HomeMy WebLinkAbout2004-08-03; City Council; 17745; Community Development MSA Strategic PlanAB# 17,745
MTG. 8/3/04
DEPT. CD
RECOMMENDED ACTION:
DEPT. HD.
CITY ATTY.
CITY MGR
TITLE:
ACCEPTANCE OF COMMUNITY DEVELOPMENT MAJOR
SERVICE AREA STRATEGIC PLAN
It is recommended the City Council ADOPT Resolution No.
Community Development Strategic Plan as presented.
2004-264 ACCEPTING the
ITEM EXPLANATION:
Over the last year, Community Development (Planning, Building, Geographic Information
Systems, Economic Development, and Housing and Redevelopment) developed a Strategic
Plan. The strategic planning process provided an opportunity for Community Development
to look at the big picture and to address strategic issues related to the Department’s
mission, vision, and values so the Department can continue to improve as a major service
area. Some of the benefits of strategic planning include increased effectiveness and
efficiency, improved understanding and better learning, and enhanced organizational
capabilities.
The Community Development Strategic Plan is aligned with the City Council’s Strategic
Goals and anticipates the evolution of the City as it approaches build out. The Plan revises
the Mission, Vision, and Key Strategic Initiatives to be undertaken to achieve the shift in
service demands anticipated to occur in the future.
A great deal of input from key stakeholders was gathered, sorted, and prioritized to develop
the key initiative areas Community Development will need to address as it moves forward
into the future. These focal points include initiatives in the areas of employee productivity,
internal processes, fiscal fitness, and customer service. It is anticipated the Department will
form Strategic Initiative Teams to develop specific tactics and programs to address these
topics in the next few years.
The Strategic Plan was developed with the assistance of Sterling Enterprises, input from
other Major Service Areas of the City, and key external stakeholders.
FISCAL IMPACT:
None
EXHIBITS:
1. Resolution No. 2004-264
2. Community Development Strategic Plan (on ile in the
3. Community Development Strategy Map -Version 2004
(on file in the Community Development Office)
ity lerk’s ice)
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RESOLUTION NO. 2004-264
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD
CALIFORNIA ACCEPTING COMMUNITY DEVELOPMENT’S STRATEGIC
PLANS.
WHEREAS, the City of Carisbad’s Community Development Department has developed a
Strategic Plan; and
WHEREAS, the Community Development Strategic Plan is aligned with the Strategic Goals
of the City Council; and
WHEREAS, the City Council wishes to accept the Strategic Plan and the Plan’s Strategic
initiatives as a continuing effort in the evolution of Community Development;
NOW, THEREFORE, BE IT RESOLVED as follows:
1. That the above recitations are true and correct.
2. The City Council hereby accepts the Community Development Strategic Plan.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Carlsbad City Council
held on the 3rd dayof Auqust , 2004, by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
ATTEST:
hw
OD, City Clerk
(SEAL)
J.
&
d
Community
Development
Strategic Plan
u t V t
69 2004, Sterling Insights, Inc. AII rights reserved.
c.
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Table of Confenfs
Table of Contents
Table of Contents
Participants
About Strategic Planning
1
2
3
~~ ~
ComDev Mission
ComDev Vision
Historic Perspective & Context for 2004 Strategic Plan
Entering a New Era
City Manager & ComDev Director's commitment to the Vision & Strategies
Internal & External Conditions forming the context for this strategic plan
Mandates
ComDev Stakeholders
Strengths/Weaknesses 2004
Opportu n i ties/Th rea ts 2004
4
5
-
6
7
8
11
12
13
14
15
Strategic Issues 16
19 Success, Failure, and Flex Factors affecting implementation
Strategy Overview
Strategy Map
Implementation Philosophy
21
22
23
Employee Productivity Strategies
Strategic Skills
Infra structure
Access to Strategic Information
Cultivate Core Values
Align Employee Goals
Progressive Service Development
Professional Service Delivery
Partnering
Fiscal Fitness
Civic Innovation
Operational Excellence
24
25
26
27
28
29
30
31
32
33
34
~~ ~ ~ ~
Appendix
2003-2004 Strategic Plan/Chronology of Events
35
36
City of Carlsbad ComDev Strategic Plan Version: April 2004
Project
sponsors
Overview
Sandra Holder Community Development Director
Patrick Kelley
Cynthia Haas
Debbie Fountain
Michael Holzmiller Planning Director
Karl von Schlieder GIS Manager
Don Neu Assistant Planning Director
Building and Code Enforcement Manager
Economic Development & Real Estate Manager
Housing and Redevelopment Director
Administrative Support:
Barbara Nedros
Fac/'l/'tafion This strategic planning process, including the events and
documentation were designed, facilitated and produced by
Sterling Insights, Inc. Lead facilitator: Joe Sterling
(Joe@SterlingInsights.com I 619-659-1234)
~ ~~~~
City of Carlsbad ComDev Strategic Plan Version: April 2004
Strategic Planning
Why cultivate a Strategic Plan?
1.
2.
Looking ahead and planning is part of our job. We have a duty and
an opportunity to shepherd and facilitate the future of Carlsbad.
We must prepare for change. There are strategic issues related to our
mission, vision, and values that must be addressed by our organization if
we are to meet our mandates, deliver on our mission, and uphold our
va I ues.
We want to continue to improve as a Major Service Area (MSA)
and we have set goals to do so.
3.
What is a Strategic Plan?
Strategic planning is 'a disciplined effort to produce fundamental
decisions and actions that shape and guide what an organization (or other
entity) is, what it does, and why it does it." (Bryson, 1995)
The strategic planning process, which is an interactive process, enhances
an organization's ability to think and act strategically, to look at the big
picture and over distant time horizons. Some of the benefits include
increased effectiveness and efficiency, improved understanding and better
learning, and enhanced organizational capabilities. (See the appendix for
a description of the process that ComDev used in 2003-2004 to develop
this year's ComDev's strategies and related initiatives.)
Think of this strategic plan document as a map with plans for a grand
adventure toward ComDev's potential. As on any adventure, the actual
terrain seldom matches the map exactly, and course corrections are a
natural part of the journey.
To get the most from this document, use its contents to help sort out
competing priorities and goals. Your job is to ask yourself 'How much of
the ComDev mission and vision can I make happen today?" and then take action.
City of Carlsbad ComDev Strategic Plan Version: April 2004
ComDev Mission
Communify Development
Mission:
We are committed to helping people
build a strong community by guiding
and facilitating hQh quality projectsj
preserving the environmentj providing
for diverse housing and employmentj
and maintaining a strong economic
base.
b
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City of Carlsbad CornDev Strategic Plan Version: April 2004
ComDev Vision 2010
Community Development
Ision 2010:
Integrated 4 Streamlined,
Professional & Progressive,
Customer Service Oriented & Fiscal& Astute.
We are cultivating the future of Carlsbad
ComDev in 2010 is:
Integrated - ComDev is seamlessly integrated. Functions that once operated
in individual departments or divisions are now conducted by project team
members with topical expertise and great teaming skills.
Streamlined - ComDev functions share administrative services, run flexible
teams, conduct regular process improvement efforts, and use technology to be
productive and accurate.
Professional - ComDev mentors employees to exhibit qualities of
professionalism and leadership with high ethical standards. ComDev members
interpret the laws, ordinances, and guidelines with stakeholders balancing
facilitation and regulation.
Progressive - The wisdom from experience, insight from thoughtful dialogue,
and the freedom to innovate make ComDev progressive in technique, work
environment and culture.
Customer Service Oriented - ComDev works diligently to continuously
improve and refine our ability to serve our residents, businesses, and
developers.
Fiscally Astute - Acknowledging the city government’s duty to be good
stewards of public funds, ComDev cultivates understanding of fiscal issues and
productivity. ComDev gets results from innovative economic development
initiatives and facilitation of redevelopment projects to enhance City revenues.
City of Carlsbad ComDev Strategic Plan Version: April 2004
History & Context
Historic Perspective
Context for the 2004 Strategic Plan
What is now ComDev originated as a cluster of independent
departments and divisions with staffing to serve their own needs.
The focus was on designing and regulating the growth of Carlsbad.
In recent decades, five major trends have changed the context in
which all organizations now must operate:
Computing power and connectivity are shrinking the time,
space and energy it takes to do nearly everything causing
acceleration in innovation and constant change;
connected, making old chains of command and linear thinking
and planning less effective;
Most problems are becoming more complex and inter-
t
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More efficiency is demanded by stakeholders;
Carlsbad is reaching its physical limits for building large
undeveloped properties. Within the next decade these
properties will be built out. This will cause a fundamental shift
in the role of various departments from development to
redevelopment and infill development;
funding sources uncertain.
State fiscal practices are making traditional local government
The mission, vision and strategies expressed here are ComDev’s
response to these changing conditions. It brings ComDev into an
arrangement consistent with the needs of a 21st Century Carlsbad.
City of Carlsbad CornDev Strategic Plan Version: April 2004
Entering a New Era
Carlsbad is going through a natural and
fundamen tal shif t from one era to
an0 ther. Navigating the transition to
the next era is our challenge.
Era
Design &
The emerging era is characterized by:
Flexibility: external changes require more flexibility
Pa rt ne rs h i ps : co m m u n it y , no n - profits , bus i ness/ i n d us t r i a I
Connectivity: enabled by design, architecture and technology
Participation: facilitated by cultivating "softscape" processes L Sustainability: awareness of the larger impacts of local 4 action demands that ComDev strive to improve local and
reg iona I relationships.
t
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Era of Design & Building
1950 - 2004
Incorporating, annexing and
setting boundaries. Establishing
General Plan/Zoning Ordinances,
Growth Management Plan,
Habitat Management Plan,
master planning, building and
growing the physical community,
managing revenue from
development fees. High
standards built an attractive, well
appointed "hardscape", desirable
quality of life, and high property
values that help fund City
services.
Transition Time
2004 - 2010
Honor and celebrate what got
us here. Invent and create the
new. Change is upon us
(completing last master
planning efforts). Will require
modifying outmoded rules and
crafting new ones. Turbulence
will happen. If incumbents are
willing to evolve, it can be a
time of legacy, rebirth and
excitement.
Era of Sustainable Quality
2010 - 2050
Infill and redevelopment projects
will become the norm. New
leaders will need support to keep the best of the traditional
methods while cultivating
sustainable quality in the future.
The economic requirements, and
many of the social norms, will
evolve too. Therefore, this era
will, in many ways, look and feel
like no other.
City of Carlsbad CornDev Strategic Plan Version: April 2004
City Manager & ComDev Director3
Commitment
to the Wsion 4 Strategies
Ray Patchett, City Manager:
As ComDev begins the process of Strategic Planning, you must
ask yourselves "What is Community Development?" You need to
suspend your beliefs and pull up any stakes you have placed.
Take a long term view of where you are headed. ComDev has a
duty and an opportunity to shepherd and facilitate the future of
Carlsbad. You must move beyond building the "hardscape" of
the community and move into building the "softscape".
Sandy Holder, Director, Community Development:
The context for much of what we do is changing. As we
approach build out of the community, we will become more
involved in community building and collaboration with our
stakeholders. Citizens will be more involved because technology
has given them the means to organize and respond more
quickly. This will open up new ways for us to reach out and
partner with the community and stakeholders.
ComDev is at a crossroads. We can continue to do things the
same ways we have always done them and hope that will carry
us into the future successfully. Or, we can be proactive and look
around the curve in the road to be better prepared for what the
future holds for us.
City of Carlsbad CornDev Strategic Plan Version. 4pril 2004
Ray on Planning
Ray Putche ti on ComDev Strategic Planning
City of Carlsbad ComDev Strategic Plan Version: April 2004
Sandy Holder on ComDev Strategic Planning
City of Carlsbad ComDev Strategic Plan Version: April 2004
Conditions
Internal Ce External Conditions
forming the context for this strategic plan I
The following pages define the conditions in which ComDev
currently operates:
Mandates
ComDev Stakeholders
Strengths/Weaknesses 2004
Opportunities/Threats 2004
Success, Failure, and Flex Factors affecting implementation
City of Carlsbad CornDev Strategic Plan Version: April 2004
Mandates
Carlsbad Community De velopmen f
Our Mandates:
Federal, State, and local mandates are the basis for the work of Community
Development. In the execution of our mission we must comply with, promote,
and ensure the public’s compliance with the mandates. Some of these are
regulations, others are policies and practices. The major mandates are
illustrated below.
Econ Dev
State relocation Assistance Cal Gov Code Surplus
Property requirements
Airport Expansion Limit
Building
CA Bldg. Code - Title 24
Bldg - Energy
Plng - Disability Access
Elec - Seismic Retrofit
Mech
State Housing Law
City - ordinances & policies
County Health
MHP Act - T25
GIs
Annual Census Updates
Street, updates NCJPA
Update Thomas Bros. GIs Services to City
Planning
State Gov Code -
Planning Law, Permit
Streamlining Act, CEQA,
Coastal Act, Subdivision
Map Act, General Plan/Housing
Element Compliance
Municipal Code requirements
Growth Management Program CC Policies & CD Internal Policies
Palomar Airport Master Plan
SANDAG Regional Comprehensive
Habitat Management Plan
Plan
Housing & Redev
Housing Element Compliance
Redevelopment Law Compliance
CDBG & HOME Compliance
Rental Assistance Compliance
Fair Housing Law
Inclusionary Housing Program
Village Redevelopment Plan So. Carlsbad Coastal Redev. Plan
Fed & State -
City & Local
Agencies -
~~~~~~~ ~
City of Carlsbad CarnDev Strategic Plan Version Apnl2004
Stakeholders
How do you identify the stukeholders?
The ComDev planning team organized the various stakeholders according to
their degree of influence over ComDev strategy and the degree to which they
had an interest or stake in the way things turn out. Source for model:
Scenarios, The Art of the Strategic Conversation by Kees Van Der Heijden
SUBJECTS
1 SD Economic Development
! Council Corp
Associations & Non-Profits
1 Carlsbad Convention and
Visitors Bureau; Carlsbad
Village Business Assn.
B
I Contractors
Architects/ Designers
Other Builders
Business Owners Q)" *:
m.9 Property Owners
\$
xi
PLAYERS
Advocacy Groups
Special Interests
Carlsbad Chamber of Commerce
Other Business Organizations
Large Business/Industrial Interests
Developers
$1 Citizens
u! Realtors/Title Companies ri H;
d
7
>
i
j: 1 6
BYSTANDERS
I *NCTD
Lob by i st ComDev
DRB
Planning Commission
Consu I ta n ts Engineers
Housing Commission
School Districts & Special Districts
RWQCB
Wildlife Agencies
Coastal Commission
SD County Regulations
US Army Corp of Engineers
State Housing &
Community Development
SANDAG
REFEREES
Influence
City of Carlsbad ComDev Strategic Plan Version: April 2004
SWOT: 2004
Strengths
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Positive feedback from citizens out in the field
Outcomes good
Process manageable
Process is tough
Accessible to each other
Lack of hierarchy
History and knowledge base / experience
Adaptability
Always been good at this
Staff size (Planning)
Good communication
People / staff
More proactive
Willing to change
Educate for the future
Collaboration between mgt and employees is
emerging
Resources
Knowledge / training
Adaptability / flexible
Authority to make decisions on gray areas
Staff
Historic knowledge
Stable, talent, leadership
Citizens want to be involved
City’s reputation - image
Financial stability Existing development well-planned and well-
maintained
Political stability Using technology
Long-term employees w/ institutional history
Loyalty of long-term employees
Good economic base Political stability in city manager and CC
Citizen Academy type engagement
Willingness to change by city staff
Good place to work; revenue stability
Citizen’s perceptions that Carlsbad is a good city -
quality of life, a lot of good programs
Skills, abilities, and knowledge of staff
Support for future thinking and strategic planning
Quality developments
Recognized nationally for many planning efforts
Good historical planning effort - long term
Low crime rate in City of Carlsbad
Have infrastructure to support development
because of Growth Management Plan
Support for affordable housing developments
Hire the best!
Weaknesses
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Departmental lines (structure) Information / communication with the public needs
improvement (not consistent - need more outreach)
Not enough venues to get info out.
Need a one-stop info center (Functions should be in
one location.
Too inward-looking - “Carlsbad centric”
Not quick enough to embrace change and new ideas M icro- ma nag emen t
Limited employee empowerment
Mistakes not allowed
Risk aversion
Attorney’s office influence
Upper management out-of-touch day-to-day
State fiscal crisis
Inter-departmental relations
Slow decision-making process
Conflicting goals between depts.
Fine-tuning technology to be productive rather than
creating more work
Management goals tied to arbitrary timelines
Mgmt. goals done at the expense of day-to-day work No preparation for succession planning
Maintenance of infrastructure
Growth Management caps create regional conflicts
High Housing prices
Mix of housing prevents diversity
Potential for future political change
Difficulty w/ accepting change
Com mu nica ti on
Uncertainty in revenue stability
Elitist attitude
Business perception of city working relationship - not
helpful
Slow decision making
Too fat and happy
Learning curve is high for new staff More work and population but same staffing levels
City of Carlsbad CornDev Strategic Plan Version: April 2004
SWOT: 2004
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Opportunities . ,r <I., .. - i Threats "- * I
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More understandable codes
Finding time to do strategic planning ' drying up)
Reduction in revenue
Unwillingness to hire new people now
Reduction in revenues
Lack of advanced computer training and a lack of
time to train
Keeping up with changes and how they impact existing codes , 0 Financial condition worsening
Take advantase of opportunity to update technology
Gen X and Y expect instant gratification. Don't
Doing more with less (State budget and grants
0 Citizen expectations high - City must respond
High Public expectations
Loss of knowledge due to potential retirements
0 New legislation - unfunded mandates
Regionalism
0 Citizen initiated projects - workload
0 Include graphics and visuals I like the rules
0 Clean up gray areas '
I
quickly
Centralized location /'same vicinity-
Quadrant based services and community
connections
Satellite offices
On-line business
More outreach
Flexible hours
Job sharing Educating employees on other city functions -
especially for frontline employees
Deal effectively with cultural diversity in the
community Leadership opportunities for other cultural groups
Better inter-departmental cooperation Empower community to solve their issues
Turnover in staffing will allow for fresh look at
existing structure
Walk the talk - use all of our Org Dev learnings Treat employees as assets
0 Training & Mentoring
Soliciting input
Put some fun back in the workplace
0 Other agencies
I Environmental
0 Interest groups
Traffic increases - diminished quality of life
0 Cost of living
Inability to attract new business
Lack of diversity in the community
External threats
0 State and Federal agencies - Coastal, Wildlife
Local political changes
0 State budget crisis
0 Voter initiative process
Micro-management
Ultra-conservative views of City Attorney's Office
Community and environmental groups
Fiscal - State taking $$
Over-burdened employees
Potential loss of business
Inadequate housing
Agencies
1 0 Regional forces
I
1 Legislative changes
1
Closer to build-out means more opportunity to focus
on new things
New Opportunities to facilitate rather than regulate
Opportunities for promotion by long-term, loyal
employees State fiscal crisis means ComDev can re-examine
procedures
Be proactive - not reactive More citizen education like citizen academy
Generate more partnering
New staff - new skills
Training i More community participation
More committees 1
Education enhancements
0 More workshops
Empowerment to all employees to make decisions;
not just top management Use of property owned by city/ lease if not using
0 Cost of doing business
Personnel losses Workload increasing '
9
Organized volunteer opportunities/resources i
0 Better use of technology :
i
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City of Carlsbad ComDev Strategic Plan Version April 2004
c
P
Strategic Issues
Strategic Issues to Manage or Resolve
In order to fulfill our mission and mandates and realize our vision, we will need to manage or
resolve the following issues. The strategies developed in the next section are our response to
these strategic issues.
Mission Issues
More "Softscape": Anticipating build-out and shifting our focus from almost exclusively
"hardscape" or developing out from a physical standpoint into the more "softscape"
areas of community building to help people feel connected and informed at the
neighborhood and community levels. How can ComDev contribute to increasing the
connection of community, place and spirit?
Focus on the Proactive: Process to keep strategic thinking/planning/acting robust.
New focus on strategies to strengthen neighborhoods.
Fiscal Issues
State Cash Crisis: Prepare for tighter conditions as the State fiscal crisis reaches our
level. Will likely result in reduced revenues unless we become more creative and
proactive in revenue generation. Service levels will have to be reassessed and may be
reduced.
Changing revenue sources: Abundant building-related revenue sources will decline.
The need for more revenue will drive changes in land use development plans and related
policies (Smart Growth, large format retail, residential-based commerce, local
manufacturing, changes brought on by global outsourcing of manufacturing and certain
service work)
Increasing costs in benefits: PERS, healthcare, etc. costs are rising
Infrastructure maintenance and funding of City operations: Needs to be
addressed before the revenue stream from building diminishes
Contract Employees: May be needed to deal with workload and address fiscal issues.
Has implications for organizational culture and knowledge management.
0
Leaislative & Reaional Issues
0 State Legislation: May make program or regulatory changes that alter our mandates
without additional funding.
Traffic & Transit Use: Increases in use of all transit methods
Regional Planning: SANDAG and other regional authorities will increase pressure to
plan on a regional basis affecting transportation, density, growth strategies, etc. Certain
decision-making may move to a regional level.
City of Carlsbad ComDev Strategic Plan Version. April 2004
Strategic Issues
Strategic Issues to Manage or Resolve
Emdovee ComDetencies/DeveloDment/Trainina Issues
New Competencies Needed: Developing our “softscape” skills and services will
necessitate organizational learning and structural changes. The attitudinal and behavioral
shift from enforcer to engager, from regulator to facilitator is significant and very
challenging. Education and mindset adjustments will be needed.
New Interpersonal & Collaboration Skills: Expected changes will increase demand for
skills in collaboration, process integration, mediation of competing priorities and strategy.
0
0 Private Redevelopment/Infill: More development/rehabilitation of properties will
require shifts in policies/procedures, new concepts.
Technoloav Issues
0 Technology Adoption: As current and new technologies are applied to reduce costs,
increase efficiencies, improve customer service, and increase community involvement,
time and effort must be allotted for staff training and the design and implementation of
internal process change.
Online Plan Check/Response: Digital submission, review, and response of plans will
change how planners and builders do business. Potential for increases in speed and
responsiveness from all parties.
Communication and Engagement: Technology will offer creative tools for
communicating and engaging with the public.
0
Wireless Technology: The use of wireless computing devices may afford some ComDev
staff opportunities to do their work outside traditional office environments - access to
enterprise information, communication with other city staff, external stakeholders, and citizens will save time and increase efficiencies. (
(
(
( Workforce Transition Issues
Future Retirements: Prepare for significant changes in the future that will impact our
aggregate organizational knowledge, reporting structures, network of working
relationships, etc.
Hiring and Training: A succession plan must be developed for key positions so that the
process of hiring, training and mentoring can be conducted to yield smooth transitions.
Knowledge transfer will be critical so that the new hires don’t have to rediscover proven
methods.
Timing & Time Management: The upcoming changes will require specific staff to shift
priorities to include attention to the training and mentoring of new employees.
Self-contentment: Apathy, resistance to change, and complacency borne of sustained
success will make adjusting to the future fiscal climate changes painful. May drive some
retirements or other personnel changes for individuals not willing to move vigorously into
the new reality.
City of Carlsbad ComDev Strategic Plan Version, April 2004
Strategic Issues
Strategic Issues to Manage or Resolve
External Customer Issues
0 Partnering: Customer involvement increases significantly in infill design and decision
making (e.g., community committees). Will create more opportunities to share power.
ComDev will gradually move from enforcer to facilitator, from black/white rule-maker to
“guide through the gray“.
Expectation Management: ComDev will face increasing expectation for speed,
efficiency, and flexibility as these attributes become more commonplace in other aspects
of commercial and private life. Will demand more of ComDev to proactively
communicate, engage, learn from and educate the public, the Council and other MSAs.
t b
Interdeeartmental/Other Relationshir, Issues
0 Council 81 Leadership: Any future changes in the Council make-up or the staff
leadership team will potentially result in philosophical and directional changes. This may
occur gradually or rapidly, and changes could be significant.
Other MSAs: Greater interdependence and improved internal communication will be
required as greater fiscal efficiencies become the norm. Seamless government will be
demanded more and more by the public. These will drive the city organization to
collaborate more closely within and between MSAs.
Flexible Workspace: The forces to improve collaboration and interdependence will
drive increased flexibility in the work space furnishings and layouts. This will include
making city employees more mobile (laptops vs. desktops, wireless computing vs. wired,
“docking work stations”, desks on wheels vs. stationary desks, wireless phone vs. tether
to the wall).
0
0
City of Carlsbad ComDev Strategic Plan Version: April 2004
Success or Failure
Success Factors
We know that the road our strategies will take us along is fraught with difficulties.
Developing strategies is far easier than implementing them. The following are what we
believe are the most critical strategic issues we will need to address, as well as the
failure factors we know we will have to overcome or manage. Further, we know we will
need to be flexible in new ways to succeed.
Critical strategic issues and most important decisions in sequence:
1. “Buy-in” by ComDev staff
2. Revision of processes and codes to support “partnering” environment
3. Successful management of expectations
Define employee skill sets and implement training
4. Actively seek staff who exhibit desired skills and re-orient existing staff
Failure Factors
Three major mistakes we are likely to make on the way to success:
1. Resting on our laurels
2. Lack of courage
3. Out of touch with community/stakeholders
Recovering from these mistakes will take:
1. Building new skill sets
2. Outward focus (implement strategic plan)
3. Building courageous leadership at all levels
4. Adapting our culture
Show-stoppers:
1. Negative effects of cynicism
2. Different City Council philosophy that departs from the current community
engagement philosophy
How we will inoculate for Show-stoppers and failure factors:
1. Strategic plan preparation and implementation
2. Demonstration of value added
3. Community Program to strengthen neighborhoods
City of Carlsbad ComDev Strategic Plan Version: April 2004
Flex Factors
Familiar Flex Areas we will use:
1. Standards, rules, processes, etc. (between 2004-2009) will be updated to meet
stakeholders’ needs
2. Employee attitudes, training, mindset (Very important to build flexibility here)
New Flex Areas we will develop:
1. Employees being more open, receptive, and motivated to using technology
2. Resolving/dealing with immediate/short-term issues
3. Less long-range and master planning efforts and more redevelopment/infill
strategies
x
More Adaptive Rules/Policies required:
1. Primarily in Planning and Engineering
2. Zoning Ordinance - more need for clarity and infill development standards
3. More logical way to organize information for easier access by staff and public
How to PrepareYLimber-up for Flexibility
1. Must come from the top - leaders must demonstrate that it’s okay to be flexible.
Mindset for flexibility starts at the top.
2. Trickle down effect
3. Results in proper training and risk taking/rewards system
City of Carlsbad ComDev Strategic Plan Version. April 2004
Strategies
Strategies for achieving the vision
within the current and foreseeable conditions:
The following pages describe a suite of strategies that build on
ComDev's long-standing strengths and account for internal
weaknesses. Particular strategies address present and emerging
opportunities and threats. These strategies are divided into four
broad perspectives that make up the whole system.
Perspec five: Stra tegies:
Customer Civic Innovation
Operational Excellence
Fi sca I
Internal Processes
Employee Productivity
Partnering
Fiscal Fitness
Progressive Service Development
Professional Service Delivery
Develop Strategic Skills
Develop Infrastructure
Access to Strategic Information
Cultivate Core Values
Align Employee Goals
City of Carlsbad ComDev Strategic Plan Version: April 2004
ComDev Strategy Map
Cornbev Strategy Map - Version: 2004
Council’s Strategic Goals
Water; Communication; Learning/CuIture/Arts; Environmental Mgmt.; Financial Health;
Citizen Connection; Balanced Community Development; Parkslopen-spaceflrails;
Transportation/Circulation; Top Quality Services
t
ComDev Mission
ic Innovation
grate all ComDev CCPS outreach; Econ. Dev Outreach; progressive major projects; strengthen neighborhoods processes
4 t .
Fiscal Fitness
Become more fiscally astute
throughout ComDev. Increase our Council, partners, NGO’s; and
citizens; business attraction &
Progressive Service Development Professional Service Delivery
I General Plan and G.M.P. implementation
I) Project review Quality development & planning projects
Building inspection & code enforcement
Economic Development services
Redevelopment services
Plan check services
GIS services
Real estate acquisition and leasing
Citizen surveys and quality follow-up
Citizen outreach and collaboration
Track changes in mandates
Track trends leading to changes in Gen. Plan
Major projects: SCCRA, Centre City Gateway,
N. State St. redevelopment.
Scenario & Strategic planning
Goals & Measures processes
GIS products & services
Facilitation; fiscal Collaboration space; Utilize existing Innovation; involvement; Career portfolio; literacy; mediation; technology tools & technology to full fun; empowerment; succession process improvement; automation; work extent; use of leadership; teamwork; planning; reason/log ic; space redesign wireless tech. ; integrity; learning ; perfo rma n ce development feasibility GIS tools and accou nta bi I i ty ; passion ; data competence; ownership rotation; goals mg m t . ; job
City of Carlsbad ComDev Strategic Plan Version: April 2004
Sequencing
Implementation Philosophy:
This is ourplan. ComDev staff and management developed it
together, and will implement it together. You, as a ComDev
employee, have an opportunity to help create the organization and
results you imagined during the planning sessions.
ComDev leadership will support you in forming teams to implement
the strategic initiatives. There are leadership and participation
opportunities for everyone with the desire to take ComDev to an
exciting new place.
Review the strategy summary pages. You will notice that there are
"legacy programs". These are your traditional work or work that is
underway. The "new initiatives" come from our planning sessions to
evolve ComDev in ways that support our vision.
The description of each initiative is general enough that the teams
formed to work them will be able to define the measures, targets,
and activities to customize the work plan.
This is your opportunity to achieve and be recognized for your
contribution to the future of ComDev and the community.
City of Carlsbad ComDev Strategic Plan Version: April 2004
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Employee Productivity
Employee Productivity Strategy - Strategic Skills -
Description of this Strategy:
ComDev supports the development of new skill sets to meet the future needs of
stakesholders, including facilitation/mediation, critical thinking skills, development
feasibility analysis, and process improvement to achieve the following:
Council Goal:
1. Top Quality Services
2. Balanced Community Development
3. Citizen Connection
ComDev Objectives:
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. Attain new skill sets that produce more efficient and effective performance
1. TBD
Lecaacv Proarams:.
New Initiatives:
1. Development Review Process Survey, 2004
1. Training to achieve new skill sets
2. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
Employee Productivity
Employee Productivity Strategy - Infrastructure -
Description of this Strategy:
ComDev supports collaboration and teamwork through the work space, furnishings, technology and tools to achieve the following:
Council Goal:
ComDev Objective:
1. Top Quality Service
1. Collaboration and teamwork that produces more creative, effective and efficient performance of ComDev projects and daily work.
Key measures and targets for these objectives:
1. TBD
Initiatives to reach the targets:
Leclacv Proclrams:
1. Current IT infrastructure, design criteria and management
2. Current office layout and furnishings
New In it iat ives:
1. Work space redesign to facilitate greater collaboration, teamwork, creativity and
effectiveness
2. Increased application of technology and tools in support of this objective
3. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
0
I
II,
Employee Productivity
Employee Productivity Strategy - Access to Strategic Information -
Description of this Strategy:
ComDev is on the forefront of technology and utilizes these technological advances in
delivery of service and community connections to achieve the following:
Council Goal:
1. Top Quality Services
2. Communication
3. Balanced Community Development
ComDev Objectives:
1. Integrate existing systems for efficiency of operations (GIS, Document Management
System, PERMITS, Etc).
2. Work is automated where possible and connected to field operations.
3. Existing technology tools are used to the fullest extent possible by all staff.
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leqacv Proarams:
1. GIS program
New In it iatives:
1. Use of wireless technology for better internal and external communications
2. Streamline graphics production
3. GIS database is kept up to date. Parcel lines are modified to match correct locations on aerial photos.
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City of Carlsbad CornDev Strategic Plan Version April 2004
Employee Productivity
~ll__ll-ll___ll.ll-
Employee Productivity Strategy - Cultivate Core Values -
Description of this Strategy:
ComDev creates and supports a culture of accountability, innovation, and involvement
and cultivates ownership in the destiny of the organization to achieve the following:
Council Goal:
1. Top Quality Services
2. Learning
3. Balanced Community Development
ComDev Objectives:
1. ComDev values guide the MSA in achieving its mission and include: innovation,
involvement, empowerment, leadership, integrity, learning, passion, competence,
fun, accountability, teamwork, and ownership.
Key measures and targets for these objectives:
1. TED
Initiatives to reach the targets:
Leeacv Proarams:
1. Focus on the Future, 1996
2. Strategic Plan, 2004
New In it iatives:
1. Incorporate core values into daily working environment of the organization.
Leadership to initiate incorporation effort.
2. GomDev teams will identify additional new initiatives as needed
City of Carlsbad CornDev Strategic Plan Version: April 2004
k m
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Employee Productivity
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Employee Productivity Strategy - Align Employee Goals -
Description of this Strategy:
ComDev employees are hired, trained, mentored, and supported so that their
professional goals are aligned with the goals of the MSA's mission and values. This is
done to achieve the following:
Council Goal:
1.
2.
3.
4.
ComDev
1.
2.
3.
Top Quality Services
Balanced Community Development
Citizen Connection
Lea rn i n g
Objective:
As the business of the MSA is accomplished, employees build career and work life
portfolios that reflect their intrinsic motivations. These portfolios become a source of
pride and satisfaction.
Employee goals are aligned with the MSA Mission and core values of the
organization through through portfolios and other tools to assist employees in their
endeavors.
Employees are attaining new skill sets that produce more efficient and effective
perform a n ce
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD by Strategic Team
Leaacv Proarams:
1. Sunnyvale/Chula Vista collaboration event
2. Focus on the Future, 1996
3. Strategic Plan, 2004
4. Development Review Process Survey, 2004
New Initiatives:
1. Career portfolios, succession planning, performance management, job rotation,
values evaluation, etc.
2. Training to achieve new skill sets
3. ComDev teams will identify additional new initiatives as needed
~ ~ ~~
City of Carlsbad ComDev Strategic Plan Version April 2004
Service Development
Progressive Service Development
Description of this Strategy:
ComDev will invest resources and energy to continually update its understanding of
stakeholders' needs and innovate products and services that address their needs.
Additionally, ComDev will collaborate with other MSAs to create and update service
delivery mechanisms that fit within the ComDev vision and mission. This strategy intends
to achieve the following:
Council Goal:
1.
2.
3.
4.
ComDev
1.
2.
Top Quality Services
Citizen Connection <
c Communication
Balanced Community Development
0 bject ives:
Adequate resources to support ComDev outreach, analysis and innovation to keep
pace with changing needs
Robust learning, collaboration, and innovative processes
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leaacv Proarams:
1. Current procedures and outreach methods
2. Village redevelopment accomplishments
3. Development Review Process Survey (2004) and follow-up goals
4. Strategic Plan, 2004
New Initiatives:
1. Connecting Community, Place, and Spirit (CCPS)
2. SCCRA (2nd Redevelopment Area) Land Use Strategy (All Planning Areas)
3. Centre City Gateway goal
4. N. State Street Revitalization Vision and Implementation Partnership
5. Future planning for the Village Area
6. ComDev teams will identify additional new initiatives as needed
~~~~~~~~~~ ~~ ~ ~~
City of Carlsbad ComDev Strategic Plan Version: April 2004
V ZI
Service Delivery
Professional Service Delivery
Description of this Strategy:
ComDev will continue to focus on delivering and improving its products and services to a
quality and efficiency level as good or better than the most professional practices
demonstrated anywhere. This strategy intends to achieve the following:
Council Goal:
1. Top Quality Services
2. Balanced Community Development
3. Citizen Connection
4. Communication
5. Financial Health
Com Dev 0 b ject ives:
1. Meet or exceed benchmarks
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leaacv Proarams:
1. General Plan and GMP implementation
2. Development Review Process Survey, 2004
3. Building inspection, plan check and code enforcement program
4. Economic development and real property asset management services
5. Redevelopment services
6. GIS Services
7. Performance management programs (annual goals process)
New In it iat ives:
1. Business Process Review
2. Integration and coordination across disciplines and MSAs
3. Job rotation
4. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
Partnering
Partner ing
Description of this Strategy:
ComDev will further its reach and leverage its fiscal resources by building partnerships
and trust with residents and businesses. This is done by reaching out and increasing
dialogue with the community. Quality businesses are attracted to the community and
retained thus improving the overall fiscal health of the city. This strategy intends to
achieve the following:
Council Goal:
1. Citizen Connection
2. Communication
3. Top Quality Service
4. Financial Health
5. Balanced Community Development
ComDev Objectives:
1. Leverage ComDev resources
2. Improve the City’s fiscal health through partnering
3. Produce more collaboration and connectedness between ComDev and the
community through engagement and neighborhood strengthening programs
Key measures and targets for these objectives:
1. TBD with City Council
Initiatives to reach the targets:
Leaacv Procrrams:
1. Business retention program
2. CCPS
New Initiatives:
1. CCPS
2. Neighborhood service programs (community building)
3. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
I
I,
._-
Fiscal Fitness
Fiscal Fitness
Description of this Strategy:
ComDev will become and remain fiscally astute in support of the city's economic
sustainability. This strategy intends to achieve the following:
Council Goal:
1. Financial Health
2. Balanced Community Development
3. Top quality services
Corn Dev Objectives:
1. Fiscal fitness and economic sustainability are part of everyday awareness and
considerations in ComDev decisions and programs.
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leclacv Proclrams:
1. Budget process
2. Large Format Retail analysis
3. General Plan and GMP implementation
4. Economic development and redevelopment programs
New In it iat ives:
1. Increased application of fiscal tools and use of technology to improve MSA efficiency
and cost effectiveness
2. Investigate using CDBG for more City projects and programs
3. Proactive economic development and redevelopment strategies
4. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
Civic Innovation
Civic Innovation
Description of this Strategy:
ComDev will continue to evolve so that stakeholders experience ComDev as reaching out
to the community through programs that strengthen neighborhoods and bring
progressive projects and programs to the community at large. This strategy intends to
achieve the following:
Council Goal:
1. Balanced Community Development
2. Citizen Connection
3. Communication
4. Top Quality Services
Com Dev Objectives:
1. Stakeholders experience ComDev approaches to built hardscape, and community
"softscape", as innovative and manifesting the highest quality of life for citizens and
sustainability for the city. These innovations keep pace with changes affecting the
city and the region and stakeholders know it.
2. Neighborhood services are delivered in a way that is perceived as more creative,
effective, and efficient, especially as pertains to partnerships.
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leuacv Prourams:
1. CCPS (startup)
New Initiatives:
1. CCPS ongoing, neighborhood services programs
2. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
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CI F
Ope rat iona I Excellence
Operational Excellence
Description of this Strategy:
ComDev will continue to evolve so that Stakeholders perceive all ComDev processes as
adding value, and that decisions are made at the appropriate levels, thus resulting in
timely project review, plan checks, and information dissemination. This strategy intends
to achieve the following:
Council Goal:
1. Top Quality Service
2. Community Connection
3. Communications
4. Balanced Community Development
5. Financial Health
Corn Dev Objectives:
1. Stakeholders hold perception of ComDev as highly effective, efficient and reliable in
execution of its mission.
Key measures and targets for these objectives:
Initiatives to reach the targets:
1. TBD
Leclacv Procrrams:
1. One-stop counter at Faraday
2. Permits Plus to track projects
New In it iat ives:
1. Cross department teams, cross-MSA single line of authority at the counter
2. Resource pooling
3. Business Process Review
4. Job cross-training and rotation
5. ComDev teams will identify additional new initiatives as needed
City of Carlsbad ComDev Strategic Plan Version: April 2004
0 A
Strategic Plan
Chronology of Events
Appendix
~~
City of Carlsbad ComDev Strategic Plan Version: April 2004
'03-'04 Planning Process
The following chronicles the general flow of work to develop the ComDev strategic plan and begin a strategic planning process and annual cycle. Facilitation of the process was provided by
Sterling Insights, Inc. (www.SterlingInsights.com). In general terms the process was highly
collaborative from start to finish. Conceptually, the process began with a SCAN of the environment to
assess conditions, readiness for change, and a range of possible strategic choices. From these options,
the process lead ComDev to FOCUS upon and negotiate decisions yielding potent strategic choices.
Having done that, the process guided ComDev to ACT as participants committed to their vision,
strategies and objectives, with momentum toward implementation.
August 2003 - Sponsor Session
The ComDev leadership team committed to developing a strategic planning process beginning in 2003. It will ultimately become part of the annual cycle of planning and goal setting for ComDev. The strategic
planning model presented in the Bryson & Alston book was adopted as a framework for guiding the work.
Other models will be brought to bear in support of this overarching approach.
The team broadened their thinking about the strategic role that ComDev will play in the future. As
Carlsbad becomes built out, and citizen requirements shift toward more "softscape" in addition to
"hardscape", the demands on ComDev will change. Through the strategic planning process ComDev can
be part of defining that shift and its attendant demands. This first event included beginning analysis of
Com Dev strengths, weaknesses, opportunities and threats.
September 2003 - Case for Change & Sponsor Consultation
During phone consultations and one meeting with the project sponsors, fine-tune the strategic planning
process flow and clarify the lead roles (sponsor/Holder & project manager/Kelley) for strategic planning.
Support was given to internal and external environment assessments. The Farmers building 3rd floor is
set up as a strategic planning "clubhouse" with Sterling Insights' furnishings.
October/November 2003 - Internal & External Assessments
ComDev leadership teams work internal and external assessment of strengths, weaknesses, opportunities, and threats. Mandates that ComDev must answer for are listed and sorted. Stakeholder
listing and analysis was begun.
December 2003 - Internal & External Assessments
ComDev hosted or participated in three significant events. First in early December, the City Council
began its annual planning process using a scenario planning method also facilitated by Sterling Insights and conducted in the same facility set up for ComDev. Results from this event strengthened the ComDev
understanding of the Council's position on issues relevant to ComDev's long range planning, particularly
economic development and land use issues.
Second, was an event for local businesses and business organizations. The participants of this session
were asked to share their current concerns for the business environment in Carlsbad and to imagine
what business climate may look like in Carlsbad in 2010. The concerns raised by this group gave
ComDev some important insights into the needs of several of their most important stakeholder groups.
Third, ComDev hosted a similar event for representatives from each of the other Major Service Areas
(MSA) in the City government organization. This event highlighted processes where ComDev's work
touched that of other MSAs. It also elicited what other MSA's could imagine about the future for
Carlsbad in about 6 years. This event opened the dialogue between MSAs about the implications of build-
out in Carlsbad which will be increasingly signigicant across the City organization over the next 5-10
years.
City of Carlsbad CornDev Strategic Pian Version: April 2004
'03-'04 Planning Process
FOCUS -I
January 2004 - Strategic Issues & First Iteration of Strategies
Event outcomes: 1) synthesized SWOT analysis from internal and external environment assessments; 2)
mapped various stakeholder groups; 3) first articulation of strategic issues and initial strategy concepts; and 4) developed broad content of Strategic Plan (basic elements). Success, flex and failure factors were
listed to anticipate challenges ComDev will face in designing and implementing strategies. An initial
vision is developed for ComDev.
February 2004 - Strategy Development & Mapping
Two significant tracks were progressing in February. First, CCPS was using a scenario planning approach
to develop a layout for future city government infrastructure and amenities in Carlsbad. This process
included all the City's Leadership Team and ultimately the Council. The implications for ComDev were significant as the design of various infrastructure used to deliver core ComDev services was being
developed (neighborhood service centers, economic development tools like a conference center, etc.)
The second major event was a 2-day design session for ComDev staff to bring together all the strategic planning work done to date. This event produced the first real strategy concepts, a vision for ComDev,
and refinement of the ComDev mission statement. The strategies addressed the strategic issues with an
eye toward systemic improvements across all departments. At the tactical level, some specific process
improvements in Planning were proposed. A first pass was made at sequencing implementation of
various initiatives taking into account impending retirements, likely cash flow issues, and other
foreseeable changes.
March, April, May 2004 - Objectives, Measures, Targets, Initiatives
During a combination of leadership team meetings and one "all hands" event, ComDev worked out the
logic of each strategy. This included developing a strategy map showing the cause-effect relationship of
each element building from culture and capability to internal processes and use of funds to customer perception of ComDev and its results. Strong starts were made on detailed implementation plans
involving specific objectives, measures, targets for the measures, and initiatives to achieve the targets
that indicate progress toward resolution of strategic issues.
As the 2004 annual goals process began, some initiatives developed in the strategic planning process
were picked up by individuals to drive forward. Others will be integrated into the goals process for 2005.
Going Forward - Building on a process and set of templates
The strategic planning process and format that was employed for this year's plan development will serve
as a foundation for the 2004-2005 cycle. With strategy map and strategy statement templates now in
place, the next update of the plan and its components will be much easier and more efficient. Future
cycles will be more about course correction and updating than building the various components from
scratch (SWOT analysis, stakeholder analysis, Strategic Issues list, Success/Failure/Flex list, Strategy
Map template, strategy/objective/measures logics, etc.).
City of Carlsbad ComDev Strategic Plan Version: April 2004