0
City of Carlsbad
Community
Development
Strategic Plan
Version: 2003-2004
© 2004, Sterling Insights, Inc.
All rights reserved.
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
1
Table of Contents
Table of Contents
Table of Contents
1
Participants
2
About Strategic Planning
3
ComDev Mission
4
ComDev Vision
5
Historic Perspective & Context for 2004 Strategic Plan
6
Entering a New Era
7
City Manager & ComDev Director’s commitment to the Vision & Strategies
8
Internal & External Conditions forming the context for this strategic plan
11
Mandates
12
ComDev Stakeholders
13
Strengths/Weaknesses 2004
14
Opportunities/Threats 2004
15
Strategic Issues
16
Success, Failure, and Flex Factors affecting implementation
19
Strategy Overview
21
Strategy Map
22
Implementation Philosophy
23
Employee Productivity Strategies
Strategic Skills
24
Infrastructure
25
Access to Strategic Information
26
Cultivate Core Values
27
Align Employee Goals
28
Progressive Service Development
29
Professional Service Delivery
30
Partnering
31
Fiscal Fitness
32
Civic Innovation
33
Operational Excellence
34
Appendix
35
2003-2004 Strategic Plan/Chronology of Events
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
36
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
([email protected] | 619-659-1234)
 City of Carlsbad  ComDev 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 ComDev used in 2003-2004 to develop
this year’s ComDev’s strategies and related initiatives.)
Think of this strategic plan document as a map with plans for a grand
adventure toward ComDev’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 ComDev mission and vision can I make happen today?” and then take
action.
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
4
ComDev 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  ComDev Strategic Plan  Version: April 2004 
5
ComDev Vision 2010
Community Development
Vision 2010:
Integrated & Streamlined,
Professional & Progressive,
Customer Service Oriented & Fiscally Astute.
We are cultivating the future of Carlsbad!
ComDev in 2010 is:
Integrated – ComDev 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 – ComDev functions share administrative services, run flexible
teams, conduct regular process improvement efforts, and use technology to be
productive and accurate.
Professional – ComDev mentors employees to exhibit qualities of
professionalism and leadership with high ethical standards. ComDev 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 ComDev progressive in technique, work
environment and culture.
Customer Service Oriented – ComDev 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, ComDev cultivates understanding of fiscal issues and
productivity. ComDev gets results from innovative economic development
initiatives and facilitation of redevelopment projects to enhance City revenues.
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
6
History & Context
Historic Perspective
&
Context for the 2004 Strategic Plan
What is now ComDev 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 and 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 ComDev’s
response to these changing conditions. It brings ComDev into an
arrangement consistent with the needs of a 21st Century Carlsbad.
 City of Carlsbad  ComDev 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 ComDev 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  ComDev Strategic Plan  Version: April 2004 
8
Leader’s Commit
City Manager & ComDev Director’s
Commitment
to the Vision & Strategies
Ray Patchett, City Manager:
As ComDev 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. ComDev 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.
ComDev 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  ComDev Strategic Plan  Version: April 2004 
9
Ray on Planning
Ray Patchett on ComDev Strategic Planning
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
10
Sandy on Planning
Sandy Holder on ComDev Strategic Planning
 City of Carlsbad  ComDev 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 ComDev
currently operates:
• Mandates
• ComDev Stakeholders
• Strengths/Weaknesses 2004
• Opportunities/Threats 2004
• Success, Failure, and Flex Factors affecting implementation
 City of Carlsbad  ComDev 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
Property requirements
• Airport Expansion Limit
Building
• CA Bldg. Code – Title 24
Bldg – Energy
Plng – Disability Access
Elec – Seismic Retrofit
Mech
• MHP Act – T25
• State Housing Law
• City – ordinances & policies
• County Health
Planning
• State Gov Code –
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  ComDev Strategic Plan  Version: April 2004 
Stakeholders
13
How do you identify the stakeholders?
The ComDev planning team organized the various stakeholders according to
their degree of influence over ComDev 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
ComDev
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  ComDev 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
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
• Departmental lines (structure)
• Information / communication with the public needs
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  ComDev 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
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 ComDev 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
• Gen X and Y expect instant gratification. Don’t
like 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  ComDev Strategic Plan  Version: April 2004 
16
Strategic Issues
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 ComDev 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  ComDev Strategic Plan  Version: April 2004 
17
Strategic Issues
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 ComDev
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  ComDev Strategic Plan  Version: April 2004 
18
Strategic Issues
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.
ComDev will gradually move from enforcer to facilitator, from black/white rule-maker to
“guide through the gray”.
•
Expectation Management: ComDev 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 ComDev 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  ComDev 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 ComDev 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  ComDev 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  ComDev Strategic Plan  Version: April 2004 
21
Strategies
Strategies for achieving the vision
within the current and foreseeable conditions:
The following pages describe a suite of strategies that build on
ComDev’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  ComDev Strategic Plan  Version: April 2004 
ComDev Strategy Map
22
ComDev 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
ComDev Mission
& Vision
Civic Innovation
Operational Excellence
CCPS outreach; Econ.Dev. Outreach;
progressive major projects; strengthen
neighborhoods
Streamline and integrate all ComDev
processes
Partnering
Fiscal Fitness
Engage and co-design with the
Council, partners, NGO’s; and
citizens; business attraction &
retention
Become more fiscally astute
throughout ComDev. 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  ComDev 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. ComDev staff and management developed it
together, and will implement it together. You, as a ComDev
employee, have an opportunity to help create the organization and
results you imagined during the planning sessions.
ComDev 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 ComDev 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 ComDev 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 ComDev and the community.
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
24
Employee Productivity
Employee Productivity Strategy
– Strategic Skills Description of this Strategy:
ComDev 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
ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
25
Employee Productivity
Employee Productivity Strategy
– Infrastructure Description of this Strategy:
ComDev supports collaboration and teamwork through the work space, furnishings,
technology and tools to achieve the following:
Council Goal:
1. Top Quality Service
ComDev Objective:
1. Collaboration and teamwork that produces more creative, effective and efficient
performance of ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
26
Employee Productivity
Employee Productivity Strategy
– Access to Strategic Information Description of this Strategy:
ComDev 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
ComDev 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  ComDev Strategic Plan  Version: April 2004 
27
Employee Productivity
Employee Productivity Strategy
- Cultivate Core Values Description of this Strategy:
ComDev 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
ComDev Objectives:
1. ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
28
Employee Productivity
Employee Productivity Strategy
– Align Employee Goals Description of this Strategy:
ComDev 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
ComDev 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 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
29
Service Development
Progressive Service Development
Description of this Strategy:
ComDev will invest resources and energy to continually update its understanding of
stakeholders’ needs and innovate products and services that address their needs.
Additionally, ComDev will collaborate with other MSAs to create and update service
delivery mechanisms that fit within the ComDev 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
ComDev Objectives:
1. Adequate resources to support ComDev 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 (2nd 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
30
Service Delivery
Professional Service Delivery
Description of this Strategy:
ComDev 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
ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
31
Partnering
Partnering
Description of this Strategy:
ComDev 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
ComDev Objectives:
1. Leverage ComDev resources
2. Improve the City’s fiscal health through partnering
3. Produce more collaboration and connectedness between ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
32
Fiscal Fitness
Fiscal Fitness
Description of this Strategy:
ComDev 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
ComDev Objectives:
1. Fiscal fitness and economic sustainability are part of everyday awareness and
considerations in ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
33
Civic Innovation
Civic Innovation
Description of this Strategy:
ComDev will continue to evolve so that stakeholders experience ComDev 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
ComDev Objectives:
1. Stakeholders experience ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
34
Operational Excellence
Operational Excellence
Description of this Strategy:
ComDev will continue to evolve so that Stakeholders perceive all ComDev 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
ComDev Objectives:
1. Stakeholders hold perception of ComDev 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. ComDev teams will identify additional new initiatives as needed
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
35
Strategic Plan
Chronology of Events
 City of Carlsbad  ComDev Strategic Plan  Version: April 2004 
Appendix
36
‘03-’04 Planning Process
The following chronicles the general flow of work to develop the ComDev strategic plan and
begin a strategic planning process and annual cycle. Facilitation of the process was provided by
Sterling Insights, Inc. (www.SterlingInsights.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 ComDev to FOCUS upon and negotiate decisions yielding potent strategic choices.
Having done that, the process guided ComDev to ACT as participants committed to their vision,
strategies and objectives, with momentum toward implementation.
August 2003 – Sponsor Session
The ComDev 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 ComDev. 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 ComDev will play in the future. As
Carlsbad becomes built out, and citizen requirements shift toward more “softscape” in addition to
“hardscape”, the demands on ComDev will change. Through the strategic planning process ComDev can
be part of defining that shift and its attendant demands. This first event included beginning analysis of
ComDev 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
ComDev leadership teams work internal and external assessment of strengths, weaknesses,
opportunities, and threats. Mandates that ComDev must answer for are listed and sorted. Stakeholder
listing and analysis was begun.
December 2003 - Internal & External Assessments
ComDev 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 ComDev. Results from this event strengthened the ComDev
understanding of the Council’s position on issues relevant to ComDev’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
ComDev some important insights into the needs of several of their most important stakeholder groups.
Third, ComDev 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 ComDev’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 buildout in Carlsbad which will be increasingly signigicant across the City organization over the next 5-10
years.
 City of Carlsbad  ComDev 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 ComDev will face in designing and implementing strategies. An initial
vision is developed for ComDev.
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 ComDev were
significant as the design of various infrastructure used to deliver core ComDev 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 ComDev staff to bring together all the strategic
planning work done to date. This event produced the first real strategy concepts, a vision for ComDev,
and refinement of the ComDev 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, ComDev 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 ComDev 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  ComDev Strategic Plan  Version: April 2004 