HomeMy WebLinkAbout4.7 Two-Year Strategic Plan Quarterly UpdateCELEBRATING
STAFF REPORT
CITY COUNCIL
DUBLIN
CALIFORNIA
Agenda Item 4.7
DATE: November 1, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SU B.ECT : Two -Year Strategic Plan Quarterly Update
Prepared by: John Stefanski, Assistant to the City Manager
EXECUTIVE SUMMARY:
The City Council will receive a status update on the City's Two -Year Strategic Plan.
STAFF RECOMMENDATION:
Receive the report.
FINANCIAL IMPACT:
None.
DESCRIPTION:
The City Council adopted the City's Two -Year Strategic Plan on April 19, 2022. This Plan sets the
overall direction for the City, guiding resources and setting specific objectives to drive City action.
The Plan coincides with Fiscal Years 2022-23 and 2023-24.
This report represents the first of eight quarterly Strategic Plan updates, covering the period of
July 1, 2022, through September 30, 2022. Updates for the strategies and objectives are provided
in Attachment 1.
STRATEGIC PLAN INITIATIVE:
None.
Page 1 of 2
247
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The City Council Agenda was posted.
ATTACHMENTS:
1) Strategic Plan Quarterly Update
Page 2 of 2
248
Attachment I — Strategic Plan Quarterly Update
Strategy 1: Downtown Dublin and Economic Development
Objective
Update
A
Continue support of the downtown
preferred vision and downtown specific
plan including improving visual and
environmental quality and evaluating
specific business uses.
In Progress. Staff continues to work with the majority Property Owner of the Dublin
Place shopping center on the Downtown Preferred Vision (DPV). The Property
Owner's team has shared a master site plan that shows modifications to the town
square and street grid network while still capturing the intent of the DPV.
B
Pursue mixed -use projects to create
economic vitality.
In Progress. The work being done as part of Objective A will include a mixed -use
development project bordering the town square. Staff also continue to have
discussions with developers who are interested in other areas of the Downtown
Dublin Specific Plan area for mixed -use opportunities.
C
Grant conditional tax and/or
development fee relief for new
developments in the Downtown.
Not Started.
D
Support local businesses and new
business attraction (ensure revenue-
generating industries).
In Progress. The City's Small Business Recovery Playbook's strategic initiatives
include helping support local businesses through webinars, roundtables, job fairs, and
a new business spotlight program. For business attraction, Staff has been reaching out
to retailers and food and beverage tenants regarding second -generation restaurant
spaces available. Several new tenants have signed leases and have submitted plans for
their tenant improvements.
E
Continue the Fallon -East development
strategy.
In Progress. Staff continues to hold regular meetings with the GH PacVest team as
they prepare a development proposal. Staff is also processing map applications for
the Branaugh and Righetti properties.
Strategy 2: Housing Affordability
Objective
Update
A
Develop a Certified Housing Element
that balances the location of housing
options for all income types.
In Progress. Staff is updating the Draft Housing Element to address comments from
HCD and interested parties, preparing related amendments to policy documents, and
preparing the CEQA analysis for consideration by the Planning Commission and City
Council this fall.
B
Ensure the City's inclusionary zoning
regulations incentivize targeted housing
production.
Not Started.
C
Prepare a nexus study to evaluate the
affordable housing commercial linkage
Not Started.
Page 1 of 4
249
Attachment I — Strategic Plan Quarterly Update
fee and affordable housing in -lieu fee for
for -sale and rental housing.
D
Facilitate the production of affordable
housing for lower income seniors,
workforce, and special needs
households.
In Progress. Staff submitted a $3.3M Local Housing Trust Fund Grant application for
the Amador Station/BRIDGE Housing project. Staff are working with BART and
BRIDGE Housing on the terms of the ground lease reassignment. Staff has also been in
discussions with BRIDGE on a potential pre -construction loan that would provide
funding needed for BRIDGE to gain site control.
E
Review the housing market analysis and
establish a strategy to meet the "middle
market" demand, if needed, to ensure
right mix.
Not Started.
F
Review ownership programs for first-
time buyers and explore alternative
options.
Not Started.
Strategy 3: Infrastructure Maintenance and Reinvestment
Objective
Update
A
Use surplus and lump sum funding to
increase the City's internal service
funds.
In Progress. The FY 22-23 Budget includes a $2 million transfer to Internal Service
Fund.
B
Provide on -going condition assessments
of aging city facilities and assets.
In Progress. Dublin continues to utilize MCT's StreetSaver software for pavement
inspection and maintenance planning. MCE is conducting quarterly quality assurance
reviews of all buildings and parks. Recruitment for the Maintenance Coordinator
position is underway.
C
Explore finance options for long-term
pavement management needs.
In Progress. The City Council approved the designation of $2 million from the FY 21-
22 General Fund surplus for the project, and Staff continues to explore additional
funding options. The MTC 2021 Regional Pavement Condition Summary Report was
released in September. Dublin's Pavement Condition Index (PCI) is 82 (Very Good)
but dropped two points from the prior year. Staff is working with pavement
engineering consultant to draft a multi -year paving plan.
D
Explore use of funding mechanisms like
community facilities districts for capital
and on -going maintenance needs.
In Progress. All of the Fallon East properties, as well as the East Ranch development,
will have a requirement to form or annex into a CFD (subject to the City Council
discretion) for Public Services for new public infrastructure, such as streets and
parks.
Page 2 of 4
250
Attachment I — Strategic Plan Quarterly Update
E
Continue to implement measures
identified in the Climate Action Plan.
In Progress. Two CAP 2030 Reach Codes are in development: all -electric new
construction (Measure EE-1) and electric vehicle charging stations (Measure SM-1)
codes.
Strategy 4: Organizational Health
Objective
Update
A
Use existing reserves to address the
unfunded Dougherty Regional Fire
Authority (DRFA) pension liability.
In Progress. The FY 22-23 Budget includes an additional lump -sum payment of $3.46
million from the designated reserve to address the DRFA unfunded liability.
B
Complete an update to the Public
Facility Fee Program.
In Progress. Staff has retained the services of Willdan to assist with the update to the
program. Willdan is compiling all of the necessary data to inform the various fee
amounts by category with an estimated completion of Winter 2023.
C
Make annual contributions to reserves
for the early payoff of the energy
efficiency bonds.
In Progress. The City Council approved an additional $2 million from the FY 21-22
General Fund surplus to the existing reserve. The reserve balance as of September 30,
2022, is $6 million.
D
Conduct a feasibility study into the fiber
connectivity between City facilities.
In Progress. A new CIP, Municipal Fiber (GI0323) was created. The first phase is to
solicit consultant services to develop a five-year fiber optic master plan and feasibility
study.
E
Complete an update to the User Fee
Study.
Not Started.
Strategy 5: Safe and Accessible Community
Objective
Update
A
Evaluate the feasibility and strategies for
a community -wide fiber network.
Not Started.
B
Continue to engage with the community
using all appropriate methods to share
and exchange information.
In Progress. Engagement with the community on the City's social media accounts
continues to increase. In the past year, "reach" has increased 97% on Instagram and
74% on Facebook (Twitter not available). From mid -October 2021 to mid -October
2022, there had been a 112% increase in profile visits on Instagram, and a 176%
increase in page visits on Facebook. From July to October 2022, engagement has
increased 91% on Instagram and 45% on Facebook.
Page 3 of 4
251
Attachment I - Strategic Plan Quarterly Update
Flyers for senior events are being translated into four different languages - Chinese;
Filipino; Korean; and Hindi. Staff is finalizing an agreement for on -call translations
services to assist in ongoing translation needs.
C
Provide more opportunities for
residents to complete transactions with
the City online, with appropriate
security measures.
In Progress. Staff is implementing the new enterprise resource planning software
update, and this will allow residents and businesses to pay for non -recreation
services through this web -based portal upon completion.
D
Ensure programs remain affordable and
accessible to all members of the
community, especially lower income
families and seniors.
In Progress. The 2022 Benefit Concert raised $1,800 for the fee assistance program
for youth and seniors. The event was moved to the first Farmers' Market of the
season, attracting more attendance, and creating additional awareness of the fee
assistance program.
The Dublin LEAD Program was $140 for the entire summer. The program promotes
leadership and development skills, including interviewing and resume -building,
customer service, and other professional skills, for grades 6-12.
The Senior Center offers several programs that are free to senior participants.
Programs include: an orientation to seniors to help them become familiar with the
Center, staff, programs, and activities; "Senior Cinema," including a movie, drinks, and
popcorn; and senior mixers which include fun and educational experiences.
E
Support existing and innovative public
safety efforts, like the DPS Behavioral
Health Unit.
In Progress. DPS launched the Behavioral Health Unit in July 2022. A supervisor and
clinician have been hired. DPS continues to work to hire a second clinician.
F
Support community awareness of
protected and preserved open space in
and around Dublin.
In Progress. The Dublin Trail Challenge encouraged community members to walk, run
or hike all 26 miles of trails in Dublin. Those that completed the challenge received a
free shirt. The event was free and open to all ages.
The City hosted another Goosechase game that encouraged people to visit places all
around Dublin using pictures of those sites from years ago, then to take a photo of the
site to see how much it has changed. The game encouraged residents to visit parks
and places of historical interest all around Dublin.
Page 4 of 4
252