Item 08 - Discussion and Possible Adoption of 2025 City Council Goals

Item No. 8

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Chris Mann, City Manager
SUBJECT: Discussion and Possible Adoption of 2025 City Council Goals RECOMMENDATION:

That the City Council adopt goals for the 2025 calendar year as presented.

BACKGROUND/DISCUSSION:

The purpose of the City Council's annual goal setting is to clearly identify and adopt a list of agreed upon priorities for the year. Once adopted, these goals will help guide the Council and staff to ensure that time and other resources are allocated in a manner consistent with the Council's shared objectives for the City. A matrix of the City Council's prior year goals will be presented to review and track progress.

This process does not result in a comprehensive list of specific projects (that level of detail will be . contained in the draft budget for Fiscal Year 2025-2026), but rather a set of broad goals. Setting goals for the organization is a responsibility of the City Council, while achieving those goals through the establishment and execution of specific objectives is more appropriately the role of the City Manager and staff.

Based on input from council members and staff, the presentation will identify several proposed goals for consideration. Staff recommends that the City Council discuss these proposed goals, along with any others that are of importance to members of the Council, and adopt a list of goals for the 2025 calendar year.

FISCAL IMPACT:

No fiscal impact at this time. However, adopted goals will help to inform the development of the budget for Fiscal Year 2025-2026.

Attachments:

1. 2024 Adopted Goals

2. 2024 Goals Status Report
2025 Goals Presentation

ATTACHMENT 1

3.) Establish and Implement a Plan to Correct the 6) Focus on Completion of Current Projects; Structural Budget Deficit Devise Long -Range CIP Strategic Plan 2) Enhance Public Safety & Reduce 7) Seek Economic Development while Preserving Homelessness Yucaipa's Unique, Rural Feel
3) Improve Road Maintenance &Traffic
Congestion
4) Expand Communications / Public Engagement
/ Transparency Efforts
5) Increase Revenue Generation to Offset Costs
of Community Services and Development
Services Functions; Move Toward Full Cost
Recovery for Festivals and User Fees
8) Continue Updating the Municipal Code
g) Establish Five Winds Ranch / El Dorado Park
Master Plan
io) Bolster Risk Management by Providing Safety
Trainings, Safety inspections, and Requiring
Proper Certifications

3.i) Enhance Taxpayer -Friendly Approach

ATTACHMENT

2024 Goals:

Goal #
2024 City Council
Goals Status Report
Goal
1 Establish and Implement a
Plan to Correct the
Structural Budget Deficit
Status
Entering Fiscal Year 2025, the City faced
a projected $15 million budget deficit,
based on preliminary budgetary input
from all City departments. Realizing how
unfeasible this deficit was, City
Administration implemented short-term
cost -saving actions such as freezing
vacant positions, deferring the
replacement of fire apparatus, postponing
maintenance projects, and delaying the
creation of new positions. These steps
reduced the projected deficit from $15
million to $7.3 million. With this
groundwork laid, the City turned its
attention to implementing a plan to
correct the deficit.

City staff in the Government Affairs and
Finance Departments launched a
rigorous analysis of revenue generation
options and potential spending cuts to
chart a path towards financial stability.

To alter the course of the deficit, staff
recognized that significant new revenue
streams would need to be added, or cuts
to services would need to be made.

Ultimately, staff implemented a plan to
resolve the deficit on the revenue side.

Revenue options implemented included a

Goal # Goal Status
1 Establish and Implement a
Plan to Correct the
Structural Budget Deficit
city sales tax, renegotiated solid waste
hauling franchise fees, modified sports
field use agreements, and moving closer
to full cost recovery for community
services programs like festivals.

In early June, a town hall meeting was
held with City Council and the
community to discuss the budget deficit
as well as the options to resolve it. Later
that month, City Council approved to
increase the franchise fees with the
City's contracted waste hauler, Burrtec.

This approval resulted in an additional
$2.2 million of revenue. Additionally,
City Council approved to add a 1 % sales
tax, Measure S, to the General Election
in November. Measure S was projected
to bring in an additional $6 million in
revenue each year. During the
subsequent months leading up to
November, the City embarked on an
education campaign to ensure voters
understood the decision before them.

Ultimately, voters approved Measure S
by over 60%.

These revenue strategies, combined with
the earlier cost -saving measures, were
instrumental towards sustaining City
service levels and preventing cuts to
public safety; but the work is not done.

City staff are expecting to see sizeable
increases in the police and fire contracts
as staffing requirements, staff schedules,
and salary negotiations are taking place
countywide. In other words, contractual

Goal #
1 Goal #
2 Goal Status
Establish and Implement a costs for public safety services will rise Plan to Correct the with no changes to the number of boots Structural Budget Deficit on the ground.

For FY 2025/2026, the City will deliver
a balanced budget and will continue to
explore innovative revenue solutions and
cost -saving measures to ensure long-term
fiscal stability and the preservation of
essential services for the community.

Goal Status
Enhance Public Safety & The City has made significant strides in Reduce Homelessness enhancing public safety through strategic investments, innovative initiatives, and
collaborative partnerships. By
prioritizing and investing in equipment,
providing comprehensive training
programs for first responders, and
funding specialized enforcement
operations, the City has strengthened its
ability to protect residents and address
community concerns. Additionally, the
implementation of targeted special
projects aimed at risk mitigation has
further bolstered public safety, ensuring
a proactive approach to reducing
potential hazards.

Yucaipa PD
• Conducted 24 additional City
funded SOP enforcement
operations to address homelessness
and quality of life issues.
• Conducted a very successful grant
funded, Operation Consequences,
resulting in the collection of dozens

Goal #
2 Goal Status
Enhance Public Safety & of illegal firearms and a large Reduce Homelessness number of arrests.
• The SOP team has made over 750
contacts with homeless individuals
and over 300 vacant property
checks.
• Invested in 9 additional License
Plate Recognition cameras that
integrate with a national database
which provides real-time alerts on
stolen vehicles, amber alerts, etc.
• Added and/or upgraded over 20
surveillance cameras at City
facilities and parks.
• Conducted over 9 enhanced traffic
enforcement operations which were
grant funded through the California
Office of Traffic Safety.
• Conducted a full-scale active
shooter response exercise for all
surrounding law enforcement and
fire personnel in partnership with
YCJUSD.
• Participated in three multi -agency
mobile home park inspections.
• Funded and sent entire SOP team
to human trafficking investigators
school.
• Implemented body cameras for
Code Enforcement Officers to
enhance transparency and
accountability.

Yucaipa Fire
• Received a Heavy -Duty YFD
Chipper for city hazard fuel
reduction projects using an Inland

Goal #
N
Goal Status
Enhance Public Safety & Empire Resources Conservation
Reduce Homelessness District grant. YFD held 2
community wide chipping days and
completed several hazardous
fuel reduction projects.
• Partnered with Red Cross to
provide 106 Smoke Detectors at
Lakeview MHP during a Sound the
Alarm event.
• Replaced outdated Body Armor
PPE and Active Shooter treatment
kits for all Fire Department
Personnel.
• Replaced all YFD mobile and
handheld radios which had become
obsolete and unrepairable to State
(FIRESCOPE 2024) and Federal
(P25) Compliant radios.
• Expanded citywide AED program
with the addition of a new AED in
the Yucaipa Library.

In July, the City entered into a revised
automatic aid agreement with the City of
Calimesa to include automatic aid
responses for emergency medical and
rescue incidents. The previous agreement
only allowed for automatic aid during a
structural or vegetation fire response.

With the new agreement in place,
residents in both cities benefit as it
enables the closest available resource to
respond to an emergency regardless of
the City boundary.

In December 2023, the San Bernardino
County Board of Supervisors awarded

Goal #
2 Goal Status
Enhance Public Safety & the ground ambulance services contract Reduce Homelessness to CONFIRE EMS and Mobile Health.

To reduce response times and ensure that
CONFIRE is strategically positioned
within Yucaipa, the City entered into a
lease agreement with CONFIRE &
Priority Ambulance to lease the facility
at 34282 Yucaipa Boulevard. This is a
temporary location as the City continues
to work with CONFIRE to secure a
permanent location in Yucaipa.

Currently, the award of the contract to
CONFIRE EMS is being challenged in
court by the previous provider, AMR.

City Manager Chris Mann was asked to
join the negotiation team to hopefully
resolve this lawsuit. He is one of only
two City Managers throughout San
Bernardino County that were asked to be
on the team.

City Projects
• Completed the replacement of the
Dunlap Boulevard bridge over
Wilson Creek to complete the
FEMA process to remove over 450
properties from the floodplain
resulting in a significant reduction
to flood risk in the Dunlap area.
• Adopted an updated to the Safety
Element of the General Plan —
included additional policies for fire
department access / protection,
equipment funding, and evacuation
route mapping.

Goal #
2 Goal #
3 Goal Status
Enhance Public Safety & • Completed emergency repair and Reduce Homelessness .debris removal work associated
with E1 Dorado fire and post -fire
debris flows, resulting in decreased
flooding risks.

Goal Status
Improve Road Maintenance The City has taken an aggressive & Traffic Congestion approach to improve the road network within the City. This year, with the
adoption of the FY2024/2025 Pavement
Management Program (PMP) the City
committed a record $4.1 million for
street pavement rehabilitation and
repairs. This is the largest PMP
investment in the City's history. What's
more, it cost the General Fund nothing,
as it was made up entirely of restricted
funding. During this last year, multiple
contracts were awarded to complete a
variety of street maintenance projects
which improved the pavement condition
of many different street segments within
the City. In addition, the City has
enhanced the Public Works pothole
repair efforts by adding an additional
full-time staff position and implementing
new technology and materials for
pavement repairs.

To ease traffic congestion and improve
safety, several near -term and long-term
actions have been taken. In January, new
speed limits were established for certain
streets after an Engineering and Traffic
Survey were completed. Several traffic
signals received updates to their

Goal # Goal
Status
3 Improve Road Maintenance
& Traffic Congestion
Goal # Goal
4 Expand Communications /
Public Engagement /
Transparency Efforts
equipment to enhance the signal
coordination along Yucaipa Boulevard
and Oak Glen Road. In addition, capacity
enhancing transportation projects have
been completed to improve traffic
circulation along County Line Road and
Avenue E. This included widening and
intersection improvements along some of
the City's busiest transportation
corridors.

Long term, in newer Specific Plans, the
City has amended roadway standards to
encourage slower speeds and to reduce
the square footage of roadways required
to be maintained.

Status
The City has considerably expanded its
communications, public engagement, and
transparency efforts to strengthen
connections with the community and
ensure residents are informed and
involved.

Public engagement
The City has held approximately 15 town
hall style meetings and community
presentations on a variety of topics,
including the Wine Country Specific
Plan, the budget deficit, Measure S (the
1 % sales tax), and with recently
appointed Councilman Bob Miller.

Earlier in the year, City Council and
residents were given a tour of the City

Goal # Goal Status
4 Expand Communications / streets to view various street conditions Public Engagement / and to learn how streets are prioritized in Transparency Efforts the Pavement Management Plan.

A pop-up booth at Winterfest was
operated by our community development
team to engage residents and gather
feedback on upcoming planning
initiatives.

Led by the City Clerk's office, staff
hosted over 50 students from
Competitive Edge Charter Academy to
meet the Mayor, learn about the basics of
City governance, share their vision with
the City Planning department and touch -
a -truck with the Yucaipa Fire
Department.

Expanded Communications &
Transparency Efforts
The City is modernizing its
communications by reaching residents
where they receive information, and in
the ways they digest information, today.

This has necessitated a shift toward
video and graphic content. In August,
the City launched the Yucaipa 360
Podcast to offer a media format that
facilitates in-depth discussions about
City issues and news. The podcast also
offers additional content generation
opportunities to build engagement on
social media channels. Since its debut in
September 2023, 10 episodes have been
released which have over 6100 views on

Goal #
El
Goal Status
Expand Communications / YouTube and 650 downloads on podcast Public Engagement / streaming platforms.

Transparency Efforts
Throughout the year, several special
meetings have been held with City staff
in which City Council was provided with
an overview of the functions and
operations for each City department.

In addition, several video productions
have been created and released. These
include:
• The "Walk with the Mayor" series
which provided updates and
answered the "why" on topics such
as saturation patrols, the Yucaipa
Boulevard onramp, and Wildwood
Canyon Road safety enhancement.
• The "Yucaipa at a Crossroads"
video which delved into the City's
finances and other issues.
• The "Yucaipa Homeless Strategic
Plan — A Success Story" video
which discussed the successes and
positive impacts of the Homeless
Strategic Plan,
• The "Line Fire Update" by Chief
Malinowski,
• The "Lets Talk Trash" video by
City Manager Chris Mann
• Video tutorials to assist residents
with navigating the City's new
permitting software system.

During initial community discussions on
the budget deficit, the City released the
Financial Fixer Tool as means of

Goal #
N
Goal #
5 Goal Status
Expand Communications / engaging the community and soliciting Public Engagement / feedback on preferred options to generate Transparency Efforts revenues or cut services.

Starting FY25, the City implemented an
online budget book which offers an
accessible way for residents to review
financial information.

The City also developed and
implemented the Community Feedback /
Complaint Form, as well as the City's
response process. These forms are
available to the public at City Hall and
are also on the website.

Goal
Status
Increase Revenue
The Community Services Department
Generation to Offset Costs
has made significant progress in
of Community Services and
developing creative ways to generate
Development Services
revenue to offset the costs of services.

Functions; Move Toward
From a budgetary basis, department
Full Cost Recovery for
wide, the emphasis on cost recovery
Festivals and User Fees
increased from 55% in FY24 to 78% in
FY25. This increased focus has garnered
positive results. Most notably, the
STARS afterschool program has
achieved 100% cost recovery through the
Extended Learning Opportunities
(ELOP) grant program partnership with
YCJUSD. And, for the first time ever,
Autumnfest achieved 100% cost
recovery and even generated $25,000 in
net positive revenues for the City.

Throughout the year, each segment of the
Community Services Department has
taken steps to move towards increased

Aquatics — To promote facility rentals
and swim lessons at the 7th Street Pool
staff has developed targeted marketing
campaigns focusing on local schools,
community groups, and childcare
providers. Staff has collaborated with
local swim teams, water polo teams, and
schools to promote program benefits and
encourage participation. In addition,
more classes were offered during the
summer season.

Camps — To offset costs, the City
partnered with YCJUSD to utilize ELOP
grant funding to cover registration costs
for income qualified students. To boost
enrollment, camps began offering early
drop-off and late pick-up options and
introduced flexible daily registration.

Additionally, staff -participant ratios were
evaluated and adjusted, a monthly
Parents' Night Out Program was
introduced, and freeway electronic
billboards were used for promotion.

Community Center — Class offerings
were expanded with new options
including volleyball, jazz and ballet
dance, CPR, and a Princess Tea Party.

The frequency of the Parking Lot Sales
events was increased. In addition, the
Community Center hosted an Open
House to showcase department activities.

Facility rentals were boosted by

Goal #
5 Goal
Status
Increase Revenue
increasing gym reservations for
Generation to Offset Costs
tournaments and events. Advertisement
of Community Services and
for these rentals were promoted through
Development Services
QR codes installed on park signage and
Functions; Move Toward
via social media.

Full Cost Recovery for
Festivals and User Fees
Senior Services — At the Scherer
Community Center new programming
options such as trivia, painting sessions,
and hula were introduced to diversify
offerings and increase revenues. In
addition, the City has entered into a
rental agreement for a local church to use
the facility during off -hours to generate
rental income. To reduce costs, staffing
levels were optimized, supplies were
purchased in bulk, and local agency
partnerships were pursued for
sponsorships.

Special Events — To increase. revenues,
VIP stadium seating was offered at the
4tn of July event and tiered pricing
structures were implemented for 5K
runs. At both Autumnfest and
Winterfest, the number of jumpers were
expanded, and prices were adjusted for
premier seating areas and firepit rentals.

The City also renegotiated revenue share
agreements with alcohol vendors, and we
have now taken over the sale of alcohol
at City events.

STARS Afterschool Program — Again, in
partnership with YCJUSD, the City was
able to utilize ELOP funding to cover
key program expenses, including

Goal # Goal Status
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
supplies and staffing. To increase
revenues, program fees were assessed
and increased. To offset costs, staff
identified mini -grant opportunities
through San Bernardino County to
secure funding for middle school site
activities and supplies. To increase
program enrollment, staff collaborated
with the YCJUSD to increase awareness
and drive participation at Yucaipa
schools.

Youth Sports — Last year, City staff
developed and launched a new approach
to facility use agreements. This approach
modified the facility use agreement fee
structure from a per -player fee to an
hourly usage fee for each field / court.

This change better aligns with
operational costs and maximizes facility
availability. Moreover, this change aims
to increase revenues, helping to offset the
rising costs of maintenance while
creating a more equitable system for all
user groups. By implementing an hourly
fee, the City has encouraged user groups
to be more efficient in their scheduling,
resulting in greater availability of
facilities for a wider range of users.

Looking forward, the City will be
offering two new programs in Spring
2025. The Adaptive Allstar Athlete
program will give participants the chance
to explore various sports in a fun and
supportive environment. In addition, a

YPAC — To increase the profitability and
attendance at events, new partnerships
were established to bring in quality acts
resulting in more shows being sold out.

A tiered ticketing model was
implemented to match pricing with
demand, concessions were expanded,
and "meet and greet" packages were
offered. The City also negotiated revenue
share agreements with alcohol vendors to
increase cost recovery at each event. In
addition, staff has also worked hard to
increase venue rentals. The YPAC is
rented to private parties for events such
as weddings, birthday parties, retirement
parties, etc. Lastly, staff has been
actively recruiting volunteers to join the
YPAC Volunteer program, which helps
during various events and productions.

Last year, 3 volunteers were added to the
program.

In Development Services, the deposit -
based fee structure was replaced with a
set fee structure which has improved cost
recovery for development projects. In
addition, development code updates and
land use designation efforts prioritize
creating a higher taxable value per acre
for future land development projects.

Citywide, the Finance Department has
engaged the services of Willdan to
perform a comprehensive user fee study

Goal # Goal
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
Goal # Goal
6 Focus on Completion of
Current Projects; Devise
Long -Range CIP Strategic
Plan
Status
and to update the Cost Allocation Plan.

Both of these items have an estimated
completion date prior to the end of
FY25.

Status
In 2024, the City completed nine Capital
Improvement Projects (CIP) projects
which included public improvements at
multiple City parks, facilities, and also to
the transportation network by improving
ADA access from residential areas to
businesses along Yucaipa Boulevard.

The Development Services Department
reviewed a total of 48 projects in the
previous year's CIP, and prioritized 32
of those projects for delivery /
construction. The remaining 16 were de -
prioritized and were not included in this
year's CIP.

For projects that were prioritized, a CIP
budget analysis was completed to
confirm budgeted funding, expenditures
to date, and to identify additional
available funding. In addition, cost
estimates were revised based on current
industry costs and projects that require
additional funding were identified.

Furthermore, project fact sheets,
describing the project benefits and
additional funding needs, were
developed to assist in seeking grant
funding.

Goal # Goal Status
7 Seek Economic
Development while
Preserving Yucaipa's
Unique, Rural Feel
The City's Planning Department has
initiated a comprehensive update to the
development code. The current
development code was carried over from
the County of San Bernardino when the
City incorporated in 1989. Since then, a
patchwork of updates has taken place to
create Yucaipa specific requirements.

The resulting document is broad (as
County code was designed to provide
guidance for many communities), vague,
not well organized, and in some
instances difficult to understand.

The goal of this comprehensive update is
to make the development code more user
friendly, clear and consistent, and
specific to the City of Yucaipa. The
update will establish standards that are
measurable, objective, and specific to the
City. For example, there are existing .
residential design standards that require
the new development to be "compatible
to the neighborhood." This vague
description can lead to different
interpretations. The updated code will
replace ambiguous language with
specific, measurable standards. The
update will also incorporate visual
references to explain complex legalese
and to convey key points. Ultimately, the
update will establish clear expectations
for future developments to ensure that
high quality design and layout occurs.

While a lot of work has gone into laying
the groundwork for this update over the
past year, it is expected that the update

Goal #
7 Goal #
0 Goal
Status
Seek Economic
will be accomplished over the next year
Development while
and a half.

Preserving Yucaipa's
Unique, Rural Feel
Last year, Planning staff worked to
ensure that proposed projects
incorporated thoughtful designs,
community amenities, open areas, and
architectural styles that complement the
city's natural landscape. Examples
included the Yucaipa Gateway Project
and the Starling Heights Specific Plan.

The City remains committed to
encouraging economic growth while
preserving the scenic beauty and small-
town character that make Yucaipa
special.

Goal Status
Continue Updating the Throughout the year several updates to Municipal Code the City's Municipal Code have been
approved in 2024:
• Ordinance 439 — Updating
Development Code related to
Temporary Signs to comply with
changes in the law.
• Ordinance 440 — Establishing no
campaign contribution limits.
• Ordinance 444 — Establishes
regulations for sidewalk vendors
and food trucks.
• Ordinance 445 — Amends
municipal code related to Bingo.
• Ordinance 447 —Modify
regulations pertaining to
development impact fees

Goal #
E'�
Goal Status
Continue Updating the • Ordinance 449 — Amended the
Municipal Code official land use plan and zoning
ordinance related to the Starling
Heights Development.
• Ordinance 451 — Prohibited the
camping and storage of personal
property in public spaces.
• Ordinance 452 — Amended various
provisions of the Municipal Code.
• Ordinance 466-U — Adopted an
emergency ordinance to establish a
temporary moratorium for the
installation of mobile homes
greater than 20 years old.

In October, the City Attorney presented
the City Council with a comprehensive
update to the Municipal Code which
sought to enhance clarity, enforcement,
and administrative procedures, ensuring
the code reflects modern best practices
and community needs. This ambitious
project was a collaborative effort led by
the City Attorney's Office, with
significant contributions from all
Department Directors. Over the course of
nearly a year, the team conducted
thorough reviews, identified outdated or
unclear provisions, and streamlined
processes to improve usability for both
staff and residents. The updated code not
only simplifies enforcement and
administration but also provides a clearer
framework for governance and decision -
making. This monumental effort
demonstrates the City's dedication to

Goal # Goal Status
8 Continue Updating the fostering transparency, efficiency, and Municipal Code accessibility in its operations.

Goal # Goal Status
9 Establish Five Winds Ranch The City has entered into a professional / El Dorado Park Master services contract with a consultant Plan (SWA) to assist with the preparation of a
Master Plan. Due to the nature of the
research, and the time required to prepare
a master plan for this type of facility,
staff worked with SWA to complete this
effort in phases, beginning with a
Feasibility and Programming Study
(Phase 1). Phase 1 established an
understanding of the types of revenue -
generating programs and activities that
would be successful at this type of
facility. Phase 1 required staff and SWA
to go through the summer and fall
season, and also to experience/study the
Five Winds Country Music Festival at
the facility, held in October 2024, to help
obtain needed data. Phase 1 has been
completed, and Phase 2 was initiated in
November of 2024, with an anticipated
completion date of March 2025. Phase 2
will complete the Draft Master Plan for
City Council consideration in
March/April 2025.

Goal # Goal Status
10 Bolster Risk Management
by Providing Safety
Trainings, Safety
Inspections, and Requiring
Proper Certifications.

Risk management has been enhanced
through the implementation of safety
trainings, comprehensive safety
inspections, and certification
requirements.

Goal # Goal Status
10 Bolster Risk Management
by Providing Safety
Trainings, Safety
Inspections, and Requiring
Proper Certifications.

Training
• All City staff received training on
CPR, Stop the Bleed, Narcan
Administration, Workplace
Violence Prevention, and Active
Shooter Response.
• Several Public Works staff attended
Backsafe Training hosted by CIRA
to reinforce proper lifting
techniques in order to mitigate
potential lifting injuries.
• Public Works staff attended
trainings and seminars on traffic
control on public roadways and
herbicide/pesticide application.
• All Community Services full-time
staff and all STARS part-time staff
were trained on the proper
handling, reporting, and
documentation of incidents.
• All Code Enforcement staff
received training in bloodborne
pathogen exposure risk. Both Code
Enforcement and the Park Ranger
teams received OC (pepper spray) /
Taser training.
• Management and Supervisory staff
received HR /Personnel related
trainings to reduce employer
liability risks.

Safely Inspections
• A Citywide Risk Assessment was
conducted by the California
Intergovernmental Risk Authority

Goal # Goal Status
10 Bolster Risk Management (CIRA) and the City received by Providing Safety overall positive remarks.

Trainings, Safety • As part of the Safety Committee's
Inspections, and Requiring semi-annual inspections all
Proper Certifications. playground equipment were
inspected and a safety inspection of
the Five Winds Ranch / El Dorado
Park was conducted.

Certifications
• All Public Works staff were
certified/recertified in Flagger
Operations and Traffic Control.

Goal # Goal Status
11 Enhance Taxpayer -Friendly The City has enhanced its taxpayer - Approach friendly approach by implementing
practical measures that reduce burdens
and improve accessibility for residents
and businesses.

In June, the City launched the new
EP&L online permitting program which
allows residents to apply for permits,
schedule inspections, make payments,
and track their project all from the
comfort of their home. The new system
has improved efficiency and convenience
as it is available 24/7. Feedback from
residents has been overwhelmingly
positive. This project was a massive
undertaking by City staff encompassing
a 1 1/2 years of planning, customization,
and training before it was ready to be
released.

Goal #
11 Goal Status
Enhance Taxpayer -Friendly During this same month, City Council Approach reviewed and awarded $20,000 in
financial support and approximately
$40,000 in in-kind/fee waiver requests
for 17 various community groups under
The Community Activity Grant Program.

This program supports the efforts of
local non-profit 501(c) agencies and
organizations that provide valuable
services, programs, and/or events to
Yucaipa residents.

In August, City Council approved the
renewal of a Memorandum of
Understanding (MOU) with University
Enterprises Corporation (UEC) at
California State University, San
Bernardino (CSUSB), on behalf of the
Inland Empire Small Business
Development Center (IESBDC), to
provide small-business consulting and
support services. The IESBDC assists
participants with developing business
plans, setting strategic goals, and
creating budget projections. The renewed
MOU requires nine workshop / webinars
to be held in the Community Meeting
Room at City Hall. It's important to note
that all services are free and available to
all Yucaipa businesses.

In November, the Code Enforcement
Division transitioned from the
Development Services Department to the
Public Safety Department, led by Public
Safety Manager Trevor Benson. With
this change, the focus of Code

Goal #
11 Goal Status
Enhance Taxpayer -Friendly Enforcement operations has been Approach adjusted to prioritize a more resident and
business friendly approach. For example,
Code Enforcement must now exhaust all
efforts to gain compliance with a
Municipal Code violation before a
citation is issued. These efforts focus on
outreach and contacting the owner or
individual, educating that person on what
the issue is, and providing a timeline for
compliance.

In addition, a Code Enforcement Policy
Manual has been developed, and will
come to the City Council for approval at
an upcoming meeting. This manual is a
tool to assist in setting expectations for
the team, such as report writing standards
and establishing enforcement boundaries
to follow. The last significant change to
enhance the taxpayer -friendly approach.
with Code Enforcement has been to
rotate officer territories and revise
schedules to ensure consistent cover and
the ability to be responsive to community
needs.

At City Hall, across-the-board business
license requirements have been
eliminated. Now, only select vendors and
business are required to obtain a city
business license.

Lastly, the adoption of Ordinance 439
related to temporary signage has created
easier provisions for real estate open
house signs and yard sale signs.

Additional Accomplishments in 2024
1 City staff has made significant progress towards delivering the Yucaipa Branch Library project. This project aims to construct a 15,000 — 18,000 sq ft library facility on the vacant lot just east of, and adjacent to, Yucaipa High School.

In January 2024, City staff secured $9 million in grant match funding which was a requirement of California State Library's grant award. Funding for the $9 million match requirement was provided by County Supervisor Dawn Rowe ($1 M), the San Manuel Band on Mission Indians ($1 M), the County Administrative Office ($4M), and the City of Yucaipa ($3M), with the Yucaipa-Calimesa Joint Unified School District (YCJUSD) providing the use of District property for the project site.

In November 2024, the City Council received an update and approved the Library Project and Use Agreement between the City of Yucaipa, YCJUSD, and the County of San Bernardino. The agreement outlined each partner's contributions and responsibilities for the project. City staff also explained that a RFQ was released on a progressive design -build process to obtain a clearer picture of expected construction costs.

On Thursday, January 16, 2025, 10 responses to the RFQ were received and are in the evaluation process. City Council will be presented with an item to potentially award a contract in February.
2 The City has made strides over the past year in fostering and improving regional relationships. The City Manager and department heads have taken part in quarterly Joint Collaboration meetings with the the City of Calimesa, Yucaipa Valley Water District, Yucaipa-Calimesa Joint Unified School District, and Crafton Hills Community College. At a recent meeting, many in attendance commented that our regional relationships have never been stronger. In addition, positive relationships have been fostered and maintained with the County, with our state and federal representatives, and with the San Manuel Band of Mission Indians.

3 The City's personnel rules, policies, and practices were originally created in 1994 and had received periodic updates over the years. Historically, as updates were completed, the documents existed separately and were not compiled into a comprehensive manual. Earlier this year, the Human Resources department, in conjunction with the City Manager and City Attorney, worked on reviewing, updating, and consolidating these rules, policies, and practices into a single document titled, Personnel Policies and Procedures Manual. This document was formally adopted by the City Council in May of this year.

ATTACHMENT 3

Yucaipa City CouncilJanuary 27, 2025

Yucaipa City Council
January 27, 2025