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HomeMy WebLinkAbout25734AGENDA ADJOURNED REGULAR MEETING OF THE AZUSA CITY COUNCIL AZUSA LIGHT AND WATER DEPARTMENT 729 NORTH AZUSA AVENUE PRELIMINARY BUSINESS • Call to Order • Pledge to the Flag • Roll Call MONDAY, NOVEMBER 10, 2003 6:30 P.M. II. PUBLIC PARTICIPATION - Please note that public comments are welcomed by recognition of the Mayor. III. AGENDA ITEMS A. Discussion on Results Based Budgeting. Recommendation: Conduct discussion. B. Discussion regarding Redevelopment Department Organization. Recommendation: Conduct discussion. N. ADJOURNMENT A. Adjourn "1n compliance with the Americans with Dlsabilitles Act, ifyou need special assistance to participate Ina city meeting, please contact the City Clerk at 616-812-5119.. Nodfrcation three (3) working days prior to the meeting or time when special services are needed will assist staff In assuring that reasonable arrangements can be made to provide access to the meeting' 5 Worksheet II -1 The Essential 5 Line Budget FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 Actual Actual Actual Amended Bud et Projected Reserves 13,123,361 10,519,634 11,388,198 9,997,359 8,973,682 Revenues 28,207,333 27,775,797 26,872,102 27,602,275 28,430,343 Expenses 30,811,060 26,907,233 28,262,941 28,625,952 30,825,952 Balance of Deficit 2,603,727 868,564 1,390,839 1,023,677 2,395,609 tBeginning Ending Reserves 10,519,634 11,388,198 - 9,997,359 8,973,682 6,578,073 AZUSA CITY COUNCIL BUDGET WORKSESSION November 10, 2003 Agenda 6:00 Dinner 6:30 Opening Comments & Purpose Rick Cole Our purpose is to 1) Discuss the Price of Government for Azusa 2) Review progress to date 3) To confirm the results most important to Azusans 6:40J 6:50 7:15 7:45) 8:15,) M Review Progress to date Review the Five Line Budget Discussion ofAzusa's financial condition Review Price of Government Discussion of current price and options Review Citizen Feedback and confirm results that matter to Azusans Next steps Economic Development presentation begins Irt Ca(p pz1 Rick Cole Julie Gutierrez PSG TRTF Chair of Communications Team PSG a3.7 CITY OF AZUSA PRICE OF GOVERNMENT Total Personal Income' (B) 619,834,566 637,472,135 647,550,745 660,868,910 Price of Government© 0.0352 0.0349 0.0374 0.0359 A/B=© '= Calculated by multilying per capita income by total population, then applied a CPI factor to respective year numbers 0 Actual/ Actual/ Actual Budget CAFR CAFR CAFR Adopted Budget General Fund: 1999/00 2000/01 2001/02 2002/03 Taxes: Taxes 14,289,134 12,890,467 13,396,769 13,532,100 Intergovernmental 2,458,819 2,556,251 2,577,318 2,424,500 16, 747, 953 15,446,718 15, 974, 087 15, 956, 600 Fees: Licenses & Permits 526,635 1,612,037 2,163,235 1,939,300 Fines and Forfeitures 353,232 418,653 384,151 542,200 Other 919,549 1,546,351 1,542,997 1,328,100 1,799,416 3,577,041 4,090,383 3,809,600 Charges: Charges 3,289,286 3,238,220 4,165,209 3,958,700 Total (A) 21,836,655 22,261,979 24,229,679 23,724,900 Total Personal Income' (B) 619,834,566 637,472,135 647,550,745 660,868,910 Price of Government© 0.0352 0.0349 0.0374 0.0359 A/B=© '= Calculated by multilying per capita income by total population, then applied a CPI factor to respective year numbers 0 S TAX REFORM TASK FORCE COMMUNICATION UPDATE FOR CITY COUNCIL November t0, 2003 • Set-up logistics for Community meetings with AUSD--7 schools • Created FAQ, Fact Sheet and Survey sheet • t,200 letters of invitation sent to first sector residents -0 turnout • Regrouped with Councilperson Chagnon and the Mayor's input and created self -mailer and followed-up with targeted phone calls to each sector • Turnout at Community Meeting was still low We again regrouped and with the city manager's input created a survey card and a goal to have 250 completed by today • Our survey outreach consisted of going to the residents at meetings, community events, shopping centers, city council and commission meetings, and customer counters at Light & Water, Library, Rec. and Family Services, and just about anywhere we could engage people to fill out the survey. • On Friday we begun to make cold colds to residents from the telephone lists used for invitation purposes. We targeted people who told us that they were going to attend one of the meetings, but never did. • On Saturday we made cold call to Azusa residents and ventured out to the American Legion, the Ranch Market Shopping Center, Stater Brothers, and Starbucks • At this time we have received 238 with about 30 surveys from APU and one HOA which have not yet been tabulated or are not included in this total. • Avery preliminary look at the allocations which were entered into the survey look like this. We still have 30-40 outstanding results that are not in this tabulation. (Please see pie chart) Mobility, 14.9 Neighborhoods, 8.5% Environment $100 ALLOCATION Other, 8.6% y, 19.2% Safety, 16.7% Culture, 16.6% Tax Reform Tax Force Citizens' Survey November 10, 2003 --DRAFT-- Citizen responses from 238 residents on Results Based Budgeting: Economy 19.2% Safety 16.7% Culture 16.6% Environment 15.4% Neighborhoods 8.5% Mobility 14.9% Other 8.6% Total 100.0% Comments for Other: Amount Other 15 Health Center 40 Public Works 100 50 -Sr. Cntr, 20 -Fire, 20 -PD, 10 -Schools 5 None Specified Public Trans for Srs. 50 20 -Trans for Srs., Teen Ctr-30 100 Sr. Center 100 Sr. Center 100 To go to a good restaurant 10 Library 100 Sr. Center 20 None Specified 10 Capital Expenses 10 Improve Streets 10 None Specified 20 Get Rid of Vulcan & Shooting Range 50 Build Golf Course 20 River and Bike Trails 10 None Specified 100 Library 100 Sr. Programs 100 To [get] better supermarkets 17 Improve Irwindale Ave 100 Sr. Ctr & New Programs 15 None Specified 50 Keeping L&W Viable 30 Redevelop Blighted Areas 4 100 Repave Street 7 None Specified 25 Sr. Citizens of Azusa 40 Vetrens Services 100 Schools AGENDA ITEM TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: RICK COLE, CITY MANAGER ROY BRUCKNER, DIRECTOR OF COMMUNITY DEVELOPMENT MICHAEL HENNESSEY, INTERIM DIRECTOR OF ECONOMIC DEVELOPMENT DATE: NOVEMBER 10, 2003 SUBJECT: DISCUSSION: REDEVELOPMENT/ECONOMIC DEVELOPMENT PROGRAM RECOMMENDATION It is requested that the City Council/Redevelopment Agency provide specific direction to Staff concerning the focus of activity for the Redevelopment Agency staff for the next three to five years. BACKGROUND Like most agencies throughout the State, the Azusa Redevelopment Agency has undertaken and accomplished a wide range of activities, with much of the emphasis on traditional redevelopment (deal - making). This orientation to "projects" included identification of opportunities, parcel consolidation, relocation, land clearing, and seeking developers or users to construct projects such as Costco, Heritage Court, the Sav-On/Light&Water site, Mission Chrysler, Azusa Square site, and Foothill Village, to name a few. The Agency has been less active in such deal -making in recent years, due to a variety of factors (limited Redevelopment funds, economic conditions, surplus of City -owned land and reaction to the Mission Chrysler setback.) Instead, the Agency's activities have over the last five years focused more on a broader Economic Development Program, which includes such "soft programs" as Downtown planning, business assistance, home ownership and rehabilitation and business attraction. The Agency's current real estate transactions have largely been confined to developing previously acquired Downtown parcels (Dr. Reyes, Talley Building, Block 36 and La Tolteca relocation.) The results of the Citizens Congress discussions reflected in the new General Plan emphasize retail attraction, retention of manufacturing jobs and continued emphasis on developing new homes to strengthen the underlying economic base. Our increased emphasis on measurable results raises the fundamental question of how best to achieve these clear goals. As we look at the best future organization of the Agency, the key question to be answered is which path is most likely to increase sales tax, generate jobs and promote new construction? Should the Agency continue to promote an overall healthy business climate through economic development (business retention, development assistance and streamlining) or put greater emphasis on project development and deal -making to get specific developments built. While these are not mutually exclusive, given our limited resources of funding and staffing, it is critical to establish which path will get the most priority and organize the Agency's activities accordingly. Broader Economic Development (business retention and promotion), with less emphasis on Agency deal -making or project development. The Agency would spend most of its resources operating an Economic Development program, comprised of business retention and attraction strategies, partnerships with the Chamber and Downtown Business Association, marketing and promotion, and encouragement of new .housing. Project development and deal making would occur only as opportunities present themselves. OR 2. Focused Redevelopment (project development and deal -making), with less emphasis on economic development. The Agency would spend most of its resources pursuing and developing priority real estate projects, including developer recruitment, land assembly, and public investments and incentives. Programs such as business retention, attracting new businesses, and promoting home ownership, while important, would have secondary emphasis. Under either scenario, completion of existing projects would continue to receive top priority. FA