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HomeMy WebLinkAbout2005-01-24; City Council; MinutesSPECIAL MEETING OF: CITY COUNCIL ANNUAL WORKSHOP DATE OF MEETING: January 24-25,2005 TIME OF MEETING: 8:OO a.m. - 500 p.m. PLACE OF MEETING: Farmer’s Building - Third Floor January 24,2005 The Mayor called the meeting to order at 8:lO a.m. for an informal breakfast. Mayor Pro Tem Hall arrived at 8:23 a.m. and all Council Members were present plus the City Manager, the City Attorney and Joe Sterling, Sterling Insights, as facilitator. The Mayor introduced the day and outlined the expectations and emphasized the value of the workshop. The Mayor called on all Council Members for comments and then called on Mr. Sterling who outlined the Goal Setting Event two-day program including the following: 0 0 0 0 0 0 0 0 0 0 0 0 Council operations and effectiveness Fiscal scenarios Fiscal conditions report and dialogue Citizen expectation scenarios City effectiveness report Dialogue regarding gaps Prioritizing exercise 2003 goals language: Does it still work? Work round 1 : Revenue generation Work round 2: Service levels Work round 3: CIP and amenities Update on Council strategic goals Mr. Sterling then presented strategic issues and a one-page handout (see attachment 1) and Council discussion ensued. The Mayor called for a break at 950 a.m. and reconvened at 1O:Ol a.m. The Mayor called on Mr. Sterling to introduce a project time-progress model and applied it to future CIP projects e.g. wireless communications facilities, Cannon Road Reach 4B, golf course, swim complex, City library on Dove Lane, City Center vision, and asked Council Members to place specific projects on a time line containing progress points as shown on attachment 2. Candidates for this progress-time model included the South Carlsbad Redevelopment Area, the Civic Center, the Center City Gateway project, parks including Hidden Canyon Park, Aviara Park, Alga Norte Park, Pine Park, the acquisition of State property in the coastal zone, the Public Works Center, the shooting range, the City training center, the learning center, commercial signage, arts integration, wireless/cable TV, Faraday/Melrose Roads, desalination project, recycled water project, village parking, north State Street and certain “soft projects” including affordable housing, Housing Element of the General Plan, a “wants and needs analysis” for the Redevelopment Area, temporary farm worker housing, large format retail zoning, solid waste collection methods, open space acquisition process and Proposition C issues. The Mayor then called for a Leadership Team presentation at 10:49 a.m. Mr. Sterling outlined days 1 and 2 and introduced discussion of the financial forecast and citizens’ expectations, encouraged questions and input from staff and reviewed Scenario Version 2: Fiscal Fitness of Land-Use Plan vs. State Fiscal Restructure (see attachment 3) from 2003 leading to an update for 2004 and 2005. Mr. Sterling introduced Finance Director Lisa Hildabrand who presented the financial forecast and explained the background and considerations of state and local revenues with the aid of slides. (A copy of her slide presentation is on file in the office of the City Clerk). Ms. Hildabrand continued with the state and regional forecasts with the input from the USD and UCLA forecasts and then continued with the local financial forecast. She highlighted that the five largest revenue sources comprising approximately 78% of Carlsbad’s revenue include property taxes, sales taxes, transient occupancy taxes, franchise fees, and business license taxes. Finance Director Hildabrand discussed the forecast for each of these major revenue sources. She next turned from revenue forecast to the expenditure forecast explaining the assumptions underlying it. Therefore, the operating budget forecast for the general fund is balanced through 2015 (see attachment 4). She then responded to Council Members’ questions and then Mr. Sterling asked to compare/plot this year‘s financial forecast on last year’s forecast and highlighted the differences which included certain fee increases, the addition of a storm water fee and the fact that positions were held constant. The Mayor then called for a lunch break at 12:20 p.m. The reconvened the workshop at 12:48 p.m. and called on Mr. Sterling who presented Scenario: Service Delivery Level vs. Quality of Life Expectation (see attachment 5) and discussed this Scenario. He then introduced the Performance Measurement Team consisting of Lynn Diamond, Public Safety, Joe Garuba, City Manager’s Office, Chris Heiser, Public Safety, Kerry Jezisek, Administrative Services, Pat Kelley, Community Development, Linda Kermott, Public Works and Sue Spickard, Community Services. Ms. Diamond introduced the citizen survey for 2004 (previously on file in the office of the City Clerk). She, in turn, introduced Mr. Kelley who discussed balanced community development and highlighted specific sections. Mr. Kelley then introduced Mr. Garuba who discussed citizen connection highlighting volunteer programs, which added approximately $1 million in value to City services. He continued covering the areas of communication, confidence in local government, information dispersal, strategic plan for communications and turned the presentation over to Ms. Kermott who explained environmental management highlighting sewer flows, solid waste with suggestions on ways and means to meet or exceed the state required 50% goal, storm water and waste water. She then turned the presentation over to Mr. Garuba 2 who discussed financial health, general fund revenueslper capita, liability fund performance and then introduced Ms. Spickard who discussed lifelong learning, recreation measures, parks, open space and trails, and the benchmarks for each of those performance standards. A new standard was added this year on the length of City trails and noted that 14 miles of trails have been added to the City system. She then turned the presentation over to Ms. Jezicek who covered top quality services, the overall citizen satisfaction which is over 90% of good or excellent ratings, internal services, facilities and maintenance group which experienced a 12% increase in ratings over last year, the fleet availability performance measure. She then continued the discussion including the Human Resources Department, Information Technology and the Information Technology survey and then turned the presentation over to Mr. Heiser who discussed top quality services, public safety section including life, property and environmental factors in safety and their associated levels of satisfaction. He continued with the fire service response times and police services including crime cases cleared. Ms. Kermott then discussed transportation and circulation including roadway circulation measures, water measures including cost, quality and service, the maintenance assessment program and the recycled water program. Mr. Garuba concluded the team presentation and the Mayor called for Council comments and thanked the team for its excellent presentation and emphasized the need for the distribution of this information to the public so that it can be apprised of the ways and means by which the City is expending the public’s funds and obtaining results and feedback. The Mayor then called for a break at 3:OO p.m. and reconvened at 3:lO p.m. The Mayor called for a discussion of the gaps in the culture of the municipal corporation, where we should strive to be including process improvement concepts. Council discussion followed. The Mayor called for public input and there being none, thanked all for their complete and thorough discussions and excellent presentations and adjourned the meeting at 4:34 p.m. Januarv 25.2005 The Mayor called the meeting to order at 8:02 a.m. for an informal breakfast. All Council Members were present, plus the City Manager and the City Attorney and certain members of staff. The Mayor called on Mr. Sterling who outlined day 2 of the workshop and asked for feedback and insights from the previous day. The Mayor and Council Members offered comments and insights from the previous day and Mr. Sterling explained the projecffinitiative timeline and developed it with certain projects from a list generated by Council Members and staff. Part of the discussion distinguished level of priorities and whether or not they are mandated by state or local law. The electorate has also expressed its opinion on certain projects. The Mayor then called for a division of Council Members and staff into eight small groups to discuss the following initiatives: 3 The Housing Element update The golf course project Desalination project Process improvement South Carlsbad Redevelopment Area Redevelopment standards for the downtown redevelopment area Large format retail City traininglpublic works center/shooting range/fire training Each group discussed the projects and then reconvened to report out and discuss with the Council. Each group was given a rating sheet with the following results: Item Score South Carlsbad Redevelopment Area 11 Public Works/Safety/Training Cluster 10 Housing Element update 8 Desalination Project 8 Large format retail 7.5 by applying each of the Council’s ten goals to these project areas. Mr. Sterling summarized the output reports and asked for the Council to consider how to prioritize these project areas within the available budgets with the questions which of the project area are essential; which of the project areas must be accomplished. With this baseline, then project areas can be added back corresponding to funds availability. The Mayor commented that priorities are established in view of the financial forecast presented at yesterday’s workshop. The Mayor then called for a working lunch and further discussion of project areas. The Mayor then called upon Mr. Sterling at 12:17 p.m. to further discuss and prioritize projects and focus on which are essential and which must be accomplished. Mr. Sterling listed 26 project areas for Council priorities to facilitate the City Manager assigning workload for each of them over the next one-year horizon. These project areas range from the Housing Element update to the Alga Park as shown on attachment 6 (email picture of the rating chart that Council developed). The formal priorities will be established when the City Council considers and approves the Operating and Capital Improvement Budgets for Fiscal Year 2005/2006. The Mayor called for a break at 1:25 p.m. and reconvened the Council workshop at 1:38 p.m. The Council discussed the use, need and desirability of the use of volunteers and inquired as to the ways and means that this area could be expanded. Ms. Diamond explained the goals on increasing the use of volunteers for the assistance of delivery of projects and services and that this was an existing goal area, which would be presented to the Council at a future meeting. 4 Council then discussed the need or desirability of public art in various public capital improvement projects. Arts Manager Peter Gordon explained the very expansive definition of public art in use by the Arts Office since December I996 (see attachment 7). Mayor Pro Tem Hall then reported on the status of the auto center expansion proposed by the Encina Wastewater Authority and Council Member Sigafoose reported on the requests by the Beach Preservation Committee to be included in the goals process. The Council then continued with a discussion of communications or correspondence on issues of community concern, including directions to the City Manager or City Attorney, as appropriate, for the scheduling of items for future agenda, workshops or study sessions. The Mayor then called on Mr. Sterling who passed out last year’s goals, the Council Members made comments and directed the City Attorney to revise the documents and return for consideration and adoption at a future Council workshop. The City Manager discussed the City of Carlsbad project schedules with the aid of a handout and explained projects and timelines (see handout on file in the office of the City Clerk). The Mayor called for public input and there being none, thanked all for their excellent thinking, presentations, input and discussions throughout the workshop and adjourned it at 3:07 p.m. pqpectfu I ly submitted , RONALD R. BALL City Attorney as Clerk Pro Tem 5 Strategic Issues? .” _- x *- *_-- Relationship of Trust: Citizen - Council = Staff The challenge of doing as much as possible with less than usual will put a strain on relationships all over the system of citizens-council-staff. Whenever individuals or groups sense that they are at risk of not getting what they want, or have become accustomed to, relationship dynamics shift, Whereas, under normal conditions the players may have achieved a cooperative or even synergistic pattern, increasing risk can drive otherwise amiable parties into power struggle. There may appear to be a degradation in relationships under these conditions as tensions rise. The concern is fundamentally one of trust. The question behind the tension is, “Will I get my way about the things I hold dear when I need it?” The way through the tension and back to cooperative relations is through dialogue. With understanding comes compassion. With compassion comes the energy to find creative win-win solutions. The bridge of trust, built over troubled waters of power struggle, leads through the land of cooperation and to the high ground of synergy. Ci of Carlsbad City Council 8 Leadership Team Event #l November 20,2003 ATTACHMENT 1 h 6 r ,s,, ., ,. Original Image: Initiative Maturity c i 1 EF T L f- Original Image: Adjusting Our Attention Ci of Carlsbad Ci Council & Leadership Team January 24-25,2005 ATTACHMENT 2 Scenario Version 2: Fiscal Fitness of Land-Use Plan vs. State Fiscal Restructure Building on the work of the last event, the participants explored four scenarios and the demands these will make on the City government to respond . The following pages provide the detail behind each of the scenarios as conceived by the participant groups. Participants were asked to articulate 5 characteristics of each scenario: 1) Name it 2) Describe it 3) Implications for your priorities (most cherished, most demanded, and mission/mandate) 4) What's the silver lining? 5) How would you manage citizen expectations in each scenario? IV. STATE I. RAMBO Shallow $8 Cut If this happens we have failures: .Volunteers & grants .Fiscal minded management New revenue sources *Lazy re: cost reduction *Departmental cooperation .Decline in educ. and culture Get motivated and engage citizens - Regional services will take a good story Bdance Weak 111. TITANIC Keep quality high on core services: safety, water, trash, sewer, elec. Keep best leaders Keep some cultural events (Jazz in the Park) Volunteerism & Problem Solving with the Public Communication Deep $! Diversified Portfolio State Replacement - fiscal autonomy Don't cry wolf - be prudent Productivity 85M cut Balance SEong 11. DAIMOND $7M High citizen involvement Partnerships Mission Critical Only Requires higher fees & some new fees $l3M More commercial interests Strike back at State Slow development cut Realistic Public Expectations Ci of Carlsbad CQ Council 8 Leadership Team Event #2 December 17,2003 ATTACHMENT 3 Scenario: Service Delivery Level vs. Quality of Life Expectation Another interesting combination is that of Service Delivery Level and Quality of Life Expectation. These two are more dependent upon one another than in the previous example. Again, by intersecting the two we can roughly create four different plausible worlds. Remember, the idea here is not to predict expectations for services in the future, or what levels of service Carlsbad will be delivering in the future. The idea is to dispassionately explore, in advance, plausible scenarios of the future. Having thought through the formation of these worlds in advance, as conditions actually take shape you will see which world is emerging and be able to respond successfully. City of Cahbad City Council 8 Leadership Team Event #I November 20,2003 ATTACHMENT 5 0-m Open Sp. Purchase d+- Lg. Format Retail o-++ Pool O+k Temp. Farm Wkr Housing +-4#---0 Arts/Parks 4-0 Senior Center o---##b Cannon 48 .-tt)--. Wireless #-#----@ Waste Removal H-0 Housing Element 4-0 Learning Center +- civic Center o#-#-0 Golf 0 PW/Safety/Train’g. d+ Village Parking 4-0 Centre city 4-0 Cable 4-0 Alga Norte Sewer 4-0 Redev. Std’s. =-------a Desal 4-0 So. Carl. Redev. a-0 Pine Park Wants & Needs a-0 Process Impov. Acq. Manzano ATTACHMENT 6 From the City of Carlsbad Arts Office Public Art Master Plan, dated December 1996 DEFINITION OF PUBLIC ART The City of Carlsbad wishes to encourage the broadest interpretation of artists. The various media and materials which can be used by contemporary artists include: and the diverse venues used by Sculpture - free standing, wall supported or suspended, kinetic, electronic, etc. in any material or combination of materials Murals or portable paintings - in any material or variety of materials, with or without collage or the addition of non-traditional materials and means Earthworks, fiberworks, neon, glass, mosaics, photographs, pMts, calligraphy, any combination of forms of media including sound film, holographic and video system, hybrids of any media and new genres Standardized fixtures such as gates, streetlights, etc., may be contracted to artists for unique or limited editions, provided the work is designed specially for the city as public art Architectural elements designed and executed by visual artists in collaboration with an architect, landscape architect or engineer, which may be incorporated into, uponbr adjacent to publicly hded structures Design elements incorporated hto a capital improvement project that are designed by an artist for fabrication and execution of the project contractor. The following items are identified as ineligible for inclusion in the City’s definition of public art: Directional elements such as supergraphics, signage, or color-coding except where these elements are integral parts of the original work or art “Art objects” which are mass-produced as a standard design such as playground equipment, fountains or statuary objects Reproductions, by mechanical or other means, of original works of art, except in cases of film, video, photography, print making or other media arts, specifically cormnissioned by the City Decorative, ornamental or functional elements, which are designed by the building architect as opposed to an artist commissioned for this purpose Landscape architecture and landscape gardening, except where these elements are designed by an artist and are an integral part of the work of art by an artist Services or utilities necessary to operate or maintain the artwork over time Existing works of art offered for sale or donation to the City, which do not have an established and recognized significance as art in public places among arts professionals and art appraisers * Works of art which are not publicly accessible or visible Works of art which cannot reasonably be maintained within the resources allocated by the citizens of Carlsbad. ATTACHMENT 7