HomeMy WebLinkAbout1998-09-22; City Council; 14860; Update On 1998-1999 GoalsCITY OF CARLSBAD - AGEMA BILL
AB# /+%” TITLE:
MTG. ‘3-c%! - 98 UPDATE ON 1998-99 GOALS
DEPT. CMGR CITYMGR -
RECOMMENDED ACTION:
Accept the staff report on the results of the 1998-99 goal setting process.
ITEM EXPLANATION:
In January of this year, the City Council began a series of goal setting workshops intended to focus the Council’s energy on defining the key strategic goals that would direct the efforts of the staff for the next fiscal
year. A number of workshops were held to review and refine the Council’s strategic values, its five-year vision statement, and finally to develop the key strategic goals that would become the defining statements directing
the City’s activities in 1998-99.
The Council’s strategic values provide the staff with an understanding of those qualities that the Council sees
as important to the future success of Carlsbad. And, the five-year vision statement provides staff with a picture
of how the community will look in the future. Both of these documents, taken together, helped to paint the
picture of the City. The City Council is working to build for those who live, work and play in Carlsbad.
After reviewing and refining the strategic values and vision statements, the Council moved forward with the
development of four strategic goal statements - goals that reflected the consensus of the Council on where the City’s energy should be focused for the next year.
These four strategic goals were then used as the source for 13 operational goals which further defined the concepts encompassed in each goal, and in more than 300 individual goals.
In April the staff provided the Council with an update on the status of the goal setting process by sharing the goals developed down to the department level. At that time, the staff promised to return with a final summary
of the results of the entire effort, including information on the individual goals set by the City’s management staff. The attached report provides the council with that summary.
FISCAL IMPACT
The Council’s approval of the 1998-99 operating and capital budgets provided the funding necessary to pursue
the goals outlined by the staff. There is no additional fiscal impact related to this report.
EXHIBITS
Executive summary of the 1998-99 Goal Setting Process, Vision, Values and Strategic Goals
Introduction
September 22,199s
To: MAYOR
COUNCIL MEMBERS
From: City Manager
In January, the City Council took a bold step toward creating the Carlsbad of the
future. The Council adopted four strategic goals, each aimed at focusing the energies
of the $100 million corporation called the City of Carlsbad on actions that will move
us closer to the Council’s vision of Carlsbad.
Since that time, the staff has taken the Council’s lead and has generated more than 300
individuals goals and three or four key goals for each management employee that will
take meaningful steps toward creating that vision. The process of creating these goals
has been long and painstaking. It has taken the dedication of each and every Council
Member and manager to achieve the product we have today, a product that we can all
be proud of.
In the spring the staff reported to the Council on the progress of the goal setting
process by reviewing the many department level goals that had been set. At that time,
we promised the Council a further update once the individual goals were complete.
This report provides that update in two packages.
The first is a brief executive summary of the goal setting process, including copies of
the strategic and organizational goals that were set earlier this year. It also includes a
review of the goal setting calendar, and how the goals that are now in place link to the
Performance Management and Compensation Plan (the pay-for -performance system
Council recently implemented).
The second, and much larger book, is a compilation of all the individual goals set by
the management staff. This book is organized to allow the Council to see these goals
that relate to each of the four strategic goals, and the resulting 12 organizational goals.
Although the Council is not being asked to take any additional action, a brief review
of the individuals goals may be helpful when trying to see how the whole system
works together.
As you read through the individual goals, you will find that certain themes begin to
develop. Within the Council’s four strategic goals, the staff is taking on a wide variety
of projects that will:
Improve processes and systems
Train and develop staff skills
Improve use of technology
Improve the city’s internal structures
Provide top-quality services
Improve customer service
Share information, and educate the public
Complete key capital improvements
Measure performance
Improve safety for the citizens and our staff
As the year progresses both Council and staff may need to revisit these goals to assure
that our resources are constantly focused on the top priority projects. An. automatic
review of the status of all goals is built into the pay-for-performance system in January
1999. The system is designed to be structured enough to direct stafl’s efforts, and yet
allow enough room for change to respond to the demands of real life.
The staff is looking forward to presenting the results of the first year of operation to the
Council under this new system next year at this time. For now, both Council and staff
must begin to mentally prepare for the next round of goal setting scheduled to begin in
December of this year.
We appreciate the Council’s support in this very complex and important process.
Raymond R. Patchett
City Manager
4
Overview
4
5
. .
OVERVIEW OF CITY COUNCIL VISIONING,
STRATEGIC GOALS AND OPERATIONAL GOALS
In January of this year, the City Council began a series of goal setting workshops
intended to focus the Council’s energy on defining the key strategic goals that would
direct the efforts of the staff for the next fiscal year. A number of workshops were held to
review and refine the Council’s strategic values, its Five-Year Vision Statement, and
finally to develop the key strategic goals that would become the defining statements
directing the City’s activities in 1998-
99. Carlsbad’s Strategic Values
The Council’s strategic values provide
the staff with an understanding of those
qualities that the Council sees as
important to the future success of
Carlsbad. And, the five-year vision
statement provides staff with a picture
of how the community will look in the f&n-e. Both of these documents, taken
together, help to paint the picture of the
city we are working to build for those
who live, work and play in Carlsbad.
Copies of the Council’s strategic values,
and the five-year vision statement are
included in this section of the executive
SUmm~.
Carlsbad . . .
is Financially Healthy
has high Quality of Life Expectations
provides Top Quality Services
provides Timely Response to
Citizens/Customers
fosters Employee Excellence
is Dynamic
Carlsbad’s Strategic Goals
A. Ensure the effective and efficient delivery
of top-quality services to our community
After reviewing and refining the
I
B. Create diverse, broad-based, and healthy
strategic values and vision statements, economic opportunities
the Council moved forward with the development of four strategic goal C. Integrate a comprehensive, efficid
statements - goals that reflected the transportation system which moves
consensus of the Council on what is people, goods and services
important in the next year, and where
staff efforts should be focused. D. Enhance educational opportunities for all
segments of the community
These four strategic goals were then used as the source for 13 operational goals which
further defined the concepts encompassed in each goal, and in more than 300 individual
goals based on the operational goals. This exponential progression of goals illustrates the
power of focusing on a few key goals rather than spreading the effort of the management
staff thinly among many diverse goals.
THE GOAL PYRAMID
/
Department Goals \
Individual Goals
The goals generated in this process also form the basis of the incentive pay section of the
Performance Management and Compensation system - more commonly known as the
pay-for-performance system. Managers will be evaluated in July next year on how well
they have done in accomplishing the goals defined in this process. If the goals have been
achieved at the target or optimum level, the employee will be eligible for a fixed amount
of incentive pay.
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- A
Linking Strategic Goals and Performance Management Plans .
Based On - Who - What
Cit Vision and trategic 5 Value Statements City Council Strategic Goals and Target Initiatives/ Priorities
--- Individual De artment Goals n!f ission Vision, Values budget Individual Fr;krmance
l Competencies
l Goals
Success in this system begins with the Council setting clear strategic goals which provide
direction to the staff. These charts show how the goals set by each individual manager
follow a logical “line of sight” from each individual activity back to the Council’s Vision,
Values and Strategic Goals. It is this connection from the top to the bottom of the system
that gives it its strength.
Process &
Schedule
GOAL SETTING PROCESS AND SCHEDULE
The Goal Setting Cvcle
The City Council’s goals are the driving force in the creation of the City’s annual
operating and capital budgets. It also sets the tone for each manager who ultimately sets
goals under the new Performance Management and Compensation Plan - the City’s new
compensation system that links a manager’s pay and performance.
Because these systems are so tightly connected, and the processes are so interdependent,
the setting of the Council’s goals becomes the critical point on the path toward adopting a
balanced budget, and the establishment of meaningful goals for the management staff.
The chart below shows the cycle used for setting goals, developing and adopting the
budget, and reporting the results of the prior year to the Council.
Goal Setting and
Budget Cycle
,nt of Operational and
Departmental Goals for
Budget Adoption
Because the system is a closed loop (that is the information from the end of one cycle
feeds into the start of the next) the cycle really begins with the Council’s actions in
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Because the system is a closed loop (that is the information from the end of one cycle
feeds into the start of the next) the cycle really begins with the Council’s actions in
December each year. These actions set the tone for all that will follow in the next 18
months. (For example, in December of 1997 the Council set its goals for the fiscal year
beginning July 1998.) The Council’s goals are completed in January and become the
compass used in setting the direction of the budget and capital improvement program
(CIP) developed between February and June.
The adoption of the budget and CII? in June sets the stage for the next 12 months - fimds
are allocated, projects can be bid and constructed, and service levels are altered to align
with the Council’s goals for the new year.
In late summer each year, the Council will receive a report on the results of the prior year.
Typically this report has included only financial information. However, in years to come,
the new goal system will allow staff to provide both fiscal, and performance data to the
Council.
The cycle begins again in November and December of each year as the Council uses the
results of the operations of the prior year, their expeotations for the current year, and their
desires for the future to support the new goal setting process.
Performance Management and ComDensation Svstem
The Performance Management and Compensation Plan is closely tied to the success of the
Council’s goal setting cycle. After the Council has set its goals in January, the
management goal setting process begins in parallel with the budget cycle. By June, each
manager will have developed three or four key goals that will be linked to the Council’s
Strategic Goals. The adoption of the budget gives the statI the resources necessary to
accomplish the new set of goals.
In January of each fiscal year, management will review the progress on the current goals,
and will make any mid-course corrections necessary to assure that the Council’s Strategic
Goals are still being served. At the close of the fiscal year, the managers are evaluated on
both the accomplishment of their goals and on their basic management skills and behaviors
(competencies). To be eligible for pay increases or incentive pay the manager must have
achieved acceptable levels of accomplishment in both categories.
Strategic &
Operational
Goals
City of Carlsbad
SmATE& VALUES
Important to the Future Success of Carlsbad
A.
B.
C.
D.
E.
F.
Financial Health
Promoting sound policies in a balanced revenue expenditure base.
Quality of Life Expectations
Creating a living environment which is safe and environmentally sensitive, non-
congested and aesthetically and architecturally pleasing; offering well-rounded cultural,
recreational and educational opportunities. .
Top Quality Services
Delivering top quality public safety, community services, community development,
public works and administrative services.
Timely Response to Citizens/Customers
Providing timely and reasonable responses to the citizens.
Employee Excellence
Promoting the highest possible level of efficiency, effectiveness and professionalism in
its employees.
Dynamic
Engaging citizens to assist, shape, and manage their community in an ever-changing and
complex world.
I3
.
Carlsbad City Council
:
I&
FIVE-YEAR VISION STATEMENTS
City Council continues to clarify and pursue the vision of Carlsbad that
reflects the pride and quality of life for all who live, work, and play
here.
Carlsbad’s. . .
1. Diverse and healthy economic base provides opportunities for employment to the residents of
Carlsbad, economic vitality to the community, and the necessary revenues to support City
services.
2. Policies and decisions implement the General Plan, enforce the Growth Management Plan,
maintain the safety and security of its citizens, and are based on what is best for Carlsbad.
3. Leadership role in local and regional planning issues actively involves confronting governmental”
issues at the local, state and national levels.
- I
4. Operates an open govenvnent for the betterment of the community in a non-partisan manner
while encouraging active citizen participation and involvement with the City Council, and the
City’s Boards and Commissions.
And Carlsbad Effkiently and Effectively.....
5. Delivers top-quality public services.
6. Manages environmental concerns proactively, including:
0 open space
0 water quality/conservation
0 beach erosion
0 air quality
0 resource conservation and waste reduction
0 wildlife habitats
7. Has a safe and efficient integrated transportation system.
8. Maintains citywide “small tokn” community spirit.
9. Has a community where continuous and life-long learning are supported and embraced for
people of all ages.
Strategic Goal A
Ensure the effective and efficient delivery of
top-quality services to our kommunity
Operational Goal Al
Provide timely responses that result in high customer satisfaction
Operational Goal A2
- Improve work processes through the use of best technology,
information, cross-departmental teams, and human resources
Operational Goal A3
Encourage the innovative, cost effective delivery of City Service
mechanisms such as: public-private partnerships/non-profit
organizations/enterprise services/regionalization/consolidation
Operational Goal A4
Construct, maintain and operate facilities that support top-quality service
delivery in conformance with City budgets and standards
Strategic Goal B
Create diverse, broad-based economic
opportunities
Operational Goal Bl
Develop a comprehensive financial plan and implement long-term
strategies that:
*provide revenues to maintain high quality services
l protect local revenue ‘sources
l promote private sector economic growth
l promote responsible cost management
l enhance revenues and reduce costs
Operational Goal B2
Attract and retain target industries, businesses and jobs that result in
improved economic health
Operational Goal B3
Develop, maintain and enhance high quality standards in the area of:
Development, City Services, Communications, and Fiscal Policies
that result in a high quality of life that supports economic health
16
.
Strategic Goal C
Integrate a comprehensive efficient
transportation system which moves people,
goods and services
Operational Goal Cl
Develop programs and policies in partnership with other transportation
authorities that result in a fully integrated, efficient, cost-effective
transportation system
Operational. Goal C2
Be a catalyst for the development of private sector partnerships that
supplement and compliment transportation management systems serving
the business, industrial and tourism areas
Operational Goal C3
Implement a multi-modal circulation plan to ensure compliance with the
General Plan and City Standards
17
,
Strategic Goal D
Enhance educational opportunities
for all segments of the Community
Operational Goal Dl
Develop, maintain, and enhance programs that result in an informed,
knowledgeable and involved public through enhanced community
dialogue
Operational Goal D2
Provide and develop programs that result in a City workforce which has
the knowledge and skills needed to excel on their job
Operational Goal D3
Develop programs and policies that accomplish goals mutually set by
the City and the School Districts