0 City of Carlsbad Community Development Strategic Plan

0 City of Carlsbad Community Development Strategic Plan Version: 2003 -2004 © 2004, Sterling Insights, Inc. All rights reserved. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

1 Table of Contents 1 Participants About Strategic Planning 2 3 Com. Dev Mission Com. Dev Vision 4 5 Historic Perspective & Context for 2004 Strategic Plan Entering a New Era City Manager & Com. Dev Director’s commitment to the Vision & Strategies Internal & External Conditions forming the context for this strategic plan Mandates Com. Dev Stakeholders Strengths/Weaknesses 2004 Opportunities/Threats 2004 6 7 8 11 12 13 14 15 Strategic Issues Success, Failure, and Flex Factors affecting implementation 16 19 Strategy Overview Strategy Map Implementation Philosophy 21 22 23 Employee Productivity Strategies Strategic Skills Infrastructure Access to Strategic Information 24 25 26 Cultivate Core Values Align Employee Goals Progressive Service Development Professional Service Delivery Partnering Fiscal Fitness Civic Innovation Operational Excellence 27 28 29 30 31 32 33 34 Appendix 2003 -2004 Strategic Plan/Chronology of Events 35 36 City of Carlsbad Com. Dev Strategic Plan Version: April 2004

Overview 2 Project Sponsors Sandra Holder Patrick Kelley Cynthia Haas Debbie Fountain Michael Holzmiller Karl von Schlieder Don Neu Community Development Director Building and Code Enforcement Manager Economic Development & Real Estate Manager Housing and Redevelopment Director Planning Director GIS Manager Assistant Planning Director Administrative Support: Barbara Nedros Facilitation This strategic planning process, including the events and documentation were designed, facilitated and produced by Sterling Insights, Inc. Lead facilitator: Joe Sterling (Joe@Sterling. Insights. com | 619 -659 -1234) City of Carlsbad Com. Dev Strategic Plan Version: April 2004

3 Strategic Planning Why cultivate a Strategic Plan? 1. Looking ahead and planning is part of our job. We have a duty and an opportunity to shepherd and facilitate the future of Carlsbad. 2. We must prepare for change. There are strategic issues related to our mission, vision, and values that must be addressed by our organization if we are to meet our mandates, deliver on our mission, and uphold our values. 3. We want to continue to improve as a Major Service Area (MSA) and we have set goals to do so. What is a Strategic Plan? Strategic planning is “a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other entity) is, what it does, and why it does it. ” (Bryson, 1995) The strategic planning process, which is an interactive process, enhances an organization’s ability to think and act strategically, to look at the big picture and over distant time horizons. Some of the benefits include increased effectiveness and efficiency, improved understanding and better learning, and enhanced organizational capabilities. (See the appendix for a description of the process that Com. Dev used in 2003 -2004 to develop this year’s Com. Dev’s strategies and related initiatives. ) Think of this strategic plan document as a map with plans for a grand adventure toward Com. Dev’s potential. As on any adventure, the actual terrain seldom matches the map exactly, and course corrections are a natural part of the journey. To get the most from this document, use its contents to help sort out competing priorities and goals. Your job is to ask yourself “How much of the Com. Dev mission and vision can I make happen today? ” and then take action. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

4 Com. Dev Mission Community Development Mission: We are committed to helping people build a strong community by guiding and facilitating high quality projects, preserving the environment, providing for diverse housing and employment, and maintaining a strong economic base. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

5 Com. Dev Vision 2010 Community Development Vision 2010: Integrated & Streamlined, Professional & Progressive, Customer Service Oriented & Fiscally Astute. We are cultivating the future of Carlsbad! Com. Dev in 2010 is: Integrated – Com. Dev is seamlessly integrated. Functions that once operated in individual departments or divisions are now conducted by project team members with topical expertise and great teaming skills. Streamlined – Com. Dev functions share administrative services, run flexible teams, conduct regular process improvement efforts, and use technology to be productive and accurate. Professional – Com. Dev mentors employees to exhibit qualities of professionalism and leadership with high ethical standards. Com. Dev members interpret the laws, ordinances, and guidelines with stakeholders balancing facilitation and regulation. Progressive – The wisdom from experience, insight from thoughtful dialogue, and the freedom to innovate make Com. Dev progressive in technique, work environment and culture. Customer Service Oriented – Com. Dev works diligently to continuously improve and refine our ability to serve our residents, businesses, and developers. Fiscally Astute – Acknowledging the city government’s duty to be good stewards of public funds, Com. Dev cultivates understanding of fiscal issues and productivity. Com. Dev gets results from innovative economic development initiatives and facilitation of redevelopment projects to enhance City revenues. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

6 History & Context Historic Perspective & Context for the 2004 Strategic Plan What is now Com. Dev originated as a cluster of independent departments and divisions with staffing to serve their own needs. The focus was on designing and regulating the growth of Carlsbad. In recent decades, five major trends have changed the context in which all organizations now must operate: • Computing power and connectivity are shrinking the time, space and energy it takes to do nearly everything causing acceleration in innovation and constant change; • Most problems are becoming more complex and interconnected, making old chains of command linear thinking and planning less effective; • More efficiency is demanded by stakeholders; • Carlsbad is reaching its physical limits for building large undeveloped properties. Within the next decade these properties will be built out. This will cause a fundamental shift in the role of various departments from development to redevelopment and infill development; • State fiscal practices are making traditional local government funding sources uncertain. The mission, vision and strategies expressed here are Com. Dev’s response to these changing conditions. It brings Com. Dev into an arrangement consistent with the needs of a 21 st Century Carlsbad. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

Entering a New Era 7 Carlsbad is going through a natural and fundamental shift from one era to another. Navigating the transition to the next era is our challenge. Era of Design & Building Transition Time (Emerging) Era of Sustainable Quality The emerging era is characterized by: • Flexibility: external changes require more flexibility • Partnerships: community, non-profits, business/industrial • Connectivity: enabled by design, architecture and technology • Participation: facilitated by cultivating “softscape” processes • Sustainability: awareness of the larger impacts of local action demands that Com. Dev strive to improve local and regional relationships. Era of Design & Building 1950 – 2004 Transition Time 2004 – 2010 Era of Sustainable Quality 2010 – 2050 Incorporating, annexing and setting boundaries. Establishing General Plan/Zoning Ordinances, Growth Management Plan, Habitat Management Plan, master planning, building and growing the physical community, managing revenue from development fees. High standards built an attractive, well appointed “hardscape”, desirable quality of life, and high property values that help fund City services. Honor and celebrate what got us here. Invent and create the new. Change is upon us (completing last master planning efforts). Will require modifying outmoded rules and crafting new ones. Turbulence will happen. If incumbents are willing to evolve, it can be a time of legacy, rebirth and excitement. Infill and redevelopment projects will become the norm. New leaders will need support to keep the best of the traditional methods while cultivating sustainable quality in the future. The economic requirements, and many of the social norms, will evolve too. Therefore, this era will, in many ways, look and feel like no other. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

8 Leader’s Commit City Manager & Com. Dev Director’s Commitment to the Vision & Strategies Ray Patchett, City Manager: As Com. Dev begins the process of Strategic Planning, you must ask yourselves “What is Community Development? ” You need to suspend your beliefs and pull up any stakes you have placed. Take a long term view of where you are headed. Com. Dev has a duty and an opportunity to shepherd and facilitate the future of Carlsbad. You must move beyond building the “hardscape” of the community and move into building the “softscape”. Sandy Holder, Director, Community Development: The context for much of what we do is changing. As we approach build out of the community, we will become more involved in community building and collaboration with our stakeholders. Citizens will be more involved because technology has given them the means to organize and respond more quickly. This will open up new ways for us to reach out and partner with the community and stakeholders. Com. Dev is at a crossroads. We can continue to do things the same ways we have always done them and hope that will carry us into the future successfully. Or, we can be proactive and look around the curve in the road to be better prepared for what the future holds for us. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

9 Ray on Planning Ray Patchett on Com. Dev Strategic Planning City of Carlsbad Com. Dev Strategic Plan Version: April 2004

10 Sandy on Planning Sandy Holder on Com. Dev Strategic Planning City of Carlsbad Com. Dev Strategic Plan Version: April 2004

11 Conditions Internal & External Conditions forming the context for this strategic plan The following pages define the conditions in which Com. Dev currently operates: • Mandates • Com. Dev Stakeholders • Strengths/Weaknesses 2004 • Opportunities/Threats 2004 • Success, Failure, and Flex Factors affecting implementation City of Carlsbad Com. Dev Strategic Plan Version: April 2004

Mandates 12 Carlsbad Community Development Our Mandates: Federal, State, and local mandates are the basis for the work of Community Development. In the execution of our mission we must comply with, promote, and ensure the public’s compliance with the mandates. Some of these are regulations, others are policies and practices. The major mandates are illustrated below. Econ Dev • State relocation Assistance • Cal Gov Code Surplus Planning • State Gov Code – Property requirements • Airport Expansion Limit • • • Building • CA Bldg. Code – Title 24 • • Bldg – Energy Plng – Disability Access Elec – Seismic Retrofit Mech MHP Act – T 25 State Housing Law City – ordinances & policies County Health Planning Law, Permit Streamlining Act, CEQA, Coastal Act, Subdivision Map Act, General Plan/Housing Element Compliance Municipal Code requirements Growth Management Program CC Policies & CD Internal Policies Palomar Airport Master Plan SANDAG Regional Comprehensive Plan Habitat Management Plan Housing & Redev • • GIS Annual Census Updates Street Updates NCJPA Update Thomas Bros. GIS Services to City • • Housing Element Compliance Redevelopment Law Compliance CDBG & HOME Compliance Rental Assistance Compliance Fair Housing Law Inclusionary Housing Program Village Redevelopment Plan So. Carlsbad Coastal Redev. Plan Fed & State City & Local Agencies City of Carlsbad Com. Dev Strategic Plan Version: April 2004

Stakeholders 13 How do you identify the stakeholders? The Com. Dev planning team organized the various stakeholders according to their degree of influence over Com. Dev strategy and the degree to which they had an interest or stake in the way things turn out. Source for model: Scenarios, The Art of the Strategic Conversation by Kees Van Der Heijden Interest/Stake SUBJECTS PLAYERS • SD Economic Development Council Corp • Advocacy Groups • Associations & Non-Profits • Carlsbad Chamber of Commerce • Carlsbad Convention and Visitors Bureau; Carlsbad Village Business Assn. • Other Business Organizations • Contractors • Developers • Architects/Designers • NCTD • Other Builders • Business Owners • Property Owners • Special Interests • Large Business/Industrial Interests Com. Dev Lobbyist Consultants Engineers DRB Planning Commission Housing Commission • Citizens • School Districts & Special Districts • Realtors/Title Companies • RWQCB • Wildlife Agencies • Coastal Commission • SD County Regulations • US Army Corp of Engineers • State Housing & Community Development • SANDAG BYSTANDERS REFEREES Influence City of Carlsbad Com. Dev Strategic Plan Version: April 2004

SWOT: 2004 14 Strengths Weaknesses • Positive feedback from citizens out in the field • Outcomes good • Process manageable • Process is tough • Accessible to each other • Lack of hierarchy • History and knowledge base / experience • Adaptability • Always been good at this • Staff size (Planning) • Good communication • People / staff • More proactive • Willing to change • Educate for the future • Collaboration between mgt and employees is • Departmental lines (structure) • Information / communication with the public needs • • • • • • • emerging Resources Knowledge / training Adaptability / flexible Authority to make decisions on gray areas Staff • Historic knowledge • Stable, talent, leadership Citizens want to be involved City’s reputation – image Financial stability Existing development well-planned and wellmaintained Political stability Using technology Long-term employees w/ institutional history Loyalty of long-term employees Good economic base Political stability in city manager and CC Citizen Academy type engagement Willingness to change by city staff Good place to work; revenue stability Citizen’s perceptions that Carlsbad is a good city – quality of life, a lot of good programs Skills, abilities, and knowledge of staff • Hire the best! Support for future thinking and strategic planning Quality developments Recognized nationally for many planning efforts Good historical planning effort – long term Low crime rate in City of Carlsbad Have infrastructure to support development because of Growth Management Plan Support for affordable housing developments • • • • • • • • improvement (not consistent – need more outreach) Not enough venues to get info out. Need a one-stop info center (Functions should be in one location. Too inward-looking – “Carlsbad centric” Not quick enough to embrace change and new ideas Micro-management • Limited employee empowerment • Mistakes not allowed Risk aversion Attorney’s office influence Upper management out-of-touch day-to-day State fiscal crisis Inter-departmental relations Slow decision-making process Conflicting goals between depts. Fine-tuning technology to be productive rather than creating more work Management goals tied to arbitrary timelines Mgmt. goals done at the expense of day-to-day work No preparation for succession planning Maintenance of infrastructure Growth Management caps create regional conflicts High Housing prices Mix of housing prevents diversity Potential for future political change Difficulty w/ accepting change Communication Uncertainty in revenue stability Elitist attitude Business perception of city working relationship – not helpful Slow decision making Too fat and happy Learning curve is high for new staff More work and population but same staffing levels City of Carlsbad Com. Dev Strategic Plan Version: April 2004

SWOT: 2004 15 Opportunities Threats • More understandable codes • Include graphics and visuals • Clean up gray areas • Finding time to do strategic planning • Reduction in revenue • Unwillingness to hire new people now • Reduction in revenues • Lack of advanced computer training and a lack of • Gen X and Y expect instant gratification. Don’t like time to train • Keeping up with changes and how they impact existing codes • Take advantage of opportunity to update technology • Centralized location / same vicinity • Quadrant based services and community • • • • • • • • connections Satellite offices On-line business More outreach Flexible hours Job sharing Educating employees on other city functions – especially for frontline employees Deal effectively with cultural diversity in the community Leadership opportunities for other cultural groups Better inter-departmental cooperation Empower community to solve their issues Turnover in staffing will allow for fresh look at existing structure Walk the talk – use all of our Org Dev learnings Treat employees as assets • Training & Mentoring • Soliciting input Put some fun back in the workplace Closer to build-out means more opportunity to focus on new things New Opportunities to facilitate rather than regulate Opportunities for promotion by long-term, loyal employees State fiscal crisis means Com. Dev can re-examine procedures Be proactive – not reactive More citizen education like citizen academy Generate more partnering New staff – new skills Training More community participation More committees Organized volunteer opportunities/resources Education enhancements • Better use of technology • More workshops Empowerment to all employees to make decisions; not just top management Use of property owned by city/ lease if not using the rules • Doing more with less (State budget and grants drying up) • Citizen expectations high – City must respond • • • • • • • quickly High Public expectations Loss of knowledge due to potential retirements New legislation – unfunded mandates Regionalism Financial condition worsening Citizen initiated projects – workload Other agencies • Environmental Interest groups Traffic increases – diminished quality of life Cost of living Inability to attract new business Lack of diversity in the community External threats State and Federal agencies – Coastal, Wildlife Agencies Local political changes State budget crisis Voter initiative process Micro-management Ultra-conservative views of City Attorney’s Office Regional forces Community and environmental groups Legislative changes Fiscal – State taking $$ Over-burdened employees Potential loss of business • Inadequate housing • Cost of doing business Personnel losses Workload increasing City of Carlsbad Com. Dev Strategic Plan Version: April 2004

16 Strategic Issues to Manage or Resolve In order to fulfill our mission and mandates and realize our vision, we will need to manage or resolve the following issues. The strategies developed in the next section are our response to these strategic issues. Mission Issues • More “Softscape”: Anticipating build-out and shifting our focus from almost exclusively “hardscape” or developing out from a physical standpoint into the more “softscape” areas of community building to help people feel connected and informed at the neighborhood and community levels. How can Com. Dev contribute to increasing the connection of community, place and spirit? • Focus on the Proactive: Process to keep strategic thinking/planning/acting robust. New focus on strategies to strengthen neighborhoods. Fiscal Issues • State Cash Crisis: Prepare for tighter conditions as the State fiscal crisis reaches our level. Will likely result in reduced revenues unless we become more creative and proactive in revenue generation. Service levels will have to be reassessed and may be reduced. • Changing revenue sources: Abundant building-related revenue sources will decline. The need for more revenue will drive changes in land use development plans and related policies (Smart Growth, large format retail, residential-based commerce, local manufacturing, changes brought on by global outsourcing of manufacturing and certain service work) • Increasing costs in benefits: PERS, healthcare, etc. costs are rising • Infrastructure maintenance and funding of City operations: Needs to be addressed before the revenue stream from building diminishes • Contract Employees: May be needed to deal with workload and address fiscal issues. Has implications for organizational culture and knowledge management. Legislative & Regional Issues • State Legislation: May make program or regulatory changes that alter our mandates without additional funding. • Traffic & Transit Use: Increases in use of all transit methods • Regional Planning: SANDAG and other regional authorities will increase pressure to plan on a regional basis affecting transportation, density, growth strategies, etc. Certain decision-making may move to a regional level. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

17 Strategic Issues to Manage or Resolve Employee Competencies/Development/Training Issues • New Competencies Needed: Developing our “softscape” skills and services will necessitate organizational learning and structural changes. The attitudinal and behavioral shift from enforcer to engager, from regulator to facilitator is significant and very challenging. Education and mindset adjustments will be needed. • New Interpersonal & Collaboration Skills: Expected changes will increase demand for skills in collaboration, process integration, mediation of competing priorities and strategy. • Private Redevelopment/Infill: More development/rehabilitation of properties will require shifts in policies/procedures, new concepts. Technology Issues • Technology Adoption: As current and new technologies are applied to reduce costs, increase efficiencies, improve customer service, and increase community involvement, time and effort must be allotted for staff training and the design and implementation of internal process change. • Online Plan Check/Response: Digital submission, review, and response of plans will change how planners and builders do business. Potential for increases in speed and responsiveness from all parties. • Communication and Engagement: Technology will offer creative tools for communicating and engaging with the public. • Wireless Technology: The use of wireless computing devices may afford some Com. Dev staff opportunities to do their work outside traditional office environments – access to enterprise information, communication with other city staff, external stakeholders, and citizens will save time and increase efficiencies. Workforce Transition Issues • Future Retirements: Prepare for significant changes in the future that will impact our aggregate organizational knowledge, reporting structures, network of working relationships, etc. • Hiring and Training: A succession plan must be developed for key positions so that the process of hiring, training and mentoring can be conducted to yield smooth transitions. Knowledge transfer will be critical so that the new hires don’t have to rediscover proven methods. • Timing & Time Management: The upcoming changes will require specific staff to shift priorities to include attention to the training and mentoring of new employees. • Self-Contentment: Apathy, resistance to change, and complacency borne of sustained success will make adjusting to the future fiscal climate changes painful. May drive some retirements or other personnel changes for individuals not willing to move vigorously into the new reality. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

18 Strategic Issues to Manage or Resolve External Customer Issues • Partnering: Customer involvement increases significantly in infill design and decision making (e. g. , community committees). Will create more opportunities to share power. Com. Dev will gradually move from enforcer to facilitator, from black/white rule-maker to “guide through the gray”. • Expectation Management: Com. Dev will face increasing expectation for speed, efficiency, and flexibility as these attributes become more commonplace in other aspects of commercial and private life. Will demand more of Com. Dev to proactively communicate, engage, learn from and educate the public, the Council and other MSAs. Interdepartmental/Other Relationship Issues • Council & Leadership: Any future changes in the Council make-up or the staff leadership team will potentially result in philosophical and directional changes. This may occur gradually or rapidly, and changes could be significant. • Other MSAs: Greater interdependence and improved internal communication will be required as greater fiscal efficiencies become the norm. Seamless government will be demanded more and more by the public. These will drive the city organization to collaborate more closely within and between MSAs. • Flexible Workspace: The forces to improve collaboration and interdependence will drive increased flexibility in the work space furnishings and layouts. This will include making city employees more mobile (laptops vs. desktops, wireless computing vs. wired, “docking work stations”, desks on wheels vs. stationary desks, wireless phone vs. tether to the wall). City of Carlsbad Com. Dev Strategic Plan Version: April 2004

19 Success or Failure Success Factors We know that the road our strategies will take us along is fraught with difficulties. Developing strategies is far easier than implementing them. The following are what we believe are the most critical strategic issues we will need to address, as well as the failure factors we know we will have to overcome or manage. Further, we know we will need to be flexible in new ways to succeed. Critical strategic issues and most important decisions in sequence: 1. “Buy-in” by Com. Dev staff 2. Revision of processes and codes to support “partnering” environment 3. Successful management of expectations • Define employee skill sets and implement training 4. Actively seek staff who exhibit desired skills and re-orient existing staff Failure Factors Three major mistakes we are likely to make on the way to success: 1. Resting on our laurels 2. Lack of courage 3. Out of touch with community/stakeholders Recovering from these mistakes will take: 1. Building new skill sets 2. Outward focus (implement strategic plan) 3. Building courageous leadership at all levels 4. Adapting our culture Show-stoppers: 1. Negative effects of cynicism 2. Different City Council philosophy that departs from the current community engagement philosophy How we will inoculate for Show-stoppers and failure factors: 1. Strategic plan preparation and implementation 2. Demonstration of value added 3. Community Program to strengthen neighborhoods City of Carlsbad Com. Dev Strategic Plan Version: April 2004

20 Flex Factors Familiar Flex Areas we will use: 1. Standards, rules, processes, etc. (between 2004 -2009) will be updated to meet stakeholders’ needs 2. Employee attitudes, training, mindset (Very important to build flexibility here) New Flex Areas we will develop: 1. Employees being more open, receptive, and motivated to using technology 2. Resolving/dealing with immediate/short-term issues 3. Less long-range and master planning efforts and more redevelopment/infill strategies More Adaptive Rules/Policies required: 1. Primarily in Planning and Engineering 2. Zoning Ordinance – more need for clarity and infill development standards 3. More logical way to organize information for easier access by staff and public How to Prepare/”Limber-up” for Flexibility 1. Must come from the top – leaders must demonstrate that it’s okay to be flexible. Mindset for flexibility starts at the top. 2. Trickle down effect 3. Results in proper training and risk taking/rewards system City of Carlsbad Com. Dev Strategic Plan Version: April 2004

21 Strategies for achieving the vision within the current and foreseeable conditions: The following pages describe a suite of strategies that build on Com. Dev’s long-standing strengths and account for internal weaknesses. Particular strategies address present and emerging opportunities and threats. These strategies are divided into four broad perspectives that make up the whole system. Perspective: Strategies: Customer Civic Innovation Operational Excellence Fiscal Partnering Fiscal Fitness Internal Processes Progressive Service Development Professional Service Delivery Employee Productivity Develop Strategic Skills Develop Infrastructure Access to Strategic Information Cultivate Core Values Align Employee Goals City of Carlsbad Com. Dev Strategic Plan Version: April 2004

Com. Dev Strategy Map 22 Com. Dev Strategy Map – Version: 2004 Council’s Strategic Goals Water; Communication; Learning/Culture/Arts; Environmental Mgmt. ; Financial Health; Citizen Connection; Balanced Community Development; Parks/Open-space/Trails; Transportation/Circulation; Top Quality Services Achieve Com. Dev Mission & Vision Civic Innovation Operational Excellence CCPS outreach; Econ. Dev. Outreach; progressive major projects; strengthen neighborhoods Streamline and integrate all Com. Dev processes Partnering Fiscal Fitness Engage and co-design with the Council, partners, NGO’s; and citizens; business attraction & retention Become more fiscally astute throughout Com. Dev. Increase our value for the dollar. Progressive Service Development Professional Service Delivery • Citizen outreach and collaboration • Project review • Track changes in mandates • Track trends leading to changes in Gen. Plan • Major projects: SCCRA, Centre City Gateway, N. State St. redevelopment. • Scenario & Strategic planning • Goals & Measures processes • GIS products & services • General Plan and G. M. P. implementation • Quality development & planning projects • Building inspection & code enforcement • Economic Development services • Redevelopment services • Plan check services • GIS services • Real estate acquisition and leasing • Citizen surveys and quality follow-up Employee Productivity Develop Strategic Skills Facilitation; fiscal literacy; mediation; process improvement; reason/logic; development feasibility Develop Infrastructure Collaboration space; technology tools & automation; work space redesign Access to Strategic Information Utilize existing technology to full extent; use of wireless tech. ; GIS tools and data Cultivate Core Values Innovation; involvement; fun; empowerment; leadership; teamwork; integrity; learning; accountability; passion; competence; ownership City of Carlsbad Com. Dev Strategic Plan Version: April 2004 Align Employee Goals Career portfolio; succession planning; performance mgmt. ; job rotation; goals

23 Sequencing Implementation Philosophy: This is our plan. Com. Dev staff and management developed it together, and will implement it together. You, as a Com. Dev employee, have an opportunity to help create the organization and results you imagined during the planning sessions. Com. Dev leadership will support you in forming teams to implement the strategic initiatives. There are leadership and participation opportunities for everyone with the desire to take Com. Dev to an exciting new place. Review the strategy summary pages. You will notice that there are “legacy programs”. These are your traditional work or work that is underway. The “new initiatives” come from our planning sessions to evolve Com. Dev in ways that support our vision. The description of each initiative is general enough that the teams formed to work them will be able to define the measures, targets, and activities to customize the work plan. This is your opportunity to achieve and be recognized for your contribution to the future of Com. Dev and the community. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

24 Employee Productivity Strategy – Strategic Skills Description of this Strategy: Com. Dev supports the development of new skill sets to meet the future needs of stakesholders, including facilitation/mediation, critical thinking skills, development feasibility analysis, and process improvement to achieve the following: Council Goal: 1. Top Quality Services 2. Balanced Community Development 3. Citizen Connection Com. Dev Objectives: 1. Attain new skill sets that produce more efficient and effective performance Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. Development Review Process Survey, 2004 New Initiatives: 1. Training to achieve new skill sets 2. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

25 Employee Productivity Strategy – Infrastructure Description of this Strategy: Com. Dev supports collaboration and teamwork through the work space, furnishings, technology and tools to achieve the following: Council Goal: 1. Top Quality Service Com. Dev Objective: 1. Collaboration and teamwork that produces more creative, effective and efficient performance of Com. Dev projects and daily work. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. Current IT infrastructure, design criteria and management 2. Current office layout and furnishings New Initiatives: 1. Work space redesign to facilitate greater collaboration, teamwork, creativity and effectiveness 2. Increased application of technology and tools in support of this objective 3. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

26 Employee Productivity Strategy – Access to Strategic Information Description of this Strategy: Com. Dev is on the forefront of technology and utilizes these technological advances in delivery of service and community connections to achieve the following: Council Goal: 1. Top Quality Services 2. Communication 3. Balanced Community Development Com. Dev Objectives: 1. Integrate existing systems for efficiency of operations (GIS, Document Management System, PERMITS, Etc). 2. Work is automated where possible and connected to field operations. 3. Existing technology tools are used to the fullest extent possible by all staff. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. GIS program New Initiatives: 1. Use of wireless technology for better internal and external communications 2. Streamline graphics production 3. GIS database is kept up to date. Parcel lines are modified to match correct locations on aerial photos. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

27 Employee Productivity Strategy - Cultivate Core Values Description of this Strategy: Com. Dev creates and supports a culture of accountability, innovation, and involvement and cultivates ownership in the destiny of the organization to achieve the following: Council Goal: 1. Top Quality Services 2. Learning 3. Balanced Community Development Com. Dev Objectives: 1. Com. Dev values guide the MSA in achieving its mission and include: innovation, involvement, empowerment, leadership, integrity, learning, passion, competence, fun, accountability, teamwork, and ownership. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. Focus on the Future, 1996 2. Strategic Plan, 2004 New Initiatives: 1. Incorporate core values into daily working environment of the organization. Leadership to initiate incorporation effort. 2. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

28 Employee Productivity Strategy – Align Employee Goals Description of this Strategy: Com. Dev employees are hired, trained, mentored, and supported so that their professional goals are aligned with the goals of the MSA’s mission and values. This is done to achieve the following: Council Goal: 1. Top Quality Services 2. Balanced Community Development 3. Citizen Connection 4. Learning Com. Dev Objective: 1. As the business of the MSA is accomplished, employees build career and work life portfolios that reflect their intrinsic motivations. These portfolios become a source of pride and satisfaction. 2. Employee goals are aligned with the MSA Mission and core values of the organization through portfolios and other tools to assist employees in their endeavors. 3. Employees are attaining new skill sets that produce more efficient and effective performance Key measures and targets for these objectives: 1. TBD by Strategic Team Initiatives to reach the targets: Legacy Programs: 1. Sunnyvale/Chula Vista collaboration event 2. Focus on the Future, 1996 3. Strategic Plan, 2004 4. Development Review Process Survey, 2004 New Initiatives: 1. Career portfolios, succession planning, performance management, job rotation, values evaluation, etc. 2. Training to achieve new skill sets 3. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

29 Service Development Progressive Service Development Description of this Strategy: Com. Dev will invest resources and energy to continually update its understanding of stakeholders’ needs and innovate products and services that address their needs. Additionally, Com. Dev will collaborate with other MSAs to create and update service delivery mechanisms that fit within the Com. Dev vision and mission. This strategy intends to achieve the following: Council Goal: 1. Top Quality Services 2. Citizen Connection 3. Communication 4. Balanced Community Development Com. Dev Objectives: 1. Adequate resources to support Com. Dev outreach, analysis and innovation to keep pace with changing needs 2. Robust learning, collaboration, and innovative processes Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. Current procedures and outreach methods 2. Village redevelopment accomplishments 3. Development Review Process Survey (2004) and follow-up goals 4. Strategic Plan, 2004 New Initiatives: 1. Connecting Community, Place, and Spirit (CCPS) 2. SCCRA (2 nd Redevelopment Area) Land Use Strategy (All Planning Areas) 3. Centre City Gateway goal 4. N. State Street Revitalization Vision and Implementation Partnership 5. Future planning for the Village Area 6. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

30 Service Delivery Professional Service Delivery Description of this Strategy: Com. Dev will continue to focus on delivering and improving its products and services to a quality and efficiency level as good or better than the most professional practices demonstrated anywhere. This strategy intends to achieve the following: Council Goal: 1. Top Quality Services 2. Balanced Community Development 3. Citizen Connection 4. Communication 5. Financial Health Com. Dev Objectives: 1. Meet or exceed benchmarks Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. General Plan and GMP implementation 2. Development Review Process Survey, 2004 3. Building inspection, plan check and code enforcement program 4. Economic development and real property asset management services 5. Redevelopment services 6. GIS Services 7. Performance management programs (annual goals process) New Initiatives: 1. Business Process Review 2. Integration and coordination across disciplines and MSAs 3. Job rotation 4. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

31 Partnering Description of this Strategy: Com. Dev will further its reach and leverage its fiscal resources by building partnerships and trust with residents and businesses. This is done by reaching out and increasing dialogue with the community. Quality businesses are attracted to the community and retained thus improving the overall fiscal health of the city. This strategy intends to achieve the following: Council Goal: 1. Citizen Connection 2. Communication 3. Top Quality Service 4. Financial Health 5. Balanced Community Development Com. Dev Objectives: 1. Leverage Com. Dev resources 2. Improve the City’s fiscal health through partnering 3. Produce more collaboration and connectedness between Com. Dev and the community through engagement and neighborhood strengthening programs Key measures and targets for these objectives: 1. TBD with City Council Initiatives to reach the targets: Legacy Programs: 1. Business retention program 2. CCPS New Initiatives: 1. CCPS 2. Neighborhood service programs (community building) 3. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

32 Fiscal Fitness Description of this Strategy: Com. Dev will become and remain fiscally astute in support of the city’s economic sustainability. This strategy intends to achieve the following: Council Goal: 1. Financial Health 2. Balanced Community Development 3. Top quality services Com. Dev Objectives: 1. Fiscal fitness and economic sustainability are part of everyday awareness and considerations in Com. Dev decisions and programs. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. Budget process 2. Large Format Retail analysis 3. General Plan and GMP implementation 4. Economic development and redevelopment programs New Initiatives: 1. Increased application of fiscal tools and use of technology to improve MSA efficiency and cost effectiveness 2. Investigate using CDBG for more City projects and programs 3. Proactive economic development and redevelopment strategies 4. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

33 Civic Innovation Description of this Strategy: Com. Dev will continue to evolve so that stakeholders experience Com. Dev as reaching out to the community through programs that strengthen neighborhoods and bring progressive projects and programs to the community at large. This strategy intends to achieve the following: Council Goal: 1. Balanced Community Development 2. Citizen Connection 3. Communication 4. Top Quality Services Com. Dev Objectives: 1. Stakeholders experience Com. Dev approaches to built hardscape, and community “softscape”, as innovative and manifesting the highest quality of life for citizens and sustainability for the city. These innovations keep pace with changes affecting the city and the region and stakeholders know it. 2. Neighborhood services are delivered in a way that is perceived as more creative, effective, and efficient, especially as pertains to partnerships. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. CCPS (startup) New Initiatives: 1. CCPS ongoing, neighborhood services programs 2. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

34 Operational Excellence Description of this Strategy: Com. Dev will continue to evolve so that Stakeholders perceive all Com. Dev processes as adding value, and that decisions are made at the appropriate levels, thus resulting in timely project review, plan checks, and information dissemination. This strategy intends to achieve the following: Council Goal: 1. Top Quality Service 2. Community Connection 3. Communications 4. Balanced Community Development 5. Financial Health Com. Dev Objectives: 1. Stakeholders hold perception of Com. Dev as highly effective, efficient and reliable in execution of its mission. Key measures and targets for these objectives: 1. TBD Initiatives to reach the targets: Legacy Programs: 1. One-stop counter at Faraday 2. Permits Plus to track projects New Initiatives: 1. Cross department teams, cross-MSA single line of authority at the counter 2. Resource pooling 3. Business Process Review 4. Job cross-training and rotation 5. Com. Dev teams will identify additional new initiatives as needed City of Carlsbad Com. Dev Strategic Plan Version: April 2004

35 Strategic Plan Chronology of Events City of Carlsbad Com. Dev Strategic Plan Version: April 2004 Appendix

36 ‘ 03 -’ 04 Planning Process The following chronicles the general flow of work to develop the Com. Dev strategic plan and begin a strategic planning process and annual cycle. Facilitation of the process was provided by Sterling Insights, Inc. (www. Sterling. Insights. com). In general terms the process was highly collaborative from start to finish. Conceptually, the process began with a SCAN of the environment to assess conditions, readiness for change, and a range of possible strategic choices. From these options, the process lead Com. Dev to FOCUS upon and negotiate decisions yielding potent strategic choices. Having done that, the process guided Com. Dev to ACT as participants committed to their vision, strategies and objectives, with momentum toward implementation. August 2003 – Sponsor Session The Com. Dev leadership team committed to developing a strategic planning process beginning in 2003. It will ultimately become part of the annual cycle of planning and goal setting for Com. Dev. The strategic planning model presented in the Bryson & Alston book was adopted as a framework for guiding the work. Other models will be brought to bear in support of this overarching approach. The team broadened their thinking about the strategic role that Com. Dev will play in the future. As Carlsbad becomes built out, and citizen requirements shift toward more “ softscape” in addition to “hardscape”, the demands on Com. Dev will change. Through the strategic planning process Com. Dev can be part of defining that shift and its attendant demands. This first event included beginning analysis of Com. Dev strengths, weaknesses, opportunities and threats. September 2003 – Case for Change & Sponsor Consultation During phone consultations and one meeting with the project sponsors, fine-tune the strategic planning process flow and clarify the lead roles (sponsor/Holder & project manager/Kelley) for strategic planning. Support was given to internal and external environment assessments. The Farmers building 3 rd floor is set up as a strategic planning "clubhouse" with Sterling Insights’ furnishings. October/November 2003 – Internal & External Assessments Com. Dev leadership teams work internal and external assessment of strengths, weaknesses, opportunities, and threats. Mandates that Com. Dev must answer for are listed and sorted. Stakeholder listing and analysis was begun. December 2003 - Internal & External Assessments Com. Dev hosted or participated in three significant events. First in early December, the City Council began its annual planning process using a scenario planning method also facilitated by Sterling Insights and conducted in the same facility set up for Com. Dev. Results from this event strengthened the Com. Dev understanding of the Council’s position on issues relevant to Com. Dev’s long range planning, particularly economic development and land use issues. Second, was an event for local businesses and business organizations. The participants of this session were asked to share their current concerns for the business environment in Carlsbad and to imagine what business climate may look like in Carlsbad in 2010. The concerns raised by this group gave Com. Dev some important insights into the needs of several of their most important stakeholder groups. Third, Com. Dev hosted a similar event for representatives from each of the other Major Service Areas (MSA) in the City government organization. This event highlighted processes where Com. Dev’s work touched that of other MSAs. It also elicited what other MSA’s could imagine about the future for Carlsbad in about 6 years. This event opened the dialogue between MSAs about the implications of build-out in Carlsbad which will be increasingly signigicant across the City organization over the next 5 -10 years. City of Carlsbad Com. Dev Strategic Plan Version: April 2004

37 SCAN ‘ 03 -’ 04 Planning Process FOCUS ACT January 2004 – Strategic Issues & First Iteration of Strategies Event outcomes: 1) synthesized SWOT analysis from internal and external environment assessments; 2) mapped various stakeholder groups; 3) first articulation of strategic issues and initial strategy concepts; and 4) developed broad content of Strategic Plan (basic elements). Success, flex and failure factors were listed to anticipate challenges Com. Dev will face in designing and implementing strategies. An initial vision is developed for Com. Dev. February 2004 – Strategy Development & Mapping Two significant tracks were progressing in February. First, CCPS was using a scenario planning approach to develop a layout for future city government infrastructure and amenities in Carlsbad. This process included all the City’s Leadership Team and ultimately the Council. The implications for Com. Dev were significant as the design of various infrastructure used to deliver core Com. Dev services was being developed (neighborhood service centers, economic development tools like a conference center, etc. ) The second major event was a 2 -day design session for Com. Dev staff to bring together all the strategic planning work done to date. This event produced the first real strategy concepts, a vision for Com. Dev, and refinement of the Com. Dev mission statement. The strategies addressed the strategic issues with an eye toward systemic improvements across all departments. At the tactical level, some specific process improvements in Planning were proposed. A first pass was made at sequencing implementation of various initiatives taking into account impending retirements, likely cash flow issues, and other foreseeable changes. March, April, May 2004 – Objectives, Measures, Targets, Initiatives During a combination of leadership team meetings and one “all hands” event, Com. Dev worked out the logic of each strategy. This included developing a strategy map showing the cause-effect relationship of each element building from culture and capability to internal processes and use of funds to customer perception of Com. Dev and its results. Strong starts were made on detailed implementation plans involving specific objectives, measures, targets for the measures, and initiatives to achieve the targets that indicate progress toward resolution of strategic issues. As the 2004 annual goals process began, some initiatives developed in the strategic planning process were picked up by individuals to drive forward. Others will be integrated into the goals process for 2005. Going Forward – Building on a process and set of templates The strategic planning process and format that was employed for this year’s plan development will serve as a foundation for the 2004 -2005 cycle. With strategy map and strategy statement templates now in place, the next update of the plan and its components will be much easier and more efficient. Future cycles will be more about course correction and updating than building the various components from scratch (SWOT analysis, stakeholder analysis, Strategic Issues list, Success/Failure/Flex list, Strategy Map template, strategy/objective/measures logics, etc. ). City of Carlsbad Com. Dev Strategic Plan Version: April 2004