[This transcript was generated automatically from audio using AI and hasn't been reviewed by a person -- it can contain mistakes, including plausible-sounding sentences that were never actually said. Treat it as a starting point, not a verbatim record.]

[0:02] Be courteous. Treat all colleagues, staff and members of the public in a professional and
[0:08] courteous manner. Disagree constructively. Work to propose a coercive action of mutual
[0:15] benefit. Debate the policy, not the person, focus on the issues and do not personalize
[0:22] the debate. I am now going to turn it over to Dr. Martha Ku, who is the chair of our
[0:29] strategic planning committee and she's going to try a different microphone.
[0:33] Thank you Vanessa.
[0:34] Thank you very much.
[0:36] So Vanessa already gave everybody a warm welcome.
[0:38] I'll just extend that to everybody here in person and online.
[0:42] Thank you for participating.
[0:44] So as you know, the Strategic Planning Committee that's board directed holds this meeting at
[0:51] least annually and we invite other board members, committee members, all the BCHC staff and
[0:56] people in the public to join us.
[0:58] This is an opportunity to focus on things that are impacting our community as well as
[1:03] like guide or strategic direction.
[1:05] Okay?
[1:06] So I'm going to pass it over to Tiana right out Rosales now who will take it from here.
[1:20] Good morning everyone.
[1:21] I'm Tiana right out Rosales.
[1:23] I'm the well-being program supervisor and I'm going to introduce some housekeeping items and
[1:29] also our icebreaker.
[1:31] So, if you haven't been to Adventure Plex before, the bathrooms are located back near the entrance
[1:39] and we will be taking a break around 9.30 so it's good to know that ahead of time and we have
[1:47] participants both in person and on Zoom. For any virtual participants please raise your hand if at
[1:53] any time you can't hear the presenter or need assistance and please mute when you're not sharing or
[2:00] talking. So now our opportunity to connect. As part of May being Mental Health Awareness
[2:09] Month, what we wanted to do for our icebreaker is emphasize different resources that you
[2:16] have.
[2:19] Okay. Different resources that you have to help you feel better. And so on a day-to-day
[2:28] we do different activities. Sometimes they're stressful activities and sometimes
[2:34] there are things that actually help us feel energized or calm.
[2:38] And so what we'd like to do for the icebreaker is you'll share your name
[2:42] and then also share an activity that you enjoy that helps you feel better.
[2:50] So we'll take a couple minutes to do that.
[2:52] Yeah, so go around your table. Thank you.
[6:49] Start to wrap up your conversations.
[8:09] Right, so please bring your attention back,
[8:16] bring your attention back to the
[8:21] group.
[8:24] Yeah. Three, two, one, all done.
[8:32] 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.
[8:42] So now we're going to take another reflection point to share about and so many of us are familiar
[8:52] with this quote from Maya Angelou. I've learned that people will forget what you said. People
[8:58] will forget what you did but people will never forget how you made them feel. So we'd love for
[9:04] you to share at your table about maybe a beach city's health district related experience you had
[9:12] that left a positive lasting impression could have been an interaction with a staff member,
[9:18] something that you went to.
[9:20] If it's not BCHD related, it could be in any form of your life, but how did someone
[9:28] make you feel?
[9:31] Hopefully that won't spark some ideas.
[9:36] So go ahead and take a couple minutes to share about that.
[12:54] About 30 more seconds and start to wrap up your conversations.
[13:44] Please bring your attention back to the big group.
[13:50] 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
[14:10] blood pumping with Emory and Michael for a physical activity break.
[14:19] Great.
[14:20] Everyone hear me?
[14:21] Okay.
[14:22] All right.
[14:22] I'm going to have you stay seated, but if you can turn your chairs towards me, and as
[14:29] you're seated in your chair, if you can kind of like go a little bit further to the front
[14:33] of the chair, not to much, just so your back isn't on the back of the chair because I really
[14:36] want to make sure that this seated cardio workout for two minutes that I'm doing is going
[14:41] to make sure that you engage your core the entire time.
[14:44] So you really don't use the back of your chair.
[14:46] And I'm going to have Michael be my mic man.
[14:50] And so as Tiana was mentioning, it's
[14:54] May mental health awareness month, mental health is health.
[14:56] And we know that one of the things that helps boost mental health.
[15:00] 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
[15:30] by that coordination, right? And I'm going to ask you to do the opposite leg. So alternate
[15:34] legs, okay? Really try to make a point to like bring your hands above your head and touch
[15:39] those fingertips, okay? And really engage your core, standing, sitting up nice and tall,
[15:44] okay? And if you have any limitations on your shoulder, you can also do like a modified version,
[15:50] kind of the chicken dance, right? Right? Okay? All right. And just make sure that you're
[15:59] You're keeping those kinetic chains, those kinetic checkpoints nice and tall, engaging
[16:05] your core muscles, right?
[16:07] Next, what I'm going to have you do is do a little bit of boxing, okay?
[16:12] And so, making sure you're in the front, just kind of shuffle those feet side to side,
[16:16] okay?
[16:17] I'm going to have you in front of your chest, just give me a little speed bag motion here,
[16:21] okay?
[16:22] All right.
[16:23] Just side to side.
[16:24] and really just go as fast or as slow as your body is able to do.
[16:29] So if you feel like you can go a little faster, feel free to do that.
[16:33] A little feet shuffle.
[16:35] And we have you go to the right side,
[16:41] to the left side,
[16:44] above the head and
[16:49] back to the middle.
[16:51] Alright.
[16:52] And so now what I'd like you to do is do a little bit of swimming.
[16:56] And so I want us to start off by marching.
[16:58] Okay, keep those feet stomping and what I'm going to have you do is let's do some freestyle
[17:05] here.
[17:11] Backstroke.
[17:15] Give me some backstroke.
[17:17] Breathstroke.
[17:19] Okay.
[17:21] Now butterfly.
[17:23] Okay.
[17:25] All right.
[17:26] Okay.
[17:26] Let's move on to basketball.
[17:30] Okay.
[17:30] And I just want you to bounce your knees just like this, okay?
[17:35] And then pretend you have a ball in front of you, and I want you kind of like you're passing
[17:39] to someone while you're bouncing your knees.
[17:41] For those of you that want to take it up a notch, you can lift your feet off the ground, okay?
[17:51] And pass to your right,
[17:56] pass to the front,
[17:59] pass to the left,
[18:03] take a shot.
[18:10] Okay, last I want you to pretend like you have a soccer ball in front of you and almost
[18:15] like alternating feet like you're just kind of rotating those hips out okay and while
[18:20] you do this just do a little bit of march how
[18:28] many people are feeling a little bit of increasing
[18:30] your heart rate how many people feel that dopamine and serotonin producing in that mind all
[18:36] All right, you have effectively activated your bodies,
[18:39] and thank you very much.
[18:44] Thank
[18:55] you so much, Emory.
[18:57] That was absolutely fantastic.
[18:59] We're all now excited, hopefully.
[19:02] And before we move on to the next agenda item,
[19:05] is there any public comment?
[19:10] No public comment, per Charlie.
[19:13] And so now I'll introduce Tom Bakley, the CEO.
[19:22] Good morning, everybody.
[19:23] How's everybody doing?
[19:24] All right, we're energized, ready to go.
[19:27] want to thank you for being here and donating your morning to us so that we
[19:31] can plan the future. I'm really excited to be talking about our mission and
[19:37] vision. We haven't done that in a while here at the district, so you're going to
[19:40] help us with that discussion in a little bit. What we want to do first is
[19:46] celebrate some successes, and so I may ask you to chime in as well as many of
[19:51] you may know this is the 25th year that we've been focusing on preventative
[19:56] of health and community health, as most of you know,
[20:00] 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.
[20:24] 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.
[20:34] we were talking about that at our table. That's how we met Nancy. That's how I first became
[20:39] introduced to the health district in 2012 when I was at Hermosa Beach and Gallup came in
[20:46] with their results. I remember saying, wow, we're actually measuring well-being. I've done
[20:54] a lot of work throughout my career with cities on performance measurement. I was blown away
[21:00] 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.
[21:09] And so I think a huge success, of course, over the last 25 years has been blue zones.
[21:14] 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.
[21:26] And so we're very excited about that.
[21:28] Of course, we had the Surgeon General come visit.
[21:31] He's back.
[21:32] He took a four-year hiatus, if you will.
[21:35] And then he is back now.
[21:37] And so that's very exciting.
[21:38] 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.
[21:44] But he came out because he wanted to see how we were addressing problems.
[21:50] And I think that he characterized them as intractable or problems that communities just couldn't get their arms.
[21:56] around. He wanted to see how that was happening and how we were measuring so he came and he
[22:01] came and visited. Looking at the garden program, we have some of our partners from the schools
[22:07] here. We have Anthony Toronto here, Jason Johnson was here from Hermosa and we've been
[22:13] able with our live well kids program to be able to reduce childhood obesity by 60% over
[22:22] the last 15 years or so. And so we're now down below 6%, we just did body mass index study.
[22:30] And so that is something that people are looking at and saying, how are you doing that? And
[22:35] we had the county come in and they came in and verified that it actually was happening.
[22:41] They looked at all the data and then they verified that it was something that could be replicated
[22:45] it elsewhere. And so again, over the last 25 years, we've really led the way with
[22:51] preventative health, reducing childhood obese to be blue zones. Look at the
[22:56] volunteers there. We have many of you here today. No way can we do what we do
[23:01] without the volunteers. As a city manager, I came in and I'm like, great, we have all
[23:06] these volunteers doing work. That's going to save us money. You know, it's just
[23:09] sneaking kind of bottom line. And then I saw the benefit that the volunteers were
[23:14] getting from our program and that's when it kind of hit me. Oh, you know, this is, this is a
[23:21] two-fer. And you know, not only are we, I think we've calculated $900,000 in staff time that we
[23:27] were saving by having volunteers help us. So yeah, that's, that's nice, but I think what's even better
[23:32] is the benefit that our volunteers get from our programs and that health benefit. And I know when I
[23:38] volunteer, I just feel better. And so thank you volunteers, very, maybe give volunteers a hand.
[23:50] I think is that Valerie there in the picture or yeah, there was that there was that pandemic thing, right? We've kind of
[23:57] Almost forgotten about that but we've accomplished so much here in the last
[24:03] In the last couple of years we've accomplished so much in the middle of
[24:09] the biggest health emergency in a hundred years, and I think that really
[24:14] brought us together and the district was able to pivot and do what we do which is
[24:19] meet the health need. You know, that's really been our mantra for the last 25 years
[24:23] that we step in and fill gaps and maybe you guys will talk about that a little bit today
[24:27] when we get into the mission and the vision. But that's been what we do. We fill those gaps
[24:32] and when we saw there was a gap in testing. Remember when you could not get a test
[25:00] 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.
[25:26] And the latest health priority, of course, is mental health.
[25:30] I think Christians wanted to move me along a little bit.
[25:34] So that was subtle.
[25:36] But I do want to talk about youth mental health really quickly.
[25:39] That's where we're seeing obviously a huge health need.
[25:42] And I had a LA County Mental Health Commission member.
[25:48] I bumped into her at a function in the elevator.
[25:51] And she kind of read my name tag and said,
[25:52] 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?
[25:58] And I said, well, plenty of you should ask. We just we just opened all cove
[26:02] 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
[26:10] Services for no charge and she was
[26:12] Alone away and said I have to come see that so she did we now have the director of LA County
[26:18] Mental Health coming to visit us and look at all cove here
[26:21] So, again, I think the theme is what we've done is we've been able to lead the way in
[26:26] preventative health, and we have many other health districts that are moving along the
[26:33] continuum with us and starting to do some of the things that we've been doing.
[26:38] So, we obviously have mental health as health.
[26:41] I'm like the only one wearing this sweatshirt to the role of the Nessola.
[26:44] Normally, I thought that was an easy one when I woke up.
[26:48] Oh, but anyways, again, we received a grant for almost $150,000 for that.
[26:56] That was an initiative that one of our staff members Ronnie took, and we got the grant.
[27:01] And we'll talk a little bit today about we've been shifting more to grant funding
[27:05] as we see the revenue decrease from some of our assets that we've been able to use in the past.
[27:10] And so this is an example where we received almost $150,000 and we got to get the word out.
[27:18] in a way that maybe we haven't done in a while about mental health.
[27:21] This is a chart that I that we showed right at the beginning of COVID and I think it's a good one
[27:27] because and it's maybe one to consider today and maybe consider
[27:31] when we're commenting about what's happening at the district or maybe some component of what's
[27:36] happening whether it's the healthy living campus which is just sort of one small piece of what we're
[27:41] doing here at the health district but maybe just take that personal responsibility and say where do
[27:47] you want to be in this continuum. You know, I think a lot of times, especially coming
[27:53] out of the pandemic, we're in the fear zone. So are we coming out of fear? Are we getting
[27:59] mad easily? Where's the one? I forward all messages I receive. You know, what am I doing
[28:09] on the computer? Am I just forwarding? Am I acting quickly? When I'm in fear, I kind of speed
[28:15] up and physically like lean forward. And so that's where I have an awareness that I may be in fear.
[28:21] We want to move more into the learning zone. I think that's what we're going to be doing
[28:25] today, where I recognize that we're all trying to do our best. We may have different opinions
[28:30] about things, but we are trying to do our best. I identify my emotions. That's the awareness I was
[28:37] just talking about. And then we want to move into the growth zone. Like I look forward, I look for a
[28:43] way to adapt to new changes. I think sometimes change is something that's hard for people.
[28:49] The district has been around for over 65 years. We've been through change during that time
[28:55] or in change now. We're transitioning now. So how am I reacting to that? Am I empathetic
[29:01] with myself and others? And again, so these are just questions that we want to be asking
[29:07] And maybe just sort of gauging where we are a little bit when things come up.
[29:13] So originally, we were talking about this for COVID in that blue circle there.
[29:17] It used to be, how am I going to be during COVID?
[29:19] But it's, we think it's how am I going to be all the time.
[29:23] And so that was something that we just wanted to share briefly with you today.
[29:30] Any questions or anybody want to shout out a success that we've had in the last
[29:36] 25 years,
[29:40] go vet everything. Jason, I think you're out of the room when I said thank you for your partnership for
[29:46] Hamosa.
[29:49] Adventure Plex, that's us, where we are today, that's a great success. Toddler Town, I see some folks looking in from
[29:56] toddler town. And any other.
[30:13] Excellent.
[30:17] Yep. That was a direct success. Yep.
[30:22] Yeah. Yeah, Dr. Koo is talking about obesity coming down. That is a huge success. Oh, Jan.
[30:36] 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.
[30:52] as we provide services to older adults.
[30:55] I think what we've done with older adults and providing help to at least 400 older adults
[31:02] at any time transition back into their homes and receive the care that they need through
[31:09] our social workers and providing that in-home care, I think has been a huge success.
[31:17] Yes?
[31:18] Yep.
[31:32] Yep.
[31:38] The free fitness, yeah.
[31:41] Excellent.
[31:42] Alright.
[31:43] We'll keep thinking of those today and we always want to start off with the successes and at our 25 years here
[31:48] we have a lot of them and a great opportunity to celebrate those and so we're going to take some public comment if
[31:55] 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.
[32:05] Thank you, Tom.
[32:08] Any public comment?
[32:11] Charlie and me?
[32:12] All right.
[32:13] I will have Kristen come and she's going to do our three-year strategic planning kickoff.
[32:18] All right.
[32:19] Good morning, everybody.
[32:20] I'm excited to kick off our three-year strategic plan.
[32:23] And this is actually for 2025 to 2028.
[32:27] So we are getting started early.
[32:29] But we're going through our full cycle.
[32:31] and I'm going to explain that in our next slides here.
[32:35] But first before we do that, I wanted to look back five years on our half days
[32:38] and take you through what we've done.
[32:41] Just we do a lot and so this is just a refresher.
[32:45] So 2019-2020, we really focused on innovation.
[32:48] We brought SG-2 in to give us some suggestions
[32:53] and some of those things that they've suggested we're doing now.
[32:57] The other thing we did in 2020,
[32:58] we looked at our mission and vision but then COVID-19 hit and we pivoted all our
[33:05] resources to COVID-19 in the pandemic. We also introduced priority-based budgeting.
[33:12] So we've been talking about priority-based budgeting for last four years. We
[33:16] talked about attributes, how we would incorporate those into the scoring of our
[33:22] programs and services. And you'll see also that COVID was a continued throughout
[33:29] our half-day themes as well. Then in 2022 we really took priority-based budgeting
[33:34] or you'll hear us say PBB. We took PBB and focus on adventureplex. Those were
[33:40] one of the areas where we thought we could use a little help. How could it be
[33:44] better aligned with our health priorities? How could we close the gap in some of
[33:48] our financials? And then we took a look at the healthy living campus. So if you came
[33:52] in December, we did the activity about Open Space and really tried to finalize that Open Space
[33:58] for our partners with PMB. And then in this year, we are going to kick off our strategic planning
[34:07] process, as was in Tom said, really focus on our mission and visions and goals. So today, we're
[34:13] going to do, it's kind of a two-part strategic health day development half day, which will be today,
[34:19] We're going to focus really on the current environmental scan.
[34:23] And then probably in August, we're going to come back and really use today's session
[34:27] to focus on our mission and vision.
[34:31] So this just shows you all the elements that Beach City's Health District has.
[34:35] Our mission, our vision, we have our core values.
[34:39] Then we have strategic goals.
[34:42] These goals have been around for a number of years.
[34:44] You'll see them on the side there as well.
[34:46] and then our health priorities and our health priorities are also tied to our
[34:50] strategic plan and I'll explain that a little bit as a little bit later to sorry
[34:56] My clicker is
[35:03] 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.
[35:31] The community needs assessment will come in in 2024 and then our community health report and then you'll see the board will review
[35:39] Planning and April 2025
[35:43] So this is just to show you and this was in your packet as well
[35:46] but the evolution of the district's mission and vision over the years and you can see that
[35:52] 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
[36:01] And so that's where we are now.
[36:05] And here's a timeline of just when we've revisited everything.
[36:09] And again, for the people online, that was in your packet at your table.
[36:13] If you'd like to take a closer look, it's on your table as well.
[36:17] If you really want to go into detail.
[36:19] So if we just focus on the mission and vision on the top,
[36:21] you can say we did revise it early in the 2000s.
[36:25] We took a look at it right before the pandemic.
[36:28] And now on the red dots, that's our plan for when we look also at our strategic goals
[36:34] or core values, and then the health priorities as the last kind of green line there, red
[36:40] dot on the far right.
[36:42] Okay, so we are going to do our first breakout activity.
[36:47] And for this activity, we're going to be focusing on our current environmental scan.
[36:51] So what's going on now at Beach Studies Health District?
[36:55] We're going to do a traditional SWAT or strengths weaknesses, opportunities and threats analysis.
[37:02] Those will really help determine our mission and vision and also our goals that we come up within the future.
[37:10] So to see, are strengths aligned? Are they aligned with our current mission?
[37:14] Are we doing other things? Are there opportunities that we should be looking at as well?
[37:19] So every group has a facilitator so you're going to be at your table so your
[37:24] facilitator go ahead and raise your hand and if you don't have a note
[37:28] taker just assigns someone at your table to be a note taker we will get you
[37:34] some paper because I think we owe you some paper and you will have about 20
[37:39] minutes to do this activity I will or I'm sorry I think yeah 40 minutes
[37:48] We'll have 40 minutes and I will give you time checks, facilitators, so you don't have
[37:53] to keep time.
[37:54] I will tell you when you should move on to the next one.
[37:57] All right.
[37:58] Thank you, everybody.
[43:52] God go la la la. I
[44:02] don't
[44:18] know the answer to this question.
[46:13] Bob-bub-bub-bub-bub. Aye!
[57:01] It's been started.
[1:16:37] Everybody, let's wrap it up. Have your top three. Make sure you have the person that's going to report out for you.
[1:17:39] 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,
[1:18:03] okay. Excuse me. My name is Isaac. Morning, everyone. We worked on the SWOT project strengths and weaknesses. The first part with the
[1:18:14] strengths, just to identify a lot of good input.
[1:18:19] The benchmark elements of the strengths here
[1:18:23] at the Beechley's Health District that we've identified,
[1:18:26] I think first and foremost, the collaborative space,
[1:18:29] the ability to rally multiple organizations,
[1:18:35] multiple individuals, multiple representations,
[1:18:39] or a more forced multiplier effect for the community at large.
[1:18:44] We also talked about the provision of relevant and cost-effective servicing, but bigger
[1:18:55] than all of these things is really the district's ability to act and actually execute a plan.
[1:19:06] 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.
[1:20:00] 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.
[1:20:29] of the function of the health district, that makes it more kind of universally known what
[1:20:38] the district provides, because when we're able to do that, and I realize that that is
[1:20:42] a perpetual and ongoing activity, and with the movement of people in and out of communities,
[1:20:50] with people that come in and out of different organizations, collaborative groups, the need
[1:20:55] to continually discuss identity purpose mission vision can be a daunting task, but that being
[1:21:04] said, done on the front end, it also allows for more understanding of mission purpose vision
[1:21:13] and qualification to being able to provide the services. And then there is the piece about
[1:21:21] staffing certainly is always every organization that I think functions today is always kind of resource
[1:21:30] limited as far as personnel, obviously with financial funding. And lastly, maybe another dimension
[1:21:37] to add to the already overflowing plate of the district is looking into more concrete service
[1:21:46] platform for the unhoused as far as on-site response for intake, for placement, and being
[1:21:57] able to solve problems in the unhoused community. Because I think at this point there's a big
[1:22:07] difference between I guess in the fire service we talk about adjusting symptoms but not
[1:22:15] curing the condition and I realize that's a much bigger conversation than maybe in this
[1:22:21] room right now but I are quite sure that it's already on the district's radar so.
[1:22:29] All right, thank you. I'm going to go over here to this group.
[1:22:37] Hi, I'm Jessica. Our facilitator
[1:22:38] was Nicole. We were looking at some of the strengths and weaknesses. Our two biggest
[1:22:46] 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.
[1:22:54] We have great services for adults and people really enjoy them.
[1:22:58] To the weakness as we found our marketing and awareness, we have a limited brand exposure.
[1:23:05] People don't really know who we are sometimes when we go locally.
[1:23:08] And then the other one is gap in services, resources for individuals experiencing homelessness,
[1:23:17] like the enhanced group that you talked about, lack of education regarding early cancer
[1:23:21] detection and no bicycle safety program.
[1:23:25] Yeah.
[1:23:26] Thank you.
[1:23:28] Great.
[1:23:29] Thank you.
[1:23:30] All right.
[1:23:31] Let's go to group two.
[1:23:38] Hello.
[1:23:39] I'm Tessa.
[1:23:39] Our facilitator was Jacqueline, so some of our strengths included that we respond to the
[1:23:45] need to the community and fill the gap in services. Our strong partnerships and relationships
[1:23:51] with our community stakeholders and we do offer a broad range of services across the lifespan.
[1:23:58] Some of our weaknesses we identified include our budget and lack of diversity funding.
[1:24:04] We have specific under performing programs so that kind of is related to the budget.
[1:24:12] And then the last, I wrote it on my laptop, sorry, it is getting to the harder to reach
[1:24:22] population.
[1:24:23] So kind of like the other groups mentioned, but not only within our service area, but also
[1:24:29] outside of.
[1:24:33] All right.
[1:24:33] How about group 4?
[1:25:00] 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,
[1:25:29] back to really know how to pivot to what is the most relevant issues on hand.
[1:25:36] And then I think weaknesses are definitely, gosh, funding, I mean, this is always an
[1:25:46] ongoing with any big endeavor, such as the beats of these health district.
[1:25:52] And we had a couple of ties for the website and also, again, programs that only reach a few
[1:26:00] people, they might have a huge impact, but the service group is smaller.
[1:26:07] And then different programs, like Adventure Plex, being self-funding, and, or that it
[1:26:15] is not currently, and the gym, the cost, I think these are smaller areas of weaknesses
[1:26:24] This is, but, and the CHF hours.
[1:26:29] Thank you.
[1:26:31] Thank you.
[1:26:32] All right.
[1:26:34] How about group three?
[1:26:38] Good morning.
[1:26:39] I'm Bonnie and Emory is our facilitator.
[1:26:43] We're definitely hearing themes that are pretty similar
[1:26:47] from what we have to the rest.
[1:26:49] If we focus first on our top strengths,
[1:26:53] we're looking at the fact that we support the entire lifespan. Second, being able to fill
[1:27:03] in gaps and pivot quickly to address the needs. And third, the partnerships that we have
[1:27:11] be it with experts or volunteers and others.
[1:27:19] Then if we look on the weakness side, one of
[1:27:25] the issues really is that there are so very many programs and that it might be better
[1:27:33] to focus along with that kind of related is the ROI to focus on the areas where you get
[1:27:47] the most paying for the bucks so to speak. And then third on the weakness is
[1:27:54] really just the need for more communication, that the folks that know about
[1:28:01] the district love it, but there's a lot of folks out there that don't really know
[1:28:07] all of what it does. Thank you.
[1:28:12] All right, how about group six?
[1:28:18] Hi everyone, my name is
[1:28:20] Jackie and our facilitator for our group with Aja.
[1:28:24] So for our strengths, we have similar to other groups,
[1:28:27] our lifespan program offerings are incredibly diverse
[1:28:31] and help out a lot of different groups in our community
[1:28:35] and help support them.
[1:28:36] And they also are digital and in person.
[1:28:40] So we also have BCHD staff and volunteers
[1:28:43] as another one of our strengths.
[1:28:45] So the staff and volunteers create a very positive environment
[1:28:49] at events in the workplace and this helps create some of these program offerings and services
[1:28:55] that were able to offer for the community and another one of our strengths that was mentioned
[1:29:00] earlier, community partnerships, so this could be with schools and our Blue Zones project
[1:29:06] partners as well.
[1:29:07] And then for our weaknesses, our number one was diversity and then we also have more funding
[1:29:15] for home care health services, and name recognition, so that was also mentioned earlier.
[1:29:23] Thank you. Let's go on to this group. Group five.
[1:29:30] Hi, my name's Ellen and Simrit was our moderator. I mean, a facilitator. And I'm hearing,
[1:29:36] I don't know about you, I'm hearing a lot of the same things, right? Just in little different
[1:29:42] words. So, strength that we're community based, we have a community focus, and that we
[1:29:52] really like that there's a well-being emphasis for staff, or volunteers, for the community.
[1:29:58] Everybody get...
[1:30:00] Same thing, we are too humble. So Sim Ritt came up with a little phrase that say, you got
[1:30:07] to put on your bragging boots. So, we have a little song for you,
[1:30:14] a song. All right.
[1:30:17] Do you know Nancy Sinatra, these boots are made for walking? Well, these boots are made
[1:30:24] for bragging, and that's just what we'll do.
[1:30:28] One of these days these boots are going to brag all over you.
[1:30:41] I don't know how we can say any got it.
[1:30:45] We're number one, group number one.
[1:30:49] For our strengths, we have the top one being our program,
[1:30:54] such as our live well-to-kids program, care management,
[1:30:58] and well-being services,
[1:31:01] Center for Health and Fitness as well,
[1:31:03] and our number two that we looked at for strengths
[1:31:08] is our flexibility,
[1:31:10] our nimble response to community needs,
[1:31:13] such as our COVID response in the community.
[1:31:16] And our number three is partnerships,
[1:31:19] our community partnerships with the schools,
[1:31:24] with the cities,
[1:31:24] with senior services through the cities just all over the partnerships.
[1:31:31] That's our strengths, and then for our weaknesses, we looked at number one being
[1:31:39] the building itself at the 514, the aging building outdated infrastructure.
[1:31:46] Another weakness that we are looking at is limited staff resources.
[1:31:51] and too many programs, not enough staff to facilitate.
[1:31:57] And number three is reaching more age,
[1:32:00] is more engagement to people in between that 25 to 55-year-age range,
[1:32:06] and our facilitator was Tiana.
[1:32:11] Thank you.
[1:32:12] Okay, we're going to go to the Zoom room,
[1:32:15] and this presentation so we can see them.
[1:32:19] We can go ahead and start the report out.
[1:32:23] Okay, great.
[1:32:24] My name is Cindy Foster and I was the facilitator for our Zoom group today.
[1:32:29] Part of our group today was Patty and Sonny from the Community Health Committee
[1:32:35] and also Jim from the South Bay Bicycle Coalition.
[1:32:38] We had a really healthy and robust discussion and our top three strengths
[1:32:43] out of the Zoom room were number one staff and volunteers.
[1:32:48] Without those, we wouldn't be able to do everything
[1:32:50] that we do at the district.
[1:32:52] Number two, the mission and the execution of the mission
[1:32:57] and number three, the ability to pivot,
[1:32:59] which I've heard a lot of other groups mention flexibility
[1:33:02] and nimbleness.
[1:33:04] As far as weaknesses are concerned,
[1:33:06] our top three were number one,
[1:33:08] accessible information to all populations
[1:33:11] of the community and sometimes the amount of communication is overwhelming and it's hard to find what you're looking for.
[1:33:19] Number two, partnerships are lacking with community groups.
[1:33:23] Our team wanted to see more partnerships in the future.
[1:33:26] And number three, science-based decision making and the evaluation.
[1:33:31] Sometimes there's too many metrics our group was thinking.
[1:33:36] So thank you for listening to our ideas from the Zoom room.
[1:33:45] Thank you, Cindy.
[1:33:47] Turn it over to Dr. Kuh.
[1:33:55] It's time to go to the bathroom.
[1:33:58] We're supposed to be back at 10,
[1:34:01] 10 minutes. So yeah, it's supposed to be back at 10,
[1:34:04] 20, but we're going to, we're going to give you till 10,
[1:34:07] 28. So very up.
[1:34:11] We'll see you back here a couple of minutes.
[1:34:12] Thank you.
[1:34:17] Thank you.
[1:35:08] We need to
[1:35:50] put you down.
[1:36:17] That's why we need to be all about doing it. Thank you.
[1:44:27] If you could come back into the room and take your seats,
[1:44:50] if you can hear my voice clap your hands once, if you can hear my voice clap your hands twice.
[1:45:00] 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.
[1:45:18] Ready?
[2:15:55] Okay, start to wrap up your groups. We're going to report out just a little bit.
[2:17:32] Okay, everybody, we're going to start with group one over here. Now pass it over to Diana. Great. So our opportunities.
[2:17:46] Number one is updating our campus, or the healthy living campus, updating our facilities, and maybe even exploring
[2:17:58] program fees for some services on our campus. The second one is funding with grants, creating
[2:18:08] more partnerships that provide funding to programs and different resources for exploring
[2:18:14] more funding opportunities. The number three opportunity we looked at was promotions, working
[2:18:22] on our social media, been working with local partners, like realtors, to find out the
[2:18:29] housing environment, more opportunities in the community.
[2:18:35] And then for threats, our group looked at the economy, more on the external factors surrounding
[2:18:46] us the economy with inflation and inability to keep up with the market. And the number
[2:18:54] to threat was actually the internal financial constraints, our budgeting cost, our reliance
[2:19:02] on grants, approval, budget within the health district. And then the number three threat
[2:19:11] technology, keeping up with technology. Thank you.
[2:19:19] I'm going to go this way. And
[2:19:22] a group are you guys too.
[2:19:28] Hi Lisa. Okay. For opportunities, we thought the first one was
[2:19:36] there is currently a gap in adult services in the demographic between the ages of 25 and 55.
[2:19:43] So, and this came up earlier, but how do we really address this population?
[2:19:49] And it's probably the population where we have the lowest awareness after all the groups,
[2:19:55] because families know our programs from all the kids' services.
[2:20:00] 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?
[2:20:29] for thinking about what's next, what's coming down the road and then doing all the due diligence
[2:20:35] to see if it's valid and how it would be executed by the group. And some of the ideas, for example,
[2:20:43] were how do we get out in front of, you know, aging in place and as opposed to focusing on residential
[2:20:51] care for the elderly, if the model moving forward and certainly the way a lot of people feel after
[2:20:56] the pandemic because they don't want to be an institution. How do we start really preparing
[2:21:00] for that? And then with all the advances coming now in genetics and how we can understand
[2:21:07] early, you know, what we're in for, what are children are in for. How do we start really
[2:21:13] institutionalizing and offering those services to the community because they will be in demand?
[2:21:18] So that's, you know, it's, where's the innovation responsibility going to lie? And finally, the
[2:21:24] The third opportunity was to be more aggressive about soliciting external funds, either from
[2:21:30] different government organizations or from private foundations and wondering like, what
[2:21:36] is the
[2:21:49] equivalent of the Annanburg Foundation for the Arts for pop-up with the good thing
[2:21:58] it's sunny outside?
[2:21:59] The first one was unaddressed mental health issues.
[2:22:05] So one of our members, Joan, had the term quiet desperation.
[2:22:10] And we know that there's a lot of people out there who are suffering.
[2:22:14] And we're starting to really see it manifest more dramatically than ever.
[2:22:18] We're now, right now, for example, shootings are commonplace, you know, multiple shootings
[2:22:23] in the same spot and you know the threat of this explosion of you know all these
[2:22:30] unaddressed mental health issues could really it's tearing at the fabric for
[2:22:35] our society now and it could only get worse. Second we talked about new
[2:22:40] technology. So we've seen what social media has done especially to some of our
[2:22:46] young people but what about AI? Like what the heck is going on with AI? I mean all
[2:22:51] All the scientists in Silicon Valley seem to know about it and they're warning us about
[2:22:55] it, but it's already being implemented.
[2:22:57] And what is this going to do to us and how do we start, you know, preparing for that
[2:23:01] as an organization and also for those we serve?
[2:23:06] Next we talked about distrust of public institutions and, you know, I don't have to really say a lot
[2:23:14] about that, but I think we see some of that now as we're trying to pitch, you know, our
[2:23:18] new vision for the healthy living campus to the community where people are more skeptical.
[2:23:25] Sometimes that's a good thing, but this could really impact us as a threat moving forward.
[2:23:31] And then related to that is money.
[2:23:34] So if the distrust is high, the fund thing's going to be less.
[2:23:37] People will not want to fund and also just the recession now like financial markets are simply
[2:23:45] going to be less money around due to lower government revenues and also lower private philanthropy.
[2:23:53] That's the gloom and doom.
[2:23:55] Thank you.
[2:23:57] Group 7.
[2:24:01] Okay, so our group really focused in on opportunities and there are some great discussions going on.
[2:24:07] The most popular place for opportunity was the different explore messaging channels and branding,
[2:24:14] which I kind of heard from some of the other groups.
[2:24:16] So we had making sure even like the LA times are knowing
[2:24:20] that we're in LA County said mentioned,
[2:24:22] you know, they don't really talk about even else
[2:24:24] a gundo or the South Bay area.
[2:24:26] So exploring some of those larger media channels,
[2:24:30] especially making sure that paper print,
[2:24:32] we are going into social media, our website, web pages,
[2:24:35] but there are still large population of individuals
[2:24:37] who read the newspaper and that's how they're getting their information.
[2:25:00] As well as opportunities for more just emphasizing health education on specific health needs, I can
[2:25:06] serve prevention and just overall preventative health education, as well as expanding and
[2:25:13] strengthening and building new partnerships with neighboring cities and communities,
[2:25:18] as well as building relationships with other organizations that might be more focused on some
[2:25:22] of these specific health needs that we see an opportunity for growth if we're building and expanding
[2:25:27] those partnerships and I can help with that. And then for the threats one thing that we saw was
[2:25:33] kind of popular was like the lack of stakeholder buy-in or maybe just the misunderstanding or not
[2:25:39] the clarity of what we are providing and what we are trying to build. And so like some negative
[2:25:45] feedback that we might be getting from community members and just making sure that they're clear on
[2:25:49] what we are offering. And then also money that is definitely a threat. So reduced revenue just
[2:25:56] just looking at the actual cost of the programs and services, as well as just focus on treatment
[2:26:02] over prevention.
[2:26:03] I know we focus on prevention, but sometimes there is more emphasis on the treatment side.
[2:26:09] So that's some of the threats that our group came up with.
[2:26:14] Thank you, Nicole.
[2:26:15] All right.
[2:26:17] Hi there.
[2:26:19] So as far as opportunities, our table decided that we wanted to have continued partnerships
[2:26:27] between like the different agencies because we have like staff here from Casa
[2:26:31] delos Amigos and the fire department and we realized that we all do like
[2:26:37] very similar things but we're kind of disjointed. So we just yeah so that's
[2:26:43] it. Those are opportunities for more collaborations and working together in
[2:26:47] more longer sustainable ways. Also more mental health support I know we're
[2:26:53] 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.
[2:27:04] Okay, and then we'll go into some of the threats.
[2:27:11] 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.
[2:27:25] So, that's going to be a continued threat to things and technology.
[2:27:32] We don't want that to be like a replacement for a personal relationship.
[2:27:35] So, as technology continues to grow and grow, we think that the personal relationships
[2:27:41] that we build are really necessary to make like changes.
[2:27:47] 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.
[2:28:23] 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.
[2:28:30] First of all, in terms of opportunities, working with large scale health campaigns, there was a lot of positive feedback.
[2:28:38] I go into the schools a lot and especially this week when I was wearing my mental health this health sweatshirt.
[2:28:44] 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
[2:28:49] and I see Principal Breedy in his sweatshirt, so it's out there and I just thought it was fabulous
[2:28:54] and I'd love to be or our table would love to be able to see some more campaigns if that would
[2:29:00] be possible on a larger scale and broader. And in turn with that goes with getting grants to do that.
[2:29:07] We'd love to, I mean ideally it would be great to have a dedicated staff person but we know that
[2:29:12] would be difficult so an opportunity to be to figure out a way to, if we could each tackle some
[2:29:18] grants for figure out a way to do that, to get funding for these campaigns.
[2:29:22] And then also, with doing some field research, there's so many other entities in our area
[2:29:29] for instance, Torrance Memorial, who has some great, I work on the Live Well Kids program.
[2:29:34] And so they have some programming as well, and for me and for my colleagues to get more
[2:29:37] familiar, what's out there, what's in our neighborhoods, similar programs.
[2:30:00] 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.
[2:30:29] as we go along planning for our programming, and finally, oh, another that was brought
[2:30:35] to our attention today was the homelessness. Here in the South Bay we're still, as they
[2:30:39] say, the South Bay bubble, but I think you'll like there's just a rise in that and to kind
[2:30:44] of tackle it ahead of time rather than we.
[2:30:53] Okay, have a group three.
[2:30:58] Thank you. Again, we're
[2:31:01] hearing themes across the various groups. And there are opportunities for what we identified
[2:31:06] identified as the primary opportunities, as was said before, focusing a bit more of our
[2:31:14] resources on that mid-adult lifespan, the 30 to 55. Also, and again, the theme, the priority
[2:31:25] based budgeting to focus resources on priorities that have been identified for the communities
[2:31:33] and that whole process, I'm sure, is a separate meeting and strategic planning.
[2:31:40] Also, areas that are not served right now, helping the seniors with tech support,
[2:31:49] and keeping a focus on mental and physical health as well as in-home or on-site training and guidance.
[2:32:02] and then our final opportunity that we identified was it's kind of communication in that needing
[2:32:16] to communicate more with key resources in the community that will help communicate what we are
[2:32:26] doing and get more of the word out there as well.
[2:32:32] Focusing on the threats, we have natural disasters, like earthquakes, as well as looking
[2:32:44] at health issues out there, birth control, reproductive freedom.
[2:32:51] As other groups had said, there are some very vocal community members that disagree with
[2:32:59] our budgeting and whatnot, and so their loud communication is a threat to us.
[2:33:09] Also under the medical looking at loneliness and the need to kind of bring people back
[2:33:18] after the pandemic, be it socialization or whatnot, just kind of get out of that mindset
[2:33:25] that we were in for so long. And lastly, the budget, you know, figuring out where we
[2:33:33] want to spend the money and making sure that we're utilizing the resources. Thank you.
[2:33:44] Okay. How about group six?
[2:33:49] Hello, everyone.
[2:33:54] Opportunities, a dedicated grant writer. If we
[2:33:58] need more money, we need somebody to ask for it. So we get a dedicated grant writer. I
[2:34:04] think that'd be a great idea. It wasn't my idea. The great opportunity for group six.
[2:34:08] Also investing in a mobile clinic, a consensus across the room is improving our messaging
[2:34:14] 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.
[2:34:25] So that's an opportunity for groups to shifting to the 514 building.
[2:34:33] 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.
[2:34:44] it just doesn't balance. So, that's a threat for us, and then the spread of misinformation,
[2:34:50] I'm going to leave that there. And then the rising cost of living is very expensive
[2:34:57] to living, and it's just getting more. Okay, thank you.
[2:35:01] So, opportunities, the first thing that we saw were new funding streams, that those, you know,
[2:35:08] the grants, the grant writers, a great idea group. You know, so we're, you know, new sources
[2:35:15] of partnering are good too. And then the, we had kind of a tie between other things and one
[2:35:24] One of them was the new campus, all right, and what was number two, Simret?
[2:35:31] Oh, yeah, social media, right, yeah, social media outreach.
[2:35:35] So some of these are the same beings that everybody has.
[2:35:40] And then the threats, so the number one threat is that there are less resources and more to
[2:35:48] to do leading to burnout, which is probably part of that mental health thing that you're
[2:35:54] talking about, too.
[2:35:56] So, and then the second one were those, shall we say, those loud voices of opposition,
[2:36:05] especially when we're talking about the crumbling infrastructure of 514, all right, so that's
[2:36:13] that.
[2:36:13] So I guess I'm ending on what I hope is a good note all right but I need your
[2:36:20] help for this one everybody all right there's the last stanza okay you're
[2:36:25] going to sing this three times oops there goes another robber tree plant oops let
[2:36:35] me hear it oops there goes another robber tree plant okay so we're going to be
[2:36:41] singing that three times. You probably want to know where I got this from.
[2:36:47] It's from my childhood actually.
[2:36:51] I could play Frank Sinatra singing the whole
[2:36:54] song, but I'm not going to do this because I remember this one stands up
[2:36:58] from this movie that I watched as a child. Next time you're found with your
[2:37:07] chin on the ground. There's a lot to be learned. So look around. Just what makes
[2:37:12] that little lant think he'll move that rubber tree plant and anyone knows and
[2:37:19] can't move a rubber tree plant but he's got high hopes he's got high hopes he's
[2:37:29] We've got high apple pie in the sky, I hope so anytime you're getting
[2:37:36] though, instead of letting go, just remember that aunt, old circles, another
[2:37:44] rubber tree plant,
[2:37:50] calls another rubber tree plant,
[2:37:59] thank you, thank you, Ellen,
[2:38:01] I'm going to turn it over back over to Dr. Kuh.
[2:38:06] I'm sorry, virtual.
[2:38:07] Hello
[2:38:19] everyone. Good to be back again with you live from the Zoom room. Our number one opportunity
[2:38:25] actually was born out of our number one weakness. So I'll remind you what that was. Accessible
[2:38:31] information to all populations of the community. Sometimes the amount of communication is overwhelming
[2:38:38] to many people. So our number one opportunity was a call line with a live bilingual person to direct
[2:38:44] people to our resources. Our second opportunity was programs and support groups for people and
[2:38:52] caregivers of aging parents and people with disabilities. And our third opportunity was to offer
[2:38:59] financial health resources to all members of the community. Regardless of income and education,
[2:39:06] we talked a lot about how the three beach cities are very different economically and that we need to
[2:39:12] make sure that we are providing resources to the diverse populations that we have.
[2:39:19] As far as threats go, we were in a very robust discussion, so we were only able to come
[2:39:26] up with two.
[2:39:27] Number one threat is funding, which could lead to program cuts.
[2:40:02] 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?
[2:40:31] I hear no.
[2:40:33] All right, I'm going to pass it to Tiana for our mindful exercise.
[2:40:42] All right, so you're probably wondering about these headphones.
[2:40:46] This is actually going to be used for our mindfulness break.
[2:40:51] So let me give you a brief orientation.
[2:40:54] And then you'll put them on.
[2:40:56] And these come from the grant.
[2:40:59] Actually that we received in support of Mental Health Awareness Month.
[2:41:03] We're using these headphones out in the community.
[2:41:07] So if you come to our booth, you're going to experience mindfulness on these headsets.
[2:41:12] We also have virtual reality, gratitude, jenga, lots of different things to help engage
[2:41:18] people around this important practice of mindfulness.
[2:41:22] So for those of you in the Zoom room, the recording is going to be available on your breakout
[2:41:29] website.
[2:41:30] and you're going to have two options. There's a seated meditation and also a
[2:41:36] stretching meditation. So open up your headphones so that they look like they're
[2:41:42] in this shape and you're going to want the switches facing toward you. So you're
[2:41:47] going to see these bright green switches. The first thing you want to do is turn it
[2:41:53] on. So that's the switch on the bottom.
[2:41:59] It's going to turn a color. So the next switch
[2:42:03] is how you'll choose the channel that you want to listen to. So blue is channel one.
[2:42:11] That's going to be the seeded meditation.
[2:42:15] Channel two, it's going to turn red. That's going
[2:42:19] to be a stretching meditation so you'll be standing and stretching and then just to make
[2:42:26] sure we don't you know blow an ear drum on the other side with volume go ahead and
[2:42:32] turn it all the way turn the volume all the way down which is going to be pushing the
[2:42:38] dial upward so
[2:42:42] you've got it's on and now decide if you want to do seated or stretching and
[2:42:51] And I'll be able, this is cool.
[2:42:52] So if you look around the room, the people with blue, or you'll be doing a seated meditation
[2:42:57] together, the people with red are going to go ahead and do the stretching.
[2:43:04] So if you'd like, you can do it right where you are, or stretching if you prefer.
[2:43:09] You can go maybe to the side of the room to do your practice.
[2:43:17] All right.
[2:43:18] So you've got it on.
[2:43:21] Find that volume dial.
[2:43:25] and you're going to slowly turn it up and Jackie hasn't started yet so don't
[2:43:30] go too far but Jackie's going to start and you should gently turn up the dial
[2:43:38] and you're going to hear all right this
[2:43:46] is about five minutes enjoy
[2:49:36] All right.
[2:49:42] What do you think?
[2:49:46] Awesome.
[2:49:51] Great, so if you can just go ahead and switch the headset off. And these are disposable covers.
[2:50:00] Thank you for the budget presentation.
[2:50:04] 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?
[2:50:29] And so I think even the cover page tells us a little bit of a story where we are today
[2:50:35] and the work is being done at the district and so I wanted to thank all of you for being
[2:50:40] part of that because we would not be able to obtain these grants or anything if you want
[2:50:44] for all the work that you all do.
[2:50:46] And so it's so important and then of course there's a team that actually are pulling it together
[2:50:50] and all that but I think we should be reminded that it's really all the work that we do together
[2:50:54] that it enables us to get these grants.
[2:50:58] Thank you.
[2:50:59] So, I wanted to take a quick look at kind of where we were a few years ago, 2018, and we
[2:51:07] showed this graph, and we also talked about the evolution a little bit about the district.
[2:51:12] And so the district evolution, as you all know, and very familiar with was a hospital.
[2:51:18] And at that time, like any organization goes through a circle or a cycle that is an expansion,
[2:51:25] There is a peak, there is a contraction, and so with this contraction, we're kind of
[2:51:32] illustrating it here, at the time when we were a hospital, it was a change, right?
[2:51:40] It was a change in need, and so we couldn't compete at the time with a bigger hospital
[2:51:45] and the not-for-profit, so the district changed into this preventative health world.
[2:51:53] And what I kind of dawned on me when I was sitting here is that the district has created
[2:51:58] the tools for us to change.
[2:52:01] And so we are all a change, we are pivoting, we have that in our backbones now, we have
[2:52:06] a strong staff.
[2:52:08] But what we're looking at here today is a contraction of our physical assets and our economic funding
[2:52:15] that you all are, our notice of some kind of grateful that you all are putting it on as
[2:52:20] a weakness.
[2:52:21] It just means we're all in the same page and that we all are looking at this to move forward and so
[2:52:29] That's why you know we're reminded of this contraction and today we're set up for the change
[2:52:34] But we're not really said we need to now
[2:52:37] Invest time in this change of our infrastructure.
[2:52:42] So
[2:52:43] additionally
[2:52:45] 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
[2:52:51] of how we have shifted our funding from pre-COVID where we had the property was a much bigger portion of our income.
[2:53:01] And as we talked about our physical asset, reaching is useful economic life, that is reducing.
[2:53:09] So we can't rely, we're not able to rely on that anymore for our programs and services.
[2:53:13] And so it's kind of have shifted because of all the work that we've been able to do with
[2:53:18] grants and so on, that we have a bigger portion of that, and the other part is that we're
[2:53:23] relying more on property taxes.
[2:53:25] And what this means is, you know, we have direct use of our services, but there are people
[2:53:31] that may not use it or pay property taxes, and suddenly their property tax dollars are really
[2:53:38] not going as far as we can as we have been able to do.
[2:53:41] So, and then, you know, this whole downturn or contraction also has been exacerbated
[2:53:48] of course, about the COVID-19 and the financial downturns.
[2:53:54] And so, just looking back a little bit where we started, I think Kristen showed a little
[2:53:59] bit before here where we were where we've been for the last few years, and starting P-P
[2:54:04] priority-based budgeting in 2019, really, where we started picking it apart.
[2:54:09] We have an invested in a tool that we're going to talk about a little bit more and then
[2:54:14] Identifying those areas where we need to be set up to tackle our
[2:54:19] Future and so then the we started in February
[2:54:24] We did the budget kickoff and there was a lot of
[2:54:28] Few areas that we talked to the board about about tradeoffs and policies and you'll see that
[2:54:33] addressed here later on. We checked in with the Finance Committee to make sure
[2:55:00] 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.
[2:55:29] This is a process that we've been using throughout the budget process last year.
[2:55:35] And now this year, where you use the Prior to Beast Budgeting to understand community values
[2:55:42] and then budget accordingly to those values.
[2:55:45] So down below, you'll see kind of the four components of what we look at.
[2:55:49] First, you want to look at what we do, why we do it.
[2:55:51] That's really our mission vision.
[2:55:53] You see how we do it, which is our programs,
[2:55:56] our services, our partnerships, how we deliver on our mission vision, then you have what it costs,
[2:56:02] right? That's our budgeting process. What does it take to actually perform these programs and
[2:56:07] services? And then how well we do it? How are we measuring it? How are we showing the impact from
[2:56:12] the dollars that we're investing in these programs and services?
[2:56:18] So we've met with you over the last
[2:56:20] few years to talk about attributes. Okay, well, what are the things that we want to look at when we
[2:56:26] are evaluating our programs and services. So you'll see six of those attributes here where
[2:56:32] we've taken this to a strategic development half day and we've talked about these where health
[2:56:37] priority alignment gap and service reach efficiency level of service and value. These are all the
[2:56:44] things that we're looking at and evaluating for each of our programs and this is just an example
[2:56:51] not meant for you to read it, but this is an information sheet as an example of one
[2:56:56] of our programs where our staff are really putting all this information down that will
[2:57:03] help us measure or rank each attribute.
[2:57:07] So we go through this process in the beginning of the budgeting process to understand kind
[2:57:13] of where our programs are falling in terms of how closely aligned are they with the attributes.
[2:57:19] So
[2:57:22] this is an example and at your tables we did put a handout if you wanted to see all
[2:57:29] of our programs and services as well as the rankings and the scoring.
[2:57:36] And so this is an example where we're showing you here just which programs are most aligned.
[2:57:42] So when we evaluated each of those attributes how we ranked them and what the overall scoring was.
[2:57:49] So you can see some of the top programs that are most aligned here and then you'll see the
[2:57:56] least aligned programs. And we will say when you look at the least aligned programs it doesn't
[2:58:01] necessarily mean that this is something that shouldn't continue. What it means is that we really
[2:58:08] want to look at where maybe some of those lower scores are and maybe there's an opportunity
[2:58:13] need to increase the score maybe with more funding, more resources, etc.
[2:58:19] 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.
[2:58:28] So here's an example where we looked at the most aligned programs for health priority and gap in service.
[2:58:37] As many of you have talked about that even earlier today,
[2:58:40] how important our health priorities are, but also filling the gaps.
[2:58:45] You'll see here that we have our programs that receive the highest score in those two categories.
[2:58:54] But then when you keep looking to the right, you may see some lower scores that are there.
[2:58:58] So when you look at this, again, when you want to review the overall score,
[2:59:02] it doesn't mean, oh, we should remove dollars from this program.
[2:59:06] I mean, but you want to maybe think, do we need to invest more in this in order to see
[2:59:12] the score increase and improve overall?
[2:59:18] All right.
[2:59:19] Now, I'm going to turn it back over to Monica,
[2:59:24] and now it's a very quick crash course.
[2:59:29] Very good.
[2:59:30] Yes, so we're excited to be here, like I said, and the other thing.
[2:59:35] We want to move our financial condition over to the strength because we're really diversified.
[3:00:00] 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
[3:00:29] still kind of recovery. We have a joint venture still kind of struggling to get back a little bit
[3:00:34] and then also health and fitness that we're seeing here. And so we're kind of seeing that there
[3:00:41] in our financial revenues. And then when I first looked at this a few months ago,
[3:00:48] I really was like, oh wow, we really are there where the graph is starting to go down. And if I just
[3:00:56] This took a basic financial, our basic financial statement, projected inflation rate of 3%,
[3:01:02] which really isn't that much, and then I knew what you know we're not going to have
[3:01:09] FEMA funding anymore and things like that that are changing in our funding streams.
[3:01:13] If we take all that into account, we were really at a deficit on a fully loaded budget.
[3:01:19] 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.
[3:01:32] 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.
[3:01:48] income but that is the amortization of that is done and it next year is going to be
[3:01:55] a half year.
[3:01:57] So we're going to lose half of that funding.
[3:02:00] So we can, am I having the clicker?
[3:02:05] Sorry.
[3:02:05] Oh, sorry.
[3:02:06] Yes.
[3:02:06] Perfect.
[3:02:07] So anyway, so if you have seen this before, too, and this is, I think, our third year that
[3:02:14] we have the scatter plot, and we have incorporated the priority-based budgeting measurements that
[3:02:22] they used, so it's kind of on a quartile basis. So at the bottom is like a least-aligned,
[3:02:30] less-aligned, more-aligned, and most-aligned. And so as you can see, a quick here, none of them
[3:02:38] is really below the line at the moment. We make some changes for that, and then we'll talk
[3:02:42] a little bit more about the higher items here where we had to make trade-offs and had
[3:02:48] discussion about how to move forward.
[3:02:52] So one of the big areas was grants.
[3:02:55] And so we discussed at the policy discussion with the board that what are the priorities of
[3:03:00] the district.
[3:03:01] And so because we have to make choices, we can't do we give grants or do we invest more in
[3:03:07] our own programs and services that we can provide to the community.
[3:03:10] And here we're really looking at starting this transition here at least at this time to
[3:03:17] do these more funding for the district.
[3:03:20] And so you can see here that the score here, so the score is on the bottom.
[3:03:24] It's kind of in the middle.
[3:03:26] And so we're, you know, by changing a little bit of the funding of this, we're taking out the
[3:03:32] micro enrichment grants.
[3:03:33] We don't have a lot of requests for those lately.
[3:03:37] And then the nonprofit grants.
[3:03:40] And then on the survey, so, you know, there is a balance here.
[3:03:46] How do we know to improve our services if we don't know how they're working?
[3:03:50] So we need data.
[3:03:52] And the district has really done this for a few years, so we want to continue to doing
[3:03:56] that.
[3:03:57] And this is an odd a cheap tool to use, however, we try to do it every other year than the
[3:04:04] kind of offset our election expenses you saw earlier was a big expense, but then we don't have
[3:04:10] that every year and then we can substitute for this so it doesn't really, so this is kind
[3:04:15] of a continuation. So, and then on the care management side also, you know, the scoring here, I think
[3:04:23] it goes to the inside that Megan was pointing out that while we may not cut, they may be used for
[3:04:29] other things, so we can transition. So here we're not also filling, you know, we're not going
[3:04:37] out to fill out all our new positions. We have to slow that down. We can move people around
[3:04:42] maybe, and then this pays as a senior health fund. We were able to take about 50 or so thousand out
[3:04:47] of that, and so that we can, you know, be more efficient. So it's about moving this floor, right,
[3:04:53] further up. So that's what we are working on here. So in a
[3:05:00] 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,
[3:05:24] for health promotions and communications, we did not fill an open position we had this year, so you'll see that throughout.
[3:05:32] these slides, so one was in care management, the other ones in communications and health
[3:05:36] promotions department. We decreased our advertising budget a little bit, and then we also removed
[3:05:41] two direct mail pieces. Right now we send one annual report and two live wells, so that's something
[3:05:49] we're going to be brainstorming on how we use our one direct mail piece that we have in the proposed
[3:05:54] budget right now.
[3:05:58] And then the other areas, health and fitness operations. So this is adventure
[3:06:03] in the center for health and fitness.
[3:06:05] So during those policy discussions with the board,
[3:06:08] we asked both the finance committee and the board of directors
[3:06:13] is it a priority for to increase fees.
[3:06:17] And so what we did was we looked at the market rates.
[3:06:20] There were areas where we could increase fees.
[3:06:22] Some of those have already been implemented
[3:06:24] and some of those will be implemented next fiscal year.
[3:06:27] But that's for the center for health and fitness and adventure
[3:06:29] flex. The revenue increases from that is a little over $130,000. The other thing we did
[3:06:36] at the Center for Health and Fitness is we went to a lean staffing plan at our front desk
[3:06:40] and we also removed one position that we felt we could continue our services with.
[3:06:47] Now I'm going to turn it over to Megan to talk about staffing and benefits.
[3:06:51] Yes, so just to look a little internally here for our staffing and benefits, it still is about
[3:06:58] 50% of our operating expenses and just to remind you all that really our staff are delivering
[3:07:04] direct service. So that is why you probably see it at 50% because the majority of them
[3:07:10] are considered the service. And so some of the things that we did in this budget year is that
[3:07:16] again, as Monica and Kristen have mentioned, not really filling unfilled positions or any new positions
[3:07:24] for next year so any time to we're just going to continue to be looking at that as our staff
[3:07:31] leave or transition out of the district we will continually evaluate that and see what we can do in
[3:07:38] order to kind of stay and keep our costs low there. There was no increase to cafe dollars,
[3:07:45] cafe dollars are for our staff as a benefit to be able to pay for their medical dental vision. We
[3:07:50] typically budget a slight increase to those cafe dollars because plans can change over
[3:07:55] the year when it comes into effect. So this year we are just leaving our cafe dollars
[3:08:02] the same as they are now to kind of have about at least 15,000 in savings there. One thing
[3:08:08] we were able to keep in here which is about a $300,000 edition is a merit increase of 3%
[3:08:18] for our employees through the performance appraisal process that they'd be eligible for based on their
[3:08:24] performance. And then we also have some position upgrades and reclasses that we've been looking at
[3:08:30] based on the work that our staff are doing. And then we also have some additions to staffing at
[3:08:37] all cove through the grant. So that way we can make sure that they're staffed appropriately to meet
[3:08:42] the operations of that facility.
[3:08:45] We did take out the 3% merit for the CEO.
[3:08:50] Altogether, when you look at that,
[3:08:52] it's about an increase of 1.3%, so about $95,000.
[3:08:56] But again, we've really tried to keep that very, very low,
[3:09:00] so we don't see a large impact there,
[3:09:02] because typically you probably would see
[3:09:05] the increase of the merit along with some other things.
[3:09:08] So we've really tried to keep that low as much as we can
[3:09:11] in terms of our internal work with some of those staff benefits.
[3:09:21] Okay, thank you, Megan.
[3:09:24] So now we're going to go into a breakout discussion.
[3:09:26] And as you heard from Monica's presentation with a fully loaded budget, we're looking,
[3:09:31] we looked to close a $900,000 gap.
[3:10:00] 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.
[3:10:29] there and relook at those. And is there anything else that we should add to those opportunities?
[3:10:36] Should we refocus areas? Do you have new ideas after hearing some of the budget constraints that
[3:10:41] we have at the district and moving forward? Not only this year, but for next year. And how do we use
[3:10:47] priority-based budgeting in the future when decisions get really hard? So this was tough for staff to
[3:10:54] go through to find what are the trade-offs looking at the scoring and
[3:10:59] priority-based budgeting? Where do we prioritize? Next year's another round of cuts
[3:11:05] coming. And so how do we use priority-based splitage duty in the future to help
[3:11:10] us make those decisions? And so you're going to go in your breakout groups. Your
[3:11:13] facilitators have those questions that they'll ask you. We'll have about 20
[3:11:18] minutes to discuss and then we'll have kind of a group report out just general
[3:11:22] thoughts and ideas after that. And facilitators, I will give you a time check in between so you'll
[3:11:28] know when to transition to the second question. All right. Thank you.
[3:37:52] One more minute.
[3:40:49] Testing.
[3:40:52] Testing, testing.
[3:40:58] Okay, everybody. Testing.
[3:41:28] Forgot which one he was doing.
[3:41:55] Hello, testing.
[3:42:01] Best.
[3:43:48] You're in the Zoom room. Go ahead and do your poll. That is on your breakout website.
[3:44:21] 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.
[3:44:30] and
[3:44:33] then we'll go ahead and reveal the results.
[3:44:42] All right,
[3:44:49] does anyone need more time?
[3:44:53] Yes, okay.
[3:45:02] Yes? Okay.
[3:45:15] All right. Maybe about 10 more seconds.
[3:45:21] 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.
[3:45:39] All right.
[3:45:43] Question around mission vision. How much of the districts current mission and vision encompass the priority insights you had in your breakout?
[3:45:51] 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.
[3:46:03] Let's go to the next one.
[3:46:09] And for this one, try looking, hover over priority-based budgeting. There we go.
[3:46:16] This one is, I understand the connection between priority-based budgeting and the fiscal year 2324 budget recommendations.
[3:46:22] So, majority we have, yes, we have a couple of
[3:46:26] those.
[3:46:26] If you need some more detail, please come talk to us.
[3:46:30] And we can talk to you about some of those things.
[3:46:33] If you have some more questions.
[3:46:35] And then the last polling question was that PBB is a
[3:46:40] valuable decision making tool that can aid BCHD in the next
[3:46:45] fiscal year, fiscal year 2425 budget process and continuing
[3:46:50] to use it even in the following budget year. So again we have the majority that are listed here
[3:46:57] but also if anyone has any questions feel free to talk to Monica or myself or Tom or any of our
[3:47:05] leadership team. We're happy to talk to you about the process or answer any questions that you have
[3:47:10] around that. So I'm going to turn it back over to Kristen.
[3:47:18] All right we're going to wrap up here.
[3:47:20] I just want to give a quick shout out and thank you to our strategic planning committee members
[3:47:25] 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.
[3:47:38] So thanks for participating. I'm going to turn the meeting back over to Vanessa.
[3:47:46] So is there any public comment on this agenda item? No.
[3:47:52] We have one.
[3:47:55] Do we have one?
[3:47:58] Okay,
[3:48:02] this is on this agenda item or is it on items not on the agenda?
[3:48:06] So I can put you on the next one which is, are there any public comment on items not
[3:48:10] on the agenda?
[3:48:12] Just this one.
[3:48:13] Okay.
[3:48:16] You would get here sooner or later.
[3:48:18] All right.
[3:48:19] Greetings everyone.
[3:48:22] Our main detractor obtained the email addresses of many of us here through his more than
[3:48:28] and 1,000 document requests from Beach City's health district.
[3:48:33] So we had received his game plan regarding our losses of income,
[3:48:40] which he sent out to the city clerks of all three Beach cities,
[3:48:44] local politicians in the press.
[3:48:46] I personally flagged it as spam and the problem was solved.
[3:48:51] Despite knowing what his supposed case of the week is against Beach cities,
[3:48:56] I decided not to convey the publicly known facts readily available, composed with integrity
[3:49:03] and transparency.
[3:49:05] Did I mention facts?
[3:49:07] To push back on those numbers presented by that detractor, they're just that, numbers.
[3:49:13] Not a cogent argument containing the truth, not composed with integrity or transparency.
[3:49:19] Those qualities are part of the core of what BCHD stands for.
[3:49:25] Entities attempting to use the opposite of those qualities against us will not go unchallenged.
[3:49:31] Not at our meetings, not in the press, not in the council chambers, in the cities of Redondo,
[3:49:37] Hermoson, Manhattan Beach.
[3:49:39] Our clients, volunteers, students, and countless thousands who participate in our programs
[3:49:45] where we collectively are working towards a healthier, happier life for all residents know this.
[3:49:51] I would like to thank that detractor for highlighting an issue that our leaders, Susan
[3:49:56] Susan Bowden and Tom Backley had the visionary-
[3:50:00] Functional, breathable, earthquake-ready buildings that serves more people and the time is now. We know
[3:50:07] what the solution is. We have the blueprints for making those changes. Now the challenges of
[3:50:13] getting it done are even more pressing. I would like to take this opportunity to ask all of you to
[3:50:19] get involved. Talk to your neighbors, friends, kids, friends, parents, and the previously mentioned
[3:50:25] and outlets and agencies about our programs, okay.
[3:50:29] The only thing necessary for the triumph of evil
[3:50:32] is that good people do nothing.
[3:50:34] Ask me, Megan or Alejandra,
[3:50:37] how you can fight that fight with us.
[3:50:39] Thank you.
[3:50:43] I'm gonna take your part on the agenda, Tom.
[3:50:47] The next thing, just that our next steps for this process,
[3:50:52] we will have a more extensive discussion
[3:50:55] of our mission and vision at our next strategic planning day
[3:50:58] that has not yet been scheduled, but we hope that all of you will continue to attend.
[3:51:04] And on May 24th, the public is invited and we will be doing a special study session
[3:51:10] on the budget where we will get into even more nitty and gritty details about how we spend
[3:51:16] that money and how we can make the hard decisions about balancing those interests.
[3:51:24] Did you want to say something else?
[3:51:26] Okay. So now I'm turning the meeting back over to me. I'd like to thank everybody for coming.
[3:51:35] And please remember to fill out the survey. There's a second QR code on your tables to
[3:51:40] fill out the survey for today. And if you need the paper.