2007-11-13 Special CC PacketCITYOFALAMEDA•CALIFORNIA
SPECIAL MEETING of THE CITY COUNCIL
TUESDAY - - - NOVEMBER 13, 2007 - - - 6:00 P.M.
Location: Community Meeting Room 123, Alameda Free Library, corner
of Lincoln Avenue and oak Street. NOTE: Please enter the
meeting room through the garden gate off the parking lot
close to Times Way
PLEDGE OF ALLEGIANCE
1. ROLL CALL - City Council
2. AGENDA ITEM
2 -A. Workshop on City Priority- Setting Project. (City Manager)
3. PUBLIC COMMENT
Anyone wishing to address the Council on agenda items only,
may speak for a maximum of 3 minutes per item
4. ADJOURNMENT - City Council
Beverly Ma or
To:
From:
Subject:
Date:
MANAGEMENT PARTNERS
I N C O R P O R A T E D
i N C O R PO R AT E D
Debra Kurita, City Manager
City of Alameda
Jan Perkins, Management Partners
Protocols for Individual Council Members Seeking Information,
New Policies or Projects
October 10, 2007
Individual Council members, in many cities, wish to have specific items addressed by the staff.
Since the City Manager and staff take direction from the Council as a whole, and since the staff
has a range of on -going responsibilities providing services and carrying out Council priorities, a
number of cities have created procedures for handling the specific interests of individual Council
members. The commonality among these is that the Council wishes to maintain the principle of
the Council, as a body, providing direction to the staff, and the entire Council wants to ensure
that the individual interest of one Council member does not in effect re- prioritize the staff's work
on the Council's priorities.
The policies of several city councils are provided below in order to provide a sampling of best
practices from other cities. The purpose of each of these policies is to provide a mechanism for
an individual Council member to suggest that staff time be allocated to something new, with the
approval of the Council. imbedded in these policies and as implemented in practice, it is
expected that the City Manager will provide a report to the Council on the resources required
and other considerations so that the Council can have the benefit of full information before they
determine that the research project or new policy or program should be pursued.
In many cities, there is an informal or formal "one hour rule." Under this rule, the City Manager
or designated staff handles an individual Council member's request if it can be done, without
changing the Council's direction on a policy, within approximately one hour. If the City Manager
believes the item represents a new body of work, is inconsistent with prior Council direction, or
would take more than an hour, it is placed on the Council's agenda for discussion and direction.
Best Practices
Based on my experience as city manager and as consultant to numerous cities, the following
g
practices help the Council and City Manager ensure that staff responds to .Council direction as a
whale, while giving individual Council members an opportunity to have their ideas con b sidered
Y
the full Council.
• A benchmark amount of time agreed upon by the Council and City Manager for staff
research on an information item before it is required to go to the full Council for
consideration. Mountain View's "one hour rule" is a good practice, with the City Manager
making the determination as to the time required.
• Information that is prepared to respond to a Council member's request will be provided
to all members of the Council.
2107 North First Street Suite 470 www.managementpartners.com 408 437 5400
San Jose, CA 95131 Fax 453 6191
Page 2 of 4
• Any request from a Councilmember that takes more than one hour of research from staff
will go to the full Council for direction. The City Council will respect the City Manager's
determination of whether the item is either outside the scope of current policy or will
require more than one hour of work.
• The Council member desiring Council direction for staff research on an item will prepare
a short written request for the agenda. It will be placed on the Council agenda for
discussion.
• The City Manager will provide either a verbal or written report on what will be required to
conduct the research or respond to the request and the impact of the request (if any) on
other work. The Council will then consider whether they wish to have staff spend such
time bringing the matter back for full Council discussion and action. The Council may
choose to take no action, in which case the matter is closed.
• The Council agrees that no change in policy or addition of new program or service will
be made without a full staff report on the costs and impact on other services, programs
or workload.
City of Palo Alto
Respect the "one hour" rule for staff work. Requests for staff support should be made to the
appropriate senior staff member, according to the protocol for channeling communications.
Any request, which would require more than one hour of staff time to research a problem or
prepare a response, will need to be approved by the full council to ensure that staff resources
are allocated in accordance with overall council priorities. Once notified that a request for
information or staff support would require more than one hour, the Council Member may request
that the City Manager place the request on an upcoming Council agenda. This policy is part of
the City of Palo Alto's Council Protocols, which are attached.
City of Mountain View
Council Request for Agendizing: A Council member request for an item to be agendized will be
done as an action item with support work of up to one hour by staff. If more than one hour is
required, then the item will be agendized to ask Council if time should be spent on preparing a
full report on the proposed agenda item.
Note: The "one hour rule" applies to other requests of individual Council members for staff
research.
City of Fairfield
Policy Regarding Amount of Staff Time and Resources Spent on Individual Council Member
Inquiries Before Requiring Council Concurrence:
a. Constituent: priority to get answer right away.
b. Small /simple question: OK to go ahead (City Manager to alert Council if it will take a
significant amount of research)
c. If significant work involved, there must be 2 votes to put it on the agenda for discussion
and 3 votes to approve the work to be done.
on those occasions when a Council member asks for information or research that costs a
significant amount of money or takes a great deal of staff time, City Manager will first give the
Council member a brief summary reply of the issue and let the Council know that any further
Page 3 of 4
information would likely take significant amounts of time, resources, and dollars. The Council
agreed to support the City Manager in making these decisions and to review the effectiveness
of this agreement and process periodically. If is further agreed that information requested b
q by
one Council member will be shared with all Council members.
City of Fremont
City Council Referrals:
a) Any Councilmember may, prior to any regular City Council meeting, bring any matter to the
attention of the City Council which is not otherwise scheduled on a City Council agenda. The
matter will be placed on the agenda in the Council Referral section. The sponsoring
Councilmember shall give the City Manager a brief description of the subject to be p rinted in
the agenda, sufficient to inform the City Council and public of the nature of the referral.
b) The City Council, after considering the referral, may do any of the following:
1) Take no action;
2) Refer the matter to staff to schedule as a future City Council agenda item;
3) Take dispositive action if Council finds that sufficient notice to the Council and the
public has been provided by the published agenda, sufficient information has been
received by the Council, and no formal published notice of a public hearing is
required.
4) The Councilmember who requested the referral has the privilege of speaking first on
the item.
City of San Luis Obispo
1.2.2 PLACING AN ITEM ON THE AGENDA (COUNCIL MEMBER)
Any Council Member may request an item be placed on a future agenda by submittin g a
request, orally or in writing, to consider the matter and by discussing the request during the
Communications section of the regular agenda. Upon consensus of a majority of the Council,
staff will prepare a staff report if formal Council action is required. An individual Council
Member may place an urgency item on an agenda with a minimum of 72 hours legal notice and
a memorandum from the Council Member to the Council and staff setting forth the substantive
issues of the item. For the purpose of this paragraph, urgency shall arise in those limited
situations where an item requires immediate action, and the need to take immediate action
came to the attention of the Council Member subsequent to the distribution of the agenda.
5.3.2 DIRECTION FROM COUNCIL
Staff is obligated to take guidance and direction only from the Council as a whole or from the
appropriate management superiors as may be the case. Staff is directed to reject any attempts
by individual members of the Council to unduly influence or otherwise pressure them into
making, changing or otherwise suppressing staff decisions or recommendations, or changing
g 9
departmental work schedules and priorities. Staff shall report such attempts to influence them
in confidence'to the City Administrative Officer, who may inform the Council as a whole of such
attempts.
5.3.3 STAFF SUPPORT TO INDIVIDUAL COUNCIL MEMBERS
An exception to the above guidelines may be staff work required in support of a Council
Member designated by the City Council to represent the City in an intergovernmental role (e.g.,
membership on Joint Powers Authority), or relative to a special assignment (e.g., a special task
force).
5.3.4 INFORMATION DISTRIBUTION
In cases where a staff response to an individual Council Member request involves written
material that may be of interest to other Council Members, the CAO will provide copies of the
Page 4 of 4
material to all other Council Members. In making this judgment, the CAO will consider whether
the information is significant or new or otherwise not available to the Council or of interest to the
Council.
5.3.5 SIGNIFICANT INFORMATION
Any information, service - related needs, or policy positions perceived as necessary by individual
Council Members, which cannot be fulfilled per the above guidelines, should be raised by the
individual Council Member under the "Communications" category of a regularly scheduled City
Council meeting. If so directed by the collective action of the Council, then staff will proceed to
complete the work within Council established deadlines.
City of Santa Rosa
A Council member may request an item be considered on a future agenda and, upon
consensus of a majority of Council, staff will prepare a staff report if formal Council action is
required. Council member may make this request during the "Councilmember Reports" portion
of a meeting.
CITY OF PALO ALTO
COUNCIL PROTOCOLS
All Council Members
All members of the City Council, including those serving as Mayor and Vice Mayor, have
equal votes. No Council Member has more power than any other Council Member, and
all should be treated with equal respect.
All Council Members should:
• Demonstrate honesty and integrity in every action and statement
• Comply with both the letter and spirit of the laws and policies affecting the
operation operations of government.
• Serve as a model of leadership and civility to the community
• Inspire public confidence in Palo Alto government
• Work for the common good, not personal interest
• Prepare in advance of Council meetings and be familiar with issues on the
agenda
• Fully participate in City Council meetings and other public forums while
demonstrating respect, kindness, consideration, and courtesy to others
• Participate in scheduled activities to increase Council effectiveness
• Review Council procedures, such as these Council Protocols, at least annually
• Represent the City at ceremonial functions at the request of the Mayor
• Be responsible for the highest standards of respect, civility and honesty in
ensuring the effective maintenance of intergovernmental relations
• Respect the proper roles of elected officials and City staff in ensuring open and
effective government
• Provide contact information to the City Clerk in case an emergency or urgent
situation arises while the Council Member is out of town
Council Conduct with One Another
Councils are composed of individuals with a wide variety of backgrounds, personalities,
values, opinions, and goals. Despite this diversity, all have chosen to serve in public
office in order to improve the quality of life in the community. In all cases, this common
goal should be acknowledged even as Council may "agree to disagree" on contentious
issues.
In Public Meetings
• Use formal titles.
The Council should refer to one another formally during Council meetings as Mayor,
Vice Mayor or Council Member followed by the individual's last name.
• Practice civility and decorum in discussions and debate.
Difficult questions, tough challenges to a particular point of view, and criticism of ideas
and information are legitimate elements of a free democracy in action. Be respectful of
diverse opinions.
• Honor the role of the presiding officer in maintaining order and equity.
Respect the Chair's efforts to focus discussion on current agenda items. Objections to
the Chair's actions should be voiced politely and with reason, following the parliamentary
procedures outlined in the City Council Procedural Rules.
• Demonstrate effective problem-solving approaches.
Council Members have a public stage to show how individuals with disparate points of
view can find common ground and seek a compromise that benefits the community as a
whole. Council Members are role models for residents, business people and other
stakeholders involved in public debate.
• Be respectful of other people's time.
Stay focused and act efficiently during public meetings.
In Private Encounters
• Treat others as you would like to be treated.
Ask yourself how you would like to be treated in similar circumstances, and then treat
the other person that way.
Council Conduct with City Staff
The key provisions on Council -staff relations found in section 2.04.170 of the Palo Alto
Municipal Code:
"Neither the council nor any of its committees or members shall direct, request or
attempt to influence, either directly or indirectly, the appointment of any person to office
or employment by the city manager or in any manner interfere with the city manager or
prevent the city manager from exercising individual judgment in the appointment of
officers and employees in the administrative service. Except for the purpose of inquiry,
the council and its members shall deal with the administrative service solely through the
city manager, and neither the council nor any member thereof shall give orders to any of
the subordinates of the city manager, either publicly or privately."
2
Governance of a City relies on the cooperative efforts of elected officials, who set policy,
and City staff, which analyze problems and issues, make recommendations, and
implement and administer the Council's policies. Therefore, every effort should be made
to be cooperative and show mutual respect for the contributions made by each individual
for the good of the community.
• Treat all staff as professionals.
Clear, honest communication that respects the abilities, experience, and dignity of each
g Y
individual is expected. As with your Council colleagues, practice civility and decorum in
all interactions with City staff.
• Channel communications through the appropriate senior City staff_
Questions of City staff should be directed only to the City Manager, Assistant City
Manager, City Attorney, City Clerk, Assistant City Clerk, City Auditor, Senior Assistant
City Attorneys, or Department Heads. The Office of the City Manager should be copied
on any request to Department Heads: Council Members should not set up meetings
with department staff directly, but work through Department Heads, who will attend any
meetings with Council Members. When in doubt about what staff contact is appropriate,
Council Members should ask the City Manager for direction. However, nothing in these
protocols is intended to hinder the access Council - appointed liaisons (e.g. to the San
Francisquito JPA or NCPA) may require in order to fulfill their unique responsibilities.
• In order to facilitate open government, all Council Members should make
decisions with the same information from staff on agendized or soon -to -be
agendized items (i.e. items on the tentative agenda or in a Council Committee).
• Never publicly criticize an individual employee, including Council - Appointed
Officers. Criticism is differentiated from questioning facts or the opinion of staff.
Ali critical comments about staff performance should only be made to the City Manager
Mana g
through private correspondence or conversation. Comments about staff in the office of
the City Attorney, City Auditor or City Clerk should be made directly to these CAOs
through private correspondence or conversation:
• Do not get involved in administrative functions.
Avoid any staff interactions that may be construed as trying to shape staff
recommendations. Council Members shall refrain from coercing staff in making
recommendations to the Council as a whole.
. Be cautious in representing City positions on issues. . . .
Before sending correspondence related to a legislative position, check with City staff to
see if a position has already been determined. When corresponding with
representatives of other governments or constituents, remember to indicate if
appropriate that the views you state are your own and may not represent those of the full
Council.
• Do not attend staff meetings unless requested by staff. ,
Even if the Council Member does not say anything, the Council Member's presence may
imply support, show partiality, intimidate staff, or hampers staffs ability to do its job
objectively.
3
• Respect the "one hour" rule for staff work.
Requests for staff support should be made to the appropriate senior staff member,
according to the protocol for channeling communications. Any request, which would
require more than one hour of staff time to research a problem or prepare a response,
will need to be approved by the full council to ensure that staff resources are allocated in
accordance with overall council priorities. Once notified that a request for information or
staff support would require more than one hour, the Council Member may request that
the City Manager place the request on an upcoming Council agenda.
• Depend upon the staff to respond to citizen concerns and complaints.
It is the role of Council Members to pass on concerns and complaints on behalf of their
constituents. It is not, however, appropriate to pressure staff to solve a problem in a
particular way. Refer citizen complaints to the appropriate senior staff member,
according to the protocol on channeling communications. The senior staff member
should respond according to the Policy and Procedure for Responding to Customer
Complaints. Senior staff is responsible for making sure the Council Member knows how
the complaint was resolved.
• Do not solicitpolitical support from staff.
The City Charter states that "Neither the city manager or any other person in the employ
of the city shall take part in securing or shall contribute any money toward the
nomination or election of any candidate for a municipal office." In addition, some
professionals (e.g., City Manager and the Assistant City Manager) have professional
codes of ethics, which preclude politically partisan activities or activities that give the
appearance of political partisanship.
Council Conduct With Palo Alto Boards and Commissions
The City has established several Boards and Commissions as a means of gathering
more community input. Citizens who serve on Boards and Commissions become more
involved in government and serve as advisors to the City Council. They are a valuable
resource to the City's leadership and should be treated with appreciation and respect.
Council Members serve as liaisons to Boards and Commissions, according to
appointments made by the Mayor, and in this role are expected to represent the full
Council in providing guidance on Council processes or actions to the Board or
Commission. Refrain from speaking for the full Council on matters for which the full
council has not yet taken a policy. position. In other instances, Council. Members may
attend Board o'r Commission meetings as individuals, and should follow these protocols:
• If attending a Board or Commission meeting, identify your comments as personal
views or opinions.
Council Members may attend any Board or Commission meeting, which are always
Y
open to any member of the public. Any public comments by a Council Member at a
Board or Commission meeting, when that Council Member is not the liaison to the Board
or Commission, should be clearly made as individual opinion and not a representation of
the feelings of the entire City Council.
4
• Limit contact with Board and Commission members to questions of clarification.
It is inappropriate for a Council Member to contact a Board or Commission member
to
lobby on behalf of an individual, business, or developer, or to advocate a p articular
policy perspective. It is acceptable for Council Members to contact Board or Commission
members in order to clarify a position taken by the Board or Commission.
• Remember that Boards and Commissions are advisory to the Council as a
whole, not individual Council Members.
The City Council appoints individuals to serve on Boards and Commissions, and it is
the
responsibility of Boards and Commissions to follow policy established by the Council.
Council Members should not Y
at feel they have the power or right to unduly influence Board
and Commission members. A Board or Commission appointment should not be used as
a political "reward."
• Concerns about an individual Board or Commission member should be pursued
with tact..
If a Council Member has a concern with the effectiveness of a
particular Board or
Commission member and is comfortable in talking with that individual rivatel the
Council Member should p y'
s u d do so. Alternatively, or if the problem is not resolved, the
Council Member should consult with the Mayor, who can bring the issue to the Council
as appropriate.
9 cf
• Be respectful of diverse opinions.
A primary role of Boards and Commissions is to represent many p oints of view in the
community and to provide the Council with advice based on a full spectrum of concerns
and perspectives. Council Members may have a closer working relationship with some
individuals serving Boards p
9 on and Commissions, but must be fair to and respectful of all
citizens serving on Boards and Commissions.
• Keep political support away from public forums.
Board and Commission members may offer political support to a Council Member, but
not in a public forum while conducting official duties. Conversely, Council Members may Board and Commission members who y
ho are running for office, but not in an official
forum in their capacity as a Council Member.
• Maintain an active liaison relationship.
Appointed Council liaisons are encouraged to attend all regular! y scheduled meetings of
their assigned Board or Commission, or to arrange for an alternate.
Staff Conduct with City Council
• Respond to Council questions as fully and as expeditiously as is practical.
The protocol for staff time devoted to research and response is in application here. If a
Council Member forwards a complaint or service request to a department head or a
Council Appointed Officer, there will be follow- through with the Council Member as to the
outcome.
VOIMillwramiwirromserragrims
• Respect the role of Council Members as policy makers for the City
5
Staff is expected to provide its best professional recommendations on issues. Staff
should not try to determine Council support for particular positions or recommendations
in order to craft recommendations. The Council must be able to depend upon the staff
to make independent recommendations. Staff should provide information about
alternatives to staff recommendations as appropriate, as well as pros and cons for staff
recommendations and alternatives
• Demonstrate professionalism and non - partisanship in all interactions with the
community and in public meetings
• It is important for the staff to demonstrate respect for the Council at all times. Alt
Council Members should be treated equally.
ELECTRONIC MAIL COMMUNICATIONS
As society evolves in an increasingly electronic world, we need to have a reliable system
to record and make public all e mail communications and responses to and from Council
Members. Staff commits to working to create and implement such a system.
OTHER PROCEDURAL ISSUES
• Commit to annual review of important procedural issues.
At the beginning of each legislative year, the Council will hold a special meeting to
review the Council protocols, adopted procedures for meetings, the Brown Act, conflict
of interest, and other important procedural issues.
• Don't politicize procedural issues (e.g. minutes approval or agenda order) for
strategic purposes.
• Submit questions on Council agenda items ahead of the meeting.
In order to focus the Council meetings on consideration of policy issues and to maintain
an open forum for public discussion, questions which focus on the policy aspects of
agenda items should be discussed at the Council meeting rather than in one- on-one
communications with staff prior to the meetings. Any clarifications or technical questions
that can be readily answered can be handled before the meeting. Council Members are
encouraged to submit their questions on agenda items to the appropriate Council.
Appointed Officer or Assistant City Manager as far in advance of the meetin g as possible
so that staff can be prepared to respond at the Council meeting.
• Respect the work of the Council standing committees.
The purpose of the Council standing committees is to provide focused, in-depth
. p � p
discussion of issues. Council should respect the work of the committees and re- commit
to its policy of keeping unanimous votes of the committees on the consent calendar.
• The Mayor and Vice Mayor should work with staff to plan the Council meetings.
6
There are three purposes to the pre - Council planning meeting: 1) to plan how the
meeting will be conducted; 2) to identify any issues or questions that may need g reater
staff preparation for the meeting; and 3) to discuss future meetings. The ur ose of the
p p
meeting is not to work on policy issues. Normally, only the Mayor and Vice Mayor are
expected to attend the pre - Council meetings with the City Manager and other CAOs.
ENFORCEMENT
Council Members have the primary responsibility to assure that these p rotocols are
understood and followed, so that the public can continue to have full confidence in the
integrity of government. As an expression of the standards of conduct expected by the
City for Council Members, the Y
p e protocols are intended to be self-enforcing. They
Y
therefore become most effective when members are thoroughly familiar with them and
embrace their provisions. For this reason, Council Members entering office shall sig n a
statement affirming they have read and understood the Council protocols. In addition,
the protocols shall be annually reviewed by the Policy and Services Committee and
updated as necessary.
7
The citizens, businesses and organizations of the City are entitled to have fair,
ethical and accountable focal government, which has earned the public's full
confidence for integrity.
To this end, the City Council has adopted Council Protocols and this Code of
Ethics for members of the City Council to assure public confidence in the integrity
of local government and its effective and fair operation.
Comply with Law
Members shall comply with the laws of the nation, the State of California and the City in
the performance of their public duties. These laws include but are not limited to: the
United States and California constitutions, the city Charter, laws pertaining to conflicts of
interest, election campaigns, financial disclosures, employer responsibilities and open
processes of governments and City ordinances and policies.
Conduct of Members
The professional and personal conduct of members must be above reproach and avoid
even the appearance of impropriety. Members shall refrain from abusive conduct,
personal charges or verbal attacks upon the character or motives of other members of
the Council, boards and commissions, the staff or the public.
Respect for Process
Members shall perform their duties in accordance with the processes and rules of order
established by the City Council governing the deliberation of public policy issues,
meaningful involvement of the public and implementation of policy decisions of the City
Council by City staff.
Decisions Based on Merit
Members shall base their decisions on the merits and substance of the matter at hand,
rather than on unrelated considerations.
Conflict of Interest
In order to assure their independence and impartiality on behalf of the common good,
members shall not use their official positions to influence decisions in which they have a
material financial interest or where they have an organizational responsibility or personal
relationship, which may give the appearance of a conflict of interest.
Gifts and Favors
Members commit to follow the laws that apply to accepting any gifts or favors as a public
official.
Confidential Information
Members shall respect the confidentiality of information concerning the property,
personnel or affairs of the City. They shall neither disclose confidential information
without proper legal authorization, nor use such information to advance their personal,
financial or other private interests.
Use of Public Resources
Members shall not use public resources, such as City staff time, equipment, supplies or
facilities, for private gain or personal purposes.
8
Representation of Private Interests
In keeping with their role as stewards of the public interest, members of Council shall not
appear on behalf of the private interests of third parties before the Council or any other
board, commission or proceeding of the City, nor shall members of boards and
commissions appear before their own bodies or before the Council on behalf of the
private interests of third parties on matters related to the areas of service of their bodies.
Advocacy
Members shall represent the official policies or positions of the City Council, board or
commission to the best of their ability when designated as delegates for this purpose.
When presenting their individual opinions and positions, members shall explicitly state
they do not represent their body or the City, nor will they allow the inference that they do.
Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place
environment for City employees and for citizens and businesses dealing with the City.
Members shall recognize their special role in dealings with City employees to in no way
create the perception of inappropriate direction to staff.
9
CITY OF ALAMEDA, CALIFORNIA
SUMMARY OF CITY COUNCIL AND
EXECUTIVE MANAGEMENT TEAM
PRIORITY SETTING WORKSHOP
September 2007
MANAGEMENT PARTNERS
I N C O R P O R A T E D
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
TABLE OF CONTENTS
SEPTEMBER 11, 2007 PRIORITY SETTING WORKSHOP 1
PRIORITY SETTING PROCESS PURPOSE 1
WORKSHOP AGENDA 1
WORKSHOP GROUND RULES 2
ALAMEDA'S RECENT SUCCESSES 2
ENVIRONMENTAL SCAN 2
Environmental Scan Factors 3
STRENGTHS, WEAKNESSES (LIMITATIONS), OPPORTUNITIES AND
THREATS 3
Strengths 3
Weaknesses (Constraints /Limitations) 3
Opportunities 3
Threats 4
DRAFT CITYWIDE OBJECTIVES 4
WORK PLAN PRIORITIES 6
ISSUE BIN 7
WORK PLAN NOTES 8
NEXT STEPS 8
ATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES ...9
ATTACHMENT B — ENVIRONMENTAL SCAN 11
Figures
Figure No. 1: Council's Highest Priorities and Citywide Objective Each
Priority Relates To 6
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
September 11, 2007 Priority Setting Workshop
On September 11, 2007, the City Council and Executive Management Team met from 9:30
a.m. until 2 p.m. in the Library for a priority setting workshop. Jan Perkins and Nancy Hetrick
of Management Partners facilitated the workshop.
The workshop was the first of two sessions planned. The priority setting process began with
staff creating work plans to articulate the special projects of City departments. This process
is timely because of the start of the next two -year budget cycle in early 2008, and the
addition of new members to the Executive Management Team.
Priority Setting Process Purpose
The purpose of the entire priority setting process is to:
• Provide Council direction on priorities for the work plan for the next 2 -3 years.
• Provide an opportunity to strengthen Council understanding of staffs current work plans
and resources available to carry them out.
• Create mutual understanding and agreement between the Council and Executive
Management Team on a process of reporting progress on work plans.
• Create mutual understanding and agreement between the Council and Executive
Management Team on a process of modifying priorities once adopted (adding /deleting
projects to meet changing needs) that includes adjusting existing priorities or adding
resources to ensure new projects can be completed and Counci I priorities met.
The focus of the workshop held on September 11, 2007, was the foil owing:
• Identification of factors affecting the City over the next several years
• Confirmation or modification of draft citywide objectives
• Understanding of current work plans for City departments
• Initial understanding of Council priorities
A second Council /Executive Management Team workshop will be held in November (date to
be determined), in order to accomplish the following:
• Understanding of the resources needed to successfully accomplish Council priorities.
• Agreement by Council on priorities for attention for next 2 years
• Agreement on process of reporting progress on priorities
• Agreement on process of modifying the adopted priorities
Workshop Agenda
The agenda for the September 11, 2007, workshop contained the following items:
• Environmental scan and SWOT (strengths, weaknesses, opportunities, threats)
discussion
• Discuss draft citywide objectives
• Discuss current work plans
• Identify Council priorities
Management Partners, Inc. 1
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
• Review next steps in the priority setting process
Workshop Ground Rules
The Council and staff identified sev era! operating principles for the workshop, as follow:
• Keep a sense of humor
• Be direct and diplomatic
• One person speak at a time
• Everyone participate -- have an open dialogue
• Listen
• Respect the work that went into this
Alameda's Recent Successes
Council members and staff brainstormed some of the successes of the City of Alameda over
the last few years.
• New Library
• Restoration of Alameda Theater
• Recycling rate /energy conservation
• New developer in place for the former Navy property
• Focus on infrastructure
• Pre - hospital services
• Redevelopment projects
• Breakers at Bayport
• Parks improvements
• No traffic fatalities
• Review of telecom operations
• Revisions to street sweeping program
• Lights in crosswalks
• Ferry ridership
• Golf transition
• High performing Executive Management Team
• Increased transparency
• Federal grant awards
• Media outreach (web casting; press releases)
• Website
• "Access Alameda"
Environmental Scan
Deputy City Manager Lisa Goldman presented an environmental scan of factors influencing
the City. (See Attachment B) Handouts of the PowerPoint were made available to
participants. Some follow -up items from the PowerPoint were placed in the "issue bin." Those
items are listed in the last section of these notes.
An environmental scan provides data about factors that may affect the City of Alameda in the
future. Although not a complete picture of the City of Alameda, these factors help provide a
context for priority setting.
Management Partners, Inc. 2
City of Alameda
Summary of Priority Setting Workshop -- September 11, 2007
Environmental Scan Factors
Data for the following factors was provided for this environmental scan.
• Demographics
• City budget
• City revenues
• Largest property tax payers
• Largest employers
Strengths, Weaknesses (Limitations), Opportunities and Threats
The Council and Executive Management Team brainstormed the City of Alameda's
strengths, weaknesses (limitations /constraints), opportunities, and threats. The purpose of
this discussion was to identify those areas which the City wishes to foster and build upon,
and those areas and issues for which the City must plan and create new approaches.
Strengths
• Good Executive (City Manager)
• Good grasp on finances
• Financial depth and transparency
• Strong department heads who work cooperatively, with good communication
• Conservative fiscal approach — having reserves
• Listening and responding to the comm unity
• Good employees have been recruited
• Openness of communication
Weaknesses (Constraints /Limitations)
• Loaded staff with many things that have to be done
• City is victim of own ambition and capable people
• High dependency on other agencies ( no City control)
• Many things coming to the plate at the same time
• Bureaucratic processes
• Perception that not everything is open
• Lack of revenue to do everything needed or desired
• Explaining public process
• Ability to attract and retain employees for certain positions (i.e. AP&T)
• Lack of succession planning
• Employee development
• Competing for federal money
• Flexibility to meet changing needs
Opportunities
• Changing land uses
• Changing demographics
• Full Executive Team
• Marrying old and new priorities
• Reorganizing operations
• Community outreach
• New technology
• Reduce carbon footprint
• Look at how we do things— bringing in new talent
Management Partners, Inc. 3
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
• Make less successful times more successful
• Not just doing things the "Alameda way" – changing when it would be more effective
• Erase perceptions about the City not being "business friendly"
• Work with residents to identify revenue opportunities
• Educate residents on budget constraints
• Use budget restraints to take a regional approach
• Educate residents on how to participate and get involved in City government
• Reach out to younger dem ographics; taking a different approach
Threats
• Economic recession
• Age of infrastructure
• State—new legislative mandates, unfunded mandates
• Crime trends youth violence
• Socio- economic factors that contribute to crime trends
• Regional build -out (traffic)
• Federal deficit
• Natural disasters
• Fiscal situation of school district
• Viability of other institutions
• Aging work force ( "brain drain ")
Draft Citywide objectives
The City Manager presented several draft Citywide objectives, which were developed by the
Executive Management Team to articulate the direction received by Council over the past
two years. The Council reviewed the draft objectives and, in some cases, suggested
modifications and additions. Shown below for each objective is the original draft language
proposed by the staff and, following that, any modifications or additions suggested by the
Council. Based on the suggestions from Council, revised objectives are shown in some
cases, which will be presented for consideration at the November workshop. Additionally,
based on the workshop discussion, a broad, overarching statement is proposed, which could
form the basis of a mission statement for the City. If desired, that will be added to the
agenda for the November workshop.
Objective 1:
Draft: Continue progress in the redevelopment of the former naval property.
Modification: None.
Objective 2:
Draft: Identify funding and develop master plans for providing and maintaining infrastructure
improvements.
Modification: None.
Objective 3:
Draft: Ensure the community's economic health.
Modification: Take measures to improve and promote the community's economic health.
Management Partners, Inc. 4
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
Objective 4:
Draft: Develop or update and implement land use, transportation, and environment
sustainability planning strategies, tools, and documents.
Modification: Develop or update and implement land use, transportation /traffic, and
environment sustainability planning strategies, tools, and documents.
Objective 5:
Draft: Provide quality youth and senior programs and services.
Modification: Provide quality youth and senior programs, services, and facilities.
Objective 6:
Draft: Recruit, retain, and develop a skilled and responsive workforce.
Council Comments: Include in the work plan tasks related to educating the community
about City jobs and career opportunities in order to develop a local workforce.
Objective 7:
Draft: Continuously improve internal operations and systems.
Council Comments: Communications with the public, customer service, and user -
friendliness are important; improving and updating systems for communicating with the
public; delivering services with the customer /residents in mind
Modification: Continuously improve internal operations, systems, and management
practices in order to provide high - quality customer service.
Mission
In addition, during the discussions, an overarching objective was suggested pertaining to
"enhancing and promoting the qualify of life for the community." For a City government, all of
the objectives stated above are methods of achieving that overarching statement, which
could be considered the mission of the City. A suggestion would be to create a mission
statement that provides the context for the Cityw ide objectives.
A draft mission statement, intended as a starting point for discussion with the Council and
Executive Management Team at the November workshop, could be the following:
The City of Alameda focuses its workforce and resources on providing
services that enhance the quality of life for its residents and promote the
prosperity of its business community.
Management Partners, Inc. 5
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
Work Plan Priorities
In advance of the workshop, the Executive Management Team prepared individual work
plans that listed key projects to be accomplished. The work plans also noted the on -going
work of their departments. At the workshop, Council members asked questions of
department heads in order to understand the work plans.
Following that discussion, each Councilmember was provided with 14 dots in order for them
to indicate their priorities among the items on the work plans. Each Councilmember placed
seven orange dots on their highest priorities and seven green dots on their high priorities.
While all of the items on the work plans are there because they are important, knowing the
Council's key priorities helps the staff set work flow priorities — particularly when new projects
emerge or other urgent issues arise and timelines must be shifted.
The list of projects identified by Council members as their high and highest priorities are
provided in Attachment A. All projects receiving at least 1 dot (of either color, noting highest
or high priority) are included. The priorities are organized by department; those projects
receiving Council majority (3) for any combination of high /highest priority are noted in bold.
These priorities are in draft form and will be further discussed at the second City
Council /Executive Management Team workshop to be held in Novem ber 2007.
The following is a list of the projects receiving at least one "highest priority" dot and at least
two "high priority" dots. For each project, the Citywide objective it relates to is identified. Two
point values were attached to each "highest" priority and one point value was attached to
each "high" priority for ranking purposes.
FIGURE No. 1: COUNCIL'S HIGHEST PRIORITIES AND CITYWIDE OBJECTIVE EACH PRIORITY RELATES To
AP &T
Housing Authority
Development
Services
Address Telecom financial issue — implement
plans /recommendations
Objective 7: Continuously improve internal operations,
systems, and management practices in order to provide high -
quality customer service.
10 points
(5 highest)
Work with the Housing Commission to develop an
acquisition and development plan for expanding
affordable housing opportunities using the remaining
Measure A Guyton exemption (Alameda Hotel; Islander)
objective 4: Develop or update and implement land use,
transportation/traffic, and environment sustainability planning
strategies, tools, and documents.
7 points
(3 highest
1 high)
Former Navy Base Redevelopment — Secure Conveyance
of Alameda Point from Navy and negotiate development
entitlements with SunCal
objective 1: Continue progress in the redevelopment of the
former naval property.
6 points
(3 highest)
Management Partners, Inc.
6
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
? . � � � N ` ?, ?? Z ? '? '�'� ? �.��; , ;'ier�`'c � �• ;?. i ?'� Y„ � ?? ,?it 3 z'?1 �r x >• n`r ??:, ?�i'� , i�E��� :•' " ?i�,z, �`' �
L• s: .. !�ii3_y3;�z �v'•iF373b� , �3x;� i?i: ` i• . �:�i���3�:: ::,•:,• _ „� . �+. ..
Planning & Building
Planning & Building
Public Works
Public Safety
Planning & Building
Transportation Element Update (General Plan)
Objective 4: Develop or update and implement land use,
transportationitrafc, and environment sustainability planning
strategies, tools, and documents.
Customer Service Improvement Committee work items
(project ADD)
Objective 3: Take measures to improve and promote the
community's economic health.
Transportation/Traffic Planning (Transportation master
plan; pedestrian plan)
Objective 4: Develop or update and implement land use,
transportationitraic, and environment sustainability planning
strategies, tools, and documents.
Disaster Preparedness /Update Disaster Mitigation Plan
and the EOC Plan
Objective 2: Identify funding and develop master plans for
providing and maintaining infrastructure improvements.
Objective 3: Take measures to improve and promote the
community's economic health.
Soft -story seismic retrofit incentive program
Objective 3: Take measures to improve and promote the
community's economic health.
6 points
(3 highest)
6 points
(3 highest)
5 points
(2 highest
1 high)
5 points
(1 highest
3 high)
4 points
(1 highest
2 high)
Recreation, Parks
and Golf
Issue Bin
During the course of the workshop, various items were raised to be handled at another time
and place. Those items were:
• Environmental scan follow -up:
• "Other" category of General Fund — explain what this is; show department
allocations within other and enterprise (i.e., Library allocation)
• Split out sources of the utility users tax
• Split property tax revenue between residential and non - residential if County can make the
data available
• Identify the assessed value of Harsch Investment for 2 years ago
• Limar #13 — who are they?
• Identify what percent of employees of Alameda's largest employers live in Alameda, if the
data is available
• Post the environmental scan on the website
Prepare and implement comprehensive operation review
of Golf Course operations
Objective 7: Continuously improve internal operations,
systems, and management practices in order to provide high -
quality customer service.
3 points
(3 high)
Management Partners, Inc.
7
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
Work Plan Notes
A Council member expressed an interest in the following information as part of the work
plans:
• Date when Counci I direction was set
• Timelines for each project
• Indicate if the project is a result of a Council directive or other requirement
Next Steps
At the end of the workshop, the next steps in the priority setting process were reviewed, as
follows:
• EMT will discuss Council comments and questions received at the workshop
• Second Council/EMT workshop will be scheduled in November, with the following
preliminary agenda:
O Finalize citywide objectives and mission statement
O Finalize City Council priorities and direction
O Agree on a progress reporting process
O Create process for modifying priorities
• After the second Council /EMT workshop, staff will finalize a prioritization plan that
incorporates the City Council's comments and feedback from the November workshop.
The information in that plan will be incorporated into the decision- making process for the
next two -year budget.
Management Partners, inc. 8
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
ATTACHMENT A - COUNCIL'S HIGHEST AND HIGH PRIORITIES
Note: Bold items below are those projects receiving a total of three dots from Councilmembers for
either the high or highest priority.
AP &T
Housing Authority
Development Services
Planning & Building
Planning & Building
Public Works
Public Safety
Planning & Building
Recreation, Parks and
Golf
Planning & Building
Recreation, Parks and Golf
Library
Development Services
Administrative/Support
Services
Administrative /Support
Services
Planning & Building
Public Works
Administrative /Support
Services
Administrative/Support
Services
Planning & Building
Planning & Building
Address Telecom financial issue — implement
plans /recommendations
Work with the Housing Commission to develop an
acquisition and development plan for expanding
affordable housing opportunities using the
remaining Measure A Guyton exemption (Alameda
Hotel; Islander)
Former Navy Base Redevelopment — Secure
Conveyance of Alameda Point from Navy and
negotiate development entitlements with SunCal
Transportation Element Update (General Plan)
Customer Service Improvement Committee work
items (project ADD)
Transportation/Traffic Planning (Transportation
master plan; pedestrian plan)
Disaster Preparedness /Update Disaster Mitigation
Plan and the EOC Plan
Soft -story seismic retrofit incentive program
Prepare and implement comprehensive operation
review of Golf Course operations
Housing Element Update (General Plan)
Renovate Godfrey Field; Rittler Field; Lincoln Park Field
Replace Krusi Park Recreation Building
Develop a long range plan for library service (includes
Measure 0 funds allocation for branch improvements)
Former Navy property development - Conduct
homeless /PBC screening for Coast Guard Housing and
related Community Reuse Plan amendment. Includes
lease of ball field /park area and coast guard housing
Review web hosting, design and maintenance services
and conduct needs assessment of current contributors
Review compensation system (broadened to include
review of full system)
Prepare Local Action Plan for Climate Protection
Continuous improvement of systems (Street tree
master plan; sewer master plan; storm drainage master
plan)
Explore options to generate revenue for infrastructure
improvements
Budget review and tracking (project ADD)
Land Use Element — Retail and Business Services
Section Update (General Plan)
Develop a Facilities Master Plan: identify funding and
prepare master plans for building infrastructure
improvements
5 highest
3 highest
1 high
3 highest
3 highest
3 highest
2 highest
1 high
1 highest
_ 3 high
1 highest
2 high
3 high
2 highest
2 highest
1 highest
1 high
1 highest
1 high
1 highest
1 high
1 highest
1 high
1 highest
1 high
1 highest
1 high
1 highest
1 highest
1 highest
1 highest
Management Partners, Inc.
9
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
Library
AP &T
Administrative/Support
Services
Public Works
Fire
Development Services
Recreation, Parks and Golf
Recreation, Parks and Golf
Recreation, Parks and Golf
Administrative/Support
Services
Administrative/Support
Services
Public Works
Public Works
Provide facility and service improvements to both Bay
Farm Island and West End Libraries
Enhance Energy /Environmental Sustainability —
evaluate alternatives for reducing carbon footprint
Develop Succession Planning Strategy (including youth
outreach component)
Transportation planning
Conduct Fire Station 3 feasibility study
CDBG- funded project to implement the "West Alameda:
Woodstock to Webster Neighborhood Improvement
Plan"
Implementation of a Youth Advisory Commission to
advise Council on youth - related issues
Review business and financial plan of the Alameda
Museum
Estuary Park Task Force — initiate meetings with Task
Force to identify potential funding
Develop a compliance plan for GASB -45 regulations by
performing an actual study and reviewing options with
Council
Labor agreement negotiations with public safety
bargaining units
Transportation — Safe Routes to School (Implement
innovative approach to encourage walk/bike/carpool to
school
Environmental Protection
2 high
2 high
2 high
1 high
1 high
1 high
1 high
1 high
1 high
1 high
1 high
1 high
Management Partners, Inc. 10
City of Alameda
Summary of Priority Setting Workshop — September 11, 2007
ATTACHMENT B - ENVIRONMENTAL SCAN
The environmental scan prepared by the City is attached.
Management Partners, Inc. 11
September 11, 2007, Priority Setting Workshop
Issue Bin
During the course of the September 11 2007, priority •
. , p ty setting workshop, the Council
raised a number of questions and suggestions that were placed •
g p ed on a separate list,
known as the issue bin, to be handled at a later date. Th' •
This memo provides information
on the seven issue bin items:
1. Environmental Scan follow -up: Explain what the "other"
category is and note the
Library allocation.
2. Split out sources of the utility users tax.
3. Split property tax revenue between residential and non-residential es�dent�al if County can
make the data available.
4. Identify the assessed value of Harsch Investment for two
years ago.
5. On Realty Corp. the property tax slide, explain who Limar Real Cor #13 is.
6. Identify what percent of employees of Alameda's largest employers '
g players live in Alameda,
if the data is available.
7. Post the environmental scan on the website
1
1. Environmental Scan follow -up: Explain what the "Other" category is and note
the Library allocation.
The Other Funds category includes special revenue funds such as: the Community
Improvement Commission, gas tax, Tidelands Trust, and the public art fund. In the
revised Total City Budget graph for FY 2007 -08, which is shown below, the Library's
allocation of the total City budget is 1 %.
C IC
5%
Total City Budget: FY 2007 -08
$287.2 Million
ARRA
4% General Fund
28%
Capital
Improvement
4%
Enterprise
Housing Authority
10%
Library
1%
Other Funds
19%
2
AP &T
23%
t
1
2. Split out sources of the utility users tax.
The City collects utility users tax on cable, gas, wired telecom, cellular, and electric.
The chart below shows these sources by fiscal year through FY 2005/06. Final data
for the FY 2006/07 year is not yet available.
UUT by Source
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
o°s p10 orb
000 <3
ao boo
9
• Cable • Gas ❑ Wired Telecom • Cellular • Electric
3. Split property tax revenue between residential and non - residential if County
can make the data available.
Alameda County collects property tax for the City of Alameda. The Chief Financial
Officer asked the County for information on the split between residential and non-
residential property tax in Alameda, but the County was unable to provide that data.
4. Identify the assessed value of Harsch Investment for two years ago.
The following table shows the assessed value of Harsh Investment Realty's
Alameda Towne Centre for the past several fiscal years.
Fiscal
Year
2004/05
2005/06
2006/07
2007/08
Land
$5,374,486
$5,481,911
$5,591,532
$5,763,346
Improvements
3
$25,176, 689
$26,154,161
$32,823,707
$34,884,976
Total
$36,551,175
$31, 636, 672
$38,415,239
$40,588,322
5. on the property tax slide, explain who Limar Realty Corp. #13 Is.
Limar Realty Corp is a real estate investment company. According to Local
commercial brokers, Limar is liquidating all of its real estate holdings in the Bay Area
to take advantage of current pricing. Last July, Limar sold its Parkway Center (which
includes the multi- tenant, though mostly vacant buildings at 1351, 1321, and 1411
Harbor Bay Parkway, a total of 178,956 square feet) to Dollinger Properties,
Dollinger Harbor Bay Associates. The Limar -owned Kaiser Foundation Building at
1451 Harbor Bay Parkway is also on the market. In 2006, Limar sold its other
Alameda holdings on Mariner Square Loop to Legacy Properties. The properties,
now known as Legacy Alameda Center, include four buildings totaling 154,503
square feet: 2430, 2450, 2470 & 2490 Mariner Square Loop.
S. Identify what percent of employees of Alameda's largest employers live in
Alameda, if the data is available.
Company name
Address
Percent of
Employees Who Live
in Alameda
Abbott Diabetes Care
1350 S Loop Rd
11%
Alameda Hospital
2070 Clinton Ave
37%
Alameda Unified
School District
2200 Central Ave # A
57%
City of Alameda
2263 Santa Clara Ave
46%
Celera Diagnostics
LLC
1401 Harbor Bay
Pkwy
12%
College Of Alameda
555 Atlantic Ave
33%
(full time staff only)
Kaiser Permanente
Health Care
2417 Central Ave
Not available
Safeway
2227 Alameda Towne
Centre
Not available
Ut Starcom Inc
1275 Harbor Bay
Pkwy
16%
Wind River Systems
Inc
500 Wind River Way
20%
7. Post the environmental scan on the website
The environmental scan has been posted to the City's website and can be found on
the homepage or by accessing the following link:
http:l /www.ci.alameda.ca.us /news /0709 r s slideshow.html
4