CITY COUNCIL AGENDA ITEM NO. ( Meeting Date: June 9, 2015 ...

CITY COUNCIL AGENDA ITEM NO. ( Meeting Date: June 9, 2015 Subject/Title:

Receive an Informational Report and provide possible direction to staff on the City of Brentwood Strategic Planning process

Prepared by:

Gus Vina, City Manager

Submitted by: Gus Vina, City Manager

RECOMMENDATION That the City Council receive this report and provide any direction to staff on the process for implementing strategic planning for the City of Brentwood. PREVIOUS ACTION The City of Brentwood has adopted a number of fiscal management policies that help guide it through budget preparation and fiscal decision-making. The City prepares a two-year operating budget and a five-year capital improvement program which allocate resources to provide core services and amenities to the citizens of Brentwood. These policies and the City Council’s fiscal management practices have served the City well by delivering balanced budgets and capital improvements that have provided well planned infrastructure throughout the City’s history and particularly during growth years. In addition to the two-year operating budget and five-year capital improvement program, the City’s Administrative Services Department prepares a ten-year fiscal model. This approach to fiscal management and budgeting allows for long-term planning, quick analysis and impacts of financial choices, and memorializes year-to-year fiscal decision making of City Council priorities. On February 2, 2013 the City Council held a goal setting workshop that resulted in a set of goals and strategies for FY2013/14 and FY2014/15. The goals and strategies concentrated on such things as, but not limited to: delivery of excellent public services, financial stability, economic development, public safety, community and neighborhood improvements, and transportation and infrastructure. A significant amount of work and tasks have been accomplished in connection with these goals and a listing can be found as Attachment “A” to this report. BACKGROUND Investments in infrastructure and other financial decisions throughout the history of the City of Brentwood have helped to establish a quality of life in this community that sets this city apart in this region. Maintaining quality of life is a high priority for the City Council and requires planning and allocation of resources. In addition to the two-year budget, five-year capital improvement program, ten-year fiscal model and numerous master plans, a strategic plan will further enhance the city’s planning efforts and the identification of high priorities for the City Council. Strategic planning in local government involves a process that connects a long-term vision with short-term initiatives that help maintain or enhance quality of life. A strategic plan is a “roadmap” which identifies the City Council’s highest priorities that then help guide the allocation of resources in the budget process. While strategic plans can be implemented for any number of years determined by an organization, for this City, it makes sense to have a two-year

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strategic plan that aligns with its two-year operating budget. Strategic decisions and high priorities would be identified by the City Council and would provide guidance for the preparation of the two-year budget as well as for the capital improvement program. PREPARATION For the last several months, the Executive Management Team for the City of Brentwood (Directors and City Manager) has been working on the development of a strategic plan framework. This effort has involved the review of the City’s core values and value statements, the development of a team charter (see Attachment “B”), the analysis of the “City Council Goals and Strategies 2013-2015,” the discussion of current priorities and workload, and the review of the City’s financial condition. Through a quality of life exercise and a discussion of City core services, the framework for a strategic plan was developed. This draft framework includes six “focus areas” that will provide the City Council with an organized approach for identifying high priorities in the city for the next two years. For each focus area there is a mission statement and a set of goals that support quality of life in Brentwood. The focus areas include: Infrastructure, Public Safety, Economic Development, Land Use Planning, Community and Neighborhood Services, and Fiscal Stability and Operational Management. Attachment “C” is the draft framework for the strategic plan which includes the focus areas, mission statements, and goals. In addition to mission statements and goals, each focus area will have a series of strategic initiatives that identify specific actions that will be implemented during this two-year period. These strategic initiatives are being developed and will be provided to the City Council in advance of the planning session. The focus areas, mission statements, goals, and strategic initiatives will be brought to the City Council in draft form at a future planning session for Council’s discussion and further direction to staff. CITY COUNCIL PLANNING SESSION The City Manager has retained the firm of Management Partners to design and facilitate what is expected to be a two-day planning session for the City Council. At this session the City Council will discuss quality of life issues and have an opportunity to review and direct staff on the focus areas, mission statements, goals, and strategic initiatives. Specifically, this process will provide the forum for the City Council to identify and direct staff on their highest priorities for the next couple of years. PEOPLE, TIME AND MONEY (PTM) Identifying high priorities through a strategic plan is only the beginning of the process. In order to successfully deliver on such a plan, and to avoid it from “sitting on the shelf,” it will be critical for staff to evaluate and assign resources to the plan prior to Council’s final adoption and in directing the two-year operating budget and capital improvement program. When considering resources it is imperative that we identify the people that will implement the initiatives, the funding for each, and the timeline in which to deliver it. This is the PTM process and without it the risks associated with completion of the initiatives will certainly increase. Following the City Council’s planning session and direction to staff, the Executive Management Team will apply PTM to the draft strategic plan and report back to the City Council for further discussion as necessary. In addition to this, the City Council may wish to hold additional workshops in order to further explore and direct staff on particular focus areas and strategic initiatives. The timeline below identifies the recommended steps that include the preparation of


the strategic plan, the resource allocation process (PTM), additional workshops and budget preparation. TENTATIVE TIMELINES AND DELIVERABLES Pending the City Council’s authority to move forward with a strategic planning process, and any further direction the Council would like to provide, the following timeline is recommended: June 2015 - City Council direction and approval of a strategic planning process June/July 2015 - Strategic Initiatives developed and finalized for Council’s planning session August 2015 - City Council Strategic Planning Workshop September 2015 - Executive Management Team resource allocation process (PTM) October - December 2015 - Additional City Council workshops (as necessary) January/February 2016 - City Council discussion and approval of the “City of Brentwood – Strategic Plan FY2016/17 & FY2017/18” March - June 2016 - City operating and capital improvement budget preparation June 2016 - City Council budget discussion and adoption of the FY2016/17 and FY2017/18 Budget

Similar to the budget process, staff will bring mid-term and year-end updates to the City Council on its strategic plan. All of the City departments will monitor progress through department and citywide work plans that identify critical paths and tasks necessary to complete the strategic initiatives. The strategic planning effort that is recommended has been dubbed “Planning Today… for Tomorrow.” Continuing and building from the City of Brentwood’s past successes, and thinking about what we know today, will help us plan for an efficient and effective tomorrow. FISCAL IMPACT This report does not have any fiscal impacts. Financial impacts related to the strategic plan will be included in the planning sessions for Council’s consideration and direction to staff. Attachments:  Attachment “A” – City Council Goals & Strategies 2013-15 and Completed Projects  Attachment “B” – Executive Team Leadership Charter  Attachment “C” – Draft Strategic Plan


Attachment “A”

CITY COUNCIL GOALS & STRATEGIES 2013-2015 AND COMPLETED ITEMS/PROJECTS Goal A: Deliver Excellent Public Services City Council Directed Goals: 

Emphasize positive customer service.

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Pursue uses of technology that improve service delivery and support excellent customer service and transparency.

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Strengthen the City’s web presence, including an update to the website.

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Anticipate and plan for future workforce needs.

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Review and update outdated City policies.

Completed Items/Projects: 

Implemented Wi-Fi in the Downtown area, Veterans Park, Aquatics Park, Senior Center and Police Station areas.

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Implementation of a Ultra-High Speed Broadband Network. The first customers were connected in May 2015.

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Implemented the Financial Dashboard on the City’s website for enhanced financial transparency.

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Implemented live streaming of City Council meetings to mobile devices.

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Implemented an electronic check processing system which allows checks to be electronically deposited and increases staff efficiency.

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Implemented a 24-hour “Pay-By-Phone” option for Utility Billing customers.

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Implemented online services for Utility Billing customers to provide them access to account information and the ability to make payments, establish automatic payments, and submit service requests.

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Implemented the ability for business owners to make Business License renewal payments online.

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Enhanced transparency by developing General Fund Financial Indicators which have been added to the Quarterly Financial Reports published on the City’s website.

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Implemented a new Community Development permit tracking software system which has increased staff efficiency.


CITY COUNCIL GOALS & STRATEGIES 2013-2015 AND COMPLETED ITEMS/PROJECTS 

Implemented a new QR F.I.T. Trails program at three park/trail locations. Users can scan QR codes with their smart phones to access free exercise videos that are updated monthly. This system works the person’s core, lower body and upper body, and improves their flexibility.

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Completed a fiber optic link between City Hall, the Senior Center and Aquatic Complex in February 2014.

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Launched the City’s new website on July 15, 2014.

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Added a Utility Billing chapter to the Municipal Code in November 2013.

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Updated the following policies: 00-4 00-7 00-8 10-4 10-5 10-9 10-10 10-13 20-8 20-27 20-29 20-30 20-31 110-1 110-5

05/14/13 12/12/14 05/14/13 06/11/13 01/13/15 05/27/14 02/26/13 07/10/14 10/08/13 10/08/13 06/11/13 08/12/14 02/24/15 12/09/14 05/13/14

Records Management Risk Management Public Records Act Responses Investment Budget and Fiscal Vehicle Use Information Systems Signature Vacation Nepotism and Fraternization Code Enforcement Employee Conflict Child Abuse and Neglect Reporting Mayor/Council/Employee Benefit Adoption Meeting Rules and Procedures Council Ethics and Conduct

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Completed content migration of Parks and Recreation content to the City’s new website that went live on July 15, 2014. Staff frequently updates the website to market programs, which allows the public easy access to information.

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The Park and Recreation Commission holds an annual meeting at a park within the community, inviting residents to participate and discuss any issues related to Parks and Recreation.

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Updated Solid Waste, Wastewater and Water municipal codes to ensure consistency with State regulations and improve customer service related to utility billing.

Goal B: Ensure Long-term Financial Stability and Sustainability

City Council Directed Goals: 

Continue to implement the 10-year fiscal model.

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Maintain General Fund reserves to anticipate and plan for future economic dips.

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Continue to monitor the City’s long-term liabilities (i.e. OPEB and pensions).

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Identify strategies to address the City’s needs and ability to grow while maintaining financial stability.

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Continue to review/revise fees and cost recovery for City programs (i.e., Community Development and Parks and Recreation programs and fees); determine the appropriate balance between fee generation and customer service.

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Develop a performance-based budget.

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Conduct utility rate studies to provide the best possible service at the lowest possible price (water, wastewater, non-potable water and solid waste).


Continued to utilize 10-year fiscal model.

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Continued to maintain appropriate General Fund reserves.

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Continued to monitor the City’s long-term liabilities (i.e. OPEB and pensions) and accelerated the City’s funding towards OPEB obligations.

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Continued to annually prepare the Capital Improvement Plan in accordance with the City Council’s strategic initiatives.

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Completed a General Plan Update, which for the first time included a Fiscal Sustainability component.

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Continued to annually prepare the Cost Allocation Plan to ensure the City’s fees remain appropriate and sufficient to recover its cost of service in accordance with City Council policy.

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Implemented contract services for Building and Code Enforcement services.

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Completed Aquatics and Athletics Field Fee and Use Study with Management Partners.

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On November 12, 2013, City Council approved Rate Studies for water, waste water, and solid waste; new rates went into effect January 10, 2014.

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CITY COUNCIL GOALS & STRATEGIES 2013-2015 AND COMPLETED ITEMS/PROJECTS Goal C: Promote Economic and Community Development


Position Brentwood for new employers, with a goal to increase local jobs; emphasize technology-based businesses (i.e., high tech office and industrial activity through the regional iGATE partnership).

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Retain existing businesses and help them to expand (i.e. medical technology; business to business).

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Engage the City Council's Economic Development sub-committee to be proactive in program development and updating and implementing the City's Economic Development Strategy.

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Explore opportunities for public/private partnerships.

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Complete the City's comprehensive update of the General Plan.

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Continue to pursue downtown business development efforts.

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Complete the Downtown Specific Plan update.

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Conduct a comprehensive analysis of City real estate assets and identify a short list of properties that have short-term development potential.

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Analyze potential strategic annexations within Brentwood's planning area to support and promote economic development within the context of long-term fiscal sustainability.


Parks and Recreation streamlined and improved the Special Event application and permit process to help facilitate special events.

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Parks and Recreation and Economic Development joined forces to reach out to start-up businesses to offer competitive pricing to increase use of the Community Center commercial kitchen.

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Completed the City’s comprehensive update of the General Plan and implementation of the action programs shall be ongoing.

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Completed the Downtown Specific Plan update; although, an updated Downtown Strategy could result in additional future amendments to the specific plan, depending on Council direction.

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Completed a comprehensive analysis of City real estate assets and identified a short list of properties that have short-term development potential.

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In February 2015, three Downtown directional signs were installed along State Route 4 (northbound approaching Balfour Road; southbound approaching Sand Creek Road off-ramp; and at the bottom of the Sand Creek Road off-ramp).

Goal D: Provide for the Public’s Safety


Develop a Police Department hiring plan that will use the Benchmark Report, the City’s Fiscal Model and community needs to balance growth in population with increasing staffing (see workforce planning under Excellent Government Services).

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Define the City’s role with fire service. (NOTE: The need still exists for new revenue after failure of the tax measure. Long-term plan for Fire District needs to be established to provide this service for our residents).

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Reduce on-duty injuries.

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Expand community outreach efforts (i.e., establish business watch program).

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Enhance the use of crime analysis (i.e., improve traffic safety).

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Develop a direct file program for private businesses.

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Establish a police reserve program.

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Update the emergency response plan and partner with Liberty Union High School District and Brentwood Unified School District for joint emergency response training.

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Conduct a public safety workshop (emergency plans, preparedness, etc.).


Developed a Police Department hiring plan.

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Defined the City’s role with fire service.

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Duty-related injuries and claims have been substantially reduced.

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A new “business watch” program has been established.

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The use of crime analysis has been expanded to the patrol division, and a new crime analysis software has been installed making crime statistics more available to the public through the City of Brentwood Police Department website.

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A new “direct file” program has been established. Basically, private businesses in the City of Brentwood can now have their private security personnel cite shoplifters and file their reports directly with the District Attorney’s Office. This streamlines the workload of our police officers and gives them more time to work on more serious crimes.

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A new police reserve program was established; however, we currently do not have any police reserve officers working. Due to the staffing shortages we were dealing with, we had to concentrate our efforts on hiring full-time staff. We plan to concentrate on reserve officer hiring after we fill all of our police officer openings.

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School emergency plans were updated at all schools, and joint active-shooter training was conducted with school staff, administrators, and teachers.

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A disaster workshop/tabletop exercise was conducted in the City’s Emergency Operation Center.

Goal E: Enhance Community and Neighborhood Improvement


Create opportunities to bring people together for active or playful activities, including use of downtown venues.

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Pursue opportunities to partner with the school district on joint-use of facilities.

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Revise the City’s Urban Forest Guidelines; create street tree-trimming program for non-City owned trees.

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Assess the need and cost of restroom facilities in additional city parks.

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Update the advertising banner program for city parks.

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Review/revise citywide landscape maintenance standards and contracts for renewal of contracts.

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Review/revise/update computerized recreation registration program.

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Continue to explore options for an outdoor event venue in the city.


The Annual “Playful City” Play Day was hosted in August 2013 in City Park. This event included a “Quasquicentennial” (125th birthday) celebration of City Park. Included in the event was a concert especially geared towards kids, as well as many fun games, activities, and birthday cupcakes.

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Through a Memorandum of Understanding with the Liberty High School Public Art and Design Academy (PADA), students installed a “Sunflowers” mosaic mural on the sound wall at the corner of Brentwood Boulevard and Second Street that features the theme of “Heritage, Vision, and Opportunity.”

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Modern play equipment was installed at Spirit Park and Glory Park to replace the wooden play structures that had exceeded their expected lifespans.

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There were four exhibits displaying works of art from local artists as part of the Community Center Public Art Walls program.

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Park Master Plan Review: Using East Bay Regional Park District Measure WW funds, three major projects were completed in fiscal year 2012/13: King Park Dog Area Expansion, Veterans Park Universal Abilities Playground, and Veterans Park Bocce Court Expansion. All three of these projects met the objectives of the Parks, Trails and Recreation Master Plan.

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Construction commenced on the City Wide Park Shade Improvement Project, using Measure WW Funds from East Bay Regional Park District. This project entailed adding permanent shade structures over bleachers and/or play equipment at five of the most heavily used parks, including Sunset Park Athletic Complex, Blue Goose Park, Veterans Park Universal Abilities Playground, Balfour-Guthrie Park, and Oak Meadow Park. This project was completed in late summer 2014.

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The Annual “Playful City” Play Day was hosted in August 2014 in City Park. Included in the event was a concert especially geared towards kids and a show by a ventriloquist.

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Two large, bronze “Playful Winds” public art pieces by Brian Keith were installed in late 2014. These pieces are located on Balfour Road between Mountain View Drive and Foothill Drive.

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The City of Brentwood has partnered with the Liberty Union School District in support of the Gateway Program’s High School / Young Adult Project SEARCH transition program. Through an MOU the Parks and Recreation Department has created a new immersion internship program to provide special education students important job opportunities to learn skills essential in becoming independent and functioning members of the community.

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Through a Memorandum of Understanding with the Liberty High School Public Art and Design Academy (PADA), students painted murals in four tunnel entrances along the Marsh Creek Trail, completed May 2015.

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The Urban Forest Guidelines have been revised as a resource for use by the community.

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The Advertising Banner program was expanded to include advertising opportunities at Veterans Park, Balfour Guthrie, and Oak Meadow Parks. These park sites are in addition to Sunset Park Athletic Complex, Brentwood Family Aquatic Complex, and the Skate/BMX Park in which banners have been placed for the past few years.

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The Advertising/Banner Program has been expanded to include a sponsorship program for the Starry Nights in Brentwood Summer Concert Series.

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Completed citywide landscape maintenance standards for renewal of landscape maintenance contracts.

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In summer 2013, completed landscape improvements on John Muir Parkway and Los Nogales at Walnut Blvd.

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Updated Special Event review and approval process to expand the use of City Park as an outdoor venue for the community.

Goal F: Provide for Effective Transportation and Infrastructure


Evaluate and re-prioritize the City’s CIP project list based on the loss of Redevelopment.

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Develop funding for Brentwood Blvd. improvements lost to RDA; look at alternatives.

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Continue to be an engaged partner in regional transportation initiatives (i.e. Hwy 239 connector to Tracy; State Route 4 (SR4); Vasco Road; Byron Airport.

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Implement the Corporation Yard Master Plan.

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Continue long-term water planning and supply.

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Expand the use of recycled water.

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Keep informed of and participate in various delta issues (including Delta Plan and Bay Delta Conservation Plan (BDCP).

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Research opportunities for cost efficiency and savings from energy resources (i.e., evaluate the option of a JPA model for green energy supply).

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Partner with Tri-Delta Transit and explore opportunities for intra-city transportation, like local trolley service (especially seniors).


Reviewed CIP budget for loss of redevelopment revenue for various projects.

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In late 2014, completed construction of Brentwood Blvd. median landscape improvements from Grant Street to Lone Tree Way and Sand Creek Road east of SR4.

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SR 4 Sand Creek Road interchange construction substantially completed in October 2014.

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On December 10, 2013, City Council adopted the Final 2010 Urban Water Management Plan.

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On November 12, 2014, City Council approved an agreement with Contra Costa Water District (“CCWD”) for buy-in capacity to convey water from the Delta to the Brentwood Water Treatment Plant.

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In April 2014, converted Sunset Park Athletic Complex converted from potable water to recycled water, saving approximately 4.8 million gallons of potable water per year.

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Acquired abandoned PG&E gas pipeline along Fairview Ave. for expansion of the City’s nonpotable water system.

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City submitted comments to the State on Draft BDCP Environmental Impact Report (EIR) last summer. In conjunction with the Delta Plan, the State released the draft BDCP EIR. The State is currently reviewing comments submitted during public review period for draft BDCP EIR. City hired consultant team of subject matter experts to coordinate Brentwood’s interests related to impacts of BDCP.

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In 2013, replaced 565 existing street lights with LED lights along Balfour Rd., Sand Creek Rd., Fairview Ave. and Walnut Blvd. This was funded with a zero-interest loan from PG&E and will be paid with the realized energy savings. Reduced maintenance and replacement costs will also provide additional savings.

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In December 2014, City Council approved an agreement for installation of solar facilities at the Police Station, Aquatic Center and Wastewater Treatment Plant. Facilities anticipated to be designed, installed and operational by end of 2015.

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In February 2013, completed construction of American Avenue traffic signal installation at the entrance of Heritage High School student parking lot with grant funding.

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In summer 2014, completed construction of Sunset Park Athletic Complex overflow parking lot (215 stalls) on the former Solid Waste Transfer Station site.

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In spring 2014, completed construction of the new Solid Waste Transfer Station facility.

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In March 2015, implemented the Water Softener Removal/Replacement Incentive Program to meet chloride limits in the discharge permit for the Wastewater Treatment Plant.

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Attachment "B"



Attachment “C”

DRAFT STRATEGIC PLAN FY2016/17 & FY2017/18 Focus Area 1: Infrastructure Mission Statement: Provide a safe, efficient, sustainable and environmentally sound infrastructure system that delivers economic opportunity and enhances the quality of life in Brentwood. Goals: 1. Be an engaged partner in regional transportation collaborating with Contra Costa Transportation Authority, eBART, Transplan and other stakeholders 2. Provide safe and sustainable Water, Wastewater and Solid Waste services for the build-out of the General Plan 3. Provide intra-city roadway circulation and bike/trail system that facilitates the efficient movement of people and goods to support build-out of the General Plan 4. Proactively provide funding and secure grant opportunities to fund improvement projects in the City to enhance the quality of life for Brentwood residents

Focus Area 2: Public Safety Mission Statement: Maintain a safe community through the provision of high quality public safety services and crime prevention measures. Goals: 1. Enhance Police Dispatch Services 2. Increase Traffic Safety and Reduce Traffic Collisions 3. Promote Crime Prevention and Community Involvement


City of Brentwood Draft Strategic Plan Continued Page 2 of 3

4. Enhance Public Relations 5. Bolster Disaster Management and Response 6. Strengthen Police and Fire Response to Hazardous Material Spills 7. Provide adequate fire suppression and medical response services

Focus Area 3: Economic Development Mission Statement: Maintain and enhance Brentwood’s quality of life by developing an economy that is vibrant and diverse. Goals: 1. Establish and implement the vision for a vibrant Downtown 2. Establish a business development program focused on attraction, retention and expansion of diverse businesses 3. Create a business friendly culture through commerce facilitation, incentives and technology 4. Promote tourism in and around Brentwood through special events, outdoor attractions and amenities, recreational opportunities, and by connecting to the rich agricultural history of the City

Focus Area 4: Land Use Planning Mission Statement: Continue to develop Brentwood as a high-quality, diverse and balanced community while protecting natural and agricultural resources. Goals: 1. Establish a diverse and balanced community with safe and attractive neighborhoods complemented by employment centers generating abundant, high quality jobs


City of Brentwood Draft Strategic Plan Continued Page 3 of 3

2. Enhance Brentwood’s agricultural heritage by strengthening the relationship between the City and the agricultural community while preserving and protecting Brentwood’s natural and agricultural resources

Focus Area 5: Community and Neighborhood Services Mission Statement: Provide essential community and neighborhood services to enrich lives and to protect preserve and sustain facilities, infrastructure and resources, to maximize Brentwood’s exceptional quality of life. Goals: 1. Maintain and operate a comprehensive system of parks, trails and recreation facilities in and around Brentwood 2. Enhance the quality of life for all city residents through the provision of recreational, cultural and social resources

Focus Area 6: Fiscal Stability and Operational Management Mission Statement: Provide high quality services that are cost efficient in a fiscally responsible and transparent manner. Goals: 1. Ensure adequate funding is available for the construction, operation, maintenance and future replacement of new infrastructure 2. Increase the City’s overall revenue base and maintain an appropriate level of financial reserves 3. Ensure the City’s annual revenue base is sufficient to provide services to our community 4. Ensure that the City operates in a cost efficient manner and provides the best possible service at the lowest possible cost 5. Manage financial resources to ensure the City maintains a strong credit rating
