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Be courteous. Treat all colleagues, staff and members of the public in a professional and

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courteous manner. Disagree constructively. Work to propose a coercive action of mutual

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benefit. Debate the policy, not the person, focus on the issues and do not personalize

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the debate. I am now going to turn it over to Dr. Martha Ku, who is the chair of our

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strategic planning committee and she's going to try a different microphone.

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Thank you Vanessa.

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Thank you very much.

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So Vanessa already gave everybody a warm welcome.

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I'll just extend that to everybody here in person and online.

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Thank you for participating.

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So as you know, the Strategic Planning Committee that's board directed holds this meeting at

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least annually and we invite other board members, committee members, all the BCHC staff and

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people in the public to join us.

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This is an opportunity to focus on things that are impacting our community as well as

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like guide or strategic direction.

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Okay?

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So I'm going to pass it over to Tiana right out Rosales now who will take it from here.

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Good morning everyone.

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I'm Tiana right out Rosales.

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I'm the well-being program supervisor and I'm going to introduce some housekeeping items and

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also our icebreaker.

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So, if you haven't been to Adventure Plex before, the bathrooms are located back near the entrance

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and we will be taking a break around 9.30 so it's good to know that ahead of time and we have

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participants both in person and on Zoom. For any virtual participants please raise your hand if at

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any time you can't hear the presenter or need assistance and please mute when you're not sharing or

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talking. So now our opportunity to connect. As part of May being Mental Health Awareness

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Month, what we wanted to do for our icebreaker is emphasize different resources that you

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have.

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Okay. Different resources that you have to help you feel better. And so on a day-to-day

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we do different activities. Sometimes they're stressful activities and sometimes

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there are things that actually help us feel energized or calm.

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And so what we'd like to do for the icebreaker is you'll share your name

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and then also share an activity that you enjoy that helps you feel better.

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So we'll take a couple minutes to do that.

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Yeah, so go around your table. Thank you.

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Start to wrap up your conversations.

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Right, so please bring your attention back,

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bring your attention back to the

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group.

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Yeah. Three, two, one, all done.

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Right, that works with my son, too. This is awesome. All right. Thank you, everyone. So for the next, hopefully this gave you a nice opportunity to learn about your group members.

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So now we're going to take another reflection point to share about and so many of us are familiar

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with this quote from Maya Angelou. I've learned that people will forget what you said. People

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will forget what you did but people will never forget how you made them feel. So we'd love for

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you to share at your table about maybe a beach city's health district related experience you had

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that left a positive lasting impression could have been an interaction with a staff member,

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something that you went to.

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If it's not BCHD related, it could be in any form of your life, but how did someone

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make you feel?

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Hopefully that won't spark some ideas.

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So go ahead and take a couple minutes to share about that.

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About 30 more seconds and start to wrap up your conversations.

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Please bring your attention back to the big group.

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I love hearing about all these wonderful stories of kindness and just want to encourage you to share your gratitude with the people who help you have these lasting impressions. And now that we've got your mind flowing, it's time to get your

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blood pumping with Emory and Michael for a physical activity break.

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Great.

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Everyone hear me?

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Okay.

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All right.

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I'm going to have you stay seated, but if you can turn your chairs towards me, and as

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you're seated in your chair, if you can kind of like go a little bit further to the front

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of the chair, not to much, just so your back isn't on the back of the chair because I really

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want to make sure that this seated cardio workout for two minutes that I'm doing is going

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to make sure that you engage your core the entire time.

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So you really don't use the back of your chair.

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And I'm going to have Michael be my mic man.

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And so as Tiana was mentioning, it's

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May mental health awareness month, mental health is health.

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And we know that one of the things that helps boost mental health.

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15 minutes, a kind of a mile to, to moderate, you know, walk, anything that you can do in 10 to 15 minutes will really impact your mood just through visitors to you. And I think that some of my members at my table can attest to that. And so let me start off by having you do a little bit of a warm up. It's a seated jumping jack, okay? And the seated jumping jack is like, there's going to be kind on your knees. What I'm going to ask that you do is that you bring your arms all the way up to the top of your head and at the same time step out with one leg, okay? It's a little bit of a

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by that coordination, right? And I'm going to ask you to do the opposite leg. So alternate

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legs, okay? Really try to make a point to like bring your hands above your head and touch

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those fingertips, okay? And really engage your core, standing, sitting up nice and tall,

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okay? And if you have any limitations on your shoulder, you can also do like a modified version,

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kind of the chicken dance, right? Right? Okay? All right. And just make sure that you're

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You're keeping those kinetic chains, those kinetic checkpoints nice and tall, engaging

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your core muscles, right?

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Next, what I'm going to have you do is do a little bit of boxing, okay?

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And so, making sure you're in the front, just kind of shuffle those feet side to side,

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okay?

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I'm going to have you in front of your chest, just give me a little speed bag motion here,

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okay?

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All right.

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Just side to side.

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and really just go as fast or as slow as your body is able to do.

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So if you feel like you can go a little faster, feel free to do that.

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A little feet shuffle.

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And we have you go to the right side,

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to the left side,

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above the head and

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back to the middle.

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Alright.

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And so now what I'd like you to do is do a little bit of swimming.

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And so I want us to start off by marching.

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Okay, keep those feet stomping and what I'm going to have you do is let's do some freestyle

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here.

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Backstroke.

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Give me some backstroke.

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Breathstroke.

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Okay.

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Now butterfly.

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Okay.

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All right.

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Okay.

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Let's move on to basketball.

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Okay.

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And I just want you to bounce your knees just like this, okay?

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And then pretend you have a ball in front of you, and I want you kind of like you're passing

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to someone while you're bouncing your knees.

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For those of you that want to take it up a notch, you can lift your feet off the ground, okay?

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And pass to your right,

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pass to the front,

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pass to the left,

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take a shot.

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Okay, last I want you to pretend like you have a soccer ball in front of you and almost

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like alternating feet like you're just kind of rotating those hips out okay and while

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you do this just do a little bit of march how

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many people are feeling a little bit of increasing

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your heart rate how many people feel that dopamine and serotonin producing in that mind all

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All right, you have effectively activated your bodies,

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and thank you very much.

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Thank

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you so much, Emory.

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That was absolutely fantastic.

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We're all now excited, hopefully.

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And before we move on to the next agenda item,

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is there any public comment?

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No public comment, per Charlie.

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And so now I'll introduce Tom Bakley, the CEO.

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Good morning, everybody.

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How's everybody doing?

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All right, we're energized, ready to go.

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want to thank you for being here and donating your morning to us so that we

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can plan the future. I'm really excited to be talking about our mission and

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vision. We haven't done that in a while here at the district, so you're going to

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help us with that discussion in a little bit. What we want to do first is

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celebrate some successes, and so I may ask you to chime in as well as many of

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you may know this is the 25th year that we've been focusing on preventative

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of health and community health, as most of you know,

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In 1998 is when the hospital closed and the board at the time had the vision to focus on preventative health. That would be, I think, revolutionary today, let alone 25 years ago. So I think that's something that we should be proud of and maybe give ourselves a hand for for doing that.

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So these slides just represent some of the successes that we've had in the last 25 years. I think one that comes to mind from the first slide there, of course, is blue zones.

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we were talking about that at our table. That's how we met Nancy. That's how I first became

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introduced to the health district in 2012 when I was at Hermosa Beach and Gallup came in

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with their results. I remember saying, wow, we're actually measuring well-being. I've done

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a lot of work throughout my career with cities on performance measurement. I was blown away

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that we were able to take data from an institution like Gallup and be able to measure and track what was happening with our wellbeing.

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And so I think a huge success, of course, over the last 25 years has been blue zones.

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That's something that we're still doing. We still have a contract with blue zones and we're getting ready to take that to the next level with blue zones by having them certify our new campus when that time comes.

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And so we're very excited about that.

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Of course, we had the Surgeon General come visit.

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He's back.

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He took a four-year hiatus, if you will.

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And then he is back now.

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And so that's very exciting.

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We're actually trying to get him to come back out again and see some of the things that we're doing with youth mental health.

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But he came out because he wanted to see how we were addressing problems.

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And I think that he characterized them as intractable or problems that communities just couldn't get their arms.

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around. He wanted to see how that was happening and how we were measuring so he came and he

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came and visited. Looking at the garden program, we have some of our partners from the schools

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here. We have Anthony Toronto here, Jason Johnson was here from Hermosa and we've been

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able with our live well kids program to be able to reduce childhood obesity by 60% over

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the last 15 years or so. And so we're now down below 6%, we just did body mass index study.

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And so that is something that people are looking at and saying, how are you doing that? And

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we had the county come in and they came in and verified that it actually was happening.

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They looked at all the data and then they verified that it was something that could be replicated

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it elsewhere. And so again, over the last 25 years, we've really led the way with

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preventative health, reducing childhood obese to be blue zones. Look at the

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volunteers there. We have many of you here today. No way can we do what we do

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without the volunteers. As a city manager, I came in and I'm like, great, we have all

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these volunteers doing work. That's going to save us money. You know, it's just

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sneaking kind of bottom line. And then I saw the benefit that the volunteers were

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getting from our program and that's when it kind of hit me. Oh, you know, this is, this is a

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two-fer. And you know, not only are we, I think we've calculated $900,000 in staff time that we

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were saving by having volunteers help us. So yeah, that's, that's nice, but I think what's even better

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is the benefit that our volunteers get from our programs and that health benefit. And I know when I

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volunteer, I just feel better. And so thank you volunteers, very, maybe give volunteers a hand.

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I think is that Valerie there in the picture or yeah, there was that there was that pandemic thing, right? We've kind of

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Almost forgotten about that but we've accomplished so much here in the last

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In the last couple of years we've accomplished so much in the middle of

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the biggest health emergency in a hundred years, and I think that really

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brought us together and the district was able to pivot and do what we do which is

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meet the health need. You know, that's really been our mantra for the last 25 years

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that we step in and fill gaps and maybe you guys will talk about that a little bit today

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when we get into the mission and the vision. But that's been what we do. We fill those gaps

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and when we saw there was a gap in testing. Remember when you could not get a test

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Do a testing site. And then we're having trouble getting vaccines for teachers and students. When they became available, we pivoted and did that again. So, very proud of the work. And I think it just is a microcosm for what we do at the district. We fill the health need of the community. So for three years, it was a pandemic. We've now pivoted back to the health need. You'll see our health priorities. That's something that we ask you about.

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And the latest health priority, of course, is mental health.

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I think Christians wanted to move me along a little bit.

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So that was subtle.

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But I do want to talk about youth mental health really quickly.

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That's where we're seeing obviously a huge health need.

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And I had a LA County Mental Health Commission member.

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I bumped into her at a function in the elevator.

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And she kind of read my name tag and said,

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What are you doing? She asked her a big question and I'm sure she asked everybody is what are you doing for youth mental health?

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And I said, well, plenty of you should ask. We just we just opened all cove

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We just know which is the youth mental health facility for children ages 12 to 25 where they can come they can come in and get mental health

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Services for no charge and she was

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Alone away and said I have to come see that so she did we now have the director of LA County

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Mental Health coming to visit us and look at all cove here

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So, again, I think the theme is what we've done is we've been able to lead the way in

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preventative health, and we have many other health districts that are moving along the

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continuum with us and starting to do some of the things that we've been doing.

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So, we obviously have mental health as health.

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I'm like the only one wearing this sweatshirt to the role of the Nessola.

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Normally, I thought that was an easy one when I woke up.

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Oh, but anyways, again, we received a grant for almost $150,000 for that.

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That was an initiative that one of our staff members Ronnie took, and we got the grant.

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And we'll talk a little bit today about we've been shifting more to grant funding

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as we see the revenue decrease from some of our assets that we've been able to use in the past.

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And so this is an example where we received almost $150,000 and we got to get the word out.

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in a way that maybe we haven't done in a while about mental health.

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This is a chart that I that we showed right at the beginning of COVID and I think it's a good one

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because and it's maybe one to consider today and maybe consider

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when we're commenting about what's happening at the district or maybe some component of what's

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happening whether it's the healthy living campus which is just sort of one small piece of what we're

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doing here at the health district but maybe just take that personal responsibility and say where do

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you want to be in this continuum. You know, I think a lot of times, especially coming

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out of the pandemic, we're in the fear zone. So are we coming out of fear? Are we getting

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mad easily? Where's the one? I forward all messages I receive. You know, what am I doing

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on the computer? Am I just forwarding? Am I acting quickly? When I'm in fear, I kind of speed

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up and physically like lean forward. And so that's where I have an awareness that I may be in fear.

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We want to move more into the learning zone. I think that's what we're going to be doing

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today, where I recognize that we're all trying to do our best. We may have different opinions

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about things, but we are trying to do our best. I identify my emotions. That's the awareness I was

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just talking about. And then we want to move into the growth zone. Like I look forward, I look for a

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way to adapt to new changes. I think sometimes change is something that's hard for people.

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The district has been around for over 65 years. We've been through change during that time

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or in change now. We're transitioning now. So how am I reacting to that? Am I empathetic

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with myself and others? And again, so these are just questions that we want to be asking

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And maybe just sort of gauging where we are a little bit when things come up.

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So originally, we were talking about this for COVID in that blue circle there.

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It used to be, how am I going to be during COVID?

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But it's, we think it's how am I going to be all the time.

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And so that was something that we just wanted to share briefly with you today.

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Any questions or anybody want to shout out a success that we've had in the last

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25 years,

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go vet everything. Jason, I think you're out of the room when I said thank you for your partnership for

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Hamosa.

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Adventure Plex, that's us, where we are today, that's a great success. Toddler Town, I see some folks looking in from

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toddler town. And any other.

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Excellent.

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Yep. That was a direct success. Yep.

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Yeah. Yeah, Dr. Koo is talking about obesity coming down. That is a huge success. Oh, Jan.

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Yeah. Does everybody know Jan Buick from Manhattan Beach? I think it's public right here retiring. We're going to we're going to honor you officially, but I just want to say thank you, Jan. You were Jan started out with the health district has been an incredible partner at Manhattan Beach.

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as we provide services to older adults.

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I think what we've done with older adults and providing help to at least 400 older adults

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at any time transition back into their homes and receive the care that they need through

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our social workers and providing that in-home care, I think has been a huge success.

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Yes?

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Yep.

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Yep.

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The free fitness, yeah.

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Excellent.

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Alright.

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We'll keep thinking of those today and we always want to start off with the successes and at our 25 years here

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we have a lot of them and a great opportunity to celebrate those and so we're going to take some public comment if

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any of you want to comment specifically we can do that and then I'll give it back to them. Oh, you're supposed to do that.

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Thank you, Tom.

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Any public comment?

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Charlie and me?

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All right.

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I will have Kristen come and she's going to do our three-year strategic planning kickoff.

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All right.

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Good morning, everybody.

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I'm excited to kick off our three-year strategic plan.

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And this is actually for 2025 to 2028.

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So we are getting started early.

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But we're going through our full cycle.

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and I'm going to explain that in our next slides here.

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But first before we do that, I wanted to look back five years on our half days

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and take you through what we've done.

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Just we do a lot and so this is just a refresher.

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So 2019-2020, we really focused on innovation.

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We brought SG-2 in to give us some suggestions

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and some of those things that they've suggested we're doing now.

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The other thing we did in 2020,

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we looked at our mission and vision but then COVID-19 hit and we pivoted all our

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resources to COVID-19 in the pandemic. We also introduced priority-based budgeting.

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So we've been talking about priority-based budgeting for last four years. We

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talked about attributes, how we would incorporate those into the scoring of our

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programs and services. And you'll see also that COVID was a continued throughout

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our half-day themes as well. Then in 2022 we really took priority-based budgeting

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or you'll hear us say PBB. We took PBB and focus on adventureplex. Those were

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one of the areas where we thought we could use a little help. How could it be

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better aligned with our health priorities? How could we close the gap in some of

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our financials? And then we took a look at the healthy living campus. So if you came

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in December, we did the activity about Open Space and really tried to finalize that Open Space

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for our partners with PMB. And then in this year, we are going to kick off our strategic planning

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process, as was in Tom said, really focus on our mission and visions and goals. So today, we're

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going to do, it's kind of a two-part strategic health day development half day, which will be today,

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We're going to focus really on the current environmental scan.

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And then probably in August, we're going to come back and really use today's session

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to focus on our mission and vision.

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So this just shows you all the elements that Beach City's Health District has.

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Our mission, our vision, we have our core values.

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Then we have strategic goals.

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These goals have been around for a number of years.

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You'll see them on the side there as well.

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and then our health priorities and our health priorities are also tied to our

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strategic plan and I'll explain that a little bit as a little bit later to sorry

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My clicker is

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So with the help of the strategic planning committee, we have this cycle. And so we are starting at that very top that blue dot there, but we'll go into critical planning issues, objectives, the board reviews it, our committees review it, and then implementation. So we're currently implementing our three-year plan right now. And we're really planning for the next three years after that. This is just a proposed timeline. So you'll see there may through November, focusing on mission and vision.

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The community needs assessment will come in in 2024 and then our community health report and then you'll see the board will review

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Planning and April 2025

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So this is just to show you and this was in your packet as well

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but the evolution of the district's mission and vision over the years and you can see that

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It's very long and wordy and then we condense it and condense it. So maybe a marketing person was behind this, but it wasn't me

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And so that's where we are now.

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And here's a timeline of just when we've revisited everything.

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And again, for the people online, that was in your packet at your table.

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If you'd like to take a closer look, it's on your table as well.

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If you really want to go into detail.

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So if we just focus on the mission and vision on the top,

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you can say we did revise it early in the 2000s.

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We took a look at it right before the pandemic.

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And now on the red dots, that's our plan for when we look also at our strategic goals

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or core values, and then the health priorities as the last kind of green line there, red

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dot on the far right.

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Okay, so we are going to do our first breakout activity.

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And for this activity, we're going to be focusing on our current environmental scan.

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So what's going on now at Beach Studies Health District?

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We're going to do a traditional SWAT or strengths weaknesses, opportunities and threats analysis.

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Those will really help determine our mission and vision and also our goals that we come up within the future.

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So to see, are strengths aligned? Are they aligned with our current mission?

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Are we doing other things? Are there opportunities that we should be looking at as well?

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So every group has a facilitator so you're going to be at your table so your

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facilitator go ahead and raise your hand and if you don't have a note

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taker just assigns someone at your table to be a note taker we will get you

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some paper because I think we owe you some paper and you will have about 20

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minutes to do this activity I will or I'm sorry I think yeah 40 minutes

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We'll have 40 minutes and I will give you time checks, facilitators, so you don't have

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to keep time.

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I will tell you when you should move on to the next one.

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All right.

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Thank you, everybody.

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God go la la la. I

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don't

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know the answer to this question.

340
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Bob-bub-bub-bub-bub. Aye!

341
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It's been started.

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Everybody, let's wrap it up. Have your top three. Make sure you have the person that's going to report out for you.

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Okay, everybody, we're going to start with this lucky group over here. Group eight. Do you guys have someone who's going to report out for your group? Oh,

344
01:18:03,260 --> 01:18:14,000
okay. Excuse me. My name is Isaac. Morning, everyone. We worked on the SWOT project strengths and weaknesses. The first part with the

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strengths, just to identify a lot of good input.

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The benchmark elements of the strengths here

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at the Beechley's Health District that we've identified,

348
01:18:26,120 --> 01:18:29,340
I think first and foremost, the collaborative space,

349
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the ability to rally multiple organizations,

350
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multiple individuals, multiple representations,

351
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or a more forced multiplier effect for the community at large.

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We also talked about the provision of relevant and cost-effective servicing, but bigger

353
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than all of these things is really the district's ability to act and actually execute a plan.

354
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Rather than kind of analysis paralysis, which happens in some places, the ability to have meaningful processes to do purposeful identification of community issues come up with an action plan, but really what's the most critical is to act and make things happen.

355
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As far as the weaknesses piece, one of the principal parts which is a very difficult piece is the community messaging throughout all of the spaces served. I think there's a great acknowledgement amongst the people who are served, but beyond that for the purposes of a more global awareness.

356
01:20:29,980 --> 01:20:38,140
of the function of the health district, that makes it more kind of universally known what

357
01:20:38,140 --> 01:20:42,240
the district provides, because when we're able to do that, and I realize that that is

358
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a perpetual and ongoing activity, and with the movement of people in and out of communities,

359
01:20:50,180 --> 01:20:55,400
with people that come in and out of different organizations, collaborative groups, the need

360
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to continually discuss identity purpose mission vision can be a daunting task, but that being

361
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said, done on the front end, it also allows for more understanding of mission purpose vision

362
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and qualification to being able to provide the services. And then there is the piece about

363
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staffing certainly is always every organization that I think functions today is always kind of resource

364
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limited as far as personnel, obviously with financial funding. And lastly, maybe another dimension

365
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to add to the already overflowing plate of the district is looking into more concrete service

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platform for the unhoused as far as on-site response for intake, for placement, and being

367
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able to solve problems in the unhoused community. Because I think at this point there's a big

368
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difference between I guess in the fire service we talk about adjusting symptoms but not

369
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curing the condition and I realize that's a much bigger conversation than maybe in this

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room right now but I are quite sure that it's already on the district's radar so.

371
01:22:29,130 --> 01:22:32,390
All right, thank you. I'm going to go over here to this group.

372
01:22:37,100 --> 01:22:38,980
Hi, I'm Jessica. Our facilitator

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was Nicole. We were looking at some of the strengths and weaknesses. Our two biggest

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We do our best and we go out into the community, we work with teaching and being involved and our other strength is older adult services.

375
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We have great services for adults and people really enjoy them.

376
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To the weakness as we found our marketing and awareness, we have a limited brand exposure.

377
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People don't really know who we are sometimes when we go locally.

378
01:23:08,940 --> 01:23:17,100
And then the other one is gap in services, resources for individuals experiencing homelessness,

379
01:23:17,540 --> 01:23:21,900
like the enhanced group that you talked about, lack of education regarding early cancer

380
01:23:21,900 --> 01:23:24,460
detection and no bicycle safety program.

381
01:23:25,440 --> 01:23:25,780
Yeah.

382
01:23:26,080 --> 01:23:26,360
Thank you.

383
01:23:28,720 --> 01:23:29,030
Great.

384
01:23:29,310 --> 01:23:29,670
Thank you.

385
01:23:30,630 --> 01:23:31,430
All right.

386
01:23:31,550 --> 01:23:32,830
Let's go to group two.

387
01:23:38,660 --> 01:23:38,880
Hello.

388
01:23:39,020 --> 01:23:39,460
I'm Tessa.

389
01:23:39,720 --> 01:23:45,040
Our facilitator was Jacqueline, so some of our strengths included that we respond to the

390
01:23:45,040 --> 01:23:51,240
need to the community and fill the gap in services. Our strong partnerships and relationships

391
01:23:51,240 --> 01:23:57,480
with our community stakeholders and we do offer a broad range of services across the lifespan.

392
01:23:58,420 --> 01:24:04,040
Some of our weaknesses we identified include our budget and lack of diversity funding.

393
01:24:04,990 --> 01:24:12,200
We have specific under performing programs so that kind of is related to the budget.

394
01:24:12,200 --> 01:24:22,560
And then the last, I wrote it on my laptop, sorry, it is getting to the harder to reach

395
01:24:22,560 --> 01:24:23,040
population.

396
01:24:23,200 --> 01:24:29,060
So kind of like the other groups mentioned, but not only within our service area, but also

397
01:24:29,060 --> 01:24:29,620
outside of.

398
01:24:33,120 --> 01:24:33,320
All right.

399
01:24:33,440 --> 01:24:34,220
How about group 4?

400
01:25:00,000 --> 01:25:29,920
We found that the volunteer programming, the ability for the district to use a wide range of volunteers in different parts of the community is fantastic. Definitely the partnerships also, but I mean with businesses, especially with the schools, it's a great strength. And then something professionally, seeing the strategic planning, is that using data, using feeds,

401
01:25:29,920 --> 01:25:35,740
back to really know how to pivot to what is the most relevant issues on hand.

402
01:25:36,880 --> 01:25:46,480
And then I think weaknesses are definitely, gosh, funding, I mean, this is always an

403
01:25:46,480 --> 01:25:51,220
ongoing with any big endeavor, such as the beats of these health district.

404
01:25:52,220 --> 01:26:00,200
And we had a couple of ties for the website and also, again, programs that only reach a few

405
01:26:00,200 --> 01:26:05,800
people, they might have a huge impact, but the service group is smaller.

406
01:26:07,200 --> 01:26:15,120
And then different programs, like Adventure Plex, being self-funding, and, or that it

407
01:26:15,120 --> 01:26:24,680
is not currently, and the gym, the cost, I think these are smaller areas of weaknesses

408
01:26:24,680 --> 01:26:27,400
This is, but, and the CHF hours.

409
01:26:29,120 --> 01:26:30,640
Thank you.

410
01:26:31,420 --> 01:26:31,900
Thank you.

411
01:26:32,440 --> 01:26:34,140
All right.

412
01:26:34,320 --> 01:26:35,120
How about group three?

413
01:26:38,180 --> 01:26:39,100
Good morning.

414
01:26:39,480 --> 01:26:42,820
I'm Bonnie and Emory is our facilitator.

415
01:26:43,580 --> 01:26:46,540
We're definitely hearing themes that are pretty similar

416
01:26:47,120 --> 01:26:49,940
from what we have to the rest.

417
01:26:49,960 --> 01:26:53,500
If we focus first on our top strengths,

418
01:26:53,500 --> 01:27:03,640
we're looking at the fact that we support the entire lifespan. Second, being able to fill

419
01:27:03,640 --> 01:27:11,660
in gaps and pivot quickly to address the needs. And third, the partnerships that we have

420
01:27:11,660 --> 01:27:17,240
be it with experts or volunteers and others.

421
01:27:19,780 --> 01:27:25,220
Then if we look on the weakness side, one of

422
01:27:25,220 --> 01:27:33,620
the issues really is that there are so very many programs and that it might be better

423
01:27:33,620 --> 01:27:47,200
to focus along with that kind of related is the ROI to focus on the areas where you get

424
01:27:47,200 --> 01:27:54,700
the most paying for the bucks so to speak. And then third on the weakness is

425
01:27:54,700 --> 01:28:01,480
really just the need for more communication, that the folks that know about

426
01:28:01,480 --> 01:28:07,220
the district love it, but there's a lot of folks out there that don't really know

427
01:28:07,220 --> 01:28:09,660
all of what it does. Thank you.

428
01:28:12,430 --> 01:28:14,190
All right, how about group six?

429
01:28:18,830 --> 01:28:20,050
Hi everyone, my name is

430
01:28:20,050 --> 01:28:23,250
Jackie and our facilitator for our group with Aja.

431
01:28:24,030 --> 01:28:27,850
So for our strengths, we have similar to other groups,

432
01:28:27,970 --> 01:28:30,950
our lifespan program offerings are incredibly diverse

433
01:28:31,730 --> 01:28:35,110
and help out a lot of different groups in our community

434
01:28:35,110 --> 01:28:36,250
and help support them.

435
01:28:36,630 --> 01:28:39,790
And they also are digital and in person.

436
01:28:40,570 --> 01:28:43,730
So we also have BCHD staff and volunteers

437
01:28:43,730 --> 01:28:45,310
as another one of our strengths.

438
01:28:45,830 --> 01:28:48,810
So the staff and volunteers create a very positive environment

439
01:28:49,350 --> 01:28:55,930
at events in the workplace and this helps create some of these program offerings and services

440
01:28:55,930 --> 01:29:00,650
that were able to offer for the community and another one of our strengths that was mentioned

441
01:29:00,650 --> 01:29:06,590
earlier, community partnerships, so this could be with schools and our Blue Zones project

442
01:29:06,590 --> 01:29:07,490
partners as well.

443
01:29:07,910 --> 01:29:15,050
And then for our weaknesses, our number one was diversity and then we also have more funding

444
01:29:15,050 --> 01:29:20,830
for home care health services, and name recognition, so that was also mentioned earlier.

445
01:29:23,440 --> 01:29:26,660
Thank you. Let's go on to this group. Group five.

446
01:29:30,240 --> 01:29:36,700
Hi, my name's Ellen and Simrit was our moderator. I mean, a facilitator. And I'm hearing,

447
01:29:36,700 --> 01:29:42,440
I don't know about you, I'm hearing a lot of the same things, right? Just in little different

448
01:29:42,440 --> 01:29:52,640
words. So, strength that we're community based, we have a community focus, and that we

449
01:29:52,640 --> 01:29:58,880
really like that there's a well-being emphasis for staff, or volunteers, for the community.

450
01:29:58,880 --> 01:29:59,980
Everybody get...

451
01:30:00,000 --> 01:30:07,020
Same thing, we are too humble. So Sim Ritt came up with a little phrase that say, you got

452
01:30:07,020 --> 01:30:12,240
to put on your bragging boots. So, we have a little song for you,

453
01:30:14,580 --> 01:30:16,380
a song. All right.

454
01:30:17,000 --> 01:30:24,360
Do you know Nancy Sinatra, these boots are made for walking? Well, these boots are made

455
01:30:24,360 --> 01:30:27,700
for bragging, and that's just what we'll do.

456
01:30:28,560 --> 01:30:32,860
One of these days these boots are going to brag all over you.

457
01:30:41,180 --> 01:30:44,080
I don't know how we can say any got it.

458
01:30:45,800 --> 01:30:47,860
We're number one, group number one.

459
01:30:49,400 --> 01:30:53,940
For our strengths, we have the top one being our program,

460
01:30:54,260 --> 01:30:58,760
such as our live well-to-kids program, care management,

461
01:30:58,760 --> 01:31:00,540
and well-being services,

462
01:31:01,260 --> 01:31:03,040
Center for Health and Fitness as well,

463
01:31:03,660 --> 01:31:08,440
and our number two that we looked at for strengths

464
01:31:08,440 --> 01:31:09,660
is our flexibility,

465
01:31:10,360 --> 01:31:12,740
our nimble response to community needs,

466
01:31:13,040 --> 01:31:16,180
such as our COVID response in the community.

467
01:31:16,720 --> 01:31:18,820
And our number three is partnerships,

468
01:31:19,340 --> 01:31:23,800
our community partnerships with the schools,

469
01:31:24,180 --> 01:31:24,920
with the cities,

470
01:31:24,920 --> 01:31:30,800
with senior services through the cities just all over the partnerships.

471
01:31:31,540 --> 01:31:39,120
That's our strengths, and then for our weaknesses, we looked at number one being

472
01:31:39,120 --> 01:31:45,560
the building itself at the 514, the aging building outdated infrastructure.

473
01:31:46,820 --> 01:31:51,520
Another weakness that we are looking at is limited staff resources.

474
01:31:51,520 --> 01:31:57,100
and too many programs, not enough staff to facilitate.

475
01:31:57,880 --> 01:32:00,720
And number three is reaching more age,

476
01:32:00,720 --> 01:32:06,520
is more engagement to people in between that 25 to 55-year-age range,

477
01:32:06,860 --> 01:32:09,700
and our facilitator was Tiana.

478
01:32:11,140 --> 01:32:11,260
Thank you.

479
01:32:12,560 --> 01:32:14,620
Okay, we're going to go to the Zoom room,

480
01:32:15,040 --> 01:32:18,460
and this presentation so we can see them.

481
01:32:19,280 --> 01:32:21,720
We can go ahead and start the report out.

482
01:32:23,300 --> 01:32:24,300
Okay, great.

483
01:32:24,680 --> 01:32:29,080
My name is Cindy Foster and I was the facilitator for our Zoom group today.

484
01:32:29,700 --> 01:32:35,080
Part of our group today was Patty and Sonny from the Community Health Committee

485
01:32:35,080 --> 01:32:38,240
and also Jim from the South Bay Bicycle Coalition.

486
01:32:38,720 --> 01:32:43,500
We had a really healthy and robust discussion and our top three strengths

487
01:32:43,500 --> 01:32:47,840
out of the Zoom room were number one staff and volunteers.

488
01:32:48,600 --> 01:32:50,980
Without those, we wouldn't be able to do everything

489
01:32:50,980 --> 01:32:52,340
that we do at the district.

490
01:32:52,340 --> 01:32:56,840
Number two, the mission and the execution of the mission

491
01:32:57,250 --> 01:32:59,480
and number three, the ability to pivot,

492
01:32:59,700 --> 01:33:02,320
which I've heard a lot of other groups mention flexibility

493
01:33:02,320 --> 01:33:03,560
and nimbleness.

494
01:33:04,200 --> 01:33:06,420
As far as weaknesses are concerned,

495
01:33:06,620 --> 01:33:08,420
our top three were number one,

496
01:33:08,880 --> 01:33:11,580
accessible information to all populations

497
01:33:11,580 --> 01:33:18,820
of the community and sometimes the amount of communication is overwhelming and it's hard to find what you're looking for.

498
01:33:19,220 --> 01:33:22,640
Number two, partnerships are lacking with community groups.

499
01:33:23,180 --> 01:33:26,400
Our team wanted to see more partnerships in the future.

500
01:33:26,900 --> 01:33:30,640
And number three, science-based decision making and the evaluation.

501
01:33:31,380 --> 01:33:36,920
Sometimes there's too many metrics our group was thinking.

502
01:33:36,920 --> 01:33:41,020
So thank you for listening to our ideas from the Zoom room.

503
01:33:45,630 --> 01:33:46,370
Thank you, Cindy.

504
01:33:47,870 --> 01:33:49,010
Turn it over to Dr. Kuh.

505
01:33:55,700 --> 01:33:56,940
It's time to go to the bathroom.

506
01:33:58,880 --> 01:34:00,520
We're supposed to be back at 10,

507
01:34:01,460 --> 01:34:04,080
10 minutes. So yeah, it's supposed to be back at 10,

508
01:34:04,180 --> 01:34:06,700
20, but we're going to, we're going to give you till 10,

509
01:34:07,280 --> 01:34:10,800
28. So very up.

510
01:34:11,140 --> 01:34:12,840
We'll see you back here a couple of minutes.

511
01:34:12,840 --> 01:34:13,160
Thank you.

512
01:34:17,540 --> 01:34:18,100
Thank you.

513
01:35:08,690 --> 01:35:09,670
We need to

514
01:35:50,400 --> 01:35:51,140
put you down.

515
01:36:17,100 --> 01:36:21,760
That's why we need to be all about doing it. Thank you.

516
01:44:27,150 --> 01:44:29,890
If you could come back into the room and take your seats,

517
01:44:50,560 --> 01:44:59,390
if you can hear my voice clap your hands once, if you can hear my voice clap your hands twice.

518
01:45:00,000 --> 01:45:18,760
Exercise facilitators. I will give you a time check. And this one just a little early because we're running a little bit behind time. And so go ahead and get in your groups. Again, if you need to move your easels, go ahead and do that. If you want to take your chairs to the wall, feel free to do that as well. Get a little comfortable. Thank you, everybody.

519
01:45:18,760 --> 01:45:18,900
Ready?

520
02:15:55,920 --> 02:16:00,740
Okay, start to wrap up your groups. We're going to report out just a little bit.

521
02:17:32,930 --> 02:17:43,870
Okay, everybody, we're going to start with group one over here. Now pass it over to Diana. Great. So our opportunities.

522
02:17:46,330 --> 02:17:58,630
Number one is updating our campus, or the healthy living campus, updating our facilities, and maybe even exploring

523
02:17:58,630 --> 02:18:08,910
program fees for some services on our campus. The second one is funding with grants, creating

524
02:18:08,910 --> 02:18:14,950
more partnerships that provide funding to programs and different resources for exploring

525
02:18:14,950 --> 02:18:22,710
more funding opportunities. The number three opportunity we looked at was promotions, working

526
02:18:22,710 --> 02:18:29,810
on our social media, been working with local partners, like realtors, to find out the

527
02:18:29,810 --> 02:18:34,210
housing environment, more opportunities in the community.

528
02:18:35,510 --> 02:18:46,350
And then for threats, our group looked at the economy, more on the external factors surrounding

529
02:18:46,350 --> 02:18:54,450
us the economy with inflation and inability to keep up with the market. And the number

530
02:18:54,450 --> 02:19:02,730
to threat was actually the internal financial constraints, our budgeting cost, our reliance

531
02:19:02,730 --> 02:19:11,070
on grants, approval, budget within the health district. And then the number three threat

532
02:19:11,070 --> 02:19:16,290
technology, keeping up with technology. Thank you.

533
02:19:19,240 --> 02:19:22,540
I'm going to go this way. And

534
02:19:22,540 --> 02:19:24,160
a group are you guys too.

535
02:19:28,750 --> 02:19:36,070
Hi Lisa. Okay. For opportunities, we thought the first one was

536
02:19:36,070 --> 02:19:43,050
there is currently a gap in adult services in the demographic between the ages of 25 and 55.

537
02:19:43,050 --> 02:19:48,390
So, and this came up earlier, but how do we really address this population?

538
02:19:49,150 --> 02:19:55,730
And it's probably the population where we have the lowest awareness after all the groups,

539
02:19:55,750 --> 02:19:59,490
because families know our programs from all the kids' services.

540
02:20:00,000 --> 02:20:29,500
We have all the older adults, so we thought this was an opportunity in terms of service and awareness. Second, we talked about innovation. So within the group, a lot of people were coming up with really great ideas for the future. Just thinking ahead, like, what's the next frontier? But the question became, well, where within the Beach City Health District Organization is the individual or team responsible?

541
02:20:29,500 --> 02:20:35,440
for thinking about what's next, what's coming down the road and then doing all the due diligence

542
02:20:35,440 --> 02:20:41,820
to see if it's valid and how it would be executed by the group. And some of the ideas, for example,

543
02:20:43,360 --> 02:20:51,380
were how do we get out in front of, you know, aging in place and as opposed to focusing on residential

544
02:20:51,380 --> 02:20:56,380
care for the elderly, if the model moving forward and certainly the way a lot of people feel after

545
02:20:56,380 --> 02:21:00,760
the pandemic because they don't want to be an institution. How do we start really preparing

546
02:21:00,760 --> 02:21:07,940
for that? And then with all the advances coming now in genetics and how we can understand

547
02:21:07,940 --> 02:21:12,760
early, you know, what we're in for, what are children are in for. How do we start really

548
02:21:13,420 --> 02:21:17,600
institutionalizing and offering those services to the community because they will be in demand?

549
02:21:18,340 --> 02:21:24,780
So that's, you know, it's, where's the innovation responsibility going to lie? And finally, the

550
02:21:24,780 --> 02:21:30,900
The third opportunity was to be more aggressive about soliciting external funds, either from

551
02:21:30,900 --> 02:21:36,760
different government organizations or from private foundations and wondering like, what

552
02:21:36,760 --> 02:21:37,480
is the

553
02:21:49,320 --> 02:21:58,220
equivalent of the Annanburg Foundation for the Arts for pop-up with the good thing

554
02:21:58,220 --> 02:21:59,120
it's sunny outside?

555
02:21:59,120 --> 02:22:04,440
The first one was unaddressed mental health issues.

556
02:22:05,420 --> 02:22:09,640
So one of our members, Joan, had the term quiet desperation.

557
02:22:10,700 --> 02:22:14,080
And we know that there's a lot of people out there who are suffering.

558
02:22:14,320 --> 02:22:18,220
And we're starting to really see it manifest more dramatically than ever.

559
02:22:18,420 --> 02:22:23,980
We're now, right now, for example, shootings are commonplace, you know, multiple shootings

560
02:22:23,980 --> 02:22:30,720
in the same spot and you know the threat of this explosion of you know all these

561
02:22:30,720 --> 02:22:35,420
unaddressed mental health issues could really it's tearing at the fabric for

562
02:22:35,420 --> 02:22:40,600
our society now and it could only get worse. Second we talked about new

563
02:22:40,600 --> 02:22:46,020
technology. So we've seen what social media has done especially to some of our

564
02:22:46,020 --> 02:22:51,100
young people but what about AI? Like what the heck is going on with AI? I mean all

565
02:22:51,100 --> 02:22:55,140
All the scientists in Silicon Valley seem to know about it and they're warning us about

566
02:22:55,140 --> 02:22:56,920
it, but it's already being implemented.

567
02:22:57,540 --> 02:23:01,860
And what is this going to do to us and how do we start, you know, preparing for that

568
02:23:01,860 --> 02:23:04,820
as an organization and also for those we serve?

569
02:23:06,420 --> 02:23:14,060
Next we talked about distrust of public institutions and, you know, I don't have to really say a lot

570
02:23:14,060 --> 02:23:18,840
about that, but I think we see some of that now as we're trying to pitch, you know, our

571
02:23:18,840 --> 02:23:24,080
new vision for the healthy living campus to the community where people are more skeptical.

572
02:23:25,320 --> 02:23:30,420
Sometimes that's a good thing, but this could really impact us as a threat moving forward.

573
02:23:31,400 --> 02:23:33,400
And then related to that is money.

574
02:23:34,480 --> 02:23:37,720
So if the distrust is high, the fund thing's going to be less.

575
02:23:37,900 --> 02:23:45,560
People will not want to fund and also just the recession now like financial markets are simply

576
02:23:45,560 --> 02:23:52,300
going to be less money around due to lower government revenues and also lower private philanthropy.

577
02:23:53,460 --> 02:23:54,380
That's the gloom and doom.

578
02:23:55,160 --> 02:23:57,000
Thank you.

579
02:23:57,940 --> 02:23:59,120
Group 7.

580
02:24:01,830 --> 02:24:07,490
Okay, so our group really focused in on opportunities and there are some great discussions going on.

581
02:24:07,970 --> 02:24:14,550
The most popular place for opportunity was the different explore messaging channels and branding,

582
02:24:14,550 --> 02:24:16,550
which I kind of heard from some of the other groups.

583
02:24:16,830 --> 02:24:20,030
So we had making sure even like the LA times are knowing

584
02:24:20,030 --> 02:24:22,610
that we're in LA County said mentioned,

585
02:24:22,630 --> 02:24:24,510
you know, they don't really talk about even else

586
02:24:24,510 --> 02:24:26,150
a gundo or the South Bay area.

587
02:24:26,810 --> 02:24:30,090
So exploring some of those larger media channels,

588
02:24:30,090 --> 02:24:32,110
especially making sure that paper print,

589
02:24:32,130 --> 02:24:34,990
we are going into social media, our website, web pages,

590
02:24:35,130 --> 02:24:37,430
but there are still large population of individuals

591
02:24:37,430 --> 02:24:40,850
who read the newspaper and that's how they're getting their information.

592
02:25:00,000 --> 02:25:06,120
As well as opportunities for more just emphasizing health education on specific health needs, I can

593
02:25:06,120 --> 02:25:13,220
serve prevention and just overall preventative health education, as well as expanding and

594
02:25:13,220 --> 02:25:18,160
strengthening and building new partnerships with neighboring cities and communities,

595
02:25:18,760 --> 02:25:22,920
as well as building relationships with other organizations that might be more focused on some

596
02:25:22,920 --> 02:25:27,540
of these specific health needs that we see an opportunity for growth if we're building and expanding

597
02:25:27,540 --> 02:25:33,680
those partnerships and I can help with that. And then for the threats one thing that we saw was

598
02:25:33,680 --> 02:25:39,220
kind of popular was like the lack of stakeholder buy-in or maybe just the misunderstanding or not

599
02:25:39,220 --> 02:25:45,060
the clarity of what we are providing and what we are trying to build. And so like some negative

600
02:25:45,060 --> 02:25:49,860
feedback that we might be getting from community members and just making sure that they're clear on

601
02:25:49,860 --> 02:25:56,680
what we are offering. And then also money that is definitely a threat. So reduced revenue just

602
02:25:56,680 --> 02:26:02,160
just looking at the actual cost of the programs and services, as well as just focus on treatment

603
02:26:02,160 --> 02:26:02,920
over prevention.

604
02:26:03,200 --> 02:26:08,920
I know we focus on prevention, but sometimes there is more emphasis on the treatment side.

605
02:26:09,440 --> 02:26:11,300
So that's some of the threats that our group came up with.

606
02:26:14,180 --> 02:26:14,660
Thank you, Nicole.

607
02:26:15,260 --> 02:26:15,400
All right.

608
02:26:17,730 --> 02:26:18,510
Hi there.

609
02:26:19,370 --> 02:26:27,310
So as far as opportunities, our table decided that we wanted to have continued partnerships

610
02:26:27,310 --> 02:26:31,830
between like the different agencies because we have like staff here from Casa

611
02:26:31,830 --> 02:26:37,550
delos Amigos and the fire department and we realized that we all do like

612
02:26:37,550 --> 02:26:43,910
very similar things but we're kind of disjointed. So we just yeah so that's

613
02:26:43,910 --> 02:26:47,350
it. Those are opportunities for more collaborations and working together in

614
02:26:47,350 --> 02:26:53,090
more longer sustainable ways. Also more mental health support I know we're

615
02:26:53,090 --> 02:27:03,850
like working on that issue, but there's always continued gaps in that area, so we want more collaboration to really help the unhoused community especially.

616
02:27:04,850 --> 02:27:07,370
Okay, and then we'll go into some of the threats.

617
02:27:11,420 --> 02:27:25,460
Thank you. Okay, some of the threats are that there are a few residents that are not really supportive of beach cities, and they're just the really loud ones too.

618
02:27:25,460 --> 02:27:31,900
So, that's going to be a continued threat to things and technology.

619
02:27:32,240 --> 02:27:35,120
We don't want that to be like a replacement for a personal relationship.

620
02:27:35,440 --> 02:27:41,740
So, as technology continues to grow and grow, we think that the personal relationships

621
02:27:41,740 --> 02:27:47,820
that we build are really necessary to make like changes.

622
02:27:47,820 --> 02:28:13,660
So, um, and then just again, disjointed resources, that's a threat because again we've got like the fire department maybe helps someone get to the hospital for treatment and, um, and we're also at Beach City's working with clients in the community, but we still need to kind of work together to make more, um, uh, to be really effective in helping individuals in the long term.

623
02:28:23,260 --> 02:28:29,320
I'm Tammy Kishel and I work in new services at Beach City's health district and so I'll be coming a little bit from that standpoint.

624
02:28:30,340 --> 02:28:38,140
First of all, in terms of opportunities, working with large scale health campaigns, there was a lot of positive feedback.

625
02:28:38,300 --> 02:28:44,040
I go into the schools a lot and especially this week when I was wearing my mental health this health sweatshirt.

626
02:28:44,660 --> 02:28:49,940
Teachers were coming up to me, the kids were coming up to me, the principals were wearing it, and then my kids going to the Under Union High School

627
02:28:49,940 --> 02:28:54,660
and I see Principal Breedy in his sweatshirt, so it's out there and I just thought it was fabulous

628
02:28:54,660 --> 02:29:00,220
and I'd love to be or our table would love to be able to see some more campaigns if that would

629
02:29:00,220 --> 02:29:06,660
be possible on a larger scale and broader. And in turn with that goes with getting grants to do that.

630
02:29:07,980 --> 02:29:12,240
We'd love to, I mean ideally it would be great to have a dedicated staff person but we know that

631
02:29:12,240 --> 02:29:18,040
would be difficult so an opportunity to be to figure out a way to, if we could each tackle some

632
02:29:18,040 --> 02:29:21,280
grants for figure out a way to do that, to get funding for these campaigns.

633
02:29:22,180 --> 02:29:29,640
And then also, with doing some field research, there's so many other entities in our area

634
02:29:29,640 --> 02:29:33,840
for instance, Torrance Memorial, who has some great, I work on the Live Well Kids program.

635
02:29:34,060 --> 02:29:37,320
And so they have some programming as well, and for me and for my colleagues to get more

636
02:29:37,320 --> 02:29:40,820
familiar, what's out there, what's in our neighborhoods, similar programs.

637
02:30:00,000 --> 02:30:29,980
In terms of threats, as many of us are addressing as the need for mental health services, it's one thing a lot of us with alcove are pushing, we're all pushing people to go to seek out mental health to feel comfortable with it, to take away the stigma, yet you want to make sure that when people do that, that they're actually able to access care. That's really important. So that's one threat is the access to care. Along with that, we're seeing an increase in dementia and memory services, so that's just something to keep in mind.

638
02:30:29,980 --> 02:30:35,740
as we go along planning for our programming, and finally, oh, another that was brought

639
02:30:35,740 --> 02:30:39,960
to our attention today was the homelessness. Here in the South Bay we're still, as they

640
02:30:39,960 --> 02:30:44,580
say, the South Bay bubble, but I think you'll like there's just a rise in that and to kind

641
02:30:44,580 --> 02:30:46,920
of tackle it ahead of time rather than we.

642
02:30:53,550 --> 02:30:56,090
Okay, have a group three.

643
02:30:58,720 --> 02:31:01,780
Thank you. Again, we're

644
02:31:01,780 --> 02:31:06,560
hearing themes across the various groups. And there are opportunities for what we identified

645
02:31:06,560 --> 02:31:14,180
identified as the primary opportunities, as was said before, focusing a bit more of our

646
02:31:14,180 --> 02:31:25,120
resources on that mid-adult lifespan, the 30 to 55. Also, and again, the theme, the priority

647
02:31:25,120 --> 02:31:33,260
based budgeting to focus resources on priorities that have been identified for the communities

648
02:31:33,260 --> 02:31:39,700
and that whole process, I'm sure, is a separate meeting and strategic planning.

649
02:31:40,660 --> 02:31:49,100
Also, areas that are not served right now, helping the seniors with tech support,

650
02:31:49,920 --> 02:32:02,520
and keeping a focus on mental and physical health as well as in-home or on-site training and guidance.

651
02:32:02,520 --> 02:32:16,740
and then our final opportunity that we identified was it's kind of communication in that needing

652
02:32:16,740 --> 02:32:26,480
to communicate more with key resources in the community that will help communicate what we are

653
02:32:26,480 --> 02:32:30,540
doing and get more of the word out there as well.

654
02:32:32,790 --> 02:32:44,650
Focusing on the threats, we have natural disasters, like earthquakes, as well as looking

655
02:32:44,650 --> 02:32:49,790
at health issues out there, birth control, reproductive freedom.

656
02:32:51,130 --> 02:32:59,350
As other groups had said, there are some very vocal community members that disagree with

657
02:32:59,350 --> 02:33:06,910
our budgeting and whatnot, and so their loud communication is a threat to us.

658
02:33:09,800 --> 02:33:18,230
Also under the medical looking at loneliness and the need to kind of bring people back

659
02:33:18,230 --> 02:33:25,450
after the pandemic, be it socialization or whatnot, just kind of get out of that mindset

660
02:33:25,450 --> 02:33:33,490
that we were in for so long. And lastly, the budget, you know, figuring out where we

661
02:33:33,490 --> 02:33:41,050
want to spend the money and making sure that we're utilizing the resources. Thank you.

662
02:33:44,600 --> 02:33:45,940
Okay. How about group six?

663
02:33:49,950 --> 02:33:50,770
Hello, everyone.

664
02:33:54,100 --> 02:33:58,440
Opportunities, a dedicated grant writer. If we

665
02:33:58,440 --> 02:34:04,020
need more money, we need somebody to ask for it. So we get a dedicated grant writer. I

666
02:34:04,020 --> 02:34:07,400
think that'd be a great idea. It wasn't my idea. The great opportunity for group six.

667
02:34:08,200 --> 02:34:14,700
Also investing in a mobile clinic, a consensus across the room is improving our messaging

668
02:34:14,700 --> 02:34:24,520
actually which is another one of our opportunities but if we can bring BCHD to the community perhaps that will increase or improve our messaging as well as improve our PR presence.

669
02:34:25,120 --> 02:34:30,880
So that's an opportunity for groups to shifting to the 514 building.

670
02:34:33,890 --> 02:34:44,270
So we all have an understanding of exactly the opportunity with the 514 building but a decrease in revenue and then it's also an increase in repair and maintenance.

671
02:34:44,270 --> 02:34:50,030
it just doesn't balance. So, that's a threat for us, and then the spread of misinformation,

672
02:34:50,050 --> 02:34:57,150
I'm going to leave that there. And then the rising cost of living is very expensive

673
02:34:57,150 --> 02:34:59,750
to living, and it's just getting more. Okay, thank you.

674
02:35:01,840 --> 02:35:08,320
So, opportunities, the first thing that we saw were new funding streams, that those, you know,

675
02:35:08,420 --> 02:35:15,460
the grants, the grant writers, a great idea group. You know, so we're, you know, new sources

676
02:35:15,460 --> 02:35:24,020
of partnering are good too. And then the, we had kind of a tie between other things and one

677
02:35:24,020 --> 02:35:30,420
One of them was the new campus, all right, and what was number two, Simret?

678
02:35:31,120 --> 02:35:35,300
Oh, yeah, social media, right, yeah, social media outreach.

679
02:35:35,540 --> 02:35:39,520
So some of these are the same beings that everybody has.

680
02:35:40,140 --> 02:35:48,340
And then the threats, so the number one threat is that there are less resources and more to

681
02:35:48,340 --> 02:35:54,480
to do leading to burnout, which is probably part of that mental health thing that you're

682
02:35:54,480 --> 02:35:55,460
talking about, too.

683
02:35:56,260 --> 02:36:03,980
So, and then the second one were those, shall we say, those loud voices of opposition,

684
02:36:05,020 --> 02:36:13,260
especially when we're talking about the crumbling infrastructure of 514, all right, so that's

685
02:36:13,260 --> 02:36:13,460
that.

686
02:36:13,460 --> 02:36:20,380
So I guess I'm ending on what I hope is a good note all right but I need your

687
02:36:20,380 --> 02:36:25,960
help for this one everybody all right there's the last stanza okay you're

688
02:36:25,960 --> 02:36:35,400
going to sing this three times oops there goes another robber tree plant oops let

689
02:36:35,400 --> 02:36:41,440
me hear it oops there goes another robber tree plant okay so we're going to be

690
02:36:41,440 --> 02:36:46,520
singing that three times. You probably want to know where I got this from.

691
02:36:47,160 --> 02:36:49,020
It's from my childhood actually.

692
02:36:51,820 --> 02:36:54,620
I could play Frank Sinatra singing the whole

693
02:36:54,620 --> 02:36:58,680
song, but I'm not going to do this because I remember this one stands up

694
02:36:58,680 --> 02:37:07,240
from this movie that I watched as a child. Next time you're found with your

695
02:37:07,240 --> 02:37:12,440
chin on the ground. There's a lot to be learned. So look around. Just what makes

696
02:37:12,440 --> 02:37:19,380
that little lant think he'll move that rubber tree plant and anyone knows and

697
02:37:19,380 --> 02:37:29,480
can't move a rubber tree plant but he's got high hopes he's got high hopes he's

698
02:37:29,480 --> 02:37:36,920
We've got high apple pie in the sky, I hope so anytime you're getting

699
02:37:36,920 --> 02:37:44,060
though, instead of letting go, just remember that aunt, old circles, another

700
02:37:44,060 --> 02:37:45,400
rubber tree plant,

701
02:37:50,560 --> 02:37:53,260
calls another rubber tree plant,

702
02:37:59,470 --> 02:38:01,390
thank you, thank you, Ellen,

703
02:38:01,830 --> 02:38:03,910
I'm going to turn it over back over to Dr. Kuh.

704
02:38:06,430 --> 02:38:07,470
I'm sorry, virtual.

705
02:38:07,470 --> 02:38:08,230
Hello

706
02:38:19,590 --> 02:38:25,370
everyone. Good to be back again with you live from the Zoom room. Our number one opportunity

707
02:38:25,370 --> 02:38:31,190
actually was born out of our number one weakness. So I'll remind you what that was. Accessible

708
02:38:31,190 --> 02:38:38,050
information to all populations of the community. Sometimes the amount of communication is overwhelming

709
02:38:38,050 --> 02:38:44,970
to many people. So our number one opportunity was a call line with a live bilingual person to direct

710
02:38:44,970 --> 02:38:52,330
people to our resources. Our second opportunity was programs and support groups for people and

711
02:38:52,330 --> 02:38:59,170
caregivers of aging parents and people with disabilities. And our third opportunity was to offer

712
02:38:59,170 --> 02:39:06,130
financial health resources to all members of the community. Regardless of income and education,

713
02:39:06,730 --> 02:39:12,070
we talked a lot about how the three beach cities are very different economically and that we need to

714
02:39:12,070 --> 02:39:18,590
make sure that we are providing resources to the diverse populations that we have.

715
02:39:19,410 --> 02:39:26,030
As far as threats go, we were in a very robust discussion, so we were only able to come

716
02:39:26,030 --> 02:39:26,710
up with two.

717
02:39:27,310 --> 02:39:31,950
Number one threat is funding, which could lead to program cuts.

718
02:40:02,900 --> 02:40:30,580
Thank you all again for all your fabulous work and input. And I think we saw many common themes as well as some really new novel creative ideas that were excellent. I think it's also a very cool exercise right because we see the natural tension between strengths and weaknesses that sometimes our biggest strengths, like maybe our broad focus can be our weaknesses and that our threats give us really good insights into potential opportunities. Is there any public comment?

719
02:40:31,980 --> 02:40:33,100
I hear no.

720
02:40:33,480 --> 02:40:36,060
All right, I'm going to pass it to Tiana for our mindful exercise.

721
02:40:42,240 --> 02:40:45,520
All right, so you're probably wondering about these headphones.

722
02:40:46,880 --> 02:40:51,040
This is actually going to be used for our mindfulness break.

723
02:40:51,340 --> 02:40:53,700
So let me give you a brief orientation.

724
02:40:54,360 --> 02:40:55,800
And then you'll put them on.

725
02:40:56,820 --> 02:40:58,920
And these come from the grant.

726
02:40:59,180 --> 02:41:03,780
Actually that we received in support of Mental Health Awareness Month.

727
02:41:03,780 --> 02:41:06,760
We're using these headphones out in the community.

728
02:41:07,280 --> 02:41:12,560
So if you come to our booth, you're going to experience mindfulness on these headsets.

729
02:41:12,780 --> 02:41:18,860
We also have virtual reality, gratitude, jenga, lots of different things to help engage

730
02:41:18,860 --> 02:41:21,460
people around this important practice of mindfulness.

731
02:41:22,600 --> 02:41:29,900
So for those of you in the Zoom room, the recording is going to be available on your breakout

732
02:41:29,900 --> 02:41:30,680
website.

733
02:41:30,680 --> 02:41:36,500
and you're going to have two options. There's a seated meditation and also a

734
02:41:36,500 --> 02:41:42,440
stretching meditation. So open up your headphones so that they look like they're

735
02:41:42,440 --> 02:41:47,240
in this shape and you're going to want the switches facing toward you. So you're

736
02:41:47,240 --> 02:41:53,480
going to see these bright green switches. The first thing you want to do is turn it

737
02:41:53,480 --> 02:41:56,200
on. So that's the switch on the bottom.

738
02:41:59,100 --> 02:42:03,860
It's going to turn a color. So the next switch

739
02:42:03,860 --> 02:42:10,700
is how you'll choose the channel that you want to listen to. So blue is channel one.

740
02:42:11,540 --> 02:42:13,460
That's going to be the seeded meditation.

741
02:42:15,700 --> 02:42:19,680
Channel two, it's going to turn red. That's going

742
02:42:19,680 --> 02:42:26,060
to be a stretching meditation so you'll be standing and stretching and then just to make

743
02:42:26,060 --> 02:42:32,480
sure we don't you know blow an ear drum on the other side with volume go ahead and

744
02:42:32,480 --> 02:42:38,140
turn it all the way turn the volume all the way down which is going to be pushing the

745
02:42:38,140 --> 02:42:40,200
dial upward so

746
02:42:42,730 --> 02:42:49,590
you've got it's on and now decide if you want to do seated or stretching and

747
02:42:51,060 --> 02:42:52,260
And I'll be able, this is cool.

748
02:42:52,760 --> 02:42:57,800
So if you look around the room, the people with blue, or you'll be doing a seated meditation

749
02:42:57,800 --> 02:43:04,340
together, the people with red are going to go ahead and do the stretching.

750
02:43:04,620 --> 02:43:09,780
So if you'd like, you can do it right where you are, or stretching if you prefer.

751
02:43:09,960 --> 02:43:14,120
You can go maybe to the side of the room to do your practice.

752
02:43:17,790 --> 02:43:18,290
All right.

753
02:43:18,430 --> 02:43:19,310
So you've got it on.

754
02:43:21,500 --> 02:43:23,120
Find that volume dial.

755
02:43:25,420 --> 02:43:30,500
and you're going to slowly turn it up and Jackie hasn't started yet so don't

756
02:43:30,500 --> 02:43:38,540
go too far but Jackie's going to start and you should gently turn up the dial

757
02:43:38,540 --> 02:43:43,410
and you're going to hear all right this

758
02:43:46,160 --> 02:43:47,600
is about five minutes enjoy

759
02:49:36,530 --> 02:49:37,390
All right.

760
02:49:42,110 --> 02:49:43,130
What do you think?

761
02:49:46,780 --> 02:49:47,300
Awesome.

762
02:49:51,110 --> 02:49:59,530
Great, so if you can just go ahead and switch the headset off. And these are disposable covers.

763
02:50:00,000 --> 02:50:01,240
Thank you for the budget presentation.

764
02:50:04,810 --> 02:50:29,410
Thank you, Dr. Ku. Well, you know, I got to say, I'm very excited to be here right now. And we are set up for this moment, aren't we? I think I'm hearing all the opportunities weaknesses and strengths. And then we are moving to this. If you want to go to the cover page for a second. So I think we're very, and the mindfulness break. So we're all ready for this discussion, right?

765
02:50:29,410 --> 02:50:34,350
And so I think even the cover page tells us a little bit of a story where we are today

766
02:50:35,250 --> 02:50:40,150
and the work is being done at the district and so I wanted to thank all of you for being

767
02:50:40,150 --> 02:50:44,330
part of that because we would not be able to obtain these grants or anything if you want

768
02:50:44,330 --> 02:50:45,590
for all the work that you all do.

769
02:50:46,090 --> 02:50:50,230
And so it's so important and then of course there's a team that actually are pulling it together

770
02:50:50,230 --> 02:50:54,930
and all that but I think we should be reminded that it's really all the work that we do together

771
02:50:54,930 --> 02:50:56,670
that it enables us to get these grants.

772
02:50:58,490 --> 02:50:59,070
Thank you.

773
02:50:59,070 --> 02:51:07,550
So, I wanted to take a quick look at kind of where we were a few years ago, 2018, and we

774
02:51:07,550 --> 02:51:11,910
showed this graph, and we also talked about the evolution a little bit about the district.

775
02:51:12,390 --> 02:51:17,590
And so the district evolution, as you all know, and very familiar with was a hospital.

776
02:51:18,110 --> 02:51:25,830
And at that time, like any organization goes through a circle or a cycle that is an expansion,

777
02:51:25,830 --> 02:51:32,470
There is a peak, there is a contraction, and so with this contraction, we're kind of

778
02:51:32,470 --> 02:51:39,890
illustrating it here, at the time when we were a hospital, it was a change, right?

779
02:51:40,250 --> 02:51:45,610
It was a change in need, and so we couldn't compete at the time with a bigger hospital

780
02:51:45,610 --> 02:51:53,190
and the not-for-profit, so the district changed into this preventative health world.

781
02:51:53,190 --> 02:51:58,330
And what I kind of dawned on me when I was sitting here is that the district has created

782
02:51:58,330 --> 02:52:00,590
the tools for us to change.

783
02:52:01,330 --> 02:52:06,970
And so we are all a change, we are pivoting, we have that in our backbones now, we have

784
02:52:06,970 --> 02:52:07,770
a strong staff.

785
02:52:08,250 --> 02:52:15,750
But what we're looking at here today is a contraction of our physical assets and our economic funding

786
02:52:15,750 --> 02:52:20,810
that you all are, our notice of some kind of grateful that you all are putting it on as

787
02:52:20,810 --> 02:52:21,210
a weakness.

788
02:52:21,210 --> 02:52:28,330
It just means we're all in the same page and that we all are looking at this to move forward and so

789
02:52:29,030 --> 02:52:34,090
That's why you know we're reminded of this contraction and today we're set up for the change

790
02:52:34,090 --> 02:52:36,830
But we're not really said we need to now

791
02:52:37,550 --> 02:52:40,350
Invest time in this change of our infrastructure.

792
02:52:42,760 --> 02:52:43,240
So

793
02:52:43,860 --> 02:52:44,340
additionally

794
02:52:45,200 --> 02:52:51,440
Like I said it kind of all comes together in terms of where we are and this is an illustration in terms of the dollars

795
02:52:51,440 --> 02:53:00,540
of how we have shifted our funding from pre-COVID where we had the property was a much bigger portion of our income.

796
02:53:01,080 --> 02:53:08,860
And as we talked about our physical asset, reaching is useful economic life, that is reducing.

797
02:53:09,140 --> 02:53:13,720
So we can't rely, we're not able to rely on that anymore for our programs and services.

798
02:53:13,720 --> 02:53:18,780
And so it's kind of have shifted because of all the work that we've been able to do with

799
02:53:18,780 --> 02:53:23,180
grants and so on, that we have a bigger portion of that, and the other part is that we're

800
02:53:23,180 --> 02:53:24,940
relying more on property taxes.

801
02:53:25,500 --> 02:53:31,720
And what this means is, you know, we have direct use of our services, but there are people

802
02:53:31,720 --> 02:53:38,380
that may not use it or pay property taxes, and suddenly their property tax dollars are really

803
02:53:38,380 --> 02:53:41,960
not going as far as we can as we have been able to do.

804
02:53:41,960 --> 02:53:48,900
So, and then, you know, this whole downturn or contraction also has been exacerbated

805
02:53:48,900 --> 02:53:53,160
of course, about the COVID-19 and the financial downturns.

806
02:53:54,400 --> 02:53:59,340
And so, just looking back a little bit where we started, I think Kristen showed a little

807
02:53:59,340 --> 02:54:03,960
bit before here where we were where we've been for the last few years, and starting P-P

808
02:54:04,540 --> 02:54:09,700
priority-based budgeting in 2019, really, where we started picking it apart.

809
02:54:09,700 --> 02:54:13,620
We have an invested in a tool that we're going to talk about a little bit more and then

810
02:54:14,720 --> 02:54:19,080
Identifying those areas where we need to be set up to tackle our

811
02:54:19,980 --> 02:54:23,640
Future and so then the we started in February

812
02:54:24,220 --> 02:54:27,520
We did the budget kickoff and there was a lot of

813
02:54:28,120 --> 02:54:33,600
Few areas that we talked to the board about about tradeoffs and policies and you'll see that

814
02:54:33,600 --> 02:54:38,760
addressed here later on. We checked in with the Finance Committee to make sure

815
02:55:00,000 --> 02:55:29,480
So Aye, may 12 and we are ready to move forward. And so, I'm going to hand it over to Megan Hakesy at our chief finance and our personal engagement officer, I'm sorry. Thank you. Yes, I'm not the chief finance officer. That's definitely Monica. But I have had the privilege of working with Monica through our priority based budgeting process along with Tom and the rest of our leadership team and staff. So just a crash course and priority based budgeting.

816
02:55:29,480 --> 02:55:35,420
This is a process that we've been using throughout the budget process last year.

817
02:55:35,700 --> 02:55:42,220
And now this year, where you use the Prior to Beast Budgeting to understand community values

818
02:55:42,220 --> 02:55:44,860
and then budget accordingly to those values.

819
02:55:45,420 --> 02:55:48,620
So down below, you'll see kind of the four components of what we look at.

820
02:55:49,060 --> 02:55:51,400
First, you want to look at what we do, why we do it.

821
02:55:51,680 --> 02:55:52,940
That's really our mission vision.

822
02:55:53,540 --> 02:55:56,500
You see how we do it, which is our programs,

823
02:55:56,500 --> 02:56:01,780
our services, our partnerships, how we deliver on our mission vision, then you have what it costs,

824
02:56:02,260 --> 02:56:07,120
right? That's our budgeting process. What does it take to actually perform these programs and

825
02:56:07,120 --> 02:56:12,760
services? And then how well we do it? How are we measuring it? How are we showing the impact from

826
02:56:12,760 --> 02:56:15,740
the dollars that we're investing in these programs and services?

827
02:56:18,070 --> 02:56:20,610
So we've met with you over the last

828
02:56:20,610 --> 02:56:26,870
few years to talk about attributes. Okay, well, what are the things that we want to look at when we

829
02:56:26,870 --> 02:56:32,790
are evaluating our programs and services. So you'll see six of those attributes here where

830
02:56:32,790 --> 02:56:37,590
we've taken this to a strategic development half day and we've talked about these where health

831
02:56:37,590 --> 02:56:44,530
priority alignment gap and service reach efficiency level of service and value. These are all the

832
02:56:44,530 --> 02:56:51,270
things that we're looking at and evaluating for each of our programs and this is just an example

833
02:56:51,270 --> 02:56:56,410
not meant for you to read it, but this is an information sheet as an example of one

834
02:56:56,410 --> 02:57:03,490
of our programs where our staff are really putting all this information down that will

835
02:57:03,490 --> 02:57:06,710
help us measure or rank each attribute.

836
02:57:07,150 --> 02:57:13,410
So we go through this process in the beginning of the budgeting process to understand kind

837
02:57:13,410 --> 02:57:19,410
of where our programs are falling in terms of how closely aligned are they with the attributes.

838
02:57:19,410 --> 02:57:20,290
So

839
02:57:22,500 --> 02:57:29,620
this is an example and at your tables we did put a handout if you wanted to see all

840
02:57:29,620 --> 02:57:35,100
of our programs and services as well as the rankings and the scoring.

841
02:57:36,060 --> 02:57:42,000
And so this is an example where we're showing you here just which programs are most aligned.

842
02:57:42,340 --> 02:57:49,580
So when we evaluated each of those attributes how we ranked them and what the overall scoring was.

843
02:57:49,580 --> 02:57:56,220
So you can see some of the top programs that are most aligned here and then you'll see the

844
02:57:56,220 --> 02:58:01,600
least aligned programs. And we will say when you look at the least aligned programs it doesn't

845
02:58:01,600 --> 02:58:08,580
necessarily mean that this is something that shouldn't continue. What it means is that we really

846
02:58:08,580 --> 02:58:13,800
want to look at where maybe some of those lower scores are and maybe there's an opportunity

847
02:58:13,800 --> 02:58:18,640
need to increase the score maybe with more funding, more resources, etc.

848
02:58:19,120 --> 02:58:27,520
So it's just a way to evaluate and then be able to dive deeper into understanding why we got the score that we got.

849
02:58:28,940 --> 02:58:37,320
So here's an example where we looked at the most aligned programs for health priority and gap in service.

850
02:58:37,700 --> 02:58:40,980
As many of you have talked about that even earlier today,

851
02:58:40,980 --> 02:58:44,800
how important our health priorities are, but also filling the gaps.

852
02:58:45,320 --> 02:58:53,560
You'll see here that we have our programs that receive the highest score in those two categories.

853
02:58:54,240 --> 02:58:58,160
But then when you keep looking to the right, you may see some lower scores that are there.

854
02:58:58,640 --> 02:59:02,380
So when you look at this, again, when you want to review the overall score,

855
02:59:02,520 --> 02:59:06,260
it doesn't mean, oh, we should remove dollars from this program.

856
02:59:06,260 --> 02:59:12,000
I mean, but you want to maybe think, do we need to invest more in this in order to see

857
02:59:12,000 --> 02:59:15,280
the score increase and improve overall?

858
02:59:18,960 --> 02:59:19,200
All right.

859
02:59:19,400 --> 02:59:21,320
Now, I'm going to turn it back over to Monica,

860
02:59:24,520 --> 02:59:26,480
and now it's a very quick crash course.

861
02:59:29,110 --> 02:59:29,470
Very good.

862
02:59:30,130 --> 02:59:34,970
Yes, so we're excited to be here, like I said, and the other thing.

863
02:59:35,470 --> 02:59:41,310
We want to move our financial condition over to the strength because we're really diversified.

864
03:00:00,050 --> 03:00:29,870
In general, the district is very well set up to tackle downturns and recessions. 2018 was a great example of how the district ferried through that time because we are diversified. We have those four income streams that we showed that it made income streams that we looked at before. So, setting us up for this coming year and looking a little bit as well to the future, of course, as we are planting our steps here, is that we do know that we are

865
03:00:29,870 --> 03:00:34,950
still kind of recovery. We have a joint venture still kind of struggling to get back a little bit

866
03:00:34,950 --> 03:00:41,290
and then also health and fitness that we're seeing here. And so we're kind of seeing that there

867
03:00:41,290 --> 03:00:47,390
in our financial revenues. And then when I first looked at this a few months ago,

868
03:00:48,330 --> 03:00:56,570
I really was like, oh wow, we really are there where the graph is starting to go down. And if I just

869
03:00:56,570 --> 03:01:02,230
This took a basic financial, our basic financial statement, projected inflation rate of 3%,

870
03:01:02,610 --> 03:01:09,210
which really isn't that much, and then I knew what you know we're not going to have

871
03:01:09,210 --> 03:01:13,330
FEMA funding anymore and things like that that are changing in our funding streams.

872
03:01:13,450 --> 03:01:19,010
If we take all that into account, we were really at a deficit on a fully loaded budget.

873
03:01:19,010 --> 03:01:31,350
And so we have worked through that and our here to present our proposed draft pieces of our budget and then here in your input will bring it forth to the board later.

874
03:01:32,170 --> 03:01:48,890
And so and then looking forward we have additional things that we have to think about is that immediately coming more is that we're losing a notes receivables that we've had for years here that provides a district about $450,000 a year in cash.

875
03:01:48,890 --> 03:01:55,830
income but that is the amortization of that is done and it next year is going to be

876
03:01:55,830 --> 03:01:56,430
a half year.

877
03:01:57,010 --> 03:01:59,390
So we're going to lose half of that funding.

878
03:02:00,250 --> 03:02:04,950
So we can, am I having the clicker?

879
03:02:05,070 --> 03:02:05,210
Sorry.

880
03:02:05,590 --> 03:02:06,090
Oh, sorry.

881
03:02:06,290 --> 03:02:06,390
Yes.

882
03:02:06,870 --> 03:02:07,130
Perfect.

883
03:02:07,910 --> 03:02:14,090
So anyway, so if you have seen this before, too, and this is, I think, our third year that

884
03:02:14,090 --> 03:02:22,430
we have the scatter plot, and we have incorporated the priority-based budgeting measurements that

885
03:02:22,430 --> 03:02:29,390
they used, so it's kind of on a quartile basis. So at the bottom is like a least-aligned,

886
03:02:30,670 --> 03:02:38,030
less-aligned, more-aligned, and most-aligned. And so as you can see, a quick here, none of them

887
03:02:38,030 --> 03:02:42,530
is really below the line at the moment. We make some changes for that, and then we'll talk

888
03:02:42,530 --> 03:02:48,050
a little bit more about the higher items here where we had to make trade-offs and had

889
03:02:48,050 --> 03:02:49,710
discussion about how to move forward.

890
03:02:52,290 --> 03:02:54,370
So one of the big areas was grants.

891
03:02:55,190 --> 03:03:00,510
And so we discussed at the policy discussion with the board that what are the priorities of

892
03:03:00,510 --> 03:03:01,050
the district.

893
03:03:01,510 --> 03:03:07,310
And so because we have to make choices, we can't do we give grants or do we invest more in

894
03:03:07,310 --> 03:03:10,530
our own programs and services that we can provide to the community.

895
03:03:10,530 --> 03:03:17,550
And here we're really looking at starting this transition here at least at this time to

896
03:03:17,550 --> 03:03:20,290
do these more funding for the district.

897
03:03:20,570 --> 03:03:24,470
And so you can see here that the score here, so the score is on the bottom.

898
03:03:24,770 --> 03:03:25,890
It's kind of in the middle.

899
03:03:26,490 --> 03:03:32,470
And so we're, you know, by changing a little bit of the funding of this, we're taking out the

900
03:03:32,470 --> 03:03:33,510
micro enrichment grants.

901
03:03:33,610 --> 03:03:37,370
We don't have a lot of requests for those lately.

902
03:03:37,750 --> 03:03:38,990
And then the nonprofit grants.

903
03:03:40,510 --> 03:03:45,590
And then on the survey, so, you know, there is a balance here.

904
03:03:46,010 --> 03:03:50,390
How do we know to improve our services if we don't know how they're working?

905
03:03:50,830 --> 03:03:51,970
So we need data.

906
03:03:52,490 --> 03:03:56,910
And the district has really done this for a few years, so we want to continue to doing

907
03:03:56,910 --> 03:03:57,150
that.

908
03:03:57,630 --> 03:04:04,870
And this is an odd a cheap tool to use, however, we try to do it every other year than the

909
03:04:04,870 --> 03:04:10,510
kind of offset our election expenses you saw earlier was a big expense, but then we don't have

910
03:04:10,510 --> 03:04:15,410
that every year and then we can substitute for this so it doesn't really, so this is kind

911
03:04:15,410 --> 03:04:23,170
of a continuation. So, and then on the care management side also, you know, the scoring here, I think

912
03:04:23,170 --> 03:04:29,370
it goes to the inside that Megan was pointing out that while we may not cut, they may be used for

913
03:04:29,370 --> 03:04:37,090
other things, so we can transition. So here we're not also filling, you know, we're not going

914
03:04:37,090 --> 03:04:42,610
out to fill out all our new positions. We have to slow that down. We can move people around

915
03:04:42,610 --> 03:04:47,950
maybe, and then this pays as a senior health fund. We were able to take about 50 or so thousand out

916
03:04:47,950 --> 03:04:53,790
of that, and so that we can, you know, be more efficient. So it's about moving this floor, right,

917
03:04:53,790 --> 03:04:59,650
further up. So that's what we are working on here. So in a

918
03:05:00,000 --> 03:05:20,620
Local program, of course, is a beginning, so you can see this score is kind of low, but, you know, it's an expansion. We talked about that earlier. And so this is where we need to invest the resources to get it up and running and invest in mental health. And then there, here, I'm handing it over to Kristen. Okay,

919
03:05:24,640 --> 03:05:32,600
for health promotions and communications, we did not fill an open position we had this year, so you'll see that throughout.

920
03:05:32,600 --> 03:05:36,500
these slides, so one was in care management, the other ones in communications and health

921
03:05:36,500 --> 03:05:41,100
promotions department. We decreased our advertising budget a little bit, and then we also removed

922
03:05:41,100 --> 03:05:49,200
two direct mail pieces. Right now we send one annual report and two live wells, so that's something

923
03:05:49,200 --> 03:05:54,400
we're going to be brainstorming on how we use our one direct mail piece that we have in the proposed

924
03:05:54,400 --> 03:05:55,400
budget right now.

925
03:05:58,980 --> 03:06:03,440
And then the other areas, health and fitness operations. So this is adventure

926
03:06:03,440 --> 03:06:05,080
in the center for health and fitness.

927
03:06:05,700 --> 03:06:08,460
So during those policy discussions with the board,

928
03:06:08,700 --> 03:06:13,960
we asked both the finance committee and the board of directors

929
03:06:13,960 --> 03:06:17,240
is it a priority for to increase fees.

930
03:06:17,600 --> 03:06:19,720
And so what we did was we looked at the market rates.

931
03:06:20,120 --> 03:06:22,160
There were areas where we could increase fees.

932
03:06:22,640 --> 03:06:24,420
Some of those have already been implemented

933
03:06:24,420 --> 03:06:27,020
and some of those will be implemented next fiscal year.

934
03:06:27,100 --> 03:06:29,600
But that's for the center for health and fitness and adventure

935
03:06:29,600 --> 03:06:36,140
flex. The revenue increases from that is a little over $130,000. The other thing we did

936
03:06:36,140 --> 03:06:40,020
at the Center for Health and Fitness is we went to a lean staffing plan at our front desk

937
03:06:40,020 --> 03:06:45,020
and we also removed one position that we felt we could continue our services with.

938
03:06:47,190 --> 03:06:50,030
Now I'm going to turn it over to Megan to talk about staffing and benefits.

939
03:06:51,930 --> 03:06:58,730
Yes, so just to look a little internally here for our staffing and benefits, it still is about

940
03:06:58,730 --> 03:07:04,830
50% of our operating expenses and just to remind you all that really our staff are delivering

941
03:07:04,830 --> 03:07:10,270
direct service. So that is why you probably see it at 50% because the majority of them

942
03:07:10,270 --> 03:07:16,130
are considered the service. And so some of the things that we did in this budget year is that

943
03:07:16,130 --> 03:07:24,830
again, as Monica and Kristen have mentioned, not really filling unfilled positions or any new positions

944
03:07:24,830 --> 03:07:31,950
for next year so any time to we're just going to continue to be looking at that as our staff

945
03:07:31,950 --> 03:07:38,090
leave or transition out of the district we will continually evaluate that and see what we can do in

946
03:07:38,090 --> 03:07:45,550
order to kind of stay and keep our costs low there. There was no increase to cafe dollars,

947
03:07:45,790 --> 03:07:50,410
cafe dollars are for our staff as a benefit to be able to pay for their medical dental vision. We

948
03:07:50,410 --> 03:07:55,930
typically budget a slight increase to those cafe dollars because plans can change over

949
03:07:55,930 --> 03:08:02,490
the year when it comes into effect. So this year we are just leaving our cafe dollars

950
03:08:02,490 --> 03:08:08,790
the same as they are now to kind of have about at least 15,000 in savings there. One thing

951
03:08:08,790 --> 03:08:18,070
we were able to keep in here which is about a $300,000 edition is a merit increase of 3%

952
03:08:18,070 --> 03:08:24,010
for our employees through the performance appraisal process that they'd be eligible for based on their

953
03:08:24,010 --> 03:08:30,570
performance. And then we also have some position upgrades and reclasses that we've been looking at

954
03:08:30,570 --> 03:08:37,530
based on the work that our staff are doing. And then we also have some additions to staffing at

955
03:08:37,530 --> 03:08:42,890
all cove through the grant. So that way we can make sure that they're staffed appropriately to meet

956
03:08:42,890 --> 03:08:44,330
the operations of that facility.

957
03:08:45,110 --> 03:08:49,570
We did take out the 3% merit for the CEO.

958
03:08:50,570 --> 03:08:52,030
Altogether, when you look at that,

959
03:08:52,430 --> 03:08:56,250
it's about an increase of 1.3%, so about $95,000.

960
03:08:56,750 --> 03:08:59,710
But again, we've really tried to keep that very, very low,

961
03:09:00,130 --> 03:09:02,710
so we don't see a large impact there,

962
03:09:02,930 --> 03:09:04,530
because typically you probably would see

963
03:09:05,230 --> 03:09:07,870
the increase of the merit along with some other things.

964
03:09:08,070 --> 03:09:11,330
So we've really tried to keep that low as much as we can

965
03:09:11,330 --> 03:09:16,150
in terms of our internal work with some of those staff benefits.

966
03:09:21,700 --> 03:09:22,760
Okay, thank you, Megan.

967
03:09:24,500 --> 03:09:26,580
So now we're going to go into a breakout discussion.

968
03:09:26,760 --> 03:09:31,740
And as you heard from Monica's presentation with a fully loaded budget, we're looking,

969
03:09:31,880 --> 03:09:34,040
we looked to close a $900,000 gap.

970
03:10:00,000 --> 03:10:29,880
Mayor Management, we talked about communications, health and fitness operations, some of the staffing issues as well. And so, after hearing this, we want to get your initial feedback on, is there anything you would like to present any trade-offs that you think that could happen here? We just really want to get your initial feedback on that. The second part of the breakout is going to be talking about the opportunities. So we're going to go back to our opportunity tab or sheet.

971
03:10:29,880 --> 03:10:35,740
there and relook at those. And is there anything else that we should add to those opportunities?

972
03:10:36,400 --> 03:10:41,920
Should we refocus areas? Do you have new ideas after hearing some of the budget constraints that

973
03:10:41,920 --> 03:10:47,640
we have at the district and moving forward? Not only this year, but for next year. And how do we use

974
03:10:47,640 --> 03:10:54,260
priority-based budgeting in the future when decisions get really hard? So this was tough for staff to

975
03:10:54,260 --> 03:10:59,080
go through to find what are the trade-offs looking at the scoring and

976
03:10:59,080 --> 03:11:05,000
priority-based budgeting? Where do we prioritize? Next year's another round of cuts

977
03:11:05,000 --> 03:11:10,180
coming. And so how do we use priority-based splitage duty in the future to help

978
03:11:10,180 --> 03:11:13,600
us make those decisions? And so you're going to go in your breakout groups. Your

979
03:11:13,600 --> 03:11:18,360
facilitators have those questions that they'll ask you. We'll have about 20

980
03:11:18,360 --> 03:11:22,520
minutes to discuss and then we'll have kind of a group report out just general

981
03:11:22,520 --> 03:11:28,120
thoughts and ideas after that. And facilitators, I will give you a time check in between so you'll

982
03:11:28,120 --> 03:11:31,300
know when to transition to the second question. All right. Thank you.

983
03:37:52,300 --> 03:37:53,200
One more minute.

984
03:40:49,300 --> 03:40:49,940
Testing.

985
03:40:52,000 --> 03:40:53,060
Testing, testing.

986
03:40:58,500 --> 03:41:01,900
Okay, everybody. Testing.

987
03:41:28,270 --> 03:41:29,810
Forgot which one he was doing.

988
03:41:55,730 --> 03:41:56,830
Hello, testing.

989
03:42:01,530 --> 03:42:02,050
Best.

990
03:43:48,350 --> 03:43:53,510
You're in the Zoom room. Go ahead and do your poll. That is on your breakout website.

991
03:44:21,720 --> 03:44:30,100
You can probably take that one down. Do you want to put the? All right. Just a couple more seconds. Maybe 10 more seconds to finish your poll.

992
03:44:30,100 --> 03:44:31,220
and

993
03:44:33,270 --> 03:44:36,090
then we'll go ahead and reveal the results.

994
03:44:42,730 --> 03:44:44,430
All right,

995
03:44:49,200 --> 03:44:50,920
does anyone need more time?

996
03:44:53,520 --> 03:44:54,400
Yes, okay.

997
03:45:02,540 --> 03:45:03,500
Yes? Okay.

998
03:45:15,720 --> 03:45:18,760
All right. Maybe about 10 more seconds.

999
03:45:21,590 --> 03:45:33,990
And if you're not done, it's okay. You can keep doing that. So Charlie is going to go ahead and show us our results just so you can see from these poll questions. Just as a summary of our day.

1000
03:45:39,540 --> 03:45:39,860
All right.

1001
03:45:43,850 --> 03:45:51,630
Question around mission vision. How much of the districts current mission and vision encompass the priority insights you had in your breakout?

1002
03:45:51,630 --> 03:46:03,030
So we're at about 84.9% that you feel that it is an alignment and it is encompassing what you have discussed in your breakouts.

1003
03:46:03,830 --> 03:46:05,350
Let's go to the next one.

1004
03:46:09,970 --> 03:46:15,650
And for this one, try looking, hover over priority-based budgeting. There we go.

1005
03:46:16,270 --> 03:46:22,850
This one is, I understand the connection between priority-based budgeting and the fiscal year 2324 budget recommendations.

1006
03:46:22,850 --> 03:46:26,250
So, majority we have, yes, we have a couple of

1007
03:46:26,250 --> 03:46:26,430
those.

1008
03:46:26,470 --> 03:46:30,670
If you need some more detail, please come talk to us.

1009
03:46:30,810 --> 03:46:33,090
And we can talk to you about some of those things.

1010
03:46:33,090 --> 03:46:34,470
If you have some more questions.

1011
03:46:35,850 --> 03:46:40,790
And then the last polling question was that PBB is a

1012
03:46:40,790 --> 03:46:45,410
valuable decision making tool that can aid BCHD in the next

1013
03:46:45,410 --> 03:46:50,890
fiscal year, fiscal year 2425 budget process and continuing

1014
03:46:50,890 --> 03:46:57,450
to use it even in the following budget year. So again we have the majority that are listed here

1015
03:46:57,450 --> 03:47:05,390
but also if anyone has any questions feel free to talk to Monica or myself or Tom or any of our

1016
03:47:05,390 --> 03:47:10,950
leadership team. We're happy to talk to you about the process or answer any questions that you have

1017
03:47:10,950 --> 03:47:14,310
around that. So I'm going to turn it back over to Kristen.

1018
03:47:18,220 --> 03:47:19,920
All right we're going to wrap up here.

1019
03:47:20,040 --> 03:47:25,240
I just want to give a quick shout out and thank you to our strategic planning committee members

1020
03:47:25,240 --> 03:47:38,560
So we have Charlotte over here and Lisa and VJ just left. They were integral. They kind of stepped up and give us feedback on this presentation and have to always make it better than it was originally.

1021
03:47:38,840 --> 03:47:42,900
So thanks for participating. I'm going to turn the meeting back over to Vanessa.

1022
03:47:46,310 --> 03:47:50,110
So is there any public comment on this agenda item? No.

1023
03:47:52,530 --> 03:47:53,310
We have one.

1024
03:47:55,680 --> 03:47:56,360
Do we have one?

1025
03:47:58,140 --> 03:47:58,560
Okay,

1026
03:48:02,360 --> 03:48:05,280
this is on this agenda item or is it on items not on the agenda?

1027
03:48:06,980 --> 03:48:10,680
So I can put you on the next one which is, are there any public comment on items not

1028
03:48:10,680 --> 03:48:11,360
on the agenda?

1029
03:48:12,460 --> 03:48:13,280
Just this one.

1030
03:48:13,480 --> 03:48:13,620
Okay.

1031
03:48:16,800 --> 03:48:17,980
You would get here sooner or later.

1032
03:48:18,800 --> 03:48:19,300
All right.

1033
03:48:19,440 --> 03:48:20,180
Greetings everyone.

1034
03:48:22,040 --> 03:48:28,660
Our main detractor obtained the email addresses of many of us here through his more than

1035
03:48:28,660 --> 03:48:32,500
and 1,000 document requests from Beach City's health district.

1036
03:48:33,240 --> 03:48:40,140
So we had received his game plan regarding our losses of income,

1037
03:48:40,400 --> 03:48:43,640
which he sent out to the city clerks of all three Beach cities,

1038
03:48:44,520 --> 03:48:46,140
local politicians in the press.

1039
03:48:46,720 --> 03:48:50,500
I personally flagged it as spam and the problem was solved.

1040
03:48:51,260 --> 03:48:56,220
Despite knowing what his supposed case of the week is against Beach cities,

1041
03:48:56,220 --> 03:49:03,280
I decided not to convey the publicly known facts readily available, composed with integrity

1042
03:49:03,280 --> 03:49:04,700
and transparency.

1043
03:49:05,160 --> 03:49:06,460
Did I mention facts?

1044
03:49:07,340 --> 03:49:12,840
To push back on those numbers presented by that detractor, they're just that, numbers.

1045
03:49:13,480 --> 03:49:18,920
Not a cogent argument containing the truth, not composed with integrity or transparency.

1046
03:49:19,760 --> 03:49:24,380
Those qualities are part of the core of what BCHD stands for.

1047
03:49:25,060 --> 03:49:31,040
Entities attempting to use the opposite of those qualities against us will not go unchallenged.

1048
03:49:31,260 --> 03:49:37,100
Not at our meetings, not in the press, not in the council chambers, in the cities of Redondo,

1049
03:49:37,300 --> 03:49:38,820
Hermoson, Manhattan Beach.

1050
03:49:39,300 --> 03:49:44,860
Our clients, volunteers, students, and countless thousands who participate in our programs

1051
03:49:45,160 --> 03:49:51,060
where we collectively are working towards a healthier, happier life for all residents know this.

1052
03:49:51,060 --> 03:49:56,720
I would like to thank that detractor for highlighting an issue that our leaders, Susan

1053
03:49:56,720 --> 03:49:59,660
Susan Bowden and Tom Backley had the visionary-

1054
03:50:00,000 --> 03:50:07,300
Functional, breathable, earthquake-ready buildings that serves more people and the time is now. We know

1055
03:50:07,300 --> 03:50:13,120
what the solution is. We have the blueprints for making those changes. Now the challenges of

1056
03:50:13,120 --> 03:50:19,520
getting it done are even more pressing. I would like to take this opportunity to ask all of you to

1057
03:50:19,520 --> 03:50:25,880
get involved. Talk to your neighbors, friends, kids, friends, parents, and the previously mentioned

1058
03:50:25,880 --> 03:50:29,100
and outlets and agencies about our programs, okay.

1059
03:50:29,560 --> 03:50:32,280
The only thing necessary for the triumph of evil

1060
03:50:32,280 --> 03:50:34,020
is that good people do nothing.

1061
03:50:34,700 --> 03:50:36,920
Ask me, Megan or Alejandra,

1062
03:50:37,360 --> 03:50:39,180
how you can fight that fight with us.

1063
03:50:39,620 --> 03:50:39,960
Thank you.

1064
03:50:43,630 --> 03:50:46,790
I'm gonna take your part on the agenda, Tom.

1065
03:50:47,290 --> 03:50:51,690
The next thing, just that our next steps for this process,

1066
03:50:52,330 --> 03:50:55,770
we will have a more extensive discussion

1067
03:50:55,770 --> 03:50:58,570
of our mission and vision at our next strategic planning day

1068
03:50:58,570 --> 03:51:02,770
that has not yet been scheduled, but we hope that all of you will continue to attend.

1069
03:51:04,210 --> 03:51:10,750
And on May 24th, the public is invited and we will be doing a special study session

1070
03:51:10,750 --> 03:51:16,250
on the budget where we will get into even more nitty and gritty details about how we spend

1071
03:51:16,250 --> 03:51:24,650
that money and how we can make the hard decisions about balancing those interests.

1072
03:51:24,970 --> 03:51:26,070
Did you want to say something else?

1073
03:51:26,070 --> 03:51:34,050
Okay. So now I'm turning the meeting back over to me. I'd like to thank everybody for coming.

1074
03:51:35,110 --> 03:51:40,170
And please remember to fill out the survey. There's a second QR code on your tables to

1075
03:51:40,170 --> 03:51:44,150
fill out the survey for today. And if you need the paper.