HomeMy WebLinkAbout8.1 Two-Year Strategic Plan Quarterly Update (2)STAFF REPORT
CITY COUNCIL
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Agenda Item 8.1
DATE:February 16, 2021
TO:Honorable Mayor and City Councilmembers
FROM:Linda Smith, City Manager
SUBJECT:Two-Year Strategic Plan Quarterly Update
Prepared by: John Stefanski, Assistant to the City Manager
EXECUTIVE SUMMARY:
The City Council will receive a status update on the City’s Two-Year Strategic Plan.
STAFF RECOMMENDATION:
Receive the report.
FINANCIAL IMPACT:
None.
DESCRIPTION:
The City Council adopted the City’s Two-Year Strategic Plan on May 5, 2020. This Plan sets the
overall direction for the City, guiding resources and setting specific objectives to drive City
action. The Plan coincides with Fiscal Years 2020-21 and 2020-22.
This report represents the second of eight quarterly Strategic Plan updates, covering the period
of October 1, 2020 through December 30, 2020. Updates for the strategies and objectives are
provided below:
Strategy 1: Implement the City’s Adopted Preferred Vision forDowntown Dublin.
Objective Update
A Make necessary land use changes.Completed.On July 21, 2020, the City Council
adopted amendments to the Downtown Dublin
Specific Plan land uses and maximum floor area
ratio based on the Preferred Vision.
B Work with private property owners on
acquisitions that result in the creation of a
future town square.
In Progress.On October 15, 2019, the City
Council adopted a Memorandum of
Understanding with one of the Property Owners
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of Dublin Place shopping center, creating a
partnership with the City. Through the MOU, the
Property Ownerintends to acquire additional
parcels of the shopping center in order to work
with the City on the siting of the town square. In
the fall of 2020, theProperty Owner made an
offer to purchase the remainingparcels, but
with the impact of the COVID-19 pandemic,
there has been a delay in the response from the
other party. In addition, the Property
Owner decided they wanted to solicit a
development firm for a joint venture
opportunity.
C Establish the proposed street grid network,
including study of right-of-way acquisition and
the appropriate funding mechanism for
construction and maintenance.
In Progress.On July 21, 2020, the City Council
adopted amendments to the Downtown Dublin
Specific Plan to incorporate the street grid
contemplated in the Preferred Vision. The
Downtown Action Team continues to evaluate
the right-of-way acquisition, cross sections, and
the appropriate funding mechanism for
construction and maintenance. In fall 2020, the
City launched an update to the Citywide
Traffic Model which will analyze the impacts of
the new street grid.
D Conduct a parking analysis of the Transit
Oriented District and the Retail District and
proposed changes.
Not Started.
E Create certainty and provide development
rights that result in achieving the City
Council’s Preferred Vision.
In Progress.On November 17, 2020, the City
Council reviewed and approved the Downtown
Streetscape Master Plan.
F Develop implementation measures for the
adopted Downtown Streetscape Master Plan
and updated Bike and Pedestrian Master Plan
for the next Capital Improvement Program.
In Progress. In accordance with the newly
adopted Downtown Streetscape Master
Plan and the Annual Pavement Resurfacing CIP,
Regional Street was resurfaced and restriped.
Staff has completed an existing conditions,
demographics, and bicycle level of stress
analysis.
G Market, in conjunction with Property owners,
the opportunity sites.
Not Started.
H Work with Downtown property owners on
updating the CC&Rs to facilitate retail
transition.
In Progress.Staff is working with the Dublin
Plaza Retail Centerproperty owners to amend
their CC&Rs. A draft of the changes is
being reviewed for initial feedback
by the property owners.
I Work with Downtown property owners on
building/site improvements.
In Progress.Staff continues to
work with the Dublin Place Shopping
Center property owners on an amendment to
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the Master Sign Program to rebrand and add
new signage to the Center.
The property owner, Bayview Development
Group,and Avalon Bay are processing a Building
Permit application to construct the 499-unit St.
Patrick Way project and related public
improvements including the extension of St.
Patrick Way to Regional Street.
J Refine and provide specificity on City
development goals in the Downtown Plan and
East Transit Center Area Plan.
Not Started.
Strategy 2: Explore New City Revenue Streams for Long Term Financial Stability
Objective Update
A Explore the feasibility of increasing the City’s
current Transient Occupancy Tax.
Not Started.
B Evaluate the establishment of other fees
and/or taxes that could offset City costs in
providing services to the community.
In Progress.Staff enhanced virtual and outdoor
class programming by offering new enrichment,
martial arts, dance, aerobics, and basketball
classes.
C Explore operational efficiencies in delivering
services with other public agencies.
In Progress.Staff is working with the Town of
Danville, the Cities of San Ramon and
Pleasanton, and the Women’s Club to plan for a
Virtual Teen Job and Career Fair to take place in
February 2021. Teens will hear from employers,
apply for jobs, and attend workshops in a virtual
environment.
Staff continues to work on developing the AXIS
Mental Health Urgent Care Center Pilot with the
Cities of Livermore and Pleasanton.
Staff is engaged in conversations with the
County, the Cities of Livermore and Pleasanton,
and Stanford-Valley Care on the development of
a Super POD COVID-19 Vaccination Site located
at the Alameda County Fairgrounds.
D Continue to maintain strong fiscal policies.In Progress.A pension trust has been
established and additional funds have been
contributed to pre-fund pension obligations and
to stabilize the pension rate change.Staff has
initiated the Fiscal Year 2021-22 budget update,
including changes in revenue/expenditure
forecasts due to COVID-19-related impacts.
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Strategy 3: Create More Affordable Housing Opportunities
Objective Update
A Facilitate production of affordable housing
for lower income seniors,workforce, and
special needs households by leveraging the
Alameda County Measure A-1 Bond funds and
the City’s Affordable Housing Fund.
In Progress.On November 17, 2020, the City
Council received a report on the responses to
the Notice of Funding Availability for affordable
housing development using the money in the
City’s Affordable Housing Fund and Alameda
County Measure A-1 bond funds. BRIDGE
Housing has submitted a pre-application for
their proposed mixed income residential
project. Staff continues to work with them on
their proposal following direction received from
the City Council. The negotiations between the
applicant and the property owner are ongoing
and the applicant expects to further refine the
project as a result of those negotiations. The
pre-application enables Staff and the applicant
to begin working out the details of the project
for further consideration by the Planning
Commission and City Council.
B Look for additional opportunities to facilitate
the acquisition of sites, at low or no cost, to
build housing that is affordable to lower
income households.
In Progress.Staff continues to coordinate with
the developer of the St. Patrick Way project
regarding the acquisition of the adjacent parcel
on Regional Street for development of an
affordable housing project by Eden Housing.
Staff is also working with Alameda County to
acquire the remainder of Transit Center Parcel
D-1 in coordination with Eden Housing with the
goal to construct affordable housing on the site.
C Facilitate the production of accessory
dwelling units throughout the community.
In Progress.On November 1, 2020, the City
Council adopted a reduction to the Impact Fees
charged on accessory dwelling units (ADUs) and
adopted Zoning Ordinance Amendments that
relaxed the development standards and
restrictions on ADUs to facilitate the production
of those units. Staff is in the process of preparing
pre-approved design and construction drawings
to further facilitate and streamline the
production of ADUs.
D Seek opportunities to preserve the stock of
housing that is affordable to moderate- and
middle-income households.
In Progress.Staff has been working with the
Catalyst Housing Group on their potential
acquisition of the Aster project through the
California Community Housing Agency
(CalCHA) Joint Powers Authority. This
transaction will result in preserving the units at
Aster as affordable to middle-income
households. The property owner and purchaser
are working toward a sale of the property which
could occur this spring.
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E Update the City’s General Plan Housing
Element in accordance with state law and to
ensure an adequate supply of sites to
accommodate the City’s Regional Housing
Needs Allocation for the period 2023-31.
In Progress.On October 6, 2020, the City
Council received a report and provided Staff
with direction regarding the Housing Element
Update for the 2023-2031 planning period and
the identification of sites to accommodate the
upcoming Regional Housing Needs Allocation
(RHNA). Currently, Staff is completing a sites
analysis for review by the City Council this
spring. Staff is actively engaged in ABAG’s
development of the methodology that will be
used to distribute the RHNA to each jurisdiction
in the Bay Area.
Strategy 4: Become a 24/7 City Hall to Enhance Resident and Business Engagement
Objective Update
A Reduce/eliminate the need for paper
transactions where feasible.
In Progress. Staff has transitioned nearly all
externally and internally flowing forms to
electronic routing and signature. Staff
also converted paper applications to online
forms for the Holiday Home Decorating program
and Special Events Vendors/Sponsorships
applications.
B Provide more opportunities for residents to
complete transactions with the City online,
with appropriate security measures.
In Progress.Staff enhanced the Wave webpages
to allow customers to subscribe to Newsflashes
and pertinent Wave information. In addition,the
online registration process for the popular Lap
Swim program has been streamlined to resultin
a more user-friendly process to reserve lap
swim lanes.
C Enhance citizen online interaction via
reporting of issues and transparent data.
In Progress.The City Manager entered into an
agreement with CivicPlusfor See, Click, Fix,a
new citizen request and City work management
software, which will include a City-branded app
for mobile devices.
D Continue to utilize all appropriate methods to
share and exchange information with the
public, including social media, at events and at
the City’s website.
In Progress.Staff expanded the use of Facebook
to share all news and business of the
City. Additionally, the City is increasing the use
of videos, shared on all social media platforms
and the City’s website. Examples include public
service announcements (PSAs) from the City
Council; a disaster preparedness video by the
former Mayor; a replay of several “Community
Conversations” that were held during the start of
the COVID-19 pandemic and following the police
protests in June; a PSA to explain new fees by
third-party delivery companies; and videos in
remembrance of Ilene Misheloff. The City also
broadcasted the Dublin Holiday Tree Lighting
event over Facebook Live.
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Staff has establishednew coronavirus and
business impact webpages on the City’s website
to disseminate updated health information for
the community as well as rules, regulations, and
opportunities for Dublin businesses.
The City’s public art collection, both publicly and
privately owned, is now available for viewing on
the City’s website.
Parks and Community Services Staff are now
utilizing the text message feature in the City’s
recreation software (Active Network) to text
program information to customers.
The 2020 Dublin Pride Week was
completed virtually/online, including the 2nd
"Nature in Our Backyard" Photography
Contest.
E Explore additional social media platforms and
expanding use of Facebook to other
departments.
Complete. Staff has merged all the previous
City Facebook accounts (other than The Wave)
into one City of Dublin government
account. Additionally, Staff transformed the
former Parks and Community Services
Instagram account into a City of Dublin account.
F Explore more exciting and user-friendly
presentation of information, and a periodic
report from the City Manager’s Office.
In Progress.Staff is developing amonthly City
newsletter and Dublin Police Annual Report.
Strategy 5: Large Land Tract Development and Open Space
Objective Update
A Look to establish an Economic Development
Zone to prioritize commercial and industrial
development east of Fallon Road.
In Progress.Staff is currently developing
potential General Plan Amendments and Zoning
Amendments to prioritize and
incentivize certain uses that the City Council has
deemed desirable for thearea. Additionally,Staff
is developing concepts to create an Economic
Development Zone to further incentive the
introduction of these uses.
B Work with the area property owners in
conjunction with the Dublin Boulevard
extension project on issues such as road and
project mitigation, entitlements, as well as
supporting infrastructure.
In Progress.Staff continues to hold meetings
with property owners regarding the Dublin
Boulevard Extension and proposed Economic
Development Zone.The owners of the
Branaugh and Righetti properties have both
submitted pre-applications to the City and have
begun discussion about improvements to their
properties in conjunction with the extension of
Dublin Boulevard.
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The design phasehas begun andis estimated to
take 24 months. The City continues working
with resource agencies to secure National
Environmental Policy Act (NEPA) clearance of
the project to facilitate potential Federal funding
opportunities for project construction.
C Begin discussions regarding required
reporting under the Open Space Initiative of
2014 for the provisions of commercial and
industrial development in the unincorporated
area.
Not Started.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Q1 Strategic Plan Update
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Item 8.1
Two -Year Strategic Plan
Quarterly Update
February 16, 2021
Background
•Current Two-Year Strategic Plan was adopted in May 2020.
–Runs concurrently with the City’s two-year budget process.
•The plan drives City action by guiding resources and setting specific objectives.
•Five total Strategies with numerous Objectives within each Strategy.
•Presentation will provide high-level, status update on each strategy.
–Second Quarter Review (10/1-12/31/2020)
Strategy 1: Implement the City’s Adopted
Preferred Vision for Downtown Dublin
Ongoing or Completed Activities:
–Necessary land use changes adopted by City Council.
–Downtown Streetscape Master Plan adopted by City Council.
–Entered MOU with one property owner re: partnership for acquisitions to create future town square.
–Evaluating ROW acquisition and required infrastructure funding mechanisms ongoing.
–Bike/Ped Master Plan update ongoing.
–Draft amendments to Dublin Plaza Retail Center CC&Rs under review.
–Working with Dublin Place Shopping Center on Amendments to Master Sign Program for Rebranding.
–Bayview Development Group/Avalon Bay processing Building Permit application for 499-unit St. Patrick Way Project and related extension of St. Patrick Way to Regional Street.
Items yet to Begin:
–Transit Oriented District, Retail District Parking Analysis.
–Marketing of opportunity sites.
–Development goal specificity for Downtown Plan and E. Transit Center Area Plan.
Strategy 2: Explore New City Revenue Streams
for Long Term Financial Sustainability
Ongoing or Completed Activities:
–Pension trust established with additional funds contributed to pre-fund pension obligations and to stabilize the pension rate change.
–Partnering with Axis Community Health, Alameda County, Livermore, and Pleasanton on Mental Health Urgent Care Center Pilot Program.
–City involved with Alameda County, Livermore and Pleasanton regarding COVID-19 Super POD Vaccination Site at the Alameda County Fairgrounds.
–Initiated FY 2021-22 Budget Update, including changes due to COVID-19 related impacts.
Items Yet to Begin:
–Explore feasibility of increasing City’s TOT.
Strategy 3: Create More Affordable Housing
Opportunities
Ongoing or Completed Activities:
–Issued NOFA and received two responses for affordable rental housing projects using City Affordable Housing and County Measure A-1 Funds.
•BRIDGE Housing submitted pre-application for proposed mixed income project.
–Coordinating with St. Patrick Way project developer regarding acquisition of adjacent parcel for Eden Housing Affordable Housing Project.
–Working with Alameda County to acquire Transit Center Parcel D-1 for Eden Housing affordable project.
–Working with Catalyst Housing Group on potential acquisition of Aster project through CalCHA JPA.
–ADU fee reduction adopted by City Council.
–Developing pre-approved ADU design/construction drawings to streamline ADU production.
–Completing sites analysis for RHNA, Housing Element Update.
Strategy 4: Become a 24/7 City Hall to Enhance
Resident and Business Engagement
Ongoing or Completed Activities
–Transitioned nearly all external and internal forms to digital versions.
–Planning, Building, and Business License/Permit applications available to be processed online and reviewed electronically.
–Continue to streamline and enhance existing websites. Main website redesign ongoing.
–Purchased See, Click, Fix citizen request and work order management software.
–Expanded Facebook, Instagram to share all news and business of City.
–Continue to create videos, graphics for social media accounts.
–Developing monthly City newsletter and Dublin Police Annual Report.
Strategy 5: Large Land Tract Development
and Open Space
•Ongoing or Completed Items
–Developing potential General Plan and Zoning amendments based on City Council feedback.
–Developing Economic Development Zone Incentive Program.
–Continuing to meet with property owners regarding Dublin Boulevard Extension.
•Branaugh and Righetti properties have submitted pre-applications.
•Items Yet to Begin
–Begin discussions regarding required reporting under the Open Space Initiative of 2014 for the provisions of commercial and industrial development in the unincorporated area.
Questions?
John Stefanski, Assistant to the City Manager