Divs. Be courteous. Treat all colleagues, staff, and members of the public in a professional and courteous manner. disagree, constructively. Work to propose a course of action of mutual benefit. Debate the policy, not the person. Focus on the issues and do not personalize the debate.
I am now going to turn it over to Dr. Martha Koo, who is the chair of our strategic planning committee. And she's going to try a different microphone.
Thank you, Vanessa. Thank you very much. So, Vanessa, I already gave everybody a warm welcome. I'll just extend that to everybody here in person and online. Thank you for participating.
So, as you know, the strategic planning committee, it's board directed, holds this, holds this meeting, at least annually. And we invite other board members, committee members, all the BCHC staff and people in the public to join us. This is an opportunity to focus on things are impacting our community as well as like guide our strategic direction.
So, I'm going to pass it over to Tiana right out Rosales now, who will take it from here.
Good morning, everyone. I'm Tiana right out Rosales. I'm the well-being program supervisor. And I'm going to introduce some housekeeping items and also our icebreaker.
So, if you haven't been to adventureplex before, the bathrooms are located back near the entrance. And we will be taking a break around 930. It's always good to know that ahead of time.
And we have participants both in person and on Zoom, for any virtual participants, please raise your hand if at any time you can't hear the presenter or need assistance.
And please mute when you're not sharing or talking. So, now our opportunity to connect.
As part of May being mental health awareness month, what we wanted to do for our icebreaker is emphasize different resources that you have.
Okay. Different resources that you have to help you feel better.
And so, on a day-to-day basis, we do different activities. Sometimes they're stressful activities, and sometimes they're things that actually help us feel energized or calm.
And so, what we'd like to do for the icebreaker is you'll share your name, and then also share an activity that you enjoy that helps you feel better.
So, don't take a couple minutes to do that. Yes, I'll go around your table. Thank you.
You
All right, so please bring your attention back. Bring your attention back to the group.
Three, two, one, all done.
Nice. That works. That's my son, too. That's awesome.
All right. Thank you, everyone. So, for the next, hopefully this gave you a nice opportunity to learn about your group members.
So, now we're going to take another reflection point to share about. And so, many of us are familiar with this quote from my angel.
I've learned that people will forget what you said. People will forget what you did, but people will never forget how you made them feel.
So, we'd love for you to share at your table about maybe a beach city's health district related experience you had that left a positive lasting impression.
Could have been an interaction with a staff member, something that you went to, if it's not BCHD related, it could be in any form of your life, but how did someone make you feel.
Hopefully that won't spark some ideas.
So, go ahead and take a couple minutes to share about that.
You
About 30 more seconds and start to wrap up your conversations.
All right.
Please bring your attention back.
To the big group.
I love hearing about all these wonderful stories of kindness and just wanted 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 blood pumping with Emory and Michael for physical activity break.
If you want to hear me okay, all right, I'm going to have you stay seated, but if you can turn your chairs towards me and as you're sitting in a chair, if you can kind of like go a little bit further to the front of the chair not to just so your back isn't on the back of the chair because I really want to make sure that this seated cardio workout for two minutes that I'm doing is going to make sure that you engage your core the entire time so you really don't use the back of your chair.
And I'm going to have Michael be my, my, my, my, my, my man.
And so as Tiana was mentioning it's may mental health awareness month mental health is health and we know that one of the things that helps boost mental health and my table alone mentioned it a number of times is deserving activity we know that is in as little as 10 to 15 minutes of exercise.
Okay, let me.
Back a little bit right here, is that a little bit better? Okay, so as in as little as 10 to 15 minutes, we know that physical activity can boost certain hormones like dopamine and serotonin, which we know affect our mood and so 10 to 15.
15 minutes, I kind of amount to moderate walk, anything that you can do in 10 to 15 minutes will really impact your mood.
Just through physical activity, I think that some of my members have my table can attest to that.
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 jump jack is like, there's, is it kind of on your knees?
Why am I going to ask that you do is like, 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 bilateral coordination, yeah, and I'm going to ask you to do the opposite leg.
So alternate legs, okay?
Really try to make a point to bring your hands above your head and touch those fingertips, okay?
And really engage your core standing, sitting up nice and tall, okay?
Okay?
And if you have any limitations on your shoulder, you can also do like a modified version, kind of the chicken dance, right?
Okay?
All right?
So, and just make sure that you're keeping those kinetic chains, those kinetic chick points nice and tall, kind of like, you know, engaging your core muscles, right?
Next, what I'm going to have you do is do a little bit of boxing, okay?
And so, kind of making sure you're in the front, just kind of shuffle those feet side to side, okay?
I'm going to have you in front of your chest, just give me a little speed bag motion here, okay?
All right?
Just side to side, and really just go as fast or as slow as your body is able to do.
So if you, you know, feel like you can go a little faster, feel free to do that, okay?
A little feet shuffle and I'm going to have you go to the right side, okay?
To the left side, okay?
Okay, above the head, and back to the middle.
All right?
And so now what I'd like you to do is do a little bit of swimming, okay?
And so, I want us to kind of start off by marching, okay?
Keep those feet stomping, and what I'm going to have you do is let's do some freestyle here, okay?
Backstroke, give me some backstroke, okay?
Breaststroke, okay?
Now, butterfly, okay?
All right, okay?
Let's move on to basketball, okay?
So I want you to keep your toes on the floor, and I just want you to bounce your knees, just like this, okay?
And then pretend you have a ball in front of you, and I want you kind of like you're passing to someone.
And while you're bouncing your knees, for those of you that want to take it up a notch, you can lift your feet off the ground, okay?
And pass to your right, pass to the front, pass to the left, take a shot.
All right, okay?
Last, I want you to pretend like you have a stalker ball in front of you, and almost like alternating feet, like you're just kind of,
well, take those hips out, okay?
And while you do this, just do a little bit of march.
How many people are feeling a little bit of increasing your heart rate?
How many people feel that dopamine and serotonin producing in that mind?
All right, you have effectively activated your bodies, and thank you very much.
Thank you so much, Mary, that was absolutely fantastic.
We're all now excited, hopefully.
And before we move on to the next agenda item, is there any public comment?
No public comment for Charlie.
And so now I'll introduce Tom Bakley, the CEO.
Good morning, everybody.
How's everybody doing?
All right, we're energized, ready to go.
I want to thank you for being here and donating your morning to us so that we can plan the future.
I'm really excited to be talking about our mission and vision.
We haven't done that in a while here at the district, so you're going to help us with that discussion in a little bit.
What we want to do first is celebrate some successes.
And so I may ask you to chime in as well as many of you may know this is the 25th year that we've been focusing on preventative health and community health.
As most of you know, 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 doing that.
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.
We were talking about that at our table, that's how we met Nancy.
That's how I first became introduced to the health district in 2012 when I was at Hermosa Beach and Gallup came in with their results.
And I remember saying, wow, we're actually measuring well being.
And you know, I've done a lot of work throughout my career with cities and performance measurement and I was just blown away that we were able to take data from an institution like Gallup and be able to measure and track what was happening with our well being.
And so I think a huge success, of course, over the last 25 years has been blue zones.
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.
And so we're very excited about that.
Of course, we had the surgeon general come visit he's back.
He took a four year hiatus if you will and then and then he is back now and so that's very exciting.
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.
But he came out because he wanted to see how we were addressing problems.
And I think that he characterized them as intractable or problems that communities just couldn't get their arms around.
He wanted to see how that was happening and how we were measuring.
So he came and he came and visited looking at the garden program.
We have some of our partners from the schools here.
We have Anthony Toronto here. Jason Johnson was here from Hermosa and we've been able with our live well kids program to be able to reduce childhood obesity by 60% over the last 15 years or so.
And so we're now down below 6% we just did body mass index study and so that is something that people are looking at and saying how are you doing that.
And we had the county come in and they came in and verify that it actually was happening.
They looked at all the data and then they verified that it was something that could be replicated elsewhere until again over the last 25 years we've really.
Lead the way with preventative health reducing childhood obesity.
I look at the volunteers there we have many of you here today no way can we do what we do without the volunteers you know is a city manager I came in and I'm like great we have all these volunteers doing work.
That's going to save us money you know it's just thinking kind of bottom line and then I saw the benefit that the volunteers were getting.
For our program and that's what it kind of hit me of oh you know this is this is a two for you know not only are we I think we've calculated nine hundred thousand dollars and.
Staff time that we were saving by having volunteers help us so yeah that's that's nice but I think what's even better is the benefit that our volunteers get.
My programs and that help benefit and I know when I volunteer I just feel better and so thank you volunteers very maybe give volunteers a hand.
I think is that Valerie they're in the picture or yeah there was that there was that pandemic thing right we've kind of.
I almost forgotten about that but we've accomplished so much in the last couple of years we've accomplished so much.
In the middle of the biggest health emergency in a hundred years and I think that really.
brought us together and and the district was able to pivot and do what we do which is meet the health need you know that's really been our mantra for the last twenty five years.
That we step in and fill gaps and maybe you guys will talk about that a little bit today when we get into the mission and the vision but that's been what we do we fill those gaps and when we saw there was a gap.
In testing remember when you could not get a test we were able to part I see eyes at care we were able to partner with redundant fire we were able to.
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's just as 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.
And the the latest health priority of course is mental health the Christians wanted to move me along a little bit.
So that was subtle but I do want to talk about youth mental health really quickly that that's where we're seeing obviously a huge health need and I had.
I like county mental health.
Commission member I bumped into where I had a function in the elevator and she kind of read my name tag and said what do you do and she asked her.
Her big question and I'm sure she asked everybody is what are you doing for youth mental health and I said well funny you should ask we just we just opened all co.
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 services for no charge and she was.
Along a way and said I have to come see that so she did we now have the director of LA County mental health coming to visit us and look at all co here so again I think the theme is what we've done is we've.
been able to lead the way in preventative health and we have many other health districts that are moving along the continuum with us and starting to do.
Some of the things that we've been doing so we obviously have mental health is help.
I'm like the only one wearing this winter to throw a little bit.
Normally.
I thought that was an easy one what I woke up oh.
Anyways again we received the grant for almost $150,000 for that that was an initiative that one of our staff members Ronnie took and we got the grant and we'll talk a little bit today about we've been shifting more to.
So grant funding as we see the revenue decrease from some of our assets that we've been able to use in the past and so this is an example where we received almost $150,000 and we got to.
Get the word out in a way that maybe we haven't done in a while about mental health.
This is a chart that I that we showed right the beginning of COVID and I think it's a good one because and it's maybe one to consider today and maybe consider.
When we're commenting about what's happening at the district or maybe some component of what's happening whether it's the healthy living campus, which is just sort of one small piece of what we're doing here at the health district but.
Maybe just take that personal responsibility and say where do you want to be in this continuum you know I think a lot of times especially coming out of the pandemic.
We're in the fearsome so are we are we coming out of fear are we getting mad easily where's the one I like.
I forward all messages I receive.
You know that that that's you know what what am I doing on the computer am I just forwarding am I acting quickly I when I'm in fear I kind of speed up and physically like lean forward and and so that's where I.
have an awareness that I may be in fear we want to move more into the learning zone I think that's what we're going to be doing today where I recognize that we're all trying to do our best we may have different opinions about things but we are.
Trying to do our best identify my emotions that's the awareness I was just talking about and then we want to move into the growth zone.
Like I look forward I look for a way to adapt to new changes I think sometimes change is something that's hard for people the district has been around for over 65 years we've been through change during that time or in change now we're transitioning now so how am I reacting to that am I empathetic with myself and others.
And again, so these are just questions that we want to be asking and maybe just sort of engaging where we are a little bit.
When things come up so originally we were talking about this for COVID in that blue circle there used to be how am I going to be during COVID but it's we think it's how am I going to be all the time and so that was something that we just wanted to share briefly with you today.
Any questions or anybody want to shout out a success that we've had in the last 25 years.
Go get everything.
Jason I think you're out of the room and I said thank you for your partnership for commosa.
Adventureplex that's where we are today that's a great success.
Todd Lertown I see some folks looking in from Todd Lertown and.
Any other things that come to mind in the last 25 years.
Excellent.
Yep.
That was a direct success.
Yep.
Yeah.
Yeah, Dr. Coos talking about obesity coming down.
That is a huge success.
There.
Oh, Jan.
Yeah.
Does everybody know Jan Buick from Manhattan Beach?
I think it's public right here with Tyring.
We're going to honor you officially, but just want to say thank you, Jan.
You were.
Jan started out with the health district and has been an incredible partner at Manhattan Beach as we provide services to older adults.
I think what we've done with older adults and providing help to at least 400 older adults at any time.
Transition back into their homes and receive the care that they need through our social workers and providing that in home care.
I think has been a huge success.
Yes.
Yep.
Excellent.
The free fitness.
Yeah.
Excellent.
All right.
We'll keep thinking of those today.
We'll always want to start off with the successes and at our 25 years here.
We have a lot of them and a great opportunity to celebrate those.
And so we're going to take some public comment if you want to comment specifically.
We can do that.
And then I'll give it back to.
Oh, you're supposed to do that.
Thank you, Tom.
Any public comment?
Charlie any?
All right.
I will have Kristen come and she's going to do our three year strategic planning kickoff.
All right.
Good morning, everybody.
I'm excited to kick off our three year strategic plan.
And this is actually for 2025 to 2028.
So we are getting started early.
But we're going through our full cycle.
And I'm going to explain that in our next slides here.
But first before we do that, I wanted to look back five years on our half days.
And take you through what we've done.
Just we do a lot.
And so this is just a refresher.
So 20 1920.
We really focused on innovation.
We brought SG2 in to have give us some suggestions.
And some of those things that they've suggested we're doing now.
The other thing we did in 2020, we looked at our mission and vision.
And then COVID-19 hit.
And we pivoted all our resources to COVID-19 in the pandemic.
We also introduced priority-based budgeting.
So we've been talking about priority-based budgeting for the last four years.
We talked about attributes, how we would incorporate those into the scoring of our programs and services.
And you'll see also that COVID was a continued throughout our half day themes as well.
And in 2022, we really took priority-based budgeting.
Or you'll hear us say PDB.
We took PDB and focused on adventure flex.
Those were one of the areas where we thought we could use a little help.
How could it be better aligned with our health priorities?
How could we close a gap?
And some of our financials.
And then we took a look at the healthy living campus.
So if you came in December, we did the activity about open space.
We really tried to finalize that open space for our partners with PMB.
And then in this year, we are going to kick off our strategic planning process.
So then Tom said, really focused on our mission, and visions, and goals.
So today we're going to do, it's kind of a two-part strategic, a half-day development half-day.
Which will be today, we're going to focus really on the current environmental scan.
And then probably in August, we're going to come back and really use today's session to focus on our mission and vision.
So this just shows you all the elements that Beach Studies Health District has.
Our mission, our vision, we have our core values.
Then we have strategic goals.
These goals have been around for a number of years.
You'll see them on the side there as well.
And then our health priorities.
And our health priorities are also tied to our strategic plan.
And I'll explain that a little bit as a little bit later.
Sorry, my clicker is.
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 through your 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.
The community needs assessment will come in in 2024.
And then our community health report.
And then you'll see the board review planning in April 2025.
So this is just a show you.
And this was in your packet as well.
The evolution of the district's mission and vision over the years.
And we can see that it's very long and worthy.
And then we condense it and condense it.
So maybe a marketing person was behind this, but it wasn't me.
And so that's where we are now.
And then here's a timeline of just when we've revisited everything.
And again, this for the people online that was in your packet in the at your table.
If you'd like to take a closer look, it's on your table as well.
If you really want to go into detail.
So if we just focus on the mission and vision on the top.
You can say we did revise it early in the 2000s.
We took a look at it right before the pandemic.
And now on the red dots that's our plan for when we'll look.
Also at our strategic goals or core values and then the health priorities as a last kind of green line there red dot on the power right.
Okay, so we are going to do our first break out activity.
And for this activity, we're going to be focusing on our current environmental scans.
So what's going on now at Beach City's health district.
We're going to do a traditional SWAT or strengths weaknesses opportunities and threats.
And analysis, those will really help determine and our mission and vision and also our goals that we come up with in the future.
So to see our strengths aligned, are they aligned with our current mission? Are we doing other things? Are there opportunities that we should be looking at.
As well.
So every group has a facilitator.
So you're going to be at your table.
So your facilitated go ahead and raise your hand.
And if you don't have a note taker, just assign someone at your table to be a note taker.
We will get you some paper because I think we owe you some paper.
And you will have about 20 minutes to do this activity.
I will.
Or I'm sorry.
I think I can.
Yeah, 40 minutes.
We'll have 40 minutes and I will give you time checks facilitators.
So you don't have to keep time. I will tell you when you should move on to the next one.
All right.
Thank you everybody.
Thank you.
I really don't know the answer to this question.
Thank you.
Speaker clarifies.
Oh.
Let's go.
You
S ein y suflith o'n seulef, o'n siadwacji clapping neu.
Pen Dynaud mattyddio s Mag Burg 1974 a muflithu.
Everybody, let's wrap it up. Have your top three. Make sure you have the person that's going to report out for you.
We need it on the paper door.
On the right, like seven, and then whoever you want to see, don't wait.
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 you, group?
Okay, excuse me. My name is Isaac. Morning, everyone. We worked on the SWAT project strengths and weaknesses. The first part with the strengths, just to identify a lot of good input.
Benchmark elements of the strengths here at the beach these health district that we've identified.
I think first and foremost, the collaborative space, the ability to rally multiple organizations, multiple individuals, multiple representation or more force, multi-prior effect for the community at large.
We also talked about the provision of relevant and cost effective servicing, but bigger than all of these things is really the district's ability to act and actually execute a plan.
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.
That is something that the beach city's health district has continually over time shown an ability to do as far as a 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 of the function of the health district.
That makes it more kind of universally known what the district provides because when we're able to do that and I realize that that is a perpetual and ongoing activity and with the movement of people in and out of the communities with people that come in and out of different organizations, collaborative groups.
The need to continually discuss identity purpose mission vision can be a daunting task, but that being said done on the front end it also allows for more understanding of mission purpose vision and qualification to being able to provide the services.
And then there is the piece about staffing certainly as always every organization that I think functions today is always kind of resource limited as far as personnel obviously with financial funding.
And lastly maybe another dimension to add to the already overflowing plate of the district is looking into more concrete service platform for the unhoused as far as.
On site response for intake for placement and being able to solve problems in the unhoused community because I think at this point there's there's a big difference between.
I guess in the fires service we talk about adjusting symptoms but not cheering the condition and I realize that's a much bigger conversation than maybe in this room right now, but I are quite sure that it's already on the district's radar or so.
All right, thank you.
I'm going to go over here to this group.
Hi, I'm Jessica the our facilitator was Nicole. We were looking at some of the strengths and weaknesses are two biggest strengths for a community engagement.
We do our best and we've gone into the community and we work with teaching and being involved and we are other strength is older adult services we have great services for adults and people really enjoy them.
To the weaknesses we found are marketing and awareness we have a limited brand exposure.
People don't really know who we are sometimes we go locally and then the other one is gap in services resources for individuals experiencing homelessness like the house group, he talked about lack of education regarding early cancer detection and no bicycle safety program.
Yeah, thank you.
Great, thank you.
All right, let's go to group two.
Hello, I'm Tessa our facilitator was Jacqueline so some of our strengths included that we respond to the need to the community and fill the gap in services.
Our strong partnerships and relationships with our community stakeholders and we do offer a broad range of services across the lifespan.
Some of our weaknesses we identified include our budget and lack of diversity funding.
We have.
Specific under performing program so that kind of is related to the budget and then the last.
I wrote it on my laptop.
It is the heart getting to the harder to reach population so kind of like the other groups mentioned but not only within our service area but also outside of.
Have a good four.
Hi, I'm Kelly and I believe that we have similar strengths a lot of interesting similar things but our group definitely found that the volunteer programming ability for the district to use a wide range of volunteers in different parts of the community is that in tactic.
Definitely the partnerships also that I mean with businesses with especially with the schools is a great strength and then.
Something professionally it's seeing the strategic planning is that using data using feedback to really know how to pivot to what is the most relevant issues on hand.
And then I think weaknesses are.
Definitely and gosh funding I mean this is always an ongoing with any big endeavor such as.
The need to do self-destruct and we had a couple of ties for the website and also again programs that only reach a few people like.
They might have a huge impact but this service group is smaller and then different programs like adventureplex being self funding and or but it is not currently.
In the gym the call like cost I think these are smaller areas of weaknesses but and the CHF hours.
Thank you.
All right have a group three.
Good morning I'm Bonnie and Emory is our facilitator.
And we're definitely hearing themes that are pretty similar from what we have to the rest if we focus first on our top strengths.
We're looking at the fact that we support the entire lifespan.
On second being able to fill in gaps and pivot quickly to address the needs and third the partnerships that we have be it with experts or volunteers and others.
Then if we look on the weakness side.
One of the issues really is that there are so very many programs.
And that it might be better to focus along with that kind of related is the ROI.
To focus on the areas where you get the most bang for the bucks so to speak.
And then third on the weakness is really just the need for more communication that the folks that know about the district love it but there's a lot of folks out there they don't really know all of what it does.
Thank you.
All right have a group six.
Hi everyone my name is Jackie and our facilitator for our group with Asia so for our strengths we have similar to other groups our lifespan program offerings are incredibly diverse and help out a lot of different groups in our community and help support them.
And they also are digital and in person so we also have BC HD staff and volunteers as another one of our strengths so the staff and volunteers create a very positive environment.
At events in the workplace and this helps create some of these program offerings and services that were able to offer for the community and another one of our strength that was mentioned earlier community partnerships.
Could be with schools and our blues on project partners as well and then for our weaknesses our number one was diversity and then we also have more funding for home care health services and name recognition so that was also mentioned earlier.
Thank you let's go on to this group five.
Hi my name's Ellen and simmerit was our moderator I mean a facilitator and I'm hearing I don't know about you I'm hearing a lot of the same things right just in little different words so strength that.
We're community based we have a community focus and that we really like that there's a well being emphasis for staff or volunteers for the community everybody get something out of it that contributes to wellness we thought that was really important.
And then for the areas of need I like to say or areas as Tom says we're improvement okay.
That there are budget constraints how can you be accountable and be everything to everyone you can't right.
And then on that theme of people don't know about us don't know all that we do right it's the same.
So we have a little song for you. All right. Do you know Nancy Sinatra's these boots are made for
walking? Well, these boots are made for bragging and that's just what we'll do. One of these
saves these boots are going to brag all over you.
King, I don't know how we can say any got it.
We're number one group number one. For our strength, we have the top one being our programs such as
our live well of kids program, care management, well-being services, Jennifer health and fitness as well.
And our number two that we looked at for strength is our flexibility. Our nimble response to community means such as our
COVID response in the community. And our number three is partnerships, our community partnerships.
With the schools, with the cities, with the senior services through the cities, just all over the partnerships.
That's our strength. And then for our weaknesses, we looked at number one being the building itself at the 514,
it's the aging building outdated infrastructure. Another weakness that we are looking at is limited staff resources and
too many programs, not enough staff to facilitate. And number three is reaching more ages, more engagement to people in between that 25 to 55 year age range.
And our facilitator was Tiana.
Okay, we're going to go to the Zoom room and this presentation so we can see them.
We can go ahead and start the report out.
Okay, great. My name is Cindy Foster and I was the facilitator for our Zoom group today. Part of our group today was Patty and Sunny from the community health committee
and also Jim from the South Bay Bicycle Coalition. We had a really healthy and robust discussion and our top three strengths out of the Zoom room were number one staff and volunteers.
Without those, we wouldn't be able to do everything that we do at the district. Number two, the mission and the execution of the mission and number three, the ability to pivot,
which I've heard a lot of other groups mentioned flexibility and nimbleness.
As far as weaknesses are concerned, our top three were number one accessible information to all populations of the community.
And sometimes the amount of communication is overwhelming and it's hard to find what you're looking for.
Number two, partnerships are lacking with community groups.
Our team wanted to see more partnerships in the future and number three science based decision making and the evaluation.
Sometimes there's too many metrics our group was thinking.
So thank you for listening to our ideas from the Zoom room.
Thank you, Cindy.
Turn it over to Dr. Coo.
It's time to go to the bathroom.
We're supposed to be back at 10 minutes.
So yeah, it's supposed to be back at 1020, but we're going to give you 1020, eight.
So, very yep, we'll see you back here, couple minutes.
Thank you.
More minutes.
Thanks.
Thank you.
If everybody could come back into the room and take your seats.
If you can hear my voice, clap your hands once.
Thank you.
Exercise, facilitators. I will give you a time check. We'll end 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.
You
Local government meeting.
Mae'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i'n i
Okay, start to wrap up your groups. We're going to report out.
Just a little bit.
Okay, everybody, we're going to start with group one over here. Now, pass it over to Diana.
Great. So our opportunity. Number one is updating our campus or the healthy living campus, updating our facilities,
and maybe even exploring program feeds for services on our campus. The second one is funding with grants, creating more partnerships that provide funding to programs and different resources for exploring more funding opportunities.
The number three opportunity we looked at was promotions and working on our social media and working with local partners like realtors to find out the housing environment, more opportunities in the community.
And then for threats, our group looked at the economy, more on the external factors surrounding us economy with inflation and inability to keep up with the market.
And the number two threat was actually the internal financial constraints, our budgeting cost, our alliance on grants approval.
Budget within the health district. And then the number three threat was technology keeping up with technology.
I'm going to go this way. And group, are you guys, too?
Hi, Lisa.
Hi, Lisa. Okay.
For opportunities, we thought the first one was there is currently a gap in adult services in the demographic between the ages of 25 and 55.
So, and this came up earlier, but how do we really address this population?
And it's probably the population where we have the lowest awareness is all after all the groups, because, you know, families know our programs from all the kids services.
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's Health District Organization is the individual or team responsible for thinking about what's next?
What's coming down the road? And then doing all the due diligence to see if it's valid and how it would be executed by the group.
And some of the ideas, for example, were, how do we get out in front of, you know, aging in place?
And as opposed to focusing on residential care for the elderly, if the model moving forward and certainly the way a lot of people feel after the pandemic,
because they don't want to be an institution, how do we start really preparing for that?
And then, with all the advances coming now in genetics and how we can understand early, you know, what we're in for, what are children are in for,
how do we start really institutionalizing and offering those services to the community because they will be in demand?
So that's, you know, it's, where's the innovation responsibility going to lie?
And finally, the third opportunity was to be more aggressive about soliciting external funds, either from different government organizations or from private foundations, and wondering like what is,
the equivalent of the Ann and Burke Foundation for the Arts, for part of, up with,
the good thing it's sunny outside.
The first one was unadressed mental health issues.
So, one of our members, Joan, had the term quiet desperation, and we know that there's a lot of people out there who are suffering,
and we're starting to really see it manifest more dramatically than ever, where now right now, for example, shootings are commonplace, you know, multiple shootings in the same spot,
and, you know, the spread of this explosion of, you know, all these unadressed mental health issues could really,
it's tearing at the fabric for our society now, and it could only give worse.
Second, we talked about new technology.
So we've seen what social media has done, especially to some of our young people, but what about AI?
Like, what the heck is going on with AI? I mean, all the scientists in Silicon Valley seem to know about it, and they're warning us about it,
but it's already being implemented, and what is this going to do to us, and how do we start preparing for that as an organization,
and also for those we serve.
Next, we talked about distrust of public institutions, and, you know, I don't have to really say a lot about that,
but I think we see some of that now as we're trying to pitch, you know, our new vision for the healthy living campus to the community,
where, you know, people are more skeptical, sometimes it's a good thing, but, you know, this could really impact us as a threat moving forward,
and then related to that is money.
So, you know, if the distrust is high, the funding is going to be less, people will not want to fund,
and, you know, and also just, you know, the recession now, like financial markets,
you're simply going to be less money around due to lower government revenues, and also, you know, lower private philanthropy.
That's the gloom and doom.
Thank you.
Group seven.
Okay, so our group really focused in on opportunities, and there are some great discussions going on.
The most popular place for opportunity was the different, um, explore messaging channels and branding,
which I kind of heard from some of the other groups.
So we had making sure, even like, the LA Times or knowing that we're in LA County, um,
said mentioned, you know, they don't really talk about, even also gunned over the South Bay area.
So exploring some of those larger media channels, especially making sure that paper print, we are going in a social media,
our website, web pages, but there are so large population of individuals who read the newspaper,
and that's how they're getting their information.
So really exploring our messaging and channels and branding, um, as well as opportunities for more just
emphasizing health education, um, on specific health needs, I can't circumvent, and just overall,
preventative health education, um, as well as expanding and strengthening and building new partnerships
with neighboring cities and communities, as well as building relationships with other organizations
without might be more focused on some of these specific health needs that we see an opportunity for growth
if we're building an expanding those partnerships and I can help with that.
And then for the threats, um, one thing that we saw was kind of popular was like the lack of stakeholder buy-in,
or maybe just the misunderstanding or not the clarity of what we are providing and what we are trying to build.
And so like some negative feedback that we might be getting from community members and just making sure that they're clear on what we are offering.
And then also money that is definitely a threat.
So reduced revenue, just looking at the actual cost of the programs and services, um, as well as just focus on treatment over prevention.
I know where we focus on prevention, but sometimes there is more emphasis on the treatment side, so that's some of the threats that our group came up with.
Thank you, Nicole.
All right.
Hi there.
So as far as opportunities, our table decided that we wanted to like have continued partnerships between like the different agencies,
because we have like staff here from Casa de la Amigos, um, and the fire department,
and we realized that we all do like very similar things, but we're kind of disjointed.
So we just, yeah, so those are opportunities for more collaborations and working together in more longer sustainable ways.
Also more mental health support.
I know we're already 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.
Okay, and then we'll go into some of the threats.
Thank you.
Okay.
Um, 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.
So that's going to be a continued threats to things.
Um, and technology, we don't want that to be like a replacement for personal relationships.
So as technology continues to grow and grow.
We think that the personal relationships that we build are, um,
are really necessary to make like changes.
So, um, and then just, again, disjointed resources.
That's a threat because, again, we've got like the fire department,
maybe help someone get to the hospital for treatment and, um,
and we're also at beach cities working with clients in the community,
but we still need to kind of work together to make more, um,
to be really affected and helping individuals in the long term.
Hi, everyone.
I'm Tammy Kishel and I work in Youth Services at beach cities health district.
Dan, so I'll be coming a little bit from that standpoint.
First of all, in terms of opportunities, uh, working with large scale health campaigns,
there was a lot of positive feedback.
I go into the schools a lot, and especially this week when I was wearing my,
mental health, this health sweatshirt, teachers are coming up to me.
The kids are coming up to me.
The principals were wearing it, and then my kids were going to return to Union High School,
and I see Principal Breeding in his sweatshirt.
So it's out there, and I just thought it was fabulous.
And I'd love to be, or our table would love to be able to see
some more campaigns if that would be possible and a larger scale and broader.
And in turn, with that goes with getting grants to do that, um,
we'd love to, I mean, ideally it would be great to have a dedicated staff person,
but we know that would be difficult.
So, um, an opportunity to be to figure out a way to, um,
if we could each tackle some grants to figure out a way to do that,
to get funding for these campaigns.
And then also, um, with doing some field research,
there's so many other entities in our area, for instance, Torrance Memorial,
who has some great, um, I work on live well kids program, and so they have some program
as well, and for me and for my colleagues to get more familiar with,
out there, what's in our neighborhood, similar programs,
so we can, um, just assess and have a better idea of what's going on in our communities.
So those are the opportunities in terms of threats as many of us are addressing
if the need for mental health services.
It's one thing, a lot of us with Alcova, pushing, um,
we're all pushing people to go to seek out mental health to be a comfortable
that 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 to access to care, um, along with that,
we're seeing an increase in...
In terms of threats, as many of us are addressing if the need for mental health services, it's one thing, a lot of us with Alcova, pushing, we're all pushing people to go, to seek out mental health to be comfortable with it, to take away the stigma, 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, it's 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.
And as we go on planning for our programming, and finally, oh, another that was brought to our attention to was the homelessness.
Here in the South Bay, we're still, as they say, the South Bay bubble, but I think, feel like there's just a rise in that into kind of tackling ahead of time, rather than we.
Can I have a group three.
Thank you.
Again, we're hearing themes across the various groups under opportunities, what we identified as the primary opportunities.
As was said before, focusing a bit more of our resources on that mid adult lifespan, the 30 to 55.
Also, and again, the theme for priority-based budgeting to focus resources on priorities that have been identified for the communities and that whole process.
I'm sure is a separate meeting and strategic planning.
Also, areas that are not served right now, helping the seniors with tech support and keeping a focus on mental and physical health as well as in-home or on-site training in guidance.
And our final opportunity that we identified was, it's kind of communication in that, you know, needing to communicate more with key resources in the community that will help communicate what we are doing and get more of the word out there as well.
Focusing on the threats we have natural disasters like earthquakes, as well as looking at health issues out there, birth control, reproductive freedom.
As other groups had said, there are some very vocal community members that disagree with our budgeting and whatnot, and so their loud communication is a threat to us.
Also, under the medical looking at loneliness and the need to kind of bring people back after the pandemic, the socialization or what not just kind of get out of that mindset that we were in for so long.
And lastly, the budget, you know, figuring out where we want to spend the money and making sure that we're utilizing the resources.
Thank you.
Okay, have a group six.
Hello, everyone.
Opportunities, a dedicated grant writer.
If we need more money, we need to provide an expert.
So we get a dedicated grant writer.
I think that'd be a great opportunity for group six.
Also investing in a mobile clinic, consensus across the room is improving our messaging, actually, which is another one of our opportunities.
But if we can bring BCHD to the community, perhaps not an increase or improve our messaging as well as improve our PR presence.
So that's an opportunity for group six.
So we all have an understanding of exactly the opportunity with the five or the issue with the five or 14 building, but a decrease in revenue.
And then it's also an increase in repair and maintenance.
It just doesn't balance.
So that's a threat for us.
And then the spread of misinformation.
And then the rising cost of living is very expensive to living here.
And it's just getting worse.
Okay, thank you.
Okay, group five.
May I have my bag?
Yeah.
You are too kind.
And so you deserve to hear my bad singing voice again.
All right.
So opportunities.
The first thing that we saw were new funding streams that those, you know, the grants, the grant writers, a great idea group.
You know, so we're, you know, new sources of partnering are good too.
And then we had kind of a tie between other things in one of them was the new campus.
All right.
And what was the number two similar?
Oh, yeah.
Social media.
Right.
Social media outreach.
So some of these are the same things that everybody has.
And then the threats.
So the number one threat is that there are less resources and more to do leading to burnout, which is probably part of that mental health thing that you're talking about too.
So, and then the second one, who are those.
So we say those lab voices of up of opposition, especially when we're talking about the crumbling infrastructure of 14.
All right.
So that's that.
So I guess I'm ending on what I hope is a good note.
All right.
But I need your help for this one, everybody.
All right.
There's the last stands.
Okay.
You're going to sing this three times.
Whoops.
There goes another laboratory plant.
Whoops.
Let me hear it.
Oops.
There goes another laboratory plant.
Okay.
So we're going to be singing at three times.
All right.
You probably want to know where I got this from.
It's from my childhood actually was.
You know, I could play Frank Sinatra singing the whole song, but I'm not going to do this because I remember this one stands.
That stands from this movie that I watched as a child.
Okay.
Next time you're found with your chin on the ground, there's a lot to be learned.
So look around.
Just what makes that little whole land.
Think you'll move that laboratory plant.
And anyone knows it and can't move a laboratory plant.
But he's got high hopes.
He's got high hopes.
He's got high apple pie.
And sky hopes.
So when he time you're getting low.
Instead of letting go just remember that ant.
Oops.
There goes another laboratory plant.
Thank you.
Thank you, Ellen.
I'm going to turn it over.
Back over to Dr. Coo.
I'm sorry.
Hello, everyone.
Welcome back again with you live from the Zoom room.
Our number one opportunity actually was born out of our number one weakness.
So I'll remind you what that was accessible information to all populations of the community.
Sometimes the amount of communication is overwhelming to many people.
So our number one opportunity was a call line with a live bilingual person to direct people to our resources.
Our second opportunity was programs and support group.
And support groups for people and caregivers of aging parents and people with disabilities and our third opportunity was to offer financial health resources to all members of the community.
Regardless of income and education.
We talked a lot about how the three beach cities are very different economically and that we need to make sure that we're providing resources to the diverse populations that we have.
As far as threats go, we were in a very robust discussion, so we were only able to come up with two number one threat is funding.
Which could lead to program cuts and number two is the lack of access to adequate health benefits for everyone again across our very diverse communities.
So thank you for listening.
Thank you 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 very cool exercise right because we see the natural tension between strengths and weaknesses that sometimes are 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?
I hear no.
All right, I'm going to pass it to Tiana for our mindful exercise.
All right, so you're probably wondering about these headphones.
This is actually going to be used for our mindfulness break.
So let me give you a brief orientation and then you'll put them on.
And these come from the grant actually that we received in support of mental health awareness month.
We're using these headphones out in the community.
So if you come to our booth, you're going to experience mindfulness on these headsets.
We also have virtual reality gratitude.
Lots of different things to help engage people around this important practice of mindfulness.
So for those of you in the Zoom room, the recording is going to be available on your breakout website.
And you're going to have two options.
There's a seated meditation and also a stretching meditation.
So open up your headphones so that they look like they're in this shape and you're going to want the switches facing toward you.
So you're going to see these bright green switches.
The first thing you want to do is turn it on.
So that's the switch on the bottom.
It's going to turn a color.
So the next switch is how you'll choose the channel that you want to listen to.
So blue is channel one.
That's going to be the seated meditation.
Channel two, it's going to turn red.
That's going to be a stretching meditation.
So you'll be standing and stretching.
And then just to make sure we don't, you know, blow an ear drum on the other side with volume.
Go ahead and turn it all the way.
Turn the volume all the way down.
Which is going to be pushing the dial upward.
So you've got it's on.
And now decide if you want to do seated or stretching.
And I'll be able, this is cool.
So if you look around the room and people with blue or you'll be doing a seated meditation together.
The people with red are going to go ahead and do this stretching.
So if you'd like, you can do it right where you are or stretching if you prefer.
You can go maybe to the side of the room.
Do your practice.
All right, so you've got it on.
Find that volume dial.
And you're going to slowly turn it up and jack it hasn't started yet.
So don't go too far.
But jack is going to start.
And you should gently turn up the dial and you're going to hear.
All right.
This is about five minutes enjoy.
You
All right, yeah, what do you think?
Awesome.
So if you can just go ahead and switch the headset off and these are disposable covers, so you can slide those off too and just put everything in the middle of your table.
Thank you so much, special thanks to Jackie.
Angie, me for getting us all set up for today's activity.
We have another opportunity for public comment.
All right, next up is Monica Sua for the budget presentation.
Thank you, Dr. Coo.
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, you know, moving to this.
If you want to go to the cover paid first.
So I think we're very, and the mind for this break.
So we're already for this discussion, right?
And so I think even a cover page tells us a little bit of a story where we are today and the work is being done at the district and so I want to thank all of you for being part of that because we would not be able to
obtain these grants or anything if you want for all the work that you want to do.
And so it's so important and then of course there's a team that actually are pulling it together and all that.
But I think we should be reminded that it's really all the work that we do together that enabled us to get these grants.
Thank you.
So what does take a quick look at kind of where we were a few years ago, 2018 and we showed this graph.
And we also talked about the evolution a little bit about the district and so the district evolution as you all know and very familiar with was a hospital.
And at that time, like any organization goes through a circle or a cycle that is an expansion, there is a peak, there is a contraction.
And so with this contraction we're kind of illustrating it here at the time when we were a hospital it was a change, right?
It was a change in need and so we couldn't compete at the time with a bigger hospital and the not for profit so the district changed into this preventative health world.
And what I kind of done on me when I was sitting here is that the district has created the tools for us to change.
And so we are all a change, we are pivoting, we have that in our back bones now, we have a strong staff.
But what we're looking at here today is a contraction of our physical assets and our economic funding that you all are, our notice of some kind of grateful that you all are putting it on as a weakness.
It just means we're all on the same page and then we all are looking at this to move forward and so that's why you know we're reminded of this contraction.
And today we're set up for the change but we're not really said we need to now the invest time in this change of our infrastructure.
So additionally, 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 of how we have shifted our funding from peak COVID where we had the property was a much bigger portion of our income.
And as we talked about our physical asset, you know reaching is useful economic life.
So that is reducing so we can't rely, we're not able to rely on that anymore for our programs and services.
And so it's kind of have shifted because of all the work that we've been able to do with grants and so on that we have a bigger portion of that.
And the other part is that we're relying more on property taxes.
And what this means is for you know we have direct use of our services but there are people that may not use it or you know pay property taxes.
And suddenly they are property tax dollars are really not going as far as we can as we have been able to do so.
And then you know this whole downturn or contraction also has been exacerbated of course about the COVID-19 and the financial time serves.
And so just looking back a little bit where we started and I think Kristen showed a little bit before here where we were where we've been for the last few years and starting p p priority base by getting in.
2019 really where we started picking it apart, we have not invested in a tool that we're going to talk about a little bit more.
And then identifying those areas where we need to be set up to tackle our.
Our future and so then the we started in February we did the budget kick off and there was a lot of.
A few areas that we talked to the board about about trade off some policies and you'll see that address here later on.
We checked in with the finance committee to make sure that the finances what we were saying makes sense to them.
And here we are today May 12 and we are, you know, ready to move forward and so I'm going to hand it over to make an exceed our chief finance.
To engage with officer.
Sorry.
Thank you.
Yes, I'm not that she finance officer that's definitely Monica.
But I have had the privilege of working with Monica through our priority base budgeting process along with Tom and the rest of our leadership team and staff.
So just a crash course and priority pace budgeting.
This is a process that we've been using throughout the budget process last year and now this year.
Where you use priority base budgeting to understand community values and then budget accordingly to those values.
So down below you'll see kind of the four components of what we look at first you want to look at what we do why we do it.
That's really our mission vision you see how we do it which is our programs our services our partnerships how we deliver on our mission vision.
Then you have what it costs right that's our budgeting process what is it take to actually perform these programs and services.
And then how well we do it how are we measuring it how are we showing the impact from the dollars that we're investing in these programs and services.
So we've met with you over the last few years to talk about attributes.
Okay, well what are the things that we want to look at when we are evaluating our programs and services.
So you'll see six of those attributes here where we've taken this to a strategic development half day and we've talked about these where health priority alignment.
Gap and service reach efficiency level of service and value these are all the things that we're looking at and evaluating for each of our programs.
And this is just an example not meant for you to read it but this is an information sheet as an example of one of our programs.
Well, our staff are really putting all this information down that will help us measure or rank each attribute.
So we go through this process in the beginning of the budgeting process to understand kind of where our programs are falling in terms of how closely aligned are they with the attributes.
So this is an example and at your tables we did put hand out if you wanted to see all of our programs and services as well as the the rankings in the scoring.
And so this is an example where we're showing you here just which programs are most aligned so when we evaluated each of those attributes.
How we ranked them and what the overall scoring was so you can see some of the top programs are most aligned here and then you'll see the least aligned programs and we will say when you look at the least aligned programs it doesn't necessarily mean.
That this is something that shouldn't continue what it means is that we really want to look at where maybe some of those lower scores are and maybe there's an opportunity to increase the score maybe with more funding more resources, etc.
So it's just a way to evaluate and then be able to dive deeper and to understanding why we got the score that we got.
So here's an example where we looked at the most aligned programs for health priority and gap in service as many of you have talked about that even earlier today.
How important our health priorities are but also filling the gaps you'll see here that we have our programs that received the highest score in those two categories.
But then when you keep looking to the right you may see some lower scores that are there so when you look at this again when you want to review the overall score doesn't mean.
Oh, we should remove dollars from this this program, but you want to maybe see do we need to invest more in this in order to see the score increase and improve overall.
All right, now I'm going to turn it back over to Monica.
And now it's very quick crash course.
Yes, so we're excited to be here like I said and the other thing we want to move our financial condition over to the strength because we're really diversified I do want to say that that it was some comment or I heard on the on the strengths and weaknesses.
In general, the district is very well set up to tackle downturns or recessions. 2018 was a great example of how the district
fairied through that time because we are diversified. We have those four income streams that we should look at it main 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 in still kind of recovery.
We have a joint venture still kind of struggling to get back a little bit and then also a health and fitness that we're seeing here.
And so we're kind of seeing that there in our financial revenues.
And then when I first looked at that as a few months ago, I really was like, oh wow, we really are there where the graph is starting to go down.
And if I just took a basic financial out, basic financial statements projected inflation rate of 3%, which really isn't that much.
And then I knew what you know, what we're not going to have FEMA funding anymore and things like that that are changing in our funding streams.
If we take all that into account, we were really at a deficit on a fully loaded budget.
And so we have worked through that and our here to present our proposed graph pieces of our budgets.
And then here in your input, we'll bring it forth through the board later.
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 receivable that we've had for years here.
That provides a district of about $450,000 a year in cash income.
But that is the amortization of that is done and next year is going to be a half year.
So we're going to lose to have a half of that funding.
So we can.
Am I having the click or sorry?
Oh, sorry, yes, perfect.
So anyway, so if you've seen this before, too, and this is I think our third year that we have the scatter plot and we have incorporated the priority based budgeting.
So it's kind of on a quartile basis.
So at the bottom is like a least aligned less aligned more aligned and most aligned.
And so as you can see, our quick here, none of them is really below the line at the moment.
We make some changes for that and then we'll talk a little bit more about the higher items here where we had to make trade off and had discussion about how to move forward.
So the big one of the big areas was grants.
And so we discussed at the policy discussion with the board that what are the priorities of the district.
And so because we have to make choices, we can't you know, do we give grants or do we invest more in our own programs and services that we can provide to the community.
And here we are really looking at starting this transition here, at least at this time, to do these more on and for the district.
And so you can see here that the score here, so the score is on the bottom is kind of in the middle and so we're, you know, by changing a little bit of the funding of this.
We're taking out the micro enrichment grants, we don't have a lot of requests for those lately and then the nonprofit grants.
And then on the survey, so you know, there is a balance here, how do we know to improve our services if we don't know how they're working.
So we need data and the district has really done this for a few years, so we want to continue to doing that.
This is a not a cheap tool to use, however, we try to do it every other year, then they kind of offset our election expenses, you saw earlier was a big expense.
But then we don't have that every year and then we can substitute for this, so it doesn't really, so this is kind of a continuation.
So and then on the care management side, also, you know, the scoring here, I think it goes to the insight that Megan was pointing out that while we may not cut, they may be used for other things.
So we can transition so here, we are not also filling, you know, we're not going out to fill out all our new positions, we have to slow that down.
We can move people around maybe and then this pace is the senior health fund we were able to take about 50 or so thousand out of that, and so that we can, you know, be more efficiently to about moving the score right further up.
So that's what we are working on here.
So and that you know, follows through here with the use services, we, you know, the elimination of these principal funds, there's 3600 or so for all the schools.
And then the panorama ad, we don't need to be part of that, and me more, we got them set up, they're going, and then the transition of the juvenile diversion services as well.
And this is where the district staff comes in and are able to, we can make this better.
And so the alcohol program, of course, is the beginning, so you can see the 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.
Yeah.
Okay, for health promotions and communications, we did not fill an open position.
We had this year, so you'll hear, you'll see that throughout these slides.
So one was in care management, the other ones in communications and health promotions department.
We decreased our advertising budget a little bit, and then we also removed two direct mail pieces.
Right now we send one annual report and two live wells.
So that's something we're going to be brainstorming on how we use our one direct mail piece that we have in the proposed budget right now.
And then the other areas health and fitness operations.
So this is adventureplex and the Center for Health and Fitness.
So during those policy discussions with the board, we asked both the finance committee and the board of directors.
Is it a priority for to increase fees?
And so what we did is we looked at the market rates.
There are areas where we could increase fees.
Some of those have already been implemented, and some of those will be implemented next fiscal year.
The Center for Health and Fitness and Adventureplex.
And the revenue increases from that is a little over $130,000.
The other thing we did at the Center for Health and Fitness is we went to a lean staffing plan at our front desk, and we also removed one position that we felt we could continue our services with.
Now I'm going to turn it over to Megan to talk about staffing and benefits.
Yeah, so just to look a little internally here for staffing and benefits.
It still is about 50% of our operating expenses and just to remind you all that really our staff are delivering direct service.
So that is why you probably see it at 50% because the majority of them are considered the service.
And so some of the things that we did in this budget year is that again as Monica and Kristen have mentioned.
Not really filling unfilled positions or any new positions for next year.
So any time too, we're just going to continue to be looking at that as our staff leave our transition out of the district.
We will continually evaluate that and see what we can do in order to kind of stay and keep our costs low there.
There was no increase to cafe dollars have paid dollars or for our staff as a benefit to be able to pay for their medical dental vision.
We typically budget a slight increase to those cafe dollars because plans can change over the year when it comes into effect.
So this year we are just leaving our cafe dollars the same as they are now to kind of have about at least 15,000 in savings there.
One thing we were able to keep in here which is about a $300,000 addition is a merit increase of 3% for employees through the performance appraisal process that they'd be eligible for based on their performance.
We also have some position upgrades and reclaces that we've been looking at based on the work that our staff are doing.
And then we also have some additions to staffing at alcove through the grant so that way we can make sure that their staff to appropriately to meet the operations of that facility.
We did take out the 3% merit for the CEO.
All together when you look at that it's about an increase of 1.3% so about $95,000 but again we really try to keep that very low so we don't see a large impact there.
So you probably would see the increase of the merit along with some other things so we've really tried to keep that low as much as we can in terms of our internal work with some of those staff benefits.
Okay thank you Megan.
So now we're going to break out discussion and as you heard from Monica's presentation with a fully loaded budget we're looking we looked close a $900,000 gap and these items that we just presented were some of the big items that we either increase the budget or decrease the budget so we talked about care 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.
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 there and relook at those and there's there anything else that we should add to those opportunities.
Should we refocus areas do you have new ideas after hearing some of the budget constraints that we have.
I'm at the district and moving forward not only this year but for next year and how do we use party based budgeting.
In the future when decisions get really hard so this was tough for staff to go through to find what what are the trade offs looking at the scoring and party bus based budgeting where do we prioritize next years another round of cuts coming.
And so how do we use party based budgeting in the future to help us make those decisions and so you're going to go in your breakout groups your facilitators have those questions that they'll ask you.
We'll have about 20 minutes discuss and then we'll have kind of a group group report out just general thoughts and ideas after that and facilitators I will give you a time check in between so you'll know when to transition to the second question.
Thank you.
you
A-c-a-s-a-b-s.
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I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry, I'm sorry
One more minute.
Desi. Desi, desi, desi, desi, desi.
Dessing, dessing, dessing, dessing, okay everybody, dessing.
I forgot which one he was doing.
Hello, tessing, dessing, dessing, dessing.
You're in the Zoom.
Go ahead and do your pull that is on your breakout website.
Where's the camera on me?
You can probably take that one down, do you want to put this?
All right, just a couple more seconds, maybe ten more seconds to finish your pull.
And then we'll go ahead and reveal the results.
All right, does anyone need more time?
All right. Maybe about 10 more seconds. 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.
So you can see from these poll questions. Just as a summary of our day.
There we go. All right.
So for our question around mission vision, how much of the district's current mission
and compass be priority insights you had in your breakout. 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.
Let's go to the next one.
And for this one, Charlie King, hover over priority based budgeting. There we go.
This one is, I understand the connection between priority based budgeting and the fiscal year 2324 budget recommendations.
So majority we have, yes, we have a couple of notes. If you need some more detail, please come talk to us and we can talk to you about some of those things.
If you have some more questions.
And then the last polling question was that PVB is a value decision making tool that can aid BCHD in the next fiscal year,
fiscal year 2425 budget process and continuing to use it even in the following budget year.
So again, we have the majority that are listed here.
So if anyone has any questions, feel free to contact Monica or myself or Tom or any of our leadership team.
We're happy to talk to you about the process or answer any questions that you have around that.
So I'm going to turn it back over to Kristen.
All right, we're going to wrap up here. I just want to give a quick shout out and thank you to our strategic planning committee members.
So we have Charlotte over here and Lisa and DJ just left. They were integral. They kind of stepped up and give us feedback on this presentation and half day and always make it better than it was originally. So thank you for participating.
I'm going to turn the meeting back over to Vanessa.
So is there any public comment on this agenda item?
No.
We have one.
Do we have one?
You.
Okay.
This is on this agenda item or is it on items not on the agenda?
So I can put you on the next one, which is, are there any public comment on items not on the agenda?
Just this one.
It would get your center later.
All right, greetings, everyone.
Our main detractor obtained the email addresses of many of us here through his more than 1,000 document requests from Beach City's Health District.
So we had received his game plan regarding our losses of income, which he sent out to the city clerks of all three Beach City's local politicians in the press.
I personally flagged it as spam and the problem was solved.
Despite knowing what his supposed case of the week is against Beach City's, I decided not to convey the publicly known facts readily available.
Composed with integrity and transparency.
Did I mention facts?
To push back on those numbers presented by that detractor.
They're just that numbers.
Not a cogent argument containing the truth, not composed with integrity or transparency.
Those qualities are part of the core of what BCHD stands for.
Entities attempting to use the opposite of those qualities against us will not go unchallenged.
Not at our meetings, not in the press, not in the council chambers, in the cities of redondo, her most in Manhattan Beach.
Our clients, volunteers, students, and countless thousands who participate in our programs,
where we collectively are working towards a healthier, happier life for all residents know this.
I would like to thank that detractor for highlighting an issue that our leaders, Susan Bolden and Tom Backley,
had the visionary foresight to begin addressing years ago that this decaying building sooner rather than later,
would someday cost more to run than it is bringing in.
And that loss of income would cause a decrease in our programs.
The remedy is to rebuild the property, create functional, breathable, earth quake ready buildings that serves more people.
And the time is now.
We know what the solution is.
We have the blueprints for making those changes.
Now the challenges of getting it done are even more pressing.
I would like to take this opportunity to ask all of you to get involved.
Talk to your neighbors, friends, kids, friends, parents, and the previously mentioned outlets and agencies about our programs.
The only thing necessary for the triumph of evil is that good people do nothing.
Ask me, Megan or Alejandra, how you can fight that fight with us.
Thank you.
I'm going to take your part on the agenda, Tom.
The next thing.
Just that our next steps for this process.
We will have a more extensive discussion of our mission and vision at our next strategic planning day that has not yet been scheduled.
But we hope that all of you will continue to attend.
And on May 24th, the public is invited and we will be doing a special study session on the budget where we will get into even more nitty and gritty details about how we spend that money and how we can make the the hard decisions about.
Balancing those interests.
Did you want to say something else?