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6 <br /> <br />4. Strategy: Strengthen community engagement in the City decision-making <br />processes by targeting specific projects, programs, and City processes to <br />implement community participation plans <br />a. Utilize community input in decision-making process and communicate <br />results. (i.e. survey, small meetings, polls, stakeholder meetings, <br />charrettes etc.) <br /> <br />Potential Target Community Participation Plan Projects: <br />i. 101/Woodside Interchange <br />ii. 5-year Capital Improvement Program <br />iii. Affordable Housing development projects <br />iv. Broadway Street Car Study <br />v. Citywide Transportation Study <br />vi. Community Gardens <br />vii. El Camino Real Plan <br />viii. Garrett Park <br />ix. Kennedy Safe Routes to School Project <br />x. Linden Park <br />xi. Library Services Priorities <br />xii. Middlefield Junction Planning Effort <br />xiii. Middlefield Road Enhancement <br />xiv. Neighborhood Parking <br />xv. Parks in Downtown <br />xvi. Red Morton Park renovations <br />xvii. Stanford Neighborhood Street Enhancement <br />xviii. Winslow Lot Use <br />xix. YMCA/City project <br /> <br />5. Strategy: Offer training to the city organization to expand community <br />engagement and new ways to use community input in the decision-making <br />process <br />a. Work with departments to create department-specific community <br />engagement plans <br />b. Create a tool box for engagement to assist with training <br />c. Utilize PCRC to host staff development workshops (best practices for <br />engagement, capacity building, volunteer engagement, etc.) <br />7.A. - Page 23