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Home My WebLink AboutAgenda Packet 1991/01/24 ", dec!"''''e l':1 ..!",.. I:) 't .. ... .. v'.' Cr.::;. y of l:Ie~i"rv that I ern::<c,:"..~1 :" .!-" . '~I~ "":"J',.-"'J~. '.: am ,. " '.' t, j,~ ,". ~"3 'c} /' .'1 ",'f'.e ~.; i ! : :-') t~.~.~ /', ';' : '-I .:~ ....!,~-~ Thursday, January 24, 1991 4:00 p.m. '~i.:: i"~U' .J" DA:ED;1-i."/~I_ ..:J at Council Conference Room ,..... ~ .. -.J Hal( on Administration Building \",N1"" rr Adiourned Regular Meeting CAll.. TO ORDER Councilmembers Malcolm _, Nader _, Rindone _, and Mayor Pro Tempore Moore _' 1. ROll CAll..: BUSINESS COUNCIL GOAL-SETTING DISCUSSION 2. INlRODUCIlON AND DISCUSSION OF DESIRED RESULTS OF MEETING 3. VISIONS OF THE DESIRED FUTURE CHULA VISTA Statements by each Councilmember of their Vision Unstructured Discussion of Common Elements in Vision Statements 4. REVIEW OF MAJOR PROJECT UST PREPARED BY STAFF Staff will distribute compilation of Council's priorities (if Councilmembers have submitted their priorities to staff by 2 p.m. on 1/24/91) Is the Mayor Project List Complete? Are there any Projects that should be deleted from list? Discussion of Projects with significant differences in Councilmembers' Prioritizations (if staff has been able to compile Councilmembers' prior to meeting) For which Projects does Council want Regular Status Reports? 5. DISCUSSION OF HOW VISIONS AND MAJOR PROJECTS RELATE TO COUNCILMEMBERS' NEEDS AND COUNCIL STAFF ASSISTANCE AGENDA -2- January 24, 1991 6. ORAL COMMUNICATIONS.. this is an opportunity for the general public to address the City Council on any subject matter within the Council's jurisdiction that is not an item on this agenda. (State law, however, generally prohibits the City Council from taking action on any issues not included on the posted agenda.) If you wish to address the Council on such a subject, please complete the yellow WRequest to Speak Under Oral Communications FormW available in the lobby and submit it to the City Clerk prior to the meeting. Oral Communications are limited to three minutes per individual. ADJOURNMENT The meeting will adjourn to Adjourned Regular City Council Meeting on January 29, 1991 at 4:30 p.m. in the City Council Chambers. COUNCIL CONFERENCE AGENDA STATEMENT Item I Meeting Date 1/24/91 ITEM TITLE Council Goal-Setting Discussion SUBMITTED BY City Manage/:,: " To help facilitate the goal-setting discussion that Council has scheduled for the Council Conference on January 24, 1991, staff has prepared the material in this report, including a suggested agenda for the discussion. Reaching as explicit as possible a consensus on an organization's purposes and missions is extremely important for the organization to be as efficient and effective as possible, particularly for an organization as dynamic as the City of Chula Vista. Because of the diverse number and types of services and projects that a City like Chula Vista is involved in, establishing explicit goals and priorities can be difficult and time consuming. The recent update of the General Plan was a major goal-setting process itself. To a major extent, goal-setting and priorities are discussed either directly, or by implication, in determining the annual City budget. In addition, the City Council has previously scheduled some special goal-setting workshops, and background information on four such workshops that have been held since 1984 is attached. As indicated above, a suggested agenda for the goal-setting discussion is attached. The first item on the suggested agenda is a discussion of the results Councilmembers desire to achieve at the meeting. This discussion could result in modifications to the suggested agenda, and such flexibility is certainly appropriate for a meeting of this type. The next item on the suggested agenda is Council discussion of your V1Slons of the future Chula Vista you desire to see. I would suggest that each Councilmember articulate their own vision of their desired future Chula Vista, followed by an unstructured discussion of the common elements in your respective vision statements. 1-/ Item: ~ Meeting Date: 1/24/91 The third item on the suggested agenda is a review of a Major Project List (attached) that has been prepared by staff. This is a list of over 160 major projects that staff is either currently addressing or plans on addressing. The projects are numbered sequentially but are not in any kind of priority order. In developing this list, staff defined as IImajorll those projects that require significant expenditures (such as CIP projects costing over $750,000), require significant amounts of staff time, will have a significant impact on the City, or have otherwise been indicated as important by Councilmembers or senior staff. While this project list is lengthy, it should be emphasized that the list does not contain numerous other projects that are of value but that staff did not consider as significant as those that are included on the list. Even more importantly, the list is generally project oriented and therefore does not include the real heart of the City's operations - providing on-going City services. To assist in the Council's discussion of this Major Project List, it is suggested that Councilmembers review the project list prior to the January 24 Conference and mark by each project whether they consider it to be of Critical Importance (1), High Priority (2), Medium Priority (3), or Lower Priority (4) overall. (On the attached list, staff has asterisked a few projects that staff perceives as possibly having a lower priority than others, subject to Council clarification.) If the Councilmembers are able to complete this prioritization and submit a copy of the project list to the City Manager's office by 2:00 p.m. on January 24, staff will compile the prioritizations for each project and distribute the compiled priorities at the January 24 Conference. This would enable Council to quickly identify those projects with significant differences in Councilmembers' prioritizations and attempt to resolve how the Council as a whole prioritizes that project. As indicated on the suggested agenda for the meeting, Council may also want to add projects to the Major Project List if the list is not complete. Similarly, Council may be able to identify projects that should be deleted from the list, or at least postponed, because of their lower priority level. (This would assist in not wasting staff time and resources on less important projects.) In addition, the Council may want to identify the major projects for which it would like to see regular written status reports. The fourth item on the suggested agenda is a discussion of how the Council's Visions and Major Projects relate to their needs as Councilmembers, and in particular to the staff assistance provided to Councilmembers. A separate memo is attached that outlines several alternatives regarding Council staff assistance. I-a Item: Meeting Date: I 1/24/91 As indicated in some of the attached background material provided for previous Council goal-setting discussion, there are some general "ground rules" that the literature suggests are useful for conducting goal-setting conferences. These include: Avoid getting bogged down in semantics/definitions of "goals and objectives". Focus on establishing consensus on priorities. Avoid trying to solve specific problems now. Focus on present and future, not the past. Accept some ambiguity in the goal-setting process and realize these efforts will be refined in future goal-setting discussions, either established for this purpose or as part of the budget review process. Attachments: Suggested agenda for Council goal-setting discussion Major Project List Memo regarding Council staff assistance Background information on previous Council goal-setting workshops JT A1l3 /-3 SUGGESTED AGENDA FOR COUNCIL GOAL-SETTING DISCUSSION ON 1/24/91 1. Introduction and Discussion of Desired Results of Meeting 2. Visions of the Desired Future Chula Vista Statements by each Councilmember of their Vision Unstructured Discussion of Common Elements in Vision Statements 3. Review of Major Project List prepared by Staff Staff will distribute compilation of Council's priorities (if Councilmembers have submitted their priorities to staff by 2 p.m. on 1/24/91) Is the Major Project List complete? Are there any Projects that should be deleted from list? Discussion of Projects with significant differences in Councilmembers' Prioritizations (if staff has been able to compile Counci lmembers I priorities prior to the meeting) For Which Projects does Council want Regular Status Reports? 4. Discussion of how Visions and Major Projects relate to Councilmembers' Needs and Council Staff Assistance JRT:mab agenda I-~ MAJOR PROJECT LIST The following categories were used to group the Major Projects: 0 Major eIP Projects 0 General Administration 0 Intergovernmental 0 Master Planning 0 Land Use 0 Fiscal 0 Economic Development 0 Redevelopment 0 Human Services/Housing 0 Policy Development 0 Potential Projects The projects are numbered sequentially but are not in any kind of priority order. /- 5 MAJOR CIP PROJECTS 1. Norman Park Center - Construction 2. Youth Community Center - Construction 3. Memorial Park - Phase I - Construction 4. Rohr Park - Construction 5. Fourth & Orange Park - Land Acquisition 6. Fifth Avenue Street Improvements from Orange to Oxford (in design) from Naples to Oxford (in design) from L to Naples (bid awarded) 7. Main Street Widening (from I to Industrial) 8. Broadway Widening from L to Naples from F to I from I to L 9. Otay Valley Road Widening (from I-80S to Corp. Boundary) 10. Otay Lakes Road - Rutgers to Apache 11. Otay Lakes Road/Telegraph Signal 12. Freeway Interchange Improvements Palomar/I-5 Otay Valley Rd./I-B05 Telegraph/I-80S I-~ 13. Freeway Interchange Studies H/I -805 Orange/I-80S Bonita/I-80S 14. Parking Lot - s.w. corner Church and Center 15. Thermo King Demolition 16. Street/Bridge Widening (Main/Industrial) 17. MTDB Right-of-Way Landscaping Project 18. Paint Pit Clean-up 19. Library Automation System 20. Police Computer Assisted Dispatch - Records Management 21. City Records Management System 22. HVAC System - Library 23. Marina View Park 24. Terra Nova Park 25. EastLake Park 26. Fire Training Tower/Station (RDR/EastLake/Sunbow) 27. Branch Library Fourth/Orange State Grant Planning for ERdR and EastLake 28. Civic Center Master Plan - Land Acquisition, Parking Lot 29. Animal Shelter Relocation 30. American Legion* 31. New Corporation Yard - Study 32. Civic Center Parking Structure - Study 33. Implement automated Geographic Information System *Possible low priority 1- 1- GENERAL ADMINISTRATION 34. Rohr liaison 35. Recycling 36. Reformatting Council agendas 37. Shortening Council meetings/routine items administratively 38. Tree Farm 39. Cab 1 e TV 40. Negotiations with employee associations (during 3-year MOU's)* 41. Council staffing 42. Street light acquisition 43. Disaster Preparedness 44. Civil Service rule update 45. Performance appraisal system 46. Military Reserve policy 47. Quality of Work Life labor-management cooperation program 48. Defibrillator 49. Neighborhood Watch *Possible low priority 1-3 INTERGOVERNMENTAL 50. Booking Fees (Property Tax Collection Charges) 51. Water Task Force 52. Storm Sewers - Water Quality regulations 53. Financing Regional Facilities (Regional DIF, etc.) 54. Blue Ribbon Regional Planning (Proposition C) 55. Otay Mesa Impacts on Chula Vista 56. Otay Valley Regional Park 57. Binational Airport 58. Air Quality Management Compliance with Regional Air Quality Plan Local Air Quality strategies to implement General Plan 59. Habitat/Species Conservation Plan 60. Clean Water Program 61. Boundaries - National City/CV* 62. Boundaries - San Diego/CV 63. SDG&E Merger 64. SDG&E Combined Cycle Plant* 65. Operation Budget Freedom 66. Regional Crime Lab 67. Regional DNA Lab 68. Nautical Activities Center - Port Review 69. Second Harbor Entrance* 70. South Bay Bike Route 71. San Diego Bay National Wildlife Refuge 72. Regional Growth Management Program 73. Sweetwater River Habitat Conservation Plan Implementation *Possible low priority I - CJ MASTER PLANNING 74. Chula Vista 21 75. City Role in Utility Systems 76. Interim SR-125 Facility 77. Sewer Master Plan 78. Light Rail Expansion 79. Parks Master Plan 80. Parks/Open Space west of I-80S 81. Traffic warrant system 82. Level of service measurement - traffic 83. Data Processing Master Plan 84. Cultural Arts Center - Initial planning LAND USE 85. Otay Ranch 86. Density Bonus Policy 87. Relocation of BKK 88. Growth Management 89. Community Design Element 90. Non-conforming Sign Abatement Program 91. Central Chula Vista Zoning Consistency Study 1-10 LAND USE (Continued) 92. Chula Vista Greenbelt Implementation 93. Un i vers ity 94. Update Zoning/Subdivision Ordinances 95. Major Developments (RdR, EastLake, Salt Creek, Sunbow, Rancho San Miguel) 96. SDGE/Underground 97. El Rancho del Rey Development Agreement 98. Fenton Master Plan 99. Lower Sweetwater River Special Study 100. Olympic Training Center 101. South Bayfront General Plan Amendment (SDGE property) 102. Standards for small lot subdivisions 103. Revisions to Public Hearing Notice Procedures 104. Montgomery Specific Plan Implementation (Special Studies) 105. Community Purpose Facilities Ordinance 106. Satellite Dish Abatement Program 107. Policy on Low Density (Estate) Housing I -1/ FISCAL 108. Value of development agreements 109. Host community fees 110. Monitor City fiscal position 111. Ways to improve fiscal position 112. Fiscal independence - State 113. Budget - economic contingency planning 114. Sewer rate/revenue study 115. PAD fee update 116. PAD fee/apartments 117. DIF Program 118. Revenue Enhancement (including reimbursements to General Fund and Fee updates) 119. Internal Efficiencies ECONOMIC DEVELOPMENT 120. Auto Park 121. Amphitheater 122. Fourth Major Chula Vista Shopping Center Department Store 123. Palomar Trolley Parcel - Pacific Scene J-/~ ECONOMIC DEVELOPMENT (Continued) 124. Acquisition (Ford/Chevy sites) 125. Relocation of Churches Fourth and Orange Palomar Trolley 126. Economic Development Plan Marketing 127. Town Centre Manager 128. Redevelopment - Existing Corporation Yard 129. City-owned Property - Bonita Road/Fire Station Site Terra Nova 130. Nelson/Sloan Property 131. UCCV 132. Second Peninsula REDEVELOPMENT 133. Rohr office building 134. Bayfront Planning 135. Scripps 136. Southwest Redevelopment Project Area 137. Town Centre I - Third Avenue redevelopment - Town Centre Plan Update 138. Neighborhood Revitalization Program 139. Third/H Street City property redevelopment 140. Expanded parking - Bayfront Trolley Station /-/3 HUMAN SERVICES/HOUSING 141. Child care facilities 142. After school programs add Rec Leaders 143. Community Housing Improvement Programs 144. Neighborhood clean-up/Code enforcement 145. Housing element revision 146. Mobilehome Issues Committee arbitration proceedings 147. Mobilehome Relocation Park 148. Housing Authority I-ILl POLICY DEVELOPMENT 149. 57 points - environmental agenda for the 90's** 150. Use of low/moderate income housing funds 151. Affordable housing requirements 152. Community planning groups 153. City architect position* 154. Threshold standards monitor/GMOC 155. Representation and recruitment/Boards and Commissions 156. Community Council meetings 157. Infrastructure revitalization - western Chula Vista 158. Toll road 125 159. Water conservation 160. Water reclamation 161. Reverse osmosis/desalinization 162. Bicycle paths- location POTENTIAL PROJECTS 163. Automated Permit Tracking System 164. Farmer's Market 165. Heritage Park* 166. Annual community event - "Pride Fair" 167. Art Gallery 168. Museum *Possible low priority **Not yet formally referred to staff. /-/5 January 18, 1991 TO: The Honorable Mayor and City Council FROM: John D. Goss, City Manager SUBJECT: City Council Staffing At the City Council meeting of Thursday, January 24, 1991, you will be discussing goals and objectives for the City in the coming year in an effort to determine if there are any changes of priorities, projects to be added or dropped, etc. It was also indicated that there was desire to discuss at this meeting the needs of the City Council regarding staff support. By way of a separate memo, you will receive a list of current major projects for Council review, deliberation and feedback as to the relative importance and priority of these projects. The purpose of this memo is to discuss the support staffing needs of the City Council. The City Council authorized in 1986-87 a Senior Management Assistant position in the City Manager1s Office to provide, in addition to clerical assistance1, full-time staff support for the Mayor and members of the City Council. The reason for this position was that the workload in the Mayor/Council Office had increased because of the establishment of a full-time Mayor1s position in 1982, the increased size of the City as a result of the Montgomery annexation in late 1985, a number of pending complex development proposals, and more of an emphasis on intergovernmental relations on the part of Chula Vista. Since the creation of the Senior Management Assistant position, Chula Vista's population has increased from 123,667 to 134,000, and the level of activity of the City has increased with a number of new major projects being added to the old ones. It is difficult for staff to project what the support needs of the individual members of the City Councilor the City Council collectively might be without some input from the Council on these needs. The purpose of this report is to basically provide some staffing options that would be available to the City Council if there is a desire to increase the current staffing level. In determining what your support needs may be, it may hinge on how you might answer the following questions (and possibly some other questions as well.) lIn addition to the Mayor-Council secretary, a 1/2 position was added mid-year 1984-85, and that position was made full-time in 1989-90. I-/~ -2- 1. How active have you and will you be as a City Councilmember? Also, what role does a Councilmember now fulfill politically. Historically, it appears that the role of a Councilmember in Chula Vista has been to interact with citizens, either face-to-face, by telephone, or by letter, attend community meetings, review staff reports, make policy decisions at City Council and Redevelopment Agency meetings and give policy direction for the growth and operation of the City. In a few other cities, however, Councilmembers are becoming more politically active. In a few cities our size, for example, Councilmembers have either a part-time or full-time aide to help further political initiatives of that Councilmember, review staff reports and either underline pertinent parts or prepare summaries, and interact with the staff or public on behalf of the Councilmembers. These two descriptions of the traditional method in which City Councilmembers have proceeded in Chula Vista and the method utilized in some other communities, are not designed to be complete or comprehensive but only to give a couple of illustrative scenarios that might help you assess your answer to the question as to how active the Council job is now, and what political style might be utilized in performing the City Councilmember role. 2. Also, is the existing level of support of Senior Management Assistant and two clerical staff sufficient and, if it is not, whether or not existing staff should be further utilized to provide further support to the Council or whether or not additional collective or individual support for Councilmembers is necessary. BACKGROUND In order to provide a range of options and to gain a better understanding of what the practice is in other communities, I attended a session at the Annual League of California Cities Conference in October 1990 entitled, "Large City Session: Elected Officials Staff Forum." The purpose of attending this meeting was to learn what some other cities might do by way of having staff supporting elected officials. The largest city represented was the City of Los Angeles, specifically Councilmember Joy Picus, who is elected by district. It was indicated that she has 12-14 staff people plus 2 clerical individuals to basically handle the functions of constituent relations and policy analysis. The City of San Jose (765,207), which was the largest Council-Manager city represented in the session, has 2 contract employees per Councilmember. The next largest was the City of Santa Ana (287,983), which has 2 staff people for their 7 member Council. One apparently handles constituent relations, while the other does research on policy development. These employees are part of the City Manager's Office that provide support to the Mayor and Council. Finally, the City of Hayward (population 106,000) has one full-time person that works with the City Manager supporting the Mayor and the Council Office. That person is responsible for constituent relations, policy analysis, research, employee newsletter, and administering the cable t.V. and garbage franchises. I-IT -3- In terms of comparable practice throughout the State, it is very clear that very large cities, such as San Diego, Los Angeles, San Francisco, San Jose, and Long Beach, have 1 or more staff people to support each Councilmember. For medium size cities in Chula Vista's population range (75,000-150,000 population), of which there are approximately 50, most cities do not have individual Council aides, although there are exceptions to this, including the cities of Berkeley, Santa Monica, Irvine, West Hollywood and Oceanside. Locally, in comparing the third and fourth largest cities in San Diego County, namely Oceanside and Escondido, one finds two different approaches toward providing staff assistance to Council. In Escondido, there was a proposal to add staff aides to support individual Councilmembers. But, apparently because of adverse public criticism, the City Council backed away from that position and receives support from staff in the City Manager's Office on projects in which the Council has interest, such as recycling and construction of an arts center. In Oceanside, on the other hand, approximately three years ago the City Council established a full-time aide for each member of the City Council. Their responsibilities included arranging for celebrations and special events, attending meetings for City Councilmembers, and generally handling constituent relations. These aides are supervised by the City Manager's Office. It is difficult to judge the level of activity of each City, or the effectiveness of the two City Councils, but both cities seem to be very active, there is a general perception, although maybe not an accurate one, that the Oceanside City Council is a little more politically oriented than Escondido. OPTIONS In terms of options for the Council, there are probably an infinite number of combinations that would be possible depending on the Council's perceived need for additional support. It should be made clear that the City Manager and his staff stands ready to work with any configuration of support Council desires. It is clear in the Council-Manager form of government that the City Manager and his staff (and this also applies to the City Attorney and the City Clerk) are available to provide needed support to the Mayor and the City Council. This is our job and our responsibility which we stand ready to perform. The question is what form that support is going to take. There appear to be at least four options that could be suggested. These are as follows: 1. Maintain the status quo, which is one Senior Management Assistant plus two clerical staff.2 The disadvantage to this option is that if your current needs for Council support are not being met, then you cannot adequately fulfill your role as a Councilmember. LA refinement to this would be to better use the existing resources of staff in Administration and other support services. Option #2 is one, but only one form that this could take. /-/8 -4- 2. Another option would be to maintain the existing staff in the Mayor/Council Offices and then assign a currently employed Management Assistant elsewhere in the City to each Councilmember to provide support to them in terms of constituent relations and research for policy and issues. Currently, the City has Management Assistants in Administration (3), and one each in Police, Public Works, and Parks & Recreation. Each person would continue to do their current job, but four of this number would be a direct contact person for each Councilmember in addition to these regular duties, to provide staff support as needed. This would obviously have to be coordinated through a Deputy City Manager to provide continuity and coordination. The advantage of this alternative is that there would be no increase in payroll and each Councilmember would have an individual staff person to assist them on a part-time basis on constituent relations and policy development. The disadvantages to this option are that the individual staff people are spread throughout the Civic Center complex, may not be immediately accessible to the Councilmember, and it may hurt their current work effort. If this option is pursued, it probably should be pursued on a trial basis to determine if the disadvantages just cited would really be problems. It may be that each of those disadvantages could be mitigated depending on the individual involved and the needs of the individual Counc ilmember. 3. Another option would be to add a second full-time professional staff position to provide support to the City Council. It appears that the basic duties of support staff for most Councils in other cities involves constituent relations, including response to complaints, phone calls, preparation of letters, resolutions and proclamations; assisting with special community events; performing research; and assisting a Councilmember in developing policy initiatives. This would basically parallel the support structure provided by the City of Santa Ana where one staff person is responsible for constituent relations and the second staff person is responsible for research and policy development. The advantage of this proposal is that it not only would increase the amount of Council support and alleviate Council workload, but would also provide a better focus on the basic functions of Council support staff than is currently the case and probably would provide a better division of responsibility between constituent relations and policy development functions. It probably would provide for better coordination of responses to constituent letters and would be less expensive than the next alternative. The disadvantage, however, is that it is more expensive than the first two alternatives and each Councilmember would not have their own person to support their work as a Counci lmember , and therefore may not meet Councilmembers' individual needs for support. J -/1 -5- 4. The next option would be to add the equivalent of two more full time staff to support the Council work effort. This could be in the form of a half-time person to support each member of the Council (the Senior Management Assistant would still support the Mayor), or there could be two full time positions that would support the remaining four members of the Council. The advantage to this option is that each Councilmember could have their own person to help support their work effort and to be able to individualize the response to constituent relations and policy development initiatives compared to the current level of support. The disadvantages are that this option would be more costly than the other options (at least Options #1 and 2) and, depending upon the level and number of staff and the overall guidelines provided such staff, there could be, as has been the experience of other cities, some coordination and communication issues that would need to be resolved. There are obviously other options such as some combination of the above options, using the equivalent resources of a Senior Management Assistant position for presumably five part-time contractual employees, providing a full-time staff person for each Councilmember or providing a part-time person to each Councilmember at their option. But regardless of the option selection, the City Manager stands ready to provide support for Council as needed, with the real issue being what form should the support take. JDG:mab goalset I-~O BACKGROUND INFORMATION ON PREVIOUS COUNCIL GOAL-SETTING WORKSHOPS Summary of 10-12-87 Council Goals Session facilitated by Bill Daniels in the context of the General Plan Update Minutes of 4-27-85 Council Goal-Setting Workshop facilitated by Dick Lyles (Strategic Planning Model) Minutes of 1-12-85 Council Goal-Setting Workshop and discussion of City Reserves Memo from City Manager dated 1-4-85 listing 30 Goals expressed by Councilmembers before, during, or after 12-1-84 Council Conference on goals Minutes of 12-1-84 Council Goal-Setting Conference m the context of preparing for the next year's budget Memo from City Manager dated 11-29-84 summanzmg background information for the 12-1-84 Goal-Setting Conference J-~/ 30 CJleJonia, S.lllS.lliw, Cl!ittH'l1ia l)+l)()~. SOlln:email Slr--. -::l' +I~ 331 2.2.87 t I ~,) .~J " ,) f) ~ ":;"'It . ," ca- ....i);;~ , - ::/;;;)< 'It)':) American Consulting &Training CITY OF CHULA VISTA COUNCIL GOALS SESSION October 28, 1987 Bill Daniels Facilitator Notes: After interviewing the members of the Council, it appeared that the purpose of this meeting would be to give the Council Members a chance to discuss their ideas about the future of Chula Vista in an informal and uninterrupted environment. The work being done to update the city's General Plan, especially the recent presentation of three scenarios for the future, had made them conscious of the fact that they had not had a chance to think together about the issues. They wanted the planning staff and consultants to have a chance to listen in on the discussion, and they wanted to give them a chance at the end to indicate what they had heard the Council Members say. To provide a framework for such a meeting, the facilitator created a "Menu" of concerns from which the Council Members were asked to choose the elements that made up their "vision It of Chula Vista around the turn of the century. This vision was to be an expression of preferences with some attentipn to the constraints of reality as they currently know them. The Council Members fIrst made their choices from the "menu" alone; then these choices were shared (sometimes displayed on a flip chart) and discussed for clarifIcation and elaboration. The emphasis of the meeting was on understanding and comparing each other's positions rather than attempting to reach agreement or resolution. The following notes were made during the discussion either on the flip chart or in the facilitator's notebook. In addition to these notes, a tape recording of the discussion was made. /-~iJ. Basic Options Prioritized Council Members were asked to express a sense of priority for the future of Chula Vista by spreading 100 points among the following Basic Options: COUNCIL MEMBERS Greg Gayle Dave Tim Len Parks/Open Space 10 20 15 17 15 Recreationffourism 15 5 12 12 15 Retail Business 13 10 10 14 15 Industrial Development 12 5 10 14 10 Education CenterlU niversity 10 10 15 12 10 Residential 25 30 10 22 20 Auto Transportation/Streets 10 10 15 1 15 Alternative Transportation 5 10 13 8 0 Character Change How much will the character of Chula Vista change--stay the same (S), more of the same (MOS), moderate (M), significantly (S)? Greg Gayle Dave Tim Len M M MOS M M Size How much will Chula Vista Change in size--same, a little larger, a lot larger? (All said a little larger) Rate of Change At what rate will Chula Vista Change--slow (S), moderate (M), fast (F)? Greg Gayle Dave Tim Len M M M S M Aesthetic Image Name another city or a part of another city that represents the aesthetic image you would like for Chula Vista: Dave: Monterey 2nd street, Scripps Ranch ~~ 5th street Diversity--wide open recreations areas, old Seattle with balance Monterey/Santa Barbara--a university town Tim: ~: G . Gaye /- J3 Priorities within the Basic Options Looking within the Basic Options, Council Members were asked to spread 100 points among the following options to show their sense of priority: COUNCIL MEMBERS Greg Gayle Dave Tim Len Parks/Open Space S mall Parks 30 10 20 33 50 Large Parks 50 30 50 32 30 Open Space 20 60 30 35 20 Recrea tion/Tou rism Large Marina 25 10 25 20 25 Hotels/Convention Center 25 20 20 21 30 Arts Center 20 35 25 15 5 Museum 10 10 5 12 10 Ball Fields 20 25 25 20 30 Botanical Garden 12 Retail Business There was agreement that there would be emphasis on a Regional Shopping center with preservation of the down town area and some other smaller shopping areas. Industrial Development There was a preference for light industry and professional office space centered in campus-like industrial parks. Education Center/University There was common interest in bringing a university into the eastern area if possible. Residential There was an expectation that low density residential areas would be the major thrust of the future with careful design control on higher density housing to assure that it is attractive. Mobile homes were expected as part of the future, but not much attention was given to puolic housing. Auto Trans po rta tion/S t reets Greg Gayle Dave Tim Len Freeways 25 15 30 20 50 Expressways 5 0 20 0 0 Boulevards 50 40 20 20 20 Streets 20 45 30 60 30 Alternative Transportation The expectation is that there will be taxi and limousine (van-type) services along with buses. Some interest was shown in promoting more light rail. I-~ L/ Summary: The Members of the Council saw themselves neither resisting nor encouraging the "tide" of change that is moving toward Chula Vista. They want to accept and manage that change. They do not want to be simply reactive to the leadership taken by the City or Co~nty of San Diego. They intend to be on the initiative to affect the development of this regIOn. Next Steps: The Council would like to review the scenarios from the General Plan Update again taking these preferences into consideration. Some specific information from the planners concerning the feasibility of these preferences will be needed. When these discussions have been held, perhaps the Council will meet again to formulate more specific goal statements. J-~5 I),;,) - r ...+: , ,f" " ::' 11 .... " 1/ v I [,) (!r '/ -;I", ~council Conference - 2 - April 27, 1985 2. , UNANIMO~ CONSENT ITEM RESOLUTION, 12007 APPROVING LEASE AGREEMENTtI H AMERICAN GOLF FOR TH INTERIM MAINTENANCE AND OPERAT N OF THE RESTAURANT AND BAR PREM}SES PRESENTLY KNm'lN AS JIMMY'S ON THE GREEN (Ci ty Attorney) , ;0. ~ ' 'iaedcan Golf Corpor~'tion, Manager of the Chu](a Vista Municipal .?Golf Course ~av~ agr'e~d to take over the. operation of the ;"Jestaurant beginning May,l, 1985. The term o,{ the lease is for a ireriod of 90 days sub ject\ to the actual vas.a tion of the pr emises '. Jimmy's. After the 90 d,ay period, the t'erm will be a month to nth tenancy which can be" terminated by either party with a 30 y notice. City Manager Asmus stated the rent for the leased remises will be 7% of the g~oss sales~ The agreement was .viewed by the Amer ican Golf Cot:: po _: ation r s attorneys who came 'rough with "boiler plate" revision{3 which were incorporated into e agreement. Staff expects Am~rican Golf to execute the reement on Monday, April 29, 1985. suggested the Council continue this meeting to Tuesday, in case there is a need to. meet on any question to the takeover. to Councilman Scott's question, Mr\;;, Asmus stated there " some talk about American Golf be.~ng interested in ^rmanently taking over the restaurant. They be~?me interested in found out the vacant property to the west was BY MAYOR COX, the reading of b~e text was consent, passed and approved unanimo~sly. expressed Council's appreciation work he operation. to did Assist>ant regard'ing City the '* GOALS-SETTING WORKSHOP rector of Management Services Jim Thomson introduced Dick Lyles, ilitator for the meeting. Mr. Thomson read the background of ,~ Lyles (Consultant Field) add ing he was high ly recommended by 'Regional Training Center. Lyles stated he wished to develop a process where there would a .commonness" of Council's views of the City for the benchmark r of 2000. I-~t, :._:lcil Conference - 3 - April 27, 1985 Lyles commented Council should look at the broader scope .,.3ues inasmuch as politicians, as a rule, fail to look at the _ :er face between themsel ves and the people who wi 11 car ry out ~'."ir demands. Mr. Lyles explained the session will involve ::}instorming; what the Council forsees as the future environment :: :he City for the 21st Century; what are the factors which must :-: deal t wi th in this communi ty; are these likely to emerge and ';.1 'dill they affect the City? ':. Lyles commented that change was a "hot" topic in the 50' sand : J I sand everyth i ng broke loose in the 70' s wi th Proposi t ion 13. ~.e economic structure of the world changed, recession came into :eing and a totally different environment is being experienced :~an in the '50's, '60's and '70's. What Council will be :lscussing will be the changes which will take place now in Chula ;ista to the 21st Century, particular ly as they impact the future :f the City. Hhat is hoped to be obtained during this meeting is .~at the key factors will be to the 21st Century, what will be the :evel of impact, what will be likely to be achieved in that :ime- frame and what the Counci 1 feels they would 1 i ke to have :pproved for that time-frame. ';sing flip-charts, Mr. Lyles asked the Council to state what they ror see to occur between now and the year 2,000 in the City of :hula Vista - factors which are significant and affect the way the :ity operates. In this respect, they should take a look at County environments, community issues, economic dynamics, transitions in ~he level of government, proximity to the border and the internal dynamics of the City. Mr. Lyles asked the Council to rate whether ~hese were high, medium or low. (The attached sheets depict the potential environments which will affect the City by the year 2000. On the left, the Council's rating of the probability of the eVen t occur ring and on the r igh t the rating as it may impact on the City, if, in fact, the event occurs). The second phase of the meeting centered on items to "build, improve and maintain". Following this, Council listed the items which they hoped would be achieved (to the year 2000). Mr. Lyles, then asked for a list of those items which Council felt should be avoided. At the conclusion of the meeting, Mr. Lyles suggested staff have these i terns typed and distr ibuted to Council for review and to make any changes to the 1 i st s. At a subsequent meet ing, Counc i 1 should finalize the items, translate them into definitive goals and formulate strategies, timing and implementation. 4 I -J ':f .... Probability of Event Occurring* H H H H M H M H H H H H H M H H M E M H If ! I. PO'mITfAL ENVIRONMENTAL FACTORS AFFECTING mE CITY BY 2000 Factor Impact on City* (If Event Occurs) Bayfront Substantially revel oped by 90' s H Visitor Orientation in Place on Bayfront H Less Outside Funding M Improved Tax Base M Greater Diversity In Housing 1>1 Limited Water Dilemma H Sewer Capacity Dilemma H More Diverse Economic Base-Increased Hlgh Tech. H Deep Water Berth L Importance of Interface Between San Diego and Mexico H Population at 174,623 H Expanded City Boundaries H More Competition for Tax Dollars with Other H Agencies/Entities More Restrictions Caused by Court Decisions and H Legislation Population-Younger and Higher Income M Hare Cultural/Social Support Within the City H (Self -Sufficiency) (Independent frOla other cities) Higher Number of Hinorities M Stronger Image/Identity H Stronger Pegional Poli tical Clout H More (ompeti tion to Influence Regional Policy H SANDAG More Powerful/InfJuential H / -~g I !---r ~ f' POTENTIAL ENVIRONMENTAL FACTORS AFFECTING mE CITY BY 2000 (Continued) Probabil ity of Event Occurring* M H H H H H H H M/L H * H = IIi gh M = Medium L = Low goals Factor Poli tical Unrest in Mexico Traffic Congestion Bnergence of Self-Contained Sub Communities Increased Role/Funding of Social Services (Pressure Toward) Restructuring of Social Services Throughout County Implementation of High Tech. to Provide Better Services Better ~lanagement Practices/Improved Producti vi ty of City Staff City ~bre Water/Bay Oriented Second Entrance to Harbor Inland Expansion 1-.)1 Impact on City* (If Event Occurs) H H H H H M M H H H " ; II. ITEMS TO BUILD/IMPROVE!MAINTAIN 1. Quality of Life -Parks-Open Space -Aesthetics (Architectural Appearance) -Small Town Feeling -Uncongested -Bus System -Cultural Aspects -Service Levels -Safe Environment -Neighborhood Identities 2. Community Communications 3. Improve Image 4. Innovative Leadership (Political and Managerial) 5. Sound Financial ~1anagement/Base 6. Infrastructure 7. Reevaluation of Service Levels/Balance 8. Stronger Regional Leadership Role 9. Political Stability I I J . ITB1S TO ACHIEVE (NEW AND DIFFERENT) 1. New Harbor Fntrance 2. Expanded Regional Shopping Center 3. Eastern North/South Freeway 4. Master Plan for Enhancing Cultural Opportunities in City S. (Second) Regional Park 6. Second Peninsula at "J" Street 7. Recognition as Educational resource for Conserving Wetlands Environment 8. Botanical Gardens(?) 1-30 .' ~ IV. ITEMS TO AVOID 1. Traffic Congestion 2. Environmental Degradation 3. Social Conflict 4. Preferential Treatment to Subsets of Population/Community S. Political Infighting 6. Losing Local Control 7. Community Conflict J -3/ L " ~', MINUTES OF A CITY COUNCIL CONFERENCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA :dturday, January 12, 1985 1:30 a.m. Council Conference Room City Hall ~~L CALL Councilmembers present: Mayor Cox, Councilmembers Malcolm, McCandliss, Scott, Moore Staff present: City Manager Goss, City Attorney Harron, Assistant City Manager Asmus ADOPTING INTERIM ORDINANCE PROVIDING ~ MORATORIUM ON THE CONSTRUCTION OR INSTAL~~I~~~SATELLITE DISH ANTENNAS FOR 90 DAYS - FIRST R~G AND ADOPTION ~ :ity Attorney Harron explaine9, the Council's~rn with the installation at 'iari ous sites throughout theCi~ of dJs-tr' antennae. The concern is their Jnsightly appearance and the. deleterjJHts..effect o.n appearance of the community dnd property val ues. Council a~d that an ordl nance be prepared. Attorney "iarron stated the proposed/~ nance woul d impose a 90-day moratori urn whil e the permanent ordi nance//kDei ng prepared. .// 1. 01ml~NCE 2099 \~SUC (Malcolm/~ore) to place the ordinance on first reading and adoption, the readi ng g.f>the text was waived by unanimous consent, passed and approved unanijJlO11$ly. 2. GOALS AND OBJECTIVES Mayor Cox explained this meeting is a continuation of the one held on December 1 at whi ch the Council proposed vari ous goal s and objectives. A 1 i st of 30 goals has now been presented to the Council. Mayor Cox suggested the Council look over the goals, see if there are any further ones to add and then have staff tabulate the priorities. "1ember Malcolm stated he woul d 1 ike to see more emphasi s on school programs put into the goals, specifically having Parkway Gym open on holidays. Councilman Scott commented that the goals session should be one of a brainstorming session noting the last session was really a "pre-budget session" and he wondered whether all the department heads should be here today. The sessi on shoul d be more phil osophi cal than structured. Referri ng to the goals list, Councilman Scott remarked it was more of a shopping list both for the department heads and politicians. Councilwoman r>t1cCandliss stated she would first like to discuss the reserves, determine what the City's reserves are and then discuss the goals list. She agreed a more generalized session should be held. Councilman Moore suggested the Council first determine a list of top priorities and then discuss the reserves. He mentioned ten goals which he felt should be top priority such as neighborhood watch, drainage, sewerage - goals which are of benefit to the community and qual ity of 1 ife. J-3~ I v' ! f / '...... :JLJnci 1 Conference - 2 - January 12, 1985 :irector of Finance Christopher referred to his memos dated January 8 and "Jvember 29 in \'1hi ch he di scussed the Ci ty' s reserve funds. An i nfonnal ,Jrvey of the ci ti es in the County was made concerni ng thei r reserves. No :1ty had a set fonnula for establishing a said amount. The ranges were from ~~ to 69%. On July 1, 1985, the City's Operating Fund reserves will be $7.3 1;11ion and the All Fund balances will be $12.4 million. Council discussion ;ollowed regarding the reduction in the balances from the previous year; '1terest incomes added to the General Fund; whether the reserve fund should be .sed for capital improvements or operational needs; estimates of the various ~lxes such as sales tax, property, transit, lodging tax coming into the City; Jedevelopment money loans; the fact revenues do not nonnally keep up with ~xpenditures; the need to retain a certain amount of revenues for short tenn ';scal emergencies. ~ity !~anager Goss commented on the Presidential election and tax refonn "1easure s. He decl ared Federal reducti ons coul d impact the City's revenues such as tenni nati on of UDAG grants, revenue shari ng and block grants. In lpproachi ng the reserves, the Ci ty Manager stated that it shoul d: 1) protect lJainst adverse changes in the economy, 2) for the Council to keep in mind the :apita 1 improvement programs, 3) take steps to make the Ci ty' s operati on more efficient; 4) pump priming - advancing loans in order to get projects started. , ~i.\ "'I " I'! ~; I ,I,,' \ ! ' :n answer to Councilman Scott's question, Assistant City Manager Asmus stated there has not been too much of a slow down in the street improvements and chip seal programs. City Engineer Lippitt explained that Federal Aid Urban Program (FAU) funds were used to improve Fourth Avenue. The City is now accumulating :lore F AU funds in order to do portions of Broadway, II L", and Moss Streets. Souncil man Scott cauti oned about on-goi ng costs of projects such as hi ri ng additional people and programs that need funding every year. Councilman Moore noted the risk management reports do not pick up administrative costs - only liability claims. Council discussion followed regarding Oceanside's allocation of nearly $1 million per year. Councilman Scott stated Chula Vista was penalized by the Fe dera 1 government because it had substanti a 1 reserves for II a rainy day" and there should be some attempt to get this legislation changed (allocation fonnula). i 11\ ;:.. ~'""l i ~ 1 :, r '1. City r~anager Goss proposed staff, at the budget session, bring back some recommendati ons whi ch woul d be over and beyond the nonnal budget process. Staff will presently evaluate all projects such as sewers, drainage, 1 He savi ng equi pment, staff programs that woul d be cos t-effecti ve and projects that would become more effective as to priorities. f~ayor Cox suggested Council come up wi th some gui del i nes for staff to work with and perhaps set a figure amount as a goal for maintaining a set reserve. Mayor Cox suggested the amount of 25%. Councilman Scott recommended a doll ar amount be set such as $1 to $1-1/2 mill i on. Councilwoman McCandl i ss decl ared there woul d be no be assurance on the part of the Counci 1 they woul d spend L /-33 ~ i I council Conference - 3 - January 12, 1985 that amount for proj ects submi tted by staff. The money spent shoul d be something that Council feels would be critical to spend now and not something that would be budgeted in the next few years anyway. Councilman Malcolm remarked the City.s reserves are overly conservative. Councilman Scott stated his preference \>/ould be computerization of all traffic signals in the City. Councilman Moore stated he had 10 projects: 1) to improve the risk management program, 2) deep pocket legislation, 3) community appearance, 4) neighborhood watch, 5) traffic study, Broadway to "L" Street, 6) Chula Vista Shopping Center, 7) light standards, 8) drainage, 9) sewerage, 10) economic development program. All of these projects would improve the quality of life in the City of Chula Vista. Councilwoman McCandliss said she is willing to go into the reserves but not to the tune of $2 mi 11 i on. Councilman Scott expl ai ned the expenditures would have to be extraordinary projects, ones that would benefit the enti re Ci ty in order to cause the Counci 1 to depl ete the reserves. He added some of the projects 1 i sted by Council man t~oore are too important to defer and some should be done now. Councilman Malcolm asked to start the budget sessions earlier this year to allow Council more time to consider departmental requests. City Manager Goss said he will send the Council the budget schedule. '~SUC (Scott/~~oore) for staff to prepare extraordi nary i terns that are ei ther cost-effective projects or are capital improvement programs in addition to the regular budget - present this to this City Council up to $1 to $1-1/2 million and not to go below 25% of the reserves. Thi s report to be presented to the City Council at the budget session only for review. Councilman Malcolm commented he does not feel there is adequate staff to oversee the enti re Bayfront plan. He woul d 1 i ke to see an addit i ona 1 person added to Communi ty Development Department to monitor the Envi ronmental Impact Report (EIR), review programs with the Fish and Game and Fish and Wildlife organi zati ons and to coordi nate all the pl ans. Councilman Scott suggested hiring a contract person. Councilwoman McCandliss agreed to the need for an additional person, but suggested having a staff person familiar with the Bayfront plan work on that and the other person fill in the gaps in the office. Director of Community Development Desrochers stated it would be difficult to hire someone new to work on the Bayfront plan. He would prefer assi gni ng it to a staff person knowl edgabl e about the pl an and have the new person take over some other jobs in the office. MSUC (Scott/Malcolm) to refer this to staff for a report at the next Redevelopment Agency meeting for action. Mayor Cox noted items he would like to see in the goals list: re-entry at "E" Street, a study of the various types of sidewalks installed in the City and a legislative program. A recess was called at 10:22 a.m. and the meeting reconvened at 10:40 a.m. Councilwoman McCandliss recommended having another meeting whereby the City Council could discuss quality of life and what they envision for the City in the next 30 years. ~ J - 31 I L :ounci 1 Conference - 4 - January 12, 1985 :ouncilwoman McCandliss suggested bringing in a facilitator - make it optional for staff to attend and schedule it as soon as possible - prior to budget sessions. '~SUC (McCand1iss/Cox) to hold a special meeting and invite a facilitator to discuss setting a City blueprint for the next 20-30 years. (Councilman Scott was absent during this vote.) MSUC (Cox/McCandliss) to direct the City Manager to communicate with staff and have them come forth wi th some recommendati ons wi th regard to a 1 egi sl ati ve program which the City of Chula Vista would want to pursue this calendar year. (Councilman Scott was absent during this vote.) ~1SUC (Cox/Scott) to have each member of the Ci ty Counci lover the next two weeks come up wi th a 1 i st of i terns that they vlOul d 1 i ke to see at 1 east considered in regard to the regular capital improvement projects budget or the potenti al usage of current City I S reserves - projects that they woul d want to see pursued and put a cost value on it. This to be referred to the City ~anager to compile a list the Council can consider at a later date. 3. SW~TWATER VALLEY TRAFFIC STUDY .......", Councilman StQtt stated he had a potential conflict of interest and left the tab 1 eat thi s t"I1l~. Traffic Engineer Gl~ss explained the Sweetater Valley Civic. Association requested a moratoriultt in the Sweetwater Valley until such t-i1'iie as a long range traffic study i sdone for Bonita Road. The Counctl concurred in concept. r~r. Glass stated the study is an excellent idea; however, he would 1 ike to expand it further tot,ake in the foll owi ng boundari es: on the west, the boundary west of Flower Stree-.t; on the east, the !,>oundary to i ncl ude Route 25; on the south, the hill s on the south si de of BQRi'ta Road; on the north, to include Route 54. There are three different need~ proposed for the study: 1) the long range aspect, 2) the immedi ate needs for some engi neeri n9 work to be done for the improvements essenti ally i ",the Bonita Road/! -805 interchange area, and 3) advance planning stage. The long range study will be a complicated one because it involves three jurisdictions. As to the cost, Mr. Gl ass stated hi s IIguesstimatell was $50,000. CouYlcilman Moore declared the biggest problem was Plaza ,Bonita and the traffic study should entail hO\'i the traffic has shifted off Pla.za Bonita Road. He declared National City sJlould be using National City road-& for that City's projects and they sho~ld be a contri butor to the study. Ctlu1 a Vi sta shoul d start a joint effort with the Cities of National City, San Die~ Chula Vista and CalTrans. ~. t~r. Gl ass r~rted 35,000 cars travel on P1 aza Bonita Road daily. Co'iincilman Mal co1 m i ndi cated that developers such as EastLake and Gersten shoul d d~!~ some of the money for the study since their proposed constructions wo~ entail usi ng 130nita Road. He added there may be need to start fOnTIi ng some /-35 January 4, 1985 FROM: SUBJECT: The Honorable Mayor and City Council John D. Goss, City Manager~ U Ranking of Councilmember Goals TO: A listing is attached of the 30 goals that have been expressed by Councilmembers before, during, or after the December 1, 1984 Council Conference on goals. The next goals workshop is scheduled for January 12, 1985, and one of its intended purposes is to formulate a listing' of the City Council IS top priority goals. To facilitate the development of that list of the top priority goals, please review the attached compilation of 30 goals that have been suggested by individual Councilmembers. After reviewing the list, please select the 10 goals that you consider to have the highest priority. If each of you will provide me with a listing of your 10 top goals by January 10, staff will compile your individual responses into a prioritized summary listing to help focus the discussion at the January 12 workshop. Since each of the 30 goals on the attached list is numbered, please simply provide my office with a list of the 10 numbers that correspond with your 10 highest priority goals among those on the attached list. JDG:JRT:lm Attachment 1-3~ -==- GOALS OF COU~ICILMEMBERS 1. f.\aintain quality of life that people who live here currently enjoy. 2. Establish more comprehensive economic development program. 3. Place more emphasis on and apply mo~e resources to completing the Bayfront plan and plan approvals. 4. Place more emphasis on getting moving on the Chula Vista shopping center. 5. Increased emphasis on developing the v1ans for Otay Valley Redevelopment Oi stri ct. 6. Increased emphasis on getting a more favorable recommendation from the Corps on the proposed second entrance to San Diego Bay. Improve community's appearance (3 mentions): 7. Improve Ci ty entrances. 8. Enforce illegal signs. 9. Trolley line landscaping 10. Improve public relations at City's public counters. 11. Ensure prompt review and processing of land development proposals. 12. Expanded Neighborhood Watch Program. 13. Expanded Risk Management Program. Increased emphasis on Capital Improvement Program (2 mentions): ) 14. Drainage improvements. 15. Sewer System improvements. 16. Traffic Signals (especially Otay Lakes and Telegraph Canyon). 17. Reducing hazards on Otay Lakes Road (corrections by City, repaid by developer 18. Relocation of Publ ic Works Yard and use of present location. 19. Review Street Lighting Policy. 20. Traffic Study for Bonita/Sweetwater. 21. Address the issue of appropriate City reserves. 22. Broaden City Council workshops to include more time for informal discussion and analysis of broad community issues. 23. Mount a greater effort in removing local government as the "deep pocket" in liability claims. 24. Place a greater emphasis on youth recreation programs. 25. Work harder to develop privately-provided recreational opportunities to the community. 26. Promote a balanced community, with balanced housing. 27. Protect and enhance the Library's book collection. 28. De-emphasize entertainment videos in the Library. 29. Work to control the cost of health insurance. 30. Pro~ote policies to provide a safe working environment for City employees. ~ 1-3~ .,.- I l Saturday, December 1, 1984 8:30 a.m. -' / '-.~- f - MINUTES OF AN ADJOURNED REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA Council Conference Room City Hall ROLL CALL Councilmembers present: Mayor Cox, Counci lmembers McCandliss, Scott, Moore Ma 1 co 1 m , Councilmembers absent: None Staff present: City Manager Goss, Assistant City Manager Asmu s ~~ayor Cox opened the meeti ng announci ng it was call ed to di scuss goal s, objectives and the surplus reserve. City :'1anager Goss submitted a suggested agenda for the meeti ng stati ng the mai n purpose thi s morni n9 was to get the Ci ty Counci l' s input into the goal-setting program. Councilman r~alcolm stated he received his packet on Friday evening and did not have time to review it thoroughly. It was quite a large amount of information to absorb in one evening. Councilwoman McCandliss indicated she fel t thi s was goi ng to be a retreat type meeti ng whereby the Council would be discussing goals and objectives along with the evaluations of the City t~anager, City Attorney and City Clerk. Counci lman Scott agreed and stated it vias too much i nformati on for the Council to absorb in just one or two days in any meaningful way; however, the Council could begin discussions in a general way. One of the information items he would like to have is what the other cities in the County are doing in setting their goals. City Manager Goss explained that goal-setting is a part of the budget process. He submitted a plat sho\'/ing a diagram of how goals and values are set and its flow through objecti ves, v/Ork program performance standards and evaluations. Mr. Goss explained the advantages of having goal-setting and how it fits into the \'wrk schedule; the definition of goals and objectives; focusing on establishing consensus on priorities; agreed that specific problems should not be solved at this meeting; and to focus on the present and the future and not on the past. ~UILDING AND HOUSING ~ City !1anager Goss presented the goals submitted by the Building and Housing Department stating there is a potential for additional staffing in this department. In ans\'/er to the Mayor's questions, Director of Building and Housing Grady stated the broken tiles in the Civic Center complex would be repaired within 60 days. As to the sound equipment in the Council Conference Room, the purchase order has gone out and the equipment will be received within 30 days. Mr. Grady then discussed the renovations taking place in the Park i4ay Gym in order to accommodate handicapped persons. Counci lman Scott questi oned the imp 1 ementat i on of the Communi ty Appearance Program. r~r. Goss stated thi s will be done in the future. In the meantime, the staff is taki ng a look at authorizing the Zoning Enforcement Officer to issue citations. ............ 1-3 ~ IIIIIIIfIW e , ....... - - -- .., -- Coune i 1 Conference - 2 - Deeem ber 1, 1984 Council discussion ensued regarding staff's inspections of the hotel/motels; focus on cleaning up the residential areas; an ordinance for regulating dish antennae; possibility of an additional Zoning Enforcement Officer; goals tOl'/ard having attractive landscaping in the City; the condition of the median islands; landscaping along the "E" Street bridge and along the entire trolley line; cleaning up the streets around the area of the Otay Recycling Park; having the Zoning Enforcement Officer participate in the next Council tour of the City. CITY ATTORNEY Counci 1 di scussi on focused on the "pri me-target deep-pocket" probl em the Ci ty Attorney noted in his written report. City Attorney Harron stated the City has been fortunate in not experi encing 1 arge judgment payoffs. Mayor Cox commented the League of California Cities should get involved in this particular type of legislation. City Manager Goss noted a goal submitted by the City Attorney to revamp the subdivision ordinance which has become outdated and difficult to work wi tho He indicated that thi s waul d not be possible with the present City Attorney's Engineering and Planning Departments workload. CITY CLERK In response to Council's questions concerning the goals for the City Clerk'S Office, the City Clerk responded to the work load existing in the office; the back-log of work now pending; proposal for input into public TV; priorities for existing assignments; and the need for an additional Clerk. CQr1MUNITY DEVELOPMENT DEPARTMENT The Counci 1 indicated more work needs to be done on the i ndustri al development program; the slide show being prepared by the Public Information Coordinator; the increased interest in the Otay Valley Road area and the need to have a person take prospective clients on a tour of that area; the goal to have an inventory of the vacant land and buildings within the City; and to assist developers and potential investors with information encouraging them to locate their firms in this City. City r-1anager Goss commented he is not recommending filling the Development Services Administrator's position at this time along with the Clerk position but to use this funding for economic development promotion. Councilman t1alcolm referred to the Bayfront development indicating that the City should not lose sight of this project and should bring it to fruition. He added projects such as the Chula Vista Shopping Center, the second harbor entrance and the Otay Valley Road development all bring in sales tax and revenues to the City. ~1ayor Cox indicated the possibility of hiring a consultant or a lobbyist to I'JOrk on the second entrance. Counci lman Malcolm noted the 600 foot wide entrance approved in Orange County. He suggested the Mayor or Council meet with Congressman Duncan Hunter since he is on the Armed Services Committee. 1-.3~ ~ ! Council Conference -- - 3 - December 1, 1984 ~ Councilman Scott remarked he would like to have someone look at "balanced ilOusing" in Chula Vista. Ten years ago a study was done on housing in Chula Vista. The City has now met their low-and moderate income housing; however, the other balance is the high-i ncome housi ng which should be addressed. Councilman Scott noted the goals set out in the Community Development Department for the low-and moderate income housing indicating this should be put on hold right now. i'layor Cox referred to the renovation of the Memorial Bowl indicating it would not be effecti ve unl ess it caul d accommodate community groups, theatres, etc. and suggested staff look into making this more functional. It should be a facility attractive for theatre groups, circus perfonnances, symphonies, with dressing rooms and an additional room for stage props. Councilman Malcolm stated he would like to see more being done for the youth in Chula Vista - at the present time, quite a bit is being done for senior citizens. City Manager Goss stated at the time of Proposition 13,6000 hours of Park and Recreation funding were cut out. A recess was called at 10:30 a.m. The meeting reconvened at 10:40 a.m. FINANCE DEPARTMENT J Di rector of Fi nance, Lyman Chri stopher, responded to Council's questi ons concerni ng general goal s for hi s department; investment credit; auditi ng of motel s and hotel sin the area; eval uati ng the Ri sk Management function to detennine the responsibilities of the Finance and Personnel Departments; and the pilot program of dog licensing. FIRE AND POLICE DEPARTMENTS City Manager Goss presented the department's goals noting a special section called "problems and opportunities". He highlighted some of the goals of the Fi re Department: coveri ng the Bayfront development; concern wi th the 1 arge amount of areas being annexed and the brush fire potentials; in the internal department the 2% at 50 has caused several retirements and new people are being hired; the physical fitness program - a proposal to develop a better program; automatic aid. In response to Council's questions, Director of Public Safety Winters explained the programs offered at Southwestern College for Police Officers; the program now bei ng impl emented for recruiti ng pol ice reserves; and the expansion of the Nei ghborhood Watch Program. Counci lman Scott referred to a newspaper article which stated that indoor firing ranges are causing officers who are tested to having an over-amount of lead in their blood. ; j 1. I - L/O --r I I >- REVISED COpy Counci 1 Conference - 4 - December 1, 1984 LIB RAR Y City Manager Goss submitted the Library goals and objectives noting the following problems and opportunities: 1. There is no plan for library services in the eastern territories. 2. The concern with the vendor for the automated circulation system. 3. Insufficient administrative support within the library - perhaps a reorganization of the library may be proposed. 4. The space in terms of future expansi on. Councilman Malcolm, referring to the last budget, stated over $100,000 was approved for the audio-visual division since it was reported that over 60% of the people using this material were Chula Vista residents. It is now reported that this percentage was not correct. The library is further proposing to provide more free films, visual aids and purchase additional Spanish books. Councilman Malcolm noted his objection stating less Chula Vista taxpayers' moni es shoul d be used for these purchases and more shoul d be spent on books which will help and encourage all of the students to read. Li bra ry Di rector Lane stated the items 1 i sted in her goalS were approved in tile 1 ast budget. Councilman Scott agreed with comments made by Councilman t1alcolm adding last year he proposed more money be spent on books and was told that the Library did not have the capacity for it. In answer to City Council IS questions, Director Lane noted the per capita statistics for books; and the percentage of non-resi dent usage. Council di scussi on conti nued wi th the need for services in the EastLake area ei ther by a bookmobil e or branch Library; the Southwestern College Library which is now a publiC library; provi di ng funds to suppl ement the Dooks in that area; the pri ori ty shoul d be on new books, not necessarily other language books; the priority should be gi ven to educati anal cassettes rather than recreati onal cassettes; a storefront or bookmobile would house 10,000 books; the parking problem around the Library. t~ANAGEMENT SERVICES DEPARTMENT , City Manager Goss submitted the goals and objectives indicating the focus was to improve the revenue base. Revenues comi ng into the Ci ty is the bottom 1 i ne of this Department's goals. He referred to one of the objectives which is to minimize the City's net data processing cost by obtaining $100,000 in revenue from contractural data processing services provided to other agencies. Mr.. Goss indicated this is a major opportunity to improve productivity in terms of efficiency and effectiveness. He noted, that in the long run, there will be extensive automation throughout the whole City. This will be done in the long range planning. Another goal is to speed up some of the studies that are being directed to the Management Services Department and perhaps the need for a consultant to help the Analysts. Councilman r~oore referred to the word processi ng center noti ng the purpose of the equipment was to input data that would be revised and modified in several ways before the final copy and not just for everyday letters from the various departments. /-'11 ...... , -- Council Conference _ 5 _ Dec ember 1, 1984 PARKS AND RECREATION DEPARTi~ENT City Manager Goss noted the goals for the department which were in summary: 1. To continue the year round use of the City pools. 2. To manage the open space districts in a more efficient orderly manner. 3. The concept of parks in the EastLake development. 4. Implementation and membership, resident and non-resident system, for use of the Park Way Gym; emphasizing the programs for the youth such as soccer and other sport programs and concern wi th repl aci ng the chairs in the Park Way Gym. PERSONNEL Ci ty Manager Goss submitted the goal s as submitted by Personnel Department noti ng to implement the particular programs would require additional resources. Councilwoman McCandl i ss noted her deep concern wi th the increased cost of heal th insurance and hoped the Department would be worki ng on a program to reduce these costs. Councilman Moore referred to the Risk Management objective to protect the assets of the City by maintaining sufficient insurance coverage. He stated this should be a very high priority and the Risk Management reports should be modified to include staff time. In answer to Council's questi ons, Di rec tor of Personnel Thorsen expl ai ned the employment practices and the recruitment procedures. PLANNING Director of Planning Krempl submitted the Departmentls goals and objectives. In answer to Counci lis questions, Mr. Krempl noted the Trai ni ng Sessions the Ci ty recently had for the peopl e who work at the counters. Di rector of Personnel Thorsen stated the Training Program conducted last year was attended mostly by clerical females. She is pl anni ng another program and hoped more employees will attend. PUBL IC WORKS City t~anager Goss submitted the goals and objectives noting: 1. The reorganization plan includes Engineering, Public Works and Transportat ion. 2. The plan for Public Works facilities in the City and developing a maintenance management for the same. 3. 4. A computerized aid design. Advanced planning/the City's system of drainage facilties. 5. Staffing of departmental personnel. I - L/.)... Counci 1 Conference - 6- Dec ember 1, 1984 Counci 1 di scussi on followed regardi ng reti rement of personnel and advance notice given for these positions for recruitment purposes; to bri ng the department personnel up to level in view of developments coming in such as EastLake. City Manager Goss noted the procedure being used to fill vacancies in the department at this time. GENERAL GOALS AND OBJECTIVES 4 1. l~ayor Cox referred to the list of goals expressed by the Councilmembers. He suggested no specific action be taken today on any of the goals but to refer them to the Ci ty 1'1anager to be put into an order based on the comments made today and brought back for a future Conference some time in early January. Councilman t~alcolm stated the street lighting policy should be docketed for that meeting. Mayor Cox asked the Councilmembers to submit additional goals to the City l~anager for the January meeting. Councilwoman McCandliss stated she would like to have the traffic study for the Bonita Road traffic problem put on that agenda. MSUC (Cox/Scott) to docket: 1) the street lighting policy and 2) the traffic study for Bonita/Sweetwater Road for an upcoming City Council meeting or a Counci 1 Conference. (Si nce two meeti ngs have been cancelled - December 25 and January 1 _ there may be a desi re on the part of staff to schedule a conference the last part of December). ;'1SUC (Cox!Moore) to refer the goals expressed by the Councilmembers, along with additional comments, to the City Manager, plus any additional input the Council wants to have and to ask him to come back wi th a 1 i sti ng of those other goals to discuss at a Council Conference to be scheduled for January 12. t~ayor Cox asked the City Manager to get all this information to the City Council as early as possible. Another issue to be di scussed in January is the budget reserve. Mayor Cox remarked he woul d 1 i ke to have a deci sion made by the Councilmembers on what percentage of the reserves woul d be prudent to mai ntai n. Councilman Moore noted the interest being earned on the reserves now is approximately equivalent to the salary increases given each year covering the cost of living. Councilwoman McCandliss stated she would like to see the City tours scheduled regularly on a quarterly basi s. City r~anager (;()ss said the meeting held this morning was a preamble to what will be discussed at the January meeting. The meeting adjourned at 12:35 p.m. to the next Council Conference scheduled for January 12, 1985 at 8:30 a.m. e WPG:05l2C PAG -- / - L/ 3 November 29, 1984 To: The Honorable Mayor and Ci ty Council From: John D. Goss, City Manager( Subject: Goal Setting Conference Setting overall general goals for a city is not often done. There is very 1 ittl e time for it at weekly City Counci 1 meeti ngs where the focus is on specific issues or decisions to be made. To some extent, goal setting and priorities are discussed in detennining the budget setting process, although in some communities the focus is more on detail rather than policy. The effort in Chula Vista in the last two years has been to do the latter, focus on policy issues of the City.s operating and capital budgets and in effect establish goals for those operations and projects. For the goal setting meeting December 1, we will probably be feeling our way along in tenns of the goal setti ng process. To assi st in thi s process, there are some general "ground rules" that the 1 i terature suggests are useful for goal setting conferences. These are: 1. Avoid getting bogged down in semantics/definitions of "goals and o bj ec t i ve s. " 2. Focus on establishing consensus on priorities. 3. Avoid trying to solve specific problems now. 4. Focus on present and future, not the past. 5. Accept some ambiguity in the goal setting process and realize these initial efforts will be refined in future goal setting sessions, either established for this purpose or as part of the budget review process. To assist in the goal setting process, the following materials will or have been prepared. These are: 1. Li st of Ci ty Council goal s. The idea here is to make certai n that we are focusing on the proper general goals, such as economic development, environnental protection, etc., as well as to look at Council goal s for the coming year, which may be more specific programs or projects. Depending on the timing of your input, this list may not be available until Saturday morning. / - 4'1 Goal Setti ng Conference -2- November 29, 1984 2. Transmitted is a memo passing along departmental goals and objectives. These have been developed by each department and in several cases will be unreachable goals within the next 12 months. Nonetheless, while we probably wi 11 not need to get into each goal in detai 1, from a general poi nt of vi ew, staff woul d apprec i ate input on whether or not we are on the right track. Should items be included or excluded from these lists? Also, any input you may have on the major three or four priorities in each department would be useful to the City Manager as part of the City Manager/Department Head performance evaluation process. 3. Transmitted is a memo on City reserve funds. 4. Transmitted is a short memo concerning conceptual proposal rel ates to greater use develop better priorities, timetables, appropriate in the City's operations in productivity. performance standards. This of exi sti ng Ci ty resources to and work standards where order to attel11>t to improve 5. Transmitted is a memo on the Deputy City Manager for Development Service s. Thi s has been an unresol ved issue regardi ng the structure of the City organization and this memo offers a proposal of recol11llending a shift in the Ci ty IS organi zation in the Development Services si de of the organi zation. 6. Transmitted confidentially, since it is a part of the evaluation process for your appointees, are memos on the City Manager1s personal goals, management values, and the evaluation process for your appointees. Fl exi bil ity probably shoul d be the key word to descri be the approach whi ch should be taken on Saturday. There is a lot of material being presented to you which, if reviewed generally and conceptually, very well could be accomplished in half a day. If there- is a desire to get into it in more detai 1, there wi 11 be inadequate time Saturday to do that, and additional sessions may be necessary. Also, one should be sensitive to the fact that most meetings which last more than four hours tend to be less productive as time goes on. There may be a desire to end the meeting at the lunch break, or continue it afterwards, depending on how much progress is being made. It is important to remember" however, that setting goals and priorities and translating them into work programs and projects is a never-ending process and is not just accompl i shed in one or two meeti ngs. It is hoped that thi s process can be focused on duri ng the goal s setti ng conference so that perhaps a process that is suitable for Chu1a Vista's needs can be established in order to more properly express the Council goals and priorities for the community and for Ci ty operations as time goes on. It is finally recommended that memos 1-5 be discussed in regular session, and that the memos under i tern 6 be di scussed in executive sessi on. JDG:nr WPC 0549A I-I{S 11/30/84 NOTES REGARDING COUNCIL GOALS, CIRCA 1982 GENERAL GOALS 1. Desire more business activity, a better tax base, but not at the sake of sacrificing the quality of life in Chula Vista. 2. Develop a balanced community, not dominated by business or no-growthers. 3. Entice business to come to Chula Vista to form a strong tax base in order to support strong City services. SPECIFIC GOALS OR OBJECTIVES 1. Construction of Sweetwater Flood Control Project/Route 54/Widening of I-5. 2. Certification of Bayfront Plan by Coastal Commission. 3. Stronger Effort in Economic Development. 4. Insitute a Public Relations Program. 5. Expand the Volunteer Program. 6. Expand the Chula Vista Shopping Center. 7. Construct the "E" Street Trolley Station. 8. Complete the Downtown Redevelopment Area. 9. Coordinate Quarterly Service Club and Community Activities. 10. Encourage the Neighborhood Watch Program. 11. Complete East "H" Street. 12. Improved Management. 13. Desire Council to be More Involved in Setting Policy, Rather Than Getting Involved in Detail. 1-4~ 12/1/84 SUGGESTED AGENDA FOR GOAL SETTING MEETING - Introduction - Council.s Goals Expand Initial List, if Desired Consolidating Related Goals Among Those Submitted . Individual Rank Orderino of Top 7 Goals to Generate Council IS Top Goals - Review of Departments. Goal Statements Highlighting of Special Problems or Opportunities Council Comments on Goal Statements - Discussion of City.s Reserves What Are They Policy Alternatives Regarding Reserves Rebate Performance Standards/Automation CIP . Other Economic Promotion (DSA) - Future Goal-Setting Process . Where Do We Go From Here EXECUTIVE SESSION - Evaluation Process /-41- November 28, 1984 TO: The Honorable Mayor and Cit~Council John D. Goss, City Manager ~ Departmental Goals and Objectives FROM: SUBJECT: Reaching as explicit as possible a consensus on the City's purposes and missions is a very important step in providing efficient and effective services. The goal setting process should help improve the City.s productivity and performance by cre- ating a clearer sense of purpose and priorities, reducing role ambiguity, better disseminating responsibility throughout the City organization, and promoting a climate where staff at all levels are more inclined to try innovative approaches to achieve desired results. (For an expanded list of positive results which can be generated by clarifying goals and expectations, please see the attached list prepared by consultant Bill Daniels, who spoke at the League.s last quarterly dinner.) To be successful, however, goal setting must be an ongoing process that is flexible and tailored to our unique circumstances. We have focused on goals in presenting the budget to you in the last two years, but a more thorough, frequent review is probably advisable. It is hoped that one of the outcomes of the December 1 Conference will be a determination of what type of ongoing goal setting process would be most productive for both the City Council and staff in the future. Goals and objectives should be reviewed periodically, preferably not just at budget timeo Attached are listings of goals and objectives for each department. The statements were prepared by each department head with a limited amount of editing and reformatting by my staff. The listings should be considered a rough draft of goal statements, since they have not yet been subject to thorough discussion, revision and refinement. It appears likely that some of them are optimistic in terms of being reachable during the current fiscal year. One of the objectives of the goal setting process itself will be to refine the goals and objectives into .priorities, realistic timetables, and even work standards where appropriate. To, a certain extent, this goal setting process is a learning process, with goal setting becoming more sophisticated and meaningful over time. The listing of departmental goals and objectives vary somewhat in their format from department to department. To help make the goal setting process more meaningful and useful, each department was encouraged to use whatever format seemed most useful and approDriate for their particular situation. The resulting departmental submittals used many different formats, and these have been only slightly reformatted for this report. The goal and objective statements attached are provided largely as background informa- tion for the December 1 Council Conference. If, however, you have particular concerns with any of the goals or objectives shown in the attachment or if there are any activities discussed in the attached material that you would like to be given particular emphasis within that department, please raise those issues at the December 1 Council Conference, which is intended to facilitate discussions of that type. JDG:mab Attachment J-l/8 c 1. 2. 3. 4. ( 5. 6. 7. 8. 9. 10. l WHY CLARIFY EXPECTATIONS? TEN GOOD REASONS 2 Planning CLEAR EXPECTATIONS = INCREASED RESULTS POSITIVE RESULTS for the Manager and the Organization Increased Productivity and Profit Greater Concentration in High Priority, High Yield Activity Clearly Focused Work Activity Improved Employee Morale Reduced Turnover Reduced Time Waste Efficient Resource Allocation Improved Manager/Employee Relations Reduced Stress Greater Self-Management by Employees CoPYright Cl MCMLXXXIII William R. Danlsls ~lcanCon7~ TLI'~ A'",:':.\ \:":::.;~ G.""" ~'c" "01 ~-:}:f~~ l MAKING EXPECTATIONS REALISTIC Many managers and employees have been "turned off" to writing goals and standards because past planning experiences proved unrealistic. Performance expectations will become more realistic if the following restricting forces are considered before the goal or standard is written: · Limited Resources · limited Employee Experience · Allowance for Mandated Activities · Limited Employee Control · The limits of Human Attention , , Planning Copyright 0 MCMLXXXIII William A, Daniela Ame<Ican ~ . Training, Inc. I-50