ACTION:
____________________________
Clerk/Secretary
Department: City Manager Item No: D1
Prepared by: Imelda M. Huerta, Assistant City Manager Meeting Date: April 4, 2024 Approved by: John Conley, City Manager Agenda Location: Discussion SUBJECT: 2024-2026 CITY COUNCIL GOAL SETTING
RECOMMENDATION: Discuss and finalize the 2024-2026 City Council goals.
CORRELATION TO CITY COUNCIL GOALS: All goals.
PRIOR ACTION: On March 7, 2023, received the 2022-2024 City Council goal update (No Vote).
On March 22, 2022, approved the 2022-2024 City Council goals (Vote: 5-0).
A complete list of prior actions is included as Exhibit 1.
STATEMENT ON THE SUBJECT: Biennially, the City Council conducts a goal setting workshop to determine the City’s high priority goals for the next two years, which are then reflected in the City’s Operational and Capital Improvement Plan Budgets. The 2024-2026 City Council Goals Setting Workshop will be facilitated by management consultant Mike Letcher from Bridge Group, LLC, who was referred by the Centre for Organization Effectiveness and also serves as an executive coach.
The current 2022-2024 City Council Goals include:
1.Homelessness & Housing
2.Public Safety
3.Fiscal Responsibility
4.A Clear Vista
5.Climate and Environmental Responsibility
6.Parks & Recreation
7.Economic Development
8. Traffic: Continue to improve the flow of traffic for all forms of travel, reduce congestion, and improve our roads and sidewalks.
The 2022-2024 City Council goals with subgoals list is attached as Exhibit 2.
Additionally, the City conducted a community survey in English and Spanish regarding current City Council goals and results are attached as Exhibit 3. Our consultant also met with each Councilmember and feedback is included in the Workshop Workbook; attached to this report as Exhibit 4.
AGENDA
REPORT
CITY COUNCIL
COMMUNITY DEVELOPMENT COMMISSION
SUCCESSOR AGENCY
BUENA SANITATION DISTRICT
JOINT POWERS FINANCING AUTHORITY
Discussed and finalized the 2024-2026 City Council goals. No vote taken.
MEETING DATE: April 4, 2024 PAGE 2
SUBJECT: 2024-2026 CITY COUNCIL GOAL SETTING
FISCAL IMPACT: There are no direct fiscal impacts associated with conducting this goal-setting workshop.
EXHIBITS:
1.Prior City Council Actions
2. 2022-2024 City Council Goals and Subgoals
3.City Council Goals Community Survey Results
4. Current Workshop Workbook
5.April 4, 2024 Workshop PowerPoint Presentation
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City Council Goals
Prior Actions
On March 7, 2023, received the 2022-2024 City Council goal update (No Vote).
On March 22, 2022, approved the 2022- 2024 City Council goals (Vote: 5-0).
On March 1, 2022, discussed and finalized 2022- 2024 City Council goals (No Vote).
On December 14, 2021, received the City Council Goals 2020- 2022 Action Plan Update for December 2021 (No Vote).
On June 8, 2021, received the City Council Goals 2020- 2022 Action Plan update (Vote: 5-0).
On December 8, 2020, received the City Council Goals 2020-2022 Action Plan update (Vote: 5- 0).
On June 23, 2020, received and discussed the City Council Goals 2020- 2022 Action Plan update.
On March 3, 2020, held a workshop and, by consensus, identified citywide goals for the period of 2020 through 2022 (No Vote).
On December 10, 2019, received the City Council Goals 2018-2020 Action Plan Update for December 2019 (Vote: 5-0).
On June 11, 2019, received the City Council Goals 2018- 2020 Action Plan Update (No vote).
On December 11, 2018, received the City Council Goals 2018-2020 Action Plan update (No Vote).
On June 12, 2018, discussed the City Council Goals Action Plan for 2018-2020 and, by consensus, provided direction to staff (No Vote).
On March 6, 2018, held a workshop and, by consensus, identified citywide goals for the period of 2018 through 2020 (No Vote).
On June 28, 2016, discussed the Action Plan for the 2016- 2018 City Council Goals and provided direction to staff (No Vote).
On March 1, 2016, held a workshop and identified citywide goals for the period of 2016 through 2018 (No Vote).
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EXHIBIT 1
2022-2024 CITY COUNCIL GOALS
Homelessness and Housing
a.Continue to implement the Strategic Plan to Address Homelessness and receive regular updates and modify the plan based on program outcomes, community priorities, legislation, and new funding opportunities
b.Market the City's Homeless Outreach Team (HOT Team)
c.Implement transportation options for homeless individuals needing assistance with Shelter options d.Expand housing services and increase the number of affordable housing units e.Pursue legislative advocacy efforts to improve access to mental health services Public Safety
a. Continue to reduce crime rates
b.Establish appropriate criteria to determine the appropriate number of public safety positions needed c.Pursue grant funding to build a Community Center at Luz Duran Park and move the Sheriff's Substation to the City owned property at 986 Vista Village Drive d.Increase awareness of Domestic Violence and Family Crisis issues Fiscal Responsibility
a.Maintain Emergency Reserves at 35 percent.
b.Maximize the return on City investments
A Cleaner Vista
a.Increase litter cleanup activities
b.Eliminate visible blight, junk and debris
c.Continue to work with Caltrans to improve the on/off ramp areas Climate and Environmental Responsibility
a.Establish Certified Cool Zones
b. Form or join a Community Choice Aggregation Joint Powers Authority c.Pursue grant funding to establish community gardens
d.Increase the solar at City facilities
e.Increase the number of electric vehicle charging stations f.Create more tree canopies
g.Encourage more food pantries to deal with food resiliency Parks and Recreation
a.Identify potential land for acquisition of future space to include all types of parks b.Create more green space
c.Expand the trail system to include connectivity between trails d.Increase recreation services to the public
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EXHIBIT 2
Economic Development:
a.Continue to implement the Economic Development Strategic Plan b.Continue to attract new revenue generating businesses c.Advance equity through workforce development and education d.Facilitate repurposes vacant retail and office spaces Traffic: Continue to improve the flow of traffic for all forms of travel, reduce congestion, and improve our roads and sidewalks
a.Continue to add sidewalks in older neighborhoods based on the City's Sidewalk Inventory using CDBG funding
b.Improve pedestrian and bike safety and work towards funding protected bike lanes in accident prone areas
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Constant Contact Survey Results
Campaign Name: Council Goals Survey_2.6.24
Survey Starts: 274
Survey Submits: 86
Export Date: 03/12/2024 07:18 PM
MULTIPLE CHOICE
Please select which City Council District you reside
Answer Choice 0%100%
Number of
Responses
Responses
Ratio
District 1 11 12%
District 2 16 18%
District 3 10 11%
District 4 18 20%
Don't Know 31 36%
Total Responses 86 100%
CHECKBOXES
Which statement best describes you? Choose all that apply:
Answer Choice 0%100%
Number of
Responses
Responses
Ratio
I live in the City of Vista 77 89%
I work in the City of Vista 17 19%
I play (recreate, shop, eat,
etc.) in the City of Vista 43 50%
Other 3 3%
Total Responses 86 100%
MULTIPLE CHOICE
Should the City Council keep the same goals for 2024-2026 as it had for 2022-2024 which are: 1).
Homelessness & Housing; 2). Public Safety; 3). Fiscal Responsibility; 4). A Cleaner Vista; 5). Climate & Environmental Responsibility; 6). Parks & Recreation; 7). Economic Development; 8). Traffic - continue to improve the flow of traffic for all forms of travel, reduce congestion, and improve our roads and sidewalks Answer Choice 0%100%
Number of
Responses
Responses
Ratio
YES, keep these goals 35 40%
NO, I would like the goals to
change 51 59%
Total Responses 86 100%
City Council Goals Survey
Overall Responses
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EXHIBIT 3
RANK ORDER
If you would like the City Goals to change, what should the City Council consider the top priorities for the next two years? Please rank the options below or add your own in the next question. Rank 1 to 10 with 1 being the most important to 10 being the least.
Answer
Choice
Average
Rank Ranked 1 Ranked 2 Ranked 3 Ranked 4 Ranked 5 Ranked 6 Ranked 7 Ranked 8 Ranked 9 A Cleaner
Vista –
Beautificat
ion,
trash/litter/
pick up,
community
improvem
ent 5.36 4 (5%) 7 (10%) 7 (10%) 7 (10%) 10 (14%) 6 (8%) 8 (11%) 12 (17%) 6 (8%) Climate
and
Environme
ntal
Responsib
ility -
Climate
Action
(e.g.,
Enhance
the City’s
Climate
Action
Plan for
Communit
y
Recovery
to reduce
greenhous
e gas
emissions,
prepare
for the
impacts of
climate
change,
and
develop
the local
green
economy 6.79 2 (2%) 5 (7%) 3 (4%) 3 (4%) 6 (8%) 6 (8%) 7 (10%) 8 (11%) 27 (40%) Economic
Developm
ent -
Downtown
Vitality
(e.g.,
continue
to improve
safety and
cleanlines
s, invest in
infrastruct
ure and
maintenan
ce in
Vista’s
Downtown
) 5.01 7 (10%) 3 (4%) 12 (17%) 10 (14%) 7 (10%) 7 (10%) 5 (7%) 9 (13%) 7 (10%)
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Fiscal
Responsib
ility -
Fiscal
Sustainabi
lity and
Responsib
ility (e.g.,
continue
to
implement
efficiencie
s, strategic
economic
developm
ent, and
plans to
address
unfunded
liabilities) 5.27 6 (8%) 6 (8%) 8 (11%) 8 (11%) 9 (13%) 3 (4%) 9 (13%) 9 (13%) 9 (13%) Homeless
ness &
Housing -
Homeless
ness (e.g.,
partner
with the
County
and
community
-based
organizati
ons to
implement
programs
that
prevent
and
support
people
experienci
ng
homelessn
ess, task
force and
committee
efforts)
Housing
(e.g.,
facilitate
increased
production
of all
housing
types
designed
to be
economica
lly
accessible
to the area
workforce
and low
and very
low-
income
residents) 4.55 18 (26%) 6 (8%) 4 (5%) 6 (8%) 5 (7%) 5 (7%) 7 (10%) 9 (13%) 7 (10%) Parks &
Recreation
- Open
Space
(e.g.,
preserve
and
maintain
open
space and
natural
areas) 5.90 0 (0%) 3 (4%) 3 (4%) 9 (13%) 10 (14%) 14 (20%) 19 (28%) 4 (5%) 5 (7%)
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Public
Safety
(e.g.,
expand
Fire/Police
services,
response
for health
emergenci
es and
disaster
preparedn
ess) 3.93 18 (26%) 10 (14%) 6 (8%) 3 (4%) 7 (10%) 10 (14%) 7 (10%) 3 (4%) 3 (4%) Traffic -
Continue
to improve
the flow of
traffic for
all forms
of travel,
reduce
congestion
, and
improve
our roads
and
sidewalks
-
Sustainabl
e and
Multi-
Modal
Transporta
tion (e.g.,
enhance
accessible
transit,
bicycle,
and
pedestrian
opportuniti
es) 4.25 8 (11%) 13 (19%) 9 (13%) 8 (11%) 6 (8%) 9 (13%) 5 (7%) 8 (11%) 1 (1%) Infrastruct
ure
Maintenan
ce (e.g.,
maintenan
ce of
roads,
sidewalks,
parks, and
other City
infrastruct
ure) 3.94 4 (5%) 14 (20%) 15 (22%) 13 (19%) 7 (10%) 7 (10%) 0 (0%) 5 (7%) 2 (2%) Total
Response
s 67
OPEN QUESTION
If you would like to add your own City Council goal, please fill in your response.
N/A
1. The train noise is intolerable, blaring all night long, every 2 hours it sounds like a train is in my bedroom. It's extremely unhealthy & unsettling. I have had to take sleeping pills! We need quite zones!
2. Code Enforcement is OUT OF CONTROL
Please prioritize public safety. Additional deputies are needed.
N/A
30 Response(s)
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OPEN QUESTION
Are there other issues, services, or programs on the list above that the City should prioritize? Please specify up to 5 other priorities below:
I would like it if the City prioritized getting resident input for what to do with Beaumont and the other schools that will be shut down in the next couple years.
Quiet Zones for the freight trains more necessary than Climate Change; The vacant, ugly buildings at Santa Fe/Civic
The general dirtiness & disrepair around S. Santa Fe and Civic Center Dr.
The noise from loud business on S. Santa Fe between Mar Vista & Civic. The music and DJ's go late into the night.
The helicopters searching for criminals. It is very scary with the police blaring out on loud horns that they are looking for "18-25yr black male..." Feels like an unsafe war zone!
None at this time.
N/A
31 Response(s)
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City Council
Workshop
2024
BridgeGroup LLC. 04/04/2024 D1 Page 17 of 45EXHIBIT 4
2 | Page
TABLE OF CONTENTS ©bridgegroupllc
Content Page
Why Is Having This Council Workshop
Important?
3-4
Council Effectiveness Survey Results 4-6
Level 6 Governance 6-7
City Council Goals and Outcomes with
Council Survey Suggested Changes and
Additions
8-10
Putting it All Together 11
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Why Is Having This Council Retreat Important?
Are we as smart as geese? Well of course. But not so quickly, geese have figured out that by sharing leadership and working together they are much stronger and can fly further, with more efficiency. Cyclists use this same principle in their pelotons to go further and faster. Like the geese, the governing board and the appointed manager are interdependent on each other’s success. The key is to have systems and tools to “get everyone working off the same sheet of music.” Working together with the same purpose, expectations and goals creates a synergism that allows communities to accomplish remarkable things by leading together.
In his landmark management book The Dance of Change, author Peter Senge, references the importance of an organization to deliberately manage the future.
Unfortunately, managing the future often comes head-to-head with the pressure of the immediate day-to-day operational needs of the organization. Senge calls this dilemma, the Paradox of the Routine:
The need to get critical day-to-day issues handled is important to every organization. This drive to be responsive and “get things done” can at times overshadow the need to think and act strategically for the future of the organization and explore ways to improve its governance and operations.
How does an organization strike a balance? The key is to take the time to strategically focus on the key Goals and Outcomes for the organization.
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Overview of the Workbook
Development of the Council Workshop was a collaborative process with the Council, City Manager, Leadership Team and BridgeGroup. A confidential online survey was sent to the Mayor and each Council Member to get their input on two broad categories of questions:
How do Councilmembers view their role and priorities for governing? What are Potential changes and additions to the Council Goals and Outcomes.
This Workbook is designed as a guide for the Workshop and the material that will be discussed. I encourage you to read and reflect on the items that will be covered in the Workshop. This Workbook will provide information for you to be fully informed and ready to engage.
Council Effectiveness Survey Results
A section of the City Council Workshop Survey provided an opportunity for Councilmembers to provide their insights and opinions on how they view their role and priorities for governing. Why is this important? The Council sets the tone for the entire city. Whatever issues, collectively or in some cases individually, you are focused on sets the course and priorities for the City Manager, the staff and community.
Are you looking ahead to position Vista for future opportunities or focused on the most recent citizen complaint you received? Both are important. Unfortunately, in some communities the scale often tips to the favor of managing the day to day and citizen complaints with little or no thought to the future. This is not the case in Vista.
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The results of the survey indicate the following:
1. The council relies on a rational approach to hearing the facts before making a decision.
2. The three (3) major focuses of the City Council are: Continuous Town Organizational Improvement, Updating the Council Goals and Outcomes and Responding to Constituents.
3. The top three (3) survey responses that would the help the Council in supporting a proposed project/policy are:
a. Being More involved early on with the policy or project development b. More Community input.
c. Understanding how similar projects/policies have benefited other communities.
Summary from Survey Question on what makes Vista a successful council:
1. Embracing community input.
2. Being responsive to early signs of community issues.
3. Engaging in provocative conversations about significant matters.
4. Collaborating on projects that are important to residents.
5. Conducting in-depth discussions and dialogue.
6. Consulting with staff and subject matter experts.
7. Demonstrating strong leadership.
8. Maintaining open communication with staff and the ability to obtain answers quickly.
Summary from survey Question on what makes Vista an ineffective council:
1. Unnecessary political ideology influencing decisions.
2. Lack of clear priorities for public welfare.
3. Conducting overly lengthy meetings.
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4. Members displaying disrespectful behavior towards staff, the public, and colleagues during public sessions.
5. Increased polarization within the council.
6. Grandstanding during unanimous (5-0) votes without benefiting anyone.
7. Insufficient public input/participation on certain votes.
Level 6 Governance
What do all these levels mean in the chart above? Improving Board Governance is a journey. The chart identifies six (6) levels Boards can operate at during their journey of improving the governance of their communities. The Board’s leadership determines what level their City is operating at on a day-to-day basis.
Most municipal Governing Boards operate at a Level 3. The focus is on day-to-day operations. They love “being in the weeds” and the details of day-to-day operations that ideally should be left to the manager and staff. Their Board meetings are focused on doing the routine business of government.
Level 6-Baldrige Organization and/or
Mckinsey 7S Surveys informs all levels
for continous improvement
Level 5-Governance Expectations
Guides all Levels
Level 4-Strategic Plan guides level 3,2
and 1
Level 3-Board Governance i.e liquor
licenses,zoning approvals, budget
etc.. and focus on Level 1 and 2
Level 2-Consituent Response Focus
Level 1-Day to Day Operations Focus
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Very little focus is paid to strategically planning for the future of the community or improving their effectiveness in governing the City.
In moving to Level 4, they develop a strategic plan that not only guides the priorities at Levels 1-3 but opens their organizations up to work on opportunities for the future. Along the way, the Board decides it would be good to look at developing expectations for each other. Is it really that simple? Yes, it is that simple. By developing expectations for the Board, you can move beyond the stage of relying on the rules of the Town/City Code or State Statute in defining the relationship between the Board and manager. While these rules are important, they do not give you a playbook for ongoing governance improvement. Here is a link to an Article on Level 6 Governance: https://icma.org/articles/pm- magazine/insight-guide-your-council-out-weeds
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City Council Goals and Outcomes With Council Survey Suggested Changes and Additions
Homelessness and Housing
a.Continue to implement the Strategic Plan to Address Homelessness and receive regular updates and modify the plan based on program outcomes, community priorities, legislation, and new funding opportunities b.Market the City’s Homeless Outreach Team (HOT Team)
c.Implement transportation options for homeless individuals needing assistance with Shelter options
d.Expand housing services and increase the number of affordable housing units e.Pursue legislative advocacy efforts to improve access to mental health services
Suggested Changes and Additions:
1.Expand programs to Vista Unified School District
2.Add Outcome: F. Focus on successful implementation of existing programs Public Safety
a.Continue to reduce crime rates
b.Establish appropriate criteria to determine the appropriate number of public safety positions needed
c.Pursue grant funding to build a Community Center at Luz Duran Park and move the Sheriff’s Substation to the City owned property at 986 Vista Village Drive
d.Increase awareness of Domestic Violence and Family Crisis issues Suggested Changes and Additions:
1.Add implementing Vision Zero initiative as an Outcome
2.Need to redirect deputies to traffic control/enforcement
3.Need to focus on street level safety
4.Need to improve conditions for pedestrians and cyclist
5.Improve professional behavioral response to crisis issues in community 04/04/2024 D1 Page 24 of 45
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Fiscal Responsibility
a.Maintain Emergency Reserves at 35 percent.
b.Maximize the return on City investments
Suggested Changes and Additions:
1.Do we need a 35% reserve requirement?
2.Need to Change reserve Requirement to 20%-25%.
3.Funding no longer required should be designated for Capital Improvements.
4.Cap reserve requirement at 30%.
A Cleaner Vista
a.Increase litter cleanup activities
b.Eliminate visible blight, junk and debris
c.Continue to work with Caltrans to improve the on/off ramp areas Suggested Changes and Additions: None
1.Do beautification projects in neighborhoods that are neglected.
Climate and Environmental Responsibility
a.Establish Certified Cool Zones
b.Form or join a Community Choice Aggregation Joint Powers Authority c.Pursue grant funding to establish community gardens
d.Increase the solar at City facilities
e.Increase the number of electric vehicle charging stations f.Create more tree canopies
g.Encourage more food pantries to deal with food resiliency Suggested Changes and Additions:
1.Outcome b has already been accomplished and should be deleted.
2.Ensure a high enrollment rate in our Joint Powers Authority. 04/04/2024 D1 Page 25 of 45
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Parks and Recreation
a. Identify potential land for acquisition of future space to include all types of parks
b. Create more green space
c. Expand the trail system to include connectivity between trails d. Increase recreation services to the public
Suggested Changes and Additions:
1. Purchasing more Park land should be a priority.
2. More active maintenance and cleaning of restrooms.
Economic Development:
a. Continue to implement the Economic Development Strategic Plan b. Continue to attract new revenue generating businesses c. Advance equity through workforce development and education d. Facilitate repurposes vacant retail and office spaces
Suggested Changes and Additions:
3. Outcome b should be changed to: Continue to attract new job generating businesses.
Traffic: Continue to improve the flow of traffic for all forms of travel, reduce congestion, and improve our roads and sidewalks
a. Continue to add sidewalks in older neighborhoods based on the City’s Sidewalk Inventory using CDBG funding
b. Improve pedestrian and bike safety and work towards funding protected bike lanes in accident prone areas
Suggested Changes and Additions:
1. Need to develop better strategy to prevent traffic from cutting through neighborhoods.
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Putting it All together
BridgeGroup will use a visually displayed Word Document (Facilitation Guide) during the Workshop to make any “real time” amendments to the City Council Goals and Outcomes based on Council Consensus.
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Vista Council Goal Setting
Workshop
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EXHIBIT 5
BridgeGroup LLC Mike Letcher
Strategic partner of The
Centre for Organizational
Effectiveness. BridgeGroup
LLC was established in 2005,
and have offices in Tucson,
Arizona and San Diego,
California serving clients
nationally.
More than 35 years of
experience in local governments
developing and implementing
successful strategic plans in
three states as a City Manager,
Deputy City Manager, Finance
Director and as a Consultant.
Mike is an Assistant Professor at
the University of Arizona’s
Masters of Public Administration
Program and teaches strategic
planning. He is certified in Total
Quality Management (TQM).
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Outcomes
The Outcomes Workshop
are to:
Confirm or Amend
Council Goals and
Outcomes
Reach Consensus on
Outcomes for FY 2025-
26 04/04/2024 D1 Page 30 of 45
Surveys were Used to Get Your Input
Retreat Planning Survey Survey Monkey
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Managing the Horizon
Paradox of Routine Managing the Horizon
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Managing the Horizon
The Challenge Paradox of the Routine
Activity in most organizations equals progress
The activity is focused on the day-to-day work
Very little or no time is focused on future opportunities Renowned Management Author Peter Senge calls this the Paradox of the Routine Paradox of
Routine
Managing
the
Horizon
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Council Effectiveness
04/04/2024 D1 Page 34 of 45
What do you rely on in making decisions as a
Council Member?
0%10%20%30%40%50%60%70%80%90%100%
Rational-Rely on hearing the facts
Emotional-Go with my feelings (Gut)
04/04/2024 D1 Page 35 of 45
Powered by
Are you engaged or disengaged during
meetings on critical issues?
0%10%20%30%40%50%60%70%80%90%100%
Engaged
Disengaged
04/04/2024 D1 Page 36 of 45
Powered by
Do you feel informed or uninformed during
meetings on critical issues?
0%10%20%30%40%50%60%70%80%90%100%
Informed
Uninformed
04/04/2024 D1 Page 37 of 45
Level 6 Governance- https://icma.org/articles/pm-magazine/insight-guide-your-council-out- weeds?_zs=9hdsb1&_zl=8nKp7
Level 6-Baldrige Organization and Mckinsey 7S
Surveys informs all Levels for continuous
improvement
Level 5-Governance Expectations Guides all
Levels
Level 4-Strategic Plan guides level 3,2 and 1
Level 3-Board Governance i.e. liquor licenses,
zoning approvals, budget etc.. and focus on
Level 1 and 2
Level 2-Consituent Response Focus
Level 1-Day to Day Operations Focus
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Powered by
What should be the major focus of the City Council. Please rank the following 1-5 based on your preference.
04/04/2024 D1 Page 39 of 45
What would help me support proposed projects/policies the Council is considering? Please check all that apply.
0%10%20%30%40%50%60%70%80%90%100%
Being more involved early on with the policy or project development.
Work Sessions focused on identifying issues or concerns with the project or policy that could be addressed by staff.
More Community input.
Better information in the staff report on the project/policy.
Understanding how similar projects/policies have benefited other communities.
Having specific concerns/questions from constituents on the project/policy addressed.
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Why Strategic Goals are Important
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Why Strategic Goals are Important
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Why Strategic Goals are Important
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Why Strategic Planning is Important
See the Future With One Lense
Seeing
the
Future
Mayor
and
Council
City
Manager
and Staff
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Facilitation Guide
Note Pages: 7 -9 in the
Workbook
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