2011/06/14ANAHEIM CITY COUNCIL
REGULAR ADJOURNED MEETING OF JUNE 7, 2017
HELD ON JUNE 14, 2011 & REGULAR MEETING OF JUNE 14, 2011
The City Council regular adjourned meeting of June 7, 2011 was called to order at 1:08 P.M. on
June 14, 2011 in the Chambers of Anaheim City Hall located at 200 South Anaheim Boulevard.
A copy of the agenda was posted on June 10, 2011 on the kiosk outside City Hall.
PRESENT: Mayor Tom Tait and Council Members: Gail Eastman, Lord Galloway, Harry Sidhu
ABSENT: Council Member temporarily absent; arrived to the dais at 1:54 p.m.
STAFF PRESENT: City Manager Tom Wood, City Attorney Cristina Talley, and City Clerk Linda
Andal
FISCAL YEAR 2011/2012 BUDGET HEARING
D106 CITY CLERK'S OFFICE FY 2011/12 BUDGET:
Linda Andal reported the City Clerk's budget for FY 2011/12 reflected $884,000, supporting six
full -time (FT) employees and one part-time (PT) position and consisted of three major functions:
official records, elections and passport services. She indicated the budget decreased by 14
percent from the prior year primarily as 11/12 would be a non - election year, adding the true
operating expenditures for the Clerk's Office were reflected in non - election years, which was
down 10 percent. Cost - saving measures in place were due to keeping one FT position vacant,
under - filling two other positions as well as a few line item reductions, while maintaining service
levels due to greater cross training throughout the department.
To insure the department's role in the "Freedom and Kindness" vision, goals were reviewed and
two performance indicators identified were: 1) a goal of three business days was established to
respond to public records requests rather than the legally mandated 10 days, recognizing this
action would be greatly appreciated by the public, and; 2) to continue to meet the goal for
automation of City records by taking advantage of technology to insure city business was
transparent to the public while increasing the ability for other departments to have greater
access to shared records. This availability of city business through the web provided free
access to key city documents, records and information providing time savings not only to the
Clerk's office but to those departments seeking that information.
Achievements in the current year were highlighted: 1) over 650 public records requests were
filled, an increase of 17 percent from the previous fiscal year; 2) over 46,000 records were
scanned which helped increase response times and actual hours spent on each record request;
3) over 1,200 contracts including oversight of citywide insurance compliance were managed; 4)
an extensive review of the City's conflict of interest code was conducted and approved by
Council last November; 5) a comprehensive rewrite of the Council Handbook, a source of
reference for new members, was completed; 6) Phase 1 of the Citywide Enterprise Records
Management program was completed which included transitioning all departments to one
imaging system to increase efficiencies and; 7) at Council's direction; staff developed and
maintained the City's "Transparency in City Government" web site in accordance with the
Municipal Code.
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In the area of elections, she reported, staff conducted an all mail ballot election for the
representation of the police cadet unit which passed and also conducted an all mail special
election for the Broadway/Thistle neighborhood annexation, which was defeated. The general
election took place in November with 21 individuals pulling nomination papers resulting in 17
filing candidates for one mayoral seat and two council member seats. Two city measures were
also on the ballot which passed.
With this election, Ms. Andal explained, the Department partnered with the Orange County
Register of Voters and Loara High School to educate students about democracy and elections
through the County's "My Ballot" program. This program was a success with increased voter
registration and turnout (an identified goal of the Secretary of State), and increased recruitment
of poll workers through hands -on experience with E- voting (a goal of the Registrar of Voters).
She added during the National School Election 71 percent of the student applicants working the
polls were from Loara School.
Service highlights for the coming fiscal year, stated Ms. Andal, were focused on streamlining
services. To accommodate a technology- driven community, staff would continue to increase
the number of records available on line and since the office received consistent and numerous
questions on various petition processes, would develop and make available procedures for that
process. The Department would also explore making the Municipal Code more interactive,
including linking city ordinances to the actual code, assisting internal staff as well as the public.
Staff would also work closely with the City Attorney's office to develop processes that would
lend to greater records management process, including developing a master retention schedule
and developing and revising certain administrative regulations including a litigation policy and
updating public records request and subpoena policies.
CITY TREASURER FY 2011/12 BUDGET
Hank Stern, City Treasurer, reported the total operating budget for 2011/12 was $3.3 million.
The five year trend ending in 11/12 reflected the department's total budget trending up although
operating expenses were essentially flat. The increase, he explained, was due to charges by
the County of Orange for property tax and by the State of California for sales tax, pass- through
costs over which the City had no influence.
Performance indicators showed the total investment return for the current year yielded 1.8
percent with interest income earnings of $6.1 million and for 2011/12; a 1.53 percent yield was
targeted with an interest income projected at $5.1 million. He explained with the substantial
drop in interest income in the last three to four years combined with the City's policy of investing
no longer than five years and with an average maturity rate on investments around 1.5 years,
the City would earn .37 percent with a triple A credit rating. This triple A rating was solely on
Anaheim's investment portfolio not on the debt issuance nor on the City itself. He pointed out
the Treasurer's Office was exceeding current market rates by over one full percent,
emphasizing the two factors which determined interest earnings were market rates and the size
of the portfolio.
He listed current year achievements: 1) providing for professional cash management services
and best practices for administering those services; 2) saving the General Fund over $930,000
dollars annually by charging a cash management fee against the portfolio instead of charging an
allocation off the general fund; 3) receiving an AAA rating from Standard & Poor's who annually
review on site to understand strategies; 4) performing treasury and accounting services for the
Orange County Hazard Materials JPA, the Metronet Fire Authority and Supplemental Law
Enforcement Services Fund and 5) directing the investment of bond proceeds once that debt
was issued by other agencies. A recent bond issue by the Electric Utility of $85 million, Mr.
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Stern explained, was allowed to be placed into the City's pool due to Anaheim's AAA rating, with
the end result that instead of earning .40 percent interest, the bond would earn 1.5 percent with
those additional earnings reflecting $900,000 to $1 million.
On the cashiering side of the treasury, he remarked, prompt and courteous service was
provided to residents paying their bills, averaging over 540 daily transactions, and processing
over $1.2 million daily in cash receipts with over 135,000 in- person transactions annually. His
staff was also involved in collection and reconciliation of all daily receipts for the City and was
cognizant of the fact they were the first line of encounter for most city residents.
Ms. Stern indicated the goals and activities for coming year were to maintain the AAA credit
rating and issue a Request for Proposal (RFP) for banking services. Stakeholders would also
be surveyed prior to development of the RFP to determine their needs and wants. The
Treasurer's Office would also upgrade technology in the collection area, going to imaging of
checks to allow staff to cut down on manual processing of preparing bank deposits by simply
imaging checks and electronically sending them to the bank which would receipt the funds
quicker. He ended his presentation commenting the department provided financial support for
all City activities, and constantly looked for best practices with the goal of pursuing
enhancements to gain efficiencies.
CITY ATTORNEY'S OFFICE FY 2011/12 BUDGET:
Cristina Talley, City Attorney, reported the 2011/12 proposed budget reflected $5.7 million with
30 FT employees, stating the increase was due to an increase in labor and burden for current
employees. A number of performance measures were established for the department with one
measure being the average hourly rate for outside counsel ($391 /hour) versus using in -house
attorney services ($132 /hour). She added that one objective of the department was to handle
as many litigation matters as possible with in -house staff and to retain private law firms only
when the City Attorney's office did not have resources or the expertise to handle a case or when
the office had a conflict.
Highlighting current year achievements, Ms. Tally reported the department assisted in a number
of training sessions for staff on a variety of subjects, including complying with ADA, employee
discipline and conflict of interest as well as working with the Planning Department by focusing
on the mechanics of drafting reports, resolutions and ordinances. In conjunction with the Code
Enforcement Division, the City Attorney's office provided training on evidence necessary to
obtain inspection warrants, assisted with the establishment of an Anaheim Tourism
Improvement District within the Anaheim Resort and Platinum Triangle Districts and also
assisted City staff with the agreements necessary to make Anaheim Regional Transportation
Intermodal Center (ARTIC) a reality. In partnership with the Code Enforcement Division, the
Department successfully prosecuted two receivership actions, an alternative process to the
traditional remedies the City used to address severely substandard properties in Anaheim. She
explained that rather than pursuing criminal prosecution against individuals who, for a variety of
reasons were unable to rehabilitate their properties, in a receivership proceeding, the City
requested the Court to appoint a receiver who then became responsible for bringing the
property up to code. Staff also assisted in the preparation of two charter amendments, one
banning the use of red light cameras in the City and the other authorizing the use of design -
build model for Public Works projects with both amendments being approved by the voters.
Resolutions, ordinances and agreements were drafted and when requested, staff assisted in
negotiations for the Brea Landfill Renewal Energy Project, the Canyon Power Project and the
Downtown Water Recycling Demonstration Project.
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For the 11/12 fiscal year, the City Attorney's office would continue to be proactive in the delivery
of legal services by conducting training for City staff. In the matter of litigation, training would be
conducted regarding design immunity and dangerous conditions of public properties, preparing
for depositions, retention of documents, e- discovery, and the handling of subpoenas. In the
area of personnel and employees, training would be conducted for the Firefighter Procedural Bill
of Rights and Laws and regulations governing public employment. in the area of general
municipal matters, training would be conducted regarding the False Claims Act, contracts,
Proposition 26, and Public Records Act requests.
Ms. Talley remarked the City Attorney's staff would continue to work with City staff as it moved
forward with significant public works projects such as ARTIC, ARC, and the Convention Center
expansion and would continue to address severely substandard properties. The Office would
work with the Code Enforcement Division and the Police Department to enforce the City's
moratorium against establishment of medical marijuana dispensaries in the City, continue to
actively support State legislation such as SB 847 to prohibit dispensaries from locating adjacent
to residential neighborhoods, and continue looking at options to address the secondary effects
of medical marijuana dispensaries.
HUMAN RESOURCES FY 2011/12 BUDGET:
Kristine Ridge, Human Resources Director, remarked the HR Department consisted of eight
functions, providing a full range of services to all city departments. The current FT staff were 36
(10 percent less than the current year) with a total operation budget of $7.7 million, with a $2.1
million draw from the general fund. In addition to the operating budget, HR was primarily
responsible for citywide non - operating expenditures from two of the city's internal service funds:
1) the insurance fund which accounted for actual payments of items such as insurance claims,
unemployment benefits, workers compensation, purchase of excess insurance coverage and
other expenditures of this nature and 2) the employee benefits fund which accounted for
citywide payments of items such as health insurance, disability insurance, pension
contributions, Medicare taxes, and similar expenses. The funding sources for the two internal
service funds came from citywide internal governmental charges and the burden rate applied to
all salary expenses, as well as deductions from employee paychecks. She pointed out
operating expenses remained fairly flat over the past several years, but the total expenditures
continued to rise as a result of the steady increase in non - operating expenditures, with the
insurance fund expenses projected to increase by four percent in 2011/12 and the employee
benefit fund expenditures projected to go up by five percent.
Performance measures included: the number of transactions processed, accuracy rates,
disciplines administered, successful resolution of grievances, workers comp rates and voluntary
employee turnover rate (recognized as indicator of overall morale and work environment).
Similar to last year, she reported there was an established target of less than four percent and
to date, the City experienced 3.4 percent voluntary turnover. A second important performance
indicator related to measurement of how effective citywide training courses were and for this
coming year, HR wanted to measure how many participants felt the training actually improved
their abilities to perform their roles and responsibilities, targeting an 85 percent positive
feedback for FY 2011/12.
Current year achievements included labor relations, general claims, regulatory changes,
transfers and reassignments. In the area of streamlining and increasing employee
effectiveness, Ms. Ridge reported HR completed implementation of a new performance
evaluation for all employees citywide tied to a confidence model which emphasized the
importance of achieving results, technical proficiency, interpersonal skills and customer service.
HR also rolled out training curriculum consistent with those same objectives as well as providing
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customized assistance for departments undergoing change, such as facilitating the Mission,
Vision, Value strategic plan the Fire Department was undertaking. HR had successfully
implemented all the required changes for 2011 as result of the health care reform act
recognizing there was more to come in 2014 and also became the registered user of the
department of homeland security using the Social Security Administration e- verify program to
streamline and insure only those legally authorized to work in the United States were employed.
The department also introduced a new Insider home page for employees to access needed
personnel resources, explaining the site represented a village center and featured many of the
famous historic buildings of Anaheim. At the same time staff also rolled out a redesigned
external site to provide a more easily accessible and transparent web site for outside users.
She added the department completely transitioned the paper intensive process of open
enrollment into a complete online application system using employee self service, completed by
each employee on line with access to view certain employment data and having the ability to
make changes and updates to their data. In the area of cost savings and cost containment,
notable achievements included marketing 457 savings plan resulting in the selection of one
vendor and saving participants in excess of $300,000 and defraying some administration costs
for this program. Ms. Ridge stated the Risk Management division continued to be a leader in
the industry and for the 11 consecutive year, received first place award for workplace safety
excellence from the National Safety Council representing the best out of private and public
sectors. Anaheim was also one of the first public agencies to apply and be accepted into the
early retiree reinsurance federal program that had limited funds intended to help employers with
costs associated with health care for retirees that were pre - Medicare age. To date, she
remarked, the City received $170,000. To further mitigate health care expenses for the FY
11/12 enrollment period, staff moved all applicable employees to a consolidated value Aetna
plan and modified select plan designed to reduce the initial proposed premium increases
producing savings for both the city and the employee. Lastly, staff reached a temporary
concession agreement with one of largest labor associations and administered paid reduction
for all management employees and other non represented employees providing some needed
fiscal relief.
Ms. Ridge detailed the upcoming highlights for the next year which included the development of
an overall labor strategy for general negotiations to take place next fiscal year under Council's
policy direction and obtaining the most cost effective medical insurance plan for 2012. These
plans were currently being evaluated and staff was looking for a two year solution to end in
2014 when the other provisions of the Health Care Reform Act came into play as well as to
launch another targeted wellness program to address chronic health issues that drive up claim
costs to be completely funded by medical insurance providers. HR also planned to replace the
current employee application system with a completely paperless, full service, applicant tracking
system, providing greater ease at recruitment, testing, and interview scheduling. The
department also plans on conducting comprehensive reviews of governing personal policies to
propose changes that would not only reduce personnel expenditures but increase ability to be
more flexible organization.
FINANCE DEPARTMENT FY 2011/12 BUDGET:
Finance Director Bob Wingenroth reported Finance Department's budget for the next fiscal year
reflected $58 million. Operating costs were $21.5 million and included costs for administration,
budget & accounting, purchasing & information services and to support 34 FT employees. He
indicated that nearly $14 million was spent on technology reflective of a contract with Hewlett
Packard and the remaining funds of $36.4 million were for debt service (the semi annual
payment on the bonds for the resort [$36.1 million] and Mello Roos debt). He explained
operating costs were trending downward while debt service payments were up this year due to
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a debt payment schedule for Mello Roos debt associated with the Platinum Triangle CFD issued
last July.
He reported Finance focused on three performance measures: 1) the percent of GF
expenditures in reserves for which the long -term goal was 7 -10 percent; 2) the accuracy of
revenue forecast and for the coming year, that goal was tightened from five percent to one
percent; and 3) the general bonded debt as a percent of the City's assessed property valuation
(to be kept at less than three percent).
Mr. Wingenroth underlined current year achievements. The Department continued to provide
support services to both internal and external customers at a high level exemplified by
continued receipt of awards for excellence by national and state professional organizations. He
added that over 90 percent of procurements were entirely electronic and paperless.
For the next year, he pointed out, it would be easier to connect to City Hall and libraries by
computer and when RFP's were advertised, additional tie- breaking criteria was added to see
how businesses served their communities. Finance would also continue to focus on maximizing
on collection of Anaheim's most difficult receivables, working to develop solutions and plans to
address the debt while still offering empathy and compassion to customers'.
CITY COUNCIL and CITY ADMINISTRATION FY 2011112 BUDGET:
Bob Wingenroth indicated the Council's proposed budget was $950,000, and included five
elected officials, and two full -time and five part-time individuals. Council's budget, he pointed
out, had a 12 percent decrease from the current year budget, one of the highest budget
decreases citywide.
The City Administration budget funded three major areas: administration, audit and external
affairs. The overall operating budget was $4.4 million and supported a total of 21 full time
positions, and one individual working part-time. This budget was down eight percent from the
current year and 15 percent since year 2008/09.
Performance indicators for this department included Anaheim Anytime online usage. The 311
call center calls, he reported, continued to increase annually and for Anaheim Anytime, 94
percent of requests had been closed within five days or less with the goal of achieving 95
percent in the coming year. Eighty -three percent of survey respondents using Anaheim Anytime
rated the City as providing good or superior customer satisfaction and next year staff looked to
achieve a rating of 85 percent.
In addition to more traditional accomplishments such as supporting city events, highlights for
this year included the successful launch and coordination of the Anaheim Tourism Improvement
District, the redesign of Anaheim magazine to increase readership and awareness of city
projects and events, a 45 percent increase in online automated usage of Anaheim Anytime, and
implementing Council's vision for Anaheim's Sister City Commission focusing efforts on
economic development and cultural exchange. He added the efforts of the new commission
were evident with the coordination of the 1,000 letters of kindness campaign for Sister City,
Mito, Japan. The My Anaheim iPhone app was launched giving residents the ability to connect
with City Hall, view events, and commonly asked questions; it was also expanded to be used
with the android platform. He stated there were thousands of downloads and staff found
residents were using the application for its ease, especially when it came to reporting graffiti.
Lastly, the department successfully coordinated media relations and assisted with over 20
events surrounding the 2010 Major League Baseball (MLB) All Star Summer celebration. In the
upcoming year, the goals were to continue to promote a culture of kindness and brand Anaheim
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as a city of kindness throughout, coordinate federal advocacy strategy for the Anaheim Rapid
Connection, study effectiveness of the city's website and seek feedback about its convenience
and usability. In addition, staff would assist in the efforts of the regulatory relief task force,
develop and coordinate the "Hi, Neighbor" initiative and its website, continue to coordinate
efforts among Anaheim's elected representatives in order to best position the City on legislative
issues and focus internal audit resources to find underreported City revenues. Council Member
Galloway inquired how that particular goal was being implemented with Mr. Wingenroth
responding over $4 million had been identified and staff was in the process of going after those
unreported revenues.
PUBLIC WORKS FY 2011112 BUDGET:
Natalie Meeks, Public Works Director, reported the Public Works (PW) proposed budget was
approximately $296 million and included funding for six divisions, of which capital improvements
reflected the largest component with roughly $163 million slated for ARTIC and ARC transit
projects. The budget supported 235 full -time positions, a reduction of 17 from the current fiscal
year. She stated the operating budget remained stable for the last few years while the capital
budget fluctuated as a result of timing of projects and the available funding. She added the
capital program benefitted from new investment and infrastructure and the Department's
aggressive strategies on pursuing grant funding.
Although services were broad in scope, the department developed a few performance indicators
that were meaningful to residents, businesses, and visitors. PW and Anaheim Disposal
continued a successful partnership to provide efficient and reliable solid waste disposal
services, exceeding the solid waste collection recycling customer satisfaction goal of 85
percent, and achieving a 94 percent. That goal, she remarked, was increased for the next fiscal
year. The Department also exceeded the State's mandated recycling diversion rate of 50
percent for the 6 th consecutive year, with a 64 percent diversion rate equating to more than
715,000 tons of Anaheim trash diverted from landfills through a combination of waste prevention
efforts such as recycling, reuse, and composting activities. She added that target rate would be
increased for the next fiscal year as well. The pavement condition rating for arterial highways
was 73 percent, representing a good status with staff continuing to pursue grant funding in an
effort to reach a target of 75 percent. This rating, she explained, was determined through
assessments of the pavement condition; roadways were rated on a scale of zero to 100, with
100 being a brand new surface.
Highlighting achievements of this year, she pointed to the following: 1) the department rolled out
Project View Finder, a customer friendly mapping tool which allowed residents, businesses,
developers, contractors and utility companies to view information about Anaheim's current and
upcoming construction projects; 2) the long- awaited Gene Autry Way bridge project was under
construction and on schedule to complete a missing link between the resort and the Platinum
Triangle; 3) the final Anaheim segment of the Katella Smart Street, a countywide mobility
improvement program was nearly complete and would not only improve traffic flow and
aesthetics of this roadway, but also spurred other developments and brought in new businesses
along this corridor; 4) As a result of the regional rail safety improvements to Anaheim, new quiet
zone areas consisting of 14 grade crossings were being established in the Canyon and Colony
Park downtown area's of the city. The Canyon area quiet zone was established in February, and
Colony Park downtown area quiet zone was planned to be established in a few weeks;
5) Intelligent signal systems or ITS projects helped coordinate traffic signal's communications
and improve traffic flow. The Dept. completed several ITS projects along six arterials which
required the coordination of 50 signalized intersections; 6) Widening of the Kraemer /La Palma
intersection, one of the City's busiest intersection was successfully completed on time and
under budget; and 7) in partnership with the city of Fullerton, the Department completed the
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East Street/91 interchange improvements resulting in a significant reduction in congestion at
this key interchange.
She noted the department continued to be responsive to neighborhood requests for safe and
sound streets as these services were essential to promoting and maintaining Anaheim's vibrant
and economically growing community. The neighborhood initiated Sycamore /Clementime traffic
circle and the Sycamore /Anaheim Boulevard right -turn only projects successfully reduced traffic
volumes by 45 percent and traffic speed by 33 percent. The completion of the Thornton /Brady
storm drain project solved the areas flooding issue by applying creative technical and financial
solutions despite difficult construction and economic conditions. PW also rehabbed 14 miles
and slurry sealed 16 miles of residential and arterial streets, which consisted of 26
neighborhoods and 5.1 miles of arterials throughout the City and also replaced 85,000 square
feet of sidewalk to improve sidewalk accessibility for pedestrians in compliance with ADA
requirements. This higher level of service, she explained, was achieved using base line funding
plus an additional $2.6 million in gas tax savings from the previous year. She added the
Department chose not to spend all the gas tax last year as there was some question as to
whether or not that funding would continue to flow from the State. PW in partnership with
Anaheim Public Utilities received $1.2 million in funding to replace illuminated street name signs
citywide which was 75 percent completed with approximately 820 signs installed to date. These
signs, she explained, used 30 percent less energy and were more visible to motorists. To
increase efficiency and reliability while improving aesthetics in the Anaheim Resort, the fiber
optic communication hub located at the intersection of Harbor and Katella was relocated,
allowing staff to remove 12 unappealing street cabinets. To combine efficient use of technology
with water conservation, and partnering with Anaheim Public Utilities to obtain a $100,000 grant
to retrofit the resort irrigation system, 63 weather based irrigation controllers and 40,000 high
efficiency irrigation nozzles were being installed throughout the resort, saving the City about
$265,000 in the coming fiscal year and about $100,000 annually in landscape irrigation costs
after that. Another example of the use of technology to achieve operational efficiencies was the
(Water Inframap Maintenance software launched last summer. Inframap was a GIS based
software that identified all the city's wastewater and storm drain assets such as manholes,
pipelines and catch basins. Since implementation, the sewer and storm drain maintenance was
now paperless and the communication between office and field staff became more efficient and
effective as information was shared in real time.
PW continued to support other city programs thru the maintenance of approximately 1,200
pieces of motorized equipment in more than 200 city facilities. The fleet inventory was
decreasing by about eight percent compared to last year as a result of reducing the number of
take -home vehicles and reducing the inventory of under - utilized vehicles in several
departments. Although some capital projects and vehicle replacements were deferred in an
effort to conserve financial resources, the department was committed to providing core services
and promoting the readiness of city vehicles and buildings. In addition to performing essential
preventative maintenance, PW completed the final phase of the emissions retrofit of the diesel
fleet to meet air quality reduction regulations, purchased two new fire trucks, and replaced the
central library roof.
She noted the department had also moved forward in the development of major transit
initiatives, with Council certifying the ARTIC EIR report for CEQA and the City was now close to
receiving federal environmental clearance for the ARTIC project. The City prequalified the
ETFE and curtain wall vendors for the ARTIC project and completed 30 percent of design for
that project as well. She stated Anaheim Rapid Connection (ARC) had recently received $6.7
million from OCTA for project development and in addition, OCTA asked the City to apply for
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federal New Start Spending, a rigorous program which could fund up to 50 percent of the capital
cost of constructing ARTIC.
Next year, Ms. Meeks remarked, the long awaited Gene Autry Way and 1 -5 Interchange project
would be half way thru construction, the bridge completing the west half of the HOV interchange
and connecting Gene Autry to Haster Street bringing much needed HOV connectivity to the
resort and a vital connection between the Resort and the Platinum Triangle. PW was working in
partnership with Anaheim Convention Center to design and construct the Convention Way
Grand Plaza, located in the heart of the resort. Scheduled to begin next year, she remarked,
when completed, the Grand Plaza would enhance the overall guest experience. PW would also
complete design and begin right -of -way acquisition for Katella widening within the Platinum
Triangle, completing segments began by developers. Other planned construction projects
included right -of -way acquisition and construction of the Tustin /La Palma intersection and the
Euclid widening north of the 1 -5. In the upcoming year, 13 PW neighborhood projects were
being planned, including slurry seal or rehabbing of pavement, removal and replacement of any
damaged concrete, sign replacement and tree maintenance with the focus on customer and to
minimize disruptions to residents. The goal was to address and coordinate all maintenance
needs in a neighborhood at one time.
Ms. Meeks announced that in January 2011, the citywide tree maintenance was consolidated
under PW, resulting in cost savings, operational efficiencies, and enhanced customer services.
PW looked forward to the first full year of managing the tree program and improving it. In 2007,
the Department sold $47 million in sewer bonds and next year, planned to use the last $10
million to complete additional sewer infrastructure projects. In addition, the Department recently
won a $3 million grant from the State Water Bond Board which would provide four additional
sewer projects. She added that by leveraging bond funds and with a favorable bidding climate,
the Department would be able to address 75 percent of the city's existing sewer deficiencies.
Fleet and facility services would continue to focus on customer service and provide internal
customers with cost - effective maintenance services. Critical capital repairs and vehicle
replacements that allowed city departments to continue to effectively deliver services were
identified including the installation of the City Hall fire alarm system, replacement of the air
handler system at the PD main station and a vehicle purchase plan that included two new
pumper fire trucks. It was anticipated awarding construction contracts for the ARTIC terminal
shell and enclosure would be done in July, with the scope of work including the terminal shell
ETFE and glass curtain wall. ARTIC project design activities would conclude in February of
2012 and all project construction was estimated to be underway by June of next year.
Construction was also slated to require about 26 months with opening day in 2014. The
planned milestones for ARC included completing the alternatives analyses and environmental
documents by the fall of 2012, and in December of 2012, public hearings on the project would
be held to certify the EIR and select a preferred alignment for the project. In addition to basic
services, Ms. Meeks reported, outreach to the community would be conducted in many ways.
Council Member Murray, who had been attending a MWD meeting in Los Angeles, joined the
budget public hearing at this time, stating she was impressed with how flexible and successful
Public Works was in looking for various funding mechanisms to accomplish so much with so
little city resources.
PLANNING DEPARTMENT FY 2011112 BUDGET: Sheri Vander Dussen, Planning Director,
reported the Planning Department consisted of four divisions: administration, planning services,
building services and community preservation and licensing. The department's budget was
slightly over $16 million and included 73 FT positions and 19 PT full -time equivalents.
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Managing the budget over the last few years, Ms. Vander Dussen indicated the Department had
reduced positions by more than 15 percent, increased revenues and taken other steps to
minimize its general fund draw of $12.3 million which for FY 2011/12 was 13 percent less than
the current year. She stated the proposed budget included almost $4 million from other funds
including a one -time infusion of more than $700,000 to revise the specific plan for the Canyon
area.
Performance indicator statistics showed the department responded to more than 53,000 code
violations complaints this year and achieved a 94 percent compliance rate, with Ms. Vander
Dussen remarking the goal was always compliance, not punitive measures. Graffiti was down
by about five percent this year with most of it removed within 48 hours. The volume of plan
check applications received was about the same as last year, completing a little more than 90
percent of those applications within specified time frames with staff conducting more than
33,000 building inspections this year (nearly all occurring on the customer's requested date).
She emphasized Planning Department staff had embraced the "kindness" initiative with most of
the customer feedback indicating they were moving in the right direction; the department also
received an award from the American Planning Association last month recognizing Anaheim's
customer service program. This year, she explained, staff was encouraged to take ownership of
ideas that businesses and residents presented with the goal of helping them achieve their goals
whenever possible and a matrix tracking those requests was created which would identify
successes and determine why other ideas fail. So far, she reported, there were 65 businesses
in the data base and 10 successes had been recorded.
The department partnered with Score so business counselors were available at city hall to
provide technology assistance to businesses and last year a development project manager
position was created which helped several businesses achieve their dreams (including Noble
Ale Works, Battle of the Dance, and Piano Empire) by providing customized services,
anticipating issues, and insuring applicants had a single point of contact to resolve issues. The
department also created a broker hotline this year dedicated to commercial and industrial
brokers who were helping businesses find locations in Anaheim with one broker impressed that
a city would offer this service which resulted in his client, Fiskar, making a move to Anaheim. A
secret shopper helped identify ways to better meet the needs of customers, and the department
now extended deadlines to submit inspection requests to midnight the day before an inspection
was desired and all field applicants had access to inspector's telephone numbers for better
service. She emphasized the department was committed to making it easier for businesses to
get the approvals they needed and open for business and to that end, staff adopted an 85 day
process for projects that required public hearings, with more than 80 percent of cases received
being processed within 85 days or less. This service was enhanced by the implementation of a
35 day discretionary permit with about 18 percent of cases put into this expedited time frame,
and Ms. Vander Dussen commented staff hoped to expand eligible cases for this expedited
review. A recent survey showed no other city in Orange County could process simple
conditional use permits so quickly or had even established a specified time frame for taking
cases to public hearings. She indicated an accelerated plan check was also offered for those
who wished to obtain permits faster and as a convenience all business licenses could be
renewed on line and all licensed customers were able to pay fees over the phone. Staff also
tried to make it easier for residents to interact with the department and as almost every permit
required preparation of a site plan and most residents did not have that information, site plans
were now able to be prepared based on GIS records and aerial photos, a process that was very
well received. The permit assistance center was the anchor point for customers needing
interdepartmental assistance and staff also assisted these customers in navigating the City
processes and coordinating communication between departments with the goal to help
customers avoid pitfalls or any unnecessary delays. The plan was to eliminate the need for
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customers to work with multiple departments where possible, an approach which gave planning
staff a greater sense of ownership and provided a single point of contact for clients. Towards
that goal, this year the review of grading permits moved from PW to Planning and customers
could obtain all their permits for work on private property from a single department. Solar
panels were formerly inspected by Fire and building inspectors, and now the Building Division
handled all solar field work.
Ms. Vander Dussen remarked the department understood Council's desire to minimize
regulations that impeded the growth of businesses and jobs in Anaheim, and towards that goal,
Planning staff were active participants on the Mayor's regulatory reform task force with the
vision of establishing Anaheim as the most "freedom friendly" place for business in the state.
Code amendments already initiated was a sign code update relaxing parking standards for fast
food restaurants and modifying the impact fee deferral program to continue to make this
incentive more attractive for developers. Streamlining processes was also underway, with the
establishment of a self- certification process to meet certain energy efficiency measures before
final inspections. One of the most significant accomplishments, stated Ms. Vander Dussen, was
the state's designation of the Anaheim Enterprise Zone, offering tax benefits for businesses and
encouraging the creation of new jobs. Other completed projects was coordination of the City's
Festival Permit for the MLB 2010 All Star Game, presentation of the Platinum Triangle EIR and
Master Plan to Council last October which doubled the permitted amount of residential units and
commercial development in the Triangle and tripled the amount of office space permitted. Other
changes to the Code reduced the number of abandoned carts by 20 percent.
For the new fiscal year, the department planned to complete the Anaheim Resort Specific Plan
and EIR, a project that would accommodate expansion of the Convention Center as well as two
million square feet of building area and 900 hotel rooms, and would also provide environmental
clearance to nearly all development within the resort thus reducing time and cost to develop or
redevelop property in the resort. The Housing Opportunity Overlay zone was being prepared
consistent with the Housing Element which would facilitate conversion of aging commercial and
industrial sites to new housing and the General Plan EIR would be updated to accommodate
new development and bring the EIR into consistency with state standards, also with the goal of
streamlining the development process for development consistent with long range plans. The
Canyon Specific Plan EIR and Urban Design guidelines would update zoning to accommodate
emerging technology in green businesses attracted to this area and staff had been working with
a number of engaged stakeholders in the Canyon to ensure regulations would respond to the
needs of the business community. She noted that staff would play an active role in regional
planning issues this year when the county's sustainable community strategy and other statewide
initiatives were implemented.
Other code amendments were planned for the next year, including an amendment to reduce the
number of uses that required conditional use permits which would substantially reduce the time
and cost required to obtain permits for these businesses. Staff also planned on reducing the
number of businesses subject to regulatory permits and streamlining processes to reduce the
cost to businesses that still must comply with those permits. A comprehensive sign code
update was scheduled to reduce the needs of sign variances and would allow a broader range
of signs. Additionally, the fee structure would be evaluated to determine where it was possible
to reduce costs and move from hourly charges to flat fees. She ended her presentation
remarking the Planning Department would continue to improve the quality and acceptability of
services offered to customers, by issuing building permits on line, exploring ways to offer
internal project manager services to more customers, developing a plan to implement electronic
plan review and to expand feedback to determine how the department could refine services.
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Council Member Murray remarked graffiti numbers were encouraging and inquired how the
turnaround time was measured. Ms. Vander Dussen replied that all graffiti requests regardless
of how it was received, were logged into a central system where staff was able to track the time
the complaint was received until it was actually removed. She added on private property the
code allowed the property owner several days to remove graffiti, pointing out that one of the
code amendments being considered would reduce the amount of time given to private property
owners. Mayor Tait added that the Planning Department was on the cutting edge of increasing
services which attracted businesses to the City
Community Development Department FY 2011/12 Budget: John Woodhead, Acting
Executive Director, reported the Community Development Department implemented a variety of
programs to assist in the development of Anaheim's economic future and to foster a better
quality of life for its residents. By combining the financial resources available to Anaheim Jobs
Work Force Center, the Housing Authority and the Redevelopment Agency had unique
opportunities to link resources with community priorities to provide housing, neighborhood
improvements, economic development and access to local jobs. The department used federal
and state grants and loans along with redevelopment tax increment funds to implement projects
and programs consistent with restrictions of each funding source and received no general fund
revenues.
He noted the proposed budget reflected total expenditures of $146 million supporting 102 FT
employees, a decrease of three from the current year. The budget also reflected a continuing
trend of slightly decreasing operating expenditures since FY 07/08 which were offset somewhat
by one time federal stimulus funds received over the past two years. Capital improvements
expenditures had remained consistent following a sharp drop in FY 08/09.
To date, he stated, the department remained on target to achieve the goals reflected in the
Affordable Housing Strategic Plan (AHSP) for the five year period ending June 2014. The
assessed valuation in redevelopment projects areas had decreased in FY 10/11 by one half of
one percent, reflecting the overall loss of property values in the recent economic downturn. The
Workforce Center expected to continue to reach its goal of employing nearly 85 percent of
Anaheim Jobs clients. Total revenues for FY 11/12 were projected to be $157 million, down
from this year and reflected a one time infusion of economic stimulus funds, recovery zone bond
proceeds, HUD section 108 loan proceeds and federal and state grants received this year and
last. Total expenditures for FY 11/12 were $146 million, down this year and last year, reflecting
the lower revenues from prior fiscal years. The department's practice, he explained, was to
maintain a reserve by proposing to spend less than anticipated revenues which would allow the
Department to deal with various contingencies,
There were also several legislative initiatives that could affect the redevelopment agency in FY
11/12. SB 450 was a reform effort that would restrict the expenditure of housing set aside funds
for administrative purposes. The department's budget as presented reflected compliance with
those restrictions. AB 1250, a redevelopment reform bill, would not have a significant financial
impact on the redevelopment agency as currently drafted, however, this bill could be amended
and those changes could then result in negative impacts to the agency in the coming fiscal year.
While the proposed budget did not address these contingencies directly, he announced, staff
had come up with several alternatives to be presented to Council at a later date if warranted.
He pointed out the Governor's proposal to eliminate redevelopment entirely was not addressed
in this budget and if that proposal became law, a substantially revised budget would be brought
back to Council.
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The Community Development Department, Mr. Woodhead emphasized, created communities,
built quality housing and created jobs, linking people with places. As the Anaheim community
had expressed a desire for pleasant and pedestrian friendly ways to travel between various
destinations in downtown, linking people with places was the primary objective for
redevelopment of the downtown area. Along these downtown linkages, several projects had
been completed, residential units along Anaheim Boulevard, the Muzeo, Center Street
Promenade and Colony Park. In addition to all the improvements in the downtown that were
completed, he noted, improvements had begun at the Colony Market Place. The first "Hi
Neighbor" event in the downtown kicked off the restoration of the Packing House and Packard
Buildings fast fall. The restoration of these key buildings, he explained, made a significant
visual impact at Santa Ana Street and Anaheim Boulevard. The Anaheim Brewery was the first
of several unique authentic culinary attractions to come on line at this destination with the entire
collection to be completed in Spring of 2012 by Lab Holdings. Brookfield Homes was nearing
the start of construction of 88 for -sale homes on two separate parcels on Anaheim Boulevard
with 22 of the homes affordable to low income households with the Agency providing down
payment assistance to eligible homebuyers. In addition, agency staff was currently in
negotiations with Brookfield for the development of two other agency owned parcels further
south on Anaheim Boulevard. The award winning Colony Park neighborhood developed by
Brookfield became a significant contribution to the downtown community and would consist of
670 homes upon completion; Phases 1 and 2 had been completed, Phase 3 was under
construction and Phase 4 would begin next year. At the center of the Colony Park
neighborhood, he remarked, was an award winning one -acre public park, Colony Park,
completed last December containing an elaborate interactive art component that offered an
interpretation of Anaheim's founding.
The Redevelopment Agency and the Housing Authority continued to work towards the creation
of new affordable rental housing opportunities for Anaheim residents. Three new developments
Pradera, Green Leaf and Arbor View were recently completed providing 212 new housing units.
In addition, two rehabilitation projects for special needs families and individuals were completed
last year. Integrity house involved the conversion of former motel into 49 units of affordable
housing and Casa Del Sol involved the acquisition and rehab of an existing four -plex to provide
housing for extremely low income families. In June 2010, Mr. Woodhead stated, Council
approved the neighborhood revitalization agreement with The Related Companies to reverse
the decline of the Avon Dakota neighborhood and allocated approximately $20 million towards
its implementation. Similar to neighborhood revitalization efforts at Paseo Village and Hermosa
Village, deteriorated apartments in this neighborhood would be acquired and converted to long
term affordable units. Revitalization of this neighborhood was being supplemented by the
current development of a 92 unit affordable rental project on property adjacent to Avon Dakota
neighborhood and would provide new housing opportunities for low income families. He added
the Department implemented the City's AHSP by assisting new "for sale" and rental
developments as well as apartment rehabilitation projects. To date, the Department reached 50
percent of the total 2,800 unit goal set for 2014 and he looked forward to providing more detail
on the Strategic Plan at the annual update in August. As new projects were proposed, staff
would work closely with Council, the community and developers to insure staff assistance was
directed to the projects that addressed Anaheim's housing priorities. Linking families with the
dream of homeownership by providing down payment loans to moderate and low income
families was one of the most important aspects of what the Department did for the community,
he emphasized. Counseling services, an annual home ownership fair and a web -based
application site at www.Anaheimhousingprograms.com were also offered.
With regard to homeownership, Mr. Woodhead stated the department assisted 103 families at
Colony Park and 44 families in Harbor Lofts to fulfill the dream of homeownership. The rental
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improvement program launched in 2010 was a $10,000 rebate program designed to assist
homebuyers with exterior improvements or to address code violations. In 2009, Anaheim
received $2 million in one time stimulus funds to help prevent homelessness in families
impacted by the weak economy and to date, the program helped 115 families complete the
program and get back on their feet. Last year, Anaheim Housing Authority through the Housing
Choice Voucher program assisted over 6,300 low income families consisting of 17,000 people
to access safe, decent affordable housing throughout the community. As part of efforts to
continue improving customer service, the Housing Authority created a new user - friendly website
that allowed people to apply on -line for housing assistance.
Recently, the department assisted in the creation of AnaeimJobs.com, a key on -line resource
for job seekers and employees. In addition to accessing the website, last year 6,000 job
seekers visited the offices of Anaheim Jobs located next to City Hall. Anaheim Jobs in
partnership with Chamber of Commerce and Anaheim Workforce investment Board conducted
the 2010 Anaheim OC Job Fair, connecting 5,400 job seekers with 130 employers offering
some 3,200 jobs. The department would continue linking people with job centers in the Canyon,
and plans for the expansion of the Metrolink Canyon Station and related pedestrian linkages to
the Kaiser Campus and transient oriented housing were moving forward. The Canyon Metrolink
Station would assist in the expansion of major businesses and job creators in the Canyon. One
such example, he explained, was the Kaiser Permanente campus, which at completion, would
employ about 1,200 people. The agency continued to manage the environmental challenges of
transforming the former landfills located at Lincoln and Beach into a shopping center that would
serve West Anaheim's residents. Community Development Department was largely known for
the physical improvements constructed and the economic development promoted within the
community. Those actions, he remarked, together with a wide variety of programs of services,
fostered a better quality of life for Anaheim's residents without placing any burden on the City's
general fund.
COMMUNTY SERVICES DEPARTMENT FY 2011112 BUDGET: Terry Lowe, Community
Services Director, reported his proposed budget was approximately $33 million with a general
fund draw of just over $18 million. Staff numbers reflected the loss of 73 full -time positions and
over 300 part-time positions since the economy declined. A $6 million reduction in the GF draw
for the next fiscal year was projected for a total reduction of $16 million since FY 2008/09.
He provided details on his department's performance indicators. The library numbers reflected
significant reductions in programming hours which translated to a small drop in performance.
Recreation programs cost recovery continued to expand, and it was anticipated that as the "Hi
Neighbor" program began to roll out across the city, the department would be developing new
relationships with residents throughout Anaheim resulting in more neighborhood -based events.
In spite of these challenging fiscal times, he remarked good things were happening in capital
improvements.
This year, he stated, the design process was completed on two ambitious projects that would
improve service and generate additional revenues to further reduce dependency on the general
fund. Replacing the operator and short term improvements provided by a new business partner
made a huge difference for Anaheim's tennis community at Boysen Park's Tennis Center.
Annual financial returns to the City, he remarked, improved significantly and completion of this
project would include the restoration of the historic Wagner House on State College. When
implemented, he added, the installation of synthetic turf at Glover Stadium would dramatically
reduce maintenance and water costs and increase the number of days the facility could be used
each week, resulting in better service for schools and residents and increasing revenues from
nonresidents and commercial users of that facility. Construction began on two major projects
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during this fiscal year; Founder's Park would showcase Anaheim's rich agricultural history while
preserving two historic homes and Anaheim's first landmark tree in a beautiful park setting,
scheduled for dedication next month. Anaheim Coves, scheduled for dedication in the fall, was
the result of eight years of planning, negotiating, and competing for grants to fund this nature
preserve in the middle of an urbanized area of Anaheim. The total cost for these projects, he
pointed out, exceeded $8 million with no City money expended for either of these projects.
Several large and small capital projects were completed his year, which include a revitalized
recreation center and restroom buildings at Twila Reid Park, the latest phase of renovation of
the Central Library was completed to include the balance of the first floor, a redesigned
administration area, new elevator and ADA compliant restrooms. The Ponderosa School and
joint use library was another example of the city working with other agencies to broker public
funds to do as much as possible for children and families of Anaheim. Another close working
relationship with Brookfield Homes created the award winning Colony Park, which in addition to
providing recreational space, featured public art highlighting Anaheim's relationship with the
Santa Ana River.
Mr. Lowe noted that supporting young people and linking families in crisis with resources that
promoted stability and self sufficiency was an important role for human services. Project Save
developed youth leaders, promoted safe school and neighborhoods, and provided healthy
alternatives to gangs, violence, and substance abuse. These programs, he added, were
designed to promote healthy lifestyles and lifelong learning for residents of all ages and abilities.
Anaheim's system of parks and facilities promoted health and recreation for tens of thousands
of participants and organized sports leagues for children and adults.
In a unique joint use agreement, the department also scheduled the athletic facilities of many
Anaheim school campuses, brokering additional open space for the benefit of residents.
Further collaborative efforts were supported by community and youth centers throughout the
city, and staff managed space for hundreds of non profit organizations that brought valuable
services to residents, in most cases, at no cost. Covering overhead cost for these
organizations, he emphasized, meant they could concentrate their resources on the delivery of
service to people of need in Anaheim. The safety of school and park facilities through the park
ranger program, resulted in hundreds of thousands of annual public contacts, mostly positive in
nature, provided staff with a close working relationship with the Police Department and kept the
system safe and free of anti - social behavior. The department also linked seniors -in -need to
many types of available services and to the administration of the senior meals transportation
program. Linking residents to each other was the responsibility of neighborhood services and
Mr. Lowe announced the department would take an active role in Hi, Neighbor program. He
noted that a long partnership with the faith -based community, resulted in greater opportunities
for children and families, increased volunteerism, and an informed community with
Neighborhood Services presenting a caring human face on government, listening to residents
and the four neighborhood districts worked with all city departments for resources that would do
the most good.
Anaheim's libraries had never been busier and in the past year with Mr. Lowe noting that 1.3
million visits resulted in 1.6 million books, DVD's and CD's with over 100,000 people
participating in cultural and literacy related events and 4,000 children taking part in the annual
summer reading program. He added that more than 200,000 hours of free internet access was
provided to 38,000 individual logons and the libraries were active, community gathering places
and safe havens for hundreds of children each day after school.
Anaheim, known as the city of parks, was a high priority of the department, maintaining these
assets for the safe enjoyment of all. The park system had great demands on it as population
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increased and rotational renovation schedules helped enable parks to bounce back from heavy
use, along with a rotational schedule of playground equipment replacement required for
changing governing safety standards. Planning for the future needs of residents was also a
high priority of community services. This was done by using citizen involvement with the master
planning process continuing the coming year for the major renovation of Ponderosa Park and a
large sports park site for the future residents of the Platinum Triangle. The dog park task force
helped staff identify specific locations throughout the city for future dog parks. Community
partnerships and events define the collaborative spirit of community services and with the many
partners reaching across streets, neighborhoods, and oceans to bring services to people in
need.
In spite of a tough economy, Mr. Lowe stated the golf courses continued to operate in the black
and as predicted, golfing was experiencing a slow, increasing trend in business with staff
making an active effort to increase the number of tournaments in both courses. At the same
time, working with contracted business partners, the department was marketing the amenities of
the courses, not only for golf outings but for food and beverage events that increased the annual
return to the GF. While profitable, he emphasized, Anaheim's home golf courses offered many
discounts and amenities for resident golfing as well as supporting local school golf teams and
the Tiger Woods Learning Center. Access to technology was also important for residents and
over the past few years, the department enhanced access to information and services in the
library and throughout the department. Additionally, online homework help for Anaheim
students helped them reach educational goals.
Since FY 2007/08, he pointed, out the department had received over $28 million for capital
construction and programming, almost exclusively through highly competitive grant programs.
This year almost $5 million in capital grants was secured to two projects: the Mira Loma
neighborhood would receive a badly needed park and a trails master plan would help to connect
various sections of the city together providing healthy and clean alternatives to driving. These
partnerships, he added, often translated into strong relationships with nonprofit organizations
and the business community and many of the programs now provided would not be possible
without this support. In libraries, volunteers helped reduce expenses, and many support groups
raised funds to enhance services. The local Target store could always be counted on to help in
the area of literacy and the arts. In the coming year, staff would continue the aggressive capital
campaign and improvement program; the Anaheim Coves and Founder's Park would be
completed and staff would begin design and construction on several other major projects.
This budget was balanced, he explained, on the target created to assist the city in eliminating
dependency on reserves and to react aggressively and responsibly to the economy and its
impact on city revenues. In keeping with this direction, Mr. Lowe pointed out, further reductions
in community services would need to be made over the next few months and staff was currently
evaluating additional restructuring in both the library and parks divisions in order to achieve this
mandate.
Council Member Galloway remarked on the high number of projects completed and /or
underway wondering if progress was ending due to the loss of park development fees
associated. Mr. Lowe responded that developer fees were slowing down, however, there were
a number of projects coming along such as Ross Park, Mira Loma Park which was funded, and
with the potential of state grants, a 10 -acre sport park near the Platinum Triangle was being
sought. Council Member Murray asked Mr. Lowe to elaborate on the department's partnerships
with non- profit agencies. He responded that at all of the youth and community centers, the
department counted on non - profits to maintain service levels through sports leagues and after
school programs, with approximately 70 different youth organizations involved. He noted the
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department's role shifted to brokering services and providing the facilities and overhead costs
for the nonprofits to bring their services to the community. Council Member Eastman
suggested the senior transport vehicles be identified as being used in Anaheim as a way to
market that program.
At 3:18 P.M., the adjourned regular meeting of June 7th was concluded and after a brief recess,
Mayor Tait called to order the regular meeting of June 14, 2011 at 3:29 p.m.
CONVENTION, SPORTS AND ENTERTAINMENT FY 2011/12 BUDGET: Tom Morton,
Convention, Sports and Entertainment Director, remarked the CSE operating budget for next
year reflected over $54 million which included the Anaheim Orange County Visitors and
Convention Bureau's (VCB) Tourism Improvement District (TID) funding. As an enterprise fund,
he stated, the Department was responsible for generating revenues to cover expenses and
supported 91 full -time employee positions (eight of which remained vacant) and 230 full -time
equivalents, down from 258 in the current year.
Convention Center - At the Anaheim Convention Center, in keeping with citywide
kindness initiatives, CSE adopted an operating philosophy known as the Anaheim Way. Above
each time -clock throughout the Center, this phrase was memorialized, "Treat everyone as you
would like to be treated, the Anaheim Way ". This philosophy, he emphasized, reflected in every
aspect of CSE's business model as to how to value and interact with clients, visitors,
employees, the community and the environment. To add to this Anaheim way philosophy, he
recounted the actions of Jorge Garcia, Convention Center employee, who demonstrated service
above and beyond as he assisted a mother injured in a traffic accident occurring when he was
on his way home from work.
For the current year, CSE anticipated closing with an occupancy percentage for prime exhibit
space at 56% with 31 city wide events. As background, a citywide event was an event that
covered multiple days and required at least 1,500 hotel rooms on any peak night and occupancy
percentage was the amount of exhibit hall square footage leased per day divided by the total
amount of square footage available over the course of the year. As a quick comparative, LA
Convention Center was looking to host 23 citywide conventions this year. The next fiscal year,
the department looked to increase occupancy with one less citywide event. This current year
the projection for attendance was just shy of 1,000,000, with 200 revenue producing events,
some of them having multiple days, which translated into 401 event days. With a "spend as we
earn" approach, this year, he explained, the department reduced overall operating expenses by
over $2.0 million or 8.7 %. Of that savings, he explained, $1.4 million was a reduction in labor
costs.
Anticipating hosting over 200 events for the coming year, in addition to annual full facility shows
such as NAMM, Medical Design, California Dental Association and Natural Products, the Center
welcomed other prestigious events including MLB All Star Fan Fest and the American Wind
Energy Association. Hosting these events, he pointed out, contributed to the economic well
being of the community, attracting visitors form around the world. In addition to the large shows,
the Center also hosted the local community with meetings, concerts, dances and sporting
events, providing entertainment and educational opportunities to the citizens of Anaheim and
Orange County and after a 30 year absence, he announced, Roller Derby had returned. In
addition, he stated, the Convention Center was awarded LEED certification, making Anaheim
one of only 14 convention centers in the country to hold this designation and the largest
convention center to ever attain this goal. The new "Green Zone" was also completed this
spring and staff was able to take food /table waste, convert it to compost and then provide this to
the landscape maintenance contractors for use in the Anaheim Resort.
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With federal funds, Mr. Morton indicated the department completed the first of two phases to
enhance the perimeter security of the Convention Center with work completed on the wall
surrounding much of the west side of the center and nearly 1,000 feet in length. A total of 16
new mechanical gates were installed to better control access and secure the Convention
Center.
For the upcoming fiscal year, Mr. Morton stated the Center would again host a diverse calendar
of events that included the return of the American Library Association and the National
Association of Realtors and continued to increase corporate bookings with events such as Intel,
Best Buy, and Harley Davidson as well as two full facility Microsoft events. On the consumer
show side, Disney's D23 Expo would be held this August with the popular Blizzcon show in
October. Finally, beginning this October, the arena would be the site for indoor soccer as
Anaheim's newest professional sports team, the Anaheim Bolts, opened.
In the months ahead, the Center had several key capital projects scheduled: 1) installation of a
new "Bose" sound system in the Arena, 2) installation of a new arena rigging system that would
substantially improve the safety of the rigging, 3) installation of a new energy - efficient, vibrant
display to the iconic Katella readerboard, 4) installation of a new "green garden roof' on the
Arena Box Office that would include an herb garden that would allow the on -site Chef to grow
herbs for the culinary operation, 5) completion of a re -cover of the Exhibit Hall C roof in
preparation for the Utilities Department solar array project, and 6) construction would begin on
Phase 2 of the federally funded security enhancement project.
Next year the development of the Grand Plaza would begin due to the efforts of the City, the
VCB and the hotel community as funding of this project was due to the creation of the Anaheim
Tourism improvement District. The Grand Plaza would create a pedestrian plaza with
approximately 100,000 square feet of outdoor programmable space and provide even greater
access to Anaheim's great year round climate and was anticipated to be completed by the end
of calendar year 2012.
Angel Stadium of Anaheim - The highlight of the 2010 Angels Baseball season was
Major League Baseball's All Star Game hosted in Anaheim for the third time. This mid - summer
classic included a week long list of events, including the Fan Fest, a 5K run, the Home Run
Derby, the Red Carpet Show and concluded with the 81 st All Star Game. Many of these events
supported charitable organizations and a substantial portion of the over $5 million raised
remained in Anaheim and Orange County. The crowning jewel of the charitable giving was the
MLB - Angels All -Star Complex at Pioneer Park. This joint effort between Major League
Baseball, the Angels Foundation and the City of Anaheim included the reconstruction of a youth
baseball and softball field and the inclusion a new Miracle League Field, which provided
opportunities for special needs children to play baseball.
While the Angels missed advancing to post- season play, he stated the Angels celebrated their
9th consecutive season with more than 3 million in ticket sales and exclusive club enjoyed by
only a few MLB teams. Total attendance in 2010 was 3,316,000, slightly above the
department's forecast for this year. Total threshold revenues of $1,439,000 fell shy of the
budget due primarily to a drop in attendance near the end of the season.
For the coming fiscal year, Mr. Morton noted, the Angels Baseball organization would celebrate
its 50th Anniversary. Year -long celebrations would take place, including special games with the
players wearing uniforms from years past. Once again, he remarked, the Angels forecast their
season ticket sales to surpass the 3 million ticket mark and if achieved, this would represent the
10th consecutive year with 3 plus million in tickets sold.
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Honda Center: The Honda center, Mr. Morton reported, continued its success as a
premier concert and sporting venue, holding 148 events this past year including 19 concerts
with attendance reaching 1.3 million. In 2010 the Center was ranked by Venues Today
magazine as one of the top five venues in the world. Anaheim Cucks had a successful season
with a record of 47/30 and advanced to the first round playoffs, with their post season play
ending in Nashville. In the coming year, the Honda Center was projecting 146 events with
attendance of almost 1.2 million and was looking forward to their 11/12 season in the hopes of
bringing the Stanley Cup back to Anaheim. He added the Ducks continued to have one of the
strongest ticket holder bases in the NHL. The 2011/12 concert event calendar looked strong
again, having announced a mix of world class entertainers across a wide spectrum of genres, a
venue, he emphasized, which looked poised to rank among the leaders.
NBA SPORTS FRANCHISE — Mr. Morton thanked Council for their recent efforts in clearing a
path to bring an NBA team to Anaheim and Orange County and to take this action without the
need for taxpayer funds or any financial or operational risk to the City or its general fund. With
NBA commissioner David Stern acknowledging Anaheim was a viable market, staff felt there
would be an opportunity for an NBA sports franchise in the future.
City National Grove: Mr. Morton reported the economic conditions continued to impact
the Grove's 2010 financial performance; however, the downturn was partially offset with the
successful negotiation of a five -year naming rights sponsorship with City National Bank, thus
renaming this venue to City National Grove of Anaheim. While slightly reduced from previous
year totals, the Grove continued its success hosting quality concerts and held 86 live
performances, 177 total events and welcomed 142,000 guests. Concert ticket sales and
attendance fell slightly from last year, but despite the dip in concerts, the venue's success was
validated when City National Grove received the coveted 1 st place honors on the "Best of the
OC Hotlist" as the Best Concert Venue. Additionally, Venue's Today Magazine ranked the
Grove fifth in the nation for concert venues with 2,000 or fewer seats. He pointed out while
economic factors were still present, the first quarter of 2011 showed improvement for the Grove
with improvement in both ticket sales and ancillary revenues, supporting the department's
outlook that slow recovery was ahead. Given this, the Grove was projecting to hold 182 events
in the upcoming year with an attendance of 147,000 guests.
Lastly, Mr. Morton reported, the department was again incorporating the Anaheim Orange
County Visitor and Convention Bureau's presentation this year. The VCB was involved in 545
area -wide bookings which accounted for 874,000 total room nights and generated an
attendance of 1.2 million, all of which generated almost $950 million dollars in direct and indirect
spending. Now that the VCB was funded through the Anaheim Tourism Improvement District,
this new funding source would provide additional marketing dollars for the bureau to bolster and
grow Anaheim's share of the convention and tourism business.
Council Member Galloway asked if the goal was to make money as an enterprise fund. Mr.
Morton responded the primary goal was to break even, while insuring there were capital
reserves to maintain the viability of those facilities. Anaheim had a policy in place that these
venues would be run as a business, to pay for operating costs as well as capital costs.
City Manager Tom Wood remarked Council had received a great deal of information on this
budget, starting with four budget workshops and two departmental presentations. In summary,
he stated, the City began the current fiscal year 2010/11 with the understanding there would be
a draw on reserves for the purpose of maintaining services in spite of pretty rough economic
circumstances, but it was understood that was not a sustainable option for the long term.
Council had provided a clear policy direction to reduce expenditures and develop a balanced
budget for FY 2011/12 and city staff working collectively took steps during the current year to
Council Meeting Minutes for meetings held on June 14, 2011
Page 20 of 28
move from a $51,000 a day loss to $11,000 a day. This new budget was balanced and would
not draw on reserves. He thanked staff for the concessions made and their support in providing
a balanced budget while still providing quality services. He added the Budget, Investment and
Technology Commission had reveiwed the budget on June 6th and unanimously recommended
its adoption.
PUBLIC COMMENTS ON FISCAL YEAR 2011/2012 BUDGET:
Mayor Tait opened the public hearing for comments and receiving none, continued the fiscal
year 2011/2012 budget public hearing to 5:00 P.M. when Council Item No. 28 (adoption of the
budget and budget appropriations limits) would be considered.
The City Council session was then recessed at 3:51 P.M., to reconvene again at 5:05 P.M.
Invocation Pastor Mike Hammontre, Knott Avenue Christian Church
Flag Salute: Mayor Pro Tern Sidhu
Acceptance of Other Recognitions (To be presented at a later date):
Recognizing Iry Pickier on his service to the community
Mayor Tait recognized Mr. Pickier, a great leader in the community, having served as a council
member and Director of OCWD, a World War II veteran, congratulating him on his 90 birthday.
Recognizing El Rancho Charter School students for their African water well
project
Donna Thompson, PE Teacher, El Rancho Charter School, thanked Council for recognizing
students who successfully funded a well in Uganda serving 3,000 people who had lived without
direct water access for 30 years. Their project entitled "Fitness for Self, Service for Others ", she
explained, was a remarkable accomplishment by these students.
At 5:17 P.M., Mayor Tait called to order the Anaheim Redevelopment Agency (in joint session
with the Anaheim City Council).
ADDITIONS /DELETIONS TO THE AGENDAS: None
PUBLIC COMMENTS (all agenda items, except public hearings):
Cecil Corkin Jordan, resident, discussed gang activity and encouraged the Hi, Neighbor
initiative.
Bob McClellan, Anaheim Fire Department, opposed the removal of one fire unit from Fire
Station No. 8 by adoption of the City's budget. He explained the reason paramedic assistance in
Anaheim had a successful treatment rate directly related to response times and removing fire
units from service impacted those response times.
George Wrangle, Anaheim Fire Department, stated that removal of a fire unit from Station 8 did
have an impact on services and the labor association was still willing to meet and come up with
other solutions to the budget deficit. He asked Council to accept the concession offer with a
contract extension at zero cost to the City, retain Engine 8 and help keep cardiac arrest save
rates high.
Council Meeting Minutes for meetings held on June 14, 2011
Page 21 of 28
William Fitzgerald, Anaheim Home, offered disparaging comments towards Anaheim firefighters
and elected officials.
Joe Gutierrez, resident, urged Council to reconsider the proposal to eliminate engine #8 from
service, stating it was the second fire company to be eliminated in two years and would
ultimately have an impact on fire protection.
Daniella Boyso, Chaparral Park student, stated the Brentwood and Broadway intersection
needed a traffic signal to cross the street citing public safety issues. Director Natalie Meeks
would meet with Ms. Boyso and look into this concern.
Jeff Slagert, resident, opposed the removal of a fire unit in Station 8, citing various statistics
regarding the Fire Department's infrastructure and employees since 1979 to the present, and
expressing concern for the need to address escalating population in year 2014
Jeff Aranoa, Chamber of Commerce, thanked Council and staff for their thorough analysis of the
issues and the need to make tough decisions to balance the budget. He indicated the Chamber
continued to support Council's action and would capitalize on opportunities to benefit the city.
At 5:31, the City Council session was recessed to consider the Redevelopment Agency agenda,
to reconvene again at 5:32 p.m.
CONSENT CALENDAR: Mayor Tait removed Item No's. 3 and 20 for further discussion and
reported he would abstain on Item No. 19 due to a potential conflict of interest as his
engineering firm has done some work for the County of Orange. Council Member Murray pulled
Item No. 5. Mayor Pro Tern Sidhu moved to waive reading in full of all ordinances and
resolutions and to adopt the balanced consent calendar in accordance with the reports,
certifications and recommendations furnished each council member and as listed on the
balance of the consent calendar, seconded by Council Member Galloway. Roll Call Vote: Ayes
— 5: Mayor Tait and Council Members: Galloway, Eastman, Murray and Sidhu. Noes — 0.
Motion Carried
D117 4. Approve the investment Portfolio Report for May 2011.
6. Determine, on the basis of the evidence submitted by BRE Properties, Inc., that the
property owner has complied in good faith with the terms and conditions of Development
AGR -3504 Agreement No. 2005 -00001 for the 2010 -2011 review period for the development of a
320 -unit apartment project located at 1515 East Katella Avenue within the Platinum
Triangle.
7. Determine, on the basis of the evidence submitted by K/L Anaheim Properties I LLC and
K/L Anaheim Properties II LLC, that the owner has complied in good faith with the terms
AGR -5230 and conditions of Development Agreement No. 2008 -00002 for the 2010 -2011 review
period for the development of a condominium complex, office building and hotel located
at 915 East Katella Avenue within the Platinum Triangle.
8. Authorize the Purchasing Agent to issue purchase orders, in an amount not to exceed
D180 $4,437,000 (plus applicable taxes), for various City vehicles and small equipment.
9. Award the contract to the lowest responsible bidder, International Line Builders, Inc., in
the amount of $1,518,606.75, for the Underground District No. 58 (Imperial Highway)
electrical utility construction project and authorize the Finance Director to execute the
AGR -679s Escrow Agreement pertaining to contract retentions.
Council Meeting Minutes for meetings held on June 14, 2011
Page 22 of 28
10. Award the contract to the lowest responsible bidder, Marina Landscape, Inc., in the
amount of $469,439.50, for the Anaheim Coves landscape planting and two year plant
AGR -6796 establishment project and authorize the Finance Director to execute the Escrow
Agreement pertaining to contract retentions.
11. Award the contract to the lowest responsible bidder, Asplundh Construction Corporation,
in the amount of $4,555,722.37, for the Underground District No. 53 (La
AGR -6797 Palma /Brookhurst) electrical and telecommunication utility construction project and
authorize the Finance Director to the Escrow Agreement pertaining to contract
retentions.
12. Approve a Right of Entry and License Agreement with the Downtown Anaheim
AGR -6798 Association for the purpose of conducting a certified farmer's market at the Ponderosa
Park Family Resource Center.
13. Approve a License Agreement with Western Youth Services for the continued use of
Manzanita Park Family Resource Center for administrative offices and program space
AGR - 3194.E as a part of the County of Orange Social Services grant program.
14. Approve Cooperative Agreement C -1 -2468 with the Orange County Transportation
AGR - 1482.E Authority for the City to fund the Senior Mobility Program for a term of five years.
15. Approve a Acquisition and Funding Agreement with the City of Anaheim Community
Facilities District No. 08 -1 and Avalon Bay Communities, Inc., for the City to acquire
public facilities for a purchase price not to exceed $618,304 and authorize and direct the
AGR -6799 Director of Public Works to approve request(s) for payment in accordance with
provisions of the Agreement and Exhibit B and to take all necessary actions to
accomplish the purposes of the Agreement.
16. Approve the Fifth Amendment to Agreement with AECOM for additional design services
for the Gene Autry Way (West) Highway /1 -5 interchange project and authorize an
AGR -2754 increase in the Public Works Department expenditure appropriation for fiscal year
2010/11 by $558,532.
17. Approve the Final Map and Subdivision Agreement with Anloara 2010, LLC for Tract No.
AGR -6800 17393 located at 2248 S. Loara Street.
18. Approve the Final Map and Subdivision Agreement with Donovan Anaheim, LLC for
AGR -6801 Tract No. 17387 located at 851 and 951 S. Western Avenue.
19. Approve the Notice of Intent with the County of Orange for animal care and shelter
AGR- 1457,K,o. 3 services for the period of July 1, 2011 through June 30, 2012.
An abstention was recorded for Mayor Tait on this item due to a potential conflict of
interest as his firm had prior business with the County of Orange.
21. RESOLUTION NO. 2011 -083 A RESOLUTION OF THE CITY COUNCIL OF
8100 THE CITY OF ANAHEIM authorizing the destruction of certain city records more than
two years old (Public Works).
22. RESOLUTION NO. 2011 -084 A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM concerning the status of the circulation element of the General
R100 Plan for the City of Anaheim.
Council Meeting Minutes for meetings held on June 14, 2011
Page 23 of 28
23. RESOLUTION NO. 2011 -085 A RESOLUTION OF THE CITY COUNCIL OF
D106 THE CITY OF ANAHEIM approving the amount of the park -in -lieu fee for the Platinum
Triangle Area and rescinding Resolution No. 2010 -093.
24. RESOLUTION NO. 2011 -086 A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM approving the amount of the park -in -lieu fee and rescinding
D106 Resolution No. 2010 -094.
25. ORDINANCE NO. 6215 (ADOPTION) AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM amending Chapter 4.95 of Title 4 of the Anaheim Municipal
M142 Code pertaining to false alarms (introduced at Council meeting of June 7, 2011, Item No.
21).
RESOLUTION NO. 2011 -087 A RESOLUTION OF THE CITY COUNCIL OF
8100 THE CITY OF ANAHEIM adopting a schedule of fines for false alarms pursuant to
Section 4.95.120 of Title 4 of the Anaheim Municipal Code.
26. ORDINANCE NO. 6216 (ADOPTION) AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM (i) approving Development Agreement No. 2010 -00005 by
AGR -6802 and between the City of Anaheim and RRM Properties, LTD., (ii) making certain findings
related thereto, and (iii) authorizing the Mayor to execute said agreement for and on
behalf of the City (DEV2010- 00182; introduced at Council meeting of June 7, 2011, Item
No. 25).
END OF CONSENT CALENDAR:
3. Receive and file the Budget, Investment and Technology Commission recommendation
letter dated June 6, 2011, correspondence from the South Coast Air Quality
B105 Management District dated June 1, 2011 related to the 2010 Annual Report on the AB
2588 Air Toxics "Hot Spots" Program, Community Services Board minutes of April 14,
2011 and May 12, 2011, Budget, Investment and Technology Commission minutes of
April 20, 2011 and Cultural and Heritage Commission minutes of April 21, 2011.
Mayor Tait asked staff to reply to earlier comments made during oral communications. Mr.
Wingenroth stated that this year, the City would be cutting about $14.5 million in expenses. At
the beginning of the year, there was a loss of $51,000 a day, and that loss now reflected
$11,000 a day. When the FY 2011/12 budget was passed, it would be balanced. There would
be no draw and the departments were challenged to make cuts across the board and it was
each department head's responsiblity to make cuts with the least impact on services. He asked
Chief Bruegman to reiterate why a fire unit was being removed from his budget as part of the
overall budget reductions. Chief Bruegman responded that a unit would be taken out of service
in an area that only had four additional remaining units, but the fact was, after very thorough
analysis, this change would have the least impact on the fire system. He explained that area
had the least call volume and when unit availability, impact on first response times, impact on
effective fire force, (the assembling of 16 firefighters including a chief officer was analyzed;
Station 8 had the least impact on the system. He added his job was to provide Council with a
recommendation that had the least impact based on calls experienced in the past as these calls
were a relative predictor of what would be experienced in the next 2 -3 years unless there was
some type of significant transition of population in that area which was not anticipated. He
added staff felt this was the most prudent strategy at this point in time and that no firefighters
would be laid off. The firefighters in that unit would be placed in the relief pool and used to
cover positions vacated everyday because of vacation, sick leave, etc. which would help to
Council Meeting Minutes for meetings held on June 14, 2011
Page 24 of 28
reduce overtime through the next year to make up that $1.9 million reduction needed in the Fire
Service budget. Essentially, he explained, the department was reducing overtime and since
there were already three positions remaining vacant in the next fiscal year, there was a
projected $1.3 million in the overtime expense. He added it was tough to cut $15 million out of a
budget without laying off employees, especially when the benefit cost per firefighter had gone
up dramatically. He explained the average cost of pay and benefits for a public safety employee
was $180,000.
Council Member Sidhu moved to approve Item No. 3, seconded by Council Member Eastman.
Roll Call Vote: Ayes — 5: Mayor Tait and Council Members: Eastman, Galloway, Murray and
Sidhu. Noes — 0. Motion Carried.
5. Adopt an `oppose position' to Senate Bill 34 (Simitian), California Water Resource
Investment Act of 2011, a bill that would impose a new tax on the use of water.
Marcie Edwards, Public Utilities Department, reported staff was recommending Council adopt
an opposed position to SB 34 which would require a public goods charge on water use. The
state continued to look for new funding streams and this proposed bill, she explained, would
provide a new funding stream by collecting a user fee or a new tax on water users to be
redistributed to state and regional entities. Given the current bill language, she reported, there
was little assurance that those paying the tax, water rate payers, would receive commensurate
benefits or even if this money would go solely to water related programs. A recent draft of the
bill dropped the language regarding how large a tax, preferring to fill that in later. But an initial
bill draft indicated an amount for Anaheim that would roughly equal to a 15 percent water rate
increase. Even though this is a two year bill, Mayor Tait suggested the City go on record early
in the process that Anaheim opposed this type of method to raise funding for the state. Any
increases in water rates should have a direct and equivalent benefit to Anaheim customers and
this bill does not and staff recommended this formal opposition to SB 34 with a letter to be sent
outlining the basis for that opposition.
Council Member Murray remarked this was a piece of legislation that would dramatically impact
the cost of water and moved to approve Item No. 5, seconded by Council Member Eastman.
Roll Call Vote: Ayes — 5:Mayor Tait and Council Members: Eastman, Galloway, Murray and
Sidhu. Noes - 0. Motion Carried.
20. RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM amending Resolution No. 2010 -008 for the purpose of
modifying those classifications designated as Administrative Management.
RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF
D154 THE CITY OF ANAHEIM amending Resolution No. 2010 -009 for the purpose of
modifying those classifications designated as Middle Management.
RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM amending Resolution No. 2010 -010 for the purpose of
modifying those classifications designated as Supervisory Management.
RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM amending Resolution No. 2010 -011 for the purpose of
modifying those classifications designated as Professional Management.
RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ANAHEIM amending Resolution No. 2006 -032 for the purpose of
modifying those classifications designated as Police Safety Management.
Council Meeting Minutes for meetings held on June 14, 2011
Page 25 of 28
Mayor Tait requested this item be continued to the meeting of July 12, 2012. Mayor Pro Tern
Sidhu moved to continue the item, seconded by Council Member Eastman and the motion was
unanimously approved.
21. Consider appointments /re- appointments to city Boards and Commissions where those
terms expire June 30, 2011, make an appointment to fill an unscheduled vacancy on the
Housing and Community Development Commission, term to expire June 30, 2012, and
B1050 continue (re)appointments to the Sister City Commission and Community Center
Authority. All scheduled vacancies will be for a term of four years, expiring June 30,
2015.
Motion Continue appointments to the Sister City Commission and Community
Center Authority.
Council Member Eastman requested this item be continued to the meeting of July 12, 2011.
Without objection, Item 21 was continued to July 12, 2011.
Budget, Investment and Technology Commission:
[Re]Appointment:
(Incumbent, Austin Trevor)
Community Services Board:
Appointment:
(vacancy of Patricia Pina)
[Re]Appointment:
(Incumbent, Anca Trifa)
Cultural and Heritage Commission:
[Re]Appointment:
(Incumbent, Kelly Castillo)
[Re]Appointment:
(Incumbent, Alkamalee Jabbar)
Housing and Community Development Commission:
Appointment: (term ending June 30, 2012)
(East District; unscheduled vacancy of Bobby McDonald)
Appointment: (term ending June 30, 2015)
(West District; vacancy of Everado Nava)
Appointment: (term ending June 30, 2015)
(Tenant Member; vacancy of Constantine Proussalis)
Library Board:
[Re]Appointment:
(Incumbent, Linell Mathisen)
Park and Recreation Commission:
Appointment:
(vacancy of Donald Baldwin)
[Re]Appointment:
(Incumbent, Mike Brennan)
Council Meeting Minutes for meetings held on June 14, 2011
Page 26 of 28
Planning Commission:
[Re]Appointment:
(Incumbent, Peter Agarwal)
Appointment:
(vacancy of Joseph Karaki)
Public Utilities Board:
[Re]Appointment:
(Incumbent, Jordan Brandman)
Appointment:
(vacancy of Lon Cahill)
PUBLIC HEARING:
D106
28. Continued public hearing to consider approval of the fiscal year 2011/2012 budget and
budget appropriations limit for the City and its Community Facilities Districts.
Mayor Tait opened the public hearing.
William Fitzgerald, Anaheim Home, opposed a variety of issues related to the budget, elected
officials and staff and in his opinion, Disney Corporation's negative impacts to the community.
With no other comments offered, Mayor Tait closed the public hearing.
Council Member Eastman read a memorandum by the chairman of the Budget Commission,
emphasizing staff's outstanding job in pulling together this balanced budget and thanking staff
and employees for the efforts to reduce costs and build a balance budget with adequate
reserves in these difficult times. The budget recommended by the Budget, Investment and
Technology Commission was balanced while maintaining level of service residents expected,
achieved through cost reductions and cooperation of the city employee labor units. The
challenge in the coming years would be to maintain a balanced budget while continuing to face
the rising costs of employee benefits and he believed the fiscal challenges of today required
looking beyond traditional thinking and seeking new ways to reduce costs.
Each member of the Council thanked staff and employees for their efforts in bringing a
balanced budget to council. Council Member Eastman to approve RESOLUTION #2011 -088
OF THE CITY OF ANAHEIM, adopting the FY 2011/12 budget, RESOLUTION #2011 - 089 OF
THE CITY OF ANAHEIM adopting the annual appropriations limit for the FY 2011/12,
RESOLUTION # 2011 -090 OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the
Community Facilities District No. 1989 -1 (Sycamore Canyon) annual appropriations limit for the
fiscal year 2011/12, RESOLUTION # 2011 -091 OF THE CITY OF ANAHEIM, CALIFORNIA,
adopting the Community Facilities District No. 1989 -2 (The Highlands) annual appropriations
limit for the fiscal year 2011/12, RESOLUTION # 2011 -092 OF THE CITY ANAHEIM,
CALIFORNIA, adopting the Community Facilities District No. 1989 -3 (The Summit) annual
appropriations limit for the fiscal year 2011/12, RESOLUTION # 2011 -093 OF THE CITY OF
ANAHEIM, CALIFORNIA, adopting the Community Facilities District No. 06 -2 (Stadium Lofts)
annual appropriations limit for the fiscal year 2011/12, RESOLUTION # 2011 -094 OF THE
CITY OF ANAHEIM, CALIFORNIA, adopting the Community Facilities District No. 08 -1
(Platinum Triangle) annual appropriations limit for the fiscal year 2011/12; , seconded by
Council Meeting Minutes for meetings held on June 14, 2011
Page 27 of 28
Council Member Galloway. Roll Call Vote: Ayes — 5: (Mayor Tait and Council Members:
Eastman, Galloway, Murray and Sidhu.) Noes — 0. Motion Carried.
A. RESOLUTION NO. 2011 -088 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM adopting the fiscal year 2011/12 budget.
B. RESOLUTION NO. 2011 -089 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the annual appropriations
limit for the fiscal year 2011/12.
RESOLUTION NO. 2011 -090 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the Community Facilities
District No. 1989 -1 (Sycamore Canyon) annual appropriations limit for the fiscal
year 2011/12.
RESOLUTION NO. 2011 -091 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the Community Facilities
District No. 1989 -2 (The Highlands) annual appropriations limit for the fiscal year
2011/12.
RESOLUTION NO. 2011 -092 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY ANAHEIM, CALIFORNIA, adopting the Community Facilities
District No. 1989 -3 (The Summit) annual appropriations limit for the fiscal year
2011/12.
RESOLUTION NO. 2011 -093 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the Community Facilities
District No. 06 -2 (Stadium Lofts) annual appropriations limit for the fiscal year
2011/12.
RESOLUTION NO. 2011 -094 A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF ANAHEIM, CALIFORNIA, adopting the Community Facilities
District No. 08 -1 (Platinum Triangle) annual appropriations limit for the fiscal year
2011/12.
Report on Closed Session Actions: None
Council Communications:
Council Member Murray spoke about the Anaheim Colony Cares Red Cross Blood drive held on
June 14th and the upcoming Annual Eli Home Caribbean Night fundraiser to be held on July
16' She acknowledged the students of El Rancho Charter School who raised $10,000 to serve
a community in Africa, remarking it was uplifting event. She also spoke about a recent tragedy
involving a child and sent her condolences to the family.
Council Member Galloway provided information about her attendance at the groundbreaking of
the new Kaiser Permanente parking structure, which had received a Silver LEEDS award and
scheduled for opening by December 2012. She announced the June 16the Customer
Appreciation event and OCTA's Dump the Pump event to be held on that date at the Anaheim
train station. She also recognized city employee, Ariel Vicuna, Public Works.
Mayor Pro Tem Sidhu spoke about the success of Annual Free Health Fair held on June 12th
congratulating all the hard working volunteers who provided over 400 blood tests, 70 EKG's,
100 PAP smears, 180 mammograms. He also thanked the many partners and sponsors,
doctors, specialists and translators that made this event so successful. He also announced the
Council Meeting Minutes for meetings held on June 14, 2011
Page 28 of 28
upcoming OC Job Fair to be held on June 15. Jobs offerings would be diverse and a wide
variety of businesses and industries would be available to job seekers.
Council Member Eastman announced the Thomas Edison School Build Day event scheduled for
June 18 and 25 and Anaheim Historical Society Founder's Park grand opening banquet to be
held on June 25. She added volunteers were needed for the school build days and encouraged
the community to participate.
Mayor Tait thanked staff for their work on the budget and his colleagues for passing a difficult
budget unanimously. He had attended the Flag Day ceremony and the student essay contest in
conjunction with the ceremony and remarked on the success of the annual Health Fair
promoted and encouraged by Mayor Pro Tern Sidhu. He announced the launch of the Hi
Neighbor Initiative which would begin with a series of community meeting to be hosted with
Chief Welter and Chief Bruegman from on June 20 at the Brookhurst Community Center, June
21S at the East Anaheim Community Center, and June 22 "d at the Downtown Community
Center. These meetings would explain how to be an active neighbor, keep everyone safe,
prepared and connected to one another. Anaheim residents would be able to find resources
they need to get involved in the future of the community.
Adjournment:
At 6:44 P.M., Mayor Tait adjourned the June 14, 2011 City Council meeting, remarking the next
scheduled meeting was July 12, 2011.
Res ttully submitted,
Linda N. Andal, CIVIC
City Clerk