HomeMy WebLinkAboutSpecial Agenda 02 16 99 � City of Atascader.o . '
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City Council
Strategic Planning Workshop
February 16 & 17, 11999.
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TABLE OF CONTENTS
Introduction Page 1
Workshop Goals Page 1
Leadership Styles Page 2
City Council's Review of Current Priorities Page 2
Expectations for the Workshop Page 5
Overview of City Operations Page 5
What is going well with.the City? Page 6
Review of Operational and Council Policies Page 7
What areas/issues would we like to improve'on? Page 7
Develop/reaffirm the Council's Vision for Atascadero Page 8
Identify the priority issues Page 9
Action Plans -Page 11
City of Atascadero
City Council
Strategic Planning Workshop 1999
Introduction
The City Council initiated a Strategic Planning approach to the City operations. in 1997. The
Council participated in a goals workshop outlining the priority issues facing Atascadero early in
1997. Following the appointment of a new City Manager August 1997, one of the identified
goals, the Council and the new Manager participated in a one-.day workshop. In early 1998 the
Council and Manager participated in a Strategic Planning workshop facilitated by David Jones.
In this workshop the Council began to articulate a vision for Atascadero and establish priorities
to guide the operating departments. This was the first time Council priorities were the
foundation of the Annual Operating Budget. The Council made a commitment to annually
update and revise the City's Strategic Plan.
The 1999 Strategic Planning Workshop was held February 16`h and 17`h. This year's.workshop
was different than the first year in that it was facilitated by the City Manager and included
presentations by each of the operating departments. The City Manager filled a dual role, both as
a participant and facilitator. In several areas the meeting was facilitated by Assistant City
Manager Greg Greeson to allow the City Manager to more fully participate. These notes
represent the discussion of the workshop. Attached at the back.of this report are several sections
that include handouts used at the meeting and the information used by the operating departments.
Workshop Goals
The workshop goals were:
❑ Update the Council on the issues in the departments.
o Review the Vision for Atascadero and make any refinements necessary.
❑ Review the Council priorities and make any refinements necessary.
❑ Continue to develop a leadership team.'
❑ Review issues within the City operation creating a greater understanding and gaining
Council feedback.
❑ Identify leadership styles and develop a greater understanding of the styles of each team
member.
Mike Arrambide, Terry Clay, Ray Johnson, Ken Lerno, George. Luna and Wade McKinney
attended the workshop. City Clerk Marcia Torgerson and Assistant City Manager Greg Greeson
also attended the workshop and assisted facilitation and taking notes.
The group established several ground rules to help facilitate the experience. They were:
❑ Bring an open mind.
❑ Concentrate on listening, as well as participating. _
❑ Share your ideas and comments.
❑ Be responsible for the team and our product.
o Have Fun _
Leadership Styles
Each member of the team has completed the LIFO instrument. The leadership styles were
discussed and information about dealing with one another was reviewed. Attached.in Appendix
A is a handout providing additional information about the styles. The styles for the members
were:
o Mike-Supporting-Giving(29);Under Stress-Conservative-Holding
o Jerry-Supporting-Giving (33) Under Stress-Controlling-Taking
❑ Ray_Adapting-Dealing(32); Under Stress—Adapting-Dealing
o Ken—Supporting-Giving (29); Under Stress—Controlling-Taking
❑ George—Adapting-Dealing (33);.Under Stress—Supporting-Giving
City Council's Review of Current Priorities
What have we accomplished since our.1998 workshop?
DOWNTOWN
:. . ACTION PLANS fr `. . .. ..._•. 4, A . . . ACTIONS xTAKt4;N , :,
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Within 60 days prepare history of downtown-what we A report was presented to the Council on
did and didn't do. April 9, 1998.
Within 30.days tell us what the planning cycle is for - A report was submitted to Council and a General Pian
complete review of downtown element and how we get Amendment was initiated.
started.
Complete report on redevelopment authority. Council reviewed the report and initiated the process to
establish a redevelopment project area.
;. ADDITIONAL AGTIVITYES R5 .. ... .
Hosted the National Main Street Executive Director for community meeting.
Worked with BIA to reorganize the District and Board.
Worked with BIA on downtown Christmas lighting project.
Developed marketing information for potential downtown clients.
Staff will attend the annual conference for the International Conference of Shopping Centers.
Council adopted an investment incentive strategy•with priority on Downtown assistance.
Cal Poly planning classes are assisting with data collection for reviewing the Downtown Element of the General
Plan. :
Staff have worked with Carlton Hotel owners on revised plans and CDBG funding.
Redevelopment Agency is being developed to target downtown.
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COMMUNITY DEVELOPMENT
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Community Development department is having strategic Plan assembled and circulated to Council.
planning session(3/5)and will give results to Council
for comment.
Joint City, Council&Planning Commission meeting Joint Meeting held 3/31/98. Additional Joint Meetings
3/31. scheduled.
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Established written procedure for CEQA activities. .
Established consistent pian check procedure through service contract.
Review and update fees.
Provide staff training.
Conduct educational community workshops on City requirements.
Create new permit forms. `
Review and update Tree Ordinance.
Consolidate General Plan policies in one document.
COMMUNITY RELATIONS - CITIZEN PARTICIPATION
ACTION PLANS ACTIONS TAKEN .:
Developing a community vision with the widest possible Staff researched various Vision projects conducted in
community involvement. California. Staff received proposals to conduct a
project. Funding was not included in the annual budget.
Staff is working on building the necessary internal
competencies to support such a project.
Wade develop options/proposal within budget process Proposals were reviewed and not included in the annual
cycle. budget.
Milestone is budget process April. Milestone met.
ADDITIONAL`ACTIVITIES,," , �
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Staff have met with a variety of groups and individuals to discuss a community process and gain feedback regarding
community priorities.
Staff have met with potential private sponsors of a community process for support.
Staff has obtained additional proposals for a strategic planning process.
The Police Department is scheduling a Citizens Academy.
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COMMUNITY RELATIONS-MEDIA AND PUBLIC RELATIONS
o _
Communications plan with media and public relations. "Media Guidelines"was developed and training was
provided to key staff.
Whom-needs to be a city manager/mayor/council plan. Information included in Media Guidelines.
Positive things we have come up within this meeting All departments regularly send press releases to local
need to come out in an immediate press release. media.
Need repetition/consistency.
City Manager distributes a Community Report and Report to Employees.
City Manager contributes a monthly article to the Chamber of Commerce Newsletter.
City officials participate in speaking opportunities.
An information booklet regarding Redevelopment was distributed.
The City has developed a web site and circulated e-mail addresses.
The Police Department held an open house.
FUNDING CITY SERVICES.
ACTION,PLANS .;`. . .. ACTIONS�TAI{EN � . .. v -;
Strategy outlining these programs within next 45 days Financial strategy was submitted to Council on June 9,
prepared by Wade. 1998.
" ADDITIONALACTIVITIES
City has participated with the League and State in legislative activities.
City has initiated the process of implementing a new computer system.
Management team is researching service levels and will present them to the Council at 1999-2000 Strategic
Planning Workshop.
Staff developed road report.
Strategic plans were developed in most departments.
Staff and Council have been contacting local businesses in a retention/expansion effort.
The City has initiated a redevelopment project area.
Generalized information has been circulated through media and special reports.
Staff reviewed the City's current debt issuances and refinanced the Factory Outlet assessment district.
The City adopted an Incentive Policy.
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Expectations for the Workshop
The City Manager met with each Council Member prior to the meeting. In this interview,
Council members described their expectations for the workshop.
❑ Revisit/Reaffirm our vision
o Work from our last plan
❑ Validate the prior information
❑ Determine our priorities to enable the City Manager to make a`work plan
o Consider generally a 5 year plan
❑ Review our accomplishments
❑ Have good dialogue
❑ Define more clearly what our vision and goals mean
. o Make sure we are on the same track
❑ Discuss the General Plan and how we each see it
❑ Discuss"Growth"vs. "Smart Growth"
o Gain some understanding that we have common goals
o Agree to Disagree
❑ Continue to.build respect of one another
❑ Find common ground
❑ Just talk...
❑ Review Council member roles
Overview of City Operations
The City Manager presented an overview of City operations including a ten year financial
forecast(Appendix F). The financial forecast illustrates that funding will continue to be an issue
for the City. The current funding does not provide for the operational, capital and reserve needs
of the City. In the long term the finances gradually catch up, only assuming no change in the
City's operation. The City must continue to focus its efforts on the highest priorities, tailoring
the operation and increasing revenues where possible. Currently, funding does not provide for
full equipment replacement. Those departments like the Fire Department that have been better
organized, at least for budgeting, have fared well in equipment replacement while others have
suffered. The City's financial strategy needs to be strengthened. The City employees need to be
a top priority as the City is a service industry whose success and failure rests with its employees..
Operationally, the strategic planning model has been adopted by most of the City departments
and there is a new.optimism among employees. There are a variety of essential policies and
practices still lacking from the City's operation. These pieces need to be completed quickly as
they continue to adversely impact the day to day operations and potential efficiencies. The City
Manager needs to focus more time on leadership and community issues, so there needs to be
alternatives developed to meet both demands.
The City has come a long way with technology. Every department is now networked and the
City is beginning to enjoy the benefits of technology. There is still a lack of training and several >.
work stations are still of the 386 variety. There is a web site and its use is being expanded as
possible. The City now has full time technical support. The Y2K issues that face us are real and
will require a significant commitment of resources through most of the year.
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The entire personnel area has improved vastly over the last two years,but it has a long way to go.
.Hiring procedures have improved and are more formalized. Performance standards have been
reaffirmed and motivation tools put into place. Communications have been increased through
Interest Based Bargaining, the Atascadero Employee Development Advisory Committee, the
City Manager's Report and the "Management by Walking Around" culture. The City has
worked on defining service levels and performance measures, but there is much left to do.
Each Department Head made an informational presentation,the handouts are included in the
Appendix.
What is going well with the Cites
❑ Employee Morale (from employees and others)
o Newly hired employees
❑ Positive direction
o Tot lot
❑ Improved management policies and procedures
❑ Positive City image
❑ GIS system
o REC program
o CAP program
❑ RSVP program
❑ Fire volunteer program
o City wide volunteer program
o Cadet program
o Completing Capital improvement projects
❑ Orange County settlement
❑ . Redevelopment Plan in progress
❑ Better accessibility of staff
❑ Fire Department community service
❑ Fire station upgrades
v Fire Department training
❑ State Fire Muster in Atascadero
❑ No lawsuit losses
o Claims and lawsuits down
o Strategic Planning process
o Highway 41 realignment progress
❑ Highway 41 drainage
❑ $1.5 M. highway monies
o Financial strategy
o Financial audit
❑ Timely budget
❑ Public visibility of Department Heads
❑ Department Head teamwork
❑ Overall leadership out of City Manager office
❑ All questions answered-City Manager office
o City Council deals with problems well
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Review of Operational and Council Policies
❑ Personnel Policies
o Personnel will be a top budget priority
❑ The current policies need to be reviewed and updated.
o Deal with personnel problems within the department and in a timely manner
❑ A procedure of periodic Performance evaluations should be used
u Purchasing
❑ "Follow the rules or change thein"
o Provide better financial reporting when available with new computer system.
o Conduct of Council Meetings
o Make sure Council votes to continue meeting.past 11;00 p.m.
❑ Hear all Council Members out fully
o Council Agendas and Staff Reports.
❑ Include as much information as possible
o Use summaries and provide back-up
o No late reports
❑ Include fiscal impact
❑ Work to have agendas out by Tuesday
❑ City Council relations with City Staff.
❑ The Council will route requests and staff contacts through the Manager.
❑ The Manager will route staff through his office.
❑ Council will not request work of staff that requires research
C3 No surprises
o Don't shop for votes and Councilwill respect professional recommendations
❑ City Council relations with each other
❑ Respect differences
❑ No surprises
o If Council Members are invited to something mare sure all are invited.
o Each Council Member should represent the decision of the Council after the vote is
taken
The team members agreed that the discussion of operational policies and norms should continue
and take in more issues'as the relationship develops.
What areas/issues would we like to improve on?
❑ Downtown Redevelopment Plan
o Citizen communication and participation
❑ More press releases
o Improved financial reports (snap-shot vs. detail)
o Vision survey
o Youth Center resolve issue
❑ Roads
❑ Repeater-Public Safety
❑ Active Recreation Center
o More information on disk or C.D. or web site
o Pavilion parking lot
o Lake water quality
o Community Development Department
- fill staff positions
review contract issue
❑ Seismic retrofit and physical plant maintenance
❑ Review of internal policies/procedures and processes.
o Joint uses with Paso Robles, Templeton and County
❑ Presence with State Legislature:
0 ' Community Consensus
o Improve City image
❑ Vehicles -
❑ Capital Improvement Projects
❑ Animal control
❑ Police involvement at High School
Develop/reaffirm the Council's Vision for Atascadero
Social and Cultural Activities/Facilities
o Develop the following cultural aspects of community:
❑ Lake Park(5)
o Sunken Gardens (4)
❑ City Hall (5)
o Downtown(5)
o Zoo (5)
o Library(5)
❑ Host plays,music, dance,etc. through public/private partnerships(3)
o Parks and facilities creative and attractive (5)
❑ Schools and City integrated to provide services(4)
❑ Recreational opportunities that are financially sound(5)
Government
❑ Council and community agree on service levels with an economy to support those
levels (5)
❑ Elected officials and City staff work to serve the community(5)
❑ Attitude in government to only spend with a realistic plan(4)
o City budget that is sufficient to fund our desired service levels (5)
Infrastructure (public facilities like streets'and buildings) (3).
-❑ Roads and infrastructure in good shape(5)
Quality of Life
❑ Maintain rural atmosphere,protect natural environment(5)
❑ Be a place people want to come because of our superior quality of life(5)
o Improve the Highway 101 corridor so that it is visually attractive(3)
o Atascadero is very distinguishable from other cities (3)
❑ Environmental aspects, natural and manmade,are showcased (4)
'o Large lot development is the dominant residential style (3)
o Expanded view of"community"to mean more than my backyard(4)
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Community Development
❑ Insure that General Plan is internally consistent including the Downtown Plan and the
Economic Development Plan(5)
o Diversified housing mix: entry level, mid-level, 'Iiigh-end interspersed among trees
and streams and natural amenities (5)
Downtown
..o Create a:Downtown with its own identity that has energy'and attracts people(5)
0 Make Downtown a place where families go to gather(4)
❑ Create a pedestrian friendly area: stores, ice cream shops, antique shops, restaurants
etc.,with seating in park areas.(5)
o Make Downtown a significant place with activities in the Sunken Gardens for
children and families (5)
o Downtown should be fully developed to reflect the community character
❑ Hold community events Downtown(5)
Youth
o Be a city that supports its youth through a broad range of wholesome development
ways, e.g. public/private partnerships for skate arena, golf, etc., not just publicly
provided activities (5)
o Recreational needs of youth are met(5)
o Educational needs of youth are met(4)
o Safety needs of youth are met(4)
❑ Job opportunity needs of youth are met(5)
Economic Health
o Create jobs that provide "wage earner" salaries, long term, mentally challenging
careers that allow youth to stay in community(5)
❑ Recruit and retain the following kinds of businesses: (5)
o Clean, attractive and planned hi-tech business parks
o Non-polluting businesses consistent with Atascadero environment
o Software groups
o Management consulting firms
o Engineering design firms
o Regional headquarters
❑ Expand industrial development to supply jobs(4)
o The City financially stable-reserves in good shape(5)
o The maintenance of public facilities(streets,buildings, etc.)funded(5)
o Tax base is sales and property tax(4)
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Identify the priority issues
Priorities with special emphasis
❑ General Plan
o Economic Development
o Business attraction—recruitment
o Business retention
o Citizen participation '
o Downtown
❑ Funding city service
Issues Facing City
o General Plan
❑ City image
o Fiscal stability
❑ Lack of sign ordinance enforcement
o Too many used car lots
❑ Lake fireworks show
❑ Clean up lake water
o Swimming facilities
❑ Improve walking path around Lake
❑ Clean up private property
❑ Better use of Pavilion
o Traffic enforcement
o Drug Problems
❑ Code enforcement
❑ Community outreach—vision
o Define Downtown
o Ball fields
❑ Recreational facilities
o Open space
❑ Community survey
o Sunken Gardens Master Plan
o Develop understanding of sewer issues
o Financial.reporting
o Chamber of Commerce
o Youth activities
o Capital Improvement Plan
o Carlton Hotel
o Reuse existing sites
❑ Diagonal parking on El Camino Real
o :Employee compensation
o Downtown development
o Revenue generation/enhancement
❑ Communication equipment
o Government efficiency
❑ Streets
o ,Equipment replacement
❑ Technology in all departments
o Unified community goals and vision
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❑ Infrastructure costs—replacement costs
❑ Need more shopping
❑ Public education
❑ Vehicle replacement
❑ Employee training
Action Plans`
o General Plan Action Plan
❑ 1'report—Schedule
❑ Work plan to accomplish
❑ To City Council before budget
❑ Budget to determine next step
o Economic Development Action Plan
❑ ,Recruitment Plan—by mid-year .
❑ Develop list of preferred businesses by location
o Business Retention Plan—survey with business license process
o Make decision on Economic Round Table
o Review Economic development element of General Plan
o Citizen Participation Action Plan
o Develop survey of citizenry
❑ Mailing to all residents/businesses
o Blank lines
o Done soon
❑ Interim report back to council on cost,plan and approach .
❑ Staff compile results
o Report back to City Council no later than end of year
❑ Downtown Plan
❑ Update Downtown Plan—Staff to develop work plan followed by public hearing
❑ Implement Downtown Plan
o Recruitment/Redevelopment of Downtown nisin`sses
❑ Funding City Services Action Plan
❑ Update financial strategy
E3 Develop benchmarks to measure services and expenditures
o Seek employee input for cost-saving ideas
❑ Review coordination opportunities between departments
❑ Institute legislative program
o Update fees
❑ Study costs
o Stream-line work
o Target staffing to high return projects
o Stay fiscally conservative
o Special Reports to Council
o Roads
o REC Center
❑ Sewer
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