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HomeMy WebLinkAbout1994-03-08 - AGENDA REPORTS - DRAFT 1994 1997 STRATEGIC PLAN (2)AGENDA REPORT City M Item to George NEW BUSINESS DATE: March 8, 1994 SUBJECT: Draft 1994 - 1997 Strategic Plan DEPARTMENT: City Manager BACKGROUND by: Approval In November of 1993, City staff met to develop its second strategic plan, the first plan having been accomplished. The strategic plan is one of the key management tools City staff uses to measure progress and accomplishments of priorities and objectives as established by the Council. The first plan covered a three year planning period from 1988 to 1992. Some examples of what was accomplished in the first plan are: the improvement of traffic conditions (from the quick fix plan to Soledad and San Fernando widening); purchase of the City Hall building and the Corporate Yard; the development of existing parks, as well as the acquisition and construction of new parks and trails; developing aggressive solid waste disposal alternatives and curbside recycling programs; improving air quality; a Municipal Report that goes to every resident; beautification of the community's landscape; a general plan; regional mall; cultural arts, as well as a new transit system. The above accomplishments are just a few examples of what it is now taken for granted as just a part of everyday life in Santa Clarita. However, these items were all in the City's first strategic plan. Attached is the 1994-1997 draft strategic plan for your review and comment. It contains 26 items which range from an aggressive economic development program to developing an infrastructure and financial master plan. It is our desire that the action items in this plan will also be taken for granted as everyday life in Santa Clarita. RECOMMENDATION Receive and file. DEL/agnstrat City of Santa Clarita Strategic Plan 1994-1997 "Take the best and make it better. " Introduction A strategic plan workshop was conducted by Gary Brown. The development and logistics of the workshop were carried out by Ken Pulskamp, Assistant City Manager; Jeff Kohn, Deputy City Manager, Public Works; Lynn Harris, Deputy City Manager, Community Development; Terri Maus, Administrative Assistant; Amelia Hutchinson, Administrative Assistant; and Dennis Luppens, Administrative Assistant. This was a City-wide strategic plan, encompassing all departments, and participants were the management staff from those departments. These participants were:. George Caravalho, City Manager; Ken Pulskamp, Assistant City Manager; Cecilia Burda, Special Projects Manager; Carolynn Deller, Information Resources Manager; Gail Foy, Public Information Officer; Dennis Luppens, Administrative Assistant; Michael Murphy; Intergovernmental Relations Officer; Jenny Roney, Personnel Manager; Donna Grindey, City Clerk; Steve Stark, Finance Director; Barbara Boswell, Accountant; Jeff Kohn, Deputy City Manager, Public Works; Hazel Joanes, Associate Civil Engineer; Jesse Juarros, General Services Manager; Ron Kilcoyne, Transit Manager; Terri Maus, Administrative Assistant; Dennis Welch, Street Supervisor; Lynn M. Harris, Deputy City Manager, Community Development; Mike Haviland, Marketing Economic Development Manager; Rich Henderson, City Planner; Amelia Hutchinson, Administrative Assistant; Tony Nisich, City Engineer; Ruben Barrera, Building Official; Rick Putnam, Director, Parks, Recreation and Community Services; Raquel Garcia, Administrative Assistant; Vyto Adomaitis, CDBG Coordinator; John Danielson, Parks Superintendent; Mary Dixon,. Lieutenant, SCV Sheriffs Station; and Gary Nelson, Assistant Fire Chief, L.A. County Fire Department. Also participating in the creation of the strategic plan were: Manuel Flores, Groundskeeper I; Bahman Janka, City Traffic Engineer; Adele Macpherson, Emergency Preparedness Coordinator, Kevin Tonoian, Administrative Analyst; and Sandy Walrath; Executive Secretary. These 5 were chosen by City employees to represent their perspective in creating the City's next strategic plan. The 2 -day strategic planning was preceded by one day of organizational development. It is generally felt that as a whole, the City had hit a plateau or decision point, and the question begged, "Where do we go next? Do we stay where we are? Do we go down, or do we go up?" The organizational development meeting on November 17, 1993, was conducted by Dick DeLong, who helped the City staff work through this issue and set a new strategic management plan in order to continue innovation and sense of purpose. The development meeting was designed to assist the group to involve creativity, bring our sense of history, commitment, technology and community support in creating the next strategic plan. It was agreed that we do practice strategic management to realize our vision. It was discussed that we have 4 choices ahead of us in creating our strategic plan and future. We could: 1) prevent the future; 2) adapt to the future; 3) predict and prepare the future; and 4) invent the future. All agreed that our goal with this strategic plan is to invent our future. To summarize the introduction, it was thought that the last strategic plan, 1989-1992, was highly successful and focused the City's direction, accomplishing 99% of that plan's goals. It is believed that this strategic plan process encompassed the feeling that we want to take the best and make it better. i . Section I - State of the Organization (Current) To begin the planning process, a list of issues that currently concern the City, external and internal, was compiled. This list was used as a check list to assure that all issues currently of concern to the City were addressed by the action plan. The following current issues were identified; they are not in priority order: • Employee training (technical, leadership and communication). • Staff development, retention, enhancement and professional growth. • Maintenance of infrastructure and facilities. • Community identification. • Expansion of services. • New functions. • Diminishing resources (financial). • Slowing job/career advancement opportunities, e.g. "success without promotion." • Promotion of growth for economic development. • Sustainability (environmental protection). • Future growth patterns for transportation application. • Social/ community services. • Resource allocation/priorities. • Competition for grants. • Role of government -- less vs. more. • Loss of services (less grant dollars). • Inadequate technology. • New regulations (building services). • Create self-help partnerships with community. • At -risk kids (lack of specific programs/involvement). • Negativity among staff (morale). • Cultural diversity (language). • Services for seniors. • Identification of resources (funding). • Intercommunication and coordination between/among departments. • Lack of trust in government. • Unfunded mandates. • Replacement funds. • Equipment infrastructure. • Gang activity, emerging poverty areas and housing deterioration. • Fear in society, increasing crime and lost traditional family values. • Media/communication into and out of the community: • Law enforcement resource allocation. • Demand management. • Review/evaluate existing use of resources. • Graffiti and funding of programs. • Partnershipping (public and private). • Volunteer (burnout). • Assessment of facility needs and growth of transit, parks and maintenance. • School issues impact on government, child care and recreation. • Slum prevention. • Growth outside the City. • Education of public on role of City government. • Geographical expansion analysis. • Cost of business and workload. • Increased competition for scarce resources. • Compete for each other with resources. • Recycling and responsibility for our actions -- "Walk the talk" • Role of departments. • Lack of internal trust (perception). • Increased bond with contract services. • Distribution of workload/ organizational expectation (the justice is out of balance)., Section II - Planning Period The planning period is the segment of time when the organization determines a logical time frame on which to focus and within which, to some degree of certainty, one can predict what may take place. There was vigorous discussion regarding the time period on which the plan should focus. Options considered were 5 years, 3 years and 2 years. It was discussed that many of the projects and tasks we will face over the next years could take as long as 5 years and could be completed in as short a time as l year. There was concern on the longer range 5 -year type projects of not being able to complete them within a shorter time period. A vote was taken and it was determined that a 3 -year planning period, from 1994 through 1997, would be utilized. Section III - Assessment of External Conditions In this section, the objective is to list our service population, regulators, competitors, resource providers and the trends or direction these elements are going. Who are those in our service population and what are the trends associated with them? Population 'Trends • Citizens More diverse; more demanding; more willing to be involved; growing population; larger teen and elderly population; less pre-school. • Other departments More demanding; competition; creeping parochialism; more history and knowledge of each other; doing more with less; identities have changed; not "new" . anymore; questioning philosophy; demands getting more sophisticated; more training time to learn technology. • Seniors There will be more of them and they will be older; they will be working longer more educated and more demanding; volunteerism will increase. • Developers Currently, the projects are smaller, there are less of them and those that are around are getting ready for the new boom; they are starting to process projects.. • Ethnic groups Expanding, more diverse; more vocal and organized; demand separate identity with a trend towards multi-culturalism. • Pre-school Population growth is slower; still need affordable pre-schools. • Teens Becoming more involved; more of them are becoming "at -risk;" graffiti is coming from this group; the group numbers are growing they are becoming more adventurous; they have more money; they are mobile. • At -risk kids There are more of them; they are..coming from single -parent families; they are more violent than in the past, but more programs are being developed. • Environmentalists There is more regulation and there is opposition from the business community to this regulation; environmentalism is becoming more mainstream; they are heavily involved in schools and in the media. • City Council and They know their roles better; they want more Commissions involvement in policy. development; they are more realistic _y • Business group They want less government intervention and more incentives and assistance. • Sheriff's Department They are becoming more expensive with regard to the SCV station; increased movement; promotions are moving people up and out; there is frustration on their part to do more with less; a feeling of more isolation from City staff. • Fire Department More expensive; unions are raising the cost; training costs are going up; more volunteerism. • Homosexuals They want more service; they are more open and visible. • Homeless' There are more of them; need more shelters; there are more homeless families; if the economy improves, the homeless situation should improve. • Chambers of Commerce They are working together better; the SCV Chamber is dominating. • Valencia Industrial Gaining strength, visibility and credibility; they are Association becoming more powerful. • East Newhall The population is becoming more involved and active; they are open to partnerships. • Civic groups There are more of them; they are partnershipping to create more influence. • Tourists The City and business are trying to attract them, but currently they have less to spend. • Large employers Seems to be that they are leaving California, however, more are coming to the SCV; large corporations are down -sizing. • Small business They are hurting economically; there is a high turnover; they are complaining of not enough service from the City. • Film industry They are strong; they are increasing their filming activities within the City; there are more facilities within the City, howe6er, citizen complaints about location filming are increasing. • Large sales tax New ones are coming in and want services, generators incentives and recognition from the City. • Jurisdictions There is increased competition for these large sales tax generators from many jurisdictions. • Volunteers Less of them; more of them are needed. • Press media They too have stretched resources; they seem to be printing what we give them; less investigative reporting; more positive stories; less watchdog -type reporting. • Trail/Outdoor More of them; they are becoming more vocal. recreators • Transit users School kids are using the transit system; there is more visibility of Metrolink; more demands on the transit system from the users. • Schools There are new schools and they will want more crossing guards, signals and bus services; there will be a challenge with communication. • Higher education and They are over -crowded; they seem to want to use Colleges our information resources; they are providing an employment base for internships to the City. Who are our regulators and what are the trends associated with them?' Regulators� Trends • State No money; taking City resources; less regulation, but when they do pass regulation and mandates, no funds follow to the local governments who are responsible for their implementation. • County No money; they are" pushing regulatory functions onto the City. • Federal government No money; they are pushing regulation onto the States; they are asking for more training standards. • SCAG They are doing more regional planning, with a regulation emphasis. • AQMDMore regulation; more emphasis on working with business. • Corps of Engineers Lots of red tape. • Forest Service Budget problems; new leadership; more environmental emphasis; less recreational campgrounds. • LAFCO New leadership, but the future trend is unknown at this time. • MTA More standards; performance measures; independent policing. • Castaic Lake Water Regulation of use is on their site. Agency • L.A. County Flood More environmental emphasis; implementation of or Control regulating the MPDGS. • Fire Department Becoming more reasonable. • Building and Safety Higher standards; rating emphasis; training • City Council Trend is changing and is dynamic. • Health Department Less regulation; fewer employees; dpwn-sizing the organization due to budget concerns. • Sanitation Districts Becoming more cooperative; developing higher standards; more expensive. • Courts Broadening their role in policy-making; transferring responsibilities to the cities, i.e., traffic parking citations; more conservative; judgements are turning in favor of cities or exposure from high monetary awards from the cities are lessening. • CAL EPA More regulations and enforcement.: • OSHA Stronger guidelines and enforcement; moving into operations; developing higher penalties. • Risk Managers More control; more emphasis on limiting risk; more cautious; increased liability costs as partnerships with private groups and individuals increase. Who are our competitors and what are the trends associated with them? Competitors Trends • Cities We are competing for jobs, funds and business; citizens are leaving and migrating to better lifestyles and cities in different parts of the country or within the state. • Federal/State/Local More regulatory control; adversarial roles are being governments developed and regionalism is the outcome. • Private sector Competing for the same dollars and for control of land use; questioning whether in-house services or contract services are best for our organization; the public's use of the private sector services over government services; privatization of traditional government services. • New governments Want more control; interfere with local control; (regional, super- competition for power among them; more of them,- regional, hem;regional, COGS) bureaucracy and regulation is increasing; but this does provide new opportunities as well. • Non -profits Duplication of services; becoming more professional and structured;. increased competition among them and ourselves; more mediation by the City; becoming a strong lobbying group. • Transit agencies Competing for federal, state and county transit dollars. • International Competition is up, be tween.`governments; more major employees have�greater options to go to other countries; increased.. need for assistance in other countries; more cultural influence and diversity are being encouraged. • Other states Partnerships; competing for rail haul, high-speed rail and other large projects; states are competing with one another to employ large corporations or industries to their states. • County of Los Taking more of our dollars; the impact of Angeles development of the City is increasing; increasing is the impact for service; the formation of other cities within the County; cities within the County competing for businesses; County limits our competition and ability; loss of City opportunities. • The Newhall Land & Development is up outside of the City; increased Farming Company cooperation; increased relations with the County of Los Angeles. Who are our resource providers and what are the trends associated with them? Resource Providers Trends • Social service agencies Less funding demand on the City; can utilize money (non-profit) more efficiently; change in needs for support; increased need for partnerships and facilitation. • State More regulation and fewer dollars; unfunded mandates; more impact on our services; more politics and less policy coming from Sacramento; pushing formerly State programs down to local government. • Federal Unfunded mandates; do less with more; more confusion; more politics; less policy; increased money from the federal government; courts are having a larger influence on policy through their judgements; funds which are available are in more restricted capacities; service realignment going on. • MTA Fewer dollars; more competition for the dollars and service with the federal government; more intrusive in the conditions and audits to the City. • Volunteer They are younger, smarter, specialized and changing in attitudes; increased reliance on them; more legislation is helping volunteers; more of them. • Special districts Don't want to partnership; will be more of them; seem to be a wave of the future for taxing and funding reasons; extensive use and expansion of them. • Developers More resistant to fees; focusing on a more intensive need to recoup losses from the recession; more partnerships will be on the horizon; increased demand on them for donations from non-profit and the public sector, but because of the recent slowdown in 'development, the funding from development is down. • Citizens Their expectation, as well as their involvement and sense of ownership, is on the increase; their expectations are diverse, demanding and there is an inherent distrust of government; less will to pay for services; seems to be less parochialism among the citizen groups, however, there is an increased level of fear from crime. • Citizen's sales tax, More DUPPIES (disenfranchised, urban property tax and professionals). user fees • Franchises (cable and More regulation; less revenue coming to the City trash) from them; increased fees upon their users; more demands from the franchise groups; public satisfaction with the franchise groups is down. • Utilities Revenues are up; more dollars to the City; more activism on the part of residents towards utilities. • Local business Increased partnerships; and need for incentives; more (corporations and of them in a survival mode rather than a growth small business) mode; although there seems to be an increased need for corporate sponsorships for non -profits and public organizations, donations are down. • Homeowners' Becoming more active and demanding; increasing in associations numbers; within their demands, they would like the City to take better care of them. • LAFCO More of the same? • County of Los Do less with more; their service to the area will Angeles decrease; seem to be in the mode of turning over services and facilities and this corresponds to a transfer of liability upon the City. • School districts Relying more upon the City for services in all areas, but they do not want to give up control in exchange for the increased service; less responsibility for students traveling to and from the campuses; attendants dollars are up; branch out for funds; new responsibilities and creativity in looking for funds, rather than just relying on attendance dollars; study of consolidation of districts within the City. • Joint Powers The risk of liability exposure will increase as the City Authority becomes more involved in partnerships. • Tourists Tourism is up; dollars are up. • Film industry Filming is increasing, as well as the dollars that come from filming. Section IV - Vision of the Future Having previously identified the current issues facing the organization, and explored those groups, people, and agencies that influence the community and the trends regarding them over the 3 -year planning period, the next step in the strategic planning process is to project what the City might look like at the end of our planning period in 1997. It would serve as a means to determine if we will be ready and able to provide services to an ever-changing community, as well as further identify what the emerging issues and constraints are under which we will have to operate. Often in establishing a future scenario, one will portray the best and the worst cases.. For this, our purposes, we identified the best case, the worst case, and a reahstirglimpse of what we think our local government will be like in 1997. Worst Case Scenario • So many demands, we can't handle them. • Loss of grants and funds. • More employee problems (lower morale). • Creation of employee unions. • Crime takes over. • Loss of trust from the community and Council. • Reduction in quality of services.. • Reputation suffers. • High turnover. • Become "like the County" in eyes of citizens. • Lose Council support and trust. • No maintenance of equipment or infrastructure. • Increased economic development outside of the City.. • Transit buses are not maintained, break down and new ones are not purchased. • AB 939 penalties assessed upon City. • Deterioration of public safety programs. • Newhall plan put on shelf and not implemented. • Gang activities increase. • Lack of ongoing revenues. • Elimination of parks and recreation. • Low rating as a safe city. • Balkinization of our communities. • Trash haulers out of business. • Less desirable land uses. • Adult book stores/check cashing -type of businesses are established. • Employee layoffs. • The "big one" earthquake and emergency plan doesn't work, with inability to recover from the disaster. • Landfill located outside of City and City gets no revenue from it. • Traffic on local streets increases, no east -west corridor is constructed and local traffic backs up to freeway's off -ramps and on -ramps. • Loss of affordable housing. • Loss or no addition of City facilities. • Increased gangs and vandalism. • Council becomes antagonistic and at odds with another and staff. • No parking at City Hall. • Losing Saugus site opportunity. Best Case Scenario • Total funding secured for City Hall. • Neighborhood taking ownership for themselves in term of refuse and public safety. • Major progress made on east -west road and it is designed. • Self-sustaining management of refuse. • Construction of central park (buy it and build it). • Partnership with The Newhall Land & Farming Company. • Annex Magic Mountain. • Commerce center. • I-5 corridor. • Annex Castaic. • Joint effort to re -define Town Center (material benefits). • 126 Corridor. • Improve the roadway to deep water port. • Adequate Headstart facilities for those that qualify. • Master plan for infrastructure (streets, etc.). • Financial plan to construct these improvements. • School districts/City partnership for safety, volunteers, etc. • Replace and maintain all equipment. • 4 -Year university in the community. • Master plan to reduce the number of vehicle trips (finances to do it). • Transit center in Valencia Town Center area. • Transit financial plan in place. • Retrofit program to create pedestrian access. • Funding for bus service.transit expansion. • Improved employee attitudes • Negativity is gone. • Personal responsibility for attitude. • Neighborhoods taking responsibility for their community wellness. • Assume responsibility for L.A. County street maintenance. • Own Soledad Metrolink rail station and develop the property. • Volunteer community resources team to help families with children at risk. • City facilities, schools, Sheriff's, etc., joint effort. • Decrease voter apathy' and increase interest. • Staff development program in place. • Own a water company. • Seats on the Castaic Lake Water Agency board and have access to surface water • All homes have smoke detectors. • Wild fire plan in place. • Completing of the river park, including pedestrian areas. • Regional river plan (all agree on what will be done). • Lake in the City. • City known widely for our innovation and leadership. • In 3 years, we look back and feel good about our accomplishments. • Even workload and distribution between/among employees and departments. • Clear vision of where we are going. • Good communications in all directions (up, down, sideways). • Increase the quality of our work force through training and certification. • Increase volunteer participation in City Hall. • Open space around the City. • City/ schools coalition to address childr6n{at risk. • The first redevelopment project to happen. East Newhall community center is established. • Telecommunications are installed and used, televising meetings.. • Engage planning management with business and industry. • A positive recognizable trend established in the East Newhall area. • Neighborhood equality is established throughout the City. • Safest City in the country. • 20 Miles of class I trails constructed. • Acquisition of Saugus site and construction. • Municipal golf course is designed and constructed. • Tourism is increased by packaging of products which exist within the valley. • Tourism office is created. • Conference center with Six Flaggs established. • Partnerships with the private community increase. • Establish City Hall satellite facilities. • City Hall at the mall is established. • Convenience kiosks (24-hour City Halls). • Self-supporting revenue generation. • Financial plan to fund and maintain capital projects. • Seceding from L.A. County and forming our own County. • Automation of City facilities. • More competitive pricing from local vendors. • Cooperation from local community college. • Transit maintenance facilities constructed. • Newhall transit facility constructed. • Ventura rail right-of-way preserved.. • Consensus with developers on how to build transit -friendly development. • Establishment of corporate identity for the City. • Reduction of paper storage through technology. • Teen center and cooperation with other hon -profits for"at-risk kids. • Volunteers to teach parenting programs. • All neighborhood have SECURE Program. • Traffic control issues are at a minimum. • Top-notch studio and programs for public access cable television. • Remove the risk from at -risk kids through the elimination of gangs and graffiti and increased youth programs. • Top-notch relationships with the media. • Improving and upgrading existing parks facilities, grounds and equipment.. • New corporation facility at east end of town. • City has become more hazard -free and less reliant on risk management. •. 10% COLA. • The City becomes a political power player in the County equal to our size in the County. • Employee work force increases sufficiently to meet the demands of the Strategic Plan. 0 Economy turns around and sales tax increases. • Opening for promotional opportunities. • Child/adult care for employees. • The safest city in U.S. over 100,000 population, including fire, police and hazards. • City and The Newhall Land & Farming Company to identify something very special to work on together, i.e., bring a Fortune 500 company into the City. • Towsley Canyon comes into the City. • We become an all-American city. • We win an award from the National League of Cities as being the most innovative. • Automation of building permits an recreation registration. Most Probable Case • 50% of the funding is secured for the City Hall building. • Neighborhoods do take ownership for themselves as far as refuse and safety. • Major progress will be made on east -west road and it will be designed. Construction of a central park. • Partnership with The Newhall Land & Farming Company will develop. • We will annex Magic Mountain, the commerce center, the I-5 corridor and Castaic. • Redefine the Town Center and its core. • Partial improvement of the 126 corridor to a deep water port. • Adequate Headstart facilities for those that qualify. • Master plan for infrastructure, streets, etc. will be accomplished. • Financial plan to construct these improvements will be accomplished. • School districts and City partnerships for safety and volunteers will be formed. • Plans to replace and maintain all equipment will occur. • Master plan for reduced vehicle trips and the finances to do it. • Retrofit program and create pedestrian accesses. • Funding for bus service and transit expansion will happen. • Attitudes of employees will improve, negativity will go down and personnel will become more responsible for their attitude. • Neighborhoods will take responsibility for the community's wellness. • Streets maintenance will assume responsibility from L.A. County for maintenance of the streets. • The Soledad Metrolink station will be paid for and plans for the property development will be completed, • Volunteer community resource team to help families with children at risk will be accomplished by utilizing the facilities and joint efforts of the City, schools and Sheriff's Department. • Staff development program will be in place. • Own water company, seats on the Castaic Lake Water Agency board and access to surface water will occur. • All homes will have smoke detectors and the City will have a wild fire plan in place. • Completing the river park, including pedestrian areas, will be accomplished. • There will be general agreement on what will be done in the regional river plan area. • Lake in the, City. • City will be known for its innovation and leadership. • In 3 years, we will look back and feel good about our accomplishments. • Clear vision of where we are going will be attained. • Communication up, down and sideways will occur. • Increased quality of our work force through training and certification will occur. • Increased volunteer participation in City Hall. • Open space around City. • City/schools/parents/business coalition will be created for at -risk children. • Development of an East Newhall community center. • Developed communications will occur. • Positive, recognizable trend will occur in the East Newhall area. • We will be the safest City in the country. • 12 Miles of class I trails constructed. • Acquisition of the Saugus site and construction. • Municipal golf course established. • Tourism will increase through packaging of our existing products. • Tourism office. • Conference center with Six Flaggs. • Many City Hall and satellite facilities will be created. • Convenience kiosk (24-hour City Hall) will be in place. • Financial plan to fund and maintain capital projects will be created. • Automation of City facilities. • Cooperation from local community college will exist. • Transit maintenance facility constructed.. • Ventura rail right-of-way preserved. • Work with developers on how to build transit -friendly developments will happen. • Establishment of corporate identity for the City: • Reduction of paper stores through technology. • Teen center in cooperation with other non -profits. • Volunteers to teach parenting programs will be recruited. • All neighborhoods will have SECURE program. • Traffic control issues will be resolved and there will be an increased level of traffic control. • Top-notch studio and programming for public access television will be created. • At -risk will be removed from kids through the elimination of gangs and graffiti and increased youth programs. • Top-notch relationship with the media will be established. • Parks grounds facilities and equipment will be improved. • New corporation facility at the east end of town will be acquired. • Hazard -free, with less reliance on risk management mode of operating will occur. • We will become a political power broker in the County equal to our allies and influence. • County will turn around and sales tax will increase. • More openings for promotional opportunities. • Child/adult care for City employees will be established. • We will be the very best City in the U.S. over 100,000 population for safety. • City will establish with The Newhall Land & Farming Company a very special project on which we will work together, i.e., bring a Fortune 500 company to the City. • Towsley Canyon will come into the City. • We will win the All-American City award. • We will win the Most Innovative City award from the National League of Cities. • There will be automation of building permits and recreation registration. Section V - Organizational Assessment Once the major issues and trends were identified, we iooked,at'what the community might look like in 1997. The participants analyzed the orgaiiization's current ability to meet and present the future demands which will be' placed upon the City. The participants focused on what they believe the City does well and where the City needs to improve. Additionally, the participants listed what the expectations of the community are. Community's Expectations • Services shall be quick, high in quality and immediately available. • Respect and sympathy will be required. • No taxes will be expected. • The trend will be not to think about the City.. • They want higher assessability. • Policy formulation without their input will be less tolerated. • To be more involved in decision-making. • To keep them safe. • Expect the City to validate their positions by agreeing with them. • Does not want the City to interfere. • Desire for less government. • They will hold the City more accountable. • Street maintenance needs met. • Basic services provided (garbage, safety, traffic). • Most expect nothing and don't think of the City as a resource. What We Do Well • Deal with citizens professionally. • Produce accomplishments. • Work is towards a common vision. • We really do care... • Active public participation program. • Accessible. • Listen well. • Have respect for one another. • Have fun. ' • Acknowledge and reward our accomplishments. • Competent. • Responsive. • Return our calls. • Few barriers to communication with one another. • Work well together. • Like one another. • Pull together on projects and in crises. • Compete well in obtaining grants. • Creative. - • Good at recruiting quality staff. • Committed. • Sense of humor. • Respected by the Council. • Professional. • Take criticism well. • Take risks. • Optimistic. • Compensated well in dollars and other areas. • Freedom to choose, • Less bureaucratic than other agencies and organizations. • Rank and file are appreciated and respected. • Fair. • Accommodating. • Stable. • Set a good example. • Take pride in our work. • ` Feel free to express our opinions and ideas. • Anticipate the future. • Excellent relationships between field staff and management. • Excellent relationships with policy -makers and executives. • Good job creativity. • Vision. • Strive to improve, • Acceptance of gender and ethnicity. What We Need To Improve On • Communication. • Do not say "no" very well. • Not straightforward at times (guarded). • Do not coordinate well interdepartmentally. • Don't say "thank you" enough. • Don't respect each other's calendars/time constraints. • Not willing to help with projects. • Becoming compartmentalized. • Getting older, • Whine, • Lack of communication can cause frustration because we are not dealing with issues. • Internalize and personal issues. • Compensated well but not necessarily equitably. • Do not practice inclusion consistently. • Aggressive vs. assertive behavior. • Failure to let go. • Do not use vehicles available to deal with issues. • In positive situations, we often focus on negatives. • Bias toward negativity. • Extrapolation of one person's complaint onto the rest of the group. • Overly sensitive/ reactive to complaints. • Do not take constructive criticism well from each' other. • Do not always lead by example. • Meeting management. • Lack of standardization and consistency in dealing with projects and issues. • Lack of empathy for other's workloads and constraints. • Do not do a good job with including other agency's contract providers. • Do not clean up after ourselves. Section VI - Review Point After having identified current issues, assessed the external and internal conditions, taking a look at the future of the community in terms of what it might look like, then assessed the orgaiuzation's ability to address such issues, the group took time to review the information prior to developing a mission statement. It is recognized that we need to incorporate the previous mission statement from the 1989-1992 plan into our current mission statement, and a blend was created. Section VII - Mission Statement The '1988-1992 mission statement was reviewed by the group. We believe that the mission statement will help values and direction be maintained in the 1994-1997 plan. However, after 3 years of experience, it believed that new items need to be added to the mission statement. The following is a combination of the 1988-1992 mission statement, along with those new goals developed by the participants during the strategic plan workshop, The mission statement is the guideline or parameter that provides a sense of direction for people within an organization to follow. It is a philosophical statement that addresses: 1) "What should we be doing?"; 2) "Where do we want to go?"; 3) "What should our organizational values be? and 4) "What level of service do we want to provide?" In preparing the mission statement, we want to make sure that we can address immediate issues and trends that we will experience over the next 3 years. The mission statement should not be confused with the City's Philosophy. The mission statement should reflect the values of the Philosophy, but have a little more detail to provide guidance in achieving the goals of the action plan. The following is the mission statement for the 1994-1997 City of Santa Clarita Strategic Plan. Mission Statement 1988-1992 • Provide assistance to the community. Helpfulness should be our primary attitude. • Encourage community participants and solicit input prior to making decision. • Informing the public in order for them to better understand the City. • Provide high level of service and make sure proper controls are in place to enhance and preserve the environment and quality of life. • City Council and Commission staff must be responsive to the entire community in terms of addressing their concerns, inquiries and requests for assistance. 0 Be proactive in terms of identifying and addressing issues. • Provide innovative solutions and be results oriented. • Provide leadership in the community and help develop leadership within the community itself. • Staff must provide policy -makers with sufficient and timely information in order for the Council to make important policy decisions. Mission Statement 1994 - 1997 • Provide community with higher quality of leadership. • Write examples of facts, accomplish tasks and get things done. (?) • Creation and implementation of futuristic vision of the community. • Be concerned about impact of our decisions on future of community. • Facilitate conscious consensus -building in the community. • Help people help themselves foster_ individual and collective responsibility • Humanistic and non -bureaucratic. • Professional service (internal and external). • Include community in decision-making process and encourage participation. • Recognize values of family and youth in making this a safe community, committed to achieving our vision. • Create partnership and maximize resources with other agencies. • We believe in ourselves. • Mutual respect must be invested in our staff. • Consistent quality. • Focus on major issues. • Pay attention to the customer. • Listen to customer as to their needs. • Do sensible planning. • Keep government sensible and friendly.. Section VIII - Action Plan After having developed a draft outline of the Mission Statement, the group set out to establish an Action Plan, whereby participants would address the immediate issues facing the City, assess the trends that were identified, and put into effect the Mission Statement or sense of direction the City wants to pursue. The Action Plan identifies not only what should be done, but when and who will be primarily responsible for seeing that the task is accomplished. The following action items are not in order of priority. ACT I©ltiWHO WILL.:DO B1' WHEN STATUS 1. Economic Development a. Partnerships with key players. MIKE HAVILAND Jun 1994 b. Develop and implement a George Caravalho Jan 1996 partnership between the City and NL&F of a significant nature. c. Develop a methodology to Mike Haviland Jun 1994 increase tourism. Cecilia Burda d. Consider an economic Mike Haviland Jun 1995 development corporation after completion of item ic. e. Evaluate the feasibility of a Lynn Harris Jan 1994 redevelopment agency for Steve Stark Santa Clarita. 2. Staff Development a. Assess current staff KEN PULSKAMP May 1994 development program Rick Putnam Jenny Roney Bahman Janka b. Training needs assessment; Ken Pulskamp May 1994 cross training Rick Putnam Jenny Roney c Opportunities for promotion; Ken Pulskamp Dec 1994 focus on success without promotions; job enlargement. 3. Safest City a. Continue implementation of the MARV DIXON Mar 1996 Sheriff's Department Strategic Plan with the goal of safest city over 100,000 population. b. Designate a City person toCarolynn Deller Jun 1994 enhance communication Dennis Luppens between Sheriff, City and Anti- Adele Macpherson Gang Task Force c. Place great emphasis on prevention programs of area d. Residential sprinkler ordinance; public/private partnership for smoke detectors; extinguishers; wildlife hazard deduction plan. 4. Golf Course feasibility study; site destination. 5. Develop means to enhance internal communication process. 6. Compensation equitability analysis for internal consistency between responsibilities/task of signposts. 7. Infrastructure Master Plan a. Create a scope of work and budget. Cecilia Burda Raquel Garcia Amelia Hutchinson Ed Ostroski Kevin Tonoian Mark Harvel Gary Nelson Lynn Harris Adele Macpherson Hazel Joanes -- Dennis Dennis Welch"' JOHN DANIELSON Amelia Hutchinson Barbara Boswell DENNIS LUPPENS Terri Maus Kevin Tonoian Mark Harvel JENNY RONEY Jesse Juarros Carolynn Deller Kevin Tonoian Terri Maus Amelia Hutchinson TONY NISICH Lynn Harris Jeff Kolin Dennis Welch Amelia Hutchinson Ron Kilcoyne Jun 1995 Jun 1995 May 1995 Jun 1994 Mar 1994 Jun 1995 8. Financial Master Plan a. Tie in Infrastructure Master STEVE STARK Plan and address financial Rick Putnam issues. Terri Maus Jesse Juarros Lynn Harris Dennis Luppens b. Funding of ongoing Carolynn maintenance. c. Long-range financial plan to tie into General Plan. d. Replace and maintain equipment. 9. East of Newhall a. Show definite, measurable I RUBEN BARRERA improvement in ease of Vyto Adomaitis Newhall's area capital Raquel Garcia improvements. Jesse Juarros'' b. Develop community center in Steve Stark' Newhall; Sheriff's recreation; Rick Putnam Headstart; etc. Mary Dixon Vyto Adomaitis May 1995 Jul 1995 10. Establish location, design, DENNIS LUPPENS Jun 1995 building purchase and Rick Putnam publiclprivate partnership for Gail Foy Teen Center. Rich Henderson 11. Acquire site, design and build RICK PUTNAM , Jun 1995 park in Saugus. Steve Stark Ken Pulskamp 12. Consistency in procedures, TERRI MAUS Jun 1994 programs, reports and budgets; Amelia Hutchinson conflicting deadlines; multiple Jon Danielson people working on one thing. 13. Automation of building RUBEN BARRERA Jul 1994 permits. Carolynn Deller 14. Automation of recreation VYTO ADOMAITIS Jul 1994 processing. Carolynn Deller 15. Neighborhood Groups A. MACPHERSON Jun 1994 Barbara Boswell Donna Grindey 16. Continue Civic Center design of City Hall and Master Plan in connection with Porta Bella specific plan. 17. Defeat Elsmere. 18. Explore live and taped City Council meetings and other public access to educate the public regarding local government. 19. Successful, ongoing Cowboy Poetry, Music and Film Festival. KEN PULSKAMP Terri Maus Lynn Harris Jeff Kohn George Caravalho Ron Kilcoyne JEFF KOLIN Hazel Joanes Mike Murphy Gail Foy CECILIA BUItDA ' Mike Haviland ' ' Gail Foy Sep 1994 Sep 1996. Mar 1994 20. Evaluate role of City in RAQUEL GAR CIAI Jun 1994 human/community services. 21. Transit Master Plan. 22. Establish standards for development regarding pedestrians/access to transit. 23. Implementation of river plan acquisition of River Park. 24. Develop a strategy for managing development out of City. 25. Open roads that are not open. RON KILCOYNE Terri Maus RON KILCOYNE Lynn Harris RICK PUTNAM Ken Pulskamp Jeff Kolin LYNN HARRIS Ron Kilcoyne Rick Putnam Terri Maus BAHMAN JANKA Ron Kilcoyne Mary Dixon Gary Nelson Rick Putnam Jun 1995 Jun 1994 Dec 1996 Dec 1996 Dec 1994 26. Develop a strategy for LYNN HARRis Oct 1994 managing aging housing. Conclusion To be completed after the Strategic Plan follow-up process is over. DEL:stratpin.ldd