o Hire Business License Inspector to implement updated processes and canvas locations to ensure compliance and collection of all fees due to the City.
Complete by October 2022
o Review, improve and implement updated purchasing processes including monitoring outdated encumbrances
Ongoing
● Consider appropriate revenue enhancements to support City services and operations. o Continue the Cannabis Retail Roadmap Implementation.
Cannabis Tax to be considered in November 2022. City ordinances and plan amendments are being prepared in summer 2022. Environmental review will commence once the ordinances and plan amendments are finalized. o Contract with a service provider to perform Transient Occupancy Tax (TOT) audits.
Audits are in process.
o Develop a comprehensive City-wide process for collection of fines and fees for issued citations.
Complete research in summer 2022. Implement in October 2022. ● Restore and establish City reserves at levels that provide fiscal resiliency and ability to address various economic and natural disasters
o Restore Fund for Economic Uncertainty to 16.6% of general fund operating expenses
Target to increase the Economic Uncertainty Fund to at least 20% of operating expenses by FY22/23 year-end.
o Establish a Conference Center Facilities Reserve Fund.
Target is $10M over next 8 years. Add additional contribution of $250,000 during FY 2023.Establish a Sports Center Facilities Reserve Fund.
Create policy to fund 10% annually of outstanding deferred facilities maintenance cost. Complete by September 2022. Establish a Pension Reserve Fund to address the unfunded Pension Liability and Other Post Employment Benefit (OPEB) Liability.
Total Pension and OPEB Liability is at $103,060,020 as of the last actuarial date of June 30, 2020. Continue to research current funding programs offered by CalPERS to determine ongoing funding solution. Complete research by September 2022.
o Establish a Sea Level Rise Contingency Fund (Tidelands).
Start with a Reserve level target of 25% of revenues collected. Implement by June 2022. Start with initial contribution of $750,000. Will revisit amount annually at close of fiscal year and determine contribution level based on available fund balance.
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 52, Packet Page 130 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
● Support business retention and business attraction efforts through partnerships with local business, business associations, and the chamber of commerce. o Launch efforts to collaborate with the business community on cleanup efforts in partnership with the Old Monterey Business Association
Began discussions with OMBA in 2022.
o Actively participate and engage with business organizations on a regular basis.
Continue participation in meetings with the Old Monterey Business Association, New Monterey Business Association, Fisherman’s Wharf Association, North Fremont Business Association, Cannery Row Business Association, and Monterey Peninsula Chamber of Commerce.
● Support our military installations (U.S. Army Garrison Presidio of Monterey, Naval Support Activity Monterey, and U.S. Coast Guard Station Monterey) as significant economic drivers in the region.
o Provide base operations support for the Presidio of Monterey 2022 – Complete Intergovernmental Support Agreement (IGSA) negotiations o Complete the Monterey Bay Military Communities Compatible Use Plan in collaboration with the U.S. Navy and Army.
CUP planning efforts began in early 2021; will conclude in December 2022. o Continue to support the Monterey Bay Defense Alliance (MBDA) Facilitate an updated Economic Impact Study in 2022.
o Continue collaboration on State-level advocacy through the California Defense Communities Alliance (CDCA).
Ongoing. City to participate in California Defense Summit in Sacramento in August 2022.
● Identify and seek grant funding opportunities for City services and infrastructure, including parks, recreation, library, museums, public safety, fire prevention, and planning.
o Conduct facility repairs at the Monterey Sports Center utilizing California State Parks’ Per Capita Grant Funds.
Application submitted in January 2022; project to begin in late 2022. o Pursue California State Library grants.
Applications submitted in 2021 and will continue in 2022. o Pursue State and Federal transportation, infrastructure, and safety grants. Active Transportation Program grant request was submitted in June 2022. Other applications will be prepared and submitted in 2022
o Pursue FEMA Grant funds for Public Safety
Applied for and awarded an Assistance to Firefighters Grant (AFG) for paramedic training for fire personnel; grant received and three personnel commenced training in July 2022
Applied for an Assistance to Firefighters Grant to replace emergency alerting system in fire stations.
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 53, Packet Page 131 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
o Utilize Staffing for Adequate Fire and Emergency Response (SAFER) grant Continue to utilize funds received in 2019 to partially pay for 2 firefighters’ salaries and benefits. Grant completed in February 2022 and being closed out. o Received Local Early Action Planning Grant (LEAP), Regional Early Action Planning Grant (REAP) and Permanent Local Housing Allocation (PHLA) Funds.
Funding received in 2021 to Fund the Housing Element Update and other housing efforts due by 2023. The City Council allocated these funds in July 2022 to start preparation of the Housing Element.
● Prioritize funding models and sources for facility rehabilitation, repair, and replacement.
o Implement a new Parks and Recreation Facility Fee, diverting 5% of related fees to be used exclusively for facility repair and rehabilitation.
Adopted in December 2021; took effect January 1, 2022
o Establish a Monterey Conference Center facility reserve Created a reserve as part of the FY 2022/23 adopted budget o Funded critical projects in the Monterey Sports Center Funded key projects including the dehumidifier, natatorium window tinting, water slide repairs, locker room floor rehabilitation, gymnasium floor resurfacing and Studio II windows.
● Track, monitor, and respond to ongoing pension liability costs. o Research options to address the City’s unfunded pension liability.
Efforts will continue in 2022; Council reviewed policy considerations in early 2022, and policy discussions will continue with the City Council in late summer 2022.
● Drive innovation through technology and business solutions that enhance productivity and effectiveness for staff, as well as customer service for the public. o Provide user-friendly, 24/7 access to registration for recreation programs, facility reservations, and Monterey Sports Center memberships through new recreation management software.
New software implementation to launch in late 2022.
o Complete the Cemetery Mapping and Software Enhancements Project.
Project began in early 2021; slated for completion in 2022. o Purchase and implement a new financial software (ERP) system. The system will be able to improve and streamline processes, improve budgeting functions, integrate with human resource function, and provide more robust reporting.
Start the RFP process in Spring 2023. Purchase and implementation commencing during the 2024 fiscal year.
o Implementation of new online permitting portal for Community Development.
Portal went online in early 2022 for pilot testing. Progress has slowed due to loss Council Special Meeting, 9/27/2023, Item No. 3., Item Page 54, Packet Page 132 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
of staff in the Information Services Division. Once employees are hired, the City will re-initiate this effort.
o Implementation of new online service request portal and mobile friendly solution for reporting Citizen concerns.
Project soft launch in third quarter 2022 with completion expected end of first quarter 2023.
o Purchase and implement a new public computer time management, fee collection and printing solution at the Library.
Donated funds received. Project to begin in 2023.
o Continue implementation of new Parking technology solutions.
Projects began in 2021 and will continue through 2022.
o Continue the Citywide transition from Google Workspace to Microsoft 365.
Phase 1 completed in December 2021; Phase 2 completion planned for the fourth quarter 2022.
o Update the City Records Retention and Disposition Schedule.
Project began mid-2022, to be completed by year-end.
o Digitization and online storage of documents and forms in Finance, Human Resources, City Clerk, and Community Development Departments into the City’s enterprise document management system (OnBase) and DocuSign.
Project started in late 2020 and will continue through 2023. o Creation and implementation of a new contract management solution in OnBase.
Solution created with implementation planned for pilot testing in third quarter 2022 and completion in fourth quarter 2022.Purchase and implement a new event management solution for the Conference Center.
Implementation in progress with project completion in third quarter 2022 o Implement new GIS aerial photos of the City with flight occurring in March 2022.
Purchased in late 2021 through a collaborative purchase agreement with five local agencies. Aerial photos received with implementation planned in third quarter 2022.
o Purchase and implement new mobile computers for end of life equipment in Fire department vehicles.
Funding allocated in FY23 budget; purchase and install planned for first quarter 2023.
o Purchase and implement new office computers and upgrades for Police, Fire and Engineering to replace end of life or slow equipment.
Funding allocated in FY23 fiscal budget. Police and Fire system upgrades in progress with Engineering project completion planned for fourth quarter 2022. o Purchase and implement new network infrastructure equipment to replace end of life equipment, allow for staff mobility, and access to City resources.
Funding allocated in FY23 fiscal budget with implementation planned in late 2023.
o Continue implementation of a new backup internet connection.
Project completed in fourth quarter 2022.
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 55, Packet Page 133 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
o Evaluate, purchase, and implement a new efficient data storage and backup solution to replace end of life hardware.
Funding allocated in FY23 fiscal budget and approved by Council in July 2022.
Purchase in progress with implementation planned in fourth quarter 2022. o Continue implementation of mobile communications solution allowing critical business telephone lines to extend outside of the City network.
Project started in 2021 with estimated completion in late 2022. o Update the Police Department Body Worn Camera and In-Car Camera program to ensure contemporary technology.
Approved in 2021/22; BWCs were implemented in July 2022, In-Car cameras are anticipated for implementation in December 2022.
o Develop improved Public Records request log and administrative process that is more intuitive and streamlined for staff, using existing tools ($0 addt’l cost) Project to begin mid-2022 for utilization starting Jan. 2023 o Implement new secure remote access and mobility capabilities for employees and vendors to replace end of life equipment.
Funding allocated in FY23 fiscal budget. Implementation in progress with completion in third quarter 2022.
o Implement new Police telephone call recording system to replace end of life equipment. Funding allocated in FY23 fiscal budget.
Purchase and implementation planned for first quarter 2023. o Implement new Fire inspection and pre-planning solution.
Project started in fourth quarter 2021 with project completion planned in third quarter 2022.
o Implement new cybersecurity awareness training for all employees.
Project started in third quarter 2022 with project completion planned fourth quarter 2022.
______________________________________________
Value Driver #4: Provide sufficient resources and support to develop, retain, and recruit a high quality city workforce.
The Council knows that the quality of city services correlates directly with the quality of city employees. For that reason, the Council is committed to supporting strategies that ensure Monterey can consistently attract, develop and retain employees capable of delivering services consistent with their vision for the future of the City including providing employees with the tools and resources they need to be successful in serving the public.
Strategic Priorities:
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 56, Packet Page 134 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
● Recognize that our workforce is our greatest resource for providing the service that our community deserves by providing city staff with the tools, resources, coaching, and feedback they need to perform well.
o Revamp employee performance, coaching, and feedback for City employees through a new process and workflow system.
Project will begin in early 2022 and be implemented by fall 2022. ● Support the City workforce through the COVID-19 pandemic including the implementation of citywide staffing and operational retooling, return-to-work protocols, COVID-19 contact tracing and notifications, and phase-in of the Reopening and Rehiring Fund.
o Carefully manage and implement sound, science-based vaccine and face covering policies for City employees and visitors to City facilities.
Revised policy for visitors took effect August 2021; employee safety protocols and policy took effect July 2020, updated October 2021, January 2022 and mandatory vaccination policy took effect September 2021. ● Implement best practices in Diversity, Equity and Inclusion (DEI) through training, performance, hiring, and recruitment efforts.
o Begin DEI training for all City employees using a reputable consulting firm.
Completed DEI training for City staff in January 2022; will begin second phase of DEI implementation by mid-2022.
● Foster employee safety and wellness, including provision of a robust safety program, employee-centric and employee-led Safety Committee, frequent safety tailgate meetings, an efficient vehicle fleet management program, and other efforts. o Complete 12-month employee safety training calendar and finalize position specific training requirements index.
To complete in 2022.
o Continue biennial AB 1825 Harassment Prevention Training.
To be completed by all employees, volunteers, boards and commission members and City Council by December 31, 2022.
● Provide fair, competitive, and market-rate compensation and benefits to employees through effective labor negotiations.
o Complete labor negotiations for the City’s bargaining units that are fair, competitive, and market-driven.
Discussions began in 2021; slated for completion by June 2022. ______________________________________________
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 57, Packet Page 135 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
Value Driver #5: Champion regional and local efforts to secure adequate, affordable, and sustainable water sources for the city, now and into the future.
The Council recognizes that access to a dependable supply of fresh water is a significant gating factor that impacts the City’s ability to provide affordable housing and promote economic vitality consistent with the goals described in the City’s General Plan.
Strategic Priorities:
● Continue to advocate and lobby on behalf of the City of Monterey’s interests on regional water issues, with an emphasis on securing water for affordable housing projects. o Submit letters to encourage the State Water Resources Control Board to open up water allocations for affordable housing projects.
Letters sent in 2020 and 2021; ongoing. The SWRCB responded in July 2022 that water allocations can not given until a replacement water supply is provided. o Collaborate with the California Department of Housing and Community Development (HCD)
AMBAG adopted the new RHNA in early 2022 which will serve as the foundation of the Housing Element preparation in 2022-2023. ______________________________________________
Value Driver #6: Support efforts and policies that provide equitable access to affordable housing in Monterey and the region.
The Council embraces efforts that provide equitable access to affordable housing, including balanced approaches to increase housing supply, rental resources and assistance, and housing rehabilitation grants to homeless, low-income, senior and disabled individuals.
Strategic Priorities:
● Support affordable housing through modern zoning policies/ordinances, ADU policies, housing grants, review of density requirements, and consideration of City-owned sites for affordable housing.
o Approve residential uses on mixed-use, ground-floor locations.
Ordinance adopted in late 2021.
o Complete City-owned Potential Affordable Housing Sites Exclusive Negotiating Agreements.
Hosted two Council meetings on this topic. In July 2022, the Council ultimately directed staff to enter into a ENA with MidPen Housing for a potential affordable housing development behind City Hall.
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 58, Packet Page 136 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
o Provide Council with the requested update on rental units in the City of Monterey The City Council was provided an update on rental units and a possible rental registry.
● Address homelessness through programs and partnerships such as the Multidisciplinary Outreach Team (MDOT) and continued support of homeless service agencies through the City’s Community Development Block Grant program such as but not limited to Gathering for Women and Community Human Services. o Coordinate with homeless advocacy organizations (e.g. Gathering for Women) to provide COVID-19 vaccines to unhoused population
o Seek and receive funding for provided via the CDBG Public Service Grant process.
Completed in summer 2022.
o The MPD’s Multi-Disciplinary Outreach Team (MDOT) will continue to work sideby-side with various governmental and non-governmental organizations to offer, provide and find solutions for those who are unhoused.
In 2021, - the MPD and MDOT offered information on services in every contact they had with those who were unhoused, this resulted in services being provided by MDOT 293 times, in various ways.
______________________________________________
Value Driver #7: Expand opportunities for people of all ages and abilities to bike and walk safely through active transportation, accessibility, and safety initiatives.
The Council is committed to developing policies and supporting plans that create an environment where people, bicycles, buses, trolleys, and motor vehicles can move through the community safely and efficiently. The City Council also prioritizes pedestrian and bicyclist safety and mobility over driver convenience, and continues to value “Vision Zero” strategies of education, equity, engineering, evaluation, and enforcement.
Strategic Priorities:
● Maintain and repair core street, roadway, and storm drain infrastructure. o Continue implementation of the Traffic Signal Adaptive System in order to have all arterials running on the SCOOT system which reduces greenhouse gas emissions and enhances quality of life.
Munras Avenue and Foam Street corridors are now running on an adaptive system. Efforts will continue in 2022.
o Seek grants to fund safety enhancements for pedestrians, bicyclists and motorists.
Efforts will continue in 2022.Active Transportation Grant submitted in June 2022.
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 59, Packet Page 137 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
o Continue implementation of road rehabilitation, storm drain infrastructure, funded through SB 1, Measure P and S, and Measure X.
For FY 21/22, the City received approximately $800K in funding through Fuel taxes/SB 1, $11 M in funding from Measure P and S, and $1.1 M in funding for Measure X.
● Provide and deploy effective parking facilities, programs, and enforcement tools that support resident, business, and visitor access to various business districts and neighborhoods.
o Complete Waterfront Parking Expansion Project.
Phase 2 scheduled for completion in 2023 and Phase 3 at a later date. ● Continue supporting planning and construction efforts for regional trail networks. o Support efforts for the Fort Ord Regional Trail and Greenway (FORTAG).
Staff continues to seek grant opportunities for projects that connect to FORTAG within the City of Monterey, along North Fremont Street and Laguna Grande Regional Park.
o Seek grant funding and finalize design for the North Fremont “Gap” Project that connects the City’s bike and pedestrian network to FORTAG.
Staff will continue to apply for grants in 2022.
● Continue to enhance mobility for people of all ages and abilities. o Complete an update to the City’s ADA Transition Plan.
Scheduled completion by late 2022.
o Continue the implementation of ADA compliant curb ramps funded by Measure P/S.
Ongoing.
o Continue to implement APS (Audible Pedestrian Signal) installation at signalized intersections.
Ongoing.
o Continue to look for opportunities to enhance the transportation network to include pedestrian and bike facilities.
Efforts will continue through 2022.
o Continue to procure grants in order to provide safety education and encourage programs such as Safe Routes to School to encourage more walking and biking.
Efforts will continue in 2022.
______________________________________________
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 60, Packet Page 138 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
Value Driver #8: Preserve, promote, and maintain our City’s historic and cultural resources through responsible stewardship and historic preservation that highlights the contributions and perspectives of all people who are a part of Monterey’s diverse history.
The City Council is committed to support policies and plans that ensure the protection, appropriate development, and use of the City’s historic and cultural assets. The City Council also recognizes the importance of sharing the City’s diverse history through the lens of the Native Americans, Latinx, Euro-Americans, African Americans, and Asian American/Pacific Islander communities who have contributed to the Monterey community.
Strategic Priorities:
● Ensure that the community’s history is interpreted and presented from a social justice lens.
o Develop a social justice and equity framework for the City’s Museums Division in collaboration with the Museums & Cultural Arts Commission.
Project not yet started; scheduled to be considered following review of the Citywide Diversity, Equity, and Inclusion Framework. o Seek grant funds to pilot historic walks outlined in the draft Path of History Master Plan that tell our history from the perspective of first peoples and diverse ethnic groups that shaped Monterey’s past and present.
Grant funds awarded in summer 2022; staff developing RFP for consultant in fall 2022; draft Master Plan to be adopted in 2023.
● Preserve and protect Monterey’s maritime history.
o Work with the U.S. Coast Guard, Breakwater Cove, and Western Flyer Foundation to bring the restored Western Flyer fishing boat chartered by John Steinbeck to Monterey.
Discussions with the Western Flyer began in 2019; expected to arrive in late 2022.
______________________________________________
Value Driver #9: Foster a local government that is transparent and collaborative; and solicits, welcomes and appreciates input from all.
The City Council is committed to transparency, collaboration, and engagement with all of our residents, neighborhoods, businesses, and community partners through robust channels of communication including in-person, technology-based, and media outreach efforts. The City Council is also committed to providing core services to the community, and partnering with business, nonprofit, military, and government partners where appropriate.
Strategic Priorities:
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 61, Packet Page 139 City of Monterey
Vision, Mission, Value Drivers, Strategic Priorities and Staff Work Plan Updated August 2022
● Maintain and expand methods for the public to engage and interact with their city government using a variety of engagement tools including media outreach, digital communications, and in-person engagement.
o Transition the City from at-large elections to district-based elections for City councilmembers, in compliance with the California Voting Rights Act (CVRA).
Council adopted Ordinance with Council districts map and election sequencing in February 2022. First district-based election will be held November 8, 2022 for Council districts 1 and 2, and at-large Mayor.
o Conduct open and inclusive appointment process to fill at-large Council vacancy.
Planning for fall 2022.
o Provide a robust and welcoming onboarding process to support newly elected official(s).
Begins December 2022 with swearing in of the new Council. ● Provide information and access to tools and resources through the City’s website. o Launch new City website and Content Management System (CMS).
New website launched in summer 2021; new features to be added through 2022. ● Understand City leaders’ values and priorities by facilitating annual discussions about the City Council’s Value Drivers and Strategic Priorities. o Council to update Value Drivers and Strategic Priorities; and review City Staff Work Plan.
New vision, mission, and value drivers adopted in December 2021; to review Staff Work Plan in January 2022.
● Recognize that City government’s role is to provide core services to the public, and partnerships with nonprofit, military, business, and other government agencies can be an effective means of supporting the public good.
o Continue ongoing positive working relationships with Montage Health, Middlebury Institute of International Studies, Monterey Peninsula College, Naval Support Activity Monterey, U.S. Army Garrison Presidio of Monterey, Coast Guard Station Monterey, Monterey Bay Aquarium, Monterey Peninsula Unified School District, and other stakeholders.
Ongoing.
______________________________________________
Council Special Meeting, 9/27/2023, Item No. 3., Item Page 62, Packet Page 140 Council
Agenda Report
FROM: Nat Rojanasathira, Assistant City Manager
SUBJECT: Provide Feedback and Direction on the 2024 City Council Workshop (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:
That the City Council provide feedback and direction on the 2024 City Council Workshop.
VALUE DRIVERS:
In collaboration with our community partners, work to improve the quality of life of all of our community members by fostering diversity, equity, and inclusion; championing equitable access to affordable housing; and maintaining a safe environment.
Foster a local government that is transparent and collaborative; and solicits, welcomes and appreciates input from all.
POLICY IMPLICATIONS:
Discussing how the City Council would like to hold its City Council Workshop in 2024 is consistent with the City’s efforts to “[foster] a local government that is transparent and collaborative; and solicits, welcomes, and appreciates input from all.” FISCAL IMPLICATIONS:
Sufficient funds are available in the City Council’s FY 2023-24 budget to conduct a workshop in early 2024. The facilitation costs for a full-day workshop are approximately $8,000, or $6,000 for a half-day workshop. Given that the cost of this professional services contract is estimated to be below $12,000, it may be let without informal proposals, subject, however, to fair, just, and equitable contract terms and conditions. (City Code section 28-10(a).
ENVIRONMENTAL DETERMINATION:
The City of Monterey determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA)(CCR, Title 14, Chapter 3 (“CEQA Guidelines), Article 20, Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Because the matter does not cause a direct or any reasonably foreseeable indirect physical change on or in the environment, this matter is not a project. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
Date: 9/27/2023
Item No.: 4.
Council Special Meeting, 9/27/2023, Item No. 4., Item Page 1, Packet Page 141 ALTERNATIVES CONSIDERED:
The City Council could choose not to discuss the 2024 City Council Workshop, however, this is not recommended.
DISCUSSION:
Cascading Goals
The City has established cascading goals, where the:
Vision is a description of Monterey’s “desired future,” Mission identifies the role of the City of Monterey in pursuing the City’s Vision; Value Drivers identifies what is important to the community to support the City’s Mission; Strategic Priorities describes how the City can advance its goals in support of the Value Drivers; and the
City Staff Work Program is a set of specific program, policy, or projects that support the City’s Strategic Priorities.
Revisiting Strategic Priorities and Value Drivers at a City Council Workshop Twice a year, typically in January and August, the City’s executive team and staff present the City Staff Work Program to City Council. Short and long-term policies, programs, and projects that are not part of the City’s routine service delivery are items that make up the City Staff Work Program. Individual work program items fall into the City’s Strategic Priorities.
Every few years, the City Council revisits its Strategic Priorities and Value Drivers, which help guide the City staff’s long-term work. At its meeting on August 15, 2023, the City Council provided initial feedback requesting a City Council Workshop in the upcoming months to review Council Special Meeting, 9/27/2023, Item No. 4., Item Page 2, Packet Page 142 its Strategic Priorities and Value Drivers. This is particularly helpful because the mayor and two new councilmembers are new to their positions on the City Council and did not all participate in the most recent City Council Workshop, held on the mornings of September 3 and 17, 2021.
Planning for the 2024 City Council Workshop
Proposed Length of Workshop. A full-day workshop is better suited to allow the City Council sufficient time to revisit its Strategic Priorities and Value Drivers. Although possible, a half-day workshop may not allow sufficient time for council discussion, public feedback, and staff input to develop updated Value Drivers and Strategic Priorities. Staff recommends a full-day workshop that begins at 9:00 a.m., includes a lunch break at Noon, and adjourns at 6:00 p.m.
Proposed Facilitator. Staff also recommends utilizing the facilitation services of Patrick Ibarra from The Mejorando Group, who successfully facilitated the City Council Workshop in September 2021. The firm’s philosophy is based on “Mejorando,” a Spanish word meaning “getting better all the time.” The Mejorando Group was selected through an RFP process conducted in 2021. Mr. Ibarra has over 25 years of experience in local government, serving as consultant and city manager. He holds a Master’s in Public Administration and a Masters in Organizational Development. He is certified in Facilitation Skills by Development Dimensions International (DDI) and by the Center for Creative Leadership for assessment and performance support tools.
Proposed Date. The full-day workshop is recommended to be held on Wednesday, January 24, 2024, which is designated as a typical Study Session date.
Proposed Location. City Council workshops are typically held in a space conducive to a facilitated workshop, peer-to-peer interactions, collaboration among elected officials and staff, as well as public comments. Consistent with prior years, meeting space at the Monterey Conference Center has been reserved for this purpose, and there would be opportunities for public comment and feedback.
Writings distributed for discussion or consideration on this agenda item, pursuant to Government Code § 54957.5, are posted at https://monterey.org/Submitted-Comments within 72 hours of the meeting.
Council Special Meeting, 9/27/2023, Item No. 4., Item Page 3, Packet Page 143