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HomeMy WebLinkAbout1985/03/13 - Agenda Packet - Adj.C~:CAMpry ' x,~~vca to ctirya~i~oryv~c~:,7~ ~ ~ ~ '^ C~(IT~~ 1~A /V~l~.lL~ F}- •~ ? L-1lJ~~lt1 J > 1977 Rancho Cucamonga Neighborhood Center 9791 Ar roW Highxay Rancho Cucamonga. California Adjourned Mee[ing Pre-Budget Discussion and Rev ieW City Goals March 13. 1985 - 6:30 n.m. All iteu snhaitted for the Cit7 Council Agenda east be in rriting. The deadline for suhaitting these iteY is 5:00 p.~. Oa [he Wednesday prior to [he ^eetiog. The Cit7 Clerk's Off iee receives all such iteaa, 1 . CALL iYl 0¢DeH A. Roll Call: Wrigh[ Buquet ~_. Mike la _. Dahl and King B. Approval of Minu[ee: None 2. STAPp BHpOgT3 A, OVERVIEW 6:30-6:45 p.m. Ci cy Goa le as related to 1984-85 Program of Service e. STATUS REPORT 6;45-7:30 p.m. Departmental Operations for current fiscal year A. Administration 6:45 p.m. B. Finance 6:50 p.m. C. Community 8e rv ilea 6:55 p.m. D. Community bevelopment 7:00 p.m. 1. Planning 7:05 p.m. 2. Engineering 7:10 P•m, 3. Building b ^uefe[y 7:15 p.m. E. Sherif E'a bepartmen[ 7:20 p.m. City Council Agenda -2- March 13, 1985 BREAK C. OUTLOOK FOR 1985-86 PROGRAM OF SERVICES Discvesi on of upcoming major proj ec[e, modif ica [i ona to current programs and projected level of service. A. Adminia traci on B. Finance C. Community Services D. Community Development 1. Plavning 2. Engineering 3. Building b Safety E. Sheriff~e Department C07IICIL BOSI11693 A. CITT COUNCIL COMMENTS b SUGGESTIONS 3. ADIOOYIU~NT ADJOURN 7:30-7:40 p.m. 7:40-8:1$ p.m. 7:40 p.m. 7:45 p.m. 7:50 p.m. 7:55 p.m. 8:00 p.m. 8:05 p.m. 8:10 p.m. 8:15 p.m. 8:15-8:45 p.m. 8:45 p.m. Adjourn to Thursday, March 14, 1985, 6:00 p.m., Li ove Park Community Center - Review Day Creek Fa cilit iea r1 U ~ 1 ~..~ T0: Executive Management Team City Council FROM: Lauren M. Wasserman ,. ,/ City Manager G~'~ S[78SECT: Goals antl Program Priorities - A Summary ~n _...VL MEMORANDUM ~'~~~~~', _< \`~: March 25, 1983 -~'~~~} `~'~ _~ to;; The fo'_lowirg community oriented prior.it ies are listed; those programs and services can be readily identified by the citizens of Rancho Cucamonga. The six priorities we have identified for the next five years are: 1. TO BUZI,D A SOOND PZNANCIAL BASE FOR 1'RE COMMUNITY It is the unanimous view of our Executive Management Team that the development of a solid finano ial base for the city is not only essential, but that base will serve as the cornerstone far all future programs and priorities identified by the staff, citizens, and members of the CSty Council. 2. TO PROYIDP. COST-EPPECTIYE, PUBLIC SAFETY SEEYICES This priority includes not only the law enforcement services now provided by the San Bernardino County Sheriff's Department, but also services furnished by the City's Building and Safety Division of the Community Development Department. Although fire protection services are now the responsibility of the Foothill Fire Protection District, it is the view of our staff that the City also needs to work with the Fire District in an effort to be certain that the fire protection needs of the City are being met adequately. The City's Redevelopment Agency has already made arrangements to use a portion of tax increment to assist the Eire District in its programs to meet the fire protection needs of the community. 3• TO PROYID6 PAR[ ACQUISITION AND DEVELOPMENT Our Executive Management Team clearly recognizes Lhat existing and past methods oC financing parkland acquisition and development are inadequate. Other financing tools such as park bond issues, the Community Faoiiit ies Act, or similar options must 6e aggressively pursued in addition to the fees which are now assessed on new developments. Stated more clearly, those who want and will use the City's park facilities must be willing to share in the cost. Ex. Mgmnt Team and City Council Re: Goals and Program Priorlt ies • March 25, 1983 Page 2 4. TO PROVIDE A HIGHER LEVEL OP ROAI1 MAINTENANCE AND TD PAOVIDE ADEQUATE PLOOD PpOTECTION Because of the topography of the community, flootl protection and road maintenance cannot be separated. Each is interdependent on. the other. Long- range financing for flood ecntrol must be considered. Additionally, other methods for financing infrastructure must be identified, since it is evident that the expenditure of gas tax funds for road repairs does not keep pace with the needs of the community. 5. TO ENCOURAGE PAOACTIVE, RATHER THAN REACTIVE LONG-RANGE PLANNING The City and its citizens have invested hundreds of thousands of dollars and thousands of hours in preparing the General Plan. It is essential that the City work continually to implement the community's General Plan document. The following ar_as are closely related to the implementation of the General Plan: A. Attracting industrial development which will expend the City's • prooerty tax base and will provide job opportunities for local residents. 0. Providing housing Far those who wish to live in poncho Cucamonga. C. Attracting good commercial development to build a solid financial base. D. Providing adequate transportation Facilities and services to keep pace with the City's long-range development. Freeways, roads, public tansportation, railroads, and bicycles are all key factors in a comprehensive transportation plan. E. Community identity, beautification, code enforcement, and other actions which improve the appearance of the environment of our City. These issues are typically "shelved" because of the need to deal with more critical issues. F. Park Development -- see previous comments as listed in Goal No. 3. G. Schools - although the City has no legal responsibility for providing schools, we do have the responsibility to make certain that the ability of school districts to provide educaticnal facilities keeps pace with the growth occurring in the community. H. Sphere of Influence - consid oration must be given to whether or not the City wishes to have some involvement in how the area to the north of the City limits Ss developed. Involvement seems appropriate since those who reside or develop in the sphere of influence will impact the City in a number of ways. Ez. Mgmnt Teaa and City Council Re: Coa 1s and Program Priorities March 25, 1983 • Page 3 6. TO PLAN FOA PHRNpNERf CITY FpCII.ITIES The construction of permanent, city-owned buildings is essential if the City is to increase productivity and to provide more efficient service to our citizens. Permanent facilities need not be extravagant. They should reflect the image of the City which we wish to convey. More importantly, they should be oriented to the services provided to the public, rather "than to the tastes of staff or counc ilmembers. Since the City will be `n business forever, it makes sense to buy our own building rather than Lo rent r~meone elses. Plans must also 6e made for a permanent City yard to store and service City equipment and vehicles. 7• SBPPOFYf OR SHCONDAIIY COALS AND PRIORITIES In addition to identifying those goals and programs which may be directly related to services Drovided Dy the City, our Executive Management Team has identified several goals which are of a support nature. In other words, those activities which, while not highly visible are equally essential to acortip fishing our primary goals. The following support activities were • identified: 1. TO OPTIMIZE FINANCIAL RESOORCES AND TO I!A'flOVH FINANCIAL PLANNING CAPABILITIES A. Financial Plan - a plan should be developed which will identify all of the available options for flnancSng the needs of the City. A financial consultant should be hired to work with the staff and City Council on this document. e. Redevelopment - redevelopment is perhaps the most important financial tool available to help develop the sound financial base for Rancho Cucamonga. C. Benefit Assessment Programs - this concept needs to be thoroughly studied. The City must market its services more effectively. Those uho desire either new services or higher levels of service must be willing to share in the costs for that program. D. Attract Aegional Shopping Center to Aancho Cucamonga - a regional shopping center is the keystone to the City's financial stability. Efforts are already under way to aggressively recruit a maJor shopping center to the community. E. Maintaining Commercial Development and Encouraging Additional Commercial Development - this is important to the financial stability of the City. • Ex. Mgmnt Team and City Council Ae: Goals and Program Priorities March 25, 1983 Page 4 evaluate Contract Service Alternatives - studies must be made to determine whether it Is in the City's best interest to provide certain services d'_rectly, or whether it is more feas161e to provide those services by contracting with the private sector or with otner public agencies. • G. Current Financial Data - it is essential that staff and members of the City Council have financial data which is essential to the proper management of the City. 2. TO EYALOATE ALLOCATION OP RESOURCES AND LEVELS OP SERVICE A continual evaluation of services now being provided must be conducted by the Executive Management Team and the City Council. Zt is equally important that the support services needed to provide services be clearly identified. Support services include staffing, essential equipment (typewriters, vehicles, etc.), work space requirements, supplies and equipment such as base maps, computers, records, and other activities which provide an overall increase in employee productivity, 3• TO CONTINUE EMPLOYEE TAAINING AND MANAGEMENT DEVELOPMENT It is essential that the City provide training and development opportunities for our employees which will result in improved productivity, more courteous service to the public, improved safety awareness, and a higher morale among our workers. While these programs are extremely important to the City, they are generally neg lee tetl because of more pressing problems. Adequate time and money should be set aside annually for these effor~s. 4. TO COORDINATg DISASTER PLANNING ACTIYITIPS Although critically important to the City and its citizens, disaster planning has not received the attention it should. More effort needs to Ce Cevoted to the planning for providing services in the event of an air disaster, flood, brushfi re, or earthquake. The materials inc ludetl in this memo represent a summary of the hundreds of hours spent by our Executive Management Team in an effort to identify the most significant, broad goals for the City. The goals identified are for the next five years, 1983-88. During the budget process, the specific ob,jec tives identified by the Eze cutive Management Team and approved by the City Council will represent the first steps necessary to begin the actual implementation of our goals program. Ex. Mgmnt Team and City Council Ae: Goals and Program Priorities March 25, X983 Page 5 Coals statements adopted by the City Council represent the general directio^ we wish to proceed in the next feu years. The objectives which still need to 6e developed, represent specific, measurable statements of the efforts that will be made to achieve the goals. The next section of this report lists the specific departmental efforts which are required in order to achieve each goal. 5. TO PRDNOTB CITIZEN AWAAENESS AND SOPPORT OF CONlRINITY GOALS It is essential that the City Council and staff make a concerted effort to help the community to understand the importnee of the adopted goals. 6. TO PAOVIDE UP-'IO-DATE TECFDiOLOCICAL AND NANAGEMEN'f TOOLS TO IHPROVE TR6 QDALITY OF NNN-CFlffiNT DECISIONS It is essential that the City have available to it adequate technology and tools to improve productivity and to provide the most up-to-date • information at all times. CITY OF RANCHO COCAMONGA DEPART!ffiiT ACTI9ITIE5 REQOIRED TO ACCOl~LISN CITY COALS AND PRIORITIES GOAL I_ TO BUILD A SOUND FINANCIAL BASE POR THE COt4fUNITY ADMINISTRATION 1. To analyze and to recommend for review by the City Council proposed legislation which may impact the City. 2. To explore the feasibility of contracting rather than hiring full-tiae city personnel to provide public services. 3. To evaluate feasibility of changing employee benefit programs to reduce costs to City. 4. To evaluate existing policies for handling insurance claims filed against the City. • 5. To recoup full costs for preparation and mailing of public agendas on a subscription basis. 6. To build community awareness and support of the City's financial outlook. 7. To continue long-range planning activities for the Redevelopment Agency. 8. To evaluate the feasibility of establishing Cees and minimum control of the Cable TV Industry. Revenue to the City from franchise fees may range from $50,000 annually to approximately $300,000 annually at full community buildout. FINANCE DEPARTMENT 1. To identify funding sources for council approved programs. 2. To investigate legislation that will allow changes in fee structures to. reflect actual costs for providing municipal services. 3. To continue to prey ide an aggressive investment program to maximize interest earned Crom Shce funds. ~. To continue reviewing the City's role in governing the community. This may include a reassessment of services wh Sch have traditionally been furnished, but may no longer be affordab Le. Coals -2- March 25, 1983 • 5. To study the possibilities of brokering services. The City's role may change from a provider to an agency which assists the communi cy to secure "cost effective public services." COMMUNITY DEVELOPMENT - ADMINISTRATION 1. To establish effective program management and coord Snation. This may irc hide, but is not limited to: - More active redevelopment program - Greater interagency liaison - Increased cross-training coordination - Data processing and records management 2. To enhance economic development activities in Rancho Cucamonga. This may inc'_ude, but is not limited to: - Greater private sector liaison - City marketing efforts - Public information programs - Ccn terence ezhibi is and materials • COMMUNITY DfiYRLOPMENT - ENGINEERING SERVICES 1. To manage personnel effectively. 2. To explore the use of flood control assessment programs to finance drainage improvements. 3. To explore the feasibility of establishing lantlscape and lighting assessment districts to relieve the General Fund of these expenses. 4. To explore the feasibility of establishing Cees for residential street sweeping. 5. To explore Federal grants to finance public improvements. 5. To utilize 1911 Assessment Districts for street widening programs. COMMUNITY DEYELOPMF.NT - PLANNING SERVICES 1. To expand the redevelopment/economic development programs to provide a sound financial base for the community by implementing the following specific projects: Goals -3- March 25, 1983 • - Aegional shopping center and rela tetl improvements (i.e. I-15 Foothill Boulevard interchange). - Foothill Boulevard corridor plan - Design standards/guidelines - Land use regulations - Ino lementa lion/financing program - Affordable housing program - Mcrtgage revenue hood program - Day Creek planning/design program - Et i•wanda Creek planning/design program - Economic development opportunities throughout the pro Ject area and city 2. To exFand the participation in grant programs, such as the Community Cevelopment Block Crant which helps implement the overall community goals. - Community Development Block Grant - Housing flehabilitation Program - Lou interest loans/grants 3. To evaluate the importance of revenues from fees as a contribution to the community's sound financial base 4. To evaluate the contribution of fees collected to finance both current and • long-range planning in the City of Aancho Cucamonga. COMMUNITY SEAYZCES 1. To study feasibility of creating a Community Facility District in Fiscal 1983-84. Upon formation, revenues generated could be used to issue Bonds to finance park acquisition and development or to finance additional law enforcement personnel. 2. To use Aedeve lopment tax increments to the greatest extent passible to build recreational facilities which will serve the pro,)ect area, and are permitted pro,)ec is within the scope of the Community Redevelopment Law. 3. To explore the alternative of having the private sector administer recreat+.on services. 4. To explore further expansion of contract alternatives for recreation serv ie es. 5. To explore creation of a subsidiary park and recreation special district with a taxing authority to fl.nance maintenance and operation. Such financing could be uaed in concert with the Community Facility District Act of 1902. Goals -4- March 25, 1983 GOAL II. TO PAOVIDE COST-EFFECTIVE PUBLIC SAPgTY SERVICES ADMINISTAATION 1. To evaluate the feasibility of employing contract personnel for Building and Safety services tlucing peak periods. 2. To evaluate contract law enforcement as an alternative to forming a City police department. 3. To supervise and evaluate City departments. 4. To respond to citizen requests far services in a timely manner. FINANCE DEPARTMENT 1. To provide support and timely information from the Finance Department which will enable the public safety services tc be provided efficiently and economically. • BUILDING ANb SAFETY SERVICES 1. To Drev ide building and safety inspection and enforcement services in concert with the rate of growth which occurs ir. Rancho Cucamonga. 2. The following need to be considered: A flecords Management System is essential to the clerical program of Building and Safety Division. Currently available storage areas are overflowing. Raduc Lion of plan and permit storage volumes through a microfilming program will forestall employment of additional clerical staff and acquisition space and equipment for storage. This would 6e a program that encompasses all departments. Base Maps are the most important items needed for support of the Auild ing anA Safety overall program. They are critical to all functions within the. Building and Safety Division, Engineering Division, and Planning Division. n U Goals -5- March 25, 1983 ENGINEERING SERVICES 1. To Smp rove traffic surveillance and planning program. 2. To increase traffic controls to accommodate increased traffic, i.e., signing, striping, signals, etc. 3. To develop within five years a tree trimming program to eliminate potent Tally hazardous trees. 4. To improve the City's disaster response capability by: - Increasing planning and preparation - Acquiring emergency power equipment - Acquiring emergency sign vehicles and signs to improve deployment efCic iency - Purchaseing additional storm equipment purchase - gstabli skiing inventory control system to insure access to equipment - Acquiring improved communicatiens equipment 5. To develop a proactive sidewalk repair program and budget including new sidewalk program Cor pedestrian safety. 6. To improve the preventative street maintenance program to eliminate • hazardous road conditions prior to development. 7. To complete the five-year Capital Improvements Program. PUBLIC SAFETY - S}IEAIPF'S DEPARTMENT 1. TO establish and maintain a functional level of law enforcement which keeps pace with the growth and demands of Lhe community. This goal will ne accomplished in the following manner: - Adopting a 45 percent prose five patrol level as a desirable standard Cor patrol staffing and the number of support personnel based on the Sheriff's Department standards for county-level oC Taw enforcement. It is anticipated that during the next Cive years this level will he arts inetl, assuming that sufficient funds are avai cable. - Maintaining our present school liaison, crime prevention, . court/complaint deputy, and North Town liaison programs. - Increasing Lhe level of proactive paCrol to 35 percent by July 1983. - Furthering increase the level of proactive patrol to VO percent by January, 1985. Coals -6- March 25, 1983 - Furthering increase the level of proactive patrol to 45 percent by January, 1987. 2. To attain this goal, every effort will be made to maintain a 45 percent proactive patrol level. However, it law encorcement's proactive patrol level droos below 35 percent, it may become a critical issue that will be given the highest priority. GOAL III. TO ACTIVELY PDASUE PARR ACQDISITION AND DEVELOPlN:NT ADMINISTRATION i. To develop a program of public awareness regarding casts and alternatives for park acquisition and development. 2. To continue legislative analysis and support of proposed legislation to encourage financing of parks. 3• To serve as staff coordinator far the Community Advisory Commission. • COMMUNITY SERVICES DEPARTMENT 1. To implement the park acquisition and deve lopme^.t program approved by the ci`_v council. The following pro3ects in order of priority should be addressed by Poncho Cucamonga during the next five years: 1. Central Park Acquisition A Development $5,324,000 2. Heritage Park 1,350,000 3• Red Hill Basin Park 573,000 4. Cucamonga Creek Trail, Phase I 285,000 S• Church Street Park, Phases I and II 352,280 6. Hermosa Park 713,000 7. Hellman Park 913,000 B. Alta Loma Basin Park 513,000 9. Arrow Park 256,000 10. Cucamonga Creek Trail, Phase II 200,000 it. ql to Loma Park Tennis Courts 130,000 12. Lions Park Community Center Expansion 401,000 13• North Town Park 30,000 14. A,C. Neighborhood Center Expension 280,000 Total $11,260,280 Goals -7- March 25, 1983 • These priority assignments are not necessarily indicative of the order in which the Drojects will ba addressed. Those projects which may be eligible for grant funding or other special funding may De completed as funds are available. Therefore, for prac ticial reasons, the above priority listing may be shifted from time-to-time. The construction and operation oC all or most of these projects during the next five years are highly dependent upon the successful approval by voters of the Community Facility Act of 1982. Usi^.g park development fees alone, we can only work "to accomplish the fo'_lowing: No. 2. Heritage Park $1,350,000 No. 3. fled Rill Basin Park 513,000 No. 4 Cucamonga Creek ?rail, Phase I 28$,000 No. 5 Church Street Park, Phase I -0- No. 14 flCNC Expansion 0- Total $2 , FINANCE DEPARTMENT • 1. To identify costs and alternative funding mechanisms For meeting the City's park acquisition and development goals. 7. To identify actual operating costs and maintenance costs for City facilities in order to develop adequate user charges. ENGINEERING SERVICES 1. To identify and periodically update maintenance costs for newly acquired and developed park sites and equestrian trails. COAL IV. TO PROVIDE A NIGHER LEVEL OP ROAD MAINTENANCE AND TO PROVIDE ADEQUATE FLOOD PROTECTION ADMINISTRATION 1. To monitor existing and proposed legislation which may provide funding for road or flood control improvements. Goals -R- March 25, 1583 2. To include the Redevelopment Agency to the greatest extent feasible in solving flood Control problems. 3• To monitor and participate in intergovernmental activities with Oan it runs, SA;JBAG, and other organizations to ensure that needs of Rancho Cucamonga are considered adequately. U. To remain involved in coremunity relations programs and to respond to citiz er concerns. 5. To continue long-range planning activities for the Aedevelopment Agency. 6. To coordinate progress between Redevelopment Agency and the private sector. PINANCE ~EPARTMCMf 1. To provide financial management of funds reserved for road maintenance antl flood control. 2. To assist in implementing assessment district financing where appropriate. • ENGINEERING SERVICES t. To establish an equipment maintenance program in order to maximize the life of City equipment. 2. To establish a Pavement Marker Program to increase veh is ular and pedestrian safety. 3• To increase the level of signal maintenance by approximately 10% per year ever the next five years. U, To comp ie to a five year street improvement program. 5• 1'o complete storm drain improvements on Hellman and Beryl Avenues and !!ermosa and Turner Avenues. 5. To es tabli.sh a pavement manageine nt system in order to make certain that , preventative maintenance is programmed far all city streets. 7. To fund an annual street preventative maintenance program. 8. To develop a routine stm~m drain maintenance program to handle increases in storm drain maintenance and repair, i.e. cleaning, grouting, and occasional patching. Goals -9- March 25, 1983 • 9. T.o expand street sweeping programs to provide approximate bi-weekly service on major streets antl monthly service on other streets. 10. To expand parkway maintenance activities annually by approximately 754 per year. COAL V. TO ENCOURACB PROACTIVE. AATHEA IRAN ABACTIVE LONG-RANGE PLANNING ALN7INZSTRATION 1. To implement, subject to City Council approval, an aggessive redevelopment program. 2. To develop a master plan for development of permanent civic center facilities. • 3• To communica to with city council members on long-range planning issues. ~%. To continue active involvement in intergovernmental relations which are viewed as important to the city council. 5. To e•ia luate all long-range personnel costs associated with implementation of any new programs. Costs aha 11 be identified for the city council before program decisions are consSdered. COMMONITY DBVELOPFffiNT - ADMINISTRATION 1. To ecnt ir.ue establishing public information programs and public relations programs in order to clearly state city policies which have been adoD ted by the city council. COMNUNLTY DEVELOPMENT - CURRENT PLANNING 1. To improve the efficiency and effectiveness of the development review and inspection process by imp lementinq the following: Goals -10- March 25, 1983 • - Responsive/timely plan checking and site inspections - Staff training/education antl development, i.e. public relations, planning and environmental law - Computerized land-use data base - Hase Naps - Updating of development criteria, brochure, and public handout materials 2. To improve the quality and responsiveness to address public inquiries by implementing the following: - Staff training/public relations - Public information material such as brochures, gu idehooks, handouts, population/economic statistics, status reports. 3. To dev=lop an effective, re sporsive, and efficient code enforcement program by implementing Lhe following: - Staff training /deve lopm_nt in areas of public relations and code enforcement iaw - Coord inatation with respective agencies - Community education/public relations - Abatement of nuisances/non-conforming uses/structures • 4. To provide fer the ongoing task of responding to other government agency requests and to assure that the City is meeting its mandated obligation of local, regional, and state requirements. COMMUNITY DEVELOPMENT - ADVANCE PLANNING 1. To upgrade the City General Plan as necessary. - To revise Housing Element. California State law requires that periodically the City update its Housing Element, The revision should 6e complete no later than June 1984 if fund.ng is available. - To update and revise the Housing Element of the General Plan to assure implementation of existing housing policies. - To revise the Community Design Element in order to more specifically address the community design opportunities in Poncho Cucamonga. - To revise the Energy Conservation Element of the General Plan in order to provide solutions for local energy conservation piano ing. inc:uded in this program would be the development of an energy ordinance and guidelines. - To revise the Transportation Element of the General Plan. - To prepare neighborhoods plans for Old Town Alta Loma and the North Town area. These plans would implement lantl use regulations and community design standards and guidelines as outlined in the General Plan. Goa 1s -11- March 25, 1983 COlR1ONITZ SERVICES 1. To plan equestrian, bicycle, and hiking trails wh ieh are consistent with the City's General Plan. 2. To continue working with se;;col districts to develop joint use of school and park sites. ADILDING AND SAFETY SERVICES 1. To prepare and print brochures, press releases, citizens, ad ivscry dccuments Lo acquaint citizens and developers of city requirements and policies. 2. To expand inspection services: black walls, Cences, occupancy inspections at time of business license renewal, dust control. 3. To develop a housing conservation progran. I-1 U ENCINEEAINC SEA VICES 1. To improve land development services by providing the following: - Adequate inspection service - Increased attention to records management - Improved Plan Check coordination - Improved processing management - Development of city Base Maps and property records - Sufficient office and storage space 2. To continue Day Creek flood control facilities planning and design program. 3• To continue to actively parsue the Foothill Freeway Implementation Program. 4. To develop a Pavement Management System. 5• To prepare an Etiwanda Area Drainage Plan. 6. To develop a San Sevaine Channel Financial Plan. 7. To refine the Transportation Management Programs and Circulation Element. Coals -12- March 25, 1983 8. To coordinate Infrastructure Financial Strategies - i.e., Assessment District, Redevelopment Programs, coordination with development of Planned Communities, Hond Counsel, and Assessment Engineering. GOAL VI. TO PLAN FOA PHRMILNENT CITS PACILITIES ADMINISTRATION 1. To foster citizen awareness of Lhe need for permanent city facilities. 2. To evaluate the feasibility of using tax increment to finance a portion of construction and operation oT a civle center. FINANCE DEPAAT;~NT 1. To ezplere the feaslb ility of financing mechanisms for land acqui9i~ion and construction of building improvements needed Cor pub llc facilities, • public corks maintenance yard, and civic center. ALL OTHEA DEPARTMENTS 1. Te evaluate space requirements in accordance with present and future service needs including equipment and records storage. ENGINEERING - PUBLIC NOIiRS MAINTENANCE SEAVICES 1. To develoo safe storage space for records which must be retained permanently, 2. To develop temporary tlumping sites for street sweeper debris. SUPPORT CO0.LS 1. Develop Sound Finam lal Base for Community COmmUnlCy Aware of 99 Communication with city council members with special interest groups Coals -13- March 25, 1983 - 2. Evaluate Allocation of Resources aMi Service lands Personnel (administration of program) Facility management (workspace needs) Community awareness, etc. Intergovernmental relations Redevelopment activities Lang-range community planning Crisis management - identify potential need to adjust levels of service 3. Employee Training and Management Development Personnel - safety, orientation training Service award program Disaster planning and coordination 4. Disaster Planning Aec ords management and retention • Personnel training Corununity awareness Intergovernmental relations Communication with city council Facility development planning n ~J