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HomeMy WebLinkAbout2004 03-13 CC ADJ MINBook 86/Page 50A 3/13/04 MINUTES OF THE ADJOURNED REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF NATIONAL CITY, CALIFORNIA, March 13, 2004 The Adjourned Regular Meeting of the City Council of the City of National City, was called to order at 8:12 a.m. by Mayor Nick Inzunza. ROLL CALL Councilmembers present: Inzunza, Morrison (arrived at 9:02 a.m.), Natividad, Parra, Ungab (arrived at 9:14 a.m.). Administrative officials present: Allen, Campbell, Condon, Dalla, Deese, Diaz, Eiser, Hyland, Kirkpatrick, Kossyta, Morse, Pauu, Post, Trees, Yeo, Zapata. Others present: City Treasurer George Hood, CDC Interim Executive Director Ben Martinez. CITY COUNCIL / STAFF RETREAT City Manager Chris Zapata gave opening remarks, an overview of the purpose and goals of the retreat and outlined the planned agenda. Leslie Deese, Executive Assistant to the City Manager, gave a PowerPoint presentation on the accomplishments of each City Department over the last year. See attached Exhibit. Assistant City Manager Park Morse, with the aid of a PowerPoint presentation, gave an overview of the City's current and projected financial condition covering fund balances, investments, trends, threats and "one- time" vs. "recurring" costs. See attached Exhibit. City Manager Chris Zapata reviewed individual departmental needs within the framework of a S.W.O.T., analysis that factors in consideration of identifiable strengths, weaknesses, opportunities and threats as they apply to each department. See attached Exhibit. Book 86/Page 50B 3/13/04 CITY COUNCIL / STAFF RETREAT (cont.) Interim CDC Director Ben Martinez gave a presentation on the status of the Community Development Commission, covering such areas as finances, revenues, expenditures, administration, budget, organizational chart, space needs and Section 8 Housing. A recess was called at 9:30 a.m. The meeting reconvened at 9:45 a.m. Ron Baza and Jacqueline Ayala from Ron Baza & Associates, Inc., facilitated priority setting discussions and activities with City Council members. Notations and summation of the discussions and exercises were provided by the facilitators at the conclusion of the meeting. See attached Exhibit. ADJOURNMENT The meeting was adjourned to the Regular Meeting of the City Council, to be held on Tuesday, March 16, 2004, at 6:00 p.m., Council Chambers, Civic Center. The meeting closed at 12:09 p.m. The foregoing minutes were approved at the Regular Meeting of May 18, 2004. CITY OF NATIONAL CITY ALL CITY COUNCIL MEETINGS ARE TAPE-RECORDED. YOU MAY LISTEN TO THE TAPES IN THE CITY CLERK'S OFFICE. COPIES OF THE TAPES MAY BE PURCHASED FROM THE CITY CLERK. EXHIBIT A Accomplishments • Library — Provide 56 hours per week of library service. — Serve an average of 925 library users and 200 community computer center users a day. — Secured $110,000 continuation grant for WOW Mobile. — Secured $47,250 in CDBG funding for Literacy Services. Accomplishments • Parks & Recreation — Bring the Park Security Program in-house. — Introduced 63 children to the theatre during the Holiday Season. — Plant 30 trees at Las Palmas Park to improve our urban forest. 2 rr Accomplishments • Police — 31 % decrease in non-residential burglary. — Approved new higher level Kevlar vests/body armor for officers. Accomplishments • Fire — Efficiency and Effectiveness Measurements: • Fire Protection Cost Per Resident: — National City: $87.91 per person — San Diego average: $105.99 per person • Fire Loss Per Capita: — National City: $16.18 — West Region for Cities of 50,000-99,000 Population: $33.00 — continued 3 Accomplishments • Fire (continued) — Received approximately $172,000 in grant monies. — Conducted first annual Public Safety Fair in conjunction with the Chamber of Commerce. — The Community Risk Management Group conducted 2,419 Fire Safety Inspections in 2003, a 10% increase from 2002. Accomplishments • Planning — Amended the Land Use Code to allow the Conversion of Apartments to Condominiums. — Prepared a scope of work and sent out RFP's for the Westside Specific Plan. — Planning Commission processed major permits for: • Concordia Homes 120 condominium units on Sweetwater Road, east of Plaza Bonita; • Red Lion conversion to condominiums;Olson Company's 28 townhouse units at Plaza/I-805; — Performed 918 staff level permit reviews, 88 discretionary reviews and handled 791 verified violations of the Municipal Code. 4 Accomplishments • Building and Safety — Used Grant Funds to clean up, paint and landscape target neighborhoods. — Awarded a $2,984,000 Grant from HUD to provide lead testing and to provide low-income residents with lead hazard control in their homes. — A State Grant was received to improve the City's housing code enforcement and to fund additional lighting in the City's alleys. Accomplishments • Engineering/Public Works — Stayed in compliance with the Regional Water Quality Control Board NPDES Permit. — Transferred sewer billing to the tax rolls as a method of collection, thereby eliminating bad debt. — Completed and planned numerous Public Works infrastructure improvement projects. 5 t.. Accomplishments • City Attorney — Spent a substantial amount of time on various aspects of the Marina, Education Village, and Costco site projects, and related land acquisition activity. — The City Attorney or Assistant City Attorney attends all meetings, including workshop meetings, of the City Council, CDC, Planning Commission, Advisory and Appeals Board, and Community & Police Relations Commission. — The City Attorney is the legal counsel for the City, The CDC, and the Parking Authority, and advises on contracts, legislation, and other City and CDC actions. The office prepares ordinances, resolutions and other documents. Accomplishments • City Clerk — Inclusion of `Contracts and Agreements' in the document imaging system database. — Continued ongoing back file conversion of permanent records to digital format: • Minutes 1952 to present • Resolutions 1945 to present • Ordinances 1962 to present 6 Accomplishments • Finance — Increased parking citation revenues of 45% over previous fiscal year. — Increased handicap parking, timed zone and permit parking compliance. — Assisted in yearly audit of the City's financials. Accomplishments • Human Resources — Filled 22 full-time vacancies. — Filled 102 temporary/part-time vacancies. — Held 21 recruitments. 7 Accomplishments • M.I.S. — Successfully moved the Fire Administration and Operation's voice and data operation out of Station 34. — Completed construction of the new data center in City Hall and successfully migrated all data/voice services. — Installed in -line phone patch device to perform internal audio broadcast of Council Chamber meetings over the City's telecommunication system. — Enabled voice communication over existing Fiber Optic Network to Public Work's facility. Accomplishments • Purchasing — Achieved a 98.8% satisfaction rating from City departments, based on quality of service provided. — Established Council Policy for 501 C3 non-profit donations. — Saved the equivalent of 42.66 40' tall trees, 12,443 gallons of water, and 107 pounds of air pollution by purchasing only recycled copy/printer paper. — Negotiated replacement of defective body armor for Police Department. — Updated the Emergency Food Procurement Program. 8 Accomplishments • Risk Management — Installed Automatic External Defibrillator units at 11 locations and trained over 50 City/CDC employees in their use. Financial Overview • Current Budget through December, 2003 • Fund Balances/Investments • Trends • Threats/Variables • One -Time vs. Recurring 9 Department S.W.O.T. • Quality of Life • Public Safety • Development Services • General Administration City Manager's Office • Information Flow & Project Management • Business Retention • Image • Organizational Development & Efficiency • Neighborhood Revitalization — Neighborhood Preservation & Investment — Community Involvement — Neighborhood Councils/Staffing — Resources (to address daily complaints) — Education and Code Enforcement 10 Information Flow • Mayor and Council — Agenda Revamp — Agenda Follow-up • CDC — Strengthen Communication - Liaison • Community • Employees — Internal Newsletter — Monthly Meetings with Labor Groups — Manager's Office — Cross Functional Teams (Position Review, Interview Panels) • Media — Daily Press, Weekly Press, Ethnic Press • Stakeholders — Schools, Chamber, Social Service Agencies, Other Government Entities Community and Local Business Involvement • Boards and Commissions • Neighborhood Councils • City Page — Proposed — Multi -Cultural Program Page • Business Outreach Program • Best Practices — Streamlined Procedures 11 Image • Facility Improvements — Council Chambers — Lobby and Conference Room — Employee Work Spaces • Work Space Analysis Organizational Development & Efficiency • Department Head Recruitments • Relationship Building • Position Review Committee • Employee Development & Training • Ethics • Contract & Consultant Review • Fee(s) Reviews • Department Performance Audits 12 Organizational Efficiency • Agenda Streamlining — Increasing Purchasing Authority — Risk Management & City Attorney Limits • Complexity and Number of Projects Department Presentations • Quality of Life • Public Safety • Development Services • Administrative Services 13 Library • Preparation of Move to New Library — Operation & Maintenance Increased Cost — Increased Use Leads to Increased Cost of Service • Stabilization of Funding • Increase of Book Budget • Words on Wheels (WOW) Mobile — Continuation of Service Parks & Recreation • Park Improvements — Construct Soccer Field at Kimball Park — Renovate and Add Picnic Areas • Teen Programming • Skateboard Park Construction • Technology (Online Registration) • Facility Construction/Renovation — El Toyon Recreation Center — Swimming Pool (continued) 14 Parks & Recreation (continued) • Coordination with Port Projects — Aquatics Center • Cultural and Heritage Program Opportunity — Arts & Cultural Center — Filipino Village — Historic Properties — Cocina Mexicana • Special Events — Highland Avenue — Plaza Boulevard Police • Participation in Regional Communication System — Joint Operations with other Agencies — Stand Alone System — Dead Spots — Resolves Public Safety Communication Issue • Technology Improvements — Additional Staff Person in M.I.S. • Projected Growth, Personnel Demands — Additional Officers, Dispatchers — Recruitment and Wage Competitiveness • Community Programs — Community & Police Relations Commission 15 Fire • Neighborhood Preservation — Weed Abatement — Code Enforcement • Additional Staffing — 40 Hour Positions Apparatus (Fire Truck) Replacement — 12 Year Replacement Schedule — 1 Triple Combination Pumper (Fire Engine) Third Fire Station — Apparatus (Fire Truck) — Operations Personnel (Firefighters) Consolidation — Countywide — Local Consolidation (South Bay) Planning • Neighborhood Preservation — Code Enforcement • Housing Element Update — By June 2005 as required by State Law • Completion of Westside Specific Plan • Potential Bus Stations • Staffing — Workload Increase — Complex Projects — Diversity of Customers — Code Enforcement Support • Process Review to Improvement (Best Practices) — Length of Plan Review 16 Building & Safety • Neighborhood Preservation — Housing Enforcement — Apartment and Motel Inspections — Housing Inspections • Customer Service — Increase Staff to Reduce Turnaround Time • Increase in Development Activity Engineering/Public Works • Neighborhood Preservation • Environmental Compliance • Additional Staff — Traffic Engineer • Traffic Studies for Development Projects • Accident/Proactive • Fiber Optic System; Red Light Cameras — Environmental Program Manager — Land Development Division — Project Management (continued) 17 Engineering/Public Works (continued) • New Public Works Yard • Resource Needs — Automated Work Order Tracking System — Vehicle Fleet — Infrastructure Aging — Cost Increases (power, equipment, fuel) City Attorney • Building and Zoning Code Enforcement • Complexity of Legal Issues — Use of Outside Consultants • Contract Review and Enforcement • Growth 18 City Clerk • Update of Records Retention Program • Use of Document Imaging System • Technology Usage and Enhancement Finance • Additional Parking Control Officer • Dependency on Part -Time Staff • Audits of Franchise Fees and Businesses — Transient Occupancy Tax 19 Human Resources • Revamp Classification and Compensation • Organizational Development and Succession Planning • Implementation of 9/80 M.I.S. • Implementation of Technology Master Plan • Maintain Funding of Technology • Grow Document Imaging System — Add More Depai tuients to System — Add Modules such as Agenda Items • Build Geographic Information Systems (GIS) • Web Application for all Departments — E-commerce — Online Permit/Application Tracking • R.E.S.T. • Computerize Purchasing Warehouse 20 Purchasing • Update Purchasing Ordinance — Increase Bid Limits — Expanding Authority Levels • Local Business Outreach Program Risk Management • Increase in Cost; Decrease in Coverage — Workers Compensation Coverage, $500,000 Deductible; Increase in Premium from $82,245 to at Least $95,000 — Excess Liability Coverage: $150,000 Deductible; Increase in Premium from $210,952 to at Least $263,689 • Retention Fund Increase 21 Financial Overview City of National City City Council/Staff Retreat March 13, 2004 g ZIgIxxa 3/12/2004 RetreatRev7 Financial Overview FINANCIAL PLAN TO BALANCE BUDGET •Reduce Certain Expenditures •Expanded Revenue •Redesign Business Process •Priortize Projects •The Expenditure Side 3/12/2004 RetreatRev7 2 Financial Overview GENERAL FUND REVENUES (BUDGET/PROJECTED) FY 2003-04 Budget Projected •Sales Tax $ 14.9 M $ 15.3 M •Motor Vehicle In Lieu $ 3.1 M $ 2.3 M •Property Tax $ 2.3 M $ 2.3 M •Investment Earnings $ 1.0M $ 1.1 M •Transient Occup. Tax $ 938K $ 955K •Other $ 7.2 M $ 7.2M TOTAL $ 26.7M $ 26.3M - $ 400K 3/12/2004 RetreatRev7 Financial Overview $30,000,000 $25,000,000 $20,000,000 $15,000,000 10 - Year Revenue & Expense History General Fund 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Black = revenue Red = expenditures 3/12/2004 RetreatRev7 4 Financial Overview 0% 20% Investment Portfolio Total at Investment = $47,322,428 40% 60% 80% 100% 3/12/2004 RetreatRev7 5 Financial Overview Projected 6-30-04 Fund Balances All Funds - Preliminary Budget FY 03-04 General Fund Library Capital Refuse Capital Projects Compensation Office Equipment Telecommunications Etc. Gas Tax Asset Forfeiture Grants Transit, Etc. 3/12/2004 RetreatRev7 6 •zU 0 U TEN YEAR INVESTMENT EARNINGS TREND £09 0 0 0 0 0 1) 0 0 0 M N N spuesnouj 0 0 0 0 0 0 so-zooa Zia-1-ooz 40-000Z 00-6661. 66-866L 86-L666 L6 9666 96-S666 S6-b66L 46-£66L £6-Z666 Z6-666L RetreatRev7 Financial Overview CITY OF NATIONAL CITY FINANCIAL POLICIES •Limited Use of Fund Balance 3/12/2004 RetreatRev7 8 Financial Overview CITY OF NATIONAL CITY FINANCIAL POLICIES •Limited Use of Fund Balance •General Fund Contingency Reserve -Build It! 3/12/2004 RetreatRev7 9 Financial Overview CITY OF NATIONAL CITY FINANCIAL POLICIES •Limited Use of Fund Balance •General Fund Contingency Reserve •Special Revenue Restricted Funds •Liability Insurance Reserve • Workers Compensation Reserve •Debt Service Reserve •Equipment Replacement Reserve 3/12/2004 RetreatRev7 10 Financial Overview Cumulative General Fund Contingency Reserve 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 FY '00 FY '01 FY'02 FY'03 3/12/2004 RetreatRev7 11 Financial Overview Current General Fund Contingency Reserve - Actual vs. Goal 100% 75% 50% 25% 0% 3/12/2004 RetreatRev7 12 Financial Overview GENERAL ASSUMPTIONS •State Budget Impact to National City •National Economy Is Unpredictable •National City's Dependence On Sales Tax •Revenue - Expense Trends 3/12/2004 RetreatRev7 13 Financial Overview Budget Challenges Next Year? State National Budget City impact to Unmet CIP needs Interest record earnings lows at Restore 03-04 cuts? $400,000 in FY Increase property compensation in & workers' liability, costs Reverse salary savings Impact & costs increasing of P.E.R.S payroll rates 2-3 facilities major on new line City 3/12/2004 RetreatRev7 14 EXHIBIT C 1 National City City Council/Staff Retreat Priority Setting for Council/Staff Action 3/13/04 Facilitators: Ron Baza & Jacqueline Ayala (Ron Baza & Associates, Inc.) Notations From Flip Charts Setting Ground Rules and Group Norms: What sorts of behaviors will make it a pleasure to be on the council? What rules should the council impose on itself to make sure that we build a positive council climate conducive to effective teamwork? • What is said here -stays here • Listen actively -explore ideas • Keep an open mind • Stay clear of judgements • Ask for clarifications • Begin or end on time (or early) • They're all good rules (referring to Ground Rules handout) SWOT Initial Group Brainstorming Discussion: What are our internal strengths? • Hard-working, competent, dedicated staff ■ Pride and working knowledge of the community • Council well -served by Staff ■ Line of communications improvements • Excellent E-culture at City Hall • Good MIS department What are our internal weaknesses? • Staff fears ■ "Bunker Mentality" —Council and Executive Staff • "Holes" in Organizational structure ■ Neglect in some professionals' development • Outreach to community • Information and invitation to masses is/was ineffective • Staff lacks diversity • Marketing, not enough public relations 1 2 Situational Analysis Forcefield Analysis Brainstorming Discussion: *each asterisk represents one dot What does the data tell us is working well? • All Depts.- overall are doing well • Staff well -trained • Cash rich City ; Growth* • Bldg. + Safety Dept./Parks & Rec. * • Engineering Planning * • Internal communications ** What does the data tell us isn't working well? • Under -utilization of staff (complacency?)* • Need to fill voids [vacancies]** • Need to prioritize [better]** • Delivery of service isn't proactive, initiative is lacking * ■ Tools and resources are not state -of -art as compared to facilities* • One time costs that result in multiple dividends** • Communications with citizenry; utilizing tools such as the cable infrastructure for information sharing**** • Utilization of City facilities (e.g., revenue streams -utility costs, etc.) • Attracting developers, new business** • Council -lack of education and competencies, inability to communicate multi - lingually, lack understanding of their authority* • Erratic behavior-misunderstanding[s] —decision making in a vacuum* ■ Communication -throughout [City]**** ■ Technological upgrades ***** • Staffing -need to fill the voids** • Facilities -are not conducive or appealing to work in ** • Perception of high crime rate -deterrent to business* • Safety***** • Paramedic services • Budget -need orientation, guidance, breakdown [of information/communication]* • Budget data -lay persons terms vs. accounting or finance jargon for those with all levels of budgetary experience and knowledge*** • Timely delivery of data (documentation) —e.g., City Council Staff Retreat materials, City Council Agendas** • Mechanism for staff to make suggestions to improve services or save time • Incentives for staff that provide short cuts [and improvements] • Volunteers acknowledgment and recognition program[s] • Vendor/contractor services -are we getting our money's worth? • Ability to task -force [on intra-departmental bases]** • Using educational resources (League of Cities, etc.)** • Image of National City -negative, how business is conducted*** • Professionalism and openness needs to be "given the extra mile"**** 2 3 Prioritizing Issues Results of Forcefield Analysis- Multi -Voting: (in descending order) • Safety ***** • Technological upgrades ***** • Communication -throughout [City]**** • Communications with citizenry; utilizing tools such as the cable infrastructure for information sharing**** • Professionalism and openness -needs to be given the extra mile**** • image of National City -negative, how business is conducted, perception of high crime rates***[*] • Budget data -lay persons terms vs. accounting or finance jargon for those with all levels of budgetary experience and knowledge, need orientation***[*] Developing Decision -Making Criteria Focused Inquiry: What questions must Dept. Heads answer in order for you to make informed selections of one program/service over another? Can each of these clusters be described in one easily understandable phrase or statement? Are there two or three clusters that, if not answered clearly and directly, would cause the council to: (a) send a Dept. Head "back to the drawing board" or (b) take the program or service "off the radar screen" altogether. * green asterisk identifies clusters that would cause Council to send it back or eliminate Results of Round Robin Exercise: Guidelines/Criteria for Informed Decision -Making *each asterisk represents one dot For the Council to make an informed decision, the following elements must be addressed and pertinent questions answered... 1. Fiscal Impact [of Program or Service]***** (Green Asterisk) (five questions) • [What is the]Fiscal impact • [What is the]Cost? • [What are the bottom -line] Figures, statistics? 3 4 • What are the liabilities? • How do we get the money? 2. Complete and open information [about Program or Service]*** (Green Asterisk) (eight questions) • Who or what are they doing? (in simple terms) • [Can we] manage without this project/program/service and what will be the impact? • [Are there any] new ideas and concepts [that can be brought forth for consideration]? • [Are there any] alternative methods of implementation? • What are the good, bad and ugly options? • What are the limitations? • How does it benefit the Dept.? • How does it benefit the City? 3. [Implications of an] Open and Public Process** (four questions) • Vendor/Contractor-will we get attention from owner principal? • [Is the] biographical data [of the bidding vendor or contractor included]? • Who are we serving -staff vs. taxpayers? • [Are you providing] full disclosure now [so there will be] no surprises later? 4. Public Perception [of Program or Service]** (three questions) • How does it benefit the public? • Is this supportable by the public? • Is it the will of the people? 5. Comparative Analysis [of Program or Service]* (four questions) • [Can] a complete unbiased true need and benefit [analysis] for Department, City and Public [be demonstrated]? • What are the Multiplier Effects of this program/service/project? • [Can a] Comparative Analysis [be provided]? • [Can the program/service/project be] compare[d to other programs at other City Govts, etc.]? CLOSING THOUGHTS: Please share your thoughts: One thing I learned: • [retreat had real] value - amazing • to listen more closely • that the Department heads are open to change • we have more in common than differences 4 One thing I hope the whole Council will do differently: • communicate better [and that the] Council, Staff and Public [can] work together better • come together in open unbiased approach to the betterment of our City • communicate more openly • [have] more direct communication • [have a] renewed emphasis on professionalism Summary Reports (Mayor and Council): Thanks to the City Manager [Chris Zapata] and Dept. Heads for bringing this Council/Staff Retreat to fruition — [it felt as if we were being] run like a corporation and he enjoyed himself Thanks for being here -this process needs follow up so that it is not just superficial. [Information needs to go to] the Council, the Dept. Heads and down to the ranks [the staff]. The rank and file need information and [an opportunity to give] input. Thanks to all here today -Dept. Heads and those in the public seats. He suggests that the Mayor and Council take part in more retreats like this and knows that the League of Cities offers a team -building workshop that he highly recommends. Don't be afraid to dream big -in Government "Smaller is better" —the will of the people is a key measure (e.g., 4,00 trees). [We can] work our way backward from dream list to cost to the will of the people. PARKING LOT: City Manager- ask all City Employees to be observant and report problems [they observe] I hope the Depts. listen to what the Council and Mayor said today 5