HomeMy WebLinkAbout8.1 G&O and CIP 03/04 CITY CLERK
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AGENDA STATEMENT
CITY COUNCIL MEETING DATE: April' 19, 2004
SUBJECT: Status Report on 2003-04 Goals & Objectives and Capital
Improvement Projects and Consideration of 2004-05 Goals &
Objectives and Strategic Plan
Report Prepared by: Richard C. Ambrose, City Manager
ATTACHMENTS: 1. Memorandum from City Manager dated March 26, 2004
2. 2003-04 Goals & Objectives Status Report (pink)
3. 2003-04 Capital Improvement Project Update (white)
4. 2004-05 Preliminary Goals & Objectives and Additional Goals
Rating Form (blue)
5. 2004-05 Draft Strategic Plan (yellow)
RECOMMENDATION: 1. Review 2003-04 Goals & Objectives and Capital Projects as of
2/29/04 Status Reports.
2. Receive Staff Report on 2004-05 Preliminary Goals & Objectives
and Strategic Plan.
3. Receive Public Input.
4. Deliberate, prioritize, and preliminarily adopt the 2004-05 Goals &
Objectives Program.
5. Consider the revisions to the Mission, Vision, and Values
Statements and preliminarily adopt the 2004-2005 Strategic Plan
FINANCIAL STATEMENT: See 2004-05 Goals & Objectives Report.
DESCRIPTION: On March 26, 2004, the City Manager distributed the 2003-04 Goals &
Objectives and Capital Improvements Projects Status Reports as of February 29, 2004 and the 2004-05
Preliminary Goals & Objectives Rating Form and Draft Strategic Plan to the City Councilmembers to
provide an opportunity to individually prioritize 2004-05 objectives. The City's Annual Goals &
Objectives Meeting will enable the City Council to collectively establish priorities for the City for the
upcoming year within the framework of the new Ten Year Strategic Plan.
Staff initially identified a total of 107 objectives. Additionally, the Parks and Community Services
Commission and Heritage and Cultural Arts Commission recommended consideration of the following
objectives:
PARKS & COMMUNITY SERVICES COMMISSION
Parks & Community Services #14 "Replace existing marquee at Shannon Community Center with an
electronic marquee." The Commission recommended replacing this objective with Parks & Community
COPIES TO:
Services #18 "DevelOp plan for replacement of existing marquee at Shannon Community Center with an
electronic marquee." The new objective was given a medium priority by the Parks & Community
Services and a Medium priority by the 'Council.
Parks & Community Services #19"Explore opportunities to improve pedestrian access to Emerald Glen
Park." This objective was given a medium priority by the Parks & Community Services Commission and
a Medium priority by the Council. It is important to note that pedestrian access along Central Parkway
will be completed with Phase III of Emerald Glen Park, which is currently planned for Fiscal Year 2004-
2005.
HERITAGE & CULTURAL ARTs COMMISSION
Heritage and CUltural Arts #16 "Identify funding sources to offset program fees for 2004 dazzmasters
Workshop program. "This objective was given a high priority by the Heritage & Cultural Arts
Commission and a High priority by the Council. It is important to note that sufficient funding has been
secured through private donations to offset a large portion of the program fees and therefore fully fund this
program in Fiscal Year 2004-2005. Staff recommends deleting this objective from the 2004-2005 Goals
and Objective program.
Heritage and CUltural Arts #17 "Investigate the possibility of obtaining accreditation for the Heritage
Center through the American Association of Museums." This objective was given a high priority by the
Heritage & Cultural Arts Commission and a Medium priority by the Council. This objective has been
added to the Strategic Plan under Goal #6A.
Based upon the preliminary ranking of the objectives by individual Councilmembers, a summary of the
objective priorities is shown below:
Ranking # of Objectives
High 74
Medium 23
Low 4
Delete 10
TOTAL 111
Approximately 67% of the objectives above are identified as high priority objectives.
In addition to prioritizing the Preliminary Goals & Objectives prepared by Staff and Commissions,
individual Councilmembers identified a total of 11 additional or modified objectives for consideration by
the entire City Council. These objectives are identified below:
ADMINISTP,~ATION
1. Conduct study of labor guidelines on both City projects and private development (i.e. pre-
qualification, project labor, apprentice programs etc.)
PUBLIC RELATIONS
2. Develop Leadership Academy in conj.unction with Chamber of Commerce. A recommendation has
been made to modify this objective as follows.: Develop Leadership Academy in conjunction with
Chamber of Commerce and Las Positas College.
3. Publish City calendar.
PLANNING
4. Develop a City Ordinance banning any future "drive-through" elements on restaurants Or establish an
additional fee to fund clean air programs in the City.
5. Coordinate General Plan workshop with Planning Commission.
6. Evaluate the potential of developing main street retail on Amador Plaza Road.
PARKS & COMMUNITY SERVICES
7. Assess potential for joint projects/facility improvements at Dublin High School.
HERITAGE & CULTURAL ARTS
8. Install lighting at approaches to the 1-680 freeway underpasses art project.
FIRE SERVICES
9. Provide one neighborhood open house at each fire station.
10. Conduct pilot study to determine the feasibility and benefit of utilizing the Auto-Pulse Resuscitation
System.
DISASTER PREPAREDNESS
11. Provide "Train the Trainer" course and materials to Dublin Unified School District for school disaster
training.
In addition to these new objectives added by individual Councilmembers,' Staff has added the following
additional objective:
cONTRACT SERVICES
1. Police Services
On April 8, 2004, the City's Management Team reviewed each additional objective and provided a
preliminary indication as to whether additional resources would be required and the length of time
estimated to complete the objective once additional resources are available. It is important to note that
although an individual objective may not by itself require additional resources, when combined with other
objectives, the cumulative impact may require additional resources. These situations will be better
defined during the 2004-2005 Budget process.
The Council should review each of these additional objectives added by individual Councilmembers
and Staff and come prepared to provide their rating for these objectives at the Goals & Objectives
meeting on April 19, 2004. The Council should also consider which, if any of these new objectives
should be added to the Strategic Plan and under which Strategic Goal(s).
Additionally, in accordance with direction received from Council at the Strategic Planning Meeting,
those program areas that have more than ten high priority objectives will receive a top ten priority
designation by the Council. Upon completion of the objective prioritization process during the April
l0th meeting, Staff will present the high priority objectives in those program areas that have ten or
more high priority objectives and ask the Council to select their top ten objectives in each program
area.
Proposed Mission, Vision, and Values Statements
As part of the Ten Year Strategic Plan, the Council created City Mission, Vision and Values Statements.
As these Statements have been further reviewed and presented to various groups, there have been some
additional refinements that have been proposed and will need to be considered by City Council prior to the
adoption of the Strategic Plan. The proposed revisions are listed below:
· At the February 3, 2004 City Council Meeting it was proposed by Council to add an element to the
"Insuring a Safe Community Value" that would include an education component. The proposed
language that was agreed to at the City Council meeting was as follows:
"Provide education and training to residents that would promote public safety."
Staff is also proposing the addition of the word "business" to this value element, which would read as
follOws:
"Provide education and training to residents and businesses that would promote public safety."
· At the March 20, 2004 Joint Council/Commission Workshop it was proposed that the Mission
Statement be modified to allow for a leaner and more precise Statement. The revised Mission
Statement would read as follows:
"The City of Dublin promotes and supports a high quality of life that ensures a safe and secure
environment, fosters new opportunities and provides responsive services for the entire community."
Goals & Objectives and the Budget
One of the primary purposes of the Goals & Objectives process is to define the Council's highest priority
objectives in order that Staff can evaluate the cost of those objectives and include specific cost
information in the Preliminary Budget for the upcoming year.
Historically, only those objectives which receive a High Priori .ty are included in the Budget if
additional resources are reqUired. /
Recommendation
It is Staff's recommendation that the City Council: 1) review the 2003-04 Goals & Objectives and Capital
Improvement Project Updates as of 2/29/04; 2) receive the Staff Report for the 2004-05 Preliminary Goals
& Objectives Program and Draft Strategic Plan; 3) receive public input; and 4) deliberate, prioritize and
preliminarily adopt the 2004-05 Goals & Objectives and 5) Consider the revisions to the Mission, Vision,
and Values Statements and preliminarily adopt the 2004-2005 Strategic Plan. The Final Goals &
Objectives Program and Strategic Plan will be adopted as part of the 2004-05 Budget process in June.
F:\G&O\04-05G&O special meeting Agstmt.doc
City Manager, s Office .
MEMORANDUM
DATE: March 26, 2004
TO: City Council
FROM: City Manager
SUBJECT: 2003-2004 GOALS & OBJECTIVES STATUS REPORT
2003-2004 CAPITAL IMPROVEMENT PROGRAM STATUS REPORT
2004-2005 PRELIMINARY GOALS & OBJECTIVES
2004-2005 STRATEGIC PLAN
The City Council has established the City's Annual Goals & Objectives meeting for 2004-2005 on April
19, 2004.
The purpose of this year's Goals & Objectives meeting will be somewhat different than prior years'
meetings in that the Council has added a 10-vear Strategic Plan component to the Goals & Objectives
process. The final outcome of the meeting should still result in a Council consensus on the work plan
for the-City for the coming year. The work plan will be placed within the framework of a long-term
strategic plan.
The identification of Council priorities should minimize the diversion of Staff resources during the year.
This goal setting process will also facilitate'the development of the 2004-2005 Operating Budget and
Capital Improvement Program.
As in past years, the process for accomplishing the City Goals & Objectives process is as follows:
1. 'Fhe City Council prioritizes the City's objectives.
2. Staff develops a preliminmw budget, which provides sufficient resources to accomplish those
objectives, which were given a high priority by the Council during the Goals & Objectives meeting.
3. The City-Council adopts the budget making any adjustments deemed appropriate.
It is imPortant to recognize that major assignments initiated by the'Council after the budget is adopted
and Staff resources are set, can be accomplished only be deferring or delaying other high priority
objectives previously adopted by the Council. Even if additional Staff resources are authorized during
the year, it will often take several months before Staff can be recruited and hired.
The reporting period for Goals & Objectives is the fiscal year, so the period is aligned with additional
resources provided for high priority objectives at the beginning of a new fiscal year. The 2003-2004
ATTACHMENT 1
Year-End Goals & Objectives Report will be presented to the City Council as part of the 2004-2005
Preliminary Budget. -
2003-2004 GOALS & OBJECTIVES STATUS REPORT
In order to provide the Council with a sense of how much pro~ess has been made on 2003-2004
Objectives from July 2003 to the end of February 2004 (8 months), Staff has prOvided the Council with
a summary of the Level of Accomplishments (see Table I).
The 2003-2004 Goals & Objectives Status Report (see attached pink report) describes the progress made
toward those objectives finalized by the City Council in June 2003.
As illustrated in Table I, a total of 118 Objectives were adopted by the Council in June 2003. The
priority for those objectives established by the Council was as follows:
96 High Priority
14 Medium Priority
8 Low Priority
118 Total
During 2003-2004, Staff undertook an additional 8 major assignments. The preponderance of these
assignments were Council initiated.
TABLE 1
SUMMARY OF 2003-2004 OBJECTIVES
LEVEL OF ACCOMPLISHMENT
(7/1/2003 - 2/29/2004)
TOTAL COMPLETE ~ PROGRESS
96 100 4 4.2 ~~ 6 6.3
14 100 ~~,~ 0 :: '0.0 ~~~ 11 78.6
8 -. 0.0 7 87.s
118 100 - ~ 4 3.4 ~~ 24 24
8 100 ~~ 1 12.5 ~~ 3 37.5
126 100 ~1 5 14.0 ~~ 27 [21.4
Of the 96 High Priority objectives, 36 (37.5%) have been completed or nearly completed to date.
There. are 6 High priority objectives for which no progress has been made to-date. These objectives are
as follows:
1. Update study for indirect charges for development services (ex: evaluate City's overhead
rate charged on development projects) and on impact fees. Staff recommends that this goal
should be expanded and carried into next FY, to incorporate a review of other community
development services/fees (using an RFP for a consullant with expertise in this area).
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Perform contract evaluations on the 'following services:
2. Crossing Guards --,
3. Building & Safety
These contracts are scheduled to be reviewed in May 2004.
4. Complete Commercial Linkage Fee Study. The City Council elected to postpone further
discussion of this study until October 2004.
5. Negotiate Lease Agreement and resolve financing strategy for the West Dublin BART
Project. Work on this objective will begin upon completion .of the BART Station design
scheduled for completed Summer 2004.
6. Explore Historic Park on Donlon Way. Delayed by Historical District Study.
Further progress on High Priority objectives has been impacted by eight (8) additional major
assignments during the year; and significant resources allocated to growth issues.
CAPITAL IMPROVEMENT PROGRAM STATUS REPORT
In June 2003, the City Council approved a total of 49 Capital Projects to be undertaken during 2003-
2004. Since the adoption of the Budget, the Council has added one additional project and carded over
five (5) from the previous fiscal year for a total of 55 capital projects (see attached white report).
Thirteen (13) projects are behind schedule. The reasons for the delays are identified below.
1. Fire Fee Study- Awaiting final costs for Fire Station 18.
2. CT¥ Studio Remodel - Awaiting project funding approval from the City of Livermore.
3. Downtown Improvement Implementation phase I
a. Gateway Monument ~ Dublin Blvd/Village Pkwy- Council determined not to complete
construction documents
b. Arched Gateway Design for St. Patrick Way/Amador Plaza Rd.- Council determined not
to complete construction documents
c. Sidewalk Widening & Lighting Improvements- Funding concerns originally delayed
project. Council recently decided to proceed using City funds.
4. Shannon Community Center Improvements -. Painting deferred for one month in order to
await results of building evaluation. Deck is being studied as part of building evaluation and it
appears that portions of the deck will need to be replaced before painting.
5. Emerald Glen Park Phase II - Project is behind for two primary reasons. The bid award was
delayed and rain in December hindered progress.
6. Dublin Ranch Neighborhood Parks (Bray Commons) - Project is behind due to rain in
December.
7. Fallon Sports Park - Delay in determining the park boundaries.
8. Senior CEnter - Architect took longer to prepare construction documents and get them through
the review process than originally anticipated.. -
9. Cemetery Planning Study - Insufficient staff time.
10. Murray Schoolhouse Exhibit Restoration - Original proposals received for design services
exceeded the entire project budget. The approach to the project was revised and a consultant has
been hired.
11. Eastern Dublin Arterial Street Improvements - Slower pace of development has extended the
timeframe to construct these improvements.
12.1-580/Fallon Interchange Improvements - Design negotiations with Caltrans has taken longer
than anticipated.
13. Dublin Blvd. Improvements-Village Pkwy to Sierra Ct. In addition to previous delays
throughout the project, recent problems with an irrigation line have delayed completion of the
project.
STRATEGIC PLAN/2004-2005 GOALS & OBJECTIVES
Earlier this year, the City Council approved a Preliminary Strategic Plan, which identified six (6)
strategies that the City-should pursue during the next 10 years. The Council subsequently approved
Strategic Goals which were prepared by Staff for each strategy.
The City's Management Team has prepared a preliminary list of Goals & Objectives for 2004-2005 for
Council consideration. A total of 107 objectives in nineteen different program areas are identified in the
Preliminary 2004-2005 Goals & Objectives Program (see attached blue report). Of this total, 49
objectives are new and 58 objectives are recommended to be carried over from last year and nine (9) are
recommended for deletion.
Of the 107 objectives identified by Staff in the 2004-2005 Preliminary Goals & Objectives Plan, 62 are
objectives which Staff believes accomplishes one or more of the Strategic Goals approved by the City
Council. These objectives were placed in the Strategic Plan under each Sirategic Goal based upon
Staff's recommended priority order. These strategic objectives are cross-referenced in the Goals &
Objectives document and the Strategic Planning document.
For example, "Complete Review of Dublin Ranch West Annexation (Wallis) General Plan & Specific
Plan Amendments" is Objective No. II.A-6 in the 2004-2005 Preliminary Goals & Objectives Plan.
This Strategic Objective contributes to the accomplishment of Strategic Goals:
lB Identify Opportunities to Create New Villages.
4B Connect Open Space Connections and Trails Where Appropriate.
4C Implement Open Space Polices of Eastern Dublin General Plan Amendment/
Specific Plan.
5B Continue Implementation of Eastern Dublin Specific Plan.
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This 6bjective is shown in four (4) different places in the Strategic Plan, but only once in the
Preliminary Goals & Objectives Plan.
In addition to the objectives which are strategic, there are objectives which, although not strategic,
contribute toward the accomplishment of the City's Mission Statement. These objectives are labeled as
accomplishing'a Departmental Goal in the Preliminary 2004-2005 Goals & Objectives Plan.
The Preliminary 2004 Goals & Objectives are identified in priority order as viewed by City Staff (i.e.,
high, medium, low, delete). The Management Team reviewed the entire program and indicated that
only those objectives given a high priority could be accomplished next year in most program areas with
current Staff. If Councilmembers add high priority objectives, the Management Team believes that
some of the proposed high priority objectives by Staff may need to be given a lower priority or
additional staff and office space will be required.
The Planning Commission, Parks & Community Services Commission and Heritage & Cultural Arts
Commission reviewed those proposed obi ectives for 2004-2005 which fall under their respective
purview.
On March 20, 2004 a Goals & Obi ectives workshop was held to provide Commission Members with an
opportunity to have a dialogue with the City Council regarding their respective goals and obj ecfives.
As presented at the workshop, the Commissions' priorities differ from Staff in the following areas:
PLANNING
gl 9 "Jnvestigate Options for Shamrock lZillage. "Staff gave this objective a medium priority and the
Planning Commission gave it a high priority.
#20 "Update 'City's General Plan. "Staff gave this objective a medium priority and the Planning
Commission gave it a high priority and recommended re-prioritizing it to number 6 on the list.
#21 "Complete review of Dublin Ranch West Annexation (Wallis) General Plan & Specific Plan
Amendments." Staff gave this objective a high priority and the Plarming Commission gave it.medium
priority.
PARKS & COMMUNITY SERVICES
gl 0 "Explore opportunity to use Dougherty Hills Open Space on Amador Valley Blvd at Stagecoach for
Dog Park." Staff gave this objective a medium priority and the Parks & Community Services
Commission gaye it high priority.
#13 "Replace existing marquee at Shannon Community Center with an electronic marquee." The
Commission recommended replacing this objective with # 19 "Develop plan for replacement ofkxisting
marquee at Shannon Community Center with an electronic marquee." The Commission gave the new
objective a medium Priority.
gl 8 "Explore opportunities to improve pedestrian access to Emerald Glen Park." This objective was
added by the Parks & Community Services Commission and given a medium priority. Staff has not
prioritized this objective; however, it is important to note that pedestrian access along Central Parkway
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wilt be completed with Phase III of Emerald Glen Park, which is currently planned for Fiscal Year 2004-
2005.
HERITAGE & CULTURAL ARTS COMMISSION
#5 "Identify a new cultural arts special event to replace the Classic Affair at the Civic. "Staff gave this
objective a high priority and the Heritage & Cultural Arts Commission gave it a medium priority.
#JO "Work with BART to incorporate high quality artwork as part of the West Dublin BART Station
Project. "Staff gave this objective a medium priority and the Heritage '& Cultural Arts Commission gave
it a high priority.
#1 ! "Explore with DHPA land~cemetery extension feasibility study." Staff gave this objective a medium
priority and the Heritage & Cultural Arts Commission gave it a high priority.
#16 "Identify funding sources to offset program fees for 2004 Jazzmasters Workshop program. "This
objective was added by the Heritage & Cultural Arts Commission and given a high Priority. Staffhas
not prioritized this objective. It is important to note that this obi ective will require a financial
commitment on the part of the City before the 2004-2005 budget is considered, if this program is
sponsored this year.
#17 "Investigate the possibility of obtaining accreditation for the Heritage Center through the American
Association of Museums. "This objective was added by the Heritage & Cultural Arts Commission and
given a high priority. Staffhas not prioritized this objective. If the Council adds this objective, it would
also need to be.added to Strate~c Goal 6A in the Strategic Plan.
Included on the 2004-2005 Preliminary Goals & Objectives form (blue) is a column identified
"Benefits/Need" to assist the City Council in assessing the importance of each objective. Also included
is a column identified as "Additional Resources Required." This column identifies what additional
staffing or funding resources over-and-above the City's current service level capability is required to
accomplish the objective within the next yearl
In accordance with Council direction, Staff has estimated the amount of time necessary to complete each
objective commencing on July 1, 2004. For those objectives which were initiated in a prior year and are
recommended to be carried over, the time required represents the remaining time necessary to complete
the objective during Fiscal Year 2004-2005.
RECOMMENDATION
It is recommended that the City Council review the Preliminary 2004-2005 Goals & Objectives Plan and
prioritize each of the objectives within each program area (i.e., Administration, Finance, etc.) by giving
a rating of"high", medium", low", or "delete".
In the past, the High Priority objective has been defined as an objective that significantly improves the
City's ability to affect the overall quality of life in the community, provides basic, services, or is required
by law. Objectives should receive "medium" or "low" priorities to the extent they affect the above
criteria. If the Council believes that a particular objective is not necessary at this time, Staff would
recommend deletion of the objective.
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At the end of each program area, space has been provided for the City Council to identify and prioritize
any additional objectives, which individual Councilmembers would like to have .a majority of the City
Council include into the 2003-2004 Goals & Obi ective Plan. If you identify any additional objectives, I
will c~ntact you before sending the packet to the entire Council, i_f any clarification is required or if the
objective should be considered as strategic.
IT IS RECOMMENDED THAT EACH COUNCILMEMBER COMPLETE HIS/HER REVIEW
AND PRIORITIZATION OF THE 2004-2005 PRELIMINARY GOALS & OBJECTIVES
RANKING FORM, INCLUDING ANY NEW-OBJECTIVES THAT.COUNCILMEMBERS
WOULD LIKE TO ADD. THESE BLUE RANKING FORMS MUST BE RETURNED TO THE
CITY MANAGER'S OFFICE NOT LATER THAN APRIL 5, 2004, IN ORDER FOR THE
COUNCIL TO CONSIDER THE ENTIRE GOALS & OBJECTIVES PROGRAM AT ITS
MEETING OF APRIL 19, 2004.
Once individual Councilmembers have submitted their ranking forms, Staff will compile the rankings of
individual Councilmembers and distribute the results to the City Council with the Goals & Objectives
packet on April 15, 2004. Staff will assign a numerical ranking of"3" for high priority objectives, "2"
for medium priority objectives, "1" for low priority obj ectiYes, and "0" for delete. These scores will be
averaged in a composite rating for all Councilmembers and will be presented in the Council packet for
the meeting of April 19, 2004.
Additionally, in accordance'with direction received from Council at the Strategic Planning Meeting,
those program areas that have 10 or more high priority objectives will be ranked in priority order by the
Council during the Goals and Objective Meeting.
If you have any questions or would like further clarification regarding the process or any of the materials
included in this packet;please advise the City Manager not later than April 2, 2004.
RCA:fl~
Attachments
G:\G&Ok2004 G&O 'Mtg\2004 cc memo for ranking.doc
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DRAFT
2004
CITY OF DUBLIN
TEN (10) YEAR STRATEGIC PLAN
Mission
Th City of bli th ugh ;' ....... ;* .... ' * ....*; ....... ; ........... '
e Du n, re, ...................................... ~, ............ , promotes
and supports a high quality of life that ensures a safe and secure environment,
fosters new opportunities and provides responsive services for the entire community.
Vision
Dublin is a vibrant city committed to its citizens, natural resources and cultural
heritage. As Dublin grows, it will balance history with progress, to sustain an
enlightened, economically balanced and diverse community.
Dublin, with its distinctive place in the region, highlights culture, diversity and civic
stewardship to create a broad mosaic. This mosaic is enriched by the blending of
villages and neighborhoods -forming a common network that welcomes both
residents and businesses alike; supporting the efforts and achievements o fall.
ATTACHMENT5
DRAFT
2004
City of Dublin
Values
Our Values in Building Community · Promote locations and events that bring people of all ages together.
· Provide more venues for family-based activities.
· Foster heritage and cultural development.
Our Values in Insuring a Safe Community
·Provide high quality police and fire services to insure thc safety of the citizens
living in the community. ~
· Provide education and training to residents and businesses that would promote
public safety.
Our Values in Guiding Development · Assure that development contributes positively to the City's fiscal health.
· Support pedestrian-friendly development, transit-oriented development, green
building and environmental responsiveness.
· Respect our neighborhoods--their identity, image, and aspirations..
· Believe that no part of the community is better than another.
· Promote high quality design and architectural standards in development.
Our Values in Governing · Be open to the public and community.
· Operate at all times with honesty and integrity.
· ExerCise fairness in consideration of issues--we listen to all sides; we respect every
opinion; and we treat all individuals with dignity. Dublin is a place where each person
has a voice.
· Provide a high level of customer service and responsiveness from City staff to
citizens.
· Strive to build an informed community through communication.
· Encourage cooPeration with other communities on issues of mutual concern.
Our Values in Relating to Other Communities and Entities
· Respect the right of each individual community and entity to determine its own
destiny.
· Cooperate with other communities and entities, but do not interfere.
· Acknowledge that we will not direct the work of another elected body.
CITY OF DUBLIN
2004
DRAFT STRATEGIC PLAN
STRATEGIES
STRATEGY #1: Establish villages within the City of Dublin.
# G&O Ref# PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-10 Develop policy defining village concept.
(pg. 4)
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-2 Implement residential planned development and inveStigate oPPortunities t°'
(pg. 4) create a new village in Eastern Dublin Transit Center.
2. II A-4 Complete Pak 'n Save General Plan Amendment and Planned Development
(pg. 4) Rezoning.
3. II A-5 Complete review o£Dublin Ranch West Annexation (Wallis) General Plan &
(pg. 4) Specific Plan Amendments.
4. H A-7 Complete Parks Reserve Forces Training Area (Camp Parks) General Plan
(pg. 4) Amendment.
5. II A-8 Complete General Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
6. II B-2 Assist Dublin Housing Authority in evaluating potential
(pg. 7) renovation/redevelopment of Arroyo Vista Housing.
7. II A-9 Investigate creating new village around West Dublin BART Station.
(pg. 4)
8. II A-14 Investigate Options for Shamrock Village.
(pg. 5)
9. II A-16 Investigate parking and access alternatives for Village Parkway Specific Plan
(pg. 5) Area.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATaGIC GoAL I
Objectives to be developed pending c°mPleti°n Of Strategic Goal lA. : I
STRATEGY #2: Facilitate and encourage continued investment in Downtown Dublin.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1.' II A-1 Develop plans for Historical District designation of Donlon Way making
(pg. 3) certain Alamilla Springs and Green Store are included.
2. III A-1 Complete construction of new Senior Center and prepare for operation of new
(pg. 9) facility.
Page 1
3. II B-1 Complete Senior Housing Project.
(pg. 7)
4. II E-1 Negotiate Lease Agreement and resolve financing strategy for the West
(pg. 8) Dublin BART Project.
5. III B-8 Work with BART to incorporate high quality artwork as part of the West
(pg. 14) Dublin BART Station Project.
6. II E-5 Develop economic incentive strategy for Central Business District.
(pg. 9)
7. III B-13 Implement Phase II of the Downtown Public Art/Bus Shelter Project.
(pg. 14)
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II E-2 Work with Dublin Place Shopping Center to facilitate new imProvements to
(pg. 9) the Center.
2. II E-3 Work with Dolan Lumber owners to facilitate development opportunities.
(pg. 9)
3. II E-4 Work with Shamrock Village to facilitate improvement to the Center.
(pg. 9)
4. II E-5 Develop economic incentive strategy for Central Business District.
(pg. 9)
5. II A-14 Investigate Options for Shamrock Village.
(pg. 5)
6. II A-16 Investigate parking and access alternatives for Village Parkway Specific Plan
(pg. 5) Area.
STRATEGY #3: Develop a transportation system that facilitates ease of movement
throughout the City.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISH~G ST~TEGIC GOAL
1. V B-4 Work with Pleasanton and Livermore to develop a cost sharing agreement for
(pg. 18) the ultimate improvement of the 1-580/Fallon Road Interchange.
2. V B-5 Work with the Contra Costa Transportation Authority to develop a regional
(pg. 19) traffic model and seek concurrence from the TVTC for the adoption of the
model for use in regional traffic planning.
3. V B-7 Utilizing new TVTC traffic model to work with Livermore, pleasanton,
(pg. 19) Alameda County and the Th-Valley Transportation Council to examine
configurations of streets parallel to 1-580 (i.e., Dublin Blvd./North Canyons
Parkway, Stoneridge Drive/Jack London Blvd.) and make recommendations/
advocacy.
4. V B-9 Update Th-Valley Transportation Development Fee Nexus StUdy, together
(pg. 19) with the other 6 agencies in the TVTC.
5. V B-11 Examine the feasibility of coordinating central communications for traffic
(pg. 20) signals in downtown Dublin.
Page 2
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II E-1 Negotiate Lease Agreement and resolve financing strategy for the West
(pg. 8) Dublin BART Project.
2. V B-6 Work with ACTIA for the implementation of the Measure B transportation
(pg. 19) project along the Scarlett Drive corridor between Dublin Blvd. and Dougherty
Road.
3. III A-7 Work with EBRPD and the City of Pleasanton to conduct a preliminary
(pg. 10) engineering study and identify funding sources to facilitate the connection of
Alamo Creek Trail under 1-580 to Pleasanton trails.
4. V B-10 Develop a City-wide Bicycle Master Plan including bicycle access to parks
(pg. 20) and open space areas.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-7 Complete Parks Reserve Forces Training Area (Camp Parks) General Plan
(pg. 4) Amendment.
2. V B-1 As Part of the GPA for Parks RFTA, evaluate alternatives for a Central
(pg. 18) Parkway extension to Dougherty Road and interface options to the planned
Scarlett Drive Extension.
3. V B-2 Adopt a specific alignment of Fallon Road from 1-580 to Bent Tree Drive.
(pg. 18)
4. V B-3 Complete Downtown Traffic Impact Fee Study.
(pg. 18)
5. V B-6 Work with ACTIA for the implementation of the Measure B transportation
(pg. 19) project along the Scarlett Drive corridor between Dublin Blvd. and Dougherty
Road.
6. II A-8 Complete General 'Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
7. V B-8 As part of the development of the new 2004-2009 CIP, incorporate the
(pg. 19) necessary Transit Center Projects to insure timely completion of
improvements in parallel with Transit Center demand.
8. II A-12 Complete Scarlett Court Specific Plan.
(pg. 5)
STRATEGY #4: Create an open space network that ensures environmental protection and
provides public access where appropriate.
# G&O Ref# PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. III A-4 Work with EBRPD to complete negotiations for land acquisition in the
(pg. 10) western hills.
2. III A-5 Identify and secure sources of funding for land acquisition in the western
(pg. 10) hills. .
3. III A-11 Upon completion of land acquisition in the western hills, complete an Open
(pg. 11) Space Master Plan and appropriate CEQA documents.
Page 3
# O&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-5 Complete review of Dublin Ranch West Annexation (Wallis) General Plan &
(pg. 4) Specific Plan Amendments.
2. II A-6 Process GPA for updated Parks & Recreation Master Plan.
(pg. 4)
3. II A-7 Complete Parks Reserve Forces Training Area (Camp Parks) General Plan
(pg. 4) Amendment.
4. II A-8 Complete General Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
5. III A-7 Work with EBRPD and the City of Pleasanton to conduct a preliminary
(pg. 10) engineering study and identify funding sources to facilitate the connection of
Alamo Creek Trail under 1-580 to Pleasanton trails.
6. II A-18 Complete Review of Moller Annexation and General Plan & Specific Plan
(pg. 5) Amendments.
7. II A-19 Complete Review of Mission Peak Annexation and General Plan & Specific
(pg. 6) ..... Plan Amendments.
8. II A-20 Complete General Plan Amendment Study on the Transportation Corridor
(pg. 6) Right-of-Way.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-5 Complete review of Dublin Ranch West Annexation (Wallis) General Plan &
(pg. 4) Specific Plan Amendments.
2. II A-8 Complete General Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
3. II A-18 Complete Review of Moller Annexation and General Plan & Specific Plan
(pg. 5) Amendments.
4. II A-19 Complete Review of Mission Peak Annexation and General Plan & Specific
(pg. 6) Plan Amendments.
STRATEGY #5: Continue to develop a community that provides a balance of jobs,
housing, and services in a fiscally sound manner.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-7. Complete Parks Reserve Forces Training Area (Camp Parks) General Plan
(pg. 4) Amendment.
# G&O Ref# PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-3 Evaluate Courthouse proposal.
(pg. 4)
2. III A-2 Develop a master plan & phasing plan for Sports Park on Gleason Drive &
(Pg. 9) Fallon Road including evaluation of BMX Track.
3. II A-5 Complete review of Dublin Ranch West AnnexatiOn (Wallis) General Plan &
(pg. 4) Specific Plan Amendments.
4. II A-6 Process GPA for updated Parks & Recreation Master Plan.
(pg. 4)
Page 4
5. II A-8 Complete General Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
6. II A-18 Complete Review of Moller Annexation and General Plan & Specific Plan
(pg. 5) Amendments.
7. II A- 19 Complete Review of Mission Peak Annexation and General Plan & sPecific
(pg. 6) Plan Amendments.
# G&O Ref# PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II B-1 Complete Senior Housing Project.
(pg. 7)
2. II B-3 Develop a 5-Year Affordable Housing Program.
i (Pg-7)
3. II B-4 Undertake Housing Needs Assessment.
(pg. 7)
4. II B-2 Assist Dublin Housing Authority in evaluating potential
(pg. 7) renovation/redevelopment of Arroyo Vista Housing.
5. II C-1 Conduct a Feasibility Study for Universal Design Ordinance and addition to
(pg. 8) the Building Code Regulations.
6. II B-5 Implement First Time Home Buyer Program Development.
(pg. 7)
7. II B-6 Complete Commercial Linkage Fee Study.
(pg, 7)
8. II B-7 Implement State law requirements on density bonUs and emergency shelters
(pg. 7) by completing Zoning Ordinance Amendment.
9. I C-3 Work with cities in the Tri-Valley to establish a clearinghouse to deVelop& '
(pg. 2) maintain affordable housing opportunities, and publicize & coordinate the
region's housing.
# G&O Ref# PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-4 Complete Pak 'n Save General Plan Amendment and Planned Development
(pg. 4) Rezoning.
2. II B-2 Assist Dublin Housing Authority in evaluating potential renovation/
(pg. 7) redevelopment of Arroyo Vista Housing.
3. II A-12 Complete Scarlett Court Specific Plan. .
(pg. 5)
4. II A-17 Complete Starward General Plan Amendment Study.
(pg. 5)
STRATEGY #6: Develop dynamic community facilities that provide unique recreational
and cultural experiences in the region.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL '
1. II A-1 Develop plans for Historical District designation of Donlon Way making
(pg. 3) certain Alamilla Springs and Green Store are included.
2. III B-1 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh
(pg. 13) ::5! setting that will optimally highlight Dublin's history.
3. III B-2 Commission a land appraisal for the Dublin Square Shopping Center.
(pg. 13)
Page 5
4. III B-3 Undertake a site master plan and programming study to determine the
(pg. 13) ultimate boundaries and uses of the Dublin Historic Park.
5. III B-5 Complete the process of placing Old St. Raymond's Church and Murray
(pg. 13) Schoolhouse on the National Register of Historic Places.
6. III B-9 Undertake a financial feasibility study to determine development and
(pg. 14) operational costs of the Dublin Historic Park.
7. III B-10 Explore with DHPA land/cemetery extension feasibility study.
(pg. 14)
8. III B-12 Replace fencing in front of Murray Schoolhouse on Donlon Way with fencing
(pg. 14) similar to that in the Old St. Raymond's Church courtyard; modify and
upgrade frontage landscaping as needed.
9. III B-14 Install a small old-fashioned schoolyard playground adjacent to the picnic
(pg. 15) area at Murray Schoolhouse to reflect the era of the Schoolhouse.
10. HI B-17 Investigate the possibility of obtaining accreditation for the Heritage Center
(pg. 15) through the American Association of Museums.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. III A-3 Conduct a programming study to explore trends/local market oPPortunities
(pg. 9) and determine the community's preferred components for a new
recreation/aquatic complex.
2. III A-8 Based on the results of the programming study, Conduct a financial analysis to
(pg. 10) determine the estimated construction and operational costs of a new
recreation/aquatic complex.
# G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL
1. II A-7 Complete Parks Reserve Forces Training Area (Camp Parks) General Plan
(pg. 4) Amendment.
2. II A-8 Complete General Plan and Specific Plan Amendments for Eastern Dublin
(pg. 4) Property Owners Annexation area.
3. III A-10 Closely monitor development projects Citywide to identify potential siteS for
(pg. 11) a unique passive park/recreation facility.
4. HI A-12 Conduct research on various unique passive park/recreation facilities and
(pg. 11) identify preferred components and site requirements.
5. II A-20 Complete General Plan Amendment Study on the Transportation Corridor
(pg. 6) Right-of-Way.
G:\G&Ok2004 G&O MtgXSections of G&O\Strategic~nain strategic plan.doc
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