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HomeMy WebLinkAbout1997-09-02 - AGENDA REPORTS - CMTY STRATEGIC PLAN (2)CITY OF SANTA CLARITA INTEROFFICE MEMORANDUM TO: Honorable Mayor and Members of the FROM: George Caravalho, City Manager DATE: September 2, 1997 SUBJECT: Community Strategic Plan: "Share the Vision III - The Next Decade" Community Visioning and Strategic Planning Effort Share the Vision III - The Next Decade Introduction More than ever before, communities are being forced to find new and innovative ways to meet the challenges before them. The issues facing community problem solvers and visionaries have never been so complex. We require new approaches to address the new realities of the present and future. Community Strategic Planning and Visioning is a way to collaboratively and successfully address these realities. How Do We Do it? Modeling Success Successful communities are focusing on ways in which businesses, governments, non profit organizations, schools, and citizens work together. In reviewing successful collaborative efforts throughout the country, all possess the following ingredients: • People with varied interests participated throughout the entire process. • Individual baggage was set aside in pursuit of common goals. • Strong leadership came from all sectors of the community. • All took personal responsibility for the process and outcome. • The groups produced detailed action plans and recommendations. 1 Agenda item: -3 Individuals broke down racial, economic and social barriers and developed effective working relationships based on trust, understanding and respect. Participants remained committed. Collaborative Problem Solving In a collaborative process, the sharing of information and the pooling of resources builds understanding and leads to better decisions. Special interests are not as inclined to block implementation of the plan. It reflects the interests of many and is partially the result of their efforts. While collaborative problem solving is not appropriate for every situation, it is absolutely necessary for community -wide strategic planning and visioning efforts. Collaborative problem solving should be used when: • There are a number of interests involved • Individual and community efforts are required to effectively address the issue • People are interested and willing to participate • No single entity has jurisdiction over the problem or the plan implementation • The issues are complex or can be negotiated • The resources to address the issues are limited Nuts and Bolts of the Strategic Planning/Visioning Project Develop an Oversight/Initiating Committee This brings together a team of project champions or catalysts from throughout the organization and community to lay the foundation for the community strategic planning and visioning effort. A group of 15 to _20 individuals representing the broader community focuses on the process and logistics of the project - not the content. Their participation lends credibility because diverse interests and perspectives are represented from the beginning. Previously this effort was handled exclusively by City staff. Key Components & Tasks of the Committee Identify Stakeholders Shepherd the Process Set Project Time table - Suggested: September - January Design Community Outreach /Grass roots Involvement Process Form a Research Committee Staff the Project - City Staff and Community Effort Select a Facilitator Establish a Project Budget - $15,000 appropriated in 1997198 Budget 2 I Create a Name - Suggested: Share the Vision III - The Next Decade Select an Event Site - Options: local High School or College Project Kick -Off & Education This serves to promote understanding of the project, demonstrate why an inclusive approach is being used and develops what the desired outcome for the community may be. The project kick-off can be a multifaceted effort tied in with the events surrounding the 10`h birthday celebration and concluding with the actual. Strategic Planning Visioning effort. This effort could begin in September with the Preliminary Community Outreach which will introduce the concept to the community and begin identifying issues. In addition, this preliminary phase is critical for gathering information regarding issues and vision from various segments of the community. This information gathering is also essential to providing a foundation of information from all to kick off the actual planning session. Components of the Plan The Environmental Scan This is similar to the assessment portion of the traditional community strategic planning model. Here, external forces are identified as well as pressures and trends impacting the community from a global, national, state and regional level. Key Components of the Environmental Scan: Trends in the educational system Housing quality and affordability New technology, costs, impact on jobs and community quality of life Global (etc.) trends impacting the community Economic factors Community Profile This involves determining _worst and best case scenarios previously utilized in prior planning efforts. Here, participants evaluate the future -facing the community if no significant intervention occurs. Without this scenario weighed against the desired future (best case) it would be difficult to define key areas where change must be effected. The Community Profile can also consist of local indicators to assess how the community is doing on a variety of levels. These indicators, as well as completion of action plans, enable us to determine actual impact on quality of life via the Strategic Plan over the planning period. Sample indicators used by a variety of other communities to monitor the impact of the strategic planning and vision efforts included: 3 • Public high school graduation rates • Affordability of single family homes • Index of crimes • % of people reporting they feel safe walking alone in their neighborhood at night • % reporting racism as a local problem • Public library book circulation per capita • Tourism and TOT revenue • % registered to vote • People accurately naming two City Council members • Average Public Transit ridership per 1000 population • Recreation program and park usage • Traffic flow rates Community Vision Statement A vision is a powerful statement and a useful tool which focuses hopes and aspirations, frames the project, and sets priorities. The vision describes where participants would like to be in key quality of life areas over the time frame of the planning period and beyond. It is anticipated, given the model suggested, that individual neighborhoods as well agency as heads come together to outline a vision for the community over the life of the planning period. Key questions that assist in formulating a vision include: What do I see as the best possible future for my community What is possible for us? What should it like to live here? What type of legacy would I like to leave for my children and grandchildren? How do you define quality of life? (Draw a picture) Action Plans Participants must integrate. their work and develop a strategy for implementation, monitoring and follow up. They must identify responsible parties, set timelines, estimate costs and find sources of support to accomplish the tasks at hand. In this area it may be helpful to specifically outline the responsibilities of the City as well as others with a defined role for implementing action plans. Community Celebration Strategic Planning and Visioning should always conclude with a community celebration acknowledging the efforts of all involved, presenting the competed plan to the community and commencing the implementation phase of the project. rd Shift from Planning to Implementation The transition from planning to implementation is crucial. The finalized action plan should have an articulated game plan or specific projects and policy recommendations. The lead implementers must build on these commitments and begin their work immediately. Responsible parties should capitalize on the momentum surrounding the celebration and publication of the report and facilitate rapid movement. Implementation Committee A successful Community Strategic Plan and Vision effort must have a group or individual overseeing the implementation process. This may well be a sub -set of the initiating committee or City staff. The group ensures that the plan remains on track, assists responsible parties with action steps when necessary, and troubleshoots when unforeseen challenges arise. RECOMMENDATION City Council receive report regarding the Community Visioning and Strategic Planning Effort and provide staff with direction to proceed. 5 .4 Community Strategic Planning and Visioning Model 1.. Preliminary Community Outreach Agency Outreach Issue Identification Vision Statement Community/ Neighborhood Outreach Issue Identification Vision Statement 2. Environmental Scan: Examine Community Trends and Forces Evaluate local trends Evaluate Regional, State & Federal Forces on City (Research Committee Effort) Assess Global trends and forces impacting Santa Clarita Economic Technology 3. Community Profile What is the desired future? (Best Case scenario) What is our future with no significant involvement (Worst Case scenario) Presentation and evaluation of community indicators (TBD) Examples: High school graduation Parks and Recreation usage Crime statistics Housing affordability Tourism and TOT Civic involvement Traffic flow rates Percentage of population registered to vote • Note: Benchmark of items selected must be complete prior to initiation of the plan. 4. Community Vision Statement Design a pictorial representation of the Vision of Santa Clarita (Integrate agency and community/neighborhood work) 7 Possible Visioning Questions: What makes Santa Clarita distinctive or unique? What do I see as the best possible future for my community? What is possible for us? What should it be like to live here? What type of legacy would I like to leave for my children and grandchildren? How do you define quality of life? (Draw a picture) 5. Select Key Performance Areas (Integrate Community and Agency issues listings) Create voting methodology to capture top issues Consolidate issues into like strategic directions and assign team leaders to ensure common integrated approach 6. Develop Action Plan Draft Action Plan for each priority issue Action Plan to include: Common strategic direction for issue grouping Statement or the issue (What is the issue to be resolved) What is the anticipated outcome? How will addressing this issue aid in achieving the shared vision? Who are the key stakeholders that can assist in resolving the issue? What resources are potentially required to address this issue? What is the time line for completion? Who is responsible (lead and support) for achieving the action item? 7. Community Celebration Formal release of document w/Marketing Plan Document to include: Vision Statement Complete Strategic Directions and corresponding action plans 8. Implementation and Plan Review Strategic Direction Leader review every quarter Community report annually msWc ciAsharvW.doc 7 City Council Study Session September 2, 1997 Call To Order: 7:05 p.m. Roll Call: All Councilmembers were present with the exception of Councilmember Boyer due to a death in the family. Pledge of Allegiance: Led by Mayor Smyth Item 1 1(YMANNIVERSARY VIDEO - Public Information Officer Gail Ortiz showed the City's 10th Anniversary Video. Council discussion and concerns: would have liked more information on small businesses and equestrians. Public Participation: There was none. Item 2 STUDENT PARTNERSHIP PROGRAM - Community Services Superintendent Adele MacPherson introduced Lou Trabone, President of the Los Angeles County Office of Education and members of the Student Partnership Program, who explained the goals of the program, outlined statistics and some of the activities the students participate in. Council discussion and concerns: the location of the school; whether any youths were from group homes; long-term followup on the success of the program; having talks with the youth so they understand the cost to the community for graffiti and shoplifting; looking at a program that leads the youth into further education and how the curriculum is developed. Public Participation: There was none. Item 3 SHARE THE VISION III - THE NEXT DECADE - City Manager George Caravalho requested Council input on how to proceed with the Community Visioning and Strategic Planning effort. Council discussion and concerns: doing a community report card; working with agencies whose boundaries overlap, such as CalTrans, non profit organizations, utilities; not supporting an elitist group; giving baseline information to groups in various areas and going forward; and asking for creative sources of money. Public Participation: There was none. Mayor Smyth called for general Public Participation; there was none. Mayor Smyth adjourned the meeting at 8:43 p.m. Sharon L. Dawson, CMC, City Clerk