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03-23-2013 Joint Workshop
AGENDA/NOTICE' DUBLIN CITY COUNCIL sTECIAL 9 EW-213 ry Saturday, March 23, 2013, 9:00 A.M. DUBLIN LIBRARY, COMMUNITY ROOM 200 CIVIC PLAZA, DUBLIN, CA 94568 • Agendas and StaffRepo►ts are posted on the City's Internet iYebsite (wwtadublln.ca.gov) • Agendas may be picked up at the City Clerk's Office for no charge, or to request information regarding an electronic notification list, please call 8334650. • A complete packet of information containing StafJReports and exhibits related to each item is available for public review at least 72 hours prior to a Regular City Council Meeting oi; in the event that it is delivered to the City Counciimembers less than 72 hours prior to a Cloy Council Meeting, as soon as it is so delivered The packet is available In the City Clerk's Office and also at the Dublin Library. Notice is hereby given that a Joint Special Meeting of the City of Dublin City Council / Heritage and Cultural Arts Commission / Parks and Community Services Commission / and Planning Commission will be held on Saturday, March 23, 2013 at 9:00 A.M., for the purpose of a joint Strategic Planning Workshop. 1. PUBLIC COMMENT 2. JOINT STRATEGIC PLANNING WORKSHOP The City Council, Heritage and Cultural Arts Commission, Parks and Community Services Commission, and Planning Commission will participate in a joint workshop to discuss proposed changes to the City's 10-Year Strategic Plan (available on the City's website). The City Council and Commissions will discuss the proposed strategies; consider progress to date; and any further actions to support the strategies. The City Council will then discuss the next steps in the Strategic Plan process, including the Strategic Plan's relationship to development of the City's Budget for Fiscal Year 2014- 2015 and 2015-2016. 3. ADJOURN to the Regular City Council meeting of April 2, 2013, at 7:00 p.m, in the Dublin Council Chambers located at 100 Civic Plaza, Dublin, California. AFFIDAVIT OF NOTICING AND POSTING: I, Caroline P. Soto, City Clerk for the City of Dublin, declare that a copy of this agenda / notice was posted in the kiosk in front of the Civic Center and that the City of Dublin City Council Members and the Media were provided notice on Tuesday, March 19, 2013. March 23, 2013 Joint Special Mtg City CounciUCoimnissions Agenda Page 1 of 1 CITY OF DUBLIN DATE: March 20, 2013 City Manager's Office T0: City Council, Heritage d Cultural Arts Commission, Parks and ommunity Services Commiss Planning C mmission, and / Executive Tram FROM: Joni L. Pattill City Manager SUBJECT: Strategic Plan oint Workshop March 23, 2013, Attached you will find severa' documen Strategic Plan Workshop: • Workshop Schedule \ • City of Dublin Strategic Plans M o Fiscal Year 2012-2013 P Ad( currents - providing background information for Saturday's on, Vision, Values, and Strategies urinary Update and Proposal for Fiscal Year 2013-2014 d o Fiscal Year 2011-2012 • City of Dublin Fiscal Year 201 2012 Annual Report • Resolution 17241, Amendin and Restating the Policy Regarding Ex Parte Contacts in Quasi - Judicial Proceedings • Commissions Code of Con uct • Planning Commission, D�iblin Municipal Code §2.12 • Parks and Community f ervices Commission, Bylaws and Rules of Procedure • Heritage and Cultural Arts Commission, Bylaws and Rules of Procedure • City Council / City Manager Form of Government Information o ICMA (Inter ational City / County Management Association) Code of Ethics Saturday's Joint Workshop is an opportunity for the City .Council and Commissions to share their progress and ideas about the Strategic Plan. Beginning vvit�i,the Fiscal Year 2011-2012 Strategic Plan update prods, the City Council increased engagement with the City's Commissions around the Strategic Plan in an effort to strengthen activities identified to achieve the Strategic Plan Strategies. For the Fiscal Year 2013-2014 update, the City Council has continued to enhance engagement with the City's Commissions around the Strategic Plan process by adding two additional steps to the process. In January 2013, the City Council's Strategic Plan Consultant, Sherry Lund of Sherry L. Lund Associates met with each Commission to review the Strategic Plan process, how the Strategic Plan is CITY OF D UBL IN DATE: March 20, 2013 City Manager's Office T0: City Council, Heritage and Cultural Arts Commission, Parks and Community Services Commission Planning Commission, and Executive Team FROM: Joni L. Pattillo, City Manager SUBJECT: Strategic Plan Joint Workshop Documents — March 23, 2013 Attached you will find several documents providing background information for Saturday's Strategic Plan Workshop: • Workshop Schedule • City of Dublin Strategic Plan: Mission, Vision, Values, and Strategies o Fiscal Year 2012-2013 Preliminary Update and Proposal for Fiscal Year 2013-2014 o Fiscal Year 2011-2012 Adopted • City of Dublin Fiscal Year 2011-2012 Annual Report • Resolution 17241, Amending and Restating the Policy Regarding Ex Parte Contacts in Quasi - Judicial Proceedings • Commissions Code of Conduct • Planning Commission, Dublin Municipal Code §2.12 • Parks and Community Services Commission, Bylaws and Rules of Procedure • Heritage and Cultural Arts Commission, Bylaws and Rules of Procedure • City Council /City Manager Form of Government Information o ICMA (International City /County Management Association) Code of Ethics Saturday's Joint Workshop is an opportunity for the City Council and Commissions to share their progress and ideas about the Strategic Plan. Beginning with the Fiscal Year 2011-2012 Strategic Plan update process, the City Council increased engagement with the City's Commissions around the Strategic Plan in an effort to strengthen activities identified to achieve the Strategic Plan Strategies. For the Fiscal Year 2013-2014 update, the City Council has continued to enhance engagement with the City's Commissions around the Strategic Plan process by adding two additional steps to the process. In January 2013, the City Council's Strategic Plan Consultant, Sherry Lund of Sherry L. Lund Associates met with each Commission to review the Strategic Plan process, how the Strategic Plan is 2 developed, the Strategic Plan's relationship to core City services and the budget. As additional orientation for new and returning Commissioners, Ms. Lund presented information about the role and scope of the specific Commission (information attached for reference). Following the City Council's Strategic Plan workshop on March 2, 2013, each Commission was presented with the City Council's proposed language changes for Fiscal Year 2013-2014 as an additional step in preparing for the joint discussion on Saturday, March 23rd, Commissioners who are continuing their service from prior years will have direct inside experience with Commission activities. If you are a newly appointed Commissioner, please actively contribute your observations; you bring perspective as a citizen, sitting in the community, seeing what is visible and working, and how Commission work could be strengthened. In preparation for Saturday's conversation, please consider the following questions: • How is your Commission supporting the current City-wide strategies? What is working best? • Given the City Council's most recent proposal for the City-wide strategies: o What are you already doing as a Commission that could continue to be strengthened orexpanded? o What are your thoughts about other ways that you might contribute, taking into consideration the City Council's commitment to fiscal sustainability? Shorter term? Longer term? o Listening to other Commissions, do you see opportunities to leverage what they are doing through your own Commission activities? We ask everyone to be thoughtful about sharing the air time during this Workshop to ensure that there is an equal opportunity to participate in the discussion. Please review and bring these documents with you to the Joint Strategic Plan Workshop on Saturday, March 23, 2013. The workshop is scheduled to begin at 9:00 A.M. in the Library Community Room. A light breakfast will be provided beginning at 8@30 A.M. Commissioners are encouraged to attend the entire workshop to fully participate in the discussion, howeverI may attend as their schedules permit. An outline of the workshop schedule is attached. 3 City Council / City Commissions Strategic Planning Workshop Saturday, March 23, 2013 9:00 A.M. Dublin it Library, Communy Meeting Room Schedule (Breakfast available beginning at 8:30 A.M.) 9:00 A.M. Welcome by Mayor Public Comment Introduction and Process for the Day Proposed Strategic Plan Changes for Fiscal Year 2013-2014 Commission Input 9:30 A.M. Heritage and Cultural Arts Commission 10:20 A.M. BREAK 10:30 A.M. Parks and Community Services Commission 11:10 A.M. Planning Commission Leveraging Strategic Work of Commissions Next Steps Budget Study Session —April 30, 2013 Budget Hearing / Strategic Plan Adoption — June 4, 2013 Closing and Evaluation 0 CITY OF DUBLIN City of Dublin Ten Year Strategic Plan Proposed Fiscal Year 2013-2014 (Inclusive of City Council Proposed Changes as of March 2, 2013) MISSION The City of Dublin promotes and supports a high quality of life which ensures a safe and secure environment that fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES Our Values in Building Community Promote locations and events that bring people of all ages together. Provide more venues for family -based activities. Foster heritage and cultural development. Our Values in Ensuring a Safe Community Provide high quality police and fire services to insure the safety of the citizens living in the community. Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development Assure that development contributes positively to the City's fiscal health. Support pedestrian -friendly development, transit -oriented development, green building and environmental responsiveness. Promote high quality design and architectural standards in private development and in all public facilities. 5 Develop transportation systems that facilitate ease of movement throughout the City. Our Values in Governing Commit to openness and responsiveness to the public and community. Operate at all times with honesty and integrity. Exercise fairness in consideration of issues, Provide a high level of customer service and responsiveness from City staff to citizens. Embrace technology to improve effectiveness and efficiency. Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities Encourage collaboration and communication with other communities on issues of mutual concern, Encourage public and private partnerships of mutual benefit. STRATEGIES 1. Pursue economic development initiatives that attract new businesses while strengthening and supporting existing businesses. a. Develop programs that create and retain jobs, as well as increase sales tax revenue. b, Create programs that support small businesses in Dublin. c. Focus business development efforts on Priority Development Areas and adjacent properties d. Retain, attract and support innovative companies. 2. Continue to strengthen the identity and aesthetic appeal of the downtown. a. Facilitate and encourage continued investment in Downtown Dublin. b. Continue to work with private property owners to renovate or update retail areas. 3. Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. a. Establish Open Space Area in western hills, b. Create Open Space connections and trails where appropriate. c. Implement open space policies of the Eastern Dublin GPA / Specific Plan. d. Explore and implement strategies that enhance environmental sustainability. 4. Develop dynamic and unique community recreational and cultural opportunities in the region. a. Expand and enhance Dublin Heritage Park and Museums. b. Develop e state-of-the-art recreation programs and facilities /-agiE Eerflpfex. c. Identify opportunities for development of a unique passive park / recreation facility. 2 0 5. Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. Develop City VVide EeffiffiHnicatien and eutFeach pregraffis that previde Eennectivity with our re5idents and a. Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. 3 7 CITY OF DUBLIN Citv of Dublin Ten Year Strategic Plan 11111111 Adopted Fiscal Year 2011-2012 Preliminary Update for Fiscal Year 2012-2013 & Proposal for Fiscal Year 2013-2014, including Ongoing activities STRATEGIES STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening and suuportinq existing businesses. STRATEGIC GOAL #1A: Develop programs that create and retain jobs, as well as increase sales tax revenue. FISCALYEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Create a comprehensive marketing and branding plan for the City. Proposed 2. 2013-2014 Focus the City's Business Visitation Program on high -growth companies. Proposed 3. 2013-2014 Advance the City's participation in regional efforts (i-GATE, Tri-Valley CVB, Innovation Tri-Valley, East Proposed Bay EDA, etc.). 4. 2013-2014 Position development sites (Downtown and Eastern Dublin Transit Center) to meet current and future Proposed market demand and provide necessary marketing support. 5. 2013-2014 Partner with the Alameda County Surplus Property Authority on the Eastern Dublin Transit Center, Proposed 6. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Proposed 7. 2013-2014 Expedite development process Downtown and optimize conditions for entertainment uses. Proposed 8. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic Proposed development. 91 2013-2014 Explore the creation of an economic development corporation. Proposed 10, 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 11. 2012-2013 Develop business meetings / summits with property owners around key areas of interest. Complete by 06/30/13 12. 2011-2012 Develop an Economic Development Strategy. Complete 13. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 14. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 15. 2011 -201 2 Explore a Shop Local Holiday Campaign. Complete 16. 2011 -201 2 Update the Facade Improvement Program. Complete 17. 2010-2011 Execute Business Visitation Program. Complete 18. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete Ongoing ■ ■ ■ o i ■ o i STRATEGIC GOAL # FISCAL YEAR 1. 2013-2014 #1B: Create programs that support small businesses in Dublin. PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL Focus the City's Business Visitation Program on high -growth companies. STATUS Proposed 2. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Proposed 3, 2013-2014 Develop and implement on-line building permit application for routine "over-the-counter" permits. Proposed 4. 2013-2014 Engage local businesses in updating Business Watch program. Proposed 5. 2013-2014 Monitor on-line Business License Renewal Program to ensure high-level customer satisfaction. Proposed 5 �'i 6. 2013-2014 Develop on-line building inspection scheduling. New 7, 2012-2013 Amend Zoning Ordinance to streamline entitlements for Commercial Day Care facilities. Underway 8. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 9. 2012-2013 Develop business meetings / summits with property owners around key areas of interest. Complete by 06/30/13 10. 2012-2013 Develop on-line access to plan check comments for active building permit applications. pesting e# PIaR EheEIFEemrients. Complete by 06/30/13 11. 2011-2012 Develop an Economic Development Strategy. Complete 12. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete 13. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 14, 2011-2012 Explore a Shop Local Holiday Campaign. Complete 15, 2011-2012 Update the Facade Improvement Program. Complete 16. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services, Complete 17. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 18. 2010-2011 Develop a Business Anniversary Awards Program. Complete 19. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete 20. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete Ongoing ® ra. Ho s/summits with property owners aro M ing partnership oppoq ' i s,witlr i e A b1' tuber of C ® ® ment�ro�' recognizing new and remodeled projects of spec ®000021111101 Pl01h^, fl3 P��h^ins /k N �not I STRATEGIC GOAL #1C: Focus business development efforts on Priority Development Areas and adjacent properties. (Proposed City Council addition March 2, 2013) STRATEGIC GOAL #1 D: Retain, attract and support innovative companies. (Proposed City Council addition March 2, 2013) STRATEGY Us Continue to strengthen the identity and aesthetic appeal of the downtown. STRATEGIC GOAL #2A: Facilitate -and encourage continued investment in Downtown Dublin, # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2014-2015 Identify aesthetic improvements consistent with comprehensive marketing and branding plan for the Proposed City. 2. 2013-2014 Implement Design Awards Program to recognize new and remodeled projects of special quality. Proposed 3. 2013-2014 Position development sites to meet current and future market demand and provide necessary Proposed marketing support. 4. 2013-2014 Monitor new temporary sign regulations to ensure consistency and allowing for more attractive place Proposed to do business. 5. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Proposed 6. 2013-2014 Expedite development progress Downtown and optimize conditions for entertainment uses. Proposed 7. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic Proposed development. 8. 2013-2014 Explore the creation of an economic development corporation. Proposed 9. 2013-2014 Identify additional parkland to serve residential development planned for downtown Dublin. Proposed 10. 2013-2014 Explore funding options to facilitate implementation of Bikeways and Pedestrian Master Plan. Proposed 11. 2013-2014 Update the Downtown Traffic Improvement Fee Program following adoption of the Bikeways and Proposed Pedestrian Master Plan, 12. 2013-2014 Complete design and bid of the construction of pedestrian safety improvements on Amador Valley Proposed Boulevard in Downtown area. 13. 2012-2013 Ensure completion of Golden Gate Drive Downtown Pedestrian Connection Project. Underway 14, 2011-2012 Oversee construction of St. Patrick Way between Golden Gate Drive and Regional Street. Underway 11 15. 2012-2013 Facilitate roundtables with commercial brokers and the development community, Complete by 06/30/13 16, 2012-2013 Develop business meetings / summits with property owners around key areas of interest. Complete by 06/30/13 17, 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special quality. Complete 18. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 19. 2011-2012 Update the Fa4ade Improvement Program. Complete 20. 2010-2011 Work with Chabot / Las Positas to find location for District Office / Learning Center. Complete 21. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 22. 2010-2011 Explore beautification programs (i.e. fagade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete 23. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area, Complete 24, 2009-2010 Develop Economic Incentive Program. Complete 25. 2008-2009 Facilitate the selection of public art for three (3) Private Development projects. Complete 26. 2008-2009 Prepare Community Design Element for General Plan. Complete 27. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 28, 2006-2007 Develop Historic District Master Plan for Dublin Blvd. / Donlon property and implement Specific Plan, if required. Complete 29. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. Complete 30, 2005-2006 Complete Senior Housing Project, Complete 31. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. Complete 32, 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 33, 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 34, 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. Complete 35. 2005-2006 Develop and implement program to keep trucks out of shopping centers and overnight parking. Complete Ongoing E:? 12 Ctk^4J u niiu n ;r m: ❑0 �E&MMMI r 1fk.li I I(),.J,. i•.I STRATEGIC GOAL #2B: Continue to work with private property owners to renovate or update retail areas. 9 FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Support Downtown Specific Plan area property owners' business attraction and development efforts. Proposed 2. 2013-2014 Explore potential funding sources and financing tools to advance real estate and economic development. Proposed 3. 2013-2014 Explore the creation of an economic development corporation. Proposed 4. 2013-2014 Identify opportunities for public art in downtown Dublin. Proposed 5. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special quality. Complete 6. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 7. 2011-2012 Update the FaIgade Improvement Program. Complete 8. 2010-2011 Work with Chabot / Las Positas to find location for District Office / Learning Center. Complete 9. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 10. 2010-2011 Explore beautification programs (i.e. fa4ade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete 11. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area. Complete 12. 2009-2010 Develop Economic Incentive Program. Complete 13. 200911112010 Examine parking requirements to streamline development review and encourage businesses to locate within the City of Dublin. Complete 14. 2008-2009 Prepare Community Design Element for General Plan. Complete 15. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 16. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. Complete 17. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 13 18. 1 2005-2006 19. I 2004-2005 20, I 2004 2005 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Investigate Options for Shamrock Village. Work with Shamrock Village to factate improvement to the Center. Ongoing Complete Complete Complete ff op economak. 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. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening of the Dublin Hills Regional Park. Complete. 2. 2004-1OOS Work with East Bay Regional Parks District to complete negotiations for land acquisition or obtain Underway conservation easement to provide public access in the western hills for an Open Space Area. 3. 2004-2005 Identify and secure sources of funding for land acquisition in the western hills for an Open Space Underway Area. 4, 2004-2005 Upon completion of land acquisition in the western hills, prepare an Open Space Master Plan and No Progress appropriate CEQA documents. Ongoing _POWth East Bay Regional Parks Dist `negoions for 1.UMMMM van STRATEGIC GOAL #3B: Create open space connections and trails where appropriate. 1. � 2013-2014 � Complete the Bikeways and Pedestrian Master Plan. � Proposed 2. Z013-2014 Begin discussions with EBRPD about the Master Plan and the feasibility of joint improvements for Proposed the future Moller Ranch Neighborhood Park and Staging Area. 3. I 2001-2002 I Complete U,S, Army Reserve Camp Parks General Plan and Specific Plan Amendments. I Underway 10 4. 2011-2012 Oversee construction of the Alamo Canal Trail Under I-580. Complete 5. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 6. 2006-2007 Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify funding sources to facilitate the connection of Alamo Canal Trail under I-580 to Pleasanton trails. Complete 7. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Amendments. Complete 8. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. Complete 9. 2005-2006 Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. Complete STRATEGIC GOAL #3C: Implement open space policies of the Eastern Dublin GPA /Specific Plan. il■l�Td�lrb�Q�%i 2. I 2005-2006 3. I 2005-2006 4. I 2006-2007 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Underway Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Complete Area. Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. � Complete Complete review of Moller Annexation and General Plan and Specific Plan Amendments. � Complete STRATEGIC GOAL #3D: Explore and implement strategies that enhance environmental sustainability. 1. 2013-2014 Implement an environmental recognition program for targeted program practices for Dublin Proposed businesses. 2. 2013-2014 Implement Tobacco Retailer License System. Proposed 3. 2013-2014 Implement application process for Conditional Use Permits for businesses selling tobacco products Proposed within 1,000 feet of schools, residential neighborhoods, and libraries. 4. 2013-2014 Continue to encourage agricultural open space and inclusion of viticulture themes in development Proposed projects. 5. 2013-2014 Continue efforts to support vintners in Dublin and the Livermore Valley Winegrowers Association. Proposed 6. 2013-2014 Complete design and bid the construction of pedestrian safety improvements on Amador Valley Proposed Boulevard in Downtown area. 7. 2013-2014 Explore clean water program grant funding for storm water treatment features in the Dougherty Road Proposed 11 15 Y \aJ%^4 6�3 I \Ati"k M \'� Improvement project, 84 2013-2014 Explore funding options for pedestrian and bicycle improvements on Amador Plaza Road between Proposed Amador Valley Boulevard and St. Patrick's Way. 9. 2013-2014 Explore funding options for Village Parkway downtown corridor improvements. Proposed 10, 2013-2014 Explore funding options for project environmental studies and engineering design for a downtown Proposed Dublin Boulevard bikeway corridor. 11, 2012-2013 Work with Dublin San Ramon Services District (DSRSD) on expansion of the recycled water irrigation Underway system to Kolb, Stagecoach and Alamo Creek Parks, 12, 2012-2013 Work with Dublin San Ramon Services District on expansion of the recycled water irrigation system to Underway Kolb, Stagecoach and Alamo Creek Parks. 130 2012-2013 Develop an environmental recognition program for targeted program practices for Dublin businesses. Underway 14, 2012-2013 Complete Central Irrigation Control Upgrades. Underway 154 2012-2013 Develop and implement composting programs at all Dublin Unified School District Middle Schools. Underway 16, 2012-2013 Coordinate Energy Audit Outcomes. Underway 17, 2012-2013 Partner with California Youth Energy Services to provide energy savings to residents. Underway 180 2012-2013 Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Silvergate Drive, Underway 198 2011-2012 Create new Energy Conservation and Generation Element of Dublin General Plan. Underway 204 2012-2013 Explore changes to City policy documents to implement One Bay Area's Sustainable Communities Complete by Strategy. 06/30/13 218 2012-2013 Expand the Dublin Unified School District Recycling Contest to the middle schools. Complete by 06/30/13 22, 2012-2013 Explore a collaborative effort with Dublin San Ramon Services District (DSRSD) to educate the Complete by commercial community about water conservation. Update the Climate Action Plan (CAP). 06/30/13 Complete by 23, 2012-2013 06/30/13 24, 2012-2013 Coordinate implementation of the City's Trash Reduction Plan. Complete by 06/30/13 25, 2012-2013 Establish storm drain capture project to assist with trash reduction. Complete by 06/30/13 26, 2011 -201 2 Create new Water Conservation and Management Element of Dublin General Plan. Complete by 06/30/13 27. 2012-2013 Develop an ordinance that requires existing and future commercial locations, which have adequate Complete enclosure space, to provide recycling and composting services. 284 2012-2013 Develop and implement an organics collection program at all City facilities. Complete 12 I: 29. 2012-2013 Develop and implement a green fleet administrative policy. Complete 30, 2012-2013 Develop and implement a contract amendment with Amador Valley Industries that lowers the cost of garbage collection services to ensure economic sustainability of the DUSD recycling and composting programs. Complete 31. 2012-2013 Develop and implement composting programs at Dublin Unified School District elementary schools. Complete 32, 2012-2013 Explore opportunities to provide a collection point for discarded pharmaceuticals. Complete 33. 2012-2013 Work with StopWaste to educate the community on the countywide bag ban. Complete 34. 2012-2013 Work with PG&E to promote energy savings programs. Complete 35. 2012-2013 Develop a community a -waste recycling opportunity outreach program. Complete 36. 2011-2012 Develop a tobacco retailer license system. Complete 37. 2011-2012 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. Complete 38. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Dublin Boulevard. Complete 39, 2010-2011 Explore the feasibility of a mandatory requirement for the installation of sustainable features, like solar power building infrastructure for future installation, for new residential and non-residential development projects and look at possible incentives. Complete 40. 2011-2012 Partner with schools to do outreach related to waste management with the students and teachers. Complete 41. 2011-2012 Explore greater a -waste recycling / disposal opportunities within the City of Dublin. Complete 42. 201 0-2011 1 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services. Complete 43. 2010-2011 Conduct six (6) watershed awareness educational events. Complete 44. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 45. 2010-2011 Explore the feasibility of a green fleet plan for the City. Complete 46. 2010-2011 Implement recommended solutions for paperless City Council Meetings. Complete 47. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 48, 201 0-2011 1 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete 49. 2010-2011 Explore and present findings related to creation of food waste programs at City facilities. Complete 50. 201 0-2011 1 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks, soda, etc.) at City hosted events. Complete 51. 2010-2011 Implement a food -scrap, cash -incentive program for single family residential customers. Complete 52. 2010-2011 Create a Climate Action Plan. Complete 13 17 Ongoing Ongoing ervatl6 aYi" ' pnd= enW, a Implement zoning restric" a Con �obacco products withinsidential n Work with StopWaste to _ aide technical assistance to and certify prospecti. plementatith _ sh ® bngi ® ® ® ■ ola _ _ _-. ential developm S ® 0 Mng i mng ■ Wng ■ e 14 STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC GOAL #4A. Expand and enhance Dublin Heritage Park and Museums. FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Complete the Conservation Assessment Program (CAP) and prepare implementation plan from Proposed recommendations in the study. 2. 2013-2014 Conduct feasibility study on expanding capacity at the Dublin Pioneer Cemetery. Proposed 3. 2013-2014 Conduct museum study for the Heritage Park Museums and the Camp Parks Collection and Proposed determine collection policies, operational enhancements and opportunities for temporary, virtual and permanent exhibits. 4. 2012-2013 Re -locate VisitorMelcome Center to St. Raymond Church to enhance visitor experience and Underway interpretive opportunities. 5, 2012-2013 Update Parks and Community Services Strategic Plan. Underway 6, 2012-2013 Develop and implement Parks and Community Services marketing and promotions plan. Complete by 06/30/13 7, 2011-2012 Pursue a Museum Assessment Program Phase III Application process. Complete 8. 2011-2012 Conduct monthly Saturday events at the Dublin Heritage Park and Museums. Complete 9. 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote rentals of the Complete facility. 10. 2011-2012 Establish an Art / Ceramic Studio in the Old Kolb House. Complete 11. 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the Collection Complete (pending approval by the US Army Center of Military History). 12. 2010-2011 Upon relocation of the Kolb properties to the Dublin Historic Park, complete furnishing of buildings Complete and catalogue / accessioning of the collections of the Kolb family. 13. 2010-2011 Conduct a park / facility dedication event for the Dublin Historic Park, Phase I. Complete 14, 2010-2011 Produce one exhibit and corresponding catalog each year that will focus on a significant Dublin Complete family or theme. 15. 2009-2010 Implement a self study and peer review for the Phase II Museum Assessment Program (MAP) — Complete Public Dimension Assessment for the Dublin Heritage Center, 16. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of design and Complete construction documents for Phase I of the Dublin Historic Park. 17. 2007-2008 Establish a Visitor Center at St. Raymond's Church. Complete 18. 2007-2008 Assess the condition of the Kolb Family properties (house, barn, and workshop) and develop a plan Complete for relocation of the properties as appropriate. 19. 2006-2007 Develop Historic District Master Plan for Dublin Blvd. / Donlon property and implement Specific Plan, Complete 15 19 if required. 20. 2006-2007 Prepare an update to the Parks and Recreation Master Plan. Complete 21. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Dublin Historic Park Complete including DHPA land / cemetery feasibility study. 22. 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the National Register Complete of Historic Places. 23. 2006-2007 Submit application for California Cultural Historic Endowment grant for Dublin Historic Park project. Complete 24, 2005-2006 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that will optimally Complete highlight Dublin's history. Ongoing ® it . ogue ellillWhat wil 1101 nt Dubli S 1p Parks Collection. ® Old Kolb House. ®§qMJW Heritage Park and Museums. STRATEGIC GOAL #4B: Develop estate -of -the -art recreation programs and facilities I-a�uatiE-c-err+plesr. 1. 2015-2016 Complete construction of Phase I and installation of Public Art. Proposed 2. 2014-2015 Begin construction of Phase I and fabrication of Public Art. Proposed 3, 2013-2014 Complete construction document for Phase I and bid the project. Proposed 4. 2013-2014 Identify opportunities for Public Art at the facility and begin artist selection. Proposed 5. 2012-2013 Update the building and phasing plan and re -start design of the facility. Underway 6, 2012-2013 Update Public Facility Impact Fee. Underway 7, 2008-2009 Undertake development of design and construction documents for Emerald Glen Recreation and Underway Aquatic Complex. 8, 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan for the Emerald Complete Glen Recreation / Aquatic Center. 16 20 P6(r4 r IP vc r t'1aA�� ^3 STRATEGIC GOAL #4C: Identify opportunities for development of a unique passive park / recreation facility. # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Determine if there are park sites in the Eastern Dublin Specific Plan that may be suitable for a more Proposed passive park. 2. 2012-2013 Identify additional parkland to serve residential development planned for downtown Dublin. Underway 3. 2013-2014 Complete Passatempo Neighborhood Park. Underway 4. 2013-2014 Complete Schaefer Ranch Park. Underway 5. 2012-2013 Identify additional parkland to serve residential development planned for downtown Dublin. Underway 6. 2012-2013 Update Public Facility Impact Fee. Underway 7, 2012-2013 Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and soccer field. Complete 8, 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Underway 9. 2012-2013 Complete Positano Hills Neighborhood Park. Complete by 06/30/13 10. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 11. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique passive park / Complete recreation facility. 12, 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Complete Area. 13. 2005-2006 Conduct research on various unique passive park / recreation facilities and identify preferred Complete components and site requirements. 17 21 ► #5 Identify1 or enhanced opportunities t1communitypromotion, 1 engagement 1 outreach. Visas STRATEGIC GOAL #5A: Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. dentify 1 for new and or enhanced opportunities community premetien, marketing, engagement and outreach. . M,10=11L[111111111 ~ I IVA 1. 2013-2014 Create a comprehensive marketing and branding plan for the City. Proposed 2. 2013-2014 Conduct community outreach to update the Parks and Community Services Strategic Plan. Proposed 3. 2013-2014 Explore alternative to connect residents with City Hall and educate the community on available City Proposed services. 4. 2013-2014 Develop "Welcome Packet" for residents of new neighborhoods, augmented by information on City Proposed website, 5. 20131,,2014 Explore feasibility of establishing a Human Services Commission focusing on Tri-Valley social service Proposed issues. 6. 2013-2014 Collaborate with Alameda County 2-1-1 to promote available services in the community. Proposed 7. 2013-2014 Develop and distribute informational guide to community on "Celebrating with Fireworks". Proposed 8. 2013-2014 Develop and distribute informational guide on participating in "P.A.C" (Pulsepoint, AED's, CPR) to Proposed help save lives. 9. 2013-2014 Develop Neighborhood Watch Block Captain training and certification program. Proposed 10. 2013-2014 Create a Neighborhood Resources newsletter for community outreach on a bi-annual basis. Proposed 11. 2013-2014 Engage local businesses in updating Business Watch program. Proposed 12. 2013-2014 Implement redesigned Neighborhood Watch Program and "National Night Out" event. Proposed 13. 2013-2014 Investigate collaborative opportunities with local mental health providers to promote mental illness Proposed support services within the community. 14. 2013-2014 Develop and actively seek opportunities to provide community presentations on frequently requested Proposed and emerging safety topics. 15. 2012-2013 Develop Marketing and Promotions Plan for the programs, classes and events offered by the Parks Underway and Community Services Department. 16, 2012-2013 Continue to evaluate Social Media uses and options for general City use. Underway 17. 2012-2013 Develop and Implement Parks and Community Services marketing and promotions plan. Underway 18. 2012-2013 Expand options available as part of the Camp Connector program, Underway 19. 2012-2013 Expand Saturday programs to include use of existing preschool classrooms at Shannon Community Underway Center and Emerald Glen Park. 22 20. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete 06/30/13 by 21. 2012-2013 Develop business meetings / summits with property owners around key areas of interest. Complete 06/30/13 by 22, 2012-2013 Identify new opportunities for Neighborhood Outreach and education programs. Complete 06/30/13 by 23. 2012-2013 Expand Crime Prevention Education and Outreach Materials on City website. Complete 06/30/13 by 24. 2012-2013 Establish Residential Fire Sprinkler Community Awareness Program, Complete 06/30/13 by 25. 2011-2012 Update Dublin General Plan to include new information, graphics and photos. Complete 06/30/13 by 26, 2012-2013 Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Activities. Complete 27, 2011-2012 Develop and distribute an Annual Report on City Accomplishments. Complete 28. 2011-2012 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. Complete 29. 2011-2012 Implement five Volunteer Projects. Complete 30. 2011-2012 Partner with schools to do outreach related to waste management with students and teachers. Complete 31. 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete 32. 2011-2012 Develop Social Media Policies. Complete 33. 2010-2011 Implement City Communication Plan. Complete 34. 2010-2011 Develop and distribute quarterly e-newsletter by market segment to coincide with publication of Activity Guide. Complete 35. 2010-2011 Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crime prevention / safety tips and upcoming Police Services events. Complete 36. 2010-2011 Update the City's website and include an element of community involvement in the process. Complete 37. 2010-2011 Explore options for a listsery system to inform the community of City meetings, news, and events. Complete 38. 2009-2010 Produce a Citywide Newsletter. Complete 39. 2009-2010 Explore the feasibility of acquiring or producing a crime prevention video for distribution to targeted audiences within the community and determine the best means of delivery. Primary focus would be on minimizing risk of being a victim of property crimes. Complete Ongoing 23 -- ' s � � i s � i ■ � i ■ � i �z�� 24 CITY OF DUBLIN City of Dublin Ten Year Strateaic Plan Adopted Fiscal Year 2011 —201 2 MISSION The City of Dublin promotes and supports a high quality of life which ensures a safe and secure environment that fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage. As Dublin grows, it will balance history with progress, to sustain an enlightened, economically balanced and diverse community. Dublin is unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. VALUES Our Values in Building Community Promote locations and events that bring people of all ages together. Provide more venues for family -based activities. Foster heritage and cultural development. Our Values in Ensuring a Safe Community Provide high quality police and fire services to insure the safety of the citizens living in the community. Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development Assure that development contributes positively to the City's fiscal health. Support pedestrian -friendly development, transit -oriented development, green building and environmental responsiveness. Promote high quality design and architectural standards in private development and in all public facilities. Develop transportation systems that facilitate ease of movement throughout the City. 25 Our Values in Governing Commit to openness and responsiveness to the public and community. Operate at all times with honesty and integrity. Exercise fairness in consideration of issues. Provide a high level of customer service and responsiveness from City staff to citizens. Embrace technology to improve effectiveness and efficiency. Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities Encourage collaboration and communication with other communities on issues of mutual concern. STRATEGIES 1. Pursue economic development initiatives that attract new businesses while strengthening existing businesses. 2. Continue to strengthen the identity and aesthetic appeal of the downtown. 3. Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. 4. Develop dynamic and unique community recreational and cultural opportunities in the region. 5. Develop City-wide communication and outreach programs that provide connectivity with our residents and businesses across several media outlets. 2 x CITY OF DUBLIN City of Dublin Ten Year Strateaic Plan Adopted Fiscal Year 2011-2012 Preliminary Update for Fiscal Year 2012-2013 &Fiscal Year 2013-2014 STRATEGIES STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening existing businesses. STRATEGIC GOAL #1A: Develop programs that create and retain jobs, as well as increase sales tax revenue# FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 2. 2012-2013 Develop business meetings / summits with property owners around key areas of interest, Complete by 06/30/13 3. 2011-2012 Develop an Economic Development Strategy. Complete 4. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 5. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 6, 2011-2012 Explore a Shop Local Holiday Campaign. Complete 7, 2011 -201 2 Update the Facade Improvement Program. Complete 8. 2010-2011 Execute Business Visitation Program. Complete 9. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete 3 27 STRATEGIC GOAL #1B: Create programs that support small businesses in Dublin. # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2013-2014 Develop on-line building inspection scheduling, New 2. 2012-2013 Amend Zoning Ordinance to streamline entitlements for Commercial Day Care facilities. Underway 3. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 4. 2012-2013 Develop business meetings / summits with property owners around key areas of interest. Complete by 06/30/13 5. 2012-2013 Develop on-line access to plan check comments for active building permit applications. posting e# pWi E#eEk E8, ,,toms. Complete by 06/30/13 6. 2011-2012 Develop an Economic Development Strategy, Complete 7, 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete Be 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. Complete 9. 2011-2012 Explore a Shop Local Holiday Campaign. Complete 10. 2011-2012 Update the Facade Improvement Program. Complete 11, 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services. Complete 12. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 13. 2010-2011 Develop a Business Anniversary Awards Program, Complete 14. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete 15. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete STRATEGY #2: Continue to strengthen the identity and aesthetic appeal of the downtown. STRATEGIC GOAL #2A: Facilitate and encourage continued investment in Downtown Dublin. 1. � 2012-2013 � Ensure completion of Golden Gate Drive Downtown Pedestrian Connection Project. � Underway 2. I 2011-2012 I Oversee construction of M. Patrick Way between Golden Gate Drive and Regional Street. I Underway 3. 2012-2013 I Facilitate roundtables with commercial brokers and the development community. Complete by 06/30/13 4, 2012-2013 Develop business meetings /summits with property owners around key areas of interest. Complete by 06/30/13 rd ��j 5. 2011 -201 2 Institute Design Awards Program to recognize new and remodeled projects of special quality. Complete 6. 2011 -201 2 Continue to develop economic incentives for retail, office, restaurants, and industrial users. Complete 7. 2011 -201 2 Update the Facade Improvement Program. Complete 8. 2010-2011 Work with Chabot / Las Positas to find location for District Office / Learning Center. Complete 9. 2010-2011 Develop a Downtown Business Attraction Plan. Complete 10. 2010-2011 Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete Complete 11. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area. 12. 2009-2010 Develop Economic Incentive Program. Complete 13. 2008-2009 Facilitate the selection of public art for three (3) Private Development projects. Complete 14. 2008-2009 Prepare Community Design Element for General Plan. Complete 15. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 16. 2006-2007 Develop Historic District Master Plan for Dublin Blvd. / Donlon property and implement Specific Plan, if required. Complete 17. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. Complete 18. 2005-2006 Complete Senior Housing Project. Complete 19. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. Complete 20. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 21, 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 22. 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. Complete 23. 2005-2006 Develop and implement program to keep trucks out of shopping centers and overnight parking. Complete STRATEGIC GOAL #26: Continue to work with private property owners to renovate or update retail areas. N FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special quality. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. FComplete2. 3. 2011-2012 Update the Fa4ade Improvement Program. 4, 2010-2011 Work with Chabot / Las Positas to find location for District Office / Learning Center. Complete 5 29 5. 2010-2011 Develop a Downtown Business Attraction Plan, Complete 6. 2010-2011 Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. Complete 7. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area. Complete 8, 2009-2010 Develop Economic Incentive Program, Complete 91 2009-2010 Examine parking requirements to streamline development review and encourage businesses to locate within the City of Dublin. Complete 10. 2008-2009 Prepare Community 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 alternatives. Complete 13. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. 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. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. ', 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening of the Dublin Hills Regional Park. Complete. 2, 2004-2005 Work with East Bay Regional Parks District to complete negotiations for land acquisition or obtain Underway conservation easement to provide public access in the western hills for an Open Space Area. 3, 2004-2005 Identify and secure sources of funding for land acquisition in the western hills for an Open Space Underway Area, 4. 2004-2005 Upon completion of land acquisition in the western hills, prepare an Open Space Master Plan and No Progress appropriate CEQA documents. 0 STRATEGIC GOAL #313: Create open space connections and trails where appropriate. # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL�, STATUS 1. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Underway 2. 2011-2012 Oversee construction of the Alamo Canal Trail Under 1-580. Complete 3. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 4. 2006-2007 Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify Complete funding sources to facilitate the connection of Alamo Canal Trail under 1-580 to Pleasanton trails. 5. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Amendments. Complete 6. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Complete Area. 7. 2005-2006 Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. Complete STRATEGIC GOAL #3C: Implement open space policies of the Eastern Dublin GPA /Specific Plan. 1. I 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. Underway 2. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Complete Area, 3. I 2005-2006 4. Complete Review of Mission Peak Annexation and General Plan and Specific Plan Amendments. I Complete Complete review of Moller Annexation and General Plan and Specific Plan Amendments. I Complete STRATEGIC GOAL #3D: Explore and implement strategies that enhance environmental sustainability. 2012-2013 Work with Dublin San Ramon Services District on expansion of the recycled water irrigation system to Underway Kolb, Stagecoach and Alamo Creek Parks. 2. � 2012-2013 � Develop an environmental recognition program for targeted program practices for Dublin businesses. � Underway 3. � 2012-2013 � Complete Central Irrigation Control Upgrades. � Underway 4. � 2012-2013 � Develop and implement composting programs at all Dublin Unified School District Middle Schools. � Underway 7 31 5, 2012-2013 Coordinate Energy Audit Outcomes. Underway 6. 2012-2013 Partner with California Youth Energy Services to provide energy savings to residents, Underway 7, 2012-2013 Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Silvergate Drive. Underway 8. 2011-2012 Create new Energy Conservation and Generation Element of Dublin General Plan, Underway 9. 2012-2013 Explore changes to City policy documents to implement One Bay Area's Sustainable Communities Complete by Strategy, 06/30/13 100 2012-2013 Expand the Dublin Unified School District Recycling Contest to the middle schools. Complete by 06/30/13 11, 2012-2013 Explore a collaborative effort with Dublin San Ramon Services District to educate the commercial Complete by community about water conservation. 06/30/13 12, 2012-2013 Update the Climate Action Plan (CAP). Complete by 06/30/13 13. 2012-2013 Coordinate implementation of the City's Trash Reduction Plan, Complete by 06/30/13 14, 2012-2013 Establish storm drain capture project to assist with trash reduction. Complete by 06/30/13 15, 2011-2012 Create new Water Conservation and Management Element of Dublin General Plan. Complete by 06/30/13 16. 2012-2013 Develop an ordinance that requires existing and future commercial locations, which have adequate Complete enclosure space, to provide recycling and composting services. 17. 2012-2013 Develop and implement an organics collection program at all City facilities. Complete 18. 2012-2013 Develop and implement a green fleet administrative policy. Complete 19. 2012-2013 Develop and implement a contract amendment with Amador Valley Industries that lowers the cost of Complete garbage collection services to ensure economic sustainability of the DUSD recycling and composting programs, Develop and implement composting programs at Dublin Unified School District elementary schools. 20. 2012-2013 Complete 21. 2012-2013 Explore opportunities to provide a collection point for discarded pharmaceuticals, Complete 22, 2012-2013 Work with StopWaste to educate the community on the countywide bag ban. Complete 23, 2012-2013 Work with PG&E to promote energy savings programs, Complete 24. 2012-2013 Develop a community a -waste recycling opportunity outreach program. Complete 25, 2011-2012 Develop a tobacco retailer license system, Complete 26, 2011-2012 Develop zoning restrictions that would require a Conditional Use Permit for businesses to sell Complete tobacco products within 1,000 feet of schools, residential neighborhoods, libraries, etc. 0 27. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Dublin Boulevard. Complete 28. 2010-2011 Explore the feasibility of a mandatory requirement for the installation of sustainable features, like solar power building infrastructure for future installation, for new residential and non-residential development projects and look at possible incentives. Complete 29. 2011-2012 Partner with schools to do outreach related to waste management with the students and teachers. Complete 30. 2011-2012 Explore greater a -waste recycling / disposal opportunities within the City of Dublin. Complete 31. 2010-2011 Explore the feasibility of an ordinance that would encourage existing and future commercial locations, which have adequate enclosure space, to provide recycling services. Complete 32. 2010-2011 Conduct six (6) watershed awareness educational events. Complete 33. 2010-2011 Explore an environmental recognition program for targeted program practices for Dublin businesses. Complete 34. 2010-2011 Explore the feasibility of a green fleet plan for the City. Complete 35. 2010-2011 Implement recommended solutions for paperless City Council Meetings, Complete 36. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 37. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to increase recycling. Complete 38. 2010-2011 Explore and present findings related to creation of food waste programs at City facilities. Complete 39. 2010-2011 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports drinks, soda, etc.) at City hosted events. Complete 40. 2010-2011 Implement a food -scrap, cash -incentive program for single family residential customers. Complete 41. 2010-2011 Create a Climate Action Plan. Complete STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC GOAL #4A: Expand and enhance Dublin Heritage Park and Museums. !'Mil(/,{* 1'N1V I°1,1��i Co1,i='IflilV�d�iild�,�filf,Yri I:iontir�r�,:t1s%�I'i 1. 2012-2013 I einterpretive d Church to enhance visitor experience rMelcome Center to St. Raymond xperi ence and 2. � 2012-2013 � Update Parks and Community Services Strategic Plan. 3. 1 2012-2013 I Develop and implement Parks and Community Services marketing and promotions plan. 4. � 2011-2012 � Pursue a Museum Assessment Program Phase III Application process. Underway Underway Complete by 06/30/13 Complete E 33 5, 2011-2012 Conduct monthly Saturday events at the Dublin Heritage Park and Museums. Complete 6, 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote rentals of the Complete facility. 7. 2011-2012 Establish an Art / Ceramic Studio in the Old Kolb House. Complete 8, 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the Collection Complete (pending approval by the US Army Center of Military History), 91 2010-2011 Upon relocation of the Kolb properties to the Dublin Historic Park, complete furnishing of buildings Complete and catalogue / accessioning of the collections of the Kolb family. 10, 2010-2011 Conduct a park / facility dedication event for the Dublin Historic Park, Phase I. Complete 11, 2010-2011 Produce one exhibit and corresponding catalog each year that will focus on a significant Dublin Complete family or theme. 12, 2009-2010 Implement a self study and peer review for the Phase II Museum Assessment Program (MAP) — Complete Public Dimension Assessment for the Dublin Heritage Center. 13. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of design and Complete construction documents for Phase I of the Dublin Historic Park, 14, 2007-2008 Establish a Visitor Center at St. Raymond's Church. Complete 15. 2007-2008 Assess the condition of the Kolb Family properties (house, barn, and workshop) and develop a plan Complete for relocation of the properties as appropriate, 16, 2006-2007 Develop Historic District Master Plan for Dublin Blvd. / Donlon property and implement Specific Plan, Complete if required. 17, 2006-2007 Prepare an update to the Parks and Recreation Master Plan. Complete 18. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Dublin Historic Park Complete including DHPA land / cemetery feasibility study. 19, 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the National Register Complete 2006-2007 of Historic Places, Submit application for California Cultural Historic Endowment grant for Dublin Historic Park project, 20. Complete 21. 2005-2006 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that will optimally Complete highlight Dublin's history. 10 34 STRATEGIC GOAL #40: Develop a state-of-the-art recreation / aquatic complex. 1. 2012-2013 Update the building and phasing plan and re -start design of the facility. Underway 2, 2012-2013 Update Public Facility Impact Fee. Underway 3. 2008-2009 Undertake development of design and construction documents for Emerald Glen Recreation and Underway Aquatic Complex. 4. 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan for the Emerald Complete Glen Recreation / Aquatic Center. STRATEGIC GOAL #4C: Identify opportunities for development of a unique passive park /recreation facility. # FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL .......=W�TATUS 1. 2013-2014 Complete Passatempo Neighborhood Park. Underway 2. 2013-2014 Complete Schaefer Ranch Park. Underway 3. 2012-2013 Identify additional parkland to serve residential development planned for downtown Dublin. Underway 4. 2012-2013 Update Public Facility Impact Fee. Underway 5. 2012-2013 Fallon Sports Park: Determine feasibility and cost of building restroom, ball field and soccer field. Complete 6. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments, Underway 7. 2012-2013 Complete Positano Hills Neighborhood Park. Complete by 06/30/13 8. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 9. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique passive park / Complete recreation facility. 10. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Complete Area. 11. 2005-2006 Conduct research on various unique passive park / recreation facilities and identify preferred Complete components and site requirements, 35 STRATEGY #5: Develop City-wide communication and outreach programs that provide connectivity with our residents and businesses across several media outlets. STRATEGIC GOAL #5A: Identify new and / or enhanced opportunities for community promotion, marketing, engagement and outreach. FISCAL YEAR PROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOAL STATUS 1. 2012-2013 Develop Marketing and Promotions Plan for the programs, classes and events offered by the Parks Underway and Community Services Department. 2. 2012-2013 Continue to evaluate Social Media uses and options for general City use. Underway 3, 2012-2013 Develop and Implement Parks and Community Services marketing and promotions plan. Underway 4, 2012-2013 Expand options available as part of the Camp Connector program, Underway 5. 2012-2013 Expand Saturday programs to include use of existing preschool classrooms at Shannon Community Underway Center and Emerald Glen Park, 6. 2012-2013 Facilitate roundtables with commercial brokers and the development community. Complete by Develop business meetings / summits with property owners around key areas of interest. 06/30/13 7. 2012-2013 Complete by 06/30/13 8. 2012-2013 Identify new opportunities for Neighborhood Outreach and education programs. Complete by 06/30/13 9. 2012-2013 Expand Crime Prevention Education and Outreach Materials on City website, Complete by 06/30/13 10, 2012-2013 Establish Residential Fire Sprinkler Community Awareness Program. Complete by 06/30/13 11, 2011-2012 Update Dublin General Plan to include new information, graphics and photos. Complete by 06/30/13 12. 2012-2013 Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Complete Activities. 13. 2011-2012 Develop and distribute an Annual Report on City Accomplishments. Complete 14, 2011-2012 Develop a Faith and Culture Based Network that will assist Dublin Police Services in bridging the Complete gaps between the Police and various faiths and cultures. 15. 2011-2012 Implement five Volunteer Projects, Complete 16. 2011-2012 Partner with schools to do outreach related to waste management with students and teachers. Complete 17, 2011-2012 Develop a Design Awards Program to recognize new and remodeled projects of special quality. Complete 18. 2011-2012 Develop Social Media Policies. Implement City Communication Plan. Complete 19, 2010-2011 Complete 12 36 20. 2010-2011 Develop and distribute quarterly e-newsletter by market segment to coincide with publication of Activity Complete Guide. 21. 2010-2011 Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crime Complete prevention / safety tips and upcoming Police Services events. 22. 2010-2011 Update the City's website and include an element of community involvement in the process. Complete 21 2010-2011 Explore options for a listsery system to inform the community of City meetings, news, and events. Complete 24. 2009-2010 Produce a Citywide Newsletter. Complete 25. 2009-2010 Explore the feasibility of acquiring or producing a crime prevention video for distribution to targeted Complete audiences within the community and determine the best means of delivery. Primary focus would be on minimizing risk of being a victim of property crimes. 13 37 t 5 0> c w 5ED aa) 0 °o a 0 a c o o w a3 v 'o v�i 0 O -6 O O_ .� Q O_ C t V .c •c w ac CO u S a O c� s�U 0) a E v '� ° o o `°' aEi 3 — o O y 0 N V a0i 0 0 u a) S ° a d 'II CO > p ai s s. -O O 9 o N� ° c c O fl 3> w N c � a) o 0 3 af .� �e o rn p c '_^ 'n N O c N 1. 'O O .c Fs c L 2 0 0 o u u a X E N v c w '> > a E c> c> H 4 E a `p Q E ° E 'c m Z ° as 2 0 -o rn o u. c E p E CV s Tv rn c 0 0 E C 0 > V '0 o O U C u 0 Q a) .0 o� u a) o E •� 3 o. ` Gp c ° Q 0) W O .. 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LU O s U U p a U v) .0 °a.N° w � m c c c In > (1 °) 21 ❑ w ) O c Q O O� ) O a) °) O i U 4 G_ c p 2 UcIII s v w> ° u 3 O ° c v c 2 v o 3 T c s o 0 L O C r v O lL ` v ❑ '� `G � W 0 o w ai U .a o o= 'c aa)) Q O o O>o �cEOoc U0Zcd❑ec) t+God kcc U 0 d .c CS W o E o❑o) o> u do cS o O 0_ m I'PIII � zc Tc >V) � '`vL O�, o f o ❑o E -a 67 U� o U o 0CL a1 w 0 Ln 3 v a LonZ)Q� c s v H 2 3 'c O po 3 u `o_ o n E E wO O o H wIIIt3 V O 7 N O L -Q N OJ p c •`p O a E w 2` W al Q a�.i to a o E E 2 c o -0 c c v d C � �r m E N 0 o -cc E s v) v) i 'a C •� c w o ct N s w E o '3 ❑ o) GJ o o O o a O c 3 m a) O i.L v0i c o a 0 N c ' V w .Y C V) a 2 0 0- a c t 2 s �°, c v d o o E w o= a o ,, ❑ 1.o E a o0 `c oO 0ai c 3 v co o `c C ° 0 c s O E v d a w o a E w _ E w o o .� c '^ d C o a w o° i .9 ° m v° o w 'o o 0 0 X c 3Ln U Z) 0 0 n p: Ln w U -2 Z a a o m o ❑ ❑ °1 ❑ a z c E c 0 c or It o d" N � O C N C N t N N � o v � Vf W f O O LO 0 O a 0 0 0 c ao 0 -o Cc I � � o V0 0 •u c •• L a =O o � _ 0 0 0� o 0 0 00 0 0 110 %o %o %o M M M M M M M %o M M w w w w w w Ln w w N to Ln o N Lo 10 Lo Lo U U O• P ON U U P U U c v .� c V U V O O E `o c u a E w o Q O N N c V 'Zu E 0 Ln E O 0")V w iL V v N E E a rn 0 c w N � � u .Z 3 0 N u 0 d d O c w 3 � c y c y O O >: o O 0 u i� 0 a Vl N w 0 a ' o ° o � V c rn N RESOLUTION NO. 172 -11 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN AMENDING AND RESTATING THE POLICY REGARDING EX PARTS CONTACTS IN QUASI-JUDICIAL PROCEEDINGS WHEREAS, the City Council, the Planning Commission, the Zoning Administrator, the City Manager or designee, and other City officers conduct a number of quasi-judicial hearings in the course of performing their duties; and WHEREAS, the due process clauses of the United States and California Constitutions impose certain requirements on local agencies that conduct such hearings, including a requirement that decision makers consider only that evidence that is presented at the hearing; and WHEREAS, members of the City Council, the Planning Commission, the Zoning Administrator, and the City Manager or the City Manager's designee could potentially receive information pertinent to quasi-judicial hearings outside of the formal hearing, which information is known generally as an "ex parte contact"; and WHEREAS, the City Council by adopting Resolution No. 234-05 previously determined that it would be prudent to have a policy concerning ex parte contacts in quasi-judicial proceedings that applies to the City Council, the Planning Commission, the Zoning Administrator, the City Manager or designee, and other City Officials that make decisions in quasi-judicial proceedings, and now desires to amend and restate that policy thereby superseding Resolution No. 234-05. NOW, THEREFORE, the City Council of the City of Dublin does RESOLVE as follows: 1. Purpose. The purpose of this policy is to ensure that decisions of the City of Dublin in quasi- judicial administrative proceedings are conducted in an impartial manner and comply with the requirements of Due Process under the Constitutions of the United States and the State of California. 2. Policy. With the exception of the members of the City Council, City Officials shall not intentionally make or receive Contacts related to quasi-judicial proceedings. Members of the City Council are not prohibited from making or receiving Contacts related to quasi-judicial proceedings, except that members of the City Council shall not intentionally make or receive Contracts relating to a quasi- judicial proceeding after receiving notification from City staff that the City Council will be acting as the decision maker for said proceeding. 3. Disclosure. City Officials shall disclose any such Contacts, whether prohibited or not, on the record of the quasi-judicial proceeding, thereby affording interested persons the opportunity to hear and respond to the Contact. In preparing agendas for quasi-judicial hearings, City staff shall include an item for disclosure of ex parte Contacts prior to the opening of the public hearing. 4. Application. The Ex Parte Contacts Policy shall apply only toquasi-judicial proceedings and shall not apply to quasi -legislative or mixed quasi-judicial/quasi-legislative proceedings. Page 1 of 3 46 5. Effect of Violation. A violation of the Ex Parte Contacts Policy shall not constitute independent grounds to invalidate any decision by City Officials, 6. Definitions. The following definitions shall apply to this policy: "Contacts" means the receip# of any information outside a quasi-judicial proceeding #hat is relevant in a quasi-judicial proceeding before City Officials. Contacts may include, but are not limited to, conversations, written communications, electronic mails, telephone calls, and visits to sites that are the subject of a quasi-judicial proceeding. "City Officials" means the City Council, the Planning Commission, the Zoning Administrator, the City Manager or the City Manager's designee, and any other city employee or officer that acts as a decision maker in a quasi-judicial proceeding. "Disclosure" means, at a minimum, disclosure of: the persons involved in the ex pane contact, the content of the ex parte contact (e.g., what information was provided, what was discussed, what was said), when the ex parte contact occurred and where the ex parte contact occurred. "Quasi-judicial proceeding" means a City proceeding in which a City Official applies existing legal standards to a particular set of facts that affects an individual or individuals. "Quasi -legislative proceeding" means a City proceeding in which City Officials create a rule of general applicability for future guidance. Quasi -legislative proceedings in the City of Dublin include, but are not limited to, actions on general plan amendments, specific pIan amendments, and zoning decisions. "Mixed quasi-judicial/quasi-legislative proceeding" means a City proceeding involving both adjudicative and legislative elements. Mixed quasi-judicial/quasi-legislative proceedings in the City of Dublin include, but are not limited to, site development permit approval that is contingent upon a zoning ordinance amendment. 7. Effective Date. This Resolution shall take effect immediately and upon becoming effective shall supersede Resolution No. 234-05. 8. Severability Clause. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the ordinance or their applicability to other persons or circumstances. Page 2 of 3 47 vote: PASSED, APPROVED, AND ADOPTED this 4th day of October 2Q11, by the following AYES: Councilmembers Biddle, Hart, Hildenbrand, Swalwell, and Mayor Sbranti NOES: None ABSENT: None ABSTAIN: None ATTEST: City Clerk Reso No. 172-11, Adopted 10�1-11, Item 7.1 Page 3 of 3 Mayor Code of Conduct Commissioners have an obligation to represent the community in an open and honest manner. In doing so, individuals must avoid placing themselves in a position which tends in any way to bring their private interests into conflict with their official duties. Commissioners should conduct themselves in a dignified and courteous manner. It is important that each member work to establish a good working relationship with other members of the group, and make every attempt to respect the other persons viewpoint. In order to minimize conflict of interest exposure and to maintain a high level of trust with the community, a Code of Ethics is established as follows: The Political Reform Act of 1974 (1'RA), as amended, establishes conflict of interest guidelines for elected officials and certain appointed officials (including Planning Commissioners). In addition, the City Council has adopted a Conflict of Interest Code for designated City employees and certain consultants. The following guidelines are established to highlight and augment the PRA and the adopted Conflict of Interest Code. 1. No elected or appointed official (including Commission and Advisory Committee Members) or employees of the City of Dublin shall engage in any business or transaction or shall have financial or other personal interest, direct or indirect, which is is with the proper discharge of his/her official duties or which would tend to impair his/her independence or judgment or action in the performance of such duties. Examples of such activities include, but are not necessarily limited to, the following: a. Using the prestige or influence of the City office Co private gain or advantage of him/herself or another, unless so specified by contract. b. Using time, facilities, equipment or supplies of the City of Dublin for private gain or advantage of him/herself. c. Using official information not available to the general public for his/her private gain or advantage or that of another. d. Receiving or accepting money or other personal consideration from anyone other than the City of Dublin for the performance of work done or actions taken in the regular course of duties for the City of Dublin, e. Receiving or accepting, directly or indirectly, any gift or favor from anyone doing business with the City of Dublin under circumstances from which it could reasonably be inferred that such was intended to influence him/her in his/her official duties, or as a reward for official action. f. Engaging in or accepting private employment or rendering services for private interests that may inhibit the proper discharge of his/her official duties. 2, Elected and appointed officials shall comply with the Ralph M. Brown Act and all applicable open meeting laws. Commissioner's Resource Book 24 Nove»fiber 2012 3. Every elected official, officer, appointee, consultant or contract personnel of the City of Dublin shall disclose completely the nature and extent of any interest, direct or indirect, which conflicts with his/her responsibility or duty. In addition to the above, the PRA requires State and local agencies to adopt and promulgate conflict of interest codes. The City's conflict of interest code is included in Section 2.24 of the Dublin Municipal Code. In general, the code requires certain City officials and employees to file statements of economic interests with the .City Clerk. Once completed, the City Clerk will forward appropriate statements to the State Fair Political Practices Commission (FPPC). The Planning Commission is the only Commission required by State law to file a statement of economic interest The City Clerk will provide the necessary forms and any information required to complete this documentation. Pursuant to Assembly Bill 1234, if the City provides compensation, salary, stipend or reimbursement for actual and necessary expenses to a member of a legislative body, then all "local agency officials" must receive ethics training m compliance with AB 1234. Therefore, all Commission and Committee members will receive at least two hours of training in general ethics principals or ethics law relevant to his or her public service every two years. City Officials, as well as City Staff, aze also expected to adhere to certain standards and protocol as defined in the City's Administrative Policies (see Attachment 8) related to Drug Free Workplace Policy, Harassment Policy/Complaint Procedures, and Official Travel and Other Business and Reimbursement of Expenses Policy. Questions regarding these policies should be directed to your Staff liaison or the City Manager._ Commissioners Resource Baok Z5 November2012 50 Chapter I12 PLANNING COMMISSION Sections: 2.12.010 Planning Agency established. 2.12,020 Membership —Appointment —Term —Removal. 2.12.030 Expenses and compensation. 2.12,040 Chairman —Rules —Records —Meetings. 2.12.050 Powers and duties —Generally. 2.12,060 Term limits. 2.12.010 Planning Agency established. Pursuant to Government Code Section 65000 et seq., there is established a Planning Agency consisting of a Planning Commission. (Ord. 17-09 § 2 (part): Ord. 5 § 11 1982) 2.12.020 Membership —Appointment —Term —Removal. A. The Planning Commission shall consist of five (5) members. They shall be appointed for a term of four (4) years. Terms shall begin in December of even -numbered election years and end in December of even -numbered years (or until successors are appointed). If a vacancy occurs otherwise than by expiration of term, it shall be filled by appointment for the unexpired portion of the term. B. Members shall be appointed to the Planning Commission by the Mayor, subject to the approval of the City Council, The Mayor may, with the approval of a majority of the City Council, remove a Planning Commissioner at any time during the Commissioner's term of office. Removal and appointment of Planning Commission members shall be made only at a regularly scheduled meeting of the City Council. Members of the Planning Commission shall be residents of the city. C. Planning Commissioners must attend at least seventy-five (75) percent of regular and special Planning Commission meetings in any twelve (12) month period. Any Planning Commissioner who is absent from twenty-five (25) percent or more meetings within a twelve (12) month period or is absent from three (3) consecutive Planning Commission meetings may be removed from the Planning Commission pursuant to subsection (B) of this section. (Ord. 17-09 § 2 (part): Ord. 20-02 § 2 (A, B); Ord. 16-92 § 1: Ord. 12-84 § 1: Ord. 5 §§ 2, 31 1982) 2.12.030 Expenses and compensation. Planning Commission members shall be entitled to reimbursement for expenses as the City Council may approve. In addition, Planning Commission members shall be paid fifty dollars ($50) for each meeting attended, to a maximum of three (3) meetings in a calendar month; provided, that Commission members shall not be deemed to be city employees by virtue of such payment. (Ord. 17-09 § 2 (part): Ord. 24-99 § 2 (part): Ord. 11-89 § 1: Ord. 5 § 4, 1982) 51 2.12.040 Chairman —Rules —Records —Meetings. The Planning Commission shall elect a Chairperson and Vice Chairperson from its membership annually. The Commission shall, unless no Commissioners meet the criteria, elect Commissioners to the positions that have not previously served in the position and that have not declined the appointment, with the intent that no one should serve in the position for two (2) consecutive years. In the absence or disability of either the Chairperson or Vice Chairperson, the Commission may designate a temporary Chairperson. The Commission shall hold at least one (1) regular meeting each month and such other meetings as may be necessary. The Commission shall adopt rules for the transaction of its business and shall keep a public record of its resolutions, transactions, findings and determinations. The rules shall provide that not less than three (3) affirmative votes shall be required to recommend matters to the City Council for adoption. The City Manager or City Manager's designee shall serve as the Secretary to the Planning Commission. (Ord. 17-09 § 2 (part): Ord. 10-09 § 1: Ord. 16-92 § 2: Ord. 5 § 51 1982) 2.12.050 Powers and duties —Generally. The Planning Commission shall have the power and it shall be its duty: A. To recommend for adoption by the City Council a comprehensive long-term general plan for the physical development of the city and of any land outside its boundaries which in the Planning Commission's judgment bears relation to its planning; B. To recommend for adoption by the City Council specific plans based on the general plan and drafts of such regulations, programs and legislation as may in its judgment be required for the systematic execution of the general plan; C. To periodically review the capital improvement program of the city; D. To recommend for adoption by the City Council a zoning ordinance and to perform such other duties in reference to planning, zoning, an use and design review matters as may be required by the City Council. (Ord. 17-09 § 2 (part): Ord. 10-9 § 2: Ord. 5 § 61 1982) 2.12.060 Term limits. No person shall serve as a Planning Commissioner for more than two (2) consecutive four (4) year terms. As used herein, a person shall be considered to have served a term of office as a Planning Commissioner if such person has served as a Planning Commissioner for two (2) years plus one (1) day. (Ord. 17-09 § 2 (part): Ord. 20-02 § 2(C)) 52 CITY OFDUBLIN PARKS AND COMMUNITY SERVICES COMMISSION BYLAN'SAND RULES OF PROCEDURE I. GENERAL PROVISIONS A. These Rules of Procedure shall be known as the Bylaws and Rules of Procedure of the Parks and Community Services Commission of the City of Dublin. A copy of these Rules and amendments thereto, shall be filed in the offices of the City Clerk for examination by the public. B. These Rules and any amendments hereto shall be effective on the date of the adoption hereof, and shall govern the meetings and activities of the Commission. II. COMMISSION COMPOSITIONAND METHOD OFAPPOINTMENT A. The Parks and Community Services Commission shall be composed of six (6) members, one of whom is a high school student residing in the City of Dublin. B. The Mayor shall make all appointments to the Commission, with the approval of the City Council. C. Commission members may resign at any time by giving written notice to the Mayor and City Clerk. III. TERM OF OFFICE AND REMOVAL A. Commission members shall be appointed for terms which. run four (4) years beginning in December of even numbered election years and ending in December of an even numbered election year. At the end of a Commissioner member's term, the Commission member may be reappointed to the Commission in the same manner as the initial appointment. Commission members shall be eligible to serve a maximum of eight (8) years with two (2) 4-year terms. B. The term of the student member shall be for one (1) year, commencing July 1st and terminating on the following June 30th. C. Any member of the Commission may be removed from office by the Mayor, with the approval of a majority of the City Council. Removal and appointment of Commissioners shall be made only at a regularly scheduled meeting of the City Council. D. Commission members must attend 75% of all regular and special meetings in a 12 month period. The Secretary to the Commission shall provide the Mayor with monthly attendance reports and a quarterly overview of attendance by Commission members. The Secretary to the Commission shall notify the Mayor if a Commission member is absent from three consecutive meetings. The Commission member shall also be notified that they may be removed from the Commission. E. If a Commission member ceases to reside in the City of Dublin, said Commissioner's office shall be declared vacant. Bylmvs and Rtrles of Proced:ire Page 1 of 3 Parks ar d.( ommzrnity Services Commission September 1, 2009 V VI. VACANCIES A. Vacancies on the Commission occurring other than by expiration of term shall be filled for the unexpired portion of the term in the same manner as the original appointment. OFFICERS A. Election and Term of Office. The Commission shall elect a Chairperson and Vice Chairperson at the first meeting in January of each year or, if a quorum is not present, at the next meeting at which a quorum is present. The Chairperson and Vice Chairperson shall serve until their successors are elected, or until their terms as members of the Commission expire, whichever is first. The Commission shall, unless no Commissioners meet the criteria, elect Commissioners to the positions that have not previously served in the position and that have not declined the appointment, with the intent that no one should serve in the position for no more than two consecutive years. The secretary to the Commission will be the City Manager or his/her designee. B. Vacancies. In case of any vacancy in the Office of Chairperson or Vice Chairperson, the vacancy shall be filled by an election held at the first regular meeting after the occurrence of such vacancy. The person so elected shall serve the balance of the term. C. Duties of Officers. The Chairman performs the following duties: 1. Presides at all meetings of the Commission. 2. Appoints committee and chairpersons of committees as necessary. 3. Signs correspondence on behalf of the Commission. 4. Represents the Commission before the City Council. 5. Performs other duties necessary or customary to the office. In the event of the absence of the Chairperson or his/her inability to act, the Vice Chairperson presides in place of the Chairperson. In the event of the absence of or the inability to act of both the Chairperson and the Vice Chairperson, the remaining members shall elect one of their members to act as temporary Chairperson. D. The Committees. The Commission or the Chairperson, upon direction of the Commission, may appoint several of its members, but fewer than a quorum, to serve as a Committee. On certain occasions, such as when a particular kind of expertise or public representation is desirable, the Commission may appoint non-members to the Committee. Committee's make recommendations directly to the Commission. A Committee may not represent the Commission before the Council or other bodies unless it has first received the authorization of the Commission to do so. MEETINGS A. The Commission shall hold regular meetings at least once per month at a designated time and place which shall be fixed and determined by the Commission and entered upon its minutes. All meetings of the Commission shall be open to the public. Special meetings of the Commission may be called by a majority of the members thereof, or by the Chairperson thereof. Notice of any such special meeting shall be given as required by law. A majority of the voting members of the Commission shall consti B. tute a quorum for the purpose of transacting business. The secretary shall keep minutes of all regular and special meetings of Bylmvs and Rtr�es of Procedure Page 2 of 3 Parks ar�a'�omnnmity Ser��ices Commission September 1, 2009 the Commission, and these shall be sent to all members and administrative officers in advance of the meeting in which they are to be approved. VII. GENERAL RESPONSIBILITIES OF THE COMMISSION A. The Commission shall consider and make recommendations as it deems necessary to the City Council and to City Staff in all matters pertaining to the operation and maintenance of an effective, efficient, and adequate program of parks, recreation and community services for the citizens of Dublin. Such recommendations would include, but are not limited to the following, recommendations for the development, improvement and/or modification of recreation and community services and facilities; future recreation and community service needs; conduct of persons using park and recreation facilities; rules for the use of park and recreation facilities by the public; and annual review of the Parks and Community Services Strategic Plan. B. The Commission shall also accept and consider recommendations from the Senior Center Advisory Committee and the Youth Advisory Committee, and forward the recommendations to the City Council, as appropriate. VIII. DUTIES OF COMMISSION TO BE ADVISORY ONLY A. It is intended that the Commission shall be an advisory body to the City Council. Nothing herein contained shall be construed as a limitation on the power of the City Council or the Administrative Staff of the City or any other agency in their supervision, or authority over property or personnel which are under their respective jurisdictions. IX. STAFFASSISTANCE A. The City Manager shall provide the Commission with such information and Staff assistance as the Commission may, from time to time request, subject to the limitations imposed by the City Council. X. AMENDMENTS A. These Bylaws and Rules of Procedure may be amended in the same manner as originally adopted. Bylmvs and Rules of Procedure Page 3 of 3 Parks at�l�Eornmunity Services Commission September 1, 2009 CITY OFDUBLIN HERITAGE AND CULTURAL ARTS COMMISSION BYLAWS AND RULES OF PROCEDURE I. GENERAL PROVISIONS A. These Rules of Procedure shall be known as the Bylaws and Rules of Procedure of the Heritage and Cultural Arts Commission of the City of Dublin. A copy of these Rules and amendments thereto, shall be filed in the offices of the City Clerk for examination by the public. B. These Rules and any amendments hereto shall be effective on the date of the adoption hereof, and shall govern the meetings and activities of the Commission. II. COMMISSION COMPOSITIONAND METHOD OFAPPOINTMENT A. The Heritage and Cultural Arts Commission shall be composed of seven (7) members. B. The Mayor shall make all appointments to the Commission, with the approval of the City Council. When making appointments to the Commission, consideration shall be given to members of the Dublin Fine Arts Foundation and Dublin Historical Preservation Association (or similar groups) and to persons who are specifically qualified by reason of training, experience, interest or involvement in arts and/or heritage, particularly as related to artistic and cultural activities in the City. C. All members shall be residents of the City and shall be committed to fiirthering public art, and historical and cultural life in the community. Commission members may resign at any time by giving written notice to the Mayor and City Clerk. III. TERM OF OFFICE AND REMOVAL A. Commission members shall be appointed for terms which run four (4) years beginning in December of even numbered years and ending in December of an even numbered year. At the end of a Commissioner member's term, the Commission member may be reappointed to the Commission in the same manner as the initial appointment. Commission members shall be eligible to serve a maximum of eight (8) years with two (2) 4-year terms. B. Any member of the Commission may be removed from office by the Mayor, with the approval of a majority of the City Council. Removal and appointment of Commissioners shall be made only at a regularly scheduled meeting of the City Council. C. Commission members must attend 75% of all regular and special meetings in a 12 month period. The Secretary to the Commission shall provide the Mayor with monthly attendance reports and a quarterly overview of attendance by Commission members. The Secretary to the Commission shall notify the Mayor if a Commission member is absent from three consecutive meetings. The Commission member shall also be notified that they may be removed from the Commission. D. If a Commission member ceases to reside in the City of Dublin, said Commissioner's office shall be declared vacant. Bylaws and Rtdes of Procedure Page 1 of 3 Heritage and Cadtural Arts Commission November 4, 2011 56 IV V VI. VACANCIES A. Vacancies on the Commission occurring other than by expiration of term shall be filled for the unexpired portion of the term in the same manner as the original appointment. OFFICERS A. Election and Term of Office. The Chairperson and Vice Chairperson are elected by the majority of the Commission for a 1-year term and hold office until their successors are elected, or until their terms as members of the Commission expire. The officers are elected at the first meeting of the Commission in January of each year. Elections, whether regular or to fill vacancies shall be held only if a simple majority of the Commission members are present. The Commission shall, unless no Commissioners meet the criteria, elect Commissioners to the positions that have not previously served in the position and that have not declined the appointment, with the intent that no on should serve in the position for two consecutive years. The secretary to the Commission will be the City Manager or his/her designee. B. Vacancies. In case of any vacancy in the Office of Chairperson or Vice Chairperson, the vacancy shall be filled by an election held at the first regular meeting after the occurrence of such vacancy. The person so elected shall serve the balance of the term. C. Duties of Officers. The Chairman performs the following duties: 1. Presides at all meetings of the Commission. 2. Appoints committee and chairpersons of committees as necessary. 3. Signs correspondence on behalf of the Commission. 4. Represents the Commission before the City Council. 5. Performs other duties necessary or customary to the office. In the event of the absence of the Chairperson or his/her inability to act, the Vice -Chairperson presides in place of the Chairperson. In the event of the absence of or the inability to act of both the Chairperson and the Vice -Chairperson, the remaining members shall elect one of their members to act as temporary Chairperson. D. The Committees. The Commission or the Chairperson, upon direction of the Commission, may appoint several of its members, but less than a quorum, to serve as a Committee. On certain occasions, such as when a particular kind of expertise or public representation is desirable, the Commission may appoint non-members to the Committee. Committees make recommendations directly to the Commission. A Committee may not represent the Commission before the Council or other bodies unless it has first received the authorization of the Commission to do so. MEETINGS A. The Commission shall hold regular meetings at least once per month at a designated time and place, which shall be fixed and determined by the Commission and entered upon its minutes. All meetings of the Commission shall be open to the public. Special meetings of the Commission may be called by a majority of the members thereof, or by the Chairperson thereof. Notice of any such special meeting shall be given as required by law. B. A majority of the voting members of the Commission shall constitute a quorum for the purpose of transacting business. The secretary shall keep minutes of all regular and special meetings of Bylaws and Rtrles of Procedure Page 2 of 3 Heritage and Cultural Arts Commission November 4, 2011 57 VII. VIII. X. the Commission, and these shall be sent to all members and administrative officers in advance of the meeting in which they are to be approved. GENERAL RESPONSIBILITIES OF THE COMMISSION A. The Commission shall consider and make recommendations, as it deems necessary to the City Council in all matters pertaining to: 1. The restoration, maintenance and operation of the Heritage Park &Museums. Such recommendations would include, but are not limited to the following: recommendations for the development, improvement and/or modification of Heritage Park & Museums facilities or programs; recommendations for policies on heritage preservation, artifact acquisition, conduct of persons using the Heritage Park & Museums facilities; and rules for the use of the Heritage Park & Museums by the public. 2. The promotion and support of the arts within the community. Such recommendations would include, but are not limited to the following: recommendations on art in public places including City facilities and new developments within the City; exhibits at the Civic Center, Heritage Park & Museums and Public Art Venue; and recommendations for policies on art, cultural activities and facilities. DUTIES OF COMMISSION TO BEADVISORY ONLY A. The Commission shall be an advisory body to the City Council. Nothing herein contained shall be construed as a limitation on the power of the City Council or the Administrative Staff of the City or any other agency in their supervision, or authority over property or personnel which are under their respective jurisdictions. STAFFASSISTANCE A. The City Manager shall provide the Commission with such information and Staff assistance as the Commission may, from time to time request, subject to the limitations imposed by the City Council. AMENDMENTS A. These Bylaws and Rules of Procedure may be amended in the same manner as originally adopted. Bylaws and Rules of Procedure Page 3 of 3 Heritage and Cult��al Arts Commission November 4, 2011 58 Historical Overview of a Council -Manager Form of Government The evolution to the Council -Manager form of government was an outcome %J the progressive reform movement of the early 1900. Some of the key reforms included: • Instituting civil -service personnel systems • Promoting personnel on a merit basis • Mandating competitive tendering of purchasing of goods and supplies • Requiring performance budgeting and measurement • Ensuring open, transparent government that is fully accessible to citizens and the media • Implementing alternative service -delivery mechanisms of organizing and operating local Of the reforms, the development of the Council -Manager system may have been the most significant step in improving the performance and credibility of local government. In 1908, Staunton, Virginia, instituted the first position legally defining, by ordinance, the authority and responsibility associated with position of the professional City Manager, Sumter, South Carolina, was the first city to adopt a charter incorporating the basic principles of Council -Manager government in 1912. Since its establishment, the Council -Manager form of government has been the most popular form of government in the United States in communities with populations of 5,000 or greater. More than 3,400 cities operate under this form, and more than 371 counties operate under the council -administrator form, which translates to more than 89 million citizens that operate under the Council -Manager form of government. The form is also popular in Canada, Australia, the Netherlands, New Zealand, the United Kingdom, Honduras, Chile, and Brazil. For more than 94 years, Council -Manager government has responded to the changing needs of citizens and their communities. In the Council -Manager form of government, the Council is the governing body of the city elected by the public, and the Manager is hired by Council to carry out the policies it establishes. The Council -Manager form establishes a representative system where all power is concentrated in the elected Council and where the Council hires a professionally trained manager to oversee the delivery of public services. Mayor/City Council . The City of Dublin has afive-member City Council. The Mayor is a member of the City Council. Each member of the Council has a one vote. All members of the Council and the Mayor are elected at -large. Councilmembers are elected for a four-year term. The Mayor is elected for a two-year term. No 59 member of the Council, including the Mayor, may serve for more than eight consecutive years. Since 1992 the Mayor has been directly elected rather than appointed by the City Council. The City Council and Mayor are considered part-time positions and are compensated as such (although the Mayor and Councilmembers give many hours outside of a Council meeting on behalf of the community. The City Council meets regularly twice a month. All decisions for the City can only be made by the Council at a City Council meeting. Councilmember's Role . Adopt legislation and regulations. Develops and adopts a strategic plan. Adopt land use plans, establish zoning and other land use regulations. Approve contracts in excess of the City Manager's purchasing authority. At a City Council meeting, provide direction to the City Manager on the affairs of the City. Represent the City in the community with other levels of government, joint power of authorities, regional bodies, etc. Adopts the budget and expenditure plan for the City. Adopts fee schedules for various City services. Appoints the City Manager and the City Attorney and supervises their performance Adopts the salary and benefit plan for City positions. Work to understand the needs and wants of the community. Occasionally functions in a quasi-judicial role. Advocate policy for the community. Mayor's Role . Same responsibilities as the Councilmembers. Conduct and preside at City Council meetings. Appoint representatives to all City commissions and committees (with the consent of the Council) As Chief Elected Official: o a: Sign legal documents, ordinances and resolutions. o Represent the City at ceremonial events and occasions. o Mayor is often the focal point for contact by community groups, outside groups, government interest, etc. o Serves as the City 's key spokesperson. o Lead liaison efforts in meetings with other communities and local agencies. o Promoter and defender of the Community. o Assists the Council in setting goals and advocating policy decisions. 2 o Works to unify the Council by promoting cooperation and teamwork and builds consensus. o Facilitates communication between the Council and the City Manager. Chair of the City's Disaster Council. City Manager The City Manager functions as a Chief Administrative Officer of the City. Appointed by the City Council and serves at the pleasure of the City Council. The City Manager's position is established by Ordinance pursuant to the provisions of State Law. Most City Managers throughout the world belong to ICMA and adhere to the ICMA Code of Ethics. (Attached) City Manager's Role . Responsible for the efficient administration of all affairs under the City Manager's control. Serves as the Council's Chief Staff Adviser. Enforcement of all City laws and ordinances. Enforcement of all City agreements/contracts and permits. Responsible for control, supervision and direction of all City Department Heads and City employees. Appoints, removes and promotes City employees. Negotiates service contracts and other agreements (i.e., Development Agreements) Conducts organizational studies and implements re -organization of City functions when appropriate. Recommends adoption of ordinances and other measures for City Council consideration. Attends City Council meetings. Keeps the City Council advised on the financial condition of the City. Prepares and submits the annual budget to the City Council. Recommends all expenditures to City Council. Designated as City's Purchasing Agent. Prepares an annual salary plan and acts as the City's Chief Negotiator with employees. Makes investigations into the affairs of the City and any department on contracts. Conducts investigations for all complaints in relation to matters concerning the administration of the City or in regards to the services provided by public utilities in the City Exercises general supervision over all public property under the control of the City. Functions as Director of Emergency Services. 3 61 Works with the Council to develop a strategic plan including strategies toward achievement of the strategic plan. Through the office of the City Clerk, administers elections, prepares council agendas and maintains records of the City. Keeps the Council informed on a regular basis regarding City operations, developing issues, etc. Supervises public information and public education activities of the City. Translates and implements the direction of the majority of the Councilmembers over all areas for which Council has jurisdiction. Advancement of broad and inclusive citizens' participation. Although the City Manager works for the City Council, those Cities, which are most effective in providing good services and high quality of life, have a strong partnership between the City Council and the City Manager. Forms of Communication between the City Council and Manager . Staff Reports Informal One -on -One with Councilmembers Weekly Written Communications Other communication as needed ICMA Code of Ethics With Guidelines The ICMA Code of Ethics was adopted by the ICMA membership in 19249 and most recently amended by the membership in May 1998. The Guidelines for the Code were adopted by the ICMA Executive Board in 1972, and most recently revised in July 2004. The mission of ICMA is to create excellence in local. governance by developing and fostering professional local government management worldwide. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall: 1. Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective. 2. Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant. Guideline Advice to Officials of Other Local Governments. When members advise and respond to inquiries from elected or appointed officials of other local governments, they should inform the administrators of those communities. 3. Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the elected officials, of other officials and employees, and of the public. Guidelines Public Confidence. Members should conduct themselves so as to maintain public confidence in their profession, their local government, and in their performance of the public trust. Impression of Influence. Members should conduct their official and personal affairs in such a manner as to give the clear impression that they cannot be improperly influenced i a the performance of their official duties. Professional Respect. Members seeking a management position should show professional respect for persons formerly holding the position or for others who might be applying for the same position. Professional respect does not preclude honest differences of opinion; it does preclude attacking a persons motives or integrity in order to be appointed to a position. Reporting Ethics Violations. When becoming aware of a possible violation of the ICMA Code of Ethics, members are encouraged to report the matter to ICMA. In reporting the matter, members may choose to go on record as the complainant or report the matter on a confidential basis. Confidentiality. Members should not discuss or divulge information with anyone about pending or completed ethics cases, except as specifically authorized by the Rules of Procedure for Enforcement of the Code of Ethics. Seeking Employment. Members should not seek employment for a position having an incumbent administrator who has not resigned or been officially informed that his or her services are to be terminated. 4. Recognize that the chief function of local government at all times is to serve the best interests of all of the people. Guideline Length of Service. A minimum of two years generally is considered necessary in order to render a professional service to the local government. A short tenure should be the exception rather than a recurring experience. However, under special circumstances, it may be in the best interests Appointment Commitment. Members who accept an of the local government and the member to separate in a appointment to a position should not fail to report for that shorter time. Examples of such circumstances would position. This does not preclude the possibility of a member include refusal of the appointing authority to honor considering several offers or seeking several positions at the commitments concerning conditions of employment, a vote same time, but once a bona fide offer of a position has been of no confidence in the member, or severe personal accepted, that commitment should be honored. Oral problems. It is the responsibility of an applicant for a acceptance of an employment offer is considered binding position to ascertain conditions of employment. unless the employer makes fundamental changes in terms of Inadequately determining terms of employment prior to employment. arrival does not justify premature termination. Credentials. An application for employment or for ICMA's Voluntary Credentialing Program should be 5. Submit policy proposals to elected officials; provide complete and accurate as to all pertinent details of them with facts and advice on matters of policy as a education, experience, and personal history. Members basis for making decisions and setting community goals; should recognize that both omissions and inaccuracies must and uphold and implement local government policies be avoided. adopted by elected officials. Copyright © 2008 by the International City/County Management Association 33 Guideline Conflicting Roles. Members who serve multiple roles -- working as both city attorney and city manager for the same community, for example --should avoid participating in matters that create the appearance of a conflict of interest. They should disclose the potential conflict to the governing body so that other opinions may be solicited. 6. Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility for policy execution rests with the members. 7. Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body. Guidelines Elections of the Governing Body. Members should maintain a reputation for serving equally and impartially all members of the governing body of the local government they serve, regardless of party. To this end, they should not engage in active participation in the election campaign on behalf of or in opposition to candidates for the governing body. Elections of Elected Executives. Members should not engage in the election campaign of any candidate for mayor or elected county executive. Running for Office. Members shall not run for elected office or become involved in political activities related to running for elected office. They shall not seek political endorsements, financial contributions or engage in other campaign activities. Elections. Members share with their fellow citizens the right and responsibility to vote and to voice their opinion on public issues. However, in order not to impair their effectiveness on behalf of the local governments they serve, they shall not participate in political activities to support the candidacy of individuals running for any city, county, special district, school, state or federal offices. Specifically, they shall not endorse candidates, make financial contributions, sign or circulate petitions, or participate in fund-raising activities for individuals seeking or holding elected office. Elections in the Council -Manager Plan. Members may assist in preparing and presenting materials that explain the council-manager form of government to the public prior to an election on the use of the plan. If assistance is required by another community, members may respond. All activities regarding ballot issues should be conducted within local regulations and in a professional manner. Presentation of Issues. Members may assist the governing body in presenting issues involved in referenda such as bond issues, annexations, and similar matters. 8. Make it a duty continually to improve the member'a professional ability and to develop the competence of associates in the use of management techniques. Guidelines Self -Assessment. Each member should assess his or her professional skills and abilities on a periodic basis. Professional Development. Each member should commit at least 40 hours per year to professional development activities that are based on the practices identified by the members of ICMA. 9. Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service. 10. Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. Guideline Information Sharing. The member should openly share information with the governing body while diligently carrying out the member's responsibilities as set forth in the charter or enabling legislation. 11. Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member's decisions, pertaining to appointments, pay adjustments, promotions, and discipline. Guideline Equal Opportunity. All decisions pertaining to appointments, pay adjustments, promotions, and discipline should prohibit discrimination because of race, color, religion, sex, national origin, sexual orientation, political affiliation, disability, age, or marital status. It should be the members' personal and professional responsibility to actively recruit and hire a diverse staff throughout their organizations. 12. Seek no favor; believe that personal aggrandizement or profit secured by confidential information or by misuse of public time is dishonesI It t. Guidelines Gifts.. Members should not directly or indirectly solicit any gift or accept or receive any gift --whether it be money, services, loan, travel, entertainment, hospitality, promise, or Copyright ©2008 by the International City/County Management Association any other form --under the following circumstances: (1) it could be reasonably inferred or expected that the gift was intended to influence them in the performance of their official duties; or (2) the gift was intended to serve as a reward for any official action on their part. It is important that the prohibition of unsolicited gifts be limited to circumstances related to improper influence. In de mininnis situations, such as meal checks, some modest maximum dollar value should be determined by the member s a guideline. The guideline is not intended to isolate members from normal social practices where gifts among friends, associates, and relatives are appropriate for certain occasions. Investments in Conflict with Official Duties. Member should not invest or hold any investment, directly or indirectly, in any financial business, commercial, or other private transaction that creates a conflict with their official duties. In the case of real estate, the potential use of confidential information and knowledge to further a members personal interest requires special consideration. This guideline recognizes that members' official actions and decisions can be influenced if there is a conflict with personal investments. Purchases and sales which might be interpreted as speculation for quick profit ought to be avoided (see the guideline on "Confidential Information"). Because personal investments may prejudice or may appear to influence official actions and decisions, members may, in concert with their governing body, provide for disclosure of such investments prior to accepting their position as local government administrator or prior to any official action by the governing body that may affect such investments. Personal Relationships. Member should disclose any personal relationship to the governing body in any instance where there could be the appearance of a conflict of interest. For example, if the manager's spouse works for a developer doing business with the local government, that fact should be disclosed. Confidential Information. Members should not disclose to others, or use to further their personal interest, confidential information acquired by them in the course of their official duties. Private Employment. Members should not engage in, solicit, negotiate for, or promise to accept private employment, nor should they render services for private interests or conduct a private business when such employment, service, or business creates a conflict with or impairs the proper discharge of their official duties. notification of the appointing authority is appropriate in all cases of outside employment. Representation. Members should not represent any outside interest before any agency, whether public or private, except with the authorization of or at the direction of the appointing authority they serve. Endorsements. Members should not endorse commercial products or services by agreeing to use their photograph, endorsement, or quotation in paid or other commercial advertisements, whether or not for compensation. Members may, however, agree to endorse the following, provided they do not receive any compensation: (1) books or other publications; (2) professional development or educational services provided by nonprofit membership organizations or recognized educational institutions; (3) products and/or services in which the local government has a direct economic interest. Members' observations, opinions, and analyses of commercial products used or tested by their local governments are appropriate and useful to the profession when included as part of professional articles and reports. Teaching,. lecturing, writing, or consulting are typical activities that may not involve conflict of interest, or impair the proper discharge of their official duties. Prior Copyright 0 2008 by the International City/County Management Association