Loading...
HomeMy WebLinkAbout03-23-2013 Joint Workshop City Manager’s Office DATE: - ±¢§ ‘þ ‘’ TO: #¨³¸ #®´­¢¨«þ (¤±¨³ ¦¤  ­£ #´«³´± « !±³² #®¬¬¨²²¨®­þ 0 ±ª²  ­£ #®¬¬´­¨³¸ 3¤±µ¨¢¤² #®¬¬¨²²¨®­ 0« ­­¨­¦ #®¬¬¨²²¨®­þ  ­£ %·¤¢´³¨µ¤ 4¤ ¬ FROM: *®­¨ , 0 ³³¨««®þ #¨³¸ - ­ ¦¤± SUBJECT: Str ³¤¦¨¢ 0« ­ *®¨­³ 7®±ª²§®¯ $®¢´¬¤­³²  - ±¢§ ‘3þ ‘’ !³³ ¢§¤£ ¸®´ ¶¨«« ¥¨­£ ²¤µ¤± « £®¢´¬¤­³² ¯±®µ¨£¨­¦ ¡ ¢ª¦±®´­£ ¨­3 ³´±£ ¸ ² 3³± ³¤¦¨¢ 0« ­ 7®±ª²§®¯ 7®±ª²§®¯ Schedule #¨³¸ ®¥ $´¡«¨­ 3³± ³¤¦¨¢ 0« ­ &¨²¢ « 9¤ ± 2012-‘’ 0±¤«¨¬¨­ ±¸ 5¯£ ³¤  ­£ 0±®¯®² « ¥®± &¨²¢ « 9¤ ± ‘’-2014 o &¨²¢ « 9¤ ± ‘-‘‘ !£®¯³¤£ o #¨³¸ ®¥ $´¡«¨­ &¨²¢ « 9¤ ± ‘-‘‘ !­­´ « 2¤¯®±³ 2¤²®«´³¨®­ –‘-þ !¬¤­£¨­¦  ­£ 2¤²³ ³¨­¦ ³§¤ 0®«¨¢¸ 2¤¦ ±£¨­¦ %· 0 ±³¤ #®­³ ¢³- *´£¨¢¨ « 0±®¢¤¤£¨­¦² #®¬¬¨²²¨®­² #®£¤ ®¥ #®­£´¢³ 0« ­­¨­¦ #®¬¬¨²²¨®­þ $´¡«¨­ -´­¨¢¨¯ « #®£¤ 7‘‘ 0 ±ª²  ­£ #®¬¬´­¨³¸ 3¤±µ¨¢¤² #®¬¬¨²²¨®­þ "¸« ¶²  ­£ 2´«¤² ®¥ 0±® (¤±¨³ ¦¤  ­£ #´«³´± « !±³² #®¬¬¨²²¨®­þ "¸« ¶²  ­£ 2´«¤² ®¥ 0±®¢¤ #¨³¸ #®´­¢¨«  #¨³¸ - ­ ¦¤± &®±¬ ®¥ '®µ¤±­¬¤­³ )­¥®±¬ ³¨®­ )#-! ()­³¤±­ ³¨®­ « #¨³¸  #®´­³¸ - ­ ¦¤¬¤­³ !²²®¢¨ ³¨®­) #®£¤ ® o 3 ³´±£ ¸ ² *®¨­³ 7®±ª²§®¯ ¨²  ­ ®¯¯®±³´­¨³¸ ¥®± ³§¤ #¨³¸ #®´­¢¨« ¯±®¦±¤²²  ­£ ¨£¤ ²  ¡®´³ ³§¤ 3³± ³¤¦¨¢ 0« ­ "¤¦¨­­¨­¦ ¶¨³§ ³§¤ &¨²¢ « 9¤ ± ‘-‘‘ 3³± ³¤¦¨¢ 0« ­ ´¯£ ³¤ ¯±®¢¤²²þ ³§¤ #¨³¸ #®´­¢¨« ¨­¢±¤ ²¤£ ¤­¦ ¦¤¬¤­³ ¶¨³§ ³§¤ 3³± ³¤¦¨¢ 0« ­ ¨­  ­ ¤¥¥®±³ ³® ²³±¤­¦³§¤­  ¢³¨µ¨³¨¤² ¨£¤­³¨¥¨¤£ ³®  ¢§¨¤µ¤ ³§¤ 3³± ³¤¦¨¢ 0« ­ 3³± ³¤¦¨¤² &®± ³§¤ &¨²¢ « 9¤ ± ‘’-‘“ ´¯£ ³¤þ ³§¤ #¨³¸ #®´­¢¨« § ² ¢®­³¨­´¤£ ³® ¤­§ ­¢¤ ¤­¦ ¦¤¬¤­³ ¶¨³§ ³§¤ #¨³¸ ² #®¬¬¨²²¨®­²  ±®´­£ ³§¤ 3³± ³¤¦¨¢ 0« ­¡¸  ££¨­¦ ³¶®  ££¨³¨®­ « ²³¤¯² ³® ³§¤ ¯±®¢¤²² )­ * ­´ ±¸ ‘’þ ³§¤ #¨³¸ #®´­¢¨« ² 3³± ³¤¦¨¢ 0« ­ #®­²´«³ ­³þ 3 !²²®¢¨ ³¤² ¬¤³ ¶¨³§ ¤ ¢§ #®¬¬¨²²¨®­ ³® ±¤µ¨¤¶ ³§¤ 3³± ³¤¦¨¢ 0« ­ 2 £¤µ¤«®¯¤£þ ³§¤ 3³± ³¤¦¨¢ 0« ­ ² ±¤« ³¨®­²§¨¯ ³® ¢®±¤ #¨³¸ ²¤±µ¨¢ ®±¨¤­³ ³¨®­ ¥®± ­¤¶  ­£ ±¤³´±­¨­¦ #®¬¬¨²²¨®­¤±²þ -² ,´­£ ¯±¤²¤­  ­£ ²¢®¯¤ ®¥ ³§¤ ²¯¤¢¨¥¨¢ #®¬¬¨²²¨®­ (¨­¥®±¬ ³¨®­  ³³ ¢§¤£ ¥®± ±¤¥¤±¤­¢¤) Following ³§¤ #¨³¸ #®´­¢¨« ² 3³± ³¤¦¨¢ 0« ­ ¶®±ª²§®¯ ®­ - ±¢§ ‘þ ‘’þ ¤ ¢§ #®¬¬¨²² #®´­¢¨« ² ¯±®¯®²¤£ « ­¦´ ¦¤ ¢§ ­¦¤² ¥®± &¨²¢ « 9¤ ± ‘’-‘“  ²  ­  ££¨³¨®­ « ²³¤¯ ¨­ ¯±¤¯ ±¨­¦ ¥®± ³§¤ ©®¨­³ £¨²¢´²²¨®­ ®­ 3 ³´±£ ¸þ - ±¢§ ‘’ rd #®¬¬¨²²¨®­¤±² ¶§®  ±¤ ¢®­³¨­´¨­¦ ³§¤¨± ²¤±µ¨¢¤ ¥±®¬ ¯±¨®± ¸¤ ±² ¶¨«« § µ¤ £¨±¤¢³ ¨­²¨£¤ ¤·¯¤±¨¤­¢¤ ¶¨³§ #®¬¬¨²²¨®­  ¢³¨µ¨³ies I¥ ¸®´  ±¤   ­¤¶«¸  ¯¯®¨­³¤£ #®¬¬¨²²¨®­¤±þ ¯«¤ ²¤  ¢³¨µ¤«¸ ¢®­³±¨¡´³¤ ¸®´± ®¡²¤±µ ³¨®­²ÿ ¸®´ ¡±¨­¦ ¯¤±²¯¤¢³¨µ¤  ²   ¢¨³¨¹¤­þ ²¨³³¨­¦ ¨­ ³§¤ ¢®¬¬´­¨³¸þ ²¤¤¨­¦ ¶§ ³ ¨² µ¨²¨¡«¤  ­£ ¶®±ª¨­¦þ  ­£ §®¶ #®¬¬¨²²¨®­ ¶®±ª ¢®´«£ ¡¤ ²³±¤­¦³§¤­¤£ )­ ¯±¤¯ ± ³¨®­ ¥®± 3 ³´±£ ¸ ² ¢®­µ¤±² ³¨®­þ ¯«¤ ²¤ ¢®­²¨£¤± ³§¤ ¥®««®¶¨­¦ °´¤²³¨®­² (®¶ ¨² ¸®´± #®¬¬¨²²¨®­ ²´¯¯®±³¨­¦ ³§¤ ¢´±±¤­³ #¨³¸-¶¨£¤ ²³± ³¤¦¨¤² 7§ ³ ¨² ¶®±ª¨­¦ ¡¤²³ '¨µ¤­ ³§¤ #¨³¸ #®´­¢¨« ² ¬®²³ ±¤¢¤­³ ¯±®¯®² « ¥®± ³§¤ #¨³¸-wid¤ ²³± ³¤¦¨¤² 7§ ³  ±¤ ¸®´  «±¤ £¸ £®¨­¦  ²   #®¬¬¨²²¨®­ ³§ ³ ¢®´«£ ¢®­³¨­´¤ ³ o ®± ¤·¯ ­£¤£ 7§ ³  ±¤ ¸®´± ³§®´¦§³²  ¡®´³ ®³§¤± ¶ ¸² ³§ ³ ¸®´ ¬¨¦§³ ¢®­³±¨¡´³ ¨­³® o ¢®­²¨£¤± ³¨®­ ³§¤ #¨³¸ #®´­¢¨« ² ¢®¬¬¨³¬¤­³ ³® fiscal sustainability 3§®±³¤± ³¤±¬ ,®­¦¤± ³¤±¬ ,¨²³¤­¨­¦ ³® ®³§¤± #®¬¬¨²²¨®­²þ £® ¸®´ ²¤¤ ®¯¯®±³´­¨³¨¤² ³® «¤µ¤ o £®¨­¦ ³§±®´¦§ ¸®´± ®¶­ #®¬¬¨²²¨®­  ¢³¨µ¨³¨¤² 7¤  ²ª ¤µ¤±¸®­¤ ³® ¡¤ ³§®´¦§³¥´«  ¡®´³ ²§ ±¨­¦ ³§¤  ¨± ³¨¬¤ £´±¨­¦ ³§¨² 7®±ª²§®¯ ³® ¤­²´±¤ ³§ ³ ³§¤±¤ ¨²  ­ ¤°´ « ®¯¯®±³´­¨³¸ ³® ¯ ±³¨¢¨¯ ³¤ ¨­ ³§¤ £¨²¢´²²¨®­ 0«¤ ²¤ ±¤µ¨¤¶  ­£ ¡±¨­¦ ³§¤²¤ £®¢´¬¤­³² ¶¨³§ ¸®´ ³® ³§¤ *®¨­³ 3³ 3 ³´±£ ¸þ - ±¢§ ‘3þ ‘’ 4§¤ ¶®±ª²§®¯ ¨² ²¢§¤£´«¤£ ³® ¡¤¦¨­  ³ ˜ Communit¸ 2®®¬ ! «¨¦§³ ¡±¤ ª¥ ²³ ¶¨«« ¡¤ ¯±®µ¨£¤£ ¡¤¦¨­­¨­¦  ³ — #®¬¬¨²²¨®­¤±²  ±¤ ¤­¢®´± ¦¤£ ³®  ³³¤­£ ³§¤ ¤­³¨±¤ ¶®±ª²§®¯ ³® ¥´ §®¶¤µ¤±þ ¬ ¸  ³³¤­£  ² ³§¤¨± ²¢§¤£´«¤² ¯¤±¬¨³ !­ ®´³«¨­¤ ®¥ ³§ 3 City Council / City Commissions Strategic Planning Workshop Saturday, March 23, 2013 9:00 A.M. Dublin Library, Community 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 4 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 that fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural reso balance history with progress, to sustain an enlightened, econom Dublin is unified in its belief that an engaged and educated com life, including programs to strengthen our economic vitality, an through the preservation of our natural surroundings. Dublin is 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 toget 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 safe Provide education and training to residents and businesses that Our Values in Guiding Development Assure that development contributes positively to the City’s fis Support pedestrian-friendly development, transit-oriented development, green building and environmental responsiveness. Promote high quality design and architectural standards in priva 1 5 Develop transportation systems thatfacilitate ease of movement throughout the City. Our Values in Governing Commit to openness and responsiveness to the public and communit Operate at all times with honesty and integrity. Exercise fairness in consideration of issues. Provide a high level of customer service and responsiveness from 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 Encourage public and private partnerships of mutual benefit. STRATEGIES 1.Pursue economic development initiatives that attract new busines existing businesses. a. Develop programs that create and retain jobs, as well as incr b. Create programs that support small businesses in Dublin. c. Focusbusiness development efforts on PriorityDevelopment Areas and adjacent properties. d. Retain, attract and support innovative companies. 2.Continue to strengthen the identity and aesthetic appeal of the a. Facilitate and encourage continued investment in Downtown Dublin. b. Continue to work with private property owners to renovate or 3.Create a community that supports environmental sustainability an ensures environmental protection and provides public access wher 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 / Spe d. Explore and implement strategies that enhance environmental s 4.Develop dynamic and unique community recreational and cultural o a. Expand and enhance Dublin Heritage Park and Museums. b. Develop a state-of-the-art recreation programs and facilities / aquatic complex. c. Identify opportunities for development of a unique passive pa 2 6 5.Identify new and/or enhanced opportunities for community promoti outreach. Develop City-wide communication and outreach programs that provide connectivi businesses across several media outlets. a. Enhance awareness of City amenities, activities, and programs 3 7 City of Dublin Ten Year Strategic Plan 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 busines strengthening and supporting existing businesses. STRATEGIC GOAL #1A: Develop programs that create and retain job #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 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 Proposed market demand and provide necessary marketing support. 5. 2013-2014 Partner with the Alameda County Surplus Property Authority on th Proposed 6. 2013-2014 Support Downtown Specific Plan area property owners’ business at Proposed 7. 2013-2014 Expedite development process Downtown and optimize conditions fo Proposed 8. 2013-2014 Explore potential funding sources and financing tools to advanceProposed development. 9. 2013-2014 Explore the creation of an economic development corporation. Proposed 10. 2012-2013 Facilitate roundtables with commercial brokers and the developme Complete by 06/30/13 4 8 11.2012-2013Develop business meetings / summits with property owners around key areas of interest.Complete by 06/30/13 12.2011-2012Develop an Economic Development Strategy.Complete 13.2011-2012Continue to develop economic incentives for retail, office, restComplete 14.2011-2012Identify partnership opportunities with the Dublin Chamber of CoComplete 15.2011-2012Explore a Shop Local Holiday Campaign.Complete 16.2011-2012Update the Façade Improvement Program.Complete 17.2010-2011Execute Business Visitation Program. Complete 18.2010-2011Work with DSRSD to develop sewer incentive program. Complete ~ Ongoing ~ 19. Ongoing Facilitate annual roundtable with the commercial brokers. - 20. Ongoing - Facilitate annual roundtable with the residential realtors. 21. Ongoing - Facilitate annual roundtable with auto dealers. 22. Ongoing Facilitate annual roundtable with the development community. - 23. Ongoing - Facilitate annual roundtable with contractors on tenant improvement process. 24. Ongoing Host business meetings / summits with property owners around key - 25. Ongoing Continue to develop economic incentives for retail, office, rest - 26. Ongoing - Continue ongoing partnership opportunities with the Dublin Chamb businesses. 27. Ongoing Implement the Shop Local Holiday Campaign – “Discover Dublin for the Holidays”. - 28. Ongoing - Implement the Façade Improvement Program. STRATEGIC GOAL #1B: Create programs that support small business #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2013-2014 Focus the City’s Business Visitation Program on high-growth companies. Proposed 2. 2013-2014 Support Downtown Specific Plan area property owners’ business at 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 9 6.2013-2014Develop on-line building inspection scheduling.New 7. 2012-2013 Amend Zoning Ordinance to streamline entitlements for Commercial Underway 8.2012-2013Facilitate roundtables with commercial brokers and the developmeComplete by 06/30/13 9.2012-2013Develop business meetings / summits with property owners around Complete by 06/30/13 10.2012-2013Develop on-line access to plan check comments for active building permit applica posting of Complete by plan check comments.06/30/13 11.2011-2012Develop an Economic Development Strategy.Complete 12. 2011-2012Develop a Design Awards Program to recognize new and remodeled pComplete 13.2011-2012Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses.Complete 14.2011-2012Explore a Shop Local Holiday Campaign.Complete 15.2011-2012Update the Façade Improvement Program.Complete 16.2010-2011Explore the feasibility of an ordinance that would encourage existing and future commercial Complete locations, which have adequate enclosure space, to provide recyc 17.2010-2011Explore an environmental recognition program for targeted prograComplete 18.2010-2011Develop a Business Anniversary Awards Program. Complete 19.2010-2011Work with DSRSD to develop sewer incentive program. Complete 20.2010-2011Develop a template recycling plan to be shared with the commerciComplete ~ Ongoing ~ 21. Ongoing Facilitate annual roundtable with the commercial brokers. - 22. Ongoing Facilitate annual roundtable with the residential realtors. - 23. Ongoing Facilitate annual roundtable with auto dealers. - 24. Ongoing Facilitate annual roundtable with the development community. - 25. Ongoing Facilitate annual roundtable with contractors on tenant improvem - 26. Ongoing Host business meetings/summits with property owners around key a - 27. Ongoing Continue ongoing partnership opportunities with the Dublin Chamb- businesses. 28. Ongoing Implement the Shop Local Holiday Campaign – “Discover Dublin for the Holidays”. - 29. Ongoing Implement the Façade Improvement Program. - 30. Ongoing Implement Design Awards Program recognizing new and remodeled pr - 6 10 STRATEGIC GOAL #1C: Focus business development efforts on Priority Development Areas and adjacent properties. (Proposed City Council addition March 2, 2013) STRATEGIC GOAL #1D: Retain, attract and support innovative companies. (Proposed City Council addition March 2, 2013) STRATEGY #2: Continue to strengthen the identity and aesthetic appeal of the STRATEGIC GOAL #2A: Facilitate and encourage continued investme #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2014-2015 Identify aesthetic improvements consistent with comprehensive maProposed City. 2. 2013-2014 Implement Design Awards Program to recognize new and remodeled p Proposed 3. 2013-2014 Position development sites to meet current and future market demand and pProposed marketing support. 4. 2013-2014 Monitor new temporary sign regulations to ensure consistency andProposed to do business. 5. 2013-2014 Support Downtown Specific Plan area property owners’ business at Proposed 6. 2013-2014 Expedite development progress Downtown and optimize conditions f Proposed 7. 2013-2014 Explore potential funding sources and financing tools to advance real estate and eProposed 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 Proposed 11. 2013-2014 Update the Downtown Traffic Improvement Fee Program following ad and Proposed Pedestrian Master Plan. 12. 2013-2014 Complete design and bid of the construction of pedestrian safetyProposed 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 Driv Underway 7 11 15.2012-2013Facilitate roundtables with commercial brokers and the developmeComplete by 06/30/13 16.2012-2013Develop business meetings / summits with property owners around Complete by 06/30/13 17.2011-2012Institute Design Awards Program to recognize new and remodeled pComplete 18.2011-2012Continue to develop economic incentives for retail, office, restComplete 19.2011-2012Update the Façade Improvement Program.Complete 20.2010-2011Work with Chabot / Las Positas to find location for District OffComplete 21.2010-2011Develop a Downtown Business Attraction Plan. Complete 22.2010-2011Explore beautification programs (i.e. façade improvements, desigComplete areas along Dublin Boulevard between Dougherty Road and San Ramo area. 23.2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans inComplete that addresses the entire Downtown Area. 24.2009-2010Develop Economic Incentive Program.Complete 25.2008-2009Facilitate the selection of public art for three (3) Private Devprojects.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 sComplete 28.2006-2007Develop Historic District Master Plan for Dublin Blvd. / Donlon property and implement Specific Plan, Complete if required. 29.2006-2007Work with property owner of Ralph’s Grocery store to identify reComplete 30.2005-2006Complete Senior Housing Project. Complete 31.2005-2006Complete construction of new Senior Center and prepare for operaComplete 32.2005-2006Work with Dolan Lumber owners to facilitate development opportunComplete 33.2005-2006Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 34.2005-2006Install lighting at approaches to the I-680 Freeway Underpass Art Projects. Complete 35.2005-2006Develop and implement program to keep trucks out of shopping cenparking.Complete ~ Ongoing ~ 36. Ongoing Facilitate annual roundtable with the commercial brokers. - 37. Ongoing Facilitate annual roundtable with the residential realtors. - 38. Ongoing Facilitate annual roundtable with auto dealers.- 39. Ongoing Facilitate annual roundtable with the development community. - 8 12 40. Ongoing Facilitate annual roundtable with contractors on tenant improvem - 41. Ongoing Host business meetings / summits with property owners around key- 42. Ongoing Continue to develop economic incentives for retail, office, rest - 43. Ongoing Implement the Façade Improvement Program. - 44. Ongoing Implement Design Awards Program recognizing new and remodeled prcial quality. - STRATEGIC GOAL #2B: Continue to work with private property owne #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2013-2014 Support Downtown Specific Plan area property owners’ business at Proposed 2. 2013-2014 Explore potential funding sources and financing tools to advanceProposed development. 3. 2013-2014 Explore the creation of an economic development corporation. Proposed 4. 2013-2014 Identify opportunities for public art in downtown Dublin. Proposed 5.2011-2012Institute Design Awards Program to recognize new and remodeled pComplete 6.2011-2012Continue to develop economic incentives for retail, office, restComplete 7.2011-2012Update the Façade Improvement Program.Complete 8.2010-2011Work with Chabot / Las Positas to find location for District OffComplete 9.2010-2011Develop a Downtown Business Attraction Plan. Complete 10.2010-2011Explore beautification programs (i.e. façade improvements, desigComplete areas along Dublin Boulevard between Dougherty Road and San Ramo area. 11.2010-2011Update Downtown West Dublin BART and San Ramon Specific Plans inComplete that addresses the entire Downtown Area. 12.2009-2010Develop Economic Incentive Program.Complete 13.2009-2010Examine parking requirements to streamline development review anComplete locate within the City of Dublin. 14.2008-2009Prepare Community Design Element for General Plan. Complete 15.2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 16.2006-2007Work with property owner of Ralph’s Grocery store to identify reComplete 17.2005-2006Work with Dolan Lumber owners to facilitate development opportunComplete 9 13 18.2005-2006Negotiate Lease Agreement and resolve funding for the West DubliComplete 19.2004-2005Investigate Options for Shamrock Village.Complete 20.2004-2005Work with Shamrock Village to facilitate improvement to the Center.Complete ~ Ongoing ~ 21. Ongoing Host business meetings / summits with property owners around key Proposed 22. Ongoing Continue to develop economic incentives for retail, office, rest Proposed 23. Ongoing Implement the Façade Improvement Program. Proposed STRATEGY #3: Create a community that supports environmental sustainability an open space network that ensures environmental protection and pro access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening Complete. 2.2004-2005Work with East Bay Regional Parks District to complete negotiatiUnderway conservation easement to provide public access in the western hi 3.2004-2005Identify and secure sources of funding for land acquisition in the western hiUnderway Area. 4.2004-2005Upon completion of land acquisition in the western hills, preparNo Progress appropriate CEQA documents. ~ Ongoing ~ 5. Ongoing Work with East Bay Regional Parks District to complete negotiati- conservation easements to expand the Dublin Hills Regional Park. STRATEGIC GOAL #3B: Create open space connections and trails where appropriate. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2013-2014 Complete the Bikeways and Pedestrian Master Plan. Proposed 2.2013-2014 Begin discussions with EBRPD about the Master Plan and the feasijoint improvements for Proposed the future Moller Ranch Neighborhood Park and Staging Area. 3.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 10 14 4. 2011-2012 Oversee construction of the Alamo Canal Trail Under I-580. Complete 5.2007-2008Complete GPA Study on the Transportation Corridor Right-of-Way.Complete 6.2006-2007Work with EBRPD and the City of Pleasanton to conduct a preliminComplete funding sources to facilitate the connection of Alamo Canal Trai-580 to Pleasanton trails. 7.2006-2007Complete review of Moller Annexation and General Plan and Specific Plan Amendments.Complete 8.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 9.2005-2006Complete Review of Mission Peak Annexation and General Plan and Complete STRATEGIC GOAL #3C: Implement open space policies of the Easter #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 2.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 3.2005-2006Complete Review of Mission Peak Annexation and General Plan and Complete 4.2006-2007Complete review of Moller Annexation and General Plan and SpecifComplete STRATEGIC GOAL #3D: Explore and implement strategies that enhan #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2013-2014 Implement an environmental recognition program for targeted progProposed businesses. 2. 2013-2014 Implement Tobacco Retailer License System. Proposed 3. 2013-2014 Implement application process for Conditional Use Permits for buProposed within 1,000 feet of schools, residential neighborhoods, and libraries. 4. 2013-2014Continue to encourage agricultural open space and inclusion of vProposed projects. 5. 2013-2014 Continue efforts to support vintners in Dublin and the LivermoreAssociation. Proposed 6. 2013-2014 Complete design and bid the construction of pedestrian safety imProposed Boulevard in Downtown area. 7. 2013-2014 Explore clean water program grant funding for storm water treatmin the Dougherty Road Proposed 11 15 Improvement project. 8. 2013-2014Explore funding options for pedestrian and bicycle improvements 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 enProposed Dublin Boulevard bikeway corridor. 11. 2012-2013 Work with Dublin San Ramon Services District (DSRSD) on expansion of the recycled water irrUnderway system to Kolb, Stagecoach and Alamo Creek Parks. 12. 2012-2013 Work with Dublin San Ramon Services District on expansion of theUnderway Kolb, Stagecoach and Alamo Creek Parks. 13. 2012-2013 Develop an environmental recognition program for targeted progra Underway 14. 2012-2013 Complete Central Irrigation Control Upgrades. Underway 15. 2012-2013 Develop and implement composting programs at all Dublin Unified Underway 16. 2012-2013 Coordinate Energy Audit Outcomes. Underway 17. 2012-2013 Partner with California Youth Energy Services to provide energy residents. Underway 18. 2012-2013 Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Si Underway 19. 2011-2012 Create new Energy Conservation and Generation Element of Dublin Underway 20. 2012-2013 Explore changes to City policy documents to implement One Bay ArComplete by Strategy. 06/30/13 21. 2012-2013 Expand the Dublin Unified School District Recycling Contest to t Complete by 06/30/13 22. 2012-2013Explore a collaborative effort with Dublin San Ramon Services Di (DSRSD) to educate the Complete by commercial community about water conservation. 06/30/13 23. 2012-2013 Update the Climate Action Plan (CAP). Complete by 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 reduc Complete by 06/30/13 26. 2011-2012 Create new Water Conservation and Management Element of Dublin G Complete by 06/30/13 27. 2012-2013Develop an ordinance that requires existing and future commerciaComplete enclosure space, to provide recycling and composting services. 28. 2012-2013 Develop and implement an organics collection program at all City Complete 12 16 29. 2012-2013 Develop and implement a green fleet administrative policy. Complete 30. 2012-2013Develop and implement a contract amendment with Amador Valley Industries that lowers the cost of Complete garbage collection services to ensure economic sustainability of programs. 31. 2012-2013Develop and implement composting programs at Dublin Unified Schochools. Complete 32. 2012-2013Explore opportunities to provide a collection point for discardeComplete 33. 2012-2013Work with StopWaste to educate the community on the countywide bComplete 34. 2012-2013Work with PG&E to promote energy savings programs.Complete 35. 2012-2013 Develop a community e-waste recycling opportunity outreach program. Complete 36. 2011-2012Develop a tobacco retailer license system. Complete 37. 2011-2012Develop zoning restrictions that would require a Conditional Use Permit for businesses to sell Complete tobacco products within 1,000 feet of schools, residential neigh 38. 2010-2011Explore the feasibility of a streetlight energy efficiency improComplete Boulevard. 39. 2010-2011Explore the feasibility of a mandatory requirement for the instaComplete solar power building infrastructure for future installation, for new residential and non-residential development projects and look at possible incentives. 40. 2011-2012Partner with schools to do outreach related to waste management Complete 41. 2011-2012Explore greater e-waste recycling / disposal opportunities within the City of DublComplete 42. 2010-2011Explore the feasibility of an ordinance that would encourage exiComplete locations, which have adequate enclosure space, to provide recyc 43. 2010-2011Conduct six (6) watershed awareness educational events. Complete 44. 2010-2011Explore an environmental recognition program for targeted prograComplete 45. 2010-2011Explore the feasibility of a green fleet plan for the City. Complete 46. 2010-2011Implement recommended solutions for paperless City Council MeetiComplete 47. 2010-2011Conduct a volunteer clean-up day in the fall. Complete 48. 2010-2011Develop a template recycling plan to be shared with the commercirecycling.Complete 49. 2010-2011Explore and present findings related to creation of food waste pComplete 50. 2010-2011Discontinue use of City supplied individual plastic beverage botComplete etc.) at City hosted events. 51. 2010-2011Implement a food-scrap, cash-incentive program for single family residential customers.Complete 52. 2010-2011Create a Climate Action Plan.Complete 13 17 ~ Ongoing ~ 53. Ongoing Implement approved changes to City policy documents to implement One Bay Area’s Sustainable- Communities Strategy. 54. Ongoing Implement new Water Conservation and Management Element of Dubli - 55. Ongoing Provide technical assistance to City departments and applicants on the trash enclosure ordinance. - 56. Ongoing Implement zoning restrictions that would require a Conditional U- tobacco products within 1,000 feet of schools, residential neigh 57. Ongoing Work with StopWaste to educate the community on the countywide b - 58. Ongoing Provide technical assistance to and certify prospective Dublin g - 59. Ongoing Coordinate implementation of the City’s Trash Reduction Plan. - 60. Ongoing Develop and implement a green fleet administrative policy. - 61. Ongoing Implement requirements for installation of sustainable features,- infrastructure for future installation, for new residential and -residential development projects and look at possible incentives. 62. Ongoing Implement and maintain an organics collection program at all Cit - 63. Ongoing Conduct a volunteer clean-up day in the fall. - 64. Ongoing Conduct six (6) watershed awareness educational events. - 65. Ongoing Develop a community e-waste recycling opportunity outreach program. - 66. Ongoing Develop a template recycling plan to be shared with the commerci - 67. Ongoing Develop and implement composting programs at Dublin Unified School District elementary - 68. Ongoing Expand the Dublin Unified School District Recycling Contest to t - 69. Ongoing Develop and implement composting programs at all Dublin Unified School District Middle Schools. - 70. Ongoing Complete Central Irrigation Control Upgrades and monitor the sys - 71. Ongoing Coordinate Energy Audit Outcomes and monitor performance and fin- savings. 72. Ongoing Partner with California Youth Energy Services to provide energy - 73. Ongoing Update the Climate Action Plan (CAP). - 74. Ongoing Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Si - 75. Ongoing Establish storm drain capture project to assist with trash reduc - 76. Ongoing Create new Energy Conservation and Generation Element of Dublin - 14 18 STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC GOAL #4A: Expand and enhance Dublin Heritage Park and #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 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 Pi Proposed 3. 2013-2014 Conduct museum study for the Heritage Park Museums and the Camp ks Collection and Proposed determine collection policies, operational enhancements and oppo permanent exhibits. 4. 2012-2013 Re-locate Visitor/Welcome Center to St. Raymond Church to enhance vUnderway interpretive opportunities. 5. 2012-2013Update Parks and Community Services Strategic Plan.Underway 6.2012-2013 Develop and implement Parks and Community Services marketing and Complete by 06/30/13 7. 2011-2012Pursue a Museum Assessment Program Phase III Application process.Complete 8. 2011-2012Conduct monthly Saturday events at the Dublin Heritage Park and Complete 9.2011-2012Develop a Facility Use Policy for the Kolb Barn and Grounds and rentals of the Complete facility. 10. 2011-2012Establish an Art / Ceramic Studio in the Old Kolb House.Complete 11. 2011-2012Assume ownership of the Camp Parks Collection and conduct an annComplete (pending approval by the US Army Center of Military History). 12. 2010-2011Upon relocation of the Kolb properties to the Dublin Historic PaComplete and catalogue / accessioning of the collections of the Kolb fami 13. 2010-2011Conduct a park / facility dedication event for the Dublin Historic PComplete 14. 2010-2011Produce one exhibit and corresponding catalog each year that wilComplete family or theme. 15. 2009-2010Implement a self study and peer review for the Phase II Museum Assessment Program– Complete Public Dimension Assessment for the Dublin Heritage Center. 16. 2008-2009Upon acquisition of the Dublin Square Shopping Center, undertakeComplete construction documents for Phase I of the Dublin Historic Park. 17. 2007-2008Establish a Visitor Center at St. Raymond’s Church. Complete 18. 2007-2008Assess the condition of the Kolb Family properties (house, barn,a plan Complete for relocation of the properties as appropriate. 19. 2006-2007Develop Historic District Master Plan for Dublin Blvd. / Donlon Complete 15 19 if required. 20.2006-2007Prepare an update to the Parks and Recreation Master Plan.Complete 21. 2006-2007Undertake a site master plan, programming and financial feasibilComplete including DHPA land / cemetery feasibility study. 22. 2006-2007Research and submit new application for Murray Schoolhouse to beComplete of Historic Places. 23. 2006-2007Submit application for California Cultural Historic Endowment grComplete 24.2005-2006Refurbish exhibit space within the Murray Schoolhouse to provide a fresh sComplete highlight Dublin’s history. ~ Ongoing ~ 25. Ongoing Produce one exhibit and corresponding catalogue each year that w- family or theme. 26. Ongoing Conduct annual exhibit of the Camp Parks Collection. - 27. Ongoing Offer art and ceramic classes in the Old Kolb House. - 28. Ongoing Conduct monthly Saturday events at the Heritage Park and Museums - STRATEGIC GOAL #4B: Develop a state-of-the-art recreation programs and facilities / aquatic complex. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 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 Proposed 5. 2012-2013 Update the building and phasing plan and re-start design of the facility. Underway 6.2012-2013Update Public Facility Impact Fee.Underway 7.2008-2009Undertake development of design and construction documents for EUnderway Aquatic Complex. 8.2007-2008Re-evaluate the Facilities Feasibility Study and update the conceptComplete Glen Recreation / Aquatic Center. 16 20 STRATEGIC GOAL #4C: Identify opportunities for development of a #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2013-2014 Determine if there are park sites in the Eastern Dublin Specific Plan that may be suitable for a moreProposed passive park. 2. 2012-2013 Identify additional parkland to serve residential development pl Underway 3.2013-2014Complete Passatempo Neighborhood Park.Underway 4.2013-2014Complete Schaefer Ranch Park.Underway 5. 2012-2013 Identify additional parkland to serve residential development pl Underway 6.2012-2013Update Public Facility Impact Fee.Underway 7.2012-2013Fallon Sports Park: Determine feasibility and cost of building restroomComplete 8.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 9. 2012-2013 Complete Positano Hills Neighborhood Park. Complete by 06/30/13 10.2007-2008Complete GPA Study on the Transportation Corridor Right-of-Way.Complete 11.2006-2007Closely monitor development projects Citywide to identify potentComplete recreation facility. 12.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 13.2005-2006Conduct research on various unique passive park / recreation facComplete components and site requirements. 17 21 STRATEGY #5: Identify new and / or enhanced opportunities for community promo engagement and outreach.Develop City-wide communication and outreach programs that provide connectivity with our residents and busine several media outlets. STRATEGIC GOAL #5A: Enhance awareness of City amenities, activities, and programs to a wide variety of audiences. Identify new and / or enhanced opportunities for community promo #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 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 Ser Proposed 3. 2013-2014 Explore alternative to connect residents with City Hall and educon available City Proposed services. 4. 2013-2014 Develop “Welcome Packet” for residents of new neighborhoods, augProposed website. 5. 2013-2014 Explore feasibility of establishing a Human Services Commission 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 “Cele Proposed 8. 2013-2014 Develop and distribute informational guide on participating in “Proposed help save lives. 9. 2013-2014 Develop Neighborhood Watch Block Captain training and certificat Proposed 10. 2013-2014 Create a Neighborhood Resources newsletter for community outreac-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 healthProposed support services within the community. 14. 2013-2014 Develop and actively seek opportunities to provide community presentations on frequently rProposed and emerging safety topics. 15. 2012-2013 Develop Marketing and Promotions Plan for the programs, classes Underway and Community Services Department. 16.2012-2013Continue to evaluate Social Media uses and options for general CUnderway 17. 2012-2013 Develop and Implement Parks and Community Services marketing and 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 clUnderway Center and Emerald Glen Park. 18 22 20.2012-2013Facilitate roundtables with commercial brokers and the development community.Complete by 06/30/13 21.2012-2013Develop business meetings / summits with property owners around Complete by 06/30/13 22.2012-2013Identify new opportunities for Neighborhood Outreach and educati programs.Complete by 06/30/13 23.2012-2013Expand Crime Prevention Education and Outreach Materials on CityComplete by 06/30/13 24.2012-2013Establish Residential Fire Sprinkler Community Awareness ProgramComplete by 06/30/13 25. 2011-2012 Update Dublin General Plan to include new information, graphics Complete by 06/30/13 26.2012-2013Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Complete Activities. 27.2011-2012Develop and distribute an Annual Report on City Accomplishments.Complete 28.2011-2012Develop a Faith and Culture Based Network that will assist DubliComplete gaps between the Police and various faiths and cultures. 29.2011-2012Implement five Volunteer Projects.Complete 30.2011-2012Partner with schools to do outreach related to waste management Complete 31.2011-2012Develop a Design Awards Program to recognize new and remodeled projects of special quality.Complete 32.2011-2012Develop Social Media Policies.Complete 33.2010-2011Implement City Communication Plan. Complete 34.2010-2011Develop and distribute quarterly e-newsletter by market segment to coincide with publication of ActComplete Guide. 35.2010-2011Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crComplete prevention / safety tips and upcoming Police Services events. 36.2010-2011Update the City’s website and include an element of community inComplete 37.2010-2011Explore options for a listserv system to inform the community ofnews, and events.Complete 38.2009-2010Produce a Citywide Newsletter.Complete 39.2009-2010Explore the feasibility of acquiring or producing a crime prevenComplete audiences within the community and determine the best means of d on minimizing risk of being a victim of property crimes. ~ Ongoing ~ 40. Ongoing Implement Parks and Community Services Marketing and Promotions - 19 23 41. Ongoing Implement a Design Awards Program to recognize new and remodeled - 42. Ongoing Continue to evaluate social media uses and options for general City use. - 43. Ongoing Facilitate annual roundtable with the commercial brokers. - 44. Ongoing Facilitate annual roundtable with the residential realtors. - 45. Ongoing Facilitate annual roundtable with auto dealers.- 46. Ongoing Facilitate annual roundtable with the development community. - 47. Ongoing Facilitate annual roundtable with contractors on tenant improvem - 48. Ongoing Host business meetings / summits with property owners around keyareas of interest.- 49. Ongoing Host the Dublin Farmers’ Market. - 50. Ongoing Expand Crime Prevention Education and Outreach materials on City - 51. Ongoing Update Dublin General Plan to include new information, graphics, - 52. Ongoing Collaborate with the Cities of Livermore and Pleasanton on the T-Valley Needs Assessment Report - recommendations. 53. Ongoing Develop a more formal collaboration among community members, org- provide social services to residents. 54. Ongoing Actively participate in the new Tri-Valley outreach campaign to assist in marketing social services - currently available in the community. 20 24 City of Dublin Ten Year Strategic Plan Adopted Fiscal Year 2011–2012 MISSION The City of Dublin promotes and supports a high quality of life fosters new opportunities. VISION Dublin is a vibrant city committed to its citizens, natural reso balance history with progress, to sustain an enlightened, econom Dublin is unified in its belief that an engaged and educated com life, including programs to strengthen our economic vitality, an through the preservation of our natural surroundings. Dublin is 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 toget 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 safe 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 fis Support pedestrian-friendly development, transit-oriented development, green building and environmental responsiveness. Promote high quality design and architectural standards in priva Develop transportation systems that facilitate ease of movement 1 25 Our Values in Governing Commit to openness and responsiveness to the public and communit Operate at all times with honesty and integrity. Exercise fairness in consideration of issues. Provide a high level of customer service and responsiveness from 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 STRATEGIES 1.Pursue economic development initiatives that attract new busines 2.Continue to strengthen the identity and aesthetic appeal of the 3.Create a community that supports environmental sustainability an ensures environmental protection and provides public access wher 4.Develop dynamic and unique community recreational and cultural o 5.Develop City-wide communication and outreach programs that provide connectivity wi businesses across several media outlets. 2 26 City of Dublin Ten Year Strategic 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 busines strengthening existing businesses. STRATEGIC GOAL #1A: Develop programs that create and retain job #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2012-2013Facilitate roundtables with commercial brokers and the developmeComplete by 06/30/13 2.2012-2013Develop business meetings / summits with property owners around key areas of interest.Complete by 06/30/13 3.2011-2012Develop an Economic Development Strategy.Complete 4.2011-2012Continue to develop economic incentives for retail, office, restComplete 5.2011-2012Identify partnership opportunities with the Dublin Chamber of CoComplete 6.2011-2012Explore a Shop Local Holiday Campaign.Complete 7.2011-2012Update the Façade Improvement Program.Complete 8.2010-2011Execute Business Visitation Program. Complete 9.2010-2011Work with DSRSD to develop sewer incentive program. Complete 3 27 STRATEGIC GOAL #1B: Create programs that support small business #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2013-2014Develop on-line building inspection scheduling.New 2.2012-2013Amend Zoning Ordinance to streamline entitlements for CommercialUnderway 3.2012-2013Facilitate roundtables with commercial brokers and the development community.Complete by 06/30/13 4.2012-2013Develop business meetings / summits with property owners around Complete by 06/30/13 5.2012-2013Develop on-line access to plan check comments for active building permit applications. posting of Complete by plan check comments.06/30/13 6.2011-2012Develop an Economic Development Strategy.Complete 7.2011-2012Develop a Design Awards Program to recognize new and remodeled pquality.Complete 8.2011-2012Identify partnership opportunities with the Dublin Chamber of CoComplete 9.2011-2012Explore a Shop Local Holiday Campaign.Complete 10.2011-2012Update the Façade Improvement Program.Complete 11.2010-2011Explore the feasibility of an ordinance that would encourage exiComplete locations, which have adequate enclosure space, to provide recyc 12.2010-2011Explore an environmental recognition program for targeted prograComplete 13.2010-2011Develop a Business Anniversary Awards Program. Complete 14.2010-2011Work with DSRSD to develop sewer incentive program. Complete 15.2010-2011Develop a template recycling plan to be shared with the commerciComplete STRATEGY #2: Continue to strengthen the identity and aesthetic appeal of the STRATEGIC GOAL #2A: Facilitate and encourage continued investment in Downtown Dublin. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2012-2013 Ensure completion of Golden Gate Drive Downtown Pedestrian Conne Underway 2. 2011-2012 Oversee construction of St. Patrick Way between Golden Gate Drive and Re Underway 3.2012-2013Facilitate roundtables with commercial brokers and the developmeComplete by 06/30/13 4.2012-2013Develop business meetings / summits with property owners around key areas of interest.Complete by 06/30/13 4 28 5.2011-2012Institute Design Awards Program to recognize new and remodeled pComplete 6.2011-2012Continue to develop economic incentives for retail, office, restaurants, and industrial users.Complete 7.2011-2012Update the Façade Improvement Program.Complete 8.2010-2011Work with Chabot / Las Positas to find location for District OffComplete 9.2010-2011Develop a Downtown Business Attraction Plan. Complete 10.2010-2011Explore beautification programs (i.e. façade improvements, desigComplete areas along Dublin Boulevard between Dougherty Road and San Ramore area. 11.2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans inComplete that addresses the entire Downtown Area. 12.2009-2010Develop Economic Incentive Program.Complete 13.2008-2009Facilitate the selection of public art for three (3) Private DevComplete 14.2008-2009 Prepare Community Design Element for General Plan. Complete 15.2007-2008 Work with Dublin Honda on development options for Amador Plaza sComplete 16.2006-2007Develop Historic District Master Plan for Dublin Blvd. / Donlon Complete if required. 17.2006-2007Work with property owner of Ralph’s Grocery store to identify reComplete 18.2005-2006Complete Senior Housing Project. Complete 19.2005-2006Complete construction of new Senior Center and prepare for operaComplete 20.2005-2006Work with Dolan Lumber owners to facilitate development opportunities.Complete 21.2005-2006Negotiate Lease Agreement and resolve funding for the West DubliComplete 22.2005-2006Install lighting at approaches to the I-680 Freeway Underpass Art Projects. Complete 23.2005-2006Develop and implement program to keep trucks out of shopping centers andComplete STRATEGIC GOAL #2B: Continue to work with private property owne #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2011-2012Institute Design Awards Program to recognize new and remodeled pComplete 2.2011-2012Continue to develop economic incentives for retail, office, restComplete 3.2011-2012Update the Façade Improvement Program.Complete 4.2010-2011Work with Chabot / Las Positas to find location for District OffComplete 5 29 5.2010-2011Develop a Downtown Business Attraction Plan. Complete 6.2010-2011Explore beautification programs (i.e. façade improvements, desigComplete areas along Dublin Boulevard between Dougherty Road and San Ramo area. 7.2010-2011Update Downtown West Dublin BART and San Ramon Specific Plans inComplete that addresses the entire Downtown Area. 8.2009-2010Develop Economic Incentive Program.Complete 9.2009-2010Examine parking requirements to streamline development review anComplete locate within the City of Dublin. 10.2008-2009Prepare Community Design Element for General Plan. Complete 11.2007-2008 Work with Dublin Honda on development options for Amador Plaza sComplete 12.2006-2007Work with property owner of Ralph’s Grocery store to identify reComplete 13.2005-2006Work with Dolan Lumber owners to facilitate development opportunComplete 14.2005-2006Negotiate Lease Agreement and resolve funding for the West DubliComplete 15.2004-2005Investigate Options for Shamrock Village.Complete 16.2004-2005Work with Shamrock Village to facilitate improvement to the Center.Complete STRATEGY #3: Create a community that supports environmental sustainability an open space network that ensures environmental protection and pro access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in western hills. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2011-2012 Coordinate with East Bay Regional Parks District on the opening Complete. 2.2004-2005Work with East Bay Regional Parks District to complete negotiatiUnderway conservation easement to provide public access in the western hi 3.2004-2005Identify and secure sources of funding for land acquisition in tUnderway Area. 4.2004-2005Upon completion of land acquisition in the western hills, preparNo Progress appropriate CEQA documents. 6 30 STRATEGIC GOAL #3B: Create open space connections and trails where appropriate #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 2. 2011-2012 Oversee construction of the Alamo Canal Trail Under I-580. Complete 3.2007-2008Complete GPA Study on the Transportation Corridor Right-of-Way.Complete 4.2006-2007Work with EBRPD and the City of Pleasanton to conduct a preliminComplete funding sources to facilitate the connection of Alamo Canal Trai-580 to Pleasanton trails. 5.2006-2007Complete review of Moller Annexation and General Plan and Specific Plan Amendments.Complete 6.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 7.2005-2006Complete Review of Mission Peak Annexation and General Plan and Complete STRATEGIC GOAL #3C: Implement open space policies of the Easter #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 2.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 3.2005-2006Complete Review of Mission Peak Annexation and General Plan and Complete 4.2006-2007Complete review of Moller Annexation and General Plan and SpecifComplete STRATEGIC GOAL #3D: Explore and implement strategies that enhan #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2012-2013 Work with Dublin San Ramon Services District on expansion of theUnderway Kolb, Stagecoach and Alamo Creek Parks. 2. 2012-2013Develop an environmental recognition program for targeted prograUnderway 3. 2012-2013 Complete Central Irrigation Control Upgrades. Underway 4. 2012-2013 Develop and implement composting programs at all Dublin Unified Underway 7 31 5. 2012-2013 Coordinate Energy Audit Outcomes. Underway 6. 2012-2013Partner with California Youth Energy Services to provide energy ents. Underway 7. 2012-2013 Construct by-pass storm drain on San Ramon Road between Shannon Avenue and Si Underway 8. 2011-2012 Create new Energy Conservation and Generation Element of Dublin Underway 9. 2012-2013Explore changes to City policy documents to implement One Bay Area’s SusComplete by Strategy. 06/30/13 10. 2012-2013 Expand the Dublin Unified School District Recycling Contest to t Complete by 06/30/13 11. 2012-2013 Explore a collaborative effort with Dublin San Ramon Services DiComplete 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. 2012-2013Establish storm drain capture project to assist with trash reduc Complete by 06/30/13 15. 2011-2012 Create new Water Conservation and Management Element of Dublin G Complete by 06/30/13 16. 2012-2013 Develop an ordinance that requires existing and future commerciaComplete enclosure space, to provide recycling and composting services. 17. 2012-2013 Develop and implement an organics collection program at all City facilities. Complete 18. 2012-2013Develop and implement a green fleet administrative policy. Complete 19. 2012-2013 Develop and implement a contract amendment with Amador Valley Inof Complete garbage collection services to ensure economic sustainability of programs. 20. 2012-2013 Develop and implement composting programs at Dublin Unified Scho Complete 21. 2012-2013Explore opportunities to provide a collection point for discardeComplete 22. 2012-2013Work with StopWaste to educate the community on the countywide bComplete 23. 2012-2013Work with PG&E to promote energy savings programs.Complete 24. 2012-2013 Develop a community e-waste recycling opportunity outreach program. Complete 25. 2011-2012Develop a tobacco retailer license system. Complete 26. 2011-2012Develop zoning restrictions that would require a Conditional Use for businesses to sell Complete tobacco products within 1,000 feet of schools, residential neigh 8 32 27. 2010-2011Explore the feasibility of a streetlight energy efficiency improComplete Boulevard. 28. 2010-2011Explore the feasibility of a mandatory requirement for the instaComplete solar power building infrastructure for future installation, for-residential development projects and look at possible incentives. 29. 2011-2012Partner with schools to do outreach related to waste management Complete 30. 2011-2012Explore greater e-waste recycling / disposal opportunities within the City of DublComplete 31. 2010-2011Explore the feasibility of an ordinance that would encourage exiComplete locations, which have adequate enclosure space, to provide recyc 32. 2010-2011Conduct six (6) watershed awareness educational events. Complete 33. 2010-2011Explore an environmental recognition program for targeted prograComplete 34. 2010-2011Explore the feasibility of a green fleet plan for the City. Complete 35. 2010-2011Implement recommended solutions for paperless City Council MeetiComplete 36. 2010-2011Conduct a volunteer clean-up day in the fall. Complete 37. 2010-2011Develop a template recycling plan to be shared with the commercirecycling.Complete 38. 2010-2011Explore and present findings related to creation of food waste pComplete 39. 2010-2011Discontinue use of City supplied individual plastic beverage botComplete etc.) at City hosted events. 40. 2010-2011Implement a food-scrap, cash-incentive program for single family residential customers.Complete 41. 2010-2011Create 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 #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1. 2012-2013 Re-locate Visitor/Welcome Center to St. Raymond Church to enhance visitor experience and Underway interpretive opportunities. 2. 2012-2013Update Parks and Community Services Strategic Plan.Underway 3.2012-2013 Develop and implement Parks and Community Services marketing andplan. Complete by 06/30/13 4. 2011-2012Pursue a Museum Assessment Program Phase III Application processComplete 9 33 5. 2011-2012Conduct monthly Saturday events at the Dublin Heritage Park and Complete 6.2011-2012Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote rentals of thComplete facility. 7. 2011-2012Establish an Art / Ceramic Studio in the Old Kolb House.Complete 8. 2011-2012Assume ownership of the Camp Parks Collection and conduct an annComplete (pending approval by the US Army Center of Military History). 9. 2010-2011Upon relocation of the Kolb properties to the Dublin Historic PaComplete and catalogue / accessioning of the collections of the Kolb fami 10. 2010-2011Conduct a park / facility dedication event for the Dublin HistorComplete 11. 2010-2011Produce one exhibit and corresponding catalog each year that wilComplete family or theme. 12. 2009-2010Implement a self study and peer review for the Phase II Museum Assessment Pr– Complete Public Dimension Assessment for the Dublin Heritage Center. 13. 2008-2009Upon acquisition of the Dublin Square Shopping Center, undertakeComplete construction documents for Phase I of the Dublin Historic Park. 14. 2007-2008Establish a Visitor Center at St. Raymond’s Church. Complete 15. 2007-2008Assess the condition of the Kolb Family properties (house, barn,lan Complete for relocation of the properties as appropriate. 16. 2006-2007Develop Historic District Master Plan for Dublin Blvd. / Donlon Complete if required. 17. 2006-2007Prepare an update to the Parks and Recreation Master Plan.Complete 18. 2006-2007Undertake a site master plan, programming and financial feasibilComplete including DHPA land / cemetery feasibility study. 19. 2006-2007Research and submit new application for Murray Schoolhouse to beComplete of Historic Places. 20. 2006-2007Submit application for California Cultural Historic Endowment grComplete 21. 2005-2006Refurbish exhibit space within the Murray Schoolhouse to provide a fresh settComplete highlight Dublin’s history. 10 34 STRATEGIC GOAL #4B: Develop a state-of-the-art recreation / aquatic complex. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2012-2013 Update the building and phasing plan and re-start design of the facility. Underway 2.2012-2013Update Public Facility Impact Fee.Underway 3.2008-2009Undertake development of design and construction documents for EUnderway Aquatic Complex. 4.2007-2008Re-evaluate the Facilities Feasibility Study and update the conceptComplete Glen Recreation / Aquatic Center. STRATEGIC GOAL #4C: Identify opportunities for development of a #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2013-2014Complete Passatempo Neighborhood Park.Underway 2.2013-2014Complete Schaefer Ranch Park.Underway 3. 2012-2013 Identify additional parkland to serve residential development pl Underway 4.2012-2013Update Public Facility Impact Fee.Underway 5.2012-2013Fallon Sports Park: Determine feasibility and cost of building restroomComplete 6.2001-2002Complete U.S. Army Reserve Camp Parks General Plan and Specific Underway 7. 2012-2013 Complete Positano Hills Neighborhood Park. Complete by 06/30/13 8.2007-2008Complete GPA Study on the Transportation Corridor Right-of-Way.Complete 9.2006-2007Closely monitor development projects Citywide to identify potentComplete recreation facility. 10.2005-2006Complete General Plan and Specific Plan Amendments for Eastern DComplete Area. 11.2005-2006Conduct research on various unique passive park / recreation facComplete components and site requirements. 11 35 STRATEGY #5: Develop City-wide communication and outreach programs that provide connectivity with our residents and businesses across several me STRATEGIC GOAL #5A: Identify new and / or enhanced opportunitie engagement and outreach. #FISCAL YEARPROPOSED INITIATIVE FOR ACCOMPLISHING STRATEGIC GOALSTATUS 1.2012-2013 Develop Marketing and Promotions Plan for the programs, classes Underway and Community Services Department. 2.2012-2013Continue to evaluate Social Media uses and options for general CUnderway 3. 2012-2013 Develop and Implement Parks and Community Services marketing and 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 clUnderway Center and Emerald Glen Park. 6.2012-2013Facilitate roundtables with commercial brokers and the developmecommunity.Complete by 06/30/13 7.2012-2013Develop business meetings / summits with property owners around Complete by 06/30/13 8.2012-2013Identify new opportunities for Neighborhood Outreach and educatiComplete by 06/30/13 9.2012-2013Expand Crime Prevention Education and Outreach Materials on CityComplete by 06/30/13 10.2012-2013Establish Residential Fire Sprinkler Community Awareness ProgramComplete by 06/30/13 11. 2011-2012 Update Dublin General Plan to include new information, graphics and photos. Complete by 06/30/13 12.2012-2013Explore the feasibility of utilizing part-time volunteers to assist with City Emergency Management Complete Activities. 13.2011-2012Develop and distribute an Annual Report on City Accomplishments.Complete 14.2011-2012Develop a Faith and Culture Based Network that will assist DubliComplete gaps between the Police and various faiths and cultures. 15.2011-2012Implement five Volunteer Projects.Complete 16.2011-2012Partner with schools to do outreach related to waste management Complete 17.2011-2012Develop a Design Awards Program to recognize new and remodeled pComplete 18.2011-2012Develop Social Media Policies.Complete 19.2010-2011Implement City Communication Plan. Complete 12 36 20.2010-2011Develop and distribute quarterly e-newsletter by market segment to coincide with publication of ActComplete Guide. 21.2010-2011Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crComplete prevention / safety tips and upcoming Police Services events. 22.2010-2011Update the City’s website and include an element of community involvement in the process.Complete 23.2010-2011Explore options for a listserv system to inform the community ofComplete 24.2009-2010Produce a Citywide Newsletter.Complete 25.2009-2010Explore the feasibility of acquiring or producing a crime prevenComplete audiences within the community and determine the best means of d on minimizing risk of being a victim of property crimes. 13 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Chapter 2.12 PLANNING COMMISSION Sections: 2.12.010Planning Agency established. 2.12.020Membership—Appointment—Term—Removal. 2.12.030Expenses and compensation. 2.12.040Chairman—Rules—Records—Meetings. 2.12.050Powers and duties—Generally. 2.12.060Term 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 § 1, 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 Commissionby 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, 3, 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 § 5, 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, land use and design review matters as may be required by the City Council. (Ord. 17-09 § 2 (part): Ord. 10-9 § 2: Ord. 5 § 6, 1982) 2.12.060 Term limits. No person shall serve as a Planning Commissioner formore 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 OF DUBLIN PARKS AND COMMUNITY SERVICES COMMISSION BYLAWS AND RULES OF PROCEDURE GENERAL PROVISIONS I. 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. COMMISSION COMPOSITION AND METHOD OF APPOINTMENT II. 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. TERM OF OFFICE AND REMOVAL III. 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. ___________________________________________________________________________________________________________ Bylaws and Rules of Procedure Page 1 of 3 Parks and Community Services Commission September 1, 2009 53 VACANCIES IV. 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 V. 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 VI. 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 Rules of Procedure Page 2 of 3 Parks and Community Services Commission September 1, 2009 54 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 VII. 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. DUTIES OF COMMISSION TO BE ADVISORY ONLY VIII. 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. STAFF ASSISTANCE IX. 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 X. 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 Parks and Community Services Commission September 1, 2009 55 CITY OF DUBLIN HERITAGE AND CULTURAL ARTS COMMISSION BYLAWS AND RULES OF PROCEDURE GENERAL PROVISIONS I. 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. COMMISSION COMPOSITION AND METHOD OF APPOINTMENT II. 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 furthering public art, and historical and cultural life in the community. D.Commission members may resign at any time by giving written notice to the Mayor and City Clerk. TERM OF OFFICE AND REMOVAL III. 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 Rules of Procedure Page 1 of 3 Heritage and Cultural Arts Commission November 4, 2011 56 VACANCIES IV. 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 V. 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/herdesignee. 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. Inthe 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 VI. 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 Rules of Procedure Page 2 of 3 Heritage and Cultural Arts Commission November 4, 2011 57 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 VII. 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 & Museumsfacilities or programs; recommendations for policies on heritage preservation, artifact acquisition, conduct of persons using the Heritage Park & Museumsfacilities; 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 BE ADVISORY ONLY VIII. 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. STAFF ASSISTANCE IX. 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 X. 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 Cultural 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 of 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, including contracting, volunteerism, franchising, and privatization Developing the Council-Manager system of organizing and operating local government 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 withposition 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 a five-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 1 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 onlybe 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 needsand 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 Citycommissions and committees (with the consent of the Council) As Chief Elected Official: 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 o groups, government interest, etc. Serves as the City’s key spokesperson. o Lead liaison efforts in meetings with other communities and local o agencies. Promoter and defender of the Community. o Assists the Council in setting goals and advocating policy decisions. o 2 60 Works to unify the Council by promoting cooperation and teamwork o and builds consensus. Facilitates communication between the Council and the City Manager. o Chair of the City’s Disaster Council. City Manager The City Manager functions asa Chief AdministrativeOfficer 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, developingissues, 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 4 62 ICMA Code of Ethics With Guidelines The ICMA Code of Ethics was adopted by the ICMA membership in 1924, 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: 1Professional Respect. . Be dedicated to the concepts of effective and democratic Members seeking a management local government by responsible elected officials and position should show professional respect for persons believe that professional general management is formerly holding the position or for others who might be essential to the achievement of this objective. applying for the same position. Professional respect does not preclude honest differences of opinion; it does preclude 2 . Affirm the dignity and worth of the services rendered by attacking a person's motives or integrity in order to be government and maintain a constructive, creative, and appointed to a position. practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant. Reporting Ethics Violations.When becoming aware of a possible violation of the ICMA Code of Ethics, members Guidelineare encouraged to report the matter to ICMA. In reporting Advice to Officials of Other Local Governments. When the matter, members may choose to go on record as the members advise and respond to inquiries from elected or complainant or report the matter on a confidential basis. appointed officials of other local governments, they should Confidentiality. inform the administrators of those communities. Members should not discuss or divulge information with anyone about pending or completed ethics 3. Be dedicated to the highest ideals of honor and integrity cases, except as specifically authorized by the Rules of in all public and personal relationships in order that the Procedure for Enforcement of the Code of Ethics. member may merit the respect and confidence of the Seeking Employment. Members should not seek elected officials, of other officials and employees, and of the public. employment for a position having an incumbent administrator who has not resigned or been officially Guidelinesinformed that his or her services are to be terminated. Public Confidence. Members should conduct themselves 4. so as to maintain public confidence in their profession, their Recognize that the chief function of local government at local government, and in their performance of the public all times is to serve the best interests of all of the people. trust. Guideline Impression of Influence.Length of Service. Members should conduct their A minimum of two years generally is official and personal affairs in such a manner as to give the considered necessary in order to render a professional clear impression that they cannot be improperly influenced service to the local government. A short tenure should be in the performance of their official duties. 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 5. Submit policy proposals to elected officials; provide ICMA’s Voluntary Credentialing Program should be them with facts and advice on matters of policy as a complete and accurate as to all pertinent details of basis for making decisions and setting community goals; education, experience, and personal history. Members 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 63 GuidelinePresentation of Issues. Members may assist the governing Conflicting Roles. Members who serve multiple roles-- body in presenting issues involved in referenda such as working as both city attorney and city manager for the same bond issues, annexations, and similar matters. community, for example--should avoid participating in matters that create the appearance of a conflict of interest. 8 . Make it a duty continually to improve the member's They should disclose the potential conflict to the governing professional ability and to develop the competence of body so that other opinions may be solicited. associates in the use of management techniques. 6 . Recognize that elected representatives of the people are Guidelines Self-Assessment entitled to the credit for the establishment of local . Each member should assess his or her government policies; responsibility for policy execution professional skills and abilities on a periodic basis. rests with the members. Professional Development . Each member should commit 7 . Refrain from all political activities which undermine at least 40 hours per year to professional development public confidence in professional administrators. Refrain activities that are based on the practices identified by the from participation in the election of the members of the members of ICMA. employing legislative body. 9 . Keep the community informed on local government Guidelines affairs; encourage communication between the citizens Elections of the Governing Body. Members should and all local government officers; emphasize friendly maintain a reputation for serving equally and impartially all and courteous service to the public; and seek to improve members of the governing body of the local government the quality and image of public service. they serve, regardless of party. To this end, they should not 10. engage in active participation in the election campaign on Resist any encroachment on professional bilities, believing the member should be free to behalf of or in opposition to candidates for the governing responsi body. carry out official policies without interference, and handle each problem without discrimination on the basis Elections of Elected Executives. Members should not of principle and justice. engage in the election campaign of any candidate for mayor or elected county executive. Guideline Information Sharing . The member should openly share Running for Office . Members shall not run for elected information with the governing body while diligently office or become involved in political activities related to carrying out the member's responsibilities as set forth in the charter or enabling legislation. running for elected office. They shall not seek political endorsements, financial contributions or engage in other 11 . Handle all matters of personnel on the basis of merit so campaign activities. that fairness and impartiality govern a member's Elections. Members share with their fellow citizens the decisions, pertaining to appointments, pay adjustments, right and responsibility to vote and tovoice their opinion promotions, and discipline. on public issues. However, in order not to impair their effectiveness on behalf of the local governments they Guideline Equal Opportunity serve, they shall not participate in political activities to . All decisions pertaining to support the candidacy ofindividuals runningfor anycity,appointments, pay adjustments, promotions, and discipline county, special district, school, state or federal offices.should prohibit discrimination because of race, color, Specifically, they shall not endorse candidates, make religion, sex, national origin, sexual orientation, political financial contributions, sign or circulate petitions, or affiliation, disability, age, or marital status. participate in fund-raising activities for individuals seeking or holding elected office. It should be the members' personal and professional responsibility to actively recruit and hire a diverse staff Elections in the Council-Manager Plan.throughout their organizations. Members may assist in preparing and presenting materials that explain the 12 council-manager form of government to the public prior to . Seek no favor; believe that personal aggrandizement or an election on the use of the plan. If assistance is required profit secured by confidential information or by misuse by another community, members may respond. All of public time is dishonest. activities regarding ballot issues should be conducted within local regulations and in a professional manner. 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 64 any other form--under the following circumstances: (1) it notification of the appointing authority is appropriate in all could be reasonably inferred or expected that the gift was cases of outside employment. intended to influence them in the performance of their official duties; or (2) the gift was intended to serve as a Representation. Members should not represent any outside reward for any official action on their part. interest before any agency, whether public or private, except with the authorization of or at the direction of the appointing It is important that the prohibition of unsolicited gifts be authority they serve. limited to circumstances related to improper influence. In Endorsements. de minimus situations, such as meal checks, some modest Members should not endorse commercial maximum dollar value should be determined by the member products or services by agreeing to use their photograph, as a guideline. The guideline is not intended to isolate endorsement, or quotation in paid or other commercial members from normal social practices where gifts among advertisements, whether or not for compensation. Members friends, associates, and relatives are appropriate for certain may, however, agree to endorse the following, provided occasions. they do not receive any compensation: (1) books or other publications; (2) professional development or educational Investments in Conflict with Official Duties . Member services provided by nonprofit membership organizations or should not invest or hold any investment, directly or recognized educational institutions; (3) products and/or indirectly, in any financial business, commercial, or other services in which the local government has a direct private transaction that creates a conflict with their official economic interest. duties. Members' observations, opinions, and analyses of In the case of real estate, the potential use of confidential commercial products used or tested by their local information and knowledge to further a member's personal governments are appropriate and useful to the profession interest requires special consideration. This guideline when included as part of professional articles and reports. 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. 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 © 2008 by the International City/County Management Association 65