HomeMy WebLinkAbout1997/08/18 - Agenda Packet - AdjournedAGENDA
CITY OF RANCHO CUCAMONGA
CITY COUNCIL
Adjourned Meetin{,
August 18, 1997- 12:00 p.m.
Tri Communities Room
10500 Civic Center Drive
Rancho Cucamonga, California
1. Pledge of Allegiance.
Alexander ,~"~Biane /~, Curatalo /~, Gutierrez ~'/, Williams //"/' ~~.
B. ITEM OF DISCUSSION
1. WORKSHOP ON CITY COUNCIl. GOAI,$
C. COMMUNICATIONS FRO~,I ~ PUliI,IC .
This is the time and place for the general public to address the City Council. State law prohibits the C
addressing any issue not previously included on the agenda. The Council may receive testimony and set the/if_,.
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 LABOR NEGOTIATIONS PER
GOVERNMENT CODE SECTION 54957.6 TO GIVE LARRY TEMPLE, ADMINISTRATIVE SERVICES
DIRECTOR, DIRECTION IN REGARDS TO THE MEET AND CONFER PROCESS.
I, 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 August 14, 1997, seventy-two (72) hours prior to the meeting per Government
Code 94954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California.
AGENDA
CITY OF RANCHO CUCAMONGA
REDEVELOPMENT AGENCY
.
Adjourned Meeting
August 18, 1997- 12:00 Noon
Tri Communities Conference Room
·
10500 Civic Center Drive
Rancho Cucamonga, California
A. CAll TOORnFR /c~. "0.~
Pledge of Allegiance.
Roll Call:
Alexander._~, Biane ~'C'~uu mtalo
.,,'~Gutierrez ..
.
R. ITF:M OF DISCUSSION
CONGIni=RATION TO ArK)PT THF RANCHO CUCAMONGA RP.nFV!=! OPMi=NT AGFNCY'S
ANNUAl RunGFT FOR FIGCAt YFAR 1997/98 (Continued from August 14, 1997)
hISCUSS!ON OF CHAMni=R AGRi=i=MI=NT
C. COMMUNICATIONS FROM THF I~R! IC
This is the time and pisce for the general public to address the City Council. State law prohibits the
City Council from addressing any issue not previously included on the Agenda. The City Council
may receive testimony and set the matter for a subsequent meeting, Comments are to be limited to
fwe minutes per indivMuel.
D. AnJOURNMFNT
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 August 15, 1997, seventy-two (72) hours prior to the
meeting per Government Code 54954.2 at 10500 Civic Center Drive.
City of Rancho Cucamonga
Goals and
Implementation Plan
Update- November, 1996
Goals and Implementation Plan Update - November, 1996
This is a status update of the goals and related implementation plan developed in 1995. Listed are
general categories then goals and then lists of implementation items to help achieve the particular
goal.
Each implementation item has listed a start date andan end date (if applicable). In addition, each
implementation item has a symbol or symbols next to it in the right margin. The symbols have the
following meanings:
Symbol
$$
$$$
SSSS
Meaning
Item requires City Council action or direction.
Item is in progress.
Item is not in progress and is scheduled for a future date.
Item is completed or program is in place.
Item costs less than $10,000
Item costs from $10,000 to $50,000
Item costs from $50,001 to $100,000
Item costs over $100,000
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GOALS
1. Public Safety
I Increase visibility of officers
X$$$ ^.
Utilize general civilian employees in the Differential Patrol Response Program
(Telephone Report Unit - TRU's) to take selected reports over the telephone.
Allows patrol officers more unobligated time.
Start: Fiscal year 95/96 budget - Evaluate at end of year to determine time
saved.
Cost: Personnel costs of approximately $90,000 to $100,000 per year
Status: The TRU was implemented on 11/25/95 and has saved the City the
equivalent of two forty hour Deputy Sheriff positions.
· $$ s.
Utilize Digital Report System to free-up patrol officers u. nobligated time.
Utilization of in field dictation system allows more patrol time.
Start: 1/97 - Evaluate at end of year to determine time saved.
Cost: Approximately $3,000 start-up/$15,000 per year maintenance
Status: The Digital Report System has not been implemented. The projected
start is 1/97.
X$$ 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 Completion: 5/95
Cost: Approximately $10,000 for 94/95 - About $45,000 per year thereafter
Status: Five patrol cars were added to the Police Department fleet in 5/95.
D.
Develop updated public safety public service announcements (PSA's)
broadcast on cable television.
Start: 5/95 Completion: Ongoing
Cost: N/A, unless charges from cable company are incurred
for
Status: The Police Department Crime Prevention Office and the Fire Safety
Division have completed several public service announcements. Contacts have
been made with the cable companies to tape even more.
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
Status: The Crime Prevention Office and the Fire Safety Division writes regular
articles for The Grapevine and the Chamber News Also, the Crime
Prevention Office write and publish a quarterly l~leighborhood Watch
Newsletter that is sent to block coordinators and is also available at the Police
Department for residents to pick up and read.
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II
F.
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H.
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
Status: Program has been implemented and is expanding as part of Fire
Department customer service programs.
Involve firefighters in department adopt-a-school program.
Start: 1/97 Completion: Ongoing
Cost: N/A
Status: Program being developed. Projected to start 1/97.
Develop a Fire Department Fire Explorer Program.
Start: 10/96 Completion: Ongoing
Cost: $4,000 start-up, $1,500 annual
Status: Participants and leaders recruited and selected 10/96 and the Post is
scheduled to be formed in 12/96.
I.
Develop Public Safety Awareness and Education with magnetic messages
(signs) attached to fire engines.
Start: 3/96 Completion: Ongoing
Cost: $2,500 estimate
Status: Cut from the budget. Magnetic signs were found to damage paint on
the fire engines.
J.
Fire Department to participate in City Neighborhood Watch Program by having
fire personnel offer fire safety instruction and information at neighborhood
meetings.
Start: 5/95 Completion: Ongoing
Cost: N/A
Status: Program implemented with Fire Safety personnel. Will be expanded to
include Fire Suppression personnel in 1997.
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
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g.
Co
D.
E.
Status: As mentioned in I-A above, TRU implemented with freeing up the
equivalent of two forty-hour Deputy Sheriff's.
Work with Police and Fire to establish policies and procedures for earlier
notification to Disaster Preparedness on incidents requiring our response.
Start: 4/95 Complete: 7/95
Cost: N/A
Status: Procedures established and in use between Fire, Police and Disaster
Preparedness.
Continue with installation of OPTICOM Traffic Control System at all signalized
intersections.
Start: Ongoing Program Completion: Unknown
Cost: To be developed for retroactive installation
Status: Program in place and continuing. All new signals and signal upgrades
include the OPTICOM system.
Implement Emergency Medical Dispatch (EMD) 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
Status: Dispatchers have completed training. Now ongoing to train all new
dispatch personnel as they are hired.
Re-evaluate Fire Station first due response boundaries to assure maximum
utilization of closest unit response
Start: 5/95 Completion: 4/96
Cost: N/A
Status: Evaluation completed in 5/96.
III
Energize Neighborhood Watch Programs and expand community crime
prevention programs
m.
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
Status: Currently, we hold as many as four Neighborhood Watch meetings a
month. These are basically new groups, but often we will return to a group that
needs rejuvenation and is having problems staying together. We are now
sending uniformed personnel to these meetings if requested by Crime
Prevention personnel or Neighborhood Watch groups. This has been very
beneficial for the community and the Department.
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B.
C.
D.
IV Encourage
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 beginning of the 95/96 budget year. Evaluate at end of the year.
Cost: A.C.I.S. already purchased and is being installed
Status: The system is in place and is utilized by the Crime Prevention Office.
The block coordinators are aware of the system and its capabilities.
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. already purchased and is being installed
Status: The block coordinators have been trained on the system and how
information should be passed on to the Police Department.
Disaster Preparedness to work with Crime Prevention to establish a schedule
and support a joint effort for participating in Neighborhood Watch programs.
Start: 12/96 Complete: On going
Cost: N/A
Status: Disaster preparedness will begin coordinating efforts in 12/96 and will
continue as a component of a Fire Department public education program.
Currently, Crime Prevention distributes disaster preparation and CERT
materials provided by the City to new Neighborhood Watch groups.
citizen participation
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 if 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 ongoing effort.
Cost: N/A
Status: The Police Department Reserve Unit maintains approximately fifty fully
sworn peace officers who supplement the regular patrol force. They donate
approximately 20,000 hours annually to the City of Rancho Cucamonga. The
goal of the Reserve Unit is to keep fifty Reserves in the Unit; therefore, they are
constantly processing new applicants. A benefit of being a Rancho Cucamonga
Reserve is having the opportunity to work several paid jobs which are offered
Reserves in the City (i.e. Quakes games, Brunswick Lanes, etc.) The City
hosts a Reserve Appreciation Dinner every year in which the City staff and
elected officials thank the Reserves for their contribution to the community.
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The Citizen Volunteer Unit donates approximately 9,000 hours annually. Their
target staffing number is forty volunteers. During 1996, the City authorized the
purchase of two new patrol vehicles for the Citizen Volunteers. The Citizen
Volunteers are honored each year during a City-hosted reception in which the
staff and City Council thank them for their efforts.
Find methods to fully utilize the newly formed Police Chief's Citizens Advisory
Committee
Actively recruit Rancho Cucamonga residents to serve on the committee.
Start: 4/95 Completed: 7/95
ii.
Seek input from selected committee members.
Start: 7/95 Completed: Ongoing
Status: Committee formed and members and Chief exchange information.
Develop a positive Public Relations Program to enhance the image of Disaster
Preparedness and increase public awareness.
Start: 9/95 Complete: 9/95
Cost: N/A
Status: Program started using The Grapevine, RCTV-3 and CERT volunteers
as well as grocery store fliers. Program to continue and expand.
Develop public relations (contact and service) response feedback cards for field
personnel providing emergency services.
Start: 2/97 Completion: Ongoing
Cost: Approximately $5,000 (printing & mailing costs)
Status: Cards have been developed and program implementation with staff is
being finalized.
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)
Status: Program implemented and will remain an ongoing use of CERT
volunteers.
Increase utilization of Community Volunteer Program in Fire Department
activities.
Start: 8/95 Completion: Ongoing
Cost: N/A
Status: Volunteers are being utilized but the extent of their utilization is limited
due to the nature of work.
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Ko
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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: 1/97 Completion: Ongoing
Cost: N/A
Status: Will involve Building and Safety in program design and will seek City
Council approval.
Develop a Community Partnership 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: 6/97 Completion: Ongoing
Cost: N/A
Status: Program start delayed due to work prioritization.
Invite more citizen participation in training and drills through CERT Program
and other activities.
Start: 8/95 Completion: Ongoing
Cost: N/A
Status: Completed and ongoing.
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: 12/96 Completion: 8/97
Cost: To be developed (if any)
Status: Program scheduled and will involve volunteer horse owners.
Develop plan to determine training needs in the new State Standardized
Emergency Management System (SEMS) for Rancho Cucamonga Departments
Determine city personnel's training needs by department
Start: 3/95 Completion: 10/96
Cost: N/A
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 Completion: 6/97
Cost: To be determined (minimal)
iii.
Provide training to maintain proficiency of all personnel
Monitor and document use of SEMS for compliance.
Start: 12/96 Completion: Ongoing
Cost: N/A
in SEMS.
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Status: Needs assessment is complete and training is 60% complete. Training
will continue through 6/97.
Form a committee from all disciplines to assess the ongoing needs of the EOC
Start: 9/96 Completion: 1/97
Cost: To be developed
Status: Will use experience from disaster drill and department participants in
drill to assess needs and make recommendations.
2. Revenues
I Review Marketing Plan annually
A.
Review budget for Marketing Plan with Council Marketing Subcommittee
annually.
Start: April/May of each year and ongoing
Cost: not applicable
Status: Completed as part of fiscal year budget process and continues on an
ongoing basis.
X$$
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: Ongoing
Cost: approximately $15,000 annually for IEEP membership
Status: Completed and continuing on an ongoing basis. Staff continues to
work with IEEP, Inland Empire West, OCVB and others on regional marketing
and tourism efforts.
C.
Continue to look for other marketing opportunities, such as participation in local
and regional filming and tourism, as part of annual review of Marketing Plan.
Start: Ongoing Completion: Ongoing
Cost: unknown at this time
Status: Staff has participated in a number of location searches for filming. The
Epicenter has been chosen for recent commercial filming. City participated with
Fontana and Ontario to develop a tri-communities marketing brochure to attract
tourism to the area. These activities will continue.
D.
Continue to review or identify relationships of City based programs with that of
regional or subregional efforts.
Start: Ongoing Completion: Ongoing
Cost: unknown at this time
Status: Staff continues to participate in state, regional and subregional meetings
to gather information, and to monitor programs and opportunities which
enhance City programs.
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II Reduce utility tax
A.
B.
III
If utility tax reduction is to not affect services, an evaluation of all general fund
revenues and expenses would be necessary to determine opportunities 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; StaffTime
Status: Project completed.
Consider instituting a formula based 'utility tax reduction fashioned similar to
that of Montclair.
Start: 5/95 Completion: 6/95
Cost: N/A; StaffTime
Status: Formula adopted and first reduction became effective 8/96.
Maintain positive relations with all governmental entities
B.
Hold periodic meetings with other governing boards such as Chaffey College.
Start: 5/95 Completion: Ongoing
Cost: N/A; Staff Time
Status: Council continues to meet with City Commissions. Council direction
needed to arrange joint meetings with other agencies.
Continue to explore and develop joint program opportunities with other
agencies
Start: 5/95 Completion: Ongoing
Cost: N/A; StaffTime
Status: Staff continues efforts to explore opportunities with other agencies,
namely the schools. Meetings with superintendents occur regularly,
discussions of joint use of facilities and resources are ongoing.
IV Generate revenues
A. Increase sales tax revenues
Continue to use Hinderliter & Associates and capture unreported sales tax
Start: Ongoing
Cost: $5,000
Status: Contract in effect and continues to capture unreported sales tax.
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)
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Co
D.
E.
F.
Issue parking citations for street sweeping
Enhance efforts to insure that all subcontractors have a business license
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.
Status: Council adopted loud party ordinance and Administrative Services is
continuing with its efforts to insure that all subcontractors have business
licenses. Idea for a paramedic tax can be eliminated due to public/private
partnership with MedTrans. Other revenue ideas will require Council action
and direction before implemented by the staff.
Review all City owned vacant property/buildings for potential interim use as
revenue generators
Start: Completion in 6 mos.
Status: Staff successfully completed lease negotiations with J. Filippi Vintage
Company for use of Regina Winery, and with Alta Loma School District for a
portion of the Alta Loma Packing House. Subsequently, the ALSD determined
to pursue other alternatives. Staff continues to explore opportunities on City
sites.
Explore feasibility of corporate sponsorships of the Epicenter Stadium.
Start: F.Y. 96/97 Completion: Ongoing
Status: Ongoing. Full effort to find corporate sponsor is pending completion
of negotiations with Quakes on a number of lease issues.
Explore feasibility of expanding PD-85 or LMD-1 to encompass entire city
Start: Completion in 9 mos.
Status: Not directed by City Council. Requires Council action before staff can
begin.
Explore feasibility to construct a fire training facility and charge other
jurisdictions for its use
Start: Completion in 3yrs.
Status: Remains a future possibility pending direction from the City Council.
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Create a citywide benefit assessment district for fire, police and public works
Start: Completion in 9 mos. to 1 yr.
Status: Not directed by City Council. Requires Council action before staff can
begin.
Appoint Fund Raising Task Force, 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: Ongoing
Cost: N/A
Status: This group was appointed in 9/95 and evolved into the current
Executive 'Committee for the Telethon. All energies are currently being
channeled to the production of a Library Telethon in 3/97.
Establish fee based dial-up access to the Internet for the public.
Start: Completion in 6 months
Status: This program has been delayed due to work prioritization with City's
computer system.
Apply for applicable grants for the library including the three below:
MURLS grant for materials 10/95
Library Services & Construction Grant for services: Local History 12/95
Literacy Grant: 5/96
Status: Grants received. Library staff continues to seek out new grant funds
for library services.
Increase membership in library Business Friends support group through a plan
for a Business Friends drive
Start: 7/95 Plan Completed: Focus changed
Cost: $500 printing/mailing costs
Status: This goal has been replaced by a drive to generate business
sponsorships for the Telethon.
Conduct Financial and Operational Feasibility Study to determine opportunity
for contracting with surrounding fire departments for fire equipment
maintenance and training through completion of Fire Department Maintenance
and Training Facility.
Start: 12/96 Completion: 5/97
Cost: To be developed
Status: Analysis scheduled. Implementation will require City Council
direction.
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V Utilize "Grapevine" to market Rancho Cucamonga
^.
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D.
V/'$ E.
Highlight one department each issue on what they are doing, current projects,
etc.
Start: Ongoing Completion: Ongoing
Cost: Staff time to develop articles and $2,000 additional to add pages
Status: Planning, engineering and the library have been highlighted. other
Departments will follow.
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
Status: Completed in 10/95 and will be followed periodically in other issues of
The Grapevine.
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
Status: Staff continues cooperative efforts with the Chamber to develop Shop
RC programs. Signs at the Regional Center site will soon advertise Rancho
Cucamonga as a retail destination. Staff continues to work with brokers to
attract new retailers. Articles on the importance of shopping locally have been
written for The Grapevine and the Chamber Resource, as well as the Visions
newsletter sent to residents. New business openings and economic
development advantages in an RC location continue to be the focus of RDA
publications. Expansion, retention and new location success stories have been
submitted to national and regional publications. These efforts will continue.
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.
Start: 7/95 Completed: Ongoing
Cost: Staff time to develop articles and $2,000 additional to add pages
Status: New business were featured as part of the Visions newsletter and in
issues of The Grapevine. These will be followed up in upcoming issues.
Short article on current projects under development in Rancho Cucamonga--
commercial, residential, street closures, etc.
Start: 1/97 Completed: Ongoing
Cost: Staff time to develop articles and $2,000 additional to add pages
Status: Articles to be included in upcoming issues of The Grapevine.
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VI Revisit City mandates/requirements
x$$$$
A. Identify mandates and their associated costs and impacts such as the following:
"Maintenance of Effort" (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.
ii.
Required to meet waste reduction mandates of AB 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.
iii.
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 Elimination System
(NPDES) to clean up run-off and storm drain water. These requirements
will cost in excess of $450,000 annually.
V.
Required by the Americans with Disabilities 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.
vi.
Required by the Califomia Environmental Quality Act (CEQA) to review
for mitigation all discretionary development projects. Annual costs to the
City are estimated at $122,000.
vii.
Required by AB 3158. 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.
viii.
Required by AB 3180 to establish mitigation monitoring programs for
projects subject to CEQA. Annual cost to the City is approximately
$66,000.
ix.
Air Quality Implementation Guidelines require monitoring of air quality
provisions of local ordinances. Annual cost to the City is approximately
$35,000.
X.
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 Element
and revisions to the General Plan. Annual cost is $65,000.
xii. Required by the State to fin~,erprint all employees and volunteers working
with youth. Annual cost approximately $9,250.
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VIII Use Epicenter to generate revenue, while using it for its intended purpose
Maximize entertainment and revenue generation opportunities at the Epicenter.
Develop a comprehensive program strategy and marketing and promotions plan
to expand concerts and special event venues to its fullest.
Start: 3/95 Completed: Ongoing
Cost: Program expenses to be covered by enterprise revenues generated.
Status: Contacting major promoters in an effort to develop acts and concerts for
Spring '97. Also, trying to increase other uses of expansion lot and Epicenter
as a filming location. Have budgeted for a Special Events Manager to
coordinate these activities and provide for a unified marketing approach.
IX Staff to review all City fees
A.
Update and revise fee resolution to reflect current services.
Start: 5/95 Completion: 1/96
Cost: N/A
Status: Completed.
B.
Evaluate whether fees should be performance based or flat rate to determine
greater revenue opportunity.
Start: 5/95 Completion: 1/96
Cost: N/A
Status: Completed. Some of the fees in the Community Services Dept. have
been adjusted.
C.
Annual review of the amount of all City fees is currently being done and will
continue to reflect changes in costs to City.
Start: On going
Cost: N/A
Status: Review is done each year in conjunction with all City departments.
Consider including in the annual fee resolution an automatic escalator based on
the consumer price index
Start: When fees are next presented
Cost: N/A
Status: Not implemented. Requires Council direction.
E.
Library Board will review all fees annually at their Regular meeting in
September.
Start: 9/95
Cost: N/A
Status: Initial review completed, scheduled annually.
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B. Foothill Corridor
ii.
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: 1/96
Cost: $50,000
Re-evaluate the implementation section of the Specific plan given the
current economic and fiscal realities of the '90s.
Start: 6/97 Completed: 12/97
Cost: To be determined (Use of in-house staff resources may be possible)
Status: Market analysis completed. Planning Commission is currently looking
at Foothill Corridor. Recommendations to City Council by 6/97. Once these
recommendations are approved by City Council, the implementation of the
Specific Plan will be re-evaluated.
C. Enclosed Mall
D.
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 in-house staff resources may be possible)
ii.
Hold review meeting with the Mall developer to discuss time line possible
adjustments and future course of action.
Start: 7/95 Completed: 12/95
Cost: To be determined (Use of in-house staff resources may be possible)
Status: Task force formed and goal is to maintain current OPA with the Hahn
Company. Staff remains in constant contact with the mall developer. Progress
meetings have been held, with a strategic plan being developed. Currently staff
is working with the Hahn Company to prepare a marketing presentation to
potential major anchors in early 1997.
Auto Mall
Prepare, with RDA Staff, a potential sites analysis.
Start: 9/95 Completed: 11/95
Cost: To be determined (Use of in-house staff resources may be possible)
Status: Sites identified. Continue to work with developers on possible
development.
-16-
D.
E,
Fo
Go
m.
Solicitation of donations and sponsorships have served to support ongoing 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: Ongoing and to continue
Cost: Staff time to do the solicitation
Status: Solicitations are done annually for recurring programs and on an
ongoing basis in support of general programs.
Fund-raisers 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: Ongoing and to continue
Cost: Staff time to assist in organizing the events
Status: Community Foundation and now the Library Foundation continue work
to provide supplemental funds for City services and programs.
Establish Fund Raising Task Force composed of Staff, Library Board and key
members of the Friends of the Library
Start: 7/95 Completed: Ongoing
Cost: N/A
Status: This group was formed in 9/95 and evolved into the current Executive
Committee for the Telethon. All energies are currently being channeled to the
production of a Library Telethon in 3/97.
Conduct Fall fund-raiser to celebrate First Birthday of the Rancho Cucamonga
Public Library.
Start: 7/95 Completed: 10/95
Cost: Funded by the Friends of the Library
Status: Friends of the Library conducted a Barbecue at the Filippi Winery
which netted $500 for the Library fund.
Conduct Spring fund-raiser to celebrate National Library Week
Start: 10/95 Completed: Ongoing
Cost: Funded by the Friends of the Library/Foundation
Status: Staff conducted a direct mail campaign called "Bucks for Books" that
netted $7,000 for the Library fund.
-19-
X Periodic review of all City contracts
~k$ A.
B.
C.
Consolidation of all City contracts and development of an automated tracking
system to facilitate contract review.
Start: 7/97 Completion: Unknown
Cost: $1,000 and staff time
Status: This projects has been delayed due to work prioritization.
Review of contracts should be on a 2 year, and, no more than 3 year schedule
Start: 5/95 Completion: Ongoing
Cost: N/A
Status: Most contracts are reviewed on periodic cycle by departments
responsible for them. There is no central contract administrator.
Seek out partnerships with other agencies for lower cost provision
contractual services (i.e.. janitorial care)
Start: 6/96 Completed: Ongoing
Cost: N/A
of
Status: Some contracts and purchasing arrangements are made with a
consortium of other agencies. Staff will continue to seek out these
opportunities where possible.
XI
Hold Rancho Cucamonga fund raising event using volunteers
A.
B.
C.
D.A.R.E. and Fire Department pancake breakfasts
Start: Ongoing
Cost: N/A
Status: Completed in parmership with Vons. Future events to be scheduled.
Youth Sports in Community Services has raised over $40,000 in support of
their programs by doing fund-raisers and requesting sponsorships. These
fund-raisers should continue so that costs can be offset.
Start: Ongoing and to continue
Cost: N/A
Status: Sports groups continue to raise funds 'in support of their programs.
Youth programs in Community Services do fund-raisers to support their
programs. These fund-raisers, which include book fairs and school photos
have generated $500- $600.
Start: Ongoing and to continue
Cost: N/A
Status: Youth groups continue to raise funds in support of their programs.
-18-
X$
AS c.
Research potential alternate or new funding sources to supplement current
funding sources. This will allow an accelerated infrastructure maintenance
program.
Start: 1/96 Estimated Completion: Ongoing
Cost: Staff costs of about $8,000
Status: Applying for and researching grant programs as they become available.
Also, restructuring existing maintenance contracts to save money for use on
other maintenance priorities.
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: 7/97 Estimated Completion: 12/97
Cost: Staff costs of about $6,000
Status: Will use of ADA Needs Assessment program to assist in setting
priorities.
III
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.
X$$ ^.
B.
Inventory/prioritize blighted areas within the City.
Start: 1/96 Estimated Completion: 7/96
Cost: Staff costs of about $12,000
Status: Areas identified and will be worked into capital projects schedule as
funding becomes available.
Identify design options and associated costs.
Start: 7/96 Estimated Completion: Ongoing
Cost: Staff costs of about $6,000
Status: Designs will be completed as projects become eligible for funding in the
Capital Improvement Program.
IV Explore public areas for "Xeriscape" i.e. Haven medians
A.
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: 5/96
Cost: Staff costs of about $6,000
Status: Project completed. Calsense water reducing system has been installed.
-21 -
3. Infrastructure
I 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 capping of a street to add years to the life of the pavement.
x$$
A. 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: 4/9.6
Cost: Staff costs of about $12,000
Status: Needs assessment completed.
X$
Research potential altemate or new funding sources to supplement current
funding sources. This will allow an accelerated infrastructure improvement
program.
Start: 1/96 Estimated Completion: Ongoing
Cost: Staff costs of about $8,000
Status: Have had some successes and will continue search for other sources of
revenue. Successes include SANBAG funds for Haven improvements and AT
& SF funds for railroad crossing improvements.
c.
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: 1/98
Cost: Staff costs of about $6,000
Status: Program in progress.
II Develop ways to fund preventive maintenance program
Preventive maintenance pertains to the routine or periodic maintenance of a facility which will
sustain the use of that facility. Normally associated costs for preventive maintenance are not
as extensive as infrastructure maintenance costs would be.
Ao
Perform a "Needs Assessment" of all existing and proposed public
improvements to establish infrastructure maintenance requirements and costs.
Start: 12/96 Estimated Completion: 7/97
Cost: Staff costs of about $12,000
Status: To be completed in conjunction with the ADA Program Development
plan which will be approved in 12/96.
- 20 -
B.
Look for "joint venture" opportunities 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
Status: Staff and Chamber have developed a joint letter for a targeted restaurant
campaign. Staff continues to work with brokers/developers to attract
restaurants and other businesses. "Executive Decision" ad, using local business
testimonials, was developed and placed in several national publications. Future
ads are being developed.
II Explore outreach alternatives
A.
Provide industrial business sector with Fire Department confined space stand-
by teams to meet OSHA regulations.
Start: 8/95 Completion: Ongoing
Cost: N/A
Status: program completed and in place. Services are available to businesses
upon request.
X$
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: $1,000 annually for information transmission and maintenance costs;
$7,000 for initial hardware purchase
Status: "Fax on Demand" program is operational.
X$ c.
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: 6/96
Cost: approximately $5,000
Status: First appreciation week was held 5/96 with Council proclamation,
banners and a Quakes night. Program is ongoing and to be held on an annual
basis.
- 23 -
X$
Develop short range options to reduce or eliminate blocking of travel lanes on
Haven for median maintenance.
Start: 11/95 Estimated Completion: 5/96
Cost: Staff costs of about $6,000
Status: Procedures changed. No more complaints have been received.
V"$ c.
Develop a renovation program including phasing and cost analysis and present
to Council for direction.
Start: 7/96 Estimated Completion: 6/97
Cost: Staff costs of about $6,000
Status: Renovation of landscaping in conjunction with the Haven storm drain
project will be completed by 6/97.
V Find ways to improve appearance of Metro Link Corridor in city
A.
Survey Metro Link corridor and identify problem areas.
Start: 2/95Completed: 2/95
Cost: N/A
Status: Survey completed and problem areas identified.
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: 10/95
Cost: To Be Developed
Status: Staff continues to provide assistance to North Town residents through
Clean Sweep program to clean up their neighborhood. Conducted Project
NEAT to clean neighborhood and the corridor adjacent to North Town. In
cooperation with County Probation the SWEAT and Youth Accountability
Board am requiring youthful offenders to help clean up and maintain areas
along the line and at the MetroLink station. Also, the City was unsuccessful
this year for a grant to beautify the corridor but we will apply again next year.
4. Business Development
I Update Marketing Plan and revise if necessary to meet revenue needs
X$$$ ^.
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
Status: Economic Development strategy completed on time and on budget.
- 22 -
m.
I.
J.
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: 1/97 Completion: on going
Cost: approximately $500 to $1,000 annually
Status: Program scheduled to begin in 1/97.
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
Status: During National Library Week in 1996, the Library conducted a
workshop on the intemet. In 9/96 staff conducted a second workshop on the
on-line catalog and CD ROM LAN. A session highlighting technology for
seniors, focusing on the Intemet and the information it contains will be
conducted in 2/97.
Library Staff will create a Business Newsletter, highlighting new resources and
training events, available at the Chamber Office.
Start: 7/95 Completed: Ongoing quarterly publication
Cost: $200
Status: Waiting to resolve issues with the Chamber over cost charged to us for
providing information. in the Chamber Resource.
III
Find ways
friendly
to have 5 day per week coverage at City Hall to be business
A. Staff to develop report on altematives 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
Status: Project completed. Friday phone coverage and on-call personnel in
place.
IV
Explore ways to attract essential businesses and services, i.e. service
stations, restaurants, home improvement centers
m.
Create direct mail programs for selected business services that the City wants
better representation of.
Start: 1/96 Completion: Ongoing
Cost: will vary between $2,000 and $5,000 depending on size of mailing
Status: This program is currently in planning stages. trade specific publications
have been selected for new ad campaigns/trade show exposure, to be followed
- 25 -
x$
x$
D,
E.
G.
Continue the new business receptions and "visitation" programs to show
appreciation to businesses in Rancho Cucamonga. Look for ways to improve
ways to communicate appreciation to businesses that establish here.
Start: Ongoing Completion: Ongoing
Cost: $350 annually plus staff time
Status: Staff established initial contact with over 300 local manufacturing firms
through telephone or site visits as part of a visitation program. Contacts will be
re-established on an annual basis. New business receptions are and on-going
Agency function, and continue to be well received by the business community.
Agency further shows appreciation to local businesses by hosting them in
skybox during baseball season.
Continue development of education programs and training of Chamber of
Commerce staff. 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: Ongoing
Cost:approximately $2,000 annually plus staff time
Status: Informational seminars, tours and other educational efforts are being
scheduled. Education of Chamber staff with respect to City resources has been
delayed at Chamber's request. Most recently, presentations occurred between
City staff and the Small Business Development Center as well as two nationally
recognized site selection companies. Future seminars and training will be
provided on an ongoing basis.
Review City forms and form letters to try to incorporate a uniform introductory
or ending message that we appreciate the company or individual for considering
our City as a place to do business.
Start: immediately Completion: on going
Cost: N/A
Status: RDA correspondence has been reviewed for compliance.
A follow up letter to new businesses, based on business license 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: 1/96 Completion: on going
Cost: approximately $600.00 annually
Status: Completed. Letter mailed to businesses on an ongoing basis along with
their business license.
- 24 -
D.
~/'$ E.
Businesses to continue providing sponsorships for youth basketball, roller
hockey, etc.
Start: Ongoing
Cost: Open
Status: Sponsorships in place and will continue.
Research, evaluate and develop opportunities to encourage the private sector to
assist with fund raising and participate in community services programs.
Start: 5/95 Completed: Ongoing
Cost: Modest - In house staff resources with some printing and development
costs $2,000.
Status: Project Skate Park held in conjunction with private business to raise
funds. Other opportunities will be explored as well.
VI Expedite best utilization of "Animal Shelter" building
X$$$$ ^.
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
Status: Shelter opened under contract with County Animal Control.
5. Recreation/Community Services
I Address youth recreational needs/facilities
*,/$ ^.
Analyze programs to address youth/teen needs such as After-School latchkey
programs with schools, youth counseling, self-esteem and parenting programs.
Use this analysis to evaluate opportunities to expand youth recreational
programs with other agencies.
Start: 11/95 Completed: 6/97
Cost: Staff costs of approximately $7,000
Status: Child care needs analysis has been performed. Currently engaged in
discussions with schools and YMCA to develop programs and funding for
programs to address needs. Will need Council action ultimately to implement
any program.
V"$ B.
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: Ongoing
Cost: Staff costs of approximately $5,000 with some printing and analysis
costs $1,500
- 27 -
go
by a direct mailing to appropriate companies. Target date for first publication is
11/96 and for first mailing is 3/97.
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: Ongoing Completion: on going
Cost: staff time to make contacts an $1,000 to $2,000 to send public relations
material
Status: Initial buyer-supplier information completed as part of Economic
Development Strategy and Business Visitation program. Marketing to selected
companies will be accomplished through direct mail and advertising program.
V
Encourage private sector involvement in youth activities
A.
go
C.
Fund Raising Task Force 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
Status: The Summer Reading Program was completely financed by Wells
Fargo Bank. local merchants supplied all prizes and reading incentives. The
Fund Raising Task Force, now the Telethon Executive Committee, has targeted
12 local businesses to solicit to be corporate sponsors for the Telethon.
The Telethon, if successful, will fund the opening of the Technology Center.
Efforts to bring young adults into the Center for classes and after school
sessions will be made and a corporate sponsor has already been identified to
sponsor a Computer Club for teens at the Library.
Seek more private recreational venues.
Start: 3/95 Completed: Ongoing
Cost: Unknown
Status: Staff continues seeking venues. Have attempted arrangements with
driving range next to the Epicenter and also in establishing disc golf in the old
Gemco Center. Efforts are still ongoing.
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: Ongoing
Cost: Staff costs of approximately $1,500
Status: Service clubs have continued to support City-wide special events
through their sponsorship and participation. Will continue to find specific
projects where service club participation will be beneficial.
- 26 -
*$$$$
Depending upon Council direction, initiate contract to commence park redesign,
or initiate appropriate review process as determined necessary.
Start: 7/97 Completed: 7/98
Cost: Depending on direction, design work could be extensive and costly
approaching $450,000 to $850,000.
Status: No action until City Council direction after receiving options report
from staff.
Public input, Park and Recreation Commission, Planning Commission, and
City Council approval of down-scaled park design.
Start: 8/98 Completed: 11/98
Cost: Minimal.
Status: No action until City Council direction after receiving options report
from staff.
III Explore "Passive Park" use for Central Park
A.
Research and identify costs for passive uses that generate revenue or provide
interim park use by the public, i.e. agricultural use or informal trail
development.
Start: 8/95 Estimated Completion: 2/97
Cost: Staff costs of approximately $8,000
Status: Identified agricultural use and have a pending agreement with Filippi
Co.
X$$$ u.
Research and identify costs of partial implementation of park landscaping,
i.e. hydroseeding, trees, and nature trail.
Start: 9/95 Estimated Completion: 7/96
Cost: $100,000
Status: Completed. Funds budgeted for edge treatment and trails.
.$ c.
Research and identify costs of partial implementation of circulation
infrastructure, to accommodate activities and miscellaneous events, and related
parking.
Start: 9/95 Estimated Completion: 2/97
Cost: Staff costs of approximately $7,000
Status: Costs will be further developed as the agricultural agreement is worked
out. Will require Council action for implementation.
IV Expand library program
A.
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: 7/96
Costs: Determined by project selected by Library Board
- 29 -
./$$$$ c.
t/$$$$ D.
Status: Currently engaged in discussions with schools and YMCA to develop
programs and funding for programs to address needs. This assessment is
focusing on teen programs in particular.
Work on the renovation of Lions East (old County Library site) Community
Center to expand youth and family oriented recreational programs.
Start: 3/95 Completed: 4/97
Cost: $1 million
Status: Project out to bid. Construction scheduled for completion in 4/97.
Work on the renovation of Lions West (existing building) Community Center to
upgrade and refurbish this Center.
Start: 3/95 Completed: 11/97
Cost: $580,000
Status: Design is underway. Construction work is scheduled for completion
by 11/97.
II Revisit plans for Central Park - scale down to more realistic version
A.
Review park history regarding approval processes and programming tied to the
initial plan approval and subsequent design development phase.
Start: 8/95 Completed: 9/95
Cost: Staff costs of approximately $1,000
Status: Review complete.
B.
Research and identify costs for various park components and identify potential
funding sources for design construction and maintenance of the facility.
Start: 10/96 Completed: 6/97
Cost: Staff costs of approximately $4,000
Status: Research and analysis in progress to be presented to City Council.
,/.$$ c.
Develop possible phasing scenarios based upon funding sources, i.e., 10-, 20-,
50-year completion schedule.
Start: 1/97 Completed: 6/97
Cost: Use remaining $10,000 of existing park design contract to develop
phasing scenarios.
Status: Research and analysis on Central Park options, including phasing is in
progress. Will require City Council direction to decide on an option.
~r D.
Provide various down-scaling strategies with processing recommendations for
Council direction.
Start: 5/97 Completed: 6/97
Cost: Modest, with use of consultant contract cited above.
Status: Research and analysis in progress to be presented to City Council.
- 28 -
VI Develop Senior Citizens Center
A.
Continue to develop RCNC as a Senior Citizen Center for senior and adult
programs as approved by the City Council.
Start: 3/95 Completed: 6/96
Cost: To be determined
Status: Rancho Cucamonga Senior Center dedicated in 6/96.
B.
Expand senior and adult recreational and educational programming.
Start: 3/95 Completed: Ongoing
Cost: Self-supporting
Status: Expanded programs now available. Examples are senior health, board
games, walking and low impact chair aerobics, life long education seminars and
workshops. Programs offered will be continually tuned to meet the needs of
the seniors.
Consider a Senior Citizen Center for Central Park as part of the reexamination
of the Central Park plans.
Start: 10/95 Completed: Unknown
Cost: Included with park re-design costs.
Status: This item is tied to discussions and ultimate Council action on Central
Park redesign.
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, community centers; outdoor, lighted full
basketball courts; teen, cultural arts/theater facilities; outdoor "dedicated" roller
hockey space; adult softball and soccer fields, etc.)
Start: 10/95 Completed: Unknown at this time
Cost: Moderate - In-house staff resources with potential to use consultant to
mediate the process and provide final documentation $25,000.
Status: Project delayed due to work prioritization. Also requires City Council
direction for expenditure.
Explore providing recreational programs for people with disabilities.
Start: 5/95 Completed: Ongoing
Cost: Staff costs of approximately $7,000.
Status: Programs now being offered. Collaborate with Easter Seals to provide
drop-in program at the Senior Center, provide the Rising Stars equestrian
program and a tennis program for people with disabilities.
-31 -
Status: A CDBG grants was sought and awarded which will add private study
areas to the second floor for use both in the Literacy Program and to provide
patrons with places for quiet study.
The Board selected the "Technology and Discovery Center" as the best project
for the remaining space. Phase two of the project will bring 10 computers and
printers into the second floor area to provide a fee-based Intemet access lab to
the public.
B.
Create a publicity plan for the Library to increase the user base.
Start: 7/95 Completed: 9/95
Costs: N/A
Status: Completed by staff and approved by the Library Board in 9/95, the plan
provides for the timely release of information and promotion of programs.
/$ 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.
Start: 7/96 Completion: Ongoing
Costs: $1,000
Status: A Planning Committee of two Board members was appointed in 7/96.
The committee reviewed the Master Plan and determined:
1. That the Master Plan was still a valid planning document. While it still
needs updating, the Committee did not recommend a full blown Strategic
Plan process to replace the document at this time.
2. That they needed to perform a survey to assess the current level of
satisfaction of the residents with the current Library, now two years in
operation.
3. They needed to gather statistics on who is currently using the Library
(geographically).
4. They need to evaluate the results of the survey and recommend further
action to the Board and the City Council.
V Develop options/alternatives for a gymnasium
Research and identify additional existing gymnasiums at schools and elsewhere
in the community for youth and adult recreational programs.
Start: 4/95 Completed: 6/96
Cost: Staff costs of approximately $5,000
Status: Have an agreement with RCHS to use their gym in exchange for their
use of the Epicenter for their graduation. Have agreements with the other high
schools and Summit Middle School, Etiwanda Intermediate School and
Vineyard Jr. High School for the use of their gyms. We will also have
expanded gym space with the opening of the Gemco center.
B.
Present options for Council consideration.
Start: 6/96
Cost: Staff time only
Status: Complete.
- 30 -
VIII
x$
x$$
,/
x$
Status: Staff has and will continue to hold regular meetings with the Sports
Advisory Committee for field allocations.
Examine shared facilities with school districts
m.
B.
C.
Do
Explore potential of providing fee based Intemet access to the schools through
City Hall/Library network.
Start: 7/97 Completed: Unknown at this time
Cost: No costs to investigate premise
Status: Project delayed due to MIS work prioritization.
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.
Status: Complete. Access provided in Winter '95.
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: 7/97 Completed: Unknown at this time
Costs: Included in cost of Long Range planning process
Status: The Planning Committee agreed that this is a good component to
pursue, however, their priorities are presently in pursuing and adapting the
original Master Plan rather than creating a new strategic plan at this time.
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.
Status: Collaboration with non-profit groups in pilot Coffee-House for teens.
Teen Recreation Activity Club, Teen Learning Center (summer mentoring
program), and Teen Job Fair are all in place and will continue to be used.
E.
Continue to 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 finalized agreements
Status: Completing a needs analysis in cooperation with the schools and the
YMCA. Once that is complete, will discuss joint programming with the
schools.
Fo
Research developing cultural arts programs for youth and adults through
collaboration with Chaffey College.
Start: 7/95 Completed: Continuing
Cost: Staff costs of approximately $8,000.
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X
x$
x$$
Co
D.
E.
Fo
G.
m.
Continue to seek opportunities for citizens to volunteer and participate in
community programs.
Start: 3/95 Completed: Ongoing
Cost: Minimal - In-house staff resources
Status: Using volunteers throughout recreation and human service programs.
Have established a relationship with RCHS with their Senior Community
Service Program. Volunteers are also recruited through churches, scout groups
and RCTV-3.
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
Status: All programs, services, activities and special events are advertised
through written press releases and announcements on RCTV-3. Major
community wide special events are also put out on the City Page on the Internet.
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: 12/96
Cost: To be determined
Status: Added registration for Playschool and Pee-wee sports to those already
registered via computer. Rentals at public facilities will be added with the
addition of printers at the community centers.
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
Status: Has been and will continue to be part of staff work program
Work on the conceptual planning and development of the Northeast Community
Park which will enhance recreational programming for residents in the easterly
part of the City.
Start: 1/95 Completed: 8/96
Cost: Staff costs of approximately $7,000 and some commission costs currently
budgeted.
Status: Workshops held with the public. Input used in design and phasing of
the park.
Continue to coordinate sports facilities allocation to maximize the use of sports
fields at City parks and school sites.
Start: Ongoing Completed: Continuing
Cost: Staff costs of approximately $20,000.
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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
Status: Included as part of management team goals. Will be implemented as
part of those goals in 1997.
iS B.
Survey employees regarding information/communication they need
Start: 1/97 Completion: 12/97
Cost: Staff costs of approximately $500.
Status: Will gain this feedback through meetings with employees scheduled to
begin in 1997.
c.
Review and update employee orientation program
Start: 7/95Completion: Ongoing
Cost: $1,000
Status: Initial review completed. New issues, policies and procedures will be
included as they are adopted or needed.
D.
Continue ongoing programs such as:
City Manager's Weekly
Rancho Rag
City Manager's luncheons
Snack with Jack
Start: Ongoing
Cost: N/A
Status: Some of these programs are continuing and some are being replaced by
other forms of employee communication.
E.
Explore cost to conduct additional training for all levels in key communication
skills, active listening and feedback.
Start: 7/95 Completion: 11/95
Cost: To be determined
Status: Training given to mid management.
Re-define Core Values and Mission Statement, develop team member contract
consistent with Values and Mission.
Start: 7/95 Completion: 1/97
Cost: To be determined
Status: Management has discussed and will be formally adopted by the team in
early '97
-35 -
X$
H.
Status: Advertise Chaffey College and TBC cultural arts programs through The
Grapevine and RCTV-3. Collaborating with Expressions of Youth, a local
non-profit agency, in development of pilot teen coffee house with entertainment
opportunities for youth in the community.
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.
Status: Staff has and will continue to hold regular meetings with the Sports
Advisory Committee for field allocations.
Discuss the development of additional multi-purpose meeting room and sports
field facilities with School Districts.
Start: 1/96 Completed: Ongoing
Cost: Minimal to discuss with in-house staff. Can be costly depending on
types of joint use and development.
Status: Some joint use agreements in place. Staff continues regular meetings
with schools to explore new synergies that may become available.
6. Advanced Strate~,ic P!annin[,
I Re-evaluate industrial and commercial component of City's General Plan
X$$$ ^.
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: $50,000
Status: Study completed.
II Provide input to Planning Commission re: philosophy
A.
Conduct a joint Council/Commission meeting.
Start: 11/29/95, 1/31/96, 5/29/96, 7/31/96, 10/30/96 Completed: Ongoing
Cost: To be determined (Use of in-house staff resources)
Status: Complete. Joint meeting held in conjunction with market analysis
process.
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III
F.
Continue with existing programs such as:
Employee of the Month
Employee of the Year
Commuter of the Month
Spotlights in City Manager's Weekly
Employee recognition dinner
Rancho Rag employee features
Start: Ongoing
Cost: N/A
Status: Programs all in place and will continue.
Involve employees in decision making process through input and feedback
m.
Develop an environment for participative decision making by encouraging
feedback throughout all levels of the organization.
Start: 7/95 Completion: 6/96
Cost: To be determined
Status: Discussed and emphasized as part of team building.
go
Survey employees regarding methodology to achieve involvement in decision
making
Start: 1/97 Completion: Unknown at this time
Cost: N/A
Status: Item yet to be discussed by Management team.
Co
Encourage feedback during staff meetings: Executive staff and departmental
Start: 5/95Completion: Ongoing
Cost: N/A
Status: Discussed and emphasized as part of team building
Do
Develop the City Manager Weekly to convey information from the City
Manager/Council to staff re: new policies, proposed policies and recent
development
Start: 7/95 Completion: Ongoing
Status: These features have been incorporated into the Weekly.
Eo
Continue with existing programs such as:
Snack with Jack
Lunch with the City Manager
Training programs
Employee Activity Committee
Start: Ongoing
Status: Some programs will continue and others will be replaced by altemative
programs.
- 37 -
II
x$
AS
G.
Recognize
m.
B.
C.
D.
E.
Evaluate meet and confer process to determine new opportunities for enhanced
communication, understanding and trust.
Start: 5/95 Completion: 12/95
Cost: N/A
Status: Evaluation completed and will be ongoing to be flexible with changing
issues and personalities.
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: 1/97
Cost: N/A
Status' New procedure approved by management team and to be implemented
in 1/97.
Develop overachiever certificates to be provided to personnel as
personnel file for outstanding performance.
Start: 6/95 Completion: Ongoing
Cost: Staff and materials cost of approximately $500.
Status: Certificates developed by Management team.
well as
Develop Peer Recognition Program.
Start: 6/95 Completion: Ongoing
Cost: N/A
Status: Peers will be involved in new Employee of the Month process.
Develop supervisory training program to assist staff in recognizing staff in non-
monetary fashion
Start: 1/97 Completion: 6/97
Cost: $5,000
Status: Still needs to be discussed by management team.
Consider altemative time for Employee of the Month to allow library staff to
attend
Start: As Soon As Possible
Cost: N/A
Status: Still needs to be discussed by management team.
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