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HomeMy WebLinkAbout2009-05-07 Packet - SpecialWORKSHOP ROLL CALL 2. WORK STUDY SESSION a. Overview of General Fund Proposed Budget b. Overview of Ukiah Redevelopment Agency Proposed Budget 3. PUBLIC COMMENT 4. CLOSED SESSION Closed Session may be held at any time during the meeting a. Conference with Real Property Negotiators 54956.8); Property: APN 180-080-58, 59, 64, 65, 66, and 67-00; and APN 180-110-08, 09, and 10-00 / APN 180-080-28, 29, and 30-00 / APN 180-080-57, 62 and 63-00. Negotiator: Jane Chambers, City Manager Negotiating Parties: City of Ukiah and Tallen & Keshen Holdings, LLC / Redwood Business Park of Ukiah / Legacy Four Ukiah, LLC 5. ADJOURNMENT Please be advised that the City needs to be notified 24 hours in advance of a meeting if any specific accommodations or interpreter services are needed in order for you to attend. The City complies with ADA requirements and will attempt to reasonably accommodate individuals with disabilities upon request. Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet are available for public inspection at the front counter at the Ukiah Civic Center, 300 Seminary Avenue, Ukiah, CA 95482, during normal business hours, Monday through Friday, 7:30 am to 5:00 pm I hereby certify under penalty of perjury under the laws of the State of California that-the foregoing agenda was posted on the bulletin board at the main entrance of the City of Ukiah City Hall, located at 300 Seminary Avenue, Ukiah, California, not less than 24 hours prior to the meeting set forth on this agenda. Dated this 6th day of May, 2009. Linda Brown, City Clerk Department Planning Community Development PROGRAM OUTCOME: To continue providing efficient and professional services to the public, City Council, Commissions and Committees, and to make strong progress on long-range planning projects. Also to successfully build a planning/economic development/housing/redevelopment team that is coordinated, informed and understanding of each others roles in furthering the City Council's strategic planning goals. Building Inspection/ Ian Check 1. Process Building Permit Applications in a timely and efficient- manner Performance Measure: "Measuring Success" Desired Outcome Benchmark Target for 2009-2010 Adherence to established review period deadlines 92% adherence to review period deadlines in 2008-2009 100% adherence to deadlines in 2009-2010 2. Manage Structural Engineering/Plan Check Consultants 3. Perform timely and professional Building Inspections 4. Provide timely and professional Assistance to the Public (email, telephone, front counter). 5. Lead and Manage Building Permit Review Improvement Committee Long Range lain 1. Complete the revised Draft Downtown Zoning Code Performance Measure: "Measuring Success" Desired Outcome Benchmark Target for 2009-2010 Prepare and adhere to Gradual progress during 2008- Completion and adoption adoption schedule 2009 due to Staff turn-over during 2009-2010. and increased work load 2. Make progress working with LAFCO to complete the Municipal Service Review 3. Complete the Airport Master Plan B2 Infill Area Amendment 4. Monitor the Mendocino County Courthouse Relocation project 5. Monitor the Ukiah Valley Area Plan and Masonite Site/DDR Project 1 of 2 Current Planning 1. Process Development Permit applications rapidly and efficiently without sacrificing comprehensive and professional analysis. 2. Provide timely, professional and helpful assistance to the public (email, telephone, front counter). 3. Review Building Permit Applications in a timely and efficient manner Redevelopment/ Economic Development 1. Participation and leadership on the City's RDA Team 2. Ensure strong communication between Planners, Building Official, Economic Development Manger, and Special Projects/Grant Manager. 3. Development a coordinated vision and associated work tasks between planning and redevelopment/economic development that supports the City Council strategic planning priorities. Performance Measure: "Measuring Success" Desired Outcome Benchmark Target for 2009-2010 Development of a team In 2008-2009, there was a In 2009-2010, Staff gains a approach to planning, Limited understanding of each sense that they are members redevelopment and economic others job duties, what of a team with a common development everyone was working on, and understanding of the strategic how what we do fits together planning goals, what tasks are and relates to the City's overall important to achieve the goals and priorities. goals, and how what everyone does fits together. 4. Continue professional support to the Downtown Design Review Board 5. Continue focus on creating a Green economic development program Housing 1. Complete the General Plan Housing Element Update 2. Re-evaluate/Re-establish the RDA Housing Set-A-Side Funding Program 3. Successfully manage the HOME Grant Monitoring Program Code Compliance 1. Provide timely and professional response and complete zoning code compliance tasks. 2. Assist the City Police with code compliance tasks. 2of2 PUBLIC WORKS Program Outcome Public Works provides for maintenance of City's infrastructure, roads, sidewalks, and kfOor traffic safety and pedestrian access throughout the community. Crews respond to assist and maintain safe conditions in storm and emergency events. Public Works Engineering activities support development and maintenance activities by providing direction and planning for the maintenance and improvements to City's infrastructure. Performance Indicator ® Establish road network conditions based upon the Pavement Management System annual condition index. Engineering to provide direction to streets division for annual maintenance efforts. Track staff hours on all projects by departmental divisions to more accurately account for all work completed on an annual basis and charged to departments and enterprise services. COMMUNITY SERVICES Museum Program Outcome To continue the Hudson-Carpenter family legacy through the production of related exhibitions, programs and activities providing the Ukiah community and visiting tourists with exceptional experiences in the arts and humanities while meeting established budget benchmarks for reduced expenditures and increased revenues. Performance Indicator ® Number of visitors to the Museum. Recreation Program Outcome To improve health, wellness, and overall quality of life by providing safe, organized recreation and sports programs as well as facilitating community events and achieve high customer response in volume of participation and satisfaction with a rate of 90-100% cost recovery. Performance Indicator ® Comparison of General Fund expenses to revenues. Golf Program Outcome To manage the Ukiah Municipal Golf Course through successful maintenance and operations practices while providing an affordable, high quality golf experience with a rate of 100% cost recovery. Performance Indicator ® Comparison of Golf Enterprise Fund expenses to revenues. ® Number of rounds played at the Course. Conference Center Program Outcome To provide well maintained, attractive facilities, and achieve high customer response in volume of use and satisfaction through the successful delivery of leased retail/office space, rental facilities, rental services and amenities as a resource for the Greater Ukiah Area and beyond while maintaining a rate of 100% cost recovery. Performance Indicator ® Comparison of Conference Center Fund expenses to revenues. ® Rate of occupancy for retail/office space as well as rental facilities. Parks Program Outcome To provide safe, aesthetically pleasing community park spaces for both active and passive activities through successful delivery of park maintenance practices and provide technical management practices for sports fields, swimming pools, playground equipment, plant material, tree care, park furnishings, picnic areas, irrigation, parking lots and restrooms. Performance Indicator ® Number of park site evaluations conducted and completed. Buildings Program Outcome To provide clean, safe and presentable facilities for citizens and employees through the delivery of maintenance practices, building repairs and capitol improvement items, which preserve and protect the City's investment in public facilities and meet the needs of internal and external customers while following established budget benchmarks. Performance Indicator ® Number of routine maintenance requests and repairs completed. Aquatics Program Outcome To provide safe, organized aquatic programs and facilities and achieve high customer response in volume of participation and satisfaction. Performance Indicator ® Number of visitors and swim lesson participants. ® Comparison of General Fund expenses to revenues. PUBLIC SAFETY Fire Program Outcome Deliver effective and efficient fire safety services, responding to fire, medical and accident- related calls for services, and providing for continuous training and skills renewal for department personnel. Performance Indicator ® Provide a 2 week Fire Marshall review period for 90% of building permit applications ® Increase in-house fire training opportunities by 20%. ® Provide training to 100% of the Fire Department and Fire District personnel responsible for operation of new ladder truck. ® Provide annual "live-fire" training opportunity to department personnel. Police Program Outcome Deliver police safety services for Ukiah residents that promote safety, professionalism, and community service. Performance Indicator ® Recruit and Train 2 new Community Service Officers to enforce Parking Enforcement, Animal Control, Building Code and Police Activities ® Achieve Completion of the 911 Dispatch and 911 Mapping Projects. ® Maintain current Community / Police Partnerships with Community Organizations ® Ensure safety of pedestrians, bicycle and vehicular traffic by providing patrol and radar enforcement to achieve a 10% decrease in accidents. ® Examine ways to increase Community Services so that the total number of incidents requiring a police report from a police officer decreases by using other alternatives. ® Achieve clearance rates on the four major FBI index crime categories above the national average, (Murder, Rape, Robbery, and Burglary). Police Department Staffing e Eliminate 3 open sworn officer positions mid-year budget e Eliminate 1 sworn officer position FY 09/2010 budget e Apply for COPS Recovery Hiring Grant for 5 filled officer positions e Eliminate 1 records clerk position e Eliminate 20 hour part-time dispatch position e Create 2 Community Service Officer positions o Lower salary range than parking enforcement o Responsibilities include parking, animal control, code enforcement, and response to Police calls for service o 1 position funded by general fund, 1 position funded by JAG grant funds o Allow all city laid off personnel to compete for positions Overtime e Reduce OT by utilizing Captains for vacation, sick-time coverage e Eliminate tactical team training overtime e Reduce General Fund OT by utilizing Redevelopment Funds to support police overtime for community events Operations 0 Reductions to training, contractual services, equipment and supplies Parking District ® Lay off existing parking enforcement personnel effective June 30 ® Shift enforcement duties to police personnel ® Shift administrative responsibilities of parking to police records personnel ® Transition from City financial management system to Police records management system for citation management, tracking and billing. ® Research and implement digital citation system ® Assume responsibility for long range planning ® Work with Council to consider changes to revenue collection including using boot devices for non-payment offenders Animal Control ® Police assumed animal control duties April 1, 2007 ® Eliminate animal control budgeted operational costs (training, equipment) ® Maintain costs for veterinary services, animal shelter Code Enforcement ® Partnering with Planning Department to provide code enforcement activities - complaint driven reactive approach Fire Department ® Eliminate 1 Firefighter position - mid year ® Eliminate Technical Assistance Position - mid year ® Reductions to training, contractual services, equipment and supplies ® Extend the Physical Exams program to every-other-year ® Eliminate the 2009/10 Capital Fund Contribution HUMAN RESOURCES Program Outcome The Human Resources Department will provide support services to all General Fund Departments and Enterprise Fund operations for recruitment & retention of a viable, skilled workforce, as well as providing good customer service and support to employees by administering and assisting with employee benefit programs. Performance Indicator ■ Design, plan and conduct employee recruitments that produce a sufficient number of highly qualified applicants for the hiring department's needs. ■ Ensure the selection process measures job-related knowledge, skills and abilities, as well as other pertinent characteristics supportive of the City's mission which results in a highly qualified pool of candidates from which the hiring department may choose. ® Provide eligibility list to hiring department within 85 days of approval to fill the position. ® Provide benefits assistance and respond to benefit questions promptly and accurately. Accurately process 95% of retirement, health and benefit enrollment/changes. SK MANAGEMENT/SAFETY Program Outcome The Risk Management Department will continue to identify potential areas of risk to the City and audit current practices to ensure the elimination or reduction of those risks. We will continue to ensure proper levels of insurance are acquired for projects done on behalf of the City or at City facilities, and perform claims investigations to identify causes and develop preventive solutions to eliminate recurrences. Performance Indicator ® Plan, organize and administer the operation and work of the Risk Management department, including liability claims, loss prevention, and safety training to ensure demonstrated commitment and active involvement in safety programs and safe work practices resulting in reduced claims and safety hazards. ® Protect the City's resources by administering an effective Workers' Compensation Program and Injury, Illness & Prevention Plan so that legal compliance is ensured and that accidents and lost hours for work-related injuries or illnesses are reduced. FINANCE Program Outcome Provide accurate and complete financial records and accounting for City operations, enterprises, and capital projects, plan and establish good financial management practices and use of all public funds. Assure City's compliance with all bonding and grant requirements for the expenditure of public funds. Performance Indicator ® Selection and acquisition of replacement financial software ® Preparation of the water and sewer rate revisions, including preparation for and scheduling of the public hearings pursuant to proposition 218 ® Increasing accounts payable effectiveness by eliminating travel advances ® Integrating budget preparation into the Finance Controllers position from the frozen Budget Officer position ® Working to establish financial management policies and procedures necessary for implementation of new financial software, including redesign of the chart of accounts where each account number segment has only one definition. CITY MANAGER Program Outcome City Manager's department provides for implementation of City Council policies and effective management of all City operations and services. Performance Indicator ® Establish a city "targeted" message communications program for insert into Recreation catalogue three times yearly ® Establish Capital Improvement Program budgeting services for FY 2010/2011 IT - Operations, Maintenance & Project Management Program Outcome To deliver high quality, cost effective and reliable network, desktop and telecommunications services 24 hours a day, 7 days a week by operating and monitoring hardware and software and by responding to user requests for services. Performance Indicator ® Maintain enterprise, internal and external, applications and databases 24 hours, 7 days a week. 85% of all escalated help calls are completed within 2 business days or agreed upon time frame. Maintain 24-hour, 7 days a week, disk space and security availability on all IT systems (network servers, telecom, video, GIS, Web, applications) IT - GIS Program Program Outcome Assure that city departments can provide services to citizens and use GIS data to make well informed decisions by providing cost effective and accurate geographic information. Performance Indicator ® 85% of all user requests are responded to within 2 business days, prioritized and user advised of expected completion date. ® Respond to service requests for GIS information. ® Maintain land-use/zoning, utilities, boundaries and transportation layers in the GIS spatial database Airport Program Outcome Provide a safe and clean airport for all airport users, with full service fueling to all types of aircraft, and routine maintenance of pavement and buildings. Seek to improve and grow revenue sources, making highest and best use of all airport assets. Performance Indicator 0 Begin phased storm drain reconstruction project ® Replace roof on old administration building ® Crack seal runway, taxiways, and ramps ® Paint runway ® Develop a roof maintenance and inspection program ® Install pedestrian gate north end of airport near FeatherLite