HomeMy WebLinkAboutStaff Report 4.C 3/4/2013 Agenda/a/I tCwv#4.C
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DATE: March 4, 2013
TO: Honorable Mayor and Member's of the City Council
FROM: John C. Brown, City Manager
SUBJECT: Resolution Establishing the City Council's Goals and' Priorities for 2013 and
2014.
RECOMMENDATION
It is recommended that the City Council adopt:the attached resolution establishing the City
Council's goals and priorities for 2013 and 2014.
BACKGROUND
In February 2012, the City Council conducted its annual goal setting session for the coming two
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year period. The Council focused its attention on broad goal categories. These are the areas in
which, by Council policy, staff directs its efforts. Goal categories for 2012 and 2013 were:
• Financial Stability
• • Council/Staff Effectiveness and Decision Making
• Healthy Development, Sustainability, and Economic Development
• Capital Improvements
On February 2, 2013, the Council conducted a goal-setting session, to review progress on the
existing goals, and to revise those goals for the coming two-year period. Attachment 2 was
discussed during the session and provides a summary of the progress made in 2012 on the
Council's goals, including "parking lot" items. The parking lot list included items of interest to
the Council that were not incorporated into the Council goals.
DISCUSSION
Draft goals and priorities for 2013 and 2014 were-developed by my office; in cooperation with
City Departments and taking into account input provided by individual City Council members.
The work plan recommended to the Council on February 2, 2013-reflects an emphasis, as have
past work plans, on: finishing what we have previously started, stabilizing the City's finances,
solving existing problems of serious importance, and being able to do so within our existing
resources and workloads: The one exception to working within the limits of these emphases is
that a vacant position in the Finance Department will need to be filled in order to complete the
Agenda Review:
City Attorney Finance Director City-Manager _ 1
analytical work associated with the various new priorities selected in the Financial Stability
category. A new goal category was added this!year, "Support Public Safety". Also added were a
variety of new goals and priorities. These changes result.in an aggressive work plan that
recognizes a broad range of City needs which Must be met.
The Council provided input regarding these, and additional desirable goals for the coming
period, considered public comment during the session, and reached consensus on a set of goals
and goal priorities for 2013 and 2014. These,are recommended for your approval, and are
included in this package as Exhibit 1 to the attached resolution: Attachment 3 provides the list of
"parking lot" items remaining after the 2013 goal setting session.
FINANCIAL IMPACTS
As indicated, emphasis in goal setting is placed on, among other guiding principles, completion
of the work program within existing resources and workloads. The exception to this guidance
was discussed during the February 2, 2013 session and is:the hiring of a.position in the Finance
Department who can conduct and assist with all the various analyses included in the Financial
Stability Category. That position will need to have sufficient technical and professional skills to
conduct complex analyses and perform all the ancillary work associated with those tasks. The
classification for this position, and associated costs, are currently undetermined but are not
expected to be less than $100,000 per year. A separate item to establish the position will be
brought back to the Council in the near future, and associated costs—and anticipated funding
sources—will be provided at that time.
ATTACHMENTS
1. Resolution
2. Status Report on 2012 Goals
3. Parking Lot list for 2013-2014
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ATTACHMENT 1
RESOLUTION ESTABLISHING THE CITY COUNCIL'S GOALS AND
PRIORITIES FOR 2013 AND 2014
WHEREAS, the City Council conducted its annual goal setting workshop on
February 2, 2013; and
WHEREAS, the purpose of the workshop was to strengthen teamwork and to
establish goals and priorities for the next two years; and
WHEREAS, progress on the goals and goal priorities established in 2012 was
reviewed; and
WHEREAS, priorities from 2012 were completed, continued, or modified; and
WHEREAS, additional goals for the two year period encompassing 2013 and 2014
were proposed; and
WHEREAS, consensus was reached'by a majority of the Council on a revised set of
goals for the two year period.
NOW,THEREFORE, BE IT RESOLVED THAT the City Council does hereby
endorse and establish the Goals and Goal priorities developed at the February 2; 2013 goal
setting workshop, and incorporated herein as Exhibit 1.
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EXHIBIT 1
City Council Goals and Priorities for 201.3 and 2014
Category: Financial Stability
Goal:.Achieve fiscaLstability and maintain financial sustainability
Priority: Develop Five-Year Financial Plan'for General.Fund
1 . Refine the General Fund Five-Year forecast and provide semi-annual
updates to the City Council
2. Update the City-wide cost allocation plan
3. Evaluate and implement options for reducing debt service (in all funds)
4. Analyze'alternatives for reducing PERS and OPEB unfunded liability
5. Develop a plan to re-establish regular contributions to funds including
Vehicle Replacement, Employee Benefits, and Marina
6. Review/establish reserve policies for the General Fund, other operating
funds, and intra-governmental service funds
7. Develop.a long-term plan to achieve the City Council's designated
General Fund"reserve`policy
8. Develop and prioritize expense scenario options reflecting Community and
Council preferences
9. Develop and prioritize revenue scenario options reflecting Community and
Council preferences
10.Select preferred alternatives; and
11.Establish and implement budget policies necessary to realize preferred
alternatives and foster long-term financial sustainability
Priority: Restore reserves
1. Determine and,implement Council policy regarding the set-aside for
reserves from one-time revenues, and from new, recurring revenue
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sources such as tax proceeds from new commercial development, new
taxes, etc.
Priority: Prepare financial forecasts for Utility and•Special Revenue funds
1 . Streets
2. Water
3. Wastewater
4. Storm water
Priority: Finance additional Street improvements using new revenue from Solid
Waste franchise
1 . Establish Council policy regarding allocation of new franchise revenues
between Streets and other uses
2. Determine feasibility of bonding for Street improvements
3. Complete debt issuance, if feasible
Priority: Address loss of Redevelopment
1 . Continue to seek revenue sources to replace RDA tax increment
2. Continue to pursue litigation related to project funding
3. Continue to comply with the DOF guidelines
4. Appropriate 2007 TABs and 2011 TABs funds for project construction as
funds become available
Priority: Establish a fiscally sustainable storm water system
1. Re-visit funding options and implement Council direction regarding a
dedicated funding source for storm watermaintenance costs
2. Evaluate the creation of a storm water utility, including funding alternatives
Priority: Continue to seek opportunities to enhance revenue_sources
1. Evaluate the benefits of establishing Revenue Recovery and Purchasing
Specialist positions, and budget-•accordingly
2. Develop a plan to educate the public and business community on city
finances
3. Update and revise User fees and charges
4. Consider a ballot initiative in November,2014 to ask voters to,approve a
sales tax to fund City services
Priority: Continue to develop the City's website to allow for more efficient and
interactive communication between residents and City Departments
1. Implement additional on-line payment/billing systems
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2. Implement on-line permitting-whenever feasible
3. Implement asset management program for all maintenance operations to
provide paperless customer request management and work order system
4. Utilize the EDEN Services Module to generate e-mail notifications
5. Inventory off-site record, update City records retention schedules, and
coordinate department compliance with retention schedules
Category: Council/Staff Effectiveness and becision Making
Goal: Build a cohesive:team;comprised of the Mayorand.Council, City Manager
and City staff that provides clear and consistent direction and works together
with mutual trust and respect to provide needed public services and protect the
public's interests.
Priority: Negotiate successor agreements with:
1. Firefighter's Association (2013)
2. Police Officers Association (2014); and
3. Mid-level Managers, Professional and Technical, and Confidential units
(2014)
Priority: Re-institute no-cost employee recognition programs
1. Quarterly
2. Annually
Priority: Plan for, and conduct, at least ten (10) City Council workshops each
year, to provide ample time for in-depth consideration of issues
1. Budget policies and priorities
2. Storni water system, structure and financing
3. Improvements to wastewater treatment and recycling infrastructure
4. Financing street improvements
5. Others as determined by the City Council
Priority: Complete.Public Works/Utilities consolidation to organize for maximum
effectiveness
Priority: Expand Adopt-a Park program
Priority: Centralize coordination of all agendas, public noticing, records
retention, and retrieval in the City Clerk's Office.
Category: Healthy Development, Sustainability, and Economic
Development
Goal: Create and Implement clear direction on!development and sustainability
objectives.
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Priority: Implement the Central Petaluma Specific Plan — maximize development
potential around transit-oriented development.
1. Complete the Station Area Master Plan
2. Seek funding to incentivize transit-oriented development
3. Work with SMART to extend regional Bike trail through Petaluma
Priority: Continue to develop and implement procedural and legislative changes
that will simplify-the development review process for all projects, and particularly
for those that will specifically address the Council's economic development
retention and attraction goals and fdr filling;empty space:
1 . Short term rentals
2. Cottage Food Act
3. RLUIPA
Priority: Complete components of a zoning code update that fill in current
"gaps", correct unanticipated consequences, or bring current provisions that are
out-of-date.
1. revise the sign ordinance
2. update parking requirements
3. define mixed use
4. Update IZO and Historic District Guidelines
5. Approve Public Art Ordinance and Master plan
Priority: Prepare.State-Mandated Housing..Element for 2014-2022
Priority: Conduct technical merit review of Community Choice Aggregation
(CCA) proposal
Goal: Plan for the future
Priority: Complete comprehensive planning for major systems and.programs
1. Prepare a Petaluma Community Climate Action Plan to achieve
greenhouse gas emissions reduction requirements
2. Update.Bike.and,.Pedestrian Master Plan
3. Update street cut policy
4. Revise Airport Commercial Use Master.Plan and amend Airport PUD as
appropriate
5. Complete Environmental Study and receive regulatory approval of
Shollenberger Dredge and Disposal Site Management, Maintenance, and
Monitoring Plan
6. Initiate updates to master plans:
a. Water
- Evaluate North Marin Service Area Offer
b. Recycled water
c. Wastewater
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d. Storm water
Goal: Attractand Retain Businesses in Petaluma to enhance the tax base, jobs
and quality of life for the community.
Priority: Implement the Petaluma Economic Development Strategy, placing
priority on strengthening existing businesses and attracting those new
businesses that add value, and which pay head-of household wages
Priority: Implement a comprehensive marketing program to promote Petaluma
as a business location
1 . Create compelling online and print materials that inform businesses,
talent, and investment audiences of Petaluma's strengths and assets
2. Promote Petaluma's strengths and assets through public relations and
advertising activities
Priority: Focus attention on supporting-food and beverage processing,
Manufacturing, and alternative energy business clusters
1 . Evaluate, plan, and implement necessary infrastructure improvements
2. Initiate Business-friendly practices for collection, treatment, and disposal
of wastewater
Priority: Focus additional attention on supporting business retention and
development in transit-oriented areas, including the SMART station areas, and in
the downtown
1. Work with SMART to secure the Corona Road station site
Priority: Support Heritage Tourism
Priority: Continue-to coordinate actions required to obtain "Coast Guard City"
designation
Goal: Focus attention on opportunity sites identified in the Petaluma Economic
Development Strategy (NEW)
Priority: Realize the potential of the Fairgrounds as an economic engine
1. Reviseand extend Fairgrounds lease
2. Initiate joint City/Fair master planning for shared use of the property
Priority: Promote opportunity sites for development in keeping with the SMART
Station Area Master Plan, and other applicable plans
Category: Support Public.Safety
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Goal: Maintain a safe Petaluma
Priority: Expand LED streetlight replacement program
1. Identify funding and implement replacement
2. Seek appropriate rate adjustments necessaryto realize energy cost
savings
Priority: Revise sidewalk repair strategy to optimize"current maintenance
techniques and reduce administrative/legal costs
Priority: Upgrade pavement maintenance practices and equipment
Priority: Complete Flood Control piolects
1. Army Corp Flood Sheet Pile Wall
2. Adopt new FEMA Floodplain'maps and maintain minimum Community
Rating System Class 6
3. Denman Reach, Phase 3/Capri Creek projects — complete design and
land acquisition for Denman Reach, complete design for Capri Creek
4. Design and seek fiinding'for dredging of Petaluma River and
Marina/Turning Basin Facilities
Priority: Continue to implement "Petaluma Policing"
1. ARNO/CUP
2. Determine Council policy for regulating grow-houses
3. Identify and 'implement effective data:analytics to enhanceservice
delivery and reduce incidence of crime
Priority: Develop a structured, prioritized, and time-specific plan for a
comprehensive City-wide•fleetreplacement program
Priority: Develop a plan to finance, relocate, and construct Fire Station 1 and
Expand Fire Stations 2 and 3
Priority: Develop a plamto finance•expansion of the Police building
Priority: Evaluate partnerships with Rancho Adobe and other neighboring fire
departrnentsfor opportunities forshared'administration.
Priority: Develop a plan-to maintain and increase Police and Fire staffing
Priority: Expand weekend hours of operations for Petaluma Transit
Category: Capital Improvements
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Goal: Plan for and implement:priority capital projects as funding permits
Priority: Finance and construct ball fields (E. Washington)
1. Establish an implementation plan for financing and building Phase 1
improvements
Priority: Coordinate with Caltrans and SCTA to deliver regional highway
transportation improvements
1. East Washington Interchange
2. Old Redwood'Highway interchange
3. Rainier
Priority: Prepare Capital replacement and/or maintenance plans for water and
sewer distribution:and collection systems; storm water facilities; streets,
streetlights, and traffic signals; and City facilities
1. Develop Inventories
2. Develop Replacement Schedules
3. Prioritize improvements
4. Identify funding sources
5. Initiate Construction
Priority: Pursue funding for Trestle restoration
Priority: Pursue La Cresta Ridge Property Acquisition
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ATTACHMENT 2
STATUS REPORT ON CITY COUNCIL GOALS AND PRIORITIES,FOR 2012 AND 2013
Category: Financial Stability
Goal: Improve and enhance fiscal stability and sustainability
Priority: Plan for, and Address, loss of Redevelopment
1. Estimate impact on General Fund, and identify alternative funding
sources.
2. Complete all procedural requirements associated with•dissolving PCDC
and establishing successor agency and oversight committee, and
ongoing housing activities.
Status 1. Partially complete. Impacts were calculated in 2012. This included
calculations performed at 2011/12 mid-year review as part of the five-year financial
forecast update, during 2012/13 budget development, and currently as part of the 2013
forecast update. Administrative costs are partially supported by tax increment available
to the Successor Agency=forthat purpose. Staffing changes were made, to reduce
hours and to reallocate staff to other funds. Increased revenues generated from the
dissolution have thus far been sufficient to cover other shortfalls.,
Administrative program impacts were offset by a combination of staffing reductions and
shifts, with Agency revenues, and with increased tax apportionments: Funding
previously available to non-profit partners was reduced, and is"currently provided
through the other funds available for housing purposes. The City'filed suit against the
State Department of Finance, related to that agency's disallowance of three regional
transportation projects on which the City is partnering with SCTA and Caltrans. These
projects have a combined City share of costs of approximately°$22 million. The City's
development impact fees were modified to include the eligible costs of these projects, if
the City's legal challenge is unsuccessful and RDA funds cannot be retained to support
the City's project obligations. No other funding sources have thus-far been identified.
Status 2: Completed, ongoing. Approximately 30 actions related to the dissolution of
the Agency were completed in 2012. These included electing'to serve as the
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Successor Agency to the former RDA and to retain former Housing functions and
assets; establishing an Oversight Board; establishing new funds and accounting
procedures for the PCDC and housing successor agencies; adopting required budgets;
completing required housing and non-housing audit due diligence and compliance
reviews; approving three sets of ROP's at each level of decision-making; challenging
State Department of Finance decisions; and attending meet-and-confer sessions. The
last of three audits will Abe completed in 20.13. Staff continues to support'ongoing
litigation activities to retain funds for regional transportation projects.
Priority: Establish a fiscally sustainable storm water system.
1. Evaluate options for funding storm water maintenance costs previously
included in the Wastewater operating budget
2. Evaluate the creation of a storm water utility, including funding
alternatives
Status 1: Partially complete. Staff identified possible funding alternatives for the City
Council in June, 2012, but none were selected. To provide funding for storm water
maintenance costs until further evaluation of alternatives can be completed, the Council,
in July 2012, authorized an 18-month loan from>the Storm water Impact fee fund for the
period from January 2012 through June 30, 2013. The loan will need to be
reconsidered in spring 2013.
Status 2: Incomplete. Retained for 2013 and 2014 goal period.
Priority: Implement a fiscal sustainability plan (including implement a second
PERS Tier)
1. Update the Five-Year Financial Forecast
2. Determine and implement budget policies necessary to foster long-term
financial stability
Status 1: Complete for2012, ongoing. The financial forecast was refined and updated
in February and May, 201Z and is scheduled to be updated semi-annually when the
budget is developed and again at mid-year review.
Status 2: Partially complete, retained for 2013 and 2014.goal period. Nearly $1.5
million in additional expense reductions were achieved in the 2012-2013 budget
adopted by the City Council: Reductions included: eliminating part=time support for City
Attorney services; maintaining vacancies in Fire and Police staffing; eliminating private
security at.Keller Street garage;, and reducing the length of summer camps. Most of
these actions attain immediate cost savings, but are not expected to be sustained over
time. The most significant change, to fostertlong-term stability, was transferring
responsibility for Animal Services to the Petaluma Animal Services Foundation. This
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action contained City costs for Animal Services, and•seekflo take advantage of
additional funding support that is only available to non-profit foundations.
Status PERS: Completed. PERS programs in place for City employees at the
beginning of January 2012 includede 3% at 50 program for Public.Safety employees
and a 2% at 55 program for Miscellaneous employees. Benefits for both programs are
calculated on an employee's highest year's earnings. Second PERS tiers were
negotiated with all City bargaining units in 2012, 3% at 55 for Safety employees and 2%
at 60 for Miscellaneous employees. Benefits for those programs will be calculated on an
a''erage.of the three.highest years of earning. The City Council authorized PERS
contract amendments to implement a second tier for Public Safety employees in
October 2012, and with Miscellaneous employeea.in December 2012. These second
tiers Will apply to employees hired after January 1, 2013 with prior PERS service credit
coming from other agencies; and who have had a break in service of no more than 180
days. All employees hired after January 1; 2013 with no priorPERS'service will be
subject to tiers established by State legislation in 2012.
Priority: Re-establish General Fund reserves necessary'for cash flow and
unforeseen circumstances
1. Update the City's list.of potentially surplus properties, and determine
which, if any should be marketed
2. Determine Council policy regarding the:set-aside for reserves from new
revenue sources including taxes from new commercial development,
savings from consolidations, etc.
Status 1: On-Hold. A limited:number of parcels, suitable for sale have been identified.
No action was taken to sell these propertie's in 2012, awaiting further improvement of
the real estate market.
Status 2: Not initiated. Retained for 2013 and 2014.
Priority: Continue to seek opportunities to enhance revenue sources
1. Gauge the business Community'ssupport.for increasing the.TOT to
fund tourism and downtown and citywide promotion and economic
development.
Status: Complete. Staff was directed'to complete this;work by March; 2012, in time to
place the matter on the ballot for the June 2012 primary election. Support from the
business community, and particularly the lodging and hospitality sector was found to be
lacking. As well; upon legal analysis, it was found that City's Charter specifies that
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tax measures may only be placed on the ballot for general elections. Based on these
factors, the matter was set aside.
In June, 2012, Council also considered placing a'sales tax measure on the November
2012 ballot. Council review focused on amounts and terms most likely to receive voter
support, and both Council and staff gauged Community support for the measure.
Strong support for the tax.increase was found lacking atthattime. Combined with the
Council's concern that placing such a measure on the ballot would compete with and
impact the chances of the PFOR parks measure passing, this matter was also set
aside.
In addition to the foregoing, an 18-month process to grant a new solid waste franchise
was completed in 2012 and received final approval in January 2013. Among a variety
of benefits attendant to the new franchise are $8 million in new funding for the General
Fund over the fifteen-year term of the new agreement, and$3,750,000 in new funding
for street improvements.
Priority: Continue to Develop the City's Website to allow for more efficient and
interactive communication between residents and City departments
Status: Ongoing. Improvements made in 2012 include:
• Implemented business licensing and miscellaneous receivables on-line payment
system;
• Developed a TOT/TBIA information-web page;
• Updated the Business tab for the City's Economic Development website; in
process of updating the remainder Of website;
• Granicus options were upgraded to provide meeting video and audio in various
formats;
• Web site navigation features were upgraded
• Emergency alerts and notifications were added that allow Fire and Police to
provide updates during emergencies;
• A Petaluma Video Tour Book was added to promote various events-and
community;features;
• A Road Work Ahead feature was added to alert the community to street closures
and other impacts from projects or emergencies;
• Bridge opening requests Turning Basin mooring permits were also added to
the web site; and,
• I.T. is currently working with Public Works and Utilities analyzing customer
request management (CRM) systems. Implementation of a CRM is expected to
be completed in 2013, and will allow;the public-to submit service requests or
complaints via.a variety of methods, Including by smart phones, computer, etc.
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Category: Council/Staff Effectiveness and Decision Making
Goal Build a cohesive team comprised of the Mayor and Council, City Manager
and City staff that provides clear and consistent direction:and works together
with mutual trust and respect.to provide needed public!services and protect the
public's interests.
Priority: Complete negotiations with all bargaining groups'with open contracts
Status: Completed...Negotiations completed'and agreements'ratified with Units 1, 2 and
3, AFSCME, Units 4, '9 and 11; PPMMA, Unit 8, Department Directors, Unit 6, Police,
Unit 7,.Fire and Unit 10, Piblic.SafetyMid Management.
Priority: Re-institute no-cost;employee'recognition programs: quarterly,
annually, longevity
Status: Partially complete,,in process. Public recognition of employee longevity was
re-instituted in April, 2012. In addition to recognitionpatthe department level, and by the
City Manager and.Mayor, 'and with applicable service award pins, employee longevity is
again recognized on a public:basis, quarterly, at City Council meetings. No-cost
alternatives to recognize an Employee of the Quarter and Employee-;of the Year, such
as contributions of services,and merchandise, have been discussed"with'thesbusiness
community, but have,not_yet been secured;or implemented.. Parallel to securing'no-cost
awards, nomination and:review criteria stilt'need to be developed. This work is
expected to be competed in,2013.
Category: Healthy Development, Sustainability, and Economic
Development
Goal: Create and Implement cleardirection oh development and sustainability
objectives.,
Priority: Implement the Central Petaluma Specifit'P lan maximize development
potential around transit-oriented development.
Status: In Process: The Station Area Plan initiated in 2011 is in the final stages of
completion. The Plan identifies the'rhighest and best transit-oriented uses for the station
areas, and will address market demand, parking, infrastructure needs and capital
financing alternatives, incentives, housing and conceptual design. It also identifies
amendments to'the Smart'Code.needed to,implement,the Plan. A Final Draft of the Plan
has:just'been completed and is being circulated to,the Station Area Plan Citizens
Advisory Committee for its final recommendation. It will then proceed to the Planning
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Commission and the City Council;in the coming months for approval. To comply with
funding agency requirements, the Plan must be adopted by the end of June, 2013.
Priority: Complete development impact fee review and implement fee reductions,
avoiding negative impacts to planned infrastructure projects and General Plan.
Status: Completed. Completing a'year of;f staffeValuation, updating.studies to support a
• legally defensible fee structure, and repeated City Council consideration, changes to the
City's development impact fee[ordinance and resolutions were adopted by the City
Council in August 2012. Fee reductions varied, depending on category, but represent
an overall reduction of 28.5 percent from the fees in effect as of 2011. Depending on the
outcome of litigation associated with the State Department of Finance's disallowance of
expenditures related to the Old Redwood Highway and Rainier projects, opportunity
may exist in the future to further reduce traffic mitigation fees.
Priority: Continue to.develop and implement procedural and legislative changes
that will simplify the development review process for all projects, and particularly
for those that will specificallraddress the Council's economic development
retention and attraction goals and"for filling empty space.
Status: Ongoing. Staff met with numerous businesses involved with or contemplating
the development review process and identified process improvements that have been
implemented or are underway. These include:
• Routing all building permits.and development applications to the Public Works
and Utilities depadment.to assure all businesses are aware of water and sewer
fees before they are subject to significant review expenses;
• Development Review .101 hand outis currently drafted and will be completed in
early 2013. This will help business owners better understand, and have more
realistic expectations about the development review process;
• The Planning portion.of the website was updated to be.more user-friendly; and
• The Development Review Committee continues to:meet'Weekly to review
development proposals and to provide early input about upcoming development
applications:
Priority: Complete-components of a zoning code update that fill in current"gaps",
correct unanticipated consequences, or bring current provisions that are out-of-
date.
6. update parking requirements
7. revise the-sign ordinance
8. revise zoning regulations in the downtown to limit smoke shops and
head shops, massage and tattoo parlors, full service bars, pawn shops
and check.cashing establishments
9. revise smoking ordinance to address multifamily residences and
outside areas
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10.update historic district guidelines
11.define mixed use
Status 1-6: Partially Complete.
Following City Council direction, Staff prepared, and,presented to the Planning
Commission and the CityCouncihrevisions to the,sign ordinance to facilitate the
placement of freeway-orientedsignage. Staff time to'develop and present this
legislation was supported bythe four commercial developments that would have
benefited from the changes"the Council requested. The legislation failed to receive
approval from a majority of the'Planning Commission, or subsequently from the City
Council.
In December 2012:and January, 2013. the'Council considered and approved changes to
the smoking ordinance Tha..strengthenedlordinance prohibits smoking in multi-family
residences, lodging establishments, and certain outdoor public locations.
In December, 201Z City Council considered an ordinance°to regulate massage
establishments in Petaluma, regardless of location. Council directed further outreach to
cooperation with massage professions, to refine the proposed ordinance. The revised
ordinance is scheduled,:for consideration on the Council's February 4, 2013 agenda.
Also in December,. 2012, staff presen"ted'proposed<changes to the Zoning Ordinance to
requested'by as re the Downtown
the.Planning"Commission intended, q, y he Petaluma
Association'at 2012 goalsetting, to limit smoke shop&andhead shops; massage and
tattoo parlors, full service bars; pawnshops and check cashing_establishments in the
downtown area. Planning Commission'feedbacksuggeSted the need for this additional
level of regulation is:questionable: Staff is;currently nofworking on this project, nor is it
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currently scheduled for further advisory or decision-making consideration.
Goal: Attract and Retain Businesses in'',Petaluma to"enhance the'tax base, jobs
and quality of life for the community:
Priority:Jrriplement an,overall economic•developnientrstrategy that'places priority'
on:strengthening existing businesses and attracting"those new businesses that
add value.
Status:'Ongoing. Staff continues:to implement the;adopted Economic Development
Strategy, while also completing the many tasks related to the dissolution of the former
PCDC.
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Business Expansion and Retention
Staff continues to reach out to locai.businesses to understand their needs, and is
working with local banks to help connect local businesses-to financing resources. Staff
makes business-to-business connections where appropriate and responds to real estate
leads from interested companies, helping to direct new businesses to appropriate real
estate opportunities.
Staff meets monthly with the Chamber's Economic Development Committee to address
issues and accept input about the'City's ongoing economic development efforts.
Staff has participated in a handful of meetings to advocate for small business services
in Petaluma. The Santa Rosa Small Business Development Center closed this summer
and staff has met with other groups to assure that Petaluma's needs are addressed in
any future center programs: Staff is also reaching out to the Napa Center to access
services for local businesses:
Business Attraction
Staff is working collaboratively with;the Downtown Association and the Chamber of
Commerce to develop a coordinated marketing.program for tourists and businesses to
assure that marketing efforts are not duplicative and"reach'the largest audience
possible: A marketing planhas been developed and a design team has been selected
to complete marketing materials in early 2013. The program will focus on elevating
Petaluma's Visibility throughout the Bay Area.
Staff provides ongoing ombudsman services to assure that each interested business
gets the information they need. Information needs vary but,include local workforce,
housing and transportation information, Staff also monitors and/or stays involved in the
site selection process underway for local and new businesses exploring opportunities in
Petaluma.
Staff also continues to work with..local partners toexplore the possibility of a Petaluma
marketplace, to attract tourists and.provide a venue for local food producers and other
artisans to display and sell their products. This facility may provide a location for a local
foodco-packer that produces value added foods such as bars, jams and other canned
and baked.goods:
Priority: Identify funding;sources that can be used to replace monies lost
through dissolution ofPCDC.
1. Gaugethe business Community's,supportfor increasing the TOT to
fund tourism and downtown and citywide°promotion and economic
development; and pursue a talc increase measure, as appropriate.
Status 1: Complete. Staff was directed to complete this work by March, 2012, to
provide sufficient tirne to place the matter on the ballot for the June 2012 primary
election. Support from the business community, and particularly the lodging and
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hospitality sector was found to,be lacking. As well, upon legal analysis, it was found
that the City's charter requires°that tax measures may only be placed the ballot for
general elections. Based on these factors, the matter was;set aside.
In June; 2012, Council also considered placing.a sales tax;.measure on the November
2012 ballot. Council reviewifocused on amounts and"terms most likely to receive voter
support, and both Council anddstaff gauged support for the measure. Strong support for
the tax increase, at that time, was-found lacking: Combined with the Council's concern
that;placing such a measure on°the ballofwould compete with and impact the chances
of the PFOR parks measure passing, this 'matter was also set aside.
Priority: Focus attentionon supporting food processing and alternative energy
business.clusters
3. Evaluate, plan, and implement infrastructure necessary infrastructure
improvements
Status 1: In Process. Economic Development and.Public Works and Utilities staff
continue to better understand and ad dress the wastewater needs of our local food
processors. In the coming'year, the Water Resources Department will need to further
evaluate the current plant's capacity to accept food related wastewater and to determine
what, if any improvements can be made to accept food'waste so that Petaluma can
remain competitive for food processing businesses.
Priority` Focus additional attention.orrsupporting'business retention and
development in transit-oriented.areas, including the SMART station area, and in
the downtown.
Status: In Process.; Staffaddressed'inquifies from commerdiaiand manufacturing
businesses-seeking tossite inthegreater Downtown area, in 2012; provided
ombudsman,services,between those businesses and other City departments, and
coordinated with real estate brokers, property owners, and managers as necessary
When;the Station.Area Master Plan is completed, staff-will be able to focus attention on
development opportunities in transit-oriented areas consistent with;,the'Plan, and will
highlight those opportunities in the marketing materials to be developed this year
Priority: Coordinate the actions required to obtain "Coast Guard City"
designation
Status: In Process. Staff met with Coast Guard personnel, the Downtown Association
and Chamber to identify special.programs'that could be implemented to support the
request for Coast Guard Citystatus. An application for-Coast Guard City status was
completed, submitted tothe,Coast Guard in July, 2012 and is currently awaiting
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Congressional.review. In the meantime, at the City's request, the Rooster Run Golf
Course initiated a discounted greens fee for the Coast Guard. The Downtown
Association and the Chamber are also working together to implement a local retail
discount program, and a Coast Guard•display has been added at the Museum.
Category: Capital Improvements
Goal: Plan for and implement priority capital projects as funding permits
Priority: Investigate and develop funding partnerships with traditional and non-
traditional sources to finance and construct.ball fields (E. Washington).
Status: Ongoing. Petaluma Friends of Recreation (PFOR) developed and campaigned
for a parcel tax assessment specifically focused on Parks and Recreation project and
program development, and in particular on Phase 1 of the East Washington Park
Project Measure.X achieved.62% favorable votes, but fell,short of the stringent super
majority approval requirement Staff continued communicating with and reporting to the
Open Space District relative to grant funding that is set aside for the East Washington
Park Project, including commenting on and supporting a policy revision that protects
project funding until'December of2016.
Staff is currently working on a refined scope of work for the project that would enable
the City to use the $2,000,'000 Open Space.Grant before its.expiration. It,appears
impact fee funds are;sufficientlyavailable to meet the,match requirement of the grant
and that combined with.local contributions the potential exists to construct two all-
season fields with lighting, but no other improvements beyond what is needed to access
the fields and maintain them.
Priority: Inventory:and Assess Water, Wastewater, Storm water, and Street
systems
6. Develop Capital Inventories
7. Develop Capital Replacement Schedule
8. 'Prioritize improvements
9: Identify Capital'funding sources
Status: Incomplete. Retained for 2013.and 2014.
Priority: Complete Flood Control,project
Status: In Probess. Issues with the Army Corps of Engineers regarding City match to
this:project`have been resolved; and City staff is coordinating with Corp staff to resume
the remainder of work needed on this project to bringit to completion. Corp staff has
committed to seeking funding in the Federal 2014 budget for the project; and City staff
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has begun meeting with our Congressional representatives_to bring them up to date on
progress and obtain their support for the funds needed to complete the project.
Work on the Denman Reach project, Phase 3 also moved forward in 2012, during which
the environmental review for the project was complete&and the City Council adopted a
mitigated negative declaration in September, 2012.
Priority: Pursue funding for Trestle restoration
Status: In Process. Planning was undertaken in 2012, including public outreach, to
determine a scope of work. A mitigated negative declaration was adopted for the
project by the City Council; as defined by that scope of work in September, 2012.
Design work has proceeded since, and final design.,is nearing 90% complete. Final
design must be complete by March 31, 20,13, the deadline>for expending grant funds.
Parking Lot (in alphabetical order):
ARNO/CUP - Revisit
Charter amendment -complete.
Charter amendment dealing with vacancysuch as we had after November 2010
City Hall rehab
Corp Yard rehab
Fire Sprinkler retrofit program —Water main down Petaluma Boulevard
Fire Station No. 1
Fire Stations No. 2 and 3 — upgrade, design work to modernize
Flood Control
La Cresta Want
Status: The acquisition of the La Cresta property was,negatively impacted by the
downward spiral Of the reat estate market. The project°was conceived to Include a 50%
donation of property from the owner, CalWater, intended to provide the 50%match
requirement of the grant. The de-valuing of the property has impaired the ability and/or
willingness of Cal Water to consider a donation of the,magnitude originally envisioned.
Staff hascontinued working with CalWater,, who remain willing sellers, including
identifying the timeline for which this acquisition would likely need to.occur. As well,
staff suggested alternative.methods for funding the required match to both Cal Water
and the La Cresta Neighbors, who are a partner in the project. A combination of
increased in-kind services used as local match, decreased impact fees positively
impacting the appraised value of the property, and some rebound in the real estate
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market will contribute to successful acquisition within,the.time frame required by the
Open Space District.
City Staff engaged in policyreview relative to Open Space.Matching Grants and
supported a policy that will.assure funding awarded for this acquisition will remain
available to the project until December of 2014.
Additional Open Space Acquisition from 2011-2012 Council Goals: Paula Lane
Status: Staff was able to sustain.negotiations with the property owners, complete
preparation of grant agreements and the conservation easement, culminating in
execution of a purchase and sale agreement and acquisition of the property in May
2012. Revised lease agreements were executed with residents of the 2 single family
dwellings on site and security deposits and monthly lease.payments collected.
Improvements to the residences have been completed prior to winter-rains, and were
completely funded from rental proceeds. The required Management Plan has been
submitted to Open Space Distnct for review, and the agreement between the City and
its project partner; Paula Lane Action Network negotiated.
Additional Progress on'2011-2012•Goal: Swim Center Upgrades
Status: A new set of pool covers were acquired and utilized duringithe 2012 season.
This equipment, valued.at$25,000; was negotiated with Regency as part of the East
Washington Place project.
A project to remove the showers from the boiler hot water was undertaken. Work has
been authorized to install an independent;hot water tank to serve the shower rooms.
The project will provide for more comfortable water temp atthe shower areas, and will
result in an energy savings.
An additional cost saving measure was implemented that involves_separating water
meters in order to reduce wastewater charges tied to water use it is anticipated the
change will`result.-in significant utility savings, which can be reprogrammed to support
other pool operations.
Project plans are nearly,complete and project specifications underwayfor the energy
savings.projectinvolving boiler and circulation pump replacement. The project,
anticipated to/result in significant energy savings,: was bid in January and should be
complete,by 2013!poolopening.
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An additional project in design.is the;,installation of solar panels. The same consultant
who is doing the boiler project is doing the solar,array required.of Regency and the
project is in design. lmplementation.should occur at the.same time as boiler
replacement, and the project will result in additional cost savings.
The East Washington Place Project will complete traffic circulation, parking and
•
landscape improvements°around the swim center. Demolition is complete, and the
asphalt and concrete work is underway and is not anticipated to negatively impact the
pool opening in spring.
The Cavanagh Pool was closed,in December and the failing pool bottom was re-
plastered, sealed and painted.
Landscaping and Lighting Districts that decide how to fund repair and maintenance
List of issues/projects we can move:forward with in case of a "windfall"
Mighty Midget — volunteers'are preparing business plan
Police Station
Rainier
Tax measures. Evaluate options including parcel tax, sales tax, and other assessments
Zip Car or City Share cars for rental downtown by people who don't need a car 24/7.
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ATTACHMENT 3
Parking Lot Listfor2013-2014,
Lafferty Ranch
Early Release of Initial Studies
2q