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AGENDA BILL Agenda Item No. 7(A) Date: April 2, 2013 To: El Cerrito City Council From: Suzanne Iarla, Community Outreach Specialist Karen Pinkos, Assistant City Manager Subject: Adoption of the City of El Cerrito Strategic Plan 2013-2017. ACTION REQUESTED Adopt a resolution adopting the City of El Cerrito Strategic Plan 2013-2017. BACKGROUND In 2011, the Council developed a mission statement for the City and also expressed the desire to create a long-term citywide strategic plan to help plan for the future. On February 29, 2012, staff released a Request for Proposals (RFP) for the development of the Strategic Plan. The RFP articulated that the Plan would be used to help the City direct its efforts and resources toward a clearly defined vision for its future. The Strategic Plan would: • Provide the City with a roadmap for making service delivery decisions and allocating resources, as well as guide the organization in fulfilling the City's mission • Serve as the foundation for a General Plan Update and implementation of the Climate Action Plan, and to complement other planning efforts • Serve as a road map for economic development • Include a framework to align services with resources and benchmarks or milestones to measure the City’s progress over time. The City received seven proposals in response to the RFP and after a thorough review, Management Partners was selected as the most qualified firm to develop the Strategic Plan. On May 1, 2012, the City Council authorized the City Manager to enter into an agreement with Management Partners to assist the City in development of the Strategic Plan. Over the summer, staff and the consultants carried out community outreach efforts which included information at community events (July 4th Festival, El Cerrito Futbol Club Opening Day), individual interviews with City Council members, focus groups with employees, community members and the business community, an online survey, a Community Open House, and a workshop with El Cerrito senior staff. On September 22, 2012, the City Council held a special study session facilitated by Management Partners focused on developing the vision statement and organizational values. During the fall, a new online tool, “Community Voice” was developed to further solicit community input. ---PAGE BREAK--- Agenda Item No. 7(A) Page 2 On January 26, 2013 the City Council held a second study session facilitated by Management Partners focused on developing the goals and key strategies. This study session also included a review of the draft vision statement and organizational values, as well as an informational presentation on the weaknesses, limitations and threats” faced by the City and an environmental scan of current and future conditions/trends. Documents including background materials and information collected during the entire strategic planning process are available online at www.elcerritostrategicplan.org. Staff and the consultants developed the final draft Strategic Plan, which includes a vision statement, the mission statement, identified organizational values, goals, and related implementation strategies and performance indicators. The final draft was disseminated to the public on March 14, 2013. Following is a summary of the elements: Vision Statement: The beautiful City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages. Mission Statement: The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future. Organizational Values: • Ethics and Integrity • Fiscal Responsibility • Inclusiveness • Innovation and Creativity • Professional Excellence • Responsiveness • Transparency and Open Communication Goals: • Deliver exemplary government services • Achieve long-term financial sustainability • Deepen a sense of place and community identity • Develop and rehabilitate public facilities as community focal points • Ensure the public’s health and safety • Foster environmental sustainability citywide Once the Strategic Plan has been adopted by the City Council, Management Partners will work with staff to prepare an implementation plan with detailed steps to take to achieve the goals, including timelines, resources required and success indicators. The implementation plan is a management tool for the City that provides a framework for determining specific timelines, ---PAGE BREAK--- ---PAGE BREAK--- Agenda Item No. 7(A) Attachment 1 RESOLUTION 2013–XX RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CERRITO ADOPTING THE CITY OF EL CERRITO STRATEGIC PLAN 2013-2017 WHEREAS, in 2011, the City Council adopted a new Mission Statement to help frame the overall work and vision for the City; and WHEREAS, as part of the development of the City's Mission Statement, the concept around the need for a longer term vision and framework for prioritizing City resources emerged; and WHEREAS, on May 1, 2012, the City passed Resolution 2012-29 authorizing the City Manager to enter into a contract with Management Partners for the development of a Strategic Plan; and WHEREAS, the City engaged the community in the strategic planning process and a strategic plan was developed based on the input gathered during the process including information about current trends and demographic data; and WHEREAS, the Strategic Plan includes a vision statement, the mission statement, organizational values, goals and related implementation strategies and performance indicators; and WHEREAS, that the City Manager shall ensure an Implementation Plan is developed to carry out the Strategic Plan. NOW THEREFORE, be it resolved by the City Council of the City of El Cerrito that it hereby adopts the City of El Cerrito Strategic Plan 2013-2017. I CERTIFY that at a regular meeting on April 2, 2013 the City Council of the City of El Cerrito passed this Resolution by the following vote: AYES: COUNCILMEMBERS NOES: COUNCILMEMBERS ABSENT: COUNCILMEMBERS IN WITNESS of this action, I sign this document and affix the corporate seal of the City of El Cerrito on April______, 2013. Cheryl Morse, City Clerk APPROVED: Gregory B. Lyman, Mayor ---PAGE BREAK--- Agenda Item No. 7(A) Attachment 2 March 2013 City of El Cerrito Final Draft Strategic Plan 2013 to 2017 ---PAGE BREAK--- 1730 MADISON ROAD • CINCINNATI, OH 45206 • [PHONE REDACTED] • FAX [PHONE REDACTED] MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • [PHONE REDACTED] • FAX [PHONE REDACTED] 3152 RED HILL AVENUE, SUITE 210 • COSTA MESA, CALIFORNIA 92626 • [PHONE REDACTED] • FAX [PHONE REDACTED] March 12, 2013 Mr. Scott Hanin City Manager City of El Cerrito 10890 San Pablo Ave El Cerrito, CA 94530 Dear Mr. Hanin: Management Partners is pleased to deliver this final draft strategic plan for the City of El Cerrito. This plan is the result of broad-based input from the community and City organization and two facilitated strategic planning sessions conducted with the City Council. The strategic plan articulates the City‘s vision, mission, and values, as well as important goals and strategies to be pursued over the next three to five years. We look forward to continuing to assist the City of El Cerrito with the development of an implementation action plan and goal alignment process once the City Council has adopted the strategic plan. Sincerely, Nancy Hetrick Senior Manager ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 Table of Contents i Table of Contents Background 1 Strategic Planning Process Overview 1 City of El Cerrito Strategic Plan 5 OUR VISION 5 OUR MISSION 6 OUR VALUES 7 Value: Ethics and Integrity 7 Value: Fiscal Responsibility 8 Value: Inclusiveness 8 Value: Innovation and Creativity 8 Value: Professional Excellence 9 Value: Responsiveness 9 Value: Transparency and Open Communication 9 GOALS AND STRATEGIES 10 Goal A: Deliver exemplary government services 11 Goal B: Achieve long-term financial sustainability 12 Goal C: Deepen a sense of place and community identity 12 Goal D: Develop and rehabilitate public facilities as community focal points 13 Goal E: Ensure the public’s health and safety 13 Goal F: Foster environmental sustainability citywide 13 Next Steps 15 Attachment A – Word Clouds 16 Attachment B – Glossary of Terms 17 Attachment C – Graphic Representation the Strategic Plan 18 ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 1 Background In June 2012 the City Council and City Manager initiated a strategic planning process to create a multi-year plan for the future. During the prior year the City Council had adopted a mission statement for the City and the strategic planning process was intended to build from there. The City of El Cerrito has a strong tradition of leadership, sound planning, prudent financial practices and a track record of accomplishment. Building on this tradition, City leaders launched a process to develop a plan that will guide decisions over the next several years. This strategic plan provides a framework for linking identified priorities to the budget process, capital improvement program, important policy considerations, economic development initiatives, and the organization’s desire for continuous improvement. Council members provided policy direction about priorities and the City’s executive team provided professional input about the contents of the plan. Management Partners designed and facilitated the process and prepared the Strategic Plan. Strategic Planning Process Overview The strategic planning process began with an analysis of limitations, opportunities and threats (SLOT). These were identified through a series of interviews, focus groups with staff and community representatives, and through a variety of community outreach efforts, including an Open House at City Hall, an online survey, and community events. Management Partners interviewed the Mayor, members of the City Council and the City Manager to confirm the strategic planning process and hear initial ideas. Approximately 50 staff representatives were randomly selected to confidentially inform the process. Staff members were asked to identify the limitations, opportunities and threats of El Cerrito and to brainstorm words and phrases that define a vision of the City of El Cerrito and their vision for the future of the community. The staff focus groups were comprised of representatives from all levels of the organization, from line staff to management, and all City departments. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 2 Six focus groups of community stakeholders were held to solicit input and ideas about what makes the City of El Cerrito special. As with the staff groups, participants were asked for their perspectives on the limitations, opportunities and threats of El Cerrito. In addition, to further engage the community and hear perspectives about what makes El Cerrito unique, the City held a public open house. City staff attended community events and administered a an online public forum. These efforts informed the creation of a vision for the City’s future and helped to prioritize goals and strategies. Finally, an online survey was administered to solicit input from members of the public. Using words and phrases identified through the online survey Management Partners created “word clouds” that visually present perceptions of the City today and a desired future five years from today. Those word clouds are included as Attachment A. Management Partners provided guidance to staff who prepared an environmental scan of current and future factors influencing the City. The combination of broad-based qualitative input and quantitative trend data laid the foundation for a highly interactive study session with the City Council. A graphic recorder captured the results of the Council workshop conducted on January in a visual, “storyboard” format. A graphic representation of the strategic planning process is presented on the following page. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 3 The City of El Cerrito Strategic Plan sets a clear vision for the organization and establishes goals and strategies to move in that desired future direction. In addition, the plan articulates the organization’s values and the behaviors that support them. Figure 1 shows the core elements of the strategic plan. Figure 1. El Cerrito Strategic Plan Components Vision Mission Values Strategies Implementation Action Plan ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 4 A glossary of terms is provided in Attachment B. These elements are graphically presented in the strategic plan. A summary presentation of the strategic plan elements is included as Attachment C. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 5 City of El Cerrito Strategic Plan The City of El Cerrito is committed to achieving a shared vision for the organization and its community. The vision, mission and values below are the result of a thoughtful and inclusive process designed to set the City on a course that meets the challenges of today and tomorrow. A glossary of terms is provided in Attachment B. OUR VISION The beautiful City of El Cerrito is a safe, connected, and environmentally focused Bay Area destination with vibrant neighborhoods, businesses and public places, and diverse cultural, educational and recreational opportunities for people of all ages. The City’s vision sets the focus for the future. It is a statement of where the organization is going. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 6 OUR MISSION The City of El Cerrito serves, leads and supports our diverse community by providing exemplary and innovative services, public places and infrastructure, ensuring public safety, and creating an economically and environmentally sustainable future. The City’s mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 7 OUR VALUES Our values drive behavior and support effective implementation of the mission, vision, and goals. The City’s values include: • Ethics and Integrity • Fiscal Responsibility • Inclusiveness • Innovation and Creativity • Professional Excellence • Responsiveness • Transparency and Open Communication Each of these organizational values has associated behaviors that can be demonstrated throughout the organization. The behaviors that were identified by executive staff and the City Council are listed below. Value: Ethics and Integrity • Keeps the public’s interest always in mind • Abides by professional codes of conduct • Exercises good judgment • Does the right thing even when no one is looking • Knows and follows ethical rules • Adheres to individual and organizational professional standards in the conduct of the organization’s business • Has the courage to say no • Is accountable ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 8 • Stands for something • Sets the example • Remains steadfast • Is willing to admit failures/faults • Puts others first (emotional intelligence) Value: Fiscal Responsibility • Ensures responsible spending of the City revenues with services delivered in the most cost-effective, efficient manner • Maintains financial reserves consistent with City Financial Policy • Adheres to best practice financial policies and practices • Attracts outside funding and resources when appropriate • Forecasts • Maintains fiscal discipline • Addresses unfunded liabilities Value: Inclusiveness • Treats others with dignity and respect • Demonstrates a welcoming attitude at all times • Demonstrates sensitivity to the needs, concerns and opinions of others • Incorporates inclusiveness into programs and services • Cultivates a broad and diverse network to exchange ideas and make decisions • Models inclusive behavior when interacting with staff and the community • Values and promotes full utilization of workforce diversity • Successfully manages differences in primary language and culture • Encourages and promotes a work environment in which all individual differences are valued, respected and welcomed • Seeks or provides resources to promote and support inclusiveness • Resolves complex issues by balancing needs of diverse groups • Demonstrates compassion Value: Innovation and Creativity • Solves problems creatively and is open to new ideas • Creates new ways of moving the organization forward to achieve its mission • Fosters new and creative thinking and solutions • Identifies new ideas/methods/techniques and embrace those that lead to improvement ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 9 • Uses emerging technology with purpose • Takes risks (calculated) • Encourages thinking outside-the-box • Fosters empowerment • Make it safe to make mistakes and to learn from them Value: Professional Excellence • Demonstrates respect • Is dedicated • Is dependable/reliable • Keeps skills and knowledge current • Exhibits excellent interpersonal skills • Provides stewardship • Identifies/forecasts issues • Is solution-oriented • Pays attention to detail • Displays humility • Sees the public and City employees as sources of creative ideas and effective solutions • Has and communicates a vision • Inspires results and effective teamwork • Communicates and listens effectively • Makes the hard decisions • Sets the example; mentors others to be successful Value: Responsiveness • Seeks and utilizes community input • Listens/responds actively • Is timely • Keeps others informed and up to date • Keeps commitments and does what is said will be done; is reliable • Engages – two way interaction • Fulfills commitments and keeps promises that are made Value: Transparency and Open Communication • Operates in such a way that others can easily see one’s actions • Champions public transparency laws to enhance accountability and builds trust in government • Follows open meeting laws in conducting the public’s business • Facilitates public participation in open meetings; encourages candor and welcomes input ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 10 • Provides free and easy access to information regarding matters of public interest • Provides timely, accurate information that is easy to access and to understand • Seeks ways to increase community participation and inclusion in government • Considers media, technology and other channels to reach the public • Listens carefully and remains open to different perspectives • Explains policies, issues, and changes • Develops creative ways to get the public productively involved • Engages in open, honest communication • Actively seeks citizen participation; strives to keep the public informed and educated about community issues • Listens to other perspectives with an open mind and a sincere desire to understand GOALS AND STRATEGIES As a result of interviews, focus groups, surveys and the staff workshop, five potential goals were identified, each with several strategies. During the January 26, 2013 workshop with the City Council, these were reviewed, revised and confirmed. In addition, a sixth goal was added (develop and rehabilitate public facilities as community focal points). The discussion and process notes are provided as an addendum to this document and the resulting goals are shown on the following page. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 11 • Goals are multi-year in nature. The timeframe for achieving goals is typically five to ten years. A timeframe of three to five years may be more appropriate in today’s dynamic environment. It is recommended that the Council review the goals in three to five years. • Strategies are the means to achieve the goals. The timeframe for implementing strategies can span several years as specific programs and projects are undertaken. Goal A: Deliver exemplary government services Strategies • Increase productivity and efficiency by utilizing data-driven analysis to ensure appropriate resource allocation. • Promote employee development and professional growth. • Recruit and retain a talented and effective workforce. • Ensure City programs and services are inclusive of people of diverse backgrounds. • Develop and strengthen relationships with public and private partners, residents, businesses, schools, and community groups. • Maintain emphasis on providing excellent customer service. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 12 Goal B: Achieve long-term financial sustainability Strategies • Maintain financial discipline by establishing decision-making guidelines to evaluate whether or when to pursue a new project or program. • Ensure policies, procedures and systems represent best practices in financial management. • Attract and maximize opportunities for new/expanding businesses. • Explore opportunities for public/private partnerships. • Continue to pursue opportunities for new funding, including outside grants. • Develop a financial plan to address ongoing and deferred maintenance of facilities and infrastructure. • Develop a plan to ensure that revenue meets the cost of providing the services identified in the Strategic Plan, including adequate reserves for unanticipated revenue shortfalls. • Track and promote state and federal legislation that would create new funding opportunities. Goal C: Deepen a sense of place and community identity Strategies • Promote strong neighborhoods. • Celebrate the City’s diversity by welcoming residents of all ages and cultures and encouraging their civic involvement. • Adopt a Revised General Plan that meets the needs of the community now and in the future. • Reimagine underdeveloped and underutilized properties through advanced planning efforts that encourage investment and/or new development. • Develop an Economic Development action plan. • Examine current policies on historic preservation. Review current policies on historic preservation and determine whether updates are required. • Encourage use of alternative modes of transportation to connect people and places create a sense of community. • Identify, promote, and/or develop entertainment, recreational, and leisure activities for people of all ages and demographics. • Promote arts and culture and community celebrations. • Develop plans for the City’s 100th year anniversary (2017). • Be a strong partner with the schools. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 13 Goal D: Develop and rehabilitate public facilities as community focal points Strategies • Develop a plan to address ongoing and deferred maintenance of facilities and infrastructure. • Continue the facilities assessment to prioritize and strategize investment library, public safety facility, senior center, community center). • Revisit and update the Structural Facilities Management Plan. Goal E: Ensure the public’s health and safety Strategies • Provide transparent information on crime and address perceptions of safety through outreach and education. • Utilize environmental design techniques to deter and prevent crimes • Apply data-driven analysis to target law enforcement and fire resources and enhance safety. • Maintain disaster preparedness programs and ensure emergency response plans are current. • Continue multi-division/department teamwork to ensure and enhance the community’s safety through a thorough, efficient and comprehensive plan review, permitting and inspection process. • Continue to work with local partners BART, the School District, neighboring communities, East Bay Regional Park District) on a coordinated approach to public safety. • Utilize community-oriented policing and problem solving. • Utilize a diverse array of crime prevention techniques School Resource Officer [SRO] program, Traffic Unit, Bike Patrol, etc.). • Explore innovative and best practices for promoting public health smoking ordinances, nutrition, and obesity prevention). Goal F: Foster environmental sustainability citywide Strategies • Be a leader in setting policies and providing innovative programs that promote environmental sustainability. • Promote environmental leadership education to facilitate behavioral changes by working with the School District and other government entities community groups. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 14 • Implement polices to promote waste diversion ban on single- use bags and Styrofoam food containers). • Implement the City’s Climate Action Plan, including: o Reducing vehicle miles traveled (by creating a well connected, pedestrian, bicycle and transit-oriented urban forms that will make it easier for residents and visitors to leave their car behind.) o Facilitating energy and water efficiency and greater adoption of clean energy. o Reducing the amount of waste generated in El Cerrito. o Making municipal operations more resource efficient and environmentally friendly. This set of goals and strategies will guide and inform the City’s annual priority-setting and resource decision-making processes and serve as a broad framework to achieve the exceptional quality of life expected and experienced by the residents of El Cerrito. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 15 Next Steps The City Council’s Strategic Planning workshop concluded with a review of the schedule for completing the strategic plan. Key milestones and next steps are listed below. • March 2013 – Management Partners delivers the draft strategic plan to the City Manager for final staff review. • March 2013 – Final draft strategic plan is available to the public for review. • April 2013 – City Council considers and adopts the final draft strategic plan. • April 2013 – Once adopted by the City Council, Management Partners works with City staff to prepare an implementation plan identifying key tasks for each strategy, including timelines, resources required and success indicators. • April 2013 – Staff integrates the strategic plan and implementation plan with the budget process for FY 2013/14 by aligning programs and services to the strategic plan goals. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 Attachment A – Word Clouds 16 Attachment A – Word Clouds ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 Attachment B – Glossary of Terms 17 Attachment B – Glossary of Terms The following graphic shows the key components of a strategic plan. A vision sets the focus for the future. It is a statement of where the organization is going. A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, and integrity. Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are “up on the balcony” wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the “why” (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable. Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan. An implementation action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well-suited to periodic check-in about progress, changes or challenges. ---PAGE BREAK--- Final Draft Strategic Plan 2013 to 2017 Attachment C – Graphic Representation the Strategic Plan 18 Attachment C – Graphic Representation the Strategic Plan ---PAGE BREAK--- Sent: Friday, March 15, 2013 5:33 PM To: Suzanne Iarla Subject: Comment on draft specific plan Suzanne: As a resident of El Cerrito I would like to offer a comment on the draft specific plan. Under section C, "Deepen a sense of place and community identity," the draft reads: "Examine current policies on historic preservation." I suggest that it say instead "Adopt historic preservation policies that will preserve places of historic and cultural worth." As currently proposed, this statement is weak and meaningless. Historic preservation is crucial if the city is to retain and enhance its sense of unique place. Thank you Dave Weinstein Agenda Item No. 7(A) Attachment 3 ---PAGE BREAK--- Sent: Tuesday, March 19, 2013 9:15 AM Subject: Re: Strategic Planning Update Suzanne, Dwayne, Melanie, Rebecca: I appreciate that this process represents a lot of work. I suppose this is a good start, yet it feels extremely vague in terms of its implications for planning. I am not sure what actionable plans arise from this. Meanwhile, I want to note to both this and the greenhouse gas report-- the businesses will thrive ONLY if we keep developing walkable infrastructure. We actually need to develop a town that gets people out of their cars rather than passively hoping they'll just drive less. I don't see that really clearly articulated in either document. El Cerrito will thrive when we get cool pedestrian friendly infrastructure and truly desirable local business. People shop, not cars. People are cool, and parking lots are not. I would encourage El Cerrito to think comprehensively about zoning parking, developing meters in order to pay for green downtown development and developing local business density along key stretches. I would like to see that kind of vision more clearly articulated as both a climate related and a planning related goal. Instead-- too many dead stretches along San Pablo and Fairmont. Visiting the Fairmont Post Office on foot recently I realized that it's rumored to be slated for a shut down. A small local post office is the ultimate walkable destination for people who live and work in a walkable community. How much worse off the city would be to have only one post office that you need to drive to? Meanwhile the cafe space across from Mod Land and Ishfin languishes, meaning that those very interesting businesses are not supported by other businesses that generate foot traffic. The city needs to make a priority to help develop the business density that gets people out of their cars. The loss of the post office would be a step backward. I continue to be saddened to see how the bones of El Cerrito don't yet connect into a coherent and vibrant core, and how interesting businesses are buried and left without support. We need to champion local business and pedestrian friendly infrastructure. I wish this was more clearly articulated in the plan. Thanks all- with hopes of moving towards a more vibrant El Cerrito. Tess ---PAGE BREAK--- Sent: Tuesday, March 19, 2013 10:06 PM To: Suzanne Iarla Subject: Re: Strategic Planning Update Thank you Suzanne for sending out the Draft Plan; we appreciate being kept "in the loop". I've read through this draft, and find it is well-written, though general in nature. I paid particular attention while looking for the section on preservation of historic resources. I found a mention, on page 12, Goal C, which says: "Examine current policies on historic preservation." I think you would agree that that doesn't say much at all. I don't think that is what the Council intended, and I'm sure it is not what I hoped. The Historical Society has authorized me to comment. We think a good start would be a clear, simple statement, that: "It is the policy of the City of El Cerrito to identify and preserve its historic and cultural resources.", or something similar. Because of its unusual history, El Cerrito does not have many historic sites or structures. The Historical Society urges that those which exist should be preserved, to give us all "a sense of place" and "a community identification". We believe that many if not most of our residents join in that goal. Thank you for your kind attention to the above. If I or the Society can be of help regarding the above, please let me know. Best wishes, Rich ---PAGE BREAK--- Mr. Tom Panas spoke with Community Outreach Specialist Suzanne Iarla regarding his concern about the strategy about historic preservation. Attached is a copy of the handout Mr. Panas provided to the Council on 1/26/13 which articulated his request for historic preservation to be included in the strategic plan. Mr. Panas would like the Council to include the strategy “adopt a historic resources ordinance, and authorize a survey of El Cerrito to identify the most likely historic resources” in place of “Examine current policies on historic preservation”. In response to the Final Draft Strategic Plan, staff also received general feedback from a few residents: • “Thanks for the Final Draft Strategic Plan. Well done.” ‐ Kimi Honda • “I have reviewed and am very excited about the future of El Cerrito. I am a proud resident.” – Tracy Giles ---PAGE BREAK--- CEIVED MEETING OF 26 2013 F ELCERR1TO YCLERK Good morning Mayor Lyman, members of the Council, and city staff. My name is Tom Panas and I live at 7345 Fairmount in El Cerrito. Our new Strategic Plan must address two topics. The first topic is a new librru:y. But what . we truly need is more than a new library. We need a place where the public can access .j library services; where meetings can be held; where the programs and services currently found at the senior center are delivered; where art is exhibited; where poetry readings are held; vvhere people stopin for a cup of coffee and conversation with friends. A meeting place for the community. I believe you know that there is a lot of is support in town for this kind of facility. It was clearly evidenced at last weekend's library Day of Service work party organized by the New Library Campaign Committee. More than 60 ·volunteers worked at the library. The second topic relates to our historic resources. We have not been systematic at all in our approach to these irreplaceable assets and this has caused heartburn for the public, the Council, and the city staff. The fonner Contra Costa Florist site and the fonner Rodini property are two examples of this. We are fortunate to have other city- and privately- mvned buildings that could well be bona-fide historic resources and we need to avoid violating CEQA rules and processes.. There are best practices that address this challenging area and we should be following them. A proper approach would include the Council a) adopting a historic resources ordinance, and b) authorizing a survey of El Cerrito to identify the most likely historic resources. Both of these steps were started in ajoint effort of the Historical Society and former Community and Economic Development Director Mitch Oshinsky but they have fallen by the wayside. It's common knowledge that I have put together a draft citywide historic .J context statement, the document on which a survey ofEl Cerrito would be based. It's less common knowledge that I have put together a draft historic resources ordinance. But given that time has passed and faces have changed I believe they best way to restmi this effort would be to ask the State Historic Preservation Office or the California Preservation Foundation to lead a study session for the Council on historic resources. This is something these entities do routinely and I all). certain that they would be happy to pay us a visit. Thankyou for your time this morning. I appreciate the effort invested by all parties on the strategic plan. Jan 26,2013