HomeMy WebLinkAboutItem 2 Strategic Planning Workshop`%~~\
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City of Dublin
City Manager's Office
DATE: January 18, 2011
TO: City Council and Executive Team
FROM: Joni L. Pattillo, City Manager
SUBJECT: STRATEGIC PLAN WORKSHOP DOCUMENTS -
JANUARY 22, 2011
Attached you will find several documents provided as background information for the
Strategic Plan Workshop: '
o Schedule
o City of Dublin Strategic Plan:
. Mission, Vision, Values, and Strategies ~
o Budget at a Glance - Fiscal Year 2010-2011
o Issues on the Horizon
o Article: 10 New Rules for Elected Qfficials In Times of Economic Meltdown
o Article: Six Reasons Why It's Best to Work Through the Manager
o Three Resolutions outlining City Council Conduct
: Resolutions 26-08; 25-08; and 234-05.
Please review and bring these documents with you to the Strategic Plan Workshop this
Saturday, January 22, 2011. The workshop is scheduled from 9:00 AM to 3:00 PM in
the.Regional Meeting Room. A light breakfast and lunch will be provided.
.,
City Council~ Strategic Planning Workshop
Saturday, January-22, 2011
9:00 A.M. - 3:00 P.M.
Regional Meeting Room
Schedule
(Breakfast available beginning at 8:30 A.M.)
9:00 AM Welcome by Mayor
Public Comment
Introduction and Process for the Day
Financial Context
Break
SWOT Analysis: Strengths, Weaknesses, Opportunities, Threats
Review of Strategic Planning Model
Where We Are in the Strategic Planning Process
Next Steps _
Review of MissionNisionNalues
12 Noon Lun"ch
Citywide Strategy Review
BREAK
Review of Council and Staff Roles
Review of Council Rules of Conduct
Next Steps
2:50 P.M. Closing and Evaluation
..
STRATEG
Cit~r Of Dublin Ten Year Strategic Plan. _
PRELIMINARY 2010-201 I UPDATE
Mission
The City of Dublin promotes and supports a high quality of life which ensures a safe and secure
environment that fosters new opportunities.
Vision .
Dublin is a vibrant city committed to its citizens, natural resources and cultural heritage, As
Dublin grows, it will balance history with Progress, to sustain an enlightened, economically
balanced and diverse community.
Dublin is unifed in its belief that an engaged and educated community encourages innovation
in all aspects of City life, including programs to strengthen our economio vitality, and support
environmental stewardship and sustainability through the preservation of our natural
surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the
creation of first-class recreational opportunities, facilities and programs.
~
Cit~ Of Dublin Ten Year Strategic Plan ~
VAW ES
Our Values in Building Community
• Promote locations and events that bring people of all ages together.
• Provide more venues for family-based activities.
• Foster heritage and cultural development.
Our Values in Ensuring a Safe Community
• Provide high quality police'and fire services to insure the safety of the citizens living in the
community.
• Provide education ~and training to residents and businesses that would promote public
safety.
Our Values in Guiding Development
• Assure that development contributes positively to the City's fiscal health.
• Support pedestrian-friendly development, transit-oriented development, green building
and environmental respon'siveness.
• Promote high quality desig'n and architectural standards in development.
Our Values in Governing ~
• Commit to openness and responsiveness to the public and community.
• Operate at all times with honesty and integrity.
• Exercise fairness in consideration of issues.
• Provide a high level of customer service and responsiveness from City staff to citizens.
• Embrace technology to improve effectiveriess and efficiency.
• Strive to build an informed community through communication,
Our Values in Relating to Other Communities and Entities
• Encourage collaboration and communication with other communities on issues of mutual
concern.
City Of Dublin Ten Year Strategic Plan
Fiscal Year 20 f 0-20 I I
Adopted Strategic Plan Strategies
Strategy # I: ~
Continue to strengthen the identity and aesthetic appeal of the downtown.
Strategy #2
Develop a transportation system that facilitates ease of movement throughout the City.
Strategy #3:
Create a community that supports environmental sustainability and provides an open space
network that ensures environmental protection and provides public access where appropriate.
Strategy #4:
Continue to develop a community that provides a balance of jobs, housing, and services in a
fiscally sound manner.
Strategy #5: . '
Develop dynamic community recreational and cultural opportunities in the region.
Strategy #6:
Develop a City-wide communication program that provides two-way communication with
our residents and businesses across several media platforms.
1
City_~f Dublin Ten_Year Strategi~ Plan ~
PRELIMINARY 2010-201 I STRATEGIES
STRATEGY # I: Continue to strengthen the identity and aesthetic appeal of
the downtown.
4. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin
BART project. (COMPLETE)
` =~ ' 'Insfall hghting at_approaches to the I 680 Freeway Underpass Art `
5 ~ 2005; 2006: ~~~. , ~ ~ s , '~~
` ~ .. `Pro~ects: (COMPLETE)~ , ;
6, 2005-2006 Develop and i.mplement program to keep trucks out of shopping
centers and overnight parking. (COMPLETE)
' v- _;,- ,;property and implement Speafic Plan,';if required, (C.C~MPLE,1 E) .~;
8. 2006-2007 Worl< with property owner of Ralph's Grocery store to identify
replacement alternatives. (COMPLETE)
9„ ~nm_~nnR ,. Work with Du61in Honcl"a on 3cJevelopment options for Arnador Plaza
m _: . . ~_ ,
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.
- Downtown Area: ~..
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14. II-A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specifc
Plan Amendments.
7'nntirii ia tn ~-lavalnn a~linnmi~ inri~ntivac fnr: rPtail~~ n~rP anri F
I 6, II-E- I I Worl< with Chabot/Las Positas to f nd location for District Office/
Learning Center.
2. 2005-2006 Complete construction of new Senior Center and prepare for
operation of new facility. (COMPLETE)
4. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin
BART project. (COMPLETE)
6. 2007-2008 Work with Dublin H~onda on development options for Amador Plaza
site. (COMPLETE)
2. 2004-2005 worl< with Shamrock Village to facilitate improvement to the Center.
(COMPLETE)
I 4. II-E-2 (NEV~ Develop a Downtown Business Attraction Plan,
STRATEGY #2: Develop a transportation system that facilitates ease of
mavement throughout the City. ~
Utilize new CCTA trafflc model to work with Livermore, Pleasanton,
Alameda County and the Tri Valley Transportation Council to
4. 2006-2007 examine conflgurations of streets parallel to I-580 (i.e. Dublin Blvd./
North Canyons Parkway, Stoneridge Drive/Jack London Blvd.) and
make recommendations/advocacy. (COMPLETE)
2. 2004-2005 Examine the feasibility of coordinating central communications for
traffic signals in downtown Dublin. (COMPLETE)
°~ ~~~ ~~~ ~ Participate,in Tri Valley Triangle Analysis to prioritize I~580~ I~680 anc1, .~
, ~
3 2006 2007 ~oute 84 trans ortafion im ro~ements: COMPLETE
~ ~ P- ~
Update Tri Valley Transportation Development Fee Strategic
6, V-B- I Expenditure Plan together with the other six (6) agencies in the
TVTC.
Work with the regfon's transportation partners to develop projects
8. V-B-4 for the I-580 Corridor that will minimize impacts to the Civic Center
Worl<with EBRPD and the City of Pleasanton to conduct a
2. 2006-2007 Preliminary engineering study and identify funding sources fo facilitate
the connection of Alamo Canal Trail under I-580 to Pleasanton trails,
(COM PLETE)
~ ~nm_~nnR Develop a City-wide Bicycle Master Plan including bicycle access to
4. 2008-2009 Develop a phased plan to expand the Trafflc Management System to
include all arterials. (COMPLETE)
200b-2007 worl< with LAVTA and BART to improve connectivity between the
4, ~ City Park-and-Ride Lot and the BART Station. (COMPLETE)
As part of the General Plan Amendment for U.S. Army Reserve
8 V g 2 Camp Parks, evaluate alternatives for a Central Parkway extension
through Dougherty Road and interFace options to the planned
Scarlett Drive Extension.
2. 2005-2006 Complete General Plan and $pecific Plan Amendments for Eastern
Dublin Property Owners Annexation Area, (COMPLETE)
6. II-A-2 - Complete U,S, Army Reserve Camp.Parks General Plan and Speciflc
PIan.Amendments. '
STRATEGY #3: Create a community that supports environmental
sustainability and provides an open space network that
ensures environmental protection and provides public
access where appropriate.
6. II-A-2 Complete U,S, Army Reserve Camp Parks General Plan and Speciflc
Plan Amendments. -
r
As part of the General Plan Amendment for U.S. Army Reserve -
8 V g 2 Camp Parks, evaluate alternatives for a Central Parkway extension
through Dougherty Road and interface options to the planned
Scar.lett Drive Extension,
2. III-A- I 3 Identify and secure sources of funding for land acquisition in the
western hills for an Open Space Area.
~ ~nn5_~nn~ Complete Review of Mission Peak Annexation and General Plan &.
4. ` 2006-2007 Complete review of Moller.annexation and General Plan and
Specific Plan Amendments. (COMPLETE),
4, II-A-2 Complete U,S. Army Reserve Camp Parks General Plan and Speciflc
Plan Amendments.
STRATEGY #4: Continue to develop a community that provides a balance
of jobs, housing, and services in a fiscally sound manner.
4, 2006-2007 Complete review of Moller annexation and General Plan and
Specifc Plan Amendments. (COMPLETEI
' 6. 2009-2010 Complete Grafton Plaza General Plan Amendment and Specifc Plan
Amendment. (COMPLETE)
2. 2005-2006 Complete Review of Mission Peak Annexation and General Plan &
Specific Plan Amendments. (COMPLETE)
3:; 2006 2007 Gomplete review of.f`1oller annexafion and General Plan'and ,.~- ~~ `
~ S ecific ~ ents. COMPLETE): ~' -- ~ ~ ~
_ .~..,.s.._.. _~__, p ~Plan P;menclm. ~~, ~
Complete U.S. Army Reserve Camp Parks General Plan and Specific
2, II-A-2 Plan Amendments.
2. 2005-2006 Complete General Plan and Specifc Plan Amendments for Eastern
Dublin Property Owners Annexation Area. (COMPLETE)
Implement residential planned development and investigate
8. II-A= I opportunities to create a new village in Eastern Dublin Transit
Center.
I 0. II-E- I 0 Work with property owners in Santa Rita area to identify new office
uses/users.
2006-2007 Implement First Time Homeowner Program, (COMPLETE)
6, 2006-2007 Revise Density Bonus Ordinance. (COMPLETE)
~ __ _ _ ..
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7~. ; 2007=2008 Process five (S) first tirne;homebuyer loans (COMPLETE) '~~~ ~ '
_ _... _. _____~u.._ _. __
8. 2007-2008 Hold two (2) community meetings to educate the community on
the Citv's affordable housin~ program. (COMPLETEI
2. ~ 2005-2006 Complete Senior Housing project. (COMPLETE)
I 0. 2007-2008 Prepare Universal Design Ordinances for adoption as an amendment
to Building Code requirements. (COMPLETE)
I 2. 2008-2009 Review effectiveness of the City's current Inclusionary Zoning
Ordinance. (COMPLETE)
, ~
I 3. ' 2008-2009 Update Housing Element of the General .Plan. (COMPLETEj ;
I 4. 2009-2010 Complete evaluation of the potential renovation/redevelopment.of
the Arrovo Vista Housing site. (COMPLETEI
4, 2009-20 I 0 Complete evaluation of the potential renovation/redevelopment of
the Arroyo Vlsta Housing site. (COMPLETE)
6. II-E- I 6 work with the owners of the Chevron property on new
development opportunities. _ •~
Work with Dublin Housing Authority and development team
8, II-B-3 (NEV~ on relocation of Arroyo Vista Tenants, grant applications and
development.of project site.
I 0. II-E-8 (NEV~ Continue to develop economic incentives for retail, offlce and ~
industrial users,
2. 2009-2010 Enhance presence of automobile dealers in the Scarlett Court
Speciflc P1an area, (COMPLETE)
~ ~~~ ~~ H-5 ~~~ rartiapate in Lu i u Lensus ~~_ ~. ~~ ~
~ Explore funding opportunities through the AmericanmRecovery and
8. I-C- I~ Reinvestment Act.
. •.~ ~, ,,.
9.°~" I-E-1 (NEV~ Conduct Fire Services Contract~.Evaluation .: ~ `~ ~ ~~~
10. I-E-2 (NEWI Conduct Waste Management Contract Evaluation.
`
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2, 2006-2007 Develop Historic District Master Plan for Dublin Blvd./Donlon
property and implement Speciflc Plan, if required. (COMPLETE)
3~ 200b-2007 .Prepare an up"date tathe Parks & Recreation Master Plan ~,
~~ . _' ._ (COMPLETE) ~ ~
Undertake a site master plan, programming and flnancial feasibility
4. 2006-2007 study for the Dublin Historic Park including DHPA land/cemetery
6, 2006-2007 Submit application for California Cultural Historic Endowment grant
for Dublin Historic Park project. (COMPLETE)
Assess the condition of the Kolb Family properties (house, barn, and
8. 2007-2008 workshop) and develop a plan for relocation of the properties as
appropriate. (COMPLETE)
I 4. III-B-S (NEV~ Produce two small-cast theatrical productions in the fall and spring at
new Sunday School Barn.
~;, ~.. ..towara~tne.iongterrn=goaior~~museurn~accreaitation ~ ~~ ~ ~ °~ ~~~
_ ~.~ ._
I 6. III-B-7 (NEV~ Establish a Ceramic Studio program in the old Kolb House.
I-7 ,.111=B 8(NEU~ Produce one exhibit and; corresponding catalog each year that will
- focus on asigriificant`,Dublin family or theme.= "
Implement a self study and peer review for the Phase II Museum
I 0. 2009-20 I 0 Assessment Program (MAP) - Public Dimension Assessment for the
Dublin Heritage Center. (COMPLETE)
I 2. III-B-2 Establish facility operations, policies and fees for public use of the
Kolb properties at the Dublin Historic Park.
".r'l,.,.i ~.-+ -, .,-,rLlF-,~~L+.; .-lo.-I~~-,+~l.n o"o.,+ ~,~r^+ho fl`~'~hl~n 1-fi~+.,r~~ P-,rL ..
2. III-A-2 Undertake development of design and construction documents for
Emerald Glen Recreation and Aquatic Complex.
. Prepare and produce semi-annual Public Service Announcement via
8, IV-A- I(NEV~ local radio (KKIQ) for crime prevention/safety tips and upcoming
Police Services events.
STRATEGY #6: Develop a City-wide communication program that provides
two-way communication with our residents and businesses
across several media platforms.
6. I-D-2 (NEV~ Implement City Communication Plan. -
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Overview
The City of Dublin, like most other cities and counties throughout the State of California,
has been dealing with the continued impacts of the economic recession. The uncertainty
caused by the fluctuations and downturn in the market has made budget forecasting at the
City very challenging and these unique conditions have led the City to take a cautious and
conservative approach to creating a financial plan for 2010-201 1.
Budget Approach
In developing the 2010-2011 Budget, the City was mindful of the impacts caused by
potential service reductions and worked to ensure that the impacts would be minimal but
shared across the organization. Through a thoughtful process, the City managed to reduce
expenses by $1.5 million. This was on top of the $3 million in cuts made the previous
year where the majority of the service reductions were development related. Any remaining
deficits caused by an imbalance of revenues and expenditures this year will be funded
through the City Council's Economic Stability Reserve if needed, a fund created two years
ago in anticipation of likely decreases in City revenue.
Budget Highlights
The Fiscal Year 2010-2011 total adopted budget is $66,515,358. Of this amount,
$52,1 16,940 funds operating budget activities, and the remaining portion of $14,398,418
provides funding for Capital Improvement Projects.
Budget Impacts - Service Reductions and Enhancements
The City made service reductions in General Government, Public Safety, Parks and Community
Services, Transportation, Community Development, and the Library. These included the
elimination of a Police position, decreases in street sweeping and park maintenance,
reduction in the City-subsidized County library hours, as well as reductions in part-time
staffing for cultural and leisure programs.
Additionally, the City eliminated the Day on
the Glen event for 2010.
Conversely, the City needed to factor in areas
where service enhancements were anticipated,
including the ongoing maintenance and
programming for the new Fallon Sports
Park and the Dublin Heritage Parks
and Museums (opening in Spring 201 1).
Revenues
Fiscal Year 2010-201 1 revenue is expected to be $61,709,750. Of this amount, property
tax represents 35% or $21.4 million, while sales tax represents 20% or $12.3 million.
General Fund revenues are expected to decline by approximately $3.2 million dollars this
year, with sales tax revenue falling back to 2002 levels.
Expenditures
Fiscal Year 2010-2011 expenditures are expected to be $66,515,358, which is $13.5
million less than the prior year. Expenditures are broken into two categories:
• Operating Budget (including the Internal Service Fund); and
• Capital Improvement Program
More information about each of these categories follows.
Operating Budget Highlights
The Fiscal Year 2010-201 1 total Operating Budget is $52,1 16,940. Operating Budget
expenditures are $2.8 million less than Fiscal Year 2009-2010, with overall operating
budget General Fund expenditures decreasing by $687,170. In addition to a number of cost
reductions, this year's budget also includes a full year of operating expenses for the newly-
opened Fallon Sports Park.
TotalExpenses
Capital Improvement Pro ects
~2%
Community Development
8%
Culture & Leisure Services
11 °/a
Health & Welfare
7%
Public Safety
38%
Fiseal Year 5010-5011
Internal Service Funds
1%
Gerteral Government
9%
Targeted service reductions were made in all areas of City operations through a review of the
City's core services. Reductions were made in several areas, including:
• Staffing
• Building Maintenance
• Library Hours
• Street Sweeping Frequency
• Street Banner Program
• Park and Street Landscaping Maintenance
• Elimination of Summer Concerts
• Senior Trips and Tours
• Aquatics Swim Season
Additionally, city employee salaries have been frozen for a second consecutive year.
Operating Budget Expenses • Fiscal Yea~ 4010-s011
Community Develeoment
Culture & Leisure Services
15%
Health 8~ Welfare
8%
General Government
12%
Transportation
5%
Public Safety
48°/a
Capital Improvement Program Highlights
The Fiscal Year 2010-201 1 Capital Improvement Program (CIP) is $14,398,418. Only
18% or $2.5 million in total CIP expenses are derived from General Fund sources, with the
balance of funding from over 25 other sources including private Development Fees. This
year's General Fund Capital Improvement Program expenditures are approximately $3.5
million less than the prior year. Streets related projects represent 66% of the expenses in this
year's program.
Internal Serviee Funds
Major projects for Fiscal Year 2010-201 1 include:
• Dublin Heritage Park and Museums
• Dublin Sports Grounds Renovations
• Dublin Boulevard Improvements - Silvergate to Hansen Drive
• Saint Patrick Way - Regional Street to Golden Gate Drive
• Traffic Signal Improvements
• Transit Center Art Project
Capital Improvement Proieets • Fiseal Year 5010-5011
Streets
66%
~=°heral Improvements
0
Community Improvements
3%
Parks
19%
Conclusion
While the Fiscal Year 2010-201 1 Budget does propose utilizing, if necessary, the City
Council's Economic Stability Reserve to achieve a balanced budget, it would not be financially
prudent to be dependent on these reserves to balance the budget on an ongoing basis. The
City of Dublin was built on a philosophy of providing services on a"pay as you go" basis.
Staff is continually working to identify areas to reduce ongoing expenses. The fiscal goal is
to use only ongoing General Fund revenue sources to fund operations, and using one-time
funds to support one-time projects. This practice will preserve City assets and maintain future
resource availability.
The Fiscal Year 2010-201 1 Adopted Budget Document is available at www.dublin.ca.gov.
Some "Issues on the Horizon"
Identified by the City of Dublin's Executive Staff
January, 2011 ~
Strategic planning should include some consideration of what factors or challenges may
be out there "on the horizon," It's important to look beyond how Cities are managed
today to consider the citizenry of their future, their changing needs, and the changing
environment. Following are a few issues identified by Executive Staff to stimulate
thinking about how managing and governing Dublin tomorrow. may be different than
managing and governing Dublin today.
Challenges of a Growing and Developing Community
^ Anticipate and manage liveability issues related to chariging demographics, e.g.,
o Aging of the population
o Younger people and a more dense population.
o The addition of new housing types and reduced open space leads to a
shift in neighborhood issues. Issues such a parking, animal nuisances,
and HOA involvement and support become more prevalent.
^ Think about planning issues differently. How do we create a City for all ages?
E.g, Today's bike lane may not be what you need in the future.
^ Promote environmental sustainability.
Infrastructure and Operations - Financial Considerations
^ Consider a two-year City budget.
o Two-year budgets are becoming common in local government, providing a
better long-term picture of the financial state of the City.
^ Deal with the challenge of unfunded CIPs.
o Many of our past CIPs have been funded from surpluses to the General
Fund. Now that we are in an environment where these surpluses are no
longer likely to occur given the structural deficit, how do we want to view
projects in light of that? > ~
^ Partnerships with the DUSD
o Should we be looking at ways to leverage resources and seek a revenue
measure to accomplish these priorities? ~
^ How does the City maintain new infrastructure, such as new parks, before there
is an ongoing source of revenue to support it (new parks in developing
subdivisions).
^ Assure there is adequate funding for City services before extending financial aid
elsewhere - how do we ensure the welfare of the City; as an organization, before
putting other organizations in front of us?
Page 1
Continued - "Issues on the Horizon"
Identified by the City of Dublin's Executive Staff
January, 2011
State, Regional and Regulatory Issues
^. Prepare for more regulatory compliance.
^ Engage in complex regional issues, e.g. transportation, consolidation
discussions.
^ Deal with uncertainty around The State of California's budget.
Citizen Expectations
^ Manage citizens' expectations of same level/increased levels of service, despite
the continued challenging economic climate.
~ Continue to engage the community.
Technology and Information Dissemination
^ Manage untruths that can be witlespread given current and emerging
technologies, e.g., negative blogging that is not grounded in facts, automatic
assumptions that the City isn't transparent.
^ Communicate proactively.
^ Identify and embrace efficiency tools that technology can offer.
Talent-Recruitment & Retention~
^ Attract the best and the brightest to local government services.
^ Retain top talent.
Page 2
Western City ~ 10 New Rules far Elected Officials In Times of Economic Meltdown Page 1 of 4
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_... _
1o New Rules for Elected Officials In
Times of Economic Meltdown
BYFRANK BENEST
Frank Benest, Ph.D., is former city manager of Palo Alto. He currently serves as the senior advisor to the
International City/County Management Association for Next Generation Initiatives and can be reached at
frank@frankbenest.com. This article was prepared in collaboration with the Institute for Local Government.
This is a challenging new era for local elected officials charged with governing in the midst of economic
meltdown.
Typically candidates have run on platforms to make community improvements. Once elected, governing
board members have historically enjoyed access to some "slack resources" to respond to ever-increasing
community demands. With the economic meltdown, no slack resources exist for new projects. In fact,
ongoing budget cutbacks, layoffs and demoralized employees~all threaten local government's ability to
deliver services.
A Diminished Capacity to Respond
Local governments are experiencing permanent fiscal stress that undercuts their ability to respond to the big
issues of the day. The financial crisis is-eXacerbated by a talent crisis as a whole generation of Baby-Boomer
professionals retire. Elected officials' policy innovations are futile without staff talent to execute them.
To make matters worse, employees are feeling fearful, pessimistic and even victimized. In a culture of fear,
creativity cannot flou~ish, and consequently local government cannot overcome its problems.
10 New Rules
Based on my work with public agencies, I have crafted 10 new rules for local government leaders grappling
with the current adverse economic conditions.
1. Identify the "core."
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To allocate scarce resources, governing boards must first identify core versus non-core businesses or
program areas. For example, in one Northern California county, the county manager contacted city ~
representatives to identify core and non-core businesses, with the intent of identifying possible functions that
cities might wish to contract out to the county. The finro top core functions that cities wished to keep in-house
were land-use planning (determining the physical character of the community and promoting. economic
vitality) and park programming (affecting the quality of life in a community).-
Without first deciding on what is core, governing boards may protect public safety programs at all costs and
consequently gut the library and recreation services that are also vital to a community's well-being.
2. Focus on a few priorities. -
The governing board as a whole must identify a few priorities (three to five at the most) and then relentlessly
pursue those priorities with limited resources. To assist the board in this courageous conversation about
hard choices, it is wise to engage a broad range of community groups and thus make the resulting priorities
more legitimate and enduring.
When new demands for local government action arise, as they will, tfie governing board must insist that any
new demand replace an existing obligation. When I first arrived in Palo Alto as the new city manager, the
department directors identified 39 high-priority projects approved by the council. With the assistance of city
management, the council was able to identify and then focus on five priorities. We then hung banners in the
council chambers, one banner for each priority. When someone suggested a new priority, the mayor or the
city manager could then ask whicli banner the council would like to remove.
3. Subtract, subtract, subtract.
To aggressively pursue a few priorities witti shrinking resources, governing boards must help their
organizations relentlessly subtract. When I became city manager in Palo Alto, we created a 90-day "Office of
Bureaucracy-Busting." Employees submitted hundreds of ideas to eliminate ritualistic activities that drained
resources and provided no added value. Some ideas were simple and easy to implement, such as
eliminating quarterly activity reports that no one read or verbatim minutes of commissions. Other ideas were
more complicated, such as re-engineering and simplifying the city's contracting process, which ultimately
reduced the time needed to approve major contracts from six months to three. ~ ~
An organization must "accelerate" so it can effectively pursue a few priorities or respond to new demands in
economic hard times. To accelerate, it must subtract.
4. Limit requests for new analysis and reports.
While governing board members may resist a community group's demand to immediately respond to some
problem with a new service, the board often directs staff to conduct a new analysis or prepare a report. In
good times, these kinds of governing board reactions to new demands may mollify constituents making the
service request. In bad times, such referrals of nonpriority items to staff simply divert scarce staff resources
and undercut the local government's ability to perform. -
5. Have the courage to say "no." -
Once a governing board identifies core program areas and a few priorities, it must remain focused and help
the organization stay the course. Elected officials must have the courage to say "no" when groups make new
demands. _
6. Avoid a zero-risk environment.
To overcome the resource challenges facing local government, governing boards must encourage
innovation. Examples include self-service kiosks for certain.kinds of permits, selling computer support or
other services to adjacent public agencies, or sharing public safety services with other jurisdictions (for more
on this topic, read "What You Need to Know About Regionalizing Public Safety Responsibilities."
The problem is that local governments are risk averse. In fact, in an economic meltdown, the media,
community groups and elected officials jump on any mistake and persbnally criticize committed staff. In such
a hypercritical culture, most employees will hunker down and avoid taking any calculated risks. ~-
Innovation does not occur in a zero-risk environment. Learning from mistakes is a key element in the '-
innovation process. Employees must be encouraged to experiment, test ideas and fix problems and
mistakes along the way.
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If governing boards do not protect creative and risk-taking employees from abuse, no innovation will occur-
regardless of exhortations from the dais. -
7. Pursue nongovernmental solutions.
Local government can no longer be the center of all problem-solving. Elected leaders must put the issue or
challenge in the center and work with private, nonprofit and other community partners to address the
problem. Elected leaders need to focus on their roles as conveners and facilitators and avoid p~oposing new
direct services.
8. Free up funds for a few targeted investments.
Even in severe budgetary times, a local government must make a few strategic investments to position itself
for the future. Consequently, it must "over-cut" to enable investing in areas such as employee development,
information technology, critical capital improvements, energy efficiencies and strategic partnerships that
address neighborhood violence or promote economic development.
9. Provide meaning and emotional support to staff.
Again, elected officials cannot achieve their policy agenda without the commitment of creative staff. To
maximize employees' effectiveness, it's important to understand what motivates them. While salary is one
motivator, people work for more than just a salary - particularly in the public sector. For many public
employees, work-related rewards include the opportunity to contribute to their community's quality of life,
help others and achieve a sense of accomplishment.
As Daniel Pink says in the book A Whole New Mind, "meaning is the new money." Elected officials should
translate their requests to staff in terms of the meaning of the work. For example, board members need to
talk about the meaning of a new bike lane in terms of making biking safer and promoting healthy lifestyles.
Elected leaders are key translators.
Public agencies face a"productivity paradox." At precisely the point that local governments need giant leaps
in productivity to overcome the cuts, productivity spirals downward. Elected officials can help the
organization survive difficult times by showing concern for employees, providing encouragement and
recognizing employee efforts. Simply telling employees to "suck it up" does not help overcome the
productivity paradox. _
10. Help develop talent and rebuild organizational capacity. -
Without talent, the governing board cannot solve the problems facing the local government. In times of
severe budget cuts, the local government faces a"free exiter" problem. The "stars" or "A players" of the
organization can freely exit and get a job with better pay elsewhere. If they stay, they may look for new
opportunities as the economy improves. Employees, especially the "A players," will stay as long as they are
growing and stretching. In fact, learning is the new social glue that holds organizations together. .
To support employee development, board members must resist gutting talent development budgets. The
good news is that talent development programs are inexpensive: Cost-effective programs include talent
exchanges with other agencies, leadership academies or educational webinars sponsored by a consortium
of local governments, and interim or rotational assignments.
Courageous Conversations
Certainly, following these 10 rules will not be easy for elected officials: Adhering to the new rules requires
focus, discipline and will. Perhaps more than anything, elected leaders must exhibit courage.
Courage has always been a key attribute for leaders. Given the hard choices facing elected officials, courage
will become a hallmark of effective governance. Convening stakeholders, starting courageous conversations
and engaging all groups in difficult decisions will become the core competencies of leadership.
Elected officials are stewards of our local governments. To help our organizations adapt to change,
governing board members must understand the nature of their environment; communicate a new reality to
employees, labor unions, community and other.stakeholders; and focus on new roles and behaviors. If
elected officials adhere to these new rules of governance, their local governments can survive and even
thrive in a permanently disrupted world.
http://www.westerncity.com/core/pagetools.php?pageid=11875&ur1=%2FWestern-City%2... 1 /14/2411
~ix ~~a~~~~ @~lh~ g~'~ ~~~t ~~ ~~~°@~ T~a°o~~h ~h~ M~~a~~e~
I'm a lucky city manager. I work for an excelEent city council. Councilmembers take pr(de In
promoting a traditfon oP community civifity. They do their homework, serve for the rlght reasons,
and have a sense of humor. They are supportEve of staff, and they trusC me. I can talk to them
abouf almost anything. In such a healthy council-staff~environment, counciimembers get to know
ahd trust many staffers, and a smart manager wouldn't want to lase the feelEng of a friendly, open
organization.
So why is iC necessary sorr~etimes to remind our active and sincere counclimembers to work through
my office or through depertment heads when seeking information or expressing Interests and
concerns7 And why do I feel so awkward when I do?
Maybe it's because, no matter• how dipkomatically I express a deslre that is consistent with our
format council policies and procedures, it can come across as a trust-and-control issUe. And since
the councilmembers trust the staff, why shouldn't staff trust councllmembers?
After all, their motivatlon is typicaliy to avold bothering me (or department heads) with the small
stuf~. What's there to hide? I guess thls !s where I am supposed to exclaim, "But it's not about trusk
and control!" In truth, however, it is, and here is why.
Y'rust and Controt •
The jewel in a heafthy locaf governmant environment is trust. With trust, wa spend our tfine
working together to solve probler-~s an8 to get good things done for the communlEy. Without trust,
probl@ms multiply, and the time spent solving ihem prevents work on more constructive items.
Preserving trust In any retationship, persona) or professlanal, requires that we exercise a prudent
amaunt of control in how we communicate, The council-staff relatlonshlp Is no exceptlon. In fact, .
given the unEque pressures and constralnts Imposed on this relationship, the two groups probably
need even more structured gufdance than mosfi. . ~
~ A Lot o~ Rul~s, b~t Wh~ m~ iAle R~~ed ~i~ea~~ . .
Fortunately, nearly all lota! governments have some formal rules in place, and vlrtually all such
rules advise councllmembers to worK through city and county managers and department heads on
most organlzational matters. Even wtth all the rules, however, something significant is missing.
8ased on my research (admittedly not comprehensive, but I dId check with ICMA, the League of
. Californla Clties, various tralners, and Cafffornta city managers vla an e-mail inquiry), there seems
to be na prepared explanation for why such rules are [mportant and how they preserve trust and
bene~t everyone in~olved in the relationship. In tha absence of such context, the rules come across
as, well, coid rules-a list of dos and don'ts designed to keep everyone ln line.
ThEs "context void" seems to be widely perceived 6y managers, and many of them have asked me
to send them anything that I mlght find on the subject. Betause I was una6le to find anything
already written, however, I have been forced to do a littfe more work. With the ald of some helpful
managers, then, here are a half-dozen reasons why everyone's best Interests are served when
councilmembers work through the manager and/or department heads to gather informatlon or
address concerns.
Reason 1. Because city managers cannot be on top of things if they don't know what the
things are. Councilmembers correctly expect managers to be on top of thtngs. But if
covncilmembers bypass the manager to make requests of staff ar to express concerns to staff, then
the rnanager cannot possibly be sufftcientiy aware of their interests or concerns. Even the world`s
greatest local governrnent manager cannoE assure a timely response to a cauncilmember's inqulry if
the manager !s not aware of the request in the first place.. Sure, staff inembers can inform the
manager of the request, but thls roundabout way of communfcation raEses the chances of
miscommunlcation. .
~i
Reason 2. Because bypassing the manager can give the impression ~hat tt~ere is a
problem in #he counci[-manager refatianship, and this percepttan can undermine bo~h fhe
manager's credibility wiEhin the org~niza~ion and #he respect fha4 ghe sta~g feels for the
councilmember, Tf a councilmember {or members) consistently goes directly to other stafP ,
members with issues, these harmful percep~ions may evol~e: 1) the counc€Imember does not 19ke to.
work with the manager; 2) the councilmernber cfoes not trust the information provided by the ..~
manager; 3) the manager ts ducking his or her responsibility and just "passing the buck"; 4) ~the ~. ~
councifinember does not play by the rules and seeks speclal treatment; and/or 5) It must be olcay '
for sCaff to go around the martager because tounci(members do it. Such impresstons wil[ weaken a
manager's tredibllfty and~aut~ority i~ the organization or reflect pooriy on the councllmember, or
both. ~
Reason 3. ~ecause it is not possible for managers 4o trea~ aii cou~cil~nernbers equ~lly if
the r~aanager is unawara of ~he treafine~t f~at one councolmerviber is ~et~irsg. Managers are
in the highly unusua! position of having many, equal bosses, and the expettation of equai treatment
by ea~h of those bosses is not only extremely high but also entirely appropriate.
~qual treatme~t Includes providing councilrnembers with the sarr~e Information, the same {evefs of
support, and the same accessibility to the stafP fn general. Thus, when an elected counclfior goes
through the manager in making a request, the manager can judge if the desired lnformation should
be shared wfth all councilmembers.
The manager can alsa judge whether a request for staff work Is consfstent w{th councll pol[cy or if
the Puil councli should dfrect such work. If requests are only tnconslstently made through the
manager, then •the Ukel[hood of lnequitles cropping up over tlme ls high, Th€s leads us ta Reason 4,
Reason 4. Because councilmembers are often perceived as having "awesome power" and,
therefore, cEirect requests can lead to surprising and negative unintencied consequences.
Councilmembers may contaet staff people in a depattment to make what they perceive to be
"simple requests for information," only to find these raquests later perceived as orders to do
something never Intendec€ by the councilmembers.
This is especialiy possible when dlrect contacts are made wlth staff below the departr,~ent-head
level. Councilmembers are typica]!y surprlsed by such overceactians and by the complfcations and
rumors that can result (because they know they don`t have that much pawer). But to the staff -
member who se(dom has cantact with the hlgher-ups, the rrtayor and councilmembers are as "hlgh
up" as they come. ,.
Reasan 5. Because direct councilmember contact with staff members below the
department-head level boosts the likelihood o€ getting erroneous or incomptete ~
information. The further a councilmember reacf~es beyond the manager or department head, the
more likely he or she wii! communicate wlth someane who has slgnificantiy less famt!larity wieh the ~
legisfati~e process, the deeper context of various Iocal government tssues, the cross-departmen~al
stakeholders who should be consulted, and the loca! rules for staff-council communication.
Combine rhese differences with the "awesome power" phenomenan, and the margin for a mistake in
responding to the counc[lrnember climbs substanttally. On the other hand, a tnanager can provlde
one-stop service, saving time while produc(ng better, more complete information. -
Reason 6. Because such direct councilmember contact also can lnadvartantiy causa
awkward, embarrassing situations-or worse-for the staff inembers involved. After a
Reason 5 scenario has occurred, a staff inember who later learns that he provided incorrect or -
incomplete informatfan feals embarrassed. In fact, a staff ineinber who learns ehat she violated ~
some staff=councEl communlcatlon rule Is nat only embarrassed but also worrled that she mlght be
percelved as acting polftlcally and undermEnfng her bosses. '
A staff inember who incorrect(y completes excessive wark at the cfirect€on of an indi~idual
councilmember may perceive him- or herself to be ~~in trouble," especlally if they have faifed to
notify their bosses or faEled to complete other assigned work as a result.
Qr~ ~d~~y ~'r~atrGa, ~na~ ~~~ 5~r W3o~~
There ~s one unfortunate truth that needs to be recognized: not everyone is sincere or competent in .
cauncil-manager relatianships. There are counclimembers who delfberately try to undermine the
systern, and there are managers who are not responsjve to councilmerr~ber (nquirles. For such
people; this article will not hefp, and any solution probabfy needs to be found through a closed-
session discussion but not through short-cu~ting the system. ~•
Fortunately, most elected officials.and managers want the system and the re~at€onships to work in
the best possfble way, To achieve thfs end, is It necessary far every IittEe thing to go through the
manager? No, What is required, however, is an understanding between the council and the rnanager
as~to what dii#erentiates a little thing from a b€gger thing. 7his can only be achieved if the elected
officials and manager are regularly talking and if there is a true commitrnent by al{ to play by the
rules. '
Such rules are worthy of commitment, and we can help uphold an excellent system while still
preservtng city hall as an open, friendly, helpful place,
Ken Wa~~~siaa~, Cltiy M1a~sage~, ga~s ~uB~ f3b~s~o, C~OEPar~vi~ (k4tam~ian@slocifcv.ora}.
~
~
RESOLUTION NO. 26 - 08
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
***~*,~***
PROHIBITING COUNCIL 1ViEEMBERS FROM
- ENGAGING IN POLITICAL ACTIVITIES AT THE CIVIC CENTER ~
AND WHILE REPRESENTING THE CITY IN AN OFFICIAL CAPACITY
WHEREAS, California Government Code section 3207 authorizes the City to adopt rules prohibiting
officers and employees from engaging in political activities during working hours and prohibiting political
activities on the premises of the City ; and - -
WHEREAS, consistent with this authority, the City Council wishes to adopt a policy to prohibit City
Council members from engaging in political activities at the Civic Center and while acting in an official
capacity.
NOW, THEREFORE, BE IT RESOLVED that members of the City Council of the City. of Dublin
shall not engage in political activities relating to local, state, or federal elections at the Dublin Civic Center or
while representing the City in an official capacity as a member of the City Council. For the purposes of this
resolution, "representing the City in an official capacitq" shall be limited to those circumstances in which the
City Council has delegated the authority to a member of the City Council to act on behalf of the City or to
represent the City.
PASSED, APPROVED AND ADOPTED this 19th day of February, 2008, by the following vote:
AYES: Councilmembers Hildenbrand, Oravetz, Scholz, and Mayor Lockhart "
NOES: None
ABSENT: Vice Mayor Sbranti
ABSTAIN: ~ None
ATTEST•7
G_
C~~ -
~~~
Deputy City Clerk •
Reso No. 26-08, Adopted 2/19/08, Item No. 7.2 Page 1 of 1
~
RESOLUTION NO. 25 - 08
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBI.IN
~~***,~***
AMENDING AND RESTATING THE RULES FOR TI~
CONDUCT OF MEETINGS OF THE CITY COUNCIL
(REPLACING RESOLUTION N0.156-O1)
WHEREAS, from time to time, the City Council amends and restates the Rules for the Conduct of
Meetings of the City Council, and the Rules were last restated by Resolution No. 156-01; and
WHEREAS, the City Council wishes to amend and restate the Rules to add an additional provision to
prohibit Councilmembers from engaging in political activities during meetings of the City Council.
NOW, THEREFORE, BE IT RESOLVED that all other previous Rules related to the conduct of
meetings of the City Council are restated, as follows:
1. REGULAR MEETINGS
a. Time Regular meetings of the City Council shall be held on the first and third.Tuesday
of each month at the hour of 7:00 p.m., except that Closed Session Items shall be held at
6:30 p.m. Whenever the day fixed for any regular meeting of the Council falls upon a day
designated as a holiday, such meeting will be held at the same hour on the ne~ct
succeeding day not a holiday. -
b. Place All regulaz meetings of the Council shall be held at the Civic Center, as designated
by Ordinance.
c. Public All meetings of the Council shall be open to the public; provided, however, the
City Council may hold closed sessions as provided by the laws of the State of California.
2. SPECIAL MEETINGS
A special meeting may be ordered at any time by the Mayor whenever in his/her opinion the
public business may require it or upon the written request of any three members of the Council. Whenever a
special meeting shall be called, written notice of such meeting sha11 be delivered personally or by any other
means by the City Clerk to each member of the Council and to each local newspaper of general circulation and
radio/television station requesting notice in writing. Such notice must be delivered at least twenty-four (24)
hours before the time of such meeting as specified in the notice: The notice sha11 specify the time and place of
the special meeting and the business to be transacted or discussed. No other business shall be considered at such
meetings by the Council. -
The agenda for special meetings shall contain the information set forth in Section 3.a. - d. below.
At least twenty-four (24) hours before each special meeting, the City Clerk shall post a copy of the agenda,
including the call and notice of the special meeting at the same location identified in Section 3 below.
3.. ~ AGENDA
In order to facilitate the orderly conduct of the business of the Council, the City Clerk. shall be
not~ed no later than 11:00 a.m., on the Tuesday immediately preceding a regular Council meeting of a11
reports, communications, ordinances; resolutions, contract documents or other matters to be submitted to the
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page l of 7
Council at such meeting. Immediately thereafter, the City Clerk sha11 arrange an agenda of such matters
according to the order of business and furnish each member of the Council, the City Manager, City Attorney,
City Department Heads and Staff with a copy of the agenda packet prior to the Council meeting and as far in
advance of the meeting as time for preparation will permit.
The agenda prepared by the City Clerk shall, at a minimum, include: •
a. The date of the meeting ~
b. The time of the meeting
c. The location of the meeting
d. A brief general description of each item of business to be transacted or discussed
at the meeting -
e. Specified period of time for members of the public to address the Council on
items of interest to the public that are within the jurisdiction of the Council,
including a provision that no person may speak longer than five (5) minutes, and
including language that the Council can only briefly respond with questions, refer
to Staff, or place on a future agenda
f. A specified section under which Councilmembers and Staff may present
informational only reports.
At least seventy-two (72) hours before each regular meeting, the City Clerk shall post a copy of
the agenda in the Kiosk in front of the Civic Center located at 100 Civic Plaza, Dublin, California.
The City Clerk shall execute a declaration of posting which shall be filed in the Office of the
City Clerk.
The City Clerk sha11 so mazk or denote "Consent Calendar" items on the agenda to identify those
items on the agenda which can reasonably be expected to generate no discussion by members of the City
Council, City StafF or interested persons in the audience. The Council sha11 consider a11 of the items on the
Consent Calendaz portion of the agenda at one time by a vote after a motion has been duly made and seconded.
If any member of the City Council, City Staff oi interested person in the audience requests that a consent item
be removed from the list, such item shall be taken up for consideration and disposition in the order listed on the
agenda
4. PRESIDING OFFICER
The Mayor shall preside at all City Council meetings and perform such other duties consistent
with bis/her office as may be imposed by the Council. The Mayor sha11 be entitled to vote, but sha11 possess no
veto power. The Mayor shall be recognized as the official head of the City for a11 ceremonial purposes.
The Mayor sha11 preserve strict order and decorum at all regular and special meetings of the
Council. The Mayor shall state every question coming before the Council, call for the vote, announce the
decision of the Council on a11 subjects and decide all questions of order, subject however, to an appeal of the
Council, in which event a majority.vote of the Council shall govern and conclusively determine such question
of order. The Mayor shall sign a11 Ordinances adopted by the Council during lus/her presence. In the event of
the absence of the Mayor, the Mayor Pro Tempore shall sign Ordinances as then adopted.
5. CALL TO ORDER
The IVlayor, or in his/her absence, the Mayor Pro Tempore; shall take the chair precisely at the
hour appointed for the meeting, and shall immediately ca11 the Council to order. In the absence of tlie Mayor or
Reso No. 25-08, Adopted 2/19/08, Item No. 72 Page 2 of 7
Mayor Pro Tempore, the City Clerk sha11 call the Council to order, whereupon a temporary chair shall be
elected by the members of the Council present. Upon the azrival of the Mayor or Mayor Pro Tempore, the
temporary chair shall immediately relinquish the cha.ir upon the conclusion of the business immediately before
the Council.
6. ~ATTENDANCE
Before proceeding with the business of the Council, the City Clerk shall enter into the miriutes,
the names of the members present or absent. No formal roll call need be taken.
7. QUORUM
A majority of the members of the Council sha11 constitute a quorum for the transaction of
business, but a lesser number than a quorum may adjourn from time to time. The Council may adjourn any
regular, adjourned regular, special or adjourned special meeting to a time and place specified in the order of
adjournment. If all members are absent from any regular or adjourned regular meeting, the City Clerk may
declare the meeting adjoumed to a stated time and place. If he/she does, he/she sha11 cause written notice of the
adjournment to be given in the same manner as provided for special meetings. A copy of the order or notice of
adjournment shall be posted in the Civic Center Kiosk and other places designated by the Council within
twenty-four (24) hours after the time of adjournment. Whenever a regular or adjourned regulaz meeting is
adjourned as provided in this section, the resulting adjourned regular meeting is a regular meeting for a11
purposes. When an order of adjournment of any meeting fails to state the hour at which the adjournment
meeting sha11 be held, it sha11 be held at the hour specified for regulaz meetings.
8. ORDER OF BUSINESS
Promptly at the hour set on the day of each regular meeting, the members of the Council, City
Clerk (or Designee) and City Manager (or Designee) shall take their regulaz stations in the Council Chambers
and the business of the Council sha11 be taken up for consideration and disposition in the following order except
that with the unanimous consent of the Council, matters may be taken up out of order:
• Ca11 to Order (Closed Session)
• Ca11 to Order & Pledge of Allegiance to the Flag
• Report on Closed Session Action
• Ora1 Communications
• Consent Calendaz
• Written Communications
• Public Hearings ~ ,
• Unfinished Business ~
• New Business .
• Other Business (CounciUStaff Informational Only Reports/Matters Too Late for the Agenda)
• Adjournment _
9. MATTERS TOO LATE FOR THE AGENDA
a. No action or discussion shall take place on any item not appearing on the agenda for a
regular meeting as posted, unless ~ ~ ~
(1) The City.Council determines by majority vote that an emergency
situation exists, as defined in Government Code Section 54956.5;
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page 3 of 7
(2) The City Council determines by vote of two-thirds of the members present (i.e.
four votes if five members are present and three votes if four members are
present), or by a unanimous vote of the members of the Council if only 3
members are present, that there is a need to take immediate action and that the
need for action came to the Council's attention after the agenda was posted;
(3) The item was included in a posted agenda for a prior meeting held
not more than five (5) calendar days prior to the meeting at which the item_ is
acted upon and at the prior meeting the item was continued to the meeting at
which the action is being taken. __. _
b. When an item not on an agenda is raised by a member of the public, the City Council
may briefly respond, may ask questions for clarification, provide a reference to Staff or
other resources, or request Staff to report back at a subsequent meeting. Furthermore, a
member of the City Council may take action to place a matter of busiriess"on a future
agenda.
10. READING OF NIINUTES
Unless the reading of the minutes of a Council meeting is requested by a member of the Council,
such minutes may be approved without reading if the City Clerk has previously furnished each member with a
copy thereof.
11. RULES OF DEBATE
a. Presiding Officer may debate The Mayor or such other member of the Council as may be
presiding may move, second and debate from the chair, subject only to such limitations of
debate as are by these rules imposed upon all members. He/she shall not be deprived of
any of the rights and privileges of a Councilmember by reason of Yus /her acting as the
Presiding Officer.
b. Gettin~ the floor Every member desiring to speak shall address the Mayor, and upon
recognition by the Mayor, shall confine himself/herself to the question under debate.
c. Intemiptions A member once recogruzed, shall not be interrupted when speaking unless
it be to call himlher to order, or as herein otherwise provided. If a member, while
speaking, be called to order, he/she sha11 cease speaking until the question of order be
determined, and if in order, he/she shall be permitted to proceed.
d. Privilege of closing debate The Councilmember moving the adoption of an Ordinance or
Resolution shall have the privilege of closing the debate. --
e. Motion to reconsider A motion to reconsider any action taken by the Council may be
made at any time. Such a motion must be made by one of the prevailing side, but may be
seconded by any member, and may be made at any time and have precedence over a11
other motions or while a member has the floor; it sha11 be debatable. Notliing herein shall
be construed to prevent any member of the Council from making or remaking the same or
other motion at a subsequent meeting of the Council: ~~ ~
f. Remazks of Councilmember A Councilmember may request_through the Mayor; the
privilege of having an abstract of his /her sta.tement on any subject under consideration by
the Council entered in the minutes. If the Council consents thereto, such statement sha11
be entered in the minutes. ~
g. Smopsis of Debate The City Clerk may be directed by tlie Mayor with the consent of the
Council, to enter in the minutes a synopsis of the discussion of any question coming
regulazly before the Council. .
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page 4 of 7
h. Rules of Order Except as otherwise provided in this Resolution, the current edition of
"Roberts Rules of Order" shall govern the conduct of the meetings of the City Council.
12. ADDRESSING THE COUNCIL
Any person desiring to address the Council at a meeting shall first secure the permission of the
Mayor to do so; provided, however; that under the following headings of business, any qualified and interested
person shall have the right to address the Council upon obtaining recognition by the Mayor:~
a. Written Communications Interested persons or their authorized representa,tive may
address the Council by written communication on any matters ~concerning the City's
business, or any matters over which the Council has control. Such written communication
shall be delivered to the_ City Clerk no later than 11:00 a.m., of the Tuesday immediately
preceding the regulaz Council meeting for which such written communication is intended.
b. Ora1 Communications Interested persons in the audience or their authorized
representatives may address the Council by oral communications on any matters over
which the Council has control; provided, however, that preference sha11 be given to those
persons who have notified the City Clerk in advance of their desire to speak in order that
the same may appear on the agenda of the Council.
13. ADDRESSING THE COUNCIL AFTER MOTION IS MADE
After a motion is made by the Council, no person sha11 address the Council without first securing
the pernussion of the Mayor to do so. -
14. MANNER OF ADDRESSING COUNCIL
Each person addressing the Council shall stand at the podium, and give his/her name and address
in an audible tone of voice for the record. A Speaker Slip shall be completed in order to facilitate preparation of
the minutes. All remarks sha11 be addressed to the Council as a body and not to any member thereof. No person,
other than the Council and the person having the floor shall be permitted to enter into any discussion, either
directly or through a member of the Council, without the permission of the Mayor. No question shall be asked a
Councilmember except through the Mayor.
15. VOTING
a. Members of the Council sha11 vote by a"voice vote" on a11 Ordinances, Resolutions and
other matters, unless a roll call vote is required by law or is requested by a.
Councilmember. Silence shall be recorded as an affirmative vote. The Mayor shall
- announce the result of the vote. The City Clerk sha11 show on Ordinances and
Resolutions, the names of Councilmembers voting "Aye" and "No". ~_
b. The vote on any matter being considered by the Council may be delayed by the Mayor
until a11 members of the Council present for a meeting, and not excused as herein ~
provided, are present at the Council dais. -
c. A member of the Council who has a conflict of interest regarding.any_matter being
considered by the Council sha11 declare the conflict and excuse himself/herself from
~ participating in the Council's deliberations and decisions regazding that matter.
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page 5 of 7
16. ORDER AND DECORUM
a. . Bv Councilmembers While the Council is in session, the members must preserve order
and decorum, and a member sha11 neither by conversation or otherwise, delay or interrupt
the proceedings or the peace of the Council nor disturb any member while speaking or
, refuse to obey the orders of the Council or Mayor, except as otherwise herein provided.
b. Bv Persons Any person making personal, impertinent, or slanderous remarks or who
shall become boisterous while addressing tlie Council or who shall by conversation or
otherwise, delay or interrupt the proceedings or the peace of the Council or disturb any
member while speaking or refuse to obey the orders of the Council or the Mayor sha11 be
forthwith, by the Mayor, barred from further audience beforc the Council, unless
pernussion to continue is granted by a majority vote of the Council. - _
c. Enforcement of Order and Decorum A law enforcement officer shall be designated as
Sergeant-at-Arms of the Council meetings when requested by the Mayor. He/she shall
carry out all arders and instructions given at the Council meeting. Upon instruction of the
Mayor, it sha11 be the duty of the Sergeant-at -Arms, as to any person who violates the
order and decorum of the meeting to remove and baz such person from the Council
meeting. Violation of the order and decorum of a Council meeting is a misdemeanor.
d. Smokin~ Smoking is prohibited at all times in all City-owned facilities.
17. PROHIBITION ON POLITICAL ACTIVITIES
Members of the City Council sha11 not engage in political activities related to local, state, or federal
elections during Council meetings. Nothing in this section shall prevent the City Council from considering
whether or not to support or oppose a ballot measure or state or federal legislation.
18. SPECIAL COMMITTEES/TASK FORCES
All special committees/task forces shall be appointed by the Mayor, subject to approval of the
City Council
19. COUNCILMEMBER VACANCIES
When a vacancy occurs on the City Council, in the office of Councilmember or Mayor, and the
Council determines to consider filling the vacancy by appointment, the Council will make such appointment
only at a meeting at which all remaining Councilmembers (including the Mayor) are present. This rule sha11 not
preclude the Council from calling a special election to fill the vacancy or from adapting an ordinance to fill the
vacancy pursuant to Government Code Section 36512 at a meeting at which one of the remaining
Councilmembers (including the Mayor) is absent.
20. PROTESTS
Any Councilmember shall have the right to have the reasons. for his/her dissent from or protest
against, any action of the Council entered in the minutes.
21. ADJOURNMENT
A motion to adjoum shall always be in order and decided without debate.
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page 6 of 7
22. RULES AVAILABLE FOR PUBLIC REVIEW
A copy of this Resolution shall be available at all meetings of the Council for review by the
public.
PASSED, APPROVED AND ADOPTED this 19t1i day of February, 2008, by the following vote:
AYES: Councilmembers Hildenbrand, Oravetz, Scholz, and Mayor Lockhart
NOES: None
ABSENT: Vice Mayor Sbranti .
ABSTAIN: None
ATTEST:
~ , / - ~~
Deputy City Clerk
,
Reso No. 25-08, Adopted 2/19/08, Item No. 7.2 Page 7 of 7
RESOLUTION NO. 234 - OS
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
,~**n:.****~,~*::~*
ESTABLISHING A POLICY REGARDING EX PARTE CONTACTS
IN QUASI-JUDICIAL PROCEEDINGS
WHEREAS, the City Council, the Planning Commission, the Zoning Administrator, the City Manager
or designee, and other City officers conduct a number of quasi judicial hearings in the course of performing
their duties;
L.
WHEREAS, the due process clauses of the United States and California Constitutions impose certain
requirements on local agencies that conduct such hearings, including a requirement that decision makers
consider only that evidence that is presented at the hearing;
WHEREAS, members of the City Council, the Planning Commissioq the Zoning Administrator, and
the City Manager or designee could potentially receive information pertinent to quasi judicial hearings outside
of the formal hearing, which information is known generally as "ex parte contaets"; and
WHEREAS, the City Council has determined that it would be prudent~to have a policy concerning ex
parte contacts in quasi judicial proceedings that applies to the City Council, the Planning Commission, the
Zoning Administrator, the City Manager or designee, and other City Officials that make decisivns in quasi-
judicial proceedings;
NOW, THEREF4RE, the Crty Council of the City of Dublin does RESOLVE as follows:
1. Purpose. The purpose of this policy is to ensure that decisions af the City of Dublin in quasi judicial
administrative proceedings aze conducted in an impartial manner and comply with the requirements of Due
Process under the Constitutions of the United States and the State of California.
~2. Policy. City O~cials shall not intentionaliy make ar receive Contacts related to quasi judicial proceedings.
3. Disclosure. In the event that Contacts are nonetheless received, City Officials shall disclose such Contacts
on the record of the qua.si judicial proceeding, thereby affording interested persons the opportunity to hear and
respond to the Contact. In preparing agendas for quasi judicial hearings, City staff shall include an item for
disclosure of ex parte Contacts prior to the opening of the public hearing.
4. Application. The Ex parte Contacts Policy shall apply only to yuasi-judicial proceedings and ,shall not
apply to quasi-legislative or mixed quasi judiciaUquasi-legislative proceedings. ~
5: E.,~/'ect of Violation. A violation of the Ex parte Comacts Policy shall not constitute independent grounds to
invalidate any decision by City.Officials.
6. Defrnitions. The following definitians shall apply to this policy:
"Contacts" means the receipt of any information outside a quasi-judicial proceeding that is relevam in a'
quasiyudicial proceeding before City Of~icials. Contacts may include, but .are not limited to,
Reso # 234-05, Adopted 12l20lOS Pa~e I of 2
conversations, written communications, electronic mails, telephone calls, and visits to sites that are the
subject of a quasi judicial proceeding.
"City Officials" means the City Council, the Planning Commissioq the Zoning Administrator, the City
Manager or designee, and any other city employee or officer that acts as a decision maker iri a quasi-
judicial proceeding.
"Disclosure" means, at a minimum; the persons involved in the ex parte contact, the content of the ex
parte cornact (e.g., what information was provided, what was discussed, wha.t was said), when the ex
parte contact occurred and where the ex parte contact occurred.
"Quasi judicial proceeding" means a City proceeding in which a City Official applies e~cisting legal
standards to a particular set vf facts that affects an individual or individuals.
"Qua.si-legislative proceeding" means a City proceeding in which City Officials create a rule of
general applicability for future guidance. Quasi-legislative proceedings in the City of Dublin
~ include, but are not limited to, actions on general plan amendments, specific plan amendments,
and zoning decisions.
"Mixed quasi judiciaUquasi-legislative proceeding" means a City proceeding involving both
adjudicative and legislative elements. Mixed quasi judiciaVquasi-legislative proceedings in the
City of Dublin include, but are not limited to, site development permit approval that is comingent
upon a zoning ordinance amendment.
7. Effective Date. This Resolution shall take effect immediately.
8. Severability Clause. The provisions of this Resolution are severable and if any provision, clause,
sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or
circumstances, such illegality, invalidity, uncanstitutionality, or inapplicability shall not affect or impair
any of the remaining provisioris, clauses, semences, sections, words or parts thereof of the ordinance or
their applicability to other persons or circumstances.
PASSED, APPROVED, AND ADOPTED this 20th day of December 2005, by the following
vote:
AYES: Councilmembers Hildenbrand, McCormick and Zika, and Mayor Pro Tem Oravetz
NOES: None
ABSENT: Mayor Lockhart
ABSTAIN: None
ATT ST:
i y Clerk
- L.t. __
Maycfr Pro Tem
Reso # 234-05, Adopted 12/20J05 Pa~e 2 of 2