Notes: Charter Review 5.05.08 – Part 2

Charter Review Commission meeting Part 2

Regarding the City of Pensacola’s committee process, CRC chair Crystal Spencer asked Tom Bonfield how many City Council members are needed to take a motion out of committee if it doesn’t pass.

It takes seven council members.

The city manager went on to discuss the “decision continuum” of how things happen. They were: From mayor and council to administration and staff; From the administration and staff to the City Council to admin and staff; and, lastly, from citizens to the City Council to the admin and staff.

“To what extent do you actually take the initiative to raise issues?’ Spencer asked.

“Do that all the time,” Bonfield said. “Any one of the lines happens on a regular basis. It just depends.”

Oftentimes, issues have a better chance of moving forward if they’re suggested by citizens and not the council or administration, the city manager added.

Bonfield gave these examples of what the City officials have accomplished:

-Improved library system
-Enhanced neighborhood programs
-Improved storm water management
-Downtown activities (like sunsets at Plaza de Luna and First Fridays)
-Code enforcement programs
-Community Maritime Park
-Inclusion in procurement practices

Storm water management took a citizen initiative to move code enforcement programs forward, the city manager said.

Bonfield also noted the Community Maritime Park came about after Mayor John Fogg called for a meeting of community leaders post Hurricane Ivan.

Regarding procurement practices, Bonfield said: “We are engaged in a very deliberate process (to evaluate them).”

The city manager also said he hears from people that the city has no plan. “Well, there is a plan. There’s been a plan for a long time,” which is mandated by state law, Bonfield said.

The major elements of the strategic plan, the city manager said, include: future land use, transportation and infastructure.

When asked how citizens get involved in that process, Bonfield said they’re in the process of holding neighborhood and stakeholder meetings.

They’re very “high level discussions” about issues like transportation and the environment, the city manager said.
“How are these reviewed?” Spencer asked.

An evaluation report explains, every 8-10 years, how well the items were carried out, Bonfield said.

“It’s the law.” You have to make sure new decisions aren’t made in conflict with what’s in the plan, unless the plan has been amended, the city manager added.

“You don’t look at these things until 8-10 years later?” Spencer asked.

“It’s seamless,” Bonfield said of the process.

The city manager said the council also sets strategic goals that are reviewed every two years.

Spencer asked who implements them.

“The goals are the big picture. You don’t implement the big picture,” Bonfield said.

Of the current priorities, such as improved communication between citizens and government, Spencer asked how progress is measured.

“We report to the council three times a year,” said Bonfield, who added that some or metric measurable and others are more status report-like.

Then, Spencer asked Bonfield: If you don’t feel like a department head is performing, what do you do?

“I don’t know what that has to do with this discussion,” Bonfield said. “That’s just good management.”

“Have you fired one in the past five years?” Spencer asked.

“Absolutely.”

“In the last year?”

“No.”

“Got any ideas who should be?” Bonfield asked.

The city manager then discussed these challenges the city faces:

-The size of the city compared to the entire county (both in area and population)
-City built out
-Significant level of poverty
-Perception of public schools
-Geography and outside forces impacting economic development
-Issues transcend political boundaries
-State annexation laws
-More ideas and needs than resources

Bonfield said there are a lot more people influencing what goes on in the city than just those who live within the city limits.

The city manager also added: “We don’t have a large population area that is easy to get to. Most cities have a circle around them. We have a half-moon, because the other half’s in the water.”

Spencer asked Bonfield to define “city built out,” and Bonfield said the city doesn’t have much space, like agricultural areas, for new development.

“We don’t have the growth to build out what we have,” Spencer said.

The opportunities Bonfield cited included: being the only central city serving the entire region; being a business and cultural center; and having strong neighborhoods.

Mark Crutcher asked who takes the lead on minority representation.
“I think it would be safe to say the minority council members take more of a lead,” said Bonfield, who added that they also understand the law.

Ed Ranelli asked the city manager if he is able to say what changes he’d like to see in the city charter.

Bonfield said he couldn’t say at the meeting, but he will give the CRC members something in writing if they wish.

“I don’t think there’s one spigot that leadership comes out of,”
Bonfield said. “I think that would be a hindrance, personally.”

Natalie Prim asked when the group is going to look at the actual charter.

“I think it’s too early—but we can do that, said Haraway, the consultant, who added that they’re close.

Spencer compared the CRC to a jury. “We’re fact gathering.”