Just short of fourth months into her new role, San Juan Bautista City Manager Michaele LaForge opened up to BenitoLink about her goals moving forward, as well as the city’s strengths and areas of improvement.Â
Question: What are your goals as city manager?
Michaele LaForge: In FY19 [Fiscal Year], which starts July 1 2018, the city’s big priorities, as defined by the city council, that I will execute are as follows: getting a third well on line, getting the waste water treatment plant to a sustainable and class A operation, mitigating San Juan Baustista’s impact on the environment by partnering with the residents to remove in-home salt-based water softeners and replace them with advanced technology non salt-based treatment solutions, and street/sewer/water/hydrants.
[Part of the improvements for street/sewer/water/hydrants] will include road replacement on Third Street north of commercial district, sewer lines on Seventh Street, Mission Street sewer, water, road, and increase water line size and hydrants in at least three locations (highest fire risk areas).
Q: What are the biggest challenges that the City of San Juan Bautista is facing?
Biggest risk for the city is fire at this point. Our hydrants are limited by the size of water lines, so we have to strategically replace water mains and hydrants over the next five years to better protect the city. San Juan Bautista’s differentiator as a destination city is its well preserved buildings and rustic charm. Visitors can truly step back in time. We have to protect what we have worked so hard to preserve. Because the historical structures are mostly wood, we have to go above standards on the fire protection.
Our biggest challenge is our ability to serve large crowds. We need to be able to feed large volumes of people with various dietary needs efficiently and provide parking. We should be able to provide lunches for 15 bus-loads a day of people visiting our city. AÂ diverse buffet would do amazing in capturing this unserved need of our visitors.
Q: In what areas can the city improve?
In terms of improvement, the biggest opportunity for San Juan is in marketing the town. We are so beautiful, tranquil, and historical, but we are a ‘word of mouth’ city. It would be good to get gorgeous signage in line with our rustic branding along [Highway] 101 and [State Route] 156.
Q: How does your experience in the private sector factor into your new role as city manager?
My transferable skills from the private sector include executive leadership, marketing, facilities management, project management, contract management, supplier management, finance, change management, IT, engineering, integrating across functions and companies. At the core of being effective is listening, caring, and integrating.
Q: In what ways are the private sector and public sector similar? In what ways do they differ?
I was concerned that the execution speed would be much slower, but so far, because we are a small city, I am finding the pace of decision making and execution to be actually faster! It helps that we have a city council that is operating well and that the city staff is engaged, seasoned, and motivated to learn and execute.
The big difference between private and public is transparency. We work for every single tax payer, so we are completely transparent with information and we must treat everyone with respect and superb customer service. In the private sector, transparency and doing good for the masses takes a back seat to making profit for the shareholders.
Q: What is the status of the city’s water problem regarding nitrates and the state moratorium? When will the city’s water be drinkable to all residents? When will the city’s water system reach redundancy?
The California Drinking Water Board deemed San Juan Bautista water drinkable and lifted the nitrate compliance order on March 23, 2018. The goal for having a redundant water supply (aka a third municipal well) is as early as end of August.
Q: The last city manager Roger Grimsley abruptly resigned after some conflict with his positions as both city manager and city engineer. How do you intend to prevent conflicts like that from happening with you at the helm?
Mr. Grimsley and the SJB city staff are to be credited for driving the ball down the field on financial stability and solving the water issues among other things. Transparency, robust business processes, collaboration, and adequate trained staff are the cornerstones of my management approach.
Q: What type of growth, if any, do you envision for San Juan Bautista?
With the recent approvals of three major subdivisions, SJB will grow approximately 20% in the next two to three years. That is well beyond the general plan growth assumption of 13% between 2015 and 2035, therefore, I do not anticipate much growth.
Q: What steps are being taken to preserve San Juan Bautista’s unique history and culture as the surrounding area continues to grow and develop?
The city’s strong planning commission, council, strict sign, building, and franchise ordinances are the primary protectors of the city’s historical ambiance and natural beauty. We put a lot of thought and energy into preservation, nature, and sustainability. We are a culture that proudly lives by our core values of volunteerism, community, and healthy living. When visitors come into to town they will feel like they are stepping back in time, surrounded by a beautiful environment and a helpful community.
Q: What is happening with the new building projects in San Juan Bautista? Is San Juan Bautista planning on adding more residential buildings? What type of impact would the addition of new homes have on current residents of San Juan Bautista if it did?
There are going to be around 140 new homes in the next two to three years in SJB. The city staff and local service clubs are working proactively with the developer’s marketing teams to educate the potential buyers on the culture in SJB. Our goal is that the new residents are not only attracted to the new home, but also the overall community. We are striving to influence them to invest in the city and schools by shopping local and sending their kids to our schools. We will be inviting our new neighbors to our activities in town.
We also have improved our web site, social media, our welcome to SJB and new customer processes in city hall to help new residents and current residents integrate into the community.
Q: With a possible cannabis ordinance being passed in San Juan Bautista based on the citywide cannabis tax gaining voter approval in November during the 2018 General Election, what impact do you believe bringing cannabis into San Juan Bautista can have on the community?
The ordinance, which is still being drafted, allows indoor growing in robust structures in industrial zone, no more than two retail licenses in the industrial zone and we will get tax revenue. If the tax measure associated with the ordinance gets passed in November, then the ordinance will be signed and we will be in effect early 2019.
SJB is being open to accommodating what the voters said at the state level, yet relatively conservative in the implementation of cannabis businesses. The council is putting the final decision in the hands of the voter by tying the passing of the tax measure with the ordinance. If the tax measure does not pass, then SJB will not allow cannabis businesses at this time.
Q. Is there a feral cat issue in San Juan Bautista? If so what considerations, if any, have been taken by the city to look into the issue?
We do have feral cats in SJB. The population growth is being contained via a partnership with Pet Friends. The residents, city code enforcement and Pet Friends volunteers work together to trap, spay neuter all feral cats.
Q: What are the strengths of San Juan Bautista and the government?
Strengths of SJB are preservation, beauty, community, healthy lifestyle, sustainability, and volunteerism. The strengths of SJB city staff are organization, attention to detail, collaboration, and execution. The strengths of the city council are collaboration, accessibility, dedication, listening, and deep rooted care for SJB, its citizens, and its culture.
City government is at the heart of enriching the community – keeping us safe, healthy, and connected to one another. San Juan Bautista became a city in 1869 primarily based on the core value of volunteerism and that spirit is alive and well today. A great example is the interactive San Juan Bautista historic trail walk that was executed via pure volunteerism. The walk will not only attract thousands more visitors, but will also preserve our history, enhance visitor experience, increase retail activity, and promote a healthy, mindful lifestyle. A truly amazing gift our volunteers gave us with this walking trail.Â
Q: Is there anything else you would like to add?
Let’s keep a positive collaborative, supportive vibe going everyone! Come in and talk to me. Be candid, voice concerns, and think deeply. Positivity, ideas, and solutions go a long way in connecting us and enriching our community.
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