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.
BACKGROUND
Issues and Problems
- How to obtain more efficient use of existing public
facilities, particularly those which have potential for multiple usage.
- 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.
- How to overcome the problem of static public facilities in
the face of dynamic population and development trends.
- Determining level of public investment in community
facilities which yield non-tangible benefits, yet are important to
quality of life in the City.
- Much of the City's public utility systems are old and,
therefore, are in need of continuing replacement and improvement.
- Provision of regional facilities at local expense.
Opportunities
- Community Development Block Grant funds are available for
acquisition and development of public facilities.
- Many public facilities have the potential for additional
usage.
- Additional park facilities could be developed on publicly
owned vacant land. This would not require the removal of more land from
the tax rolls.
- 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:
- A high level of public services at minimum costs.
- More efficient development and utilization of public
facilities.
- Provision of private recreational facilities in new
residential and commercial developments.
- Long range planning of public utilities to enable the City
to take advantage of new energy options or participate in regional
resource development programs.
- High level of maintenance of existing facilities.
- 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
- How to obtain more efficient use of existing public
facilities, particularly those which have potential for multiple usage.
- 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.
- How to overcome the problem of static public facilities in
the face of dynamic population and development trends.
- Determining level of public investment in community
facilities which yield non-tangible benefits, yet are important to
quality of life in the City.
- Much of the City's public utility systems are old and,
therefore, are in need of continuing replacement and improvement.
- Provision of regional facilities at local expense.
Opportunities
- Community Development Block Grant funds are available for
acquisition and development of public facilities.
- Many public facilities have the potential for additional
usage.
- Additional park facilities could be developed on publicly
owned vacant land. This would not require the removal of more land from
the tax rolls.
- 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:
- A high level of public services at minimum costs.
- More efficient development and utilization of public
facilities.
- Provision of private recreational facilities in new
residential and commercial developments.
- 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.