HomeMy WebLinkAbout2019-09-18; City Council; ; 2019 City Council Goal Setting Workshop I.CITY COUNCIL MEETING
CONTINUATION NOTICE
CITY OF CARLSBAD
CITY COUNCIL
Special Meeting -Sept. 18, 2019 -10 A.M.
Faraday Administration Building, Room 173A
1635 Faraday Avenue
Carlsbad, CA 92008
The Carlsbad City Council voted at their meeting of Sept. 17, 2019 to continue the Special City
Council Meeting scheduled for Wednesday, Sept. 18, 2019 at 10 a.m. to a date to be determined.
The next Regular City Council Meeting will be held at 6 p.m. on Tuesday, Sept. 24, 2019 in the
Council Chamber, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.
Tamara R. McMinn, CPMC, CMC
Deputy City Clerk
City Clerk's Office
State of California )
) 55.
County of San Diego )
/, Tamara R. McMinn, Deputy City Clerk for the City of Carlsbad, hereby declare under penalty of
perjury that I posted this item on the Bulletin Board in front of the City Council Chamber, Dove
and Cole Libraries and at the Faraday Administration Building, 1635 Faraday Avenue, and on the
city website on Sept. 18, 2019.
Tamara R. McMinn, CPMC, CMC
Deputy City Clerk
City Clerk's Office
CITY COUNCIL
Staff Report
Meeting Date:
To:
From:
Staff Contact:
Subject:
Sept. 18, 2019
Mayor and City Council
Scott Chadwick, City Manager
Jason Haber, Assistant to the City Manager
jason.haber@carlsbadca.gov, 760-434-2958
2019 City Council Goal Setting Workshop I.
Recommended Action
CA Review tPC:::'
Participate in a facilitated workshop to initiate the process of establishing City Council goals for the next two
years.
Executive Summary
On Feb. 20 and July 9, 2019, the City Council participated in two workshops facilitated by Danell
Scarborough, EdD, which included discussion of the following topics:
• Councilmember and City Council Values and Priorities
• Understanding and Respecting our Leadership Styles
• Complex and Constructive Conversations in Public, and with the Public
• Effective Governance
• Decorum, Respect and Trust
• Working in Partnership with City Manager and Staff
• Planning and Preparing for the Goal Setting Process
This item carries those discussions forward to initiate the 2019 City Council goal setting process. A second
City Council goal setting workshop is scheduled for Oct. 2, 2019.
Discussion
The Carlsbad City Council Goal Setting Workshop Agenda and Workbook (Exhibit 1) provides a framework
to guide the Sept. 18 workshop facilitation and presents concepts and questions for the City Council to
consider in preparing for the workshop.
Meeting notes from the City Council's February 20 Leadership Workshop and July 9 Leadership and Goal
Setting Process Workshop are attached as Exhibits 2 and 3.
Fiscal Analysis
No city funding is being requested.
Next Steps
Staff will incorporate City Council input in designing and conducting the second 2019 City Council Goal
Setting Workshop on Oct. 2, 2019.
Environmental Evaluation (CEQA)
Participating in a City Council goal setting workshop does not qualify as a "project" under the California
Environmental Quality Act (CEQA) per State CEQA Guidelines Section 15378, as it does not result in a direct
or reasonably foreseeable indirect physical change in the environment.
Public Notification
This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and
review at least 72 hours prior to scheduled meeting date.
Exhibits
1. Goal Setting Workshop Agenda and Workbook-Sept. 18, 2019
2. Leadership Workshop Meeting Notes -Feb. 20, 2019
3. Leadership and Goal Setting Process Workshop Meeting Notes -July 9, 2019
CARLSBAD CITY COUNCIL
GOAL SETTING WORKSHOP
Agenda and Workbook
September 18, 2019
Faraday Administration Center
Carlsbad, California
Exhibit 1
10:00
12:00
12:30
CARLSBAD CITY COUNCIL
GOAL SETTING WORKSHOP
September 18, 2019 10:00 a.m. -5:00 p.m.
Faraday Administration Center, Room 173A
SCHEDULE
Welcome
Opening Comments -City Manager
Agenda Overview -Facilitator
Opening Comments -Mayor and Councilmembers
Non-Agenda Public Comment
Key Terminology and Definitions
Community Input
Public Comment
Lunch
Organizational Data
Data Analysis and Discussion
Presentation of Councilmembers' Goals
Decision-making Methods
Closing Comments
5:00 Adjourn
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KEY TERMINOLOGY AND DEFINITIONS
Development of definitions and a common understanding of the terminology to be used
in City Council goal setting.
Key Terminology
Goals
Objectives
Strategies
Policy initiatives
Priorities
Programs and Projects
Community Values
Mission statement
Work plan
Discussion
1. How will the Carlsbad City Council define and use these terms?
2. How will these be used in the overall goal setting process?
3. Who is/are the responsible party/parties for the components of this collaborative
effort/strategic plan?
From the literature:
Goals are broad statements of what the organization hopes to achieve and are qualitative in
nature. Goals can be short-term and long-term in nature. It is important that each goal is clear
and can be supported by measurable objectives.
Objectives are quantitative in nature. Objectives are the most critical component of the
strategic plan, as they answer the questions, "How much? By when?" Goals, strategies and
tactics are all qualitative and describe how things get done, but not how much will be
accomplished.
Strategies describe a major approach or method for attaining objectives and resolving specific
issues. Strategies begin to answer the question, "How will we go about accomplishing our
objectives?" Strategies describe a general approach or method; they don't describe specific
activities or projects -that's the work of tactics.
Resources:
https://www.gfoa.org/establishment-strategic-plans
http://www.wlac.edu/orp/planning/planning committee/SDs-Goals-
Obj%20Distinctions%20130918.pdf
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COMMUNITY INPUT
Presentation of findings from resident telephone survey and community input gathered
on topics requested by City Council at the July 9, 2019 special meeting on goal setting
preparation.
Questions for Clarification and Understanding
PUBLIC COMMENT
An opportunity for members of the public who wish to provide their input to inform the
Council goal setting process.
ORGANIZATIONAL DATA
Presentations by City Branches will provide an overview of branch accomplishments and
successes, future initiatives, and status of existing goals.
Questions for Clarification and Understanding
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DATA ANALYSIS AND DISCUSSION
Identification and discussion of trends, issues, needs, and opportunities that emerged
from the community input and branch presentations. Assess organizational capacity as
well as opportunities and threats in the larger external environment.
Dialogue
1. What themes do you see emerging from the information presented?
2. What issues, needs, concerns are most important to you?
3. Are there themes regarding organizational capacity that are important to note?
4. Are there opportunities and/or threats in the organization's external environment that
are important to note?
PRESENTATION OF COUNCILMEMBERS'
GOALS
Presentations by the Mayor and each Councilmember will include their top three goals
for consideration in the goal setting process. Understanding the context, importance,
and impact of colleagues' top priorities will be focus of discussion.
Questions for Clarification and Understanding
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DECISION-MAKING METHODS
Discussion and agreement on the methods to be used in focusing the pool of potential
goals and the decision-making method to be used in finalizing the goals. We will be
seeking Council direction on the process to be used in the final session of goal setting.
Focusing the Pool of Potential Goals
Methods to consider:
-Clarify selection criteria
-Assess using tally on Gradients of Agreement continuum
-Synthesize and refine proposed goals
How do you want to proceed with focusing the pool of potential goals?
Decision-Making Method for Finalizing Goals
Methods to consider:
-Simple majority vote (3-2)
-Four majority vote ( 4-1)
-Unanimous Agreement (5-0)
How do you want to proceed with finalizing the goals?
FINAL SESSION FORMAT
CLOSING COMMENTS
ADJOURN
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CARLSBAD CITY COUNCIL
LEADERSHIP WORKSHOP
Meeting Notes
February 20, 2019
Faraday Administration Center
Carlsbad, California
Exhibit 2
COUNCILMEMBER MOTIVATIONS TO SERVE
AND CORE VALUES
What is the reason you ran for City Council/Mayor? Why do you engage in
public service and civic leadership?
• Family history of service
• Really care about community
• Voice of the community
• Motivated to get involved after 9-11
• How can it be better?
• To draw in the public
• Want to redefine policies and
political spaces
• Giving back to the community
• Want to see our team succeed
• Watched changes happen and
wanted to be involved in decision-
making
• Fell in love with Carlsbad; deep
roots here
• Enjoy interacting with people
• Want to give back and to give
forward to those who follow
What are your core values as a Councilmember/Mayor?
• Transparency • Honest motivations
• Direct and honest communication • Ownership
• Integrity • Community
• Accountability • Inclusion
• Equity and social justice • Diverse perspectives
• Competency • Lead by example
• Compassion • Collaborative leadership
• Fairness • Being a good listener
• Character • Commitment
• Good intentions • Respect
COMPLEX AND CONSTRUCTIVE CONVERSATIONS
IN PUBLIC, AND WITH THE PUBLIC
What do you believe is most important for effective governance in Carlsbad?
• Remember our common goal is serving the community.
• A process in place for working through big issues with respect.
• Listening carefully to each other's perspective to see what is in common.
• If you hear a disagreement, ask questions for clarity. Ask questions in the midst
of the conversation in order to bridge gaps.
• Use flexibility and a willingness to do things differently or the same.
• Use transparency and dialogue, have a full and robust conversation about the
issue so the public learns too, and they see Council using a thorough and
thoughtful decision-making process.
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• Provide an inclusive, humanity-based government focused on the well-being of
its constituents.
• All ideas have been explored, decisions are made considering the entirety -data-
driven and people centered.
• Be succinct.
• Ask and listen to fellow Councilmembers opinions.
• Be honest about where you stand on an issue.
What is your expected "Decorum on the Dais"?
• Respect looks like:
o Asking questions to understand
o Positive tone of voice
o Listening to other perspectives, valuing other experiences and walks of life
o Listening to community speakers
o Containing outward expressions of disagreement
• Set aside ego.
• Vote your belief (5-0 is not the goal for every vote).
• Communicate if you feel disrespected.
• Each person is responsible for being self-aware; reflect on my own biases.
• Find and appreciate common points.
What increases respect and trust in working relationships?
• A culture of respect starting during campaigns.
• Explaining reasons for a different vote.
• Concentrating on commonalities.
• Assuming everyone brings an enriching role.
• Analyzing issues as opportunities rather than weaknesses.
What decreases respect and trust in working relationships?
• Speaking negatively about each other.
WORKING IN PARTNERSHP WITH CITY MANAGER
AND STAFF
What guiding principles do Councilmembers/Mayor expect to see from the
City Manager and Staff?
• City Council sets the vision -City Manager and staff implement the vision.
• Directness, honesty, candor
• Hard work
• Be a leader -into the future; lead by example.
• Create an inclusive work environment.
• Discretion
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• Humor
• Out of the box thinking; forward thinking; willingness to adjust.
• Provide objective pros and cons; thorough discovery of all the facts; all the data
to allow Council to make effective decisions.
• Responsiveness
• Honest assessment; be proactive in letting Council know what needs to be
addressed regarding resources; help us know what staffing levels are required
for goals and operations.
• Remember we are a team and have co-equal responsibility to our residents and,
we are an oversight board as well.
• Briefings are appreciated; "no surprises" means informing us of "need to know"
information, and thorough preparation on issues. It is ok to ask questions during
public hearing.
• Assist with setting realistic timelines to respond to requests taking into
consideration our non-negotiable responsibilities.
• Trust
• Remember -change is the only constant.
What guiding principles do City Manager/Staff expect from Councilmembers
and Mayor?
• Give me your top priorities.
• My answer will be yes. I will bring forward a resource strategy, timeline
discussion, or request for prioritization as needed.
• Prioritization is the lifeblood of the organization.
• Remember City operations deliver services 24/7.
• I will keep you constantly informed.
• Suggestions are appreciated.
• I respect our respective roles and responsibilities.
• Remember there are always two sides to a story; ask for both to understand the
complete situation.
What guiding principles does City Attorney expect from Councilmembers and
Mayor?
• Please let me know of any legal concerns you may have as I want to be fully
prepared to answer and support your work before, during and after the meeting.
• Know I want to be responsive to your priorities and, my office juggles many
projects and externally driven time requirements.
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PLANNING FOR THE GOAL SETTING PROCESS
In the next six months, what are priorities we need to address?
• Start a conversation about our community vision. What do we want our city to
be in 10 -20 years? (1 dot)
• Develop a legislative strategy. (1 dot)
• Start work on the Growth Management Plan 2.0 and RHNA. (5 dots)
• Develop a plan for community engagement. (5 .dots)
• Update/optimize the website.
• Update the Municipal Code. (3 dots)
• Revisit Village & Barrio Master Plan.
• Review/Update Olde Carlsbad Street Ordinance.
• CIP Prioritization; analyze what is and isn't essential, off-load as needed. ( 4 dots)
• Process improvement for Boards, Commissions, and Committees. (1 dot)
• Awareness campaign regarding domestic violence in our community.
• Resource staffing plan. (4 dots)
• Remember we are a team. (1 dot)
ACTION AND BIKE RACK ITEMS
• Organize effective governance and decorum notes into manner we can use for a
while and then re-assess.
• Post Carlsbad version of NCRC's Code of Civil Discourse in Chambers.
• Discuss daily processes for implementing community involvement, input, and
engagement. Discuss where the information lives and how it gets incorporated
in an on-going way. Develop a method for on-going conversation with
community. Keep in mind the impact this will have on full Council agendas.
• Explore methods for how we communicate in a conflict situation while respecting
parameters of the Brown Act. Can we meet 1-1 to resolve? Would a pinch card
work? Can we have a non-issue-focused conversation about feelings and how we
handled the situation?
• Look at the plaque in Chambers to ensure the words reflect our current values.
• Discuss how we define goals -policy, infrastructure, process, etc.
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CARLSBAD CITY COUNCIL
LEADERSHIP and
GOAL SETTING PROCESS
WORKSHOP
Meeting Notes
July 9, 2019
Faraday Administration Center
Carlsbad, California
Exhibit 3
12:00
CARLSBAD CITY COUNCIL
LEADERSHIP AND GOAL SETTING PROCESS WORKSHOP
July 9, 2019 12:00 -3:00 p.m.
Faraday Administration Center, Room 173A
SCHEDULE
Welcome
Opening Comments -City Manager
Agenda Overview -Facilitator
Opening Comments -Mayor and Councilmembers
Non-Agenda Public Comment
Leadership Workshop Agreements: Check-in
Effective Governance
Decorum, Respect & Trust
Lunch
Leadership Workshop Agreements: Check-in ( continued)
Working in Partnership with City Manager and Staff
Council Priorities & Action Items
Preparing for Goal Setting
Overview
Design Principles
Public Input Process
Goal Setting Process
Review Agreements and Actions
Closing Comments
3:00 Adjourn
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LEADERSHIP WORKSHOP AGREEMENTS:
CHECK-IN
On February 20, 2019, the City Council participated in a leadership workshop which
included discussions and agreements regarding effective working relationships and
governance. Today's objective is to review agreements from that day, to assess
implementation, and revitalize our commitment.
Effective Governance
Review agreements:
• Remember our common goal is serving the community.
• Utilize a process for working through big issues with respect.
• Listen carefully to each other's perspective to see what is in common.
• Ask questions for clarity if you hear a disagreement. Ask questions in the midst
of the conversation in order to bridge gaps.
• Use flexibility and a willingness to do things both differently or the same.
• Use transparency and dialogue.
• Have a full and robust conversation about the issue so the public learns too, and
they see Council using a thorough and thoughtful decision-making process
. • Provide an inclusive, humanity-based government focused on the well-being of
its constituents.
• Explore all ideas and options so decisions are made considering the entirety of
the issue and are data-driven and people centered.
• Be succinct.
• Ask and listen to fellow Councilmembers opinions.
• Be honest about where you stand on an issue.
Assess:
• How would you rate yourself and the City Council on use of these effective
governance commitments over the last 4 months?
Rating: Poor 1 - 2 -3...-4 - 5 Excellent
Revitalize:
• Which one of the agreements above or the techniques below will you personally
volunteer to lead/utilize during challenging policy discussions?
-Remember our common goal is to serve the community.
-Provide clear leadership to staff.
-Commit to continuing the dialogue.
-Ensure data and options meet needs and empower staff.
-Use flexibility; use same and different ways to approach issues.
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Additional non-adversarial problem-solving techniques to consider:
1. Parse complex issues into smaller chunks where agreements and headway can be
made.
2. Partner with staff to gather data and develop options prior to discussion
3. Legitimize differences by summarizing competing points of view in good faith and
neutrality to enable understanding of perspectives.
Decorum, Respect & Trust
Review agreements:
• Demonstrate respect by:
o Asking questions to understand
o Using positive tone of voice
o Listening to other perspectives, valuing other experiences and walks of life
o Listening to community speakers
o Containing outward expressions of disagreement
• Set aside ego.
• Vote based on your own independent analysis (5-0 is not the goal for every
vote).
• Communicate if you feel disrespected.
• Reflect on your own biases: each person is responsible for being self-aware.
• Find and appreciate common points.
• Explaining reasons for a different vote.
• Concentrating on commonalities.
• Assuming everyone brings an enriching role.
• Analyzing issues as opportunities rather than weaknesses.
Assess:
• How would you rate yourself and the Councilmembers in treating each other with
respect and civility on the dais?
Rating: Poor 1 -.2..-3 - 4 - 5 Excellent
Revitalize:
• Which one of the agreements above will you personally commit to proactively
and consistently demonstrate in your relationships going forward?
-Analyze issues as opportunities rather than weaknesses.
-Listen and personal reflection.
-Concentrate on commonalities.
-Analyze issues/ differences as opportunities.
-Demonstrate respect.
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Working in Partnership with City Manager and Staff
Activity:
Take a minute and think about the partnership. Then draw a line across the model
indicating your belief /expectation about the division between the elected officials' and
the appointed official's spheres of activity.
Elected Officials'
Sphere
Oversight
Mission
Policy
Administration
Management
Community
Appointed Official's
Sphere
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Dimensions of the governmental process
Illustrative tasks for
council
Determine "purpose,"
scope of services, tax
level, constitutional
issues
Pass ordinances;
approve new projects
and programs; ratify
budget
Make implementing
decisions (e.g., site
selection); handle
complaints; oversee
administration
Suggest management
changes to manager;
review organizational
performance in
manager's appraisal
Elected orflCials' sphere
Mission
Administration
Management
Appointed official's sphere
Illustrative tasks for
administrators
Advise (what city "can"
do may Influence what
it "should" do); analyze
conditions and trends
Make recommenda-
tions on all decisions;
formulate budget;
determine service
distribution formulae
Establish practices and
procedures and make
decisions for imple-
menting policy
Control the human,
material, and informa-
tional resources of
organization to support
policy and administra-
tive functions
The curved line suggests the division between the elected officials' and the appointed official's spheres
of activity. with the council to the left and the manager to the right of the line. The division represented
is Intended to roughly approximate a "proper" degree of separation and sharing. Shifts to either the left
or right would indicate improper incursions.
Source: Reprinted with minor editing from James H. Svara, "Dichotomy and Duality: Reconceptualizing
the Relationship between Polley and Administration in Council-Manager Cities,· Public Administration
Rtvitw 45 ( 1985): 228. Used with permission of the American Society for Public Administration.
https:ljwww.ca-ilg.org/sites/main/files/file-attachments/leadership governance tips.pdf
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Council Priorities & Action Items
Review:
Six Month Priorities
• Develop a plan for community engagement. (5 dots)
• Start work on the Growth Management Plan 2.0 and RHNA. (5 dots)
• Update the Municipal Code. (3 dots)
• Prioritize CIP; analyze what is and isn't essential, off-load as needed. ( 4 dots)
• Develop resource staffing plan. ( 4 dots)
• Start a conversation about our community vision. What do we want our city to
be in 10 -20 years? (1 dot)
• Develop a legislative strategy. (1 dot)
• Remember we are a team. (1 dot)
• Begin process improvements for Boards, Commissions, and Committees. (1 dot)
• Update/optimize the website.
• Revisit Village & Barrio Master Plan.
• Review/Update Olde Carlsbad Street Ordinance.
• Conduct awareness campaign regarding domestic violence in our community.
Action Items and Bike Rack Items
• Organize effective governance and decorum notes into manner we can use for a
while and then re-assess.
• Post Carlsbad version of NCRC's Code of Civil Discourse in Chambers.
• Discuss daily processes for implementing community involvement, input, and
engagement. Discuss where the information lives and how it gets incorporated
in an on-going way. Develop a method for on-going conversation with
community. Keep in mind the impact this will have on full Council agendas.
• Explore methods for how we communicate in a conflict situation while respecting
parameters of the Brown Act. Can we meet 1-1 to resolve? Would a pinch card
work? Can we have a non-issue-focused conversation about feelings and how we
handled the situation?
• Look at the plaque in Chambers to ensure the words reflect our current values.
• Discuss how we define goals -policy, infrastructure, process, etc.
Assess:
• How would you rate the overall progress made on the six month priorities and
action items listed above?
Rating: Poor 1 - 2 -3 -4 - 5 Excellent
Revitalize:
• Which of these items do you feel is most critical for City Council and Staff's
attention?
-Growth Management Plan/RHNA 2.0
-Developing a legislative strategy
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PREPARING FOR GOAL SETTING
Overview
Review of comprehensive approach to Council goal setting, community engagement,
budget process integration, work plan development and timeline outlined in City Council
Staff Report.
Design Principles -general principles that will guide the goal-setting process.
Agreed:
-Guided by Carlsbad Community Vision and nine core values
Proactive community engagement
Two-year outlook
Transparent process
Balance Council Goals and organizational capacity
Full understanding of current goals and their status, what investments
have been made, how they will be carried forward or completed
Input from staff -what are your dreams?
-Focus -content areas: public safety, community services,
administrative operations, public works, innovation, and community
outreach and engagement
-Focus -nature of goals and priorities:
Goals: policy
Priorities: infrastructure, process, specific capital projects, broad
initiatives, city services, programs, events, prior projects
-Focus -scope: regional, city-wide, neighborhood and organization
-Focus -level of detail:
30,000 foot level = policy and goal setting
50 foot level= staff empowered to integrate into and across
department work plans
Further discussion needed:
-What is our definition of a goal, of a priority?
-Honoring roles and responsibilities of elected and appointed officials
-Decision-making criteria
o is there a minimum vote requirement to approve a goal?
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Public Input Process
City staff will be meeting with community members and seeking input online over the
summer. City staff will also conduct a resident satisfaction survey using a professional
research consultant.
Issues of Interest
What information from the public would be helpful to you in preparation for
goal setting?
• Create a list of hot button issues then ask what else should we focus
on. Ask the community to prioritize the issues.
• Homelessness
• Transit
• Housing
• Airport
• Infill development
• Community Choice Energy
• Climate Action Plan
• Past goals: Trenching & City Hall
• Parks, trails and open space
• Business development
• Maintaining/growing talent
• Hard specificity about issues {less focus on values).
• Use community values as a framework to organize the hot issue~.
Research Methods
• A professional, random sample survey.
• Our silent majority is critical -we need to hear from them -ensure the
diversity of our community is represented in the input.
• Note special interest voices.
• Creative ideas to capture people who are busy yet we must include, i.e.
house visits & intercept surveys.
• Sample of approximately 1,000 zip codes & quotas.
• Use a variety of methods for qualitative input on values with robust
discussions of issues too. What do you want to see happen on these
issues?
• A genuine, random sample.
• May need to survey more than once.
• Include open ended questions too {not only tailored questions).
• Provide an analysis of prior year results.
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Timing
• July/ August -Broad input to help inform goal setting
• Post-goal setting -In depth qualitative research on topics of greatest
interest
• Feb/March -Input for budget process
Additional Thoughts
• Survey Citizens Academy Alumni or potentially use them as
ambassadors.
• Let's work to draw in people who aren't engaged now.
Goal Setting Process
Series of steps and a timeline for discussion and adoption:
-Public engagement process (Summer 2019)
-Study session(s) (Late Summer 2019)
o Input from departments regarding carry forward and new projects
o Assess context including community and societal trends, economic
climate, citizen needs, technology factors, political factors, and
uncertainties
o Analyze data to develop knowledge for decision-making
-City Council goal setting session (September 2019)
o Ascertain Councilmembers' goals and aspirations
o Develop consensus on Council policy goals and priorities
-City Manager creates strategies, work plan, and budget based on goals and
priorities (Fall 2019)
Closing Comments
Adjourn
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