City of
Laguna Beach
505 Forest Ave,
Laguna Beach, CA.
City Clerk’s Office
STRATEGIC PLANNING WORKSHOP
AGENDA
Friday, March 4, 2022
CITY COUNCIL STRATEGIC PLANNING WORKSHOP
8:00 AM – 4:00 PM
Susi Q Community Center, Multipurpose Room
380 3rd Street, Laguna Beach
WELCOME
Members of the public are welcome to address the City Council concerning any issues on the agenda during the Public Communication portion of this meeting. Any person who wishes to address the City Council regarding a subject that is not on the agenda may also do so under Public Communication. To aid the City Council in the timely completion of its business, speakers are asked to limit their comments to three (3) minutes each or less with a maximum time of 30 minutes for all public comments. This time may be reduced or extended for good cause by the City Council
ROLL CALL
Councilmember Blake
Councilmember Iseman
Councilmember Weiss
Mayor Pro Tem Whalen
Mayor Kempf
PUBLIC COMMUNICATION 8 AM – 8:30 AM
Public Communication will be limited to 30 minutes for all comments.
CITY COUNCIL – GOAL SETTING AND STRATEGIC PLANNING SESSION 8:30AM – 4PM (See attached for detailed agenda)
Posted February 24, 2022
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CITY COUNCIL GOAL SETTING AND STRATEGIC PLANNING
SESSION
FRIDAY, MARCH 4, 2022, 8 AM – 4 PM
TABLE OF CONTENTS
1. 2022 Goal Setting and Strategic Planning Agenda (Pg. 3)
2. City Manager Letter and key Accomplishments 2019-2021 (Pgs. 4- 32)
3. Executive Team Presentations (Pgs. 33 – 79)
4. Summary of Business and Resident Surveys (Pgs. 80 – 103)
5. Summary of Employee Task Force Recommendations (Pgs. 104 – 124)
6. Employee Taskforce Report (Pgs. 125 – 163)
7. Five Year Financial Outlook (Pgs. 164 – 180)
8. City Council Priority Setting List Worksheet (Pg. 181) 2 of 181
CITY COUNCIL GOAL SETTING AND STRATEGIC PLANNING SESSION FRIDAY, MARCH 4, 2022, 8 AM – 4 PM
LAGUNA BEACH COMMUNITY AND SUSI Q CENTER
380 THIRD STREET
LAGUNA BEACH, CA 92651
AGENDA
1. Welcome by the Mayor
2. Public Communication (30 Minutes)
3. City Manager Letter and Remarks (2019 – 2021 Accomplishments)
4. Context for Priority Setting
a. Executive Team Presentations by Department
b. Summary of Business & Resident Survey Results
c. Summary of Employee Taskforce Recommendations and Consultant/ Employees’ Full Report
d. Five Year Financial Outlook
5. City Councilmembers Presentations of their Priorities
6. Establishing City Council Priorities
7. Wrap up and Next Steps
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February 25, 2022
Re: Materials for the March 4, 2022 City Council Strategic Planning ang Goal Setting Session Dear City Council:
We are looking forward to working with the City Council to establish the City’s priorities for the next five years during the March 4, 2022 Strategic Planning and Goal Setting Session. The workshop will initiate the process for staff to include City Council short-term priorities into the Fiscal Year 2022-23 budget. We have retained University of California Irvine’s Division of Continuing Education to facilitate the session and to work with staff to create a final document summarizing the priorities developed during the meeting.
Staff has developed the attached packet of materials to help each Councilmember prepare and develop their priorities ahead of the strategic planning meeting. This packet includes the following:
1. Strategic Planning Detailed Agenda
Schedule of the day’s events.
2. Quarterly Projects Matrix and 2019 – 2021 Accomplishments List of current projects and their status based on 2019 established priorities set by City Council.
3. Department Analysis: SOAR (Strength, Opportunity, Aspiration and Results) An evaluation conducted by each department assessing their current strengths, identifying opportunities and aspirations to improve their services, and how each result could be measured for success if directed by the City Council to proceed.
4. Summary of the Business and Resident Survey Results
Included is a presentation summarizing the results collected from the business and resident surveys.
The survey included questions about quality of life, important characteristics of the community, services provided by the City, and priorities for the future.
5. Summary of the Employee Taskforce Recommendations and Consultant/Employees’ Full Report Two employee taskforces were formed to evaluate the results of the employee surveys and provide recommendations to improve the organization from a staff perspective. The presentation also includes the process for assessment and evaluation of any or all recommendations that the City Council would like to support and my recommended priorities.
6. Five Year Financial Outlook
Five-year revenue forecast for City Council to consider when establishing their priorities in two scenarios (one with and one without assume recession).
7. City Council Priority Worksheet
This document is to help guide each Councilmember with listing their priorities that they wish to share with the rest of the City Council. Each Councilmember will have fifteen minutes to present their priorities to their colleagues before starting the priority setting portion of the meeting led by UCI.
On behalf of City staff, I look forward to our time together on March 4th as you develop priorities to make the City of Laguna Beach an even better place for its residents and businesses.
Respectfully,
Shohreh Dupuis
City Manager
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MEMORANDUM
DATE: February 25, 2022
TO: City Council
FROM: Shohreh Dupuis, City Manager
SUBJECT: SUMMARY OF CITY COUNCIL INITIATIVES AND KEY
ACCOMPLISHMENTS (2019 – CURRENT)
On February 4, 2019, the City Council participated in a strategic planning session to establish the City’s priorities. A Key Projects Matrix was created to list and prioritize projects and initiatives determined by the City Council during the session. Since 2019, the document has been updated to include new priorities that were established by the City Council during their annual retreats on January 11, 2020 as well as January 30, 2021. Staff has utilized this matrix to track and implement key projects and initiatives. The current version of the Key Projects Matrix is included as Attachment 1. A summary of the materials included in this memo from the City Council’s 2019, 2020, and 2021 retreats are included below:
2019 City Council Strategic Planning Session (February 4, 2019) A packet of materials summarizing priorities and initiatives set by the City Council in 2019 is included as Attachment 2 of this memo. Attachment 2 contains the March 5, 2019, Agenda Report identifying the top four priorities and the initial Matrix of Key Projects that was developed based on the February 4, 2019 session. Attachment 2 also contains a list of projects that were completed on the Key Projects Matrix in 2019 as well as the City’s Annual Key Accomplishment Report for 2019.
2020 City Council Annual Retreat (January 11, 2020)
A packet of materials outlining priorities and initiatives set by the City Council during their 2020 Annual Retreat is included as Attachment 3 of this memo. Attachment 3 contains the January 21, 2020, Agenda Report summarizing the meeting as well as an updated Key Projects Matrix. Please note, that the 2020 Key Projects Matrix also includes initiatives added after the 2019 Strategic Planning Sessions. The project was either added by the City Council as a new initiative during a regular meeting or because the project was part of a larger City Council initiative such as “streamlining the development process.” Any remaining items were likely added because they arose from routine or Covid-19 related City business that required staff resources. Attachment 3 also contains a list of projects that were completed on the Key Projects Matrix in 2020 as well as the City’s Annual Key Accomplishments Report for 2020.
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2021 City Council Annual Retreat (January 30, 2021)
A packet of materials outlining priorities and initiatives set by the City Council during their 2021 Annual Retreat is included as Attachment 4 of this memo. Due to the Covid-19 Pandemic, an Agenda Report was not brought back to the City Council like previous years; however, meeting minutes summarizing the City Council priorities for 2021 were taken and are included in Attachment 4. Attachment 4 also contains a list of projects that were completed on the Key Projects Matrix in 2021 as well as the City’s Annual Key Accomplishments Report for 2021.
ATTACHMENTS
1. Current Key Projects Matrix
2. Agenda Report Summarizing 2019 Key Projects Matrix, Projects Completed on the Key Projects Matrix in 2019, and 2019 Key Accomplishments Report
3. Agenda Report Summarizing 2020 Key Projects Matrix, Projects Completed on the Key Projects Matrix in 2020, and 2020 Key Accomplishments Report
4. Minutes from the 2021 City Council retreat establishing 2021 priorities, Projects Completed on the Key Projects Matrix in 2021, and 2021 Key Accomplishments Report 6 of 181
DEPT PROJECT NAME (Alphabetical by Department) Completion/ City Council Date
1 AS Pension Liability Update 3/15/2022
2 CD Downtown Specific Plan Phase II (Housing Related Items) TBD 3 CD Major Development Projects Ongoing
4 CD Major Remodel and Bluff Top Regulations (PC April 2022) 6/30/2022 5 CD New Permitting System 9/30/2022
6 CD Comprehensive Code Update incl: Multifamily Zoning Stnds TBD 7 CM Agenda Management System 6/30/22
8 CM Library Acquisition 3/1/2022
9 CM Replace Fire Station 4 TBD
10 CM Community Choice Energy: Potential JPA Analysis 12/13/2022 11 CM/MS MS Services in South Laguna 12/13/2022
12 FD Fire Station 1 Repairs 6/30/2022
13 Mult. CD Fee Schedule Update and Staffing Plan 3/29/22 14 Mult. Computer Aided Dispatch (CAD)/ Records Mgt Sys (RMS) 6/30/22 15 Mult. Downtown Action Plan CC Approval On Hold
16 Mult. Parking Master Plan 9/30/2022
17 PW Bluebird Rd. Widening and Retaining Wall 6/30/23
18 PW Caltrans & Co. Improve. to LCR - Toll Road to Willow Cyn 12/31/24 19 PW Caltrans ADA/Sidewalk North Project - Construction 12/31/23 20 PW Coast Hwy South Sidewalk Construction (Moss to 5th) 12/31/2025 21 PW Downtown Parking Structure / Digester Restoration TBD 22 PW Forest Alley Trash Consolidation (include in FY 21-22 CIP) 6/30/2022 23 PW Forest Alley Repavement (include in FY 21-22 CIP) TBD 24 PW LCR Potential Improvements (PSR) TBD
25 PW New Solid Waste Collection Franchise Agreement 6/30/2023 26 PW Uground Bluebird Canyon from Cress/BB to Rancho Lag. 8/31/24 27 PW Uground Park Ave. from Wendt Terrace to St. Anns (include in FY 21-22 CIP) 12/31/2024 28 PW Promenade on Forest Conept Development 4/30/2022
29 PW Beach Access Improvement (Moss Street) 6/30/2022
30 CA Art in Public Places for Village Entrance TBD
31 MS Weather and Sea Surface Temperature Monitoring System 6/30/22 32 PW Coast Highway UU District (Agate St. to Cajon St.) 08/31/25 33 PW Crestview Place to Ruby Place Pedestrian Pathway 12/31/24 34 PW Evac Route Underground Coast Hwy (Agate to Arch) 12/31/24 35 PW Main Beach Park Renovation 06/30/23
36 PW Proposed Diamond St. Assess. Dist. Property (Vote 07/31/2022) 10/31/23 37 PW Proposed Woods Cove Assess. Dist. (Vote 07/31/22) 12/31/25 38 PW Solar Units on City Facilities Assessment 4/26/2022 39 PW Street Lights Conversion to LED 5/10/2022
40 WQ/PW Anita Street Lift Station and Beach Access Improvement 5/30/2024 41 CD Laguna Canyon Planning Update/ Mapping TBD
42 CD Ord Change to Require More Sidewalk ROW TBD
43 MS Add Two Remote Observation Cameras TBD
44 MS Lifeguard Towers on Caissons TBD
45 PW Alta Laguna & TOW Parks Renovation TBD
46 PW Laguna Canyon Road Staging Area Improvements TBD
47 PW New Community Pool TBD
48 PW Traffic Signal Priority System TBD
Color Key
Projects Underway within the current year
Projects to be addressed pending resource availability
Projects placed on hold
Key Projects Matrix FY 2021-22 with Stop Light Analysis (Updated 2-2-22) Attachment 1
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Attachment 2
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Projects Completed in 2019
DEPT PROJECT NAME (Alphabetical by Department) Status
1 AS Information Technology Master Plan Complete
2 CD De Novo Review of DR Appeal Complete
3 CD Air Conditioning Ordinance Complete
4 CD Hiring New Staff Complete
5 CD Affordable Housing Taskforce Recommendations Complete 6 FD Fire Department Strategic Plan Complete
7 PD Main Beach/Heisler Park/Downtown Policing Update Complete 8 PD Police Department 2015 Strategic Plan Update Complete 9 PD Repeat Offenders Process (Improvements as of 9/24/2019) Complete 10 PW Adjustment of Neighborhood Trolley/Main Line Complete 11 PW Pearl Street Beach Access Complete
12 PW Transit CAD/ AVL System Complete
13 PW Zone 1 Street Slurry Seal and Rehabilitation Complete 14 PW/FD Mayor's Fire Safety Subcommittee Plan Complete 15 WQ Bluebird SOCWA Odor Control System Complete
16 WQ Wastewater System Plan Revision Complete
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KEY ACCOMPLISHMENTS
CALENDAR YEAR 2019
PUBLIC SAFETY
Wildfire Mitigation and Fire Safety Plan – The City Council approved the Wildfire Mitigation and Fire Safety Report.
Fire Department’s 100th Anniversary – 2019 marks the Laguna Beach Fire Department’s 100th year serving the Laguna Beach Community.
Fuel Modification Program – The Fire Department completed all studies and has applied for permits to conduct additional fuel modification. The City is currently pursuing projects totaling $5.2 million, of which, approximately $4.2 million will be grant funded.
Fire Department Strategic Plan – The Fire Department completed a strategic plan for the department.
Repeat Offender Program – The Police Department worked with the District Attorney’s office to prosecute individuals who repeatedly commit nuisance crimes.
Interagency Agreement with OC Sheriff at El Morro – The City received approval from the Sheriff to provide all police services at El Morro Elementary School.
School Resource Officer – The City and the Laguna Beach Unified School District agreed to expand the School Resource Officer program by one officer with the City and the District splitting the costs.
ASL Security Enhancements – The Police Department implemented new procedures to further increase participants’ safety at the City’s Alternative Sleeping Location (ASL).
Agreement with Orange County Catholic Workers for Homeless Services – The City proactively reached a settlement agreement with OC Catholic Workers, thereby avoiding costly and timeconsuming litigation. The provisions of the agreement reiterate many policies and practices already in place with the City.
Stop the Bleed Program – Junior Lifeguards were certified in Stop the Bleed. The program prepares participants to save lives by raising awareness of basic actions that can help stop lifethreatening bleeding.
Beach Wheelchairs – Marine Safety received a grant for two beach wheelchairs. The wheelchairs are available during operational hours at the Marine Safety Headquarters.
Animal licensing – Completed installation of a system that allows on-line license renewal. 12 of 181
FACILITIES AND CAPITAL IMPROVEMENTS
Village Entrance Project – Phase One of the Village Entrance construction was completed in June. The work included reconstruction of Parking Lots 10 and 11, and installation of trails and landscaping along Laguna Canyon Road between Art-A-Fair and Forest Avenue. Construction of Phase Two is underway and scheduled to be completed before Summer 2020.
Utility Undergrounding Program –
• The Coast Highway Underground Utility District 2019-1 was formed and will place the overhead utilities underground along Coast Highway from Arch Street to Agate Street. • Assessment District 2014-1 (Crestview Drive) was approved.
Improvement of City Facilities and Local Infrastructure – The City completed the design and construction of several projects to improve City facilities and local infrastructure:
• Repaired and resealed 28 streets in the Coast Royal and South Laguna neighborhoods. • Completed design of Coast Highway intersection improvements between Broadway and Legion Street.
• Installed a curbed roundabout median island with landscaping at the five-way intersection of Catalina Street, El Camino Del Mar, and Los Robles. • Completed design and obtained entitlements for significant repairs and capacity enhancements to Laguna Canyon Channel between Beach Street and the Main Beach Park boardwalk outlet.
• Replaced safety surface at Moulton Meadows Park Playground and restored fall protection capabilities to a safe level that meets standards. • Assessed nine miles of the gravity sewer system.
• Completed five-point repairs and lined 30,100LF (approximately 160 locations) of gravity sewer mains.
• Completed construction of the Bluebird SOCWA Odor Control facility at the corner of Glenneyre and Calliope.
• The Water Quality Department, in coordination with Laguna Canyon Foundation and Laguna Greenbelt, completed 75% of the native habitat restoration along the five-acre parcel at Laguna Canyon Road between Philips Street and the Anneliese School. • Worked with OC Flood to remove trees in Laguna Canyon Channel near Forest Avenue and reinforce the channel before the winter rains.
COMMUNITY DEVELOPMENT
Updates to the Downtown Specific Plan – The Planning Commission reviewed the Draft Downtown Specific Plan and recommended approval to the City Council. 13 of 181
Community Development Department Action Plan
City Council and California Coastal Commission approved Phase 1 Permit Streamlining Code Amendments;
• The City is commencing with Phase 2 Permit Streamlining Code Amendments; • The City acquired a new permit tracking software system that will be implemented over the next six months; and,
• Staff participated in the Lean Six Sigma process to improve the development review process.
Parking Ordinance Update – The City Council amended the City’s parking ordinance to address commercial properties.
Short-term Lodging – The City Council adopted a revised short-term lodging ordinance that addresses Coastal Commission concerns with the previous draft ordinance.
TRANSIT & PARKING
New Laguna Beach Trolley App – The City launched a new Laguna Beach Trolley App to provide more accurate predictive arrival, schedules, smoother tracking of vehicles, and posted detours and delays.
Neighborhood Trolley Services – The City Council added a new Weekday Coastal Service from 6:30 a.m. to 6:00 p.m. and modified the hours of the other three Neighborhood Routes (Top of the World, Bluebird Canyon, Arch Beach Heights) from 6:30 a.m. to 6:00 p.m. The North and South Laguna Routes were canceled. The City will conduct extensive outreach and marketing of the service along with the marketing of the new app to increase ridership by October 2020.
City Received Awards for Parking App – The City’s Laguna Beach Parking App has been named as OC Weekly’s “Best App for 2019” and won awards from the California Public Parking Association; the WTS Advancing Women in Transportation Orange County Chapter; and the American Public Works Association – Southern California Chapter.
Summer Breeze Bus Service – The City continued to offer free bus service and free parking from a peripheral parking lot near SR-133/I-405 interchange in Irvine to Laguna Beach summer destinations. Ridership increased by 14% from 2018.
MISCELLANEOUS
Certificate of Achievement for Excellence in Financial Reporting – The City received an award for its easily readable and efficiently organized comprehensive annual financial report (CAFR). 14 of 181
Balanced Budget – The City Council adopted a balanced budget for Fiscal Years 2019-20 and 2020-21 while maintaining a 20% General Fund Reserve.
Adult Education Program – The City, in partnership with the Laguna Beach Unified School District, started an Adult Education Program dedicated to promoting educational opportunities for adult learners.
Community Recreation Amenity Improvements – Various improvements were made to City facilities including the Community Pool, Lang Community Center, Community & Susi Q Senior Center, the Main Beach Basketball and Moulton Meadows Tennis Courts.
Community Services Program Scholarships – The Learn-to-Swim Program funded 23 children’s enrollment fees.
Ask Laguna Mobile App – The City released a mobile app called “Ask Laguna.” Public Arts Events – The City presented 16 concerts, three film screenings, eight writing workshops by the Literary Laureate, and a chalk art workshop. All events were free to the public.
Public Art Restoration – The Arts Commission continued its maintenance of public art by renovating and cleaning 18 pieces in the City’s collection.
Cultural Art Funding – In 2019, 18 organizations received grants totaling $220,600 for arts programming in Laguna Beach.
Recycling Events – The City and Waste Management hosted several recycling events, including a paper shredding and E-Waste event celebrating America Recycles Day, Compost Giveaway Event, Hazardous Waste Collection Event, and offered four free composting classes.
Tree City USA Recognition – The City was recognized as a first-year Tree City USA Community by the Arbor Day Foundation and hosted a tree planting ceremony on March 8 proclaimed by the City Council as Arbor Day in Laguna Beach.
New City Arborist – The City hired a new City Arborist to lead the City’s Urban Forest Management Program and Tree Care Services.
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Attachment 3
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DEPT PROJECT NAME (Alphabetical by Department) Status
1 CA Artist Live Work Report Completed
2 CD Short-Term Lodging Implementation Completed
3 CD LCP Reconciliation with Coastal Commission records Completed 4 CD Interim DT Outdoor Display/ Sign Program Completed 5 CM County Development Projects (West Alton & El Toro) Completed 6 CM Creation of LB Cares Pgm and $1.4M in community assistance Completed 7 CM Flavored Tobacco Ordinance Completed
8 FD Install One Helicopter Mobile Fire Hydrant Filling Stations Completed 9 FD Firefighter Reserve Program Report Completed
10 Mult. Station 4 Property Acquisition Completed
11 PW Laguna Canyon Creek Protection at Animal Shelter Completed 12 PW Lag Cyn Channel Improvements- Beach Street to Boardwalk Completed 13 PW Downtown Scramble & Ocean Ave One-way Conversion Completed 14 PW Village Entrance (Completed July 2019) Completed
15 PW Phase 2 Smart Parking System (Phase I Completed July 2019) Completed 16 PW LCR - Downtown to El Toro Road PSR Completed
17 PW Street Light System Maintenance Agreement Completed 18 PW Temple Hills Drive Sidewalk Extension Completed
19 PW Underground Crestview Dr. Completed
20 PW Cliff Drive to High Drive Stairway Completed
21 WQ DeWitt Property Habitat Restoration Completed
22 ALL MANAGED RESPONSE TO PANDEMIC ONGOING
23 PD Outdoor Warning Devices Completed
Projects Completed in 2020
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KEY ACCOMPLISHMENTS
CALENDAR YEAR 2020
COVID-19 ACTIONS
Quick and Flexible Responses to COVID-19 – Executive Order issued in March and several Emergency Orders issued regarding face coverings, swift closure and reopening of beaches, playgrounds, parks, trailheads, public gathering places, City Hall including the suspension of Trolley service and recreational programs.
Daily Communication with Residents – Community Newsletter established to provide residents daily COVID-19 updates and information via text and email. Later converted to a weekly newsletter.
Safe Reopening of City Beaches - Worked with Governor for the successful and safe reopening of City beaches.
Services to the Community - Public Safety employees continued services to the community throughout the pandemic with personal protection equipment and safety protocols. Safety modifications to City Hall were made to continue service which included the installation of plexiglass, distancing floor markers, greeters, entrance health screening and implementation of COVID -19 safety protocols for City employees. Community Development modified its operations to ensure that it could continue conducting business with the closure of City Hall during the pandemic.
Virtual Meetings Established – Development of Zoom/virtual meetings to allow City Council, Planning Commission, Design Review, and other Boards and Commissions to continue meeting.
Mask Advisor Program – The Public Works and Police Departments implemented a Mask Advisor Program to encourage use of face coverings while in public. To date, the Mask Advisors contacted 38,091 citizens and distributed 21,292 free face masks. City also participated in OC Mayor’s Mask Public Service Announcement.
Maintained Fiscal Stability – Avoided layoffs, had limited furloughs, and most labor associations postponed raises. Prudent management of City reserves, decisive April budget reductions, and preparation and adoption of a new FY 2020-21 budget in June.
Alternative Arts Programming – Alternative arts programming including Band on the Bus, performance stage at Forest, artist exhibitions at the Promenade on Forest, on-line Beatles singalong, children’s coloring book and workshop, virtual public art dedications and gallery exhibitions.
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ECONOMIC RECOVERY
Laguna Beach Cares – On December 22, the City Council approved $1.4 million of aid from City reserves to help residents, restaurants, retailers, and arts organizations. Training programs are also being established to assist the community with accessing aid from federal, state, county and City resources.
Urgency measures – Ordinance protecting residents and businesses from evictions. Approved deferral of Transient Occupancy Tax.
Economic Recovery and Business Development Plan – Approved a plan early in the pandemic that included the following:
• The Promenade on Forest Avenue – Creation of The Promenade on Forest, an outdoor dining and retail display area on lower Forest Avenue in partnership with the Chamber of Commerce.
• Temporary Use Permit Program (TUP) & Waiver of Fees – The Community Development Department authorized to issue TUPs allowing outdoor dining, parklets and activities. • Think Laguna First, Economic Recovery Webpage and Business Resource Toolkit - Created by working with Chamber of Commerce and Visit Laguna Beach. • Financial Assistance - Grant programs for local businesses were created in partnership with Supervisor Bartlett’s Office. Grants totaling $100,000 were distributed to Laguna Beach residents and businesses in response to the COVID-19 pandemic.
PUBLIC SAFETY
Wildfire Mitigation and Fire Safety Plan Implementation - Installed a helicopter water refilling tank along the Fire Road, implemented an outdoor warning system, and completed a study of evacuation times for neighborhoods.
Fuel Modification Program – Increased goat herd size to largest in 20 years, completed annual fuel modification maintenance by October 1, completed new fuel modification zone along Laguna Canyon Road utilizing grant funds, and secured $1 million in state grant funds for fuel modification in South Laguna.
Historically Low Crime Rate – For the second year in a row, overall crime in Laguna Beach decreased in 2019 (reported in 2020).
Loud Noise and Speed Enforcement – The Police Department issued over 2,236 Loud Noise/Speeding Enforcement Citations in response to community concerns.
Second School Resource Officer Added – The City and LBUSD added a second school resource police officer to the District.
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“Ring” Community Partnership – Police partnership with “Ring” grants potential access to homeowners’ camera footage to assist police investigators and protect homes from criminals, intruders and thieves.
Marine Safety Motorized Beach Wheelchair – A motorized beach wheelchair was purchased by donated funds and is available during operational hours at the lifeguard headquarters.
SALT Program Transformed into Virtual Training – Marine Safety produced a video version of the Surfer Awareness in Lifesaving Training (SALT) to provide education for the community.
Ocean Lifeguard Training Converted to Virtual Format – Marine Safety converted the Seasonal Ocean Lifeguard Academy and Recurrent Training into a virtual format to follow the Center for Disease Control’s guidelines while maintaining regional and national training standards.
COMMUNITY DEVELOPMENT
Short-Term Lodging – The California Coastal Commission certified a Short-Term Lodging Ordinance. The Ordinance prohibits short-term lodging in the residential districts and restricts the number of units allowed in the commercial districts.
Updates to the Downtown Specific Plan – The City Council approved amendments to the portion of the Downtown Specific Plan and the City is awaiting California Coastal Commission certification.
Updates to Historic Preservation Program - The City Council approved amendments to the Historic Preservation Program and the City is awaiting California Coastal Commission certification.
Parking Ordinance Update – The City Council amended the City’s Parking Ordinance to provide additional options for commercial properties to meet the parking requirements. This ordinance was certified by the California Coastal Commission.
FACILITIES AND CAPITAL IMPROVEMENTS
Village Entrance Project – The project to renovate the Village Entrance was completed in May 2020 after more than 30 years of debate. Over the last two decades, the project included relocating numerous maintenance functions and City staff workspaces, and the sale and acquisition of several properties.
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Utility Undergrounding Program – The following utility undergrounding districts were completed or formed:
• Construction of Assessment District 2014-1 (Crestview Drive) was completed, and the poles and wires were removed in May 2020.
• Formed two undergrounding districts to complete undergrounding along the remaining overhead portions of Coast Highway between Cajon Street and Agate Street and along Bluebird Canyon Drive between Cress Street and Saling Way.
Improvement of City Facilities and Local Infrastructure – The City completed design and construction of the following projects to improve City facilities and local infrastructure:
• Repaired and resealed 28 streets in the Woods Cove neighborhood. • Temple Hills Pedestrian Improvement Project - Constructed sidewalk, installed traffic calming measures, and resurfaced the roadway on Temple Hills Drive between Dunning Drive and Rim Rock Canyon Road.
• Coast Highway Intersection Improvement Project - Lengthened turn pockets and created all-way (scramble) crosswalks at various intersections on Coast Highway between Aster Street and Legion Street.
• Rehabilitated the beach access and stairway at Pearl Street. • Constructed major erosion control improvements and new pedestrian bridge over Laguna Canyon Creek at the Animal Shelter.
• Conducted major repairs and capacity enhancements to Laguna Canyon Channel between Beach Street and the Main Beach Park boardwalk outlet.
• Obtained two Hazard Mitigation Grants from FEMA for generator installation projects at two lift stations.
• Completed sewer odor improvements at the Bluebird SOCWA Lift Station.
TRANSIT & PARKING
Laguna Beach Trolley App – The City worked to enhance the Laguna Beach Trolley App to provide more accurate predictive arrival, schedules, better tracking of vehicles, and posted detours and delays.
Smart Parking Program – The City installed nearly 600 additional parking guidance sensors at metered parking spaces and the Laguna Beach Parking App has been downloaded more than 25,000 times.
Citywide Parking Rate Structure – The City Council approved a multi-year, multi-phase parking rate structure and issued a Coastal Development permit for it.
Senior Transportation – The City worked with OCTA to become eligible for Senior Mobility Program funding, which will provide $35,000 in additional funding each year to help support senior transportation through Sally’s Fund.
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Attachment 4
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DEPT PROJECT NAME (Alphabetical by Department) Status
1 All Vaccinate public twice ASAP
2 AS Prepare new one-year budget Completed
3 AS New City Website Complete
4 AS/CM Consideration of IT Director/ Manager Completed 5 CD Downtown Specific Plan - blended parking rate & stnds Completed 6 CD HP Ord. CC adopted 8/11/2020 Completed
7 CD LEAN Six Sigma (Report to CC) Completed
8 CD Parking Ordinance Changes Completed
9 CD Phase II Streamlining Amendments of CD Dept Completed 10 CD Update Re Senior Housing Task Force Recommendations (memo to cc) Completed 11 CD Safety Element Update (Certification Required by End of October 2021) Completed 12 CD Property Maintenance Ordinance Complete
13 CD Accessory Dwelling Unit Ordinance Complete
14 CM Determine summer programs and services Completed
15 CM LB Cares Checks Issued Completed
16 FD City-Wide Fuel Break Expansion Report (WF Mit Report) Completed 17 FD Fire Station 4 Repairs completed
18 FD Fire Station 2 Repairs Completed
19 FD Fire Station 3 Repairs Completed
20 FD Report Regarding Installation of Fire Detection Cameras Complete 21 Mult. Telecommunications Strategy Completed
22 Mult. Neighborhood Improvement Pgm. (Envt., Enhanced Safety & Sanitation Services) Complete 23 PD Outdoor Warning Devices Completed
24 PD Prepare an Evacuation Modeling Study Completed
25 PW Caltrans Culvert Project (2.23.21 CC Update) Completed 26 PW Pearl Street Beach Access Slope Repairs Completed 27 PW Promenade on Forest – Contract for Preliminary Design Services Completed 28 PW South Main Beach Restroom Renovation Completed
29 PW Ramona Alley Decorative Paving - Construction Complete 30 WQ Sewer System Revised Financial Plan and Rate Setting Completed 31 WQ Victoria Beach Neighborhood Odor Control System Completed 32 CD Housing Element Update (4.6.21 PC/CC workshop) Complete 33 AS Emp Dev Program. Virtual Sup/Leadership Train Completed Projects Completed in 2021
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KEY ACCOMPLISHMENTS
CALENDAR YEAR 2021
CITY INITIATIVES
Neighborhood and Environmental Protection Plan – Implemented 22 programs and a series of municipal code amendments to help reduce visitor impacts on neighborhoods adjacent to beaches, trails, and parks.
Single-Use Plastic Ban – Laguna Beach became the first city in Orange County to ban restaurants from distributing single-use plastic. The City also prohibits the use of these items at City beaches, parks, and trails.
Purchase of 31727 Coast Highway – Purchased 31727 Coast Highway in South Laguna for future civic uses.
Promenade on Forest and Outdoor Dining Program Extended Through January 2024 – The City Council also directed staff to return to City Council in 2022 with permanent design concepts for a permanent pedestrian plaza on Lower Forest Avenue. To date, a total of 37 businesses operate under an Outdoor Dining Permit, including 9 parklets.
Hiring of New City Manager – The City Council unanimously selected Shohreh Dupuis as the next City Manager of the City of Laguna Beach. Ms. Dupuis began her duties as City Manager effective June 12, 2021.
PUBLIC SAFETY
Response and Reopening of City Beaches after Oil Spill – Coordinated with the United States Coast Guard, Department of Fish and Wildlife, and City staff for the successful and safe reopening of City beaches after the Huntington Beach Oil Spill Incident.
Safety Enhancements - As Part of the Neighborhood and Environmental Protection Plan, provided year-around tower lifeguard service to Crescent Bay, Shaw’s Cove, Victoria/Lagunita Beach, and Treasure Island Beach. Also added “Mermaids” lifeguard tower at North Victoria Beach to further improve life safety issues for beach visitors and address municipal code violations during the peak summer season.
Wildfire Mitigation and Fire Safety Plan Implementation - Completed the installation and testing of the expanded Outdoor Warning System of 21 loudspeakers placed around the City and finalized the Evacuation Time Estimate Study to better understand the time required for evacuations, impaired access concerns, and further emergency planning and decision making. 27 of 181
Fuel Modification Programs - Completed all required weed abatements and fuel break zones.
Coordinated with Community Development to update the zoning code and provide homeowners administrative Design Review approval for standalone fuel modification projects.
Defensible Space Guideline and Ordinance Approval - Gained City Council approval for a Defensible Space Guideline and Ordinance and created and maintained a program for Civil Code Section 1102.19 (AB38) required inspections.
Mutual Aid & Equipment – Responded to multiple wildland fires throughout the state, took possession of new OES Type 3 Fire Engine and placed a secondary utility vehicle in service for remote rescues.
Successful Police Academies – Citizen’s Academy Class #27 resumed after coming to abrupt halt in March 2020 and all original attendees graduated, and eighteen teens went through the Teen Leadership Academy to learn about fundamental leadership traits, problem solving, diversity and tolerance, adversity, and resiliency.
Mission Hospital Crime Prevention Through Environmental Design Report (CPTED) – Worked with Mission Hospital employees to draft a CPTED report to examine ways to mitigate the ongoing nuisance and criminal activity in or around the facility. Ongoing meetings with Hospital officials continue on a regular basis, with a goal of working together to address community concerns.
Progress reports will be provided to the City Council in early 2022.
Programs Reinstated – Reinstated the Surfer Awareness in Lifesaving Training (SALT) to a live, in-person format, providing enhanced education for our schools and the community and reinstated the Junior Lifeguard Program with the largest participant enrollment numbers in over five years.
WATER QUALITY
Lift Station Improvements – Completed a $1.8 million improvement to an 87-year-old sewer lift station at Victoria Beach to prevent sewer overflow spills and added a new urban water diversion unit. Replaced Bluebird SOCWA sewer lift station’s 37-year-old emergency generator.
Nyes Place Odor Control Improvement Project – Installed a new $450,000 odor control system to successfully eliminate sewer odors on South Coast Hwy near McAulay Place.
Sewer Rehabilitation - Rehabilitated 3.8 miles of gravity sewer pipelines at 106 different locations by trenchless rehabilitation techniques. The project will extend the service life of existing pipes by more than 50 years and help prevent sewer spills.
Sewer System Planning and Management - Conducted a Special City Council workshop for the long-term planning of the sewer system, established $34.2 million in 5-year sewer user charges for capital improvements to the City’s aging wastewater infrastructure and reserve, and certified the City’s 2021 Sewer System Management Plan.
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Sewer Video Inspections - Completed the 5-year CCTV inspection program of the entire gravity sewer system (approximately 86 miles). To date, the data has been used to plan and execute rehabilitation projects of 10.2 miles of pipeline in need of repair. Also started “Forward Lateral” Program for electronic processing of sewer inspection videos for plumbers and property owners.
COMMUNITY DEVELOPMENT
California Coastal Commission Approval of Downtown Specific Plan – The California Coastal Commission unanimously approved a Local Coastal Program Amendment for updates to the City of Laguna Beach Downtown Specific Plan (DSP), to streamline the permitting process and revised the parking requirements for businesses in Downtown Laguna Beach.
Customer Service Enhancements – Modifications made to enhance customer service in 2021:
• Created an online application and payment process for Real Property Reports. The updated report format reduced the turnaround times to an average of two weeks. • Created an online appointment option for virtual or phone meetings with a planner or inperson meetings with a plan checker. • Filled all 38 full-time positions during 2021, including a new Systems Analyst, part-time contract plans examiner and part-time contact code enforcement officer to work weekends. • Developed a planning/zoning plan submittal matrix with sample plans to provide guidance on the application process.
New Permitting and Queuing Systems – Acquired a new permitting system (EnerGov), which allows for online application submittals, electronic plan reviews, and more efficient project tracking for staff and the customer. The Community Development Department also acquired a new front counter queuing system (Q-Flow), allowing customers to get in the que remotely and receive status updates on their place in line.
Cost of Services Study – Completed a comprehensive analysis of the Community Development, Water Quality, Public Works, and the Fire Department fee-based services, including application fees for new construction and development. Revenue and Cost Specialists (RCS) prepared a Cost of Services Study, which provided potential fees increases to achieve up to 100% cost recovery.
Safety Element/Housing Element – The updated Safety Element/Housing Element has been reviewed by the State Housing and Community Development (HCD) and is near completion. It is set to be adopted by the City Council in January 2022 and submitted to State HCD for certification in February.
Wireless Ordinance – The Wireless Ordinance brings the City into compliance with State and federal telecommunication law, while retaining local control to protect the character and aesthetics of neighborhoods.
Streamlining Ordinance – The Streamlining Ordinance is intended to substantially streamline the entitlement process, particularly for residential projects, while still maintaining a high level of 29 of 181
review and opportunity for public involvement. It is pending certification by the California Coastal Commission.
Accessory Dwelling Unit (ADU) Ordinance – The ADU Ordinance brings the City into compliance with State law while maintaining local control, to the extent feasible, over the review process and development standards.
Hotel Laguna & Significant Projects – City staff entitled renovations to the lobby and restaurant at Hotel Laguna. The restaurant is now open and enjoyed by the community. Several significant projects were entitled in 2021, including the Planning Commission’s approval of Rivian’s application to restore and occupy the historic downtown theater. Separately, the City Council approved significant renovations of the Pacific Edge Hotel.
FACILITIES AND CAPITAL IMPROVEMENTS
South Coast Highway Culvert Project – Caltrans rebuilt a channel underneath South Coast Highway which could have caused significant traffic issues for drivers. The City worked with Caltrans to ensure most work was completed in the evenings and a measured approach was taken to complete the project in an expeditious manner. Successfully received over $100,000 reimbursement from Caltrans for intersection control costs.
Utility Undergrounding Program - The following Utility Undergrounding Districts were formed:
● Park Avenue Underground Utility District 2021-2
● West Street Underground Utility Assessment District 2021-1 ● Fairview-La Brea Underground Utility Assessment District 2021-3 Improvement of City Facilities and Local Infrastructure - Completed design and construction of the following projects to improve City facilities and local infrastructure:
● Repaired and resealed 14 lane miles of streets in the Top of the World neighborhood ● Renovated the southerly Main Beach Park restrooms
● Reconstructed a failing retaining wall on Baja Street ● Replaced decorative asphalt pavers on Ramona Alley
● Repaired a portion of failed slope supporting Summit Way ● Replaced the stairway between High Drive and Cliff Drive adjacent to Diver’s Cove ● Improved the electrical system at Riddle Field
● Repaired 15,000 square feet of damaged sidewalks Citywide American Public Works Association Awards - Awarded the APWA Drainage, Water, Wastewater Project of the Year for erosion control improvements and new pedestrian bridge over Laguna Canyon Creek adjacent to the Animal Shelter and awarded the APWA Facilities Project of the Year for renovation of Main Beach Restroom.
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TRANSIT & PARKING
On-Demand Transit Service – Implemented “Laguna Beach Local,” a free on-demand, sharedride transit service in the Top of the World, Bluebird Canyon and Arch Beach Heights neighborhoods.
Contracted Trolley Operations – Successfully transitioned to a new contracted trolley operator, LAZ Parking, providing additional staffing resources and operational flexibility for the City’s transit system.
Summer Trolley Service – Resumed Trolley service in June 2021 after being suspended for more than a year due to COVID-19, resulting in more than 323,000 boardings during the summer and festival season.
Smart Parking Program – Placed new QR codes promoting the Laguna Beach Parking app on all parking meters and pay stations resulting in more than 100,000 mobile parking payments.
ADMINISTRATIVE SERVICES
Financial Achievements – Awarded Certificate of Achievement for Excellence in Financial Reporting for the sixth consecutive year and achieved a balanced budget for Fiscal Years 2021-22 while maintaining a 20% General Fund Reserve.
New Laguna Beach City Website – Successfully launched a new Laguna Beach City Website at www.lagunabeachcity.net with easier to use search features, easy to read mobile responsive version and overall improved usability for the community.
COMMUNICATIONS
“Path to Plastic Free” Marketing Campaign – Marketing campaign promoting awareness of the City’s Plastic Free Initiative as part of the Neighborhood and Environmental Protection Plan was displayed over 780,000 times to target audience from July – October 2021.
City’s Community Newsletter – 60 editions of the City’s Weekly Community Newsletter were published online in 2021 and read a total number of 185,000 times by residents.
New City Podcast – Started new in-house weekly City podcast, “City Chats” on Spotify to discuss City Council action with the Mayor, upcoming events and topics of interest.
Laguna Roots Program – The City started a biennial online urban forestry newsletter, called Laguna Roots, and provides seasonal tips and insight for tree owners and information regarding the City’s tree management program.
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RECREATION
Pickleball Court Conversion – The multi-use pickleball and tennis court project at Lang Park was completed and three permanent pickleball courts were converted on one tennis court at Alta Laguna Park.
Community and Susi Q Center Reopening – Laguna Beach Seniors and the City of Laguna Beach worked together to safely re-open the facility in July 2021.
Recreation Programs – Outdoor recreation programs resumed serving over 4,300 community members at both the community pool and the outdoor recreation facilities. The Recreation Committee scholarship programs served five families who would not have been able to participate in programs otherwise.
Special Events – Outdoor special events returned this fall including a pre-school Halloween event, beach volleyball tournaments, a Veteran’s Day Celebration, World Kindness Day, Hospitality Night, and the Santa Parade.
CULTURAL ARTS
Live Music and Events - Presented Circus Bella at Bluebird Park in September, and live music at the Promenade on Forest from June through December.
Temporary Art Donor Program and Street Performer Ordinance - Established a Temporary Public Art Donor Program and accepted $50,000 in donations and City Council adopted a Street Performer Ordinance.
Temporary Art Installations - Installed temporary public art by Casey Parlette, Jeffrey Skarvan & David Zinn, installed a mural at Main Beach Restrooms by Lynn Basa, a ceramic inlay design at Heisler Park by Scott and Naomi Schoenherr and accepted an artist designed bench from Marlo Bartels donated to the City by friends and family of Al Hathaway.
MISCELLANEOUS
Tree City USA Recognition – The City was recognized as a Tree City USA Community for the third consecutive year by the Arbor Day Foundation.
Public Tree Planting Program – The City has planted 40 trees and improved or repaired 48 tree wells.
Green Business Certification Program – The City recognized 17 businesses that have met the California Green Business Network certification requirements by implementing programs to conserve our natural resources.
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DEPARTMENT PRESENTATIONS
S.O.A.R ANALYSIS
2022 Goal Setting and Strategic Planning Session
March 4, 2022
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S.O.A.R Analysis Overview
• What does the department currently do that can built upon to improve service?
• Ex: What makes our department unique? Strengths
• Are there any opportunities in the community that could be pursued to be more successful? Opportunities • Ex: What trends are happening in the community or the region? • Aspirations are the vision built on the strengths and opportunities Aspirations • Ex: What should our future department look like? • How will a department know when they achieved their aspiration Results • Ex: What does success look like? 2 34 of 181
Organizational Overview
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4 Organizational Strengths
• High level of team cooperation amongst
staff, and amongst departments
• Smart, dedicated, and hardworking
employees
• Full-service City
• Staff handles large volumes of work and
diverse task assignments
• Desire to provide great customer service
to the community
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5 Organizational Opportunities
Trends in the Community & Region
• Visitorship continues to increase
• Agencies are leveraging emerging technology to
improve operational efficiency
• Agencies are exploring ways to reduce their
carbon footprint through green energy practices
Improve Upon Existing Services
• Continue to address the quality-of-life issues
• Explore ways to improve City infrastructure and
maintain community safety
• Implementing new programs can be limited by
available staff resources
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6 Organizational Aspirations
Improve employee satisfaction and skills across the organization Effectively implement technology across the organization to improve efficiency Expand fire safety programs, maintain low crime rates
Hire a consultant or new staff to develop affordable housing options in the City Address individual needs and community impacts attributed to unsheltered individuals Improve the City’s aging infrastructure and explore green initiatives 38 of 181
7 Organizational Results
• Satisfied and skilled workforce
• Safer community
• Increased number of affordable housing
options in the community
• Improved infrastructure and community
experience for residents and visitors
• More environmentally friendly
community
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Administrative Services
Department
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9 Admin Services’ Strengths
• Support operations of all City
departments
• Provides services to residential
and business community
• Institutional knowledge
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10 Admin Services’ Opportunities
Trends in the Community
• Organizational needs require greater
support from Human Resources
• Organizational dependency on
technology continues to increase
Existing Service
• Review internal procedures, policies, and
practices to modernize business practices
• Continue to implement a “Work from
Anywhere Program”
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11 Admin Services’ Aspirations
Create a model that that supports a cooperative effort
between employee and departments to help workers
improve their skills, performance, and productivity
Centralize software systems
Simplify the ability to communicate complicated
financial information to the departments and the
public
Study total compensation, wellness, rewards and
recognition programs and workforce resource
management
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12 Admin Services’ Results
• Fully implemented Work From Anywhere
program
• Enhanced expertise of staff members
• More user-friendly and transparent
financial system
• Technology serves as a force multiplier for
the organization
• Retain employees
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Community Development
Department
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14 Community Development Strengths
• Supportive leadership
• Staff handles large volumes of
work
• Work in a complex process in a
community of high expectations
• Collegial atmosphere and work
well as a team
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15 Community Development Opportunities
Service Challenges
• Large number of submittals required
• Complex local codes and regulations
• Majority of the City located in the
Coastal Zone
Service Challenges Continued
• Extended turnaround time for projects
• Staff turnover attributed to high
volume of assigned work
• Antiquated technology
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16 Community Development Aspirations
To be a model department in terms of customer
service, efficiency, and use of technology
Positive culture with opportunity for career
growth and employee development
Faster and more efficient project review and
turn-around time
Staffing at appropriate level to make workload
more manageable and improve customer service
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17 Community Development Results
• Improved customer satisfaction surveys and community input • Positive feedback from employees and good retention
• Improved project review times
• Improved responsiveness with less overtime needed
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Cultural Arts Department
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19 Cultural Arts Strengths
• Recognize and promote the role
and value of Laguna Beach’s
working artists
• Arts reflect the community identity
with programming that enhances
living and working in Laguna Beach
• Programming is free to patriciate,
accessible and equitable for all
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20 Cultural Arts Opportunities
Increased
programming
experiences
Destination for
international
artists
Opportunities for
younger members
of the community
to participate
Stronger policies
and engagement
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21 Cultural Arts Aspirations
Develop a Public Art Ordinance and
Policy
Communicate opportunities and
experiences in a unique format
Grants for individual artists
Diverse public art projects
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22 Cultural Arts Results
• Expanded availability of art programming
and offerings
• Celebrate art and artists in Laguna Beach
• Established innovation fund to encourage
and see experimentation by artists
• Streamlined regulatory framework to
support cultural activity
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Fire Department
23 55 of 181
24 Fire Department Strengths
• Provide service to community that is designated
85% VHFHSZ with impaired access streets
• Paramedics on all engine companies with a local
ambulance program
• Low employee turnover
• Quick response with adaptable force size as
required
• Mange hazards, emergencies, and medical issues
and provide support
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25 Fire Department Opportunities
Trends in the Community
• Aging population needing further
healthcare
• Community support for expanding fuel
modification programs
Trends in the Region
• Increased use of community paramedicine
• Improved emergency medical dispatching
• Converting ambulance transport service
from private to city operated
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26 Fire Department Aspirations
Conduct a Community Risk Assessment and Standards
of Cover Report
Strategic planning to evaluate the department
operational structure and proper staffing model
Paramedics in FF or Engineer ranks only
Apparatus to be able to go to all accessible areas within the city
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27 Fire Department Results
• Community Risk Assessment and Standards of
Cover Report would help establish future
Department priorities
• More efficient use of emergency resources
• Increased quality assurance and training of
personnel on medical incidents with Nurse
Educator
• Better emergency medical and fire protection
for the community
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Marine Safety Department
28 60 of 181
•Lifeguards operate with a higher level of
autonomy and require greater individual
decision making due to isolated coastline
with limited oversight compared to
other agencies
•The Department provides a wide array of
services
•Ex: Ocean Rescue, Basic Life support
Medical Response, Enforcement,
Recreational programming, and public
education
29 Marine Safety Strengths
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Trends in the Community and the
Region
• Onshore and offshore recreational activity is
increasing
• Increase in Lifeguard agencies collaborating to
develop regional policies and hold joint trainings
Gaps in Existing Service
• The Department has limited ability for offshore
response
• Inconsistent lifeguard services in Laguna Beach
• Meeting standards for employee working
conditions
30 Marine Safety Opportunities
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Implement a dedicated vessel program to
improve offshore response times
Provide lifeguard services for the entire
Laguna Beach Coastline
Align staff scheduling to increase
opportunities for interagency collaboration
Continue to convert lifeguard chairs to enclosed
towers
31 Marine Safety Aspirations
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• Improved response time to
offshore calls for service
• Safer working environment
for employees
• Consistent lifeguard
services throughout town
32 Marine Safety Results
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Police Department
33 65 of 181
• Maintaining low crime statistics
• Strong brand recognition through
social media and outreach
• Full-service department
• Diverse in gender, age, and
ethnicity
34 Police Department Strengths
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35 Police Department Opportunities
Positively impacting neighborhoods
through implementation of the
Neighborhood Enhancement Team
Broadening outreach and
engagement activities
Starting an employee wellness and
leadership program
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36 Police Department Aspirations
Improve quality of life issues
at the neighborhood level
Continue to address street
crimes
Organizational Structure
Review
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37 Police Department Results
Low crime rates
Quality assurance audits
Provide personalized service to the
community
Satisfied employees
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Public Works Department
38 70 of 181
39 Public Works’ Strengths
• Well maintained City assets and facilities
• Provide community services such as
transit and recreational programming
• Provide internal support for other City
departments
• Public facing department that provides
essential services to the residents
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40 Public Works’ Opportunities
Improved Services
• Increase purchasing limits of Directors and City
Manager to allow staff to respond to issues faster,
streamline procurement process, and expedite
deliver of goods and services
• Streamline and automate process for issuing and
paying for permits
Department Effectiveness
• Adopt policies to have more of an
environmentally friendly City fleet and facilities
• Ongoing evaluation of employee responsibilities
and department structure to ensure efficient
operations
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41 Public Works’ Aspirations
Increase contract services to replace hard-to-fill
positions
Expedite projects requiring design review or
other discretionary approvals
Update written procedures for various
permits issued by the department
Increased purchasing limits for procurement
of materials, services, projects
Improve fleet procurement and maintenance
efficiency
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42 Public Works’ Results
• Continue to maintain a reputation of wellmaintained streets, parks, and clean beaches • Reduce project completion time
• Faster permit issuance time
• Streamlined procurement processes
• More environmentally friendly City fleet and
facilities
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Water Quality Department
43 75 of 181
44 Water Quality Strengths
• Strong employee retention
• 174 years of combined
institutional knowledge
• Revenue collection stability
• Good reputation with state and
federal regulatory agencies
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45 Water Quality Opportunities
Partner on regional projects to enhance
water resiliency
Operational improvements to
increase resiliency and reduce sewer
spills
Remain adaptive to the ever-changing
National Pollutant Discharge Elimination
System permit compliance
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46 Water Quality Aspirations
Seek fiscally responsible water reclamation technologies to promote regional water supply resiliency
Consolidate lift stations to focus operational needs
and emergency responses to fewer site
Improve operational self-reliance by increasing the
technical ability of field staff to reduce reliance on
outside consulting and contracting
Continually evaluate and update the City’s programs
and polices that create the pathway for the City to
comply with state and regional regulations
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47 Water Quality Results
• Improved regional infrastructure to optimize
recycled water and direct/indirect portable
reuse opportunities
• Reduced sewer spills and beach closures
• Successful legislative efforts the resolve
unfunded mandates attributed to the
National Pollution Discharge Elimination
System permit
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RESIDENT AND BUSINESS SURVEY RESULTS
2022 Goal Setting and Strategic Planning Session
March 4, 2022
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Sep 21, 2021
City Council authorized
retaining Polco
Oct 19, 2021
City Council reviewed
survey instruments and
directed staff to proceed
Nov ’21 – Jan ‘22
Polco distributed the
Community Surveys
Nov ’21- Jan ‘22
Polco distributed the
Business Survey
Mar 1, 2022
Polco presented survey
results to the City Council
Mar 4, 2022
2022 Goal Setting and
Strategic Planning Session
Survey Timeline
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Resident Surveys
• Survey addressed ten community
facets that contribute to
community livability
• Identical survey distributed in two
phases:
1. Random Sample Group
2. Open Participation
• Goal: Align current and future
initiatives within the identified
categories
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Quality of Life is High in Laguna Beach
Positive
95%
Neutral
4%
Negative
1%
Quality of Life in Laguna Beach 9 in 10 Residents Rated Positive:
• Place to live
• Overall image and reputation
• Their neighborhood as a place to live
8 in 10 Residents Rated Positive:
• Laguna as a place to retire
• Sense of community
• Connection and engagement with
their community
4 Positive
78%
Neutral
14%
Negative
8%
Laguna Beach as a Place to Retire
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Economic Health Remains a Feature of the
Community
5 Positive
75%
Neutral
22%
Negative
3%
Overall Economic Health of
Laguna Beach
73% Positive
21% Neutral
6% Negative
Positive Neutral Negative
Vibrancy of Downtown and
Commercial Areas
69% Positive
22% Neutral
9% Negative
Positive Neutral Negative
Results improved
from 2012 (66%)
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Government Performance Ratings are
Consistent with Ratings Across the Nation
Performance ratings are lower
than other metrics in the survey,
but these results are consistent
Nationwide
6 Positive
45%
Neutral
31%
Negative
24%
Overall Confidence in
Laguna Beach Government
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Community Design is an Area of Opportunity
for the City
• The overall quality of new development in Laguna Beach • 40% positive/36% neutral/25% negative (24% decrease form 2012) • Variety of housing options
• 28% positive/35% neutral/38% negative (13% decrease from 2012) • Land use, planning, and zoning
• 45% positive/33% neutral/23% negative (10% decrease from 2012) 7 86 of 181
Traffic and Parking are Challenging for Residents
Overall Quality of the
Transportation System
58% Positive
33% Neutral
10% Negative
Traffic Flow on Major
Streets
Ease of Public Parking in
the City
Ease of travel by car in
the City
24% Positive
42% Neutral
34% Negative
21% Positive
41% Neutral
37% Negative
29% Positive
45% Neutral
26% Negative
Positive Neutral Negative Positive Neutral Negative Positive Neutral Negative Positive Neutral Negative 87 of 181
Residents Support Converting Lower Forest to a
Permanent Promenade and Year-Round Use of the Irvine
Bowl/ Festival of the Arts Grounds
9 92
83 8
17 Allowing Year-Round Use of the Irvine Bowl/ FOA
Grounds
Converting Lower Forest to a permanent pedestrian
plaza
Support Oppose
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Residents Support the City Taking Over Laguna
Canyon Road and Coast Highways
10 86
78 79
77 85
14 22
21 23
15 Taking over LCR to Underground Utilities
Taking over LCR to Make Transit Improvements
Taking over LCR to Make Pedestrian Improvements
Taking over LCR to Make Bicycle Improvements
Take over Coast Highway for Enhanced Local Control
Support Oppose
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Residents Support Exploring Options to
Increase Parking
11 78
74 22
26 Develop Master Parking Plan
to Provide Additional Parking
Throughout Town
Develop Master Parking Plan
to Build New Parking
Facilities
Support Oppose
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Residents are Generally Supportive of
Additional Community Serving Facilities
12 67
71 58
33 29
42 Replacing Fire Station 4 in
South Laguna Beach
Purchase Additional
Properties for Community
Serving Facilities
An Additional Community
Pool
Support Oppose
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Residents Support Further Streamlining the DR
Process and Adopting Term Limits
9 10
91 90
Adopting Term Limits for All City Commissions,
Committees, and Boards
Further Streamline the Design Review Process for
Rebuilding Homes
Oppose Support
13 92 of 181
Business Survey
Core Indicators of Business Environment:
• Community amenities
• Business climate
• Employment opportunities and workforce
support
• Workforce readiness
• Business growth
• Governance
• Goal: Align current and future initiatives
within the identified categories
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Respondents are Local and Long-term
Businesses
73%
27%
Resident
Non-Resident
3%
14%
12%
71%
< 1 Year
1-5 Years
6-10 Years
> 10 Years
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Businesses Reported Overall a High Quality of
Community
9 in 10 scored positively:
• Quality of Life
• Natural Environment
• Cultural/arts/music activities
• Place to visit
Positive
91%
Neutral
7%
Negative
2%
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Businesses Reported a High Level of Customer
Service and Public Safety Services
95 92
79 78
3 5
15 15
2 3
6 7
Fire
Police
Crime Prevention
Customer Service
Positive Neutral Negative
17 96 of 181
Challenges to Supporting a Full Workforce
Affordable Housing for
the Workforce
6% Positive
21% Neutral
73% Negative
Availability of Jobs that
Pay a Livable Wage
Ease of Parking at the
Workplace
Affordable Childcare
Options
22% Positive
37% Neutral
40% Negative
19% Positive
23% Neutral
58% Negative
24% Positive
34% Neutral
42% Negative
Positive Neutral Negative Positive Neutral Negative Positive Neutral Negative Positive Neutral Negative 97 of 181
Businesses Feel Parking and Traffic Could be
Improved in Commercial Areas
19 27
23 26
24 39
34 46
32 35
44 28
45 Traffic Flow on Major Streets
Public Parking in Commerical Areas
Ease of Car Travel
Ease of Bicycle Travel
Positive Neutral Negative
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Businesses are Supportive of Additional Economic
Development Services
City Government at Retaining
Existing Businesses
28% Positive
37% Neutral
36% Negative
City Government at Attracting
New Businesses Supporting or Creating
21% Positive New Jobs
37% Neutral
42% Negative 20% Positive
38% Neutral
42% Negative
Positive Neutral Negative
Positive Neutral Negative
Positive Neutral Negative
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Businesses Support Outdoor Dining, Converting
Lower Forest to a Permanent Pedestrian Plaza
21 86
79 14
21 Continued Outdoor Dining
Converting Lower Forest to a permanent
pedestrian plaza
Support Oppose
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Businesses Support Streamlined Processes, and Improving Downtown Aesthetic, but are Split on Rent Control
22 89
84 75
54 43
11 16
25 46
57 Enhancing the aethetic and landscaping of Downtown
streets and Coast Highway
New reuglations to streamline conversion of uses
Regulations to ensure private buildings are well
maintained by owners
Implementing commercial rent control
Allowing more franchises in town
Support Oppose
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Businesses Support Exploring Options to
Increase Parking
23 85
78 15
22 Parking master plan for additional parking
throughout town
Parking master plan to build new parking facilities
Support Oppose
102 of 181
24 103 of 181
SUMMARY OF EMPLOYEE TASKFORCE
RECOMMENDATIONS
2022 Goal Setting and Strategic Planning Session
March 4, 2022
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Employee Survey Timeline
(2021)
July
NES-LE survey launched
August
NES survey
launched
November
Results Delivered to
City Staff
December
Task Force
Meetings
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Task Force & Subcommittee
Structure
Employee Task
Force
• 16 members (3 police)
• 2 sessions
• Address items
overlapped in two
surveys • 11 members
• 2 Sessions
• Survey items
not overlapped
in City Survey
Police
Subcommittee
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Kevin Groves, PhD
Employee Task Force
Members
Facilitator
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Employee Task Force
Members
First
Name Last Name Title Dept
1 Jamee Danihels Senior Office Specialist AS
2 Jenna Moore Administrative Analyst AS
3 Lillian Irish
Code Enforcement
Supervisor CD
4 Martina Caron Principal Planner CD
5 Nicole Bovey Permit Technician CD
6 Pat Cary Captain/Paramedic Fire
7 Crissy Teichmann Battalion Chief Fire
8 Tom Padden Fire Captain/Paramedic Fire
9 Kai Bond Marine Safety Captain MS
10 Andrea Tirnauer Recreation Coordinator PW
11 Wayne AChintala Maintenance Supervisor PW
12 Pierre Sawaya Project Manager PW
13 Nestor Ortega Maintenance Worker 2 WQ
14 Linda Ochaita Jail Supervisor PD
15 Brian Griep Police Officer PD
16 Jesse Schmidt Sergeant PD
City-Wide PD Sub-Committee
Name Title
1. Brian Griep Police Officer
2. Linda Ochaita Jail Supervisor
3. Ashley Krotine Police Officer
4. Kyle Milot Police Corporal
5. Jesstin Schmidt Police Sergeant
6. Rosie Santana Community Services
Officer
7. Jamileth CaballeroMontesRecords Specialist
8. Armita Namiranian Community Services
Officer
9. Matthew Gregg Police Officer
10. Mariann Tracy Admin Assistant
11. Zachary Martinez Police Officer
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Employee Task Force Process
Kick-off Session:
December 6, 2021
• Overview of NES
Engagement
Survey & Strategic
Planning Process
Session 1:
December 9, 2021
• Introductions & Reflections
• City of Laguna Beach
Culture & Shared Values
• Developing a Shared
Understanding of
Engagement Survey
Results: Drivers, Barriers,
Surprises, & Key Insights
Session 2:
December 14, 2021
Employee Task Force
• Establishing Priorities
for Action Planning
• Goals Grid: Preserve,
Achieve, Avoid, &
Eliminate
• Prioritizing Employee
Engagement
Initiatives: Strategic
Goals &
Tactics/Activities
Session 3:
December 20, 2021
Police Subcommittee
• Establishing Priorities for
Action Planning
• Goals Grid: Preserve,
Achieve, Avoid, &
Eliminate
• Prioritizing Employee
Engagement Initiatives:
Strategic Goals &
Tactics/Activities
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Engagement Factors
Employee
Engagement*
An organization of
engaged employees
is one where
employees feel
motivated to do their
best possible work
and where they hope
to continue working
in years to come.
NES
1. Quality of
Governance
2. Custom Questions
*National Employee Survey (NES).
NES – Law
Enforcement
1. Quality of Law
Enforcement
2. Quality of
Leadership
3. Community Safety
Priorities
4. Custom Questions
In Both Surveys
1. Essentials
2. Organizational
Climate
3. Employee
Development
4. Equity &
Inclusion
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Key Questions & Issues
• What are the most
important
Employee
Engagement
initiatives that
should be considered
for implementation by
the City?
• What are the
divergent points of
view across the Task
Force members and/or
departments/business
units?
• In which critical ways
(strategically or via
culture/shared values)
might City leadership
and/or staff support
these initiatives?
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Task Force Recommendations:
Employee Engagement
Strategic Initiatives
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Taskforce Recommendations
Summary
Time: 11:30am—12:30pm
City-Wide
(all departments):
New Staffing Models to
Address Staffing
Inadequacies &
Workload Imbalances
City Infrastructure &
Workspace
Employee Training &
Development
Technology
Enhancements
Competitive Pay &
Benefits
Performance
Management System
Career Management &
Pathing
Culture of
Transparency,
Feedback, & Innovation
Police
Department
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#1: New Staffing Models to Address
Staffing Inadequacies & Workload
Imbalances
Key Area: Staffing Models, Staffing Inadequacies, & Workload Imbalances Strategic Goal: Create a work environment in which employees can be productive while still achieving a work/life balance.
Tactics & Activities:
Assess Staffing Levels Identify Cross-Training
Compare staffing
levels, workloads to
other cities
Address workload,
work-life balance
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#2: City Infrastructure &
Workspace
Key Area: City Infrastructure & Employee Workspaces
Strategic Goal: Identify opportunities for expansion of existing employee workspaces to accommodate growth.
Tactics & Activities:
Assess & Expand Workspace Needs
Accommodate growth of service
expectations and business needs
Streamline funding approval for physical
infrastructure
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#3: Employee Training &
Development
Key Area: Valuing Employees & Workforce Training/Development Strategic Goal: Establish a work environment that values employees, fosters employee development, and invests in employee hiring, training, and innovation.
Tactics & Activities:
Allow Time &
Resources for Training
& Development
Mentoring Program
Foster a culture of
openness and
creativity
Improve Onboarding,
Inboarding, Offboarding
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#4: Technology Enhancements
Key Area: Technology & Tools
Strategic Goal: Provide employees with user-friendly tools to achieve job objectives and enhance the efficiency and effectiveness of training and development activities.
Tactics & Activities:
Assess Hardware and
Software Needs
Commit to continual
technology
enhancements
Identify Technologydriven processes
Increase IT staffing to
support departments
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Police Subcommittee Recommendations:
Employee Engagement Strategic Initiatives
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#5: Competitive Pay & Benefits
Key Area: Compensation & Benefits
Strategic Goal: Improve pay and benefit packages for all employee classifications (professional/non-sworn, officers/sworn, & other classifications) across the city to be more competitive with City governments in Orange County.
Tactics & Activities:
Incentivize Lifetime
Fitness & Wellness Identify Cross-Training
Increase Retirement
Health Savings
Expand Education and
Professional
Development funding
and opportunities
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#6: Performance Management
System
Key Area: Performance Management Tools, Practices, & Processes Strategic Goal: Establish a performance feedback culture with 360-degree performance evaluations, feedback tools and resources, and enhanced staff perceptions of EPP equity.
Tactics & Activities:
360 Evaluations
Improve overall
performance
management system
Re-Evaluation
distribution of EPP Pay
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#7: Career Management &
Pathing
Key Area: Career Management Tools & Resources
Strategic Goal: Provide staff with the resources and tools to empower them to reach their fullest career potential.
Tactics & Activities:
Improve Onboarding Establish taskforce to
develop ideas
Establish Career Paths Provide mentoring
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#8: Culture of Transparency,
Feedback, & Innovation
Key Area: Transparency, Open Communication, Feedback, & Innovation Strategic Goal: Establish open lines of communication for staff input on decision-making and cultivate a culture of innovation by engaging staff in open forums to propose new ideas and provide feedback and suggestions when implementing new proposals (plans, policies, decisions, new equipment, etc.).
Tactics & Activities:
Employee Advisory
Board
Opportunity to provide
feedback
Provide processes,
tools, forums that
encourage open
communication
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Recommendations Summary
Time: 11:30am—12:30pm
City-Wide
(all departments):
New Staffing
Models to
Address Staffing
Inadequacies &
Workload
Imbalances
City Infrastructure &
Workspace
Employee Training
& Development
Technology
Enhancements
Competitive Pay &
Benefits
Performance
Management
System
Career
Management &
Pathing
Culture of
Transparency,
Feedback, &
Innovation
Police
Department
Executive Team
Recommendations
Study Job
Classifications,
Compensation &
Staffing Levels
Training, Career
Development &
Performance
Management
Enhance and
Invest in
Technology Needs
Foster a culture of
inclusion,
transparency &
communication
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Next Steps
Continue to
utilize Taskforce
for
implementation
Return for City
Council
approval
City staff
analyze and
determine cost
and resources
City Council to
consider Task
Force and
Executive Team
recs and
determine
priorities
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EMPLOYEE TASKFORCE REPORT AND
RECOMMENDATIONS
2022 Goal Setting and Strategic Planning Session
March 4, 2022
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City of Laguna Beach
Employee Engagement Survey:
Employee Task Force Recommendations*
Kevin S. Groves, Ph.D.
Groves Consulting Group, LLC
Professor of Management, Pepperdine Graziadio Business School [email protected] | (310) 568-5729
*The recommendations included in this report reflect the comprehensive and thoughtful work of the Task Force (December 9th & 14th, 2021) and Police Subcommittee (December 9th & 20th, 2021) regarding the employee engagement priorities for the City of Laguna Beach. The recommendations are presented as eight (8) Strategic Initiatives that reflect the NES survey results and their collective employee experiences. Each Strategic Initiative includes strategic goals and tactics/activities for enhancing employee engagement across the City of Laguna Beach. 126 of 181
Employee Task Force Process &
Agenda Overview
Time: 11:30am—12:30pm
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Task Force & Subcommittee Structure
Employee Task
Force • 20 members (4 police)
• 2 sessions
• Address items
overlapped in two
surveys
• 12 members
[4 police from EE
Taskforce + 8
additional]
• Survey items not
overlapped in City
Survey
• 2 Sessions
Police
Subcommittee
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Employee Task Force Process
Kick-off Session:
December 6, 2021
• Overview of NES
Engagement Survey &
Strategic Planning
Process
Session 1:
December 9, 2021
• Introductions & Reflections
• City of Laguna Beach Culture &
Shared Values
• Developing a Shared
Understanding of Engagement
Survey Results: Drivers,
Barriers, Surprises, & Key
Insights
Session 2:
December 14, 2021
Employee Task Force
• Establishing Priorities for Action
Planning
• Goals Grid: Preserve, Achieve, Avoid,
& Eliminate
• Prioritizing Employee Engagement
Initiatives: Strategic Goals &
Tactics/Activities
Session 3:
December 20, 2021
Police Subcommittee
• Establishing Priorities for Action
Planning
• Goals Grid: Preserve, Achieve,
Avoid, & Eliminate
• Prioritizing Employee Engagement
Initiatives: Strategic Goals &
Tactics/Activities
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Task Force Recommendations:
Employee Engagement Strategic Initiatives
Time: 11:30am—12:30pm
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#1: New Staffing Models to Address Staffing
Inadequacies & Workload Imbalances
Key Area: Staffing Models, Staffing Inadequacies, & Workload Imbalances Strategic Goal: Create a work environment in which employees can be productive while still achieving a work/life balance.
Tactics & Activities:
Assess the need for additional employees, elevated staffing levels, and new staffing models across all City Departments based on current workload and service expectations.
Compare staffing levels, workloads, and job descriptions to city workforces that are similar to the City of Laguna Beach. Continue identifying opportunities for providing flexible work schedules to help with workload balance and support employee work/life balance such as telecommuting, virtual work arrangements, and other alternative work methods. Conduct assessment of positions across the City to identify opportunities for job redesign that will enhance work/life balance, lessen workload challenge, and create opportunities for employee development activities. Assess opportunities for cross-training employees in each department to enhance workload balance. Utilize strategic planning tools such as SWOT and SOAR to identify areas where departments would like to improve but are currently hindered by staffing inadequacies or workload imbalances. 131 of 181
#2: City Infrastructure
Key Area: City Infrastructure & Employee Workspaces
Strategic Goal: Identify opportunities for expansion of existing employee workspaces to accommodate growth.
Tactics & Activities:
Utilize a committee of employee stakeholders to conduct a needs assessment of work space needs. Design a process for identifying the departments and business units with the greatest needs for upgrades to physical work spaces.
Identify opportunities for expansion of existing workplaces to accommodate growth of service expectations or business needs.
Identify a plan of action for purchase, renovation, or other actions to enhance employee work spaces. Improve and streamline the process for funding approvals for physical infrastructure (work spaces, offices, facilities, etc.).
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#3: Employee Training & Development
Key Area: Valuing Employees & Workforce Training/Development Strategic Goal: Establish a work environment that values employees, fosters employee development, and invests in employee hiring, training, and innovation.
Tactics & Activities:
Create a work culture that values openness and creativity from employees, including input, feedback, and challenges the institutional norm of "the way we've always done things“ as a city.
Provide sufficient time and resources for employees to pursue leadership training and related development opportunities for career advancement across city departments.
Establish a culture of talent development that provides leaders and people managers the sufficient time and resources to assist with coaching, training, mentoring, and other staff development activities. Develop a process for employees to initiate, identify, and implement new service or process innovation ideas, including an employee survey that solicits the input and perspectives of staff across the city. Create a city-wide and department-level mentoring program that supports employees’ development and career advancement needs. Identify opportunities to enhance and expand existing onboarding, inboarding, and offboarding programs (processes, activities, tools, etc.) to generate positive employee feedback, increase employee retention, and improve service outcomes and organizational effectiveness. Redesign onboarding processes to focus on comprehensive review of job duties and provision of requisite tools and resources for executing the job duties.
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#4: Technology Enhancements
Key Area: Technology & Tools
Strategic Goal: Provide employees with user-friendly tools to achieve job objectives and enhance the efficiency and effectiveness of training and development activities.
Tactics & Activities:
Assess the technology needs or requirements across city departments; research and identify both software and hardware needs by conducting a comprehensive needs assessment that focuses on the interface with the public. Identify and provide the requisite tools (e.g., computers, phones, software, equipment, etc.) to achieve job duties efficiently and effectively; assess opportunities for greater technology-driven processes in order to execute tasks more precisely and efficiently.
Establish training program(s) to establish the most efficient processes (service activities or internal processes) across all departments; create training modules to equip all employees on how to use new software/hardware products. Allocate adequate people resources (e.g., technology specialist) to each department that meets the need to support, address, and resolve technology issues.
Identify and implement streamlined cross-department processes; invest in continual updates with technological changes as needed for service outcomes and internal collaboration. Promote current and future City interfaces to utilize advanced technologies to benefit the community and service outcomes. 134 of 181
Police Subcommittee Recommendations:
Employee Engagement Strategic Initiatives
Time: 11:30am—12:30pm
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#5: Competitive Pay & Benefits
Key Area: Compensation & Benefits
Strategic Goal: Improve pay and benefit packages for all employee classifications (professional/non-sworn, officers/sworn, & other classifications) across the city to be more competitive with City governments in Orange County.
Tactics & Activities:
Health & Fitness: Develop an optional fitness test to incentivize lifetime fitness and wellness; establish a tiered compensation benefit that is based upon on participants’ test results; build an employee fitness center or provide reimbursement for offsite locations.
Wellness: Develop a wellness program that focuses on the social and emotional health of all employees; refer to peer support recommendations for further details.
Retirement Health Savings (RHS): Increase city paid retirement health savings to offset the cost of health care in retirement; contributions to this fund will be based on years of service to Laguna Beach. Longevity Compensation: Attract and retain Police Department employees by introducing longevity based compensation related to RHS, overall compensation, and prior years of service related to benefit time. Education & Professional Development: Expand the current education development ($1000) fund to include professional development opportunities for both professional (non-sworn) and officers (sworn) that support job-specific needs and growth within the organization; examine a range of options such as technology purchases, gym memberships, reimbursement for purchase of business or work related attire, purchase of firearm (once every five years). 136 of 181
#6: Performance Management System
Key Area: Performance Management Tools, Practices, & Processes Strategic Goal: Establish a performance feedback culture with 360-degree performance evaluations, feedback tools and resources, and enhanced staff perceptions of EPP equity.
Tactics & Activities:
360 Evaluations: Develop tools and processes for employees to engage at 10 coworkers to complete a 360 evaluation to improve overall job performance, leadership effectiveness, and team performance. EPP: Develop a process which allows all employees to earn a percentage of EPP based upon the "exceeds standards" and "meets standards" criteria of job performance evaluations. Task Force: Form a task force to assess the percentages of EPP that should be given to employees who are rated as "exceeds standards" and "meets standards“ on job performance evaluations. Guidelines & Training: Create a set of guidelines, tools, and training programs for all 360 evaluation participants on how to conduct, respond, and navigate multi-source evaluations that will deliver high quality feedback. 137 of 181
#7: Career Management & Pathing
Key Area: Career Management Tools & Resources
Strategic Goal: Provide staff with the resources and tools to empower them to reach their fullest career potential.
Tactics & Activities:
Create an onboarding process and assessment to evaluate employees’ strengths and career interests to determine their skills, and how their capabilities can best be applied to the department and/or other business units across the City.
Establish clear career paths and a career development roadmap for both sworn and non-sworn employees to support their career development goals.
Create a task force to develop the requisite tools, resources, and practices for supporting employees throughout their career path.
Identify the learning and development experiences that will support the career path/roadmaps for employees across the City, including education (degree/certificate programs), job shadowing, mentoring, and other training/development opportunities.
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#8: Culture of Transparency, Feedback, & Innovation
Key Area: Transparency, Open Communication, Feedback, & Innovation Strategic Goal: Establish open lines of communication for staff input on decision-making and cultivate a culture of innovation by engaging staff in open forums to propose new ideas and provide feedback and suggestions when implementing new proposals (plans, policies, decisions, new equipment, etc.).
Tactics & Activities:
Develop and establish an employee advisory board (staff level) which will work ‘hand in hand’ with City and PD Leadership (across all levels) to propose, develop, and assess business activities (projects, teamwork, programs, proposals, new processes/practices) in order to maintain an open line of communication amongst all staff, and to encourage and provide open feedback from city and PD staff members to City and PD Leadership.
Establish open lines of communication (processes, forums, tools) for staff have input on decision-making, and identify opportunities for staff to conduct open forums to provide feedback and suggestions to leadership teams when implementing new plans (new practices, processes, equipment, etc.)
Provide a safe location or process for staff members to provide anonymous suggestions and feedback to City and PD Leadership. Establish and promote town hall meetings as open forums for employees to provide feedback and open communication across all levels to reduce gossip and misinterpretations.
Develop a process or program (outline of procedures, steps, practices) for proposing and implementing organizational changes, including new rules, expectations, and programs, and engage employee feedback and recommendations throughout the change process. 139 of 181
Appendix
Time: 11:30am—12:30pm
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Kickoff Ses s ion Agenda (Dec. 6, 2021):
Introductions & Process Overview
1. Welcome & Introductions
2. Overview of NES Engagement Survey & Strategic Planning Process
3. Task Force Sessions Overview
✔Session 1: Developing a Shared Understanding of Survey Results (Dec. 9) ✔Session 2: Establishing Priorities for Action Planning (Dec. 14)
4. Preparation for Session 1
5. Questions
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Ses s ion 1 Agenda (Dec. 9, 2021):
Developing a Shared Understanding of NES Survey Results
1. Welcome and Session Kickoff
✔Overview of engagement survey process & task force objectives ✔Agenda & Groundrules
2. Task Force/Subcommittee: Introductions & Reflections
3. City of Laguna Beach: Culture & Shared Values
4. Employee Engagement Survey Findings
✔Engagement Factors: Quality of Governance, Essentials, Organizational Climate, Employee Development, & Equity & Inclusion
✔Drivers, Barriers, Surprises, and Key Insights
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Session 2 Agenda (Dec. 14, 2021): Task Force
Session 3 Agenda (Dec. 20, 2021): Police Subcomittee
Establishing Strategic Priorities for Action Planning
Objectives
1. Review process for sharing Task Force recommendations for the City’s Strategic Planning process.
2. Identify specific initiatives, activities, and efforts that City should preserve, stop, avoid, and pursue/aspire (Goals Grid)
Key Questions & Issues
▪ What are the top strategic priorities for enhancing employee engagement across the City? ▪ What are the short-, mid-, and long-term priorities for Employee Engagement initiatives? ▪ What are the divergent and convergent points of view across the task force and/or departments or business units?
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National Employee Survey (NES) &
National Employee Survey—Law Enforcement (NES-LE)
Time: 11:30am—12:30pm
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NES Methodology
Background
✔ 113 respondents (56% response rate)
✔ Percent positive represents both “excellent, good, and fair” responses (four-point scales)
“Strongly agree” to “Strongly disagree”
“Excellent” to Poor”
✔ Conducted in August/September 2021
✔ Benchmarks from 25,000 local government employees (National Research Center)
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NES-LE Methodology
Background
✔ 61 respondents (71% response rate)
✔ Percent positive represents both “excellent, good, and fair” responses (four-point scales)
“Strongly agree” to “Strongly disagree”
“Excellent” to Poor”
✔ Conducted in July 2021
✔ National Employee Survey-Law Enforcement (National Research Center)
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NES Engagement Survey: Key Terms*
Employee Engagement
An organization of engaged
employees is one where
employees feel motivated to do
their best possible work and
where they hope to continue
working in years to come.
Engagement Factors
1. Quality of Governance
2. Essentials
3. Organizational Climate
4. Employee Development
5. Equity & Inclusion
6. Custom Questions
*National Employee Survey (NES).
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NES-LE Engagement Survey: Key Terms*
Employee Engagement
An organization of engaged
employees is one where
employees feel motivated to do
their best possible work and
where they hope to continue
working in years to come.
Engagement Factors
1. Quality of Law Enforcement
2. Quality of Leadership
3. Essentials
4. Organizational Climate
5. Employee Development
6. Equity & Inclusion
7. Community Safety Priorities
8. Custom Questions
*National Employee Survey-Law Enforcement (NES-LE).
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NES Engagement Survey: Key Terms
1. Quality of Governance
✔ Employees want to be part of a team that does high quality work that is well received by their community and wellsupported by the organization.
2. Essentials
✔ Foundational to employee engagement is having a safe work environment, the resources needed to do quality work, and receiving compensation commensurate with the work accomplished.
3. Organizational Climate
✔ A set of policies, strategies, and behaviors that shape the everyday experience of employees in the workplace. From providing clear communications to encouraging innovations, these practices directly affect staff morale and engagement.
4. Employee Development
✔ The development of human capital requires investment in performance evaluation and professional development, as well as supporting employees as they seek to meet new challenges and career opportunities.
5. Equity & Inclusion
✔ Inclusion and equity are a priority for local government organizations. Strategically building a more diverse workforce fosters relevance, innovation, and organizational effectiveness. 149 of 181
NES-LE Engagement Survey: Key Terms
1. Quality of Law Enforcement
✔ Employees wants to be part of a team that does high-quality work that is well received by their community and well-supported by the organization. Police Department staff provide meaningful assessments of the quality of law enforcement in Laguna Beach.
2. Quality of Leadership
✔ Leadership plays a crucial role in staff morale, departmental culture, and organizational effectiveness (senior staff, supervisor, senior city management, and elected officials).
3. Community Safety Priorities
✔ Understanding the public safety priorities of law enforcement assists in departmental planning and resource allocation.
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NES Engagement Factors Grid & Analysis Questions*
Engagement
Factors
Quality of
Governance Essentials Organizational
Climate
Employee
Development
Equity &
Inclusion
What are the key
engagement drivers?
What are the key
engagement barriers?
What are the
unexpected findings?
What are your top
insights for enhancing
engagement?
*National Employee Survey (NES).
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NES Engagement Factors Grid & Analysis Questions*
*National Employee Survey (NES); **Highest percentage of “poor” responses.
Strategic Insight & Learning Organization Practices
1. Communicating information that helps employees
understand the problems and issues facing the City.
2. Speed of response to important issues or change.
3. Collaboration between departments (e.g., transportation, planning, etc.).
4. Openness to new ideas and initiatives.
5. Valuing creativity.
Opportunities for Enhancing Employee Engagement**
Which employee engagement factors or drivers represent the greater opportunities for the city? The following factors or drivers represent the greatest development opportunities.
Procedural Justice/Equality
6. Applying policies and procedures equally to all Employees.
7. Clarity of staff roles and responsibilities.
Performance Management & Distributive
Justice/Equality
8. Connection between compensation and performance.
9. Managing low-performing employees.
10. Showing employee appreciation.
Learning/Development & Advancement
Opportunities
11. Availability of opportunities for employees to develop knowledge and skills.
12. Opportunities to develop a career path.
Management/Leadership Development
13. Coaching or mentoring employees.
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NES-LE Engagement Factors Grid & Analysis Questions*
Engagement
Factors Quality of Law
Enforcement
Quality of
Leadership
Community
Safety Priorities
Custom
Questions
What are the key
engagement drivers?
What are the key
engagement barriers?
What are the unexpected
findings?
What are your top
insights for enhancing
engagement?
*National Employee Survey—Law Enforcement (NES-LE).
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NES-LE Engagement Factors Grid & Analysis Questions*
*National Employee Survey (NES-LE); **Highest percentage of “poor” responses.
Support from City Leaders
1. City leadership supports the employees of the police department.
Opportunities for Enhancing Engagement**
Which employee engagement factors or drivers represent the greater opportunities for the city? The following factors or drivers represent the greatest overall development opportunities.
Job-relevant Resources, Tools, & Technology
2. Availability of necessary materials, resources and
equipment to do the job effectively.
3. Access to technology that helps employees do their job effectively.
Collaborative/Inclusive Work Environment
6. Communication between teams working on different shifts.
7. Openness to new ideas and initiatives.
8. Encouraging different or dissenting opinions.
9. Promoting a sense of unity in the department.
Performance Management Practices
10. Connection between compensation and performance.
11. Showing employee appreciation.
12. Promoting the most qualified candidates.
13. Managing low-performing employees.
Learning, Development, & Advancement Opportunities
15. Providing the training necessary for police officers to feel prepared in the field.
16. Availability of opportunities for employees to develop knowledge and skills.
17. Opportunities to develop a career path.
Fair/Competitive Pay & Benefits
4. Compensation (salary, benefits and
incentives/bonuses) compared with similar opportunities.
5. Benefits overall (vacation, sick leave, health care, retirement plan, etc.).
Management/Leadership Development
14. Coaching or mentoring employees.
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NES-LE Engagement Factors Grid & Analysis Questions*
*National Employee Survey (NES-LE); **Highest percentage of “poor” responses.
Opportunities for Enhancing Engagement**
Which employee engagement factors or drivers represent the greater opportunities for the city? The following factors or drivers represent the greatest development opportunities for the Command Staff questions:
Collaborative/Inclusive Work Environment
1. Welcoming employee involvement in decision-making.
2. Encouraging an environment where employees feel comfortable to raise issues and concerns that are important to them.
3. Encouraging employees to come up with innovative solutions to problems.
Fair/Equitable Treatment of Staff/Supervisors
7. Treating all employees fairly.
8. Applying discipline fairly and consistently.
9. Holding Supervisors accountable.
Management/Leadership Development
4. Providing specific, constructive feedback that helps improve employee performance.
5. Coaching or mentoring employees.
6. Managing low-performing employees.
Top Topics for Training
• Leadership (72%)
• Supervisory/management training (59%)
• Investigative Skills (52%)
• Current law changes and effects (48%)
• Tactical operations (48%)
Community Safety Priorities
⮚ Increasing training for police officers (e.g., de-escalation techniques, crisis management, mental health) (95%)
⮚ Traffic enforcement (93%)
⮚ Increasing connections with the community (i.e.,
community forums, events, etc.) (91%)
⮚ Increase level of collaboration with area businesses (91%) ⮚ Increasing the use of technology (e.g., drones, electric weapons that are less lethal, etc.) (89%)
⮚ Hire more mental health support to assist police officers (89%)
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Prioritizing Strategic Initiatives:
Employee Engagement
Time: 11:30am—12:30pm
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Strategic Initiatives: Employee Engagement
Time: 2:30pm—3:30pm
Prioritizing Strategic Goals
Process: Discuss and rank the Employee Engagement Strategic Initiatives and activities captured from the Goals Grid exercise.
Guidelines
1. Review the strategic initiatives listed on the flipcharts. If any strategic initiatives or activities are missing, please add them to the list.
2. Place a green sticker (up to 8) of the most important initiatives that the City should undertake over the next 3 years.
3. After everyone has review the initial list of initiatives, place a red stick (up to 5) of the most important initiatives that the City should undertake over the next 3 years. 33 157 of 181
Strategic Initiatives: Employee Engagement
Time: 2:30pm—3:30pm
Key Questions & Issues
1. Which Employee Engagement Strategic Initiatives should the City undertake as part of the City’s strategic plan?
2. Are there divergent points of view across the Task Force members and/or business units?
3. How can the City’s culture and shared values help arrive at priorities that are important across departments and stakeholders? 34 158 of 181
Goals Grid Exercise
Key Questions & Issues
1. What are the most important Employee Engagement initiatives that should be considered for implementation by the City?
2. What are the divergent points of view across the Task Force members and/or departments/business units?
3. In which critical ways (strategically or via culture/shared values) might City leadership and/or staff support these initiatives?
35 159 of 181
Goals Grid
Achieve Preserve
Avoid Eliminate
No Yes
No
Yes
Do you have it?
Do you want it?
**Identify specific Employee Engagement initiatives, activities, or efforts that the City should preserve, stop, avoid, and pursue/aspire**. 160 of 181
Strategic Initiatives:
Work Group Formation
Process
1. Form work groups for each Employee Engagement Strategic Initiative. ✔ Organic teaming process
✔ Cross-departmental/cross-level
2. Develop your Strategic Goals & Tactics/Activities.
✔ Use the suggested language for Strategic Goals and Tactics on the next slide ✔ Resources, staffing, and final Work Group membership will evolve over coming years ✔ City’s Strategic Planning process will capture multiple initiatives across other stakeholder groups (Residents & Businesses)
✔ If time, Work Group may begin considering the stakeholders who should be engaged in the tactics/activities of the initiative
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Writing Strategic Goals & Tactics
Writing Strategic Goals
✔What….do you want to do?
Goals may s tart with words s uch as :
Increase
Encourage
Improve
Build
Expand
Introduce
Advance
Writing Tactics
✔How…..will you do it?
Tactics may s tart with words s uch as :
Form Study
Develop Resolve
Establish Revise
Produce Promote
Define Coordinate
Request Design
Determine Create
Study Initiate
Resolve Identify
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Contact Information
Kevin S. Groves , Ph.D.
Groves Cons ulting Group, LLC | www.groves cons ultinggroup.com Profes s or of Management, Pepperdine Graziadio Bus ines s School kevin@groves cons ultinggroup.com | (310) 568-5729
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FIVE YEAR FINANCIAL OUTLOOK
2022 Goal Setting and Strategic Planning Session
March 4, 2022
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TOPICS
• Financial Strategies
• Assumptions
• Revenues Scenarios
• Forecast
• Mid-Year Wish List, Pending and Unfunded Projects
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Financial Strategies
Fiscal Policies
• 20% General Fund Reserve
• 10% Disaster Fund Reserve
Budget review every six months
Ten Year Capital Improvement Program
Ten Year Wastewater Financial and Capital Improvement Program • Approved 6% rate increase for five years
Five Year Financial Forecast
FIVE YEAR FINANCIAL FORECAST
166 of 181
Assumptions – General Fund
Two Forecasts:
• Optimistic – Things go well with normal conditions and opportunities • Recession – Recession occurs in 2023
Under both Forecasts
• Impacts from the pandemic linger into FY 2022-23
• Impact of rising inflation in FY 2022-23
• CalPERS payments projected to decrease ≈ $500,000 annually starting in FY 2023-24 • Salaries assumption is an increase 2.5% annually unless different in labor agreement
FIVE YEAR FINANCIAL FORECAST
167 of 181
Optimistic
YEAR
FY
22-23
FY
23-24
FY
24-25
FY
25-36
FY
26-27
Prop Tax 6% 5% 4% 4% 4%
Sales Tax 10% 4% 3% 3% 3%
TOT 12% 6% 6% 6% 6%
CD Fees 94% 1% 1% 1% 1%
General Fund – Revenue (in millions)
Revenue Assumptions - General Fund
$73.2
$79.9 $83.0
$85.9
$89.0
$92.2
$79.9
$79.1 $78.8
$81.8
$85.0
$60.0
$65.0
$70.0
$75.0
$80.0
$85.0
$90.0
$95.0
21-22 22-23 23-24 24-25 25-26 26-27
Fiscal Year
Optimistic Recession
Recession
YEAR
FY
22-23
FY
23-24
FY
24-25
FY
25-36
FY
26-27
Prop Tax 6% 3% 2% 2% 2%
Sales Tax 10% -10% -5% 10% 10%
TOT 12% -10% -5% 10% 10%
CD Fees 94% -5% -10% 10% 10%
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PROPERTY TAX
Optimistic vs. Recession (in millions)
General Fund Property Taxes
$40.0
$42.0
$44.0
$46.0
$48.0
$50.0
$52.0
$54.0
$56.0
21-22 22-23 23-24 24-25 25-26 26-27
Fiscal Year
Optimitic Recession
Year
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
Prop Tax % 6% 5% 4% 4% 4%
Prop Tax $ $45.7 $48.6 $50.0 $52.0 $54.1
Year
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
Prop Tax % 6% 3% 2% 2% 2%
Prop Tax $ $45.7 $47.1 $48.1 $49.1 $50.0
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General Fund Forecast – Sales/TOT/Comm Dev
22-23 23-24 24-25 25-26 26-27
Sales Tax % 10% 4% 3% 3% 3%
Sales Tax $ $6.1 $6.4 $6.6 $6.8 $7.0
TOT % 12% 6% 6% 6% 6%
TOT $ $8.3 $8.7 $9.3 $9.8 $10.4
Comm Develop % 94% 1% 1% 1% 1%
Comm Develop $ $5.9 $6.0 $6.0 $6.1 $6.2
$16
$18
$20
$22
$24
22-23 23-24 24-25 25-26 26-27
Fiscal Year
Optimistic Recession
22-23 23-24 24-25 25-26 26-27
Sales Tax % 10% -10% -5% 10% 10%
Sales Tax $ $6.1 $5.5 $5.3 $5.7 $6.4
TOT % 12% -10% -5% 10% 10%
TOT $ $8.3 $7.4 $7.0 $7.8 $8.5
Comm Develop % 94% -5% -10% 10% 10%
Comm Develop $ $5.9 $5.6 $5.1 $5.6 $6.1
Optimistic (in millions)
Recession (in millions)
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GENERAL FUND REVENUES FORECAST BY SOURCE
171 of 181
General Fund Expenditures by Department
0.0%
10.0%
20.0%
30.0%
General
Government
Administrative
Services
Police Fire Marine Safety Public Works Water Quality Community Development
Cultural Arts
Assumptions:
• 2.5% salary growth and follows labor agreement in place • 5% inflation, 3% increase Special Programs
• 10% increase for Medical Insurance, Workers’ Comp and General Liability
• Recession Forecast does not include reductions to balance the budget in those year expenditures exceed revenues.
However, reductions will be recommended to balance the
budget.
Department 22-23 23-24 24-25 25-26 26-27
General Government $ 2.81 $ 2.88 $ 2.96 $ 3.06 $ 3.15
Administrative Services 6.96 7.14 7.34 7.58 7.82
Police Department 21.21 21.74 22.34 23.09 23.81
Fire Department 17.36 17.80 18.28 18.90 19.49
Marine Safety 3.85 3.94 4.05 4.19 4.32
Public Works 15.80 16.20 16.64 17.20 17.74
Water Quality 0.73 0.75 0.77 0.79 0.82
Community Development 7.59 7.78 7.99 8.26 8.52
Cultural Arts (Includes LBMTD) 2.60 2.66 2.74 2.83 2.92 Total $78.90 $ 80.90 $ 83.10 $ 85.90 $ 88.60
172 of 181
General Fund Forecast - Revenue vs Expenditures
$74
$76
$78
$80
$82
$84
$86
$88
$90
$92
$94
22-23 23-24 24-25 25-26 26-27
Revenue Expenditures
22-23 23-24 24-25 25-26 26-27
Revenues+
Transfer $79.9 $83.0 $85.9 $89.0 $92.2
Expenditures+
Transfer* -$79.9 -$81.4 -$83.6 -$86.5 -$89.2
Difference $0 $1.6 $2.3 $2.5 $3.0
$74
$76
$78
$80
$82
$84
$86
$88
$90
$92
$94
22-23 23-24 24-25 25-26 26-27
Revenue Expenditures
22-23 23-24 24-25 25-26 26-27
Revenues+
Transfer $79.9 $79.1 $78.8 $81.8 $85.0
Expenditures+
Transfer* -$79.9 -$81.4 -$83.6 -$86.5 -$89.2
Difference $0 -$2.3 -$4.8 -$4.7 -$4.2
Optimistic (in millions) Recession (in millions)
* Includes Transfer to Maintain 20% Reserve
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CalPERS Unfunded Liability – It’s Getting Better
FIVE YEAR FINANCIAL FORECAST
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
23 25 27 29 31 33 35 37 39 41 43
Comparison Unfunded Liability Payment
Current Payment Payment with 6.30.21 Investment Returns 174 of 181
Parking Fund
FIVE YEAR FINANCIAL FORECAST
* 2008 recession had little impact on parking revenue
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Other Funds
FIVE YEAR FINANCIAL FORECAST
Street Lighting
and Utility Fund
Capital
Improvement
Fund
• $6.5M annually
• Funding for major
City Capital
Projects
• Will experience a
decline in revenue
during a recession
• $1.9M annually
• Acquire and
maintain
streetlights
• Transfer $1M
annually to
Wildfire Safety and
Fire Mitigation
Fund.
Transportation
Infrastructure
Fund
• $2.4M in one-time
funding available
• Funding for
Wildfire Safety and
Fire Mitigation
Projects
• Funding for
Transportation
Infrastructure
Projects
American Rescue
Act Plan (ARPA)
• Total Award $5.7
• $2.1M in FY 21-22
• $3.6M available
• Must be spent on
government
services by 2025
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Reserves
FIVE YEAR FINANCIAL FORECAST
• Provides for major
decline in revenue
coverage, natural
disasters and
catastrophic
events
• Provides a
minimum of 3
months’ operating
expenses.
GENERAL FUND
20%
($13.7M)
DISASTER
CONTINGENCY
• Exclusively for
emergencies
• Equal to 10% of
General Fund
Operating
Expenditures
• If used, need to
work to repay the
balance in 3 years
10% GF
($6.7M)
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Mid-Year Wish List
178 of 181
PENDING AND UNFUNDED PROJECTS
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END PRESENTATION
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17 City Council Priority Setting Worksheet
Directions: City Councilmembers will have 15-minutes to present their personal priorities. This worksheet is intended to assist each Councilmember with identifying and prioritizing their initiative, or policy goals for the next five years starting with Fiscal Year 2022-23. The facilitator will temporarily collect this sheet at the start of the day to ensure that each Councilmember’s priorities are included during the group prioritization process.
Priority # Description
1 2
3 4
5 6
7 8
9 10
11 181 of 181
THIS CONCLUDES THE CITY'S AGENDA MATERIALS
****************************************************************
EVERYTHING BEYOND THIS PAGE IS
CORRESPONDENCE RECEIVED FROM THE PUBLIC
From: Hoiyin Ip
To: City Council
Cc: Laguna Beach City Clerk; Shissler, David WQ; Bennecke, Shelly; Mancuso, Judie Subject: public comment: SB-972 Street Food Vendors, ZEV fleet Date: Wednesday, March 2, 2022 9:37:44 PM
[NOTICE: This message originated outside of City of Laguna Beach -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.] Dear City Council,
Again, my day job is preventing me from doing fun stuff, like your all-day strategic planning workshop... So here're my two cents.
SB-972 (Gonzalez) Street Food Vendors
In 2018, the City approved an emergency ordinance on sidewalk vending due to SB 946 Safe Sidewalk Vending Act, which got me very concerned about more litter because the law doesn't address single-use. I spoke to many agencies. Fortunately, in 2021, AB 1276 (Carillo) Foodware Accessories Serve on Request became law, which reduces unnecessary single-use. But these vendors don't charge bag fee, which is proven effective in reducing single-use grocery bags. (I've not checked LBMC carefully for all possible scenarios related to the vendors.) Now, SB 972 has been introduced, and without addressing single-use. I think it will pass because it's an equity issue. (And we need to learn to support social justice more.) LA Times has covered it a number of times, including a recent piece liberal Santa Monica versus the street vendors. When Sen. Gonzalez was on Long Beach council, she successfully championed the Styrofoam ban. Her co-author Asm. Carillo authored AB 1276. So both of them well understand single use plastic pollution. I hope the City would ask for the following additions to the bill. (Maybe a joint effort with other Cities? In my book, other OC Cities that adopted sidewalk vending ordinances are Huntington Beach, Newport Beach, Dana Point, San Clemente, Irvine and Buena Park.)
Requiring 10 cents bag fee
No sale of tobacco products (and alcohol) because cigarette butts are the #1 litter item No Styrofoam. Though LB banned Styrofoam foodware, many other cities have not.
A statewide requirement would help enforcement and water quality.
Zero Emission Vehicle (ZEV) Fleet
Last Jun., media praised the City for looking into a ZEV fleet plan. Then, Huntington Beach and Irvine followed suit. I don't notice this item under Key Projects Matrix FY 2021-22 with Stop Light Analysis. I see under Public Works’ Opportunities: "Adopt policies to have more of an environmentally friendly City fleet and facilities." This seems weaker... I hope the plan is not softened. 2022 has a big push for EVs with all the infrastructure money, and a ballot proposal would raise billions for electric cars, charging stations. Residents in this town will only upgrade faster. The City doesn't want to stay behind, be called a polluter or something...
Thank you so much for all you do!
Hoiyin Ip
From: Dupuis, Shohreh CM
To: McKay, Ann Marie CC
Subject: FW: Input for your Strategic Planning Meeting tomorrow Date: Thursday, March 3, 2022 12:54:17 PM
Attachments: image.png
image.png
image.png
From: Steve Roop <[email protected]>
Sent: Thursday, March 3, 2022 11:10 AM
To: Kempf, Sue <[email protected]>; Whalen, Bob <[email protected]>; Weiss, George <[email protected]>; Blake, Peter <[email protected]>; Iseman, Toni <[email protected]>; Dupuis, Shohreh CM <[email protected]>; Wiener, Marc CD <[email protected]>
Subject: Input for your Strategic Planning Meeting tomorrow [NOTICE: This message originated outside of City of Laguna Beach -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.] Hi City Council, City Manager and CD Director,
For your meeting tomorrow, here is my community input.
I'd like to see the resourcing / customer service / response times from the Community Development department to receive high priority in the coming year. I know they've done a bunch of streamlining and automation, but I think they need more help from the City Council to satisfy the expectations of the residents.
I'd like to see you consider giving additional resources and budget to Community Development to help them 1) close the backlog of cases they don't have the current staffing to review and 2) help them to comply with the state-mandated 30 day requirement. To close the backlog, it could be as straightforward as granting them additional budget to hire a 3rd party company to help work through the backlog of projects stuck in the "Initial Zoning Plan Check" step.
The current response times are not good (see point #2) and do not meet the minimum state requirements as required by the Permit Streamlining Act. As a result, there is growing frustration from applicants, architects, design professionals and builders.
Here are the supporting data points for my claims:
#1) From the recent resident survey, some of the lowest satisfaction scores from residents are related to Community Development.
61% of residents rank Planning/Zoning as fair to poor.
69% of residents rank Building permits and inspections as fair to poor. 56% of residents rank code enforcement as fair to poor. #2) Zoning Department response times have gotten worse, not better, even after recent streamlining initiatives.
The City publishes a spreadsheet summarizing the "Project Status" of projects under Zoning Review on the Community Development page,
here: https://lagunabeach.prod.govaccess.org/government/departments/community-development I downloaded, sorted and organized the data.
https://docs.google.com/spreadsheets/d/1IbZtzKCq_e4GRNdYuwPEJ7ItIANvCVlK/edit? usp=sharing&ouid=101948247769594047998&rtpof=true&sd=true Here are some takeaways.
Our City's Zoning Department is not meeting the state mandated 30 calendar day response time for Zoning Plan Check. The current average for projects in queue for "Initial Zoning Review" is 62 Days. You will see from the screenshot below that some projects have been sitting in "Initial Zoning Review" since August/September/October/November/December of 2021. You could imagine that those applicants aren't very happy. Note, this is not the total time to complete, which I hear is more like 90-120 days, this is only the # of days these projects have been in queue and the applicant hasn't received either a "complete" or "incomplete" conclusion from the assigned planner. So, imagine you are an applicant who waits 90-120 days, just to get an "incomplete" letter and then have to re-submit and wait again for an unknown period of time for the re-check review.
It appears to be both a workload and new hire on-ramping issue, as both tenured and new hires are struggling to hit the state-mandated 30 day turnaround time:
The good news is that many of the planner positions have been filled. The bad news is that there are 183 Applicants who are growing frustrated by the response times and the real $ being wasted as they wait for this step to be completed.
#3) I'd like to see the City establish and publish some simple, aspiration goals/SLA's for the total approval time of different types of projects.
It would be great for both the City and for Applicants/Design Professionals to hear the message - "If you paint within the lines of the municipal code and design guidelines, have no variances, and follow the submittal requirements, you can count on getting in and out of the review and permitting phase within X months." This would allow all of us to plan out all of the interdependent resources that require close coordination that any remodel takes. Right now, it is nearly impossible to know when you should hire the resources required for the next step in the process....and if you can't lock in your remodeler/builder...they'll likely move on to someone else's job...and you may have lost them for good.
For example:
"For a minor remodel that qualifies for admin design review, the time a project spends in Zoning/Planning/Building departments will be approximately 5 months". (ie 2 months for Zoning with one incomplete letter, 1 month for Admin DR, 2 months for Building permits) "For a minor remodel that requires full design review, the time a project spends in Zoning/Plannng/DRB/Building departments will be approximately 7 months" (ie 2 months for Zoning, 3 months for DRB, 2 months for Building permits)
"For a major remodel that requires full design review, the time a project spends in Zoning/Planning/DRB/Building departments will be approximately 9 months" (ie 2 months for Zoning, 5 months for DRB with two hearings, 2 months for Building permits) "For new construction or projects with variances that require design review, the time a project spends in Zoning/Planning/DRB/Building departments will be approximately 12 months" Note, these target times would only need to include the City's processing time and excludes the applicants portion of the timeline (preparing plans, hiring structural, geotech, civil etc, re-working plans, re-submitting plans, etc)
Doing so will:
enhance the trust/relationship between the City/CD and applicants/designers demonstrate that the City/CD is willing to be held accountable to reasonable "Service Level Agreements"
save applicants money, as the longer they wait for approvals, the more opportunity costs they take on
allow applicants to plan when they hire resources, when the rent a place to live during the remodel, etc
#4) I'd like to see the City fully implement the technology they purchased last year (Energov, Bluebeam, etc) to get all of the automation benefits that should a) enhance response times to applicants as well as b) the overall applicant experience with CD.
One of the big complaints from applicants is that the project goes into a "black hole" after being submitted to Zoning or Building departments, and an applicant has to call or email on a regular basis to get updates on "what's the latest with my project review or permit?".
One way to solve this, I believe, is for Energov to be fully implemented so that applicants/designers are notified electronically whenever the status of the project changes (assigned to a planner, inprocess, incomplete letter sent, approved, cleared for DR, fire department review complete, building permit approved, etc)
The other reason is to allow more application types to be submitted online, so the City saves Data Entry processing time.
I don't know where these projects sit, but if they are slowed by lack of resources, I'd ask you, City Council, to free up some budget/resources to allow them to finish these implementations. ****
I'm willing to help and volunteer my time to help the CD department in any way I can be useful. I want our City to be known for its efficiency and responsiveness when applicants "paint inside the lines" and follow all the submittal requirements.
Steve Roop
Laguna Beach resident
925.640.9630
From: Roger Kempler
To: McKay, Ann Marie CC
Cc: Braun, Alexis CS; Ellen Kempler; Litschi, Michael PW Subject: Re: Citizen Wish List Request to City Council
Date: Friday, March 4, 2022 1:34:16 PM
[NOTICE: This message originated outside of City of Laguna Beach -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.] Hi Ann Marie,
We are sorry to have missed this morning’s council hearing re the above. We would like Council to know the following (which we believe many other residents also want):
- Retain the local on-demand shuttle and consider expanding hours to include Sundays and evening hours on First Thursdays - this service is well-used and much appreciated! - Make permanent promenade improvements and expand activities. - Add a community pool so the high school’s pool can be improved and dedicated to the prestigious water programs there.
- Continue to build on the beginnings of a skateboard park to be at the Girls/Boys Club Dream Play Yard.
Thank you.
Sincerely,
Ellen and Roger Kempler
25-year residents