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HomeMy WebLinkAboutAgenda Packet 1993/01/25 ... cieelare under penetty of perlu~ t~at I am employed by the City of Chula VIsta m the OHico or Ule Gity Clerk and that I posted this A;:on,laINo'tice on the Bulletm B~ard at Monday, January 25, 1993 the Public S rvic s Building and ,~ o!, $Iounci! ~onfe:ence ~o?m 5:30 p.m. DATED, / }..t{ 9 SIGNED6~~ AdmlmstratlOn Buildmg Special Worksession/Meetin2 of the City of Chula Vista City Council CAll. TO ORDER 1. ROU. CAll.: Councilmembers Fox --' Horton --' Moore _' Rindone ~ and Mayor Nader _ BUSINESS 2. GOAL SETTING SESSION - Discussion of setting City goals and priorities for major projects. ORAL COMMUNICATIONS This is an opportunity for the general publk: to address the city Council 011 any subject matter within the Council's jurisdiaion thot is not an item on this agenda. (State law, however, generally prohibits the City Council from taking action 011 any issues not induded on the posted agenda.) If you wish to address the Council on such a subject, please complete the yeUow "Request to Speak Under Oral Communii:ations Form" available in the lobby and submit it to the City Clerk prior to the meeting. 17rose who wish to speak, please give your 1IIlIIU! and address for record purposes and follow up action. Your time is limited to three minutes per speaker. OTHER BUSINESS 3. CITY MANAGER'S REPORTfS) a. Scheduling of meetings. 4. MAYOR'S REPORTfS) 5. COUNffi COMMENTS ADJOURNMENT The meeting will adjourn to the Regular City Council Meeting on Tuesday, January 26, 1993 at 6:00 p.m. in the City Council Chambers. Notice is hereby given that the City Clerk of the City of Chula Vista has called and will convene a special worksession/meeting of the City Council on Monday, January 25, 1993 at 5:30 p.m. in the Council Conference Room, Administration Building, 276 Fourth Avenue, Chula Vista, CA. /7" A . ~a~ Beverly A A elet, City Clerk March 25. 1991 TO: The Honorable Mayor and City Council FROM: John D. Goss. City Manager SUBJECT: Major Project List as Revised at January 24,1991 Council Workshop At the January 24, 1991 Council Goal-Setting Workshop, the City Council reviewed a Major Project List that had been prepared by staff. At the workshop, the City Council decided to delete projects #64 and #69, to add five additional projects (#'s 167-171 on the attached), and to provide further Council direction regarding the priority of projects #61, #153, #164, #165 and #166. The revised Major Project List, incorporating the above changes made by Council at the workshop, is attached for your information with the Council-directed changes highlighted in boldface. Although not listed as a City project on the attached list (except in terms of #160 water reclamation and #161 reverse osmosis/desalinization), there was also discussion at the workshop regarding the Water Districts' finding new sources of water. The Council directed staff to update the Major Project List based on Council's decisions at the workshop, and the attached revised list is in response to that Council direction. If Councilmembers would like to further categorize the projects on the attached list or review it further, please either contact me or place the item on an upcoming Council Agenda ;or further Council discussion. . As descn"bed in the Agenda Statement for the January 24 Council workshop, the Major Project List is intended to be a list of the 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 "major" 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. Attachment cc: All Executive Managers JT!kt C:INFOMPL MAJOR PROJECT LIST The following categories were used to group the Major Projects: 0 Major OP Projects 0 General Administration 0 Intergovernmental 0 Master Planning 0 Land Use 0 Fiscal 0 Economic Development 0 Redevelopment 0 Human ServiceslHousing 0 Poliey Development 0 Potential Projects o Projects Added by Council at 1/24/91 Workshop 3125191 The projects are numbered sequentially but are not in any kind of priority order. 1- 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. MAJOR CIP PROJECTS {' ",,,.,.,/<-1.4 Norman Park Center - Construction Youth Community Center - Construction Memorial Park - Phase I - Construction Rohr Park - Construction Fourth & Orange Park - land Acquisition Fifth Avenue Street Improvements from Orange to Oxford (in design) from Naples to Oxford (in design) from l to Naples (bid awarded) Main Street Widening (from I to Industrial) Broadway Widening from l to Naples from F to I from I to L Otay Valley Road Widening (from 1-805 to Corp. Boundary) Otay Lakes Road - Rutgers to Apache Otay Lakes Road/Telegraph Signal Freeway Interchange Improvements Palomar/l-5 Otay Valley Rd./I-805 Telegraph/I-805 .. " c. 'I I' II' 13. Freeway Interchange Studies H/I-805 Orange/I-805 Bonita/I-805 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 /-LJ {'~p:~I- ! 4-} C',...,.'<. < GENERAL ADMINISTRATION 34. Rohr liaison 35. Recycling 36. Reformatting Council agendas* 37. Shortening Council meetings/routine items administratively* 38. Tree Farm 39. Cable TV 40. Negotiations with employee associations 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 *These issues have been at least partially addressed since the 1/24/91 Council Workshop ((f.) (.I-r I~ - 'j fI ,. ,~t'" INTERGOVERNMENTAL 50. Booking Fees (Property Tax Collection Charges) 51. Water Task Force 52. Sto~ 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 - Low Priority 62. Boundaries - San Diego/CV 63. SDG&E Merger 64. 5B6&[ Eembincd C)cle Plant - Remove Project from List 65. Operation Budget Freedom 66. Regional Crime Lab 67. Regional DNA Lab 68. Nautical Activities Center - Port Review 69. Seeend Harher ERtranee - ReIOve Project from List 70. South Bay Bike Route 71. San Diego Bay National Wildlife Refuge 72. Regional Growth Management Program 73. Sweetwater River Habitat Conservation Plan Implementation 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 ,.__....._ ..c,,~..;. LAND USE (Continued) 92. Chula Vista Greenbelt Implementation 93. University 94. Update Zoning/Subdivision Ordinances 95. Major Developments (RdR, EastLake, Salt Creek, Sunbow, Rancho San Miguel) 96. SDGE/Underground 97. E1 Rancho del Rcy Development Agreement 98. Fenton MasterPlan 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 Purpos~ Facilities Ordinance 106. Satellite Dish Abatement Program 107. Policy on Low Density (Estate) Housing 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 ~hopping Center Department Store 123. Palomar Trolley Parcel - Pacific Scene ~ _,~._ _, _.,_ "~.._"_ ..., _.~_ ._..__....,___._~.n 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 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 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 - Pursue only if cost-effective 154. Threshold standards wonitor/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 - Pursue Further 165. Heritage Park - Low Priority 166. Annual community event - .Pride Fair" - Pursue 167. Art Gallery 168. Museum *Not yet formally referred to staff. ... "'y_____,_'.n___" .. -=_.,".~=-=,,--~,,-~_.- -- _,~'_~'_""""'~_"O"C"_' . . PROJECTS ADDED BY COUNCIL AT 1/24/91 WORKSHOP 167. Industrial Parks 168. Ol~ic Training Center Usage by Youth 169. Redevelop Horth Side of "E" Street 170. C~uter Sales Center 171. Town Meetings "category"/c Thursday, January 24, 1991 4:00 p.m. .., declare Lm10r pcna!ty of perjury that , .m,!o~'c~ b.' t\.~ ~ i~',' 0" Clo.u'~ \I'.... .... Oft'- .,', ... . . ...~ 'S::llntha . . ....O....j -'! "- . .:' "',' !"' "':J tl'~l':' ^r:(!;l ':' ; .,='3.8 tho pu';:.I:- ~:;. . :.: ~rd et Council Conference Room DATEOJ/.i.'1!L';.... ___ _OIE.a", H8J' on tdmini.tretion Building Adiourned RelNlar Meetinl! . CALL TO ORDER 1. ROlL CALL: CouncDmembers Malcolm --' Nader _ Rindone --' and Mayor Pro Tempore Moore _' BUSINESS c.oUNCIL GOAL-SET11NG DISCUSSION 2. INIRODUcnON AND DISCUSSION OF DFSIRED RESULTS OF MEETING 3. VISIONS OF TIm DFSIRED FU1URE orut.A VISTA Statements by each CouncDmember of their VISion Unstructured Discussion of Common Elements in VISion Statements 4. REVIEW OF MAJOR PROJECT UST PREPARED BY STAFF Staff will cIislribute compilation of Council's priorities (if CouncDmembers have submitted their priorities to staff by 2 p.m. on 1124/91) Is the Mayor Project lJst Complete? Are there any Projects that should be cIeleted from list? Discussion of Projects with ~IR...... difr,..""ces in Counrl....--"-i Prk. II i..ri.nn. [If staff has been .ble to compile eo.......,-"-i prior to ....".n.g) 'or which Projects does Council -- Jlesular SIalus Reports? S. DISCUSSION OF HOW VISIONS AND MAJOR PROJECTS RM..\'m TO NltJNm~!:' ~ AND COUNCIL STAFF ASSISTANCE AGENDA -2- January 24,1991 6. ORAL COMMUNICAl1ONS .1his is m vw-hu.dry.....dIe ...-nl public 1D Mlh_dIe ary Coull"" CID my subject matter wi1hiD die CouadI'a ~ dial Ia D!!! m Ibm CID 1his ~ (State law. bDv...._. zeuenDy prohibiD die ary r.-_ fram IlIkiD& ecdaa CID my __ DOt iDduclecI on Ihe poated agmcla.) If JOU wish 1D ~ die c__ CID such a subject. pIaIe CIlIIIlpIete the JeIlow "Request 1D Speak ~ Oral r........................ P_" awaiIabIe ill die lobby mil IlIbmit it 1D the ary Qed prior 1D die ...-;"g Oral r.............. .ri_" are Honfrood 1D 1bne _Int_ per iDdividual ADJOURNMENT The meeting will adjourn to Adjourned Regular City Council Meeting on January 29, 1991 at 4:30 p.m. in the City Council Chamben. COUNCIL CONFERENCE A6E~A STATEMENT ITEM TITLE Council Goal-Setting Discussion SUBMITTED BY City Manage~ It. leeUng Date I 1/24/91 To help facilitate the goal-setting discussion that Council has scheduled for the Council Conference on January 24, 1991, staff has prepared the ~terial 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 €~neral Plan was a major goal-setting process itself. To a major extent, 1I0al-setting and priorities are discussed eithe,' directly, or by implication, in determining the annual City budget. In add~tion, 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 visions 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. I-I - 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 ujor projects that staff is either currently addressing or plans on addressing. The projects are nu~red sequentially but are not in an! kind of priority order. In developing this list, staff defined as -ujor those projects that require significant expenditures (such as CIP projects costing over $750,000), require significant aIOunts of staff tile, will have a significant i.,act on the City, or have otherwise been indicated as i.,ortant by Council..-bers or senior staff. While this project list is lengthy, it should be .-phasized that the list does not contain nUlerous other projects that are of value but that staff did not consider as significant as those that are included on the list. Even ~re i.,ortantly, 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 (I), 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 Councillembers 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 Councillembers' prioritizations and attempt to resolve how the Council as a whole prioritizes that project. As indicated on the suggested agenda for the leeting, Council uy also want to add projects to the Major Project List if the list is not complete. Similarly, Council uy 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 i.,ortant projects.) In addition, the Council may want to identify the ujor projects for which it would like to see regular written status reports. The fourth item OD the suggested agenda is a discussion of how the Council's Visions and Major Projects relate to their needs as Councillembers, and in particular to the staff assistance provided to Council..-bers. A separate memo is attached that outlines several alternatives regarding Council staff assistance. . , - iiJ. .-----..-.--- --.----.. ----_._.._-".._,-_."--_.~,.._...-.-,.-.- __ .on Item: Meeting Date: , 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. Av~id 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 Ba(~ground information on previous Council goal-setting workshops JTA1l3 /-,3 ___~ .___n n___.__________ 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 Councillember of their Vision Unstructured Discussion of COlman El~nts in Vision Statelents 3. Review of Major Project l1st prepared by Staff Staff will distribute compilation of Council's priorities (if Councilllembers have submitted their priorities to staff by 2 p.m. 011 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 Councilmembers' priorities prior to the leeting) For Which Projects does Council want Regular Status Reports? 4. Discussion of how Vi~ions and Major Projects relate to Councilmembers' Needs and Council Staff Assistance JRT:mab agenda 1-'1 -- ._-----~---- --.. -. -- -.._--~. -_. .-.-- .--' .-.--_.. --<~----'--~.'--'-'------'-- January 18, 1991 . TO: The Honorable Mayor and City Council FROM: John D. Goss, City Mana~ SUBJECT: City Council Staffing At the City Council ~ting of Thursday, January 24, 1991, you will be discussinQ goals and objectives for the City in the co.ing year in an effort to detel'lll1ne 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 _eting the needs of the City Council regarding staff support. 8y way of a separate memo, ~u will receive a 11st of current ..jor projects for Council review, deliberation ,nd feedback as to the relative illpOrtance and priority of these projects. The purpose of this lema is to discuss the support staffing needs of the City Council. The City Council authorized in 1986-87 a Senior Manageaent Assistant position in the City Manager's Office to provide, in addition to clerical assistancel, full-time staff support for the Mayor and !embers 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 Mayor's 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 ~re 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 ..jor 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 .ight 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 ..y be, it..y hinge on how you .ight answer the following questions (and possibly SOle other questions as well.) IIn addition to the Mayor-Council secretary, a 1/2 position was added .id-year 1984-85, and that position was ..de full-time in 1989-90. . , I-/~ -- ._-~ - - ,-- ----- "-" -2- 1. How active have you and will you be as a City Counci1member? Also, what role does a Counci1member now fulfill politically. Historically, it appears that the role of a Councillember in Chula Vista has been to interact with citizens, either face-to-face, by telephone, or by letter, attend community meetings, review staff reports, ..ke policy decisions at City Council and Redeveloplent Agency ~etings and give policy direction for the growth and operation of the City. In a few other cities, however, Councilmembers are becoming ~re politically active. In a few cities our size, for example, Council~mbers have either a part-time or full-time aide to help further political initiatives of that Counci 1 member , 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 tt.e traditional ~thod in which City Councilmembers have proceeded in Chula Vista and the ~thod 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 Counci1member 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 Counci1members 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. "ihe 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 lember Council. One apparently handles constituent relations, while the other does research on policy developlent. 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 adainistering the cable t.v. and garbage franchises. . /-/1- In terms of comparable practice throughout the State, it is very cle,r that very large cities, such as San Diego, Los Angeles, San Francisco, Sa" Jose, and Long Beach, have 1 or 80re staff people to support each Councilllellber. For ..dium size cities in Chula Vista's population range (75,ooo-lSO,ooO population). of which there are approxi..tely SO, 80st 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 Council..-bers. But, apparently because of adverse public criticism, the City Council backed away fro! 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, approxi..tely three years ago the City Council established a full-time aide for each !ember 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 ..de 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 stltus quo, which is one Senior Manage-.nt Assistant plus two clerical staff.2 The disadvantage to this option is that if your current needs for Council support are not being _t, then you cannot adequately fulfill your role as a Councill1e11ber. ~A 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. " 1-/8 ~ --_.~.--- - -- -_.- --"--_... .------- -------.--- -..- 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 Councillember 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 a Recreation. Each person would continue to do their current job, but four of this number would be a direct contact person for each Council~er 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 Council~r 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 t~at the individual staff people are spread throughout the Civic Center complex, ..y not be i.-ediately accessible to the Councilmember, and it ..y 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 Councilmember. 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 proclamationsi assisting with special community eventsi performing researchi 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 ~re expensive than the first two alternatives and each Councilmember would not have their own person to support their work as a Councilmember, and therefore ..y not meet Councilmembers' individual needs for support. /-1' - __.___ ~___._ - _.____._n___ _.,_ . - -. -- -~-_.- --~_._._._-- ---.--.- . -,..-...-...--.,---..--..---.....'.'.-.-- -5- 4. The next option would be to add the equivalent of tMo ~re full tile staff to support the Council work effort. This could be in the form of a half-time person to support each lember of the Council (the Senior Management Assistant would still support the Mayor), or there could be two .0 full time poSitions that would support the .....ining four -.bers of the Council. The advantage to this option is that each Council8elber could have their own person to help support their work effort and to be able to individualize the response to constituent relations and policy develOpient initiatives cOlpared to the current level of support. The disadvantages are that this option would be ~re costly than the other options (at least Options 11 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, SOle coordination and communication issues that would need to be resolved. There are obviously other options such as SOle cOlbination 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 Councillember or providing a part-tile 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 /-.;JO . -,--~._--_._-----_.-_. .--- _..-.- . 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 in 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 30 Caledonia. S;lUSali[O~ C..ilitomia 9+965. SourcemJ.il ~'TI777. '2: +15 iH 2.2Si , " 5 Uffl f'1"? COLI/lei ( of 10-:/2. -'37 / I 5essi~J'l <.:;JOIJ. S '~' ,"\ ;:'~,'1,j1 ... :}.... .[t. . ~,Q." :.'- .... ":~, ~.~.:o f;j ;~~:~ '.' 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 ,hance 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" 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 mal:le 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. 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 Recreation/Tourism 15 5 12 12 15 Retail Business 13 10 10 14 15 Industrial Development 12 5 10 14 10 Education CenterlUniversity 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 (5)? 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 (5), 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: ~~~. ~ . Priorities. within the Basic Options I,.ooking within the Bllsic Options, Coun~il Members ~e~ asked to spread 100 points among . the following options to show their sense of pnonty: .. COUNCIL MEMBERS Greg Gayle Dave Tim Len Parks/Open Space 10 Small Parks - 30 20 33 50 Large Parks. 50 30 50 32 30 Open Space. 2C, 60 30 35 20 - Recreation/Tourism 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 indusnial 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 pulilic housing. Auto Transportation/Streets Freeways Expressways Boulevards Streets Greg Gayle Dave Tim Len 25 5 50 20 15 o 40 45 30 20 20 30 20 o 20 60 50 o 20 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. . 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 County 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. : 4 - 2 7 - ~ S" CO/i.n<ll G~J - seHiy WDrksAo(J ~. . ~.e~unci1 Conference - 2 - April 27, 1985 ."if}" UNANIMO ITEM APPROVING LEASE AGREEMENT WI I ~-y-":,, RESOLUTIO AMERICAN GOLF FOR INTERIM \ y ~, MAINTENANCE AND OPERAT OF THE \ .~~, RESTAURANT AND BAR PREM ES PRESENTLY 'I",an Golf Co,"o, '00, :::::,::::':::':b:N. 'v:,,:R'::o,::::: ~GOlf Course ~av~ agr ed to take over operation of the ~j.staurant beg~nn~ng Ma 1, 1985. The term 0 the lease is for a , dad of 90 days sllbjec to the actual va tion of the premises "Jimmy's. After the 90 ay period, the erm will be a month to nth tenancy which can be erminated by either party with a 30 ",' notice. ~(, iistant City Manager for the leased ..ises will be 7% of the The agreement was .viewed by the American Golf C oration's attorneys who came ,rough with "boiler plate" revisio which were incorporated into .t agreement. Staff expects me ican Golf to execute the reement on Monday, April 29, 19 5. continue this meeting to Tuesday, a need t meet on any question j~swer to Councilman cott's question, Mr .~,been some talk a ut American Golf riaanently taking over the restaurant. They be ',when they found ut the vacant property hable. ~<!:.::. Asmus stated there ng interested in ame interested in the west was was LUTION OFFERED BY MAYOR COX, V~d by unanimo s consent, passed .' ;:,.;..- the reading of e text and approved unanim usly. essed Council's appreciation the excellent work he to did City the ",' '-' GOALS-SETTING WORKSHOP . ,',-,~.. . eetor of Management Services Jim Thomson introduced Dick Lyles, - litator for the meeting. Mr. Thomson read the background of ,Lyles (Consultant Field) adding he was highly recommended by egional Training Center. - ;LYles stated he wished to develop a process where there would +..~, "commonness" of Council's views of the City for the benchmark . t of 2000. ---~..~-'_._-~------ - ....neil Conference ..- - 3 - April 27, 1985 . .:. Lyles commented Council should look at the broader scope .ssues inasmuch as politicians, as a rule, fail to look at the :"erface between themselves and the people who will carry out :~ir demands. Mr. Lyles explained the session will involve ;~ainstorming; what the Council forsees as the future environment :: the City for the 21st Century; what are the factors which must :e dealt with in this community; are these likely to emerge and ~w will they affect the City? <<. Lyles commented that change was a "hot" topic in the 50's and :O's and everything broke loose in the 70's with proposition 13. =~e economic structure of the world changed, recession came into . ~eing and a totally different environment is being experienced :han in the '50's, '60's and '70's. What Council will be liscussing will be the changes which will take place now. in Chula 'Iista to the 21st Century, particularly as they impact the future of the Ci ty. What is hoped to be obtained during this meeting is ~at the key factors will be to the 21st Century, what will be the level of impact, what will be likely to be achieved in that time-frame and what the Council feels they would like to have ~proved f0r that time-frame. JSing flip-charts, Mr. Lyles asked the Council to state what they forsee to occur between now and the year 2,000 in the City of Chula Vista - factors which are significant and affect the way the City operates. In this respect, they should take a look at County environments, community issues, economic dynamics, transitions in the level of government, proximity to the border and the internal dynamics of the City. Mr. Lyles asked the Council to rate whether these were high, medium or low. (The attached sheets depict the potential environments which will affect the Ci ty by the year 2000. On the left, the Council's rating of the probability of the event occurring and on the right 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 items typed and distributed to Council for review and to make any changes to the lists. At a subsequent meeting, Council should finalize the items, translate them into definitive goals and formulate strategies, timing and implementation. . '. ~ .. Lf-Z7-C;;5 I. POTENTIAL ENVIRONMliN'1'AL FACl'ORS AFFECTING TIlE CITY BY 2000 ...- --- ""'~._.._-- _.--"'-~' Impact on City* (If Event Occurs) Probability of Event Occurrin~* Factor H H . . ,-_Barfiontpit,,~!antially Developed,by 90's H H . - - . '. - - . Visitor Orientation in Place on Bayfront' Less Outside_Funding. -.-.:. '"'- --- H Improved Tax Base H M M M H M .Greater Diversity in'Housing H iiniifed'Watet-DiIemina .-.. M .H H H Sewex: Capaci~yDilelllIlla' H 'More Dive.rse Economic Base':Increased High Tech. H Deep WaterBerfh L H H Importanc~of Interface Between San Diego and }~xico H Population at 174,623 H Expanded Ci ty Boundaries H H More Competition for Tax Dollars \,ith Other H Agencies/Entities' - H ~rore Restrictions Caused by Court Decisions and H Legislation Population-Younger and Higher Income ~l More'Cultural/Social Support Within the City H (Self-Sufficiency) (Independent from other cities)' M H M Higher Number of ~linorities ~l H Stronger Image/Identity H M Stronger Regional Political Clout H H More Competition to Influence Regional Policy H H SA}IDAG More PowerfUl/Influential H ~-2'1-65 POTENTIAL ENVIRONMENTAL FACTORS AFFECTING TIlE CITY BY 2000 (Continued) Probability of Event Occurring* M H H H H H H H MIL H * II = High ~1 = Medium L = L{)w goals Factor Political Unrest in Mexico Traffic Congestion Emergence 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 Management Practices/Improved Producti vi ty of Ci ty Staff City ~bre Water/Bay Oriented Second Entrance.to Harbor Inland Expansion Impact on City'" (If Event Occurs) H H M H H M M H H H L.f-27-gs- II. I'mIS TO BUILD/IMPROVE!MAINTAIN 1. Quali ty 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) S. Sound Financial "lanagement/Base 6. Infrastructure 7. Reevaluation of Service Levels/Balance 8. Stronger Regional Leadership Role 9. Political Stability II I. I'mIS TO ACHIEVE (NEW AND DIFFERENT) 1. New Farbor Entrance 2. Expanded Regional Shopping Center 3. Eastern North/South Free\{ay 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(?) IV. ITEMS ro AVOID 1. Traffic Congestion Z. Environmental Degradation 3. Social Conflict 4. Preferential Treatment to Subsets of Population/Community 5. Political Infighting 6. Losing Local Control 7. Community Conflict Lf-Z7-'Z5 ~... t ~2: ~ k <:<:":..' . %11.. ~. 'i ,I 'Jc " I , .. it , , " :t- ~ ..~ ~ .>+~' 1-/2 - g 5 Cou.~cJ GdO-( -5e1liJ !Nork :h'f MINUTES OF A CITY COUNCIL CONFERENCE OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA Saturday, January 12, 1985 3:30 a. m. Council Conference Room City Hall ~(lL CALL Councilmembers present: Malcolm, Staff present: Mayor Cox, Councilmembers McCandliss, Scott, Moore City Manager Goss, City Attorney Harron, Assistant City Manager Asmus 1. ADOPTING INTERIM ORDINANCE PROVIDING MORATORIUM ON THE CONSTRUCTION OR INSTALLATIO SATELLITE DISH ANTENNAS FOR 90 DAYS - FIRST RE G AND ADOPTION City Attorney Harron expla d the Council's cern with the installation at various sites throughout the . of di antennae. The concern is their unsightly appearance and the deleter effect on appearance of the community and property val ues. Council a tha ordi nance be prepared. Attorney Harron stated the proposed inance would 1 e a 9o-day moratorium while the permanent ordinance eing prepared. ~SUC (Malcolm re) to place the ordinance on first reading ~adoption, the readi ng 0 e text was waived by unanimous consent, passed ~ approved unani sly. 2. GOALS AND OBJECTIVES Mayor Cox explained this meeting is a continuation of the one held on December 1 at which the Council proposed various goals and objectives. A list 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. Member Malcolm stated he would 1 ike to see more emphasis 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 brai nstormi ng sessi on noti ng the 1 ast sessi on 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 osophical 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 McCandliss stated she would first like to discuss the reserves, determi ne what the Ci ty' s reserves are and then discuss the goal s 1 i st. She agreed a more generalized session should be held. Councilman Moore suggested the Counci 1 first determi ne a 11 st of top pri ori ti es 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 quality of life. ... City Manager Goss commented on the Presidential election and tax refonn measures. He decl ared Federal reducti ons coul d impact the Ci ty' s revenues such as tenni nati on of UDAG grants, revenue shari ng and block grants. In approaching the reserves, the City Manager stated that it should: 1) protect agai nst adverse changes in the economy, 2) for the Counci 1 to keep in mi nd the capital improvement programs, 3) take steps to make the City's operation more efficient; 4) pump priming - advancing loans in order to get projects started. In 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 more FAU funds in order to do portions of Broadway, "L", and Moss Streets. Council 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 ri sk management reports do not pi ck up admi ni strati ve costs - only liability claims. -. . J,\ '~ : l: ;~ ;1 1 ,~ I !,i\, ..' r I, . ,I' J :I! ',\."1 ". " "I' I' ,h ,Ii I'" i" :ouncil Conference - 2 - Janua ry 12, 1985 'irector of Fi nance Chri stopher referred to hi s memos dated January 8 and ~ovember 29 in which he discussed the City's reserve funds. An infonnal lurvey of the cities in the County was made concerning their reserves. No :;ty had a set fonnul a for establ ishing a said amount. The ranges were from ~~ to 6~. On July 1, 1985, the City's Operating Fund reserves will be $7.3 ,il1ion and the All Fund balances will be $12.4 million. Council discussion 'allowed regarding the reduction in the balances from the previous year; ; nterest incomes added to the General Fund; whether the reserve fund shoul d be 'Jsed for capital improvements or operational needs; estimates of the various taxes such as sales tax, property, transit, lodging tax coming into the City; ~edevelopment money loans; the fact revenues do not nonnally keep up with expenditures; the need to retain a certain amount of revenues for short tenn fiscal emergencies. i' .~ , 1 \ ~ i '.'( Council di scussi on foll owed regardi ng Oceansi de's all ocati on of nearly $1 million per year. Councilman Scott stated Chula Vista was penalized by the Federal government because it had substantial reserves for "a rainy day" and there should be some attempt to get this legislation changed (allocation formul a) . Ci ty r~anager Goss proposed staff, at the budget session, bring back some recommendations which would be over and beyond the nonnal budget process. Staff will presently evaluate all projects such as sewers, drainage, life savi ng equipment, staff programs that wou1 d be cost-effective and projects that would become more effective as to priorities. l~ayor Cox suggested Council come up with some guidelines 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 dollar amount be set such as $1 to $1-1/2 million. Councilwoman McCand1iss declared there wou1 d be no be assurance on the part of the Council they wou1 d spend .. I, lill I'j'; 'I' ": . \~ \' I, I \, I' Il 11 '"I" t!" 11 ,I ,I I I , I i I I 'I .:<. ... '!. , ',< " ....:- "'~ '{J:: t. ~.:, -; -.i. 'f1 .. .'~. , l .. 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 remarkecLtlle: City's reserves al"e overly,conservati ve. - Councilman Scott stated his preference would ,be'computerizatio", of alL traffic signals in the City. Councilman Mo01"e 'stated he had 10 projects: 1) to improve the risk management program. 2) deep pocket legislation, 3) COlTlllunity appearance, 4) neighborhood watch, 5Ltrafftc study, BroadWay to: "L'~ Street, 6) Chula Vista Shopping Center, 7) Ii ght standards, 8) 'drainage, 9) esewerage, 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 million. Councilman Scott explained the expenditures would have to be extraordinary projects, ones that would benefit the enti re City in order to cause the Council to depl ete the reserves. He added- some of the' projects: 1 istedby Councilman Moore are too important to defer and some should be done now;' Councilman Malcolm asked to start the budget sessions earl i er thi s year to all 0.... Counci 1 more time to consi del" departmental requests.' Ci ty'Manager Goss said he will send the Council the budget sclledule. '~SUC (Scott/Moore) for staff to prepare extraordinary items that are either 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 belo.... 25~ of the reserves. This report to be presented to the City,Council-atthe budget session only for review. Councilman Malcolm commented he does not feel there is adequate staff to oversee the entire Bayfront plan. He would like to see an additional person added to Community Development Department to monitor the Environmental Impact Report (EIR), revi ew programs with the Fi sh and Game and Fi sh and Wil dl i fe organi zati ons and to coordi nate all the pl ans. Councilman Scott suggested hiri ng a contract person. Councilwoman McCandl iss agreed to the need for an additi onal person, but suggested havi ng a staff person famil i ar wi th 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 assigning it to a staff person kno....ledgable about the- plan and have the ne.... 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 woul d like to see in the goal s 1 i st: 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 ....hat they envision for the City in the next 30 years. .~ !.:. ~~" ...~. ....,: " '". " " .~ >- Council Conference - 4 - January 12, 1985 make it optional pri or to budget Councilwoman McCandliss suggested bringing in a facilitator - for staff to attend and schedule it as soon as possible - sessions. a facil itator to (Councilman Scott ~SUC (McCandliss/Cox) to hold a special meeting and invite discuss setting a City blueprint for the next 20-30 years. was absent dun ng thi s vote.) MSUC (Cox/McCand1iss) to direct the City Manager to communicate with staff and have them come forth with some recommendations with regard to a legislative program which the City of Chu1a Vista would want to pursue this calendar year. (Councilman Scott was absent during this vote.) I~SUC (Cox/Scott) to have each member of the City Council over the next two weeks come up with a list of items that they would like to see at least considered in regard to the regular capital improvement projects budget or the potential usage of current City's reserves - projects that they would want to see pursued and put a cost val ue on it. Thi s to be referred to the Ci ty Manager to compile a list the Council can consider at a later date. 3. Councilman S tt stated he had a potential conflict of interest and 1ef table at this t e. Traffic Engineer ss explained the Sweetater Valley Civic requested a moratori u in the Sweetwater Vall ey until such . e range traffic study is done for Bonita Road. The Coun' concurred in concept. r~r. Glass stated e study is an excellent ide' however, he would like to expand it further to ke in the following bou aries: on the west, the boundary west of Flower Stre ; on the east, the undary to include Route 25; on the south, the hills on the outh side of Bo ta Road; on the north, to include Route 54. There are th'ree d ferent ne proposed for the study: II the long range aspect, 2) the immediate eeds or some engineering work to be done for the improvements essentially i e Bonita Road/I-805 interchange area, and 3) advance planning stage. long range study will be a complicated one because it involves t e jur ictions. As to the cost, Mr. Glass stated hi s "guesstimate" was ,000. Councilman Moore declared the ggest problem was P1a Bonita and the traffic study should entail how th traffic has shifted off P za Bonita Road. He declared National City s u1d be using National City roa for that City's projects and they sho be a contri butor to the study. Ctl a start a joint effor ith the Cities of National City, San Die and Ca lTrans. Mr. Glass r rted 35,000 cars travel on Plaza Bonita Road daily. Co Malcolm i icated that developers such as Eastlake and Gersten should date some oJ,the money for the study since their proposed constructions wo d ent~i 1 usi ng Boni ta Road. He added there may be need to start formi ng some f TO: The Honorable Mayor and City Council FROM: John D. Goss, City Manager~ SUBJECT: Ranking of Councilmember Goals January 4, 1985 A listing is attached of the. 30 goals that have been expressed by Counci1members 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's 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 ~t the January 12 workshop. Since each of the 30 goals on the at~ached 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 .. E:3W " GOALS OF COUI~ILMEMBERS 1. Maintain quality of life that people who live here currently enjoy. 2. Establish more comprehensive economic development program. 3. Place more emphasis on and apply mofe resources to completing the Bayfront plan and plan approvals. r 4. Place more emphasis on getting moving'cin the Chula Vista shopping center. 5. Increased emphasis on developing the plans 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 City entrances. 8. Enforce illegal signs. g. Trolley line landscaping 10. Improve public relations at City's public counters. 11. Ensure prompt review and processing of land development proposals. 12. Expc 1ded Neighborhood Watch Program. 13. Ex, mded Ri sk Management Program. Increased emphasis on Capital Improvement Program (2 mentions): , 19. 20. 21. 22. \ 23. 24. 25. 26. 27. 28. 29. 30. 14. Orainage improvements. 15. Sewer System impro'vements. 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 Public Works Yard and use of present location. Review Street lighting Policy. Traffic Study for Bonita/Sweetwater. Address the issue of appropriate City reserves. Bro.den City Council workshops to include more time for informal discussion and analysis of broad community issues. Mount a grea.ter effort in removing local government as the "deep pocket- in liabil ity cl aims. . Place a greater emphasis on youth recreation programs. Work harder to develop privately-provided recreational opportunities to the community. Promote a balanced community, with balanced housing. Protect and enhance the Library's book collection. Oe-emphasize entertainment videos in the library. Work to control the cost of health insurance. Pr~ote policies to provide a safe working environment for City employees. -... C< . >" , 12 -1- S Lf co~^d (,0.1 5, #'7 (~"k;t.~ MINUTES OF AN ADJOURNED REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA Saturday, December 1, 1984 8:30 a.m. Council Conference Room City Hall ROLL CALL Councilmembers absent: Mayor Cox, Councilmembers McCandliss, Scott, Moore None Malcolm, Councilmembers present: Staff present: City Manager Goss, Assistant City Manager Asmu s Mayor Cox opened the meeting announcing it was called to discuss goals, objectives and the surplus reserve. Ci ty ~'anager Goss submitted a suggested agenda for the meeti ng stating the mai n purpose thi s morni ng was to get the Ci ty Council'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 informadon to absorb in one evening. Councilwoman McCandliss indicated she felt this was going to be a retreat type meeting whereby the Council would be discussing goals and objectives along with the evaluations of the City Manager, City Attorney and City Clerk. Councilman Scott agreed and stated it was too much information 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 pl at showi ng a di agram of how goal s and val ues are set and its flow through objectives, work program performance standards and evaluations. Mr. Goss explained the advantages of having goal-setting and how it fits into the work 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. BUILDING AND HOUSING City Manager Goss presented the goals submitted by the Building and Housing Department stating there is a potential for additional staffing in this depa rtment. In answer to the Mayor's questi ens, Di rector of Buil di ng and Housi ng Grady stated the broken tiles in the Ci vi c Center compl ex woul d 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 Way qym in order to acconmodate handicapped persons. Councilman Scott . questioned .the implementation of the COlllDunity Appearance Program. Mr. Goss stated this will be done in the future. In the meantime, the staff is taking a look at authorizing the Zoning Enforcement Officer to issue citations. .&... ~ Al. - - ,~. -- r. . - 2 - December I, 1984 Council Conference 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 toward 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; havi ng the Zoni ng Enforcement Officer participate in the next Council tour of the Ci ty. CITY ATTORNEY Council di scussi on focused on the "pri me-target deep-pocket" probl em the Ci ty Attorney noted in hi s wri tten report. Ci ty Attorney Harron stated the Ci ty has been fortunate in not experi enci ng 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 with. He indicated that this would not be possible with the present City Attorney's Engineering and Planning Departments workload. CITY CLERK In response to Council's questi ons concerni ng the goal s for the Ci ty C1 erk' s Office, the City Clerk responded to the work load exi sting 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. COMMUNITY DEVELOPMENT DEPARTMENT The Council indicated more work needs to be done on the industrial development program; the sl ide show bei ng prepared by the Publ ic Infonnation Coordi nator; the increased interest in the Otay Valley Road area and the need to have a person take prospective cl ients on a tour of that area; the goal to have an inventory of the vacant 1 and and buil.di ngs wi thi n the Ci ty; and to assi st developers and potential investors with'infonnation encouraging them to locate their finns in this City. '. r City Manager 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 Malcolm referred to the Bayfront development i ndicati ng that the City should not lose sight of this project and should bring it to fruition. He added projects such as the Chula Vi sta Shoppi ng Center, the second harbor entrance and the Otay Valley Road development all bring in sales tax and revenues to the City. Mayor Cox indicated the possibility of hiring a consultant or a lobbyist to work on the second entrance. Councilman 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 Anned Services Committee. . Council Conference - 3 - December 1, 1984 Councilman Scott remarked he would like to have someone look at - "balanced housing" inChula Vista" Ten years ago -a study was done on housing in Chula Vi sta. _ The City has now met thei r10l~-and moderate i ntome housi ng; however, the other balance is ,the high-i ncome housi ng which should be addressed. Coundlman- Scott rioted the: goals - set out in the Corrmunity Development Department for the low-and moderate income housing indicating this should be put on hold right now'.: .-, - - - - Mayor Cox referred to the renovation of the Memorial Bowl indicating it would not be effective unless it could accommodate community groups, theatres, etc. an-a-suggested staff look into making this more functional. It should be a facility attractive for- theatre groups, circus performances, symphonies, with dr'essing rooms and an additional room for stage props. . ,- .. .", .-. - Councilman Ma1colm- stated he would like to see more bei ng done for the youth in Chu1a- Vista - at the present time, quite a bit is being -done for senior citi zens. City Manager Go-ss 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 Director of Finance, Lyman Christopher, responded to Council's questions concerning general -goals for- his department; investment credit; auditing of motels and hotels in the area; evaluating the Risk Management function to determi ne the responsi bil ities of the Fi nance and Personnel Departments; and th ~_illQ!..P!"ogrllJ1l-9L~li C ens i ng. FIRE AND POLICE DEPARTMENTS City Manager Goss presented the department's goals noting a special section called "problems and opportunities". H~ highlighted some of the goals of the Fire Department: covering the Bayfront development; concern with the large amount of areas being annexed and the brush fire potentials; in the internal department the 2$ at 50 - has caused several retirements and new peop1 e are being hired; the physical fitness program - a proposal to develop a better program; automatic ai d. In response to Council's questions, Director of Public Safety Winters explained the programs offered at Southwestern College for Police Officers; the program now being implemented fol' recruiting police reserves; and the expansion of the Neighborhood Watch Program. Councilman Scott referred to a newspaper article which stated that indoor firing ranges are causing officers who are tested to having an over-amount of l~ad in their blood. REVISED COpy Council Conference - 4 - December " 1984 LIBRARY 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 admi ni strative support withi n the 1 i brary - perhaps a reorganization of the library may be proposed. 4. The space in terms of future expansion. 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 Chu1a 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' monies should be used for these purchases and more should be spent on books which will help and encourage all of the students to read. Libra ry Di rector Lane stated the items 1 i sted in her goals were approved in the 1 ast budget. Councilman Scott agreed with comments made by Councilman Malcolm 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 's questions, Director Lane noted the per capita statistics for books; and the percentage of non-resi dent usage. Council di scussi on conti nued with the need for services in the EastLake area either by a bookmobile or branch I Library; the Southwestern College library which is now a publiC library; providing funds to supplement the books in that area; the priority should be on new books, not necessarily other language books; the priority should be I given to educational cassettes rather than recreational cassettes; a storefront or bookmobile would house 10,000 books; the parking problem around the Library. MANAGEMENT SERVICES DEPARTMENT City Manager Goss submitted the goals and objectives indicating the focus was to improve the revenue base. Revenues coming into the City is the bottom line of this Department's goals. He referred to one of the Objectives which is to mi nimi ze the City I S net data processi ng cost by obtai ni ng $100,000 in revenue from contractura1 data processing services provided to other agencies. Mr.. Goss indicated this is a major opportunity to improve productivity in terms of effici ency and effecti veness. He noted, that in the long run, there wi 11 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 Moore 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. .t -> , , .,.,., Council Conference _ 5 _ December " 1984 PARKS AND RECREATION DEPARTr>1ENT City Manager:Gos~ 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 with replacing the 'chairs in the Park Way Gym. PERSONNEL' Ci ty Manager Geiss submitted the goals as submitted by Personnel Department noting to implement the particular programs would requlre additional resources. Councilwoman McCand1 i ss noted her deep concern with' the increased cost of.healthinsurance 'and: hoped ,the- Department would be working 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 thi s should be a very high pri ority and the Ri sk Management reports shou1 d be modifi ed to i nc1 ude staff time. In answer to Council's questions, Di rector of Personnel Thorsen explained the employment practices and the recruitment procedures. PLANNING Director-of-P1anning Kremplsubmitted the Department's goals and objectives. In answer to Counci l's questions, Mr. Kremp1 noted the Trai ni ng Sessions the City recently had for the peop1 e who work at the counters. Di rector of Personnel Thorsen stated the Trai ni ng Program conducted last year was attended mostly by clerical females. She is p1 anni ng another program and hoped more employees will attend. f ~ PUBLIC WORKS City Manager Goss submitted the goals and Objectives noting: - 1. The reorganization . plan includes Engineering, Public \~orks and Transportat ion. 2. The plan for Public Works facilities in the City and developing a maintenance management for the same. " 3. '.A computerized aid design. 4. Advanced planning/the City's system of drainage facilties. 5. Staffing of departmental personnel. ..... '. ' ... Council Conference - 6- December 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 bring 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 ~ALS AND OBJECTIVES f I ~ 1. Mayor 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 Manager 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 Malcolm stated the street lighting policy should be docketed for that meeting. Mayor Cox asked the Councilmembers to submit additional goals to the City Manager 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 Council Conference. (Since two meetings have been cancelled - December 25 and January 1 _ there may be a desi re on the part of staff to schedul e a conference the last part of December). MSUC (CoxMoore) 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 goal s to di scuss at a Council Conference to be schedul ed for January 12. l<1ayor 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 would like to have a'decision made by the Councilmembers on what percentage of the reserves would be prudent to maintain. Councilman Moore noted the interest bei ng earned on the re serves 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 schedul ed regularly on a quarterly basi s. City l~anager Goss sai d the meeti ng 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. . WPG:0512C PAG November 29, 1984 To: . The Honorable Mayor and City Counci 1 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 ittle time for it at weekly City Counci 1 meeti ngs where the focus is on specific issues or decisi ons to be made. To some extent, goal setti ng and priorities are discussed in determining the budget setting process, although in some communi ti es the focus is more on detail rather than poli cy. The effort in Chul a Vi sta in the last two years has been to do the 1 atter, 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 terms of the goal setti ng process. To assi st in thi s process, there are some general "ground rules" that the 1 iterature suggests are useful for goal setti ng conferences. These are: 1. Avoid getting bogged down in semantics/definitions of "goals and obj ecti ves. " 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. List of City Council goals. The idea here is to make certain that we are focusi ng on the proper general goal s, such as economic development, envirormental 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. Goal Setting Conference -2- November 29, 1984 2. Transmitted is a memo passi ng along departmental goal s 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 will not need to get into each goal in detail, from a general point of view, staff would appreciate input on whether or not we are on the right track. Should items be included or excluded from these lists? Also, any input you mi\Y 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 relates to greater use develop better priorities, timetables, appropriate in the City's operations in producti vity. 5. Transmitted is a memo on the Deputy City Manager for Development Services. Thi s has been an unresol ved issue regardi ng the structure of the City organization and this memo offers a proposal of recommending a shift in the City's organization in the Development Services side of the organi zat ion. performance standards. This of existing City resources to and work standards where order to attempt to improve 6. Transmitted confidentially, since it is a part of the evaluation process for your appointees, are memos on the City Manager's personal goals, management values, and the evaluation process for your appointees. Flexibility probably should be the key word to describe the approach which shoul d be taken on Saturday. There is a lot of materi al bei ng presented to you which, if reviewed generally and conceptually, very well could be accompl i shed in half a day. If there- is a desi re to get into it in more detail, there will be inadequate time Saturday to do that, and additional sessions mi\Y 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 mi\Y 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 accomplished in one or two meetings. It is hoped that this process can be focused on duri ng the goals setti ng conference so that perllaps a process that is suitable for Chula 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 item 6 be di scussed in executive sessi on. JDG:nr WPC 0549A 11/30/84 NOTES REGARDING COUNCIL GOALS,(CIRCA 1982 I 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 1-5. 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. .. 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 Ordering of Top 7 Goals to Generat~ Council's 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 ~ ~ November 28. 1984 m: FROM: SUBJECT: The Honorable Mayor and Cit~ouncil John D. Goss. City Manager~ Departmental Goals and Objectives 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 presenti.ng 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 time. 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 ~oal setting process more meaningful and useful. each department was encouraged to use whatever format seemed most useful and appropriate 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 '. ( 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 Er. ployee Morale Reduced Turnover Reduced Time Waste Efficient Resource Allocation Improved Manager/Employee Relations Reduced Stress Greater Self-Management by Employees CopyngN 0 MCMLXXXIll William R. 0"".... ArMncan ConsI"l\ing & Tfall'WlOo Inc. ~.." .';'" ) .'....r;.~. Q._" .......:.:~1 <rt? (, MAKING EXPECTATIONS REALISTIC Planning 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 CopyrigN 0 WCWLXXXIII W...... R. 0...... _.,..,.,....rr............ ('; MINU11!S OF A REGUlAR. ((X)UNCL alNPBRENCE) MIlE11NG OF 'mE C'IY OF QiULA VISTA Thursday, January 24,1991 4:05 p.m. Council Conference Room Administration BuDding .CAIL 1"0 ORDER 1. ROlL CALL: PRESENT: Councilmembers Nader, Rindone, and Mayor Pro Tempore Moore Councilman Malcolm arrived at 4:18 p.m. and left at 4:37 p.m. ALSO PRESENT: John D. Goss, City Manager; Bruce M. Boogaard, City Attomey; and Viclti c. Soderquist, Deputy City Cleric BUSINESS OOUNCL GOAL-SETllNG DlSCUSSlON 2A. - Continued from 1/22190 meeting. stated the item should have been on the agenda but because it was a continued item )ing held within five days, Council could deliberate and take action if necessary. ( Jess Valenzuela, Director 0 arks and Recreation, informed Council that a representative from Kirc:hnavy ConstrUction, Carl Casmer, w in attendance to answer any questions from the Council. He then reviewed the concerns raised by staff if e project were to be continued for three weeks, as estimated by the Landscape Architect, to review alt atives. The estimated cost per work day by the contractor is ~ ',500. He expressed concern over the possibl ions the delay could cause with the 19&4 Competitive Grant and the upcoming 1991 Competitive G L If the project is redesigned, it would have to be resubmitted to the State for review with the turn aro time of six to seven weeks. Alternatives would be to rebid the project or work with the existing contractor' the field with change orders. Councilman Malcolm questioned whether Mr. . had been contacted regarding the meeting being held tonight. reviewed to lee if there could be a savings to understood Ibat if the proposal could ties to the City, or the State grants . He had hoped Ibat the review of Mr. He further ......A..ed his concern over Mr. Valenzuela responded that staff had Dot advised Councilman Malcolm felt that Mr. Smith's proposal mould the City along with the abilitY to save the trees. 1be -,-- not be reviewed or the project changed without aubstantial jeopardized, the project would go forward as originally Smith's proposal could bring forth a win/win situation for the lack of notification of intereSted parties. City Manager Goss responded Ibat it was ItlIft's iatent to sift Couadl an of 1122191. Conclusions had not been made by staff as new iDfonnation was not ItlIft's intent to have Council take action without public ( The meeting recessed at 4:37 p.m. and ....._wned at 4:40 p.m. with as requested at the meeting being presented tonighL It and participation. -_.-- -------------. Minutes January 24, 1991 Page 2 'I . . . Councilman one felt Ibenwas. greatcleal ofrniewaecalJary and option toaplon and requested that Ibe item be COD . to Tuesday, Januuy 29. 1991 at 4:00 p.m. He further nquested lbat Daft Smilb be Dotified of Ibe mee c1ate and time. City Manager Goss S9,Soo/day cost, haw Ibe week del.y, Ibe impacts on Ibe 1 re-submittal of Ibe project. would request lbat 1be cm1tncIDI' wrify and Jive . lnaIulown of Ibe pe Arc:bitec:t clarify !be wotk lbat Deeded to be clone resulting in . Ibree CompetItive IfUIl, and !be time lines in'ftllwd in Ibe del.yand possible nport back to CoUDcIl include !be COlt of ilup(..lil..g IOn, how of _ clays, .. RFP procaI, and time line. Mayor Pro Tempore Moon requested Ibli long the parking lot would be tom up, !be Councilman Rindone apral'~ his concern implored staff to bring back . comprehensive meeting prepared to make . decision. Councilman N.der felt Coundlman Malcolm was uying to 0 '. win/Win situation and requested Ibat staff call upon him for his ezpertise. e jeopardy of !be 1984 Competitive Jl'lDt and He felt all CoIIndlmemben should come to Ibe I , 2. wmODucnON AND DISCUSSION OJ! .........'ll'n RESULTS OJ! UIl'R'nNG City Manager Goss stated Ibere wen 168 items on Ibe major projectS lilt. Slafl'did not feel it realistic to prioritize all 168 items, but requested lbat Councn review Ibe lilt to see if Iben were projectS that needed to be .dded or deleted, those needing more or leu emphasis, and those eountn wanted to haw updates on . regular basis. . 3. VISIONS OF 1HE NO"mum JIlT1'URE (H(JlA VISTA sm.....enD by each 0-......,.".",- .Ibeir ViaiaD Councilman Rindone felt it was essential to c:ommit to and identify !bole projectS eouncn felt should have m.jor focus from staff. Countn should seek eight 01' 1m projectS to be ";1".-' as high priority, with .djustments made when . full Councn is in ............o::e. The mOlt ~I";!;cant item should be IOUDd fiscal management and budgeting. He alIO apreaaed his concern _!be lack of public information regarding the industrial parks .vail.ble throughout !be CIty. Budpdng and pi......;", ahouId be clone DOt llIlly on · short NIl balis but alIO on . five and 1m Jar plan far .... projectS. Councnman N.der concurred and added tbe l'o1lowinI ~ 1) ..vWlh mana.- (inducIing environmental issues), 2) economic clevelopmeDt JIl....- and 3) "'0-" ..- 0UIr.-ch to tbe -lIIIity. ( eoundlmui Rindone felt then ahouId be . ~"'1 . "Qua1fff .LIfe" Wbk:b ww14 f-h1l'- public lrafety (defibul.tors and reapoDIe timeI), Ubnries and rtllllalld patb. nviN.~ ODcr....d prosrams for latchkey chilclren), 1ieing in of JWth 1Ik....- with tbe Ol,....,k 'l'niDiDI Ceuter, culunl arts c:ater (worlcshop to deal with iaaue as _ II poaible), and pen..d\( __.1I'dk and.... ......~. Gong term imp.cts). . Mayor Pro Tempore Moore felt all priaritiea __ der v"-1IpClIl tbe &cal"...h6t4- oftbe City. He alIO felt that Boards and c;-....;..;_ ~d be ,ttiI-.. to ...... tmfr time and lab tbe lead on - of !be projectS liated. '" . Minutes January 24, 1991 Page 3 ( 4. REVIEW OF MAJOR PROJECT IJ5T PREPARED BY SfAFF Councilman Rindone felt Item #166 "AnnU8l CommlUlity Evmt. Pride Fair" could be c:oordinated with the existing Fourth of July fireworks display sponsored by the City. It could be an annU8l evmt including community groups, carnival, booths, etc. Coordination could include the Human Resources Council, Chamber of Commerce and other civic pups. He requested that ItIIff retUm with a concept paper to Council within the next several weelcs and felt the first celebration could posslDly be held this year. City Manager Goss stated there had been a referral to ItIIff regarding the ChuIa VISta Center and requested clarification. Councilman Nader responded that it had been his request and he felt the referral could be removed as Councilman Rindone's suggestion fit in well with his original concept. Councilman Rindone requested a delineation of the four industrial parks, a projected time line, and a status repon every six months. Councilman Nader felt that the revitalization of the downtown lIrell should be addressed. He also felt more should be done regarding community outreach and constituent services. Once this has been done, the Council will be more aware of what projects could be missing. Councilman Rindone felt there should be a minimum of four Council meetings held in various geographical locations throughout the Ciry. He felt the Council should go to the public. ( City Attorney Boogaard informed Council that the there was a Chaner restraint regarding the location of meetings. He stated this issue could be reviewed by the Chaner Review Commission for possible revision. City Manager Goss stated that community forums would be an option which could be tied in with special activities throughout the City, i.e. the opening of EastLake High School. Mayor Pro Tempore Moore stated that town meetings which are video taped and made available to the public were also very effective. The following projects were deleted from the current list: #64 . SDG8cE Combined Cycle Plant #69 . Second I4arbor Entrance Item #166 . AnnU8l Community Event. Pride Fair was moved from Potential Projects into ~or Projects. Item #61 . Boundaries. National City/Chu1a VISta will be left on the list but the project is currently with National City for action. Item # 165 . Heritage Park is an ongoing project with low priority. Item #153 . City Architect Position, ItIIff emphasis had been placed 011 the enviroDmemal position. Item #164 . Fanner's Marltet, Mayor Mc(;andH.. had requested that ItIIff check into requirements for certification. This project draws people on a weekly basis and cloes compete with the existing commerce. ( Minutes January 24, 1991 Page 4 .. City Manager GeIss stated staffwould review _revile 1he IiID _1IIbmit tD Council for review and follow- up. He noted that the staff feels a majot emphasis should be em me pneration of _ues from other lOurces and they are reviewing all programs OIl an oa-soinB basis. Councilman Nader stated he had asked staff tD look at 1he deftlopment and amaction tD me City of a computer Ales center,limi1ar tD the mile of can in order pDerate _ues. He requested that staff stUdy the feasibility of this concept. 5. DISCUSSION OF HOW VISIONS AND MAJOR. PROJI!C'I'S .1!I~TE TO NVINnI MIlURIUI~ NIlIm!': AND muNCIL STAFF :''''''STANCE City Manager GeIss requested JUidance from Council repnIing their oeecIs and staff uslstance. Mayor Pro Tempore Moore felt his needs were different from those Councilmemben having full time jobs. He did apress concern regarding staff responding tD the c:onstituencywithout coordination through one staff person. Councilman Nader stated he had experienced problems by not having a staff person working for a specific Coundlperson. He felt it undermined public confidence _ stated he could utilize a balf time staff person. He questioned how the position would be funded and felt priotities in the budget should be reviewed. ! \ Counci1man Rindone stated he could support Alternative #2 as submitted but did not feel that it should be an attempt to replace staff with staff. He also felt that he could utilize a staff person tD attend community meetings on his behalf. Councilman Nader apressed caution regarding Alternative #2, as it utilizes aisting mar~ent assistants, and que, tioned who they would be accountable tD, Le. Adminislratioll, Council, etc. City Manager Goss responded that with the JUidance and direction from Council, he would return with a tDore in depth report on Alternatives #2 and #4. Councilman Rindone stated that after review, Alternative #4 was preferable tD Alternative #2. He did not want additional funding for the position(s). City Manager Goss replied that staff would review the entire City operation without affecting service levels. He felt there were other issues that should also be ad.h J ltd, i.e. leftl of IUppOrt 1he Mayor would require versus the needs of the Council. Mayor Pro Tempore Moore SUUelted that a Cound1IUb f' " ...- be _19M in ........"'"'a the demand that would be needed by inclivic1ual CoI.....a-'-I. Councilman Rindone felt staff should be given the opportunity tD brine becIt an Initia1 prvpoaal for review and then possibly haw a JUb.committee rmew. He qned that the oeecIs tI the MaF' omce Deeded tD be addressed. The City Manager is in the best p Hl"va tD ...~ where the -- wm come from - the reallocation necessary. City Manager GeIss stated he would haw tD tnf1mnaIly talk tD the _ MaJW repnIing those oeecIs, etc. ( - .- --_. -- ------- - . ---.---.--.------.-...--------.- -- --. ------ -------- - Minutes January 24.1991 Page 5 6. ORAL COMMUNICATIONS Paul L. Greene, Sr., 141 Lotus Drive, Chula VISta, Celifomia, requested that Council consider Mayor McCanclliss' list of priorities when reviewing the MlIjor Project List. He I1so requested to meet with the Council in a closed session over past litigation. ADJOURNMENT ADJOURNMENT AT 6:43 P.M. to Alljoumed Special City Counc:il Meeting on January 26, 1991 at 9:00 a.m. in the City Council Chambers. Respectfully submitted, BEVERLY A. AlITHELET, CMC, City Clerk br- ~~~ ( ( COUNCll. AGENDA SfATEMENT . Item~ Meeting Date~4f2.. ITEM 'ITTI.E: Report on the progress of the Mayor's "Environmental Agenda for the 90's" SUBMfITED BY: Environmental Resource Manag~ REVIEWED BY: City Manager (j~J l' lD On September 7, 1991, the Resource Conservation Commission voted to support the Mayor's Environmental Agenda as a working document and approved the document as an adoption of goals. The RCC requested that, when appropriate, staff would later bring back an in-depth, item-by-item review of the issues within the Environmental Agenda. Consequently, on October 15th, 1991 the City Council directed staff to review each item within Mayor Nader's Environmental Agenda for the 90's and return to the Council with a recommendation on how to proceed. As a result of this review, staff has developed programs for three issues considered priority items within the 57 points of the agenda; our recommendation is to develop a comprehensive program based on the following three it.ems: a) A Comprehensive C02 Reduction Program; b) Toxics Reduction Ordinance; and, c) Water Conservation Pa-.kage. Items (a), (b) and (c) are recommended to be referred to the Resource Conserva';on Commission and brought forward for an item-by-item review. RECOMMENDATIONS: Accept the report in concept and refer Items (a), (b) and (c) to the RCC for review and recommendations to be brought back to the City Council for adoption. BOARDS/COMMISSIONS RECOMMENDATION: The RCC reviewed and approved in concept the original 57 points included in the Environmental Agenda for the 90's. . DISCUSSION: After extensive meetings with staff from the various departments which Will be involved with implementing the 57 points within the Environmental Agenda, there was a perceived need to initially narrow the focus down to a few.,of the 57 issues in order to begin the development process of creating programs and drafting ordinances relating to the 57 points. The following are the recommended priorities devised as a result of these various staff conferences: .( .2.t.. - ) A) C02 ProImlIIl and EneI'2V Reduction Packa2:e The C02 Program would emphasize an overall approach that the City would undertake to do its part in reducing C02 emissions. Some of these items have been included in other City Council referrals, but may be in the process of revisions or clarifications. These items have an .. next to them. The C02 Reduction Package would include the following items within the Environmental Agenda: ITEM # ISSUE (as listed in the . Environmental Agenda) 18 44 7 21 51 Indoor Smoking Law." Restriction on sale of ozone depleting products. Transportation Demand Management Plan". City Procurement policy regarding ozone depleting chemicals. Conservation finance authority to provide loans for energy and water conservation improvements. Tree Preservation Ordinance. Chloroflourocarbon reduction legislation. Air quality maintenance program for city equipment. Procurement Policy for Clean fuels. 36 24 12 13 B) Toxies Reduction ProImlIIl The purpose of a Toxics n.eduction Program is to audit chemicals used within the City itself and replace, where posdble, those chemicals with safe-substitutes. The Toxics Reduction program would also work to create an educational program, called "SMART" (Save Money and Reduce Toxics) aimed at businesses to encourage the replacement of highly toxic chemicals with safer-substitutes. The program would include a toxic waste reduction ordinance and a pilot lead abatement program of which funding may be available through the state and/or federal government. ITEM # (as listed in the Environmental Agenda) ISSUE 39 20 Toxic Waste Reduction Ordinance. Replacement program for chemicals used by the City. C) Water Conservation Packal!e This package would develop water conservation incentive programs. The proposal is consistent with the City's goal in developing an Interim Water Offset Policy. A ,,(....:2.. subcommittee of the Interagency Water Task Force met on October 21, 1991 and again on , February 12, 1992 to begin developing language for a Water Offset Policy. These included the following items: technique of calculating a fee to look at other offset programs within the region, local water district needs, CWA participation agreements, offset charges, and the impacts on affordable housing, os well as the cost and impact of the Clean Water Program on water reclamation. Planning for the Water Conservation Package, including the proposed Water Offset Policy, would include a cooperative effort with the Ad Hoc Interagency Water Task Force, and will be forwarded to the Interagency Water Task Force; in turn the Water Conservation Package could potentially fund a rebate retrofit pilot program. Planning for a water conservation package would include a cooperative effort with the Ad Hoc Subcommittee of the Interagency Water Task Force, as well as a review by the Interagency Water Task Force itself. This package may also include a potential retrofit resale ordinance to be drafted and brought back to Council. The goal of the Water Conservation package is to reduce the City's quantitative contributions to the Point Loma sewage treatment system, and subsequently reduce the overall cost to the City's ratepayers for the planned upgrades for the Metro sewage treatment system. ITEM # (as listed in the Environmental Agenda) ISSUE 52 51 Residential retrofit Ordinance. Conservation Finance Authority to provide loans for energy and water conservation improvements. Altemativ,-s to continued participation in the metro sewer system. 49 STAFF IMPACTS ( Upon City Council approval of each issue included in the Environmental Agenda, we have designated a particular department to become the lead staff for each item (please see Appendix A). Items. (a), (b) and (c) are individual packages of numerous issues, each of which must be reviewed separately. The overall implementation of each package will be the responsibility of the Administration Department. It is possible to begin the C02 Reduction Program and the Toxics Reduction Program reviews immediately, and we estimate that the entire package for (a) and (b) could be implemented, in a sequential fashion, over the next 12 months. Because review for item (c) has already begun as part of the Planning Department's water offset policy issue paper, we will continue with that review and plan to bring back a proposal on the water offset policy in 60 days and follow up with the water retrofit resale policy 30 days I~er. Prior to any staff assignments, we will review the current workload of staff to analyze if any of these items are currently being dealt with, in order to remove any repetitiveness. Any future staff workload necessary to implement Items a, b, and c will be evalauted and brought back to the City Council on an item-by-item basis. Initially, any staff preparation needed for RCC review zi=>..,a is projected to fit within the following departments' current workload: Planning, Administration, Park and Recreation, and the Quality of Work Life Committee. Staff needs for item (b) will primarily come from the Public Works Department, with some assistance from the Park and Recreation Department. Staffing for Item (c) will include Administration, Building and Housing Department, and Engineering. Much of the initial staff time will be dedicated to preparing analysis for the RCC to determine the direction of potential ordinances with regards to each issue. It is believed the start-up work of these items will not result in an additional work load, and will fit within the work of each department for items (a), (b) and (c). We plan to evaluate the work time needed for each item on an item-by-item basis, and will include this evaluation as part of the review process . for each item. FISCAL IMPACTS At this time, there is no fiscal impact. As each issue is brought back to the City Council over the next year, we will examine any potential fiscal impacts on an item-by-item basis. Any economic impacts will be considered at that time as well. ~".~ APPENDIX A mM IMPLEMENTATION DEPARTMENT' F.,6J) expected to be Complex/Simple AIR OUALITY 6 Public Transit near Employment s Planning! Assist: Transit 7 Transp. Oem Mgrnt C Administration! Assist: Transit 8 City TOM C Transit 12 Air Quality Maint. for City Equipment s Public Works 13 Procurement Policy for Clean Fuels S Env Res. Mgr/ Assist: Public Works 8 Indoor Smoking Law S Env Res. Mgr/Finance/ QWL 21 Procurement policy re ozone layer S Env Res. Mgr/Finance 22 Auto Air Cond Ordinance C 3nv Res. Mgr/Assist: Public Works 24 Chlorofluorocarbon Legis C Env Res. Mgr 36 Tree Preservation ordinance S Planning! Assist: Park & Rec. 37 Arbor Day Program S Park & ReC/Planning 2.~"5 44 Sale of ozone depleting products C Administration! Attorney rrnM IMPLEMENTATION DEPARTMENT LEAD expected to be Complex/Simple TRANSPORTATION 1 Growth Moratorium Pending Transit C Engineering/Planning 3 CIP for bike lanes S Engineering/ Assist:Park & Rec. 4 Mixed Use Zone C Planning/Com. Dev./ Administration 5 Street Design Ord. C Engineering/Planning 9 Bicycle Pkg. Facilities S Engineering/planning ADMINISfRATION 10 EIR Payment Policy S Planning 11 EIR Consultant Policy S Planning 26 Pks & Rec Comm. Input S Planning/Community Development 29 Ping. Comm/RCC Input S Planning/Community Development PARKS & OPEN SPACE 27 Acquisition Assessment Districts C Park & Rec./ Assist: Public Works 28 Open Space Zone C Planning z.~.~ 30 Sensitive Lands Ord . C Park & Rec/Planningl Assist: Env Res. Mgr. ( GROwrn MANAGEMENT PLANNING 32 Stop Development with Threshold Violation C Planning IrnM IMPLEMENTATION DEPARTMENT T FAD expected to be CompleX/Simple 33 Threshold changes re cost/quality C 34 New Development Cover Operating Costs S 35 Commission latitude on recommendations S 38 RFP for job training needs C 55 Neighborhood PIng Groups C TOXIC WASTE 19 Removal of Lead in Homes S 20 Chemicals used by City S 39 Toxic Waste Reduc. Ordinance S 47 Toxic Disclosure S 48 RCC Review of Toxic Waste Generation S Planning Planning Administration Community Development Planning Building & Housing - Public WorkslPark & Rec. Public WorkslPark & Rec. , Administration! Env Res. Manager Planning 2~-'1 ENERGY & WATER 14 Public Energy Distribution Utility C Planning/Admin rmM IMPLEMENTATION DEPARTMENT IF.\)) expected to be Complex/Simple 49 Metro Sewer System C (in process) Engineering 51 Conservation Finance Authority for Energy/ Water C Administration/Env Res. Mgr 52 Residential Sale - Energy/Water Retrofit S Building & Housing 53 Drought Tolerant Landscaping C Planning/Parks & Rec 54 Reclaimed Water Plan C Park & Rec. 'Env Res. Mgr 56 RCC - Qtrly. Environ- mental articles S Planning/Administration 2b-'