HomeMy WebLinkAbout05-10-2014 Jt. Adj Reg Mtg Minutes City of San Bernardino—Notes from the Goal-Setting Session
NAR,D
® Q
SSA �9
DI 1�,0
City of San Bernardino
Mayor and Common Council
i
Notes from the Goal Setting Session
Facilitator: Dr. Bill Mathis 9:00 a.m.-4:30 p.m., May 10, 2014
Scribe: Janice Mathis, MA Santa Fe Depot, SANBAG Offices
Theme: Back to Basics: The Courage to Make Difficult Decisions?
Welcome by Mayor: honoring Sean today; community rallying around his family's loss
Opening Comments by Council Members
➢ Operation Jump Start — improvements in Downtown
➢ Homeless project and economic opportunities
➢ Charter Committee is wrapping up their meetings with results and
recommendations
➢ Justice Center — Dedication ceremony
➢ Transit Center Asset — Metro link
➢ Working ahead through the challenges in San Bernardino — making decision to
emerge from bankruptcy
Round Table with Council Members — updated each other
➢ Today will be a productive day!
➢ We are all working hard to serve our community, deliver basic services
➢ Decisions made are for our citizens and taxpayers — through the challenges
➢ It's up to us to be active with schools, non-profits — public safety can't do
everything — it's up to us too
➢ Need to be creative in promoting the City— new business, new development
➢ We've tried to have training earlier; today we hope to really get into this with Dr.
Mathis so we can implement for our constituents
➢ Need a healthy budget; cuts are necessary while ensuring we don't damage our
ability to grow and generating revenue
➢ Need to develop a strategic perspective — and how do we get there with policies
and objectives?
➢ Re-shaping how we look at our budget and how we think things through
Mavor turned the meeting over to Dr. Bill Mathis who gave an overview of the Agenda
for today:
What I've been doing since the Election?
www.M.athisGroup.net 1
City of San Bernardino—Notes from the Goal-Setting Session
What are our most important steps to getting better?
What did the election tell us?
• Council Comments
• Valdivia- Election had recall; being engaged in local community— my
issue was that I'd be consistently in the Ward; continually reach out to my
folks, spend time on the phone, engaging the community to see what's on
their street, minds... Being consistently involved in the Community is
important; we learn this from our constituents. Overall, we need to get
back to the purpose that City government was established for. We all want
parks, green entryways, but at what expense? We can't do everything but
we can do the basics well. Policing needs to reduce crime; we have a
perception problem that alludes the problem. If we address our crime
issues and then bring in economic development — need to get back to
basics of having safety for residents. Back to basics of City government and
residents feel safe on our streets — this comes first.
• Fred — Election told me that the public is tired of the way we were
operating so they made changes at the polls. Now we're expected to work
together — gotten rid of the toxic policies, also the term. We may have cut
some of the cancer out through the election but we're still on chemo! Need
to get back to basics — then need to go on beyond the basics in providing
the services our public pays for in taxes. Cannot tax our way out of the
fiscal problem. Need to change our image, not just in safety and crimes; we
have outsiders coming in to use our theater and they love it. Perception is
reality— perception is of being poor, demographics are low, horrible crime
(and everybody has crime); safety is number one, but we have to provide
services in a cost effective manner. Prevention, intervention and
suppression; also marketing our City. People look at quality of life when
they come here — all must be done in a balanced way as we grow our
finances back, do some cutting where possible and we've started.
Reaching out to our community to see what their reqluirements are —
through revenues. Quality of life is very important. The window is open.
Today is our opportunity to talk with each other!
• Benito — Back to basics means helping our people live in our City, on our
streets safely without crime. Providing water, quality of life, having what
they need while having peace of mind knowing they are safe. As a City this
means to provide neighborhood watch, police protection, bringing
business and people back to our City. People wanted change they made
this clear. I heard what went on before and am happy that this is a new
day! It's time to hold ourselves accountable while making the changes we
need to make; need to get on the same page, be united —that's what we're
doing today. We need to promote the City— wish we have a convention
center — we need something to attract others to come in. Need to plan,
www.MathisGroup.net 2
City of San Bernardino—Notes from the Goal-Setting Session
become business friendly, make it easier to get permits to bring business
in — all to help our City, become better, thrive and help business owners in
what they have to go through to get here. We need them and we want
them. Important steps to take — safety and revenue are most important.
• Jim — I agree with what has been said; our image has suffered through the
years. When I first came here I heard terrible things about a neighboring
city; in an episode of Law and Order the city of Fontana was highlighted as
a terrible city; today San Bernardino ranks lower than that city. Images
can be changed. When Kaiser Steel moved out of Fontana, we were
surprised —but this can happen. Bankruptcy here has really affected us —
this hits us in the pocket. There are changes we have to wake up to —this
gets people's attention. Today this has changed quite a bit as we work out
of this. Staff had been treated with contempt! We had a very good Police
Chief who was demeaned and he left. This has changed today. We have
issues dealing with schools, families, things we need to take a close look at.
Police today have to change their image; can't just be cowboys — need to
help us deal with social issues. We have social issues; housing issues,
economic development issues or lack of. We need to go out and start this
up again. Need to get on the ball.
• Gary— City Attorney needs to get back to basics; be the City Attorney—
advise us, represent the City— needs to stay out of policy making, not
render legal opinion to policy makers; CA's office should not give opinion
based on policies — only on legal matters. Not easy and this has been a
gray area. They need to keep an open mind, be accessible to Council with
an open door. Today we have an open door policy, ability to contact City
Attorney's office. Am very confident of the folks in our CA office —they
know much more than I do. Citizens spoke clearly and I campaigned on
what they wanted and didn't have. I'll continue to move forward on this
track for the City.
• Virginia — The election told me a lot; we were all being recalled; people
felt we weren't doing our job; they spoke and I worked with them. They
were sick and tired of the drama; some of my counterparts were
condescending, into drama, creating disruption at Council meetings and
the meetings went on until 1:oo a.m. that could have been accomplished in
two hours. The way we did business was very concerning as the
bankruptcy started. People were worried about the basics that were all
they hoped for. Back to basics is important! Perception is horrible and we
need to change this. Potholes, safer communities, employment — people
are hurting in San Bernardino. Being heard by Council was important — I
go to them; business owners need to have the process streamlined. This is
a big issue with developers too; the cost, the time it takes to get anything
done — needs to improve. I was raised here, violent times were rampant —
there is no reason to go back to that lifestyle.
www.MathisGroup.net 3
City of San Bernardino—Notes from the Goal-Setting Session
• Rikke — In my community, they believed they were not served properly. I
knew I wasn't going to be rewarded by being seated as Mayor due to
bankruptcy; our form of government needs to be simplified —this is what
we're working on today. Back to basics — government has taken on a
bigger role that includes housing, public safety, business, recreation,
revenue to pay for what we need; education and quality of education; so
they can move into a good place to live. Employment opportunities are so
important to our people. Getting back to basics means to provide the
things we so badly need.
• Allen — Early on, city managers were city engineers; they knew how to
help to improve the City, streets, they worked with the public, community,
and schools. This role has drifted away from basic infrastructure and
purpose for city management. Today we find ourselves dealing with social
problems that used to not be part of our role. Today we need resources to
deal with problems that we were never required to deal with. There still
seems to be a disconnect, apathy, and lack of jobs. In another city I
worked with, it was about family, living, all beyond the house they lived in.
We are connected here. Fire departments used to work through insurance
companies — not through cities or counties. Another city I worked in had
no tax base — only a school system — had to learn to build a tax base. San
Bernardino is much safer than the media perceives. We can walk in the
evenings.
• Henry—The community was no longer going to accept the status quo.
We as Council and Mayor are obligated to get back to basics. The job of
government is to protect life and community— how do we pay for this and
foster growth as we deal with short term cuts? We need to understand
how we can nurture growth, and not focus on the symptoms. We need to
be aggressive. Getting back to focusing on next generation — how will we
increase homeowner opportunities, employment, business, economic
development and public safety— we need to keep in mind that all of this
goes hand in hand. There are individuals who are interested in investing
but the time it takes to cut through red tape is unbelievably slower than
other surrounding cities. How do we create a culture and environment
that focuses on what we so badly want and need? Today is critical as we
focus on the needs; we have internal housekeeping needs to be fixed—
verifying roles and responsibilities of all of us — Council and management,
and how we can function better, professional and get back to basics.
• Mayor —Very encouraged in working with this group; also with those
who are coming up with solutions. There are difficult challenges and
sacrifices that have to be made as we move through bankruptcy as we
become stronger. The old team was broken and today we have a new team
that brings a new perspective — making right choices for San Bernardino.
I'm very encouraged as we look beyond the Wards; the City's problems
have to be solved — not just Wards. This group is diverse and they foster
www.MathisGroup.net 4
City of San Bernal•dino—Notes from the Goal-Setting Session
the changes and the challenges we are facing; we're working much better
that the previous group! We will transform our City in the near future.
Communication Strategies for Mayor,Attorney, and Council? (handout)
Leadership: Inspiring other people to do better (Peter Drucker)
• Respect: Listening and looking for flexibility in listening; listen to their
opinion, think about what they mean, and being open. Talking about
compromising — we were not raised in the same family, didn't go to the
same school — why would our opinions be the same? Need to put
ourselves in their shoes and think further about implications of what we're
discussing.
• This means having the courage to accept the fact that maybe my opinion
isn't the best one. We need to accept this; element of respect is having the
courage to step up to also let others know when we have something that
has to be said.
• Once the discussion is finished, the vote is made — move on and let it go;
live with it.
• Respect — being sensitive to others; we can agree to disagree in a
respectful way. People are watching us and we need to show respect.
• All issues are often are far apart in our thinking; being able to find ways to
compromise as we find a middle ground; coming to a conclusion that may
be different than where we started.
• Forthrightness, honesty, not withholding, putting clear and honest
information on the table — trust is important and out of respect we can
develop trust. We're doing a pretty good job at doing this today. We can
be honest about where we stand.
• Need to focus on what the best policy is for our City— not where it's
coming from; need to use our better judgment in making decisions for our
City
• Staying on Topic: Bringing things back that are pertinent to the topic;
helping others to stay on topic so we can function more cohesively. Be on
topic.
• We've been working together for two months now; we're learning to get
along. When we meet in Open Session there is more formality; in Closed
Session we don't hold to as much formality— not a problem. Still learning
to get along. I'm not making as many mistakes now; Mike is giving me
tips.
www.MathiQGroup.net 5
City of San Bernardino—Notes from the Goal-Setting Session
• We are a work in progress now; our meetings have been more productive
o Cross Talk: Do not distract while someone is talking or has the
floor; don't get up during meetings to go talk to the public
o Allowing others to finish their ideas: In our meetings we have
not used a gavel; we're doing okay here
o Cell Phones and Perception: We're there to do the business; do
not use cell phones when the public is watching. Helpful to use
sparingly so the public doesn't see us as un-engaged.
o If we're doing our job, and the public trusts us, they will know that
we're using our phones appropriately. We can decide what's
appropriate. We are high tech and do use our phones appropriately
— need to show our ability so that we are trusted.
o Professionalism in the dais: We need guidelines to follow so
that we're seen as respectful to others. Don't want to distract the
public during meetings.
o Mayor acknowledges others so that they know they've been heard.
We as Council are acknowledged for listening to them also. Our
image is important and perception is everything.
o Attribution of Motive: Don't interpret others — don't crystal ball
others — let them speak for themselves. Hear them out before we
make judgments. Being leaders means we need to welcome all
opinions.
o Mayor to put on the Agenda for a future meeting a
consensus of Code of Conduct
➢ Consensus — Majority of Opinion in harmony
➢ This was exemplified in the Charter Committee meeting
➢ Staying with the process until all is articulated
What are Role Clarifications that will streamline decision-making?
C.A. In defining what the role is of Council and the City— changes were made in the
Charter that would define those roles; the City may want to incorporate this that may
help to interpret for the City too. In interpreting what the Charter means and defining
the roles of Mayor and Council
How can we inspire the Mayor to do his best, great job — as well as roles of City
Attorney, Council, giving them greatest flexibility so that we don't tie their hands?
Much more global — there is no bad idea...
www.MathisGroup.net 6
City of San Bernardino—Notes from the Goal-Setting Session
How will Council, City Attorney, Mayor and City Manager work together
more effectively?
• Role of Mayor and what we need
➢ An evolving role from the beginning; initially in building
relationships with Council members
➢ Difficult in having the time to reach out when all have their
own agenda. Building relationships with City Manager and
City Attorney as key players in the City.
➢ Making sure that what was expected through the election
continues; identifying some of the issues and focusing on
them as we come to consensus.
➢ Ability to communicate, reach each other, communicate with
us, bring issues to us; onus is also on Council members to
convey to Mayor particular propositions
➢ Previously the Mayor was more approachable through the
chief of staff who was often more available — more
facilitated. This kind of communication is not here today;
there is more formality today. The Mayor's office today is
less accessible. We need to trust that we'll get there, need
more trust.
➢ His vision and goals are needed as well as mine, more
Q reporting back and forth with each other, progress made,
and accountability both ways. He's the head of the City and
we need to understand what's going on, maybe making sure
our efforts aren't duplicated. Better communication will
improve our relationships.
➢ Present Mayor is very analytical; he shows great wisdom
because of his ability to listen; the relationship is necessary
➢ Continue the communication; he is inclusive, he's engaged,
as Mayor Pro Tem, he makes sure we're on the same page;
this concerns me. I may need to meet with City
Administrator too to make sure there are no duplications.
➢ The Mayor is well versed; we need to be focused on what
comes next, how we're working together in taking steps
through bankruptcy, RDA; need to look at how this team will
function and think about our roles. Maybe the Council needs
to be on the 6th floor where Mayor,Attorney and City
Manager are. Need to know as policymakers how we'll
engage with management; making decisions in what we'll do
but now in how it will be done. Mayor is Executive, Manager
is Chief— we need to know how we'll function and create
strategy for when we are through bankruptcy. Start the
Aafthl discussion now in strategy and how
➢ Allen — We have Wards, no future planning, no vision has
been articulated, the organization is here to respond — the
www.MathicGroup.net 7
City of San Bernardino—Notes from the Goal-Setting Session
rest has to be articulated. To get out of bankruptcy requires
AWN a positive plan — not speaking negatively of all of this; talking
about the ability to take some pieces contingent on how we
can move forward. For ball fields, we have someone who can
get the ball rolling. We are so complaint-oriented that we
have not been goal-setting oriented. We've been putting out
fires. My job is management and to delegate what Council
decides. Putting my hands on a budget, taking what Council
and working on this with staff is necessary. There is a bigger
picture consensus that needs to take place other than the
narrowly focused complaints of fixing the many things —this
is not strategic planning for the future.
➢ City Manager Goals are different than City Goals — in other
bankrupt cities having this kind of meeting occurs every six
weeks; we can look at the mistakes other cities are making
and we can learn from these.
➢ I want to work with Mayor and his priorities; being clear
with objectives and goals will help me to respect him as we
make an effort to align our goals. The issue of bankruptcy
has created the challenge for Council; we need to get beyond
this and see the organization look beyond that. We need to
evaluate our City staff so that our City organization can be
much better. Property values are impacted by the image we
create; this relates to police, staff, and all working for the
City. When graffiti is removed, our values go up. Make sure
that Allen provides access to us; he needs to know what our
priorities are. Also Mayor, so we can have freedom to
discuss our priorities.
➢ Can we dialog directly with Mayor and City Manager as we
move the ball forward? Having additional discussion about
pulling together a real plan with objectives with Council.
Can Mayor do this for us?
➢ Mayor struggles with the Brown Act; serial meetings and
violations — our City Attorney could establish the process of
how we can do this. With Mayor Pro Tem, he is establishing
a dialog. Making sure we do this in compliance with the
Brown Act is important.
➢ Mayor's role is to represent us regionally, being consensus
building, running our meetings, providing leadership,
sharing vision
➢ Less personal communication; let professionals do their job
— need to understand better what our outcome measurement
will be or should be. We need to set policy but oversee
whether we're getting what we want; need to set goals
➢ Allen - Council hires professional people; they should be
asking us for our recommendation as they set policy.
Bringing in professionals in to see what our vision is; making
policy based on that. I'm paid to do my job; Council needs to
www.MathisGroup.net 8
City of San Bernardino—Notes from the Goal-Setting Session
talk with management staff; we get some direction from fire
and police; there is a process missing in this City— Council
doesn't rely on us as they should be taking advantage of
➢ Re Charter Committee — before they make decisions, they
should be checking with the City on matters. Council should
feel free to contact City Attorney's office any time, as well as
City Managers.
➢ Role of Mayor is to be leader of entire City; bridge the gap
with current Council frequently and on on-going basis...
Should be paid more from being out there seven days a week.
Need for engagement out in the Community. Do this
through neighborhood meetings. Agrees with Allen about
being a complaint-driven Council and City We need to fix
this.
➢ Need the courage to make difficult decisions; we had a CM
who brought us options; we didn't take the options and
should have —we should have paid attention to the advice.
We need to pay attention to Allen and listen to his
recommendations; he hasn't had the opportunity and we
haven't asked. We need to go in that direction now.
➢ CM is trying to break the mold with Mayor, making some
progress and now needs to make progress with Council.
➢ How can Mayor help us to get back and take leadership?
0 We need to know what we need to progress in coming
out of bankruptcy and improve. Need Mayor/C M
recommendations so we can present to community
• Need to discuss the real goals and strategy; with
public meeting and engage staff as we rebuild trust
with all others; having honest discussion in what our
goals need to be in open and public discussion. Need
to start the ball rolling with constituents.
No one here is qualified to make decisions without
expertise from staff. We lacked ability to work
together in the past; we ran staff out of town due to
our nature. Today we're willing to work together but
need the help from our staff. Allen and Dr. Mathis are
ones who are here to help us do our job.
➢ Role of Mayor is to provide continuity; we need goals
and need to establish these. We have a Master Plan. We need
to establish goals and to follow them. Long term vision in
what we want to be in five years; where we want to be — stay
with this plan through the years. Determine how we'll reach
these goals by measurements. Capital Improvement Plan is
goal oriented. Need to have goals established and see how
we're doing.
➢ We need to listen to the future; we have a new platform;
people want to know what this will be — clear picture of how
the City will look in the future,job related, crime, looking
www.MathisGroup.net 9
i
City of San Bernardino—Notes from the Goal-Setting Session
forward with hope. Appreciates what Allen said earlier; they
need to hear from him. There is a certain degree of not
trusting City Hall professionals which may be in error.
Respect for Allen is important and we don't want to
micromanage —we want to focus on moving the City
forward.
➢ Allen —When there are no tools, micro-managing happens;
this is what has been happening today.
➢ Mayor — Later today we'll get to some of these goals. I'm
hearing that from me there needs to be more structure, more
availability of Mayor, more reporting, key indicators needed;
better and more communications — it's tough to not micro-
manage and there is still that tendency for Council to tend to
do that; need to listen to City Manager and try to not micro-
manage. This body will help to establish the goals with the
budget established upon those goals.
➢ Allen — They want to know what Mayor's goals are and what
he's working on.
Economic Development Group — Larry Kosmont and Group
Realistic Understanding of Development Outlook and Opportunities in the next 5 years?
There was consensus to get going on this, update the General Code and move on options
and possibilities for the City. Need to develop the budget; need to hire a consultant as
major Planning Consultant. CM recommends that we bring in developer to work with us
in the pre-planning phase to get some projects going. Have it be a develop-driven
process. Get somebody with expertise; also on staff.
City Manager gave state of the current budget report:
Comments:
• Statements from CM
• It will take a while to really make changes in balancing the budget
• Need to start dealing with $25 million that has to be paid
• Privatizing Fire — need to study this — may take a year
• Cash-flow—we may not be able to achieve right away due to cash-flow
• Likes the idea of studying the cemetery
• Eliminating vacant positions? Some aren't budgeted. CM will bring a list
to Council
• Police — crime suppression
City Manager Presentation of Current Finances and Choices?
➢ Goal: Cover $20-30 million deficit this budget?
➢ Alternatives to balancing the budget?
➢ Q &A?
www.MathisGroup.net 10
i
Citv of San Bernardino—:votes from the Goal-Setting Session �
Council Discussion of Budget Alternatives:
• Cuts?
• Short-term revenue measures?
Long-term revenue enhancement?
Top Goals
• Public Safety
o Need to make sure we don't lose any more
o Need to ensure we address our current force; have adequate force
and do not lose any more staff— Police and Fire
o Look at EMS response —what are the options and tradeoffs?
o We need more police officers on the streets; not enough active
patrol; officers are strapped from call to call
o Would like to see the Advisory assemble; need to get more cost
conscious; use for police service (measure B); will listen to medical
emergency services but if apparatus is so costly to replace, don't roll
out the big truck,but for medical calls let's get the medical vehicles
out there
➢ 2-Men crews so we don't wear out the ladder trucks
➢ Must be triage to reduce the number of calls
➢ Our dispatch just rolls the trucks
o If we can maintain police at the same level, I'm for this (CityGate);
regarding Fire, there's a lot to learn. Need to take a hard look at Fire
➢ Need to look at Cal Fire
➢ A different model — Go to Paramedics and EMS
o Knowing some research is taking place; Cal state studies
o Retain our police officers; waiting for report re Fire — hope it has
recommendations
o Possible shared services can save a lot of money
o Public Safety will be a big task ahead of us — changes will impact
our City
o Distinction of service level, amount spent, officers on the street—
we can spend less and still maintain same level of service
o CM - Using cameras — 18 so far; this has resulted in significant less
in crime; Re Fire — Charter Review Committee, level of risk
management, results in 6.5 minutes; need to evaluate risk vs. cost.
Reducing number of stations with trade-offs; still reviewing and will
recommend. CM met with battalion chiefs (Cal Fire 72 hour work
plan); not sure what this does re overtime. They're willing to
accommodate us — not true of Fire.
o PD Chief- Need to create stability in our workforce; with existing
level currently, it's difficult to provide services.
➢ Challenge with reserve officers; down to 12 — requirements
to keep up are daunting.
➢ At any given time I have 18% on leave, or out for some
reason
www.MathisGroLip.net 11
I .
City of San Bernardino—Notes from the Goal-Setting Session
o Mayor- Pension expenses have continued to go up; this piece is
not sustainable and needs to be revamped.
• Economic Opportunities / Stable Finances
o Allen has put in a process to focus on budgets
o Economic opportunity is what we're striving for
o Part of our Economic Opportunity is to revitalize; a lot has been put
in place to take advantage of this momentum; reshaping City Hall
o It will take sacrifices to push our City to improve;Allen has started
o The downtown area is a work in progress; operation jump start —
cleaning up potholes,tree trim, need to get with Parks to see what's
next. Right off the freeway with foot traffic if we can improve.
o Huge challenge but doable
o Developer driven is good; rebuilding the City block by block
o Important to work in the downtown area; need vitality; off the 215 —
relocating business from Ontario to San Bernardino — opportunities
o Need to put processes in place, bring contractors into City Hall,
providing office space and be more accommodating so we can
attract; look at business license fees; see what we need to modify
and induce businesses into the City; cost recovery and recouping
some of these costs, improving that performance.
o Important that we do something in the downtown; night life and
weekend; after folks watch our theatres, they have nowhere to go;
what are the obstacles? Developers today are great. Make San
Bernardino the next Victoria Gardens.
o There is not going to be economic opportunity if we don't do
something now. Current mode of doing business — cannot raise
rates.
o Would support a full time expert in housing and economic
development (may be two people) for business development and
housing; Regal Theatre, the grassy knoll, the transit center — all
critical that we get downtown area cleaned up. Second St is getting
better. Let's have people develop their signs; improve them;
improve the image of our community; housing stock is critical to
improve. Community Development needs to be focused on. We
shouldn't make it difficult for folks to increase the value of their
homes.
o Need economic development staff; developer driven is okay as long
as manage this — downtown strategy. Mixed housing? Let's check.
o Mayor — Keeping Council involved in the plan; keeping all things
are done in concert with Council/Mayor's plan
• Quality of Life
o Trees and streets
o Homelessness and trees
o Parks/Rec programs — tree trimming; make more effort for grant
writers for alternative revenue sources
o Dismal parks; putting water in; partnership and creative things
www.MathisGroup.net 12
City of San Bernardino—Notes from the Goal-Setting Session
o Hope — safety and basics and infrastructure; make streets clean
with lights
o Good government provides quality of life;back to basics
o Entertainment theatre in the downtown area will give good quality
of life; transportation; medical in the downtown; library, parks and
community events that draw people
o Concentrating in an area for recreation, streets, entertainment
would be good downtown
• Infrastructure
o EDA
o Back to basics with PW
o Potholes, streets,lights
o Streets, water, sewer
o Potholes, sidewalks
o Street pavement
o Lights, sewer maintenance
o Water
• Capacity of Staff
o Economic Development
o Budget, people, position
o Permitting process; someone in this field to help
o More staff for Mark(Community Development)
0 4 people in Council room; need to not overburden our staff; get new
technology
o Take a look at how we can bring contractors in community
development to augment
o Readjusting where people are
o CM needs additional staff; let him select top people of his choice
o Don't micro-manage the CM; let him move forward
Community Comments:
• Assemblywoman Brown: So good to be here; getting a warm feeling
that San Bernardino know there is so much hope! Need to look at signs;
make them uniform so the image is better. Look at Arrowhead hotel; they
need our help; Code enforcement— they need to help our businesses and
shut down home/garage businesses. Make this community look better.
• Been here 20 years; we now have the ability to create. Want to bring
tournaments to San Bernardino; broaden our horizon; SB is a blue collar
City; in order for us to grow, work against the title we have of worst
managed city in the US — need to change our image; adopt this phrase:
"Welcome to beautiful San Bernardino." Work on the off-ramps with
Caltrans. Revitalize our downtown; agree on what we want it to look like
• Neighborhood advisory council; good stuff going around here today; this
city was embarrassed at being blue collar — shouldn't be. We've
participated in clean up in SB. Working with Boys club, restaurants — need
www.MathisGroup.net 13
Citv of San Bernardino—Notes from the Goal-Setting Session
to get back to this with volunteers in cleaning up taking back our City.
Need to embrace our volunteers in the City.
• People love their City; so pleased to see the care, love and concern with
action return
• Please at least give us one Library for our children; appreciates the effort
of this group. Get a better PA system so we can hear
• So impressed with City Council today; thanks all for today. Enlightening,
and so impressed; she agrees with others. The City could utilize volunteers
to clean up City Hall; departments are under staffed; need greeters!
• Thank you Council and management for being here today; it means a lot to
us. We need to know more about what Council, Mayor, Staff is doing; we
care and want to know. We all need to let others know what we're doing
and what's going on —let's use our people too.
Council:
• All good
• Good day and I enjoyed the development panel
• Thank you Bill
• Expressing our thoughts
• Thanks for everybody showing up
• This will bear fruit
• Information sharing
• Let's do this again
• Mayor —Appreciated everyone's participation today. Thank you.
• Bill — Thanks for pulling all ideas together — next time will be even better.
Summary:
i. Don't lose momentum; schedule next Council Retreat;
2. Mayor to be assertive with leadership and lead the Vision;
3. Support the City Manager in unleashing his skills;
4. Mayor's office to be more accessible and take bold economic development
initiatives.
GEORGEANN "GIGI" HANNA
City,Clerk
www.MathisGroup.net 14