HomeMy WebLinkAbout1993/06/17 - Agenda Packet - AdjournedAGENDA
CITY OF RANCHO CUCAMONGA
CITY COUNCIL
AS~iourned Meetin¢
June 17, 1993 - 6:00 p.m.
Council Chambers
1OS00 Clvle Center Drtve
Rancho Cucamonga. Callfomia
1. Roll Call:
Buquet _, Alexander ,, Stout ,. Williams _, Gutierrez _
B. ADVERTISED PUBIdC HEARING
The fo0owlaQ Items ~ro been ad~ertbed and/or posted v public heacinss u rognlrod by Lw.
The CbsU wW open the meetin( to recehe pnbllc Wtlmony.
ADOPTION OF FISCAL YEAR 1993/94 BUDGET AND ARTICLE XU[ B Pg. 1
APPROPRIATTONS LIMIT
RESOLUTION NO. 93-139 pg, g
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA. CALIFORNIA, ADOPTING THE CITY'S
FISCAL YEAR 1993/94 BUDGET
RESOLUTION NO. 93-140 pg, g
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO CUCAMONGA, CALIFORNIA, ESTABLISHING AN
APPROPRIATIONS LIMIT PURSUANT TO ARTICLE XIII B OF
TFiE CALIFORNIA STATE CONSTITUTION FOR FISCAL YEAR
1993/94
City Council A ;Jotuned Meeting Agenda
June 17, 1993
Page 2
Thb 4 the time sad pbce for the (enerai public b address the City Conntll Sbte Ww
prohlblb be Co®dl from addreaaln` any bane not prMooaty 1ncladM oD the agenda. 11e
Comitll mRy cecdre testimony sad eet the matter far a toEaegoent mletla(, Caaemeab am b
be limited to Eve mbntes per 1ndhWoaL
I, Debra J. Adams. qty Clerk d the qty d Rancho Cacaaaoa`a, hereby certlfy tWt a tree.
acconte copy of tics foreaatoj sseada was posted m Jane 10. 1999. aermty-two C~7) ~a p~
b the meetlnQ per Gorernmmt Cade 66965 at 101190 Cbic Curter Drbe, Rancho Cnnmaoja,
Californb.
- CITY OF RANCHO CDCAbiONGA
STAFF REPORT
DATE: June 17, 1993
TO: Mayor and Members of the City Council
Jack Lam, AICP, City Manager
FROM: Susan M. Neely, Finance Officer
SUBJECT: ADOPTION OF FISCAL YEAR 1993-94 BUDGET AND ARTICLE XIIIB
APPROPRIATIONS LIMIT FOR FISCAL YEAR 1993-94
RECOMMHNDATION•
1. Council approve the attached Resolution adopting the 1993-94
Fiscal Year Budget.
2. Council approve the attached Resolution adopting the Article
XIIIB Appropriations Limit for Fiscal Year 1993-94.
aAOxaaooero•
1. The City of Rancho Cucamonga has proposed a one year Program
of Service with the 1993-94 Fiscal Year Budget ae the upcoming
"operational" budget. The attached resolution adopts that one
year budget.
capital sad
Gaaeral toad soaaial toads TOT_~_
Fiscal Year 1993/94: $ 25,197,010 $ 32,363,510 $57,560,520
2. The State of California Constitution, Article XIIIB, requires
that an appropriations limit be established annually by the
City Council. The factor used to develop the appropriations
limit is the C.P.I. change, and change in City population.
The additional attached resolution adopts the annual
appropriation limit as required by Article XIIIB of the State
Constitution. Based upon the factors of the Gann Limit C,P.I.
calculation of 2.721 and a population change of 2.352, the
City's fiscal year 1993-94 limit ie $21,717,372. The City's
fiscal year 1993-94 budgeted appropriations subject to this
limit total $16,294,370 which IDeans that the City expects to
be at 75.03& of its Gann Limit at the conclusion of fiscal
year 1993-94.
Respectfully rysJUb~m/i~ t~~t~~e//d~~,
Susan M. Neely ,YL-
Finance Officer
emnswp:Dudra~ol
c;atr Vr ar.Atvc;nV l: UI:AMVIVVA
MEMORANP,UM
~~
DATE June 17, 1993 _
'10 Mayor and Mcmbcrs of the Cit C until
FROM: Lack Lam, AI it Manager
SIJB3ECf: PROPOSED FY 1993-94 CITY GENERAL FUND BUDGET
Presented herein is the proposed FY 1993-94 general fund budget for existing
services in the amount of 524,549,600. Enhanced police services in the amount
of (650.000 made possible 6y the recent adoption of the utility users fees would
result in a total budget of f25,I97,010. For comparison purposes, setting aside
the enhanced police services, the proposed budget contains reductions from
FY 1992-93 of S1,591,370. This represents the City's continued efforts to
restmcture City services and respond to adverse financial circumstances.
Fiscal Year 1993/94 represents the most difficult and grim budget year yet.
The FY 1993-94 General Fund Budget would have contained a 52.5 million
shortfall that would have seriously affected services, including law
enforcement, and would have required severe personnel cuts to balance the
budget had the utility user's fees not been enacted in April 1993. Unlike other
cities, the utility user's fees adopted for Rancho Cucamonga replaces only
those revenues lost to the state. The budget mull sti ll respond to the continueA
economic downturn, and thus, the budget must be reduced in spite of the
utility user's fees.
The general Cund Budget trends from the base year of economic downtum are
as follows:
FY 1990-91 L29,217,109
FY 1991-92 527,142,850
FY 1992-93 526,140,970
Proposed FY 1993-94 f25, 197,010
The resultant budget reductions represent a cumulative 16% reduction (not
including enhanced law enforcemenO of existing from fiscal year 1990-91, the
beginning of the economic downtum. Given the tact that externally imposed
costs of operations increase by an average of 2 - 396 annually, the net
reductions result in a 24.6% decline in real dollars for services.
Notwithstanding any increases for law enforcement. the staffing level Cor the
city has declined since 1990 by 22% (72 positions including 7 additional
positions to be cut from the Fiscal Year 1993-94 Budget). Yet since that time,
population has grown and commercial and industrial uses have also increased,
pushing up service demands as staffing levels continue to decline.
a
Reductions in staffing from the 1990 base year are represented by the
following service areas:
Administration 37.5%
City Clerk 20.0%
Resource Services 27.7%
Finance & Licensing 19.096
Building & Safety 37.150
Community Services 6.796
Engineering 16.150
Public WorkslMaintenance 27.390
Planning 35,7%
Redevelopment 25.096
Park & Landscape design 40.096
The 7 additional positions to be cut from Ne FY 1993-94 budget are as follows:
Deputy City Planner
Business License Technician
Administrative Secretary
Building Inspector
Building Inspection Supervisor
Plans Examiner
Integrated Waste Coordinator (TO be filled through internal
recruitment, thereby vacating an existing position
elsewhere in the City)
The State budget crisis remains hanging over every local jurisdiction's head.
The cumulative impact of State revenues taken from the Rancho Cucamonga
General Fund is 51.7 million with an additional 5800,000 proposed for FY 1993-
94. 52.5 million is to be taken away from the Firc District (4096 of that agency's
general operating budget) and 57 million is proposed to be taken away from
the Redevelopment Agency. Those revenues previously Taken away from the
General Fund by the State have, heretofore, been temporarily backfilled
through one-time inlerfund transfers which cannot be duplicated. These
backfills disappear in PY 1993-94, and had the utility user's (eea not been
adopted, a 52.5 million City deficit would have resulted in next fiscal year,
leading to serious cuts in service programs including law enforcement. The
52.5 million loss to the Firc District would bring to SS million the service losses
to Rancho Cucamonga. The magnitude of the State cuts have become so large
that it threatened to destroy the foundation of those services held dear to the
community. In FY 1992-93, 996 of the City's property tax was taken away by the
State. The State proposes to take away another 3696 of our remaining property
tax, The City's Redevelopment Agency in FY 1992-93 paid the State 53.7 million
from a combination of redevelopment increment and bond funds, seriously
diminishing the City's capacity to implement [uture projects. This State Take
away presents a frustrating challenge to local government as we try to
balance our budgets taking into consideration both the economic downturn
and the State's predatory fiscal actions. Revenue lose has been so dramatic that
3
revenue growth in other areas will not likely recover this loss. As of the date
of this memorandum, the State is still grappling with various versions of the
State take-away.
LAW ENFORCI7NFNf
Law enforcement continues to be a major portion of the City's General fund.
The budget detail for the enhanced services provided through the utility user's
fees will be forthcoming. Meanwhile, no provisions have been made for cost-
of-living for County law enforcement personnel. No diroct cost-of-living costs
were incurred this pas[ fiscal year and given the County's continued poor
fiscal condition, none is expected in FY 1993-94. Booking fees must still be
reserved as the booking fee lawsuit is curtently being appealed by the County.
The budget detail for the police budget will be revised with the following
enhanced services provided through the adopted utility users fees. This
recommendation recognizes those target areas deemed most important and
provides a proper balance of swom and non-sworn personnel to sus[ain this
service and enhance prevention activity and provide greater support to the
existing torte:
THREE OFFICERS, (SWORN) to target gangs, graffiti and narcotics. These
officers supplement the one gang officer at the station.
TWO OFFICERS, (SWORN) to target crimes against persons, auto theft and
robbery.
ONE SERGEANT, (SWORN) to provide supervision and field support for these
teams.
TWO COMMUNITY SERVICE OFFICERS, (NON-SWORN) to provide education and
assistanec to citizens and businesses in an effort to reduce their crime
vulnerability through proactive community involvement in crime
prevention. Crime prevention must become a vital component of our overall
law enforccmcm program.
TW(1 STATION.. CLERKS, (NON-SWORN) to provide support in crime reports
preparation, records checks, and computer checks, freeing up sworn
personnel tnr greater proactive patrol,
~_CRIMF AN I Y T, (NON-SWORN) to gather and analyze crime data and use
the results for more effective allocation of resources, (both swom and non-
swnrn personnel) in enforcement, education end prevention activities.
TWO UNMARKED POLICE VEHICLES to be wilized by the officers and community
service personnel in their enforcement, education, and prevention activities.
However, with the failure of Measure U. the total number of new personnel
will be reduced by the amount of any increases to the Sheriffs contract that
3
might occur as a resuh of the ballot measure failure. Any such result will no[
be known until after the budget is adopted.
NO ~W P t8 I . FAC?t TI' s OR S RVICFs
The day-today operations continue to shrink significantly and new
capital/public facilities projects are practically non-existent. Sports Park
represents the last public facility to be constructed. Although completed in
1993, it was planned and financed in 1989 through the sale of redevelopment
bonds. New capital projects cannot be implemented since all capital funds
have evaporated or have been taken away. The 3 - 4 year plan-design-build
cycle has been interrupted since 1990. furthermore, no new operational (ands
are available. This means that absolutely no new services will be initiated
without a stable funding source.
CAPITAf. EQ(J[PIV NT
The proposed budget continues a hold on all normal General Fund replacement
and new equipment. Repair and "do without for another year" is still in effect.
The only major purchase will be the replacement computer system still on the
books from Redevelopment Agency funding as part of the City Hall F,F & E
construction but not yet acquired. We anticipate that the Agency will be in a
position to inquest bids in FY 1993-94. As Council knows from previous
information, this equipment is already funded and will be vital to improving
the entire City operation, as the present system is completely over-taxed.
inadequate, and actually hinders productivity. During this cycle of
downsizing, it is important that productivity be enhanced whenever possible
through technological advancement.
V N'fF7~R RFCp IR(`FC
A bright light in the City is its expanding volunteer program. Formalized in
1991, volunteer hours contributed have growr. from a dollar equivalent of
5450,000 in 1991 to nearly 5700,000 today. Volunteers contribute thousands of
hours to all our programs throughout the City. This volunteer program goes
beyond enhancement of services. The City simply cannot function without
our volunteers in these challenging (fiscal times.
CHA FN , -FOR THE O N . eR
The challenges facing the City arc many. While the principle focus has been
on the budget, related problems and other challenges loom ahead. The
following summarizes these challenges and recommendations fur action:
A. Continue to explore service function consolidations to create
greater efficiency by maximizing staff resources, avoiding
duplication, and produce long term benefits to the operational
Cofit CCnler.
S
B. Do not initiate any new programs withom an accompanying
stable revenue source, one that is self-indexing so that such
programs can be sustained from year to year,
C Examine all existing programs and determine which services
should pay for themselves. In those cost centers that do not and
should, fees and/or charges should either he cstablishtd, revised,
and/or updated. This will insure that these services do not impact
general fund services which should be wholly subsidized by the
shrinking lax dollar.
D. Implement the remaining portions of the Arroyo Seco Report
regarding inspection services, i.e. eliminating duplication of
overlapping building and fire code provisions to streamline
operations.
E Explore marketing the successful CERT training program to other
areas to recapture some of the costs of the City's emergency
preparedness program.
F. Continue to allow administrative shifts of positions within and
between departments to balance the service needs in the
organization. The budget does not reflect such shifts as these
occur Throughout the year as necessary. While the opportunities
for such shifts are limited, they are useful where appropriate.
G. Implement civilianization of fire prevention services where
appropriate to achieve long term budgetary savings. Such
approaches have already been implemented with police services.
H. Explore the opportunities of joint services with adjacent cities
where service levels are not reduced but where cost savings
might be found.
Explore working with a local university to develop a
comprehensive community survey to determine types and levels
of service desired in Rancho Cucamonga. The last survey done
was prior to the economic downturn and new da ta will be helpful
for future planning.
J. Implement multi-family and business recycling program in FY
1993-94. Residential recycling was enacted in FY 1992-93 and the
remaining Iwo programs (the latter of which will result in the
most benefit on the community's AB 939 requirements) are
scheduled to follow.
K, Explore avenues of funding the new National Stormwater
Pollution control System Federal mandate. Such program costs
are currently 570,000 and arc estimated to reach SS00,000 to over
SI million within the nett two fiscal years as the result of State
guidelines requiring monitoring end testing. This Federal
5
6
mandate has no revenues for implementation, yet the fine for
non-compliance is 525,000 per day.
As service demands continue to increase and staffing levels decline, City
employees have exhibited outstanding commitment in coping with such
conditions placed upon Them over the past three years. This intense pressure
and stress gives new meaning to the phrase "do more with less". This
diminished operational staffing throughout the various services cannot be
sustained without recognizing its adverse effects upon both the remaining
staff and resultant services.
Rancho Cucamonga is essentially a contract City and it would be unrealistic to
expect that remaining staffing levels can continue to decline without
recognizing a degradation of services or ending up with a de facto collapse of a
Service. Plans move through the system more slowly, repair Work takes
longer, preventative maintenance is virtually non-existent, increased graffiti
strains existing resources, etc. External costs continue to increase both in
materials costs, services, utilities, and programs mandated by higher levels of
government. Yet expectations for service continue to inercase even during an
economic downturn: more police, more street sweeping, more recreation
programs, more parks, more maintenance, more code enforcement, more
youth programs, more senior programs and so on. The City's ability to meet
these demands am limited financially and operationally. We will, however,
continue to do our best to meet these challenges head on as best we can even
under such adverse budgeting conditions.
7
A880LUTIOH Ao. ~j3 - 139
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA ADOPTING THE CITY'S
FISCAL YEAR 1993-94 BUDGET
WHEREAS, the Rancho Cucamonga City Council held a
workshop to review the appropriation requests for the fiscal year
1993-94, and;
WHEREAS, the Rancho Cucamonga City Council held a public
hearing on the General City Budget, and;
WHEREAS, this public hearing was published in a newspaper
of general circulation and held on June 17, 1993.
NOW, THEREFORE, the City Council of the City of Rancho
Cucamonga, California does hereby resolve that a special session
assembled this 17th day of June 1993, as follows:
SECTION 1: ADOPTION OF FISCAL YEAR 1993-94 BUDGET.
The City of Rancho Cucamonga budget for the fiscal year 1993-94, on
file in the office of the Finance Officer, is hereby adopted in the
amount of $57,560,520. This budget total include8 appropriations
for both the general and other special purpose funds.
SECTION 2: TRANSFERS OF FUNDS BETWEEN AND/OR WITHIN
APPROPRIATIONS. The City Council of the City of Rancho Cucamonga
may transfer funds between funds or activities set forth in the
budget. The City Manager may transfer funds between appropriations
within an appropriation as set forth in the budget and may transfer
appropriations between activities within any fund.
SECTION 7: TRANSFERS OF FUNDS BETWEEN FUNDS.
Transfers of funds between funds as shown on the Fund Analye is
shall be made as expenditures warrant such transfers.
SECTION 4: DISBURSEMENTS. The City Manager and the
Finance Officer, or the duly designated representative, ere hereby
empowered and authorized to disburse funds pursuant to
appropriations provided for in the 1993-94 budget, and Aave the
responsibility to establish procedures and to adminlatzatively
implement and control the budget on all matters, except direct
expenditures by Council members which require Council approval.
SECTION 5: ADDITIONAL APPROPRIATIONS. The City
Council may amend this budget to add or delete appropriations.
(Y
mEeoLDTioa mo. ~~ 3 _ ) ~{ 0
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA, CALIFORNIA ESTABLISHING AN APPROPRIATION LIMIT
PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION FOR PISCAL YEAR 1993-94
WHEREAS, Article XIIIB of the State of California
provides that the total annual appropriations subject to limitation
of the State and oP each local government shall not exceed the
appropriations limit of such entity of government for the prior
year adjusted for changes in the cost of living and population
except as other vise provided in said Article XIIIB, and;
WHEREAS, pursuant to said Article XIIIB of the
Constitution of the State of California, the City Council of the
City of Rancho Cucamonga deems it to be in the best interests of
the City of Rancho Cucamonga to establish an appropriations limit
for the Fiscal Year 1993-94, and;
WHEREAS, the Finance Officer of the City of Rancho
Cucamonga has determined that said appropriations limit for the
Fiscal Year 1993-94 be established in the amount of $21,717,372.
NOW, THEREFORE, the City Council of the City of Rancho
Cucamonga does hereby resolve that an appropriation limit for the
Fiscal Year 1993-94 pursuant to Article XIIIB of the Constitution
cf the State of California be established in the amount of
$21,717,372 and the same ie hereby established.
BE IT FURTHER RESOLVED that said appropriations limit
herein established may be changed as deemed necessary by resolution
of the City Council.
PASSED, APPROVED, and ADOPTED this 17th day of June,1993.
AYES:
NOES:
ABSENT:
Dennis L. Stout, Mayor
ATTEST:
Debra J. Adams, City Clerk
w.:rp:emrtwllU
1993/94
GANN INITIATIVE
APPROPRIATION LIMITS
I. Base Appopdadon Limit
Total Appropriatons (1979-79 Rev. Budget) 5,790,989
Encum Wance Reserves (audit report) a22,841
Less approp. not sub(ed to 9m8 (1,052,340)
Less Non-Proceeds of taxes (1,777,692)
Adtl Excess Fees Cost 403,675
Base Appropriation Limn 1978-79 3.777 483
II. Cumulative Growth Rates
Cumulative Growth Rates Since 1978-79 Fiscal Year:
1992-93 446.969E
1993-94 474.92%
III. Appropriatbn Limits
3,777,483 3.777,483
x 5.4686 x 5.7'192
20 657.635 = 1992-93 _ 21.717.372 = 1993-94
-- 11m9 limp
1982-93 1993-94
Prolectetl Budtlatetl
Appropriations 46,571,9110 53,987,490
Non-Tax Proceeds 2,563,790 37,702,390)
3uD-Total: 14,008,190 18,285,100
Plus Excess Fee Cost 12,280 __ 8,270
APPROPRUITIONS SUBJECT
TO LIMIT: 14.020,450_ 18 294 370
.»wri
1993/94
CITY OF RANCHO CUCAMONGA
SCHEDULE TO CATEGORIZE REVENUE
SUBJECT TO GANN INITIATIVE
Par Autllt Estlmatad Budgeted
Actual Proceeds From Taxes 1978R9 1992193 1993194
Selea end Use Tax 1,087,787 6,500,000 8,953,040
cipare0a rax 106,857 11.7so 0
8usinees License 173,027 775,000 781,530
RealPropeny Transfer Tex 136,437 200,000 200.000
Property Tez 203,800 2,334,490 1,582,870
Homeowner's prop. tax rebel 0 19,800 19,600
Tranelent Occupancy Tax 0 8,000 8,000
Atlmiselone Tax 0 1,450 3,000
UnNery Taz 0 0 0
llllllry Uaere Fu 0 0 2,500,000
Motor Venick In-LJeu 584,301 4,000,000 4,036,000
Trailer Coach Fees 0 0 0
l)H Highway Ucenae Feea 848 2,250 2,250
Highway Carnere 5,853 0 0
Mcanolk Beverage Foes 13,475 0 0
Interest EeminBa on Tex Procaetle 63,131 155,640 198,010
Revenue from - Agenciee 28,317 0 0
SB 161 Bag-Out hinds 214,000 0 0
P1Y Fund Balance (Note 1)
Used to balena budget _ 333,131 0 _ 0
Tax Proceeds 2,950,987 14,008,180 18,285,100
Non-Tax PrOCeeds 2,840,022 32,563,790 97,7D2,390
Total Revenue 5,790,989 48,571,880 53.987,490
Nore 1: Thla total wo slbcered on s n1b o catepodo beer to IotN revenw due
to prbr year dare not svsllaDN u the Ciry incorporated on t tR7.
~.~
CTTY OF RANCHO CUCAMONOA
MEMORANDUM
DATE: June 10. 1993
TO: Mayor and Members of the Ci ouncil
FROM: Jack Lam. AICP, Clty Manager
SUBJECT: INFORMATION REGARDING CHAM1f3ER FUNDING
During the last budget workshop, Ctty Council requested that information
be developed regarding Chamber of Commerce funding. The following are
decision points to consider:
1. A copy of a letter attached indicating desire to accept funding should
it be available and expressing willingness to accept a revised
agreement.
2. The following funding areas were to be discussed:
A Funds available kom Travel and Meetings budgets of
Convntssfons ................................................................................... $2.400.00
B Greater Ontario Visitor and Convention Bureau ............... $7,600.00
C Foundefs Day Yarade .................................................................. x.100.00
3. Fund Category A and C are self explanatory. Fund Category B is
described on the attached exhibit.
JL/d)a
Attachments
Rancho Cucamonga
--= ~- CHAMBER OF COMMERCE
June 8, 1993
Jack Lam AICP., City Manager
City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga CA 91729
Dear Jack,
In response to your May 27, 1993 letter, please consider this a
formal confirmation of our interest in maintaining a fee-based
contractual agreement with the City of Rancho Cucamonga. We are
happy to either continue our arrangement under the current contract
or to negotiate new terms and conditions.
We will be happy to discuss this matter with you at your
convenience and look forward to your response.
Since relyT,`
~jA;~ul µ'I' ~`L~-
Rance L. Clcuse of Lee & Associates
President, Rancho Cucamonga Chamber of Commerce
~~~,
Danielle Watson
Executive Director
Rancho Cucamonga Chamber of Commerce
RLC/DW:kc
8280 UTICA AVENUE, SUITE 160 • RANCHO CUGAMONGA CALIFORNIA 91730 • 909 / 9871012
The following describes the provisions of membership in the Greater
Ontario Visitoi s and Convention Bureau (GONGS): Membership is classified
with the GOVCB as a "General Municipal Membership", and the cost for FY
1993/94 is $7,600.
The membership Is intended to help the marketing efforts of the CIty in the
Sports Market area. The GOVCB in the past year has taken a stronger
position in marketing the area as a sporting event destination. With the
completir,.^^. of the Sports Complex, including the stadium, the City of
Rancho Curamonga has added a significant venue to our existing resources
that could be used for amateur sporting events.
The membership is intended to provide the City the following marketlng
efforts by the GOVCB:
Lead Shazin¢ -The Bureau will provide leads to the Clty for events and
organizations that are looking for facllities which we can provide. The
City would be responsible Cor fotlowmg up on the lead.
Visitor Guide Listin¢ -The City wtll receive one page of editorial space
in the English and Spanish version of the Visitors Gufde. This is a
semi-annual publication.
Sports Familiarization Tourc -The Bureau wttl conduct famillarizatlon
tours of the venues available for sporting and recreational events. The
Bureau will pre-quality organizers of events and will organize and
conduct the tours. The Bureau proposes for FY 1993/94 to provide
two mayor tours consisting of 20 participants and three smaller tours
consisting of 7 participants. These tours will be focussed at
organlzattons such as the United States Olympic Committee (USOC)
which has an extensive amateur sports market and the Local, regional
and national levels of SMERF (social, military, education, religious and
fraternal organization) which sponsor both sports and recreation
events.
Sports Council -Through the municipal membership, the Ctty can
partCipate in the Sports Council activities and have the opportunity to
he a Boazdmember when a vacancy becomes available or when the
Board expands. The Sports Council is part of the GOVCB, and In. order
to directly participate in the Council, the City must be a member of
the GOVCB.
in addition, the Municipal membership will extend a 50% discount to
membership (ees to the Best Western Heritage Inn and any other hotel
that may Join while the City is a member.