HomeMy WebLinkAbout1997/04/01 - Agenda Packet - SpecialI
AGENDA
CITY OF RANCHO CUCAMONGA
CITY COUNCIL AND
REDEVELOPMENT AGENCY~~L---~
Special Meeting ~.z----' ~;
April 1, 1997 - 5:30 p.m. ~~.~ ~'
10500 Civic Center Drive ~ ,~/~
R~cho Cucamonga, Cali~omia ~~~~G.
B. ITEM OF DISCUSSION
1. DISCUSSION OF PRIORITIES FOR FUTURE CAPITAL PROJECTS
C. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the City Council. State law prohibits the Council from
addressing any issue not previously included on the agenda. The Council may receive testimony and set the
matter for a subsequent meeting. Comments are to be limited to five minutes per individual.
D. ADJOURNMENT
MEETING TO RECESS TO EXECUTIVE SESSION TO DISCUSS:
(A) PROPERTY NEGOTIATIONS PER GOVERNMENT 54956.8 FOR PROPERTY
LOCATED ON THE SOUTH SIDE OF BASE LINE WEST OF ARCHIBALD
AVENUE; LINDA DANIELS, RDA MANAGER, NEGOTIATING PARTY; TO
DISCUSS TERMS AND PRICE OF PAYMENT.
City Council/Redevelopment Agency Agenda
April 1, 1997
Page 3
(B) PERSONNEL MATTERS PER GOVERNMENT CODE 54957 REGARDING
PERFORMANCE EVALUATION OF CITY MANAGER.
EXECUTIVE SESSION TO ADJOURN TO WEDNESDAY, APRIL 2, 1997, 5:30 P.M. FOR
A WORKSHOP TO DISCUSS THE DE-REGULATION AND RESTRUCTURING OF THE
EDISON COMPANY. MEETING WILL BE HELD IN THE TRI COMMUNITIES ROOM
LOCATED AT 10500 CIVIC CENTER DRIVE, RANCHO CUCAMONGA, CALIFORNIA.
l, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the
foregoing agenda was posted on March 27, 1997, seventy-two (72) hours prior to the meeting per Government
Code 94954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California.
FILE
Memorandum
City Manager' s Office
To: Mayor and Members of the Council
From: Jack Lam, 9
City Manager
Date: March 29, 19
Subject: Major Non-CIP Capital Project Goals and Priorities
Goal setting and setting priorities for future capital projects provide a map to show
what the City plans to realistically accomplish over a reasonable time horizon and
serve as a framework in which policy making can be accomplished in a rational way.
There is a process by which infrastructure priorities are established annually (Capital
Improvements Program) but major non street and storm drain infrastructure are more
difficult to quantify and thus, rely more upon the policy consensus of the City Council
Without a basic framework for action, a city can find itself floating from capital issue
to issue without adequate direction. The benefits of goal setting and prioritization for
major capital projects are as follows:
· Helps to guide the use of our time more wisely. When we know what we' re
trying to do, we can allocate most of our time and resources to the important
projects.
· Gets everyone on the same wavelength. It gives everyone a chance to share
individual goals and priorities and then hash out the differences; ending up with
a list of priorities which everyone can be committed to.
· Gives the Staff clear guidelines to help get the job done. Without a
consensus on clearly defined priorities, .Staff may get conflicting signals and end
up not meeting anyone's goals.
· Gives important budget guidelines. Once the highest capital priorities are
identified, there can be a better allocation of capital funds when preparing the
budget. ,
· Provides an evaluation tool. When priorities have been set, there is the
valuable ability to evaluate the organization' s achievement of these agreed-upon
priorities and make adjustments as necessary.
When setting priorities, it is important to decide which ones will get the most time,
attention, and money. Usually, compiling a capital list restfits in many more projects
than anyone can hope to realistically accomplish in the time frame to be set. That is
why it is important to decide which priorities are the most important. While money is
a key factor in determining priorities, the money issue shouM be left out until the initial
priorities have been set. Therefore, when setting priorities, there are two steps. First,
think about what projects are believed to be the most critically important; and second,
think about how resources can be allocated to meet these needs. Staff can develop a
resource allocation plan for Council to review for further refinement of the priorities
plan. The following two workshop steps are recommended to simplify the process:
Workshop # 1:
· Council discusses and shares ideas about capital priorities and agrees on the
need for consensus.
· Council develops a list of desired projects
· Each Council Member ranks these numerically (ie: 1 as top priority and 10 as
the lowest priority)
· From this ranking, a initial priority list is prepared
Workshop # 2:
· Staff develops and submits a 5 year resource allocation plan with ~mding
implications and road map for Council review.
· Council reviews the resource allocation plan and road map and refines and/or
modifies the imtial priorities plan.
· City Council adopts final priorities plan.
Actions:
· Staff incorporates priorities program into budgetary process.
· Council annually reviews and evaluates priorities plan and modifies as
appropriate for another five years.
Attached for your information is a listing of existing major capital projects which have
yet to be implemented. Any discussion of additional projects should also take into
consideration the existence of these pre-existing identified projects.
cc: Dept. Hds. and Admin. Staff
Major Non CIP Capital Projects Still Outstanding
(Listed By Alphabetical Order)
· Central Park (No Funds)
· City Corporate Yard Completion (No Funds)
· Etiwanda Fire Station #3 (RDA to be decided upon recovery of Fire Budget)*
· Fedinue Property (Housing Land Bank)
· Fire Administration Building and EOC (No Funds)
· Fire Maintenance Facility (RDA to be decided upon recovery of Fire Budget)*
· Fire Training Facility (RDA to be decided upon recovery of Fire BUdget)*
· Foothill Specific Plan Implementation (Futui'e RDA funding)
· Kotoff/Ou Property (Housing Land Bank)
· MetroLink Station Completion (No Funds)
· North East Etiwanda Fire Station #6 (Furrare CFD funding)
· North East Etiwanda Park completion (Dependent on Future Park Funds)
· Packing House (Sr. Housing Land Bank)
· Regina Winery (Sr. Housing Land Bank)
· Senior Center Parking Lot (Dependent on CDBG)
· ' 'ng Improvements (Dependent on Future CDBG and Park
Spruce Park SkatePark Project (Future Funding)
*Existing RDA Bond funding exists for only one of these projects.
v'ICE SKATING RINK
CENTRAL PARK
LEGGIO PROJECT
FIRE MAINT. FACILITY
WINERY
v'SUBSIDIZE M.H. PARK
RECONSIDER LAND BANK PROP.'S
Information for the agenda item will be forthcoming prior to the
meeting.
Memorandum
City Manager's Office
To: Mayor and Members of the Council
From: Jack Lam, 9
City Manager
Date: March 29, 19
Subject: Major Non-CIP Capital Project Goals and Priorities
Goal setting and setting priorities for future capital projects provide a map to show
what the City plans to realistically accomplish over a rea&onable time horizon and
serve as a framework in which policy making can be accomplished in a rational way.
There is a process by which infxas~c~e priorities are established annually (Capital
Improvements Program) but major non street and storm dram infrastructure are more
difficult to quantify and thus, rely more upon the policy consensus of the City Council
Without a basic framework for action, a city can find itself floating from capital issue
to issue without adequate direction. The benefits of goal setting and prioritization for
major capital projects are as follows:
· Helps to guide the use of our time more wisely. When we know what we' re
trying to do, we can allocate most of our time and resources to the important
projects.
· Gets everyone on the same wavelength. It gives everyone a chance to share
individual goals and priorities and then hash out the differences; ending up with
a list of priorities which everyone can be committed to.
· Gives the Staff clear guidelines to help get the job done. Without a
consensus on clearly defined priorities, .Staffmay get conflicting signals and end
up not meeting anyone's goals.
· Gives important budget guidelines. Once the highest capital priorities are
identified, there can be a better allocation of capital funds when preparing the
budget.
· Provides an evaluation tool. When priorities have been set, there is the
valuable ability to evaluate the orgamzation's achievement of these agreed-upon
priorities and make adjustments as necessary.
When setting priorities, it is important to decide which ones will get the most time,
attention, and money. Usually, compiling a capital list results in many more projects
than anyone can hope to realistically accomplish in the time time to be set. That is
why it is important to decide which priorities are the most important. While money is
a key factor in determining priorities, the money issue shouM be left out until the initial
priorities have been set. Therefore, when setting priorities, there are two steps. First,
think about what projects are believed to be the most critically important; and second,
think about how resources can be allocated to meet these needs. Staff can develop a
resource allocation plan for Council to review for fiather refinement of the priorities
plan. The following two workshop steps are recommended to simplify the process:
Workshop # 1:
· Council discusses and shares ideas about capital priorities and agrees on the
need for consensus.
· Council develops a list of desired projects
· Each Council Member ranks these numerically (ie: 1 as top priority and 10 as
the lowest priority)
· From this ranking, a initial priority list is prepared
Workshop # 2:
· Staff develops and submits a 5 year resource allocation plan with funding
implications and road map for Council review.
· Council reviews the resource allocation plan and road map and refines and/or
modifies the initial priorities plan.
· City Council adopts final priorities plan.
Actions:
· Staff incorporates priorities program into budgetary process.
· Council annually reviews and evaluates priorities plan and modifies as
appropriate for another five years.
Attached for your information is a listing of existing major capital projects which have
yet to be implemented. Any discussion of additional projects should also take into
consideration the existence of these pre-existing identified projects.
cc: Dept. Hds. and Admm. Staff
Major Non CIP Capital Projects Still Outstanding
(Listed By Alphabetical Order)
· Central Park (No Funds)
· City Corporate Yard Completion (No Funds)
· Etiwanda Fire Station #3 (RDA to be decided upon recovery of Fire Budget)*
· Fedinue Property (Housing Land Bank)
· Fire Administration Building and EOC (No Funds)
· Fire Maintenance Facility (RDA to be decided upon recovery of Fire Budget)*
· Fire Training Facility (RDA to be decided upon recovery of Fire BUdget)*
· Foothill Specific Plan Implementation (Fum?e RDA funding)~/%~~.;.~. &&c~,G,~-
· Kotoff/Ou Property (Housing Land Bank)
· MetroLink Station Completion (No Funds)
· North East Etiwanda Fire Station #6 (Furture CFD funding)
· North East Etiwanda Park completion (Dependent on Future Park Funds)
· Packing House (Sr. Housing Land Bank)
· Regina Winery (Sr. Housing Land Bank)
· Senior Center Parking Lot (Dependent on CDBG)
· -Senior Cerit~q~itding Improvements (Dependent on Future CDBG and Park
fuads)
, Spruce Park SkatePark Project (Future Funding)
*Existing RDA Bond funding exists for only one of these projects.
v'ICE SKATING RINK
CENTRAL PARK
LEGGIO PROJECT
FIRE MAINT. FACILITY
WINERY
v'SUBSIDIZE M.H. PARK
RECONSIDER LAND BANK PROP.'S