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HomeMy WebLinkAboutItem 4 Budget Study #2G~~~ OF Dp~~~ ~ ~9~~;~j~ STAFF REPORT C I T Y C L E R K ~ ~ ~l DUBLIN CITY COUNCIL. File # ^~3]^S ~-~O^ ~~LIFOR~~ DATE: April 19, 2011 TO: Honorable Mayor and City Councilmembers FROM: Joni Pattillo, City Manager SUBJE . Fiscal Year 2011-2012 Budget Study Session #2: Further Direction from City Council on Budget Prepa"ration - Prepared By: Amy Cunningham, Budget Manager EXECUTIVE SUMMARY: This report provides additional information on the impact of Fiscal Year 2011-2012 Key Initiatives discussed by the City Council at the first Budget Study Session held on March 14, 2011. 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 2011-2012 P.reliminary Budget will receive final consideration and adoption at the Budget Hearing in June 2011. 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 Initiatives to include in the Fiscal Year 2011-2012 Preliminary Budget. l ~"Submitted ~r `" R~ view d By ~ Budget Manager Assistant ity Manager Pa e 1 of 5 ~TEM NO. ~. a~ 9 DESCRIPTION: As part of the first Fiscal Year 2011-2012 Budget Study Session held on March 14, 2011, the City Council directed Staff to review a number of Key Strategic and Operational Initiatives and provide additional fiscal impact information on the identifiedr Initiatives for potential incfusion in the.Fiscal Year 2011-2012 Preliminary Budget or Five Year Capital Improvement Program. Backqround - At the December 7, 2010, meeting, fhe City Council agreed that the Strategic Plan should be the primary driver for the budget and that funding allocations should be aligned with the City Council's overarching strategic priorities. The proposed language changes for the Fiscal Year 2011-2012 Strategic Plan were presented. earlier_ this evening for the City Council's consideration: The proposed Key Initiatives for the upcoming fiscal year have been identified either as Strategic (supporting the Strategic Plan) or Operational (supporting critical day-to-day core operations). Atfiachment 1 provides summary information on each of the Key Initiatives identified at the first Budget Study Session. A further discussion of Attachment 1 is provided below. As stated at the first Budget Study Session, the City Manager is approaching the preparation of this year's budget with tempered optimism. Revenues have shown signs of beginning to stabilize and in some areas slight increases in revenue have been realized for the first time in several years. However, forecasters expect growth during the economic recovery to remain modest. For reference and additional background information on current economic conditions the Financial Trends and Long Term Stability Report from the prior Budget Study Session is included as Attachment 2 of this report. Discussion - As part of the annual budget preparation process, the City Manager reviews overall City operations, including the anticipated workload for the coming year (or years) and seeks to identify methods to improve efficiency within the organization and enhance service delivery. Additionally, this year, Staff completed a core services review which has helped to identify those operations that are mandated and critical to delivering necessary services to the community. As a result of this review, the City Manager has noted areas where service enhancements are being recommended to maintain or keep up with development driven activity and other priority efforts within the City. Further discussion of these areas is provided below. At the first Fiscal Year 2011-2012 Budget Study Session, the City Council requested additional information on a number of Key Initiatives for potential inclusion in the Preliminary Fiscal Year 2011-2012 budget. Those Initiatives are identified in Attachment 1, Fiscal Year 2011-2012 Key Initiatives Information. The attachment provides information about additional resource .needs, financial impact, funding source(s) and whether the initiative is a one-time or ongoing cost. Those projects that would be includ.ed in the Capital Improvement Program have been identified with the anticipated project cost for the specified activity. . , Many of the initiatives requesting exploration or study of an area to evaluate potential options can be undertaken with existing.resources in next Fiscal Year. Initiatives that are approved by the City Couricil fitting these criteria would be completed via the following process: Staff would ~ complete the study during the upcoming fiscal year and present the City Council with available options for consideration. If an option is approved, funding for implementation of that option would be included in future fiscal year budgets. Page 2 of 5 Those Key Initiatives related to creation or modification of General Plan elements are one-time in nature and could be phased in over the next one-to-three years. As such, Staff has provided a suggested prioritization for these elements in the event the City Council would like to undertake only select elements or extend initiation of the elements over multiple Fiscal Years. Several of the proposed Key Initiatives relate directly to the Fiscal Year 2011-2012 proposed Strategic Plan Strategy: Pursue economic development initiatives that attract new businesses while strengthening existing businesses. Implementation of this Strategy will result in increased workload impacts for several City departments, primarily Economic Development, Community Development and Public Works. The following discussion addresses Fiscal Year 2011-2012 needs based on both the proposed Key Initiatives and the City Manager's annual operational review reference above.. Economic Development/Public Information Workload activities within the Economic Development Department .(both Economic Development and Public Information) have increased considerably over the past several months. To keep pace with existing workload demands the addition of a half-time (or 20 hours/week) position is necessary to support the current efforts of the Economic Development Department. Further, the proposed Strategic Plan Strategies related to economic development and communication will result in a continued strain on resources in the Department. In sum, the addition of a full-time position for Fiscal Year 2011-2012 is recommended to meet current needs and future needs associated with the proposed Key Initiatives. Percentages of time and associated costs for the proposed position have been allocated to the Key Initiatives in Attachment 1. The anticipated total cost for this position is $134,907 (General Fund), of which one half or $67,454 is associated with Key Initiatives. Community Development The addition of full-time Plan Checking~assistance is necessary to keep pace with current and anticipated Building Division activity. This additional position will provide flexibility in restructuring the increasing Division workload and provide for the continued timely processing of projects and high level/technical project support. Associated costs for the additional position are not shown in Attachment 1 as there is not a direct correlation between the proposed Initiatives and the work this proposed position would assume. Monitoring and evaluation of the restructuring impacts would be completed on a frequent basis to determine the feasibility of further reducing outside consultant costs, thereby providing additional offsetting savings. The anticipated net cost for this position is $95,473 (General Fund), as the costs are partially offset by $100,000 in reduced consultant costs and other revenue associated with increased development activity. . Public Works ~ Similar to the circumstances in Community Development, Public Works/Engineering is experiencing an increase in workload associated with development activity such as .permit processing and traffic study requests. Additional support resources for Engineering are necessary to keep pace with current and anticipated future activity. This position will provide technical support services and enable engineers to focus on the higher level engineering needs of the development community. Associated costs for'the additional position are not shown in Attachment 1 as there is not a direct correlation between the proposed Initiatives and the work this proposed position would assume. Staff is proposing that this position have a two-year limited term which will allow the City to evaluate its needs in future years. The anticipated net Page 3 of 5 cost for this position is $79,393 (General Fund), as the costs are partially offset by $40,000 in reduced consultant costs and other revenue associated with increased development activity. Environmental Services There is a growing need for supplemental support in Environmental Services. Since creation of this Unit in Fiscal Year 2009-2010, Environmental activities and. programming have grown significantly. Currently one-half of a clerical position is assigned to support the Unit. However, as existing Environmental Services Staff work to accomplish many of the current and newly proposed Environmental Key Initiatives, they have less time to devote to the required record keeping and other administrative functions within the Unit. After review and evaluation of Unit functions, the City Manager has determined that the current and anticipated workload in Environmental Services merits full-time support at a highe~ classification. Associated costs for the additional one-half position are not shown in Attachment 1 as there is not a direct _ correlation between the proposed Initiatives and the work this proposed position would assume. The existing one=half position supporting Environmental Services would be shifted to support for City Clerk functions. The anticipated net cost for the additional half-time support is $84,130 from the Local Recycling Program Fund for the upcoming Fiscal Year. Parks and Communitv Services As a result of an anticipated increase in activity in the Parks and Community Services Department, the City Manager has identified the need for supplemental staffing support associated with new programming offered at the Historic Parks and Museums and facility scheduling for Fallon Sports Park. -The net impact of increasing part-time employee hours to augment existing staffing levels will be cost neutral as the programs will generate General Fund revenue to offset the expenses. Other Support Functions Current and ,anticipated increases in internal organizational activity have also resulted in the need to provide supplemental part-time support to Human Resources ($29,000) and contract Finance/Accounting services ($67,600). Combined the proposed expenses total approximately $2,944,664, with a major portion of the expenses ($1,897,500) attributable to Non-General Fund One-Time Capital Improvement Projects. A further description of these costs is provided in the table below. ~ Page 4 of 5 It is recommended. that, prior to the Budget Study Session, each City Councilmember take the following actions: ~ . Review the supplemental Key Initiative information; and . Determine which Key Initiative(s), if any, should be recommended for inclusion in the Fiscal Year 2011-2012 Preliminary Budget. ~ The City Manager will lead the City Council througfi a discussion of the Key Initiatives by budget area group. It is requested that the City Council provide consensus and direction about inclusion of each of the Key Initiatives in the Fiscal Year 2011-2012 Preliminary Budget. This information will receive final consideration for adoption at the Budget Hearing in June 2011. Budqet Hearing Date At the March 14, 2011, Budget Study Session, the City Council agreed to hold the Budget Hearing on Tuesday, June 21, 2011 at 5:30 PM only if there was not a Statewide Election held on the same evening. As an alternative, if a Statewide Election was held on that date, then the proposed Budget Hearing date would be Thursday, June 23, 2011, at 5:30 PM. ~ As a Statewide Election was not scheduled for June 21, 2011, Staff recommends that the City Council establish the Budget Hearing on that date. The budget hearing date of Tuesday, June 21, 2011 at 5:30 PM will provide Staff with adequate time to complete the budget. NOTICING REQUIREMENTS/PUBLIC OUTREACH: Not applicable. ATTACHMENTS: 1. Fiscal Year 2011-2012 Key Initiatives Information 2. March 14, 2011 Staff Report - Special Budget Report: Financial Trends and Long Term Stability "` 3. March 14, 2011 Staff Report - Fiscal Year. 2011-2012 Budget Study Session: City Council Direction on Budget Preparation Page 5 of 5 Fiscal Year 2011-2012 Key Initiatives April 19, 2011 Budget Study Session Proposal for Fiscal Year 2011-2012 A Investigate opportunities for Veteran's Housing and Operational $0 Services. B Complete a comprehensive cost allocation plan and Operational $0 - fee stud . C Undertake a Request for Proposal for Audit Services Operational $0 - for the eriod endin June 30, 2012. D Implement a two-year budget. - Operational -$0 E Investigate opportunities for additional Senior Operational $0 Affordable Housin . F Investigate opportunities for Student Affordable , Operational $0 Housin . 4 Included in G Devefop and distribute an Annual Report on City Strate i~ g Preliminary Budget _ Accomplishments. (prior City Council a roval H Undertake Telephone System Assessment and Operational ~28,000 One-Time Uaarade/Replacement Plan. Contract Services General Fund y ~ ~ ~ ~; x ~ ~ '~ y ~ ~ ~ Page 1 of 9 ~ ~ Develop a Faith and Culture-Based Network that will , A assist Dublin Police Services in bridging the gaps Strategic $0 between the Police and various faiths and cultures. ~ Develop a Public Access Defibrillation (AED) B outreach and 'education program targeted toward Operational $0 new~ and existing businesses that are identified as a location most likely to need an AED. Assess the appropriateness of implementing a Smart Phone Application, such as one recently C deployed by San Ramon Valley Fire Protection Operational $0 District, in Alameda County Fire Department's ~urisdiction. p Integrate Dublin Police Services into the East Bay Operational $0 - Re ional Communications S stem. E~ Expand Crossing Guard Services to Kolb School. Operational ~11,074 Ongoing / Pro osal #1: 1 Crossin Guard Contract Service General Fund 2 Expand Crossing Guard Services to Kolb School. $22 147 Ongoing / E Proposal #2: 2 Crossing Guards Operational , Contract Service General Fund ~ ~ ~ ~. --~ Page 2 of 9 A Prepare an update to the Downtown Traffic Strategic $0 - Im rovement Fee Pro ram. ~ B Im lement five Volunteer Pro'ects. Strate ic $0 - Develop a Comprehensive Preventative , C Maintenance Program for facilities and Operational $0 - ~ infrastructure. p Explore feasibility of implementing Tree City USA Operational $0 - ro ram. Explore feasibility of options for Dublin Boulevard ~ E lane exp.ansion between Sierra Court and Dublin Operational ~ $0 - court. ~ F Initiate Dublin Boulevard overlay improvements from $240,000 One-Time / Sierra Court to Dublin Court. Operational Capital Improvement Transportation & ~ Proiect Gas Tax Funds ~ ~ ~ ~ ~ Page 3 of 9 ~ A Explore greater e-waste recycling/disposal 0 ortunities within the Cit of Dublin. B Provide support to Tri-Valley Housing Opportunity Center C Create Task Force to evaluate service gaps identified in 2011 Tri-Valle Needs Assessment: p Partner with schools to complete outreach related to Waste Management with the students and teachers. E Develop a tobacco retailer license system. Develop zoning restrictions that would require a F Conditional Use Permit for businesses to sell tobacco products within 1,000 feet of schools, residential nei hborhoods, libraries, etc. Explore-options relating to Entitlement Management G and, if appropriate, commence preparation of Consolidation Plan (pending results of 2010 U.S. Census antici ated b June 30, 2011. ~ Explore feasibility of internet-based grant H management software for Social Service Program rants. Strategic Operational Operational Strategic Strategic Strategic Operational Operational $0 $0 $0 $5,000 (Seeking grant funds to augment program.' $9,655 $3,705 $10,000 $4,385 One-Time / Measure D One-Time / General Fund , One-Time-/ General Fund One-Time / General Fund One-Time / General Fund ~- ~~ ~ ~ Page 4 of 9 A Pursue a Museum Assessment Program Phase III Strategic $0 - A lication rocess. ~ B Provide update to City Council on Healthy Cities Operational $0 - re ort com leted on March 16; 2010. C Develop a.Facility Use Policy for the Kolb Barn and Strategic $0 - Grounds and activel romote rentals of the facilit . Assume ownership of the Camp Parks Collection p and conduct an annual exhibit of the Collection Strategic ~ $0 - (pending approval by the U.S. Army Center of Milita Histo Implement Healthy Living Marketing Campaign and E Contest for Parks and Community Services Operational $0 - ro rams. F Conduct monthly Saturday events at the Heritage Strategic Net Cost $0 - Park and Museums. G Establish an Art/Ceramic Studio in the Old Kolb Strategic Net Cost $0 - House. H Ex and the number of classes offered on Saturda s. O erational Net Cost $0 - ~ Conduct a campout for youth in an East Bay Operational Net Cost $0 - Re ional Park. • J Reinstate Senior Center Tri s and Tours Pro ram. Operational Net Cost $0 - ~ ~ ~ ~ Page 5 of 9 Undertake development of design and~construction $1.54 million One-Time / K docurrients for Emerald Glen Park Recreation and Strategic (Year 1) Capital Improvement Public Facility Aquatic Complex. Pro~ect Fees L Complete fabrication and installation of public art at . Operafional $77,500 Capitallmprovement One-Time / Dublin Transit Center. Pro~ect Public Arts Fund M Provide online booking for Group Picnic Area. Operational ~9.~00 One-Time / Software Costs General Fund Conduct a comprehensive review of the Dublin N Swim Center buildings, pools and mechanical Operational $35,320 One-Time / systems and develop a long-range Master Plan for Consultant Services General Fund renovations. ~ Ezplore feasibility of installation of a coffee/snack $21 250 One-Time / O area at Dublin Library. Operational , Consultant Services General Fund Initiate Librar Pro rammin Stud Report on phasing options and costs for Fallon P Sports Park to include two new soccer fields (both Strate ic g $35,000 One-Time / turF and grass options) and a 90-foot baseball Consultant Services General Fund diamond. ~ '~ ~ ~ --~ Page 6 of 9 A Develop a Design Awards Program to recognize . new and remodeled ro'ects of s ecial ualit . Develop design guidelines for projects outside of B specific plan areas (including industrial and commercial . C Develop new Emergency Preparedness Building Code Amendment. D Review Public and Semi-Public Policies. -E Develo Social Media Policies. F Study Dublin Preserve Sphere of Influence General Plan Amendment. G Oversee construction of St. Patrick Way between . Golden Gate Drive and Reaional Street. H I Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Update Dublin General Plan to include new I information, graphics and photos.: Priorit #1 Create new Economic Development Element of J Dublin General P~lan.. Priorit #2 Strategic Operational Operational Operational Strategic Operational Strategic $0 $0 $0 $0 $0 Net Cost $0 Net Cost $0 Strategic $0 Strategic $48,180 Consultant Services Strategic $54,440 Consultant Services Page 7 of 9 City Council will further consider costs if project moves forward during FY 11-12. One-Time / General Fund One-Time / General Fund ~ ~ ~ --~c-~' ~ ~ ~ -~ Page 8 of 9 ~ ~ ~ ~ --~ Page 9 of 9 9 , ' ~ ' ~ ATTACHMENT 2 . . , ~~ ~ _ ~ :~ ~ ~ ~_ : ~~~ , Page L~ft Intentic~nally Blarrk ~ ~, . ' _ . . ~ . ~ . . . . . . . . ~.~ .; -=` ' . . ~ ~ ~ . ~ ~ ~ ~ ~ '~~~~ `~ "Stay committed to your decision~, but stay fl~xibl~ in ~your a~proach,,, Tom Rc~bbins IN~'ROL7U+GT14~ The purpose c~f this eepc~rt is tc~ s~rve as an update tc~ a repoct prepared in 20~i1 that examined ~ historical financial firends, with a specific emphasis on #hose which impa~t the General Fund. By revi~wing trends the Gity can be better prepared ~r~ p~ovide long term fiscal stability, which will have posifiive impacts on the quality of life for th~e ci#izen~ and resi~ents we serve. In ord~r to simplify the ~resentation the Fis~al Year. stated is the se~r~nd year e.g. Fisc~l Yea~ 2010 - 209 ~ ~is referred t~ ~s 20~ ~. ~ REVENUES~ ~ ~iiSTORIC~L TRE ~5 C?F ~~JC~R F~EVE U~S The General Fund is fhe iarg~st sc~urce c~f discre~ionary funds av~il~ble tc~ fund City c~peration~. ;41thc~uc~h gc~vernment fir~anc~s can be confusing ~rvith the num~er of revenues eQllected, facu~ing at th~ l~rgest campc~~~nts shvws the cc~ncentr~tion of reven~e arnong a r~(ative[y few saurces. Chart 1 graphically displays tPie high concentrafiian r~f revenue derived from t~n1y a few sources. +GH~A~tT 1- FISCAL ~'EAFZ 201 Of2~1 ~.GE EF2~L FEJND f~E~EN11E ~i1S°TRIBUTIC7N Properfy Taxes 48°l~ All Ather 'i 3°Ifl Sales Tax 26°l~ ~ A single Revenue Sc+~rce - Pr~p~rty T~x - is n~arly one half (48%) c~f all Generai Fund Reuenue. ~ Twt~ reve~ue sources ma~~ up 7A~°lo of the tc~tal revenue {Sales T~x and Prc~perty T~x). Page 3' af ~18 t-ran~n~s~a ~ axes Suitding Permits 3 lo ~ , . , ~ -~ . 1' 3 ~I ~ Propertjr Tax Trends As shc~wn in Chart 2 tl~~e City }~as ~xperienc~d signifiicant grc~vsrtth in _Pr~operky Taxes Qve~ the past-f~n years. H~avvever, starting v~ith the Fiscal Year ~{}09 Tax Rc~11, the Gounty Ass~ssor reduced assess~d values on numerc~us {~rc~~erties b~sed upon market value trends. Annually the Assessc~r ex~mines m~rleefi values .~s req~aired by lav+w. The ability t~ incr~ase pro~~rty values used f~r tax calcul~tions is limited under fihe law. CHARi' 2-~ 1~ YE T' E D~CITY €~F ~U~L1t~ GENE L~U~C3 PROPER7Y T~~El4~ UE ' {Ir~ illion~ ~~~~~sa1 ~2even~~ FvrFY 2~t~~-~01+0 and ~udt~et lF+~r 2Q1~~ ~~~.~~ s~o. ao $15.0(l $14,t~t} $S.Oi~ $(}.40 2C~02 2QU3 2004 2~t~5 2006 2C}47 20fl8 2t~~9 20"fQ 2(l11 As-refl~ct~d in Char~ 2, Prc~perty Tax revenue r~ach~cl a hi~h pc~in~ in FY 2t?t~8-~, decr~~s~d in FY. 2(}09-1'0, ar~d is prc~ject~:d to decrease in this curr~nt fiscal year. Uncfer Propc~sition 13, virliich lirrtits the increases in ~ssessed values the law limits tt~e annua! ir~creas~ in va1u~ fc~ a _. maximum i~f 2°lo per year. The annual automatic adjustmenfi mad~ by fihe Assessor vsras a neqa~iv~ fac~c~r #c~r 2Q11: T~is occurred fflr fihe fiirst tim~ since Propc~sition °13 kvas adc~pted by #he v~iters in the late 1~7~'s. T~e 20~ ~ autc~matic fa~tc~r is expected to be ~ mc~des# .7~°l0. The City of [~ublin is not uniqu~ in ex~~ri~n~ing a decline ir~ ~rt~~erty tax revenue. . The depressic~n in housir~g ~aalues h~s c~ccr~rred n~tic~r~wide as the ~c~untry has be~n negatiye3y aff~ct~d by unre~(i~tie mr~rtc~a~e lendin~ pr~ctic~s and the impa~ts of an econc~~-ni~c rece~sion. ~n Al~meda ~Gouri~y 11 r~# the 1~ cities experie~ced ~ recluctic~n in i~he assessed ~+alues used fr~r ~011 prc~p~rty taxes. The City Qf C~u~lin ~~creased k~y 2.8°l0. ~oian~ywi~e the reducti"ons rar~ged frc~m a neg~#ive C1.7% to ~ nec~ativ~ 3.6%. The fhre~ ~ities that h~~! pt~sifiive ~rovvth w~r~ a11 belov~ 1%o in growth wi#~ twa c~f t~~m barely pc~sitive at less t~iar~ 0.15%, Page 4 ~f 18 ~ ~ ~C ' ~: ~~ General ~un~ Pr~~erty Tax h~s typi~ally been viewet~ by the pu~alic ~s a~arimary, fundmg souece fc~r cc~re senrices {Pt~lice, Fire; etc.~ received by the residents~ In prev~tius years; Prc~p~rfiy Taxes could be ex~ecte~ to:c~ampletely cover the cc~sts t~fi Pt~lice and Fire'services = th~t is no longer tf~e case. It is alsc~ impt~~tant to consider th~ chang~ in Pr~~erty Tax cari ,a per capita ~aasis. G~~rt 3 depicts the results if the Tc~tal City Praperty Tax Reven~t~ was divided by t1~e ~stirri~t~d popul~tion fc~r the past fi y~ars. The papulatic~n estimate is based on .~stimates of Haiiseholci Po~u~at'son that ar~ r~l~asec~ ~nnualCy k~y-the Cal~forni~ Departmerit of Finan~e. C~RT 3-- C1TY O~ DUBLI Pi~CDF~ERYY TAX RE~E~#J~ P~R RESIDE~T ~OOf-20'10 ~Actual ~~06-2ti~ 0, Bud~+~t Z011) ~'eoo ~sso ~s~o ~s4o ~s~ca ~soa ~a~o ~aso ~440 ~4ao V~Ihat is mc~~t dramatic abo~t ~he c~mparisc~n in Chart ~ is that the 2011 r~sults are nearly id~ritical tfl reuei~~e receiue~! in 2~06. If yc~u w€~re ~c~ look at results frc~m ten yeai~s' ago, in ~002 ~he per capita "~ar~~~r~y tax revenue v~r~s only $3D5. Given t~at costs have incre~~ed betweer~ 2t}06 and ~01'I and the pc~~pul~~inr~ in~reas~d, the ~ity's nurnber one rever~ue saurce has nat k~pfi pace with #he growt~. This puts pr~ssure on examining c~pportunities for efficiency g~ins, examining other r~venues, c~r reducing ex~enditu~es. A fulJ discussic~n regarding trenc~s in City pr~~ert~ tax revenu~ s}~~u(d also nc~te the impact the Stat~ ~~v~rnment has taken or~ loc~l ag~n~i~s. As f~r t~ack as ~ 994 the St~t~ ~ha~ged th~ . rules ~s tc~ how prop~rty taxes were adminis~erec~ and shifted funds from ~ities tc~ ~ducatic~n. Tradifit~n~lly the c~bligatic~n fc~r fun~ing public ~-12 ~cht~ols has been ~ State respc~nsibility. Through the. Edu~atic~rtal Revenu~ Augment~tion Fund ~ERAF) the Stat~ shifked funding fram l~cal prc~~erty taxes to make ~p fc~r th~. ~tat~ funding requir~ment~, In 2011 the s~ift c~f ~ublin Property Taxes amc~unts tc~ $~,(}3~,563. (n the p~st ~ years the City has contribatec! over $~0.1 millic~n tc~ ERAF. . Page 5 t~f ~ 8 zvos , xuo7 z~os zoog z~zo aoa.x , ~,~I~ ~ - ~ ~ Eufit~re Trenc3s Far Prc~per#y Tax Reven~e Two #actors wil! impact fufure g~c~varth-in prc~perty taxes: 1} Rner~ases in property values; and 2} ~lei~v d~velopment. Beacon Ecoraorrtics {"Beaconomics, Quarterly foreca~t of .the U:S. r and C~lifQrn. ia - Vc~lume 3, No. 1 January 2011} has s~g~ested that ne~r residential;development uvill remain slow ~F~rc~ughout 2Q12 and the pofential to piek up ~vil~ n~rt occur u:nt~l 20'>~3 and beyond. Because c~f th~ lowen c~~me prices in existing inventc~ry fhis tends t~a dampen the demand for new coc~structic~n. They also expect sl~aw movement in the non-residenfi~ai secte~r: The Fiseal Year 20'!2 assessed valu~s will be establishe~ based on market values as of January 1, 20~1. The Cour~ty Assessor is just be~inning to evaluate ~djustments, as~they u#ilize saies~ dat~ fihrnu~h March befc~re rn~king a~justments. HdL Cc~r~n &~cirie, the; C~#ji's Pro~ierty Tax C~nsultant, has projected that fihe upcoming year's prc~perty tax ~~ve~iues m~y be relafively flat. Staff is schec~ul~d to meet wifih the Assessc~r at the end of IVlarcl~'t~ get preliminary trend infc~rmatit~n that will assist in fin~lizing the 2c~12 Budget. Chart 4, depicts the 201 ~i breakc~c~wn c~f the .~ity c~€ Dublin Assessed Valuatic~n by eategory. Th_is inf~irm~tion is relevant in projec#ing upc~ming adjustrr7ents. CHART 4- C1TY C}F DUBLlN 201t~ 12t}~ ~+~SSE~S E? VAL.tJATI{~ BY C~,TEGt~RY a~ a ~~°~o Page 6 tif 18 Commsrcia! Vacant Land Unsecured 18°In ~% 2°l0 f ,. f ~ ~ ~ ~ A~ shawn in Chart 5 the days of dfluble digit ~erc~n~~g~ . in~reases have nvt occurred fc~r sever~l ye~rs. The re~Eity is tha~ we are 1s~crlcing fic~v,rards th~ third cQns~~~tive year wh~re the grc~wth was po~en#ially nc~~ even on~ pe~cent. The factor used fc~r the ~092 Estirrrate in this Gh~rt is t#~e 2012 automatic ~djus#ment that car~ be applied by tl~e ~~sessor. If the Assessor ~ contir~ues tc~ mak~ negative adjustm~r~~~ eve~ this m~d~st incre~se may not be achieved. CHARI" ~s -- ClTY C)F ,OtoiR~l pi UAL PER~E T~GE CRC~'~l`T'H 1N ~iSSES~E~ 1l~,LU;~TIt,~ ~Actual ~ate .Fc~r Fiscal Years 200~_2t~11 l 1Prcaje~ted Rate Fr~r 201 ~) 20.t3°Pp 15::0°la 1f3.0°l~ 5.4°Io V.6A~PP '~.1lQJF SaleS`Ta~ TreticfS As =ncifed e~rl~er 'in the r~pc~rf Sai~s Tax is the s~cc~nc3 large~t {~eneral Fund revenue source. Retai3 sales tax accounts fnr 26°I~ ~f the ~~n~r~l F~nd discretir~n~ .ry rever~ue''in flie ~011 Budge~. Given the [arge cc~ncentratit~n of tradi#ic~nal ret~il and aufic~rnc~bi~e d~al~rs in ft~e City, grt~wth in this reuenu~ will tr~ck tl~e k~rcaad~r ecanr~mic tre~nd~. Econc~mists have suggested th~t the indicators seem fio h~ve bottc~med c~ufi; ~aciwever, grc~wth has b~en slt~w: The sales tax cate~~ry is alsa lin~ed to the c~vera(1 l~bc~r market ct~nditic~ns. !f ec~nsumecs have ~rn~e~tair~ty in ~ their ~mplc~yment it puts pressur~ vn a savin~s mentality rather than m~king larg~ purc~ases. Beac~r~ Ecc~nomics, in t~e p€~bli~atic~n ~revit~usly referenced, noted that the ,,unemplcayment rate in Calififlrr~ia ~as moved very little :in the p~~fi sev~ral ri~onths. T~i~y also nvte th~t Califc~rri~a has ~dded back c+nly 53,00~ vf th~ n~arly 1.4 millic~n jabs le~st durin~ the recessic~n. ~4thc~ugh fi~is is nc~t promising ne~s, econ~rnists ec~ntinu~ t~ r~f~r. #a a jcib-I~ss r~covery which will take a 1c~r~ger :~ie~it~~ k~eft~~e v~e reach th~ pre-rec~ssicin .em~iloymen# numb~rs. P~ge 7 Qf 18 ' I ~ ~ ' . ~ ~ Chart 6 provides a 10 year perspective of the annual sales tax fc~r the ~ity af Dublir~. The.mas# recent three years have been relatively flat and are aff significantly from the nearly $14 mi!lion per year trend that existed cansistsntiy from ~004 - 2008> CHART 6='i0 YE~R TRE~D C1TY C?F DUBLIN G~NERI~L FUND SALES TAX REVE~IUE (In Millions $ Actual Revenue for FY 20£12-2010 ancf Estimate For 2011) t6.00 ..--...____._.~ ___._. _.__ _._. ~ __.._. -. ~a.oa ----.._... ~ ~.oo ~. ~ o.oo , ,. a. aa _ - s.oo - - - ~ `~ ~ ~ o0 z _ ~ z.oo ._...._..__.. . __ ~ ` _. . o.~o . a:: ~ . , 2002 20d3 2q04 2005 2CkD6 2407 2008 2t3q9 2014 2011 Estimate , The current year estimated per capita sales tax is $283. As shcawn in Chark 7 the trend f~r the past 5 years is less than $400. In the 7 years which preceded (20D4 - 2006} the G'ity's per capita,s~les tax revenue was never beiow $414. . CHART 7- CITY~ OF DUBLlt~ SA-LES TAX REVENUE PER RE~IDENT 2006 ~- Zt}10 {Actual 2~~7-2010; Estima~e 201'i ~ 3450 . --....._._...._. _._~..__.. ~_ ~ . . -$4R0 - ....___ _......._........._....._~~.._........_._ . 5350 _..........._ ___ ~__._. ~__.~...__.. 5300 .- . .._... - 5250 ......_._ ~ . ~ S20Q ~ . __ __ _..... I 5150 ~ 3 . ~ E $10Q -._._ _-__...._ '' ' $50 _........._... _...........___ ~.---' _~.........._ : _ _ : `- $0 ~~ ~ - . - . . . 20t)7 2008 2iJ0+? 201Q . 2Ql.l. Estimate Fage 8 of 18 ~ . . . . . ~ . . . ' " . . . ~ .. :f.' . . . . ' . ' . * ~~ . . ' . . ~ . ~ ' . . I~. . ~ ~ The composition of th~ retai9 sa1~s .tax c~ufilets in the City alsc~ has a direct impact ori the reveriue d~cline. Char~ 8 belc~w show's that tv~ro ca~egories { Autos ~nd Transportation, and Genera! Consumer Goods) are the source ~af rc~ughly 59°lo c~f the t~tal retaii sales tcansactic~ns tnat occur in th~ City ~af Dublin. As part c~f th~ tc~tal sales fia~r distributic~n by the St~te c~ties als~ receive a shar~ of.paaled sales taxes, vuhic~ are no~ inclu~fed in the ~c~mparis~n belcaw: ~ C~i~RT 8-- C1T~ ~E DUBL1 CALE DAF~ 2sD1t} LQCAL RET~IL S~,LES T~~ TR~N~~-~TIONS BY AJOR USI ~SS CATEGORY . e~,~~~~„~ a~a Fuel And Sisti+ 8°1 Ftestaurants Ant Ho#els 11 °!o Autns A~d TranspartatiQn 33°/a BUS3neSS.fAr~d industty t 3°IO The Autos and T~ansportation category is brr~a~er thar~ st~~ctly v~hicle sales. {t als~ ii~cl~~es transpc~rkafion related autlets such as auto r~pair sh~ps, vehicle rentals, ~tc. ~e~r autoi~i~~ile sal~s dc~ account for ~pprcaximateiy ~'~% of the sales in this categr~ry. As mentioned. earlier c~nsurner cc~nfidence can play a large rc~€e in c}ecisic~ns t~ undertake this'type ~if ~Surchase. llncer~air-ty in the ecvnflmy als~ plac~s pressure ~n t}~e expansi€~n c~f ~hese sal~s. ~ !n r~eer~fi months there h~ve been p~asitive reports r~garc}ing new car saies, which is certainly w~lcomed after mc~nths c~f declininc~ numbers, Nc~wev~r, it is impc~rtant to Ic~ok at the firend informatir~n for tot~B s~les ar~d rec~gri~ze that grvwth c~o~s noi autornatically mean ~nre ar~ back wl~ere we anc~ w~re. Th~e following Tabl~ shows ~ historical tr~nd far autom~bils and light firuck sales in fihe United States. A~~RAGE U E~ C~F ,4UTQ C~ ]l~E S~4LE~ I~1 ITED ST~ATES 'i 990-2C}"I `[ (2090 Estrmafe and--2011 Farecast) {in milli~ns of ur~i~s) '~~~~1-~~ ~~~~-~7 ~~{}'~ ~i~{~~ ~~g~ ~5~1171~~iE. ~{}'~'~ ~'4T~C~S~ ' 14.~~ 96:79 13.~9 ~ ~0.4 11.55 12.70 ' Source: Glc~ba! Auto Report ~catiabank Groiip Februa~y 25, 2011 {v,ruurw.sct~tiabank.corri} Page 9 ofi 18 GeneraB Carisumer Gaods ~ 2fi°In _ i~ ~, :~_ . . . , . l . wil a e a favorable,~~n ~t. on~ W~#h auto dealers prc~~ected to .c~nt~r~ue to Encrease sa es th~s I h v p, the C~ty revenue. As wi~t~ the recovery of' the f~ausit~g m~rket and t3~e ecc~nomy xri :general, i# is anticipated that grc~wth will k~e sporadic and may take Innger to get. back tr~ histc~rical tren~s. Tt~e second 4argest category of r~tail s~les tax gener~t~ars in the City af Dublin is:,the :General Ctansumer category which ir,cludes de~artmenfi stores, clflthing.str~r~s, ele~tranics, app[iance stores, etc. The City t~as experien~ed d~clines in tl~is categc~ry ~s a result of`.general ect~nomic tre~ds as we~l as the closure t~f ma~cir r~tailers incfuding: i~ervyns, Gircuit Cityr, ar~d E~p~ Desic~n Center. Tt~e Mervyns and Circ~ait City prc~perties h~v~ had vacanf buiidings since 20Q9 and the City dc~~s ncat expecf to receiue s~les tax from replacemer~t tenants until 2Q1 ~~=:2t~1'2. The amount of sa3es tax is also likely tc~ be less based c~n th~ nature ofi the merc~iandise, sc~ld by #he new #~nants (S}~rc~uts Farmers Market is a grc~cery ~tore artd a(I food items are exempt from sales tax). CHA~T 9- CtT"~'" U~ DL78Lt S~LES T'AX RE~E~U~ DERIVED F~C) ' - GE ERAL ~~`}~SU~ER CATE ~RY S~LES TRA~~ACTIt~ Sj2~[!?~2t~'1{~ ` (in mii~ions $} ~~.~ ~s.~ ~z. ~1. $0. 2007 ~UU$ 20fl9 201U Future Trencis For Sales '~ax Revenue ~ Current p,rojec~ic~hs fc~r sa4~s tax reven~aes ar~ ti~~t there wiil k~e ~mal1 increas~s basec~ on fihe reuse of formerly vacant r~tail parc~(s. Th~re wi~l ~ls~ be a pc~sitive impact fram fihe Fallon Gafi~way Sh~appinc~ Genter {Taec~et is ~he ~nc~c~r stc~re}, however, the ~irst full y~ar +af operafion fcir: t~e Target st~re uviil k~e 2012~2013, The c~u~r~l1 econ~my vtiiill play a large roi~~ in~ hc~~r .the sales tax revenue gr~ws. ~ - 1n prepara~ion far the FY 201 ~ budget, ~taff will ~~ develc~ping a more precise estimate for Citywide s~(es taxes. ~t the ~resent time the Gity only has actual sales data~fior the period Ju1y ~~~e 1c~ ~~ ~~ : _ '~\ ~~~~.~5'~ 2010 -~eptemb~r 20~0. The Citywifl receive the secon~l quarter data later in ttie mon~ of. , ~arch. , Development Rel~t~d Revenue . Dev~lopment related fevenue provides funding for Genera! Fun~ supported services associated with processing, permitting and ir~specting .n~w devel~pment. Althc~ugh the tirning of a builciing.permifi accuc~ tovuards th~ end t~f the develc~pment prc~cess, this data provides a relative sense c~f the vc~lume o# ~ctivity {Charts ~ 0 and 11 beloirvv}. CNAF~T '~0 - CITY C.~F DllBL.I V LU~TIO~ QF BUIl.D1~G PER tTS ISSUED 20U'l-2C11{} ~ {1n i[lians $j 34{).~ 3t)tt.(U 25Q.t? 2£70.Q 15t):C~ 1 C~C~.t} 5t).{) o {~ 2001 2002 2C}03 2t}04 20{35 20tJ6 , 20C}7 2~1CI8 20{~~ 2Q"[ C~ CH~RT '~'I - C1 QF pU L.1~ ~E~ i~E~1~7E TtAL U 1TS RECEIVI G ~1 ~-,L.1 SF~ECTIt'~ 24f}~-2011 P~ge ~ ~ cif ~i8 aooi 2aoz ~oo~ zoo4 2QOS aoos 2007 aoaa zoos ~0~4 a1 ~:`:~-~- _ ____ t r The overall trends are consistent with the revenue analysis earlier. The most~ recen yea s have been well below earlier activity. Although we are seeing some growth in activity it still remains below the levels prior to 2008. . In terms of organizational models the City of Dublin has been able to successfully provide services, despite these fluctuations, through the use of professional service contracts which allows the City to modify staffing from year to year. Future Trends For Development Related Processinq Revenue Because of its location and available land for new development it is anticipated that the City will continue to have an active Development Services component. The timing of the projects will be impacted by the overall economy. With projections for slower growth in the economy it is unlikely the City will see the trends established in the past 10 years. An example of how the development pr`ocess has changed is that Deyelopers now .proceed with a small number of permits based on their sales activity. In the past, when there was greater demand, a developer might proceed to construction well ahead of having a sales agreement with a buyer. Capital Impact Fees As a growing community, the City has managed over the past ten years, the planned delivery of numerous public improvements including: streets, freeway inferchanges, parks, a library, and other community buildings. To the extent that the projects were to meet the requirements of new development they were either_ constructed directly by developers or by the City using Capital Impact Fees. Impact Fees are typically collected at the time of the building permit so the trends as they relate to collections are going to mirror that activity. Although the. City is experiencing some positive trends in building permits issued, as noted earfier they are being obtained in smaller groups. The financing of public improvements with impact fees creates a need to balance the delivery of the facilities when they will be needed and when there has been adequate growth in revenue to maintain the added inventory. The reality of impact fee financing is that because fees are allocated proportionately to all new development, the entire collection of the impact fees needed will not occu~ until all of the development which will pay the fees is complete. Impact Fee Trends Since most impact fees are collected at the time of building permit these collections.are similar to previous trends discussed earlier in the report.. There are exceptions such as the collection of park land fees which are collected at the time of the final map and in some cases Development Agreements have provided a requirement for the developer to make payment of funds in advance of the building permit. Future Trend Capital Impact Fee Funds ~ Impact Fee forecasting must take into consideration a longer window of time than just a single year. Estimating the timing of Capital Impact Fee collection requires assumptions regarding development timing. Staff is evaluating the projections based on input from the development community and the status. of project approvals. This information will be used to assess projected cash. flows and project timing for the Fiscal Year 2011 - 2012 Update to the Five Year Capital Improvement Program, which will be presented to the City Council in June 2011. . Page 12 of 18 ~ ~ - a~ . -~_~~f~. In#erest Revenue . ~~ ( As shown in Chark 1, Interest. accounts for appraximately 2°l0 of the 2Q11 General .Fund budget. Aithough this is a small percentage campared to the dominating percenfage of revenue cal(ected from taxes, it is as~ important revenue source since it ~s a{ocally controHeci and can be used fc~r discretionary expenditures. Chart 12 provides a 1Q year view ofi General Fund revenue derived fram Interest earnings. Chart 12 alsc~ shows an overlay of the trend for the interest rate paid by fhe Califomia .Local Agency lnvesfirr~ent Fund (LAlF). It is important to recognize that the reported in#erest revenue will fluctuate based both upon interest rates and the balance available for investmenf: )n addi#ion, the City strives for a mix c~f investments so the tAlF perfc~rmance is not the. rate earned on tha total port#oiio. This is mereSy indicatfve of ht~w short term rates have performed for #hat investment. CHART 12 - C1TY G1F DllBLlid GENERAL. FUf~D INTEREST REVE~IUE 2002- ESTI~~4TED 201 ~ F3EVEiUUE I~CLUDING A~ OVERL~4Y ~F THE LOCA~ AC~ENCY I(d1JEST~Efi~T FUND (LAlF) HISTORIC~4L INTEREST TE ~Note: 2011 Rat~ is .an estimate based on 2 Quarters)~ (Interest Rever~ue 1n ~1i4)iflns $! lnterest Rate As a P~rcentage} $3.~0 $2.50 $2,00 $1:5C3 $1.Q0 $0.50 $0.00 Line displays average Local Agency Investment Fund interest rate and #he $2.62 ~~.g~ scale is on the right. ~.. 3, ~ Bars depict General Fund Interest Revenue in ll~it3ions $ 1.84 : ~1.49 $1.61 ~ .45 ~0.4~9 2402 2003 2004 2005 20Q6 2007 2008 2049 ~010 2411 Using the LAfF rates as an indicatc~r during the 10 year peri~d rates have been as high as 5.1°/fl ~nd in the current year the annual ra~e is projected by Staff ta be approxima~ely 0.~%. Page 13 of 18 L -I Future Trend For Interest Revenue ~ 'f ~-1 Based on recent market conditions it is expected that interest rates are no I~nger declining .and there are smali increases from the historic low points. However, .most projecfions do not forecast any kind of a rapid increase in rates. The ma~ket may also sxperience changes as the Fecleral Governmen#, establishes a long term pEan for the quasi-pub[ic entities thaf have been used ta creafe funding for home loans {Federal National Martgage Associatian and Federa! Home Loan Mortgage Corporatir~n). Both c~f these entities have r~quired Federal bail- outs antl in the past they have provided investment opportunities for government funds: Given that the City is inv,esting public monies fhere is a requiremen~ that the investments meet the requiremants of State law and the IQCal.investment policy. ~ The expected trend fo~ interest revenue is that we will continue in a lowr interest rate environment, which is not going to result in significant new revenu~ fc~r the General Fund. E~PENDITURES GENER~4L FUiVD EXPENDIT'URE TRENDS . As a growing cornmunity the City of Dublin's General Fund Expenditures have increased as the City has matured and the papulatiQn served has increased. The long term 10 ,year historical trend of General Fund 4perating Expenditures reflects #he growth in the City. =l%Vith increasing population there wiil be increased cost of service. The changes accurring';kietween 2003 a~d 2005 include the impact ofi changes resul#ing fr~m an additiona! ~ire Station: Chart 13 prc~vides a viev,r of t~e Qperating expenditures with an overlay trend line that reflects the City papulation growth. CHART 13 - CITY OF QUBLIN GENERAL FUND OPERATING EKPE~IDlTURES I~C~UQ[~!G ~ TRE~Q L.IN'E 5430~l~C' GROV~TH t~ CIT1' PC3PULATI{)i~ 2002 ACTUAL. -- BUDGET 2011 40perating Expenditures in illion $1 Population in 1,000's) 554.~0 $45.OQ 540.Q0 $35.00 530.00 ffi25, 00 520.6D $15.00 $10.00 SS.~D S- 2002 2D03 2004 2045 2DD6 2007 2008 2009 Page 14 of 18 2010 2011 Budget ~ ~ ~ 1~ Simil~r tc~ the analysis of revenue it is alsv helpfu! 'to review the compositic~n af fhe C~t~i-~ ~ener~l Fund expendit~res. Chark 14 ~irc~vides a view of the ciis~ributic~n of 20'E 1 General Fune~ Qp~rating ~xpendi#ures ~ by majar pr~gram area. As shawn in tt~e Chart over h~aSf of the Gerzeral Fund C.7perating cc~st~ rel~t~s to the cc~re service ofi Rolice ~nd Fire. CH~RT 'i4 - CtTY C3F ~3U6L1 G~ ER~,L ~L~~~} C}PE~~TltdG E~PE~SE - Bi3DG~T 2tf91 Police ~ Firs 5'€ °Po ~!~)ic Safety IO ansportataon At Community Culture & Leisur~ Health & Wei€are pevelopmen# Services Less fhan 1°f. 11 °! ~f 7°I Similar to the ana(ysis ofi revenue it is ~Isa ap~ro~riate t+a comp~re fhe General Fur~d tJperatin~ experiditures c~n a per capita basis. The declir~ing tr~nd in per c~pita :s~iending reflects a combination c~f efficiency ~dj~stments as ~nrell as reducti~ns in services shc~wing a decrease saf 9 percent c~ver the 5 years de~i~ted in Chart 15, C}~~i~T 15 -- C1~'Y Ofi C?UBLI GE~~RAL FU D PEF~ CAPITA 4~ERATi~C E~PE~SE 2t}~7 ~C7'UAL - BU~~~T 2~~ 1~Iri` i1lio~a $} ~,.~a~ ~~.,~fl $1.it?Q Si,050 ~t,000 5950 Pa~e 15 ~af 18 ~ ~ ~~4C17 ~ 20f3S 2009 ~ 2D10 2Ry1 BudgeY ~~ ~ , ~,~~ ~ ~ Abilifiv of Propertv Ta~ To Fund Core S~r°vices ~ As'sFtown ~bove in Chart 14, .Police and Fire services represent approximately.half of the City operating expenditures, arid the CE'.t71c~t111C1~ I1c~If c~l'8 S~3C£'~CI c~CiOSS S~VE:i~I categorie~ also typical~y viewed by resitierits as core services {Park Main~enan~e, Recreation ~?rc~grams, Street Maintenar~ce, ~ilarary, Senior Citizen and Youth Programs, etc.), . As mentioried earlier in t~is repart a cc~mman public perceptic~n is thafi al] core service cc~sts can be fund~ed solely from P,roper~y Tax revenue. In r~rder tc~ simplify the presentation, Chart 16 graphically shrws a camparisc~n of Property Tax revenu~ tc~ only th~ c~st af Pc~[ice and Fire seivic~s. CFiART '~ 6- CITY ~DF ~U~1.1~! Pt~LIGE DEP~4RT E T AND F1RE DEPART ENl" t;1ENEF2AL, FUi~Q C}PERATI ta E~PEt~~7iTL1RES CQ PAREC- TO.PRl~PERTY Td~X ; 2007 ACTUA~ - BLIDGET 201'~ ~In itlion ~) $24.OQ $22.t1(J $2C1.00 ~ ~ :~ ~1$.DO ~16.00 As shawn above fc~r both of the .fast two years fhe cc~st of just Poiice and Fir~ services exceeded a11 prc~perty #ax revenue. Keeping in mind that the Prc~~erty Tax revenue is not expected to see signafic~nt gr~wth the diff~rence between these ~nio is expected ta widen unles~ ther~ are additionai revenues generat~d ar operating c~ists d~crea~ed. Imp~cts c-~ l~flation Qn E~p+~r~di~ures ~ T~e Gity r~peratir~g exper~ditures are iiot immune frc~m th~ impacts af ir~creased costs of doing. business. One exampie is the utilities required to operate City fac'sl~ties. In 2047 'the tatal e~penditures related ta utilities in the General Fund were a~~roxima#~ly .$0:9 .mil~ion. The budget in 2019 is nearly $1.~ miliion - a 67%o increase c~ver th~ five ye~rs. Although this ir~creas~ is nc~t errt~rely rel~~ed to inflationary costs as the ~ity has alsa added neur #acilities during this time peric~d, ti~e impact~ af increased costs are a real challerige fr~r the City. Page 96 of~ 1~ 2fl4~ 2008 2009 2010 201 i BUDGET ~. . : ~ ~ . ; ~~ ~. . ,_ Chart ~ 7 combines both the per capita cost with a trend line adjusted for inflation. The trend line is ~alcialated by startirig with the 20~6 Actuaf G~n~ral Fund Per Capita Qperating Expenditures (fhe 20t~6 per eapita number -n~as $1;~60) arid ~djusting thaE number ~a~h year by the cY~ange in the Consumer Price (ndex (CPl). As nc~ted ther~ was aetually a small decrease in the CPI between ~~09 anti 2010. Despite that n~gative year the 2011 per capita spenciing is ovec 20°/a I~ss tl~an what #he expecte~ spendi~g wc~ul~ k~e if it had ~rogressed by the ch~nge in CPI befinreen 200~ and 2011. ~ C~I~,RT~17 - CITY ~C1.F DU ~.~I~~GE~~RAL FUIdI? OPE~RATING EXPE~ISE ~ PER CA;PfTI~ 2{~~7 - 2f1'1'~ ~UDGET ITH TF2~~D LI ~ ASSU 1~G 2006 ADJU~TED Y A~UAL GH}4P6CE IN CF'I $1,d00 51,2DD S1,D00 ~806 S~B~{3 $4Q0 ~24fl $- The dififerenc~ befiiveer~ fihe infl~tic~n adjusted per eapita expense and the actual 2011 per capi~~ expense demons#rates that very real reductians have ~~~n made rec3ucing operating cc~s~s: V~lhen infla#ic~n_ is factc~red in the reducti~ns are even c~reater. General Fund Capi~Ea[ Exper~dit~are Tr~nds Capital praject expenditures. due. nc~t typically. follc~~v a linear trent~. Very similar tQ ~ family budget, t~er~ may be some ye~rs that a lar~e c~pit~l renc~vation project c~ccurs, but it ~rv~uld not k~e expected #o c~ccur ever}~ ye~r. The CitY ~PPro~ches its funding cifi capital projec#s by looking ~t needs over multiple years. ~Ic~t unlil~e ~he .family ~ituation the decision ~eeds_:to ~Qnsider questions lik~: Now impt~r~ant it in t~rms . of priorities? Dt~ we have the funding available? Can we afford to maintain ifi afiter w~ cc~mpl~te the project? In ~rrder tc~ haue the revenues necessary tc~ cornplete sorne ~f these prajects, the City has histr~ricaliy placed ~tnspent funds in reserves to fin~nce specia! prr~je~ts and amenifies. This. _ Pa~e ~ 7 of 18 2047 20{38 2t}+~9 2014 2471 8~dget . .1 ~w ~~ , .. .. ~ ~~ has allc~wed the City ta aPprc~ach several capital projects an a pay-~s-yvu-gc~ bas~s without incurrinc~ debt. Exarn~iles s~f recent projects vtirhich includec~ majac funding from the G~neral Fund are: Nisforic Park Expansion; Recc~nstrue#ion of Shannan Cc~mmunity Center; and Acquisitic~r~ of a Gity ~aintenance Yard sifie. C~art 18 displays the histarical use of Ge~era! Fund revenue far Capital Projects. 5,2.00 ~~ v, Ofl ws.ao S6.Q0 $4.00 $2.00 GHAFtT 18 - CiT'Y t7~F DU~~.I~ GE~~RA~ FU~D ~APITAL ~XPE~~l~`tJRES Z~tQ7 ACTUAL - 8~1DGET 201 °9 (Ita ~illion $} ~'r ,'. ~ ~~ ~',„~ $- 2007 2t~08 ' 2005 2410 2fl1i Budget Consistent with #he t~verall ~inancial picture t~e Ci#y P-as ha~i tc~ cieerease funding allacated tc~ capital prc~jec#s.~ This reducti~n plac~s pressure an the Ci#y's ability ~c~ c~mplete capital projects which, in some cases, are designed to ~ddcess a public health and safety condition or fia improve efficient operations. Far exampie, the ~nnual sidewa(k s~f~ty rep~ir prc~gram and techr~ology irr~provemer~ts ar~e two iterns tF~at have b~en funded ir~ t~e past prir~r~arily fr~m the General Fund. With less aperating funding ~vailable it also becomes ne~essary to cansider the on-going operating costs c~f ne~v e~pital prt~jects. Balancing these ~c~mpeting interests will cor~tinue to be a challeng~ in the cr~ming years. ~C- C ~ItJN The k~istorical #rends ~re a helpful reminder af the days when firends w~re on an upward clirnb. 1n the mo~~ rec~nt years we h~ve seen the drastic declin~ in revenue and the corresponding deerease in expenditures. The message of mast fc~recasters is that the return tQ gr~wth will require mQre pa#ience as the ecc~nomic recc~very is nvt repeafinc~ #he past where reeessionary periods were #all~wed by very rak~us# ~rowth. !f the past history is ari example, th~ City c~f Dublin has ~ strorig c~mmitmerit #t~ plan a course of aetion an~3 res~c~nd to the chaElenges and opp~rtunities the Cifiy will face. The decisions wiil require cre~tivity and a recc~gniti~n that a great deal can be achieved if the City maintains ~sca1 soundness in serving raur cc~nstituency, - Page 18 of 18 ~OFDp ~U ~~ G~~ ~~y ~ ~ 19`~~-~' ~~ ST~-FF REPORT' . C I T Y C L E R K \ ~ l ~ DUBLIN CITY COUNCIL File #^~3 ~~-0~ ~ ~~Ll~RN~ DATE: March 14, 2011 , . ~ ~ , , TO: Honorable Mayor and City Counciimembers ~ FROM: Joni Pattillo, City Manager . SUBJE iscal Year 2011-2012 Budget Study Session: City Council Direction on Budget Preparation Prepared By: Diane Lowart, Parks and Community Services. Director and Amy Cunningham, Budgef Manager~i EXECUTIVE SUMMARY: The City Council will provide specific direction, on ,items to be evaluated as part of the preparation of the Fiscal Year 2011-2012 Budget. A Budgef Issues Worksheet with attachments is included with the Staff Report to facus on key decision points. The Worksheet requests direction on budget balancing measures. FINANCIAL IMPACT: Financial impact will be determined following direction provided by #he City Council via the Budget Issues Worksheet. ~ ~ RECOMMENDATtON: ~ "' 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. O~J Submitted By Parks and Community Services Director c ~ ~,~JV~(~, ~ S bmitted Budget Nlanager Re 'e ed By Assistant City Manager ATTACHMENT 3 Page 1 of 3 0~~~ , DESCRIPTION: ,~~~~ ~, ~ ~ ".1 ~ As part. of the Fiscai Year 2011-2012 Budget Study Session, the City Council has received background information related to the fiscal trends that will influence the Fiscal Year 2011-2012 Budget. 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 2011-2012 Budget. ~ ~ ~ Staff is approaching the preparation of the Fiscal Year 2011-2012 Budget with tempered optimism. While fiscal conditions within the City have improved over the past several months, there is still considerable uricertainty in the financial markets and the local impact of the State budget crisis remains unknown. Additionally property and sales tax revenues remain well below the levels of three years ago. As part of the budget preparation process, Staff is also completing a core services analysis. to assist in prioritization of services and identification of additional organizational efficiencies. Strateqic Plan/Goals and Obiectives At its December 7, 2010 meeting, the City Council approved a new format for the Strategic PIan/Goals and Objectives Process. The City Council agreed that the Strategic Plan should be the primary driver for the budget and that funding allocations should be aligned with the City Council's overarching strategic priorities: Those priority initiatives that are more routine-in- nature and do not fit into the Strategic Plan will be incorporated into the City Manager's.Annual Work Plan. As such, the Goals and Objectives Process will be discontinued at the end of Fiscal Year 2010-2011. Operatinq Budqet Similar to the past several years, Staff has provided the City Council with a Budget Issues Worksheet (Attachment 1) for Fiscal Year 2011-2012. The~ purpose of this worksheet is to assist the City Council in establishing a framework for preparation of the P.reliminary Fiscal Year 2011-2012 Budget which will be considered at the Budget Hearing in June 2011. Exhibit A to Attachment 1 identifies the Key Initiatives that Staff recommends be undertaken in Fiscal Year 2011-2012. The initiatives relate back to-the City Council Strategic Plan or the City Manager's Annual Work Plan and will be instrumental in accomplishing the Plans (Exhibit B to Attachment 1- the Fiscal Year 2011-2012 Preliminary Strategic Plan presented at the~February 26, 2011 meeting = is attached as a reference.). The Worksheet also includes a section where the City Council can propose additional initiatives for consideration. Those new initiatives generated by the City Council~or Staff that could have a cost impact will be brought back to the City Council for further consideration at the next Budget Study Session scheduled for April 19, 2011. At that meeting, the City Council will be provided with additional information about the proposals, including financial impacts: The City Council will then be asked to identify those items they would like included in the Preliminary Fiscal Year 2011-2012 Budget for final consideration at the Budget Hearing in June 2011. Communitv Support Grant Proqram . . The City Council will consider the funding recommendation of the City Council. Community Development Block Grant (CDBG) and Community Support Grant . Subcommittee in a subsequent item on this evening's agenda. Staff recommends that funding in the amount of $120,000 be included in the Fiscal Year 2011-2012 Budget.for the Community Support Grant program. This amount is consistent with the General Fund amount allocated for the program since its inception in Fiscal Year 2007-2008. Page2of3 - . ~ ~ 5~ ~ Capita! Prolects 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 diminislied revenues, Staff expecfs that the schedules for. Capital Projects will require some modification again this year. A list of projects included in the=current Five Year Capital Improvement Program is attached to the Worksheet (Exhibit C to Attaciiment 1). CONCLUSION: It is suggested that, prior to the Budget Study Session the City Council take the following action: . Review the Fiscal Year 2010-2011 Budget; ~ . Review the Five Year Capital Improvement Program 2010-2015; and . Complete the Budget Issues Worksheet and bring the Worksheet to the City Council _ meeting for discussion purposes. The City Manager wi11 lead the City Council through a discussion of the Budget Issues Worksheet and the City . Council is requested to provide consensus and direction on the identified topics. . ~ NOTICING REQUIREMENTS/PUBLIC OUTREACH: N/A ATTACHMEPVTS: 1. Budget Issues Worksheet, Fiscal Year 2011-2012 . Exhibit A- Key Initiatives - Proposed . • Exhibit B- Ten Year Strategic Plan Preliminary 2011-2012 ~ Update (as of February 26, 2011) ; . Exhibit C- Capital Improvement Program Project List Page 3 of 3 -. ~,i~s~ BUDGET ISSUES WORKSHEET FISCAL YEAR 2011-2012 Due to the current economic conditions throughout the nation, City Staff are approaching ttiis year's budget preparation process with tempered optimism. As development continues and infrastructure grows, the City's annual operating and maintenance costs will continue~ to. rise, thereby creating a greater dependency on the General Fund. As in prior years, this does .not take into consideration any future impacts that may result from the continuing State budget crisis. Given the economic circumstances outlined in the report earlier this evening, the City Manager is seeking specific direction to move forward with the budget preparation process. Below is a list of budgetary areas that require City Council input and direction in order for the City Manager to formalize and execute a balanced budget for FY 2011-2012. 1. OPERATING EXPENDITURES _ . 1(A) STAFF PROP.OSED ACTIONS TO BALANCE THE BUDGET In an effort to develop a balanced budget over the~past three years, the following steps were taken: . . The organization was. restructured to meet current and future business needs; - . Identified 2009-2010 and 2010-2011 General Fund Gapital Projects were deferred to a later year or eliminated; . Operations and hours for City buildings and facilities were reduced; .. . Operational service levels we~e reduced; . Economic Stability Reserves~were utilized. ~ ~ - For FY 2011-2012, 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 balanced budget for.FY 2011-2012, . Staff proposes that one o~ more of the following solutions be implemented: . Further restructuring of organization to meet current and future b.usiness needs; . . Consideration of additional deferrals of General Fund Capital Projects to lafer years; ~ . Further 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 circfe one) ~ ~ Page 1 of4 8~3 /~~~'~~J ~ ~ ATTACHMENT 1 - ~ A ~ 3~ ~~ ~ 1(B) SERViCE LEVEL CHANGES For the purpose of developing the Fiscal Year 2011-2012 Operating Budget, are there service level modifications, including elimination or enhancement of any services or projects, that the City Council would like Staff to evaluafe? : YES or ~ NO (Please circle one) SUGGESTIOfdS FOR SERVtCE LEVEL CHANGES I ITEMS TO BE.EVALUATED 1(C) KEY INITIATIVES FOR FISCAL YEAR 2011-2012 To the e~ent the proposed Fiscal Year 2011-2012 Key Initiatives related to the Strategic Plan or City Manager Work Plan require additional resources not included in the current baseline budget, should Staff explore costs and impacts associated with the initiatives listed in Attachment 1. Additional information on the identified Key Initiatives will be brought. forward at the April 19, 2011 Budget Study Session .for further consideration and potential inclusion in the Preliminary Budget. YES or NO _,. (Please circle one) 1(D) COMMUNITY SUPPORT GRANT PROGRAM For the purpose of developing the Fiscal Year 2011-2012 Operating Budget, does the City Council support funding of~the Community Support Grant Program for Fiscal Year 2011-2012? The General Fund cap has been established at $120,000. YES or NO (Please circle one) ~ Page 2 of 4 2- RESERVES , i ~~ ~// ~~ If necessary, should the . use of Reserves be inclusive . of operating costs, as weii as capital costs and/or other one-time expenditures? ~ YES or ~ NO (Please circie one) 3. CAPITAL INiPROVEMENT PROGRAM Charts provided in the attached Excerpt Summary Tables from 2010-2015 Capital Improvement Program (Exhibit 1) include a summary of the capital improvements adopted as part of the City's 2010-2015 Five-Year Capital Improvement Program. Staff will be preparing an update to the Capital Improvement Prbgram for 2010-2015 and may need to recommend timing adjustments of projects in order to align them with available funding for both construction and ongoing operation. This will also take into consideration whether the project is essential to the protection of public health and safety, as well as other factors. Of those projects currently identified in the Five-Year Capital Improvement Program, are there any desired adjustments of projects which should be considered for funding in Fiscal Year 2011-2012? YES ~ or NO (Please circle one) DESIRED ADJUSTIVIENTS TO FIVE-YEAR CIP FOR FISCAL YEAR 2011-2012 4. BUDGET HEARING DATE In order to finalize the budget calendar for preparation ..of the.Fiscal Year 2011-2012 Budget and Five Year Capital Improvement .Program it is necessary to. establish a budget hearing date. StafF would recommend that the City Council consider establishing a budget hearing date of Tuesday, June 21, 2011 at 5 p.m. to provide Staff with adequate time to complete the budget. If the City Council would prefer an alternative date or time., please indicate below: Budget Hearing Alternative Date/Time: Page 3 of 4 Fiscal Year 2011-2012 Key Initiatives - Proposed ;y- ~ , ~ . ~~ ~ -~~ ~r`~s~ ~~ ~~~ ~:~~ , ~ ~~~ ~~ ~ .~ ~ ~~~~ ~. ~, ~ ~ ~~ ~~ ~' ~S`a ~~."r~ T '~` x~b: . ~ ~ ~ p ~` ~, _~ , ., t 3'"~t- a °' ~ ~~'` ~~c~ ~~°~~Pro r,am~ ~Ge~neral~Goue,r-nrri"`e~'nt ~ ~~~ .;.~`xia.l...c.~ a~:~,x.. ,.':,'1,.~,.ta.,.. ,...;..,Sv,~a....s...+,.,s..,,. -.~.~.k..6,~+.,..v..~.t.a ~-...,;.i-•., 3is, ~:xv~ ~ ~ ~ .~ , - ~ ~j~,~ ~„ . ~ ~ ., ~ ~~~ ~.... • ~S # osed Ke Initiative ~ ~ Pro T e ~ A Develo and distribute an Annual Report on Cit Accomplishments. Strategic B Investigate opportunities for Veteran's Housing and Services. . Operational C Complete a comprehensive cost allocation lan and fee stud . O erational D Undertake a Request for Proposal fo~ Audit Services for the period ending . .June 30, 2012. Operafional ~ E Undertake Telephone S stem Assessment and UpgradelReplacement Plan. Operational F Implement a two-year budget. ~ Operational Additional City Council Initiatives , G H . . { . . F ~ ~._ ~ # ~: "~`a.""'At~~° aS~ ,.,.~~ ~ "` s~'~2 ~a =' 4 ~,. ~ ~~. t ~~: a~~,~t~ ~ '~~+~f.~, : ~ , ~ '~slv''~~~h~~ ~ ',~..~ ~ ~ ~ i'~ ~. Yg ~ ,.v <, ~ ~ ~~~ m..~~~~.~ ' ° ~~' ~,:~~~P: o~ra m~~.P~u bl c S~afe ~ ~ ~ ~k ~ E ~ ~ ~ ~.:~~M ~ .~.. ~ :, ~ ~~:. Proposed Ke Initiative ~ , .~g~Y"y'~~'y .:. 'a~' ~ c~ l',~ ~ - a ~ ~~ j~ ~~ ,. ~_.~.. ~., Type A ~ Develop a Faith and Culture-Based Network that will assist Dublin Police Services in bridging the gaps between the Police and various faiths and cultures. . Strategic B Integrate Dublin Police Services into the East Ba.y Regional Communications S stem. . Operational ~ C Develop a Public Access Defibrillation (AED) outreach and education program targeted toward new and existing businesses that are identified as a location most likely to need an AED. Operational D Assess the appropriateness of implementing the iPhone Application, recently f deployed by San Ramon Valley Fire Protection District, in Alameda County Fire De artment's 'urisdiction. • . Operational E Ex and Crossing Guard Services to Kolb School. O erational Additional City Council Initiatives F ~ G ~ - - - H ~ Page 1 of 4 .~ ~ - ~ ~ ~ ~~„~ ' \ ~ . •_... ....., # ~f x ~ ~ ~ r ~~~ -~ ~.~ --~« ~ ~ ~. ~ \ ~, ~ , ~ ~ "~ . "~ - ~w.~:~,~ ~~- ~~ ; ~~~aav~~ ~.~y ~`~s `` . ~ d~` 'eE'^t""'~ ~~'. : ~ ~s' 1 e~Rk~~ ..: n ~ ;.F ~ ` ~ ~ ~ ~t~ ~ ~~Pro rarn~.~ Trans ortat~on~ fi ~~ ~. ~~ ....... .~.. ... _ ._. .,..,. ~> S. .r.; .~.~. M...,r~. . ~.....::; , a~g,.~.~s..~'.~,. . ~..:~: 3,...~, ~..a~.... ..a..,.... . , ~, ».~.~.,,.,,.. ~ ~~:~ ~,w.~,. _ :?.rk '~~~ Pro osed Key Initiative ~ ~ ~`~~,~~} ; `~ ~ X ~ ' ~ ' ~~.~. - ~l ~~ .:~::~.. ~ ~r~.~,s« .~.,,.._. .. T e. A Pre are an u date to the Downtown Traffic Im rovement Fee Pro ram. Strategic B Implement five Volunteer Projects. Strategic C Develop a Comprehensive Preventative Maintenance Prograrn for facilities and infrastructure. ` Operational Additional Cit Council Initiatives D E F '~r°' ~ ~ ~ ~ ~ ~ ~ ~ # iS ~° A~rv ~~S S~~Y ~ . 3 -:~~ yyy~<'~ ... ~,~ ,,, v i - ,y~ '~~\_ ; ~ ~ ka ~.,~' ~;~ ,- ~ ~ `aC ~.a~ ~. ~ S . ~" C O w ~ ~ A.y F~' y . ~n .~ ~ `.~~' ~ Yw~~ ~ ^yd '4~W K~ 5 tp ,,., ; ~ h ~~,~~~ . ~ -~~~ ~~~~ ~ ~ ~~ Pro ram 1-lealth an~,d Welfare .-~ ~, ~F ~ r ~ ~~~~~~,.~ _.~..~ ~ ..~..._~~ .~...~. . ~ ~_ ~. ~__.~„~~ ~ ~ Pro osed Ke Initiative Y ' ~ .y++~.~ ~ M e.~ ~ : ~~ S ~,~ ~ ~ a.u~~ ~~ _. ~~~ T pe A Partner with schools to complete outreach related to Waste Management with the students and teachers. Strategic B Explore greater e-waste recycling/disposal opportunities within the City of Dublin, Strategic C Develop a tobacco retailer license system. Strategic D Develop zoning restrictions that would require a Conditional Use Permit for businesses to sell tobacco products within 1,000 feet of schools, residential neighborhoods, libraries, etc. Strategic E Explore options relating to Entitlement Management and, if appropriate, commence preparation of Consolidation Plan (pending results of 2010 U.S. Census anticipated b June 30, 2011. Operational ~ F Provide su ort to Tri-Valle Housing O ortunit Center (TVHOC). O erational G Explore feasibility of internet-based grant management software for Social Service Pro ram rants. ~ Operational ~ Additional Cit Council Initiatives H ~ I J Page 2 of 4 ,~' ,~~~ /~ ~ ~ #3~ ~~~~ ..~~ ~~' n~ ~ ~ ,5~~'"`~~~`~'z~°^ ~~ •*~~^ ~ ~TM~a wvs x~<~~~~. . ~ ~~`~'~ -"~~. ~, 3"N: Y~v~~r`°'~ '. ~, ~^ ~'~' ~ :;::Y`+~.~~~ ....:a• .~R't j„ ~ ~ '~^~~ ~' ~~~~ ~ ~`~~- ~~~~ Program`~~Culture~,and~,~~eisure Sen~iices > ~ ~ ~~ .~z~.~u ~~~.-~~.~ ~ _.~„~. .:.~,,~..~...~_.~,~.n..~.~ ~ `~ K ~,c ~ ,r~ro, a~~a.~~ Y•"r~"- N~~ Y°'~Zx~'Rr ~~'~ ~` ~. .,~.~~~,~ # osed Ke Initiative ~ Pro T pe A Pursue a Museum Assessment Program Phase.lll A lication process. Strate ic B Conduct monthl Saturday events at the Herita e Park and Museums. - Sfrategic C Develop a Facility Use Policy for the Kolb Barn and Grounds and actively ~ romote rentals of the facili . Strategic ~ D Establish an Art/Ceramic Studio in the Old Kolb House. Strategic E Assume ownership of tfie Camp Parks Collection and conduct an annual - exhibit of the Collection (pending approval by the U.S. Army Center of Military Histo ). ~ Strategic F Undertake development of design and construction documents for Emerald Glen Park Recreation and Aquatic Complex. Strategic G Com lete fabrication and installation of public art at Dublin Transit Center. Operational H Expand the number of classes offered on Saturdays. Operational I Provide online booking for Group Picnic Area. ~ Operational J Implement Healthy Living Marketing Campaign and Contest for Parks and Communit Services ro rams. Operational K Reinstate Senior Center Tri s and Tours Program. Operational L Conduct a campout for youth in an East Ba Regional Park Operational M Conduct a comprehensive review of the Dublin Swim Center buildings, pools and mechanical systems and develop a long-range Master Plan for renovations. Operational . Additional Cit Council Initiatives N O ~ . P . . Page 3 of 4 -~ ~~ ~~ ~ i ~ ~.~ ~ ~,._~~~ "t~~ ~' ~ ~ ,~R^.+, .~ ~" '~^s ~~. +`~.T, - ..,~,'~, .• : ~,~ ~ ~y; - +L ,a. ~ ~~~ ~"`~ _ t : . , 3 ~~~ ~ .. ~,'~ -- ~ ~a ~ "~~ Yy„~,~ ,~ ~~-. ~ . ~~' ~.3 `" .... ~ -~~~.,~ ',~,~-",~a~ sa ~ ~~~~~~~~:'~ ~`~~~ ~. ~~~,:~ Pro~ ram~~„Corn~m~un~ ~Deuel,opment~~.~. ~~~°~. . _ ._ ,. ._ ~..,~. .. _~~,~ o~~ . a ~.~,e. ~.~~. ,~.M .~ ~ ._ . .. ~ ~ ~ ~ ~ ~['~ ~' a :. s~'.u~'~~='i #~~ ~~:~ ~ ~.~'~~~.~~...~... # . Proposed Ke Initiative ~ T pe A Complete U.S. Army Reserve Camp Parks General Plan, and Specific Plan Amendments. ~ Strategic B Develop a Design Awards Program to recognize new and remodeled projects of speciai quality. Strategic . C Create new Economic Develo ment Elerrient of Dublin General Plan. Strateg.ic D Create new Energy Conservation and Generation Element of Dublin General Plan. ~ Strategic ' E Create new Water Conservation and Management Element of Dublin General Plan. ~ Strategic F Update Dublin General Plan to incfude new information, raphics and hotos. Strategic G Oversee construction of the Alamo Canal Trail Under I-580. Strate ic H Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Street: Strategic I Continue to develop economic incentives for retail, office, restaurants, and industrial users. Strategic J Develop an Economic Develo ment Strateg . Strategic K Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. ~ Strategic L Explore a Sho Local Holiday Cam ai n. Strategic. M Update the Fa ade Im rovement Program. Strate ic N Develo Social Media Policies. ~ Strate ic O Study Dublin Preserve Sphere of Influence General Plan Amendment. Operational P Develop design guidelines for projects outside of specific plan areas including industrial and commercial). Operational Q Develop new Emergenc Pre aredness Buildin Code Amendment. Operational Additional Cit Council Initiatives R S T Page 4 of 4 f ~ ~ 3~ ~ ~ ~~- ~ ~ ~ °~ ~~ CITY OF DUBLIN ~J~~ 8Z TEN YEAR STRATEGIC PLAN ~~1~ ~'1LIFOR~~ Preliminary ~ 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 p~rograms to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation af 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 . ~ `~ t'~' 3~ Our Values in Governing . Commit to openness and responsiveness to the public and community. . • Operate at al) 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 infiormed 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 As of February 26, 2011 G~~~ OF DU~~~ . ~ r~~ ~~ ~~~ CITY OF DUBLtN : ~~ 19 (~' ~ ~ 8~ e~ ~~/~y. ~~~~~~ l~ TEN YEAR STRATEGIC PLAN ~~LIFOR~l Preliminary . - ~2011-2012 Update STRATEGIES STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening existing businesses. .~~, qTRA T ~S ~ ;~: ~-,~~~,~- ~:._:~ : ~~ ~ , . ~..~~~~:.~~ ~ ~ ~~~~..:::~ , ~~~ =~` ~~: .~ ~~~ ~,~ _-~- <.. . ~~.~.:; ~ ~~:~~.~ ~ obs~~s well as`i:nctrease sales~tax re s~ that~create~and~re~aln EG~{C-GOAL~#1A~eueb ~'ro ram ~ ~~ ~ ~~,.~ s. ~`s uenue ~K~ ~~~, _~ ~ ~ ~ ~ ~.~ , ~ , ~ ~ ~ ~.~ ~~ ~ ~ ~~.~~~~_~ ~~p~p ~.~9 ~~~~ ~.~ ~-~~.~~~~~~~~::~~ r.~~. ~.~ ~,~. ~~~ ~_.~._ ~.. ~~~.. .~.;p::~~~~~~~u ~ <~..,~,. ~.~., -~ `~ # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL' Status Continue to develop economic incentives for retail, office, restaurants, and industriai 1. 2011-2012 ~ew users. 2. 2011-2012 Develo an Economic Development Strate . - Neinr ~dentify partnership opportunities with the Dublin Chamber of Commerce to assist 3. 2011-2012 small businesses. New 4. 2011-2012 Explore a Shop Local Holiday Campaign. New 5. 2011-2012 Update the Fa~ade Im rovement Pro ram. New 6. 2010-2011 Execute Business Visitation Program. Underway 7. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete ~:~"'k":v~.s~'` STR~A~ `~~f~, ~`" ~'~ G0~L~ TE G I c }~~"'t'a~r ;id6f'&he~. ' ~ "'~' ~~<_ ~' ~ ~y L b~~::?~~~w~~ ,~~: ~ ,;:k';,.;~:kJT~~'~r - ~# ~~`-F" .._ ~` ~7~,,,~°w ~ am that s uppo~mall bus~nesses~;~n Dubl ~ ~A ~ 1 B:~ a~,~ ~ ~Cr~e p~ogr ~~~ P~,~. ,~~ $fr~'m 'an.,k .~',+~ ~ ~~~~ ' ~"~~~ ~ ~ , ~ j ~ , ,~ ~ ~ , ~ ~ W ~ # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status Institute Design Awards Program to recognize new and remodeled projects of special 1. 2011-2012 quality. - New 2. 2011-2012 Develop an Economic Development Strategy. New Identify partnership opportunities with the Dublin Chamber of Commerce to assist 3. 2011-2012 small businesses. New 4. 2011-2012 Explore a Sho Loca) Holiday Campaign. New S. 2011-2012 Update the Fa~ade Im rovement Program. New Explore the feasibiiity of an ordinance that would encourage existing and future -• 6. 2010-2011 commercial locations, which have adequate enclosure space, to provide recycling Underway services. Explore an environmental recognition program for targeted program practices for 7. 2010-2011 Dublin businesses. Underway 8. 2010-2011 Develop a Business Anniversary Awards Pro ram. Underwa 9. 2010-2011 Work with DSRSD to develo sewer incentive program. Complete Develop a template recycling plan to be shared with the commercial sector to 10. 2010-2011 increase recycling. ~ Complete 3 : ~.s~" "'~StTRA~T f:''ab~' ~w'~~~ Y ~p. y~ "~ ?~~~ sV ~C+,~ a i°.'~~k' ~i~ s~ Y :~3 ~'Q~'' ~ .-~:P'R~y3~ ~ g. :..,~ ~ ...pp•"F;y - . `~.'~'~~ ~+' S ' N ~ ~i. ~ ~ ' ~. #1 EG IC~GOAL C;~ ~ ~~S'tren the 4~marketrn ~effor"ts for~e"conom~c~d velo rrient~~ ~~'~~';~~~ `~ {~3"^3. Y ~ ~?~,.il j. ~ ~F "~~~ ~ ~ ,~ .~,.~;~, ~~ , : ~ , n g g e ; e4 ~ ~:-~ .,~~~x~.t ~ ~, . : . ~ ~. ~i , ~:~~-: ~,~.~~.~,_::~~s~=~:, :: ,~.~~~~-~ - p>~~~. .~ ~y~<~ ~.~~ ~~~~_~~,~~ :~~~ ~ ~.~~ ~~ ~~ ~~,a.~ # Fiscal.Year PROPOSED OBJECTIVE FO.R ACCOMPLISHING STRATEGIC GOAL Status 1. . 2011-2012 Create new Economic Development Element of the Dublin General Plan New 2. 2011-2012 Develop an Economic Development Strategy. New 1 As of February 26, 2011 _ ~.,,~-~~. STRATEGY #2: Continue to stren then the identit and aesthetic a eal of the down4o~ g Y pp ~ ~~Xs ~ EtA @ ~~ST~RAT '"'tyi~»~.~5/~.d.'~'v'~ .~^. <EGI C~GOAL~# k~. ~ .. wl'. ~~ ` ~ :~ 5.~+5 ___ ~ -~~~i~.~Y _ r: ~ <~Y~1.,' x~~ A ~ S"^~~~M ... .Y'r!M;- V~Rd~ '~- ~*v3 i~'C~,~i~~lx ~Yl~~: ~R ~~ ~encour;age=contrnued Envestment in~Dawntow. n;~Dublin~ 2A ~Facili:tate~an; rd ~ ~ ~ ~~~ d~~. 4~_~" ~~~ ~~ y ~ v~G:iA ~. ~¢ ~&k.~J..~'~..~Fd-.E k~Zi , ,. ..~~a ...~-L ~~#II.['.~~ Kr,. bw,.w.,7r + . '~..L...h.Y'~.~n a,...'.:.. »}.U`sY» ~ ..~~ e~,~+°, a~i~ 4~. ~~ e.......aa.e aamt~m '~ .~`~~. a• sa'.:."e3.e .. a~ ~ S # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-Z012 Prepare an u date to the Downtown Traffic Improvement Fee Program. New 2 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special New . uality. 3. 2011-2012 Oversee construction of St. Patrick Way between Golden Gate Drive and Regional New Street. _ 4. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial New users. 5. 2011-2012 Update the Fa~ade Improvement Program. New ~ 6. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Underway 7. 2010-2011 Deveiop a Downtown Business Attraction Plan. Underway Explore beautification programs (i.e. fa~ade improvements, design assistance, etc.) ~ 8. 2010-2011 for commercial areas along Dublin Boulevard between Dougherty Road and San Underway Ramon Road and Downtown Core area. 9. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 10. 2009-2010 Develop Economic Incentive Program. Com lete 11. 2008-2009 Facilitate the selection of public art for three (3) Private Develo ment pro'ects. Complete 12. 2008-2009 Prepare Communi Desi n Element for General Plan. Complete 13. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 14. 2006-2007 Develop Historic District Master Plan for Dublin Blvd/Donlon property and implement Complete Specific Plan, if re uired. 15. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 16. 2005-2006 Complete Senior Housing Project. Complete 17. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. Complete 18. 2005-20Q6 Work with Dolan lumber owners to facilitate develo ment opportunities. Complete 19. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 20. 2005-2006 Install lighting at approaches to the I-680 Freeway Underpass Art Projects. Complete 21. 2005-2006 Develop and implement program to keep trucks out of shopping centers and Complete overnight parking. .~`A~ 3 ~S~TRA~T ~rg,#~'ri' ~ }T s t' ~}~. ._'~';.'w~ ~~..:... '°u'~~ ~i~~-~.,~~ ~' i~„~,~'~'" ,.;`,S~ ~ ° a~''`3~ ~~.P~...~'~ . ~'Y.'s: : :c '~yd•'~S~-r"k~'~ B , ~~-al ~m E + %'.r..Yw3• ,, EGICxGOAL #2B~Continue to~wor=k:wtth~ riuate ropert ~owners~~r~enovate~or~update~r etail a p ~p ~ y ~ `' y" '-_'.x4' ~ (~.. -~`, eas ~~~~,, ~ ~~.~:~ ~ _..:~~,~~.~~~: .. ..~ ~_~~ ;~ ~.w. _~~~:~., ~~~.a~ ~~x~~ ~.~~~~~ ~,> ~.,~ ; ~.,~~ vk~ .x.~~~~ ~.. ,..~~ w~..~.,,. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL ~ Status Institute Design Awards Program to recognize new and remodeled projects of special 1. 2011-2012 quality. New Continue to develop economic incentives for retail office restaurants and industrial 2. 2011-2012 , , , New users. ~ 3. 2011-2012 Update the Fa~ade Improvement Program. New 4. . 2010-2011 Work with Chabot/1as Positas to find location for District Office/Learning Center. Underwa 5. 2010-2011 Develop a Downtown Business Attraction Plan. Underway As of February 26, 2011 , I ~ ` ~~ ~ Explore beautification programs (i.e. fa~ade improvements, design assistance, etc.) 6. ~010-2011 for commercial areas along Dublin Boulevard between Dougherty Road and San Underway Ramon Road and Downtown Core area. 7. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 8. 2009-2010 Develo Economic Incentive Program. Complete 9. 2009-2010 Examine parking requirements to streamline development review and encourage Complete , businesses to locate within the City of Dublin. 10. 2008-2009 Prepare Communi Design Element for General Plan. Complete 11. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 12. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 13. 2005-2006 Work with Dolan Lumber owners to facilitate development o ortunities. Complete 14. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 15. 2004-2005 Investigate Options for Shamrock Village. Complete 16. 2004-2005 Work with Shamrock Village to facilitate improvement to the Center. Complete STRATEGY #3: Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. ^~ S TRA ~h A}~"S{`~. L ~4.N~ ~"~3 ~. ~~N ~{~ '*~.~~k't5 't9 J.S~n '~ ~ 3 #~~i~c r` '~._ r ~~~A'K.~~~Z;~~~~ ~."§~v~°~s~~ ~~ ti ,~~.W ,'kT'lr! hills~~~ ~~.a l sh Open S ce~Ar~n~UV ter ~~~ ~ ~GI C G AL~# 3A ~ Es ta ~ ~, ~~~,,~~~~~:~t^ ~: ~ * p ~ ~e~ n ~. ~, , ~ O ~, ~~~ ~~~ ~ b # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status Work with East Bay Regional Parks District to complete negotiations for land 1. 2004-2005 acquisition or obtain conservation easement to provide public access in the western Underway hills for an 0 en Space Area. Identify and secure sources of funding for land acquisition in the western hills for an 2. ~ 2004-2005 . Underway - Open Space Area. Upon completion of land acquisition in the western hills, prepare an Open Space 3. 2004-2005 - Master Plan and appropriate CEQA documents. No Progress _.~..Y.'- `~d ST;RA~T ~ ~"".~3`r wc+'g~ . _ d f`4' ~a: ~ S's.=- .,c "'} -s..„ ~ r :' r f.,r'~ ~ °~°° ~"'~"~ '"C". '!uC < ... i3 ~t . ~,1 m ~ •7. ~~, a ;f~ ; S~ r, E GIC GOAL~#3B`. „~. "Crea'te open ,space: connection~and tr,arls where a ro riate ~~~ r ~ ~` ~ `~ p ~ .. _ ~ , ~~_4._ .,~~. ~..._. .. r~. ~~~~ ~.,.. __ _~~~.~_._~~~~; _~~~.~ ...x~pp~°~ ~._._~ ....~ ~~~.; _~x....s~_a~~.3.~~~ ~~_ # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC.GOAL Status 1. 2011-2012 Oversee construction of the Alamo Canal Trail Under 1-580. New ' Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan 2. 2001-2002 Amendments. Underway 3. 2007-2008 Complete GPA Stud on the Transportation Corridor Right-of-Wa . Complete Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering 4. 2006-2007 study and identify funding sources to facilitate the connection of Alamo Canal Trai! Complete under I-580 to Pleasanton trails. Complete review of Moller Annexation and General Plan and Specific Plan 5. 2006-2007 , Complete Amendments. Complete General Plan and Specific Plan Amendments for Eastern Dublin Properiy 6. 2005-2006 Complete Owners Annexation Area. tomplete Review of Mission Peak Annexation and General Plan & Specific Plan 7. 2005-2006 . , Amendments. . Complete As of February 26, 2011 _ , ~3, ~r~ ~. j~E~z¢V ~{STSRA°T "rb.w_~".~Y.R:.~`:.'~;~~fi EGIC GOAL # ~~'' ± ' .~A ~~.v. ~`~''Q' ~'~".~^''~~~~~T.~ ,~5.'.•~?v~~~T~.~''w~~'S'a•y~~' ,~Y*~~^ ~`~1+.~~' _~`~~~du.`"s~ T} ~,~.~~° ``t~'i~{.y¢°r~~4,~,:i~ c~Pl~ 3C~~ ~_~ Implement o en space~pqlicie of the=E;astern-Dublin~GP A/ Speci f~ ~,-~,~-~~~ry~ ~ ~ ~~~ ~. „ ~:,,:: . ~ ;.w...N. ~~.~~~__~..:: ; ~ , ~ ~ ~a~,_.~.~~:.¢ . ~:;~~~~~p~~~,..::~~~~~,R:~. .~:~,5, ~ ~~,~~~.. :<:~:~~:~~~ ,~s~,.~ ~.A~~.w~.~ , ,:a~~.,..~ ~ F # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2001-2002 tomplete U.S. Army Reserve Camp Parks General Pian and Specific Pian Underway Amendments. Complete General Plan and Specific Plan Amendments for Eastern Dublin Properiy 2. 2005-2006 Complete Owners Annexation.Area. , Complete Review of Mission Peak Annexation and General Plan & Specific Plan 3. 2005-2006 Amendments. Complete Complete review of Moller Annexation and General Plan and Specific Plan ~ 4. 200b-2007 Amendrnents. Complete Y~7a ~~~ ~' S~TRA Z'~'-r ~a' ~ ..u,, yuy~uv x ~ a~ ~~ ~a , ,^..yr~^a~w~:L;t ~'.~~~sT~''~ k4 ....`~.,~ . :~.:~:~$x., .. c«..e` ~'- a :~} E ~+ >~Y ~„ - ~~~ ~ ~ ~ ~, ~ ~i ~ ~ ''T~ u+~G ent~strategies t TEGIC GOAL #3D: Explore and@imple m h a t ~enhance~enuironmental~sus„trarnabil~ty~ ~ ~z .,: `~s s~ 7 ~4.;} ,~ "~ ~~e i ~~~ ~~, ' ~"'.~:,. . ~, . ~,, ~,,. . -....fa.s~..$23n"~SS'ee..°~e._~',^~w~:;~i,,.$.:-~'~`~sa:"~,~,«`., ~~~~.a,.~..:.~«~e:a3k.a'e~»`.o.;i<..4zat~z+.~~tza..~.,&T`a":~ -~ .:.:~di~.,.~~+~.~..:".3Y~`_;:,_._'~°.:~i..~+...:x..^~^~.r:°a~t?b.='vu~zw -2; .w. .,~«c`~Lf.:r`d4'. #. Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status ; 1 2011-2012 Partner with schools to do outreach related to waste management with the students New . and teachers. 2. 2011-2012 Ex lore reater E-waste recycling/disposal op ortunities within the City of Dublin. New 3. 2011-2012 Develop a tobacco retailer license s stem. New Develop zoning restrictions that would require a Conditional Use Permit for 4. 2011-2012 businesses to sell tobacco products within 1,000 feet of schools, residential New neighborhoods, libraries, etc. 5. 2011-Z012 Create new Energ Conservation and Generation Element of Dublin General Plan. New 6. 2011-2012 Create new Water ConseNation and Management Element of Dublin General Plan. New Explore the feasibility of an ordinance that would encourage existing and future 7. 2010-2011 commercial locations, which have adequate enclosure space, to provide recycling Underway services. 8. 2010-2011 Conduct six (6) watershed awareness educational events. Underwa 9. 2010-2011 Explore an environmental recognition program for targeted program practices for ~nderway Dublin businesses. 10. 2010-2011 Explore the feasibility of a green fleet plan for the City. Underway 11. 2010-2011 Implement recommended solutions for pa erless City Counci! Meetin s. Underway 12. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Underway Dublin Boulevard. Explore the feasibility of a mandatory requirement for the installation of sustainable 13. 2010-2011 features, like solar power building infrastructure for future installation, for new Underway residential and non-residential development pro'ects and look at ossibie incentives. 14. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 15. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to Complete increase recyclin . 16. 2010-2011 Explore and present findings related to creation of food waste programs at City Complete facilities. 17. 2010-2011 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports Complete drinks, soda, etc.) at City hosted events. ~ 18. 2010-2011 Implement a food-scrap, cash-incentive program for single family residential Complete customers. 19. 2010-2011 Create a Climate Action Plan. . - Complete 4 As of February 26, 2011 STRATEGY #4: Develop dynamic and unique community recreationai and cultural opportunities in the region. . 1 rd y~~ J C ~ ~ - : STRAT - .} ~ '. ~• ~s' . ti ' .t 3..j~ +`~'y2` k "cix -~< ~3 .^ '~' :Y {": ~• f . a s4 +r ~;ty+`~} -.`d bi n„ Her~t, `age~P 'a rqk a ~ Muse~s~~ ~~~' 4 s . ~ ~~` ~~ '~d en~ a~e Du EGIC GQAL #~4A'~~. ~'^Ex~pand an .: ~_ N ~ ~\ . ~ , ~ ~ ~ ~ ,~ ~ .~.. <a ~ ~..~ # Fiscal Year PROPOSED 0BIECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Pursue a Museum Assessment Pro ram Phase III Ap lication process. New 2. 2011-2012 Conduct monthl Saturda events at the Heritage Park and Museums. New 3 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote New . rentals of the facility. ~ 4. 2011-2012 Establish an Art/Ceramic Studio in the.0ld Kolb House. New 5 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the New . Collection ( ending approval by the US Arm Center of Milita Histo ). Upon re-location of the Kolb properties to the Dublin Historic Park, complete 6. 2010-2011 furnishing of.buildings and catalogue/accessioning of the collections of the Kolb Underway family. 7. 2010-2011 Conduct a park/facili dedication event for the Dublin Historic Park, Phase I. Underwa 8. 2010-2011 Produce one exhibit and corresponding catalog each year that will focus on a Complete significant Dublin famil or theme. 9. 2009-2010 Implement a self study and peer review for the Phase II Museum Assessment Program Complete (MAP) - Public Dimension Assessment for the Dublin Heritage Cente~. 10. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of Complete design and construction documents for Phase I of the Dublin Historic Park. 11. 2007-2008 Establish a Visitor Center at St. Ra mond's Church. Complete 12. 2007-2008 Assess the condition of the Kolb family properties (house, barn, and workshop) and Complete develo a lan for relocation of the pro erties as appropriate. 13. 2006-2007 Develop Historic District Master Plan for Dublin Blvd./Donlon property and Complete implement Specific Plan, if required. 14. 2006-2007 Prepare an updaie to the Parks & Recreation Master Plan. Com lete 15. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Complete Dublin Historic Park including DHPA land/cemetery feasibili study. _ 16. 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the Complete National Register of Historic Places. 17. 2006-2007 Submit application for California Cultural Historic Endowment grant for Dublin ' Complete Historic Park pro ect. 18. 2005-2006 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that ' Complete will optimally highlight Dublin s histo . ~ ' ' ~ ~ ' ,~ .. . ,~~ ~. ~,„+...s,~ a~ ~..~~ .~ ~'..~ ~`.Z~r,C'ro~ ~ : -- p~''uY i :~:.~~$~ . `~.K~ ~ "~r~s ~ -~-~.~ }"CI L's ~~. f' Y~ '}'~,~j Z ~°^".,e STRATEGIC GOAL #46 ~` ~~~~ ~D e~elop a state of ~ the art~r ecreation/aquabc,complex~ ~~ . ~ ~~ x x 3~y ;T '~` ~,~~F-.• .W ~~~ ~~ ~ K <w ~ ~ . ~ ~ , ~ ~. ~ ~:.. .. c .._ . ~... .~b~.~::~..5t~'Is~" ..x~?~.'~'~v.. .+..a~>....... _ f~._._. ..... :•.~k~~T .~.. ~~~.,~.aE'a ~3.. ....5«:;1_.+.~.' ~=_'~~~~~-~r.. _ ...:w~?~ ~, . - ..£jxb.a~_~':i'..~..:/,.i.« # Fisca) Year PROPOSED OBJECTlVE FOR ACCOMPLISHING STRATEGIC GOAL Status Undertake development of design and construction documents for Emerald Glen 1. 2008-2009 On Hold Reaeation and Aquatic Complex. Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan 2. 2007-2008 Complete for the Emerald Glen Recreation/Aquatic Center: 5 As of February 26, 2011 ~ ~- ~~ ~~ 5~ -. .a. ' : '.~ Yt'~.j 'w'~.P Y 9M2 '°',' . c\.'a~a~^ . #f °RCh p .... .~,r~' ~,; ,~c`r ~ _ ~ t ~°~~'i ~Y~~~~• :~:tfi'"~ ^~'~ `r„M . ~ ~n o ortunitres fo~~deuelopmen;t~ `of a~ nique~passiue~park~/ ec ea'tion;fa ;~I~ty ~~± ST'RATEGIC GOAI'~#4~C~: ~~Idernti fi ~ ~ P , ,~ ~ ..:.~: . .. .... : , _ :~ ; ~..r~~.~ ~~ .~_ ~~~ ~~ ~.,~.~~.,~~.~.,.~.~. .,~y ~,;.~_ . ~~~~.~ . !~,~ryP .. ~ # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status ~ 1. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Spetific Plan Underway Amendments. 2. 2007-2008 Com lete GPA Stud on the Transportation Corridor Right-of-Wa . Complete Closely monitor development projects Citywide to identify potentia) sites for a unique 3. 2006-2007 passiv,e ark/recreation facility. Complete Complete General Plan and Specific Plan Amendments for Eastern Dublin Property 4. 2005-2006 Complete Owners Annexation Area. Conduct research on various unique passive park/recreation facilities and identify 5. 2005-2006 preferred components and site requirements. Complete ~ - STRATEGY #5: Develop City-wide communication and outreach programs that provide connectivity with our residents and businesses across.several media outtets. E G§ -w S" .. •: r` ;..' t,Y"„ti A E: ~a ~.... ~ Irt w'~[ i'R~.,i xW K,:RY a. F~ . r~'a f.~ u` ~ 6s` e a...s°x~..w~''~. r~E b+: ~'•: ~_.e, ~At~`y~~`K~+~L ~~.; fi a.`~fi ~Ti~'r. t;t;~ ,~ST,RA~TzEGIC GOAL #SA~, ~`r~,~, ldenti,fy newhand/,or~enhance.d.oppoart~,unities~for comrnumt~y~promotron;,marketing;, „ •~j,~ ~ § ,~~»~ "~~+~ .~.` ~~.~ 'a~" ~2 t~~ a'~t ~.~`~:..~3~i' ,~ ~ ~* i ~. '~ 45.'l ~'* ~` ~~Ft~ r .~ v.~'~g . . ~ s t~ ° ~ '' " ~ . ~ ~ S R~ ~,~ ~`~ ~ ~ ~ ~~~.~ ~ ~ ~~ «en a ~ ement.and~outreach~ ~ ~ ~~ ~ ~~` ~~. ~ ~ ~ .~ ~~ ~~.~ ~~~ ~, ~; ~ ~~ ~~ ~ ~ ~ _ . . .. ~..:.~~ .. _~_ ~ -: . :k.: ~~~~~ ._. , .. g~, 9~,..:~~~-~ ~ ~.~ ..•~A _. _. ~, ~_ ~'.~~~,~..~.,;~. ~~ ~ ~3 -~~~~ ~,~~~..: : ~~ _~ +~.~ y r,~~~ .'- . ~ .~; X ~~ # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Develop and distribute an Annual Re ort on Ci Accomplishments. New Devefop a Faith and Culture Based Network that will assist Dublin Police Services in 2. 2011-2012 bridging the gaps between the Police and various faiths and cultures. New 3. 2011-2012 Implement five Volunteer Projects. New Partner with schools t~ do outreach related to waste management with students and 4. 2011-~012 feachers. New Develop a Design Awards Program to recognize new and remodeled projects of 5. 2011-2072 special quality. New 6. 2011-2012 Update Dublin General Plan to include new information, gra hics and photos. New 7. 2011-2012 Develop Social Media Policies. New 8. 2010-2011 Implement City Communication Plan. Underway Develop and distribute quarterly e-newsletter by market segment to coincide with 9. 2010-2011 ublication of Activity Guide. Underway Prepare and produce semi-annual Public Service Announcement via local radio {KKIQ) 10. 2010-2011 for crime prevention/safety tips and upcoming Police Services events. . Underway 11. 2010-201 i Update the City's website and include an element of community involvement in the Complete process. Explore options for a listserv system to inform the community of City meetings, news 12. 2010-2011 , and events. Complete 13. 2009-2010 Produce a Citywide Newsletter. Complete ~ Explore the feasibility of acquiring or producing a crime prevention video for 14. 2009-2010 distribution to targeted audiences within the community and determine the best Compfete . means of defivery. Primary focus would be on minimizing risk of being a victim of property crimes. • 6 As of February 26, 2011 ~~ ~5w. ~ b~ _x .e ~,~si ~r.. ~ `;~' - ~ ~. ~ ix~ . ~~ ~ i . -, ~ ~ , ~ _ ~ . . . ' . ~ a t g l ~ ~~ F ~ , ~ " ' ~ '"~ya^ 3 . . ~ . .7~~ . . . . . . . . . , ~. . ~ . . ~ ~;J~ . .. ~~ . ' , ~ ~ ~ .. ~ .~~~,'c=;'S~,C~'j`x~r~ti 1.m .K' . ~ r ' ~ . ' , ' ~ ~ ~ ~ ~ ~ _ ~ • -;~~. , . . . . . . ~ . . ~ . . . '. ~': . ~ ~ . . - • ' ~ .. - ~ ' ' .. . . . , ~ ~ . .. . E~i~ ,il~"6.S ~Q~ ~~A:B:t~~~'-6~W1i. . . ' . . : ., ~. l~.~mi. ' ~ ~~ - L_..w8. - 'h ..G. ` h, k. - ~ ~ ~ SUMAIIARY 2010-20'95 CAPITAL INiPROVEMENT PROGRAflfi - ALL PROGRAiViS PROJECT TOTALS PRIOR YEARS 2010-2011 ' 2011-2012 2012-2013 2013-2014 ~ 2014-2015 General $ 25,864,026 $ 21,621,376 $ 1,760,178 $ 616,802 $ 212,150 $ 1,633,870 $ 19,650 . Community Improvements 1,073,230 25,393 339,797 ~ 89,590 449,020 85,340 84,090 Parks 68,586,151 39,089,236 2,759,903 3,158,905 '7,476,567 9,313,426 6,788,114 Streets 91,866,680 69,747,010 9,538,540 5,027,070 3;842,255 2,097,308 1,614,497 TOTAL COST~a~ $' 187~390~087 $ 130,483~015 ~$ 14~398~418 $ 8~892,367 $' 11 ~979~992 $ 13,129~944 $ 8~506,351 FINANCING ~ . . General Fund.(1001) $ 18,382,343 $ 13,466,827 $ 2,527,709 $ 724,085 $ 913,708 $ 646,274 $. ~ 103,740 Criminal Activity Fund (2101) 17,266 17,266 ~ Traffic Safety.Fund (2106) 38,380 38,380 . SB300 Grant (2200) State Gas Tax (2201) . 69,340 5,035,140 , 69,340 713,576 984,284 624,320 904,320 904,320 904,320 SAFETEA-LU (2202) ACTIA Sales Tax - Local Streets (2204} 4,064,682 1,91~0,319 2,986,142 62,269 957,540 454,050 121,000 294,950 347,050 404,950 347,050 Measure B- Bike/Pedestrian (2205) 1,272,090 91,910 113,430 976,750 30,000 30,000 30,000 Transportation Fund for Ciean Air (2207) . 34,604 34,604 ~CMA TIP Funds (2208) ~ 217,000 . ~ ~ 217,000 , ~ Traffic Congestion Relief Fund (2209) 889,990 422,600 467,390 ~ ~ Highway'Safety Teaffc Reduction Bond (2210) 648,618 648,61 S Measuce D (2302}'' 49,792 49,792 American Recovery 8~ Reinvest Act-Env (2311) 186,700 . 186,700 ~ Storm Water Management (2321) 1,057,100 ,60,566 996,534 . State Park Bond Act (2401) 609,628 609,628 EastBay~Regional Park District (2402) 2,610,490 1,204,758 1,126,060 150 113 279.,672 700 76 700 76 700 76 76,700 Assessment Dist - East Dublin Lights (2705) 419,950 , , , , PublicArts Fund (2801) Public Facility Fee (4100) 250,000 73,785,966 25,393 45,447,763 224,607 364,966 ~ 3,158,905 7,476,567 10,549,651 ~ 6,788,114 0 ~Tra~c Impact Fee-Category 1(4301) 61,575,244 60,820,294 9,950 680,000 45,000 10,000 ,000 1 ~ ~ Tra~c Impact Fee-Category 2(4302) . 5,059,628 2,912,529 255,602 555,916 581,105 ' 508,049 . 246,427 Traffic Impact Fee-Category 3(4303) - 1,891,614 980,000 201,800 709,814 Downtown Dublin T~affic Impact Fee (4304) 1,790,739 32,028 1,177,921 333,680 247,110 Tri-Valley Transportation Development (4306) 270,000 270,000 Mitigation Contributions (4309) . 4,829,713 1,762,634 3,067,079 . , internal Service Fund- Building (6201) 82,856 ~ 82,856 ~ Internal Service Fund - Equipment (6301) 340 895 ~ 150,300 45 000 145,595 TOTAL $ 187,390,08T $ 130,483,015 .$ 14,398,418 $ 8,892,367 $ 11,979,992 $ 13,129,944 $ 8,506,351, ~ . ` ~ . , General Improvements, Parks and Strest Projects. 090 in unfunded 900 (a) Doe~ not~include $235 _ , , . C ~1 v \ . . - ~.~ I N I PROJECT NUMBER AND NAME 930001 N30 Studio Remodel . 930002 Network System Upgrade 930003 _ Cortibined Finance / Permit System 930004 Geographic Information System 930005 Civic Center Library 930006 Civic Center Modification Design Services & Construction 930008 Civic Center Generator 930009 Automated Document Storage & Retrieval System 930010 Maintenance Yard Facility Improvements 930012 Public Facility Fee Study Update Annuai ADA Transition Plan TOTAL COST FINANCING ~ General Fund (1001) CriminalActivity Fund (2101) Traffic Safety Fund (2106) Public Facility lmpact Fee (4100) Internal Service Fund- Building (6201) Internal.Service Fund - Equipment (6301) TOTAL FINANCIfdG ~ TOTALS PRIOR YEARS 2010-2011 $ 180,000 $ 114,723 $ 65,277 .1,067,143 523,943 143,200 795,500 670,800 124,700 399,423 315,043 84,380 18, 773, 072 17, 218, 852 2,892,471 2,439,083 453,388 498,422 38,770 ~ 123,963 116,963 7,000 2011-2012 2012-2013 $ 137,500 $ 192,500 $ 459;652 2013-2014 2014-2015 60,000 1, 554,220 968,097 132,164 $35,933_ 77,685 51,035 26,650 98,250 19,650 19,650 19,650 19,650 $ 19,650 $ 25,864,026 $ 21,621,376 $ 1,760,178 $ 616,802 $ 212,150 $ 1,633,870 $ 19,650 $ 11,143,873 $ 8,475,929 $ 1,567,292 $ 471,207 $ 212,150 $ . . 397,645. $ 19,650 17,266 17,266 . 38,380 38,380 14,240,756 12,977,881 26,650 1,236,225 82,856 82,856 34Q,895 150,300 45,000 145,595 $ 25,864,026 $ 21,621,376 $ 1,760,178 $ 616,802 $ 212,150 $ 1,633,870 $ 19,650 ~ ~ \V --~ SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - GENERAL _ _. ~ ., . : ; , -. , .,, . . . . _ ~`":~~~-~l~.`"'!~~•.__'~'-~L.~,_~~..~~9'~" - ~ _ _ - - - - ~~ . .. .~e ' . , ~,~ . :~ . ~ . , . ~ _,P.•. , , . . ! . ' l ~_ i . , ' f ..----` ~.-_ .-.-.~ ~ - . I L_i ~ l._~ i i i , - i i SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - GENERAL PROJECTS UNFUNDED DURING THE FIVE YEAR T1ME FRAME ~~ UNFUNDED PORTfON OF J . ESTIMATED ~ PROJECT NUMBER AND NAME ~ COST 930006 Civic Center Modification Design Services & Construction $ 14,902,561 - ` TOTAL $ 14,902,561 t. w ~ ~ SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - COMMUNITY IMPROVEMENTS PROJECT NUMBER AND NAME 940002 San Ramon Road Landscape Renovation 940005 Transit Center Art 940007 . Tree Planting .Project ~ _ Annual : Sidewalk Safety Repair`Program N/A City Entrance Sign Modifications TOTAL COST FINANCII~lG Generai Fund (1001) ~ Public Arts Fund (2801) ~ TOTAL FINANCING TOTALS , PRIOR YEARS 2010-2011 2011-201 Z 2012-2013 2013-2014 2014-2015 ~ ; $ 207,220 $ 207,'220 250,000 $' ~ 25,393 $ 224,607 , 40,600 420 450 31,100 $ 5,500 ' 2,750 $ 1,250 , 154 960 84,090 84,09 0 84,090 $ 84,090 $ 84,090 , 154,960 $ 1,073,230 $ 25,393 $ 339,797 $ 89,590 $ 449,020 $ 85,340 $ 84,090 . $ 823,230 $ 115,190 $ 89,590 $ 449,020 $ 85,340. $ 84,090 250,000 $ 25,393 224,607 . $ 1,073,230 $ 25,393 $ 339,797 $ 89,590 $ 449,020 $ 85,340 $. 84,090 ~` ~ ~ ~ ~ ~~ . ~ _._. . .. . . .. _. .- - ~ -- ~ - ;~ ~ - ~ ~ =k9 ... ,>~--"'~`~ ._- ~.~' 'tn_~~_._.:~7 _.w.. or~... ~,.3;:~. ~ - ~~:~~ SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - PARKS ~ PROJECT NUMBER AND NAME TOTALS PRIOR YEARS 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 950001 Dublin Meritage Park and Museums $. . 4,881,846 $ 4,178,277 $ 703 569 ~ 950003 Dutilin Sports Grounds Renovation 2,842,631 1,875,233 , • 967,398 950004 Fallon Sports Park 18,451,541 18,387,130 64,411 950007 Emerald Glen Park Recreation and Aquatic Complex 21,194,875 141,808 . ~ 1,487,425 $ 7,476,567 $8,867,931. $ 3,221,144 950009 Passatempo Park ~ 705,315 33,840 ~ 671 475 N/A Emerald Glen Park ~ 14,472,948 14,472,948 , N/A Energy Block Grant Project ~ 186,700 ~ 186;700 N/A Walfis Ranch Neighborhood Parks 3,340,990 445 495 2 895 495 New Emerald Gien Activity,CenterAcquisition • 74,620 . 74 620 , , , New Positano Neighb,orhood Park - 1,945,385 , 273,905 1 671 480 ~ ~ New Shannon Center and Park Parking Lot 489 300 ~ 489 300 , , ~ rn . , . ~ TOTAL C . OST $ ~ 68,586,151 $ 39,089,236 $ 2,759,903 $. 3,158,905 $ 7,476,567 $9,313,426 $ 6,788,114 FINANCING - General Fund (1001) ~ $ 5,560,403 $ 4,755,176 $ .805 227 Measure D(2302) 4g 7g2 49 792 , American Recovery & Reinvest Act-Env (2311) 186,700 186 700 Storm Water Management (2321) .. ~" ~ 489 300 489 300 ~ , State Park Bond Act (240'f) 609,628 609,628 , ~ East.Bay Regional Park Dist~ict (2402) 2,145,118 1,204,758 940 360 - Public Facility.Fee (4100) . 59,545,210 32,469,882 , 338,316 $ 3,158,905 $ 7,476,567 $9,313,426 $ 6,788,114 TOTAL FINANCING , $ 68,586,151 $ 39,089,236 $ 2,759,903 $ 3,158,905 $ 7,476,567 $9,313,426 $ 6,788,114 ~"'* Schaefer Ranch Neighborhood Park will be d edicated and constructed by_th e Developer of Schaefer Ranch ~~ _..p. ' "~"° ~ - 1.___~ l_~~ 1_5 l_0 L_~ L-~a i'- n ~~ ~_u, ~. L-_=n. L--¢. t~a l_et 1_~" i '~ l_ri: ~-a' l.~l. ~ ~ t SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - PARKS PROJE.CTS UNFUNDED DURING THE.FIVE YEAR TIME FR~4ME PROJECT NUMBER AND NAME 950001 Dublin Neritage Park and Museums 950003 Dublin Sports.Grounds Renovation ~ 950004 Fallon Sports Park ~ 950007 Emerald Glen Park Recreation and Aquatic Complex ~ 950009 Passaternpo Park N/A Cultural Arts Center . N/A Dublin Ranch Area B Neighborhood Square N/A Eastern Dublin Parks N/A Emerald Glen Park N/A Emerald Glen Park Community Center ~ N/A Transit Center Park TOTALS . ~LESS SCHAEFER RANCH DEVELOPMENT AGREEMENT CONTRIBUTION TO FUTURE PHASE HIS70RIC PARK FUNDING SHORTFALL UNFUNDED PORTION OF ESTIMATED ~ COST - $ 9,247,550 1,331,770 16,605,647 ~ 6,934,281 1,648,375 9,493,346 845,820. 15,396,908 1,005,634 8,722,010 17,284,289 $ . 88,515,630 1,500,000 $ 87,015,630 ,~,,~. ~ ~ ~,l t - ~ ti SUMMARY 2010-2015 CAPITAL IMPROVEMENT PROGRAM - STREETS , PROJECT NUMBER AND NAME 960002 Tri-Valiey Transportation Development Fee Regional Transportation Projects 960003 Dublin Boulevard Improvements - Silvergate Drive to Hansen Drive 960004 Eastem Dublin Arterial Street and Freeway Improvements 960005 Downtown Dublin Roadway Improvements 960008 Alarno Canal Traii Under 1-580 ~ 9.60009 Viltage Parkway-AVB Stormwater Treatrnent ' 960010 Saint Patrick Way - Regional Street to Golden Gate Drive 960012 East 8~ West Dublin BART Statlon Corrldor Enhancement - Dublin Boulevard from Hansen Drive to Tassajara.Road 960016 ' San Ramon Road Trafi Improvements 960017 Citywide Storm Drain Repair 960018, 'Dublin Boulevard/AmadorPlaza Road Interseetion Improvements 960019 Dougherty Road Improvements - Amador Valley Boulevard North to City Limits ° 960020 Citywide Signal Communicadons Upgrade Annual Annual Slurry Seal Program Annual Annual Street Overlay Program N/A Dougherty Road Improvements - Amador Valley Boulevard to Hcuston Place . ~- N/A Dubl(n Boulevard - Right Turn at Village Parkway N/A • Scarlett Drfve tron Horse Trail Extensions ~ ~ New Dublin Rench Street Light Pole Painting. ~ New Speed Feedback Demo Project New Traffic Signal Improvements • . TOTAL COST • ~ FINANCING General Fund ('1001) SB300 Grant (2200) State Gas Tax (2201) - . SAFETEA-LU (2202) ACTIA Sales Ta~c - Local 5treets (2204) Measure B - Bike/Pedestrian (2205) ~ 7ransportation Fund for Clean Air (2207) 'CMA TIP Funds (2208) . 7rafflc Congestion Relief Fund (2209) ~ Highway Safety Tra~c Reduction Bond (2210) ~ Storm Water Management (2321) East Bay Regional Park Dist (2402) Assessment Dist - East Dublin Lights (2705) , Traffic Impact Fee-Category 1 (430.1) Traffic Impact Fee-Category 2 (4302) ' Traffic Impact:Fe~Category 3 (4303) Downtown Dub.lin Tra~c Impact Fee (4304) Tri-Valley Transportation Development (4306) ~ Mitigation Contributions (4309) . TOTAL FINANCING . TOTALS PRIOR YEARS 2010-2011 2011-2012 2012-2013 $ 1,250,000 `~ $ 1,250,000 3,787,055 $ 66,285,212 77, 546 2,466,478 567,800 1,847,311 3,635,392 719,97.6 63,732,823 30,556 89,106 60,566 781, 520 3,275,488 161,108 ~ 71,858 685,090 155,225 1,488,362 ~ 1,472 22,418 22,418 43,243 • 8,639 3,271,600 3,795,040 570,269 570,269 3,067,079 37,692 $ 1,114,116 $ 13,130 . 33, 860 1,085,700 1,291,672 507,234 1,065,791 359,904 ~ 2013-2014 2014-2015 626,105 $ 518,049 $ 256,427 89,250 40, 000 163, 288 163, 288 163, 28 9 99,000 ~ 401,620 986,270 ~ 34,604 654,320 ' 654,320 654,320 654,320 654,320 876,650 979,340 627,050 684,950 627,050 719,272 100,000 619,272 / 227,094 227,094 ~ 419,950 ~ 113,150 76,700 76,700 76,700 76,700 57,600 ' 57,600 ' 488,840 311,290 177,550 : S 91,866,680 $ 69,747,010 $ 9,538,540 $ 5,027,070 $ 3,842,255 $ 2,097,308 $ 1,614,497 $ $ 854,637 $ 235,722 $ 69,340 69,340 5,035,140 . 713,576 4,064,682 2,986,142 1,910,319 62,269 1;272,090 91,910 34,604 217,000 889,990 648,618 567,8D0 60,566 ~ 465,372 " 419,950 . 61,575,244 60,820,294 5,059,628 2;912,529 1,891-,614 1,790,739 32,028 270, 000 4,829,713 • 1,762,634 . 91,866,680 $ 69,747,016 $ 40,000 $ 163,288 $ 984,284 624,320 957,540 121,000 ; 454,050 294,950 113,430 976,750 34, 604 217, 000 422,600' 467,390 507,234 185,700 279,672 113,150 76,700 9,950 680,000. 255,602 555,916 980,000 201,800 1,177,921 333,680 270,000 3,067,079 9,538,540 $ 5,027,U70 252,536 $ 163,289 904,320 904,320 904,320 347,050 404,950 347,050 30,000 30,000 30,000 648,618 76, 700 45,000 581,105 709,814 247,110 f 76,700 . 76,700 ~~..~ 10,000 10,000 Vja~ 508,04,9 246;427 ~} 3,842,255 $. 2,097,306 ~$ 1,61 (~ i . r. r r~ ~ r I rt ~ ~ ~ ~ ~ ! ~ 1 : ~J : 1 ~ "~l ~____I ~~ ~) ~' ~_____1 • . ~.J• ~_____t• 1_...1 SUMMARY~ 2010-2015 CAPITAL IMP.ROVEMENT PROGRAM - STREETS PROJECTS UNFUfVDED DURING THE FIVE YEAR TIME FRAME ` " UNFUNDED - PORTION OF _ ~ ~ ESTIMATED PROJECT NUMBER AND NAME COST 960002 Tri-Valiey Transportation Development Fee Regional Transportation Projects $ 10,306,860 . 960004 ~ Eastern Dublin Arterial Street and Freeway Improvements 94,458,952 - 960005 Downtown Dubfin Roadway Improvements ' 5,569,915 960019 Dougherty Road improvements - Amador Valley Boulevard North to City Limits 4,352,563 N/A Doughe-ty Road Improvements - Amador Valley Boulevard to Houston Place 3,903,908 N/A Dublin Boulevard Improvements - Sierra Court to Dublin Court ~ 2,984,005 N/A - Scarlett Drive Iron Horse Trail Extension 10,905,696 ~ ~ ~ 70TALS $ 132,481,899 co . - I ~ LESS MEASURE B FUNDS~PROGRAMMED FOR THE SCARLET' DR1VE IRON $ . 6,267,000 ' ~ HORSE TRAIL EXTEMStON PROJECT LESS PROJECTED AVAILABLE TRAFFIC IMPACT FEES AS OF 6/30/2015 $ 6,737,539 FUNDING SHORTFALL $ 119,477,360