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HomeMy WebLinkAbout08/17/2004, C6 - GOAL-SETTING AND FINANCIAL PLAN SCHEDULE FOR 2005-07 r counat M.maDm 8-17-04 j acEnaa uEpont 1�Nu•b& C C I TY O F SAN LU I S O B I S P O FROM: Ken Hampian, City Administrative Officer Bill Statler; Director of Finance&Information Technology SUBJECT: GOAL-SETTING AND FINANCIAL PLAN SCHEDULE FOR 2005-07 CAO RECOMMENDATION Approve the goal-setting and Financial Plan schedule for 2005-07. REPORT-IN-BRIEF Building on our past experience in successfully integrating Council goal-setting into the budget process, this report sets forth the proposed schedule for the 2005-07 Financial Plan. A detailed schedule is provided in Attachment 1 and a schematic diagram of the proposed goal-setting and budget process is provided in Attachment 2. As described more fully below, the following summarizes the proposed"five-step"goal-setting process for 2005-07 and key dates; Key bates- Five-Step_Goa.1-Setti fig Process for�w6�47 Thursday,November 18 © Setting the Table. Lay the foundation for goal-setting by Special Meeting considering the current status of both long and short terms goals 10:00 AM to 3:00 PM previously adopted by the City and place them in the context of our general fiscal outlook. Tuesday,December 14 A Budget Foundation. Finalize plans for the goal-setting process; We recommend review Financial Plan policies and organization;review the audited rescheduling the 12121 financial results from 2003-04; and discuss the results of the five-year meeting to this date. fiscal forecast. Wednesday,January 12 © Community Forum. Consider comments and suggestions from Special Meeting community groups, interested individuals and Council advisory bodies. 6:30 to 9.:30 PM Saturday,January 29 ® Council Goal-Setting Workshop. Discuss candidate goals Special Meeting presented at the January 12 forum; consider Council member goals; 8:30 AMto 4:00 PM prioritize and set major City goals. Tuesday,April 12 ® Major City Goal Work Programs. Conceptually approve detailed Special Meeting work programs for major City goals adopted by the Council; and set 7:00 to 10:00 PM strategic budget direction for preparation of the 2005-07 Financial Plan. DISCUSSION As reflected in the proposed schedule for preparing the 2005-07 Financial Plan provided in Attachment 1, we recommend continuing to use a multi-year budgeting approach that begins with the Council setting goals for the most important things for the City to accomplish over the next two Goal-Setting and Financial Plan Schedule for 20047 . Page 2 years. Based on our experience over the past fourteen years and feedback from the Council, staff and community on the goal-setting process,this has been a successful approach in assuring that the fundamental purpose of the City's budgetary process is achieved: linking what we want to accomplish for our community over the next two years with the resources necessary to do so. As reflected in the attached schedule,we are building on our past experience and proposing to again use a "five-step" process as we did in 2003-05: 1) "Setting the Table" workshop; 2) `Budget Foundation" workshop; 3) Community Forum; 4) Council goal-setting workshop; and 5) conceptual approval of detailed work programs for Major City Goals. 1. "Setting the Table"Workshop. We propose a similar"background"workshop as we held in starting the 2003-05 Financial Plan that is devoted to a comprehensive review of the status of current plans, goals and policies. This is an especially appropriate start for Council goal-setting, as we have always defined the purpose of the City's budget process as asking ourselves: Of the many goals, objectives and work programs set forth in our long-term planning and policy documents, which are we going to focus on in the next two years? With this approach, the City's two-year budget process becomes our key tool in programming the implementation of these plans and policies by allocating the resources necessary to do so. In short, we do not start the goal-setting process from scratch with an empty plate: it needs to be informed by our adopted long-tern plans, current In order to"set the table" in a timely two-year goals and fiscal outlook. Accordingly,we manner for the goal-setting and plan to present comprehensive (but concise and budget process, it must be meaningful)reports on the following: scheduled before any new Council members take office in December. However, the"Council-Elect a. Status of General Plan Programs. Building on Members"will be known by then the approach we used two years ago, we plan to and are encouraged to attend. present an overview of the status of each In fact,with its emphasis on General Plan program in all of the ten Elements revisiting existing plans, policies (about 400 programs in total). Organized by and goals, this is an excellent "primer"for any new Council Element, we will provide a short summary of members. For this reason,we will each program, whether it has been completed, highlight the importance of this and if not, a high level assessment of how workshop with Mayor and Council difficult it will be to complete. As we did in candidates, and strongly encourage them to put this on their calendars 2003-05, we also plan to present a similar and attend if they are elected. summary of the status of the programs in the Conceptual Physical Plan for the City's Center. While this is not a General Plan Element, it is referenced in the General Plan, and several of its programs are closely linked. b. "End-Game" Capital improvement Plan. This will provide a "high level" summary of the estimated costs of the new facilities and infrastructure that will be needed to implement our General Plan at build-out based on plans and policies previously adopted by the Council. ccs -a Goal-Setting and Financial Plan Schedule for 2005-07 Page 3 c. Status of Our Current Two-Year Major City Goals: Carryovers and Spin-Offs. Some of our major city goals may not be complete by June 2005; as such, the "carryover"work on them may be candidate Major City Goals for 2005-07. And even for those goals where the specific work programs for 2003-05 may be completed by June 2005, there may be "spin-off'tasks as a result. This is especially true for work programs in 2003-05 where the objective was to complete plans or studies: with those now in place, a likely "spin-off"into 2005-07 maybe implementation of these studies. d. Status of Current Capital Improvement Plan (CIP)Projects. This report will present an overview of the status of all current CIP projects (about 200), organized by function and phase. As discussed in the 2004-05 Financial Plan Supplement, it will also identify candidate projects for deletion or deferral based on our financial condition. e. Follow-Up on Pantry Items. In the 2004-05 Financial Plan Supplement, one of our key budget balancing strategies was to follow-up on the "pantry" items identified as part of the 2003-05 Financial Plan process. Because of the uncertainties facing us at that time, we left several budget-balancers "in the pantry"that we could draw upon in the case key revenues did not perform as well as projected, the State took away more revenue or other unforeseen, adverse events emerged. Moreover, several of these were not "fully cooked" then (which is why they were still in the pantry), but with more analysis and community review, they might be available in the longer tern. We are already in the process of revisiting. "The Pantry" and we will make recommendations to the Council at this workshop. f. General Fiscal Outlook It is also important to place goal-setting in the context of our fiscal condition and outlook. As discussed with the Council as part of the 2004-05 Financial Plan Supplement, we are facing major threats to our fiscal health on a number of fronts. These include adverse trends in key General Fund revenues, increasing operating cost pressures and State budget takeaways. Because of these, we expect that balancing the budget for 2005-07 will be as difficult as it was in 2003-05. This report on our "general fiscal outlook" will not provide a detailed forecast (as discussed below, this will be presented to the Council on December 14); however, it will highlight key trends and emerging challenges. While we expect that balancing the budget for 2005-07 will be very challenging, this doesn't necessarily mean that we can't fund any new initiatives in 2005-07—but it does mean that doing so will be very difficult. The "yin and yang" nature of the relationship between our goal-setting process and fiscal reality is discussed further at the end of this report. In summary, while the goal-setting process can certainly be used to initiate goals that have never been on our radar before, it should start from where we are today, based on the long- term plans and objectives we have already adopted, and the high-priority programs and projects already underway. And we should place this in the context of our fiscal outlook. C), Goal-Setting and Financial Plan Schedule for 2005-07 Page 4 As in 2003-05, comprehensively"setting the table" in this way will require a dedicated budget workshop. Accordingly,we recommend holding a special budget workshop for this purpose on Thursday, November 18, 2004 from 10:00 AM to 3:00 PM, to ensure adequate time for the Council to ask questions and fully discuss these issues. 2. "Budget Foundation"Workshop. Again, as we did two years ago, we recommend holding a special workshop dedicated to the "financial and policy' tools that serve as the foundation for the City's budget and goal-setting process. We plan to cover the following topics at this workshop,which we recommend holding on the evening of Tuesday,December 14,2004. a. Finalize plans for the Community Forum and Council goal-setting workshop. b. Review Financial Plan policies and organization, and recommend changes as appropriate. c. Present the Comprehensive Annual Financial Report for 2003-04 and discuss the audited financial results. d. Review and discuss the results of the General Fund Five-Year Fiscal Forecast. 3. Community Forum. Held on the evening of Wednesday, January 12, 2005, the purpose of this workshop is to solicit suggested goals and work programs from Council advisory bodies, community groups and interested individuals. To ensure that adequate space is available for this forum, we are currently researching options, including Laguna Middle School (where we held this two years ago) and the Veteran's Memorial Building. Based on Council feedback, we plan to modify the "small group" approach used two years ago, while still providing an opportunity for meaningful discussion by participants. Following Council approval of the budget calendar, we will mail notices to over 175 community groups, governmental agencies, media organizations and interested individuals inviting them to participate in this process. In addition to these notices, we also plan to place display ads in The Tribune and New Times in order to encourage the broadest possible participation in this process. We also plan to again insert a Community Budget Bulletin in our utility bills inviting the public to participate in the goal-setting and budget process, and soliciting their comments on the"three to five most important things for the City to do in the next two years." Two years ago, we received over 650 replies in response to this insert, which we transcribed in their entirety and distributed to the Council along with a summary of"top themes." 4. Council Goal-Setting Workshop. Following the receipt of written and oral comments on January 12, the goal-setting workshop will be held on Saturday, January 29, 2005 in the City/County Library Community Room. 5. Major City Goal Work Programs. Following the Council goal-setting workshop, staff will prepare detailed work programs for the Major City Goals in order to: a. Clearly define and scope the work program. cu ' Goal-Setting and Financial Plan Schedule for 2005-07 Page 5 b. Ensure that there is a clear understanding of the means used in pursuing the goal. c. Convert the general goal into .specific action steps so we can measure progress in achieving it. Each work program will provide the following information: Objective. What do we specifically want to accomplish? (This is based on the objective adopted by the Council at the January 29 goal-setting workshop.) Discussion. What are the factors driving the need for this goal? What actions have we already taken in trying to resolve this problem area? What key challenges and obstacles can we expect in achieving this goal? Action Plan. What specific tasks will we need to accomplish in order to achieve the goal, and when will we complete them? These"action steps" are the fundamental building blocks in defining and scoping the work program, and in monitoring our progress in accomplishing the goal over the next two years. Responsible Department Who is accountable for getting it done? Financial and Staff Resources Required to Achieve the. Goal. What will it take to achieve the goal? Do we need to add resources (staffing, contract services, capital improvement plan project)to do this? Outcome. Final Work Product What will we get if we achieve the goal? What's the "deliverable?" Goal-Setting Framework Based on our experience over the past years, we plan to use an outside facilitator for the forum and goal-setting workshop. This allows all Council members to participate fully in the process, and allows staff to devote our efforts to listening and learning. Because of his familiarity with the City and our goal-setting process,we plan to again use Don Maruska as the facilitator for this process. As noted above, we will present a detailed approach for the forum and goal-setting workshop to the Council on December 14, 2004. In the interim,provided in Attachment 3 is a summary of the goal-setting process we used in 2003-05 along with the contents of the workbooks we put together for this. While there will undoubtedly be changes to this for 2005-07, these background materials provide a good starting point for the process we envision. (As noted above, one area for likely change is the "small group" sessions.) Council Advisory Body Participation Consistent with past Council direction, the advisory bodies will again play an important role in the goal-setting process by providing the Council with their recommended goals for 2005-07. We have-already given the advisory body chairs a"heads-up"on this process at their July 8, 2004 ov -� Goal-Setting and Financial Plan Schedule for 2005-07 Page 6 quarterly meeting with the Mayor; and support staff liaisons are beginning to work with the Chairs in scheduling time for this purpose at upcoming advisory body meetings. Modified "Two-Step"Advisory Body Process for 2005-07. Two-years ago we used a"two-step" process in developing advisory body goal recommendations: after receiving initial candidate goals from each of the advisory bodies (Step 1), we compiled them for their final review before finalizing their recommendations (Step 2). Based on survey results from advisory bodies on this process, while many valued receiving a consolidated set of advisory body recommendations, there were mixed results on the value of a "formal" second review. Accordingly, we plan to again start the advisory body process early and provide each of them with a consolidated listing of all advisory body goal recommendations. However, each advisory body will determine for themselves if a formal second review is desirable, rather than requiring this. SUMMARY Importance of Goal-Setting in Tough Fiscal Times As noted above,we go into the 2005-07 Financial Plan process facing what is again going to be a very tough fiscal situation. This doesn't mean we can't fund any new initiatives in 2005-07—but it does mean that doing so will be very difficult. Given current revenue trends, increased cost pressures and continuing State budget takeaways, it will be a major challenge to just continue current service levels and adequately maintain our existing facilities and infrastructure. For this reason, we are again on a course of two parallel but complimentary paths to the same destination as part of the 2005-07 Financial Plan process: 1. Hoping for the Best. Planning for the future, responding to our highest hopes and aspirations, identifying the most important, highest priority things for us to do in the next two years. 2. Preparing for the Worst. While at the same time recognizing the very real fiscal challenges confronting us. On the surface, goal-setting and tough fiscal times may appear to be conflicting concepts—but they aren't. In fact, the need to set goals for the most important, highest priority things for us to do is even more important when resources are tight. And this is the essence of the budget process: of all the things we want to do in making our community an even better place to live, work and play, which are the most important? And what are the difficult resource trade-offs we have to make to do them? ATTACHMENTS 1. 2005-07 Financial Plan Schedule 2. Goal-Setting and Budget Process Schematic 3. Background Materials from the 2003-05 Goal-Setting Process G:Finance(Budget Foldos/Financial Plans/2005-07 Financial Plan/Council Goal-Setting/Council Agenda Reports/Financial Plan Schedule,,8--17/-04 Ci -� 2005-07 Financial Plan Calendar Attachment 1 When* What August 17,2004 • Council approves Financial Plan process and schedule. October 2004 • CAO and Director of Finance&Information Technology brief advisory body chairs on their role in the process at quarterly meeting with the Mayor. November 1,2004 • Council advisory bodies provide recommended goals to Finance. • Finance begins sending letters requesting participation in goal-setting process from community groups and interested individuals;and begins inserting Community Budget Bulletins in utility bills. November 15,2004 • Finance distributes consolidated listing of draft recommended goals to advisory bodies. November 18 2004 • Council holds workshop on the status of General Plan and programs;long- Special Workshop term capital improvement plan(CIP);status of Major City Goals,objectives 10:00 AM to 3:00 PM and CIP projects;"pantry items;"and general fiscal outlook. December 14,2004 • Council finalizes goal-setting process;considers Financial Plan policies and Special Workshop organization;reviews audited financial results for 2003-04;and discusses 7:00 to 10:00 PM results of General Fund five-year fiscal forecast. December 29,2004 • Finance receives written comments from community groups and interested individuals,and any changes in goals from advisory bodies. January 12,2005 • Council holds community forum Special Workshop 6:30 to 9:30 PM January 29,2005 • Council holds goal-setting workshop:discusses candidate goals presented at Special Workshop January 12 community forum;discusses Council member goals distributed on 8:30 AM to 4:00 PM January 26;prioritizes and sets major City goals. February 1,2005 • Council finalizes goals and priorities(if needed). February 15,2005 • Council considers mid-year budget review. March 2005 • Departments submit budget requests and major City goal work programs. April 12,2005 • Council.approves detailed work programs for Major City Goals. Special Workshop • Sets strategic budget direction in preparing Preliminary Financial Plan. 7:00 to 10:00 PM April to Mid-May • Budget Review Team analyzes department budget requests;holds briefings with departments;and makes recommendations to the CAO. • CAO finalizes budget recommendations to Council and Finance finishes Preliminary Financial Plan. May 19,2005 • CAO issues preliminary budget. May 26,31,June 2,2005 • Council holds evening budget workshops: Special Workshops — May 26:Financial Plan overview and General Fund operating programs. Preliminary Budget Review — May 31:General Fund CIP projects. 7:00 to 10:00 PM — June 2: Enterprise Fund programs,CIP projects and rates. May 25,2005 • Planning Commission reviews CIP for General Plan consistency. June 7,21,2005 • Council holds continued Financial Plan reviews;adopts budget. Key Council Dates in Bold Attachment 2 Goal-Setting and the Budget Process 2005-07 Financial Plan July 2004 Letters from Advisory Bodies Community Groups Community Surveys Letters from Individuals Goal-Setting Input Fiscal Forecast ** Current 2-Year Long-Term Plans, Goals * Goals & Policies * November 18, 2004 Council Goal-Setting **December 14, 2004 "Setting the Table" Workshop `Budget Foundation" Budget Workshop January 29, 2005 Workshop Staff Budget Preparation l Major City Goal Work Programs & Strategic Budget Direction: April 12 Preliminary Budget: May 19, 2005 Budget Workshops: May 26, 31, June 2, 7 Adopted Budget: June 21, 2005 city of San Luis om spo C � Background Materials: Goal-Setting Process for 2003-05 Attachment 3 BACKGROUND MATERIALS 200305 GoalmSetting Process A. Goal-Setting Workbook: Table of Contents B. Outline for Community Forum C. Outline for Council Goal-Setting Workshop D. Suggested Guidelines for Council Members During the Goal-Setting Process E. Council Member Candidate Major City Goals F. Criteria for Major City Goals Background Materials: Goal-Setting Process for 2003-05 Attachment 3 A. Goal-Setting Workbook TABLE OF • 2003-05 Financial Plan GOAL-SETTING WORKSHOPS 1.Workshop Agendas B.Status of Current CIP Projects January 14:Community Forum 1 Introduction B-1 February 1:Council Goal-Setting Workshop 3 Status of Major CIP Projects B-2 Status of Construction Projects B-3 2.Suggested City Goals:Council Advisory Bodies CIP Financial Report B-6 Overview I C.Status of General Plan Implementation Programs Architectural Review Commission 2 Bicycle Committee 3 Introduction C-1 Cultural Heritage Committee 4 Implementation Program Status by Element C-5 Housing Authority 6 Human Relations Committee 8 D.Long-Term Capital Improvement Plan Jack House Committee 10 Joint Use Committee on Recreational Facilities I 1 Overview D-I Mass Transportation Committee 12 Project Summary By Function D-3 Parks and Recreation Commission ission 13 Planning Commission 14 S.Goal-Setting Process for 2003-05 Promotional Coordinating Committee 15 December 10,2002 Council Agenda Report 3.Suggested City Goals:Community Budget Bulletin Goal-Setting Process for 2003-05 1 Items received after January 6 will be distributed as they are 9.Fiscal Outlook:December 10,2002 Forecast received. Five-Year General Fund Fiscal Forecast I Overview 1 Responses 2 10.Results from May 2000 Citizen Survey 4. Suggested City Goals:Community Groups/Others Public Opinion Survey by Fairbank,Maslin, 1 Items received after January 7 will be distributed as they are Maullin&Associates:May 1,2000 received. (Note.12 letters received by January 14) 11.Other Background Information San Luis Obispo Chamber of Commerce 1 2003-05 Financial Plan Schedule I Andrew Carter 3 Goal-Setting and the Budget Process 2 Residents for Quality Neighborhoods I 1 Budget Process Overview 3 Budget-in-Brief:2002-03 4 5. Results from Community Forum Financial Plan Policies 8 To be distributed on Tuesday,January 21 Public Notification Display Ads 27 6.Council Member Goals News Release 28 Parks and Recreation Winter Class Brochure 29 To be distributed on Tuesday,January 28 Update to Advisory Bodies:Forecast Results 30 Notice to Community Groups 31 BACKGROUND MATERIALS Memorandum to Advisory Bodies 32 Community Budget Bulletin and Survey 33 7.Status Reports from November 15,2002 Workshop 12.Notes and Other Materials A.Status of 2001-03 Goals and Objectives Provides the Council with a place for rotes and other Introduction A-1 Major City Goals A-4 supplemental materials received by them. Other Council Objectives A-20 C " l � Background Materials: Goal-Setting Process for 2003-05 Attachment 3 B. Community Forum 6:30 p.m.-9:30 p.m. Tuesday, January 14, 2003 Laguna Middle School 6:30 Welcome Mayor 6:35 Process, Current Goals, and Fiscal Outlook CAO 7:00 Public Discussion—Each attendee writes suggestions for goals on sheets of paper. Each person then finds some one,whom he or she does not know well, reads partner's goal, asks "Why is this goal important to you?"and writes response. 7:20 Group Discussions by Budget Topics– 1) attendees post their goals on the appropriate wall space of the meeting As noted in the agenda space for the topic and cluster similar ideas together, 2) report,we are likely to City staff discuss links with current programs, and 3) modify this approach.. participants explore alternatives, revenue enhancement and The Council will finalize the process on service reduction possibilities and summarize results. December 14, 2004 [City staff serve as facilitators.] 8:10 Brief Report from Each Group (with individual comments where desired for clarification) 8:50 Discussion of Revenue Enhancement and Expense Reduction Options 9:20 Participants Complete Summary Feedback Form 9:30 Participation Prizes and Close Preparation • Prepare handouts on budget process and fiscal forecast to expedite review. • Provide poster boards for each of the major budget categories with current and continuing program activities and budget allocations. • Set up the room with a gathering area for each of the budget categories. • Assign staff members to facilitate group discussions. • Prepare summary feedback form for attendees to note suggested priorities and recommendations. • Give participants coupons for final prize drawings (City t-shirts,mugs, etc.) to reward those who stay to discuss issues with their neighbors. Outline of Summary Feedback Form • List most desired new initiatives • Write most important current goals to continue. • Indicate which revenue enhancements, if any, deserve further consideration • Identify potential areas to consider service reductions, if needed,to balance the budget. Ccs - N Background Materials: Goal-Setting Process for 2003-05. Attachment 3 C. Council Goal-Setting Workshop 8:30 a.m.-4:00 a.m. Saturday, February 1, 2003 City-County Library Community Room 8:30 - 9:00 a.m. Refreshments 9:00 - 9:05 a.m. Welcome and Introductions Mayor 9:05 - 9:10 a.m. Purpose,Process & Guidelines Facilitator 9:10—Noon Review Goals by Category Council Discuss Relationship of Goals to Current Activities Formulate and Select Candidate Goals Discuss Revenue Enhancement or Service Reduction Possibilities [staff writes candidate goals on flip charts] Noon— 12:15 p.m. [Council may accept further comments from the public that have not been previously presented] 12:15— 1:15 Lunch Break [staff compiles candidate goals] 1:15 -2:15 p.m. Discuss and Weight the Goals Council Clarify Goal Statements Each Member Prepares a Written Ballot Ranking the Goals 2:15 - 3:15 p.m. Tabulate Results Staff 3:50- 4:00 p.m. Review and Identify Major City Goals Council 4:00 -4:30 p.m. Discuss Next Steps Council/Staff Preparation • Staff compiles and distributes composite list of candidate goals to Council members • Staff prepares a template for Council ballot sheet • Assign staff to record goal statements as Council formulates them Background Materials: GoalSetting Process for 2003-05 Attachment 3 D. Suggested Guidelines for Council Members During the Goal-Setting Process 1. Encourage advisory boards, community groups and citizens to submit written comments about desired goals. 2. Invite citizens to participate in Community Forum and to listen and learn from their neighbors. 3. Receive comments from community and acknowledge their input without prematurely expressing your point of view. 4. Assure the community that you are willing to listen openly to all perspectives. 5. Focus your submission of suggested goals on a short list of key priorities to target City resources. 6. Avoid publicizing your submission of suggested goals. Let staff compile your submissions verbatim into a composite list of goals by category without identification of who made each suggestion. This enables you to see the whole picture. 7. Give yourself flexibility by not publicly staking positions in advance of the February V Council Goal-Setting Workshop. 8. Use this process as a way to learn from citizens and Council colleagues about what's important. 9. Explore areas where the Council can come together for positive action. 10. Recognize that this is an important step, but only the first step, in the planning and budgeting for the next two years. Cis - ( 3 Background Materials: Goal-Setting Process for 2003-05 Attachment 3 E-1. Council Member Candidate Major City Goals Please write your 7 candidates for Major City Goals below and submit them to Finance by January 24, 2003. Finance will then compile a verbatim, composite list by topic without identifying who submitted the particular statements. Please refrain from releasing your personal list so that each Council member has flexibility to review all of the submissions and discuss them at the Council Goal-Setting Workshop before staking a position. Electronic versions of this form will be provided to you. O 0 CIO i � Background Materials: Goal-Setting Process for 2003-05 Attachment 3 E-2. Possible Measures to Achieve the Goals and Balance the Budget Potential Revenue Enhancements for Further Consideration. Please list any revenue enhancement opportunities (fee increases, tax measures, etc.) that you would like the Council to discuss at the February 1 goal-setting workshop. Potential General Fund Service Reductions for Further Consideration. In the event that expense reductions become necessary to balance the budget, in which areas would you like the staff to assess the possibilities? Please check off any that you'd like considered. Public Safety Community Development ❑ Neighborhood and Crime Prevention ❑ Planning: Development Review: ❑ Police Investigations ❑ Planning: Long-Range Planning ❑ Police Traffic Safety ❑ Building and Safety ❑ Police Patrol ❑ Engineering: Development Review ❑ Fire Emergency Response ❑ Engineering: Capital Projects ❑ Fire Hazard Prevention ❑ Natural Resource Protection ❑ Disaster Preparedness ❑ Community Promotion Transportation ❑ Economic Development ❑ Transportation Planning General Government ❑ Pavement Maintenance ❑ General Administration ❑ Sidewalks ❑ Human Resources/Risk Management ❑ Traffic Signals and Signs ❑ Financial Management ❑ Street Lights ❑ Information Technology ❑ Creek and Flood Protection ❑ Building Maintenance Leisure, Cultural & Social Services ❑ Fleet Management ❑ Recreation Programs Other Services ❑ Park Maintenance ❑ ❑ Swim Center ❑ ❑ Trees ❑ ❑ Cultural Services ❑ ❑ Social Services ❑ i Background Materials: Goal-Setting Process for 2003-05 Attachment 3 F. Criteria for Major City Goals 1. Be legitimate to our beliefs (real, supported). 2. Agreed upon by a Council majority. 3. Reduced in number for comprehension, communication and focus. 4. Set forth in one document—the Financial Plan. 5. Be clear and understandable. 6. Established as a high priority and a real commitment.. 7. Translated into the objectives of employees at all levels of the organization. 8. Created within a supportive atmosphere where participants are not afraid to state their suggestions for improving goals or objectives. 9. Accepted to the point where resistance to them is reduced or eliminated.