The URL can be used to link to this page

Home My WebLink Aboutcc min 2011/11/29 Immediately Following 9:00 A.M. SpecialMINUTES OF A SPECIAL MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA November 29, 2011 Immediately following the 9:00 a.m. Special Meeting of the City Council A Special Meeting of the City Council of the City of Chula Vista was called to order at 11:05 a.m. at the Heritage Center, 1381 East Palomar Street, Chula Vista, California. ROLL CALL PRESENT: Councilmembers Aguilar (left at 11:15 a.m.), Bensoussan, Castaneda, Ramirez (left at 1:25 p.m.), and Mayor Cox ABSENT: None. ALSO PRESENT: City Manager Sandoval, Assistant City Manager/Development Services Director Halbert, and City Clerk Norris PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE WORKSHOP 1. CHULA VISTA CITY COUNCIL GOAL SETTING WORKSHOP This is a continuation of the September 16, 2011 City Council goal setting workshop. The purpose of the workshop is to continue discussions and to set goals regarding the Council's values, priorities, and strategies for the City. Sherry Lund, representing Sherry L. Lund Associates, facilitated the workshop discussions on the roles of the City Manager and City Council. Ms. Lund's workshop summary is incorporated by reference and attached as Attachment 1. ADJOURNMENT At 1:35 p.m., Mayor Cox adjourned the meeting to a Council Workshop Meeting on December 1, 2011, at 4:00 p.m., in the Police Department Community Room. rlLt~t-cap a .~ Donna Norris, CMC, City Clerk Page 1 -Council Workshop Minutes November 29, 2011 ATTACHMENTI Council Workshop -Part II City of Chula Vista Heritage Recreation Center November 29, 2011 Workshop Summary Groundrules CC agrees to observe [he following groundrules during closed and open session meetings. • Treat others with respect- o Inside and outside of this room o Verbally and non-verbally • Let others finish [heir sentences • Share the air time • Avoid side conversation • Don't make someone wrong in order to disagree • Speak for yourself, not for your colleagues • Be facilitative -act for the greater good. Agreed-Upon Major City Strategies and Next Step 1. Revenue Generation Possible goals under this strategy: • E.g., Develop City Image/Brand • E.g., Bayfront (needs more specificity as a goal) 2. Revenue Retention Possible goals under this strategy: • Eg., Work with businesses to help them find ways to invesUstrengthen their business presence fn Chufa Vista (something related to this-needs more specificity as a goal) Next Step: Convene a Council workshop to explore and create goals for Revenue Generation and Retention. Jim to schedule this as soon as possible. Goals should be the critical few most powerful means of having an impact on the strategies. They should address the core weaknesses and threats (hopefully, taking advantage of the strengths and opportunities) of the SWOT analysis. Bin List -for future discussionlconsideration • Economic Development SAT Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 1 of 6 a_z ATTACHMENTI CCICM/Staff Roles (See attached slide on this topic.) Sherry's observations: • Council should function as executives, not engage in the work of first line supervisors. It's generally good and common practice among Council members in a Council/CM form of government to: • Get staff questions answered in advance of Council meetings when at all possible. If you need to ask questions in the moment, ask....they don't need to be "zingers.' • Avoid criticizing staff in public. It's all about the tone, e.g., "I need more detail in order [o make a good decision° vs. "This report is terrible -it's too high level and doesn't include enough detail ° Sometimes staff reports are poorly done or incomplete. If this is the case, talk with the City Manager in private. It is hislherjob to handle this internally, e.g., with coaching, training, disciplinary action as appropriate to the situation. • It is important to observe boundaries when dealing with staff. o Council members often don't realize the mantle of authority they wear (even when from their perspective, they are nice, easy-going, informal folks, just having a conversation). o Staff wants to please Council, get it right for Council members. o You may not realize what other priorities you're affecting by directing a staff person to do something. Other CC members may not agree on your action and can get frustrated by a single Council member who makes a disproportionate amount of requests and/or dislodges agreed-upon Council priorities. It's up to Council members and [he City Manager to jointly monitor these situations and bring items back to Council for full Council discussion if it appears a single Council member is acting solely. o It's best to ask executive team members if you have questions and avoid going lower in the organizational ranks. You can innocently create awkwardness with an employee's peers by creating the appearance of having a special relationship with a Council member when you use them as your "go to" person. Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 2 of 8 ~~-3 ATTACHMENT 1 Appendix -for Reference Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 3 of 8 ~-- ATTACHMENTI Roles in a Council/Manager Form of Government L~1 Council -Set vision, direction - Establish Policy -Approve budget & headcount C M + Staff - Execute on Council vision/policy - Operations - Technical expertise - Hiring, firing, mgmt. of staff (except CAO's) LL_IV D ~.~J9nCLOLC:a Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 4 of 8 ATTACHMENT 1 Elements of a Shared Vision -Grouped by Related Theme (CC's desired future picture-the City they'd like to wake up in f 0-15 years from now): • We'd be known as one of the great West Coast cities. • The City would be a regional draw/destination, but would not be defined by it (youth sports, recreation, jobs/employment). • Chula Vista's assets would be known, recognized, and valued by residents and outsiders. • We'd collectively market the value of the City. • It would be a safe, healthy, more financially secure community. • There would be full utilization of City facilities. • The City would be a home for the life of residents and their grown kids would want to be here too. • Residents could live, work, and play in the City - an enhanced lifestyle. • Residents would be more connected as a community -without the EasUWest division. • People would come together--in good and in bad times. • More civic engagement- citizens participating in government at a grassroots level. • Greater recognition on the part of the community that government can't do it all. Residents would be participating, volunteering. • It would be a civil society -respect for each other, respect for the law, and residents could resolve disputes amicably. • There would be educational opportunities. • Every student would graduate from high school, which would benefit them and provide the workforce we need in the future. Values (accumulated from discussions, as they have come up -not formally agreed-upon, and not complete at this point) • Wise use of limited resources. • Support high school education -messaging. • Learning City, i.e., value for continuous teaming. • Quality in all development. Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 5 of 8 1~~- -~ ATTACHMENTI Priorities Brainstormed List -Arranged by General Theme In No Particular Order Revenue Generation 1. CC sessions to identify a roadmap on revenue generation 2. Bringing jobs -economic development 3. Research and technology park -revenue, jobs, attracting industry 4. Bayfront -economic engine 5. University-revenue, jobs 6. Millenium -revenue, housing 7. Economic stability (also could refer to revenue retention) Image (may contribute to revenue generation and, somewhat, to retention) 8. Enhance the City's image 9. Marketing/communication to market the City and reach segments of our community 10. Develop civic institutions, e.g., museums that attract people Revenue Retention 11. Support small businesses Good Community 12. Develop civic pride OperationallServices 13. Increase number of hours City Hall is open (requires $) 14. Find resources for infrastructure (requires $) 15. Better use of our real estate assets (requires $) 16. Technology -communication, broadband access, as an amenity for citizens (requires $) 17. Staff efficiency/effectiveness -LEAN, etc. (reduces expenses) 18. Increase use of volunteers (reduces expenses) 19. City program assessment on a regular, rotating basis (requires $, potential to reduce expenses) 20. Develop better partnerships with sister agencies (potential to reduce expenses) Miscellaneous A. Find more efficient ways to use the CC committee structure - an action item B. Support high school graduation -messaging - a value, not core to City's mission C. Budget -learn what's being subsidized - an action item D. Formalized process for civic engagement -not sure what this means. There are many processes for civic engagement in California cities. Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 6 of 8 1~-7 ATTACHMENTI SWOT Analysis -Slightly Edited No changes have been made to items; a few were moved by category, e.g., `available land° was moved to a strength, from opportunity. The oppoRunity would be to do something with it. Strengths • Strong history - a good foundation • Diversity of population, of geography, of housing • Location • Weather • Available land • Proximity to border • Safety in disasters, a safe community • Skilled City employee base • Commuter ambassadors for the City • Small town feel • Community pride • Resilience Weaknesses • Need more good jobsfjob clusters • Fragile economic foundation • No money to fully utilize facilities • Need more tax-generating retail • Lack of diversity in revenue generation • Have regional assets that are undermarketed • Image • Proximity to border • Lack of community cohesion • EastM/est divide, North/South divide • Citizens don't understand how the City works • East/West transport problem • Communication Opportunities • Critical juncture, if we recognize it and act • A stabilizing revenue base • Bayfront • Research and technology park • Cross-border research • For development, open space, a university • University • Health care industry • Millenium project • Revitalization of older neighborhoods (we should not call it redevelopment) • Pension reform • Technology Threats • Shrinking financial base • Aging infrasVucture • Unfunded mandates • Underfunded pensions • Housing -mortgage crisis • Decisions that are out of the City's control • Extraordinary regulations Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page 7 of 8 `~-~ ATTACHMENT1 • Devisiveness/incivility - a threat when we get derailed as a result Sherry L. Lund Associates, Portola Valley, CA (650) 619-5500 Page S of 8 ~~-~