Document elcerrito_gov_doc_946fc767c9

AGENDA BILL Agenda Item No. 7(B) Date: November 7,201 1 To: El Cerrito City Council From: Scott Hanin, City Manager Sky Woodruff, City Attorney Subject: Continuation of City Charter Discussion - Possible Next Steps ACTION REQUESTED Consider possible next steps and provide direction on the potential development of a city charter which could include any of the following options: deferring the item, expediting the process or including a charter review as a part of a larger strategic planning process. BACKGROUND On October 3, 201 1, the City Council received a presentation from the City Manager and City Attorney on the differences between a charter city and general law city, the process for becoming a charter city and some of the advantages and disadvantages of implementing a city charter. As a result, additional information on land use impacts and revenue alternatives was requested, as well as more detail on the timeline for implementation should the City Council wish to go forward with a city charter. ANALYSIS As requested, the following provides more information on charter cities and their ability to generate revenue and expanded land use powers. Many laws that authorize cities to levy taxes and assessments limit the uses of the revenue. Those limits do not apply to charter cities. Additional Revenue Powers of Charter Cities General law cities' power to raise revenue derives primarily from state law and is subject to the limitations imposed by the statutes that grant the authority. So, for example, general law cities may use assessments and some taxes only for limited purposes. Examples of assessments and taxes include: Landscape and Lighting Act of 1972: installation, construction, and maintenance of landscaping; ornamentation; street lighting, including traffic signals; curbs, gutters, sidewalks, and drainage; parks and recreational facilities; community centers, auditoriums, and public performance space. Benefit Assessment Act of 1982: Maintenance of drainage; flood control; street lighting; streets, roads, or highways. Mello-Roos Community Facilities Act of 1982: Facilities--local parks, recreation, open-space, schools, libraries, child care centers, water/power/gas facilities. Services-police, fire, recreation, park maintenance. ---PAGE BREAK--- Agenda Item No. 7(B) In contrast, charter cities may levy assessments for any purpose and may create a taxing structure similar to a Community Financing District (CFD) to levy taxes that may finance any facility or service. Additionally, in creating its own procedures for the approval of taxes, charter cities may have greater flexibility in deciding who votes- property owners or voters, depending upon the type of tax (this issue has not been fully addressed by the courts). Although limited by Proposition 218, a charter city could authorize the use of assessments to fund a library or public safety building. A charter city could use a CFD- like tax to pay for environmental initiatives or storm drain facilities (including nonconventional projects like creek restoration). While subject to voter approval, charter cities may also levy taxes unavailable to general law cities including a real property transfer tax, or a payroll tax. A charter city may levy an excise tax calculated upon a business's payroll expenses, in addition to calculating the tax as a flat rate on gross receipts or number of employees. Courts have held that, as long as a payroll tax is properly established, it is not a preempted income tax. It must be apportioned so that it is based only upon payroll for work within the charter city's jurisdiction. For example, San Francisco levies a general payroll tax of 1.5% of payroll expenses. State law authorizes cities to create business improvement districts (BID) and to levy assessments on businesses in a BID to fund "activities and improvements" that benefit the businesses (Parking & Business Improvement Area Law of 1989 (Streets & Highways Code 5 36500 et seq.) ("the 1989 Act")). Charter cities have the power to create their own BID-like structure by local ordinance. They may expand the uses of the revenue and establish their own procedure for district formation and approval of the assessment. Permitted uses of the 1989 Act for assessment revenue include: Activities-promotion of public events which benefit businesses in the area and which take place on or in public places within the area; furnishing of music in any public place in the area; promotion of tourism within the area; activities which benefit businesses located and operating in the area. Improvements-parking facilities, benches, trash receptacles, street lighting, decorations, parks, fountains A charter city could use such assessments to fund an expanded security program, a faqade improvement program, a seismic improvement program, an advertising program, andlor transit/pedestrian/bicycle-oriented improvements for accessing the district. It is important to remember that charter cities are still subject to the procedural and substantive requirements of Propositions 21 8 and 26: Substantiverequirements: o Assessments must separate special benefits and general benefits o The amount of the assessment must be based upon the special benefit that property owners receive from the facility or service Page 2 ---PAGE BREAK--- Agenda Item No. 7(B) o The total amount of assessment may not exceed the cost of the special benefits conferred Procedural requirements: o Assessments must be approved by mail ballot by a majority of property owners, with votes weighted by the proportional financial obligation of each affected parcel o Taxes must be approved by voters or property owners. Only a simple majority is required to approve a general tax; two-thirds approval is required for special taxes o Proposition 21 8's substantive limitations on assessments affects the ability of charter cities to use them as broadly as described above It should be noted that although a charter city could use an assessment to fund a public safety building, it may be impossible to show that property owners receive special benefits from the building in addition to the benefits to the general public. Even if a charter city could demonstrate a special benefit, the value of the special benefit may be so small relative to the total cost of the facility that the amount of the total assessment on property owners would not generate sufficient revenue to make financing the facility feasible. Additional Planning and Land Use Powers of Charter Cities In general, state planning and land use laws are "municipal affairs". Therefore, with a few exceptions, charter cities have broader powers and autonomy to enact local land use regulations than do general law cities in certain areas of land use law. Many state law provisions regarding state and local planning, (including those requirements regarding general plans and specific plans) generally do not apply to charter cities. The Government Code has fairly specific requirements regarding the preparation of and amendment to a city's general plan, which outlines the city's future development goals. Charter cities are still required to adopt a general plan with mandatory elements; and are subject to requirements in state law for housing elements, affordable housing, open space designation, and the Water Conservation in Landscaping Act. However, zoning ordinances do not need to be consistent with the charter city's General Plan. This allows charter cities more flexibility in expeditiously approving zoning changes for proposed development. Charter cities may also establish their own general plan amendment process. Some cities have debated whether to subject major general plan amendments to a popular vote via a city charter. Others have different provisions, such as the City of Santa Barbara, where no amendments to the City's General Plan and Zoning Ordinance shall be effective unless approved by five affirmative votes of the City Council, and upon that approval, the amendment will conclusively comply with the city charter. Charter cities are also not subject to Government Code Section 65358, which limits the number of general plan amendments to four per year. Two other examples in which charter cities have more authority with respect to state planning and land use law include: Page 3 ---PAGE BREAK--- Agenda Item No. 7(B) Charter cities are exempt from specific plan requirements; however, after a charter city adopts a specific plan, the city must make findings of consistency between the specific plan and any proposed tentative subdivision map prior to subdivision approval. California case law from the 1960s held that charter cities may, pursuant to programs established by local ordinance, require dedication of land as a condition of building permit approval. Subsequent United States Supreme Court decisions that require individualized analysis to determine that required dedications are roughly proportional to the impacts of a project may have invalidated those earlier decisions. Nevertheless, there are significant limits on charter cities' home rule power to regulate land use and zoning, such as: The California Environmental Quality Act (CEQA) Mandatory elements of general plans, such as a housing element Open space plans and open space zoning Water Conservation in Landscaping Act Zoning hearing procedures Prohibition of housing discrimination Housing development approval standards Density bonus requirements State law limiting grounds for action against, and shortening statutes of limitations for, planning and zoning decisions; The Permit Streamlining Act The Subdivision Map Act Requirements for low- and moderate-income housing in coastal zones If the city adopts a second-unit ordinance, it must follow the procedures outlined in state law Interim zoning ordinance time limits and procedures State sovereign immunity POSSIBLE NEX~ STEPS Based on our understanding of the issue, comments by the City Council, current City goals and long-term needs, it appears that there are three primary options for going forward: 1. Defer any action on the Charter until a later date. No further action is necessary at this time. 2. Direct an expedited process for charter implementation with the goal of placing a charter on the ballot in November 20 12. 3. Consider an expanded scope and timeline which would be part of a larger strategic planning effort. The following analysis/discussion will focus on options 2 and 3. Page 4 ---PAGE BREAK--- Agenda Item No. 7(B) Option 2: Expedited Process Although aggressive, there is time to place a Charter measure before the voters in November 2012. Typically, a successful ballot initiative requires at least one year in order to maximize the chances of success but it often can take longer depending on the need to build community consensus and support. In order to pursue this option, the following tasks and timeline would be necessary andlor recommended: Task Importance Timing Comments Option 3: Broader Scope As part of the development of the current City Mission Statement in early 201 1, staff raised the possibility that it might be an opportune time to develop a broad Strategic Plan for the City. This Plan would develop the overriding framework for the City's vision and priorities for the future. A sample Strategic Plan is included as Attachment A. This Plan would include significant public input, could include or incorporate a capital needs assessment, help guide the General Plan Update and help better identify the positive impacts a Charter could have in meeting the Strategic Plan Goals. A Strategic Plan could also go forward without consideration of a City Charter. A very preliminary approach is shown below: Survey Research Form Charter Review Committee Charter Committee Review Committee Report to City Council City Public Information Effort Charter Placed on Ballot Election Page 5 High Strongly Recommended Required 4-5 months Required NecessaryIHigh Required Required ASAP 3 months ASAP 2-3 months Begins after committee selection June 2012 May-October July - August November 20 12 Has been successfully used to help determine voter priorities Alternatively, Council could develop charter Assume 7-1 0 meetings prior to report to Council Report is intended to help Council make final decision on Charter content and if it should go before the voters Must inform voters as to why this is being considered and how it would benefit the City If possible, should be done by consensus ---PAGE BREAK--- Agenda Item No. 7(B) Task Importance Timing Comments FINANCIAL CONSIDERATIONS Preliminary cost estimates for the processes related to options 2 and 3 are shown in the next table. These estimates do not include staff time. Survey Research Develop and Implement Strategic Plan Perform Capital Needs Assessment Form Charter Review Committee Charter Committee Review Committee Report to City Council City Public Information Effort Charter Placed on Ballot Election Page 6 High High High Required Required 4-5 months Required Necessary1 High Required Required 1) Early 2012 2) Late Spring early summer 2013 Begin ASAP; Complete by March 20 13 April 20 12 - March 20 13 1) Summer 20 12 or 2) April 2013 Begins after committee selection June 2012 Or September 201 3 Would begin 5-6 months prior to the election July - August 2014 November 20 14 Has been successfully used to help determine voter priorities. Would be facilitated by outside consultant. Timing to feed into budget process. Would be used to identify unfunded priorities and develop a capital funding plan as part of budget process. Could be formed at same time or after strategic plan process. Assume 7-10 meetings prior to final report to Council. Report is intended to help Council make final decision on Charter content and if it should go before the voters. Must inform voters as to why this is being considered and how it would benefit the City If possible, should be done by consensus ---PAGE BREAK--- Agenda Item No. 7(B) Task Option 2 Option 3 Comments No funding source has been identified for these expenses except for the initial survey research ($25,000). In all likelihood, these funds would come from general fund reserves. However, should these efforts ultimately lead to the identification of additional funding sources similar to both Measure A (streets) and Measure R (maintenance of effort), these additional revenues far exceed the cost of the initial research. The capital needs assessment may result in the identification of ways to offset future capital and maintenance costs. Not all of these items are mandatory but have proved successful in the past. Survey Research Strategic Plan Capital Needs Assessment Public Information Consultant Public Information Election CITY COUNCIL DIRECTION Staff is seeking direction on how to proceed. Should the City Council select either Option 2 or 3, we will go forward (as funds are available) with the survey research as described above. If Option 3 is selected, staff will return to Council in early 2012 to seek further direction and authorization on the Strategic Planning effort. If Option 2 is selected, staff will return as soon as possible with a resolution authorizing the formation of a Charter review Committee and selection process for its members. Reviewed by: $25,000 NA NA $307000 $20,000 $3 0,000 w e n Pinkos, Assistant City Manager Attachment: $50,000 $30,000 $50,000 $307000 $30,000 $3 0,000 1. Sample Strategic Plan Option 3 includes two surveys Cost could change depending on level of public involvement Option 3 assumes an additional 2-3 mailings related to Strategic Plan Page 7 ---PAGE BREAK--- ---PAGE BREAK--- This 2010 City Council strategic Plan has been developed in collaboration and in partnership with the Alexandria community. It is a carefully planned effort to advance Alexandria toward the future we envision for our community. As we move forward to implement the direction offered by the Strategic Plan, the Alexandria City Council affirms its commitment to the Plan's objectives and initiatives. Consequently, Council directs that City staff consider the Strategic Plan when developing, implementing or reviewing the delivery of public services, and in presenting requests for fiscal resources. ---PAGE BREAK--- Table of Contents Introduction 4 Engaging the Community 5 Strategic Planning Process 6 Vision for the City Strategic Planning Goals Goal #1 12 Alexandria has quality development and redevelopment, supportfor local businesses and a strong, diverse and growing local economy. Goal #2 1 4 Alexandria respects, protects and enhances the health of its citizens and the quality of its natural environment. Goal #3 18 A multimodal transportation network that supports sustainable land use and provides internal mobility and regional connectivity for Alexandrians. Goal #4 21 Alexandria is a community that supports and enhances the well-being, success and achievement of children, youth and families. Goal #5 23 Alexandria is financially sustainable, eficient, community oriented . and values its employees. Goal #6 25 The City protects the safety and security of its residents, businesses, employees and visitors. Goal #7 27 Alexandria is a caring and inclusive community that values its rich diversity, history and culture, and promotes affordability. Implementing the Plan and Measuring Progress Acknowledgements ---PAGE BREAK--- In September 2009, the Alexandria City Council convened to discuss development of a new strategic plan for the City. The discussion, held among the seven Council members (including three newly elected members), began with a simple premise: assess the direition of the City and, where necessary, provide a strategic course of action for realizing our goals. The strategic planning effort of 2009-201 0 begins by looking back. In 2004, City Council com- pleted a similar strategic planning exercise. Much of that plan, including the collective vision of the Council for the City, still resonates. However, in the five years since the last strategic planning effort concluded, much has changed. The national economic downturn has caused decline in the City's financial condition. The pace of residential and commercial development is now only a fraction of that experienced a few years earlier, and the City's ability to afford and deliver criti- cal services in a changed fiscal environment dominates public discussion. Changes in conditions compel changes in strategy. The 2009-201 0 strategic planning undertaken by City Council con- siders thesennew realitiesyand seeks the best path forward for the community. ---PAGE BREAK--- The strategic planning process takes full advantage of the City's active and engaged citizenry. From October 2009 through the early weeks of 2010, City Council members convened nearly 40 meetings to discuss the strategic direction of the City. To provide greater access to the strategic planning discussion, the City, for the first time, offered the public the opportunity to directly post comments to the City website, alexandriava.gov, and allowed those comments to be publicly viewed in their unedited form. A majority of meetings held by Council member teams were videotaped and quickly made available online so the public could have the opportunity to review the meeting discussion in the context in which it occurred. In all, more than 500 people participated in various strategic planning discussions and many more viewed strategic planning information, videos and comments on the City website. The thoughts and opinions of community interest groups, representatives of City boards and commissions, City staff, recognized subject matter experts and the public were offered through many strategic planning discussions. The goal statements, objectives, initiatives and indicators of performance included in the strategic plan result from that input. ---PAGE BREAK--- Strategic Planning - Process p p The 2009-2010 strategic planning work is built upon some simple but important principles. Foremost is the idea that the plan should include specific strategies that can be employed to move the community closer to its goals. The strategic plan offers direction and focus on issues that are critically important to improving Alexandria. Similarly, the plan sets priorities and determines a course for progress. As plan priorities are accomplished, new priorities will be identified. Most importantly, the plan includes indicators that measure progress for each of the strategic goals; in turn, each indicator of progress must be supported by regularly reported data. Using these principles to guide the strategic planning process, each strategic plan goal is defined by objectives, which (in part) provide an outline for what must be done to realize the goal. Each objective, in turn, is defined by strategic initiatives that specifically state a desired outcome. While the vision, mission and goals of the strategic plan are intended to be enduring, the strategies expressed in the objectives and initiatives are intended to serve for a three- to five-year period. ---PAGE BREAK--- Vision for the City The strategic planning process for 2010 affirms the Vision and Mission statements and their underlying principles as described in the 2004 plan. Regardless of changes in condition that righqully compel the rethinking of our near term priorities, the overarching ideals of vibrancy and diversity; historical appreciation and neighborhood preservation; and community pride, upon which our vision is built, remain the pillars of our strategic direction. The vision for the City, as expressed in the 2004 strategic plan and affirmed in the 2009- 2010 strategic plan: Alexandria is a Vibrant, Diverse, Historic, and Beautiful City with Unique Neighborhoods and Multiple Urban Villages Where We Take Pride in Our Great Community. The words of this vision statement not only describe the desired future for the City, they reflect the principles upon which the City operates. These principles are defined to more fully illustrate the meaning of our vision. ---PAGE BREAK--- Vision for the City ---PAGE BREAK--- Vision for the City ---PAGE BREAK--- Vision for the City ---PAGE BREAK--- Strategic Planning Goals There are seven goals included in the City's Strategic Plan. Each goal is intended to support the larger vision for the City and to point the way of progress toward that vision. The goals of the City are functional; they acknowledge both our responsibilities and our challenges. The goals for Alexandria are frequently interrelated. Success achieved in any one goal area likely has a corresponding positive effect in another goal area. The strategic plan notes where obvious interdependence exists by using symbols for each goal. Where more than one symbol is noted for a goal, a relationship between goals exists. ---PAGE BREAK--- Strategic Planning Goal #l "x2/" x A Objective: lncrease the vitality and economic success of the City Waterfront and King Street Corridor while maintaining and strengthening the City's commitment to historic preservation and neighborhood quality of life. Initiatives: lncrease the appeal of King Street and the Waterfront to shoppers and diners. Support a vital hotel sector by attracting more overnight guests. I I i 1 Improve access, circulation and parking, making it easier and more pleasant for visitors and residents to travel by all modes to the King StreetIWaterfront area, locate their intended destination and parking options, and discover additional places of interest. Objective: lncrease office and retail occupancy rates through business recruitment, retention, and expansion. Initiatives: I ~ Target federal users and associated contractors (with preference for leased versus owned space) as a primary opportunity for economic development in Alexandria. Support business recruitment, retention and expansion by proactively determining and quickly implementing actions the City can take to enhance its competitiveness. Recruit businesses and developers that complement and strengthen the City's long-term economic vision to balance the residential and commercial tax base. Implement a business retention and expansion strategy focusing attention on high priority firms with the best potential for growth. ---PAGE BREAK--- Strategic Planning Goal # 1 Objective: Maintain an environment where businesses can thrive. Initiatives: Increase clarity, transparency, and accessibility to services by Using technology to improve efficiency of, and customer access to, development review and permit processes; Ensuring that regulations and permit processes add value to the economic sustainability and quality of life of the City; Communicating successes; Emphasizing the integration of transportation and land use, strengthening . that integration where needed; and Describing, clearly and the benefits and tradeoffs of development applications and Special Use Permits (SUPS) in staff reports. Improve the City's readiness for quality economic growth. Goal Headline Indicators Revenue generated per square foot of commercial/retail space Commercial/retail space occupancy rate Percentage of high quality jobs Percentage of population below poverty level Median household income Percentage of population ages 16-64 in the workforce Percentage of population with advanced degrees Total employment Sales tax revenue generation ---PAGE BREAK--- Strategic Planning, . . Goal #2 Objective: Maintain and expand essential health and behavioral health services. Initiatives: Support expansion of primary care medical and oral health services as well as integration of mental health and primary medical care services. Develop substance abuse prevention and treatment services to be piloted in the Arlandria community aimed at decreasing alcohol-related crimes and improving individual and community health. Fully implement Citywide initiatives that will decrease the involvement of persons with mental illness in the criminal justice system. Ensure that the Mental HealthIMental Retardation/Substance Abuse (MH/MR/ SA) electronic health records software allows the electronic exchange of secure health information with essential healthcare providers. Complete a needs assessment of the services necessary to serve Alexandrians with developmental disabilities and autism spectrum disorders. Ensure that CSB facilities are appropriately designed and maintained to meet the needs of the populations served. ---PAGE BREAK--- Strategic Planning Goal #2 Objective: Maintain and improve the quality and sustainability of Alexandria's environment, Initiatives: Improve ambient air quality in the City through emissions reduction programs and by educating the community about air quality issues. Implement the recommendations of the Urban Forestry Master Plan and move toward reaching the American Forest's suggested goal of 40% tree canopy and ensure the sustainability of Alexandria's urban forest by promoting tree planting on public and private properties to produce a multi-aged, diverse tree community. Develop and implement a plan to support the achievement of Citywide greenhouse gas emission reductions to below 2005 levels. Expand and enhance the City Green Building Program including incorporating green building practices into existing structures. Continue to implement the strategies identified in the approved Open Space Master Plan, including its current, measurable actions to protect an additional 34 acres to reach the 100-acre goal for open space. Expand the City's recycling programs to exceed the State requirements and achieve a diversion goal of 35%. Enhance the ecological integrity of waterways by maintaining and improving storm water and sanitary infrastructure and stream system health to minimize environmental impacts. Develop a series of environmental benchmarks, indicators and performance measures for the City and community that quantifies progress towards sustaina bility. ---PAGE BREAK--- Strategic Planning Goal #2 Objective: Support healthy lifestyles and disease prevention. Initiatives: Establish a proactive health program to reduce respiratory illness by . reducing exposures to second-hand smoke and indoor air contaminants. Increase access to fruits, vegetables and other health foods for low- income residents through increased gardening opportunities, better access to farmers markets and increased nutrition educational opportunities. lncrease community education and outreach efforts for Eco-City related activities focused on sustainability, such as energy and water conservation, green buildings, Eco-City audit, behavioral changes etc. and improve coordination across the City. Establish a "Healthy City" indicator system, updated biannually, that tracks key indicators identified by the community for their importance in promoting and maintaining public and personal health. Create a "Play Spaces for Tots" initiative to address obesity and overall well-being in toddlers and preschoolers by increasing quality play spaces. lncrease access to safe walking and biking trails in the City. Goal Headline Indicators Teen pregnancy rate Rate of risky behavior by youth Walk score for the City Miles of bicycle trails and shared pathways Number of "Air Quality Action" days Rate of recycling Infant mortality rate ---PAGE BREAK--- ---PAGE BREAK--- Strategic Planning Goal #3 Objective: Develop local, reliable funding mechanisms to support a fiscally constrained transportation plan. Initiatives: Produce and adopt a fiscally constrained Transportation Improvement Program and an unconstrained Long-Range Plan annually. Cdntinually seek new sources of State and Federal funding for transportation. Implement asset management efforts that prioritize maintenance of critical infrastructure, increase the value obtained from infrastructure expenditures and achieve a progressively higher level of service for Alexandria. Objective: Promote strong linkages and coordination between transportation and land development. Initiatives: Develop parking policies that maximize the efficiency of Alexandria's parking SUPP~Y. Adopt zoning ordinance changes to Transportation Management Plans that encourage more coordination and economies of scale. Approve Transportation Impact Analysis methodology for use in land use development analysis. Pursue development a t Potomac Yard that supports a Metrorail station. ---PAGE BREAK--- Strategic Planning Goal #3 Objective: Ensure safe and accessible travel for pedestrians, bicyclists, transit and motorists on Complete Streets with design and implementation that is context- sensitive. Initiatives: Construct Eisenhower Avenue Complete Streets Initiative. Construct King-Beauregard Intersection Multimodal Improvements. continually construct Active Transportation spot improvements including intersection safety improvements, on- and off-road bikeways and new sidewalks. Objective: Increase transit options for locally oriented and through trips emphasizing interjurisdictional coordination. Initiatives: Finalize planning and begin construction on Corridor A (Potomac Yard Transitway). Begin formal planning and engineering on Corridor C (Beauregard). Improve frequency (headways) on current transit routes to meet urban transit standards. Supplement or revise conventional vehicle "level of service" measures used by the City for traffic impact studies with "person throughput" or "person delayJ' measures that integrate auto, transit, pedestrian and bicycle travel into a single measure based on the person-capacity of streets. ---PAGE BREAK--- Strategic Planning Goal #3 Goal Headline Indicators Number of transit passengers per year Percentage of people taking public transportation to work '1 I Passengers per mile and per hour of service I 1 Vehicle miles traveled per 100,000 population 1 1 Traffic fatalities per 100,000 population 1 1 Number of station entrieslexits at Alexandria Metrorail stops 1 ' I I Share of walking and bicycling trips as measured by the U.S. Census in the American Community Survey, Metropolitan Washington Council of Government (MWCOG) Region ! I 1 1 I Household Travelsurvey data - ---PAGE BREAK--- Strategic Planning Goal #4 Initiatives: Create a single point of access for public preschool programs and resources for families needing services. lncrease the number of quality and affordable pre-K opportunities for Alexandria children. Adopt the State of Virginia definition of school readiness and develop and implement education programs for parents and the community. Develop and implement initiatives that increase the percentage of children reading at or above grade level. lncrease the number of pre-K programs that utilize the QRIS system with the goalof full implementation for all City and school supported programs. Develop and implement a City and Schools early intervention system to identify children and youth that need extra support to achieve success. Objective: Alexandria supports quality, evidence-based initiatives that promote the well-being of children, youth and families. Initiatives: Develop and implement an aligned initiative between the City and Schools to impact family literacy. Reduce the occurrence of risky behaviors in adolescents, including substance use and abuse, risky sexual behavior and violence. Reduce reliance on out-of-community care for children with special needs by developing appropriate community based programs. ---PAGE BREAK--- Strategic Planning Goal #4 lmprove the coordination and alignment of existing youth mentoring programs and expand mentoring capacity Citywide. Improve youth recreation and athletic field capacity and quality to meet scho- lastic and community demand. Maintain and improve access to pre-natal to age 3 programs that strengthen families, improve birth and children's health and development outcomes. Prevent child abuse and neglect through efforts that include parenting training and support. Objective: Alexandria's City, school and community services are effectively aligned in order to support the success of children, youth, and families. Initiatives: Develop and begin implementation of a comprehensive 0-21 youth master plan that is aligned with the Alexandria City Public Schools (ACPS) strategic plan. Complete children and youth service re-alignment. Align City and ACPS early childhood experiences to support school readiness. Coordinate and align public out-of-school time experiences for elementary school youth to improve access to quality programs. Coordinate and align public out-of-school time experiences for middle school youth to improve access to quality programs. Realign public boards'and commissions that relate to children, youth and family programs to support improved,service delivery. Develop and implement a joint City and ACPS system for sharing information about youth achievement to evaluate and improve public programs. Goal Headline Indicators Percentage of children reading at grade level High School graduation rates School attendance rates Percentage of students entering kindergarten ready to learn ---PAGE BREAK--- * ~ u a w u~ano8 Ay3 ~ u a ~ e d s u e ~ l pue uado ue aleJlsuowap 03 sas!nras AJII pue sueid A113 '8ulyeur uo!spap quauru~ano8 Ay3 Bu!u~a3uo3 uogeurJoju! a1e3!unururo3 Al~ua$s!suo3 .$uauruJaAog Ay3 y q ~ paBeBua pue paysges 'paw~o~u! s1 Ayunurwo3 ayl aJnsu3 :angaafqo *Ziu!punj le)!de3 qse3 ,o8 noA se Aed,, JOJ au!lap!n8 e apnpu! 01 sau!lap!ng Aqod lqaa ayl Aypoyy . 'qqnd ayl Aq pan1 en aJe ley$ Bu!na!y~e u! sag!n~~~e pue swe~8o~d Ay3 40 A ~ u a p ~ a pue ssauaAg3aga ayl ano~dlul muo!ysej Alaurg e u! suralqo~d pa$ed!~gue ssaJppe oq sueid a ~ e d a ~ d pue spuadj a~n~puadxa pue anuaAaJ aJn$nj Ajguap! Allenuue 01 A J ! ~ aql Molle ley$ s~se3a.104 lepueuy w~a~-8uol dolanaa leog aas 'oslv) m 4 ~ ~ o ~ 8 awo~u! a ~ o w o ~ d pue 'uoge3y!s~an!p ~!urouosa a2ueyua 'sqoj a ~ e a ~ 3 03 ABale~qs ~uaurdolanap 3!wouom ang3aga ue ~uauraldu! pue dolanag g s a ~ ~ n o s a ~ alqel!ene 40 lse3a~o~ ~gs!lea~ e y j ! ~ spa[o~d pauueld 40 as03 pajed!j~ue aql sa~ueleq jey$ w e ~ 8 o ~ d ~uawano~dur, leyde3 ~eah-OT e u!eju!ew pue dolanaa '%uge~ puoa a l d ! ~ ~ ss,A3!3 aqJ u!elu!elu pue ~uacua8euew [e!x~euy ~ u a p n ~ d pue ange~~asuo3 JOJ uogelnda~ lualla3xa s , A ~ g aqt u!e$u!eyy m A l l u a ! ~ ~ a pue Alanp3aga sa3~nosa~ aBeuew o) k y q e sy ano~durl A(snonuguo3 pue wJaI Buol ayl Jano pa~ueleq A l l e ~ n ~ n ~ l s s! ley$ A8a~e~ls w e ~ 8 o ~ d jualuano~durl lej!dej pue ~a8png 'duqe~adg ue dolanaa :anp~a[qo - ---PAGE BREAK--- Strategic Planning I Goal #5 I Provide high quality City services that meet the needs of residents, businesses, and customers throughout the community. Actively engage all members of the community in partnership with their City government. Objective: Maintain a competitive compensation program that attracts, retains and motivates a workforce that can deliver quality services and programs to the community, reflects the diversity of that community, and provides for the fair and equitable treatment of all those employees. Initiatives: Maintain competitive pay and benefits with our regionaland local government comparators. Ensure a diverse workforce that reflects the diversity of the residents of Alexandria. Goal Headline Indicators Property tax revenues as a percentage of General Fund revenue Annual operating reserve fund balance Debt ratio . . Per , capita income City services customer satisfaction rate ---PAGE BREAK--- Strategic Planning I I Goal #6 , cooperative community efforts to prevent harm to life, property, and the environment. Initiatives: Expand collaboration between law enforcement and the community to reduce crime and nuisance activity. Expand fire and injury prevention activities, in concert with City and other partners, to help reduce the community's risk of emergency incidents arising from all hazards. Decrease recidivism in the Detention Center through enhanced programming in collaboration with other City agencies. Expand Citywide initiatives and services for persons with mental illnesses to decrease their involvement in the criminal justice system and help them live safe and law-abiding lives in the community. Expand the number of youth, families, and community members provided with education, mentoring and resources to help increase Alexandrians' safety and security. Objective: The full range of public safety services will be delivered professionally and in concert with our community using facilities, equipment, and technology meeting con- temporary standards for constant service delivery. Initiatives: Attract, develop, and maintain a highly qualified and professional workforce through a competitive compensation and benefit structure. Attract, develop, and maintain citizen volunteerism. ---PAGE BREAK--- Strategic Planning Goal #6 Develop and maintain the capacity to safely, effectively, and efficiently deliver public safety services with an emphasis on core public safety programs. Complete current projects and continue planning to ensure the delivery of quality public safety facilities, technology, equipment, and systems supporting 24171365 mission requirements. Objective: A well-informed community and workforce will enhance the safety and se- curity of our residents, businesses, employees, and visitors. Initiatives: I I Provide objective and accurate information to guide public safety and community expectations. Expand public outreach and engagement with civic and business groups and broaden the responsibility for Alexandria's community safety. I I I Enhance outreach avenues to increase public awareness by applying the full range of communications methods and tools. Goal Headline Indicators Homicide Rate per 100,000 population Rate of sexual assault per 100,000 population Aggravated Assault Rate per 100,000 population Robbery Rate per 100,000 population Property Crime Rate per 100,000 population Pedestrian Fatality Rate per 100,000 population Percent of residential fires confined to room of origin Advance Life Support response time Residential Fire Deaths and Injuries ---PAGE BREAK--- Strategic Planning Goal Objective: Promote a continuum of affordable housing opportunities for all residents, especially those most in need. Initiatives: Achieve a net increase in the number of dedicated affordable rental and ownership units in the City by 2015, through the development and implementation of sustainable and adequately funded development and preservation strategies, including seeking any necessary State legislative changes. Create and plan for livable communities, accessible and affordable to persons of all ages and abilities, including strategies enabling seniors and persons with disabilities to age or remain in place. Increase opportunities (funding and/or units) for City and ACPS employees to live (by'owning or renting) affordably in Alexandria, and increase employee awareness of such opportunities. Provide increased housing choices for low- and moderate-income households of three or more persons. Offer diversity in housing choices for households and individuals with income ranging from 0 to 50% of the regional median income, with special attention to households with extremely low incomes (30% of median and below), and households with special needs. Identify zoning, land-use tools, and strategies to incorporate affordable housing in development and redevelopment efforts in the City; locate such opportunities strategically with regard to employment centers and transportation, and subsequently begin implementation of those strategies through the Housing Master Plan. ---PAGE BREAK--- Strategic Planning Goal #1 Objective: Promote equitable access to lifelong learning opportunities through arts, library, historical, archaeological, and cultural resources, programs and services. Initiatives: Identify and implement funding strategies for public art that provide for the integration of the arts into public and private development and redevelopment projects throughout the City. i I Complete the Alexandria Historic Preservation Management Plan and set priorities for preservation that enhance, maintain and promote Alexandria's unique resources, support sustainable heritage tourism and promote economic development of the City. Develop a public art master plan setting priorities for the locations and funding of projects and providing a framework for the shared financial and professional resources needed. Increase accessibility and public participation in arts, library, historical, archaeological, and cultural resources, programs and services. Launch a collaborative marketing campaign with arts organizations, schools, museums, libraries and recreation centers that promotes arts, library, history, archaeology, and cultural programs and services offered by the City and nonprofit organizations. Conduct a library. feasibility study to determine current and future needs. Capture the cultural diversity of Alexandria through oral histories, documents and historic images. Objective: Provide a comprehensive and cohesive system of prevention, early intervention and treatment services to those Alexandrians t most in need. Initiatives: Invest resources in evidence-based prevention and early intervention efforts. ---PAGE BREAK--- Strategic Planning Goal #1 Identify three to six feasible, existing neighborhood-based sites around the community that are regularly accessed by Alexandrians, (such as libraries, malls, retail sites, clinics, public housing sites, churches, shelters, etc.,) where residents can access services. Increase opportunities for moderate- to low-income seniors and disabled adults to remain in affordable, local, community-based residential settings with necessary services support. Design and implement a marketing plan to improve resident awareness of services and how to access them. Develop and implement a com.prehensive social marketing campaign for prevention efforts. Maintain safety net services with a focus on prevention services, while striving to eliminate poverty in Alexandria by reducing number of Alexandrians at or below Federal poverty line (by 10% by year 2015). Goal Headline Indi'cators Housing units available for households earning below 50% of median income Persons at or below Federal poverty level ACPS students receiving free or reduced price meals Home ownership rate Housing burden (homeowners and renters) Median value of homeowner occupied housing units Median gross rent Homeless persons per 100,000 population Number of foreclosures ---PAGE BREAK--- Implementing the Plan and Measuring Progress Strategic planning is not complete when consensus on goals is reached and strategic direction is articulated. The work of defining measures, collecting data, and reporting progress remains. The strategic plan acknowledges the ongoing responsibility to assess performance, including a set of measurement "indicatorsJJ for each of the Goal areas. Indicators selected for each Goal have been developed and recommended through consensus of participants in the strategic planning process. The "headlineJJ or "leading" indicators included in the plan are the critical variables that describe the condition. As efforts to affect the goal influence and alter the condition, the indicator is the record of that change. Supporting the high level "headlineJJ indicators are "secondaryJ) indicators; other variables that impact the goal area. "SecondaryJJ indicators complement "headlineJJ indicators and provide a more complete view of the factors that influence progress. Secondary indicators are not included in the strategic planning document. They will be developed for each goal area as part of the overall effort strategic plan implementation effort. ~eserve for Headline lndicator Chart Examples ---PAGE BREAK--- Implementing the Plan and Measurina Proaress The Strategic Planning efJort should include an implementation strategy for aligning City work efforts with policy direction and for the annual reporting of progress toward goals and objectives. Three Implementation Plan Phases ---PAGE BREAK--- Implementing the Plan and Measuring Progress ---PAGE BREAK--- The City of Alexandria's Strategic Plan is the product of a community partnership involving citizens, elected officials, staff and all others interested in the growth and prosperity of our City. Thanks and appreciation is especially offered to the following: Elected and Appointed Officials Mayor William D. Euille Vice Mayor Kerry J. Donley Councilman Frank H. Fannon IV Councilwoman Alicia Hughes Councilman ~ o b Krupicka Councilwoman Redella S. "Del" Pepper Councilman Paul C. Smedberg Sheriff Dana Lawhorne, Alexandria Sheriff's Department Public Defender Melinda Douglas, OfFice of the Public Defender Boards, Commissions, and Community Organizations Charles Benagh, Commission on Persons with Disabilities Jayme Blakesley, Transportation Commission Richard Clausen, Building Code of Appeals Pamela Copley, EMS Council Raighne Delaney, Community Criminal Justice Board Karen Helbrecht, Local Emergency Planning Committee Kimberly Herter-Kaplan, Consumer Affairs Commission John Komoroske, City Planning Commission Jennifer Mitchell, Transportation Commission Paul Pepper, Community Services Board J. Lawrence Robinson, Planning Commission ---PAGE BREAK--- Acknowledgements Lawrence Ruggiero, Traffic & Parking Board Thomas Citizen Corps Council Professional and Subject Matter Experts Charlie Banta, Hilton Alexandria Mark Center Nancy Belmont, Belmont, Inc. Murray Bonitt, Bonitt Builders, Inc. Lissette Bishins, American Red Cross, Alexandria Chapter Allison Cryor DiNardo, Caroll PCS, Inc. Rich Duffy, International Association of Fire Fighters Joe Egerton, Arts Afire Charlotte Hall, Potomac Riverboat Company R. William Hard, LCOR Daniel Jackson, INOVA Alexandria Hospital Sean Kennedy, Washington Metropolitan Area Transit Authority Ron Kirby, Metropolitan Washington Area Council of Governments Greg Leisch, Delta Associates John McClain, George Mason University Center for Regional Analysis Dan Rosen blatt, International Assoc. of Chiefs of Police Jeff Washington, American Correctional Association Bob Wulff, BF Saul Company City of Alexandria Staff Debra Collins, Assistant City Manager Bruce Johnson, Chief Financial Officer Richard Baier, Director, Transportation and Environmental Services Emily Baker, City Engineer, Transportation and Environmental Services ---PAGE BREAK--- Acknowledgements Lisa Baker, Director, Office on Women Andrea Blackford, Communications Officer, Office of Communications Jack Browand, Special Projects Coordinator, Recreation, Parks and Cultural Activities Stephanie Brown, President and CEO, Alexandria Convention and Visitors Association Tony Castrilli, Director, Office of Communications John Catlett, Director, Office of Building and Fire Code Administration Earl Cook, Chief of Police, Alexandria Police Department Blaine Corle, Deputy Chief of Police, Alexandria Police Department Robert Custard, Environmental Health Director, Alexandria Health Department Tony Davis, Undersheriff, Alexandria Sheriff's Office Gerry Dineros, E-Government Developer, Office of Communications Laura Durham, Open Space Coordinator, Recreation, Parks and Cultural Activities Carrie Fesperman, Health Planner, Alexandria Health Department Ron Frazier, Director of Youth Services, Human Services L. Michael Gilmore, Executive Director, Mental Health, Mental Retardation and Substance Abuse Cameron Hall, Administrative Assistant, Alexandria Fire Department Faroll Hamer, Director, Planning and Zoning Val Hawkins, President and CEO, Alexandria Economic Development Partnership Yon Lambert, Principal Planner, Transit Services, Transportation and Environmental Services Stephanie Landrum, Senior Vice President, Alexandria Economic Development Partnership Michael J. Mackey, Gang Prevention Coordinator, Court Service Unit Karl Moritz, Deputy Director for Long-Range and Strategic Planning, Planning and Zoning John Noelle, City Arborist, Recreation, Parks and Cultural Activities William Skrabak, Director, Office of Environmental Quality, Transportation and Environmental Services ---PAGE BREAK--- James Spengler, Director, Recreation, Parks and Cultural Activities Adam Thiel, Fire Chief, Alexandria Fire Department " 1 Justin Thompson, New Media Coordinator, Office of Communications Peter Watkins, E-Government system Architect Liz Wixson, Associate Director, AcuteIEmergency Services, Mental Health, Mental Retardation and Substance Abuse Acknowledgements I