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2013/06/25 City Council Resolution 2013-099RESOLUTION NO. 2013 -099 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ROHNERT PARK APPROVING AND ADOPTING THE UPDATED STRATEGIC PLAN 2012 -2016 AND THE IMPLEMENTATION ACTION PLAN FOR FISCAL YEAR 2013 -14 WHEREAS, the City began a strategic planning process in July 2011 utilizing the services of Management Partners, Inc. ( "Consultant "), City Council, City staff, Commissioners, and Community Partners; and WHEREAS, the Strategic Plan provided the City with a clear vision, mission, and goals which are an integral component to guiding the budget and planning process for FY 2012 -16; and WHEREAS, one of the central goals of the Rohnert Park Strategic Plan is to achieve and maintain financial stability; and WHEREAS, •the City continues to face challenges in providing public services due to the economic recession, cumulative years of financial challenges, increasing operational costs, and unprecedented state takeaways; and WHEREAS, during the February 26`x' Strategic Plan Update City Council Study Session, Council looked at Strategic Plan accomplishments, strengths, weaknesses /limitations, opportunities, threats, and goals; and WHEREAS, Council directed staff to update the Strategic Plan by adding Goals in the following areas: Financial Stability, Effective Delivery of Public Services, and Continued Development of a Vibrant Community; and WHEREAS, the Implementation Action Plan implements the strategies to achieve the City's goals; and WHEREAS, the proposed City Budget FY 2013 -14 allocates resources to each of the strategies identified in the hnplementation Action Plan. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rohnert Park that it does hereby authorize and approve the City of Rohnert Park Strategic Plan 2012 -2016 Update and the hnplementation Action Plan for FY 2013 -14. DULY AND REGULARLY ADOPTED this 25"' day of June, 2013. CITY OF ROHNERT PARK Pam Stafford, Mayor ATTEST: k"d), - - - -jl /!! v Jti nne Buer ler, City Clerk g Y AHANOTIJ: BELFORTE: MACKENZIE: CALLINAN: P`I(� STAFFORD: AYES: (1:5 ) NOES: ( C_; ) ABSENT: ( c> ) ABSTAIN: (<" ) 2013 -099 UPDATED February 2013 February 27, 2013 Mr. Gabriel Gonzalez City Manager City of Rohnert Park 130 Avram Avenue Rohnert Park, CA 94928 Dear Mr. Gonzalez: Management Partners is pleased to deliver the following updated strategic plan for the City of Rohnert Park. The strategic plan articulates the City's vision, mission, and values, as well as important goals and strategies to be pursued over the next three to five years. This document reflects the updates identified during an annual review process intended to affirm and /or revise the plan's goals and strategies based on the current environment and City priorities. There are no changes to the vision, mission, values or broad goals following this review process. New strategies have been added for three of the four goals and are noted in italics. The original plan is the result of broad -based input from the community and City organization occurring in 2011. We look forward to continuing to assist the City of Rohnert Park with the implementation of key goals and strategies. Sincerely, Nancy Hetrick Senior Manager 1 730 MAQiS'.CAM ROAD s.. CINCINNATI, I01H 45206 * 513 861 5400 * FAX 861 3..4SO 21 d]I "7 NiC7R711 FeuiR57 STREET, SuiTE 470 * SIAN! JOSF, C A 95 "1 3 1 * 4U8 437 5400 * FAx 453 Ufa @ 31'.... S, PARK IF'7 L.PMZFkn SUITE. 15,20 * IIRVINE, IC:A 92.614 * 949 222 1 OIIS2 * h! V'WW.MAINAIDEMENTPARTN.ER .CrOW Strategic Plan 2012 -2016 Table of Contents Management Partners Table of Contents Background.................................................................................................................. ..............................1 Strategic Planning Process Overview .............................................................. ..............................1 City of Rohnert Park Strategic Plan ......................................................................... ..............................4 OURVISION ....................................................................................................... ..............................4 OURMISSION ................................................................................................... ............................... 5 OURVALUES ..................................................................................................... ..............................5 Value: Integrity ........................................................................................... ............................... 6 Value: Fiscal Responsibility ......................................................................... ..............................6 Value: Communication ............................................................................... ............................... 6 Value: Innovation and Creativity ............................................................... ............................... 6 Value: Collaboration ................................................................................... ............................... 7 GOALS AND STRATEGIES ............................................................................ ............................... 7 GOAL A: Practice participative leadership at all levels ............................. ............................... 7 GOAL B: Achieve and maintain financial stability .................................... ............................... 8 GOAL C: Ensure the effective delivery of public services .......................... ............................... 8 GOAL D: Continue to develop a vibrant community ................................ ............................... 9 Communication and Accountability for the Strategic Plan ............................... .............................10 BikeRack ..................................................................................................................... .............................11 BikeRack ............................................................................................................ .............................11 Attachment A — Graphic Representation of Goals and Strategies ................... .............................12 AttachmentB — Glossary of Terms ......................................................................... .............................13 Strategic Plan 2012 -2016 Background Management Partners In May 2011 the City of Rohnert Park retained Management Partners to facilitate a process to develop a strategic plan. The City envisioned a strategic plan that would provide a framework to link together the economic development plan, capital improvement program, budget process, policy issues, organizational efficiencies and the General Plan. A Strategic Planning Steering Committee was formed early in the process to provide guidance and input to the process. The steering committee was comprised of 20 supervisors and managers, including members of the City's executive team. Strategic Planning Process Overview The strategic planning process began with an analysis of strengths, limitations, opportunities and threats (SLOT) identified through a series of interviews, focus groups with staff and community representatives, and a survey of City commissioners. Management Partners interviewed the Mayor, members of the City Council and the City Manager to confirm the strategic planning process and hear initial ideas. Over fifty staff representatives were randomly selected to confidentially inform the process. Staff were asked to identify the strengths, limitations, opportunities and threats of Rohnert Park and to brainstorm words and phrases that define the mission of the City of Rohnert Park and their vision for the future of the community. Staff were also asked to identify values they believe are important to being an effective organization. The staff focus groups were comprised of representatives from all levels of the organization, from line staff to management, and all city departments. A focus group of community stakeholders was also held and included representatives from the business community, local schools, the health system, adult and youth development community providers, the Federated Indians of Greater Rancheria, and Rebuilding Together Rohnert Park. As with the staff groups, participants were asked for their perspectives on the strengths, limitations, opportunities and threats of Rohnert Park. Strategic Plan 2012 -2016 Background Management Partners Finally, an online survey was administered to solicit input from members of the City's eight commissions. Representation from each body was reflected in the final analysis. Management Partners provided guidance to staff who prepared an environmental scan of current and future factors influencing the City. The combination of broad -based qualitative input and quantitative trend data laid the foundation for two highly interactive workshops with staff and the City Council during which a vision, mission, values and goals and strategies were developed and confirmed. A graphic recorder captured the results of the Council workshop conducted on November 5, 2011 in a visual, "storyboard" format. A graphic representation of the strategic planning process is presented on the following page. 2 Strategic Plan 2012 -2016 Background Management Partners T/W" I UU wwv Nw U(p K. XA45:11 f S LOT' yW„ T,, �ONAWTTE IE/ pit .�.. elf e. MOT n e l vim° .. .^�u��e °,� ! r� SUN C1l. t' cc ckcm6w The City of Rohnert Park Strategic Plan sets a clear vision for the organization and establishes goals and strategies to move in that desired future direction. In addition, the plan articulates the organization's values and the behaviors that support them. These elements are graphically presented in the strategic plan. The visual recording of the plan's goals and strategies are displayed in Attachment A. The complete set of graphic images created during the strategic planning workshop was transmitted separately in a compressed file. Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners The City of Rohnert Park is committed to achieving a shared vision for the organization and its community. The vision, mission and values below are the result of a thoughtful and inclusive process designed to set the City on a course that meets the challenges of today and tomorrow. A glossary of terms is provided in Attachment B. OUR VISION Rohnert Park is a thriving, family friendly community that is a safe, enjoyable place to live work and play. ;A GE -me. "w, 0., p, o oA irk Tb t4f, Woo k "A Plcwl. The City's vision sets the focus for the future. It is a statement of where the organization is going. 4 Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners OUR MISSION We care for our residents by working together to build a better community for today and tomorrow. s � YNOAf WE 1>0 I OWHO we ARE _ TAq&6tW 4D &AW A *,Y Cftmd" n The City's mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. OUR VALUES GFrIth MITOWIFPIM 4 A I _, ; " Each of these organizational values has associated behaviors that can be demonstrated throughout the organization. The behaviors that were identified by executive staff and the City Council are listed below. Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners Value: Integrity • Adheres to individual and organizational professional standards in the conduct of the organization's business • Fulfills commitments and keeps promises that are made • Does the right thing even when no one is looking • Creates and sustains an atmosphere that fosters a culture of openness, inclusion, compassion and trust Value: Fiscal Responsibility • Is transparent in disclosing financial transactions and their implications • Utilizes multi -year forecasts to quantify future financial impacts of decisions • Exercises fiscal discipline to live within means and ensure future financial sustainability • Makes fact -based financial decisions consistent with organizational values at all levels • Develops and implements strategies to address unfunded liabilities • Follows best practice policies for budget and financial management • Utilizes all resources efficiently and effectively • Maximizes opportunities to increase productivity and achieve high quality results Value: Communication • Engages in open, honest communication • Actively seeks citizen participation; strives to keep the public informed and educated about community issues • Listens to other perspectives with an open mind and a sincere desire to understand Value: Innovation and Creativity • Solves problems creatively and is open to new ideas • Creates new ways of moving the organization forward to achieve its mission • Fosters new and creative thinking and solutions • Effectively utilizes emerging technology • Takes calculated risks and treats mistakes as learning and growth opportunities 6 Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners Value: Collaboration • Takes the initiative to ensure that objectives are met and volunteers to help others for the good of the organization • Engages team members to work collaboratively towards a common vision • Recognizes, values and leverages each person's strengths • Seeks "win -win" strategies; is willing to compromise if necessary • Inspires results and effective teamwork • Sets the example; mentors others to be successful GOALS AND STRATEGIES As a result of interviews, focus groups, surveys and the staff workshop, four potential goals were identified, each of which has several strategies. During the November 5 workshop, the City Council reviewed, revised and confirmed the four goals, which are graphically presented in Attachment A. Goals are multi -year in nature. The timeframe for achieving goals is typically five to ten years. The Rohnert Park City Council indicated that goals with a timeframe of three to five years may be more appropriate in today's dynamic environment. Strategies are the means to achieve the goals. The timeframe for implementing strategies can span several years as specific programs and projects are undertaken. GOAL A: Practice participative leadership at all levels. Strategies • Engage the community in identifying priorities and possibilities; promote dialogue • Improve communication to provide transparency and a well - informed community • Plan for, communicate and mitigate long -term impacts of major developments • Provide a balanced mix of essential and discretionary services • Make short -term decisions with long -term perspective • Implement organization development practices • Succession planning • Workforce development • Align the organizational culture to demonstrate our values New Strategies (February 2013): NO CHANGE 7 Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners GOAL B: Achieve and maintain financial stability. Strategies • Implement the economic development program • Clarify current and projected future financial condition; prepare a cash contingency plan • Ensure policies, procedures and systems represent best practices in financial management, such as the use of cost allocation plans and time card systems • Ensure that we live within our means by adopting a comprehensive set of budget principles to provide a meaningful and easy to understand framework for maintaining financial discipline • Follow through with the fiscal recovery plan • Explore the creation of new revenue sources • Create self- sufficient enterprises • Develop partnerships to achieve economies of scale • Seek grant opportunities New Strategies (February 2013) • Pursue Measure E renewal and /or develop a contingency plan for loss of revenue. • Identify new and innovative ways to increase revenues and find new revenue streams. • Create and fund a General Fund budget stabilization reserve to plan for future downturns and continue to monitor cash flow. GOAL C: Ensure the effective delivery of public services. Strategies • Deliver the highest quality services in the most cost - efficient manner • Emphasize high quality customer service • Improve accountability and continuous improvement through performance measurement and managing for results • Integrate technology into operations New Strategies (February 2013) • Identify and implement new, creative and innovative approaches to service delivery in a fiscally sustainable way. 0 Strategic Plan 2012 -2016 City of Rohnert Park Strategic Plan Management Partners GOAL D: Continue to develop a vibrant community. Strategies • Support implementation of major planned developments • Improve transportation and infrastructure • Integrate State Farm /SMART train /City Center plans into a Priority Development Area • Continue to expand programs that bring people together (e.g., Farmer's Market) New Strategies (February 2013) • Market the City and its assets; encourage the "stay and play" mindset Strategic Plan 2012 -2016 Communication and Accountability for the Strategic Plan Management Partners Workshop participants briefly discussed ideas about how information about the strategic plan and its progress should be communicated to stakeholders, including reporting mechanisms and frequency. The following ideas were generated. • Display the graphic images from the Council strategic planning workshop in the library and at City Hall for public viewing • Post results on the City's website • Display the City's vision, mission and values in the Council chambers • Develop an implementation action plan for the goals and strategies that assigns responsibility and identifies necessary resources and key milestones • Provide quarterly updates to Council on the progress that is being made • Utilize the strategic plan to inform the City's budget process • Link Council updates and recommendations to the strategic plan • Put the vision and mission statement on Council agendas and reports 10 Strategic Plan 2012 -2016 Bike Rack Management Partners Bike Rack A "bike rack" was created to capture ideas or suggestions that were not directly related to the immediate discussion. At the conclusion of the Council strategic planning workshop, six items listed below were referred to City staff for follow up. • Gather and present to the City Council additional housing data that show the distribution by housing type • Validate the median home price data presented in the environmental scan • Convene a strategy session of the City Council to discuss what is desired in a "downtown" • Discuss extending the Urban Grown Boundary timeline another ten years; put it back before the public • Determine the need for a General Plan update • Define "sustainable" development standards for their application in future development Additional bike rack items identified February 2013: • Discuss the status and need for an update to the General Plan • Discuss the Urban Grown Boundary • Develop a plan to address amenities that have been taken away during then the tight fiscal times (part of needs assessment of the Fiscal Recovery Plan) • Discuss City's role and involvement with the Health Action Network 11 Strategic Plan 2012-2016 Attachment A — Graphic Representation of Goals and Strategies Management Partners �Ij PA" 1`1Z N-7` amid M"If IUAIIA 0' fri krol e' o ... . . . .. elf'" ,vm I "-441e� fW P t 11 MA 4 04t IQ 54 OT NAr blml,-Asty, ti jZ 1,11111,I)III, r�, , � N ', � rh , j jpj,fl� :J h f.,(,Iv ffaff �,',AA rqp.,',rd .... ..... . 1, 0" k V 0, AO fent, MIVO 6.0 (24 w 4 ng", 4 lk �,Ao 0,V A"O v", Aqmv o C4 MO 1�,� d, A3 10 Nf �iffhj S 4, 4A P6 j I I I P111 Iff'o,"Fel r k( d" pJvAJJ oih MnO, fLi KP Sio:hel,f N�,& S� . .......... Tel Oleo Nkr flu'd riu�,b, u'r �zjr� wo m 4� �,,,o rh, ii 4PI Rog a PT"Ag rvv AV Qfqll� " �r z., �NA 6"W 0 kkfv� ��- J 16" 4m vlbl� 4� DO tk, vo, A 1, I 12 Strategic Plan 2012 -2016 Attachment B — Glossary of Terms Management Partners The following graphic shows the key components of a strategic plan. A vision sets the focus for the future. It is a statement of where the organization is going. A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, and integrity. Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are "up on the balcony' wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the "why" (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable. Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan. An implementation action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well- suited to periodic check -in about progress, changes or challenges. 13 City of Rohnert Park Implementation Action Plan June 2013 City of Rohnert Park Implementation Action Plan 111MI "ins A-1 Engagethe 0 Develop a community engagement X X X city -0- Note: This column can be community in plan Manager used to identify resources identifying priorities e Engage the public in budget priority X X X city -0- required, other people and possibilities; setting Manager involved in the task, etc. promote dialogue 0 Develop strategies for regular and X X city General Fund ongoing dialogue with the Manager -----__-*NOTE: (Customer community at both the departmental Service survey cards at and citywide levels, such as the use of customer satisfaction surveys and Front Counter). social media 0 Getting volunteers/ workshops to X Quarterly Ongoing Community John M, Guy, -0- help with specific projects Services Nelle, Tom, - SCAYD, SAY & SSU volunteers. Public Samantha Assist PW staff in cleaning up Works Community Center complex and bike paths 0 Chamber of Commerce Events X X Ongoing Ongoing -0- Executive 0 Periodic financial updates in Patch X X Ongoing Ongoing Team (Blog), newsletter, etc. 0 Update City website X X Ongoing Ongoing Executive Team 0 Develop agreement to replace and X Quarterly Ongoing Public John M/ Tom K maintain garbage and recycling Works & containers in City Parks Community Services A-2 Improve 0 Develop a communication plan that communication to identifies methods and frequency of provide transparency communication with the public and and a well-informed with staff community Public Will start In progress Develop Citizens Academy X X X Monthly Apr-June Safety Public Safety General Fund April 2013 Sergeant Personnel 2013 City of Rohnert Park Implementation Action Plan w m w. II wm III I� �I I � 11111 I IIII I� ": Vimllll4 u �Ilur u iii u1�.. u�v iimim a:: m� • Offer training to managers on communication techniques and X Weekly Public Sergeants General Fund expectations Safety Feb 2012 Sergeant In progress p g - Supervisors Meetings X X Monthly Supervisors - Command College Director of X X Ongoing Public Safety Supervisors - Sherman Block Leadership Institute X X Ongoing Supervisors Director of Continuing - POST Team Building X X Ongoing Public Safety Public Safety Director of Personnel October 2013 Public - "Crime Tips' hotline X X X Monthly Ongoing Safety PS Sergeant Sergeants General Fund Ongoing • Inform the public about financial Continuing realities and choices - Continue to meet with citizen, X X CBO's and business owners to listen to their concerns and build trust relationships - Detective Bureau meet with Banks X X Quarterly Ongoing Sgt Nicks Investigations -0- Continuing Team - Noon Times, Women in Business, X X Ongoing PS PS Personnel Ongoing Rotary Personnel Command Staff Ongoing Director of Command Staff - CCORP X X Ongoing Public Ongoing X X Ongoing Safety - M- Section Residents Continuing Continuing • Update website for Public Safety: X X Monthly Ongoing Public BreeAnn Crespan -0- Continuing - Annual Crime Report Safety Lieutenant - Traffic Study, - Fire yearend report, City of Rohnert Park Implementation Action Plan JIM, ": u - Press Releases • Improve internal communication to X Quarterly Ongoing Executive Gabe, Darrin, Departmental better serve community Team Brian, John - Quarterly all- employee meetings where City Manager provides quick briefings, present employee awards, or new employee introductions Gabe, Darrin, Brian, John • Internal distribution of City Manager X X 1/60 days Ongoing Executive -0- newsletter (posted in Internet) Team • Internal distribution of City Manager X X Weekly Ongoing Executive Gabe, Darrin, weekly update Team Brian, John -0- • Improve communication to provide X City Executive Team transparency and a well - informed community Manager -0- - Offer training to managers on communication techniques and expectations - Inform the public about financial realities and choices • Community Services Newsletter Director of John M., Guy, Public Nelle - Distributed to elementary schools X X Annually Ongoing Works • Senior Center Newsletter (SCAN) X Public John M/ Jessica S - distributed to senior citizens in the Works & community Ongoing Community Services • Community Services - increase Social Media presence X X X X Ongoing Public John M., Guy M., Works & Nelle S., Jessica S. Community Services City of Rohnert Park Implementation Action Plan wm I II IIII w w II III I� II I III I I� � w. .: oil I � III� Vimllll4 u �Ilur u iii m1.. °i6 u�v m iimim uum umou a uuu uuu uuuu uu uuuu:: °::: „. m. umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um A -3 Plan for, • Develop Communication Plan to keep X Semi- January 2014 Deputy City Dianna, Suzie, Developer communicate and public and staff well informed about annually Engineer, Eydie, Barbara G., reimbursements mitigate long -term major development projects and Planning & Samantha T., for development impacts of major capital projects Bldg Sandy L. projects development projects o Preliminary workshops before Manager public hearings Project funding for capital projects o Train staff on consistent messages for complex, sensitive or controversial projects • Maintain & update Public Facilities X X Annually November Deputy City Darrin, Rick, Administrative fee Financing Plan (PFFP) as project costs 2015 Engineer Dianna built into Public change to ensure sufficient Facilities Fee mitigations • Study Water Capacity Charge X Semi- Dec 2013 Deputy City Darrin, Rick, Water capacity annually Engineer Dianna charges • Evaluate Regional Traffic Impact X X Ad hoc November Deputy City Darrin, Rick, Developer Mitigation 2016 Engineer Dianna • Freeway Billboard Separation X December Marilyn Study/ Workshop with PC/ CC 2013 Ponton - Possible Zoning Ordinance X June 2014 Marilyn Amendment Ponton City of Rohnert Park Implementation Action Plan m MINIM ": II�� Vimllll4Ilur u iii 116 A -4 Provide a balanced . Identify core or essential services X X X X X Semi- December/ City -0- In Progress - this mix of essential and X X X X X Annually May Manager/ occurs during the discretionary • Evaluate service levels X X X X X Finance budget CM review services Director • Engage the public to identify community budget priorities X X X X X In Progress • Prepare an annual budget that offers a balance of essential and "quality of life" services that reflect community priorities. Laserfiche. Analyze City's future X City Clerk usage and licensing needs. • Community Services & Performing X John M., Gene, Arts Center programs with goal of Guy, Nelle full operational cost recovery • Community Services - promote new X X X Ongoing Public John M., Guy M cardio equipment at Sports Center Works & Community Services • Community Services - provide new commercial sponsorship X X X X Ongoing Public John M., Guy M., opportunities at Farmers Market Works & Nelle S. Community Services • Establish Gold Ridge Recreation X Ongoing Public John M., Guy M., Center Works & Nelle S. - Programs with goal of full cost Community recovery Services A -5 Make short -term Identify and consider future X X X X X X City -0- decisions with long- implications of decisions Council/ term perspective City Manager -0- City of Rohnert Park Implementation Action Plan w m w. II wm III I� �I I � 11111 I IIII I� ": Vimllll4 u �Ilur u iii u1�.. u�v iimim a:: m� • Include information about potential X X X X X X City long -term consequences of decisions Manager in staff reports and other background information for policy makers • Lifecycle costs analysis - capital to X Ongoing Ongoing Executive Gabe, Darrin, Capital and operating Team Brian, John Operating • Complete Public Safety Roof Repair X X Public John M. Project Works A -6 Implement • Assess current practices related to X X X X X X Ongoing Ongoing Human HR Staff -0- organization succession planning and workforce Resources development development Director practices • Survey best practices (including X X X X X X Ongoing Ongoing City General Fund internal departmental practices) Manager Executive Team HR • Determine level of financial X X X X X X Ongoing Ongoing Finance Executive Team In Progress - Have set investment required Director/ up Water & Sewer HR Director Operating Reserves • Develop tools and offer training to X X X X Ongoing Ongoing Executive Team General consistent with policies address needs Fund /Enterprise GF reserve $99K Ongoing Ongoing Executive Team • Evaluate Department goals /results • Succession Planning X X Director of Command Staff General Fund Planned Public (POST reimburse) • Increase number of Certified X Safety Engineers to meet operational needs • Develop City Council and X X X City Clerk Departmental -0- Administrative Policy Manuals City of Rohnert Park Implementation Action Plan w m w. II wm III I� �I I � 11111 I IIII I� ": Vimllll4 u �Ilur u iii u1�.. u�v iimim A -7 Align the . Educate employees about the city X X X X X X Ongoing Ongoing City Executive Team -0- organizational values and the behaviors that support Manager culture to them demonstrate our 0 Reinforce city values through X X X X X X Ongoing Ongoing Executive Middle -level -0- values Team Supervisors, Front training, performance evaluations, Line Supervisors orientations, recruitment practices • Leadership Academy X X Bi- Annual Oct 2012 & Executive Gabe, Darrin, Departmental Mar 2013 Team Brian, John B -1 Enhance economic • Evaluate impact of loss of X Complete Economic Management -0- development by redevelopment Developme Analyst implementing the X X X X X Ongoing Ongoing nt Manager -0- economic • Prioritize elements of the economic development development program X X X X X Ongoing Ongoing -0- program • Identify financial resources to support X X X X X Ongoing Ongoing -0- implementation • Evaluate results • City -Wide Way Findings Signage X January 2015 Planning Program /Merit Assessment/ Funding Sources B -2 Clarify current and • Conduct financial analysis to prepare X X X X X Ongoing Ongoing Finance Budget Analyst -0- In Progress - have projected future a five -year revenue and expenditure Director completed 3 of the 5 financial condition; forecast year forecast prepare a cash contingency plan • Prepare a cash contingency plan X June 2012 June 2012 Finance Budget Analyst -0- Director • Capital Improvement Program for Community Services, Sports Center, X Ongoing Public John M., Guy M., Performing Arts Center and Parks Works and Nelle S., Gene A., Community Tom K., John M, Services Carol A City of Rohnert Park Implementation Action Plan w VIII„ m w. wm III II III I� II I I II III I IIII I� „. .: III� Vimllll4 u �Ilur u iii °i6 u�v m iimim uuu uum umou a uuu uuu uuuu uu uuuu:: °::: umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um B -3 Ensure policies, • Identify financial management best X X X X X Bi- Annual Ongoing Finance Budge, Analyst -0- In Progress - procedures and practices Director systems represent best practices in . Assess current practices against best X X X X X X Bi- Annual Ongoing Finance Budget Analyst -0- financial practices Director management, such as Expenditures/ cash the use of cost . Identify gaps or areas of X X X X X X Bi- Annual Ongoing Finance Budget Analyst -0- shortage allocation plans and improvement Director time card systems . Implement best practices Trained City Wide • Train staff on new policies, electronic time card procedures and systems system/ continue to train on Springbrook • Develop internal service fund with X Annual Ongoing Finance Executive Team & -0- Set up Vehicle fee allocation Director Finance Staff replacement fund. IS X X X Ongoing July 1, 2015 Finance Finance Staff General Fund & SA for budget FY2013/14 • Develop cost allocation system/ card Director Enterprise will be set up. systems Mid -year allocation of • Begin warehouse operations at Corp X X Ongoing John M., Carol A. expenses, i.e., City Hall Yard • Freeway Sign Lease Agreement X Ongoing John M • Fleet Services Enterprise X X Annually Ongoing Public Work John M „Carol A Community Vehicle Replacement Schedule Services (component of capital replacement X X Annually Ongoing Public John M„ Carol A program) Works & Community Services City of Rohnert Park Implementation Action Plan 10 w „w m w. wm I II IIII w w VIII„ w. � w. II III I� II I III I I� 11, all, Aw::, .: III� Vimllll4 u �Ilur u iii °i6 u�v m iimim uuu uum umou a uuu uuu uuuu uu uuuu:: °::: umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um B -4 Ensure that we live Prepare and adopt budget principles X Bi- Annual Ongoing Finance Finane Staf -0- Complete - For budget within our means by to guide budget development and Director FY2012/13 prepared adopting a inform financial management budget principles comprehensive set of practices budget principles to provide a meaningful and easy • Evaluate budget and other financial X X X X X Monthly Ongoing Finance Finance Staff -0- In Progress to understand decisions against principles Director framework for maintaining financial discipline Develop City -wide Capital X X Bi- Annual July 1, 2012 City Wide -0- Replacement Program • Evaluate financial impact of creating X X X X X Annual Ongoing Executive Finance Staff -0- new infrastructure and replace Team develop funding source for life cycle cost - Budget process - Development impacts - One -time capital funding • Prepare a short term borrowing plan X Bi- Annual July 1, 2012 Finance -0- Department • Monitoring expenditures and use of X X X X X X overtime Monthly Ongoing TSM Terri Command Staff -0- Mazzanti 10 City of Rohnert Park Implementation Action Plan 11 11, all, AP B-5 Develop Fiscal 0 Explore the creation of new revenue X X X X1 X X Bi-Annual Ongoing Finance Finai Staff -0- In Progress-Kick off Recovery Plan sources Director meeting with • Create enterprises fund X X X Bi-Annual July 1, 2012 Finance Management Partners July 1, 2013 Director for LT Financial • Develop partnerships to achieve X X X X X X Ongoing Ongoing city Executive Team -0- Recovery Plan economies of scale - shared services Manager • Grant - Office of Traffic Safety for X Monthly May 2013 PS Sergeant Office of Traffic Planned for FY13-14 Traffic Officer Safety • Grant ABC X X Monthly PS Sergeant B-6 Pursue Measure E renewal and/or develop a contingency plan for loss of revenue B-7 Identify new and innovative ways to increase revenues and find new revenue streams B-8 Create and fund a General Fund budget stabilization reserve to plan for future downturns and continue to monitor cash flow 11 City of Rohnert Park Implementation Action Plan 12 w m w. II wm III I� �I I � 11111 I IIII I� ": Vimllll4 �Ilur iii u1�.. u�v iimim -1 0 Assess service delivery options X X X X X X Bi- Annual Ongoing Executive -0- Deliver the highest Team quality services in the most cost- Establish service level expectations X X X X X X Bi- Annual Ongoing Executive -0- efficient manner Team • Identify opportunities to leverage X X X X X X Bi- Annual Ongoing Executive -0- technology and other resources to Team maximize efficiency • Compare cost of doing work /providing service internally versus hiring a consultant or contractor - value based - Alternative analysis in project X Ongoing Ongoing Executive Departmental program planning Team - Department Performance X Ongoing Ongoing Executive Executive Team Departmental Measures Team • Public Safety On -Line Reporting for X Ongoing October 2013 TSM Terri Denise Wallace- -0- citizens (CCR - City Crime Report) Mazzati Hinton, Christine Giordano • Update Administrative Citation X City Clerk Hearing process, Public Records Request process and Agenda process. Public John M„ Guy M., • Repaint Senior Center with volunteers X Works & Jessica S. Community Services Community Services - increase program /course contract revenue and X Ongoing Public John M., Guy M., program offerings Works & Nelle S Community Services 12 City of Rohnert Park Implementation Action Plan 13 w::, w VIII„ „w m w. II wm II I I II w w w. � w. III I� III I 11, all, .: III� Vimllll4 u �Ilur u iii m1.. °i6 u�v m iimim uum umou a uuu uuu uuuu uu uuuu:: °::: umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um — C 2 Emphasize high • Provide customer service training X X X X X Ongoing Ongoing City Executive Team -0- quality customer opportunities Manager service • "Secret Shoppers' to evaluate X Ongoing Ongoing Director of Departmental experience with city staff PW & Community Services • "Survey Monkey" to enable X customers to evaluate quality of John M., Guy, Community Services activities and Gene, Nelle their experiences with staff. • Community Services - upgrade Class X Public John M., Guy M., Software Works & Nelle S Community Services C -3 Improve • Develop a performance management X X X Ongoing July 1, 2013 Assistant Executive Team General Fund accountability and system that includes meaningful City continuous measures to monitor and evaluate Manager improvement results through performance • Train managers on the use of X X Ongoing July 1, 2013 Executive Middle Level -0- measurement and performance measures to manage Team Management & managing for results programs and services First Line Supervisors • Report performance results for key X X X X Quarterly 1 Qtr FY 14 City Executive Team -0- measures annually Manager • Develop Golf Course performance X Director measures Public Works • Performance Measurements - Monthly Reports from all Public Safety Divisions and Units X X X Monthly January 2011 Director of Public Safety General Fund On- Public Personnel going - Annual Crime Report, Overtime, Safety Year End Report, Response Time, Semi - Annual Traffic Report, POST Inspection of Property and Evidence Room 13 City of Rohnert Park Implementation Action Plan w m w. II wm �I I � 11111 IIII III I� I I� ": Vimllll4 u �Ilur u iii u1�.. u�v iimim C -4 Integrate technology • Implement permit /project tracking X Quarterly Operational Information Permit System Technology Fee into operations software by March Technology Committee Fund 2013 Director • Training provided to staff - learn new X Ongoing Ongoing Executive IT Manager Departmental technologies/ way to do things - Team allowing for implementation and support • Evaluate paperless opportunities X X Annually July 1, 2012 IT Manager Executive Team Departmental • Barcode - Evidence/ Property Room X TSM Terri Christine • Electronic cash register - Records Mazzanti Giordano Department - runs reports, etc. X Christine Giordano • Standardize radio for efficiency • Upgrading radio, compliance to FCC mandate to narrow banding X TSM Terri Public Safety Mazzanti Personnel • Conversion to electronic archiving of X plans, explore options and funding June 2015 Marilyn Building sources Ponton • Citywide Fee Schedule. Fee -0- schedules to be added to intra net and X X City Clerk Departmental website. • paperless agenda packets (pilot X City Clerk program) • Records Management Program X X X City Clerk Departmental General Fund - Record Retention: secure storage space, move to storage, create tracking of retention boxes - Electronic storage of records in Laserfiche: Minutes scanned, resolutions scanned, resolutions indexed, Ordinances scanned and indexed, agenda packets scanned and indexed. 14 City of Rohnert Park Implementation Action Plan 15 w VIII„ m w. III II wm II I I II IIII „. III I� III I I� .: III� Vimllll4 u �Ilur u iii m11 °i6 u�v iimim �m luuuuu uum umou a uuu uuu uuuu uu uuuu:: °::: „. m. umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um • Community Services web -based registration membership and facility X John M., Guy, modules Nelle C -5 Identify and implement new, creative and innovative approaches to service delivery in a fiscally sustainable way D -1 Support • Create Northwest Specific Plan and X Semi- TBD Planning & Dev. Svcs., Public Developer In Progress implementation of evaluate impact annually Bldg Safety, Public major planned Manager Works, Finance developments • Assess potential impacts, develop X Ad hoc TBD City Dev. Svcs., Public Developer mitigation measures, and maximize Manager Safety, Public the benefits of Graton Project Works, Finance • Update traffic, streetlight, and storm X Semi- Adoption by Deputy City Dev. Svcs., Public General Fund Results of streetlight drain standards annually June 2015 Engineer Works pilot study and State stormwater permit for municipalities will affect these • Assessment of needs, resources, X X X X Semi- May of each Developme Pat, Marilyn, Department budget. capacity to respond to anticipated annually year nt Services Eydie, Rick, No increase needed. development volumes (i.e. planning Manager Dianna, Ellen, applications, entitlements, building Suzie, Sonia, permits & inspections) George • Assessment of needs, resources, X Quarterly Assessment Finance Marilyn, Darrin, Administrative fee Implementation may be capacity to implement fee credits and complete by Ellen, Sonia,Eydie, built into Public supported by permit districts of major developments December Finance staff Facilities Fee tracking software 2013 Implementation of Springbrook update in mid -2012 may increase capacity 15 City of Rohnert Park Implementation Action Plan w VIII„ m w. III II wm II I I II IIII „. III I� III I I� .: III� Vimllll4 u �Ilur u iii m11 °i6 u�v iimim m luuuuu uum umou a uuu uuu uuuu uu uuuu:: °::: „. m. umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um • Explore zoning flexibility options to X Annually Plan by June Planning & Marilyn Department budget. Assessment in progress foster economic development 2015 Bldg No increase needed. Manager • Continue processing and Ongoing until Annually TBD, varies Planning & Development Developer implementation of University District project completion with project Bldg Services staff Specific Plan, Southeast Specific Plan, Manager Northeast Specific Plan, Sonoma Mountain Village Planned Development, Stadium Lands Planned Development, and Wilfred Dowdell Specific Plan D -2 Improve • Proceed with water rate study to X Quarterly New rates by Finance Finance, Public Water Pat and Darrin will transportation and stabilize water operating fund June 2014 Director Works, Eydie, discuss CIP infrastructure Gabe • Develop capital needs assessment for X Bi- Deputy City Darrin, John M., Water and Sewer Tied with water rate water and sewer systems monthly October 2013 Engineer Dianna, Mike B., Funds study. Draft was Warren, Ronnie, submitted for review. rate consultant • Implement $1.2 million Roads and Ongoing Annually Ongoing Deputy City DS project team Complete Streets Program Engineer o Implement traffic calming (e.g. lane reductions, roundabouts) where appropriate as part of program • Update General Plan and X Annually Updated Planning & Dev. Svcs., Public General Plan Pursue funding for Bicycle/ Pedestrian Master Plan to documents Bldg Safety Maintenance Fee Complete Streets support Roads and Complete Streets by June 30, Manager, Fund program. Participating program and comply with SB 375 2015 Mgmt in county -wide GRIP State - mandated greenhouse gas Analyst climate action plan. reductions • Explore signal coordination project on X Ad hoc New Deputy City Caltrans, Public Darrin, Rick Traffic Golf Course Drive, Rohnert Park coordination Engineer Works Signaliz Expressway and Hyw.101 ramps plans by ation October 2016 Fund, Air Quality Mgmt. 16 City of Rohnert Park Implementation Action Plan 17 w m w. II wm �I I � 11111 IIII III I� I I� ": Vimllll4 u �Ilur u iii u1�.. u�v iimim District grant • Explore LED streetlight retrofit X Semi- Decision on Deputy City DS project team, Self- funding from Need to gauge public project annually conversion Engineer Public Works savings acceptance of pilot • Year 1: Evaluate results of pilot by June 2016 project project • Year 2: Develop citywide program • Implement $1.0 million Sewer Capital Ongoing Annually Ongoing Deputy City DS project team Sewer Fund Project Program Engineer • Water systems controls X Director of Public Works PW • Determine feasibility of City X Semi- June 30, 2014 Director of Darrin, Pat, Mike Utility enterprise assuming management of recycled annually PW & B. fund water system Community Services • Explore change order rates - to X Annually June 2014 Deputy City Pat, Eydie, Rick, establish a process to monitor change Engineer Diana orders D -3 Integrate State Farm /SMART train/ City Center plans into a Priority Development Area • Assist developer with State Farm re- X X Ad hoc TBD Planning & Dev. Svcs. Staff Developer Contingent on funding tenanting/ redevelopment Bldg reimbursements o Prepare professional package on Manager Listing agent City Center opportunities State Farm (property owner) • Work on State Farm redevelopment X X Ad hoc TBD Planning & Dev. Svcs. Staff Developer entitlements Bldg reimbursements Manager 17 City of Rohnert Park Implementation Action Plan 10 w::, w VIII„ „w m w. II wm II I I II w w w. � w. III I� III I 11, all, .: III� Vimllll4 u �Ilur u iii m11 °i6 u�v iimim m uuu uum umou a uuu uuu uuuu uu uuuu:: °::: umuu uum uu uuu � �� Vuuu uum m�m�m m�m�m uuuu u�'u m um D-4 Continue to expand Engage community partners to Director of programs that bring identify opportunities Recreation, people together (e.g., Parks and Farmer's Market) Community Services • Founders Day Run - "Running With X X X Monthly September Director of Public Safety The Pack" 2013 Public Personnel -0- Planned Safety • Bicycle Rodeo X X X June PS Sergeant g Monthly • Special Olympics X X X May TSM - Torch Run Manager, Public - Tip A Cop Safety X Ongoing August 2013 Raquel Public Safety Target Grant Planned • National Night Out Kilmartin Personnel X X X X Ongoing Public John M., Guy M., • Senior Center - hold Spring Crafts Works & Jessica S. Faire for Senior at Burton Ave Rec. Community Center Services Ongoing Public John M., Guy M., Works & Nelle S. • Community Services - X X X X Community Initiate/ implement Silver Sneakers Services Program at Sports Center X X X X Ongoing Public John M., Guy M., • Community Services - Assist Works & Nelle S. Founders Day Committee to re- Community establish Founders Day event in Services September 10 City of Rohnert Park Implementation Action Plan 19