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Home My Public Portal AboutCC Agenda Workshop Packet 01.28.2023 CITY COUNCIL SPECIAL MEETING WORKSHOP AGENDA Saturday, January 28, 2023 9:00 a.m. Holiday Inn Express 1864 Oak Valley Village Cir. Beaumont, Ca 92223 Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packets are available for public inspection in the City Clerk’s office at 550 E. 6th Street during normal business hours. MEETING PARTICIPATION NOTICE This meeting will be open to public attendance subject to social distancing and applicable health orders. Public comments will be accepted using the following options: 1. Written comments will be accepted via email and will be read aloud during the corresponding item of the meeting. Public comments shall not exceed three (3) minutes unless otherwise authorized by City Council. Comments can be submitted anytime prior to the meeting as well as during the meeting up until the end of the corresponding item. Please submit your comments to: nicolew@beaumontca.gov 2. In person comments shall not exceed three (3) minutes unless otherwise authorized by City Council. In compliance with the American Disabilities Act, if you require special assistance to participate in this meeting, please contact the City Clerk's office using the above email or call (951) 572 - 3196. Notification 48 hours prior to a meeting will ensure the best reasonable accommodation arrangements. Pages REGULAR SESSION A.CALL TO ORDER Mayor Martinez, Mayor Pro Tem Fenn, Council Member Lara, Council Member Voigt, Council Member White B.PUBLIC COMMENT PERIOD Any one person may address the City Council on any matter on this agenda. If you wish to speak, please fill out a “Public Comment Form” provided at the back table and give it to the City Clerk. There is a three (3) minute time limit on public comments. There will be no sharing or passing of time to another person. State Law prohibits the City Council from discussing or taking actions brought up by your comments. C.ACTION ITEMS C.1 Strategic Planning 3 Recommended Action: Direct staff to create a work plan. D.ADJOURNMENT The next regular meeting of the Beaumont City Council, Beaumont Financing Authority, the Beaumont Successor Agency (formerly RDA), the Beaumont Utility Authority, the Beaumont Parking Authority and the Beaumont Public Improvement Agency is scheduled for February 7, 2023, at 6:00 p.m. unless otherwise posted. Page 2 of 25 CITY OF BEAUMONT STRATEGIC PLANNING/GOAL SETTING WORKSHOP AGENDA JANUARY 28, 2023 9:00 a.m. Continental Breakfast 9:15 a.m. Call Meeting to Order/Public Comment 9:30 a.m. Introductions – Agenda Review – Expectations 9:45 a.m. Purpose of Strategic Planning 10:00 a.m. Presentation of Interview Results 10:30 a.m. Break 10:45 a.m. SWOT Analysis (Strengths/Weaknesses) 11:15 a.m. SWOT Analysis (Opportunities/Threats) 11:45 a.m. Lunch Break 12:30 p.m. Develop Targets (Pillars) 1:00 p.m. Establish Goals 2:30 p.m. Prioritization of Goals 3:00 p.m. Break 3:15 p.m. Wrap-up/Next Steps Page 3 of 25 STRATEGIC PLANNING/GOAL SETTING WORKSHOP Henry T. Garcia, Facilitator January 28, 2023 Page 4 of 25 Strategic planning is a systematic process by which you identify: •Why your local government exists •Whom it serves •What benefits will be derived from the services it provides, and •The vision you have regarding how the citizens’ needs can best be served The strategic plan is the result of this process, and serves as a blueprint for how your local government will achieve this vision. Page 5 of 25 MISSION The mission statement is the way you communicate to your customers (citizens to whom services are provided) and other stakeholders (those with a vested interest) why your local government exists, and how they benefit or are impacted. Page 6 of 25 Mission Statement Examples “The City of Concord partners with our community to deliver excellent service, and plans for the future while preserving, protecting, and enhancing the quality of life.” “The City of Fallon’s mission is to provide top-quality, fiscally responsible municipal services in a manner that promotes the high standards of our City. Further, the mission of our City’s elected officials is to make the required decisions and set policy that furthers the best interests of our residents and the City.” Page 7 of 25 VISION Represents a future aspiration that is responsive to the citizens’ needs and concerns – a “picture” of what your local Government’s future will look like. Page 8 of 25 VISION STATEMENT EXAMPLES The City of Charlottesville -A Great Place to Live for All of Our Citizens: •A leader in innovation, environmental sustainability, and social and economic justice, and healthy race relations •Flexible and progressive in anticipating and responding to the needs of our citizens •Cultural and creative capital of Central Virginia •United community that treasures diversity The City of Champaign -An inclusive community that welcomes all. City residents enjoy a great quality of life, first class educational opportunities and easy mobility. Champaign is a vibrant community with an active center city and healthy neighborhoods. The City is designed for quality and sustainability, and has a growing economy. Page 9 of 25 TARGETS Represent the “pillars” or “categories” of government services under which specific goals will be developed. Targets will be identified following a group exercise to evaluate internal and external factors (SWOT* Analysis). * Strengths, Weaknesses, Opportunities and Threats Page 10 of 25 EXAMPLES OF TARGETS Public Safety Economic Development Quality of Life Organizational Development Financial Stability Page 11 of 25 S.W.O.T. Analysis Environmental Scan (Internal/External) Strengths Weaknesses Opportunities Threats Page 12 of 25 GOALS Goals are results oriented, broad statements of policy or intention and represent particular aspects of the vision. Goals will address “What results do we want?” Page 13 of 25 EXAMPLE OF GOALS –CITY OF SEASIDE* Provide an increasingly safe community Create vibrant, sustainable economic development Provide leadership to obtain a sufficient water supply for desired development and quality of life Develop and implement a Quality Infrastructure Improvement Program Achieve and sustain fiscal health and wellness * For each goal, specific and measurable objectives were established for their six-month planning period. Page 14 of 25 ACTION PLANS (STRATEGIES) The action plans are the strategies/ key steps (milestones) in achieving the goals. Included is who is responsible and target dates for completion of Identified steps. The action plans will address “How are we going to do it?” Page 15 of 25 EXAMPLE TARGET/PRIORITY #1 - PUBLIC SAFETY GOALS/STRATEGIES: Goal #1: Increased Staffing Actions: Responsible: Time Frame: 1. Add two new police officers/parcel tax. Mike 6/11 2. Fill one non-sworn vacancy. Dave 3/11 Goal #2: Continued Reduction in Crime Actions: Responsible: Time Frame: 1. Continue to expand community policing implementation plan. Ann 6/12 2. Implement crime mapping system. Steve 8/13 3. Create parolee service center. Diane 12/12 4. Continue Operation Falling Sun activities. Dan 9/13 Page 16 of 25 Mission, Vision, SWOT Analysis Targets (Service Categories) GoalsActions/Key Steps/Strategies Results/Re- evaluate/Refine How can we improve? How did we do? Where do we want to go? How do we get there? Page 17 of 25 SUMMARY •The Basic Elements of strategic planning include the Mission, Vision, SWOT Analysis, Targets, Goals and Action Plans. •The Plan is the way “Your Agenda” is communicated to the citizens. •The implementation is the way you insure that your vision is achieved. Page 18 of 25 •The Strategic Plan is an evolving document requiring routine oversight and in most cases, fine-tuning. •By monitoring your progress at regular intervals, you allow your plan to adapt to a changing environment, while simultaneously maintaining your original vision and core values. Page 19 of 25 MONITOR PROGRESS AND RE -EVALUATE ◦How are we doing? ◦Are we meeting goals? ◦Where do we want to be at Year X….Future Vision? ◦What new factors have entered into the picture? ◦Monitor quarterly; re-evaluate Strategic Plan each year. Page 20 of 25 QUESTIONS? LET’S GET STARTED! Page 21 of 25 Page 22 of 25 Page 23 of 25 Page 24 of 25 Page 25 of 25