HomeMy WebLinkAboutAgenda Packet - January 12, 2004 - CCAZUSA SENIOR CENTER
740 NORTH DALTON AVENUE
PRELIMINARY BUSINESS
• Call to Order
• Pledge to the Flag
• Roll Call
AGENDA
ADJOURNED REGULAR MEETING
OF THE AZUSA CITY COUNCIL
MONDAY, JANUARY 12, 2004
6:30 P.M.
II. PUBLIC PARTICIPATION - Please note that public comments are welcomed by recognition of the
Mayor.
III. AGENDA ITEM
A. Workshop on Results Based Budgeting Recommendation: Conduct Workshop.
IV. ADJOURNMENT
A. Adjourn.
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Fr
i
AZUSA CITY COUNCIL
AGENDA
January 12, 2004
6:00 Dinner
6:30 Opening comments from the Mayor and Council
Reco inition of Tax Reform Task Force
6:45 Opening comments from the City Manager
Purpose: To review and give initial feedback on the priority
program areas to support the results.
Recognition of Teams
6:50 Overview and Summary PSG
7:15 Team Presentations and Discussion
• Improved Economic Vitality
• Safer Communities
• Improved Mobility
• Better Recreational, Cultural and Learning Opportunities
• Improved Neighborhoods
• Healthier Environment
• Support Services
9:15 Next Steps
9:30 Adjourn
TO: HONORABLE MAYOR AND MEMBERS OF THE AZUSA CITY COUNCIL
VIA: RICK COLE, CITY MANAGER
FROM: RESULTS BASED BUDGETING STEERING TEAM
DATE: . JANUARY 12, 2004
SUBJECT: RESULTS BASED BUDGETING DESIGN TEAM PRESENTATIONS
EXECUTIVE SUMMARY
With State cutbacks, Azusa cannot afford the level of services we currently provide -- and
spending reserves to cover those services just postpones and deepens the problem. Rather
than take a hatchet to an organization that has been a catalyst for Azusa becoming "the most
improved city in the San Gabriel Valley," the City Council chose to take a fresh approach to
budgeting. -
At the City Council Workshop on August 11, 2003, staff officially kicked -off the Results Based
Budgeting process for fiscal year 2005. To assist, the City retained the services of Public
Strategies Group. Preparing a results based budget is new to Azusa. In order to be
successful, staff needed to learn this new approach -- one that isn't based on what functions
the Administration or department heads recommend be cut, but on prioritizing what services
will achieve the results that citizens desire.
Results Based Budgeting (RBB) does not rely on past spending levels so much as projected
available revenues. This leads those involved in the budget process to focus on what can be
purchased with available revenues to achieve specified results. The task of identifying what
are the services and programs valued most by citizens began with community meetings
sponsored by the Tax Reform Task Force. A total of ten community meetings were held plus
a special meeting for the Chamber.
Preparing a Results Based Budget also provides staff with the opportunity to re-evaluate the
way in which valued services and programs are delivered to customers. The focus of this type
of budget is on what we can do rather than on what we cannot do. It challenges staff to be
innovative in providing their services.
Up to this point, the RBB process has accomplished the following:
1. Identification of available general fund revenues for next fiscal year
2. Identification of results desired by Citizens
3. Designation of Design Teams to formulate strategies and priorities aimed at
accomplishing Citizen -desired results .
4. Allocation of available General Fund revenues to each Design Team, for preparation of
preliminary conceptual budget or purchasing plan
5. Formulation of purchasing plans to accomplish results as well as indicators that can be
used to measure progress toward result achievement
BACKGROUND
The economy is hurting. The State continues to struggle with meeting its obligations to local
government and the future does not look any better. The City has a structural fiscal problem
that is not going away in the near term. Our structural problem exists because for the past
years we have been relying of reserves to cover higher than anticipated increases in labor
costs, and retirement and workers compensation rates. Additionally key revenues such as the
vehicle license fee were reduced by $500,000.
Our citizens have said that they are willing to be taxed for city government as long as we
deliver two things:
1. More directly show how tax revenues link to specific results they care about, and
2. Spend every available dollar well.
Our first job in this budget must be to maintain the confidence of our citizens in an ever -
tightening fiscal situation. To do so we cannot do business as usual, and so the Council has
directed that a proposed budget be developed that does not rely on reserve funds, which
would only be a temporary fix that would mask the longer term problem. Also, we chose not
to simply call for a general tax increase or propose the same budget only smaller. The Results
Based Budgeting process has provided us with the tools we needed to begin looking at what
we can do differently.
RESULTS BASED BUDGETING FOR FY 2005
1. Projection of Available Revenues
The Finance Department estimates that $28.4 million in revenue will be available for next
fiscal year's general fund budget. This is about $350,000 lower than the current fiscal year
budget. If we were to develop next year's budget based on this year's expenditures, keeping
the same service level --adjusted for various cost increases, the result would be a shortfall of
about $2.4 million.
FY 2003
FY 200
FY 200
FY 2005
Actua
Bud a
Est. Actua
Projecte
Beginning Undesignated
Reserve
3,538,517
2,147,678
1,624, 001
24,718
Revenues
26,872,102
28,102,275
27,602,275
28,430,343
Expenses
28,262,941
28,625,952
29,201,558
30,825,95
Balance of Deficit
1,390,839
523,677
1,599,283
2,395,609
Endin Reserves
2,1477678+1,624,001
24,71
2,370,891
The goal of this RBB process is to provide the best possible city government while reducing
the general fund budget, i.e., expenditures, by about $2.4 million for fiscal year 2005.
2. Citizen Desired Results
In order to ensure that resources are used according to the desires of Citizens, the City
Council and Citizens were asked to identify their priorities. The following results were
identified:
A. Improved Economic Vitality
B. Safer Community .
C. Better Recreational, Cultural and Learning Opportunities
D. Healthier Environment
E. Improved Neighborhood
F. Improved Mobility
3. Designated Design Teams
To accomplish Citizen -identified results, teams were formed. These teams are referred to as
"Design Teams" due to their critical role in designing concepts and strategies for inclusion in
the new budget process. In addition to the six results identified above, it was recognized that
in order to cover Administrative Support Services, a seventh Design Team had to be formed.
This team is referred to as the Support Services Design Team.
While the RBB process gave the Design Teams significant latitude to creatively come up with
strategies, specific work products were required of each Team:
• Three indicators of success;
• A strategies map;
• A purchasing plan, prioritized from most cost effective to least cost effective.
There were about 50 staff members and several citizen leaders on the seven Design Teams.
4. Allocation of Revenues
Before Design Teams could put together their purchasing plans, they needed to have a dollar
limit to work within. Thus, each Design Team was provided with an "allocation" which
represents their portion of the total general fund revenues projected to be available next year.
The allocation process was done through two steps.
Step 1 consisted of Department heads providing the Finance Department with a breakdown
of their respective general fund budget, broken down into the seven Results categories. This
allowed the existing general fund budget dollar amounts, which are organized into
departments, to be organized into the RBB Results categories for comparison purposes. The
Police Department, for instance, allocated its budget across six of the seven Results areas,
with 50% of their current $10.3 million general fund budget allocated to Safer Community.
After each Department allocated their existing general fund budget to the seven Results
categories, the total revenue for each category was determined. In the case of Safer
Community, the total equaled $8.6 million or 29.9% of the total current general funds
available this fiscal year.
Step 2 was carried out by the Steering Team, which is made up of representatives from
different City Departments, and two members from the Tax Reform Task Force. The Steering
Team considered the Department head allocations by Result category. The Steering Team
also considered the input from a survey of about 300 citizens on how they would allocate
100% of the General Fund to the seven service-oriented results. The Steering Team then
came up with a new percent allocation for next fiscal year for each Result. These percents
were then used to determine the dollar allocations for each Design Team. Following
compares the different bases for the allocation.
Result
Citizen
Percents a
Dept Head
Percentage
Steering Team
Percentage
Improved Economic Vitality
20.0%
6.2%
8.5%
Safer Community
18.0%
29.9%
30.0%
Better Recreational, Cultural & Learning
17.0%
7.3%
10.0%
Healthier Environment
14.0%
16.5%
13.00%
Improved Neighborhoods
10.0%
7.7%
8.0%
Improved Mobility
14.0%
9.2%
9.5%
Support Services
k7.0%
1 21.8% 1
17.5%
Contingencies/Reserves
Not Asked
0.0°k
2.0%
Debt Service
Not Asked
1.5q
1.5%
Total
100.0%
100.0%
100.0%
'For Citizen Percentage, this represents "Other , not -Support services
Step 1 of this process was probably the most imprecise step of the RBB process. There is
probably no best way to divide department budgets according to results. However, it was
done to provide a starting point for the Steering Team, and to get Design Teams to work
n
together on the common purpose of providing local government services with limited funds.
It was also done to initiate work by the Design Teams on their purchasing plans and to begin
the dialogue with the City Council about the allocations and spending plans.
5. Purchasing Plans, Strategies and Indicators
Design Teams started work on what strategies would be important to accomplish their
respective result before they received their allocation. Fach team also worked with the
Steering Team to come up with indicators that could be used to measure progress toward
result achievement. Following is a list of indicators for each Result:
END RESULT
INDICATORS OF SUCCESS
Improved economic vitality
•
Net tax revenue
... to expand retail, retain manufacturing, and
•
Net jobs created
attract more business and jobs.
•
Square footage of all construction activity
Safer communities
•
Part f (major) crime rates
... to increase safety for people at home,
•
Truancy rates
work, school and play.
•
Resale home values
Better recreational, cultural and learning
•
•
Participation rates
'Better off' perception
opportunities
... to improve Azusa's learning, cultural and
recreational assets to enrich lives and raise
•
Post graduate (HS) achievement
student achievement.
Healthier environment
•
Sensory appeal
... to make Azusa cleaner, greener and more
•
Open space acreage
beautiful.
•
Reduction in repeat municipal code
offenders
Improved neighborhoods
•
Increase in home values compared to rest
... to partner with others to improve the
of valley
livability of neighborhoods.
•
Established neighborhood networks rate
of residential turnover
Improved mobility
•
Infrastructure condition improvement
... to improve the safety and ease of traveling
•
Travel time reduction
to, from, and throughout Azusa.
•
Perception of safety and ease
Droved support services
•
Customer satisfaction
... to provide customer -focused, efficient
•
Financial Health
internal support services.
o
Progress on all the above city indicators
Once the Design Teams were given their allocations or dollar amounts, they refined their
strategies and prioritized them according to their perceived cost effectiveness. The
prioritized list of strategies was put into a Purchase Plan which is broken down into the .
5
following categories for consideration by the City Council:
A. Activities Chosen (General Fund)
B. Activities Chosen (Non -General Fund)
C. Activities We Would Buy if Additional Resources Were Available
D. Activities Not Purchased
E. Things Doing More Of
F. Things Doing Less Of
G. Things Doing Differently
Teams were allowed the opportunity to negotiate with other Design Teams for services and
funding. Some Teams, like the Mobility Team, chose to fund Safer Communities due to the
perceived nexus between traffic safety and mobility. The Environmental Team did not see
how Police Service contributed to their assigned result, which was a cleaner and greener
environment, and so this team elected not to fund Police Services with the amount that the
Police Chief originally allocated to the Environmental Result as part of Step 1 of the allocation
process.
The main question focused on by the Design Teams was "How can we spend those
resources most effectively to deliver the results our citizens expect?"
Answering this question required Design Teams to look at the entire budget differently. First,
each team considered what we know or believe to work best in the improvement of each
result. Second, each team considered existing programs to assess their connection to the
results that matter most. Third, each team had to produce a prioritized list of new and
existing programs that contribute to the result. Included with each is their best estimate of
the cost.
CITY COUNCIL WORKSHOP OBIECTIVES
On Monday evening, each of the Design Teams will be making an overview presentation of
their work to date. We encourage you to ask the Teams questions of clarification.
Remember that for this presentation and the materials attached, our focus is not on what we
have cut. Our focus and emphasis has been on what we are to get, keep or refocus to
accomplish the assigned result. As examples of how you might consider each Design Team's
effort to accomplish its assigned result, please consider the following.suggestions as ways to
guide your thinking, questions or comments:
• To improve cultural, recreational, educational opportunities-
• Focus on elementary age kids
o Enrich all lives through inter -generational approaches
• To increase safety -
o First, fund our 911 emergency response system.
o Then, focus on prevention by asking both libraries and parks & recreation to
find programs that work with troubled and truant kids.
• To improve neighborhoods -
0
o Retain the successful COPPS program and focus its neighborhood presence on
building trust with new arrivals to our community.
• To increase economic vitality -
o Reduce the "tax" that regulation puts on businesses — making it simpler and
easier to do business here
• To improve mobility -
o Strengthen our infrastructure and quickly remove 'incidents' from our streets
and paths
• To improve environment —
o Focus on offenders who repeatedly violate the municipal code.
• To improve support services -
o Negotiate a 'service deal' between internal services and those they serve.
You will be hearing these and other points of emphasis on Monday evening. We will be not
be asking for your immediate feedback about the ideas contained in this material, but will
schedule a special meeting to receive that collective feedback once you've had a chance to
consider and reflect about them.
CONCLUSION
The RBB process has not been perfect. However, the RBB process has yielded from seven
design teams purchasing plans which reflect those services or results of interest to Azusa
citizens and businesses. And we know we are not done. Over the weeks to come we will
revisit our existing budget to make sure that each department's programs have been
considered for their contribution to each of these results — as well as to look at the
implications of these Teams' work for each department. We know adjustments will need to
be made. We will take the Council's input and work toward presenting the General Fund
recommended operating budget to the City Council in February.
Prepared by:
Steering Team Members
Joan Singleton, Tax Reform Task Force
Marianne Miasnik, Tax Reform Task Force
Rick Cole, City Manager
Robert Person, Assistant City Manager
Julie A. Gutierrez, Deputy City Manager
Bill Nakasone, Public Works Director
Bob Garcia, Police Captain
Cary Kalscheuer, Asst. to the Director of Utilities
Henry Quintero, Accountant
Martin Quiroz, Public Information Officer
7
Improved Economic Vitality
Team Leader: Paul Reid
Team Members: Pods Cole, Robert Person,
Merle Wynn, Jose Amador, Rose Jara, Roy
Bruckner, Peggy Martinez, Mercedes Cortez
Indicators
■ Net Tax Revenue Increase
a Net Number of Jobs Created
. Square Footage of All Construction
Activity
Purchasing Plan: What will we
buy with our allocation?
j�. Mandatory Foundation Item:
. Police Protection
Result expected:
Adequate police protection and
presence to assure that Azusa is a safe
place to live, shop, visit and do
business.
Results
. The team is to expand retail, retain
manufacturing, and attract more
business and jobs.
Strategies for Success
• Aggressive implementation o(spedflc nalevebpment/emnomic
dlsbic[s (oownfi um lY, est 1)lan vision for vibrant
• Customer service focused one stop Permit program
• Incentive package far retention and expanslon of businesses by
lowering ms[-of-0usinM
• Promote dMnCLve Azusa advantages as the place m
opeNemand your business and to five and mrk
• Can Wue to develop new homes and greater home ownership to
pmAde base for expanded retail
Purchasing Plan: What will we
buy with our allocation?
Ease of Doing Business:
Simple Plan Approval
• Smart Permitting
Flexibility of Building Regulations
• Customer Service
. Tax & Fee Stricture
Equitable Business License Fees
Result expected:
Easier for the cornmunity to expand and
locate within the City.
Purchasing Plan: What will we
buy with our allocation?
Market the City:
. Promote New Shopping Opportunities
. Active Recruitment
. Filling Retail Niches
. Identify Vacant/Under-utilized Land
. High End Housing
Result expected:
Attract more businesses and builders to
Azusa.
Purchasing Plan: What will we
buy with our allocation?
Incentives•
. Zoning Density Bonuses
■ Partnership w/DBA, Chamber & AUSD
. Business Appreciation Programs
Result expected:
Provide incentives to commercial and
industrial members of the community.
What would we buy back?
Transportation:
. Gold Line
. Opening Hwy 39 Two -Way
Result expected:
ThG I Lin stations will provide easy access to the
owntown and university dstricts.
Two -Way t4c on Azusa Avenue would improve the
downtown mage, prove s ower and safer traffic
flow and encourage shoOPers and residents to
congregate at the local businesses.
Purchasing Plan: What will we
buy with our allocation?
Trei.imin
CED Assistance
Bus ness at Technical Workshops
Available & Quality Employee Base
Improved Sdmd AthievemenV Curriculum
Employee Training
Technical Help
Business Visits
Job Taming
Result omected:
Help the community to expand m obtain jobs in Azusa.
What would we buy back?
• Hatel/Convendon Center
• Quality Supermarket
• OnaM PR
Downtown Revitalization
Re.9tar¢e Existing Retail Centers
Arts & Entertainment
High Tech Infrastructure
Result expected:
Revi alive and encou a members of the community W mate,
live
nioubin common Besnerohopanand work In Azuenmuage
What would we fund with Non
General Fund money
All of the programs require partial
funding using non -general fund dollars.
2
What would we not buy back
Items not purchased:
. Recreation
. Senior Programs
. Rental Housing Inspections
. Code Enforcement
3
13o'9m
Safer Communities
Karen Pihlak
George Brown
Marc Gonzales
Mark Horeczko
Cheryl Rezentes
Dave Rudisel
Shahla Shahsavad
Gene Street
-Elaine Wanstrath
Indicators �P,lisf
Part one Crimes -homicide, robbery, rape,
aggravated assault, burglary, auto theft,
theft, and arson.
Truancy rate
Value of re -sale property in.Azusa, after
factoring out the effect due to regional
changes in property values
Strategies for Success continued
Targeted neighborhoods for intensive attention
to the housing stock- working with property
owners, tenants, code enforcement, and police
to ensure that residents are living in safe,
habitable housing.
Youth focus -nurturing the relationships between
the school and the city to ensure that young
people are actively and constructively involved
with the community.
Safer Communities
Result: To increase Safety for people
at home, work, school and play
Four Strategies for Success
Community Oriented Policing- creating
partnerships with the community to Identify
and resolve the root causes of crime/disorder
in the Working orking with churches, civic
groups, businesses as well as other
departments andgovemmental entities to
create customized solutions for Azusa.
Improved Traffic safety— coordinating with
engineering, public works, traffic signal
maintenance, traffic enforcement and public
education to reduce the loss of life and
property damage due to traffic collisions.
Purchasing Plan: What will we buy
with our allocation?
Purchasing plan:
• 9-1-1 Police response to pdodty one emergency calls.
This includes police officers, dispatchers and jailers.
• 9-1-1 FirelParamedic response. Los Angeles County
Contract for $2.545 million.
• Traffic enforcemenvengineering-Traffic enforcement and
engineering reduces the toll of traffic accidents.
• Police Patrol. Staffing sufficient police officers to
respond to nonemergent calls for service. Most of the
costs for providing these services are contained within
the 9-1-1 response.
What would we buy back?
• The Safety team allocation of $8.6 million
would only address the first four priorities.
Even within those priorities, there are large
gaps.
The following is a list in priority order of
what we would buy with additional funds.
Unfunded -Second highest priority
Preventing unnecessary loss of fife and injuries
through building codes and fire codes is essential
to a safer community.
Insuring the security of electric and water resources
is a high priority concern
Truancy sweeps
School attendance review board
Street maintenance- streets in proper repair reduce
the accident rate.
Street light maintenance -The installation and
maintenance of street lights enhances safety in the
community.
Graffiti removal -Prompt removal of graffiti is
essential in a safe community.
Unfunded -fourth highest priority
D.A.R.E program
Neighborhood watch programs
Business Watch programs
Counseling referrals -maintaining relationships with
profit and non-profit organizations.
Tutoring program -Assist young people in
succeeding in school.
Homework House
Library programs -Enhance school achievement,
offer youth pio-social activities.
Recreation program -Provide structured, healthy
environment for young people and offers an
alternative to gangs.
Unfunded -Highest Priority
Suppressing gang activity- Azusa has had the
dubious distinction of having one of the highest
rates of reported hate crimes in the area. The rate
has fallen recently, but, we believe it is due to the
pressure we have put on the gangs in recent years.
Contributing to the gang suppression activity is the
gangthate crimes detective, the police special
enforcement team, and patrol officers.
Community Oriented Policing programs- Focusing
across traditional lines to work on problems that are
important to the community.
Crime Scene Investigation- Enhance evidence
collection.
Unfunded -Third highest priority
Park Maintenance -Parks must be maintained in a
safe manner
Nuisance abatement/code enforcement -improving
unsafe conditions.
School Resource Officer- Intervenes in the lives a
troubled young people.
Regional drug task force
Environmental Design of new construction
Permit processes -ensuring that structures am built
safely and in an orderly manner.
School partnership -working with the schools to
identify problems at the earliest stage and to work
together to maximize our respective impact.
Unfunded -Fifth highest priority
Sports programs- Provide structured, healthy
environment for young people and offers an
alternative to gangs.
Building rehabilitation programsallows owners to
im rove their building and reduces that their -
vuPnerability to crime.
Parent Educations programs -Improves parenting
skills.
Teen pregnancy reduction programs
Church organizations
Service and fraternal organizations
What would we not buy back
The Safety team saw safety as our mission. We
did not feel that the following contributed to a
safer community.
• Senior Programs
• Women's Club
What would we fund with Non General Fund
money
• Street light maintenance is funded by the
Utilities.
• School resource officer is partially funded by the
school district.
• D.A.R.E. program has been substantially funded
by the asset seizure account.
• Tutoring p ram, Homework House, Parent
Education, Teen Pregnancy, Church, Fraternal
and Service Organizations are funded by non-
profit organizations or self funded.
• Building rehabilitation is funded by CDBG
Mobility Group
Results Based Budgeting
Mobility Group: Result
■ To improve the safety and ease of
traveling to, from, and throughout
Azusa.
Mobility Group: Strategies
■ Strategy #1 — Improve mobility for motor
vehicles.
• Perform rehabilitation and repair on street
network.
• Perform rehabilitation and repair on alleys.
• Synchronize signals on Azusa Ave & San Gabriel.
• Install dual left hand tum pocket— East bound
Foothill Blvd at Todd Ave.
• Restricted Parking along arterials during peak
hours of travel.
■ Traffic Enforcement & Driver Education.
Mobility Group
■ Henry Quintero
■ Pete Mackay
■ Laura Avila
■ Bill Nakasone
Mobility Group: Indicators
■ Indicator #1 — condition improvement of
infrastructure (streets, sidewalks, alleys). %
of street network, square footage of sidewalk
and alleyway improved.
■ Indicator #2 — Travel time reduction along
heavily used routes (before and after
comparison of travel time on selected routes
during peak travel times).
■ Indicator #3 — Perception of safety and ease
of mobility by motorists, pedestrians, bikers,
and transit riders (survey).
Mobility Group: Strategies
■ Strategy #2 — Improve mobility for transit
buses.
• Perform repair and rehabilitation on street network
bus routes.
• Synchronize signals on Azusa Ave and San
Gabriel.
• Encourage Usage and Increased Efficiency of
Mass Transit (subsidies, coordination with other
plies, shuttle arrival! departure coordination at
depot, etc).
• Traffic Enforcement and Driver Education.
Mobility Group: Strategies
■ Strategy #3 - Improve mobility for
pedestrians
■ Perform repair and rehabilitation on
sidewalk network
■ Install new sidewalk in vacant locations
■ Made ADA improvements on sidewalk
network.
■ Traffic Enforcement & Driver / Pedestrian
Education.
Mobility Group - Strategies
■ Strategy #5 - Public Awareness, Education,
and Incentives.
• Public Awareness / Education
• Map of new sidewalk locations.
• Transit inf:mnabon.
• Resincted parking lane during peak hours.
• Grid Line Awareness and Education.
• Incentives
• Carpool incentives.
• Mass transit subsidies.
Recommended Projects —
Gas Tax — Priority #1
■ Gas Tax Funded Projects -
■ Pavement Management Plan —18% of
pavement network corrected to "excellent
condition".
■ Sidewalk Repair on Pavement
Management Grids.
Mobility Group: Strategies
■ Strategy #4 - Improve Mobility for Bicycles
• Install bike lanes
• Link Azusa bike lanes with other cities
• Install bike amenities
• Keep bike lanes off of major arterials and
collectors (in conflict with restricted parking lanes
for motor vehicles and transit).
• Traffic Enforcement and Driver/ Cyclist Education.
Recommended Projects —
General Fund — Priority #1
■ General Fund Projects -
• PMP preparation
• Street hazard elimination
• Citywide new sidewalk
■ Sidewalk repair
• Alley Rehabilitation
• Design / Engineering
• Traffic Enforcement / Education - Police
• Traffic Signal Synchronization
• Traffic Signal Maintenance
• Graffiti Abatement
Recommended Proiects —
Transit Related - Priority #1
■ Prop A
■ Dial A Ride
■ Prop C
■ Metrolink Shuttle
■ AB 2766
■ Bus Pass Subsidy
Priority #2 — Would Choose
With Additional Funding
■ Dual Left Hand Turn Pocket - East
bound Foothill at Todd.
■ Restricted Parking on Arterials during
peak hours.
■ Bike Lane and Amenities.
Priority #3 — Projects Not
Recommended for Purchase.
■ Two Way Traffic — Azusa Avenue and.San
Gabriel.
■ Recreation -
■ Senior Programs -
■ Women's Club -
■ Planning -
■ Rental Housing Inspection -
■ Code Enforcement -
National League of Cities Vice President Williams
expresses the importance of early childhood
education,
"It's like launching a rocket. The
first few moments are critical....
and if it goes off course, it will take
an enormous amount of effort to
get it going straight again."
Better Recreational Cultural and
Learning Opportunities "
PURPOSE STATEMENT:
To improve Azusa's learning, cultural
and recreational assets to enrich lives and
raise student achievement.
INDICATOR #2
Enrichment
➢ What difference do we make in the community?
D Is your life or your families life better as a result of your
participation and involvement in our department offered
programs.
Measurement: Will take place through surveys
designed to measure subjective results.
Better Recreational Cultural and Learning
Opportunities Team—
TEAM MEMBERS
Joe Jacobs Rosle Garcia
Tina Covens Kine Davis
David Nguyen
Noman Levy Candy Toscana
Albert Tovar Pamela Yuear
INDICATOR #1
Participation
MEASUREMENT: We intend to measure ft of
People, obtaining actual head counts.
,INDICATOR #3,,
1
Post High School Graduate a
Achievement
Measurement: 2 year, 4 year university, military,
and vocational schools.
What is the number of people graduating
successful going on to post high school graduate
pursuit?
V .
STRATEGIES FOR SUCCESS
-
dp1aY��
• F.. on k -n education to
• In..a awarev ss of all'
aupFort ecdemic
programs tliidugb i refined
achrevemenh college
target marketing process.
readiveas and life long
LIBIPARY
eun ng
Nutrition
Circulation Services
• Assess prices 6c fees for city
• Increase rollabomtion and
activities to determine
share reso. with city
participation value.
departments, agencies,
Adults sports
schools, etc
• Streamline,egistntion
Youth Sports
process for city activities.
• Increase intergenentional
Making programs clear to
do family prograolotireg
participate in.
Purchasing Plan
Niter will we buy with our affucafioq
4a �etn
11 additional after school site programs
Increase library services
Increased and innovative collaborative marketing that fully
utilius the cnomous potential ofjoint ventures.
Increase police & emergency response services to support
enhancement of recreation & cultural programs.
Additional aftemoon senior services activities
LIBRARY SERV ICES
The library allocation will Increase cultural choices twin
students with educational achievement and help more
community members loam to read, enabling them
accomplish thMr personal and work goals.
In addition W current library services, the department will
collaborate wim other deparbnents and community
sponsors to Increase the number of IRe skills workshops her
teens, job skill workshops for adults, and expand the
Literary "Then to Include family literary training and
tutoring. With additional funding the library will also
sponsor more cultural events, for example muslclarls, art
displays, and visiting authors.
Purchasing Plan
F,xisting Affocahons
RECREATIONEN$
IORS
LIBIPARY
Playgrounds
Nutrition
Circulation Services
Slanted Events
Programs/Activltles
lJbrary SeMcas
Fee purged classReference
Woman's Club
Servlra
Adults sports
Youth Services
Youth Sports
Technical
Porry Basehoa
POLICE
Administrative
Teen AcUAfts
Emergency Services
Censor.
Cartvnunity Safety
Department
Day Camp
AFTER SCHOOL SITE PROGRAMS
Inndhu Own hour (aunhin t Andetn II rains nnmltunl
andInninP ods ad nidnm rmdeon•t the rematei(2)ng Yea-hebalk
elmemary, schooh aotl fw Meant Owe In [wmrysve (25) yun tie bark in
Me naaakmhnok.
Eich wour strool proQnm would npand from the traditional me (2) hour
Per day perloQ ertnfng to all dednd, tmmetllatdy ronawinG MAT
dOmOcvl (rom,MonL EmaMM podotl would IwluOe cogabontive taoru
MM other city aepartmmn k police (DARE protium), gbnry (tulodalk
sed also Inclutle auhide eBmde,uM as APU (Hornrvork anktanee)
Thee danfrvouldrapogramodbraTulaimfW
a reemtloNmmnndnGProanm Mtlimrently eLru
POLICE & EMERGENCY
RESPONSE SERVICES.
C
Increased police presence to mirror
increased program size as listed above
related collaborative efforts to include
return of full scale DARE program to all
sites and emergency service led first aid
and CPR training to increased staff.
SENIOR SERVICE ACTIVITIES
To ovate additional av Umm, damn and workshops, i UMnaerational
clams Hf, long I,sr^Ing dorm Mat contlnve to stimulate and modwte
themniorpopdation. Anocationxacovercostsofadditionalrmning
needed tv rover banding xh1h .NAd. arc behtg condoled. In
addakn, fond. oU M needed to pay for adds lonal class mstnmtion and
..'Uns naded to eohann programs snob as aWgo, ch,
to ordn to add more latu vative dams and intergenerational
damWeNWtim the anter would eoasborate wIN local grade adoo a.
.U,m md,mdnn and trades schools. The ludo, mall wW also
(Duca on Incasing markNng ammflal Nroogb joint vtro rn and
rooaborating MN o0m dty depmmnenta
What would we fund with
non -general fund money?
We propos, to dvy
• An increased role of park placating can, bomr bay
and development departmenL . ob othm
nun,mimrllund
mon es
• Azusa Woman's Club enhancements
THE END
INCREASED INNOVATIVE COLLABORATION
MARKETING
Couple all applicable joint ventures with a new
way of doing business philosophy that would
maximize all marketing opportunities. Full
utilization of joint ventures will open up
previously closed doors and potential marketing.
What would we
not buy back with general funds?
4
Planning
Woman's Club Enhancements
Purchasing Plan: What will we
buy with our allocation?
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Purchasing Plan: What will we
buy with our allocation?
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Purchasing Plan: What will we
buy with our allocation?
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Purchasing Plan: What will we
buy with our allocation?
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_ Ircmi�e fmame LrtrtiGouv
What would we augment with
Non General Fund money
• Human Relations Commission (HRC)
• Conflict res ,lutlon services (children, youth, & adults)
• Redevelop dllapidated homes (demolition &
replacement)
• Homework Houses & other educational opportunities
• Civics—Education about government&neighborhood
services
• Tree planting & maintenance
• Rehabilitate older homes and apartment building
through grants and loans via various funding streams
What would we buy back if money
becomes available
• F force. and If necessary edit, contract ssiM Athens
Disposal
• NwbOe City Hao
• Free legal dlnlc (based on means testy
• atywide heWdM fatr
• Publktte and provide Information on local seMces
• Home improvement & landscaping design workshops
•
Offer IncentNes for preservation of hisrodc homes
• (a.g.. lower pelmlt fees. tan Incentives)
• Senior Programs
What would we
. not buy back
Women's Club
En,r
s- f
Design aam}'tl1f�0 4 A fi
f2andyNoneiayor3"a,
Fabiofa` Wo11g,xlCet}h Eia"hogQntes ;'
Ray Chavai;`�liet•,4nde� on�j re r5yer .ti' `'
Alga6r �7assarAbbaszailbljr-
Result
A Healthier Environment:
A cleaner, greener more beautiful Azusa
Strategies
• Maintain and enhance Park and City green
space
• Increase Code Enforcement compliance via
reduction of repeat offenders
• Transition Recreation Commission to focus
on Environmental advocacy
• Graffiti Removal Program
Purchasing Plan:
What Will'wa,Buj
Gl'P.Removal 4p
• 6entrali"ze graft �i
• Kemova,,Or graTTVVIV
of reporting 7 days as
1
e•
4W
tw.
�
Result
A Healthier Environment:
A cleaner, greener more beautiful Azusa
Strategies
• Maintain and enhance Park and City green
space
• Increase Code Enforcement compliance via
reduction of repeat offenders
• Transition Recreation Commission to focus
on Environmental advocacy
• Graffiti Removal Program
Purchasing Plan:
What Will'wa,Buj
Gl'P.Removal 4p
• 6entrali"ze graft �i
• Kemova,,Or graTTVVIV
of reporting 7 days as
1
aW -
ii
'd _
S c°
ci
all
' r • lD punk wi
•
Co;o focus c
6 r Clea �ysett
i "Azusa IIeT1�Wlth ,
;paa ation/Environ
comrfiission__ f 4a
Purchasing P
What will we
sensitive
-Promotes Existing General Plan
What would we buy back?
• Beautification Programs
• Weekly street sweeping
• Improve public trash receptacle maintenance
program
Transition Park and Recreation
Commission to Include
Environmental a&onry
Creating an Emlronmental
Coordinator
• Work MN Commission
• Outside agendes
• Write grant for orMand
acquisition
• direct eovlronmenhi coda
erdorament
• Crate Joint use wait act ooi
distad to Ncrease open
soca
• Provide Educalblton
Environ redal Issues
• MaWsrevdudar
recrultmem and
devaloprteM, to gel
durdeers to "do dm war K'
Purchasing Plan:
What will we buy
Rental Housing
Inspection
-Better maintained
Housing
What are we going to
do with non -general
fund money
• Urban Forest Management
• Tree Planting
• River Restoration —Prop 12 &
Grants
• Promote Native plants — Gran
• PublicArt — Grants
• Energy Efficiency Incentives
2
What are we not doing?
Thank You
• Park Safety
• Recreation
• Building
• Emergency
Services
• Police Contracts
• Senior Programs
• Women's Club
3
Support Services
Nasser Abbaszadeh, Ann Graf, Julie
Gutierrez, Steve Kenoyer, Robert
Person & Merle Wynn
Indicators
• - Customer Satisfaction
• Financial Health
• Meet and/or Exceed the Citywide Results
Strategies for Success
• Invest in employee training to deliver best
services to departments
• Establish Service Level Agreements (SLAB)
between the internal service departments
and the direct service departments
• Distribute accurate and timely information
Result
• To provide customer -focused, efficient
support services.
Strategies for Success
• Implementation of Results Based Budgeting
(RBB) and Management Action Program
(MAP) Process to focus on goals
• Streamline or eliminate administrative
processes that are costly to maintain
• Deploy technology to lower cost of service
and/or significantly improve service
Purchasing Plan: What will we
buy with our allocation?
• Management and Policy Malang
• Legal Counsel
• Purchasing, Contracting & Human
Resources Support
• Accounting and Financial Services
• Information Technology Support
1
Purchasing Plan: What will we
buy with our allocation
• Risk Management Services
• Facilities Maintenance & Janitorial
• Election Services
What would we fund with Non
General Fund money
• Geographic Information Systems
• Capital Project Management Services
What would we buy back?
• Central Stores Inventory
• Employee Orientation
• Security Systems
What would we not buy back
• Most Commission Support
• Fleet Maintenance
• Reception/Operator
• Non -Core IT Support
• Public Notary
• Promotional
E