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DATE:
TO:
FROM:
SUBJECT
STAFF REPORT
CITY COUNCIL
CITY CLERK
File #330-20
March 3, 2012
Honorable Mayor and City Councilmembers
~~
Joni Pattillo, City Manager ° ~'
Fiscal Year 2012-2013 and 2013-2014 Budget Study Session: City Council
Direction on Budget Preparation
Prepared by Amy Cunningham, Budget Manager/Assistant to the City Manager
EXECUTIVE SUMMARY:
The City Council will provide specific direction on items to be evaluated as part of the
preparation of the Fiscal Year 2012-2013 and 2013-2014 Preliminary Budget. A Budget Issues
Worksheet with attachments is included with the Staff Report to focus on key decision points
and future initiatives. The Worksheet requests direction from the City Council on budget
balancing measures.
FINANCIAL IMPACT:
Financial impact will be determined.
RECOMMENDATION:
Staff recommends that the City Council receive the report, review the Budget Issues Worksheet,
and provide Staff with direction on each of the issues identified in the Worksheet, including
proposed budget initiatives for Fiscal Years 2012-2013 and 2013-2014.
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Submitted By Reviewed By
Budget Manager/ Assistant City Manager
Assistant to the City Manager
DESCRIPTION:
As part of the Fiscal Year 2012-2013 and 2013-2014 Budget Study Session, the City Council
has received background information related to the fiscal trends that will influence the upcoming
two-year budget and beyond. The second component of the Study Session is focused on
obtaining more specific direction from the City Council on issues to be evaluated as part of the
preparation of the Fiscal Year 2012-2013 and 2013-2014 Budget.
Staff is approaching the preparation of the Fiscal Year 2012-2013 and 2013-2014 Budget with
continued optimism. However, while fiscal conditions within the City and elsewhere are
Page 1 of 3 ITEM NO. 8.4
improving, there is still considerable uncertainty in the financial markets, and the local impact of
the State budget crisis remains unknown. As outlined in the prior report about long-term fiscal
sustainability, specific economic conditions such as the global economic crisis and fuel costs are
expected to suppress rapid economic growth in the coming year. Additionally, the City's
ongoing operational and maintenance expenses are expected to continue to grow in areas such
as utilities, facility and park maintenance as a result of new projects coming on line, and other
service areas that are necessary to keep pace with growth.
Fiscal Prioritization
In December 2010, the City Council approved a new format for the budget development
process. The City Council determined that the Strategic Plan would serve as the primary driver
for future budget development. The intent is that funding allocations should align with the
identified overarching strategic priorities established by the City Council. Those priority
initiatives that are more routine-in-nature and do not fit into the Strategic Plan are incorporated
into the City Manager's Work Plan as operational initiatives. For reference, the City Council's
Strategic Priorities are identified below.
City of Dublin Ten Year Strategic Plan -
Adopted Strategies (FY 2011-2012 Update):
1. Pursue economic development initiatives that attract new businesses while strengthening
existing businesses.
2. Continue to strengthen the identity and aesthetic appeal of the downtown.
3. Create a community that supports environmental sustainability and provides an open
space network that ensures environmental protection and provides public access where
appropriate.
4. Develop dynamic and unique community recreational and cultural opportunities in the
region.
5. Develop City-wide communication and outreach programs that provide connectivity with
our residents and businesses across several media outlets.
In addition to becoming more strategic within the budget process, work has commenced to
establish alonger-term approach and outlook to further the City's fiscal sustainability efforts,
including the creation of a two-year budget beginning with Fiscal Years 2012-2013 and 2013-
2014. Over the past three years, City Staff have also completed core service identification work
and outreach with the community. A comprehensive review of services was completed in order
to identify those core services that the City is providing and confirm that the community agrees
with those priorities.
Operating Budget
Similar to the past several years, Staff has provided the City Council with a Budget Issues
Worksheet (Attachment 1) for Fiscal Year 2012-2013 and 2013-2014. The purpose of this
worksheet is to assist the City Council in establishing a framework for preparation of the
Preliminary Budget. The Preliminary Budget will be considered at the Budget Hearing on June
19, 2012.
Exhibit A to Attachment 1 identifies the Key Initiatives that Staff recommends be undertaken in
the upcoming two-year budget cycle. For reference the status of Fiscal Year 2011-2012 Budget
Initiatives as of December 31, 2012 has been attached (Exhibit B). The proposed initiatives
align with the City Council Strategic Plan and are instrumental in accomplishing the Plan's
Mission, Vision & Values (Strategic Plan attached as reference -Exhibit C). Other initiatives
are operational in nature (do not have direct alignment with the Strategic Plan) but are core to
Page 2 of 3
the City's ongoing service delivery, will enhance services and operational efficiency, or may
have a significant fiscal impact. The Worksheet also includes a section where the City Council
can propose additional initiatives for consideration during the budget process.
Those new initiatives generated by the City Council or Staff that have been preliminarily
approved at this meeting will be brought back to the City Council for further consideration at the
next Budget Study Session scheduled for Wednesday, April 18, 2012. At that meeting, the City
Council will be provided with additional information about the proposals including financial and
organizational impacts. The City Council will then be asked to identify those items they would
like included in the Preliminary Fiscal Year 2012-2013 and 2013-2014 Budget for final
consideration at the Budget Hearing on June 19, 2012.
Capital Projects
Similar to the Worksheet sections discussing the Operating Budget, the Budget Issues
Worksheet has a section related to identifying adjustments to Capital Projects. With the
anticipated continuation of limited revenues, Staff expects that the schedules for Capital
Projects will require careful consideration and prioritization. A list of projects included in the
current Five Year Capital Improvement Program (Update) is attached to the Worksheet (Exhibit
D).
CONCLUSION:
It is suggested that, prior to the Budget Study Session, the City Council take the following
actions:
• Review the Fiscal Year 2011-2012 Budget;
• Review the Five Year Capital Improvement Program 2012-2017; and
• Complete the Budget Issues Worksheet, including Exhibit A (Key Initiatives -Proposed)
and bring the Worksheet to the City Council meeting for discussion purposes.
The City Manager will lead the City Council through a discussion of the Budget Issues
Worksheet and Proposed Initiatives. The City Council is requested to provide consensus and
direction on the identified topic areas in order to proceed with the budget preparation process for
Fiscal Year 2012-2013 and 2013-2014.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
None.
ATTACHMENTS: 1. Budget Issues Worksheet, Fiscal Year 2012-2013 and 2013-2014
2. Exhibit A -Key Initiatives -Proposed FY 2012-2013 and 2013-2014
3. Exhibit B -Fiscal Year 2011-2012 Key Budget Initiatives (Status as
of 12-31-11)
4. Exhibit C -Ten Year Strategic Plan, Adopted
5. Exhibit D -Capital Improvement Project Excerpt (2010-2015 Update)
Page 3 of 3
City Council Budget Issues Worksheet
Fiscal Year 2012-2013 and 2013-2014
Information about the City's current economic outlook and need to establish long-term
fiscal sustainability has been detailed throughout this and the previous report. As
development continues and infrastructure grows, the City's annual operating and
maintenance costs will continue to rise, thereby creating greater dependency on the
General Fund. Focusing now on creating a budget model that can sustain quality
service delivery into the future is essential to preserving the community's quality of life.
The City Manager is seeking specific direction from the City Council in order to move
forward with the budget preparation process.
Below is a list of budgetary areas that require City Council input and direction in order to
provide the City Manager with information to formalize and execute a balanced budget
for the upcoming two-year budget cycle, Fiscal Years 2012-2013 and 2013-2014.
1. Operating Expenditures
Staff Proposed Actions to Balance the Budget
In an effort to develop a balanced budget over the past four years and enhance
long-term fiscal sustainability, the following actions were taken:
• Restructuring and streamlining of organization to meet current and future
business needs;
• Deferment or elimination of select General Fund Capital Projects;
• Reduction of operations and hours for City buildings and facilities;
• Reduction and adjustment of operational and programmatic service levels to
meet community service demands;
• Utilization of Economic Stability Reserves to prepare a balanced budget;
• Employment of long-term cost containment through service contract
negotiations;
For FY 2012-2013 and 2013-2014, Staff proposes to continue to look for additional
organizational efficiencies in order to maintain the current level of service for the
public. However, if additional measures are necessary to develop a balance budget
for FY 2012-2013 and 2013-2014, Staff proposes that one or more of the following
solutions be implemented:
• Further restructuring of the organization to meet current and future business
needs and alignment with the Strategic Plan;
• Consideration of additional deferrals of General Fund Capital Projects to later
years;
• Continued streamlining of operational service levels;
• Consideration of revenue enhancements;
• Utilization of Economic Stability Reserves, if necessary.
Does the City Council support the proposed actions/steps to develop a balanced
budget?
YES or NO (please circle one)
Service Level Chanaes
For the purpose of developing the Fiscal Year 2012-2013 and 2013-2014 Operating
Budgets, are there service level modifications, including reduction, elimination, or
enhancement of any services or projects, that the City Council would like Staff to
evaluate?
YES or NO (please circle one)
Suggestions for Service Level Changes /Items to be Evaluated:
Initiatives for Fiscal Year 2012-2013 and 2013-2014
To the extent the proposed Fiscal Year 2012-2013 and 2013-2014 Key Initiatives
related to the Strategic Plan or City Manager Operational Work Plan require additional
resources not included in the current baseline budget, should Staff explore costs and
impacts associated with the initiatives listed in Exhibit A. Additional cost and impact
information on the identified Key Initiatives will be brought forward at the April 18, 2012
Budget Study Session for further consideration and potential inclusion in the Preliminary
Budget.
YES or NO (please circle one)
2. RESERVES
If necessary, should the use of Reserves be inclusive of operating costs, as well as
capital costs and/or other one-time expenditures.
YES or NO (please circle one)
3. CAPITAL IMPROVEMENT PROGRAM
Charts provided in the attached Excerpt Summary Tables from the Five Year Capital
Improvement Program 2010-2015 (Fiscal Year 2011-2012 Update) include a summary
of the capital improvements adopted as part of the City's current Capital Improvement
Program.
Staff will be preparing a new Capital Improvement Program for the next five years
(2012-2017) and may need to recommend timing and adjustments of projects in order to
align them with available funding for both construction and ongoing operations. These
recommendations will also take into consideration whether the project is essential to the
protection of public health and safety, preservation of infrastructure, and other priority
factors. Of those projects currently identified in the Five-Year Capital Improvement
Program, are there any desired adjustment of projects which should be considered for
funding?
YES or NO (please circle one)
Desired Adjustments to Five-Year Capital Improvement Program for Fiscal Years 2012-
2017:
Fiscal Year 2012-2013 & 2013-2014
Key Initiatives -Proposed
Program -General Government
# Proposed Key Initiative Type
A Tri-Valley Federal Legislative Program Operational
B Biennial Strategic Plan Update Operational
C Conduct Pre-Candidate and Candidate Informational meetings for City
Council Election Process Operational
D Provide Summer Internship Program Operational
E Implement Geographic Information Systems Master Plan
recommendations Operational
F Implement Geographic Information System Portal Operational
G Implement Telephone System Replacement Project Operational
H Evaluate Long-Term Data Center Needs Operational
I Identify additional actions to Develop Long-Term Fiscal Sustainability Operational
Additional City Council Initiatives
Program -Public Safety
# Proposed Key Initiative Type
A Establish AED Program for Police Services Operational
B Assess Police Service Delivery Operational
C Expand Crime Prevention Education and Outreach Materials on City
Website Strategic
D Offer Youth Education Programs on current issues (Teen Driver
Education, Cyber Bullying, etc.) Operational
E Establish Residential Fire Sprinkler Community Awareness Program Strategic
F Explore the feasibility of utilizing part-time volunteers to assist with
City Emergency Management Activities Strategic
G Identify New Opportunities for Neighborhood Outreach and Education
Programs Strategic
Additional City Council Initiatives
Program -Transportation
# Proposed Key Initiative Type
A Construct By-Pass Storm Drain on San Ramon Road between
Shannon Avenue and Silvergate Drive Strategic
B Establish Storm Drain Capture Project to assist with Trash Reduction Strategic
Additional City Council Initiatives
Program -Health & Welfare
# Proposed Key Initiative Type
A Expand the Dublin Unified School District Recycling Contest to the
Middle Schools Strategic
B Explore opportunities to provide a Collection Point for Discarded
Pharmaceuticals Strategic
C Coordinate Energy Audit Outcomes Strategic
D Work with StopWaste to educate the Community on the Countywide
Bag Ban Strategic
E Work with PG&E to promote energy savings programs Strategic
F Partner with California Youth Energy Services to provide Energy
Savings to Residents Strategic
G Explore a Collaborative Effort with Dublin San Ramon Services District
to Educate the Commercial Community about Water Conservation Strategic
H Update the Climate Action Plan (CAP) Strategic
I Coordinate Implementation of the City's Trash Reduction Plan Strategic
J Implement Action Items from the Human Services Task Force Operational
K Review Inclusionary Ordinance Operational
J Prepare Housing Element Update Operational
Additional City Council Initiatives
Program -Culture and Leisure Services
# Proposed Key Initiative Type
A Complete Central Irrigation Control Upgrades Strategic
B Apply for Phase IV of the Museum Assessment Program Operational
C Complete Public Art Installation for Emerald Glen Recreation and
Aquatic Complex Operational
D Develop and Implement Parks and Community Services Marketing
and Promotions Plan Strategic
E Update Parks and Community Services Strategic Plan Strategic
F Update Public Facility Impact Fee Strategic
G Expand Options available as part of the Camp Connector Program Strategic
H Expand Saturday programs to include use of existing preschool
classrooms at Shannon Community Center and Emerald Glen Park Strategic
I Initiate Development of Emerald Glen Park Recreation and Aquatic
Complex Strategic
J Initiate Maintenance Yard Improvements Operational
K Initiate Civic Center Expansion Project Operational
L Complete Positano Hills Neighborhood Park and assume
Maintenance Strategic
M Complete Passatempo Neighborhood Park and assume Maintenance Strategic
N Coordinate Completion of Schaefer Ranch Park and assume
Maintenance Strategic
O Complete Shannon Center Park Parking Lot Repairs Operational
P Complete Jordan Ranch Community Park Master Plan Strategic
Q Construct Fallon Community Park -Lower Terrace Restroom Facility Strategic
Additional City Council Initiatives
Program -Community Development
# Proposed Key Initiative Type
A Develop On-line Inspection Scheduling Strategic
B Develop On-line posting of Plan Check Comments Strategic
C Explore Changes to City Policy Documents to Implement One Bay
Area's Sustainable Communities Strategy Strategic
D Initiate Pilot Program to Televise Planning Commission Meetings Strategic
E Transition Schaefer Ranch GHAD from Developer to GHAD Board Operational
F Evaluate Options for Pedestrian Safety Improvements on Amador
Valley Boulevard in Downtown Operational
G Update Bikeways/Pedestrian Master Plan Operational
H Continue Dougherty Road Improvements -Sierra Lane to North City
Limit: Widening Operational
I Complete and implement Economic Development Strategy Strategic
J Continue to Offer Incentives to Address Current Market Conditions
(Fagade Improvement Program, Sales Tax Reimbursement, etc.) Strategic
K Continue to Evaluate Social Media Uses and Options for General City
use Strategic
L Facilitate Roundtables with Commercial Brokers and the Development
Community Strategic
M Develop Business Meetings/Summits with Property Owners around
Key Areas of Interest Strategic
N Continue the City's efforts to better connect to the Livermore Valley
Wine Region Operational
O Continue to Host and Program the Dublin Farmers' Market Operational
P Evaluate the Traffic Impact Fee /Fee Deferral for Single Family
Housing Operational
Additional City Council Initiatives
Fiscal Year 2011-2012
Approved Key Initiatives
Status as of 12-31-11
Program
General Government
# Key Initiative -Description Type Status
A Investigate opportunities for Veteran's Housing and Services. Operational Anticipated Complete
b June 30, 2012
B Complete a comprehensive cost allocation plan and fee study. Operational Anticipated Complete
b June 30, 2012
C Undertake a Request for Proposal for Audit Services for the period ending June Operational Anticipated Complete
30, 2012. b June 30, 2012
D Implement atwo-year budget. Operational Anticipated Complete
b June 30, 2012
E Investigate opportunities for additional Senior Affordable Housing. Operational Anticipated Complete
b June 30, 2012
F Investigate opportunities for Student Affordable Housing. Operational Anticipated Complete
b June 30, 2012
G Develo and distribute an Annual Re ort on Cit Accom lishments. Strate is Com lete
H Undertake Telephone System Assessment and Upgrade/Replacement Plan. Operational Anticipated Complete
b June 30, 2012
Page 1 of 6
Program
Public Safety
# Key Initiative -Description Type Status
A Develop a Faith and Culture-Based Network that will assist Dublin Police Services Strate is
g Anticipated Complete
in bridging the gaps between the Police and various faiths and cultures. by June 30, 2012
Develop a Public Access Defibrillation (AED) outreach and education program Anticipated Complete
B targeted toward new and existing businesses that are identified as a location most Operational by June 30, 2012
likely to need an AED.
Assess the appropriateness of implementing a Smart Phone Application, such as
C one recently deployed by San Ramon Valley Fire Protection District, in Alameda Operational Underway
Count Fire De artment's Jurisdiction.
D Integrate Dublin Police Services into the East Bay Regional Communications Operational Complete
S stem.
E Expand Crossing Guard Services to Kolb School. Operational Complete
Pro osal #1: 1 Crossin Guard
Program
Transportation
# Key Initiative -Description Type Status
A Pre are an u date to the Downtown Traffic Im rovement Fee Pro ram. Strate is Underwa
B Implement five Volunteer Projects. Strategic Anticipated Complete
b June 30, 2012
C Develop a Comprehensive Preventative Maintenance Program for facilities and Operational Underway
infrastructure.
D Explore feasibility of implementing Tree City USA program. Operational Anticipated Complete
b June 30, 2012
E Explore feasibility of options for Dublin Boulevard lane expansion between Sierra Operational Underway
Court and Dublin Court.
F Initiate Dublin Boulevard overla im rovements from Sierra Court to Dublin Court. O erational Com lete
Page 2 of 6
Program
Health and Welfare
# Key Initiative -Description Type Status
A Explore greater e-waste recycling/disposal opportunities within the City of Dublin. Strategic Anticipated Complete
by June 30, 2012
B Provide su ort to Tri-Valle Housin O ortunit Center O erational Underwa
C Create Task Force to evaluate service gaps identified in 2011 Tri-Valley Needs Operational Anticipated Complete
Assessment. b June 30, 2012
D Partner with schools to complete outreach related to Waste Management with the
Strategic Anticipated Complete
students and teachers. b June 30, 2012
E Develop a tobacco retailer license system. Strategic Anticipated Complete
by June 30, 2012
Develop zoning restrictions that would require a Conditional Use Permit for
F businesses to sell tobacco products within 1,000 feet of schools, residential Strategic Underway
nei hborhoods, libraries, etc.
Explore options relating to Entitlement Management and, if appropriate, No Progress
G commence preparation of Consolidation Plan (pending results of 2010 U.S. Operational (not currently needed)
Census antici ated b June 30, 2011.
H Explore feasibility of Internet-based grant management software for Social Service Operational Complete
Pro ram rants.
Page 3 of 6
Program
Culture and Leisure Services
# Key Initiative -Description Type Status
A Pursue a Museum Assessment Program Phase III Application process. Strategic Anticipated Complete
b June 30, 2012
B Provide update to City Council on Healthy Cities report completed on March 16, Operational Complete
2010.
C Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote Strategic Complete
rentals of the facilit .
D Assume ownership of the Camp Parks Collection and conduct an annual exhibit of Strate is
g Anticipated Complete
the Collection endin a royal b the U.S. Arm Center of Militar Histor b June 30, 2012
E Implement Healthy Living Marketing Campaign and Contest for Parks and Operational Anticipated Complete
Communit Services ro rams. b June 30, 2012
F Conduct month) Saturda events at the Herita e Park and Museums. Strate is Com lete
G Establish an Art/Ceramic Studio in the Old Kolb House. Strate is Com lete
H Expand the number of classes offered on Saturdays. Operational Anticipated Complete
b June 30, 2012
Conduct a campout for youth in an East Bay Regional Park. Operational Complete
J Reinstate Senior Center Tri sand Tours Pro ram. O erational Com lete
K Undertake development of design and construction documents for Emerald Glen Strategic Underway
Park Recreation and A uatic Com lex.
L Complete fabrication and installation of public art at Dublin Transit Center. Operational Anticipated Complete
b June 30, 2012
M Provide online booking for Group Picnic Area. Operational Anticipated Complete
b June 30, 2012
N Conduct a comprehensive review of the Dublin Swim Center buildings, pools and Operational Anticipated Complete
mechanical s stems and develo a Ion -ran a Master Plan for renovations. b June 30, 2012
~ Explore feasibility of installation of a coffee/snack area at Dublin Library. Operational Anticipated Complete
Initiate Librar Pro rammin Stud b June 30, 2012
P Report on phasing options and costs for Fallon Sports Park to include two new Strate is
g Anticipated Complete
soccer fields (both turf and grass options) and a 90-foot baseball diamond. by June 30, 2012
Page 4 of 6
Program
Community Development
# Key Initiative -Description Type Status
A Develop a Design Awards Program to recognize new and remodeled projects of Strate is
g Anticipated Complete
s ecial ualit b June 30, 2012
B Develop design guidelines for projects outside of specific plan areas (including Operational No Progress
industrial and commercial .
C Develo new Emer enc Pre aredness Buildin Code Amendment. O erational Com lete
D Review Public and Semi-Public Policies. Operational Complete
E Develop Social Media Policies. Strategic Anticipated Complete
b June 30, 2012
F Study Dublin Preserve Sphere of Influence General Plan Amendment. Operational Anticipated Complete
b June 30, 2012
G Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Strategic Underway
Street.
Fi Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Strategic Underway
Amendments.
I Update Dublin General Plan to include new information, graphics and photos. Strategic Underway
Priorit #1
~ Create new Economic Development Element of Dublin General Plan.
Strategic Anticipated Complete
Priorit #2 b June 30, 2012
Create new Water Conservation and Management Element of Dublin General
K Plan. Strategic No Progress
Priorit #3
~ Create new Energy Conservation and Generation Element of Dublin General Plan. Strategic No Progress
Priorit #4
M Oversee construction of the Alamo Canal Trail Under I-580. Strate is Underwa
N Continue to develop economic incentives for retail, office, restaurants, and Strate is
g Anticipated Complete
industrial users. b June 30, 2012
Develop an Economic Development Strategy.
O (Project commencement recommended after completion of Economic Strategic Underway
Develo ment Element Initiative above.
P Identify partnership opportunities with the Dublin Chamber of Commerce to assist Strate is
g Anticipated Complete
small businesses. b June 30, 2012
Q Ex lore a Sho Local Holida Cam ai n. Strate is Com lete
Page 5 of 6
Program
Community Development -Continued
# Key Initiative -Description Type
R U date the Fa ade Im rovement Pro ram. Strate is Com lete
Explore ways Dublin can better connect to Livermore Valley Wine Region,
S including examination of zoning options to allow grape growing, utilizing the small Operational Underway
business incentive program and explore membership with wine growers
association.
T Explore available options for increased marketing of City to attract and retain Strategic No progress
businesses.
Page 6 of 6
a: ` ~t~ CITY OF DUBLIN
~'~~~-~~,"~~;' TEN YEAR STRATEGIC PLAN
~"~1~'1 Adopted
2011-2012 Update
Mission
The City of Dublin promotes and supports a high quality of life which ensures a
safe and secure environment that fosters new opportunities.
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 is unified in its belief that an engaged and educated community
encourages innovation in all aspects of City life, including programs to strengthen
our economic vitality, and support environmental stewardship and sustainability
through the preservation of our natural surroundings. Dublin is dedicated to
promoting an active and healthy lifestyle through the creation of first-class
recreational opportunities, facilities and programs.
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 Ensuring a Safe Community
. Provide high quality police and fire services to insure the 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.
. Promote high quality design and architectural standards in private
development and in all public facilities.
. Develop transportation systems that facilitate ease of movement throughout
the City.
Page 1 of 2
Our Values in Governing
• Commit to openness and responsiveness to the public and community.
• Operate at all times with honesty and integrity.
. Exercise fairness in consideration of issues.
. Provide a high level of customer service and responsiveness from City staff to
citizens.
. Embrace technology to improve effectiveness and efficiency.
• Strive to build an informed community through communication.
Our Values in Relating to Other Communities and Entities
. Encourage collaboration and communication with other communities on
issues of mutual concern.
Strategies
1. Pursue economic development initiatives that attract new businesses while
strengthening existing businesses.
2. Continue to strengthen the identity and aesthetic appeal of the downtown.
3. Create a community that supports environmental sustainability and provides
an open space network that ensures environmental protection and provides
public access where appropriate.
4. Develop dynamic and unique community recreational and cultural
opportunities in the region.
5. Develop City-wide communication and outreach programs that provide
connectivity with our residents and businesses across several media outlets.
Page 2 of 2
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