HomeMy WebLinkAbout02-City Manager
City of
San Bernardino
"Building a Better
Community"
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2010 Mayor & Common Council Retreat
March 25, 26 & 27 ~ National Orange Show
"Building a Better Community"
TABLE OF CONTENTS
I. Facilitator Agenda
2. Executive Sununary
3. John Nalbandian Bio
4. Tyler St Clair - Facilitator's Bio
5. Vision Development
6. Operational Guidelines
7. Management Partners 2007 Review & 2010 Update
8. Organizational Restructuring
9. Building a Better Community
A- Building Organizational Effectiveness
1- Review of Boards & Commissions
2- Customer Service
3- SB Direct & SB Access
4- IT Improvements
B- Building Sustainability
1- Financial Stability & Operations
2- Economic Development
3- Infrastructure
4- Development Service - Process Improvements
5- Beautification Sununary
6- Transportation
7- Environmental Sustainability
C- Building Safer Communities
1- Strategic Direction - Police Department
D- Building a Better Quality of Life
1- Special Events
2- Neighborhood Services
3- Arts and Culture
E - Building Communication
1- SB Communications Strategy
10 - Appendix
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CITY OF SAN BERNARDINO
300 N. "D" Street
San Bernardino, CA 92418
Website: www.sbcity.org
Mayor Patrick J. Morris
Council Members:
Virginia Marquez
Jason Desjardins
Tobin Brinker
Fred Shorett
Chas Kelley
Rikke Van Johnson
Wendy McCarnmnck
AGENDA
JOINT SPECIAL MEETING
MAYOR AND COMMON COUNCIL
AND THE
COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF SAN BERNARDINO
THURSDAY, MARCH 25,2010 - 4:00 P.M.
FRIDAY, MARCH 26,2010 - 8:15 A.M.
SATURDAY, MARCH 27,2010 - 8:15 A.M.
NATIONAL ORANGE SHOW EVENTS CENTER
L'ORANGE ROOM
689 SOUTH "E" STREET
SAN BERNARDINO, CA
(ENTER ON ARROWHEAD AVENUE THROUGH GATE 9)
The City of San Bernardino recognizes its obligation to provide equal access to those
individuals with disabilities. Please contact the Director of Facilities Management
(384-5244) two working days prior to the meeting for any requests for reasonable
accommodation to include interpreters.
Any writings or documents provided to a majority of the City Council/Commission
regarding any item on the agenda will be made available for public inspection at the
City Clerk's Counter at City Hall located at 300 N. "D" Street, 2"d Floor, during
normal business hours. In addition, such writings and documents will be posted on the
City's website at www.sbciry.orl? subject to staff's ability to post the documents before
the meetings.
CALL TO ORDER:
PRESENT:
ABSENT:
03/25/2010 - 03/27/2010
PUBLIC COMMENTS ON CLOSED SESSION ITEMS
A three-minute limitation shall apply to each member of the public who wishes to
address the Mayor and Common Council/Community Development Commission. No
member of the public shall be permitted to "share" his/her three minutes with any other
member of the public.
CLOSED SESSION
(LOCATION: VALENCIA BOARDROOM)
I. Pursuant to Government Code Section(s):
MOTION: That the Mayor and Common Council and Community
Development Commission recess to closed session for the
following:
A. Conference with legal counsel - existing litigation - pursuant to
Government Code Section 54956.9(a).
B. Conference with legal counsel - anticipated litigation - significant
exposure to litigation - pursuant to subdivision (b) (I), (2), (3) (A-F) of
Government Code Section 54956.9:
One (1) case
C. Conference with legal counsel - anticipated litigation - initiation of
litigation - pursuant to subdivision (0) of Government Code Section
54956.9.
D. Closed Session - personnel - pursuant to Government Code Section
54957.
E. Closed session with Chief of Police on matters posing a threat to the
security of public buildings or threat to the public's right of access to
public services or public facilities - pursuant to Government Code
Section 54957.
F. Conference with labor negotiator - pursuant to Government Code
Section 54957.6.
G. Conference with real property negotiator - pursuant to Government Code
Section 54956.8.
END OF CLOSED SESSION
2
03/25/2010 - 03/27/2010
2. Mayor and Common Council Retreat/Workshop
A. Presentation and discussion with Dr. John Nalbandian
B. Overview of retreat agenda and identification of additional discussion
items from the Mayor and Common Council
C. Overview of Local Elected Leadership Model
D. Develop Mayor and Common Council Vision
E. Develop Core Vision and Focus Areas
F. Develop Mayor and Common Council Goals
G. Identify Effective Mayor, Common Council, and City Manager Roles
H. Develop Operating Guidelines
1. Presentation by Management Partners
J. Presentation of City Manager's Recommendations
K. Overview of Building a Better Community Initiatives
L. Identify Annual Priorities
M. Identify Action Steps
MOTION: That the Mayor and Common Council discuss and take possible
action on items A - M.
3. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA: A three-minute
limitation shall apply to each member of the public who wishes to address the
Mayor and Common Council/Community Development Commission on a matter
not on the agenda. No member of the public shall be permitted to "share"
his/her three minutes with any other member of the public. (Usually any items
heard under this heading are referred to staff for further study, research,
completion and/or future Council/Commission action.)
4. Adjournment.
MOTION: That the meeting be adjourned.
3
03/25/2010 - 03/27/2010
NOTE: The next joint regular meeting of the Mayor and Common
Council/Community Development Commission is scheduled for 1:30
p.m., Monday, April 5, 2010, in the Council Chambers of City Hall,
300 North "D" Street, San Bernardino, California.
NOTICE: Any member of the public may address this meeting of the Mayor and
Common Council/Community Development Commission on any item appearing on
the agenda by approaching the microphone in the Council Chambers when the item
about which the member desires to speak is called and by asking to be recognized.
Any member of the public desiring to speak to the Mayor and Common
Council/Community Development Commission concerning any matter not on the
agenda but which is within the subject matter jurisdiction of the Mayor and
Common Council/Community Development Commission, may address the body at
the end of the meeting, during the period reserved for public comments. Said total
period for public comments shall not exceed forty-five (45) minutes, unless such
time limit is extended by the Mayor and Common Council/Community
Development Commission. A three minute limitation shall apply to each member
of the public, unless such time limit is extended by the Mayor and Common
Council/Community Development Commission. No member of the public shall be
permitted to "share" his/her three minutes with any other member of the public.
The Mayor and Common Council/Community Development Commission may refer
any item raised by the public to staff, or to any commission, board, bureau, or
committee for appropriate action or have the item placed on the next agenda of the
Mayor and Common Council/Community Development Commission. However, no
other action shall be taken nor discussion held by the Mayor and Common
Council/Community Development Commission on any item which does not appear
on the agenda unless the action is otherwise authorized in accordance with the
provisions of subdivision (b) of Section 54954.2 of the Government Code.
Public comments will not be received on any item on the agenda when a public
hearing has been conducted and closed.
4
03/25/2010 - 03/27/2010
_~__"___~__~'___'~_~'__"_4__. _ _ , "___________
1. Facilitator Agenda
F ACILIT A TOR AGENDA
CITY OF SAN BERNARDINO
MAYOR AND COMMON COUNCIL RETREAT
March 25-27, 2010
L'Orange Room of the National Orange Show
RETREAT GOALS.
1. In a presentation by Dr. John Nalbandian:
. Explore the forms of government, the issues associated with each, and how the City of San
Bernardino might optimize its form
. Examine the political values involved in governing
. Examine the roles of politics and administration
. Explore the mutual expectations of the Mayor, Common Council, and staff
2. Understand a governance model that can assist the Mayor and Common Council in providing
collective and visionary leadership
3. Develop a shared Vision for the City of San Bernardino that will provide clear guidance and
inspiration for the City's long term future
4. Identify the Mayor and Common Council's Goals to achieve the Vision
5. Identify effective roles and responsibilities for the Mayor, Common Council, and staff
6. Develop a set of Operating Guidelines to maximize the effectiveness of working relationships
among Mayor, Common Council, and the City Manager and staff
7. Hear an update on the organizational study by Management Partners
8. Hear the City Manager's organizational assessment and consider his recommendations on
organizational structure and operational improvement initiatives.
9. Identify annual priorities
10. Develop a clear set of action steps for follow up
AGENDA
Thursdav, March 25, 2010
4:00 to 4:45
4:45 to 6:30
6:30t07:15
7:15tol0:00
Welcome, Overview, and Opening Warm Up
The High Performance Governing Body
Dr. Jon Nalbandian will offer a perspective on how the City of San Bernardino
can optimize its governance through an exploration of the forms of government,
the issues associated with them, and those that mayor may not be affecting the
City. He will help participants explore desired relationships among the Mayor,
Common Council, and staff.
Dinner with the Group
The High Performance Governing Body, continued
Dr. Nalbandian's presentation will continue after dinner with an explanation and
case study on the values involved in governance. He will also examine the
characteristics of politics and administration and how these might apply to the
City of San Bernardino.
Fridav, March 26, 2010
8:15 a.m.
8:15 to 8:45
8:45 to 10:30
]] :00 to ]2:00
12:00 to 1:00
] :00 to 2:30
Session Begins
Overview of Agenda, Identification of Additional Discussion Items from the
Mayor and Common Council, and Overview of Local Elected Leadership
Model
An overview of how the agenda and additional items will begin the session. An
overview of Local Elected Leadership Model can help the Mayor and Common
Council achieve long and short-term outcomes for the community will be
provided. The Mayor and Common Council will also learn about the power of
VISion.
Develop Mayor and Common Council Vision
Using a practical but comprehensive exercise, the Mayor and Common Council
will describe the long-range changes they would like to make in the City and the
best aspects of it that they would like to retain.
Deve]op Core Vision and Focus Areas
The Mayor and Common Council will synthesize the previous work into a core
vision and focus areas, emerging with a collective framework for its leadership.
Lunch with the Group
Deve]op Mayor and Common Council Goals
Mayor and Common Council will explore changes and policy positions relevant
to the focus areas and identify clear goals that they support to achieve the
Vision.
2
2:30 to 3:30
3:30 to 5:00
5:00 to 5:]5
Identify Effective Mayor, Common Council and City Manager Roles
The Mayor and Common Council will identify effective roles and
responsibilities, including potentia] improvement areas. The Mayor and
Common Council will identify desired changes in the way it operates to finalize
in the next discussion.
Develop Operating Guidelines
This session is devoted to helping the Mayor and Common Council identify
guidelines that will maximize effectiveness and guide Council/Council,
Mayor/Counci] and Mayor and Council/Staff interaction.
Summary/Preparation for Day Two
Saturdav. March 27. 2010
8:]5 to 8:30
8:30 to 9:30
9:30 to 10:30
10:30 to] 1:30
I] :30 to ]2:30
I :00 to 2:30
2:30 to 4:]5
Overview of the Day
Finalization of Operating Guidelines
The Mayor and Common Council will finalize its Operating Guidelines and
identify follow up actions, including how to provide feedback and evaluate
Guidelines.
Presentation by Management Partners
Management Partners will provide an update on the study previously conducted
and their recommendations for further improvement.
City Manager's Recommendations
The City Manager will present his assessment and recommendations for
improvement in the structure and operations of the organization. The Mayor and
Common Council will have an opportunity to respond to the recommendations
to chart a path for the future.
Lunch with the Group
Building a Better Community Initiatives
The City Manager and Management Team Members will review a variety of
organizational improvement initiatives that the Mayor and Common Council
may want to consider in setting annual priorities.
Identify Annual Priorities
The Mayor and Common Council will identify priorities for the coming year
along with relevant timetables.
3
4:15 to 5:00
Identify Action Steps
The Mayor and Common Council will develop a plan for communication of the
Vision, Goals, and Annual Priorities. They will also identify steps and a
timetable for follow up and evaluate the session.
5:00 p.m.
Adjourn
4
2. Executive Summary
"Building a Better Community"
Executive Summary
To: Mayor and Common Council
From: Charles E. McNeely, City Manager
Subject: Mayor and Common Council Workshop/Retreat March 25-27, 2010
Date: March 22, 2010
As the Mayor and Common Council are aware, at my request, my employment contract with the City
requires a workshop/retreat be conducted to discuss and establish goals and priorities for the City of
San Bernardino. The workshop will also allow me, as the new City Manager, to present specific
recommendations for your consideration to enhance our organization and improve our ability to deliver
high quality municipal services to the residents of our great City.
The following is an overview of the recommendations that will be presented to you and the community
at the upcoming workshop as you consider the adoption of goals and priorities for the City. This report
presents a series of recommendations for your consideration and possible action.
Methodolol!v
In the first months of my tenure as City Manager, I have spent time meeting with the Mayor, Council
Members, residents, business leaders, neighborhood associations, board/commission members, faith-
based leaders and many others. I have also sought out regional leaders within our County to
understand their perspectives on our community's needs. The assessment has also included meetings
with many employees, across every department within our organization, to gain staff perspective on
our City as well. My recommendations to you embody most of what I have learned from meeting with
and listening to our community.
Additionally, I have reviewed many of the previous organizational audits of City operations, including
the Management Partners Study completed in 2007. These studies have provided valuable historical
data about the City and many ofthe issues we are confronted with as a community.
Findinl!s
Having completed my assessment, I would like to share with you some of my significant findings
about potential improvements in the organization. While my focus is clearly on areas where we as an
organization can benefit, it in no way takes away from the tremendous organization that we currently
have. We have very dedicated elected officials in our Mayor and Common Council. We are also
fortunate to have a number of great employees and numerous outstanding City provided services.
With that in mind, the focus of this report is to review how we as an organization can increase the level
of services we provide to the community. The challenge we face is to not be satisfied with where we
Page 1 of7
are in this difficult economic time, but rather to identify what we need to do to reach our goal of
returning San Bernardino to being the great city it once was.
The following will summarize my findings about the organization and present recommendations for
improvement. The proposed recommendations relate to process improvements, and more significantly,
to structural changes that are long overdue and urgently needed if we are to become a more
progressive, innovative and responsive City that meets the needs of our residents and businesses, and is
competitive with our surrounding .cities.
Shared Vision
San Bernardino, along with all municipal governments, is faced with the challenge of delivering
services with greater efficiency, effectiveness and quality, while operating within its resource
constraints. By defining and articulating its shared vision, the Mayor and Common Council will
provide the organization with direction and ensure alignment between the City's operations and the
Council goals.
A vision is a compelling view of a future yet to be and creates meaning and purpose to move both the
organization and the individuals within the organization towards high levels of achievement. The
power of the visioning process is reflected in the following quote from Joel Baker:
"Vision without action...isjust a dream
Action without vision..just passes time
But, vision and actio~."can change the world."
One of the major purposes of the retreat is for the Mayor and Common Council to develop a shared
vision which will provide direction and guidance to the organization. As the City's existing vision
statement was developed by a previous Council, it is important for the current Mayor and Common
Council to define their shared vision.
Code of Conduct
In 2000, the Mayor and Common Council developed and adopted a City of San Bernardino Conduct
Guideline with the intent to promote conduct by the elected officials and employees that reflects the
City's professional commitment to fair, responsible, and impartial decision-making. As these
guidelines were developed by a previous Council, operating under a different governmental structure,
it is essential for the current Mayor and Common Council to develop and adopt an updated code of
conduct relevant to the current form of government.
Customer Service
While we have many dedicated employees who perform exceptionally well, the common perception is
that we lack a city-wide commitment to customer service. It appears that as an organization, we do not
have the corporate culture committed to providing quality customer service. In many ways, we need to
go back to basics; we must internalize and understand that we are in the service business and that our
residents and businesses are our clients. In this regard. customer service is the most important thing
Page 2 of7
we do! It is, therefore up to us to establish a system to ensure that customer service needs are being
met.
In many parts of our organization our systems are too bureaucratic and inflexible; which is not
customer friendly. Often times, these systems unduly delay employees from being properly
responsive. In other instances, we have not provided proper training, nor held our employees
accountable for providing great customer service.
The following are some specific findings:
I. Many of our processes and procedures are too bureaucratic and are not sensitive to the
needs of our customers.
2. Many of our employees come into the organization without the appropriate training or
education about the importance of customer service.
3. The organization's culture does provide enough incentive to employees who provide
quality customer service.
4. The City has not set, and does not enforce, specific standards of behavior across
departmental lines with respect to customer service.
5. The organization does not provide services conducive to the specific needs of our local
businesses.
6. The City's service response time in processing development related projects results in a loss
of business and potential revenue.
Recommendations
The following recommendations are separated into categories based upon our need to build upon the
current organizational capacity in specific areas of the City's organization. We have used the over
arching theme of "BuildinJ! a Better Communitv" to convey the necessity of changing the way we do
business and improving the overall quality of our service delivery system.
The proposed initiatives are recommended by staff as programs that will enhance the way we currently
do business. Some of the initiatives are new; some are simply building upon a foundation that is
already in place. At this juncture, we are requesting that the Mayor and Common Council consider the
following initiatives as you identify the City's annual priorities.
Buildinl! Orl!anizational Effectiveness
As a part of my overall assessment, there is a clear need to strengthen our organization, thus
making it more efficient and effective. To do so would mean that we need to restructure the
way we are organized and create a more flexible, result-oriented system that is far less
bureaucratic. To accomplish this, I am recommending a number of changes that include:
I. Restructuring of the organization to streamline its operation and achieve greater
efficiencies.
2. Review and modify City Board and committee structures.
3. Renew our commitment to customer service.
4. Development of a City 'call-center' to help our residents better access our service and
increase residential satisfaction with their City.
Page 3 00
5. Further develop a subscription service whereby our residents can register on-line for
information that they wish to receive to keep abreast of issues of concern to them.
6. Undertake the development of a five-year strategic plan for information systems and
consolidate all information system responsibilities and coordination within the IT
department to ensure proper oversight and integration of system development.
7. Modernize and continuously improve internal systems, such as human resources,
purchasing, and budget processes.
Buildinl! Sustainabilitv within our Citv
One of our primary goals is to build long term sustainability within the City's organization and
within our community. For years, through scarce resources and the inability to modernize our
bureaucracy, we have failed to undertake the necessary strategic planning required of today's
progressive cities. As such, all too often we have been forced to operate in a crisis mode;
simply working to survive from one year to the next without the ability to develop adequate
long-term strategies that incorporate a clear vision for the City and a specific plan to
accomplish that vision. More importantly, there has been little, if any, accountability built into
our management system that would force desired results. As City Manager, I am strongly
recommending that we address several areas of sustainability that will allow us to more
adequately plan for the long-term health of our City.
Buildinl! Financial Sustainabilitv
1. Financial Strategic Plan
Development of a Mayor and Common Council approved financial strategic plan
designed to secure the City's long'term economic health.
2. Economic Development
Establishment of Mayor and Common Council approved specific economic
development plan that articulates both short and long term goals with specific target
areas and timeframes for results.
Buildinl! Phvsical Sustainabilitv
1. Infrastructure Maintenance
Implementation of a Mayor and Common Council approved infrastructure maintenance
strategic plan that allows for the effective management of the substantial investments
we have in our roads, streets, sidewalks, buildings and subsurface infrastructure.
2. Development Services
Re-engineering of the City's development services process and procedure, to provide
more timely and efficient services to the development community; thereby making the
city more business friendly.
3. City-Wide Beautification Program
Implementation of a comprehensive city-wide beautification program designed to
improve, enhance and preserve the appearance of the community. The program should
include beautification efforts for gateways, medians, city parks, landscaping and
lighting.
Page 4 of?
Buildinl! Environmental Sustainabilitv
1. Transportation Improvements
Provide comprehensive enhancements of transportation options to our residents,
businesses and visitors to allow greater accessibility and reduction of congestion on city
streets. Successful implementation of this program allows San Bernardino to further
establish itself as a major hub for mass transit.
2. Sustainable Environment
Development of a multi departmental and multi-faceted program aimed at empowering
the environmental quality of life in the City. This program includes the development of
a climate action plan that identifies key strategies, policies, goals and outcomes
allowing for successful measurement of program results.
Buildinl! a Safer Community
One of the major challenges the City of San Bernardino faces is the impact that crime has on
the quality of life of our residents and the perception our visitors have about our City.
Although crime has decreased over the last several years, it still remains a major issue for our
community. The goal of this program is to develop strategic support to improve public safety
services to our residents. One of the major efforts will be to create a greater partnership with
residents in the community through the development of a five year Police Department Strategic
Plan.
The new Police Chief is currently undertaking a comprehensive program to develop a five year
strategic plan for the San Bernardino Police Department. Major components of the program
will include:
· Increasing collaboration with the community, other agencies and City departments
· Expanding opportunities for community input and involvement
· Increasing the level of crime suppression and control strategies
· Increase the number of organized neighborhood watches
· Increase the level of civilian professionals in the organization
Buildinl! a Better Oualitv of Life
While the City continues to set its top priority public safety, there remains a significant need to
enhance the overall quality of life for our residents beyond public safety needs. We must
strengthen those other aspects of our community that create a desire for residents and
businesses to call San Bernardino home. Areas that require special focus by the City include:
1. Neighborhood services
The City of San Bernardino has a rich history of providing residents the opportunity to
participate in City government through Neighborhood Associations. The proposed
Neighborhood Services program is being created with the goal of expanding those
opportunities across the full spectrum of all wards within the City, and to develop a
closer and more responsive working relationship with our residents. Specific efforts will
include coordinating staff within the City to support our neighborhood associations,
Page 5 00
providing better follow-up to complaints and requests for services, and instituting more
formal communication methods with associations. Objectives for this program include:
· Identify neighborhoods as customers
· Value and solicit neighborhood input
· Develop neighborhood partnerships
· Focus resources on neighborhood needs
2. Special Events Program
Staff proposes the creation of a Special Events Program to showcase the City's rich
diversity and entertainment venues, particularly in our downtown core. The City
currently co-sponsors a number of entertainment events with non-profit organizations,
and other entities throughout the community. With further support and funding, many of
these entertainment venues may be developed into major economic drivers for our
downtown area. In order to help revitalize the downtown, and to create greater cultural
experiences for our residents and visitors, staff proposes the development of a
comprehensive program to better organize, support and expand special events in the
City. Some events identified for this program include:
· Harvest Festival
· Serdo Bike and Blues
. Jazz in the Park
· Taste of San Bernardino
· Chili Cook~offs
· Route 66
3. Arts and Culture
The goal of this proposed program is for San Bernardino to be recognized as a regional
leader in its efforts to enhance to the quality of Arts and Cultural that are unique to the
City. The program will display the richness and diversity of the programs and
attractions, including both visual and performing arts, in our community. Staff will
develop an Arts and Culture strategic plan that will focus on improving the quality of
life of our residents by increasing their awareness, understanding, appreciation and
participation of the unique customs that have built our community. Studies show that
Arts and Cultural programs not only enrich quality of life in communities but can also
have a direct impact on the City's economic vitality if they are well established.
Objectives ofthis program include:
· Supporting the arts and local arts organizations
· Developing funding partnerships in the community
· Explore potential for new and renovation of cultural facilities
· Integrate the Arts and Cultural education into public schools
Page 60f7
Buildinl! Better Communications
One of the most important responsibilities of a city is to communicate with its residents. We
must greatly enhance the amount and quality of information that we share with our community.
In addition, we must evaluate the methods we use to communicate that information, in order to
keep residents and business owners better informed about City government. Keeping our
residents well informed has a direct impact on improving the City's image, as well as its
reputation in the region.
The City is in the process of developing a comprehensive communication strategic plan. The
goal of this plan will be to identify more effective methods to communicate with our residents
and business owners regarding City services and programs as weII as disseminating the
mission, vision and priorities of the Mayor and Common Council in a proactive manner.
Conclusion
I am looking forward to spending time with each of you to discuss, in depth, the future of our City.
This retreat is an extraordinary opportunity for us to come together and utilize the information before
us to make decisions that wiII move our City in a positive direction.
I am anticipating that at the close of this retreat, the Mayor and Common Council wiII consider the
recommendations set forth in this report to create clear priorities for the upcoming years. These
priorities will aIIow staff to implement the programs needed to Build a Better Community.
Page 7 of7
3. John Nalbandian Bio
"
1
Dr. John Nalbandian
University of Kansas
John Nalbandian is a faculty member in the Department of Public Administration at the
University of Kansas. He also serves as the Greg and Emma Melikian Visiting Scholar of Urban
Affairs at Arizona State University. He came to Kansas in 1976 from Los Angeles, where he
eamed his Ph.D. at the University of Southern California. He served as department chair from
1983-1988 and again from 2000-2008.
The public administration department at KU specializes in training students for careers in local
government. US News and World Report has rated it as the number one local government MPA
program in the country.
In addition to his faculty position, he served on the city council in Lawrence from 1991-1999.
The council elected him mayor in 1993-1994 and again in 1996-1997
In addition to numerous articles on city management, in 1991 he wrote Professionalism in Local
Government: Transformations in the Roles. Responsibilities. and Values of City Managers and
now in its sixth edition with Donald K1ingner and Jared Llorens: Public Personnel Management:
Conflict and Compromise.
He has spoken nationwide, and in the United Kingdom, Canada, and Australia, to elected
officials, professional staff, and academic audiences about "Council-Staff Relations," the "High
Performance Governing Body" and "Contemporary Trends in Local Government."
Professor Nalbandian has been honored on two occasions by the International City Management
Association-as an honorary member and as recipient of the Stephen B. Sweeney award for
local government education. The Kansas Association of Parks and Recreation recognized him in
1996 as "Distinguished Elected Official." He was honored with a teaching excellence award by
the National Association of Schools of Public Affairs and Administration in 1997 and was
inducted into the National Academy of Public Administration for lifetime contributions to public
administration. In 2007 the Kansas Chapter of the American Society of Public Administration
honored him as the "Public Administrator of the Year." And, also in 2007 the National Forum for
Black Public Administrators named him and spouse, Carol, as "Co-Educators of the Year." In
2008, the Lawrence Chamber of Commerce recognized him and Carol, with the Buford Watson,
Jr. community service award; and also in 2008 he received a Kemper university wide teaching
award at KU. In 2010 the American Society for Public Administration and the National
Association of Schools of Public Affairs and Administration will award him the Charles H.
Levine award for lifetime accomplishments in teaching, research, and service. And in 2009, his
grandson, George, proclaimed him the "best grandpa, ever!" [I am his only grandfather.]
Web Site: http://www.goodlocaIlwvernment.org/
November 2009: Volume 91 : Number 10
Cover Story
Charter Reform: Ways to Think About It
by Robert O'Neill, Washington D.C., and John Nalbandian, Lawrence, Kansas
Form-of-government initiatives can be challenging because the underlying differences between
the council-manager and mayor-council forms-and all the variations in between--often are
misunderstood or distorted. The impetus for those advocating the mayor-council form of
government is often twofold: a need for strong leadership, and the hope that a single, elected
individual can rise above the challenges of local political culture and the inevitable conflict in
policy debates to make a difference.
The impetus for those advocating the council-manager form of government is, in contrast, the
desire to deliver services throughout an entire community in the most efficient, effective, and
equitable way possible. Regardless of form, it is the combination of strong political, policy, and
managerial leadership that most consistently
ensures a community's success.
What often goes unexamined are the ramifications
of a form of government. The mayor-council.form
separates legislative and executive powers, and the
council-manager form unites them. These
diametric differences imply differing outcomes. In
this article, we offer an examination of the
different features of these forms, including their
benefits and shortcomings.
Initially, we must make a point. First, a charter is
the equivalent of a constitution in that it establishes
the framework for the basic relationships between
governmental functions such as the legislative,
executive, and judicial functions. Because a charter
performs as a constitution, one should be cautious
about changing it.
Executive Summary
Passion and ideology often drive form
of government debates. In this article, a
more analytical approach is offered
centering on three questions:
What is the problem we are trying to
solve by changing the form of
government?
How will form of government affect the
balance we seek on issues of
representation, policy leadership, and
administrative efficiency?
And last, what are the consequences of
separating executive and legislative
powers as in mayor-council form versus
unifying powers in the council-manager
form ?
The Founders made it difficult to change the U.S.
Constitution for a reason. It is the foundation for
developing roles, responsibilities, and
relationships. Its purpose is enduring. It grows out
of norms and expectations and then it influences
them for subsequent generations. It provides stability in governance.
When citizens view a charter as a guide to organizational structure, however, they assume it
should be flexible. The organizational structure of a jurisdiction today is not the same as it was
yesterday because that structure should enhance problem solving. As the problems change, the
structure needs to adapt.
When a community is considering a change in structure or charter, it's a mistake for citizens to
assume that a charter change is the solution. First they must consider such questions as:
. What problems or opportunities are change proponents trying to address?
. What is not working as well as it should?
. What is the evidence that changing the organization's structure or jurisdiction's charter
would fix the problem or open up a new opportunity?
The goals of any local government charter should be to:
. Include provisions that provide for the adequate representation of citizens in governing
bodies and processes.
. Focus policy leadership and accountability for execution of the law, policy
implementation, and service delivery.
. Provide for a professional, highly trained staff who are protected from inappropriate
political influence so that employees will feel free to say what needs to be said without
considering political ramifications.l
Here's where it gets interesting: It is not pQssible to maximize all three of these goals at the same
time. More representation makes it more difficult to focus leadership; more policy leadership and
influence for the mayor's office may politicize employees and diminish the value of the council.
More protection for employees may create obstacles to policy leadership and accountability.
Charter reform-like creating and amending all constitutions--is about compromising, not
optimizing. Looking at these three goals in more depth provides valuable perspective.
Representation Issues
Representation issues are captured in the following types of questions:
. How many council districts or seats should there be?
. How will representatives be elected-by district or ward, at large, or through a
combination district and at-large system?
. What will be the authority of the council, especially In relation to the mayor and
regarding personnel issues?
The more diverse a community, the more important are issues of representation. If the
community wants all citizens to feel invested in the public good, the community is best served by
a council elected by districts. Community leaders cannot expect people to commit to a greater
good if they do not feel that they are cared about. In some ways, representation reflects caring.
Whom does the community care about? Once that question is decided, a community can work on
the representation formula.
We know from experience, however, that with more districts it becomes more difficult for the
council to consider the city as a whole. Here we confront the first question for which there is no
correct answer. We can make many districts to reflect diverse interests but at the cost of
diminishing the focus on the entire community.
In a contrasting system, we can elect all representatives at large and lose the value of the
differences that exist within the community. Which is optimal? No one knows, and that is the
crux of charter reform: no one really knows the correct answer because there is no single correct
answer. The answer must be developed consensually to meet a community's needs.
Policy Leadership
The second issue has to do with policy leadership. This is an issue that tends to focus on the role
of the mayor, especially in the mayor's relation to large or diverse councils. The more power
granted to the mayor, the more likely that political leadership and accountability will be focused
in the mayor's office. The less power granted to the mayor, the more power and responsibility the
council has.
Where councils consistently cannot work together effectively, leadership and accountability
suffer, and people naturally look to the mayor's office to pick up the slack. In council-manager
government, which lacks extensive mayoral powers, this may be hard to do unless the mayor is a
particularly skilled individual.
The more powerful the mayor's office, usually the more reactive the council will become. The
more power the mayor has, the more likely the council will focus on ratification, scrutiny, and
constituent services and will define its role in relation to the mayor's role rather than focus on
policy initiation and development. These expectations and roles are inherent in the decisions that
are made about the mayor's role.
Also, the more that policy leadership resides formally in the mayor's office, the more likely it is
that the mayor will have to court supporters on the council and use appointments, contracts,
budgetary allocations, and constituent services as a way of consolidating power.
In addition, the more power in the mayor's office, the more likely it is that a talented individual
can make a significant difference in a community. We have examples of heroic mayors--
Stephen Goldsmith of Indianapolis, and Rudy Giuliani of New York City. But do we want to
create a form of government that depends primarily on the chance that the mayor will be
exceptionally talented?
One of the coauthors of this article served as a mayor in a pure council-manager form and was
arguably reelected with more votes than anyone had garnered up to that time. But even with such
a strong mandate, a mayor can wield only limited political power within the framework of a
council-manager form-that is the design. Council-manager government is designed to promote
partnership between the mayor and council, and the mayor's role becomes facilitative.
Administrative Effectiveness
The third variable is the need for a politically neutral and competent civil service. Political
neutrality and staff competence can be enhanced or foiled depending on the relationship between
personnel hired on the basis of merit and the council and the mayor.
Credibility of government in large measure depends on efficient, equitable service delivery and
policy implementation. Does the charter provide for a chief administrative officer, selected on
the basis of competence and experience? If so, to whom does the CAO report? Who appoints the
CAO?
The more that employees are isolated from political influence, the more likely they will be to act
in politically neutral ways that are responsive to the authoritative acts of a governing body,
managerial direction, and the ethical standards of their profession. We would expect public
works decisions, for example, to be grounded in commitments to engineering principles as well
as the authoritative direction of a governing body.
The rule of thumb for a community is that it should set up an organizational structure, personnel
system, and culture that encourage professional staff to tell the council what it needs to know,
not just what it wants to hear.
The more protections from politics that staff members have, the more cumbersome personnel
management becomes. The classic tension in human resources management comes from
juxtaposing functions that can challenge each pther.
On the one hand, personnel systems are designed to regulate managerial and political behavior to
avoid favoritism and capricious decisions. On the other hand, personnel systems are suppose to
facilitate mission accomplishment. The more emphasis placed on the regulatory function, the
easier it is to crowd out the facilitative function.
A professional chief administrative officer, hired on the basis of competence, can add significant
value to efficient and equitable policy development, implementation, and service delivery as well
as a citywide, long-term perspective on municipal needs. ICMA, the International City/County
Management Association, engaged in a two-year project beginning in 2004 to determine the
value that professional managers add to their jurisdictions. This examination showed that a
trained CAO can excel in a community culture and a form of government that fosters
professionalism.f.
Each of these functions-representation, executive leadership, and administrative
effectiveness-has an impact on the other, and maximizing one can have a negative impact on
another. If, for example, a community seeks to enhance representation by increasing the number
of districts, it can create obstacles to developing a citywide policy perspective.
The more districts, the more important the mayor's role becomes in trying to focus political
energy on a vision. But the more powerful the mayor's role, the less relevant the council's role
and the more potential threats there are to maintaining a politically neutral city staff.
Separate vs. Unified Power
We suggest that the fundamental decision to be made about how to represent the community,
focus policy leadership, and create an effective and efficient civil service is whether to separate
legislative and executive powers or to unifY them.l
If a community chooses a council-manager government or a variation of that form, it likely will
sacrifice heroic political leadership. This is not a given, though, and there are boundless
examples of high-quality political leadership in council-manager government. Henry Cisneros
was mayor of a council-manager city, San Antonio, Texas, and he fits the bill of a charismatic,
heroic mayor.
But the intent of council-manager government is that political leadership comes from the entire
governing body and not a single, charismatic individual. To repeat, the mayor's role is
"facilitative" in council-manager government.1
The term "governing body" makes sense in council-manager government because the form of
government is designed with the expectation that elected officials will work together with a
professional staff to produce quality policy direction and implementation.
State governments and the federal government are constitutionally designed to separate
executive and legislative functions into discrete branches of government. The mayor-council
design falls within this rubric of power separation even though the scope of governing
institutions is smaller. Thus, depending on th.e mix, the more power a mayor has, the more we
can expect conflict between mayor and' council, just as we do. between Congress and the
president. Again, within any particular jurisdiction, these likelihoods may not occur, but the
probabilities are built into the system itself.
Because the dynamics between the mayor and council are so important and conflict can be
expected, it is possible for partisanship to playa role in coordinating mayoral and council power,
how things get done, and who gets what. The greater the role partisanship plays in coordinating
the politics in a community, the more professionalism suffers.
One critical, additional observation is necessary. Although it is possible today to find pure forms
of council-manager government and mayor-council government, it is more common to find
hybrids. In communities with pure council-manager government, the mayor is elected from
among the council to ensure that the mayor has the council's respect. In the United States
currently, however, voters in more than 67 percent of council-manager governments directly
elect their mayors. Also, based on our experience, we believe it is increasingly likely that
officials working in mayor-council governments will value professional managers or
administrators.
We believe that council-manager government (and its variations) is superior to mayor-council
government because the coun-cil-manager structure at the local level makes possible a
partnership between political and administrative spheres to a degree not likely to be achieved in a
mayor-council form of government. .
Making the connection between what is politically acceptable and administratively feasible is the
fundamental goal of government. As long as the partnership between politics and administration
is the primary goal, variations on council-manager government are preferable.
If, however, the representation of diverse segments of a community trumps other considerations
and dictates that citizens elect a large governing body whose members are elected by district,
then a strong political and policy leader may be required.
When a community is considering the form of government it wants to adopt, it would do well to
start by identifying the problems it is trying to fix and articulating goals. Ask what evidence
suggests that a change in form of government will fix those problems or advance community
goals. Finally, ask whether problems in the community are due to the individuals who are being
elected or appointed or are due to the system itself.
Endnotes
I Herbert Kaufman, "Emerging Conflicts in the Doctrines of Public Administration," American
Political Science Review 5 (December 1956): 1057-1073.
2James Keene, John Nalbandian, Robert O'Neill, and Shannon Portillo, "How Professionals Can
Add Value to Their Communities and Organizations," Public Management, March 2007.
3The most complete statement is Official Leadership in the City: Patterns of Conflict and
Cooperation. NY: Oxford University Press, 1990. Chapter 2. The argument in broader
comparative terms is in Poul Erik Mouritzen and James Svara, Leadership at the Apex:
Politicians and Administrators in Western Local Governments. Pittsburgh: University of
Pittsburgh Press, 2002, ch. 3. .
4 James H. Svara, The Facilitative Leader in City Hall (Boca Raton, Fla.: CRC Press, 2009).
Robert O'Neill is executive director of ICMA, Washington, D.C. (roneill@,icma.org). John
Nalbandian is a faculty member in the Public Administration Department, University of Kansas,
Lawrence, Kansas. He is a former councilmember and mayor in Lawrence, Kansas
(nalbandi@,gmail.com).
,
r
f
I
I
Chapter 2
Defining Facilitative
leadership: A View from
Inside the Mayor's Office
in lawrence, Kansas
John Nalbandian and Sarah Negron
Contents
2.1 Illlroducrioil..... ........................... ......................................... ......... ...... 38
2.2 Conrexr........... ....... ................. ......" .......................................... ...... ....39
2.3 11,e Campaign and tile Decision to Run ............................................ 40
2.4 Roles. Responsibiliries. and Relarionships............................................43
2.5. Professor as Mayor ..............................................................................48
2.6 Cases....... ........ ................ ................ .............. ........................... ...........4<)
2.6. \ The Sales T:,x ....:.......................................................................49
2.1;.2 Mtlllicip.1 Golf Course......................... ........ ............................ 50
2.7 Conclusions ........... .............................................. ...... .........................52
Relerences .................................................................................................. 53
37
38 . The Facilitative f earler in City f-fall
"()Il ncc;1sion ;1 nr)' commissioner beU)lllt"S mayor and anll,lily
fHIlCliolls ~s more rl1;111 ;1 ribbon currer, presiding ofl;l..'cr, :llld s.\"IllhnJic
hefld. In rccenr yeins, rids nccurreo only when John Ndllul1di:IIJ. ;1
S[Udelll oft'if)' nun;q:!,e~1(:llr, rwice served;.ls m:'yor for;1 ye:H. ." lie
Iud rhe gllmprion [0 rUll tor office. and he IOllk his decrion seriously.
lIe: !isrelled--;H least l\1osr oflhe rime-co his <.:onsljnle'llls. "1111"11 (;lll<!
here's rhe ruh) he'd make lip his mind ;IIHl5eek 10 move lorw:lrd wilh
wll,a ht" dlO\lj!.IH ''''';15 the hcsl pro~r;.lm ... rh:u he thought he cOllld ~rl
rhe commissioll In SIIPPOr1."
Burderr Loomis
Po/aim/ Srimlifl, (hdl'miIJ' ofKnl/.w-, (lOIJ/, <l/i.1
2.1 Introduction
\Xlliar rollow,~ is ;\ diffindt bm welcomed assigllmenr. A soci,,) sdellfisl is expecled
In he ohjeClive ~lnd ;In:llyricd. hlH rh:H is difl1rlllr when )'011 ;lre rhe suhjerr or
your OW 11 inves!ig;uioll. I will arrelllpr (0 meel socbl sdence s[andard.~ wi,h wh.1I I
helieve :ue ohjective obsc:rv;.riollS and will alen rhe re-.lder when my own 1(~e1ing.'i or
illl('reSI.'i assen thClI1Sdvo" Rm. I will also :Hld '" persperlive Ih:H is nOl nurm.i1ly
po~sihlt' when ,he illveslig;.ltor is Sl~r;.jr:Hed from rhe sllhi~n. I will COrlll11el1C Oil
how rhe def1l~ificYI1S o(01,'yor;.l) It:adership inrhe liler;Hlll'e relare 10 Ill)' OWIl mayoral
(.'xperience. I will identify revisions or ;,dditiolls dwr Ileel should he Ill,Hle to heller
("'xpbill wl1;1r it me,lllS ro he;1 ma)'or.
For Ille, I he npel\il\1. qllofe nicely sees rhe SL-lge li.)r I his (h;lP(~1' OIll\\Y work as ;1
[lCilirariv(' IlUYOr. Two pans of rhe qUOle srand out. First, rhe Etdlic;llive Ina)'or is
nOI;.l polirk.llneIlIL-ll who solely ~dv;lI1(es rhe work of olhcrs.lhe ellcClive ma)'or
h:ls <l mind of his/her own. BlIf, secondly, he/sh<.: moves wilhin Iht' COIllC'XI of ,I
gove",in~ body ilnd rhis invnlves helpin~ orha elecred olliei.,ls understand "n"
realiu cheir collecrive will. One mllS( be :lhle 10 ;lee ill w;'ys rh.ll hdp structure
politil';11 issues. f:.Kilic;lre rhe governinp; hotiy's work, and insrill cOl1llmll1ily conli-
d~llce. III shorr, all eUr-nive, bdlit",ive 111;~yor mllsr ,h.-r ill ways rhar or her:; rcspc\.'1
slIflirienrly enollKh ro :llrer their own ,Hriclldes or hehavior, incllldin~ (heir VOles.
BUl, ir also involves ItcknnwlcdJ!,inf, ~nd adv;:tncinl!. cOlllH.:il ~();.tls, especially if YOIl
do nor OhjeCT ro rhem.
COllllcil-mal\<Iger governmelll lIalllratly encoHr;lgcs;1 EH.-i1it:Hive m;lyor;d rolt.>
if only heC:lllse the mayor's f"i:)f1l1,i! ;lllChoricy is so limited. While cilizens, I he c.:il y's
prnle.ssiol1al sr,df, olHsidl" ilgencie-s :Ind govcrnmcllI..J Illlit~, rind 111;111)' melllhcrs or
(he coullcil irsc:lf expeCf the n\;J}'tlr to provide le;uiership. he or she is required 10
. .ll,i~ (haprl'f i~ wrilll'll in ticS( \'("fS111l hC'C1U.~(, if is 111(' ;lC("(lUIlI Ilf Ill)' cxpnknn ;,~ 11l;1\'1Ir. Mr
cO-;lIl1lltlc S:uah N('~f(ill parridp;uC',1 fully ill 1111.' pn:panHioll or Ihis Ch.lllICr.
Definml? Facilitative I.eadcrslllp - 39
do so as J member oJ';.I governing body and in pilrrnership wid) ,ht' CilY'S prole~.
sional 5(.) fl. ror Illt, lilt' word l'Jlgrlgement slIclinctly ctprlJres the role of the e1l"ecrive
f;lciliLHive nu)'nr. '.'he mayor cng<lf;f's isslIes, cirizens ;:Jl1d commllllity groaps, lhe
prolt.ssioll;ll stoll!, ilUd. mOSI illlpOrlalllly, lilt" mayor's numher 011(' ronslirllellc~'-
(he orher L'ollnril memhers,
I hCF,in this chaprer wirh :-.omc h.H.:kgrnuoJ iO(Ufll1.ltioll ahOlH (he city or
l.awrence. I follow widl ;1 seer ion on campaigning 10 fetlrllre rhe ;.td hot: I1(1UHe 0/
locd polirico;; ;1110 how Impnrf:lllI loyalry is in politics. Jlong with:I v~ry hrier st'Llioll
011 what ir is like ru he;1 professor ofgovernlllcJl( and;.tn elecled ollldal. 'nlcnl illlfO-
dllcc sorne I~t"n("r~d COI1Hnel1lS ;\110111 polirics ill the loc<ll J!.overlllTICIlIS I h.lYe workC'd
with over !lu: Yt~;HS;lS ;11 r;liner Jnd consullanr, also drawing upon my ;IGlt!clT\ic career
.\Ild re.lllire experienct';ls .111 f"leCll"d nttlcbl tor perspeclive. HIl;\lIy, Ilwve some C;lSt.:
ex;! mple.li ro illlls, r.lle 1 he W;lY I aCled ;1S a racilil:lriv~ mayor. -nlrollgllol11 tilt' ,klprer.
I illC~hie quoces from;l jOllflulrh.H I krpr during my ei/!,hr ye<lrs ill of-hc:e.
2.2 Context
Llwrellce, K"115,\5, h,ld a poplll.lIion or,lhollf 72,000 ill 1991. It ha~ sillreF,rnwn lO
Some 90,000 i1nd is Ilome 10 lWo universities: fllt: Universiry of K.1I1S:1S <llltl J'laskdl
Indi,ln N,lIiollS Univt.:rsiTY. While rhe cicy h~s a L.lrge sllldem populalion. ror lilt
most p<=lrl. rhe srudenrs He uninvolved in local pnlirics. Despite a I.H.:k of srude-Ill
involvemellr, L~wrell(e cirizens :He highly cdllcared wilh ;1 sif!,ninCl01 J1t1lllh~1
;,ctively el1~ageJ in local polirics. 11111s, many wcll-arricllbred inleresrs come (()
hear nn rill: commission's policy decisions.
LlwrelKe is locHed ;lhotlr;l.1I hOllr from rhe K;H1S;H Ciry melropolif:l11 are;t.;1I1
hour from fhe <lirpOfl, and tony-live minlltes from the Slare c:lpital in Topeka. We
;He a (uti service city. which l11eans th;\f (he city oflers services like rrovic.lin~ W:Her,
managing Slorm \\',Her, operating a sewage rreatrnellr rl..nr, dnd operating and
m.lillr;lillin~ its own pinks ;!ud recrcmjol1 progr<=lJns. Sep<=lr;ue <llllhori[ies in some
ftIt'lropoliun :HC;1S might provide these kinds of services and orhers. Even rhough
we :Ire close to ;1 In.ljnr melropoliran .1re.., we still ~lfe ;1 free-sr;H\din~ CiIY. nOI a
sullllrh~ "(he IIlegaisslIc in Llwrel1ce for rhe p<1Sl ,hiny ye:Hs is how we can grow
and yel relain om idenliry, which geographically is cOnlere.! in an ideal college-
rown dOWfHOWII.
Since Ihe e:lrly 19505, L:1wrence has heen ~ cOllndl-rn;}n~ger ciry. 'nle form
is very wed I .\Ccelllt'd. ;rnd ('veil dlOuJ!JI we dCCI our five: cOJl1mis~iollers ell-Luge,
we rarely [;:til ro dCl'(;I politically rcprescnralive commission-especially reflecring
perspeCtives on p,rowd,. Even r1wlIgh we h;lve il 1 2 p~rcclH millorilY pHpu)arioH.
we rarely ir ever llave h~d a minoriry memher or Ihe commllnity OJl rhe b.ll1ol.
Economic1l1y, wr ;1 re in good sh:'pe; we spend money frllgally. 'TIle cil-Y commis-
sion relllcLlndy approves properry rax increases when unavoidahle. We swing hack
And fnrth arollnd growrh is.lillt's<lnd. over cime.lhere is l.ubl1ce.ln Ihe pasl ,hirly
40 . The Facilitative I "ader;n City Hal!
yt';lrs, wt' ILlve h;ld only ,llft'C' cilY n);1I1.\~erS, and ,ht' Ll.':il 1\'\'0 had pr('\'ioWily hcell
;lssisLllll cilY m;lll.1{!.cr.s ill Ll\vrell..:e.
By I raclition, mayors serve ollc~ye;lr lerms. llle Inavor's role brge!y is cert'IllOlli;lI,
IHll ;,\5 ill Dlher COli III il- manager cilies, cicizt"ns 1(101,10 rhe m;l}'or lor le.ldcrship, dlH.l
rile commission does nor reStlll m:lyor:d le;ldership ;lS louf; as if is ll(){ hip,h-i1"'lldcd.
I (<fI1IWI rel1lt'mher ~ rime when a nl.l)'or was sclccred heL,lllse of;1 specifiC flgC'lld.l.
~1.lyoul .lgt'nd:ls rend 10 rise i'rnm rhe isslles.1I 11;'-l1d, with ,he m;l}'or ;Hr;Khill~ ro;l
few dl;lf ;.He L"OIlSislenr widl c;.tmpaign prol11i.'ies eilher c)(plicir or implied.
Electiolls I()r the nve-nlcllllJcr (Ollllllissioll ;H<:' held in rhe spring e\'en' two
)'1.';11"':), If more [11;111 six Lllh.lI(LIlt"S I;HIll;JlIy de(1.1H." their illlelH ro rllll, a prim.lry
c.:kcrion redllces rhe field ro six:. I call 11 or n:lI1t"lllbC:T wllc:'1l W~ did nor klVC ,I prill\.I!"}'
elecrioll. or lilt" six candid.lIes rllnllillf!, in Ihe f!,ener;d elecrion, lhe rop Ihree VO(('
~{"l reTS ;Ir[' elected to rile l'Ollllllissinn. llu:' Itlp IWO serve" IOllr YC;l r rcrlll wllilc ,lie
rll ir(l-pl.lCe l:ilIHli(larc serves a t wo-)'e;\r leon, Tile (0I11ICil'iele(rs rh" m~lr()r. ;Ind, hy
t"~ldili(Jll. ,he rwo tOp vore p;Cllers e;lch serve;1 one-year term as Ill.JYOl". I was e1ened
to rhe dry commission in 1<)()\ in second plan' and served as m;lyor from 19t):~
10 19c:>ti. I was reeJecrcd (0 duo cOlllmis.<:ion in 190) ,IS 1111: lOp candid;tte, served
;IS mayor from 1()<)(l fO 191')7. ;l11d complered my s("cond rerm as commissioner in
1')1)9.1 chose nOl 10 rllll ;~R~1iIl.
2.3 The Campaign. and the Decision to Run
My !:tmily <llld I t:alllt" 10 I he (Iniversiry n( K;lIlS;lS in )l)7b. Soon ;lrltT \\'t' ;lnivcd, I
rel1lt't"nher;1 kno('" nil nur door :11 110111(' precedillg il gllherllrllori;ll CICl:1 i(ll). "'lrllo.
I'm John C:ulin. I am rht' Democrat ic (:;llldidale I()!' governor, alld I woul(llike rOllr
VOle." \X'c h..d cOllle fmlll Los Angeles where I 11<1(1 compleled my doctor.1I sludies
..nd where I had ~rownllp. and ,b, NEVER ILlppelled in L.A. I ,hOll~hllO 111)',dl:
"'olin. YOIl LIII hecOO1t" ;:(l1ythin~ YOII W:IIl[ in this mwn!" II is nor ,IS if I planned
from rhi~ rime to rUIl lor oHio:; in tICr, j( rarely enlered my mind. Bw, , knew 1":11
if" I w.lI1red 10 run for oUire, I rOllld--Jl1yolle (ollld.
I think I klVC been lhe presidelH of every c.'lull. or~;lnh.ari()n, or group I "ave
belllnge~1 ro~jllce I was a kid. I have heell ,he f:,cuhy's chnice 10 chai, "" Pllblic
;l\.tministr;1fiol\ dep,\rrmem ;H the U1liversiry of Kalls;l~ Oil rwo dill"cre11l oc.:Cit.SiOIl5
Illl :1 ror~11 or twelv~ ye.HS. So. I am :.lcctlsromed 10 being I he Celller of ;.lIrenriol1,
~Ild I like il. I became deparrmelH dl;.}ir in rhe mid~19ROs, .lIla, t:ulllhincd wilh my
b(lIlty responsihiliries, it w"... more rl1.1ll a fnll-lime joh.lhe LJniversilY ofK.1ns.ls is
known for irs locd I!;OVe'rIlIlICf11 empll;Jsi!i in puhlic ;himinisrr;llioll, ;llhJ eV('l1lhollgh
I did not come fO KU ;1.'; ;11l experr in local government, one is expeL'led ro IC<irll. So,
I !{";lfned. When I flnisheo my fivC'-ye:n (erlll ,15 dcpMrrnC'11l chair. I wrore a hook
011 prolessiol1:1lism in local governmel\( and, \"hen ,har W;lS complf"rf'd. I rhollgllf,
"I ollgl1r fo run for cilY commission." It was nor ,I pbn. Ir was nor lIr~ed upon me
hy olht>rs. I itlst rhnuf,lu il \"-'mlld he .111 ilHerestinf!, fhing 10 do. I Iud ;llw,ly.li hecl1
r
,
I
I
I
,
Defining Fncilitative leadership - 41
polilic.dl}' aWMe, hill never re.lIly poliricllly involved in c.l1npai~lls. ,lIltlI l<lWW vcry
I~w people ill Lawrellce {)t1lside of [he university. Normally. ,his would he;1 dis;ld-
v<lnr<lp;e. AWt rhe IIniversity is <t SHOUP; poliric;l.I hase I~)r nile of irs OWI1, .1Ild ill (erlTIS
of credihiliry within lhc: lIniversiry. bc1llg c\ professor of ~()wrl1mCIH starred 1\\e: ofl
on the right foor. As KU Politic,l Science Professor Lonmis noren. "11'e'tJll1mheror
commerc.(' recruits irs Cdlldid;HCS. ~nd a loose cO;llifioll of neighborhoods rtcruils its
own. W'lIh OCL1Sil)Il;1\ t'XLeprioll (N,tl\)~lndi.\1l (omes 10 mind), Glndid;\te:i win with
mOST of rheir h;J~kiJ)R from ol1e l~criol1 or anorher." (2001)
I met I hll W. (I h;II,t: nmil led dll bsr names) pbyillf, wc:c:kt"lHlllilSke-t1u II wil h
;\ ~rnup or Minks. I,hink Ihn h;lt! het:n p~)lifi..:.\\Iy in\'~)lved lon:,vef. Another 1<::\111-
111;1[(' ,Inti frit:nd t:l Dan's WClS a st,lIt: sell:llor. When I was thinking ahotH fUllning.
I lalJ.:et! with nan who bier heGlllle my chief camp;lif!,1l .ldvisor. 1):1n rold Ille' rwo
"lillF,S. rirst. he :-';lid. "YOII h;lye (0 smilc more:' Se(ond. he ;\dviset:\ Ole to srar! talk~
in~ wi,,, people lOlea'" ""Otlt isstles. lie gave me Hilmes of l'eOpklO ,alk wi,h, and
rhen one nalHe led (0 ,lnOlher lImill had talked wirh quite., ft"w people. l heW-In
I hesc rOllvels:-niolls in {he summer or l(),)O. \f I was going {O rUIl. I was ~oil1f!, to I!,ive
ir;..l Iq~irim;lle rry even ifit mealH spending over six lllol1lhs ill prep;\r;.uion.
Journal Entry: January 19, 1991
C:lrol (my spol\.~e) reminded me rhar a lo( of my surron has come from
,ht I'"ys Insed '0 play bilslccrb,lI wirh on S,tll<hy" [l,11I "1ll1 Boh T., "1\.1
10 a lesser dej!.ree (rom Willf wirli hisletrf"r. Sreve H. wil h his f'llcotlra~-
illF. words and oflc.r 10 h<>lp. Mike '\$,,'.. Bird, .lnd P:llIIS. lhll.is dl(~ !.;.('Y
'"lll \ CII\', see why he woold he helpin~ l\\e like l,e is if we h,,,III't gonen
[0 know f':ll.h 01 her heifer Ihroll~h h;\skelhall. I rhink we rC;llly cnjoyt:d
pbyin~ 011 the S;lITlC Ic.lITl.111is is ,he "old hoys" network in aClioll. II is
supplemented hy dIe yeMs' spelH working ;lc.H..\C:II\i(,.:ally with Nolder S..
who h:ls ,,\ways displayed more loy.lty ro me ,11;111 vice ver>;1. Also, it is
cemented wid, my relotlionshil' with Wendy M., which began whell she
waS wl)I'klng with l P\'RR (a \I111versilY reSei\fCh q~'I\{('r).
1'he lesson 11e,rned inilially from my involvemenl in poli,ies locnscd on ,he
importance of loy.dry. ~'c: <Ill casllally f<llk "bour loyally. hur to;\ poliridan. ir is (he
~Itle ,11;11 hinds rel;\Iionships.1l1e mosr impOn;lI\f lesson for iuimillisrrativc profes-
sioJlals to 1t:;H1l is (h;1I orgalliz;Hiol1:l1 srrucrure is crucial to rheir comperel)ce. for
,he professio\L\\
. 'TIlere is alwilYs someone in alJrhorilY ahove YOIl.
. 1llere He positiofl descriptions"
. lhere are perform;.ll\ce evalu:.Idons.
. "'here;He eSf:-1hlished W;\}'S or ~ertill~ rhings done rhal eilhu ;HC $("( 0111 III
policy ;lIH1 rules. or ;Ire le;trned:\s pracrices over rime.
42 . Tile facilitative Leader In City Hall
Once }'Oll ellrer rhe IOC<-l1 poliric;.Il ;H~I1~, you confronT r1lC' n:.diIY 111.11, (~)I' dlt'
Inns( p;lrr, policies is II JI,Str 11<.1 II red; if can be hilpha7..Hd ;lnd even c!ltlnric. You Ila\'e
10 C1('';lf(' strll(l\lre ,llld order f~)T )'ollrselr .IIHllhll\e ,/fOIl/HI YOll who \V.II11 (0 work
lell YOIl ;lnd wirh YOll. While emplo)'ees rely Oil (Hf!,;1I1i7.:Hioll.d SrrllCtllre lor prcdicl-
.1l1ililY .IIHI reli;,hiliry, in polllics IOY;lhy Oll suhstirure for die :lhst"llce or f(lrm;d
c;r mUll re' ,Ind ('sr:\hli~hed rebr ionsh ips.
C,lmp,ligns :-Ire "hou, lwn r1lings. rirsl, YOIl lleed ;1 r,ood cIIH.lid:Ht'. lhcre is
110 Sllhs!irllre lor ;ll;lIH~irl;lre Wll0 is e1ecr;111Je ;1 ~)erS()ll who people lall ;!fl;lCh (0
jIHelleclIl<dly or emorioll,llly, or in soniC: cOInhin:lIion. St'colld, YOII nef"d ur!!.illli7..I-
I iOll, :lnd YOIl II.lYe ro cr(;Ht: it ill llonpHcis:lI1 COnres{s hec.lIls{' it dot's not t>:xist ill
Ihe way rl1;1I :l llew employee w;lll.;s inlO ;111 orgalli1..t1ioll widl its SlrIIClIHC. ((lies.
,llld SI;llllses. E....ery Cilll1l'aigll has key iIH~ividll.)ls. Some cll11paigll.~ .He more ol~a-
nizcd '(Ian olhers. Some illV()I,,{' lilt' C;\lldidalf :l!'< ;\ ker orgalli7.er ;tlld olllrrs (I"
1l0f. I W;IS forrtll1are ill Ill)' firsl LlIl\r;li~1l (0 !U\-'f"-;I pers-oll. rhn \xr.. WllO Ilad hl'C'1I
ill\,olvfd in policies all his lilt".
Journal Enlry: Novemher 12, 1990
D;ln picked ClIII OfOUf lOl1versalion ilud {'.lClIsed 01\ "Invest ill tilt: rllfllre
widI respecl for .he p;lsr" ;I.\; ;1 possihle main cunp;lign rheme. As we
Lllked. he jOlled unles aholll complelllelHMY dlemes ;111(1 iSSUt'S dWI" I
wOllld h;lve 10 wnrk (develop positions) on: lax ;,harclllcJ1Isj lea 111 bllild~r
;lnd cH;tly.sr; ~ persoll who can make ddl1~!i h:lppen while sC'nsirive fO
process; indcpctlcll'lll dlinkcr, f hOllgl1l fill, 011\(.I capahle-; bmil)' divt'fSily
S\1~gesfs comforr wilh commllniry diver~iry: dk!JorolTlolls issues eli} (0
Carlll re fCcll scnrimelHs of I.awfencc dli7('ns~-'no CHIC ,va III S no Rrowdi
or lInlimiled grnwlh.
He and I developed thirl)'- rf) sixly-...ecolHl respollses ro ;.(11 dte qllt:~ti(lns wt'
rhO\lghi people wOllld ;lsk <lllring Gimp.ligll !'()flIIHS. I mC'lllori7C"(llllcm. n.ll1 \\';1$
\'~'I y good. lie madc sure I h,lI ("vtrYlhil1~ he wrOfe was some,hing I could own III'
10. He ~sked me rillle ;lIId "Rilin. "Are YOll slIre rOil hclil"ve .this?" It is so ~;Isy in ;\
clmpaign fo rell people wll;lr rhey W:lIH ro he;lr. You ;lfe (he (m:lIs-alw,lys-;l(ul
"Ihe ;lItenrinn is hegllilill~. You do 1101 WiHU 10 disl.'ollr.lg(" ,he ~lfenrion; il el1ergi7.e,'j
Ileople workill~ Oil your ca mpaign. .lIld ir is one o({he a{rraCI iOl\s of holdin{!. nlfice.
hur yOll do nOI W;llH 10 be hij:lckeo h)' if.
My c.'mp;ligns were prellY rr;ldirioll:ll Ic.)( Llwrence .If ,he rime. We raised
money wirh 1C'({~r:-. :\ml pholle calls. We h~"\gllf newspaper ad\'cniselllellls, primed
;.lIld rhen handed OtH brochllres. made cdepllOlle calls. ,llld panidp.Hed in IlIUn('r-
OilS candid.lle lorulns. We posred hllnoredso( yoad si~lls. I did nO( kllow "holl' allY
or \his 511111' when I firSI started in 19<)(). Rur I le:Hn~d. ;llld <\ Ie-w yc.lrS after Iterl
ofTice I headed a friend's caJllp"i~,,-we los!.
Whal re:dly surprised me :d)OIH rlll1l\ing, for office was the IlIll11her of people
who w;lIlled fO work 1111 Ihe (;nnp;~igll. I rerne1llhcr R;.llldi T. c.alling and ~ayil1g
Defining Facilitative Leadership - 43
"I;U ill every dry Cl\nlmis~ioJl clcnloll she chose nile c;llldid:uc .she wOllld work
/;", :\Ild ,he would like ro work for me. She hecome the "s;!:n lady" "nd she (hd:J
gr('~r joh-dllrillg hod 1 or my camp:ligl1s. Bill ;1<; stunge :1$ Ihis m;~y seem, I r:lrdy
r.d ked wir h her du ri IIi!, my ei~hr rears in oHice. 1 h is is I file' of 01 h~rs as well. I had a
[(',1m or people workillg fnr me, hUL afu:'r rhe cl('(rioll. dK rcalll dissolves .111d 111051
people go their scparalc W,IYS.
Jou rnal Entry: April I, 1991
1,,10 parricul.1rly strtlck hy the initiative others rook on my heh.1t. "[)"
m;1i1~d some fC)rl)' Icrrers f() people he knew. l.ew T. m;lilt':"d sOllle olle
hundred invitatiOlls to a collee and sttid he was going [() l1l,lke pholle
c:dls l~,r me. Nancy C. m.liled posrc::Irds ;Jnd so did LIlI)' M. R.lIldi T.
"ceepred :111 kinds "I' responsihility. [Juley ~. nrg:lIti2~d all the Quail
RUII hrochures inro roUles. 1\H11 D. (now .1 sr;lrc represclu.Hive) W:lS
\nrtispel\sahle with )'~lrd signs. llnheliev:lhle!
Because, in Lawrence, we ,111 fun al-I.Hge, ir does nor J1l,lke _'l~nse I (l fIlll:1 nep,;uive
campaiJ!,1l locIIsing on .IIIY spel:ihc individll.ll in the decrinl1. <'his inHllcllft:"d how 1
prep;lr("d Inr' lie ul.ncliliale (CHums ;Ind wl1ar kind of mareri,11 \Nt" pIt( ill IllY hrllChllres
and ()filer mailings. I W:IS <lllniversiry pr()(essor()f~OVernmefll. :1no we were trying
(0 projeCl !Ill:' illl;lge of;1 clIlditLlI(, who W;.JS knowlecigcnble and who could put Ihal
kllOwledp,e to work in EI f:H.-ilitarive bsll iOll. I n order CO do rI1;11, f IH:'~lled nor ollly (0
m;lke Slife I knew :lbOlU js.~lIes. hill I had ro mOllnt all isstlc-orienred clInp;lign.
Camp:ligning is t"xhibral ing ;lIH.I df'hilir;uing dependinp, on which hour of rhe
(by ir i~. I rt"memhcr;1 cold J.11Hwry in I.awrence whetl I was knocking 011 doors.
:l11J (lIe reception was miscrahlc. "You ;dn: nllll1ill~ lor wh;.l.I?" "\X'lwf is YOllf 11;lme?"
"When is (he e1ecdon?" 'n1en. we wised lip and gO! Ihe names ;lnd .H.ldresses or
people who had VOll'd in I he 1:lsr local election fl'Om the C:ollmy Clerk's oAi(.c. ()n ;1
ptlrlicular hlock I might visir only three or (our homes, hru rhe reception wa!i ~lIn:I7,-
inf,o "Yes, I know who }'{lll are." ") h<lve:t queslion (or you." "Whar do YOll Ihink
ahollr.. .?" (h, e'V('H ht'UN, "I'm phnnillg to Vote for )'I)I1!'.
Thr first limC:" I received ;1 c;llllpaign conrrihlllion ill rite nl;lil from ;, person I
di;t nor know, I re.diud, "l1u:re is no h;lCkin~ olll now." Up 10 Ihis I il11e, .1S..1 c.a:ndi-
dare, rOil .lre SIIrrOIlOlled hy people whom YOIl know or h<lv(' come TO know. Tllt'n,
YOIl rereive;'l checl< from someone yon do NOT Icnow-wh;'lr did (hey see, he~H. or
rhink rll.lI led rhem 10 sen(! rhe check? You never redly kllow the allswer, hur YOII
(illllp:Iif!,lll-nllfldelllly .lS ifyott do.
2.4 Roles, Responsibilities, and Relationships
No m.1jor isslle (ku comes co a leF,islarive hody has a "righr" i1llswer. You can
se;lrch;.ls long:ls YOII lik~ ~lld rOll GlIl request as 11111C" jnrorll1~riol1:1S YOlllikt". hili
44 . J/Je facilitative leader in City Hall
Illlinl.Hely iT is going to boil down ((I cre:lfinp.;1 soltllioll or policy 111:1\ enp,;lges (011-
Ilictill~ vtllllcS like representation. efficiency, eqllity. ;\11~ individu;11 ril!,lu:-i. "nlC f.(l;d
is \\rnrkillj; 10 huild, m,lint:lill, dud prcs{'rv~ <l sense or cOll1muniry {h~ll js torf!,ed
over rime from the way Ibese values play ,hemse\vt'S 0111.
'With f he rremendcHls challellges dl;1[ ~overninp.l)(ldies bee: in tllcir Aoal O(COIll-
1ll11lliry builJing ;Illd working wirh ('onHkrillg v;dl1es, individu:d l..:olllmissiollC'rs
cOld'rtlllr w(1r~i\lg conditions ,h.1t the)' ;lfe unlikely tn have ra(~d heforc. In ,)11
of "Ollr workinv; life, how m:\tlY joh.s have YOlI had where (here \..'<iSIl', :1 sllper\'i~
sor, hoss. or someone in dl;lrge ;1I1d responsihle? ()lllhr commission. 110 one is iJ/
chm:f;e. No mailer how 1ll\H..h power fhe Iluyor nu)' .\Cerlle, his/her ,1l11hority is lim-
ited. When comlllissioners d'sagrt'e. rhe mayor C;ltlllOl S.l)'. 1'1 have hC;\fd elloll~h.
I hi.s is whilt we ;ue ~Oill~ ro do."
When olle courle.s lhe 1i.lllc!:1men(;11 v:due ,,:olllliclS in policy mtlking wilh the
l.lck of ~1If horiry, 01.11:' SC'CS the ilTlporrance or Lu-i1ir~H ive le;Hinship-t he theme: or
this huol<. Rm t~Kjlil.lIivt: k~dership is nor formulaic. even though it provides .1
nice COlh.:CPIlI.lllells. Bn';1use cllhe ;,mhiguity rh~r Ihe> v:Ilue conflicts and LK.k or
illlllloriay pose. polil ics is SO,'iil/(J' umstnfctt'd; ill Oilier words. ir is rr~l11ed hy br~e1}1
IIl1wrinen. hllf lIndersloolt, sets of expel:l.uions ;lIld t.lhligaliolls t1lTlong commis- .
siollers that arf': developed ,ltl(.~ n.:injorccd over lime. No one knows how.1 compk'x
political issue is goill~ ro turn ot\(. Poliric~1 isslles lIull)ld like fhe skin oLIn onion
when: rhere is no mh'dle. YOll jllsl keep 1I1lfolding <lnd unfolding ..IS le:1dc::rship
works IOW.lr<i ;.I soltlliC\1I IIl:H will join wl';1I is polidctllJy ;IcrepLlhle willi wl1;1( is
;Ilt111 inisrr:uively re;~siblr.. :llllhc while ;:timing toward hllilding and preserviuf!t COIH~
tnl\l1ilY identi,y :\1\<.1 vitaH.\y.
More l:olll:eprllally. I think jf is possihle (0 eh"'l whal kinds orhrid~rs Iht' EKil-
ilalive nl<l)'or work" to hllikl. I !t;lve wrirtt'n elsewhere .,hotH the (()nnictin{!. Inrers
nf';ldminisrrarive moderl1iZ:\lion ;\nd cifiul\ involvC'll\elH (N;dhandi;1I1 20(5). F.ad,
of rhese forces is powerfully afle,ting govern;UKe ,II rhe local level. and they crc~
;lte tension rbar call he vie-wed ;dong live dimenSions. While the: (Ol\l.:~pl or dtizen
engagemenl is ,,:oJnmonly umlerSlood. :Himinisrrilrive moderui'latioll m:,y Ilt)(" be.
lt illdtldes adoprion of illl1CW;lIiOlls relalin~ 10 ~re;lS sth-h ;IS pcrl()rm;IIIl.'e 1Tl:l1l-
.l)~emf'I~I. perlormalH:e nlC:1Sllrcmenr aud bc:ndllH.trkillI?,. ~();lI-ha!;e(1 pl.'>r!lumancc.'
:lp[)r,lisal. qllalify ....SSll ra lice. ~lIld pertormallce h1U.t~elin~.;ls well :'5 rhe :'lpplic:lIioll
of rechnolo~y 10 rhe roul iniz;uion of administration processes inch,dil1~ uses or the
!,-co!,-raphic inform;Hin1l system/!,-lnll.1\ posirionin!,- sYSlem (Gls/epS).
I will nor discuss these five dimensions in de(ail. II is el1otl~h (0 see how thert"
arc ~;JpS Ih:H in my judgment ;He growing and call be charled ",long I he live dimen.
~ions as seen ill T:.1ble 2.1. It is cririCi.'\lo hridl!,c the {!.aps hec,H1se die sp.1ec he"....ec:n
rhe: (WO rrends represems rhe dislilllce hetween wha( is adminirtrnt;IJt'!V ft'luih/~
(represente" by r he moderni1;H;on (ol"mn) "n" Wh"l is politically ",-ap/able (repre-
~clHed hy rhe' ciril.ell in\'olvement column),l1\o~e ilH.lividll,\\S who Cll1 hdp hri"~e
Illest' g.tl's ;ldJ v;:tlll~ to (heir commullities because rltey ;lre cOllllccting lhe ~phere~
of politks ;lnd adminisrr.llioll. 111 ;1 Illlfshcll. Ihi~ i~ Ihe lTlosr valuahle c.:OfHlfl:',ioll
Defining FacilitatIve leadetship - 45
Table 2.1 Gaps bel ween Modernizing and Civic Engagemenl Perspectivps
^f()d~rll/llllg lilt' ( .>rga/lllarior) I Caps C /Vie /nvI }/v(>menl
--
1 rrofessional slt\ff Elecled officials
2. Depanments Chief admini..;tr~live
officer
]. InslilllliO!ls COOlmunily-bi.l~ed politics 1
4. Sped;\li.;;t Citizen focLls and
community problems
S. Policy Place
,ha, the mayor can LKilira,e becallse efrecdve ;Klioll call only reslllt when ,hese
spheres come: lOf-erher dfenively.
11\ retrospeCl. my ~o;ll <lS:1 commissioner w~s fn help make rhese cOllllecrions,
"Illl "s mayor. 1 COllld ,,,I,, more or ,he bill ,h;1I1 I collld as " commi"ioncr. l1,e
soci;t\ consrrucrioll comes il1l0 the pictnre ~IS rhe m~')'or, ill cOlleen wid I the Aovern~
ill~ body. learns how '0 do rhis-how one joins or hers. cajoles mhers.learns from
orhers. "nd persll",les ulhers ill developinf,common fr"mes, ;lnd Ihen works tow"rd
cOllsensuS sohlliollS so 111;1( bridges ;Ire b\lill anJ dlC~ Ol1ion ullfolds with implicil
pllrposc, even ii- ""'pr~dic(,lbly. In rerrospecr, rhe p"rh ,aken 10 resolve an isslle
Ill~kes sense. hilt wh(,11 one is ill rh~ middle of .he del-au:, il can fed like walUlt"ring
hopelessly in ;\ me:lI1derin~ srre:ln1.
'Ihe mayor's I<,le is a sel ofexpecur;ons derived from personal expecradons allll
Iron\ rile expec..,,;ons of those in v,"ions policy aren;", incll\Clinf, the dry', sr;tlr.
111c somelimcs complemclHary and somerimes (ol1flinil\~ expecradolls ereale rhe
working defn';' ion of rI.. role. In CI"lling ;lnd en"cting the role of mayor, one's..1f
GllH\O{ he denied. ~n\e self lnltb{cs strllCtHrc al1d is expressed dHOll~h rhe suner tire:
due is cre:ued. Polit kal <1mhigllir'Y h:1S {O be reduced to order for compercllt wlHk
10 oU;lIr. As 1l1ayor, I could see myself describing issues <tllll ways of approad,il1~
IrlCrll rh;1t were n;'lllral to me ,IS ;l person. which Il.Hur;111y empowered my role as
nla)'or. When e1eclrd ollic;"ls now seek my advice, 1 rell.hem. "YOll have ro deploy
yo'" srreng,hs in ways ,har facilitate ,he work 01 rhe commission. and in ways rI);"
orhers will vallie." YOllr strengrhs are key bec;msc rhey help rcdm:c (he ambiguity
just ....s much ;\5 rile expecr::'lions {hat olhers h.tve of yO\! in your role as m,lY.U, Bllt,
yon h"ve 10 deplny YOllr ,rrenf,lhs ;Il waVS Ihal mhers valllc. II docs 110 good (0
m<tke decisiOJ1S II1.H resuh in comtort for you if they nuke work ditnclllr for others,
including ,he city's professional SlafF.
fv1y strell~rhs arc very l:lc:H fO 11\t:. 1 ...an concernlaH2e~ of{!,flni7.c. ,111(1 c()lt~lu).
fare, and I ",n nex;"le. Ir is who I am and whar I do. J did i, in high school ,,"ri
in college. ~IH.I 1 h;lve goucn used 10 workil1f. (his W.1Y. II is wh;u works for me
46 . ) he FilCllitiltive (eader in Ciry Hillt
and, most imporr;'HHly, ~\s m:l}'or, it is wh;u olhers vallled. I know this from lhe
l<lIl1r11{'lIl~ Ill\, tdlnw commissioners nun!.: ;lholll me in tribllh.:' ;\11\\)' bst commi".
....ion m~edl\r.. ^ ffiJYO{ who Ctll help dc-fine The bi~ picrllre, (ind who LIIl help rhe
Lommissiol1 undersrand where if is on ;\n j,'iSIIC. alllhe wilde ;H(t.'ll1plill~ 10 move
with purpose. IlOlds a special pbce among COOllllislIiollcrs.
To illu'iIr:IIC some of dlesc ide;\s in pracfice. I ;Im gnill{!. fO quole exrensivdy
from;1 jOllrl1.11 eurn' 11ll.lde on M"y \H. lC)<).lll\is w(\td~1 h.\\'t: been :llirrk over ;l
month imo 1l1Y tirsl It'rm <lS 1I1(1)'Or. 'h.H\ heen 011 die rornlllj~sioll .1Ii,dc over [\vo
)'l",HS;.\1 Ihis limt.
Journal Entry: May 1R, 1993
1 h;wc heen 11l;,yor now lor ovtr a mond" ;lIId 1 l"..111110f helieve." how
rime COHsumlnp, ir is. 'III(: Lerernonial dillies ;llnne [;\ke UP;l 101 of' rilllC'.
Tryinp, hJ ukc SOIIIt' policy responsihiliry adds cCHlsider;lhly 10 the timl:
rC'qllired ht.'~;lllse lhe mayor simply (;I(\110{ prod.lim or dkr;!re direc-
dOli. Fitsf, il..1kcs some i(\c:ls. rhen YOIl h;lve 10 ralk wid, people. ;IIH1
fhar Likes it lot of lime.
t ~Iso re:tIi7.e tll:H ! luve f() ser some prioriries I~)f myselL I ClIl
F,cr involved ill :1 101 of projecrs, .lnd r:tkc iniriarive on .1 lor. hm to see
somC'lhinp; rhrotl~h r;lkes persistence ;lnd time. ;'\Ild dur reC)lIite~ sel-
(ill~ prioriries. \X/h.H is evolviuR ror Ille' is lhe il1lporul1ce of "how do \..'c
ray for ollr -gro~\'rh?" And we need ro ;lppro;lCh rhis issue from .1 joinl
cily/LOUIHy/school hO;Hd perspenive. I Lllk ;lbnlll [his [heme on m;lll)'
nee,sious. ;tnd if seems ro be cllchillf!. hold. '1l1C odler d.,y. rhn W.. lhc
c1ui r ele!..'r of rhe chamher. ;\Il,t C:lfY T.. \:xe:cll,iy~ direL:ror of t he flu Ill.
her iniri:Hf"tl a lne:edng whcre file)' clis'(tl3sc:d wilh nle .he desir;lhilir}'
of f"sr~h\ishill~:l joinr dryJCCllllllyJsd100l hoard dtizens cornminec to
revit"w capiral needs ,llld n:vellllC sources.
This is <I ~rC;H ide!, and I selH them our cjryh.:ounry/srhool hO;lrtt
~()als srarc:me:1\1 ,har is very consiSlenr wirh rheir slIf.r,eslion.lhc:ir pOilU.
w,~s t11;l\ iiI(::: citiLc:ns cOIHmilH'e em ~~lin ~re;lfer artellliolllh:an govern-
'IIlC:IlC represenr;uives <lml as {he commirree learns, fhe: commHnir}' will
learn as well.
lllis is rhe kind 0'- s\lf;f,c!iiriol' char would never (orne from sC:'llr in
l.awrence, and l wOllder if 11 would come- from slall in other jllrisdic-
(ions ;IS well. In .111)' Liue, co carry throuv,h is ~oin~ (0 require a lor oj"
JisClIssion. For cx.lmple. I h.wc 10 j:!.er (ColTlntissioIlN) S, on hoard Ot'
dse I think it will bil wi, I, the CilY r.ov~rIlin{\ hodv. \'lie bve to {\CI W.
(COWHY :.ldminisrr.llor) 011 ho:\r~ wilh rhe cOllnry. and W. (challlhel or
commer((: presidenr) is f?njnl!. 10 r:1tk wilh COllnlY C(ln1lllh.~ioner R. I ;\In
;'\pprehensive ahOlIl rhe school board lX:CillISC lhey generally see rhin~5
fa i rly Ilil rrowly.
Defining F~ci/i'~tive Leader</lIp - 47
Anorher nuy()r~d rC.$ponsihiliry is hclpin~ ochers get lhil\~s rhey
w.lIlt ro illiri.lIC" :llld whkh I Llvor Oil dlt' polirical a~el1da. Ycsrcrc.:by.
I crllleJ Jo A., :\ new ..:ommissioller, :1na we f~lkcd aho\H h~r infeft's'
in summer p;uks and rcaeariol\ programs for )'otllll. Sht' wams sOllie
lhin~s done dds Slimmer, whidl will prob;'lbly drive lhe SI,lH" (fny. I
told her thar hcr hrsl bel would he co prep.lre ;.l wrirreJl Prollo~~d for
{he l..ilY LOlllmissiol\'s consideration dl:1{ cOllld be included in the l<)l)ti
budgel lh:lr we ;Ire !lOW disclIssing. ftlrrher. I lold her 111:11 a wril1en
propositi (ould le.lel ro;1 discussion of ciry/school boards (osr shuing-
somcthing I (~IVOL
''', (urlher dds ,heme, Ch,is M, (memher or,he Rerr Nash h"a,d)
,,1\<<.1 wid, me almu, ,he needs of ,he Rerl Nash Men,,1 Heahh Center,
;llld their Elcililies ;IIHI my imeresrs in devdorill~ a bro"der Illlllri-
;lgency he,lldlGUC perspective due is nOf domin;'lIrd hy rhe Iwspit;lL I-Ie
knew of my inrcresr, ,lIle! was pl.l)'illg ro ir. Durinl!, otlr convers:uhlll,
I S\lg~csled thar he prepH( ;1 concept paper thai WOld(1 idenrify the
mlltll'rl\ inlerc:"STS of rhe he3lrhcare groups aT /idl .1od M;lillc. including
lhe hospil<1l, ;lilt! rhe cirylrollnrylschool diSHier inrercsfs .IS welL Ray D.
(I;,cllltr colle"~lle), who is ..Iso on rI,e Rcn Nash hoa,d, prcp,Hed ,ha,
c!C1cllllleJll in dr.lft ;llln it will f~cilil.Hc 1I1<.wemCJ1( of Ollf srudy sessioll
;lway from dl~ i1nlHediatt: issue of;\ pHking 1m, w (he hro~ner issue of
;.1 nltJlli;l~eIH.:)', llHllligovernmenr perspective on hCJhhctre issues. R,lY
and Chris' is.slle'i~ ro ger rhe hospit<ll more sensitive 10 rhe needs of
the OIlier a~ellcies. So, <Ill ofOllr inreresrs overlap. 'nlen.1 sell( alerler
10 rhe president of (he hospil;11 hoard. Bob .I., Sr., in\'ilin~ him :.Ind
the incoming, presidenr ro l~lk wid, me about where rhe hospilal W;l5
hC;H.~ing. My ~o;ll bere is fO hro.llien rhe public',li parlicip;uion all ,he
hospiral hO:lrd. I W:.l.S ~oinp; ro do il wirh appointmenrs. bur rh.n wOlllcl
he polirical dyn:\fnire :llld would derr,ler ancmion from my ;'r.f"nd.~. S(),
I am v;oinJ1, slowe" learninJ1, first, ,hen I mir,hr incre,\Sc ,he nllmh., of
appoi11l menfS on the hO;Hd so I C;1 n m:1 ke IWO :1ppoim melllS during my
ferm. R;IY would he olle.
. AS;1 hnal ex;,mple, M:uilyn B.. new presidenr or rhe Unired ~/:.lY
boud, Ci,lIeJ 10 talk wirh me :.l.bo1lf rhe bro;ldcr perspcnive on llnired
W;'y rh,,{ she g.lincd hy ~oi\lg (0" IirtliOllal cOllferenrt'. She was ren-
ill~ nu.' <Jhollr projCCIS wbnt I1H: cily and schools had cooperaced.l1lis
indicares dIal ~ht' knows of my imeres( in rhe broader perspecrive, So.
I need [0 fry 10 find ~1 way ro gel her iJ1leresrs 011 rhe polilic<J1 a~CI1(b,
I cltink wh;l( I <tm goinA [0 ask her (0 do is ro m:lke <t presentation [0
lhe Parks and Rccre<lfioll Board, and lhell TO requesT ;l repoTl from lhe
bO;lrd 10 rhe city commission nn where we call ralee her ideas. I will
also share thar reporr wilh the school disfric( ;\lld possibly our joint
(onHnirrf'(,.
4R . the Facilitative I eader in Of}' Hall
111is is rhe kind or lhill~ lil"U I am good ar-Ihinkillg hroadl)' and
inllusivcly OIlld ,hell working to 5tr.ltegi7e. II is h.lrd [0 make :11) impXI
wil Ii [hese ski! Is .15 Olle' COllllllissioller, hill ;IS mayor ir's ~11()r e;l,c;ier IX.'C.lll';C
people lisfen f(l YOll; [hey think YOII have l\Iore power ,ll~1Il you :IClll;dly
llavt. Where..loS. Commissioller \'(,'. Wit.{t (0 rdl people ~s m.lyor dl,H lit
h..l.d iWH olle of Ii v(' V('lles. 1 dOIl'r relllind illl)'one n( dl;ll f<lCL I 11ISl frY 10
move" lhillp .dong. t~l(lISillg e'lpe<.:i;dly on illclllsivr projens."
nile 1l00ice:lhle lessoll fmm (!lese vignerres is 111,([ ,he bcilif.uivt' m;lyor ,....110
I.no'..!s his/her srrellgd,s pillS him/herself ill rhe position of permircing olh(:'r.... In
pb)', otlthem. We <':.11l see how 01 hers knew not only lilY inreresls, hUl also riley
Lnt'w my style, ~I\d Ihey lonk ;Hha\\l<lj:!.e ofi{ 10 ;\tlv;ll\ce wh,lt d,,;,y w;\I\1e-(L I think
I Ii is is a Illlllder~:lppre(.iared v.due d- rhe ';lciIiLHiv(" 111.1YOI. f fe/she encoIIL,~es simi-
];lr Ileh;lvinr ill orhers beclllse 111;lr Lc; whar he/she responds rn, :lnd p,elfin~;lll inllll-
l'l1Ii:lI m;lyor on YOllr side- is impnrt;lIH ro ;\11 ,Hlvocare or intert'sr group 110 lH;lIrrr
IHlw vinllOllS their t::lllse.
2.5 Professor as Mayor
In L"vrelh.:c, Nalhtllldi.1I1 WdS perhaps the p~dec{ mayor in lh:lt dlc
COllllllllllity \S Inti)' dedicAted to Iht" rilY m,Hl;lger torm of govern mf'IH,
N;llhandi:l;l \"";IS;lll deer cd oFfici;tI wid, rhe inrellect ;lIId S01l1 OLl 1T1;111-
"l'er. (Loomis 2001)
I.oomis' CJllore is 011 rhe marl... Even dllHI(?h I do IlOt 11,1\1(.' Ih~ skill or Icmpera01clH
10 he;l LilY or (OllIllY manager, I did IIl1dersl;llld lhe work prior (0 my fll'sl e1t.'t..1 iOtl
h;ISl.d on exrcl1sivc ;Ic;ldemic exposure. my inlcresl, anti L"onneClions 10 dry l1l;tI1-
ap.cllIcllr profc!isionals l1;lriOllwide. III .1 cOlllH.:il-I1l;\luger t~OVernml")(, .here :Ire
three cruci.d setS of rcbriollships: wiclt cil ilens ;lI11i communiry Arollps. wil It odlcr
governing hotly member.li, ;lI1d widl thc dry's prolessional ~t;dr I Ihink for SOllie
council tlR'l1lhers, ,he sl~fr partnership is rhe most lHlllcu!r 10 I?,rasp, ill br~t.' p~lT'
(fcl..-;HJse so l1l:lny COlll1ci/ memhers do nor h;\ve exe,urive work experience in brge.
complex or~"niz;HioIlS. ll'ey do nor ne(ess~rily h:1YC Ihe experience 1'0 hdp Iht'11l
\\l\dcrsl;\lld ;,dlninisfT<I(lVe (o1\lplexiry, [\UI they ;Ire told they aTe in c!LHp,e; rht'Y
are supposed 10 sel dircnion, and fhey I,<we ovcrsiglu rc:sponsihilily for opcl'ations
I hey orren know Jirrle aholll cOI11!)areo 10 lhe prote.'ision~1 st;df 1l1ey ,He confrlll1lCd
wilh agembs thrn :lre ninelY percenr 51;dr-driven, Ne:Hly ;111 or file prohlems dll~'Y
de;r1 wilh are hrouf,hl ro rhem hy rhe slaff Ihey ;lre supposed (0 oversee .1I1e! direct.
F,"nkly. I hod few or the," c11.1I1en~es. I basically knew "hollr the ~overninf',
Ilody ,Ind s(aO' relc-uiolls)lip when I was e1eclt'd. IlrlIs"d rhe stall'. I knew ,he dl)'
man.1J!,er and ~ssis(;1I11.1hcy respected me ;,nd vice vers:l. ,here is;\ word ofcallliol1
here_ Forms ofgovernmen( ;1fe ditfercllI, :lnd torm docs mailer. I am a proles.'i()f of
~
Defining Facili/atlve I e"dership - 49
pllblic admillisrr..\lion in;1 deparrmenr rh;1f speci;lliu'$ ill (otlllLil-rn;.\Il;If?,er govern-
ment. lel were a political scielltist who W~lsC'xpefl illlhe kder.d government (which
lne;lns a ~rrll((l\re hased 0/1 <l sep;lr.llion ()f power~). J might luve" difllcul\ lime'
IInderstanding (he roles ,llld reLlIic)I)ships ,har are sel 0111 ill councd-'Il1.lIlilgcr ~ov-
tfllllltIH, and Il\dnk ,11;.11 is;.J.1l issue or confusion for some Ilew commissioners.
In sum, illY knowbl{';e helped me " gre;ll deal, "nd I enjoyed le,Hl1illg wi"" I
did 1101 kllmo,,': abOlll lllilities. pbnnillg, and SlOrm wafer m,HI;lgernelll. Hur, in [he
(,IlCi. il is nOl only ;Il)OtI( knowled~e, ~ood governance is ;.Ihollf jllJj:!,rnellL I wrote
for.1 CilY newslC'trcl' ill lC)C)():
People- ofren :lsk 111(' wh:u if is like le.lching governmenr ,lI1d hcil1~;\1\
e!coeJ offlci,,1. My ;\n~wt:r h;\s heen rhe same from I he h:v.inlling. ..llld
if surprised me. "'n1<:re is lIor :1 lor of difference." Every TLlesday night
wr L1(:c Ihe single nlOSI impor.r;lIlf questioll :~ny polilical rllcorisl .I!;ks:
Wh,r ,honld he .he role of gnvernmenr? (Cifl' New,/ellfT, 1')<)<))
2.6 Cases
I :'1m ~oing 10 illllsrr,lle fwe poinls with cwo c~scs. lhc first Clse will show how Ihe
t~1Cilit~lljvC n1tlyor lIses his/her ;twhoril}' and power ro convene impon:lIlf conver.
sac i()(lS <lrolll\d isslIes he/she and rhe c()l11mUnifY C;.I re ..-hour. ~lhe !;("cond LtSe wiH
show how po!ilics ~ll\f6ltl in uncerl~lill ways. and how (he bcilil:lIivc m.'yor mUSf
he Oexihle.
2.6.1 The Safes Tax
F..Hly in illY tirsr term. I wondered why we had pm ourselves in ;l reactive mode'
when if Clme ro recre;lrioll bdlicic:s and plo{!.n'lUs. I panic.uliHly rec\Il,l1e Ymuh
Sporrs Incorpor"red (Y51) nonpro!ir soccer group coming in several rimes asking
l'or various imprnvt'll\enrs ro our soccer fields. Alone point iH a c.:ommi!;sioll !lteel-
ill~ I asked wht"ther it would he desir;lble to l\:lve ;l pl<tI\-;1 p;Hks :lIld rt"cre:Hion
n"'.srer 1,1011. I h:1(1 not rhollghr rhis our bdorehand, il w,,, purely conlexr,,"!. .n,.
commission :tp,rced, and rhe Parks ;'Ind RCCreitlioll .s1~lr was overjoyed ;H the com-
mission's dirccrion.
We hired it (onslllr"nr WilD held community meetings fa supplement his cxpt"r-
rise, ,nel he produced, plan. lhe qnesrion rhen became. "'-low do we fund Ihe I'I:II\?"
Ar rhOt rime, I wa, mayor lor rhe nrs, rime, I had iu rhe b.lCk 01 my miue! tor some
lime lku a dedicned sales tax ll1i~hr be~' fc;tsihlc: reVCl\ue' source. As cV!.":IHS unfolded,
however, ,here were complicarinp; ElCrors. 111e school dislriCl, which Jor a !lumher
of y~.lrs hinl h~cn 'ryin~ unslH.::ccssfully ro convince die communilY 111m Lawrence
shonld I..ve " s<cond high ,chool. finally IlJd made ils cose sur,.es,lidly. aud rhey
were re:ldy fo pm a hond issue on fhe April hilllm. llle cOllnry was being lohhied
')0 . n,P Facifil',liw Leader /11 COy Half
he;lvily by ,he Pllblic He.II,h Deparrlllell'. Visi,ing NIl"e, Associ.,;oll. .nd ,he II."
Non.h MeIlL)! l h'ahh Celllcr lor more room, as rhe hospiLd's exp;ln::;:ioll was r~dllLinp.
,lvaibblc space tor r1ICSC ,Ij:~ell(ies whose services were 1!.rowillg. Also, rhe (OtlIHY j:lil
W;lS over<.:rowdt'd. ;lml Wf:: Ileeded Ilew ElCilities. 'nlis W;15 rhe hn:lIlcial environlllenr
we nmt"rollttd ;\5 we were ciisCllssillJ!. rht" p;lrk~ and reae,Hinll llHI.Srer pLln.
The kC')1 (V('lH occurred whell I IIst'd my position as mayor 10 \.;111 a mecling
with Car)' T., rile eXCCIlCtve dire((or of ,he ch;.tmhl.'r of COrnll1('H t", ~Jlj(l n;lTl \XI.,
the presidclll o( rhe dWl1lhe( ;md my former C~l11p.li~1l direuor. G;lry W:lS espe-
(Lllly impnrr.lIH heL";tllse he W;l'i;\ IOIlI:?-rallf!,c lllinker-which COI11H.'ClC'd rhe (WO 01
lis-and no hOlld iSSlle p:l,c;ses in I.:lwrenCf' Wirlll)lll Ihe ch:lmher's hacking. II is:1
progressive chamber, so (hat is 11m ,I f!,re.H srumhlil\f!, block, alld Ihey C\I\ l\lohili1.c
I heir memhers as V(I\("fS.
AI Ollr lunch meet ill~. I :lslu~d I hell I how we (ollld seq!lenct' e1f'cri()n~ so I h;11 ria.'
cilY. (OllnrY.:llld school disrrict would 11m he proposill~ comperin{!, hond iSSIlt"s. We
".1 k.d :lIld we ",I ked. ann ,hell a lighl h"lh flashed for c.uy lie sa id I hal we ,ho"ld
1101 se<)\lel\ce the \'or~s, we shollld comhine rhem. We: should propose:1 L"Olllll)fwil1e
s.lles I.IX 11,.11 wOllld fund Ihe chr's ;IIHI county's projecrs. and we shollld IIse the
s.liC's liU III reduce the properlY r:1'( Iheequiv:JIt'1H :11ll01lllf it wOllld t.lke in., s<..l.ool
di.'irricr prOperl)' foil( iIKrt.':ls{, co p:'y for rhe second high srhool. 11\ dfcl.:!, we could
p,er rhe p;.lrl<s ~lnd recreation rn,lSfcr plill1. rhe j.lil. dIe' hc.drJ, faciliries, II1If/thc hiv.h
sdlOol {or a Ollc-celll sales r;-lX ;ll1d no increase in properly I<'IX. It W;..IS hrillianr. ;lnd
if worl(ed.
It worked in p..lrr hec;H1se I Iud lelll my mayoralst:1TIIS ro help ,host who wer('
.lIre:!'l)' ~\lpponin~ more dlY. (Ollllry, :lml sdlOo1 dislTiCl coopcr;lIion. I slIg~esled
SOn1~ (ooper,lrioll, 1.1111 nIOS[ 1)'.1 W:IS jusr the voice lor selHimcnts I hat others desired.
II hinl, Ihis is Olle role r1""lhe (l(iliralivc Imy"r plays; YOll lend YOllI ""illS 10 o(h-
ers tor projens d\;\r (hey ;.\re ll\lShinr, ;HHI with whirh )'011 ~f!,ret". 'fhis cooper;ll ivc
h;lse provided:l framework (() lest otlr Cary's ide.l. whiL'h, nfcollrse, hecallle assclCj,
aled wilh me hCCiltlSC I was ,he: nile wlln pllhlil.'ly pushed it. As I look hack on 111)'
eighl YC~1TS. Ihis sales lax \'(l(e ;md (he cre:uive W;\y W~ comhined projt'cls w:\c; my
Rre~lresl iKcompl ish !llenl.
2.6.2 Municipal Golf Course
I'm rlOl ,ure I'm sllpposed '0 b< 1.lking '0 YOll. Call )'on look )'ollrself
in rile Il\irror wirll any imer,riry?
Stan H.
L"wre1Irf Mttnir;frl! COI/CouTse Commilfl'r
COllsrrucrion ofLawrc:ltcc's 1ll1111if,ipal golf 0111 rse is ;111 iSStlC rll.1l prc((:dC'd Ill)' ('Iera iOIl
andsp;llllled borh ofrnYfcrmsascommissiol1f'r. Wilen I r:11\ forcil)' commis5ion ill ) t}l) 1 ,
,\ 1,)(,,1 adVOGlcy ~rO\\p- Ille I.;lwrence Mtllliripal ColfCollrse Commilfe("- plcd~-ecl
fJefilllng r,cilil'IIl'f' readers/liP - 51
10 sllpporr me in exchange lor my wrirrell StlppOrl of rheir desil-e Itlf;\ municipal gol!'
(Ollrse. I pby ~oll' ,llld illdicHed CO Ih~1ll ,h.lI I hwored revi('wil1~ this propos:11.,nd
brin~ill~ it It) the c:olllmi:'isiol1 f~)r considcr,llioll. 1'vlr nallle \'\1';'''' ill lleW~p.lpcr :tds r1Uf
rhey pl:lCCd supporting rhe- Gl.Ildi<Lues who Llvored;1 mUllicip;J! p,olfcourse.
l)llril\~ 111)' lellltl'e ,l~ ,. flC'W cOlllmissioner, we did consider construction 01,1
mllllilipa! ~olr COtllse Oil 1.1I1d ro he leaseJ from dH:Arm}' Corps of En~iHeers.
11\e commission W;lS in t;lvor of {he pl:1n. hur fWO more puhlic golf (Dllrse opliolls
beclIne ;lV;libhle: A priv.\It golf course otfereJ 10 selllheir exisrillp. course ro rhe
cil)'; .1nother priv;uely owned p:.olfcomplex (o([erlnp, a driving range and mini f,nlf)
presenled plans III huild ;111 lR-hole course. The cOl1unissioll chose to ;,lIow lht'
second hllSinessl1\;lI\ iO pllrsue COllslrllnion of" a new COllrse insre;ui of pursuing
lhe new Illllnicipal LOllrSf' oplioll hec~lI,e il WOIl!<! :Khieve (he same end result -..-.
il1cre~I~{"d (.IP:}Cil)' :111<1 ;11I(lf(bhlc h()lIln~ lor the gener:" pllhlic-.-wirhOlIl expt'ndi.
flirt' of puhlic rlllld.\. I slIpponed (kif nplion.
In;( newsp.lper inrerview :d'rer we enrerr.lincd olher propos;lls. I said, "Ilhink
Whill we agreed (() in Ilu: clIHp;.lign was rhe: concepr of a municipal golf course.
." I ,hink Ih;ll, in ,mlorsin!? Mr. G's proposal. ,Ill [he ~o,ds and ohjecrives or a
nlllnkip:lI lourse :lre mer. I don't lhink we're hacktracking;1( :III. Ir's JUS! fhaf dlt'
l.:ondifiollS ..He JiHt-rent frol11 wlut (hey were." (King 1991)
111is is an example or where Ill)' flexibilil)' and my desire '0 E,eili""e ,he work or
Olllers ralher Ih<ll1 laking ,l strong. consis{ent sr:Ind workeci ag;,insl me and rhe ciry.
From ,he perspec,ive of ,he Municip"l Golf Course Comm;llee, I h,ul sold 0111.11"
quore opening lids s,cclihn was made lO me in commission dl<lmher<; "fler lhe meet.
ing where we endorsed the privare inili;lrive. Ile:lrnecl somedlillg, from Ihis ex peri.
enee. To (acilir,lfc Y(lll h:lve to he respecred. \Xrid, only six l\lo\1rhs ill oHlee, ) had not
,,,med ,he respee' ueeded in order '0 ch"nge my m; nd "nd sl ill be seen as "cr('d ible
commissioner. T'llIs, eyen IhoH~h 1 W.lS rryinp. lO facilitate the building 01" it golf
collrse (,he "!rim",,, !?ml), m)' Elcili,a,ive methods railed heeause I did no< have dte
needed r('sources. 1Ii,J<.lloSI lhe respecl ,met loyalty of Ihe GolfCollrse Comll1irte~.
"l1tey've accused 115 of having no in,e~rity. And I'm ,e:tll)' "ngry "bOll,
,h;ll," N,tlh..ndbn said. '''111<)' Eliled to .chowled!?e th., "ny,hing is
di'll.,em now ,han during the spring. In the sp,in!?. we 1",,1 one option,
llle municipal golf COllrs.e. Now we h,JVe rwo oprions. Why wouldn't
an)' re,lsonable persolllook a' ho,h options?" (Toplibr 1991)
To Ill<lli:e il IOIl~ story shorr, nOlle ofrhe priv:lIe in id::uives pallned our, and [he
Colf Course Assod:uiol\ proved <.'orrect. I, was not until 1<)()6 when, ironically.
die golf course h::ld been included in {he new parks and recret-lriol1 master plan (lor
which I r('_ceived J lor o( crectil) dUll we hlli,lI)' began COllst rllel ion.
I was ,h" mavor ill 1<J9(i and 1997, :till! hecause I pla)'ed ~olr and h,ld h<en aU
illi,i:lror of rhe m;lSrer 1)1,111 alHlllle 5;.,lc5 rtlx iniricltivc,l hecame (he ~overning hody's
rerresellliHive Oil this rrojecr. , wenl 0111 widl the conslrlll:rion ream :t1H1lhey took
52 . The Facilitative leader in City Hall
me Oil ;1 rolll" of wh:lI (hey were doinJZ,. tv1y picture was in die papt-r, and Il)("rallle
rc:'inC;lrn;ltcd ;15 \Il,irllflioll (lIIH~ JZ,ol(U)llfsc.lr is.w ..;,r;lnge now In Il;lVC pl..'(lple fe-fer
10 me ,15 the "blher OrOII!' {!;olfu)Ur!;t':," in lighl ofwh,lI SUll II. solid 10 Ille ill P)(}J.
I.ow,en<<", L\!',k fiend (;,1\1 Co"rse OI'<I"d \l1 lhe p"hlie' ,)lllnly IA. l'I'lA.
While 011 rhe city cornllli5sioll ;H rhe rime. I '\':lS not rhe mayor when ir CillllC" 1 il11C'
10 ClI! ,he rihbon 10 alehr;lle ,he opcninF!, of dle course:. \X'hC'1I rhe: m,l)'or is :u ;1
rihhon cUlling ill L,wrellcc, by lr;ldiliOll rhe m;lynr speaks on heh:dr of dIe cilY
commission. Bill ;-It fhe end of lvLlyor K.'s rem<4rks, he illvir~d me f() COllle ((I 1I1C
podium And S,lY .\ ley..' words. "n\;ll kind or polidc:,l gcnen1siry k 1I0t Insr anlor'A
(ommissioners. Hi~ wile g;l\'e me :1 h:lIldm;loe Chris(ll\;ls (;H(I wirh Ill)' picll1rc ;lS
lun or tile Iir~1 foursome In pb~l Eagle nelld.
As ;1 side IH,.Hc:' (0 I his .c:;rory, whell people lIs('d In (,:;111 me Ihe "t;u her oj' Ihe golf
t-OlIrSt'," I would ohkt."l and .c:;ay thar OlhCTS kld;1 \'el)' J.1f~e role 10 pby ;111(1 dl;H I
w,l,li ollly olle or ,I lllajorily \'ore. Afl('r:l while. Ile:Hlled 111;11 people do lIor W;lIH
(0 he.H dUL ~rhey re:llly W;11l1 (0 helieve dIal someONE m,lde ,I diflcn.:m:e. As <1/1
dt'C1ed nH,ci,ll, il ic; foolish rime ;tIld ,I~ain IOlrY and cidlcl-r crcdil (11;11 people W:"1I
10 give YO\I ;IS long;ls YOII llnder~ralld d};ll "i! is re;ll1y not ;Ihmll you."
III I he IWO ClH'S presented ;.1lhWC, YOll CIIl see lm\o\' lilt' world ora<llninislr"riol\ is
rC'prtstllfed bY:l p.Hks Jnd recrc;lfion fll.1SICI' pl.lI1, M,lster pblls are a f'uud;lmcllral
1001 of ;ldminisrr;Hive work, reprcsenrinf, IIle t.:ulmill<llioll of"dara, l'illhplans, <llld
((.'pons." 'Illey exemplify itdrnini!ilf.lIive work;l~ they de:,If(" Irgirimi1_ed l'tll'H\'~I\IS
1IpOl1 Wl1ich professional anillysis ami recommen&lfiOIlS Cll1 b(" ffi;tdc. ~ll1(" world
of polilics is messicc. fr'olll fhe c~.c:;es, il is deaf 111;'1( ,he IHHitlll of sLlrtil1~ wid. il
~n;d, creill ing:l de.c:;ired parli wirh il!rCTlurives, and then working row,lTJ rhe dl:sin,.d
end is nor ,he polirics I experienced. '111;1{ world (OIl,')iSICd sYlIlholicdly of "p;1ssiol1.
drt"i\nl~, ;lnd slOries" ;ll\d iT procec(tcll ill fits and SI MIS. rll rther, (he EKilil at ive m;\ynr
doe~ nor alw<1Ys choose his/her partners. As ouyor, I relied on my (onnecriol1s, ria'
(Ol1necriOI1S of miters, ;lIld (heir p:lssinll ,HltJ dreams lor energy :llltl SlIpport, in
order ro collccrively COnlil'rIKt llless;lges I !l;1f we helievc-d rhe denorale wotlld lilld
compelling ,IS they considered <l puhlic vnr<: 011 dIe s;lle.c:; lax, liH exarnple.
2.7 Conclusions
()Ilt' lesson s(;.lnds Oll{ f~lr me abouf being a mayor ,Ind eilY comn1issioller: Rt"spen
,md loy.IlIY leadinl!, (0 [rust <.:0110( ahovc." ,111 orher e1emelHs for ;1 Ll(.ili(.ui\'~ lHayor.
BeG1I1Se tI I~cili(alive mAyor dot's nm h,lve f he allrllOril)' of <1 ell ief exeClllive. h<:ishc
tl;lS (0 conrillllt111y clIJriv:ue 1("55 ftHnul sources of inAIlt'ncc. 'This is where r('speCl,
loy:dt y. ;Ind tnlS( come in. Respecr is l1('cessary so rhar people willlisren [0 YOII. alld
I think e<l.ch e1ecred oHici.lI e;lTns re-specl in dil1crcnt ways:. I was a logic.ll, hig picrure
rhinker who rook OIhers inlo consideration, :lIld my respeer lor odlers \V;.lS recipro-
caled. 'nlt' olle pholle <..:alll rememhcr in all my eiglu relTs on lhe nlnnnissioll C:ltlle
from" [iTiu'l1 ;1 couple of nigllls ;,frer we h<10 nude.. decision ahOlIl dowl\tO\\'o.llle
Defining f,1Cilttative / eadership _ 53 i
Gliler, who I \\I.IS tH:q\l;lil1red with, hUI whom I diJ lIot COUll! as a SllppOrler of nline, I
said he had TC;ld I he p.lper anJ W;lS slIrprised ,if my VOle hecause he ronsinned il II
~fllid()wnll)\""ll. lit' weill on In S;IY lI1:1t he knew 1 W:)l\;\ ft>;\<;on:lhlt' person, ;Il\d he
W~IS cllling heClltSe lIe W;IlHt'd ro know why I vored thew;l)' I did. 1l1is Oll~ phone
cdl reinl'orced lor me die' idea 111;.11 if nne is rrlle In 0I1e'5 bdi('fs ;1Il<1 one's W:1Y ot'
I fe,1I iog, others respect flllly, ,Il.ll rcspecr will be recngnizcd ;\l1d rCflIrned.
While ci,i7rn rf'SpeCI is imporr;1Ilr, ~IS I sr;}(ed e;lrlier. rhe respecr o( the orlter
memhers of the governing hod)' is most v.ll\ted. h h.\s to he cOllfil\lI~dly e;troed al1d
llllrrllred beclllse il is so v;dllahle ytl rr<l~ilc. Ollr (ofllmis~ioll rt'tlllirt's Ihrcc VOlt'S
10 P;\SS a modrm, :.Iud ~ Elcilil,Hive m;lyor .1Iw.1YS is dlinking. "llow do we gel this
done)" Orher comlllissioner.c:; illay he t;OIlIC:J11 LO .'i;!}' Wh.H Ihey think need", ro he
ht'tHd.lnll Ii\(: LlCilil;lIive' l1l;lynr is ;lcrioll-orielll('c!.
l.oy~lry h.l~t'd Oil posirion. dHe;\lS, or im.::cndves is flcerillF,: IOYJIt}' huill 011
res peer elll I"r. And, as I have indiclred eor/ier.loyalry is rhe~lne. To h,lve some-
one's respecr, lo}'a Il}f, a nd I ru~t ("nable!> YOIl ro look down I he (b is .1 nel wid, it nod of
(he Ilead IInder~(rtlld dl,u YOll have sonll'one's vote or he or sIlt' h,IS YOllr:;. If is [Oll-
IWLI iug lO M.I)'nr K.. ",,'ho wellt 0111 of his way ~H ehe gol!' course rihbon (uning In
illvire m~ co spe.lk 1i".1 pft)jecf Ih;H he knew would hdp define my lerms in oHlce.
-I here are all kinos 01 Oppoffllllirics (Q hreak trusr, lose respen, and {filsh loy-
ahy. I rememher a pOrliLlIlarly diHiclIlr ni"lll wltell I hec.In,e prellY visibly a"d
vocdly upsee ar <lIlOlher cOlllmissioner, and he;H me. ArreT rhe meelinp,. ht' came
over '0 me. held Oil' his hand. and said "No hard feelings'" WI"" can YOll say 10
rh.ll? YOII sh;"~t' his hand, and you rememher his ~C'nerolls ~ifl or civiliey-one
commissioner (0 :Jlloeher-and YOlllry (0 learn from it.
J W,lllt In e-nd on;1 pt"r~()n.llllOfc. 'W;lS ill nl}' lirsllerm on rhl'cifY cOll\lnission
alld I he mayor Ilad Illlished her olle-year ((rm ;Ind was sleppillA down. Ii is ClISlOm-
;lr)' lor olher (0l1l111issin(le;>rs w mal;e rem<lrks and lor rhe Olllf!,oill~ mayor (0 ~<lY;1
h:w words hefofc I he llew lluYllr is sworn in. 1he nlll{!;oing mayor s;lid I hill hcing
may'" wos lite hi~I"iglll nfhcr life. Arro~"nrly, I rhollghr ro myself, "Shernllsl haw
Inl a preflY dimillished lik if ,his was i,'" Lillie did I know. Now as llook haLk 0'
everydlill~ thin I le.;1rnecl ;thoue ciry F,overnmelll. aholll ;111 rhe people I mer. :,hOllf
;111 rhe projects we w{)rkcd 011, rhere is norhill~ Iha! 1irlS my spirics more (Od~IY fh,tIl
lile ~"'eril1g. "IIi. Mayor."
References
Kin(!.. Masoll. I <)I) I. (;l\lf~l'{\llpS:lY~ pnHnisl.s hrol<cl1, l.twmmc('.Iourntl!WmU, ()('l. 2J. "lIp:/I
w\.....w2.ljwtlfl(l.("olll/lH.w..../1991/ol(/2J/~1I1C~I(}l1r_.l;.ly!!l_prolujscsl (;\n~l'ss~d AlI~mL
200H)/
IOOlllis, Hnrdt"ll. 2001. "J.i\wrc:ncc polili,:S: .Ihr,'c rh"IIIC:S, i'om I1nrilllls. ,l1HI .1 halhlf,,1
of swrics," ill FmlNltdl,tl /.im/reflll". CimfUrt {[fld (rmmwnity. (.ds. D"lIlli.'i f)HIIIIIJ(T
;11111 B,lrb;ll":l W:llkins. 1.:lwH'lIcr. KS: 'Jlliwrsi(y of K;lll~ilS llivi.,;:jOll of (:Clmillllin~
Edll(.Hioll.
54 . The (<<cilitative reader in City Ila/l
Nalh,Uldi/lll. lohn. 200';, Proti.',,~i(lll:1h ;lnd rh{' conflining forces of ;Jdllljlli~lr;lfivl.' 'llod
('llli/~l!iOll amI civil {,llg~l1!.l'Hh.'Il!." Al'1'Il'1"irrtr/ t:n.it"f(1 (~r fluh/it ~"mitli)tmti(l11 Yl(~):
.,11-.\26.
'l~'plibr. n,lvid. j\)t) I. (:OIlHlli,,\illHCI<; (;111 d\;\rgl'~ 11l1rOllllded," I rlw,wa Journal W1/1-Jd.
No..... 27. hlrp:flwww2.ljworld.cnlll/ncws/l ,)<)I/IHlV/27/c01IllllissiollC'rs_call_duq.!,['s_
\Illtllllllllcdl (;K(('.~\cd ^lIgll~1. 200H).
Chapter 3
Facilitation in Its
'Natural' Setting:
Supportive Structure and
Culture in Denmark
r<ikke Berg and Ulrik Kjaer
Contents
.~_1 TIle l,irnircd Imp~'c' oi"Forrtl;.t! Pow~r Structures .................................';(,
1.2 'llte City ,weihs M"yor .......................................................................01
:~.2.1 'For ReI rer or for Wors(:': nltildjn~ Trust <f.1H.I Consellstls
wi,hin I he Political Are"" ........................................................61
1.2.2 EIlIC{ill~ 'NOllllllly' Alli,lncCS in the EXlcrnal Arell~l................. 6fi
3.2.:~ P;.jrrnerships in rhe Administrative Arena.................................J1R
.~..1 P:Kilil<llivt' Lt't~dershir in Denm~1Tk: An Appropri:nc, Ycr
Powe,l",,1 Model ofl.e""ers!.i,, ...........................................................69
Retetenc es ......... ....................... ................ ......................... .........................72
55
4. Tyler St. Clair-
Facilitator's Bio
A. Tyler St.Clair
205 Madison Street
Lynchburg, VA 24504
434-846-2428
ats6t@virginia.edu
A. Tyler St.Clair
- ualification
.:>ummary
Core Skills
Experience
Twenty years in assisting organizations and individuals achieve desired results through use of
a high performance model and selected strategies for effective change
Methods: Common Interventions:
. Organizational Assessment/Analysis . Leadership Development
. Graphic Facilitation and Training . Vision, Mission, & Goals Development
. Performance Analysis and Coaching . Environmental Assessment & Gap Analysis
. Visioning and Strategic Planning . Team Building
Consultant to Local Government (1998 - Present)
Provide development for local elected bodies and local government staff through assessment,
consultative facilitation, and team-building. Representative projects:
. Facilitate visioning, team-building and strategic planning for local elected boards and councils
. Provide High Performance Organization seminar and concurrent facilitation
. Provide training to facilitate local government improvement efforts
. Develop systems for executive performance contracting and 360. feedback
Leadership Development Faculty, Cooper Ctr. for Public Service, Univ. of Virginia (2000 -Present)
As a half-time faculty member of leadership development team, provide consultation and team building
for local elected bodies using a collective leadership model. Provide on-and off-site development
programs for local government managers and staff.
Organization Development Consultant, City of Lynchburg, VA {1992 - 2000}
As an internal consultant, support reinventing government initiative and change management strategies.
Representative organization development projects:
. Facilitate City Council visioning and annual goal setting
. Facilitate comprehensive organizational strategic planning for executive team
. Develop new city organizational structwe to improve results-focus
. Develop selection processes & teach behavioral interviewing to hire top talent
Training/Consulting, Academy for Staff Development, VA Dept. of Corrections, Waynesboro, VA
. Training & Development Coordinator for Management Development (1990-1992)
Direct delivery of leadership training for 1600 agency managers. Provide organization development
consultation, assessment, strategic planning, and executive development. Write and acquire
national grant for career development program. Supervise professional training staff.
. Training & Development Coordinator for Youth Services Training (1985-1990)
Manage comprehensive training program for 3200 employees. Provide internal consultation to
agency managers. Create annual schedule of over 200 training programs and conferences.
Conduct needs assessment and job task analysis. Supervise professional training staff.
. Personnel Development Specialist for Youth Services Training (1983-1985)
Design and deliver training programs. Use Instructional Systems Design to develop performance-
based training. Manage curriculum advisory and conference committees.
Corrections Rehabilitation Supervisor, Buckingham Correctional Ctr., Dillwyn,VA {1981-1983}
Develop comprehensive management system for the reception and classification of 465 felons sent to
newly opened correctional facility. Supervise professional counseling staff. Develop policies and
programs for reception and case management services.
Corrections Rehabilitation Counselor, Natural Bridge Learning Center, VA {1977-1981}
Manage case load of male juvenile offenders in state-operated facility. Develop treatment plans.
Provide individual and group counseling. Supervise student interns.
I'Oducation B.S., Social Work summa cum laude James Madison University, Harrisonburg, VA (1974)
. ,raining/Cert. MBTI Administrator; ProSci Change Management; Mediation/Dispute Resolution; Technology of
Participation; Appreciative Inquiry; Graphic Facilitation; National Issues Forum Moderation; Training-of-
Trainers; extensive training in counseling and organization development strategies; Law Enforcement
5. Vision Development
Summary
Name of Program: Vision
.4
.
Program Description:
The following contains the City's current Vision. It is important that a City, just like any other
organization, have a clear and defined Vision for the future. An adopted Vision, whether it's the same or
if Council determines it should change, the Vision will provide a strategic direction for the organization.
Page I ofl
-
City of San Bernardino
Judith Valles, Mayor
Our Vision:
Our vision for the City of San Bernardino is for it to be strong and prosperous. The City of San
Bernardino will be the hub of economic growth in the Inland Empire. San Bernardino will offer
a wide range of housing, recreation, cultural, educational, and employment opportunities for all
who come live and work here. A strong sense of community will continue to grow and thrive
within our city limits.
Our Mission:
Our mission is to provide quality and cost eftective services to the people of San Bernardino.
We will provide excellence in leadership through the allocation of public resources to City
programs that are responsive to community priorities and maximize opportunities for economic
and cultural viability.
-.
****
~
*
*
*
*
r.
X
****
'-
****
*
*
*
*
*
*
****
* ~* * *
~ '" s.. &"....a-
~ .- (!4WM1M (!4a;"il ~
Our Vision
Our vision for the City of San Bernardino is for it to be strong and prosperous.
The City of San Bernardino will be the hub of economic growth in the Inland
Empire. San Bernardino will offer a wide range of housing, recreation,
cultural, educational, and employment opportunities for all who come live and
work here. A strong sense of community will continue to grow and thrive
within our city limits.
.Qm..MiuiQn.
Our mission is to provide quality and cost effective services to the people of
San Bernardino. We will provide excellence in leadership through the
allocation of public resources to City programs that are responsive to
community priorities and maximize opportunities for economic and cultural
viability. .
Governance
Improve governance by:
. Building trust and communication within City government and throughout
the community.
. Organizing and planning for the future.
. Streamlining City operations to improve efficiency and effectiveness.
Adopted Goals
Priority 1: Public Safety
Priority 2: City and EDA Financial Security
Priority 3: Image Enhancement and Quality of Life
Priority 4: Adequate Staffing Levels
Priority 5: Signature Development Projects - Downtown Revitalization
Plan, Arrowhead Springs Development, etc.
Priority 6: More Effective Community Beautification
Priority 7: Streamlining City Operations
****
6. Operational Guidelines
"Building a Better Community"
Name of Program: Operational Guidelines
.
.
Program Description: In an effort to assist the Mayor and Common Council in developing and
updating current operating guidelines, staff conducted research of other cities. Attached is a list of best
practices as they relate to the following areas:
. Code of Conduct
. Agenda Process
. Council Committees
To assist the Mayor and Common Council in understanding its history, the City's current Conduct
Guidelines for Elected Officials and Employees, adopted in 2000, is also included for your reference.
Several polices are attached in the Appendix of this document for your reference.
Page I of I
"Building a Better Community"
Name of Proflram: Operational Guidelines
Proflram: Code of Conduct
.
.
PROPOSED TOPIC AREAS FOR A CODE OF CONDUCT
I. General Overview
The residents and businesses of the City of San Bernardino are entitled to have fair, ethical and
accountable local government which has earned the public's full confidence for integrity. To this
end, the Mayor and Common Council of the City of San Bernardino has adopted a Code of
Conduct for its members to assure public confidence in the integrity of local government and its
effective and fair operations.
2. Rules of Decorum
The professional and personal conduct of members must be above reproach and avoid even the
appearance of impropriety. Members shall refrain from abusive conduct, personal or verbal
attacks upon the character or motives of other members of the Council, the staff or the public.
3. Respect for the Process
Members shall perform their duties in accordance with the processes and rules of order established
by the Mayor and Council governing the deliberation of public policy issues, involvement of the
public and the implementation of policy decisions of the Council by City staff.
4. Conduct of Public Meetin!!:s
Members shall prepare themselves for public issues; listen courteously and attentively to all public
discussions before the body; and focus on the business at hand. They shall refrain from
interrupting other speakers; making personal comments not germane to the business of the body;
or otherwise interfering with the orderly conduct of meetings.
5. Decisions based on Merit
Members shall base their decisions on the merits and substance of the matter at hand, rather than
on unrelated considerations.
6. Shann!!: ofInformation on Issues under Consideration
Members shall publicly share substantive information that is relevant to a matter under
consideration by the Council, which they may have received from sources outside of the public
decision-making process
7. Conflict ofInterest
In order to assure their independence and impartiality on behalf of the common good, members
shall not use their official positions to influence government decisions in which they have a
material financial interest; or where they have an organizational responsibility or personal
relationship which may give the appearance of a conflict of interest.
8. Gifts and Favors
Members shall not take any special advantage of services or opportunities for personal gain, by
virtue of their public office that is not available to the public in general. They shall refrain from
accepting any gifts, favors or promises of future benefits which might compromise their
independence of judgment or action, or give the appearance of being compromised.
9. Confidential Information
Members shall respect the confidentiality of information concerning the property, personnel or
affairs of the City. They shall neither disclose confidential information without proper legal
authorization, nor use such information to advance their personal, financial or other private
interest.
Page I of8
"Building a Better Community"
10. Use of Public Resources
Members shall not use public resources that are not available to the public in general, such as City
staff time, equipment, supplies or facilities for private gain or personal purposes.
11. Representation of Private Interests
Members shall not appear on behalf of private interests or third parties before the Councilor any
commissions or proceedings of the City.
12. Independence of Boards and Commissions
Members of the Council shall refrain from using their position to unduly influence the
deliberations or outcomes of commission proceedings.
13. Policv Role of Members
The Mayor and Common Council are responsible for setting clear direction and policies and for
holding the City Manager accountable for achieving those policies.
Members shall respect and adhere to the council-manager structure of city government whereby
the Council determines the policies of the City with the advice, information and analysis provided
by the public, commissions and City staff.
Members shall, therefore, not interfere with the administrative functions of the City or the
professional duties of City staff; nor shall they impair the ability of staff to implement Council
policy decisions.
Members will not divert management from the Council-approved priorities with issues of personal
interest or requests for information that may require significant staff resources without the active
approval of the majority of the Mayor and Common Council. The Council will come to consensus
regarding major issues that need further exploration and analysis so as to judiciously assign tasks
to the City Manager and his staff.
14. Public Relations
When the Mayor and Council have not taken a position on an issue, neither the Mayor nor any
Council members will speak on behalf of the Common Council. When presenting their individual
opinions and positions members shall explicitly state that they do not represent their body, the
City of San Bernardino, nor will they allow the inference that they do.
After a decision is made, the Mayor serves as the spokesperson for the City's view on policy
matters; the Council will speak with "one voice." Once Council has taken a vote, members will
let the decision stand and avoid undermining the Council's stated direction and decision.
15. Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place environment for
City employees and for residents and businesses dealing with the City. Members shall recognize
their special role in dealings with City employees and in no way create the perception of
inappropriate direction to staff.
16. Communication with City Manaeer and Staff
. The City Manager is responsible for managing the day-to-day operations of City government.
. Unless it is a simple inquiry, the Mayor and Common Councilmembers will contact City Manager
before going to Department Directors
. When contacting Department Directors through e-mail, the Mayor and Council members will copy
the City Manager as a courtesy
. The City Manager will ensure that the Mayor and Common Council are proactively informed on
major policy issues or issues that may attract media or public attention; likewise, the Mayor and
Common Council members will give the City Manager notice if he or she learns of issues of
concern.
Page 2 of8
"Building a Better Community"
. The Mayor, Council, City Manager and staffwill not blindside each other in public
. Council members are encouraged to submit questions on agenda items to the City Manager as far
in advance of the meeting as possible so that staff can be prepared to respond at the meeting.
. The Mayor and Council shall not criticize staff in public.
. The Mayor and Council will refer citizen complaints to staff and give them adequate time to
respond. Staff will report back to the Council through the City Manager on the resolutions of
these complaints.
. The Mayor and Council members will be provided with information from staff and other members
on an equal basis so that they are equally prepared to make good decisions.
17. Compliance and Enforcement
The Code of Conduct expresses standards of ethical conduct expected for the Mayor and members
of the Common Council. The protocols are intended to be self-enforcing; members themselves
have the primary responsibility to assure that the standards are understood and met. The Mayor
has the additional responsibility to intervene when the actions of members appear to be in
violation of the Code during the process of conducting the Council meetings.
The Mayor and Common Council may impose sanctions on members whose conduct does not
comply with the City's ethical standards, such as reprimand, formal censure, or loss of committee
assignments.
A violation of this Code of Conduct shall not be considered a basis for challenging the validity of
a council decision.
The Mayor and council members entering office shall sign a statement affirming they have read
and understood the Council protocol.
Page 3 of8
"Building a Better Community"
Name of Proeram: Operational Guidelines
Proeram: Agenda Guidelines
. .
PROPOSED AGENDA GUIDELINES
FOR BRINGING MATTERS BEFORE COMMON COUNCIL
1. Placinl!: Matters On The Al!:enda
In addition to matters pending before any committee, commission or other advisory body of the
Common Council, matters pertinent to and within the jurisdiction of the City may be placed on the
agenda by the City Manager.
All written petitions, communications, and other matters to be submitted to the City Council for
inclusion in the agenda packet for consideration at a regular or adjourned regular meeting should
be delivered to the City Manager's Office no later than the time established by current
administrative policy.
The City Clerk shall compile the agenda, listing all matters to be considered by the Council
according to the order of business, numbering each item consecutively.
2. Submission of Al!:enda Item Staff Reports
Except for items carried over as a condition to placing an item on the Council's agenda, a City
Council report should be prepared and submitted to the City Manager's Office not later than two
weeks prior to each regular City Council meeting at which the item shall be heard.
3. Preparation and Distribution of the Al!enda Packet
The City Clerk shall prepare the Agenda packet. Not later than 5:00 p.m. on the Thursday
prior to each regular City Council meeting a copy of the agenda with accompanying staff
reports and other background materials shall be delivered to each Councilmember so as to be
available no later than the Thursday preceding the Council Meeting. The City Clerk will make the
packet available electronically on the City's webpage.
Except in the case of items qualifying as urgency items under the Brown Act, no item shall be
considered by the City Council if not included in the agenda; however, a correction or supplement
to an item already contained in the packet may be included.
4. Postinl!: of Al!:enda
The City Clerk shall post the agenda of each City Council Regular or Adjourned Regular Meeting
at least 72 hours in advance of said meeting in a location that is freely accessible to members of
the public. The City Clerk shall maintain an affidavit indication the location, date and time of
posting each agenda.
Page 4 of8
"Building a Better Community"
5. Failure to Meet Deadlines
a. The City Clerk shall not, without the consent of the City Manager, accept any new agenda
item after the deadlines established in the administrative policies.
b. Generally, only those matters listed on the agenda shall be finally acted upon by the Mayor
and Council. However, if a matter is deemed to by an Councilmember, the City Manager, City
Clerk, or City Attorney to be urgent, it may, in accordance with the Brown Act, be added to the
agenda and acted upon by the Mayor and Council if an explanation of the urgency is stated in
open Council Meeting and a majority, or super majority, depending upon the applicable provisions
of the Brown Act, ofthe Council consents to hear it.
ROLE OF MAYOR AND COMMON COUNCIL REGARDING COUNCIL MEETINGS
I. While the Common Council is in session, the Mayor, Councilmembers and City staff shall
preserve strict order and decorum. Neither the Mayor nor any Councilmember shall delay or
interrupt the proceedings of the Common Councilor interrupt any member while speaking.
2. Councilmembers should indicate to the Mayor that they want to speak. The Mayor will
acknowledge them before they begin to speak.
3. Any councilmember shall have the right to express dissent from, or protest to, or comment upon,
any action of the Common Council.
4. Once a vote is taken on an issue, Councilmembers will support the law made by the Common
Council. When possible, the Common Council should attempt to reach consensus on an issue.
When this is not possible, the majority vote shall prevail. However, the Common Council shall
respect the opinion of the majority.
5. The Mayor and Common Council shall publicly share substantive information, which they may
have received from sources outside the public decision-making process, which is relevant to a
matter under consideration by the Council
6. The Mayor and Common Council members will strive for a win-win situation by respecting
diverse opinions. They will allow for everyone's opinion to be heard and respected, even if they
do not win the vote or prevail on the issue.
7. The Mayor and Common Council members will allow room for dialogue. When discussing an
agenda item, the members will allow the opportunity to dialogue with each other to build
consensus on an item.
Page 5 of8
"Building a Better Community"
ROLE OF CITY STAFF REGARDING COUNCIL MEETINGS
1. City staff will provide written analysis and information on all agenda items prior to the meetings.
Additionally, a copy of the materials, including technical reports will be available to the public.
2. Staff will be available to answer questions of the City Council prior to and during City Council
meetings.
3. Staff will respond to questions from the public during City Council meetings when requested to do
so by the Mayor, City Council, or City Manager.
4. During Council meetings, staff shall turn off or switch any electronic equipment such as pagers
and cellular telephones to a silence mode.
5. Staff will remain objective on issues. Staff should not be an advocate for issues unless so directed
by the Mayor and Council. Rather, they should promoted or assist the efforts of City Council.
6. City staff will implement all City Council policies as directed by the City Manager.
ROLE OF THE PUBLIC DURING COUNCIL MEETINGS
1. Members of the public attending the City Council meetings shall observe the same rules and
decorum applicable to the City Council and staff.
2. All speakers must approach the podium when recognized by the Mayor. Members of the public
shall only speak from the podium. Stamping of feet, whistles, yells or shouting, and/or similar
demonstrations are unacceptable public behavior.
3. Members of the public shall turn off or switch any electronic equipment such as pagers and
cellular telephones to a silent mode while attending a City Council meeting.
4. If a member of the public desires to provide written correspondence (11 copies recommended) to
the Mayor and Council, all such materials shall be given directly to the City Clerk prior to the
meeting, or if during the course of the meeting, the materials shall be given to the City staff on the
dais. At no time shall the public provide materials directly to the Mayor and Council.
Page 6 of8
"Building a Better Community"
Name of Proeram: Operational Guidelines
Proeram:
Council Committees
.
.
PROPOSED STANDING AND AD HOC COUNCIL COMMITTEES GUIDELINES
STANDING COMMITTEES
I. Policy
It is the policy of the Mayor and Common Council to use standing committees in open and public
meetings to study City Business in greater depth than what is possible in the time allotted for
Council meetings.
2. Purpose
These rules are intended to enhance public participation and committee meetings so that the best
possible decisions can be made for San Bernardino.
3. General Requirements
Common Council standing committees shall be subject to the following procedural rules.
4. Quorum
A majority of the committee membership shall constitute a quorum.
5. Referrals
Only the Common Council as a whole, the Mayor or the City Manager shall make referrals to the
standing committees. Referrals will generally be directed to only one of the standing committees.
Items may be withdrawn from the committee and taken up for consideration by the Common
Council at any Common Council meeting with the consent of a majority of the Common Council,
and subject to any applicable noticing or agenda posting requirements.
Councilmembers who submit matters to the Mayor and Common Council which are referred to a
standing committee may appear before the standing committee to which the referral has been
made in order to speak as proponents of the matter. Standing committee meetings during which
such referrals may be considered shall be noticed as Council meetings for the purpose of enabling
the standing committee to discuss and consider the matter with a quorum of the Common Council
present.
6. Function of Committees
The purpose and intent of committee meetings is to provide for more thorough and detailed
discussion and study of prospective or current Council agenda items with a full and complete
airing of all sentiments and expressions of opinion on city problems by both the Common Council
and the public, to the end that Common Council action will be expedited. Actions of the
Page 7 of8
"Building a Better Community"
7. Minutes
The Common Council staff shall be responsible for the preparation and distribution to the Council
of the minutes of standing committee meetings. The minutes for these meetings shall be action
minutes which reflect the motions made during these meetings. The minutes shall be delivered to
all Councilmembers before the Council meeting at which the Committee's recommendations are
to be discussed.
8. Report of Committee
The minutes of each committee meeting shall serve as the report to the Council. Any member
may write a separate report.
9. A2enda
The chairperson of each standing committee shall prepare the agenda for committee meetings, the
sequence of study being, within reasonable limits of practicality, the same as the sequence of
referral.
10. Public Participation
Public comment on agenda items will be limited to a maximum of five minutes per speaker, or any
alternate time limit specified by the presiding officer.
11. Conduct of Standin2 Committee Meetin2s
The chairperson of each committee may conduct meetings with as much informality as is
consistent with Council procedural rules, which shall also be in effect during committee meetings.
The views of interested private citizens may be heard in committee meetings, but in no case shall a
committee meeting be used as a substitute for public hearings required by law.
12. Oral Communications
Opportunities for oral communications shall be provided in the same manner as Council meetings.
AD HOC COMMITTEES
In addition to standing committees, the Mayor Pro Tempore, subject to approval of the Common
Council, may appoint members to such other Ad Hoc Council Committees as deemed desirable
and necessary to assist and advise the council in its work. Upon his/her appointment, the Mayor
Pro Tempore shall review the number and purpose of the Ad Hoc Committees before assigning
members. These Ad Hoc Committees meet on as needed basis.
Page 8 of8
CITY OF SAN BERNARDINO
INTEROFFICE MEMORANDUM
To:
The Mayor and Common Council
Subject:
Date:
City of San Bernardino Management Team
Professionalism in the Workplace
From:
March 9,2010
The Professionalism Committee members were tasked with analyzing the issue of
professionalism and courtesy between staff and the City's elected officials. The manager's and
supervisors who participated in this committee, and whose professional expertise crosses many
departments within the City government, developed the following conclusion
The definition of Professionalism is "the standing, practice, or methods of a professional, as
distinguished from an amateur. " We feel that this is a definition that City officials should strive
to exemplify; a feat that can be easily accomplished through the adoption of a new Code of
Conduct. If adopted, the Code will outline the proper practices, values and rules for individuals
to exercise while serving, or employed as, representatives the City.
In an effort to provide input to the Mayor and Council during their consideration of this policy,
we offer the following points:
. The City Council meeting is the only regularly scheduled program on Channel 3 that
shows City government at work. The fact that it is televised, webcasted and recorded
allows the event to be distributed over a wide area. This opportunity should be used as a
way to illustrate the professional manner by which the City is ran.
. A renewed sense of trust and communication between employees and elected officials
may evolve if there is a common, and respected, understanding of how we are to treat one
another.
. Community members who see a City government where everyone is professionally
working together may be more inclined to get involved with their community.
. It will create a better business environment when corporate leaders and investors
recognize a professionally managed City that considers the holistic health of the City.
In conclusion, the City of San Bernardino's Management Team recommends that the Mayor and
Common Council consider the adoption of an updated Code of Conduct.
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
.
From: Fred Wilson, City Administrator Subject: Conduct Guidelines for
elected officials and employees
Dept: City Administrator's Office f'0:>:'0\ fQ) ~17
\~\0 U::.J If
Date: May 29, 2000
Synopsis of Previous Council Action:
October 1998 - Mayor and Council adopt goals and priorities for the City.
Recommended motion:
Approve the Conduct Guidelines.
~W~
Contact person: Fred Wilson
Phone: 384-5122
Supporting data attached: Staff report, attachment
FUNDING REQUIREMENTS: Amount: -0-
Ward: All
Source: (Acct. No.)
(Acct. Description)
Finance:
Council Notes:
"Is IV1JO
Agenda Item No. ~
STAFF REPORT
Sullied::
Conduct Guidelines for elected officials and employees
B8f!l(prnODd:
In the spring and summer of 1998, the Mayor and Common Council conducted a series of
workshops to identify community priorities and needs. As a result of that effort, a set of
goals and action plans were adopted for the City in October 1998. Improving Governance
was identified as the "overarching goal" for the City. According to this goal, the City
seeks to improve governance by:
· Building trust and communication within City government and throughout the
community.
. Organizing and planningfor the future.
. Streamlining City operations to improve efficiency and effectiveness.
One of the action items under this goal was to develop a comprehensive Code of
Conduct/Ethics. Many public agencies have adopted Codes of Ethics to help build the
public's trust, and to provide guidance for City officials.
The Conduct Guidelines (Attachment A) were developed with feedback from Department
Directors and elected officials. They provide a set of guiding principles that should
govern how City officials conduct City."bU$iness.
The Conduct Guidelines will be implemented by the Mayor.
Financial Impad::
None
Ret!ommendatlon:
It is recommended that the Mayor and Common Council approve the Conduct
Guidelines.
City of San Bernardino
CONDUCT GUIDELINES
I.
,Pumosf! and .Imem
It Is the Intent of the City of San Bernardino, Its Mayor, Common Council,
other elected officials and employees, to promote conduct which retlects this City's
commitment to fair, responsible, and Impartfal declslon-maldng. this City intends
to conduct Its business with Integrity, courtesy, and professionalism. As such, the
City's business Is to be conducted In an orderfy and efficient manner through
proper channels. Its elected officials and employees will not conduct business for the
purpose of furtherfng personal pin.
Therefore, the Mayor, each City Council Member, every appoln~d official,
City Clerk, City Attorney, Oty Treasurer, and all employees of the City of San
Bernardino Intends to adhere to the fOllowing Conduct Guidelines.
II.
Conduct GuUkllnes Pertalnln!!' to
The M~yo; and Common Col(ncll
These Conduct Guidelines affinn the Mayor as Chief Executive Officer of
the City of San Bernardino, as provided In Article IV of the Charter for the Qty of
San Bernardino. The Mayor shall have general supervision over all the departments
and public Institutions of the City, and shall cause them to be honestly,
economically, and lawfully conducted.
The Mayor and Common Council shall uphold the laws of the United States
of America, the State of California and the Oty of San Bernardino.
The Mayor and Members. of the Common Council shall not attempt to
ctaerce Of Influence CIty staff In maldng appolntl'nents, awardfng contracts, selecting
consultanu, Iirocesslng development appDcatlons, grantfng City licenses or pennlts,
or conducting any administrative task withIn the authority of City staff.
Members of the Common Councfl shaD not attempt to change or Interfere
with the operatfng policies and practices of any Oty department without wOrldng
'through the proper channels for decfsfon-maldng and communlcatfon, such as by
contacting the Mayor or City Administrator.
Members of the Common Council shall not attempt to Influence commission
or committee recommendations, or to influence or lobby IndMdual commission or
committee members on any Item under consideration.
No member of the Common Council should exceed their authority or ask
others to do so.
No member of the Common Council should make any statement or
appearance or indicate in any way that he or she Is representing the official position
of the City, unless he or she has been designated as the Clty's representative by the
Mayor or Mayor and Common Council.
Members of the Common Council shall not dlsciose matters which should be
kept confidential, such as employee discipline, the prosecution and defense of legal
matters, salary negotiations, and matters properiy handled In closed meetings.
No Member of the Common Council shall take any action which will, or Is
likely to, result In a conflict of Interest as defined by state law, and no Member of
the Common Council shall engage In or accept employment where such
employment Is incompatible with the proper discharge of his or her official duties.
No Member of the Common Council shall' use his or her office or the power
or authority of that office In any m~nner Intended to induce or coerce any person
or entity to provide, directly or Indirectly, anything of value which shall accrue to
the advantage or benefit of that Council Member or any other person.
III.
Conduct of Council Meednl!5
Council meetings are for the orderly conduct of business and each Member
of the Common Council shall conduct himself or herself accordingly. All
communication between Council Members and staff during the public sessions shall
be condUCted In manner that reflects appropriate respect and professionalism.
If Council Members have specific questions or Issues concemlng an agenda
Item, and the matter Is not adequately addressed In the agenda materials, they
should attempt to contact staff prior to the meeting to allow sufficient time for staff
to gather additional Information and/or research the question. In that vein, Council
Members may also contact the City Administrator on any agenda Issues, Including
on weekends prior to a Monday Council Meeting. The City Administrator commits
to being available to provide such Information and clarification.
. The Consent Calendar should be reserved for matters of a routine nature.
2
Members of Council should limit their debates to the Issues before them.
Each Council Member should refrain from making personal and/or derogatory
remarks about other Council Members.
~tel115 which require specialized knowledge aod,~ wJl! be referred to .
€OI11111Ittees to tile largest extentpoSslble~'fjue"cofiSfdmtJon wiii be aivento the
(:OIt1I11ittee recommendation.
IV.
Conduct Guidelines Pertainlnll' to
All Elected Offlda~. Allllolnted Officials
And Emllloves
Ail elected officials, appointed officials and employees shall carry out the
laws of the United States of America, State of California and the Oty of San
Bernardino.
No elected official, appointed official or employee should exceed their
authority or ask others to do so,
All elected officials, appointed officials and employees should work in full
cooperation with other elected or pu611c officials and employees unless prohibited
from doing so by law or legit/mate requirements of their job.
All elected officials, appointed officials and employees should conduct
business In a fair and equitable manner with all indMduals, groups, businesses,
organizations and other elected and public official and employees.
No elected official, appointed official or employee shall use Clty-owned
property for personal use without reimbursement to the City for that use, except as
provided by law, contract or consent of the Mayor or Council.
No elected official, appointed official or employee shall use the time of any
other elected official or employee during worldng hours for personal gain or profit.
No elected official, appointed official or employee shall have any interest,
financial or otherwise, direct or Indirect, or engage In any business or transactIon,
which is in conflict with the proper discharge of their official duties, In accordance
with law.
No elected official, appointed official or employee shall knOWingly disclose
confidential Information acquired In the course of and by reason of official duties,
3
nor shall any elected official or employee use any such infonnadon for personal
gain, in violation of law.
v.
ResDonslbjlltx
The Mayor shall be responsible for implementing these Conduct Guidelines.
'\
4
7. Management Partners
2007 Review & 2010 Update
'-
<-
c
--
Summary
Name of Program: Management Partners - 20 I 0 Update
.
.
Program Descrivtion: The following is a status update to the 2007 Management Partners
Review. The following study assesses the progress that the City has made in accomplishing the
187 goals and recommendations set forth in the 2007 study. This report also addresses some of the
key issues impacting the City, including organization structure and service consolidation.
Management Partners will present their findings to the Mayor & Common Council for possible
action.
----
,-
Page I of I
CITY OF SAN BERNARDINO
STATUS UPDATE TO
2007 ORGANIZATIONAL REVIEW
March 2010
/,.,.,
~/
~
"
MANAGEMENT PARTNERS
INCORPORI\TED
::>
MANAGEMENT PARTNERS
INCORPORATED
March 15, 2010
Mr. Charles McNeely
City Manager
City of San Bernardino
300 North "D" Street
San Bernardino, CA 92418
Dear Mr. McNeely:
Management Partners is pleased to provide this update to the 2007 Organizational and
Management Review of the govemment of the City of San Bernardino. This work represents a
status update regarding implementation of the 187 recommendations (192 with five sub-
recommendations) outlined in that work.
After conducting interviews with City department directors and management staff, we can report
that 34% of the recommendations have been implemented and 20% are in progress. This is
significant, particularly considering this has occurred during a period of record fiscal constraint.
We found that 46% of the 2007 recommendations have not been implemented. There are many
reasons, including a need for policy direction, a requirement for funding, the fact that
implementation is programmed already into the FY200Q-10 budget, and in other cases,
department directors have concerns and/or disagreements with a recommendation. In addition,
some recommendations were of a lower priority and therefore, placed after higher priority items.
In the original report, all recommendations were assigned a priority of A through E (the A items
being the least costly and most easily implemented and the E items being most costly and most
difficult). As would be expected, the most progress has been made in priority categories A and
B, recommendations which did not require substantial policy changes. Of the priority C
recommendations, approximately 6% of the actions have been implemented. This may reflect
policy differences on the City Council or the fact that the City was without a permanent City
Manager for a significant period of time. In any event, most of the remaining recommendations
will require some policy change.
In this update report we have also addressed some of the key issues impacting the City,
including organization structure and service consolidation. We hope the infonnation provided is
helpful.
It has been a pleasure to work with you and the staff of the City of San Bernardino on this
update, and we appreciate the effort it took for City staff to support our analysis. It is obvious
2107 North First Street Suite 470
San Jose, CA 95131
www.managementpartners.com
408 437 5400
Fax 453 6191
Mr. Charles McNeely
Page 2
from this update that there are many challenges and opportunities ahead. Of course
Management Partners will be pleased to continue to provide assistance, as you desire.
Sincerely,
~~
Gerald E. Newfarmer
President and CEO
City of San Bernardino
Organizational Review Update
TABLE OF CONTENTS
BACKGROUND AND PURPOSE ........................................................... 1
BACKGROUND AND PURPOSE ................................................................. 1
PEER COMPARISON UPDATES ...........................................................3
ORGANIZATION CHARTS............... ...................................... .................... 3
LIMITATIONS AND USE OF BENCHMARKING DATA ....................................10
DEMOGRAPHIC AND GENERAL FUND FINANCIAL DATA............................. 10
CITY GOVERNMENT.................. ........................................................... .14
CORPORATE PROCESS ISSUES..............................................................19
STATUS OF RECOMMENDATIONS FROM THE 2007 REPORT .........23
COMPLETED RECOMMENDATIONS......................................................... .26
RECOMMENDATIONS STILL IN PROGRESS ..............................................33
RECOMMENDATIONS YET To BE COMPLETED.........................................38
KEY ISSUES..........................................................................................51
ORGANIZATION STRUCTURE................................................................ ..51
SERVICE CONSOLIDATION ............................. ....................................... .55
CONCLUSION .......................................................................................57
City of San Bernardino
Organizational Review Update
TABLES
Table 1: Peer Cities Economic Development Department Placement In
Organization And Supervising Responsibility .......................................... 8
Table 2: Percent Change In Personal Income, 2000-2007 .....................12
Table 3: Priority Matrix............................................................................24
Table 4: Recommendation Completion By Priority..................................24
Table 5: Completed Recommendations.................................................26
Table 6: Recommendations In Progress.................................................33
Table 7: Recommendations Yet To Be Completed .................................39
Table 8: Service Consolidation Recommendations.................................56
FIGURES
Figure 1: San Bemardino Organizational Structure ................................. 4
Figure 2: Riverside Organizational Structure ........................................... 5
Figure 3: Huntington Beach Organizational Structure .............................. 6
Figure 4: Long Beach Organizational Structure ....................................... 7
Figure 5: Income Per Capita (2000 Census Data) ..................................11
Figure 6: Income Per Capita (2007 Census Data) ..................................11
Figure 7: Household Income (2000 Census Data) ..................................12
Figure 8: Household Income (2007 Census Data)..................................13
Figure 9: Average Population Growth Rate, 2001-2004..........................13
Figure 10: Average Population Growth Rate, 2005-2008........................14
Figure 11: City Employees Per 1,000 Population (2005) ........................15
Figure 12: City Employees Per 1,000 Population (2008) ........................15
Figure 13: City General Fund Per Capita (2005).....................................16
Figure 14: City General Fund Per Capita (2008).....................................16
Figure 15: Average Rate Of Sales Tax Growth, 2001-2004....................17
Figure 16: Average Rate Of Sales Tax Growth, 2005-2009....................18
Figure 17: Status Of Implementation Of Recommendations From 2007 .23
Figure 18: Implementation Progress By Priority......................................25
Figure 19: Potential Streamlined Organization Structure ........................54
City of San Bernardino
Organizational Review Update
BACKGROUND AND PURPOSE
In June of 2006, the Mayor and Common Council of the City of San
Bemardino commissioned Management Partners to conduct a structured
review of the City's government. Their goal was for Management Partners
to identify and recommend ways that the City could improve its
operations, providing essential tools and research to help operate more
efficiently and save money. The impetus for that study was the
implementation, via a Charter change, to a modified city manager form of
government, a move intended to improve management accountability.
The review was considered a first step in improving operations the City,
under the leadership of the Mayor and City Manager who were
determined to obtain an overall evaluation of the functioning of the
govemment at that time.
This report is an update in order to show progress made in implementing
recommended changes from that review process. It will contribute to the
ability to develop goals and a work plan for 2010.
Background and Purpose
As noted above, Management Partners reviewed the entire San
Bemardino city organization. The review had two primary objectives:
1) To examine all operations of the govemment and identify
opportunities for improvement, either in the way services are
provided to residents or in the government's effiCiency; and to
2) Generate savings in operating costs to pay for the review itself
and make new resources available to the City in the future.
While the original review was planned to cover the entirety of the
govemment, it was not designed to provide focused. detailed analysis of
specific, individual government functions. Some of the recommendations.
therefore, identified areas where additional analysis would be necessary
in order to proVide significant opportunity for improvement on a cost-
effective basis.
The review was conducted during the six-month period from July through
December 2006. The methodology included conducting interviews with
elected and appointed officials, holding focus groups and individual
interviews with employees, benchmarking comparisons with other
jurisdictions, and reviewing pertinent documents that included the City
Management Partners. Inc.
City of San Bernardino
Organizational Review Update
Charter, City Budget, City Comprehensive Financial Report (CAFR),
various management studies that had been conducted previously, City
ordinances, and other materials provided by staff as needed.
The final report, presented in March 2007, provided detailed analysis and
observations. It included 187 recommendations for a collection of actions
that, once implemented, would result in organizational efficiencies and
cost savings throughout the City.
Primary observations and recommendations included:
. The need to streamline the organizational structure to align
responsibility and authority. The report found that the City was
hampered by outmoded systems that:
o Limited strategic and business planning
o Limited process integration and coordination
o Led to Inefficient/redundant operations, and
o Created redundancies in support services, which are
spread throughout individual agencies and departments.
. Inadequate support for internal services. In particular, a need to
streamline the:
o Purchasing process
o Budget process
o Hiring process, and
o Council Agenda process.
. Below average revenues but a City charter requiring that Police
and Fire salaries - which accounted for 75% of the General Fund
salaries and benefits in 2007 - be paid at market rates in
comparison to peers. This has contributed to the structural
imbalance.
. Public safety expenditures growing as a percent of budget and
crowding out other services.
Many of the report's recommendations were far-reaching and had policy
implications. For this reason, a staff report was proVided to the City
Council that prioritized items for completion prior to, and for incorporation
into, the fiscal year 2007 budget.
As noted in the report's Executive Summary, implementation of the
recommended changes was not planned as a short-term project. It was
noted that it would take years of work to modernize operations so that the
new approach could yield maximum benefits in improved effectiveness for
the residents of San Bernardino.
This update report, requested by the new city manager, is intended to
show progress made toward implementation of recommendations and
serve as an update of the work yet to be done.
2
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
PEER COMPARISON UPDATES
The 2007 report presented data on cities similar to San Bemardino,
based on publicly available information obtained from selected peer cities,
as well as additional research. To ensure that the benchmarking work
was of maximum utility, early in the project we defined the appropriate
criteria for a peer agency, as well as national best practices. At that time
Management Partners and San Bernardino staff identified five California
cities for comparison. They were:
. Ontario
. Glendale
. Fontana
. Riverside
. Huntington Beach
The benchmarking study was initiated to determine how the City of San
Bemardino compares in organizational structure, demographics and
selected areas of service. The information provided valuable context to
policy makers as to the City's situation. Updated information on
organizational structure and benchmarking data are shown below.
Organization Charts
The organizational structure depicted below in Figure 1 was created by
Management Partners to depict the existing reporting relationships in San
Bemardino. This organizational chart shows the complexity that exists
with the government's political and management superstructure. Beyond
the ambiguity of supervision of the Police Department (and also Fire
Department), it is clear that the City Manager has no direct reporting
authority over the Water Department, the Library, the Civil Service
Division and the EDAlRDA Department. Furthermore, there are three
other elected officials who do not report directly to anyone within the
government, in addition to the Mayor and Common Council.
Management Partners, Inc.
3
City of San Bernardino
Organizational Review Update
FIGURE 1: SAN BERNARDINO ORGANIZATIONAl STRUCTURE
CitiZens of
San Bernardino
City COIJncil
I I I
I
f-----J
City Attorney City Treasurer City Clerk - Mayor Waler CommissiOn - Water Department
General Supervision
Library Board - Library
Immediate SupervisiOn City Mar'l8ger
Civil Service Board ~ Civil Service
I I l
Development Economic
Police Fire Code Facilities Development
SaNice!! Authority
I I T I I
Human Resources Finance IT Pllrksand Public Services Animal Control
Recreation
Note: The Mayor in San Bernardino appoints but cannot remove members of the Library, Water and Civil
Service Boards.
4
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
By way of comparison, it is instructive to review the structure in some of
San Bernardino's peer cities and to note how much clearer accountability
is depicted. Figure 2 below shows the structure in Riverside, California.
FIGURE 2: RIVERSIOE ORGANIZATIONAL STRUCTURE
Citizens of Riverside
Figure 3 below shows the structure in Huntington Beach, another city with
some directly elected department heads.
Management Partners. Inc.
5
Pub/icWorks Human Resources Investment
Department Department Management
Development General SeMces Accounting!
Depar1men\ Department Revenue
Riverside Airpon InfofmaliOnTechnology Budget!
Department Debt Adminisl1ation
ommunlY lverBle
Development Metropolitan
Department Museum Purchasing{
Risk Management
Riverside Public Utllitie$ Riverside Public Ubrary Internal Audit
Riverside Public library
Fire Department
Police OepanmeJ1\
City of San Bernardino
Organizational Review Update
FIGURE 3: HUNTINGTON BEACH ORGANIZATIONAL STRUCTURE
CITY OF HUNTINGTON BEACH
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Management Partners, Inc.
City of San Bernardino
Organizational Review Update
'"-"
Even in a much larger city, Long Beach, which has a population of more
than 900,000, authority is clearer and the organization is better aligned:
FIGURE 4: LONG BEACH ORGANIZATIONAL STRUCTURE
City Clerk
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Several agencies in San Bernardino - the Water Department, Library and
Redevelopment Agency - operate largely independent from the City, The
Water Department and Library boards are created by Charter and
appointed by the Mayor, subject to confirmation of the Common Council.
By way of example, the Water Commission is tasked to "perform the
duties and responsibilities prescribed in this Charter and shall perform
such other duties and responsibilities as are or may be prescribed or
delegated by the Mayor and Common Council with the concurrence of the
Board." Directors of these departments are aligned to their boards rather
than to the City, and do not report to the City Manager or the Mayor.
While it is common for cities to have boards to oversee management of
key interests (utilities, for example), these entities remain City entities
under the ultimate control of the Common Council. In most other cities,
they are not allowed to, "stray from the fold" to a degree that results in
costly inefficiencies, such as the purchase of software systems that do
-
Management Partners, Inc.
7
City of San Bernardino
Organizational Review Update
not integrate with the remainder of the City as in the case of San
Bernardino.
There is also concem of a lack of coordination on strategic goals. For
example, should a land development issue have linkage with a water
utility servicing issue? In San Bemardino it is unclear how the issue
would ultimately be resolved given that the Water Board may feel justified
to pursue one set of goals and the Common Council another. The same
is true with respect to the separate Redevelopment/Economic
Development Agency. Indeed, given the importance of economic
development efforts in San Bemardino this separation and its potential for
misalignment is of crucial importance. However, in peer cities with more
modem organizational structures, departments with appointed staff report
to the city manager rather than the city council.
Table 1 lists whether the economic development function in the peer
cities is a department or a division. In addition, this table lists the position
responsible for supervising the economic development function.
TABLE 1: PEER CITIES ECONOMIC DEVELOPMENT DEPARTMENT PLACEMENT IN
ORGANlZAnON AND SUPERVISING RESPONSlBIUTY
PosItIon RMponslble for
City Economic Development- Supervising the Economic
nt or Division Develo Function
Fontana Division of Administrative Deputy City Manager
Services Department
Glendale Division of Development Development Services
Services Deoartment Director
Huntington Beach Economic Development Deputy City Administrator
Deoartment
Ontario Economic Development City Manager
Deoartment
Riverside Division of Development Development Services
Services Deoartment Director
San Bernardino Economic Development Mayor end Common
Aaencv Council
Table 1 shows that the economic development function is a division in
three of the peer agencies and in the others it is a separate department
similar to the City of San Bemardino. The table also shows that in all of
the peer agencies. the position responsible for supervising this function is
either the city manager or a city official that reports to the city manager.
However, in the City of San Bemardino the Director of the Economic
Development Agency does not report to the City Manager and instead
reports directly to the Mayor. As the table shows. the current structure in
San Bernardino is unique. The more modern and efficient organization
consists of centralize supports services under the direction of the city
manager.
Though cities and counties come in all sizes and operate varied services.
most have one thing in common - they rely upon a core of central
8
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
services that support the operating departments so the line departments
can focus upon their primary objectives while avoiding the duplication of
resources that would otherwise result. Common support services include
finance, purchasing, legal services, building maintenance and technology
services, among others. By using central support services in this way,
"economies of scale" (efficiencies derived from larger-scale production)
are achieved, and govemments can ensure that their work is professional
and meets overall standards. This model of support service organization
is also common in the private sector among medium to large businesses.
The City of San Bernardino is at optimum size and complexity to take
advantage of economies of scale in its overhead and management
operations. Unfortunately, San Bernardino operates much differently from
most other Califomia cities, and this organizational structure frustrates
potential efficiencies enjoyed by other organizations.
The most troublesome and by far largest contributor to this reality is the
apparent creation of what are, in effect. several agencies with duplicated
overhead. This structure works against the economy of scale advantage.
and leads to inconsistency and frustration on many levels. Several City
departments and agencies take on some of the functions that would
otherwise be provided through central city support services. These
redundancies are discussed in more detail in later sections of this report.
It is important to note that these organizational arrangements are not
random or done to undercut the City as a whole: it is just the natural result
of a govemance structure which emphasizes and allows quasi-
independent operations. Organizational components that have such
independence and the advantage of separate revenue sources
understandably seek to differentiate themselves from the City as a whole.
even if the end result is a weaker City than would otherwise exist.
Taken as a whole. solving this problem may seem insurmountable.
especially since changes in some cases will take a vote of the people to
amend the Charter. Nonetheless, if the City is committed to becoming an
efficient, aligned organization, then it must make major changes to the
overarching manner in which it is organized. The consequence of making
little or no change in the structure of governance will be to side-step the
most important issue that needs to be addressed to allow the City of San
Bemardino to become a cost-effective, progressive and sustainable
government.
Management Partners, Inc.
g
City of San Bernardino
Organizational Review Update
Limitations and Use of Benchmarking Data
Benchmarking data in the original and this update report were gathered
from the selected cities' websites where budget data was available.
Budgets posted online were generally from fiscal year 2004-05 in the
original study and are from 2008-09 in the update. The analysis was
limited by data that were available from budget reviews and website
information. The Comprehensive Annual Financial Reports also were
reviewed for general fund information.
Whenever data are obtained from individual city budgets, some format
and presentation differences may hamper an equal comparison. That is
because there are no national standards for budgetary reporting, unlike
the uniform collection of demographic information. Consequently, we
used care in drawing firm conclusions from the data. The data are useful
for illuminating major trends and averages, but further research would be
necessary to make any definite findings between peer city "X" and the
City of San Bernardino.
Demographic and General Fund Financial Data
It is important to begin any peer benchmarking review with an
examination of the basic makeup of each community. With cities, there is
no such thing as a perfect "apples to apples" comparison; each city's
demographics and major issues will affect service decisions. It is,
therefore, important to examine the foundation upon which city
government is provided and to understand the community's particular
issues.
In the 2007 report, census data from 2000 showed that income per capita
and household income in San Bernardino was the lowest of all peer cities
as shown in Figure 5.
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Management Partners, Inc.
City of San Bernardino
Organizational Review Update
FIGURE 5: INCOME PER CAPITA (2000 CENSUS DATA)
'-' - -- -- -~--_._-
535.000
530.000
525.000
520.000
515.000 514.244
512.925
~
510.000 I
'.'~'
....
55.000 .~
:. ii't
f~-~
SO ~
SJn QntJrio
BcrnJ!'dino
517.882
514,208
S22.227
ltri
531.964
Riverside FontJnJ GlcndJlc Ilulltingtor'
BeJch
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Figure 6 shows updated information from 2007 Census data.
FIGURE 6: INCOME PER CAPITA (2007 CENSUS DATA)
545.000
540.000
535.000
530.000
525.000
520.000
519.387
515.223
515.000
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510.000
55.000
50
521.795
518.950
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528.774
539.884
GIl'lld.lk t lunttngton
BeJch
Management Partners, Inc.
11
City of San Bernardino
Organizational Review Update
...
As the update shows, while San Bernardino's income per capita ....."t
increased, it remained the lowest among peer cities, All peers saw an
increase in income per capita and the relationship among the peers
remained basically the same. In fact a closer examination of the personal
income data shows that San Bernardino fell further behind the other cities
with respect to this metric.
San Bernardino's increase since 2000 was the least of any of the peer
jurisdictions, as is shown in Table 2 below.
TABLE 2: PERCENT CHANGE IN PERSONAL INCOME, 2000-2007
San Bernardino 17.8%
Ontario 36.1%
Riverside 21.9%
Fontana 33.4%
Glendale 29.5%
Huntinaton Beach 24.8%
Similarly, the 2007 report stated that San Bernardino had the lowest
household income among peers according to the 2000 census (Figure 7).
FIGURE 7: HOUSEHOLD INCOME (2000 CENSUS DATA) -~
J
S 70.000 564.824
560.000
550.000 545.782
542.452 541.646 S41.805
540.000
531.140
530.000
520.000
S10.000
SO
San OlltJrlO Rlvel sldl~ ForHJncl GlendJk Ilulltlllgton
BC'lllJrctlllo BOuch
..,.
....."
12
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
'-
As the update shows (Figure 8), San Bernardino remains lowest among
peers despite an increase of 25.2%. This was more than was the case in
Huntington Beach and about the same as in Riverside and Glendale.
. a
FIGURE 8: HOUSEHOLD INCOME (2007 CENSUS OATA)
590,000
580,000
570,000 560.693
560,000 555,781 554,099
550,000 ff' m
538,987
540,000 ~'
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520.000
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Beach
In the early 2000s, population growth in San Bernardino had lagged
behind other peer cities in the Inland Empire. Growth restrictions and land
availability contributed to slower growth in the some of the other cities
shown, factors not present to such a degree in San Bernardino. Figure 9
shows the original data,
-,-
FIGURE 9: AVERAGE POPULATION GROWTH RATE, 2001-2004
6.00"...
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4.00~i..
3.00'\..
2.65",,,
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2.00~-...
1.76~i.,
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1.37%
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Bcm.)rchno BCJch
"-
Management Partners. Inc.
13
City of San Bernardino
Organizational Review Update
The impact of the national economic recession is evident in the updated
Figure 10 below. Three of the six peers (San Bemardino, Glendale, and
Huntington Beach) saw negative population growth, while Riverside and
Fontana continued to see positive growth rates. Ontario's population was.
essentially unchanged.
-
....,
FIGURE 10: AVERAGE POPULATION GROWTH RATE. 2005-2008
6 DO':';'.
5.42"\,
3.0"""~,
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400'\,
300""
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Bernardino B('.)(h
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These comparisons indicate that San Bernardino has lost ground in terms
of population growth, especially to neighboring cities in the Inland Empire.
Since 2001 San Bernardino's population has grown by approximately
2,819 while the total population increase in Fontana, Ontario and
Riverside has been more than 40,000_
City Government
Tuming from general demographic information. a review of the city
governments is useful as well. As shown in Figure 11, in 2005 San
Bernardino was in the middle of peers when the number of employees
per 1,000 population was examined. Glendale and Riverside both had
more staff, while San Bernardino and Ontario had the same number of
staff. Both Huntington Beach and Fontana had fewer staff.
~
....;
14
Management Partners. Inc.
City of San Bernardino
Organizational Review Update
'"'"
FIGURE 11: CITY EMPLOYEES PER 1,000 POPULATION (2005)
10.00
900
8.00
7.00
600
5.00
400
3.00
2.00
1.00
0.00
9.15
7.98
6.28
6.28
2.49
5.33
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Sail OnlJllO Riverside FOnlJlhl Gk'lldJIc Ilunllllglon
BClllMdtllO BCJcl1
In 2008, as shown in Figure 12, three cities, Ontario. Riverside, and
Glendale, had more employees per 1,000 population than San
Bernardino. Fontana and Huntington Beach continued to have fewer
employees per 1,000 population than San Bernardino.
FIGURE 12: CITY EMPLOYEES PER 1,000 POPULATION (2008)
-
Fontana is mainly a "contract city: contracting out many of its services to
private providers or other local government agencies, and is therefore not
comparable. Riverside and Glendale both have electric utility operations
not present in San Bernardino, which probably contributes to the
differential. Staffing in San Bernardino appears to be comparable with
that in Ontario and Huntington Beach, and from a service delivery
standpoint these are indeed comparable jurisdictions.
While San Bernardino appears about average in staffing overall, as will
be discussed in more detail later, public safety staffing is above average,
indicating that other services in the City may be understaffed relative to
other peer jurisdictions.
~
Management Partners. Inc.
15
City of San Bernardino
Organizational Review Update
Figure 13 below shows each city's General Fund per capita, which
illustrates the relative size of local government (in terms of finances). As
can be seen, Huntington Beach is higher than the other peers. San
Bernardino has the second-lowest General Fund per capita, an indicator
of limited resources. As noted earlier, Fontana is a contract city with a
substantial redevelopment agency.
FIGURE 13: CITY GENERAL FUNO PER CAPITA (2005)
5900.00 5855.69
5800.00 576479
5700.00 5624.73 5655.92 5669.85
560000
5500.00
5400.00 ",. 5323.85
5300.00 ~.
._~-\'''''''1 I
5200.00 tj .,;.
5100.00 !it.
50.00 ~.- ,
5..1ll Onl..mo RivL'rs,dc' FOlllJIl.) GIL'lld.1k Illlntin;.~lol)
BcrnJfdino BC'Jch
The relative position among peers remains unchanged into 2008, as
shown in Figure 14. Again, San Bernardino has the second-lowest
General Fund per capita, next only to Fontana. Huntington Beach
continues to lead with the most general fund spending per capita among
peers.
FIGURE 14: CITY GENERAL FUNO PER CAPITA (2008)
51.200.00 51.033.91
51.000.00 S903.20 5855.51
5800.00 5679.08 5127.93
5600.00 ~
'.,-. 5380.13
5400.00 ..~ fI
5200.00
. .'j."
L .,if-
50.00 .4;:-
5.111 Onl<lflO Rlvt.'rs,ldc' Fonl.1n:1 Glendale IlullllllgtOll
BCrllJrdi/lQ BL'Jch
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16
...."
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
The metric that shows General Fund revenues per capita is important
because the services cities provide are related to population. Growth in
such revenues is key to keeping pace with the increasing costs of
delivering services, most notably personnel expenses. The comparison of
the earlier report with the current situation is instructive because it shows
that San Bernardino, which was already low compared with others, has
fallen further behind. Specifically General Fund revenues per capita grew
by only 9% in San Bernardino since the last report was completed, while
Ontario's, Riverside's and Fontana's grew by 18%, 11% and 17%,
respectively. If San Bernardino's revenues per capita had grown at a
similar rate, for example by a 15% growth rate, the City would have about
$7.8 million in additional General Fund resources.
'-
One of the most important indicators of General Fund resources and the
health of a city's financial condition is sales tax revenues. In the early
2000s, San Bernardino lagged behind most peers in sales tax growth, as
shown in Figure 15. San Bernardino's average sales tax growth from
2001 to 2004 was 6.92%, as compared with 12.88% in Fontana. Only
Huntington Beach had a lower growth rate at 0.41%. This may have
been due to a one-time contraction or accounting adjustment applicable
to only this jurisdiction. .
FIGURE 15: AVERAGE RATE OF SALES TAX GROWTH, 2001-2004
14.00',.
128Su.,
~
12.00';.
10.00~';, 9.74~\,
i 8.39':;'. 8.60"-.,
~
8.00', 6.92'\, ~
6.00';.
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trl'~
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5JIl Onl.:mo RIV(Hlcle FonlJllJ GkndJk' I tllllllnglon
B('rIl.lrcllilO B(',Kh
.........
Management Partners, Inc.
17
City of San Bernardino
Organizational Review Update
.
Figure 16 provides an update for the past five fiscal years.
....J
FIGURE 16: AVERAGE RATE OF SALES TAX GROWTH, 2005-2009
70.00%
. 6S.92~-;.,
0.00",
f!
7.74\!'~,
60.00'\.
50.00',.
44.03'.,
.;10.00':;',
30.00".,
20.00"1.0
9.61'".....
10.00".
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c
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t~
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SJn OntJrlo RivC'lside FontJIlJ GkndJle Huntington
Bel nJrdlllO Beach
..."
The impact of the national recession has had an extremely detrimental
impact on San Bernardino's sales tax growth, as shown. Not only didn't
San Bernardino's sales tax revenues grow, they were negative. San
Bernardino was the only comparative agency in which this occurred.
The benchmarking updates and comparisons as a whole show that San
Bernardino, which has long had to cope with a lower level of resources
than other cities, finds this dynamic getting worse. The level of income
that City residents receive has grown more slowly than in the comparison
jurisdictions as has the City's growth in resources.
At the same time, San Bernardino must deal with higher than average
service demands from a relatively lower-income resident population base,
with lower than average resources. These already low resource levels in
2007 have been even further negatively impacted by the national
economic recession.
One bit of good news is that crime within the City has decreased, from
approximately 0.011 violent crimes per capita in 2005 to 0.010 in 2008.
While this decrease is consistent with national trends and San Bernardino
still has a higher violent crime rate than any of the peer jurisdictions, it is
still notable that crime decreased at a time in which San Bernardino,
...."
18
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
already a relatively poor jurisdiction, became even more impoverished
relative to nearby cities.
What does this comparison update mean with respect to the 2007
Management Partners' analysis and recommendations? The data tend to
reinforce the need for the City to address the central theme of that report:
the organization should be modemized. The earlier report noted that
The City must evolve from a jurisdiction rooted in old
bureaucratic systems to one re-seeded with modern public
sector management practices . . . The political and
management superstructure needs to be streamlined. Its
internal organizational infrastructure needs to be allocated
so that sufficient resources are available to maintain City
assets and provide adequate support for workers who
serve residents. The financial systems of the City need to
be robust enough to promote sound, sustainable fiscal
management. This report discusses this issue in more
detail. . . Management Partners believes that modernizing
business practices is far and away the most critical change
that the City needs to make if it is to become a
progressive, efficient and sustainable government.
The update of the benchmarking information above indicates that this
need is even more acute as we close 2009 than it was in late 2006 when
the report was developed.
Corporate Process Issues
In reviewing City operations from a corporate perspective, four key
processes were repeatedly identified by managers and employees during
our interviews as needing improvement. These four processes were
considered to result in a considerable loss of productivity among staff,
and an investment in process improvement was deemed likely to yield
real savings both in labor and time savings. The four processes singled
out for improvement in the earlier report were:
. Purchasing Process
. Budget Process
. Hiring Process
. Council Agenda Process
In each of these four cases, San Bernardino's system was considered by
managers and employees to be more complex than typical in other cities,
generally in an effort by the City to minimize risk. For example, while it is
good to be watchful in the purchasing process to ensure waste is
minimized, but if the review process costs more than the potential waste,
the City has served only to make it more difficult for staff to do the City's
Management Partners, Inc.
19
City of San Bernardino
Organizational Review Update
business. The City must find an acceptable balance between risk
aversion and efficiency. This is difficult in a City with many elected
officials who are concemed about the political fallout of having just one
errant employee's misdeeds hit the newspapers.
Purchasing: In general, the purchasing process was considered slow
and cumbersome by managers and employees we interviewed, and seen
as a roadblock to performing the City's work. At that time, the Finance
Department had two employees devoted to purchasing for the entire City,
and the City's process was time and paper-intensive.
Unlike in other cities. strong centralized financial control and concem
about misappropriation of funds had resulted in a strict and formalized
purchasing process requiring formal purchase orders and low approval
limits. This resulted in the need for a few employees to process a lot of
paper on too many items. Other cities had higher approval authorities,
and allowed supervisors and managers to spend money in their assigned
budgets, using credit or 'Cal" cards for quick and easy purchasing.
Budgeting: San Bernardino also could benefit by moving to a biennial
(once every two years) budget, as cities such as Glendale do, and by
using the intervening year for financial planning. As a first step toward
developing a two-year budget process, the City of San Bernardino is in
the process of developing a program budget. A traditional line-item
budget focuses on what is being purchased in each department and
division in the city. A program budget focuses on the results of the
services and activities carried out by the agency. Thus, in a program
budget revenues and expenditures are linked to the services provided by
the City that meet the goals and objectives of the agency.
Hiring: The City's hiring process also was universally viewed as an
impediment to the effective provision of service. Managers and
employees said that the process was frustrating, involving too many
players and taking too long. Managers noted that the separation of
Human Resources and Civil Service Commission resulted in the need to
justify positions to not one, but two, departments and those procedures
were unclear. Employees expressed frustration that it took so long to fill a
position. By the time a position was approved for a hire, good candidates
had already found work elsewhere.
The recruitment and hiring process was flowcharted and reviewed by
Management Partners. The review showed that in some places there
were redundancies, and in some places there were dead ends that would
slow down or stop an existing recruitment until the Department calls to
find out what is taking so long. Both a lack of accountability and
communication exacerbated the slowness of the process.
In addition, in the City of San Bemardino the Mayor and Common Council
approve the appointment of all employees which adds another layer of
bureaucracy to the recruitment process. In a traditional council/manager
20
Management Partn""', Inc.
City of San Bernardino
Organizational Review Update
form of government the City Manager has the authority to appoint city
staff which increases the efficiency of the process.
Common Council Agendas: Finally, the City's process to prepare each
Common Council agenda was consistently viewed as time intensive and
inefficient. The City Clerk's Office is responsible for preparing the
Common Council agenda and dissemination of the agenda packet. The
City Clerk's Office was receiving complaints from the press and public
about late access to the agenda packet. The public and press do not get
access to agenda packets until copies have been distributed to the Mayor
and Common Council.
Staff must submit agenda items more than two weeks before a pre-
established Common Council agenda date so that the item can be
reviewed by the City Manager's Office, transmitted to other departments
such as Finance and/or the City Attomey, corrected of errors, and re-
submitted. In the City Attorney's Office alone, agenda items are touched
by no less than four individuals as part of that office's internal review
process, which is a subset of the overall City process. A legal review is
performed on every agenda item, which may not be necessary for routine
matters. Having a legal review on agenda items is important prior to the
item being presented to the Mayor and Common Council; however.
traditionally in other agencies a legal review is not required on routine
agenda items and is reserved for those staff reports involving public
hearings, contracts and items involving legal issues. The City Manager's
Office may want to enact more stringent requirements to enforce high
quality staff reports from departments and strict adherence to Council
agenda schedules.
Summary: On an overall basis, if the City invested time in eliminating
low-value process steps in just these four processes, it could save small
amounts of time per individual transaction. The total volume of these
transactions, however, and savings that could result from streamlining is
substantial. By taking all these steps - revising purchasing authority
limits, allowing the use of purchase cards for smaller authorized purchase
levels, moving to a two-year budget preparation cycle, eliminating line
item budget control, reducing the steps required in the hiring and agenda
process, and reducing the number of items that must be approved by
Council - the City can save a substantial amount of time. In the original
report, Management Partners recommended a thorough analysis be done
of each process.
Management Partners. Inc.
21
City of San Bernardino
Organizational Review Update
I
\.....
STATUS OF RECOMMENDATIONS FROM THE 2007
REPORT
In 2007, Management Partners provided 187 recommendations to the
City of San Bernardino to enhance the efficiency and effectiveness of the
organization (192 including five sub-recommendations). These
recommendations cover areas such as organizational changes, financial
management, management improvements and customer service.
To determine the current status of the recommendations, Management
Partners met with staff in the City Manager's Office and most department
directors to inquire about progress made, changes since the original
report, and/or concerns regarding the feasibility of specific
recommendations.
As of March 2010, approximately 34% of the 192 recommendations had
been implemented, 20% were in progress and 46% had not yet been
completed, as shown in Figure 17 below.
'-
FIGURE 17: STATUS OF IMPLEMENTATION OF RECOMMENDATIONS FROM 2007
.------------.--..--------......--...-------1
i
. Completed
Nol Don,-'
r,. III Pr(Jgrl'~~
I
i
I
I
I
.. ___ i
While significant work remains, City staff should be commended for the
work that has been completed or initiated in just over two years,
particularly during a period of record fiscal constraint.
'-
Management Partners, Inc.
23
City of San Bernardino
Organizational Review Update
It should also be noted that the initial report in 2007 acknowledged that it
would take several years to fully complete the recommendations. It is also
important to remember that some of the recommendations required
additional analysis prior to implementation and in some cases, the further
analysis has resulted in the City dropping the idea. In addition, some
recommendations will require a charter change which will require voter
approval. In these circumstances our update notes the reason cited.
The 2007 report categorized recommendations on a scale of A through E,
according to the matrix shown in Table 3 below.
TABLE 3: PRIORITY MATRIX
Key to Nature
of Change
Index
High dollar
savin s
Low dollar
savin s
Can be
implemented by
manegement with
little or no policy
chen e
Requires
significant
policy and
Chartercha es
A
B
C
D
E
Recommendations in the A category were identified to be of most value
because they had relatively high positive financial impact and relatively
low implementation difficulty (requiring little or no policy changes). Priority
C recommendations were the next in value, but require policy changes.
Table 4 below shows the status of completed recommendation in each
priority category.
TABLE 4: RECOMMENDATION COMPLETION BY PRIORITY
Pen:;entage of
ComDlete cm:.~
Com te
A 23 35%
Priority B 37 57%
C 4 6%
Priority 0 1 2%
E 0 0%
Of the Priority C recommendations approximately 6% of the actions have
been implemented. This may reflect policy differences on the City Council
or the fact that there were Interim and Acting City Managers in place for
periods of time. In any event, most of the significant remaining
recommendations will require some policy change. As would be expected
the greatest progress has been made in Priority A and B.
recommendations which did not require substantial policy changes.
24
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
-
The status of each priority category is further shown in Figure 18 below.
FIGURE 18: IMPLEMENTATION PROGRESS BY PRIORITY
100
90
30
70 J
60 -i
50
40
30
20
10
o -
I
.'
>
lB,--
-~~
-.------
--
____ ~-~~~--,...,., ."n_____
-::J -- ~-n--~---c
i
j
I
Pnority D Pnollty [ !
. InlompleJe I
,
__ __~J
Pnonty A
Pllorlly (
Priol1ly B
. Complete
III ProglC'~':>
~
.
The 2007 report broadly estimated the fiscal impact of the
recommendations when it was possible to do so. Our update analysis
shows that the implemented recommendations have a value to the City of
between $2.3 and $2.7 million annually.
'-'"
With respect to recommendations still to be implemented, based on the
original analysis, we project a positive fiscal impact of between $5.9
million to $6.4 million. However it should be noted that the basic
economic situation and particularly the housing market, has deteriorated
significantly since these estimates were made, so the amounts should be
viewed cautiously. From the City's perspective the economic recession
probably provides more opportunity to restrain labor cost increases since
the employment market is much weaker than in 2006, but makes it more
difficult to generate additional revenues linked to new development.
The status of all the recommendations is provided in the next section of
this report.
~
.......
Management Partners, Inc.
25
City of San Bernardino
Organizational Review Update
Completed Recommendations
Table 5 below shows the 65 recommendations that have been
completed by the City to date.
TABLE 5: COMPLETED RECOMMENDATIONS
Rec Recommendation Completed? Notes Responsible
No. Department
5 Create a directory of City Yes On intranet and department IT
services and conted phone contact numbers are on web
numbers and e-mail page
addresses for all City services.
7 Review the cosUbenefit of Yes SB Access Online has been City Manager
investing in customer inquiry implemented. Recently this
tracking software. process has updated to allow
access through the use of
iPhones.
15 Implement a fonnal system to Yes City Attorney
log and track requests for
legal service.
18 Collect workload data in a Yes City Attorney
manner which can be shared
publicly on all assignments to
detenn ine if the office
workload justifies requests for
more professional or
paraprofessional staffing.
20 Implement a simple time Yes City Attomey
tracking procedure for attorney
staff to measure and charge
for time spent on private"
development projects.
21 Invest in a software package Yes City Attorney
for management of the City
Attomey Office workload.
30 Obtain an actuarial analysis of Yes Finance
the City's other post
employment benefilliabilities
in accordance with GASB 45.
33 Review all City properties to Yes Development
identify surplus property that Services
can be disposed of.
39 Implement online business Yes This was implemented in July City Clerk; IT
registration process. 2009.
46 Draft a plan to integrate all city Yes All non-safety departments use City Clerk; IT
records into a single document laser fiche.
management system.
26
Management Partners, Inc.
. ...
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City of San Bemardino
Organizational Review Update
Rec. Recommendation Completed? Notes Responsible
No. Department
54 Fonn a Vehicle and - Yes PSlFleet
Equipment Committee or Reet
Advisory Board. -
56 Designate a parking area for Yes PS/Fleet
customers who bring their
units in for service and a
separate area for vehicles that
have been serviced and are
ready to be picked up.
59 Analyze and document the Yes Most PM work is accomplished PSlReet
advantages of perfonning during the swing shift
most of the preventative
maintenance (PM) work on a
swing shift.
60 Reduce the City's fleet by 35 Yes Fleet
identified units and reassign
10 units as proposed.
61 Verify the take home mileage Yes PSlFleet
for each standby unn and
number of callouts.
63 Encourage use of personal Yes PS/FleeVCity
vehicles. Manager
64 Develop employee guidelines Yes PSJFleet
and policy that support the
most economical means of
transportation.
65 Eliminate the Central Motor Yes Completed; however. rental PS/Fleet
Pool and replace with rental agreements cancelled due to
cars. budget constraints
66 Eliminate five sedans (units Yes CM/PS
387,~96.355.356.345C)
from the shop loaner pool, and
replace with two compact
pickups and one cargo van
(unn 1200 from library, unit
363 from finance, unn 588
from city clerk). Transfer the
flat bed truck (unit 393) to the
heavy equipment pool.
67 Negotiate rental agreements Yes Completed: however, rental PS/Fleet
with local rental car agencies agreements cancelled due to
for vehicles to be used to budget constraints
augment the fleet
management pool when units
are out of service due to
extensive repair work or for
peak needs.
Management Partners. Inc.
27
City of San Bernardino
Organizational Review Update
Rec. Recommendation Completed? Notes Responsible
No. Department
68 Monitor the use of the shop Yes PSlFleet
loaner pool units during the
next year to determine the -
best mix and number of units
to offer.
70 Monitor the use of the central Yes PS/Fleet
heavy equipment pool units
during the next year to
determine the type and
number of units required.
72 Develop a parts markup that Yes PSlFleet
reflects the true cost of
providing this service.
73 Transfer all parts supervision Yes PS/Fleet
duties from the Administrative
Operations Supervisor to the
Equipment Maintenance
Supervisor.
74 Levy a service charge on fuel Yes PSlFleet
transactions in which more
than one vehicle is fueled from
one key.
75 Develop a sublet markup that Yes PS/Fleet
reflects the true cost of
providing sublet service.
79 Develop a methodology to Yes PSlFleet
support the replacement of
vehicles and equipment based
on the optimum economic life
of a unit
82 Hold a meeting between the Yes Meeting was held PS/Fleet;
City of San Bernardino Fleet Water
Services Division and San
Bernardino Water Department
Fleet Services to explore ways
in which to piggyback with the
City on commercial contract
fleet services.
91 Develop a shop labor rate Yes PSIFleet
along with markups for parts
and sublet services.
101 Establish a procedure for Yes HRI
Departmental review and sign Civil Service
off on matters affecting job
design and the hiring process.
102 Establish a procedure to keep Yes HR
the City's Position Control
Register updated.
28
Management Partners. Inc.
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City of San Bernardino
Organizational Review Update
Rec Recommendation Completed? Notes Responsible
No Department
106 Establish a procedure to Yes HR
assure that every person
appointed to a supervising
position is appropriately
trained.
108 Institutionalize the new Yes HR
Citywide safety program to
include an annual work plan
with identified priorities and a
designated City Safety Officer
to establish accountability for
the program.
109 Institutionalize the new City Yes HR
Safety Committee to guide the
City safety program and to
review workplace accidents
and injuries.
113 Modify the labor negotiation Yes Structure is in place for upcoming HR
process to communicate more negotiations
with department management
negarding specific terms
throughout the process, from
beginning to end.
115 Research and implement Yes Applications are now accepted HR; Civil
procedures and obtain state- online. Service
of-the-art systems to accept
employment applications
electronically.
117 Review salaries for civilian Yes HR
personnel
119 Purchase seven new police Yes PO; Fleet
vehicles to ensure full
coverage.
124 Update the City's false alarm Yes Policy changes were made. PO
ordinance on both free false Additional review recommended.
alarm responses and fees.
129 Conduct a review and modify Yes Fire
the Base Rate for AMR
services.
130 Increase the AlS fee at least Yes Fire
to that level levied in 2003 to
grow revenues by
approxlmately $207,000 per
year, or consider a new
agreement with AMR for
collection of a similar fee.
Management Partners. Inc.
29
--
City of San Bernardino
Organizational Review Update
Rec Recommendation Completed? Notes Responsible
No. Department
133 Study the feasibility of Yes Fire analyzed and determined Fire
implementing a false alarm fee that the fiscal impact was
for false fire calls for service. insignificant.
134 Review and clarify EOC Yes Ongoing; new Disaster Fire
activation policies and Preparedness Coordinator to
procedures. pursue
136 Institute a Redevelopment Yes EDA; Code
Agency program to improve
and rehabilitate structures in
redevelopment project areas.
137 Establish a repayment Yes EDA; City
agreement between the Manager
EDAlRDA and the City in
order to recover the City's
startup costs and investments
in the startup area.
139 Update the City's existing fees Yes Annual updates of fees Development
for service and internal service Services
charges to fully recover
applicable costs for the
provision of plan check
services and landscape
assessment district
administration.
141 Clarify and strengthen the Yes PRCS;
City's policy on the use of Development
development agreements to Services
gain dedications of land for
park sites and open space in
new development areas, and
to gain funds for the
expansion of the City's open
space in already developed
areas.
143 Require new residential Yes Ongoing. The City is using Development
developments form CFD's for LMAD's to address maintenance Services,
neighborhood parks costs. The new LMAD's have Parks
maintenance cost escalators.
144 Conduct a user fee study to Yes Completed as part of Park Master PRCS
analyze the actual cost of park Plan process
and recreation services
(including related overhead)
and evaluate the appropriate
level of oost recovery for each
service.
147 Recover full cost - including Yes Current practice Development
overhead -- when a developer Services
is allowed to use a contract
professional.
30
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Rec Recommendation Completed? Notes Responsible
No Department
149 Calculate appropriate fees and Yes Ongoing DevelOpment
add them to fee resolution Services
policies to fix under-<:ollection
and non-collection of Parl<s
fees issues.
150 Establish procedures to Yes Development
ensure that services provided Services;
to Parks Division for special Parks
district functions are fully
accounted for in the budget of
the new districts and costs are
recovered to offset
expenditures.
152 Establish procedures to Yes Ongoing process Improved during Development
ensure that fees for new LMD shift (Parks); requires Services;
special districts formed are annual fiscal analysis to ensure PRCS
based upon sound cost fees cover real costs
estimates and verified
annually.
153 Establish procedures to Yes Development
ensure that each of the new Services
special districts has an
adequate financial reserve for
future capital replacement.
155 Adopt a policy ensuring Yes Development
lighting and medians are Services
included in a special district
whenever feasible.
162 Complete an analysis of the Yes Ongoing on annual basis Development
actual cost of development Services
services so that fees can be
established to recover costs.
184 Adopt a policy to update the Yes City Manager
fees on an annual basis.
165 Prepare a model to guide the Yes Beller cost estimates will be City Manager;
efforts to estimate fees and available upon the completion of Finance
document the rationale for the the new cost allocation plan
estimates.
186 Insure that permit fees include Yes Technology fee in place: advance Development
the cost of technology and planning fee not appropriate at Services: City
advance planning. this time. . Manager
Management Partners, Inc.
31
City of San Bernardino
Organizational Review Update
Rec Recommendation Completed? Notes Responsible
No. Department
167 Prepare the CIP in conjunction Yes Current practice Development
with or prior to the operating Services
budget.
179 Prepare a detailed business Yes Consultant retained to assist in Public
plan and rete study ouUining implementation of strategic Services; City
financial requirements in order business plan Manager's
to bring the City's refuse Office;
operation to competitive consultant
levels, identifying enterprise
costs.
182 Designate restricted parking Yes Pilot implemented and Public
days for street sweeping successful; stopped by Council Services, Dev.
operations and ticket Committee Services,
offenders. Facilities
184 Contract for traffic signal Yes Completed for Preventive Public
maintenance. Maintenance service. Repairs are Services; City
less expensive when provided by Manager's
City staff. Office;
consultant
185 Contract out streetlight repair Yes Public
and maintenance. Services; City
Manager's
Office;
consultant
186 Implement an effective Yes Public
Computerized Maintenance Services; IT
Management System in Public
Services.
32
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Recommendations Still In Progress
Table 6 shows the 39 recommendations for which City staff is currently in
the process of analyzing or implementing.
TABLE 6: RECOMMENDATIONS IN PROGRESS
Rec. Recommendation Completed? Notes Responsible
No Department
4 Prepare and adopt a streteglc In progress A streteglc plan Is in progress. City Manager,
plan for the govemment. Thegoals,o~eaNesand Mayor, and
streteglc vision will be discussed Council
during the retreat. The City has
engaged a consultant to train
staff how to develop stretegic
goals for each program.
S Develop customer service In progress A Customer Service Task Force City Manager;
protocols and provide has been created and is meeting HR
customer service training for regularly. The goal of the task
all employees force is to bring forward
administrative changes that will
be implemented and a series of
recom mendations for the
consideration of the Mayor and
. Common Council.
9 Implement a formal In progress As part of the strategic planning City Manager,
management system for the process, the City has engaged a Department
govemment in which work consultant to train staff on the Directors
plans are prepared annually, development of strategic goals
and processes are established for the FY 2010-11 program-
for regular performance based budget. Thus, a formal
reporting between work plan will be developed for
departments and the City each department as part of this
Manager's OffICe. process.
10 Implement a system of basic In progress This will be a component of the City Manager;
performance measures for program based budget for FY Department
each program. 2010/11 Directors
11 Institute regular, periodic In progress City's current CRM system takes City Manager
customer surveys for all City customer surveys. Being
services. developed by the Customer
Service Team.
12 Complete a thorough analysis In progress The process has been HR,Civil
of the City's hiring processes, documented in writing. The Service
and implement the resulting implementation of portions of the
improvement programs. process improvements are
pending
Management Partners. Inc.
33
City of San Bernardino
Organizational Review Update
Rec Recommendation Completed? Notes Responsible
No. Department
12A Complete a thorough analysis In progress Program based budget process Finance
of the City's budget process In development
and implement the resulting
improvement programs.
12B Complete a thorough analysis In progress Staff is conducting a thorough Finance
of the City's purchasing analysis of possible changes for
processes and implement the the City's purchasing process
resulting improvement and will be presenting them to
programs the Mayor and Common Council
for approval.
12C Complete a thorough analysis In progress An interdepartmental team has City Manager,
of the City's council agenda been meeting and has compiled City Clerks, all
processes, and Implement the a list of changes to enhance the Depts.
resulting improvement agenda process. Administrative
programs. changes will be Implemented.
Those changes which involve
policy changes will be presented
to the Mayor and Common
Council. Staff is also researching
purchasing agenda management
software through grant funds.
26 Establish and staff a single In progress The Finance Department has met Finance
City centralized bad debt with departments to discuss their
collections operation. methods of collecting amounts
owed. Currently, the Finance
Depl. is in the process of creating
a plan to centralize the "bad-
debt" collections that will be
presented to the Mayor and
Common Council for approval. In
addition, the Integrated Waste
Management process
(Recommendation #187) will be
discussed at a City Council
meeting in 2010.
XI Update the cost allocation In progress A draft of the cost allocation Finance, City
plan every two years. report for FY 2009-10 Is currently Manager
being reviewed by the Finance
Depl
34 Establish a policy for In progress Staff has completed a thorough Finance
purchasing approvals that is analysis of possible changes to
consistent with best practices the Cily's purchasing process
and prudent management; and will be bringing them forward
raise the threshold for the to the Mayor and Common
requirement of Council Council for discussion.
approval.
34
Management Partners, Inc.
City of San Bemardino
Organizational Review Update
Ree Recommendation Completed? Notes Responsible
No. Department
38 Outsource the preparation of In. progress City Clerk's.office is in the City Clerk .
chenges, updates and process of updating the cost
supplements to the City's estimates. Funding Is needed for
Municipal Code and bring both implementation
the City Charter and Municipal
Code to current best practices
for local government.
48 Implement an electronic index In progress Internal indexing has been done City Clerk; IT
of key documents on file. and documents scanned through
1980
57 Implement a multi-level In progress PSlFleet
preventative maintenance
program that is unique to each
class in the fleet.
62 Re-evaluate the use of daily In progress Proposed changes are subject to City Manager;
take home units and develop the meet and confer process. Fleet
policy and guidelines that Committee
reflect standards for take
home units.
76 Develop a charge-back In progress Completed for the oparational ReellFinance
system that incorporates fleet costs but not for the replacement
replacement, ovefheed and all costs
operational costs.
78 Include in the Fleet In progress Estimated completion FY PS/Fleet
Management Information 2010/11; an RFP for the software
System Request for Proposals program is in the process of
for the capability to track being completed
performance measures,
effectively monitor and
manage the Fleet
Management function, and
design reports that will capture
information that supports
those measures.
90 Hold a meeting between the In progress Reet;Fire
City of San Bernardino Reet
Services Division and the Fire
Department Reet to explore
ways In which to piggyback
with the City on commercial
contract fleet services.
Management Partners, Inc.
35
City of San Bernardino
Organizational Review Update
Rec. Recommendation Completed? Notes Responsible
No. Department
95 Create an IT governance In progress A committee was established in IT
committee. November 2009 and is meeting
regularly. The goal of the
committee is to work with the IT
Department to develop a 5 year
strategic plan that addressed the
current and future needs of each
department and identified funding
opportunities
97 Create a long-range IT capital In progress Work began in November 2009 IT
plan.
99 Consolidate the duties, In progress City Manager,
responsibilities, and resources HR, City
(including funding and staff) of Attorney, Civil
the current Civil Service Service Board
Administration and Human
Resources Department into a
single Human Resources
Department.
104 Update the City's existing In progress HR Administration charges will HR
internal service charges to be implemented with budget
fully recover applicable cOsts - modifications. Complete tor Risk
incurred in providing employee Management and Workers'
training. Compensation; working with
agencies to recover costs
107 Determine core competencies In progress HR
of management and establish
a professional development
plan on an annual basis as
part of the employee's
performance plan.
112 Identify the impact of Charter In progress City Manager;
or other institutional provisions Finance;
that limit the ability of the Mayor and
Mayor and Council to manage Council
and prioritize spending.
116 Update the City's existing fees In progress Cumently have technology fee in IT; Finance;
for service and internal service PRCS and OS. City Manager
charges to fully recover
applicable costs for the new
technology.
118 Increase capaclty of existing In progress Hiring plan has been developed PO
sworn personnel by hiring pending lifting of hiring freeze.
additional Community Service (COPS and JAG monies).
Officers (CSOS). H~ver, PO recommends hiring
cadets instead of CSOs which
can be paid with JAG funds.
36
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Ree Recommendation Completed? Notes Responsible
No. Department
120 Create a staffing plan to In progress In conjunction with PO
enhance internal civilian recommendation number 118.
support in the Police
Department.
128 lead the effort to build a In progress In early 2010 the Ci1y will hire a Animal Canlnol
regional animal conlnol facility consultant to begin work on a
with participation from the potential JPA.The Mayor and
County and local cities. Cammon Cauncil approved the
funding for this work in November
2009.
138 Establish and implement clear In progress Analysis in progress. Estimated PRCS
guidelines requiring special completion date is March 2010.
events to either cover their
costs, including staffing, or be
subsidized at a rate
determined as a matter of
policy.
142 Establish clear guidelines that In progress PRCS
define the level of
maintenance services that will
be provided to the City's parks
and open spaces.
146 Adopt a policy that In progress Ongoing; Development
encourages hiring contract Analysis is in process. Estimated Services
services in development completion is March 2010.
services to augment baseline
staffing.
148 Establish future budget plans In progress Analysis is in process. Estimated Development
for development services completion is March 2010. Services
activities that are sensitive to
economic changes with a
conservative baseline of
staffing to address a
reasonably sustainable
workload.
151 Complete a process analysis In progress Parks estimates completion in Development
of the role of Parks in private 18-24 months Services,
development plan checks and Parks
inspections to eliminate
duplication of effort and
inefficiency.
163 Update the city's cost In progress A draft of the report Is currenUy Finance, Ci1y
allocation plan to account for being reviewed by the Finance Manager
the fact that certain significant Depl
costs, including depreciation,
may not be included within tha
overhead costs.
Management Partners, Inc.
37
City of San Bernardino
Organizational Review Update
Rec RecommendatIOn Completed? Noles Responsible
No Department
169 Complete process In progress Development
improvements and/or Services
outsourcing to increase CIP
project delivery by at least
10%.
1n Establish fonnal, collaborative In progress The library has at least a dozen Library staff;
relationships between the current partnerships with other Police; EDA;
Librery Department - and its literacy agencies and they are SBETA
Literacy Center - and developing relationships with
compatible City departments other City departments. This will
for crime prevention. be a priority for the new Library
economic development, and Director.
worl<force development
efforts.
183 Complete a condition In progress Underway, master plan to be bid Public
assessment for the City's in FY 2009-10 Services
sewer lines.
187 Provide support for the Refuse In progress Public
section of Public Services to Services
implement its new delinquent
billing process.
As can be seen, departments at work in implementing
recommendations include primarily the City Clerk, Fleet, Public
Services, Police Department, and Information Technology. Many
of these recommendations require collaborative efforts between
City departments and/or with outside contractors and, thus, have
required time to implement. In some cases, funding for
implementation is included in the FY2010/11 budget.
Recommendations Yet To Be Completed
While the City has made progress in the last two years
implementing many of the recommendations in the 2007 report
from Management Partners, there are still a number of
recommendations that can be implemented that will enhance the
efficiency and effectiveness of this organization.
38
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Table 7 shows the 88 recommendations that have yet to be
completed.
TABLE 7: RECOMMENDATIONS YET To BE COMPLETED
Rec. Recommendation Complete? Notes Responsible
No. Depl.
1 Develop a plan to modemize No Mayor and
the current govemment Council .
organization by clarifying lines
of authority and encouraging
efficiency.
1A Amend the Charter to transfer No Mayor and
the hiringlfiring responsibility Council
of appointed department
heads to the City Manager.
1B Centralize City support No Mayor, City
services such as finance, Manager,
human resources, and EDA Director
purchasing for all City
functions - including those
currentiy maintaining
separate. duplicate functions -
to create new fiscal, efficiency
and employee economies of
scale.
2 Consolidate all City financial No Mayor, City
functions under a single Chief Manager,
Financial Officer. EDA Director
3 Raise the real property No Staff is updating a previous Mayor and
transfer tax to the average analysis on a possible property Council
level for charter cities in u transfer tax measure
Celifomia.
6 Explore the feasibility of No
centralizing City
ombudsman/Reception
functions in the City
Manager's Office
13 Combine and share support No To be discussed as part of the Mayor and
staff in the Common Council possible reorganization, Council
and Mayo~s Offices. consolidation, and streamlining of
City services during the
department head and Mayor and
Common Council worl<shops.
Management Partners, Inc.
39
City of San Bernardino
Organizational Review Update
Rec Recommendation Complete? Notes Responsible
No. Dept.
14 Explore the feasibility of No City Manager;
transferring/consolidating Council;
three support staff FTEs from Mayor
the Mayor's Office to serve in
the City Manager's Office, and
evaluate the transfer of other
professional staff.
16 Prepare legal opinions on key No City Attorney
issues in writing to
departments. and provide all
written legal advice (both in
informal memo and formal
memo form) on the City's
intranetto provida access to
all City staff.
17 Increase professional No City Attorney
resources devoted to land use
and development law by
reallocating resources or
adding staff within the City
Attorney's Office.
19 Prepare an annual Litigation No City Attomey
Report that comprehensively
analyzes and reviews outside
counsel referrals and
compares results to in-house
options.
22 Offer annual training on key No City Attorney
topics and C~y Attorney's
Office processes to user
departments.
23 Establish published No City Attorney
turnaround time goals for City
Attorney key processes.
24 Develop contractual language No City Attorney
to be signed by at-will
employees upon hiring which
clarifies that performance
evaluations will not change
employment status.
25 Implement a two-year budget. No Will be considered aftsr the Finance; City
program budget format change is Manager
completed.
40
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Rec Recommendation Complete? Notes Responsible
No. Dept.
28 Establish a policy and No Most funds already are self- Finance, City
procedure to ensure that sufficient but will be reviewed as Manager
special revenue funds are self- part of the budget process. A
sufficient. program budget may address
many of the issues with special
revenue funds such as baseball,
soccer, and the cemetery.
29 Adopt a policy estabnshing a No In previous years the MCC has City Manager,
reserve target. strived to obtain a 10% General Finance
Fund Reserve. A formal policy is
being developed and will be
presented to the Mayor and
Common Council for
consideration.
31 Create an Internal Service No Finance,
Fund for Facilities and Facilities
establish charges to put the
fund on a self-sustaining
basis.
32 Prepare a five-year No Initially could be based on the Facilities
maintenance plan. and a five- capital expenditure list. Full plan
year capital replacement plan Is expected by FY 2011-12.
for City facilities.
35 Implement the use of Cal No The City currently has credit Finance
Cards or credit cards for cards for selected
authorized purchasers. employees/departments.
Research was presented to Ways
and Means in 2008 and no action
was taken. This issue will be
discussed as part of the
purchasing process review.
36 Adopt the best management No Accounting change would require Finance;
practice of charging thorough evaluation of all sites. Facilities
depreciation for facilities and Lack of funding for review.
equipment to city program
budgets.
37 Explore shared financial No City has joint agreements with Finance
systems for the Water both entities for a variety of
Department and Finance reasons. Charter status does not
Department when either has prohibit service agreements.
its next software upgrade.
40 Transfer responsibility for No City Clerk,
business registration and Finance
inspection. and the associated
staff, to the Finance
Department.
Management Partners, Inc.
41
City of San Bernardino
Organizational Review Update
Ree Recommendation Complete? Notes Responsible
No Dept
41 Reallocate some business No City Clerk,
registration staff to other Finance
Finance Department duties.
42 Determine the actual cost per No Implemented a $10 processing City Clerk
business for the business fee. However, that fee was
registration and Inspection eliminated because of a court
program and complete an order in a San Diego case. Now
analysis of full cost recovery 5B is refunding the $10 fee.
from each type and size of Thus, the implementation of this
business. recommendation is not
appropriate at this time.
43 Amend the Charter to allow No Even though 5B is on a Mayor and
the municipal election cycle to consolidated election schedule Council
consolidate with state and they are the only City left on the
other elections. odd year schedule. All other
agencies have changed to even
year schedules. Thus, there is no
cost savings until the change is
made to even years.
44 Utilize a portion of the savings No City CleJi(:
from consolidating the Mayor and
municipal election cycie for Council
marketing purposes for "get
out the vote" efforts.
45 Amend the Charter to No This is important for the Mayor and
consolidate municipal primary modernization of the Council
and run-off elections into one organizational structure.
election for all City officers.
47 Develop a plan to make No In process of being analyzed; City CleJi(: IT
scanned public records investigating different systems.
accessible on both the City's
intemallntranet and extemal
I inlemet website within an
established tlmeframe.
49 Implement an internal service No Duplicate of #31. Finance;
fund to manage costs for Facilities
facilities including depreciation
and maintenance.
50 Establish full-alst maJi(et No Using BOMA guidelines would Facilities;
facilities fees for City facilities. allein full costs, but this has not Finance
yet been approved.
51 Establish facility budgets to No BenchmaJi( guidelines for costs Facilities
include a funded depreciation are available.
schedule and funding for
cyclical repairs, including
necessary administrative costs
for managing the services.
42
Management Partners. Inc.
City of San Bernardino
Organizational Review Update
Rec. RecommendatIon Complete? Notes Responsible
No. Dept
,
52 Contract out all No Not applicable. Facilities
custodial/janitorial services.
53 Implement an asset No Facilities
management program.
55 Develop Service Level No PSlFleet
Agreements between Reet
Services and each of its
largest customer departments.
58 Develop a pilot program that No Additional staff needed PS/Fleet
offers "fast lube" services (for
"A" level preventative
maintenance service) for
customers who must travel
significant distances to the
shop facility.
69 Negotiate rental agreements No Heavy equipment needs are PSlFIeet
with local heavy equipment being coordinated with all City
rental agencies for equipment departments through a "central.
to be used to augment the heavy equipment pool." Thus,
heavy equipment pool. there is no need to rent
equipment from outside vendors.
71 Add one (1) FTE Storekeeper No This is. needed but there is PS/Fleet
(Fleet Part Specialist). currently no funding for this
position.
77 Perform an activity-based No Consultant assistance will be PSlFleet
costing analysis of the fleet needed to complete the analysis.
operation.
80 Develop an accounting No Finance 1
methodology that credits the Fleet
Vehicle Replacement Fund
with salvage revenues and
interest earnings and that
incorporates auction fees and
make-ready costs.
81 Reinstate the process of City No FY 2011/12: Due to the City Manager
Departments setting aside economic downturn these set-
funds on a regular basis for aside 1 replacement funds have
replacing their vehicles and been used to pay for General
equipment. Fund expenditures.
83 Develop a shop labor rate at No Water
the Water Department Fleet
Services, along with markups
for parts, sublet and fueling
services.
Management Partners, Inc.
43
City of San Bernardino
Organizational Review Update
Rec Recommendation Complete? Notes ResponsIble
No Dept
84 Develop a chargeback system No Water
that incorporates fleet
replacemant. overhead and
operational costs.
85 Develop an overall No Water
comprehensive and clearly
defined fleet maintenance
policy in the Water
Department.
86 Form a Vehicle and No Water
Equipment Committee or Fleet
Advisory Board for Water
Department Fleet Services.
87 Develop Service Level No Water
Agreements between Water
Department Fleet Services
and each of its largest
customers.
88 Establish a vehicle/equipment No Water
replacement fund in which
customers contribute to the
replacement cost of their units
over time.
89 Conduct a utilization study of No Water
the Water Department fleet in
which the need for each
vehicle is assessed.
92 Develop a comprehensive and No Fire"
clearly defined fleet
maintenance policy.
93 Incorporate heavy equipment I No Funding limitations will not allow Fire
into the City's implementation at this time.
vehicle/equipment I
replacement fund.
94 Centralize the fleet No Fleet; Water;
management function by Fire
merging the Fleet Services,
Water, and Fire fleets.
96 Establish IT enterprise No Need to develop scope for how IT
standards. this would work.
44
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Rec Recommendation Complete? Notes Responsible
No Oept.
98 Explore the feasibility of No Need to develop scope for how rr-
establishing an this would worK.
entrepreneurial fund for
loaning start-up capital to IT
and line departments for use
in automation projects that
deliver staffing or other cost
reductions.
100 Evaluate the potential No HR providing EDA. Water
outcomes of consolidating services for
human resources duties, Library and
responsibilities. and resources EDA.
(both funding and staff) of the
Library, Water, and EDNROA
Departments into the
consolidated HR Department.
103 Complete a citywide !reining No Will begin worK on this in early HR
needs assessment and 2010
!reining development plan.
Develop programs to meet the
assessed !reining needs of the
City government.
105 Develop and implement a plan No HR
for training the trainers.
110 Complete an analysis of the No HR: Public
requirements to reduce City Services;
liability as a resu~ of defective Development
infrastructure. Services
111 Obtain competitive bids on No Not done but department is HR
administering the City's interested in exploring.
worKers' compensation
program to determine the
most cost-effective service -
in-house or otherwise.
114 Obtain a state-of-the-art No Pending and HR is supportive. HR
management information Being reviewed through the IT
system for the human s!retegic plan process
resource application.
121 Place district operations No New Chief is evaluating the PO
sergeants in control of each organizational structure of the
district command and move department.
the lieutenant district
commanders elsewhere.
Management Partners, Inc.
45
City of San Bernardino
Organizational Review Update
Rec. Recommendation Complete? Notes Responsible
No Dept.
122 Move the Crime Analysis Unit No Chief would like to explore PO
from Investigations to the reorganizing the Crime Analysis
Executive Staff and focus its Unit.
worX solely on provision of
crime maps and trend analysis
in the prevention of crime.
123 Reorganize the Special No Currently under review. Chief is PD
Enforcement Bureau into its looking into possible restructuring
own Division headed by a and possible span of control
Captain. issues.
125 Complete implementation of No PO
Tiburon Automated Report
System in the Police
Department.
126 Undertake discussions with No Not recommended (Police and Fire, Police
the SB County Sheriff and Fire)
County Fire about
consolidation of City police
and fire dispatch operations,
respectively.
127 Review current dispatch No FirelPolice
procedures as an interim
measure, and improve
coordination and cross-
training between the City's
Fire and Police dispatchers.
131 Establish and charge a fee for No Fire analysis shows that Fire
City Fire response to non- revenues would be minor. Fire is
residents involved in incidents in the process of implementing a
on the freeway (study hazardous materials fee instead.
feasibility of this concept).
132 Implement a light duty No Fire support, requires assistance Fire; HR; City
program for fire-fighters. from HR, City Attorney, and labor Attorney
organization
135 Institute a cost-recovering No Code Enforcement does not Code
Inspection on Sale Program. support this program; adds Compliance
another layer of bureaucracy.
Have already implemented an
annual single family inspection
program for rentals (3 or fewer
units) for a fee. Fire prevention
pays for 2 code officers to
complete these inspections.
Program for multi-family (4 or
more units) has been in place
since 1998.
46
Management Partners. Inc.
--
City of San Bernardino
Organizational Review Update
Ree Recommendation Complete? Notes ResponsIble
No Dept
140 Complete the egency selt- .' No Department director does not PRCS'
assessment developad by the agree with this recommendation.
National Committee on Only two cities In California and
Accreditation for Paril and two in Nevada have this
Recreation Agencies. accreditation. Director believes
that there is no cost benefit to
going through this process.
145 Adopt an appropriate revenue No To occur within 12 months PRCS
recovery policy for San w/formal adoption of Parils
Bernardino recreation Master Plan.
programs and services. Department has made fee
adjustments during the last two
years. However, the revenue
generated has been small.
Department is unsure where the
$500K revenue estimate came
from in the original report.
154 Reorganize the special district No Development
program and outsource Services
assessment district
management
156 Conduct Prop 218 elections to No Being reviewed by staff and Development
increase assessment district under review by the City Council Services;
fees to recover actual costs. Committee. consultant
157 Authorize the hiring of an No Mayor and
additional Deputy City Council; City
Manager or Assistent City Manager
Manager whose primary role
will be to manage
development services.
158 Initiate pilot program for City No Development
customer satisfaction Services
surveying in Development
Services.
1511 Reclassify the Senior No Development
Engineer position that Services
manages the Tra1Iic
Engineering function to a
Tra1Iic Engineer position.
160 Reclassify the Field Engineer No Development
position that manages the Services
Land Development/Plan
Check Division to Principal
Engineer position.
Management Partners, Inc.
47
City of San Bernardino
Organizational Review Update
Ree Recommendation Complete? Notes Responsible
No Dept.
181 Divide the responsibilities in No Developii'lent
the Real Property division so Services
that the Assessment District
functions are lifted out, and a
new division to oversee and
administer assessment
districts is created.
168 Provide a fiscal staff person to No Not completed because of Development
either finance or PW to assist financial reasons; requires Services
with the development of the assistance from Finance
CIP.
170 Amend the Charter to No Mayor and
authorize design-build Council
contracting.
171 Enact a Charter amendment No Mayor and
to place the Library Council
Department under supervision
of the City Manager.
172 Adopt a clear policy regarding No The Library agrees that this Library Board;
the future growth of Library needs to be done. However, Mayor and
services, including a policy financial limitations have Council
statement addressing an prohibited new services now and
adopted level of service for in the immediate future. The
existing Library services vs. Board Is hopeful that this will be
the addition of new Library addressed when a permanent
services. Library Director is hired.
173 Create a Library Master Plan No No funding to complete a Master Library Board;
that addresses future funding Plan and no plan for any new Mayor and
for both capital and facilities in the near future given Council
operational expenses for any the fiscal situation.
new library facilities.
174 Dedicate any state of No The Library already uses state Library Board;
Califomia library monies funding for books and Mayor and
received by the City for maintenance for the integrated Councll
purchase of materials and/or library system. Stale Library
inventory scanners and RFID funding has been significantly
tags. reduced statewide.
175 Explore facility-sharing No The City did not participate in Mayor, City
opportunities with the School previous facility sharing bond Manager,
District. measures. However, after a new Library
director is hired the Board will
explore facility sharing. stand-
alone facilities, reopening
previously closed facilities and
below market value commercial
space.
48
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Rec Recommendation Complete? Notes Responsible
No Dept
176 Reduce the number of stand- No When funding is available, the Mayor, City
alona library branches once Ubrary Board would like to Manager,
the number of shared facilities increase the number of Ubrary
has increased to serve the standalone branches.
population.
178 Reorganize to place No City Manager;
responsibility for sewer line Water
maintenance under the Water Department,
Department. Public
Services
180 Prepare bid specifications for No Business plan should be Public
residential and commercial implemented before this is Services; City
refuse services and go out to considered. Manager's
bid under managed Consultant has been retained to Office;
competition, identifying look into this issue. Draft report consultant
potential cost savings of is not complete.
contracting out.
181 Establish procedures to link No Will be addressed in Integrated Refuse; Water
refuse billing to water Waste Management software
department service. changeover.
The nation has gone into a severe recession. The State of California has
been especially hard hit with the sub-prime housing crisis and high
unemployment rates. These issues have resulted in a fiscal crisis for the
country as a whole as well as for state and local govemments as well.
The City of San Bemardino, like other local govemments, has been faced
with decreasing revenues and increasing expenditures over the last
several years. Since FY 2007-08 the City has eliminated 173 FTE's.
One of the main reasons for some of the recommendations not being
implemented to date is a lack of available funding. Several
recommendations require implementation by the City Manager, policy
changes by the City Council or changes to the charter. These take time
and require a phased approach to implementation. In some cases
recommendations required further analysis; in other cases department
directors expressed reservations regarding the validity/feasibility of
specific recommendations.
Management Partners. Inc.
49
City of San Bernardino
Organizational Review Update
KEY ISSUES
Since the original report in 2007, many changes have occurred. The loss
of state revenues, combined with declining property values and, thus,
property tax revenues, as well as declining sales tax, is a "triple whammy'
economically for San Bernardino. The City has had to run a lean
operation while continuing to provide services to residents.
It is estimated by City staff that the fiscal impact of the real property
transfer tax increase is $2.5 million. In addition, the fiscal impact of
implementing a light duty program for firefighters is between $500,000 to
$1 million. Other high value recommendations include combining human
resources and finance functions of the EDA, Water and rest of the City
and consolidating municipal elections with the county and state. Thus,
there is potential for the City to further reduce expenditures with the
recommendations that have yet to be implemented. As decisions are
made to proceed with the implementation of the remaining
recommendations the fiscal impact can be calculated at that time.
As part of this update, we would like to refocus on the most important
issues raised in the 2007 report.
Organization Structure
Organization structure was a primary issue in the 2007 report. A
comparison of San Bernardino's organization structure in comparison with
peers showed that it was somewhat unique in the number of reporting
relationships and, in some cases, lack of clear accountability. The 2007
report stated:
While this report identifies specific, practical ways the City
can become more efficient and save money, the overall
theme of this report is that the City government needs to
be modernized. The political and management super-
structure needs to be streamlined. Its internal
organizational infrastructure needs to be allocated so that
sufficient resources are available to maintain City assets
and provide adequate support for workers who serve
residents. The financial systems of the City need to be
robust enough to promote sound, sustainable fiscal
management.
Management Partners, Inc.
51
City of San Bernardino
Organizational Review Update
A review of San Bernardino's organizational structure is
informative as it visually illustrates the lack of clarity in
authority and accountability across the City government.
The City's organizational structure is reflective of the City's
Charter, interpretation of Charter requirements and existing
practices.
In spring 2006, the City Charter was amended and the
voters decided to change the City to a modified City
Manager form of government. This is a recent
development and the City remains in transition. The former
City Administrator has been converted in title to a City
Manager. But the remainder of the City organization has
not been converted to a council/manager form of
government, with a unified reporting structure under a city
manager serving as chief executive appointed by the City
Council. This report may be used as a roadmap for more
fully implementing the management systems typically
associated with a city manager form of government.
The management system of the City does not follow the
traditional organizational model of modern city
government. San Bernardino's organization structure
resembles neither a strong mayor nor a council/manager
form of government because several department heads
are appointed by, and report to, boards appointed by the
city council. Thus, the transition from strong mayor to
council/manager form of government is incomplete and not
yet structured properly to ensure the optimum coordination
and alignment of the organization. The roots of this
confusion stem from the literal wording of the City Charter,
from interpretations of the Charter, and from past practice.
The Charter's designation of who hires and fires
employees and certain officials results in confusion about
the roles of city leaders, especially the City Manager. It
creates a system of government that more closely
resembles a county than a city.
52
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
The first recommendation in the 2007 report was to "Develop a plan to
modernize the current government organization by clarifying lines of
authority and encouraging efficiency." This was intended to streamline the
organization chart. This was followed by two specific sub-
recommendations:
1) to transfer hiringlfiring responsibility of appointed department
heads to the City Manager, and
2) to centralize City support services in order to achieve economies
of scale.
While many of the recommendations from Management Partners' 2007
report have been implemented or are in the process of being
implemented, full transition from a Strong Mayor to a Council/Manager
form of government has not been completed. In San Bernardino, the
numbers of support staff positions in the Mayor and Council offices are
higher than in peer cities; while the number of San Bernardino's support
staff positions in the City Manager's Office is lower than average. For
example, the original report recommended a transfer of three Mayor'S
Office staff to the City Manager's Office.
Management Partners believes diffused responsibility and lack of
accountability, along with outmoded bureaucratic systems and
procedures continue to impede the government's ability to respond and
deliver services in a uniform and efficient manner. An initial streamlined
organization structure for the City might appear something like that shown
below in Figure 19:
Management Partners. Inc.
53
City of San Bernardino
Organizational Review Update
FIGURE 19: POTENTIAL STREAMLINED ORGANIZATION STRUCTURE
B
EJ
Cilizensof
San Bernardino
ELECTEC OFFICIALS
c:J
G
B
~
~
I Ci~1 SeMce I
Boa'"
This is an example of a possible organizational chart showing how the
City's structure can be streamlined by having all operating departments
report to the City Manager which is appropriate in a council-manager form
of government. Further streamlining should include combining
departments to lessen the number of direct reports to the City Manager.
The organizational chart in Figure 19 is similar to the organizational
structures of the peer cities' discussed earlier in this report.
As stated in the last evaluation, it is time for San Bemardino to modernize
its organizational structure to increase its level of efficiency and
effectiveness. As we explained in the 2007 report and we emphasize in
this update, the systems and process in the City of San Bernardino are
outdated and do not allow the organization to function at an optimum
level. However, through full implementation of the 2007 Management
Partners recommendations San Bernardino will be able to achieve this
goal.
54
Management Partners, Inc.
City of San Bernardino
Organizational Review Update
Service Consolidation
In conjunction with the discussion about organization structure as noted
above, several recommendations were aimed at consolidating similar
programs (finance, fleet) that were operated separately in different
departments. The concept was that economies of scale, and thus cost
savings, would be realized by consolidating similar operations. This
remains a viable goal.
An overall theme in the original report was that the City's support services
have been under-funded and under-supported, resulting in a deterioration
of service levels. Because of the inability of intemal service departments
to perform (due to lack of budget and, more importantly, lack of staff), the
direct service departments no longer choose to use most central support
services and have created altemative means to get the job done. In most
cases, this includes decentralizing the function by starting up their own
independent (and redundant) support services. This is highly inefficient
and goes against the concept of economies of scale.
Besides the lack of resources, support services also have been taxed
because of the City Manager's and Common Council's high demand for
centralized control over items that would be handled at the department
level in other cities. Some examples of this include low approval authority
for purchases, line item budget control and already budgeted new hires
for staff positions.
In reviewing City operations from a corporate perspective, four key
processes were repeatedly identified by managers and employees during
our interviews as needing improvement: 1) the purchasing process, 2) the
budget process, 3) the hiring process, and 4) the Council agenda
process. Since the report, staff has begun work to improve and streamline
these areas.
Aside from the City's own internal services, service consolidation was
recommended with extemal partners as well. Several report
recommendations noted the need to collaborate with other local cities,
regional agencies, and/or the school district. Table 8 lists the
recommendations related to service consolidation and/or collaboration
with intemal or extemal agencies.
Management Partners. Inc.
55
City of San Bemardino
Organizational Review Update
TABLE 8: SERVICE CONSOLIDATION RECOMMENDATIONS
Rec. No. Recommendlltlon
16 Centralize City support services such as finance, human
resources, and purchasing for all City functions - including those
currentiy maintaining separate, duplicate functions - to create new
fiscal, efficiency and emnlovee economies of scale.
2 Consolidate all City financial functions under a single Chief
Financial Officer.
6 Explore the feasibility of centralizing City ombudsman/Reception
functions in the City Manaoer's Office.
13 Combine and share support staff in the Common Council and
Mavor's Offices.
94 Centralize the fleet management function by merging the Fleet
Services, Water, and Fire fleets.
99 Consolidate the duties, responsibilities, and resources (including
funding and staff) of the current Civil Service Administration and
Human Resources Department into a single Human Resources
Deoartment.
100 Evaluate the potential outcomes of consolidating human resources
duties, responsibilities, and resources (both funding and staff) of
the Library, Water, and EDAlRDA Departments into the
consolidated HR Deoartment.
126 Undertake discussions with the S6 County Sheriff and County Fire
about consolidation of City police and fire dispatch operations,
resoeclivelv.
128 Lead the effort to build a regional animal control facility with
narticioation from the Countv and local cities.
175 Exolore facilitv-sharino onoortunities with the School District.
177 Establish fonnal, collaborative relationships between the Library
Department - and its Literacy Center - and compatible City
departments for crime prevention, economic development, and
workforce develooment efforts.
Given the current fiscal environment, the need to collaborate and
consolidate is critically important in order to achieve cost savings.
56
Management Partners. Inc.
City of San Bernardino
Organizational Review Update
CONCLUSION
During the past two years, the City has implemented over one-half of the
187 recommendations (192 with five sub-recommendations) in
Management Partners' 2007 organization review. This achievement,
accomplished during a period of fiscal difficulty, is due to the hard work of
management and staff. They deserve recognition for this
accomplishment.
Nevertheless, many recommendations remain to be implemented,
including one of the most important: to streamline the organizational
structure to bring about greater accountability and consolidation of similar
operations. The streamlining of the organization coupled with transferring
the hiring/firing responsibility of appointed department heads to the City
Manager will enhance the City's level of efficiency and effectiveness. An
efficient and modernized govemment will be able to more effectively
implement the remaining recommendations which will further create a
local govemment that is serving the San Bemardino community at an
optimum level. Making these complex changes in a city like San
Bemardino will require involvement and support from the Mayor, City
Council, and City Manager. Peer cities have already done so, proving that
while it is difficult it is not an impossible feat.
Opportunities remain for organizational streamlining and service
consolidation, particularly for support services among departments and
agencies but also with external partners such as the School District and
other municipalities in the region. Service consolidation is a best practice
trend nationally and San Bemardino could be a regional leader in
pursuing such opportunities.
The City has taken steps to improve communication with residents,
increase fees and cost recovery rates, improve its internal processes and
budget document, and streamline fleet operations, among other actions.
Many other recommendations remain as opportunities in the future.
Management Partners, Inc.
57
L
\..,
"-
~'
-
-
._-.
Summary .
Name of Program: Management Partners Study - 2007
.
.
Program Description: The following is the summary of the 2007 Management Partners study.
The study was a complete audit of the City and its processes. Management Partners is a professional
consulting firm that provides a variety of services to govemmental organizations throughout North
America.
The stUdy offered recommendations for the City to streamline its process.
,
.., -.
"
Page 1 ofl
CITY OF SAN BERNARDINO
ORGANIZATIONAL REVIEW
March 2007
~
MANAGEMENT PARTNERS
INCORPORATED
City of San Bernardino
Organizational Review
EXECUTIVE SUMMARY
In June of 2006, the Mayor and Common Council of the City of San
Bernardino commissioned Management Partners to conduct a structured
review of the City's government. Their goal was for Management Partners
to identify and recommend ways that the City could improve its
operations, providing essential tools and research to help operate more
efficiently and save money. The impetus for this study was the
implementation, via a Charter change, to a modified city manager form of
government, a move intended to improve management accountability. As
a first step in improving operations the City, under the leadership of a new
Mayor and City Manager, determined to obtain an overall evaluation of
the current functioning of the government.
After completing this analysis Management Partners believes the
determination to move to the new form of governance will be seen as a
watershed moment for the City, but it will take literally years of work to
modernize operations so that the new approach can yield maximum
benefits in improved effectiveness for the citizens of San Bernardino.
This review was conducted over a six-month period, from July through
December 2006. The methodology of the review included interviews with
elected and appointed officials, focus group, and individual interviews with
employees, benchmarking comparisons with other jurisdictions, and a
review of documents that included the City Charter, City Budget, City
Comprehensive Financial Report (CAFR), various management studies
that had been conducted previously, City Ordinances, and other materials
provided by staff as needed.
This report details myriad findings and observations. and 187
recommendations for a collection of actions that, once implemented, will
result in organizational efficiencies and cost savings across the City.
These recommendations are specific and action-oriented.
The information presented in the report represents the observations and
findings of the experts who worked as a team for this project. While the
review of City operations and issues focus on management issues or
practices where improvements can be realized, this report should not be
read as a form of "report card" or assessment of the performance of the
elected officials or staff.
Management Partners, Inc.
City of San Bernardino
Organizational Review
Any human enterprise can be improved, and that truth applies to the
operation of the government just as it does to every other organization,
private or public.
The San Bernardino government performs well in many areas and it uses
some best management practices. Management Partners found everyone
eager to improve the performance of the government. The fact that the
City decided to undertake this study represents a strong commitment to
learning and improvement.
Those who may think that the City of San Bernardino government is full of
wastefulness will be disappointed in the findings of this report. While
abundant opportunities for increased efficiency exist, this does not reflect
waste, ineptitude or laziness. Rather, the situation is the natural result of
the historical development of a government that has outmoded
information systems, inadequate management support and a multitude of
convoluted low value processes.
If anything, in certain areas of government the City has taken cost cutting
far beyond the point of diminishing returns. In other areas, innovation has
been stifled by overly restrictive rules, outmoded bureaucratic systems,
lack of investment capital or a culture that is very risk-averse.
Management studies sometimes speak of harvesting "low-hanging fruit" -
the idea being that some changes to save money or do things more
efficiently can be made with little effort. In reality, most all changes are
hard work, require a funding commitment and are resisted by those with
an investment in the status quo.
This is true in the City of San Bernardino government. Years of cost
cutting have pretty much stripped the orchard of any low-hanging fruit and
the trees themselves are in bad shape. Indeed, a clear-eyed evaluation of
the condition of the City leads to the conclusion that ongoing "business as
usual" operations are not possible, at least for very long.
The primary findings of this report are that the San Bernardino City
government must modernize, and that it must address its serious fiscal
situation. The City must evolve from a jurisdiction rooted in old
bureaucratic systems to one re-seeded with modern public sector
management practices. An important implication of this finding is that the
City has a substantial need for reinvestment in basic systems. In fact, the
City has both booked liabilities and unrealized but real liabilities for which
it does not have the funding to meet.
Therefore this report does not result in new spending money. It does offer
the City a chance to make changes to allow it to reinvest in itself, so San
Bernardino becomes capable of more efficient operations. In doing so,
the City will be able to sustain improved long-term operations.
2
Management Partners, Inc.
City of San Bernardino
Organizational Review
Modernization
While this report identifies specific, practical ways the City can become
more efficient and save money, the overall theme of this report is that the
City government needs to be modernized. The political and management
superstructure needs to be streamlined. Its internal organizational
infrastructure needs to be allocated so that sufficient resources are
available to maintain City assets and provide adequate support for
workers who serve residents. The financial systems of the City need to be
robust enough to promote sound, sustainable fiscal management.
This report discusses this issue in more detail. While it offers numerous
recommendations to improve efficiency and save money, Management
Partners believes that modernizing business practices is far and away the
most critical change that the City needs to make if it is to become a
progressive, efficient and sustainable government.
City Finances
The need for modernization is underscored by the City's current financial
circumstances. Healthy finances provide local governments with the
means to achieve their strategic goals and encourage alignment.
Conversely, poor finances often relegate governments to distress and
infighting. The cause and effect of the reasons why governments have
differing financial fortunes is complex and cannot be generalized,
because they have to do with choices as well as circumstances.
San Bernardino is experiencing fiscal distress. The symptoms include:
. Significant and threatening unfunded liabilities
. lack of resources for support services, building and equipment
. Internal competition for limited resources
. Unusually restrictive internal and external budgetary controls
. lack of long-range financial planning
. Slow growth of tax revenues
. Dramatically shrinking resources available for non-public safety
services
. A budget process in which Departments do not feel actively and
meaningfully involved
. lack of documented financial/budgeting policies
. Auto-pilot expenditure mandates
. A general belief among key staff that general fund resources are
not available to work at a best practice level
Given the factors discussed in this summary, the reality is that the City's
general fund finances are tenuous. Aside from public safety, it is
questionable whether the City can maintain funding for existing program
. service levels, and there are unmet needs that are becoming critical. The
Management Partners, Inc.
3
City of San Bernardino
Organizational Review
policy framework of the City's financial management system requires
immediate attention.
This report includes a number of recommendations aimed directly at
helping the City put its finances in order. Implementing them will present
challenges to both elected officials and staff.
City Support Services, Facilities and Equipment
Exacerbating the financial concern is the underinvestment in facilities,
equipment and support services that provide a basic foundation for
government operations. Support services include those programs that
support the administration of the City and its operations. This category
includes the functions of finance, human resources, workers
compensation, liability, fleet management, facility maintenance,
information technology and purchasing. The facilities function includes
City buildings, while equipment includes vehicles and other capital items,
such as computer servers.
Thinking of the above as the organization's own infrastructure, the blunt
reality is that infrastructure is substandard and deteriorating. All direct
service departments are being impacted by these conditions and less
efficient than they should be in basic delivery of services.
There are both financial and operational consequences of this
underinvestment. Neither the facilities nor the equipment function is on a
solid financial foundation, with actual costs being charged to the
programs that use their services, and with concomitant depreciation and
replacement funding in place. Though some operations receive funding
outside of the general fund, thus providing for their own needs, most of
the City's core services are affected by the lack of resources available.
These deficiencies are large, not small, and the trend IS unfavorable. For
example the City does not have a sinking fund to replace fire engines and
consequently must depend on grant funds, which mayor may not be
available, and which has led to engines being run beyond their planned
life expectancy.
The City has placed low priority on support services, facilities and
equipment, out of necessity as it has addressed other service needs,
primarily in public safety. Ironically, the productivity and effectiveness of
public safety operations also has been undermined by these deficiencies,
as the example above points out.
The importance of addressing this is critical because the City's
sustainability and the organization's effectiveness depend upon it. This
report offers a number of recommendations involving the use of best
management practices that will help address this problem. Even so, this
issue presents a stiff challenge to a city that has limited resources to
apply to support services. Moreover, in the City of San Bernardino,
4
Management Partners, Inc.
City of San Bernardino
Organizational Review
existing structural barriers to organizational alignment will frustrate
needed change. The City has an organizational structure which has
convoluted lines of authority and fragmentation, strikingly so for a medium
sized city.
The Bottom Line
As noted, the City benefits from a qualified and committed staff that has
enabled it, within its significant operational constraints, to provide services
to residents. The staff excels at making day in day out tactical decisions
to get the job done. They are hampered by lack of strategic management
and out of date systems. Our review has identified many opportunities for
improvement in organization, staffing and processes that are used to
accomplish work and provide services. In addition, we have identified
numerous and extensive opportunities for the City to increase operational
efficiencies save money and realize revenues to cover costs.
These improvements are real and have a substantial multi-million dollar
value. Attachment A provides a summary using conservative assumptions
where a dollar figure can be realistically estimated. Many other
recommendations will bring efficiencies and savings but more work is
necessary to estimate them with more certainty. However, it will take
hard work to make the improvements, including fundamental changes in
the ways in which the City does business. Yet in every case there are
examples of other cities achieving similar results to what is recommended
for San Bernardino.
Those who will argue against making changes should consider that San
Bernardino does not have the luxury of standing pat, as the negative
trends impacting basic operations are not going away. Indeed, the City
continues to lag other Inland Empire cities in attracting new development,
and it needs to become more competitive and proactive in the delivery of
municipal services in order to counter this trend and change perceptions.
Streamlining and modemizing operations as recommended in this report
will help accomplish these critically important objectives.
In considering the change agenda, there are several caveats that need to
be stated. First, some of the recommendations will take more time than
others to implement, especially since some involve significant
organizational changes that will take time to put into place. Second; the
report has identified a number of areas where policy makers will want to
redirect savings from improved government operations to reinvest in
basic corporate systems. This latter option is especially important given
the financial stress that confronts the City.
The challenge to policy makers and managers alike is big - both to make
the decision to implement needed changes and to actually complete
implementation. In preparing this report, however, we have remained true
to the twin goals of identifying best practice improvement opportunities
Management Partners, Inc.
5
City of San Bernardino
Organizational Review
and reducing the cost of existing operations, but with a constant eye
toward implementation.
6
Management Partners, Inc.
8. Organizational
Restructuring
"Building a Better Community"
Organizational Restructuring
.
4
PrOflram Descriotion:
A comprehensive organizational restructuring chart will be distributed separately prior to the retreat.
Page I of I
9. Building a Better
Community
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Initiatives
.
The following is a collection of staff recommended initiatives to assist the Mayor and Common
Council in identifying priorities for the upcoming years. These initiatives are identified in 5
categories, identified below. Each of these initiatives are summarized in detail, including work
teams, objectives, time lines for each program or project and a recommendation for Council
action. If that Mayor and Common Council should have further questions, staff is available to
provide additional information.
-""'.....""
.
Building Better Operational Effectiveness
o Review of Boards & Commissions
o Customer Service
o SB Direct & SB Access
o IT Improvements
.
Building Sustainability
o Financial Stability & Operations
o Economic Development
o Infrastructure
o Development Service - Process Improvements
o Beautification Summary
o Transportation
o Environmental Sustainability
.
Building Safer Communities
o Strategic Direction - Police Department
.
Building a Better Quality of Life
o Special Events
o Neighborhood Services
o Arts and Culture
.
Building Effective Communication
o SB Communications Strategy
Page I of2
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A. Building Organizational
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~~ .
Organizational Effectiveness
.
.
./ Restructuring Plan - Previously Discussed
./ Organizational Process Improvements
. Boards and Commissions
. SB Direct
. Customer Service
. Information Technology Strategy
Page 1 of 1
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"Building a Better Community"
Building Organizational Effectiveness
Name of Proeram: Review of Boards and Commissions
Lead Aeencv: City Manager's Office
Team Members: Department members who staff Boards and Commission
.
.
Puroose Statement:
Improve the efficiency of Mayor and Common Council appointed Boards and Commission to ensure they
are being utilized in a manner that provides the best representation of the Mayor and Common Council.
Prof!ram Descriotion:
To review all of the City's Mayor and Common Council appointed Boards and Commissions in an effort
to streamline the number and purpose of these committees.
PrOf!ram Obiectives:
. Define the role of Boards and Commissions as they relate to the City's organizational purpose
. Determine where there might be overlaps in roles and responsibilities among each Board and
Commission
. Determine Boards and Commissions that may be outdated and not in line with the current
organizational goals of the Mayor and Common Council
. Review the current process for appointing members to determine if it is effective for the Mayor
and Common Council
. Review staff time associated with overseeing Boards and Commissions to ensure it is an efficient
use of staff time
. Review member time associated with their appointment to ensure it is an efficient use of their time
. Review the effectiveness of Boards and Commissions as it relates to their role as advisors to the
Mayor and Common Council
. Develop recommendations regarding the roles and responsibilities of Boards and Commissions.
. Develop recommendations to amend the Municipal Code (or Resolution) as it relates to the
effectiveness and efficiency of each Board and Commission
Work Plan:
The process the City Manager's Office will utilize in reviewing Mayor and Common Council appointed
Boards and Commissions will encompass the following:
Work Teams: City Departments that staff Boards and Commissions
Obiectives: To determine the effectiveness and efficiency of each Board and Commission and
determine where their may be an overlap in roles and responsibilities in an effort to provide the
Mayor and Common Council recommendations for improvement.
Timeline:
I. The review and research process will be completed within thirty days of the retreat
(4/30/2010)
2. Recommendations for improvements will be prepared for Mayor and Council's approval at
the 5/3/20 I 0 Council Meeting.
Page I of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Prol!ram: Review of Boards and Commissions
Lead Al!encv: City Manager's Office
.
.
3. Amendments to the Municipal Code or Resolution relating to the Mayor and Council's
approved changes to Boards and Commissions will be prepared and brought forward for
approval on 6/14/2010.
Recommendation:
That the Mayor and Common Council direct staff to conduct a review and provide recommendations
regarding possible adjustments to enhance the effectiveness of Mayor and Common Council approved
Boards and Commissions.
Page 2 of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Prot!ram: SB Direct (SB Connect & SB Access Online) Lead At!encv: City Manager's Office
Team Members: City Manager's Office, Communications Office, Information Technology
.
.
Puroose Statement:
The City of San Bernardino call center, SB Direct, is designed to improve communication between the
community and City government through a centralized approach to customer service. 5B Direct is
designed to serve the community by serving as a conduit between staff and citizens.
Prot!ram Descriotion:
SB Direct represents the next logical step in the City's continual push for providing enhanced customer
service to the City's residents and other community members. As a non-emergency call center, SB
Direct, will have one centralized phone number for all city services. Community members will have the
ability to make suggestions, report problems, and receive information or request services with just one
call to SB Direct. Customer service representatives will handle calls for specific departments and will be
available Monday through Friday for a determined period of time to handle requests. SB Direct staff will
be responsible for entering requests into the City's existing Customer Relationship management (CRM)
system (SB Access Online), in addition to follow up and closure of each request.
In conjunction with the call center, a new E-notify service called SB Connect will be available for the
public to keep abreast of latest information going on in the City, specific to areas they are interested in.
This electronic service will provide the latest information to residents, thus assisting the call center with
the level of calls they receive.
SB Access Online Background:
SB Access Online has been fully operational since the beginning of April 2008. Both citizen and internal
requests are tracked in SB Access Online. The public creates citizen requests from frequently asked
questions (FAQ's) viewable to anyone who accesses the City's website. Internal requests are only
viewable to employees and are used as an internal work order system.
Since the inception of SB Access Online, 11,689 citizen requests have been created. Public Services -
Graffiti Clean-up had the highest level of requests with 3,390, followed by Code Enforcement with 1,776
requests. SB Access Online sends out customer service surveys to those citizens who include their email
address when submitting requests. The surveys measure employee effectiveness, time to respond,
employee courtesy and expectations met.
Prot!ram Obiectives:
The SB Direct call center, in conjunction with SB Access Online and SB Connect, will help streamline
customer service at all levels through:
. The creation of a single phone number for the community to call when they have a question,
complaint or request
. A well-equipped staff that are prepared not only to transfer calls, but to answer a variety of
questions
. Monitoring and logging of all calls made to the City, as well as follow up to ensure transferred
calls are responded to
. Tracking of requests from inception to completion, thus improving efficiency
Page I of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Proeram: SB Direct!SB Connect!SB Access Online Lead Aeencv: City Manager's Office
. .
. Enhanced perception of the level of service offered at the City of San Bernardino
. Minimization of expenses
. Collection of important data. SB Direct will allow the City to pull reports and collect statistics
that are critical in ensuring the amount of staff assigned to project areas is adequate
. SB Connect (e-notify) will provide the latest news to residents via email, to help reduce number of
residents frustrated because they cannot find needed information
Work Plan:
The Communications team has begun drafting a comprehensive 5 year strategic communications plan
designed to target areas that lack proper communication. Part of that plan will include necessary steps for
creation and maintenance of SB Direct! SB Connect:
Work Teams:
Staff is in the process of identifying staffing needs for an effective call center program.
Individuals may be cross trained from existing departments to fill the needs of the call center.
Staff in our IT Department is currently reviewing the City's old list serve to ensure the most
important topics are represented on the Web site. New lists will be created as needed.
The Customer Service and IT Task Force teams will be working to ensure SB Direct has a positive
impact on the City's levels customer service and that the City's technological infrastructure is able
to withstand the future growth of SB Direct.
Obiectives:
Each of the identified team members will have specific and detailed objectives that will
encompass one or more of the projects identified in the program description.
Timelines:
A timeline for each of those objectives will be established to ensure timely creation of the call
center, consistent with the City Council's priorities. The lists for SB Connect already exist, thus
the time line could be extremely short to begin use of the program. A progress report will be
prepared and presented to the Mayor and Council in July 2010.
Recommendation:
That the City Council endorse SB Direct. Upon Council approval, staff will move forward on
development and creation of the program under the umbrella of the 5 year strategic communications plan,
consistent with the Mayor and Common Council's identified priorities. Staff will present an update on the
implementation plan in June, 2010.
Page 2 of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Proeram: Customer Service Improvements
Lead Aeencv: Human Resources
Participants: Representatives from each City Department, the Employee Recognition Committee, the
Team work Committee and the Communications Committee
.
.
Purpose Statement:
The City of San Bernardino Customer Service Committee is dedicated to enhancing the City's
commitment to providing top quality customer service and organizational responsiveness to both internal
and external customers through the identification of system improvements and the training of personnel.
Proeram Description:
The Customer Service Committee was established to reinvigorate the City's commitment to monitor and
improve customer service using a centralized, strategic approach, through cooperation and coordination
among City departments. The Committee meets monthly to discuss current customer service operations
within the City, challenges facing the City and ways to address those challenges.
The committee has shaped the word SATISFACTION into an acronym that will be used as model for
providing high quality customer service (attached for reference).
Customer service begins with the way employees see themselves and their co-workers (internal customer
service), and how that image is then transferred to the customer (external customer service). The primary
focus of this program is to communicate to all employees the importance of their individual contributions
and to show them how "all of us is better than one of us!"
Proeram Obiectives:
The efforts of the Customer Service Committee will encompass the City as a whole, to improve its overall
commitment to providing top quality customer service, and fulfill the purpose of SA TISF ACTION, those
efforts include:
. Utilizing the City of San Bemardino's Shared Values to provide a clear vision of quality
customer service, incorporating that vision into SA TISF ACTION
. Developing and implementing Customer Service guidelines in the employee orientation
processes to ensure quality customer service becomes a standard in the City of San Bernardino
. Ensuring the expectations and needs of internal and external customers are identified,
understood and responded to throughout the City
. Creating a means of communication to share information with employees about customer
service and best practices, and the principles of SA TISF ACTION
. Utilize the results from the survey to develop recommendations that may be utilized by City
Departments to create a customer service oriented working environment
. Assist with the implementation of the S8 Direct call center.
Work Plan:
The Customer Service Committee has begun drafting a strategic plan aimed at accomplishing each of the
program objectives. The strategic plan will encompass the following:
Page I of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Proflram: Customer Service Improvements
Lead Aflencv: Human Resources
.
.
Work Committees:
The Committee is comprised of representatives from all City departments; the members serve as
committee leaders for their prospective departments.
Objectives:
. Identify the City's internal and external customers
. Ensure that SA TISF ACTION recognized and understood by City Employees
. Develop Customer Service training curriculum to implement city wide
. Use results from an Annual Employee Survey to measure if high-quality customer service
is being practiced by City employees
. Develop Customer Service curriculum to be incorporated into new employee orientation
. Remind employees of the importance of quality customer service through a series of
announcements with customer service tips, a customer service "pop quiz" and placement
of customer service announcements on bulletin boards, in newsletters and on the intranet
. Create a "Customer Service Comer" on the City's website, allowing
Timelines:
A timeline for each objective will be established to ensure a sustainable customer service program
that is consistent with the City Council's priorities, is being developed. An update on the program
will be provided to the Mayor and Council in August, 2010.
In addition, partnerships are being formed with other City Committees, such as the Communications,
Committee, the Teamwork Committee, and Employee Recognition Committee to minimize cross-over
and ensure a more comprehensive program.
Recommendation:
That the Mayor and Common Council endorse the Customer Service Committee's programs and
objectives. Upon Council approval, staff will move forward on a strategic plan that is consistent with the
City Council's identified priorities,
Page 2 of2
Customer Service Task Force
2010
Service to Customers
Accountability
Treat with Respect
Integrity
Solutions
Follow Through
Accuracy
Collaboration
Timely Response
Innovation
Open Door Policy
Needs Exceeded
((Building a Better Community"
Building Organizational Effectiveness
Name of Prof!ram: Information Technology Improvements Lead Af!encv: City Manager's Office
Team Members: All City Departments
.
.
Purpose Statement:
The City of San Bernardino Information Technology (IT) Task Force is committed to improving the City
of San Bernardino's current technology to better serve the information needs of the City of San
Bernardino, including its citizens and employees.
Prof!ram Description:
The IT Task Force was created to review the City's use of information technology in all departments and
make suggestions for improving those systems and adding new ones. The goal of the task force is to
provide departmental insight to evaluate, integrate, and support innovative technologies through the
creation of a five-year strategic plan.
Prof!ram Ob;ectives:
The efforts of the IT Task Force will encompass the City as a whole, including internal and external
customers, to improve its overall technology functionality. Those efforts include:
. Identifying the current status of the technology infrastructure in San Bernardino.
. Evaluating City procedures and processes that hinder, or assist, the development of technology
. Develop a strategy for consolidation/integration of various applications.
. Watch emerging software trends and continue evaluations of existing software environments.
. Effectively maximizing return on resources and providing cost effective methods for citizens,
businesses, vendors and others to easily access information and conduct business with the City.
. Identify funding for technology upgrades in the FY 2010-2011 budget through the adoption of
technology user fees, and the re-allocation of current resources.
Work Plan:
The IT Task Force has begun drafting a strategic plan aimed at accomplishing each of the program
objectives. This strategic plan will encompass the following:
Work Teams:
Staff had identified two cross-departmental teams. The first is a team consists of representatives
from each department and management staff from the IT Department. The second team is
comprised of staff from the city Manager's Office and the IT Department. After the five-year
strategic plan is complete, an IT Oversight Committee will be formed to provide guidance to IT
staff during implementation phases, and sustain uniformity to the five-year strategic plan.
Ob;ectives:
Each of the identified teams will have specific and detailed objectives that will encompass one or
more of the projects identified in the program description.
Page I of2
"Building a Better Community"
Building Organizational Effectiveness
Name of Proeram: Information Technology Task Force Lead Aeencv: City Manager's Office
.
.
Timelines:
A timeline is being developed for each of those objectives to ensure a sustainable technology
program that is consistent with the City Council's priorities. An update on the program will be
provided to the Mayor and Council in July 2010.
Recommendation:
That the Mayor and Common Council endorse the IT Task Force's program objectives. Upon Council
approval, staff will move forward on completing the five-year strategic plan, consistent with the Council's
identified priorities.
Page 2 of2
B. Building Sustainability
Building Sustainability
.
.
./ Financial Sustainability
. Financial Practices
. Economic Development
./ Physical Sustainability
. Infrastructure
. Development Services Improvements
. Beautification
./ Environmental Sustainability
. Transportation
· Environmental Programs
Page 1 of 1
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"Building a Better Community"
Building Sustainability
Name of Proflram: Financial Practices
Lead Aflencv: Finance Department/City Manager's Office
Team Members: Cross Departmental Teams
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.
Purpose Statement:
To improve the financial stability ofthe City through short term and long term planning.
Proflram Description:
The goal is to improve financial stability through a series of measures that will include strategic planning
for expenditure reductions, revenue enhancements, and efficiency measures designed to save time and
resources which will lead to a plan for long term fiscal security.
Proflram Ob;ectives:
. Develop and implement a Program Performance Budget for FY 2010/11
. Update Fiscal Policies and Procedures
. Create a plan for promoting financial stability for the City
Work Plan:
Work Teams:
~
Prmrram Budget: The Finance Department has taken the lead role in developing a Program
Performance Budget for FY 2010/11. The Finance Department is assisting team leaders from each
department to develop programs within their departments that will ultimately assist the Mayor and
Common Council by providing better information to assist with their decision making
responsibilities.
Fiscal Policies and Procedures: The Finance Department will take the lead role in reviewing the
outdated Fiscal Policies and Procedures of the City. In addition to utilizing recommendations
from the Management Partner's study, Finance will work with all City departments in an effort to
fmd ways to streamline current procedures for better efficiency.
Enhancing Revenue: A Revenue Committee has been established and consists of members from
the Finance Department, City Manager's Office, City Clerks Office, Development Services
Department, Code Enforcement, and the Economic Development Agency and Public Services
Ob;ectives:
Program Performance Budget to include:
. Mission statement from each department that establishes the service that is expected by
those it serves
. Program summaries that tell the purpose of each program
. Establish performance measures for each program to ensure goals and priorities are being
met
. Strategic goals that tie each program to the goals and priorities set by the Mayor and
Common Council
Page 1 of2
"Building a Better Community"
Building Sustainahility
Name of Prorzram: Financial Practices
Lead Arzencv: Finance Department/City Manager's Office
.
.
. Develop a five strategic plan that will include a longer range perspective in planning for
each operation in an effort to achieve the vision, goals, and priorities adopted by the Mayor
and Common Council
. Major issues that may produce significant impacts on the department's operations in the
coming year
. Major accomplishments from the prior FY and how they relate to Council priorities
Fiscal Policies and Procedures:
. Review all fiscal policies and update those policies needed such as reserve, capitalization,
and budget amendment policies.
. Review and update credit card procedures for accepting payments in an effort to decrease
credit card fees
. Review and make recommendations to purchasing policies to ensure better efficiency
Enhancing Revenue:
. Review and make recommendations regarding options for revenue increases
. Review and make recommendations regarding increased revenue from audits, and debt
collection
. Review and make recommendations regarding fee increases and/or policy changes
. Research other revenue increasing ideas provided by team members and city staff
Timeline:
Program Performance Budget:
The budget process is in progress and on target to be completed by June in preparation for next
year's budget approval process. Additionally, a five-year Financial Strategic Plan will be
developed by the end of December 2010.
Fiscal Policies and Procedures:
The process of reviewing current operating procedures has started and staff is reviewing other
Cities for best practices. It is estimated staff recommendations will be prepared and presented to
the Mayor and Common Council by the end of the December 2010.
Enhancing Revenue:
The program has been in progress since November of 2009. Recommendations are currently being
prepared for Mayor and Council review at the next budget workshop which is planned to take
place on April 22nd.
Recommendation:
That the Mayor and Common Council endorse the program plan and objectives and that staff be directed
to proceed with the analysis of the financial stability measures outlined in this summary report in order to
bring forward recommendations at the next budget workshop scheduled for April 22nd.
Page 2 of2
"Building a Better Community"
Building Sustainability
Name of Prollram: Economic Development Strategies and Priorities
Lead Allencv: EDA
Team Members: Economic Development Agency, City Manager's Office, Development Services,
Public Services, Police, Fire, Parks & Recreation, Code Enforcement, and Information Technology.
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.
PurDose Statement:
The City of San Bernardino Economic Development Agency is dedicated to developing strategic
initiatives and recommendations regarding projects, programs, incentives and other methods designed to
facilitate and stimulate economic growth and development within the City in order to generate additional
resources for the City's general fund and redevelopment areas.
Prollram DescriDtion:
In an effort to improve the City of San Bernardino's financial sustainability, and achieve economic
growth, the Economic Development Agency has the goal of developing a number of strategic plans for
development within specified areas of the City.
The Downtown Core Vision Plan, completed in late 2009, outlines a redevelopment strategy for the
downtown area of the City. This area is planned for dramatic change over the next 25 years.
Implementation includes component plans for mass transit, a new govemment center, housing and mixed
retail.
The Housing Rehabilitation and Development plans, adopted by the Agency, comprise strategies to
acquire and rehabilitate, for sale or rental, a number of properties throughout the City. Utilizing
redevelopment low-mod funds, or combined with federal, state and private investment, a continuous effort
is underway to eradicate blighted housing and create opportunities for safe and sanitary housing for all
residents.
The new Business Development Center is being launched in 2010. This center will be interactive and
include advisory and ombudsman services, training and education opportunities for small business, as
well as serving as a business resource center for small businesses within the city and those that wish to
locate here.
In addition, a merger of 14 redevelopment areas into 2 is in progress. This initiative will take two years to
accomplish and is geared toward the continuation of redevelopment activities within areas blight
throughout the city.
Prollram Obiectives:
The efforts of the Economic Development Agency will involve stimulating economic development in the
City as a whole. Those efforts are designed:
. To acknowledge the important role the business community plays in regard to the City's economic
stability
. To maintain a strong relationship between City government and the commercial sector
. To build a mutual understanding of the City's current economic climate and challenges, and
develop partnerships to address those challenges.
. To develop a stronger tax revenue stream in order to maintain current service levels and
accommodate an imminent increase in demands for service.
Page 1 of3
"Building a Better Community"
Building Sustainability
Name of Proeram: Economic Development Strategies and Priorities
Lead Aeencv: EDA
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.
. To revitalize business districts, and other commercial districts, in order to protect property values
and retain the City's current commercial base.
. To create jobs by offering incentives for development
. To align the expenditure of housing funds with priority areas.
. To increase the perception of public safety throughout the City
Work Plan:
The Economic Development Task Force is in the initial stages of strategy development. The committee's
recommendations will form the basis of a comprehensive citywide, and regional, economic development
strategy for long-range economic planning and development. These strategic plans will encompass the
following:
Work Teams:
Cross-departmental, and multi-agency teams combining various level of expertise will be created
for each strategy. Individuals may come from city departments, partner agencies, and the business
and development community. One team that was established in 2009 is the Economic
Development Task Force. As economic development in any City requires a number of
departments, this inter-departmental task force is comprised of individuals with. expertise in areas
that are vital to a successful development strategy, including housing, transit, real property,
infrastructure, public safety, arts, and planning. This collaborative approach will improve
communication between City departments and the business community and will result in the
identification of comprehensive economic development strategies. These strategies will be
presented to the Mayor and Common Council for consideration as they are developed
Ob;ect;ves:
Downtown
· Sbx Rapid Bus line-EDA, Development Services, Omnitrans
. Temporary relocation of bus mall-EDA, Omnitrans, San Manuel Band of Mission Indians
. Intermodal Transit Center--EDA, Development Services, Omnitrans
. Extension of MetroLink to Intermodal center-EDA, Development Services, SANBAG
. Creation of Arts and Entertainment-oriented District at Fourth and E Streets
. Redevelopment and Activation of Court Street business and hospitality district
. Redevelopment of Carousel Mall into a mixed-use civic, retail and housing development
Housing
. Continuation of property acquisition under the low-mod and NSP I funding programs
. Assist in the development of new housing opportunities for low-and moderate-income persons
. Continue the housing purchase and rehabilitation assistance programs
. Business Development Center
· Complete the remodel of the second floor suites for the BDC in early 20 I 0
. Begin the provision of services in FY 20 I 0-11
Page 2 of3
"Building a Better Community"
Building Sustainability
-,,-
Name of Proflram: Economic Development Strategies and Priorities
Lead Aeencv: EDA
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. Webcast and televise training sessions
. Redevelopment Areas
. Within the 14 redevelopment areas, establish neighborhood priorities for 1-5 year
implementation
. Begin the planning for the extended areas around the downtown core from Rialto to Mill, from
6th to Baseline from the 215 to Mt. Vernon and the SBD airport area
. Study the adaptive reuse of the south E Street Corridor
. Develop a strategic plan for the Highland A venue and Baseline corridors
. Develop neighborhood housing and commercial strategies for the 40th Street RDA Area
. Develop implementation strategies for the Mt. Vernon and Northwest Project area
neighborhoods with definable goals for the 1-5 year period
Timelines:
Each strategic plan will include benchmarks and time lines for projects, programs or strategies that
are in concert with the goals and priorities of the Mayor and Common Council; such as the
creation of downtown development districts, re-zoning, development of specific plans, planning
and construction of housing development, identification of new enterprise development, and
negotiating with the County on the design and implementation of a City-County Government
Center project. These benchmarks will ensure that the progress of these projects can be
monitored.
Recommendation:
That the Mayor and Common Council endorse the Economic Development Strategies and Priorities
programs and objectives. Upon Council approval, staff will move forward to further the development of
strategic plans for revitalizing downtown.
Page 3 of3
"Building a Better Community"
Building Sustainahility
Name of PrOflram: Infrastructure Maintenance
Lead Aflencv: Development Services
Team Members: Development Services, Public Services, Facilities Management & Information
Technology, City Manager's Office
. .
Puroose Statement:
To effectively manage and maintain the City's streets, sidewalks, buildings and subsurface infrastructure
with a priority on health and safety through a planned, cost effective effort.
Proflram Descriotion:
The Infrastructure Maintenance program is designed to proactively manage the City's public works
infrastructure by developing a complete inventory of assets, assessing their condition and developing
master plans that identify deficiencies, priority needs, funding strategies and long term plans to effectively
maintain the infrastructure to meet elected officials and public expectations. The program will take place
in three phases. Phase I will involve cataloging all city streets, sidewalks, buildings, sewers and storm
drains through GIS mapping followed by an assessment of condition for each. Phase II will consist of
generating maintenance priorities and funding requirements through the development of master plans; and
Phase III will incorporate the recommendations into the Capital Improvement Program ultimately
followed by project initiation and completion
Proflram Obiectives:
. Compile an inventory of the City's streets, sidewalks, buildings and subsurface infrastructure
(sewers and storm drains) and develop a GIS layer for each
. Categorize streets by functional use and by condition
. Work with the City Manager's office and the City Council to identify the desired level of
maintenance (pavement quality index)
. Identify the surface treatments required for each street to raise the pavement quality to the desired
levels accompanied by cost
. Develop a long term plan to maintain all city streets at or above the pavement quality index target
. Identify areas in the City where no sidewalk or curb and gutter presently exist
. Develop a funding strategy for constructing new sidewalk, curb and gutters where none presently
exist.
. Categorize buildings by functional use and condition
. Work with the City Manager's office and the City Council to identify the desired level of
maintenance
. Develop a sewer master plan
. Develop a storm drain master plan
Work Plan: Identify the work team members and issue Requests for Proposals to develop the sewer and
storm drain master plans.
Work Teams:
Development Services, Public Services and Facilities Management are charged with the
responsibilities of managing and maintaining the public works infrastructure, therefore, team
members will be selected from these three departments. Information Technology will play a
support role by assisting. in developing the relevant GIS layers.
Page I of2
"Building a Better Community"
Building Sustainability
Name of Proeram: Infrastructure Maintenance
Lead Aeencv: Development Services
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.
Obiectives:
To develop long range plans to manage the public works infrastructure. This will be accomplished
through the development of sewer and storm drain master plans, and a long range Capital
Improvement Program the going beyond the current 5 year plan.
Timelines:
Request for Proposals for the development of a sewer master plan will be issued before June 30,
2010. Funds will be budgeted for the storm drain master plan for fiscal year 201I-20I2.
Completion of the long range capital improvement program for streets and sidewalks will occur in
late 2011, a comprehensive update will be provided to the Mayor and Common Council as the CIP
is developed. Additional timelines will be created to ensure the remaining objectives are
completed at an adequate pace.
Recommendation:
That the Mayor and Common Council endorse the Infrastructure Maintenance Program and objectives,
consistent with the Mayor and Council's identified priorities.
Page 2 of2
"Building a Better Community"
Building Sustainability
Name of Proeram: Development Process Improvements Lead Aeencv: Development Services
Team Members: Development Services, EDA and the development community.
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PurDose Statement:
To develop and implement changes to Development Services processes and procedures to provide timely
and efficient services to the development community, and property owners, by facilitating development in
a manner consistent with the City's codes, standards, and policies.
Proeram DescriDtion:
The Process Improvements Program is being developed to improve customer service by any member of
the Development Services staff who receives and processes development applications, reviews plans and
applications, issues permits, or completes inspections.
Proeram Obiectives:
Establish a one-stop shop for permit issuance, and establish a priority procedure to be used when
processing major development projects.
Work Plan:
The Development Services Department has begun drafting a plan aimed at accomplishing each of the
program objectives. This plan will encompass the following:
Work Teams:
Development Services staff, and all City Departments involved in the process of development,
including the Economic Development Agency, the City Clerks' Office, Fire Prevention, the San
Bernardino Municipal Water Department and Public Services.
Obiectives:
. Streamline the review and plan check processes, creating a more efficient process for
customers
. Review development related fees to ensure we are consistent with local agencies
. Determine the optimal staffing levels needed to accomplish each of the objectives
. Integrate the EDA's "Office of Business Development" in the process for major projects
. Identify and remove steps that may be duplicative or unnecessary to deliver plan review
services in a more efficient manner
. Improve communication and cooperation between staff and the development community
. Implement City's customer service program to change the reputation of the City to a preferred
place to do business.
Timelines:
Longer term improvements will be an ongoing and continual effort. The process improvements
are underway and implementation is scheduled to commence by June 30, 2010. Staff will present a
process improvement plan to the full council prior to implementation.
Recommendation: That the Mayor and Common Council endorse the Development Process
Improvements Program effort.
Page I of I
"Building a Better Community"
Building Sustainability
Name of Proeram: Beautification Program Lead Aeencv: City Manager's Office
Team Members: City Manager's Office, Code Enforcement, Parks, Recreation & Community Services,
Public Services and SBET A
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PurDose Statement:
The City of San Bernardino Beautification Committee is dedicated to improving the appearance and
image of the City of San Bernardino through an aggressive beautification program. The goal of the
Committee is to generate civic pride and to motivate the City's diverse population to participate in the
beautification process.
Proeram DescriDtion:
The Beautification Program is being designed to improve, enhance, and preserve the appearance of the
community. Working with community groups and local agencies, this program will identify progressive
enhancement projects such as entryways, streetscapes, landscaping (including community gardens),
improved traffic and transportation features, and other small and large community projects that will
provide a foundation for community development and continued aesthetic improvements, consistent with
priorities identified by the Mayor and Common Council.
In addition to the identification of new beautification projects, these current services will be incorporated
into this initiative:
. Graffiti removal, enforcement and educational services through SB TAAG
. Code Enforcement
. Downtown Beautification Crew
. Right of Way Team, clean debris, trash, weed abatement and item pick up in City Right of Way
. Keeping our streets clean and clear with regular Tree Trimming and Street Sweeping
. Bulky item pick up services to City residents and business owners for appliances, furniture, and
scrap metal
. The Hazardous Materials Team which enforces laws regarding dumping debris in public streets,
an act that is strictly prohibited and punishable by a fine or jail time.
. Recycling and diversion programs to educate residents on how to recycle, reduce and reuse.
Proeram Obiectives:
The efforts of the Beautification Committee will encompass the City as a whole, to improve its overall
appearance. Those efforts include:
. Enhancing major gateways, including beautifying on and off ramps throughout the City
. Improvement of medians and city owned rights of way along main arterial roads
. Enhancing the City's Parks
. Improving the landscaping, lighting and overall appearance of Seccombe Lake and its surrounding
parks, making it a focal point of the downtown area
. Lighting improvements, this may include creating maintenance districts to provide needed
improvements to neighborhoods, and upgrading outdated lighting systems throughout the
downtown area
. Placing signs at three significant City entrance points welcoming visitors to San Bernardino
. Public art projects, including landscape murals and community paint out days
. Tree planting, Adopt a Tree Programs, and refurbishing tree grates downtown
Page I of3
"Building a Better Community"
Building Sustainability
Name of Proeram: Beautification
Lead Aeencv: City Manager's Office
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.
. Organization of neighborhood beautification events and clean up days in each of the City's wards
. Revitalization of the Downtown area, focusing on the 4th Street Corridor surrounding the
California Theater, in and around "F" and "D" Streets and 2nd and 4th Streets.
In addition to those efforts, the City will also be focusing on projects that, although smaller in scale, will
enhance the City's overall appearance. These projects include:
. Refurbishing refuse roll off containers
. Updating the City's sign ordinance to creating a more effective enforcement tool regarding illegal
signs and fa~ades
. Taking a more aggressive approach to beautify the 2nd Street gateway into the downtown area by
planting flowers on the on/off ramps and redeveloping the professional complexes along 2nd
Street.
Work Plan:
The Beautification Team has begun drafting a strategic plan aimed at accomplishing each of the program
objectives. This strategic plan will encompass the following:
Work Teams:
Staff is in the process of identifYing individuals to serve on cross-departmental teams. These
individuals may come from city departments, partner agencies, and the business and residential
community.
Objectives:
Each of the identified teams will have specific and detailed objectives that will encompass one or
more ofthe projects identified in the program description.
Timelines:
A timeline for each of those objectives will be established to ensure a sustainable beautification
program that is consistent with the Council's priorities, is being developed. A progress report will
be provided to the Mayor and Council in September, 2010.
In addition, partnerships are being developed with agencies, such as the San Bernardino Area Chamber of
Commerce and the Neighborhood Associations, to ensure that business owners and residents have the
opportunity to provide input and assistance with beautification efforts.
Local agencies, with a vested interest in the community, such as the San Bernardino City Unified School
District, the County of San Bernardino, Ornnitrans, Cal- Trans, the San Manuel Band of Mission Indians
and Cal State San Bernardino will be invited to participate on the committee. These partnerships will be
established with the goal of creating a multi agency collaboration by which each organization can depend
on one another for shared resources and support.
Page 2 of3
"Building a Better Community"
Building Sustainability
Name of Proeram: Beautification
Lead Aeencv: City Manager's Office
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.
Recommendation:
That the City Council endorse the Beautification Committee's programs and objectives. Upon Council
approval, staff will move forward on constructing the work teams and developing a 5 year strategic
beautification plan, consistent with the City Council's identified priorities.
Page 3 of3
"Building a Better Community"
Building Sustainability
Name of Proflram: Transportation Improvement Program
Lead Aflencv: Mayor's Office
Team Members: Mayor's Office, City Manager's Office, Development Services, Economic
Development Agency
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.
PurDose Statement:
The purpose of the City of San Bernardino's Transportation Improvement Program is to create a balanced
mix of transportation options for the residents, businesses and visitors of the City of San Bernardino to
allow for greater accessibility and reduction of congestion on City streets.
Proflram DescriDtion:
The City's current transportation options are disproportionately designed for standard passenger vehicles,
creating traffic congestion throughout the City of San Bernardino. The introduction of mass transit
options, such as the sbX Bus Rapid Transit Project, Metrolink service into Downtown, a planned light rail
line to Redlands will serve to create more effective and efficient options for those living, working and
playing in the City of San Bernardino. Additionally, the increased presence of bike lanes and pedestrian
friendly sidewalks throughout the City will serve to create additional options for those who do not wish to
drive.
Proflram Obiectives:
The objective of the Transportation Improvement Program is to provide enhanced transportation options
for residents, businesses and visitors of the City of San Bernardino, as well as achieving measurable
reductions in vehicle miles traveled on City streets, through the development and implementation of
enhanced mass transit options, and transit oriented development, immediately adjacent to various transit
stations
Work Plan:
The City will establish a Transportation Team to begin drafting a strategic transportation plan aimed at
accomplishing the program objectives. This strategic plan will encompass the following:
Work Team:
City Employees from various Departments including the Mayor's Office, City Manager's Office,
Development Services and the Economic Development Agency, as well as representatives from
Omnitrans and the County of San Bernardino currently participate in Transportation Planning
meetings.
Obiectives:
. Develop a Transit Oriented Development (TOD) Overlay District around the planned sbX,
Metrolink and Redlands Light Rail station locations.
. Continue to provide policy leadership and oversight related to the development of the sbX
BRT Project, San Bernardino Intermodal Transit Center and Redlands Light Rail.
. Creation of a Transit Center Specific Plan to develop the area immediately surrounding the
San Bernardino Intermodal Transit Center.
. Continue to advocate for a California High Speed Rail station location at the San Bernardino
Intermodal Transit Center
. Aggressively pursue federal and state funding for mobility projects
Page I of2
"Building a Better Community"
Building Sustainability
Name of Proeram: Transportation Improvement Program
Lead Aeencv: Mayor's Office
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.
Timelines:
The expected completion date for the sbX BRT project is swnrner of 2013. The Mayor and
Council will continue to be updated by Omnitrans on the progress of this project. All work teams
will be expected to adhere to timelines set for each of the other mobility program objectives to
ensure the projects are moving forward at an adequate pace.
A progress report regarding the Transit Center Specific Plan will be provided to the Mayor and
Council in July 2010.
Recommendation:
That the Mayor and Common Council endorse the objectives of the Transportation Improvement
Program.
Page 2 of2
"Building a Better Community"
Building Sustainability
Name of Proflram: Environmental Sustainability
Lead Aflencv: City Manager's Office
Team Members: City Manager's Office, Mayor's Office, Facilities, Public Services, Development
Services, San Bernardino Water Department, Economic Development Agency
.
.
PurDose Statement:
The purpose of the Sustainable San Bernardino Program is to improve the environmental quality of life
for the residents and business community of the City of San Bernardino in order to promote more energy
efficient activities and practices that result in a reduction of the City's carbon footprint by 20% by 2015.
Proflram DescriDtion:
Sustainable San Bernardino is a multi departmental and multi faceted program aimed at improving the
environmental quality of life in the City. Through various initiatives, the City will reduce its overall
carbon footprint by 20% by 2015. These initiatives include development of a Climate Action Plan that
will identify key strategies, policies, goal and outcomes allowing for the measurement and progress of the
Program as well as the specific projects needed to reach those goals.
Proflram Obiectives:
To implement and institutionalize a comprehensive citywide environmental sustainability program to
achieve measurable reductions in greenhouse gas emissions and energy and water consumption.
Work Plan:
Staff, in a variety of departments here, has knowledge, and familiarity of the City's history, in the area of
energy efficient programs and requirements. Staff has begun drafting a strategic plan aimed at
accomplishing each ofthe program objectives. This strategic plan will encompass the following:
Work Teams:
Cross-departmental teams will be developed based on the types of programs designed. These
individuals may come from city departments, partner agencies, and the business and residential
community.
Objectives:
. Development of a comprehensive Climate Action Plan that establishes goals, strategies and
objectives to reduce energy consumption and greenhouse emission levels.
. Establish baseline energy consumption and greenhouse gas data to allow for measurement of
progress
. Establish a regional AB 811 program to provide financing options for property owners to install
energy efficient, water conservation and renewable energy improvements.
. Use the projects identified in the Climate Action Plan as the mechanism for achieving
significant reductions in greenhouse gas emission levels.
. Improve Citywide recycling programs by increasing the amount of recycled materials collected
and processed
. Develop a comprehensive Construction & Demolition policy to encourage use of more
environmentally sustainable practices, including use of recycled materials and appropriate
disposal procedures to increase the amount of recycling
Page 1 of2
"Building a Better Community"
Building Sustainability
Name of Proflram: Environmental Sustainability
Lead Aflencv: City Manager's Office
.
.
. Develop Communitywide programs to assist residents and businesses in becoming more energy
efficient.
. Utilize the Energy Efficiency Conservation Block Grant (EECBG) funds that the City received
through the American Recovery Reinvestment Act to implement the programs identified in
EEGBC strategic plan.
Timelines:
Each strategic plan will include benchmarks and time lines for projects, programs or strategies that
are in concert with the goals and priorities of the Mayor and Common Council, as well as the
projects that have been identified in the EECGB plan. These benchmarks will ensure that the
progress of these projects can be monitored. A progress report will be prepared and presented to
the Mayor and Council in October 2010.
Recommendation:
That the Mayor and Council endorse the Sustainable San Bernardino Committee's programs and
objectives. Upon endorsement, staff will move forward on constructing the work teams and
developing a 5 year strategic beautification plan, consistent with the City Council's identified
priorities.
Page 2 of2
C. Building Safer
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"Building a Better Community"
Building Safer Communities
Title: Strategic Direction
Lead Aeencv: Police Department
Team Members: Police Department, various city departments, agencies, organizations and the public
.
.
PurDose Statement:
The Police Department is in the process of creating a strategic plan to provide vision, goals, strategies,
guidance and direction to carry the organization into the future and create effective and efficient public
safety services throughout the community. A critical component of this plan will be to enhance the
Community-Based Policing philosophy of the organization and maximize safety through public
education, crime prevention, problem solving, community involvement and increased reporting of crime.
By creating new partnerships, and furthering existing partnerships within the community, a greater feeling
and perception of safety can also be established. Some of these initiatives have been undertaken in the
past several months and will be incorporated into the 5 year plan going forward.
DescriDtion:
Police Department staff currently collaborate and work with a multitude of public agencies and
community members on a daily basis. Building on these existing relationships, and creating others, will
allow the department to more effectively address public safety challenges that now exist or that will arise
in the future. Examples of our ongoing challenges include violent crime, gang related crime, youth
criminal behavior, quality of life issues, traffic safety and Homeland Security. These challenges have
grown and made more difficult under the current economic climate and the real threat of statewide
prisoner release.
To maintain effective/efficient policing methods, future efforts of the Police Department will be directed
toward identifying additional stakeholders, opportunities for regional collaboration and community
partnerships, and toward developing more effective methods to increase communication and collaboration
throughout the community. To support these initiatives and programs, a priority and focus must be placed
on identifying financial resources through grants, sharing of resources and developing funding streams to
continue making these programs available. The following is an outline of this strategic direction:
Initial Steps
In order to gain an understanding of community and department concerns and priorities a series of
activities have been undertaken or are in progress.
. Establish a Community Affairs Unit specifically tasked with identifying community issues and
problems, as well as potential partners and resources that can be incorporated into plans of action
. Create ongoing community-based education programs such as the Community Police Academy
and topic-based Community Dialogues that will be used to outreach, engage and involve the
community as partners
. Utilize Community Advisory groups to enhance relationships and build trust with community
neighborhoods and groups
. Utilize the Neighborhood Watch Program as a platform to increase crime prevention, awareness
and reporting of suspicious activity and crimes
. Develop community-based awards and recognition opportunities to encourage involvement and
recognize effective strategies and partnerships
Page 1 on
"Building a Better Community"
Building Safer Communities
Title: Strategic Direction
Lead Aeencv: Police Department
.
.
. Establish methods of communicating positive information to the public through local media or by
developing alternative methods (SBPD Star)
. Conduct an internal employee survey to develop opportunities for improvement within the
department
. Conduct small-group meetings with all department employees to enhance communications and
create a framework for improved teamwork
. Conduct management and supervisor team building and establish leadership training and
development throughout the department
Crime and Quality of Life Concerns
. Realignment of resources to create Gang Enforcement Team coverage 7 days a week and to
support patrol officers and investigations of gang related crime
. Enhancing enforcement and intervention programs directed to reduce criminal gang activity and
youth gang involvement (grant opportunities)
. Strengthen enforcement and education programs directed to reduce gun access and gun-related
violence
. Establishing a Downtown Policing District and creating partnerships with businesses throughout
the city to increase vitality and public utilization of entertainment and business areas. This will
include the use of Downtown Ambassadors and volunteers to provide support
. Expanding monthly Crime Control Strategy Meetings to include other agencies and community
partners, as well as to maximize resources and sharing of information
. Utilize technologies such as video surveillance systems and the internet to provide enhanced
safety and for dissemination of information to the public
. Enhancing the concept of area policing by increasing the involvement and accountability of
District Commanders toward solving specific crime and quality of life problems within their area
of responsibility
. Enhance Crime Analysis abilities and the use of data throughout the department as a tool for
programs and deployment of personnel
Resource Development
. Create a strategic hiring plan to maximize the use of civilian personnel throughout the department
. Establish a Cadet Program as support to department operations and as a development and
recruiting tool
. Maximize grant and funding opportunities related to law enforcement personnel and technologies
that enhance public safety
. Research best practices and industry standards with respect to false alarm reporting and billing
. Research opportunities and funding for improving and locating police facilities and deployment
within the community to meet population growth and increased demands for service
. Develop additional strategies and resources for personnel training and development
. Develop a strategic plan for replacement and upgrade of critical communications and data
technologies (RMS and CAD)
Page 2 of3
"Building a Better Community"
Building Safer Communities
Lead Aeencv: Police Department
.
Title: Strategic Direction - Police Department
.
Obieclives:
In order to measure our effectiveness as an organization a series of objectives and performance
measures will be incorporated into the strategic plan in alignment with city-wide priorities, financial
goals and strategies. These measures will include both the collection of relevant data and statistics, as
well as the use of periodic survey instruments to gauge employee and community perception and
priorities. Although additional objectives and measures will be developed, examples include:
.
Increase the number of community stakeholders and partnerships
Increase the level of regional collaboration with federal, state and local agencies
Expand number of opportunities for community input, involvement and feedback with respect to
crime and safety problems and issues
Increase the level of crime suppression and control strategies that are in place and measurably
effective in reducing crime
Increase the number of organized Neighborhood Watch areas and the level of ongoing meeting
opportunities (Monthly Crime Prevention Meeting)
Create business liaisons and expanded crime prevention efforts involving business
Conduct three (3) Community Police Academies per year
Increase the level of positive and educational news articles and reporting
Expand volunteer services to incorporate an "Ambassador" program in the downtown area
Increase partnerships with services and organizations providing gang intervention and support for
youth activities
Develop award and recognition criteria for external agencies and public partners to enhance and
encourage involvement in public safety programs
Measure trust levels and the level of reporting crime and suspicious activity
Reduce the level of community complaints and associated liability concerns
Increase the levels of opportunity for employee skill development and training
Increase the level of civilian professionals in the organization
.
.
.
.
.
.
.
.
.
.
.
.
.
.
Plan Develooment:-.
The department is in the process of conducting a benchmark study of similar California police agencies to
use as a guide in reviewing programs, resources and strategies. Along with this document, survey
material and documented input from community members, employee focus groups and customer
departments will be incorporated into further development of strategic plan goals and objectives. In
addition, employee workload analyses, crime data, demographic data and future trend analysis will be
incorporated into the planning process. Finally, technology solutions that will increase employee
efficiency and effectiveness, or translate into cost reductions, will be incorporated into the plan.
Timeline
Within 90 days of receiving the Mayor and Common Council's recommendations and priorities a draft
strategic plan will be developed and submitted to the full Council for final approval. Funding needs will
be incorporated into the established budget planning/adoption process.
Recommendation:
That the Mayor and Common Council provide recommendations to be included in a 5 year strategic plan.
Page 3 of3
D. Building a Better Quality
of Life
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../ Neighborhood Services
../ Special Events
../ Arts & Culture
Page 1 of 1
"Building a Better Community"
Building a Better Quality of Life
Name of Proeram: Neighborhood Services Program
Lead Aeencv: City Manager's Office
Team Members: City Manager's Office, Communications Office, Neighborhood Services, Council
Office and Code Enforcement
.
.
Purpose Statement:
The City of San Bernardino Neighborhood Services Program will create services and programs that will
enhance the quality of life for San Bernardino residents. This effort will focus on identifying ways to
improve communication between City Hall and the community.
Proeram Description:
The Neighborhood Services Program will increase resident participation in City acl1vll1es and
governmental affairs. The Program will create and maintain productive relationships between the City and
its citizens through effective and innovative outreach programs including, a strong and
dynamic Neighborhood Advisory Board program, citizen education programs, and the use of systematic
public involvement practices that address community issues and concerns.
Proeram Obiectives:
The Neighborhood Services Program is designed to reach out to neighborhood groups through a variety of
ways including:
. Partner with other City Departments to enhance current service levels
. Forming a team of Neighborhood Outreach Liaisons, equipped to perform administrative tasks for
their assigned Council Members, such as calendars, and respond to requests from the community
. To create Neighborhood Advisory Boards, attended by the Council Liaisons, that will serve to
offer recommendations and opinions on projects in their neighborhoods
. Bond San Bernardino's diverse communities and City government together to facilitate public
participation in local government
. Emphasize partnerships between residents, business owners, elected officials, and City
departments to build and preserve clean and safe neighborhoods
. To decrease the number of citizen complaints before they reach elected official, able to answer a
minimum of 85% of all constituent questions.
. To create a 5 year comprehensive Neighborhood Services strategic plan to serve as an outline for
the new program
Work Plan:
Led by the Manager of Communications, the City Manager's Office has begun drafting a Neighborhood
Services plan aimed at accomplishing each of the program objectives. This plan will encompass the
following:
Work Teams:
The Neighborhood Services program will work with City departments and the City Council, to
create teams focused on strategic outreach, coordination of City services, internal and external
communication, and problem-solving strategies.
Page I of2
"Building a Better Community"
Building a Better Quality of Life
Name of Proeram: Neighborhood Services Program
Lead Aeencv: City Manager's Office
.
.
Work teams will consist of citizen groups, non-profit agencies, thc Economic Development
Agency, City commissions and committees, and all City Departments that playa role in providing
quality services to the residents of San Bernardino.
Obiectives:
Each of the identified teams will have specific and detailed objectives that will encompass one or
more of the projects identified in the program description.
Time/ines:
A timeline for each of those objectives will be established to ensure a productive Neighborhood
Services Program that is consistent with the City Council's priorities, is being developed. A
progress report identifying program specifics will be provided to the Mayor and Council in August
2010.
Recommendation:
That the Mayor and Common Council endorse the Neighborhood Services Program and objectives. Upon
Council approval, staff will move forward on development and creation of the program and a 5 year
strategic plan, consistent with the City Council's identified priorities.
Page 2 of2
"Building a Better Community"
Building a Better Quality of Life
Name of Proflram: Special Events Program
Lead Aflencv: City Manager's Office
Team Members: City Manager's Office, Parks & Recreation, Convention & Visitors Bureau, Economic
Development, Library and Information Technology
.
.
Purpose Statement:
The City of San Bernardino Special Events Committee is dedicated to transforming the City's downtown
corridor, in conjunction with economic development efforts, as a destination city through improved
leisure, recreational and cultural activities.
Proflram Descrivtion:
The Special Events Program is being created to promote the City of San Bernardino, beginning with the
downtown area, as a preferred destination for entertainment and cultural experiences through a variety of
new and existing events and activities that reflect the rich tradition and diversity of the City of San
Bernardino.
In addition to the identification of special events, the following goals will be incorporated into this
program:
. Provide an opportunity for individuals to interactively participate in diverse visual and
performing arts and/or cultural experiences;
. Encourage and promote leisure, recreational and cultural activities that will enhance economic
development in San Bernardino (specifically in the Downtown area);
. Highlight the tradition, pride, and progress of cultural groups that are native to the San
Bernardino community; and
. Showcase and promote San Bernardino venues as viable options for economic and cultural
investments.
Pro(!ram Objectives:
The following are programs/activities/events will be considered during the development of the Special
Events Program to attract greater diversity, and cultural/economic interest in the downtown area:
.
Route 66 with annual car show located within the Carousel Mall
Main Street and Molly's Cafe: Summer Classic Car Cruise
Berdoo Bikes and Blues Rendezvous
Relocation ofCID Harvest Festival
Western Regional Little League - Big League Experience
Cultural events such as Jazz in the Park or on the roof, string quartets at the Lake, strolling
musicians/mariachis, and poetry readings/spoken word, Blues/Jazz Festival in downtown core
Holiday Celebrations - Fourth of July, Veteran's Day, MLK, etc.
Relocation of Market Night from Perris Hill to Downtown area;
Remotes from Market Night promoting vendors and events;
Channel 3 recreation and lifestyle segments;
Taste of San Bernardino - Local Food Vendors and Entertainment;
See Que BuenalCinco De Mayo Event at Seccombe Lake
.
.
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Page I of2
"Building a Better Community"
Building a Better Quality of Life
· Name of Proeram: Special Events
Lead Aeencv: City Manager's Office
.
.
. Relocation of the annual Chili Cook Off from the Orange Show Event Center to Downtown
. Halloween (Haunted House) and other themed events (Costume Contests)
. Court Street Square Ice Rink and Holiday festivities
. Arts and Music Festivals at Court Street Square
. Further access to Arrowhead Credit Union Park to attract entertainment - concerts, adult sports
leagues, High School Championship games, graduations, etc.
. San Bernardino Idol/Talent Show/Battle of the Bands - Court Street Square or California theater
Work Plan:
A Special Events Team began assessing current programming opportunities in the downtown area with
the goal of establishing a framework for coordinating future events. From this effort, it is anticipated that
a strategic plan will be developed which will encompass the following:
Work Teams:
Identifying individuals to serve on cross-departmental teams focus on specific events. These
individuals may come from city departments, partner agencies, and the business and residential
community.
Objectives:
Each of the identified teams will have specific and detailed objectives that will encompass one or
more of the projects or events identified in the program description.
Timelines:
A timeline for each of those objectives will be established to ensure the development of a diverse
special events program that is consistent with the City Council's priorities. An update will be
provided the Mayor and Council in August, 2010. In addition, stringent timelines be developed to
make certain that all functions are in place before the events occur.
Local agencies, with a vested interest in the community, such as the Convention and Visitor's Bureau, the
Chamber of Commerce, the Western Regional Little League, Arrowhead Credit Union Park, the County
of San Bernardino, and the San Manuel Band of Mission Indians will be invited to participate on the
committee. The committee will be a multi agency collaboration by which each organization can depend
on one another for shared resources, expanded programming opportunities and innovative ideas.
Recommendation:
That the Mayor and Common Council endorse the Special Events Program Committee's programs and
objectives. Upon Council approval, staff will move forward on constructing the work teams and
developing a 5 year strategic beautification plan, consistent with the City Council's identified priorities.
Page 2 of2
"Building a Better Community"
Building a Better Quality of Life
Name of PrOflram: Arts and Culture Program
Lead Al!encv: City Manager's Office
Particioants: City Manager's Office, Parks, Recreation and Community Services, Economic
Development Agency, IT, Development Services and Library
.
.
Puroose Statement:
To develop a comprehensive strategy for promoting and establishing arts and culture programs in the City
of San Bernardino.
PrOl!ram Descriotion:
The mission of the City of San Bernardino's Arts and Culture Program is to improve the quality of life in
San Bernardino by increasing our residents' awareness, understanding, appreciation and participation in
the arts. The goal is to infuse arts into al1 facets of San Bernardino society, including: education, religion,
business, social services, public agencies, sports and entertainment.
PrOflram Ob;ectives:
The focus of the Arts and Culture program wil1 be to integrate visual and performing arts and cultural
programs into the day to day activities of San Bernardino, thus providing an enriched quality of life to
residents, businesses and visitors. The objectives of this program include:
. Supporting the Arts; including Art Organizations, non-profits, venues and schools
. Supporting local and regional Professional Arts
. Securing funding and resources to be al10cated to attracting and maintain
. Enhancing the City's image
. Promoting the City's cultural diversity
. Encouraging the business communities involvement in the arts
Work Plan:
The Fine Arts Commission has traditional1y been responsible promoting arts and culture opportunities in
the City. The Commission develops campaigns and reviews financial requirements to make
recommendations to the Mayor and Common Council regarding Arts and Cultural events opportunities.
The proposed Arts and Culture Program will seek to expand that effort with a strategic plan aimed at
accomplishing each of the program objectives. This strategic plan will encompass the fol1owing:
Work Teams:
Individuals wil1 be invited to participate on cross-departmental teams that will identify
opportunities, programs and events that will enhance arts and culture in the City. Teams may
consist of city staff, partner agencies, and the business and residential community.
Obiectives:
Each of the identified teams will have specific and detailed objectives that will result in the
planning of events that will leave a positive, lasting impression on the City's residents.
Timelines:
As programs, events and opportunities are identified, work teams will establish timelines that will
ensure enough time to fundraise, coordinate, and promote the program. The Mayor and Council
wil1 be updated on the progress of this program in October, 2010.
Page 1 of2
"Building a Better Community"
Building a Better Quality of Life
Name of PrOf!ram: Arts and Culture
Lead Al!encv: City Manager's Office
.
.
In addition to the Fine Arts Commission, local agencies with a vested interest in the City's quality of life,
such as the San Bernardino City Unified School District, Cal State San Bernardino and the San Manuel
Band of Mission Indians will be invited to participate in any expanded efforts. These partnerships will be
established with the goal of creating a multi agency collaboration by which each organization can depend
on one another for shared resources and support.
Recommendation:
That the Mayor and Common Council endorse the proposed Arts and Culture programs and objectives.
Upon Council endorsement, staff will move forward constructing the work teams and developing a 5 year
strategic arts and culture plan, consistent with the Mayor and Council's identified priorities.
Page 2 of2
E. Building Communication
1
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"Building a Better Community"
Building Better Communications
Name of Prof!ram: Communications & Outreach Strategy
Team Members: City Manager's Office
Lead Af!encv: City Manager's Office
.
.
Purpose Statement:
The City of San Bernardino Communications Office is dedicated to improving the image of the City of
San Bernardino and flow of information to its constituents through an aggressive communications and
outreach strategy. The goal of the communications strategy is to identify opportunities to share the City's
message and streamline the methods by which those messages are shared.
PrOf!ram Description:
The Communications and Outreach Strategy will play a critical role in improving both the types of
messages delivered to the community and identifying cost effective, yet creative ways to share those
messages. The communications strategy will serve as the framework by which the Communications
Manager will execute methods for providing information internally and externally. The strategy will
effectively streamline communications efforts and ultimately assist the City of San Bernardino in gaining
positive exposure through use of communication tools including media, social media, web and collateral.
Components of the communications strategy will include:
. Assessment of current communications strategies being employed by the City of San Bernardino
. Outreach and needs assessment as defined by City Departments, neighborhood associations,
community and business leaders
. Suggestions for effective communication through tools including website, use of social media
tools, branded collateral materials, and media outreach
. Plan to ensure the City of San Bernardino remains competitive with cities of comparable size in
the types of information it shares and the number of positive stories the media covers
. Creation of a Communications Task Force to provide additional information or suggestions to
improve communications efforts
PrOf!ram Obiectives:
The communications strategy will provide direction on the following:
· Assessment of current communications capabilities/needs
· 5 year plan for effective communication both internally and externally
· Research on cost effective tools that will assist the Communications Department in effectively
sharing the City's message
. Increase the number of positive news stories referencing the City of San Bernardino through press
releases and relationships with the media
. Community outreach plan to exchange information with neighborhood groups
· Outline for partnership with IT to ensure appropriate messages are conveyed through use of
Internet/Intranet, List serves, and social media such as Facebook, Twitter, Y outube
· Address methods for the strategic use of the City's public access station, Ch. 3
. Develop and maintain a city call center, SB Direct, which will assist in simplifying our current
"phone tree" method
. Direction on effective marketing campaigns, branding initiatives
,.."'-
Page 1 of2
"Building a Better Community"
Building Bener Communications
Name of Prof!ram: Communications & Outreach Strategy
Lead Af!encv: City Manager's Office
.
.
Work Plan:
The Communications Office has begun drafting a strategic communications plan aimed at accomplishing
each of the program objectives. This strategic plan will encompass the following:
Work Teams:
Staff has identified individuals within City departments to serve on a communications team. In
addition, the Communications Office will partner with agencies, neighboring cities and the
business and residential community.
Obiectives:
Each of the identified teams will have specific and detailed objectives that will encompass one or
more of the projects identified in the communications strategy.
Timelines:
A timeline for each of those objectives will be established to ensure a communication strategy
consistent with the City Council's priorities, is being developed. The Strategic Plan will be
completed and presented to the Mayor and Common Council in May, 2010.
Additionally, a consistent surveying method should be developed to gauge communication techniques and
community perception of the City of San Bernardino. Surveys will assist the City in effectively conveying
information in a way that is most palatable for its residents.
Part of the communications strategy is to continually monitor the City's communication needs and make
necessary adjustments, particularly in the area of social media where new tools are developed daily.
Recommendation:
That the Mayor and Common Council endorse the Communications and Outreach Strategy. Upon Council
approval, staff will move forward on constructing the appropriate teams and developing a 5 year strategic
communications plan, consistent with the City Council's identified priorities.
Page 2 of2
10. Appendix
APPENDIX
"Reflections of Good
Governance"
Ronald Loveridge, Mayor
City of Riverside
Remarks delivered at the City of San Bernardino's Inaugural
Ceremony on March 1, 2010
Ronald O. Loveridge
E1
March 1,2010
Mayor, City of Riverside
CITY Of
l{j V LRS!l)E
President, National
League of Cities
REFLECTIONS ON GOOD CITY GOVERNANCE:
REMARKS DELIVERED A T CITY OF SAN BERNARDINO'S INA UGURAL CEREMONY
Thank you for the invitation to speak.
My congratulations to Mayor Pat Morris and to the three Council members, Virginia Marquez,
Jason Desjardins, and Frederic Shorett on their election.
My comments today draw on thirty years in elected office and from teaching political science at
UCR since I 965--a long time ago.
Riverside and San Bernardino have much in common. We are the largest cities in each of our
counties. We are the county seats. We each have a large university. And most of all, our
economic fate importantly depends on what happens to the economy of the IE. We have good
reasons to work together for economic recovery, jobs, and infrastructure. Over the years, we
have made an important difference in improving the air quality of Southern California.
Noteworthy, the BNSF rail yard stands out as a critical issue for all of us--I pledge my best
efforts as Mayor of Riverside and as a member of SCAQMD and CARB to work with you to
reduce the health risks for nearby yard residents.
In the 1970's, city councils of Riverside and San Bernardino passed resolutions naming each as a
Sister City. While this terminology now seems quaint, we share the same territory and best hopes
for the future of the Inland Empire.
Mayor Morris asked if I would shar~, some reflections on governance and what chois.s and
opportunities face us as elected officials in major metropolitan cities.
And in 2010, with highest unemployment numbers since the Great Depression, with high
numbers of foreclosures, with continuing loss of revenues--sales and property tax, and with the
State of CA looking to take local funds, we have much work to do. It is not a time for business of
usual.
I should emphasize that jobs and economic recovery are the highest priority of mayors and
councils across the United States. It is the first and central call of the National League of Cities
and U.S. Conference of Mayors.
1
After 22 years as editor of Governing Magazine, Alan Ehrenhalt wrote in February a final
column titled "Taking Stock". He points out that the spirit of optimism and innovation has
moved from the states to cities. In brief, cities are now where the action is. We have become the
policy laboratories.
We are also the wealth of nations. We are where quality of life is experienced and where
economic development takes place.
Let me quickly share important ten ideas.
First, four concepts have framed my approach and tenure as Mayor of Riverside.
I) Identify and understand your major assets. Use them. Plan a future around them.
In one of the first speeches I heard as an elected official, James Rouse, a visionary urban planner
and developer, explained, "Every city...has resources that are not being used to fulfill their
potential. By identifying that potential and organizing the pieces in relationship to one another in
a constructive, interactive way, a new life can be created in that city."
2) Invent your future.
At an economic development conference I attended in Dallas, I heard Joel Garreau, author of
Edge Cities, answer the question of how/why a city can compete, to be a successful place for
growth and prosperity. He said there is nothing guaranteed. Cities must go out and invent their
future.
3) Compete in the global marketplace.
We all compete in the global marketplace, where "best in the world" products are selected.
Harvard economist, Rosabeth Moss Kanter, writes in "World Class: Thriving Locally in a Global
Economy": "An action agenda for cities starts with core strengths as the foundation for a global
vision, a vision that embodies the opportunities of a new century and builds bridges to help
people to reach them."
~
4) Foster social capital.
One book I strongly recommend is Harvard Political Scientist Robert Putnam's "Bowling Alone:
The Collapse and Revival of American Community." It centers on social capital--face-to-face
networks, and norms of trust and reciprocity. Putnam explains the importance of social capital to
the success of a city, its economy, neighborhoods and schools. His basic argument is that the
higher the level of social capital, the more successful the city.
Stepping back, why are we here as elected official? In my view, we need to make a difference.
We need to make our cities a better place to live and to do business. This is our time! The
question is how?
2
5) Set personal and policy goals.
You know the expression, "If you don't know where you are going, any path will get you there."
Without goals, elected officials become the victims of events. The next demand, the next crisis
controls the agenda.
Each year, I set goals for the coming I 2 months. They offer a policy and political agenda for
making a difference.
6) Strive toward partnership and teamwork with mayor, colleagues, and administrators.
Across cities, study after study concludes that success depends on effective teamwork.
In a book I wrote over forty years ago, "City Managers in Legislative Politics", I stressed that
"city councils should see the manager as a policy partner and not as rival or servant."
Now after 30 years in elected city office, I would emphasize and reinforce the same point of
partnership.
7) Collaboration is necessary, inside and especially outside city hall.
Success depends on successful connections, partnering outside of City Hall. Put together your
own check list of connections and partnerships.
As cities, and especially as local elected officials, we must go beyond defending turf. We can do
better, and more, in crossing boundaries, in setting up partnerships. We need to collaborate by
crossing boundaries outside of City Hall.
The context and circumstances in which we govern have changed. For success, we will have to
put more emphasis on crossing boundaries, connecting, partnering, and collaborating. To be a
successful city, elected officials must increasingly invest themselves in work outside of City
Hall. We must reach out and learn to do it even better and then reach out even more.
8) Envision a good city.
~
There many visions of a good city. Directions need to be identified, especially in terms of
economic development, quality oflife, and building an inclusive community.
Successful cities must have a good economic strategic plan. I take pride in Riverside's recently
adopted, "Seizing our Destiny: An Agenda for an Innovative Future." It is the best such plan in
the history of the City. It was inspired and led by David Stewart, Dean of UCR's Graduate
School of Management. It is based on the premise that increasing the quality of life enhances
smart growth, encourages innovation, positions Riverside as the city of choice, and perhaps most
importantly, attracts good businesses and good jobs.
3
9) Work together as a Council.
As Mayor, I take pride in many Riverside successes; they center on downtown. being a safe city,
a retail and employment center, and a city of diverse and vibrant neighborhoods. Equally
important, I take pride in what we call SmartRiverside, Riverside Renaissance, Clean and Green,
and Arts & Innovation.
These successes are not accidental achievements. Why did they happen? Central answers include
leadership, political and civic. Most major success stories are centered on political will, formed
and supported and sustained by a city council that practices civility, team work, and respect. And
it includes a willingness of council members to look ahead, to focus on the big picture.
10) Finally, our success as a city, our ability to make a difference will depend on stopping the
state from taking our local funding. I strongly support the League of CA Cities ballot measure
for this November, and I would ask that you likewise endorse and campaign for its passage.
Thanks for your attention, and God speed for what you do in making San Bernardino a better city
in which to live and to do business.
Let me close with the words of Joseph Riley, long time mayor of Charleston, South Carolina:
"Work Hard, Catch Hell, Make a Difference!"
..."
4
City of Albany
City Council Code of Ethics
CITY OF ALBANY, CALIFORNIA
CITY COUNCIL CODE OF ETHICS
I. City Policies
Stand behind the City's spokesperson (generally the Mayor and/or City Administrator)
and leadership. Press releases should be from the Council, about the Councilor regarding
a Council consensus. However, minority opinions and viewpoints should be honored.
Individuals may speak individually, but should note that they are speaking on their own
behalf.
2. Build Teamwork
Be open with ideas, feelings and attitudes. Seek and gain an honest evaluation of your
ideas and recruit assistance in implementing them.
3. Show Respect, Effective Communication and Leadership
Respect your colleagues. For criticism to be effective it is best to be constructive.
Embarrassing a colleague or staff in public will likely be counter-productive. Follow
legitimate channels of communications with the staff. Remember that staff performance
is a reflection of your leadership abilities; work together.
3. Try to Reach Decisions by Consensus
Better decisions can be made by a level of consensus. Openly voice your individual goals
and work to draft a solution to meet the largest number of those goals.
4. Value Your Vote
You were elected to express your opinIons by voting on matters. Vote with your
constituency and your conscience in mind. If there are conflicting goals, vote for the
higher purpose. If you have a conflict of interest, abstain from voting.
5. Give Political Assent
Accept the results ofa Council vote and an election. Respect the decision of the group.
6. Respect Non-Partisanship
The strength oflocal government in California is that it is non-partisan; be dedicated to
the preservation of this system.
7. Brown Act
Be forthright in the City Council's support and adherence to the Brown Act.
CITY COUNCIL RULES OF CONDUCT POLICY
I. City Councilmembers shall not interfere with the powers and duties of the City
Administrator.
a. City Council members shall not attempt to interfere with the internal operations
of any City department.
b. The Citv Council, as a body and individually, will exercIse its authority in
personnel matters through the City Administrator.
c. City Councilmembers shall not enter the unoccupied offices or unattended files
of any City employee without the express consent of the City Administrator.
2. City Councilmembers shall keep confidential such matters as are properly before the
City Council in Executive Session.
3. City Councilmembers shall not make any statement that s/he is representing official
policy of the entire City Council unless the statement has been approved by the City
Council.
4. City Councilmembers shall not attempt to usurp the independent judgment and
function of employees.
5. City Councilmembers shall permit Committees, Boards and Commissions to function
independently so that recommendations coming from such Boards and Commissions
reflect the thinking of the appointed members.
6. The City Administrator shall report to the City Council any violations of the above
rules which come to his/her attention
City of Atascadero
Council Norms and Procedures
(2007)
CITY OF ATASCADERO
COUNCIL NORMS AND PROCEDURES (2007),
GENERAL
. To take courageous action when necessary to keep the City of Atascadero a well
run, well managed innovative City.
. Council provides leadership and participates in regional, state and national
programs and meetings.
. Council looks to commissions and committees for independent advice.
. Other community leaders are consulted in the decision making process when
appropriate.
. There is extensive citizen participation and work on City programs and
documents.
. There are numerous meetings, other than regular council meetings.
. We stress training for staff, council, and commission members.
. Council Members will inform the City Manager's Administrative Assistant when
they will be out of town as early as possible and it will be put on the Council
Calendar.
. Council Members get the same information as much as possible: citizen
complaints, letters, background, etc.
. Council Members will determine which specific commission packets they want to
receive.
. Use technology to improve information flow and communications.
. Return unwanted reports and documents to staff for distributing to the public or
for recycling.
Council Norms and Procedures (2007)
Page 2 of 8
COUNCIL VALUES
. The Council and City Manager are a participatory team.
. The Council values high energy, open minded ness, and achievement orientation.
. Council Members will care and have respect for each other as individuals.
. Council Members will be straightforward; with no hidden agendas.
. The City Council values humor.
. Traditions are respected, but not binding.
COUNCIL INTERACTION AND COMMUNICATION
. Individuals are responsible to initiate resolution of problems A.SAP. and not let
them fester.
. City Council will not direct cheap shots at each other during public meetings, in
the press, or any other place/time.
. Relationships are informal, but not casual in public [beware of impact on, and
perception of, public].
. Council Members will be flexible in covering for each other.
. Substantive Council/Manager items are to receive advance notice and public
notification.
. Council Committees:
Committee areas belong to the whole Council; they are not seen as territorial.
Committees are responsible to keep rest of Council informed, and other
members are responsible for letting committee know if they want more
information or to give input.
Before committees start moving in new direction, they will get direction from
the rest of Council.
Council Norms and Procedures (2007)
Page 3 ot8
Committee reports will be made under Council Reports, when appropriate.
Committee summaries will be sent on an interim basis to update other
Council Members on:
o Issues being discussed
o Options being considered
o Progress
. Council and committees will give clear and focused direction as early as
possible.
COUNCIL INTERACTION AND COMMUNICATION WITH STAFF
City ManaQer
. Council Members should always feel free to go to the City Manager
. When a Council Member is unhappy about a department, he/she should always
talk it over with the City Manager and/or the Assistant City Manager - not the
department head.
. Concerns about a department head must be taken to the City Manager only.
. Critical information will be passed to all City Council Members by appropriate
personnel.
. The Council will provide ongoing feedback, information, and perceptions to the
City Manager, including some response to written communications requesting
feedback.
. The City Manager or the Assistant City Manager deals with issues that cross
department boundaries.
Staff in General
. Council can talk with department heads if asking for information, assistance or
follow up.
Council Norms and Procedures (2007)
Page 4 of 8
. Council will always be informed by staff when an unusual event occurs that the
public would be concerned about, i.e., anyone wounded by gunfire, area
cordoned off by police or fire, etc.
. The Council and staff will not blind side each other in public; if there is an issue
or a question a Council Member has on an agenda item, that member will contact
staff prior to the meeting.
City Attorney
. Contract Attorney will routinely forward relevant new legislation to the City
Council.
. City Attorney shall be pro-active with Council, Manager and Staff when and
where appropriate.
. City Attorney to regularly consult with Council on items of concern on upcoming
agenda at the earliest time possible.
. City Attorney will track Commissions' actions, agenda of City Council and
committees for needed input.
. City Attorney to pro-actively inform and protect City Council Members from
potential violations and conflicts.
COUNCIL OPTIONS FOR KEEPING INFORMED
. Read Commission Minutes in order to find out what is being worked on.
. Read documents on Planning items.
. City Manager will discuss future Agenda topics with Council Members.
. Council members will do their homework.
. There is extensive use of staff and commission reports, and commission
minutes.
Council Norms and Procedures (2007)
Page 5 of 8
MA VOR SELECTION
. Council follows Resolution 2006-084 concerning Mayor/Mayor Pro Tem
selection. (Attached)
MA VOR'S ROLE
. Each Mayor is unique; the role is defined by the person, based on that person's
style.
. The Mayor is the spokesperson for the City.
. The Mayor will inform the Council of any informal correspondence sent out to
anyone in relation to City business - use e-mail whenever possible.
. The Mayor communicates with Commission Chairs.
CITIZEN COMPLAINTS
. Staff will attach their response to the copy of the letter received when sending to
Council.
. By City Manager discretion, Council will be informed of significant, urgent and
repetitive complaints.
. Staff will draft a copy of responses for Council to use; letters over Council
signatures checked out with signatory.
. Council should not attempt to fix Citizens' problems on their own; it will be
referred to the City Manager.
. Responses to citizens are customized.
. Copies of responses to be included in individual packets.
. If a Council Member wants action based on a citizen's complaint, they should go
through the City Manager's office to ensure it gets into the tracking system.
Council Norms and Procedures (2007)
Page 6 of 8
. The level of detail in written responses will be selective.
. Generally, communications are acknowledged with discretion.
PUBLIC MEETINGS
. City Manager sets the Agenda for regular City Council meetings - per the
Ordinance
. Public comment shall be received on all action items.
. Any Council Member can place an item on the agenda under Council
Announcements and Reports.
. City Council members will treat everyone equally and with courtesy.
. Corrections to minutes are passed to the City Clerk before the meeting.
. Each member may share his/her views about the issue and the reasons for
his/her vote.
. Consent Calendar
There is judicious use of the Consent Calendar, such as minutes, routine City
business, and things already approved in the budget.
If a Council Member has a question on a Consent Calendar item for their
information only, they are to ask staff ahead of time, rather than having it
pulled off for discussion during the meeting.
Staff is prepared to report on every agenda item.
. Public Comment
Procedure will include: Staff Report, questions from Council, applicant report,
public comment, close Public Hearing, any staff response, and bring item
back to Council for discussion.
Once public comment is closed, further public input will not be allowed unless
re-opened by Mayor.
Council Norms and Procedures (2007)
Page 7 of 8
Applicant's comments shall be limited to a reasonable time.
Public comments shall be limited to 5 minutes per speaker; per Municipal
Code.
It is acceptable to ask questions of a speaker for clarification.
Each speaker will be thanked.
Council will not respond until all public comment has been reviewed.
Mayor allows other members to speak first and then gives his/her views and
summarizes.
. VotinQ
Everyone speaks before a motion.
Attempts will be made to get consensus on significant policy issues.
Department heads will generally attend every meeting; other staff attendance
at Council meetings is at the City Manager's discretion.
Council Member discussions will not be redundant if they concur with what
has already been said.
. Closed Session
Council will get written reports for Closed Session items as much as possible;
these reports are to be turned in at the end of the meeting.
City Manager will ask for pre-meeting closed sessions if it will save the City
money (due to consultant fees, etc.); to be held no earlier than 5:00 p.m.
No violation of Closed Session confidentiality.
. Special MeetinQs
Special meetings may be called by Mayor, or a majority of the Council,
pursuant to the Brown Act.
Council Norms and Procedures (2007)
Page 8 of8
MUNICIPAL ELECTIONS
. Will be discussed during Election Reform
COMMISSIONS
. Problem solving issues with commissions will be done as much as possible with
chairs and vice chairs.
. Commission chairs meet quarterly with the Mayor and Mayor Pro Tem to provide
feedback and be kept informed.
· Commission needs:
To know Council vision, community vision, and General Plan 2025
Understanding of their roles and authority.
To know annual prioritized goals of the City Council.
All commissioners receive an annual training.
· Criteria for commissioner for re-appointment (and in extreme cases, removal)
shall include:
Issues of conflicts of interest.
Attendance (missing two meetings without excuse).
Support of General Plan.
Respect for staff/public.
Working for community versus personal purposes.
City of Fairfield
Code of Conduct
CITY OF FAIRFIELD
CODE OF CONDUCT
for members of City Council and Commissions
Preamble
The residents and businesses of Fairfield are entitled to have fair, ethical and accountable local
govemment, which has earned the public's full confidence for integrity. The effective
functioning of democratic government therefore requires that:
. Public officials, both elected and appointed, comply with both the letter and spirit
ofthe laws and policies affecting the operations of government;
. Public officials be independent, impartial and fair in their judgment and actions;
. Public office be used for the public good, not for personal gain; and
. Public deliberations and processes be conducted openly, unless legally
confidential, in an atmosphere of respect and civility.
To this end, the Fairfield City Council has adopted a Code of Conduct for members lofthe City
Council and the City's commissions to assure public confidence in the integrity oflocal
government and its effective and fair operation.
1 For ease of reference in the Code of Conduct, the term "member" refers to any member of the Fairfield City
Councilor any of the City's commissions established by the City Council.
! 1245.0001\869875vl
City of Fairfield Code of Conduct
Page 2 of5
1. Act in the Puhlic Interest
Recognizing that stewardship of the public interest must be their primary concern,
members will work for the cornmon good of the people of Fairfield and not for any
private or personal interest, and they will assure fair and equal treatment of all persons,
claims and transactions coming before the City Council and the City's commissions.
2. Comply with the Law
Members shall comply with the laws of the federal government, the State of California
and the City of Fairfield in the performance of their public duties. These laws include,
but are not limited to: the United States and California constitutions; the City Code; laws
pertaining to conflicts of interest, election campaigns, financial disclosures, employer
responsibilities, and open processes of government; and City ordinances and policies.
3. Couduct of Memhers
The professional and personal conduct of members must be above reproach and avoid
even the appearance of impropriety. Members shall refrain from abusive conduct,
personal charges or verbal attacks upon the character or motives of other members of the
Council and commissions, the staff or the public.
4. Respect for Process
Members shall perform their duties in accordance with the processes and rules of order
established by the City Council and commissions governing the deliberation of public
policy issues, the involvement of the public, and the implementation of policy
decisions of the City Council by City staff.
5. Conduct of Public Meetings
Members shall prepare themselves for public issues; listen courteously and attentively to
all public discussions before the body; and focus on the business at hand. They shall
refrain from interrupting other speakers; making personal comments not germane to the
business of the body; or otherwise interfering with the orderly conduct of meetings.
6. Decisions Based on Merit
Members shall base their decisions on the merits and substance of the matter at hand,
rather than on unrelated considerations.
11245.0001 \869875vl
City of Fairfield Code of Conduct
Page 3 of5
7. Communication
Members shall publicly share substantive information that is relevant to a matter under
consideration by the Councilor commissions, which they may have received from
sources outside of the public decision-making process.
8. Conflict ofInterest
In order to assure their independence and impartiality on behalf of the common good,
members shall not use their official positions to influence government decisions in which
they have a material financial interest, or where they have an organizational
responsibility or personal relationship, which may give the appearance of a conflict of
interest.
9. Gifts and Favors
Members shall not take any special advantage of services or opportunities for personal
gain, by virtue of their public office, that are not available to the public in general. They
shall refrain from accepting any gifts, favors or promises of future benefits which might
compromise their independence of judgment or action or give the appearance of being
compromised.
10. Confidential Information
Members shall respect the confidentiality of information concerning the property,
personnel or affairs of the City. They shall neither disclose confidential information
without proper legal authorization, nor use such information to advance their personal,
financial or other private interest.
11. Use of Public Resources
Members shall not use public resources not available to the public in general, such as
City staff time, equipment, supplies or facilities, for private gain or personal purposes.
12. Representation of Private Interests
In keeping with their role as stewards of the public interest, members of the Council shall
not appear on behalf of the private interests of third parties before the Councilor any
commissions or proceedings of the City, nor shall members of commissions appear
before their own bodies or before the Council on behalf of the private interests ofthird
parties on matters related to the areas of service of their bodies.
] ] 245.000 I \869875v]
City of Fairfield Code of Conduct
Page 4 of 5
13. Advocacy
Members shall represent the official policies or positions of the City Councilor
commissions to the best of their ability when designated as delegates for their purpose.
When presenting their individual opinions and positions, members shall explicitly state
they do not represent their body or the City of Fairfield, nor will they allow the inference
that they do.
14. Policy Role of Members
Members shall respect and adhere to the council-manager structure of city government as
provided by state law and the City Code. In this structure, the City Council determines
the policies of the City with the advice, information and analysis provided by the public,
commissions, and City staff.
Members therefore shall not interfere with the administrative functions of the City or the
professional duties of City staff; nor shall they impair the ability of staff to implement
Council policy decisions.
15. Independence of Boards and Commissions
Because of the value of the independent advice of commissions to the public decision-
making process, members of Council shall refrain from using their position to unduly
influence the deliberations or outcomes of commission proceedings.
16. Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place
environment for City employees and for residents and businesses dealing with the City.
Members shall recognize their special role in dealings with City employees to in no way
create the perception of inappropriate direction to staff.
17. Implementation
As an expression of the standards of conduct for members expected by the City, this
Code of Conduct is intended to be self-enforcing. It therefore becomes most effective
when members are thoroughly familiar with it and embrace its provisions.
For this reason, ethical standards shall be included in the regular orientations for
candidates for City Council, applicants to commissions, and newly elected and appointed
officials. Members entering office shall sign a statement affirming that they read and
understand the City of Fairfield Code of Conduct.
11245.0001\869875vl
City of Fairfield Code of Conduct
Page 5 of5
18. Compliance and Enforcement
The Fairfield Code of Conduct expresses standards of ethical conduct expected for
members of the City Council and commissions. Members themselves have the primary
responsibility to assure that ethical standards are understood and met, and that the public
can continue to have full confidence in the integrity of government.
The chairs of commissions and the Mayor have the additional responsibility to intervene
when actions of members that appear to be in violation the Code of Conduct are brought
to their attention.
The City Council may impose sanctions on members whose conduct does not comply
with the City's ethical standards, such as reprimand, formal censure, loss of seniority or
committee assignment, or budget restriction. The City Council also may remove
members of commissions from office.
A violation of this Code of Conduct shall not be considered a basis for challenging the
validity of a Councilor commission decision.
11245.0001\869875v1
"
City of Laguna Woods
Administrative Policy 1.2
Council Meetings - Rules of Decorum
"
CITY OF LAGUNA WOODS
ADMINISTRATIVE POLICY 1.2
COUNCIL MEETINGS - RULES OF DECORUM
1.2.01 To insure that government is conducted in the City of Laguna
Woods in an orderly, fair and open way, and that the rights of the people to
speak and be heard on matters of public interest are protected.
1.2.02 ROLE OF THE MAYOR
The Mayor is the presiding officer at all City Council meetings. The Mayor
shall require that all comments be directed to the Mayor and cross talk
between Councilmembers or with the public shall be ruled out of order. In
the Mayor's absence, the Mayor Pro Tern shall be the presiding officer at
City Council meetings.
1.2.03 RULES OF DECORUM FOR COUNCILMEMBERS
A. While the City Council is in session, all Councilmembers shall
preserve order and decorum. No Councilmember shall delay or
interrupt the proceedings of the Councilor disturb any member
while he or she is speaking.
B. Discussion by Councilmembers must relate to the subject matter
at hand and shall be relevant and pertinent to allow for the
expeditious disposition and resolution of the business before the
City Council.
C. Councilmembers shall not engage in any indecorous, abusive or
vulgar language and shall avoid personal attacks on any other
member of the City Council, staff or the public; nor shall they
publicly impugn the integrity, honesty or motives of such
individuals.
D. Once recognized by the Mayor, a Councilmember shall not be
interrupted when speaking unless called to order by the Mayor,
unless a point of order or personal privilege is raised by another
3. The purpose of addressing the Council is to formally
communicate to the Council on matters relating to City
business or citizen concerns. Persons addressing the Council
on an agenda item shall confine the subject matter of their
remarks to the particular matter before the Council.
4. Each person addressing the City Council shall do so in an
orderly manner and shall not engage in any conduct that
disrupts, disturbs or otherwise impedes the orderly conduct of
the Council meeting. Any person who so disrupts the meeting
shall be subject to ejection from that meeting by the Mayor or
a majority of the members of the City Council.
5. Persons addressing the City Council shall address the Council
as a whole and shall not engage in a dialogue with individual
Councilmembers, City staff or members of the audience.
1.2.05 RULES OF ORDER FOR CITY COUNCIL MEETINGS
The City Council shall conduct business by motion in accordance with the
following rules of order.
A. Obtaining the Floor: Any Councilmember wishing to speak must
first obtain the floor by being recognized by the Mayor. The
Mayor must recognize any Councilmember who seeks the floor
when appropriately entitled to do so. Councilmembers shall
confine remarks to the question under debate.
B. Time Limits: Time limits on motions, agenda items and items
added on a subsequent need basis are as follows: Any member of
the public who wishes to address the City Council and has
submitted a "request to speak" form to the City Clerk before that
item is called by the Mayor shall be given three (3) minutes to
speak. The Mayor, without objection from the Council, may
extend the three (3) minute time limit at his or her discretion.
Members of the City Council shall be given six (6) minutes to
speak on any item. The Mayor, without objection from the
Council, may extend this limit at his or her discretion.
3
2. The City Manager and/or City Attorney determine that
the facts or legality of the issue(s) has changed to the
extent that reconsideration is warranted.
3. A member of the voting majority at the time the action
was taken, requests reconsideration.
F. Procedural Rules of Order. Once the main motion is properly
placed on the floor, several related motions may be employed in
addressing the main motion and, if properly made and seconded,
must be disposed of before the main motion can be acted upon.
The following motions are appropriate and may be made by the
Mayor or any Councilmember at any appropriate time during the
discussion of the main action. They are listed in order of
precedence. The first three subsidiary motions are not debatable;
the last three are debatable.
I. Subsidiary Motions
a. Motion to Lay on the Table/or Postpone. Any
Councilmember may move to lay the matter under
discussion on the table. This motion suspends any
further discussion of the pending motion without
setting a time certain to resume debate. In order to
bring the matter back before the City Council, a
motion must be adopted that the matter be taken
from the table at the same meeting at which it was
placed on the table. Otherwise the motion that
was tabled dies, although it can be raised later as a
new motion, if the matter is properly noticed on
the agenda. The motion requires a second and a
majority of the quorum present to pass.
b. Motion on Previous Question. Any
Councilmember may move to immediately bring
the question being debated by the Council to a
vote, suspending any further debate. The motion
must be made and seconded without interrupting
5
2. Motions of Privilege, Order and Convenience. The
following actions by the Council are to ensure orderly
conduct of meetings and for the convenience of the
Mayor and Councilmembers. These motions take
precedence over any pending main or subsidiary motion
and may be debated except as noted.
a. Call for Orders of the Day. Any Councilmember
may demand that the agenda be followed in the
order stated therein. No second is required and the
Mayor must comply unless the Council, by
majority vote, sets aside the agenda order of the
day. This motion is not debatable.
b. Question of Personal Privilege. The right of a
Councilmember to address the Council on a
question of personal privilege shall be limited to
cases in which that Councilmember's integrity,
character or motives are questioned, or where the
welfare of the City Council is concerned. Any
Councilmember raising a point of personal
privilege may interrupt another Councilmember
who has the floor only if the Mayor recognizes the
privilege. The validity of a specific question of
privilege is ruled on by the Mayor.
c. Recess. Any Councilmember may move for a
recess. No second is required and the Mayor must
comply unless the Council, by majority vote, sets
aside the motion.
d. Adjourn. Any Councilmember may move to
adjourn at any time even if there is business
pending. The motion requires a second and a
majority vote of the quorum present is required to
pass. The motion is not debatable.
e. Point of Order. Any Councilmember may require
the Mayor to enforce the rules of the Council by
7
the action to rescind, repeal or annul complies
with all the rules applicable to the initial adoption,
including any special voting or notice
requirements or unless otherwise specified by law.
k. Point of Clarification. Any Councilmember may
request clarification of the action taken or to be
taken on a matter.
1. Roberts Rules of Order. These Rules of Decorum
and Rules of Order for the Conduct of City
Council Meetings are intended to be the rules
under which the City Council operates on a
regular basis. Any issue that arises that has not
been contemplated by these rules shall be
governed by the most current versions of Roberts
Rules of Order or by such other protocols and
rules of order as the Council may adopt.
1.2.06 ENFORCEMENT
A. Upon a violation of the rules of decorum established herein the
procedure to enforce the rules is as follows:
1. Warning. The Mayor shall first request that a person
who is violating the rules cease such conduct. If, after
receiving a request from the Mayor, the person persists
in violating these rules, the Mayor shall have the
authority to order the person ejected from the meeting
and/or cited in violation of Penal Code Section 403.
2. Clearing the Room. If any meeting is willfully
interrupted by a group or groups of persons so that
orderly conduct of such meeting is unfeasible and order
cannot be restored by the removal of the individuals
who are willfully interrupting the meeting, the meeting
room may be ordered cleared by the Mayor or a
majority of the members of the City Council, and the
meeting shall continue in session. Only matters
9
"
City of La Palma
Council Policy
"
CITY OF LA PALMA
COUNCIL POLICY
NUMBER: 30
DATE ADOPTED/AMENDED: August 16,2005
SUBJECT: Council Norms
POLICY:
General
I. The City Council norms are intended to guide City Council, City Manager and
staff behavior, to promote a positive, productive, effective organization and to
inspire public trust in the City of La Palma and the services it provides.
2. The City Manager is responsible for holding the staff accountable for adherence to
the City Council norms.
3. The City Council is responsible for holding each other accountable for adherence
to the City Council norms.
Council Interaction and Communication
I. Public confidence in the City of La Palma depends on the behaviors and
interactions of its elected leaders. City Councilmembers shall strive to show
courtesy and respect for one another in all public settings.
2. Council members will be flexible in covering for each other, and explain each
other's absences to the public when appropriate.
3. Council Sub-committees:
a. The Mayor shall make appointments to City Council subcommittees, after
determining individual Councilmember interest.
b. Subcommittees are responsible for keeping the rest of Council informed; other
Councilmembers are responsible for letting subcommittee members know if
they want more information
c. Subcommittee members will refrain from giving mixed direction to staff.
When there is a disagreement between Subcommittee members, staff will be
excused from the discussion or from implementing direction until such time as
the disagreement has been resolved.
Council Policy No. 30
Council Norms
Page 2
Communication with the City Manaeer and Staff
1. In general. Council members should call the City Manager before going to the
Department Directors. Councilmembers should always go through the City
Manager to direct staff to do research on items. The City Council may go to the
Department Directors for answers to simple questions.
') When City Council members email Department Directors or staff for information,
they should copy the City Manager as a courtesy.
3. Department Directors and staff will keep the City Manager informed of any
communication with City Councilmembers.
4. When a Council member is unhappy with or has concerns about a City employee,
they shall discuss it directly with the City Manager.
5. The City Manager or their designee shall inform the City Council whenever an
unusual event occurs that the public would be concerned about, i.e., anyone
wounded by gunfire, area cordoned off by police or fire, significant emergency
event, etc.
6. The City Council, City Manager and staff shall not blindside each other in public.
7. The City Council shall not criticize staff in public.
8. The Council should refer citizen complaints to staff and give them adequate time
to respond. Staff will report back to the City Council through the City Manager
on the resolution of citizen complaints that have been forwarded to them by a
Councilmember. When a citizen requests a written response to their complaint,
staff will assist the Mayor or City Councilmember in drafting an appropriate
response.
9. Answers to an individual City Council member's inquiry will be shared with all of
the Council members through the City Manager's Weekly Report.
Council Preparation
1. Councilmembers shall do their homework and make an effort to be prepared.
2. The City Manager will periodically publish a list of upcoming issues and agenda
items in the Weekly Report.
3. Staff will make every effort to provide large staff reports or "white papers" on
complex issues to the City Council in advance of the printing of the official
agenda.
Council Policy No. 30
Council Norms
Page 3
BACKGROUND:
The purpose of the document is to establish in writing a set of norms that the City
Council, City Manager and staff will strive to abide by in their interactions with each
other and with the public. In August 2005 this policy was established to replace prior
versions, and was based on items agreed upon at a City Council Team Building and Goal
Setting Retreat held in January 2005. Other policies that were contained in the old
version (such as the "Role of Mayor," and "Public Meetings and Meeting Agendas" are
now reflected in new. stand-alone policies.
City of Palo Alto
Council Protocols
"
\
CITY OF PALO ALTO COUNCIL PROTOCOLS
(Updated 12.05.05)
All Council Members
All members of the City Council, including those serving as Mayor and Vice Mayor, have
equal votes. No Council Member has more power than any other Council Member, and
all should be treated with equal respect.
All Council Members should:
. Demonstrate honesty and integrity in every action and statement
. Comply with both the letter and spirit of the laws and policies affecting the operation
operations of government.
. Serve as a model of leadership and civility to the community
. Inspire public confidence in Palo Alto government
. Work for the common good, not personal interest
. Prepare in advance of Council meetings and be familiar with issues on the agenda
. Fully participate in City Council meetings and other public forums while
demonstrating respect, kindness, consideration, and courtesy to others
. Participate in scheduled activities to increase Council effectiveness
. Review Council procedures, such as these Council Protocols, at least annually
. Represent the City at ceremonial functions at the request of the Mayor
. Be responsible for the highest standards of respect, civility and honesty in ensuring
the effective maintenance of intergovernmental relations
. Respect the proper roles of elected officials and City staff in ensuring open and
effective government
. Provide contact information to the City Clerk in case an emergency or urgent
situation arises while the Council Member is out of town
Council Conduct with One Another
Councils are composed of individuals with a wide variety of backgrounds, personalities,
values, opinions, and goals. Despite this diversity, all have chosen to serve in public
office in order to improve the quality of life in the community. In all cases, this common
goal should be acknowledged even as Council may "agree to disagree" on contentious
issues.
In Public Meetinos
. Use formal titles. The Council should refer to one another formally during Council
meetings as Mayor, Vice Mayor or Council Member followed by the individual's last
name.
.
Practice civility and decorum in discussions and debate. Difficult questions, tough
challenges to a particular point of view, and criticism of ideas and information are
legitimate elements of a free democracy in action. Be respectful of diverse opinions.
.
Honor the role of the presidino officer in maintainino order and eouitv. Respect the
Chair's efforts to focus discussion on current agenda items. Objections to the Chair's
actions should be voiced politely and with reason, following the parliamentary
procedures outlined in the City Council Procedural Rules.
.
Demonstrate effective problem-solvino approaches. Council Members have a public
stage to show how individuals with disparate points of view can find common ground
and seek a compromise that benefits the community as a whole. Council Members
are role models for residents, business people and other stakeholders involved in
public debate.
. Be respectful of other people's time. Stay focused and act efficiently during public
meetings.
In Private Encounters
. Treat others as vou would like to be treated. Ask yourself how you would like to be
treated in similar circumstances, and then treat the other person that way.
Council Conduct with City Staff
The key provisions on Council-staff relations found in section 2.04.170 of the Palo Alto
Municipal Code:
"Neither the council nor any of its committees or members shall direct, request or
attempt to influence, either directly or indirectly, the appointment of any person to office
or employment by the city manager or in any manner interfere with the city manager or
prevent the city manager from exercising individual judgment in the appointment of
officers and employees in the administrative service. Except for the purpose of inquiry,
the council and its members shall deal with the administrative service solely through the
city manager, and neither the council nor any member thereof shall give orders to any of
the subordinates of the city manager, either publicly or privately. "
Governance of a City relies on the cooperative efforts of elected officials, who set policy,
and City staff, which analyze problems and issues, make recommendations, and
implement and administer the Council's policies. Therefore, every effort should be made
to be cooperative and show mutual respect for the contributions made by each individual
for the good of the community.
. Treat all staff as professionals. Clear, honest communication that respects the
abilities, experience, and dignity of each individual is expected. As with your Council
colleagues, practice civility and decorum in all interactions with City staff.
2
. Channel communications throuqh the aoorooriate senior City staff. Questions of City
staff should be directed onlv to the City Manager, Assistant City Manager, City
Attorney, City Clerk, Assistant City Clerk, City Auditor, Senior Assistant City
Attorneys, or Department Heads. The Office of the City Manager should be copied
on any request to Department Heads. Council Members should not set up meetings
with department staff directly, but work through Department Heads, who will attend
any meetings with Council Members. When in doubt about what staff contact is
appropriate, Council Members should ask the City Manager for direction. However,
nothing in these protocols is intended to hinder the access Council-appointed
liaisons (e.g. to the San Francisquito JPA or NCPA) may require in order to fulfill
their unique responsibilities.
. In order to facilitate ooen qovernment. all Council Members should make decisions
with the same information from staff on aqendized or soon-to-be aqendized items
(i.e. items on the tentative agenda or in a Council Committee).
. Never oubliclv criticize an individual emolovee. includinq Council-Aooointed Officers.
Criticism is differentiated from questioning facts or the opinion of staff. All critical
comments about staff performance should only be made to the City Manager through
private correspondence or conversation. Comments about staff in the office of the
City Attorney, City Auditor or City Clerk should be made directly to these CAOs
through private correspondence or conversation~
. Do not qet involved in administrative functions. Avoid any staff interactions that may
be construed as trying to shape staff recommendations. Council Members shall
refrain from coercing staff in making recommendations to the Council as a whole.
. Be cautious in reoresentinq City oositions on issues. Before sending
correspondence related to a legislative position, check with City staff to see if a
position has already been determined. When corresponding with representatives of
other governments or constituents, remember to indicate if appropriate that the views
you state are your own and may not represent those of the full Council.
. Do not attend staff meetinqs unless requested bv staff. Even if the Council Member
does not say anything, the Council Member's presence may imply support, show
partiality, intimidate staff, or hampers staff's ability to do its job objectively.
. Resoect the "one hour" rule for staff work. Requests for staff support should be
made to the appropriate senior staff member, according to the protocol for
channeling communications. Any request, which would require more than one hour
of staff time to research a problem or prepare a response, will need to be approved
by the full council to ensure that staff resources are allocated in accordance with
overall council priorities. Once notified that a request for information or staff support
would require more than one hour, the Council Member may request that the City
Manager place the request on an upcoming Council agenda.
. Deoend uoon the staff to resoond to citizen concerns and comolaints. It is the role of
Council Members to pass on concerns and complaints on behalf of their constituents.
It is not, however, appropriate to pressure staff to solve a problem in a particular
3
way. Refer citizen complaints to the appropriate senior staff member, according to
the protocol on channeling communications. The senior staff member should
respond according to the Policy and Procedure for Responding to Customer
Complaints. Senior staff is responsible for making sure the Council Member knows
how the complaint was resolved.
. Do not solicit political support from staff. The City Charter states that "Neither the
city manager or any other person in the employ of the city shall take part in securing
or shall contribute any money toward the nomination or election of any candidate for
a municipal office." In addition, some professionals (e.g., City Manager and the
Assistant City Manager) have professional codes of ethics, which preclude politically
partisan activities or activities that give the appearance of political partisanship.
Council Conduct With Palo Alto Boards and Commissions
The City has established several Boards and Commissions as a means of gathering
more community input. Citizens who serve on Boards and Commissions become more
involved in government and serve as advisors to the City Council. They are a valuable
resource to the City's leadership and should be treated with appreciation and respect.
Council Members serve as liaisons to Boards and Commissions, according to
appointments made by the Mayor, and in this role are expected to represent the full
Council in providing guidance on Council processes or actions to the Board or
Commission. Refrain from speaking for the full Council on matters for which the full
council has not yet taken a policy position. In other instances, Council Members may
attend Board or Commission meetings as individuals, and should follow these protocols:
. If attendinq a Board or Commission meetinq, identifv vour comments as personal
views or opinions. Council Members may attend any Board or Commission meeting,
which are always open to any member of the public. Any public comments by a
Council Member at a Board or Commission meeting, when that Council Member is
not the liaison to the Board or Commission, should be clearly made as individual
opinion and not a representation of the feelings of the entire City Council.
. Limit contact with Board and Commission members to questions of clarification. It is
inappropriate for a Council Member to contact a Board or Commission member to
lobby on behalf of an individual, business, or developer, or to advocate a particular
policy perspective. It is acceptable for Council Members to contact Board or
Commission members in order to clarify a position taken by the Board or
Commission.
. Remember that Boards and Commissions are advisorv to the Council as a whole,
not individual Council Members. The City Council appoints individuals to serve on
Boards and Commissions, and it is the responsibility of Boards and Commissions to
follow policy established by the Council. Council Members should not feel they have
the power or right to unduly influence Board and Commission members. A Board or
Commission appointment should not be used as a political "reward."
. Concerns about an individual Board or Commission member shouid be pursued with
tact. If a Council Member has a concern with the effectiveness of a particular Board
or Commission member and is comfortable in talking with that individual privately,
4
the Council Member should do so. Alternatively, or if the problem is not resolved, the
Council Member should consult with the Mayor, who can bring the issue to the
Council as appropriate.
. Be respectful of diverse opinions. A primary role of Boards and Commissions is to
represent many points of view in the community and to provide the Council with
advice based on a full spectrum of concerns and perspectives. Council Members
may have a closer working relationship with some individuals serving on Boards and
Commissions, but must be fair to and respectful of all citizens serving on Boards and
Commissions.
. Keep political support awav from public forums. Board and Commission members
may offer political support to a Council Member, but not in a public forum while
conducting official duties. Conversely, Council Members may support Board and
Commission members who are running for office, but not in an official forum in their
capacity as a Council Member.
. Maintain an active liaison relationship. Appointed Council liaisons are encouraged to
attend all regularly scheduled meetings of their assigned Board or Commission, or to
arrange for an alternate.
Staff Conduct with City Council
. Respond to Council Questions as fullv and as expeditiouslv as is practical. The
protocol for staff time devoted to research and response is in application here. If a
Council Member forwards a complaint or service request to a department head or a
Council Appointed Officer, there will be follow-through with the Council Member as to
the outcome.
. Respect the role of Council Members as policy makers for the City Staff is expected
to provide its best professional recommendations on issues. Staff should not try to
determine Council support for particular positions or recommendations in order to
craft recommendations. The Council must be able to depend upon the staff to make
independent recommendations. Staff should provide information about alternatives
to staff recommendations as appropriate, as well as pros and cons for staff
recommendations and alternatives
. Demonstrate professionalism and non-partisanship in all interactions with the
community and in public meetinQs
. It is important for the staff to demonstrate respect for the Council at all times. All
Council Members should be treated equally.
OTHER PROCEDURAL ISSUES
. Commit to annual review of important procedural issues. At the beginning of each
legislative year, the Council will hold a special meeting to review the Council
protocols, adopted procedures for meetings, the Brown Act, conflict of interest, and
other important procedural issues.
5
. Don't ooliticize orocedural issues (e.q. minutes aooroval or aqenda order) for
strateqic ourooses.
. Submit questions on Council aqenda items ahead of the meetinq. In order to focus
the Council meetings on consideration of policy issues and to maintain an open
forum for public discussion, questions which focus on the policy aspects of agenda
items should be discussed at the Council meeting rather than in one-on-one
communications with staff prior to the meetings. Any clarifications or technical
questions that can be readily answered can be handled before the meeting. Council
Members are encouraged to submit their questions on agenda items to the
appropriate Council Appointed Officer or Assistant City Manager as far in advance of
the meeting as possible so that staff can be prepared to respond at the Council
meeting.
. Resoect the work of the Council standinq committees. The purpose of the Council
standing committees is to provide focused, in-depth discussion of issues. Council
should respect the work of the committees and re-commit to its policy of keeping
unanimous votes of the committees on the consent calendar.
. The Mavor and Vice Mavor should work with staff to olan the Council meetinqs.
There are three purposes to the pre-Council planning meeting: 1) to plan how the
meeting will be conducted; 2) to identify any issues or questions that may need
greater staff preparation for the meeting; and 3) to discuss future meetings. The
purpose of the meeting is not to work on policy issues. Normally, only the Mayor and
Vice Mayor are expected to attend the pre-Council meetings with the City Manager
and other CAOs.
ENFORCEMENT
Council Members have the primary responsibility to assure that these protocols are
understood and followed, so that the public can continue to have full confidence in the
integrity of government. As an expression of the standards of conduct expected by the
City for Council Members, the protocols are intended to be self-enforcing. They
therefore become most effective when members are thoroughly familiar with them and
embrace their provisions. For this reason, Council Members entering office shall sign a
statement affirming they have read and understood the Council protocols. In addition,
the protocols shall be annually reviewed by the Policy and Services Committee and
updated as necessary.
The citizens, businesses and organizations of the City are entitled to have fair, ethical
and accountable local government, which has earned the public's full confidence for
integrity. To this end, the City Council has adopted Council Protocols and this Code of
Ethics for members of the City Council to assure public confidence in the integrity of
local government and its effective and fair operation.
Comolv with Law: Members shall comply with the laws of the nation, the State of
California and the City in the performance of their public duties. These laws include but
are not limited to: the United States and California constitutions, the city Charter, laws
6
pertaining to conflicts of interest, election campaigns, financial disclosures, employer
responsibilities and open processes of governments and City ordinances and policies.
Conduct of Members: The professional and personal conduct of members must be
above reproach and avoid even the appearance of impropriety. Members shall refrain
from abusive conduct, personal charges or verbal attacks upon the character or motives
of other members of the Council, boards and commissions, the staff or the public.
Respect for Process: Members shall perform their duties in accordance with the
processes and rules of order established by the City Council governing the deliberation
of public policy issues, meaningful involvement of the public and implementation of
policy decisions of the City Council by City staff.
Decisions Based on Merit: Members shall base their decisions on the merits and
substance of the matter at hand, rather than on unrelated considerations.
Conflict of Interest: In order to assure their independence and impartiality on behalf of
the common good, members shall not use their official positions to influence decisions in
which they have a material financial interest or where they have an organizational
responsibility or personal relationship, which may give the appearance of a conflict of
interest.
Gifts and Favors: Members commit to follow the laws that apply to accepting any gifts or
favors as a public official.
Confidential Information: Members shall respect the confidentiality of information
concerning the property, personnel or affairs of the City. They shall neither disclose
confidential information without proper legal authorization, nor use such information to
advance their personal, financial or other private interests.
Use of Public Resources: Members shall not use public resources, such as City staff
time, equipment, supplies or facilities, for private gain or personal purposes.
Representation of Private Interests: In keeping with their role as stewards of the publiC
interest, members of Council shall not appear on behalf of the private interests of third
parties before the Councilor any other board, commission or proceeding of the City, nor
shall members of boards and commissions appear before their own bodies or before the
Council on behalf of the private interests of third parties on matters related to the areas
of service of their bodies.
Advocacv: Members shall represent the official policies or positions of the City Council,
board or commission to the best of their ability when designated as delegates for this
purpose. When presenting their individual opinions and positions, members shall
explicitly state they do not represent their body or the City, nor will they allow the
inference that they do.
Positive Work Place Environment: Members shall support the maintenance of a positive
and constructive work place environment for City employees and for citizens and
businesses dealing with the City. Members shall recognize their special role in dealings
with City employees to in no way create the perception of inappropriate direction to staff.
7
POLICY AND PROCEDURE FOR CITY COUNCIL
E MAILS FOR AGENDA-RELATED ITEMS
Policy
The Council-adopted protocols provide a framework for the policy on e mail
communications between Council Members and staff on agenda-related items, including
the following:
. In order to facilitate open government, all Council Members should make decisions
with the same information from staff on agendized or soon-to-be agendized items
(i.e. items on the tentative agenda or in a Council Committee).
. Submit questions on Council agenda items ahead of the meeting. In order to focus
the Council meetings on consideration of policy issues and to maintain an open
forum for public discussion, questions which focus on the policy aspects of agenda
items should be discussed at the Council meeting rather than in on-on-one
communications with staff prior to the meetings. Any clarifications or technical
questions that can be readily answered can be handled before the meeting. Council
Members are encouraged to submit their questions on agenda items to the
appropriate Council Appointed Officer or Assistant City Manager as far in advance of
the meeting as possible so that staff can be prepared to respond at the Council
meeting.
In its settlement agreement with the San Jose Mercury News of February 2003, the City
Council agreed to consider a policy under which the Council would waive any
deliberative or other privilege, other than attorney-client privilege, that it might assert with
regards to e mails on agendized items. This policy and procedure implements that
agreement. The Council, in adopting this policy, does not waive attorney-client- privilege
or any other privilege associated with a closed session authorized under the Brown Act.
Procedure
. Council Members should direct any questions on City Manager Reports (CMRs) to
the Assistant City Manager. Questions on reports from the City Auditor, City
Attorney or City Clerk should be directed to the appropriate Council Appointed
Officer. Council Members should not direct any questions on agenda items to other
members of the City Manager's staff or the staff of the other Council Appointed
Officers.
. Council Members will submit questions on agenda items no later than 9 a.m. on the
Monday of the Council meeting at which the item will be discussed. Any questions
received after that time may be responded to via email or, alternatively, will be
responded to at the Council meeting.
. Staff will not engage in "dialogues" with individual Council Members regarding
questions, i.e. follow-up questions to initial questions will be responded to at the
Council meeting.
. Staff will give priority to responding prior to the Council meeting via email only on
items on the Consent Calendar. Questions which address the policy aspects of the
item on the Council agenda will not be responded to prior to the meeting, , although
staff welcomes such questions in advance of the meeting in order to prepare for the
Council and public discussion. Technical and clarifying questions on non-Consent
Calendar items will be responded to as time permits.
8
. If the staff will be responding to a Council Member's Consent Calendar question at
the meeting rather than responding the questions via e mail, staff will inform the
Council Member as early as possible after receipt of the question(s).
. Questions and all staff-prepared responses will be forwarded to all Council Members
as well as put up on the special web page created for public review of Council
agenda questions and staff responses. Staff will include the name of the Council
Member posing the questions in the "subject" field of the email response.
. Written copies of all Council Member agenda questions and staff responses will be at
Council places at the meeting; additional copies will be made available in the Council
chambers for members of the public.
9
City Council Procedures Handbook
V. Standing Committees
A. Policy. It is the policy of the Council to use standing committees in open and
public meetings to study City business in greater depth than what is possible in the
time allotted for Council meetings.
I. Purpose. These rules are intended to enhance public participation and
committee meetings so that the best possible decisions can be made for Palo
Alto.
B. General Requirements. Council standing committees shall be subject to the
following procedural rules.
1. Quorum. A majority of the committee membership shall constitute a
quorum.
2. Referrals. Only the Councilor City Manager shall make referrals to the
standing committees. Referrals will generally be directed to only one of the
standing committees. Items may be withdrawn from the committee and
taken up for consideration by the Council at any Council meeting with the
consent of a majority of the Council, and subject to any applicable noticing
or agenda posting requirements. Council members who submit matters to
the Council which are referred to a standing committee may appear before
the standing committee to which the referral has been made in order to speak
as proponents of the matter. Standing committee meetings during which
such referrals may be considered shall be noticed as Council meetings for the
purpose of enabling the standing committee to discuss and consider the
matter with a quorum of the Council present.
4. Minutes. The City Clerk shall be responsible for the preparation and
distribution to the Council of the minutes of standing committee meetings.
The minutes for these meetings shall be action minutes which reflect the
motions made during these meetings. The minutes shall be delivered to all
Council Members before the Council meeting at which the committee's
recommendations are to be discussed.
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3. Function of committees. The purpose and intent of committee meetings
is to provide for more thorough and detailed discussion and study of
prospective or current Council agenda items with a full and complete airing
of all sentiments and expressions of opinion on city problems by both the
Council and the public, to the end that Council action will be expedited.
Actions of the committee shall be advisory recommendations only.
City Council Procedures Handbook (Revised 4/13/09) V -]
City Council Procedures Handbook
5. Report of committee. The minutes of each committee meeting shall
serve as the report to the Council. Any member may write a separate report.
6. Agenda. The chairperson of each standing committee shall prepare the
agenda for committee meetings, the sequence of study being, within
reasonable limits of practicalitj, the same as the sequence of referral.
7. Public Participation. Public comment on agenda items will be limited
to a maximum of five minutes per speaker, or any alternate time limit
specified by the presiding officer.
8. Conduct of standing committee meetings. The chairperson of each
committee may conduct meetings with as much informality as is consistent
with Council procedural rules, which shall also be in effect during committee
meetings. The views of interested private citizens may be heard in
committee meetings, but in no case shall a committee meeting be used as a
substitute for public hearings required by law.
9. Oral Communications. Opportunities for oral communications shall
be provided in the same manner as Council meetings.
VI. Election of Mayor
Palo Alto Municipal Code Section 2.04.060 governs the election of the Mayor.
Nominations for Mayor may be made by any individual Council Member and do not
require a second.
.......
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, Palo Alto Municipal Code, ~ 2.04.0BO(b).
ii Palo Alto Municipal Code, ~ 2.04.l20Ic); 2.04.l50(bl
i.. Palo Alto Municipal Code, ~ 2.04.010 (bl .
>V Palo Alto Municipal Code, ~ 2.04.050(al.
v Palo Alto Municipal Code, ~ 2.04.070(cl
vi Palo Alto Municipal Code, ~ 2.04.020.
vii Palo Alto Municipal Code, 5 2.04.030.
viii Palo Al to Municipal Code I S 2.04.040.
City Council Procedures Handbook (Revised 4/13/09) V.2
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City of Portsmouth
Portsmouth City Council
Operating Guidelines
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PORTSMOUTH CITY COUNCIL OPERATING GUIDELINES
Revised October 2, 2006
1. The City Council is responsible for providing bold, new leadership for the City through a defined vision
and goals and the City Manager, City Attorney, City Clerk, and City Assessor will support its direction
through professional, creative management.
2. The City Council is responsible for setting clear direction and policies and for holding the City Manager
accountable for achieving those policies.
3. The City Manager manages the day-to-day operations of City government.
4. The Council will use specified time limits for agenda items to insure that it has adequate, joint dialogue
about policies it is considering. The Council Members will exercise self-management and individual
prompting to keep the agenda flowing to make certain that high quality discussion can occur.
5 After the Council reaches a consensus or the vote is taken, the Council will speak with "one voice."
Once Council has taken a vote, Members will let the decision stand and avoid undermining the
Council's stated direction and decision.
6. After the decision is made, the Mayor serves as the spokesperson for the City Council's view on policy
matters.
7. The Council will be encouraged to grow personally and professionally through training and local, state,
and national conferences and are encouraged to share information with other Council Members on
important policy/municipal issues and the experience of other localities.
8. Council Members will be provided with information from staff and other Members on an equal basis so
that they are equally prepared to make good decisions.
9. The City Manager will ensure that the City Council is proactively informed on major policy issues or
issues that may attract media or public attention; likewise, the City Council will give the City Manager
notice if he or she learns of issues of concern (personnel, citizen, or process/system.)
10. The roles of the Mayor and Vice Mayor will be established through a consensus of the City Council,
unless otherwise established by state law or the City's Charter.
11. The Council will ensure that the diversity of the City is represented on its boards and commissions.
12. The Council will insure that the mission and work of its boards and commissions appropriately serve
the Council's vision and will evaluate and adjust as necessary.
13. Council Members will conduct themselves in a courteous and civil manner.
Portsmouth City Council Operating Guidelines, Revised 10-2-06, page 2
14, Individual Members of the Council will not divert management from Council-approved priorities with
personal to-do lists or with requests for information or action that may require significant staff resources
without the active approval of the majority of Council. The City Council will come to consensus about
major issues that need further exploration and analysis so as to judiciously assign tasks to the City
Manager and his staff,
15, The Council will insure that the liaison role is effective by making a personal commitment to attending
meetings and reporting objectively to the Council and by having dedicated, structured time on the
agenda for reporting
16 Liaisons will be created and appointed with the consent of the Council.
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City of Sunnyvale
Code of Eth ics
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CITY OF SUNNYVALE CODE OF ETHICS
For members of Sunnyvale City Council, Boards and Commissions
Adopted by the Sunnyvale City Council
June 27, 1995
Preamble
The citizens and businesses of Sunnyvale are entitled to have fair, ethical and accountable
local government which has eamed the public's full confidence for integrity. In keeping
with the City of Sunnyvale Commitment to Excellence, the effective functioning of
democratic government therefore requires that:
public officials, both elected and appointed, comply with both the letter and spirit of the
laws and policies affecting the operations of government; public officials be independent,
impartial and fair in their judgment and actions; public office be used for the public good,
not for personal gain; and public deliberations and processes be conducted openly, unless
legally confidential, in an atmosphere ofrespect and civility.
To this end, the Sunnyvale City Council has adopted a Code of Ethics for members of the
City Council and of the City's boards and commissions to assure public confidence in the
integrity of local government and its effective and fair operation.
1. Act in the Public Interest
Recognizing that stewardship of the public interest must be their primary concern,
members will work for the cornmon good of the people of Sunnyvale and not for any
private or personal interest, and they will assure fair and equal treatment of all persons,
claims and transactions coming before the Sunnyvale City Council, boards and
commissions.
2. Comply with the Law
Members shall comply with the laws of the nation, the State of California and the City of
Sunnyvale in the performance of their public duties. These constitutions; the Sunnyvale
City Charter; laws pertaining to conflicts of interest, election campaigns, financial
disclosures, employer responsibilities, and open processes of government; and City
ordinances and policies.
3. Conduct of Members
The professional and personal conduct of members must be above reproach and avoid
even the appearance of impropriety. Members shall refrain from abusive conduct,
personal charges or verbal attacks upon the character or motives of other members of
Council, boards and commissions, the staff or public.
'",0<
4. Respect for Process
Members shall perform their duties in accordance with the processes and rules of order
established by the City Council and board and commissions governing the deliberation of
public policy issues, meaningful involvement ofthe public, and implementation of policy
decisions of the City Council by City staff.
5. Conduct of Public Meetings
Members shall prepare themselves for public issues; listen courteously and attentively to
all public discussions before the body; and focus on the business at hand. They shall
refrain from interrupting other speakers; making personal comments not germane to the
business of the body; or otherwise interfering with the orderly conduct of meetings.
6. Decisions Based on Merit
Members shall base their decisions on the merits and substance of the matter at hand,
rather than on unrelated considerations.
7. Communication
Members shall publicly share substantive information that is relevant to a matter under
consideration by the Councilor boards and commissions, which they may have received
from sources outside of the public decision-making process.
8. Conflict ofInterest
In order to assure their independence and impartiality on behalf of the common good,
members shall not use their official positions to influence government decisions in which
they have a material financial interest, or where they have an organizational
responsibility or personal relationship which may give the appearance of a conflict of
interest.
In accordance with the law, members shall disclose investments, interests in real
property, sources of income, and gifts; and they shall abstain from participating in
deliberations and decision-making where conflicts may exist.
9. Gifts and Favors
Members shall not take any special advantage of services or opportunities for personal
gain, by virtue of their public office, that are not available to the public in general. They
shall refrain from accepting any gifts, favors or promises of future benefits which might
compromise their independence of judgment or action or give the appearance of being
compromised.
10. Confidential Information
Members shall respect the confidentiality of information concerning the property,
personnel or affairs of the City. They shall neither disclose confidential information
without proper legal authorization, nor use such information to advance their personal,
financial or other private interests.
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11. Use of Public Resources
Members shall not use public resources not available to the public in general, such as
City staff time, equipment, supplies or facilities, for private gain or personal purposes.
12. Representation of Private Interests
In keeping with their role as stewards of the public interest, members of
Council shall not appear on behalf of the private interests of third parties before the
Councilor any board, commission or proceeding of the City, nor shall members of boards
and commissions appear before their own bodies or before the Council on behalf of the
private interests of third parties on matters related to the areas of service of their bodies.
13. Advocacy
Members shall represent the official policies or positions of the City Council, board or
commission to the best of their ability when designated as delegates for this purpose.
When presenting their individual opinions and positions, members shall explicitly state
they do not represent their body or the City of Sunnyvale, nor will they allow the
inference that they do.
14. Policy Role of Members
Members shall respect and adhere to the council-manager structure of Sunnyvale city
government as outlined by the Sunnyvale City Charter. In this structure, the City Council
determines the policies of the City with the advice, information and analysis provided by
the public, boards and commissions, and City staff.
Except as provided by the City Charter, members therefore shall not interfere with the
administrative functions of the City or the professional duties of City staff; nor shall they
impair the ability of staff to implement Council policy decisions.
15. Independence of Boards and Commissions
Because of the value of the independent advice of boards and commissions to the public
decision-making process, members of Council shall refrain from using their position to
unduly influence the deliberations or outcomes of board and commission proceedings.
16. Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place
environment for City employees and for citizens and businesses dealing with the City.
Members shall recognize their special role in dealings with City employees to in no way
create the perception of inappropriate direction to staff.
17. Implementation
As an expression of the standards of conduct for members expected by the City, the
Sunnyvale Code of Ethics is intended to be self-enforcing. It therefore becomes most
effective when members are thoroughly familiar with it and embrace its provisions.
For this reason, ethical standards shall be included in the regular orientations for
candidates for City Council, applicants to board and commissions, and newly elected and
appointed officials. Members entering office shall sign a statement affirming they read
'''-<' "
and understood the City of Sunnyvale code of ethics. In addition, the Code of Ethics shall
be annually reviewed by the City Council, boards and commissions, and the City Council
shall consider recommendations from boards and commissions and update it as
necessary.
18. Compliance and Enforcement
The Sunnyvale Code of Ethics expresses standards of ethical conduct expected for
members of the Sunnyvale City Council, boards and commissions. Members themselves
have the primary responsibility to assure that ethical standards are understood and met,
and that the public can continue to have full confidence in the integrity of government.
The chairs of boards and commissions and the Mayor have the additional responsibility
to intervene when actions of members that appear to be in violation of the Code of Ethics
are brought to their attention.
The City Council may impose sanctions on members whose conduct does not comply
with the City's ethical standards, such as reprimand, formal censure, loss of seniority or
committee assignment, or budget restriction.
Under the City Charter, the City Council also may remove members of boards and
commissions from office.
A violation of this code of ethics shall not be considered a basis for challenging the
validity of a Council, board or commission decision.
MODEL OF EXCELLENCE
Sunnyvale City Council, Boards and Commissions
MEMBER STATEMENT
As a member of the Sunnyvale City Councilor of a Sunnyvale board or commission, I
agree to uphold the Code of Ethics for elected and appointed officials adopted by the City
and conduct myself by the following model of excellence. I will:
Recognize the worth of individual members and appreciate their individual talents,
perspectives and contributions;
Help create an atmosphere of respect and civility where individual members, City staff
and the public are free to express their ideas and work to their full potential;
Conduct my personal and public affairs with honesty, integrity, fairness and respect for
others;
Respect the dignity and privacy of individuals and organizations;
Keep the common good as my highest purpose and focus on achieving constructive
solutions for the public benefit;
"..."".
Avoid and discourage conduct which is divisive or harmful to the best interests of
Sunnyvale;
Treat all people with whom I come in contact in the way I wish to be treated;
I affirm that I have read and understood the City of Sunnyvale Code of Ethics.
Signature Date
Name Office