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HomeMy WebLinkAbout2019/01/21 - Agenda Packet - SpecialJANUARY 21, 2019 - 8:30 AM SPECIAL MEETING CITY COUNCIL/FIRE PROTECTION DISTRICT AGENDA Cultural Center, Celebration Hall, 12505 Cultural Center Drive Rancho Cucamonga, CA A CALL TO ORDER Pledge of Allegiance Roll Call:Mayor Michael Mayor Pro Tem Kennedy Council Members Hutchison, Scott and Spagnolo B PUBLIC COMMUNICATIONS This is the time and place for the general public to address the Fire Protection District and City Council on any item listed on the agenda. State law prohibits the Fire Protection District and City Council from addressing any issue not previously included on the Agenda. The Fire Protection District and City Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual or less, as deemed necessary by the Mayor, depending upon the number of individuals desiring to speak. All communications are to be addressed directly to the Fire Board, or City Council not to the members of the audience. This is a professional business meeting and courtesy and decorum are expected. Please refrain from any debate between audience and speaker, making loud noises, or engaging in any activity which might be disruptive to the decorum of the meeting. C ITEMS OF DISCUSSION C1. PROPOSED 2019 COUNCIL GOALS AND STATUS UPDATE FOR PREVIOUSLY ADOPTED GOALS. D ADJOURNMENT CERTIFICATION I, Linda A. Troyan, MMC, City Clerk Services Director of the City of Rancho Cucamonga, or my designee, hereby certify under penalty of perjury that a true, accurate copy of the foregoing agenda was posted on at least twenty-four (24) hours prior to the meeting per Government Code 54954.2 at 10500 Civic Center Drive, Rancho Cucamonga, California, on the City's website and Cultural Center, Celebration Hall, 12505 Cultural Center Drive, Rancho Cucamonga, CA. Page 1 of 1 RECOMMENDATION: Staff recommends the City Council consider the proposed 2019 City Council Goals and adopt as presented or amended. BACKGROUND: In preparation for the Team Building and Goals Meeting on January 21, 2019, staff has updated the current Council Goals and Objectives (attached). Also included in the attachment are staff’s recommended goals for 2019 for the Council’s consideration. The goals are divided into two sections (new and active), with each one distinguishable by the page heading. The active goals include the goals completed in the last year highlighted in orange. ANALYSIS: Staff are recommending 15 new goals and are continuing to work on 12 active goals. Since the last goal setting, five goals have been completed. FISCAL IMPACT: Individual goals have varying financial impacts; funding sources for each goal are indicated on the attached matrix. COUNCIL GOAL(S) ADDRESSED: This item addresses all the City Council goals. ATTACHMENTS: Attachment 1 – New and Active Goals Matrix DATE: January 21, 2019 TO: Mayor and Members of the City Council FROM: John R. Gillison, City Manager BY: Elisa C. Cox, Deputy City Manager – Civic & Cultural Services SUBJECT: PROPOSED 2019 COUNCIL GOALS AND STATUS UPDATE FOR PREVIOUSLY ADOPTED GOALS STAFF REPORT NEW GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div.Year Established Estimated Completion Date Funding Source and Ongoing Costs N1 Increase Solution Oriented Police functions with enhanced staffing. Focus efforts on addressing potential ABC concerns, reviewing massage establishments, meeting regularly with all hotels and enhanced transient outreach. Police 2019 Q2 2019 Police Budget N2 Focus efforts on reducing illegal dumping specifically multi- housing and commercial property through enhanced patrols, elevating public awareness; and exploring options with Burrtec and property management. Police / Engineering / Community Improvement 2019 Q3 2020 General Fund N3 Develop and implement a plan to allow for live viewing of PSVN cameras outside of the PD monitoring room using mobile or desktop browsers. Evaluate the ability to allow crowd-source viewing of select cameras covering neighborhood assets. DoIT 2019 Q4 2020 Potential cost sharing using Fire and Law Enforcement grants and general fund N4 Position the City to be a competitive applicant for the State of California Parks, Environment, and Water Bond 2018, Prop. 68. Community Services 2019 Q2 2020 Park Development Fund N5 Conduct updated analysis with respect to AB 2404 to ensure that existing recreational athletic resource allocations are equitable for all participants. Community Services / City Attorney 2019 Ongoing No funding needed. PUBLIC SAFETY Proactively develop public safety programs and facilities to meet community needs PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major park and recreational projects ENHANCING PREMIER COMMUNITY STATUS As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region ACTIVE GOALS page 1 NEW GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div.Year Established Estimated Completion Date Funding Source and Ongoing Costs N6 Launch a new mobile-first, service based City website, and intranet.CMO & DoIT 2019 Q3 2019 Funds have already been allocated in the DoIT budget, $108,000 N7 Building off the Strategic Communications Plan, develop a Community Engagement Policy with a health equity framework to ensure RC's diverse community perspectives are included in shaping City policies, practices, programs, and services. City Manager's Office 2019 Q1 2020 Grant Funds received in the amount of $25,000 from the County of SB Dept of Public Health. N8 In order to improve safety and provide for economic development, complete design and right-of-way activities necessary to allow for the construction of the Etiwanda Grade Separation Project. Engineering 2019 Q2 2020 Trade Corridor Enhancement Program (TCEP) / SB1 $60,000,000 N9 To support improvement of traffic flow through active management of the City's transportation infrastructure, design and construct Phase I of the Advanced Traffic Management System (ATMS) which will provide remote connectivity between the Traffic Management Center and 100% of the traffic signals in the City. Engineering 2019 Q2 2021 Transportation Development Impact Fund N10 As dockless bicycle/scooter share services continue to expand throughout other communities, evaluate whether these types of micro-transit services are appropriate for Rancho Cucamonga and develop suitable regulations or restrictions that reflects the community's interests City Manager's Office 2019 Q4 2019 No funding needed. N11 Complete the design and fabrication of exhibits for the Second Story and Beyond interactive discovery space at the Biane Library. Library Services 2019 Q3 2022 Library Foundation, Library Reserves, General Fund ACTIVE GOALS page 2 NEW GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div.Year Established Estimated Completion Date Funding Source and Ongoing Costs N12 In partnership with the Library and Community Services, complete transition away from City directed and led Foundations to a model resembling the Animal Center Foundation. Develop Memorandum of Understandings with each Foundation for future partnerships that advocate and support the department's fundraising goals and initiatives. Community Services & Library 2019 Q3 2019 No funding needed N13 Develop and adopt a comprehensive Tree Ordinance and Urban Forestry Master Plan. Public Works and Admin Services 2019 Q4 2020 TBD N14 Prepare the Etiwanda Heights Neighborhood and Conservation Plan and submit it to Planning Commission and City Council for review. Community Development 2019 Q4 2019 Funded N15 Prepare a comprehensive update to the General Plan. Community Development / CMO 2019 Q4 2022 Reserves MID AND LONG RANGE PLANNING Begin efforts to develop mid-range and long-term goals and vision for the City. ACTIVE GOALS page 3 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A1 Continue to build/expand the Public Safety Video Network (PSVN) to include most major public facilities in town as well as the City perimeter. Police 2016 Q4 2017 Police budget; JAG grant; Asset Seizure funds In July, the Epicenter added to the network; repairs and maintenance as equipment approaches end of life. Now working on phase II Central Park (Kids Zone) and upgrading cameras City Hall and RCPD. PSVN at Epicenter has been finalized. Central Park will be finalized by the end of May. EOC PSVN Station project has not been finalized and further Fire Grant monies will need to be considered for that along with Fire Station camera integration to the system. 6th/Utica monies will be used for other projects as PSVN/ALPR cameras will be outfitted into the Empire Lakes Program 1/4 mile away. Banyan/Carnelian PSVN progressing and should be finalized by the end of June. Wilson/San Sevaine ALPR is done while Baseline/Etiwanda will be finalized by the end of June. A2 ALPR, continue to build safety to encircle the city for investigation purposes. Focus on westend of the city and intersections south of I- 210. Police 2016 Q4 2021 Police budget; JAG / COPS grant; Asset Seizure funds Foothill and Vineyard sent for presentation with expected completion date in 2019. Will look at intersections south of 210 freeway to determine additional needs. Completed large project at Etiwanda and Baseline. Wilson and San Sevaine completed as part of 2017-18 project PUBLIC SAFETY Proactively develop public safety programs and facilities to meet community needs ACTIVE GOALS page 4 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A3 Award a contract for the construction of the re-build of the San Bernardino Road Station (172), which will include a Police Department substation, at the new location at the northwest corner of Vineyard and San Bernardino Road. Fire District 2017 Q1 2018 Fire District Capital Building Reserves; City Capital Reserves During the environmental process, it was determined that according to California Environmental Protection Agency Tribal Consultation Policy the property to be developed needed to maintain government-to-government relationships and consultation with Californian Native American tribes. To ensure best practices, the process extended beyond the time initially anticipated to award a construction contract. In addition the property required an earthquake fault study to be completed, which took several months. It is now anticipated a construction contract will be approved by the Fire Board in April 2019. The Team RC project design team including: the City Manager's Office, Planning, Engineering, RCPD, HMC Architects and Erickson Hall Construction Management, have been meeting since June of 2017. During those meetings, it was determined that the scope of the project needed to increase to include a fully functioning Sheriff’s substation on the west side of the city. Conceptual site and building plans for the Public Safety Facility have been created. It is anticipated that the project design will go through Planning Design Review and a construction contract will be approved by the Fire Board in mid-July 2018. This facility will be based on modern construction standards and is intended to meet the District's mission for a minimum of 50 years. ACTIVE GOALS page 5 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A4 Working with the Taking Back Our Community Coalition and the League of California Cities, raise public awareness of why crime is increasing in our state; provide facts and impacts of AB 109, Prop 47, and Prop 57; and advocate for State legislative changes to improve law enforcement's ability to respond to crime. City Manager's Office 2018 Q4 2020 General Fund Still a member of the coalition, send information quarterly to the Coalition of impacts to the City of Rancho Cucamonga. The Coalition reports that several significant measures from 2018 are slated to be reintroduced into CA next legislative session. C1 Complete the construction and begin occupancy of the new community RC Sports Center; increase the City's disaster resiliency with the RCSC serving as the primary evacuation center during a catastrophic event. Community Services 2017 Q2 2018 General Fund and Fire District Reserves Project Completed - July 2018 The new RC Sports Center is a sleek, modern facility that will serve the community by housing sports and other City run programs, provide rentable space to host events from small seminars to large conferences, and also act as the City's primary evacuation center due to the inclusion of the large emergency generator permanently housed on site. This project is estimated to be completed and open to the public by June 2018. PARKS AND RECREATION DEVELOPMENT Proceed with planning and development of major park and recreational projects ACTIVE GOALS page 6 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A5 Develop plan for enhancements to the Cultural Center Courtyard that include shade and seating, directional signage from parking areas and design work for future capital improvements. Community Services/ Library/City Manager's Office/ Planning 2014 Q1 2015 Estimated funding requests for 2014/15 of $50,000- $60,000 to include site furnishings, shade, signage and design work for future improvements. The CEQA document, an addendum to the adopted Victoria Gardens Master Plan EIR, has been completed. Final design documents will be completed and the contract will be forwarded with the addendum to the City Council for review and approval/adoption by 4th quarter 2019. A final conceptual design for the courtyard was prepared and accepted. The Planning Department drafted an RFP for the CEQA clearance for the project and circulated it to 8 consultants on November 30, 2017. Responses are due back to staff by January 11, 2018 at 6 pm. It is anticipated that a consultant will be selected by January 31, 2018. Next steps will include processing the Design Review and appropriate CEQA document for the project. A6 Complete the survey and environmental review, develop a site plan, and establish a rough cost of development for Etiwanda Creek Park. Community Services 2017 Q1 2018 Developer Impact Fees & Fund Balance Biological studies were completed in Nov 2018 with Environmental review in Summer/Fall 2019. Construction drawings scheduled for first quarter 2020. The first phase of focused environmental studies have been completed. Anticipate the environmental to be completed by July 2018, after which the site plan and rough costs will be completed. A7 Complete the survey and environmental review, develop a site plan and establish a cost of development for the Central Park Trailhead as envisioned in the Central Park Master Plan. Community Services 2018 Q1 2019 Park Development Fund Scope of project is now inclusive of all 70 acres to include the trailhead for survey and environmental review. RFP for environmental review is near completion. Contract is expected to be awarded first quarter 2019. ACTIVE GOALS page 7 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status C2 Transform the second floor of the Biane Library into an interactive discovery space [Second Story and Beyond]. When the Library Foundation's $1.5M capital campaign hits the $750,000 fundraising trigger point, Library staff will consult an exhibit design company to begin the design phase. Library Services 2018 Q3 2021 Library Foundation, Library Reserves, General Fund Complete - The Foundation's capital campaign goal was met in December 2018 triggering the next phase of the project. Staff have begun interviewing potential consultants to assist with the RFP phase of exhibit design and fabrication. C3 Conduct a study on Planning, Building and Safety Fees to ensure that fees are covering costs and where needed, make adjustments accordingly, including reductions or increases, as appropriate. Administrative Services 2018 Q2 2018 Complete ENHANCING PREMIER COMMUNITY STATUS As the community matures, undertake programs and projects to enhance Rancho Cucamonga's position as the premier community in our region ACTIVE GOALS page 8 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status C4 Position the City to improve its issuer credit rating from the current AA (by S&P) to AA+ or AAA in the next three years. Finance 2014 Q4 2017 Contract cost is $11,000; PO encumbered in FY 2014/15; no anticipated ongoing costs. Complete. On January 16, 2019, the City was notified that our issuer credit rating was raised to AA+. Debt Management Policy adopted in December 2017. Consultant deferred applying Standard & Poors' (S&P) rating criteria to the City's current situation until January 2018 to pin point additional areas for enhancement. Consultant will work with staff to complete Financial Management Assessment (FMA) for S&P's reference prior to next review, which is anticipated to occur in the fall of 2018. A8 Develop a Public Art Master Plan to consider how significant art pieces can be incorporated into future public and private development, to include funding options for both art installation and long-term maintenance. City Manager's Office 2015 Q2 2016 Staff time The Public Art Committee meets on a quarterly basis and has been involved in a number of City events including the City Hall Art Exhibit gala and the Community Paint Day event. This year their work plan includes the development of the Public Art Strategic Plan and collaborating with the Wignall Museum on the next City Hall Art Exhibit. The public art ordinance was adopted on July 19, 2017 and became effective on August 21, 2017. The Public Art Committee was appointed by Council on December 20, 2017 and will be managed by the City Manager's Office. One of the tasks identified to be completed by the committee is the development of the Public Art Strategic Plan and the process is expected to begin soon now that the committee members have been appointed. ACTIVE GOALS page 9 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status C5 Review areas with industrial zoning along arterials for possible rezoning to permit more commercial/office uses. Example of one such area is Rochester/Jack Benny by Quakes Stadium. Planning 2013 Q3 2013 Staff Time Complete - The City has adopted a series of Development Code changes from 2015-18 to accommodate repurposing of existing industrial buildings, allow limited retail as an ancillary use, and amend the use table to add new uses such as "escape rooms" and permit limited gun sales, etc. Although the goal was specific to analyzing possible zoning amendments to the industrial areas along arterials, this goal has been completed through the code changes described above. The changes allow for more commercial/office uses, increased retail opportunities, allow new business types and limits impacts to parking and other unintended impacts, meeting the intent of the original goal. No additional changes are proposed under this goal. Staff has been working on evaluating the changes in Land Use and business needs along Foothill Blvd. and within the Industrial Commercial Overlay Districts. Many minor changes to the Development Code have already been incorporated to help guide development and allow additional uses into these districts. Example of this include the creation of dedicated land uses for the repurposing of industrial buildings for commercial use and the addition of "escape rooms" as a land use within the General Industrial District. Additional changes are being evaluated to determine if rezoning is the best approach or if continuing to develop more flexible standards and new uses could be considered in these existing districts. Staff anticipates that any draft development standards would be complete in 2018 so that both the Mixed Use and Industrial development code amendments could move forward to Planning Commission and City Council together. MID AND LONG RANGE PLANNING Begin efforts to develop mid-range and long-term goals and vision for the City. ACTIVE GOALS page 10 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A9 Review the City's zoning districts and evaluate/investigate creating overlay districts or specific plan areas that will create villages or development districts in order to revitalize underperforming or underutilized areas and create synergy amongst the varying land uses. Planning 2014 Q2 2016 Staff Time and may require some consultant support. The City contracted with Torti Gallas to study the Foothill Corridor, evaluate the efficacy of our standards at implementing the General Plan, and recommend walkability, access, and connectivity standards. The study is expected to be completed in second quarter 2019. In addition, we contracted with Fehr and Peers to develop a parking model that can be used on a project by project basis to assist staff in reviewing parking standards for mixed use development projects. The final model is expected to be ready for use in second quarter 2019. Staff has visited and researched other City’s mixed-use standards to gather ideas and concepts that could be incorporated into our own Development Code. Staff has since identified 8 – 10 mixed-use village areas along Foothill Boulevard and has begun drafting a set of design guidelines for the for future mixed-use development. The guidelines will consist of design principles for site planning, parking, architecture, landscaping, open space and signage. Staff is also in the process of updating the development standards to be consistent with the mixed-use village concept. This will allow each of the mixed use areas to be developed in a compatible manner with the existing surrounding uses. The next step for the mixed-use team will be to reach out and begin working with a traffic consultant to create appropriate parking standards for Mixed Use developments. ACTIVE GOALS page 11 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A10 Building upon existing performance metrics, develop additional tools, such as business intelligence dashboards and interactive reporting, to visualize and interpret Citywide data in order to enhance understanding and decision making across applicable service categories. Department of Innovation & Technology 2017 Q2 2018 Pursuing grant funding and partnership cost offsets. Continuing to work with Departments on the right platforms to gather and share accurate and relevant Citywide data. DoIT is actively working with the City Manager’s Office to evaluate the implementation of ESRI based Government Transparency tools to compliment, or potentially replace, existing Socrata performance reporting modules. The GIS team has expanded the RC2Go platform to include work order management, allowing for dashboard reporting on citizen reported incidents as well as Public Works responses. The DoIT team also continues to work with the What Works Cities initiative to develop performance reporting on parks maintenance, including the deployment of a GIS based survey tool for park inspections that is currently in testing. A11 Advocate for changes in SBCOG's function and operation including updating fee structure and to increase COG services for the West Valley. Engineering / City Manager's Office 2018 Ongoing No funding needed Discussions around a potential West Valley COG were on hiatus for much of 2018 due to elections. Discussions related to resuming the conversation are anticipated to begin in Spring 2019. ACTIVE GOALS page 12 ACTIVE GOALS - JANUARY 2019 Revised 1/17/2019 Active Goals Lead Dept./Div. Year Established Original Estimated Completion Date Funding Source and Ongoing Costs January 2019 Status January 2018 Status A12 Enhance the efficiency and effectiveness of the City's weekly cash disbursement (A/P) cycle by implementing scanning and electronic routing of invoices for approval and payment within the City's financial system. Replace paper filing system with digital filing system. Finance and DoIT 2018 Q4 2018 Minimal one-time funding needed from Computer/ Technology Replacement Fund for scanning equipment and software to facilitate scanning and electronic storage/access of documents Staffing changes have occurred within the A/P group. Surveying of other cities for best practices is currently in process. Tentative implementation is set for Summer 2019. ACTIVE GOALS page 13