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HomeMy WebLinkAbout16 - Schedules & Resources for 2008 Council PrioritiesCITY OF NEWPORT BEACH CITY COUNCIL STAFF REPORT Agenda Item No. .16 February 12, 2008 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: City Manager's Office Homer Bludau, City Manager 949/644 -3000 or hbludau @city.newport- beach.ca.us SUBJECT: City Manager's Proposed Assignment of Schedules and Resources to the City Council's Established 2008 Priorities ISSUE: Does the City Council agree with the assignment of schedules and resources being proposed by the City Manager to the twelve (12) Council priorities established for accomplishment in 2008? RECOMMENDATION: Review the City Manager's recommendations and make changes where feasible within the context of staffs ongoing workload and work on this year's Council priorities. DISCUSSION: Background: On Saturday, January 12, 2008, the City Council and many staff members met in the Central Library for discussion and establishment of the City Council's work priorities for the 2008 calendar year. Consultant Phil Batchelor served as the facilitator for the Special Council meeting. In advance of the meeting, each City Council Member provided his/her choices for Council's top three (3) priorities. There was much initial agreement in the choices provided, and the discussion commenced when the rankings were shared. After discussion of each priority proposed by Council Members, a discussion took place on each proposed priority, sometimes with staff presentations. City Council Priorities February 12, 2008 Page 2 By the end of the meeting, the City Council decided on the following seven (7) priorities in no particular order of importance: Move forward with the planning and construction of a new city hall; Update the Facilities Financing Plan and implement the planning, financing and construction of these identified projects; Adopt and implement Council adopted local regulations regarding group homes; Improve and protect water quality in our bays, the ocean and our drinking water; Conduct. an organizational improvement effort through the identification of data gathering and service benchmarks to measure organizational effectiveness; Conduct an appraisal of the Banning Ranch property and assess the funding available for the purchase of the property for open space; Implement an effective traffic management plan. In addition, the City Council also included the following five (5) priorities from 2007 on the list for 2008: Minimize the adverse impacts of John Wayne Airport; Align the City's codes, regulations and policies with the General Plan; Provide more public parks and recreation facilities, with emphasis on active and water - oriented facilities, where appropriate; Improve the methods and frequency by which the City communicates with its residents; Develop a process to regularly review and update city fees in order to ensure most fee services pay for themselves. Again, these carry-over priorities from 2007, when added to the 2008 list, are not listed in any particular order. A discussion took place at the priority setting meeting as to how both Council and staff can better focus on these priorities and be held accountable to them. The City Manager suggested he provide a progress status report on half (6) the priorities one month, and the remaining half each other month. The Council approved this reporting schedule. The City Manager was also tasked with the responsibility to recommend schedules and resources for each of the twelve (12) priorities for 2008. He reported that would be accomplished at February 12th Council meeting. When taken in total, these twelve Council priorities are a very ambitious undertaking for this City Council and the organization. To make the level of progress on all these priorities that Council wants to see will require a strong team effort. Council will need to City Council Priorities February 12, 2008 Page 3 be focused on these issues which it has identified as most important at the expense of lower priorities and will need to allow staff to devote the time required for accomplishing these priorities. At the same time, staff will need to be resourceful, energetic and determined to accomplish Council's goals. Working together as a strong team, both the City Council and staff can make 2008 a highly productive year for the community. Environmental Review: The City Council's approval of this Agenda Item does not require environmental review. Public Notice: This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the Council considers the item). Submitted by: . 10& MER L. BLUD City Manager Attachments: COUNCIL PRIORITY - MOVE FORWARD WITH THE PLANNING, PROCESSING AND CONSTRUCTION OF A NEW CITY HALL The following process and schedule should remain valid give or take a few weeks regardless of the site selected by Council: 1. Council decides city hall location on February 26th. 2. Council determines architect selection process by March 11th 3. Geotechnical consultant retained by March 1ft. 4. Selection process and decision on Contract Program Manager by March 25th 5. Staff update of city hall needs assessment, review with Council by March 25th. 6. Traffic consultant contained by April 8th 7. Council selects architect by June 10°i. 8. Conceptual Development/public outreach completed by November 11th. 9. City Council approves concept plan by November 250i. 10. ElR process- begins on November 26th; runs through April, 2009. 11. Schematic design phase runs from April through September, 2009. 12. Design development phase runs from October, 2009 through January, 2010. 13. Construction document phase runs from February through June, 2010. 14. Construction prequalification /bidding from July through August, 2010. 15. Construction from September, 2010 until January, 2011. 16. FF &E/move in completed March, 2012. City Manager Comments: An early step in the outlined process that could reduce this time frame would involve how the architect is selected. This time frame includes the lengthy time of four months in order to allow time flexibility for a selection process that could involve a design competition or a high level of community input. If an architect is selected through our normal process, the section timing could be reduced by eight weeks. I will not suggest a cost estimate at this time, as there are too many variables involving time, process and site issues to make a cost estimate viable. The city hall planning, processing and construction will involve a large number of staff hours from the following departments: City Manager, Administrative Services, City Attorney, Building and Public Works throughout the complete process. COUNCIL PRIORITY - REGULARLY UPDATE THE FACILITIES FINANCING PLAN (FFP) AND IMPLEMENT THE PLANNING, FINANCING AND CONSTRUCTION OF THE IDENTIFIED PROJECTS 1. Council Finance Committee reviews FFP cost estimates, scheduling and revenue assumptions, discusses potential funding options for initial projects by March 15th; again by June 30"h and October 15'h, making recommendations to Council as appropriate. 2. Council Finance Committee makes recommendations to Council regarding space needs analysis for FFP projects by April 22nd 3. Council Finance Committee's recommendations come to Council for decision on space needs analysis for FFP projects by May 130'. Fiscal Implications: The Council Finance Committee will make recommendations to the City Council regarding how to fund FFP projects, how to "bundle" projects, if feasible, how much General Fund revenue should be contributed to FFP projects annually in order to create a reasonable debt repayment schedule and other project cost related issues. There is no additional cost to the City of supporting the Finance Committee in its work. Needed. Resources: Staff resources will chiefly come from the City Manager, Dennis Danner, Dick Kurth, Dan Matusiewicz, Steve Badum, Dave Webb, and Cathy Malkemus. Total staff hours during the year to work on the FFP both separately and with the Finance Committee are estimated to be 150 hours, based on an estimated six Committee meetings during the year. COUNCIL PRIORITY - IMPLEMENT NEW GROUP RESIDENTIAL ORDINANCES; WORK AT THE STATE AND FEDERAL LEVELS TO ALLOW LOCAL GOVERNMENTS GREATER ABILITY TO REGULATE SECONDARY EFFECTS OF AN OVERCONCENTRATION OF GROUP HOMES 1. Hold public hearings and adopt new Group Residential Ordinances, set forth new qualifications for Hearing Officers via new Council Policy (F -26) (January 22, 2008); 2, Issue Request for Proposals for Hearing Officers (February 2008); 3. Develop new Use Permit application for Group Residential Uses (February 2008); 4. Determine all existing legal, non - conforming uses in residential districts (February-March 2008), notify all property owners /occupants who may need to apply for Group Residential Use Permits (February 2008); 5. Obtain budget Amendment (contract planners, legal counsel, Hearing Officers, more) and proposed changes to Code and Water Quality Enforcement Division (March 2008); 6. Seek out and retain contract planners to begin review of Use Permits (March -April 2008). 7. Schedule, prepare for, and hold Use Permit application hearings (March -July 2008); 8. Follow-up on Use Permit condition adherence (March - December 2008 and ongoing); 9. Staff alF appeals,.requests for Reasonable Accommodation, requests for time extensions of abatement, periods (March- September 2008); 10. Bi- monthly reports to the City Council (every 2 months through December 2008 and ongoing); and 11. Other items shown on Implementation Plan (sent to City Council on January 22, 2008). Fiscal Implications: Significant in -house staff, contract planner and counsel involvement — and therefore, significant resources — are involved in the implementation of the new Group Residential Use ordinance. We provided an Implementation Plan to the City Council on January 22, 2008, The Plan envisions upgrading positions in the Code and Water Quality Enforcement Division, as well as the addition of contract Hearing Officers and contract Planners. The initial estimates show a short-term (6 -9 months) cost of $326,000. About $233,000 of this may be covered by application fees associated with Use Permit applications. The initial estimates show ongoing costs — on an annual basis — of about $492,000. Most of those dollars and that time involve code enforcement of the conditions associated with any approved Use Permits. A fairly small amount of these costs is recoverable from the permittees ($26,000). Needed Resources: As noted, significant resources are involved in the implementation of the new Group Residential Use ordinance. Existing City staff who will work on this will be: • Assistant City Manager Dave Kiff • City Attorney Robin Clauson • Contract Legal Counsel RWG (Markman, Diaz, Pierce) • Code and Water Quality Enforcement Division Manager John Kappeler • Fire Marshal Steve Bunting • Code & WQ Enforcement Officer Matt Cosylion • Contract special projects coordinator Jim Sinasek • Senior Planner Janet Brown • Representatives from the Police Department, other staff from the City Attorney's office, more. About 34,000 hours will be dedicated to this effort between now and December 2008, depending upon the duration and scope of the Use Permit applications, hearings and issued permits. That includes time expended by our contract hearing officers and legal counsel. It is difficult to be more precise in estimating hours needed until we see how many facilities come in for Use Permits. COUNCIL PRIORITY - PREPARE AND IMPLEMENT A WATER QUALITY MASTER PLAN (WQMP) THAT ADDRESSES AND PRIORITIZES OUR WATER QUALITY NEEDS INTO THE FUTURE 1. Meet with the Coastal -Bay Water Quality Committee to discuss the concept of a WQMP on January 10, 2008. 2. Form a subcommittee of Coastal -Bay to work with staff to develop the framework of the plan and review the draft plan (January 17 and February 8, 2008). Bring the draft plan back to Coastal -Bay by February 14, 2008 for consideration and approval of broad priority projects. 4. Take Coastal -Bay's priority projects and put a funding plan with them, similar to the Facilities Financing Plan; 5. Bring the WQMP to City Council for a Study Session in March or April 2008. 6. With direction from the Study Session, finalize the WQMP in the context of the FY 2009 -10 City budget. 7. During FY 2009 -10 and beyond, implement the WQMP's projects and monitor and adjust the Plan based on actual events. 8. Review the Plan annually both with Coastal -Bay and with the City Council; receive corrections and changes at that time to keep the document an iterative document. Fiscal Imblications: We cannot yet determine the fiscal implications of the WQMP, but will have more. firm conclusions as to funding needs .once the priorities are identified (parts 4 and 5 above). The Plan will be developed with fiscal impacts in mind; and an attempt to balance out the long -term needs in accordance with available and expected revenues, including grants, fees, and state and federal appropriations. Needed Resources: Significant staff and consultant involvement will be required in the implementation portion of the Plan, as there will be many proposed studies, projects and measures that will need to be implemented over time. The Plan itself can be developed without consultant services, generally, but each project within the Plan will require either existing staff (including the new Water Conservation Coordinator position held by Shane Burckle) or short- term consultant services to accomplish. An estimate of staff time to work on this priority over the calendar year totals around 320 staff hours. Other staff, besides Mr. Burckle, who will work on this will be: • Assistant City Manager Dave Kiff • Deputy Public Works Director Dave Webb • Principal Civil Engineer Bob Stein • Code and Water Quality Enforcement Division Manager John Kappeler • Harbor Resources Manager Tom Rossmiller • Harbor Resources Supervisor Chris Miller • Other staff from the Building Department, Planning Department, Public Works and the City Attorney's Office. COUNCIL PRIORITY - INSTITUTE AN ORGANIZATIONAL PERFORMANCE IMPROVEMENT EFFORT THROUGH DATA GATHERING AND THE IDENTIFICATION OF SERVICE BENCHMARKS TO MEASURE ORGANIZATIONAL EFFECTIVENESS 1. Benchmarking contract with ICMA approved by Council on January 8th. 2. Customer satisfaction survey results reviewed by Council Finance Committee on February 1" (3 surveys). 3. ICMA consultant team's first visit; review with Finance Committee and Management Team the benchmarking process; ICMA team reviews City's priorities, customer survey results on February 4h and 5rh 4. ETC Institute (survey team) makes presentation to Council on customer satisfaction survey results on February 12th. 5. ICMA review and analysis of City and comparable jurisdiction data; assessment of organizational culture during February and March; 6. ICMA team augments performance indicators proposed by City staff to meet the needs of the City in May and June; makes presentation to Council Finance Committee by June 301h 7. ICMA team recommends and provides course of training for staff from February- August. 8. ICMA team recommends a list of peer cities to do benchmarking against in May -June. 9. ICMA team recommends a performance measurement methodology and process that is tailored to the City's needs in May -July. 10. ICMA team prepares a final report and presentation to the City Council by September 15th. 11. Committee and Council identify City process to audit, develop an RFP for audit and hire a consultant by October 15th. Fiscal Implications: The contract with ICMA is for $115,000, with three progress payments. Consultant Phil Batchelor is expected to be working with the City throughout the year at an estimated cost of $45,000. The cost of the audit will be dependent on how many functions and/or processes are audited, so it is too early to make that estimate. Needed Resources: Very significant staff involvement. This Council priority is going to require a large number of staff hours since some staff members in every department will be involved in data gathering, data interpretation and benchmarking development. The ICMA team is contractually committed to spend 51 staff days working with City staff over the next 8 months. The City Manager and Administrative Services Director will be very involved, as will a 4- person staff team the consultants will work with throughout the process. No estimate is being made on how much time the training component of the benchmarking process will take, but that component could add considerable staff time for every department. The City Manager will oversee the staff involvement, but every department director will be considerably involved in the data gathering and interpretation. This priority will take most of the year, with staff involvement likely to total over 1,000 hours (estimate based on 11 departments, plus City Attorney, City Clerk and City Manager's staffs spending an average of 9 person days on the process). If anything, this estimate is light. We will know better once we get into the process. COUNCIL PRIORITY - CONDUCT AN APPRAISAL OF THE BANNING RANCH PROPERTY AND ASSESS FUNDING AVAILABLE FOR THE PURCHASE OF THE PROPERTY FOR OPEN SPACE 1. Obtain a copy of appraisal on the Bolsa Chica land sale for open space by February 10th. 2. Council ad -hoc committee meets with interested parties to discuss the qualifications and process for the hiring of an appraiser by February 29th. 3. RFQ for appraiser is ready for distribution by March 10. 4. Council approves contract for appraiser by April 22nd 5. Meeting with interested parties and appraiser to discuss the appraisal process by May 9'". 6. Appraiser meets with interested parties to review preliminary appraisal findings by July 30t" 7. Council approves appraisal document; Council subcommittee recommends a process to the City Council for determining funding availability for purchase of Banning Ranch for open space, by August 12°i Committee makes hiring recommendation for funding assessment consultant. 8. Council.subcommittee reports to City Council on funding availability by November 25th. Fiscal Implications: The.appraisal is estimated to cost as much as $100,000, as it is a complex property to. appraise. The Council may want to hire a consultant to help determine funding availability for the purchase; the City Manager's estimate is this cost would not exceed $30,000 if needed. Needed Resources: The City Manager, Sharon Wood and David Lepo will be the lead staff during this process. It is not expected that staff time will exceed a total of 95 hours through July 30`t; however, the search for available funding could easily add another 30 staff hours to that amount. A consultant to assist in determining funding availability is estimated to cost $35,000. COUNCIL PRIORITY - TAKING ADVANTAGE OF THE LATEST TECHNOLOGY, IMPLEMENT AN EFFECTIVE TRAFFIC MANAGEMENT PLAN THAT IMPROVES TRAFFIC FLOW THROUGHOUT THE CITY Phase One included the completion of the Traffic Signal Modernization Master Plan; installation of new signal controllers at 22 intersections along Coast Highway in Corona del Mar, MacArthur and Avocado, and the installation of a temporary Traffic Management Center at city hall. This phase also includes the installation of two video cameras, the installation of new fiber communication lines and the installation of a pedestrian traffic signal on Coast Highway at Ins Avenue. 1. Traffic Signal Modernization Master Plan completed by January 1, 2008; 2. Council approves purchase of Econolite signal controllers, software and associated equipment at February 26`h Council meeting; 3. Award of Phase 1 construction by April 22n4; 4. Completion of Phase 1 and fully operational by December 1, 2008. Fiscal impact: Phase 1 is completely funded at a total cost of $1.4M, including $500,000 of City money and $900,000 of Measure M money. Phase Two includes the installation of new signal controllers at 14 intersections along Jamboree Road. and Bison Avenue. 1. OCTA application submitted for Measure M FY08 /09 construction funding by February 2e; 2. Applications submitted to State for Prop 1 B funding by March 11"'; 3. Complete design work by August 15th; 4. Phase 2 construction completion by February 15, 2009. Fiscal impact: Phase 2 would total $570,000 and would require total funding from Measure M funds. Phase Three includes the installation of new signal controllers at 20 intersections within the Airport area: MacArthur, Jamboree to Campus; Irvine Ave /Campus Drive from Santa Isabel to MacArthur Blvd; Birch /Mesa from Irvine Ave. to Von Karman; Bristol Street North and South. 1. OCTA applications for Measure M FY09 /10 funding for construction by February 28, 2008; 2. Applications submitted to State for Prop 1 B funding by March 7`h; 3. Design work completed by August 81h; 4. Phase 2 award of construction contract by October 31, 2008, if OCTA allows Advancement on FY09 /10 funding; 5. Phase 2 completion by February 15, 2009, based on OCTA funding advance. Fiscal impact: The $800,000 would be totally funded by Measure M funds. COUNCIL PRIORITY - MINIMIZE THE ADVERSE IMPACTS OF JOHN WAYNE AIRPORT THROUGH THE IMPLEMENTATION OF THE CITY'S AIRPORT POLICY 1. Hold Aviation Committee meetings monthly from January through November to discuss JWA issues and gain greater understanding of factors that influence JWA's operations and growth pressures. 2. Hold joint meetings with AWG /AirFair /Council Aviation Committee on a quarterly basis in January, April, July and October to discuss JWA issues and maintain open communication. 3. Hold Corridor Cities meetings with City Managers and City Attorneys every other month (February, April, June, August, and October) to strengthen the group's understanding of JWA issues and its political clout. Explore mechanisms for formalizing the coalition, including participation by elected officials. 4. Hire a consultant with technical expertise in airport operations and FAA procedures to increase the City's understanding of factors which could influence growth pressures or could minimize JWA impacts on the community. Make the hiring by March 15th 5. Submit a joint "Go Local" grant application to OCTA in partnership with Costa Mesa for a preliminary determination. of whether an effective transportation means is feasible for Orange:County reSidents,to utilize in traveling to airports other than JWA by March 151 6. Conclude the °Go Local" funded study by July 3151. 7. Provide the City-Oouncil a presentation of the "Go Local" study results by September g1h and consider-other studies needed to'complete the assessment. Fiscal Implications: The.City Manager currently has a consultant under contract (Peggy Ducey) to assist with the "Go Local" application; she will also run the study team, but be paid from OCTA funds.. Her City. contract is anticipated to cost less than $30,000 this year. The hiring of a second consultant for air operations and FAA expertise is undetermined at this time, but the City Manager believes the cost will not exceed $50,000 for this calendar year. Needed Resources: The City Manager is the lead staff person on JWA issues. He is currently devoting between 3 -8 hours per week on JWA issues; however, 9 the OCTA grant funding is approved and the study proceeds, that time will increase. Hiring a consultant to interface with the Airport Director on operational issues would be a benefit, but the City Manager intends to continue to be the lead staff person. COUNCIL PRIORITY - ALIGN THE CITY'S CODES, REGULATIONS AND POLICIES WITH THE GENERAL PLAN 1. Complete review of draft Zoning Code and LCP Implementation Plan by staff and GP /LCP Implementation Committee, and begin Planning Commission hearings by July 170i. 2. Coastal Commission approval of land use amendments to Coastal Land Use Plan in May. 3. Submit updated Housing Element to State Department of Housing and Community Development by June 300i. 4. Complete Nexus study for Fair Share Traffic Fee by March 3d, with City Council adoption of fee by May 270i. 5. GP /LCP Committee recommendation on infrastructure and fee for residential development in Airport Area by May 2151, with City Council adoption of fee by June 24`" 6. Affordable Housing Task Force recommendation on Inclusionary Housing Ordinance and In- Lieu Fee by April 15`", with City Council adoption by June 100i. 7. City Council adoption of Harbor Area Management Plan by September; 8. City Council adoption of revisions to Measure S Guidelines regarding variable FAR by April 22nd Financial Implications: Consultants are being used to complete several of these items; costs are listed below by task number: 1. Zoning. Code /LCP Implementation Plan: $665,420 2. CLUP amendment: $10,000 per month 3. Housing Element: $84,868 4. Fair Share Traffic Fee: $143,550 5. Airport Area infrastructure: $29,923 6. Affordable Housing In -Lieu Fee: $12,500 Needed Resources: Significant staff time is also required for this Council priority. Assistant City Manager Sharon Wood has the overall lead, and Planning Director David Lepo has an active role in the Zoning Code and LCP. They each will devote an average of 25% of their time (for a total of 900 hours) to this priority. Senior Planners Jim Campbell and Gregg Ramirez work on this priority full time, amounting to 3,600 hours. City Attorney Robin Clauson and Assistant City Attorney Aaron Harp will also spend approximately 175 hours on this priority. The remainder of the professional Planning staff, as well as staff in various other departments, such as Building, Public Works, Code and Water Quality Enforcement and Harbor Resources, will also need to review the Zoning Code and LCP; their time is estimated at 100 hours. The total resource estimate of 4,775 staff hours does not include time that Planning, Building, Public Works and City Attorney staff will spend in the review of private projects to implement the General Plan, such as zoning documents for Banning Ranch and residential development in the Airport Area. 10 COUNCIL PRIORITY - PROVIDE MORE PUBLIC PARKS AND RECREATION FACILITIES, WITH EMPHASIS ON ACTIVE AND WATER- ORIENTED FACILITIES WHERE APPROPRIATE Mariners Park Restrooms 1. Building permit approvals are expected by April 10'h. 2. Bid award in July, 2008. 3. Restrooms open for public use in May, 2009. Estimated construction cost: $750,000 Sunset Ridge Park 1. Obtain PB &R, Council conceptual approval by June 24"'. 2. Environmental clearance for park by December 31, 2008. 3. Coastal Commission permit approval expected by June 30, 2009. 4. After preparation of construction documents and bidding, award bid in December, 2010. 5. Park open for public use in June, 2012 Estimated cost: $9,000,000 Marina Park 1. Conceptual plans prepared and approved by PB &R, City Council by July, 31, 2008. 2. Environmental clearance on project expected by September, 30, 2009. 3. Coastal Commission approval expected by June, 2010. 4. Preparation of construction plans and specifications, all water quality, Army Corps, etc. permits by March, 2011. 5. Advertise, bid and award multiple construction contracts by June, 2011. 6. Construction completed and open for public use by December, 2014; Estimated cost: $22,000,000 Coastal Peak Park 1. Construction permits approved by February 10, 2008. 2. Construction period from April - December, 2008, with The Irvine Company overseeing and paying for the construction. 3. City assumes ownership of park in April, 2009. 4. Open to public use by June 1, 2009. Needed Resources: The two full park projects will be staff labor intensive and will require staffs daily attention from the Public Works and Recreation & Sr. Services Departments. These are complex projects which will require great attention to detail and an interfacing with parks' interest groups. The City Attorney's office and Planning Department staff will very much become involved in the CEQA and Coastal Commission processing. Building Department staff will issue structure permits. Administrative Services Department staff will be involved in financing if bonds are issued to finance the projects. Moving these active park projects along will involve hundreds of staff hours combined from Recreation & Senior Services, Public Works, Building, and General Services personnel. 11 COUNCIL PRIORITY - IMPLEMENT AN EFFECTIVE COMMUNICATION PLAN WHICH UTILIZES VARIOUS COMMUNICATION TOOLS TO PROVIDE CURRENT INFORMATION TO OUR RESIDENTS 1. Hire a Public Information Manager to develop and oversee a comprehensive City communication program. This was accomplished on January 7, 2008, when Tara Finnigan reported to work. 2. Update the City's existing Communication Plan by working with the Council Communication Committee and City Council, and by presenting a recommended update to the existing plan to Council by April 22ntl 3. Work with the City Manager to complete and distribute a minimum of eight issues of the City Manager's newsletter to the community by December 31, 2008. 4. Evaluate the number and content of NBTV programs by March 15th and start incorporating program enhancements by April 15th. 5. Begin improving and expanding the content of the City's Web site by March 3151 and continue making improvements through December 315t. 6. Create a community outreach process for capital projects to be implemented by the Public Works Department by.June 151 7. Increase. residential subscriptions to E- Select by 10 percent by June 1st. 8. Create and implement a new Council Communications Policy by June 30th that includes an updated media policy and incorporates, new Web and NBTV. policies. 9. Oversee and coordinate a staff communication committee composed of employees in all departments who distribute information to the media and the community by meeting with the committee each month, starting in February. Fiscal Implications: The Public Information Manager will need the budget to implement the expanded and improved communications methods that will be required to meet this Council priority. The cost of this will become known in several months when the Communications Policy recommendations are produced. Needed Resources: The City now has two full -time people dedicated to the communication division of the City. The City Manager believes that is adequate; however, these positions will need to be focused on those issues which have the greatest importance to the community and utilize those communication methods which have the greatest effectiveness. 12 COUNCIL PRIORITY - DEVELOP A PROCESS TO REGULARLY REVIEW AND UPDATE CITY FEES IN ORDER TO ENSURE MOST FEE SERVICES PAY FOR THEMSELVES 1. Draft study completed. Departmental review of services study summary completed by February 51n 2. Consultant presentation to Finance Committee (FC) of Cost Allocation Plan and Cost Study; FC determination of cost recovery policy levels; FC develops recommendations to City Council on. Cost Recovery Ordinance and periodic reviews by the FC and staff, all by February 29"'. 3. Consultant presentation of Cost Allocation Plan and Cost of Services Study at Study Session on March 11`n; introduction of amendments to Cost Recovery Ordinance on Council agenda on March 110. 4. Adoption of Cost Recovery Ordinance and Master Fee Schedule Resolution on March 25"" at Council meeting. 5. Cost Recovery Ordinance becomes effective on April 24, 2008, with development related fees taking effect May 20 6. Finance Committee receives oral report from staff on whether needs exist to revise any fees, based on initial experience, in November, 2008. Fiscal Implications: The implementation of the Cost Recovery Fee Schedule has significant cost implications in terms of additional revenue to the City. Staff's rough estimate is if all the fee recommendations from the study were approved by the City Council, it could mean up to an additional $3.5M in revenue over a 12 -month period, in all cases in order to have the users pay a greater amount towards the actual cost of providing the services they received. Needed Resources: Moderate. The City Manager estimates approximately 70 staff hours would be needed to implement this priority through the March 25`n Council meeting, when the second reading would be given the ordinance. The hours would come from a combination of time from Glen Everroad, Dennis Danner, Dick Kurth, Susan Giangrande and personnel from all departments involved in the fee structure changes. Glen Everroad will be the staff person implementing and tracking the revenue produced by the revised fee schedule, which would be an ongoing responsibility. 13 �l(O 2008 City Council Priorities February 12, 2008 COUNCIL PRIORITY MOVE FORWARD WITH THE PLANNING, PROCESSING AND CONSTRUCTION OF A NEW CITY HALL The following process and schedule should remain valid give or take a few weeks regardless of the site selected by Council: 1. Council decides city hall location on February 26th. 2. Council determines architect selection process by March 11th. 3. Geotechnical consultant retained by March 11th. 4. Selection process and decision on Contract Program Manager by March 25th. 5. Staff update of city hall needs assessment, review with Council by March 25th. 6. Traffic consultant contained by April 8th. 7. Council selects architect by June 10th. 8. Conceptual Development/public outreach completed by November 11th. 9. City Council approves concept plan by November 25th. 10. EIR process begins on November 26th; runs through April, 2009. 11. Schematic design phase runs from April through September, 2009. 12. Design development phase runs from October, 2009 through January, 2010. 13. Construction document phase runs from February through June, 2010. 14. Construction prequalification /bidding from July through August, 2010. 15. Construction from September, 2010 until January, 2011. 16. FF &E /move in completed March, 2012. COUNCIL PRIORITY REGULARLY UPDATE THE FACILITIES FINANCING PLAN (FFP) AND IMPLEMENT THE PLANNING, FINANCING AND CONSTRUCTION OF THE IDENTIFIED PROJECTS 1. Council Finance Committee reviews FFP cost estimates, scheduling and revenue assumptions, discusses potential funding options for initial projects by March 15th; again by June 30th and October 15th, making recommendations to Council as appropriate. 2. Council Finance Committee makes recommendations to Council regarding space needs analysis for FFP projects by April 22nd. 3. Council Finance Committee's recommendations come to Council for decision on space needs analysis for FFP projects by May 13th. COUNCIL PRIORITY IMPLEMENT NEW GROUP RESIDENTIAL ORDINANCES; WORK AT THE STATE AND FEDERAL LEVELS TO ALLOW LOCAL GOVERNMENTS GREATER ABILITY TO REGULATE SECONDARY EFFECTS OF AN OVERCONCENTRATION OF GROUP HOMES 1. Hold public hearings and adopt new Group Residential Ordinances, set forth new qualifications for Hearing Officers via new Council Policy (F -26) (January 22, 2008); 2. Issue Request for Proposals for Hearing Officers (February 2008); 3. Develop new Use Permit application for Group Residential Uses (February 2008); 4. Determine all existing legal, non - conforming uses in residential districts (February- March 2008), notify all property owners /occupants who may need to apply for Group Residential Use Permits (February 2008); 5. Obtain budget Amendment (contract planners, legal counsel, Hearing Officers, more) and proposed changes to Code and Water Quality Enforcement Division (March 2008); 6. Seek out and retain contract planners to begin review of Use Permits (March -April 2008). 7. Schedule, prepare for, and hold Use Permit application hearings (March -July 2008); 8. Follow -up on Use Permit condition adherence (March- December 2008 and ongoing); 9. Staff all appeals, requests for Reasonable Accommodation, requests for time extensions of abatement periods (March- September 2008); 10. Bi- monthly reports to the City Council (every 2 months through December 2008 and ongoing); and 11. Other items shown on Implementation Plan (sent to City Council on January 22, 2008). COUNCIL PRIORITY PREPARE AND IMPLEMENT A WATER QUALITY MASTER PLAN (WQMP) THAT ADDRESSES AND PRIORITIZES OUR WATER QUALITY NEEDS INTO THE FUTURE 1. Meet with the Coastal -Bay Water Quality Committee to discuss the concept of a WQMP on January 10, 2008. 2. Form a subcommittee of Coastal -Bay to work with staff to develop the framework of the plan and review the draft plan (January 17 and February 8, 2008). 3. Bring the draft plan back to Coastal -Bay by February 14, 2008 for consideration and approval of broad priority projects. 4. Take Coastal -Bay's priority projects and put a funding plan with them, similar to the Facilities Financing Plan. 5. Bring the WQMP to City Council for a Study Session in March or April 2008. 6. With direction from the Study Session, finalize the WQMP in the context of the FY 2009 -10 City budget. 7. During FY 2009 -10 and beyond, implement the WQMP's projects and monitor and adjust the Plan based on actual events. 8. Review the Plan annually both with Coastal -Bay and with the City Council; receive corrections and changes at that time to keep the document an iterative document. COUNCIL PRIORITY INSTITUTE AN ORGANIZATIONAL PERFORMANCE IMPROVEMENT EFFORT THROUGH DATA GATHERING AND THE IDENTIFICATION OF SERVICE BENCHMARKS TO MEASURE ORGANIZATIONAL EFFECTIVENESS 1. Benchmarking contract with ICMA approved by Council on January 8th. 2. Customer satisfaction survey results reviewed by Council Finance Committee on February 1 st (3 surveys). 3. ICMA consultant team's first visit; review with Finance Committee and Management Team the benchmarking process; ICMA team reviews City's priorities, customer survey results on February 4th and 5th. 4. ETC Institute (survey team) makes presentation to Council on customer satisfaction survey results on February 12th. 5. ICMA review and analysis of City and comparable jurisdiction data; assessment of organizational culture during February and March; 6. ICMA team augments performance indicators proposed by City staff to meet the needs of the City in May and June; makes presentation to Council Finance Committee by June 30th. 7. ICMA team recommends and provides course of training for staff from February- August. 8. ICMA team recommends a list of peer cities to do benchmarking against in May -June. 9. ICMA team recommends a performance measurement methodology and process that is tailored to the City's needs in May -July. 10. ICMA team prepares a final report and presentation to the City Council by September 15th. 11. Committee and Council identify City process to audit, develop an RFP for audit and hire a consultant by October 15th. COUNCIL PRIORITY CONDUCT AN APPRAISAL OF THE BANNING RANCH PROPERTY AND ASSESS FUNDING AVAILABLE FOR THE PURCHASE OF THE PROPERTY FOR OPEN SPACE 1. Obtain a copy of appraisal on the Bolsa Chica land sale for open space by February 10tH 2. Council ad -hoc committee meets with interested parties to discuss the qualifications and process for the hiring of an appraiser by February 29tH 3. RFQ for appraiser is ready for distribution by March 14tH 4. Council approves contract for appraiser by April 22 "d 5. Meeting with interested parties and appraiser to discuss the appraisal process by May Stn 6. Appraiser meets with interested parties to review preliminary appraisal findings by July 30tH 7. Council approves appraisal document; Council subcommittee recommends a process to the City Council for determining funding availability for purchase of Banning Ranch for open space by August 12th; Committee makes hiring recommendation for funding assessment consultant. 8. Council subcommittee reports to City Council on funding availability by November 25tH COUNCIL PRIORITY TAKING ADVANTAGE OF THE LATEST TECHNOLOGY, IMPLEMENT AN EFFECTIVE TRAFFIC MANAGEMENT PLAN THAT IMPROVES TRAFFIC FLOW THROUGHOUT THE CITY • Phase One included the completion of the Traffic Signal Modernization Master Plan; installation of new signal controllers at 22 intersections along Coast Highway in Corona del Mar, MacArthur and Avocado, and the installation of a temporary Traffic Management Center at city hall. This phase also includes the installation of two video cameras, the installation of new fiber communication lines and the installation of a pedestrian traffic signal on Coast Highway at Iris Avenue. • Phase Two includes the installation of new signal controllers at 14 intersections along Jamboree Road and Bison Avenue. • Phase Three includes the installation of new signal controllers at 20 intersections within the Airport area: MacArthur, Jamboree to Campus; Irvine Ave /Campus Drive from Santa Isabel to MacArthur Blvd; Birch /Mesa from Irvine Ave. to Von Karman; Bristol Street North and South. COUNCIL PRIORITY MINIMIZE THE ADVERSE IMPACTS OF JOHN WAYNE AIRPORT THROUGH THE IMPLEMENTATION OF THE CITY'S AIRPORT POLICY 1. Hold Aviation Committee meetings monthly from January through November to discuss JWA issues and gain greater understanding of factors that influence JWA's operations and growth pressures. 2. Hold joint meetings with AWG /AirFair /Council Aviation Committee on a quarterly basis in January, April, July and October to discuss JWA issues and maintain open communication. 3. Hold Corridor Cities meetings with City Managers and City Attorneys every other month (February, April, June, August, and October) to strengthen the group's understanding of JWA issues and its political clout. Explore mechanisms for formalizing the coalition, including participation by elected officials. 4. Hire a consultant with technical expertise in airport operations and FAA procedures to increase the City's understanding of factors which could influence growth pressures or could minimize JWA impacts on the community. Make the hiring by March 15tH 5. Submit a joint "Go Local" grant application to OCTA in partnership with Costa Mesa for a preliminary determination of whether an effective transportation means is feasible for Orange County residents to utilize in traveling to airports other than JWA by March 1St 6. Conclude the "Go Local" funded study by July 31St 7. Provide the City Council a presentation of the "Go Local" study results by September 9th and consider other studies needed to complete the assessment. COUNCIL PRIORITY ALIGN THE CITY'S- CODES, REGULATIONS AND POLICIES WITH THE GENERAL PLAN 1. Complete review of draft Zoning Code and LCP Implementation Plan by staff and GP /LCP Implementation Committee, and begin Planning Commission hearings by July 17tH 2. Coastal Commission approval of land use amendments to Coastal Land Use Plan in May. 3. Submit updated Housing Element to State Department of Housing and Community Development by June 30tH 4. Complete Nexus study for Fair Share Traffic Fee by March 3rd, with City Council adoption of fee by May 27tH 5. GP /LCP Committee recommendation on infrastructure and fee for residential development in Airport Area by May 21St, with City Council adoption of fee by June 24th. 6. Affordable Housing Task Force recommendation on Inclusionary Housing Ordinance and In -Lieu Fee by April 15th, with City Council adoption by June 10tH 7. City Council adoption of Harbor Area Management Plan by September; 8. City Council adoption of revisions to Measure S Guidelines regarding variable FAR by April 22 "d. COUNCIL PRIORITY PROVIDE MORE PUBLIC PARKS AND RECREATION FACILITIES, WITH EMPHASIS ON ACTIVE AND WATER- ORIENTED FACILITIES WHERE APPROPRIATE Mariners Park Restrooms 1. Building permit approvals are expected by April 10th. 2. Bid award in July, 2008. 3. Restrooms open for public use in May, 2009. Estimated construction cost: $750,000 Sunset Ridge Park 1. Obtain PB &R, Council conceptual approval by June 24th. 2. Environmental clearance for park by December 31, 2008. 3. Coastal Commission permit approval expected by June 30, 2009. 4. After preparation of construction documents and bidding, award bid in December, 2010. 5. Park open for public use in June, 2012 Estimated cost: $9,000,000 Marina Park 1. Conceptual plans prepared and approved by PB &R, City Council by July, 31, 2008. 2. Environmental clearance on project expected by September, 30, 2009. 3. Coastal Commission approval expected by June, 2010. 4. Preparation of construction plans and specifications, all water quality, Army Corps, etc. permits by March, 2011. 5. Advertise, bid and award multiple construction contracts by June, 2011. 6. Construction completed and open for public use by December, 2014; Estimated cost: $22,000,000 Coastal Peak Park 1. Construction permits approved by February 10, 2008. 2. Construction period from April - December, 2008, with The Irvine Company overseeing and paying for the construction. 3. City assumes ownership of park in April, 2009. 4. Open to public use by June 1, 2009. COUNCIL PRIORITY IMPLEMENT AN EFFECTIVE COMMUNICATION PLAN WHICH UTILIZES VARIOUS COMMUNICATION TOOLS TO PROVIDE CURRENT INFORMATION TO OUR RESIDENTS 1. Hire a Public Information Manager to develop and oversee a comprehensive City communication program. This was accomplished on January 7, 2008, when Tara Finnigan reported to work. 2. Update the City's existing Communication Plan by working with the Council Communication Committee and City Council, and by presenting a recommended update to the existing plan to Council by April 22 "d 3. Work with the City Manager to complete and distribute a minimum of eight issues of the City Manager's newsletter to the community by December 31, 2008. 4. Evaluate the number and content of NBTV programs by March 15th and start incorporating program enhancements by April 15tH 5. Begin improving and expanding the content of the City's Web site by March 31St and continue making improvements through December 31St 6. Create a community outreach process for capital projects to be implemented by the Public Works Department by June 1St 7. Increase residential subscriptions to E- Select by 10 percent by June 1St 8. Create and implement a new Council Communications Policy by June 30th that includes an updated media policy and incorporates new Web and NBTV policies. 9. Oversee and coordinate a staff communication committee composed of employees in all departments who distribute information to the media and the community by meeting with the committee each month, starting in February. COUNCIL PRIORITY DEVELOP A PROCESS TO REGULARLY REVIEW AND UPDATE CITY FEES IN ORDER TO ENSURE MOST FEE SERVICES PAY FOR THEMSELVES 1. Draft study completed. Departmental review of services study summary completed by February 5th 2. Consultant presentation to Finance Committee (FC) of Cost Allocation Plan and Cost Study; FC determination of cost recovery policy levels; FC develops recommendations to City Council on Cost Recovery Ordinance and periodic reviews by the FC and staff, all by February 29tH 3. Consultant presentation of Cost Allocation Plan and Cost of Services Study at Study Session on March 11th; introduction of amendments to Cost Recovery Ordinance on Council agenda on March 11tH 4. Adoption of Cost Recovery Ordinance and Master Fee Schedule Resolution on March 25th at Council meeting. 5. Cost Recovery Ordinance becomes effective on April 24, 2008, with development related fees taking effect May 24tH 6. Finance Committee receives oral report from staff on whether needs exist to revise any fees, based on initial experience, in November, 2008.