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Item 16

BUILDING ON THE BRENTWOOD WAY

VISION AND STRATEGY

City Council
Two-Year Action Plan
May 2005

Produced by:
City Manager’s Office

May 2005

Honorable Mayor, Councilmembers, Residents and City Staff
City of Brentwood
Brentwood, California 94513

Dear Mayor Swisher, Councilmembers, Residents and City Staff:

I am pleased to present for City Council consideration the results of the Council’s 2005 Goal Setting Workshop.

On Saturday, April 16, 2005, the City Council, City Manager and Department Directors met in a facilitated workshop to consider goals for the next two years. The intent of the workshop was to identify priorities that have not been addressed in previous Council actions or that remain in the forefront of community interest.

The workshop facilitator asked each Councilmember to describe how they would like Brentwood to be 10 – 15 years from now. The Councilmembers brainstormed what projects they thought would help achieve their vision of Brentwood.

Regional transportation remains one of the City’s top priorities and Council reaffirmed that they wanted staff to continue to devote our full effort to transportation improvements. In total, the Council identified 21 projects which are all important to the City’s future and can proceed independently of each other. Projects are not prioritized, since staff believes that all of the projects are doable in the next two years.

Staff took the project concepts and developed them into tangible work products, or a “to do” list, for the next two years. The list of projects is presented to the Council for consideration and modification. Staff wants to be sure “we heard it right”. Those projects approved by Council will be incorporated in the 2005/06 – 2006/07 Operating Budget, and the project status will be reported to Council on a quarterly basis.

I want to thank Council and staff for devoting a busy Spring Saturday to this important effort. The commitment and excitement that both Council and staff have for the City of Brentwood makes this a very special community and a very special place to work. I also want to thank the staff who developed these projects and will be implementing them in the next two years.

Donna Landeros
City Manager

TABLE OF CONTENTS

Page

Affordable Housing 3
Attract and Retain Businesses 4
City Park Redesign 5
Code Enforcement 6
Community Cultural Arts Plan 7
Emergency Preparedness 8
Financial Software Package 9
Fire District Master Plan 10
General Plan Update 11
Health and Wellness Initiative 12
Housing Element of the General Plan 13
Information Systems Long Range Plan 14
Infrastructure Master Plans – Roadway, Wastewater, Water 15
New City Hall 16
Public, Educational and Government (PEG) Cable TV Access Channels 17
Records Retention/ Archive 19
Regional Agriculture Preservation 21
Regional Transportation Plan Truck Routes 22
Solar Power / Energy Savings 23
Water Conservation Plan 24
Youth / Teen Master Plan 25

AFFORDABLE HOUSING

PROJECT LEAD: Howard Sword, Community Development Director
PROJECT TEAM: Community Development, Redevelopment, Housing Subcommittee, Various

WHAT ARE WE TRYING TO ACCOMPLISH
Provide an Affordable Housing Program to the citizens of Brentwood.

SCOPE OF PROJECT
Develop, adopt and implement a business plan for the use of the in-lieu fees collected from the Affordable Housing Program. Identify land available for the development of affordable multi-family residential projects. Coordinate efforts with Housing Rights, Inc. and Pacific Community Services for fair housing, credit and home buying counseling to Brentwood residents. Develop and implement a First Time Homebuyer Program.

BACKGROUND
Ordinance 790 was implemented in early 2005, which allows for the creation of for-sale and rental housing for very low, low and moderate income households. The effectiveness of this ordinance will be evaluated on an annual basis.

RESOURCES NEEDED
Consultant for First Time Homebuyers Program and Business Plan

FISCAL IMPACT
Ongoing program costs paid through the in-lieu fees collected and rents collected through the affordable housing program. Consultant costs for First Time Homebuyer and Business Plan shall not exceed $50,000. Cost of property management for rental units shall be paid through the income stream of the rental units.

MILESTONES AND CRITICAL SUCCESSES
This project is already underway. Additional components are scheduled as follows:
 Work with residential developers to implement Ordinance 790 and create 50-60 new affordable units during the next two years.
 Database for available land and for deed restricted units is being created by housing staff and will be fully developed and utilized during FY 2005/06.
 Discussions with service providers for fair housing activities have begun with services scheduled to begin in Brentwood in Fall 2005 and continue weekly thereafter.
 Assist 10 – 20 families with First Time Homebuyer loans over the next two years.

ATTRACT AND RETAIN BUSINESSES

PROJECT LEAD: Howard Sword, Director of Community Development
PROJECT TEAM: Community Development

WHAT ARE WE TRYING TO ACCOMPLISH
We want to build on our potential and maintain Brentwood’s viability as a thriving business community.

SCOPE OF PROJECT
Implement the recommendations from the Manufacturing Attraction Strategic Plan, including the establishment of business attraction marketing campaign to target identified non-retail business throughout the Bay Area and California. Create a business retention strategy with existing business participation and promotion. Establish land uses that accommodate employment centers through the approved Brentwood Boulevard Specific Plan; continue to identify public/private opportunities to stimulate job creation in RDA project areas. Identify employer training needs and coordinate training/curriculum with local junior college. Update Phase II of the Economic Development website, which includes an upgrade to the Property Locator tool.

BACKGROUND
Economic Development has been working on a marketing program to build and maintain businesses in Brentwood.

RESOURCES NEEDED
Economic Development Manager

FISCAL IMPACT
 An estimated $100,000 is needed for the implementation of a business attraction marketing strategy. This expense is already in the Economic Development 2-year budget.
 Cost of the business retention campaign would need to be determined based upon scope – estimated expense is $25,000 and is not budgeted.
 Preparation/adoption of three specific Plans is $500,000 and budgeted over a three year period.
 The cost of the website update is $10,000 annually and is budgeted.
 Financial participation in public/private job creation opportunities is dependent on availability of Agency funding.

MILESTONES AND CRITICAL SUCCESSES
 Upon recruitment of Economic Development Manager, preparation of action plan to implement recommendations will be produced and brought to City Council for consideration and approval.
 Community workshop for Brentwood Boulevard Specific Plan - Summer 2005.
 Preparation of documents and public hearings - Winter 2005/06.
 Multi-phase manufacturing plan -12 to 18 months.
 Business Retention Plan – ongoing, requiring six months to launch.
 Brentwood Boulevard Specific Plan – EIR is anticipated in 12 – 16 months.
 Website upgrade – 2 – 4 months.

CITY PARK REDESIGN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
PROJECT TEAM: Parks and Recreation Department, Parks and Recreation Commission

WHAT ARE WE TRYING TO ACCOMPLISH
Particularly with the advent of a Civic Center, complete with a new City Hall, we want to continue use of the City Park as the centerpiece of the downtown area.

SCOPE OF PROJECT
Redesign City Park to upgrade and improve the park to current use standards and to complement our new City Hall / Civic Center Construction, matching its design. The project also includes the replanting of trees to match the new design and use patterns and creating shaded areas for a comfortable atmosphere. The electrical system will also be upgraded to accommodate new applications as technology moves forward.

BACKGROUND
City Park is currently home to the City Holiday Tree, the Snow Park and the Hospice Tree of Lights. The City Park Redesign is an existing CIP Project (#522-5226). The conceptual plan for the redesign was approved by Council in 2003 and Phase I, the children’s play area, was completed in 2004.

RESOURCES NEEDED
Landscape architect/consultant
Staff time

FISCAL IMPACT
$1,200,000 is needed to complete the City Park redesign based on the approved conceptual plan. Approximately $300,000 will be available in FY 2005/06 for expenditures in 2006/07 from the State Proposition 40 Park Bond Act. As an existing park, City Park cannot use development impact fees.

MILESTONES AND CRITICAL SUCCESSES
Downtown Specific Plan / City Hall design is expected to be complete in late 2005, early 2006. Phase II per-capita funding should become available in FY 2005/06 for spending in FY 2006/07.

CODE ENFORCEMENT

PROJECT LEAD: Howard Sword, Community Development Director
PROJECT TEAM: Community Development Department

WHAT ARE WE TRYING TO ACCOMPLISH
Structure and implement a comprehensive code enforcement policy.

SCOPE OF PROJECT
This project will evaluate code enforcement issues though out the City and provide information to the City Council to set priorities for enforcement.

BACKGROUND
A code Enforcement consultant with experience in developing effective programs is needed to assist the City in structuring a comprehensive Code Enforcement policy. The consultant will provide Council with a report identifying code enforcement issues, strategies for compliance and option program proposals.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
The consultant fee of $5,000 will come from the Building and Code Enforcement Division’s operating budget. Ongoing program costs will be paid through cost recovery (fines), permit fees and the general fund.

MILESTONES AND CRITICAL SUCCESSES
First review by Council can be scheduled as early as the first meeting in August 2005.

COMMUNITY CULTURAL ARTS MASTER PLAN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
PROJECT TEAM: Parks and Recreation Department, Arts Commission, Citizen’s Advisory Committee on Community Facilities

WHAT ARE WE TRYING TO ACCOMPLISH
Through the Community Cultural Arts Master Plan, staff anticipates revitalization within the community, assisted by increased and improved arts programs, improved urban design, historical preservation, community and economic development and established funding support for the arts.

SCOPE OF PROJECT
Design, develop and implement a Community Cultural Arts Master Plan, which will also encompass a Public Art Master Plan.

BACKGROUND
The Arts Commission has been in place since 2001, inclusive of gallery space at the Technology Center, a Community Concert Band, and a Poet Laureate position. Annual art events such as “Day in the Park Art and Wine Festival” and “Art for Art’s Sake” have been established. The Art Society, a not-for-profit organization, was established in 2002 and the Public Art Ordinance was approved in 2003. In 2004 it became necessary to hire a full time staff to manage these programs. The Citizen’s Advisory Committee on Community Facilities is considering a number of cultural art facilities in their recommendation for City Council consideration in May 2005.

RESOURCES NEEDED
Staff time and consulting services

FISCAL IMPACT
$100,000 for consultant services.

MILESTONES AND CRITICAL SUCCESSES
The Citizen’s Advisory Committee on Community Facilities will present their recommendation of cultural arts facilities in May 2005, with prioritization and funding options in late 2005, early 2006. We anticipate the project will include the following timelines:

 Develop RFP for consultant – 2 months
 Distribute RFP – 2 months
 Interview consultants – 1 month
 Award project – 1 month
 Project development (task force, expectations, identify key individuals, etc.) – 1 month
 Project research (interviews, public meetings, surveys, etc.) – 3 months
 Plan approvals – 2 months
 Plan implementation, monitoring and evaluation – ongoing


EMERGENCY PREPAREDNESS

PROJECT LEAD: Michael Davies, Chief of Police
PROJECT TEAM: Police and Finance Departments

WHAT ARE WE TRYING TO ACCOMPLISH
An effective and efficient response to City emergencies.

SCOPE OF PROJECT
To familiarize and train council and staff in an annually updated Emergency Preparedness Plan, their roles and responsibilities in the event that the Emergency Operations Center is activated, and to be financially prepared in the event of an emergency.

BACKGROUND
The City needs to be prepared to respond to a critical incident, disaster or catastrophic event. This project involves training, supplies, services and capital outlay needed to support the Emergency Preparedness Plan that is currently in place. This plan needs to be updated annually in order to ensure its viability.

RESOURCES NEEDED
An Emergency Preparedness Fund (#700-7001) is in place to enable the City to be financially prepared to respond to an emergency.

FISCAL IMPACT
Project costs are ongoing annually and accounted for in the budget “Emergency Preparedness Fund”. No additional costs beyond the budget are required. The FY 05/06 and FY 06/07 annual budget is $35,000 per fiscal year.

MILESTONES AND CRITICAL SUCCESSES
The primary Emergency Operations Center (EOC) is located in the new Police Station and will be equipped and operational by August 2005. The first half of the plan training will be completed in the first half of FY 05/06. The second half, practical training exercises, will be completed in the second half of FY 05/06.

FINANCIAL SOFTWARE PACKAGE

PROJECT LEAD: Pamela Ehler, Director of Finance and Information Systems
PROJECT TEAM: Software Selection Committee

WHAT ARE WE TRYING TO ACCOMPLISH
We want to acquire and implement a new Financial Software package which will integrate City systems, such as Building Permits, Utility Billing and Parks and Recreation with the accounting system. We need a system that will also allow the City to bring the Payroll functions in-house, removing the need for third-party services. The workflow component will automate processes Citywide and the imaging capabilities will allow for the easy sharing of documents. All of these features will greatly improve the efficiency of City employees.

SCOPE OF PROJECT
This project involves the research, selection and implementation of a new Financial Software package which will integrate City systems.

BACKGROUND
To date, the following tasks have been accomplished on this project:
 Software Selection Committee representing all departments was identified
 Software presentations by selected vendors to Software Selection Committee
 Software Selection Committee ranked vendors
 Selection of independent software consultant to work with City employees to determine evaluation criteria; evaluate the software and its ability to meet the function requirements of the City; and develop the RFP.

RESOURCES NEEDED
Software Consultant
Staff time – Software Selection Committee from various departments

FISCAL IMPACT
 The expenditure of $1.5 million as identified in the 2005/06 CIP Budget, and funded through the Information Systems Replacement Fund, will be paid out as the project phases are complete. The final payment will not be made until after all software programs have been created, which is estimated to take two to three years.
 On-going maintenance costs will be $40,000 annually.
 Cost in staff time will equate to two finance staff spending 60% of their time during the next two to three years overseeing the project implementation.

MILESTONES AND CRITICAL SUCCESSES
A recommendation will be made to City Council possibly in this fiscal year. Project is estimated to begin immediately thereafter.

FIRE DISTRICT MASTER PLAN

PROJECT LEAD: Howard Sword, Director of Community Development
PROJECT TEAM: Community Development

WHAT ARE WE TRYING TO ACCOMPLISH
We want to insure that our public safety service levels are of the highest quality.

SCOPE OF PROJECT
Work in conjunction with the Fire District, Contra Costa County and the City of Oakley to prepare a Fire District Master Plan for the City of Brentwood. The master plan should include: adequate response time for emergencies (i.e., 5 minutes or less for 90% of the calls); identification of future station locations within the City through a master district-wide map based on response time and population levels; identification of costs and funding sources for future stations within the City; an analysis of appropriate staffing levels for stations (2 or 3 per shift); an analysis of property tax generated within the City of Brentwood; and a determination of the need for paramedic services in Brentwood and funding source, if desired.

BACKGROUND
The City currently has two fire stations and, based on the growth of the City, is in need of a third station.

RESOURCES NEEDED
Consultant to help in preparation of Master Plan.

FISCAL IMPACT
 Consultant to help in review and preparation of Master Plan - $27,000.
 Construction of Fire Station # 56 – approximately $2.3 million.

MILESTONES AND CRITICAL SUCCESSES
 Approve design for Station # 56 in Summer 2005.
 Present final product (master plan) June / July 2005.

GENERAL PLAN UPDATE

PROJECT LEAD: Howard Sword, Community Development Director
PROJECT TEAM: Community Development, Parks & Recreation, Engineering Departments

WHAT ARE WE TRYING TO ACCOMPLISH
To maintain an updated and accurate General Plan.

SCOPE OF PROJECT
Update the technical components of the City’s General Plan Easements. Update the Parks and Recreation Master Plan for inclusion in the General Plan. Develop Water Conservation Plan for inclusion in the General Plan. Update Water/Sewer/Roadway Master Plans to include in the General Plan Update. Revise printed documents and Land Use Map to reflect recent General Plan amendment.

BACKGROUND
General Plans periodically get reviewed and updated as necessary. Typically the planning period is 20 years. However, if during that time frame there are a lot of general plan amendments requests or the population of the city changes drastically, the City will need to review and/or update its policies. This is done to insure that the General Plan continues to reflect the desires of the community relating to future development.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
 General Plan Update - $575,000
 Parks and Recreation Master Plan, Water Conservation Plan, and Infrastructure Updates – to be determined

MILESTONES AND CRITICAL SUCCESSES
 Technical Studies Update – Staff evaluation of needed studies – Fall 2005
 Hire consultant – Early 2006
 Complete studies – summer 2006
 Draft recommendations and forward to Planning Commission and City Council – Spring 2007
 Parks and Recreation Master Plan, Water Conservation Plan, and Infrastructure Updates – Begin Fall 2005 with anticipated completion in Spring 2007

HEALTH AND WELLNESS INITIATIVE

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
PROJECT TEAM: Parks and Recreation

WHAT ARE WE TRYING TO ACCOMPLISH
The health and wellness of our community is a top priority to us. We feel it is important to educate the community on the importance of a healthy lifestyle.

SCOPE OF PROJECT
Collaborate with school districts, City Commissions and non-profit agencies already in place for community-wide wellness events. Make use of our current Activities Guide as the community’s “Health and Wellness” Guide.

BACKGROUND
Currently, we have no specific Health and Wellness program in place. We have the opportunity to utilize our regional relationships with other agencies to bring health issues to the foreground in our community.

RESOURCES NEEDED
Use of the current Activities Guide.

FISCAL IMPACT
Project costs are ongoing annually and are accounted for in the budget for the Parks and Recreation Department.

MILESTONES AND CRITICAL SUCCESSES
 Fall/Winter Activities Guide will be reformatted into our Health and Wellness Guide. First distribution will be in August 2005 for October 2005 – January 2006.
 Calendar of Health and Wellness events for 2006 will be completed in November 2005.
 Staff will continue training opportunities in October and the California and Pacific Southwest Training Conference in March 2006.

HOUSING ELEMENT OF THE GENERAL PLAN

PROJECT LEAD: Howard Sword, Director of Community Development
PROJECT TEAM: Community Development Department

WHAT ARE WE TRYING TO ACCOMPLISH
Create certainty for residential developers and streamline the development of residential housing, per the State HCD’s mandate. We want to ensure the availability of land zoned for additional multi-family residential development, as well as develop a program to assist in the preservation of mobile home parks.

SCOPE OF PROJECT
Evaluate the condition and potential opportunities for rehabilitation of the City’s mobile home parks for the purposes of upgrading these facilities. Develop architectural design guidelines for the Council’s consideration to provide community-wide design standards for development of single-family and multi-family housing. Rezone 20 acres to Very High Density Residential zoning designation allowing 20-30 dwelling units. Develop and disseminate fair housing information in multiple languages more widely in the community at various community-wide locations.

BACKGROUND
Usually every five to seven years the legislature requires cities to review and/or update their Housing Element of the General Plan in order to ensure that adequate land is provided to meet the state housing needs and provide housing for all economic segments of the City. This project is also part of the General Plan.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
 Mobile home park evaluation and rehab opportunities funded through RDA - $25,000
 Architectural guidelines - $50,000
 General Plan amendments for Housing Element compliance - $35,000

MILESTONES AND CRITICAL SUCCESSES
 Develop zoning standards for “shell” PDs and evaluate mid-range density policy – Early 2006.
 Disseminate multi-lingual housing information at community-wide locations – Early 2006.
 Rezone 20 acres to Very High Density – End of 2005.
 Evaluate opportunites to preserve mobile home parks – Mid 2006.
 Architectural Design Guidelines:
 Hire consultant – Mid 2005.
 Draft guidelines to Planning Commission – End 2005.
 Draft guidelines to City Council – Spring 2006.

INFORMATION SYSTEMS LONG RANGE PLAN

PROJECT LEAD: Yun Cho, Chief Information Officer
PROJECT TEAM: Information Systems, Various Staff

WHAT ARE WE TRYING TO ACCOMPLISH
We need to insure the integrity and safekeeping of all electronic City data. We currently have the right systems in place but want to be sure we have planned properly for the future and for build out of the City.

SCOPE OF PROJECT
Program should consist of, but is not limited to: Policies, Procedures and Documentation; back up plan; disaster recovery plan; wireless backbone expansion; fiber optic; web enhancement; network infrastructure; media center (PEG Channels); service and client upgrade. Auditing procedures to maintain an ongoing and effective program also need to be developed.

BACKGROUND
We currently have back up procedures in place, backing up servers to a hard drive and from there to digital tapes. This plan needs to be more specific and better defined. Future scope of this project will include specialized services used for offsite storage and electronic records retention.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
Expenditures are currently estimated for start up and 1st year costs. However, management costs for this program will be ongoing annually and will be accounted for in the Information Systems budget.

 Consultant Fees: $100,000
 Staff Time: $60,000
 Storage and Data Transfer Fees: $5,000
 Special HVAC Requirements: $10,000
 Specialized Long-Term Electronic Storage / Backup Supplies: $1,200
 Benchmarking – Best Practices Site Visits: $5,000
 Website update - $30,000

Total estimated start up costs and 1st year expenditures: $211,200

MILESTONES AND CRITICAL SUCCESSES
Consultant can be researched and identified immediately. Actual work on the project will begin in FY 2005/06.

INFRASTRUCTURE MASTER PLANS –
ROADWAY, WASTEWATER, WATER

PROJECT LEAD: Bailey Grewal, City Engineer
PROJECT TEAM: Engineering and Planning Departments

WHAT ARE WE TRYING TO ACCOMPLISH
To maintain updated and accurate master plans to serve the demand of existing and proposed developments in and around the City.

SCOPE OF PROJECT
Update the roadway, wastewater collection and water storage and distribution master plans for consistency with land uses within and adjacent to the City. Create infrastructure maps showing locations and sizes of specific major infrastructure.

BACKGROUND
Master plans need to be updated as required by land use changes and to reflect the location and configuration of proposed and installed infrastructure. These infrastructure master plans are currently assigned to the Engineering Department in close cooperation with the Planning Department. This project is also part of the General Plan Update.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
Project costs are ongoing annually and accounted for in the Engineering Department’s operational budget. No additional costs beyond the budget are required.

MILESTONES AND CRITICAL SUCCESSES
Water and Sewer Master Plan updates are underway and should be completed shortly. It is intended that the Roadway Master Plan updates will begin in late 2005.


NEW CITY HALL

PROJECT LEAD: Karen L. Chew, Assistant City Manager
PROJECT TEAM: Various

WHAT ARE WE TRYING TO ACCOMPLISH
Provide a permanent City Hall to house all appropriate City functions in an efficient and productive environment. This includes the following departments: Administration, Finance/Information Systems, Community Development, Engineering and Parks and Recreation.

SCOPE OF PROJECT
Design and construct a new City Hall to include all departments currently located at 150 City Park Way, 108 and 120 Oak Street and certain employees at the Tech Center. This involves relocating the High School District bus barn to a location outside the downtown area and also replacing the tennis courts on other school district property adjacent to the sports field. To the extent possible, construct the new City Hall in phases such that the 150 City Park Way employees may remain where they are during the initial construction. Once employees are relocated into the new City Hall, demolish the 150 City Park Way building to construct a new Council Chamber and a plaza entry from the Third Street address. Provide adequate parking for City employees and visitors.

BACKGROUND
The City has outgrown the existing City Hall complex and needs to begin development of a new City Hall facility. City Hall is an existing CIP Project (#337-3139). The bus barn relocation and the tennis court relocation are also CIP Projects. The City has been saving funds for this facility for approximately ten (10) years.

RESOURCES NEEDED
Architectural and other construction consultants
Staff time

FISCAL IMPACT
The new City Hall project is estimated to cost approximately $28,249,556. The bus barn relocation is estimated to cost approximately $2,306,144. The tennis court replacement is estimated to cost approximately $1,500,000.

MILESTONES AND CRITICAL SUCCESSES
Downtown specific plan / City Hall design is expected to be complete in late 2005, early 2006. Negotiations continue with the School District for relocation of the bus barn. Staff will begin meeting with the City Hall architects to revise the project design to incorporate the bus barn property.

PUBLIC, EDUCATIONAL & GOVERNMENT (PEG)
CABLE TV ACCESS CHANNELS

PROJECT LEAD: Karen L. Chew, Assistant City Manager
PROJECT TEAM: Various Departments

WHAT ARE WE TRYING TO ACCOMPLISH
It is the goal of City staff to provide cable access television to the citizens of Brentwood in part to advance our communication efforts, but also to provide community-based television viewing options to our residents.

SCOPE OF PROJECT
Explore the City’s options regarding the provision of PEG public access channels to Brentwood residents. Project includes creating a business plan for the cable access TV station, studio design, programming options, a technological needs assessment and management of the program.

BACKGROUND
The City recently approved a 15-year franchise agreement with Comcast wherein Comcast provides funding in the amount of $850,000 over eight years for capital equipment to provide cable access television to Brentwood.

RESOURCES NEEDED
Immediate resources include a communications consultant and technological needs assessment.

FISCAL IMPACT
The total cost of this project is dependent on how the City plans to participate in the delivery of this service. Until this approach and project plan is clearly identified, the fiscal impact is unknown.

MILESTONES AND CRITICAL SUCCESSES
The schedule for PEG Funding coincides with the development of the public access TV station and programming. The schedules are as follows:

 $400,000 payable within 60 days following effective date of the franchise agreement. The City received this money in April 2005.
 $200,000 payable at the later of two (2) years following the effective date of the franchise agreement or when the City commences construction of its new City Hall.
 $150,000 payable five (5) years following the effective date of the franchise agreement provided that there are at least 11,000 subscribers.
 $100,000 payable seven (7) years following the effective date of the franchise agreement.

Comcast will provide the city with the following analog channels for PEG related purposes:

 Two (2) channels initially for Public Access and Government Access.
 One (1) channel for Educational Access upon the City’s certification that the City has a plan and a budget to implement educational programming.
 Two (2) channels after five (5) years from the effective date of the franchise agreement, provided that the prior activated channels have been programmed with locally provided programming on average of at least six (6) hours per day over a thirty (30) day period preceding such date of request.

RECORDS RETENTION / ARCHIVE

PROJECT LEAD: Pamela Ehler, Director of Finance and Information Systems/City Clerk
PROJECT TEAM: Various Departments

WHAT ARE WE TRYING TO ACCOMPLISH
We want to develop and implement a comprehensive records retention program and vital records archive that protects the City’s documents using best practices and proven storage safety methods.

SCOPE OF PROJECT
Develop a vital records retention program to protect the City’s information. Project should include a records retention guideline/policy, identification and selection of all appropriate protection methods for vital records and identification of City staff responsible for the management of the program.

BACKGROUND
Currently City departments have no unified process for off-site storage needs. We need to consolidate our storage files, in the interest of cost savings, efficiencies and waste reduction. Further, while we currently have the right systems in place for electronic data retention and storage, we want to be sure we have planned properly for the future and for build out of the City.

RESOURCES NEEDED
Consultant
Staff Time / Records Manager

FISCAL IMPACT
 Consulting costs - $50,000.
 Archive costs to be determined by archive space requirements and protection methods selected.
 File conversion costs will be determined when the type of filing system is identified.
 Disaster recovery costs will be identified as part of the development of the Disaster Recovery Plan.

MILESTONES AND CRITICAL SUCCESSES
 Hire consultant by January 2006.
 File conversion needs to be completed when the new City Hall is constructed.
 The Records Manager position is included in the FY 2005/06 Operating Budget as part of City Administration.

REGIONAL AGRICULTURE PRESERVATION

PROJECT LEAD: Howard Sword, Director of Community Development
PROJECT TEAM: Community Development

WHAT ARE WE TRYING TO ACCOMPLISH
We want to keep farming in Brentwood an economically viable way of life. We want to preserve our agricultural heritage and provide Brentwood residents with a sense of community and historic pride.

SCOPE OF PROJECT
Establish a long range vision for agriculture in the region that includes all agricultural interests. We want to retain a facilitator to guide the process in establishing an inclusive regional agricultural vision.

BACKGROUND
The implementation of the agricultural preservation has not achieved the City Council’s objectives or expectations established when the Agricultural Enterprise Program Ordinance No. 683 was adopted. BALT’s policies have not included the interests of the farmers who farm the majority of the land in the Far East Contra Costa County. Further, the inability to obtain strategically located easements has compromised the City’s ability to negotiate an acceptable Urban Limit Line.

RESOURCES NEEDED
Economic Consultant
Staff Time

FISCAL IMPACT
 Economic consultant (EPS) - $60,000.
 Facilitator - $10,000.
 Funding will come from the Agricultural Enterprise Program.

MILESTONES AND CRITICAL SUCCESSES
 Need to establish a City Council policy participation plan as soon as possible.
 Examine the relationship between the inability to obtain easements and the City’s position on the ULL within one month.
 Negotiate a scope of work with EPS to perform economic and financial analysis for Easement Strategic Plan options within two months.
 Negotiate a scope of work with a facilitator to establish the inclusive regional agricultural vision within two months.
 Establish a long range vision for agriculture in the region that includes all agricultural interests within six months.
 Examine and modify the Strategic Plan of obtaining agricultural easements within six months.
 Consider revising Agricultural Enterprise Program Ordinance No. 683 within one year.

REGIONAL TRANSPORTATION AND TRUCK ROUTES

PROJECT LEAD: Bailey Grewal, City Engineer
PROJECT TEAM: Engineering Department, Planning Department

WHAT ARE WE TRYING TO ACCOMPLISH
To coordinate local efforts with regional agencies to plan and implement regional transportation and truck routes.

SCOPE OF PROJECT
Update regional transportation routes for consistency with regional planning. In cooperation with regional agencies, pursue and establish funding sources for planning, design and capital improvements.

BACKGROUND
The regional transportation updates are planned and coordinated with the County, Contra Costa Transportation Authority (CCTA) and TRANSPLAN. The Engineering Department, in close cooperation with the Planning Department, analyzes these updates and provides input to regional agencies.

RESOURCES NEEDED
Staff and consultant time

FISCAL IMPACT
Regional transportation plan funding is included in the County, CCTA, and the ECCRFFA/ECTIA fee program. Funds are budgeted through the Engineering Department’s operational budget for truck route updates annually and/or as required. Project planning costs are ongoing annually. No additional costs beyond the budget are required for this level of work.

MILESTONES AND CRITICAL SUCCESSES
These plans require periodic updates to reflect proposed and/or completed infrastructure or as required by land use changes within and adjacent to the east county area (TRANSPLAN).

SOLAR POWER / ENERGY SAVINGS

PROJECT LEAD: Paul Zolfarelli, Director of Public Works
PROJECT TEAM: Public Works Department, Facilities

WHAT ARE WE TRYING TO ACCOMPLISH
We want to implement various programs and plans that conserve energy through the City and update these plans as new energy saving efforts are realized.

SCOPE OF PROJECT
Design and implement a solar energy plan and incorporate energy efficient operations in the City Standards.

BACKGROUND
P G & E currently offers a rebate program for new construction that installs solar panels for energy conservation. Currently this rebate is only being offered to schools, but it is anticipated that it will be expanded to other construction. In that regard, the City is eager to begin conservation efforts of its own.

RESOURCES NEEDED
Energy Management Consultant
Staff Time

FISCAL IMPACT
A request for proposal will be necessary to determine cost of a study. Staff will examine the potential for grant funding to offset initial implementation costs.

MILESTONES AND CRITICAL SUCCESSES
Within the next 12 months staff will develop a RFP to identify interest with contractors. Staff will then prepare a staff report to Council summarizing the findings and potential contractors. Upon completion of the solar feasibility plan, staff will develop a time frame for implementation with an anticipated completion within six months.

WATER CONSERVATION PLAN

PROJECT LEAD: Paul Zolfarelli, Director of Public Works
PROJECT TEAM: Various

WHAT ARE WE TRYING TO ACCOMPLISH
We want to implement various programs and plans that conserve our water resources throughout the City.

SCOPE OF PROJECT
Design and implement a Water Conservation Plan and incorporate water efficient operations in the City Standards.

BACKGROUND
In an effort to address water conservation issues, staff is currently conducting outreach to homeowner groups to address proper irrigation timer/controller use. This project is also a part of the General Plan Update.

RESOURCES NEEDED
Water Conservation Coordinator
Funding and resources for community outreach and public education

FISCAL IMPACT
The majority of the funding for the Water Conversation Program will come from the City of Brentwood Water Enterprise Budget. Program expansion will be budgeted and funded through water rates. The City is currently applying for grant funding to begin our public outreach for washing machine water conservation. Conservation program funding is planned for and included with each budget. Fiscal impact to other projects will need to be determined on a case by case basis.

MILESTONES AND CRITICAL SUCCESSES
The water conservation master plan will be developed within the next two years. Public outreach is occurring in an interim stage and will grow each year to address the needs of the population.

YOUTH / TEEN MASTER PLAN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
PROJECT TEAM: Parks and Recreation Department, Parks and Recreation Commission, Youth Commission

WHAT ARE WE TRYING TO ACCOMPLISH
Work with the Youth Commission to hold a youth forum related to youth issues in Brentwood and then look at other cities to determine successful models of how they have engaged youth on issues that are raised.

SCOPE OF PROJECT
Work with the Youth Commission to identify youth-related issues in Brentwood and develop alternatives as to how to deal with the problems.

BACKGROUND
As a result of a survey conducted by the Youth Commission three years ago, the Commission has developed a Youth Crisis Card and two very successful job fairs. They will be moving forward with a youth forum during the 2005/06 school year to find out what the issues are for the youth of Brentwood. Once this forum has been held, staff will work with the Commission to find successful models in other cities related to these issues and will develop a staff report for consideration by City Council in FY 2006/07.

RESOURCES NEEDED
Park and Recreation / Youth Commission project time
Staff time

FISCAL IMPACT
Work will be completed within approved budget.

MILESTONES AND CRITICAL SUCCESSES
 A Youth/Teen Center is currently under construction as a part of the Citizens Advisory Committee on Community Facilities, which will make a phase one recommendation in May 2005, and a final recommendation in early 2006 for City Council consideration.
 Phase IV of the Youth Commission current plan is a youth/teen forum to be held during the 2005/06 school year.
 As a result of the youth/teen forum, staff will be working in FY 2006/07 with the Youth Commission to review what other Cities have done to engage and support youth and will bring back a staff report for City Council consideration as to the next steps for a teen/youth master plan.

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City Administration
City of Brentwood City Council
150 City Park Way
Brentwood, CA 94513
(925) 516-5440
Fax (925) 516-5441
E-mail allcouncil@brentwoodca.gov