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HomeMy WebLinkAboutGoal Setting Workshop Welcome to a meeting of the Mayor and City Council of the City of San Bernardino. • The City of San Bernardino recognizes its obligation to provide equal access to those individuals with disabilities. Please contact the City Clerk's Office(384-5002)two working days prior to the meeting for any requests for reasonable accommodation to include interpreters. • All documents for public review are on file with the City Clerk's Office located on the 2nd floor of City Hall, 300 North "D"Street, San Bernardino or may be accessed online by going to hitp:i,it u,r 01<iti c,r . • Anyone who wishes to speak during public comment or on a particular item will be required to fill out a speaker slip. Speaker slips should be turned in to staff seated on the north side of the Council Chamber. • Public comments for items that are not on the agenda will be limited to three minutes. • All who wish to speak, including Council members and staff, need to be recognized by the Mayor or Mayor Pro Tempore before speaking. • Please turn off or mute your cell phone while the meeting is in session. NOTICE: Any member of the public may address this meeting of the Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency on any item appearing on the agenda by approaching the microphone in 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 and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter not on the agenda but which is within the subject matter jurisdiction of the Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency, 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 sixty (60) minutes, unless such time limit is extended by the Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency. A three minute limitation shall apply to each member of the public, unless such time limit is extended by the Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency. The Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency 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 and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor discussion held by the Mayor and Common Council and the Mayor and Common Council Acting as the Successor Agency to the Redevelopment Agency 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. ���RNARD�ti O �� vt O D OFFICE OF THE MAYOR R. CAREY DAVIS LEGISLATIVE AGENDA FY2014-2015 STATUS REPORTS Table of Contents Mission........................................................................................................................................................3 Values..........................................................................................................................................................3 Description..................................................................................................................................................4 Goals,Objectives, &Metrics.....................................................................................................................5 Measures, Data and Targets:....................................................................................................................9 FIRST100 DAY REPORT....................................................................................................................10 LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 31 Mission 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,educational and cultural viability. The stated mission of the Office of the Mayor is to ➢ Restore fiscal sanity within City government; ➢ Increase the economic opportunities within the City,and ➢ Enhance the quality of life within the City Values Increase the economic opportunities and quality of life within the City of San Bernardino. To create the hub of economic growth in the Inland Empire and to provide a wide range of housing, recreation,cultural, education,and employment opportunities for all who come live and work here. The key values needed to meet the objectives of the intergovernmental relations business plan include: ➢ Integrity-Intergovernmental relations is about relationships and built upon a trust earned through honest,truthful,and open policies and funding information. ➢ Collaboration-Advise and work together with partners to achieve the mission and goals stated Results Driven-Assist the City and partners with outcomes to achieve their objectives and goals ➢ Accountable-Commitment to openness and responsible action to generate integrity among our residents and governments ➢ Ethical- Ethical decision-making is required and a zero tolerance for untrustworthy actions ➢ Inclusive-Work for the good of all ➢ Sustainable-The work product of today influences the benefit of the City tomorrow LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 41 Description The Mayor shall be the Chief Executive Officer,and chief spokesperson, of the City of San Bernardino. The Mayor shall vigilantly observe the official conduct of all public officers,and take notice of the fidelity and exactitude,or the want thereof,with which they execute their duties and obligations, especially in the collection,administration and disbursement of public funds and property. The Mayor shall have the books and records of all public departments,pertaining to the finances of the City. EXecUtly -4 Ilen r r r rrr r , r , r r er Manager • r r r • . r Chi Of • r i r r f i LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 51 Goals, Objectives, & Metrics ' f Resolve the 1. Continue forward 1. Continued Bankruptcy progress of negotiations progress on with creditors mediation as determined by 2. Obtain an Approved Plan Judge Jury. of Adjustment from Judge 2. TBD Jury 3. Ongoing- 3. Maintain responsible maintain spending within the Plan spending within a of Adjustment balanced Budget. Maintain a Create and maintain a Delivered a Balanced Balanced balanced budget submittal for Budget Submittal for Budget Council review and approval FY2014-2015 each of the four-years in office Complete 1. Complete FY2011-2012 1. Council Approved Audits Audit FY2011-2012 Audit 2. Complete by Fall 2. Complete FY2012-2013 2014 Audit 3. Complete by 1,t 3. Complete FY2013-2014 Qtr. 2015 Review our 1. Establish a Resident- 1. COMPLETED City's based Charter Reform Governing Committee 2. Final Public Document Hearing August 7, 2. Provide initial 2014 recommendations for the November 2014 Ballot Establish City Establish a Reserve Fund Fund Established Reserves Account for FY2015-2016 with positive balance Budget for FY 2015-2016 Budget Cycle(Plan of Adjustment dependent) Increase Increase the number of jobs Increase employment employment within San Bernardino growth in San opportunities Bernardino 6%for FY2015 LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 6 � Increase City 1. Bring businesses to San 1. Increase Growth Revenues Bernardino Metropolitan through Product Growth economic 2. Streamline Community to by 3.6%by 4th growth (sales Development Process Quarter 2015 tax and within the City (Plan of property tax) Adjustment 3. Create an Economic Dependent) Development Strategy 2. Implement Staff 4. Stabilize property tax- recommendations base by December 2014. 3. Recruit and Hire Economic Development Czar by December 2014; Develop and begin implementation of Economic Development Strategy by March 2015 4. See Improve Housing Stock Maintain City Create and Enact a workable Develop and Revenues Business Retention Program implement strategy by March 2015 Complete the Successfully negotiate forward 1. Establish RDA-Wind progress with the Department negotiations Down of Finance through a with DOF- collaborative-based process COMPLETED 2. Establish progress through negotiations to allow for Properties to enter the ROPS process- March 2015 3. Solve the Arden- Guthrie, Regal, and California LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAWS 71 Pit,� e Theater Issues- March 2015 Increase our Maintain leadership positions Show growth in Regional within SBIA/IVDA,SanBAG, permitted activities Leadership Omnitrans and other Regional at SBIA by end-of- boards to benefit overall year growth within San Bernardino. ' Maintain our 1. Successfully negotiate 1. Complete local Police and labor agreements with Memorandum Fire San Bernardino City of Understand Departments Police Officers' by end-of-year Association 2014 2. Implement policies to 2. Research, enhance efficiencies review and within Fire and Police develop Departments strategic operations plan for Police and Fire Departments Increase overall number of Police within San Bernardino by 2015 Decrease 1. Reduce crime caused by 1. Implement Crime within poor management of receivership and our City Multi-family housing rating programs stock by Fall 2014 2. Implement a anti- 2. Develop and Marijuana Dispensary implement enforcement program program by December 2014. 3. Increase targeted crime programs 3. Implement Chief of Police's recommendation by 1St Qtr.2015 Increase the 1. Improve the overall 1. Design and quality of our Management of Rental implement new City's Housing Housing Stock inspection Stock policies 2. Stabilize Single-Family LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 81 Housing Values within 2. Maintain San Bernardino property values and increase 3. Encourage and enhance overall SFU Master-Planned and pricing by 4% Smart Growth and decrease communities overall SFU- Rental percentage prior to end of 2015 3. Revise and enhance Community Development Department Enhance our Stabilize Park Maintenance Measurements to be Parks and determined with Recreation Explore revitalization of Parks Director parkland Protect Ensure continuation and Plan under Preserve and enhancement of development- Enhance our railroad/historical museum measurements to Historical follow by September Significance Explore cultural heritage 2014 museum opportunities Improve City Program capital Program funding by Services improvements for restricted December 2014. funding within their intended Capital Projects to uses (all Wards) begin early 2015 Conserve our Develop and initiate a water- City's Natural conservation plan. Resources Explore renewable energy development within San Bernardino LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 91 Measures, Data and Targets: Measures Office(s) Target Table_ Continued forward progress on ' Mayor,City Manager,Finance, negotiations with Creditors City Attorney, Human Resources Obtain Approved Plan of Mayor,City Manager, Finance, Adjustment City Attorney Maintain Responsible Spending ' Mayor,City Manager within Approved PoA Create and Maintain a Balanced Mayor, City Manager,All OBJECTIVE MET FY2014-2015 Budget 1 Departments Budget Proposal-June 2014 Complete Audits Mayor,City Manager,City OBJECTIVE MET FY2011-2012 Treasurer, Finance Audit-June 2014 Department,Outside Auditors FY2012-2013 - Fall 2014 FY2013-2014- December 2014 Establish Resident Charter Mayor OBJECTIVE MET-April 2014 Reform Committee Provide Initial Mayor To be completed August 7, Recommendations for the 2014 November 2014 Ballot Increase the number of jobs in Mayor,City Manager, Measurement 1St Quarter 2015 San Bernardino Community Development Streamline Community City Manager,Community To be completed December Development Process Development 2014 Increase the number of Mayor,City Manager, 4.2% G M P growth by 3rd businesses within the City Community Development Quarter 2015 to meet regional growth projections Create an Economic Mayor, City Manager, To be completed December Development Strategy Community Development 2014 Stabilize Property Tax Base Mayor,City Manager, Measurement mid-year 2015 Community Development Create and Enact a workable Mayor,City Manager, To be completed December Business Retention Program Community Development, 2014 LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 101 Police Department Increase our Regional Mayor Measurement mid-year 2015 Leadership Maintain our Police and Fire Mayor,City Manager, Human Ongoing measurements Departments Resources, Police Chief, Fire Chief, Decrease Crime Mayor,City Manager, Police Crime-Free Multi-Family to be Department, Community completed by Fall 2014 Development Marijuana Dispensary legislation by Fall 2014 Crime measurement monthly Increase the Quality of our Mayor, City Manager, Police Inspection programs to be Housing Stock Department,Community completed by Fall 2014 Development, Fire Department Measurements to be taken January 2015 Enhance our Parks and Mayor,City Manager, Parks and Ongoing Measurements Recreation Recreation Protect and Preserve our Mayor,Community Ongoing Measurements Historical Significance Development, Parks and Recreation Improve our City Services Mayor,All Departments 1St Quarter 2015 Conserve our City's Natural Mayor,Water Department, Water Conservation Resources Parks and Recreation Renewable Energy Exploration FIRST 100 DAY REPORT. Restore Fiscal Sanity Working with the City Manager and other department leaders,a balanced Final Hearing budget for the FY2014-2015 was delivered for the Mayor's and Council's June 30, 2014 approval.The budget included the beginnings of repayments to the City's creditors ($10.6M for the Fiscal Year). This budget utilized a"zero-based" budgeting technique for all departments (with exception of Police and Fire),to review all spending within City Hall. The bankruptcy proceedings continue and forward progress is being made to Ongoing allow the City to emerge from the Bankruptcy. A tentative agreement has been reached with CalPERS and progress with other creditors has been made. L LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 11 � The FY2011-2012 Audit has been delivered for Mayor's and Council's approval, FY2011-2012 which will have an impact on bankruptcy negotiations;the verification of COMPLETED restricted funds for use within their intended purpose; the San Bernardino Employment and Training Agency(SBETA);the wind-down of the FY2012-2013 Redevelopment Agency(RDA); and for better programming of City services. Fall 2014 The FY2012-2013 Audit continues with a deadline of fall, 2014 for Deadline consideration by the Mayor and Council. A Charter Reform Committee was established which reviewed the City's Final Public governing document.As a result of these meetings,charter reform priorities Hearing were proposed for the November ballot as well as a request for ongoing review Scheduled for of the Charter to bring about better governance. August 7, 2014 Community Development, Public Works, Parks&Recreation,the City Manager Implementation and Mayor's Offices have been charged with developing workable business to be effective plans to increase City services in a cost-effective manner. Each business plan upon passage of shall contain measurable goals (metrics) and be implemented in FY2014-2015. the FY2014-2015 Once adopted,they will be posted for resident's review with updates toward Budget meeting stated goals. Create Economic Opportunities Development of the City's first Economic Development Strategy since 2005 is Fall 2014 currently underway. A key part of this strategy is the hiring of an"Economic Development Czar'who will have overall responsibility for implementation and growing the economy,reporting directly to the City Manager(as an Assistant City Manager). Mayor Davis called upon executives of the largest employers and revenue Established and producers in the City to form the Business Roundtable of San Bernardino.This Ongoing ongoing advisory group is designed to make key recommendations for business development and retention,beginning in the downtown core.They are already providing recommendations concerning the City's gateways The wind-down of the Redevelopment Agency has made significant progress in j Ongoing modifying its working relationship with the California Department of Finance. Negotiated solutions have already netted results, resolving nearly$12M of a perceived$15M debt obligation of the former RDA(a savings of repayment obligations). The City Manager,the Mayor,and Council Member Rikke Van Johnson have September 2014 partnered with the schools (high school and college),the faith-based community,SBETA and the local businesses to find and create jobs within the City.Originally focused on youth summer jobs,this initiative has been expanded to serve as a job referral service for residents within the City LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 12 1 P ,t In the first 100 days,the Administration has met with several businesses Ongoing interested in locating in San Bernardino. The companies that see the advantages of doing business in the City are from industries such as green energy development, renewable electricity producers,aircraft maintenance, RV production and light industrial manufacturers-representing nearly 2,000 jobs. In the first 100 days,the City has also met with nearly 20 land-use developers and two major financial institutions who are interested in bringing their projects to San Bernardino. In particular,we have welcomed new and expanded businesses to San COMPLETED Bernardino such as the Innovage Facility(healthcare) and SunOpta (light manufacturing),which together will eventually create nearly 600 jobs. Improve QualiLE of Life: The housing stock needs improvement. To that end,the Administration has Established and implemented the following with the goal of stabilizing/improving the City's Ongoing housing stock: • We have formed the Housing Advisory Group (consisting of trade associations,major housing developers,and multi-family housing managers) to review the City's ordinances,inspection requirements, and current processes in order to develop metric-based best practices that will improve the housing stock. • The Community Development Department is currently under internal review(through new Director Mark Persico) to streamline practices and work with the Business Roundtable/Housing Advisory Group to meet mutual goals. The City Attorney's office is working on a new program that will force bad actors through the justice system,to meet best industry management practices and maintain properties The City welcomed a new Police Chief and an Interim Fire Chief. Police Chief Completed Jarrod Burguan has developed new and innovative solutions for consideration concerning police service and reorganization of the Department that will result in more sworn officers on the streets. Interim Fire Chief Paul Drasil has returned to the City and employed his deep commitment to finding workable solutions that maintain the Fire Department's continued excellent service Police Chief Burguan and the City Attorney's office are working on a new To Legislative strategy to deal with illegal marijuana dispensaries in the City.Their efforts Review will be released shortly for the Council's consideration Committee July 2014 The Administration has partnered with Mayor Pro Tem Virginia Marquez,to Policy Legislation LEGISLATIVE AGENDA OFFICE OF MAYOR R. CAREY DAVIS 131 bring the east-valley's first comprehensive homelessness intervention action Passed plan to San Bernardino.This plan re-focuses on the efforts toward prevention, service access,permanent housing,and service provision based upon the Implementation community's needs to reduce the overall number of unsheltered on the streets Phases thereby reducing panhandling and vagrancy crimes (key to economic retention/development). This plan utilizes existing federal and state funding sources outside of the General Fund. The program will have measurable goals announced within the next 120 days and require a report to the Mayor and Council within its first year The Administration has requested development of a city-wide communications To be completed plan to bring transparency to the government and allow residents to easily Fall 2014 understand what is going on inside City Hall. In the first 60 days,the Administration called upon faith-based organizations to Ongoing assist the police department to stem the gang-violence within the City. Many organizations answered this charge,working to engage the community directly The Fine Arts Commission has been restored under the leadership of City Clerk Established and Gigi Hanna. Her goal is to increase the awareness and enjoyment of various arts Ongoing within the City. As a side project,the Mayor's office (through the Chief of Staff) has launched Ongoing efforts to protect and preserve the City's rich history.Working with the Historical Society,the University and outside agencies,an effort is being made to protect historical documents and preserving historical cemeteries A SUGGESTED VISIONING PROCESS Allen J. Parker City Manager 7/18/2014 Introduction While the City of San Bernardino is a legally defined physical area, politically divided into seven Districts; it is also a collection of diverse communities and neighborhoods in constant change. As a result, it is difficult to get one's hands around the concept of a vision for the City. For example, the Downtown once served as the Central Business District (CBD) for the City. Today, it is a governmental and judicial center with hardly any retail offerings. Residents have changed their shopping patterns over the years as neighborhood and strip commercials centers have replaced the CBD. Newer regional centers —Victoria Gardens, Citrus Plaza — have also replaced the CBD as the source for major department stores. Therefore, any visioning process should take into account the City's diverse communities and neighborhoods. In so doing, we should work toward the modern concept of"urban villages: activity centers that provide pleasant living, shopping and working environments; strong pedestrian accessibility; adequate, well located open spaces; an alternative, well connected street system; and a balance or retail, office, residential and public spaces." Acceptable, practical, economic development should underscore the process as well as providing adequately funded, essential municipal services. Step One: Providing Municipal Services As many of you might recall, I benchmarked the City against the City of Moreno Valley — similar populations, diversity, square miles, etc. Our General Fund Budget is approximately $124M; theirs is $80M. Some of the difference is because they contract for police and fire, but not all. More recently, I performed the following comparison. San Bernardino is made up of seven districts of approximately 30,000 people. If each district were viewed as a separate city with its own city manager, police chief, public works director, parks & recreation director, etc., one would assume our average costs per district would be less than the average of the seven cities I selected at random if for no other reason than economies of scale; i.e., one city manager vs. seven, one police chief vs. seven. However, that is not the case. 1 The average annual General Fund Budget of the seven cities is $13.54M. The average of the seven districts of San Bernardino is $17.7M, a difference of approximately $4M. In 2009, Rutgers School of Public Affairs published a "Literature Review and Analysis Related to Optimal Municipal Size and Efficiency". The executive summary concluded: "The most important point is the differentiation by the type of service. The literature even suggests that the details of tasks within a service type are critical. For example, small communities deliver police services more efficiently for routine patrol tasks, but large municipalities perform better in traffic light maintenance and special investigations. Over 80 percent of municipal services are of a routine and labor-intensive nature. Allocative efficiencies (management of resources) are more important than scale efficiencies in these routine service situations." Again, "Larger municipalities will deliver specialized and capital-intensive services more efficiently. Smaller municipalities deliver labor-intensive services more efficiently." Accordingly, I would suggest that those services routinely provided directly to the citizenry be done so on a decentralized basis, and that each district be provided a budget allocation to pay for those services, i.e., policing, parks and recreation, code enforcement, building inspection, landscape and hardscape maintenance, street repair, etc. Stakeholders of each district — residents, businesses, churches, non-profits —would participate in a process to recommend how best to spend that district's allocation. I would also suggest that a process be created to allow for each district's stakeholders to determine priorities and their funding from the district's allocation. In addition, funds would be allocated for services that need to be centralized — Mayor & Council, City Attorney and Clerk, City Manager, Finance, Human Resources, Civil Service, etc. — or provided on a regional, city-wide basis such as fire. The above-described decentralization process should result in the following: • Based on the attached 7-city comparison, meaningful General Fund savings. • Be part of the Plan of Adjustment to help bring the City out of bankruptcy. • Give us the ability to deconstruct our service delivery and find better and more cost effective ways to deliver services...reengineer. • Create a process in which neighborhood associations and district residents and businesses can become involved in the budget deliberations and allocation of resources. • Help us understand what matters to our customers - citizens and businesses - and what they will want five years from now. 2 Step Two: Develop a Plan Direct the City Manager to work with staff and develop a plan to decentralize the providing of services into the seven districts and to return to the Common Council within 90 days with the recommended plan. DISTRICT/CITIES COMPARISON ANNUAL MEDIAN BELOW CITY POPULATION GF BUDGET HSE INCOME POV% Bell 35,280 $13.5M $36,654 29% Adelanto 31,239 $12.9M $41,113 32% Banning 30,310 $13AM $38,919 19% Santa Paula 29,963 $11.6M $54,168 17% Ridgecrest 28,235 $12.8M $60,885 12% Norco 27,393 $15.1 M $82,075 10% Imperial Beach 26,845 $15.5M $46,975 19% 7-City Average 29,985 $13.54M San Bernardino 213,295 $123.8M $39,097 31% District Average 30,471 $177M 3 Revenue Revenues Enhancements Real Property Transfer $3.2 Million Tax 50%+ 1 Voter Approval Reduce UUT%(7.75 to $4.5 Million 7.5) and/or broaden the 50%+ 1 Voter Approval base and charge UUT on refuse, sewer, water of a percent increase $7 Million in sales tax 50%+ 1 Voter Approval Increase Transient $400,000 Lodging Tax Rate 50%+ 1 Voter Approval Establish Warehouse $300,000 tax 50%+ 1 Voter Approval Establish Quarry Tax $200,000 50%+ 1 Voter Approval Establish 911 Fee $4 Million 50%+ 1 Voter Approval A fee charged to all cellular and land line phones to recover costs associated with 911 operation Library Parcel Tax $2 Million 2/3 Voter Approval Parks Parcel Tax $5 Million 2/3 Voter Approval Establish Citywide $6-7 Million Assessment District 50%+ 1 Voter Approval Would pay for street lighting, street sweeping, graffiti removal, tree trimming Increase Business Fire $300,000 Inspection Fee Update Master Fee Resolution Entered Into Rec. at MCC/CDC Mtg; 7 g by; Agenda Ite N by. �, City lervCpC Secretary City of San Bernardino