2014 city objectives and key initiatives 01-07-14.pdf

8/13/2019 2014 City Objectives and Key Initiatives 01-07-14.pdf

1/9135

CITY OF CARMEL BY THE SEACouncil Report

January 7 2014To: Honorable ayor and Members of the City Council

From: Jason Stilwell, City AdministratorSubject: Consideration 2014 City Objectives and Key Initiatives

Recommendation: Consider and adopt city goals including objectives and keyinitiatives.

Executive Summary: The City Council sets annual goals cons isting of objectives and keyinitiatives for the calendar year. These in turn inform the staff sperformance goals, the budget development process, and majorprojects of focus for the upcoming year. Establishing City Councilgoals is the paramount first step in the City s policy planning andmanagement system.The City Council adopted the 2013 goals on January 8, 2013. At itsDecember 2 2013 workshop the City Council reviewed progresstoward the 2013 goals and began seeping 2014 goals. Prior to theDecember workshop, the City Council requested input on its 2014goals from the City s advisory commissions, interested outsideorganizations, and the general public.This January 7 2014 regular meeting agenda item enables the CityCouncil to adopt 2014 goals.

Analysis Discussion: Establishing outcome oriented objectives and strategy initiatives isthe agenda setting component of the strategic planning process.Strategic planning is concerned with optimizing the fit between anorganization and the environment in which it operates and forpublic agencies that involves strengthening performance inproviding services to the public. Goal setting drives performancebecause it diverts energy and attention away from goal-irrelevantactivities toward goal-relevant efforts and energizes people to putforth greater efforts to achieve goals. This is especially important inthe public sector where goal ambiguity can impede performance.

1


2/9136

The proposed 2014 goals identified by the City Council providecontinuity with the 2013 objectives and key initiatives. The fouroverall objectives remain the same: Community Character, Longterm Vitality, Organizational Effectiveness and Fiscal Stability andhave some adjustments to the objectives supporting statements.The updated objectives, including proposals discussed t theDecember 2 2013 workshop, are included as an attachmentbeginning on page 5 of this report . The changes from the 2013objectives are included here:

ommunity haracter Preserve the community s beach, park, public space, and forest

assets by having thoughtful policies, public dialogue, and activepartnerships with community groups and strategic partners.

Preserve and maintain village character in Carmel through clearland use policies, appropriate zoning regulations, detailed designguidelines, and equitable and consistent code compliance.

Promote community cleanliness to protect, conserve andenhance the unique natural beauty and resources of the Village.

long term Vitality Effectively manage revenue sources to support services to the

community. Focus on enhancing quality of life for residents Focus on enhancing and marketing the community as a

destination for overnight visitors, boutique conferences, andecotourism.

Maintain a leadership role in the region on issues th t are vital tothe community.

Enhance our resources, prevent harm to the natural environmentand human health, and benefit the social and economic wellbeing of the community for the sake of current and futuregenerations.

Organizational Effectiveness Direct organizational performance through a structure th t is

responsive to meeting internal operational needs and objectivesand the delivery of high-quality customer service.

Utilize a policy planning and management system to dr ive theorganization to meet adopted policy goals. Focus on accountability, efficiency and quality customer servicethrough the individual performance of employees; connectingtheir work to the business and strategy of the organization andcreating a performance process th t will ensure and promote thegoals of the organization.


3/9137

Fiscal Stability Pay attention to th e financial trade-offs involved in analyzing

business decisions whether strategic, operationa l, or financial. Allocate Measure funds in the sp irit in wh ich the voters passed

the init iative and document for the public. Promote ef ficiency through an organizational culture that

identifies and implements process improvements and strives todevelop more efficient methods of providing service and uti lizingtaxpayer dollars.

Routinely compare costs and effects to assess the extent to whicha service delivery decision can be regarded as providing va lue formoney. This informs decision-makers who have to determinewhere to allocate limited taxpayer resources.

Based on the City Council s workshop in December and subsequent staffanalysis, there are nine proposed 2014 key initiatives. They are includedon the final page of the attachment page 6). The fina l proposed goals(objectives and key initiatives) are attached to this staff report andincorporate the discussion from the December workshop.

Fiscal Imp t: None based o n the recommended action.IBudgeted yes/no): I Funding Source:Previous CouncilAction/Decision History:

Reviewed

8 January 2013 : Adopted 2013 Goals2 December 2013: Workshop on status of 2013 Goa ls andscoping of 2014 Goals

City Administ rator City Attorney DDD

Administrative Services DAsst. City Admin. D Dir of CPB Dir of Public Svcs DPublic Safety Dir D Lib ra ry Dir Other D


4/9138

2 13 Key Initiatives and Status Update parking management plans and studies to enable the City to consider parking

policies in 2013 and potential modifications in 2014. Review implementat ion of Shoreline Management Plan and Forest Management Plan

and update as necessary, including attention to rights-of-way and trail connectivity. Maintain a leadership role in developing a long-term so lution to the region s watersupply while continuing to pursue a replacement and replenishment regional water

supply and developing additional local water conservation and non-potable watersupply alternatives.

Obtain estimates and develop a plan to address the extent to which the City s pensionassets are insufficient to cover the costs of the benefits.

Complete contract update for the effective operation of the Sunset Cultural Center. Update and begin implementation of Information Technology strategic plan Including

updating obsolete technology and encouraging interactive government projects. Allocate Measure D funds in the spirit in which the voters passed the initiative and

document for the public. Begin the development of a comprehensive facilities use plan and inventory.

2 13 ey Initiative Status SummaryParking Management In-ProgressShoreline and Forest Management Plans Substantial complet ionWater supply water conservation OngoingPension liability Complete in 2013 and ongoingSunset Center operating agreement Adopted July 2013IT Strategic Plan Adopted November 2 13

Allocate Measure D Complete in 2013 and ongoingFacilities Use Plan In-progress to City Council January 7

4


5/9

139

Proposed nitiatives(reviewed at the December 2 2013 City Council Workshop)

1 Develop a Public Safety Department strategic workplan plan2. Expand the Citys sphere of nfluence3. Work with partner agencies to develop a regional trails plan4. Develop a water conservation plan5. Update the City s policy manual6. Develop an infrastructure improvement plan {sidewalks, streets, trails, storm drainage)7. Create a Legislative program and legislative platform8. Beach Fire Management Plan9. Flanders10. Examine pre-funding the City s OPEB and retirement obligations11. Develop a capital beautification plan : Trash cans Scenic medians, signage12. Update the City s design guidelines13. Volunteer plan14. Storm catchment plan15. Museum/Art display program16. Events Plan17. Adopt a new waste hauler franchise agreement18. Forest Theater Renovation Fund raising Commit tee/ focusing community support and fund raising for the constru19. Climate Action Strategy20. se campus plan21. Sustainable community22 . Public smoking ban {2013 suggestion)23. Review and revise lighting policy {holiday and median lights)24 . Downtown historic district25. 2041 Vision plan26 . Update the City s salary plan27. Begin development of Rio Park28. Work closely with Friends of Mission Trail Nature Preserve to en hance the preserve29. Remove dead trees and stum ps; plant new trees; increase watering position from 1/2 to 3/4-time employment

1


6/9

140

30. Solve Scenic road pathway irrigation problems; solve irrigation problems for 4th Ave. pathway31. Photograph existing buildings that reflect the ambiance and character of our village. and photograph those buildi

renovation and/or remodeling, and plan for their restoration as the opportun ity arises.32. Resume the work of priority planning topics Signs, Wine Tasting Rooms, and Awnings)33 . Update the Zoning Ordinance34. Establish a green policy that covers such issues as energy, green procurement, green cleaning, us ing reusable a

city buildings, land management, water conservation, transportation, recycling, and environmental toxins.35. Develop a strategy and comprehensive policies for the management and display of City art.36. Take into consideration the continually evolving nature of technology, monitor and revise the IT Strategic Plan on

and/or changing technology needs of the City and its departments.37. Explore undergrounding utilities throughout the City, where possible.38. Based on the Facilities Use Plan and inventory a 2013 Key Initiative - develop a schedule and/or alternatives sa

maintain City buildings.39. Revitalization of the Scenic Pathway40 . Dunes Restoration41. Rio Road Entrance to Mission Trail Nature Preserve (possibility using the CAWD bridge as a connection)42. Funding of Beach Assessments outlined in the Shoreline Management Plan


7/9141

Proposed 2 14 goalsThe structure of the City goals for 2014 focus on four enduring objectives followed byactionable key initiatives deriving from one or more of the objectives.

Community Character Long term Vitality Organizational Effectiveness iscal Stability

Community Character Preserve the community s beach, park, public space and forest assets by having

thoughtful policies, public dialogue, and active partnerships with communi ty groupsand strategic partners.

Preserve and maintain village character in Carmel through clear land use policies,appropriate zoning regulations, detailed design guidelines, and equitable andconsistent code compliance.

Promote community cleanliness to protect, conserve and enhance the uniquenatural beauty and resources of the Village.

Long term Vitality Effectively manage revenue sources to support services to the community. Focus on enhancing quality of life for residents Focus on enhancing and marketing the community as a destination for overnight

visitors, boutique conferences, and ecotourism. Maintain a leadership role in the region on issues th t are vital to the community. Enhance our resources prevent harm to the natural environment and human health,

and benefit the social and economic well-being of the community for the sake ofcurrent and future generations.

Organizational Effectiveness Direct organizational performance through a structure th t is responsive to meeting

internal operational needs and objectives and the delivery of high-quality customerservice.

Utilize a policy planning and management system to drive the organization to meetadopted policy goals.

Focus on accountability, efficiency and quality customer se rvice through theindividual performance of employees; connecting their work to the business andstrategy of the organization and creating a performance process that will ensure andpromote the goals of the organization.

iscal Stability Pay attention to the financial trade-offs involved in analyzing business decisions

whether strategic, operational, or financial. Allocate Measure D funds in the spirit in which the voters pas sed the initiativeand document for the public. Promote efficiency through an organizational culture th t identifies and implements

process improvements and strives to develop more efficient methods of providingservice and utilizing taxpayer dollars.

Routinely compare costs and effects to assess the extent to which a se rvice deliverydecision can be regarded as providing value for money. This informs decisionmakers who have to determine where to allocate limited taxpayer resources.


8/9142

hefollowing key initiatives derive from the four organizational objectives above Theseinitiatives have a beginning and an end and are designed to provide continuity from the2013 key initiatives and be completed or have substantial progress m de during 2014Key nitiatives in next twelve months

Parking Management: Develop a comprehensive list of parking solutions andimplement solutions in accordance with Parking Management Plan prioritiesand goals

Water: Mainta in a leadership role in developing a long-term solution to theregion s water supply while continuing to pursue a replacement andreplenishment regional water supply and developing additional loca l waterconservation and non-potable water supply alternatives.

Shoreline Management Plan and Forest Management Plan: Utilize thescorecards to manage the implementation of the Shorel ine Management Planand Forest Management Plan and implement dunes re storation.

Trails: work with partner agencies, landowners, and interested parties tocreate or update a Carmel regional area trail plan to include tra il connectionsin capital improvement plans and support lead agencies in constructing trailconnections; revitalize the Scenic Pathway and plan for Rio Park and Rio Roadentrance to the Mission Trail Nature Preserve.

IT Plan: mplement year 1 of the nformation Technology Strategic Plan . Facilities Use Plan : Adopt a Facility Use Plan and co nsider long-term highest and

best use of the City s facil ities; coordinate a Sunset Center campus plan andtransition corridor with the update of the Sunset Centers strategic plan.

Forest Theater: Complete the design of the Forest Theater renovation to enableconstruction documents and fundraising to commence for future yearconstruction.

Beautification: Focus on community beautification projects including trash canreplacement, median beautification, and signage updates; develop a beach firemanagement plan; adopt a new waste hauler franchise agreement.

Flanders: Complete a process that will enable a single-family occupancy of FlandersMansion.


9/9

2014 city objectives and key initiatives 01-07-14.pdf

Documents