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HomeMy WebLinkAbout10/13/2004 MINUTES OF THE SPECIAL MEETING OF THE SANTA ANA EMPOWERMENT CORPORATION OF THE CITY OF SANTA ANA SANTA ANA, CALIFORNIA OCTOBER 13, 2004 CALLED TO ORDER Delhi Community Center 505 E. Central Avenue Santa Ana, CA 9:05 a.m. ATTENDANCE BOARD MEMBERS present: EUGENE ANTON, MARY BLOOM-RAMOS, JOHN BREWSTER; BALTAZAR DE LA RIVA, ANGELO DOTI; BILL FOGARTY, MARIA HARO; LARRY HAYNES (9:15 a.m.), DR. EDDIE HERNANDEZ, MIKE METZLER, JAMES PRICE; DAVID REAM (12) Absent: RICHARD BACIGALUPO, AMERICA BRACHO, PAULA BURRIER-LUND, MAl CONG, RAUL MEDRANO, DR. AL MIJARES, ROMAN REYNA (8) STAFF present: BENJAMIN KAUFMAN, PATTI NUNN, BILL MANIS, CESAR CEDENO, MELISSA ALVA, MARIA YANEZ- FORGASH, SALLY CAMPOS CONSENT CALENDAR Motion: Approve staff recommendations on the following Consent Calendar Items will be approved at the November 17,29004 meeting 1. MINUTES Motion: Approve Minutes Regular meeting held September 22, 2004 RECORDING SECRETARY POSTING REPORT: The following notices were posted pursuant to the Brown Act. Corporation Agendas and Notices are posted on the door of the City Council Chambers at 22 Civic Center Plaza; Delhi Community Center, 505 E. Central Avenue, Santa Ana. Noticesl Aaendas Special Meeting Agenda Meetina Date Date Posted Time Posted 10/13/04 10/08/04 2:30 p.m. EXCUSED ABSENCES Motion: Excuse the absence of the following directors from the current meeting: RICHARD BACIGALUPO, AMERICA BRACHO, PAULA BURRIER-LUND, MAl CONG, RAUL MEDRANO, DR. AL MIJARES, ROMAN REYNA *** END OF CONSENT CALENDAR *** SAEe BOARD RETREAT MINUTES 1 October 13, 2004 BUSINESS CALENDAR NO ACTION ITEMS WERE PRESENTED DISCUSSION Santa Ana Empowerment Corporation Board of Directors Planning Retreat + Desired Planning Retreat Outcomes: 1. Discussion, closure and clear direction regarding staffing, operations and Board performance issues 2. Evaluation of the 2002 SAEC Business Plan 3. Determination of the future SAEC Business Plan + SAEC Operation's Issues 1. SAEC fiscal agent: Following discussion, it was agreed that the City of Santa Ana would remain as the fiscal agent for the SAEC. The rationale for this decision includes: a) The City of Santa Ana has sufficient resources to provide necessary advance SAEC operating and programmatic funding. b) There are no other entities with either the capability or willingness to assume the fiscal agent role. c) The focus of the SAEC is on Santa Ana; the City is a vital partner in the corporation and therefore should playa vital role in the corporation. 2. SAEC staffing: Following discussion, it was agreed that the City of Santa Ana would continue to serve as staff to the SAEC. However, concrete steps will be taken to strengthen the effectiveness and responsiveness of the Board/Staff working relationship. These steps will include: a) In an advisory capacity, the Board (represented by Maria and Eddie) will provide Patti Nunn input on her performance reviews of the SAEC Manager. The input may be about the Manager's performance or any of the staff the Manager supervises. The Manager will be responsible for ensuring that staff achieves Board performance expectations b) Develop clear protocols that define: - Staff work assignments (to keep Board informed) _ What decisions staff is authorized to make and what decisions are Board decisions _ Clear communication channels between the Board and staff. (Le. how can staff most effectively communicate with the Board? For example, will all communication between the Board and staff go through the Manager?) _ Other protocol that may be helpful in clarifying where staff is accountable and ensures that the staff is responsive to the Board c) Providing staff with training in how to work with a Board of Directors. Topics should include: _ How to ensure responsiveness to Board directives and agreements - "Care and feeding" of Board members - Ensuring follow through on Board requests _ Allowing for more Board member ownership and ability to run the Board ("Who is running the Board? SAEC BOARD RETREAT MINUTES 2 OCTOBER 13, 2004 BUSINESS CALENDAR - The need for flexibility - Providing information, agendas, etc. that empower Board members and precludes putting them in the role of being a "rubber stamp" for the City or staff. "We need to know why decisions are made." - Clear, effective communication d) Conducting a survey of the Board members to determine what is expected of staff and the use of SAEC resources 3. HUD Guidelines: Following discussion, the Board agreed that it will "Stay the course with HUD guidelines and our current business strategy which focuses on economic development." 4. SAEC Board Performance Expectations: Following discussion, it was agreed that in order to help the Board function more effectively that there should be at least "minimal performance expectations." Accordingly, the Board adopted the following standards. Board members will: a) Participate on the Board and at least one Task Force. (Board members may participate on more than one task force if they desire.) b) Attend a minimum of 75% of all scheduled meetings (Le. 75% of the total number of combined Board and Task Force meetings) c) There will be no "excused absences" d) Represent the general greater good of the Empowerment Zone and City of Santa Ana e) Provide professional skills and expertise to help achieve the goals of the SAEC Business Plan f) Recognize that the focus of the SAEC has changed from providing funds to the community for social service programs to providing economic development strategies and self-sustaining programs (Le. the SAEC is not primarily a pass- through for federal funds at this time) g) Promote the Empowerment Zone and the tax incentives offered through the Zone whenever possible h) Maintain a professional, respectful, courteous manner with fellow Board members, staff and the community Action Item: It was agreed that the Budget and Program Task Force would explore changing the SAEC Articles of Incorporation to allow for changing designated seats on the Board. It may be necessary to change designated seats in the event there are organizations that cannot or do not provide representatives that can achieve the Board performance expectations. + HUD and Future Funding 1. Judy Mize, HUD official for the Department of Renewal Communities reported that requests are currently being brought before the White House to extend EZ funding. However, the future status of funding is uncertain due to the presidential election. 2. Following the Q and A with Judy Mize, it was agreed that SAEC staff would explore and report back to the Board on the pros and cons of changing the Empowerment Zone boundaries. + SAEC 2005 Business Plan SAEC BOARD RETREAT MINUTES 3 OCTOBER 13, 2004 BUSINESS CALENDAR Following staff reports and evaluation of the status of the SAEC Business Plan, the Board agreed to extend the current plan through June 30, 2005. The Business Plan will include the following components, goals and objectives: 1. Data Research Component Decision: Continue data research through year four. The data research component is in the third year of its four-year plan. The Board agreed to "stay the course" and continue the component into the fourth year with the following actions: a. Assess the cost/benefit ratio of the data i. Do we want the same data? ii. What data do we really want and why? iii. Where is the data taking us? iv. How can we measure the value of the data to businesses and residents? b. Conduct surveys of residents and businesses to determine the value of the data. 2. Daisy Wheel Component Decision: Continue Daisy Wheel through June 30,2004. a. GOAL: Resolve cost/benefit ratio issues to determine if the Daisy Wheel will continue and if so, in what form b. OBJECTIVES: 1) Identify alternatives to the Daisy Wheel 2) Evaluate what we have learned about the Daisy Wheel in year one: - Survey residents regarding their satisfaction with the Daisy Wheel - Determine if the Daisy Wheel can be modified to meet residents needs 3) Develop cost/benefit analysis criteria for the Daisy Wheel - 1 year into the Daisy Wheel program - What is an acceptable unit cost? - Develop data that shows the range of cost factors to get someone into a job. Not just the total cost of job placement but the range of costs associated with each of the factors leading to placement. (i.e. language skills) - Do we want a quick fix job placement or long-term infrastructure job placement? What is our guiding philosophy/policy? - Other criteria/information needed? 4) Research lowering the "5000 jobs by 2009" goal and recommend if another target number is more realistic, provide the data and rational for any recommended change. 5) Identify a clear strategy for achieving the number of job placements by 2009 (through the Daisy Wheel and/or alternatives to the Daisy Wheel) 6) Identify and list skills that warrant investment - Transferable skills (Le. language, computer) 7) Evaluate and prepare recommendations for implementing two-tier hiring: - Survival jobs (meet immediate and basic needs) - Sustainable jobs (need to develop a clear definition of sustainable) _ (Recognize the cultural divide that exists between the values and experience of the board members and the recipients) 8) Research and prepare recommendations relative to whether or not matching scholarships should be provided. SAEC BOARD RETREAT MINUTES 4 OCTOBER 13, 2004 BUSINESS CALENDAR 9) Explore and prepare recommendations about whether affordable housing should be provided (Goal: create housing/jobs balance) 3. Self-Sustainability Component Decision: Continue Self-sustainability at the 3 million dollar level a. GOAL: Achieve self-sustainability $3 million dollar level b. OBJECTIVES: 1) Continue investments of $40; $800K principle in 5 years 2) Pursue grants a. Proceed with hiring a grant writer b. Explore coalitions for securing grants 3) Explore fees for services and job placement 4) Explore cosUbenefit of fundraising events 5) Explore constructions loans a. In fill housing b. 7 lots 6) Evaluate bond issuing capability 4. Excess Funding Component of $2.2 million Decision: Defer action until: a. "We know what we want" b. After the November presidential election 5. Zone Boundaries - Review the strategy for the zones we are currently working in and determine the advisability of expanding the zone(s) - If expansion is advisable, determine next steps + Follow-up Action Items/Next Steps TASK Pre are meetin record and submit to Bill Manis Develo Board/staff relations rotocols Provide advisor staff erformance evaluation in ut Provide board relations trainin for staff Conduct board and residents survey to determine ex ectations of staff Prepare copies of Board Performance Expectations and distribute to board members Explore pros and cons of changing empowerment zone boundaries Pre are draft 2005 business Ian includin assi nments Present 2005 business plan to board for review, modification and ado tion Distribute meeting handouts to board members not in attendance at the lannin retreat Explore changing the SAEC Articles of Incorporation to allow for chan in desi nated seats on the board. RESPONSIBLE Sharon Brownin Staff Maria , Eddie Staff Staff Staff Staff Staff Staff Staff Budget and Program Task Force SAEC BOARD RETREAT MINUTES 5 OCTOBER 13, 2004 COMMENTS PUBLIC COMMENTS - NONE BOARD MEMBER COMMENTS -NONE NEXT MEETING - Regular SAEC Board meeting, October 27, 2004 ADJOURNMENT - 3:05 p.m. SAEC BOARD RETREAT MINUTES 6 OCTOBER 13, 2004