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HomeMy WebLinkAbout2015-03-17; City Council; 21895; Direction 2015 Council Goal Setting WorkshopCITY OF CARLSBAD - AGENDA BILL 4 AB# 21,895 DISCUSSION AND CONFIRMATION OF DIRECTION RELATED TO THE 2015 CITY COUNCIL GOAL SETTING WORKSHOP DEPT. DIRECTOR MTG. 03-17-15 DISCUSSION AND CONFIRMATION OF DIRECTION RELATED TO THE 2015 CITY COUNCIL GOAL SETTING WORKSHOP CITY ATTORNEY DEPT. CM DISCUSSION AND CONFIRMATION OF DIRECTION RELATED TO THE 2015 CITY COUNCIL GOAL SETTING WORKSHOP CITY MANAGpfk ^ RECOMMENDED ACTION: Discuss and confirm direction related to the February 3, 2015 City Council Goal Setting Workshop, including accepting changes to the mission, vision and values that incorporates "best value", reviewing City Council protocols, confirming goals and prioritization of goals and discussing the long-term vision for the city. ITEM EXPLANATION: City council met February 3, 2015 in a goal setting workshop meeting. This session included public comment, staff presentations on comparison cities, performance metrics and the public opinion annual survey. There was a discussion on world class definitions and performance measures. Council participated in a goals and strategies prioritization exercise where they developed prioritized goals and strategies. There was also a discussion on alignment and best practices for council focus and staff implementation of planning process. As a follow up to the 2015 City Council Goal Setting Workshop, the city council, with the assistance of workshop facilitator Steve Alexander, will review and confirm the council goals and objectives. City council will also review proposed changes to the mission, vision and values that incorporate best value language per their direction. City council will review Council protocols and begin discussing their long term vision forthe city. FISCAL IMPACT: No funding is being requested at this time. ENVIRONMENTAL IMPACT: Pursuant to Public Resources Code section 21065, this action does not constitute a "project" within the meaning of CEQA in that it has no potential to cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and therefore does not require environmental review. EXHIBIT: 1. Community Vision 2. Goal setting workshop summary 3. List of prioritized council goals 4. List of City Council protocols DEPARTMENT CONTACT: Kathy Dodson (760) 434-2829, kathv.dodson@carisbadca.gov FOR CITY CLERKS USE ONLY. COUNCIL ACTION: APPROVED • CONTINUED TO DATE SPECIFIC • DENIED • CONTINUED TO DATE UNKNOWN • CONTINUED • RETURNED TO STAFF • WITHDRAWN • OTHER-SEE MINUTES • AMENDED • Report Received 9 0 Thousands of community members have participated in the city-sponsored Envision Carlsbad program to create a community vision for Carlsbad's future. The core values and vision statements emerging from this process serve as a guide for city leaders as they carry out their service to all who live, work and play in the City of Carlsbad. Small town feel, beach community character and comiectedness Enhance Carlsbad's defining attributes—its smalltown feel and beach community character. Build on the city's culture of civic engagement, volunteerism and philanthropy. Open space and the natural environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad's unique open space and agricultural heritage. Access to recreation and active, healthy lifestyles Promote aaive lifestyles and community health by furthering access to trails, parks, beaches and other recreation opportunities- 1 he local economy, business diversity and tourism Strengthen the city's strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specially retail and dining opportunities, and Carlsbad's tourism. Walking, biking, public transportation and connectivity Increase travel options through enhanced walking, bicycling and public transportation systems. Enhance mobility ihrough Increased connectivity and Intelligent transportation management. Sustainabiiity Build on the city's sustainabiiity Initiatives to emerge as a leader In green development and sustainabiiity. Pursue public/ private partnerships, particularly on sustainable water, energy, recycling and foods. History, the arts and cultural resources Emphasize the arts by promoting a multitude of events and productions year-round, cutllng-edge venues to host world- class performances, and celebrate Carlsbad's cultural heritage In dedicated facilities and programs. High quality' education and community services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood revitalization, community design and livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline and link density to public transportation. Revitalize the downtown Village as a communily focal point anda unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. C City of Carlsbad PINE AVENUE PARK Ci'i of Cariibad City of Carlsba(j City Council Goal-setting Workshop • DRAFT - Report and Notes - DRAFT 3 February 2015 Following are the report and notes generated from the City of Carlsbad Council goal-setting workshop for the City of Carlsbad. These notes and report are in draft form and designed for further use by the staff team in developing the direction, strategies, operational and implementation plans, structure and related workshop outcomes for the team and Council. Outside readers of this report, should there be any, are advised that the significant work achieved was accomplished, in great part, due to the participants' commitments and willingness to address, openly and honestly, the various organizational issues and challenges the report reflects. The goal of these comments is to ensure the work is done to move the Council, staff and the organization fonward and should be construed with that commitment to constructive effort inherent in the Council and staffs approach to this workshop. The report and notes are not intended for distribution outside the staff team except for that which is required for the team's continued work on their planning process and until completion of any final report is warranted. This report adds dimension to the discussion and decisions made at the workshop, however it should not be construed as an end product; instead it is a work in progress for further amplification and application by the staff team for ongoing planning, development and evaluation. Prepared by Steve Alexander / Planning Session Facilitator 3 Table of Contents Executive Summary and Overview 3 Section 1. Public Comment 5 Section 2. Organizational IVIission, Vision, Values and Community Vision 6 Section 3. Goals 8 Section 4. Additional Concepts for Goal-setting Success 13 Section 5. Worl<siiop Evaluation 15 Addendum A. Workshop Assignments List 16 B. Worksliop Objectives and Agenda 17 C. Selected Training and Reference Materials 20 •4 Carlsbad City Council Protocols 4 Ten Rules for High-PerformanGe Teamwork ^ Tlie Source: Twelve Principles That Power Exceptional Boards MR\ - Most Respectful Interpretation "4 Handbook for New Chairs D. Additional Training and Reference Materials 29 ^4 Council Member Rules 4 The Four Agreements it Governing Body Self-Evaluation i 7 Tips for Working in Groups E. strategic Planning Tools 35 ^ strategic Planning Terms and Process 4f Glossary of Planning Verbs Carlsbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 2 of 36 Executive Summary and Oven/lew The Carlsbad City Council goal-setting and strategic planning workshop was to advance the goals of the City of Carlsbad and on behalf of the citizens they represent, Goal-setting workshops and related planning efforts help fulfill the city's mission and drive toward its vision. Goal-setting also focuses the Council, staff and organization on the priorities and actions integral to the mission and vision. The focus of this workshop was to: 1) confirm and build on past mission, vision, values and goal-setting exercises and outcomes; 2) establish clear, prioritized goals to guide the Council, staff and organization; 3) build the discipline in planning to focus on the goals to achieve policy, program and operational efficiencies/effectiveness; 4) adopt direction for staff to create the city's strategic plan with measurable objectives, programs, tactics, key milestones and measures for achieving the Council's goals; 5) confirm roles, relationships and responsibilities among the Council, its committees and staff to maximize successful outcomes from this goal-setting effort; and, 6) adopt protocols for communication and collaboration to ensure alignment and effective Council and staff interaction for goal-setting and planning success. The mayor and city manager provided insights on their expectations of the session. The workshop included a confirmation of the city's mission and vision. Organizational values were reviewed and refinement occurred that included a new value, 'Change,' and clarification/editing the current value of Stewardship to reference the Council's emphasis on 'best-value.' Thirteen goals were adopted and prioritized according to defined levels of importance. Timing was considered in reviewing the draft goals. Reporting, timing, trust and communication issues were discussed with various protocols adopted to ensure strategic planning success. Staff will return to the Council with a draft plan for Council's review and adoption. Success of this effort is expected to have an impact on the overall effectiveness of the organization by establishing collaborative, trust-based, open communication and processes to better implement the mission, vision and goals of the city. This approach was defined by the importance both the mayor and city manager placed on having an agreed-upon strategic plan and the discipline organization-wide (Council and staff) to maintain focus on the adopted goals and implementation plan. Critical to success is the leadership team and Council acting, individually and collectively, from a big picture perspective on behalf of the entire city as well as with the belief that an effective team of Council members, city manager, city attorney and leadership team, with well-defined roles and responsibilities, would assist the city in achieving its mission and accomplishing its major goals. This report and related adopted elements provide the framework for the in-depth and ongoing work of the staff as it fulfills its role within the city consistent with an adopted strategic plan and its commitment to building and maintaining a model team for the city. The report is intended to focus the work of the leadership team and guide the team's efforts to achieve a more fully-integrated workplan and a process and outcome from the team's work. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 3 of 36 5 The Assignments List reflects the follow-on work that needs to be conducted to maintain momentum and results from this retreat. The addendum includes: a) retreat assignments list, b) retreat objectives and agenda, c) selected training and reference materials, d) additional training and reference materials intended for use after the session and for developing the plan and e) strategic planning tools. Carisbad Gity Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 4 of 36 6. Section 1. Public Comment The public was provided an opportunity to introduction goal-setting issues it saw as important for the Council to consider. Following are the three goal-setting related areas of interest: • Village parking and parking lot • Civic Center location and call for a public workshop • Beach/Beachfront facilities Some of these issues were covered as part of the goal-setting dialogue. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 5 of 36 1 Section 2. Organizational Mission. Vision and Values and Communitv Vision Council members discussed the components of the current strategic plan process on key planning issues. Following are the comments/edits to the current mission, vision and values document. Staff will provide recommended changes for Council adoption as part of the implementation of workshop outcomes and the strategic planning process • Organizational Values > 'Best-value,' a concept discussed/potentially consider and adopted at prior Council planning sessions is not reflected in the values list > Best-value can be driven into the goals and objectives; could even be a strategy of how to do the city's work > Stewardship might be a place to reflect the concept of 'best-value' > Best-value concepts might include the following: o Competition o Efficiency o Effective o Quality with cost-efficient related metrics Staff will review the comments and develop an addition to the Stewardship value that reflects Council direction; they will also review the discussion to determine if there is a more appropriate mechanism and return to Council with their recommended language and placement > 'Change' was another issue discussed; Council believes this rises to the level of a new organizational value, and should include/reflect the following concepts: o Proactive, cultural change, risk (within parameters) o Council/Staff should anticipate services, needs, etc. of the community o Opportunity-minded, i.e., 'we embrace change' Staff will review the comments and develop a new value that reflects Council direction. Council members also confirmed the community vision document will serve as the framework that drives the city's operations. Council would like to see the community vision framework align with the organization mission, vision and values, and the operations to relate to the nine core values/categories defined in the community vision. • Citizen Satisfaction Survey Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 6 of 36 staff presented a summary of the citizen satisfaction survey, highlighting the following opportunities identified: > Communications improvements - IT > Village - planning for the 'happiness factor,' i.e. what creates a happy experience for owners/shopkeepers, tourists and residents; this could be a communications issue > Coastal corridor > Traffic and growth management; the city is growing, which is a reasonable reaction to historical planning and the city's attractiveness; need to ensure the timing is right for various growth management tools > Trails/Walking paths - integral part of growth planning > Library services > Cultural arts Communication is the overriding issue for the various projects which affect traffic; it's important to communicate timely, pro-actively and effectively with the community, especially those specifically affected Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 7 of 36 Section 3. Goals Definitions were provided for referencing the goal-setting process, including the role of a mission statement, vision statement, values, goals, strategies, etc. (see Addendum). Council, as the policy-making body, focused on the mission, vision, values and goals. Staff will focus on the implementation of the goals, fulfillment of the mission and driving toward the vision through objectives, strategies, tactics, timelines and measurement. Objectives should be SMART - Specific, Measurable, Actionable, Realistic and Time- certain. Staff will return to the Council with a draft document reflecting the discussion and direction from the Council regarding the goals. Goals were prioritized by the Council and a rough order of magnitude for timing was developed. Following are the results ofthe goal-setting discussion: Goals - Initial Draft 1. To complete the general plan 2. To build/sustain IT/CIP capacity 3. To build/sustain the balance between environmental/fiscal/social issues 4. To engage the community proactively in projects/operations 5. To review/plan for city facilitates and service growth 6. To seek and apply innovation in city operations 7. To manage the city's assets in a manner that enhances the delivery of resident services 8. To manage growth consistent with the community vision and the nine core values • 9. To plan the Village element in order to maximize Village vitality 10. To enhance the coastal corridor for resident/tourist satisfaction 11. To steward/govern/manage consistent with the city's organizational values, including instituting metric-based decision-making 12. To achieve 'best-value' outcomes in all service areas using metric-based decision-making 13. Provide basic city services Goals -Second Draft Council further reviewed the initial draft goals and modified them as follows: 1, To complete the general plan 2, To build/sustain IT/CIP capacity 3, To create/maintain/sustain the balance between environmental/fiscal/social well-being Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 8 of 36 4. To 5, To 6, To 7, To 8, To 9, To 10, To 11, To 12, To 13, To Goals - Applied Priorities and Timeframe Council applied a priority filter to the goals and modified some goal language to reflect additional thinking. Following are the revised goals according to the priority filter below: A - Absolutely essential to fulfilling the city's mission and driving toward the vision; if nothing else is done, these goals are necessary to maintain the city's function B - Important; supports the mission and drives toward the vision; not essential to city function, important to fulfilling community expectations and needs C - Non-critical for mission fulfilment and driving toward the vision; with unlimited/greater resources, these can be included; this level of priorities should not be executed unless significant progress is made on A and B priority goals, provided related actions do not detract from A and B priority goal completion/action Timeframes were rough orders of magnitude; these will be reviewed by staff to determine more accurate timeframes. A number of goals are part of the city's ongoing operations that support the mission and are indicated as 'ongoing.' Under some goals, Council provided greater direction to staff for key elements within those goals. Those are indicated in the next section of this report. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 9 of 36 Table of Goals with Applied Priorities and Timeframe Reference Number Goal Priority Timeframe in Years 1. To complete the general plan A 3-4 2, To build/sustain IT/CIP capacity B 2-4 3. To create/maintain/sustain the balance between environmental/fiscal/social well-being A Ongoing 4. To engage the community proactively B Ongoing 5, To review/plan for city facilities consistent with growth expectation C 1-3 6, To seek and apply innovation in city services B Ongoing 7. To manage the city assets to achieve enhanced city services B Ongoing 8. To manage growth consistent with the community vision and nine core values A Ongoing 9, To plan the Village element to maximize Village vitality B 1 and Ongoing 10, To enhance the coastal corridor for maximum resident/tourist satisfaction B 5+ 11, To steward/govern/manage consistent with the city's organizational values A Ongoing 12. To foster economic development B Ongoing 13, To provide basic city services A Ongoing Carisbad City Council Goal-setting Workshop / Report and Notes 3 February 2015 Page 10 of 36 • Draft 2 Goals - Including Sub-elements Council also identified key areas (programs, tactical items, etc) within the goals that are important to the work on specific goals. Following are the goals with those elements included, which should be reflected in the strategic plan draft developed by staff for Council adoption: Table of Goals with Sub-elements Reference Number Goal Priority Timeframe in Years 1. To complete the general plan ^ Complete general plan document with legal (one month) ^ Complete climate action planning (consider using an experts panel) ^ Complete housing plan ^ Complete LCP ^ Complete code clean-up post plan adoption v" Circulation element should include: a) livable streets philosophy and b) represent needs for health/transportation/utilities/science A 3-4 2, To build/sustain IT/CIP capacity B 2-4 3, To create/maintain/sustain the balance between environmental/fiscal/social well-being Focus on vision to be world class ^ Create an arts master plan >^ Accelerate park development ^ Ensure trails development A Ongoing 4. To engage the community proactively ^ Foster next generation of leaders •/ Include strong IT/lntranet/lnternet component ^ Tell 'open space' story B Ongoing 5. To review/plan for city facilities consistent with growth expectation ^ Develop a plan C 1-3 6. To seek and apply innovation in city services ^ Drive process with best-value outcomes ^ Use metrics to evaluate what works/what doesn't ^ Emphasize key projects in priority order, e.g., circulation B Ongoing 7. To manage the city assets to achieve enhanced city services ^ Identify city properties ^ Bring assets fonward annually for review/recommendations B Ongoing 8. To manage growth consistent with the community vision and nine core values ^ Prioritize transportation and circulation element, including College, Zone 15 and Poinsettia A Ongoing 9, To plan the Village element to maximize Village vitality •/ Identify/plan for parking structure ^ Include grade separation B 1 and Ongoing Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 11 of 36 Reference Number Goal Priority Timeframe in Years Develop master plan 10. To enhance the coastal corridor for maximum resident/tourist satisfaction ^ Complete general plan Identify and prioritize key projects B 5+ 11, To steward/govern/manage consistent with the city's organizational values Emphasize new organizational value - change ^ Focus on metrics ^ Collaborate with other agencies A Ongoing 12, To foster economic development Continue higher education project Emphasize talent attraction ^ Work on 78 corridor ^ Leverage partnerships with five cities ^ Emphasize business-friendly philosophy B Ongoing 13, To provide basic city services Continue and improve public safety services ^ Continue and improve emphasis on fire prevention A Ongoing Carisbad City Council Goal-setting Workshop / Report and Notes • 3 February 2015 Page 12 of 36 Draft 2 1^ Section 4. Additional Concepts for Goal-setting Success Participants discussed various strategies, concepts and approaches to assist with success in developing the strategic plan, reporting progress to the Council and other issues for consideration in plan development, adoption and implementation. Following are the discussion highlights by key area: Reporting and Report Timing • Use the current chart for reporting projects • Add goals and objectives from the adopted strategic plan including metrics, timelines and percentage of completion for Council reporting purposes • A timeline should be included in the strategic plan, recognizing some of the times will be more clear and firm than others; farther out in the plan will have less definitive times • Use the Ft, Collins model included in the World Class Cities presentation - visual depiction of progress • Conduct monthly workshops on big projects, strategic plan updates and other areas necessary as determined by staff and Council • Conduct an annual review of the strategic plan, including qualitative and quantitative metrics • Continue to conduct the annual citizen satisfaction survey and use results for annual strategic planning process/updates • Provide updates to Council on community projects not driven by Council, yet important to keep Council members apprised with any topline staff intelligence on those projects, key milestones staff is aware of and any other information helpful to Council members being knowledgeable about citywide issues; Council recognizes outside city control could change without staff's knowledge Communication and Trust • Accuracy in staff reporting is critical to building/sustaining trust • Council needs to allow for staff not to have all the answers all the time; it's okay for staff to say, "We'll need to get back to you," and set a time for providing Council what they need • Council briefings should be used to ask questions on key issues • Staff reports should be driven by staff's professional analysis, not politics Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 13 of 36 15 • staff needs latitude from the Council to take risks, experience failure as a part of its effort to achieve success; this will help with the new organizational value of 'Change' • Respect is needed from all that information on key projects controlled by the city and otherwise could change • Avoid 'gotcha' discussions; focus on how to get information in a manner that is respectful to staff and Council • Adopt the process for raising new ideas (outside the strategic plan adopted by the Council) including the following: > Email replies will be sent from the city manager, copying the city attorney, with the time expected for replying to the item from a Council member > City manager will use the adopted strategic plan as a reference and framework for reviewing new ideas/issues > A 'Bike Rack' will be established for parking those ideas for consideration in strategic planning for the city; in this instance the city manager will close the loop via email with the Council member • Review new issues that come up opportunistically where they can improve the goals of the adopted strategic plan; work with the city manager and city attorney to ensure appropriate review • Apply the 'four-hour rule' with new requests, i.e., requests should take no more than four staff hours to analyze and determine any appropriate course of action for feedback/response to the Council member; close the loop with Council members about the status of those requests Cultural Change • Examine current philosophy for tolerance for failure and risk-taking within the city • Emphasize the importance of innovation and creativity as part of the organizational values, including: > Encouraging innovation throughout the organization > Mentoring to provide guidance > Using a collaborative approach - involve the legal department where appropriate > Asking questions > Being proactive > Reporting progress Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 14 of 36 Section 5. Workshop Evaluation Participants were asked to evaluate the workshop and related planning effort as a focus on continuous improvement for future planning and goal-setting efforts. Following are the highlights: Dialogue was open and honest Putting goals on the flip charts around the room worked - provided reference for discussion and refinement Candor was helpful Setting worked Food was good Made progress on setting priorities Clarified goals and uncertainties Hard to evaluate the gravity of what was accomplished until the plan is developed Concerned we may have forgotten something - want rights to add/modify when reviewing the draft plan Make sure what we've done is worth it, that we have a plan with attainable goals Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 15 of 36 ADDENDUM A. Workshop Assignments List Carisbad City Council Goal-setting Workshop 3 February 2015 DRAFT - Workshop Assignments - DRAFT Following are the assignments, subject to review and confirmation, from the Carlsbad City Council goal- setting workshop conducted on 3 February 2015. Upon confirmation that these accurately reflect the work of that day, the mayor and city manager should monitor the assignments to ensure they are completed. Date Lead Support Assignment Status 2.4.15 Tina Council Approval Prepare plan for communicating to staff and community 2,10,15 Steve A, Morgen Prepare draft notes and report 2.28,15 Tina Develop 'best-value' language under the 'Stewardship' organizational value for Council adoption 2.28.15 Tina Add 'Change' as an organizational value and develop language for Council adoption 2.28,15 Steven S, Key Staff Develop draft strategic plan based upon workshop outcomes/direction; include current issues from staff's review; return to Council for review/modification/adoption; finalize plan by 3.30.15 Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 16 of 36 B. Workshop Objectives and Agenda city of Carlsbad / Council Goal-setting Workshop 3 February 2015 Meet & Greet - Refreshments: 8:20 AM / Session: 8:30 AM - 3:00 PM (or until conclusion of business) Location: Encina Waste Water Facility, 6200 Avenida Encinas, Carlsbad 92011 Contact: Morgen Fry 760.434.2821 Objectives and Agenda Facilitator: Steve Alexander Participants: See Separate List Session Focus: The City Council, in order to advance the goals of the city of Carlsbad and on behalf of the citizens this body represents, is conducting this goal-setting workshop to help fulfill the city's mission and drive toward its vision. Goal-setting also focuses the Council, staff and organization on the priorities and actions integral to the mission and vision. The focus of the workshop is to: 1) confirm and build on past mission, vision, values and goal-setting exercises and outcomes; 2) establish clear, prioritized goals to guide the Council, staff and organization; 3) build the discipline in planning to focus on the goals to achieve policy, program and operational efficiencies/effectiveness; 4) adopt direction for staff to create the city's strategic plan with measurable objectives, programs, tactics, key milestones and measures for achieving the Council's goals; 5) confirm roles, relationships and responsibilities among the council, its committees and staff to maximize successful outcomes from this goal-setting effort; and, 6) adopt protocols for communication and collaboration to ensure alignment and effective council and staff interaction for goal- setting and planning success. Objectives: 1. To confirm the city mission, vision and values that will guide the goal-setting effort and their role in guiding overall city direction, goal-setting, programs and policymaking 2. To discuss and adopt preliminary prioritized goals for 2015 and beyond (approximately a 1-3 year planning horizon) that represent the consensus of the Council and guide the staff on what the Council wants to achieve underthe exiting Community Vision 3. To provide clear direction to staff for its work on completing a strategic plan for the city (approximately a 1-3 year planning horizon), including measureable objectives, programs, timelines, milestones and measurements 4. To provide direction to staff for a reporting process to keep the Council apprised of progress, necessary changes and other issues related to the goals 5. To provide direction to staff on resources needed to achieve the goals 6. To identify issues that contribute to effective council planning, decision-making and governance , council and staff relations and other best practices and principles that will help the Council and staff work collaboratively and collectively to achieve success with the outcomes from the planning effort 7. To adopt any key areas of consensus from workshop discussions and identify areas for further action and tangible outcomes for Council and staff implementation 8. To conduct the workshop in an open, truthful, collaborative, bi-lateral, collegial manner that ensures full participation of the participants in a dialogue that: a) honors the views, values and Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 17 of 36 perspectives of the participants, b) achieves ownership by each participant of the outcomes, and c) facilitates energy, enthusiasm and momentum from the workshop AGENDA Item Time* Activity Responsibility Materials/Notes 8:20 iWeef & Greet- Refreshments Morgen Fry 1, 8:30 Call to Order / Roll Call / Public Comment on Non- agenda Items Barbara Engleson, City Clerk 2. 8:35 Welcome / Introductions / Opening Remarks Breaks To Be Determined By Participants Mayor Matt Hall City Manager Steven Sarkozy 3, 8:45 Adopt Retreat Overview and Objectives / Conduct Team Building Exercise / Adopt Ground Rules and Facilitation Guidelines / Housekeeping Steve Alexander • Agenda • Facilitation Guidelines • Levels of Consensus and Four Beliefs Guiding Consensus 4, 9:00 Public Comment on Goal-Setting Mayor Matt Hall 5, 9:30 Review Strategic Planning Terms and Process Steve Alexander Steve - Facilitate All Participants • Strategic Planning Terms • Glossary of Planning Verbs • Mission/Vision Template & Worksheet 6, 9:45 Staff Presentations on Strategic Planning Issues • Confirm Mission, Vision and Values • Operationalizing the Community Vision • Data-driven Decision-making Steven Sarkozy Tina Ray Kathy Dodson Steve - Facilitate • City Mission, Vision and Values • Community Vision • Community Vision Graphic 7. 10:15 Discussion of World-Class Definitions and Performance Measures Kathy Dodson Steve - Facilitate • Comparison City Information 8. 10:30 Review Carlsbad Resident Survey Report 2014: Opportunities and Challenges Gary Barberio Steve - Facilitate • Survey Information 9, 11:00 Conduct Goals and Strategies Prioritization Exercise / Confirm Prioritized Goals and Strategies • Prioritizing Criteria and Process / Values • Key Goals and Current Opportunities • Future Opportunities • Consensus Building Steven Sarkozy Steve - Facilitate All participants • Goals One-pagers • Materials from Prior Section Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 18 of 36 Item Time* Activity Responsibility Materials/Notes • Year One, Two, Three and Beyond • Resources 12:00 Lunch Break / Working Lunch - Goals Discussion Continues 10. 1:00 Discuss Alignment and Best Practices for Council Focus and Staff Implementation of Planning Process • Reporting - Top-line Needs and Timing • Trust • Cultural Change • Roles (Council and Staff) • Guiding Principles Steven Sarkozy Steve - Facilitate All Participants • Training Materials 11. 2:30 Confirm Next Steps and Assignments / Evaluation / Lessons Learned Steve - Facilitate • Flip Chart Notes 12. 2:55 Closing Comments Matt Hall Steven Sarkozy 3:00 Adjourn *AII times are approximate and subject to change. KEY TOPICS FOR GOAL-SETTING DISCUSSION STARTERS: 1. Coastal Corridor 2. Master PlanA/isionIng for Carlsbad Vlllage/Barrlo 3. Stewardship and Governance/Culture Change a. Finances and Investments b. Human Resources c. Communications/Alignment 4. Golf Course as Business/Tourism Attraction 5. Climate Action Planning 6. City Facilities 7. Capacity for CIP and IT Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 19 of 36 2-1 C. Selected Training and Reference Materials City of Carlsbad Council Protocols - Adopted at 3 June 2014 Retreat In order to fulfill the vision of creating a World Class City, following are key protocols for consideration by the council that will enhance and sustain its commitment to a 'best practices' governance process reflective of a world-class municipality. Council Member Interactions 1. When contacted outside council chambers by another council member, ask, "Have you talked to anyone else about this matter?" If yes, decline to communicate in order to uphold proper practices and compliance with the Brown Act. 2. When contacted by someone (other than a council member) about a city matter that involves a request for services, etc., use the phrase, "Let me talk to the city manager and get back to you." This ensures the manager is consulted and in the loop, the proper city resources are applied depending on the issue, and that, if a response/action requires a decision of the full city council, the issue is properly docketed and supported by a staff recommendation. (Ask yourself, "Has staff seen and analyzed this issue?" in order to ensure the council has the input from the professional staff.) 3. Adopt a practice of having the chair of the meeting (mayor, mayor pro tem when applicable) remind council members to disclose ex parte contacts to facilitate transparency and full disclosure to the council, city manager and the public about any outside meetings to ensure the council is, and is perceived as, open and transparent about how the city conducts its business with outside interested parties. Council members contacted by only one applicant or citizen group involved in a matter should contact the city manager to invite any other stakeholder points of view. This is a reminder that, as an elected official, business is being conducted on behalf of the citizens of the city, 4. If any council member identifies information, articles, resources, etc. that might be of interest to other council members, distribute those items through the city manager to ensure everyone, including the manager, has access to that information. Apply the rule, "If it's of interest to me, it's of interest to everyone." 5. Apply MRI - Most Respectful Interpretation among council colleagues, the city manager and city attorney. Don't assume the motivation of another. When in doubt, check it out. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 20 of 36 6. Council members, with city manager guidance, should engage in regular and ongoing opportunities for training and improving skills and tools for sustaining and enhancing best practices in these areas, including workshops, courses, participation in the Institute for Local Government (ILG), International City/County Management Association (ICMA), etc, 7. Regularly evaluate how the council, city manager and city attorney are doing with respect to the Brown Act, ethical codes and related issues. Be open to feedback in the process and commit to a continuous improvement approach to being and becoming a model of world-class governance. 8. When contacted to attend an outside meeting by someone with interest in the business of the city, consider including staff (after checking with the city manager) in those meetings, 9. Respectfully, remind one another, as council colleagues, of the importance of the Brown Act, ethical codes, conflict of interest, etc. from the dais when appropriate, 10. Remember that closed session is a closed session and no communications that occur in a closed session can be discussed outside the closed session other than as agreed to and directed by the entire council. Use the phrase, "That's a matter discussed in closed session, and I cannot discuss it." as a phrase to help deal with attempts to violate the closed session protections afforded by law. Council and Staff Interactions 11. Keep the city manager apprised of outside meetings that occur to ensure there's full communication between the city manager and individual council members about the activities that individual council members are engaged in on behalf of the city. 12. Be aware that if/when talking to city employees, a council member's communication can be construed as 'direction' rather than just dialogue and commentary. Be sensitive to giving spoken, written or otherwise direction to city staff. 'Commentary' by council members to staff can often be construed as 'direction' due to the authority of a council member's title and role. Staff report to the city manager, and the best roles are those that are clear and understood by all. Only the council as a full body can give direction, and that direction goes to staff through the city manager. 13. Determine mutually with the city manager the desired style and type of communications staff should be having with the council members and with outside entities that have business with the city. The communication guidelines will ensure clarity and consistency with and among council members, the city manager and city staff. 14. When provided information from members of the public, provide the information to the city manager and, when appropriate, city attorney, for proper analysis and response, and to ensure the city is operating with a common voice. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 21 of 36 x3 City Attorney 15, Encourage and support the city attorney's role with regards to the Brown Act, conflicts of interest and other legal and ethical codes that guide the behaviors of council members, 16. The city attorney should act quickly and clearly when there appears to be any potential violation of the Brown Act, ethics codes, etc. The council expects this professional assistance and the city attorney should be proactive in exercising her role. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 22 of 36 0 L(" Ten Rules for High Performance Teamwork From Pulling Together h"^ John Murphy "Cooperation is the thorough conviction that nobody can get there unless everybody gets there." -Virginia Burden 1. Put the Team First 2. Communicate Openly and Candidly 3. Be Part of the Solution, Not the Problem 4. Respect Diversity 5. Ask and Encourage the Right Questions 6. Use a Rational Problem-Solving Process 7. Build Trust With Integrity and Example 8. Commit to Excellence 9. Promote Independent Thinking 10. Pull the Weeds Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 23 of 36 The Source: Twelve Principles of Governance That Power Exceptional Boards Exceptional boards add significant value to their organizations, making a discernible difference in their advance on mission. Good governance requires the board to balance its role as an oversight body with its role as a force supporting the organization. The difference between responsible and exceptional boards lies in thoughtfulness and intentionality, action and engagement, knowledge and communication. The following twelve principles offer chief executives a description of an empowered board that is a strategic asset to be leveraged. They provide board members with a vision of what is possible and a way to add lasting value to the organization they lead, CONSTRUCTIVE PARTNERSHIP Exceptional boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and chief executive are interdependent. They build this partnership through trust, candor, respect, and honest communication, MISSION DRIVEN Exceptional boards shape and uphold the mission, articulate a compelling vision, and ensure the congruence between decisions and core values. They treat questions of mission, vision, and core values not as exercises to be done once, but as statements of crucial importance to be drilled down and folded into deliberations, STRATEGIC THINKING Exceptional boards allocate time to what matters most and continuously engage in strategic thinking to hone the organization's direction. They not only align agendas and goals with strategic priorities, but also use them for assessing the chief executive, driving meeting agendas, and shaping board recruitment, CULTURE OF INQUIRY Exceptional boards institutionalize a culture of inquiry, mutual respect, and constructive debate that leads to sound and shared decision making. They seek more information, question assumptions, and challenge conclusions so that they may advocate for solutions based on analysis. INDEPENDENT-MINDEDNESS Exceptional boards are independent-minded. They apply rigorous conflict-of-interest procedures, and their board members put the interests of the organization above all else when making decisions. They do not allow their votes to be unduly influenced by loyalty to the chief executive or by seniority, position, or reputation of fellow board members, staff, or donors, ETHOS OF TRANSPARENCY Exceptional boards promote an ethos of transparency by ensuring that donors, stakeholders, and interested members of the public have access to appropriate and accurate information regarding finances, operations, and results. They also extend transparency internally, ensuring that every board member has equal access to relevant materials when making decisions. COMPLIANCE WITH INTEGRITY Exceptional boards promote strong ethical values and disciplined compliance by establishing appropriate mechanisms for active oversight. They use these mechanisms, such as independent audits, to ensure Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 24 of 36 accountability and sufficient controls; to deepen their understanding of the organization; and to reduce the risk of waste, fraud, and abuse. SUSTAINING RESOURCES Exceptional boards link bold visions and ambitious plans to financial support, expertise, and networks of influence. Linking budgeting to strategic planning, they approve activities that can be realistically financed with existing or attainable resources, while ensuring that the organization has the infrastructure and internal capacity it needs. RESULTS-ORIENTED Exceptional boards are results-oriented. They measure the organization's progress towards mission and evaluate the performance of major programs and services. They gauge efficiency, effectiveness, and impact, while simultaneously assessing the quality of service delivery, integrating benchmarks against peers, and calculating return on investment. INTENTIONAL BOARD PRACTICES Exceptional boards purposefully structure themselves to fulfill essential governance duties and to support organizational priorities. Making governance intentional, not incident al, exceptional boards invest in structures and practices that can be thoughtfully adapted to changing circumstances. CONTINUOUS LEARNING Exceptional boards embrace the qualities of a continuous learning organization, evaluating their own performance and assessing the value they add to the organization. They embed learning opportunities into routine governance work and in activities outside ofthe boardroom, REVITALIZATION Exceptional boards energize themselves through planned turnover, thoughtful recruitment, and inclusiveness. They see the correlation between mission, strategy, and board composition, and they understand the importance of fresh perspectives and the risks of closed groups. They revitalize themselves through diversity of experience and through continuous recruitment. Excerpted from The Source: Twelve Principles of Governance That Power Exceptional Boards, Wastiington, DC: BoardSource 2005. For more information or to order a copy of tlie complete book, please visit www.boardsource.org or call 800-883-6262. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 25 of 36 MRI - Most Respectful Interpretation MRI - Most Respectful Interpretation. Teams need to have MRI. And where does one learn MRI? Most definitely It Is the leader who models this way of communication and encourages their team to communicate the same way. Here are my strategies for leaders to create MRI: 4. When Interacting with others use positive language. An easy way to do this is to use the word "and" instead ofthe word "but." It also shows that you lead with inclusion. 4. Avoid blame and instead try to cultivate ways to find a mutual solution. It is so easy to accuse a team member of doing the wrong thing. By reframing you could find out what caused the mistake and how together it can be fixed. 1 Take the time to praise those around you. To say: "I am impressed how you handled that difficult situation" goes a far way. People want to feel valued and given the appropriate credit for a job well done. 4 Use "I" messages in your statements so that you take full responsibility for what comes out of your mouth. Instead of saying, "Your idea is not good", you might say, "I think we are moving in a different direction so let's see how we might explore your suggestion in that way." 4. Be sincere in the way you lead. People can spot a "fake" agenda very quickly. 4 Be honest when you make a mistake. When the team sees that a leader can admit to failure, vulnerability Is created which in turn leads to an environment of trust. It is up to you to create your dream culture of transparency and clear, honest and direct communication. It Is In your hands, leaders, so give it a try! What would your dream culture look like? How would you go about achieving it? What are the most important elements to making your team work together well? -Terri Klass Consulting Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 26 of 36 ^2 Handbook for New Chairs July 2013 Following is a compilation of tips and tools for incoming chairs. These are intended to offer insights, lessons learned and perspectives to help with leadership and benefit the entire agency as an organization and the public it serves. The will be added to as each chair completes his/her term in the hopes that successor chairs will be able to use what they find valuable and helpful during their term, 1, Get to know new commissioners/board members whom you do not know, and pay extra attention to them as they become oriented to their new role. 2, When staff have earned your trust, give them trust in return. 3, Let fellow commissioners/board members and staff know what's important to you, what impacts your schedule, what other priorities you have, etc. 4, Talk to commissioners/board members about their goals for the year, what matters to them, and consult with the president/CEO/general manager, as he/she will often know what's on commissioners'/board members' minds. 5, Spend informal time with the executive leadership group/executive team as a team and individuals; get to know them, who they are and what matters to them. 6, Use the president/CEO as the primary point of contact. 7, Operate with the 'no surprises' rule with commissioners/board members, the president/CEO, leadership team, at meetings, etc.; keep others in the information loop. 8, Work with the president/CEO to identify a few key people in the community with whom it's important for you to have an ongoing relationship. 9, Set a standard to read all materials prior to board meetings, and encourage board members to do the same; contact the president/CEO prior to meetings with questions that can be clarified before the meeting; this helps with the 'no surprises' rule 10, The chair is the primary link from the board to the staff; if the chair is aware a commissioner has a particular area of interest, pass that along to staff as they issue comes forward; that allows staff to appropriately work with and keep that commissioner informed as the issue comes up at the meeting, 11, When conducting board meetings, the leadership role of the chair is very important: > Establish the ground rules about how you want to conduct the meetings, especially at your first meeting, > Set a standard for commissioner behavior - creating a scene or hogging the mic hurts everyone and the ability to effectively conduct the board and organization's business, and feedback should be given privately peer-to-peer; similady, when someone does great and performs up to and beyond the standards of decorum and effective commissioner behavior, call it out and recognize the 'value-add' publicly, > Start fast and get the important business done first, > Move big matters up front if necessary (review speakers' slips, discuss with the president/CEO, etc), > Be clear and firm about the three-minute limit rule for speakers. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 27 of 36 > Provide an agenda overview and anticipated timing at the beginning of the meeting, > Summarize the comments from commissioners/board members prior to calling a vote, > When new items/suggestions come up during the meeting, prior to taking action, ask the president/CEO/appropriate staff for their direction/feedback/input, 12. Remember, it's always all about communication: a) to and with the right people, b) timely, c) transparently, d) completely, e) accurately and f) applying MRI (Most Respectful Interpretation; and, communication requires three steps: a) telling what you want to tell, b) the receiver confirming what they heard and understood, and c) the teller confirming they got it right. 13, Have fun! Most importantly, though the task and leadership is serious, learn how to enjoy it and be comfortable in it and have fun while you're there. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 28 of 36 9i) Additional Training and Reference Materials (not provided in workshop package) Council Member Rules 1, Be honest with one another. If there is a feeling of being slighted or offended, use a word to let others know, 2. Everybody gets the same information. When a council member asks a question from staff, for any reason, all of the Council should get the question and the answer. The council member should request the staff member to report this out using the proper channels. 3. No surprises - between Council Members, City Manager and City Attorney. 4, Do not "attack" a colleague, staff member or a member of the public while on the dais or in any public forum. 5. When there is a vote, the Council follows the majority. When speaking on the dais or in public, the Council should support the majority vote and city policies. 6. Never negotiate from the dais. While on the dais, or in the public, do not use first names. Address the individual council member using the title "Council Member." 7, Share the work load. All council members are equal. 8, Report major actions from boards and committees. Use the time at the end of the council meeting during "Comments to Report Out," 9, No giving or donating of funds if a spouse of a council member is involved. 10. Understand your colleagues and show respect. Carlsbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 29 of 36 THE FOUR AGREEMENTS 1. Be impeccable with your word 2. Don't take anything personally 3. Don't make assumptions 4. Always do your best Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 30 of 36 Governing Body Self-Evaluation This assessment can provide a starting point for insight into how well the governing body is generally conducting its role, as perceived from within. This tool is most useful when completed in advance of a retreat. Members are encouraged to submit and attach suggestions and ideas for how the governing body may attain higher ratings on any or all of the considerations. Ideally, an independent, objective person outside the organization will receive completed forms, collate results and compile a recap report of findings. 2, 3, 4 3 2 1 Good Average Fair Poor Governing body has full and common ;understanding ofthe roles and responsibilities jof such a body Members understand the organization's mission and its programs Structural pattern (governing body, officers, committees, executive and staff) is clear Governing body has clear goals and actions resulting from relevant and realistic strategic planning Governing body attends to policy-related decisions which effectively guide operational 'activities of staff and subcommittees jGoverning body receives regular reports on finances/budgets, program performance and Jother important matters [Governing body effectively represents the 7, jmunicipality/agency/organization to the community 8, Meetings facilitate focus and progress on important organizational matters 9. Governing body regularly monitors and evaluates progress toward strategic goals and program performance 10, Governing body regularly evaluates and develops staff executive(s) Governing body has approved comprehensive 11, [personnel and legal policies which have been [reviewed by a qualified professional ; . „ lEach member feels involved and interested in • jthe governing body's work j j : 13 IM necessary skills, stakeholders and diversity i Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 31 of 36 3^ Please list the three to five points on which you believe the governing body should focus its attention in the next year. Be as specific as possible in identifying these points. 1, 2. 3. 4, 5, Originally written by Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Copyright 1997-2008. Adapted from the Field Guide to Developing and Operatinq Your Nonprofit Board of Directors Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 32 of 36 34 7 Tips for Working in Groups Tips for Working in Groups 7 Tips for Working in Groups From ICL's Workfnq Together Toolkit for Cooperative Efforts, pp. 9-11 Most activist leaders learn about working in groups by doing it. You don't have the time or inclination to slog through long tomes about group behavior, so we've distilled seven of the most important tips we believe particularly apply to cooperative efforts --groups of groups - no matter the structure of your effort. 1. Relationships between people come first. The combined group can accomplish the task at hand only after the individuals first create a feeling of trust, safety and awareness of who is in the room and why. People can't work in the interests of the collective group until they are clear that they will be heard and their needs and ideas addressed. Understanding and relating to each other personally is an essential part of building safety before anyone can work well across different backgrounds and perspectives or race and culture. We've seen lots of cooperative efforts launch right into defining vision, goals and a plan of action before participants feel comfortable with each other, often resulting in conflict and disagreement. "We struggled, at first, on building trust, consensus, and governance. Eventually we realized trust and that's when the Coalition began building momentum and achieving success. No individual groups put their self-interest above the interests of the other groups." -Adam Snyder, Alabama Rivers Alliance 2. To go fast, it helps to go slow. Take time to ensure ttiat individuals understand each other and each organization. Slow down and listen deeply to each person speaking about their work, values and perspective on the issues. How does each member see the issue, understand the problem? Develop a rich and complex picture of the opportunity and/or problem at hand so that the confluent differences within the group become a resource. Articulating differences is essential at this juncture, plus identifying where you will need to disagree. With a common understanding, the group can move to planning goals and action that has true group ownership and can be implemented flexibly. 3. Pay attention to the tension between what the full group may need and what individual participants want. Wants and needs of the participating groups and individuals may differ. Honestly and clearly stating Carlsbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 33 of 36 your organization's needs and wants and identifying where these do and don't coincide with what the cooperative effort needs is very helpful. This can be difficult since at times these are also areas of competition, so going slow and creating safety helps. 4. Power dynamics are always present. People and organizations will often vie for power and recognition, and the nonprofit world is no different. In coalition settings or multicultural cooperative efforts, unrecognized differences can undermine the group's cohesion. We recommend that the combined groups identify the different sources of power, knowledge and influence of each, and recognize the impact of social, racial and economic differences. An example is the power differences between local, state and national groups - each has resources that are vital to the joint effort, but often local groups feel overrun by the national groups' access to money, press and congressional staff. Or individual groups have different styles of leadership and must figure out how to work in a coalition. Good facilitators or diversity consultants can help a multicultural group develop inclusive ways to work across differences. Balancing power needs to be openly discussed, guidelines agreed to, and a cooperative agreement signed. 5. Develop a culture (together!). Be intentional about the culture you would like to create and model behaviors and establish norms that reinforce that culture from the start. For example, if you truly want a democratic, participatory process, make certain that everyone is given a time at the first meeting to express their views on several key issues. Take the time to create ground rules or operating principles that can be encouraged and monitored by all participants. 6. All groups progress through predictable and unavoidable phases. Different individual behaviors become apparent in each phase of development, and specific work must be completed in order to move to the next phase. If the work in a specific phase is not completed, the group will either return to it at a later time or their work together may be interrupted by conflict or stunted by avoiding unresolved issues. "Our biggest obstacle was fear - that we would create our own competition, or that some group would win or lose. We dealt with that by naming the fears - people disclosed. 'We're afraid that someone will take the money or resources or we won't get the credit.' Those are real fears. It's why you have to work in your self-interest. We ran straight into the face of the fears, and figured it out." -Diane Jensen, Minnesota Project 7. Group reflection is necessary for learning and improvement. Most of us love to do things. We are in the business of fixing things, working to make the world a better place. But there is power in taking time to reflect, to just be together. Celebrating can build solidarity and coherence, benefiting the overall strategy and camaraderie. Reflect on your group's efforts, discuss what worked well and what didn't, and why. Then, with a deeper, shared understanding, your group can plan for future work equipped with tested experience and new insights. Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 34 of 36 E. Strategic Planning Tools Strategic Planning Terms and Process Vision - what the organization should look like, feel like, be doing and be like at a point in the future Mission - the societal need the organization meets; answers the question, "why?" Values - the guiding principles, core beliefs and behaviors that govern how an organization works; these can be internal, external or both 6oa/s - general statements of the direction in which the organization wants to move; they are the "what" statements; they flow from the vision and are validated by the mission Strategies - key statements about the ways to enact goals from a broad, "best way to accomplish this" perspective Objectives - measurable; who will do what when; they are "how" statements and are derived from and support the goals; objectives are also "SMART" (Specific, Measurable, Attainable/Actionable, Results-oriented, and Time-determinate) Action P/ans - support certain objectives; include tactics; last piece of plan to be developed; done only after a final budget and reviews have been completed Timeline - reflects the objectives and action plan on a calendar and/or milestones chart Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 35 of 36 Template 8.5 Glossary of Verbs The right verbs reflect your intentions about what you want to accomplish through your goals. Search through the following glossary and select the most appropriate verb for what you have in mind. Change of Direction Verbs Alleviate Decrease Expedite Lessen Reduce Augment Diminish Expand Lower Strengthen Accelerate Direct Extend Optimize Shorten Adjust Enlarge Ignite Prevent Upgrade Change Eliminate Improve Raise Maintenance Verbs Confirm Keep Monitor Retain Sustain Continue Maintain Preserve Reinforce Stabilize Emphasize Manage Protect Support Validate Other Action Verbs Advertise Deliver Enlist Investigate Produce Analyze Develop Emphasize Identify Resurrect Arrange Define Facilitate Introduce Recalibrate Access Distribute Finalize Implement Review Benchmark Direct Forecast Incorporate Stimulate Coordinate Determine Formulate Interpret Schedule Calculate Design Foster Mobilize Train Consult Draft Harness Measure Update Conduct Enable Invite Organize Create Enhance Inform Prepare Collaborate Establish Influence Promote Carisbad City Council Goal-setting Workshop / Report and Notes - Draft 2 3 February 2015 Page 36 of 36 9' Prioritized Table of Goals with Sub-elements Carlsbad City Council Goal Setting Workshop February 2,2015 Reference Number Goal Priority Timeframe in Years 1, To complete the general plan ^ Complete general plan document with legal (one month) ^ Complete climate action planning (consider using an experts panel) ^ Complete housing plan •/ Complete LCP ^ Complete code clean-up post plan adoption •/ Circulation element should include: a) livable streets philosophy and b) represent needs for health/transportation/utilities/science A 3-4 2, To build/sustain IT/CIP capacity B 2-4 3, To create/maintain/sustain the balance between environmental/fiscal/social well-being Focus on vision to be world class ^ Create an arts master plan ^ Accelerate park development ^ Ensure trails development A Ongoing 4, To engage the community proactively ^ Foster next generation of leaders •/ Include strong IT/lntranet/lnternet component ^ Tell 'open space' story B Ongoing 5, To review/plan for city facilities consistent with growth expectation •/ Develop a plan C 1-3 6, To seek and apply innovation in city services ^ Drive process with best-value outcomes Use metrics to evaluate what works/what doesn't Emphasize key projects in priority order, e.g., circulation B Ongoing 7, To manage the city assets to achieve enhanced city services Identify city properties ^ Bring assets forward annually for review/recommendations B Ongoing 8, To manage growth consistent with the community vision and nine core values ^ Prioritize transportation and circulation element, including College, Zone 15 and Poinsettia A Ongoing 9, To plan the Village element to maximize Village vitality Identify/plan for parking structure "/ Include grade separation Develop master plan B 1 and Ongoing 10. To enhance the coastal corridor for maximum resident/tourist satisfaction ^ Complete general plan Identify and prioritize key projects B 5+ 3^ Reference Number Goal Priority Timeframe in Years 11, To steward/govern/manage consistent with the city's organizational values Emphasize new organizational value - change ^ Focus on metrics Collaborate with other agencies A Ongoing 12. To foster economic development Continue higher education project ^ Emphasize talent attraction Work on 78 corridor ^ Leverage partnerships with five cities Emphasize business-friendly philosophy B Ongoing 13. To provide basic city services ^ Continue and improve public safety services Continue and improve emphasis on fire prevention A Ongoing 40 City of Carlsbad Council Protocols - Adopted at 3 June 2014 Retreat In order to fulfill the vision of creating a World Class City, following are key protocols for consideration by the council that will enhance and sustain its commitment to a 'best practices' governance process reflective of a world-class municipality. Council Member Interactions 1. When contacted outside council chambers by another council member, ask, "Have you talked to anyone else about this matter?" If yes, decline to communicate in order to uphold proper practices and compliance with the Brown Act. 2. When contacted by someone (other than a council member) about a city matter that involves a request for services, etc, use the phrase, "Let me talk to the city manager and get back to you." This ensures the manager is consulted and in the loop, the proper city resources are applied depending on the issue, and that, if a response/action requires a decision of the full city council, the issue is properly docketed and supported by a staff recommendation. (Ask yourself, "Has staff seen and analyzed this issue?" in order to ensure the council has the input from the professional staff.) 3. Adopt a practice of having the chair of the meeting (mayor, mayor pro tem when applicable) remind council members to disclose ex parte contacts to facilitate transparency and full disclosure to the council, city manager and the public about any outside meetings to ensure the council is, and is perceived as, open and transparent about how the city conducts its business with outside interested parties. Council members contacted by only one applicant or citizen group involved in a matter should contact the city manager to invite any other stakeholder points of view. This is a reminder that, as an elected official, business is being conducted on behalf of the citizens of the city. 4. If any council member identifies information, articles, resources, etc. that might be of interest to other council members, distribute those items through the city manager to ensure everyone, including the manager, has access to that information. Apply the rule, "If it's of interest to me, it's of interest to everyone," 5. Apply MRI - Most Respectful Interpretation among council colleagues, the city manager and city attorney. Don't assume the motivation of another. When in doubt, check it out. 6. Council members, with city manager guidance, should engage in regular and ongoing opportunities for training and improving skills and tools for sustaining and enhancing best practices in these areas, including workshops, courses, participation in the Institute for Local Govemment (ILG), Intemational City/County Management Association (ICMA), etc. 7. Regularly evaluate how the council, city manager and city attorney are doing with respect to the Brown Act, ethical codes and related issues. Be open to feedback in the process and commit to a continuous improvement approach to being and becoming a model of world-class governance. 8. When contacted to attend an outside meeting by someone with interest in the business of the city, consider including staff (after checking with the city manager) in those meetings. 9, Respectfully, remind one another, as council colleagues, of the importance of the Brown Act, ethical codes, conflict of interest, etc, from the dais when appropriate. 10, Remember that closed session is a closed session and no communications that occur in a closed session can be discussed outside the closed session other than as agreed to and directed by the entire council. Use the phrase, 'That's a matter discussed in closed session, and I cannot discuss it." as a phrase to help deal with attempts to violate the closed session protections afforded by law. Council and Staff Interactions 11, Keep the city manager apprised of outside meetings that occur to ensure there's full communication between the city manager and individual council members about the activities that individual council members are engaged in on behalf of the city, 12, Be aware that if/when talking to city employees, a council member's communication can be construed as 'direction' rather than just dialogue and commentary. Be sensitive to giving spoken, written or otherwise direction to city staff, 'Commentary' by council members to staff can often be construed as 'direction' due to the authority of a council member's title and role. Staff report to the city manager, and the best roles are those that are clear and understood by all. Only the council as a full body can give direction, and that direction goes to staff through the city manager, 13, Determine mutually with the city manager the desired style and type of communications staff should be having with the council members and with outside entities that have business with the city. The communication guidelines will ensure clarity and consistency with and among council members, the city manager and city staff, 14, When provided information from members of the public, provide the information to the city manager and, when appropriate, city attorney, for proper analysis and response, and to ensure the city is operating with a common voice. City Attorney 15, Encourage and support the city attomey's role with regards to the Brown Act, conflicts of interest and other legal and ethical codes that guide the behaviors of council members, 16, The city attorney should act quickly and clearly when there appears to be any potential violation of the Brown Act, ethics codes, etc. The council expects this professional assistance and the city attorney should be proactive in exercising her role. Council Member Rules Be honest with one another. If there is a feeling of being slighted or offended, use the code word "ouch". Everybody gets the same information. When a council member asks a question from staff, for any reason, all of the Council should get the question and the answer. The council member should request the staff member to report this out using the proper channels. No surprises - between Council Members, City Manager and City Attorney. Do not "attack" a colleague, staff member or a member of the public while on the dais or in any public forum. When there is a vote, the Council follows the majority. When speaking on the dais or in the public, the Council should support the majority vote and city policies. Never negotiate from the dais. While on the dais, or in the public, do not use first names. Address the individual council member using the title "Council Member". Share the work load. All council members are equal. Report major actions from boards and committees. Use the time at the end of the council meeting during "Comments to Report Out" or No giving or donating of funds if a spouse of a council member is involved. Understand you colleagues and show respect. a-