2024/03/26 City Council Special Meeting Agenda Packet
"We Care for Our Residents by Working Together to
Build a Better Community for Today and Tomorrow."
NOTICE IS HEREBY GIVEN THAT THE ROHNERT PARK CITY
COUNCIL/RPFA/SUCCESSOR AGENCY WILL HOLD A SPECIAL MEETING
on Tuesday, March 26, 2024
Open Session: 9:00 AM
MEETING LOCATION: CITY OF ROHNERT PARK COMMUNITY CENTER
Address: 5401 Snyder Ln, Rohnert Park, CA 94928
PUBLIC PARTICIPATION: The Rohnert Park City Council welcomes your attendance, interest and
participation at this special meeting.
PUBLIC COMMENTS: Provides an opportunity for public comment on items listed on the agenda
(limited to three minutes per appearance with a maximum allowance of 30 minutes allotted per
comment period, with time limits subject to modification by the City Council in accordance with the
adopted City Council Protocols). Please fill out a speaker card prior to speaking.
Members of the public may also provide advanced comments by email at publiccomment@rpcity.org
Comments are requested by 3:00 p.m. the day before the meeting, but can be emailed until the close
of the Agenda Item for which the comment is submitted. Email comments must identify Agenda Item
Number 2 in the subject line of the email. The emails will not be read for the record but will be
provided to Council. Please note that all e -mails sent to the City Council are considered to be public
records and subject to disclosure under the California Public Records Act.
City Council/RPFA agendas and minutes may be viewed at the City's website: www.rpcity.org.
PUBLIC HEARINGS: Council/RPFA may discuss and/or take action on any or all of the items listed on
this agenda. If you challenge decisions of the City Council or the Rohnert Park Financing Authority of
the City of Rohnert Park in court, you may be limited to raising only those issues you or someone else
raised at public hearing(s) described in this agenda, or in written correspondence delivered to the City of
Rohnert Park at, or prior to the public hearing(s).
RIGHT TO APPEAL: Judicial review of any city administrative decision pursuant to Code of Civil
Procedure Section 1094.5 may be had only if a petition is filed with the court no later than the
deadlinesspecified in Section 1094.6 of the California Code of Civil Procedure, which generally limits
the time within which the decision may be challenged to the 90th day following the date that the decision
becomes final.
SIMULTANEOUS MEETING COMPENSATION DISCLOSURE (Government Code Section
54952.3): Members of the City Council receive no additional compensation as a result of convening this
joint meeting of the City Council and the Rohnert Park Financing Authority.
CITY COUNCIL STRATEGIC PRIORITIES: The Rohnert Park City Council adopted the
following strategic priorities for 2023-2024 (listed below in no particular order):
1. Progress on Downtown 6. Police/Community Relations and Accountability
2. Financial Health 7. Housing for All
3. Infrastructure, Maintenance and Beautification 8. Attract and Retain Staff
4. Provide Equitable Services to All 9. Memorable Community Experiences For All
5. Complete General Plan and Integrate
Climate Change
1. CITY COUNCIL/RPFA/SUCCESSOR AGENCY JOINT SPECIAL MEETING - CALL
TO ORDER/ROLL CALL
(Elward_____Rodriguez_____Sanborn______Giudice______Adams_____)
2. DISCUSSION AND DIRECTION REGARDING CITY COUNCIL STRATEGIC
PRIORITIES
A. Public Comments
B. Facilitated Workshop on Strategic Priorities
C. Council discussion and direction
3. ADJOURNMENT
NOTE: Time shown for any particular matter on the agenda is an estimate only. Matters may be
considered earlier or later than the time indicated depending on the pace at which the meeting
proceeds. If you wish to speak on an item under discussion by the Council which appears on this
agenda, please refer to page 1 for more details on submitting a public comment. Any item raised by a
member of the public which is not on the agenda and may require Council action shall be automatically
referred to staff for investigation and disposition which may include placing on a future agenda. If the
item is deemed to be an emergency or the need to take action arose after posting of the agenda within
the meaning of Government Code Section 54954.2(b), Council is entitled to discuss the matter to
determine if it is an emergency item under said Government Code and may take action thereon.
AGENDA REPORTS & DOCUMENTS: A paper copy of all staff reports and documents subject to
disclosure that relate to each item of business referred to on the agenda are available for public
inspection at City Hall, 130 Avram Avenue, Rohnert Park, California 94928. Electronic copies of all
staff reports and documents subject to disclosure that relate to each item of business referred to on the
agenda are available for public inspection at
https://www.rpcity.org/city_hall/city_council/meeting_central. Any writings or documents subject to
disclosure that are provided to all, or a majority of all, of the members of the City Council regarding
any item on this agenda after the agenda has been distributed will be made available for inspection at
City Hall and on our website at the same time. Any writings or documents subject to disclosure that are
provided to the City Council during the meeting will be made available for public inspection during
meeting and on our website following the meeting.
CERTIFICATION OF POSTING OF AGENDA
I, Sylvia Lopez Cuevas, City Clerk, for the City of Rohnert Park, declare that the foregoing agenda was
posted and available for review on March 21, 2024, at Rohnert Park City Hall, 130 Avram Avenue,
Rohnert Park, California 94928. The agenda is also available on the City website at www.rpcity.org
Executed this 21st day of March, 2024, at Rohnert Park, California.
Sylvia Lopez Cuevas
Office of the City Clerk
CITY COUNCIL PRIORITY AREAS
Obtained Surplus Land Act Exemption for 30-acre site
Placed QR code sign at project site linked directly to City’s downtown website link
Issued Request For Qualifications to select developer(s)
Held several neighborhood meetings
Held several community events (Star Wars movie night + Flynn Creek Circus)
Hosted site visit with Metropolitan Transportation Commission (MTC) at SMART site
Allocated funds to start design plans for expansion of Public Works Corporation Yard and park space
Obtained Priority Site Designation from MTC
MAKE PROGRESS ON THE DOWNTOWN
Adopted balanced budget of $140 million to support municipal operations
Amended Memorandum of Understanding with Federated Indians of Graton Rancheria
Awarded $3.3 million in grant funding
Updated cash handling processes
Launched business license compliance initiative
Revived economic development efforts to assist with business expansions and development
PROMOTE FINANCIAL HEALTH
Allocated approximately $30 million to complete several capital projects throughout various neighborhoods
Completed 600 bacteriological samples with favorable results, no sanitary sewer overflows, and tested 100% of
approximately 1,000 backflow devices
Awarded contract to install over 10,000 smart water meters
Launched shopping cart compliance initiative
Allocated $1 million in General Funds to start design plans to improve certain City facilities as per City’s deferred
building maintenance efforts
INVEST IN INFRASTRUCTURE, MAINTENANCE + BEAUTIFICATION
Procured partnership with Petaluma People Services to operate Rohnert Park People Services
Held three out of five neighborhood district meetings to share City projects and activities
PROVIDE EQUITABLE SERVICES FOR ALL
2023 Accomplishments
Awarded $384,000 in County Measure O funds to support services for unhoused population
Approved 83 permits for new housing
Served 108 people at Labath Landing of which 41% moved into permanent housing
Continued supporting Roberts Lake Safe Sleeping Program
Submitted $160,000 grant application to support Rohnert Park People Services Center
Completed strategies to wind down Roberts Lake Safe Sleeping Program
Obtained Prohousing Designation from State of California Department of Housing and
Community Development
City’s Housing Element was certified by the State of California Department of Housing and
Community Development
HOUSING FOR ALL
Completed an amendment to consultant agreement working on General Plan to adjust scope
of work due to the expansion plans of Federated Indians of Graton Rancheria
Issued Request for Proposals for an Urban Tree Canopy Assessment and Inventory
Allocated funds to install electric vehicle charging stations at certain City facilities and purchase
Two electric vehicles and two hybrid vehicles
COMPLETE GENERAL PLAN + INTEGRATE CLIMATE CHANGE
Hired more than 50 new full-time permanent employees
Approved retention bonuses to Public Safety Dispatchers to stabilize Communications Unit
Issued employee engagement survey with 61% response rate
Implemented leadership development opportunities by funding attendance for six mid-
management level staff to Marin-Sonoma Leadership Academy
Held first health and wellness fair
Held employee appreciation event
ATTRACT + RETAIN STAFF
POLICE/COMMUNITY RELATIONS + ACCOUNTABILITY
City Attorney contracted with independent auditor
Completed independent audit review policy
Conducted community roundtable meetings
Hosted Coffee with Cop and Chat with Chief
Received accreditation for “Out to Protect” regarding LGBTQ+ population
SAFE team responded to 1,827 calls for service and provided over 250 transports
Merged Rohnert Park Animal Shelter with Community Services Department
Completed community engagement survey to update Parks and Recreation Master Plan
Held 19 community events at various City facilities free of charge
Managed more than 30 contracts with independent contractors offering recreational activities
Over 49,000 individuals participated in recreational programs or community events
Processed 23,830 sport field rental hours at 27 city fields
Processed 664 facility rental permits
Provided care to 791 animals
Provided seasonal employment opportunities to more than 60 individuals
Received volunteer work from more than 100 community members
Partnered with Cotati-Rohnert Park School District for summer camp programs to provide
opportunities for low income residents free of charge
Approved hiring of second Recreation Coordinator
MEMORABLE COMMUNITY EXPERIENCES FOR ALL
City Council Workshop
City of Rohnert Park
March 26, 2024
Rohnert Park Community Center
5401 Snyder Lane
9 am to 3:30 pm
DRAFT
CITY COUNCIL WORKSHOP / 1
Workshop Objectives
• Review and affirm roles and norms
• Establish a set of multi-year goals and three or four Council
priorities
• Review an updated operational plan
• Strengthen the team
Agenda
• Introductions
• Icebreaker
• Review Roles and Norms
• Establish High Level Goals
• Reflect on Vision, Mission, and Values
• Receive Overview of Updated Operational Plan
• Receive Information on Key Issues Being Addressed by City
Departments
• Establish Council Priorities
• Wrap-Up
CITY COUNCIL WORKSHOP / 2
Council/Staff Roles and Norms
NORMS
This discussion with the Council, City Manager, and City Attorney will cover the Council norms agreed
to in their 2021 workshop along with the roles of the Mayor, City Council, City Manager , and City
Attorney. The purpose of this discussion is to enhance the effectiveness of the Council and executives
in working together on behalf of the community.
HOW IS THE COUNCIL DOING WITH THESE NORMS?
Please go through each norm and check a corresponding box.
Norms
We are doing well
on this one
We should discuss
this one
Work on a collective Council agenda
Listen to each other
Assume good intent and nobility of purpose
Understand that each person has an equal voice and vote
Show respect to each other and to staff
Respect the different roles of the Mayor, Council, City
Manager, and staff
Meet together to have fun and build strong relationships
Ensure each Councilmember has the opportunity to fully
express their thoughts and ideas
Respect timelines and time constraints
NOTES
CITY COUNCIL WORKSHOP / 3
ROLES
Having clear roles that are adhered to is important for effective governance and efficient organization
work. Distinct roles form the context of the Council -Manager form of government. These basic roles
are:
CHECKING IN ON OUR ROLES
• At our best, what do they look like?
• What do we need to be careful not to do?
Position
At our best, the person in the position….
As we serve in the position,
we need to be careful not to…
Mayor
Council
City
Manager
City
Attorney
CITY COUNCIL WORKSHOP / 4
NOTES
BEST PRACTICE TIPS
1. Stay within your lane
2. Respect the chain of command
3. Conduct onboarding for new Councilmembers and on the Mayor’s role/responsibilities
4. Commit to regular training
5. Commit to regular communications between Councilmembers and City Manager
6. Do not publicly criticize staff
7. Contribute to the “care and feeding” of the partnership
City Manager – Council Effectiveness
1.Treat you with respect.
2.Tell you the truth. Give you the “straight scoop.”
3.Help you be effective collectively as a Council.
4.Communicate with you to keep you equally as
informed as possible.
5.Listen to you, and seek to understand you, your
role and needs.
6.Respect your Council to Council and Council to
constituent relationships.
7.Be politically astute but not political.
8.Practice the “no surprise” rule.
9.Provide options, clear analysis and
recommendations to council.
1.Respect the Council/Manager form of government.
Please do not direct staff (even informally).
2.Communicate with me, or my department heads if
I’m not available.
3.Be clear on your direction as a Council body.
4.Fix the problem not the blame – to help create a “no
blame” culture. Share your concerns only with me.
5.Be sensitive to the need to pace the organization and
to focus on priorities.
6.Use established processes to add issues and to
advance your interests.
7.Ask your questions in advance of Council meetings.
8.Practice the “no surprise” rule with me and other
staff.
City Manager’s Commitments to the Council What the City Manager Needs from the Council
CITY COUNCIL WORKSHOP / 5
LEADERSHIP TEAM DISCUSSION
1. How can the Leadership Team help the Council be most effective in their policy role?
2. How can the Council be most helpful to staff?
NOTES
CITY COUNCIL WORKSHOP / 6
The Work We Do
We will discuss how we move from a vision to implementation. We are proposing that the Council
establish a set of broad multi-year goals that will set the context for annual priorities. The following
graphic shows the various layers from aspiration to reality.
DEFINITIONS
Multi-Year Goals
• Continuing over many years
• High-level
• Ongoing operations, reflected in budgets – 90% of what the City does
Annual Council Priorities
• What Council desires the City to focus the greatest attention in the coming year
• Nothing will get in the way of these
• Should be limited to 3 or 4
• Not ongoing, regular operations; begin with an action to improve, build, etc. (not routine)
City Manager’s Operational Plan
• How the Council’s priorities will be put into practice
• Allocation of staff time and budget resources
Departments’ Work Plans
• Assignments to staff
• Interdepartmental work
From Vision to
Reality Vision, Mission, Values
Broad Multi-Year Goals
Annual Council Priorities
City Manager's Operational
Plan
Departments' Work Plans
Council Operates in the First Three
CITY COUNCIL WORKSHOP / 7
REFLECTIONS ON THE VISION, MISSION, AND VALUES
• Staff provided numerous examples of how they are demonstrating in their work the City’s
vision, mission, and values
• Leadership Team recommends retaining existing vision, mission, and values and continuing to
create awareness of them – many new staff who are only now learning about them
• Council’s feedback on vision, mission, and values
NOTES
Our Vision, Mission and Values
•Vision: Rohnert Park is a
thriving, family friendly
community that is a safe,
enjoyable place to live, work and
play.
•Mission: We care for our
residents by working together to
build a better community for
today and tomorrow.
Values:
•Integrity
•Fiscal Responsibility
•Communication
•Innovation and Creativity
•Collaboration
CITY COUNCIL WORKSHOP / 8
FEEDBACK FROM THE COUNCIL ON THE FOUR GOALS
Four Broad Goals - Proposed
Newly Stated - Reflecting a Constancy of Purpose
35
Long Term
Financial
Sustainability
Provide for long
term financial
health and
sustainability with
sufficient
resources for our
valued community
services.
Community
Quality of Life
Provide for public
safety, develop
the downtown,
address housing
and the needs of
the unhoused,
offer community
enrichment
opportunities, and
foster an overall
high quality of life.
Planning and
Infrastructure
Provide for long
range planning
and well-
maintained
infrastructure,
including facilities,
streets, parks and
utilities.
Organization
Well Being
Be an employer of
choice to attract
and retain talent,
provide for sound
internal systems
to support City
services.
CITY COUNCIL WORKSHOP / 9
Existing Council Priorities
Council established a list of nine priorities in April 2023. Three were identified as “highest.”
Priority vs. Important
Priorities
•Three or four top items for highly
focused attention and resources
•These are the things that Council
wants to see significant progress on
•Nothing else (short of an emergency)
would not get in the way of these
•Usually a start and ending point – not
ongoing operations
•Can cover several years to complete
Important Things
•Included in the multi-year Goals
•Imbedded in the budget
•Everything on the operational plan
should be feasible (resources,
time, capacity) and measurable
Not everything that is
important is a priority
CITY COUNCIL WORKSHOP / 10
LOOKING FORWARD TO FY 2024-25
In pre-retreat interviews conducted with each member of the Council, three themes emerged
regarding Council priorities, as shown in the following image.
REFINED L IST OF POTENTIAL PRIORITIES FOR DISCUSSION – BASED ON PRE -
RETREAT INPUT FROM THE COUNCIL – AND ESTABLISHING FOUR BROAD GOALS
• Make progress on the downtown
• Complete the General Plan
• Improve services for homeless population
• Improve communications with the community
• Implement the social services hub
• Invest more in infrastructure and beautification
• Address public safety concerns
• Increase our promotion of economic development and retention of small businesses
QUESTION FOR CITY COUNCIL
• What 3 or 4 priorities shall the Council establish for FY 2024-25?
NOTES
Most said the current
priorities are still relevant
(with some updating)
Strong emphasis on
making progress on the
downtown
Infrastructure was
highlighted as a priority by
several (beautification, city
facilities, other)
CITY COUNCIL WORKSHOP / 11
City Manager’s Updated Operational Plan
The City Manager’s operational plan has nine focus areas, with a series of tasks associated with
each. The City Manager’s Leadership Team, with input from other City staff, have updated the work
plan.
QUESTION FOR CITY COUNCIL:
Does the updated work plan reflect Council’s interests?
NOTES
Downtown
Financial and
organizational
health
Infrastructure and
beautification
Equitable
services to all Housing for all
Community
relationship with
public safety
Complete
General Plan /
climate change
Attract and retain
staff
Memorable
community
experiences
CITY COUNCIL WORKSHOP / 12
Wrap-Up
PLEASE SHARE ONE VALUABLE TAKEAWAY FROM TODAY.
CITY COUNCIL WORKSHOP / 13
Contact
JAN PERKINS
jperkins@raftelis.com 949.202.8870
City of
Rohnert
Park
City Council Priority Setting
Workshop
March 26, 2024
Community Center
9 am to 3:30 pm
2.A. Supplemental Item
Welcome
from Mayor
Susan
Hollingsworth
Adams
Public
Comment
Opportunity to discuss and set high level goals and several specific Council priorities for the coming year
Teamwork is our key to success
We are positioned for a great 2024
Welcome from the City Manager
4
Marcela Piedra
Individual commitment to a group effort –
that is what makes a team work, a company
work, a society work, a civilization work.
Vince Lombardi
5
Today’s
Objectives
•Affirm norms and roles
•Establish a set of multi-
year goals and 3-4 Council
priorities
•Review an updated
operational plan
•Strengthen the team
Agenda
Introductions
Icebreaker
Discuss norms and roles
Establish high level goals
Reflect on vision, mission, and values
Receive overview of updated
Operational Plan
Receive information about key issues
being addressed by City departments
Establish Council priorities
Wrap up
Suggested
Ground Rules
for Today
Listen to
understand each
other’s points of
view
Learn
something new
Assume the best in
each other
Avoid
distractions
Bike Rack
Things to discuss at
another time will be
tracked separately
Time management tool
Icebreaker
Conversation
About
Council/Staff
Norms and
Roles
2021 Norms for Working Together as a
Council
Work on a collective Council agenda
Listen to each other
Assume good intent and nobility of purpose
Understand that each person has an equal voice and vote
Show respect to each other and to staff
Respect the different roles of the Mayor, Council, City Manager, and staff
Meet together to have fun and build strong relationships
Ensure each Councilmember has the opportunity to fully express their thoughts and ideas
Respect timelines and time constraints
Adopted Council Code of Ethics: Resolution
No. 97-32 – includes Code of Conduct
•Adherence to Council
policies
•Obligation of
Councilmembers to be
informed and prepared
•Expectation of treating
colleagues and the public
with courtesy and respect
•Acting in an informed
fashion with attention to
underlying policies
•Expectation of treating
employees with fairness
and without discrimination
Citywide Governance
Every district affects the entire community
and governing is a citywide responsibility
Key Provisions of Governance Resolution
Governing on a citywide basis and ensuring decisions are made based on the needs and interests of the entire community
All members of Council will help all members of the community regardless of district
Professional management in a strong City Manager/City Council government will continue
Board/commission appointments will be made at large
Information will be shared with all members of Council
Resources will be allocated based on long-term strategic planning efforts, with citywide considerations
All Councilmembers will be invited to events and activities
Mayor will speak on behalf of the Council at events (or Vice Mayor or other Councilmembers if Mayor is not available)
How Are
We Doing
With the
Council
Norms?
Discussing
Our Norms
Leadership Team Discussion Questions
How can the Leadership Team help the Council be most effective in their policy role?
How can the Council be most helpful to the Leadership Team?
19
Stretch
Break
Having Clear Roles Helps the Work of All
Concerned
Mayor Council City Manager City Attorney
Why have distinct roles?
Context of Council-Manager form of government
Reasons for the delineation of roles
22
Basic Roles
Mayor
•Chairs Council meetings
•Represents the City at events and meetings
•Signs proclamations
•Keeps the City Manager informed about issues
Council
•Sets policy as a body, approves budget, establishes vision and goals
•Appoints City Manager and City Attorney
•Keeps in touch with the community; serves as a conduit for problem solving by referring issues to staff
City Manager
•Appoints, directs and supervises all City staff
•Recommends and implements Council policy
•Manages all City operations and organizational issues
•Offers policy advice
•Stays in touch with community concerns
City Attorney
•Provides advice to the Council on City matters
•Approves contracts, resolutions, ordinances and other legal documents
•Manages other attorneys; handles litigation
City Manager – Council Effectiveness
1.Treat you with respect.
2.Tell you the truth. Give you the “straight scoop.”
3.Help you be effective collectively as a Council.
4.Communicate with you to keep you equally as
informed as possible.
5.Listen to you, and seek to understand you, your
role and needs.
6.Respect your Council to Council and Council to
constituent relationships.
7.Be politically astute but not political.
8.Practice the “no surprise” rule.
9.Provide options, clear analysis and
recommendations to council.
1.Respect the Council/Manager form of government.
Please do not direct staff (even informally).
2.Communicate with me, or my department heads if
I’m not available.
3.Be clear on your direction as a Council body.
4.Fix the problem not the blame – to help create a “no
blame” culture. Share your concerns only with me.
5.Be sensitive to the need to pace the organization and
to focus on priorities.
6.Use established processes to add issues and to
advance your interests.
7.Ask your questions in advance of Council meetings.
8.Practice the “no surprise” rule with me and other
staff.
24
City Manager’s Commitments to the Council What the City Manager Needs from the Council
Discussing Our Roles
•At our best, the person
in this position….
•As we serve in the
position, we need to be
careful not to…..
Mayor Council
City Manager City Attorney
What clarifications may be needed on
roles or norms?
Seeking Consensus on Roles and Norms
Best Practice TIPS!
1.Stay within your lane
2.Respect the chain of command
3.Conduct onboarding for new
Councilmembers and on the
Mayor’s role/responsibilities
4.Commit to regular training
5.Commit to regular communications
between Councilmembers and
City Manager
6.Do not publicly criticize staff
7.Contribute to the “care and
feeding” of the partnership
The Work We Do
For Context: Key Accomplishments Noted
by Members of Council
•Addressing homelessness
•Project Homekey
•Improved relationship with the
Tribe
•Partnerships and collaboration
•Well -functioning City Hall
•Positive relationships among
council members
•Downtown project
•Fiscal health
•Our City Manager
•Built new homes and
developments
•Traffic relief
•Public Safety oversight, police
accountability
•Banned fireworks
•General Plan
For Context: Key Challenges Noted by
Councilmembers and Leadership Team
•Homelessness
•Building the downtown
•Staffing public safety
•Having sufficient
revenues, resources to
meet needs
•Deferred infrastructure
•Completing the General Plan
Update
•Orienting and training new
staff
•Sharing information with and
engaging the community
• Transitioning to Muni
From Vision to
Reality Vision, Mission, Values
Broad Multi-Year Goals
Annual Council Priorities
City Manager's Operational Plan
Departments' Work Plans
Council Operates in the First Three
Definitions
•Continuing over many years
•High-level
•Ongoing operations, reflected in budgets –90% of what the City does
Multi-Year Goals
•What Council desires the City to focus the greatest attention in the coming year
•Nothing will get in the way of these
•Should be limited to 3 or 4
•Not ongoing, regular operations; begin with an action to improve, build, etc. (not routine)
Annual Council Priorities
•How the Council’s priorities will be put into practice
•Allocation of staff time and budget resources
City Manager’s Operational Plan
•Assignments to staff
•Interdepartmental work
Departments’ Work Plans
Our Vision, Mission and Values
•Vision: Rohnert Park is a
thriving, family friendly
community that is a safe,
enjoyable place to live, work and
play.
•Mission: We care for our
residents by working together to
build a better community for
today and tomorrow.
Values:
•Integrity
•Fiscal Responsibility
•Communication
•Innovation and Creativity
•Collaboration
Reflecting on Our Vision, Mission, and Values
On February 28, staff provided examples of how they implement vision, mission and values
Leadership Team recommends retaining existing vision, mission and values and reinforcing them
Many new staff just now learning our vision, mission and values – consistency will be important
Staff offered many examples of how the vision, mission
and values are being implemented – samples are…..
•Providing safe and clean parks
•Affordable housing projects
•Live theater in schools
•Supporting remote work options
•Working across departments to
problem solve
•Holding community meetings
•Helping community members find
answers
•Providing quality of life programs and
events for residents
•Collaboration with community members
•Creating our online permit system
•Showing transparency
•Providing services to unhoused people
•Showing innovation in our work
•Play events for all ages
•Updating the General Plan
•Informing the community about our work
•Scanning files and making available
online for access
Lunch
Break
Four Broad Goals - Proposed
Newly Stated - Reflecting a Constancy of Purpose
37
Long Term Financial Sustainability
Provide for long term financial health and sustainability with sufficient resources for our valued community services.
Community Quality of Life
Provide for public safety, develop the downtown, address housing and the needs of the unhoused, offer community enrichment opportunities, and foster an overall high quality of life.
Planning and Infrastructure
Provide for long range planning and well-maintained infrastructure, including facilities, streets, parks and utilities.
Organization Well Being
Be an employer of choice to attract and retain talent, provide for sound internal systems to support City services.
City
Operations
Are
Imbedded
in the Four
Goals
Feedback
from
Council on
the Four
Goals
Do these reflect the core goals for the City?
“Big Rocks” Approach to
Getting Big Things Done
40
Don’t fill up the bucket with so many small rocks that there isn’t room for the big ones
Put the big rocks in first Then keep space for the unplanned, emergencies or new requirements
By Stephen Covey, 7 Habits of Highly Effective People Set priorities with this in mind
Priority vs. Important
Priorities
•Three or four top items for highly
focused attention and resources
•These are the things that Council
wants to see significant progress on
•Nothing else (short of an emergency)
would not get in the way of these
•Usually a start and ending point – not
ongoing operations
•Can cover several years to complete
Important Things
•Included in the multi-year Goals
•Imbedded in the budget
•Everything on the operational plan
should be feasible (resources,
time, capacity) and measurable
Not everything that is
important is a priority
Updated City Manager’s Operational Plan
Leadership Team has made updates
Input provided at All-Staff Workshop on February 28
Nine Focus Areas Remain – Series of Tasks
Associated with Each Area
Downtown Financial and organizational health
Infrastructure and beautification
Equitable services to all Housing for all Community relationship with public safety
Complete General Plan / climate change
Attract and retain staff
Memorable community experiences
Council Feedback
Does the
updated
Operational
Plan reflect
Council’s
interests?
City Manager
Highlights of
Departments’
Key Work Plan
Items
Presented for
Context
Departments’ Key Work Plan Items
City Clerk
•Records management (training, reducing
paper)
•Preparing for Nov. 2024 election
•Increasing candidates for boards,
commissions
Public Works
•Staff retention
•Emergency response programs within
each division
•Grant deliverable requirements
Public Safety
•Get fully staffed
•Increase staffing FTEs
•24 hour battalion chief coverage
Human Resources
•Establish Citywide risk management
program
•Establish DEI program
•Labor negotiations
•Create training manuals for Munis ERP;
conduct training
Departments’ Key Work Plan Items - continued
Development Services
•Complete the General Plan update
•Begin ordinance updates – Housing Element
•Initiate scanning of development files
•Implement 100% online plan submittals
•Provide required reports to State (General
Plan, Housing Element)
Finance
•Conduct department teambuilding
•Conduct Munis training for Finance staff,
others
•Implement Munis workflow streamlining
Community Services
•Increase participation by 25%
•Evaluate long term financial sustainability
of parks and facilities
•Develop an equity action plan
•Research feasibility of scholarship program
City Manager’s Office
•Provide project management for downtown
•Create an economic development program
•Update the City’s website
Priorities for FY
2024-25
The Four Broad
Goals Set the
Context for the Top
Priorities for the
Year
Vision, Mission, Values
Broad Multi-Year Goals
Annual Council Priorities
City Manager's Operational Plan
Departments' Work Plans
1.Long Term Financial
Sustainability
2.Community Quality of
Life
3.Planning and
Infrastructure
4.Organization Well Being
Council’s Priorities Established April 2023
Top three high-level priorities:
1. Making progress on the downtown development.
2. Continuing to promote financial and organizational health.
3. Invest in infrastructure and beautification.
Six other priorities:
4. Explore and provide equitable services and resources to all neighborhoods.
5. Continue to provide services to the unhoused.
6. Enhance the community’s relationship with Public Safety
7. Complete the General Plan
8. Attract and retain staff
9. Memorable community experiences for all
Highest
From Sept. 26, 2023 staff report
Councilmember Comments About
Priorities for the Coming Year
Most said the current priorities are still relevant (with some updating)
Strong emphasis on making progress on the downtown
Infrastructure was highlighted as a priority by several (beautification, city facilities, other)
Other Areas of Interest from Councilmembers
•Improve communications with
the community
•Implement the social services
hub
•Complete the General Plan
•Improve services for
homeless population
•Ensure financial and
organization health
•Address public safety
concerns
•Promote economic
development, retain small
businesses
Refined List of Potential Priorities for Discussion
•Make progress on the
downtown
•Complete the General Plan
•Improve services for
homeless population
•Improve communications
with the community
•Implement the social
services hub
•Invest more in infrastructure
and beautification
•Address public safety
concerns
•Increase our promotion of
economic development and
retention of small businesses
Keep in mind the 4 broad goals that will
encompass ongoing interests and
matters of importance
Establishing Council’s Top Priorities for the
Coming Year
Three or Four For Focused Attention
Setting
the City
Up for
Success
55
Focus
•Do not take staff time away from established priorities, Operational Plan and Departmental work plans
Full Council Support
•Once decisions are made, support them and the implementation involved
56
What drops off or is delayed if something new is added?
Best
Practice
Criteria
for Adding
Projects
Mid-Year
57
Emergency (natural disaster, pandemic, civil unrest)
New outside funding opportunity that is time sensitive
New multi-agency opportunity that cannot be delayed
Community safety issue that must be addressed in near term
Changes in laws or mandates
Wrap Up
58
Retreat report to
be prepared
1
Evaluation3
Closing comments2One valuable takeaway from today
Thank You!
59
Jan Perkins
jperkins@raftelis.com (949) 202-8870
Susan Healy Keene
Shealy-keene@Raftelis.com (310) 801-2353