved and commenced construction of the new library Donated a fire truck to El Camino College Donated two ambulances to our Sister City Chevron coker drum move Fire Dept. got a $6000 grant for and purchased bullet-proof vests Improvement at the intersection of Sepulveda and 8 th St. with a grant of $223,000 Police Dept. got a grant of approximately $400,000 for the Public Regional Communications Center Included the public in strategic planning City received a clean opinion on the finance statements Adopted a Information Systems Master Plan Adopted a balanced budget for Developed and approved a Veterans Park Master Plan Adopted the Housing Element of the General Plan Held several town hall meetings (e.g., public safety, tsunamis, no smoking) Police Dept. reached out and had a neighborhood meeting in a resident s home regarding crime Selected an internationally-known artist to do the public art in the new library AYSO (American Youth Soccer Org.) cooperative agreement for a new soccer field The new soccer field is under construction Police Dept. adopted a Police Dept. Strategic Plan Several workers comp cases were settled Received a Fireman s Fund Grant of $5000 Received a pedestrian grant of $223,000 Beach Cities Health Dept. grant of $30,000 for paramedic services The Police Dept. received a DUI Enforcement grant Mansionization ordinances approved by the Planning Commission 3

4 Parks and Rec received $10,000 in golf equipment from the Jack Nicklaus Learning League The Fire Dept. completed a shared service review Presented updated residential building code regulations We have engaged leadership We have strong teams up and down the organization Safe community We offer many family-oriented activities We offer many industry-leading services We kept the cities of Broad Beach and Malibu from stealing 500,000 cubic yards of our sand Conducted a team building workshop Amazing tactical accomplishments We re fiscally sound We have strong leadership We have an engaged and involved community We have an attractive place to live We have a community and city that care about the environment We are a leader in beach lifestyle and recreation Successful community events were held: Earth Day, Richstone Pier-to-Pier, Father s Day Volleyball Tournament, Manhattan Beach Grand Prix Bike Race Started an annual Tour de Pier (a bicycle spinning event on the Pier) Installed four electric vehicle charging stations Increased public awareness and participation in the budget process CURRENT INTERNAL WEAKNESSES/CHALLENGES OF THE CITY OF MANHATTAN BEACH Brainstormed List of Perceptions Everything is a priority Outdated zoning code provisions 960 hours for part-time employees The permit process is not streamlined Dysfunction top down Crisis in the commercial district Granicus (software program) Public engagement, though good and valuable, draws out the time to accomplish things Inability to complete the City Council s agendas Fuzzy relationship/nexus between the city s vision and action Many disjointed plans General Plan, Strategic Plan, Mobility Plan Lack a common philosophical approach Perception that the city is not addressing the immediate needs of residents Council meeting management No meeting rules of decorum Lack of vision and articulation of vision for economic development Lack of full and complete transparency Not embracing the spirit of the Brown Act Lack sufficient staffing Council not getting clear data to make decisions Low staff morale Slow resolution on management and PMA compensation issues Inability to control disruptive persons at Council meetings Council distrust of staff Inconsistent direction from Council Inefficient Council meetings; tone and leadership Not understanding City Council direction (sometimes unclear) 4

5 Lack of progress on key issues in Council meetings Unresolved compensation issues with some labor groups Not thinking strategically Lack of team unity and trust between City Council and staff Ineffective website Responding to a few persons in Council meetings as though they were in the majority Do not have effective land use regulations Disconnect between Council and staff Council thinking more operational than policy EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF MANHATTAN BEACH IN THE COMING YEAR Brainstormed List of Perceptions Economy is improving Property values are rising Revenues are increasing from property sales New restaurants are opening State investment in education Positive legislation coming out of Sacramento Legislators in Sacramento is making progress working together Remodeled LAX Leadership from Governor Brown Potential of the new mall as a source of revenue First class school system Downtown Business Association Unique small businesses Positive relationship with the Beach Cities Health District A lot of positive national PR Clean beaches Desirable location for events Apple Store one of the highest revenue producers A lot of fashion-oriented businesses whose corporate offices are based here Chamber of Commerce Our aging population Better, broader and stronger applicant pool Positive relations with Chevron Manhattan Studio brining in business and residents Professional sports pro athletes and coaches live here and bring energy to town Businesses are locally owned and owners are involved in the community Extraordinarily talented residents Exceptional participation by community organizations Engaged residents North Manhattan Beach Improvement District is improving the aesthetics of the North End Ocean Express The entertainment industry Diversity of businesses Unique small town feel Juice businesses Delay in the implementation of the Affordable Care Act Our city is very popular and attracts a lot of people to our events; we re a regional draw 5

6 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF MANHATTAN BEACH IN THE NEXT THREE YEARS Brainstormed List of Perceptions Earthquakes Unfunded government mandates Interest rates going up Federal stormwater mandates Realignment Sequestration Forest fires Climate change Uncertain economy Unreliable power Changes at the state level in emergency medical services Another dry year Rising sea levels War between business owners and landlords Crime Congress State water shortages Terrorism, especially with proximity to LAX New residents differing service expectations New residents with a sense of entitlement Number of vehicles and pedestrians filling our streets Oil drilling in Hermosa Beach Tension between keeping us a small, quiet, charming small town and developers and businesses Traffic Collapse or contraction of other governments War in the Middle East Rising rent Rapid pace of change in technology Continued distrust of the public in their government Attractiveness of the city that brings in large crowds that can create problems; a regional draw issue Airborne diseases Unemployment Air pollution Lack of space to create more parking Potential for oil spills Old Manhattan vs. New Manhattan South Bay Cities Council of Government Impact of media on how we do our business Social media Temporary rentals Drug and human trafficking s 6

7 STRATEGIC PLANNING ELEMENTS Marilyn Snider, Strategic Planning Facilitator * Snider and Associates (510) SWOT ANALYSIS Assess the organization s: - Internal Strengths - Internal Weaknesses - External Opportunities - External Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future what the organization will BECOME CORE VALUES What the organization values, recognizes and rewards strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to accomplish (consistent with the Mission and moving the organization towards its Vision) usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when, who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives; includes setting new objectives every six months 1995 Snider and Associates 7

8 C I T Y O F M A N H A T T A N B E A C H SIX- MONTH STRATEGIC OBJECTIVES 10 July 2013 through 1 January 2014 THREE-YEAR GOAL: MAINTAIN AND ENHANCE FINANCIAL STABILITY WHEN WHO WHAT STATUS COMMENTS 1. At the July 18, 2013 City Council closed session Present to the City Council for action terms and conditions for employment of management and confidential employees in connection with labor negotiations. DONE ON TARGET REVISED 2. At the Aug. 6, 2013 Finance Director lead, City Mgr., and Public Works Dir. Present to the City Council for action alternative funding for existing Street Lighting and Landscaping District, stormwater utility, and streets and sidewalks. 3. Beginning Sept. 17, 2013 and ongoing thereafter Finance Director Publish department credit card expenditure detail as a part of the warrant register. 4. January 1, 2014 Community Development Dir. with input from the Planning Commission Recommend to the City Council for action an ordinance to encourage a vibrant and sustainable downtown environment that increases retail business and sales tax revenue to the city. 5. FUTURE OBJECTIVE July 1, 2014 Community Development Dir. Develop and present to the City Council for action a vision for the sustainability and vitality for the commercial districts. A

9 THREE-YEAR GOAL: INCREASE ORGANIZATIONAL EFFECTIVENESS AND EFFICIENCY WHEN WHO WHAT STATUS COMMENTS 1. At the July 16, 2013 Community Dev. Dir., with input from the Planning Commission Provide a status report on the Mansionization Ordinance with recommended changes to the City Council for consideration. DONE ON TARGET REVISED 2. At the July 16, 2013 Community Development Director Present to the City Council for consideration residential construction rules and potential improvements regarding notices to workers and neighbors. 3. At the July 16, 2013 and City Attorney Present a report with recommendations for City Council action on meeting management, including making meetings more efficient, agenda structure, adopting a meeting protocol, considering a City Council Handbook, and controlling disruptive comments and action. 4. At the July 16, 2013 and City Attorney Complete the discussion with the City Council with the Council taking action on open government, including early distribution of agendas, broader dissemination of notices, electronic notifications, improve transparency, explore additional platforms for broadcasting meetings, engaging the public, etc. 5. At the Oct. 15, 2013 Finance Director Present to the City Council options for reviewing and revising the city budget consideration and adoption process. 6. At the Nov. 19, 2013 Present to the City Council alternatives for defining and enhancing the strategic planning process, including public participation. B

10 THREE-YEAR GOAL: MAINTAIN AND ENHANCE CITY FACILITIES, PROGRAMS AND INFRASTRUCTURE WHEN WHO WHAT STATUS COMMENTS 1. At the August 20, 2013 and Public Works Director Present for City Council action a multi-faceted approach to address power outages by Southern California Edison. DONE ON TARGET REVISED 2. Sept Public Works Director Assess the City s facilities, including costs to maintain and improve current facilities, and report results to the City Council. 3. FUTURE OBJECTIVE Jan. 31, FUTURE OBJECTIVE Jan. 15, 2015 Community Development Dir. with input from the public and the City Council Community Development Dir. Present to the City Council for action a proposed integration of the Bicycle Master Plan into the Mobility Plan, which is supported by the Strategic Plan. Update and present to City Council an update to the City s Downtown Parking Management Plan. C

11 THREE-YEAR GOAL: ENCOURAGE ENGAGEMENT AND INCREASE PARTICIPATION OF RESIDENTS AND BUSINESSES WHEN WHO WHAT STATUS COMMENTS 1. October 1, 2013 Management Team ( lead) and City Council Inform all residents how to access information about the city through modern technology (website, e-notices, e-alerts, s, social media) and increase dissemination of information to all residents and businesses about city meetings, city business events and activities. DONE ON TARGET REVISED 2. Jan. 1, 2014 and City Council Identify and implement strategies to increase involvement of community organizations and business groups in city meetings. 3. Jan. 1, 2014 Finance Director and Create, distribute, analyze and distribute to the City Council and the community the results of a Community Satisfaction Survey. D

12 THREE-YEAR GOAL: ENHANCE, PRESERVE AND PROTECT THE ENVIRONMENT AND HEALTH OF OUR BEACH COMMUNITY WHEN WHO WHAT STATUS COMMENTS 1. At the Aug. 16, 2013 City Attorney and Public Works Director Present to the City Council for action an ordinance banning polystyrene food packaging. DONE ON TARGET REVISED 2. At a Sept City Council meeting 3. At the Sept. 3, At the Sept. 17, 2013 Public Works Dir. with input from a consultant City Attorney City Attorney and Public Works Director Inventory the city trees, identify funding and timeline needed for a Tree Master Plan and present to the City Council for direction. Provide a further report to the City Council regarding the removal of abandoned utility wires and satellite dishes. Present to the City Council for action an ordinance regarding tobacco control outdoors. 5. FUTURE OBJECTIVE Community Development Dir. Clarify with the City Council the tree requirements for walk streets, including view obstruction and grandfathering issues. E