HomeMy WebLinkAboutItem 8.2 BusinessTskFrceComp
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CITY OF DUBLIN
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: January 9,1995
SUBJECT:
Business Task Force Composition
(Prepared by: Richard C. Ambrose, City Manager)
Exhibit 2:
Resumes of proposed additional Task
Force Members (J. David Bradley,
Robert M. Fasulkey, Karen B.
Jacobs, Janet S. Lockhart)
Excerpts from Minutes of City
Council meeting of July 11, 1994
EXHIBITS ATTACHED: Exhibit 1:
RECOMMENDATION: Provide Staff with the appropriate direction.
FINANCIAL STATEMENT:
None
DESCRIPTION: On October 11, 1993, the Dublin City Council
authorized the formation of a Business Task Force for the purpose of
making recommendations necessary to implement a local economic
development plan to address business issues. The City Council
approved a Task Force composition that included a total of ten
members, five members to be appointed by the Dublin Chamber of
Commerce and five members appointed by the City of Dublin.
The following task force members were appointed by the City and the
Dublin Chamber of Commerce.
City
Bill Foster, State Farm Insurance
Al Hunter, Resident
Ron Nahas, Rafanelli, Nahas & Ambrose
Rex Rufener, Mervyn's
Vacant position
Chamber
Ken Harvey, Dublin Honda
Don Johnson, The Imprints Works
Kathi Schultz, formerly Sanwa Bank
Dan Straface, Straface & Riele
Gene Strom, World of Shoes, Inc
At the City Council meeting of July 11, 1994, it was the consensus of
the Council that the Business Task Force be reconstituted to meet with
Staff and the Economic Development Manager for the purpose of
providing background wi th respec t to those recommendations made and
accepted by the City Council. It was also the consensus of the City
Council that the Task Force meet on a regular basis at least every
three months or as needed to monitor the progress of the Action Plan.
Staff has contacted the current Task Force members. All of the Task
Force members have expressed a willingness to continue on the Task
Force.
Staff has scheduled a Task Force meeting on January 17, 1995 at 7 p.m.
to accomplish the direction provided by the City Council.
Mayor Houston has also requested that Council consider expanding the
composition of' the Task Force to include additional members. If the"
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ITEM NO. ~
COPIES TO:
Chamber of Commerce
Business Task Force Members
J David Bradley; Robert M. Fasulkey,
Karen B. Jacobs, and Janet S. Lockhart X R€F //0 - 30
CITY CLERK
FILE~
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City council is agreeable, the Mayor proposes to add J. David Bradley,
Robert M. Fasulkey, Karen B. Jacobs, and Janet S. Lockhart as members
of the Business Task Force. A copy of their resumes identifying their
background is attached for Council information.
It is Staff's recommendation that the Council discuss the composition
and if the Council concurs with the proposal by the Mayor to expand
the size of the Task Force, it should consider the issue of
confirmation of the proposed appointments by the Mayor.
doe/agenda/taskfore
jAN-04-1995 13:33 FR041_UDC HOMES
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8282112 P. 02
J. DAVID BRADLEY
7751 Crossridge Road + Dublin, CA 94568
(510) 551-8785
Areas of Expertise
. Project Feasibility Analysis
· Market Analysis
. Project Processing
· Financial Analysis
. Investment Underwriting
· Negotiations
. Project Management
. Asset Management
EMPLOYMENT HISTORY
UDe Homes, Inc.
Forward Planning and Land Acquisition
1994 to Present
Pleasanto~ CA
Responsibilities include acquiring new subdivisions for the company and processing existing
properties through. the entitlement stage. Primary markets are Alnneda and Contra Costa
counties with Santa Clara and Solano comprising the secondary markets. Acquisitions are
geared towards fully approved properties with no entitlement risks. The projected product
type was designed for first and second time move-up buyers.
. Prepared strategic analysis for the division's acquisition plan.
. Developed acquisition and due diligence checklist.
. Conducted extensive search for appropriate projects and pexfonned all due diligence.
. Negotiated purchase agreements for one tract in Pleasanton.
. Designed preliminary floor plans, product features and pricing strategy.
Weyerhaeuser Venture Company
Vice President / Investment Manager
1988 to 1993
Pleasanton, CA
Promoted by the company to Investment Manager and transferred to the northern California branch
office. Promotion resulted primarily from the results of underwriting two. SFD projects and the ability
to manage several problem projects which the company had acquired. Central responsibility as an
Investment Manager was to generate, tmderwrite and manage a portfolio. that at one time totaled 15
real estate development projects, in which the company either invested as an equity partner or owned
directly. Developments were primarily single family for.sale housing. but also included land entitlement
and ~me projects.
:Major duties included (1) new business eeneratioD which required making contacts. soliciting
business, underwriting potential projects. reviewing the market. analyzing the cash flow and project pro
fanna, analyzing the physical constraints and characteristics as well as negotiating and documenting
the partnership agreement; (2) portfolio management which required the continual monitoring of
r{'1~fr1 1
~AN-04-1995 13:36
FROWDC HOMES
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8282112
P.04
Robert Charles Lesser & Company
Real Estate Consultant
1984 to 1985
Beverly Hills, CA
Employed as an associate responsible for preparing market feasibility, highest and best use and
financial analysis studies for development projects. Responsibilities included coordinating data
collection, analyzing data, fonning conclusions and recommmdations, client presentations, report
writing and preparing land residual analyses for both residential and income properties located
throughout the western United States.
. Developed the financial analysis model used in the Beverly Hills headquarters.
. Performed the market analysis for numerous housing projects located in L.A., Phoenix,
Riverside, Ontario and Seattle areas.
. Prepared the market analysis and assisted in preparing the land plan for a 1,000 acre master
planned community in Tyler, Texas.
. Performed project feasibility studies for apartment projects in the PhOEllix, Stockton and L.A.
areas and for retail cern.ers in Lake Arrowhead, L.A., Seattle and Phoanx.
. Worked on a highest and best use study for the Beverly Wilshire site in L.A. and for a 5 acre site
in downtown L.A.
. Worked as assistant project manager on a mixed use development in the Seattle area.
Horrell and Associates
Real Estate Salesman
1983
Long Bea~ CA
Worked as a licmsed real estate salesman brokering income properties ranging from $1.5 to $60
million. Position involved working with individual as well as institutional investors. Responsibilities
included market analysis, calculating detailed projections and pro fonnas and analyzing cash flow
requirements .
PRIOR TO 1983
Russell Miller, Inc.
Bradley-Townsend Landscaping, Inc.
Financial Analyst
Co-Owner
1981 to 1982
1979 to 1980
EDUCATION
· Duke University (1974-1975)
. University of Southern California (1975-1979)
B.S. Business Administration
Emphasis in Finance with additional courses in real estate law, real estzte investmeot
analysis and tax accounting
PROFESSIONAL DESIGNATIONS
. California Real Estate Broker License
. Associate- Urban Land Institute
DATE OF BIRTH: Aprill5, 1956
existing developments in terms of timetables and schedules, project cost sunnnaries, construction
progress, project accounting and overall market conditions; and, (3) project management which
involved the direct management and supervision ofproperties owned directly by the company.
.
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. Managed $50 million of Weyerl1aeuser's capital invested in 15 partnerships with a total market
value of approximately $190 million.
. Generated over $1.35 million in income for 1992.
. Solicited, analyzed and evaluated for investment approximately 100 projects within the S.F. Bay
area.
. Gtnerated, underwrote and documented five new for-sale housing projects and one land
entitlement project involving a 1,200 acre master planned community.
. Assisted in the land planning and processing of a 1,200 acre PUD in the city of Merced, reviewed
the engineering and infrastructUre designs as well as evaluated the environmental impacts.
. Monitored construction for 64 SFD units in the Oakland Hills; 134 SFD units in Fremont; and,
150 SFD units in Modesto.
. Negotiated the purchase agreements for 101 SFD lots in Modesto, a 5 acre site in Denver and a
mixed use center in Colorado Springs, as well as the partnership agreemElltS for 8 limited
partnerships and the amendments to 6 agreements.
. Negotiated the loan extension for a 64 unit SFD project in Oakland, a 60 m1it SFD project in
Merced and a mixed use development in Sacrammto.
. Negotiated the construction contract and cha:nge orders for the renovation of a 36,000 s.f. center
in Colorado Springs.
W eyerhaeuser Venture Company
Assistant Investment Manager
1986 to 1987
Torrance, CA
Recruited from Lesser and Company to assist in the generation, underwriting and management of a
portfolio totaling 19 real estate development projects. These projects consisted of both for-sale housing
and income properties. Responsibilities included collecting and analyzing market data, monitoring
construction, leasing and/or sale, preparing month to month cash flow analyses and detailed project pro
fonnas, reviewing job cost summaries and reviewing all partnership records and financial reports.
. Underwrote and documented a 125 unit SFD project in Lancaster and a 150 unit SFD project in
Rancho California.
. Monitored the construction of 85 SF A units in Santa Barbara~ a 240 unit apartment complex in
Bakersfield; a 85,000 sJ. industrial building in Ontario; a 95,000 s.f. office in Santa Ana; and,
12 office/industrial buildings in Orange county.
. Reviewed, analyzed and evaluated for investment approximately 50 projects in the L.A. area.
. Negotiated. the master work out agreement for four housing tracts and a 240 unit apartment
project.
. Negotiated the purchase agreement for a 3 acre site in Corona.
. Selected as a member for the initial Asset Management Conunittee.
. Responsible for designing a standardized moirth-to-month cash flow model that was used by all
Investment Managers.
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ROBENT M. FASULKEY
7776 Topaz Circle
Dublin, Ca. 94568
510-i3~9-6299
OVERVIEW OF EXPERIENCE:
Experienced in complex sales of major telecommunications and data
equipment to large end users. Proven capability of delivering a
balance of extensive technical knowledge and skilled selling
techniques to all levels of management.
CAREER HIGHLIGHTS:
Solution based selling to Pacific Telesis, MCI, Ungermann/Bass and
Quantum. Represented Pacific Bell as a member of the Los Angeles
Olympic committee. Negotiated the procurement of the first fiber
network installed in Los Angeles. Developed specialized cost
control prof.r~ms for Pacific Bell to be used in conjunction with
the divestiture of AT&T. Managed as many as 115 subordinates.
EXPERIENCE:
/loJ.lc'ltJ&ll. INC.
~!l.l~ig!:_.l!lQ.:..
sr1tfS jdA/IIt1$8? ~'flt&lO.t:K. si(sr{;)t(..f ltiff - ?/tJ,em
1988 to ~tlqrt'/
Position: Sales Manager
Tripled Anixter's sales to Pac Tel. Designed a proprietary
connectivity system for Ungermann/Bass. Performed a consultative
sales role in media installations at Quantum. MatteI Toys, MCI,
and Cadence Software. Received top sales honors.
~111g1_~~e~1~_lllQ.:..
1985 to 1988
Position: Sales Manager
Developed sales to AT&T of more than $5 million annually where
none previously existed. Received top sales honors.
E!,!Qifi2._~~ll
1967 to 1985
Position: Department Manager
Directed activities related to material management and procurement
of $500 million dollars of products used in Southern California.
This included overseeing the design and implementation of some of
the first software programs to be uRed in material management.
Earlier career ex.periences include engineering, installation and
maintenance of 'fl' s. wide area networks. and local loops.
.
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1969 to 1972
(On military leave during the Vietnam conflict.)
Expert experience in airborne computerized systems.
pilot proficiency during actual flight conditions.
honors in electronics training.
Assessed
Graduated with
EDUCATION:
University of Maryland, Catonsville, Md.
W. A. Political Science
1974 to 1976
Howard Community College, Columbia, Md.
A.A. Liberal Arts
1972 to 1974
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KAREN B. JACOBS
8325 RHODA AVENUE
DUBLIN, CA 94568
(510) 829-7989
OBJECTIVES
o position requiring responsibility and offering opportunities for analytical
decision making.
WORK EXPERIENCE
Dennis Marguet Insurance/Wausau Insurance April 1990 to December 1994
Pleasanton, CA
o Sales of Nationwide/Wausau insurance products including commercial
insurance, group health, pension, and life insurance.
o Identifying target commercial businesses, determining their insurance
needs and designing appropriate insurance programs.
Cooper & Cook Insurance Services December 1987 to April 1990
Pleasanton, CA
o Developed new department to handle smaller commercial
accounts including the writing of a proceedure manual,
sales, and servicing of new business.
o Worked on proposal task force to implement and design format.
o Write and run special computer reports.
o Marketed and serviced large commercial insurance accounts for Bay
area businesses.
Mason McDuffie Insurance Services Inc. Apri11983 to December 1987
Pleasan tHill, CA
o Supervisor of customer service staff for commercial insurance business.
o Marketed and serviced commercial insurance accounts.
Mendelsohn & Associates Insurance May 1979 - March 1983
Tucson, AZ
o Customer Service on Personal lines Accounts.
o Managed accounts receivable for in-house finance company.
o Assisted in organization of local and regional Independent Insurance Agents
Youth Golf Tournament.
EDUCATION
University of Arizona
Tucson, Arizona
B. S. - Education; GPA 3.70
January 1977
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KAREN B. JACOBS
8325 RHODA AVENUE
DUBLIN, CA 94568
(510) 829-7989
WORK EXPERIENCE
Dennis Marguet Insurance/Wausau Insurance 1990 to December 1994
Pleasanton, CA
o Sales of Nationwide/Wausau insurance products including commercial
insurance, group health, pension, and life insurance.
o Identifying target commercial businesses, determining their insurance
needs and designing appropriate insurance programs.
Cooper & Cook Insurance Services December 1987 to 1990
Pleasanton, CA
o Developed new department to handle smaller commercial
accounts including the writing of a proceedure manual,
sales, and servicing of new business.
o Worked on proposal task force to implement and design format.
o Write and run special computer reports.
o Marketed and serviced large commercial insurance accounts for Bay
area businesses.
Mason McDuffie Insurance Services Inc. April 1983 to December 1987
Pleasant Hill, CA
o Supervisor of customer service staff for commercial insurance business.
o Marketed and serviced commercial insurance accounts.
Mendelsohn & Associates Insurance May 1979 - March 1983
Tucson, AZ
o Customer Service on Personal lines Accounts.
o Managed accounts receivable for in-house finance
company.
o Assisted in organization of local and regional Independent Insurance Agents
Youth Golf Tournament.
EDUCATION
University of Arizona
Tucson Arizona
B. S. - Education; GPA 3.70
1977
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Janet S. Lockhart
8136 Creekside Drive
Dublin, CA. 94568
(S 10) 829-2887
Summary:
Extensive background in travel industry from employee, manager, and owner
perspectives. Writing career which includes experience as both a published
columnist for local newspaper and author of four published children's stories.
Recent political experience as chairwoman of Dublin Coalition for Local Planning
and Dublin Tomorrow. Both organizations were formed to promote passage of
Measure B.
Objective:
To expand my experience in the political arena and develop a ,..ider scope of
understanding on a regional level. Seek a position that will offer new challenges in
articulation and communication.
Experience:
March to November 1993
Delacorte/Shinoff Political Advocates
Project coordinator for Delacone/Shinoff responsible for developing grass roots
coalition as well as business community coalition for financial support. Served as
community spokesperson for Dublin Tomorrow and Dublin Coalition for Local
Planning.
1991 To Present:
Laptime Stories
Author and publisher of children's stories sold in conjunction with stuffed animals
produced and marketed by Beta Toys of Los Angeles. Responsible for sales in local
area, coordinating art, story, and printing for entire project.
1987 to 1991
Tri- Valley Travel
Owner, manager of Tri-Valley Travel responsible for accounting, sales, and
personnel.
Activities:
Past President Soroptimist International of Dublin
Past Vice-President of Dublin Chamber of Commerce
Co-Chairwoman of Dublin School District
Citizen's Advisory Committee
Steering Committee for American Lung Association
Dublin Hason for Hope Hospice lights of the Valley
Dublin Historical Preservation Association Board Member
President Dublin Chamber of Commerce
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Mayor Snyder closed the public hearing.
Cm. Moffatt commented that he still felt Scarlett Court should be a
lower speed limit.
On motion of Cm. Burton, seconded by Cm. Houston, and by majority
vote, the Council waived the reading and INTRODUCED the Ordinance.
Cm~ Moffatt voted against this motion.
* * * *
PRESENTATION OF DUBLIN BUSINESS DEVELOPMENT TASK FORCE REPORT (470-50)
city Manager Ambrose stated in October of 1993, the city Council
authorized the formation of a Business Task Force with a purpose of
making recommendations necessary to implement a local economic
development plan, address business issues, and determine if a City
Business Commission or other advisory body should be formed to
implement these recommendations. The Task Force recently completed
and finalized their report. The report covers 4 main sections; I.
Economic Profile; II. Obstacles, Issues and Driving Forces; III.
Business Action Plan; and IV. Implementation strategy.
Members of the Task Force were: Bill Foster, Ken Harvey, Al Hunter,
Don Johnson, Ron Nahas, Rex Rufener, Kathi Schultz, Dan straface and
Gene strom.
Bill Foster thanked the city Council for the opportunity to serve on
this Task Force and thanked Mr. Ambrose for his guidance. The members
were introduced, with Ken Harvey and Rex Rufener unable to attend.
Mr. Foster presented an overview of the process and advised that the
Task Force had agreed that the Business Action Plan would be presented
to the city council in sections.
section A which covered Dublin Image/Access was presented by Kathi
Schultz and Don Johnson.
Ms. Schultz stated there was a general consensus that what Dublin
needs is an image makeover. Graffiti is a serious issue in the City
and it is very important to come up with a rapid and consistent
removal process. They are interested in the landscaping and hope the
weed abatement program will continue. The second major area of
concern was the knowledge of where Dublin is and how to get there.
signage is important within the community itself. The third area is
the need to establish a proactive and ongoing business attraction
program. There needs to be an individual to direct this type of
activity. We should have an Economic Development Manager who could
get our name out there and make us known. This is an opportune time
for this to take place. As the eastern and western areas begin to
develop, they want to make Dublin a whole city; a unified city.
Mr. Johnson stated there 'is a need to establish a proactive prorooUoD
program for businesses in the area. The St. Patrick's Day function .,
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Regular Meeting E}{":'1 g 'I' ~ - 191 July 11, 1994
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has been successful in the last couple of years. There was also
discussion about going back to some kind of a Heritage Day celebration
with sidewalk sales. A good theme would be great if merchants would
use the theme. The Chamber of Commerce would help sponsor promotions
with the help of the city. One of the most important things is to
improve access from 1-680 to downtown Dublin. Hopefully, the widening
of Dublin Boulevard will not encourage cars to just speed through town
without taking time to stop and shop. We have a lot of good parking
facilities in town so we can accommodate a lot of shoppers. It is
important for us to continue to work with Caltrans on the access.
Recommendations contained in the Task Force Report related to Image
and Access included:
. strengthen the city's Property Maintenance Ordinance with
respect to graffiti removal to shorten the time allowed to
remove graffiti.
. Improve directional signage on city streets.
. Identify potential locations to improve freeway signage
identifying Dublin and request Caltrans to install signs.
. Develop and install signage in the city which identifies Dublin
and is visible from the freeways.
. Hire an Economic Development Manager to develop program.
. The Chamber of Commerce should sponsor proactive promotion
programs with the cooperation of the city.
. Pursue Caltrans and Alameda County Transportation Authority to
construct the 1-680 hook ramps as soon as possible.
. Complete parallel road south of Dublin Boulevard in conjunction
with hook ramp construction.
section B which covered processing/Enforcement/Fees was presented by
Ron Nahas.
Mr. Nahas stated the very important future access into town will
improve the quality of the shopping experience in downtown Dublin. We
must consider what people encounter when they do get here. He had an
opportunity to speak with some of the major landowners about the
experience of trying to get into business in Dublin and discussed some
of the comments received. Some of the comments were true more 2 or 3
years ago than they are today. Staff has redesigned some of the
programs to be more user friendly. Adequate staffing in the Planning
Department is very important. The city should advertise its customer
service Program, because an effort is currently being made in this
regard. The Traffic Impact Fee system was discussed and he urged the
city to complete the study. He also urged the city to check into
other funding possibilities such as assessment districts. The city
should make an effort to learn about available financial programs
which help businesses to start. There needs to be a continuous review
of all the city fees. The cost of water, sewer and tap fees are a
major item. The city and DSRSD need to work together to see that
these fees are kept to a minimum.
Recommendations contained in the Task Force Report related to
Processing/Enforcement/Fees included:
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eM - VOL 13 - 192
July 11, 1994
Regular Meeting
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. Consider using part-time contract services in the Building &
Safety Department when construction activity increases.
. Make certain the Planning Department has adequate staffing to
keep up with the workload.-
. The city's Customer Service Program and accomplishments in
streamlining its permit process should be publicized and
promoted.
. Provide educational seminars to the business community on
handicap regulations.
. Make certain Traffic Impact Fee study is completed which would
eliminate the need for new businesses to pay for individual
traffic studies.
. Explore the feasibility of a Downtown Assessment District as
one option in financing downtown street improvements.
. Communicate available tax and other financial incentives to
businesses.
. The city and DSRSD should regularly review all fees to make
certain fees are competitive.
Section C which covered Land/Building Availability was presented by
Dan Straface.
Mr. straface felt Dublin has an opportunity to develop some desirable
facilities in the new eastern area. They don't want to see it
developed separate from downtown Dublin of today though. We need to
take a look at what there is not in Dublin and continue regular
communication with the Chamber of Commerce. They agreed that Dublin
needs an Economic Development Manager. They do not see as many deals
coming from outside the area as they would like.
Recommendations contained in the Task Force Report related to
Land/Building Availability included:
. Focus on planning for existing and eastern Dublin.
. Continue regular communication with Chamber of Commerce on
these issues and with businesses through the permit process.
. Hire an Economic Development Manager to work closely with real
estate brokerage community and the Chamber of Commerce in
providing current information regarding land and rental space
availability.
Cm. Houston stated he was very pleased with the recommendation related
to an Economic Development Director. with regard to a Business
Commission, however, he noted that in the 56 typed. pages of minutes
there was not much discussion about this. He questioned if the
minutes accurately reflect the discussion.
Mr. Foster stated the person they recommended should be able to report
just to the city Manager and not answer to another group. until the
need arises, the group did not feel it was necessary to have another
layer other than the city Manager.
Al Hunter advised that just about everyone on the Task Force had ~
opinion on this. The feeling was that a Business Commission would
have no power. The most effective commission is the city Council,
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eM - VOL 13 - 193
Regular Meeting
July 11, 1994
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plus the rest of the community. A Business commission would tend to
push the City council away from the business community. They
discussed this at length before coming to their conclusion.
Cm. Houston pointed out that we have 3 other Commissions that assist
the city council. The Council cannot do it all, nor can the city
Manager do it all. That is why they have these Commissions.
Mr. Foster stated the Chamber of Commerce also acts as a Commission
for businesses. With reference to Cm. Houston's word count, Mr.
Foster stated it is not important how many words, but what they said.
Cm. Houston felt Mr. Nahas made an excellent suggestion about tying
our efforts to a regional effort. This was a very good point. With
regard to making people change the appearance of their businesses with
rule~ and regulations, we are seeing some steps in the right
direction. San Jose has a facade enhancement program where they work
with the businesses to speed up the process.
Mr. Foster stated they studied this and decided that there were
already laws in place and it was not their position to tell the city
council how to handle the public.
Cm. Houston thanked everyone on the Task Force and again stated he
thought their recommendation to hire an Economic Development Manager
was an excellent one.
Cm. Burton commended and complimented the Task Force. With regard to
the concern that this report will become just another book on the
shelf, he felt the report itself verifies the need for some kind of an
ongoing committee or commission. The City council and Staff do need
feedback. He felt the minutes were very thorough. One of the main
objectives was lost down the line however, and that was to come back
with reasons for or against a Business Commission. The report proves
the point that business oriented people should continue the process.
He asked if anybody had discussed what to call the city to keep it
together.
Mr. Foster responded, wherever Dublin is is Dublin. They don't want
an east or west Dublin, but just Dublin. This is very important.
Cm. Moffatt stated he felt the Task Force had done a fantastic job.
They offered and provided a check list of items to reestablish Dublin
as a friendly and economically viable community. He agreed that we
need an Economic Development coordinator to kick off this program.
Accountability of the individual will be needed to explain why and
what they did.
Mayor snyder thanked everyone for their participation. The Task Force
is a unique cross-section of the community. He felt that the council
accepted their action plan. He asked that when the individual is on
line that the group reconstitute and meet with the individual. Then,
on a regular basis, at least every 3 months, or more often if needed~_
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eM - VOL 13 - 194
Regular Meeting
July 11, 1994
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get together and see how we are doing. The important thing is that
the action plan has been developed and it should be followed.
Cm. Houston felt that once we hire an individual, it will be like
Hercules coming to town. He suggested using a process like what is
used to prioritize the Goals & Objectives.
Cm. Burton requested that a more definite recommendation be made.
Mayor Snyder stated he didn't wish to make it more formal, but the
Task Force should get back together after the individual has been
hired.
On motion of Cm. Moffatt, seconded by em. Howard, and by unanimous
vote, the Council accepted the Business Action Plan as discussed.
Cm. Burton asked that action be taken for the Task Force to continue.
Mayor Snyder did not feel this was necessary as he thought everyone
understood the direction.
Mr. Ambrose stated it will be important to prioritize the list once
the individual is on board.
* * * *
GENERAL MUNICIPAL ELECTION NOVEMBER 8, 1994 (630-20)
city Clerk Kay Keck advised that the next municipal election will be
held in Dublin on November 8, 1994. At that time, voters will elect a
Mayor for a 2-year term, and 3 Councilmembers; 2 for 4-year terms, and
1 for a 2-year term. The person who receives the least number of
votes of the 3 elected will serve a 2-year term in office. This short
term will be a one-time only situation necessitated by the fact that
voters determined that the city's directly elected Mayor should serve
a 2-year term. In all future elections, there will be 2 Council seats
and 1 Mayor's seat on the ballot.
The city council makes the determination as to whether candidates will
be allowed to include 200 or 400 word statements of qualifications in
the sample ballot and also determines whether candidates or the City
pays the printing costs to have the statements included in the sample
ballot. The City Clerk estimates that the approximate cost per
candidate statement will be $250. A Resolution was prepared for
Council adoption which would limit the number of words to 200 and
which would require candidates to pay for the printing costs.
In addition, certain procedural actions are required to call the
election and to request the Alameda County Board of Supervisors to
consolidate the city of Dublin's general municipal election with the
statewide general election. A Resolution was prepared for adoption by
the Council which identifies these procedural matters.
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CM - VOL 13 - 195
Regular Meeting
July 11, 1994