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HomeMy WebLinkAboutCC Commissions WorkshopCity of Dublin City Manager's Office DATE: February 22, 2011 TO: City Council Heritage and Cultural Arts Commission Parks and Community Services Commission Planning Commission, and Executive Team FROM: Joni L. Pattillo, City Manager SUBJECT • JOINT WORKSHOP DOCUMENTS - FEBRUARY 26, 2011 Attached you will find several documents provided as background information for the February 26, 2011 Joint Workshop: o Schedule o City of Dublin Strategic Plan: Mission, Vision, Values, and Strategies o Fiscal Year 2010-2011 Adopted - Status Update o Fiscal Year 2011-2012 Preliminary — Status Update o Resolution 234-05, Establishing a Policy Regarding Ex Parte Contacts in Quasi - Judicial Proceedings o Commissions Code of Conduct o Dublin Municipal Code §2.12, Planning Commission o Parks and Community Services Commission, Bylaws and Rules of Procedure o Heritage and Cultural Arts Commission, Bylaws and Rules of Procedure o City Council / City Manager Form of Government Information o ICMA (International City / County Management Association) Code of Ethics Please review and bring these documents with you to the Joint Workshop this Saturday, February 26, 2011. The workshop is scheduled from 9:00 AM to 11:30 AM in the Community Room at the Dublin Library. A light breakfast will be provided. City Council Joint Workshop with Heritage and Cultural Arts Commission, Parks and Community Services Commission, and Planning Commission Saturday, February 26, 2011 9:00 — 11:30 A.M. Dublin Library Community Room Schedule (Light breakfast available beginning at 8:30 AM) 9:00 AM Welcome Pledge of Allegiance Public Comment Introductions Agenda review and process Changes in Process and Schedule This Year Roles: City Council, Staff, and Commissions Scope of Commissions Break Review City Council's Vision, Strategies, and Values Review Strategic Initiatives Discussion with City Council/Commissioners Share Input 11:20 AM Closing and Evaluation Cty ©if STRATEGIC PLAN City Of Dublin Ten Year Strategic Plan PRELIMINARY 2010-2011 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 unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. City_Of Dublin Ten Year Strategic Plan___ VALUES Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family -based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety, Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian -friendly development, transit -oriented development, green building and environmental responsiveness, • Promote high quality design and architectural standards in development. Our Values in Governing • Commit to openness and responsiveness to the public and community. • Operate at all times with honesty and integrity. • Exercise fairness in consideration of issues. • Provide a high level of customer service and responsiveness from City staff to citizens. • Embrace technology to improve effectiveness and efficiency. • Strive to build an informed community through communication. Our Values in Relating to Other Communities and Entities • Encourage collaboration and communication with other communities on issues of mutual concern. a nnk!IiiIyoommunCenter L jy. CITY OF DUBLIN K> /%% TEN YEAR STRATEGIC PLAN Adopted 2010-201 I Update Status Update as of 12-31-10 STRATEGIES STRATEGY # I: Continue to strengthen the identity and aesthetic appeal of the downtown. STRATEGIC GOAL # I A: Facilitate and encourage continued investment in Downtown Dublin. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2005-2006 Complete Senior Housing Project. (COMPLETE) 2. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. (COMPLETE) 3. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. (COMPLETE) 4. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. (COMPLETE) 5. 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. (COMPLETE) 6. 2005-2006 Develop and implement program to keep trucks out of shopping centers and overnight parking. (COMPLETE) 7. 2006-2007 Develop Historic District Master Plan for Dublin Blvd/Donlon property and implement Specific Plan, if required. (COMPLETE) 8. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement alternatives. (COMPLETE) 9. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. (COMPLETE) 10. 2008-2009 Facilitate the selection of public art for. three (3) Private Development projects. (COMPLETE) 1 I . 2008-2009 Prepare Community Design Element for General Plan. (COMPLETE) 12. 2009-2010 Develop Economic Incentive Program. (COMPLETE) 13. ` 2010-201 I Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive Plan that addresses the entire Downtown Area. (COMPLETE) 14. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. (TBD) 15. Ii -E-8 (NEW) Continue to develop economic incentives for retail, office and industrial users.(TBD) 16. 2010-20 I I Work with Chabot/Las Positas to find location for District Office/Learning Center. (UNDERWAY; completion anticipated by June 30, 2011) 17. 2010-2011 Develop a Downtown Business Attraction Plan. (UNDERWAY; completion anticipated by June 30,2011) 18. 2010-201 I Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and Downtown Core area. (UNDERWAY; completion anticipated by June 30, 201 1) STRATEGIC GOAL # I B: Continue to work with private property owners to renovate or update retail areas. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2004-2005 Investigate Options for Shamrock Village. (COMPLETE) 2. 2004-2005 Work with Shamrock Village to facilitate improvement to the Center. (COMPLETE) 3. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. (COMPLETE) Negotiate Lease Agreement and resolve funding for the West Dublin BART project. 4. 2005-2006 (COMPLETE) Work with property owner of Ralph's Grocery store to identify replacement alternatives. 5. 2006-2007 (COMPLETE) 6. 2007-2008 Work with Dublin Honda on develo meat options for Amador Plaza site. (COMPLETE) 7, 2008-2009 Prepare Community Design Element for General Plan. (COMPLETE) 8. 2009-2010 Develop Economic Incentive Program. (COMPLETE) Examine parking requirements to streamline development review and encourage businesses to 9. 2009-2010 locate within the City of Dublin. (COMPLETE) Update Downtown West Dublin BART and San Ramon Specific Plans into one comprehensive 10. 2010-201 I Plan that addresses the entire Downtown Area. (COMPLETE) 1 I . 11-A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. 12. II -E-8 (NEW) Continue to develop economic incentives for retail, office and industrial users. Work with Chabot/Las Positas to find location for District Office/Learning Center. 13. 2010-2011 (UNDERWAY; completion anticipated by June 30, 201 1 Develop a Downtown Business Attraction Plan. (UNDERWAY; completion anticipated by June 14. 2010-2011 30,2011) Explore beautification programs (i.e. facade improvements, design assistance, etc.) for commercial areas along Dublin Boulevard between Dougherty Road and San Ramon Road and 15. 2010-201 1 Downtown Core area. (UNDERWAY; completion anticipated by June 30, 201 1) STRATEGY #2: Develop a transportation system that facilitates ease of movement throughout the City. STRATEGIC GOAL #2A: Partner with neighboring communities to develop strategies to mitigate impacts of regional traffic on local streets. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Work with Contra Costa Transportation Authority to develop a regional traffic model and seek concurrence from the TVTC for the adoption of the model for use in regional traffic planning. I. 2004-2005 (COMPLETE) Examine the feasibility of coordinating central communications for traffic signals in downtown 2. 2004-2005 Dublin. (COMPLETE) Participate in Tri-Valley Triangle Analysis to prioritize 1-580, 1-680 and route 84 transportation 3. 2006-2007 improvements. (COMPLETE) Utilize new CCTA traffic model to work with Livermore, Pleasanton, Alameda County and the Tri-Valley Transportation Council to examine configurations of streets parallel to 1-580 (i.e. Dublin Blvd./North Canyons Parkway, Stoneridge Drive/Jack London Blvd.) and make 4. 2006-2007 recommendations/advocacy. (COMPLETE Work with the Congestion Management Agency on the Development of the Regional Transportation Plan (RTP) to insure the City of Dublin's recommendations for needed regional 5. 2009-2010 infrastructure are addressed in the RTP. (COMPLETE) Update Tri-Valley Transportation Development Fee Strategic Expenditure Plan together with the other six (6) agencies in the TVTC. (UNDERWAY; completion anticipated by June 30, 6. 2010-2011 2011) Using the Tri-Valley Triangle Study, work with the Tri-Valley Cities to develop a strategy to 7. V -B-3 pursue project funding in the region.(TBD) Work with the region's transportation partners to develop projects for the 1-580 Corridor that 8. V -B-4 will minimize impacts to the Civic Center Complex and businesses. (TBD) Work with Pleasanton and Livermore to develop a cost sharing agreement for the ultimate 9. V -B-5 improvement of the 1-580/Fallon Road Interchange. (TBD) STRATEGICGOAL #2B: Ensure a wide range of transportation options for the community. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Negotiate Lease Agreement and resolve funding for the West Dublin BART project. I. 2005-2006 (COMPLETE) Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify funding sources to facilitate the connection of Alamo Canal Trail under 1-580 to 2. 2006-2007 Pleasanton trails. (COMPLETE) Work with ACTIA for the implementation of the Measure B transportation project along the 3. 2006-2007 Scarlett Drive corridor between Dublin Blvd. and Dougherty Road. (COMPLETE) Work with LAVTA and BART to improve connectivity between the City Park -and -Ride Lot and 4. 2006-2007 the BART Station. (COMPLETE) 5. 2006-2007 Prepare global transportation plan for City (multi -modal). (COMPLETE) Develop a City-wide Bicycle Master Plan including bicycle access to parks and open space areas. 6. 2007-2008 (COMPLETE) 7. 11-D- I Prepare an alignment for Central Parkway from Fallon Rd to Croak Rd/Dublin Blvd.(TBD) As part of the General Plan Amendment for U.S. Army Reserve Camp Parks, evaluate alternatives for a Central Parkway extension through Dougherty Road and interface options to 8. V -B-2 the planned Scarlett Drive Extension.(TBD) STRATEGIC GOAL #2C: Plan and implement a street network that connects the City's major transportation corridors. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2004-2005 Adopt a specific alignment of Fallon Road from 1-580 to Bent Tree Drive. (COMPLETE) Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners 2. 2005-2006 Annexation Area. (COMPLETE) Work with ACTIA for the implementation of the Measure B transportation project along the 3. 2006-2007 Scarlett Drive corridor between Dublin Blvd. and Dougherty Road. (COMPLETE) Develop a phased plan to expand the Traffic Management System to include all arterials. 4. 2008-2009 (COMPLETE) Examine signal timings throughout the City to improve intersection efficiency by coordinating 5. 2008-2009 signalized intersections along major arterials and optimizing pedestrian safety. (COMPLETE) 6. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments.(TBD) 7. II -D- I Prepare an alignment for Central Parkway from Fallon Rd to Croak Rd/Dublin Blvd.(TBD) As part of the General Plan Amendment for U.S. Army Reserve Camp Parks, evaluate alternatives for a Central Parkway extension through Dougherty Road and interface options to 8. V -B-2 the planned Scarlett Drive Extension.(TBD) Work with the region's transportation partners to develop projects for the 1-580 Corridor that 9. V -B-4 will minimize impacts to the Civic Center Complex and businesses. BD STRATEGY #3: Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in Western hills, # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Work with East Bay Regional Parks District to complete negotiations for land acquisition or obtain conservation easement to provide public access in the western hills for an Open Space I. III -A-12 Area. ( (TBD) Identify and secure sources of funding for land acquisition in the western hills for an Open Space 2. III -A- 13 Area. (TBD) Upon completion of land acquisition in the western hills, prepare an Open Space Master Plan 3. Ill-A-14and appropriate CEQA documents. (TBD) STRATEGIC GOAL #3B: Create open space connections and trails where appropriate. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. (COMPLETE) 2. 2005-2006 Complete Review of Mission Peak Annexation and General Plan & Specific Plan Amendments. (COMPLETE) 3. 2006-2007 Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering study and identify funding sources to facilitate the connection of Alamo Canal Trail under 1-580 to Pleasanton trails. (COMPLETE) 4. 2006-2007 Complete review of Moller annexation and General Plan and Specific Plan Amendments. (COMPLETE). 5. 2007-2008 Complete GPA Study on the Transportation Corridor Right-of-way. (COMPLETE) 6. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. (TBD) STRATEGIC GOAL #3C: Implement open space policies of the Eastern Dublin GPA/Specific Plan. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. (COMPLETE) 2. 2005-2006 Complete Review of Mission Peak Annexation and General Plan & Specific Plan Amendments. (COMPLETE) 3. 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 Specific Plan Amendments. (TBD) STRATEGY #4: Continue to develop a community that provides a balance of jobs, housing, and services in a fiscally sound manner. STRATEGIC GOAL #4A: Develop a Master Plan for Camp Parks. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2008-2009 Prepare Community Design Element of General Plan. (COMPLETE) 2. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. (TBD) STRATEGIC GOAL.#4B: Continue Implementation of Eastern Dublin Specific Plan. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2004-2005 Develop a master plan & phasing plan for Sports Park on Gleason Drive & Fallon Road including evaluation of BMX Track. (COMPLETE) 2. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. (COMPLETE) 3. 2005-2006 Complete Review of Mission Peak Annexation and General Plan & Specific Plan Amendments. (COMPLETE) 4. 2006-2007 Complete review of Moller annexation and General Plan and Specific Plan Amendments. (COMPLETE) 5. 2008-2009 Create new Medium Density Designations for specific properties in the EDSP. (COMPLETE) 6. 2009-2010 Complete Grafton Plaza General Plan Amendment and Specific Plan Amendment. (COMPLETE) 7. 2009-2010 Complete General Plan Amendment on Nielsen property. (COMPLETE) 8. II -A- I Implement residential planned development and investigate opportunities to create a new village in Eastern Dublin Transit Center. (TBD) 9. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments. (TBD) 10. II -E-10 Work with property owners in Santa Rita area to identify new office uses/users. (TBD) 11. Il-E- 13 Work with property owners of the Promenade on securing retail and restaurant tenants. (TBD) STRATEGIC GOAL #4C: Implement Housing Element. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2004-2005 Undertake Housing Needs Assessment. (COMPLETE) 2. 2005-2006 Complete Senior Housing ro'ect. (COMPLETE) 3. 2006-2007 Work with cities in the Tr -Valley Area to develop and maintain affordable housing opportunities, and publicize and coordinate the region's housing needs. (COMPLETE) 4. 2006-2007 Implement First Time Homeowner Program. ram. (COMPLETE) 5. 2006-2007 Process five (5) First Time Homebuyer Loans and make progress report to City Council. (COMPLETE) 6. 2006-2007 Revise Density Bonus Ordinance. (COMPLETE) 7. 2007-2008 Process five (5) first time homebuyer loans. (COMPLETE) 8. 2007-2008 Hold two (2) community meetings to educate the community on the City's affordable housing program. (COMPLETE) 9. 2007-2008 Educate the City's large employers on the City's affordable housing program to assist with employee attraction and retention. (COMPLETE) 10. 2007-2008 Prepare Universal Design Ordinances for adoption as an amendment to Building Code requirements. (COMPLETE) 11. 2008-2009 Work with ABAG to ensure that the Regional Housing Needs Allocation process addresses City of Dublin housing needs in an equitable manner. (COMPLETE) 12. 2008-2009 Review effectiveness of the City's current Inclusionary Zoning Ordinance. (COMPLETE) 13. 2008-2009 Update Housing Element of the General Plan. (COMPLETE) 14. 2009-2010 Complete evaluation of the potential renovation/redevelopment of the Arroyo Vista Housing site. (COMPLETE) 15. 2009-2010 Process 15 first time homebuyer loans. (COMPLETE) 16. II -A- I Implement residential planned development and investigate opportunities to create a new village in Eastern Dublin Transit Center. (TBD) 17. 2010-2011 Process 10 First Time Homebuyer Loan applications. (UNDERWAY; completion anticipated by June 30,2011) 18. II -B-3 (NEW) Work with Dublin Housing Authority and development team on relocation of Arroyo Vista Tenants, grant applications and development of project site. (TBD) STRATEGIC GOAL #4D: Work with property owners to optimize underutilized properties outside of the downtown. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2008-2009 Prepare Community Design Element of General Plan. (COMPLETE) 2. 2009-2010 Enhance resence of automobile dealers in the Scarlett Court Specific Plan area. (COMPLETE) 3. 2009-2010 Complete evaluation of the potential renovation/redevelopment of the Arroyo Vista Housing site. (COMPLETE) 4. 2009-2010 Complete evaluation of the potential renovation/redevelopment of the Arroyo Vista Housing site. (COMPLETE) 5. 2010-2011 Examine appropriate locations to permit automotive repair businesses within the City. (UNDERWAY; completion anticipated by June 30, 201 1) 6. II -E- 16 Work with the owners of the Chevron property on new development opportunities.(TBD) 7. II -A-4 Complete Scarlett Court Specific. Plan. BD 8. II -B-3 (NEW) Work with Dublin Housing Authority and development team on relocation of Arroyo Vista Tenants, grant applications and development of project site.(TBD) 9. II -E- 12 Work with the owners of National Food Lab on new development opportunities.(TBD) 10. II -E-8 (NEW) Continue to develop economic incentives for retail, office and industrial users.(TBD) STRATEGIC GOAL #4E: Develop plans to assure that the provision of City services keeps pace with service demands and available revenues. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2008-2009 Evaluate options for continuing the operation of the Emerald Glen Activity Center following the opening of the new Shannon Community Center. (COMPLETE) 2. 2009-2010 Undertake voter opinion research to determine community support for a revenue measure targeting resident valued enhancements. (COMPLETE) 3, 2009-2010 Police Services Contract Evaluation. (COMPLETE) 4. 2010-2011 Animal Services Contract Evaluation. (UNDERWAY; completion anticipated by June 30, 201 1) 5. 2010-201 I Complete five year financial forecast. (COMPLETE) 6. 2010-2011 Implement recommendations from the Civic Center Workspace Programming Study. (UNDERWAY; completion anticipated by June 30, 2011 for FYI 0-1 I budgeted improvements) 7. 2010-201 1 Participate in 2010 Census. (UNDERWAY; completion anticipated by June 30, 201 1) 8. I -C- I Explore funding opportunities through the American Recovery and Reinvestment Act. TBD 9. I -E- I (NEW) Conduct Fire Services Contract Evaluation. (Carry Over) 10. 2010-201 1 Conduct Waste Management Contract Evaluation, (COMPLETE) 11. 2010-201 1 Prepare and ado t new Fire Codes. (COMPLETE) 12. 2010-201 I Evaluate options and costs associated with Disaster Recovery and continuity of operations for Information Systems, in the event of a Disaster (pursuant to Technology Master Plan). (UNDERWAY; completion anticipated by June 30,'2011) 13. 2010-201 I Explore the feasibility of establishing a Human Services Commission that would provide policy direction on housing, health and wellness, social services, etc. (COMPLETE) STRATEGY #5: Develop dynamic community recreational and cultural opportunities in the region. STRATEGIC GOAL #5A: Expand and enhance Dublin Historic Park. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that will I. 2005-2006 optimally highlight Dublin's history. (COMPLETE) Develop Historic District Master Plan for Dublin Blvd./Donlon property and implement Specific 2. 2006-2007 Plan, if required. (COMPLETE) 3. 2006-2007 Prepare an update to the Parks & Recreation Master Plan. (COMPLETE) Undertake a site master plan, programming and financial feasibility study for the Dublin Historic 4. 2006-2007 Park including DHPA land/cemetery feasibility study. (COMPLETE) Research and submit new application for Murray Schoolhouse to be placed on the National 5. 2006-2007 Register of Historic Places. (COMPLETE) Submit application for California Cultural Historic Endowment grant for Dublin Historic Park 6. 2006-2007 project. (COMPLETE) 7. 2007-2008 Establish a Visitor Center at St. Raymond's Church. (COMPLETE) Assess the condition of the Kolb Family properties (house, barn, and workshop) and develop a 8. 2007-2008 plan for relocation of the properties as appropriate. (COMPLETE) Upon acquisition of the Dublin Square Shopping Center, undertake development of design and 9. 2008-2009 construction documents for Phase I of the Dublin Historic Park. (COMPLETE) Implement a self study and peer review for the Phase II Museum Assessment Program (MAP) — 10. 2009-2010 Public Dimension Assessment for the Dublin Herita e,Center. (COMPLETE) Upon re -location of the Kolb properties to the Dublin Historic Park, complete furnishing of buildings and catalogue/accessioning of the collections of the Kolb family. (UNDERWAY; I I . 2010-2011 completion anticipated b June 30, 201 1) Establish facility operations, policies and fees for public use of the Kolb properties at the Dublin 12. III -B-2 Historic Park. (Carry Over) Conduct a park/facility dedication event for the Dublin Historic Park, Phase I. (UNDERWAY; 13. 2010-201 1 completion anticipated by June 30, 201 1) Produce two small -cast theatrical productions in the fall and spring at new Sunday School Barn. 14. III -B-5 NE Apply for a Museum Assessment Program (MAP) Phase III, as a step toward the long term goal 15. III -B-6 (NEW) of museum accreditation. (Carry Over) 16. III -B-7 (NEW) Establish a Ceramic Studio program in the old Kolb House. Carry Over) Produce one exhibit and corresponding catalog each year that will focus on a significant Dublin 17. - 2010-201 I family or theme. (COMPLETE STRATEGIC GOAL#5B: Develop a state-of-the-art recreation/aquatic complex. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan for the Emerald Glen Recreation/Aquatic Center. (COMPLETE) 2. III -A-2 Undertake development of design and construction documents for Emerald Glen Recreation and Aquatic Complex. (Carry Over STRATEGIC GOAL #5C: Identify opportunities for development of a unique passive park/recreation facility. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Owners Annexation Area. (COMPLETE) 2. 2005-2006 Conduct research on various unique passive park/recreation facilities and identify preferred components and site requirements. (COMPLETE) 3. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique passive park/recreation facility. (COMPLETE 4. 2007-2008 Complete GPA Study on the Transportation Corridor Right-of-way. (COMPLETE 5. II -A-2 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Amendments,(TBD) STRATEGY #6: Develop a City-wide communication program that provides two-way communication with our residents and businesses across several media platforms. STRATEGIC GOAL #6A: Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. # G&O Ref # PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL I. 2009-2010 Produce a Citywide Newsletter. (COMPLETE) Explore the feasibility of acquiring or producing a crime prevention video for distribution to targeted audiences within the community and determine the best means of delivery. Primary 2. 2009-2010 focus would be on minimizing risk of being a victim of property crimes. COMPLETE Update the City's website and include an element of community involvement in the process. 3. 2010-2011 (COMPLETE) Explore options for a Iistsery system to inform the community of City meetings, news, and 4. 2010-2011 events. (COMPLETE) Produce and increase frequency of the Citywide Newsletter from once a year to three or four 5. I -D- I (NEW) times a year (distribution coordinated with Parks and Community Services Guide). GELET_ E 6. 2010-201 I Implement City Communication Plan. (UNDERWAY; completion anticipated by June 30, 201 1) Develop and distribute quarterly e -newsletter by market segment to coincide with publication 7. 2010-201 I of Activity Guide. (UNDERWAY; completion anticipated by June 30, 201 1) Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) for crime prevention/safety tips and upcoming Police Services events. (UNDERWAY; completion 8. 2010-2011 anticipated b June 30, 201 1 CITY OF DUBLIN TEN YEAR STRATEGIC PLAN Preliminary 2011-2012 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 unified in its belief that an engaged and educated community encourages innovation in all aspects of City life, including programs to strengthen our economic vitality, and support environmental stewardship and sustainability through the preservation of our natural surroundings. Dublin is dedicated to promoting an active and healthy lifestyle through the creation of first-class recreational opportunities, facilities and programs. Values Our Values in Building Community • Promote locations and events that bring people of all ages together. • Provide more venues for family -based activities. • Foster heritage and cultural development. Our Values in Ensuring a Safe Community • Provide high quality police and fire services to insure the safety of the citizens living in the community. • Provide education and training to residents and businesses that would promote public safety. Our Values in Guiding Development • Assure that development contributes positively to the City's fiscal health. • Support pedestrian -friendly development, transit -oriented development, green building and environmental responsiveness. • Promote high quality design and architectural standards in private development and in all public facilities. • Develop transportation systems that facilitate ease of movement throughout the City. '[l Y OF [ U [ L[) l �� 82 - TEGirl VIE Ai --1C P LAh\1 Prehindnnalrr'y I -2O 2 UJpcolel" STRATEGIES STRATEGY #1: Pursue economic development initiatives that attract new businesses while strengthening existing businesses. STRATEGIC GOAL #1 A: Develop programs that create and retain jobs, as well as increase sales tax revenue. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. New 2. 2011-2012 Develop an Economic Development Strategy. New 3. 2011-2012 Identify partnership opportunities with the Dublin Chamber of Commerce to assist small businesses. New 4. 2011-2012 Explore a Shop Local Holiday Campaign. New 5. 2011-2012 Update the Facade Improvement Program. New 6. 201 0-201 1 Execute Business Visitation Program. Underway 7. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete STRATEGIC GOAL #1 B: Create programs that support small businesses in Dublin. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status Institute Design Awards Program to recognize new and remodeled projects of special New 1 2011-2012 quality. 2. 2011-2012 Develop an Economic Development Strategy. y. New Identify partnership opportunities with the Dublin Chamber of Commerce to assist New 3. 2011-2012 small businesses. 4. 2011-2012 Explore a Shop Local Holiday Campaign. New 5. 2011-2012 Update the Facade Improvement Program. New Explore the feasibility of an ordinance that would encourage existing and future 6. 2010-2011 commercial locations, which have adequate enclosure space, to provide recycling Underway services. Explore an environmental recognition program for targeted program practices for Underway 7. 2010-2011. Dublin businesses. 8. 2010-2011 Develop a Business Anniversary Awards Program. Underway 9. 2010-2011 Work with DSRSD to develop sewer incentive program. Complete Develop a template recycling plan to be shared with the commercial sector to Complete 10. 2010-2011• increase recycling. STRATEGIC GOAL #1 C: Strengthen marketing efforts for economic development. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Create new Economic Development Element of the Dublin General Plan New 2. 2011-2012 Develop an Economic Development Strategy. New ST11ATEGY #2: Continue to strengthen the identity and aesthetic appeal of the downtown. STRATEGIC GOAL #2A: Facilitate and encourage continued investment in Downtown Dublin. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Prepare an update to the Downtown Traffic Improvement Fee Program. New 2. 2011-2012 Institute Design Awards Program to recognize new and remodeled projects of special New quality. 3. 2011-2012 Oversee construction of St. Patrick Way between Golden Gate -Drive and Regional New Street. Continue to develop economic incentives for retail, office, restaurants, and industrial New 4. 2011-2012 users. 5. 2011-2012 Update the Facade Improvement Program. New 6. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Underway 7. 2010-2011 Develop a Downtown Business Attraction Plan. Underway Explore beautification programs (i.e. facade improvements, design assistance, etc.) 8. 2010-2011 for commercial areas along Dublin Boulevard between Dougherty Road and San Underway Ramon Road and Downtown Core area. 9. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 10. 2009-2010 Develop Economic Incentive Program. Complete 11. 2008-2009 Facilitate the selection of public art for three (3) Private Development projects. Complete 12. 2008-2009 Prepare Community Design Element for General Plan. Complete 13. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 14. 2006-2007 Develop Historic District Master Plan for Dublin Blvd/Donlon property and implement Complete Specific Plan, if required. 15. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 16. 2005-2006 Complete Senior Housing Project. Complete 17. 2005-2006 Complete construction of new Senior Center and prepare for operation of new facility. Complete 18. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 19. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 20. 2005-2006 Install lighting at approaches to the 1-680 Freeway Underpass Art Projects. Complete 21. 2005-2006 Develop and implement program to keep trucks out of shopping centers and Complete overnight parking. STRATEGIC GOAL #2B: Continue to work with private property owners to renovate or update retail areas. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1 . 201 1 -201 2 Institute Design Awards Program to recognize new and remodeled projects of special quality. New 2. 2011-2012 Continue to develop economic incentives for retail, office, restaurants, and industrial users. New 3. 2011-2012 Update the Facade Improvement Program. New 4. 2010-2011 Work with Chabot/Las Positas to find location for District Office/Learning Center. Underway 5. 2010-2011 Develop a Downtown Business Attraction Plan. Underway Explore beautification programs (i.e. facade improvements, design assistance, etc.) 6. 201 0-201 1 for commercial areas along Dublin Boulevard between Dougherty Road and San Underway Ramon Road and Downtown Core area. 7. 2010-2011 Update Downtown West Dublin BART and San Ramon Specific Plans into one Complete comprehensive Plan that addresses the entire Downtown Area. 8. 2009-2010 Develop Economic Incentive Program. Complete 9. 2009-2010 Examine parking requirements to streamline development review and encourage Complete businesses to locate within the City of Dublin. 10. 2008-2009 Prepare Community Design Element for General Plan. Complete 11. 2007-2008 Work with Dublin Honda on development options for Amador Plaza site. Complete 12. 2006-2007 Work with property owner of Ralph's Grocery store to identify replacement Complete alternatives. 13. 2005-2006 Work with Dolan Lumber owners to facilitate development opportunities. Complete 14. 2005-2006 Negotiate Lease Agreement and resolve funding for the West Dublin BART project. Complete 15. 2004-2005 Investigate Options for Shamrock Village. Complete 16. 2004-2005 Work with Shamrock Village to facilitate improvement to the Center. Complete STRATEGY #3: Create a community that supports environmental sustainability and provides an open space network that ensures environmental protection and provides public access where appropriate. STRATEGIC GOAL #3A: Establish Open Space Area in Western hills. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status Work with East Bay Regional Parks District to complete negotiations for land 1. 2004-2005 acquisition or obtain conservation easement to provide public access in the western Underway hills for an Open Space Area. 2. 2004-2005 Identify and secure sources of funding for land acquisition in the western hills for an Underway Open Space Area. 3. 2004-2005 Upon completion of land acquisition in the western hills, prepare an Open Space No Progress Master Plan and appropriate CEQA documents. STRATEGIC GOAL #3B: Create open space connections and trails where appropriate. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Oversee construction of the Alamo Canal Trail Under 1-580. New 2. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway Amendments. 3. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete Work with EBRPD and the City of Pleasanton to conduct a preliminary engineering 4. 2006-2007 study and identify funding sources to facilitate the connection of Alamo Canal Trail Complete under 1-580 to Pleasanton trails. 5. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Complete Amendments. 6. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete Owners Annexation Area. 7. 2005-2006 Complete Review of Mission Peak Annexation and General Plan & Specific Plan Complete Amendments. STRATEGIC GOAL #3C: Implement open space policies of the Eastern Dublin GPA/Specific Plan.. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2001 2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway Amendments. 2. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete Owners Annexation Area. 3. 2005-2006 Complete Review of Mission Peak Annexation and General Plan & Specific Plan Complete Amendments. - 4. 2006-2007 Complete review of Moller Annexation and General Plan and Specific Plan Complete Amendments. STRATEGIC GOAL #3D: Explore and implement strategies that enhance environmental sustainability. Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011 2012 Partner with schools to do outreach related to waste management with the students New and teachers. 2. 2011-2012 Explore greater E -waste recycling/disposal opportunities within the City of Dublin. New 3. 2011-2012 Develop a tobacco retailer license system. New Develop zoning restrictions that would require a Conditional Use Permit for 4. 2011-2012 businesses to sell tobacco products within 1,000 feet of schools, residential New neighborhoods, libraries, etc. 5. 2011-2012 Create new Energy Conservation and Generation Element of Dublin General Plan. New 6. 2011-2012 Create new Water Conservation and Management Element of Dublin General Plan. New Explore the feasibility of an ordinance that would encourage existing and future 7. 201 0-201 1 commercial locations, which have adequate enclosure space, to provide recycling Underway services. 8. 2010-2011 Conduct six (6) watershed awareness educational events. Underway 9. 2010-2011 Explore an environmental recognition program for targeted program practices for Underway Dublin businesses. 10. 2010-2011 Explore the feasibility of a green fleet plan for the City. Underway 11. 2010-2011 Implement recommended solutions for paperless City Council Meetings. Underway 12. 2010-2011 Explore the feasibility of a streetlight energy efficiency improvement program along Underway Dublin Boulevard. Explore the feasibility of a mandatory requirement for the installation of sustainable 13. 201 0-201 1 features, like solar power building infrastructure for future installation, for new Underway residential and non-residential development projects and look at possible incentives. 14. 2010-2011 Conduct a volunteer clean-up day in the fall. Complete 15. 2010-2011 Develop a template recycling plan to be shared with the commercial sector to Complete increase recycling. 16. 2010-2011 Explore and present findings related to creation of food waste programs at City Complete facilities. 17. 201 0-201 1 Discontinue use of City supplied individual plastic beverage bottles (i.e. waters, sports Complete drinks, soda, etc.) at City hosted events. 18. 2010-201 1 Implement a food -scrap, cash -incentive program for single family residential Complete customers. 19. 201 0-201 1 Create a Climate Action Plan. Complete STRATEGY #4: Develop dynamic and unique community recreational and cultural opportunities in the region. STRATEGIC GOAL #4A: Expand and enhance Dublin Heritage Park and Museums. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Pursue a Museum Assessment Program Phase III Application process. New 2. 2011-2012 Conduct monthly Saturday events at the Heritage Park and Museums. New 3. 2011-2012 Develop a Facility Use Policy for the Kolb Barn and Grounds and actively promote New rentals of the facility. 4. 2011-2012 Establish an Art/Ceramic Studio in the Old Kolb House. New 5. 2011-2012 Assume ownership of the Camp Parks Collection and conduct an annual exhibit of the New Collection (pending approval by the US Army Center of Military History). Upon re -location of the Kolb properties to the Dublin Historic Park, complete 6. 201 0-201 1 furnishing of buildings and catalogue/accessioning of the collections of the Kolb Underway family. 7. 2010-2011 Conduct a park/facility dedication event for the Dublin Historic Park, Phase I. Underway 8. 2010-2011 Produce one exhibit and corresponding catalog each year that will focus on a Complete significant Dublin family or theme. 9. 2009-2010 Implement a self study and peer review for the Phase II Museum Assessment Program Complete (MAP) — Public Dimension Assessment for the Dublin Heritage Center. 10. 2008-2009 Upon acquisition of the Dublin Square Shopping Center, undertake development of Complete design and construction documents for Phase I of the Dublin Historic Park. 11. 2007-2008 Establish a Visitor Center at St. Raymond's Church. Complete 12. 2007-2008 Assess the condition of the Kolb Family properties (house, barn, and workshop) and Complete develop a plan for relocation of the properties as appropriate. 13. 2006-2007 Develop Historic District Master Plan for Dublin Blvd./Donlon property and Complete implement Specific Plan, if required. 14. 2006-2007 Prepare an update to the Parks & Recreation Master Plan. Complete 15. 2006-2007 Undertake a site master plan, programming and financial feasibility study for the Complete Dublin Historic Park including DHPA land/cemetery feasibility study. 16. 2006-2007 Research and submit new application for Murray Schoolhouse to be placed on the Complete National Register of Historic Places. 17. 2006-2007 Submit application for California Cultural Historic Endowment grant for Dublin Complete Historic Park project. 18. 2005-2006 Refurbish exhibit space within the Murray Schoolhouse to provide a fresh setting that Complete will optimally highlight Dublin's history. STRATEGIC GOAL #4B: Develop a state-of-the-art recreation/aquatic complex. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2008-2009 Undertake development of design and construction documents for Emerald Glen On Hold Recreation and Aquatic Complex. 2. 2007-2008 Re-evaluate the Facilities Feasibility Study and update the conceptual Master Plan Complete for the Emerald Glen Recreation/Aquatic Center. STRATEGIC GOAL #4C: Identify opportunities for development of a unique passive park/recreation facility. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2001-2002 Complete U.S. Army Reserve Camp Parks General Plan and Specific Plan Underway Amendments. 2. 2007-2008 Complete GPA Study on the Transportation Corridor Right -of -Way. Complete 3. 2006-2007 Closely monitor development projects Citywide to identify potential sites for a unique Complete passive park/recreation facility. 4. 2005-2006 Complete General Plan and Specific Plan Amendments for Eastern Dublin Property Complete Owners Annexation Area. 5. 2005-2006 Conduct research on various unique passive park/recreation facilities and identify Complete preferred components and site requirements. STRATEGY #5: Develop City-wide communication and outreach programs that provide connectivity with our residents and businesses across several media outlets. STRATEGIC GOAL #5A: Identify new and/or enhanced opportunities for community promotion, marketing, engagement and outreach. # Fiscal Year PROPOSED OBJECTIVE FOR ACCOMPLISHING STRATEGIC GOAL Status 1. 2011-2012 Develop and distribute an Annual Report on City Accomplishments. New 2. 2011-2012 Develop a Faith and Culture Based Network that will assist Dublin Police Services in New bridging the gaps between the Police and various faiths and cultures. 3. 2011-2012 Implement five Volunteer Projects. New Partner with schools to do outreach related to waste management with students and New 4. 2011-2012 teachers. Develop a Design Awards Program to recognize new and remodeled projects of New 5. 2011-2012 special quality. 6. 2011-2012 Update Dublin General Plan to include new information, graphics and photos. New 7. 2011-2012 Develop Social Media Policies. New 8. 2010-2011 Implement City Communication Plan. Underway 9. 2010-2011 Develop and distribute quarterly e -newsletter by market segment to coincide with Underway publication of Activity Guide. 10. 2010-2011 Prepare and produce semi-annual Public Service Announcement via local radio (KKIQ) Underway for crime prevention/safety tips and upcoming Police Services events. 11. 2010-2011 Update the City's website and include an element of community involvement in the Complete process. 12. 2010-2011 Explore options for a listsery system to inform the community of City meetings, news, Complete and events. 13. 2009-2010 Produce a Citywide Newsletter. Complete Explore the feasibility of acquiring or producing a crime prevention video for 14. 2009-2010 distribution to targeted audiences within the community and determine the best Complete means of delivery. Primary focus would be on minimizing risk of being a victim of property crimes. RESOLUTION NO.234 - 05 A RESOLUTION OF THE. CITY COUNCIL OF THE CITY OF DUBLIN ESTABLISHING A POLICY REGARDING EX PARTS CONTACTS IN QUASI-JUDICIAL PROCEEDINGS WHEREAS, the City Council, the Planning Commission, the Zoning Administrator, the City Manager or designee, and other City officers conduct a number of quasi-judicial hearings in the course of performing their duties; 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 Commission, 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 "exparte contacts"; and WHEREAS, the City Council has determined that it would be prudent to have a policy concerning ex parse contacts in quasi-judicial proceedings that applies to the City Council, the Planning Commission, the Zoning Administrator, the City Manager or designee, and other City Officials that make decisions in quasi- judicial proceedings; NOW, THEREFORE, the City Council of the City of Dublin does RESOLVE as follows: 1. Purpose. The purpose of this policy is to ensure that decisions of the City of Dublin in quasi-judicial administrative proceedings are conducted in an impartial manner and comply with the requirements of Due Process under the Constitutions of the United States and the State of California. 2. Policy. City Officials shall not intentionally make or 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 quasi-judicial proceeding, thereby affording interested persons the opportunity to hear and respond to the Contact. In preparing agendas for quasi-judicial hearings, City staff shall include an item for disclosure of ex parse Contacts prior to the opening of the public hearing. 4. Application. The Ex parse Contacts Policy shall apply only to quasi-judicial proceedings and shall not apply to quasi -legislative or mixed quasi-judicial/quasi-legislative proceedings. 5. Effect of Violation. A violation of the Ex parse Contacts Policy shall not constitute independent grounds to invalidate any decision by City Officials. 6. Definitions. The following definitions shall apply to this policy: "Contacts" means the receipt of any information outside a quasi-judicial proceeding that is relevant in a quasi-judicial proceeding before City Officials. Contacts may include, but are not limited to, Reso # 234-05, Adopted 12/20/05 Page 1 of 2 1Code of Conduct _________ Commissioners have an obligation to represent the community in an open and honest manner. In doing so, individuals must avoid placing themselves in a position which tends in any way to bring their private interests into conflict with their official duties. Commissioners should conduct themselves in a dignified and courteous manner. It is important that each member work to establish a good working relationship with other members of the group, and make every attempt to respect the other person's'viewpoint. In order to minimize conflict of interest exposure and to maintain a high level of trust with the community, a Code of Ethics is established as follows: The Political Reform Act of 1974 (PRA), as amended, establishes conflict of interest guidelines for elected officials and certain appointed officials (including Planning Commissioners). In addition, the City Council has adopted a Conflict of Interest Code for designated City employees and certain consultants. The following guidelines are established to highlight and augment the PRA and the adopted Conflict of Interest Code. 1. No elected or appointed official (including Commission and Advisory Committee Members) or employees of the City of Dublin shall engage in - any business or transaction or shall have financial or other personal interest, direct or indirect, which is incompatible with the proper discharge of his/her official duties or which would tend to impair his/her independence or judgment or action in the performance of such duties. Examples of such activities include, but are not necessarily limited to, the following: a. Using the prestige or influence of the City office for private gain or advantage of him/herself or another, unless so specified by contract. b. Using time, facilities, equipment or supplies of the City of Dublin for private gain or advantage of him/herself. c. Using official information not available to the general public for his/her private gain or advantage or that of another. d. Receiving or accepting money or other personal consideration from anyone other than the City of Dublin for the performance of work done or actions taken in the regular course of duties for the City of Dublin. e. Receiving or accepting, directly or indirectly, any gift or favor from anyone doing business with the City of Dublin under circumstances from which it could reasonably be inferred that such was intended to influence him/her in his/her official duties, or as a reward for official action. f. Engaging in or accepting private employment or rendering services for private interests that may inhibit the proper discharge of his/her official duties. 2. Elected and appointed officials shall comply with the Ralph M. Brown Act and all applicable open meeting laws. Commissioner's Resource Book 24 November2010 3. Every elected official, officer, appointee, consultant or contract personnel of the City of Dublin shall disclose completely the nature and extent of any interest, direct or indirect, which conflicts with his/her responsibility or duty. In addition to the above, the PRA requires State and local agencies to adopt and promulgate conflict of interest codes. The City's conflict of interest code is included in Section 2.24 of the Dublin Municipal Code. In general, the code requires certain City officials and employees to file statements of economic interests with the City Clerk. Once completed, the City Clerk will forward appropriate statements to the State Fair Political Practices Commission (FPPC). The Planning Commission is the only Commission required by State law to file a statement of economic interest. The City Clerk will provide the necessary forms and any information required to complete this documentation. Pursuant to Assembly Bill 1234, if the City provides compensation, salary, stipend or reimbursement for actual and necessary expenses to a member of a legislative body, then all "local agency officials" must receive ethics training in compliance with AB 1234. Therefore, all Commission and Committee members will receive at least two hours of training in general ethics principals or ethics law relevant to his or her public service every two years. City Officials, as well as City Staff, are also expected to adhere to certain standards and protocol as defined in the City's Administrative Policies (see Attachment 8) related to Drug Free Workplace Policy, Harassment Policy/Complaint Procedures, and Official Travel and Other Business and Reimbursement of Expenses Policy. Questions regarding these policies should be directed to your Staff liaison or the City Manager. z To be selected as an active member of a Commission provides an opportunity for genuine public service. Although the duties of each Commission vary widely, there are certain responsibilities that are common to all Commission members. The following is a summary of the important responsibilities of Commission members: Understand the Role and Responsibilities of the Commission: One of the first responsibilities of a new member is to understand the Commission's scope of responsibility and operating procedures. This information may be obtained by referring to your Commission Bylaws (attached herein). The Planning Commission should also be familiar with the General Plan and the Zoning Ordinance. City Staff will provide copies of this information to Planning Commissioners upon your appointment to that Commission. Other Commissions may receive this information upon request. The City Staff responsible for the programs within each Commission's scope of interest are available to assist new members in becoming familiar with their roles and their duties and will provide information about City policies, minutes of past meetings, and other helpful data. Commissioner's Resource Book 25 November 2010 Be Careful to Represent the Entire Commission: Individual members should refrain from representing their views or recommendations as those of the Commission unless the Commission has officially voted to approve the recommendation. Commission members making recommendations or expressing views not approved by the majority of the Commission should indicate that they are representing only themselves as individuals.. When making statements to the press, members should indicate which actions are only recommendations and indicate when final action will be taken by the City Council or the Commission. Represent the Whole City: Although Commission members may be selected, in part, because they represent clearly defined groups, once selected, each Commission member should represent the entire public interest of the City and not just his/her respective group or interest. The question, "What is best for the entire community?" should take precedence over "What is best for my interest group?" Keep the Lines of Communication Open: As an influential member of the community, a Commissioner is in the unique position of serving as a liaison between the City and the general public in helping to reconcile contradictory viewpoints and building a consensus around common goals and objectives. A Commissioner must serve as a link between the community, Staff, and City by presenting City programs and recommendations and also providing a channel for citizen expression. A primary role of the Commission is to determine the attitudes of the citizens concerning City programs. Do Your Homework and Be Thorough in Your Recommendations: Commission members, in connection with their role, often spend many hours in research on a particular problem. Commissioners should be familiar with the portions of the General Plan, Municipal Code, and Zoning Ordinance applicable to their area of responsibility and should thoroughly review staff reports, plans, and material submitted by the applicant in advance of meetings. You may contact the Staff person assigned to your Commission to request this information. Be Conscious of Your Relationship to the City Council, Other Commissions and City Staff It is important to remember that City Staff works for the City Manager, and through him, for the City Council and the community at large. Staff does not work for Commission members. It is, therefore, not appropriate for Commissioners to direct Staff or to become involved in the administrative or operational concerns of the City departments. While Staff can provide routine information on ongoing projects, a formal request to the City Council must be made for Staff involvement in major projects. If Commissioners have questions or are concerned with Staff services provided to the Commission, the City Manager should be contacted immediately to review the matter. City Staff is required by the City Council to make individual professional recommendations which may, or may not, agree with those of the Commission. Staff is required to present fairly the Commission's recommendations and explain them, but will not defend them if in disagreement. When appropriate, the Commission Chair or delegated representatives should be present at the City Council meeting to report on the Commission's recommendations. Commissioner's Resource Book 26 November 2010 Your Commission is not a substitute for regularly constituted government. The responsibility for allocating scarce public resources rests with the community's elected representatives, the City Council, and cannot be designated to an outside group, however capable and interested it might be. Commissions should review City policies related to programs under their scope of interest and make recommendations for changes to the City Council. However, Commissions must adhere to the policies approved by the City Council as expressed in the General Plan, Municipal Code, and other official documents. Establish a Good Working Relationship with Other Commission Members: On many occasions, the success or failure of the efforts of a Commission member is largely dependent on the degree of cooperation among the individual members of the Commission. To help build a consensus around common goals and objectives, Commission members will often have to reconcile contradictory viewpoints. Each Commission member should do his/her part to ensure that meetings proceed in an orderly and constructive manner. The Chair is primarily responsible for seeing that consideration of items on the agenda move along without delay, but with reasonable time allocated to each item. Each Commission member can assist the Chair by becoming familiar with the basic rules of parliamentary procedure and by adequately preparing any presentations he/she makes to the Commission. Political Participation: No restriction is placed on Commissioners' participation in political activities at all levels of the government, whether local, state or federal. If Commissioners use the title of their appointed office when participating in these activities, they must make it clear that they are not representing or speaking for the Commission, but rather using the title for identification. THANK YOU FOR YOUR SERVICE TO THE COMMUNITY! Commissioner's Resource Book 27 November 2010 Chapter 2.12 PLANNING COMMISSION Sections: 2.12.010 Planning Agency established. 2.12.020 Membership —Appointment —Term —Removal. 2.12.030 Expenses and compensation. 2.12.040 chairman —Rules —Records —Meetings. 2.12.050 Powers and duties —Generally. 2.12.060 Term limits. 2.12.010 Planning Agency established. Pursuant to Government Code Section 65000 et seq., there is established a Planning Agency consisting of a Planning Commission. (Ord. 17-09 § 2 (part): Ord. 5 § 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 Commission by the Mayor, subject to the approval of the City Council. The Mayor may, with the approval of a majority of the City Council, remove a Planning Commissioner at any time during the Commissioner's term of office. Removal and appointment of Planning Commission members shall be made only at a regularly scheduled meeting of the City Council. Members of the Planning Commission shall be residents of the city. C. Planning Commissioners must attend at least seventy-five (75) percent of regular and special Planning Commission meetings in any twelve (12) month period. Any Planning Commissioner who is absent from twenty-five (25) percent or more meetings within a twelve (12) month period or is absent from three (3) consecutive Planning Commission meetings may be removed from the Planning Commission pursuant to subsection (B) of this section. (Ord. 17-09 § 2 (part): Ord. 20-02 § 2 (A, B); Ord. 16-92 § 1: Ord. 12-84 § 1: Ord. 5 §§ 2, 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) 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 for more than two (2) consecutive four (4) year terms. As used herein, a person shall be considered to have served a term of office as a Planning Commissioner if such person has served as a Planning Commissioner for two (2) years plus one (1) day. (Ord. 17-09 § 2 (part): Ord. 20-02 § 2(C)) This page of the Dublin Municipal Code is current through City Website: http://www.ci.dublin.ca.us/ Ordinance 20-10, passed October 5, 2010. (http://www.ci.dublin.ca.us/) Disclaimer: The City Clerk's Office has the official version of the Dublin City Telephone: (925) 833-8741 Municipal Code. Users should contact the City Clerk's Office for Code Publishing Company ordinances passed subsequent to the ordinance cited above. (http://www.codepublishing.com/) CITY OF DUBLIN. PARKS AND COMMUNITY SERVICES COMMISSION B YLA WS AND RULES OFPROCEDURE GENERAL PROVISIONS A. These Rules of Procedure shall be known as the Bylaws and Rules of Procedure of the Parks and Community Services Commission of the City . of Dublin. A copy of these Rules and amendments thereto, shall be filed in the offices of the City Clerkforexamination by the public. B. These Rules and any amendments hereto shall be effective on the date of the adoption hereof, and shall govern the meetings and activities of the Commission. II. COMMISSION COMPOSITION AND METHOD OFAPPOINTMENT A. The Parks and Community Services Commission shall be composed of six (6) members, one of whom is a high school student residing in the City of Dublin. B. The Mayor shall make all appointments to the Commission, with the approval of the City Council. C. Commission members may resign at any time by giving written notice to the Mayor and City Clerk. III. TERM OF OFFICE AND REMOVAL A. Commission members shall be appointed for terms which run four (4) years beginning in December of even numbered election years and ending in December of an even numbered election year. At the end of a Commissioner member's term, the Commission member may be reappointed to the Commission in the same manner as the initial appointment. Commission members shall be eligible to serve a maximum of eight (8) years with two (2) 4 -year terms. B. The term of the student member shall be for one (1) year, commencing July 1st and terminating on the following June 3 0th. 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 IV. VACANCIES A. Vacancies on the Commission occurring other than by expiration of term shall be filled for the unexpired portion of the term in the same manner as the original appointment. V. OFFICERS A. Election and Term of Office. The Commission shall elect a Chairperson and Vice Chairperson at the first meeting in January of each year or, if a quorum is not present, at the next meeting at which a quorum is present. The Chairperson and Vice Chairperson shall serve until their successors are elected, or until their terms as members of the Commission expire, whichever is first. The Commission shall, unless no Commissioners meet the criteria, elect commissioners to the positions that have not previously served in the position and that have not declined the appointment, with the intent that no one should serve in the position for no more than two consecutive years. The secretary to the Commission will be the City Manager or his/her designee. B. Vacancies. In case of any vacancy in the Office of Chairperson or Vice Chairperson, the vacancy shall be filled by an election held at the first regular meeting after the occurrence of such vacancy. The person so elected shall serve the balance of the term. C. Duties of Officers. The Chairman performs the following duties: 1. Presides at all meetings of the Commission. 2. Appoints committee and chairpersons of committees as necessary. 3. Signs correspondence on behalf of the Commission. 4. Represents the Commission before the City Council. 5. Performs other duties necessary or customary to the office. In the event of the absence of the Chairperson or his/her inability to act, the Vice Chairperson presides in place of the Chairperson. In the event of the absence of or the inability to act of both the Chairperson and the Vice Chairperson, the remaining members shall elect one of their members to act as temporary Chairperson. D. The Committees. The Commission or the Chairperson, upon direction of the Commission, may appoint several of its members, but fewer than a quorum, to serve as a Committee. On certain occasions, such as when a particular kind of expertise or public representation is desirable, the Commission may appoint non-members to the Committee. Committee's make recommendations directly to the Commission. A Committee may not represent the Commission before the Council or other bodies_ unless it has first received the authorization of the Commission to do so. VI. MEETINGS A. The Commission shall hold regular meetings at least once per month at a designated time and place which shall be fixed and determined by the Commission and entered upon its minutes. All meetings of the Commission shall be open to the public. Special meetings of the Commission may be called by a majority of the members thereof, or by the Chairperson thereof. Notice of any such special meeting shall be given as required by law. B. A majority of the voting members of the Commission shall constitute a quorum for the purpose of transacting business. The secretary shall keep minutes of all regular and special meetings of Bylaws and Rules of Procedure Page 2 of 3 Parks and Community Services Commission September 1, 2009 the Commission, and these shall be sent to all members and administrative officers in advance of the meeting in which they are to be approved. VII. GENERAL RESPONSIBILITIES OF THE COMMISSION A. The Commission shall consider and make recommendations as it deems necessary to the City Council and to City Staff in all matters pertaining to the operation and maintenance of an effective, efficient, and adequate program of parks, recreation and community services for the citizens of Dublin. Such recommendations would include, but are not limited to the following: recommendations for the development, improvement and/or modification of recreation and community services and facilities; future recreation and community service needs; conduct of persons using park and recreation facilities; rules for the use of park and recreation facilities by the public; and annual review of the Parks and Community Services Strategic Plan. B. The Commission shall also accept and consider - recommendations from the Senior Center Advisory Committee and the Youth Advisory Committee, and forward the recommendations to the City Council, as appropriate. VIII. DUTIES OF COMMISSION TO BE ADVISORY ONLY A. It is intended that the Commission shall be an advisory body to the City Council. Nothing herein contained shall be construed as a limitation on the power of the City Council or the Administrative Staff of the City or any other agency in their supervision, or authority over property or personnel which are under their respective jurisdictions. IX. STAFFASSISTANCE A. The City Manager shall provide the Commission with such information and Staff assistance as the Commission may, from time to time request, subject to the limitations imposed by the City Council. X. AMENDMENTS A. These Bylaws and Rules of Procedure may be amended in the same manner as originally adopted. Bylaws and Rules of Procedure Page 3 of 3 Parks and Community Services Commission September 1, 2009 CITY OF DUBLIN HERITAGE AND CUL TURAL ARTS COMMISSION BYLAWSAND RULES OFPROCEDURE I. GENERAL PRO VISIONS A. These Rules of Procedure shall be known as the Bylaws and Rules of Procedure of the Heritage and Cultural Arts Commission of the City of Dublin. A copy of these Rules and amendments thereto, shall be filed in the offices of the City Clerk for examination by the public. B. These Rules and any amendments hereto shall be effective on the date of the adoption hereof, and shall govern the meetings and activities of the Commission. II.. COMMISSION COMPOSITIONAND METHOD OFAPPOINTMENT A. The Heritage and Cultural Arts Commission shall be composed of seven (7) members. B. The Mayor shall make all appointments to the Commission, with the approval of the City Council. When making appointments to the Commission, consideration shall be given to members of the Dublin Fine Arts Foundation and Dublin Historical Preservation Association (or similar groups) and to persons who are specifically qualified by reason of training, experience, interest or involvement in arts and/or heritage, particularly as related to artistic and cultural activities in the City. C. All members shall be residents of the City and shall be committed to 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. III. TERM OF OFFICE AND REMOVAL A. Commission members shall be appointed for terms which run four (4) years beginning in December of even numbered years and ending in December of an even numbered year. At the end of a Commissioner member's term, the Commission member may be reappointed to the Commission in the same manner as the initial appointment. Commission members shall be eligible to serve a maximum of eight (8) years with two (2) 4 -year terms. B. Any member of the Commission may be removed from office by the Mayor, with the approval of a majority of the City Council. Removal and appointment of Commissioners shall be made only at a regularly scheduled meeting of the City Council. C. Commission members must attend 75% of all regular and special meetings in a 12 month period. The Secretary to the Commission shall provide the Mayor with monthly attendance reports and a quarterly overview of attendance by Commission members. The Secretary to the Commission shall notify the Mayor if a Commission member is absent from three consecutive meetings. The Commission member shall also be notified that they may be removed from the Commission. D. If a Commission member ceases to reside in the City of Dublin, said Commissioner's office shall be declared vacant. Bylaws and Rules ofProcedure Page 1 of 3 Heritage and Cultural Arts Commission September 1, 2009 IV. VACANCIES A. Vacancies on the Commission occurring other than by expiration of term shall be filled for the unexpired portion of the term in the same manner as the original appointment. V. OFFICERS A. Election and Term of Office. The Chairperson and Vice Chairperson are elected by the majority of the Commission for a 1 -year term and hold office until their successors are elected, or until their terms as members of the Commission expire. The officers are elected at the first meeting of the Commission in January of each year. Elections, whether regular or to fill vacancies shall be held only if a simple majority of the Commission members are present. The Commission shall, unless no Commissioners meet the criteria, elect Commissioners to the positions that have not previously served in the position and that have not declined the appointment, with the intent that no on should serve in the position for two consecutive years. The secretary to the Commission will be the City Manager or his/her designee. B. Vacancies. In case of any vacancy in the. 'Office of Chairperson or Vice Chairperson, the vacancy shall be filled by an election held at the first regular meeting after the occurrence of such vacancy. The person so elected shall serve the balance of the term. C. Duties of Officers. The Chairman performs the following duties: 1. Presides at all meetings of the Commission. 2. Appoints committee and chairpersons of committees as necessary. 3. Signs correspondence on behalf of the Commission. 4. Represents the Commission before the City Council. 5. Performs other duties necessary or customary to the office. In the event of the absence of the Chairperson or his/her inability to act, the Vice -Chairperson presides in place of the Chairperson. In the event of the absence of or the inability to act of both the Chairperson and the Vice -Chairperson, the remaining members shall elect one of their members to act as temporary Chairperson. D. The Committees. The Commission or the Chairperson, upon direction of the Commission, may appoint several of its members, but less than a quorum, to serve as a Committee. On certain occasions, such as when a particular kind of expertise or public representation is desirable, the Commission may appoint non-members to the Committee. Committees make recommendations directly to the Commission. A Committee may not represent the Commission before the Council or other bodies unless it has first received the authorization of the Commission to do so. VI. MEETINGS A. The Commission shall hold regular meetings at least once per month at a designated time and place, which shall be fixed and determined by the Commission and entered upon its minutes. All meetings of the Commission shall be open to the public. Special meetings of the Commission may be called by a majority of the members thereof, or by the Chairperson thereof. Notice of any such special meeting shall be given as required by law. B. A majority of the voting members of the Commission shall constitute a quorum for the purpose of transacting business. The secretary shall keep minutes of all regular and special meetings of Bylaws and Rules of Procedure Page 2 of 3 Heritage and Cultural Arts Commission September 1, 2009 the Commission, and these shall be sent to all members and administrative officers in advance of the meeting in which they are to be approved. VII. GENERAL RESPONSIBILITIES OF THE COMMISSION A. The Commission shall consider and make recommendations, as it deems necessary to the City Council in all matters pertaining to: The restoration, maintenance and operation of the Heritage Center. Such recommendations would include, but are not limited to the following: recommendations for -the development, improvement and/or modification of . Heritage Center facilities -or programs; recommendations for policies on heritage preservation, artifact acquisition, conduct of persons using the Heritage Center facilities; and rules for the use of the Heritage Center 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 Center and Public Art Venue; and recommendations for policies on art, cultural activities and facilities. VIII. DUTIES OF COMMISSION TO BE ADVISORY ONLY A. The Commission shall be an advisory body to the City Council. Nothing herein contained shall be construed as a limitation on the power of the City Council or the Administrative Staff, of the City or any other agency in their supervision, or authority over property or personnel which are under their respective jurisdictions. IX. STAFFASSISTANCE A. The City Manager shall provide the Commission with such information and Staff assistance as the Commission may, from time to time request, subject to the limitations imposed by the City Council. X. AMENDMENTS A. These Bylaws and Rules of Procedure may be amended in the same manner as originally adopted. Bylaws and Rules of Procedure ' Page 3 of 3 Heritage and Cultural Arts Commission September 1, 2009 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 with position of the professional City Manager. Sumter, South Carolina, was the first city to adopt a charter incorporating the basic principles of Council -Manager government in 1912. Since its establishment, the Council -Manager form of government has been the most popular form of government in the United States in communities with populations of 5,000 or greater. More than 3,400 cities operate under this form, and more than 371 counties operate under the council -administrator form, which translates to more than 89 million citizens that operate under the Council -Manager form of government. The form is also popular in Canada, Australia, the Netherlands, New Zealand, the United Kingdom, Honduras, Chile, and Brazil. For more than 94 years, Council -Manager government has responded to the changing needs of citizens and their communities. In the Council -Manager form of government, the Council is the governing body of the city elected by the public, and the Manager is hired by Council to carry out the policies it establishes. The Council -Manager form establishes a representative system where all power is concentrated in the elected Council and where the Council hires a professionally trained manager to oversee the delivery of public services. Mayor/City Council • The City of Dublin has 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 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. o All decisions for the City can only be made by the Council at a City Council meeting. Councilmember's Role • Adopt legislation and regulations. • Develops and adopts a strategic plan. • Adopt land use plans, establish zoning and other land use regulations. • Approve contracts in excess of the City Manager's purchasing authority. • At a City Council meeting, provide direction to the City Manager on the affairs of the City. • Represent the City in the community with other levels of government, joint power of authorities, regional bodies, etc. • Adopts the budget and expenditure plan for the City. • Adopts fee schedules for various City services. • Appoints the City Manager and the City Attorney and supervises their performance • Adopts the salary and benefit plan for City positions. • Work to understand the needs and wants of the community. • Occasionally functions in a quasi-judicial role. • Advocate policy for the community. Mayor's Role • Same responsibilities as the Councilmembers. • Conduct and preside at City Council meetings. • Appoint representatives to all City commissions and committees (with the consent of the Council) • As Chief Elected Official: o a: Sign legal documents, ordinances and resolutions. o Represent the City at ceremonial events and occasions. o Mayor is often the focal point for contact by community groups, outside groups, government interest, etc. o Serves as the City's key spokesperson. o Lead liaison efforts in meetings with other communities and local agencies. o Promoter and defender of the Community. o Assists the Council in setting goals and advocating policy decisions. o Works to unify the Council by promoting cooperation and teamwork and builds consensus. o Facilitates communication between the Council and the City Manager. Chair of the City's Disaster Council. City Manager • The City Manager functions as a Chief Administrative Officer of the City. • Appointed by the City Council and serves at the pleasure of the City Council. • The City Manager's position is established by Ordinance pursuant to the provisions of State Law. • Most City Managers throughout the world belong to ICMA and adhere to the ICMA Code of Ethics. (Attached) City Manager's Role • Responsible for the efficient administration of all affairs under the City Manager's control. • Serves as the Council's Chief Staff Adviser. • Enforcement of all City laws and ordinances. • Enforcement of all City agreements/contracts and permits. • Responsible for control, supervision and direction of all City Department Heads and City employees. • Appoints, removes and promotes City employees. • Negotiates service contracts and other agreements (i.e., Development Agreements) • Conducts organizational studies and implements re -organization of City functions when appropriate. • Recommends adoption of ordinances and other measures for City Council consideration. • Attends City Council meetings. • Keeps the City Council advised on the financial condition of the City. • Prepares and submits the annual budget to the City Council. • Recommends all expenditures to City Council. • Designated as City's Purchasing Agent. • Prepares an annual salary plan and acts as the City's Chief Negotiator with employees. . Makes investigations into the affairs of the City and any department on contracts. Conducts investigations for all complaints in relation to matters concerning the administration of the City or in regards to the services provided by public utilities in the City • Exercises general supervision over all public property under the control of the City. • Functions as Director of Emergency Services. 3 • Works with the Council to develop a strategic plan including strategies toward achievement of the strategic plan. • Through the office of the City Clerk, administers elections, prepares council agendas and maintains records of the City. • Keeps the Council informed on a regular basis regarding City operations, developing issues, etc. Supervises public information and public education activities of the City. • Translates and implements the direction of the majority of the Councilmembers over all areas for which Council has jurisdiction. • Advancement of broad and inclusive citizens' participation. Although the City Manager works for the City Council, those Cities, which are most effective in providing good services and high quality of life, have a strong partnership between the City Council and the City Manager. Forms of Communication between the City Council and Manager • Staff Reports • Informal One -on -One with Councilmembers • Weekly Written Communications Other communication as needed N ICMA Code of Ethics The principles outlined in the ICMA Code of Ethics and enforced by the Rules of Procedure govern the conduct of every member of ICMA. Adopted in 1924, the ICMA Code of Ethics defined the principles that today serve as the foundation for the local government management profession and set the standard for excellence. Leadership in a management structure committed to equity, transparency, integrity, stewardship of public resources, political neutrality, and respect for the rights and responsibility of elected officials and residents strengthens democratic .local governance. ICMA members pledge to uphold these principles in their conduct and decisions in order to merit the trust of the public, elected officials, and staff they serve. As a condition of membership, ICMA members agree to submit to a peer -to -peer review under established enforcement procedures should there be an allegation of unethical conduct. 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: Tenet 1 Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective. Tenet 2 Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant Tenet 3 Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the elected officials, of other officials and employees, and of the public. Tenet 4 Recognize that the chief function of local government at all times is to serve the best interests of all people. Tenet 5 Submit policy proposals to elected officials; provide them with facts and advice on matters of policy as a basis for making decisions and setting community goals; and uphold and implement local government policies adopted by elected officials. Tenet 6 Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility for policy execution rests with the members. Tenet 7 Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body. Tenet 8 Make it a duty continually to improve the member's professional ability and to develop the competence of associates in the use of management techniques. Tenet 9 Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service. Tenet 10 Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice. Tenet 11 Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member's decisions, pertaining to appointments, pay adjustments, promotions, and discipline. Tenet 12 Seek no favor; believe that personal aggrandizement or profit secured by confidential information or by misuse of public time is dishonest.