HomeMy WebLinkAbout01-Workshop
CITY OF SAN BER.NJ\lHlINO . ...
CITY ADMINISTRATOR'S OFFICE r'~" r' [,'(
INTEROFFICE MEMORANDUM" I,".
TO: Mayor & Common Council
FROM: Fred Wilson, City Administrator
SUBJECT: Goal Setting Workshops-Final Report
DATE: January 10, 2001
COPIES: Dept. Heads
Attached is the final report summarizing the first two Goal Setting Workshops.
If you additional information, please contact me.
1YurL WI IuIt--J (12;/6)
Fred Wilson
City Administrator
FINAL REPORT
CITY OF SAN BERNARDINO
MAYOR! COUNCIL! CITY ADMINISTRATOR
GOAL SETIING WORKSHOP
December 1, 2000
CITY ADMINISTRATOR! DEPARTMENT HEADS
GOAL SETTING WORKSHOP
December 7, 2000
SubmiUl'd by:
Tom Robertson
Shirley Poitras
TABLE OF CONTENTS
PAGE
Mavor/CouncillCitv Administrator
I. OBJECTI\fElS ---------------------------------------------------------------------------1
II. ~i\~T.!\TORS------------------------------------------------------------------------1
III. PROCED~S -------------------------------------------------------------------------1
City i\drninistratorlDept Heads
I. OBJEc:1[1'\TElS --------------------------------------------------------------------------- 2
II. ~.!\~T.I\TORS ------------------------------------------------------------------------ 2
III. PROCI\D~S ------------------------------------------------------------------------- 2
I\f. ST ANDARDS/GROUNDRULES ____mmm____m________mmooomm_mum3
Combined Workshops
V. GOVERNANCE VS. GOVERNMEl'<'T ___0000000000000000000__000___000000_000000__ 3
VI. COUNCIL ruN YElAR VISION _m___mm_mm___m___m_______m__m_mu 3
VII. PRIORITIES ~OR 2001-2002 _00______________000000_00000000000____00000000000000000 3
VIII. i\CTION PLI\NNING PRIORITIES ~OR 2001-2002 _______um__m_m__m__ 4
A Maintain financial stability _____000___000__000000000__________000000___000000___ 4
13. Improve the perception/image/appearance of a safe desirable San
Bernardino and increase the demand m__mmm__mm_________mmuu 6
C. Provide adequate staffmg levels to meet service demands (non safety) 000 7
D. Create a signature development for lhe City mmumum...___________m_ 9
E. Develop more effective blight abatement _000000000_____________00000000000000_10
F. Increase efforts to become streamlined, less bureaucratic m___uu____m____
12
IX. i\CTIONS TAKEN 0000___________00___000000_000000________________00_000000___00_______ 13
X DElPT. ISSUE:S (UNFUNDED) ~OR NIlXT YElAR' S BUDGElT 00000000000000014
Xl. APPENDICES
A PARTICIPANTEV ALUATIONS -MAYOR/COlJNCllJCITY
ADMINISTRATOR _00_____.0000_00____.u00_00_00_u__00_.u.uuuu___..____15
B. PARTICIPANT EVALUATIONS - CITY ADMINISTRATORlDEPT
HEADS 00_0000____00_0000. uuuu_._u__uu_________uuu_u_u..u_u_uuu_ .17
C. CURRENT VISION STATEMENT AND CITIZEN QUICK
POLL 200000__0000____00_00_00_000000_____00________0000_______0000_00___00.00.0019
D. SUMMARY O~ PRE-WORKSHOP INTIlRVIEWS ummmuumm20
E. SUMMARY DElTAILS FROM INTERVffiWS-m--u-um-mm-----m22
F. PRE- WORKSHOP INTERVIEW DA TA ~OR MAYOR i\ND
COUNCIL --.---------------------------------------------------------------------32
CITY OF SAN BERNARDINO
MA YOR!COUNCIL!ADMINISTRATOR
GOAL SETIING WORKSHOP
December 1, 2000
CITY ADMINISTRATOR! DEPARTMENT HEADS
GOAL SETTING WORKSHOP
December 7, 2000
MAYOR! COUNCIL! ADMINISTRATOR
December 1, 2000
1 OBJECTIVES
A To explore long-range vision for lhe community
B. To determine 2001-2002 priorities
C. To develop action plans on these priorities
D. To resolve specific issues raised by individuals
II. F ACILIT A TORS
Tom Robertson
Shirley Poitras
III PROCEDURES
11:00 a.m.
11:30 a.m.
12:15 p.m.
1:00 p.m.
2:00 p.m.
2:45 p.m.
3:45 p.m.
4:00 p.m.
Introduction to the Workshop
Objectives
Procedures
Governance vs. Government
Ten Y ear Vision
Lunch and Discussion
Clarifying Issues
Prioritizing Issues
Action Planning Priority Issues
Smnmary
Evaluation
Public Conunent
Close
CITY ADMIl'.'1STRATOR! DEPARTMENT HEADS
December 7, 2000
1 OBJECTIVES
A To enhance Inter-departmental communication
13. To review Mayor and Council's 10 year vision and 2001- 2002 priorities
C. To develop action plans on those priorities
D. To resolve specific issues raised by individuals
II. F ACILIT A TORS
Tom Robertson
Shirley Poitras
III PROCEDURES
7:30 a.m.
8:00 a.lll.
8:30 a.m.
10:30 a.m.
10:45 a.m.
12:30 p.m.
1:00 p.m.
2:30 p.m.
2:45 p.m.
3:30 p.m.
4:00 p.m.
Galhering
Ma>,or's greeting
Objectives
Procedures
Standards/Groundrules
Review of Council 10 Year Vision
Review of Staff Vision Ellements
Inter-Departmental Communications
Break
Action Planning
Lunch
Action Planning Reports
Break
Loose Ends
S l11ll1llarv
Evaluations
Close
- 2-
IV. STANDARDS/GROUNDRULES
A Be here participate
B. Be open to share, to listen
C. Take risks
D Test assmnptions
E. Share responsibility for results
F. Have fun, positive hmnor
V. GOVERNANCE VS. GOVERNMENT
Governance - "''hat, Steering
Government - How, Rowing
Mayor
Organization
Services
IImployees
Management
Unions
Electeds
Policy Illakers
Visioning
Goals
Citizens
City
Admin
VI, COUNCIL TEN YEAR VISION (See Appendices for Current Vision and
Citizen Quick Poll 2000 Results)
A A destination
13. A strong and diversified economic base and high employment
C. A clean attractive city wilh a positive image
D. A good range of attractive housing
E. A good and well maintained infrastructure
F. A wide range of recreation, entertaimnent, fine arts and cultural
resources for youth and adults which includes embracing and
celebrating cultural diversity
G. i\nactive and vital downtown (includes Government Center)
H. High quality educational resources
L Good public safety services
VII, PRIORITIES FOR 2001-2002
A. Maintain fmancial stability
13. Improve the perception/image/appearance of a safe and desirable
San Bernardino and increase the demand
C. Provide adequate staffing levels to meet service demands (non-safety)
D. Create a signature development for the city (lakes and streams - Norton)
E. Develop more effective blight abatement
F. Increase efforts to become more streamlined, less bw-eaucratic
G. Create Illore partnerships toward achieving community goals
H. Enhance the relationship between City Hall and the connnmriry toward
the development of consensus vision and goals for San Bernardino
- 3 -
I.
1.
K.
Continue to strengthen community pride and build community
participation
Build better relationships with educational system toward providing a
viable woMorce
Develop ways to honor and celebrate the community's cultural diversity
VIII, ACTION PLANNING PRIORITIES FOR 2001-2002
A, Maintain financial stability (Gary, Betty, ~red, Wendy) (~red, Gary,
Barbara)
1. Issues - Mavor/Council
a Wilhout financial stability we have no power to address
the other priorities
b. lVlaximizerevenuesources
c. Create new revenue streams
d Maintain adequate budget reserves
e. Budget overly reliant on sales tax
f. EI~ shift, sales tax dependency
g. High utility tax discourages certain types of industries
h. Need a fiscal balance wilh all revenue sources
I. Heavy vacancy factor has caused major depreciation;
property values have dropped
J. ~iscal stability needs to be balances with priorities
k. Loss of local control over the dollar
I. Absentee landlords - heavy public assisted citizens make
buying power weak which lowers property tax values
Issues - City Administrator/ Dept Heads
a. Balance our reserve requirements wilh needs for staff,
other resotn'ces
b. Get commitment to understand importance of
reserve (educate Council on how all major revenues
are tied to economy)
c, Policy makers need to understand the true costs of
providing services
d. Beware of taking on grants lhat have long term
financial strings for the City
e. Set policy on the need for a budget reserve
-4-
2. Objectives - Mayor/Council
a Develop long term financial plan
b. Create a more skilled workforce to f1ll higher paying jobs
to buy homes and bring property values up
c. Keep City officials heavily involved in developing
strategies to convince State legislators to return or balance
the local revenues and to address unfunded mandates
d. Streamline Purchasing Division process to be sure the City
gets lhe "best bang for its bucks"
e. Immediate commercial/industrial growth, hence property
sales, world'orce growlh, homebuyers, retail buying power
increases
Objectives - City AdministratorlDept Heads
a. Have a stronger presence in lobbying with State
b. Have a long term financial plan
c. Agency focus on more revenue generating businesses
d Have all fee based services to self supporting with some
exceptions
3. Options - Mayor/Council
a. Find revenue sources
b. Identify and pursue grant opportunities
c. Identify duplicate spending and consolidate
d Reduce excessive spending through careful bidding/planning
process
e. Explore why it costs the city three times to do business with
outside consultants
f. Consider rebuilding of State Court House to bring more
higher paying jobs which enhance downtown and the
government center
Options - City Administrator/Dept Heads
a Have a City budget (General ~und) that is balanced without
relying on a vacancy factor
4. Next Steps - Mayor/Council
a. Create a community enhancement team of a Councillllelllber
and key individuals flUm each department - Red Teanl
concept
- 5-
Next Steps - City AdrninistratorlDept Heads
a. Staff will draft a long term fmancial policy using
recommended policies from the League, etc., as a
template (also olher cities)
B. Improve the perception/imllllel appearance of a safe desirable San
Bernardino and increase the demand (Gordon. ~rank, Susan)
(June, Lee, J\nnie, ~rank)
1. Issues - Mayor/Council
a. Low quality of life, i.e., housing, blight, low paying
jobs
b. Depressed property values
c. Need for an update of the City's General Plan
Issues - City Administrator/Council
a Effective collaborative communication
b. Coordination/strategic planning
c. Lack of synergy
d Better use of media
2. Objectives - Mayor/Council
a Make the City more desirable
b. High quality of life, low crime
c. Economic prosperity
d. Himinate blight areas by enhancing economic development
Objectives - City AdministratorlDept Heads
a. Prinlary initiatives that rebuild the sense of community
in San Bernardino
3. Options - Mavor/Council
a. Create incentives for home ownership
b. Owner occupancy housing
c. Create business enhancement zone in blighted corridors
d. Offer incentives like business license fee waivers
e. Reduce trash and water fees
f. Reduce development impact fees
g. Update the General Plan
h. Piggyback onto the Neighborhood Initiative Project
- 6 -
Options - Citv Administrator/Dept Heads
a. Expand on successes (youth, Route 66, arts, etc,)
b. Maximize use of natural resources (water, educational, etc.)
c. Create an interdepartmental/community crimelblight
reduction collaborative (partnerships, after school and
blight busters programs)
d Interface with group working on blight abatement
4. Next Steps - Mayor/Council
a. Create a community enhancement team of a Council Member
and key individuals from each department - Red Carpet
concept (~red, Gordon, Wendy, rep from ElDA after 12/7
workshop)
Next Steps - City AdministratorlDept Heads
a. Consult with a Citywide marketing team to assist in
implementation
C. Provide adequate staffin2levels to meet service demands (non safety)
(Joe, &1her, Judith) (Ed, Mike, Jim)
1. Issues - Mayor/Council
a. Salaries are not competitive
b. Need to provide adequate housing, schools
c. Need to update image
d Plan, identify and prioritize staffing needs
e. Set aside the financial resources
f. We do not have adequate staffing in critical departments
g. There is a Illorale problem and a feeling of not being
valued
Issues - City AdministratorlDept Heads
a. Abundance of part-time elllployees who are long term
b. Hiring decisions are influenced by senior management
c. Salaries are not competitive
d Benefits are not competitive
e. Skyrocketing medical benefit costs
f. Employees do not feel valued
g. Staffing shortages exist
h. Hiring process is archaic
-7 -
2. Objectives - Mavor/Council
a Prioritize staffmg needs
b. Develop a five-year staffmg needs study and commit
resources contingent on available funding
c. Give preference to long term part-timers
d Staff development
e. Streamline hiring process
Objectives - City Administrator/Dept Heads
a Assess staffmg needs to determine priority
b. Redesign hiring process
c. Assess current staffmg and staff usage
d. Hire employees as needed and not monlhs later
e. What do you do with "sacred cow" departments?
3. Options - Mavor/Council
a. Contracting - out sourcing
b. Strenglhen ties wilh university resources
c. Strengthen partnership with private corporations
d. Strenglhen relations wilh Federal and State legislators
and be more aggressive for funds, grants, etc.
Options - City Administrator/Dept Heads
a &tablish hiring lists ahead of time in preparation for future
vacancies
b. Give City Administrator authority to hire to speed up process
for some levels
c. Create new Civil Service/HR rules
d. Have each Dept do a comprehensive staffing evaluation
e. Create part-time employee hiring policy that is duration-
based
4. Next Steps - Mavor/Council
a. Have department heads identify staffmg needs by 2/15/01
b. Cost out the implementation of classification study
(Personnel. Personnel Committee and ~inance Dent)
c. Next milestone will be lhe development of priori!); stiffing
needs and classification study implementation (2/01)
Next Stens - Citv Administrator/Dent Heads
a. Set another meeting to continue working on this issue
b. Finalize and implement classification aid compensation
study - don't back-pedal on the implementation: action
must take place now (3/1100)
- 8-
d
Have City Administrator allow departments to create hiring
lists so the hiring is not delayed (411101)
Have Civil ServicelHR start talks to streamlining hiring
process including input from Dept Heads (7/1101)
Meet with City Attorney to start wiring resolutions giving
certain hiring authority to City i\dministrator (1110/01)
Create a format for Dept Heads to report back on staffmg
levels; include past (circa 1990), present and future needs
(2/1/01)
Create a draft of long-term part-time employee policy for
hiring to full time (2/1101)
c.
e.
f.
o
".
D. Create a signature development for the City (Lakes and Streams)
(&ther, GVO) (Bill, Bernie, Ophelia)
1. Issues - Mavor/Counci1
a Need to develop project coordination (planning, financing.
etc.
b. Need to develop community consenslL~
c. Hidden agendasllack of trust
d. ~inding a developer with dollars for Norton
Issues - City AdministratorlDept Heads
a. Development of a plan
b. Multi-agency coordination
c. Core area revitalization, economic development, liquefaction
potentiallhigh ground water is a problem
d Communication wilh area presidents/owners have heen
confrontational
e. Can be signature development or may seriously divide
community
f. Lack of project funding
2. Objectives - Mavor/Council
a. NOIton-~ind more developers and develop good paying johs
b. Lakes and Streams: Get consensus between members of
JPA: getplanning process underway; identify and line up
funding
Objectives - City Administrator/Dept Heads
a A core commercial area linking existing conmlercial centers
b. High density residential to support cornmercial areas
c. Incorporate stakeholders into the plan development process
d. Stay involved in the process
e. Balance project objectives and cOlmnmnty objectives
f. JPA needs a "project manager"
- 9 -
3. Options - Mavor/Council
a. Norton - open up the process for RFP
b. Lakes and streams: Develop a pilot project; develop a
smaller project
Options - Citv AdrninistratorlDept Heads
a. Address project alternatives
b. Consider other potential projects that may achieve
revitalization at some or less cost
c. JP A management committee to develop project location
4. Next Steps - Mayor/Council
a. Lakes and streams - initiate specific planlEIR
b. By lhe JPA
c. Selection of a consultant for EIR bv 3/01
d Norton - fmalize deal with Hillwood
e. IDA needs to be involved
f. HiIlwood deal is fmalized (2/01)
Next Steps - City Adrninistrator/Dept Heads
a Designing reservoir/facilities
b. Select illR consultant (JP i\ management committee
c, Np,xt report (3/01)
E. Develop more effective blight abatement (Susan, Gordon, Betty, Fred)
Glenn, Larry, Jon, Lynn)
1. Issues - Mavor/Council
a Get all code compliance departments/agencies coordinated
toward addressing lhe problem (Code compliancelhousing
division/animal control/City Attorney)
b. Property values are depressed
c. Absentee ownership
d There is not an incremental enforcement process
Issues - City AdministratonDept Heads
a Low income areas/residents caonot afford ownership and
landlords to not receive sufficient economic retmn to re-
invest in improvements/housing stock
b. Houses are too small, used for rentals or first-tillle buvers;
high turnover: lot sizes too small .
c. Different neighbornoods have different solutions to lhe
problellls
-10 -
d
e.
f.
g.
h.
1.
J.
k.
I.
No overall philosophy for City; should be a master plan
Must be a street scheme
Citizens must understand lheir role in blight abatement
Need an assessment of lhe Cily and break it into logical areas
for concentration
Possible mechanisms to acquire property
Need a plan for vacant land once it is cleared
Bureaucracy makes it difficult for businesses to redevelop
Create dellland for property
Housing density too high, lot sizes too small; makes
development difficult
Need new resources for staffmg
m
2. Objectives - Mayor/Council
a. Develop long-tenn solutions to problems
b. Reduce recidivism of non-complying property owners
Objectives - City Administrator/Dept Heads
Develop a city-wide blight abatement plan
Divide City into logical areas for implementation of
specific plans for abatement/reduction of blight
Develop a multi-agency task force to direct a specific
group dedicated solely to blight abatement/reduction
3. Options - Mayor/Council
a.
b.
c.
a. Streamline our ordinances
b. Develop enhanced property maintenance standards
c. Increase home ownership
d Enforce Section 108 requirelllents for property maintenance
e. Develop expedited demolition processes
f. Develop expedited nuisance abatement
Options - City Administrator/Dept Heads
a. Improve inter-departmental communication
b. Consistentlv enforced laws
c. Multi-agency task force
d Overall philosophy as a City to confront bli~ht
e. Consistent staff involved for increased effiCIency
4. Next Steps - Mavor!Council
a Have affected departments identify lhe specific target towards
the development of a priority list for abatement
b. A special team of Dept Heads with Council input
c. Develop a specific action plan and objectives
- 11 -
Next Steps - City AdrninistratoriDept Heads
a Continued meeting with group wilh Council input
b. Involve ElDA, PD, Development services
c. Action plans for workshop in January
F. Increase efforts to become streamlined, less bureaucratic (Judith, Joe)
(Janis, Teri, Lori)
1. Issues - Mavor/Council
a Some processing/responses take too long (planning,
engineering, public works, etc.)
b. There is a perception of inefficiency in City Hall
c. Inadequate staffmg levels
d. Financial resources have been inadequate
e. There is a need for more staff development
~
~.
Issues - City AdrninistratorlDept Heads
a Perception of poor response times
b. Need greater margin for error -lack of resources and
training lead to fear of making decisions
c. &able staff - fewer approvals/signoffs, etc. to get things
done
d Need a less paper-intensive environment
e. Too many committees/what goes to Council?
f. Look at Civil ServicelHR process and recruitment/hiring
g. More efficient use of e-mail for agenda process
h. rnCIDRC changes are in process
1. Help and suggestions for ways to creatively meet code
requirements should be offered to developers
3. Objectives - Mavor/Council
a. Evaluate the current process( s) and make the necessary
adjustments
b. Adequate staffing and competitive salaries
c. Develop annual efficiency evaluations (self-evaluations)
d. Instill a "business friendly" and custolller service climate
in all departments
Objectives - City Adrninistrator/Dept Heads
a. Become less paper intensive
b, Eliminate multiple approvals by too many sources
c. Clarify what really needs to go to Committee/Council
d Council trust in staff needs to increase
- 12-
4. Options - Mavor/Council
a Explore areas/activities for outsourcing
b. Increase our partnerships with private industry
Options - City Administrator/Dept Heads
a Outsource when it makes sense
b. Develop incentives for employees to come up with stream-
lining ideas
c. Have Dept's look at lheir own systems/processes
d. &tablish clear criteria for what goes to Council. Committees,
City Administrator
e. Use technology to help reduce paperwork
f. Hold smaIl group meetings with Dept. Heads to discuss
issues, ideas; learn from olher departments; share resources
across departments
g. Look at Civil ServicelHR process
h. Review agenda process
5. Next Steps - Mavor/Council
a Council to set some parameters
b. Department heads to discuss the obstacleslbarriers
c. Report from Dept heads/Council re paranleters
d ~irst report in ~ebruary in preparation for budget
workshop
Next Steps - City AdrninistratorlDept Heads
a. Develop the idea list
b. Get feedback from affected departments
c. Develop goal list based on feedback
IX. MAYOR/COUNCIL ACTIONS TAKEN
A Meet again on Monday, December 4, to continue action planning
priority issues prior to the Dept. Head Workshop on December 7.
CITY ADlVIINISTRA TORIDEPARTMENT HEADS ACTIONS TAKEN
A Staff will continue meeting in their teams around the issues to develop
presentations for the Mayor/Council at the next workshop in late
January; staff will briefly review their presentations with the Council
melllbers who wOlked on their issue at the December 1 workshop.
-13 -
X, DEPARTMENT ISSUES (U~TUNDEDl FOR NIlXT YEAR'S BUDGET
A V erdemont ~ire Station and staffing
B. Relocation of four current stations
C. Replacement of fue 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 - Library
L. Renovations and improvements at City Yard
M. Matching funds for depot restoration project
N. New Council priorities
O. ~und balances and interfund transfers
P. Infrastructure repairs
- 14-
APPENDIX A
PARTICIPANTEV ALUATION
MAYOR/COUNCIUCITY ADMINISTRATOR
December 1,2000
1. I feel this session has been (circle one):
I
Not useful
,
-
(5)
3 4
Moderately useful
(3)
5
6
Very useful
2. The most useful activity for me was:
Talk among Council Members (2)
Prioritizing for 2001-2002 (2)
Break out sessions
Goals and priorities
Action planning
Time spend developing common issues
3. The most useful achievement of lhe workshop was:
Defining goals (3)
Dialogue (2)
Developing consensus of priorities
Some unity
4. My level ofinvolvelllent has been (circle one):
1
Notinvolved
2
(1) (6)
3 4
Moderately involved
(1)
5
6
Very involved
5. I could have added to the success of this session by:
Not leaving during lhe afternoon session
Committing to be present for lhe entire session
6. Suggestions for follow-up:
More comfortable setting
Do this on an mmuaI basis with more tillle to really participate
Continue with Dept. Heads
~inish action planning priority items
- 15-
7. Other comments:
Get started on time
Council Members need to be present for lhe entire session
Get material ahead of time so I can be lhinking about it
Have participants leave phones at home and clear calendars to accommodate sessions
Very good!
Hard WOIK, thanks
- 16-
APPENDIX B
PARTICIPANT EVALUATIONS
CITY ADlVIINISTRA TOR/DEP ARTMENT HEADS
December7,20oo
1. I feellhis session has been (circle one):
(5) (8) (5)
I " 3 4 5 6
-
Not Useful Moderately Useful Very Useful
2. The most useful activity for me was:
Interaction re dept. needs, goals (8)
Action planning (5)
~eedback (3)
Gerungeveryonetog&h~
All of the dav
Group discUSsions
3. The Illost useful achievement of the WOlKShop was:
Developing action plans as a team (3)
Team building and breaking barriers (3)
Working toward real results; a plan (3)
Understanding issues, needs, goals of olhers (3)
Bringing the team together (2)
Discussing priorities and solutions
~inished product
Open communication
4. My level of involvement was (circle one):
(3) (4) (6) (5)
1 2 3 4 5 6
Notinvolved Moderately involved Very Involved
5. I could have added to the success of this session by:
Been more knowledgeable of the Citv (2)
Nolhing, came wilh an open mind .
Made great~ contributions if we'd had the time
Elxpressing my opinion on some of the action itellls
More verbal participation
Talking less, summarizing
Not leaving early
- 17 -
6. l'vly suggestions for follow-up are:
Clarifying Council goals and developing specific action items; may need an
additional session (2)
It's a good start: must follow through
Spend more time team building
More planned, organized interaction in lhe future
Encourage ongoing meeting of group (semi-annual) off site
Seeing action plans become a reality - knowing lhe "teams" will be there!
7. Other comments
An enormous thank you - what a great job of leading us into discussion and
keeping us on track
~antastic setting
Great job - facilitators kept it focused and controlled with out silly games
Thank you - both team leaders were great
Pick a differenttopic during lO-minute drill
Thank you - you allowed lhe group to come to lheir own conclusions
Was good
Tables, more time, more breaks
Very well done
- 18-
APPENDIX C
CURRENT VISION STATElVIENT
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 alJ who come to live and work here. A strong sense of
conununity will continue to grow and 1hri ve wilhin our City limits
CITIZEN QUICK POLL 2000
TOP FIVE NEIGHBORHOOD AND CITY NIlEDS
A Attract business/industry to provide higher paying jobs
13. Neighborhood upkeep and destruction of old buildings
C. Reduce crime and gun violence
D. Illlprove upkeep of lhe City as a whole
E. Re?air streets and keep them clean
- 19-
APPENDIX D
SUMMARY OF PRE- WORKSHOP INTERVffiWS
Consensus Vision Elements
1. A strong/diversified economic base
2. A clean, attractive city with a positive image
3. IncreasedlImprovedhousing
4. Has good infrastructure lhat is well maintained
5. Recreational and entertainment resources for vouth and adults
6. Active and vital downtown .
7. High quality educational resources
8. Cultural diversity
9. Cultural activities
10. Good public safety services
Consensus Priority First Steps to Achieve Vision
1. To improve the perception/image/appearance of San Bernardino
2. To become more streamlined, less bureaucratic
3. To enhance lhe relationship between City Hall and the Community
4. Develop a signature project for San Bernardino ( Norton/ Lakes and Streams)
5. To develop a consensus vision and goals for San Bernardino
6. To develop new sources of fund;ng
7. To create JObs
8. To address Councillstaff relationships and non-safety staffing needs
9. To create more partnerships toward achieving goals
10. To provide more financial incentives to spur development
Consensus Current Streneths to Achieve Vision
1. Om Mayor
2. The City Council
3. Administrator and Staff
4. Our water resources
5. Our SUPPOlt frolll the business COl1lllumity
6. Norton potential
7. Code enforcement efforts
8. High quality public safety
9. Our goals and objectives
10. Good relationship with the community
- 20-
Consensus Major Challenges to OVercollle
1. To restore Community pride and build Community consensus
2. To develop more unity among the elected officials
3. To provide adequate staffing levels to Illeet service demands (Non-Safety)
4. To create a signature development
5. Blight abatement
6. Celebrating /honoring the Community's cultural diversity
7. Lack of jobs/ high % on welfare -
8. Improved educational resources K-12
9. Improved Union relations
10. Utilizing other cities' experiences to help us to find solutions
- 21 -
APPENDIX E
DETAILS FOR SUMMARY OFPRE-WORKSHOPINTERVIElWS
Vision Hement
1. Has a strong and diversified economic base and high enlployment
2. Is a clean, attractive city with a positive image
3. Has a good range of attractive housing
4. Has good infrastructure lhat is well maintained
5. Has a wide range of recreaqonal and entertainment resources for youlh and adults
6. Has an active and vital downtown
7. Has high quality educational resources
8. fubraces and celebrates its cultural diversity
9. Has abundant cultural activities
10. Good Public Safety services
Statelllents Supporting Vision Hements
1. Has a strong and diversified economic base and high employment
a) We are a working community. There are many people employed by the industries at
Norton. The industrial area has an international flavor-esp, Asian
b) We have lhousands of new industrieslbusinesses and thousands of new jobs. au.
unelllployment rate is lower than the national average.
c) Weare a transportation hub and home to a huge cargo shipping operation/industry
d) We have a diverse, well trained and educated population wilh a very low rate of
unemployment
e) The Mount Vernon corridor (1987 RDA project area) is completed. The Santa ~e depot
is fully refurbished and a new theme shopping area has been built across from the depot
(ex: The Mercado in L.A.)
f) The Paseo de Las Plazitas is completed with a Illix of commercial, restaurants and
professional offices
g) Om image of a real m'ban center is tied to our water resom'ces. We have incOlporated lots
of fountains, lakes and smaIJ streams into our design.
h) The Norton use plan has been cOlllpletely implemented. All previously blighted property
has been re-developed into industrial, distribution and manufacturing,
i) The first two phases of the Lakes and Streams project have been completed
j) Norton is a lhriving International airport with a great deal of industrial and recreational
use: large cargo operation; sports arena.
k) There has been a large, positive change in our socia-economic levels ,md the city has an
excellent economic base.
2. Is a clean. attractive city with a positive image
a) There has been a dramatic improvelllent to the appearance of the City's core. A hue
signatme has been created wilh a pedestrian core, green belts and Lakes and Sh-eams.
b) Historic districts have been fonned
- 22-
c) We have very attractive "Gateways" to our city. (Hospitality lane and Airport)
d) There has been a dramatic turn-amund in our housing stock. There are several new, high
quality developments and high activity in lhe rehabing of older homes
e) We are a lhriving community of involved citizens and enjoy an excellent quality of life
f) All of our neighborhoods have been upgraded, Our political leaders are committed to
providing equal attention and services lhroughout the City
g) Much of the blight is gone and has been replaced by new residential and commercial
property. Many inexpensive homes have been bought and rehabed for first-time
homebuyers/owner occupied
h) All of our resources are being well utilized
i) We are cosmopolitan but still retain a small town atmosphere
j) The city is well lit with lots of pedestrian traffic. The neighborhoods are dean-people
friendly-children playing on sidewalks and streets.
k) Mount Vernon Park has been enlarged to the east. It is a valuable element of Paseo de
Las Plazitas and a popular social gathering spot
I) Neighborhood pride is high, homes and yards are well maintained
m) There is a system of electric powered, wheeled trolley cars to provide downtown
transportation and atmosphere
3. Has a good range of attractive housing
a) We have a better mix of residential housing in lhe middle and higher income range
b) We have assembled and re-developed some of lhe older, troubled residential areas
c) We have lots of upscale, new housmg with a large, young, upwardly mobile, middle class
population
d) The housing stock in the inner-city has been upgraded, renewed and improved
e) There has been a dramatic turn-around in our housing stock. There are several new, high
quality developments and high activity in the re-habing of older homes
f) Much of lhe blight is gone and has been replaced by new residential and commercial
property. Many inexpensive homes have been bought and rehabed for first-time
homebuyers/owner occupied
g) There are several upper scale hill top homes ( like Highland Ranch)
h) We have several active retiree communities
4. Has good infrastructure that is well maintained
a) Our connnercial corridors (Highland Ave) have been rehabed and have the look and feel
of State street in Santa Barbara
b) There have been great improvelllents in our infrastructure. We have a fwy off-ramp going
west
c) There has been light commercial development at Arden Guthrie and a large parking
facility at the soccer fields
d) The sound walls are in place along lhe 30 fwy and there is a north to west transition to
the 215
e) The master repaving plan has been completed along with sidewalk replacelllents
f) We have a natural habitat area that has grown and is being maintained in a County flood
control area
g) The freeway between the 30 freeway and lhe mountains has been built
11) There is a system of electric powered, wheeled trolley cars to provide downtown
transportation and atmosphere
- 23 -
5. Has a wide range of recreational and entertainment resources for youlh and adults
a) The housing stock in the inner-city has been upgraded, renewed and improved
b ) We are considered to be the Youth Sports Capital wilh Soap Box Derby; little League;
etc. Our after school centers are highly utilized
c) We have a higWy developed and successful entertaimnent center that acts as a magnet for
tourism
d) We have a riverwalklike San Antonio wilh lots of parks; open space; trees; flowers, It is
very popular and there is a good mix offarnilies; young adults; seniors-lots of cultural
diversity. There is an atmosphere of safety wilh good police presence lhrough foot and
bicycle cops.
e) Mount Vemon Park has been enlarged to lhe east. It is a valuable element of Paseo de
Las Plazitas and a popular social gathering spot
6. Has an active and vital downtown
a) New /revitalized downtown south of Baseline
b) The downtown is active and vital-lots of out-door dining, small intimate shops, street
activities
c) We have a riverwalklike San Antonio wilh lots of parks; open space; trees; flowers. It is
very popular and there is a good mix offarnilies; young adults; seniors-lots of cultural
diversity. There is an atmosphere of safety wilh good police presence lhrough foot and
bicycle cops.
d) The Mount Vernon corridor (1987 RDA project area) is completed. The Santa Fe depot
is fully refurbished and a new theme shopping area has been built across from lhe depot
(ex: The Mercado in L.A.)
7. Has high educational resources
a) The University has increased in size to accommodate the demand. A large % of its
graduates now live and work in San Bemardino
b) We have an excellent educational system and the SAT 9 test scores reflect this
8. Embraces and celebrates its cultural diversity
a) We are a diverse community and we celebrate our diversity
b) We are a working community. There are many people employed by the industries at
Norton. The industrial area has an international flavor-esp. Asian
c) There is a higher awareness and celebration of lhe Latino culture. The entire community
takes pride in and celebrates its culture diversity
9. Has abmulant cultural activities
a) There is a renewed interest in the fine and peIfonning arts. The California Theater is a
centerpiece of our cultural activities.
b) There has been a revival in the cultural lilts
c) We have many activities in our downtown-parades; outdoor craft fairs; arts and crafts
exhibits: conceits. There is no gang presence
- 24-
10. Good Public Safety services
a) We are virtually crime free and we are no longer the parolee capital of Calif.
b) We have a riverwalk like San Antonio wilh lots of parks; open space; trees; flowers. It is
very popular and there is a good mix of families; young adults; seniors-lots of cultural
diversity. There is an atmosphere of safety wilh good police presence lhrough foot and
bicycle cops
Priority First Steps to Achieve Vision
1. To improve the perception/image/appearance of San Bernardino
2. To become more streamlined, less bureaucratic
3. To enhance the relationship between City Hall and the Community
4. Develop a signature project for San Bernardino ( Norton/ Lakes and Streanls)
5. To develop a consensus vision and goals for San Bernardino
6. To develop new sources of funding
7. To create JObs
8. To address Council/staff relationships and non-safety staffing needs
9. To create more partnerships toward achieving goals
10. To provide more fmancial incentives to spur development
Statements Supporting Priority First Steps to Achieve Vision
1. To improve the perception/image/appearance of San Bernardino
a) To move forward on a successfuLproject lhat will prove to the community and investors
that we can be a destination-lhat SB is an area worthy of investment
b) Build consmner/citizens confidence (ex: Lakes and Streams project. This is not about
getting rid of people-this is about building a community that will enhance the lives of all the
citizens)
c) To make SB more attractive lhrough better code enforcement/blight abatement
d) To work toward increasing neighbOlhood pride
e) We need more middle-upper class housing. Our inexpensive housing draws a lot of
lower incollle population.
f) To enhance the image of lhe city. Change lhe perception. Market the city as a safe
conununity
g) We (elected and staff) need to model the type of community that we want to become. We
need to be perceived as professionals. The community needs to see the council working as a
team-respecting one another-to give the community a sense of promise and secmity
h) We need to create ways to celebrate small victories, The community needs to see a
measure of improvelllent/ incremental progress so that people have a sense of movement
i) We need a focused, funded and fast track process to rid the blight arOlmd the Lakes and
Streams project. We need to give this project a high chance to succeed
j) That we continue to be a credible, non-self interest, ethical and visionmy political body
that makes decisions that will benefit the entire community
k) We need to get Illore people-diverse groups-neighborhood associations, CBO's-to cmry
the baoner-articulate lhe vision. (ex: Lakes and Streams-everybody needs to be excited and
talking about lhis, Yes, lhere are issues to be resolved, but we need to be talking about lhe
and getting excited about the promise.)
- 25-
I) Our problems are economic in nature. We need to becollle much more creative in
attracting investment so that we are not spendin~ lhe majority of our resources (time and $)
treating the symptoms(ex: funding for public satety and code enforcement)
2. To becollle more streamlined, less bureaucratic
a) Streamline the developlllent process and work toward a ''fast-track'' and "deyeloper
friendly environment.
b) To develop ways to become more business/developer friendly without sacrificing our
standards( ex: lhe design review commission has evolved into a bureaucratic barrier-it has
become a mini-planning commission)
c) Develop a criteria for minor/major development approval issues. Fast track lhe minor
issues (ex: Tenant improvements In existing buildings)
d) Unite the CVB and lhe Chamber-both are in lhe same business. ( Chamber is the first
place that people go to for info on business/tourism) To work toward reducing duplication
of effort and to leverage the resources that we have (ex: joint lllaIketing ;shared web-site)
3. To enhance the relationship between City Hall and the Community
a) The community needs to better understand the value of our proposed projects-we need to
do a better job of communicating and involving them
b) We (elected and staff) need to model the type of community that we want to becollle. We
need to be perceived as professionals. The cornmunity needs to see lhe council working as a
team-respecting one another-to give the community a sense of promise and security
c ) We need to create ways to celebrate small victories. The commtmity needs to see a
measure of improvement! increlllental progress so lhat people have a sense of movement
d) Galher more citizen/community support for our projects- : ex: Lakes and Streams) We
need to get everyone behind our projects.
e) Develop more effective ways of getting the citizens involved in lhe council's vision and
goals
o Do a better job of educating the community as soon as we have specific information(ex:
Lakes and Streams)
g) We need to get more people-diverse groups-neighborhood associations, CBO's-to carry
lhe banoer-articulate lhe viSIOn. (ex: Lakes and Streams-evelybody needs to be excited and
talking about this. Yes, lhere are issues to be resolved, but we need to be talking about the
and getting excited about the promise.)
4. Develop a signature project for San Bernardino (Norton/ Lakes and Streams)
a) To move forward on a successful project lhat will prove to the commlmity and investors
that we can be a destination-lhat SB is an area worthy of investment
b) To find ways to increase hi-tech jobs.
c) Focus on Norton-it is lhe best choice/highest potential to provide the economic engine to
a create a strong job base for SB
d) To continue our strong efforts to bring in a master developer for Norton. The success of
this project will give us 1/2 the economic impetus lhat we need.
e) A FrZ at the airport
5. To develop a consensus vision and goals for San Bernardino
- 26-
a) That when a project is discussed and decisions made, that lhe project benefit lhe whole
city and not onIv one ward
- .
6. To develop new sources of funding
a) Capitalize on the relationships that lhe Mayor and Administrator have built with other
agencies toward developing more grant funding for our projects
b) Make better use of private sector resources toward achieving onr goals
c) Our problems are economic in nature. We need to become much more creative in
attracting investment so that we are not spending the majority of our resources (time and $)
treating the symptoms(ex: funding for public safety and code enforcement)
7. To create jobs
a) To fmd ways to increase hi-tech jobs.
b) Develop a stronger partnership with CSUSB in order to gain access to lhe information
lhat we need to move forward with becoming a major transportation hub
c) A FIZ atthe airport
d) Our problems are economic in nature. We need to become much more creative in
attracting investment so that we are not spending the majority of our resources (time and $)
treating the symptoms(ex: funding for public safety and code enforcement)
8. To address Council/staff relationships and non-safety staffing needs
a) Double the size of our planning department
b) We need to make sure lhat our Department Heads and Stafffeel valued We need to give
them the autonomy to do their jobs and not micro-manage.
c) To do Illore directing and less doing
9. To create Illore partnerships toward achieving goals
a) Develop a stronger partnership with CSUSB in order to gain access to lhe information
that we need to move forward wilh becoming a major transportation hub
b) Unite the CVB and the Chamber-both are in the same business. ( Chamber is lhe fIrst
place that people go to for info on business/tourism) To work toward reducing duplication
of effort and to leverage the resources that we have (ex: joint maIketing; shared web-site)
10. To provide Illore financial incentives to spur development
a) Eliminate the 8% utility tax
b) To develop financial incentives for the businesses that we're tIying to attract to the city.
Put together a menu of incentives/services that we can offer to our high potential leads
Cun'ent Strengths to Achieve Vision
1. Our Mavor
2, The CitY Council
3. Administrator and Staff
4. Our water resources
5. Our support from the business community
- 27-
6. Norton potential
7. Code enforcement efforts
8. High quality public safety
9, Our goals and objectives
10. Good relationship with lhe community
Statements Supporting Current Strengths
1. Our Mayor
a) The Mayor. She is popu1ar, charming and charismatic.
b) We have a good Mayor. The citizens have confidence in her vision. This is important in
leading the city forward .
c) We have a good Mayor with a good style of Management
d) The Mayor is very enthusiastic and interested in making SB an excellent city. We have
good leadership wilh lhe current Mayor and Council
2. The City Council
a) Good City Council
b) Our open minded council-honest and ethical
c) The council is aware that we must work together and do things for the whole community
3. Administrator and Staff
a) Good planning department staff
b) We have excellent Department Heads-very cooperative and supportive-they have lhe best
interests of SB at heart
c) The quality of our staff. We have some of the best people in lhe country and we need to
give them the latitude, autonomy to carr)' out our policies and goals, We need to develop an
atmosphere where creativity can flourish
4. Our water resources
a) Our wonderfu1 water resources and the potential for sales, recreational use. This is a huge
draw for development
b) The potential for federal funding for water conservation
c) Our water resources
5. Our support from the business community
a) We have strong support anlOng the business leaders to see bold and visionary action
6. Norton potential
a) Norton has great potential though we need to work through the politics
7. Code enforcement efforts
- 28-
a) Our code enforcement efforts and the support of the City Attorney's office
8. High quality public safety
a) Good public safety-strong safety units-good ~ire and Police Chiefs-good labor relations
with public safety. Decreasing crime rate and low turnover of personnel
9. Our goals and objectives
a) We have a sense of a plan. City staff is seeing progress. We have a process to develop
priorities and then develop a budget to support them.
10. Good relationship with the community
a) This community is coming together-electeds, Administrator, dept. heads, staff and citizens
are getting involved and working togelher to set and achieve goals-no matter whose idea it
is.
Major Challenges to Overcome
1. To restore Community pride and build Community consensus
2. To develop more unity among the elected officials
3. To provide adequate staffing levels to meet service demands (Non-Safety)
4. To create a signature development
5. 13light abatement
6. Celebrating /honoring lhe Community's culturaI diversity
7. Lack of jobs/ high % on welfare
8. Improvd educational resources K-12
9. Illlproved Union relations
10. Utilizing other cities' experiences to help us to find solutions
Statements Supporting Major Challenges to Overcome
1. To restore Community pride and build Community consensus
a) We need to educate our citizens that we carmot advance as a city wilh 60% of our
population on a fixed income and a mindset of maintaining lhe status quo. We need to Illake
dramatic changes in the community's attitude
b) The city's negative illlage that has been caused in some part by negative public comments
by councillllembers
c) The city's negative, undeserved image
d) Address the undeserved reputation that SB has. Develop a positive illlage about who we
really are and where we're going
e) We need to educate our citizens about the issues and involve thelllin the decision making
process
2. To develop Illore unity among the elected officials
a) To address and relieve lhe tension around measure "M" and lhen move forward together
b) Our Congressmen and State Senators don't always see eye-to-eye.
- 29-
c) The conflict /struggles among the council. We need to define our areas of
consensus/agreement and move forward on them-to not care who gets the credit
d) To do away wilh the division lines-refer to the city as a whole-determine the whole
community's priority needs for service and address them,
3. To provide adequate staffing levels to meet service demands (Non-Safety)
a) The city structure-lhe workforce of non-safety employees is shrinking because of the
Charter requirelllents (ex: Parks dept. had 90 people 10 years ago-today there are 60.)
Public safety is getting raises while others are being cut back
4. To create a signature development
a) To study and learn from other cities that have had success wilh developing projects like
ours ( San Antonio, Pasadena, Santa Monica, Long Beach)
b) We need to have a critical mass-something to defIDe lhe connnunity
c) Develop a partnership with the base developers to assmne part of lhe cost of the IVDA-
specifically for Norton, To develop and fund a separate team specifically for the
development of Norton
5. Blight abatement
a) Develop a more focused effort on ridding blight. Streamline this process and make more
effective use of our Code Enforcement resources
b) Be creative in finding new resources to help us rid the city of blight
6. Celebrating/honoring lhe Commwtity's cultural diversity
a) Develop ways to bring people together to celebrate our cultural differences
7. Lack of jobs/ high % on welfare
a) The high level of welfare
8. Improved educational resources K-12
a)Improve our educational resources-K-12. Start building community values around
community service-build social rules rather lhan legal sanctions-build positive/productive
values around community responsibility
9. Improved Union relations
a) The unions can be a negative force at times
10. Utilizing other cities' experiences to help us to find solutions
a) To study and leam frolll other cities that have had success with developing projects like
ours ( San Antonio, Pasadena, Santa Monica, Long Beach)
-30 -
Issues
I. To improve the perception/image/appearance of San Bernardino
2. To become more streamlined, less bureaucratic
3. To develop more consensus among elected officials
4. To restore community pride and build community consensus
5. To provide adequate staffmg levels to meet service demands (non-safety)
6. To create a signature development for the city (lakes & streams-Norton)
7. To develop more effective blight abatement
8. To enhance the relationship between city hall and the community toward the development
of consensus vision and goals for San Bemardino
9. To build better relationships wilh schools- K -12
10. To create jobs-reduce unemployment
11. To create more partnerships toward achieving community goals.
12. To develop ways to honor and celebrate the community's cultural diversity
- 31 -
APPENDIX F
PRE-WORKSHOP INTERVIEW DAT A
FOR MAYOR AND COUNCIL
Vision Benlents:-Y ear 2010
1) We have a better mix of residential housing in the middle and higher income range
2) We have assembled and re-developed some of the older, troubled residential areas
3) Our image of a real urban center is tied to our water resources. We have incorporated lots
of fountains, lakes and small streams into our design.
4) We have a diverse, well trained and educated population with a very low rate of
unemployment
5) We have the reputation as a center for higher learning/education because of the nmnber
and quality of our public and private universities
6) New/revitalized downtown soulh of Baseline
7) The first, two phases of the Lakes and Streams project have been completed
8) Norton is a lhriving international airport wilh a great deal of Industrial and recreational
use: large air cargo operation; sports arena
9) We have excellent streets in all neighborhoods with curbs and gutters that provide safe
routes for children to and from school
10) We have lots of upscale, new housing with a large, young. upwardly mobile, middle
class population
11) The Norton use plan has been completely implemented. All previously blighted
property has been re-developed into industrial, distribution and manufacturing
12) The housing stock in the inner-city has been upgraded, renewed and improved
13) There has been a large, positive change in our socio-economic levels and the city has an
excellent economic base
14) There has been a dramatic improvement to the appearance ofthe City's core. i\ true
signature has been created wilh a pedestrian core, green belts and Lakes and Streams.
15) We have very attractive "Gateways" to our city. (Hospitality lane and Airport)
16) The overall physical appearance of the city Illakes a positive statelllent
17) There has been a true renaissance and recovery in the economy.
18) The University has increased in size to acconmlOdate the demand. A large % of its
graduates now live and work in San Bemardino
19) We are a community that focuses on our youth-on involving our youth in conununity
activities
20) We are considered to be the Youth Sports Capital with Soap Box Derby: little League:
etc. Our after school centers are highly utilized
21) There has been a dramatic turn-around in our housing stock. There are several new,
high quality developments and high activity in the re-habing of older homes
22) There has been a very positive shift in the City's ilnage
23) There is a renewed interest in the fme and perfonning arts. The California Theater is a
centerpiece of om- cultural activities.
24) We have a higher socio-economic group that lives in SB
25) There has been a revival in the cultural arts
- 32-
26) We are a lhriving community of involved citizens and enjoy an excellent quality of life
27) There have been great improvements in our infrastructure, We have a fwy off-ramp
going west
28) We are virtually crime free and we are no longer lhe parolee capital of Calif,
29) All of our neighborhoods have been upgraded, Our political leaders are committed to
providing equal attention and services throughout the City
30) We have an excellent educational system and the SAT 9 test scores reflect this
31) Norton has been completely developed, Surrounding area is a mix of residential and
commercial
32) Much oflhe blight is gone and has been replaced by new residential and commercial
property. Many inexpensive homes have been bought and rehabed for first-time
homebuyers/owner occupied
33) We have thousands of new industries/businesses and thousands of new jobs. Our
unemployment rate is lower than the national average.
34) Our median armual salary is comparable to San Diego
35) All of our resources are being well utilized
36) We are a transportation hub and home to a huge cargo shipping operation/industry
37) Historic districts have been formed
38) There are several upper scale hill top homes ( like Highland Ranch)
39) We have several active retiree communities
40) Our commercial corridors (Highland Ave) have been rehabed and have lhe look and
feel of State street in Santa Barbara
41) There has been light commercial development at Arden Guthrey and a large parking
facility at lhe soccer fields
42) The sound walls are in place along lhe 30 fwy and there is a north to west transition to
the 215
43) The master repaving plan has been completed along with sidewalk replacements
44) We have a natural habitat area that has grown and is being maintained in a County flood
control area
45) The freeway between lhe 30 freeway and the mountains has been built
46) We have a highly developed and successful entertaimnent center lhat acts as a magnet
for touriSIll
47) Norton is Illeeting its potential.
48) The downtown is active and vital-lots of out-door dining, small intimate shops, street
activities
49) There is a system of electric powered, wheeled trolley cars to provide downtown
transportation and atmosphere
50) We have a riverwalk like San Antonio with lots of parks: open space: trees: flowers. It is
very popular and there is a good mix of families; young adults; seniors-lots of cultural
diversity. There is an atmosphere of safety wilh good police presence through foot and
bicycle cops.
51) We have many activities in our downtown-parades: outdoor craft fairs: aJts and crafts
exhibits: concerts. There is no gang presence
52) Weare coslllopolitan but still retain a small town atmosphere
53) The city is well lit with lots of pedestrian traffic. The neighborhoods aJ'e clean-people
friendly-children playing on sidewalks and streets.
54) We are a diverse communitv and we celebrate our diversitv
55) We are a working community. There are many people employed by the indusb.ies at
NOlton. The industrial area has an intemational flavor-esp. Asian
-33 -
56) The Mount Vernon corridor (1987 RDA project area) is completed. The Santa ~e depot
is fully refurnished and a new theme shopping area has been built across frolll the depot(
ex: The Mercado in L.A.)
57) The Paseo de Las P1azitas is completed with a mix of commercial, restaurants and
professional offices
58) Mount Vernon Park has been enlarged to the east. It is a valuable element of Paseo de
Las Plazitas and a popular social gathering spot
59) Neighborhood pride is high, homes and yards are well maintained
60) There is a higher awareness and celebration of the Latino culture. The entire community
takes pride in and celebrates its culture diversity
61) 1/3 of the Lakes and Streams project has been completed and is very successful.
Priority First Steps Toward Meetine. Vision
1) To move forward on a successful project lhat will prove to the community and investors
that we can be a destination-lhat SB is an area worthy of investment
2) Double the size of our planning department
3) Streamline the development process and work toward a "fast-track" and "developer
friendly environment.
4) Fliminate the 8% utility tax
5) Build consmner/citizens confidence( ex: Lakes and Streams project. This is not about
getting rid of people-this is about building a community lhat will enhance the lives of all the
citizens)
6) The community needs to better understand lhe value of our proposed projects-we need to
do a better job of communicating and involving them
7) To make SB more attractive lhrough better code enforcement/blight abatement.
8) To work coward increasing neighbOlhood pride
9) To fmd ways to increase hi-tech jobs.
10) To develop ways to become more business/developer friendly without sacrificing our
standards( ex: lhe design review commission has evolved into a bureaucratic barrier-it has
become a mini-planning commission)
11) Develop a criteria for minor/major development approval issues. Fast track the minor
issues (ex: Tenant improvements in existing buildings)
12) ~ocus on Norton-it is the best choicelhighest potential to provide the economic engine
to a create a strong job base for SB
13) We need to create an environment that people want to come to. We need to change the
perception that people have of the city.
14) We need more middle-upper class housing. Our inexpensive housing draws a lot of
lower income population.
15) To enhance the illlage of the city. Change the perception. Market the city as a safe
community
16) We (electeds and staff) need to model the type of community lhat we want to become.
We need to be perceived as professionals. The community needs to see the council working
as a team-respecting one another-to give the community a sense of promise and security
17) We need to create wavs to celebrate small victories. The community needs to see a
Illeasure of improvement! incremental progress so that people have a sense of movement
18) We need to make sure that our Department Heads and Staff feel valued. We need to
give them the autonomy to do their jobs and not micro-manage
-34-
19) That the council make cmbs and sidewalks. a recreation center and a branch library a
priority for the 6lh ward
20) That when a project is discussed and decisions Illade, that the project benefit the whole
city and not only one ward
21) Capitalize on lhe relationships that lhe Mayor and Administrator have built with olher
agencies toward developing more grant funding for our projects
22) Gather more citizen/community support for our proJects-( ex: Lakes and Streams) We
need to get everyone behind our projects.
23) We need a focused, funded and fast track process to rid the blight around the Lakes and
Streams project. We need to give this project a high chance to succeed
24) To continue our strong efforts to bring in a master developer for Norton. The success
of this project will give us 1/2 the economic impetus that we need,
25) That we continue to be a credible, non-self interest, ethical and visionary political body
that makes decisions that will benefit lhe entire community
26) Develop a stronger partnership with CSUSB in order to gain access to lhe infonnation
that we need to move forward with becoming a major transportation hub
27) The expansion of the Santa Fe inter-modal tie-in to the airport
28) A FIZ at lhe airport
29) M3Iket the airport to a private entity that knows how to develop it
30) Make better use of private sector resources toward achieving our goals
31) To do more directing and less doing
32) We need to streamline our systems/processes to get lhings done more quickly
33) To develop fmancial incentives for the businesses lhat we're trying to attract to lhe city.
Put together a menu of incentives/services that we can offer to our high potential leads
34) Unite the CVB and the Chamber-both are in the same business, ( Chamber is lhe fIrst
place lhat people go to for info on business/tourism) To work toward reducing duplication
of effort and to leverage the resources that we have (ex: joint m3Iketing; shared web-site)
35) Develop more effective ways of Jetting lhe citizens involved in the council's vision and
goals
36) Do a better job of educating the community as soon as we have specific information(ex:
Lakes and Streams)
37) We need to get more people-diverse groups-neighbOlhood associations, CBO's-to carry
the banner-articulate lhe vision. (ex: Lakes and Streams-everybody needs to be excited and
talking about this. Yes, lhere are issues to be resolved, but we need to be talking about the
and getting excited about the promise.)
38) Our problems are economic in nature, We need to become much more creative in
attracting investment so lhat we are not spending the majority of our resources (time and $)
treating the symptoms(ex: funding for public safety and code enforcement)
Current Strengths to Drive Vision/Priority ~irst Steps
1) We have strong support among the business leaders to see bold and visionary action
2) The Mayor. She is popular, charming and charismatic.
3) We have a good Mayor. The citizens have confidence in her vision. This is important in
leading the city forward
4) Good planning department staff
5) Good City Council
6) Norton has great potential though we need to work through the politics
7) Our wonderful water resources and lhe potential for sales, recreational use. This is a huge
draw for developlllent
8) The potential for federal funding for water conservation
-35-
9) We have a good Mayor with a good style of Management
10) Our open minded council-honest and elhical
11) Our water resources
12) We have a sense of a plan. City staff is seeing progress. We have a process to develop
priorities and then develop a budget to support lhem.
13) The council is aware lhat we must work togelher and do lhings for the whole
community
14) The Mayor is very enthusiastic and interested in making SB an excellent city. We have
good leadership with the current Mayor and Council
15) We have excellent Department Heads-very cooperative and supportive-they have lhe
best interests of SB at heart
16) Good public safety-strong safety units-good ~ire and Police Chiefs-good labor
relations with public safety. Decreasing crillle rate and low turnover of personnel
17) Our code enforcement efforts and the support of lhe City Attorney's office
18) This community is coming together-electeds , Administrator, dept. heads, staff and
citizens are getting involved and worlring together to set and achieve goals-no matter whose
idea it is.
19) The quality of our staff. We have some of the best people in the country and we need to
give lhern the latitude, autonolllY to carry out our policies and goals. We need to develop an
atmosphere where creativity can flourish
!vlaior ChallenJ;:es to Overcome to Meet Vision
1) We need a long-term commitment to staying the course by lhe Mayor and Council. To
have political courage, build trust and take lhe necessary steps together
2) To restore public pride in SB and build consensus in the community
3) To study and learn from other cities that have had succeso with developing projects like
ours ( San Antonio, Pasadena, Santa Monica, Long Beach)
4) We need to have a critical mass-something to defme lhe community
5) To address and relieve the tension amund measure "M" and then move forward together
6) Provide adequate staffm~ in the non-safety departments
7) Develop a partnership WIth lhe base developers to assume part of the cost of the IVDA-
specifically for Norton. To develop and fund a separate team specifically for the
develoPlllent of Norton
8) The unions can be a negative force at times
9) Our Congresslllen and State Senators don't always see eye-to-eye.
10) The city structure-the workforce of non-safety ernployeesis shrinking because of the
Charter requirements(ex: Parks dept had 90 people 10 years ago-today there are 60.) Public
safety is getting raises while others are being cut back
11) The conflict /struggles among lhe council. We need to define our areas of
consensus/agreement and move forward on them-to not care who gets the credit
12) We need to educate our citizens that we cannot advance as a city with 60% of our
population on a fixed income and a mind set of maintaining the status quo. We need to
make dramatic changes in the conmlunity's attitude
13) The city's negative image that has been caused in some part by negative public
comments bv councilmembers
14) The high level of welfare
15) The city's negative, undeserved image
-36-
JAN 17 2801 09:36 AM THOMASWROBERTSON
760 3215188
P.07
CITY OF SAN BERNARDINO MA YOR/COUNCILIADMlNISTRA TORI
DEPARTMENT HEADS GOAL SETTING WORKSHOP
JANUARY 26, 2001
I. O"'I~CTIVI.S
A. To cel.brUe 0tII' ""hleYem_
B. To become .....IIR ofO\ll' own lIIld other', decision 11IIkinI and leadership style
c, To ",plme our Individual and team challeJl&o'lIld opporIUDitI..
D. To develop fuI.l Klion plans on our 2001-2002 priorities
E. To ",salve specifie is...... raisecl by individuals
I. F ACILlT "TORS
Tom Robertson
Shirley Pol_
n. PROCEDURES
PrllIIw. J....,., 26tl1
7:30.JlI.
8:00 a.rn.
9:00 a.rn.
10:00 "m,
10:lSa,m,
12:~,m.
1:00 p.m.
1:45 p,m.
2:30 p,m.
3:13p,m,
4:00 p.m.
O.therlllll
Introduction 10 workshop
. Objactlves
. Proc:ecIures
. SluIcIatds
. Celebrating achievemems
LeadershiplDeclsloa m.k1ll8
Breek
Challenges and Opportunities (RollDd Robin)
Luneh
A.i;on planning (Round # I)
a) 30 minutes In artloll plamiD& -.
b) S minute report perodiollpl&Nlilla te.m 10 largelll'OllP (15 minlllOl)
"clion pllnnln& (Round #2)
0) 30 mlllule6 in 1lCti0ll plarm1ns ""'""
b) 5 mbIUle report per action plarmins team to large group (15 minutes)
LooIo OIldsJo\tlet' iuues
Swnmll')'
. Next ~.
. Evaluallon
. Public Comment
Close
ACTION PLANNING PRIORITIES FOR 2001-2002
PRIORITY #1- MAINTAIN CITY AND AGENCY FINANCIAL STABILITY
1. Issues
a.
b.
c.
d.
e,
f.
g.
h.
1.
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 comlllercial/industriallretail growth.
c. In conjunction with League of Cities and Lobbyist, develop strategies to address local
government 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 revenue sources,
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 principles.
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,
d. Draft a long-term financial plan and reserve policy for the City and Agency.
e. Update the Municipal Code, Purchasing Policies.
,
(
ACTION PLANNING MODEL
FOR
IMAGE ENHANCEMENT
1/26/01
Committee Members:
Council Members:
June DUIT, Annie Ramos, Frank Keller, Lee Dean
Frank Schuetz, Susan Lien, Gordon McGinnis
I. DESCRIBE THE ISSUE
A. WHAT IS IN VOL VED?
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 sturn/Building 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 2001)
5. Promote & market concepts heavily; methods to be determined
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
{
ACTION PLANNING MODEL
Priority #2 - Improve the Perception/Image/Appearance ofa
Safe and Desirable San Bernardino.
Team Members: June Durr, Annie Ramos, Frank Keller, Lee Dean
THREE OVERARCHING STRATEGIES:
I. Expand on and protect our "successes."
2. Maximize the use of natural resources.
3. Create an intra-departmental blight/crime reduction collaborative,
OVERVIEW:
Priority #2 and priority #5 (Develop More Effective Blight Abatement) are obviously closely
aligned with one another. Group Five is working diligently on creating a model plan. Thus, the
emphasis here is on how this emerging plan will dovetail into strategies conceming expanding
protecting and promoting our successes, as well as maximizing use of natural resources to
enhance the city's image,
San Bernardino has worked hard to develop a number of cultural, sports, entertainment,
educational, economic, etc" resources. Clearly, it makes good sense to protect and develop these
resources. The basic concept is that crime, blight, and conditions adverse to the image of our
city have a way of expanding outward. There has to be a ground zero in terms of where we
focus our energies. Our group suggests that a number of locations be identified for "ground
zero" focus.
DIRECTION:
Should the Mayor and Council agree, in concept, to this proposal, the initial need will be to
identify locations (using agreed-on criteria) throughout the city, which are a positive draw for
business and families, and which enhance our image as a city. Any number of broad subject
categories can be used to include economic (i.e., Hospitality Lane), entertainment (Le., theater),
sports (i.e., soccerILittle League), educational (Le" the university and community colleges), etc.
A logical initial tie-in will follow, with the crime/blight reduction program being formulated by
Group Five.
The point is, we will have a number of priorities agreed on for application of evolving programs
as they come on line, Obviously, we will also be focusing on the most needy areas through
Group Five, and their plan with respect to crime and blight abatement. Thus, we are focusing on
both ends of the spectrum, with respect to forging strategies which will preserve and enhance the
city's image.
.
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 Service/Human
Resources and evaluate staffing levels
F. Establish new Civil Service/Human Resources Rules that ensure
fairness and are responsive to department needs
G. Give City Administrator authority to hire to speed up process for some
levels
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 of long-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
,
I
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. WHAT IS INVOLVED?
1. Development of a plan
2. Multi-agency coordination
3. Public Outreach.
B. WHAT IS TIlE PROBLEM?
1. Revitalization of City's core area
2. Economic Development
3. Liquifaction 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 plan development
4. Slay involved in the process
5. Balance project and community objectives
6. JPA needs a "project manager"
3. WHAT ARE YOUR OPTIONS?
I. Use the Environmental Imll'ct Report process to address project alternatives
2. Consider other potential projects that may achieve revitalization at the same or lower costslimpacts.
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 prell'rc Economic Development Plan for project area(s)
4. Detennine 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 library for public review.
6. Develop financing concepts and alternatives
B. BY WHOM?
I. 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 THE NEXT SPECIFIC MILESTONE?
1. December 2001 - San Bernardino Valley Municipal Water District to finish preliminaIy design
2. March 200 I - San Bernardino Regional Water Resources Authority to select consultant(s) to prepare
the Economic Development Plan.
D. WHEN WILL THIS GROUP RECIEVE THE 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.
...
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 Abatement
01125/01
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-Aid/Minimalist AtJ/Jroach.
Continuation of the current city efforts, with an emphasis on streamlining the process.
OPTION 2 - The Treatment/Demonstration Proiect Approach
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/Strate'()c AtJ/Jroach
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 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
l
.
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 intemal 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:
1. 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
prolllpt, 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
elllployees to make decisions when working with customers.
5, Overall, efficiency in City Hall needs to be improved.
Issues impacting internal customers:
1. The paper-intensive environment 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- all/7/0/
,
Options 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
ideas regarding possible process improvements, especially in line departments.
6. Consider outsourcing opportunities, including managed competition, where it would increase
efficiency.
Options 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 recruitmentlhiringiretention 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
implelllentation.
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 itellls Illay be the
responsibility of the newly-formed Continuous Improvement Team.
. Report progress to the Mayor and Council quarterly.
Draft- 01//7/0/
'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 imDacting external customers:
1. 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 imDacting internal customers:
1. The paper-intensive environment of City Hall reduces efficiency.
2. Multiple levels of approval required for administrative tasks increase response times and
reduce efficiency.
3. The type and nmnber 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.
Obiectives
To address these issues, the following objectives have been identified:
. Decrease bureaucracy wherever and whenever possible, using an ongoing mechanislll
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 nmnbers 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 - 01/09/01
Ootions related to extemal customers:
1. 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 southem California by
December 31, 2001. (See Appendix A for details.)
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
ideas regarding possible process improvements, especially in line departments,
6. Consider outsourcing opportunities, including managed competition, where it would increase
efficiency.
Ootions related to intemal customers:
1, Consider giving the City Administrator greater administrative authority to speed day-to-day
workflow.
2, Evaluate and improve the City's recruitmentlhiringlretention processes; identify obstacles to .
obtaining well-qualified employees,
3. Evaluate the Council agenda preparation process to reduce paperwork and improve its
efficiency.
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 Steos
. 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 - 01/09/0 J
Appendix A: Development Services Deoartment Initiatives
It is recognized that significant improvements are needed in the City's Development
Services Department. Through discussions with elected officials and Development
Services staff, it has become apparent that the root issues are complex and will require a
comprehensive approach. To address this issue, it is recommended that the City 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, 2001.
To accomplish this goal, a nmnber of issues will need to be addressed. The following
represents a partial list of issues and concerns that will need to be resolved during the
one-year improvement period. It is likely that other issues may arise as the year
progresses.
1. Evaluate the cost/benefits of enhancing Department staffing levels; hire an
organizational consultant to analyze and advise what positions are most needed,
Staffing levels need to be adequate to meet demands upon the Department, including
responses to general inquiries and special projects.
2. Adopt salary and benefit schedules for Department employees that are comparable to
other agencies in our labor market. This will allow the City to not only retain staff,
but also to attract more qualified staff and eliminate the need for Illultiple
recrnitments.
3, Review the impact of the City's slow hiring process on the Department's ability to fill
vacancies, and recommend improvements.
4. Annually provide funding for the Department to retain contract consultants to provide
additional development-related services (i.e" planning, plan check, engineering, etc.)
on an as-need basis.
5. Complete the Public Works division reorganization, including the plan to have a full-
time technical staff person devoted to assisting customers at the counter.
6, Continue to pursue the various efficiency improvement projects in the Development
Services Department including:
. Process reengineering improvements in the Public WorkslEngineering division
(working with Lee Hanson and department staft)
. Revisions to the DRC/ERC process
7. More aggressively publicize and market the City's specialized, development-related
services, such as EDAT, the Small Business Liaison (Ombudsman), and other
programs.
8. In conjunction with providing adequate staffing levels, implement the plan to
reorganize the public counter area. This new organization will provide a receptionist
to assist customers before they must wait in a line; provide semi-private spaces for
staff to sit down with applicants and review application materials; and accommodate
increased nmnbers of staff available to assist customers at the counter,
9, Develop a volunteer Business Liaison in partnership with the Chamber to help
businesses not familiar with development processes.
10, Increase the amount and quality of information that is provided to developers prior to
submitting applications, with the goal of encouraging better-quality submittals, Since
complete submittals reduce processing time, this could significantly improve service.
Draft - OJ/09/0J
More aggressively encourage complimentary pre-application conferences with staff
before plans are developed,
11. Once proper staff is in place, assign a planner to each project so that each project has
a "shepherd" to guide it through the process and provide for consistent
communication,
12. Evaluate technology upgrades to the Department that would help enhance efficiency,
speed, and quality of service delivery.
13. Adopt a development vision that the Mayor and Councilmembers establish as the
vision to be implemented by staff. The City's current goal is to encourage the highest-
quality development possible, but this can only be met if the political culture supports
developer compliance with the established development criteria. In years past, the
City's economic downturn created pressures to support "development at any cost",
This in turn led to decreased expectations of developers, and unfortunately lower-
quality results. Development staff's role has been less oriented toward working with
developers to creatively gain compliance with standards, and more focused on
reacting to political pressures, In addition to negatively impacting development
quality, this results in decreased productivity and morale among staff as the resulting
lower-quality projects are approved.
Going forward, the City's philosophy should slowly move towards one that supports
full compliance with development requirements so that projects result in the best
possible development for the future of the city. This does not mean creating new
requirements; it means standing behind the existing requirements, Ultimately, if such
a philosophy is fully supported by the Mayor and Council, it will change the City's
current reputation in the development cornmunity that has led some developers to go
directly to elected officials to exert pressure on staff. If standards are clear and the
City as a whole supports them, then this frees up staff and developers to simply focus
on producing qnality developments, This approach ultimately results in shorter
development processing times, While this issue is a complex one, staff sees this
change as an important component to promoting a high-performing Department that
is staffed with professional, high-quality staff.
14. Support and recognize Department staff as valuable organizational resources that
have the City's best interests in mind, Department staff do not try to put up
roadblocks; they are trying to ensure that quality development takes place, They need
and deserve the full support of and recognition by elected officials and senior
management.
15. Consider other enhancements to the development process; move forward with the
efforts that Lee Hanson and staff now have in progress.
Draft - 01/09/01
City of San Bernardino
Concept - Development Process Enhancement Project
This concept for improving and upgrading the City's development process proposes that
the effort be viewed in terms of a set of components, in which simultaneous and/or
phased-in redesign efforts will be undertaken in a complementary, mutually-supportive
manner. The goal is to maximize the value of the redesign activities focused specifically
on improving efficiency and effectiveness of Development Services by combining those
efforts with related ones involving General Plan revision, Public Works process
reengineering (which may offer a template for similar efforts in other Development
Services divisions), and staff and Council education and training. The concept is
depicted and explained below:
I I I I I
General Public Development Staff Common
Plan Works Services Professional Council
Revision "Winning Inter- Training & Training &
Team" Divisional Education Sensitization
Project Process
Improvements
Development Services Inter-Divisional Process Improvements: Assess existing
Development Services operation to identify where process linkages or activity "hand-
offs" between and from Development Services divisions can be improved, either by
reducing the nmnber of "junctions" or by improving how they function, Internal
divisional process improvement efforts may be undertaken as a part of this effort, or may
be deferred to a later time after the other components of the design concept have been
implemented (see Public Works "New Division Venture" below),
General Plan revision: In carrying out revision of City's General Plan, identify where
plan changes require or would benefit from corresponding changes or enhancements in
development process; also, identify GP-related training priorities for staff and Council
related; additionally, ensure that plan revision reflects the state-of-the art for the
community.
Public Works "Winning Team" Project: Carry out PW redesign project (commencing
Oct. 2000) with intention of "exporting" techniques and/or process improvements to other
Development Services divisions as and when feasible and appropriate.
Staff ProCessional Training & Education: Identify training priorities and develop
focused training for Development Services staff to help ensure that their priorities and
perspectives are commensurate with the kind and quality of development the City seeks
to promote in revising the General Plan and upgrading the development process.
Common Council Training & Education: Identify training priorities and develop
focused training for Common Council members to help ensure that their actions will
support efforts to maximize professionalism of Development Services staff and quality of
city development.