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220308 1634 DRAFT Strategic Plan Workshop RecordFrom:Peter Grant To:Peter Grant Subject:DRAFT Strategic Plan Workshop Record Date:Tuesday, March 8, 2022 4:34:26 PM Attachments:Cypress SP 3-8-22.pdf Cypress SP 3-8-22 Grid.pdf Mayor, Council and Directors, Here are DRAFTS of today’s work product. They should not be shared. Please review and, consistent with our follow-up commitment, provide any comments within 48 hours (by 5pm on Thursday). Directors, we will review weakness/challenges next week and discuss how to address them. Thanks everyone for a good day and the hard work! Pete Peter Grant City Manager City of Cypress Office 714-229-6680 Cellular 714-335-1685 pgrant@cypressca.org A CITY OF CYPRESS SIX-MONTH STRATEGIC OBJECTIVES March 8, 2022 – September 15 , 2022 THREE-YEAR GOAL: MAINTAIN INFRASTRUCTURE AND FACILITIES WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. On March 12, 2022 Recreation and Community Services Director, working with the Public Works Director Celebrate the opening of Lexington Park. 2. By April 1, 2022 Public Works Director working with Valley Vista Services Launch the residential organics recycling program. 3. At the June 13, 2022 City Council meeting Public Works Director Incorporate the City Council’s Pandemic Recovery Plan into the Seven-year Capital Improvement Program. 4. At the July 11, 2022 City Council meeting Public Works Director, working with the Recreation and Community Services Director Recommend a preliminary design for Arnold Cypress Park to the City Council for direction. B THREE-YEAR GOAL: MAINTAIN FINANCIAL STABILITY AND PROMOTE ECONOMIC ACTIVITY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. At the May 23 City Council meeting Planning Director Recommend to the City Council for action the creation of an advisory committee and the hiring of a consultant team to modernize and integrate Business Park Specific Plans. 2. At the June 13 City Council meeting Planning Director Recommend the 2021-29 Housing Element General Plan Amendment to the City Council for action. 3. By August 1, 2022 Planning Director, working with the City Manager Complete the recruitment process for an Economic Development Manager C THREE-YEAR GOAL: ENHANCE AND MAINTAIN PUBLIC SAFETY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. At the May 9, 2022 City Council meeting Police Chief, working with the City Attorney Recommend to the City Council an ordinance designed to combat catalytic converter thefts. 2. On May 14, 2022 Police Chief Hold a community celebration/open house at the new Police Station. 3. At the May 23, 2022 City Council meeting Police Chief Present to the City Council for direction a mental health/social worker partnership with the City of La Palma for responding to homelessness and non-violent public safety calls. 4. By June 1, 2022 Police Chief Conduct an orientation and training for city staff at the new Emergency Operations Center. 5. At the June 27, 2022 City Council meeting Police Chief, working with a consultant Update the Police Department strategic plan and present the new plan to the City Council 6. By August 15, 2022 Police Chief, working with a consultant Complete audit of PD evidence policies, practices and inventory and implement recommendations. D THREE-YEAR GOAL: ENHANCE RECREATION FACILITIES AND PROGRAMS WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. At the May 9, 2022 City Council meeting Recreation and Community Services Director, working with the Police Chief and Public Works Dir. Recommend security upgrades at Oak Knoll Park to City Council as part of the 2023 Seven-Year CIP. 2. By June 1, 2022 Recreation and Community Services Director, working with a consultant Complete the Cypress Community Festival Association and the Primary Participants conflict resolution and relationship management project and present the results to the City Manager. 3. At the Sept. 12, 2022 City Council Meeting Public Works Director, working with the Recreation and Community Services Director Recommend to the City Council for action plans and specifications for Senior Center interior improvements. E THREE-YEAR GOAL: MAINTAIN HIGH QUALITY AND HIGH VALUE SERVICES FOR THE COMMUNITY WHEN WHO WHAT STATUS COMMENTS DONE ON TARGET REVISED 1. Ongoing City Manager and City Attorney, working with the City Council Assess and respond to the California Voting Rights Act Challenge and potentially consider changes to the City’s system for electing Council members. 2. At the Mar. 28, 2022 City Council meeting City Manager Present to the City Council a Community Leadership Program to educate and develop current and future leaders. 3. At the May 23, 2022 City Council meeting City Clerk, working with the City Council ad hoc sub-committee (Paulo Morales and Anne Hertz- Mallari) and a consultant Present final results of the 2022 Community Survey to the City Council for information. 4. By Sept. 1, 2022 Planning Director Host a Neighborhood Preservation Program meeting for the neighborhood generally bounded by Valley View to Moody St. and Ball Road to Cerritos Ave. Provide a status report on the pilot Program to the City Manager. 1 CITY OF CYPRESS STRATEGIC PLANNING WORKSHOP March 8, 2021 • v ia Zoom Marilyn Snider, Facilitator – Snider and Associates (510) 459-5540 Gail Tsuboi, Recorder – Tsuboi Design (925) 376-9151 MISSION STATEMENT The City of Cypress, in partnership with the community, sustains and enhances our safe, attractive and quality environment in which to live, work and play. VISION STATEMENT Cypress, an engaged and diverse community, will honor the past and embrace sustainable growth for families and businesses to prosper. CORE VALUES/GUIDING PRINCIPLES (not in priority order) The City of Cypress values…  Integrity  Accountability  Transparency  Fiscal prudence  Teamwork  Responsiveness to the community THREE-YEAR GOALS 2020-2023 * not in priority order  Maintain infrastructure and facilities  Maintain financial stability and promote economic activity  Enhance and maintain public safety  Enhance recreation facilities and programs  Maintain high quality and high value services for the community 2 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT March 9, 2021 City Manager Distribute the retreat record to all invitees. Within 48 hours of receipt All recipients Read the retreat record. March 15, 2022 Executive Team (City Manager-lead) Review the “Weaknesses and Challenges” list for possible action items. By March 21, 2022 Dept. Heads and City Manager Share and discuss the updated, draft Strategic Plan face-to-face with staff. At the March 28, 2022 City Council meeting City Council (Mayor – lead) Present the updated Strategic Plan to the public. March 29, 2022 City Clerk Place the updated Strategic Plan on the City’s website, including the “Strengths and Accomplishments.” Monthly Leads report updates by the 22nd of the month City Council City Manager, with input from the “leads” of each objective Monitor progress on the goals and objectives and revise objectives (add, amend and/or delete), as needed. Monthly City Manager Prepare and distribute the updated Objectives Monitoring Matrix/Grid to the City Council, City Staff and on the website. Sept. 29, 2022 (Thursday) 8:30am – 1:00pm City Council City Manager City Attorney Executive Team Strategic Planning Retreat to: - more thoroughly assess progress on the Goals and Strategic Objectives; and - develop Strategic Objectives for the next six months of the Strategic Plan. 3 S.W.O.T. ANALYSIS Strengths – Weaknesses - Opportunities – Threats STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF CYPRESS SINCE THE SEPT. 14, 2021 STRATEGIC PLANNING WORKSHOP Brainstormed Perceptions from Participants: • Police station modernization • Lexington Park • Arnold Cypress Park design contract • Housing Element submitted to State • City Council pandemic recovery plan • Provided COVID-19 testing for the community • Financially sound throughout the pandemic • Continued hiring employees during the pandemic • Reopening of Senior Center and PD • Received the Government Finance Officers Association’s Distinguished Budget Award with Special Recognition for performance measures • Clean Audit results • Approved pandemic recovery plan • Approved the FY 2022-23 Budget Calendar • Hired 10 new full-time employees • Completed information technology disaster recovery plan • New State of the City month and format • New Community Festival month and format • New 5K/10K race month • Upgraded quarterly RCS guide with bimonthly The Progress newsletter • Approved contract for redesign of Cypress Arnold Park • Construction of Lexington Park • Successful community forums on California Voting Rights Act/election system • Brought back the Holiday Sing and celebration • Addressed Police Officer vacancies • Addressed disinformation campaign regarding Lexington Park • Completed remodel of Police Station • Launched Neighborhood Preservation Program • Approved conditional use permit for Cypress School District headquarters redevelopment • Completed Senior Center restroom upgrade • Reopened Senior Center to full operation • Approved civility, conduct and governance policy 4 • Approved updated policy for adding items to the City Council agenda • Improved relations with Lexington Park neighborhood • Approval of organic waste recycling program • Completion of Lexington Park • Hosted three public forums to engage and educate the community on California Voting Rights Act • Successful community events such as the Run, Festival, and tree lighting • Completion of the new PD headquarters • Implemented the Neighborhood Preservation Pilot Program • Began process to conduct an updated community survey • Launched the new bi-monthly city newsletter, The Progress • Successful State of the City • Completed construction and reopened the modernized Police Department • Completed construction of Lexington Park • Awarded a design contract for Arnold Cypress Park • Hired an Associate Engineer • Completion of Lexington Park • Full reopening of the Senior Center (classes, in-person dining, fitness center) • Expended $105,000 meal gap services grant • Celebrate Cypress and other community events • The inaugural The Progress was mailed out to residents to provide information on City events and happenings • Final stretch of Lexington park • Opened remodeled Police station • Award winning Finance department • Progress implementing Housing Element (and Regional Housing Needs Assessment) • Increased engagement on social media • Fully staffed and cohesive Executive Team THE CITY’S CURRENT INTERNAL WEAKNESSES/ CHALLENGES Brainstormed Perceptions from Participants: • Police Officer recruitment • Major, expensive infrastructure needs • Retention of employees with other competitive cities • Employees hired during pandemic learning culture and developing skills • Council Member with her own agenda/not the city’s best interest • Dysfunction on the dais • Loss of institutional knowledge/experience looming due to retirements 5 • Employee morale and city image damaged by recent City Council behavior • Politics taking precedence over core purposes/productivity • Wasting City resources on nonsense • A Council Member solicited a California Voting Rights Act claim against the city • Potential lack of qualified City Council members for upcoming election • Strong disharmony among City Council Members • Staff discouragement/frustration due to public criticism by City Council • Disruption to normal rhythm of business and accomplishment of Strategic Plan objectives due to regular addition of items unrelated to City-business to City Council agenda by Council Members • Council Member refusing to work with the City Manager • Ongoing threat of litigation for alleged violation of California Voting Rights Act • Too many distractions from our day-to-day business • Continued strife from City Council working relationships • Requests for delays on routine city business agenda items • Council Member bringing partisan politics into city and inciting attacks against her colleagues • Upcoming election and City Council turnover • Council Members taking-up dishonest residents causes and sharing confidential information with those who would harm the city • Council Member using identity and party politics to divide community • Lack of staff resources compared to workload • Changes in State law making Municipal Codes obsolete • Being a victim instead of a team member • Workload and lack of resources is hindering forward momentum on projects which are a positive for the City • Council Member who can’t understand staff’s role and won’t trust us • City Council’s inability to work together • Council Member Marquez is unable/unwilling to prepare for City Council meetings • Council Member’s actions eroding public trust in the organization and staff • Declining employee morale and motivation due to City Council behavior/action and pandemic fatigue • Council Member’s lack of preparation for meetings • Changing from cooperative City Council atmosphere to one with conflict • One Council Member recruiting residents to attack the others • Not asking questions in advance for agenda items • Appearance of not being adequately prepared for City Council meetings • Relationships between the Festival and its primary participants • The need to train new staff on the “Cypress” way • Combat the spread of false information • At-large vs. by-district elections • City Council dysfunction and its impacts on potential retirements and resignations 6 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF CYPRESS IN THE COMING YEAR Brainstormed Perceptions from Participants: • Change from mid-term elections • Voter participation • Sales tax continues strong • Shea and Amazon developments • Strong community support • Moving out of COVID-19 procedures and back to normal business practices • COVID-19 may be done • Elections at local, state and federal levels • Strong economy continues • More wet weather; end of drought • 2022 election • Federal tax dollars boosting budget • Continued/increased programs for residents • Reopening and improving economy • High vaccination rates and moving out of the pandemic • Entering into summer with a resumption of recreation activities and services • Potential for a recall • Federal funding boosted the economy • Construction began on Shea and two large residential projects which will bring jobs and housing • Federal pandemic recovery spending • Increase in property taxes • Pension reform impacts starting to materialize • Infrastructure spending • Lifting of pandemic restrictions • New technology solutions • Less restrictive COVID-19 guidance • Program and event partnership opportunities – community giveback • Reduction of impact of COVID-19 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF CYPRESS IN THE COMING YEAR 7 Brainstormed Perceptions from all Participants: • Residents not engaging on important city issues • Recession/high inflation • Outside interests disrupting Cypress • Ongoing inflation (gas prices) • Possible district elections • Russia/Ukraine war • Laws reducing criminal offenses adding to public safety concerns • Elections at local, state and federal levels • War • Drought • Recession • Inflation • Dishonest residents influencing unprepared Council Members • City Council turnover • COVID-19 keeps on going • Invasion of Ukraine creating global chaos • Record inflation • Strong division among political parties • Polarization of population • Adherence to green energy policies driving up energy prices • 2022 election • Distrust in elected officials and government • Continued issues with COVID-19 • Direction/response to California Voting Rights Act action letter • Uncertainty with Los Alamitos Race Course property (what/when) • Regional Housing Needs Allocation mandates from State • Continuing polarization within the country, state, and community • High inflation and fears of a recession • Private sector salaries respond faster to the tight labor market making it difficult to find qualified employees • Increasing litigation threats and lawsuits against the city • Lack of understanding of the role of city government by the public • Incorrect and biased information circulated in local newspaper • Misinformation circulated and perpetuated on social media • War • Economic uncertainty and volatility • Inflation • Supply chain • Uncooperative utilities 8 • Rising costs of goods and services • Job market competition • Political divisiveness • Inflation will create wage demands the city cannot meet • Election season could be difficult • California Voting Rights Act challenge • Disruption of local issues with national party political agenda 9 STRATEGIC PLAN ELEMENTS Marilyn Snider, Strategic Planning Facilitator * Snider and Associates (510) 459-5540 “SWOT” ANALYSIS Assess the organization’s: - Internal Strengths - Internal Weaknesses - External Opportunities - External Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future—what the organization will BECOME CORE VALUES What the organization values, recognizes and rewards—strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to accomplish (consistent with the Mission and moving the organization towards its Vision) – usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when, who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives; includes setting new objectives every six months © 1995 Snider and Associates