Fiscal Years 2023 - 2026
STRATEGIC
PLAN2023
C I T Y O F A L A M E D A
32. . . . . . . . . . . . . . . .STAKEHOLDER ENGAGEMENT PROCESS 31 . . . . . . .MONITORING PROGRESS & UPDATING THE STRATEGIC PLAN
28. . . . .Practice Fiscally Responsible, Equitable & Inclusive Governance 25 . . . . . . . . . . . . .House All Alamedans and End Homelessness 20 . . . . .Invest in Alameda's Transportation, Infrastructure, and Economy 17 . . . . . . . . .Build Resilience to Climate Change & Water Level Rise 13 . . . . . . . . . . . . . . .Enhance Community Safety & Services 11 . . . . . . . . . . . . . . . . . . . . . .STRATEGIC PROJECTS 10 . . . . . . . . . . . . .DIVERSITY, EQUITY, INCLUSION & BELONGING 7 . . . . . . . . . . . . . . . . . . . . . .STRATEGIC PRIORITIES 5 . . . . . . . . . . . . . . . . . . . . . . .VISION STATEMENT
3. . . . . . . . . . . . . . . . . . .ABOUT THE STRATEGIC PLAN
CONTENTS
2 Engaging the community in thinking holistically about the future of their City Improving coordination and communication between City Council and City staff Matching adequate staff and budgeting appropriately
Strategic alignment on equitable outcomes across departments A Strategic Plan helps create alignment between City Council, City staff, and the community on what the ideal future looks like, where improvements are needed, and how to focus limited resources in the near-term to work toward that ideal future. Other benefits of the City of Alameda’s strategic plan include:
By outlining a shared vision and an actionable way to move forward, we can build a better future for everyone in Alameda.
Why create a Strategic Plan?
The City of Alameda’s Strategic Plan sets forth a shared vision and five strategic priorities that will help shape the future of the City. The three-year Strategic Plan establishes the top projects to help accomplish the vision and priorities during Fiscal Years (FY) 2023/24 - 2025/26. The Plan will be refreshed annually, including a progress report and revised project lists. City Council will revisit the vision and priorities and create a new Strategic Plan approximately every 3 years.
What is the Strategic Plan?
ABOUT THE STRATEGIC PLAN
Strategic Plan 2023ABOUT THE PLAN3
Discover
& Assess
Vision &
Priorities
Projects
Validate
Plan
Implement
January - February March - April April - May June September City Council & City
Leadership
interviews
City Council Mtg #1
City staff focus
groups
Staff workshops
Council and City
leadership survey
City Council Mtg #2
Community pop-ups
Community survey
Staff gallery walks
Work plans
Budget alignment
Council adoption
Read more details about the Stakeholder Engagement Process on page 32.
The City of Alameda Strategic Plan 2023 - 2026 was developed through careful deliberation by the City Council in collaboration with City staff and feedback from the community.
City Council workshops, community pop-up workshops, an online community survey, and City staff meetings and surveys offered a myriad of ways for community members and staff to weigh in throughout the process.
ABOUT THE PROCESS
Strategic Plan 2023ABOUT THE PLAN4
The vision statement captures a clear, compelling picture of what makes our City unique, and is useful in finding areas of alignment among the community so we can all work together to achieve a better future. The strategic priorities emerge from the vision.
What is a Vision Statement?
Alameda is an inclusive and connected community where everyone is welcome and supported with robust and sustainable city services. Our safe neighborhoods, vibrant downtown areas, and beautiful outdoor spaces have something for all to enjoy. Housing options for everyone are prioritized and transportation choices are safe, climate-friendly, and accessible. The City is resilient to climate change and prepared for natural disasters. Overall, Alameda is a city where people are proud to live, work, and raise a family. The City’s government is fiscal responsibility, invested in its staff, and committed to equity.
VISION STATEMENT
5 The City of Alameda is an inclusive and accessible place where people of every age, ability, gender, sexual orientation, race, culture, and background are supported and meaningfully engaged. We celebrate and embrace our most important asset - our people - in everything we do.
Alameda is a low-crime community thanks to our ability to meet the needs of our most vulnerable community members, while maintaining well-resourced public safety and supportive services.
Residents are proud to have beautiful, clean, and safe outdoor spaces for play and recreation, as well as a variety of high quality schools, local businesses and restaurants, public events, and art that reflect the vibrancy of their neighborhoods. One of our biggest projects, Alameda Point, is becoming a fully activated community and contributes to the economic, cultural, and recreational landscape of the entire City. The City is working to ensure that all Alamedans (including our most vulnerable community members, workers, students, and seniors) can afford housing that meets their needs, and that those who are unhoused or at risk of being unhoused can access the services they need.
Alameda supports accessible, safe, and climate-friendly transportation options, including walking, biking, and public transit, in addition to auto infrastructure, to get residents and visitors to more destinations in the City and across the Bay Area with less traffic and fewer crashes. Alameda is actively working to reduce greenhouse gas emissions while becoming more resilient to climate change and rising sea and ground water levels. Residents and businesses feel prepared for natural disasters, such as earthquakes and flooding, and the City is prepared to support them.
Through fiscal responsibility and good governance, Alameda leverages its committed staff and many assets - housing, businesses, transportation choices, architecture, recreation, and natural resources – that contribute to the long-term betterment of the community. Overall, Alamedans are proud and hopeful for their City.
EXPANDED
VISION STATEMENT
6 As strategic initiatives are completed, those
needing ongoing attention may become part of
the City’s essential services.
In addition to providing essential operational services, the City needs to plan ahead to create a better future for all Alamedans. A strategic plan helps the City do this by prioritizing meaningful efforts toward longer-term, big-picture goals, in addition to continuing to provide core operational services. In this way, the initiatives in the Strategic Plan are like the visible tip of an iceberg, while the core services are the much larger, but less visible mass below the water line.
What is strategic?
STRATEGIC PRIORITIES
Strategic Plan 2023ABOUT THE PLAN7
Strategic priorities represent the top areas of focus to achieve the vision. The City must focus its efforts and make difficult decisions on what to prioritize, while addressing the ongoing needs of the community. The City Council agreed to five priority areas to help inform that prioritization.
What are Strategic Priorities?
STRATEGIC PRIORITIES
Strategic Plan 2023ABOUT THE PLAN8
Increase fiscal resilience and ensure equitable distribution of public resources. Invest in equitable, inclusive and sustainable organizational practices including professional development, employee engagement and recognition, safety and wellness programming, and succession planning.
Strengthen public communications and resident engagement.
Practice Fiscally Responsible, Equitable & Inclusive Governance Overcome housing challenges and support unhoused or housing insecure residents through affordable housing production, equitable housing practices, housing assistance programs, and comprehensive housing and supportive services.
House All Alamedans and End Homelessness
Upgrade and enhance Alameda’s bicycle, pedestrian, transit, and car infrastructure to increase safety, reliability, sustainability and accessibility.
Beautify public places, restore historic buildings, rehabilitate utilities and expand broadband. Support local businesses and workforce development.
Invest in Alameda's Transportation, Infrastructure, and Economy Reduce greenhouse gas emissions and become more resilient and adaptive to climate change through equitable efforts in building decarbonization, solar power and electrification, urban greening, flood protections, and composting.
Build Resilience to Climate Change & Water Level Rise
Expand and maintain city services that support community wellbeing and quality of life, including libraries and parks. Invest in public safety staff and resources, including crime prevention, fire infrastructure, disaster preparedness, legal protections, and mental health services.
Enhance Community Safety & Services
STRATEGIC PRIORITIES
Strategic Plan 2023ABOUT THE PLAN9
Alameda’s vision and strategic priorities are anchored
in equity, with DEIB goals stated throughout.
The DEIB working group will develop a set
of guiding questions to further inform
strategic projects towards equitable
outcomes.
The City of Alameda is committed to putting equity at the forefront of City decision-making to ensure that we are meeting the needs of all Alameda residents. The City is creating a Diversity, Equity, Inclusion, and Belonging (DEIB) Plan and will begin implementation in 2024. This is the first step toward creating more equitable programs, services and policies. The City intends to work with employees across all departments to implement the DEIB Plan. Putting equity at the center of governance and starts with educating, implementing, and practicing DEIB principles at all levels of governance.
DIVERSITY, EQUITY, INCLUSION
& BELONGING
Strategic Plan 2023ABOUT THE PLAN10
The Strategic Projects are the specific actions that the City needs to take to achieve each Strategic Priority and work toward realizing the longer-term vision. The following Strategic Projects were identified by City Council, the City Executive Leadership team, and key staff who are subject matter experts. Council then prioritized the projects through a dot voting exercise. The draft lists were further vetted by community members and the larger City organization through surveys and workshops.
The following pages detail the projects by priority area. Each table will include the project number (’#’), project description (’Projects’), anticipated timeline (’Y1', ‘Y2’, ‘Y3’, ‘Y3+’), and supporting City departments (’Department(s)’).
Below is a key, highlighting the organization of information.
STRATEGIC PROJECTS
Strategic Plan 2023THE PLAN11
DEPARTMENT ACRONYMS
AMP Alameda Municipal Power Fire Fire Department
ARPD Alameda Recreation & Parks
Department HR Human Resources
BRED Base Reuse and Economic
Development IT Information Technology
CAO City Attorney’s Office Library Library
Clerk City Clerk’s Office PBT Planning, Building, Transportation CMO City Manager's Office Police Police Department
Finance Finance Department PW Public Works
In the project lists below, Departments are listed according to the acronyms in the table below.
STRATEGIC PROJECTS
Strategic Plan 2023THE PLAN12
ENHANCE COMMUNITY
SAFETY & SERVICES
13 ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Y1 Y2 Y3 Y3+ Department(s)
CS1 Explore opportunities for a branch library at
Alameda Point, including interim options for service
expansion
✓ ✓ ✓
Lead: Library
Support: Multiple
Departments
CS2 Plan, Fund and construct a tool and seed lending
library at Jean Sweeney Open Space Park ✓ ✓ ✓
Lead: Library
Support: ARPD
CS3 Reimagine and update community library spaces,
including teen room and computer lab ✓
Library
CS4 Assess expansion of library hours available to the
public ✓ ✓
Library
CS5 Expand recreation programs to include broader and
inclusive participation ✓ ✓ ✓ ✓
ARPD
CS6 Approve agreement for Lincoln and Franklin pools
and expand community access ✓
ARPD
CS7 Expand early childhood programs (ages 2 - 5) ✓ ✓ ✓ ARPD CS8 Expand access to pickleball with new court
construction or partnerships with existing
tennis/pickleball courts
✓ ✓ ✓
ARPD
CS9 Design and construct City Aquatic Center
✓ ✓ ✓
Lead: ARPD
Support: PW
CS10 Coordinate with Alameda Unified School District
(AUSD) on the rebuild of the Alameda High School
swim center
✓ ✓ ✓
ARPD
CS11 Complete design and construct phase 2 of Estuary
Park ✓ ✓
Lead: ARPD
Support: PW
CS12 Design and construct Cityview Skate Park expansion ✓ ARPD CS13 Implement Council direction to rename the park at
Alameda Marina, including considering Svenson
Maritime Park
✓
ARPD
PROJECT LIST
Strategic Plan 2023ENHANCE COMMUNITY SAFETY & SERVICES14
ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Y1 Y2 Y3 Y3+ Department(s)
CS14 Evaluate installing cameras at certain intersections to reduce speeding and redlight violations as
permitted by law
✓ ✓ ✓ ✓
Lead: Police
Support: PBT
CS15 Install vehicle Automated License Plate Readers ✓ Police CS16 Continue implementing data driven, intelligence led policing strategies to reduce crime, including
working with new crime analyst position and
incentive program
✓ ✓ ✓ ✓
Police
CS17 Implement police officer hiring program
✓ ✓ ✓
Lead: Police
Support: HR
CS18 Explore potential for a new or upgraded fire training facility ✓
Lead: Fire
Support: Multiple
Departments
CS19 Upgrade and replace older Fire Hydrants throughout the City ✓ ✓ ✓
Fire
CS20 Determine service needs for a new fire station at
Alameda Point ✓ ✓ ✓ ✓
Lead: Fire
Support: Multiple
Departments
CS21 Expand disaster preparedness
✓ ✓ ✓ ✓
Lead: Fire
Support: Multiple
Departments
CS21a Provide regular training and education for staff
and community ✓ ✓ ✓ ✓
[CS21 continued]
CS21b Develop emergency water supply plan ✓ ✓ [CS21 continued] CS21c Implement and educate about the Disaster
Response Plan ✓ ✓
[CS21 continued]
CS22 Evaluate Alameda Fire Dept. facilities for security, access control and seismic resiliency ✓ ✓
Lead: Fire
Support: PW
PROJECT LIST (CONTINUED)
Strategic Plan 2023ENHANCE COMMUNITY SAFETY & SERVICES15
ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Y1 Y2 Y3 Y3+ Department(s)
CS23 Discuss results and plan implementation of the
Community Risk Assessment: Standards of Cover
report
✓ ✓
Lead: Fire
Support: Multiple
Departments
CS24 Continue to seek out grant funding for the CARE
Team ✓ ✓ ✓ ✓
Lead: Fire
Support: CMO
CS25 Plan inclusive holiday decorations and events
✓
Lead: CMO
Support: ARPD
CS26 Provide ongoing resources to enforce the ban on
gas-powered leaf blowers ✓
PBT
CS27 Expand the City’s capacity to handle domestic
violence, stalking, elder abuse, and child abuse
cases
✓ ✓ ✓
Lead: CAO
Support: Police
CS28 Implement inspection and investigative services for City prosecution, public rights, and rent programs ✓ ✓ ✓ Lead: CAO
Support: Police
PROJECT LIST (CONTINUED)
Strategic Plan 2023ENHANCE COMMUNITY SAFETY & SERVICES16
BUILD RESILIENCE TO
CLIMATE CHANGE &
WATER LEVEL RISE
17 BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE # Projects Y1 Y2 Y3 Y3+ Department(s)
CC1 Update 5-Year Climate Action and Resiliency Plan
including greenhouse gas emission inventory ✓ ✓
Lead: PBT
Support: Multiple
Departments
CC2 Implement electric vehicle (EV) charging at city-
owned public parking lots and expand EV charging
availability across the City
✓ ✓
Lead: PBT
Support: Multiple
Departments
CC3 Complete and implement Urban Forest Plan for all
City trees ✓ ✓ ✓ ✓
Lead: PBT
Support: Multiple
Departments
CC4 Complete De-Pave Park design and seek
construction funding ✓ ✓ ✓
Lead: ARPD
Support: Multiple
Departments
CC5 Implement Equitable Building Decarbonization pilot
programs ✓ ✓ ✓ ✓
PBT
CC6 Develop long-term adaptation plan and short-term
adaptation projects ✓ ✓ ✓ ✓
Lead: PBT
Support: PW
CC6a Design adaptation project for the Veterans Court
area and develop a vision for Bay Farm Island's
northern waterfront
✓ ✓ ✓ ✓
[CC6 continued]
CC6b Oakland-Alameda Estuary Adaptation Project
(includes flood protection for the Webster-Posey
tube area)
✓ ✓ ✓ ✓
[CC6 continued]
CC7 Integrate Green Infrastructure into the City’s
stormwater systems to slow and clean runoff before
it enters the Bay
✓ ✓ ✓
PW
CC8 Design and implement upgrades for stormwater
infrastructure to reduce local flooding, including the
cleaning of storm drains and increasing pump
station capacity
✓ ✓ ✓ ✓
PW
PROJECT LIST
Strategic Plan 2023BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE18
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE
# Projects Y1 Y2 Y3 Y3+ Department(s)
CC9 Update the Zero Waste Implementation Plan and
provide public technical assistance ✓ ✓ ✓
PW
CC10 Educate the public on State law (SB 1383) and
efforts to divert organic waste from the landfill ✓ ✓ ✓ PW
CC11 Convert lawn at City Hall West (Alameda Point) to
drought-tolerant landscape ✓
PW
CC12 Implement Solar Project on Doolittle (Mt Trashmore) ✓
Lead: APM
Support: Multiple
Departments
PROJECT LIST (CONTINUED)
Strategic Plan 2023BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE19
INVEST IN ALAMEDA'S
TRANSPORTATION,
INFRASTRUCTURE &
ECONOMY
20 INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY # Projects Y1 Y2 Y3 Y3+ Department(s)
TIE1 Implement Vision Zero Rapid Response - After Fatal Crashes Program ✓ ✓ ✓ ✓
Lead: PBT
Support: Multiple
Departments
TIE2 Plan and identify funding for the design of a Bicycle Pedestrian Bridge on the west end ✓ ✓ ✓
Lead: PBT
Support: CMO
TIE3 Advocate bringing fixed rail (such as BART) to
Alameda ✓ ✓ ✓ ✓
Lead: PBT
Support: CMO
TIE4 Upgrade traffic signal system technology for
reliability and safety, reducing public safety
response times
✓ ✓ ✓ ✓
Lead: PW
Support: PBT
TIE5 Secure funding and detailed design for the
Lincoln/Marshal/Pacific corridor project ✓ ✓
Lead: PBT
Support: PW
TIE6 Assess bicycle and pedestrian safety improvements
on Mecartney Road, including consideration of a
traffic signal
✓ ✓ ✓ ✓
Lead: PW
Support: PBT
TIE7 Implement a free public Water Shuttle pilot program on the west end ✓ ✓ ✓
PBT
TIE8 Advocate for ACTransit service enhancements for
Alameda Point and Northern Waterfront (currently
partially served by Line 96 and 19)
✓ ✓ ✓ ✓
PBT
TIE9 Convert Slow Streets to Neighborhood Greenways as
directed in the Active Transportation Plan ✓ ✓
Lead: PBT
Support: PW
TIE10 Plan, Design and Construct a backbone low-stress
bicycle network, pedestrian safety, and traffic-
calming projects
✓ ✓ ✓ ✓
Lead: PBT
Support: PW
PROJECT LIST
Strategic Plan 2023INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY21
INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY # Projects Y1 Y2 Y3 Y3+ Department(s)
TIE11 Plan, Design and Construct Stargell Avenue bicycle and pedestrian improvements ✓ ✓
Lead: PBT
Support: PW
TIE12 Construct Central Avenue safety improvements
including roundabouts and bicycle lanes ✓ ✓
Lead: PW
Support: PBT
TIE13 Implement Grand Street safety improvements from
Shoreline to Encinal ✓ ✓
Lead: PW
Support: PBT
TIE14 Continue progress on the Cross Alameda Trail
✓ ✓ ✓ ✓
Lead: PW
Support: PBT
TIE14a Construct on Clement Ave (Grand to Broadway) ✓ ✓ ✓ [TIE14 continued] TIE14b Design and construct Clement/Tilden
✓ ✓ ✓
Lead: PBT
Support: PW
TIE15 Design and construct a Commercial Streets Program (restriping, parklets) for Park Street and Webster
Street
✓
Lead: PW
Support: Multiple
Departments
TIE16 Implement Safe Routes to School physical
improvements ✓ ✓ ✓
Lead: PW
Support: PBT
TIE17 Implement paid parking at ferry terminals
✓ ✓
Lead: PBT
Support: PW
TIE18 Design and construct Civic Center Garage safety
improvements ✓ ✓
PW
TIE19 Implement ADA plan for City programs, facilities, parks, streets, and sidewalks ✓ ✓ ✓
Lead: PW
Support: Multiple
Departments
PROJECT LIST (CONTINUED)
Strategic Plan 2023INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY22
INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY # Projects Y1 Y2 Y3 Y3+ Department(s)
TIE20 Continue infrastructure improvements at the Base
including the design of Alameda Point Adaptive
Reuse Area Phase 2 and 3
✓
Lead: PW
Support: BRED
TIE21 Assess and address infrastructure of Veteran's
Building ✓ ✓ ✓ ✓
Lead: PW
Support: ARPD
TIE22 Identify reuse opportunities for the Carnegie
Building ✓ ✓
Lead: BRED
Support: PW
TIE23 Rehabilitate 8 miles of sewer pipes ✓ ✓ ✓ PW
TIE24 Underground utilities at Otis/Broadway ✓ ✓ AMP
TIE25 Adopt and implement new Public Art Master Plan ✓ ✓ ✓ ✓ BRED TIE26 Install additional wayfinding signs at Alameda Point ✓ BRED TIE27 Implement the City’s Alameda Point Disposition
Strategy – renting and leasing City properties ✓ ✓ ✓ ✓
BRED
TIE28 Expand Citywide business economic development
activities, including an Alameda Point attraction and
retention program
✓ ✓ ✓ ✓
BRED
TIE29 Reinvigorate and manage the business façade grant program ✓ ✓ ✓ ✓
BRED
TIE30 Complete the revision for Special Event Permits
✓
Lead: BRED
Support: PBT
TIE31 Continue supporting AUSD and College of Alameda
job and career fairs and career pathway
opportunities
✓ ✓ ✓
BRED
TIE32 Implement and manage Rise Up Alameda - the City’s Guaranteed Income Program ✓ ✓ ✓
BRED
PROJECT LIST (CONTINUED)
Strategic Plan 2023INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY23
INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY # Projects Y1 Y2 Y3 Y3+ Department(s)
TIE33 Plan for redundant and resilient City communication networks and phone system to help ensure access in
an emergency
✓ ✓ ✓
Lead: IT
Support: Multiple
Departments
TIE34 Refresh the 5-year Strategic Technology Plan
including research on a Citywide broadband network ✓ ✓ ✓ ✓ Lead: IT
Support: Multiple
Departments
TIE35 Implement increased cybersecurity measures ✓ IT
TIE36 Migrate all City computers to Microsoft Office 365 ✓ ✓
Lead: IT
Support: Multiple
Departments
PROJECT LIST (CONTINUED)
Strategic Plan 2023INVEST IN ALAMEDA'S TRANSPORTATION, INFRASTRUCTURE & ECONOMY24
HOUSE ALL ALAMEDANS
& END HOMELESSNESS
25 HOUSE ALL ALAMEDANS & END HOMELESSNESS
# Projects Y1 Y2 Y3 Y3+ Department(s)
HH1 Assess housing and human services functions and
develop recommendations ✓
CMO
HH2 Implement Homelessness Strategic Plan ✓ ✓ ✓ ✓ CMO
HH2a Supportive Services: Dine and Connect, Street
Outreach, Flex Spending ✓ ✓ ✓ ✓
[HH2 continued]
HH2b Sheltering: Safe Parking, Emergency Supportive
Housing, Warming Shelter, Day Center ✓ ✓ ✓ ✓
[HH2 continued]
HH2c Relocate and expand Day Center and overnight
shelter ✓
[HH2 continued]
HH3 Further the preservation, rehabilitation, or
construction of affordable housing in Alameda ✓ ✓ ✓ ✓
CMO
HH4 Research downpayment assistance program for
first-time homebuyers ✓
CMO
HH5 Coordinate with Alameda Food Bank on their
relocation and solicit purchase offers for Building 92 ✓ ✓ ✓ BRED
HH6 Support implementation of West Midway and
RESHAP housing developments at Alameda Point ✓ ✓ ✓ ✓
BRED
HH7 Implement Housing Element
✓ ✓ ✓ ✓
Lead: BRED
Support: PBT
HH7a Next steps for a new residential development
north of Midway at Alameda Point ✓ ✓ ✓ ✓
BRED
HH7b Consider seeking housing at Alameda Point
along Central Ave ✓ ✓ ✓ ✓
BRED
PROJECT LIST
Strategic Plan 2023HOUSE ALL ALAMEDANS & END HOMELESSNESS 26
HOUSE ALL ALAMEDANS & END HOMELESSNESS
# Projects Y1 Y2 Y3 Y3+ Department(s)
HH8 Streamline housing production ✓ ✓ PBT
HH8a Update Inclusionary Housing Ordinance
✓ ✓
Lead: PBT
Support: CMO
HH8b Update Subdivision Ordinance
✓
Lead: PBT
Support: PW
HH8c Revise Universal Design Ordinance to address
building new townhome projects ✓
PBT
HH8d Improve and streamline design review and
building permit processes for housing per State
law
✓
PBT
HH9 Propose new Short Term Rental (AirBnB) Ordinance
✓ ✓
Lead: PBT
Support: Multiple
Departments
PROJECT LIST (CONTINUED)
Strategic Plan 2023HOUSE ALL ALAMEDANS & END HOMELESSNESS 27
PRACTICE FISCALLY
RESPONSIBLE,
EQUITABLE &
INCLUSIVE GOVERNANCE
28 PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE # Projects Y1 Y2 Y3 Y3+ Department(s)
GOV1 Develop and implement a Municipal Fiscal
Resilience Plan to help weather financial challenges
and remain fiscally stable over the long term
✓
Finance
GOV2 Develop a 5-Year fiscal forecast document for the
biennial budget process ✓
Finance
GOV3 Create an equity lens for the City budget to ensure public resources are distributed fairly and efficiently ✓ Finance
GOV4 Explore options for the City’s banking services and consider a possible transition to a new bank ✓
Finance
GOV5 Explore a vacancy tax for properties (residents
and/or businesses) vacant for 6 months or more ✓
Finance
GOV6 Create a comprehensive employee professional
development program that includes succession
planning
✓ ✓ ✓ ✓
HR
GOV7 Expand employee safety and wellness program ✓ ✓ HR GOV8 Review and update employee classification
specifications ✓ ✓ ✓ ✓
HR
GOV9 Revitalize the employee performance evaluation and management program ✓ ✓ ✓
HR
GOV10 Expand employee engagement and recognition
program ✓ ✓ ✓
HR
GOV11 Review and consider election reform ✓ ✓ Clerk
GOV12 Create Citywide communications plan ✓ ✓ ✓ ✓ CMO
GOV12a Create annual communications report ✓ ✓ [GOV12 continued] GOV12b Invest and expand media programming and
access to Alameda updates ✓ ✓
[GOV12 continued]
PROJECT LIST
Strategic Plan 2023PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE29
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE # Projects Y1 Y2 Y3 Y3+ Department(s)
GOV13 Launch bi-annual residential satisfaction survey and employee engagement survey ✓ ✓ ✓
CMO
GOV14 Adopt Citywide Strategic Roadmap and update
annually ✓ ✓ ✓ ✓
CMO
GOV15 Complete and plan implementation of the Diversity, Equity, Inclusion, and Belonging Plan ✓ ✓ ✓ ✓
CMO
PROJECT LIST
Strategic Plan 2023PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE30 A more robust Strategic Plan update will occur every three years, with the first update scheduled to begin in late 2025 with the intent to adopt a new plan by June 2026 to align with the budget cycle. At this time the City Council may revise the existing Strategic Plan, including the vision, strategic priorities and projects, or develop an entirely new Strategic Plan for Fiscal Years 2026/27 - 2029/30.
During the Strategic Plan update process, the City commits to engaging staff and community members in the process. This includes evaluating and learning from past engagement efforts.
Importantly, the City will review demographic engagement data to identify which demographics may have been left out and will make intentional efforts to reach these populations in future iterations.
Year 3 Update
During the annual project review, which will align with the biennial budget cycle, the City will provide a formal progress report to the City Council that includes an assessment of each project and overall progress toward each strategic priority. During the annual review, the City Council will review the project lists and make modifications and updates. Additional changes may be made outside of this cadence, as directed by the City Council.
Annual Review
As part of the biennial budget process, City staff will provide a progress report to the City Council that includes an assessment of each project and overall progress for each strategic priority. In addition to semi-annual reporting, all staff reports for City Council agenda items will include a reference to any corresponding strategic priorities. City Council may also request additional progress reports, as needed.
Monitoring Progress
MONITORING & UPDATING THE
STRATEGIC PLAN
Strategic Plan 2023MONITORING PROGRESS31
The Strategic Plan was developed with input from diverse staff and community members.
Engagement efforts were aimed at identifying areas of alignment between City Council, city staff, and the community, to inform a meaningful and broadly-supported Strategic Plan. Over the course of 8 months, the City applied this framework to guide strategic planning and engagement activities.
February - March 2023: Discovery Phase and Draft Vision and Priorities Throughout February and March an in-depth discovery process analyzed existing assets relevant to the development of a citywide strategic plan. This included reviewing city department work plans, previous priority-setting documents, and community surveys. The discovery phase also consisted of individual interviews with each City Council member, as well as a meeting with the City Executive Team listening sessions with City staff to understand their vision for the future of Alameda, assess key issues, and identify an initial list of priorities and projects for the coming years. These activities culminated in a City Council meeting on March 6, 2023 to discuss a draft vision and set of guiding priorities.
April - May 2023: Staff Input on Vision and Priority Setting The discovery process resulted in drafts of a vision and key priorities that were further vetted and refined through participatory engagement with City staff. This included 1:1 interviews with staff members from across departments and levels in the organization, and a meeting with the City’s Equity Working Group, which includes staff from all departments working on draft recommendations that will be included in the City’s Diversity, Equity, Inclusion, and Belonging (DEIB) Plan. Throughout March, multiple focus groups were conducted with city staff to find alignment on emerging priorities and emphasize new priorities. Additionally, the focus groups allowed city staff to discuss challenges of implementing previous plans and provide feedback on the coordination of daily decision-making throughout departments.
Following the focus groups, the Executive Management Team led an effort to compile draft projects lists to correspond with each priority area, which included further involvement from City staff via various team meetings.
All City staff were also invited to provide input on the draft vision, an online survey was shared with allCity staff. Ahead of a second City Council meeting, the Executive Management Team responded to a survey to share their feedback on the draft vision, priorities, and project lists. Information collected during the executive team meetings, staff focus groups, and survey was aggregated and brought forth to City Council on April 24, 2023 for discussion and consideration.
Stakeholder Process Timeline
STAKEHOLDER ENGAGEMENT PROCESS
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May - July 2023: Community Engagement and Data Analysis The second City Council meeting incorporated feedback from city staff engagement and resulted in a draft of the Strategic Plan, which was shared broadly with the Alameda community for feedback.
Engagement opportunities for community members included 5 in-person pop-up workshops at well-trafficked locations around the City, 2 online workshops, and an online survey. Engagement opportunities for city staff at large included various staff meetings, a gallery walk (for staff to review information and add comments in their own time), and an online survey. Broad community and staff input was summarized in a report and shared back to the City Council.
Aug - Sept 2023: Drafting the Plan and Adoption
The City prepared a final draft of the Strategic Plan that incorporated community and staff input, including revisions to the vision, priorities, and projects. The final draft was shared with the City Council on September x and was adopted by a x-x majority.
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Credit: Photo taken by CivicMakers, at a community engagement event in 2023. All other photography in the Strategic Plan belongs to Maurice Ramirez.
Photography Credit:
Maurice Ramirez
Strategic Plan Compiled & Prepared by:
ACKNOWLEDGEMENTS
Councilmember Vella Councilmember Herrera Spencer Councilmember Jensen Vice Mayor DaysogMayor Ezzy Ashcraft
THANK YOU
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