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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 21Page 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 3IPage 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 41Page 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 SI Page 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 6IPage 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. 21Page • 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 31Page • 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. 41Page 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. SI Page 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 21Page 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. 3IPage 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. 41Page 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 SI Page 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 GI Page 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 71Page 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? Bl Page 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. 9IPage 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 lOIPage