HomeMy WebLinkAbout29-City Administrator
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CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
From: Fred Wilson
ORll'!., n .'~ L
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Subject: Adoption of Priority Goals and
Action Plans
Dept: City Administrator
Date: March 8, 2001
Synopsis of Previous Council Action:
October 1998 - Mayor and Council adopt goals and priorities for the City.
December 1, 2000 - Mayor and Council conduct a goal-setting workshop at the San
Bernardino Hilton.
January 26, 2001 - Mayor, Council, and Department Heads conduct a final goal-setting
workshop at Cal State San Bernardino
Recommended motion:
That the 2001 Priority Goals and Action Plans be adopted.
pt
Signature
Contact person: Fred Wilson
Phone: 5122
Supporting data attached:
Staff report
Ward: All
FUNDING REQUIREMENTS: Amount:
Source:
Finance:
Council Notes:
Agenda Item No. ~
JI J '1101
.
. .
STAFF REPORT
Back2round
In the spring of 1998, the Mayor, Council, and the City's Management Team began the process
of developing a set of strategic goals and priorities. This process included a series of workshop
discussions, small group meetings, and a community survey. The resulting shared values,
mission, vision, goals, and priorities were adopted by the Mayor and Council at a signing
ceremony held in October 1998.
As a follow-up to that event, City staff developed action plans concerning each of the goals.
These action plans included many ideas developed during the strategic planning sessions. Since
the goals were adopted, staff has provided the Mayor and Council with semi-annual updates
concerning progress towards the established goals.
Since more than 2 years had passed since the City's goals were adopted, Mayor Valles has
initiated a new process with the Council and staff to discuss and set new priority goals for the
City, and develop corresponding action plans. An outside facilitator, Tom Robertson, was
selected to structure and provide guidance through this process.
On December 1, 2000, a half-day facilitated goal-setting workshop was held with the Mayor and
Council at the San Bernardino Hilton. On December 7, a second workshop was held with the
City's Department Heads to review the priorities set by the Council and to begin to develop
action plans. A third and final workshop was held on Friday, January 26, 2001, with the Mayor,
Council, and department heads to finalize the goals and action plans.
Attached is the Final Report summarizing the results of the January 26 workshop, as well as a
matrix listing each priority goal and its related action items. Once these priority goals and action
plans are formally adopted by the Mayor and Council, staff will proceed with implementation.
Updates concerning our progress will be provided to the Mayor, Council, and the community on
a regular basis.
Recommendations
It is recommended that the Mayor and Council adopt the 2001 Priority Goals and Action Plans.
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FINAL REPORT
CITY OF SAN BERNARDINO
MA YORI COUNCIL! CITY ADl\UNISTRA TORI
n",n , nTl"""''''T HEAD
LJD.J. ~.... .J.1...L:.t.l.., .
GOAL SETTING WORKSHOP
January 26,2001
Prepared by:
Tom Robertson
Shirley Poitras
TABLE OF CONTENTS
Page
OBJECTIVES
1
PROCEDURES -- 1
STANDARDS 2
CELEBRATING ACHIEVEMENTS 2
INTERPERSONAL INFLUENCE LEADERSHIP STYLES 3
INTERPERSONAL INFLUENCE INVENTORY SUMMARY 6
COUNCIL TEN YEAR VISION 7
ACTION PLANNING ISSUES AND TEAMS 7
DEPARTMENT ISSUES (UNFUNDED) FOR NEXT YEAR'S
BUDGET 8
APPENDICES
A PARTICIPANT EVALUATIONS
B COMMUNICATION - TESTING
OUR ASSUMPTIONS
C ACTION PLANS
9
11
12
CITY OF SAN BERNARDINO
MAY ORI COUNCIL! ADMINISTRATORI DEPARTMENT HEADS
GOAL SETIING WORKSHOP
January 26, 2001
1 OBJECTIVES
A To celebrate our achievements
B. To become aware of our own and other's decision making and
leadership styles
C. To explore our individual and team challenges and opportunities
D. To develop final action plans on our 2001-2002 priorities
11 F ACILlT A TORS
Tom Robertson
Shirley Poitras
ill PROCEDURES
7:30 a.m.
8::00 a.m.
9:00 a.m.
10:00 a.m.
10:ISa.m.
12:30 p.m.
1:00 p.m.
2:00 p.m.
3:00 p.m.
3:30 p.m.
4:00 p.m.
Gathering
Introduction to the Workshop
Objectives
Procedures
Standards
Celebrating Achievements
LeadershiplDecision making
Break
Challenges and Opportunities (Round Robin)
Lunch
Action Planning (Round #1)
Reports
Action Planning (Round #2)
Reports
Loose Ends
Sununary
Evaluation
Public Comments
Adjourn
IV. ST ANDARDS
A Be present, be here
B. Everybody participates
C. Be positive, positive humor
D. Test assumptions (See Appendix B for "F' Card Exercise)
E. Be respectful
V. CELEBRATING AClllEVEMENTS
A Center for employee excellence
B. Lo~yIDgeffomp~off
C. One of the top 15 organizations to WOlX for
D. Worst buildings abated (108)
E. Decrease in felonies
F. Budget surplus/reserves
G. More money and infrastructure progress
H. Completed fire standards
I. Increased positive recognition from other cities
J. New fire engine in every station
K. Expanded channel 3 to proved the first network television station
L. Emphasis on creating youth athletic center
M. Aggressive outreach to City schools
N. Increased number of neighborhood associations
O. Acquired over 200 HUD houses and close to $1 million on sale
of housing
P. RFP for new fire station - Verdemont
Q. Increased perception of safety
R. Increased user fee revenue by $200,000
S. Harris loan payback
T. One-stop shop pennit process
U. New classification and compensation study
V. Improved animal control ordinance
W. Safety improvements in the Water Department
X Working water feature at City Hall
Y. Became more business friendly - business retention effom
Z. Consolidation of task, i.e., payroll
A<\. Aggressively went after grant funds
BB. Refurbishment to California Theater - sellout performances
Cc. Bank of America lawsuit - got money back
DD. Police Department graffiti task force
EE. CVB success improving City's image internationally
FF. Presented first comprehensive Charter review to the citizens
GG. Successful Route 66 rendezvous
HR. Coca Cola deal
II. Aggressive meeting of ADA requirements
JJ. Worked in unity
KK. Effom to reduce and eliminate parolees in San Bernardino
LL. Increased focus on street improvements
MM. Two million dollars for park improvements
NN. Free internet services at the library
- 2-
00. Made San Bernardino a more difficult place to have raves
PP. Secured FAA grant for regional training
QQ. Exceeded water quality standards
RR NIP program off the ground and moving forward
SS. Depot project is underway
IT. Utility tax rebate
UD. Improved Police and Fire benefits
VV. Code of conduct
WW. Finance Department award for excellence
x''X City-wide marketing efforts
YY. Council responsive to ward needs
ZZ. Improvedirnage
MA Elderly housing
BBB. City Clerk that keeps us on track
CCc. Strengthened ties with University
DDD. New EMS dispatch system
EEE. Online permit system
FFF. Grant for new Cultural Center
GGG. Accelerated ClP program
HHH. International friendship and good will reactivated
JJJ. Improved communication with citizens
KKK. Vision 2020 progress planning
ILL. Neighborhood clean-up program
MMM. Redevelopment project at 40th Street
NNN. Fire Department partnership to acquire new equipment
000. Prioritized our plan
PPP. Creation of Mayor's Advisory Group
QQQ. New trash trucks and street sweepers
RRR. Implementation of City's web page
SSS. Residents reflect hope for the City
TIT. Mayor's leadership in after school program
UUU. Aggressive CIPprogram
VVV. Arson dog
VI. LEADERSlllPIDECISION MAKING - INTERPERSONAL INFLUENCE
INVENTORY - INDIVIDUAL STYLES
A Mayor/Council Leadership Styles
1. Analyzing/Supporting
Gordon
Frank
2. Directing
Wendy
Esther
-3 -
3. Directing/Emoting
Betty
4. Emoting/Supporting
Judith
5. Supporting/Emoting
Joe
B. Department Head Leadership Styles
1. Analyzing
Fred
Lvnn
Bill
Janis
Jim
Gary
2. Analyzing/Directing
Ophelia
3. Analyzing/Supporting
Mike
Larry
Rachel
Annie
4. Directing
Barbara
Bernie
5. Directing/Analyzing
Lee
Lori
6. Directing/Emoting
June
7. Emoting/Supporting
Teri
-4-
8. Supporting
Frank
Jon
Glenn
9. Supporting/Emoting
Ed
C. Getting Commitment - Do's
1. Mayor/Council
Judith
Susan
Betty
Gordon
Joe
Be clear and to the point, be logical
Be honest, search for common groundl~oals
Be open minded and without bias, identify facts
Be honest, give me all the facts, have passionate
COll\'ictions
Be clear on the facts, be specific on the need
2. City AdministratorlDept. Heads
Fred
Gary
Larry
Barbara
Jon
Jim
Annie
Frank
Ophelia
Glenn
Janis
Mike
Bernie
Lee
Lori
Bill
LYIID
June
Teri
Rachel
Ed
Attorney
Share your opinions openly, make decisions
Be honest and thorough
Stick to the facts, be organized
Stick to the facts, be organized
Be honest, fmd common goals
Be organized and thorough
Have all the facts, be thorough
Be honest and supportive
Be logical, have all the facts
Be open, communicate honestly
Be focused
Have a sense of purpose, have a clear understanding
of what you want and where you want to go
Have all the facts, give me options
Speak with candor, follow through on what you
committo
Give me options, establish time frames
Have all the facts, be clear on the issue
Be thorough, have all the facts
Follow through on commitments, communicate
well and often
Keep on track, concentrate on people, treat them
with respect
Give me the facts honestly, have clear time frames
Be open to new approaches, look for common
ground
Have all the facts, be specific, make an effort on
your own behalf
- 5-
VIT. INTERPERSONALINFLL~NCEINVENTORYSL~ARY
Back2round
This model was developed by the Army in WWII to determine which men
would make the best officers. They found that each of the styles made
good leaders, they just did it differently. The model was later picked up
by Dr. David Merrill at the University of Colorado and Sentient Systems,
Inc., has further defined the instrument and its measurements. National
leadership illustrates these styles:
Directing Presidents: Nixon, JFK, Washington, FDR
Emotin~ Presidents: Johnson, Reagan, Teddy Roosevelt, Truman
Supportmg Presidents: Carter, Ford, lincoln, Eisenhower, Bush
Analyzing Presidents: Coolidge, Jefferson, Hoover, Wilson
Bucket Dumping
Bucket dumping refers to using strengths inappropriately under stress:
Directing:
Emoting:
Supporting:
Analyzing:
HZ-ing" Out
Become autocratic
Attacks personally
Acquiesces, but doesn't forgot
Avoid
Each of us has all of the styles in us. Our main style is home base, so when
our preferred bucket dumping style doesn't work, we "z-out" moving in a
rig-zag pattern from one style to the next The style we use last and least
prefer is the one in the opposite comer from home base, i.e., Directing
people will almost never acquiesce and really dislike doing so since that is
the bottom of their bucket.
Time Needed in Decision Making
Directing:
Emoting:
Supporting:
Analyzing:
VIII. FLEXIBILITY
Takes the least amount of time - likes action: motto: ready,
fire aim
Similar to Directing, but they socialize/talk more so it takes a
little longer
Takes longer to check it out with everyone: wants to be sure
everyone is happy with the decision
Takes the longest; needs to be sure solution is the best one
Background
The Army found that it was not a specific style that made good leaders, but that
flexibility was the key to tme leadership. Flexibility is the willingness and skill
- 6-
to move our of your comfort zone into the comfort zone of others to allow them
to feel more comfortable with the situation at hand. Those with low flexibility
are seen as only corning across with their own agenda. Those with high
flexibility are seen as having their own agenda and also a concern for the agenda
of others, the context of the situation and the task at hand.
Flexibility can change from context to context: flexible at work, inflexible at
home, etc. Being flexible is not a content issue, rather it is a process issue.
It does not mean "giving in" to someone else's wishes or demands. It is the
willingness and skill to "speak different languages" when the people you
are working with are more comfortable with a '1anguage" different from your own.
To Get a CoJll1llitment From Each Style
Directing:
Emoting:
SUPPOlting:
Analyzing:
Options; issue is control
Relate to personal vision and involvement
Guarantees and assurances
One best solution; issue is correctness
IX. COUNCIL TEN YEAR VISION
A A destination
B. A strong and diversified economic base and high employment
C. A clean attractive city with a positive image
D. A good range ofattractive housing
E. A good and well maintained infrastructure
F. A wide range of recreation, entertainment, fme arts and cultural
resources for youth and adnlts which includes embracing and
celebrating cultural diversity
G. An active and vital downtown (includes Govemment Center)
H. High quality educational resources
L Good public safety services
X. ACTION PLANNING (See Appendices for Detailed Action Plans)
A Financial stability - Team: Betty, Wendy, Fred Gary, Barbara, Bernie
B. Improve the perception, irnal(e, appearance of a safe and desirable
San Bemardino and increase the demand - Team: Gordon, Frank,
Susan, June, Lee, Annie, Frank K., Jon, Ophelia, Larry, Rachael
C. Provide adequate levels of staffing to meet service demands (non-
safety) - Team: Joe, Esther, Judith Ed, Mike Jim, Susan, Janis,
Lynn, Bill, Lori, Glenn
D. Create a signature development for the City (lakes and streams)-
Team: Esther, Gary, Bill, Bernie, Ophelia, Frank, Susan
- 7 -
E. Development more effective blight abatement - Team: Susan,
Gordon, Betty, Fred, Glenn, Larry, Jon, Lynn
-7 -
F. Increased efforts to become streamlined, less bureaucratic - Team:
Judith, Joe, Janis, Teri, Lori
XI. DEPARTMENT ISSUES (UNFUNDED) FOR NEXT YEAR'S BUDGET
A Verdemont Fire Station and staffing
B. Relocation of four current stations
C. Replacement of fire apparatus - completion of lO-year plan
D. New animal shelter, repairs/restoration
E. General Plan update
F. Reorganization model
G. Classification/compensation study
H. Part-time salary adjustment
I. Retrofit of five-level parking structure
J. library bond issue
K. Technology upgrades City wide
L Renovations and improvements at City Yard
M. Matching funds for depot restoration project
N. New Council priorities
O. Fund balances and interfund transfers
P. Infrastructure repairs
Action Taken: Develop an action matrix for follow-up
-8-
APPENDIX A
PARTICIPANT EVALUATION
1. I feel this session has been (circle one):
1
Not useful
2
(1) (2)
3 4
Moderately useful
(11)
5
(10)
6
Very useful
2. The most useful activily for me was:
Round robin/communication exercise (12)
Council/Staff interaction (7)
Goal setting/action planning discussion (4)
Review ofleadership slyles (2)
Cclebratingacmevemenm
3. The most useful acruevement of the worl:shop was:
Promotion of common direction and purpose - restored hope (7)
Action planning and getting Council consensus (6)
Understanding our leadership slyles (2)
Council has a better understanding of what staff is doing and facing (2)
Spirit of congenialily and understanding
Helped boost morale by opportunities to interact
Bringing staff and elected officials together to discuss issues and concepm
Buy-in to long term plans
Making everyone aware of their roles in helping our City move in the direction
it is going
Primitiljng the personnel issue
Do it versus just talk
Real assignments, timelines, goals
A more cohesive managementteam
4. My level of involvement has been (circle one):
I
Not involved
2
(3) (8)
3 4
Moderately involved
(8)
5
(5)
6
Very involved
5. 1 could have added to the success of tills session by:
Being more engaged from the start
Worn warmer clothes
I don't know ifI added to the success, however! can say thatifI am to succeed
in future endeavors, I will take much of what was discussed here and use it
toward meeting our goals
Talked less
Being more knowledgeable of the organization
- 9-
Not sure, felt I did well
More time
Attending the complete session
6. Other comments:
Outstanding
Great approach for these types of results
Great experience
Thank you - you both did a great job given the situation you walked into
Needed full Council attendance
Great job, Tom and Shirley
I would suggest that this course or exercise be implemented at all levels of
industry/govemment to best utilize their most important assets - People -
thanks
Great and effective approach; we got results but more importantly we got
direction
Both of you were terrific - professional, result-oriented and accepting - thank you
Should occur more frequently
Excellent facilitation
Great job Tom, it has been great working with you
Great facilitation, perfect setting, well organized and kept us focused
Goal setting process was laborious at first this year, but ended with higher
results (plans for 2001-02) than ever - thanks
-10-
r-u
,
I
APPENDIX B
COMl\fiJNlCATION - TESTING OUR ASSUMPTIONS
(F-CARDS - Lock in "of' as "ov")
We do not perceive reality. We perceive what we already believe to be true. We
screen out what does not fit with our beliefs. We need to be aware of other people's
beliefs and perceptions
Does not fit with perceptions!
beliefs
Fits with perceptions/beliefs
Conscious
Mind
+
Filter
Our mind filters out that which does not fit with our own perception of reality.
What we do perceive comes to us through a filter of our beliefs about the world
around us
- 11 -
ACTION PLAt'lNING PRIORITIES FOR 2011.1-2002
PRIORITY #1- MAINTAIN CITY AND AGENCY FINANCIAL STABILITY
1. Issues
a.
b.
c.
d.
e.
f.
g.
h.
I.
J.
Without financial stability we have no power to address the other priorities.
Maximize revenue sources and identify new revenue sources.
Maintain adequate budget reserves.
Understand how major revenues are tied to the economy.
Reduction in state subventions (ERAF shift) has impacted City.
Utility tax rate may impact ability to attract certain types of industry.
Fiscal stability needs to be balanced with priorities.
Understand the true cost of providing City services.
Beware of grants that have long term financial strings or large matching requirements.
Comparably low per family income which impacts spending power.
2. Objectives
a. Develop a long-term financial plan, which includes developing a plan to address fund deficits
and establish a formal reserve policy for each Fund.
b. Establish a strong market plan to encourage commercial/industrial/retail growth.
c. In conjunction with League of Cities and Lobbyist, develop strategies to address local
govermnent fiscal reform including unfunded mandates.
d. Streamline Purchasing Dept. process to be sure the City gets the "best bang for its buck".
e. Identify all fee based services and make them be self-supporting, with some exceptions.
f. Identify and reduce duplication in services and spending.
3. Options
a. Identify new/alternative revenue sources, i.e., co-generation electricity, tying utility tax to
pumps.
b. Identify and pursue grant opportunities that don't have long-term financial strings or large
matching requirements.
c. Consider opportunities for out sourcing.
d. Focus on streamlining the City's bidding process.
e. Approve a General Fund budget annually, based on sound municipal financial principals.
f. Increase efforts to bring in higher paying jobs and high end housing into the City.
4. Next steps
a. Review issues and options with the Mayor, Council, and Department Heads.
b. Assign responsibility for each objective/option for implementation.
c. Set up a meeting with all key stakeholders to review the recommendations and implementation
plans (within 30 days).
d. Draft a long-term financial plan and reserve policy for the City and Agency.
e. Update the Municipal Code, Purchasing Policies.
f. Identify what can be done quickly and what will take more time.
ACTION PLANNING MODEL
FOR
IMAGE ENHANCEMENT
1/26/01
Committee Members:
Council Members:
June Durr, Annie Ramos, Frank Keller, Lee Dean
Frank Schuetz, Susan Lien, Gordon McGinnis
I. DESCRIBE THE ISSUE
A. WHATISINVOLVED?
I. Central focus on improving image of city.
2. Promote/protect/expand "successes" (cities)
3. Strategic use of "natural resources" where able
B. WHAT IS THE PROBLEM?
I. Adverse perceptions of undesirable city
2. Lack of coordination around priorities
3. Need for better communication/collaboration; i.e. identification of appropriate
stakeholders
4. Emphasizing the negative vs. positive; media, in-house...
5. Apathy due to lack of awareness around what's good in our community
2. WHAT RESULTS WOULD YOU LIKE TO HAVE HAPPEN?
A. WHAT ARE YOUR OBJECTIVES?
I. Shared commitment to "successes" concept
2. Flexible strategic planning model for same
3. Coordinated effort
4. Meaningful reporting process
5. Emphasize the positive stuilllBuilding community pride
6. Improve city image.
3. WHAT ARE YOUR OPTIONS?
I. Develop site criteria/rationale re: "successes"
2. Apportionment of city to align with related endeavors - i.e. blight
reduction...P.D. Area Commanders
3. Meld into collaborative venture
4. NEXT STEPS?
A. WHAT WILL BE DONE?
I. Publish agreed-on site identification criteria (April 200 I)
2. Develop matrix of cross-over programs which come into play; i.e. Neighborhood
Improvement Campaign, Cluster Associations, etc. (May 2001)
3. Evaluate blight reduction plan/strategies for integrated effort (July 2001)
4. Publish site locations with corresponding action plans/strategies (August 200 I)
5. Promote & market concepts heavily; methods to be determined
6. Create a poster once a year for distribution and placement in State and National
offices, museums, etc.
7. This action team will continue to meet on a regular basis.
B. BY WHOM?
1. Coordinating group as agreed on
2. In concert with blight reduction group
3. Marketing team
C. WHEN IS THE NEXT SPECIFIC MILESTONE?
April 200 I - Agreed on site identification criteria
D. WHEN WILL THIS GROUP RECEIVE THE NEXT REPORT?
April 2001 report to Mayor & Council
Priority #3 - Providing Adequate Staffing levels to meet Service
Demands
1. ISSUES:
A. Salaries are not competitive
B. Benefits are not competitive
C. Staffing shortages exist especially critical departments
D. Morale is low and employees do not feel valued
E. Hiring process must be streamlined
F. Financial issues and considerations often supersede critical hiring
decisions
G. Abundance of part-time positions that are long term
2. OBJECTIVES
A. Allocate financial resources necessary to provide a competitive wage
and benefit package
B. Assess current staffing levels & staff usage (including part-time
employees) to determine priority for all departments
C. Redesign the hiring process to provide maximum efficiency
D. Maintain employee recognition and staff development programs
3. OPTIONS
A. Implement class and compensation study
B. Evaluate benefit options including supplemental retirement programs
C. Have each department do a comprehensive staffing evaluation
D. Create part-time employee hiring policy that is duration-based
E. Evaluate division of responsibility between Civil ServicelHuman
Resources and evaluate staffing levels
F. Establish new Civil ServicelHuman Resources Rules that ensure
fairness and are responsive to department needs
G. Give City Administrator authority to hire budgeted positions below the
Division Head level to speed up the process
H. Authorize contract services when appropriate
4. NEXT STEPS (in priority order)
A. Analyze and implement class and compensation study - don't back-
pedal on the implementation, but move forward quickly with
implementation
B. Have Civil Service and Human Resources evaluate division of
recruitment process and staffing levels needed to improve and
streamline hiring process and include input from Department Heads.
This would require revising Civil Service/Human Resources rules
C. Initiate a Citywide departmental review of changes in responsibilities,
workloads and staffing levels over the past five years as well as
anticipated changes. This should be tied into budget process for FY
2001 - 02
D. Create a draft oflong-term part-time employee policy. Develop and
adopt a policy to guide and direct staff on issues involving contract
services
E. Support the enhancement of the employee and recognition program to
assist in employee retention and enhance employee growth
Priority Mayor/Council Issue:
Develop More Effective Blight Abatement
Overview
.:. Blight impacts the City's external customers (current and potential residents, existing businesses
and businesses that may be considering relocating to the City.)
.:. Impacts the overall ability of the City to develop pro-active, quality of life programs by
requiring the City to commit a disproportionate share of the City's resources to mitigate the
effects of blight.
.:. There is no overarching philosophy, vision or mission relating to blight abatement within the
City.
.:. Most of the current efforts are reactive in nature.
Three key strategies to blight abatement:
1. Prevent further deterioration.
2. Develop citywide adopted policy and philosophy.
3. Improve internal City capacity to respond to:
. Immediate Life/Health/Safety demands
. Mayor and Common Council Requests
. City Attorney initiatives
. Community Concerns
Objectives
Short Term Objectives: To identify short-term projects/goals to accomplish a long-term strategy
for handling blight abatement to include:
1. Review ordinances
2. Review processes
3. Review enforcement tools
4. Identifying attainable successes.
Long-Term Objectives: To develop long-term, integrated and multi-faceted solution to blight
problem to include:
1. Create a management level team to direct an operations group dedicated to blight
abatement/reduction city-wide. (BAT).
Develop More Effective Blight Aoatement
02/06/01
2. Review and/or divide city into logical areas for the development of overarching philosophies
and approaches for implementation of specific blight abatement/reduction plans for each
area.
3. Facilitate the development of Community Development Corporations (CDC) and other
grassroots organizations that can act as economic incubators and conduits for grants/funds.
4. Identify and recruit neighborhood leaders and businesses who have a vested interest in seeing
improvement.
5. Create a plan for land re-use.
6. Reduce recidivism of non-complying property owners.
Options
OPTION 1 - Band-A id/Minimalist AJ1.Proach.
Continuation of the current city efforts, with an emphasis on streamlining the process.
OPTION 2 - The Treatment/Demonstration Proiect AJ1.Proach
Builds on the Neighborhood Initiative Project, focusing City resources intensely on one area of the
City, while stretching resources thin in the remaining areas. Provides controllable environment
where results will be highly visible. Requires constant input of City resources to prevent
recidivism. Targets only one area of the City, requires a tremendous commitment of staff resources
and capital, and stretches resources thin in the remaining parts of the City.
OPTION 3 - The Proactive/Strategic Approach
To achieve long-term, sustainable results, the City must develop and implement a vision, mission
and philosophy that includes all stakeholders, including elected officials, residents, the business
community and city staff. Puts the City in a position to foster change within the community by
acting as a facilitator, funding coordinator and mediator. Requires the development of
neighborhood visions, addressing Section 8 housing and specific economic development plans. This
approach requires a long-term view of the City, and that results will be systematic but slow.
Requires long-term commitments from the stakeholders in the process, but will build an economic
base for a higher quality of life in the City.
Next Steps:
Review these issues and options with the Mayor, Council and Department Heads for
feedback.
Form Beautification Advisory Team (BA 1') with key Department Heads
Develop a fifteen-year strategic blight abatement and community improvement plan with
five-year action plan that defines what blight is, develops an overall philosophy, vision and
mission and establishes specific milestones for accomplishment.
Identify FY01-02 budget needs for infrastructure maintenance, capital improvements and
short-term staffing levels.
20f2
Priority Mayor/Council Issue:
Increase efforts to become streamlined, less bureaucratic.
Issues regarding bureaucracy and efficiency impact both the City's external customers (residents,
businesses, developers) and internal customers (other departments, individual employees).
While the Mayor and Council noted the issues impacting external customers, Department Heads
also noted that internal bureaucracy issues ultimately contribute to less efficient and responsive
service to the public. With regard to both of these customers, we suggest the following key
issues need to be addressed:
Issues impacting external customers:
I. Processing/response times take too long (planning, engineering, public works, etc.) - or at
least there is a perception that this is the case. Whether perception or reality, the issue is
continually raised and needs to be addressed.
2. Staffing levels and financial resources in many departments are inadequate to provide
prompt, efficient customer service.
3. Further staff development is necessary to equip employees to provide good service.
4. In some departments, multiple approvals are required rather than empowering individual
employees to make decisions when working with customers.
5. Overall, efficiency in City Hall needs to be improved.
Issues impacting internal customers:
I. The paper-intensive enviromnent of City Hall reduces efficiency.
2. Multiple levels of approval required for administrative tasks increase response times and
reduce efficiency.
3. The type and number of issues that require Mayor and Council approval should be evaluated.
If routine matters - such as the hiring of employees to fill existing, budgeted positions - can
be approved administratively, a great deal of staff time and effort would be freed up for
other, more critical tasks.
4. The City's current recruitment, hiring, and retention processes are not resulting in pools of
well-qualified employees that remain with the City.
5. The level of trust by elected officials in staff is directly linked to staff efficiency. Lack of
trust leads to fear of decision-making by employees, which in turn creates inefficiency.
Objectives
To address these issues, the following objectives have been identified:
· Decrease bureaucracy wherever and whenever possible, using an ongoing mechanism
for evaluating and changing processes
. Draw on employee creativity to increase efficiency
· Continue to make customer service and "business friendliness" the priority for all
departments
. Seek to have adequate numbers of well-trained, well-paid employees that are valued
by the organization as our most important resources
Options
The following options are proposed to accomplish the stated objectives. For discussion
purposes, we have grouped these options into items that most directly impact external customers,
and then those that more directly impact internal customers.
Draft - 02/06/01
,---
Ootions related to external customers:
I. As the highest priority, set a goal to work with Development Services Department staff to
create a Department that has the highest-quality service in all of southern California by
December 31, 200 I.
2. Continue ongoing customer service training for all departments, emphasizing a "business
friendly" attitude and decision-making at the front-line level.
3. Continue the broad staff development efforts underway through the Center for Employee
Excellence (CEE).
4. Augment the CEE training with additional training funds for professional/technical staff to
attend more specialized training related to their specific professions and/or functions.
5. Establish a "Continuous Improvement Team" that will actively solicit and evaluate employee
and customer ideas regarding possible process improvements, especially in line departments.
6. Consider outsourcing opportunities, including managed competition, where it would increase
efficiency.
7. Develop a procedure or system for providing Council with status updates concerning
complaints received.
Ootions related to internal customers:
I. Consider giving the City Administrator greater administrative autonomy to speed day-to-day
workflow.
2. Evaluate and improve the City's recruitment/hiring/retention processes; identify obstacles to
obtaining well-qualified employees.
3. Evaluate the Council agenda preparation process to reduce paperwork and improve its
efficiency; speed the provision of information to Council and Council Committees.
4. Utilize technology more to improve efficiency; keep our existing technology up-to-date and
continue to provide training.
5. Improve interdepartmental coordination and communication by having quarterly small-group
meetings among department heads to discuss problem issues and creative ideas.
6. Have departments systematically review their own processes and procedures for possible
revision and improvements; focus on one department at a time, and possibly use the
Continuous Improvement Team as the mechanism.
7. Use the ICMA performance measurement data to track productivity and efficiency as
compared to other cities; consider "best practices" identified in other cities for possible
implementation.
Next Steps
· Review these issues and options with the Mayor, Council, and Department Heads for
feedback.
· Assign individuals/teams responsibility for each action item. Some items may be the
responsibility of the newly-formed Continuous Improvement Team.
· Report progress to the Mayor and Council quarterly.
Draft- 02/06/01
ACTION PLANNING MODEL
FOR
LAKES AND STREAMS
1-3-00
Committee Members: Bernie Kersey, William Woolard, Ophelia Roop
Additional Contributors: Gary Van Osdel, Ray Casey, Valerie Ross
1. DESCRIBE TIlE ISSUE.
A WHATISINVOLVED?
1. Development of a pian
2. Multi-agency coordination
3. Public Outreach.
B. WHAT IS TIlE PROBLEM?
1. Revita1ization of City's core area
2. Economic Development
3. Liquifuction and high groundwater
4. Communications with stakeholders
5. Lack of funding
2. WHAT RESULTS WOULD YOU LIKE TO HAVE HAPPEN?
A WHAT ARE YOUR OBJECTIVES?
I. A core commercial area linking existing commercial centers
2. Higher density residential to support commercial uses
3. Incorporation of stakeholders in the pian development
4. Stay involved in the process
5. Balance project and community objectives
6. JPA needs a "project manager"
3. WHAT ARE YOUR OmONS?
1. Use the Environmental Impact Report process to address project alternatives
2. Consider other potential projects that may achieve revita1ization at the same or lower costsftmpacts.
3. Develop a rationale and focus for project location(s)
4. NEXT STEPS?
A WHAT WILL BE DONE?
1. Selection of project manager
2. Design of reservoir and appurtenant facilities
3. Selection of consultant(s) to prepare Economic Development Plan for project area(s)
4. Determine target area(s) of the plan
5. Develop a comprehensive public outreach program including town meetings, forums at the library, and
Channel 3, archival of materials at the libraIy for public review.
6. Develop financing concepts and alternatives
r'
R BY WHOM?
1. San Bernardino Valley Municipal Water District to do preliminary design of reservoir
2, San Bernardino Regional Water Resources Authority to select consultant to prepare the Economic
Development Plan for project area(s)
C. WHEN IS TIlE NEXT SPECIFIC MILESTONE?
1. December 2001 - San Bernardino Valley Municipal Water District to finish preliminary design
2. March 2001- San Bernardino Regional Water Resources Authority to select consu1tant(s) to prepare
the Economic Development Plan.
D. WHEN WILL TIllS GROUP RECIEVE TIlE NEXT REPORT?
The Mayor and two members of the Common Council are members of the San Bernardino Regional Water
Resources Authority. The Common Council is provided updates at their regular meetings.