Status of City Council Goals for 2017 As of 3/29/2018

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1 Status of City Council Goals for 2017 As of 3/29/ Goals Desired Outcomes Objectives Implementation Approaches and Status Review and enhance City Council guiding principles for The cultural norms and expectations of the Monte Sereno City Council are well established and are kept alive Review and amend current Council principles, expectations, and structures for clarity, interrelationships and completeness Council ad hoc committee (Mayor Anstandig and Council member Turner) review of 2012 values with staff support. governing on an on-going basis. (e.g. ethics policy, core values, roles and responsibilities, etc.). City Council s Roles, Vision, and Values document adopted 6/6/17. Document posted to City s Website. Improve communication with residents Increase Community awareness of key issues. More unity between the residents of Monte Sereno and the City Council. Discuss key issues openly, in depth and early in the process through techniques like study sessions. Ensure timely communication; plan in advance. Staff is fully committed to this goal and continues to consider proactive communication as an important operating principle. Develop a communication checklist to guide communication action planning and implementation. Improve community relations. Regain the trust of residents through Council actions. Go beyond what is legally required to inform all residents of major issues (e.g., go beyond the 300 notification rule). A communication checklist has been developed based on the results of the IT Scan conducted by Civic Foundry. Increase transparency of City government. Increase resident involvement. Use multi-pronged communication techniques to meet communication needs (e.g. social media, e- communication, Community Newsletter, regular mail, especially when appropriate for major issues and announcements, etc.). Establish a more transparent process for setting City Council agendas. Review website for enhancements and identify resources needed to make improvements. Assign website as a staff role. Maintenance of website assigned to single staff person. Continuing the process of reviewing website for enhancements and identifying resources needed to make improvements. 1

2 Provide ways where residents are routinely aware of Council issues and can provide input to the Council agenda (e.g. develop a recurring Council items calendar, invite input on the website by way of submittals to the City Manager, etc.). Factor communication needs into agenda setting and planning process. Awaiting action. Develop a social media strategy. Improve the City s website and its usefulness. Staff has developed a social media strategy and has substantially increased the variety and frequency of communication with the public. Engage staff in efforts to improve and enhance communication with the Community (e.g., consistent with objectives and methods). The IT Scan conducted by Civic Foundry found that Nextdoor was the City s best option by far for engaging the residents through a social-media platform (half of all households are members). Staff posts items regularly related to emergency preparedness, community events, commission vacancies, and items of community significance. Additional strategies include increased use of e- blasts, more use of the In the News section on the City s website homepage, and relaunching the City s newsletter. Establish clear procedures to implement Council policy on setting the Council agenda. 2

3 Implemented. Make Council meetings more efficient Improve Council voting process. Eliminate and/or substantially reduce the use of paper packets. Improve presentation capabilities in the Council Chambers. Update/change Council voting procedure (e.g. use simple and less formal approaches to call for Council vote; use lights instead of roll call; if using roll call, periodically change Council roll call order; research methods used in other cities, etc.). Use e-council packets (with the ability to take notes). Provide paper packets by exception (e.g. stop delivering binders unless requested, etc.). Invest in a projection system for Council Chambers. Identify and implement short term, low cost improvements to make Council meetings more efficient. The IT Scan conducted by Civic Foundry included a number of recommendations that are being implemented. These include: Elimination of paper packets through availability of meeting materials on ipads (ilegislate app). Purchase of new Granicus hardware (encoder) as existing hardware was unsupportable. Introduction of electronic voting. Installation of single camera to allow video streaming/recording of City Council meetings. Offer tablets/laptops for City Council use if needed to keep personal use separate from City use. Identify long-term improvements that should wait for the City Hall improvement project. The cost of a new projector suspended from the ceiling is a significant cost. Staff is investigating the cost of installing a monitor(s) viewable by both the City Council and audience members as this more likely to be within the City s budget. For the shortterm, use of the existing projection system and screen for projecting presentations, City Council voting, and information on agenda items will 3

4 continue. Work to resolve all litigation and develop a path forward Plan Closed Session agendas to allow enough time for updates, discussion, and direction. Staff continues to work diligently to resolve all litigation. Improve infrastructure, transportation, pedestrian and bicycle safety. Increased public safety. Prioritize the paving and care of Monte Sereno roads. Finish existing sidewalks and consider new installations (e.g. Daves, Vineland, Bicknell, etc.). Ensure a bike and pedestrian safe community/improve bike lanes (e.g. consider marked bike lanes). Identify safe routes to school. Install traffic calming measures on busiest streets (e.g. speed bumps and traffic signs). Lower speeds on Highway 9. Clarify ownership and responsibilities for public and private streets. Prioritize tree safety throughout the community for public and private trees and start by looking into large This program was in part developed based on the work of the 2017 Council Ad Hoc Traffic Advisory Committee. This strategic goal area is on-going and requires programmatic methods to: Prioritize improvements Identify and allocate funding Communicate with residents Plan Implement Track and report progress Coordinate with other agencies as relevant (e.g. Los Gatos, Saratoga, Caltrans, etc.) This is a very large and complex goal category. A work plan has been established for the largest of the projects, the Pavement Management Program. Other objectives will be considered and action measures developed now that the Better Streets Commission is seated (their first meeting, where they received a commissioner orientation and an overview on City projects and activities related to traffic, pedestrian, and bicycle infrastructure and 4

5 trees, especially Eucalyptus trees. safety, was held 3/8/18; their next meeting is scheduled for 4/26/2018). Pavement Management Program: The bid package for the first year of this multi-year project was released 3/16/2018. The bid opening is set for 4/16/2018 with staff anticipating a contract to be awarded by the City Council at its meeting 5/1/2018. The construction can start as early as 5/15/2018 depending on the weather and receiving all the contract documents back from the contractor. Blanchard Drive Pilot Improvement Project: Neighborhood meeting held 11/30/17 where conceptual plan was presented and financing options were given regarding frontage improvements needed. Staff brought an update on the Project and sought input on the next steps from the City Council at its meeting 12/19/17. At its meeting of 2/6/2018 the City Council directed staff to proceed with the Project using City funds to finance both frontage and travel lane improvements. Staff will add this project to the bid package for the Pavement Management Program, with the goal of having both construction projects done by the same contractor. Los Gatos-Monte Sereno Bicycle and Pedestrian Master Plan adopted by City Council on 4/18/17. Implementation of recommendations will be part of the Better Streets Commission work plan. Senior Transportation Pilot Program approved by City Council on 4/4/17. Program up and running. Public Works Street Standards adopted by City Council 10/17/17. Complete Streets resolution adopted by City 5

6 Council 5/23/17. Instituting an electronic mapping and records system of public works infrastructure in through the following measures: City has received the GIS files for the City s storm water system; San Jose Water Company GIS files not available for security reasons; and City has contacted the West Valley Sanitation District about obtaining the GIS files for the City s sanitary sewer system. Restructured the CIP by adding "Engineering" section and revised line items and account codes to reflect expanded program and reporting requirements by outside funding agencies. Staff identified and worked to influence on the City s behalf imminent changes in the Clean Water Program both in management, inspections, and emergency response to drainage issues as initiated by the West Valley Sanitation District (WVSD). The WVSD did not change their position on shifting responsibility to the member cities, so a solution has been implemented. The framework to set up a Joint Powers Authority (JPA) to take over the Program was drafted and brought to the City Council for review. It was approved by the City Council 1/19/18. The other cities in the WVSD also approved the new JPA. All of the documents have been executed and the first meeting is being scheduled. Promote Healthy City initiatives A City that cares about the health of its residents. Consider pedestrians and bicyclists when making infrastructure Refer to infrastructure, transportation, pedestrian and bicycle safety goals, green infrastructure and Complete 6

7 decisions. Streets. Develop and promote local wellness opportunities. Consider wellness/fitness components for the annual community picnic (e.g. a walk/run, wellness booths, etc.). Promote and participate in regional health and wellness initiatives. Staff will add a wellness/fitness component to the 2018 annual community picnic. Continue to engage the Youth Commission in the attainment of this goal. The Youth Commission is expected to receive presentations on a number of related topics and discuss them at one of its meetings in Consider participating in the 2017 County of Santa Clara Healthy Cities Campaign (bit.ly/scchcc). Raised awareness about how the City can participate in County initiatives (e.g. Healthy Cities and Age Friendly Cities). Age Friendly City designation application has been received by the World Health Organization and is expected to be approved early Develop a plan to improve City Hall A City Hall that is a place of civic pride. Re-establish the Council Ad Hoc Committee for City Hall. Support the ad hoc committee by initiating the planning process. A City Hall as a work environment that attracts and retrains employees. Ensure Council ownership and leadership for this project and drive the process and implementation. Provide professional recommendations and support to ensure that the approved Council project is appropriately resourced and staffed for effective and efficient project 7

8 delivery. A City Hall that meets code. Consider all options including remodel; phasing; re-use of post office, etc. Civic Facilities Master Plan Ad Hoc Committee met Set a target to establish an approved plan by the end of 2017 and to implement 2018 and one time. Preliminary research on existing building condition and financing has been done. The larger, long-term plan to construct a new civic center has been put on hold due to the Pavement Management Program and Blanchard Drive Pilot Improvement Project that are being implemented. Funds from the $100,000 included in the Fiscal Year budget for improvements to the building and landscaping have been expended to: Paint the exterior of both buildings, Paint the interior of City Hall, Re-carpet City Hall, Make improvements to bring City Hall up to code, Install new landscaping (early 2018), and Make other minor improvements to extend the useful life and improve the appearance of City Hall. The opportunity for using the former Post Office building for a building permit/community development center or other use is being explored now that the prior tenant has vacated. Improve the Budget Process An annual budget process that is transparent, inclusive, timely and fiscally responsible. Start early. Involve the entire Council in the process through the use of budget study sessions, especially if major Use the mid-year budget review as an opportunity to inform the Council about the up coming budget process and to highlight anticipated issues. Develop an annual budget calendar. 8

9 funding items are contemplated, such as for roads, safety, civic center, etc. Consider reserve levels and policy decisions associated with increasing the unrestricted reserve, which is a 2016 carryover goal. Schedule budget study session(s) to ensure Council s full understanding and consideration of key budget policy issues prior to budget adoption. 2/20/18 Mid-Year Budget Update and outline of upcoming budget process provided. 4/3/18 Fiscal Year Goal-Setting Session conducted. 5/1/18 Fiscal Year Budget Study Session scheduled to be held. 6/12/18 Fiscal Year Budget adoption hearing. Contribute to the Regionalization of Housing Process (RHNA Sub-Region Option) To provide cities and the county more flexibility to ensure that the state mandated housing allocations make sense regionally. Work with the Cities Association and other, small built out cities. Invite State leaders to see Monte Sereno s situation first hand. Develop a plan that will help support the present housing element. Work with the State to develop a plan that works for all communities and not a one size fits all approach. Support and encourage Council participation in this regional effort, in particular through the work of the Cities Association of Santa Clara County. Ensure the City maintains a good working relationship with the State housing agency (HCD). Ongoing. City has met State Department of Housing and Community Development requirements and deadlines. Work underway within the Cities Association of Santa Clara County and the Santa Clara County/Cities Managers Association. Participate in regional conservation efforts Residents have information and access to programs that save water and energy, and Provide residents with relevant conservation information and programs. Professionally support and engage in regional efforts. Ensure timely communication. 9

10 the City exerts regional political influence on lowering/stabilizing costs to ratepayers. Work with other cities. Work with the CPUC. Work with water wholesaler and retailer (SCVWD and SJWC). Explore water alternatives. Work to ensure the successful roll out of the Silicon Valley Clean Energy (SVCE) Program. Staff regularly provides residents with relevant conservation information and associated programs through Nextdoor posts. Develop and maintain open and constructive working relationships with local utility providers. The City Manager has visited with all of the City s utility providers and maintains regular communication with each of them. Implement Green Infrastructure Framework as part of Regional Water Quality Control Board permit process. Ongoing. Silicon Valley Clean Energy Program in place. 10