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Home My WebLink About2019 09-17 CC HA ADJ MIN (2)Book 101 / Page 165 09-17-2019 MINUTES OF THE ADJOURNED REGULAR MEETING OF THE CITY COUNCIL AND COMMUNITY DEVELOPMENT COMMISSION — HOUSING AUTHORITY OF THE CITY OF NATIONAL CITY FROM THE SEPTEMBER 3, 2019 REGULAR MEETING — NATIONAL CITY CITY COUNCIL/ COMMUNITY DEVELOPMENT COMMISSION — HOUSING AUTHORITY OF THE CITY OF NATIONAL CITY STRATEGIC PLANNING KICK-OFF WORKSHOP September 17, 2019 The Special Meeting of the City Council of the City of National City was called to order at 4:01 p.m. by Mayor / Chairwoman Alejandra Sotelo-Solis. ROLL CALL Council / Board members present: Cano, Morrison, Quintero, Rios, Sotelo-Solis. Administrative Officials present: Aguirre, Dalla, Denham, Duong, Manganiello, Meteau, Morris -Jones, Raulston, Roberts, Tellez, Vergara, Williams. Others present: City Treasurer Mitch Beauchamp PLEDGE OF ALLEGIANCE TO THE FLAG BY COUNCILMEMBER QUINTERO INTRODUCTION City Manager Brad Raulston gave opening remarks and provided an overview of the presentation outline, focus categories, and top priorities. PRESENTATIONS Staff objectives, highlights and accomplishments were presented and discussed based on the below outline, by the following: Chief of Police Jose Tellez, Director of Emergency Services Frank Parra, Director of Engineering/Public Works Steve Manganiello, Information Technology (IT) Manager Ron Williams, Director of Community Development Armando Vergara, City Librarian Minh Duoung, Community Services Recreation Superintendent Audrey Denham, Director of Human Resources Robert Meteau, Director of Finance Mark Roberts, Director of Housing Authority Carlos Aguirre, and City Manager Brad Raulston. • Introduction and City Manager Overview • Existing Strategic Plan and Accomplishments • Budget and Pension Review • 2020-2025 Strategic Planning a. Economic Development b. Ongoing Initiatives and Potential Additions/Subtractions c. Internal and External Survey • Next Steps and Closing Comments • Public Comment • City Council Comment and Direction NOTE: Presentation material is attached as Exhibit "A". Book 101 / Page 166 09-17-2019 PUBLIC COMMENTS Zachary Gomez, National City, suggested that the external surveys are distributed in different languages for culture inclusivity. James Halliday, A Reason to Survive (ARTS), congratulated City staff and Council on engaging in strategic planning. He extended the opportunity to collaborate on various objectives that align with ARTS. CITY COUNCIL COMMENTS AND DIRECTION Member Cano asked if CERT Members will be included in the Boards and Commissions Volunteer Recognition Dinner. Member Rios asked several clarifying questions; suggested that the Community Emergency Response Team members (CERT) participate in more programs and trainings within the City; agreed with the Public Comment regarding the survey and said that the survey should be simple and understood by all. She asked if all the initiatives included in the strategic plan are from the survey; emphasized the importance of local public transportation; asked to review the possibility of a mobility hub at the 8th Street Trolley Station; asked for an explanation on what "passport acceptance facility" involves and gave kudos to the goals presented by Human Resources Director Meteau. Vice Mayor Morrison said that new plans and programs, won't happen unless the business community is built up and revenue is increased. He emphasized the importance of making sure that services are provided to businesses, visitors and residents, but the City has to have sufficient income to be able to do so. Mayor Sotelo-Solis said that she agrees with the goals of Economic Development and spoke on the importance of making sure people feel good about where they are; supports growth of partnerships with big and small businesses; said that she is looking forward to the "10-Minute Cities" and thinking about ways to get folks engaged. Mayor Sotelo-Solis said that she is eager to hear the cannabis presentation and what the community feels about cannabis; supports public transportation access locally and the effort to have a local transit hub at 8th Street and wants to work towards being ranked among the "100 Best Places to Work in San Diego County". ADJOURNMENT Next Regular Meeting of the City Council and Community Development Commission — Housing Authority of the City of National City to be held Tuesday, September 17, 2019 — 6:00 p.m. — Council Chambers, Civic Center — National City, California The meeting closed at 5:47 p.m. Book 101 / Page 167 09-17-2019 ADJOURNMENT (cont.) The foregoing minutes were approved at the Regular Meeting of February 4, 2020. Mayor EXHIBIT 'A' / CALIFORNIA NATtoNAL CiTy 4ry iNcoRponitxto STRATEGIC PLANNING WORKSHOP September 17, 2019 Workshop Outline • Introduction and City Manager Overview • Existing Strategic Plan and Accomplishments • Budget and Pension Review • 2020-2025 Strategic Planning • Economic Development • Ongoing Initiatives and Potential Additions/Subtractions • Internal and External Survey • Next Steps and Closing Comments Public Comment City Council Comment and Direction 2 co W. =Ca) GUALR !% SERt!6C< 741JS10N ili-Z 14 COLLA3OTING � S1;ESS ,, °;%1+.NA,�'�i�l�!�i„i MANAGEMETE zil:AtTeroc.PdPi�'s1NiWe�'"t'K.a-� �J. P!I ` IVORGAN1ZATI�N PROCESS girj rti REsouRcEsrLMInp pi oci 0 0 � • Xi> ANAIYSI9 IT!i 111PROVEMENTv�s�.,Nr,NpNGE4 02 GI rim �7ECIs°si�N MIVATION 1rid ti„s °=- CALIFORNIA --= NATIONAkCin, 1NCORPORKMD NA.7i-IONAi CI1' Process Outline • 2019-2020 Budget Adoption Community Development Department Housing Authority Economic Development moved into CMO • June Customer Service Presentation • Functional Organization Chart and Staff Liaisons July Trainings on Courtesy and Collaboration September 17 Workshop • Outreach October • October 29 Special Meeting • Adoption of New Strategic Plan before 2020 • FY 2020-21 Budget Cycle 4 CALIFORNIA see NATIONAL CITY -oans>p -� City Hall _.... 1243 National City Blvd. MLK Jr. Community Ctr 140 E. 12" Street Police Department 1200 National City Blvd. Nutrition Center 141S D Ave. Library 1401 National City Blvd. Poem Field Operations: Neighbottsood Policing Teams -Patrol Operations -Community Services Unit -Traffic Unit -Canine Unit -SWAT -Animal Regulations Unit Invertigatione Unk -Core investigations -Task Force Units -Gang Enforcement Team -Property & Evidence Unit -Homeland Security Unit Administration Support Internal Affairs -Recruiting/Backgrounds Unit 0 -Training Unit -Crisis Negotiations Unit(CNT) OpOration. Support -Grants -Fleet -Pea Support Services -Communications Center -Records Unit -Alarm Program -Crime Analysis Unit -Management Information I� Systems Boards & Commissions Regional Assignments Fire Station 31 2333 Euclid Ave. Fire Station 34 343 E. 12" Street Fire Station 33 2005 E. 4' Street Emergency trmikes lire Sulspheaalenail Emernnev rg I -Community EmergenCV 1 Response Team Emergency medful response/ ,,paramedic -Fire Suppression '-Trauma Intervention Program Liaison Hazardous Materials Response -Rescue Operations -Station Tours Fire Administratlon Fire Prevention -ssuance of Fire Dept. Permits -Design Plan Intake -false Alarm Recovery Program -Commercial fire inspections -Fire Annual inspections -New Business License Inspections -Han Mat Inspections -lweale Fire Setter Intervention -Apartment Sthussi, High-rise Inspections -CPR/AED Gasses -Weed Abatement National City Residents, Businesses, & Visitors City Attorney -City legal advisor to City Council and City departments -CNII litigation (City defense) -City Prosecutor (Murddpal Code violations) engineering -Capital Improvement Program -Environmental Compliance -Storm Water -Commercial Fats, Oils & Grease (FOG) -Hazardous Materials (HAZMAT) -Trash & Recycling (EDCO) -Traffic Sale), Evaluations -Parking Management -Traffic Signal Timing -ADA Compliance -Sate Routes to School/Active Transportation Program -Transit Coordination (San Diego MTS) -Utllitie. Coordination -Engineering Plan Checks, Permits and Inspections -Traffic Contra Plan Reviews -Map Reviews -Raysh rue finewey W:uting finery -Mavu Wastewater IPA -MTS Board -Regi✓nrl Solid Waste Authority -Seri oaten Country Water Authority -SWIM Authority -Traffic Sale vs Committee 1 Mayor and thy Council -Business Retain & Recruit -Storefront Upgrades -Adopt A-Piaee/AROW -Opportunity Zones -Together We Can Campaign -Permit Streamlining -Port Utsui . (Commissioner) -Public Private Partnerships -Spacial Projects Public Waal. -Quality of Llie Program -Pothole Repairs Sidewalk Repairs -1 rash/Stroppi rig Cart Removals -Storm Drain/Channel Cleanups -Street Sweeping -Sewer Maintenance -Traffic Signals and Street Ughts -Traffic Signing and Striping -Parks and landscape Maintenance -Tree Trimming/Planting Services -Athletic Field Use Permits -Park Air lump Permits -Facill lees Maintenance -Vehicle Fieet/EV Program City Manager ►R & communication. -Community and Police Relations Com.n;ss'on -NC Connect (SeeClickFln) -Neighborhood Council Program -Public Information -Social Media -Veterans and Military Advisory Committee Community Salvias —Sammadmienicits -Public Art Commiticc n2rks, Recreation and Senior Citizen. Aevicory hoard -Community partner liaison -Recreation programs for youth. teens, adults, and seniors -Recreation contract program management -Special event programming -Reservation of community centers -Volunteer management -Pat Public Art Committee Jant -Library Board of itu- lees -Circulation/Borrowing Services - Reference Services -Local History Room - here y Services Programs for teens and children - 3D Printing Tech Lab -Computer and Printer Access -Computer Classes -eBooks, magazines, Audlobooks. 0 DVDs, CDs -Electronic Databases -Friends of the Library Bookstore thaigitaggrazgaL feeling Fit Club -tore Delivered meals j-Senior Nutrition Center City Clerk -Bid openings -Boards & Commissions -Claims against the City -City Council minutes -Elections -Municipal Code -Public Noticing -Translation Services LMAINI -Custodian Records -Public Records Requests ,,sousing & Community Development Lode Enforcement Graffiti Abatement Homeless Outreach Program -Parking Enforcement -Housing inspection Program -Special Events & TUPs -Property Zoning -and Use & Long-range Planning -Planning Cat misst.:n -Zone and Code Changes -Shoreline Plestiva Scut Wonllyf Group Iintake of plaBlaidget ns for review -Review of building permits and 'plan applications I -Issuance of building permits µ-nspection services for lresidentlal/commercial projects -CD8G & HOMES -Housing Programs & Projects -Real Estate Services -Affordability Monitoring -Section 8 Housing Vouchers City Treasurer -Collection of City tares end icerue fees Investments Administrative Services F3M11S4 — -Btalress Licensing -Collections -Fees for parking citations -Garage sale permits -Pet Licensing -Purchasing -Residential rental license fees Human Resourcaa -Employment Opportunities -Employee Benefits -Workers' Compensation labor Relations Organizational Development end Training -CJvil Service Commis_'on _ _ -Insurance -Liability claims management -Workers' Compensation -Cybersecuri� -Data Management -Desktop Support -Enterprise Resource Planning -Network Administration -Technical Training -Telecommunications -Video Surveillance -Web Administration COURTESY friendliness respectfully. #whattheysaidhelpingintentional c, compassion acceptancethoughtful cheerful positipolitenesshelpfulrespectfullove tac�'eliness service . CO U rte c kindness othersfirst Jy fend IyP0liteLY g consideration res pectpolite-� assisting firstunderstad �humanityk�nd��sten clear Qunderstanding caring. listening thoughtfulness E mindfulnessg w COLLABORATION sa, .i_J teamspirit � u creation compromise iisteningeasyrespectfuUy Work inwin �a� > jgoaEteamworkworkingtxo.� �team C � ��co aborati.on�� C"- 2 i � goaktogetherwecan sharing i � pcooperationunitygideaS Woal�s g� � � � i �, togetherness nicationassistance Q strongertogethmer collabotation CALIFORNIA NATIONAL CITY XlicoRpoRATtp Questions CALIFORNIA T ' NAUCITy NCORPORATr. Existing Strategic Plan and Accomplishments 9 CALIFORNIA NATIONAL CITY -. IV CORPORATED Former Strategic Plans 42007 Strategic Plan has similar Objectives and Action Plans that are still being worked on today Strategic Planning Workshop ` City of National City 2: Achieve Fiscal Sustainability tK 4/5/2007 3 4 5 6 7 8 9 Runs Hits Errors Visitor 0 0 X X X X X X X 0 1 0 Home 0 1 X XIX X X 1 2 0 1 2 ACTION PLANS Open Plaza Bonita Expansion & Costco ® Create Grants Division & Aggressively Seek Funding Sources +1* Complete Maximus Fee Study & Implement Impact Fees to have Growth pay for Growth t•y ("Begin Sycuan/MRW Hotel & Build Up Marina Gatewayrii , it �1 Continue Pursuing Home Depot/PSI & Develop Site ` 1 Strategic Planning Workshop `� City of National City 3: Improve Quality of Life Yp•. 4/5/2007 1 2 3 4 5 6 7 8 9 Runs Hits Errors Visitor Home 0 0 1 2 0 X X X X 2 3 0 X 1 2 0 ACTION PLANS ($ Expand Hours at Community Facilities +1i Conduct a Demand Study & Formulate a Strategic Plan for Community Facilities & Activities +i4 Develop Art & Cultural District including Playhouse & Arts Center ($ Build Aquatic Center 44 Support City Parks & Open Space (i.e., Paradise Creek) 10 <-- CALIFORNIA NATIONAL, CITY rxcoerua.sYv — Objective #1 - Provide Quality Services a) Practice the five core values (Commitment, Customer Service, Courtesy, Communication, and Collaboration) with our diverse customer base. b) Align workforce with City's objectives and provide training and support necessary to fully develop employees, boards, and commissions. maintaining c) Expand public access to City services and information, by updating our website and making digital records accessible to the public. NOIONA Proposed Objective #1 - Provide Quality Services d) Pursue public safety goals and objectives and enhance disaster preparedness (Police, Fire, Emergency Medical Services, and Homeland Security). e) Analyze internal processes for efficiency and implement technology solutions where feasible. Continue efforts to automate and streamline work processes. CALIFORNIA -- NATIONAL CITY IKCORPO.ieT6O Objective #2 - Achieve Fiscal Sustainability close deficit, a) Prepare effective budge< accurately forecast funding sources, manage investments wisely, provide consistent financial reports, maintain clean audits, resolve findings/deficiencies in a timely manner, and update finance and budget policies. b) Update curfi ertsati-vrl plan for aft -employee groups. Continue labor/management partnerships with an emphasis on strategic deployment and total compensation issues 4d ress long-term pension liability c) Establish economic development programs to retain existing businesses arid stimulate new investments. Evaluate and update fee schedules to promote development and recover costs. and increase and attract revenues. NATIONAL CITY Objective #2 - Achieve Fiscal Sustainability Cont' ue to d) fmplement plans to fund replacement reserves and to finance the acquisition, replacement, and maintenance of the City's fleet, facilities, and other assets. and sustainable e) Build cooperative partnerships with community organizations, schools, and other public agencies in the efficient and cost effective delivery of services. CALIFORNIA -e NikT°N� #3 - Improve ��:f Objectivep Quality of Life a) Enhance crime prevention and emergency service through community outreach, procedural justice, critical incident response, City/regional partnerships, and employee development. Continue to b) Pursue green initiatives and build a sustainable city implementing4he climate action plan and energy road ma p• through c) Help organize community events and support social gatherings that benefit the total community. 6•Tr. objective #3 - Improve Quality of Life vo,./ -. fNCORvna ATE13 -' Implement undated d) Update sign ordinance to improve community character and draw attention to important gateways, corridors and intersections with improved signage and wayfinding. Build "Together We Can" campaign to make National City cleaner, safer, and healthier. the Balanced Plan e) Support i ier 32 (GB Capita; Holdings) expansion plans and work with the San Diego Unified Port District and its tenants to fund public process and public improvements. in the Marina District N TIoNALC rpObjective #4 - Enhance Housing and Community INCORPORATED Assets a) Continue providing housing opportunities at all income levels and develop programs to improve existing conditions. Adopt a comprehensive long term strategy to address homelessness. Complete Paradise Creek Apartments and Educational Park. b) Conrpfete Zvi-TOD phase 1 an uornui i ark. Luc puI suui 9 I uI �uu� -= hasel and vii ici iivujiia��, VI %AcctS. street maintenance c) Maintain and improve Ci s infrastructure and find alternative funding to onstruct public facilities, park improvements, and other capital needs. Complete comprehensive facility needs assessment and establish priorities. through funding options. NAB �jUi, „ Objective #4 - Enhance Housing and Community !:J1 iNCOrtY IN ATE Assets such as Granger Music Hall, Kimball House, Stein Farm, and th Depot. d) Preserve and promote historic resources and cultural assets. Formalize a public art program that provides funding for art and culture through a "percent for art" program. e) Administer real property assets and property management plans to achieve the City's long term goals. CALIFORNIA 'TIONAL car Objective #5 - Promote a Healthy Community IN CORk(MATED a) Expand opportunities for walking and biking through the development of Community Corridors and Safe Routes to Schools consistent with the National City General Plan and Bicycle Master Plan. b) Continue to provide affordable City programs, activities and services that are accessible for all users, including individuals with disabilities (Americans with Disabilities Act). c) Enhance neighborhood services programs such as graffiti abatement, parking enforcement, and code enforcement and increase efficiency with new technology. Adopt a Parkin; Management Plan as part of an update to the Downtown Specific Plan. CALIFORNIA NITT,TTTY Objective #5 - Promote a Healthy Community d) Implement Neighborhood Action Plans and continue amortization efforts by working with residents and businesses. e) Advance National City wellness programs for youth, families, seniors and City employees that encourage a healthy lifestyle and develop a workplace safety program. CULTURE AND COMMUNITY CALIFORNIA NATIONAL Orr. -. 7&coa,on ATSD Together, We Can! "Culture Eats Strategy for Lunch" CAIIFORNIA �+ NATIONAL CITY 1JJ'J IN _nnn..v� 19� 2019 Accomplishments #StrongerTogether • Completed local elections / appointments — new Mayor and City Councilmember • Transition to a new City Manager • Finalized employment agreements with three labor groups • Annual Financial Audits with "No Significant Findings" for 4 straight years • Provided Pension update — costs continue to rise • Updated Capital Needs Assessment • Received over $20 million in "competitive" grants for capital projects • Improved Crime Stats and Response Times • Signed the 7 C Pledge 22 We PCecCge to Provide Customer Service through, a CuCture of.. Courtesy 1Ve treat everyone with dignity andrespect. CoCCaboration 1'Ve work to achieve common goals andvalue our differences. Communication 'We communicate openly, honestly, and -with clear, consistent messages. with a Commitment to Our Community' 23 -- CALIFORNIA NATIONAL CITY fNCORPOR ATED Police Department Objective # 1 -Provide Quality Services a) Pursue public safety goals and objectives and enhance disaster preparedness • In partnership with regional law enforcement partners and community based organizations to conduct outreach and compliance checks of POST Release Offenders. • Annual compliance checks of sex registrants and proactive enforcement of registrants out of compliance. • Enhance response capabilities of the SWAT and Crisis Negotiations Team through training and the addition of equipment. b) Analyze internal processes for efficiency and implement technology solutions where feasible. Continue efforts to automate and streamline work processes. • Implementation of Body Worn Cameras and AXON cloud storage of video and crime scene photographs. • Implementation of NetRMS (Records Management System) which is integrated with other regional law enforcement agencies and data uploads directly to ARJIS; transitioned to a paperless reporting system. • Implementation of UAV Quadcopter Program to enhance police and fire response during critical incidents. 24 -� CALIFORNIA NNT!ONAL CH r` - ;>rCoaroasrsu Fire Department Objective # 1 -Provide Quality Services d) Pursue public safety goals and objectives and enhance disaster preparedness (Police, Fire, Emergency Medical Services, and Homeland Security). • Enhanced public safety service delivery through implementation of Paramedic Squad program in the northeast quadrant of the City. • Maintained Community Emergency Response Team (CERT) Program to include 70 active members. • Provided SEMS basic training and EOC Section specific training. ▪ Planned and coordinated the county -wide, multi -jurisdictional table top exercise and training operations in preparation of mass casualty and active shooter incidents. • Participated in the County -wide Full -Scale Exercises. CALIFORNIA ^^• NAf1ONAL C/117 ikCoRpoRATED Fire Department Objective # 1 -Provide Quality Services e) Analyze internal processes for efficiency and implement technology solutions where feasible. Continue efforts to automate and streamline work processes. • Implemented Electronic Patient Care Records (EPCR) to enhance productivity of field personnel. • Transitioned to smart device paging to reduce response times. • Implemented narcotics biometric security system. • Continued to evaluate platforms to increase productivity. V.. CALIFORNIA - NATIONAL CI?", �! Dd./ IxCOItpol T� Engineering/Public Works Objective # 1 -Provide Quality Services c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public ■ Developed Capital Improvement Program website d) Pursue public safety goals and objectives and enhance disaster preparedness (Police, Fire, Emergency Medical Services, and Homeland Security). • Implemented Storm Preparedness Program that involves deployment of Public Works patrol crews to inspect and clear flood prone areas of debris in advance of storm events; free sandbags for National City residents; and public information / safety tips on the City's website. 27 CALIFORNIA - NATIONAL CITY. s �f 11'C01.1Y0NATSD City Clerk / IT / Communications Objective # 1 -Provide Quality Services a) Practice the five core values (Commitment, Customer Service, Courtesy, Communication, and Collaboration) with our diverse customer base. • Augmented existing interpretation services by providing an additional interpreter to assist Spanish speaking individuals wishing to address the City Council during City Council meetings. b) Align workforce with City's objectives and provide training and support necessary to fully develop employees, Boards, Commissions, and City Council. ■ Conducted Questys training to assist employees in searching our digitized computer database for documents and records. 28 - CALIFORNIA -- NiVT1ONAL CITY IKCORwR elco - City Clerk / IT / Communications Objective # 1 —Provide Quality Services c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public. ■ Implemented NatCityConnect (SeeClickFix) for the public to report and monitor issues across the city (Sept 2018-Sept 2019: 3119 requests opened & 3026 requests closed) • Implemented ActiveNet to enhance the public's access to recreation programming (100 participants registered) ■ Updated Council Chambers Audio/Video system with enhanced webcasting capabilities • E- notifications from the City website increase daily as departments update information on programs, projects, and events • 182,000 visitors to website between Sep 2018 — Sep 2019 • 986 e-notification subscribers,18K e-notifications sent last six months • Enhanced e-newsletter into the City Guide to not only share City news and events but also to include recreational opportunities (2100 registered emails) • Social Media reach continues to grow and has been a successful communication tool for community engagement(Facebook: 5,307 Followers Twitter: 2,384 Followers) 29 CALIFORNIA T, NATIONAL, CITY IR'CoRPORATKU Community Development Dept. Objective # 1 -Provide Quality Services a) Align workforce with City's objectives and provide training and support necessary to fully develop employees, Boards, Commissions, and City Council. • Created Community Development Department to better support private development and neighborhood preservation c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public. • Implemented online GIS zoning lookup capability for staff through existing GIS- based asset management software • Provide project and policy updates regularly on City website • Updated Informational Guide to help customers with providing the proper documents for staff to accept their building plans and issue building permits. 30 - CALIFORNIA NATIONAL Car :3J7 IN-CuuruNATEu Library Objective # 1 -Provide Quality Services c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public. • Redesigned library's website to include more graphics, headlines, and an animated banner with rotating images to showcase special events/activities. • 40 databases supporting disciplines ranging from school curricula to every day do- it-yourself and self -learning available to library patrons even from home. Newest additions: language databases — Rosetta Stone, Mango Languages, and Pronunciator. • Digitized some of the most heavily used History Room's collections: photographs, SUHI yearbooks, Kimball Diaries. 31 - CAL'IEQRNtA - NATIONAL crnr Community Services Objective # 1 —Provide Quality Services a) Align workforce with City's objectives and provide training and support necessary to fully develop employees, Boards, Commissions, and City Council. • Hosted annual part-time staff trainings and sent part-time staff to a variety of trainings to improve recreational programs. c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public. • Created the National City Guide to share news, events, and programs with residents. d) Analyze internal processes for efficiency and implement technology solutions where feasible. Continue efforts to automate and streamline work processes. • Implemented ActiveNet, a recreation software, that manages classes and facility rentals. 32 CALIFORNIA — NATIONAL CHIT l.Vl'1)11.1'un ATEV Human Resources Objective # 1 -Provide Quality Services a) Practice the five core values (Commitment, Customer Service, Courtesy, Communication, and Collaboration) with our diverse customer base. ■ Attended internal and external agency events to promote the five core values. • Conducted Team HR road -show, visiting all city departments for collection of staff feedback and demonstrations of core value best practices. b) Align workforce with City's objectives and provide training and support necessary to fully develop employees, Boards, Commissions, and City Council_ • Reviewed workforce recruitment and retention data. • Coordinated career advancement pipeline through cross -training, job shadowing and designated acting assignments. 33 CRLIFORNIA - NATIONAL C IXC({(p[A ATV" Finance Objective # 1 -Provide Quality Services c) Expand public access to City services and information, by maintaining our website and making digital records accessible to the public. • Implemented OpenGov fiscal transparency portal. • Established unclaimed monies webpage. • Created fillable forms (fill & print) for business license & dog license applications. 34 - CALIFORNIA-- NATIONAL cEry - ,NCORPml&TO! Police Department Objective # 2 -Achieve Fiscal Sustainability e) Build cooperative and sustainable partnerships with community organizations, schools, and other public agencies in the efficient and cost effective delivery services. • Continued financial partnerships with the National School District and Sweetwater Unified School District for the delivery of School Resource Officer services. • Continued and new financial partnerships with local, state, and federal partnerships to provide overtime monies for Task Force Units. These partnerships also provide force multiplier as it relates to law enforcement and technical capabilities to target criminals and criminal enterprises. 35 CALIFORNIA NATIONAL CU`U'T- .JD1 1NCI)R FOH AT t t' Fire Department Objective # 2 —Achieve Fiscal Sustainability d) Continue to implement plans to fund replacement reserves and to finance the acquisition, replacement, and maintenance of the City's fleet, facilities, and other assets. • Significant front line equipment enhancements e) Build cooperative and sustainable partnerships with community organizations, schools, and other public agencies in the efficient and cost effective delivery of services. Adopted new fee study related to fire services. • Continued annual fire inspection program with the National School District and Sweetwater Unified School District. • Continued Fire Safe Kids for the Burn Institute. *CALIFORNIA N%1 J®lwAL c - 1HCOtYUBATiD -� Engineering/Public Works Objective #2 -Achieve Fiscal Sustainability d) Continue to implement plans to fund replacement reserves and to finance the acquisition, replacement, and maintenance of the City's fleet, facilities, and other assets. • Allocated $4.4 million to Facilities Maintenance Reserve for FY 2020. • Adopted Ordinance establishing five-year plan for sewer service rate adjustments, effective January 1, 2019, to offset sewage transportation and treatment rate increases from San Diego Metropolitan Wastewater Department and address capital needs for sewer system repair / replacement and upsizing. • Approximately 70% of the City's fleet has been replaced/modernized through a combination of purchases and leases since FY 2015; remainder of fleet is scheduled to be replaced/modernized over the next 3 years, pending available funds. ■ Completed annual update to the Capital Needs Assessment. ■ Received over $20 million in "competitive" grants for capital projects in FY 2019. 37 CALIFORNI^ -.. Ni TONAL 4irr. :t J Y/ Finance Objective #2 —Achieve Fiscal Sustainability a) Prepare effective budget, close deficit, accurately forecast funding sources, manage investments wisely, provide consistent financial reports, maintain clean audits, resolve findings/deficiencies in a timely manner, and update finance and budget policies. ▪ Implemented summary level / group budgeting & developed algorithm to identify spending patterns allowing for development of leaner budget. - Consistently receive unmodified (i.e., "clean") audit opinions. - No findings of material weaknesses or significant deficiencies issued in relation to City financial statements for 4 (& it is expected, based upon our exit interview with our independent auditor[s], 5) consecutive years. ■ Established budget ordinance. • Updated several Council & administrative policies to ensure compliance with State laws & enhance controls. 38 - CALIFORNIA Ni TIO;NAL Cf `y lSJ'I _ Z.\ ORYORATEU Finance Objective # 2 -Achieve Fiscal Sustainability (cont'd) b) Continue labor/management partnerships with an emphasis on strategic deployment and total compensation issues. Address Tong -term pension liability and other post -employment benefits (OPEB). ■ Established & funded pension & other post -employment benefit OPEB trusts. c) Establish economic development programs to retain and attract businesses, stimulate new investments, and increase revenues. Evaluate and update fee schedules to promote development and recover costs. ■ Completed comprehensive fee study & update. d) Continue to implement plans to fund replacement reserves and to finance the acquisition, replacement, and maintenance of the City's fleet, facilities, and other assets. ▪ Established & funded facilities maintenance & (expanded) sewer reserves. 39 CALIFORNIA NNTIONAL C9 TV 1n1 £NCORPOR*TVt Police Department Objective # 3 —Improve Quality of Life a) Enhance crime prevention and emergency service through community outreach, procedural justice, critical incident response, City/regional partnerships, and employee development. • Ongoing partnership with county PERT Program to provide early identification and proactive PERT visits / service for those suffering from mental illness. • Conduct operations focusing on human trafficking — ongoing. Increase Traffic Safety by conducting DUI checkpoints, enforcement regarding pedestrians, and monitor traffic enforcement at schools. • Provide officers de-escalation training as a tool to reduce the number of use of force applications. c) Help organize community events and support social gatherings that benefit the total community. • Continue to sponsor community programs in partnerships with city departments, National City schools, businesses, service clubs and community based organizations -National Night Out, Every 15 Minutes, School Supply Giveaway, Thanksgiving Giveaway, Christmas Giveaway, Use of Force Workshops, Coffee with a Cop, Kids Fishing Day with Officers (pending) 40 CALIFORNIA -0 N T?ONAL INCORPORATED Fire Department Objective # 3 -Improve Quality of Life c) Help organize community events and support social gatherings that benefit the total community. Continue to sponsor community programs in partnerships with city departments, National City schools, businesses, service clubs and community based organizations. — -National Night Out, Every 15 Minutes, Spirit of the Holidays, Burn Camp, American Cancer Society Pancake Breakfast, and 9/11 Remembrance Ceremony and Breakfast. CALIFORNIA /ATtONA . Cf` v r 1'Ji/ ZNeoRpou ATtiU Engineering/Public Works Objective # 3 -Improve Quality of Life a) Pursue green initiatives, and build a sustainable city by implementing the climate action plan and energy roadmap. • Constructed Storm Water Low -Impact Development (LID) features to capture and treat urban storm water runoff as part of several capital improvement projects, such as 8th Street Corridor Smart Growth Revitalization, "A" Avenue Green Street, and Paradise Creek Restoration (Kimball Park). • Completed $5.4 million in energy savings upgrades at City facilities. ■ Partnered with SDG&E to install 12 electric vehicle charging stations for City employees. • Approved funding to purchase and/or lease 5 electric vehicles for the City's fleet. ■ Installed over 50 solar -powered traffic warning devices Citywide. 42 — CALIFORNIA -- NATIONAL CITA' daril te'cUhvu Kel ED --. Community Development Dept. Objective # 3 —Improve Quality of Life d Enforce sign ordinance to improve community character; enhance gateways with decorative signage and public art; and provide wayfinding signage to direct residents and visitors to public parks and recreational facilities, community centers, transit stations, and other key points of interest. Provided staff support on signage ordinance; including presentations, code changes, and code enforcement support 43 �- CALIFORNIA Ni TI ONA IL City z l -. INCORPORATeD -- Community Services Objective # 3 —Improve Quality of Life c) Help organize community events and support social gatherings that benefit the total community. • Hosted Community Service Day, Summer Movies in the Park, and Miss National City. • Expanded A Kimball Holiday with ornament workshops, a snow hill, Ferris wheel and performances by local community groups. • Added intergenerational events, such as the Holiday Ornament Workshop, Succulent Planting Workshop and Tie Dye Activity. ■ Started NC Gets Active, a program that gets the community moving and engages them in the quarterly Neighborhood Council Breakfast. ■ Hosted the first ever Summer Fiesta! celebrating the City's birthday. 44 CALIFORNIA �* TIONAL c �coaron►sty _� Police Department Objective # 4 —Enhance Housing and Community Assets a) Continue providing housing opportunities at all income levels and develop programs to improve existing conditions. Adopt a comprehensive long term strategy to address homelessness. • Creation of Homeless Outreach Team (HOT), in a grant funded partnership with City of Chula Vista and community organizations to provide outreach, wrap around services, and case management to city's homeless population. 45 CALIFORNIA ^> NATIONAL ci ' r �1:iJ1 iscoapOB.T:O -' Engineering/Public Works Objective # 4 - Enhance Housing & Community Assets (cont'd) b) Complete Paradise Creek Apartments and Educational Park. Continue to plan and build Transit -Oriented Developments/Districts- • Expansion of Paradise Creek Educational Park is under construction • Received grant to prepare 24th Street TOD Overlay c) Maintain and improve City's infrastructure and find alternative funding to construct public facilities, park improvements, street maintenance, and other capital needs. Complete comprehensive needs assessment and establish priorities through funding options. • Implemented grid -based system for tree trimming and landscaped maintenance services to provide residents a consistent schedule, with prioritization given to emergency work and calls for service related to safety. • Completed annual update to the Capital Needs Assessment. • Received over $20 million in "competitive" grants for capital projects in FY 2019. 46 -- CALIFORNIA col'' Objective # 4 - Enhance Housing and Community Assets OItY t/114TLU National City Housing Authority a) Continue providing housing opportunities at all income levels and develop programs to improve existing conditions. Adopt a comprehensive long term strategy to address homelessness. •:• Closed on the financing for the renovation of Morgan and Kimball Towers and the Nutrition Center. •:• Preserved of affordability on over 1200 units for the next 55 years. b) Complete Paradise Creek Apartments and Educational Park. Continue to plan and build Transit -Oriented Developments/Districts. ❖ Completed Paradise Creeks Apartments- 201 units of affordable housing with on -site services to residents and a homeownership and asset building center. ❖ Remediation of Paradise Creek Educational Park is complete and park improvements are currently under construction. 47 CALIFORNIA NATIONAL Cr Ty 1ml iricoaeuaarry National City Housing Authority Objective # 4 Enhance Housing and Community Assets (cont'd) d) Preserve and promote cultural assets and historic resources, such as Granger Music Hall, Kimball House, Stein Farm, and the Depot. Formalize a public art program that provides funding for art and culture through a "percent for art" program. ❖ Entered into a new Maintenance and Operating Agreement with the National City Train Depot. e) Administer real property assets and property management plans to achieve the City's long ❖ Adopted a Property Management Plan for Property Management Plan and have disposed of three properties; two of those for major developments (8th and B and Palm Plaza). ❖ Entered into a Agreement with CarMax for the development of a 15.08 parcel owned by Parking Authority. 48 CALIFORNIA -d NATIONAL cirrItzay �- INCOBPOt►1O '� Community Development Dept. Objective # 4 —Enhance Housing & Community Assets d) Preserve and promote cultural assets and historic resources, such as the relocation and restoration of Granger Music Hall to the Marina District, Kimball House, Stein Farm, and the Historic Train Depot. Continue to support community art programs that engage disadvantaged youth and underserved portions of the community. Incorporate public art into capital projects and private developments. ■ Researched qualifying historic properties for inclusion in the City's list of locally -recognized historic structures ■ Adding qualifying properties to the City's list of locally -recognized historic structures 49 CALIFORNIA N&TIONA L CITY. /NcoavOH ATB� Police Department Objective # 5 - Promote a Healthy Community a) Expand opportunities for walking and biking through the development of community corridors and safe routes to schools consistent with the National City General Plan and Bicycle Master Plan. • In partnership with the Rady's Safe Routes to Schools, participate and promote bicycle safety and "walk to school" programs. e) Advance National City wellness programs for youth, families, seniors, and City employees that encourage a healthy lifestyles and develop a workplace safety program. • As part of a comprehensive Peer Support Program which includes chaplains, peer and professional counselors, provide Mindfulness & Resiliency training to department personnel. 50 — CALIFORNIA ^� NNTl9JL CITY INCoaPOR*TCV Engineering/Public Works Objective # 5 - Promote a Healthy Community a) Expand opportunities for walking and biking through the development of Community Corridors and Safe Routes to Schools consistent with the National City General Plan and Bicycle Master Plan. ■ Completed over $30 million in Active Transportation projects over the past 5 years. ■ Scheduled to complete an additional $30 million in Active Transportation projects over the next 3 years, including the ultimate alignment of the Bayshore Bikeway through National City. b) Continue to provide affordable City programs, activities and services that are accessible for all users, including individuals with disabilities (Americans with Disabilities Act). ▪ Adopted ADA Transition Plan. 51 a.. CALIFORNIA -� NATIONAL CITY. INCORPORAT.D _1 Engineering / Public Works Objective # 5 - Promote a Healthy Community (cont'd) c) Implement Neighborhood Action Plans and continue amortization efforts by working with residents and businesses. • Received grant to prepare INTRA-Connect Plan to create 10-Minute Neighborhoods with emphasis on active transportation, mobility choices, traffic calming and placemaking e) Advance National City wellness programs for youth, families, seniors and City employees that encourage a healthy lifestyle and develop a workplace safety program. ■ Transformed the "Wellness Committee" into the "Culture Club" to enhance heath and quality of workplace environment for City Employees. Completed two new "Clubhouses" at City Hall to include refurbishment of the employee lounge in the basement and new patio with picnic table, landscape screening and public art outside the south end of the building. 52 CALIFORNIA —. NANIONAL. CIVY INCOh.oa Tt1 Community Development Dept. Objective # 5 - Promote a Healthy Community c) Enhance neighborhood services programs, such as graffiti abatement, parking enforcement, and code enforcement through integration of new technologies. • Implemented new smartphones with Graffiti Tracker application to upload photos of graffiti vandalism in real-time. ■ Commenced use of License Plate Recognition for parking enforcement 53 CALIFORNIA --- NATIONAL ,VCORPONATSD Library Objective # 5 — Promote a Healthy Community b) Continue to provide affordable City programs, activities and services that are accessible for all users, including individuals with disabilities (Americans with Disabilities Act). ■ The Library provides daily programs completely free of charge. Several activities address healthy mind, healthy body: Mat Pilates; Healing Meditation; Saturday Wellness Program, Yoga programs and Bagua for adults; and Obstacle Course playtivity for children during summertime. In addition, special programs with guest appearances are conducted to coincide with special occasions such as Father/Mother Day Celebration, Summer Art Festival, Halloween Booktacular, Thanksgiving Family Crafts, and Christmas with Santa. 54 CALIFORNIA NATIONAL Cfl'r I.V'CUKYJKATLU Community Servies Objective # 5 — Promote a Healthy Community a) Continue to provide affordable City programs, activities and services that are accessible for all users, including individuals with disabilities (Americans with Disabilities Act). • Developed affordable recreation programs, such as youth soccer, basketball, dance, music, and art. • Offered a variety of free recreation programs for Manuel Portillo Casa De Salud Youth Center participants. 55 CALIFORNIA NATIONAL CrTy. aJJ'J IACOAPOH ATV) Human Resources Objective # 5 — Promote a Healthy Community a) Continue to provide affordable City programs, activities and services that are accessible for all users, including individuals with disabilities (Americans with Disabilities Act). • Conducted numerous interactive meetings with staff and managers for review of temporary accommodation requests. • Strategic deployment of support services for user accessibility with programs, activities and facilities. • Coordinate professional development for managers and supervisors on best practices for providing inclusive services, accessibility and support for all users, including individual with disabilities. 56 �-° CALIFORNIA NMIONJAL-C , INCORPORATED -J Questions 57 CALIFORNIA'` NATIONALcirmr .RIP USlk Budget and Pension Review 58 .l, CALIFORNIA -t . NATIONALCf Historical Revenue Trends $60 $50 $40 c $30 0 $20 $10 $0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 ❖ Sales taxes (purple) make up approximately 50% of FYE 2018 revenues, while property taxes (r,elloN ) account for about 18% ❖ Sales tax receipts have grown an average of 2.3% per year over the last 10 years, while property taxes have grown an average of 2.9% over that same period 59 CALIFORNIA NATIONAL CITY aj j 1 1NC0RP0RAr,„ _ Historical Expenditure Trends 0 $60 $50 $40 $30 $20 $10 $0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total Personnel Costs ❖ Total personnel costs (salaries, overtime, worker's comp, health insurance, CaIPERS, OPEB, other) comprise 60% of FYE 2018 expenses ❖ Salaries (purple) have grown an average of 3.1 % per year over the last 10 years, while CaIPERS ( ) costs have grown an average of 5.3% over that same period 60 <-• CALIFORNIA ^r NATIONAL Cflp r�`CORPOl1T�� $70 $60 $ 50 $40 C1) a $30 $20 $10 so Historical Performance and Fund Balance 1 2011 2012 2013 2014 2015 2016 2017 2018 ism Revenues Expenditures :Unassigned Geneia1 Fund Balance Transfers In/One Tirne Transfers Out ❖ Unassigned General Fund balance has increased from $7.IM to $12.7M 61 NATIONAkergr Factors for Historical Increase in Unassigned Fund Balance • Fund consolidation (2013, 2014, 2016) • One-time financial transactions — Sale of Public Work Site (2014) — Energy Savings Bonds (2018) — Kimball Morgan Tower Recap (2019) • Personnel budget savings/Position Reconciliation • Conservative revenue budgeting 62 $17,000,000 $16,000,000 $15,000,000 $14,000,000 $13,000,000 $12,000,000 $11,000,000 $10,000,000 $9,000,000 $8,000,000 63 Sectk,n 115 Truest "Smoothing" Example Section 115 Example: "Smoothing" From 2023-2033 Assumes $5M Added to Section 115 - Section 115 Funds Used to Offset Higher Payment Years - $6.6M + $2.1 M in Investment Earnings = $8.7M Reduced Payments O N Cr) d• Ln l0 N co C o N m d• Ln l0 n CO Ol 0 N m d• Ln LID N co h/ N N N N N N N Ni N m m m m m m m m m m d• cr •zzt d- d- d d• d d' O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N NJ N NJ N N N N N N N N N N N N ->- CALIFORNIA NATIONAL CITY INCORPORATiv Base Case Projection Results ❖ Expenses outpacing revenues translate into annual deficit of $2M in FYE 2019 growing to $11M by FYE 2024 ❖ Unassigned Fund balance is depleted by FY 2021 $80 $70 $60 $50 $40 V) o $30 $20 $10 so -$10 - $20 - $30 Expenses Revenues Unassigned General Fund Balance FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 — CALIFORNIA — NATIONAL CITY - INCok,or ATF.D -- Revenue Only Scenario ❖ $2.OM per year of added tax revenue from new development in FYEs 2020-2024 o I.E. - FYE 2024 revenues at least $11 M higher than FYE 2020 ❖ Base Case assumptions for everything else $75 $70 $65 $60 $55 $50 $45 .o $40 $35 $30 $25 $20 $15 $10 $5 $o ses ReverUes Unassigned General Fund Balance i .. 65 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 INFRASTRUCTURE INVENTORY Asset Asset Items Quantity Unit Streets Sidewalk/Ped, Rarnps Traffic Signals/Street Lights Sewer Storm Drain Streets - t_ Alleys Sidewalk* Ped Ramps* Traffic Signals Street Lights 'Sewer Mains. Sewer Manholes Force Mains : " - Storm Drain Mains Storm Channels - Storm Drain structures (inlet, c.o., hw, etc) 107 7 200 2200 75 800 106 2015 1325 " 45 791 Miles (cl)_ Miles (cl) Miles Each Each Each Miles Each LF Miles - Miles Each CALIFORNIA N&TIONA ,CJfl �1 FY 2020 PROPOSED CAPITAL INFRASTRUCTURE INVESTMENTS Funding Source Streets / ADA Streets / ADA (Major (New Public Maintenance) Improvements) Traffic Signal / Street Lights Sewer Storm Drain Total SB1 $1,030,000 $1,030,000 TransNet $735,000 $250,000 $230,000 $1,215,000 Sewer Fund $2,000,000 General Fund $800,000 $500,000 Grants FY 2020 Investment Annual Infrastructure Needs FY 2020 Investment vs. Needs $1,765,000 $2,700,000 ($935,000) $10,923,591 $11,973,591 $2,600,000 $4,350,000 $4,580,000 $1,000,000 $2,000,000 $2,000,000 $9,373,591 $3,580,000 $0 $200,000 $700,000 $1,000,000 ($300,000) $2,000,000 $1,300,000 $15,473,591 $21,018,591 $9,500,000 67 NATIONAL -CITY ----_-::-, am-Y. -----7-- CLive6R,0RATD 2020-2025 Strategic Planning - CALIFORNIA NATIONAL CI ' IA'CORPORATto -• - Current Strategic Plan 2017-2022 5 Objectives with Strategic Initiatives • Provide Quality Services • Achieve Fiscal Sustainability • Improve Quality of Life • Enhance Housing and Community Assets • Promote a Healthy Community CALIFORNIA NivitONAL CM/ Jzol 1NCURPOR ATT.n Other Department Strategic Plans • Existing Department Strategic Plans: — Police Department — Library • Ongoing Efforts to Create or Update Strategic Plans: — Fire Department — Community Services — Community Development — Housing Authority • Economic Development Strategic Plan was was adopted unanimously by City Council on October 3, 2017 70 CALIFORNi4.0 NATIONAL-arry ------ /ArcoRpoRA.TED Economic Development 71 --^ CALIFORNIAI'^- 4-NTIO11N) A)L CRC ry ry iNCORVORATEn - Economic Development Strategic Plan 5 Goals with Strategic Initiatives • Collaborate and Communicate • Support Businesses • Promote Vibrant Neighborhoods • Support Employment • Increase City Revenue 72 �^ CALIFORNIA ZNCORPOIt AiND Increase City Revenue ❖ Economic Development is Strategic ❖ Generating General Fund Revenue •:+ Sales Tax- Organic versus Incremental •:• Property and TOT Taxes ❖ Other Potential Strategies ❖ Potential Strategies ❖ Continue Business Recruitment, Retention, and Expansion • Improve Land Use and Encourage Redevelopment •:• Allocate Costs to Housing, Parking Authorities, and Others Explore Assessment Districts, BIDs, and Infrastructure •:♦ Pursue Grants, Incentive Programs, and Opportunity Zones Consider Ballot Measures for Potential Taxes 73 CALIFORNIA NATIONAL CITY /MCORPOA ATV:. Business Recruitment, Retention, and Expansion -:- $10 Million needed in incremental growth in 5 years •:- $1M Projects are rare •:•CarMax, Plaza Bonita Expansion :- $50k-$250k projects are critical -:-Gas stations, restaurants, bakeries, retail -:- Void Analysis- Filling gaps where we are losing revenue •:- Reduce the number of business closures by 2% annually 74 CALIFORNIA -• NATIONAL Orr I%COR,„.ATCV Land Use and Redevelopment ❖ Continue updating Tong -range land use plans to encourage development and maintain low user and impact fees ❖ Utilize City property for highest and best use ❖ Continue working closely with the Navy and Port District ❖ Meet demands of Sailors, Students, and Seniors and create vibrant and walkable 10-minute neighborhoods. Where can you go in a 10-minute neighborhood? Variety of Housing Types Off-street Bike Path Bus Stop Grocery Store l�l Start Her1 minj 2 min School 3 min - Pedestrian -only Walkway tit Restaurant/Bar/ Cafe Bank Park/Open Space ,l Ali Q I )-I-I 4min j 5min Business Offices 6 min 7 min Arts/Cultural Center Transit Center Hospital/ Medical Offices 1-6Garden r n oaa oL 0 Community 8 min Q 9 min 0 10 min rCALIFORHtq Housing g and Parkin Authorities ._ INCORPORATED • City currently has Community Development Commission - Housing Authority (CDC -HA) and Parking Authority (PA) as separate legal entities • CDC -HA has significant resources due to Kimball Morgan Towers and other assets (Housing Element due next year) • SB2 and other CA initiatives will provide ongoing funding to housing plans, projects, and programs • Current City (General Fund) obligations can be shifted to CDC -HA if there is a nexus (Nutrition Center) • PA can start performing as an enterprise fund as revenues increase which will alleviate any General Fund support • PA can be used as redevelopment tool through Parking Management Plan and land acquisition 76 •s- CALIFORNIA - NATIONAL ai y- �-. IACORPOSATSU ✓ Grants, Incentives, and Opportunity Zones • Housing grants can support economic development by helping fund mixed -use projects • Smart growth and other transportation grants build infrastructure that supports infill development and Transit Oriented Districts • Cap & Trade funding supports green projects that connect housing and transportation • CDBG and other City Grant Programs like SFIP, AROW and Adopt -a -Place • Leverage Opportunity Zones in National City to redevelop underutilized sites and drive investment into downtown 77 CALIFORNIA -' NATIONAL CI T r IhCORPORAT%O • Assessment Districts, BIDs, and Infrastructure • Assessment Districts provide an opportunity for property owners to fund maintenance and improvements in defined districts (Mile of Cars) • Assessment Districts can offset existing maintenance and CIP needs • Business Improvement Districts (BID) allow clusters or industry types to collect funds and work together on marketing and promotion • Infrastructure includes anything the City owns in Public Right of Way (POW) or other utilities operate in the City • Cities are leasing or charging for use of POW through micro -mobility (scooters), dark fiber leasing, small -cell towers and other partnerships • Exploring Community Choice Aggregation (CCAs) for energy options and enterprise fund. Cities also impose Utility User Fees and Taxes 78 CALIFORNIA -- NATIONAL CUT Tax Measures for Voters • Engaged Lew Edwards Group to research options and analyze trade-offs • Preparing Final Report to City Council • Recreation and Park District through a South Bay JPA is being analyzed • Cannabis- Development Agreements versus Tax Measure (on regular agenda later this evening) • MTS, SANDAL, and others may effect sales tax cap • Preparing staff report for Clerk/Treasurer for October 15 79 CALIFORNIA NATIONALUT `-, zNCORPORATE� Ongoing Initiatives and Potential Additions/Modifications CALIFORNIA NATIONAL Cflp .�, IF 'f 2 A'COgyOLLATEO Ongoing Initiatives Police • Participation and planning in county -wide, multi -jurisdictional table top exercises and training operations in preparation of mass casualty and active shooter incidents. • Enhance outreach efforts in the community's youth through the use of the PRISM simulator system (video scenarios). • Mentoring program using the DISC assessment to provide professional development and assist new officers assimilate to the organization. • Conduct Resiliency Training for family of department members Fire • Enhanced Community ISO Rating. • Develop Community Paramedic Program. • Develop Comprehensive Community Education Department. • Development of a Ready Reserve Program. 81 ++ CALIFORNIA ^k A" �.ONAL Car 1:lJ'1 XNC08POHATJD� Ongoing Initiatives Engineering/Public Works ■ Implement online permit tracking software to streamline process for private development plan checks, permits and inspections. - Implement online parking permit management software. II Implement GIS-based asset management software. ■ Implement project accounting software for management of capital improvement projects. - Develop and implement INTRA-Connect Plan to create 10-Minute Neighborhoods. • Develop and/or refine workplace safety programs. 82 CALIFORNIA -o NATIONAL ant �I '1 1VCORPOa�'ryD J Ongoing Initiatives Housing ■ Applied jointly with the City of Chula Vista for (Homeless Emergency Aid Program) HEAP funding to assist the Homeless Outreach Team with case management for homeless individuals including connections to housing resources. ■ Received grant funding for a Transit Oriented Development Overlay (TODO) that will allow for greater density of housing served by public transit ■ Working with the Stein Family Farm and the National City Historic Society to enter into a Maintenance and Operating Agreement. • Applying for available grants to relocate and renovate Granger Hall. • Creating a Property Management Plan for City and Housing Authority -owned properties that will establish priorities for development. 83 -� CALIFORNIA NATIONAL Cfl Y ��- 1NCORPOR ATYO - Ongoing Initiatives Community Development ■ Implementation of Community Core, which will better log and track permits and code enforcement cases. ■ Create interdepartmental processes to clearly define the best and most efficient way to use Community Core. ■ Offer appointments for plan submittals and for obtaining building permits. ■ Continue to review state -mandated law changes that relate to the Municipal Code or required General Plan elements ■ Refine Downtown Specific Plan through Homefront to Waterfront Grant and phase in the Parking Management Plan ■ Update core elements of the General Plan and Climate Action Plan ■ Proactively work with business community to enforce Sign Ordinance ■ Implement online GIS zoning lookup capability for the public ■ Create and update Building Division literature (handouts) to help customers with their projects 84 CALIFORNLA ONAL C1.E�l INCORPOS6TEO -' Ongoing Initiatives Library ■ Exploring new technology to add to the 3D Printer Tech Lab: 3D scanner; laser cutter/engraver. ■ Implementing an iPad loan program to tutors and learners. • Upgrading the Community Meeting Room's audio-visual system. • Working on getting qualified as a passport acceptance facility • Working on creating "Summer of Wonder", a series of programs tailored just for the summer, consisting of fun craft, tinkering with tech, gaming, and outdoor activities, and designed to help kids stay curious, engaged, and active all summer long. • Digitizing the local newspaper on microfilm collection. Community Services ■ Update webpages so residents can easily find information on parks, recreation centers, programs and events. ■ Increase attendance at special events through improved marketing. 85 +..CM 1E.QRKJ� NATIONAL CI?, Ongoing Initiatives City Clerk/IT/Communications ■ Implementing Questys web portal to access the City's database of records and documents including Minutes, Ordinances, Resolutions, Contracts, and City Council Agenda packets via the internet Human Resources ■ Joint partnership of annual in -person training for staff dedicated to the practice and review of the current five and two new core values (Culture and Community) ■ Develop leadership academy for workforce members that are new or aspiring leaders Finance ■ Update credit card use policy. ■ Develop budget policy. ■ Consistently augment pension & OPEB trusts. ■ Augment/replenish reserves to target levels. ■ Update OpenGov portal & add check register information. ■ Create fillable forms for transient occupancy tax return & garage sale application. 86 CALIFORNIA NATIONAL CiTy NCORPORA t -J Internal and External Surveys 87 tariONAggnir Internal Survey • Developed with John Gavares- Strategic Plan Consultant • Offered to Elected Officials, Board & Commission Members, and Management • 44 responses were received • 2 Questions on new mission statement/7 C Pledge • Feedback requested on 5 strategic objectives and 25 corresponding initiatives • Respondents were surveyed on each initiative and given the options to select Retain, Delete, Modify, or Unsure. • Comments were offered and additions were suggested • The internal survey is intended to provide information and help guide the external survey for the general public e PCdge to Provide Customer service through g a CuCture of.. Courtes "We treat everyone with dignity andrespect. Collaboration "We work to achieve common goats andvaCue our differences. Communication "We communicate openCy, honestCy, andwith cCear, consistent messages. with a Commitment to our Comrnunity! 89 Internal Survey Results 7 C's — Compelling or Inspiring What responders find most compelling or inspiring about this statement: It is a pledge that all are taking together • It's inspiring to know that the City stresses the importance of customer service and communication to the residents they serve • Committed to collaborate across departments to deliver the best services to our community • This pledge encompasses all aspects of an efficient / effective healthy organization dedicated to serving the community • Collaboration is key, it means everyone can and should have a voice • Simple...short and sweet...to the point • Customer Service can't happen without the other Cs CUSTOMER SERVICE W v peoplefriendly � > '� available patiently useful' tri .v� �standin mind .teamwork *� � a� Bend po l � to yes g • custorierservice N� 2thmk•� fr.iendEiantcpatory a �kind �undrer i�userfrendly frienflycustomer -c •� respect listening v Internal Survey Results 7 C's —Which is Most Relevant WE PLEDGE TO PROVIDE CUSTOMER SERVICE THROUGH A CULTURE OF COURTESY, COLLABORATION, AND COMMUNICATION WITH A COMMITMENT TO OUR COMMUNITY. Community 3% Culture 10% Customer Service 13% Courtesy 15% Communication 23% Collaboration 15% Commitment 21% COMMUNICATION willingness togethernessrespect CO openconc.ise �cnmmiinicti ,_� p � directllOilE'St courteous � � thoughtful un.derstanding CU Q- teamwork c[eartimelY. �openness smile collaboration .N ei►tadder•► Internal Survey Results NA.insf Strategic Objective #1 Provide Quality Services �XCORPOAA'S"- a) City's Values 36 2 4 2 •:• Stress the importance and practice daily ❖ Provide examples for a clear understanding b) Strategic Objectives & 41 1 2 1 •:• Development Internship/ Apprenticeship Programs Workforce Alignment ❖ Structured leadership/guidelines for Boards & Commissions c) Public Access via 36 0 5 2 ❖ Include Transparency Website & Digital ❖ Update website to more user friendly interface; desktop Records & mobile d) Public Safety Goals & 36 1 6 3 + Define Public Safety Goals Disaster Preparedness •:• Include a Communication Component e) Efficiency & 36 0 6 2 ❖ Technology is an accelerator but not a solution Effectiveness ❖ Create a "smart city vision" New Initiatives Suggested ❖ Emphasize the 7 C Pledge •:• Public safety should be its own objective so they can be defined ❖ Be sensitive to youth and senior opinions CALIFORNIA -' NATIONAL CITY' 1131 . ixconvoaessn Internal Survey Results Objective #2 Achieve Fiscal Sustainability a) Budgeting Excellence 41 0 6 0 b) Labor/management partnerships c) Economic Development •:• Include Transparency •:• Include an Accounting Component 33 2 5 5 •=• Focus on pension reform ❖ First sentence is unclear 35 0 8 1 ❖ Streamlining the application & permitting process ❖ Explore regional partnerships to leverage efforts in fee development to enhance City services d) Funding Infrastructure 39 0 2 2 & Assets e) Community Partnerships New Initiatives Suggested •:• Continue to apply for competitive grants ❖ Unclear on what replacement reserves are 36 1 4 4 •:- Stream City Council meetings at other location across the City (Schools/Gyms/Churches) •:- Consider moving under Objective #1 ❖ Continue to provide opportunities for City crews to construct smaller capital projects •:- Not reduce or waive any City fees while in a deficit ❖ Protect Park & Rec during economic downturn CALIFORNIA NATIONAL CITY H CORPORATCD Internal Survey Results Objective #3 Improve Quality of Life a) Crime Prevention & Emergency Service b) Green Initiatives & a Sustainable City c) Community Events d) Enforce Sign Ordinance e) Port Balanced Plan New Initiatives Suggested 37 0 5 3 •:• Continue Community Outreach & Education ❖ Homelessness is getting worse 35 0 6 4 •=• Include a Community Outreach Component ❖ Have actionable goals 35 1 5 1 ❖ Ice cream socials ❖ Create events that are inclusive to all cultures ❖ These are not government functions 39 0 2 2 ❖ Discourage clutter and make businesses more visable ❖ Gateways to the city are important 28 0 6 7 Continue to seek funding from the Port to increase community events and access to the Pepper Park waterfront ❖ Parking Initiatives Summer Concerts at Kimball Park Provide greater partnerships with community organizations CALIFORNIA NATIONAL My .= 1IJoT 1'VCORPOR AT�O a) Housing b) Transit Oriented Development Internal Survey Results Strategic Goal #4 Enhance Housing & Community Assets c) City Infrastructure & Funding d) Cultural Assets & Historic Resources e) Property Assets & Management New Initiatives Suggested 34 0 6 2 ❖ Utilize Housing Authority to administer real property assets, finance public -private housing opportunities, and update the Housing Element 28 2 12 3 ❖ Continue to seek regional funding opportunities to increase accessibility to transit ❖ TOD should include improvements to traffic flow; roundabouts, synchronizing traffic signals 34 1 6 2 ❖ Formalize a comprehensive asset management program ❖ Seek funding that maintains and upgrades City facilities 31 2 10 2 ❖ Promote cross collaboration between City cultural assets and historic resources ❖ Transfer City's cultural assets to an organization that is financially able to maintain and restore them in order to alleviate the budget constraints from the GF 27 2 5 9 More definition required ❖ Prioritize generating revenue from city owned lots ❖ Continue to support community art programs and include public art in capital projects. ❖ Develop a comprehensive homelessness plan WA- Internal Survey Results ;AmGoal #5 Promote a HealthyCommunitStrategic Y ._. [ti COHPIlA AT6D ... a) Traffic Circulation 36 1 5 1 ❖ Increase walking and biking paths throughout the City and include protective barriers b) Affordable & Accessible Services to All 40 0 2 0 •) Important but hard to fund with deficit c) Neighborhood 36 0 5 0 ❖ NatCityConnect has improved the work request Services & Parking management. Programs d) Neighborhood Action 34 2 1 6 ❖ Include Healthy & Sustainable Food Programs Plans e) Promote a Wellness 37 1 4 1 ❖ This is a County function Lifestyle & Workplace New Initiatives Suggested ❖ Better education and coordination with schools ❖ Ensure health without compromising freedom NikyloNAIr External Survey • Seeking direction from City Council today • To be developed with John Gavares- Strategic Plan Consultant and launched at October 1 meeting • Offered to general public through public forums and online survey. • Best practices suggest no more than 10 questions that can be completed in 5-10 minutes • The external survey is intended, to provide information and help guide the development of the strategic plan g • It is only one tool for receiving input CALIFORNE1C--*K- NALEITiv • - 7r) - ) iNCORPORP:"' Next Steps and Closing Comments 100 p�AR��41'•Y�� rp� 1VFillIWll�lfliLig Next Steps • Develop and Distribute External Survey (Oct 1-21) • Promote "Outreach October" (Library Open House) • October 29 Special Meeting on Strategic Planning • Respond to direction from City Council and Community • Adopt 2020-2025 Strategic Plan in 2019 • Always working the first year of a five-year plan • Provides vision and direction for budget preparation • Promotes Customer Service to the Community and the Culture of our workforce r-`C:A.L1FORN$A� NA,TiONALerry C IN V `!•I Q' "rD CORPORA Questions 102 \ CALIFORNIA Nwiti..ONAL:icttv XATCORportATIED Public Comment 103 C.A.1.1P,O..1314.1A. ---. ... _... NATIONALCITy ..-7.-,,,i.14'3a-Y .--_---.:,---• City Council Comment/Direction CUSTOMER SERVICE (1) v peoplefriendty v .› •5uaVallabl2patiently usefull N �a)) standingdmi1tk� eYeS custonerserVice Q) Q � kind �N: ?,think•friendlyundreranticipatory L.. a, v userfriendly frienflycustomer � •r respect listening -� listening a)