HomeMy WebLinkAbout2011/11/29 Agenda WorkshopI declare under penalty of perjury that I am
employed by the City of Chula Vista in the
Office of the City Clerk and that I posted this
document on the bulletin board according
Brown Act requir~~e'Iments. ~~~~
~t ~3~Signed , zs~~
~ CHULA VISTA
Cheryl Cox, Mayor
Rudy Ramirez, Councilmember James D. Sandoval, City Manager
Patricia Aguilar, Councilmember Glen R. Googins, City Attorney
Pamela Bensoussan, Councilmember Donna Norris, City Clerk
Steve Castaneda, Councilmember
COUNCIL WORKSHOP
Special Meeting of the City Council of the City of Chula Vista
November 29, 2011 - ~ Heritage Center
Immediately following the 9:00 a.m. 1381 East Palomar Street
Special Meeting of the City Council Chula Vista, California
CALL TO ORDER
ROLL CALL: Councilmembers Aguilar, Bensoussan, Castaneda, Ramirez and Mayor Cox
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
WORKSHOP
Council Workshops are for the purpose of discussing matters that require extensive
deliberation or are of such length, duration or complexity that the Regular Tuesday
Council Meetings would not be conducive to hearing these matters. Unless otherwise
noticed on this agenda, final Council actions shall be Zimited to referring matters to staff.
CHULA VISTA CITY COUNCIL GOAL SETTING WORKSHOP
This is a continuation of the September 16, 2011 City Council goal setting workshop.
The purpose of the workshop is to continue discussions and to set goals regarding the
Council's values, priorities, and strategies for the City.
ADJOURNMENT to a Council Workshop Meeting on December 1, 2011, at 4:00 p.m., in the
Police Department Community Room.
Materials provided to the City Council related to any open-session item on this agenda are
available for public review at the City Clerk's Office, located in City Hall at 276 Fourth Avenue,
Building 100, during normal business hours.
In compliance with the
AMERICANS WITH DISABILITIES A CT
The City of Chula Vista requests individuals who require special accommodations to access,
attend, and/or participate in a City meeting, activity, or service, contact the City Clerk's Office
at (619) 691-5041 (California Relay Service is available for the hearing impaired by dialing 711)
at least forty-eight hours in advance of the meeting.
Page 2 -Council Workshop Agenda http://www.chulavistaca.~ov November 29, 2011
Council Workshop -Part II
City of Chula Vista
Heritage Recreation Center
November 29, 2011
Workshop Summary
Groundrules
CC agrees to observe the following groundrules during closed and open session meetings.
^ Treat others with respect-
o Inside and outside of this room
o Verbally and non-verbally
^ Let others finish their sentences
^ Share the air time
^ Avoid side conversation
^ Don't make someone wrong in order to disagree
^ Speak for yourself, not for your colleagues
^ Be facilitative -act for the greater good.
Agreed-Upon Major City Strategies and Next Step
1. Revenue Generation
Possible goals under this strategy.'
^ E.g., Develop City Image/Brand
^ E.g., Bayfront (needs more specificity as a goal)
2. Revenue Retention
Possible goals under this strategy:
^ E.g., Work with businesses to help them find ways to invest/strengthen their
business presence in Chula Vista (something related to this--needs more specificity as
a goal)
Next Step: Convene a Council workshop to explore and create goals for Revenue Generation and
Retention. Jim to schedule this as soon as possible. Goals should be the critical few most powerful means of
having an impact on the strategies. They should address the core weaknesses and threats (hopefully, taking
advantage of the strengths and opportunities) of the SWOT analysis.
Bin List -for future discussion/consideration
^ Economic Development SAT
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 1 of 7
CC/CM/Staff Roles
(See attached slide on this topic.)
Sherry's observations:
^ Council should function as executives, not engage in the work of first line supervisors.
It's generally good and common practice among Council members in a Council/CM form of government to:
^ Get staff questions answered in advance of Council meetings when at all possible. If you need to
ask questions in the moment, ask....they don't need to be "zingers."
^ Avoid criticizing staff in public. It's all about the tone, e.g., "I need more detail in order to make a
good decision" vs. "This report is terrible -it's too high level and doesn't include enough detail."
Sometimes staff reports are poorly done or incomplete. If this is the case, talk with the City
Manager in private. It is his/herjob to handle this internally, e.g., with coaching, training,
disciplinary action as appropriate to the situation.
^ It is important to observe boundaries when dealing with staff.
o Council members often don't realize the mantle of authority they wear (even when from
their perspective, they are nice, easy-going, informal folks, just having a conversation).
o Staff wants to please Council, get it right for Council members.
o You may not realize what other priorities you're affecting by directing a staff person to do
something. Other CC members may not agree on your action and can get frustrated by a
single Council member who makes a disproportionate amount of requests and/or
dislodges agreed-upon Council priorities. It's up to Council members and the City
Manager to jointly monitor these situations and bring items back to Council for full Council
discussion if it appears a single Council member is acting solely.
o It's best to ask executive team members if you have questions and avoid going lower in
the organizational ranks. You can innocently create awkwardness with an employee's
peers by creating the appearance of having a special relationship with a Council member
when you use them as your "go to" person.
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 2 of 7
Appendix -for Reference
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 3 of 7
L
.~
V
O
V
ca
.~
O
L
0
0
L
0
~+
+I
U
.~
C
O
V
O
U
X
W
0
._
U
O
._
.~
~n--,+
rWn
~/ /
U
._
O
.~
.~
-_
~U
O
U
.O
-~
L
0
.U
~I
'~
V /
W
W
~_
X
.U
U
.. ~ ,.
~,~
~
~
~,
~ ~ ~~
~
-~ cn ~
-~,
Q
~
L ;~
~
~ ~--+ ~
.~ ~ ~
~ ~ U
X
_ ~ ~
~ .~--~
~ ~
~ ~
O
U
~ ~
> C~
o ~
0
a
0
0
0
Q
U
0
a
uS
c~
~U
O
N
N
Q
C
J
J
N
Elements of a Shared Vision -Grouped by Related Theme
(CC's desired future picture--the City they'd like to wake up in 70-15 years from now):
^ We'd be known as one of the great West Coast cities.
^ The City would be a regional drawldestination, but would not be defined by it (youth sports,
recreation, jobs/employment).
^ Chula Vista's assets would be known, recognized, and valued by residents and outsiders.
^ We'd collectively market the value of the City.
^ It would be a safe, healthy, more financially secure community.
^ There would be full utilization of City facilities.
^ The City would be a home for the life of residents and their grown kids would want to be here too.
^ Residents could live, work, and play in the City - an enhanced lifestyle.
^ Residents would be more connected as a community -without the EastlWest division.
^ People would come together--in good and in bad times.
^ More civic engagement -citizens participating in government at a grassroots level.
^ Greater recognition on the part of the community that government can't do it all. Residents would
be participating, volunteering.
^ It would be a civil society -respect for each other, respect for the law, and residents could
resolve disputes amicably.
^ There would be educational opportunities.
^ Every student would graduate from high school, which would benefit them and provide the
workforce we need in the future.
Values (accumulated from discussions, as they have come up -not
formally agreed-upon, and not complete at this point)
^ Wise use of limited resources.
^ Support high school education -messaging.
^ Learning City, i.e., value for continuous learning.
^ Quality in all development.
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 5 of 7
Priorities Brainstormed List -Arranged by General Theme
In No Particular Order
Revenue Generation
7. CC sessions to identify a roadmap on revenue generation
2. Bringing jobs -economic development
3. Research and technology park -revenue, jobs, attracting industry
4. Bayfront -economic engine
5. University -revenue, jobs
6. Millenium -revenue, housing
7. Economic stability (also could refer to revenue retention)
Image (may contribute to revenue generation and, somewhat, to retention)
8. Enhance the City's image
9. Marketing/communication to market the City and reach segments of our community
1 D. Develop civic institutions, e.g., museums that attract people
Revenue Retention
77. Support small businesses
Good Community
12. Develop civic pride
OperationallServices
73. Increase number of hours City Hall is open (requires $)
74. Find resources for infrastructure (requires $)
15. Better use of our real estate assets (requires $)
76. Technology -communication, broadband access, as an amenity for citizens (requires $)
77. Staff efficiency/effectiveness -LEAN, etc. (reduces expenses)
78. Increase use of volunteers (reduces expenses)
T9. City program assessment on a regular, rotating basis (requires $, potential to reduce expenses)
20. Develop better partnerships with sister agencies (potential to reduce expenses)
Miscellaneous
A. Find more efficient ways to use the CC committee structure - an action item
B. Support high school graduation -messaging - a value, not core to City's mission
C. Budget -learn what's being subsidized - an action item
D. Formalized process for civic engagement -not sure what this means. There are many processes
for civic engagement in California cities.
Sherry L. Lund Associates, Portola Valley, CA (650} 619-5500 Page fi of 7
SWOT Analysis -Slightly Edited
No changes have been made to items; a few were moved by category, e.g., "available fand" was moved fo a strength,
from opportunity. The opportunity would be to do something with it.
Strengths
^ Strong history - a good foundation
^ Diversity of population, of geography, of housing
^ Location
^ Weather
^ Available land
^ Proximity to border
^ Safety in disasters, a safe community
^ Skilled City employee base
^ Commuter ambassadors for the City
^ Small town feel
^ Community pride
^ Resilience
Weaknesses
^ Need more good jobs/job clusters
^ Fragile economic foundation
^ No money to fully utilize facilities
^ Need more tax-generating retail
^ Lack of diversity in revenue generation
^ Have regional assets that are undermarketed
^ Image
^ Proximity to border
^ Lack of community cohesion
^ East/VVest divide, North/South divide
^ Citizens don't understand how the City works
^ East/West transport problem
^ Communication
Opportunities
^ Critical juncture, if we recognize it and act
^ A stabilizing revenue base
^ Bayfront
^ Research and technology park
^ Cross-border research
^ For development, open space, a university
^ University
^ Health care industry
^ Millenium project
^ Revitalization of older neighborhoods (we should not call it redevelopment)
^ Pension reform
^ Technology
Threats
^ Shrinking financial base
^ Aging infrastructure
^ Unfunded mandates
^ Underfunded pensions
^ Housing -mortgage crisis
^ Decisions that are out of the City's control
^ Extraordinary regulations
^ Devisiveness/incivility - a threat when we get derailed as a result
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 7 of 7
City of Chula Vista
City Council Workshop
November 29, 2011 9:00 a.m. - 2:00 p.m.
Heritage Center
1381 E. Palomar St., Multi-purpose Room
Topic Agenda
^ Introduction and groundrules
^ Review Council-CM/Staff Roles
^ Review difference between strategies and tactics
^ Take brainstormed list from previous session and refine it to:
o Agree on critical few major strategies
o Separate items that are values
- If time permits, we can take the next steps of:
o Identifying the critical few goals that have major impact on the strategies
^ Closing and evaluation
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500
Council Retreat
City of Chula Vista
Montevalle Recreation Center
September 16, 2011
Groundrules:
CC agrees to observe the following groundrules during closed and open session meetings.
^ Treat others with respect-
o Inside and outside of this room
o Verbally and non-verbally
^ Let others finish their sentences
^ Share the air time
^ Avoid side conversation
^ Don't make someone wrong in order to disagree
^ Speak for yourself, not for your colleagues
^ Be facilitative
Elements of a Shared Vision
(CC's desired future picture--the City they'd like to wake up in 70-95 years from now):
^ We'd be known as one of the great West Coast cities.
^ The City would be a home for the life of residents and their grown kids would want to be here too.
^ Residents could live, work, and play in the City - an enhanced lifestyle.
^ Residents would be more connected as a community -without the East/VNest division.
^ Know and value Chula Vista's assets-known and recognized by residents and outsiders.
• We'd collectively market the value of the City.
^ More civic engagement -citizens participating in government at a grassroots level.
^ Greater recognition on the part of the community that government can't do it all. Residents would
be participating, volunteering.
^ It would be a safe, healthy, more financially secure community.
^ It would be a civil society -respect for each other, respect for the law, and residents could
resolve disputes amicably.
^ There would be educational opportunities.
^ Every student would graduate from high school, which would benefit them and provide the
workforce we need in the future.
^ There would be full utilization of City facilities.
^ The City would be a regional draw/destination, but would not be defined by it (youth sports,
recreation, jobs/employment).
^ People would come together--in good and in bad times.
Values
(These emerged during the vision discussion -this specific discussion did not take place.)
^ Would be a learning City, i.e., value for continuous learning.
^ There would be quality in all development.
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 1 of 5
SWOT Analysis
Strengths
^ Strong history - a good foundation
^ Opportunities -for development, open space, a university
^ Skilled City employee base
^ Diversity of population, of geography, of housing
^ Small town feel
^ Resilience
^ Safety in disasters, a safe community
^ Community pride
^ Location
^ Weather
^ Critical juncture, if we recognize it and act
^ Commuter ambassadors for the City
• Proximity to border
Weaknesses
^ Need more good jobs/job clusters
^ Image
^ Fragile economic foundation
^ No money to fully utilize facilities
^ Need more tax-generating retail
^ Lack of diversity in revenue generation
^ East/West divide, North/South divide
^ Citizens don't understand how the City works
^ East/West transport problem
^ Lack of community cohesion
^ Communication
^ Have regional assets that are undermarketed
^ Proximity to border
Opportunities
^ Bayfront
^ Research and technology park
^ Cross-border research
^ Available land
^ University
^ Health care industry
^ Millenium project
^ Revitalization of older neighborhoods (we should not call it redevelopment)
^ A stabilizing revenue base
^ Pension reform
^ Technology
Threats
^ Shrinking financial base
^ Decisions that are out of the City's control
^ Aging infrastructure
^ Unfunded mandates
^ Underfunded pensions
^ Housing -mortgage crisis
^ Extraordinary regulations
^ Deviciveness/incivility - a threat when we get derailed as a result
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 2 of 5
Priorities Brainstorm
Note that this is a brainstormed, first-pass list of potential priorities. !t should not be assumed that any or
all of these items are priorities, as we ran out of time to further discuss, refine, and arrive at top priorities.
^ CC sessions to identify a roadmap on revenue generation
^ Staff efficiency/effectiveness -LEAN, etc.
^ Marketing/communication to market the City and reach segments of our community
• Support high school graduation -messaging
• City program assessment on a regular, rotating basis
^ Technology -communication, broadband access, as an amenity for citizens
^ Bayfront -economic engine
• University -revenue, jobs
^ Millenium -revenue, housing
^ Research and technology park -revenue, jobs, attracting industry
^ Enhance the City's image
^ Develop civic pride
• Develop civic institutions
^ Support small businesses
^ Budget -learn what's being subsidized
^ Increase use of volunteers
^ Develop better partnerships with sister agencies
^ Economic stability
• Formalized process for civic engagement
^ Find resources for infrastructure
• Increase number of hours City Hall is open
• Bringing jobs -economic development
^ Better use of our real estate assets
^ Find more efficient ways to use the CC committee structure
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 3 of 5
Strategic Planning Framework (for reference):
Note that this session was not intended to be a full-blown strategic plan, but to pull out some elements
that maybe particularly useful.
` x ~ ~.. "'
-~_,
~l~ j+~i• f~•~te~~.c
~ri~-ex~s
:~I~lja~•
Goals C)1~j.
;~ Budget
Copyright 2402 Sherry 1. Lund
Associates. All Rights Reserved
Definitions:
Mission -why the organization exists
Vision -the desired future picture of the organization
Values -how we will do the work - a set of core beliefs that inform how we interact internally and
externally
Major strategic drivers -the biggest levers (goals) that can be used to achieve the vision
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 4 of 5
Major sustaining goals & objectives -goals that may be critically important for keeping the
organization open and operating, but they don't really advance the organization's ability to reach the
desired vision (e.g., "keeping the lights on" goals).
Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 5 of 5