Fiscal Year 2024 - 2025STRATEGIC
PLAN Progress Report
CITY OF ALAMEDA
April 2025
Exhibit 2
→
■✓
16. . . . . . . . . . . .Practice Fiscally Responsible, Equitable & Inclusive Governance
14. . . . . . . . . . . . . . . . . . . .House All Alamedans and End Homelessness 9 . .Invest in Transportation, Infrastructure, Economic Opportunities, and Historic Resources 7 . . . . . . . . . . . . . . . .Build Resilience to Climate Change & Water Level Rise 3 . . . . . . . . . . . . . . . . . . . . . .Enhance Community Safety & Services 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .STRATEGIC PROJECTS
CONTENTS
2 PROGRESS REPORT
Project Completed
Project On Track
Revised Project Years (Grey Box)
Newly Added Project
KEY
This report provides an update on the progress of the City of Alameda's 2023-2026 Strategic Plan adopted by City Council on November 21, 2023. The plan outlines a shared vision for Alameda's future, along with key priorities and specific projects to achieve them. The projects in the Strategic Plan are reviewed and adjusted each year as part of the City's annual budget process.
The following project lists use a key to show each project's status: completed, on track, not on track, with revised timelines, and indicates any newly added projects. [NEW]
ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CS1 Explore opportunities for a branch libraryat Alameda Point, including interimoptions for service expansion ■ ■ ■
Library →
CS2 Plan, fund and construct a tool and seedlending library at Jean Sweeney OpenSpace Park ■ ■ ■
Lead: LibrarySupport: ARPD →
CS3 Reimagine and update community libraryspaces, including teen room andcomputer lab ■ ■
Library →
CS4 Assess expansion of library hoursavailable to the public ■ ■ Library → CS5 Expand recreation programs and events toinclude broader and inclusive participation ■ ■ ■ ■ ARPD → CS6 Approve agreement for Lincoln andFranklin pools and expand communityaccess ■
ARPD ✓
CS7 Expand early childhood programs (ages 2-5) ■ ■ ■ ARPD → CS8 Expand access to pickleball with newcourt construction or partnerships withexisting tennis/pickleball courts ■ ■ ■
ARPD ✓
CS9 Explore indoor pickleball courts at vacantretail locations ■ ■ ■ ■ ARPD ✓ CS10 Design and construct City Aquatic Center ■ ■ ■ ■ Lead:ARPDSupport: PW → CS11 Coordinate with Alameda Unified SchoolDistrict (AUSD) on the rebuild of theAlameda High School swim center ■ ■ ■ ■
ARPD →
Strategic Plan 2025
PROJECT LIST
ENHANCE COMMUNITY SAFETY & SERVICES3
1 1Revised from FY 23/24 to FYs 25/26 - FY 26/27. Furniture acquisition is taking longer than expected. 2 2Revised from FY 23/24 - FY 25/26 to FY 23/24 - FY 26/27. AUSD is having issues with soils delaying construction.
ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CS12 Complete design and construct phase 2 ofEstuary Park ■ ■ ■ Lead:ARPDSupport: PW → CS13 Design and construct Cityview Skate Parkexpansion ■ ■ ARPD → CS14 Jean Sweeney Park Trail ConnectorProject ■ ■ ■ ARPD → CS15 Implement Council direction to renamethe park at Alameda Marina, includingconsidering Svenson Maritime Park ■
ARPD ✓
CS16 Review the Alameda Municipal PowerInfrastructure Master Plan ■ AMP → CS17 Evaluate installing cameras at certainintersections to reduce speeding andredlight violations as permitted by law ■ ■ ■ ■
Lead: PoliceSupport: PBT →
CS18 Install vehicle Automated License PlateReaders ■ Police ✓ CS19 Continue implementing data driven,intelligence led policing strategies toreduce crime, including working with newcrime analyst position and incentiveprogram ■ ■ ■ ■
Police
→
CS20 Implement police officer hiring program ■ ■ ■ Lead: PoliceSupport: HR → CS21 Explore potential for a new or upgradedfire training facility, including Peralta +regional use with a revenue focus andpossible regional police trainingcomponent ■ ■ ■ ■
Fire
→
CS22 Upgrade and replace older Fire Hydrantsthroughout the City ■ ■ ■ Fire → Strategic Plan 2025ENHANCE COMMUNITY SAFETY & SERVICES4 4 3
5 3
4Revised from FY 23/24 - FY 24/25 to FY 23/24 - FY 25/26. The park will start construction in 2025.
Revised from FY 23/24 to FY 23/24 - FY 24/25. Overall project construction will extend into early 2026 due to staff capacity.
Revised from FY 23/24 to FY 23/24 - FY 24/25. Project delayed by DTSC soil management plan approvals.5
ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CS23 Determine service needs for a new firestation at Alameda Point ■ ■ ■ ■ Fire → CS24 Expand disaster preparedness ■ ■ ■ ■ Fire →
CS24a Provide regular training and educationfor staff and community ■ ■ ■ ■ [CS24 continued] → CS24b Develop, identify funding for, andimplement emergency water plan ■ ■ [CS24 continued] → CS24c Implement and educate about theDisaster Response Plan ■ ■ [CS24 continued] → CS25 Evaluate Alameda Fire Dept facilities forsecurity, access control and seismicresiliency ■ ■
Lead: FireSupport: PW →
CS26 Discuss results and plan implementationof the Community Risk Assessment:Standards of Cover report ■ ■
Fire →
CS27 Continue to seek out grant funding for theCARE Team ■ ■ ■ ■ Lead: FireSupport: CMO →
CS28 Plan inclusive holiday decorations andevents ■ Lead: CMOSupport: ARPD ✓ CS29 Provide ongoing resources to enforce theban on gas-powered leaf blowers ■ ■ ■ ■ PBT → CS30 Expand the City's capacity to handledomestic violence, stalking, elder abuse,and child abuse cases ■ ■ ■
Lead: CAOSupport: PD →
CS31 Implement inspection and investigativeservices for City prosecution, public rights,and rent programs ■ ■ ■
Lead: CAOSupport: PD →
Strategic Plan 2025ENHANCE COMMUNITY SAFETY & SERVICES5 3 ENHANCE COMMUNITY SAFETY & SERVICES
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CS32 Council Referral to study current zoningregulations for liquor stores ■ ■ ■ PBT →
CS33 [NEW] Add Street Vendor Ordinance ■ ■ Lead: PWSuppot: PBT [NEW] CS34 [NEW] Negotiate police officer retentionprogram for mid-career officers (years 6to 10) ■ ■
Lead: HRSupport: PD [NEW]
CS35 [NEW] Continue implementing communitypolicing and sector specific beat meetings ■ ■ ■ PD [NEW] CS36 [NEW] Enhance efforts to expand AC Alertincluding internal user trainings andcriteria for use ■ ■
CMO [NEW]
Strategic Plan 2025ENHANCE COMMUNITY SAFETY & SERVICES6 6Revised from FY 24/25 - FY 25/26 to FYs 24/25- FY 26/27. 6 BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CC1 Update 5-Year Climate Action andResiliency Plan including greenhouse gasemission inventory ■ ■
PBT ✓
CC2 Implement electric vehicle (EV) chargingat city-owned public parking lots andexpand EV charging availability across theCity ■ ■ ■ ■
PBT
→
CC3 Complete and implement Urban ForestPlan for all City trees. Strengthen treeprotection ordinance and expand theurban forest ■ ■ ■ ■
PBT
→
CC4 Complete De-Pave Park design and seekconstruction funding ■ ■ ■ ARPD →
CC5 Implement Equitable BuildingDecarbonization pilot programs ■ ■ ■ ■ PBT → CC6 Develop long-term adaptation plan andshort-term adaptation projects ■ ■ ■ ■ Lead: PBTSupport: PW → CC6a Design adaptation project for theVeterans Court area and develop avision for Bay Farm Island's northernwaterfront ■ ■ ■ ■
[CC6 continued]
→
CC6b Oakland-Alameda Estuary AdaptationProject (includes flood protection forthe Webster-Posey tube area) ■ ■ ■ ■
[CC6 continued] →
CC7 Integrate Green Infrastructure into theCity's stormwater systems to slow andclean runoff before it enters the Bay ■ ■ ■
PW →
Strategic Plan 2025
PROJECT LIST
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE7
1 Revised from FY 23/24 - FY 24/25 to FYs 23/24 - FY 26/27. Chargers are being installed starting in 2025.1
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 CC8 Design and implement upgrades forstormwater infrastructure to reduce localflooding, including the cleaning of stormdrains and increasing pump stationcapacity ■ ■ ■ ■
PW
→
CC9 Update the Zero Waste ImplementationPlan and provide public technicalassistance ■ ■ ■
PW →
CC10 Educate the public on State law (SB1383)and efforts to divert organic waste fromthe landfill and promote other landfilldiversion programs offered by ACI,Stopwaste, Ridwell, Okapi ■ ■ ■
PW
→
CC11 Convert lawn at City Hall West (AlamedaPoint) to drought-tolerant landscape andlater evaluate for new sports complex ■
PW ✓
CC12 Implement Solar Project on Doolittle (MtTrashmore) ■ ■ AMP
→
Strategic Plan 2025BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE8 2 Revised from FY 24/25 to FY 24/25 - FY 25/26. AMP PUB remains interested but AMP is using resources for Aquatic Center electrification project
2 INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 TIEH1 Implement Vision Zero Rapid Response -After Fatal Crashes Program ■ ■ ■ ■ PBT → TIEH2 Plan and identify funding for the design ofa Bicycle Pedestrian Bridge on the WestEnd ■ ■ ■
Lead: PBTSupport: CMO →
TIEH3 Advocate bringing fixed rail (such asBART) to Alameda ■ ■ ■ ■ Lead: PBTSupport: CMO → TIEH4 Upgrade traffic signal system technologyfor reliability and safety, reducing publicsafety response times ■ ■ ■ ■
Lead: PWSupport: PBT →
TIEH5 Secure funding and detailed design forthe Lincoln/Marshal/Pacific corridorproject ■ ■ ■ ■
Lead: PBTSupport: PW →
TIEH6 Assess bicycle and pedestrian safetyimprovements on Mecartney Road,including consideration of a traffic signal ■ ■ ■ ■
Lead: PWSupport: PBT →
TIEH7 Implement a free public Water Shuttlepilot program on the west end ■ ■ ■ PBT ✓ TIEH8 Advocate for AC Transit serviceenhancements for Alameda Point andNorthern Waterfront (currently partiallyserved by Line 96 and 19) ■ ■ ■ ■
PBT
→
TIEH9 Convert Slow Streets to NeighborhoodGreenways as directed in the ActiveTransportation Plan ■ ■ ■
Lead: PBTSupport: PW →
TIEH10Plan, design and construct a backbonelow-stress bicycle network, pedestriansafety, and traffic-calming projects ■ ■ ■ ■
Lead: PBTSupport: PW →
PROJECT LIST
9 Strategic Plan 2025INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
4 INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 TIEH11Plan, design and construct StargellAvenue bicycle and pedestrianimprovements ■ ■
Lead: PBTSupport: PW →
TIEH12Construct Central Avenue safetyimprovements including roundaboutsand bicycle lanes ■ ■ Lead: PWSupport: PBT →
TIEH13Implement Grand St safetyimprovements from Shoreline to Encinal ■ ■ Lead: PWSupport: PBT → TIEH14Continue progress on the Cross AlamedaTrail ■ ■ ■ ■ Lead: PWSupport: PBT → TIEH14a Construct on Clement Ave (Grand toBroadway) ■ ■ ■ PW → TIEH14b Design and constructClement/Tilden ■ ■ ■ Lead: PBTSupport: PW → TIEH15 [NEW] Develop and implement avacancy strategy in commercial districts ■ ■ BRED → TIEH16Implement Safe Routes to Schoolphysical improvements ■ ■ ■ Lead: PWSupport: PBT → TIEH17Implement paid parking at ferryterminals (prioritize Harbor Bay) ■ ■ ■ Lead: PWSupport: PBT → TIEH18Design and construct Civic CenterGarage safety improvements ■ ■ ■ PW → TIEH19Implement ADA (Americans withDisabilities Act) plan for City programs,facilities, parks, streets, and sidewalks ■ ■ ■
PW →
TIEH20Continue infrastructure improvements atthe Base including the design ofAlameda Point Adaptive Reuse AreaPhase 2 and 3 ■
Lead: PWSupport: BRED ✓
10 Strategic Plan 2025INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
1 2Revised from FY 23/24 - FY 24/25 to FY 23/24 - FY 25/26. Delayed due to coordination needs with SF Bay Ferry.
Revised from FY 23/24 - FY 24/25 to FY 23/24 - FY 25/26. Extended design phase due to challenges in meeting ADA standards. 1 2
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 TIEH21Rehabilitate 8 miles of sewer pipes ■ ■ ■ PW →
TIEH22Underground utilities at Otis/Broadway ■ ■ ■ AMP → TIEH23Adopt and implement new Public ArtMaster Plan ■ ■ ■ ■ BRED → TIEH24Install additional wayfinding signs atAlameda Point ■ ■ BRED ✓ TIEH25Implement the City’s Alameda PointDisposition Strategy – renting and leasingCity properties and evaluate renewalprovisions ■ ■ ■ ■
BRED
→
TIEH26Expand Citywide business economicdevelopment activities, including anAlameda Point attraction and retentionprogram ■ ■ ■ ■
BRED
→
TIEH27Reinvigorate and manage the businessfacade grant program ■ ■ ■ ■ BRED → TIEH28Complete the revision for Special EventPermits ■ Lead: BREDSupport: PBT ✓ TIEH29Continue supporting AUSD and College ofAlameda job and career fairs and careerpathway opportunities ■ ■ ■
BRED →
TIEH30Implement and manage Rise Up Alameda- the City's Guaranteed Income Program ■ ■ ■ BRED → TIEH31Plan for redundant and resilient Citycommunication networks and phonesystem to help ensure access in anemergency and implement free publicWiFi ■ ■ ■
IT
→
TIEH32Refresh the 5-Year Strategic TechnologyPlan including research on a Citywidebroadband network ■ ■ ■ ■
IT →
11 Strategic Plan 2025INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
3 4
3 4Revised from FY 23/24 - FY 24/25 to FY 23/24 - FY 25/26. Delayed while AMP obtains a new Caltrans permit.
Revised from FY 23/24 to FY 25/26. While this is technically completed, the wayfinding has been vandalized since and needs restoration.
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 TIEH33 Implement increased cybersecuritymeasures ■ IT ✓ TIEH34 Migrate all City computers to MicrosoftOffice 365 ■ ■ IT → TIEH35 Protect historic resources ■ ■ ■ ■ PBT →
TIEH35a Reuse and renovate buildings in NASAlameda Historic District consistentwith Secretary of Interior standards,with consultation and approval byHistoric Advisory Board, as feasible ■ ■ ■ ■
Lead: BREDSupport: PBT →
TIEH35b Assess and address infrastructure ofVeteran's Building ■ ■ ■ ■ Lead: PWSupport: ARPD → TIEH35c Identify resuse opportunities for theCarnegie Building ■ ■ Lead: BREDSupport: PW →
TIEH35d Rehabilitate and maintain Big Whitesat Alameda Point, consistent withexisting capital improvementprogram ■ ■ ■ ■
Lead: BREDSupport: PBT →
TIEH35e Work with Alameda Museum toidentify available resources andexpand inclusivity of historicalrepresentation ■
Library
✓
TIEH35f Alameda Municipal GarageRehabilitation Project, includingrepairing/replacing windows, roofand paint ■
PW
→
TIEH35g City Hall Complex Garageimprovements ■ PW →
TIEH35h Prepare a landscaping plan toaddress diseased trees andovergrowth in the historic district ■
BRED ✓
12 Strategic Plan 2025INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 TIEH36Support businesses and the communitythrough the construction of the OaklandAlameda Access Project, including clearand frequent communication with inputfrom an engineer at all meetings ■ ■ ■
Lead: BREDSupport: CMO →
TIEH37Dredging and repair at Alameda’s piers ■ ■ BRED → TIEH38[NEW]Continue implementingintersection daylighting on high injurycorridors and as part of the street pavingprogram ■ ■ ■
Lead: PWSupport: PBT [NEW]
TIEH39[NEW]Create economic developmentevents and city website videos to educateresidents on city efforts to attract newbusinesses in commercial districts,shopping centers, business parks, andAlameda Point ■ ■
Lead: BREDSupport: CMO
[NEW]
13 Strategic Plan 2025INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
HOUSE ALL ALAMEDANS & END HOMELESSNESS
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 HH1 Assess housing and human servicesfunctions and develop recommendations ■ CMO ✓ HH2 Implement Homelessness Strategic Plan ■ ■ ■ ■ CMO → HH2a Supportive Services: Dine andConnect, Street Outreach, FlexSpending ■ ■ ■ ■
[HH2 continued] →
HH2b Sheltering: Safe Parking, EmergencySupportive Housing, Warming ShelterDay Center ■ ■ ■ ■
[HH2 continued] →
HH2c Relocate and expand Day Center andovernight shelter ■ ■ [HH2 continued] → HH3 Further the preservation, rehabilitation, orconstruction of affordable housing inAlameda and research other innovativeaffordable programs to increaseaffordable housing. ■ ■ ■ ■
CMO
→
HH4 Research downpayment assistanceprogram for first-time homebuyers ■ CMO ✓ HH5 Coordinate with Alameda Food Bank ontheir relocation and solicit purchase offersfor Building 92 ■ ■ ■
BRED →
HH6 Support implementation of West Midway(mixed use) and RESHAP (supportivehousing) developments at Alameda Point ■ ■ ■ ■
BRED →
Strategic Plan 2025
PROJECT LIST
HOUSE ALL ALAMEDANS & END HOMELESSNESS 14
HOUSE ALL ALAMEDANS & END HOMELESSNESS
# Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 HH7 Implement Housing Element ■ ■ ■ ■ Lead: BREDSupport: PBT → HH7a Next steps for a new residentialdevelopment north of Midway atAlameda Point ■ ■ ■ ■
[HH7 continued] →
HH7b Consider seeking housing at AlamedaPoint along Central Ave ■ ■ ■ ■ [HH7 continued] → HH8 Streamline housing production ■ ■ ■ ■ PBT →
HH8a Update Inclusionary HousingOrdinance and include preferences forcertain sectors including public safetyand education. ■ ■
[HH8 continued]
→
HH8b Update Subdivision Ordinance ■ [HH8 continued] ✓
HH8c Revise Universal Design Ordinance toaddress building new townhomeprojects ■
[HH8 continued] →
HH8d Improve and streamline design reviewand building permit processes forhousing per State law ■
[HH8 continued] ✓
HH9 Propose new Short Term Rental (AirBnB)Ordinance ■ ■ PBT →
HH10 [NEW] Identify ongoing funds for DignityVillage (affordable housing). ■ ■ ■ Lead: HHSSupport: CMO [NEW]
HH11 [NEW] Research if development ideasoutside of but adjacent to AP propercounts to Navy-Alameda housing cap. ■ ■
BRED [NEW]
Strategic Plan 2025HOUSE ALL ALAMEDANS & END HOMELESSNESS 15
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 GOV1 Develop and implement a Municipal FiscalResilience Plan to help weather financialchallenges and remain fiscally stable overthe long term. Reviewed by City’s auditor ■
Finance
→
GOV2 Develop a 5-Year fiscal forecast documentfor the biennial budget process ■ Finance → GOV3 Create an equity lens for the City budgetto ensure public resources are distributedfairly and efficiently ■
Finance →
GOV4 Explore options for the City's bankingservices and consider a possible transitionto a new bank ■
Finance ✓
GOV5 Create a comprehensive employeeprofessional development program thatincludes succession planning ■ ■ ■ ■
HR →
GOV6 Expand employee safety and wellnessprogram ■ ■ HR → GOV7 Review and update employeeclassification specifications ■ ■ ■ ■ HR → GOV8 Revitalize the employee performanceevaluation and management program ■ ■ ■ HR → GOV9 Expand employee engagement andrecognition program ■ ■ ■ HR → GOV10Review and consider election reform ■ ■ Clerk ✓
GOV11Create and implement Citywidecommunications plan ■ ■ ■ ■ CMO → GOV11a Create annual communications report ■ ■ [GOV11 continued] → Strategic Plan 2025
PROJECT LIST
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE16 1 1Revised from FY 24/25 to FY 25/26. Lack of key budget staff.
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE # Projects Fiscal Years Department(s) Status23/24 24/25 25/26 26/27 GOV11b Invest and expand mediaprogramming that is accessible to all ■ ■ [GOV11 continued] → GOV12Launch bi-annual residential satisfactionsurvey and employee engagement survey ■ ■ ■ CMO → GOV13Adopt Citywide Strategic Plan and updateannually ■ ■ ■ ■ CMO → GOV14Complete and plan implementation of theDiversity, Equity, Inclusion, and BelongingPlan ■ ■ ■ ■
CMO →
GOV15Explore potential revenue measures thatincrease fiscal resilience and implementthe City Council's strategic Priorities ■ ■ ■ ■
CMO →
GOV15a Explore a vacancy tax for properties(residents and/or businesses) vacantfor 6 months or more. ■ ■ ■ ■
[GOV15 continued] ✓
GOV15b Explore an infrastructure bond to funddeferred maintenance and newinfrastructure needs. Consider avacancy tax or other legislative policyto penalize unoccupied commercialunits. ■ ■ ■ ■
[GOV15 continued]
→
Strategic Plan 2025PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE17