HomeMy WebLinkAboutStaff Report 3.B 03/16/20093.B
CITY OF PETALUMA, CALIFORNIA March 16, 2009
AGENDA BILL
Agenda Title: Resolution Endorsing and Establishing Council's Goals and Meeting Date: March 16, 2009
Priorities.
Meeting Time: ® 7:00 PM
Category: ❑ Presentation ❑ Consent Calendar ❑ Public Hearing ❑ Unfinished Business ® New Business
Department: Director: Contact Person: Phone Number:
City Manager John C. Brown John C. Brown 778-4345
Cost of Proposal: 0 Name of Fund:
Amount Budgeted: Account Numbers:
Recommendation: It is recommended that the City Council take the following action:
1. Adopt one of the alternatives for a City Vision provided in the consultant's report, or approve and amend a
vision statement as appropriate.
2. Accept Management Partners' Final Report documenting the Council's January 15, 2009 Goal Setting Session.
3. Adopt the attached Resolution endorsing and establishing the Council's goals and Priorities 2009 — 2010.
Summary Statement: The City Council, City Manager and City Attorney held a lull day workshop on January
15, 2009. The purpose of the workshop was to strengthen teamwork and to establish priorities for the nest two
years. The results of the workshop are summarized in the attached report, were discussed with staff, and are
returned to the City Council for final approval.
Focus was narrowed to five areas of interest (listed below), with priorities and other projects of interest identified
under each ofthe categories.
• Financial stability
• Council/staff effectiveness and decision making
• Development and sustainability
• Economic development
• Capital improvements
The main products developed during the workshop process were a set of nouns for the Council and staff to follow
in working together; alternatives for a vision statement that can be finalized or amended as the Council deems
appropriate: a set of values to grade Council and staff actions; a set of goals; and priority strategies to be pursued
over the nest two years. Additionally, a list of other issues was identified for follow up and discussion at a later
time and is included in this report.
Attachments to Agenda Packet Item:
1. Goal Setting Workshop Report dated January 15, 2009
2. Revised Attachments B and C of the Goal Setting Workshop Report
3. Resolution
Reviewed by Admin. Svcs. Dir: Reviewed by City Attornev:
Date: 0J
Rev. # 2 Date Last Revised: 3/10/09 File:
ADDrove"v Citv-Managcr:
Date: J 0
CITY OF PETALUMA
CITY COUNCIL/CITY MANAGER/CITY ATTORNEY
GOAL SETTING WORKSHOP
HELD JANUARY 15, 2009
February 2009
,a.MANAGEMENT PARTNERS
m
TABLE OF CONTENTS
Background....................................................................................................................1
WorkshopObjectives.......................................................................................................1
Strengthening Teamwork..............................................................................................2
Norms.............................................................................................................................. 3
Vision, Values, Goals and Priorities............................................................................6
Vision...............................................................................................................................6
Values.............................................................................................................................. 7
GoalSetting.....................................................................................................................8
PrioritySetting.................................................................................................................8
WrapUp..........................................................................................................................9
NextSteps.......................................................................................................................g
„Parking Lot...................................................................................................................... g
WorkshopEvaluation.....................................................................................................10
AttachmentA — Goals.................................................................................................11
Attachment B — Other Issues/Projects For Discussion............................................14
Attachment C — Priorities for Two -Year Work Plan..................................................15
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Background
Good thoughts are no better than good dreams, unless
they can be executed.
Ralph Waldo Emerson
The City Council, City Manager and City Attorney held a full day workshop on January 15, 2009.
The purpose of the workshop was to strengthen teamwork and to establish priorities for the next
two years. The results of the workshop are summarized in this report and will be discussed with
staff and returned to the City Council. The key results of the workshop were a set of norms for
the Council and staff to follow in working together, phrases for a vision statement that will be
finalized, a set of values, a set of goals, and priority strategies to be pursued over the next two
years. Additionally, a list of other issues was identified for follow up and discussion, and are
included in this report.
At the beginning of the workshop, the City Manager explained the importance to the effective
functioning of the organization of having the Council reach consensus on a long-term vision for
the community, establishing goals for achieving the vision, adhering to those goals as a means
of focusing the use of limited resources, and vertically integrating goals through budgeting and
performance objectives. Vertical integration means integrating the Council's goals at every level
of the organization, through budgeting, departmental goals and employee evaluation processes.
The facilitators for this workshop were Jan Perkins and Julie Hernandez of Management
Partners.
Workshop Objectives
• Create a shared understanding of the roles of the Mayor, Council, City Manager and City
Attorney
• Create a consensus on norms of conduct to be followed by the City Council and staff
• Improve team members' understanding of and respect for each other's points of view
• Establish key elements of a vision
• Agree on key goals for the next five years and priority strategies for the next two years
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop —January 15, 2009
Strengthening Teamwork
The only ones among you who will be really happy are those
of you who have sought and found how to serve.
Albert Einstein
Achieving important community goals requires three key elements as shown in Figure 1 below:
teamwork between the Council and staff, accountability for achieving agreed upon priorities,
and resources with which to carry out the priorities. The first part of the workshop was devoted
to a discussion of teamwork. The importance of accountability was discussed throughout the
day. The issue of resources was not discussed, as that will be addressed as part of follow up to
the priorities identified by the Council.
FIGURE 1: ESSENTIAL ELEMENTS FOR ACHIEVING GOALS
Teamwork Accountability
Resources
The Council, City Manager and City Attorney reviewed the notes from the interviews conducted
by facilitator Jan Perkins. The group identified what they liked about the comments in the notes
and what was of concern to them. The items of concern were then discussed. As a result of
the discussion, norms were agreed to that will strengthen effectiveness of the working
relationship and teamwork between the Council and staff.
Consensus on What is Working Well.-
The
ell:The consensus of the group was that they agreed with everything on the list from the interviews
of what is working well on the team now. That list contained the following:
• Good lines of communication between staff and council
• City manager does a great job of informing the council, very proactive
• Council works well with the city manager
• Council understands the budget challenges
• Confidentiality of closed sessions
• Councilmembers are generally respectful
• City manager is approachable
• Councilmembers generally work through the city manager and don't go directly to staff
• Councilmembers do their homework (read staff reports, etc.)
• Councilmembers are plugged into the community — understand their constituencies
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
• Mayor and Councilmembers attend regional meetings and carry out their committee
assignments
• Council send their questions about agenda items in advance of the meetings
• Council compliments staff on occasion
• Collegiality on the dais, normally
• Candid discussions in closed sessions
In addition, group members noted that they like it that the City Manager's responses to
individual Councilmember's questions are copied to all City Councilmembers. Further, the
group noted that the demeanor of the discussion held on January 12, 2009 regarding the
economic development strategy was productive and effective, and that it is a good model for
future discussions.
Consensus on Areas of Concern:
The group identified areas of concern from the summary of interviews. The categories noted
were the following:
• Placing items on the Council agenda and knowing what is coming up on future agendas
• Informing the Council about items of interest
• Communications between the Council and staff
• Expressing concerns about staff
• Asking questions on agenda items
Each of these areas of concern was discussed, resulting in agreements on how they would be
handled. The agreements are described below in the "norms" section.
Urre1-1
Groups have ways of working together that can either enhance or detract from effectiveness.
Identifying desired behaviors and expectations of each other is a way that groups can work
together effectively to achieve important goals. Norms are agreed upon regarding expectations
of how team members will work together.
As a result of discussion about what is working well and areas of concern, the group identified
several norms to follow. The purpose of these is to enhance the Council's and staff's
effectiveness in their respective roles. The group identified the following norms:
1. Reporting to the Council on items of interest to them
• City Manager needs to know what Council wants to hear about and then will be able to
work with staff to report back on those items; Councilmembers will alert the City
Manager to those items of importance to them
• Items of particular policy importance to City Council will be identified separately on
monthly department reports to make it easy for the Council to see the relevant update
2. City Manager has directed staff to respond to City Council questions, but if there is a request
for staff action, research or direction, the request must go through the City Manager
• Councilmembers may email staff with requests for information, but must copy the City
Manager on any email to staff; the City Manager prefers that Councilmembers inform
him prior to contacting staff
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
• Staff is responsible for keeping the City Manager informed about discussions with City
Council
• City Council will use the City Manager as a clearinghouse for requests
3. Councilmembers will not blame staff in public — they will talk to the City Manager privately if
they have concerns
4. Agenda Items
• City Manager determines what gets placed on an agenda
• Under "Council Comments" at a Council meeting, Councilmembers may discuss whether
a particular item be placed on a future agenda; however, the norm is that
Councilmembers should work through the City Manager about such items, and
understand the background, constraints or factors the City Manager considers in placing
items on the agenda
o It was noted that the Council's procedures may need to be changed or updated
to reflect this process, but that would be discussed at a future time, if desired by
the Council or the City Manager.
City Manager and the Mayor work together in preparing for Council meetings
If an ordinance is being considered for second reading and it was not approved
unanimously at first reading, it will not be put on the Consent Calendar, since it typically
will be "pulled" from the Consent Calendar in those cases anyway
A schedule of future agendas to three upcoming meetings, to alert the Council about
items coming up, will be created. This schedule will be considered tentative; the City
Manager will exercise flexibility in shifting items to alternative dates to reflect when they
are ready to be placed on an actual agenda, or for flow control.
5. Questions about agenda items are asked in advance of the meetings so that staff can be
prepared and so the Council can have their questions properly answered
• City Manager's general practice is to inform the entire Council of answers to questions
6. Councilmembers encourage each other to state their reasons for their votes so that others
can understand
• Others should not assign reasons for a Councilmember's vote; assume good intent
7. Access by Councilmembers to the City Manager is open and available
What Councilmembers Need from Staff to be Effective as the City Council:
• Timely, quality staff work
• Plan critical decisions with enough time to discuss; provide more advance notice for
complex items
• Ability to get quick answers to questions prior to the Council meeting; managers with items
on an agenda must be available to respond on Monday
• Advance knowledge of upcoming agenda items
• Financial back-up: total cost of projects and fund balances needs to be consistently
provided
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
• Receiving better answers to Councilmember questions; provide response in context of
bigger picture; anticipate Councilmember questions and provide info within reports so
Councilmembers do not have to do their own research
• Receive unbiased, factual answers; not "political" answers
• Thorough, thoughtful, unbiased analysis of alternatives
• Complete staff work — include viable alternatives, factual information, timely reports, a
professional recommendation
• Follow Councilmember direction even when it is contrary to staff recommendation
• Factual information with the "why's" and/or "why not's"
• Mediate issues before they get to the Council, when possible (e.g., look for compromises,
be proactive, involve stakeholders, coordinate among departments)
What Staff Needs from Council to be Effective as Professional Staff.,
• Clear, concise direction
• Be treated with respect
• Realistic prioritization
• Trust staff and their professional opinions
• Council to stand behind information requested of and provided by staff
• Sustainable budget so that priorities can be implemented and living wages and benefits can
be provided
• Questions asked in a timely manner
• Work with and respect the communication framework
• Encourage an environment of innovation and creativity
• Tell staff what you want; be clear on desired outcomes
• Consistency in direction
• Honesty in communications
• Congratulate staff on victories and acknowledge staff's work
• Provide constructive criticism
• Allow staff to do their jobs — and do not try to do staff's jobs
Staying on Track with Our Norms
The group identified a number of ways they can stay on track with the norms they have created
to work well as a team.
• Councilmembers would like to be told when going off track; the City Manager would also like
to be told about himself or his staff
o Utilize constructive criticism
o Do not be defensive
• Be held accountable and hold others accountable
• Councilmembers should call each other if there is a concern between them (Councilmember
to Councilmember)
• Councilmembers may also take concerns regarding other Councilmembers to the City
Manager; the City Manager will pass the message along — but "don't shoot the messenger!"
• Work on having honest, frank and productive dialogues with each other
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Vision, Values, Goals and Priorities
Getting things done that are of value to the community is best done in context of a clear mission
for the organization, a vision for the future, a set of goals, priority strategies for each of the
goals, and accountable implementation. Figure 2 shows how these are related.
FIGURE 2: CREATING CLEAR DIRECTION
Vision
Policies and goals are ways to implement a longer-term vision the Council has for the
community. A vision is a statement of how they wish the community to be over the next 20 or
more years.
Each person participated in the following exercise: Imagine that you have been out of the
country for 20 years and haven't heard anything about Petaluma during that time. You return
for a reunion of City Councilmembers. This is what you see and what you hear (representing
your hopes for the future): .11
The following phrases were offered by Councilmembers, City Manager, and City Attorney:
• UGB kept city's identity intact; downtown still a hub, magnet and catalyst; train allowing
city to grow without sprawl by increasing flow into and out of city
• Vibrant, welcoming, healthy and whole place with purpose
• Petaluma is fiscally healthy compared to other cities
Management Partners, Inc.
CA
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
• Petaluma has developed economically and culturally while remaining true to its historic
origins and small town character
• Vibrant self contained, self sufficient community that has embraced the future while
cherishing the past
• Looks like the same Petaluma... only better
• Has a caring and involved citizenry with a strong sense of community
• Healthy thriving community that has not lost its connection to its past and provides well
for all its citizens' needs
• Train, thriving downtown/economy; railroad property is built out; safe healthy community;
walk on river trail from the north end of town to the south end; agricultural
Emerging Themes: The group discussed the phrases and identified several themes and key
items to include in a vision statement, as follow:
• History
• Charming downtown
• Quality of life
• Implement the general plan
• Economic stability
• Healthy
• Sense of place, purpose and community
• Provides well for residents
• Vibrant
As a starting point, the following draft vision statements are provided for further refinement by
staff and Council:
Petaluma's sense of place and purpose shows well in our vibrant, welcoming city, our
charming, historic downtown, our high quality of life and in our ability to provide well for
our community.
Petaluma maintains our vibrancy, health and wholeness through a historic and
charming downtown, economic stability to provide well for our residents, and a strong
sense of place and purpose.
Values
The values of an organization drive goals and priorities and how implementation occurs. The
group identified the following values as having high importance:
• Sustainability (having a long term orientation about everything we do)
• Integrity
• Fairness
• Accountability (all the way down through staff; connects with the vision)
• Respect
• Responsive to residents; government helps and cares; resident oriented
• Dedication
• Creativity and innovation
• Honor thepast/history
One additional value the City Manager added to the list following the workshop is teamwork.
Management Partners, Inc. `
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Goal Setting
Goals set the framework for policies that guide the direction and focus of the organization,
budget decisions and allocation of other resources, such as staff time. Goals are "up on the
balcony" wide views of opportunities for change and improvement. They are statements of how
you want the future to be. Goals provide the "why" (larger meaning and context) of the specific
actions the agency takes. They help the management team and Council to decide which of the
many worthy projects should be done and when, within available resources.
During the interviews held with each Councilmember, City Manager and City Attorney, the
question was asked about important priorities. The responses were then combined and placed
into categories for discussion. At the workshop, the goals and items on the list were reviewed.
Attachment A contains the goals and priorities identified by Councilmembers, and the remaining
list of items suggested for attention.
Priority Setting
Priorities are inherently choices between competing needs. Many things are important for the
City, but not everything can be done. Priorities serve as the basis for determining how
resources (e.g., staff effort, funding) will be allocated. Additionally, when priorities are clear,
staff and Council understand when and how further adjustments in staff effort are made when
required. The City has an ambitious work program, with many projects that are important to the
City. Given the resources available to the City, it was important to the Council and staff to set
priorities so that the most critical items would be achieved. Each Councilmember was
provided dots to select their top priorities. The result was a list that is provided below. The
items with three or more dots are recorded below in Table 1.
TABLE 1: TOP PRIORITIES IDENTIFIED BY COUNCILMEMBERS AT WORKSHOP
Number of
Item
dots
• Complete and implement an overall economic development strategy that places priority on
strengthening existing businesses and attracting those new businesses that add value
7
("road show" is part of this)
• Construct ball fields (E. Washington), if fundinq becomes available
5
• Revise redevelopment priorities based on maximum economic investment strategV
4
• Implement the Central Petaluma Specific Plan — maximize development potential around
transit oriented development
4
• Extend urban growth boundary timeline from 2018 to GP timeline of 2025
4
• Enable City Council to be able to prioritize development (figure out how to deal with people
already in the pipeline; be proactive)
4
• Review water and sewer rates
3
• Streamline the development review process (improve transparency, user friendliness,
3
timeliness, providing answers in a reasonable time frame)
• Green technology (includinq enerqy stimulus funds)
3
• Conduct planning and permitting work for transportation improvements, to be ready to build
when money is available
3
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop —January 15, 2009
Other Issues: At the conclusion of this discussion, Councilmembers identified a list of other
issues or interests that may be brought up or worked on during the year. Some of these are
underway and others are not and will require prioritization and resource allocation, if they are
deemed of high importance to the Council. The list of these other issues is provided in
Attachment B.
During discussion of next steps, it was recognized that a number of the projects or issues
mentioned by Councilmembers, the City Manager or City Attorney will be moving forward during
the next year or two. Therefore, as a follow up step, the City Manager will identify the items in
Attachment A and B that are scheduled to move forward or will be necessary to pursue. Those
items will be placed into the table shown in Attachment C. Currently, Attachment C only
contains the top priorities listed in Table 1 above.
Wrap Up
Next steps, a review of the "parking lot" and a workshop evaluation were part of the wrap up at
the end of the workshop.
Next Steps
• City manager will discuss the Council's top priorities with staff (will identify resource
requirements/whether currently available, timelines, assignments)
• City manager will identify other items for two-year work plan (items that are moving
forward on a schedule that are already or should be included in the work plan)
• City manager will report back to Council on the priorities and receive approval of the
direction
• This plan should be considered a living document, with progress reports to be made
• Cost benefits analysis of other emerging issues and projects will be made as issues arise
"Parking Lot"
During the workshop, as items were raised that should be dealt with at another time rather than
during the workshop, they were placed on a "parking lot" flipchart. The following items were
recorded:
1. Community Development Department (process issues, problem solving and customer
service to applicants, timeliness)
2. Rose bush commemoration
3. Smoking in the parks
4. Process for mediating controversial issues prior to going to Council
Management Partners, Inc. ,�/
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Workshop Evaluation
The group identified what they particularly liked about the workshop and what they would have
liked to see different.
Liked
• Groundwork in beginning helped
• Meeting ahead for interviews was helpful
• Relationship building work in the morning
was of substance; built a good base for
our work in afternoon
• Core priorities came out using the "dot
votinq" method
• Able to reach consensus
A
Could have been better
• More dots needed for voting
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Attachment A — Goals
Five categories of goals were created as a result of the interviews with Councilmembers, the
City Manager and City Attorney. Priorities and other projects of interest are listed under each of
the categories.
• Financial stability
• Council/staff effectiveness and decision making
• Development and sustainability
• Economic development
• Capital improvements
Cateciorv: Financial Stabilitv
Goal: Improve and enhance fiscal stability and sustainability.
Council Priorities:
• Revise redevelopment priorities based on maximum economic investment strategy
• Review water and sewer rates
Other projects of interest:
• Define what it means to go "back to basics" and market the fact we can only do the basics
• Make determination about expected service levels and facilities — and how to pay for them
• Create a plan for paying for capital improvements without impact fees (which will occur in
the future with diminished development)
• Look for revenue enhancement opportunities wherever they exist —short term opportunities
are important now
• Review all services and funding; acknowledge that revenues are not likely to return to
previous levels any time soon; examine staffing levels in all departments
• Develop new funding source(s) for landscaping, trees, sidewalks to provide maintenance on
a self-sustaining basis
• Reorganization of services and operations
Cateqorv: Council/Staff Effectiveness and Decision Makinq
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 interest.
• Restore functionality and civility to the Council
• Reach Council consensus regarding a long-term vision for the community, establish broad
and specific goals for achieving the vision, adhere to those goals as a means of focusing the
use of limited resources, and vertically integrate goals through budgeting and performance
objectives.
• Evaluate organizational management and business practices, and administrative policies
and procedures, and correct or update as appropriate
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop —January 15, 2009
• Establish a values -driven corporate culture, with an emphasis on values of sustainability,
integrity, fairness, accountability, respect, responsiveness to residents, dedication, creativity,
and honoring history
• Earn and maintain public trust through transparency, accountability, communication and a
common sense approach to problem solving and decision making
• Provide opportunities for staff teambuilding to strengthen staffs' ability to implement city
policy and programs, and create a strong teamwork culture
• Enable and support staff competence, accountability and cost management
• Strengthen staff teamwork within this environment of fewer employees to do the work
Cateqorv: Development and Sustainabilitv
Goal: Create and implement clear direction on development and sustainability
objectives.
Council Priorities:
• Streamline the development review process (improve transparency, user friendliness,
timeliness, providing answers in a reasonable time frame)
• Implement the Central Petaluma Specific Plan — maximize development potential around
transit oriented development
• Extend urban growth boundary timeline from 2018 to GP timeline of 2025
• Enable City Council to be able to prioritize development
Other projects of interest:
• Structure ordinances, procedures, the organization and service delivery to support climate
protection and sustainability, and promote responsible (smart) growth (1 dot)
• Reach Council consensus on the definition of responsible (smart) growth
• Complete the zoning code update
• Improve performance of Community Development (Council to provide clear direction to staff,
and enable staff do their jobs; process improvements in CD, with assistance from Council as
needed)
• Focus development on the transportation corridor (make progress on planning and
approvals, even if private investment will not occur in the near term due to the economy)
• Identify priorities in the General Plan to be implemented; set clear direction as a Council
• Set clear direction in interpreting the General Plan (e.g. right to develop, ridgeline
development)
• Work more in partnership with other agencies to improve development (e.g., transit oriented
development, tourism, SMART train, asphalt plant, other projects)
• Identify issues related to development where policy decisions are needed, and then make
decisions on those items; e.g.:
o Where development should occur
o What type of business to encourage to locate
o Fill existing buildings or build new
o Determine how to implement Steinberg 375 (Sustainable Communities Strategy) in
Petaluma
o Applicability of fiscal impact reports and potentially adding other components to impact
review requirements
o Growth Management policy
• Inform the community about Zoning Code
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Cateciorv: Economic Development
Goal: Attract and retain businesses in Petaluma to enhance the tax base, jobs and
quality of life for the community.
Council Priorities:
Complete and implement an overall economic development strategy that places priority on
strengthening existing businesses and attracting those new businesses that add value
(includes "road show")
Green technology (including energy stimulus funds)
Other projects of interest:
• Create a better business climate — improve the City's relationship with businesses
• Identify niche markets that could attract sales tax
• Identify ways to create jobs
• Heritage Tourism
Category: Capital Improvements
Goal: Plan for and implement priority capital projects as funding permits.
Council Priorities:
Construct ball fields (E. Washington), if funding becomes available
Conduct planning and permitting work for transportation improvements, to be ready to build
when money is available
Other projects of interest:
• Improve the overall condition of Petaluma's streets, sidewalks and transportation system
Acquire the rest of McNear Peninsula for a passive use park, when funding is available
• Replace Fire Station 1, when funding becomes available
• Build a new police station, when funding is available Establish an area for day laborers
(ex: Healdsburg)
• Economic Stimulus Package
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Attachment B — Other Issues/Projects for Discussion
The following is a list of other issues or projects that were listed by individual Councilmembers
after the priorities were discussed. This list contains items that may be underway or may not
have been discussed or approved for staff action. In cases where the item is underway by staff,
an update can be provided to the Council as to the status of the item. These are not listed in any
priority order but rather are listed in the order mentioned.
• Possibility of a health and safety bond measure
• Need to work with school district on issues
• Smart code
• Discuss TOT distribution
• Revise City Charter
• Outreach to businesses regarding air quality requirements
• Smoking in the parks
• Increase reserves by selling surplus property
• Monitor new federal money availability
• Pursue open space grants
• Wifi for the downtown
• FEIA modifications
• Farmers market
• Fairgrounds — future
• Review roles of all commissions
• Swim center season
• Non -profits
• Restore membership in League of California Cities
• Fine tune the sprinkler retrofit ordinance
• Cost recovery
• Housing fee schedule
• Property purchases while prices are lower
• Labor negotiations
• Water conservation — retrofits
• Equipment replacement fund planning
• Water storage tank project
• Zoning ordinance update
• Emergency preparedness planning
• Ranked voting for Council elections
• Review four day work week
Management Partners, Inc.
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City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Attachment C — Priorities for Two -Year Work Plan
The following contains the top priorities as identified by the Council at the workshop. As noted
in the discussions, there are other items that are underway or will be initiated during the two
year timeframe of this plan. Those items can also be included in this table in order to show the
full picture of the City's priorities for which staff time and other resources must be allocated.
Resources Already Project Will Be
Allocated and Project Initiated
Category Project Underway (yes/no) (yes/no)
Financial Revise redevelopment priorities based on
Stability maximum economic investment strategy
Review water and sewer rates
Council/Staff
Effectiveness
and Decision
Making
Development Implement the Central Petaluma Specific Plan
and — maximize development potential around
Sustainability transit oriented development
Extend urban growth boundary timeline from
2018 to GP timeline of 2025
Enable City Council to be able to prioritize
development (figure out how to deal with
people already in the pipeline; be proactive)
Streamline the development review process
(improve transparency, user friendliness,
timeliness, providing answers in a reasonable
time frame)
Economic Complete and implement an overall economic
Development development strategy that places priority on
strengthening existing businesses and
attracting those new businesses that add
value ("road show" is part of this)
Green technology (including energy stimulus
funds)
Management Partners, Inc.
City of Petaluma
Report of Goal Setting Workshop — January 15, 2009
Category
Project
Capital Construct ball fields (E. Washington), if
Improvements fundinq becomes available
Conduct planning and permitting work for
transportation improvements, to be ready to
build when money is available
Management Partners, Inc.
Resources Already
Allocated and Project
Underway(yes/no)
Project Will Be
Initiated
(yes/no)
I
UPDATED - Attachment B
Other Issues/Projects for Discussion
The following is a list of other issues or projects that were listed by individual Councilmembers
after the priorities were discussed. This list contains items that may be underway or may not
have been discussed or approved for staff action. In cases where the item is underway by staff,
an update can be provided to the Council as to the status of the item. These are not listed in any
priority order but rather are listed in the order mentioned.
Possibility of a health and safety bond measure
Need to work with school district on issues
o Parks & Recreation worked jointly with the School District on relocation of the
Youth Employment programs that were formally sponsored by the City and
hosted at the Teen Center. This resulted in maintenance of the program. As well,
the City/School District have collaborated extensively on development of the
Petaluma Youth Network. Additional collaboration is necessary in the area of
joint use of facilities, where enhanced partnerships could result in better
opportunity for use of all facilities, and enhanced service to the public. A draft
joint use agreement was submitted to the school district for review some time
ago. (Brodhun)
• Smart code
o Discussion on the Smart Code is anticipated as part of the zoning ordinance
update, tentatively scheduled for March 16'h Council meeting. (Moore)
• Discuss TOT distribution
• Revise City Charter
• Outreach to businesses regarding air quality requirements
• Smoking in the parks
o Issue of banning smoking in parks was considered by the Recreation, Music &
Parks Commission, who recommends Council approval of such a ban. Staff is
preparing the ordinance for future consideration. (Brodhun)
o Enforcement of no smoking ordinances is currently underway in designated
parks given available resources and time constraints. (Hood)
• Increase reserves by selling surplus property
• Monitor new federal money availability
o Each year, FEMA requirements for grants like FireAct, DHS, and Prevention,
SAFER, usually change in scope. The requirements change as do the priorities
and the emphasis on what will be funded and what the matching requirements
are. Fire continually monitors these requirements, looking for opportunities that
benefit the City as well as exploring other grant/funding opportunities wherever
they exist. (Anderson)
o Public Works monitors and receives up-to-date information on federal money
availability for infrastructure and transportation projects through monthly
attendance at SCTA meetings. (Marengo)
• Pursue open space grants
o In 2008, the City submitted 3 projects to the Open Space District for
consideration (E. Washington Park, LaCresta Ridge, and Paula Lane), who
awarded $3 million ($2M for LaCresta Ridge and $1 M for Paula Lane) for open
space acquisitions. City also submitted two grant applications for the Denman
Reach Ph. 3 River Plan implementation project (flood terrace and trail) to the
0
Calif. Resources Agency and the State Dept. of Water Resources for a maximum
of $2.14 million. Pending resolution of the state budget, grant awards may occur
in June 2009 for this open space acquisition. (Brodhun)
• Wifi for the downtown
• FEIA modifications
o A member of Council suggested amendments to the current FEIA resolution at a
January Council meeting, however, the consensus of the Council at that time
was that no amendments were necessary. (Moore)
• Farmers market
o Enforcement at the Famers Market is currently handled with existing staff. (Hood)
• Fairgrounds
o The City Attorney's office is ready to proceed with finalization of an updated
lease based on the City's objectives and requirements for the renewal period
once they are determined. (Danly)
• Review roles of all commissions
o The enabling legislation for most City subordinate bodies has recently been
updated in conjunction with Council appointments to fill vacancies. The updated
legislation addresses the purpose of the body, its role, authority, composition,
quorum, terms of members and other particulars. The basic format of
subordinate body enabling legislation has been made consistent as much as
possible. (Cooper/Danly)
• Swim center season
o Staff has been engaged with reps of local swim clubs/teams pursuing a
partnership that would serve to preserve and extend the swim season. It appears
there is insufficient revenue for such a partnership, thus staff has engaged in
discussion with an interested and qualified private pool operator to examine the
feasibility of a public/private partnership. The purpose of such an arrangement
would be preservation of the season, possible lengthening of the season, and
cost savings to the City. (Brodhun)
Non -profits
o Fire interacts on an extensive basis with CERT, Salvation Army, Red Cross,
PPSC, Prepare Petaluma, etc., relative to their role and assistance to the City
during disaster and large scale emergency events. (Anderson)
Restore membership in League of California Cities
Fine tune the sprinkler retrofit ordinance
o This ordinance is in the process of revision due to a prevailing wage issue that
surfaced late in 2008. The intention of the ordinance was to serve as an
incentive, and make it more affordable to install sprinklers. However, there is the
expectation the City would install a 12" waterline down Petaluma Blvd, from
Washington to Western. Without the water main, businesses on the Blvd. cannot
install the required fire sprinklers. Currently, there is no plan to address this
issue. (Anderson)
Cost recovery
o Fire utilizes cost recovery for ambulance billing and collections, State
CalFire/OES wildland deployments, State Water Resources Underground
Storage Tank Cleanup Fund, etc. There are several third party vendors who
specialize in billing insurance companies for costs associated with emergency
response services. (Anderson)
Housing fee schedule
Property purchases while prices are lower
• Labor negotiations
• Water conservation — retrofits
• Equipment replacement fund planning
o Fire operates of fleet of 18 pieces of rolling stock (from vehicles to fire engines).
With respect to the City's ability to fund the replacement of this fleet within the
existing "Replacement Cycle", Fire is in the process of updating the cycle by
pushing it back. Fire is also exploring lease purchase options to see if there is
any merit with that approach. Replacement of core service equipment is under
development. A replacement program for items such as EKG -Heart Monitors,
Jaws of Life rescue tools, SOBA, etc., will be covered under a Strategic Priorities
Equipment Acquisition & Replacement Plan. (Anderson)
• Water storage tank project
• Zoning ordinance update
o Discussion of the update is tentatively planned for the March 161" Council
meeting. (Moore)
• Emergency preparedness planning
o Ongoing emergency preparedness planning and training is continuous in the Fire
Department. Items either planned or under consideration are (a) departments
assigned ICS subject matter experts; (b) public preparedness presentations (c)
PVH disaster coordination; (d) prepare Petaluma Preparedness coordination.
(Anderson)
• Ranked voting for Council elections
• Review four day work week
o This schedule has not caused any significant problems. Patrol and dispatch are
still exempt from the requirement. (Hood)
o Four-day work week eliminates one day of commuting for approximately 1/3 of
the workforce, helping City meet CO2 reduction goals. Small amount of energy
savings by not turning on lights/heat/AC in majority of buildings 3 days a week.
Disruption to public has been minimal. Custodial services reduced, resulting in
contract savings.
• Laserfiche Electronic Document Management System
o Although not identified during Council's goal setting workshop, the system will
benefit staff and the public by providing easy access to documents currently not
on the City's website, reduce costs associated with copying documents and the
costs associated with off-site storage requirements. (Cooper)
UPDATED - Attachment C
Priorities for Two -Year Work Plan
The following contains the top priorities as identified by the Council at the workshop. As noted in the
discussions, there are other items that are underway or will be initiated during the two year timeframe of this
plan. Those items can also be included in this table in order to show the full picture of the City's priorities for
which staff time and other resources must be allocated.
Project Will
Resources Already Allocated and Project Be Initiated
Category Project Underway (yes/no) (yes/no)
Financial Revise redevelopment priorities Yes—Fire Station I relocation, complete SPARC Yes
Stability based on maximum economic resulting in 7 of 9 steps completed in this project
investment strategy (Anderson)
Yes — City Manager and CDD Director have been
meeting with Seifel Consulting since last October to
create a series of work -shops for Council to provide the
informational basis to reconsider redevelopment
priorities. First workshop was held Nov. 3008, and
second workshop was held Feb. 2009. Based on
direction from second workshop, consultants and staff
are preparing a revised priority recommendation that
combines specific projects and programs for investing
the agency's available funding and utilizing the
evaluation criteria identified in the workshops. Process
will conclude in the next 60-90 days through a
combination of Council actions on the required mid-
point review of the adopted 5 Year Implementation Plan
and the FY 09/10 agency budget. (Moore)
Review water and sewer rates Yes. (Ban)
Council/Staff
Agree on norms and practices
Yes. Communication and interaction norms were Yes
Effectiveness
for Council/staff communication
reviewed and agreed to at the January 15, 3009 City
and Decision
and interaction.
Council workshop.
Making
Development
Implement the Central Petaluma
Yes. In addition to the existing policies in the Specific
and
Specific Plan — maximize
Plan that support transit -oriented development, the
Sustainability
development potential around
portion of the Specific Plan area closest to the
transit oriented development
downtown transit station has been designated a Priority
Development Area as part of the regional FOCUS
program that males the area eligible for various
planning and infrastructure grants. Successful
implementation of the plan is contingent on available
City resources to support advanced planning and grant
writing; strategic investment in essential infrastructure
improvements; and an approach to development that
focuses more on initiatives in targeted areas rather than
reacting to project -by -project proposals on individual
sites. (Moore)
Project Will
Resources Already Allocated and Project
Be Initiated
Category Project
Underway (yes/no)
(yes/no)
Extend urban growth boundary
Yes. Council discussed submission of a ballot measure
Yes
timeline from 2018 to GP
to extend the lifetime of the UGB from 12/31/18 to
timeline of 2025
12/31/25 at their March 3, 2009 Council meeting and
Rave direction to offer a UGB extension initiative to the
voters in November 2010. Council also requested staff
estimates of the City resources required for the UGB
update and staff response addressing sonic of the
Council's options regarding the update itself.
Enable City Council to be able to
No. One or more Council workshops may be necessary
Yes
prioritize development (figure out
to create the framework from which an effective
how to deal with people already
prioritization policy could be developed. (Moore)
in the pipeline, be proactive)
Streamline the development
Yes — the Fire prevention Bureau is a part of the
Yes
review process (improve
development review process (Anderson)
transparency, user friendliness,
timeliness, providing answers in
Yes. Prior to the September 2008 layoffs, staff
a reasonable time frame)
resources had been allocated through the comprehensive
update of the development code, to address procedural
roles and responsibilities established by existing
regulations and practice. The lack of available staff
resources have delayed recommendations and will
continue to be a factor in implementing this priority. In
addition to changes to the regulatory and procedural
framework, a streamlined development review process
will also require improving the communication between
staff and decision -makers; regular training and
education for staff, decision -makers and the public; and
continuing customer service initiatives consistent with
available resources. (Moore)
Public Works has existing staff that provides
development review services. (Marengo)
Economic Complete and implement an
Yes -Fire sprinkler retrofit resolution "update"
Yes
Development overall economic development
(Anderson)
strategy that places priority on
strengthening existing
Yes. The City Manager and CDD Director prepared a
businesses and attracting those
proposal to solicit interested consultants in preparing an
new businesses that add value
economic development and implementation strategy to
(load show" is part of this)
focus the City's efforts. A workshop was held in Jan.
1009 to solicit public input on the draft proposal. A final
draft proposal and consultant selection procedure, based
on Council and community, input, is underway and
anticipates completion of the study by February 2010.
(Moore)
Green technology (including
Staff is working on completing a Climate Action Plan
Yes, if funding
energy stimulus funds)
which identifies specific projects. In addition, staff has
becomes
identified many potential green/efficiency projects to
available
pursue when funding is available. (Marengo)
Project Will
Resources Already Allocated and Project Be Initiated
Category Project Underway (yes/no) (yes/no)
Capital Construct ball fields (E. Yes. Design/construction documents will be completed Yes, if funding
Improvements Washington), if funding becomes for the first phase of construction (3 lighted fields) by becomes
available spring 2009. (Marengo) available
Conduct planning and permitting E. Washington Interchange has resources allocated Project will be
work for transportation
(Caltrans, SCTA, consultants, PW staff). This project
advanced to
improvements, to be ready to
has committed funds through design with an approved
construction in
build when money is available
funding plan for right-of-way acquisition and
approx 16
construction. (Marengo)
months.
Old Redwood Highway Interchange has resources
Project will be
allocated (Caltrans, SCTA, consultants, PW staff). This
advanced to
project has committed funds through construction.
construction in
(Marengo)
approx.2011.
Rainier Avenue Cross -Town Connector/Interchange has
Project will be
resources allocated (Caltrans, consultants, PW staff).
advanced to
This project has committed funds through design with
EIR prep and
an approved funding plan for right-of-way acquisition
approval
and construction. (Marengo)
between 2009-
2011, with
construction
starting in
2014.
Construct new Police
Preliminary space needs assessments have been
Yes, if funding
Department facility
completed and initial conceptual drawings completed.
becomes
(Hood)
available
t�V
RESOLUTION ENDORSING AND ESTABLISHING THE CITY COUNCIL'S
GOALS AND PRIORITIES FOR 2009 - 2010
WHEREAS, the City Council, City Manager, and City Attorney held a Rill day
workshop on January 15, 2009; and
WHEREAS, the purpose of the workshop was to strengthen teamwork and to establish
goals and priorities for the next two years; and
WHEREAS, a consensus was reached on the norms of conduct to be followed by the
City Council and staff to strengthen the effectiveness of working relationships and teamwork
between them, as well as an understanding of the roles of the Mayor, Council, City Manager, and
City Attorney; and
WHEREAS, five categories of goals were agreed upon for the nest five years, with
priorities established within each category for the nest two years, along with other projects of
interest; and
WHEREAS, a vision statement and values for the organization were identified, to be
further refined by the Council.
NOW, THEREFORE, BE IT RESOLVED THAT the City Manager will identify and
establish a two-year Work Plan for items that are moving forward on a schedule; and
BE IT FURTHER RESOLVED THAT the Work Plan should be considered a living
document, with periodic progress reports to be made to the Council on the priorities, with
approval and direction given to staff, along with cost benefits analysis of other emerging issues
and projects made as issues arise; and
BE IT FURTHER RESOLVED THAT the City Council does hereby endorse and
establish the Goals and Priorities established at the January 15, 2009 goal setting workshop.
V