HomeMy WebLinkAbout7.1 Approval of the City’s Two-Year Strategic Plan for Fiscal Years 2024-25 and 2025-26Agenda Item 7.1
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DUBLIN
CALIFORNIA
STAFF REPORT
CITY COUNCIL
DATE: April 2, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SU B.ECT: Approval of the City's Two -Year Strategic Plan for Fiscal Years 2024-25 and
2025-26
Prepared by: Colleen Tribby, Assistant City Manager
EXECUTIVE SUMMARY:
The City Council will consider approval of the City's Two -Year Strategic Plan for Fiscal Years 2024-
25 and 2025-26. The Strategic Plan includes the City's Mission, Vision, and Values as well as
strategies and objectives which will guide the City's work for the next two years. The City Council
discussed proposed strategies and objectives at the March 1, 2024 Strategic Planning session.
STAFF RECOMMENDATION:
Adopt the Resolution Approving the Two -Year Strategic Plan for Fiscal Years 2024-25 and 2025-
26.
FINANCIAL IMPACT:
The Proposed Budget for Fiscal Years 2024-25 and 2025-26 will include the allocation of
resources to fund the activities identified in the Two -Year Strategic Plan.
DESCRIPTION:
The City Council held a Special Meeting on March 1, 2024 at the Shannon Community Center to
discuss the Two -Year Strategic Plan, which includes the City's Mission, Vision, and Values, as well
as strategies and objectives to focus on over the next two years. The session was facilitated by Dan
Rich of Renne Public Management Group (RPMG) and included presentations from Staff on the
upcoming budget and Capital Improvement Program. This Staff Report presents the changes to the
Strategic Plan as agreed to by the City Council at the session. A clean version of the Strategic Plan
is included as Exhibit A to the Resolution. The facilitator's summary report of the session is
included as Attachment 3.
Mission. Vision. and Values
The City Council concurred on the following changes to the City's Mission (strikeout for deletions
and red for additions).
Page 1 of 3
1
The City of Dublin promotes and supports a high quality of life, ensures a safe, secure, and
sustainable environment, fosters new opportunities, provides equity acro, p: aim;,
and champions a culture of equity, diversity and inclusion.
There are no recommended changes to the City's Vision. The Values also remain the same but are
now ordered alphabetically.
Strategic Plan Obiectives
The City Council agreed on the following five strategies and specific objectives to guide the City's
work over the next two years.
1. Economic Development, Small Business Support, and Downtown Dublin
a) Support the implementation of the 2024 Economic Development Strategy, including
pursuing growth industries.
b) Work with ARA and Hines on the development of the Dublin Commons project, including
associated public improvements, relocation of tenants, development agreement and
appropriate incentives to effectuate physical changes to the area, as well as support for
small businesses.
c) Continue supporting the Fallon -East Economic Development Zone and associated
agreements that effectuate the construction of the Dublin Blvd. Extension.
d) Continue to evaluate and implement small business programs that provide financial
assistance, business development, permit processing, and support services to the
community.
2. Public Safety
a) Work with County officials on Santa Rita Jail release procedures and services to improve
the safety of adjacent neighborhoods.
b) Continue to invest in public safety technology and programs that advance proactive,
community policing and protect citizens and law enforcement.
c) Establish a Business Watch program to collaboratively address commercial theft.
d) Work with Alameda County Fire on upgrades to fire stations to improve safety and
efficiency of operations.
e) Develop a more comprehensive security infrastructure for City facilities, including video
surveillance, building access and improvements, and alarm systems.
3. Housing Inclusivity and Affordability
a) Implement the goals, policies, and programs in the 2023-2031 Housing Element.
b) Support efforts to produce housing affordable at all levels of income.
c) Support programs that facilitate homeownership such as the First -Time Home Buyer Loan
Program.
d) Support development of housing types to support essential workers, younger buyers, and
seniors.
e) Support efforts to address housing for special needs communities.
Page 2 of 3
2
4. Inclusive and Effective Government
a) Set reserves aside for major infrastructure investments which are key to the City's
economic future.
b) Develop policies and procedures to address transition to District -based elected officials.
c) Implement DEI Action Plan and continue to use a diversity, equity, and inclusion lens in
organizational development and programming.
d) Conduct ongoing outreach and garner feedback on services and programs to meet the
community's needs.
e) Evaluate ways to increase transparency in finance, policing, and development and
infrastructure projects.
f) Continue proactive evaluation of policies and procedures and ensure cybersecurity
infrastructure and practices are sufficient to protect the City's assets.
5. Long -Term Infrastructure and Sustainability Investments
a) Continue to explore funding mechanisms for capital and ongoing maintenance needs.
b) Focus on major street improvements to assist in improving safety and traffic movement,
including Village Parkway, Tassajara Road, and the Dublin Boulevard extension.
c) Continue to make progress on the Climate Action Plan and sustainable operations.
d) Evaluate options for a sustainable pavement management program.
e) Evaluate use of General Fund reserves to address asset replacement needs.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Resolution Approving the Two -Year Strategic Plan for Fiscal Years 2024-25 and 2025-26
2) Exhibit A to the Resolution - Two -Year Strategic Plan
3) 2024-26 Strategic Planning: Summary Report
Page 3 of 3
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Attachment I
RESOLUTION NO. XX — 24
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
APPROVING THE TWO-YEAR STRATEGIC PLAN FOR
FISCAL YEARS 2024-25 AND 2025-26
WHEREAS, the City Council adopts a Strategic Plan every two years to set the overall
direction for the City, guiding resources and setting specific objectives to drive City action; and
WHEREAS, on March 1, 2024, the City Council held a Strategic Planning session to review,
discuss, and identify additions or changes to the strategies and objectives in the City's Strategic Plan;
and
WHEREAS, at the Strategic Planning session, the City Council identified the following strategy
areas for Fiscal Years 2024-25 and 2025-26: (1) Economic Development, Small Business Support,
and Downtown Dublin, (2) Public Safety, (3) Housing Inclusivity and Affordability, (4) Inclusive and
Effective Government, and (5) Long -Term Infrastructure and Sustainability Investments.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin does hereby
approve the Two -Year Strategic Plan as attached hereto as Exhibit A to this Resolution.
BE IT FURTHER RESOLVED that the approved Two -Year Strategic Plan shall be incorporated
in the Proposed Budget for Fiscal Years 2024-25 and 2025-26.
PASSED, APPROVED AND ADOPTED this 2nd day of April 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Mayor
ATTEST:
City Clerk
Reso. No. XX-24, Item X.X, Adopted XX/XX/2024 Page 1 of 1
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Attachment 2
Exhibit A to the Resolution
City of Dublin Two -Year Strategic Plan
Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe, secure,
and sustainable environment, fosters new opportunities, and champions a culture of
equity, diversity, and inclusion.
Vision
Dublin is a great community to live, work, and raise a family.
Values
Dublin values:
Business — We will provide a full spectrum of opportunity by supporting current
and prospective businesses through ongoing economic development efforts and
helping them grow and thrive locally.
Customer Service — We will provide welcoming, excellent customer services to
our residents and businesses at all times.
Diversity — We will support a wide range of programs and events that reflect and
cater to the diversity of our residents.
• Environmental Sustainability — We will continue to lead in building a well -
planned sustainable community and protecting our natural resources.
• Equity — We will deliver our services in a way that ensures equitable access to
all.
• Finances — We will strive to be fiscally transparent and balance our budgets
annually.
• History — We will honor our history through places and programs that remind
people of our beginnings.
• Inclusivity — We will advocate for programs and policies that support inclusive
access to housing and cultural opportunities.
• Innovation — We will continue to innovate in every aspect of government and
promote innovation within the business community.
• Living an Active Lifestyle — We will continuously promote an active lifestyle
through our parks and facilities and encourage participation in local sports.
Safety — We are dedicated to excellent public safety resources, including police
and fire.
Strategic Areas and Objectives
1. Economic Development, Small Business Support, and Downtown Dublin
5
Exhibit A to the Resolution
City of Dublin Two -Year Strategic Plan
a) Support the implementation of the 2024 Economic Development Strategy,
including pursuing growth industries.
b) Work with ARA and Hines on the development of the Dublin Commons project,
including associated public improvements, relocation of tenants, development
agreement and appropriate incentives to effectuate physical changes to the area,
as well as support for small businesses.
c) Continue supporting the Fallon -East Economic Development Zone and
associated agreements that effectuate the construction of the Dublin Blvd.
Extension.
d) Continue to evaluate and implement small business programs that provide
financial assistance, business development, permit processing, and support
services to the community.
2. Public Safety
a) Work with County officials on Santa Rita Jail release procedures and services to
improve the safety of adjacent neighborhoods.
b) Continue to invest in public safety technology and programs that advance
proactive, community policing and protect citizens and law enforcement.
c) Establish a Business Watch program to collaboratively address commercial
theft.
d) Work with Alameda County Fire on upgrades to fire stations to improve safety
and efficiency of operations.
e) Develop a more comprehensive security infrastructure for City facilities, including
video surveillance, building access and improvements, and alarm systems.
3. Housing Inclusivity and Affordability
a) Implement the goals, policies, and programs in the 2023-2031 Housing Element.
b) Support efforts to produce housing affordable at all levels of income.
c) Support programs that facilitate homeownership such as the First -Time Home
Buyer Loan Program.
d) Support development of housing types to support essential workers, younger
buyers, and seniors.
e) Support efforts to address housing for special needs communities.
4. Inclusive and Effective Government
a) Set reserves aside for major infrastructure investments which are key to the
City's economic future.
b) Develop policies and procedures to address transition to District -based elected
officials.
c) Implement DEI Action Plan and continue to use a diversity, equity, and inclusion
lens in organizational development and programming.
6
Exhibit A to the Resolution
City of Dublin Two -Year Strategic Plan
d) Conduct ongoing outreach and garner feedback on services and programs to
meet the community's needs.
e) Evaluate ways to increase transparency in finance, policing, and development
and infrastructure projects.
f) Continue proactive evaluation of policies and procedures and ensure
cybersecurity infrastructure and practices are sufficient to protect the City's
assets.
5. Long -Term Infrastructure and Sustainability Investments
a) Continue to explore funding mechanisms for capital and ongoing maintenance
needs.
b) Focus on major street improvements to assist in improving safety and traffic
movement, including Village Parkway, Tassajara Road, and the Dublin Boulevard
extension.
c) Continue to make progress on the Climate Action Plan and sustainable
operations.
d) Evaluate options for a sustainable pavement management program.
e) Evaluate use of General Fund reserves to address asset replacement needs.
7
Attachment 3
2024-26 STRATEGIC PLANNING SESSION:
SUMMARY RFAPORT
City of Dublin
A/ arch 2024
Prepared by:
Dan Rich -
Renne Public
Management
Group
RPMG
MANAGEMENT GROUP
8
°SI
DUBLIN
CALIFORNIA
THE NEW
AMERICAN
BACKYARD
2024-26 City Council Strategic Planning Session
Final Report
Introduction
The City Council of Dublin conducts a bi-annual Strategic Planning Session to provide direction to
staff on priorities for the coming two years, and to hear from the public on their interests related to
priorities for the City and its residents. The process ensures that Council and staff are aligned on where
time and resources should be focused. The 2024-26 Strategic Planning Session was held on March 1
at the Shannon Community Center, with Mayor Hernandez presiding and all five Councilmembers in
attendance.
City Manager Linda Smith, Assistant City Manager Colleen Tribby, City Attorney John Bakker, and
key management staff were present at the meeting, which was facilitated by Dan Rich from the Renne
Public Management Group (RPMG). Ultimately, a Strategic Plan with five major goals and 25 priorio pr jects
was endorsed by the Council and is attached as Exhibit A to this report. The slides from the day are also
attached as Exhibit B. A summary of the session follows.
Background
Planning for the session began long before the actual meeting on March 1. The effort started in
December with the hiring of RMPG, followed by Dan Rich's appointment as facilitator for the
Strategic Planning process. Dan Rich kicked off the project by getting an overview from the City
Manager and then conducting one-on-one meetings with each member of the Council in January to
discuss their priorities for the two-year cycle. After summarizing key takeaways of these meetings
with the City Manager and Assistant City Manager, staff went through an organized process to
determine the proposed Strategic Goals and specific priority projects.
At the March 1 session, staff presented a recommended two-year Strategic Plan with 23 specific
projects, categorized in the following 5 major strategic categories:
Economic Development, Small Business Support, and Downtown Dublin
Public Safety
Housing for All
Inclusive and Effective Government
Long -Term Infrastructure Investments
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Below is the agenda for the March 1 Priority Setting Session, which was called to order by the Mayor
just after 2:00 PM.
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Agenda
➢ Introductory Comments
➢ Public Comments
➢ Agenda Overview & Format
➢ Icebreaker Activity -
• Check -ins
➢ Review of Two -Year Strategic Plan Accomplishments
➢ Budget and CIP Review
➢ Recommended 2024-26 Strategic Goals
➢ Introduction ofRecommended Priorities
➢ Council Discussion & Possible Changes to the Priorities
➢ Vote on any Changes
Ground Rules & Guiding Principles
After introductory comments by the Mayor and City Manager, and solicitation of public comments
(there were none), the facilitator reviewed the agenda and introduced the following suggested ground
rules:
1. All voices matter (but only one at a time, please!).
2. Actively listen and contribute, with curiosity and respect.
3. Be constructive when providing feedback or asking questions.
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4. Recognize common interests and goals.
5. Use the "Bike Rack" for items that can't be dealt with today.
6. Enjoy the afternoon.
The Council did not make any changes to the suggested ground rules.
The facilitator then presented "Guiding Principles" to the Council, designed to acknowledge the
importance of prioritizing goals, ensure clarity of roles, and focus staff work on the Council's priorities.
The Council adopted the following without making any changes:
1. If everything is a priority, nothing is a priority.
2. The bulk of staff's time is spent on day-to-day operations.
3. There is limited capacity for special projects.
4. A limited number of Strategic Goals help focus attention and resources.
5. Make a plan and stick with it (two-step process for changes).
Check -Ins
After a fun icebreaker activity comprising Dublin trivia questions, the facilitator asked Council to
confirm or tweak their foundational documents: Mission, Vision, Values and Norms.
Mission
On the mission, after some dialogue, the Council made the following changes (with strikeout for
deletions and red for additions):
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The City of Dublin promotes and supports a high quality of life, ensures a safe, secure, and sustainable
environment, fosters new opportunities, provides cquiy across all programs, and champions a culture of equity,
diversity and inclusion.
Vision
No changes were made, so it continues to read:
Dublin is a great community to live, work, and raise a family.
Values
The Council was comfortable with the 11 values but wanted them stated in alphabetical order so as
not to suggest one is of higher priority than another. They are:
Business — We will provide a full spectrum of opportunity by supporting current and
prospective businesses through ongoing economic development efforts and helping them
grow and thrive locally.
• Customer Service — We will provide welcoming, excellent customer services to our
residents and businesses at all times.
Diversity — We will support a wide range of programs and events that reflect and cater to
the diversity of our residents.
Environmental Sustainability — We will continue to lead in building a well -planned
sustainable community and protecting our natural resources.
Equity — We will deliver our services in a way that ensures equitable access to all.
Finances — We will strive to be fiscally transparent and balance our budgets annually.
History — We will honor our history through places and programs that remind people of
our beginnings.
Inclusivity — We will advocate for programs and policies that support inclusive access to
housing and cultural opportunities.
Innovation — We will continue to innovate in every aspect of government and promote
innovation within the business community.
Living an Active Lifestyle — We will continuously promote an active lifestyle through our
parks and facilities and encourage participation in local sports.
Safety — We are dedicated to excellent public safety resources, including police and fire.
Norms
The Council did not change the Norms, last updated in 2019, but did agree that they should be
revisited at the team building session for the new Council in 2025. The Norms remain:
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1. We trust each other.
2. We show respect and fairness to each other.
3. We communicate well and practice active listening with each other.
4. We accept the majority position once a decision is made and will support it moving forward.
5. We lead by positive example.
6. We strive to be collaborative and seek consensus as our preferred decision -making method.
7. We respect the different roles of Council and staff.
8. We make decisions based on principles and values.
9. We will not access the Internet or use any form of technology during Council meetings
regarding agenda items.
10. We will come prepared to Council meetings, having read the staff report prior to the
meeting.
11. We advocate for our decisions and communicate our reasoning.
"Bike Rack"
Throughout the afternoon, the Council brought up the following issues to be
addressed later:
• Revisit the "Norms" as part of the Council teambuilding in 2025.
• Present the "Values" in alphabetical order.
• Memorialize meetings related to Fallon East.
Review of the 2022-24 Strategic- GToa.ls & Accomplishments
Staff discussed the accomplishments towards meeting the following five areas identified as Strategic
Goals in 2022:
✓ Downtown/Economic Development
✓ Housing Affordability
✓ Infrastructure Maintenance and Reinvestment
✓ Organizational Health
✓ Safe and Accessible Community
Budget and CIP Preview
Staff then presented a preview of the City's FY 2024-25 operating budget and capital improvement
program (CIP). On the budget side, City staff shared revenue and expenditure assumptions and a
10-year forecast. A surplus of $11 million is anticipated with a deficit projected in Fiscal Year 2030-
31.
Regarding the CIP, updates were provided on current capital projects, current and potential new
asset replacement projects, disaster recovery projects, and pavement management efforts. Staff
answered questions from the Council about current and proposed projects.
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Jordan Ranch Neighborhood Park
The budget and CIP slides that were presented by staff are shown in Exhibit B.
2024-26 Strategic Goals
After a short break, the Council began discussion on the strategic goals for the next two years. During
the pre -meeting interviews with Councilmembers, the facilitator learned there was general satisfaction
with the 2022-23 Goals, with some interest in fine-tuning them. Key themes that came out of the
interviews included:
Economic Development is very important.
• Safety is a priority; particularly issues around Santa Rita.
• The Downtown is critical to most; mixed feedback on it being its own category.
• Housing could be broader than "affordability".
• Organizational Health could focus on fiscal health and/or retention, and morale issues.
• Sustainability/climate action is important.
• The City could take on additional DEI/accessibility efforts, including understanding and
programming for the community's diversity.
Based on this information, the City Manager proposed the following as the 2024-26 Strategic Goals:
✓ Economic Development, Small Business Support, and Downtown Dublin
✓ Public Safety
✓ Housing for All
✓ Inclusive and Effective Government
✓ Long-term Infrastructure Investments
Council Dialogue
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The next section of the workshop focused on reviewing and discussing the key strategic goal areas
and the specific projects that would aid the City in achieving success. The facilitator then coordinated
a process to hear what resonated with the Council and allow them to consider possible deletions or
additions to the five proposed goals and the list of 23 staff -suggested projects to implement them.
The following topics were raised and discussed by Council:
• Community Groups/Non-profits
• Engagement
• DEI as a specific strategic goal
• Small business support in downtown
• Target industries in the Economic Development Strategy
• Helping businesses expand
• Collaborate with other groups on economic development
• Business Watch
Neighborhood Watch
• Review Police staffing levels
• Continue being proactive on homelessness
• Ensure a variety of housing types
• Housing assistance for essential workers
• Cybersecurity
• Facades
• Public Art
• Tassajara Road
Recreational facilities on the east side of town
As a result of Council dialogue, consensus was reached on the following changes to staffs proposals
(with strikeout for deletions and red for additions) for the goals and projects.
Economic Development, Small Business Support, and Downtown Dublin
• Support the implementation of the 2024 Economic Development Strategy, including
pursuing growth industries.
• Work with ARA and Hines on the development of the Dublin Commons project, including
associated public improvements, relocation of tenants, development agreement and
appropriate incentives to effectuate physical changes to the area, as well as support for small
businesses.
Continue supporting the Fallon -East Economic Development Zone and associated
agreements that effectuate the construction of the Dublin Blvd. Extension.
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15
Continue to evaluate and implement small business programs that provide financial
assistance, business development, permit processing, and support services to the
community.
Public Safety
• Work with County officials on Santa Rita Jail release procedures and services to improve the
safety of adjacent neighborhoods.
• Continue to invest in public safety technology and programs that advance proactive,
community policing and protect citizens and law enforcement.
• Establish a Business Watch program to collaboratively address commercial theft.
• Work with Alameda County Fire on upgrades to fire stations to improve safety and
efficiency of operations.
• Develop a more comprehensive security infrastructure for City facilities, including video
surveillance, building access and improvements, and alarm systems.
Housing for All Inclusivity and Affordability
• Implement the goals, policies and programs in the 2023-2031 Housing Element.
• Support efforts to produce housing affordable at all levels of income.
• Support programs that facilitate homeownership such as the First -Time Home Buyer Loan
Program.
• Support development of housing types to support essential workers, younger buyers, and
seniors.
Support efforts to address housing for special needs communities.
Inclusive and Effective Government
Set reserves aside for major infrastructure investments which are key to the City's economic
future.
Develop policies and procedures to address transition to District -based elected officials.
Implement DEI Action Plan and continue to use a diversity, equity, and inclusion lens in
organizational development and programming.
Conduct ongoing outreach and garner feedback on services and programs to meet the
community's needs.
Evaluate ways to increase transparency in finance, policing, and development and
infrastructure projects.
Continue proactive evaluation of policies and procedures and ensure cybersecurity
infrastructure and practices are sufficient to protect the City's assets.
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16
Long -Term Infrastructure and Sustainability Investments
• Continue to explore funding mechanisms for capital and ongoing maintenance needs.
• Focus on major street improvements to assist in improving safety and traffic movement,
including Village Parkway, Tassajara Road, and the Dublin Blvd. extension.
• Continue to make progress on the Climate Action Plan and sustainable operations.
• Evaluate options for a sustainable pavement management program.
• Evaluate use of General Fund reserves to address asset replacement needs.
A "clean" version of the goals, and the priority projects, can be found in Exhibit A to the Resolution
approving the Strategic Plan. Staff will begin working on these strategies and will seek budgetary
funding for specific projects if needed as part of the Fiscal Year 2024-26 Budget Process. The staff
will also update the Council on the status of each project within the plan at the regularly scheduled
Council meeting approximately quarterly.
The Council session concluded at approximately 6:45 after a recap and discussion of next steps by the
City Manager.
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Approval of Two -Year
Strategic Plan
April 2, 2024
Vt
DUBLIN
CALIFORNIA
Strategic Planning Session
• Special Meeting on March I, 2024
• Facilitated by Dan Rich, RPMG
• Review of Mission,Vision,Values
• Strategies and specific objectives
Strategic Plan
• Mission
— The City of Dublin promotes and supports a high quality of
life, ensures a safe, secure, and sustainable environment,
fosters new opportunities, and champions a culture of equity,
diversity and inclusion.
• Vision (no change)
— Dublin is a great community to live, work, and raise a family.
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Strategic Plan
• Values (no change; alphabetized)
Business — History
Customer Service — Inclusivity
Diversity — Innovation
Environmental Sustainability — Living an Active Lifestyle
Equity — Safety
Finances
21
Strategic Plan
• Strategic Objectives
1. Economic Development, Small Business Support, and Downtown Dublin
a) Support the implementation of the 2024 Economic Development Strategy, including pursuing
growth industries.
b) Work with ARA and Hines on the development of the Dublin Commons project, including
associated public improvements, relocation of tenants, development agreement and appropriate
incentives to effectuate physical changes to the area, as well as support for small businesses.
c) Continue supporting the Fallon -East Economic Development Zone and associated agreements
that effectuate the construction of the Dublin Blvd. Extension.
d) Continue to evaluate and implement small business programs that provide financial assistance,
business development, permit processing, and support services to the community.
Strategic Plan
• Strategic Objectives
2. Public Safety
a) Work with County officials on Santa Rita Jail release procedures and services to improve the
safety of adjacent neighborhoods.
b) Continue to invest in public safety technology and programs that advance proactive, community
policing and protect citizens and law enforcement.
c) Establish a Business Watch program to collaboratively address commercial theft.
d) Work with Alameda County Fire on upgrades to fire stations to improve safety and efficiency of
operations.
e) Develop a more comprehensive security infrastructure for City facilities, including video
surveillance, building access and improvements, and alarm systems.
Strategic Plan
• Strategic Objectives
3. Housing Inclusivity and Affordability
a) Implement the goals, policies, and programs in the 2023-2031 Housing Element.
b) Support efforts to produce housing affordable at all levels of income.
c) Support programs that facilitate homeownership such as the First -Time Home Buyer Loan
Program.
d) Support development of housing types to support essential workers, younger buyers, and
seniors.
e) Support efforts to address housing for special needs communities.
Strategic Plan
• Strategic Objectives
4. Inclusive and Effective Government
a) Set reserves aside for major infrastructure investments which are key to the City's economic
future.
b) Develop policies and procedures to address transition to District -based elected officials.
c) Implement DEI Action Plan and continue to use a diversity, equity, and inclusion lens in
organizational development and programming.
d) Conduct ongoing outreach and garner feedback on services and programs to meet the
community's needs.
e) Evaluate ways to increase transparency in finance, policing, and development and infrastructure
projects.
f) Continue proactive evaluation of policies and procedures and ensure cybersecurity infrastructure
and practices are sufficient to protect the City's assets.
25
Strategic Plan
• Strategic Objectives
5. Long -Term Infrastructure and Sustainability Investments
a) Continue to explore funding mechanisms for capital and ongoing maintenance needs.
b) Focus on major street improvements to assist in improving safety and traffic movement, including
Village Parkway, Tassajara Road, and the Dublin Boulevard extension.
c) Continue to make progress on the Climate Action Plan and sustainable operations.
d) Evaluate options for a sustainable pavement management program.
e) Evaluate use of General Fund reserves to address asset replacement needs.
26
Next Steps
• City Council approval
• Incorporation into workplans
• Report back to City Council on quarterly basis
Thank you