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CALL TO ORDER
ROLL CALL
AGENDA REVIEW
None.
MINUTES
SPECIAL MEETING
CITY COUNCIL
OF THE
CITY OF SOUTH SAN FRANCISCO
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, California 94083
Meeting to be held at:
JOSEPH A. FERNEKES RECREATION
BUILDING
781 TENNIS DRIVE
SOUTH SAN FRANCISCO, CA
WEDNESDAY, JANUARY 11, 2018
9:00 a.m.
TIME: 9:01 a.m.
PRESENT: Councilmembers Addiego, Garbarino and Gupta,
Mayor Pro Tempore Matsumoto and Mayor
Normandy.
ABSENT: None.
PUBLIC COMMENTS - comments are limited to items on the Special Meeting Agenda
None.
Items for Discussion:
1. Annual City Council retreat to discuss the following items:
a) Parking, U -Turns and pedestrian safety
Councilman Garbarino raised the issue of parking, unlawful U -turns and pedestrian safety on Grand
Avenue. He noted Chief of Police Azzopardi's recent statement that the number of citations issued on
Grand Avenue had risen, but opined the problem was still persistent particularly between the hours of
11:00 a.m. and 1:30 p.m. He noted Saturdays and Sundays were worse and was concerned about
pedestrian safety related to issues caused by these traffic conditions and jaywalking.
Councilman Addiego commented that the issues Downtown are caused by the recent success of the
businesses in the area.
Chief of Police Azzopardi addressed Council and advised that the statistics don't show an increase in
violations, but noted roughly 349 citations issued in the Downtown area demonstrated enforcement.
He advised the Department had three (3) full time parking enforcement officers, including one (1)
that was assigned to the Downtown. Adding a 4th or 5th might ensure that additional tickets were
issued in the Downtown area.
Councilman Garbarino thanked the Police Department for its efforts.
Mayor Pro Tempore Matsumoto concurred with Councilmembers regarding the severity of the issue
between 11:00 a.m. and 1:30 p.m. on weekdays. She raised the possibility of volunteer parking
enforcement officers as had been utilized in the past. She further raised the issue of officer discretion
related to illegal U -turns and noted that at times she had observed officers being lenient.
Chief of Police Azzopardi commented on the need for officer discretion based on traffic flow factors.
He acknowledged staff was also looking into the possibility of volunteers. He proposed solutions to
Council's concerns as follows: 1) the Downtown Officer would take his or her lunch break at a time
other than between 11:00 a.m. and 1:30 p.m.; 2) installation of signage regarding illegal U -turns; and
3) increasing the citation amount.
City Manager Futrell requested Council feedback with respect to placing additional bollards and
sticks down the centerline of Grand Avenue.
Councilman Addiego expressed concern regarding drivers' ability to maneuver around double parked
cars due to the bollards and believed they would cause bottlenecks creating additional traffic issues.
Chief of Police Azzopardi noted Police and Fire would have to drive over the bollards in many
instances and they were not favored.
Director of Public Works Kim stated that long term improvements to the streetscape would
eventually solve most of the issues at hand. In the interim, he suggested temporary solutions,
including measures such as striping.
Councilman Addiego requested that businesses with roll up gates down the lanes parallel to Grand
Avenue be reminded that deliveries should happen in the lanes and not on Grand Avenue.
Councilman Gupta stated a preference for looking into more permanent solutions such as making
Grand Avenue a one -way street.
Mayor Pro Tempore Matsumoto reminded Council and staff of her longtime advocacy for a one -way
solution involving Grand, Miller and /or Baden Avenues.
Director Kim agreed to incorporate this option into an upcoming study.
b) Collaboration with South San Francisco Unified School District (SSFUSD)
Mayor Normandy thanked Councilmen Addiego and Gupta for their work on the SSFUSD Liaison
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 2
Standing Committee. She stated that the appointment for the current year was herself and Mayor Pro
Tempore Matsumoto. She stated the partnership with the District needed to be more than attendance at
liaison committee meetings, however. For example, she believed there could be greater collaboration
with the District on many items of mutual interest.
Mayor Pro Tempore Matsumoto stated that at Board and Commission interviews it frequently comes up
that people avoid moving to our City due to the quality of our local schools. She hoped to be able to
partner with the District to adjust standards and bring resources and opportunities, in the form of
volunteers, mentoring and collaboration on grants.
In response to a question from Councilman Garbarino, Chief of Police Azzopardi advised the Police and
Fire Homework Help Program had not been operational for some time. However, the School Liaison
Officers were always on site at our local schools.
Councilman Garbarino stated he believed the District should start sharing the cost of the Every 15
Minutes Program.
Councilman Addiego commented on the importance of celebrating the positive changes that have
occurred in the District in the face of challenges the District is managing. He believed that rather than list
a litany of deficiencies, the best approach moving forward involved partnering to keep positive outcomes
mobilized.
Councilman Gupta expressed the opinion that the District was beginning to change and move in the right
direction. He noted that many of the challenges facing the District involved teacher retention based on
affordable housing issues. He opined there was room for partnership on these issues.
c) Update on sports field maintenance and renovation
Mayor Normandy commented on recent attention to the ball field conditions citing debate on social
media and other local sources. She queried a timeframe for potential solutions.
Councilman Addiego concurred noting it was critical to provide the community with a timeframe on
the improvements.
Director of Parks and Recreation Ranals advised the need would be addressed in the upcoming
budget cycle. Further design was in progress and staff should be in a position to provide a
construction date in the very near future.
Councilman Garbarino suggested that signs depicting the plans be installed at improvement sites so
that the public could be advised of the plans as soon as possible.
Director Ranals advised that staff had installed signs of this nature during the Alta Loma Playground
renovation and would do the same for future park improvements. She also advised the plans for
improvements would be included in the Leisure Guide and the City Newsletter.
Mayor Pro Tempore Matsumoto encouraged staff to address this issue for the community in a variety
of ways, and not solely in the Leisure Guide.
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 3
d) 2018 Biotechnology Conference
Councilman Garbarino requested an update on expected costs related to the 2018 Biotechnology
Conference.
Communications Director Arroyo advised it was expected the City would spend roughly $120,000 on
the 2018 conference including $2750 per attendee. She advised the booth made up half the cost at
$60,000. The City would also spend roughly $13,000 on an Academic Breakfast. The Conference
would take place in Boston from June 4th- June 7"'.
Councilman Garbarino advised of a conflict with his schedule that would only permit him to attend
for one (1) day. He did not believe it was cost effective to expend City resources to travel for one (1)
day of attendance.
Councilmen Gupta and Addiego commented on the need to be present at the conference to network
and celebrate the successes of the Biotech community.
Mayor Pro Tempore Matsumoto commented that she would like to see a measurement of the City's
Return on Investment (ROI) vis -a -vis attendance at the conference.
Councilman Addiego commented the ROI might be difficult to measure immediately. He believed it
was a more elusive number in this circumstance, which would yield returns over time.
Councilman Garbarino agreed ROI might be difficult to gauge in this instance. He believed the
industry was dynamic and that Council's presence added value. Further, participation provides
Council and staff with intangible education value that would help the City to maintain its credibility
in the industry.
Mayor Pro Tempore commented that she believed the Biotech companies needed to step up as other
companies in the Valley have to contribute on issues such as infrastructure.
Mayor Normandy commented on the importance of ROI, but noted that the value of relationships
built at the conference might not be measureable.
Council understood Councilman Garbarino would not attend the conference due to other
commitments and cost concerns.
e) Communication with Council from Staff and others
Mayor Pro Tempore commented on the need for communication from staff on issues requiring a
"heads -up ". She did not believe that detailed memos outlining every issue were required; however
she would appreciate more timely notice of issues facing staff and /or the community.
Councilman Garbarino concurred regarding the need for more timely communication.
Councilman Addiego stated he believed the current management regime kept Council in the loop on a
regular basis.
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 4
Mayor Normandy advised staff it would be useful to receive more frequent communication regarding
how Councilmembers can support staff in their roles.
f) Allowed Construction Hours
Councilman Addiego commented that the need for discussion of this issue has grown out of several
recent projects, but most specifically the City Venture Project on Mission Road. He believed the
developer had not been a good community partner and caused disturbance and nonsense in the
neighborhood. Given what our residents are facing in light of this development, he hoped staff could
review and propose modifications to construction hours that might give neighbors a period of relief.
Director of Economic and Community Development Greenwood addressed Council. He advised the
City's current ordinance allowed construction on weekdays beginning at 8:00 a.m. The complaints
regarding noise related to construction employees before 8:00 a.m. had increased due to the fact that
laborers are coming from far distances and arriving early to beat commute hours. During the period
from the time they arrive to the time they are allowed to begin work, they are often sitting in their
cars, talking on phones in the street or participating in other legally authorized activities. Allowing
construction to begin at 7:00 a.m. would eliminate complaints regarding some of the on- street
activities. Director Greenwood stated that changing permitted construction hours to 7:00 a.m. to 7:00
p.m. during the week would allow construction firms to act more efficiently and get projects done
more quickly. Staff also planned to recommend scaling back on Saturdays and allowing construction
between the hours of 8:00 a.m. and 6:00 p.m. Finally, to provide a respite to the community, staff was
prepared to recommend no construction on Sundays and holidays.
Councilmembers discussed these options and queried the possibility of a half -day on Sundays.
Director Greenwood advised a half -day of work would be cost prohibitive to developers.
Mayor Pro Tempore Matsumoto queried whether this would apply to standard residential construction
and "do- it- yourselfers ".
Director Greenwood advised this would apply to all construction.
Fire Chief Kohlman advised staff was in support of the proposed modifications from the code
enforcement perspective. It would reduce response time to many early hour calls where no
enforcement was necessary, because the complaints were about legally permissible activities.
Mayor Normandy commented on the importance of discretion related to Sunday construction
depending upon the type of activity and /or project.
City Manager Futrell advised staff would take Council's feedback and prepare an ordinance for
review.
Recess: 10:25 a.m.
Meeting resumed: 10:35 a.m.
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 5
Item "l " was presented as the consultant from Godbe Research was present ahead of schedule.
1) Review of Community Survey
Mr. Godbe of Godbe Research presented the results of a community study regarding resident
satisfaction. He explained methodology and noted that 471 adult residents were interviewed for 18
minutes each in December of 2017. Mr. Godbe presented a PowerPoint summarizing results as
follows: 1) The most important issues to residents are affordable housing and traffic congestion; 2)
42% of residents believe that the number of new residential units being built is about right or not
enough; 3) 40.7% of residents believe too much housing is being built; 4) 53.2% of residents believe
the City should encourage the construction of more affordable housing; 5) 61.7 % of residents believe
the City should encourage housing construction near where people work; 6) 84% of residents are
satisfied with the courtesy, customer service, and results from City staff. Mr. Godbe concluded
results were generally very favorable.
In response to a question from Mayor Pro Tempore Matsumoto, Mr. Godbe clarified that responses in
Spanish and Cantonese were in native language
Mayor Pro Tempore Matsumoto requested clarification as to whether Fire Services parsed out
ambulance services, which made up 72% of the Department's operations.
Mr. Godbe responded that ambulance services were not culled out and the survey requested
satisfaction with "fire services ".
Councilman Garbarino congratulated Department Heads and staff on their commitment to customer
service.
Councilman Gupta commented he was more interested in trends as opposed to a snapshot in time.
City Manager Futrell advised the study was intended as a baseline and would be repeated.
Mayor Pro Tempore Matsumoto noted that the results of this study had shifted her opinion with
respect to the prospect of housing East of 101. She stated she felt more comfortable supporting
housing East of 101 based on the results. She wanted to minimize the impact of infill on the City's
residents.
g) Discussion regarding potential City policy on promotion/display of cultural events
for 2018
Mayor Pro Tempore Matsumoto invited City Attorney Rosenberg to advise Council of the current status
of the law related to cultural displays and secular symbols.
City Attorney Rosenberg advised that courts have recognized certain Christian and Jewish holiday icons
as taking on a secular status. Therefore, their display on City property does not run afoul of the
Constitution.
Mayor Pro Tempore Matsumoto expressed a desire to display cultural icons from other traditions and
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 6
queried permissible grounds.
City Attorney Rosenberg advised that any type of display not preferring one religion over another is
permissible if it is done for secular purposes. He advised it was a much nuanced area of the law, but that
displays for purposes of cultural diversity and inclusion would likely be permissible. He advised Council
that a neutral policy based on this intent was advised if Council wished to tell inclusive stories for
educational and cultural purposes vis -a -vis a City display.
Councilman Addiego appreciated the Mayor Pro Tempore's direction on this issue and believed the City
could use a policy to permit displays to be inclusive.
Council directed the City attorney to work on the creation of a policy that would permit constitutional
displays to promote cultural inclusion.
h) Strategic direction of Senior Services program
Mayor Pro Tempore Matsumoto commented that with the retirement of senior services personnel, she
believed a retooling of the program was in order. She would like to see a larger emphasis placed on
seniors who have lived here so long.
Councilman Addiego commented on the need for a more vibrant Magnolia Center that could serve as a
place for seniors to hang out.
Councilman Gupta opined that the senior population was growing while it was simultaneously more
difficult for seniors to maintain their lifestyle in the Bay area. He commented on a lunch meeting he had
with the Japanese Consulate. They had discussed a conference on cultural solutions as part of the
thinking process for serving the ageing population.
Director of Parks and Recreation Ranals discussed recent changes including expanded programming at
Magnolia Center. Staff welcomed Council direction on additional services and options for seniors.
Mayor Pro Tempore Matsumoto requested that staff work on a proposal for new senior programming and
services.
Recess: 11:50 p.m.
Meeting resumed: 12:20 p.m.
i) Plan for a new General Plan
Mayor Pro Tempore Matsumoto expressed the pressing need for a General Plan update.
Director of Economic and Community Development Greenwood advised the General Plan zoning
policies and updates were being reviewed. Staff was proposing a 24 month schedule beginning in the
first quarter of this year and ending in the final quarter of 2020, including technical studies and an
Environmental Impact Report (EIR). Staff recommended hiring a community engagement consultant
and engaging every department in the City on this issue. The process would require Council
oversight and guidance, but the time had come.
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 7
Mayor Pro Tempore Matsumoto encouraged staff to stick with this timeline and begin the proposal.
She noted the City's award winning and conscientious General Plan was responsible for where the
City is today.
j) City upkeep, including street light painting or wrapping, crosswalks and curbs,
street signs, garbage receptacles and cleanliness of sidewalks
Councilman Garbarino queried whether public works staff still performs upkeep and cleaning work in the
alleys.
Director Kim advised there is a clean team, but the work in the alleys being done under former
management was no longer maintained. The issues at hand were primarily the responsibility of the
property owners and handled through code enforcement.
Mayor Pro Tempore Matsumoto advocated for the City's neighborhoods and requested that issues of
health and safety be prioritized. Code enforcement should be strengthened and street striping and
pavement should be improved. She believed these small things could mitigate traffic dangers related to
confusion.
Councilman Gupta noted the need to take things street- by - street given the rapid growth and development
in the City. He noted some lag was to be expected, but neighborhood safety should be a priority.
City Manager Futrell advised that executive staff was planning a neighborhood drive - through to log
issues to be addressed.
Mayor Normandy commented that the City's cleanliness should not be subject to a complaint driven
process. While she appreciated Engage S SF, she believed required maintenance should be handled on the
front -end before complaints are necessary.
Councilmembers discussed the need for safety measures along Westborough Boulevard.
k) Review of City Council Reorganization Ceremony
Mayor Normandy noted the current budget for the City's Reorganization was out of date against current
pricing. She suggested that Council establish a standard ceremony and reception budget of $5000
inclusive. Anything extra could be funded by the campaign committees of the elected officials at their
discretion.
Councilmembers concurred with this suggestion.
m) Council Goals /Objectives, and discussion of draft 2018 -2019 work plan
City Manager Futrell directed Council to the handout regarding the proposed 2018 -2019 work plan.
(Attachment 1) He discussed highlights starting with the General Plan. He stated the General Plan
update would be an ECD Department priority. As City Manager, he was continually focused on
attracting the team and maintaining the culture of innovation and continuous improvement. He next
advised Council of upcoming work on the Information Technology Department's Strategic Plan. The
SPECIAL CITY COUNCIL MEETING JANUARY 11, 2018
MINUTES PAGE 8
Plan would focus and inform the City's technology needs moving forward. The City Manager next
advised Council of a proposal regarding the purchase or lease of property to expand Orange Memorial
Park. Council direction on this subject would inform negotiations. City Manager Futrell next advised
Council that staff was considering a 110th Birthday Celebration/Day in the Park type event in place of
the Concert in the Park. The proposed event would take place on Saturday, September 22, 2018 and
staff would be looking to Council for direction and ideas.
Councilmembers discouraged a City birthday celebration, but agreed a retooled and toned down Day in
the Park might be welcomed by the community.
The City Manager next advised Council that staff was proposing six (6) newsletters a year on a two (2)
month circulation to keep up with the pace of change in the City and keep residents advised.
Mayor Pro Tempore Matsumoto queried the possibility of providing the newsletter in alternative
languages.
City Manager Futrell advised posting the newsletters on the website in alternative languages was the most
cost effective option.
City Manager Futrell noted that construction in the Downtown necessitated extra TLC for the area as the
inconveniences and demands were great.
Councilman Gupta thanked City Manager Futrell for the work plan's level of detail. He fully supported
the goals and objectives outlined. He reminded staff of clean energy opportunities and partnership
funding through Peninsula Clean Energy.
Mayor Pro Tempore Matsumoto advised of her focus on neighborhoods, diversity and the Year of the
Woman. In the City personnel arena, she would like to see pathways for training and advancement.
Councilman Addiego thanked staff for the comprehensive document and felt it was broad enough to
assume his goals and objectives.
Mayor Normandy advocated for addition of employee recognition. She suggested the concept of
employee of the month or an employee of the month parking space. She hoped for more opportunities to
sit down with employees and discuss their work, goals and objectives.
n) 2017 Calendar of Events review
Council reviewed the attached Calendar of events. (Attachment 2)
ADJOURNMENT
Being no further business, Mayor Normandy adjourned the meeting at 1:48 p.m.
(:a ri e i , Ci Clerk
City of South San Francisco
SPECIAL CITY COUNCIL MEETING
MINUTES
D� .
Liza . orrnan y, ay
City of South San Francisco
JANUARY 11, 2018
PAGE 9
Q.-
City of South San Francisco
City Manager's Office
1. Purpose
-�
January 11, 2018
The purpose of this paper is to present an overview of proposed direction for 2018 -2019.
2. Executive Summary
Looking forward, the following are recommended strategic goals:
I. Attract, Train, Support and Retain a High Performance Team;
2. Build and Maintain a Sustainable City:
a. Robust recreation & learning programs, with top tier public parks, art and green spaces;
b. Excellent bike paths, pedestrian ways, and multi -modal transportation options;
c. Greenhouse gas, water and energy reductions, implementing the Climate Action Plan;
d. Full range of employment and housing options.
3. Highly skilled Police, Fire, Emergency Medical Service and Emergency Management Program
4. Robust internal and external communications strategy;
5. Vibrant and healthy Downtown; and
6. Foster and engender strong, active neighborhoods, non - profits, service clubs and volunteer
opportunities.
3. Management Responsibility
Responsibility for implementation of these strategic initiatives rests with the City Manager and the
Executive Team, while championed by every employee of the City.
4. Mission Statement and Core Values
South San Francisco Mission Statement: The mission of the government of the City of South San
Francisco is to provide a safe, attractive, and well- maintained community through superior customer
service and programs, and a work ethic that will enhance the quality of life in our neighborhoods. To that
end, we will strive to nurture a partnership with the community by recruiting a diverse and highly skilled
work force, be an active partner in quality education, and attract and retain a prosperous business
community, all of which will foster community pride and understanding.
Our Core Values: We are committed to:
• Strengthening each other and the organization through dedication and teamwork
• Recognizing and Respecting diversity and encouraging opinions of the community and workforce
• Excellence and Service in everything we do
• Encouraging creativity and supporting problem solving
• Accepting responsibility and accountability
• Demonstrating integrity and transparency in all aspects of service
• Promoting and maintaining open and constructive communication
• Encouraging skill development and professional growth
The Industrial City: Industrious, entrepreneurial, innovative... home to big thinkers changing the world.
1
City of South San Francisco
City Manager's Office
5. City Priorities
January 11, 2018
The following six priorities and associated action items are consistent with our mission and core values:
Priority #1: Attract, Train, Support and Retain a High Performance Team: Employee development and
retention is a high priority for city government in South San Francisco. This includes nurturing a culture
of safety, open collaboration, innovation, respect and continuous improvement. Specific initiatives
include:
• Robust Employee Training and Recognition Program
• Further define and implement a more thorough On- Boarding Program
• Plan and start a more robust employee Recognition Program
• Explore use of 360 degree evaluation program for managers
• Create and publish a City recruitment video
• Succession Planning
o Support robust LEAP succession development program in all City departments
• Robust Safety Program
• Culture of safety throughout the organization
• Safety metrics objectively showing status of safety program
• Maintain a Culture of Innovation and Continuous Improvement
• Activate internal Innovation Committee fostering continuous improvement
• Employee engagement through intranet, town halls, suggestion boxes, etc.
• Prepare IT Strategic Plan to provide future focus, and in 2018:
■ Expand cloud technology for disaster recovery and business continuity
■ Expand Geographic Information System (GIS) functionality
Upgrade Council Chamber equipment
■ Digitize online forms and departmental files
• Initiate phone system upgrade
■ Upgrade Permitting and Business License application
■ Install surveillance cameras at City Hall
• Expand ultra -high speed network
■ Pursue Public /Private partnerships for free services and equipment
■ Process small cell applications based on approved small cell ordinance and
master license agreement.
■ Expand City conduit by creating a dig -once ordinance requiring contractors to
place underground conduit when excavating city streets
■ Digitize online forms and departmental files
• Implementation of new Recreation Management System
• Upgrade Library wireless networks speeds
• Sustain great labor- management relations
• Roll out of an employee down - payment assistance program for home buyers
2
City of South San Francisco
City Manager's Office
January 11, 2018
Priority #2: Build and Maintain a Sustainable City: A sustainable city is one that is economically,
environmentally, and socially healthy and resilient, meeting challenges through integrated solutions.
This requires a long term perspective focused on both the present and future to improve quality of life,
protect the environment, maintain good stewardship of city finances and encourage citizen participation
in governance. Specific areas include:
Robust recreation programs, with top tier public parks, art and green spaces;
o Progress on the Parks and Orange Park Master Plans, including in 2018:
Purchase or lease of the Cal Water property
• Design for renovation of existing Orange Park ballfields
• Design of new fields and facilities on purchased property
■ Continue planning and funding efforts to replace Orange Pool
• Continued expansion of public art offerings throughout the city
• Progress on Parks 11 program of park and ballfield renovation
• Citywide reforesting measures and creation of an Urban Forest Master Plan
• Restoring Day in the Park, and merging with the existing Concert in the Park event
Excellent bike paths, pedestrian ways, and multi -modal transportation options;
• Complete a master Transportation Plan for South San Francisco
• Update the Bicycle and Pedestrian Master Plans
• Continued implementation of the current Pedestrian and Bicycle Master Plans by
aggressively seeking grant funds and new public - private partnerships
• Implement traffic /parking improvements downtown, including
Planning for new parking garage
Expanding the Parking District citywide
Installing better wayfinding for current parking garage
• Pursue new shuttle routes and "last mile" solutions
• Work with WETA to increase and improve Ferry service, including assignment of an
additional ferry to SSF and use of existing TA funding
• Construct new Caltrain station
• Fund and start new projects under the ADA Transition Plan
• Complete initial design of SSF at -grade crossing improvement and gain funding for
environmental phase of the project
Move Forward New Plan for Oyster Point Marina and Park
• Construct Oyster Point Development Phase I
• Design hotel
• Develop a vision for Phase IIC of the Oyster Point project
• Develop a new operating model with the San Mateo County Harbor District
Robust Environmental Sustainability program
• City -wide anti - litter /healthy living campaign
• Provide effective Code Enforcement services to support clean neighborhoods
• Move Code Enforcement operations from the Fire Department to ECD
• Neighborhood Clean -up and E -waste events to divert trash from illegal disposal
3
City of South San Francisco January 11, 2018
City Manager's Office
o Support the Adopt a Storm Drain program
o Benchmark and monitor City's current energy and water use
o Pursue internal energy and water savings programs
o Complete Storm Water Master Plan
o Move forward with regional stormwater capture project at Orange Park
o Engage the USACE to address sea level rise
o Develop and pursue alternative fuel vehicle strategy for city vehicles, including
installation of EV charging stations
o Develop electric vehicle master plan
o Develop and present to Council a Homeowner Sidewalk Repair program
o Renewed efforts under the Airport Noise Improvement Program, revalidating
eligibility and providing funding for qualifying homes
o In partnership with the City of San Bruno and San Mateo County
Continue appeal of FEMA flood maps, and
■ Construction of a tide gate at the navigable slough
o Increase Resilience: Develop plan for infrastructure improvements for disaster
resilience (i.e. sewer system pump redundancy, WQCP capacity and seismic safety,
flood improvements, etc.)
o Develop Building Inspection and Occupancy Resumption Program for use after a
major seismic events
Full range of employment options.
o Continued focus on biotechnology retention, recruitment and industry support
through proactive actions that include:
A strong focused presence at BIO 2018
Business visitations to strengthen relationships with biotech leaders
Three Biotech Newsletters
Biotech Town Hall Meeting
o Develop plan to attract mid -level industries such as film, food or tech manufacturing
o Roll out new cannabis regulations
o Expand the retail base within the community and improve the retail /restaurant mix
within the downtown shopping area, including:
Attend International Council of Shopping Centers retail deal making session
to attract quality retailers
Collaborate closely with 200 Linden developer and developer's retail leasing
team to attract desirable ground floor retail
Regular meetings with key retail brokers to attract new retailers to
downtown storefronts, existing shopping centers and to new spaces created
in mixed use developments
• Provide a summer jobs program for youth
• Hold a job fair, and
• Roll out On -Line plan submittal in the Building Department
• Full range of housing options.
o Move forward with development of the PUC properties
o Explore affordability requirements for rental units
City of South San Francisco
City Manager's Office
January 11, 2018
• Strive to attract grants and other funding for affordable housing units
• Manage city -wide construction, including:
Continue internal cross departmental coordination
p Maintain GIS -based information on website
Continue Construction Connection, email blasts and hot -line to manage
public information
Strengthen Learning Programs
• Prepare a strategic plan for pre -k and after school programs operated by the city
• Expand STEAM class offerings, including coding, math, science, music and
technology classes
• Enhance and promote the Library's Technology Learning and MakerSpace Programs
as key components of library lifelong learning services and collections.
Celebrate Diversity and Inclusiveness
o Support cultural events highlighting our diverse community
o Develop and provide information on resources to express support for diversity and
inclusiveness, including, but not limited to, issues concerning race, gender, sexual
orientation, ethnicity or religion, connecting residents and others with County and
regional programs and services
o Robust City History Initiative, including
New history brochure
Celebration of city's 110th Birthday in September
Celebrate Historic Preservation Month in May, with
• "History" newsletter mailed to residents
• Display at the MSB
• Social media and web promotion (year round)
Build a New Joint Library -Parks and Recreation Facility as part of the Civic Campus Project,
and specifically in 2018:
• Finalize the funding plan, including a bond rating plan and bond schedule
• Conduct public outreach
• Finalize site plan and schematic design, and
• Complete staffing study and O &M plan for new facility
Pursue financial stability to support City operations:
o Establish a CFD covering the Chestnut/El Camino Real area
o Prepare to establish a CFD E -101
o Implement new HR /Finance computer system
o Continue to improve ambulance billing efficiency and revenues
o Explore increased TOT or a new cannabis tax for 2018 election cycle
• Engage in the Smart Cities initiative, utilizing electronic data collection to supply
information which is used to manage assets and resources efficiently, including data
collected from citizens, devices, and assets that is processed and analyzed to monitor and
manage traffic and transportation systems, utility systems, water use and supply, waste
City of South San Francisco
City Manager's Office
January 11, 2018
management, law enforcement, fire prevention and response, emergency services,
information systems and other community services.
Priority #3: Highly Skilled police, fire, emergency medical & disaster management programs: Full
service police, fire, emergency medical services and emergency preparedness are essential for the
protection of the residents, merchants and visitors in South San Francisco.
• Police
• Fire
• Design a new police operation center as part of the Civic Campus Project
• Continued robust community engagement
• Design a new Fire Station as part of the Civic Campus Project
• Start planning for replacement of Fire Station 62
• Modernize Fire Inspection processes, including metrics and new database
• Stronger Urban Search and Rescue (USAR) Certification program
• Conduct third -party fire operational and financial study
• Revise Emergency Operations Plan to align with new FEMA incident management
system structures and terminology
• Validate a database of all commercial occupancies, detailing earthquake
sustainability of at -risk buildings
• Regular earthquake and other disaster response training exercises
• Continued recruitment and development of CERT members
• Emergency response training and exercises focused on high -rise, hazardous
materials and "L" (laboratory) occupancies
• Support reliability of fire fleet through scheduled apparatus replacement
• Work towards certification of the Emergency Medical Services
• Well supported and financially successful ALS and BLS operation
Priority #4: Robust internal and external communications strategy: Effective external communication
strategy supporting the creative collaboration needed to engage and inform residents and businesses in
South San Francisco; and internal communication to improve employee morale, engage employees in
creative decision making and process improvement, and help train /inform employees in order to more
safely and effectively perform.
11
City of South San Francisco January 11, 2018
City Manager's Office
• Internal Communications
o Robust use of the intranet
o Regular employee communications, including two rounds of employee town halls
and expansion of existing employee newsletters
• External Communications
• Marketing and media branding
• Robust use of PEG and PenTV channels, social media and web, digital billboard
• Six city Newsletters
• Three "Coffee with the City Manager" and department heads events
• Mayor's Annual Town Hall event
• Host tours of the Water Quality Plant
• 2018 Citizens' Academy
• Crisis Communications
• Maintain and train on the crisis communications plan
• Regular media training for employees, Council, etc.
• SMC Alert user expansion and training
Priority #5: Vibrant and Healthy Downtown: Transform our downtown into a thriving destination that
will enhance our businesses, support a growing downtown residential community and serve as a
gathering place for the entire city.
• Further progress on action items from the Downtown Station Area Plan, including
o Grand Avenue sidewalks and plazas design from Airport Blvd to Linden Avenue
o Facilitate /coordinate housing construction downtown
o Improvement to the Linden Avenue commercial corridor, including in 2018:
■ Expand business and property owner outreach efforts to include fa4ade
improvements to key Linden Avenue properties.
• Work with County to plan a new County Health Clinic
• Expanded holiday decorations and events downtown in 2018
• Fund and start a collaborative process developing a master plan for the City Hall block
• Start a Downtown Business newsletter
• Collaborate with stakeholders, laying the groundwork for a Business Improvement District
to move forward in 2019
• Develop and present to Council a plan for the Breezeway
Priority #6: Strong, Active Neighborhoods, Non - profits, Service Clubs and Volunteers: Strong cities are
anchored by strong neighborhoods; and strong neighborhoods are built on strong neighborhood
associations which, through their members, take ownership for maintaining and improving
neighborhoods throughout the City.
7
City of South San Francisco
City Manager's Office
January 11, 2018
• Support active neighborhood associations
• Support non - profits and service clubs providing good work in SSF
• Lay the groundwork for the next City Citizens' Academy in 2018
• Encourage and support citizen engagement through service on Boards or Commissions, or
volunteer opportunities with CERT, IPP or other similar civic groups
• Fire Safety, CPR and First -aid training to public and SSFUSD students
• Be present in the community through continued engagement by all departments
6. Conclusion
South San Francisco's mission and core values remain constant, providing a vision for the City's future.
The above medium range goals provide direction for 2018 -2019. This is not an exclusive list of the tasks
which staff will perform in the future. Much time will be necessarily devoted to day -to -day activities
serving the residents and businesses. These specific goals will evolve often in response to new
opportunities and changing circumstances, and as activities are completed.
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