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Attachment 3. S.L.O.T. Analysis (Agenda Item CITY OF EL CERRITO STRATEGIC PLAN Limitations, Opportunities, Threats (SLOT) Analysis • Efficient, flexible, creative, responsive organization • Stable, engaged, educated City Council • Educated, supportive constituency • Financial accountability and focus on fiscal sustainability • High level of communication, outreach and engagement • Staying abreast of trends; recognized regionally/nationally, despite small size • Environmentally conscious • Reflective of community needs • Stable labor relationships • Staff willingness to be leaders in various areas, including showcasing the City as a leadership organization, but also within our specialized professions • Full service City, placing priority on providing a high level of services in innovative, creative, exemplary ways Limitations • Poor economy and loss of redevelopment has had financial impacts, including funding instability/volatility • Staff needs/vacancies place focus on challenges of having a lean staff in addition to making sure that we have the right staff • Ability to offer competitive compensation • Need more focus on advanced/long-term planning: land use, transportation, environmental, economic development • Tendency to fall back on “we’ve always done it this way” • Deferred maintenance and facility needs: aging infrastructure, no funding dedicated to maintenance/replacement • Many City functions are de-centralized and done individually by department, creating inconsistencies and potential for inefficiencies purchasing, facilities management, fleet) • Inefficiencies in customer service in some departments, i.e. forms, permits, information • Need more focus on organizational development and human resources • Entitlement process needs focus on improvement and streamlining • Built-out City presents many challenges in dealing with residents and businesses, particularly with absent/private landowners that do not seem to share the City’s vision Opportunities • Using technology tools to increase efficiency, promote engagement, assist with staff needs, and improve customer service • Citizen engagement in various plans, especially upcoming General Plan update, to provide more feedback and direction to set specific goals, particularly in land use, economic development, budgeting priorities and environmental efforts ---PAGE BREAK--- Attachment 3. S.L.O.T. Analysis (Agenda Item • Goodwill created in community by fulfilling previous ballot measures could lead to additional support for future ballot measures • Improving economy could have positive impact on funding and development • Staff vacancies create opportunities to bring in new, talented staff as well as evaluate the organization as a whole • Improved citizen engagement and interest (i.e. library group, boards, commissions and committees) will help shape policy and improve programs • Changing demographics could have impact on citizen participation, interests (i.e. recreation programming) and demand for services • Compensation trending toward stabilization, including pension reform, which could make us more competitive in the market for talented employees • Completion of Specific Plan, participation in advanced planning, and focus on improving entitlement process should attract developers, especially to our BART station areas that are ready for transit oriented development • Excellent location in Bay Area region with great access to transit lends itself to high development potential • High numbers of residents and businesses working in creative industries, i.e. artists, musicians and other cultural institutions, could assist in making El Cerrito an arts and cultural destination • High number of home-based businesses could present many opportunities for economic development and working with/expanding business community • Lawrence Berkeley National Laboratory moving nearby in the City of Richmond presents many opportunities for spinoff businesses, housing, jobs and transportation in El Cerrito • Continued and improved work with outside agencies (School District, Stege, Caltrans) could lead to improved policies, programs, and property values Threats • Financing/funding still volatile: economy; property assessments from County • State takeaways and mandates • Natural disasters and environmental hazards • Measure R expires in 2017, coincides with labor contracts • Tough to attract quality employees with current salary/compensation challenges, unknowns from the state regarding pension reform, and perception of government/public employment • School District impacts property values • State realignment and our proximity to high crime areas impacts public safety and economic development