HomeMy WebLinkAbout01-Workshop
,\_'
~~TY OF SAN
\"
;E~ARDINO:)- .AEMORANDl""
To
Hon. Mayor Wilcox
From
Shauna Clark
City Clerk
June 15. 1987
Subject
Mayor/Council Workshop
Date
Approved
Date
I received your memo regarding a Council Workshop on
1 will be on vacation for ten days starting July 11,
on the 11th of July, I will not be able to attend.
July lUth or July 11, 1987.
1987, so if the workshop is
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C I T Y
o FQA N B E RA R
INTEROFFICE MEMORANDUM
8705-1252
DIN 0
:)
TO: Members of the Common Council
FROM: Evlyn Wilcox, Mayor
SUBJECT: Mayor/Council Workshop
DATE:
May 28, 1987
(7088)
COPIES:
Ray Schweitzer, Phil Arvizo, Jim Penman, Shauna
Clark
-------------------------------------------------------------
When I entered office two years ago, I made it a point to try
and work with the Council to establish priorities and work
together on projects that would be beneficial to the citizens
of San Bernardino. To this end, I have held several Mayor/
Council Workshops off-site to discuss issues that were of a
common interest to all of us in furthering the planned,
progressive growth of San Bernardino.
I would like to continue this effort and have tentatively set
aside two possible dates for a workshop. The dates are
Friday, July lOth and/or Saturday, July 11th.
Please advise me by Monday, June 8th which date would fit
your schedule and send me your ideas on possible agenda
items.
Thank you for your response to this request.
i' _
,~/ ../) 1 ,
~~~/ / /;X~
Bvlyn Wilcox,' Mayor
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1\l1t:.iV1UHANUUM
D01ald J. ~ur1ett
From Chief of Pclice
,
,
Subject Area Com~anders' ",e of Stoc:<~i le<1 ,'acral Cars
Date ,]u 1 Y 1, 1987
Approved
Date
r(@
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i listened cD your CQCT1ent ,~out t12 ;J,)ssibility of are, corrrnolnders
(jriving new s:oc,<pi 1erj patiol veh"1c1~5 ~e"'d;ng the placefl1e'1t of ne1,'J
ve~icles on ~he line. ~ske1 tna~ you~ suggestion be ;esearched. The
"'esul"':s of tha: :--esear:1 ].-e ]tt,3.C'~~rj. ~s j0U can se~, ysur' SUfjgest~on
is possible to iilpierrent but "ct ~rJ.c:1r:J.1 :); suitable &;'Jr our ;:;ui;Jose5.
CdlJsing the area COrT:la.nders to U:--lve ~:1ese venicles i" (.'1e condlt~ufl
chey are aelivered 'lOuld 'le, at 'lest, a "colKe dO" olDpro"ch tJ satisfying
:hel r need---for tiar'!s;JortatiQn.
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;Jona ld ....i. Burne~t
Chi-?r of Pol ice
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l,ttachr1ent
:layor l~i lcox
Ray Schy~ei tzer,
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c;lTY OF SAN BEPNARDINOo- MEMORANDu:t
....,.,.
To CAPTAIN D. A. ROBBINS
Subject AREA COMMANDER VEHICLES
FEAS IBIUTY STUD
-'j'/
Approved ~? '
From L T. T. MAIER
Date 6-23-87
Date / -'l,,)- 1/}
PURPOSE
To determine the feasibility of assigning new marked police units to Area
Commanders prior to their scheduled usage as patrol units.
ADVANTAGES
* This proposal would allow for the use of vehicles which are currently in
storage, thus expanding their overall usefulness.
* It would afford an easier break-in period for the new equipment:
* It would save the initial expense of an additional vehicle.
DRAWBACKS
* Each of these vehicles warranty clock begins ticking as it is brought into
use. Much of the warranty period would be used up under much easier condi-
tions and a much slower accumulation of mileage. Repair of major components
after the warranty period would be costly.
* The vehicle would have police markings but would not contain such equipment
as a radi o. Thi s wou1 d requ i re the ass i gnment of an HT unit to the car
on a 24-hour basis.
* The wi re harness for the 1 i ght bar assembly cannot be pull ed back through
the vehicle's roof and must remain exposed. These wires, if vandalized
or otherwise damaged, will be very costly and difficult to replace. This
semi -comp 1 eted condit i on wou1 d also present somewhat of a haphazard image
to the community.
* Area inspection is one of the most important considerations in providing
the Area Commanders with vehicles. A marked police car makes this inspection
process less effective.
SUMMARY
Mr. Robert Torbert, Superintendent of City Yards, was contacted on 6-23-87,
regarding the feasibility of this program. Mr. Torbett felt the program was
feasible and saw no difficulties that couldn't be worked out, His overall
opinion of the program was favorable.
c
CAPTAIN D. A. ROBBINS <:)
AREA COMMANDER VEHICLES/FEASIBILITY STUDY
6-23-87
PAGE 2
o
J
,
The fi ve current area Conmanders were asked thei r Opl n1 on. Their primary
concern was the i neffect iveness of the marked unit duri ng the inspect ion
process. Personal inspection of personnel in troubled locations ranked high
in their priorities. An unmarked sedan would allow the Area Conrnanders to
observe how their personnel interacts with the conrnunity and deals with prob-
lems.
The use of the vehicles does appear to be feasible; however, the listed draw-
back~ should be taken into consideration.
Respectfully submitted,
~tt-~
L. H M S D. M E
c
C I T Y
o Frs A N B E R ^ R
INT~OFFICE MEMoRAWDUM
8707-1501
DIN 0
~
TO: Raymond D. Schweitzer
FROM: Fred Wilson, Assistant to City Administrator
SUBJECT: comparison of Per capita Expenditures between the
City of San Bernardino and other California cities
DATE:
July 6, 1987
(7127)
COPIES:
Jim RObbins, Deputy City Administrator - Finance
-------------------------------------------------------------
I have prepared the attached two charts which compare per
capita expenditures between the City of San Bernardino as
well as selected other cities throughout the State. The
first chart compares per capita expenditures for the City of
San Bernardino and 23 California cities within a population
range of 100,000 - 250,000 by Major categories of service.
The second chart compares per capita expenditures for the
City of San Bernardino and 10 selected independent cities
with populations that more closely approximate that of San
Bernardino's. As indicated on both charts, it appears that
San Bernardino is expending more funds on a per capita basis
in the public safety categories than the majority of the
cities compared while expending somewhat less than the
average in the Community Development category.
~ON'
Assistant to City Administrator
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1987 MAYOR/COUNCIL RETREAT
California state University, San Bernardino
July 10, 1987
Oak Room - University Commons
8:30 a.m.
9:00 a.m.
9:15 a.m.
10:15 a.m.
10:25 a.m.
11:30 a.m.
12:00 Noon
1:30 p.m.
2:00 p.m.
3:15 p.m.
3:30 p.m.
5:00 p.m.
AGENDA
Continental Breakfast
Opening Remarks - Mayor wilcox
Facilitator - Dr. John Hatton
Discussion: Management Retreat Outcomes
Break
Discussion: Management Retreat Outcomes
(continued)
Closed Session Participation
Lunch
Review/Discussion on Council Agenda Format
Review of Goals/Objectives/Priorities
Break
Review of Goals/Objectives/Priorities (Cont'd)
Retreat Concluded - Schedule next retreat
c
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OUTCOMES FROM CITY MANAGEMENT RETREAT
April 2nd and 3rd, 1987
Highland Springs, California
Prepared by: Phil Arvizo
Richard Bennecke
~
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:)
---.,
1. Manager's Role in Decision Making Process
Emphasis was placed on working through the city
Administrator in coordinating work assignments.
Important to keep all political entities informed.
Cooperation and work coordination of assignments
essential for productive input and output.
Decision making up & down the hierarchical
organizational structure.
Manager should be free to manage without day-to-day
political interference.
2. Organizational structures
Divergent viewpoints on how to organize City
functions
Common ideas included combining like functions
under three departments: City Administration,
Deputy city Administration-Development, Deputy City
Administration-Administration.
strong feeling that there should not be secretarial
pools.
Reduce City Commissioners
Standardize Council Committee Meeting times
Reduce number of Council Ad hoc Committees and
redirect Ad hoc Committee Agendas to primary
Council Committee.
3. Equipment Management
General feeling that a system for equipment
management could save the City money.
o
C
Requisition Management
emphasized.
~
& coordination was
----
4. Capital Improvement Plan
Strongly recommended that Council adopt a five-year
capital improvement program with annual review.
Group felt that the city could save money with a
firm plan in operation.
5. Budget Process
Two-year budget cycle was presented. Group felt
this might enhance planning capabilities.
Recommended program budget format instead of line
item. This would help policy makers prioritize
program emphasis.
6. Computer Implementation
Strong emphasis placed on mandatory training
program for all personnel using computers.
7. Consultants Role in Organizational Change
Discussed the important role consultants play in
reviewing effectiveness and efficiency of
operations. Generally, felt it was a good idea.
o
tr-....
:)
:)
\.....I
SUMMARY
WINDS OF CHANGE PRESENTATION -
By Dr. David J. Bellis, Professor at Cal State
To: Management Retreat
- Organizational Pleasure:
Stability - Predictability - Controlability - Continuity - Status
Quo - Desire to go backward to tranquility.
- Organizational Pain:
Instability - Unpredictability - Uncontrollable Change - Discon-
tinuity - Rapid, headlong change
San Bernardino's Senior Level City Managers have pain ahead of them -
As Public Sector Managers you serve at the pleasure of the Elec-
torate - here today - gone tomorrow.
For those who like stability, and hate change, the symptoms: over-
eating, undereating, over/under anxiety, too much booze and
smokes, drugs, general bitchiness, sexual impotence, ulcers -
I know - I've been there:
* 2-Term Councilman and Mayor of Signal Hill
sive change.
* Mini Chicago - oil boom 20's to 50's.
* City government characterized by felony conflicts of interest,
witnessed explo-
illegal ordinances, doctored official documents, fixed elections.
death threats and intimidation of voters, a run-wild police de-
partment (Ron Settles' death), millions in liability lawsuits, un-
controllable high density and residential development on property
owned by councilmen and mayors.
Bellis helped clean town up -
-- Constant family death threats
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sugar in gas tank, cut fuel line, slashed tires
Grandmother (87) threatening to kill Bellis' wife
Bought $500 worth of guns to defend himself
His duty to topple the crooked machine
17 elections in 7 years
Recalls, initiatives and regular elections finally beat out
four crooked councilmen.
Dismantled Administrative apparatus -
Fired City Manager, Chief of Police and 2/3 of 28 officers
in police department
Removed Director of Planning and Community Development,
Public Works and Building and Safety Director, City Engi-
neer, Finance Director and City Attorney to name a few.
Caused total reorganization
Two-year building moratorium
Rewrote general plan and zoning code
Instituted growth management
Shored up Signal Hill tax base with intense economic develop-
ment
Price Club
Auto Mall
Hotel and Business Park
- Caused much anxiety in .old guard. and senior level managers.
Allayed fears of the honest and efficient managers by pledging coun-
cil support.
- Council promised to work through chain of command - no end runs -
with problems or complaints.
.San Bernardino social and political history and maybe future-parallel
Signal Hill:.
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Both rough towns
San Bernardino - Riverside's dirty little brother
San Bernardino - lunchpail brigade - Riverside - hoy paloy
San Bernardino - red light district
San Bernardino - rough and tumble politics
Allegations of police misconduct, conflict of interest on
Council, election fraud, council, mayor collusions with deve-
lopers
Present growth is unprecedented - creating politicl turmoil.
30,000 single family resident permits
Tension with spread of housing and employment
Image of open space and quiet neighborhoods shattered by:
shopping centers, office complexes, road systems and power
lines, high density apartments, traffic, pollution, overcrowded
schools
Million dollar lawsuit
City officials in a dilemna.
Development creates jobs and tax base
Commuters hate to drive far to work
City services difficult to finance with fiscal limits
Tax base erodes if no new development
Development offers stability and expansion
Development provides opportunities to finance infrastructure
Voters against development and change
Development upsets their life
Citizens will revolt
What do public officials do in this Catch 22?
As an outsider
WThe winds of change are blowing hard in San
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Bernardino."
Windsock stood straight out in March election
Veteran city council incumbents and city attorney bit the dust.
You face potential of 5 new councilmembers
new majority
new faces
new policy orientations
more growth management orientation
selective growth
purposeful growth
growth as if people mattered
more attention to rate and timing of development
quantity and quality
t~e
location
tools of regulation
general plan
zoning codes
capital improvement program
possibilities of:
building moratorium
permit limitations
populations caps
Who's in - Who's out - by Ward?
Ralph Hernandez quit - Jess Flores, former Planning Commission-
er, elected outright.
Fourth Ward - Marks quit. Mike Maudsley elected outright. Ex-
Planning Commissioner - growth management oriented.
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Fifth Ward - Close runoff to come between, Gordon Quiel, who
sounds more growth management oriented - too late, Tom Minor is
growth control minded.
Sixth Ward Incumbent Dan Frazier defeated. Hardy Brown and
Valerie Pope-Ludlam runoff. Either will cause demand for bene-
fits of economic development to the Westside.
Seventh Ward - Jack Strickler, incumbent, quit after two terms.
Norine Miller and Ex-Councilman Gerwig. Voters want new blood,
not political retreads.
Election results show citizen movement fer more honest, profes-
sional and representative government. These are values you will see
expect major personnel and commission changes.
"Maybe time for some
public administrators/who can't climb over the problems'of the past)to
say their prayers and quietly recite the 23rd Psalm."
Are you afraid? Don't be. Be confident. Faith and knowledge
overcome fear.
If you've done good, honest job - never fear
If you have doubts - your head may roll
If you understand unpredictability of politics your anxiety
level should drop
If you know the main issues you're ahead
Expect change, predict change, plan for change - it's natural in
the political world.
My advice - at this retreat where you plan and strategize on how
you can provide the most efficient, effective and ethical delivery of
services -
Self criticize
Argue
Set goals and plans
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Forget petty turf defenses
Overcome personality conflicts
Work toward the public interest
Train the new Councilmembers right. No bypassing the City Admin-
istrator with end runs to Department Heads ~ their subordinates:
That kills coordination
Screws up information flow
Undermines authority
Puts departments on the hot seat
Instill in Mayor and Council the confidence that their problems
and complaints are being handled quickly and thoroughly with rapid
feedback.
You are the experts - your role is to innovate, propose new pro-
grams, new organizational structure, state-of-the-art management tech-
niques. Propose, propose, propose. Continue your education.
The background, knowledge and expertise of the prople in this room
can bring respect and change to San Bernardino City Government.
Final joke about a burglar parrot and a doberman pinscher -
There was this residential burglar, see, who busts into this house
that's supposed to have a state-of-the-art security system.
A. But he goes in, hears no alarms or anything going off, and
starts loading up with the goods.
B. All of a sudden, out of the dark, he hears this little voice
say, -You'll be sorry.- But he can't see anything.
C. Then he hears it again, -You'll be sorry.-
D. This time, he points his flashlight in the direction of the
little voice, and the beam lands on a parrot in a cage with a
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big Doberman Pinscher sleeping
o
placidly beside it loading
---.
,,)
up
stereo, guns, jewelry.
E. Well, he goes back to his work and the bird says RYou'll be
sorryR once more.
F. This time, the burglar says to the bird, RGoddamit, can't you
say anything else but that?
G. The bird shakes out his feathers, looks down at the big Dober-
man. and says, RSic' em.R
B. Your new Council and Mayor are that Doberman, so you better
heed what's going on. Listen to the winds of change, otherwise
you might get hit on the ass. You don't need a weatherman to
know which way the wind's blowing.
retreat and bright future.
I wish you a successful
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PROGRAM EVALUATION ON SCALE OF ONE TO FIVE
SCORE
COMMENTS
5
Exposure/interaction between individuals involved. Topics
discussed are relevant, current and in need of clarification.
Ideas for next year: Computer/Reorganization.
4
Well organized. Good facility.
jects. Well presented.
The retreat was very informative and positive. The subjects
were interesting and helpful. The goal setting items were
excellent.
Good food.
Pertinent sub-
9 On scale of 1 - 10 rate retreat 9 mainly because 10's are ex-
tremely difficult to give on anything. One comment I would
like to make though has not to do with the retreat but with the
idea of communication on a day-to-day basis. This retreat has
been very informative but we need it more than once a year. It
is also needed for more than Management. Our people need to
know who they work for in Management in the City - not only in
the departments.
4 I found the retreat to be a very useful process. I hope to
attend next year.
4
Good mix of
ence were
sented were
speakers - inside and outside. Speakers and audi-
by and large positive. Materials and issues pre-
relevant and thought provoking.
particularly appreciative of presentations on budget/finance
and current status of data processing. Value analysis team
concept is still not clear in my mind. Highland Resort was
extremely comfortable environment for the meeting. Would like
more input from Mayor and City Administrator to give us a
better and fuller understanding of their overall philosophy of
service. Let's do it againl Next year I would like a presen-
tation on current/upcoming national and state legislation
affecting municipalities. Maybe a League of California Cities
official could be invited.
3 Most sessions informative. However, some department heads seem
to think they can use the question and answer period to raise
personal departmental issues that they can't win through the
City Administrator. Some questions had little to do with
actual presentation or topic. Others still have tough time
dealing with the situation of limited resources.
4 The information given was very good. I just hope that the
items raised will be evaluated and acted upon.
'~,
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5 Great show. Educational, entertaining, fast paced.
4 Presentations were good. Could use more visuals. Specific
allusions good, keeping away from general advised. Exercises
need more time. Retreat did elicit some good suggestions.
3 Need to go over what was implemented from last retreat. Need
scorecard to see if all this is worth it. ~ have more
Council involvement. We know what to do but cannot implement
with Council. We identify problems and offer solutions but
nothing seems to happen.
3+ More interaction between all persons. Planning team did a great
job.
4+
Problem sOlving format in small groups may have
regarding other topic areas - ClP, budget process,
etc.
worked well
computers,
This has been one of the best retreats. The committee managed
to include topics that certainly impact us. There was ample
time for questions and discussion. The atmosphere great as
usual and sufficient time to relax and interrelate with one
another. I hope you follow the same approach in preparation for
future retreats.
3 Problems were identified. However, weak commitment at best for
resolution. The worth of the session will be predicated on the
followup expected and necessary to insure the same problems
don't exist next year when we meet.
4+ I rate the overall program at 4+.
4 Greater interaction between managers during the retreat process
should be encouraged.
4.5 Conference should have started at 2:00 p.m. or so on Wednesday
and still concluded by noonish on Friday. By wednesday at 6:00
everyone was pretty tired. The real getting together didn't
start till the mid morning of Thursday. It should happen ear-
lier. Really, really good retreatl
4+ The timing and pace was very good. I might suggest an outside
facilitator to get some different views of planning as a pro-
cess. The staff was very objective. I hope that a written
summary will be provided. The discussion of the Deputy for
Development was defensive and negative to some extent. Facili-
ties very good.
5 No comment.
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o
CITY OF SAN BERNARDINO,
DEPARTMENT DIRECTOR
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CALIFORNIA
LETTER
R E C'D. - A~~t~rv~b~ en y '~L~R!i
Numb~ ~~'~ '" ll~
June 16 \~uB' '87 "-.W 18 P 3 '58
~~~'.rtE 0 '
Subject: Procedure for Aqenda ~.eparation
I, Purpose
The purpose of this letter i.s to implement the explicit
directions given to the Ci.ty Administrator, from time-
to-time, by the Mayor and Common Council for Agenda
procedures. This Department Director Letter is being
issued to expedite the timely and concise preparation of
the Agenda, as well as insure that there is effective
communication on which the policy-making body has the
proper facts upon which to base good and sound deci-
sions.
II. Authoritv
The San Bernardino Municipal Code section 2.02.060
charges the City Administrator to "attend all meetings
of the Mayor and Common Council...and advise and make
recommendations...upon matters which are brought before
them.,." and "recommend to the Mayor and Common Council
the adoption of new and revised orders and resolu-
tions..."
III. Responsibility
The responsibility for the completed Agenda will be with
the City Administrator. All material submitted for the
Agenda will be completed using DOL #2 as a guideline to
insure its completeness. The responsibility for
determining the completeness of each item will rest with
the originating Department Head.
The City Administrator will brief the Mayor prior to the
Agenda being prepared by the City Clerk in its final
form.
IV. Procedure
A. Material for Aqenda
1. All material for the Agenda must be submitted to
the City Administrator by the Thursday following
the City Council meeting at 4:00 p.m. Late
departmental gmgrgency items, with the
concurrence of the City Administrator. can be
accepted up to the followinq Thursday morning at
9:00 a.m. prior \'r, the Monday Council Meeting,
at which time th" "I,ltcerial will be dis cussed or
acted upon.
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2 .
All items submit~ed ~or~ Council Agenda must
be compleO and ~n f~na enda form. If monies
are to oe expended, t e signature of the
Director of Finance must be obtained. All
resolutions, agreements/contracts and ordinances
must be approved as to form and content by the
City Attorney's Office prior to submission. If
any items are not complete upon submission, they
will be returned for placement on the earliest
following Agenda.
:J
Recent increase in the size of the city Council
Agenda makes it clear that we must continue to
improve our processes. It has been especially
important that departments forward to the City
Administrator's Office backup material which ex-
plains the issues nt hand without unnecessary
attachments. They should be as brief as
possible while containing all necessary
information.
3. The City Attorney ',oj i 11 review, comment and/or
concur with each item submitted to him and it
will be returned for staff report and action
sheet. It will be the originating department's
responsibility to place the item on the Agenda.
4 .
All documents must have a date of
each page and an alphabetical
identify amended pages.
preparation on
enumeration to
5. All documents referring to specific places or
neighborhoods must have a map attached. Final
maps for all subdivisions must be placed on the
easel located behind the Council dais in the
Council Chambers prior to the Council Meeting.
6.
All resolutions and ordinances prepared by
City Attorney will be sent back to
originating department for proper backup.
#3 above).
the
the
(See
7. The City Clerk's Office prepares the Agenda in
final typewritten form and coordinates all
reproduction and distribution of same.
B. The Completed Aqenda
The completed Agenda with associated backup will be
delivered by Wednesday at the close of business to
each Council Member, prior to the Council Meeting.
While the procedure in this letter applies to items
for the Council's Agenda, it should be pointed out
that no department will distribute any aqenda
material to the Council which has not been provided
to the City Administrator. The Administrator will
attempt to make sure each Council Member has any
information developed as a result of individual
inquiries.
o
C.
Supplemental A~da
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:)
Normally, it is desirable not to have a Supplemental
Agenda, however, if a departmental emeraencv exists
items will be accepted, until 9:00 a.m. on the
Thursday preceding the Council Meeting. Submit the
original item only along with attendant document-
ation, i.e. council Action Request Form, resolution
and agreement. Each item will be reviewed by the
City Administrator and if accepted the City
Administrator's initials will be placed in the upper
right hand corner. Between the hours of 9:00 a.m.
and 10:00 a.m. departments will be called to piCk up
their items, make 25 copies and return same to the
Administrative Office. No items will be accepted
unless sufficient iustification is presented in the
Staff Report statina the uraencv for inclusion on
the Supplemental Aaenda. The Supplemental Agenda
is due in the hands of the City Council Members at
the close of business Thursday prior to the City
Council Meeting.
APPROVED:
RAYMOND D. SCHWEITZER
City Administrator
C'TY OF SAN BERNARD'NO
ROUTING SLIP
TO
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DATE
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REMARKS, ~: "."Y'~~' ~
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JV\l-Y 10, 1987
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C I T Y
OFOAN BEROR"DINO
INTEROFFICE MEMORANDUM
8707-1209
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RECElvEO-CIl'!' CLERl<
TO: Members of the Common Council -ro Jl -8 P 2 :48
FROM: Evlyn Wilcox, Mayor
SUBJECT: Mayor/Council Retreat Agenda
DATE:
July 7, 1987
(7128)
COPIES:
Ray Schweitze~ , City Administrator - James Penman,
City Attorney -~Shauna Clark, City Clerk
-------------------------------------------------------------
Attached, please find a copy of the agenda for our Retreat
Friday, July 10, 1987. Also, attached, please find a summa-
tion of comments made at our annual management retreat, April
2nd; a list of goals and objectives established last year;
and a map to California State University, San Bernardino.
I have once again invited Dr. John Hatton to serve as the
facilitator for our meeting.
Should you have any questions regarding the Retreat, please
give me a call.
r;"
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1/' vCiL-W /. 1-vCe.. /
~v~n Wiicox, Mayor
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Attachments