CITY COUNCIL: 2013 City Goals

CITY OF CARMEL-BY-THE-SEA

STAFF REPORT

TO: MAYOR BURNETT AND COUNCIL MEMBERS

FROM: JASON STILWELL, CITY ADMINISTRATOR

DATE: JANUARY 8, 2013

SUBJECT: 2013 CITY GOALS

RECOMMENDATION: Consider and adopt City goals including objectives and key initiatives.

SUMMARY: The City Council sets annual goals consisting of 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. At its December 4, 2012 meeting the City Council reviewed progress toward the 2012 goals and began scoping 2013 goals. Council at the December meeting requested input on its 2013 goals from the City’s advisory commissions, interested outside
organizations, and the general public.

A January 7, 2013 workshop will provide an opportunity to discuss the potential goals and the input received. Following the workshop discussion, this January 8, 2013 regular meeting agenda item enables the City Council to adopt 2013 goals.

DISCUSSION: The proposed 2013 goals identified by the City Council build on the 2012 objectives and key initiatives. The four objectives remain the same: Community Character, Long-term Vitality, Organizational Effectiveness, and Fiscal Stability.

After the City Council’s discussion in December there are six proposed 2013 key initiatives. Specifically the 2013 key initiatives proposed are:

• Update parking management plans and studies to enable the City to consider parking policies in 2013 and potential capital improvements in 2014

• Update management workplans for Shoreline management, and Facilities inventory and use.

• Continue to pursue a replacement regional water supply and develop additional local water conservation and water supply alternatives.

• Obtain estimates of the extent to which the City’s pension assets are insufficient to cover the costs of the benefits and include side fund debts and estimated termination unfunded liabilities in the City’s financial
reports.

• Complete contract update for the effective operation of the Sunset Cultural Center.

• Update departmental workplans for Information Technology and Library.
The workshop is the day preceding this agenda item. It is anticipated the workshop will provide a forum for refining the above objectives and key initiatives, soliciting public input, and discussing other potential objectives and key initiatives.

Attachments:
Proposed 2013 Goals

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 decision-makers who have to determine where to allocate limited taxpayer resources.

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 Initiatives in next 12 months

• Update parking management plans and studies to enable the City to consider parking policies in 2013 and potential capital improvements in 2014
• Update management workplans for Shoreline management, and Facilities inventory and use.
• Continue to pursue a replacement regional water supply and develop additional local water conservation and water supply alternatives.
• Obtain estimates of the extent to which the City’s pension assets are insufficient to cover the costs of the benefits and include side fund debts and estimated termination unfunded liabilities in the City’s financial reports.
• Complete contract update for the effective operation of the Sunset Cultural Center.
• Update departmental workplans for Information Technology and Library.