HomeMy WebLinkAbout4.7 Two-Year Strategic Plan Quarterly UpdateSTAFF REPORT
CITY COUNCIL
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Agenda Item 4.7
DATE:May 18,2021
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 third of eight quarterly Strategic Plan updates, covering the period
of January 1, 2021 through March 31, 2021. Updates for the strategies and objectives are provided
below:
Strategy 1: Implement the City’s Adopted Preferred Vision for Downtown 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.Staff worked with the majority
property owner of the Dublin Place Shopping
Center to extend the existing Memorandum of
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Understanding for 12 months due to the severe
negative impacts of COVID-19.
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, No change from Q2Update.
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, No change from Q2 Update.
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 presented the Bicycle and Pedestrian Plan
Update project to the Chamber of Commerce in
early March. Staff is now planning for focus
group listening sessions and more community
outreach including at a future Farmer’s Market.
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, No change from Q2 Update.
I Work with Downtown property owners on
building/site improvements.
In Progress.Avalon Bay is 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.
BRIDGE Housing has submitted a Pre-
Application for a 308-unit affordable project on
Golden Gate Drive adjacent to the West
Dublin/Pleasanton BART Station.
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.
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B Evaluate the establishment of other fees
and/or taxes that could offset City costs in
providing services to the community.
In Progress, No change from Q2 Update.
C Explore operational efficiencies in delivering
services with other public agencies.
In Progress.The City continues to work on
developing the AXIS Mental Health Urgent Care
Center Pilot with the Cities of Livermore and
Pleasanton and Alameda County.The three cities
submitted an Earmark Request with
Congressman Swalwell for additional program
funding.
Parks and Community Services has partnered
with Livermore Area Parks and Recreation
District to provide certification instruction to
aquatics staff, which enables them to become
certified lifeguard trainers to provide in-house
certification classes.
D Continue to maintain strong fiscal policies.In Progress.No change from Q2 Update.
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.Staff is reviewing the Pre-
Application from BRIDGE Housing for a
proposed 308-unit affordable residential project
on Golden Gate Drive in response to the City’s
NOFA. Staff is preparing to bring forward a
resolution allocating Measure A-1 Bond funds
and Affordable Housing Funds, a reservation of
units from the Downtown Development Pool,
and negotiated deal terms for a related
Community Benefit Agreement. Staff also
facilitated Eden Housing’s acquisition of the
Regional Street site from Avalon Bay as required
by the Community Benefit Agreement for the St.
Patrick Way development. The City allocated
Measure A-1 Bond funds to Eden for an
affordable housing project on this site.
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 is working with Alameda
County to sell a portion of the Transit Center D-1
parcel to Eden Housing for an affordable
housing development.
Staff is also working with Trumark Homes on a
proposal to dedicate two acres to an affordable
housing developer at low/no cost to construct
an affordable housing development.
C Facilitate the production of accessory
dwelling units throughout the community.
In Progress.Staff is in the process of preparing
pre-approved design and construction drawings
to further facilitate and streamline the
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production of accessory dwelling units, an ADU
resource manual, and looking at additional ideas
to relax development standards and impact fees.
These measures will be brought forward to the
City Council in summer 2021
D Seek opportunities to preserve the stock of
housing that is affordable to moderate- and
middle-income households.
In Progress.Staff is working with Catalyst
Housing Group on their acquisition of the Aster
project through the California Community
Housing Agency (CalCHA) Joint Powers
Authority. This transaction is anticipated to
close in April and will preserve the units as
affordable to middle-income households.
Staff is working with the California Statewide
Communities Development Authority (CSCDA)
on a similar proposal for the Waterford
Apartments.
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.Staff is preparing a sites analysis
for review by the City Council in May, and is
actively monitoring the RHNA process and
opportunities to appeal the draft allocation
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. Fire Prevention Staff have
prepared the final boxes of hard copy records to
be scanned. On July 1, 2021, they will completely
transition to electronic processes.
B Provide more opportunities for residents to
complete transactions with the City online,
with appropriate security measures.
In Progress, No change from Q2 Update.
C Enhance citizen online interaction via
reporting of issues and transparent data.
In Progress.Staff has worked with SeeClickFix
to implement the new software with a launch
date of May 5, 2021.
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.
Staff developed a video for The Wave,
demonstrating the components necessary to
pass the Lifeguard/Swim Instructor Swim Test.
Staff also developed a virtual slideshow tour of
the Preschool facility and program in
conjunction with 2021-22 registration.
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Staff conducted a virtual scavenger hunt using
the “Goosechase” app during the St. Patrick’s
Day Celebration which sent community
members to “hunt” and support local businesses.
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.
Complete. The City Launched the Backyard
Brief, the City Manager’s new monthly email
newsletter.
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.On March 16, 2021Staff brought
forward a request to amend the General Plan for
land use changes to facilitate development of
this area and the designation of an Economic
Development Zone.
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 continue to hold meetings
with property owners regarding the Dublin
Boulevard Extension and proposed Economic
Development Zone.
Staff continues to meet regularly with the
property owners surrounding the Dublin
Boulevard extension area to discuss issues of
roadway alignment and mitigation.
The City received National Environmental Policy
Act (NEPA) clearance from Caltrans in February
for the project. Alameda County Transportation
Commission (ACTC) has initiated the design
process.
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:
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The City Council Agenda was posted.
ATTACHMENTS:
1) Q1 Strategic Plan Update
2) Q2 Strategic Plan Update
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