Focus on the Future

By Harold Cicerone

A report on the future of Pacifica, released in November 2003 by the Pacifica Strategic Plan Steering Committee, through its Chairman, Commissioner Cicerone.

A Suggested Approach to Build a Strong and Viable Community

Findings and Recommendations for Strategic Planning

Submitted by The Pacifica Strategic Planning Steering Committee November 2003

I. Introduction

The city of Pacifica is filled with rich assets. Its very location on the peninsula grants it one of the most scenic locations in the state. Its natural boundaries contribute to maintaining a quality of life for its residents that is unavailable in many major metropolitan areas. Most importantly, its residents not only possess but also are willing to commit their skills, abilities, and talents to issues and needs that arise when asked.

Possessing these rich assets has not protected Pacifica from experiencing the kinds of growth and development challenges that often beset cities. Over the past ten years, Pacifica has developed several plans to address some of the economic, social and environmental issues plaguing its growth and development. While these documents were filled with sound and practical solutions, they failed for various reasons to be implemented. Despite this fact, the general consensus among city officials and community members is that the city needs to establish a strategic process that generates the kind of progress that reflects the needs and concerns of its citizens.

Believing that Pacificans deserve the best the city has to offer, the City Council charged the City Planning Commission to examine possible approaches and make specific recommendations designed to "ensure the short- and long-term viability of the entire community "(Attachment 1). A Steering Committee was formed to establish a process to achieve the desired results (Attachment 2). The steps they followed to achieve that are referenced in this report (Attachment 3).

II. Key Recommendations

The evaluation revealed a number of findings that are described in greater detail in this section. They formed the basis for the recommendations presented below:

1. Establish a formal ongoing planning and community development process rather than engaging in the development of a planning document.

2. Focus a planning effort that first establishes a strategic framework and priorities within key sectors before establishing more detailed strategies and tactics.

3. Enlist full community participation in appropriate ways at all levels of the planning process.

4. Secure ongoing professional consultation and facilitation support.

5. Secure commitment and willingness to participate from key elected officials and professional staff.

III. Recommendation Analysis

A more detailed analysis of the findings that led to these recommendations as follows:

1. Establish a Formal and Ongoing Planning Process

Our analysis revealed that previous initiatives focused on developing plans. These plans failed to specify the authority responsible for implementing them, and each omitted a process for implementation, evaluation, and subsequent revision, which is critical to achieving positive change.

We believe this city needs to establish an ongoing planning and community development process that establishes a continuing, practical and reliable approach to establish the focus and direction for this community:

a. a current and accurate assessment of need is conducted that includes collecting data and information from groups representing all sectors of our community and professionals representing the functional areas of our city operations; a fair and balanced analysis and interpretation of that information is prepared for those involved in developing the design document. A great deal of information has already been compiled that can be easily converted for our needs.

b. a design document (also called a strategic framework) is created by a representative group to establish focus, direction and priorities based on the desires, expectations, and needs of the city and its citizens;

c. more detailed plans of action are created based on selected priorities that define the means by which priorities will be implemented including key objectives and strategies, budgets, timelines, lines of authority and accountability.

d. a governance and management system is established by City Council and the City Manager within city government to ensure a clear line of authority is instituted for leading, managing, monitoring, and communicating progress to the citizens of this community (Attachment 4); and

e. a schedule for elected and appointed officials along with professional staff to review, evaluate and revise key priorities as needed.

This process will provide the city of Pacifica with a tool by which decisions can be made, progress can be documented and reported, staff performance can be measured, and funds can be maximized. If maintained, it can mitigate major gaps or voids from occurring with the transition of any elected official or professional staff.

The process outlined above is challenging. It will require hard work on the part of the community and key officials. When completed its implementation will provide a greater sense of confidence and trust among the professional staff of what elected leaders and community members expect. Embracing a planning and community development process will require some adjustments to some of the more traditional decision-making practices currently in use. We believe, however, this approach will enable this community to build a strong foundation that over time will transform this community in ways we have all envisioned.

2. Focus of the Planning Effort Should Be on Establishing Strategic Priorities within Key Sectors

A community is composed of at least six sectors: economic, public services, education, land use, environment, and public utilities (Attachment 5 for definitions). In the past few years, Pacifica developed at minimum six plans reflecting a wide range of issues from economic growth to land development of specific sites. Each plan reviewed offered great insight and good ideas but each generally focused on a specific sector (Attachment 6 and 7). Doing so overlooked the importance of considering the impact or importance on other sectors. Because these sectors are integral in nature, it is essential that all be considered when establishing a new direction or focus. Any future planning efforts must take a holistic approach.

It is therefore essential that we look at all sectors of our community in order to identify those issues or needs that require our immediate attention, those that we can begin now, yet bear in mind longer term objectives. We must also create a common baseline of terms to avoid misunderstandings among one another. For the purposes of creating a common baseline of understanding during our analysis, we identified three types of community-based planning. We recommend their use in defining the steps that Pacifica can take to move from vision to action:

Comprehensive planning is a process that develops a future course or direction for all sectors of the community. It becomes the design document and establishes the strategic framework that includes the city's vision, mission, goals and key priorities.

Sector planning is a process that develops a future course for one or more, but not all sectors. It is more detailed in nature and outlines the strategies and tactics necessary to achieve established priorities. The sectors defined above can be modified as needed.

Tactical planning is a process that develops a future course or direction for a specific issue or need within the community. With input from the community, this is the work plan developed by the professional staff that includes budgets, lines of authority and accountability, and timelines for implementation and completion.

3. Enlist Full Community Participation We are fortunate in Pacifica to have a wide range of community groups and individuals who are willing to work for its future. We have seen them build parks, initiate educational reforms, and support the arts. Many are eager and have the skills and the energy needed move Pacifica forward. They only ask for the opportunity.

Our future planning efforts should consider the following:

a. Representatives appointed (through a process agreed upon by these citizen groups and the city) to participate in the city's planning process.

b. Once a representative group is created, those involved establish a set of operational values and guidelines that demonstrates the commitment and provides a means by which ongoing progress can be achieved;

c. A system for ongoing communication be established that is initiated with the development of the design document but is subsequently incorporated into the city's government structure.

4. Secure Ongoing Professional Consultation and Facilitation Support While we have the talent within our community to serve as a central coordinator, it is far too large a task to ask without offering fair compensation. We believe it is essential to solicit the support of those professionals who possess planning and community development expertise. The continued periodic involvement of this professional after the initial work has been accomplished has proven for other groups to be the one factor that has led to their ongoing commitment to the planning process and success in achieving the desired level of progress. This individual would become an integral part of the governance and management system defined above (Attachment 4 highlights role).

5. Secure Commitment and Willingness to Participate from Key Elected Officials and Professional Staff This process will only succeed if the key players in this community commit not only to conducting a plan but also to changing the manner by which the city currently governs. This process transforms governance and management from tactic-driven to plan-driven. The benefits of moving in this direction not only impact the way in which decisions are made, but also the way in which resources are managed. A process of this kind will only succeed if all those in authority commit to the process and commit to stay the process.

The following steps would begin demonstrating this commitment:

a. Establish a progress update (e.g. oral or incorporated into the City Manager's Report) as a standard item on the City Council and City Planning Commission's agenda;

b. Incorporate the results of the planning effort into staff's performance management system to ensure their innovation, creativity, commitment to excellence and outstanding achievements are recognized and rewarded.

IV. Funding Options

We recognize the cost factor to initiate a project of this kind. It is estimated that the initial costs for establishing the strategic framework and priorities will range from $20,000 - $30,000. It is our expectation to seek full funding in the first year from an outside source. However, it is anticipated that as the planning process proves its ability to be profitable for the city, future expenditures to maintain the process would become a standard budget item. Future steps toward securing monies should be delegated to the City Manager with citizen support as needed.

Our research of comprehensive plans demonstrated that those efforts that were successful were the result of cities incorporating a financial commitment to the plan.

We have identified three possibilities for funding.

1. City sponsors the funding of an outside facilitator.
2. Partnership of City funds and matching grants.
3. Seek full grant funding.

It should be noted that the committee explored grant funding possibilities and our research shows that grant funding possibilities exist.

Conclusion

Our research has shown that comprehensive and ongoing strategic planning provides tremendous benefits to the communities that go through the process. It has also shown that the process can be challenging, and must involve leadership, accountability, and some type financial commitment.

In order to ensure success the committee believes we must:

1. Focus on a comprehensive development process not a document.
2. Engage the City Council, City Manager, City Planning Commission, Professional Staff, and the Greater Community from the beginning of the process.
3. Engage a professional facilitator.
4. Direct funding for ongoing work.

We believe the next step in this process should be the Requisition for Proposal for a Comprehensive Planning Process. It will clearly define the necessary funding, and may in turn help find possible funding sources.

By developing a methodology for strategic thinking, this effort will manifest itself into a vision of Pacifica as a strong and viable community. Can Pacifica afford this? Ask rather - can we afford our present course - cycle after cycle of financial and political crisis? We believe this process represents the best opportunity to change that course. Pacifica cannot afford not to.

10.20.03

ATTACHMENTS:

Attachment Two
------------------------ Steering Committee:

Harold Cicerone, Chair Michael Crabtree, Staff Liaison Don Eagelston Michele Garside Jim Hudson Andrew Leone Christopher Ranken Tim Williams

For more information, or for a copy of the complete report, please contact us: harold@ranken.com .