HomeMy WebLinkAbout6 Budget Study Session 5 YR Forecast19- - 182
`O`�LIFOU��
DATE:
TO:
FROM:
STAFF REPORT
CITY COUNCIL
April 30, 2013
Honorable Mayor and City Councilmembers
Joni Pattillo, City Manager(`' 4L �a a
CITY CLERK
File # 330 -20
SUBJECT: Fiscal Year 2013 -2014 Budget Study Session: Five Year General Fund Forecast
and Direction from City Council on Identified Initiatives with Additional Budget
Impact to be Included in Fiscal Year 2013 -2014 Budget
Prepared by Lisa Hisatomi, Budget Manager
EXECUTIVE SUMMARY:
The purpose of the report is to provide the City Council with an overview and projection of the
City's five year General Fund forecast and to assist the City Council in determining the proposed
initiatives with additional budget impact to be included in the Fiscal Year 2013 -2014 Budget.
FINANCIAL IMPACT:
The financial impact will be determined following the direction provided by the City Council on
the identified initiatives. The initiatives that the City Council directs to be included in the Fiscal
Year 2013 -2014 Budget will receive final consideration and adoption at the Budget Hearing on
June 4, 2013.
RECOMMENDATION:
Staff recommends that the City Council receive the report, review the proposed update
initiatives, and provide Staff with direction on which of the four identified proposed initiatives with
additional budget impact to be included in the Fiscal Year 2013 -2014 Budget.
i
Submitted By
Budget Manager
DESCRIPTION:
Reviewed By
Assistant City Manager
As part of the Strategic Planning Workshop held on March 2, 2013, Staff presented the City
Council with an update of the City's adopted Fiscal Year 2011 -2012 Ten Year Strategic Plan,
proposed Update Initiatives for Fiscal Year 2013 -2014, and a brief overview of a five -year
forecast of the City's operating General Fund revenues and expenditures. The City Council
Page 1 of 10 ITEM NO. 6.
directed Staff to identify the initiatives with budget impact, and present them to the City Council
for possible inclusion in the Fiscal Year 2013 -2014 Budget.
Strategic Planning Update
The City Council and Staff reviewed and discussed the Adopted Fiscal Year 2011 -2012 Ten
Year Strategic Plan. The following is a summary of the proposed revisions:
1. Pursue economic development initiatives that attract new businesses while strengthening
existing businesses.
- Add 1 c: Focus effort on PDAs and adjacent land.
- Add 1 d: Retain, attract and support innovative business. (Staff to recommend
language at a later City Council meeting)
2. Continue to strengthen the identity and aesthetic appeal of the downtown. (no change)
3. Create a community that supports environmental sustainability and provides an open
space network that ensures environmental protection and public access where
appropriate.(No change)
4. Develop dynamic and unique community recreational and cultural opportunities in the
region.
- Add 4b: Develop state -of- the -art recreation programs and facilities.
5. Identify new and /or enhanced opportunities for community promotion, marketing,
engagement and outreach. (Strategic Goal 5A becomes Strategy 5)
The table below is a summary of update initiatives for Fiscal Year 2013 -2014. Attachment 1
provides the proposed updated initiatives for Fiscal Year 2013 -2014 that were presented to the
City Council at the March 2, 2013 Strategic Planning Workshop.
Staff has reviewed the proposed initiatives for Fiscal Year 2013 -2014, and the costs for the
majority of the initiatives can be accommodated with existing resources with the exception of the
following four initiatives outlined in the table below. The four initiatives below will have
additional budget impact and will need the City Council's direction as to the inclusion of any or
all four in the Fiscal Year 2013 -2014 Budget:
Page 2 of 10
NITIATIVES WITF�
ROPOSED
NGOI
INITIATIVE
INITIATIV
ADDITIONAL BUDGET
IMPACT A
Staff has reviewed the proposed initiatives for Fiscal Year 2013 -2014, and the costs for the
majority of the initiatives can be accommodated with existing resources with the exception of the
following four initiatives outlined in the table below. The four initiatives below will have
additional budget impact and will need the City Council's direction as to the inclusion of any or
all four in the Fiscal Year 2013 -2014 Budget:
Page 2 of 10
IL INITIATIVE •
STRATEGIC
•
Explore feasibility of establishing a Human
Services Commission focusing on Tri- Valley
5A
$22,250
social service issues.
Create a comprehensive marketing and
1A, 5A
$350,000*
branding plan for the City.
Explore the creation of an economic
1A, 2A, 2B
development corporation.
$35,000
Implement Tobacco Retailer License
3D
System.
$5,000
* Cost for the initiative is unknown at this time, $350,000 is a placeholder and the amount will be
included in budget contingency until Staff has identified the scope and derived the estimated
cost.
Financial Overview
Staff also presented to the City Council, at the Strategic Planning Workshop, a brief overview of
the City's five year General Fund forecast. The City Council directed Staff to prepare a more in-
depth analysis and present to the City Council at the Budget Work Session. The analysis
provided below is based on City Council's fiscal policy of using one -time dollars exclusively for
one -time expenses and on -going revenues for on -going operating expenses; one -time revenues
are segregated from the General Fund operating fund analysis. The goal of this presentation is
to provide the City Council with a long range financial picture and to establish a roadmap to
address long -term finances and service delivery in Dublin.
Economists at the local and national level believe that the economy is beginning to stabilize.
There are positive trends of employment, household spending, and home sales with pricing
demonstrating that the economy is showing signs of steady yet modest growth.
Revenues
Property Taxes and Sales Tax are the major revenue sources for General Fund. These two
revenues sources account for approximately 71 % of the City's General Fund. The following are
the assumptions and projections for the major General Fund revenues:
• Property taxes: Assume 4.5% increase for Fiscal Year 2013 -2014 due to increase in tax
roll with rising home values and new construction for the past two years. Staff assumes
average 3% increase for the remainder of the forecast period (see chart below).
• Sales tax revenues: Fiscal Year 2012 -2013 demonstrates a solid growth in Sales Tax
revenue, which is primarily due to strong new automobile sales. It is estimated that the
new auto sales trend will level out and modest growth is expected for the forecast period,
Staff estimates an average 2 % -3% annual increase plus revenues generated by
anticipated new businesses (see chart below).
Page 3 of 10
30,000,000
25.000.000
20.000.000
15,000,000
10,000,000
5,000,000
FY 07 -08 FY 08 -09 FY 09 -10 FY 10 -11 FY 11 -12 FY 12 -13 FY 13 -14 FY 14 -15 FY 15 -16 FY 16 -17
Property Taxes Sales Taxes
Development related revenues: The Development related revenue estimate is based on
the Building Division's five year projections. New construction activities have been
accelerated in Fiscal Year 2012 -2013 due to the demand in the housing market, but it is
estimated development related revenues will trend downward for future years. We also
need to be mindful that Building and Safety inspection costs associated with the
revenues usually lag 12 -18 months, so it is important to maintain the service continuity
reserve to cover the obligations.
Community Benefit Payments are considered as one -time dollars exclusively designated
for one -time expenses. It is anticipated to decrease significantly in Fiscal Year 2013-
2014 and future years.
Interest Earnings: Even though interest earnings are not a major General Fund revenue
source, it has significantly decreased for the past 3 years compare to $2.6M in Fiscal
Year 2007 -2008. The primary cause of the decrease is due to decrease in interest rate.
Interest earnings are estimated to remain flat for the forecast period.
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
FY 07 -08 FY 08 -09 FY 09 -10 FY 10 -11 FY 11 -12 FY 12 -13 FY 13 -14 FY 14 -15 FY 15 -16 FY 16 -17
Interest (One -time Revenues (Development Related Revenues
Page 4 of 10
Expenditures
The City's expenditures and long -term financial liabilities also continue to grow and outpace the
City's modest revenue growth. In the Fiscal Year 2012 -2013 Adopted Budget, Staff outlines
areas of concerns that the City needs to address in Fiscal Year 2012 -2013 and 2013 -2014. The
following is an update of the areas of concerns:
Utilities
Utility costs for the operation of City facilities and infrastructure continue to increase. The City
Council has approved an Energy Service contract and an associated financing contract for the
implementation and funding of the energy efficiency improvement project. The total project cost
is $7,217,823. The project study identifies that the full cost of improvements, including financing
costs, can be offset through estimated savings. It is anticipated that, over a 15 year period, the
cost savings from the energy upgrades will exceed the project costs, assuming that utility cost
savings are applied directly to the debt servicing and solar equipment replacement fund for the
project. The implementation of the solar energy project will reduce utilities cost due to improved
efficiencies, as well as accomplish the financial goal of cost containment and strategic goal of
"Explore and implement strategies that enhance environmental sustainability ".
The following table is a summary of net cost savings of the Energy Efficiency Improvement
Project:
Fiscal Year
Cost Savings
Debt
Servicing
Net Cost
Savings
2013 -14
$917,111
$814,822
$102,289
2014 -15
$663,561
$550,747
$112,814
2015 -16
$677,863
$565,509
$112,354
2016 -17
$692,621
$580,831
$111,790
2017 -18
$707,291
$596,736
$110,555
2018 -19
$630,183
$525,791
$104,392
2019 -20
$647,022
$543,536
$103,486
2020 -21
$664,368
$561,925
$102,443
2021 -22
$682,237
$580,981
$101,255
2022 -23
$706,504
$600,731
$105,773
2023 -24
$707,716
$567,750
$139,966
Employee Costs
Continued increase in employee costs is a major area of concern for all public agencies. Over
the past years, Staff has implemented employee cost sharing measures (healthcare and
retirement costs) to relieve a portion of the burden to the City. Currently, employees are paying
100% of employee portion of the retirement costs as well as contributing to the employer portion
of the retirement costs. Starting in Fiscal Year 2012 -2013, 50% of any annual salary increase is
applied to employer retirement costs, and employee will pay 2.95% of employer PERS rate in
Fiscal Year 2013 -2014. City employees will pay up to 4.072% of employer retirement costs by
the end of the four year agreement period. The five year forecast assumes moderate increases
based on recent actuarial report. The impact of the most recent change in amortization periods
and smoothing methods adopted by California Public Employee Retirement System (CaIPERS)
is not factored in the assumptions.
Page 5 of 10
CalPERS has just adopted the policies of modifying amortization periods and smoothing
methods for retirement trust fund, the smoothing period would change from a 15 -year rolling
period to a five -year direct smoothing rate and the amortization period would go from a 30 -year
rolling period to a 30 -year fixed rate, it is anticipated employer retirement cost will increase
roughly 50% over the five year period smoothing period starting Fiscal Year 2015 -2016.
Besides, CalPERS is also planning to look into changing its actuarial assumptions, such as
experience study due to longer life spans and economic assumptions on discount rate.
CalPERS will phase in the rate increase in five years and estimates the aggregate retirement
cost increase for the 5 -year period will be approximately 8% to 10% of payroll. Staff will begin to
look into strategies to cope with the significant increase in retirement costs and provide update
to the City Council in the near future.
Contracts
Contract services cost is approximately 63% of the General Fund operating budget. Public
safety cost is the largest component of the City's operating budget - it is approximately 44% of
General Fund operating expenditures. Police and fire services contract costs have increased
significantly for the past five years and are expected to continue growing for future years. Staff
will continue working with the Alameda County Fire Department and Alameda County Sheriff's
Office to negotiate and implement cost containment measures to ensure long -term sustainability
of providing public protection services.
Fire services contract cost for Fiscal Year 2013 -2014 is estimated to increase by 4 %, however,
ACFD management and LOCAL 55 still have not reached an agreement on 2013 COLA
adjustment for represented sworn personnel, which could have a significant budget impact in
Fiscal Year 2013 -2014 and future years. The forecast does not account for any potential
increase over the 4% estimate. The forecast assumes average 3% annual increase for Fiscal
Years 2014 -2015 through 2016 -2017. Staff will continue to follow up with the ACFD and provide
City Council updates when 2013 COLA adjustment is finalized.
The continued increase in Fire Other Post - Employment Benefits (OPEB) is another area with
concern associated with fire services. Staff has recommended and City Council has approved
the appropriation of $6,487,000 to reduce the fire OPEB unfunded liability. Staff will continue
working with ACFD to establish trust account to avoid further increase in liability.
Police services contract cost containment is more challenging as it is directly impacted by the
County's budgetary conditions. The County has experienced significant funding gap for the past
several years. For Fiscal Year 2013 -2014, the Sheriff's Office labor costs is anticipated to
increase by approximately $6.1 million due to the fact that the Deputy Sheriff's Association
members have not received salary adjustments for three years, and Fiscal Year 2013 -14 is the
year due for adjustment. Staff estimates police services cost to go up by 6% and 5% each year
thereafter. The additional deputy position was included for Fiscal Year 2012 -2013.
Building maintenance services is another major contract service for the City. On June 19, 2012,
the City Council approved a new five year agreement with MCE Corporation, with cost
containment and the maintenance of the existing level of quality service was the main focus
during contract negotiation. The new contract will save the City approximately $60,000 a year
plus MCE will provide 0.5% of the total contract amount as volunteer community gift to the City.
Page 6 of 10
Capital Improvement Projects On -going Budget Impact
A number of planned Parks and Streets capital improvement projects will have a significant
impact on the operating budget due to on -going maintenance costs. The following is a summary
of Parks and Streets projects which will require additional General Fund on -going funding.
Please note these expenses are related to CIP projects only. This fiscal impact is not reflective
of other infrastructure improvements such as additional street, street landscape, and street light
maintenance that is necessary because of new developments.
General Fund Balance
General Fund is one of the funding sources for Capital Improvement program (CIP), and it is
important to provide the City Council with the fiscal impact of the five year CIP and the current
General Fund reserve in determining the priority of funding allocations.
Page 7 of 10
FY 12 -13
FY 13 -14
FY 14 -15
FY 15 -16
FY 16 -17
Positano Neighborhood
$30,660
$84,880
$84,880
$84,880
$84,880
Park
Passatempo Park
$34,080
$90,620
$90,620
$90,620
Schaefer Ranch
Neighborhood Park
$127,630
$125,130
$125,130
$125,130
Iron Horse Parkland
$9,840
$9,840
$9,840
$9,840
Acquisition and Master Plan
Jordan Ranch
$30,310
$90,920
$90,920
Neighborhood Park
Emerald Glen Park
Recreation and Aquatic
$116,663
$700,000
Complex
Fallon Sports Park Lower
$219 948
$319 905
Terrace - Phase I
SUB -TOTAL PARKS
$30,660
$256,430
$340,780
$738,001
$1,421,295
Alamo Canal Trail Under 1-
$1,500
$3,000
$3,000
$3,000
$3,000
580
Storm Drain Trash Capture
$5,500
$5,500
$5,500
$5,500
$5,500
Project
West Dublin BART Golden
$36,000
$36,000
$36,000
$36,000
Gate Drive Improvement
San Ramon Road Storm
$2,000
$2,000
$2,000
$2,000
Drain Bypass
Saint Patrick Way -
Regional Street to Golden
$4,000
$4,000
$4,000
Gate
San Ramon Road Trail
$500
$500
$500
Improvements
SUB -TOTAL STREETS
$7,000
$46,500
$51,000
$51,000
$51,000
GRANT TOTAL
$37,6601
$302,9301
$391,7801
$789,001
$1,472,295
General Fund Balance
General Fund is one of the funding sources for Capital Improvement program (CIP), and it is
important to provide the City Council with the fiscal impact of the five year CIP and the current
General Fund reserve in determining the priority of funding allocations.
Page 7 of 10
The following is a list of CIPs funded by General Fund and a summary of fiscal impact by project
category to the General Fund for the five year forecast period:
General Improvements
• Network System Upgrade
• Geographic Information System
• Civic Center Modification Design and Construction
• Civic Center Generator
• Maintenance Yard Facility Improvements
• Electronic Agenda System
• Public Safety Complex
• Telephone System
• ADA Transition Plan
Community Improvements
• San Ramon Road Landscape Renovation
• City Entrance Sign Modifications
• Sidewalk Safety Repair Program
Parks
• Dublin Heritage Park and Museums
• Emerald Glen Park Recreation and Aquatic Complex
• Energy Block Grant Project
• Emerald Glen Plaza Replacement
• Dougherty Hills Slope / Drainage Repair
• Fallon Sports Park Lower Terrace - Phase I
• Iron Horse Parkland Acquisition and Master Plan
• Tennis Court Resurfacing Project
In February 2009, Governmental Accounting Standards Board (GASB) issued Statement No.
54, Fund Balance Reporting and Governmental Fund Type Definitions. GASB 54 establishes
the following fund balance classifications that comprise a hierarchy based primarily on the
extent to which a government is bound to observe constraints imposed upon the use of the
resources reported in governmental funds.
Page 8 of 10
FY 12 -13
FY 13 -14
FY 14 -15
FY 15 -16
FY 16 -17
Total
General
Improvements
$6,226,623
$10,093,797
$87,650
$49,650
$19,650
$16,477,369
Community
Improvements
$83,665
$84,876
$484,033
$83,945
$83,945
$820,463
Parks
$23,000
$2,195,575
$3,148,372
$1,575,910
$6,942,857
Streets
$192,976
$245,840
$257,067
$80,000
$240,000
$1,015,883
Total
$6,526,264
$12,620,087
$3,977,122
$1,789,505
$343,595
$25,256,573
In February 2009, Governmental Accounting Standards Board (GASB) issued Statement No.
54, Fund Balance Reporting and Governmental Fund Type Definitions. GASB 54 establishes
the following fund balance classifications that comprise a hierarchy based primarily on the
extent to which a government is bound to observe constraints imposed upon the use of the
resources reported in governmental funds.
Page 8 of 10
• Nonspendable - Inherently nonspendable based on the form of the asset or a
requirement to remain intact.
• Restricted - Net fund resources subject to externally enforceable legal restrictions.
• Committed - Self- imposed limitations based on formal action of the highest level of the
governing body (City Council).
• Assigned - A limitation based on intended use - authorization to assign may be delegated
by the City Council - similar to designations expressing intent.
• Unassigned - Available for any purpose, this includes funds designated for cash flow
purposes
On June 21, 2011 the City Council adopted Resolution 106 -11 which established classifications
of Fund Balance in accordance with the requirements established by GASB 54. The General
Fund balances were established based on City Council priorities. The following is the General
Fund balance allocation in accordance with the GASB 54 classifications as of June 30, 2012:
Undesignated
$15,072,068
23%
Assigned, _
$22,080,676
34%
C'nnrh icinn
NonSpendable
$3,433,886
5%
01hhh,
Committed
$24,176,650
38%
Significant expenses increases are expected in the operating budget, and annual maintenance
costs of new Capital Projects will add another layer of incremental operating costs. Staff
projects that the City will experience modest revenue growth for the future years, and that the
expenditures growth will outpace the growth in revenues. With diminishing one -time revenues
to fund one -time expenses and planned capital projects using General Fund as a funding
source, it is anticipated Undesignated General Fund reserve will start to draw down. It is critical
for the City Council to develop long -term fiscal sustainability strategies and to establish funding
allocation priorities to ensure that the City is positioned to continue delivering the high - quality
services the community expects. Staff will continue to explore new revenue opportunities and
cost containment strategies to achieve that City's goal of long -term fiscal sustainability. The
following diagram graphically depicts the future comparison of revenues versus expenditures.
Page 9 of 10
62, 000,000
60,000,000
58,000,000
56,000,000
54.000.000
52,000,000
50,000.000
48,000,000
46,000,000
44, 000.000
42,000,000
40,000,000
FY 07 -08 FY 08 -09 FY 09 -10 FY 10 -11 FY 11 -12 FY 12 -13 FY 13 -14 FY 14 -15 FY 15 -16 FY 16 -17
--4--On-going Revenuess tOperating Expenditures —41--- Operating Budget MCIP Impact
Budget Hearing
The City Council has established Tuesday, June 4, 2013 for budget hearing to:
• Adopt Fiscal Year 2013 -2014 Budget
• Approve Staff recommendation of the designation of estimated General Fund balances
for Fiscal Year 2012 -13
NOTICING REQUIREMENTS /PUBLIC OUTREACH:
None.
ATTACHMENTS: 1. Proposed Initiatives for Accomplishing Strategic Goals
Page 10 of 10
#
PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL
STRATEGIC
GOAL
Advance the City's participation in regional efforts (i -GATE, Tri- Valley CVB,
1
Innovation Tri - Valley, East Bay EDA, etc.).
1A
Partner with the Alameda County Surplus Property Authority on the Eastern
2
Dublin Transit Center.
1A
3
Focus the City's Business Visitation Program on high - growth companies.
1A, 113
Support Downtown Specific Plan area property owners' business attraction and
1A, 113,2A,
4
development efforts.
2B
Expedite development process Downtown and optimize conditions for
5
entertainment uses.
1A 2A
'
Position development sites (Downtown and Eastern Dublin Transit Center) to
6
meet current and future market demand and provide necessary marketing
1A, 2A
support.
Explore potential funding sources and financing tools to advance real estate and
7
economic development.
1A 2A 2B
'
8
Explore the creation of an economic development corporation.
1A, 2A, 2B
9
Create a comprehensive marketing and branding plan for the City.
1A, 5A
10
Develop and implement on -line building inspection scheduling.
113
Develop and implement on -line building permit application for routine "over -the-
11
counter" permits.
113
Monitor on -line Business License Renewal Program to ensure high -level customer
12
satisfaction.
113
13
Engage local businesses in updating Business Watch program.
113, 5A
Implement Design Awards Program to recognize new and remodeled projects of
14
special quality.
2A
Monitor new temporary sign regulations to ensure consistency and allowing for
15
more attractive place to do business.
2A
Identify additional parkland to serve residential development planned for
16
downtown Dublin.
2A
Explore funding options to facilitate implementation of Bikeways and Pedestrian
17
Master Plan.
2A
Update the Downtown Traffic Improvement Fee Program following adoption of
18
the Bikeways and Pedestrian Master Plan.
2A
Complete design and bid of the construction of pedestrian safety improvements
19
on Amador Valley Boulevard in Downtown area.
2A 3D
'
20
Identify opportunities for public art in downtown Dublin.
2B
Initiate discussions with EBRPD about the Master Plan and the feasibility of joint
21
improvements for the future Moller Ranch Neighborhood Park and Staging Area.
3B
22
Complete the Bikeways and Pedestrian Master Plan.
3B
Continue efforts to support vintners in Dublin and the Livermore Valley
23
Winegrowers Association.
3D
Continue to encourage agricultural open space and inclusion of viticulture themes
24
in development projects.
3D
25
Develop an environmental recognition program for targeted program practices
3D
for Dublin businesses.
Implement application process for Conditional Use Permits for businesses selling
26
tobacco products within 1,000 feet of schools, residential neighborhoods, and
3D
libraries.
27
Implement Tobacco Retailer License System.
3D
28
Explore clean water program grant funding for storm water treatment features in
3D
the Dougherty Road Improvement project.
29
Explore funding options for pedestrian and bicycle improvements on Amador
3D
Plaza Road between Amador Valley Boulevard and St. Patrick's Way.
30
Explore funding options for project environmental studies and engineering design
3D
for a downtown Dublin Boulevard bikeway corridor.
31
Explore funding options for Village Parkway downtown corridor improvements.
3D
Complete the Conservation Assessment Program (CAP) and prepare
32
implementation plan from recommendations in the study.
4A
33
Conduct feasibility study on expanding capacity at the Dublin Pioneer Cemetery.
4A
Conduct museum study for the Heritage Park Museums and the Camp Parks
34
Collection and determine collection policies, operational enhancements and
4A
opportunities for temporary, virtual and permanent exhibits.
Complete construction document for Phase I and bid the project (state -of -the
35
art. /aquatic complex).
4B
36
Identify opportunities for Public Art at the facility and begin artist selection.
4B
37
Complete Passatempo Neighborhood Park.
4C
38
Complete Schaefer Ranch Park.
4C
39
Determine if there are park sites in the Eastern Dublin Specific Plan that may be
4C
suitable for a more passive park.
40
Collaborate with Alameda County 2 -1 -1 to promote available services in the
5A
community.
41
Create a Neighborhood Resources newsletter for community outreach on a bi-
5A
annual basis.
42
Develop "Welcome Packet" for residents of new neighborhoods, augmented by
5A
information on City website.
43
Develop Neighborhood Watch Block Captain training and certification program.
5A
44
Explore alternatives to connect residents with City Hall and educate the
5A
community on available City services.
45
Explore feasibility of establishing a Human Services Commission focusing on Tri-
5A
Valley social service issues.
46
Implement redesigned Neighborhood Watch Program and "National Night Out"
5A
event.
Develop and distribute informational guide on participating in "P.A.C" (Pulsepoint,
47
AED's, CPR) to help save lives.
5A
48
Develop and distribute informational guide to community on "Celebrating with
5A
Fireworks ".
49
Conduct community outreach to update the Parks and Community Services
Strategic Plan.
5A
50
Investigate collaborative opportunities with local mental health providers to
5A
promote mental illness support services within the community.
51
Develop and actively seek opportunities to provide community presentations on
5A
frequently requested and emerging safety topics.
STRATEGIC
#
ON -GOING
GOAL
1
Facilitate annual roundtable with the commercial brokers.
1A
2
Facilitate annual roundtable with the residential realtors.
1A
3
Facilitate annual roundtable with auto dealers.
1A
4
Facilitate annual roundtable with the development community.
1A
5
Facilitate annual roundtable with contractors on tenant improvement process.
1A
Host business meetings / summits with property owners around key areas of
6
interest.
1A
Continue to develop economic incentives for retail, office, restaurants, and
7
industrial users.
1A
Continue ongoing partnership opportunities with the Dublin Chamber of
8
Commerce to assist small businesses.
1A
9
Implement the Shop Local Holiday Campaign — "Discover Dublin for the Holidays ".
1A
10
Implement the Fagade Improvement Program.
1A
11
Facilitate annual roundtable with the commercial brokers.
113
12
Facilitate annual roundtable with the residential realtors.
113
13
Facilitate annual roundtable with auto dealers.
113
14
Facilitate annual roundtable with the development community.
113
15
Facilitate annual roundtable with contractors on tenant improvement process.
113
Host business meetings /summits with property owners around key areas of
16
interest.
113
Continue ongoing partnership opportunities with the Dublin Chamber of
17
Commerce to assist small businesses.
113
18
Implement the Shop Local Holiday Campaign — "Discover Dublin for the Holidays ".
113
19
Implement the Fagade Improvement Program.
113
Implement Design Awards Program recognizing new and remodeled projects of
20
special quality.
113
21
Facilitate annual roundtable with the commercial brokers.
2A
22
Facilitate annual roundtable with auto dealers.
2A
23
Facilitate annual roundtable with the development community.
2A
24
Facilitate annual roundtable with contractors on tenant improvement process.
2A
Host business meetings / summits with property owners around key areas of
25
interest.
2A
Continue to develop economic incentives for retail, office, restaurants, and
26
industrial users.
2A
27
Implement the Fagade Improvement Program.
2A
Implement Design Awards Program recognizing new and remodeled projects of
28
special quality.
2A
29
Facilitate annual roundtable with the residential realtors.
2A
Host business meetings / summits with property owners around key areas of
30
interest.
2B
31
Continue to develop economic incentives for retail, office, restaurants, and
2B
industrial users.
32
Implement the Fagade Improvement Program.
2B
Work with East Bay Regional Parks District to complete negotiations for land
33
acquisition or obtain conservation easements to expand the Dublin Hills Regional
3A
Park.
34
Implement approved changes to City policy documents to implement One Bay
3D
Area's Sustainable Communities Strategy.
35
Implement new Water Conservation and Management Element of Dublin General
3D
Plan.
36
Provide technical assistance to City departments and applicants on the trash
3D
enclosure ordinance.
Implement zoning restrictions that would require a Conditional Use Permit for
37
businesses to sell tobacco products within 1,000 feet of schools, residential
3D
neighborhoods, and libraries.
38
Work with StopWaste to educate the community on the countywide bag ban.
3D
39
Provide technical assistance to and certify prospective Dublin green businesses.
3D
40
Coordinate implementation of the City's Trash Reduction Plan.
3D
41
Develop and implement a green fleet administrative policy.
3D
Implement requirements for installation of sustainable features, like solar power
42
building infrastructure for future installation, for new residential and non-
3D
residential development projects and look at possible incentives.
43
Implement and maintain an organics collection program at all City facilities.
3D
44
Conduct a volunteer clean -up day in the fall.
3D
45
Conduct six (6) watershed awareness educational events.
3D
46
Develop a community a -waste recycling opportunity outreach program.
3D
47
Develop a template recycling plan to be shared with the commercial sector to
3D
increase recycling .
48
Develop and implement composting programs at Dublin Unified School District
3D
elementary schools.
49
Expand the Dublin Unified School District Recycling Contest to the Middle Schools.
3D
50
Develop and implement composting programs at all Dublin Unified School District
3D
Middle Schools.
51
Complete Central Irrigation Control Upgrades and monitor the system's
3D
performance.
52
Coordinate Energy Audit Outcomes and monitor performance and financing to
3D
ensure program savings.
53
Partner with California Youth Energy Services to provide energy savings to
3D
residents.
54
Update the Climate Action Plan (CAP).
3D
55
Construct by -pass storm drain on San Ramon Road between Shannon Avenue and
3D
Silvergate Drive.
56
Establish storm drain capture project to assist with trash reduction.
3D
57
Create new Energy Conservation and Generation Element of Dublin General Plan.
3D
58
Produce one exhibit and corresponding catalogue each year that will focus on a
significant Dublin family or theme.
4A
59
Conduct annual exhibit of the Camp Parks Collection.
4A
60
Offer art and ceramic classes in the Old Kolb House.
4A
61
Conduct monthly Saturday events at the Heritage Park and Museums.
4A
62
Implement Parks and Community Services Marketing and Promotions Plan.
5A
63
Implement a Design Awards Program to recognize new and remodeled projects of
special quality.
5A
64
Continue to evaluate social media uses and options for general City use.
5A
65
Facilitate annual roundtable with the commercial brokers.
5A
66
Facilitate annual roundtable with the residential realtors.
5A
67
Facilitate annual roundtable with auto dealers.
5A
68
Facilitate annual roundtable with the development community.
5A
69
Facilitate annual roundtable with contractors on tenant improvement process.
5A
70
Host business meetings / summits with property owners around key areas of
interest.
5A
71
Host the Dublin Farmers' Market.
5A
72
Expand Crime Prevention Education and Outreach materials on City website.
5A
73
Update Dublin General Plan to include new information, graphics, and photos.
5A
74
Collaborate with the Cities of Livermore and Pleasanton on the Tri- Valley Needs
Assessment Report recommendations.
5A
75
Develop a more formal collaboration among community members, organizations
and schools that provide social services to residents.
5A
76
Actively participate in the new Tri - Valley outreach campaign to assist in marketing
social services currently available in the community.
5A