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HomeMy WebLinkAboutcc min 2011/09/16 Special WkshpMINUTES OF A SPECIAL WORSHOP MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA September 16, 2011 8:00 A.M. A Special Workshop Meeting of the City Council of the City of Chula Vista was called to order at 8:35 a.m. at the Montevalle Recreation Center, located at 840 Duncan Ranch Road, Chula Vista, California. PRESENT: Councilmembers Aguilar, Bensoussan (left the meeting at 11:36 a.m.), Castaneda (left the meeting at 11:20 a.m.), Ramirez and Mayor Cox ABSENT: None. ALSO PRESENT: City Manager Sandoval, Assistant City Manager Halbert, City Attorney Googins (left at 11:25), Deputy City Attorney Silva (arrived at 11:25), City Clerk Norris WORKSHOP CHULA VISTA CITY COUNCIL GOAL SETTING WORKSHOP Sherry Lund, Sherry L. Lund Associates, facilitated the workshop. Zaneta Encarnacion, Chula Vista resident, stated there was a need for more civic engagement. Rusty James, representing City employees, asked the Council to keep employees in mind as goals are established. Patty Chavez, Chula Vista resident, suggested that the Council hold workshops at schools and engage students in civic participation. She also suggested that the City take advantage of current technology and social media to communicate with the public. The Council discussed the following topics: Vision for the City's future Strengths, weaknesses, opportunities and threats. Roles of the City Council and staff • Council priorities It was the consensus of the Council to continue the goal setting effort for the City. City Manager Sandoval stated he would work with Ms. Lund to determine next steps in the goal setting effort. ADJOURNMENT At 12:04 p.m., Mayor Cox adjourned the meeting to the next Regular City Council Meeting on September 20, 2011 at 4:00 p.m., in the Council Chambers. ~ ~~~,t,.rib Donna Norns, CMC, City Clerk 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 10-15 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/West 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 • Undertunded pensions • Housing -mortgage crisis • Extraordinary regulations • Devicivenesslincivility - 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. It 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-team 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. ~-6 l~iajor Strategic Drivers Major Sustaining Goals & Obj. Copyright20025herry L. 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 8 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