CC 2019-05-14_11a Discussion_Visioning and Strategic PlanningMEMORANDUM
TO: CITY COUNCIL
FROM: JAMES A. BERGMAN, CITY MANAGER
SUBJECT: DISCUSSION BY THE CITY COUNCIL RELATED TO VISIONING AND OTHER
STRATEGIC PLANNING TECHNIQUES
DATE: MAY 14, 2019
SUMMARY OF ACTION:
This is an opportunity for the City Council to have an open discussion and dialog amongst
its members and with staff and the community to begin to identify common issues and
direction for the City organization.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
No impact to financial or personnel resources.
RECOMMENDATION:
Receive information about various visioning and other strategic planning options and
provide direction to staff.
BACKGROUND:
On March 12, 2019, Council Member George requested, and the Council concurred, that
items be placed on a future agenda regarding Council priorities, as well as revenue
generating ideas. This item is in response to the first request and the revenue generating
item will follow at the next meeting.
ANALYSIS OF ISSUES:
Introduction
Developing a clear vision, mission, and goals is difficult for any organization; however, it
is arguably much harder for a City of 18,000 residents all with differing views to achieve
this task. Frequent communication between all parties is paramount to ensure a
responsive and effective local government (See figure 1).
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DISCUSSION BY THE CITY COUNCIL RELATED TO VISIONING AND OTHER
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MAY 14, 2019
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Figure 1. Basic organizational structure of the City of Arroyo Grande. Understanding
the needs, wants and priorities of 18,000 people and communicating that to
professional staff is a daunting task.
Having a desire to establish a vision and create plans to make that vision a reality is a
sign of good stewards of an organization. Creating this vision most likely will not occur in
one meeting. As a result, this staff report aims to be a starting point in providing basic
information of a visioning process.
Staff has included a document created by the Municipal Elected Officials Institute of
Government that provides a comprehensive overview of Visioning, Strategic Planning and
Goal Setting (Attachment 1).
Current Tools
In order to assist the Council, Figure 2 presents common strategic tools used by
organizations and an indication of how the City currently uses these tools. This analysis
indicates that the City does not currently have an up-to-date vision statement, mission
statement, or strategic plan, although they have been developed and used in the past.
The Citizens (18,000+)
The City Council
City Attorney City Manager
City Employees
Appointed
Advisory Bodies
Item 11.a. - Page 2
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CITY COUNCIL
DISCUSSION BY THE CITY COUNCIL RELATED TO VISIONING AND OTHER
STRATEGIC PLANNING TECHNIQUES
MAY 14, 2019
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Figure 2. Common strategic tools used by organizations and an indication of how
the City uses these tools.
Document Definition Example City Document
Vision
Statement
A declaration of an organization's
objectives, intended to guide its
internal decision-making.
None stated - Assumed to protect
the public health, safety, and
welfare of the residents.
Mission
Statement
A mission statement is a short
statement of why an organization
exists, what its overall goal is,
identifying the goal of its operations:
what kind of product or service it
provides, its primary customers or
market, and its geographical region of
operation.
Current mission statement is
incorporated in the City’s
Administrative Polices with the
Organizational Values -
Assumed to provide enhanced
government services, resolve
community disagreements
(through Resolutions), and enact
laws (through Ordinances)
benefiting the community in
general.
Value
Statement
A value statement is a declaration that
announces a company’s top priorities
and core beliefs, both to guide their
employees’ actions and also to
connect with consumers. A value
statement gives clarity about the
management perspective on who the
company is today, how they act and
who they want to serve, and the
culture they nurture in their company.
Organizational Values followed
by City Staff (Attachment 2).
Includes mission statement and
customer service philosophy.
Strategic Plan Strategic planning is an organization's
process of defining its strategy, or
direction, and making decisions on
allocating its resources to pursue this
strategy.
In 2007, the City Council adopted
a 10-year Strategic Plan
(Attachment 3). Other City plans
can be considered strategic
plans such as the General Plan,
Water System Master Plan,
Bicycle and Trails Master Plan,
Sewer System Management
Plan, and the Critical Needs
Action Plan used during the
recession.
Budget A budget is a financial plan for a
defined period, often one year.
Companies, governments and other
organizations use it to express
strategic plans of activities or events in
measurable terms.
The City’s Biennial Budget is a
spending plan for a two-year
period of time.
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Short-term Direction and an Argument for the Need of a Clear Vision for the Future
As noted, the analysis in Figure 2 indicates that the City does not have a vision statement,
updated mission statement, or a current strategic plan. Even with these documents not in
use, it would be unfair to describe the City organization as rudderless. On a daily basis,
the City functions well due to a tested organizational structure, policies, procedures,
dedicated and capable professional staff, community volunteers, active and involved
citizens, and entrusted elected officials. For instance, on a daily basis, City staff utilizes
the budget to allocate resources and complete identified priorities including large capital
improvement projects.
The current adopted budget is balanced and focuses on closing a projected
expense/revenue gap of $900,000 per year. The budget continues to address a common
theme of a slow decline in financial resources, increased State mandates and regulations,
and decreasing available staff. The main goals of the Biennial Budget are:
1. Within two years, reverse the expense/revenue gap by doing the following:
a. Within the first year of the budget, reverse the gap between expenditures
and revenues to result in approximately $157,000 surplus to be added to
the reserves. This equates to reducing expenses by $450,000.
b. By the end of the second year of the budget, reverse the gap between
expenditures and revenues to result in a $1,386,000 surplus to be added
to the reserves. This equates to further reducing expenses by $450,000.
c. Goals a. and b. shall be accomplished by:
i. Focusing City resources first to services identified as “Core and
Essential” and fund these services to fully meet adopted City
policies.
ii. Ensuring that Core and Essential services are “Right Sized” based
upon accepted metrics of service outcomes.
iii. Analyzing “non-core and non-essential” services and make budget
recommendations of how the City can more efficiently provide the
service, find another entity to provide the service, or find additional
revenues to support the service.
2. Increase revenues by:
a. Analyzing City costs to provide services and consider achieving full cost
recovery for a wider range of services.
b. Encouraging economic development in order to achieve identified service
outcomes for core and essential services (this will require the addition of
$180,000 in revenue above and beyond normal assumptions starting in
year three growing to total new revenue of $390,000 by year 10).
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3. Reduce exposure to volatility of pension payments by the end of year two by:
a. Analyzing and making recommendations on tools such as pension
prepayments and Section 115 Trusts.
4. Begin to study options to develop new revenue sources such as a future tax
measure for new or expanded services.
With two months remaining in the first fiscal year of the Biennial Budget, most of the
actions expressed in the first year of the budget have been completed as shown below:
Reducing operational costs by approximately $86,000 in FY 2018-19 and
$160,000 in FY 2019-20. [Completed]
Increasing fees for services in the Community Development Department and the
Recreation Department. [Completed]
Paying down $5 million in CalPERS unfunded liability debt. [$3 million was paid
to CalPERS early in the fiscal year, with $2 million remaining to be paid upon
Council’s upcoming approval of the second year of the budget.]
Reducing staffing levels and in turn service levels in the community by 7.4 full time
equivalent employees. Staff reductions and reorganizations are seen in the
Community Development Department, Public Works Department, and the Police
Department (non-sworn positions). [Completed]
At the recent Mid-Year Budget report, $197,000 was allotted for unanticipated core needs.
These one-time needs offset the $86,000 in operational reductions implemented through
the budget.
Figure 3. Recently revised budget expenditures.
However, on the revenue side, revenue projections were increased by $353,000.
Item 11.a. - Page 5
General Fund Expendi~·_tur_e_s._· -------------------------~
Summary of Requ ests:
Coverage fo r employee medical leave
Annual Me mbership to the Leagu e of CA Cities
Election Costs
Contract Engineering Ser vices
Fire Station 1 Generator repair
Tree work for fire hazard fuel modification
Repair to 10-year-old riding mower
City Hall Roof replacement
Animal Services Shelter Increase
Part-time staff salary increase
Total Gene ral Fund
$24,400
6,730
8,215
43,200
4,100
12,000
3,500
60,000
20,000
15,000
$197,145
CITY COUNCIL
DISCUSSION BY THE CITY COUNCIL RELATED TO VISIONING AND OTHER
STRATEGIC PLANNING TECHNIQUES
MAY 14, 2019
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Figure 4. Recently revised budget revenues.
After a closer look at these assumptions, it is apparent that the increase in Building and
Planning Fee revenue is an intended result of the budget capturing the true cost of these
services in an active construction market. Likewise, revenue from the sales of surplus
police vehicles was expected. With the remaining sales tax estimate revision and revenue
from new telecommunication leases, the City is projected to end up $26,000 ahead of
projections. Staff advises that these adjustments should be seen as one-time unexpected
anomalies and not as reoccurring revenue.
Recent direction related to the City’s funding share of the Five Cities Fire Authority will
see a proposed increase of $57,000 in FY 2019-20. Continuing participation in the FCFA
will see additional General Fund obligations of $129,952 in FY 2020-21, $321,083 in FY
2021-22, and $414,000 in FY 2022-23.
Figure 5. Projected variation from the current Biennial Budget and forecasted
impacts to future budgets.
Although these items are a small part of the budget, which itself is based on many
assumptions, this highlights an important component of achieving fiscal and
organizational stability in order to provide critical services.
In addition to the two-year Budget, at the direction of Council, previous City Managers
and Department Directors developed assessments of unfunded or severely underfunded
2018‐19 2019‐20 2020‐21 2021‐22 2022‐23
Target Annual Savings Goal 450,000$ 900,000$ 900,000$ 900,000$ 900,000$
Increased Revenue Projection 29,000$
New FCFA Expenditures ‐$ 57,000$ 129,952$ 321,083$ 414,117$
Projected Savings 479,000$ 843,000$ 770,048$ 578,917$ 485,883$
Over/(Short) of Target Savings 29,000$ (57,000)$ (129,952)$ (321,083)$ (414,117)$
Current Biennial Budget Future Budgets
Item 11.a. - Page 6
Gen eral Fund R ev e nue s:
Additiona l b u dgete d r ven ues ar proposed to taling $353,000 for FY 2018-19 in the Gen eral Fund. Significan t varian ces
are d escribed below.
• Sales Tax -Based on th most r ecent estimates from the City's sales tax consul tant, an increase of $36,000 is projected.
• T e lecommunication Site Leas e s -Du to th approval of two additional cell si te leases, an increase in reven u s of
$65,000 is projected.
• Building & Planning Permits and Fees -Due to the increase in activity, an increase in building and p lanning revenues
of$95,000.
• Sale of equipment/m aterials -As previou sly approved by the City Council, the Mid-Year budget reflects the sale of
surplu s police vehicles, estimated a t $35,000. The p roceed s of the sale have been alloca ted to the p urchase o f new li ght
bars, sirens and other equipment needed fo r the replacement police patrol flee t.
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MAY 14, 2019
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needs to core City infrastructure including Pavement (roads and parking lots),
sidewalks/concrete, drainage facilities, parks, and government buildings. These studies
indicate that the City needs to invest an additional $2.4 million annually to maintain
facilities already owned by and serving the community. It should be noted that this total
still allows decrease in pavement condition index (PCI) over time and that an additional
$1.16 million would be needed to keep the PCI at 70 in order to avoid larger maintenance
costs in the future. Together these needs total over $3.5 million in unfunded annual
infrastructure upkeep. Future debt service for the Brisco Interchange project will reduce
available Measure O-06 funding which primarily supports these capital improvement
projects.
Past Strategic Plan Efforts
Early in 2007, City staff developed a comprehensive and detailed 10-year Strategic Plan
and presented it to the City Council for review and adoption. After review, the Council
directed additional time for community input before reviewing the document for a second
time and adopting the plan by Resolution. This document is included as Attachment 3.
Next Steps
If the Council wishes to pursue a visioning effort, direction can be given to staff to develop
a plan. Helpful direction could include preference on facilitation (staff or outside facilitator),
setting (retreat, workshop, public hearing), and overall scope.
ADVANTAGES:
This item will allow the Council to openly discuss and provide direction related to future
visioning efforts.
DISADVANTAGES:
No disadvantages identified.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the report and provide direction to staff; or
2. Provide direction to staff.
ENVIRONMENTAL REVIEW:
In accordance with the California Environmental Quality Act (CEQA) and the State CEQA
Guidelines, it has been determined that this item is not subject to CEQA Per Section
15061(b)(3) of the Guidelines, regarding the common sense rule that where it can be
seen with certainty that there is no possibility of a significant effect on the environment,
an activity is not subject to CEQA.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted in accordance with Government Code Section 54954.2.
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DISCUSSION BY THE CITY COUNCIL RELATED TO VISIONING AND OTHER
STRATEGIC PLANNING TECHNIQUES
MAY 14, 2019
PAGE 8
ATTACHMENTS:
1. Municipal Elected Officials Institute of Government; Visioning, Strategic Planning and
Goal Setting
2. Administrative Policy A-002 – Mission and Value Statements/Customer Service
Philosophy
3. City of Arroyo Grande 10-year Strategic Plan (2007)
Item 11.a. - Page 8
Visioning, Strategic Planning AndGoal SettingJeff Shacker, Field Services Manager, Municipal Association of S.C.ATTACHMENT 1Item 11.a. - Page 9l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
“The Future Isn’t A Gift. It Is To Be Achieved”This quote from Robert Kennedy still rings true – especially given the challenges facing government today. Many of these challenges are a product of not anticipating the long-term consequences of short-term politically popular decisions.Consider: runaway deficits, the burst of the financial bubble, unsustainable public pension plans and municipal bankruptcies.“The future ain’t what it used to be” - Yogi Berra.The simple truth: resources are tighter than ever and it may get worse.Item 11.a. - Page 10l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
The ChallengeEvery newly elected official confronts the question “Was I elected to do what the people want or to govern well?”All councils operate in two simultaneous realities: the here and now (what people want) and the future (stewardship of the community’s future).While appealing - how do you really know what the “people” want?The reality is that deciding what the people want boils down to making difficult choices between numerous and conflicting wants.It also requires choosing between short-term wants and long-term priorities.Item 11.a. - Page 11l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
The Importance Of PerspectiveHighly effective councils see themselves existing to:oThink about and plan for the future.oEstablish vision and well-defined strategic priorities.oDefine results to be achieved.oEmpower employees to produce those results.oMaintain relationships with residents and business leaders that instill confidence in council’s leadership.oDemonstrate stewardship for the city’s future and provide leadership that ensures the actions taken today produce the desired future.Item 11.a. - Page 12l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Strategic Leadership: What Is It; Why Do It?People are future seeking. However, they must be able to visualize what they want the future to be and then decide how to make it a reality. Strategic leadership is a process that brings people together to think about the future, create a vision, and identify ways to make that future happen through determination, teamwork, and discipline.This is a primary function of leadership (i.e. making desirable things happen that would not happen otherwise and preventing undesirable things from happening that would otherwise occur).Item 11.a. - Page 13l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
A strategic leader always comes at you from the future and then takes you “back to the future” from the present.The journey starts with vision, evolves to strategic issuesthat must be addressed to achieve that vision, and then culminates with the development of long-range goalsand objectivesthat provide decision-making and budgetary direction.“Back To The Future”Item 11.a. - Page 14l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
“Living Month To Month”Simply going from one budget to the next, and from one monthly meeting to the next can be limiting – putting your community’s future in the hands of chance and rendering your decision making reactive instead of proactive.A council’s primary responsibility is not just to decide routine matters at meetings. It is to accept responsibility for shaping the community’s future by determining what citizens’ desire for their city’s future and achieving it.For councils to be effective leaders, they must have a strategic perspective that enables them to make decisions at regular council meetings that are consistent and rational.Item 11.a. - Page 15l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
What Is Strategic Planning?Strategic planning in municipal government is the process by which council, as leaders, determines what it intends for the organization and community to be in the future and how it will get there.It involves developing a vision for the organization's future and determining the necessary goals, priorities, and action strategies to achieve that vision.Strategic planning serves as a roadmap and is used to prioritize initiatives, resources, goals, and department operations and projects. It involves big-picture thinking focused on directing efforts and limited resources toward clearly defined priorities.Item 11.a. - Page 16l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
The Strategic PlanEach member of council may, to a varying degree, have a different agenda.The Strategic Plan serves as a compass – without it, differences of opinion on council disrupt progress. With a properly prepared plan, the focus is on accomplishing council’s agreed upon priorities.The plan focuses council on the Endsto be achieved and the staff, volunteers and partners on the Meansnecessary to achieve those results.Other implementation efforts and plans (i.e. comprehensive land use plans, financial plans, and development plans) are policy and decision making tools that assist the council in achieving its vision for the city or community.Item 11.a. - Page 17l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
TerminologyVision: What are we trying to accomplish?Mission: What will this organization do to accomplish it?Values: In what manner shall we go about accomplishing it?Issues: What are the barriers we must face to accomplish it?Strategies: What will we do about it?Goals: Statements of what we hope to accomplish.Objectives: Component parts of goals that are even more specific andinclude performance measures and timeframes.Benchmarks: Performance targets.Item 11.a. - Page 18l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
A Strategic Planning Process1. Agree on the strategic planning process.2. Determine your SWOTs.3. Define the city's values, community vision and mission.4. Develop a shared vision for the organization.5. Establish goals for the organization. 6. Develop an action plan of specific objectives that address your goals.7. Finalize the written plan.8. Add procedures for monitoring and reporting progress.Item 11.a. - Page 19l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
First Things First –Agree On The ProcessIdeally this is done at a work session with key staff present.Education on what strategic planning is and how it is done.The value to the organization and community, in terms of providing a common vision and focus.The cost of strategic planning should be considered (financial and personnel)Define the horizon for the plan.Establish the process, the steps and who will be responsible for each step.Item 11.a. - Page 20l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
And Make Sure You Know Your SWOTsSWOT = Strengths, Weaknesses, Opportunities and Threats.This exercise helps provide an understanding of how your city or town relates to the external environment, what it’s internal capabilities are and serves as a baseline data for the strategic plan.oExternal component= identify and assess opportunities and threats.oInternal component= assess the strengths and weaknesses of your organization.Item 11.a. - Page 21l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Now You’re Ready To BeginItem 11.a. - Page 22l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Values, Community Vision And MissionConsider beginning your strategic planning by agreeing on the following: The Organization’s core values – those beliefs or principles that guide the organization; these values are shared by council and staff, strongly held, and not easily changed.Community Vision – Council’s vision for the community; this is council’s image of what the community could be.Mission –the stated purpose for your municipality’s existence; think of it as your organization’s public statement of the contribution it promises to make to help accomplish the community vision. Item 11.a. - Page 23l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
A Shared Vision For The OrganizationThe concept here is that the organizational vision is dependent upon or subordinate to council’s vision for the community.Develop a vision of where council wants the organization to be in Xnumber of years, and then define strategies that will get it there.The vision might describe the organization in terms of broad categories (i.e. mix of services, reputation and key accomplishments), and/or it may provide descriptions of specific characteristics that define it.For a small town, a joint council-staff process may be effective. For a larger organization, a two-stage process (staff first and then council).Item 11.a. - Page 24l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Goal SettingSet goals that, assuming the city is successful in addressing its mission, describe the organization in a specified number of years. The jump from vision to goals is usually a short one.Sometimes the statements describing the vision are essentially goals (status statements describing the organization).Transforming the vision into a series of key goals for the organization is extremely valuable.Item 11.a. - Page 25l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
A Plan Of ActionYou’ve got a long-term vision of what you want your community and organization to look like – now what?The next step is development of an implementation plan. This work plan consists of objectives that address the goals.To be successful, your strategic plan must reflect current conditions.That is why council will want to limit the work plan (i.e. the objectives) to the first year covered by the plan and then update annually.Item 11.a. - Page 26l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Operative Words: Clear And AccountabilityObjectives must have clear time frames.They must be clearly assigned to an individual or unit. And they must be measurable.Objectives can relate to:oCity servicesoPrograms and InitiativesoProjects oEvents oRelationshipsItem 11.a. - Page 27l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
The Involvement Of Staff Is KeyDeveloping the annual work plans requires both council and staff input.Staff has valuable insight that council may not have. Staff can help council evaluate if the work plan is achievable.Are council’s expectations of what the city (council, staff, volunteers and partners) can achieve reasonable? Is it realistic? Can it be done?Item 11.a. - Page 28l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Put It In WritingFinalize a written strategic plan that summarizes the results and decisions of council.There is no set format per se, but consider the hierarchy of:oVisionoGoalsoStrategiesoObjectives oBenchmarks (Performance Targets)Council should then formally adopt the plan.Item 11.a. - Page 29l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Don’t Forget To Monitor And Maintain ItBe sure progress towards goals and objectives is monitored regularly.For some cities this may be monthly. Others, particularly small towns with limited staff, this may be quarterly.Develop a work plan annually at the beginning of each year.It should consist of strategies/objectives that have been reevaluated and revised based on progress made, obstacles encountered, and the changing environment (internal and external).Align the process with the budget cycle so that council’s priorities are addressed/funded in the annual budget.Item 11.a. - Page 30l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Some Thoughts On FacilitationThe retreat (and any other planning sessions) must be facilitated.The individual facilitating the meetings should be (or be made) knowledgeable about the organization and community.They should be someone:oSkilled in small group processes oNon-directiveoCommitted to full discussion of the issuesoCommitted to full participation of all council membersoTask-oriented oAble to keep the process moving forwardItem 11.a. - Page 31l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Some More Thoughts On FacilitationA member of staff or council may be capable of facilitating the meetings.However, using an outsider, or consultant, often produces better results.They may be better able to navigate potential land mines and complicated relationships that may exist on council because they bring no baggage to the process.When facilitated by a member of staff or council, that individual is not able to fully participate because they are too focused on facilitating the process. A 3rdparty usually can be more direct than a member of staff or council.Item 11.a. - Page 32l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
In Closing…Process matters: If the plan isn’t done properly, you won’t use it.Agreement: If there isn’t consensus, there isn’t a plan.Simplicity: The harder it is to understand, the less it will be used.Length: The longer it is, the less it will be used.Clarity: Clearly define all objectives, assignments and time frames for completion.Measurement: Create measures to determine and/or quantify success.Item 11.a. - Page 33l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
In Closing…Monitor: Keep tabs on and regularly report progress to council. Revisit: Review the previous plan’s results before beginning a new one.Refer: Look to the plan for guidance during the budget process and during the policymaking process.Commitment: Success is more about commitment and determination than it is about an expensive and complicated plan. Scalable: Every city, no matter its size, can benefit from strategic planning provided there is a commitment to the process and plan.Item 11.a. - Page 34l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
ResourcesCity of Rock Hill, S.C.www.cityofrockhill.comMunicipal Association of South Carolinawww.masc.scKeywords:strategic planningMunicipal Research and Services Center (MRSC)www.mrsc.orgItem 11.a. - Page 35l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
Questions?Item 11.a. - Page 36l ME07~ ~un_icipal Elected Officials ,, Institute of Government------------------T
ATTACHMENT 2
Item 11.a. - Page 37
CITY OF ARROYO GRANDE ADMINISTRATIVE POLICIES AND PROCEDURES
POLICY#: A-002 SUBJECT: MISSION AND VALUE STATEMENTS/
CUSTOMER SERVICE PHILOSOPHY
ISSUED: 10/1/06
EFFECTIVE: 10/1/06
CANCELLATION DATE: N/A
SUPERSEDES: 6/1 /03
POLICY:
The policy of the City of Arroyo Grande is to develop a Mission Statement, Value
Statements and a Customer Service Philosophy under which the City may effectively
serve the community. The organizational values have been established by, and
committed to, by all employees. They serve 81? the framework by which those in the
organization make decisions, operate, and treat each other and those we serve.
PROCEDURE:
1. Mission Statement
2.
The mission of the City is to make Arroyo Grande the best place possible for
everyone who lives, works and visits here.
Organizational Value Statements
We, as an organization, share the following values, which guide our actions and
decisions. They serve as the driving force for how we operate and treat our
customers and each other. Our collective commitment to these values enables
us to create a positive environment in which to work and serve. As a government
agency, we alsq recognize our responsibility to serve at a higher level of ethics
and accountability. ·
A. Pride
We are proud of the important role each of us plays in serving the
community and strive to do so through common vision, innovation, and
creative problem solving. We are motivated by our responsibility and by
those who depend on us to make Arroyo Grande the best place possible
for all who live, work and visit here.
B. Service
We are committed to providing excellent customer service, striving to
exceed the expectations of those we serve, both within the community and
Item 11.a. - Page 38
POLICY #: A-002
MISSION AND VALUE STATEMENTS/ CUSTOMER SERVICE PHILOSOPHY
PAGE2
3.
the organization. We shall be responsive to our customers in a timely,
courteous, and friendly manner. While serving our community, we
recognize the importance of each individual's needs.
C. Professionalism
We conduct ourselves in a professional manner at all times, treating the
public and each other with respect, integrity and honesty. We maintain
credibility and trust by applying current knowledge and skills in the
interests of those we serve.
D. Teamwork
We work effectively toward achieving common goals through cooperation,
coordination and communication. In working together, each of us is
committed to doing our part for the benefit of the team. We create a
special work environment by supporting each other, recognizing each
employee's accomplishments, and maintaining a spirit of humor and fun.
E. Commitment
We are dedicated, loyal and work hard to always do our best, while
continuing to strive for improvement. We hold ourselves accountable for
our actions and perform our responsibilities through a deep commitment to
benefit the community we serve and to make a positive difference. We
strive for the highest quality in the work we do, while carrying out our
responsibilities in a fiscally sound and responsible manner.
Customer Service Philosophy
We provide Arroyo Grande customers -residents and businesses -with
exceptional public service, quality, and responsiveness. We believe that public
confidence in local government is strengthened by our successes. We
accomplish these purposes through adherence to the following beliefs:
A. We believe that customer service is everyone's business in the
m~nicipal organization.
B. We are driven to create a reputation for superior service.
C. We hire good people and train them so they have the knowledge and
skills to achieve the superior service standards we maintain.
D. We are consistently excellent. We know that sustaining exceptional
customer service is an ongoing effort; no matter how many times we do it
right, we have to do it all over again.
Item 11.a. - Page 39
POLICY #: A-002 .
MISSION AND VALUE STATEMENTS/ CUSTOMER SERVICE PHILOSOPHY
PAGE3
E. We are friendly and approachable, no matter how chaotic the day has
been.
F. We are the best source of information, which must be accurate and up-
to-the-minute, about City services.
G. We solve problems, rather than passively apply bureaucratic standards.
H. We treat our customers as individuals. We empathize with the
problems of other human beings. We will spend sufficient time with
customers to ensure that we thoroughly understand their requests and
consider alternative solutions to their problems.
I. We tell our customers our names when they .contact us and invite
them to recontact us in the future.
J. We listen -genuinely listen -to our customers to ascertain their requests
and how they evaluate our performance.
K. We respond to customer requests and undertake timely follow-up
activities to ensure their satisfaction.
L. We explain what we are doing and what will happen next. When we do
. not know what will happen next, we promise to find out and recontact the
customer within one working day.
M. When we make mistakes, we promptly recover in a positive, managed
effort to attack the customer's problem so thoroughly and wholeheartedly
that there will be no possibility the customer might leave discouraged,
disappointed, or wishing he/she had never gotten involved with the City in
the first place. We recontact our customers when we make a mistake,
facilitating the prompt recovery of our errors, providing exceptional
attention to customer requests, and monitoring of corrective action.
N. We apologize in the first person. We say "please" and ''thank you." We
know that even the largest institutions are evaluated based on the quality
of the frontline contact.
0. We take pride in our appearance and in how we "sound" to others. We
know there is only one chance to make a good impression. Excellent
voice modulation is as important as how we dress.
P. We remember to say "good-bye" and request our customers to contact
us again. Last impressions are equally as important as first.
Item 11.a. - Page 40
POLICY #: A-002
MISSION AND VALUE STATEMENTS/ CUSTOMER SERVICE PHILOSOPHY
PAGE4
Q. We recognize the special challenge when contracting out for services.
We strive to make our customers' lives hassle free by insisting on
consistently high standards of quality and responsiveness from all our
contractors.
R. We suggest improvements in City procedures and enhancements to City
services to better serve the needs of our customers. We reduce red tape
and bureaucracy.
~l . ~
Steven Adams -
City fy1anager
ATTACHMENT 3
Item 11.a. - Page 41
.RESOLUTION NO. 4010
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE APPROVING A CITY 10-YEAR STRATEGIC
PLAN
WHEREAS, the City Council has determined it is in the best interest of the City to establish a
10-Year Strategic Plan document to provide a future agreed upon vision for the City and its
operations; and
WHEREAS, the Strategic Plan provides general strategic directions, as well as specific
strategies and goals to ensure the City's short-term actions are consistent with the ultimate
future direction the City is working to achieve; and
WHEREAS, the Strategic Plan is a key step in the City's approach of planning long-term to
identify needs and how best to address those needs in the most efficient and effective
manner; and
WHEREAS, Strategic Plan is based on community input obtained through a number of
planning processes and is adopted following a public hearing and 60-day public review
period; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande
approves the Arroyo Grande 10-Year Strategic Plan as set forth in Exhibit "A", which is
attached hereto and incorporated herein by this reference.
On motion by Council Member Costello, seconded by Council Member Fellows, and by the
following roll call vote, to wit:
AYES:
NOES:
ABSENT:
Council Members Costello, Fellows, Guthrie, Arnold and Mayor Ferrara
None
None
the foregoing Resolution was passed and adopted this 24 th day of April, 2007.
Item 11.a. - Page 42
RESOLUTION NO. L1010
PAGE2
ATTEST:
APPROVED AS TO CONTENT:
APPROVED AS TO FORM:
Item 11.a. - Page 43
CITY OF ARROYO GRANDE
10-YEAR STRATEGIC PLAN
APRIL2007
Exhibit "A"
OVERVIEW
The City's strategic plan provides an agreed upon vision for the future and a JO-year plan
for specific long-range strategies, goals and efforts to accomplish this vision. This
document does not prioritize efforts. Therefore, it is not a plan to identify specific
implementation of efforts on an incremental basis. Instead, the primary purpose is to
provide overall plan objectives to ensure that incremental steps and efforts are consistent
with the ultimate direction the City is working toward.
ECONOMIC DEVELOPMENT
Strategic Directions:
•
•
•
•
•
An ongoing and comprehensive effort shall be implemented aimed at job creation,
business retention and expansion, and new business development.
The Redevelopment Agency will be utilized as a proactive tool to meet economic
development objectives. This will require continued efforts to ensure that the
Redevelopment Agency is financially solvent. Priority shall be placed on
utilizing revenues from the Agency to finance projects that will generate future
tax increment, increase other City revenues, and accomplish multiple established
City goals.
While City revenue shall be an important goal of economic development efforts,
equally important shall be an emphasis on attracting businesses that meet the
needs of the community, maintain the character of the community, enhance
overall quality oflife, and incorporate quality design in new projects.
The importance of agriculture to the local economy and the unique challenges
faced by this industry to remain viable shall be recognized. This will require
creative efforts by the City to support the needs of agricultural enterprises.
Tourism is a key industry in San Luis Obispo County, yet Arroyo Grande has
historically not received a proportional benefit from this industry. As a result, the
City shall target efforts to develop visitor-serving businesses in the community.
Tactical Goals and Strategies:
•
•
Efforts shall be facilitated by the City to maintain and expand automobile
dealerships. Efforts are targeted at supporting existing businesses at current
locations during the future short and mid-term periods and potential relocation to
enhanced sites as a long-term strategy. Specific goals include assisting auto
dealerships in acquiring property to address space needs, enable expansion, and
achieve potential attraction of an additional dealership to the Traffic Way
corridor. Long-term goals include transition of Traffic Way toward uses that will
integrate with the Village core ifrelocation of the dealerships can be achieved.
Sites identified in the Hotel/Motel economic development strategy shall be
marketed to potential developers. The goal shall be to attract and approve three
new quality hotels for development in the City over the next I 0-year period.
Item 11.a. - Page 44
• Retail recruitment strategies shall be developed and implemented to attract new
restaurants and retail businesses to E. Grand A venue meeting unmet needs.
• The Redevelopment Agency shall pursue incentives to attract redevelopment
projects to the southwest comer of E. Grand Avenue/Courtland Street, the
southwest comer of E. Grand Avenue/Elm Street, the northwest comer of E.
Grand A venue/Brisco Road and the southwest comer of El Camino Real/Oak
Park Boulevard.
• Efforts shall be facilitated to promptly implement developer driven improvements
necessary to complete development of the Five Cities Center.
• The City shall work with owners of the Fredericks and Williams family properties
to develop and approve specific plans that will generate revenue necessary to help
meet long-term needs of the community, including an interchange in the vicinity
of El Campo.
• Measures shall be implemented to attract visitor serving businesses, as well as
tourism promotion to increase the level and success of tourism activities in the
community.
• Efforts shall be developed and implemented to encourage office development on
Halcyon Road and medical uses adjacent to the hospital that will help support and
enhance the long-term economic success of the hospital.
• Public improvements shall be coordinated with business development to enhance
activity and orientation in the Village toward the creek, particular patios and
outdoor dining.
• A long-range plan to accommodate future parking needs in the Village shall be
developed and implemented, including new parking lots, a potential structure, and
consolidation of existing parking areas.
AFFORDABLE HOUSING
Strategic Directions:
• A proactive approach shall be taken by the City to address the need for housing
necessary to accommodate an adequate workforce and provide for a community
with people from different ages, backgrounds and income levels.
• Opportunities shall be created for increased density consistent with "smart
growth" principles.
• The City shall collaborate with all levels of government, the construction
industry, lending institutions and non-profit organizations to develop effective
affordable housing strategies and efforts.
Tactical Goals and Strategies:
• Policies and programs shall be implemented to increase inclusionary affordable
housing units constructed by housing development projects.
• Utilizing affordable housing in-lieu fee and Redevelopment Agency housing set
aside funding, the City and Redevelopment Agency shall work with the San Luis
Obispo Housing Authority, People's Self Help Housing, Habitat for Humanity
and other agencies and developers to coordinate development of, and provide
financial assistance for, the construction of low and very low income housing
units. The goal shall be for the City to assist a minimum of three new affordable
2
Item 11.a. - Page 45
housing development projects over the next 10-year period, including a total of at
least 50 affordable units and a combination of for sale and rental units.
• The inclusion of housing in "mixed-use" projects shall be encouraged to create
new housing opportunities and utilize land as efficiently as possible.
• Incentives shall be developed to promote an increase in construction of both
affordable and market rate rental units.
• New programs shall be studied and developed by the City designed to offer
financial assistance to first-time homebuyers.
• Programs to provide housing assistance for City employees shall be developed
and funded in order to provide an ongoing effective workforce, particularly
available within an effective distance at all times for emergency response.
• Permit processing shall be streamlined through automation, interdepartmental
coordination, and improved processes to minimize application processing time
and development review costs.
• Modest sized houses and lots shall be encouraged in many instances in order to
promote "affordability by design" and "smart growth" principles.
• Incentives shall be developed and implemented to encourage green build
techniques in new housing construction.
• Programs identified in the Housing Element shall be implemented.
CITY BEAUTIFICATION
Strategic Directions:
• Due to financial constraints, the City's operations have historically been devoted
primarily to basic City operations and the potential for many beautification efforts
has been limited. It shall be the City's goal to enhance the community's quality
of life through efforts to beautify both residential and commercial areas. To do
this, the City shall pursue creative ways to finance these efforts through grants,
community volunteer support and regulatory policies.
• Beautification efforts shall be accompanied by good planning principles to ensure
that improvements can be effectively maintained in the long-term and be water
efficient.
• Rising property values and changing demographics in the community will likely
result in increasing expectations and demands regarding the maintenance of
private and public properties. The City shall prepare to proactively respond to
these demands through increased code enforcement services, while maintaining
the City's customer service approach of enforcement through a cooperative
approach.
Tactical Goals and Strategies:
• Streetscape improvements shall be expanded on E. Grand Avenue and new
streetscape projects on E. Branch Street in the Village, Traffic Way and El
Camino Real shall be designed and implemented.
• Programs shall be facilitated to increase planting of new street trees in both
commercial and residential areas, along with implementation of new efforts to
ensure appropriate ongoing trimming and maintenance.
3
Item 11.a. - Page 46
• The City shall encourage cooperation and provide support to private groups and
community organizations in their efforts to beautify private and City-owned
properties.
• Creative approaches shall be utilized to maintain and protect the City's existing
tree inventory.
• The City's code enforcement program activities shall be enhanced to proactively
address issues impacting the appearance of neighborhoods and commercial areas.
• City entry signs shall be renovated and enhanced and an agricultural, directional
and historical signage program shall be implemented.
• A public art program shall be implemented.
RECREATION
Strategic Directions:
• The City shall be committed to providing recreational services, opportunities and
facilities for all sectors of the community.
• The City shall invest in its future through a commitment of supporting
development of its youth by meeting recreation demands of youth sports and
activity programs.
• The community's demographics have, and are projected to continue to, transition
toward an aging population. The City will respond to the needs of active adults
through increased sports and activity opportunities.
Tactical Goals and Strategies:
• Community fundraising efforts to construct a recreation center facility at the City
property on W. Branch Street next to the Woman's Club Community Center shall
be supported and encouraged. The City shall also pursue ways to supplement
community fundraising though grants and the sale of a portion of the property.
• Recreation programming shall be increased for seniors in the community. In the
short term, efforts shall focus on the existing community center facilities. In the
immediate future, the City shall coordinate with the YMCA on activities to be
offered at the community senior center at the Ocean Oaks senior condominium
project. In the Jong-term, efforts shall be centralized at a new senior center to be
provided at the recreation center.
• Increased community swim programming at the new Arroyo Grande High School
pool shall be facilitated and/or provided by the City.
• Special needs/integrated programs shall be increased.
• Lighting of the Soto Sports Complex fields shall be expanded and improvements
to the facility shall be constructed to enhance accessibility and usage.
• Creekside paths within the Village and other areas shall be improved and
expanded to create an interconnected network.
• The Village Green Master Plan improvements shall be implemented.
INFRASTRUCTURE
Strategic Directions:
• Strategies and funding sources shall be developed to implement the City's master
plans that have been created for each area of the City's infrastructure.
4
Item 11.a. - Page 47
• Improvements to the City's infrastructure shall be planned to meet the demands of
the community's future and to avoid unfairly passing on financial burdens to
future generations.
• Infrastructure improvements shall be planned and prioritized to prevent hazards
and ensure safety.
Tactical Goals and Strategies:
• The addition of a long-term supplemental water source shall be successfully
implemented. While the City shall continue to study and assess a number of
alternatives, the primary focus shall be on analysis, planning, permitting and
funding for a desalination plant.
• Water conservation efforts shall be expanded to include a landscape retrofit
program, landscaping design guidelines, demonstration projects, and other
measures.
• El Camino Real, Brisco Road, Farroll Road, W. Branch Street and other streets
identified as priorities shall be upgraded.
• The annual pavement management program shall be fully funded.
• Improvements to address drainage deficiencies and storm water pollution
prevention from Newsom Springs, on Valley Road, on Halcyon Road, and
widening of the box culvert at Route 227 /Tally Ho Creek shall be planned and
constructed.
• Undergrounding of utilities on E. Grand Avenue shall be completed, as well as
encouraged throughout the community.
• Improvements identified in the Sewer and Water Master Plans shall be fully
funded and constructed.
• Street lighting shall be reviewed citywide and new street light technology shall be
implemented.
FACILITIES
Strategic Directions:
• City facilities shall be maintained and improved to meet both current and future
projected needs in order to provide services in an effective manner.
• In planning improvements to City facilities, the City shall balance the need to
provide facilities in a cost efficient manner, while ensuring design is consistent
with the character of the community.
• A "life cycle" approach shall be utilized for planning and funding City facilities to
ensure that maintenance costs are minimized and facilities are constructed in the
most cost efficient manner over the life of the facility.
Tactical Goals and Strategies:
• Recommendations of the City Hall Complex Needs Assessment and Feasibility
Study shall be implemented with the goals of continuing to maintain central City
operations in the Village, to design structures consistent with the character of the
Village, and to organize operations so that services can be provided as efficiently
and responsively as possible.
• The Police Station shall be expanded to address existing and future space needs of
the Police Department, to upgrade communications facilities, and to provide an
5
Item 11.a. - Page 48
effective Emergency Operations Center (EOC) for coordination of disaster
response activities.
• Remodeled facilities shall utilize a combination of design, materials and
alternative energy solutions to increase energy efficiency.
• The Corporation Yard shall be upgraded to ensure facilities are sufficient to meet
the future needs of the City's maintenance operations, which shall first include an
analysis of potential relocation sites and/or consolidation with other agencies.
• Structural issues identified at the Woman's Club facility will be studied and
addressed.
TRANSPORTATION
Strategic Directions:
• Transportation improvements shall be planned on a proactive basis to ensure
infrastructure is in place to accommodate the impacts of growth and development
consistent with the City's General Plan.
• Connectivity shall be emphasized in ongoing City planning.
• Improvements shall be planned to facilitate and balance multi-modal
transportation, including motor vehicle, pedestrian, bicycle and transit.
• Federal and State grant funding shall be pursued for infrastructure improvements
to maximize leverage of City funding.
Tactical Goals and Strategies:
• Improvements to the Brisco Road/Halcyon Road interchange shall be funded and
constructed.
• Plans and funding strategies for El Campo Interchange improvements shall be
studied and developed.
• A connection to Valley Road from Orchard Street shall be constructed to reduce
traffic on Orchard Street and at the Orchard Street and Fair Oaks intersection.
• A goal is established to install a minimum of 5 new bike lanes to provide an
effective citywide bikeway network consistent with the City's bikeway plan over
the next 10-year period.
• Halcyon Road shall be widened from E. Grand A venue to E. Camino Real.
• A signal shall be installed at Traffic Way and Fair Oaks.
• The signal at the Fair Oaks/Halcyon Road intersection shall be upgraded.
NATURAL AND HISTORICAL RESOURCES
Strategic Directions:
• Efforts shall be continued to protect the City's environmental resources.
• Environmental impacts of new development shall be mitigated.
• The creek system is a valuable drainage, biological and aesthetic resource. As a
result, the City shall manage and protect that resource in a responsible way.
• Prime soils and agricultural operations are both a key economic resource in the
community and a critical component of the City's heritage. As such, efforts shall
be taken to preserve and protect these resources.
6
Item 11.a. - Page 49
• History is a key resource to the community's quality of life and tourism economy,
which shall be preserved and protected through City activities and support of
organizations dedicated to these goals.
Tactical Goals and Strategies:
• Collaborations shall be established with regional agencies to leverage grant funds
to implement key creek protection projects and programs. Specific goals include
a Tally Ho/Corbett Canyon Creek restoration project, Arroyo Grande Creek
restoration project, Meadow Creek sedimentation project, and Arroyo Grande
Creek overflow retention project.
• Programs will be established to fund, encourage and establish ag conservation
easements on existing agricultural properties. The goal of creating a minimum of
two additional ag conservation easements has been established.
• The Local Historic Resources Committee, program and inventory shall be fully
implemented.
• The City shall coordinate Arroyo Grande Creek activities with the Habitat
Conservation Plan.
• The City shall establish itself as a leader and serve as a positive example by
instituting practices and programs that reduce air emissions, as well as other
forms of pollution.
FINANCIAL/HUMAN RESOURCES
Strategic Directions:
• Policies shall be established consistent with the City's Jong-range financial plan to
ensure Jong-term fiscal stability and the ability to meet future needs.
• Efforts shall be implemented to ensure local sales tax revenues are utilized
consistent with the purposes communicated to the community and outlined in the
Jong-range financial plan.
• Personnel is the City's most valuable resource and shall be managed in a way to
create a stable and effective workforce responsive to the community, to create a
quality working environment, and to ensure a consistent high level of
productivity.
Tactical Goals and Strategies:
• Funding strategies outlined m the City's Jong-range financial plan shall be
implemented.
• A vehicle replacement fund shall be established.
• Long-term liabilities shall be funded on an ongoing basis or adjusted to ensure
they can be funded.
• A comprehensive annual financial report shall be prepared on an ongoing basis.
• A succession planning program shall be implemented to ensure an ongoing
effective workforce.
• Development of staff shall be supported through continuing education and
training.
7
Item 11.a. - Page 50
TECHNOLOGY
Strategic Directions:
• Technology shall be utilized to increase customer service and efficiency.
However, it shall be managed in a way to ensure appropriate resources exist to
maintain data and systems on an ongoing basis.
• On-line and cablecasting resources shall be utilized to enhance communication,
information and interaction with the public.
Tactical Goals and Strategies:
•
•
•
•
•
•
•
•
•
•
•
The City's web site shall be expanded to include on-line payments and on-line
permit applications.
Automated permit application and tracking shall be expanded to increase
customer service and reduce staff demands.
Citywide geographic information system applications shall be expanded and
integrated with existing databases.
Document imaging shall be expanded to provide for ongoing efficient storage and
access to City records.
Webcasting of City Council, Planning Commission and potentially other advisory
body meetings shall be developed and implemented.
Utilization of the City's cable channel shall be increased to provide public
information and education regarding City issues and efforts.
A Citywide automated citizen request tracking system shall be developed and
installed.
A computer kiosk shall be made available at City Hall to facilitate public access
to website and application/permit tracking data.
Enhanced firewall and spam filtering capabilities shall be implemented on the
City's computer system.
The City's broadband Internet connection shall be upgraded .
Capability of use of mobile devices and services shall be expanded to improve
service and efficiency.
PUBLIC SAFETY
Strategic Directions:
• Coordination with neighboring jurisdictions shall be pursued to increase
effectiveness of public safety services.
• Partnerships will continue to be pursued to solicit the participation of the
community in accomplishing public safety goals, programs and the community
based policing and government philosophy.
• Increased communication and interconnectivity shall be pursued to ensure
effective multi-jurisdictional capabilities in response to disasters and major
incidents.
Tactical Goals and Strategies:
• The joint fire service relationship with the City of Grover Beach shall be
expanded.
8
Item 11.a. - Page 51
• Opportunities for joint maintenance, purchase and utilization of Fire apparatus
shall be pursued.
• Disaster preparedness training and activities shall be expanded within the
organization and community.
• Joint dispatch concepts shall be developed and implemented if feasible and cost
effective.
• Neighborhood watch programs shall be expanded.
• The Neighborhood Officer program shall be enhanced.
• The Citizens Assisting Police program shall be enhanced.
• Fire staffing, administrative and training needs shall be planned for and
addressed.
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Item 11.a. - Page 52
OFFICIAL CERTIFICATION
I, KELLY WETMORE, City Clerk of the City of Arroyo Grande, County of San Luis
Obispo, State of California, do hereby certify under penalty of perjury, that the attached
Resolution No. 4010 is a true, full, and correct copy of said Resolution passed and
adopted at a regular meeting of the City Council/Redevelopment Agency of the City of
Arroyo Grande on the 24 th day of April 2007.
WITNESS my hand and the Seal of the City of Arroyo Grande affixed this 3rd day of May
2007.