COMMUNITY PLANNING
General Plan
Public Facilities Element
INTRODUCTION
The Public Facilities section provides for
the Public buildings, structures and grounds to meet the needs of the community. It
includes schools, parks, libraries, civic buildings, fire stations, social service
centers, distribution systems for water and electrical power and collection systems for
sanitary sewers and storm drainage.
INTRODUCTION
The Public Facilities section provides for
the Public buildings, structures and grounds to meet the needs of the community. It
includes schools, parks, libraries, civic buildings, fire stations, social service
centers, distribution systems for water and electrical power and collection systems for
sanitary sewers and storm drainage.
BACKGROUND
Issues and Problems
1. How to obtain more efficient use
of existing public facilities, particularly those which have potential for multiple usage.
2. Developing additional public
facilities may imply removal of more land from the tax rolls in a city where more than
half the total land area does not produce property tax revenue.
3. How to overcome the problem of
static public facilities in the face of dynamic population and development trends.
4. Determining level of public
investment in community facilities which yield non-tangible benefits, yet are important to
quality of life in the City.
5. Much of the City's
public utility systems are old and, therefore, are in need of continuing replacement and
improvement.
6. Provision of regional facilities
at local expense.
Opportunities
1. Community Development Block Grant
funds are available for acquisition and development of public facilities.
2. Many public facilities have the
potential for additional usage.
3. Additional park facilities could
be developed on publicly owned vacant land. This would not require the removal of more
land from the tax rolls.
4. Well maintained public facilities
promote civic price and encourage their use.
Goals and Objectives
Goal:
The continued provision of a high
level of public services which adds to the quality of life in the City and increases its
attractiveness.
Objectives:
1. A high level of public services
at minimum costs.
2. More efficient development and
utilization of public facilities.
3. Provision of private recreational
facilities in new residential and commercial developments.
4. Long range planning of public
utilities to enable the City to take advantage of new energy options or participate in
regional resource development programs.
5. High level of maintenance of
existing facilities.
6. A high level of design quality in
all public buildings, streets and open spaces.
Implementation Strategies
and Policies
STRATEGY 100.0:
Integration of public facilities
planning with staged development strategy and policies.
Policies:
101.0 Development of capital
facilities shall be closely coordinated with land use management strategy. Primary
development areas shall have highest priority for capital improvements that induce and
support development.
102.0 New capital improvements in
areas designated as being already developed to its ultimate capacity shall be limited to
those facilities which improve the quality and function of residential neighborhoods and
the level of City services to these areas.
Program:
Capital Improvements Programming
STRATEGY 200.0:
Delivery of a high level of public
services as means of maintaining or improving the City's urban environment and raising the
quality of life for its residents.
Policies:
201.0 Decentralization of those
services which can be improved by making them more accessible to residents.
202.0 A high level of public service
through more efficient management and greater work productivity.
203.0 Expanded participation of
tax-exempt organizations in the cost of providing public services.
204.0 Continued search for
opportunities to provide for the City's water and electrical energy needs at the lowest
possible per unit cost.
Programs:
200.1 Neighborhood Centers Program.
200.2 Operations Improvement Program
to increase efficiency and productivity.
200.3 Feasibility study into
expanding the concept of direct user charges for services rendered to relieve burden on
property tax.
REFERENCES
"Annual City Budget for Fiscal Year 1976". City
of Pasadena, Calif. - July, 1975.
Annual reports published by Water and Power, Fire and
Library Departments.
BACKGROUND
Issues and Problems
1. How to obtain more efficient use
of existing public facilities, particularly those which have potential for multiple usage.
2. Developing additional public
facilities may imply removal of more land from the tax rolls in a city where more than
half the total land area does not produce property tax revenue.
3. How to overcome the problem of
static public facilities in the face of dynamic population and development trends.
4. Determining level of public
investment in community facilities which yield non-tangible benefits, yet are important to
quality of life in the City.
5. Much of the City's
public utility systems are old and, therefore, are in need of continuing replacement and
improvement.
6. Provision of regional facilities
at local expense.
Opportunities
1. Community Development Block Grant
funds are available for acquisition and development of public facilities.
2. Many public facilities have the
potential for additional usage.
3. Additional park facilities could
be developed on publicly owned vacant land. This would not require the removal of more
land from the tax rolls.
4. Well maintained public facilities
promote civic price and encourage their use.
Goals and Objectives
Goal:
The continued provision of a high
level of public services which adds to the quality of life in the City and increases its
attractiveness.
Objectives:
1. A high level of public services
at minimum costs.
2. More efficient development and
utilization of public facilities.
3. Provision of private recreational
facilities in new residential and commercial developments.
4. Long range planning of public
utilities to enable the City to take advantage of new energy options or participate in
regional resource development programs.
5. High level of maintenance of
existing facilities.
6. A high level of design quality in
all public buildings, streets and open spaces.
Implementation Strategies
and Policies
STRATEGY 100.0:
Integration of public facilities
planning with staged development strategy and policies.
Policies:
101.0 Development of capital
facilities shall be closely coordinated with land use management strategy. Primary
development areas shall have highest priority for capital improvements that induce and
support development.
102.0 New capital improvements in
areas designated as being already developed to its ultimate capacity shall be limited to
those facilities which improve the quality and function of residential neighborhoods and
the level of City services to these areas.
Program:
Capital Improvements Programming
STRATEGY 200.0:
Delivery of a high level of public
services as means of maintaining or improving the City's urban environment and raising the
quality of life for its residents.
Policies:
201.0 Decentralization of those
services which can be improved by making them more accessible to residents.
202.0 A high level of public service
through more efficient management and greater work productivity.
203.0 Expanded participation of
tax-exempt organizations in the cost of providing public services.
204.0 Continued search for
opportunities to provide for the City's water and electrical energy needs at the lowest
possible per unit cost.
Programs:
200.1 Neighborhood Centers Program.
200.2 Operations Improvement Program
to increase efficiency and productivity.
200.3 Feasibility study into
expanding the concept of direct user charges for services rendered to relieve burden on
property tax.
REFERENCES
"Annual City Budget for Fiscal Year 1976". City
of Pasadena, Calif. - July, 1975.
Annual reports published by Water and Power, Fire and
Library Departments.
General Plan
Additional Community Planning
Information and Projects...
Last modified on
November 16, 2007
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