HomeMy WebLinkAboutItem 3 Budget Study Session #2~~~~ Off' nU~~~
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DATE:
TO:
FROM:
STAFF REPORT
CITY COUNCIL
CITY CLERK
File #330-20
April 18, 2012
Honorable Mayor and City Councilmembers
~~
Joni Pattillo, City Manager ° ~'
SUBJECT: Fiscal Year 2012-2013 & 2013-2014 Budget Study Session #2: Further Direction
from City Council on Budget Preparation
Prepared by Amy Cunningham, Budget Manager/Assistant to the City Manager
EXECUTIVE SUMMARY:
This report provides additional information on the impact of Fiscal Year 2012-2013 & 2013-2014
Key Initiatives and other activities discussed by the City Council at the first Budget Study
Session held on March 3, 2012.
FINANCIAL IMPACT:
Financial impact will be determined following direction provided by the City Council on the
proposed Key Initiatives. Those initiatives that the City Council directs to be included in the
Fiscal Year 2012-2013 & 2013-2014 Preliminary Budget will receive final consideration and
adoption at the Budget Hearing on June 19, 2012.
RECOMMENDATION:
Staff recommends that the City Council receive the report, review the proposed Key Initiatives
by budget group, and provide Staff with direction on which proposed Key Initiatives to include in
the Fiscal Year 2012-2013 & 2013-2014 Preliminary Budget.
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Submitted By
Budget Manager/
Assistant to the City Manager
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Reviewed By
Assistant City Manager
Page 1 of 12 ITEM NO. 3.
DESCRIPTION:
As part of the first Fiscal Year 2012-2013 and 2013-2014 Budget Study Session held on March
3, 2012, the City Council directed Staff to review a number of Key Strategic and Operational
Initiatives and provide additional information related to their impacts. The City Council will
consider the information presented by Staff to determine which initiatives should be included in
the Fiscal Year 2012-2013 & 2013-2014 Preliminary Budget or Five-Year Capital Improvement
Program.
Background
In December 2010, the City Council determined that the Strategic Plan would be the primary
driver for the budget and that funding allocations should be aligned with the City Council's
overarching strategic priorities. The adopted Strategies are included below for reference.
Adopted Ten Year Strategic Plan, Fiscal Year 2011-2012 Update -Strategies:
• Pursue economic development initiatives that attract new businesses while strengthening
existing businesses.
• Continue to strengthen the identity and aesthetic appeal of the downtown.
• Create a community that supports environmental sustainability and provides an open
space network that ensures environmental protection and provides public access where
appropriate.
• Develop dynamic and unique community recreational and cultural opportunities in the
region.
• Develop City-wide communication and outreach programs that provide connectivity with
our residents and businesses across several media outlets.
The proposed Key Initiatives for the upcoming two fiscal years have been identified as either
Strategic (supporting the Strategic Plan's identified Strategies) or Operational (supporting critical
day-to-day core operations). Attachment 1 provides summary information on each of the Key
Initiatives that were identified at the first Budget Study Session on March 3, 2012. A further
discussion of Attachment 1 is provided later in this report.
Developing Long-Term Fiscal Sustainability
As highlighted at the March 3, 2012 Budget Study Session, economists at the local and national
level believe that the country's financial outlook is beginning to stabilize. However, as financial
pressures have begun to ease, the City's need to remain fiscally prudent has not diminished. In
addition to other inflationary factors, future City growth will produce additional demands on city
services, facilities, and infrastructure (public safety, parks, streets, etc.). Investments now to
plan for future needs will ensure that the City is positioned to continue delivering the services
the community expects. The upcoming budget is being developed based on a foundation of
long-term fiscal sustainability as this has been a civic value for City Councils past and present.
Page 2 of 12
Development of the first two-year budget is one of several steps the City currently is taking
toward developing long-term fiscal sustainability. The two-year budget process allows for more
fiscal certainty, and the opportunity to take a longer view of program and project funding.
The following financial trend information is provided to give the City Council additional context in
the fiscal decision-making process about which initiatives should ultimately be assigned funding
in Fiscal Year 2012-2013 and Fiscal Year 2013-2014. The listed projections are based on
current data and will continue to be refined as this year's budget process moves forward and
additional information becomes known.
Revenues
The City's two primary General Fund revenue sources are Property Tax and Sales Tax.
Collectively, these two revenue sources account for over 70% of the City's General Fund. With
the recent economic recovery, Staff has seen a slight upward trend in each of these revenue
areas. Information about factors impacting these revenues was provided in the March 3, 2012
report (Attachment 2). This historical and projected outlook for these revenue sources is based
on the supporting data outlined in the earlier report.
Property Tax and Sales Tax Projections
Based upon information received from the Alameda County Assessor in late March 2012, Fiscal
Year 2011-2012 Property Tax revenue is expected to be approximately $20.960 million.
Continuing residential and commercial development in Fiscal Year 2012-2013, and expected
new construction in Fiscal Year 2013-2014, is the primary factor positively impacting growth.
Future year increases are expected to slow to just 2% each year.
Sales Tax revenue is expected to remain solid for Fiscal Year 2012-2013 primarily due to
increased automobile sales. However, economists expect the current new auto sales trend to
quickly level out and modest growth is anticipated beyond Fiscal Year 2013-2014. Overall, a
slight increase of approximately 2% in expected in sales tax for future years.
Page 3 of 12
Property and Sales Tax Projections
(Fiscal Year 2006-2007 to Fiscal Year 2016-2017)
45,000,000
40,000,000
35,000,000
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
. Property Tax
. Sales Tax
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Expenditures
As noted at the previous Budget Study Session, Staff has been instructed to prepare the
upcoming two-year budget with no increases in service and supply areas other than utilities and
postage. Employee costs are anticipated to increase based on the existing agreement for
salary adjustments and employee benefit costs. Other key areas driving future expenses are
discussed below.
Utilities
The continued escalation in utility costs will have a significant impact on operating expenses in
the future. The category of utilities includes charges for telephone, gas/electric, and water.
The following projection for future utility costs uses the Fiscal Year 2011-2012 expenses as a
base for future years. This projection relates to General Fund expenses only and does not take
into account increased utility use associated with future projects (new parks, facilities,
streetlights, etc.). Based on current projections, General Fund utility costs are anticipated to be
$1.389 million for Fiscal Year 2011-2012, increasing to approximately $2.139 million by Fiscal
Year 2016-2017. The increase in utilities alone over the next five years could total
approximately $751,000. Utility costs for future projects are included in the ongoing
maintenance costs for Capital Improvement Projects listed below.
Page 4 of 12
Utility Expense Projections
(Fiscal Year 2009-2010 to Fiscal Year 2016-2017)
2,500,000
1,000,000
2,000,000 .
1,500,000 .
500,000
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. Utilities
Capital Improvement Projects
As identified at the meeting on March 3, 2012, a number of planned Capital Improvement
projects will have future ongoing cost impacts on the General Fund. New park openings, the
addition of streets and other infrastructure requirements, and new facilities will rely heavily on
the General Fund for ongoing maintenance and operational support. By Fiscal Year 2016-2017,
it is expected that over $514,000 in ongoing maintenance and operating costs will be incurred
related to the completion of new Capital Improvement Projects. It is important to note that this
projection does not account for future inflationary impacts.
New Capital Improvement Project Expenses
(Fiscal Year 2012-2013 to Fiscal Year 2016-2017)
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2012-2013
2013-2014 20l~2015 2015-2016
201.2017
Page 5 of 12
. Fadlities
. Panes
. Streets
In total, expenses in these two areas (utilities and operations/maintenance for new Capital
Improvement Projects) alone are expected to grow by $1.750 million by Fiscal Year 2016-2017.
Other Ongoing Expense Impacts
Fire Retiree Obligations /Public Employee Retirement System
The City is expecting specific information about future retirement obligations in the coming
months. As information is received, the current reserves that have been set-aside to address
the Fire Retiree Obligations will be brought to the City Council for consideration and potential
action.
The Public Employee Retirement System (PERS) is also expected to release information about
future costs in the coming weeks. The PERS Chief Actuarial recently stated that employers can
expect significant increases associated with changes in rate assumption calculations beginning
in Fiscal Year 2015-2016.
Public Safety
Police Services
While the City has negotiated an agreement for Police Services with Alameda County Sheriff's
Office that contains future cost increases in some areas, the City will be impacted by rising
police personnel costs. The proposed addition of new contract personnel will also impact
ongoing expenses. Police Services has completed an initial assessment of service delivery and
a proposal for two new positions over the next two fiscal years has been included in this report.
One position, a deputy, is proposed to be added in Fiscal Year 2012-2013, and the addition of a
Lieutenant position is proposed for Fiscal Year 2013-2014. With contract indirect costs, the
addition of these two positions is expected to add approximately $463,000 in ongoing annual
costs to the police budget above other personnel and operational cost increase for existing
services. These costs are reflected in the summary table shown later in this report.
Fire Services
Staff is currently finalizing a proposed contract with Alameda County Fire Department. This
proposal, anticipated to begin July 1, 2012, will be brought to the City Council for consideration
in the coming weeks. Cost impacts associated with the new contract are currently unknown. As
always, Staff is actively seeking ways to contain current and future costs associated with this
service. Based on the Fiscal Year 2012-2013 budget proposal received from Alameda County
Fire Department, contract Fire Service ongoing costs are expected to rise over $820,000 in the
next two years. This increase is primarily attributable to increases in contract personnel costs.
fli¢~i i¢¢inn
As part of the budget preparation process, the City Manager reviews overall City operations,
including the anticipated city-wide workload for the coming two years and seeks to identify
methods to improve organizational efficiency and enhance core service delivery.
Page 6 of 12
A recent evaluation of City services recommended the establishment of a neighborhood
resources unit. This unit will further strengthen efforts around the City Council's Strategic Plan
Strategy:
• Develop City-wide communication and outreach programs that provide connectivity with
our residents and businesses across several media outlets.
The creation of this unit will also support the proposed Fiscal Year 2012-2013 and 2013-2014
Key Budget Initiative:
• Identify New Opportunities for Neighborhood Outreach and Education Programs.
In addition, an evaluation of existing and planned future community events and promotional
activities has identified the growing need for marketing and graphic design services. Staff
recommends that a full-time position be added to the Parks and Community Services
Department to meet the increased demand in these areas. This position would also provide
services to other City departments on an as-needed basis. Costs for the position would be
offset by savings associated with the elimination of part-time/temporary employee hours
historically budgeted to meet needs in these different areas. The anticipated annual net cost for
this position is approximately $65,000 (General Fund).
Fiscal Year 2012-2013 & 2013-2014 Proposed Key Budget Initiatives
At the first Budget Study Session, the City Council requested additional information on a number
of Key Initiatives for potential inclusion in the Preliminary Budget. Those Initiatives are identified
in Attachment 1, Fiscal Years 2012-2013 & 2013-2014 Proposed Key Initiatives. The
attachment provides information about additional cost and resource needs to accomplish each
initiative, potential funding impacts, timing, and whether the initiative has one-time or ongoing
expenses.
Costs for some of the proposed initiatives can be accommodated in the baseline budget or have
been continued from prior years, such as participation in the Tri-Valley Federal Legislative
Program or continuation of the Farmers' Market. The additional cost for those types of initiatives
has been listed as "$0" in Attachment 1. Those initiatives that will have no activity during a
given year are identified by a "" in the Additional Cost column, as this designation also assists
in identifying which year a proposed initiative will take place. In analyzing the potential
initiatives, Staff examined core day-to-day work and the new proposals to ensure that the work
could be completed within the necessary timeframes.
Some of the initiatives identify exploration or study of a specific area to evaluate potential
options, many of these can be undertaken with existing resources or through consultant
services during the two-year budget cycle. Initiatives that are approved by the City Council
fitting these criteria would be completed via the following process:
• Staff would complete the study during the identified fiscal year and present the City
Council with available options for further consideration.
• If an option is approved, funding for implementation of that option would be included in a
future budget year as authorized by the City Council.
Page 7 of 12
The initiative list also includes items to initiate pilot projects or programs that may be will be
brought back to City Council for further consideration related to future funding and / or
continuation of the program. Examples include:
• Televise Planning Commission Meetings
• Partner with California Youth Energy Services to provide Energy Savings to Residents
Last year four new General Plan elements were highlighted and prioritized for the City Council's
consideration (see Attachment #3). It was suggested that those elements be phased in over a
three year period. There are two elements, not yet been initiated, that are proposed for future
years:
• Create new Water Conservation and Management Element of Dublin General Plan -
Initiate in Fiscal Year 2012-2013
• Create new Energy Conservation and Generation Element of Dublin General Plan -
Initiate in Fiscal Year 2013-2014
Funding for these two initiatives will be included in the budget as identified above, and will be
added to the new Initiative list in order to keep the City Council updated on the progress of these
items.
Capital Improvement Projects
Those initiatives that are included in the Capital Improvement Program have been identified with
the anticipated project cost for the specified activity, the work that is anticipated to be
accomplished in each year, the cost for each year and the approximate timing for completion of
the overall project. There are a number of factors outside of Staff's control that can impact the
completion schedule for Capital Projects, including weather delays and construction supply
availability; therefore these items have been listed separately. Staff will continue to keep the
City Council updated on the status of Capital Projects identified as budget initiatives.
Detailed information about three projects (Fallon Sports Park, Emerald Glen Park Recreation
and Aquatic Complex, and Public Art Installation at Emerald Glen Park Recreation and Aquatic
Complex) are currently listed as "pending" in the attachment. The City Council has requested
that additional phasing information be brought forward about Emerald Glen Park Recreation and
Aquatic Complex. Details on these projects will be identified after the City Council has made a
determination about how to proceed with the Emerald Glen Park Recreation and Aquatic
Complex. This item is scheduled for consideration at the June 19, 2012 City Council meeting.
Staff proposes the previously adopted "Civic Center Site Expansion" capital project be renamed
the "Public Safety Complex" project. This change will help identify the intended use of the new
facility and differentiate this project from the existing "Civic Center Modification Design and
Construction" project.
Staff is further proposing that the initiative "Construct Fallon Community Park -Lower Terrace
Restroom Facility" be replaced with the new proposal received by the City Council at the March
Page 8 of 12
3, 2012 meeting. The new initiative will be titled: "Fallon Sports Park: Determine feasibility and
cost of building restroom, ball field, soccer field".
Finally, Staff is recommending that the initiative "Complete Jordan Ranch Community Park
Master Plan" be deferred to a future year due to the developer's current project timing.
Cost Summary
Proposed expenses in Fiscal Year 2012-2013 total approximately $18.558 million, with a major
portion of the expenses (approximately $17.680 million) attributable to One-Time Capital
Improvement Projects. A further description of the costs is provided in the table below.
Capital Capital
Improvement Improvement
Fiscal Year Program Operating Budget Program General Operating Budget
2012-2013 Non-General Fund Non-General Fund Fund General Fund
One-Time $ 9,121,240 $ 258,000 $ 8,558,600 $ 289,220
Ongoing - - - 360,950
Total $ 9,121,240 $ 258,000 $ 8,558,600 $ 650,170
Proposed expenses in Fiscal Year 2013-2014 total approximately $5.034 million, with a major
portion of the expenses (approximately $3.731 million) attributable to One-Time Capital
Improvement Projects. A further description of the costs for this year is provided in the table
below.
Capital Capital
Improvement Improvement
Fiscal Year Program Operating Budget Program General Operating Budget
2013-2014 Non-General Fund Non-General Fund Fund General Fund
One-Time $ 1,418,850 $ 62,450 $ 2,312,500 $ 321,025
Ongoing - - - 919,100
Total $ 1,418,850 $ 62,450 $ 2,312,500 $ 1,240,125
It is important to note that the Operating Budget General Fund costs of $919,100 associated
with these proposed initiatives are ongoing and therefore will continue to be incurred in years
beyond Fiscal Year 2013-2014. These increased costs are in addition to the escalating costs
for utilities, infrastructure maintenance, public safety cost services, etc. noted earlier in the
report.
It is recommended that, prior to the Budget Study Session, each City Councilmember take the
following actions:
• Review the supplemental Key Initiative information;
• Determine which Key Initiative(s), if any, should be recommended for inclusion in the
Fiscal Year 2012-2013 and 2013-2014 Preliminary Budget document.
Fiscal Year 2011-2012 Key Initiatives Status
Attachment #3 includes the status of the Fiscal Year 2011-2012 Key Budget Initiatives as of
February 29, 2012. Those initiatives that are not expected to be complete by June 30, 2012 will
Page 9 of 12
be carried forward as part of the two-year initiative process. Information about the status of
several items and requested changes are outlined below:
Operating Budget
Staff recommends that the following projects be deferred to future years or scheduled as
described below:
• Prepare an update to the Downtown Traffic Impact Fee Program -
Staff recommends deferring this item to Fiscal Year 2013-2014. Currently an Economic
Development Strategy is under development, and a Bikeways Master Plan Update and
new Pedestrian Plan are proposed to begin in Fiscal Year 2012-2013. The outcomes of
these projects may have considerable impacts on work associated with the Downtown
Traffic Impact Fee Program. The delay of this update until Fiscal Year 2013-2014 will
allow for consistency among all the documents. The City Council will be kept informed
about the status of this project and the anticipated timeframe for completion of the
update.
• Develop design guidelines for projects outside of specific plan areas (including industrial
and commercial)-
City Council provided Staff with direction on this initiative at the March 3, 2012 Budget
Study Session; work is underway and is anticipated to be complete by Fall 2012.
• Study Dublin Preserve Sphere of Influence General Plan Amendment -
Staff will continue to monitor this project and will bring back a modified initiative for City
Council consideration when appropriate.
• Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan
Amendments-
The City Council considered this item at a meeting in April 2011. At that time Staff
advised that this item would be brought back if the project moves forward. Staff will
continue to keep the City Council updated on the status of this item.
• Update Dublin General Plan to include new information, graphics and photos (Priority
#1)-
This initiative is progressing and is expected to be complete in the Winter of 2012.
Completion of this project was delayed to complete the city-wide Traffic Demand Model.
• Create new Economic Development Element of Dublin General Plan (Priority #2) -
This initiative is progressing and is expected to be complete in Fall of 2012. Progress on
this item is tied to the Economic Development Strategy.
• Create new Water Conservation and Management Element of Dublin General Plan
(Priority #3) -
This item is referenced above; work is proposed to commence in Fiscal Year 2012-2013.
Page 10 of 12
• Create new Energy Conservation and Generation Element of Dublin General Plan
(Priority #4) -
This item is referenced above, work is proposed to commence in Fiscal Year 2013-2014.
• Develop an Economic Development Strategy -
This project will recommence after completion of the Economic Development Element of
the Dublin General Plan initiative listed above.
Capital Improvement Projects
Work on Capital Projects takes place over multiple years. The listed projects were identified by
the City Council as Fiscal Year 2011-2012 Key Initiatives and progress of each is indicated
below. Staff will continue to keep the City Council updated on these projects as they progress:
• Undertake development of design and construction documents for Emerald Glen Park
Recreation and Aquatic Complex -
The City Council has deferred action on this item pending the phasing analysis as noted
in the report above. This item is scheduled for City Council consideration on June 19,
2012.
• Oversee construction of the Alamo Canal Trail Under I-580 -
Project Design has been completed and construction on this project is anticipated to
begin in April 2012. This project is expected to be complete in Fiscal Year 2012-2013.
• Oversee Construction of St. Patrick Way between Golden Gate Drive and Regional
Street-
Construction is currently on schedule; the City Council will receive a report on the project
status upon completion of the south frontage improvements
Conclusion
As shown in this report, there are significant expense increases in the operating budget and new
Capital Projects anticipated in the next several years to provide these City services. Staff will
continue to work to find a balance between new expenditures and new revenues that that the
City's goal of long-term fiscal sustainability can be met. Given the direction of the City Council
at this meeting, Staff will continue to evaluate revenues and expenditures to create a balanced
budget. If the proposed initiatives exceed projected revenues, Staff will return to the City
Council with additional budget balancing recommendations.
Budget Hearing
The City Council has established Tuesday, June 19, 2012 beginning at 5:30 P.M. as the date
for the Fiscal Year 2012-2013 and 2013-2014 Budget Hearing.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
None.
Page 11 of 12
ATTACHMENTS: 1. Fiscal Year 2012-2013 & 2013-2014 Budget Proposed Key Initiatives
2. Budget Study Session #1 - City Council Direction on Budget
Preparation
3. Fiscal Year 2011-2012 Key Budget Initiatives Status as of 02-29-
2012
Page 12 of 12
Fiscal Year 2012-2013 & 2013-2014
Proposed Key Initiatives
April 18, 2012
Budget Study Session #2
Program -General Government
One-Time or
Ongoing
Additional Cost Cost /
Year 1 Year 2 Funding
# Proposed Key Initiative Type Source
Operating Budget
A Tri-Valley Federal Legislative Program Operational $0 $0 -
$25,000
B Biennial Strategic Plan Update
Operational
Consultant
- One-Time /
-Work on Strategic Plan completed biennially
Services General Fund
C Conduct Pre-Candidate and Candidate Informational Operational $0 - -
meetings for City Council Election Process
D Provide Summer Internship Program Operational $0 $0 Ongoing /
General Fund
$85,000
E Evaluate Long-Term Data Center Needs
Operational
-
Consultant One-Time /
-Pursuant to IT Master Plan Phasing
Services General Fund
Identify additional actions to Develop Long-Term Fiscal $25,000 $15,000
F Sustainability
Operational
Consultant
Contract One-Time /
- Year 1: Develop Fiscal Policies
Services
Services General Fund
- Year 2: Expand Internal Service Fund Inventory
Evaluate prior service reductions to determine whether any $67,500 $67,500 Ongoing /
G areas should be restored, specifically related to infrastructure Operational - - General Fund
preservation Includes Includes
$16,610 St. $16,610 St.
Landscape + Landscape +
$50, 850 $50, 850
Parks Parks
Maintenance Maintenance
Capital Improvement Projects
Implement Geographic Information Systems Master Plan
recommendations $37,000 One-Time /
H - Year 1: Acquire and implement hardware and software Operational Capital - General Fund
improvements Project
- Anticipated Project Completion: Summer 2013
Implement Geographic Information System Portal $129,500
I
- Year 2: Develop and implement user-friendly portals
Operational
-
Capital One-Time /
- Anticipated Project Completion: Summer 2014
Project General Fund
$409, 890
Capital
Project
Implement Telephone System Replacement Project Includes One-Time /
- Year 1: Implement system at City Facilities /Fire $50,000 General Fund
~ Stations Operational General _ & Internal
- Anticipated Project Completion: Summer 2013 Fund + Service Fund
$359, 890
Internal
Service
Fund
Program -Public Safety
One-Time or
Additional Cost Ongoing
# Proposed Key Initiative Type Cost /
Year 1 Year 2 Funding
Source
Operating Budget
A Establish AED Program for Police Services Operational $34,220 $1,500 One-Time /
Equipment Maintenance General Fund
Assess Police Service Delivery
- Year 1: Add one Deputy * $196 400 $463 000
B - Year 2: Add one Lieutenant (in addition to Deputy from Operational Contract Contract Ongoing /
Year 1) * Personnel Personnel General Fund
*Estimated costs do not include unknown salary/benefit
increases.
C Expand Crime Prevention Education and Outreach Materials Strate is
g $3,500 $1,000 One-Time /
on City Website Supplies Supplies General Fund
D Offer Youth Education Programs on current issues (Teen Operational $1,000 $1,000 One-Time /
Driver Education, Cyber Bullying, etc.) Supplies Supplies General Fund
E Establish Residential Fire Sprinkler Community Awareness Strategic $0 $0 One-Time /
Program General Fund
F Explore the feasibility of utilizing part-time volunteers to assist Strategic $0 -
with City Emergency Management Activities -
Identify New Opportunities for Neighborhood Outreach and $25,000 One-Time /
G Education Programs Strategic Services & - General Fund
Supplies
H Evaluate Public Safety Service Levels Operational - - -
I Promote Disaster Preparedness programming for community Operational $0 $0 -
Develop Disaster Preparedness exercise that includes School $55,000
~ District participation Operational $0 Contract One-Time /
- Year 1: Develop and Schedule Exercise
Services General Fund
- Year 2: Conduct Exercise
K Explore opportunities for a Public Safety Open House (with Operational $0 - -
Police/Sheriff and Fire facility participation)
Program -Transportation
One-Time or
Additio nal Cost Ongoing
# Proposed Key Initiative Type Cost /
Year 1 Year 2 Funding
Source
Capital Improvement Projects
Construct By-Pass Storm Drain on San Ramon Road between One-Time &
Shannon Avenue and Silvergate Drive $443,250 $416,750
A
- Year 1: Complete Design and Begin Construction
Strategic
Capital
Capital Ongoing /
- Year 2: Complete Construction
Project
Project Storm Water
- Anticipated Project Completion: Winter 2013 Mgmt. Fund
$215,600
Establish Storm Drain Capture Project to assist with Trash Capital
Reduction (State Mandate)
Project
$5,500 One-Time &
B - Year 1: Complete Design and Begin Construction Strategic Ongoing /
- Year 2: Complete Construction - Maintenance General Fund
$5,500
- Anticipate Project Completion: Fall 2013
Maintenance
Program -Health & Welfare
One-Time or
Additional Cost Ongoing
Cost /
Funding
# Proposed Key Initiative Type Year 1 Year 2 Source
Operating Budget
$18,000 $13,475
A Expand the Dublin Unified School District Recycling Contest
Strategic
Services &
Services & One-Time /
to the Middle Schools
Supplies
Supplies Grant Funded
B Explore opportunities to provide a Collection Point for Strategic $0 - -
Discarded Pharmaceuticals
Coordinate Energy Audit Outcomes
C - Proposal will be considered as part of Energy Action Strategic - - -
Plan
D Work with StopWaste to educate the Community on the Strategic $0 $0 -
Countywide Bag Ban
E Work with PG&E to promote energy savings programs Strategic $0 - -
$30 000 $30 000 One-Time /
F Partner with California Youth Energy Services to provide Strategic Contract Contract Measure D &
Energy Savings to Residents Recycling
Services Services
Fund
Explore a Collaborative Effort with Dublin San Ramon
G Services District to Educate the Commercial Community Strategic $0 - -
about Water Conservation
$35,000 One-Time /
H Update the Climate Action Plan (CAP) Strategic Contract - Measure D &
Services Recycling
Fund
Implement Action Items from the Human Services Task Force
I - Recommendations will be brought to City Council for Operational Pending Pending -
consideration at conclusion of Task Force work.
$6,200 One-Time /
J Review Inclusionary Ordinance Operational Contract - Housing In-
Services Lieu Fund
One-Time /
$57,500 Housing In-
K Pre are Housin Element U date
p g p O erational
p _ Contract
Services Lieu Fund
(33%) &
General Fund
(67%)
Capital Improvement Projects
Coordinate Implementation of the City's Trash Reduction Plan
L - Included as part of Storm Drain Capture Project (see Strategic - - -
above: Program -Transportation #B)
Program -Culture and Leisure Services
One-Time or
Additional Cost Ongoing
# Proposed Key Initiative Type Cost /
Year 1 Year 2 Funding
Source
Operating Budget
A Apply for Phase IV of the Museum Assessment Program Operational $0 - -
$43,500
B
Update Parks and Community Services Strategic Plan
Strategic
Services &
- One-Time /
Supplies General Fund
$24,000
C Develop and Implement Parks and Community Services
Strategic
-
Services & One-Time /
Marketing and Promotions Plan
Supplies General Fund
Update Public Facility Impact Fee $60,000
D - Year 1: Initiate Update, Complete Appraisal Process Strategic Contract _ One-Time /
- Year 2: Complete Update Services General Fund
E Expand Options available as part of the Camp Connector Strategic $0 $0 -
Program
Expand Saturday programs to include use of existing
F preschool classrooms at Shannon Community Center and Strategic $0 $0 -
Emerald Glen Park
Evaluate Expanding Library Operating Hours
- Year 1: 2 additional hours - either Tuesday or $41,550 $83,100 Ongoing /
G Thursday evening from 6:00 to 8:00 PM Operational Contract Contract General Fund
- Year 2: 4 additional hours -both Tuesday and Services Services
Thursday evening from 6:00 to 8:00 PM
H Develop a Health and Wellness Task Force (involving Operational $15,000 - One-Time /
different levels of the community) to create a healthy city Contract General Fund
blueprint /plan Services
I Explore future opportunities for a large dog park in Eastern
Operational $15,000
Consultant
- One-Time /
Dublin
Services General Fund
~ Explore opportunities to preserve and display Camp Parks
Operational
- $40,000
Consultant One-Time /
historical artifacts collection
Services General Fund
Dublin Historic Park & Museums phasing: $30,000 One-Time /
K Determine feasibility and cost of accelerating the cemetery Operational - Consultant General Fund
expansion Services
Capital Improvement Projects
Complete Central Irrigation Control Upgrades
L - Proposal will be considered as part of Energy Action Strategic - - -
Plan
New Initiative -Fallon Sports Park:
Determine feasibility and cost of building restroom, ball field,
M soccer field Strategic Pending Pending Pending
- Pending City Council Decision on Phasing of Emerald
Glen Park Recreation and Aquatic Complex
Initiate Development of Emerald Glen Park Recreation and
Aquatic Complex
N Strategic Pending Pending Pending
- Pending City Council Decision on Phasing of Emerald
Glen Park Recreation and Aquatic Complex
Complete Public Art Installation for Emerald Glen Recreation
O and Aquatic Complex Operational Pending Pending Pending
- Pending City Council Decision on Phasing of Emerald
Glen Park Recreation and Aquatic Complex
P Initiate Maintenance Yard Improvements
Operational $5.873 m $2.183 m One-Time &
- Year 1: Complete Design & Bidding Capital Capital Ongoing /
- Year 2: Construction Project Project Reserves +
- Anticipated Project Completion: Spring 2014 General Fund
Initiate ~,~~~~O~f~~E-x~n Public Safety Complex
Project
$2.383 m One-Time &
Q - Year 1: Initiate Programming Study & Design of Interim
Operational
Capital
- Ongoing /
Improvements
Project Reserves +
- Year 2: Construction General Fund
- Anticipated Project Completion: Spring 2014
One-Time /
$349,000 Capital -
Complete Positano Hills Neighborhood Park and assume Capital Public Facility
Maintenance Project $90,000 Fees
R - Year 1: Construction Complete, Assume Maintenance Strategic
- Year 2: Ongoing Maintenance - Maintenance &
$40,000 Ongoing /
- Anticipated Project Completion: Winter 2012
Maintenance Maintenance -
General Fund
One-Time /
$997,500 Capital -
Complete Passatempo Neighborhood Park and assume Capital Public Facility
Maintenance $1.074 m
S - Year 1: Design; Begin Construction Strategic Capital Project Fees
- Year 2: Complete Construction & Assume Maintenance Project
$50,000 &
Ongoing /
- Anticipated Project Completion: Spring 2014
Maintenance Maintenance -
General Fund
Coordinate Completion of Schaefer Ranch Park and assume
Maintenance Developer $150,000 Ongoing /
T - Year 1: Oversee Construction Strategic
Constructed
Maintenance
General Fund
- Year 2: Complete Construction & Assume maintenance
- Anticipated Project Completion: Summer 2013
Complete Shannon Center Park Parking Lot Repairs $653,100 $4,600 One-Time /
~ - Year 1: Design, Bidding, Begin Construction Operational Capital Capital Grant Funded
- Year 2: Complete Construction
- Anticipated Project Completion: Winter 2013 Project Project
(`nr~c4n in ~rL I n~nior Torrono C?oc4rnnm
V vvrr.TCrac
~
- Recommend Replacement with Revised City Council
Initiative #M above
i~ } r~raicgie
(`mm~lo}o Inrrl~ri C?~r,r~h (`nmmi irii4~i D~rL ~A~c4or Dl~r,
-
~
W wrrr~rc
arn~vTa~ccm
ai~
- Recommend deferral of initiative based on
development timing.
C n'
-
-
-
Program -Community Development
One-Time or
Additional Cost Ongoing
Cost /
Funding
# Proposed Key Initiative Type Year 1 Year 2 Source
Operating Budget
A Develop On-line Inspection Scheduling Strategic - $0 -
B Develop On-line posting of Plan Check Comments Strategic $0 - -
C Explore Changes to City Policy Documents to Implement One Strategic $0 - -
Bay Area's Sustainable Communities Strategy
D Initiate Pilot Program to Televise Planning Commission Strategic $12,000 - One-Time /
Meetings Contract General Fund
- Staff will evaluate program after one year Services
E Transition Schaefer Ranch GHAD from Developer to GHAD Operational $0 $0 -
Board
F Evaluate Options for Pedestrian Safety Improvements on Operational $0 - -
Amador Valley Boulevard in Downtown
G Update Bikeways/Pedestrian Master Plan Operational $168,800 - One-Time /
Contract Measure B
Services
H Complete °~~ ;,,-,n~°.,-,°„+ Economic Development Strategy Strategic $0 - -
Continue to Offer Incentives to Address Current Market Strategic $30,000/yr $30,000/yr One-Time /
Conditions (Fagade Improvement Program, Sales Tax Augment Augment General Fund
Reimbursement, etc.) Fagade Fagade
Program Program
J Continue to Evaluate Social Media Uses and Options for Strategic $0 $0 -
General City Use
K Facilitate Roundtables with Commercial Brokers and the Strategic $0 - -
Development Community
L Develop Business Meetings/Summits with Property Owners Strategic $0 - -
around Key Areas of Interest
M Continue the City's efforts to better connect to the Livermore Operational $10,000 $10,000 Ongoing /
Valley Wine Region Services Services General Fund
N Continue to Host and Program the Dublin Farmers' Market Operational $0 $0 -
O Evaluate the Traffic Impact Fee /Fee Deferral for Single Operational $0 - -
Family Housing
Capital Improvement Program
Analyze City's infrastructure to determine gaps in pedestrian
connectivity and related costs to construct the new 1. $4.082 m
P infrastructure Operational 2. $4.355 m _ One-Time /
- Option 1: Widened Shoulder
3. $4.899 m General Fund
- Option 2: Asphalt Walkway
- Option 3: Concrete Sidewalk
Continue Dougherty Road Improvements -Sierra Lane to
North City Limit: Widening
- Year 1: Complete design, environmental review One-Time /
Q - Year 2: Complete right-of-way acquisition and utility Operational $1.343 m - Traffic Impact
relocation Fees
- Anticipated Project Completion: To Be Determined -
Future Project Phases Pending Adequate Funding
~~~~ Off' nU~~~
/ii ~ 111
L~~ - ~ ~~~
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.
-1 ~ , ;'' ,
i ~ ~~/ ~G~ ..~_ . ,. _. ~......
~i~ ~~%t~! 11~'i~ ~l'i~ ~ .
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
by 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 Undenwa
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
b 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
Program grants.
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 e 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 rass o tions and a 90-foot baseball diamond. b 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 tiredness 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.
H 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. Strate is
g 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 Facade 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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Fiscal Year 2011-2012
Approved Key Initiatives
Status as of 02-29-12
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 7
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 Anticipated Complete
C one recently deployed by San Ramon Valley Fire Protection District, in Alameda
'
J Operational by June 30, 2012
Count Fire De artment
s
urisdiction.
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
Page 2 of 7
Program
Transportation
# Key Initiative -Description Type Status
A Prepare an update to the Downtown Traffic Improvement Fee Program. Strategic Defer -
See Staff Re ort
B Implement five Volunteer Projects. Strategic Anticipated Complete
b June 30, 2012
C Develop a Comprehensive Preventative Maintenance Program for facilities and Operational Anticipated Complete
infrastructure. b June 30, 2012
D Explore feasibility of implementing Tree City USA program. Operational Anticipated Complete
b June 30, 2012
Explore feasibility of options for Dublin Boulevard lane expansion between Sierra Anticipated Complete
E Court and Dublin Court.
~ Operational
by June 30, 2012
- Ca ital Im rovement Pro
ect
F Initiate Dublin Boulevard overla im rovements from Sierra Court to Dublin Court. O erational Com lete
Page 3 of 7
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 Com lete
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 Anticipated Complete
F businesses to sell tobacco products within 1,000 feet of schools, residential Strategic by June 30, 2012
nei hborhoods, libraries, etc.
Explore options relating to Entitlement Management and, if appropriate, Delete
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 4 of 7
Program
Culture and Leisure Services
# Key Initiative -Description Type Status
A Pursue a Museum Assessment Program Phase IV 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
Undertake development of design and construction documents for Emerald Glen
K Park Recreation and Aquatic Complex. Strategic Underway
- Ca ital Im rovement Pro~ect
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 5 of 7
Program
Community Development
# Key Initiative -Description Type Status
A Develop a Design Awards Program to recognize new and remodeled projects of Strategic Complete
s ecial ualit .
B Develop design guidelines for projects outside of specific plan areas (including Operational Underway
industrial and commercial .
C Develop new Emergency Preparedness Building Code Amendment. Operational Complete
D Review Public and Semi-Public Policies. O erational Com lete
E Develo Social Media Policies. Strate is Com lete
F Stud Dublin Preserve S here of Influence General Plan Amendment. O erational Underwa
Oversee construction of St. Patrick Way between Golden Gate Drive and Regional
G Street. Strategic Underway
- Capital Improvement Project
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. Strate is
g Anticipated Complete
- Priorit #2 b June 30, 2012
Create new Water Conservation and Management Element of Dublin General No Progress
K Plan. Strategic
(See Staff Report)
- Priorit #3
~ Create new Energy Conservation and Generation Element of Dublin General Plan. Strate is
g No Progress
- Priorit #4 See Staff Re ort
M Oversee construction of the Alamo Canal Trail Under I-580.
~ Strategic Underway
- Ca ital Im rovement Pro
ect
N Continue to develop economic incentives for retail, office, restaurants, and Strate is
g Anticipated Complete
industrial users. by June 30, 2012
Develop an Economic Development Strategy.
O - Project commencement recommended after completion of Economic Strategic Underway
Develo ment Element Initiative above.
P Identif artnershi o ortunities with the Dublin Chamber of Commerce to assist Strate is Com lete
Page 6 of 7
Program
Community Development
# Key Initiative -Description Type Status
small businesses.
Q Ex lore a Sho Local Holida Cam ai n. Strate is Com lete
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 Complete
business incentive program and explore membership with wine growers
association.
T Explore available options for increased marketing of City to attract and retain Strate is
g Anticipated Complete
businesses. b June 30, 2012
Page 7 of 7