HomeMy WebLinkAbout1995/06/27 - Agenda Packet - Adjourned AGENDA
RANCHO CUCAMONGA CITY COUNCIL
Adjourned Meeting
June 27, 1995 - 5:00 p.m.
Tri Communities Room
10500 Civic Center Drive
Rancho Cucamonga, California
A. CALL TO ORDER
Roll Call:
Alexander
__, Biane , Curatalo , Gutierrez , Williams __
B. ADVERTISED PUBLIC HEARING
The following items have been advertised and/or posted as public hearings as required by law. The Chair will open
the meeting to receive public testimony.
CONSIDERATION OF A RESOLUTION AUTHORIZING THE ISSUANCE OF A NOTE
IN A PRINCIPAL AMOUNT NOT TO EXCEED $25.000,000 TO PROVIDE FINANCING
FOR CERTAIN MULTI-FAMILY HOUSING PROJECTS (pg. 1)
RESOLUTION NO 95-102
(pg. 3)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALII=ORNIA, AUTHORIZING THE ISSUANCE OF A
NOTE IN A PRINCIPAL AMOUNT NOT TO EXCEED $25,000,000 TO
PROVIDE FINANCING FOR CERTAIN MULTIFAMILY HOUSING
PROJECTS, APPROVING A FORM OF LOAN AGREEMENT AND THE
PLEDGE BY THE RANCHO CUCAMONGA REDEVELOPMENT
AGENCY OF CERTAIN TAX INCREMENT MONEYS AND OTHER
MATTERS RELATING THERETO
City Council Agenda
June 27, 1995
Page 2
B. 1TEMfS) OF DISCUSSION
DISCUSSION OF CITY COUNCIL GOALS (pg. 7)
CONSIDERATION TO CO-SPONSOR VARIOUS ENTERTAINMENT PROGRAMS
WITH ACTS CONCERTS (CO 95-024) AT THE EPICENTER (pg. 43)
C. COMMUNICATIONS FROM THE PUBLIC
This i$ the time and place for the general public to address the City Council State law prohibit, the Council from
addm$ing any iuue not previously included on the Agenda. The Council may receive testimony and $et the matter
for a subsequent meeting. Comment$ are to be limited to five minutes per individual
D. ADJOURNMENT
I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, or my designee, hereby certify that a true,
accurate copy of the foregoing agenda was posted on June 22, 1995, seventy-two (72) hours prior to the meeting
per Government Code 54954.2 at 10S00 Civic Center Drive, Rancho Cucamonga, California.
DATE:
June 27, 1995
CITY OF RANCH0 CUCAMONGA'
STAFF REPORT
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM:
Linda D. Daniels, Redevelopment Manager
BY:
Olen Jones, Senior Redevelopment Analyst
SUBJECT:
CONSIDERATION OF A RESOLUTION APPROVING THE ISSUANCE
OF A NOTE IN A PRINCIPAL AMOUNT NOT TO .EXCEED $25
MILLION TO PROVIDE FOR THE FINANCING OF CERTAIN MULTI-
FAMILY HOUSING PROJECTS
RECOMMENDATION
Conduct the public hearing required by the Tax Equity and Fiscal Reform Act of 1982
(TEFRA) for the issuance of the bonds, adopt the attached Resolution, and authorize
the Mayor to execute the necessary documents.
BACKGROUND
In September, 1994, the Agency approved a Loan and Pledge Agreement with
SOuthern California Housing Development Corporation (SCHDC) for the
acquisition of existing apartment complexes in the City of Rancho Cucamonga. In
May, 1995, the City approved Inducement Resolutions to provide for the tax exempt
financing of the acquisition of three apartment complexes, Mountainside
Apartments, Sycamore Springs Apartments, and Monterey Village Apartments.
SCHDC acquired Sycamore Springs Apartments in March, 1995.
ANA~ .YSIS
SCHDC has arranged for a short-term, tax-exempt loan from Sanwa Bank to acquire
Mountainside Apartments and Monterey Village Apartments. Under federal
guidelines, such a loan qualifies technically as an issuance of tax-exempt bonds, and
therefore requires the City to follow the procedures as if such bonds were being sold.
TEFRA requires that prior to the issuance of any such tax-exempt debt, the
appropriate legislative body must hold a public hearing on the proposed issue.
The loan is intended only as interim financing for the timely acquisition of these
apartment complexes prior to the expiration of the Agency's authority to acquire
existing housing units. This will allow these existing units to be counted towards
the Agency's State-mandated housing obligations. Permanent financing will be
developed for the entire pool of units following their acquisition.
June 27, 1995
Staff Report - TEFRA/SCHDC
Page 2
Under the proposed financing structure, the loan will be made from Sanwa to the
City of Rancho Cucamonga. Due to federal tax limitations on tax exempt financings
held by banks, the loan must he made to the City. The loan will be secured by the
pledge of Redevelopment Agency housing funds under a new Loan and Pledge
Agreement between the Agency and the City. The City will have no obligation to
pay except from the pledged housing funds; no City funds will he at risk.
Under this Loan Agreement, the Redevelopment Agency will pledge its housing
funds to the City for the purpose of paying the debt service on this new loan with
Sanwa Bank.
The City will then loan the proceeds of the borrowing to SCHDC, under the terms of
a Loan Agreement, similar to that used for the financing of the Rancho Verde
Village. Regulatory Agreements will be recorded against each property, providing
for the restriction of 40% of the units as affordable to the income groups targeted by
the Agency. These restrictions will be maintained for a minimum of 30 years.
This transaction is consistent with the original Loan and Pledge Agreement between
the Redevelopment Agency and SCHDC. Its structure has been modified to
conform to Federal tax law.
The attached Resolution approves the issuance of the loan, approves a contract with
Best Best & Krieger for bond counsel services, approves a Loan Agreement between
the City and Sanwa, approves the Loan and Pledge Agreement between the City and
the Agency, and approves the Loan Agreement between the City and SCHDC.
Respectfully submitted,
els
Redevelopment Manager
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA AUTHORIZING THE ISSUANCE OF A NOTE IN A
PRINCIPAL AMOUNT NOT TO EXCEED $25,000,000 TO PROVIDE
FINANCING FOR CERTAIN MULTIFAMILY HOUSING PROJECTS,
APPROVING A FORM OF LOAN AGREEMENT AND THE PLEDGE BY THE
RANCHO CUCAMONGA REDEVELOPMENT AGENCY OF CERTAIN TAX
INCREMENT MONEYS AND OTHER MATTERS RELATING THERETO
KA$271205
WHEREAS, the City of Rancho Cucamonga (the "City") is
authorized pursuant to the provisions of Section 52101 and
following of the California Health and Safety Code (the "Law") to
issue bonds, notes or other evidences of indebtedness for the
purpose of making loans to certain nonprofit corporations which
assist in providing low and moderate income housing for citizens of
the City; and
WHEREAS, the City desires to enter into a loan
arrangement (the "Term Loan") and to issue a note in a principal
amount not to exceed $25,000,000 (the "Note") pursuant to a Term
Loan Agreement (the "Term LoanAgreement") by and between the City
and SANWA Bank (the "Bank") for the purpose of providing funds
which will be loaned (the "Developer Loan") to the Southern
California Housing Development Corporation, a California nonprofit
corporation (the "Developer"), under a Developer Loan Agreement
among the City, the Rancho Cucamonga Redevelopment Agency (the
"Agency") and the Developer (the "Developer Loan Agreement") to
finance the acquisition and rehabilitation of three multifamily
housing projects located in the City known as the Mountainside
Apartments, the Sycamore Springs Apartments and the Monterey
Village Apartments (collectively, the "Projects"); and
WHEREAS, the Note will be secured by an assignment by the
City to the Bank of the revenues pledged by the Developer to the
City under the Developer LoanAgreement and will further be secured
by a Deed of Trust relating to the MountainsideApartments from the
Developer to the City (the "Deed of Trust") and by a pledge by the
Agency of a portion of the tax increment (the "Tax Increment")
moneys it is required to set aside pursuant to Section 33334.3 of
the Co,~=xLunity Redevelopment Law being Part 1 of Division 24 of the
California Health and Safety Code (the "Redevelopment Law") in the
Agency's Low and Moderate Income Housing Fund for purposes of
increasing, improving and preserving the supply of low and moderate
housing in and around the Rancho Redevelopment Project (the
"Redevelopment Project"); and
WHEREAS, the Agency has determined that the Projects and
the pledge of the Tax Increment as contemplated by the Developer
Loan Agreement are of benefit to the Redevelopment Project; and
WHEREAS, to ensure that the Projects will be operated in
a manner which will make low and moderate income housing available
to the residents of the City and to ensure that interest on the
Note will remain tax-exempt for federal income tax purposes, the
City, the Agency and the Developer will enter into one or more
regulatoryagreements (the "RegulatoryAgreement.) which will place
certain rental restrictions on the Projects; and
WHEREAS, there has been presented at this meeting a form
of the Term LoanAgreement, the Developer LoanAgreement, the Deed
of Trust and Regulatory Agreement; and
WHEREAS, as required by Section 147(f) of the Internal
Revenue Code of 1986, as amended, (the "Code") this City Council
has heretofore conducted a duly noticed public hearing on June 27,
1995, with respect to the proposed issuance of the Note and the
financing of the Projects, such notice being duly published in the
Inland Valley Daily Bulletin.
NOW, THEREFORE, BE IT RESOLVED, DETERMINEDAND ORDERED BY
THE CITY COUNCIL OF RANCHO CUCAMONGA, as follows:
Section 1. A~proval of Issuance of Note and Makin~ of
Loan. The issuance of the Note in an aggregate principal amount
not to exceed $25,000,000 by the Agency pursuant to .the Law, the
making of the Developer Loan with the proceeds of the Note by the
City to the Developer and the financing of the Projects are hereby
approved. This approval is made in order to meet the public
approval requirements of Section 147(f) of the Code.
Section 2. Term Loan Agreement. The form of Term Loan
Agreement (the "Loan Agreement") by and between the City and the
Bank which establishes the terms and conditions of the Note and the
Term Loan from the Bank to the City presented at this meeting is
hereby approved and the Mayor or the City Manager and the City
Clerk are hereby authorized and directed, for and in the name and
on behalf of the City, to execute, acknowledge and deliver said
Term Loan Agreement in substantially the form presented at this
meeting with such changes therein as the officers executing the
same may approve, such approval to be conclusively evidenced by the
execution and delivery thereof.
Section 3. Form of Note. The form of the Note as set
forth in the Term Loan Agreement is hereby approved and the Mayor
or the City Manager and the City Clerk are hereby authorized and
directed to execute by manual or facsimile signature, in the name
and on behalf of the City and under its seal, such Note in the
aggregate principal amount set forth in the Term LoanAgreement and
all in accordance with the terms and provisions of the Term Loan
Agreement.
KAS27~ 205
Section 4. City Manager Authorized to Establish Final
Terms of Note. The CityManager, based on such advice of Staff and
consultant's to the City as he may deem necessary, is hereby
authorized and directed to act on behalf of the City to establish
and determine (i) the final principal amount of the Note, which
amount shall not exceed $25,000000, and (ii) the interest rate on
the Note.
Section 5. Developer Loan Agreement. The form of
Developer Loan Agreement under which the City will loan to the
Developer the proceeds of the Note and under which the Agency will
pledge the Tax Increment to the repayment of the Developer Loan
presented at this meeting is hereby approved and the Mayor, or the
CityManager and the City Clerk are hereby authorized and directed,
for and in the name of and on behalf of the City, to execute,
acknowledge and deliver said Developer Loan Agreement in
substantially the form presented at this meeting with such changes
therein as the officers executing the same may approve, such
approval to be conclusively evidenced by the execution and deliver
thereof.
Section 6. RegulatoryAgreement. The form or Regulatory
Agreement under which each of the Projects will become subject to
certain rental restrictions presented at this meeting is hereby
approved and the Mayor, or the CityManager and the City Clerk are
hereby authorized and directed, for and in the name of and on
behalf of the City, to execute, acknowledge and deliver said
RegulatoryAgreement or RegulatoryAgreements in substantially the
form presented at this meeting with such changes therein as the
officers executing the same may approve, such approval to be
conclusively evidenced by the execution and deliver thereof.
Section 7. Deed of Trust and Assignment. The Deed of
Trust relating to the Mountainside Project from the Developer to
the City which secures the Developer's obligation to repay the
Developer Loan presented at this meeting is hereby approved and the
Mayor, or the CityManager and the City Clerk are hereby authorized
and directed, for and in the name of and on behalf of the City, to
execute, acknowledge and deliver said Deed of Trust, in
substantially the formpresented at this meeting with such changes
therein as the officers executing the same may approve, such
approval to be conclusively evidenced by the execution and deliver
thereof. The City Council also hereby approves the assignment of
the Deed of Trust and of all revenues it will be entitled to
recover under the Developer Loan Agreement to the Bank and the
Mayor or the City Manager is authorized to sign any and all
documents to effectuate such assignment.
Section 8. Approval of Aqency Pledge. The City Council
hereby approves the pledge of the Tax Increment by the Agency to
the repayment of the Developer Loan all as set forth in the
Developer Loan Agreement.
Section 9. Requisitions. The City Manager, or his
designee, is hereby authorized and directed to pay the costs of
issuing the Note from the proceeds of the Note and other moneys of
the City available therefor.
KAS271205 - 3 - __,~
Section 10. Ret~.~-~ng of mon~ C~-~el. The law firm of
Best, Best & Krieger is hereby retained by the City to act as Bond
Counsel to the City on terms as shall be agreed upon between said
firm and the City Manager.
Section 11. Other Actm. The officers and staff of the
City are hereby authorized and directed, jointly and severally, to
do any and all things, to execute and deliver any and all
documents, which in consultation with Staff and Note Counsel, they
may deem necessary or advisable in order to consunmBte the
issuance, sale and delivery of the Note, or otherwise effectuate
the purposes of this Resolution, and any and all such actions
previously taken by such officers or staff members are hereby
ratified and confirmed.
Section 12. ~ffective Date. This Resolution shall take
effect upon adoption.
<,'- CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE: June 27, 1995
TO: Mayor and Members.of the Ci~ Council
FROM: Jack Lam, AICP, City Manager~
- ~
SUBJECT: GOALS
Attached are the goals the City Council adopted, including subgoals submitted by the staff. The
purpose of the workshop is to discuss these goals and give additional direction regarding these.
Please note that the staff used these goals as a guideline when the budget was prepared.
SL/dja
Attachment
City of Rancho Cucamonga
1995 Goals and
Implementation Plan
April 17, 1995
GOALS
Public Safety
Increase visibility of officers
A,
Utilize general civilian employees in the Differential Patrol Response Program
(Telephone Report Unit - TRU's) to take selected reports over the telephone. Allows
patrol officers more unobligated time.
Start: Fiscal year 95/96 budget - Evaluate at end of year to determine time saved.
Cost: Personnel costs of approximately $90,000 to $100,000 per year
B ,
Utilize Digital Report System to free-up patrol officers unobligated time. Utilization
of in field dictation system allows more patrol time.
Start: Fiscal year 95/96 budget - Evaluate at end of year to determine time saved.
Cost: Approximately $3,000 start-up/$15,000 per year maintenance
C,
Utilize five additional patrol cars purchased with asset seizure funds to put maximum
number of patrol officers or volunteers in the field.
Start: Approximately 4/95 - No ending time frame. On-going on daily basis.
Cost: Approximately $10,000 for 94/95 - About $45,000 per year thereafter
Develop updated public safety public service announcements (PSA's) for broadcast
on cable television.
Start: 5/95 Completion: Ongoing
Cost: N/A, unless charges from cable company are incurred
E,
Develop more comprehensive public safety public awareness materials for Grapevine,
Chamber News, and other local media.
Start: 5/95 Completion: Ongoing
Cost: N/A
Increase after hour activities of uniformed fire personnel in public assemblies, e.g.
night time fire inspections, fire lane checks in multi-family areas, blood pressure
clinics, etc., and increase uniformed fire personnel activities in assisting civic,
service, and youth groups with their programs and events.
Start: 5/95 Completion: Ongoing
Cost: N/A
G ,
Involve fire fighters in deparmaent adopt-a-school program.
Start: 9/95 Completion: Ongoing
Cost: N/A
H,
Develop
Start:
Cost:
a Fire Department Fire Explorer Program.
5 months to implement then ongoing
$10,000 start-up, $1,500 annual
Develop Public Safety Awareness and Education with magnetic messages (signs)
attached to fire engines.
Start: 6/95 Completion: Ongoing
Cost: $2,500 estimate
-2-
q
Fire Department to participate in City Neighborhood Watch Program by having fire
personnel offer fixe safety instruction and information at neighborhood meetings.
Start: 5/95 Completion: Ongoing
Cost: N/A
II
Enhance response time for emergency public safety needs (In addition to the
following, those items designed to increase officer visibility listed above will also make them
able to better respond to emergency situations.)
A,
Utilize the civilian general employees hired as part of the Telephone Reporting Unit to
handle some of the workload traditionally done by uniformed field officers. This will
allow more unobligated time and the opportunity for all officers to become more
involved with S.O.P.
Start: Fiscal year 95/96 budget - Evaluate at end of year to determine time saved.
Cost: Same as listed in I-A above
Work with Police and Fire to establish policies and procextures for earlier notification
to Disaster Preparedness on incidents requiring our response.
Start: 4/95 Complete: 7/95
Cost N/A
Continue with installation of OPTICOM Traffic Control System at all signalized
intersections.
Start: Ongoing Program Completion: Unknown
Cost: To be developed for retroactive installation
D,
Maintain fire sprinkler ordinance(s)
Start: Ongoing Program
Cost: N/A
Implement Emergency Medical Dispatch CEMD) program for all Fire Dispatchers.
This involves training dispatchers in medical procedures so that they can coach 911
callers through CPR and other procedures over the phone while help is on the way.
Start: 7/95 Completion: 6/96
Cost: Included in Dispatching contract with City of Ontario
F,
Re-evaluate Fire Station fast due response boundaries to assure maximum utilization
of closest unit response
Start: 5/95 Completion: 10/95
Cost: N/A
III Energize Neighborhood Watch Programs and expand community crime
prevention programs
Reinforce value of the program by involving more officers and crime prevention
personnel in the program.
Start: Immediately - No ending time frame. Re-evaluate periodically to assess
progress.
Cost: N/A
Utilize the Automated Citizen Information System (A.C.I.S.) to provide up to date
information to neighborhood watch groups on various crime activity and trends
throughout the city.
Start: By the be~nning of the 95/96 budget year. Evaluate at end of the year.
Cost: A.C.I.S. already purchased and is being installed
-3-
/0
C,
Utilize the Automated Citizen Information System (A.C.I.S.) to increase contact with
block captains.
Start: By the beginning of the 95/96 budget year. Evaluate at end of the year.
Cost: A.C.I.S. a/ready purchased and is being installed
D,
Disaster Preparedness to work with Crime Prevention to establish a schedule and
support a joint effort for participating in Neighborhood Watch programs.
Start: 5/95 Complete: On going
Cost: N/A
IV Encourage citizen participation
A,
Find methods to continue the recruitment of citizen volunteers in order to maintain
and utilize what are two of the largest (Reserves and Citizen Volunteers) units within
the Sheriffs Department.
Survey other jurisdictions reserve and volunteer units to determine ff they have
unique methods of recruiting
Start: 7/95 Completed: 8/95
Cost: N/A
ii.
Continue to provide excellent working conditions and positive atmosphere for
volunteers.
Start: In place as an on-going effort.
Cost: N/A
B ,
Find methods to fully utilize the newly formed Police Chiefs Citizens Advisory
Committee
Actively recruit Rancho Cucamonga residents to serve on the committee.
Start: 4/95 Completed: 7/95
Seek input from selected committee members.
Start: 7/95 Completed: On-going
C,
Develop a positive Public Relations Program to enhance the image of
Preparedness and increase public awareness.
Start: 7/95 Complete: 9/95
Cost: N/A Plan to use volunteer
Disaster
D,
E,
Develop public relations (contact and service) response feedback cards for field
personnel providing emergency services.
Start 9/95 Completion: Ongoing
Cost: Approximately $5,000 (printing & mailing costs)
Utilize C.E.R.T. personnel at Fire Stations, E.O.C. and field operations during major
incidents, e.g., flooding, wildland fires, etc.
Start: 7/95 Completion: Ongoing
Cost: Minimal (food and drink)
F,
Increase utilization of Community Volunteer Program in Fire Department activities.
Start: 8/95 Completion: Ongoing
Cost: N/A
G,
J,
K,
Develop "due process" program for fire regulations through use of Appeals Board of
volunteer experts from the community who work with Fire staff to review appeals of
enforcement actions regarding fire regulations.
Start: 10/95 Completion: Ongomg
Cost: N/A
Develop a Community Parmership with business, citizens, service clubs, etc. to help
Fire Department get the fire safety message out to the community and help with
needed resources (pattern after Phoenix Fire Department program).
Start: 12/95 Completion: Ongomg
Cost: N/A
Invite more citizen participation in training and drills through CERT Program and
other activities.
Start 8/95 Complete: On going
Cost: N/A
Develop the Horse Evacuation Plan along with Fire, Police, Public Works and the
Riding Club. Publicize the Plan and work with horse owners to gain their support
and cooperation. Develop resources for transportation and holding facilities for
horses including Veterinarians for injured animals. A training program for
volunteers to handle frightened animals will also be developed with the help of the
Humane Society.
Start: 6/95 Complete: 6/96
Cost: To be developed (ff any)
Develop plan to determine training needs in the new State Standardized Emergency
Management System (SEMS) for Rancho Cucamonga Departments
Determine city persounel's
Start: 3/95 Complete: 4/95
Cost: N/A
training needs by deparunent
ii.
Conduct training and provide exercises necessary for compliance. Include any
contract agencies and other Special Districts (utilities, schools and others we
interface with in emergencies).
Start: 4/95 Complete: 12/96
Cost: To be determined (minimal)
Provide training to maintain proficiency of all personnel in SEMS. Monitor
and document use of SEMS for compliance.
Start: 12/96 Complete: On going
Cost: N/A
ForIll
Start:
Cost:
a commitlee from all disciplines to assess the ongoing needs of the EOC
7/95 Complete: To be determined
To be developed
Revenues
Review Marketing Plan annually
A,
Review budget for Marketing Plan with Council Marketing Subcommittee annually.
Start: April/May of each year and on-going
Cost: not applicable
-5-
Incorporate activities of the Inland Empire Economic Partnership Marketing Plan into
the City of Rancho Cucamonga's on an annual basis.
Start: 5/95 Completion: on-going
Cost: approximately $15,000 annually for IEEP membership
C,
Continue to look for other marketing opportunities, such as participation in local and
regional fdming and tourism, as part of annual review of Marketing Plan.
Start: on going Completion: on going
Cost: unknown at this time
Continue to review or identify relationships of City based programs with that of
regional or subregional efforts.
Start: on going Completion: on going
Cost: unknown at this time
II Reduce utility tax
If utility tax reduction is to not affect services, an evaluation of all general fund
revenues and expenses would be necessary to determine oppommities to balance the
incremental and ultimate elimination of the utility tax. Such an evaluation should
involve a minimum of a 5 year projection for revenues and expenses.
Start: 5/95 Completion: 8/95
Cost: N/A; Staff Time
Consider instituting a formula based utility tax reduction fashioned similar to that of
Montelair.
Start: 5/95 Completion: 6/95
Cost: N/A; Staff Time
III Maintain positive relations with all governmental entities
Hold periodic meetings with other govermng boards such as Chaffey College.
Start: 5/95 Completion: On-going
Cost: N/A; StaffTime
Continue to explore and develop joint program oppommities with other agencies
Start: 5~95 Completion: 8/95
Cost: N/A; Staff Time
IV Generate revenues
A. Increase sales tax revenues
Continue to use Hinderliter & Associates and capture unreported sales tax
Start: Ongoing
Cost: $5,000
B. Explore creative ways of acquiring revenues
*Review and update fee based revenues which could include:
Lease packing house to Alta Loma School District
Pave and install parking meters on Civic Center Fire property
Charge for street sweeping (citywide fee)
Issue parking citations for street sweeping
Enhance efforts to insure that all subcontractors have a business license
-6-
Charge for public meeting room use
Establish a storm drain/sanitation fee (citywide)
Establish a paramedic tax (citywide and future)
Install parking meters at Metrolink
Levy a records management fee through permits
Establish a horse (hoof) fee
Create an infraction for code enforcement violations
Review and update business license fees
Review Police nuisance response fee
Start: Any newly imposed fee would require a minimum of three months to analyze
and prepare for action.
Cost: Uncertain
*The institution of any new fee(s) must be a City Council direction. Based on
specific fee recommendations, staff can develop a time schedule and cost factor.
C,
Create a multi-jurisdictional enterprise zone
Start: Completion in 6 mos. to 1 yr.
Review all vacant property/buildings for potential interim use as revenue generators
Start: Completion in 6 mos.
E,
Explore feasibility of corporate sponsorships of the Epicenter Stadium.
Start: Completion in 1 yr.
F,
Explore feasibility of expanding PD-85 or LMD- 1 to encompass entire city
Start: Completion in 9 mos.
Explore feasibility to construct a fa'e training facility and charge other jurisdictions for
its use
Start: Completion in 3yrs.
Explore oppommities to renegotiate Quakes lease
Start: Completion in 9mos.
Cream a citywide benefit assessment district for fn'e, police and public works
Start: Completion in 9 mos. to 1 yr.
Appoint Entrepreneurial Committee, composed of Staff, Library Board and key
members of the Friends of the Library, responsible for identifying value-added
service packages or cost recovery fees for selected services and for fund-raising for
the library.
Start: 9/95 Completed: On-going
Cost: N/A
Establish fee based dial-up access to the Intemet
Start: 7/95 Completed: 9/95
L,
Apply for applicable grants for the library including the three below: Mini grant for materials (ff offered) 10/95
Library Services & Construction Grant for services: Local History 12/95
Literacy Grant: 5/96
Increase membership in library Business Friends support group through a plan for a
Business Friends drive
Start: 7/95 Plan Completed: 10/95
Cost: $500 prmtinedmailing costs
Conduct Financial and OpeFationil Feasibility Study to determine oppommity for
contracting with surrounding fire departments for fire equipment maintenance and
training through completion of Fire Department Maintenance and Training Facility.
Start: 7/95 Completion: 2/96
Cost: To be developed
V Utilize "Grapevine" to market Rancho Cucamonga
Highlight one department each issue on what they are doing, current projects, etc.
Start: on going Completion: on going
Cost: Staff time to develop articles and $2,000 additional to add pages
Print a 10% coupon good towards any item in the City store.
Start: first available issue Completion: on going
Cost: Staff time to develop coupon and $2,000 additional to add pages
Continue to investigate opportunities for communicating importance of supporting
local businesses (Shop RC) through Grapevine and Chamber Resource. Continue to
provide articles about what Rancho Cucamonga has to offer and incorporate
economic development advantages (Sports Complex article is a recent example)
Start: next available issue Completion: on going
Cost: Staff time to develop articles and $2,000 additional to add pages
Column on what businesses have moved into Rancho Cucamonga and finalized
negotiations on who will move into Rancho Cucamonga, i.e., Old Navy, Starbucks,
Barnes & Nobles, etc.
Stun: 7/95 Completed: Ongoing
Cost: Staff time to develop articles and $2,000 additional to add pages
Short article on current projects under development in Rancho Cucamonga--
commercial, residential, street closures, etc.
Start: 7/95 Completed: Ongoing
Cost: Staff time to develop articles and $2,000 additional to add pages
VI Revisit City mandates/requirements
A. Identify mandates and their associated costs and impacts such as the following:
"Maintenance of F. ffort" (MOE) required to receive Proposition 111 Gas Tax.
In order to get these Gas Tax dollars we are obligated to spend at least $2.5
million of other city funds. The MOE decreases the City's flexibility in
deciding budget priorities.
Required to meet waste reduction mandates of All 939. This has meant the
establishment of recycling programs that have to be subsidized because the
value of the recycled material does not support the program cost.
Required to participate in the Congestion Management Plan which costs about
$10,000 annually in staff time. This is for monitoring required for the City to
receive Proposition 111 Gas Tax funds.
iv.
Required by the National Pollutant Discharge l=,limination System (NPDES) to
clean up run-off and storm dram water. These requirements will cost in excess
of $450,000 annually.
-8-
/,5'
V,
vi.
Required by the Americans with Disa~lities Act (ADA) to make public facilities
wheelchair accessible, the City will spend between $300,000 and $500,000
over the next five years to retrofit parks and public buildings.
Required by the California Environmental Ouality Act (CEQA) to review for
mitigation all discretionary development projects. Annual costs to the City are
estimated at $122,000.
Required by Ai~ 3 158. Fish and Game Fees, to collect costs and fees for the
Department of Fish and Game. Administrative costs associated with this are
approximately $3,000 annually.
ix.
Required by AI~ 3180 to establish mitigation monitoring programs for projects
subject to CEQA. Annual cost to the City is approximately $66,000.
Air Ouality Implementation Guidelines require monitoring of air quality
provisions of local ordinances. Annum cost to the City is approximately
$35,000.
The SCAG Regional Master Plan requires the City to insure local consistency of
local ordinances at an annual cost to the City of $35,000.
xi. Required to submit annual reports to the State on the Housing F. lement and
revisions to the General Plan. Annual COSt iS $65,000.
xii. Required by the State to ~rtgerprint all employees and vohmteers working with
youth. Annual cost approximately $9,250.
xiii. Required by the l~rown Act to expend about $3,000 of staff time and resources
to print additional meeting notices and meeting minutes.
Start: 3/95 Completed: 3/95
Cost: $898,250 (This is the approximate annual cost to the City to comply with
mandates.)
Work with lobbyist and League of California Cities for passage of the following
various pieces of legislation that attempt to make unfunded mandates inoperative or to
require state funding for mandates.
SBl l provides that a state-mandated program would be inoperative unless fully
funded by the state.
Aa 307 would require that any bill containing a state-mandated local program
which is unfunded be referred to the rules committee to be amended to add
funding or to add a disclaimer.
iii. ACA7 would require the state to pay local governments for the cost of any new
program, higher level of service or increased cost mandated by the state.
iv.
ACA 8 would provide that a local agency may decline to implement a program
of higher level or service mandated by the state until the state provides a
subvention of full funding to reimburse the local agency.
V,
SB805 would provide that any state program, rule, regulation or admini.~trative
policy that is not fully funded by the state shall be inapplicable to any local
agency unless expressly approved by a majority of the legislative body of that
local agency.
Start: 3/95 Completed: 8195
Cost: N/A
VII Explore strategic plans for:
A. 4th Street, between Haven and Etiwanda
This item will be a component of the Commercial/Industrial Market Analysis
and Fiscal Study noted under Advance Strategic Planning Goal.
Start: 9/95 Completed: 3/96
Cost: $50,000
B. Foothill Corridor
This item will be a component of the Commercial/Industrial Market Analysis
and Fiscal Study noted under Advance Strategic Planning Goal.
Start: 9/95 Completed: 3/96
Cost: $50,000
Re-evaluate the implementation section of the Specific plan given the current
economic and fiscal realities of the 90s.
Start: 6/95 Completed: 9/95
Cost: To be determined (Use of m-house staff resources may be possible)
C. Enclosed Mall
Assemble a Mall - City Staff Task Force to examine impacts of the Ontario Mills
project and fiscal constraints and develop alternative strategies for Council
consideration.
Start: 7/95 Completed: 12/95
Cost: To be determined (Use of m-house staff resources may be possible)
Hold review meeting with the Mall developer to discuss time line possible
adjustments and future come of action.
Start: 7/95 Completed: 12/95
Cost: To be determined (Use of m-house staff resources may be possible)
D. Auto Mall
Prepare, with RDA Staff, a potential sites analysis.
Start: 9/95 Completed: 11/95
Cost: To be determined (Use of m-house staff resources may be possible)
VlIl Use
A.
Epicenter to generate revenue, while using it for its intended purpose
Maximize entertainment and revenue generation oppommities at the Adult Sports
Complex. Develop a comprehensive program strategy and marketing and promotions
plan to expand concerts and special event venues to its fullest.
Start: 3/95 Completed: Ongomg
cost: Program expenses to be covered by enterprise revenues generated.
IX Staff to review all City fees
X
Update and revise fee resolution to reflect current services.
Start: 5/95 Completion: 9/95
Cost: N/A
Evaluate whether fees should be performance based or flat rate to determine greater
revenue opportunity.
Start: 5/95 Completion: 9/95
Cost: N/A
C,
Annual review of the mount of all City fees is currently being done and will continue
to reflect changes in costs to City.
Start: On going
Cost: N/A
Consider including in the annual fee resolution an automatic escalator based on the
consumer price index
Start: When fees are next presented (August)
Cost: N/A
E,
Library Board will review all fees annually at their Regular meeting in June
Start: 6/95
Cost: N/A
Periodic review of all City contracts
A,
Consolidation of all City contracts and development of an automated tracking system
to facilitate contract review.
Start: 7/95 Completion: 10/95
Cost: $1,000 and staff time
Review of contracts should be on a 2 year, and, no more than 3 year schedule
Start: 5/95 Completion: 10/95
Cost: N/A
C,
Seek out parmerships with other agencies for lower cost provision of contractual
services (i.e.. janitorial care)
Start: 6/96 Completed: Ongoing
Cost N/A
X I Hold Rancho Cucamonga fund raising event using volunteers
D.A.R.E. and Fire Deparunent pancake breakfasts
Start: On-going
Cost: N/A
Youth Sports in Community Services has raised over $29,450 in support of their
programs by doing fundraisers and requesting sponsorships. These fundraisers
should continue so that costs can be offset.
Start: On-going and to continue
Cost: N/A
-11-
D,
G,
Youth programs in Community Services do fundraisers to support their programs.
These fundraisers, which include book fairs and school photos have generated $500-
$600.
Start: On-going and to continue
Cost: N/A
Solicitation of donations and sponsorships have served to support on-going and new
programming in the Community Services Department. Donations include: $2,550
for seniors programs, $7,950 for City-wide events, $2,500 for Concerts in the Park.
Start: On-going and to continue
Cost: Staff time to do the solicitation
Fundraisers held by the Rancho Cucamonga Community Foundation, such as the
Mayor's Balls, the opening of the Best Western Heritage Inn and the Foundation
"Quake's Day" have all helped to benefit the City by supporting such programs as the
Oral History Program and numerous Community Services Programs.
Start: On-going and to continue
Cost: Staff time to assist in org~iTing the events
Establish Entrepreneurial Committee composed of Staff, Library Board and key
members of the Friends of the Library
Start: 7/95 Completed: On-going
Cost: N/A
Conduct Fall fundraiser to celebrate First Birthday of the Rancho Cucamonga Public
Library using Ray Bradbury as keynote speaker
Start: 7/95 Completed: October, 1995
Cost: Funded by the Friends of the Library
Conduct Spring fundraiser to celebrate National Library Week
Start: 10/95 Completed: 4/96
Cost: Funded by the Friends of the Library
Infrastructure
Set aside Capital Facilities Fund for infrastructure maintenance and
improvement
This item pertains to the construction of new facilities such as new streets and new drainage
facilities. It also includes the "long term" improvement and maintenance of existing facilities
such as the cupping of a street to add years to the life of the pavement.
Perform a "Needs Assessment" of all existing and proposed public improvements to
establish infrastructure maintenance and improvement requirements and costs.
Start: 7/95 Estimated Completion: 1/96
Cost: Staff costs of about $12,000
Research potential alternate or new funding sources to supplement current funding
sources. This will allow an accelerated infrastructure improvement program.
Start: 1/96 Estimated Completion: 5/96
Cost: Staff costs of about $8,000
-12-
Cs
Prioritize required public improvements in terms of public demand (such as present
and future traffic and/or drainage requirements), funds available, and resources
availability.
Start: 10/96 Estimated Completion: 1/97
Cost: Staff costs of about $6,000
II Develop ways to fund preventive maintenance program
Preventive maintenance peruins to the routine or periodic maintenance of a facility which will
sustain the use of that fadlity. Normally associated costs for preventive maintenance are not
as extensive as infrastructure maintenance costs would be.
Perform a "Needs Assessment" of all existing and proposed public improvements to
establish infrastructure maintenance requirements and costs.
Start: 7/95 Estimated Completion: 1/96
Cost: Staff costs of about $12,000
Research potential alternate or new funding sourues to supplement current funding
sourues. This will allow an accelerated infrastructure maintenance program.
Start: 1/96 Estimated Completion: 5/96
Cost: Staff costs of about $8,000
Prioritize required maintenance and improvements in terms of public demand (such as
present and future traffic and/or drainage requirements), funds available, and
resources availability.
Start: 10/96 Estimated Completion: 1/97
Cost: Staff costs of about $6,000
Ill Address blighted public space
This item pertains to areas that do not have landscaping yet adjacent areas may be fully
developed. Typical areas are the parkways on Lemon Avenue west of Beryl Street, the Base
Line Road median west of Etiwanda Avenue, or the 4th Street median west of Haven
Avenue.
Inventory/prioritize blighted areas wig the City.
Start: 1/96 Estimated Completion: 7/96
Cost: Staff costs of about $12,000
Identify design options and associated costs.
Start: 7/96 Estimated Completion: 10/96
Cost: Staff costs of about $6,000
IV Explore pubtic areas for "Xeriscape" i.e. Haven medians
Identify long range design options and retrofit costs for making Haven median even
more water efficient and eliminate the need for closing lanes on Haven for
maintenance.
Start: 11/95 Estimated Completion: 2/96
Cost: Staff costs of about $6,000
Develop short range options to reduce or eliminate blocking of travel lanes on Haven
for median maintenance.
Start: 11/95 Estimated Completion: 2/96
Cost: Staff costs of about $6,000
V
C,
Develop a renovation program including phasing and cost analysis and present to
Council for direction.
Start: 6/96 Estimated Completion: 9/96
Cost: Staff costs of about $6,000
Find ways to improve appearance of Metro Link Corridor in city
A,
Survey Metro Link corridor and identify problem areas.
Start: 2/95 Completed: 2/95
Cost: N/A
B ,
Establish task force with various City Departments to work with neighborhood
groups to clean-up area adjacent to corridor.
Start: 3/95 Estimated Completion: 9/95
Cost: To Be Developed
4. Business Development
I Update Marketing Plan and revise if necessary to meet revenue needs
Prepare an economic strategy/target industry plan, as an economic tool of the
Marketing Plan, to allow for concentrated focus on target industries and marketing to
companies and businesses.
Start: 7/95 Completed: 12/95
Cost: $80,000
Look for "joint venture" oppommities with major business developers/Chamber in
attracting qualified business. Utilize joint letters or share business leads for
restaurants and other essential service businesses.
Start: 5/95 Completed: on going
Cost: staff time to follow up on business leads
II
Explore outreach alternatives, i.e. softball games
Provide industrial business sector with Fire Department confined space stand-by
teams to meet OSHA regulations.
Start: 8/95 Completion: 0ngoing
Cost: N/A
B ,
Develop an athletic/sports oriented competition between the City and eleven other
businesses. On a pre-set date during each month for one year, business teams will
meet to compete in such events as: bowling, darts, billiards, miniature golf, golf
(driving), volleyball, racquetball, over the line, video game, ping pong, motor cars
and tennis. The two person teams will be coed and can change for each event. Each
company would pay for their own team costs. Advertising of competition and status
of first, second and third place teams can be done in Chamber Resource as well as
Grapevine.
Start: 7/95 Completion: 6/96
Cost: not to exceed $500.00 for end of year prizes and for monthly competition
charges for City team (i.e. golf, racquetball, etc.)
C,
Create technology based information systems that can provide City information in
non-traditional modes of communication. Through a "fax on demand" program, an
800 telephone number can be established whereby businesses can log on and receive
information regarding land use, business license, traffic counts, building space
availability, demographic information, home sales price information, labor
information, etc. The Agency could track who wanted information and follow up
with public relations material. Service is available 24 hours a day, seven days a
week. Can include listing of City departments and phone numbers of who can be
reached for additional information. Would require cooperation of real estate/broker
sector.
Start: 9/95 with broker cooperation Completion: on going
Cost: $14,000 annually for information update and phone costs; $7,000 for initial
hardware purchase
D,
Create a "business appreciation week" in conjunction with the Chamber. Awards
could be given to businesses who demonstrate a strong commitment to the City of
Rancho Cucamonga in the industrial, commercial, and residential environments for
the prior year. Nominations/selection could be coordinated through the
Resource/Chamber and the Grapevine/City. Could be for companies and also one for
a person within a company.
Start: 1/96 Completion: 4/96
Cost: approximately $5,000
Continue the new business receptions and "visitation" programs to show appreciation
to businesses in Rancho Cucamonga. Look for ways to improve ways to
commumcate appreciation to businesses that establish here.
Start: on going Completion: on going
Cost: $1,500 annually
Continue development of education programs (i.e. Brunch in the Vineyards) and
expand into other business sectors. One example would be to assist Chamber in
conducting a seminar on Industrial Development Bond Financing or Export
Assistance financing to the Manufacturers Council.
Start: 7/95 Completion: on-going
Cost: approximately $2,000 annually
G,
Review City forms and form letters to to try to.incorporate a uniform intro or ending
message that we appreciate the company or individual for considering our City as a
place to do business.
Stun: immediately Completion: on going
Cost: N/A
H,
A follow up letter to new businesses, based on business liceuse application, from
Mayor welcoming new businesses to the City. Helps to reinforce the City is
interested in business. Letter can highlight future business reception that they will be
invited to.
Start: immediately Completion: on going
Cost: approximately $600.00 annually
Host a quarterly meeting for selected industrial businesses and Council members/City
Manager to discuss business concerns and exchange information. Could be a
breakfast (less expensive) or lunch meeting (not fancy), but the number of businesses
invited should be a small enough group to encourage good dialogue.
Start: 9/95 Completion: on going
Cost: approximately $500 to $1,000 annually
- 15-
III
IV
V
Library Staff will conduct a minimum of two workshops on library technology and
business access to information annually
Start: 9/95 Completed: Spring, 1996
Cost: N/A
Library Staff will create a Business Newsletter, highlighting new resources and
traimng events, available at the Chamber Office.
Start: 7/95 Completed: On-going quarte~y publication
Cost: $200
Find ways to have 5 day per week coverage at City Hall to be business
friendly
A,
Staff to develop report on alternatives to address this issue. Options to be presented
to the City Council for their direction.
Start: 4/95 Completed: 6/95
Cost: To be developed
Explore ways to attract essential businesses and services, i.e. service
stations, restaurants, home improvement centers
A,
Create direct mail programs for selected business services that the City wants better
representation of.
Start: 7/95 Completion: on-going
Cost: will vary between $2,000 and $5,000 depending on size of mailing
Coupled with the annual review of the marketing plan and visitation programs,
develop network among existing companies as to who they do business with and
who are their suppliers. Market to these companies, if appropriate, highlighting
business advantages of being close to the people they deal with.
Start: on going Completion: on going
Cost: staff me to make contacts an $1,000 to $2,000 to send public relations material
Encourage private sector involvement in youth activities
Entrepreneurial Committee will identify potential community partnerships to support
library programs including Summer Reading Program, Literacy and Young
Adult/Youth at Risk activities.
Start: 9/95 Completed: 12/95, reviewed regularly
Cost N/A
Seek more private recreational venues.
Start: 3195 Completed: Ongoing
Cost: Unknown
C,
Research types of projects for service clubs, businesses or volunteers to do in City
(park, playground, facility repair & improvement; also at schools).
Start: 8/95 Completed: 12/95
Cost: Staff costs of approximately $1,500
Research business softball leagues and other sports competitions for the business
community and their employees.
Start: 3~95 Completed: 2/96
Cost: Staff costs of approximately $5,000
Businesses to continue providing sponsorships for youth basketball, roller hockey,
etc.
Start: Ongoing Completed: Continuing
Cost: Open
Research, evaluate and develop opportunities to encourage the private sector to assist
with fund raising and participate in community services programs, youth programs,
seniors.
Start: 5/95 Completed: Ongoing
Cost: Modest - In house staff resources with some printing and development costs
$2,000.
VI Expedite best utilization of "Animal Shelter" building
Review options for interim use of shelter by County or a nonprofit animal care
provider.
Start: Currently under review 3/95, to be presented for budget consideration by
Council, 5/95
Cost: up to $205,000 more in addition to current $75,000 budget, depending on
option selected
Recreation/Commnnity Services
Address youth recreational needs/facilities
Analyze programs to address youth/teen needs such as After-School latchkey
programs with schools, youth coun.qeling, self-esteem and parenting programs. Use
this analysis to evaluate opportunities to expand youth recreational programs with
other agencies.
Start: 11/95 Completed: 6/96
Cost: Staff costs of approximately $7,000
B ,
Research the use of transit dollars for l~ansportation to recreation programs.
Start: 11/95 Completed: 2/96
Cost: Staff costs of approximately $3,000
C,
Initiate a Youth Services Analysis with school districts and community non-profit
agencies to identify current youth services and programs being provided in the City.
Start: 11/95 Completed: 2/96
Cost: Staff costs of approximately $5,000 with some printing and analysis costs
$1,500
D,
Work on the renovation of Lions East (old County Library site) Community Center to
expand youth and family oriented recreational programs.
Start: 3~95 Completed: 9~96
Cost: $432,150
Work on the renovation of Lions West (existing building) Community Center to
upgrade and refurbish this Center.
Start: 3/95 Completed: 9/96
Cost: May require building redesign of approximately $40,000
- 17-
II Revisit plans for Central Park - scale down to more realistic version
A,
Review park history regarding approval processes and programming tied to the initial
plan approval and subsequent design development phase.
Start: 8/95 Completed: 9/95
Cost: Staff costs of approximately $1,000
Research and identify costs for various park components and identify potential
funding sources for design construction and maintenance of the facility.
Start: 10/95 Completed: 12/95
Cost: Staff costs of approximately $4,1300
C,
Develop possible phasing scenarios based upon funding sources, i.e., 10-, 20-, 50-
year completion schedule.
Start: 1/96 Completed: 4/96
Cost: Use remaining $10,000 of existing park design contract to develop phasing
scenarios.
Provide various down-scaling strategies with processing recommendations for
Council direction.
Start: 5/96 Completed: 6/96
Cost: Modest, with use of consultant contract cited above.
E,
Depending upon Council direction, initiate contract to commence park redesign, or
initiate appropriate review process as determined necessary.
Store 7/96 Completed: 7/97
Cost: Depending on direction, design work could be extensive and costly
approaching $450,000 to $850,000.
Public input, Park and Recreation Commission, Planning Commission, and City
Council approval of down-scaled park design.
Start: 8/97 Completed: 11/97
Cost: Minimal.
III Explore "Passive Park" use for Central Park
Research and identify costs for passive uses that generate revenue or provide interim
park use by the public, i.e. agricultural use or informal trail development.
Start: 8/95 Estimated Completion: 12/95
Cost: Staff costs of approximately $8,000
Research and identify costs of partial implementation of park landscaping, i.e.
hydroseeding, trees, and nature trail.
Start: 9/95 Estimated Completion: 11/95
Cost: Staff costs of approximately $6,000
Research and identify costs of partial implementation of circulation infrastructure, to
accommodate activities and miscellaneous events, and related parking.
Start: 9/95 Estimated Completion: 12/95
Cost: Staff costs of approximately $7,000
IV Expand library program
V
Provide the Library Board with options for using the space currently identified as
"Community Room" for library materials and/or services.
Start: 7/95 Completed: Based on project selected by Library Boaxd
Costs: Determined by project selected by Library Board
Create a marketing/public relations plan for the Library to increase the user base.
Start: 7/95 Completed: 9/95
Costs: N/A
C,
Explore creation of a Strategic or Long Range Plan that will address capital expansion
and look at ways of establishing a funding base for library services consistent with
the Library Master Plan.
1/96: Establish Strategic Planning Committee
3/96: Conduct a Strategic Planning workshop
6/96: Have completed a Strategic Plan
Costs: $1,000
Develop options/alternatives for a gymnasium
A,
Research and identify additional existing gymnasiums at schools and elsewhere in the
community for youth and adult recreational programs.
Start: 4/95 Completed: 10/95
Cost: Staff costs of approximately $5,000
Identify funding sources for design, consauction, and maintenance of a gymnasium.
Start: 12/95 Estimated Completion: 2/96
Cost: Staff costs of approximately $3,000
C,
Present options for Council consideration.
Start: 3/96 Estimated Completion: 4/96
Cost: Staff time only
VI Develop Senior Citizens Center
Continue to develop RCNC as a Senior Citizen Center for senior and adult programs
as approved by the City Council 2/95.
Start: 3/95 Completed: 11/97
Cost: To be determined
Expand senior and adult recreational and educational programming.
Start: 3/95 Completed: Ongoing
Cost; Self-supporting
C,
Consider a Senior Citizen Center for Central Park as part of the reexamination of the
Central Park plans.
Start: 10/95 Completed: 12/95
Cost: Included with park re-design costs.
VII Expand general recreational offerings
A,
Update park, recreation, open space and public facilities and program master plan
(include: Geographic needs, i.e., Cucamonga/Arrow Route area; gyms, tennis
courts, swimming pools, commumty centers; outdoor, lighted full basketball courts;
- 19-
C,
Ho
teen, cultural arts/theater facilities; outdoor "dedicated" roller hockey space; adult
softball and soccer fields, etc.)
Start: 10/95 Completed: 12/96
Cost: Moderate - h-house staff resources with potential to use consultant to mediate
the process and provide final documentation $25,000.
Explore providing recreational programs for thc people with disabilities.
Start: 5/95 Completed: 12/95
Cost: Staff costs of approximately $7,000.
Continue to seek oppommities for citizens to volunteer and participate in community
programs.
Start: 3/95 Completed: Ongoing
Cost: Minimal - In-house staff resources
Promote public communications through customer service surveys in The C_n'lpevine.
Start: 9/95 Completed: Open
Cost: Minimal - In-house staff resources unless tabulated by a college then pay
honormum.
Market Community Services programs and activities through use of the Cable TV
government access channel.
Start: 7/95 Completed: Ongoing
Cost: $2,500 - $5,000
Continue to automate, in addition to those programs already automated, registration
for all Community Services youth and adult cultural and recreational programs and
rentals of public facilities.
Start 1/95 Completed: 6/96
Cost: To be determined
Research and seek more grants, corporate sponsors and evaluate fee schedules for
special events, concerts and other Community Services programs and activities.
Start: 3/95 Completed: Ongoing
Cost: Minimal - In-house staff resources
Work on the conceptual planning and development of the Northeast Community Park
which will enhance recreational programming for residents in the castefly part of the
City.
Start: 1/95 Completed: 8/96
Cost: Staff costs of approximately $7,000 and some commission costs curren~y
budgeted.
Work on the cultural and recreational program planning for the development of
Central Park.
Start: 3/95 Completed: 11/97
Cost: Staff costs of approximately $5,000
Continue to coordinate sports facilities allocation to maximiTe the use of sports fields
at City parks and school sites.
Start: Ongoing Completed: Continuing
Cost: Staff costs of approximately $20,000.
VIII Examine shared facilities with school districts
B ,
C,
D,
G,
Explore potential of providing fee based Interact access to the schools through City
Hall/Library network-
Start: 7/95 Completed: 10/95
Cost: No costs to investigate premise
Work with School District to provide dial-up access to full library catalog
Start: 9/95 Completed: 12/95
Cost: Staff costs of approximately $4,000.
Include element in the proposed Library Strategic/Long Range Plan for working with
the School District to identify potential sites for multiple use Library.
Start: 6/96 Completed: 8/96
Costs: Included in cost of Long Range planning process
Research potential teen programs at junior high sites-develop with community
groups, private sector, PTA/parents (mentoring, shadowing, teen councils, etc.).
Also develop other teen programs with schools to create a variety of activities geared
to teens.
Start: 7/95 Completed: 6/96
Cost: Staff costs of approximately $10,000.
Continue m work with schools on joint use of facilities and programs, especially at
junior high and middle schools.
Start: 3/95 Completed: Ongoing
Cost: Unknown, depends on fmalized agreements
Research developing cultural arts programs
collaboration with Chaffey College.
Start: 7/95 Completed: 2/96
Cost: Staff costs of approximately $8,000.
for youth and adults through
Continue to coordinate sports facilities allocation to maximize the use of sports fields
at school sites.
Start: 3/95 Completed: Ongoing
Cost: Staff costs of approximately $10,000 annually.
Discuss the development of additional multi-purpose meeting room and sports field
facih'ties with School Districts.
Start: 3/95 Completed: Ongoing
Cost: Minimal to discuss with in-house staff. Can be cosfly depending on types of
joint use and development.
Advanced ~trategic Planning
Re-evaluate industrial and commercial component of City's General Plan
Prepare a Commercial/Industrial Market Analysis and Fiscal Study using Consultant
and City Staff to address growing trend for requests for additional commercial
zoning. This study would also review the regional mall and the possibility of an auto
mall in relation to new trends in retail sales and surrounding developments..
Start: 7/95 Completed: 1/96
Cost: $50,000
II Provide input to Planning Commission re: philosophy
Conduct a joint Council/Commission meeting.
Start: 5/31, 8/30, or 11/29 of '95 Completed: Ongoing
Cost: To be determined (Use of in-house staff resources)
7. Employee Communications and Morale
I Improve open lines of communication and morale for city employees
Insure departmental staff meetings are taking place and providing information; include
City Manager periodically
Start: 4/95 Completion: Ongoing
Cost: N/A
B ,
Survey employees regarding information/communication they need
Start: 8/95 Completion: 1/96
Cost: Staff costs of approximately $500.
C,
Review and update employee orientation program
Start: 7/95 Completion: Ongoing
Cost: $1,000
D,
Continue ongoing programs such as:
City Manager's Weekly
Rancho Rag
City Manager's luncheons
Snack with Jack
Start: Ongoing
Cost: N/A
E,
Explore cost to conduct additional training for all levels in key communication Skill.%
active listening and feedback
Start: 7/95 Completion: 11/95
Cost: To be determined
F,
Re-define Core Values and Mission Statement, develop team member contract
consistent with Values and Mission.
Start: 7/95 Completion: 6/96
Cost: To be determined
G,
Evaluate meet and confer process to determine new opportunities for enhanced
communication, understanding and trust
Start: 5/95 Completion: 12/95
Cost: N/A
II Recognize and praise employees for positive performance
Modify Employee of the Month to be driven by performance rather than rotation
through departments.
Start: 5/95 Completion: Ongoing
Cost: N/A
Develop overachiever certificates to be provided to personnel as well as personnel
~e for outstanding performance.
Start: 6/95 Completion: Ongoing
Cost: Staff and materials cost of approximately $500.
Co
Develop Peer Recognition Program.
Start: 6/95 Completion: Ongoing
Cost: N/A
D,
Develop supervisory training program to assist staff in recognizing staff in non-
monetary fashion
Start: 5/95 Completion: 6/96
Cost: $5,000
E,
Consider alternative time for Employee of the Month to allow library staff to attend
Start: As Soon As Possible
Cost: N/A
Start:
Cost:
Continue with existing programs such as:
Employee of the Month
Employee of the Year
Commuter of the Month
Spotlights in City Manager's Weekly
Employee recognition dinner
Rancho Rag employee features
Ongoing
N/A
III Involve employees in decision making process through input and feedback
Develop an environment for participative decision making by encouraging feedback
throughout all levels of the organization.
Start: 7/95 Completion: 6/96
Cost: To be determined
Survey employees regarding methodology to achieve involvement in decision making
Start: 8/95 Completion: 1/96
Cost: N/A
Encourage feedback during staff meetings: Executive staff and departmental
Start: 5/95 Completion: Ongoing
Cost: N/A
Develop the City Manager Weekly to convey information from the City
Manager/Council to staff re: new policies, proposed policies and recent development
Start: 7/95 Completion: Ongoing
Continue with existing programs such as:
Snack with Jack
Lunch with the City Manager
Training programs
Employee Activity Committee
Start: Ongoing
- 23 -
City of Rancho Cucamonga
City Council
Goal Setting Session
February 14, 1995
Goal Setting
What will the City of Rancho Cucamonga look like, be like, in the year 2005?
· Population of 160,000
· Further annexations possible
· Higher level of commercial activity
· More people
· Central Park (in some format) established
· 2-3 different sports venues
· Governmental center of county
· Other communities will want to be part of Rancho Cucamonga
· Sheriffs and fire departments will be highest quality
· Young families will be attracted to city
· Operational animal shelter or other use for building
· No utility tax
· Increased shopping
· Sports/activity/recreational center
· Increased traffic
· One of the safest cities in America
· Maintain high standards
· Prosperous city
· Regional shopping center operative
· Very low unemployment rate
· High tech, white collar employment center
· Attractive city
· Efficient, business friendly city
· Service oriented
· Contractual agreements with private industry
· Increased service staff re: maintenance, parks, etc.
6
What will be the priorities of the city, areas of key service needs, in the year
2005?
· Revenue
· Dealing with state and federal mandates/interference
· High visibility police presence on the streets
· Larger library, improved service
· Create larger job market
· Mentality to attract desirable, clean, profitable industry and business
· Infrastructure maintenance, preventive maintenance
· Maintain adequate reserves
· Clear goal for sales tax generation
· Recreational industry - pay for play
· City sponsored recreational programs
· Continue to update, review general plan to meet growing needs
· Rejuvenation of all older neighborhoods, North Town area
· More arts and cultural events, private sector involvement
· Increased cooperation among neighboring cities
Goal Setting
Set up goals for the next three, five and ten years.
1. Public Safety
Goal Categories
2. Revenues
3. Infrastructur~
4. Business Development
5. Recreation/Community Services
6. Advanced Strategic Planning
7. Employee Communication and Morale
Goal Setting - Goals
Public Safety
· Increase visibility of officers
· Enhance response time for emergency public safety needs
· Energize Neighborhood Watch Programs and expand community crime prevention
programs
· Encourage citizen participation
Revenues
· Review Marketing Plan annually
· Reduce utility tax
· Maintain positive relations with all governmental entities
· Generate revenues:
- Increase sales tax revenues
- Explore creative ways of acquiring revenues
· Utilize "Grapevine" to market Rancho Cucamonga
· Revisit city mandates/requirements
· Explore strategic plans for:
1. 4th Street, between Haven and Etiwanda
2. Foothill Corridor
3. Enclosed Mail
4. Auto Mall
· Use Epicenter to generate revenue, while using for its intended purpose
· Staff to review all city fees
· Periodic review of all city contracts
· Hold Rancho Cucamonga fund raising event using volunteers
· Set aside Capitol Facilities Fund for infrastructure maintenance and improvement
· Develop ways to fund preventive maintenance program
· Address blighted public space
· Explore public areas for "zero scape," i.e. Haven medians
· Find ways to improve appearance of Metro Link Corridor in city
Goal Setting - Goals
9
Business Development
· Update Marketing Plan and revise if necessary, to meet revenue needs
· Explore outreach alternatives, i.e. softball games
· Find ways to have 5 day per week coverage at City Hall to be business friendly
· Explore ways to attract essential businesses and services, i.e. service stations, restaurants,
home improvement centers
· Encourage private sector involvement in youth activities
· Expedite best utilization of *Animal Shelter" building
Recreation/Community Servkes
· Address youth recreational needs/facilities
· Revisit plans for Central Park - scale down to more realistic version
· Explore "Passive Park" use for Central Park
· Expand library program
· Develop options/alternatives for a gymnasium
· Develop Senior Citizens Center
· Expand general recreational offerings
· Examine shared facilities with school districts
Advanced Strategic Planning
· Re-evaluate industrial and commercial component of City's General Plan
· Provide input to Planning Commission re: philosophy
Employee Communication and Morale
· Improve open lines of communication and morale for city employees
· Recognize and praise employees for positive performance
· Involve employees in decision making process through input and feedback
Council
Citizens
City Manager
Staff
City of Rancho Cucamonga
City Council
Team Building Session
Notes
January 28, 1995
· Teamwork Issues
What makes a team effective and successful? List of characteristics/traits/skills
found on effective and successful teams.
· Communication
· Trust - must be earned
· A team player vs. a glory seeker
· Willing to give credit to the group
· Focus on group objectives rather than individual ones
· Listening effectively to the community
· Getting input from and feedback to the community
· Honesty
· Representation of the team by each individual
· Evaluate and act appropriately
· Owe explanations of actions to the community
· Education of one another and team
· Same behavior in public and private
· Do what is 'Right for the City'
· Mutual respect for each person's position
· Be available, accessible and approachable
· Continual process of earning respect
· Voice of reason
Team Member Checklist
The five most important characteristics of a team member:
1. Trust Builder (P)
2. Active Listener (P)
3. Starter (T)
4. Encourager of Participation (P)
5. Direction Giver (T)
3 Process (P) selections describe the process of how people get the job done.
2 Task (T) selections describe the task or job, what people are working on.
Successful tearn~ require a focus on both process and task issues. The way the job is
done, or task accomplished, is just as important as what the team is working on.
The City Council
What is the mk~ion/overall purpose of the Rancho Cucamonga City Council?
· Provide overall direction
· Determine and guide what is best for the city
· Promote physical, mental, social, emotional wellbeing of citizens, children and
children's children
· Represents the desires of citizens, re: direction
· Setting goals with and for the community
· Promote the community, do the public relations work necessary to help sell the city
· Provide fiscal responsibility
· Be accessible to the public
· Anticipate future issues
What specific actions, behaviors, and traits lead to successful City Council
teams?
· Be diplomatic and tactful
· Sincere, direct communication
· Ethical behavior, personal integrity
· Honesty "Walk the Talk"
· High level of morality
· Be accountable
· Should be held to higher standard/expectations
· Lead by example
· Creativity
· Be humble, not arrogant
· Treat the public with respect
· Be prepared - work with staff prior to meetings to be ready for Council discussions
· No "gotcha's" on staff people
· Go direct to staff for education, not action
· Do not issue directives to staff
· Share information with all Council People
Effective Communication
What actions/behaviors can we take to ensure we communicate effectively with
one another?
· Keep talking
· Use telephone
· Be aware of Brown Act but not afraid to communicate
· Don't discuss specific action, or specific position on issue or something that is
under consideration; don't make public decision making private
· Talk between Council meetings to share information and educate one another
· "Educate me"
· Keep all communication issue oriented, not personal
· Trust each other
2. What do we do we!l? What could we improve upon?
Well
· Communicate
· Positive, Sophisticated Image
· Community Mindset
· Promote City
· Educated
· Good Sense of Humor
· Extremely Accessible
· Fair
· Committed, Active
· Pro-Active
· Fiscally Responsible
· Willing to deal with difficult
issues
· Respect one another
Improve Upon
· Communicate better with staff &
commissions
· Recognize staff efforts
· Provide public accolades to
entire organizations
· Provide 1-1 praise to staff
· Promote city more when in
public
· Educate public on how
government operates
· Expose students to workings of
city governments
· Welcome new residents
Role Definition and Clarification
4
1. What is the role of the City Council?
· Policy direction
· Promote city
· Set goals
· Represent and listen to citizens
· Inform the public
· Be a~essible to staff and public
· Live and breathe values
· Exhibit personal integrity
· Keep city's welfare in mind all the time
· Be an example - the moral, social leaden of the city
· Be voice of reason
· Stay in control
· Show empathy and compassion for others
· Macro manage - provide vision - long term direction
What is the role of Staff?.
· Council relies on them to provide credible information
· Carry out policy
· Implement programs
· Address citizen and cuswmer complaints/needs
· Provide excellent customer service
· Be accountable to City Manager and department managers
· Gauge and measure public perceptions re: needs, 'wants, desires
· Willingly accept direction set out for city
· Go out of their way to help customers
· Treat every issue, every time as important
· Provide and promote information to the public
· Promote the city - staff can make or break the city
Role Definition and Clarification
what is ~e City Manager's role?
· Keep Council informed
· Carry out and achieve Council goals within financial constraints
· Conduit between Council and Staff
· Recruit and select qualified staff
· Able to meet the diverse needs of the Council
· Financial responsibility - Budgeting
· Educate staff and council
· Standard setter - interpreter of direction
· Provide options/alternatives re: policy
· Flexibility
· Provide clear direction to staff
· Maintain pulse of morale of employees and business community
· Micro and macro management of the city
· Taking care of short term, day to day issues and large picture items
· Responsible for day to day operation of the city
· Planning
· Policy recommendations
what is the citizen's role and responsibilities?
· Provide input and let us know their concerns
· Provide revenue
· Mutual support between public and council
· Utilize public services - we must have as our goal to please and satisfy all of our
customers
· Pay taxes
· Be good citizen
· Shop Rancho Cucamonga
· Obey laws
· Vote
· Participate in the process
· Contact city regarding their observations, needs, wants
· Listen to feedback
CITY OF RANCHO CUCAMONGA
MEMORANDUM
DATE:
TO:
FROM:
SUBJECT:
June 21, 1995
Mayor and Members of the City Council
Jack Lam, AICP, City Manager
Jerry B. Fulwood, Deputy City Manager i ,~
CONSIDERATION TO CO-SPONSOR VARIOUS ENTERTAINMENT PROGRAMS WITH
ACTS CONCERTS {CO 95-024) AT THE EPICENTER
Staff is ~11 working out the final details of the contract with Acts Concerts, and will not have the final information
until after the deadline for the June 27, 1995 Council agenda. Once the final contract information has been
completed, it will be provided to the City Council under separate cover by the end of the day on June 22, 1995
for review.
If you have any questions, please do not hesitate to contact me.
Re ctfully submitted_