10/5, 10/6 & 10/7/2015 SPCITY OF GRAND TERRACE
CITY COUNCIL AGENDA FOR
OCTOBER 5, 2015 AND
OCTOBER 6, 2015 AND
OCTOBER 7, 2015
Council Chambers Special Meeting 6 00 PM
22795 Barton Road • City Hall
The City of Grand Terrace complies with the Americans with Disabilities Act of 1990 If
you require special assistance to participate in this meeting, please call the City Clerk's
office at (909) 824-6621 at least 48 hours prior to the meeting
If you desire to address the City Council during the meeting with regard to an item on the
agenda, please complete a request to speak form available at the entrance and present
it to the City Clerk Speakers will be called upon by the Mayor during public comment
Any documents provided to a majority of the City Council regarding any item on this
agenda will be made available for public inspection in the City Clerk's office at city hall
located at 22795 Barton Road during normal business hours In addition, such
documents will be posted on the City's website at www grandterrace-ca gov
CALL TO ORDER
Convene City Council and City Council as the Successor Agency to the Community
Redevelopment Agency
Pledge of Allegiance
ROLL CALL
Attendee Name
Present
Absent
Late
Arrived
Mayor Darcy McNaboe
❑
❑
❑
Mayor Pro Tern Sylvia Robles
❑
❑
❑
Council Member Jackie Mitchell
❑
❑
❑
Council Member Doug Wilson
❑
❑
❑
Council Member Bill Hussey
❑
❑
❑
f
PUBLIC COMMENT
This is the opportunity for members of the public to comment on items on the agenda
only At a special meeting of the City Council, pursuant to California law, the Council will
only be taking public comment on items listed on the agenda
City of Grand Terrace Page 1
rr
City of Grand Terrace 2030 Vision and
2014-20,20 Strategic Plan
Prepared by Flint Strategies, Half Moon Bay, CA
3
Executive Summary
I his document will serve as the City of Gi and I ei race s 2014-2020 Strategic Pian, the first significant component of its 2030 Vision Its purpose is to
help the City prioritize its effoi ts, allocating both fiscal and human i esources to achieve a shat ed Vision and Goals The Plan is the result of a
comps ehensive review by Flint Strategies of the City s current operations and finances, interviews with staff members and coati actors, and,
discussions with Citv Councilmembers The i esults of that analysis were presented for discussion by Council and staff at at a two day Study Session
that was held April 11th and 12th, 2014
The study session i esulted in the identification of the City S Mission, Vision Core Values and the following Goals
1 Ensure Our Fiscal Viability
Commit to a Balanced Budget
Identify Additional Revenue Sources
Review Eapenditut es and Seek Savings
Explore Creative Means to Pt ovide Services
Ensui e Appi opi Late Cost Recovery for Services
2 Maintain Public Safety
Ensure Staff Levels for Police Services Reinam Adequate for Ow Community —
Invest in Critical Improvements to Infrastructure
3 Pi omote Economic Development
Develop Proactive Fconomic Development Plan to Attract New Businesses
Invest in Infrastructure Needed to Support Business Attraction and Retention
Pi epai e for Development by Updating Zoning and Development Codes 52U
including the Sign Code
5
'1 he i ole of the City Council was to establish these goals based on community input and fiscal viability The role of the City Manager is to develop
Sti ategies to achieve those goals City staff under the direction of the City Manager, will develop specific tactics to implement the plan
L
The plan also includes a Govei nance section, which reflects the City Council's commitment to complete ti anspat ency in conducting the City's
business and ensures a timely thoughtful response to community requests and inquiries
Council Study Session
1 he Gi and Tei i ace City Council and staff attended a two-day Study Session to discuss the current state of the City s strengths, weaknesses
opportunities and threats The purpose of the session was to identify areas of concern and appropriate priorities for the City moving forward
Discussion revolved around the following topics
• What should the City s main services include now and in the future?
• I Iow can the City adds ess best address its fiscal challenges
® What types of development does Grand Tei i ace need to remain viable?
• How can the City retail critical staff and create a pi oductive and positive work envn onment for employees and contractor s?
Members of the public wei e also given an opportunity to comment at both sessions
i
Benchmarks
0
Over the next five years, staff will include progress reports on the implementation of the Plan citing specific examples of fulfillment Phis may
include
• Reducing dependence on reserve funds,
• Decrease in ci ime/response time foi emergency services
• New businesses, progress in the Downtown area
• Development of new programs and/or amenities managed by private agencies via pat tnei ships with the City, and
• Demonstrated improvement in communications with the public.
It is recommended that the City Council review the 2014-2020 Strategic Plan bi-annually to gauge pi ogress towai ds achieving its goals
Governance
Open, effective governance is required to implement this Plan The City Council has agreed to a policy of governance that includes the following
• This PI -in is b ised on a long term commitment by the City Council and Staff to focus on implementation The role of the Mayor will be
cei emonial presiding over City Council meetings, i epi esentmg the City at community events and sei wing as the main spokesperson for the
City dui ing his of her term _
M
Conclusion
7 he 2014-2020 Strategic Plan does not include all of the Goals, and suggested progi ams, projects and initiatives suggested by the public staff or
Council over the course of its development The Goal% included represent the hWhest piiorities for the community and Council Should other
sources of revenue be identified the City may revisit this Plan and adapt it as needed Foi now, by limiting the City s efforts to these key areas,
Gi and l errace will be better positioned to achieving its long-term vision and maintaining its fiscal viability
Table of Contents
GOAL #1 ENSURE OUR FISCAL VIABILITY 3
Strategies
1 1'
Commit to a Balanced Budget 3
1 2
Identify Additional Revenue Sources 5
1 3
Review Expenditures and Seek Savings 6
14
Explore Creative Means to Provide Services 6
1 5
Ensure Appropriate Cost Recovery for Services 7
GOAL #2 MAINTAIN PUBLIC SAFETY 9
Strategies 1
21 Ensure Staff Levels for Police Services Remain Adequate for Our Community 9
22 Invest in Critical Improvements to Infrastructure 9
GOAL #3 PROMOTE ECONOMIC DEVELOPMENT 11
Strategies
31 Develop Proactive Economic Development Plan to Attract New Businesses and Retain
Existing Businesses 11
32 Invest in Infrastructure Needed to Support Business Attraction and Retention 12
33 Prepare for Development by Updating Zoning and Development Codes,
Including the Sign Code k 13
GOAL #4 DEVELOP AND IMPLEMENT SUCCESSFUL PARTNERSHIPS 14
Strategies
4 1 Work Collaboratively with Community Groups and Private and Public Sector Agencies
to Facilitate the Delivery of Services Benefittmg Youth, Seniors & Our Community 14
4 2 Work with Local, Regional and State Agencies to Secure Funding for Programs and
Projects 14
GOAL #5 ENGAGE IN PROACTIVE COMMUNICATION 16
Strategies
51 Develop and Implement a Cost Effective Proactive Communications Program 16
5 2 Utilize Technology and Web -Based Tools to Disseminate Information 16
5 3 Engage the Community by Participation 17
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 1
2030 Vision Implementation Plan,
Phase 1
Goal #1: Ensure Our Fiscal Viability
All City departments have an important role in helping the City reach its short and
long-term fiscal goals The City of Grand Terrace is committed to maintaining a
balanced budget and working towards a long-term viability as a municipality As
noted in the City's 2013-2014 Five Year Fiscal Analysis and Budget Stabilization
Plan, since incorporation in 1978, the City relied heavily on Redevelopment
Funds With the State's dissolution of Redevelopment Agencies the City's
General Fund was negatively impacted by $738,000 a year annually All
departments have reduced staff, made budget cuts and streamlined operations
as much as possible
Moving forward, all departments will work collaboratively to ensure best practices
in fiscal management and optimize the cost of delivery of services to our
community
Strategies
1 1 Commit to a Balanced Budget
City Manager
CM 1 1 1 The City Manager will oversee the development of a balanced
annual budget that reflects the priorities of the City Council and maintains
adequate funding levels for public safety and community development
1
CM 1 1 2 The City Manager will explore and identify opportunities to
outsource services when doing so provides ,a cost -benefit to the City, such
as Information Technology and Animal Services
CM 1 1 3 The City Manager will oversee the development of the annual
department budget and ensure that all costs and expenditures remain
consistent with the Council's approved annual City budget
Finance
F 1 1 1 Working closely with the City Manager, the Finance Department
will develop an annual budget for the City based on projected market
conditions and conservative fiscal projections
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 3
-.Public Works
PW 1 1 1 Oversee the development of the annual department budget and
ensure all costs and expenditures remain consistent with the Council's
approved annual City budget
Shenff's Department
SD 1 1 1 Oversee the department contract budget and ensure all costs
and expenditures remain consistent with the Council's approved annual
City budget
SD 1 1 2 Continue to identify and implement technology -based law
enforcement programs and activities at no cost to the City
12 Identify Additional Revenue Sources
City Manager
CM 1 2 1 Explore potential sales, utility, and/or parcel tax measures to
fund services and infrastructure improvements
CM 1 2 2 Review services offered by the City that may be provided to
other agencies on a fee basis
CM 1 2 3 Aggressively implement Economic, Development Strategic Plan
Economic Development
ED 121 Working with the City Manager and the Community
Development and Finance Directors, the Economic Development Manager
will oversee the analysis of projected revenue streams based upon certain
economic development and land use assumptions at General Plan build -
out
Finance
F 1 2 1 Explore potential sales, utility and/or parcel tax measures to fund
services and infrastructure improvements
F 1 2 2 Review service areas in all departments and coordinate with staff
to identify potential new revenue sources
F 1 2 3 Work with Community Development staff to ensure appropriate
cost recovery for services provided
Community Development
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 5
Community Development
CD 1 4 1 Explore potential for outsourcing expedited planning services via
a cost recovery model, which allows developers to pay for Fas-Track
application processing and permitting services
CD 1 4 2 Explore potential for utilization of students/interns from local
colleges and universities to support staffing
Finance
F 14 1 Work with City Manager to explore viability of forming special
district(s) to provide specific services and/or fund infrastructure investment
and/or maintenance
Public Works
PW 14 1 Review current service contracts and create new agreements to
provide better, more cost effective services
PW 14 2- Work in conjunction with neighboring agencies and utility
providers to provide services and pool resources
15 Ensure Appropriate Cost Recovery for Services
City Manager
151 Review and manage cost recovery opportunities with all
departments
Community Development
CD 1 51 Review planning, engineering and building fees to ensure
appropriate cost recovery for services
CD 1 5 2 Begin review of development impact fees and determine if an
update is required
CD 1 5 3 Establish a policy and procedure relating to fee waivers
Finance
F 1 5 1 Review cost of services for all departments, including Parks and
Recreation
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 7
Goal #2: Maintain Public Safety
Public safety continues to be an exceptionally high priority for the City of Grand
Terrace Public Safety includes services related to law enforcement as well as
infrastructure maintenance and code enforcement
Strategies
21 Ensure Staff Levels for Police Services Remain Adequate for our Community
City Manager
2 1 1 Work with City Council and staff to prioritize annual budget to
allocate adequate funding for police services
2 1 2 Explore sales or parcel tax measure and/or special district financing
to ensure adequately funded public safety
Finance
2 1 1 Prioritize annual budget to allocate adequate funding for police
services
ShenlTs Department
SD 2 1 1 Continue to provide appropriate staffing levels to maintain low
crime rate and adequate response times
SD 21 2 Continue to identify and implement technology -based law
enforcement programs and activities at no cost to the City
SD 2 1 3 Continue to enhance mutual aid relationships and identify task
force -oriented law enforcement programs, such as SMASH, to increase
law enforcement services in Grand Terrace
22 Invest in Critical Improvements to Infrastructure
City Manager
CM 2 2 1 Explore potential sale, utility, and/or parcel tax measure to fund
infrastructure improvements
CM 2 2 2 Continue to work with legal counsel and the Community
Development and Finance Directors to gain control of former
redevelopment public financing proceeds for infrastructure development
purposes
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 - 9
Goal #3: Promote Economic Development
Increasing revenue through property tax, sales tax, transient occupancy tax and
revenues generated by local businesses is critical to the City's future success
The City Council has made attracting and retaining businesses a key goal All
departments are engaged in this effort
Strategies
31 Develop Proactive Economic Development Plan to Attract New Businesses and
Support Retention and Expansion of Existing Businesses
City Manager
CM 31 1 Working with Economic Development and the Community
Development Department, develop a comprehensive plan prioritizing
economic development efforts for the next five years
Economic Development
ED 3 1 1 Working with the City Manager and Community Development
Department, develop a comprehensive plan prioritizing economic
development efforts for the next five years
ED 3 1 2 Prepare a market assessment to identify potential specific types
of businesses and or economic opportunities suitable for the City of Grand
Terrace
ED, 3 1 3 Working with Community Development, prepare an analysis of
available properties and infrastructure to support economic development
ED 314 Coordinate local economic development plans with local,
regional and statewide efforts
ED 3 1 5 Gain approval of the Long Range Property Management Plan
(LRPMP) for the purpose of facilitating the development of parcels owned
by successor to the former redevelopment agency
ED 3 1 6 Develop a marketing plan and collateral materials for new
business attraction
ED 3 1 7 Identify needs and connect local businesses with educational
resources and technical assistance
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 11
PW 3 2 2 Ensure infrastructure is maintained to attract and retaining
businesses
33 Prepare for Development by Updating Zoning and Development Codes,
including the Sign Code
Community Development
CD 3 3 1 Prepare for future development by updating the zoning map and
development code
CD 3 3 2 Update current Sign Code ordinance
CD 3 3 3 Continue management of the Long -Range Property
Management Plan ("LRPMP") and support the development and/or
liquidation of parcels once approved by the State
CD 3 3 4 Ensure adequate and creative staffing solutions to facilitate the
entitlement process for new development
City Manager
CM 3 3 1 Gain approval of the Long Range Property Management Plan
(LRPMP) for the purpose of facilitating the development on parcels owned
by successor to the former redevelopment agency
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 13
Economic Development
4 2 1 Apply for applicable economic development and infrastructure
funding from applicable regional, state and federal programs
4 2 2 Participate, leverage and collaborate with economic development
agencies/interests on a local, regional and statewide basis
Public Works
PW 4 2 1 Identify potential projects for inclusion in Regional
Transportation Plan(s), Safe Routes to Schools and other state and
federally funded transportation planning efforts
Shenff's Department
SD 4 2 1 Continue to work with regional, state and federal law
enforcement agencies to coordinate services
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 15
53 Engage the Community by Participation
City Manager
CM 5 3 1 Coordinate with City Council and staff, as appropriate, to attend
and/or make presentations in the community on behalf of the City
Community Development
CD 5 3 1, Support effort for Code Enforcement to educate the community
about preventive maintenance and encourage tenants, property owners
and businesses to maintain their property to keep the city clean and
beautiful
CD 5 3 2 Provide adequate notification and education regarding proposed
projects, land use and development activities
Economic Development
ED 5 3 1 Provide education and outreach to local chamber of commerce
and other local businesses
Shenff's Department
SD 5 3 1 Provide crime prevention and education programs for{residents
and local business owners
SD 5 3 2 Assist with, and foster, neighborhood -based crime prevention
programs and activities
SD 5 3 3 Provide opportunities for youth engagement and crime
prevention
Public Works
PW 5 3 1 Encourage comments from residents, businesses, regional
agencies as well as internal stakeholders on project planning or program
implementation
City of Grand Terrace 2030 Vision Implementation Plan, Phase 1 17
CITY OF GRAND TERRACE CITY COUNCIL MEETING
REQUEST TO SPEAK FORM
DECORUM AND ORDER — PUBLIC — The City, elected by the public, must be free to discuss issues confronting
the City in an orderly environment Public members attending Council meetings shall observe the same rules of
order and decorum applicable to the Council Any person making impertinent and slanderous remarks or who
becomes boisterous while addressing the Council or while attendmg a Council meeting shall be requested to leave
the room, and such person may be barred from further audience before the Council
DATE
NAME
ADDRESS
PHONE NUMBER (Please provide if information is being requested)
AGENDA ITEM NUMBER YOU WISH TO SPEAK ON
SUBJECT
Council Chambers
CITY OF GRAND TERRACE
CITY COUNCIL AGENDAt FOR
OCTOBERT5, 2006 AND_
7
OCTOBER 6, 2015 AND
OCTOBER 7, 2015
Special Meeting
22795 Barton Road • City Hall
6 00 PM
The City of Grand Terrace complies with the Americans with Disabilities Act of 1990 If
you require special assistance to participate in this meeting, please call the City Clerk's
office at (909) 824-6621 at least 48 hours prior to the meeting
If you desire to address the City Council during the meeting with regard to an item
on the agenda, please complete a request to speak form available at the entrance
and present it to the City Clerk Speakers will be called upon by the Mayor during
public comment
Any documents provided to a majority of the City Council regarding any item on this
agenda will be made available for public inspection in the City Clerk's office at city hall
located at 22795 Barton Road during normal business hours In addition, such
documents will be posted on the City's website at www grandterrace-ca gov
CALL TO ORDER' (e' D0 P In
At this time, I will convene City Council and City Council as the Successor Agency to the Community
Redevelopment Agency
Pledge of Allegiance Please join I rImut in leading us in the Pledge of
Allegiance IL
ROLL CALL
Attendee Name
Present,
Absent
Late
Arrived
Mayor Darcy McNaboe
EY
❑
❑
Mayor Pro Tern Sylvia Robles
❑
❑
Council Member Jackie Mitchell
[U/
❑
❑
Council Member Doug Wilson
❑
❑
Council Member Bill Hussey
C
❑
❑
PUBLIC COMMENT — (�,
This is the opportunity for members of the public to comment on items on the
agenda only At a special meeting of the City Council, pursuant to California law,
the Council will only be taking public comment on items listed on the agenda
of Grand Terrace Page 1
2 MAYOR, COUNCIL, AND STAFF TO CONDUCT 2030 VISION STRATEGIC
PLANNING UPDATE WORKSHOP
' Workshop' Facilitator City Manager Duffey
Workshop will include the City Council
1) Review the Vision, Mission Statement, and Core Values for the City of Grand
Terrace,
2) Update the Goals, Objectives and Strategies for accomplishing such goals and
objectives,
3) Fiscal viability and promote Economic Development (infrastructure),
4) Develop and implement successful partnerships, and
5) Maintain public safety/proactive communications
ADJOURN
Adjourn this Special Meeting of the Council to the next day at 6 00 P M , for the
purpose of conducting the second day of the City Council's 2030 Vision
Strategic Planning Update Workshop in the Council Chambers
E
City of Grand Terrace Page 2
dif7`1� 17�f3";i�a
MEETING DATE
TITLE
PRESENTED BY
AGENDA REPORT
May 13, 2014
Council Item
City of Grand Terrace 2030 Vision and 2014-2020 Strategic
Plan
Kenneth Henderson, Interim City Manager
RECOMMENDATION Approve City of Grand Terrace 2030 Vision and 2014-2020
Strategic Plan
BACKGROUND
The Interim City Manager was hired by the City Council, effective January 15, 2014
From the beginning, the City Manager has discussed a number of goals with Council,
including the need for the City Council to develop a vision for the community and a
strategic plan for accomplishing the adopted vision During the Mid -Year Budget
Review, Council appropriated funds for this purpose and, after the development and
issuance of a Request for Proposals (RFP), Flint Strategies was hired to facilitate the
development of a vision and strategic plan for the City
As part of this effort, Kendall Flint, of Flint Strategies, interviewed all Council Members
and staff, including contract staff and volunteers, the week of March 31, 2014 The
results of these interviews were used to structure a two-day study session with Council,
staff and members of the public, which occurred on April 11-12, 2014 Once the study
sessions were completed, Flint Strategies prepared a DRAFT 2030 Vision and 2014-
2020 Strategic Plan document, which was placed on the City Council's May 13, 2014
agenda for review, consideration and approval, as appropriate
DISCUSSION
For the last several years, in an effort to adopt balanced budgets, the City Council and
staff have been consigned to "chasing" the economy brought about by the Great
Recession and the dissolution of all redevelopment agencies in the state These efforts
have placed a premium on the City's shrunken human and financial resources, and
resulted in service levels that are not calibrated to reflect the City's capacity to provide
such services Recognizing this disparity and the pressing need to make the City
economically viable, Council agreed to a visioning and strategic planning program
which, as one of several, anticipated outcomes, would result in established goals,
norms for Council and staff and calibrating services and service levels to reflect
Council's goals and the current organizational capacity r
The consideration by Council and the community of the DRAFT Vision 2030 and 2014-
2020 Strategic Plan is auspicious In order to accomplish the recommended vision and
seize control of its financial destiny, it is imperative the City develop a "way forward" and
implement the strategic plan with integrity, focus, commitment and dedication This will
not be easy Many issues will arise that will have the potential of waylaying, or taking
completely off track, the effort necessary to successfully implement the first five-year
component of the fifteen -year schedule for accomplishing the recommended vision
The first five-year component will also be the timeframe during which the financial
challenges facing the City will be greatest Successfully overcoming these challenges
will require Council, staff and the community to pull together, not apart, and to
consistently apply the greater good principle
To assist the City in getting off, and staying, on the right track, Kendall Flint of Flint
Strategies will present to Council and the community the City of Grand Terrace Vision
2030 and 2014-2020 Strategic Plan Flint Strategies is one of a small number of "go -
to" firms helping small cities like Grand Terrace go through the challenging process of
developing a vision for the community and a plan for accomplishing the adopted vision
In order to maximize the opportunity for Grand Terrace citizens to become aware of the
DRAFT plan, press releases and the Plan were issued to both local newspapers
Moreover, several e-blasts, totaling 342 email addresses, received notification of the
Plan's availability Another 113 Plans were sent to all businesses included in the Grand
Terrace Chamber of Commerce's most recent directory and copies of the Plan were
placed on all City Hall counters, the Library, the Child Care Center and law enforcement
and fire prevention locations Further, the Plan was uploaded onto the City's website
and featured prominently on its home page and presentations to the Lion's Club and
other community groups are occurring as this is written It is noted that some members
of the community will have received more than one copy, or notification, of the Plan and
its availability Rather than run the risk of a community resident being unaware of the
Plan and Council's consideration of it on May 13th, staff took the approach summarized
above so as to maximize the time citizens have to review the Plan and provide input, as
appropriate
FISCAL IMPACT
Adoption of the Vision 2030 and 2014-2020 Strategic Plan will not have an immediate
fiscal impact As implementation plans are developed and employed, it is anticipated
that objectives and strategies related to specific goals will have future fiscal impacts
ATTACHMENTS
• City Council Strategic Plan Study Sessions - Agenda (PDF)
• City of Grand Terrace Vision 2030 Strategic Plan with draft watermark 3 (PDF)
APPROVALS
Kenneth J Henderson Completed 04/30/2014 3 15 PM
Finance Completed 05/05/2014 4 57 PM
City Attorney Completed 05/05/2014 5 18 PM
City Manager
City Council
Completed 05/05/2014 5 53 PM
Completed 05/13/2014 6 00 PM
RESULT APPROVED [UNANIMOUS]
MOVER Jackie Mitchell, Council Member
SECONDER Sylvia Robles, Council Member
AYES Walt Stanckiewitz, Darcy McNaboe, Jackie Mitchell, Sylvia Robles
City of Grand Terrace
City Council Strategic Plan Study Session
Agenda
Session One, Friday, April 11
1 Public Comments 9.00 AM
2 Welcome and Introductions 9 15 (estimated)
Ken Henderson, Interim City Manager
Kendall Flint, Flint Strategies
3 Overview of Process 9-30
a State of City, Review of Current Conditions
b Review of Areas of Concern 10 00
Based on Meetings with Council and Staff
c Group Discussion 1045
Strengths, Weaknesses, Opportunities and Constraints
4 Lunch
Noon
5 Identification of Mission, Vision 12 30 PM
and Values - Group Discussion
Why is Grand Terrace a City? What are its core services?
How do we view its future? What contributes to the community's
character and value?
6 Break
130
7, What Should be City's Goals? 1:45
Interactive Group Exercise to Identify Specific Goals and Priorities for
the next five to ten years
8 Summary of Study Session 330
Review of Council Discussion and Next Steps
City of Grand Terrace
City Council Strategic Plan Study Session
Agenda
Session Two, Saturday, April 12
1 Public Comments 9 00 AM
2 Welcome and Introductions 9 15 (estimated)
3 Strategic Plan Implementation 930
a Establish Roles of Council and Staff
b Identification of Potential Funding Opportunities
Options and Opportunities
c Council and Staff Norms
Communications, Meeting Protocols and Commitment to
Strategic Plan Implementation
4 Summary and Final Wrap Noon
BLUE MOUNTAIN CITY
ND TERRACI
EST1978
Why Contract Is Hours
o small to fully fund a stand alone law enforcement
)eration.
►Hours always filled:
wVacation
mSick
-Training- Minimum 24 hours a year
wService Injury
wMilitary Deployment
mPregnancy
Jan -July- 2014 vs. 2015
CITY OF GRAND TERRACE
Crimes Reported
PART I CRIMES
2014
2015
Up/ Down
Murder
0
1
1
Manslaughter
0
0
0
Rape
0
0
0
Robbery
7
6
-1
Simple Assault
13
19
6
Aggravated Assault
Burglary
30
44
14
Larceny
85
85
0
GTA
25
22
-3
Part I Total
161
184
23
Part 11 Total
240
289
49
Reports
491
583
92
Proactive
4,648
5,469
821
Reactive
2,493
2,837
344
Calls For Service
7,141
8,306
1165
Traffic Collision Investigations
2014
(January 1 - July 31, 2015)
4
1
1
1
2015
500
400
N 300
y r� O
200
C
}� n�
' 100
Ilk
rS J,
,
Calls For Service by hour
(January 1 -July 31, 2015)
0000 0100 0200 0300 0400 0500 0600 0700 0800 0900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300
Hours '
Historical Data
(2013 Crime Index)
,
Sae how dangerous Grand Terrace, CA as compared to nearest cities
i5Note Higjhef means m rjre crime)
Grand Terrace 224 8
Loma Linda 2267
Coltion -1 302 7
Rialto
Z8 `l 0
San Bernardino
5403
Redlands
309 7
Moreno Valley
1 257
Highland
2517
M 4r,611
CITY OF OF GRAND TERRACE 2030 VISION
a`)
O
U a
Goal #1 Ensure Our Fiscal
Viability
Strategies
1 1 Commit to a Balanced Bud et
Cif Manager
CM 1 1 1 Oversee development of
annual bud et
✓
CM 1 1 2 Identify potential cost -
saving opportunities of outsourcing
services
✓
CM 1 1 3 Monitor implementation of
the budget to ensure consistency with
Council -approved budget
✓
Finance
F 1 1 2 Provide Council with clear,
concise information, monthly,
re arding revenues & expenditures
✓
F 1 1 3 Perform duties in accordance
5
with proper fiscal policies, statutory
regulations & standards
✓
F 1 14 Account for City's fiscal
activities through annual audits
performed by external auditors
✓
F 1 1 5 Provide all departments with
online access to financial reporting
✓
/
F 1 1 6 Oversee development of the
annual department budget & ensure
that costs & expenditures remain
consistent with approved annual City
budget
✓
Human Resources
HR 1 1 1 Review classifications &
compensation packages for
employees to ensure appropriate
level of payfor services
✓
HR 1 1 2 Review administrative
policies &procedures &update
accordin I
✓
Shentf's Department
SD 1 1 1 Oversee department
ontract budget & ensure that costs &
xpenditures remain consistent with
Ioved annual CitV bud et
✓
1 12 Continue to identify &
j
lement no -cost technology -based
enforcement opportunities
✓
CITY OF OF TERRACE
2030 VISION
-GRAND
W
C
O
U �
C �
tO
H
Uri
Communi!Z Development
CD 14 1 Explore potential for
outsourcing expedited planning
services - application processing &
r)ermittina services
✓
CD 14 2 Explore utilization of
student/interns for staff support
✓
Public Works
PW 14 1 Review current service
contracts Create new agreements to
provide more cost-effective services
✓
Goal #2 Maintain Public Safe
.Strategies
2 2 Invest in Critical Im rovements to
Infrastructure
City Manager
CM 2 2 1 Explore potential tax
measures to fund infrastructure
improvements
✓
CM 2 2 2 Continue to work with legal
counsel, Community Development &
Finance Directors to gain control of
former redevelopment public
financing proceeds
✓
Community Development
CD 2 2 1 Ensure through inspections
that all residential, commercial, &
other construction meets or exceeds
minimum City & State code
requirements
✓
CD 2 2 2 Continue to manage the
City's Stormwater Master Plan &
identify areas of deficienc
✓
CD 2 2 3 Support efforts for Cody
Enforcement to educate the
,community in preventive maintenance
courage residents to maintain
erty values
✓
2 4 Continue to coordinate
J_D2
rts for public safety with County
Department Office of Emergency
ices (OES) & the Multi-dictional
Multi -Hazard Mitigation
J
CITY OF OF GRAND TERRACE 2030 VISION
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ED 3 14 Coordinate local economic
development plans with local,
�^
regional and statewide efforts
✓
r✓1
ED 3 1 5 Gain approval of the Long
Range Property Management Plan
(LRPMP) to facilitate the
development of parcels owned by
successor to the former
redevelopment agency
✓
ED 3 1 6 Develop a marketing plan &
collateral materials for new business
A_
attraction
✓
ED 3 1 7 Identify needs & connect
local businesses with educational
3
resources & technical assistance
✓
3 2 Invest in Infrastructure Needed
to Support Business Attraction &
Retention
City Manager
CM 3 2 1 Identify & prioritize key
infrastructure requirements based on
current & projected market conditions
/ I
& General Plan build -out
✓
`i
Finance
F 3 2 1 Continue to work towards
securing release of former State
redevelopment funds that may bej
used for infrastructure improvements
✓
F 3 2 2 Work with the Community
Development Department on the
development of online development,
application processing & permitting
3 Establ►sh use of crediUdebit
s for City bills & developmentittimunit
V2
Development
D 3 2 1 Identify infrastructure
finucnricc ralateri tri rimulation.
cage, water & sewer & assist in
development of budgets for ✓
3 2 2 Create a new
CITY OF OF GRAND TERRACE 2030
VISION
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Community Development
CD 14 1 Explore potential for
outsourcing expedited planning
services - application processing &
permitting services
✓
CD 14 2 Explore utilization of
studentlinterns for staff support
✓
Pubhc Works
PW 14 1 Review current service
contracts Create new agreements to
�--
provide more cost-effective services
✓
Godl #2 Maintain Public Saety
Strategies
2 2 Invest in Critical Improvements to
Infrastructure
City Manager
CM 2 2 1 Explore potential tax
measures to fund infrastructure
�.
improvements
✓
CNf2 2 2 Continue to work with legal
counsel, Community Development &
Finance Directors to gain control of
former redevelopment public
financing proceeds
✓
Commung Development
CD 2 2 1 Ensure through inspections
that all residential, commercial, &
other construction meets or exceeds
minimum City & State code
requirements
✓
CD 2 2 2 Continue to manage the
City's Stormwater Master Plan &
identiN areas of deficienc
✓
CD 2 2 3 Support efforts for Code
Enforcement to educate the
community in preventive maintenance
& encourage residents to maintain
property values
✓
CD,2 2 4 Continue to coordinate
efforts for public safety with County
Fire Department Office of Emergency
y
Services (OES) & the Multi -
Jurisdictional Multi -Hazard Mitigation
Plan
✓
CITY OF OF GRAND TERRACE 2030
VISION
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ED 3 14 Coordinate local economic
development plans with local,
/
regional and statewide efforts
✓
I
ED 3 1 5 Gain approval of the Long
Range Property Management Plan
(LRPMP) to facilitate the
j
development of parcels owned by
successor to the former
redevelopment agency
✓
ED 3 1 6 Develop a marketing plan &
collateral materials for new business
,
attraction
✓
ED 3 1 7 Identify needs & connect
local businesses with educational
resources & technical assistance
✓
3 2 Invest in Infrastructure Needed
to Support Business Attraction &
Retention
Ci!Z Manager
CM 3 2 1 Identify & prioritize key
infrastructure requirements based on
curre*nt & projected market conditions
& General Plan build -out
✓
Finance
F 3 2 1 Continue to work towards
securing release of former State
redevelopment funds that may be
used for infrastructure improvements
✓
F 3 2 2 Work with the Community
Development Department on the
development of online development,
application processing & permitting
✓
F 3 2 3 Establish use of credit/debit
cards for City bills & development
ermittin
✓
Communit Deve% meet
CD 3 2 1 Identify infrastructure
deficiencies related to circulation,
drainage, water & sewer & assist in
the development of budgets for
improvements &/or investments
✓
CD 3 2 2 Create a new "best
practices" business packet
✓
CITY OF OF GRAND TERRACE 2030
VISION
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Goal #1 Ensure Our Fiscal
Viability
Strategies
1 1 Commit to a Balanced Bud et
Ci!Z Manager
CM 1 1 1 Oversee development of
annual bud et
✓
CM 1 1 2 Identify potential cost -
saving opportunities of outsourcing
services
✓
CM 1 1 3 Monitor implementation of
the budget to ensure consistency with
Council -approved budget
✓
Finance
F 1 1 2 Provide Council with clear,
concise information, monthly,
regarding revenues & expenditures
✓
F 1 1 3 Perform duties in accordance
/
with proper fiscal policies, statutory
regulations & standards
✓
F 1 1 4 Account for City's fiscal
activities through annual audits
performed by external auditors
✓
F 1 1 5 Provide all departments with
online access to financial reporting
✓
F 1 1 6 Oversee development of the
annual department budget & ensure
that costs & expenditures remain
consistent with approved annual City
bud et
✓
Human Resources
HR 1 1 1 Review classifications &
compensation packages for
employees to ensure appropriate
level of i)av for services
✓
HR 1 12 Review administrative
policies & procedures & update
accordingly
✓
Sheriff's Department
SD 1 1 1 Oversee department
contract budget & ensure that costs &
expenditures remain consistent with
approved annual City budget
✓
SD 1 12 Continue to identify &
implement no -cost technology -based
law enforcement opportunities
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✓
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CITY OF OF GRAND TERRACE 2030 VISION
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Community Development
CD 1 4 1 Explore potential for
outsourcing expedited planning
Q
services - application processing &
L
permittinq services
✓
CD 14 2 Explore utilization of
student/interns for staff support
✓
Public Works
PW 14 1 Review current service
contracts Create new agreements to
provide more cost-effective services
✓
6
Goal #2 Maintain Public Safety
Strategies
2 2 Invest in Critical Improvements to
Infrastructure
l
City Manager
CM 2 2 1 Explore potential tax
measures to fund infrastructure
improvements
✓
CM 2 2 2 Continue to work with legal
counsel, Community Development &
Finance Directors to gain control of
former redevelopment public
financing proceeds
✓
Community Development
CD 2 2 1 Ensure through inspections
that all residential, commercial, &
other construction meets or exceeds
minimum City & State code
requirements
✓
CD 2 2 2 Continue to manage the
City's Stormwater Master Plan &
�r
identify areas of deficienc
✓
r
CD 2 2 3 Support efforts for Code
Enforcement to educate the
community in preventive maintenance
& encourage residents to maintain
property values
✓
CD 2 2 4 Continue to coordinate
efforts for public safety with County
Fire Department Office of Emergency
Services (OES) & the Multi -
Jurisdictional Multi -Hazard Mitigation
Plan
✓
CITY OF OF GRAND TERRACE 2030
VISION
_
_0
O
ED 3 14 Coordinate local economic
development plans with local,
regional and statewide efforts
Z4
ED 3 1 5 Gain approval of the Long
Range Property Management Plan
(LRPMP) to facilitate the
development of parcels owned by
successor to the former
redevelopment agency
✓
ED 3 1 6 Develop a marketing plan &
collateral materials for new business
attraction
✓
ED 3 1 7 Identify needs & connect
local businesses with educational
resources & technical assistance
✓
3 2 Invest in Infrastructure Needed
to Support Business Attraction &
Retention
Q!Z Manager
CM 3 2 1 Identify & prioritize key
infrastructure requirements based on
current & projected market conditions
& General Plan build -out
✓
Finance
F 3 2 1 Continue to work towards
securing release of former State
redevelopment funds that may be
A
used for infrastructure improvements
✓
r'
F 3 2 2 Work with the Community
Development Department on the
development of online development,
application processing & permitting
✓
F 3 2 3 Establish use of credit/debit
cards for City bills & development
ermittin
✓
Community Development
CD 3 2 1 Identify infrastructure
deficiencies related to circulation,
drainage, water & sewer & assist in
the development of budgets for
improvements &/or investments
✓
CD 3 2 2 Create a new "best
practices" business packet
✓
CITY OF OF GRAND TERRACE
2030
VISION
O
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in
U
Q-
Goal #1 Ensure Our Fiscal
Viabdi
Strategies
1 1 Commit to a Balanced Bud et
Ci!Z Manager
CM 1 1 1 Oversee development of
t
annual bud et
✓
CM 1 12 Identify potential cost -
saving opportunities of outsourcing
services
✓
3
CM 1 1 3 Monitor implementation of
the budget to ensure consistency with
Y
Cou nci I-app roved bud et
✓
Finance
F 1 1 2 Provide Council with clear,
concise information, monthly,
j
regarding revenues & expenditures
✓
F 1 1 3 Perform duties in accordance
with proper fiscal policies, statutory
regulations & standards
✓
F 1 14 Account for City's fiscal
activities through annual audits
a,
performed by external auditors
✓
F 1 1 5 Provide all departments with
online access to financial reporting
✓
F 1 16 Oversee development of the
annual department budget & ensure
that costs & expenditures remain
consistent with approved annual City
bud et
✓
Human Resources
HR 1 1 1 Review classifications &
compensation packages for
employees to ensure appropriate
S
level of pay for services
✓
HR 1 1 2 Review administrative
policies & procedures & update
accordingly✓
Shenff's Department
SD 1 1 1 Oversee department
contract budget & ensure that costs &
expenditures remain consistent with
approved annual Citv bud et
✓
SD 1 12 Continue to identify &
implement no -cost technology -based
law enforcement opportunities
✓
CITY OF OF GRAND TERRACE
2030
VISION
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N
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Communi!Z Development
CD 1 4 1 Explore potential for
outsourcing expedited planning
1
services - application processing &
per idting services
✓
CD 1 4 2 Explore utilization of
student/interns for staff support
✓
PublIC Works
PW 14 1 Review current service
contracts Create new agreements to
provide more cost-effective services
/
Goal #2 Maintain Public Safety
Strategies
2 2 Invest in Critical Improvements to
,
Infrastructure
Cit Manager
CM 2 2 1 Explore potential tax
measures to fund infrastructur��1
improvements
✓
CM 2 2 2 Continue to work with legal
counsel, Community Development &
Finance Directors to gain control of
former redevelopment public
financing proceeds
✓
Community Development
CD 2 2 1 Ensure through inspections
that all residential, commercial, &
other construction meets or exceeds
minimum City & State code
requirements
✓
CD 2 2 2 Continue to manage the
City's Stormwater Master Plan &
identify areas of deficienc
✓
CD 2 2 3 Support efforts for Code
Enforcement to educate the
community in preventive maintenance
& encourage residents to maintain
property values
✓
CD 2 2 4 Continue to coordinate
efforts for public safety with County
Fire Depart t Office of Emergency
Services OES) the Multi-
Jurisdictiona Multi -Hazard Mitigation
Plan
✓
CITY OF OF GRAND TERRACE 2030
VISION
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U
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CD
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ED 3 14 Coordinate local economic
development plans with local,
regional and statewide efforts
✓
ED 3 1 5 Gain approval of the Long
Range Property Management Plan
(LRPMP) to facilitate the
development of parcels owned by
successor to the former
redevelopment agency
✓
ED 3 1 6 Develop a marketing plan &
collateral materials for new business
%
attraction
✓
ED 3 1 7 Identify needs & connect
local businesses with educational
resources & technical assistance
✓
3 2 Invest in Infrastructure Needed
to Support Business Attraction &
Retention
City Manager
CM 3 2 1 Identify & prioritize key
infrastructure requirements based on
current & projected market conditions
& General Plan build -out
✓
Finance
F 3 2 1 Continue to work towards
securing release of former State
.t /
redevelopment funds that may be
!/
used for infrastructure improvements
✓
F 3 2 2 Work with the Community
Development Department on the
'
development of online development,
application processing & permitting
✓
F 3 2 3 Establish use of credit/debit
cards for City bills & development
ermittin
✓
Community Development
CD 3 2 1 Identify infrastructure
deficiencies related to circulation,
drainage, water & sewer & assist in
the development of budgets for
improvements 8/or investments
✓
CD 3 2 2 Create a new "best
practices" business packet
✓
,;, M rlcFu 11
CITY OF OF GRAND TERRACE 2030
VISION
_
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O
O
H
cn
U a
Goal #1 Ensure Our Fiscal
Viability
Strate ies
1 1 Commit to a Balanced Budget
City Manager
CM 1 1 1 Oversee development of
annual bud et
✓
CM 1 12 Identify potential cost -
saving opportunities of outsourcing
services
✓
CM 1 1 3 Monitor implementation of
the budget to ensure consistency with
Councd-a roved bud et
✓
Finance
F 1 12 Provide Council with clear,
concise information, monthly,
2
regarding revenues & expenditures
✓
F 1 1 3 Perform duties in accordance
with proper fiscal policies, statutory
regulations & standards
✓
F 1 1 4 Account for City's fiscal
activities through annual audits
performed by external auditors
✓
F 1 1 5 Provide all departments with
online access to financial reporting
✓
F 1 1 6 Oversee development of the
annual department budget & ensure
that costs & expenditures remain
consistent with approved annual City
bud et
✓
Human Resources
HR 1 1 1 Review classifications &
compensation packages for
employees to ensure appropriate
level of pay for services
✓
HR 1 12 Review administrative
policies & procedures & update
3
accordingly✓
Sheriff's De an`ment
SD 1 1 1 Oversee department
contract budget & ensure that costs &
expenditures remain consistent with
approved annual Ci budget
✓
SD 1 12 Continue to identify &
implement no -cost technology -based
law enforcement opportunities
✓
CITY OF OF GRAND TERRACE 2030 VISION
O
U
m
O
O
c
U a
Communi!y Development
CD 1 4 1 Explore potential for
outsourcing expedited planning
services - application processing &
:permitting services
✓
CD 14 2 Explore utilization of
student/interns for staff support
✓
Public Works
PW 14 1 Review current service
contracts Create new agreements to
provide more cost-effective services
✓
Goal #2 Maintain Public Safe
Strategies
2 2 Invest in Critical Improvements to
Infrastructure
City Manager
CM 2 2 1 Explore potential tax
measures to fund infrastructure
improvements
✓
CM 2 2 2 Continue to work with legal
counsel, Community Development &
Finance Directors to gain control of
former redevelopment public
financing proceeds
✓
Community Development
CD 2 2 1 Ensure through inspections
that all residential, commercial, &
other construction meets or exceeds
minimum City & State code
requirements
✓
CD 2 2 2 Continue to manage the
City's Stormwater Master Plan &
identify areas of deficienc
✓
CD 2 2 3 Support efforts for Cod6
Enforcement to educate the
community in preventive maintenance
& encourage residents to maintain
property values
✓
CD 2 2 4 Continue to coordinate
efforts for public safety with County
Fire Department Office of Emergency
Services (OES) & the Multi-
2
Jurisdictional Multi -Hazard Mitigation
J
Plan
✓
CITY OF OF GRAND TERRACE
2030 VISION
_
_LO
O
U
(0
O
U
N
_ O
O
Goal #1 Ensure Our Fiscal
Viabili
Strategies
1 1 Commit to a Balanced Bud et
City Manager
CM,1 1 1 Oversee development of
annual bud et
✓
CM 1 12 Identify potential cost -
saving opportunities of outsourcing
/
services
✓
CM 1 1 3 Monitor implementation of
the budget to ensure consistency with
Council -approved budget
✓
Finance
F 1,1 2 Provide Council with clear,
concise information, monthly,
reciardinq revenues & ex enditures
✓
F 1 1 3 Perform duties in accordance
with proper fiscal policies, statutory
regulations & standards
✓
F 1 14 Account for City's fiscal
activities through annual audits
performed by external auditors
✓
F 1 1 5 Provide all departments with
l
online access to financial reporting
✓
F 1 1 6 Oversee development of the
annual department budget & ensure
that costs & expenditures remain
consistent with approved annual City
bud et
✓
Human Resources
HR 1 1 1 Review classifications &
compensation packages for
employees to ensure appropriate
level of pay for services
✓
HR 1 12 Review administrative
policies & procedures & update
accordingly✓
Shentf's Department
SD 1 1 1 Oversee department
contract budget & ensure that costs &
expenditures remain consistent with
approved annual City budget
✓
SD 1 12 Continue to identify &
implement no -cost technology -based
1
law,enforcement opportunities
✓
CITY OF OF GRAND TERRACE 2030 VISION
(a
U
(0
U
N
O
O
ED 3 14 Coordinate local economic
development plans with local,
regional and statewide efforts
✓
ED 3 1 5 Gain approval of the Long
Range Property Management Plan
(LRPMP) to facilitate the
development of parcels owned by
successor to the former
redevelopment agency
✓
ED 3 1 6 Develop a marketing plan &
collateral materials for new business
attraction
✓
ED 3 1 7 Identify needs & connect
local businesses with educational
resources & technical assistance
✓
3 2 Invest in Infrastructure Needed
J
e"^J
to Support Business Attraction &
Retention
City Manager
CM 3 2 1 Identify & prioritize key
infrastructure requirements based on
current & protected market conditions
J
& General Plan build -out
✓
`-I
Finance
F 3 2 1 Continue to work towards
securing release of former State
redevelopment funds that may be
used for infrastructure improvements
✓
F 3 2 2 Work with the Community
Development Department on the
development of online development,
application processing & permitting
✓
F 3 2 3 Establish use of credit/debit
cards for City bills & development
ermittin
✓
Community Development
CD 3 2 1 Identify infrastructure
deficiencies related to circulation,
drainage, water & sewer & assist in
the development of budgets for
improvements &/or investments
✓
CD 3 2 2 Create a new "best
practices" business packet
✓