Date: December 4, 2012
Prepared by: Jason Stilwell
City Council
Agenda Item Summary
Name: Review of 2012 City goals and key projects and discuss 2013 goals and key projects
Description: The City Council sets annual goals that drive the objectives and key projects for the calendar year. This item reviews the progress on the ten key projects during 2012 and identifies nine proposed projects for 2013, including the continuation of six projects from 2012 and the additional of three new projects.
Overall Cost: City Funds: N/ A
Grant Funds: N/ A
Staff Recommendation: Review and discuss City objectives, goals and key projects.
Important Considerations: Identification of key projects assists City staff in implementing City Council goals pertaining to community character, long-term vitality, organizational effectiveness and fiscal stability.
Decision Record: None
Reviewed by:
Jason Stilwell, City Admimstrator Date
CITY OF CARMEL-BY-THE-SEA
STAFF REPORT
FROM: JASON STILWELL, CITY ADMINISTRATOR
DATE: DECEMBER 4, 2012
SUBJECT: REVIEW 2012 CITY GOALS AND KEY INITIATIVES AND DISCUSS 2013 GOALS AND KEY INITIATIVES
RECOMMENDATION: Review and discuss city objectives, goals, and key initiatives. Adoption of the annual 2013 goals, objectives, and key initiatives is scheduled for the January 8, 2013 City Council meeting.
DISCUSSION: The City Council sets annual goals that drive the objectives and key initiatives for the calendar year. These in turn inform the staff’s performance goals, the budget development process, and major projects of focus for the upcoming year. Establishing City Council goals is the paramount first step in the City’s policy planning and management system.
The City Council adopted the 2012 goals on January 10, 2012. They include four enduring objectives and ten key initiatives. The adopted 2012 goals are attached to this staff report.
The City made great strides in the objectives and key initiatives during 2012. The objectives remain a key focus of the organization and all ten key initiatives were undertaken with nine of the ten significantly progressing or having been completed.
2012 Key Initiative Status Summary
1 Water Supply In-Progress
2 Organizational Structure Substantial completion
3 Financial forecast Complete in 2012 and ongoing
4 Revenue analysis Complete in 2012 and ongoing
5 CalPERS Committee Recs. Complete in 2012 and ongoing
6 Shared Services In-Progress
7 Forest Theater In-Progress
8 Fire and ambulance transitions Complete in 2012 and ongoing
9 Santa Lucia Restrooms In-Progress
10 Storm Water runoff In-Progress
The proposed 2013 goals build on the 2012 objectives and key initiatives. The four objectives remain the same: Community Character, Long-term Vitality, Organizational Effectiveness, and Fiscal Stability. They have evolved to reflect the 2013 community and organizational status and needs.
There are eight proposed 2013 key initiatives. Five are key initiatives ongoing from 2012; these are water supply, CalPERS Committee recommendations, shared services, Forest Theater, and Santa Lucia Restrooms. Three are new key initiatives for 2013; they include parking management, updating certain departmental workplans, and Flanders mansion.
Specifically the 2013 key initiatives proposed are:
• Work with the City and regional partners to cooperate on assuring a viable long-term water supply.
• Update parking management plans and studies to enable the City to consider parking policies in 2013 and potential capital improvements in 2014
• Update departmental strategic workplans for Information Technology, Library, Marketing, Shoreline management, and Facilities.
• Continue implementing CalPERS Committee recommendations.
• While maintaining core competencies, continue to explore options for outsourcing and/or shared services.
• Develop funding options for phase one renovation of the Forest Theater.
• Resolve the Flanders Mansion long-term use issues.
• Complete contract for the effective operation of the Sunset Cultural Center.
• Complete the design of the Santa Lucia Restroom and seek construction funding.
2012 Key Initiatives not proposed for 2013
Organizational Structure
Financial forecast
Revenue analysis
Fire and ambulance transitions
Storm water capture
2012 Key Initiatives proposed in 2013
Water Supply
CalPERS Committee Recs.
Shared Services
Forest Theater
Santa Lucia Restrooms
2013 newly proposed Key Initiatives
Parking Management
Department workplans
Flanders
Sunset Contract
Attachments:
2012 Adopted Goals
Status of 2012 Goals
Proposed 2013 Goals
Carmel-by-the-Sea Policy Planning and Management System
City Administrator 2012 Goals Adopted by City Council January 10, 2012
The structure of the City Administrator goals for 2012 focus on four objectives followed by actionable key projects deriving from one or more of the Council objectives.
• Community Character
• Long-term Vitality
• Organizational Effectiveness
• Fiscal Stability
Community Character
• Preserve the community’s beach, park, public space, and forest assets by having thoughtful policies, public dialogue, and active partnerships with community groups and strategic partners.
• Preserve and maintain village character in Carmel through clear land use policies, appropriate zoning regulations, detailed design guidelines, and equitable and consistent code compliance.
• Promote community cleanliness to protect, conserve and enhance the unique natural beauty and resources of the village.
Long-term Vitality
• Examine new revenue sources to support services to the community.
• Focus on marketing the community as a destination for overnight visitors, boutique conferences, and ecotourism.
• Assume a leadership role in developing a long-term solution to the region’s water supply.
Organizational Effectiveness
• Enhance organizational performance through implementing a structure that is responsive to meeting internal operational needs and objectives and the delivery of high-quality customer service.
• Focus on accountability, efficiency and quality customer service through the
individual performance of employees. Connecting their work to the business and
strategy of the organization and create a performance process that will ensure and
promote the goals of the organization.
Fiscal Stability
• Pay attention to the financial trade-offs involved in analyzing business decisions
whether strategic, operational, or financial.
• Promote efficiency through an organizational culture that identifies and implements
process improvements and strives to develop more efficient methods of providing
service and utilizing taxpayer dollars.
• Routinely compare costs and effects to assess the extent to which a service delivery
decision can be regarded as providing value for money. This informs decisionmakers
who have to determine where to allocate limited taxpayer resources.
55
The following key projects derive from the four organizational objectives above. These
projects have a beginning and an end and are designed to be completed or substantial
progress made during 2012. Key Projects in next twelve months
• Work with the City and regional partners to cooperate on assuring a viable long-term
water supply.
• Implement an organizational structure that strengthens the management/leadership of
the City to achieve accountability, efficiency and strong customer focus.
• Complete a financial forecast identifying the longer-term trends of the City’s revenues,
expenditures and liabilities. Evaluate paid parking, a sales tax rate increase, and a TOT rate
increase as sources for additional revenue.
• Examine long-term trends of key revenue sources and recommend a range of possible
action including a TOT Incentive Program.
• Begin implementing CalPERS Committee recommendations.
• While maintaining core competencies, continue to explore options for outsourcing and/or
shared services.
• Develop funding options for phase one renovation of the Forest Theater.
• Work to ensure seamless service to residents continues during the fire and ambulance
transitions.
• Complete the design of the Santa Lucia Restroom and seek construction funding.
• Explore water capture, filter and reuse of storm water runoff outflows.
56
Status of 2012 Key Projects
Work with the City and regional partners to cooperate on assuring a viable longterm
water supply.
Status: Peninsula cities jointly created the Monterey Peninsula Regional
Water Authority to promote timely development of water projects, to cooperate
with other agencies and California-American Water while not duplicating or
replacing their missions, and to provide a means for representation in the
governance of the Authority that is directly accountable to the residents and
businesses receiving a water supply from the replacement and replenishment
water projects at a reasonable cost to sufficiently meet the water needs of city
and county general plans. The City provided start-up staffing to the Authority
during the first part of 2012. California-American Water has proposed the
Monterey Peninsula Water Supply Project currently under review by the
California Public Utilities Commission. The project consists of a desalination
plant, ground water replacement, and aquifer storage and retrieval.
Implement an organizational structure that strengthens the
management/leadership of the City to achieve accountability, efficiency and
strong customer focus.
Status: The City Council adopted the Fiscal Year 2012-2013 budget and
operating plan that establishes an updated organizational structure. The City has
implemented a Policy Planning and Management System to manage operations
and processes within the organizational structure; this system utilizes a systems
approach to manage activities in alignment with the City Council’s adopted
objectives, key projects, and policy plans. The system is predicated on core
standards of an engaged workforce that include 1) quality service, 2)
accountability, 3) efficiency, and 4) customer orientation.
Complete a financial forecast identifying the longer-term trends of the City’s
revenues, expenditures and liabilities. Evaluate paid parking, a sales tax rate
increase, and a TOT rate increase as sources for additional revenue.
Status: A five-year financial forecast was presented to the City Council on
March 20, 2012 and updated and included in the Fiscal Year 2012-2013 adopted
budget and operating plan. As part of the budget adoption process, the City
Council utilized the forecast data to examine revenue alternatives that would
provide a sustainable level of service into the future. The City Council adopted a
Service Level Sustainability Plan on June 12, 2012 that included three
components: 1) an adopted balanced budget but one that utilizes reserves for
ongoing operations, 2) establishment of a hospitality improvement district as a key component of the City’s economic development strategy to encourage overnight visitors, and 3) a November 2012 ballot initiative adopted by voters approving a temporary sales tax increase to meet the City’s infrastructure
maintenance and quality of life needs. Examine long-term trends of key revenue sources and recommend a range of possible action including a TOT Incentive Program.
Status: The City Council actively examined revenue trends in advance of
its adoption of the Fiscal Year 2012-2013 budget and operating plan. The data is
included in an updated and revised operating plan and budget document.
Section A of the budget book includes the financial forecast and revenue
assumptions, Section B includes business and revenue generating statistics.
Section C includes summary schedules of revenue and expenditures. A key chart,
included on page B-6 of the adopted budget book, shows the revenue trend of
the City’s three primary revenues for a period from 1980-1981 through the
forecast period of 2016-2017. The chart demonstrates the slower growth rate of
sales tax revenue relative to property tax and transient occupancy tax revenues;
this divergence was discussed by the City Council in its adoption of an increase in
the sales tax rate as a component of the Service Level Sustainability Plan. A TOT
Incentive Program requires additional research to devise a policy solution that
will specifically target the projects that will best leverage the use of public funds
for private capital improvements. However, the City Council continued its focus
on the economic vitality of the Village’s inns with the creation of the hospitality
improvement district.
Begin implementing CalPERS Committee recommendations.
Status: The Carmel CalPERS Pension Committee completed its report and
submitted it to the City Council on September 27, 2011. The report includes four
recommendations: 1) pay the side fund debt, 2) pass a non-binding resolution to
terminate the CalPERS pension plans, 3) include side fund debts and estimated
termination unfunded liabilities in the City financial reports, and 4) provide
substantially lower defined benefits for new employees. Recommendation #1 is
scheduled to be implemented in mid-November 2012. The City Council
determined not to act on the specific steps in Recommendation #2 but did direct
staff to proceed with the goal of that recommendation of obtaining an accurate
actuarial valuation of the City’s pension obligations. Recommendation #3 is being
implemented with reporting included in the revised budget book document (see
for example page C-8); the Governmental Accounting Standards Board came to a
similar conclusion and is now requiring such reporting as the primary component
of its GASB 68 statement. The City Council took a large step in implementing
58
Recommendation #4 with its adoption and implementation of a second
retirement tier in April 2012.
While maintaining core competencies, continue to explore options for
outsourcing and/or shared services.
Status: This is an ongoing effort and a strategic aspect for the City to meet
its future service level responsibilities given current and future fiscal constraint.
The City Council, during 2012, entered into an agreement with the City of
Monterey to provide ambulance operations management. The City Council, also
in 2012, approved a vehicle maintenance agreement with the City of Monterey
for fleet maintenance. Staff continues to explore sharing additional back room
operations. Equipment sharing with neighboring cities and law enforcement
sharing with the City of Pacific Grove is ongoing. Most recently the City Council
approved additional funding for code compliance as part of its adoption of the
Fiscal Year 2012-2013 budget; the code compliance staff brought onboard is an
individual who splits code compliance activities between the City of Monterey
and the City of Carmel-by-the-Sea.
Develop funding options for phase one renovation of the Forest Theater.
Status: City staff has applied for three grants for an initial renovation
phase of the Forest Theater. The goal is to identify available funding that can be
used as leverage for fundraising and funding for planning of a renovation project.
The renovation project will need to be identified through a community process
and its completion is dependent on funding. A Forest Theater Renovation project
is identified in the March 20, 2012 Capital Improvement Plan but the project
remains unfunded.
Work to ensure seamless service to residents continues during the fire and
ambulance transitions.
Status: The fire and ambulance services the City provides are improved
since January 1, 2012. Fire service staffing is being provided by contract with the
City of Monterey. Ambulance staffing is being provided by the City of Carmel-bythe-
Sea after the dissolution of the Carmel Regional Fire Ambulance Authority.
The downtown fire station remains fully staffed with high quality equipment and
vehicle apparatus. Fire and ambulance response times remain at low historic
levels as demonstrated in the monthly reports provided to the City Council.
Operation management is professional with coordination further strengthened
and integrated into the City’s management structure and systems with the filling
of the position of Public Safety Director.
59
Complete the design of the Santa Lucia Restroom and seek construction funding.
Status: The restroom design has been a transparent and community
involved process that continues to lead to design refinement. The latest iteration
was approved by the Planning Commission in November 2012 and is scheduled to
come before the City Council in January 2013. The design, as a result of a public
process, is smaller, appropriate for the site location, high quality, and in
accordance with the needs of users, neighbors, and residents. Funding is being
pursued for the construction phase of the project. The City has pursued two
grants for the construction phase of the project and is outreaching to the
community for donor support.
Explore water capture, filter and reuse of storm water runoff outflows.
Status: This is an ongoing focus of community and capital planning as the
community faces water supply uncertainty and seeks to efficiently utilize local
water supplies and available sources. In addition, State storm water run-off
mandates encourage the City to manage flows. The completion of the water
supply tank project at the Del Mar parking lot doubled the City's capacity of
capturing and reusing spring water. The water is used for irrigation along the
Scenic bluffs, tree watering throughout the village, sidewalk cleaning, street
sweeping, and fire suppression and emergencies. The City is reducing and
diverting storm water run-off from reaching the beach. The City installed
bulkheads in many of the storm water outfalls. The dry weather flows are
minimal enough that they will collect in the storm drain behind the bulkhead
during dry weather months. The Ocean Avenue outfall has flows that exceed the
ability to use a bulkhead so the City is laying a percolation pipe for approximately
one hundred feet along the dunes (south of the Del Mar parking area) that will
allow the water to filter into the sand. Next the City will be installing a few other
very small percolation beds that will allow runoff to filter into the hill side along
Scenic Drive.
60
Proposed 2013 goals
The structure of the City goals for 2013 focus on four enduring objectives followed by
actionable key initiatives deriving from one or more of the objectives.
• Community Character
• Long-term Vitality
• Organizational Effectiveness
• Fiscal Stability
Community Character
• Preserve the community’s beach, park, public space, and forest assets by having
thoughtful policies, public dialogue, and active partnerships with community groups
and strategic partners.
• Preserve and maintain village character in Carmel through clear land use policies,
appropriate zoning regulations, detailed design guidelines, and equitable and
consistent code compliance.
• Promote community cleanliness to protect, conserve and enhance the unique
natural beauty and resources of the Village.
Long-term Vitality
• Effectively manage revenue sources to support services to the community.
• Focus on marketing the community as a destination for overnight visitors, boutique
conferences, and ecotourism.
• Maintain a leadership role in developing a long-term solution to the region’s water
supply.
Organizational Effectiveness
• Direct organizational performance through a structure that is responsive to meeting
internal operational needs and objectives and the delivery of high-quality customer
service.
• Focus on accountability, efficiency and quality customer service through the
individual performance of employees; connecting their work to the business and
strategy of the organization and creating a performance process that will ensure and
promote the goals of the organization.
Fiscal Stability
• Pay attention to the financial trade-offs involved in analyzing business decisions
whether strategic, operational, or financial.
• Promote efficiency through an organizational culture that identifies and implements
process improvements and strives to develop more efficient methods of providing
service and utilizing taxpayer dollars.
• Routinely compare costs and effects to assess the extent to which a service delivery
decision can be regarded as providing value for money. This informs decisionmakers
who have to determine where to allocate limited taxpayer resources.
61
The following key initiatives derive from the four organizational objectives above. These
initiatives have a beginning and an end and are designed to be completed or substantial
progress made during 2013.
Key Projects in next twelve months
• Work with the City and regional partners to cooperate on assuring a viable long-term
water supply.
• Update parking management plans and studies to enable the City to consider parking
policies in 2013 and potential capital improvements in 2014
• Update departmental strategic workplans for Information Technology, Library, Marketing,
and Facility Use.
• Continue implementing CalPERS Committee recommendations.
• While maintaining core competencies, continue to explore options for outsourcing and/or
shared services.
• Develop funding options for phase one renovation of the Forest Theater.
• Resolve the Flanders Mansion long-term use issues.
• Complete a contract for the effective operation of the Sunset Cultural Center.
• Complete the design of the Santa Lucia Restroom and seek construction funding.
62
63
Carmel by-the-Sea Policy Planning and Management System
OBJECTIVES 2012 KEY PROJECTS POUCYPLANS
Community Character Water Supply Openltq Plan
Implement organizational structure Olpltallmprovement Plan
Long-term Vitality Complete financial forecast Human Resource Plan
Examine/Recommend revenue
Organizational Effectiveness Implement CaiPERS Cmte. Recs.
lnfonnatlon Tech stmes1c Plan
General Plan and lis elemeJIIS
Fiscal Stability
Explore shared services
Funding options for Forest Theater
Fire & Ambulance transitions
Design Scenic Road restroom
Explore storm water reuse
MANAGEMENT SYSTEM
Eoo Devo ll MartetbJt Plan
em~ncyO~nPian
Departmental Plans
Performance measures
Operations Review Meetings
Project Reporting System
Employee and contract reviews
Effective communication
Professional ethics
Delegated responsibility
Policy formulation
Continuous learning
Integrated support services
CORE STANDARDS OF ENGAGED WORKFORCE
Quality Service
Accountability
Efficiency
Customer Orientation
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