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Home My WebLink About2006/03/15 - Agenda Packet - Spec. (Continuation of Build. & Prior.) AcGIENIDA OTY OF RANCHO CUCAMONGA Cll'fY COUNCI:JL IFIRE lP'ROTJECTION JI])XSTRICT JR]E][)EVJELOlPMJENT AGJENCY SJP>JECTIAIL MJEJE1I'TING Wednesday, March 15, 2006 -9- 4:00 p.m. Rancho Cucamonga Civic Center - Training Room 10500 Civic Center Drive -9- Rancho Cucamonga, CA 91730 A. CAlLlL TO ORJl)JER 1. Pledge of Allegiance 2. Roll Call: Alexander _, Gutierrez_, Michael_, Spagnolo_, Williams_. JB. IPUlBUC COMMUNlICATiONS This is the time and place for the general public to address the City Council, Fire Protection District and Redevelopment Agency. State law prohibits the Council, District and Agency from addressing any issue not previously included on the agenda. The Council, District and Agency may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual. Co J[TJEMlli) OlF IBUSlINJESS 1. CONTINUATION OF DISCUSSION AND CONSIDERATION OF ORGANIZATIONAL EFFECTIVENESS. CONSENSUS BUILDING AND PRIORITIES - Dr. Bill Mathis, Facilitator D. ADJOURNMJENT 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 March 8, 2006, per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California. CCnmr CCCQ) 1JJlrJCC!1IL ~C~)])~~@@1 ~(Q)~11~ GOALS SUCCESS 1. Explore option to fund, to the maxi- To be able to plan and fund these pro- mum extent possible, Fire Station jects. 177 and the Police Department's Re- tail Investigative Team without tax lllcreases. 2. Provide training and professional de- Identify a plan on how to provide velopment opportunities for staff. greater staff training and development. 3. Evaluate and determine appropriate Department Heads and City Manager to staffing level increases. provide staffing and position backfills recommendations for their respective Departments. 4. Reduce traffic congestion (as com- Develop a Strategic Plan that addresses munity moves to build-out). traffic congestion in the City. 11 - .1.\ 5. Proceed on . c. , Identify options and/budget.f6r tRIi' cl,,_ CeatFaI PU11.., rl,a~" II. ~lopment ofC.eutral Park, Phase ll. - - ~ ~(JOAL~, ,. ~ -",;" '" ~ nr:~ci~q_~it, (f!Jf J!?i@vur;#;;@ CWcC$J,W8@1l8g@~ (City Council 2006- 2(fJ)(fJ)7 N Strategic Initiatives The following 2006 - 2007 Initiatives constitute the results of the City Council's Strategic Planning efforts. It is clearly recognized that numerous projects aren't included for 2006-07; however, many are waiting patiently for funding opportunities. These Initiatives represent a very aggressive posture for the Rancho Cucamonga Council as it extends staff, City resources and Council commitment in a much focused effort. The Mayor and Council committed to initiatives to both educate the public and hear what the community thinks and wants. Council commits to: A. Conduct Town Hall Meetings (/ Council will initiate at least two in 20o~ncourage residents to come to James 1. Brulte Community Center to discuss Fire, Police, crime and all other concerns related to Public Safety. Forum will be well publicized and attended by City Council and City representatives from both Police and Fire. B. Convene an Economic l.ocal Summit Council to provide leadership in convening the Chamber, Council and staff to brain-storm all/any joint goals; also needs for economic development and revenue enhancement for providing expanded City services. C. Council Lobbyine: and Pressure on Washinl!:ton and Sacramento Council to designate strategic assignments to maintain strong pressure on Sacramento and Washington to keep local dollars in local projects. This initiative will continue to serve as a beacon for attracting grants in all areas. www.MathisAssociates.com ~. "' rca-on ~AgO~O ~ 00,- cl~G~_. Cift] @f lR.&Ji/Be:h@ Cf/}Ut&J'W!J@'iJ1Ji$&Jp ~ City Council SftffiElftlS@7ffc fPJDannffng Initiafto'iflSs 2<<P<<j)(5)- :U1Jr; 7 The following key initiatives were discussed and offered to staff and the Community as key directions for 2006-07. These initiatives will require staff to plan and put into project format that will identify timelines, costs, and clear milestones for the year as presented during the annual budget process. A. Public Safety Remains the #1 Initiative and concern of the Community. 1. Implementation of Fire District Stratelrlc Plan ea;;;t {onSet 0<<5 . Smart/bettn enhancement of Fire Service. · Staff to l!lEfllsEll '\"1\3 5 ta build Station 177 and staff an engine company to serve North West Rancho Cucamonga without increased taxes. 2. Police Strategic Initiatives ~ In;l~~ement priority Police recommendations and perhaps co-locate rt.,.~ if- .r.t~/~ffitlOns. -"-0 ('""';/ Animal Care and Services program/fully implemented for 2006-07. · Police Department and Fire District to provide more joint, eyents for Community and Staff. V ~ B. Economic Development/Redevelopment ~ . Reinforce major staff and Council efforts to obtain grants and other available funding for the Community. · Devise strategies for revenue enhancement to fund the list of Council initiatives. 2 www.MathisAssociates.com Rancho Cucamonga City Council Strategic Planning Initiatives N 2006-2007 ATTRACTION / RETENTION OF BUSINESS . Implement strategies for improved attraction/retention for office uses throughout the City. . Continue to attract high quality tenants at Victoria Gardens and surrounding areas. AFFORDABLE HOUSING . Continue to work and plan with redevelopment and local developers on affordable housing. . Continue to expand affordable housing inventory through improved methods and incentives. Develop an annual gcllFll -~ repo~ cfn..JL~~. NEIGHBORHOODS . Redevelopment and Planning Directors to identify key commercial areas which have lost tenants and are becoming "run down". Develop program to encourage upgrading of centers and assist with attracting new tenants. · Complete a survey of the western side of town and identify ways to upgrade areas such as Grove Avenue south of Foothill. Grant opportunities and neighborhood cleanups. · Use CDBG funding to enhance street maintena selected neighborhoods south of Baseline. c. InfrasaP ~ ~ Transportation/Traffic . Conduct a 2-year Strategic Plan for reducing tra c congestion in key City areas. (l fli1j~J1'!1Investigate freeway sound-wall and/or other mitigations in selected \,..V~-t-6- areas along the 210 freeway. D. Leisure Services / Quality oflLife · Review sports field needs for funding throughout the City. 3 . . www.MathisAssociates.com Rancho Cucamonga City Council Strategic Planning Initiatives N 2006-2007 . Survey any neighboring communities or special districts that would be willing to partner in establishing and maintaining youth sports fields. ~. _ Cn-r11'i Prg~lllld 00. development planning for Cn_tral pn~l" UhnO'i11-1. ~. 'Iwl . Prepare COullai. ParK t9~p:a~'rhTP 11~P. Bela...., ~v~in6, OL wa1kwa. t' ilA !p;'~ lrY'~ 'J tr ~r-<<' E. General Plan Issues . - o/-~ ~ . Examine "'~I=us1 and transitional housing, ~ which are allowed by State law, into a category that would Be Hl13n ~ .rsstrietPie iR @eRSHy aRa IQ~~tiQR. - C~ . Add Code Enforcement officer. . Expand/improve Code Enforcement programs for promoting Community pride and safety. . Assign new Planning Director to review General Plan for making recommendations for revisions that would enhance quality oflife and development opportunities. ~ ;)007108 F. Organizational Development / Health . City Manager to provide a proposal for equity adjustments for employees. · City Manager to provide plans for improved/increased staffing in departments. . Review all departments to assure fully implementing enhanced revenue streams through cost recovery and fees for services. . Implement organizational staffing improvements for increased services, accountability, attraction and retention, and succession opportunities. . Develop a "good news" report of successful programs provided by the City that creates greater Community awareness. Training . Reinstitute internal training with managers and supervisors. . Institute a cultural and satisfaction survey. 4