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HomeMy WebLinkAboutItem 8.4 All American City AwardG~~~ OF DU~~~ #~ ~9\~;~~2 STAFF REPORT CITY C L E R K ~~ ~ ~/ DUBLIN CITY COUNCIL File # ^[~] 1^~-®® ~'a1 TFro~~ DATE: April 20, 2010 TO: Honorable Mayor and City Councilmembers FROM: Joni Pattillo, City Manager SUBJE Discussion Regarding the City's Recognition as an All America City Award Finalist and Approval of the Creation of a Delegation Committee Prepared By: Linda Maurer, Assistant to the City Manager EXECUTIVE SUMMARY: On April 6, 2010, the City of Dublin was named a finalist by the National Civic League for the 2010 All America City Award Competition. In order to be selected as an All America City Award winner, a delegation from the City of Dublin must travel to Kansas City, Missouri in June 2010 to compete for the prestigious award. Private funding must be raised to send the delegation. Staff is seeking direction from the City Council on next steps and is recommending the creation of a Delegation Committee, comprised of two City Council members and City staff, to begin fundraising efforts. FINANCIAL IMPACT: None at this time. RECOMMENDATION: 1) Discuss the City's next steps for the All America City Awards competition 2) Approve the creation of a Delegation Committee to work on fundraising efforts 3) Confirm the Mayor's appointment of Mayor Sbranti and Vice Mayor Hildenbrand Submitted By evi ed Assistant to the City Manager Assistant City anager Page 1 of 2 ITEM NO. g' ~l DESCRIPTION: One of the City Council's 2009-2010 Goals and Objectives (I - A - 6) was to apply for the National Civic League's All America City Awards, the nation's oldest and most prestigious civic recognition award. The deadline to submit applications was March 15, 2010. Staff submitted the application (Attachment 1) for consideration last month, consistent with the deadline. On April 6, 2010, the National Civic League announced that the City of Dublin was selected as a finalist for the 2010 All-America City Awards. To be considered for the honor, Dublin documented three community projects (Dublin 101, the Parks Strategic Plan and Arroyo Vista) that addressed two of the City's most pressing challenges: 1) the integration of diversity; and 2) creating community unification following a period of significant growth. The City has been invited to join 26 other communities from across the nation in Kansas City, Missouri on June 16-18, 2010 to compete for the prestigious award, telling the City's story of positive community change to a jury of civic experts. Ten All-America Cities will be announced on June 18, 2010. In talking with representatives from the National Civic League, the size of the delegation can vary widely, although last year's average delegation size was about 26 people per city, with a high of 60 and a low of six people. The delegation is comprised of city leaders, staff and community members (including youth) that are directly or indirectly tied to the programs and projects that a city presents in their application. Additionally, the National Civic League encourages cities to invite their community members interested in participating who can pay their own way to attend, including any musical groups and youth bands to perform during the Civic Action Fair and Cultural Entertainment Showcase on Thursday night. The National Civic League discourages the use of taxpayer money to fund a City delegation and encourages cities to raise funds from its community and business partners to financially support the effort. Staff has assumed a travel cost for afour-night stay, per diem and airfare between $1,800 and $2,000 per person. In order to move forward in determining the size and the scope of the City's delegation, Staff is recommending that the City Council create a Delegation Committee, comprised of two City Council members and City staff. Mayor Sbranti is recommending that he serve on this Committee, along with Vice Mayor Hildenbrand. The Committee will meet frequently over the next few weeks to ensure compliance with dates and deadlines for the event in Kansas City, as well as formalize a fundraising strategy to send a delegation from Dublin. This Committee will report back to the City Council regarding its effort at the May 19, 2010 meeting. NOTICING REQUIREMENTS/PUBLIC OUTREACH: None ATTACHMENTS: 1. The City of Dublin's All America City Award Application Page 2 of 2 All-America City 2010 All-America City Award Application Application Due: Monday, March 15, 2010 Competition: June 16-18, 2010, Kansas City, Missouri We thank our 2009/2010 Sponsors: r-•,, & tag •. _ ~ '', ~ .~n~ ~t'Ui~4-'.t~~,lti ', f}nc Fiefi~ lliaetc$u•idc 0 ' 1 ., ~ _._ -~' - ~~, ~ St3UTHWEST- Mile High United Way The Official Airline of the All-America City Awards Community Information Community name and state: City of Dublin Your community is applying as a: _ Neighborhood Village _ Town _X_ City _ County _ Region If applying as a region, name participating communities: If applying as a neighborhood, name city: Has your community applied before? ^Yes ONo If Yes, which years: Has your community been a Finalist before? ^Yes ONo If Yes, which years: Has your community been an All-America City before? ^Yes ONo If Yes, which years: Contact Information All-America City Award contact (primary contact person available throughout entire competition and for follow-up): Name: Linda Maurer Title: Assistant to the City Manager ization/Government: Citv of Dublin Address: 100 Civic Plaza City, State, Zip Dublin, CA 94568 Phone (business/day): 925-833-6650 Mobile Phone Fax (business/day): 925-833-6651 Phone (home/evening): 925-243-9929 E-mail Address: linda.maurer@ci.dublin.ca.us List the 3 individuals who most actively participated in filling out this All-America City Award application (add additional lines if needed): (Provide name and title, organization/government, phone number & e- mail address) Joni Pattillo -Dublin City Manager, 100 Civic Plaza, Dublin, CA 94568 Chris Foss -Dublin Assistant City Manager, 100 Civic Plaza, Dublin, CA 94568 Paul McCreary -Assistant Director of Parks and Community Services, 100 Civic Plaza, Dublin, CA 94568 ~~ a3 Z-~~ev~ ~-`~ '~- 2d- la ATTACHMENT 1 ~ ~/a3 `~ The applying community will receive a complimentary membership (or membership renewal if an AAC application was submitted last year) to the National Civic League for one year. To whom should this membership be directed? Name Joni Pattillo Address 100 Civic Plaza City, State & Zip. Code _ Dublin, CA 94568, Phone Number_925-833-6650 __ Fax 925-833-6651 Email linda. maurer@ci.dublin.ca. us If we are designated an All-America City, we agree to follow NCL's rules regarding use of the All-America City Award logo, a registered trademark of the National Civic League. Signature: Name: Title: Date: 3/12/2010 Community Statistics Note: Use the most up-to-date statistics possible for your neighborhood, town, city, county, or region (source suggestions: U.S. Census Bureau, State Department of Economic Security, State Department of Finance, Department of Public Health, and local school statistics). POPULATION (in year 2000 or most recent): 47,922 Source/Date: 2009 State of California, Department of Finance POPULATION PERCENTAGE CHANGE 1990-2000 (indicate + or -): +29 Source/Date: United States Census RACIAL/ETHNIC POPULATION BREAKDOWN White 57.2% Hispanic or Latino (of any race) 14% Black or African American 9.3% Asian 20.1 American Indian and Alaska Native (AIAN) 1.9% Other 15.8% Source/Date: 2006-2008 American Community Survey MEDIAN FAMILY INCOME: $114,044 Source/Date: 2006-2008 American Community Su PERCENTAGE OF FAMILIES BELOW POVERTY LEVEL: 3.2% Source/Date: 2006-2008 American Community Survey UNEMPLOYMENT RATE: 6.6% Source/Date: California Labor Market Information -Employment Development Department -December 2009 POPULATION BREAKDOWN BY AGE GROUP (percentages, if available): 19 years old and under 26.9% ~~ ~3 20-24 7.8% 25-44 36.7% 45-64 23.4% 65 and over 5.2% Source/Date: 2006-2008 American Community S PERCENTAGE OF HOME OWNERSHIP: 66.2% Source/Date: 2006-2008 American Community Survey WORKFORCE DISTRIBUTION -- Name the three largest employment sectors in your community and provide the percentage of total employed in each: INFORMATION NOT AVAILABLE AT THE CITY LEVEL Source/Date: MAP -- Please attach a state map (8.5" x 11 ") with your community clearly marked. ALL-AMERICA CITY AWARDS CRITERIA • Civic Engagement and Collaboration: participation of the public, private and nonprofit sectors and key constituencies to the maximum extent possible and cooperation across jurisdictional boundaries • Inclusiveness: recognition and involvement of diverse segments and perspectives (ethnic, racial, socio- economic, age, etc.) in community decision-making • Innovation: creative use and leveraging of community resources • Impact: significant and specific community achievements, projects that address the community's most important needs, and clear demonstration of project results and impacts (dollars raised or lives impacted) PART 1: TELL YOUR COMMUNITY'S STORY Tell us your story. Utilizing the awards criteria describe how your community addresses its pressing challenges and plans for its future. How are the neighborhoods, government, businesses, and nonprofits organizations engaged in these efforts. What is your community's vision? Include real examples of how your community has demonstrated its strengths and faced its challenges. How does it embrace diversity and demonstrate inclusiveness? (1,200 word maximum). Resource: NCL's Civic Index. Ask for a copy. PART II: DESCRIBE YOUR COMMUNITY'S CHALLENGES What are your community's two most pressing challenges? (400 words maximum -total, not per challenge) a~ ~~ PART III: DESCRIBE THREE COMMUNITY-DRIVEN PROJECTS Describe your three best collaborative community projects that have resulted in a significant local impact within the past five years. Ideally, the first two projects should be drawn directly from the two community challenges stated above. The third project should benefit youth and children. Tell us how each of these projects promote civic engagement, collaboration, inclusiveness, innovation, and impact. PROJECT ONE (Challenge #1) A. Provide a description of the first project and its qualitative and quantitative impacts in the past five years. (1,200 word maximum) B. Provide a summary of the first project which we may use to promote your community. (400 words maximum) Name the primary contact for the project. Provide name & title, organization, address, telephone, and a-mail address. (This person maybe contacted to verify information.) PROJECT TWO (Challenge #2) A. Provide a description of the second project and its qualitative and quantitative impacts in the past five years. (1200 word maximum) B. Provide a summary of the second project which we may use to promote your community. (400 words maximum) Name the primary contact for the project. Provide name & title, organization, address, telephone, and e-mail address. (This person maybe contacted to verify information.) PROJECT THREE (Benefit Youth and Children) A. Provide a description of a project and its qualitative and quantitative impacts on youth in the past five years. This project may address issues such as literacy, community service, health, recreation, or other youth- related issues. Projects addressing underserved youth are particularly valued in this program.(1,200 word maximum) B. Provide a summary of the third project which we may use to promote your community. (400 words maximum) Name the primary contact for the project. Provide name & title, organization, address, telephone, and e-mail address. (This person maybe contacted to verify information.) End of application Submit the application by email and one hard copy with $100 application fee by Monday, March 15, 2010, to: National Civic League, 1889 York Street Denver, Colorado 80206, 303-571-4343, kristinsa(~ncl.org Need additional guidance? Email kristinsCa~ncl.org or go to www.ncl.org for upcoming webinar dates. 5 ~ ~3 ,. ; ; .r ~_ R ~ _ - ~, CM >' K 1.~ f r Z ~,~ ~ i. r ~~. :~~ ~ r i ~$ Y~.i'r S a~~. r^ ~ l ~• ~' r,l ~~~ ~~~ .:~.. y Dublin California ~`r.~-k ~" ~ ~ R Y..M` rt ~ S' ~. ~ ~ l,yfi s i~fi f ~- ~~ ..7 JG..ur ~' r6~i1~ < ~ r~!~~C ~......i ~''a qtr ~.« r .. ~.'x ~ t ~ ~ ~~ `~ << f Y i~a 3 ~ ~ n ^ ~ 9 . Aya r ~ FbF i r j ~t ~~` ~ ~v~ ~~~~Y ~.Jtt M u ~~_,~~N cwt` L r ~~ & ~'~ 4 ~~„~ v"„N i "~~'r ,, ,€ ' :~~ ~ ~~ .,u a~ fq ~~~,~ Part I Community Story -Dublin, Calif. Over the past 15 years, the City of Dublin has transformed from a sleepy Bay Area, working and middle-class suburban community to a community focused on development and growth, in an effort to provide needed housing, economic development, as well as transit and support services to the ever important Tri-Valley region of the San Francisco Bay Area. This effort has presented many challenges and has required a significant community investment on the part of the City, the business community and non-profit organizations to maintain a sense of civic engagement, innovation, and inclusiveness. Location Dublin is located in the Bay Area's Tri-Valley region, surrounded by the cities of San Ramon, Pleasanton and Livermore. Since the 1980s, this region has blossomed into a business destination with the cities of San Ramon and Pleasanton building two of Northern California's largest business parks -Bishop Ranch and Hacienda Business Park, respectively. Because of this economic investment, the Tri-Valley has become an attractive area for corporations and businesses, many of which relocated from the San Francisco/Oakland area to provide a better quality of life for its workers. Today, this region is host to some notable firms, including Toyota's regional headquarters, Roche Molecular, Oracle, AT&T and the Chevron Corporation. At about 14 square miles, Dublin's development pattern has been largely linear due along the Interstate 580 Corridor and to the Camp Parks - an installation of the Army Reserve. This base has also become increasingly important in the past decade as a staging ground for the war on terror. Demographics Dublin has changed dramatically in just the past 10 years. There has been a major decrease (-15 percent) in the white population which stands at 57 percent in 2008 (American Community Survey -ACS). This decrease has been offset to a large degree by the increase in the Asian population, which has grown from 12 percent in 2000 (U.S. Census) to 20 percent in 2008 (ACS). The median age was 33.8 years and Dublin's median income of households is $105,166 (ACS). As it relates to education, according to the ACS, 91 percent of people 25 years and over had at least graduated from high school and 40 percent had a bachelor's degree or higher. Nine percent were dropouts; they were not enrolled in school and had not graduated from high school. Dublin's Challenge of Growth and Development As stated earlier Dublin's growth rate has been significant. In 1990, the US Census showed Dublin's population at 23,229 and in 2000 that population increased to 29,973. /" ~~ ~~ However, in just nine years, the population increased to 47,922 (2009 California Department of Finance) - a 60% increase during that time. A large part of that growth is because of the City's adoption of the Eastern Dublin Specific Plan, which planned for the eventuality of transit-oriented development in East Dublin because of the new Bay Area Rapid Transit station. This Plan also provided opportunities for higher density development that attracted a new demographic to the community -amore urban and diverse mix of people. The complexity of this new growth with new demographics and higher density housing stock, coupled with the geographic constraints of the military base essentially dividing Dublin into two has caused the City to place a great deal of focus on unification and community engagement. Dublin has taken a series of steps to engage neighborhoods, businesses, non-profit groups, as well as service and faith-based organizations. The work of community and civic engagement goes well beyond just the work of the City, but the City itself has taken many actions to demonstrate its commitment to inclusiveness, including the creation of a vision and values statement for the community (as follows:) 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 ensure the safety of the citizens living in the community. 8~ ~3 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 development. 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. To further advance the vision and values, the City offers a number of ways to engage and collaborate with the community to create a sense of oneness and unity in Dublin. Specifically, the City operates "Dublin Pride Week," an annual week-long event that seeks to demonstrate ways in which individuals or groups can act to improve the community and to work to improve the world through environmental awareness and volunteerism. In 2009, arecord-setting 400 volunteers from throughout the community, including the service organizations and local churches, assisted on Dublin Pride Week projects throughout the community, ranging from helping seniors with household maintenance and yard work, to elementary and middle school beautification projects, such as painting and landscape work. Another great example is Day on the Glen, a weekend long celebration of the community's diversity, programs and activities. Service organizations, faith-based groups and other local community groups, such as public and private schools are able to take part and celebrate the community's inclusive, yet culturally diverse nature. The City also hosts a number of citizen and youth academies through Police Services, as well as helps to sponsor a character education program called "Dublin Pride - Integrity in Action" Program, which the City then recognizes the citizen, youth, and volunteer of the year meeting the one or more of the 10 Program Characteristics: ~~ a3 Responsibility, Respectfulness, Caring, Giving, Positive Attitude, Trustworthiness, Cooperation, Doing One's Best, Honesty, and Self-Discipline. As you can see by this summary, the City has been very innovative in its approach to bring about inclusiveness and civic engagement as a result of the fast growth and new demographics. Part II of this application will further summarize the City's two most pressing challenges in these areas. /D a~ a3 Part II Two Most Pressing Challenges Integration of Diversity (200 words) As stated in Part I, Dublin's swift growth and development has resulted in a significant change to the City's demographic makeup. The increase in the Asian population is also diverse, including individuals and families from East Asian (Indian) as well those from the Pacific Rim. These populations have migrated to this area because of the schools and the Tri-Valley's geographic relationship to the Silicon Valley, just 20 miles south of this area. This demographic shift has resulted in many new businesses and development to serve this population, including the opening of an Asian market - 99 Ranch, the development of an Asian themed shopping center - Ulferts, as well as several new Indian and Asian restaurant establishments. The speed at which this transition occurred has been difficult for some long-established residents in the community and has led to a few incidences of racially-motivated acts, none of which resulting in larger events, but certainly of enough concern that the City believes it is important to promote programs and activities to create inclusiveness of cultures, ethnicity and civic engagement. Geographic and Growth Challenges Threaten Community Unification (200 words) As stated in Part I, the City's development pattern has been largely limited and linear, creating geographic separation between west and east Dublin. This "old vs. new" has created a sense among some in the community that the east side gets all of the new fancy stuff, where the west side gets nothing. The west side has many areas in need of investment and renewal, yet the City's role in this is very limited in this regard. Where there are opportunities, as in the case of the Downtown area and with the Arroyo Vista public housing project, the City has taken a lead role in bringing about change. The hope is that these innovative investments by the City will lead to creating greater unification and inclusiveness throughout the community. i~a6ai Part III Project One Redevelopment of Arroyo Vista Public Housing Project -Creating Community Unification Contact: Joni Pattillo -City Manager City of Dublin 100 Civic Plaza Dublin, CA 94568 (925) 833-6650 joni.pattillo ci.dublin.ca.us The Arroyo Vista redevelopment is a perfect example of how a City has successfully handled its tremendous growth while still having to deal with significantly underutilized assets and come up with creative and innovative solutions that stand to benefit all aspects of the community, including those in the lower socio-economic bracket. Situation Analysis The Arroyo Vista project exists as a 150 unit public housing project on 22.9 acres that is owned by the Dublin Housing Authority (DHA) and managed by the Housing Authority of Alameda County (RAGA). The complex was constructed in 1982 and the dwelling units have not been significantly updated since then. The complex was constructed in an inefficient lower density, dispersed site design. The complex has experienced ongoing building maintenance problems, as well as sewer and water main problems, and does not meet current energy efficiency standards. The Housing Authority commissioned studies that found the cost to renovate the existing housing far exceeded the amount of annual operating subsidy from the Annual Contributions Contract and Capital Funds provided by the U. S. Department of Housing and Urban Development (HUD) as well as other funds that might be available through competitive processes. Learning of these results, the DHA (which is comprised of members of the Dublin City Council) determined that the cost of maintaining the project was far outweighed by the benefit of creating a new mixed-income project that would incorporate universal design and green building principles through apublic/private partnership. This new development's design would also be more appropriate for the surrounding community and provide those residents living in public housing with an opportunity to live in a more mixed and diverse community in the future, creating a greater sense of community inclusiveness. The DHA provided many opportunities for the civic engagement on this issue at several publicly noticed meetings, as well as numerous meetings with the affected residents of Arroyo Vista. New Development Proposal i~ ~~ In January 2006, the DHA issued a request for qualifications for a real estate developer to propose a new project that takes into account the following: • New development would need to respond to the needs of the existing residents of Arroyo Vista. • Existing residents would need Housing choice vouchers and be relocated during construction • Developer would need to build more affordable units than what is currently on the site. • The final development would need to provide a better living environment for existing and new residents of the community In July 2007, the DHA accepted a partnership proposal consisting of anon-profit organization, Eden Housing, and amarket-rate residential builder, Citation Homes Central The future development would contain approximately 378 units comprised of 198 for sale homes, (with 141 attached and 57 detached dwellings) 14 of which would be affordable, 130 income-restricted family rental dwellings (with a mix of 1, 2, 3 and 4 bedroom units in a combination of stacked flats and townhouses) and 50 senior income- restricted apartments (with 49 1-bedroom apartments and 1 2-bedroom manager unit). This would represent an increase in the number of income restricted and market-rate dwellings on the site. Proposed dwellings would include a mix of two- and three-story residential wood-frame buildings. At the core of the development, the Village Center would include a Community Building with central recreation space and a new Child Care Center. Additional satellite recreational areas, both passive and active, would be scattered throughout the proposed development. The current Housing Element of the Dublin General Plan identifies a need to accommodate 1,092 extremely low/very low income and 661 low income households in the community. This action would assist in satisfying the City of Dublin's regional housing needs for low and very low income housing dwellings, in accordance with the Housing Element of the Dublin General Plan, including low income senior residents. This proposal also represented an opportunity for the City to leverage both public and private sector investments to construct more modern and energy efficient dwellings than currently exist on the site as well as create a better setting for those needing housing assistance. The sources of funding for the Affordable Family Apartments would most likely include the City of Dublin, the Dublin Housing Authority from Citation Homes Central's site purchase, Low-Income Housing Tax Credit Investor, Affordable Housing Program (AHP) funding from the Federal Home Loan Bank and a permanent bank loan. The sources of funding for the Affordable Senior Apartments would most likely include the same sources except that HUD Section 202 Supportive Housing for the Elderly Program would be included and there would be no permanent bank loan. Total projected cost for the Arroyo Vista For-Sale component is approximately $96,235,500. This figure includes land acquisition, city fees, building construction, i3 ~~a3 subdivision improvements (streets, utilities, grading, demolition, etc.), landscaping, insurance, and "soft" costs for the 198 units within Citation's portion of the project. Media interest in the prospective closure of the Arroyo Vista Public Housing Project intensified in the following months, as many of the long time residents, with the help of Bay Area Legal Aid/Help filed suit against the project. During this time, the DHA continued to wait for approval by HUD to close the public housing project and began offering assistance to the existing residents to find housing during the construction period of the new possible project. Bay Area Legal Aid filed suit and the issue was settled in early 2010. Late last year, HUD provided its opinion on the public housing project and declared it surplus, allowing the DHA to move forward with the proposed project. The redevelopment of the Arroyo Vista project is still ongoing and has been subject to the trials and tribulations of the current economic situation. Banks and financial institutions, particularly those tied to tax credits and other types of affordable housing financing, have not been actively lending to develop projects. The DHA awaits the rebound in the market, as do the two developers that bid and successfully won the project rights. It is likely that the project will need to adapt some to the new economic realities of construction post economic recession. It is unclear at this time what they may entail or when the project will move forward. During this transition time, the DHA is working closely with the remaining residents of Arroyo Vista to find them secure transitional housing, with many other development projects in Dublin are providing priority to rent, until such time the project is financially feasible to move forward. Part III Project One -Summary (400 Words) Redevelopment of Arroyo Vista Public Housing Project -Creating Community Unification The Arroyo Vista project is currently a 150-unit public housing project on 22.9 acres owned by the Dublin Housing Authority (DHA) and managed by the Housing Authority of Alameda County (HACA). The complex is nearly 30 years old and has ongoing building maintenance problems. The Housing Authority (which is comprised of the Dublin City Council) found that the cost to renovate far exceeded the amount of annual operating subsidy provided by the U. S. Department of Housing and Urban Development (HUD). The DHA also believed there were certain benefits of creating a new mixed-income project that would incorporate universal design and green building principles through a public/private partnership. New development provides resident living in public housing with an opportunity to live in a more mixed and diverse community in the future, creating a greater sense of community inclusiveness. The DHA provided many opportunities for the civic engagement on this issue at several publicly noticed meetings, as well as numerous meetings with the affected residents of Arroyo Vista. l~bda3 The new proposal calls for 378 units comprised of 198 for sale homes, 14 of which would be affordable, 130 income-restricted family rental dwellings (stacked flats and townhouses) and 50 senior income-restricted apartments. This represents an increase in the number of income restricted and market-rate dwellings on the site. The Village Center would include a community building and a new child care center. Additional satellite recreational areas, both passive and active, would be scattered throughout the proposed development. Media interest in the closure of the Arroyo Vista Public Housing Project intensified in the following months, as many of the long time residents, with the help of Bay Area Legal Aid/Help filed a lawsuit (the suit was recently settled). Late last year, HUD declared the surplus, allowing the DHA to move forward with the proposed project. The redevelopment of the Arroyo Vista project is still ongoing and has been subject to the current economic situation. Banks and financial institutions, particularly those tied to tax credits and other types of affordable housing financing, have not been actively lending to develop projects. During this transition time, the DHA is working closely with the remaining residents of Arroyo Vista to find them secure transitional housing, with many other development projects in Dublin are providing priority to rent, until such time the project is financially feasible to move forward. ~... Part II Project Two Dublin 101 -Leadership Academy. (Community Unification/Diversity) Contact: Chris Foss, Assistant City Manager City of Dublin 100 Civic Plaza Dublin, CA 94568 (925) 833-6650 chris.fossCa~ci.dublin.ca.us In 2003, the elected leaders in Dublin realized that the community was changing and that they needed to prepare and engage this community and its future leadership. The vision was to build a program that would provide the businesses and those living in Dublin a realistic understanding of the municipal government processes. It would also prepare people to serve on all of the commissions and committees available. In 2004, the City began its first Dublin Leadership Academy (now referred to as Dublin 101). The annual program runs for 12 weeks and provides up to 20 community members with an opportunity to personally engage with the City Manager, Police Chief, Fire Chief, the City Council as well as other executive leaders in the City on issues of importance to this community. The program is truly a look behind the scenes of local government, pointing out it role and limitations, as well as a glimpse into the long-term planning that makes Dublin what it is today. Since its inception in 2004, the Program has seen 111 graduates who represent the diverse demographics of Dublin, including many new and long-time residents, local business people, as well as individuals working for non-profit organizations. Many of these graduates have gone on to serve in various capacities in the community, including at least one who decided to serve on the Planning Commission and was appointed to the City Council in 2008. In comparison to the other cities in the Tri-Valley area, Dublin is new and therefore has a very diverse population. The participants of this program have always represented this diversity. Most of them have expressed that they got a better understanding of the city processes after the program. Almost all of them expressed their interest in volunteering their services for the various Commissions/Committees/Task Forces. Some of the participants are currently serving on the City's Commissions, Committees and Task Forces. The result of this Program has been positive and it has accomplished its goal. Given below are comments from three participants who have graduated from this Program: Ib ~(, a3 Anthony Bryant, Class of 2009 Why did you decide to participate? / choose to participate in the academy to learn about how the City is managed and to understand the current goals of the administration. In addition, my personal interests are to contribute to make a difference within the community. What insight(s) did you get into city government after completing the class? I learned about the City's goals and priorities, how housing and business developments are progressing, and how the City is creating a unique shopping experience for residents and visitors. It was interesting to see how the City is able to leverage resources within Alameda County for fire and police services. I was pleased to learn that although safety and police services are contracted out, the physical facilities and equipment remains within the City's ownership. Most important is that the academy provides the opportunity to meet department heads and understand their organization, goals, and issues. How has your experience changed your outlook on the Dublin community? The additional information 1 learned from the academy has increased my appreciation to live in Dublin. 1 am grateful to know keen volunteers in the community. By knowing the goals of the City, I feel encouraged to support them as they develop and materialize. My new understanding about Dublin's government administration has increased my own personal interest to volunteer and contribute. Currently, 1 am looking to volunteer and contribute. My initial enjoyment has been enjoying basketball with an active member of the planning commission that I met at the academy. Do you share your Dublin 101 information/experiences with others in the community? Yes, 1 sure have including informing my neighbors. Also, 1 have encouraged others personal colleagues, living in the community, to get more involved. Susette Clark Walker, Class of 2006 What did you think of City government before the class? Prior to living in Dublin, 1 had always lived in larger cities where the local government was much different. I didn't really pay attention to our city government prior to joining the class and other than knowing who the mayor was and where city hall was located, I don't think 1 really thought much about it. 1 had always been pleased with the city and never had any issues, so there really wasn't any reason to give it much thought. Did it make you more active/promote civic engagement? What have you done as a result? ~~ad a3 I did get more involved, but not on any specific City task force or committees, but more with the Chamber of Commerce, schools and the Bay East Association of Realtors. Both with the Bay East and the Chamber, the roles I have there do put me more in contact with the City. Do you share your Dublin 101 information/experiences with others in the community? Yes, l actually show my certificate when 1 do a listing presentation for a Dublin resident and talk about this class all the time to the residents. I am happy that 1 took the class and think that anyone who cares about the City would certainly see a benefit in this class as well. Renata Flecchia Tyler, Class of 2009 Why did you decide to participate? I wanted to learn about my City's government, how it works and how it impacts my community. 1 wanted to be able to take that knowledge back to my neighbors and friends and have the ability to be an effective leader in my business and my neighborhood. What insight(s) did you get into city government after completing the class? Learning about Dublin's history and its governmental process allowed me to better understand the efforts of the City to manage and direct economic growth in away that minimizes damage to the environment supporting a sustainable municipal development. I learned that as citizen I have an obligation to do everything in my power to make the City and its government better. How has your experience changed your outlook on the Dublin community? Without any doubts, 1 believe our community is very strong, very supportive of our elected officials and our public schools. 1 have a stronger desire to unite people to work to improve the quality of life in our community, and this experience empowered me to become a City ambassador within the economic and development community. We have good and honest leaders, good thinkers. Now we need good citizens that are willing to share their knowledge and their time with the rest of the community. Did it make you more active/promote civic engagement? What have you done as a result? 1 am becoming more active in my neighborhood activities. 1 am bringing my concerns, ideas, questions, and problems to the attention of the City's Council Members or the Mayor. 1 attend public meetings to learn about and provide input concerning the issues and topics in the community that concern me most. I am volunteering to serve on a city committee to make recommendations to the City Council on a variety of matters. lSa6 ~3 Part II Project Two -Summary (400 Words Dublin 101 -Leadership Academy (Community Unification/Diversity) In 2003, the elected leaders in Dublin realized that the community was changing and that they needed to prepare and engage this community and its future leadership. The vision was to build a program that would provide the businesses and those living in Dublin a realistic understanding of the municipal government processes. It would also prepare people to serve on all of the commissions and committees available. In 2004, the City began its first Dublin Leadership Academy (now referred to as Dublin 101). The annual program runs for 12 weeks and provides up to 20 community members with an opportunity to personally engage with the City Manager, Police Chief, Fire Chief, the City Council as well as other executive leaders in the City on issues of importance to this community. The program is truly a look behind the scenes of local government, pointing out it role and limitations, as well as a glimpse into the long-term planning that makes Dublin what it is today. Since its inception in 2004, the Program has seen 111 graduates who represent the diverse demographics of Dublin, including many new and long-time residents, local business people, as well as individuals working for non-profit organizations. Many of these graduates have gone on to serve in various capacities in the community, including at least one who decided to serve on the Planning Commission and was appointed to the City Council in 2008. In comparison to the other cities in the Tri-Valley area, Dublin is new and therefore has a very diverse population. The participants of this program have always represented this diversity. Most of them have expressed that they got a better understanding of the city processes after the program. Almost all of them expressed their interest in volunteering their services for the various Commissions/Committees/Task Forces. Some of the participants are currently serving on the City's Commissions, Committees and Task Forces. The result of this Program has been positive and it has accomplished its goal. r9~ ~j Part III Project #3 Parks & Community Services Strategic Plan 2008-2018 Contact: Paul McCreary, Assistant Director of Parks and Community Services City of Dublin 100 Civic Plaza Dublin, CA 94568 (925) 833-6650 Paul.mccrearyCc~ci.dublin.ca.us In 2007, the City conducted a comprehensive needs assessment to better understand the parks and recreation needs of the community, including how the City's services youth and children. Dublin is a relatively young community, with primary market segments including families, adults without children, baby boomers and older adults. Recent residential development has increased the number of households living in high- density attached housing. With less personal outdoor space, residents living in higher density housing may have different types of demands related to parks and recreation. Additionally, the City has been successful at meeting State requirements for provision of housing for residents of lower income. As the City grows, the Department will continue to balance its program offerings and service delivery to meet the needs of residents of all backgrounds, abilities and economic status. Data was collected using several different methods, including 30 one-on-one interviews with a wide variety of stakeholders, such as the Mayor and City Council Members; the City Department Chairs, Commissions and Advisory a~~ a3 Committees; City of Dublin executive, supervisory and line employees; Community Leaders such as the School District Superintendent and Chamber of Commerce President; Dublin employers and citizens at large. The second step was conducting amail-in survey. Approximately 3,000 households within the City limits were selected to participate in the survey using a stratified, systematic sampling method on addresses within carrier routes. Of the eligible households, 452 completed the survey, providing a response rate of 17% and a margin of error of +/- 5%. The third step was hosting three focus groups to gain a better understanding of residents' reasons behind their ratings and priorities, the factors influencing people's decisions to participate and sources of residents' information about parks and recreation in Dublin. The first group was composed of residents who lived around Bray Commons Park and were between the ages of 25 and 40. This group was selected to determine if there were differences in the needs of those living in higher density housing. The second group contained parents who were new customers with the Parks and Community Services Department since January 2007. The final focus group was dedicated to adults between the ages of 45 and 60, referred to as "Boomers" in this report. A total of 21 residents participated in the focus group phase of the assessment. Key Findings Overall, residents were pleased with the community and the City's parks and recreation offerings. Activities and events were perceived as well organized with quality instruction offered at a reasonable cost. Several respondents indicated the City has developed strong partnerships, which provides quality instruction at a much lower cost than the private sector. Respondents to the mail-in survey rated the classes and activities that were most essential. The area rated as the most essential or very important was cultural festivals and events (56%). This was followed by adventure trips/outdoor recreation (54%), science/math/engineering classes (47%), student academic tutoring (47%), nutrition/weight loss training (47%), cooking classes and culinary events (44%), hobby/special interest and social clubs (44%), and nature programs (43%). Across all three assessments common barriers to participation included being too busy working and not having enough time, particularly for working families. This correlates to the fact that 71 % of respondents to the mail-in survey are working full-time, and 31 % are commuting at least one hour each day. For parents of school-aged children, having childcare available, especially during the summer was important. Up until the plan's adoption, most of the camps were ~I ~ ~~3 half-day programs which don't meet the needs of working households. Location was also an important factor in deciding to participate in parks and recreation activities. For some, east to west travel seems difficult. For others, neighborhood proximity was most important. While the entire plan addresses the needs of each demographic segment of the community, a considerable amount of focus was placed on families, youth and children. To address these needs, the City developed several strategies to guide the development of programs and services. The most important to youth and children include: Implement programs that are popular with the core customer market segments and are responsive to community and industry trends. A. Since a significant majority of Dublin families are dual income, recreation programs for children that support the needs of working parents are a necessity. II. Reduce barriers to participation in City programs and services. 1. Provide flexible participation options such as ability to drop in, purchase a pass, or commit to a longer session. 2. Expand the number of full-day programs when school is not in session. 3. Provide fee assistance for youth programs for households with lower income. 4. Strategically schedule facility spaces during primetime hours to ensure working households have access to popular programs and services. 5. Provide health, wellness and fitness programs during early morning and late evening hours to improve access for working adults and their families. The City has started the work to realign existing programs and create new offerings relating to families with youth and children. This year and every subsequent year, the City will issue an annual report demonstrating progress on the implementation of the plan. The City will also revisit this process every five years to obtain feedback on how the City is meeting citizen needs and provide data to update the plan as needed. New Programs and Activities Since the program's adoption, the City has worked to help address some of the program and services deficits for youth and children resulting from dual income a~ a3 households and the need to provide additional flexibility and assistance to youth to participate in programs. In summer 2009, the City created a new full-day Nature Camp in partnership with the East Bay Regional Park District. The addition of the Nature Day Camp program allows the City to serve 45 more youth from dual income families needing full-time camp options. Also, in summer 2009, the City offered a new "Camp Connector" service to provide supervision during lunch and provide a connection between morning and afternoon camps. This "repackaging" of existing half-day camps provided more full-day options for working families. These additional options increased participation in camps by 324 participants (24%). The City also created the youth fee assistance program to help those lower income children be able to participate in the programs and activities offered by the City. The City's Youth Advisory Committee is working on this issue to raise funds and support these needy children through fundraising. The Advisory Committee is coordinating an affordable tutoring program whereby teens are volunteering their time to serve as tutors. The fees charged for the tutoring are then deposited to the Youth Fee Assistance Fund. The City also conducts an annual intergenerational golf tournament with the proceeds going toward the fund. Lastly, the City is modifying existing programs and adding new opportunities to focus on health and wellness. The After School Recreation program and the Fun in the Sun neighborhood camps now feature a daily "Fitness Hour" to increase physical activity. This helps combat the childhood obesity epidemic and the reduction of physical education in schools, and teaches youth the importance of staying healthy. Part III Project Three -Summary (400 Words) Parks & Community Services Strategic Plan 2008-2018 In 2007, the City of Dublin conducted an assessment to better understand the parks and recreation needs of the community, including how the City's services youth and children. .~' . , ~ ~ °~~ '~~ Data was collected through 30 one-on-one interviews with a wide variety of stakeholders, a mail in survey to approximately 3,000 households, as well as three focus groups representing a variety of the community's demographics. Across all three types of assessments, common barriers to participation included being too busy working and not having enough time, particularly for working families. For parents of school-aged children, having childcare available, especially during the summer was important. While the entire plan addresses the needs of each demographic segment of the community, a considerable amount of focus was placed on families, youth and children. To address these needs, the City began work to realign existing programs and create new offerings relating to families with youth and children. The City has worked to help address some of the program and services deficits for youth and children resulting from dual income households and the need to provide additional flexibility and assistance to youth to participate in programs. In summer 2009, the City created a new full-day Nature Camp in partnership with the East Bay Regional Park District. The addition of the Nature Day Camp program allows the City to serve 45 more youth from dual-income families needing full-time camp options. The City also began offering a "Camp Connector" service to provide supervision during lunch and a connection between morning and afternoon camps. This "repackaging" of existing half-day camps provided more full-day options for working families. These additional options increased participation in camps by 324 participants (24%). The City also created the youth fee assistance program. The City's Youth Advisory Committee is working on fundraising and is coordinating an affordable tutoring program whereby teens volunteer to serve as tutors. The fees charged for tutoring are deposited to the Youth Fee Assistance Fund. The City also hosts an annual intergenerational golf tournament with the proceeds going toward the Fund. Lastly, the City is modifying existing programs and adding new opportunities to focus on health and wellness. The "After School Recreation" program and the "Fun in the Sun" neighborhood camps now feature a daily "Fitness Hour" to increase physical activity. This helps combat the childhood obesity epidemic and the reduction of physical education in schools, and teaches youth the importance of staying healthy