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Current Council Agenda and Past Meeting Information

 

CITY COUNCIL AGENDA ITEM NO. 2

 Meeting Date:   July 25, 2006                                      

Subject/Title:    Accept the First Quarter 2006/07 Update on the City Council Two Year Action Plan 

Prepared by:     Gail Leech, Management Analyst

Submitted by:   Donna Landeros, City Manager

RECOMMENDATION 

Accept the First Quarter 2006/07 Update on the City Council Two Year Action Plan.

 PREVIOUS ACTION 

On April 25, 2006, the City Council accepted the Fourth Quarter Update on the City Council Two Year Action Plan

On February 11, 2006, City Council held their annual goal setting workshops wherein they reviewed an outline of their goal setting efforts from 2004 – 2007.  City Council felt that the priorities selected in 2005 remain in the forefront and therefore made no changes to the current Two Year Action Plan.

On January 24, 2006, the City Council accepted the Third Quarter Update on the City Council Two Year Action Plan.

On October 11, 2005, the City Council accepted the Second Quarter Update on the City Council Two Year Action Plan.

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.

There are no major amendments to the City Council Two Year Action Plan for the First Quarter 2006/07.

 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 – 1st Quarter 2006/07


 

 

 

 

Building on the Brentwood Way

Vision and Strategy

 

City Council

Two-Year Action Plan

 First Quarter 2006/07

Amended June 2006

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Produced by:

City Manager’s Office

June 2006


 

 

 

June 2006

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 – First Quarter 2006/07.

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.

On February 11, 2006, City Council held their annual goal setting workshops wherein they reviewed an outline of their goal setting efforts from 2004 – 2007.  City Council felt that the priorities selected in 2005 remain in the forefront and therefore made no changes to the current Two Year Action Plan.

These projects approved by Council have been incorporated in the 2005/06 – 2006/07 Operating Budget.  Staff will continue to update 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............................ 8

City Park Redesign...................................... 12

Code Enforcement......................................... 14

Community Cultural Arts Master Plan..................... 16

Emergency Preparedness.................................. 18

Financial Software Package.............................. 20

Fire District Master Plan ..............................  24

General Plan Update..................................... 26

Health and Wellness Initiative .........................  28

Housing Element of the General Plan..................... 30

Information Systems Long Range Plan ....................  32

Infrastructure Master Plans – Roadway, Wastewater, Water  34

New City Hall ..........................................  36

Public, Educational and Government (PEG) Cable TV Access Channels      40

Records Retention / Archive............................. 44

Regional Agriculture Preservation ......................  46

Regional Transportation Plan Truck Routes ..............  48

Solar Power / Energy Savings ...........................  50

Water Conservation Plan ................................  52

Youth / Teen Master Plan ...............................  54

 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

 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

Consultant completed rental revenue stream analysis for the next ten year period.

Approved and funded 2 GAP loans to low income households

Ad for First Time Homebuyer Program being placed in paper in July, 2006

Negotiated three affordable housing agreements with Pulte Homes, Passport Homes and Baca Brothers.

Select 1 Realty has found qualified renters for three more city units and staff is accepting new applications for the waiting list for “for-sale” units on June 29, 2006.

Staff conducted 5 classes on refinancing and resale restriction agreements.  Pacific Community Services conducted 2 classes for First Time Homebuyers.

 

 

 

Remaining Tasks

Task 1 – Work with residential developers to implement Ordinance 790 and create 50-60 new affordable units during next 2 years.  Currently have created 256 units so we have met and exceeded goal.

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.  This task has been completed and is being utilized by staff to identify development opportunities.

07/05

12/06

Task 3 – Continue discussion with service providers for fair housing activities and schedule services.

Staff has conducted 10 classes and will be holding 2 more in June, 2006.  Pacific Community Services conducts classes on a monthly basis.

09/05

12/05

Task 4 – Assist 10 – 20 families with First Time Homebuyer loans over the next two years.  Thus far, have two approved loans with others under consideration.  Begin marketing program in July, 2006.

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

Thus far in 2006 have negotiated for 115 affordable units both for sale and for rent

# 2

Database of available land for construction completed.

# 4

Have assisted 2 low income families with GAP loans and have 3 other applicants currently under consideration for DAP loans

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2006

2006

Task #

July

August

September

October

November

December

#1

Negotiations for units for the Vineyards project (84 units)

# 2

Currently in discussion with two developers for multi-family developments on available land

# 4

Assist 7-10 homebuyers with first time homebuyer loans.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


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 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 (Seifel) to prepare 10-Year business plan.

§          City Council approved “1st Time Homeowner Program” in July.

§          Kickoff of “1st 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.

§          Hired property management firm – Select 1 Realty - who is currently overseeing 6 – 8 rental units and 2 moderate for-sale units.

§          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 (BBCSP) – Summer 2005.

Completed inventory of remaining land available for job generating uses – February 2006.

Developed formal business retention program – January 2006.

Developed formal business attraction program – January 2006.

Created a database of existing land uses, owners and parcel sizes in Corridor – March 2006.

Received Council approval for Brentwood Boulevard Specific Plan Work Plan in March 2006.

Held meetings with property owners and stakeholders to discuss future land uses for Brentwood Boulevard Corridor – March 2006.

 

 

 

Remaining Tasks – See previous page for detail

Task 1 – BBCSP: Preparation of documents, work plan, stakeholder meetings, community workshops and public hearings

07/05

05/07

Task 2 – Critical path for BBCSP is EIR completion.  EIR preparation is anticipated to start in November 2006 and will take 8-12 months to complete.

11/06

7/07

Task 3 – Regional Workforce Study.

01/06

08/06

Task 4 – Begin execution of attraction marketing following logo adoption.

8/06

TBD

 

 

2006

Task #

July

August

September

October

November

December

# 1

Preparation of documents and public hearings

# 2

 

 

 

 

BBCSP – EIR in 8 - 12 months

# 3

Regional Workforce Survey

 

 

 

 

# 4

 

 

Marketing Campaign – Ongoing

                   

 

2007

Task #

January

February

March

April

May

June

# 1

Preparation of documents and public hearings

 

# 2

BBCSP – EIR in 8 - 12 months

# 4

Marketing Campaign – Ongoing

 

2007

Task #

July

August

September

October

November

December

# 1

Preparation of documents and public hearings

# 2

 

 

 

 

BBCSP – EIR in 8 - 12 months

# 3

Regional Workforce Survey

 

 

 

 

# 4

 

Marketing Campaign – Ongoing

 

                   

 

 

 

 

 

 


 

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 of the Economic Strategic Plan Update. Incorporate those recommendations into the Business Attraction Program
  • Execute the Business Attraction Program.  Upon the adoption of an official City logo and image, staff will create marketing materials, including collateral pieces and a full-scale advertising program targeted at selected businesses throughout the Bay Area (based in part on the results of the Strategic Plan Update. 
  • Execute the Business Retention program.  This program is ongoing and includes a number of activities to promote local business, as well as help these businesses stay and expand in Brentwood.  Activities include site visitations, partnerships with other agencies to promote job growth, ongoing communications between city staff and businesses, as well as enterprise programs in partnership with Los Medanos College.
  • Establish land uses that promote and accommodate employment centers through the approved Brentwood Boulevard Specific Plan.  Continue to identify public/private opportunities to stimulate job creation in the Redevelopment Agency’s project areas.
  • Establish and monitor the land use database.  Working in conjunction with Planning, staff will continually monitor and update land uses, including the existing and potential square footage of commercial, office and industrial space in Brentwood.
  • Regional cooperation on jobs.  Working in conjunction with the County, the Workforce Development Board, as well as the cities of Pittsburg, Antioch and Oakley, the City of Brentwood is embarking on a major workforce study for the region.  The study will likely get underway Spring 2006.  Results will be available in May/June 2006.  This is the first step on regional cooperation efforts as it relates to job development in East County.

 BACKGROUND

With the hiring of an economic development manager in June 2005, many of the above mentioned projects are moving ahead and are being coordinated between planning and redevelopment staff as needed.

 RESOURCES NEEDED

None

 FISCAL IMPACT

§         The Economic Strategic Plan Update has received funding from the Planned Employment Center funds. 

§         Funding for marketing outreach as it relates to the Business Attraction Program is available either through the PEC fund, current line items in the Economic Development budget, and through monies set aside for the Business Attraction Plan (Brentwood Boulevard Specific Plan - $100,000 approx). 

§         Partial funding to begin work on the business retention program was allocated in the mid-year budget.  Future funding will be based on a bottom-line budget analysis of the 2006-2007 budget for Economic Development.

§         Preparation/adoption of two specific Plans is $500,000 and budgeted over a four year period. Financial participation in public/private job creation opportunities in Brentwood Boulevard Corridor is dependent on availability of Agency funding.

§         With all of the above outlined projects, the major resource is staff time to execute the variety of programs.  Where appropriate, staff will work with outside consultants on the development of marketing and collateral materials, among other things. 

§         The cost of workforce survey has been budgeted in the 2005-2006 mid-year budget adjustment.

 MILESTONES AND CRITICAL SUCCESSES

§          Successfully held a community workshop for Brentwood Boulevard. Corridor Specific Plan - Summer 2005.

§          Created database of existing land uses, owners and parcel sizes in Corridor – March 2006.

§          Meetings with property owners and stakeholders to discuss future land uses have been held – March 2006.

§          Staff is preparing a work plan and schedule for completion of Brentwood Boulevard Corridor Specific Plan – April 2006.

§          Completed inventory of remaining land available for job generating uses – February 2006

§          Managed to successfully convince all East County cities to participate in Workforce Study.

§          Completed the development of the Business Attraction and Business Retention programs.

Additional components are scheduled as follows:

1. The Economic Strategic Plan Update – from March 2006 to August 2006.

2. Prepare Brentwood Boulevard Specific Plan wherein two workplace districts shall be identified to meet the City’s job/housing goal and reinvent the corridor from highway strip centers to a higher potential use and land value.  1st draft of BBSP was submitted by consultant to City staff in November 2005.  Due to a change of direction by staff in favor of a more traditional planning, land use and zoning approach for BBSP, while still incorporating the grand boulevard design and concept, the services of the outside urban planning consultant were terminated. Staff is developing a work plan for the completion of the BBSP for presentation to the Council in early 2006. Meetings with stakeholders and property owners were held in March 2006.

3. The EIR for the BBSP will be delayed to accommodate the new work plan and schedule for the Specific Plan.

4.      The Workforce Study will begin in April and conclude in June, with results following its completion in July 2006.

5.      The strategic marketing for business will begin in earnest once the logo is selected by Council.  Likely to begin in May/June 2006.

 

 

 

 

 

 

 

 

 

 

 

 

 

This page left intentionally blank.
 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 2006/07 for expenditures in 2007/08 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 2006.

2.  Phase II per-capita funding from State Proposition 40 Park Bond Act should become available in FY 2006/07 for construction and completion in FY 2007/08.  It is the responsibility of Finance and Information Systems to apply for the grant.  The Park and Recreation Park Planner are 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.

Task # 1 - Phase I - Hire consultant: Prepared PowerPoint presentation for workshop to get Council direction – completed.

Task # 2 – Provided Council with work plan to implement Council’s direction

April 2006 – 30 day educational period on boats, trailers, RVs, and abandoned vehicles.

May – July 2006 – Begin 90 day proactive enforcement on boat, trailer, RV and abandoned vehicles.

 

 

 

 

Remaining Tasks

Task 3 – 30 day educational period on basketball hoops in the public right of way and garbage containers in plain view.

8/06

8/06

Task 4 – 90 day proactive enforcement on basketball hoops and garbage cans

9/06

11/06

 

 

 

 

 

 

 

 

 

2006

Task #

July

August

September

October

November

December

 

 

Educational period on basketball hoops

90 day proactive enforcement on basketball hoops and garbage cans.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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.

§          Phase I – Hire consultant; prepare Power Point presentation for workshop to get Council direction - complete.

§          Phase II – Provide Council with work plan to implement Council’s direction.

§          April 2006 – 30 day educations period on boats, trailers, RVs and abandoned vehicles.

§          May – July 2006 – Begin 90 day proactive enforcement on boats, trailers, RVs and abandoned vehicles.

 

Additional components are scheduled as follows:

 

  1. August 2006 - Begin 30 day educational period on basketball hoops in the public right of way and garbage containers in plain view.
  2. September – November 2006 – 90 day proactive enforcement on basketball hoops and garbage cans.

 

 

 


 

 

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. 

Task # 1 – RFP Developed for Consultant

 

 

 

 

 

 

 

Task 2 – Distribute RFP

3/06

4/09

Task 3 – Interview Consultants

7/06

8/06

Task 4 – Award Project

8/06

9/06

Task 5 – Project Development

9/06

10/06

Task 6 – Project Research

10/06

2/07

Task 7 – Plan Approvals

2/07

3/07

Task 8 – Plan Implementation

Ongoing

 

 

Task #

July

August

Sept

October

November

December

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2005

Task #

January

February

March

April

May

June

# 2

 

 

Distribute RFP

 

 

# 3

 

 

 

 

Interview

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

             

2006

2006

 

Task #

July

August

September

October

November

Dec

# 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.  In researching what other cities have done regarding cultural arts master plans, staff has found that master plan work can run anywhere from $50,000 to $150,000.  As a place holder, staff believes $100,000 is an appropriate range considering the City has no existing plan that could be revised or updated.  Requests for Proposals are currently being solicited and staff is expected to take a recommendation based on actual proposals for City Council consideration in July.  The actual amount authorized will be made by City Council at the time it is considered.

 

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. 
  • The RFP for consultants was developed in February 2006.
  • Received three in July

 

Additional components are scheduled as follows:

1.  Distribute RFP – March / April 2006

2.  Interview consultants – July 2006

3.  Award project – August 2006

4.  Project development (task force, expectations, identify key individuals, etc.) – September 2006

5.  Project research (interviews, public meetings, surveys, etc.) – October 2006 – February 2007 - $70k

6.  Plan approvals – February 2007 – March 2007 - $30k

7.  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.

Task # 1 - City Manager and Director Orientation Training for EOC held October 2005.

Task # 2 EOC Training – Mid Managers – Held May 2006

Federal NIMS transition training on-going.

CERT Program initiated.

This plan is in the process of revision.

Remaining Tasks

Task 3 – EOC Incident Command Section Training

1/06

1/06

Task 4 – EOC Table Top Training Exercise

11/07

11/07

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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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. 

§          City Manager and Director orientation training for EOC held October 2005.

§          City Manager and Director orientation training for EOC and SEMS scheduled for October 27, 2005.  Tentative date set for City Council EOC Orientation Training

 

Additional components are scheduled as follows:

 

1.   Emergency Operations Plan Mid-manager training by January 2006

2.   EOC Incident Command section training by January 2006

3.   EOC Table-Top training exercise by April 2006

4.   Training is tentatively scheduled for at May 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.

 

Revised HR/Payroll schedule.  Original Go Live date for HR/Payroll was January 2007.   The new Go Live date is July 2007.

 

Task #2 – Prepare Stage - Financials

 

Task #3 – Execute Stage – Financials

 

Finance is on track for a July Go Live date for the Financials.  Training on Financials for other City depts. is scheduled to begin in August.

 

 

Task 4 – Confirm Stage – Financials

6/06

7/06

 

Task 5 – Go Live – Financials

7/06

7/06

 

Task 6 – Support Stage – Financials

7/06

8/06

 

Task 7 – Plan Stage – HR / Payroll

10/06

11/06

 

Task 8 – Prepare Stage – HR / Payroll

11/06

4/07

 

Task 9 – Execute Stage – HR / Payroll

4/07

6/07

 

Task 10 – Confirm Stage – HR / Payroll

6/07

7/07

 

Task 11 – Go Live – HR / Pay

7/07

7/07

 

Task 12 – Support Stage – HR / Payroll

7/07

8/07

 

Phase III Begins in September 2007 

 

 

 

 

 

Task #

January

February

March

April

May

June

# 4

 

 

 

 

 

Confirm Stage - Fin

             

2006

2006

Task #

July

August

September

October

November

December

#4

Confirm Stage - Fin

 

 

 

 

 

# 5

Go Live - Fin

 

 

 

 

 

# 6

Support Stage - Financials

 

 

 

 

# 7

 

 

 

Plan Stage –

HR / Payroll

 

# 8

 

 

 

 

Prepare Stage – HR / Payroll

               

 

2007

Task #

January

February

March

April

May

June

# 8

Prepare Stage – HR / Payroll

 

 

# 9

 

 

 

Execute Stage – HR / Payroll

#10

 

 

 

 

 

Confirm Stage – HR/Pay

 

Task #

July

August

September

October

November

December

# 10

Confirm Stage – HR/Pay

 

 

 

 

 

# 11

Go Live – HR/Pay

 

 

 

 

 

# 12

Support Stage – HR / Pay

 

 

 

 

             

2007

 


 

 

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.

§         The original schedule called for HR and Payroll to begin their Planning stage in February of 2006.  Upon completion of the Financials Planning Stage in December, staff felt it was important to utilize the new system for a few months before beginning the HR and Payroll implementation. Therefore, the new HR/Payroll schedule begins in October 2006 and finishes in July 2007 instead of January 2007.

§         Completed Task #1 – Plan Stage – Financials

§         Completed Task #2 – Prepare Stage - Financials

§         Completed Task #3 – Execute Stage – Financials

ü      Finance is on track for a July Go Live date for the Financials.  Training on Financials for other City depts. is scheduled to begin in August.

 

Additional components are scheduled as follows:

1.   Prepare Stage – Financials – December 2005 – April 2006

2.   Execute Stage – Financials – April 2006 – June 2006

3.   Confirm Stage – Financials – June 2006 – July 2006

4.   Go Live – Financials – July 2006

5.   Support Stage – Financials – July 2006 – August 2006

6.   Plan Stage – HR and Payroll – October 2006 – November 2006

7.   Prepare Stage – HR and Payroll – November 2006 – April 2007

8.   Execute Stage – HR and Payroll – April 2007 – June 2007

9.   Confirm Stage – HR and Payroll – June 2007 – July 2007

10.                       Go Live – HR and Payroll – July 2007

11.                       Support Stage – HR and Payroll – July 2007 – August 2007

12.                       Plan Stage – Phase III – September 2007 – October 2007

13.                       Prepare Stage – Phase III - October 2007 – January 2008

14.                       Execute Stage – Phase III – January 2008 – March 2008

15.                       Confirm Stage – Phase III – March 2008 – April 2008

16.                       Go Live – Phase III - April 2008

17.                       Support Stage – Phase III – April 2008 – May 2008

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This page left intentionally blank.


 

 

 

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 # 53 in September 2005.

Task 1 – Master Plan Completed

Task 2 – Master Plan Presented to City Council July 2006.

 

This task is complete; however, quarterly updates will be used as assessments and reevaluations of long term needs.

 

 

Remaining Tasks

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Task #

January

February

March

April

May

June

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

               

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 # 53– approximately $2.3 million.

 

MILESTONES AND CRITICAL SUCCESSES

§         The Planning Commission approved the design for Fire Station # 53 in September 2005.

§         Master plan completed.

§         Master plan presented to Council July 2006.

 

This task is complete, however, quarterly updates will be used as assessments and reevaluations of long term needs.

 


 

 

 

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

This date has been changed to allow staff to substantially complete both the Brentwood Boulevard and eBART station area specific plans and incorporate them into the General Plan update.

9/06

1/08

Task # 2 – Hire Consultant

9/06

10/06

Task # 3 – Start Technical Studies Update

11/06

4/07

Task # 4 – Draft recommendations and forward to Planning Commission and City Council

4/07

1/08

 

 

2006

Task #

July

August

September

October

November

December

# 1

 

 

Master Plan and Infrastructure Updates

# 2

 

 

Hire consultant

 

 

# 3

 

 

 

 

Technical Studies Update

 

 

 

 

 

 

 

 

 

2007

Task #

January

February

March

April

May

June

# 3

Technical Studies Update

 

 

# 4

 

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 – Start 9/06 – this date has changed to allow staff to substantially complete both the Brentwood Boulevard and eBART Station Area Specific Plans so that these can be incorporated in the General Plan.

2.  Hire consultant – September 2006

3.  Technical Studies Update – Staff evaluation of needed studies – November 2006 – April 2008

4.  Draft recommendations and forward to Planning Commission and City Council – Spring 2008

 

 


 

 

 

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

Task # 1 - 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.

On 3/23/06, the Park and Recreation Commission approved the Employee Fitness Wellness Campaign to be rolled out in April 2006.

Staff is currently working on a Fitness and Wellness Policy.

Park and Recreation Commission approved updated Wellness Policy on May 25, 2006.

Staff also implemented a City employee, 10 week, fitness and wellness campaign “Spring into Fitness 2006” on April 24, 2006.

Staff is on target with completing Task #2, a calendar of Health and Wellness events.

 

 

 

Remaining Tasks

Task # 2 – Changing the calendar of Health and Wellness events to a listing of events and activities promoting health and wellness in the community

1/06

7/06

Task # 3 – Continue Training Opportunities

10/05

Ongoing

Task # 4 – Attend California and Pacific Southwest Training Conf.

3/06

3/06

 

 

 

 

 

Task #

July

August

September

October

November

December

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2005

Task #

January

February

March

April

May

June

# 2

Changing the calendar to a listing of events and activities promoting health and wellness

# 3

Continue training opportunities – on-going

# 4

 

 

Training Conf.

 

 

 

 

 

 

 

 

 

 

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 was reformatted into our Health and Wellness Guide.  First distribution was in August 2005 for October 2005 – January 2006.

2.  On March 23, 2006, the Park and Recreation Commission approved the Employee Fitness and Wellness Campaign to be rolled out in April 2006.

3.  Staff is currently working on a Fitness and Wellness Policy.

4.  Park and Recreation Commission approved updated Wellness Policy on May 25, 2006.

5.  Staff also implemented a City employee, 10 week, fitness and wellness campaign “Spring into Fitness 2006” on April 24, 2006.

6.  Staff is on target with completing Task #2, a calendar of Health and Wellness events.

 

Additional components are scheduled as follows:

 

7.  Calendar of Health and Wellness events for 2006 will be completed in July 2006.

8.  Continue Training Opportunities

9.  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.

Task # 4 – Completed 12/05 – Contract was signed with Cannon Design Group.

Task # 5 – Completed – Draft Guidelines going to Planning Commission work session 1/17/06.

Task # 1 – Evaluate mid-range density policy – completed 12/05.

Task # 2 – Disseminate multi-lingual housing information at community-wide locations – completed 1/06.

 

 

 

 

 

 

Remaining Tasks

Task # 1 – Developing zoning standards for “shell” PDs.  This was postponed so that staff could include accompanying code updates to R-1, R-2, and R-3 zoning districts for internal consistency.

10/05

9/06

Task # 2 – Disseminate multi-lingual housing information at community-wide locations

1/06

3/06

Task # 3 – Evaluate opportunities to preserve mobile home parks – need to hire consultant to do an assessment of existing mobile homes.

1/06

12/06

Task # 6 – Draft guidelines to City Council

4/06

4/06

 

 

 

 

 

 

Task #

January

February

March

April

May

June

# 1

Develop zoning standards

# 3

Evaluate opportunities to preserve mobile home parks

# 6

 

 

 

Guidelines to City Council

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2006

2006

Task #

July

August

September

October

November

December

# 1

Develop zoning standards

 

 

 

# 6

Guidelines to City Council

 

 

 

 

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

§         Signed contract with Cannon Design Group – 12/05

§         Completed draft guidelines – going to Planning Commission work session - 1/17/06

§         Evaluated mid-range density policy

§         Disseminated multi-lingual housing information at community-wide locations – 1/06

 

Additional components are scheduled as follows:

 

  1. Currently developing zoning standards for “shell” PDs – September 2006
  2. Evaluate opportunities to preserve mobile home parks – December 2006

 

Architectural Design Guidelines:

6. Draft AD guidelines to City Council – September 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

Task # 1 - Staff has started a review of RFP samples for consultants as well as a review of other city Master Plans.

Task # 2- Researched consultants.

Task # 3 - Prepared RFP.

Task # 4- Completed and distributed RFPs to vendors.

Task # 5 – Consultants interviewed

Task # 6 -  Project awarded (to ClientFirst)

Task # 7 – Project Research completed

 

 

 

Remaining Tasks

Task # 8 –Project Development

3/06

8/06

Task # 9 – Plan Implementation

8/06

Ongoing

 

 

 

Task #

January

February

March

April

May

June

# 8

 

 

Project Development

2006

2006

Task #

July

August

September

October

November

December

# 8

Project Development

 

 

 

 

# 9

 

Plan Implementation - Ongoing

 

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.

§         Researched consultants.

§         Prepared RFP.

§         Completed and distributed RFPs to vendors.

§         Interviewed consultants – January 2006

§         Award project – February 2006

§         Project research completed

 

Additional components are scheduled as follows:

  1. Project Development – Expectations, identify project manager and key individuals – Mar – Aug 2006
  2. Plan Implementation – August 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

Spring 06

 

Task # 2 – Wastewater Collection – the model is 100% draft.  The next phase to final the model by analyzing the final data and running the model.  Anticipated completion Summer 2006

7/05

7/06

Task # 3 – The Water Master Plan is complete and went before Council for approval on March 14, 2006.

7/05

3/06

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 now 100% draft with additional data analyze and review to occur in early spring with anticipated plan/model completion in summer 2006.

3.  The Water Master Plan is now complete and went before Council for approval March 14, 2006.

4.  Completion of General Plan Update

 

 


 

 

 

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 stay in line with the Downtown Specific Plan goals.

Negotiations were completed with the School District for the relocation of the bus barn.

The Downtown Specific Plan Addendum was adopted November 2005.

Staff committee, along with Architects and Technical Rep completed facility tours in SF, Livermore and Pleasant Hill

This project is now a part of the Downtown Brentwood 2010 project, a civic core action plan.  This project will include, but is not limited to, the New City Hall and Civic Center, City Park Redesign, Downtown Parking Structure and eBART site.   It is staff’s intention, through a series of community workshops, to lay the foundation for the design of Downtown Brentwood.  Subsequent to this development, the architects will begin the New City Hall design.

Ongoing - Staff committee to work with architects regarding revision of design/confirm space planning, needs assessment, etc.

Joint workshop with City Council and School Board held June 16, 2006.

First community workshop held June 22, 2006 – outputs displayed at Cornfest; next workshop schedule August 17th.

 

Remaining Tasks

Task # 3 – Staff committee to work with architects regarding revision of design/confirm space planning, needs assessment, etc.

10/05

9/06

Task # 4 - Conduct public workshops regarding the redesign of the City Hall

6/06

8/06

Task # 5 – Complete project design

7/06

12/06

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

# 3

 

 

 

Revision of City Hall design

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2005

Task #

January

February

March

April

May

June

# 3

Revision of City Hall design

# 4

 

 

 

 

 

Public Workshops