Dublin City Council
February 20, 2024

Agenda Item 7.2
DATE: February 20, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Report on the City’s Efforts in Advancing Diversity, Equity, and Inclusion Prepared by: Colleen Tribby, Assistant City Manager
EXECUTIVE SUMMARY:

The City Council will receive a report on Staff’s progress in advancing diversity, equity, and inclusion in the work of the City. The report includes an update on the implementation of initiatives resulting from the Community Task Force on Equity, Diversity, and Inclusion, as well as other related work that has been completed or is in progress.

STAFF RECOMMENDATION:

Receive the report.

FINANCIAL IMPACT:

None.

DESCRIPTION:

In September 2020, the City Council established the Community Task Force on Equity, Diversity and Inclusion, reflecting a new focus on honoring the community’s diversity and ensuring equitable access to City programs and facilities. In early 2021, the City Council formalized this focus by incorporating diversity, equity, and inclusion (DEI) into the City’s Mission and Vision statements.

Also in 2021, the City Council approved an implementation plan submitted by the Task Force that outlined a number of action items guiding Staff’s work towards upholding and supporting DEI in all areas of City business. This report presents an update on the Task Force action items and discusses additional operational changes and best practices that Staff has pursued, and continues to pursue, in the spirit of the DEI focus.

Task Force Initiatives
Attachment 1 is an update on the City’s implementation of the recommendations stemming from 367

the Task Force’s report, the second such update on this work (the last update was provided in April 2023). Of the 37 action items, 18 have been completed, eight are in progress, 10 are ongoing, and one has not yet been started. Updates are provided in bold on the report.

Of particular note are the following:
 Goal PI-5: The City will establish a Behavioral Health Unit within Dublin Police Services.

The Behavioral Health Unit will be staffed by two licensed therapists and a supervisor from the ACSO Youth and Family Services Bureau.

Update: During this past year, the City was able to fully staff the BHU unit with the third clinician. BHU staff now receive approximately 20 case referrals on a monthly basis.  Goal IP-3: The City will translate much of the City communications into the top three languages spoken in Dublin. Key communications include City emails, website content, annual reports, and social media content. Staff will evaluate other translation options for other City publications.

Update: All City press releases are now translated into Spanish, Hindi, Mandarin, and simplified Chinese, and sent to media outlets which reflect the City's demographics including Yo India, World Journal (Chinese), El Observador, El Reportero, India West, and El Mundo. The City’s website has translation services built into the site. Social media sites can be viewed in different languages by users.
 Goal CO-2: The City will establish additional channels for two-way communication with all City residents.

Update: There has been a measurable increase in direct communication via social media.

For example: 1) In 2023, private messages on Facebook were up 650% year over year; 2) Instagram inbound messages spiked 4.7% in 2023 after a 97% spike in 2022; 3) In 2023, we added 3,357 Instagram followers (7,000 total) and increased our reach year over year by 414%; 4) In 2023, we added 792 Facebook followers (2,500 total). Content reach was only up .5% despite a 109% increase in profile visits. As mentioned, people are utilizing direct messaging on Facebook compared to prior years.
 Goal O-2: The City will provide ongoing DEI training for all City staff. This should include training specific to work roles, e.g., Communications Manager and Communications Analyst.

Update: Human Resources Staff is looking at options for a hybrid DEI training model in which in-person, all-employee sessions are provided annually, and supplemented with a deeper-dive into a specific topic on a quarterly basis. Staff have identified four potential vendors that provide such services and will look to engage in a contract with one in summer 2024.
 Goal O-3: The City will embed DEI into the work and culture of the City, which includes developing a City DEI process and decision-making checklist.

Update: Human Resources Staff has drafted a Diversity, Equity, Inclusion, and Belonging (DEIB) Program for employees that memorializes the City’s commitment to conducting 368

business through a DEIB lens, and what that means for employees and their work. The City Manager’s Office is reviewing the draft and anticipates releasing it when the DEI Staff training is implemented.

Other Initiatives
Inclusionary and Accessible Employment
Through its partnership with Futures Explored and the WIN (Workforce Inclusion Network) for All program, the City has hired 15 individuals with Intellectual/Developmental Disabilities (I/DD) in a variety of positions in the Parks and Community Services Department. This collaboration holds significant value for Dublin, as it creates equitable access to programs and opportunities and increases awareness in the workforce regarding working with adults with disabilities.

Hiring Practices
Human Resources Staff has incorporated DEI best practices in the City’s recruiting and hiring practices including:
 Implementing a blind rating of applicants.
 Utilizing diverse and inclusive external panels for conducting interviews.  Providing brief trainings to panels about identifying and avoiding common biases prior to the interview processes.

Employment Benefits
In fall 2023, the City Council approved a number of changes to the City’s benefit structure to provide equity across levels of the organization. Changes included:
 Expanding the leave cash-out opportunity from management employees to all employees.  Restructuring City medical contributions to not disproportionately burden those with families.
 Adding a floating holiday and converting an under-utilized leave bank to floating holiday so employees can choose additional days off to honor their religion, culture, or heritage.  Adding the option, where feasible for City business, of a 9/80 schedule to provide an opportunity for work-life balance for positions that cannot work remotely.  Creating the framework for equity analyses when new employees are hired and during the promotion process.

Communication Boards
Parks and Community Services Staff is pursuing the procurement and installation of Communication Boards at City parks. Communication Boards are pictorial displays designed by speech pathologists to bridge the communication gap for people of all abilities. They are available in multiple languages and are fully customizable. These boards will enhance communication and interaction in the City’s play spaces.

STRATEGIC PLAN INITIATIVE:

None.
369

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Community Task Force Action Items – Status Update
370
REF. STATUS
TC-1 Ongoing
P-1 Completed
P-2 Ongoing
P-3 Ongoing
P-4 In Progress
P-5 Completed
DT-1 Not Started
DT-2 Completed
DT-3 Completed
DT-4 Completed
DT-5 In Progress
C-1 Completed
C-2 Completed
DPS will explore ways to collect and report data regarding de-escalation annually to monitor the effectiveness of current de-escalation practices, as well as identify when new practices may be necessary.

De-escalation training is provided on an ongoing basis during daily b riefings, as well as in annual and specialized trainings. DPS has evaluated their new report writing system and has determined there is no way to accurately define the criteria for the tracking of de-escalation qualifying events.

The City will enact an Administrative Policy which states that the City will issue a press release within 72 hours after every incident involving use of lethal force by DPS. The City Manager approved this Administrative Policy on September 15, 2022.

DPS will develop cards for DPS to provide with information on how to make a complaint or commendation, and develop additional methods for residents to file DPS complaints and commendations either through electronic means or voicemail .

This information is printed on the back of each officer's business card.

Information on how to file a complaint/commendation is avai lable on the ACSO and DPS websites and includes an electronic submission form.

In instances where there is a DPS officer involved shooting or use of force resulting in great bodily injury or death, DPS will make the AB71 and SB1421 data publicly available on the City's Data Transparency Platform.

This data is available on the Dublin Police Services Open Data Portal.

DPS will publish information regarding DPS complaints and commendations data on the City 's Data Transparency Portal This data is available on the Dublin Police Services Open Data Portal.

DPS will publish the demographic data of DPS officers on an annual basis on the City's Data Transparency Portal. This data is available on the Dublin Police Services Open Data Portal.

The City will establish a Behavioral Health Unit within Dublin Police Services. The Behavioral Health Unit will be staffed by two licensed therapists and a supervisor from the ACSO Youth and Family Services Bureau.

DPS launched the Behavioral Health Unit in July 2022. A supervisor and two clinicians have been hired. To date, they have been following up on casework and have proven to be valuable. The City has submitted an earmark request to fund an additional third clinician. During this past year, the City was able to fully staff the BHU unit, with the third clinician. BHU staff now receive approximately 20 case referrals on a monthly basis.

All Racial and Identity Profiling Act of 2015 (RIPA)-required stop data will be published on the City's Data Transparency Platform on an annual basis to help establish benchmarks in reducing non-violent police interactions. This will include stop data in the following areas: (1) Perceived race/ethnicity, (2) Primary basis for the stop, (3) Whether consent was given or if there was probable cause.

RIPA Data for ACSO/DPS has yet to be made available. It will be added to the Dublin Police Services Open Data Portal when available.

The City will monitor the development of the Alameda County Sheriff Oversight Board and Inspector General Position. Should the Oversight Board be created, the City will advocate for the City to have a dedicated seat on the Board to make sure the City's specialized interests are represented.

Staff continues to monitor the development of the Alameda County Sheriff Oversight Board. Staff has advocated for a dedicated seat by making public comments at the July 9, 2021 and May 19, 2022 Public Protection Committee Meetings, as well as at the December 14, 2021, January 20, 2022, and April 11, 2022 Public Town Hall Meetings.

The City Manager will request that the Police Chief consider the following additional criteria when hiring law enforcement personnel: (1) Residents of Dublin, (2) Race/gender/ethnicity/sexual orientation reflective of the City's demographics, (3) Community policing experience, (4) Experience working in diverse communities and/or on diverse teams. The City Manager will meet with the Police Chief to review the hiring criteria and DPS demographic The DEI Task Force recommendations are taken into consideration when hiring new personnel for DPS. The City Manager has incorporated this into ongoing discussions with the DPS Chief.

The City will implement a multidisciplinary mobile crisis team for non-violent situations. The team should consist of a licensed behavioral health provider, an emergency medical technician, and a social worker, who would be dispatched through 911 calls and would attend to non-violent situations.

The Alameda County Community Assessment and Transport Team (CATT) has conducted training with DPS personnel. The City has requested for additional CATT resources for the City and Tri-Valley Region. Staff will continue to monitor this. In addition, both the CATT team and BHU has has provided additional training at shift briefings to ensure staff are aware of the resources available to them.

DPS will identify ways to expand training offerings for officers, either through muster room briefings, independent study/self-paced trainings, additional training days or other appropriate methods of training. These mandatory trainings should cover (1) Implicit bias, (2) Understanding languages and cultural responsiveness, (3) Understanding people with disabilities, (4) Community policing, (5) Use of Force/De- escalation, (6) Leadership, professionalism, and ethics.

Each of these training topics are covered, at a minimum, on an annual basis and are put on by the Alameda County Sheriff's Office at Continued Professional Training, Firearms Range Training, and daily briefings prior to shifts. In addition, the Behavioral Health Unit has provided training on several of these topics to DPS staff. DPS hosted two training classes for staff covering "Community Policing in the 21st Century to Embrace Conflict." DPS will evaluate and form a Chief's Advisory Group. This group will act in an advisory capacity and provide feedback to the Police Chief on ways to enhance police- community relations in Dublin. DPS and the City will organize a public workshop on the topics included in the recommendation.

DPS established the Chief's Advisory Panel, which held its first meeting on February 23, 2023. As of February 20, 204, DPS has hosted four meetings, the most recent on February 6, 2024.

RECOMMENDATION NOTES
Attachment 1
371
REF. STATUS

RECOMMENDATION NOTES
PR-1 Ongoing
BC-1 Completed
BC-2 Completed
BC-5 Completed
BC-6 Completed
IP-1 Completed
IP-2 Ongoing
IP-3 Ongoing
IP-4 Completed
IP-5 Completed
The City will form a focus group of community members to provide feedback on the 2021 Splatter festival to identify ways to further enhance the event to include more multi-cultural elements.

Parks staff held a focus group meeting on May 4, 2022 with attendees from the Community Task Force , Heritage and Cultural Arts Commission, Human Services Commission, Senior Center Advisory Committee, and Parks and Community Services Commission. The resulting suggestions for Splatter 2022 were presented to the City Council on September 6 , 2022. They included: (1) Utilizing food to focus on cultural diversity. The Task Force believed that one of the best representations of a culture is its food, and recommended providing a diverse selection of food vendors and developing a " small plates" program that allows festivalgoers to sample from multiple vendors rather than choosing just one for a meal. (2) Further developing the passport/scavenger hunt activity that helps festivalgoers engage in all the different multicultural-themed activities. (3) Continue expanding the inclusion of multicultural music and entertainment throughout the festival. (4) Utilizing books and story reading to highlight and represent the community's diversity and to share stories from different cultures .

The City will promote local restaurants and small businesses that are owned and operated by under-represented groups through new and existing local events .

The City created the "Taste the World" passport campaign which highlighted a variety of different cuisines offered in Dublin.

The City now coordinates the promotion of local restaurants with cultural events like Lunar New Year onsoc ial media.

The City will develop a program of quarterly Town Hall community meetings. The meetings will be topic-specific, hosted by the Mayor and a Councilmember. One meeting each year will be reserved for DEI-related topics.

The City launched "Live! With the Dublin City Council" in May 2022 and held four quarterly meetings in the first year . Despite many efforts to engage the community in these quarterly meetings, attendance was quite low. The program was cancelled after April 2023.

The City will collect data on artists and artistic diversity represented in Dublin and include the data on the City's Public Art webpage.

The City's Public Art Collection is now available for display on the City website. Artists names and known relevant information is included. As future public art projects are developed, artist background information will be requested and included on the City website to better showcase artistic diversity.

The City will translate much of the City communications into the top three languages spoken in Dublin. Key communications include City emails, website content, annual reports , and social media content. Staff will evaluate other translation options for other City publications.

The City has an on-call agreement with a translation service to translate key documents into three main languages spoken in Dublin. The City provided translated content during the district-based elections process and has translated information regarding the City's passport processing program.

All City press releases are now translated into Spanish, Hindi, Mandarin, and simplified Chinese and sent to media outlets which reflect the City's demographics including Yo India, World Journal (Chinese), El Observador, El Reportero, India West, and El Mundo. The City’s website has translation services built into the site. Social media sites can be viewed in different languages by users.

Commission applications will request demographic information (e.g., race, gender, age, income level, etc.) as well as include DEI-focused questions.

Board and Commission applications now include questions that request demographic information. Applications also include DEI- focused questions.

The City will review and evaluate the procedures and processes for collection and retention of information regarding commission applicants, as well as Inside Dublin graduates, and determine if the processes and procedures need to be amended to ensure that opportunities to serve on Commissions are being shared with Commission applicants and Inside Dublin graduates.

Past applicants and Inside Dublin participants have been notified of open recruitments.

The City will create a formal certification and mentor program that prepares Dublin residents to serve on Commissions.

Commission/committee applications now include a question about previous participation in Inside Dublin. In addition, the City Clerk's presentation at Inside Dublin includes an emphasis on commissions and committees. Outgoing commissioners now receive a note from the City Manager with a form asking them to sign up to mentor new commissioners.

The City will hire a police/community liaison to enhance collaboration between the Dublin Community, Dublin City Council, Staff, Dublin Police Services, and the Alameda County Sheriff's Office. The liaison will also work with advocacy groups, including but not limited to Las Positas College, NAMI, NAACP, and ACLU.

John Stefanski and Officer William Cowens have been identified as the community liaisons. An introductory letter was send to the aforementioned organizations on March 22, 2023. The liaisons will meet with those groups who respond with a request to meet. As of September 2023, Colleen Tribby, Assistant CIty Manager has replaced John Stefanski as the community liaison representing the City. Officer Cowens continues to represent DPS in this endeavor.

The City will ensure that all Board, Commission, Committee and Task Force (collectively referred to as Commissions or Commission) vacancies are posted on the City 's monthly newsletter, "Backyard Brief", as well as all other City publications and communication vehicles, and that Council Members, City Staff, and commissioners, as well as local nonprofits, faith-based organizations, and DUSD are notified of such vacancies and encouraged to promote participation by City residents.

Administrative Policy 1.9 was updated with language stating "All recruitments will be posted in the City's monthly newsletter, as well as other City publications and communication vehicles, and distributed to local nonprofits, faith-based organizations, and DUSD." The City now posts these openings in the Backyard Brief, newsflashes, and social media posts.

The City Clerk has compiled a list of these organizations and their contact information for future openings. 372
REF. STATUS

RECOMMENDATION NOTES
IP-6 Ongoing
IP-7 Ongoing
IP-8 Ongoing
IP-9 In Progress
CF-1 Completed
CF-2 Completed
CF-3 In Progress
C0-1 Ongoing
The City will enhance efforts to inform Dublin residents on how to submit requests for additional classes that are reflective of the City's diversity.

Staff sent out two customers service satisfaction surveys which include a section for class requests. These will continue to be sent out each season. Post-program/class surveys now include an open-ended question for residents to submit requests for other types of programs. Beginning in spring 2023, the Activity Guides will include a link to post-program surveys. The post- program survey link (QR code) is now provided in the Activity Guide.

The City will collaborate with the Alameda County Public Library to increase the selection of books by authors and illustrators who represent the diversity of Dublin (i .e. language, culture, ability, gender, etc.).

The Dublin Senior Center has added a new language library including approximately 200 books in different languages such as Chinese, Hindi, Arabic, and Farsi, donated by the Dublin Rotary. As a result of community workshops, the Library's 2019-2024 Strategic Plan includes Justice, Equity, Diversity & Inclusion as one of its strategic areas of exploration. In addition, the Library completed a diversity audit with a commitment to purchase more titles from diverse voices with a focus on local authors and publishers. The Library also refreshed their Parenting Collection as part of the Healthy Families, Healthy Homes initiative, and has ordered relevant works in languages spoken in the community to place in the children's area . This helps a diverse group of busy families and caregivers conveniently find popular parenting topics .

The City will establish regular touchpoints and communications with a diverse group of community leaders and local organizations
As mentioned in PR-1, John Stefanski and Officer William Cowens have been identified as the community liaisons. An introductory letter was send to the organizations listed in PR-1 on March 22 , 2023. The liaisons will meet with those groups who respond with a request to meet. As of September 2023, Colleen Tribby, Assistant CIty Manager has replaced John Stefanski as the community liaison representing the City.

The City will collect demographic and experiential data to identify barriers and challenges to help inform development of an equitable Human Services Grant application and funding process .

As part of the application process, organizations must provide demographic information on who they anticipate they will serve, including income level and ethnicity. Each applicant must give a presentation to the Human Services Commission and report on how the grant funding was used. Staff uses these reports to inform future decision making.

The City will add to the Human Services Grant Application a supplemental questionnaire which asks applicants to provide information on the demographics of the organizations beneficiaries and targeted DEI-related questions.

Applicants must provide anticipated demographic information on their beneficiaries (this is asked for CDBG only but will be expanded to include all). Applications are rated on the extent their project will ensure non-Engl ish speakers, people with disabilities, people experiencing homelessness, seniors, and low-income families or individuals can access the proposed program or activities. The following question was added to the application: "The City Council updated Dublin's Mission, Vision, and Values to include lnclusivity, Diversity, and Equity. How does your project further these values?" The City will develop a comprehensive, ongoing DEI training program for Human Services staff to embed DEI principles into the work of Human Services Grant program.

A Special Meeting of the Human Services Commission took place in July 2022 to discuss the rating of applications and to revise the rating sheet. This will continue once the new Alameda County Needs Assessment is completed. The Needs Assessment will guide qualitative data collection, ensuring all groups are represented in a culturally competent manner. Staff will continue to stress the City's Mission, Vision, and Values, which include the DEI principles, and incorporate these into Citywide trainings being offered.

The City will display public art that represents the community's diversity and utilizes the public art fund in an equitable manner that encourages creation of art that represents diverse perspectives.

No permanent public art projects have started. For temporary projects, Staff has established criteria that proposals must align with the City's mission and vision, and artists are to review the City's existing collection and propose projects that are unique from previous works. During the selection phase, works that represent the City's mission and vision, including diversity, equity, and inclusion, have been selected. For example, the Little Library Box by artist Deirdre Weinberg of San Francisco, which includes quotes by contemporary authors, African American Authors, LGBTQ authors, and children's authors. In September 2023, public art at Heritage Park was unveiled that includes a bronze sculpture representing an Ohlone tribal member, in celebration of the original inhabitants of the land.

The City will proactively recruit instructors and intentionally seek class offerings that represent the diverse cultures and ethnicities in Dublin.

Using the survey from recommendation IP-8, Staff proactively recruited for the following instructors/classes: Spanish, Mandarin, Elementary Sewing, Hip Hop Break Dance, and Mandala Pot Art. Staff also expanded current yoga offerings, adding Senior Yoga. Staff is also currently recruiting instructors for classes to be offered at the DUblin Arts Center, including Classical Indian Dance and Bollywood Dance.
373
REF. STATUS

RECOMMENDATION NOTES
C0-2 In Progress
C0-3 In Progress
C0-4 Completed
0-1 Completed
0-2 In Progress
0-3 In ProgressThe City will embed DEI into the work and culture of the City, which includes developing a City DEI process and decision-making checklist.

Human Resources Staff has drafted a Diversity, Equity, Inclusion, and Belonging (DEIB) Program for employees that memorializes the City’s commitment to conducting business through a DEIB lens, and what that means for employees and their work. The City Manager’s Office is reviewing the draft and anticipates releasing it when the DEI Staff training is implemented.

The City will review social media policies and initiate social media campaigns to boost followers of the City's official social media accounts, as well as establish criteria and policies for posting content with a DEI lens.

Communications staff is conducting a review of the City's Social Media Policy and will update it to include criteria for posting content with a DEI lens. Communications staff pays close attention to “special days” throughout the year, and creates social media graphics to promote the various holidays and initiatives celebrated by our City’s residents.

The City will engage with the community to revise the City Social Media calendar as follows: (1) Lunar New Year- change wording from "Chinese", (2) Remove Cinco De Mayo, and/or use the opportunity to inform about its true history and discourage stereotyping, (3) Explore adding another holiday that is meaningful to Dublin Latino/a community, e .g. Latin American Independence September 15-16, and (4) Larry ltliong Day, October 25.

Staff deleted Cinco de Mayo from the social media calendar, added Cesar Chavez Day in March, and added Larry ltliong Day in October. Staff also created a longer list of important dates for social media posts in order to call out celebrations from community members of different heritages/religious beliefs.

The City will collect the following data sets: disaggregated data on specific languages spoken at home, and disaggregated ancestry data on Asian Americans in Dublin.

Staff reached out to obtain primary language information from the language specialist at DUSD . The 2023 Community Survey will include a question soliciting specific languages spoken at home. The Community Survey, provided in three languages, collected demographic information including predominate languages spoken in the home as well as ethnic background.

The City will provide ongoing DEI training for all City staff. This should include training specific to work roles, e.g., Communications Manager and Communications Analyst.

Human Resources Staff is currently identifying a vendor for DEI training of all City personnel to take place at the end of the current fiscal year. This training will also be required for new hires within three months of their start date. Staff is evaluating a simplified version for temporary staff. Staff is looking at options for a hybrid DEI training model in which in-person, all- employee sessions are provided annually, and supplemented with a deeper-dive into a specific topic on a quarterly basis.

Staff have identified four potential vendors that provide such services and will look to engage in a contract with one in summer 2024.

The City will establish additional channels for two-way communication with all City residents.

Staff now sends translated press releases and news flashes to media outlets which reflect the City's demographics. The City’s social media sites have grown tremendously in the past two years and enable the community to communicate with the Public Information Office. Staff created a Threads account to the other seven City social media accounts – five for the City of Dublin and two for The Wave. There has been a measurable increase in direct communication via social media. For example: 1) In 2023, private messages on Facebook were up 650% year over year. There’s still room to grow here, as the giant spike is largely due to minimal private messages in 2022 and even fewer in 2021; 2) Instagram inbound messages spiked 4.7% in 2023 after a 97% spike in 2022; 3) In 2023, we added 3,357 Instagram followers (7,000 total) and increased our reach year over year by 414%; 4) In 2023, we added 792 Facebook followers (2,500 total). Content reach was only up .5% despite a 109% increase in profile visits. As mentioned, people are utilizing direct messaging on Facebook compared to prior years. 374
Report on City’s Efforts
Advancing DEI
City Council Meeting – Item 7.2
February 20, 2024
375
Update on DEI Efforts
• Action items from Community Task Force
(approved by City Council in 2021)
• Additional items identified by Staff (through
DEI lens)
• Update will inform upcoming Strategic
Planning
376
Task Force Action Items
Policing – Training Curriculum / Policies and Procedures • DPS hosted staff training on "Community Policing in the 21st Century to Embrace Conflict”, and four Chief’s Advisory Panel meetings
• CATT and BHU teams provided staff training on resources available. • BHU unit is fully staffed with a supervisor and three techs; 20 case referrals per month.

Citywide – Inclusive and Accessible Programming and Events • City press releases are translated into Spanish, Hindu, Madarin, and simplified Chinese and sent to a variety of media outlets.
• Translation services provided on City website.
377
Task Force Action Items
Citywide – Inclusive and Accessible Programming and Events, cont. • Public art at Heritage Park includes a representation of an Ohlone tribal member, in celebration of the original inhabitants of the land.
• Staff is recruiting instructors for classes to be offered at the Dublin Arts Center, including Classical Indian Dance and Bollywood Dance.
• Use of post-program survey.

Citywide – Communications
• Measurable increase in direct communication via social media. • Increased messaging on Facebook and Instagram; additional users added. 378
Task Force Action Items
Citywide – Other (Data, Training, Operations)
• Community Survey was provided in three languages and collected data on predominate language spoken and ethnic background.
• Staff is working on a DEI training program (annually as well as topic-specific on a quarterly basis).
• CMO is reviewing the draft Diversity, Equity, Inclusion, and Belonging Program for employees.
379
Additional Work
Inclusionary and Accessible Employment
• Partnership with Futures Explored and the WIN (Workforce Inclusion Network) for All program, the City has hired 15 individuals with Intellectual/Developmental Disabilities (I/DD) in a variety of positions in the PCS Department.

Hiring Practices
• Implementing a blind rating of applicants.
• Utilizing diverse and inclusive external panels for conducting interviews. • Providing brief trainings to panels about identifying and avoiding common biases prior to the interview processes.
380
Additional Work
Employment Benefits
• Expanded the leave cash-out to all employees.
• Restructured medical contributions to not disproportionately burden families. • Added a floating holiday for employee use to honor their religion, culture, or heritage. • Added 9/80 schedule to provide an opportunity for work-life balance for positions that cannot work remotely.
• Created the framework for equity analyses when hiring or promoting.

Communication Boards
• Pictorial displays designed by speech pathologists to bridge the communication gap for people of all abilities.
• Staff are looking at providing these in the City’s play spaces. 381
Thank you
382

STAFF REPORT

CITY COUNCIL

Agenda Item 8.1
DATE: February 20, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Library Tenant Improvements - Concept Plan
Prepared by: Michael Boitnott, Capital Improvement Program Manager EXECUTIVE SUMMARY:

The City Council will receive a report and provide direction on the Library Tenant Improvements Concept Plan.

STAFF RECOMMENDATION:

Receive the presentation and provide direction.

FINANCIAL IMPACT:

As approved in the 2022-2027 Capital Improvement Program (CIP), the total funding for Library Tenant Improvements Project, CIP No. GI0521, is $2.84 million. Costs are dependent on a variety of factors, including construction work hours, library service hours, and library closures for construction activities. A full library closure during construction results in the lowest cost, while modified operating hours and an after-hour construction schedule result in higher costs.

Library Tenant Improvement Project Cost Estimates, in Millions Concept Plan
Low High
Total Project Costs $2.84 $4.11
Additional Funding Needed $0.00 $1.27
383

DESCRIPTION:

The Library Tenant Improvements Project, CIP No. GI0521, (Attachment 1) was approved in the 2022-2027 Capital Improvement Program (CIP) with funding for the planning and design phase beginning in Fiscal Year 2022-23. The project provides for the design and construction of improvements to the Dublin Library, including the completion of 5,150 square feet of currently unoccupied space within the library building.

Community Input Process
In early 2023, Staff began collecting input from the community about potential uses for the expanded library space via the City’s annual Community Survey. In April 2023, a public survey specific to library improvements was distributed electronically citywide. As a result of the public outreach, the City received 814 responses to the survey (Attachment 2).

Survey Results and Concept Plan
In July 2023, Staff engaged LPA Design Studios from the City’s approved list of on-call architectural consultants to assist with the project. The consultant team developed a Concept Plan (Attachment 3) after analyzing the survey results and receiving feedback from Alameda County Library Staff and City Staff. The resulting Concept Plan includes the following:
 Remodel of existing shell space for adult collection expansion.  Addition of two new small group study rooms.
 Addition of one large flex space for programmed events, classes, and daily group use.  Expansion of children’s area to approximately 6,650 square feet.  Partial replacement of and addition to the collection shelving.  Additional storage space to support programs.

The total cost (including soft costs) of constructing the Concept Plan is estimated to range from $2.84 million - $4.11 million, depending on the construction schedule.

Library Operating Hours and Construction Costs
Project costs are dependent on the scope of improvements and whether the library is closed during construction activities. Full closure during construction results in the shortest construction duration and lowest construction cost. Minimizing disruption of the library’s current operating hours, and scheduling construction activities mainly at night, results in an extended construction duration and higher construction costs.

Staff is seeking direction on the Library Tenant Improvements Concept Plan. In conjunction with the approvals, Staff is seeking direction from the City Council to work with Alameda County Staff to coordinate library operating hours with the project construction schedule. Staff will incorporate the updated project budget into the next CIP update for City Council approval, including proposed sources to cover the funding gap.

Additional Improvement Items
In addition to the Concept Plan, Staff has determined that there are additional improvements 384

needed to address the age of the building, which is now 21 years old. Staff will be back to the City Council to provide more details, including costs associated with these improvements and possible funding sources at an upcoming meeting. Collectively, these improvements will be incorporated into an updated CIP project budget.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) CIP No. GI0521
2) Survey Results
3) Library Tenant Improvements Concept Plan
385
Number GI0521 Program GENERAL
PRIOR
YEARS
2022-2023
BUDGET 2023-2024 2024-2025 2025-2026 2026-2027
FUTURE

YEARS TOTALS
9100 $ 62,510 $62,510
9200 $292,885 $200,000 $492,885
9400 $1,460,270 $800,000 $2,260,270
9500 $20,000 $20,000
$1,835,665 $1,000,000 $2,835,665
PRIOR
Y
EARS
2022-2023
BUDGET 2023-2024 2024-2025 2025-2026 2026-2027
FUTURE

YEARS TOTALS
4100 $ 1,745,665 $1,745,665
6205 $90,000 $90,000
1001 $1,000,000 $1,000,000
$1,835,665 $1,000,000 $2,835,665
ANNUAL OPERATING IMPACT $ 8,000 $8,000 $8,000
Improvements
M
iscellaneous
2022-2027 CAPITAL IMPROVEMENT PROGRAM
E

STIMATED COSTS

FUNDING SOURCE

LIBRARY TENANT IMPROVEMENTS
TOTAL
General Fund
TOTAL
Public Facility Fees
Internal Service Fund -
Facilities
Salaries & Benefits
Contract Services

PROJECT DESCRIPTION
This project provides for the design and construction of tenant improvements to the Dublin Library, including completion of 5,150 square feet of currently unoccupied space within the library building. The 37,000 square-foot library building was completed in Fiscal Year 2002-03, however only 30,000 square feet was occupied. In Fiscal Year 2016-17, a tenant improvement project was completed which opened an additional 1,850 square feet of space adjacent to the children's area. This project will open the remaining 5,150 square feet of building area for library and community use. Improvements may include removal of interior walls and the installation and modification of shelving and fixtures; carpet replacement; and repainting. Planning and preliminary design is anticipated to begin in Fiscal Year 2023-24.

ANNUAL OPERATING IMPACT: $8,000
MANAGING DEPARTMENT: Public Works
Attachment 1
386
Surveys Sent: 37,451 Responses: 814
Question: The number of people in your household
Choices Amount Percentage
1-2 141 17.3%
3-4 549 67.4%
5-6 120 14.7%
Over 7 4 0.5%
141
549
120
4 17.3%

67.4%

14.7%

0.5%
1-2
3-4
5-6
Over 7
0 100 200 300 400 500 600
Dublin Library Improvements Survey Results Attachment 2 387
Surveys Sent: 37,451 Responses: 814 Total ages inputted 2,135 Question: Ages of people in your household who use the Dublin Library Ages Amount Percentage Ages Amount Percentage
10-12 303 14.2% 16-17 76 3.6%
7-9 248 11.6% Over 70 66 3.1%
40-44 247 11.6% 65-69 63 3.0%
45-49 190 8.9% 18-20 58 2.7%
13-15 186 8.7% 60-64 52 2.4%
4-6 178 8.3% 55-59 48 2.2%
50-54 127 5.9% 30-34 20 0.9%
35-39 124 5.8% 21-24 19 0.9%
1-3 113 5.3% 25-29 17 0.8%
303
248
247
190
186
178
127
124
113

14.2%

11.6%

11.6%

8.9%

8.7%

8.3%

5.9%

5.8%

5.3%
10-12
7-9
40-44
45-49
13-15
4-6
50-54
35-39
1-3
0 50 100 150 200 250 300 350
388
Surveys Sent: 37,451 Responses: 814
Question: How often have you or someone in your household visited the Dublin Library in the last 12 months
Choices Amount Percentage
Zero 93 11.4%
1-5 times 267 32.8%
6-12 times 221 27.1%
13-24 times 129 15.8%
More than 24 104 12.8%
93 267
221
129
104

11.4%

32.8%

27.1%

15.8%

12.8%
Zero
1-5 times
6-12 times
13-24 times
More than 24
0 50 100 150 200 250 300
389
Surveys Sent: 37,451 Responses: 814
Question: Would you be more likely to attend a library program presented in a language other than English
Choices Amount Percentage
Yes 153 18.8%
No 661 81.2%
153
661

18.8%

81.2%
Yes
No
0 100 200 300 400 500 600 700
390
Surveys Sent: 37,451 Responses: 814 Total Answers: 115
Question: If you answered "yes" to question 4, what languages would you like to see other than English
Language Amount Percentage Language Amount Percentage
Hindi 27 23.5% Vietnamese 2 1.7%
Spanish 27 23.5% Arabic 1 0.9%
Chinese 22 19.1% Asian Language 1 0.9%
Telugu 14 12.2% ASL 1 0.9%
Tamil 13 11.3% Bengali 1 0.9%
Mandarin 12 10.4% Farsi 1 0.9%
Korean 9 7.8% German 1 0.9%
Cantonese 6 5.2% Italian 1 0.9%
Gujarati 5 4.3% Japanese 1 0.9%
Tagalog 4 3.5% Punjabi 1 0.9%
Kannada 2 1.7% Russian 1 0.9%
Portuguese 2 1.7%
27 27
22 14
13 12
9 6

23.5%

23.5%

19.1%

12.2%

11.3%

10.4%

7.8%

5.2%
Hindi
Spanish
Chinese
Telugu
Tamil
Mandarin
Korean
Cantonese
0 5 10 15 20 25 30
391
Surveys Sent: 37,451 Responses: 814
Question: Would you be interested in a dedicated history section of the Library? Choices Amount Percentage
Yes 310 38.1%
No 169 20.8%
Maybe 335 41.2%
310
169
335

38.1%

20.8%

41.2%
Yes
No
Maybe
0 50 100 150 200 250 300 350 400
392
Surveys Sent:

Question:
37,451 Responses: 814 How
How much do you value the following library services?
Very Important Somewhat Not N/A
Access to computers/tablets 30.1% 23.2% 19.5% 18.2% 9.0% Access to Wi-Fi 53.4% 19.8% 12.9% 9.6% 4.3%
Books 88.6% 9.7% 1.0% 0.6% 0.1%
eBooks 50.9% 22.0% 18.2% 6.6% 2.3%
Programs/classes for 0-13 yrs. 40.9% 23.2% 15.1% 5.5% 15.2% Programs/classes for 14-17 yrs. 33.2% 25.4% 17.8% 6.6% 17.0% Programs/classes for adults 29.5% 26.5% 28.1% 11.5% 4.3% Study Rooms 35.9% 24.8% 20.1% 9.3% 9.8%
Individual Seating 48.8% 28.6% 15.1% 4.3% 3.2%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Access to computers/tablets
Access to Wi-Fi
Books
eBooks
Programs/classes for 0-13 yrs.

Programs/classes for 14-17 yrs.

Programs/classes for adults
Study Rooms
Individual Seating
Very Important Somewhat Not N/A
393
Surveys Sent: 37,451 Responses: 814
Question: List importance from most to least
Rank Option Score
1 Separate space for adults and children 100
2 Increased number of books/magazines 90
3 Themed children's area 80
4 Quiet spaces for study 70
5 STEM learning stations 60
6 Increased number of music/movies/media 50
7 Meeting rooms with technology 40
8 Spaces for socializing 30
9 Adult themed area 20
Separate space for adults and children
Increased number of books/magazines
Themed children's area
Quiet spaces for study
STEM learning stations
Increased number of music/movies/media
Meeting rooms with technology
Spaces for socializing
Adult themed area
1 2 3 4 5 6 7 8 9
394
Surveys Sent: 37,451 Responses: 814 Answers: 128
Question: What improvements would you like to see made to the existing Dublin Library space
This list summarizes the responses received from participants (in alphabetical order) Café/Vending machine
Childrens books
Childrens play area
Comfy chairs
Drive-up book return
Extended hours
More books, eBooks, audio books
More quiet space
More staff
Open on Fridays
Open on Fridays
STEM activities
395
•
•
•
•
•
Attachment 3
396
397
398
399
400
401
February 20, 2024
Library T enant Improvements
Concept Plan
402
Library T enant Improvement Survey Results & Concept
• Expanding Children’s area, 6,650 square
feet.
• Add 2 new small group study rooms.
• Add a large flex space.
• Remodel existing shell space for Adult
collection expansion.
• Partial replacement and added
collection shelving.
• Addition of storage space for programs.

No Work
This Area
403
Library T enant Improvement Preferred Concept
No Work
This Area
404
Library T enant Improvement Concept
No Work
This Area
405
Library T enant Improvement Concept
No Work
This Area
406
Library T enant Improvement Concept
No Work
This Area
407
Library T enant Improvement Concept
Expanded Area with Flex Space 408
Library T enant Improvement Concept
Axonometric View
No Work
This Area
409
Staff Recommendation
• Receive the Presentation and Provide
Direction.
410

STAFF REPORT

CITY COUNCIL

Agenda Item 8.2
DATE: February 20, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Village Parkway Reconstruction – Conceptual Plan and Additional Improvement Items
Prepared by: Laurie Sucgang, City Engineer
EXECUTIVE SUMMARY:

The City Council will consider approval of the conceptual plan for the Village Parkway Reconstruction Project as well as additional improvement items to include as part of the design and construction of the project.

STAFF RECOMMENDATION:

Receive the presentation and approve the conceptual plan for the Village Parkway Reconstruction Project including the additional improvement item related to the wall replacement.

FINANCIAL IMPACT:

As approved in the 2022-2027 Capital Improvement Program (CIP), the total budget for the Village Parkway Reconstruction Project (CIP No. ST0323) is $18 million. However, construction of the project is now estimated to range between $24 to $40 million, with total project costs between $30.0 and $50.0 million.

Existing funding sources include General Fund Reserves ($10.0 million), State Gas Tax ($400,000), and the Measure BB Local Streets Fund ($450,000). In October 2023, the City Council approved a grant application for funding from the State Transportation Improvement Program (STIP) in the amount of $9,150,000 to assist in closing the funding gap (Resolution No. 109-23). STIP funding for construction is anticipated to be available in Fiscal Year 2027-28.

This brings the total identified funding sources to $20 million. Additional funding will be required before the project can be bid for construction.
411

DESCRIPTION:

Village Parkway was built and widened in the 1960’s and reconstructed in the early 1990’s. In recent years, Village Parkway has experienced significant pavement distress and settlement, resulting in an uneven pavement surface, uplifted sidewalks, and damaged curb, gutter, and median improvements. In 2020, the City Council established a future Capital Improvement Program (CIP) project and a General Fund Assigned Reserve to begin accumulating funding for the extensive work required on the road. Reconstruction of Village Parkway presents an opportunity to reimagine the streetscape, upgrade it to meet the current and future needs of its users, accommodate all modes of travel, and incorporate complete streets improvements.

The 2022-2027 CIP includes the Village Parkway Reconstruction project (CIP No. ST0323) for the planning, design, and construction to replace the existing pavement and streetscape elements from Amador Valley Boulevard to the northern City limits and transform the segment into a pedestrian- and bike-friendly roadway. In fall 2022, Staff and consultants began the planning and preliminary engineering phase of the project, which includes developing a conceptual plan, meeting with various stakeholders, gathering traffic, pavement, and soil data, and seeking grant funding.

Stakeholder Engagement
Staff presented the project to the Alameda Countywide Bicycle and Pedestrian Advisory Committee (BPAC) on July 21, 2022, September 2, 2023, and November 2, 2023. Other stakeholder meetings were held with Dublin High School, Livermore Amador Valley Transit Authority (LAVTA), Dublin-San Ramon Services District (DSRSD), PG&E, the Community Development Department, and the Alameda County Fire Department. Feedback from all stakeholders was considered and changes were incorporated into the conceptual plan. A summary of key stakeholder input is provided below.
 Improve the rideability of the pavement.
 Improve the narrow sidewalks and potential tripping hazards caused by tree roots uplifting sidewalks.
 Consider that this route is 75% of LAVTA’s ridership. Improve bus interaction with students and bikes at the bus stop adjacent to Dublin High School.  Support for separation of bikes from vehicular traffic and improving pedestrian circulation near Dublin High School.
 Improve corner sight distance at intersections where shrubs and walls are located.  Consider Fire Department requirements for ladder access to future buildings and Zoning Code requirements for setbacks from the property line in the commercial zone/Downtown Dublin Specific Plan area.
 Provide breaks in bike buffer islands for access to fire hydrants.  Consider improvements to the pedestrian crossing at the intersection of Village Parkway and Brighton Drive.
 Evaluate the safety lighting along the corridor and improve where necessary, including pedestrian-level lighting.
 Consider wayfinding signage to key destinations, such as Civic Center, Dublin Library, and 412

the BART stations.
 Ensure that roots from new trees will not interfere with existing sewer line.  Look for opportunities to partner with DSRSD on their proposed water line replacement project.

Feedback from stakeholders also included encouraging the project to pursue a Class IV bikeway and enhanced improvements for pedestrians and mass transit. By incorporating bikeway, sidewalk, and mass transit improvements that benefit pedestrians, bicyclists, and transit users, the project will comply with the Metropolitan Transportation Commission’s (MTC) Complete Streets Policy (MTC Resolution No. 4493), as well as the Dublin Complete Streets Policy (Resolution No. 199-12). The conceptual plan includes protected bike lanes, bus turnouts, pedestrian-friendly sidewalks, and other complete streets elements such as median and buffer islands, high-visibility crosswalks, and Americans with Disabilities Act (ADA) upgrades.

Additionally, by complying with MTC’s Complete Streets Policy, the project is better suited to compete for several funding programs, such as the State Transportation Improvement Program (STIP), and the project will be consistent with the Alameda County Transportation Commission (ACTC) All Ages and Abilities Policy for the Countywide Bikeways Network to address equity, improve connectivity, improve safety, connect activity centers, and close gaps and barriers in the network (ACTC Resolution No. 22-108).

The Dublin Bicycle and Pedestrian Plan includes a recommended project to study Village Parkway between Amador Valley Boulevard and the northern city limit to determine whether a Class I bikeway (multi-use path) or a Class IV bikeway (separated bike lane, protected bike lane) is appropriate and feasible. The Plan also identifies Village Parkway as a High Injury Street for both pedestrians and bicycles. The proposed conceptual plan is consistent with the goals of the Plan to enhance safety, increase walking and biking, improve connectivity, and to enhance accessibility.

In October 2023, Staff submitted a grant application for $9,150,000 from the State Transportation Improvement Program (STIP). The STIP is a multi-year capital improvement program of transportation projects on and off the State Highway System, funded with revenues from the State Highway Account and other funding sources administered by the California Transportation Commission (CTC), including Senate Bill 1. STIP funding for construction is anticipated to be available in Fiscal Year 2027-28.

Project Objectives and Concept Plan
Based on the CIP project description, feedback from stakeholders, and guidance provided from the Dublin Bicycle and Pedestrian Plan, Downtown Dublin Specific Plan, Downtown Dublin Streetscape Plan, and Streetscape Master Plan, a conceptual plan was developed to meet the following project objectives:
 Improve the pavement.
 Improve safety for all users.
 Improve school access.
 Support the Downtown Dublin Specific Plan.
413

The proposed conceptual plan includes the following major elements, which are depicted in the figures that follow.
 New pavement, with two vehicle lanes in each direction.  Wider sidewalks on both sides.
 High-visibility crosswalks.
 ADA accessibility upgrades.
 Class IV Bike Lanes (i.e. separated bike lanes that provide vertical separation from motorists on roadways).
 A landscaped median and buffer islands for the Class IV Bike Lanes.  Protected intersections.
 Enhanced transit facilities.
 Removal of trees that conflict with the existing overhead utility lines.  Replacement of overgrown and aged-out trees and shrubs with low-water use vegetation and replacement of the associated irrigation system.
414

Figure 1: Proposed Concept Plan - Typical Cross-Section Figure 2: Proposed Concept Plan - Rendering of Cross-Section 415

Figure 3: Proposed Concept Plan – Typical Plan View of Intersection Figure 4: Proposed Concept Plan – Protected Intersection Additional Improvement Items – Walls and Overhead Utilities 416

In addition to the pavement, pedestrian, bicycle, and complete streets improvements, Staff evaluated two other potential improvements to enhance the overall streetscape: the replacement or modification of bordering concrete walls and the undergrounding of overhead utilities.

Concrete Walls
Staff evaluated the repair, modification, or replacement of existing residential, rear yard, precast concrete walls that border a significant portion of the project, on both the east and west sides of Village Parkway (shown in Photo 1). Work on these walls will require extensive outreach and coordination with each property owner, as well as a potential need to acquire easements or rights- of-entry from each owner.

Photo 1: Existing Neighborhood Wall
Options considered by Staff include installing a decorative top on the existing wall ($1.7 million), replacing the wall with a pre-cast concrete wall ($2 million), and adding “green screen” vegetation along the wall in addition to making repairs ($3.7 million). Staff recommends a full replacement of the existing wall with a pre-cast, eight-foot concrete wall, as shown in Photos 2 and 3 below. This option has fewer unknowns and less risk when working with existing walls with varying degrees of age, condition, and need for repair or reinforcement. 417

Photo 2: Pre-Cast Wall Example Photo 3: Pre-Cast Wall Example Overhead Utilities
Another potential additional improvement item Staff evaluated is removal of existing overhead utility lines. Running along and above the west side of the roadway, these lines provide electricity and communications services to the adjacent neighborhoods. Many of the existing street tree canopies conflict with these utility lines, as shown in Photo 4.

Photo 4: Existing Overhead Utility Lines
Staff evaluated relocating the existing overhead utility lines into underground conduits. The undergrounding work must occur in advance of the construction of the new pavement and sidewalks, and would require significant coordination with PG&E, AT&T, Comcast, and adjacent property owners. There would be new utility poles installed on side streets and elsewhere to bring the underground utilities back up to maintain service to homes and buildings that retain overhead utility services. There would also need to be new aboveground utility cabinets for transformers and certain telecommunications equipment. This work would likely take between 12 and 18 months in advance of any construction on the roadway.

The estimated cost to relocate utility lines underground ranges from $9 to $12 million. Design, engineering, Staff, and other soft costs could equate to 25% of the construction cost, for a total estimated undergrounding cost up to $15 million. Because of the significant cost of this work and 418

the complications related to the overall project, Staff does not recommend including it as part of the Village Parkway Reconstruction.

Next Steps
Based on City Council direction, Staff will finalize the project scope of work and begin the design and environmental assessment phase. The revised project budget and scope will be included in the City’s upcoming CIP update to adopted before July 1, 2024. Construction is anticipated to begin in 2027.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) CIP No. ST0323
2) Conceptual Plan
419
Number ST0323 Program GENERAL
PRIOR
YEARS
2022-2023
BUDGET 2023-2024 2024-2025 2025-2026 2026-2027
FUTURE

YEARS T
OTALS
9100 $45,032 $49,920 $64,480 $89,440 $248,872
9200 $254,968 $250,000 $1,000,080 $1,000,000 $510,560 $3,015,608 9400 $10,000,000 $5,000,000 $15,000,000
9500 $85,520 $85,520
$300,000 $250,000 $1,050,000 $11, 150,000 $5,600,000 $18,350,000 PRIOR
YEARS
2022-2023
BUDGET 2023-2024 2024-2025 2025-2026 2026-2027
FUTURE
YEARS
T
OTALS
1101 $300,000 $250,000 $1,000,000 $8,450,000 $10,000,000 2201 $50,000 $250,000 $100,000 $400,000
2214 $250,000 $200,000 $450,000
9998 $2,200,000 $5,300,000 $7,500,000
$300,000 $250,000 $1,050,000 $11, 150,000 $5,600,000 $18,350,000

ANNUAL OPERATING IMPACT
State Gas Tax
Salaries & Benefits
Contract Services
Improvements
2022-2027 CAPITAL IMPROVEMENT PROGRAM

VILLAGE PARKWAY RECONSTRUCTION
TOTAL
Measure BB Sales Tax -
Local Streets Fund
Unidentified
Miscellaneous

ESTIMATED COSTS

FUNDING SOURCE
TOTAL
General Fund
Designation

PROJECT DESCRIPTION
This project provides for the planning, design, and construction of the replacement of the existing streetscape elements on Village Parkway between Amador Valley Boulevard and the northern city limit (approximately 6,000 linear feet). The project will transform the segment of Village Parkway between Amador Valley Boulevard and Kimball Avenue to a pedestrian and bicycle friendly roadway, which will incorporate complete streets elements such as median islands, bulbouts, decorative or high visibility crosswalks, and street furniture. The work may include the reconstruction of the median island; reconstruction of the roadway base immediately adjacent to the median island; reconstruction necessary for sidewalks improvements, ADA upgrades to curb ramps, curb, and gutter, necessary utility work; landscaping; stormwater improvements; and new pavement for the roadway.

The first item of work, which began in Fall 2022, consists of preliminary level planning and environmental assessment and the evaluation of potential outside funding sources to provide for the current funding shortfall.

ANNUAL OPERATING IMPACT: TBD
MANAGING DEPARTMENT: Public Works
Attachment 1
420

AMADOR VALLEY

BOULEVARD

VILLAGE PARKWAY

VILLAGE PARKWAY

DAVONA DRIVE

BRIGHTON DRIVETAMARACK DRIVE

DUBLIN HIGH
SCHOOL

KIMBALL AVE
INTERSTATE 680
P:\Shared\Projects\Legacy\Pleasanton\2019\1930001.10-Village-Parkway\DWG\Exhibits\XB-003B_Plan Line Exhibit.dwg 02/07/2024 - 03:24 PM chris 1:1

VILLAGE PARKWAY COMPLETE STREETS

OVERALL SITE PLAN
DATE: 02/07/24 SCALE: 1" = 400'
Attachment 2
421

VILLAGE PARKWAY

VILLAGE PARKWAY

BIKE PROTECTION
ISLAND

BIKE PROTECTION
ISLAND
A
A
13'
10'
13'
10'
P:\Shared\Projects\Legacy\Pleasanton\2019\1930001.10-Village-Parkway\DWG\Exhibits\XB-015_Typical Plan.dwg 02/07/2024 - 02:44 PM chris 1:1

VILLAGE PARKWAY COMPLETE STREETS

TYPICAL INTERSECTION
DATE: 02/07/24 SCALE: 1" = 50'

SECTION A-A
422
10'6.5'EXISTING BUS SHELTER

6.5'RAMP UP, BICYCLESYIELD TO PEDESTRIANSRAMP DOWNDETECTABLE WARNING STRIPSHARED CYCLETRACK/BOARDING ZONE

VILLAGE PARKWAY

BRIGHTON DR
P:\Shared\Projects\Legacy\Pleasanton\2019\1930001.10-Village-Parkway\DWG\Exhibits\XB-015_Typical Plan.dwg 02/07/2024 - 02:44 PM chris 1:1 VILLAGE PARKWAY COMPLETE STREETSDUBLIN HIGH SCHOOLBUS STOPDATE: 02/07/24 SCALE: 1" = 50' 423

424

425

VILLAGE PARKWAY

RECONSTRUCTION

AND COMPLETE STREETS
426
Project Background
427
Study Area
Dublin
High School
Village Square
Shopping Center
Zone 7
Channel
428
Existing Conditions
P a v e m e n t D i s t r e s s
T r e e C o n f l i c t s B i k e /P e d S a f e t y
W a l l C o n d i t i o n B u s S t o p s
429
Stakeholder Outreach
430
Project Objectives
1 - I m p r o v e P a v e m e n t
2 - I m p r o v e S a f e t y f o r A l l U s e r s 3 - I m p r o v e S c h o o l A c c e s s
4 - S u p p o r t
D o w n t o w n S p e c i f i c
P l a n
R i d e a b i l i t y a n d
W a l k a b i l i t y T r a n s i t E n h a n c e m e n t s 431
Complete Streets
C o n s i s t e n c y w i t h :
• M T C ’ s C o m p l e t e S t r e e t s P o l i c y ( R e s o l u t i o n N o . 4 4 9 3 )
• A l a m e d a C T C A l l A g e s a n d
A b i l i t i e s P o l i c y f o r
C o u n t y w i d e B i k e w a y s N e t w o r k
( R e s o l u t i o n N o . 2 2 - 108)
• D u b l i n ’ s C o m p l e t e S t r e e t s
P o l i c y ( R e s o l u t i o n N o . 1 9 9 -
12)
C o m p l e t e S t r e e t s E l e m e n t s :
• W i d e r s i d e w a l k s & A D A
U p g r a d e s
• H i g h - v i s i b i l i t y c r o s s w a l k s
• C l a s s I V B i k e L a n e s
( s e p a r a t e d , v e r t i c a l b u f f e r )
• L a n d s c a p e d M e d i a n s a n d
B u f f e r I s l a n d s
• P r o t e c t e d i n t e r s e c t i o n s
• E n h a n c e d T r a n s i t F a c i l i t i e s
432
Proposed Streetscape
433
Proposed Streetscape
434
Proposed Bus Stop at High School
435
Streetscape Amenities
Monument Sign at Dougherty Road
High Visibility Crosswalk
Median & Pedestrian LightingTrash Receptacles
436
Additional Improvement Items
Pre-cast Wall Examples -
Full Replacement 8’ Height ($2.0M)
Existing Wall
437
• Cost Estimate: $9.0M - $12.0M
• Add’l 25% Design, Eng, etc.
• TOTAL = $15M
• Add’l 12-18 months
• Coordination:
– PG&E
– AT&T
– Comcast
Undergrounding Overhead Utilities
Will require new riser poles on side streets and
adjacent properties
Aboveground transformers, cabinets, etc.
438
Preliminary Costs
Assumptions
• Construction costs based on 2024 values
• Contingency varies from 10%-30%
• Includes both hard and soft costs
Recommended Improvements Estimated Cost
Pavement Rehab w/ Complete
Streets Elements
$24,000,000
Wall Replacement - Recommended $2,000,000
TOTAL $26,000,000
Recommended Streetscape
• Full Depth Reclamation
• Class IV Bike lanes
• Replacement of Sidewalks
• New landscaping & street lighting
Estimated Project Cost: $24,000,000
439
Funding
Fund Source Amount
General Fund Reserves $10,000,000
State Gas Tax $400,000
Measure BB-Local Streets $450,000
STIP $9,150,000
TOTAL $20,000,000
Funding Gap $6,000,000
440
• Finalize Concept Plan
• Propose Budget/Funding in CIP
• Begin Env Phase - CEQA Assessment, NEPA
• Begin Design Phase
• Construction Anticipated in 2027
Next Steps
441
Staff Recommendation
• Approve Concept Plan
• Include Wall Replacement
442

STAFF REPORT

CITY COUNCIL

Agenda Item 8.3
DATE: February 20, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Fiscal Year 2023-24 2nd Quarter Financial Review Prepared by: Jay Baksa, Director of Finance
EXECUTIVE SUMMARY:

The City Council will receive a financial report through the second quarter of Fiscal Year 2023-24 and consider amendments via a budget change.

STAFF RECOMMENDATION:

Receive the report and approve the budget change.

FINANCIAL IMPACT:

Approval of the budget change will result in a net increase to the General Fund revenue budget of $5,845,640 and an increase in the General Fund expenditure budget of $356,431, including a $3,000 transfer out to the Capital Improvement Program, resulting in a net increase in General Fund reserves of $5,489,209. The City is projected to be in an operating surplus position of $19,493,964 in Fiscal Year 2023-24, before the use. Total General Fund reserves are projected at $215,152,400 by June 30, 2024.

This report also contains various budget changes in other funds requiring City Council approval.

DESCRIPTION:

The purpose of this report is to update the City Council on the status of the Fiscal Year 2023-24 General Fund Amended Budget and projected reserves. As a reminder, the Amended Budget includes budget changes approved since July 1, as well as carryover budgets from the prior year.

The budget change (Attachment 4) lists all new amendments needing approval in the General Fund as well as in other funds.
443

General Fund Summary (Attachment 1)
General Fund revenues are projected to come in $5,845,640 higher than the Amended Budget, accounting for higher sales tax, interest received, and intergovernmental revenue. On the expenditure side, Staff is recommending an increase of $353,431 in operating expenditures and $3,000 in transfers out to the CIP.

Table 1 summarizes the proposed changes to revenues and expenditures, followed by a discussion of the changes.

Table 1: Revenue and Expenditure Changes
Category Amount
Revenues
Sales Tax $2,995,900
Interest Earnings 2,990,000
Intergovernmental 115,000
Development (328,242)
Transfers In 72,982
Total Revenues $5,845,640
Expenditures
Services and Supplies 204,000
Contracted Services 71,723
Capital Outlay 77,708
Transfers Out 3,000
Total Expenditures $356,431
General Fund Impact $5,489,209
Revenues
Sales Tax Revenue – increase of $2,995,900
The City continues to experience strong sales tax revenue in Fiscal Year 2023-24 due to a thriving economy. In addition, a change was made by the state in how certain auto sales are reported, resulting in the reallocation of $2.5 million in auto sales tax to Dublin in Fiscal Year 2023-24.

Should sales levels remain the same, the City can expect this amount of additional revenue on an annual basis.

Interest – increase of $2,990,000
The projected increase in interest earnings is due primarily to the Federal Reserve increasing interest rates multiple times since the time the Fiscal Year 2023-24 budget was adopted. In addition to higher rates, the increase is also due to the timing of capital project payments, resulting in a higher-than-projected cash balance in the General Fund. 444

Mandated Costs Reimbursement – Increase of $115,000
The City annually submits claims to the state for reimbursement of the costs associated with complying with certain state mandates. Reimbursement of these costs is dependent on both the State approving the claim and allocating funds for the cost recovery program. As the receipt of reimbursement revenue is highly unpredictable, Staff budgets very conservatively and adjusts based on revenue received.

Developer Deposits – Decrease of $328,242
Due to a shift in the timing of various development projects, revenues are expected to decrease $328,242 from the budget, partially offset by a decrease of $252,494 in related expenditures.

Transfers In – increase of $72,982
The increase accounts for Staff transferring money from the Measure D Fund into the General Fund to cover eligible staff costs incurred in the prior year. Such costs, when applicable, are now budgeted directly in the Measure D Fund on an ongoing basis.

Expenditures
Services and Supplies – increase of $204,000
Services and Supplies are increasing based on the following:
 Staff is requesting an increase of $150,000 for repairs and maintenance costs at The Wave, including replacement of the boiler as well as funds for unforeseen repairs before the facility opens for the summer season.
 Insurance premiums for the City’s liability policy were higher than anticipated this year, trending with overall increases throughout the state. This increase is partially offset by lower costs in ongoing insurance claims, resulting in a net increase of $54,000.

Contract Services – increase of $71,723
Contract Services costs are increasing based on the following:
 The City’s contract with the Alameda County Sheriff’s Department requires an increase of $91,323 due to the addition of a Crime Tech position.
 Based on prior year expenditures and due to increased usage of parks and recreation programs and facilities, Staff is estimating the need for an additional $104,000 for payment processing fees.
 Due to the need for repairs to the Shannon Center parking lot, Public Works is requesting an additional $135,000 for pavement repair, inspections, and testing services. Staff will be seeking reimbursement of these costs via an insurance claim, based on damage done from a vehicle fire that occurred in the parking lot.
 Additional Community Development Block Grant funding was awarded to Dublin after the budget adoption. Staff recommends allocating this to the Legal Assistance for Seniors program, which is currently being funded by a combination of the American Rescue Plan Act (ARPA) Fund ($3,689) and General Fund ($6,106). Accordingly, both current funding sources will be reduced.
 As discussed above, development contract costs are decreasing by $252,494, resulting in an estimated $328,242 decrease in revenue.
445

Capital Outlay – increase of $77,708
Capital Outlay costs are increasing based on the following:
 The purchase of a dedicated vehicle for the Dublin Police Services Behavioral Health Unit at a cost of $25,708. The Unit will utilize an all-electric Chevrolet Bolt.  Additional equipment (total of $52,000) needed for the Dublin Arts Center that was not previously included in the CIP, including masking curtains, a gallery wall system, and a mat to protect the dance room floor.

General Fund Reserves and Transfers Out
The budget adjustment includes a $3,000 transfer out to the Iron Horse Nature Park and Open Space CIP (PK0422) to account for a donation received for the Adopt-a-Bench Program. This money will be moved into the CIP project to be spent on a new bench located on the Iron Horse Trail.

After incorporating all adjustments, Staff is projecting an operating surplus of $19.5 million for Fiscal Year 2023-24. Transfers out total $51.2 million, $33.9 million of which is funded by Committed/Assigned reserves. In addition, $2.0 million is budgeted as a contribution to the Internal Service Funds and $1.0 million to retirement liabilities.

After accounting for the use of reserves on capital projects, total reserves are projected to decrease by $34.6 million from the prior year, as illustrated in Table 2 below. A list of changes to specific reserves is provided as Attachment 2 (General Fund Reserves Summary). A detailed list of transfers out of the General Fund is provided as Attachment 3 (General Fund Transfers Out).

Table 2: General Fund Summary
FY 2022-23
Actual
FY 2023-24
Adopted
New FY 2023-24
Amended
Total Reserves,Beginning of Year $223,857,504 $249,736,608 $249,736,608 Revenues 124,787,119 115,891,861 121,684,519
Expenditures (88,523,802) (99,573,224) (102,190,555)
Net Operating Budget Impact $36,263,317 $16,318,637 $19,493,964 Transfers In 109,014 56,600 129,582
Unrealized Gains/Losses (3,053,407)
Transfers Out/Contributions to Other Funds (7,439,821) (20,929,893) (54,207,754) Total Reserves, End of Year $249,736,608 $245,181,952 $215,152,400 Change from Prior Year ($34,584,208)
Other Funds
Staff requests the City Council’s approval to amend the budget for the following:
 Affordable Housing Fund – Appropriate $160,000 to fund up to four additional first-time home buyer loans. The City has already issued four loans this fiscal year, and the program 446

continues to receive a high level of interest.
 Community Development Block Grant Fund / ARPA Fund – Appropriate $9,795 to account for additional CDBG grant funding awarded to Dublin after the budget adoption, as discussed above.
 East Dublin 1999-1 Assessment District Fund – Appropriate $90,000 to bring the budget in line with prior year actuals.
 Measure D Fund – Appropriate $100,000 in total; $40,000 increase to the agreement with HF&H who is working with the City on multiple refuse-related projects; $15,000 for compost procurement/spreading for the carbon sequestration pilot project; and $45,000 for compost purchasing to meet the City’s SB 1383 procurement requirements.  Local Recycling Grants – Appropriate $14,191 in grant funds which will be used on the storm drain trash capture program and to purchase three-stream waste cans.  Asset Forfeiture Fund – Appropriate $118,433 for the initial cost of office equipment for the drone first responder program, as well as other police services equipment.  Energy Improvement Bonds Fund – Increase the CIP budget for the Citywide Energy Improvements Project (GI0121) by $33,459 to purchase a dedicated HVAC unit for the data closet at the Senior Center, to avoid server issues that can occur during hot weather.

STRATEGIC PLAN INITIATIVE:

None
NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) General Fund Summary Q2 FY 2023-24
2) General Fund Reserves Summary Q2 FY 2023-24
3) General Fund Transfers Out Q2 FY 2023-24
4) Budget Change Q2 FY 2023-24
447
GENERAL FUND SUMMARY - Q2 FY 23-24
Actual
2022-23
Adopted
2023-24
Amended
2023-24 Q2 Adjustment
New Amended
2023-24
Revenues
Property Tax $59,056,139 59,896,000 59,896,000 59,896,000 Sales Tax 28,902,065 27,000,000 27,000,000 2,995,900 29,995,900 Sales Tax Reimbursements (321,750) (375,000) (375,000) (375,000) Development Revenue 8,588,005 7,172,669 7,172,669 (328,242) 6,844,427 Transient Occupancy Tax 1,533,093 1,500,000 1,500,000 1,500,000 Other Taxes 7,196,591 6,780,500 6,780,500 6,780,500
Licenses & Permits 323,098 223,577 223,577 223,577
Fines & Penalties 80,117 50,000 50,000 50,000
Interest Earnings 5,363,445 2,510,000 2,510,000 2,990,000 5,500,000 Rentals and Leases 2,193,822 1,648,021 1,648,021 1,648,021 Intergovernmental 352,165 290,000 290,000 115,000 405,000 Charges for Services 8,648,315 7,389,682 7,389,682 7,389,682 Other Revenue 2,872,013 1,806,412 1,826,412 1,826,412
Subtotal Revenues - Operating $124,787,119 $115,891,861 $115,911,861 $5,772,658 $121,684,519 Transfers In $109,014 $56,600 $56,600 $72,982 $129,582
Unrealized Gains/Losses/Adjustments (3,053,407) - Total Revenues $121,842,727 $115,948,461 $115,968,461 $5,845,640 $121,814,101 Expenditures
Salaries & Wages $12,725,756 $14,150,396 $14,150,396 $14,150,396 Benefits 4,781,703 5,386,283 5,386,283 5,386,283 Services & Supplies 4,543,179 6,238,992 6,363,061 204,000 6,567,061 Internal Service Fund Charges 4,932,571 5,443,747 5,443,747 5,443,747 Utilities 2,997,652 3,898,997 3,898,997 3,898,997 Contracted Services 57,001,245 62,778,423 64,759,840 71,723 64,831,563 Capital Outlay 194,558 120,625 279,040 77,708 356,748 Debt Service Payment 1,333,050 1,331,850 1,331,850 1,331,850 Contingency & Miscellaneous 14,088 223,910 223,910 223,910 Subtotal Expenditures - Operating $88,523,802 $99,573,224 $101,837,124 $353,431 $102,190,555 Operating Impact (REV-EXP) $36,263,317 $16,318,637 $14,074,737 $5,419,227 $19,493,964 Transfer Outs & Contributions to Other Funds
Transfers Out (CIPs) - Com./Assig. Reserve 937,641 7,195,281 33,935,110 33,935,110 Transfers Out (CIPs) - Undesignated 1,018,802 10,734,612 17,269,644 3,000 17,272,644 Contribution to OPEB/PERS 3,460,000 1,000,000 1,000,000 1,000,000 Contribution to ISF & Other 2,023,378 2,000,000 2,000,000 2,000,000 Subtotal - Transfers Out & Contributions $7,439,821 $20,929,893 $54,204,754 $3,000 $54,207,754 Total Expenditures $95,963,623 $120,503,117 $156,041,878 $356,431 $156,398,309 GF Impact (Include CIP & Transfers) $25,879,104 ($4,554,656) ($40,073,417) $5,489,209 ($34,584,208) TOTAL GENERAL FUND BALANCE $249,736,608 $245,181,952 $209,663,191 $215,152,400 Contracted Services Detail
Actual
2022-23
Adopted
2023-24
Amended
2023-24 Q2 Adjustment
New Amended
2023-24
Police Services $23,229,695 $24,835,923 $24,835,923 $91,323 $24,927,246 Fire Services 15,223,132 16,313,430 16,313,430 16,313,430 Maintenance Services (MCE) 7,149,032 7,925,056 7,931,896 7,931,896 Development (CDD and PW) 3,360,003 3,606,108 4,147,841 (252,494) 3,895,347
Other Contracted Services 8,039,383 10,097,906 11,530,750 232,894 11,763,644 Total Contracted Services $57,001,245 $62,778,423 $64,759,840 $71,723 $64,831,563 ATTACHMENT 1
448
FISCAL YEAR 2023-24 GENERAL FUND RESERVES

RESERVE DESCRIPTION
Actual
2022-23
Increase
2023-24
Decrease
2023-24
Net Change
2023-24
Projected
2023-24
Non-Spendable $4,859 $4,859
Prepaid Expenses 4,859 4,859
Restricted $4,324,132 $4,324,132
Cemetery Endowment 60,000 60,000
Developer Contribution - Downtown 1,490,000 1,490,000
Developer Contr - Heritage Park 19,000 19,000
Developer Contr - Nature Park 60,000 60,000
Section 115 Trust - Pension 1,945,132 1,945,132
Heritage Park Maintenance 750,000 750,000
Committed $76,016,420 ($9,603,178) ($9,603,178) $66,413,241 Advance to Public Facility Fee 10,747,169 10,747,169
Downtown Public Improvement 22,139,587 (389,587) (389,587) 21,750,000 Economic Stability 8,000,000 8,000,000
Emergency Communications 532,113 532,113
Fire Svcs Pension/OPEB 2,211,094 2,211,094
Innovations & New Opportunity 894,498 894,498
One-Time Initiative - Capital 1,918,620 (1,419,112) (1,419,112) 499,508 One-Time Initiative - Operating 503,860 503,860
Public Safety Reserve 4,600,000 4,600,000
Specific Committed Reserves
Cemetery Expansion (CIP)
Contribution to Public Facility Fee 6,000,000 6,000,000 Cultural Arts Center (CIP) 7,139,197 (6,964,197) (6,964,197) 175,000 Don Biddle Park (CIP) 675,193 (675,193) (675,193)
Fallon Sports Park III Contingency 100,000 (100,000) (100,000) Lease Revenue Bond Payoff 7,000,000 7,000,000
Maintenance Facility (CIP) 55,089 (55,089) (55,089)
Utility Undergrounding (CIP) 3,500,000 3,500,000
Assigned $125,043,297 ($33,074,758) ($33,074,758) $91,968,539 Accrued Leave 1,301,506 1,301,506
Catastrophic Loss 17,714,064 17,714,064
CIP Carryovers 6,535,032 (6,535,032) (6,535,032)
Fiscally Responsible Adjustment 325,000 325,000
Municipal Regional Permit 1,869,152 (1,849,064) (1,849,064) 20,088 Non-Streets CIP Commitments 3,276,777 (464,277) (464,277) 2,812,500 Operating Carryovers 2,014,571 (2,014,571) (2,014,571)
Parks and Streets Contingency 201,270 201,270
Pension & OPEB 18,000,000 18,000,000
Relocate Parks Dept 500,000 500,000
Service Continuity 3,150,000 3,150,000
Dublin Blvd Extension Advance 42,500,000 (20,000,000) (20,000,000) 22,500,000 Specific Assigned Reserves 0
ARPA Revenue Replacement 990,187 990,187
Climate Action Plan 2,823,760 (32,484) (32,484) 2,791,275 Contribution to ISF 1,500,000 1,500,000
Façade Improvement Grants 429,972 429,972
Library Tenant Improvement 1,000,000 1,000,000
HVAC Replace. & Civic Ctr Improv. (CIP) 3,010,829 (1,728,152) (1,728,152) 1,282,677 Pavement Management 2,000,000 2,000,000
Public Safety Complex (CIP) 1,022 (1,022) (1,022)
Village Pkwy Pavement Reconstruction 15,900,156 (450,156) (450,156) 15,450,000 Unassigned $44,347,900 $42,677,937 ($34,584,208) $8,093,729 $52,441,629 Unassigned-Unrealized Gains (14,061,701) (14,061,701)
Unassigned (Available) 58,409,602 66,503,330
TOTAL RESERVES $249,736,608 $42,677,937 ($77,262,145) ($34,584,208) $215,152,400 ATTACHMENT 2
449
GENERAL FUND TRANSFERS OUT - Q2 FY 2023-24
Adopted
2023-24
Amended
2023-24
Q2
Adjustment
New Amended
2023-24
Committed/Assigned
Police Services Building 1,022 $
1,022$

IT Infrastructure Improvement 4,277 4,277
Cultural Arts Center 6,964,197 6,964,197
Civic Center Rehabilitation 687,840 1,728,152 1,728,152 EV Charging Stations 32,484 32,484
Maintenance Yard Facility 55,089 55,089
Don Biddle Community Park 675,193 675,193
Fallon Sports Park Phase 3 100,000 100,000
Green Stormwater Infrastructure 1,845,428 1,845,428
Dublin Blvd Extension 6,257,441 20,000,000 20,000,000
City Entrance Monument Signs 200,000 200,000
Village Parkway Reconstruction 250,000 450,156 450,156
Citywide Signal Com. Upgrade 1,419,112 1,419,112
Dublin Irrigation System Upgrades 460,000 460,000
Subtotal - Committed/Assigned 7,195,281$ 33,935,110$ -$ 33,935,110$ Undesignated
Citywide Energy Improvements 769,908$ 769,908 $ Dublin Standard Plans Update 87,634 87,634
Marquee Signs 495,000 495,000 495,000
Resiliency and Disaster Preparednes 1,065,433 1,065,433 Financial System Replacement 939,205 939,205
Municipal Fiber 140,000 140,000
Audio Visual System Upgrade 314,000 463,175 463,175
Library Tenant Improvement
s 1,000,000 1,000,000 1,000,000
Situational Awareness Camera 585,000 585,000
Alamo Creek & Asmnt Dist Fence Replacement 440,115 440,115 Parks Playground Replacement 1,109,560 1,109,560 1,109,560 Downtown Dublin Town Square Park 4,680 106,885 106,885
Kolb Park Renovation 450,000 450,000 450,000
Restrooms Replacement 999,720 999,720
Iron Horse Nature Park & Open Space 50,000 50,000 3,000$ 53,000 Imagine Playground at Dublin Sports 48,233 48,233
Citywide Storm Drain Improvements 30,000 30,000 30,000
Dublin Blvd Extension 7,167,382 7,290,382 7,290,382
San Ramon Road Landscape Renovation 238,660 238,660
Downtown Dublin Street Grid Network 8,990 205,326 205,326 City Entrance Monument Signs 285,000 285,000
San Ramon Road Trail Improvements 7,996 7,996
Citywide Bicycle & Pedestrian Impro 105,000 462,412 462,412 Subtotal - Undesignated* 10,734,612$ 17,269,644$ 3,000$ 17,272,644$ Subtotal Transfers Out to CIPs 17,929,893$ 51,204,754$ 3,000$ 51,207,754$ Other Contributions/Transfers Out
Contribution to Pension 1,000,000$ 1,000,000$ 1,000,000$ Transfer Out to ISF/Other 2,000,000 2,000,000 2,000,000 Subtotal - Other Contributions/Transfer Out to O 3,000,000$ 3,000,000 $ - $ 3,000,000$ Total - General Fund Transfers Out 20,929,893 $ 54,204,754 $ 3,000 $ 54,207,754$ *CIPs identified to be funded by Undesignated reserves include $6.5 million in budget carryovers from FY 22-23, the amount is identified as Assigned Reserve - CIP Carryover (Attachment 2) Project Description
ATTACHMENT 3
450
ATTACHMENT 4
Budget Change Reference #:

From Un-Appropriated Reserves X Budget Transfer Between Funds From Designated Reserves Other
10010000.42101 (Sales Tax) $2,995,900
10010000.46101 (Interest) $2,990,000
10010000.47205 (Mandated Costs Reimbursement) $115,000
10016200.49999 (Transfers In) $72,982
10098200.48911 (Developer Deposit Zoning) ($328,242)
10010110.64011 (Community Grant) ($6,106)
10011310.61601 (Insurance Premiums) $54,000
10013000.64021 - (Contract Services Personnel) $91,323
10013100.72105 - (Police Vehicle) $25,708
10017000.64001 (Contract Services General) $104,000
10017000.71101 (Furniture & Fixtures) $52,000
10016316.64001 (Contract Services General) $135,000
10016300.61301 (Repairs and Maintenance) $150,000
10098200.65106 (Developer Deposit Professional Services Reimbursement)
($252,494) Based on actual development activity
Replacement boiler at The Wave and additional funding
for other unforeseen items
Based on actual development activity
Dublin Arts Center - Masking curtains, gallery wall system, and mat to protect dance room floor
Pavement repair, inspection, and testing services of
Shannon Center parking lot
Payment processing fees for PCS programs and events
based on current expenditures
Purchase of vehicle dedicated for the Behavioral Health Unit
General Fund
Additional Community Development Block Grant funding
awarded to Dublin after the budget adoption

REVENUES
Addition of Crime Technician Position

CITY OF DUBLIN
FISCAL YEAR 2023-24

BUDGET CHANGE FORM
City Council's Approval Required

OPERATING EXPENDITURES
General Fund
Based on year-to-date actual revenue received
Increase in taxes due to an increase in the autos-
transportation sector
Reimburse Environmental division personnel cost from
Measure D Funds
Higher than anticipated premium costs for liability
insurance
Increase due to Federal Reserve's multiple increases of interest rate and larger than anticipated cash balance
451
Attachment 4
Budget Change Reference #:

FISCAL YEAR 2023-24

BUDGET CHANGE FORM
Special Revenue Funds
29018100.66101 (First Time Homeowner Loans) $160,000
29030110.47101 (Federal Grant) $9,795
29030110.64011 (Community Grant) $9,795
29070110.64011 (Community Grant) ($3,689)
27056336.63202 (Electric) $90,000
23026200.64001 (Contract Services General) $100,000
23046200.64001 (Contract Services General) $1,685
23046230.64001 (Contract Services General) $12,506
21013100.71102 (Machinery & Equipment) $89,847
21013100.61104 (Operating Supplies) $28,586
GI0121.9400.9401 (Improvements Not Building) $33,459
GI0121.7102 (33009310.49999) - Energy Improvement - Bonds Source /Transfers In
$33,459
71029310.89101 - Energy Improvement Bonds- Transfers Out $33,459 PK0422.9200.9201 (Contract Services) $3,000
PK0422.1001 (35009510.49999) - General Fund Funding Source /Transfers In
$3,000
10019510.89101 - General Fund Transfers Out $3,000
2/20/2024
Posted By: Date:

Additional Community Development Block Grant (CDBG)
funding awarded to Dublin after the budget adoption
Additional Community Development Block Grant (CDBG)
funding awarded to Dublin after the budget adoption
**********Finance Use Only**********
As Presented at the City Council Meeting
Funding for up to 4 additional loans in the City's First Tme Home Buyers Loan program
A dedicated HVAC unit for the IT Closet/Room at the
Senior Center to address overheating that has led to
degraded equipment function during hot weather.

Citywide Energy Improvements (GI0121)
Iron Horse Nature Park & Open Space (PK0422)
Parks and Community Services Department received a
donation for the adoption of a bench at Iron Horse Trail.

The money was received by PCS but is being purchased
and installed as part of the Iron Horse Nature Park CIP CIPs
Cal Recycle Used Oil Grant funding for storm drain trash capture program.

SB1383 Grant Adjustment to purchase three-stream waste
cans.

Electric costs in East Dublin 1999-1 Assessment District Measure D: Adjustment for HF&H contract $40k; compost
procurement/spreading for the carbon sequestration pilot project $15k; compost procurement to meet SB 1383
procurement requirements $45k.

Asset Forfeiture Funds for the initial costs of office
equipment setup for the Drone First Responder Program
and other equipment
Asset Forfeiture Funds Requesting funds for the initial costs of office equipment setup for the Drone First
Responder Program and other equipment
Additional Community Development Block Grant funding
awarded to Dublin after the budget adoption
452
FY 2023-24 2nd Quarter
Financial Review
February 20, 2024
453
General Fund Midyear Overview
• Net Increase in Reserves from Operations = $5.49
Million
• Operating Surplus Projected at Year-End = $19.49
Million
• Transfers Out/Contributions = $54.20 Million
• Projected Reserve Year-End Balance = $215.15
Million
454
Revenue Summary
Revenues – Net Increase $5,845,640
• Sales Tax +$2,995,900
• Interest Earnings +$2,990,000
• Intergovernmental Revenue +$115,000
• Development Services -$328,242
• Transfer In +$72,982
455
Expenditure Summary
Expenditures – Net Increase $356,431
• Services and Supplies +204,000
• Capital Outlay +77,708
• Contract Services Net +$71,723
• Transfer Out +3,000
456
Transfers Out
• T otal GF Transfers Out = $54,207,754
– Designated Reserves = $33,935,110
– Unassigned Reserves = $17,269,644
– Other (Pension/ISF) = $3,000,000
– Increase = $3,000
457
Reserves
FY 2022-23
Actual
FY 2023-24
Adopted
New FY 2023-
24 Amended
Total Reserves, Beginning of Year $223,857,504 $249,736,608 $249,736,608 Revenues 124,787,119 115,891,861 121,684,519
Expenditures (88,523,802) (99,573,224) (102,190,555)
Net Operating Budget Impact $36,263,317 $15,318,637 $19,493,964 Transfers In 109,014 56,600 129,582
Unrealized Gain/Loss (3,053,407)
Transfers Out/Contribution to Other (7,439,821) (20,929,893) (54,207,754) Total Reserves, End of Year $249,736,608 $245,181,952 $215,152,400 Change from Prior Year ($34,584,208)
458
Staff Recommendations
• Receive the report
• Approve the budget change
459
Questions?
460

STAFF REPORT

CITY COUNCIL

Agenda Item 8.4
DATE: February 20, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Linda Smith, City Manager
SUBJECT: Report Regarding City Council and Mayor’s Salaries Prepared by: Marsha Moore, MMC, City Clerk
EXECUTIVE SUMMARY:

The City Council will receive a report regarding potential adjustments to City Councilmembers’ and Mayor’s salaries and provide direction.

STAFF RECOMMENDATION:

Receive the report and provide direction.

FINANCIAL IMPACT:

Should the City Council adopt an increase at the maximum allowed by law, the fiscal impact of a partial year increase (December 2024 – June 2025), including salary-based taxes and contributions, would be an increase of $6,050.94. The additional cost for the full year (12 months) would be $12,101.88. These costs will be included in the upcoming Fiscal Year 2024-25 and 2025- 26 budgets.

DESCRIPTION:

Government Code Section 36516 allows a general law city to provide a salary to City Councilmembers and an increase in compensation is allowed by ordinance.

Changes to Government Code Section 36516 became effective January 1, 2024, after the adoption of SB329. The legislation increased the starting amount for salaries approved by ordinance based on population of the city. With a population between 50,000 and 75,000, the City can set salaries by ordinance up to and including $1,600 per month.

The Dublin City Council last adjusted salaries for the Mayor in April 2022 and the City Council in December 2022. The City Council salaries became effective after the November 2022 election. City Councilmembers’ salary is currently set at $1,416.82 per month. Dublin Municipal Code Section

2.08.40 provides an additional amount to the Mayor that is the equivalent to half (50%) of the City 461

Councilmember salary per month. The Mayor’s current salary is $2,124.23 per month.

With an adjustment of the councilmember salary to the allowed amount of $1,600 per month, the Mayor’s new monthly salary would be $2,400 per month. The total annual increase for the City Councilmembers’ and Mayor’s salaries would be $12,101.88.

Staff recommends the City Council reset the councilmember salary to be consistent with state law, which will be $1,600 per month, unless the City’s population increases beyond 75,000 to put the City in the next population bracket. Staff will prepare an ordinance for introduction at the May 21, 2024, Regular City Council Meeting, followed by the second reading and adoption on June 4, 2024.

The change in compensation will not apply until after the November 2024 election.

STRATEGIC PLAN INITIATIVE:

None.

NOTICING REQUIREMENTS/PUBLIC OUTREACH:

The City Council Agenda was posted.

ATTACHMENTS:
1) Senate Bill 329
2) Government Code Section 36516
3) Dublin Municipal Code Section 2.08.020 and 2.08.040
462
Senate Bill No. 329
CHAPTER 27
An act to amend Section 36516 of the Government Code, relating to local government.
[Approved by Governor June 29, 2023. Filed with Secretary of State June 29, 2023.]
legislative counsel’s digest
SB 329, Dodd. Cities: city council members: compensation.

Existing law authorizes a city council to enact an ordinance to provide each member of the city council a salary based upon the population of the city, as specified. Existing law authorizes that amount to be increased by the city council by an amount that does not exceed 5% for each calendar year from the operative date of the last adjustment of the salary that is in effect when the increase is enacted. Existing law provides for the procedures by which a city may enact ordinances.

This bill would increase the maximum amount of salary, based upon the population of the city, that may be approved by an ordinance passed by the city council, as speci fied. The bill would authorize the salary of council members to be increased beyond the specified maximums to an amount not exceeding the greater of either 5% for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted, or an amount equal to in flation since January 1, 2024, based upon the California Consumer Price Index, which shall not exceed 10% for each calendar year. The bill would require the city council to consider the adoption of an ordinance to increase council member compensation in open session during at least 2 regular meetings of the city council.

The people of the State of California do enact as follows:

SECTION 1. The Legislature finds and declares all of the following:
(a) The compensation schedule for general law cities has not been adjusted since 1984, meaning that city council compensation has not kept pace with inflation.
(b) Allowing cities to adjust their compensation for inflation since 1984 may help city councils become more diverse because increased compensation can help individuals from across different income levels receive sufficient income from their service to help ensure that they can continue to serve the public and support their families.

SEC. 2. Section 36516 of the Government Code is amended to read:
96 STATE OF CALIFORNIA

AUTHENTICATED

ELECTRONIC LEGAL MATERIAL
Attachment 1
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36516. (a) (1) A city council may enact an ordinance providing that each member of the city council shall receive a salary based on the population of the city as set forth in paragraph (2).
(2) The salaries approved by ordinance under paragraph (1) shall be as follows:
(A) In cities up to and including 35,000 in population, up to and including nine hundred fifty dollars ($950) per month.
(B) In cities over 35,000 up to and including 50,000 in population, up to and including one thousand two hundred seventy-five dollars ($1,275) per month.
(C) In cities over 50,000 up to and including 75,000 in population, up to and including one thousand six hundred dollars ($1,600) per month. (D) In cities over 75,000 up to and including 150,000 in population, up to and including one thousand nine hundred dollars ($1,900) per month. (E) In cities over 150,000 up to and including 250,000 in population, up to and including two thousand five hundred fifty dollars ($2,550) per month. (F) In cities over 250,000 population, up to and including three thousand two hundred dollars ($3,200) per month.
(3) For the purposes of this subdivision, the population of a city shall be determined by the last preceding federal census, or a subsequent census, or estimate validated by the Department of Finance.
(4) The salary of council members may be increased beyond the amount provided in this subdivision by an ordinance or by an amendment to an ordinance, but the amount of the increase shall not exceed the greater of either of the following:
(A) An amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in effect when the ordinance or amendment is enacted.
(B) An amount equal to inflation since January 1, 2024, based upon the California Consumer Price Index, which shall not exceed 10 percent for each calendar year.
(5) No ordinance shall be enacted or amended to provide automatic future increases in salary.
(b) Notwithstanding subdivision (a), at any municipal election, the question of whether city council members shall receive a salary for services, and the amount of that salary, may be submitted to the electors. If a majority of the electors voting at the election favor it, all of the council members shall receive the salary specified in the election call. The salary of council members may be increased beyond the amount provided in this section or decreased below the amount in the same manner.
(c) Unless specifically authorized by another statute, a city council may not enact an ordinance providing for compensation to city council members in excess of that authorized by the procedures described in subdivisions (a) and (b). For the purposes of this section, compensation includes payment for service by a city council member on a commission, committee, board, authority, or similar body on which the city council member serves. If the other statute that authorizes the compensation does not specify the amount 96 — 2 — Ch. 27
464
of compensation, the maximum amount shall be one hundred fifty dollars ($150) per month for each commission, committee, board, authority, or similar body.
(d) Any amounts paid by a city for retirement, health and welfare, and federal social security bene fits shall not be included for purposes of determining salary under this section, provided that the same bene fits are available and paid by the city for its employees.
(e) Any amounts paid by a city to reimburse a council member for actual and necessary expenses pursuant to Section 36514.5 shall not be included for purposes of determining salary pursuant to this section. (f) A city council member may waive any or all of the compensation permitted by this section.
(g) (1) For the purposes of this section, a city council shall consider the adoption of an ordinance to increase compensation in open session during at least two regular meetings of the city council.
(2) At the first meeting, the city council shall present the proposed ordinance, which shall include findings demonstrating the need for the increased compensation. The ordinance shall not be adopted at the first meeting.
(3) At least seven days after the first meeting, the city council shall hold a second meeting to consider whether to adopt the ordinance.

O
96 Ch. 27— 3 —
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State of California

GOVERNMENT CODE
Section 36516
36516. (a) (1) A city council may enact an ordinance providing that each member of the city council shall receive a salary based on the population of the city as set forth in paragraph (2).
(2) The salaries appro
ved by ordinance under paragraph (1) shall be as follows:
(A) In cities up to and including 35,000 in population, up to and including nine hundred fifty dollars ($950) per month.
(B)
In cities ove r 35,000 up to and including 50,000 in population, up to and including one thousand tw
o hundred seventy-five dollars ($1,275) per month.
(C)
In cities ove r 50,000 up to and including 75,000 in population, up to and including one thousand six hundred dollars ($1,600) per month. (D)
In cities ove r 75,000 up to and including 150,000 in population, up to and including one thousand nine hundred dollars ($1,900) per month. (E)
In cities over 150,000 up to and including 250,000 in population, up to and including tw
o thousand five hundred fifty dollars ($2,550) per month. (F)
In cities over 250,000 population, up to and including three thousand two hundred dollars ($3,200) per month.
(3)
For the purposes of this subdivision, the population of a city shall be determined by the last preceding federal census, or a subsequent census, or estimate v alidated by
the Department of Finance.
(4)
The salary of council members may be increased beyond the amount provided in this subdivision by an ordinance or by an amendment to an ordinance, but the amount of the increase shall not exceed the greater of either of the following:
(A)
An amount equal to 5 percent for each calendar year from the operative date of the last adjustment of the salary in ef
fect when the ordinance or amendment is
enacted.
(B)
An amount equal to inflation since January 1, 2024, based upon the California Consumer Price Inde
x, which shall not exceed 10 percent for each calendar year. (5)
No ordinance shall be enacted or amended to provide automatic future increases in salary
.
(b)
Notwithstanding subdivision (a), at an y municipal election, the question of whether city council members shall recei
ve a salary for services, and the amount of
that salary, may be submitted to the electors. If a majority of the electors voting at the election favor it, all of the council members shall receive the salary speci fied in the election call. The salary of council members may be increased beyond the amount provided in this section or decreased below the amount in the same manner.

STATE OF CALIFORNIA

AUTHENTICATED

ELECTRONIC LEGAL MATERIAL
Attachment 2
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(c) Unless specifically authorized by another statute, a city council may not enact an ordinance providing for compensation to city council members in excess of that authorized by the procedures described in subdivisions (a) and (b). For the purposes of this section, compensation includes payment for service by a city council member on a commission, committee, board, authority, or similar body on which the city council member serves. If the other statute that authorizes the compensation does not specify the amount of compensation, the maximum amount shall be one hundred fifty dollars ($150) per month for each commission, committee, board, authority, or similar body.
(d) Any amounts paid by a city for retirement, health and welfare, and federal social security benefits shall not be included for purposes of determining salary under this section, provided that the same benefits are available and paid by the city for its employees.
(e) Any amounts paid by a city to reimburse a council member for actual and necessary expenses pursuant to Section 36514.5 shall not be included for purposes of determining salary pursuant to this section.
(f) A city council member may waive any or all of the compensation permitted by this section.
(g) (1) For the purposes of this section, a city council shall consider the adoption of an ordinance to increase compensation in open session during at least two regular meetings of the city council.
(2) At the first meeting, the city council shall present the proposed ordinance, which shall include findings demonstrating the need for the increased compensation.

The ordinance shall not be adopted at the first meeting. (3) At least seven days after the first meeting, the city council shall hold a second meeting to consider whether to adopt the ordinance.
(Amended by Stats. 2023, Ch. 27, Sec. 2. (SB 329) Effective January 1, 2024.) 467

2.08.020 Salary for members established.

A. Pursuant to Section 36516 of the Government Code which provides that a city council may enact an ordinance providing that each member of the city council shall receive a salary which shall be determined by a schedule of population for cities, the members of the City Council shall receive a salary of one thousand four hundred sixteen dollars and eighty-two cents ($1,416.82) per month.

B. No Councilmember shall be eligible to receive the increase provided herein until one (1) or more Councilmembers begin a new term of office. (Ord. 4-22 § 1; Ord. 10-20 § 2; Ord. 7-18 § 2; Ord. 10-16 § 2; Ord. 2-12 § 2; Ord. 17-09 § 1 (part): Ord. 5-08 § 2; Ord. 3-06 § 2; Ord. 7-04 § 2; Ord. 7-02 § 2; Ord. 23-99 § 2; Ord. 6- 91 § 2; Ord. 1-90 § 2; Ord. 3-89 §§ 2, 3: Ord. 4-88 §§ 2, 3: Ord. 8-87 §§ 3, 4: Ord. 22-85 § 3: Ord. 6, 1982)

2.08.040 Mayor’s salary.

The Mayor shall receive a monthly salary equivalent to half (50%) of the City Councilmember salary amount set forth in Section

2.08.020(A), in addition to that which he/she receives as a Councilmember. (Ord. 4-22 § 2; Ord. 17-09 § 1 (part): Ord. 13-92 § 2)
The Dublin Municipal Code is current through Ordinance 8-23, passed December 19, 2023.

Attachment 3
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City Council Salaries
February 20, 2024
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California Government Code
• Government Code Section 36516(a)(1)
– A city council may enact an ordinance providing
that each member of the city council shall receive
a salary based on the population of the city as set
forth in paragraph (2).
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California Government Code
• SB 329 – Effective January 1, 2024 – changed
Government Code Section 36516 -
• (a)(2)(C) – In cities over 50,000 up to and including 75,000 in population, up to and including one thousand six hundred dollars ($1,600) per month.
• Added the ability to increase the salary beyond the base equal to inflation since January 1, 2024, based upon the California Consumer Price Index (CPI), or an amount equal to 5% for each calendar year since last adjustment.
• The increase shall not exceed the greater of either of these options and the CPI cannot exceed 10% for each calendar year. 471
Recommendation
• Discuss and provide direction to Staff
regarding adjustments to City Councilmember
salaries.
472