2007/01/17 City Council Agenda PacketCITY OF ROHNERT PARK
OFFICE OF THE CITY CLERK
6750 Commerce Boulevard - Rohnert Park, California 94928
Phone: (707) 588 -2227 FAX: (707) 588 -2274 WEB: www.rpcity.org
NOTICE of SPECIAL MEETING
of the
ROHNERT PARK CITY COUNCIL
WEDNESDAY, JANUARY 17, 2007
9:00 A.M. TO 3:00 P.M.
SPRECKELS PERFORMING ARTS CENTER
CONFERENCE ROOM
5409 SNYDER LANE, ROHNERT PARK, CA
NOTICE IS HEREBY GIVEN THAT a special meeting of the CITY COUNCIL of the
CITY OF ROHNERT PARK will be held on the 17"' day of January, 2007,
commencing at 9:00 a.m. at the SPRECKELS PERFORMING ARTS CENTER
CONFERENCE ROOM
5409 Snyder Lane, Rohnert Park, CA
Said special meeting shall be for the purpose of the following:
AGENDA
9:00 a.m.
CITY COUNCIL SPECIAL MEETING/WORK SESSION - Call to Order
Roll Call (Breeze_ Mackenzie_ Smith_ Stafford_ Vidak - Martinez)
ADJOURN TO CLOSED SESSION TO CONSIDER:
• Personnel Matters (Gov. Code section 54957.6)
CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representative: Stephen R. Donley, City Manager
Employee organizations: Rohnert Park Employees' Association (RPEA)
Rohnert Park Public Safety Officers' Association (RPPSOA)
Service Employees International Union (S.E.I.U.) Local 707
(for certain employees in the Department of Public Works)
9:30 a.m.
SPECIAL MEETING /WORK SESSION — Reconvene
I. UNSCHEDULED PUBLIC APPEARANCES /COMMENTS:
For public comment on items listed on the agenda,
(limited to 3 -5 minutes per appearance & a 30 minute total time limit,
or allocation of time based on number of speaker cards submitted)
- PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING -
2. WORK SESSION: CITY COUNCIL GOAL SETTING Consideration of
Council priorities and objectives for 2007 -2008
• Staff presentations
• Council discussion /direction
ADJOURNMENT approximately 3:00 p.m.
This notice is posted in compliance with Section 54956 of the Government Code of the State
of California.
Dated: January 12, 2007
City Clerk Judy Hauff
DISABLED ACCOMMODATION:
If you have a disability which requires an interpreter or other person to assist you while attending
this City Council meeting, please contact the City Offices at (707) 588 -2227 at least 72 hours prior
to the meeting to ensure arrangements for accommodation by the City. Please make sure the City
Manager's office is notified as soon as possible if you have a visual impairment requiring meeting
materials to be produced in another format (Braille, audio -tape, etc.).
Distribution of above Notice and Agenda as follows:
POST: (1) City Hall (2) Public Safety Department (3) Community Center
(4) Library via e-mail to (kathyd @sonoma.lib.ca.us)
For R.P.Website Postings (www.Mcity.org)
Terri Griffm, Deputy City Clerk
VIA E -MAILS Wor FAXES to:
cc: City Council Members
Stephen R. Donley, City Manager
Daniel Schwarz, Assistant City Manager
Michelle Marchetta Kenyon, City Attorney
Gabrielle P. Whelan, Assistant City Attorney
Beth Lidster, Secretary/City Manager's Office
Community Voice /Jud Snyder, Reporter via FAX: 584 -2233 & e -mail to (yatin@thecommunityvoice.com)
Press Democrat/Paul Payne, Reporter via e -mail to ppayne@pressdemocrat.com
JH/TG: 011707 AGENDA - SPECIAL- RPCityCouncil
(2)
City of Rohnert Park
Annual Goal Setting
January 17, 2007
Facilitator: Dr. Bill Mathis Spreckels Performing Arts Center
9:30 a.m. — 3:00 p.m.; Lunch 12 Noon
1. Introductions Mayor
• Citizen comments
• Themes
a) Developing a Team Attitude
b) Confront the Issues — begin the courageous conversations?
c) Develop Council Agreements and Norms?
d) Identify and Prioritize 2007 goals
e) Agreements between CC — Staff?
f) We won't be done today?
- This is a process to improve the City
Il. Council Profile and Understanding Dr. Bill
• What are the most important things I learned from the election?
• Why I ran for office?
• How do I make decisions? What do 1 need from Council members
(Team) and from Staff?
• My 2 best contribution areas or interests?
(high performance councils use all the best talents)
111. Communication Strategies (handout)
• Anchor the scorecard?
• What do we want to be?
1 of 3
www.MathisAssociates.com
City of Rohnert Park Annual Goal Setting
IV. Roles and Expectations: Dr. Bill
• Role of Mayor — expectations
• Expectations of Councilmembers
• Homework and preparation
• Priorities and participation /attendance
• Clear and shared goals
• Shared communications
• Assignments to Staff? Criticism in public?
• Regular communications with CM? How?
V. Best Council Practices
• CM /CA Facilitated Evaluation? Set dates
• Clear City goals and bi- annual check -up?
• Council Norms and Agreements?
• Clear assignment and Responsibility for Committee assignments and
nominations?
• Staff work program that reflects CC priorities?
• Plan for communication with the public?
• Commitment to Strategic Planning and Visioning
VI. Major Goal Areas: Balanced Scorecard Approach?
Public Safety
Infra - structure (roads, facilities)
Land Use and Environment
4 Leisure Services (Parks /Recreation, Seniors, Youth)
11- --s Economic Redevelopment (revenue improvement)?
6. Organization Goals and Capacity
VII. Other Issues Identified for Continued Discussion:
a) Retirees Benefits / unfunded liabilities
b) Clear environmental initiatives
c) Clear business initiatives
d) Public Safety costs?
e) City Hall completion
f) Housing elements
g) Water
h) Traffic control and mitigation
i) Re- Building City image and City Government
j) Improve Council -- Manager conversations
k) Indian Casino as neighbor
1) Demographics changes
m) Council vs. School District Agreements
n) Health Care
2of3
www.MathisAssociates.com
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* Everyone's Opinion is Valued
# It's "OK" to Disagree
# Speak For Yourself
* Respect One Anothel
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# Ask, If You Don't Know or It Isn't Clear
Confront Ideas - Not People
Focus on Issues - Not People
* Don't Personalize
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"No c�iZreement on guidelines leads to chaos;
agreement ivilhoutfi)l1mv lhroz(gh causes head-
hunting and defensiveness.
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Mathis & Associates *Napa, CA * 707/252 -2151
HUMAN RESOURCE, INFORMATION SYSTEMS AND FINANCE
2007 PROJECT LIST
HUMAN RESOURCE
Negotiations & Implementation of new MOU's
Ca1PERS Contract Amendment
Class & Comp Study
Employee Health & Safety Program
Pandemic Flu Plan
Transitional Work Policy
Succession Planning
INFORMATION SYSTEMS
Citywide Telephone System
Document Imaging & Meeting Agenda Automation
Anti - Spyware Solution
Security System Master Plan
Website Update
Finance Software Upgrade
FINANCE
Budget
Audit
Retiree Medical Plan
Health Care Options
Long Term Care Plan
Refuse Contract and Rates
HUMAN RESOURCE, INFORMATION SYSTEMS AND FINANCE
2007 PROJECT LIST
HUMAN RESOURCE
Negotiations & Implementation of new MOU's
Ca1PERS Contract Amendment
Class & Comp Study
Employee Health & Safety Program
Pandemic Flu Plan
Transitional Work Policy
Succession Planning
INFORMATION SYSTEMS
Citywide Telephone System
Document Imaging & Meeting Agenda Automation
Anti - Spyware Solution
Security System Master Plan
Website Update
Finance Software Upgrade
FINANCE
Budget
Audit
Retiree Medical Plan
Health Care Options
Long Term Care Plan
Refuse Contract and Rates
Terri Griffin
Deputy City Clerk
CITY OF ROHNERT PARK City Hall
OFFICE OF THE CITY CLERK
6750 Commerce Boulevard - Rohnert Park, California 94928
Phone: (707) 588 -2227 FAX: (707) 588 -2274 WEB: www.rpcity.org
NOTICE of SPECIAL MEETING
of the
ROHNERT PARK CITY COUNCIL
WEDNESDAY, JANUARY 17, 2007
9:00 A.M. TO 3:00 P.M.
SPRECKELS PERFORMING ARTS CENTER
CONFERENCE ROOM
5409 SNYDER LANE, ROHNERT PARK, CA
NOTICE IS HEREBY GIVEN THAT a special meeting of the CITY COUNCIL of the
CITY OF ROHNERT PARK will be held on the 17`x' day of January, 2007,
commencing at 9:00 a.m. at the SPRECKELS PERFORMING ARTS CENTER
CONFERENCE ROOM
5409 Snyder Lane, Rohnert Park, CA
Said special meeting shall be for the purpose of the following:
AGENDA
9:00 a.m.
CITY COUNCIL SPECIAL MEETING/WORK SESSION - Call to Order
Roll Call (Breeze Mackenzie_ Smith_ Stafford_ Vidak - Martinez___)
ADJOURN TO CLOSED SESSION TO CONSIDER:
• Personnel Matters (Gov. Code section 54957.6)
CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representative: Stephen R. Donley, City Manager
Employee organizations: Rohnert Park Employees' Association (RPEA)
Rohnert Park Public Safety Officers' Association (RPPSOA)
Service Employees. International Union (S.E.I.U.) Local 707
(for certain employees in the Department of Public Works)
9:30 a.m.
SPECIAL MEETING /WORK SESSION — Reconvene
I. UNSCHEDULED PUBLIC APPEARANCES /COMMENTS:
For public comment on items listed on the agenda,
(limited to 3 -5 minutes per appearance & a 30 minute total time limit,
or allocation of time based on number of speaker cards submitted)
- PLEASE FILL OUT A SPEAKER CARD PRIOR TO SPEAKING -
2. WORK SESSION: CITY COUNCIL GOAL SETTING - Consideration of
Council priorities and objectives for 2007 -2008
• Staff presentations
• Council discussion /direction
ADJOURNMENT approximately 3:00 p.m.
This notice is posted in compliance with Section 54956 of the Government Code of the State
of California.
Dated: January 12, 2007
City Clerk Judy Hauff
DISABLED ACCOMMODATION:
If you have a disability which requires an interpreter or other person to. assist you while attending
this City Council meeting, please contact the City Offices at (707) 588 -2227 at least 72 hours prior
to the meeting to ensure arrangements for accommodation by the City. Please make sure the City
Manager's office is notified as soon as possible if you have a visual impairment requiring meeting
materials to be produced in another format (Braille, audio -tape, etc.).
Distribution of above Notice and Agenda as follows:
POST: (1) City Hall (2) Public Safety Department (3) Community Center
(4) Library via e-mail to (kathyd @sonoma.lib.ca.us)
For R.P.Website Postims (www.Epeity.org)
Terri Griffin, Deputy City Clerk
VIA E -MAILS & /or FAXES to:
cc: City Council Members
Stephen R. Donley, City Manager
Daniel Schwarz, Assistant City Manager
Michelle Marchetta Kenyon, City Attorney
Gabrielle P. Whelan, Assistant City Attorney
Beth Lidster, Secretary/City Manager's Office
Community Voice /Jud Snyder, Reporter via FAX: 584 -2233 & e -mail to ( a�tin@thecommunityyoice.com)
Press Democrat/Paul Payne, Reporter via e -mail to ppayne@pressdemocrat.com
JH/TG: 011707 AGENDA - SPECIAL- RPCityCouncil
(2)
CITY OF ROHNERT PARK SPECIAL MEETING MINUTES FOR:
City Council
January 17, 2007
Wednesday
The Rohnert Park City Council met this date for a Special Meeting to continence at 9:00 a.m. at the
Spreckels Performing Arts Center, 5409 Snyder Lane, Rohnert Park, with Mayor Vidak- Martinez_
presiding.
CITY COUNCIL SPECIAL MEETING
Call to Order: Mayor Vidak - Martinez called the Special Meeting to order at 9 :15 a.m.
Roll Call: Breeze, Mackenzie, Smith, Stafford, Vidak- Martinez
Staff present for all or part of the Special Meeting: City Manager Donley, City Attorney Marchetta
Kenyon, Assistant City Manager Schwarz, Director of Corrnnunity Development Bendorff, Housing
and Redevelopment Manager Ellena, Director of Public Works /City Engineer Jenkins, Director of
Administrative Services Lipitz, Director of Public Safety Bullard, City Clerk Hauff and Deputy City
Clerk Griffin.
Also present for all or part of the Special Meeting: Bill Mathis, Ph.D., Mathis & Associates and
Bruce Held; IEDA.
ADJOURN TO CLOSED SESSION
Council adjourned to Closed Session to discuss labor negotiations at approximately 916 6 a_m.
RECONVENE
Mayor Vidak- Martinez reconvened the Special Meeting at approximately 10:04 a.m.
MAYOR'S REPORT ON CLOSED SESSION
Mayor Vidak - Martinez stated that no reportable action was taken in Closed Session.
UNSCHEDULED PUBLIC APPEARANCES
Mayor Vidak - Martinez invited members of the public interested in speaking to come forward. No
members of the public responded.
WORK SESSION: CITY COUNCIL GOAL SETTING
Dr. Mathis DISTRIBUTED an agenda (ATTACHED TO THE ORIGINAL SET OF MINUTES)
and packets of additional materials.
City of Rohnert Park Citv Council SPECIAL MEETING Minutes (2 of 5) January l7, 2007
I. INTRODUCTIONS
Mayor Vidak- Martinez reviewed the session's themes as follows:
• Developing a team attitude
• Confronting the issues
• Developing Council agreements and nouns
• Identifying and prioritizing 2007 goals
• Agreements between City Council and staff
• Ongoing process
Dr. Mathis defined organizational capacity and discussed the book entitled "The One Minute
Manager Meets the Monkey." In response to Dr_ Mathis's request, each member of the Council, City
Manager Donley, and City Attorney Marchetta Kenyon provided personal and business examples that
illustrate the quote "When you discover that you're riding a dead horse, the best strategy is to
dismount."
Dr. Mathis discussed staff's responsibilities in communicating with Council and asked staff to
consider the following factors.
• Current capacity of department
• Current projects and capacity to do work
• Needs of the organization
• Future issues — are they going to be costly
II. COUNCIL PROFILE AND UNDERSTANDING
Dr. Mathis discussed "profiling_" At the request of Dr. Mathis, each member of the Council
responded to the following questions:
• What are the most important things I learned from the election?
• Why I ran for office?
• How do I make decisions? What do I need from Council members and from staff?
• What are my two best contribution areas or interests?
In response to questions by' Dr_ Mathis, Council discussed issues of concern, including:
• Respect by members of staff
• Timeliness of information
• Lack of Council facilities at City Hall
• Dishonesty
• Council reports on attendance at community events and meetings
Mayor Vidak - Martinez RECESSED the Special Meeting at approximately 12 :55 p.m. for lunch and
RECONVENED the Special Meeting at approximately l A5 p.m.
Dr. Mathis discussed the communications scorecard. In response to questions by Dr_ Mathis, Council
members defined and scored each of the following communication strategies:
• Honesty
• Respect one another
• Don't personalize
• Confront ideas
• Don't monopolize
1City of Rohnert Park City Council SPECIAL MEETING Minutes (3 of 5) January 17 2007
Staff Presentations
City Engineer /Public Works Director Jenkins reviewed and responded to Council questions regarding
a project list for Public Works /Engineering, including the following.
• Engineer staffing
• University District Specific Plan approval and related projects
• Eastside trunk sewer
• Snyder Lane widening
• Water pipe on Rohnert Park Expressway and East Cotati Avenue
• Major arterials
• Water storage tank
• Urban Water Management Plan
• Sustainability Ordinance
• Sewer lateral replacement ordinance
• New City Hall
• Development Agreements with Northeast and Southeast Specific Area Plans.
• Sonoma Mountain Village
• Water supply assessment
In response to questions by Dr. Mathis, staff and Council discussed project prioritizing and factors
that should be considered in determining priorities. Council CONCURRED to direct staff to conduct
further analysis and bring priorities, forward for Council consideration within 60 days based on
organizational capacity and other factors.
Councilmember Breeze left the meeting at approximately 3:36 pm.
Director of Community Development Bendorff reviewed and responded to Council questions
regarding a project list for Community Development ( ATTACHED TO TIIE ORIGINAL SET OF
MINUTES), including the following:
• Sustainability Ordinance - Green Building Ordinance
• Northeast and Southeast Specific Plans
• Public Art Ordinance
• Medical marijuana
• Beginning General Plan update
• Planning and building fee study
Building inspection staffing
• Community Center Plaza
• Expansion of code enforcement program;
• Document imaging project
• Three corridor studies
Housing and Redevelopment Manager Ellena DISTRIBUTED a project list for Housing and
Redevelopment (ATTACHED TO THE ORIGINAL SET OF MINUTES), and reviewed the
following:
• Bond issuance
• City Center Plaza and pedestrian improvement project
• Community Center Campus plaza rehabilitation and master plan
• Arbors
• Vida Nueva
• City Hall site and adjacent properties for potential affordable housing development
City of Rohnert Park City Council SPECIAL MEETING Minutes (4, of 5) January 17 2007
Director of Public Safety Bullard reviewed and responded to Council questions regarding a project
list for Public Safety (ATTACHED TO THE ORIGINAL SET OF MINUTES), including:
• Staffing
• Reduction in crime and traffic collisions
• Recruiting difficulties and current Public Safety Officer vacancies
• Retention of employees
• Increasing public awareness /education
• Police and fire equipment fair
• Student fair with emphasis on computer vulnerability
• "Alive at 25"
• Increase neighborhood watch programs
• Emergency response training
• Increase public outreach to I fispanic community and senior citizens
• Re- establish citizen's academy
• Recruit public service aides
• Gang Resistance Education and "Training (GRET) program.
• high school campus training
• Instruct all city employees in National Incident Management System and Standardized
Incident Systems
• Increase trick operations and develop procedures for mid -rise buildings
• Improve community relations
• "Take Ten Program"
o Community relations with press
• Increase traffic enforcement
• Pedestrian safety grant
• New Special Enforcement Unit (SEU) focus
• Modernization of Public Safety facilities
o New and relocated fire stations
• Grant to deter binge drinking
• Crime analysis project
• Field reporting technology
• Increase fire prevention program
• Public Safety Model
Staff and Council discussed the City's Public Safety Model and the advantages and disadvantages of
splitting police and fire services_
Councilmember Mackenzie left the meeting at approximately 4:02 p.m. and returned at
approximately 4:07 p.m.
In response to questions from Dr. Mathis, Council discussed the evaluation process for the City
Manager and City Attorney. Council CONCURRED to complete facilitated evaluations of the City
Manager and City Attorney by the end of the fiscal year
In response to questions by Dr. Mathis, Council and staff provided positive feedback regarding the
work session.
City of Rohnert Park City Council SPECIAL MEETING Minutes (5 of 5) January 17 2007
Director of Administrative Services Lipitz DISTRIBUTED, reviewed and responded to Council
questions regarding a project list for Human Resources, Information Systems and Finance
(ATTACHED TO THE ORIGINAL SET OF MINUTES), including the following:
• Retiree medical plan
• Balancing budget
• Successful labor negotiations
• Succession planning
Assistant City Manager Schwarz indicated that he will be seeking policy direction from Council
regarding the 2007 goals for the Performing Arts Center and Parks and Recreation Department.
Council CONCURRED to schedule an additional work session with Dr. Mathis within 60 days.
ADJOURNMENT
Mayor Vidak- Martinez adjourned the Special Meeting at 4:50 p.m.
"Terri Grif
Deputy City I k
Vicki Vidak - Martinez
Mayor
pj,or, projects for 2007
1. Wilfted/Dowdell
• Redo S Plan
• ADEIR
2, NE Specific Plan
• ADEIR
• DA
3. SE Specific Plan
• DEIR
• DA
4. Stadium Area Plan
o DEIR
o DA?
5. Sonoma Mountain Village
o DEIR
o DA
6. University District Implementation/Finish Annexation
7. Green Building Ordinance
8. Public Art Ordinance
9. Medical Marijuana
• Prohibit?
• Ordinance to allow?
10, RI-INA Tracking
11, Begin GP Update for 2009/2010
12. Planning/Building Fee Study
13. City Center Plaza/Drive Improvements
• Circulation Study by W-Trans/Environmental Review Near Complete
• Fund Raising Effort
14. Community Center Plaza
15. Corridor Studies
16. Expand Code Enforcement Program
HOUSING & REDEVELOPMENT POTENTIAL PROJECTS FOR 2007
HOUSING
• 2007 Bond Issuance
• Arbors
• Vida Nueva
• Application for CDBG funds for rehabilitation loans / promote program
• Modify Rehab program guidelines to include energy efficiency incentive
• Facilitate sell of Oakview property to Kisco
• Assist with modification of Inclusionary Ordinance to reflect CRL
• Develop for -sale housing policies
• Rent Appeals Board — various and ongoing
• 2007 Homeless Count
• City Hall site RFP for affordable housing development/ may include acquisition
of adjacent parcels
• Maximize bond proceeds for affordable housing development, preservation and
rehabilitation— identify key projects
• Condo Conversion Moratorium review and vacancy survey
REDEVELOPMENT
• 2007 Bond Issuance
• Public Safety Parking Lot
• City Center Plaza / Pedestrian Improvements
• Sonoma Mountain Village Business Incubator Loan
• Community Center Campus Plaza and Master Plan
• Maximize bond proceeds for downtown development
• Public Safety Bay Realignment
• Maximize bond proceeds for implementation of corridor Master Plans
• Maximize bond proceeds for implementation of MBIA Economic Development
Study
• Maximize bond funds for in -fill and rehabilitation projects in key areas such as
Sonoma Mountain Village, Southwest Shopping Center, State Farm and City
Center Drive areas
1. Staffing
Recruiting
Retention
Training (FTO�
Public Safety 2007 Goals
Thomas Bullard
01 -12 -2007
Aos, Al s~o
(2005: One PSO retired
One PSO resigned
One Trainee resigned
One PSO passed FTO, but resigned
Injuries: 9 PSO and 1 CSO off .
a 'significant amount of time)
Staffing to replace retirements as well as preparation for Westside Station
Goals: Pla PSO trainees (5) in the April and July Police Academies
i� Continue to recruit lateral officers`'
Staffing Td Sergeant in Fire
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2. Increase Public Education /Awareness
Public Safety Fairs -- Fire & Police Equipment fairs (Fire Engines, etc.)
Student fairs for computer vulnerability with an
emphasis (My Space and Internet chat rooms)
Alive@ 25 -- introduce into the High School (responsible driving
and accountability for actions — how actions affect others)
Increase the number of Neighborhood Watch Programs within the City
and Citizen Emergency Response Team members — Emergency
Response Training for Citizens is now incorporated in with our
Neighborhood Watch Program
Increase Outreach Public Outreach and Public Participation to Hispanic
Community and our Senior Citizens
Re- establish our Citizens Academy
(From this hope to recruit additional PSAs and
or Citizen Emergency Response Team (CERT
members)
1
Examine the possibility of introducing the GREAT Program
(Gang Resistance Education and Training)
into the Schools — elementary training on GANGS and DRUGS
Active Shooter Training on High School Campus involving School Officials
New Training Program with Fire Division — Daily scheduled Fire Training
Instruct every City employee with orientation for National Incident IC -11
Management System and Standardized incident Management System. (roleow-)
Truck Operations and Standard Operating Procedures -� Develop SOPS
for Mid -Rise Operations with the increase in the number of floors for new
construction. Train /qualify all engineers on 9950.
3. Improve Community Relations
Patrol to implement the 'Take Ten Program "; take extra time with citizens
and educate them — go beyond simply taking a report.
c.>171
Work with Community Voice on Public Relations = regular articles dta"'� Ceif
positive articles in newspaper
4. Patrol to Place a Grater Emphasis on Traffic Enforcement
Increased enforcement and education
OTS Grant for Pedestrian Safety
SEU — new goals; meet to identify target goal for making "City Safer"
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S. Modernization of Public Safety Facilities
Continue with renovation Station Number Two (Northern)
Work with City Staff on relocating the fire bay at the main station
As appropriate continue developing plans for the Westside Station and
potential move.of the southern station
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HUMAN RESOURCE, INFORMATION SYSTEMS AND FINANCE
2007 PROJECT LIST
HUMAN RESOURCE
Negotiations & Implementation of new MOU's
CalPERS Contract Amendment
Class & Comp Study
Employee Health & Safety Program
Pandemic Flu Plan
Transitional Work Policy
Succession Planning
INFORMATION SYSTEMS
Citywide Telephone System
Document Imaging & Meeting Agenda Automation
Anti - Spyware Solution
Security System Master Plan
Website Update
Finance Software Upgrade
FINANCE
Budget
Audit
Retiree Medical Plan
Health Care Options
Long Term Care Plan
Refuse Contract and Rates
William Mathis, Ph.D.
y.''} Management Psychologist
, !? Dr.Bill@mathisassociates.com
Mathis & Associates
Servingyon for over 30 years
License #PSY3645
Napa Valley Office
3435 Valle Verde Dr.
Rancho Cucamonga Office
Napa, CA 94558
909- 322 -9045
707 - 252 -2151
909- 477 -3129 Fax
707 - 252 -1349 Fax
www.MathisAssociates.com
B N,
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Inn MARA-11,72, I =1
* Everyone's Opinion is Val ued.
tor » : '{ }\ to Disagree
+ Speak For Yourself
* Ask, If You Don't Know or It Isn't Clear
Confront Ideas - Not People
Focus on Issues- Not People
* Everyone Participates
"No c reeinent on guidelines leads to chaos,-
agreement 1141hout,/611mv lhrough causes head-
hunting and dqknsiveness. "
Mathis & Associates * Napa, CA * 7071252-2151
P" `EA!,UOR
Don't Drop .t Ball Your Council!
by Bill Garrett, Janice i
The nature of the job for elected officials puts their local government business into
the combined time squeeze of work, home life, family, and recreation. Unless the
elected official enjoys "retirement," the juggling act for the citizen- turned- elected-
official can be chaotic if the local government manager, staff, and citizens do not
support the effort to govern
Managers can develop consistent and helpful strategies for supporting their elected officials (referred to as
the council in this article) and for dispelling fears that things may fall through the cracks or that council
won't follow up.
They need to remind staff that council members are the elected officials of their communities and tend to
get busy and distracted. Neglecting this point has gotten a lot of staff and local government managers into
trouble because they took their elected officials for granted and, as a result, council did not feel respected.
We get busy with hectic schedules and crises, and there doesn't seem to be enough time in the day to get
our own things taken care of. When everybody has his or her own important agenda to carry out, it
becomes easier to work with and see a councilmember as "just another city employee" who may become
disregarded, or one we hope to avoid if possible. A councilmember might, after all, have yet another
request, suggestion, question, or something that may take too much time, and maybe we can't really help.
That could be even worse.
Unhappily, there has been more turnover in localities' managers and assistant city managers as councils
have become disillusioned with top management. Some of this could have been avoided if council members
had felt and believed that they mattered to management and that management listened to them, took
notes, and followed through for them, then got back to them so they knew they were being heard and
responded to.
Basic Ground Rides
Honor confidentiality and fairness. Treat each councilmember fairly and equally. (This is nothing new,
just sometimes overlooked.) Do not play favorites with council members; this will spell disaster for the
manager. Do not repeat confidential conversations with council members to others. If and when necessary,
have the local government's attorney or the manager's confidential assistant present when issues need to
be documented. Council members will understand this. Have your police chief present if a meeting involves
information regarding crime or follow- through on crimes.
Sometimes, council members will share gossip, frustrations, or what grates on their minds. There is no
problem in just listening to what is being said and not feeling the need to answer or "do something." In a
few cases, however, council members will share concerns that cannot be kept in confidence, such as
suspected illegal activities, malfeasance in office, or dishonorable public practices, and these concerns must
be acted on with either the council or the city or county attorney. Also, it is important for the manager to
give guidelines to council members after each new election.
Bleep confidences. Confidences often add up to council members expressing ideas just to hear how they
sound and to ruminate or practice on the manager before presentation in public. These confidences should
be kept and valued because they indicate trust in the manager's wisdom and ability to appropriately
analyze an idea.
Managers should not develop the idea that "if you tell me, it should be shared with all members of the
council to show fairness and equity." Telling everyone would undercut the council's view of the professional
manager —who can listen and assist them in expressing their views better.
Communication is not enough. Take notes at every meeting. There are no informal meetings when
council members or board members are present. Make sure that you always have pen and paper with you
or a designated staff member who understands the members' initiatives to take notes of all suggestions,
requests, and ideas during a meeting.
Discuss and delegate certain topics to staff for more information after the meeting. Staff may already have
information available because a councilmember has mentioned the topic earlier. Then, follow through in
another conversation to make sure that any request is still valid. If it was just an idea for the moment and
not a heartfelt request, the matter may end there.
Take notes during telephone calls from council members. Don't blow an elected official off as just another
caller who likes to hear himself or herself talk. If council members prefer to send e-mail messages, make
sure these messages are followed through on, too. Delegate requests to the department heads who can
follow up. And get back to council members.
When giving information to a councilor, give the same information to the mayor first and then to all council
members. Be fair and equal. Elected officials need to be oriented to how a manager processes ideas and
concerns. An understanding of the manager's thought process will help councilors appreciate the manager's
sincerity, organization, and willingness to listen actively and then respond.
COLT 1 Ii5s Desigilated tafl'i Member
Managers should be savvy enough to designate an intelligent staff member to the council members, one
who can serve them in several ways. The staff member should be able to:
• Understand their needs.
• Understand all personalities.
• Serve as a concierge.
• Provide directions to the places they will travel.
• Make hotel reservations (with confirmation numbers).
• Reserve automobiles (get council members' vehicle preferences).
• Make airline reservations.
• Make conference reservations, and confirm them.
• Keep an extra copy of all reservations, confirmations, phone numbers, and addresses
in case council members want this information again.
• Notify mayor and all council members of public events, meetings in town, or functions
requesting council's presence.
• Follow through for mayor and council members on all city or county events.
• Follow through on council's e- mails, and respond to them.
• Clue in the manager on what is going on. Do not leave the manager out of the loop on
anything.
• Copy the manager on council members' requests and messages to department heads.
• Prepare a room for all meetings with any and all council members in the local government
building or specified place of meeting.
• Have coffee or desired beverages ready prior to meeting time.
• Have paper and pens on hand.
• Be prepared for council members; think ahead for them.
• Prepare council members for their meetings, and solicit questions before meetings.
€..� ��,:..' Vic' iA�p f u u �: , . €.: a c, Ai � ia` no
When bad things happen or a crisis occurs, make sure the elected body is informed by you, the manager,
and not by the press, other staff members, or callers. No elected official wants to be out of the loop, with
no answers and no strategies, when something goes wrong or a crisis occurs. Keep your councilors
informed up- front. Also, be prepared with strategies and options for council members so they can be
reasonably prepared to make a response to whatever might take place.
Tvvotoz Systems Thai: Work
Complaint Tracking System. One manager reports: "Our citizen complaint process is processed through
the manager's office. (In an attempt to lessen the negativity of the word "complaint," the term has been
modified to "customer service request. ") The idea is not only to have a centralized processing area but also
to ensure that the manager's staff is aware of the issues presently of interest to the community. It also
provides us with the opportunity, for example, to track trends of issues and problem areas."
When asked how a complaint management system works, the manager replied: "The staff processes the
requests using a Microsoft Access program and records a service number, department(s) to whom the
request is routed, service address, description, name of person making the request, and his or her
telephone number.
"Generally speaking, we do not accept anonymous comments. If the staff person believes the issue is
compelling enough to investigate, i.e. an allegation of a major health or safety issue, we will notify the
appropriate department and ask that it be checked out."
"The department is expected to respond to the request and report back to the manager's office of their
findings within 10 days. Additionally, the department is required to notify the requestor that the
investigation has been completed and if action has already been or will be taken to remedy the concern. If
no response is received by that date, a reminder is sent to the department. This is rarely necessary.
"If a service request comes through a councilmember on behalf of one of his or her constituents, we use the
same process. In this case, of course, we would notify the councilmember of the results as well."
Calendar Reminders. The biggest complaints from staff usually involve a councilmember forgetting or
losing a reminder about a significant community date or event. The biggest need for a governing body
might be a centralized calendar and special automatic reminders, such as wake -up calls at hotels, signals of
upcoming civic events, memos of appointments, and the like. A busy council will designate highly
sophisticated systems to complete this task.
Regular e-mail contacts or daily cell phone reminders often work well. This activity should not be considered
babysitting but a necessary part of tracking business for elected officials.
Pandering or Babysitting versus I~Ippof•t
To a great extent, if a councilmember believes that a certain level of support is important to him or her or
to his or her constituency, it doesn't matter if staff members consider it pandering, babysitting, or anything
else they might want to call it. Staff members must realize that they look at the world through different -
colored glasses than do elected officials.
Managers are the professionals who ensure that things are done as efficiently and effectively as possible,
whereas elected officials look at things from a political perspective and want to see results that will enhance
their political positions. It is imperative, however, that administrative staff recognize that councilors have
indeed been elected by the residents of the community and are the ones that know the pulse of the
constituents.
So, from the management perspective, as long as a councilmember's request doesn't violate any local rules
or regulations or the ICMA Code of Ethics, the manager is going to make sure the elected official is
accommodated (even down to the question "Where are we going to dinner tonight, now that we're at the
league's annual conference ? "). From a jaundiced perspective, managers are sometimes indeed the "hired
help."
What Are the Small Irritants That Cor. W Beernne Laroer?
Here are some personal statements that answer the question "Do small things matter ?"
"I know a manager who was fired because, although he was great with the big - picture items, he didn't get
the potholes fixed that council members had told him needed to be done."
"Council members frequently pay a lot of attention to their pay and benefits packages. If they don't think
they're getting all they're due, staff is sure to hear about it."
"Council members want to be sure they're treated with the respect they think they're due because of the
office they hold. If they don't think staff respects them, things can get really tough."
"An offhand remark at a public gathering that's perceived as being negative toward a councilmember will
invariably get back to that councilmember and can easily come back to bite you."
Following `through Ensures YoLir Credibility
inn r3rt -int if- tis
1. Get the facts straight.
2. Don't jump ahead of councilors.
3. Give them the public spotlight.
4. Prepare them for facing public issues.
When your councilmember has a request, mandate, or suggestion, make sure it is followed through on
immediately, even before the job has been completed. Many times, it will take several hours, days, or
maybe weeks before the request can be completed. The councilmember, however, should be notified as
soon as the task is delegated, concerning the timeline, the work backlog, and the equipment needed.
Council members need to know that their requests were taken seriously and that they were heard. Seeing
that this is so will save a lot of frustration and misconceptions down the road.
Council and the manager's staff form a unique and eclectic partnership that is chosen by the electorate. The
manager must develop staff members to be able to meet the challenges.
Show Up!
One of the comments most often heard from an elected official is that the manager doesn't show up at
public events. Managers need to make an effort to pick the events that are most important to be seen (by
council) and to attend them. For many events, designate the assistant manager or deputy manager and, in
some cases, a department head to attend. Managers need to be seen by the mayor and council members as
being participants in the community.
Council Members Should Know They COL111t
Council members feel more comfortable when they know they count as their localities' elected officials.
They also need to know they count as people; they have feelings, and they know when they are being
brushed off and disregarded. They are the bosses; they are elected to make changes and to make a
difference, and staff members are hired to follow through for them.
The council's "pet peeves" should not be revisited over and over again. A manager should remember what
they are. The manager also should make sure that council members know they have been heard, that
action will be taken when needed, and that there will be follow through.
Council and the manager's staff form a unique and eclectic partnership that is chosen by the electorate. The
manager must develop staff members to be able to meet the challenges inherent in their jobs. The ideas
identified in this article represent some of the most common issues and resolutions.
You certainly don't have to drop the ball when it comes to your elected officials' needs.
Rill Gr . At ; President, CKY FM d;AtifJf`G (CCMF), ta. at.: 5an&'gef of �U Cajon, CA
b�arr�ttCc�ei el�caie�n ca.0 , lw: c w ;ter ea @ r farmer Deputy City Mjlna �gvr of t`ofyi err CA, ,.ark rurrently
human ie: :�€tfr .,<.� r;rsr. e.Fi$c�a�t, Rancho Cucm�aoncwv , CA. J giehrZtaderCaweriz ®n rnetY
,emrd ntt,, Sh(,w mnf vywrviyernent Mliat i r, K, A_�.�ta ies ztv, E� a ,
City of Rohnert Park
Annual Goal Setting
January 17, 2007
Facilitator: Dr. Bill Mathis Spreckels Performing Arts Center_
9:30 a.m. — 3:00 p.m.; Lunch 12 Noon
1. Introductions Mayor
• Citizen comments
• Themes
a) Developing a Team Attitude
b) Confront the Issues — begin the courageous conversations?
c) Develop Council Agreements and Norms?
d) Identify and Prioritize 2007 goals
e) Agreements between CC — Staff?
We won't be done today?
This is a process to improve the City
1 Council Profile and Understanding Dr. Bill
• What are the most important things I learned from the election?
• Why I ran for office?
• How do I make decisions? What do I need from Council members
(Team) and from Staff?
• My 2 best contribution areas or interests?
(high performance councils use all the best talents)
• Anchor the scorecard?
• What do we want to be?
••
1 of 3
www.MathisAssociates.com
City of Rohnert Park Annual Goal Setting
o) Deferred maintenance programs
p) Emergency preparedness
q) Council conduct at meetings, and Agreements
VI11. Summary:
• What's next step for Staff? Dates
• Next step for Council? Commitments
• How did we do today?
3 of 3
www.MathisAssociates.com
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Manager Appramisalms
Can Be Nothing but fix Benefit
h'or° nearIY 0 years as city manager hi three cities, Drier ()f the atathors, George
C;aravalho, has insisted that city council's meet with him at least once o year for
ara evaluation process. During this period, he has seen many different react-1017S to
holding st.rch ca session With the council. M sorrier cases, the mayor- and cot..nol have
fich shot this Was tirrrewell spent; in other cases, courrcilrrrernbers have refused to
participate -for one reason or another. Nevertheless, in every city in which_ he has
seined, the process has been sttccessfid in opening the lines of-cornrrrtrnication arid,
I rr Borne cases, I rr overting serious potential problems.
vervone wants to hear what kind of )ob lie or
she is doing„ especially when the response
conies from "the boss," Local government man -
agers are no exception and truly deserve to re-
ceive regular feedback. Why, then, sloes gaining;
nnanilger evaluations often feel life pullia7" teeth, and Why
are ihcy usually Instigated by the manager?
In Santa C;larita, California (population 147,600; incorpo-
rated in 1987), C:aravalho, the first permanently hired city
i meager, came o» board in 1985. In the. early 1980s, em-
ployment af;recments had been emerging in C aliforilia, and
C >aravalho's amoixnted essentially to a letter of agreement,
Over time, the agreement has expanded to become a more
0111iprehensive employment document that now contains a
PUBLIC MANAGEMENT 11
paragraph on regularly reviewing the
maiw ;er's performance. ;according to
the agreement, the city manager is evalu-
ated by the council oil an annual basis,
through .Y process of rcviwww° that has
proved to be worthwhile and productive.
Ile evaluation process in Santa
Clarita uses ,a third -party facilitator.
'['his approach offers a myriad of'advan-
tagn for both We council and Me mart -
al;cr. I lore is a step --by -.step outline of the
city's process.
E a
'The first step is to obtain «a mutually
agwed -upon, third -party facilitator. The
next involve: the facilitator and the
manger in autluliny such itenis fur in
clusi0n in the evaluation as current is-
sues in the local government, the rela-
tionship of the council and they manager,
And taw individual and gnmp dynamics
between the manager and the council.
Following an interview with the
manager, the facilitator interviews each
courlcilnlember privately. These inter -
views normally take Will half an hour
to twee hours, depending nail the needs of
indhidual couniinx°.mberk luring the
interviews, Tile facilhaun f wows on se:v-
craal kev .areas. 'These may include com-
muunication, relationships, work priori -
fies, and - encral opinions. In Santa
Clarita, they encompass:
Kev relationships between the man -
a, and the council, city stall', the
public, city committees and corn-
mission"", and other governmental
,agencies.
'a (JAimms on the manlg a's resimilsl-
hildies and abilities, along with the
niaunger's personal style, strengths,
and areas for improve uncalt.
m 'Naples relating (o budgeting, public
relations, program manalgenaenh and
employee relations.
C;ennlcihllcnlbcas are asked to provide
an overall rathg of the manager on a
scale of f to to, and at this firnc sew
rn" be ar discussion regarding compen..
ration. After the facilitator has com-
pleted discussions with councilmcnlbers,
a closed- session nlwohg takes place for
approximately three humus with all cou n-
Jimen hors present. The first hour of the
meeting is devoted to the facilitator`s
Wwssitlg the councihllenhers and pro -
viding the information they caach have
supplied in iradividwd mmOngs. Infor
nation is given in the aggregate, <and a
summary of each discussion area is to
viewed by the group as a whole.
Subsequently, each councilmember
identifies an area on which he or she will
provide feedback to the maanaWr. At this
point, the manager is invited to join the
remainder of the closed session, and
each councilmember presents informa-
tion, which that is given frorin the
group's perspective.
This process involves a report pre
pared by the facilitator that covers ( 1) the
goals and objectives of the manager, m
outlined previoudy by the Coiled, i2)
We numWer's accomplishments flan the
year (e3) the individual comments of the
councilauenabers; (4) the overall rating;
and (S) other notes that the facilitator
may have gleaned from these discussions.
In this session, the manager spends a
good part of the time -- _perhaps up to an
hour - ---h tening to the feedback and tak-
ing notes on each of the councilmcm-
ber.s' comments. "The next part of the
meeting gives the manger a chance to
respond to any of Ohc CUllncilmembers'
comments or questions.
At this point, the council and man-
ager discuss specific issues, including
pedirmane items and additional goals
that may be desired by individual coup -
ciIme nbers. This session is informal
and free-fiowing. At Be end of the pro-
cess, Specrflc action Statements are de-
veloped. (Then, within six months, a
hallow -up report describing progress oil
the action items is provided to the coun-
cil form the manager.)
`The meeting concludes with coun-
cihnembers agreeing, to all overall, St.rm-
mary evaluation of the perfortmilce of
Be manager, which is signed by Be
mayor and all cotulcknernivim The W
cilitator is requested to prepare as short
paragraph :;trmmaadzing the results of the
evaluation. This sunlaalarv, illong with
any salary increase proposal, is provided
to flee pass and placed in the manager's
personnel file_ The director of Truman re-
sources mmietim" WOW this; process.
Nero, then, are the .authors' ideas on the
top 10 benefits of- an annual manager
evaluation:
1. Ile annual evakration process pro-
vides a regular time for Me manager
and council to sit down as a group in
closed session and tall. about the
workWg relationship between the
council (board of, directors) and the
nlaanager (Cl`,O), providing feedback
they may not give or receive on it
day-to-day basis.
2. The annual evaluation allows each
councihnlemher to explore whether
his or her individual feeli gs are
shared by the rest of tine Council or
whether they arc just the feelings of
one individual member. It also al-
lows be could) w review its man-
ager responsibly, with a well -
thotigllt -out strategy for c'�valuatioan.
3. The facilitaator is able to ask direct
questions and listen to the coun-
12 DECEM13:R 1999
0
cihaaenabera' responses without be-
coining, personal or defer"im. A real
effort is made to bring to tine surface
and c liminate hidden agendas. This
process allows for open and candid
conanaunicalion by aauncihncmbers.
Ile annual process of evaluation of
the maTager- -when done with hon-
est intentions, forethought, and
phrasing; —.has the ability to head off
Potentially serious problems Simply
by making all of the parties involved
a"wre of the issues.
The annual evaluation proves an ex-
cellent opportunity to deal whh cases
in which there are sensitive personnel
issues. lie process fives the manager
an (qnu ttn dy tc') hear about and ad-
dwss a situation or ro cievc°lop a pro -
gam for making specific perwrinel
changes and improvements.
Another benefit of file annual evalua
tion is recognition, Council meetings
can carry lacavy agendas, and often
there is not adequate tinge to talk about
nnccesse:s. During an cubaAm, the
comicil can gwnd time talking about
accomplishments and how, the man-
ager has been working, along with
other staff,_ to achieve the objectives of
the council and tlae community,
T A sig Ahc.ttnt ouvorne of the annual
review is an action plan, which laaay
cause the manager to shift priorities
and resources to accomplish things
that probably were not as clear as
tire v should have been. The benefit is
that the council is aisle to redirect ek
forts, and staff members are able w
carry out those tasks that are viewed
by the cone ncil as most important.
. A thir-dTaxty Acilitmir fi r the evmhr-
aLion Contributes to a better, more
clearly defined, professional process
that strengthens the councilruanager
relationship. (Based oil Santa Clarita's
experience, facilitator costs can ruin
from about $IMM to VAR)
9. In some sessions held in the public
arena, councils are reluctant to bring
up the point of a compensation in
crease. The closed session evalua-
tion process offers an excellent op.
portunity to bring up this question.
iR This process may give the manager a
chance to offer feedbacl; to the
council from department heads ;and
citizens concerning its performance.
FnNuerid ,the perfomumcc evalua
lion process is viewed as a potential
calamity that instills trepidation or
stress in the parties involved, ilk rrmt'r
not to be the case` Even in mmm case
scenarios, %Ali a divided or argmutmw
tive council (and most laaanagcrs -s and
g vemkg bola have been there }, ;a
welAplanned evaluation process than in-
cludes a third -party facilitator can sue -
reed in mending fences anti focusing,
positively on tlae future. OM
h? rims, Oorcy is the mayor of `;arrrtrl
C,`lnrita, Cragwniaa, and CeolW Oraavariho
A city ntantWer> Santa O ar•itn.
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