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CITY COUNCIL AGENDA ITEM NO. 13

Meeting Date: October 11, 2005
Subject/Title: Accept the Second Quarter Update on the City Council Two Year Action Plan

Prepared by: Donna Landeros, City Manager

Submitted by: Donna Landeros, City Manager

RECOMMENDATION
Accept the Second Quarter Update on the City Council Two Year Action Plan.

PREVIOUS ACTION
On June 28, 2005, the City Council adopted the City Council Two Year Action Plan.

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. A preliminary report was presented on May 10, 2005 and Council’s comments and suggestions were incorporated into the document.

BACKGROUND
The attached document describes the Council’s goals and for each project addresses the scope, background, resources, fiscal impact, milestones and critical successes. This document is considered a living document and is updated periodically by staff to reflect the progress of each project. A project status will be reported to the City Council on a quarterly basis.

Amendments to the City Council Two Year Action Plan for the Second Quarter 2005 are addressed as follows:

The General Plan Update project has been amended to reflect a new start date for the Technical Studies. As the City is currently undertaking two Specific Plans, with a third eBart Specific Plan, staff is recommending that the General Plan Update be undertaken upon substantial complete of these three Specific Plans, so as to incorporate these Plan Areas and land use changes. Staff recommends changing the Technical Studies update to May 2006.

FISCAL IMPACT
All projects are either included in the current budget or will be brought to the Council for consideration for funding as the project moves forward.

Attachment:
City Council Two Year Action Plan – 2nd Quarter 2005

BUILDING ON THE BRENTWOOD WAY

VISION AND STRATEGY

City Council
Two-Year Action Plan
Second Quarter 2005

Produced by:
City Manager’s Office
October 2005

October 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 City Council Two Year Action Plan – Second Quarter 2005.

On June 13, 2005, City Council accepted the City Council Two Year Action Plan, based on results of the workshop held Saturday, April 16, 2005. The intent of that workshop was to identify priorities that have not been addressed in previous Council actions or that remain in the forefront of the community interest.

Staff has taken the project concepts that resulted from that workshop and developed them into tangible work products, or a “to do” list, for the next two years. The list of projects was presented to the Council for consideration and modification. These 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 for their continued support of 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 have developed these projects and are implementing them over the next two years.

Donna Landeros
City Manager

TABLE OF CONTENTS

Page

Arriving at our Vision - Workshop Idea Generation 3
Project Evaluation Criteria and Prioritization 4
Project Listing 4
Projects
Affordable Housing 6
Attract and Retain Businesses 7
City Park Redesign 8
Code Enforcement 9
Community Cultural Arts Master Plan 10
Emergency Preparedness 11
Financial Software Package 12
Fire District Master Plan 15
General Plan Update 16
Health and Wellness Initiative 17
Housing Element of the General Plan 18
Information Systems Long Range Plan 19
Infrastructure Master Plans – Roadway, Wastewater, Water 20
New City Hall 21
Public, Educational and Government (PEG) Cable TV Access Channels 24
Records Retention / Archive 27
Regional Agriculture Preservation 28
Regional Transportation Plan Truck Routes 29
Solar Power / Energy Savings 30
Water Conservation Plan 31
Youth / Teen Master Plan 32

ARRIVING AT OUR VISION – WORKSHOP IDEA GENERATION
(The following ideas were generated in the lead-in conversation of the 4/16/05 workshop.)

Community

What do we want our community to feel like in the next 10 – 15 years?
Discussion included the need for a Civic Center, inclusive of a library, City Hall offices and community services; a healthy and vibrant Downtown area that is the bright spot of the City and draws people to it; an active cultural arts scene and other community events that are widely attended; a school system that fits the population of Brentwood as well as after school activities; residents are part of the community, they stay in the community longer and the community is subsequently more mature; Brentwood is a safe and great place to be, a great place to live.

Economic Development

What is our economic outlook in 10 – 15 years?
Career jobs exist so residents can live and WORK in Brentwood; we have found an adequate mixture of residential, retail and commercial (expanding to the north and south) with some industrial; we have an economy that can sustain our residents; i.e., shopping, jobs and quality service levels; prime real estate and pride in ownership; an economy that attracts private investors.

Agriculture

Will agriculture be important to Brentwood in 10 – 15 years?
The group felt that it will be essential to preserve the agricultural core. Wineries, vineyards and bed and breakfasts are a big draw that attract both residents and folks from neighboring communities.

Infrastructure

What will we need in 10 - 15 years?
Complete our capital improvements. Improved arterials – can travel easily within the city and on regional roads; non-vehicular connections; adequate water supply. We have effectively addressed the regional transportation issues.

Government and Regional Relationships

What should our government look like in 10 - 15 years?
Brentwood has a fiscally sound and operationally efficient government; grow to be a leader in East County as well as be a part of inter-regional cooperation.

Project Evaluation Criteria and Prioritization

In order to be considered a priority by staff and Council and a part of the 10 -15 year vision, projects must meet the agreed-upon criteria.

 Project completion is feasible
 Project will result in a tangible end product
 Project will be completed within stated time frame (started or completed major portions within the next two years)
 Cost of project is within budget
 Resources needed are available to us
 Staff - can be accomplished with existing staff or new staff needed
 Equipment – is available and/or within budget
 Consultants – have the resources we need
 Space – space needs and/or constraints are manageable
 One time costs vs. ongoing costs

Project Listing

Council and staff were asked: What projects will best help the City move towards where we want to be in the next 10 – 15 years (our “Vision”)? The projects listed below were identified during the workshop as key efforts to moving Brentwood forward. From this list, a specific, consolidated project plan was developed. The projects that were determined to be the Council’s highest priority are shown in red, bold font.

Attract and Retain Businesses
Includes: Economic Development and Industrial Employment Attraction Plan
Education/Career Development/College Expansion
Medical/Health Facilities
Implement Specific Plans (Downtown and Brentwood Blvd)
Jobs Attraction

Code Enforcement
Includes: Completion of a comprehensive Code Enforcement Policy

Community Cultural Arts Master Plan
Includes: Civic Center and City Park Plan
Civic Center with Library and Arts/Cultural space
Cultural Center, inclusive of teen interests
City Hall Construction

Emergency Preparedness
Includes: Emergency Preparedness Plan
Create Emergency Reserves Contingency Fund

Project Listing (Cont.)
Fire District Master Plan
Includes: Third Fire Station in Brentwood

General Plan Update
Includes: Affordable Housing
Housing Element update – balance for future
Parks and Recreation Trail Plans
General Plan Update
Water Conservation Plan
Infrastructure - Water/Sewer Roadway Master Plan Updates

Health/ Wellness Initiative (Community-Wide)
Includes: Community education on a healthy lifestyle

PEG Channels
Includes: Providing Public Access to Brentwood citizens

Regional Agriculture Preservation and Development
Includes: Agriculture preservation
Agricultural development – Bed and Breakfast/Brand/Marketing
Regional agricultural or winery plan
Wineries and Agricultural industry

Regional Transportation
Includes: Regional Transportation Plan
Trucks - Rerouting Traffic

Solar Efficiencies
Includes: Energy conservation programs and plans

Youth/Teen Master Plan
Includes: Teen/Youth Centers and Activities

Internal Efficiencies

Council clarified that they support the accomplishment of these internal projects and would leave it to staff to develop, plan and implement. If non-budgeted monetary resources are needed to accomplish, staff would be expected to bring project forward for Council approval and budget authorization.
 Information Systems Long Range Plan
 Software Conversion – Financial Software Package
 Records Retention and Archives
 Cohesiveness between City Departments
 Employee Training for the Dealing with Public
 Fiscal Model

AFFORDABLE HOUSING

PROJECT LEAD: Howard Sword, Community Development Director
ASSIGNED TO: Ellen Bonneville, Housing Manager & Kwame Reed, Senior Housing Analyst
PROJECT TEAM: Community Development, Redevelopment, Housing Subcommittee, Various

PROJECT PHASE
Milestones and Critical Successes
Hired consultant (Seitel) to prepare 10 year business plan.
City Council approved “1st Time Homebuyer Program” in July.
Kick off “1st Time Homebuyers Program” available October 2005.
Negotiated two Affordable Housing Agreements with DR Horton and Penn Bros. for an additional 24 units. Reserved 4 rental units.
Interviewed 3 firms for Property Management Services.
Hired Pacific Community Services and LaRayo Centro legal to provide weekly housing counseling services at the Community Center in Brentwood.

Remaining Tasks
Task 1 – Work with residential developers to implement Ordinance 790 and create 50-60 new affordable units during next 2 years. 07/05 12/06
Task 2 – Create and utilize database for available land and for deed restricted units. This database is being created by housing staff and will be fully developed in FY 05/06 07/05 12/06
Task 3 – Continue discussion with service providers for fair housing activities and schedule services 09/05 12/05
Task 4 – Assist 10 – 20 families with First Time Homebuyer loans over the next two years 07/05 12/06

Task # July August September October November December
# 1 Implement Ordinance 790 and create 50- new affordable units
# 2 Create & utilize database to track available land and deed restricted units
# 3 Continue discussions with service providers for fair housing activities
# 4 Assist 10-20 families with First Time Homebuyer loans

2005

Task # January February March April May June
# 1 Implement Ordinance 790 and create 50 new affordable units
# 2 Utilize database for available land and deed restricted units
# 4 Assist 10-20 families with First Time Homebuyer loans

2006
2006
Task # July August September October November December
#1 Implement Ordinance 790 and create 50 new affordable units
# 2 Utilize database for available land and deed restricted units
# 4 Assist 10-20 families with First Time Homebuyer loans

2007
Task # January February March April May June

AFFORDABLE HOUSING

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 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 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
 Hired consultant (Seitel) to prepare 10-Year business plan.
 City Council approved “1 st Time Homeowner Program” in July.
 Kickoff of “First Time Homebuyer Program” available October 2005.
 Negotiated two Affordable Housing Agreements with DR Horton and Penn Bros. for an additional 24 units. Reserved four rental units.
 Interviewed three firms for Property Management Services.
 Hired Pacific Community Services and La Rayo Centro legal to provide weekly housing counseling services at the Community Center in Brentwood.

Additional components are scheduled as follows:
1. Work with residential developers to implement Ordinance 790 and create 50-60 new affordable units during the next two years.
2. Database to track available land and for deed restricted units is being created by Housing staff and will be fully developed and utilized during FY 2005/06.
3. Discussions with service providers for fair housing activities have begun with services scheduled to begin in Brentwood in Fall 2005 and continue weekly thereafter.
4. 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
ASSIGNED TO: Linda Maurer, Economic Development Manager & Gina Rozenski, Redevelopment Manager
PROJECT TEAM: Community Development

PROJECT PHASE
Milestones and Critical Successes
Successfully held a community workshop for Brentwood Boulevard Corridor Specific Plan – Summer 2005.
First draft of Brentwood Boulevard Corridor Specific Plan is currently being prepared by consultants for staff to review.
Completed inventory of remaining land available for job generating uses.
Analysis of jobs to housing balance underway; report to Council by October 2005.

Remaining Tasks
Task 1 – Preparation of documents and public hearings – Winter 2005 07/05 12/05
Task 2 – Multi-phase manufacturing plan – 12 to 18 months 07/05 12/06
Task 3 – Business Retention Plan – ongoing, requires six months to launch 09/05 2/06
Task 4 – Brentwood Boulevard Specific Plan – EIR is anticipated in 12 to16 months 07/05 12/06
Task 5 – Website Upgrade 5/06 7/07

Task # July August September October November December
# 1 Preparation of documents and public hearings
# 2 Multi-phase manufacturing plan – 12to18 months
# 3 Business Retention Plan
# 4 Brentwood Blvd. Specific Plan – EIR in 12 – 16 months

2005
Task # January February March April May June
# 2 Multi-phase manufacturing plan – 12 to18 months
# 3 Business Retention Plan
# 4 Brentwood Blvd. Specific Plan – EIR in 12 to 16 months
# 5 Website Upgrade

2006
2006
Task # July August September October November December
#4 Brentwood Blvd. Specific Plan – EIR in 12 to 16 months
# 5 Website Upgrade

2007
Task # January February March April May June

ATTRACT AND RETAIN BUSINESSES

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 and 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 will include 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 two-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
 Successfully held a community workshop for Brentwood Blvd. Corridor Specific Plan - Summer 2005.
 First draft of Brentwood Boulevard Corridor Specific Plan is currently being prepared by consultants for staff to review.
 Completed inventory of remaining land available for job generating uses.
 Analysis of job/housing balance underway; report to Council by October 2005.

Additional components are scheduled as follows:
1. Preparation of documents and public hearings - Winter 2005/06.
2. Multi-phase manufacturing plan -12 to 18 months.
3. Business Retention Plan – ongoing, requires six months to launch.
4. Brentwood Boulevard Specific Plan – EIR is anticipated in 12 to16 months.
5. Website upgrade – 2 to 4 months.

CITY PARK REDESIGN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
ASSIGNED TO: Ken DeSilva, Landscape/Facilities Manager
PROJECT TEAM: Parks and Recreation Department, Parks and Recreation Commission

PROJECT PHASE
Milestones and Critical Successes
We are currently waiting for completion of the Downtown Specific Plan and the City Hall design so the conceptual plan for City Park can be amended as needed.

Remaining Tasks
Task 1 – Downtown Specific Plan / City Hall Design (completed as part of other goals) are expected to be complete in late 2005, early 2006 07/05 3/06
Task 2 – Phase II per capita funding from State Prop 40 Park Bond Act available in FY 2005/06 07/05 11/05
Task 3 – Phase III – Completion of Park 04/06 9/06

Task # July August September October November December
# 1 Downtown Specific Plan/ City Hall Design
# 2 Phase II – Per capita funding from State Prop 40 Bond Act

2005
Task # January February March April May June
# 1 DSP/City Hall Design
# 3 Phase III – Completion of Park

2006
2006
Task # July August September October November December
# 3 Phase III – Completion of Park

2007
Task # January February March April May June

CITY PARK REDESIGN

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
 We are currently waiting for completion of the Downtown Specific Plan and the City Hall design so the conceptual plan for City Park can be amended as needed.

Additional components are scheduled as follows:
1. Downtown Specific Plan / City Hall design (completed as part of other goals) are expected to be complete in late 2005, early 2006.
2. Phase II per-capita funding from State Proposition 40 Park Bond Act should become available in FY 2005/06 for construction and completion in FY 2006/07. It is the responsibility of Finance and Information Systems to apply for the grant. The Park and Recreation Park Planner is responsible for the design and construction of Phase II.
3. Phase III, completion of the Park, is estimated based on the current conceptual plan, at approximately $900,000 and is currently unfunded.

CODE ENFORCEMENT

PROJECT LEAD: Howard Sword, Community Development Director
ASSIGNED TO: Randy Kidwell, Chief Building Official
PROJECT TEAM: Community Development Department

PROJECT PHASE
Milestones and Critical Successes
First Code Enforcement program review with Council held in September 2005. Staff advised that they will be back before Council in 60 days to present their Code Enforcement Plan.

Remaining Tasks
Task 1 – Phase I - Hire consultant: Prepared PowerPoint presentation for workshop to get Council direction 7/05 12/05
Task 2 – Phase II - Provide Council with work plan to implement Council’s direction TBD
Task 3 – Phase III - Amend ordinance and/or procedures as necessary TBD

Task # July August September October November December
# 1 Phase I - Hire consultant – prepare presentation for Council direction
# 2 Phase II – Provide Council with plan to implement Council’s direction
# 3 Phase III = Amend ordinance and/or procedures as necessary

2005
Task # January February March April May June

2006
Task # July August September October November December

2006
2007
Task # January February March April May June

CODE ENFORCEMENT

WHAT ARE WE TRYING TO ACCOMPLISH
Structure and implement a comprehensive Code Enforcement Policy.

SCOPE OF PROJECT
This project will evaluate code enforcement issues throughout 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 options 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 Code Enforcement program review with Council held in September 2005. Staff advised that they will be back before Council in 60 days to present their Code Enforcement Plan.

Additional components are scheduled as follows:

1. Phase I - Hire consultant; prepare PowerPoint presentation for workshop to get Council direction.
2. Phase II - Provide Council with work plan to implement Council’s direction.
3. Phase III - Amend ordinance and/or procedures as necessary.

COMMUNITY CULTURAL ARTS MASTER PLAN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
ASSIGNED TO: Rebekah Burr-Siegal, Arts Manager
PROJECT TEAM: Parks and Recreation Department, Arts Commission, Citizen’s Advisory Committee on Community Facilities

PROJECT PHASE
Milestones and Critical Successes
Citizen’s Advisory Committee on Community Facilities presented their recommendation of cultural arts facilities in May 2005, with prioritization and funding options in late 2005, early 2006.

Remaining Tasks
Task 1 – Develop RFP for Consultant 7/05 2/06
Task 2 – Distribute RFP 3/06 4/05
Task 3 – Interview Consultants 5/06 5/06
Task 4 – Award Project 7/06 7/06
Task 5 – Project Development 8/06 8/06
Task 6 – Project Research 8/06 10/06
Task 7 – Plan Approvals 11/06 12/06
Task 8 – Plan Implementation Ongoing
Task # July August Sept October November December

2005
Task # January February March April May June
# 1 RFP for Consultant
# 2 Distribute RFP
# 3 Interview

2006
2006
Task # July August September October November December
# 4 Award Project
# 5 Project Develop.
# 6 Project Research
# 7 Plan Approvals
# 8 Plan Implementation

2007
Task # January February March April May June

COMMUNITY CULTURAL ARTS MASTER PLAN

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.

Additional components are scheduled as follows:
1. Develop RFP for consultant – January / February 2006
2. Distribute RFP – March / April 2006
3. Interview consultants – May 2006
4. Award project – July 2006
5. Project development (task force, expectations, identify key individuals, etc.) – August 2006
6. Project research (interviews, public meetings, surveys, etc.) – August – October 2006 - $70k
7. Plan approvals – November – December 2006 - $30k
8. Plan implementation, monitoring and evaluation – ongoing

EMERGENCY PREPAREDNESS

PROJECT LEAD: Michael Davies, Chief of Police
ASSIGNED TO: Brian Strock, Police Lieutenant
PROJECT TEAM: Police and Finance Departments

PROJECT PHASE
Milestones and Critical Successes
Emergency Operations Center (EOC) in new Police Station is fully operational as of September 2005. Additional equipment being procured.
Draft City OES website done.

Remaining Tasks
Task 1 – City Manager and Director Orientation Training for EOC and SEMS scheduled for October 27, 2005. Tentative date set for City Council EOC Orientation Training 10/05 10/05
Task 2 – EOC Training – Mid Managers 1/06 1/06
Task 3 – EOC Incident Command Section Training 1/06 1/06
Task 4 – EOC Table Top Training Exercise 4/06 4/06
Task 5 – FunctionalTraining Exercise 7/06 7/06
Task 6 – Update EO Plan 7/06 7/06
Task 7 – Disaster Council Workshop 7/06 7/06
Task 8 – Annual training and updates thereafter Ongoing
Task # July August September October November December
# 1 Orientation

2005
Task # January February March April May June
# 2 Mid Manager EOC Training
# 3 EOC Incident Command Training
# 4 Table Top Exercise

2006
2006
Task # July August September October November December
# 5 Functional Training Exercise
# 6 EO Plan Update
# 7 Disaster Council Workshop
# 8 Annual training and updates thereafter

2007
Task # January February March April May June

EMERGENCY PREPAREDNESS

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
 Emergency Operations Center (EOC) in new Police Station is fully operational as of September 2005. Additional equipment being procured.
 Draft City OES website done.

Additional components are scheduled as follows:
1. City Manager and Director orientation training for EOC and SEMS scheduled for October 27, 2005. Tentative date set for City Council EOC Orientation Training
2. Emergency Operations Plan Mid-manager training by January 2006
3. EOC Incident Command section training by January 2006
4. EOC Table-Top training exercise by April 2006
5. Functional training exercise by July 1, 2006
6. Update of Emergency Operations Plan by July 2006
7. Meeting of Disaster Council (citizen participants) by July 2006
8. Annual training and updates thereafter

FINANCIAL SOFTWARE PACKAGE

PROJECT LEAD: Pamela Ehler, Director of Finance and Information Systems
ASSIGNED TO: Pat Meyer, Special Projects Coordinator, Finance
PROJECT TEAM: Software Selection Committee

PROJECT PHASE
Milestones and Critical Successes
A recommendation to contract with Sungard Bi-Tech for our financial software was approved by Council on September 13, 2005.

Remaining Tasks
Task 1 – Plan Stage – Financials 10/05 11/05
Task 2 – Prepare Stage – Financials 11/05 4/06
Task 3 – Plan Stage – HR / Payroll 2/06 3/06
Task 4 – Execute Stage – Financials 4/06 6/06
Task 5 – Confirm Stage – Financials 6/06 7/06
Task 6 – Prepare Stage – Hr/Pay 3/06 10/06
Task 7 – Go Live – Financials 7/06 7/06
Task 8 – Support Stage – Financials 7/06 8.06
Task 9 – Execute Stage – HR / Pay 10/06 12/06
Task 10 – Confirm Stage – HR /Pay 12/06 1/07
Task 11 – Go Live – HR / Pay 1/07 1/07
Task 12 – Support Stage – HR/Pay 1/07 2/07
Task 13 – Plan Stage – Phase III 9/06 10/06
Task 14 – Prepare Stage – Phase III 10/06 1/07
Task 14 – Execute Stage – Phase III 1/07 3/07
Task 15 - Go Live – Phase III 4/07 4/07
Task 16 – Support Stage – Phase III 4/07 5/07
Task # July August September October November December
# 1 Plan Stage - Financials
# 2 Prepare Stage - Fins
2005
Task # January February March April May June
# 2 Prepare Stage - Financials
# 3 Plan Stage – HR/Pay
# 4 Execute Stage - Financials
# 5 Confirm
# 6 Prepare Stage – HR / Payroll
2006
2006
Task # July August September October November December
#5 Stage - Fins
# 6 Prepare Stage – HR / Payroll
# 7 Go Live - Fin
# 8 Support Stage - Fin
# 9 Execute Stage – HR / Payroll
# 10 Confirm Stage HR/Pay
# 13 Plan Stage – Phase III

2007
Task # January February March April May June
#10 Confirm Stage HR/Pay
# 11 Go Live – HR /Pay
# 12 Support – HR / Pay
# 14 Execute Stage – Phase III
# 15 Go Live - III
# 16 Support Stage III

FINANCIAL SOFTWARE PACKAGE

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.
 Vendor selected.

RESOURCES NEEDED
Software Consultant
Staff time – Software Selection Committee from various departments; staff members city-wide involved in implementation and training.

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 implemented, which is estimated to take two to three years.
 On-going maintenance costs will be $117,360 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 to contract with Sungard Bi-Tech for our financial software was approved by Council on September 13, 2005.

Additional components are scheduled as follows:
1. Plan Stage – Financials – October 2005 – November 2005
2. Prepare Stage – Financials – November 2005 – April 2006
3. Plan Stage – HR and Payroll – February 2006 – March 2006

4. Execute Stage – Financials – April 2006 – June 2006
5. Confirm Stage – Financials – June 2006 – July 2006
6. Prepare Stage – HR and Payroll – March 2006 – October 2006
7. Go Live – Financials – July 2006
8. Support Stage – Financials – July 2006 – August 2006
9. Execute Stage – HR and Payroll – October 2006 – December 2006
10. Confirm Stage – HR and Payroll – December 2006 – January 2007
11. Go Live – HR and Payroll – January 2007
12. Support Stage – HR and Payroll – January 2007– February 2007
13. Plan Stage – Phase III – September 2006 – October 2006
14. Prepare Stage – Phase III - October 2006 – January 2007
15. Execute Stage – Phase III – January 2007 – March 2007
16. Confirm Stage – Phase III – March 2007 – April 2007
17. Go Live – Phase III - April 2007
18. Support Stage – Phase III – April 2007 – May 2007

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FIRE DISTRICT MASTER PLAN

PROJECT LEAD: Howard Sword, Director of Community Development
ASSIGNED TO: Heidi Kline, Planning Manager
PROJECT TEAM: Community Development

PROJECT PHASE
Milestones and Critical Successes
The Planning Commission approved the design for Fire Station # 56 in September 2005

Remaining Tasks
Task 1 – Present Master Plan 11/05 11/05
Task 3 – Master Plan to City Council 6/06 6/06

Task # July August September October November December
# 2 Present Master Plan

2005
Task # January February March April May June
# 2 Present to City Council

2006
2006
Task # July August September October November December

2007
Task # January February March April May June

FIRE DISTRICT MASTER PLAN

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
 The Planning Commission approved the design for Fire Station # 56 in September 2005

Additional components are scheduled as follows:
1. Present Master Plan – November 2005
2. Design for Fire Station #56 to Planning Commission on 9/20/05
3. Design for Fire Station to City Council on 10/11/05

GENERAL PLAN UPDATE

PROJECT LEAD: Howard Sword, Community Development Director
ASSIGNED TO: Heidi Kline, Planning Manager
PROJECT TEAM: Community Development, Parks & Recreation, Engineering Departments

PROJECT PHASE
Milestones and Critical Successes
The start date for the technical studies update has been moved based on the fact that the City is currently undertaking two Specific Plans, with a third eBart Specific Plan to begin in several months. Staff is recommending that the General Plan Update be undertaken upon substantial complete of these three specific plans so as to incorporate these plan areas and land use changes.

Remaining Tasks
Task # 1 – Begin Parks & Rec Master Plan, Water Conservation Plan and Infrastructure Updates 7/05 4/07
Task # 2 – Hire Consultant 3/06 3/06
Task # 3 – Start Technical Studies Update 5/06 5/06
Task # 4 – Complete Studies 8/06 8/06
Task # 5 – Draft recommendations and forward to Planning Commission and City Council 4/07 4/07

Task # July August September October November December
# 1 Begin Parks & Rec Master Plan, Water Conservation Plan and Infrastructure Update

2005
Task # January February March April May June
# 2 Hire Consultant
# 1 Master Plan and Infrastructure Updates
# 3 Tech Studies Update

2006
2006
Task # July August September October November December
# 1 Master Plan and Infrastructure Updates
# 4 Complete Studies
2007
Task # January February March April May June
# 2 Master Plan Updates
# 5 Recommendations to PC and CC

GENERAL PLAN UPDATE

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 amendment 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.

The start date for the technical studies update has been moved based on the fact that the City is currently undertaking two Specific Plans, with a third eBart Specific Plan to begin in several months. Staff is recommending that the General Plan Update be undertaken upon substantial complete of these three specific plans so as to incorporate these plan areas and land use changes.

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
1. Begin Parks & Rec Master Plan, Water Conservation Plan, and Infrastructure Updates – Spring 2007
2. Hire consultant – Early 2006
3. Technical Studies Update – Staff evaluation of needed studies – May 2006
4. Complete studies – Summer 2006
5. Draft recommendations and forward to Planning Commission and City Council – Spring 2007

HEALTH AND WELLNESS INITIATIVE

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
ASSIGNED TO: Poldina Scherff, Recreation Manager
PROJECT TEAM: Parks and Recreation Staff

PROJECT PHASE
Milestones and Critical Successes
The Fall/Winter guide came out at the end of August. “Building a Health Community, Making Health Habit Fun.” “Fitness Facts” was also implemented within the guide.

Remaining Tasks
Task # 1 – Fall/Winter activities guide reformatted into our Health and Wellness Guide 8/05 8/05
Task # 2 – Calendar of Health and Wellness events for 2006 10/05 11/05
Task # 3 – Continue Training Opportunities 10/05 10/05
Task # 4 – Attend California and Pacific Southwest Training Conf. 3/06 3/06

Task # July August September October November December
# 1 Fall / Winter activities guide refor-
matted
# 2 Health and Wellness Calendar
# 3 Continue Training

2005
Task # January February March April May June
# 4 Training

2006
2006
Task # July August September October November December

2007
Task # January February March April May June

HEALTH AND WELLNESS INITIATIVE

WHAT ARE WE TRYING TO ACCOMPLISH
The health and wellness of our community is a 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
1. 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.
2. Calendar of Health and Wellness events for 2006 will be completed in November 2005.
3. Continue Training Opportunities
4. Staff will continue training opportunities in October and will attend the California and Pacific Southwest Training Conference in March 2006.

HOUSING ELEMENT OF THE GENERAL PLAN

PROJECT LEAD: Howard Sword, Director of Community Development
ASSIGNED TO: Heidi Kline, Planning Manager
PROJECT TEAM: Community Development Department

PROJECT PHASE
Milestones and Critical Successes
Completed the rezone of 20 acres to Very High Density – 9/27/05.

Remaining Tasks
Task # 1 – Developing zoning standards for “shell” PDs and evaluate mid-range density policy 10/05 3/06
Task # 2 – Disseminate multi-lingual housing information at community-wide locations 1/06 3/06
Task # 3 – Evaluate opportunities to preserve mobile home parks 1/06 6/06
Task # 4 – Consultant scope of work underway for Architectural Design Guidelines 9/05 12/05
Task # 5 – Draft guidelines to Planning Commission 12/05 12/05
Task # 6 – Draft guidelines to City Council 4/06 4/06

Task # July August September October November December
# 1 Develop zoning standards
# 4 Consultant scope for Arch Des Guidelines
# 5 Guidelines to Planning Commission

2005
Task # January February March April May June
# 1 Develop zoning standards
# 2 Multi-lingual housing information
# 3 Evaluate opportunities to preserve mobile home parks
# 6 Guidelines to City Council

2006
2006
Task # July August September October November December

2007
Task # January February March April May June

HOUSING ELEMENT OF THE GENERAL PLAN

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
 Completed rezone of 20 acres to Very High Density - 9/27/05

Additional components are scheduled as follows:

1. Currently developing zoning standards for “shell” PDs and evaluate mid-range density policy – Early 2006
2. Disseminate multi-lingual housing information at community-wide locations – Early 2006
3. Evaluate opportunities to preserve mobile home parks – Mid 2006

Architectural Design Guidelines:
4. Consultant scope of work underway for Arch Des Guidelines.
5. Draft AD guidelines to Planning Commission – End 2005.
6. Draft AD guidelines to City Council – Spring 2006.

INFORMATION SYSTEMS LONG RANGE PLAN

PROJECT LEAD: Pamela Ehler, City Treasure/Director of Finance and Information
ASSIGNED TO: Yun Cho, Chief Information Officer & Gail Leech, Management Analyst
PROJECT TEAM: Information Systems, Various Staff

PROJECT PHASE
Milestones and Critical Successes
Staff has started a review of RFP samples for consultants as well as a review of other city Master Plans.

Remaining Tasks
Task # 1 – Anticipate review of RFP samples and Master Plans to be done by November 7/05 11/05
Task # 2 – Staff will begin to research consultants in October 10/05 10/05
Task # 3 – Staff will prepare RFP for consultant 10/05 10/05
Task # 4 – Distribute RFP 11/05 12/05
Task # 5 – Interview Consultants 1/06 1/06
Task # 6 – Award Project 2/06 2/06
Task # 7 – Project Research 2/06 3/06
Task # 8 –Project Development 3/06 3/06
Task # 9 – Plan Implementation 4/06 Ongoing

Task # July August September October November December
# 1 Complete review of RFP samples and Master Plans
# 2 Research Consultant
# 3 Prepare RFP
# 4 Distribute RFP

2005
Task # January February March April May June
# 5 Interview Consultants
# 6 Award Project
#7 Needs Assessment
# 8 Project Development
# 9 Plan Implementation - ongoing
2006
2006
Task # July August September October November December

2007
Task # January February March April May June

INFORMATION SYSTEMS LONG RANGE PLAN

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
 Staff has started a review of RFP samples for consultants as well as a review of other city Master Plans.

Additional components are scheduled as follows:
1. Staff will begin to research consultant – October 2005
2. Staff will prepare RFP for consultant – October 2005
3. Distribute RFP – November – December 2005
4. Interview Consultants – January 2006
5. Award Project – February 2006
6. Project Research – Needs assessment, etc. – February – March 2006
7. Project Development – Expectations, identify project manager and key individuals – March 2006
8. Plan Implementation – April 2006 and ongoing

INFRASTRUCTURE MASTER PLANS –
ROADWAY, WASTEWATER, WATER

PROJECT LEAD: Bailey Grewal, City Engineer
ASSIGNED TO: Paul Eldredge, Assistant City Engineer & Marna Huber, Project Services Manager
PROJECT TEAM: Engineering and Planning Departments

PROJECT PHASE
Milestones and Critical Successes

Remaining Tasks
Task # 1 – The Roadway plan will up updated in conjunction with the General Plan Update Start
Fall 05
Task # 2 – Wastewater Collection – the model is 95% complete, with additional field verification to occur in September/October. Anticipated completion Fall 2005 7/05 12/05
Task # 3 – The Water Master Plan is moving forward with a contract amendment going before Council to approve software and training to use the modeling software 7/05 12/05
Task # 4 – Completion of General Plan Update 4/07

Task # July August September October November December
# 1 Begin Roadway Master Plan Updates
# 2 Wastewater Collection Model
# 3 Water Master Plan

2005
Task # January February March April May June

2006
2006
Task # July August September October November December

2007
Task # January February March April May June
# 4 Completion of General Plan Update

INFRASTRUCTURE MASTER PLANS –
ROADWAY, WASTEWATER, WATER

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
The use of the master plans allow for staff to analyze, plan, budget and construct adequate facilities to be constructed to support the community. The plans also allows for less ”upsizing” and additional construction projects are avoided which saves the City the cost of this construction. The master plans are:
1. Roadway – the plan will be updated in conjunction with the General Plan Update
2. Wastewater Collection – The model is 95% complete with additional field verification to occur in September/October with anticipated plan completion in fall 2005.
3. The Water Master Plan is moving forward with a contract amendment going before Council to approve software and training to use the modeling software. The report will be finalized in fall/winter 2005.
4. Completion of General Plan Update

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
ASSIGNED TO: Gail Leech, Management Analyst
PROJECT TEAM: Various Departments

PROJECT PHASE
Milestones and Critical Successes
A City Hall Steering Committee has been formed in order to guide the City Hall process. The Committee is currently reviewing our goals and objectives, and ensuring that the City Hall goals stays in line with the Downtown Specific Plan goals.
Negotiations continue with the School District for the relocation of the bus barn.

Remaining Tasks
Task # 1 – Complete and finalize negotiations regarding relocation of the bus barn 7/05 12/05
Task # 2 – Downtown Specific Plan – addendum 9/05 11/05
Task # 3 – Staff committee to work with architects regarding revision of design/confirm space planning, needs assessment, etc. 10/05 12/05
Task # 4 - Conduct public workshops regarding the redesign of the City Hall 1/06 2/06
Task # 5 – Complete project design 7/06 7/06
Task # 6 – Prepare construction documents and bid project 9/06 12/06
Task # 7 – Bid / Contract negotiations; award bid 1/07 2/07
Task # 8 – City Hall Construction 3/07 3/09

Task # July August September October November December
# 1 Complete and finalize negotiations regarding relocation of bus barn
# 2 Downtown Specific Plan - Addendum
# 3 Revision of City Hall design

2005
Task # January February March April May June
# 4 Public Workshops

2006
2006
Task # July August September October November December
# 5 Complete design
# 6 Prepare construction docs / bid project

2007
Task # January February March April May June
# 7 Award project
# 8 City Hall Construction – 24 Months

NEW CITY HALL

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, 104 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 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
 A City Hall Steering Committee has been formed in order to guide the City Hall process. The committee is currently reviewing our goals and objectives, and ensuring that the City Hall goal stays in line with the Downtown Specific Plan goals.
 Negotiations continue with the School District for relocation of the bus barn.

Additional components are scheduled as follows:
1. Complete and finalize negotiations regarding relocation of the bus barn – June – December 2005
2. Downtown Specific Plan – late 2005
3. Staff committee to work with architects regarding revision of City Hall design / confirm space needs assessment and incorporate findings of fiscal model / confirm cost projections for City Hall construction – October – December 2005. City Hall design is expected to be complete in late 2006.
4. Conduct public workshops regarding the redesign of the City Hall building (staff and architect) – January – February 2006

5. Complete project design (architect) – July 2006
6. Prepare construction documents and bid project – September - December 2006
7. Bid / Contract negotiations; award bid – January – February 2007
8. City Hall construction – March 2007 – March 2009 (24 months)

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

PROJECT LEAD: Karen L. Chew, Assistant City Manager
ASSIGNED TO: Gail Leech, Management Analyst
PROJECT TEAM: Various Departments

PROJECT PHASE
Milestones and Critical Successes
See funding milestones on next page.

Remaining Tasks
Task # 1 – Staff committee to hire a consultant to research options and opportunities for the provision of PEG channels. 10/05 3/06
Task # 2 – Review report from consultant and present recommendation to City Council for consideration. 3/06 7/06
Task # 3 – Have at least one PEG channel operational 10/06 10/06

Task # July August September October November December
# 1 Hire Consultant / Research

2005
Task # January February March April May June
# 1 Hire Consultant / Research
# 2 Review report/make rec. to Council

2006
2006
Task # July August September October November December
# 3 One Channel Opera-
tional

2007
Task # January February March April May June

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

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.

City Staff Milestones
1. Staff committee to hire consultant to research options and opportunities for the provision of PEG channels. Consider options such as contracting out of services or providing the services in house. Regional cooperation will be included in the analysis of service provision – October 2005 – March 2006
2. Review report from consultant and present recommendation to City Council for consideration – March – July 2006
3. Goal is to have at least one public / governmental channel to be operational – October 2006.

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RECORDS RETENTION / ARCHIVE

PROJECT LEAD: Pamela Ehler, Director of Finance and Information Systems
ASSIGNED TO: Pat Meyer, Special Projects Coordinator, Finance
PROJECT TEAM: Various Departments

PROJECT PHASE
Milestones and Critical Successes

Remaining Tasks
Task # 1 – Research Consultant 11/05 12/05
Task # 2 – Hire Consultant 1/06 1/06
Task # 3 - Needs Assessment 2/06 3/06
Task # 4 – Project/File Conversion Research 4/06 6/06
Task # 5 – File Conversion Upon completion of City Hall (TBD)
Task # 6 – Hire Records Manager 6/06 7/06

Task # July August September October November December
# 1 Research Consultant

2005
Task # January February March April May June
# 2 Hire Consultant
# 3 Needs Assessment
# 4 Project / File Conversion Research
# 6 Hire Records Manager
2006
2006
Task # July August September October November December

2007
Task # January February March April May June

RECORDS RETENTION / ARCHIVE

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
1. Research consultant - November – December 2005
2. Hire consultant by January 2006.
3. Needs assessment – February – March 2006
4. Project / File conversion research – April – June 2006
5. File conversion needs to be completed when the new City Hall is constructed.
6. 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
ASSIGNED TO: Linda Maurer, Economic Development Manager
PROJECT TEAM: Community Development

PROJECT PHASE
Milestones and Critical Successes
In lieu of the consultant to help with strategic initiatives, staff has formed a subcommittee with BALT to work on the critical issues. BALT is also doing a regional marketing vision campaign. Some of the future success is dependent on ULL vote. More activities will happen once that issue has been resolved.

Remaining Tasks
Task # 1 – Establish policy participation ASAP. Pending ULL Vote
Task # 2 – Examine the City’s position on the ULL taking into consideration the inability to obtain easements – one month Pending ULL Vote
Task # 3 – Negotiate a scope of work with EPS to perform economic and financial analysis for Easement Strategic Plan options – two months Pending ULL Vote
Task # 4 – Negotiate scope of work with facilitator to establish the inclusive regional ag vision – two months Pending ULL Vote
Task # 5 – Establish long-range vision for ag in the region that includes all ag interests – six months Pending ULL Vote
Task # 6 – Examine and modify the Strategic Plan of obtaining ag easements within six months Pending ULL Vote
Task # 7 – Consider revising the Ag Enterprise Program Ordinance No. 683 within one year Pending ULL Vote

Task # July August September October November December

2005
Task # January February March April May June

2006
2006
Task # July August September October November December

2007
Task # January February March April May June

REGIONAL AGRICULTURE PRESERVATION

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 program has yet to achieve the City Council’s objectives or expectations that were established when the Agricultural Enterprise Program Ordinance No. 683 was adopted. BALT’s policies need to be expanded to include 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 (ULL).

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
 In lieu of the consultant to help with strategic initiatives, staff has formed a subcommittee with BALT to work on the critical issues. BALT is also doing a regional marketing vision campaign. Some of the future success is dependent on ULL vote. More activities will happen once that issue has been resolved.

Additional components are scheduled as follows:
1. Establish policy participation plan as soon as possible.
2. Examine the City’s position on the ULL taking into consideration the inability to obtain easements - one month.
3. Negotiate a scope of work with EPS to perform economic and financial analysis for Easement Strategic Plan options within two months.
4. Negotiate a scope of work with a facilitator to establish the inclusive regional agricultural vision within two months.
5. Establish a long range vision for agriculture in the region that includes all agricultural interests within six months.
6. Examine and modify the Strategic Plan of obtaining agricultural easements within six months.
7. Consider revising Agricultural Enterprise Program Ordinance No. 683 within one year.

REGIONAL TRANSPORTATION AND TRUCK ROUTES

PROJECT LEAD: Bailey Grewal, City Engineer
ASSIGNED TO: New Transportation Manager
PROJECT TEAM: Engineering Department, Planning Department

PROJECT PHASE
Milestones and Critical Successes
Engineering staff attends the TRANSPLAN and TAC committee meetings to stay informed and provide overall support. The addition of an Engineering Manager (Traffic) will allow for a “hands on” approach as the need to devote staff time at a highly technical level to this goal is imperative to its success.

Staff continues to attend meetings and coordinate with regional agencies to prepare transportation planning and secure funding sources. Staff continues to “promote” the need for segment 3 of the Bypass to be complete at the same time as segment 1. This includes working with agencies to determine the funding priorities. A list of major east county regional transportation projects are: Vasco Road, Highway 4 Bypass, Highway 4 Widening, Route 239, EBart.

Remaining Tasks
Task # 1 - By September 30, 2005 the City of Brentwood’s truck route will be available on the City’s website and will have related links attached (i.e., CalTrans).
10/05 10/05
Task # 2 - Within the 2005/06 fiscal year, staff will work with the various agencies to prioritize the project list for measures C and J.
1/06 6/06

Task # July August September October November December
# 1 Truck routes available on website

2005
Task # January February March April May June
# 2 Work with various agencies to prioritize project list for Measures C & J

2006
2006
Task # July August September October November December

2007
Task # January February March April May June

REGIONAL TRANSPORTATION AND TRUCK ROUTES

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
The new Engineering Manager (Traffic) will attend local and regional meetings by developing relationships and global knowledge to further the City’s goals by implementing efficient plans within this highly visible role. Staff anticipates that consultants will be needed to assist staff with special projects.

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
 Engineering staff attends the TRANSPLAN and TAC committee meetings to stay informed and provide overall support. The addition of an Engineering Manager (Traffic) will allow for a “hands on” approach as the need to devote staff time at a highly technical level to this goal is imperative to its success.
 Staff continues to attend meetings and coordinate with regional agencies to prepare transportation planning and secure funding sources. Staff continues to “promote” the need for segment 3 of the Bypass to be complete at the same time as segment 1. This includes working with agencies to determine the funding priorities. A list of major east county regional transportation projects are: Vasco Road, Highway 4 Bypass, Highway 4 Widening, Route 239, EBart.

Additional components are scheduled as follows:
1. By September 30, 2005 the City of Brentwood’s truck route will be available on the City’s website and will have related links attached (i.e., CalTrans).
2. Within the 2005/06 fiscal year, staff will work with the various agencies to prioritize the project list for measures C and J.

SOLAR POWER / ENERGY SAVINGS

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

PROJECT PHASE
Milestones and Critical Successes
A meeting was held in September with Community Development to discuss developing an action plan for this project. During this time the RFP for the conservation consultant is being worked on by staff with an expected completion date of October 2005.

Remaining Tasks
Task # 1 – Develop RFP for consultant 9/05 10/05
Task # 2 – Distribute RFP 11/05 12/05
Task # 3 – Interview Consultants 1/06 1/06
Task # 4 – Award Project 2/06 2/06
Task # 5 – Project Development 3/06 3/06
Task # 6 – Project Research / Plan Development 4/06 6/06
Task # 7 – Council Adoption of Policy 7/06 7/06
Task # 8 – Plan Implementation, Monitoring and Evaluation 8/06 Ongoing

Task # July August September October November December
# 1 Develop RFP
# 2 Distribute RFP

2005
Task # January February March April May June
# 3 Interview Consultants
# 4 Award Project
# 5 Project Development
# 6 Project Research / Plan Devel.
2006
2006
Task # July August September October November December
# 7 Council Adoption
# 8 Plan Implementation, Monitoring, Eval .- Ongoing

2007
Task # January February March April May June

SOLAR POWER / ENERGY SAVINGS

WHAT ARE WE TRYING TO ACCOMPLISH
We want to implement various programs and plans that conserve energy throughout 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
PG & 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
 A meeting was held in September with Community Development to discuss developing an action plan for this project. During this time the RFP for the conservation consultant is being worked on by staff with an expected completion date of October 2005.

Additional components are scheduled as follows:
1. Develop RFP for consultant – Sept – Oct 2005
2. Distribute RFP – Nov – Dec 2005
3. Interview Consultants – Jan 2006
4. Award Project – Feb 2006
5. Project Development – March 2006
6. Project Research / Plan Development – Apr – June 2006
7. Council Adoption of Policy – July 2006
8. Plan Implementation, Monitoring, and Evaluation – August 2006 and ongoing.

WATER CONSERVATION PLAN

PROJECT LEAD: Paul Zolfarelli, Director of Public Works
ASSIGNED TO : Chris Ehlers, Water Operations Manager
PROJECT TEAM: Various Departments

PROJECT PHASE
Milestones and Critical Successes
The Urban Water Management Plan (Water Conservation Master Plan) will be developed, implemented and reviewed within the next year. Implementation and review processes will go on through the next five years as we continue to develop this program. Public outreach is occurring in interim stages and will grow each year to address the needs of the population.
Water Conservation specialist was hired – started September 16th
Staff has begun irrigation audits and is notifying those residents that can reduce irrigation

Remaining Tasks
Task # 1 – Develop Conservation Master Plan 9/05 10/05
Task # 2 – Conservation Plan for Council Adoption – 30 day compliance 11/05 11/05
Task # 3 – Plan Implementation 12/05 8/06
Task # 4 – Initial Program Review 9/06 10/06

Task # July August September October November December
# 1 Develop Conservation Master Plan
# 2 Council Adoption
# 3 Plan Implementation

2005
Task # January February March April May June
# 3 Plan Implementation

2006
2006
Task # July August September October November December
# 3 Plan Implementation
# 4 Initial Program Review

2007
Task # January February March April May June

WATER CONSERVATION PLAN

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 Urban Water Management Plan (Water Conservation Master Plan) will be developed, implemented and reviewed within the next year. Implementation and review processes will go on through the next five years as we continue to develop this program. Public outreach is occurring in interim stages and will grow each year to address the needs of the population.
 The Water Conservation Specialist was hired - started September 16th.
 Identify Critical Areas for Conservation – Staff has begun irrigation audits and is notifying those residents that can reduce irrigation.

Additional components are scheduled as follows:
1. Develop Conservation Master Plan – Sept – Oct 2005
2. Conservation Plan for Council Adoption – 30 day compliance - Nov 2005
3. Plan Implementation – Dec 2005 – Aug 2006
4. Initial Program Review – Sept – Oct 2006

YOUTH / TEEN MASTER PLAN

PROJECT LEAD: Craig D. Bronzan, Director of Parks and Recreation
ASSIGNED TO: Poldina Scherff, Recreation Manager
PROJECT TEAM: Parks and Recreation Department, Parks and Recreation Commission, Youth Commission

PROJECT PHASE
Milestones and Critical Successes

Remaining Tasks
Task # 1 – Phase I – Youth / Teen Center under consideration as part of the Citizens Advisory Committee on Community Facilities – Phase I and II recommendations made by February 2006 7/05 1/06
Task # 2 – Phase IV – Youth / Teen Forum 8/05 5/06
Task # 3 - Youth Commission to review other cities plans / programs

Task # July August September October November December
# 1 Youth / Teen Center considerations – Phases I and II recommendations
# 2 Youth / Teen Forums

2005
Task # January February March April May June
#1 Phase I & II
Recommendations
# 2 Youth / Teen Forums

2006
2006
Task # July August September October November December
# 3 Review other cities plans / programs

2007
Task # January February March April May June

YOUTH / TEEN MASTER PLAN

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 as it relates to the Youth Commission work..

MILESTONES AND CRITICAL SUCCESSES

1. A Youth/Teen Center is currently under consideration as a part of the Citizens Advisory Committee on Community Facilities, which will make a phase one recommendation in May 2005, and a Phase II recommendation in early 2006 for City Council consideration.
2. Phase IV of the Youth Commission current plan is a youth/teen forum to be held during the 2005/06 school year.
3. 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.
 

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