Council Retreat Meeting

MINUTES CITY COUNCIL RETREAT MEETING CITY OF MONTEREY Monday, April 18, 2011 8:00 - 4:00 p.m. CONFERENCE CENTER, FERRANTE ROOM III MONTEREY, CALIFORNIA Councilmembers Present: Councilmembers Downey, Selfridge, Haferman, Sollecito (arrived at 12:12 p.m.), Della Sala Absent: None City Staff City Manager, City Attorney, Director of Information Resources/City Clerk, Present: Assistant City Manager, Finance Director, Police Chief, Community Services Director, Human Resources Director, Recreation & Community Services Director, Assistant Director Plans and Public Works, Chief of Planning, Engineering, & Environmental Compliance, Assistant Fire Chief, Community Outreach Manager CALL TO ORDER Mayor Della Sala called the meeting to order at 8:30 a.m. RETREAT The following topics were discussed by the City Council and staff members during the course of the meeting. The record of the meeting was recorded by Michelle Snider Luna, Snider Education and Communication, and is attached and hereby incorporated as part of these Minutes. 1. Welcome and Purpose of the Retreat and Public Comment - Chuck Della Sala, Mayor 2. Introduction of the Facilitator and Recorder - Fred Meurer, City Manager 3. Role of the Facilitator, Recorder, Group and Public; Strategic Planning Elements; Agenda - Marilyn Snider, Facilitator - Snider and Associates 4. Introductions of the Group 5. City of Monterey • Mission Statement • Vision Statement • Value Drivers/Goals 6. What Are the Strengths of the City of Monterey and Accomplishments in the Past Year (especially progress on the value drivers and strategic initiatives)? 7. What Are the City of Monterey's Current Internal Weaknesses/Challenges?  City Council Minutes Monday, April 18, 2011 8. What Are the External Factors/Trends (e.g., economic, political, technological, social, environmental, attitudinal) that Will/Might Have an Impact on the City of Monterey in the Next Three Years: • Positively (opportunities)? • Negatively (threats) 9. City Council: Review and Revise by Consensus, if Needed the Value Drivers/Goals (What the City of Monterey Needs to Accomplish) 10. Identify Six-Month Strategic Initiatives Objectives (how the Value Drivers/Goals will be Addressed -By When, Who will Be Accountable, for What Specific, Measureable Results) for Each of the Value Drivers/Goals 11. Next Steps/Follow-Up Process to Monitor Progress on the Value Drivers/Goals and Strategic Initiatives/Objectives (Including Setting a Date 6 Months to Update the Strategic Plan) 12. Summary of Retreat and Closing Remarks 4:00 P.M. ADJOURNMENT Mayor Della Sala adjourned the meeting at 3:27 p.m. Respectfully Submitted, Approved, /s/ /s/ Bonnie L. Gawf Chuck Della Sala Information Resources Director/City Clerk Mayor 2 City Council Minutes Monday, April 18, 2011 CITY OF MONTEREY STRATEGIC PLANNING RETREAT April 18, 2011 * Monterey Conference Center Marilyn Snider, Facilitator—Snider and Associates (510) 531-2904 Michelle Snider Luna, Recorder—Snider Education and Communication (510) 735-7744 MISSION STATEMENT The Monterey City Council will provide visionary policy and legislative leadership that assures a safe, healthy and economically vibrant community. Anda! VISION STATEMENT Monterey is committed to being a model city for its quality of life driven by responsiveness of local government, historical and cultural preservation, mobility opportunities emphasizing pedestrians over vehicles, economic sustainability, a strong sense of place and good stewardship of the natural environment. VALUE DRIVERS (“Value drivers give focus and clarity around what the City organization should always be working on.”) Working to improve the quality of life of our residents Ensuring a level of economic vitality sufficient to support our quality of life and municipal infrastructure requirements—physical and human Providing sufficient resources and support to develop and retain a high quality city workforce Ensuring an adequate water supply for the city; now and in the future Providing the City of Monterey with multiple modes of transportation that are safe, efficient and effective Appropriately preserve, promote and maintain our historic, cultural and environmental assets Maintain and expand an environment that solicits, welcomes and appreciates input from all THREE-YEAR GOALS (2011-2014 * Not in priority order) Regain economic vitality Attract, develop and retain a high quality workforce Ensure an adequate and affordable water supply now and in the future Preserve, promote and maintain our historic, cultural and environmental assets 3 City Council Minutes Monday, April 18, 2011 S.W.O.T. ANALYSIS Strengths – Weaknesses - Opportunities - Threats WHAT ARE THE STRENGTHS OF THE CITY OF MONTEREY AND THE ACCOMPLISHMENTS IN THE PAST YEAR (especially progress on the value drivers/goals and strategic initiatives/objectives)? Brainstormed Perceptions:  Diversity of background  Planning for the future  Fiscally responsible  Committed, high quality workforce  Creative problem solving  Honest, outspoken and passionate  Dedicated employees  Respected as a leader in the region  Camaraderie  Joint city collaborations  Clean city  Getting things done  Welcoming to all  High standards  First class  Environmentally concerned  Planning for the future of our sewers  Stormwater management  Working on specific plans  Historic preservation  Maintained reputation as a world class destination  Progress on water supply issues  Migrating to e-government  Provided a forum for topics such as Smart Meters, LBAM  Supporting the fishing industry  Green building requirements  Complete condominium conversion policy  Priority based budgeting  Government transparency—putting documents online with search capability  Outsourced conference center sales and marketing  Executed Preserve America grant  Supported community technology access through Library and Community Services  Safe community  Reaching out to engage the community  Teen programs  Sports Center  Preschool and youth programs  Free trolley in the summer 4 City Council Minutes Monday, April 18, 2011  Teen Volunteer Program  Spent federal funds on intersection safety improvements  Well maintained parks  Supporting childhood literacy  Providing homework assistance  Supporting lifelong learning  Involvement in Bayview School charter process  Maintaining school art, PE and music programs through Recreation Services  Recycling  Youth and Adult Sports Programs  Strong management team  Balanced budget  Transparency  Productive  Strong and engaged leadership  Creating win-win situations  Responsive to the community  Smart employees  Innovative  Outstanding services  Variety of services  Supported water from recreational activities  Developed user reference training and support materials for software systems  Enhanced sidewalk maintenance  Implemented fire consolidation  Completed ARRA projects on time and under budget (e.g., resurfacing Del Monte/Figueroa intersection)  Completed department consolidations  Caring leadership  Responsive  Proactive  Sustainability  Preserving arts and culture  Fourth of July celebration  Senior citizen programs  Bookmobile  Programs and classes (e.g., cultural, Zumba)  Rescued the Monterey Hotel  Facilitated the start of Sports Center endowment funds and library endowment funds  24/7 city services  Inventing new processes for doing things with reduced resources  Solid waste management  Preserving community memory through archives and museums  Maintained military bases  Used social media  Long-range financial planning  Many clerical employees completed office professional academy  Facilitated revitalization of commercial neighborhoods 5 City Council Minutes Monday, April 18, 2011  Improved residential neighborhoods through capital projects  Staff teamwork  Finding other people’s money for AB 32  Emergency and disaster preparedness  Improving business processes  Reduced city management overhead  We’re all still here WHAT ARE THE CITY OF MONTEREY’S CURRENT INTERNAL WEAKNESSES/ CHALLENGES? Brainstormed Perceptions:  Lack of succession in our city if someone retires  Lack of formal staff recognition  Difficulty investing for the future  Unreasonable expectations of staff in these times  Too many meetings  Not enough people or money  Lack of trust of management  Things take too much time  Inability for Council/staff to say no  Challenge dealing with the Monterey Hotel  Some Council does not trust staff  Lack of teamwork  Perception of under-appreciation of mid-management  Appearance of block voting on the City Council  Lack of leadership understanding of workload issues—both Council and management  Difficulty in making decisions on long range planning  Focus on negatives  Inadequate infrastructure  Lack of awareness of fiscal realities  Not maintaining infrastructure  Lack of broad participation by public  City Council feels that they can make decisions that they are not capable of making (e.g., leases)  Lack of staff recruitment  Insufficient funds to maintain first class service  Lack of skillful staffing resource management  Lack of communication with Mayor’s ad hoc committee on downtown planning  Lack of solid vision and guidance  Some Council not consistent and shift priorities  Problem with morale  Perception of lack of trust between Council and staff  Some Council not supportive of staff even when implementing Council policy decisions  Staff changing policy to their idea  Lack of recognition of City strengths  Lack of transparency  Lack of staff training development to offset perception of council  Outcome-based budgeting is a joke  Lack of cookies at Council meetings  Negativity of element of Council  Lack maintenance of City facilities that are wearing out 6 City Council Minutes Monday, April 18, 2011  Lack of ability to respond to criticism  Lack of staff expertise on long-term leases  Lack of communication to lower ranks  Lack of teamwork on Council  Avoiding active management of State Theater that could revitalize downtown  Some Council members undermining staff/Council  Lack of resources  Substandard facilities  Waste in City government  Not enough performance appraisal and accountability  Perception that there is lack of trust among Council members  Perception of lack of Council teamwork WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF MONTEREY IN THE NEXT 3 YEARS? Brainstormed Perceptions:  Private sector is rebounding economically and hiring people  Recovery of hotel tax  Recovery of sales tax  Public perception of Monterey as a great destination  New revenue income streams  Baby boomers retiring to Monterey  Improved collaborations with businesses and other organizations  Further improved technology tools  Get rid of the school district  New partners for fire consolidations  Reopening of State Park facilities  Peace on Fisherman’s Wharf #1  Greater volunteer support  Great CERT Program  Progress on short and long term water supply  Pending announcements on downtown redevelopment  Completion of the Carmel Fire merger  More responsible citizen input  DOD looking at Monterey as a great place to do business  Increased use of conference center  Other service consolidation/sharing  Safety of the community  Employee concessions on retirement plan  More investment in youth programs WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF MONTEREY IN THE NEXT 3 YEARS? Brainstormed Perceptions:  State fiscal mismanagement  Out school district—poor schools 7 City Council Minutes Monday, April 18, 2011  Terrorism  Earthquake  Tsunami  International competition  Aging regional transportation corridors  Bad press  Sea level rise  Downturn in the economy  Lack of broad public participation  City facilities wearing out  DOD decisions adverse to community  Lack of confidence in City Council by the business community  Lack of transportation improvements  Lack of staff to recruit  High cost of living  Stagnant property tax base  Changing demographics  A further divided community  High cost of water  Competing interests  People leaving the area because of the schools  Natural disasters  Potential loss of redevelopment  Gangs coming in our area  Local competition  Fisherman’s Wharf #1  Gas prices on the rise  Public perception if we don’t deal with our internal weaknesses  Homeless  Failings of other governments causing mistrust  Losing our businesses  Aging community with increasing needs and demands  Shrinking city population  Competition from neighboring cities  Lack of confidence in staff from the business community  Public anger with public employees  Shaky water project  PERS rates high  The need to communicate with different demographics in different ways 8 City Council Minutes Monday, April 18, 2011 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT April 19, 2011 City Clerk Distribute the retreat record to those unable to attend or who had to leave early. Within 48 hours of receipt All Read the retreat record. April 26, 2011 Executive Team Review the “Internal Weaknesses/Challenges” list for (Assistant City Manager-lead) possible action items. May 1, 2011 Executive Team Share and discuss the Strategic Plan with staff. May 17, 2011 City Council Present the Strategic Plan to the public. Monthly City Council & Monitor progress on the goals and objectives and Executive Team revise objectives (add, amend and/or delete), as needed. Monthly Assistant City Manager Prepare and distribute the Strategic Plan Update to the City Council and Executive Team. November 3, 2011 City Council & Strategic Planning Retreat for a more thorough Executive Team assessment of progress on the goals and objectives. Develop objectives for the next six months. 9 City Council Minutes Monday, April 18, 2011 STRATEGIC PLANNING ELEMENTS “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 THREE YEAR KEY PERFORMANCE MEASURES WHAT success will look like when the goal is achieved 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 10