HomeMy WebLinkAbout2012-01-28 e-packet REVISED
yo „ -a S SPECIAL MEETING
CITY COUNCIL
o OF THE
c ot p_p CITY OF SOUTH SAN FRANCISCO
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, California 94083
CITY HALL CONFERENCE ROOM
400 GRAND AVENUE
SATURDAY, JANUARY 28, 2012
8:00 A.M.
NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the
State of California, the City Council of the City of South San Francisco will hold a Special Meeting on
Saturday, the 28' day of January, 2012, at 8:00a.m., in the City Hall Conference Room, 400 Grand
Avenue, South San Francisco, California.
Purpose of the meeting:
1. Call to Order.
2. Roll Call.
3. Agenda Review.
4. Public Comments — comments are limited to items on the Special Meeting
Agenda.
5. Items for Discussion:
a. Council Goals /Objectives
b. Staffs Goals /Objectives
c. Land Use Policies
d. NRT/ Community Coalition
e. Board and Commissions Members Status
f. City Council AD Hoc Committees vs. Standing Committees
g. BIO 2012 Conference
h. Progress Seminar 2012
i. Tuesday Study Sessions
J. Sister Cities
k. Status of Skate Park
1. Status of Cypress and Pine Park
m. Santa Comes to Town Parade
n. Street Closures on Grand Avenue
o. Recreation Class Opportunities for City Council
p. Appointments to Oversight Board
6. Closed Session — Annual Performance Review
(Pursuant to Government Code Section 54957)
Title: City Manager and City Attorney.
7. Adjournment.
. c mil,_
For Krista Joy Martinelli, City Clerk
SPECIAL CITY COUNCIL MEETING JANUARY 28, 2012
AGENDA PAGE 2
CITY OF SOUTH SAN FRANCISCO
INTER - OFFICE MEMORANDUM
DATE: January 20, 2012
TO: Honorable Mayor and City Council
FROM: Barry M. Nagel, City Manager `` .
c_� v
SUBJECT: Vision for 2012 Goals
An overview of goals for 2012 is listed below and detailed information for each goal is attached.
• Management of the Capital Improvement Plan (Attachment A)
• Implement a Video Inspection Program for sewer lines
• Propose to Council a Shopping Cart Retrieval Ordinance for approval
• Reorganize the Public Works Department to save costs
• Revamp the current CIP document and process for inclusion
• Complete several large CIP projects within approved budgets and schedule
• Economic Stability fAttact me
• Fiscal Sustainability
• Provide financial and administrative support to other departments in their mission
critical efforts
• Utilize technology for efficiency and customer service purposes
• Banking /purchasing/internal controls
• Succession Planning
• Quality of Life Improvement in the Community (Attachment C & C.1)
• Complete the Westborough Park Improvement Capital Improvement Project —
continued from 2012 — and oversee completion of approved CIP projects
• Submit a plan for reorganizing staffing within the Parks, Recreation, and
Facilities divisions
• Pursue grants and other alternative funding sources —
As grant cycles end, develop new funding partnerships and strategies to sustain
current programs and expand into new directions tied to local needs
• Continue to implement a long range staffing plan tied into Library Core Services
• Begin planning for the next phase of the RFID upgrade: Automated Returns System
• Maximize e- services through expansion and promotion of Library E -book and digital
collections, as well as upgrading our online circulation system and public catalog
•S Enhancement of Public Safety Operations (Attachment D &
• Minimize operating costs where feasible; develop better costs recovery for services the
Fire Department provides to the community and businesses and /or to increase revenues
such as ALS andBLS ambulance programs, fire prevention plan check fees, renewable
permits, special activity permits and the offering of specialized training.
• Implementation of new technologies to maximize efficiencies
• Improve interdepartmental coordination between the Fire, Building and Planning
departments
• Continue efforts to improve the City's ability to prepare for, respond to, mitigate and
recover from technological incidents, natural disasters and /or national defense
emergencies
• Institute programs funded by grant funds
• Building improvements
• Department wide training
• New protocol /procedure implementation
❖ Expanded Use of Technology (Attachment E)
• Disaster recovery — replicate data at a secondary site
• Virtualization of desktops: reduce PC replacement costs and improve operations
• New city server room
• Network security
• Network core switch — replace core switch and sites to 10g
•• Redevelopment and Planning Activities (Attachment F
• Develop and coordinate a general plan update, revise zoning standards, design guidelines
for the public and private realm, and a program -level EIR for the downtown area
• Interdepartmental coordination between the Fire Department and ECD (Building and
Planning Divisions)
• Develop a community wide climate action plan in accordance with AB 32 and SB 375.
Partners to include City Manager's office, ECD and Public Works Departments
• Coordinate the construction and leasing phases for the mix -use, affordable house project
at 636 El Camino Real
• AB x 126 Timeline as modified by California Redevelopment Association v. Matosantos
❖ Maintaining an Efficient and Effective Workforce (Attachment G)
• Risk Management
• Provide structural tools for contemporary Human Resources function
• Create and promote a positive environment for employees to excel
• Strategic Planning
1 will be prepared to discuss the 2012 goals at Council's Retreat on January 28.
Attachments: 2012 Year -End Vision Goals
2012 GOALS FOR MANAGEMENT OF THE CAPITAL IMPROVEMENT PROGRAM
1
Implement a Video Propose to Council a Reorganize the Public Revamp the Current CIP Document Complete Several Large CIP Project-
Inspection Progra ' Shopping Cart Retrieval Works Department to Save and Process for Inclusion withNn Approved Budgets and
Sewer It.,,..' .;,,;..; Ordinance for Approval • t : .: -_ - n Schedules
w ,,
Staff has specified and ordered Staff currently spends over The Public Works Department has For many years the CIP book has contained The current version of the CIP is valued at
a truck with TV cameras on $12,000 each year to collect, seen and will continue to see within it as many as 150 projects and $99,318,733. Many projects are underway and
board that will be used to return, or process abandoned important changes in its staffing represented over $100 million in value. some are just beginning. We will also be
perform video inspections of shopping carts from around the primarily due to retirements. We Roughly two thirds of those projects are not developing the next version of the CIP which we
sewer lines of the SSF city as moved by intend to take advantage of this what Public Works considers to be actual anticipate will contain no or very minimal general
collection system. A consent residents /customers from local situation and implement the Capital Improvements. This document has fund contributions. Our goal is to complete many
decree was entered into last stores. Pleas for assistance from changes that were outlined for morphed into something other than a Capital of the largest projects on the list in the calendar
year with the Baykeeper in stores have gone without heed to Council at its September 28, 2011 Improvement plan and more into a "Serious year and do so in an efficient manner. We intend
which we agreed to do this help correct this. Staff has meeting which flattens the Expenditures Plan" Public Works staff is in the to complete the following large annex +) projects
work. We expect to receive the created an ordinance and shared organization primarily at the process of examining this document and in 2012.
equipment by February 1st and the basics of this concept last year supervision or management level. placing what is essentially RDA purchases and
begin the process immediately. with Council members who The entire plan will take about 18 studies into another document for the Economic • Fire Station 63 Remodel — April 2012
Our goal is to completely accepted the premise. Many cities months to be complete and the and Community Development Department and
catalog the entire collection have completed these with good goal is to be fully implemented by we intend to remove maintenance projects that Westborough Park Renovations —June 2012
system within five years. As results. We intend to bring to the beginning of 2014. are controlled by various departments into their • So. Airport and Utah Traffic Signal — Aug. 2012
part of our learning curve in Council such a draft ordinance for operating budgets. We also propose to remove
operating this equipment we introduction, discussion and Several new hires will take place Information Technology items from this plan • Street Resurfacing Projects — Sept. 2012
expect to perform roughly 15% potential approval. in 2012 and retirements in 2011 and fully concentrate on a true Capital • East of 101 Traffic Plans - Sept. 2012
in the first year. will not be backfilled. Improvement Plan which will be fully controlled
March 2012 by the Public Works Departments and • Reconstruction of Paradise Valley Pocket Park
December 2012 represents construction projects of serious Sept. 2012
nature and of substantial cost. We also plan on
• Littlefield Sewer Line replacement — Sept. 2012
reconfiguring the submittal forms that request
these projects to assist departments in knowing • Miller Parking Structure Tenant Improvements
whether or not these are true capital projects October 2012
and also creating a cash flow component to go
with it to assist finance in its cash flow analysis • WQCP Solar Panel Installation — Dec. 2012
requirements. • Emergency Generator Construction (WQCP)
June 2012 April 2013
Attachment A
2012 GOALS FOR ECONOMIC STABILITY
Provide Financial and Utilize Technology
Fiscal Sustainability Administrative Support for Efficiency and Banking /Purchasing /Internal Succession
to other Departments in Customer Service Controls Planning
di mm il ilimmiseiiiimilmniL
their Mission Critical Purposes
• Continue to update 5 year plan • Explore with Public Works the • Lead effort with Public • In Tight of recent news about the • Continue to involve Finance staff in more
model, incorporate OPEB funding possibilities of providing them Works, Planning, Mosquito District Abatement District's strategic discussions and provide them with
options and continue to work w/ the additional support in: Building, Fire and Police embezzlement by a former employee, more opportunities for expanding their
Budget Subcommittee on exploring - Coordinating the sewer to automate the review critical payment safeguards in responsibilities. Efforts for 2012 will include:
medium and longer term budget rate and capital planning business review system. - Continue to include Budget Manager in
solutions. Have OPEB update ready and financing functions process done by those February 15, 2012 OPEB and labor negotiation work, and
for a study session. with San Bruno to ensure departments prior to in efforts to streamline business
April 30, 2012 mutual success. Sewer Finance issuing a license process across departments.
• Work w/ ECD and City Attorney staff rates and capital plan business license. As Needed
to continue to monitor the implications would need to be Process is currently - Continue to facilitate payroll cross
for RDA Dissolution and alternative completed. paper driven. training, and develop key Accounting
impacts on the General Fund. Ensure May 31, 2012 February 28, 2012 Assistant Leadership capabilities.
that decision makers know the December 31, 2012
ramifications of different policy • Explore options for - Work with HR Department to
choices. Have staff reports ready for putting more business implement a more comprehensive
Council consideration for license application payroll procedures manual to ensure
January 25, 2012 Council meeting information on the consistent departmental practices and
• Continue to support studies and internet. more smooth transition when current
discussions w/ other cities on service June 30, 2012 payroll supervisor retires.
consolidation. December 31, 2012
As Needed - Work w/ Sr. Accountant to increase his
• Work w/ HR Director and Budget skills in managing the General Ledger,
Manager to keep employees informed including the General Ledger Review
about the budget situation and how process.
labor negotiations fit into that equation. Ongoing
As Needed
Attachment B
2012 LIFE IMPROVEMENT GOALS
1
Complete the Westborough Park Improvement
C apital Improvement Project - Continued from 2012 Submit a Plan for Reorganizing Staffing Pursue Grants and Other Alternative Funding Sources
and Oversee Completion of Approved CIP Projects Within the Parks, Recreation, and Facilities As grant cycles end. develop new funding partnerships and strategies to
- Divisions sustain current programs and expand into new directions tied to local needs
•
• Work with the Engineering Division to ensure • Analyze staffing structure for Recreation, • Research and apply for grants for programs and capital
completion of the Westborough Park Renovation Parks, and Facilities, and Common improvements; direct staff to review professional
Project, including identification and resolution of Greens, and propose modified structure associations and network with colleagues about
punch list items. within budget allocation. opportunities.
June 2012 March 2012 Ongoing
• Plan and execute dedication of the renovated park. • Track vacancies and upcoming • Recruit volunteers and support Improving Public Places
June 2012 retirements to utilize budgeted salary to Committee to improve maintenance of parks and public
request filling of critical frozen full time spaces, as well as to support Recreation program offerings.
• Revitalize programming at the park to serve the positions, as well as contracting out Ongoing
neighborhood and area residents and bring selected functions. February 2012
wholesome activity to the park. • Utilize interns to market programs to increase revenue,
June — December 2012 • Work with Human Resources to fill at research and apply for grants, and increase participation in
least one Park Maintenance vacancy, programs, events, and activities.
• Develop fees for the group picnic structure and and one Facility Maintenance vacancy. June — September 2012
incorporate management of the amenity into the July 2012
department's picnic reservation system. March 2012 • Continue to develop public outreach, including monthly e-
• Develop a maintenance program that mail newsletter blast, to increase visibility, market programs
• Develop an ongoing maintenance plan for upkeep of identifies a systematic and efficient and increase revenue, acknowledge excellent employees,
the newly renovated park and assign and train park approach to functions such as tree increase participation, encourage healthy activity, and
maintenance staff. trimming by zones, and defines communicate the value of services offered.
Ongoing maintenance standards by location by Ongoing
grades (A, B, C) to allocate available
• Work with Engineering to complete additional staffing, rather than "putting out fires" on
approved CIP projects, including the Paradise Valley the basis of complaints received.
Pocket Park and Orange Memorial Park Playground. July 2012
Ongoing
Attachment C
2012 LIFE IMPROVEMENT GOALS
Continue to implement a long range staffing plan Begin Planning for the next phase of the Maximize e- services through expansion and
tied into Library core services RFID upgrade: Automated returns promotion of library e-Book and digital
system collections, as well as upgrading our online
circulation system and public catalog
• Review and reorganize staffing levels and • Evaluate library facilities as regards to
assignments through the review of current tasks placement, construction and wiring • Train staff on the different e -book platforms,
and classifications by utilizing staff vacancies and requirements for installation of an automated and develop easy handouts and one -on -one
pending retirements as a catalyst to reorganize returns system. sessions to introduce patrons to these devices.
program areas and adjust staffing levels. September 2012 April 2012
June 2012
• Work with Peninsula Library Automated • In coordination with PLS libraries, develop the
• Continue to plan for and utilize technological Network (PLAN) staff to select a vendor for shared collection of downloadable print and
upgrades to schedule and deploy staff to better an automated returns system. audio e- books.
meet community needs and fiscal demands. December 2012 July 2012
June 2012
• Collaborate with PLS libraries in the evaluation
• Reorganize Project Read and the Community and planning stage of system migration to an
Learning Center, combining services under one "open source" platform.
"community outreach and literacy" program, and September 2012
realign staffing levels to continue to provide core
services efficiently and effectively. • Expand digital historic photographic collections,
July 2012 promoting these collections through programs
and displays.
December 2012
Attachment C.1
2012 GOALS FOR ENCHANCING PUBLIC SAFETY OPERATION
FIRE
Minimize Operating Costs where
Feasible; Develop Better Cost Recovery
for services the Fire Department
provides to the Community and Implementation of New Technologies to Maximize Continue Efforts to Improve the City's Ability to
Businesses and /or to Increase Revenues Efficiencies Improve Interdepartmental Prepare for, Respond to, Mitigate and Recover from
such as ALS and BLS ambulance Coordination Between the Fire, Technological Incidents, Natural Disasters and /or
programs, fire prevention plan check Building and Planning Departments National Defense Emergencies
fees, renewable permits, special activity
permits and the offering of specialized
training
• Solicit other EMS providers to • Install computer -aided training software that will • Create an Interdepartmental • Complete primary training for 25 Teen CERT
participate in a joint purchasing program deliver training content in the fire stations, record Coordinating committee volunteers.
established by the Fire Department in scores from tests taken and alarm when including the City Manager's December 31,2012 anticipated date of completion
2010 to reduce the cost of expendable required licenses and /or certifications are near Office, department heads, and • Participate in annual CERT Silver Dragon Exercise.
medical supplies used to treat the sick expiration. selected department managers. July 1, 2012 anticipated date of completion
and injured. April 1, 2012 anticipated date of completion The Committee will meet • Present position specific training for CERT Team
July 1, 2012 anticipated date of monthly and provide policy members.
• Replace Fire Prevention, EMS and Fire laptop December 31, 2012 anticipated date of completion
completion
computers with full size key used in the direction to staff. •
p y February 1, 2012 anticipated Present Emergency Response Team training to
field for gathering information from inspections, 100 city employees.
• Increase ambulance transport date of completion
reimbursements from Medicare by treatment of the sick and injured and /or manage Create a staff group that will December 31, 2012 anticipated date of
• incidents to less expensive tablet computers. completion
$200,000. April 1, 2012 anticipated date of completion include key technical staff from • Develop Emergency Operations Center Capabilities
July 1, 2012 anticipated date of the Fire Prevention, Building 1. Create "Red ", "White" and "Blue" EOC incident
completion • Install SunPro /Zoll fire, EMS, ambulance and fire and Planning Divisions that management teams.
prevention software updates to comply with new meet monthly to discuss a wide December 31, 2012 anticipated date of
• Increase Fire Prevention cost recovery National Fire, Emergency Medical and Insurance range of technical topics and completion
for renewable permits, inspections and Services Organization reporting requirements implement the Interdepartmental 2. Present position specific training for EOC incident
code enforcement by 5 %. April 1, 2012 anticipated date of completion Coordinating Committee's goals team members.
July 1, 2012 anticipated date of and policies. September 1, 2012 anticipated date of
Build personnel training database.
completion April 1, 2012 anticipated date of completion February 1, 2012 anticipated completion
date of completion 3. Orient City Council and staff to EOC operations.
• • Increase Health and Safety training Participate in the development of a countywide • The Assistant City Manger and 4. Install satellite antennae.
training database content.
revenue by 5 %. the Fire Chief will brief the City April 1, 2012 anticipated date of completion
July 1, 2012 anticipated date of December 31, 2012 anticipated date of Manager on a bi- annual basis 5. Conduct quarterly EOC training drills.
completion completion No later that July 16, December 31, 2012 anticipated date of
December 17, 2012 completion
Attachment D
2012 GOALS FOR ENHANCING PUBLIC SAFETY OPERATIONS
POLICE
Institute Programs funded Building Improvements Department Wide Training New Protocol/ Procedure
by Grant Funds Implementation
• Continue DUI check • Upgrade of the Locker • Training for all sworn officers on the use of • Complete and implement a
points throughout the Room and Rest Room RADAR and LIDAR speed enforcement County Wide Protocol on
City of South San facilities for both male tools to be in compliance with the dealing with Human
Francisco. and female employees California Vehicle Code. Trafficking. Chief Massoni is
of the Police Completed by March 2012 chair of this task force as
Ongoing during the year Department. appointed by
• Apply for a grant from Planning completed by
•
Training for all Management and Congresswoman Speier.
ABC to enforce sales of September 2012 Supervisor Personnel on: "The Leadership Protocol Implemented by
alcohol to underage & Diversity Challenge in Policing — Building June 2012
persons. Upgrade of evidence Inclusive and Sustainable Teams"
storage area to state Scheduled for February 2012 • Develop and implement new
Ongoing during the year standards. Promotional process within
the Department.
Planning completed by • Training for all Corporals in the "Diversity
August 2012 Challenge in Policing" In place by June 2012
Scheduled for February 2012
Attachment D.1
2012 GOALS FOR EXPANDED USE OF TECHNOLOGY
Disaster Recovery — Virtualization of Desktops: New City Server Room Network Security Network Core Switch —
Replicate Data at a Reduce PC Replacement Cost Replace Core Switch and
Secondary Site and Improve Operations Sites to 10g
• Purchase Site Recovery • Evaluate virtualization (VM) of • lndentify a new location • Improve network • Replace core, EOC and Fire
Manager (SRM) for desktop computers. to house city servers. security. Station 61 switches.
VMware.
• Reduce costs by moving to VM and • Investigate funding for a • Details provided upon • Upgrade for 1 gig to 10 gig
• Fall back to the MSB if reducing PC replacement. new server room. request. capacity.
the primary site goes
down. • Improve operations by using a new • Investigate funding for a Decembe 2012 June 2012
technology. new generator for room.
• Replicate data to
secondary SAN. March 2012 June 2012
December 2012
Attachment E
2012 GOALS FOR ECONOMIC DEVELOPMENT ACTIVITIES
Develop and coordinate a Develop a Community Wide
General Plan Update, Interdepartmental Coordinate the
p Climate Action Plan in
Coordination Between the Construction & Leasing
revised Zoning Standards, accordance with AB 32 and
Fire Department and ECD Phases for the Mix -Use, AB x1 26 Timeline as modified by California
Design Guidelines for the SB 375. Partners to include
public and private realm, (Building and Planning City Managers office, ECD Affordable Housing Redevelopment Association v. Matosantos
and a Program -level EIR Divisions) and Public Works Project at 6 El Camino
for the Downtown Area Departments Real
• Send out RFP to qualified One policy in the City of South San • Received a State Strategic Growth • Closing on Union Bank, MHSA • Redevelopment to prepare list of all RDA physical assets,
consultants, interview and Francisco's economic development Council $323,624 grant to prepare a HOME, HEART, CDBG -R, bond indebtedness, and cash on hand. Staff will prepare
select Consultant, and enter strategy is to use the "One Stop Climate Action Plan /Pedestrian Plan. Investor, and RDA loan funds for Enforceable Obligations Schedule (EOP) for period from
into contract. Permit Center" to attract new project. January 1, 2012 to June 30, 2012.
businesses, retain existing
businesses and give developers, • Execute grant agreement with State's • City Council will adopt Resolution approving the EOP
• Project kick -off, public outreach property owners, and businesses Strategic Growth Council. • RDA takes ownership of land and through June 30, 2012; elect to have the City of SSF
and information /background clarity about the City's processes enters into land- leases with Mid- serve as Successor Agency to the Redevelopment
gathering. and fees. This policy is needed to Peninsula Housing affiliates. Agency; and electing to retain housing assets and
retain our diverse industrial base as • Select consultant team to prepare the functions of the Agency as the Successor City Housing
California continues to lose jobs for CAP and Pedestrian Master Plan using Agency.
• Alternatives Analysis, Market the foreseeable future. The RFP process and execute contract. • RDA enters into master lease for
Demand Analysis, and following goals reinforce this policy: commercial space fronting El
Affordable Housing Strategy. Camino Real. • Redevelopment Agencies are dissolved.
• Improve interdepartmental • Climate Action Plan /Pedestrian Plan
communication regarding Preparation Process: • All assets, properties, leases, contracts, books and
• Pedestrian and Transit processes and protocol. Construction Underway. records, buildings and equipment and the housing fund
Connectivity, Pedestrian- • Ensure that staff uses the • Project Start-Up and Management. balance of the former RDA will be transferred to the
friendly Design Standards, and existing City systems, such as Successor Agency.
Parking Demand Management CRW, to create traceable
Study. protocols and documentation. • Policy Gap, Pedestrian Audits & Target • Begin residential tenant screening • City Council to determine SSF members to the County
• Agree to a set of procedures Reductions: Community Walking Audits, and selection. Oversight Board.
that will ensure that reviews and Policy Gap Analysis, & Inventory of
• Infrastructure Development inspections are consistent with Existing Pedestrian Facilities & Activity.
and Budget plan and an the current City codes. • Staff to develop a plan for management and maintenance
Implementation and Financing • Create certainty to the • Begin working on commercial of former RDA properties.
Strategy. stakeholders about the permit • Quantify Emission Reduction Measures. space design and tenant
processes, fees, and recruitment. • Successor Agency is required to dispose of former RDA
inspections. assets or properties expeditiously in a manner that
• Prepare Program EIR. • Improve communication and • Public Participation, Community maximizes value.
outreach to the stakeholders Outreach and Workshops.
• Agree to a public outreach • Anticipated completion of • Staff to develop marketing plans for disposition of
• Adoption hearings and program to eliminate conflicting construction and opening of the properties.
approvals. interpretations about City codes building.
and fees. • South San Francisco City Council Successor Agency
must create Redevel.. ment - tion Retirem nd.
Attacrilment F
2012 GOALS FOR ECONOMIC DEVELOPMENT ACTEVITIF'
Develop and Develop a Community Coordinate the
coordinate a General Wide Climate Action Construction &
Interdepartmental
Plan Update, revised Plan in accordance Leasing
Coordination Between the
Zoning Standards, with AB 32 and SB 375. Phases for the
Fire Department and ECD AB x1 26 Timeline as modified by California Redevelopment
Design Guidelines for (Building and Planning Partners to include Mix -Use, Association v. Matosantos
the public and private City Managers office, Affordable
realm, and a Program- Divisions) ECD and Public Works Housing
level EIR for the Departments Project at 636
Downtown Area El Camino Real
Implementation: • Successor agency must decide whether to retain affordable housing function of the
• Review Draft Climate Action Plan. redevelopment agency.
• Create the Interdepartmental
Coordinating Committee that • Successor agency must review the enforceable obligation payment schedule (EOPS)
will include the City Manager's adopted by the Redevelopment Agency last fall, modify it if necessary, and readopt.
Office, department heads, and • Implementation: Implementation The EOPS is subject to review and approval by the Oversight Board once that board
selected department Tools and Web -Based has been formed. The successor agency may only make payments for those
managers. The Committee will Implementation Tracker and obligations identified in the EOPS until a Recognized Obligation Payment Schedule
meet each month and provide Pedestrian Implementation Plan. (ROPS) is approved.
policy level direction to staff.
• Successor agency must adopt a ROPS. This is a permanent schedule of obligation that
replaces the interim EOPS once the ROPS has been approved. The County Auditor-
• Draft Pedestrian Master Plan Controller will allocate property tax increment to successor agencies to pay debts listed
• Create a Technical Staff Group
that will include key technical on ROPS.
staff from the Fire Department Successor agency reports to the County Auditor - Controller whether the total amount of
• and ECD. The Group will meet • Final Climate Action Plan and Final property tax available to the city will be sufficient to fund its ROPS obligation over the
weekly to cover a range of Pedestrian Master Plan. next six -month fiscal period.
technical topics and implement
the goals and policies.
• Successor agency must send the adopted ROPS to the State Controller and the State
Department of Finance for approval. The ROPS is also subject to approval by the 1
• CEQA Oversight Board.
• The Technical Staff Group will • Oversight Board begins operations, files report of membership with State Department of
create a program for outreach
to the stakeholders and • Formal Adoption of the CAP and Finance.
improve interdepartmental the PMP. • Successor Agency begins sale of former RDA properties and implement marketing plan
communication.
to maximize value
• Successor agencies may only pay those obligations listed in the approved ROPS.
• The Assistant City Manager • The County Auditor - Controller transfers property tax to the successor agency in an
and the Fire Chief will brief the amount equal to the cost of the obligations specified in the ROPS. This amount is
City Manager on the program's transferred into the successor agency's Redevelopment Obligation Retirement Fund,
progress. and payments from this fund are used to satisfy the obligations identified in the ROPS.
Attachment F.1
2012 GOALS FOR MAINTAINING AN EFFICIENT AND EFFECTIVE WORKPLACE
Provide Structural Tools for Create and Promote a
Risk Management Contemporary Positive Environment Strategic Planning
Human Resources function For Employees to Excel
• Risk Management • Personnel Rules • Internships • Assist Departments in
Meet and confer with affected labor Promote paid and unpaid internships with realignment and
Update Risk Management policies and organizations regarding proposed changes and an eye to locating talent and promoting restructuring as it
protocols, distribute and provide training as present final rules to City Council for approval. government employment. involves personnel.
needed. 3 and 4 quarter 2012 1st and second quarters 2012 Ongoing as needed
3 quarter 2012
• HR Procedures Manual • Training
Prepare Risk Management Manual. Prepare written summary of all HR processes. Oversee South City 101 training project for
3 quarter 2012 1st quarter 2012 employees to introduce them to all City
activities. Throughout 2012
Monitor and ensure that city -wide risk • Memoranda of Understanding
management goals are updated and Contracts with all bargaining units will expire on Develop internal management talent
accomplished. 1 quarter 2012 6- 30 -12. We will negotiate successor exchange program 4th quarter 2012
agreements in 2012.
Ensure that all ABAG grant monies are spent to 1 and 2 " quarters 2012 Continue to take full advantage of County
enhance risk management activities of the City. training consortium for training services.
Ongoing throughout year • Position Control Throughout 2012
Prepare summary and process for maintaining
Evaluate other alternatives for provision of third list of authorized positions in the classified Develop comprehensive training program
party risk management administration. service. 1 quarter 2012 for employees to develop skills needed for
1st quarter 2012 advancement and leadership.
• Implement changes to 457 Plan following Begin in late 2012
• Workers' Compensation completed RFP for provider.
1 and 2 " quarters 2012 • Performance Evaluations
Evaluate effectiveness of current WC Revise performance evaluation forms and
administrator and consider alternatives. • Continue efforts to centralize HR function conduct City -wide training in how to
1 quarter 2012 through creation of common policies and evaluate employees.
procedures. Begin in late 2012
Refine tracking system for employees out on Ongoing throughout 2012
leave to ensure prompt return to work or • Employee events
separation. Evaluate and recommend improvements to
1 quarter 2012 city -wide employee events.
1 and second quarters 2012
Attachment G
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: January 24, 2012
TO: Honorable Mayor and City Council members
FROM: Marty Van Duyn, Assistant City M. le
Susy Kalkin, Chief Planner
SUBJECT: Land Use/Reuse - Policies & Requirements
Recognizing the difficult economic conditions, Planning/ECD staff has been doing its best to
utilize all the new tools available under our recently updated Zoning Ordinance to facilitate the
reuse of properties throughout the City. However, at the same time, there continues to be a focus
on ensuring that long -term policy direction is not frustrated or bad precedence set. Below is a
discussion of the City's Non - conforming use regulations, including a summary of changes in the
updated code which have provided additional flexibility for this process.
Definition
Nonconforming Use. Any use, building or structure that is not consistent with a provision or
provisions of the Zoning Ordinance but was lawfully established [emphasis added] or
constructed and in compliance with all applicable ordinances and laws prior to the effective date
of the provisions which no longer complies.
Purpose of the Revised Regulations
The 2010 Zoning Ordinance Update included completely revised and more permissive and
flexible regulations for nonconforming uses and structures. The new regulations give the City
the ability to distinguish between nonconforming uses and structures that are detrimental to
public health, safety and welfare, and those that are economically productive and compatible with
surrounding development despite being inconsistent with the applicable regulations and
requirements.
Continuation
Legally established nonconforming uses can continue to operate indefinitely, and "like- for - like"
changes in nonconforming uses are permitted.
Timing
Also, with the 2010 Ordinance Update, nonconforming uses were given an additional year or
status — the time frame that a nonconforming use can remain vacant was increased to three
years, with City approval required from the Chief Planner for the second year, and the Planning
Commission for the third year. To the best of our knowledge, South San Francisco is the only
community in the Bay Area that allows up to three years of nonconforming use status; typically
communities allow between six months and two years.
IOM
RE: Land Use/Reuse Policies & Requirements
Page 2 of 3
Like - for -Like Changes
Like- for -like changes in nonconforming uses were quite difficult prior to 2010. The previous
regulations required uses to be virtually identical to establish a new nonconforming use — ex. a
warehouse use with ten trucks had to be replaced with a warehouse business with no more than
ten trucks. The 2010 Ordinance allows for much greater flexibility when substituting like -for-
like uses, provided they are within the same land use type or classification. An example would
be a nonconforming use such as a Food Preparation Use could transition to an Industrial Use,
Warehouse Use, R &D Use, Construction Use, etc. The range of uses that can be changed
without discretionary review has vastly expanded. This is the most common nonconforming use
situation presented to staff at this time. Two recent examples of Business License /Site Clearance
approvals include: 182 Beacon Street (Manufacturing to Wholesale & Distribution Use) and 184
Beacon Street (Storage and Distribution to Storage and Distribution Use). Staff sees between 2
and 4 applications for "like- for -like" changes of nonconforming uses each month.
Substitutions
New to the City is the opportunity to for property owners to "substitute" one nonconforming use
for another nonconforming use subject to a Use Permit. This allows property owners to re -tenant
building with uses that are do not expand or intensify the nonconforming use. Substitutions can
be approved by either the Chief Planner or the Planning Commission. The required findings
include:
1. The existing nonconforming use was legally established;
2. The proposed new use would not be detrimental to public health, safety or welfare;
3. The proposed new use would not preclude or interfere with implementation of the
General Plan or any applicable adopted specific, area or community plan;
4. The proposed new use will not depress the value of nearby properties or create conditions
that would impede their redevelopment or use in compliance with the General Plan;
5. The proposed new use will be no less compatible with the purpose of the district and
surrounding uses that comply with the requirements of this Ordinance than the
nonconforming use it replaces;
6. The proposed new use will not result in an average daily trip increase of more than five
percent of the current use based on the Institute of Traffic Engineers (ITE) trip generation
rates, or the unique operational characteristics;
7. The proposed new use will not be detrimental to the health, safety, peace, comfort, or
general welfare of persons residing or working in the surrounding area or be detrimental
or injurious to property and improvements of adjacent properties, the surrounding area, or
the neighborhood because of noise, odors, dust, glare, vibrations, or other effect; and
8. The proposed new use will comply with all applicable standards of the district and
Citywide standards, there are special circumstances peculiar to the property and its
relation to surrounding use or to the district itself that would justify modification to
applicable standards, or the impacts of the new use will be mitigated.
IOM
RE: Land Use/Reuse Policies & Requirements
Page 3 of 3
Examples of Recently Approved Substitutions
A. Community Assembly Use (church) replaced a Funeral Home at 322 Maple Avenue.
B. Personal Services (print shop) to Office at 101 Linden Avenue.
C. Wholesale & Distribution for computer software to a Limited Industrial Manufacturing
Use at 138 W. Harris.
D. Several others done as "like- for - like" changes through the business license /site clearance
process.
Major Challenge for Some Property Owners and Brokers
A major challenge for some property owners and brokers is the fact that the nonconforming use
was not legally established. Many owners and brokers made a conscious choice to avoid City
review for businesses that were not permitted in a Zoning District. Staff is working diligently
with these owners and brokers to find viable solutions to their specific situations.
MEMORANDUM
To: Barry M. Nagel, City Manager
From: Kathy E. Mount, Human Resources Director
Re: Changing the status of appointed board and commission members
Date: November 18, 2011
The Council expressed interest in considering whether appointed Board and Commission members could
become volunteers rather than employees. This memo summarizes the Council's ability to make that
change and the financial consequences of doing so.
Background:
Board and Commission members are currently considered to be City employees. As employees, the
financial ramifications include:
1. The City pays PARS and Medicare for all Board members in addition to the $50 stipend
for each meeting.
2. The City is a base period employer for unemployment purposes, and has been required
to contribute to the workers' compensation benefit for Board members terminated
from other positions.
3. Board and Commission members are covered by workers' compensation if injured while
performing duties as employees.
Analysis:
A. Is the City properly designating Board and Commission members as employees?
Yes. California Labor Code defines an employee as "every person in the service of an employer
under any appointment ... and includes ... All elected and appointed paid public officers."
Labor Code 3351(b). Because the City is paying them a stipend of $50 for each meeting attended,
they are receiving a wage for their service, which reinforces the conclusion that they are employees.
B. Can the City turn the Board and Commission members into volunteers and stop
treating them as employees?
Yes, true volunteers are not deemed to be employees so long as they do not receive
compensation for their services. Volunteers are expressly excluded from being designated as
employees, so long as the volunteer "receives no remuneration for the services other than
meals, transportation, lodging, or reimbursement for incidental expenses." Labor Code 3352(i).
The financial consequences of making Board and Commission members volunteers means that
the City would no longer pay the $50 stipend, PARS or Medicare, and would no longer be
subject to unemployment claims as a base period employer.
1
C. If Board and Commissioners are reconstituted as volunteers, which is the impact on
the City's liability for workers' compensation benefits?
Labor Code section 3363.5 provides that volunteers are not covered by workers' compensation
unless the City council adopts a resolution covering them. In 1996 the Council adopted such a
resolution (attached) so turning Board and Commission members into volunteers would not
prevent them from being covered by workers compensation. The Council would have to revoke
the existing resolution to avoid covering volunteers through city paid workers compensation.
D. How are Board and Commission members treated in other local agencies?
The City's current practice is consistent with that of other major cities in San Mateo
County. Redwood City, City of San Mateo, Daly City and Foster City all treat their Board and
Commission members as employees. A number of other local jurisdictions do not pay a stipend
to Board and Commission members, but reimburse them for expenses incurred for attending
training sessions or similar activities. Examples include the City of Santa Clara, and Sunnyvale.
Some jurisdictions provide compensation only for a select few Boards and Commissions such as
the County of San Mateo which compensates only Boards with quasi jurisdictional authority
such as Planning, Personnel and Design Review.
2
s •
`� n 17;* +.- * .
a
DATE: January 10, 1996
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: DIRECTOR OF PERSONNEL
SUBJECT: WORKERS COMPENSATION COVERAGE FOR VOLUNTEERS
RECOMMENDATION:
Adopt resolution covering volunteers under the City's Workers Compensation Program.
BACKGROUND:
Several City Departments operate programs that utilize the services of volunteers. As the City
continues to examine services / pmgrams provided and ways that those can be provided at a
minimal cost to residents, City Departments will continue if not expand the use of volunteers.
The City of South San Francisco is self - insured for Workers Compensation and covers
employees only. The City currently does not cover volunteers so that if a volunteer is injured,
he /she may sue the City to recover damages. To avoid costly litigation, staff recommends
covering volunteers under its Workers Compensation Program.
1
.....7S- -
/"I ...4
Susan Gonzafies _ c,—) Michael • . 1
Director of Personnel ikon
City Manager
,
CENTRAL RECORDS
.. ,„.„,
FILE NO. pee .
....,______,
RESOLUTION NO. 1-96
CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA
A RESOLUTION AUTHORIZING AND APPROVING THE
PROVISION OF WORKER'S COMPENSATION INSURANCE
COVERAGE FOR PERSONS PERFORMING VOLUNTARY
SERVICE
WHEREAS, certain City departments are interested in operating
programs that would utilize volunteers; and
WHEREAS, volunteers serve without pay, do not fit into an
employer - employee relationship and are not typically covered by the
City's Worker's Compensation Program; and
WHEREAS, Labor Code S3363.5 authorizes cities to include
volunteers within the definition of employees for purposes of
inclusion in the Worker's Compensation coverage system; and
WHEREAS, the City has determined that it is in the best
interest to have persons performing voluntary service covered by
its Worker's compensation Program.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of South San Francisco, that pursuant to Labor Code 53363.5, it
hereby approves the provision of Worker's Compensation Insurance
coverage for persons performing voluntary service on behalf of the
City of South San Francisco.
* *
I hereby certify that the foregoing Resolution was regularly
introduced and adopted by the City Council of the City of South San
Francisco at a regular meeting held on the 1Oth day of
January , 1996 by the following vote.
AYES: Councilmembers Joseph A. Fernekes, Eugene R. Mullin, John R. Penile,
Robert Yee and Mayor Jack Draw
NOES: None
ABSTAIN: None
ABSENT None
ATTEST: /s/ Barbara A. Battaya
City Clerk
WttsCamp.vol
CENTRAL RECORDS
FILE NO.. / r1/
Attachment f
a x sue►'
,��� CITY OF SOUTH SAN FRANCISCO
.... o INTEROFFICE MEMORANDUM .....
DATE: January 25, 2012
TO: Honorable Mayor and City Council
FROM: Steven T. Mattas, City Attorney
By: Jason S. Rosenberg, Assistant City Attorney
SUBJECT: Ad Hoc and Standing Committees
I. Question Presented
1. What is the definition of an ad hoc committee?
2. What is the definition of a standing committee?
II. Brief Answers
1. An ad hoc committee has the following characteristics: 1) is comprised of less
than a quorum of the members of a legislative body; 2) is charged with
accomplishing a specific task in a short period of time; and 3) must be free to
establish its own meeting schedule, the schedule cannot be fixed by the legislative
body. An ad hoc committee is not subject to the requirements of the Brown Act
2. A standing committee is a committee that has a continuing subject matter
jurisdiction, or a meeting schedule that has been fixed by formal action of the
legislative body, regardless of the number of members. A standing committee is
subject to the requirements of the Brown Act.
III. Discussion
The Ralph M. Brown Act (California Government Code Section 54950 et seq. "Brown Act ")
governs meetings conducted by local legislative bodies. As many courts have decided, the
purpose of the Brown Act is to facilitate public participation in local government decisions and
to curb misuse of the democratic process by secret legislation by public bodies. (Cohan v. City of
Thousand Oaks (1994) 20 Cal.App.4 547, 555.) Thus, the Brown Act imposes an "open
meeting" requirement on local legislative bodies. (Gov. Code § 549853(a).) The "open meeting"
requirements under the Brown Act, apply to "legislative bodies ", as defined by Section 54952 of
the Government Code. Generally, any board, commission or other body of a local agency created
by charter, ordinance, resolution or formal action of a legislative body (i.e. City Council) is itself
a legislative body, and thus, subject to the Brown Act.
DATE: January 25, 2012
TO: Honorable Mayor and City Council
FROM: Steven T. Mattas, City Attorney
RE: Ad Hoc and Standing Committees
PAGE: 2
Ad Hoc Committee
Pursuant to Government Code § 54952(b), a legislative body may establish an ad hoc committee
that is comprised of less than a quorum of the legislative body, and it will be exempt from the
requirements of the Brown Act. In order to be exempt from the Brown Act open meeting
requirements, an ad hoc committee must be charged with accomplishing a specific task in a short
period of time. (See California Attorney General's Guide on The Brown Act, at p. 5 (2003).)
Although there are no specific guidelines on what constitutes a "short period of time," some
cities have followed the practice that ad hoc committees must not exist for longer than six (6)
months. The ad hoc committee must also be free to establish its own meeting schedule, which
means that the schedule cannot be fixed by the legislative body. (Id.) Provided that these
requirements are met, the Brown Act provides a specific exemption for ad hoc committees.
(Gov. Code § 54952(b)'.) Therefore, when a legislative body creates an ad hoc committee that is
comprised of less than the quorum of its total membership, that committee is not subject to the
Brown Act's "open meeting" requirements.
Standing Committee
A committee of a legislative body, irrespective of its composition, which has either: (1) a
continuing subject matter jurisdiction, or (2) a meeting schedule fixed by charter, ordinance,
resolution, or formal action of a legislative body is a standing committee and subject to the open
meeting requirements of the Brown Act. (Gov. Code § 54952(b).) Even if the committee is
comprised of less than a quorum of the legislative body, a standing committee is subject to the
Brown Act. For example, if a legislative body creates long -term committees on budget and
finance or on public safety, those are standing committees subject to the Brown Act. Further,
function over form controls. For example, a statement by the legislative body that "the advisory
committee shall not exercise continuing subject matter jurisdiction" or the fact that the
committee does not have a fixed meeting schedule is not determinative. (79 Ops.Cal.Atty.Gen 69
(1996).) A "Formal action" by a legislative body includes authorization given to the agency's
executive officer to appoint an advisory committee pursuant to agency- adopted policy. (Frazer
v. Dixon Unified School District (1993) 18 Cal.App.4th 781.)
Should you have any questions regarding committees, please do not hesitate to contact my office.
cc: Barry M. Nagel, City Manager
1784572.1
1 Government Code Section 54952(b) in pertinent part provides: (b) [A "legislative body" means] a commission,
committee, board, or other body of a local agency, whether permanent or temporary, decision making or advisory,
created by charter, ordinance, resolution, or formal action of a legislative body. However, advisory committees,
composed solely of the members of the legislative body that are less than a quorum of the legislative body are not
legislative bodies, except that standing committees of a legislative body, irrespective of their composition, which
have a continuing subject matter jurisdiction, or a meeting schedule fixed by charter, ordinance, resolution, or formal
action of a legislative body are legislative bodies for purposes of this chapter.
2012 CITY COUNCIL
COMMITTEE ASSIGNMENTS
LIAISON Assigned Alternate
Kaiser Hospital Garbarino Matsumoto
Oyster Point Advisory Addiego Gonzalez
Sister Cities Garbarino Gonzalez
SSF Preservation Task Force Gonzalez Mullin
SSF School District Matsumoto Mullin
SUBCOMMITTEES
BART Addiego Gonzalez
Bio Science Addiego Garbarino
Caltrain Garbarino Mullin
Community Development Block Grant Garbarino Mullin
Downtown Addiego Gonzalez
Facilities Naming Gonzalez Matsumoto
Farmer's Market Addiego Matsumoto
Finance /Budget/Audit/Investment Addiego Garbarino
Housing Matsumoto Mullin
LOCAL & REGIONAL
SFO Airport Community Round Table Mullin Garbarino
2012 - February 1; May 2; September 5; November 7 (Meetings 4 times a yr)
7:00 p.m. - 9:00 p.m., David Che mu - Millb City
Land Use Committee (C /CAI Tin Garbarino
2012 - TBA (4 Thursday /alterna! month
4:00 p.m. - 6:00 p.m., City Counc .ers, urlinga ity Hall
Airport /ANIP Mullin Garbarino
(As requested by Sub - committee)
Association of Bay Area Governments Executive
Board Mtg (ABAG) Garbarino Gonzalez
2012 - January 19; March 15; May 17; July 19; September 20; November 15 (3 Thursday /alternate months)
7:00 p.m.— 9:00 p.m. Joseph P. Bort MetroCenter Auditorium, 101 8th Street, Oakland
City /County Association of Governments Board Meeting (C /CAG) Matsumoto Mullin
2012 — January 12; February 9; March 8; April 12; May 10; June 14; August 9; September 13; October 11; November 8;
December 13 (2 r ' d Thursday of each month) No Meeting in July
6:30 p.m. - 9:00 p.m. - San Mateo County Transit District, 1250 San Carlos Ave, San Carlos
Bicycle /Pedestrian Advisory Committee (B /PAC) (C /CAG) Matsumoto
2012 - January 26; February 23; April 26; May 24; August 23; October 25
7:00 - 9:00 p.m. - San Mateo City Hall - Council Chambers
Congestion Management Environmental Quality (CMEQ) (C /CAG) Garbarino
2012 — January 30; February 27; March 26; April 30; May 21; June 25; August 27; September 24; October 29; November 26
(Last Monday of the month)
3:00 -5:00 p.m., Conference Room C- San Mateo City Hall
Legislative Committee (C /CAG) Mullin
2012 - TBA (2nd Thursday of each month )
5:00 - 6:30 p.m. San Mateo County Transit District Office, 1250 San Carlos Ave 2nd Floor Auditorium, San Carlos
SSF Conference Center Authority Garbarino Matsumoto
2012 - TBA (1st Monday of every other month)
4:45 p.m., SSF Conference Center
JPA - ALS - EMS Garbarino Mullin
2012 -TBA
2012 CITY COUNCIL
COMMITTEE ASSIGNMENTS
Assigned Alternate
League of California Cities - Peninsula Division Garbarino
Council Liaison (Division Dinners & Policy Meetings)
2012 — March 22 , Division Dinner Meeting, Michael's at Shoreline, Mountain View
April 25 -27, Legislative Action Days, Sacramento
June 28, Division Dinner Meeting, Seaport Conference Center, Redwood City
Sept 5 -7, Annual Conference, San Diego
October 11, Division Dinner Meeting, Micael's at Shoreline, Mountain View
Peninsula Traffic Congestion Relief Alliance Garbarino Addiego
2012 — January 19; March 15; June 21 (Thursday /alternate months)
8:00 — 10:00 a.m.- Silicon Valley Community Foundation, 1300 South El Camino Real #100 Rm 114, San Mateo
SMC - Emergency Services Council Addiego
2012 - January 19; April 19; June 21; September 20
5:30 p.m., 400 County Center - Jury Assembly Room B -1 Basement, RWC
Water Emergency Transportation Authority Gonzalez Addiego
2012 — January 5; February 16 (Future meetings TBA)
1:00 p.m., Pier 9 Suite 111, San Francisco
Other Committees w /SSF Representation
Bay Bio (Advisory Committee) Garbarino
2012 - TBA
Bay Conservation & Development Committee (BCDC) Addiego
*Meets the 1 Thursday of each month - San Francisco Location
1:00 p.m., Ferry Building Second Floor, San Francisco
* *Meets the 3rd Thursday of eac - - Oa .tion
1:00 p.m. ,101 Eighth Street, Oa ' nd
Domestic Violence Council G zalez
2012 - January 19; March 15; M. 17; J 1 • .ept .er 1; 'go 15 (3rd Th sday every other month)
3:00 PM - 4:30 PM, 5th Floor, 45' Ce r, Red + e City
Housing Endowment & Regional Trust (HEART) of San Mateo County
(Board Meeting) Gonzalez Mullin
2012 - January 25; Future dates TBA (Meets the 4th Wednesday of each month)
2:00 — 3:00 p.m., Silicon Valley Community Foundation Conference Center, 1300 South El Camino Real, San Mateo
Interagency Council Gonzalez Garbarino
2012 - TBA (2 Wednesday of every month) , 9:00 a.m.- 11:00 a.m.)
9:00 a.m. - 11:00 a.m., Silicon Valley Community Foundation
Regional Housing Need Allocation Matsumoto Garbarino
2012 - (Meets as needed)
SamTrans Matsumoto
2012 - TBA (Meets monthly 2 Wednesday)
2 p.m. — San Mateo County Transit District Admin Building, 1250 San Carlos Ave, San Carlos
San Mateo County Water Transit Advocates Addiego Gonzalez
2012 - TBA
Transportation Authority Matsumoto
2012 - TBA (Meets monthly - 1 Thursday of each month)
5:00 p.m. -San Carlos
Ad Hoc Committees
Improving Public Places Matsumoto
Meets 2 Monday of the month 5:30 p.m. - Corp Yard
New Main Library Committee Matsumoto
(Meets as needed)
Community Outreach Committee Matsumoto
Community Liaison Mullin
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: January 20, 2012
TO: Marty Van Duyn, Assistant City Manager
FROM: Michael Lappen, Economic Development Coordinator
SUBJECT: 2012 Bio International Convention in Boston, Team California
Membership and CALBIO2012 Annual Conference
The Bio International Convention will be held this year in Boston from June 18, 2012 to June 21,
2012. Last year, the City sponsored the 20' x 20' booth in the California Pavilion. We also
sponsored a breakfast meeting.
2011 Bio International Convention in Washington
Last year, The City of South San Francisco was the primary sponsor at the event. We gave Team
California $20,000 to pay for the portion of the 20 x 20 Exhibit Hall booth and host the breakfast.
Last year, the cost of sponsorship and sending Council members and staff to the Convention
included the following:
Item Expense
Team California Sponsorship with Exhibit Hall Booth (12 x 20), $20,000
sponsorship sign on booth, and Breakfast Forum with State Officials
Full Conference Passes for Council (2 people) and Exhibit Hall Included
passes for staff.
Team California Membership fee $1,700
TOTAL SPONSORSHIP $21,700
One Full Conference Pass $1,695
Meals (2 staff & 2 Council members) $965
Travel Expenses (4 people) $1,651
Hotel (4 people) $3,750
TOTAL $29,761
2012 Bio International Convention in Boston
This year, Team California, BayBio and BIOCOM have decided to use a 20 x 20 booth in the
Exhibit Hall. The UC system, CSU system and the Community College system will join the
Team California booth in the Exhibit Hall. I am listing the assumed budget options in the
following tables:
TO: Honorable Mayor and Council Members
SUBJECT: 2012 Bio International Convention in Boston
DATE: January 19, 2012
Page 2
Option 1: California Pavilion Sponsorship
Item Expense
Team California Sponsorship with Exhibit Hall booth $10,000
(20 x 20), including two Full Conference Passes,
partnership forum, and unlimited Exhibit Hall Passes*
Meal Allowance (1 staff & 2 City Council members) $400 (City Council)
$200 (Staff)
Airfare g $500 per person (3 people) $1,500
Hotel (4 night stay for 1 staff and a 3 night stay for 2 $1,500 (City Council) $1,000
City Council members g $250 per night) (Staff)
TOTAL $14,600
*Does not include the Team California Membership fee
Option 2: Limited Team California Sponsorship
Item Expense
Purchase Full Conference Pass for the City Council @ $5,180
$2,590 per person.
Purchase Partnership Forum passes (Optional) $750
California Pavilion Sponsorship (including Exhibit $3,500
Hall Pass only)*
Meal Allowance (1 staff & 2 City Council members) $400 (City Council)
$200 (Staff)
Airfare @, $500 per person (3 people) $1,500
Hotel (4 night stay for 1 staff and a 3 night stay for 2 $1,500 (City Council)
City Council members @ $250 per night) $1,000 (Staff)
TOTAL $14,030
*Does not include the Team California Membership fee
Option 3: No Team California Sponsorship
Item Expense
Purchase Full Conference Pass for the City Council $7,770
and staff @2,590 per person
Purchase Partnership Forum passes (Optional) $750
Meal Allowance (1 staff & 2 City Council members) $400 (City Council)
$200 (Staff)
Airfare @ $500 per person (3 people) $1,500
Hotel (4 night stay for 1 staff and a 3 night stay for 2 $1,500 (City Council)
City Council members A $250 per night) $1,000 (Staff)
TOTAL $11,620
TO: Honorable Mayor and Council Members
SUBJECT: 2012 Bio International Convention in Boston
DATE: January 19, 2012
Page 3
CALBIO2012 Annual Conference
CALBIO2012 is a statewide conference produced by BayBio and BIOCOM that brings
together the life sciences sector in California, including company executives, innovators,
government, medical research, and university transfer offices. BayBio and BIOCOM have
decided to merge their regional - oriented annual conferences and create a single California -
wide annual conference that attracts firms and officials from both life science clusters. The
conference will be held annually in either San Francisco or San Diego. This year, the
conference will take place from March 8 -9, 2012 at the San Francisco Marriott. The
Government rate for attending the conference is $450 per person.
Team California
The annual cost for membership with Team California is $2,500. If the City decides to
participate with Team California at Bio, the cost of membership would be in addition to the
total in the tables above. Membership with Team California includes year -round benefits and
participation in conferences outside of Bio.
CA L B I
PRODUCERS
Driven by Patients BAYfBIOIBIOCOM
Sessions Preview
• Agenda
• Deadlines At- a- Glance
• Registration
• Plenary Sessions
• Sessions by Track
Advocate • Fundraise • Network
MARCH 8 -9, 2012
SAN FRANCISCO MARRIOTT MARQUIS
CALBI(_1
Driven by Patients
Agenda
Wednesday, March 7, 2012
6:00PM - 8:00PM
Business Development Reception Hosted by BayBio & BIOCOM Chairs & Boards of Directors
Thursday, March 8, 2012
7:00AM - 8:30AM
Registration and Networking Breakfast
8:30AM - 9:45AM
Breakfast Keynote: `A Perspective on Risk"
Andrew C. von Eschenbach, MD - Former Commissioner, FDA; President, Samaritan Health Initiatives
Steve Walker - Co- Founder, The Abigail Alliance for Better Access to Developmental Drugs
Track 1: Capital Access Track 2: Clinical Development Track 3: Markets
10:00AM - 11:15AM
New Developments in VC Patient Advocacy. The Key to Reimbursement: Will They Pay?
Financings - Selling Your Soul? the Next Evolution of Clinical The Changing Role of Payers in
Development a Product's Success
11:15AM - 11:45AM
Coffee Break
11:45AM - 1:00PM
Successful Collaborations with Ten Tips to Accelerate Clinical The Biotech Product Launch:
Passion Investors Trials and Do Them Well Not Necessarily Destined for
Failure
1:00PM - 1:30PM
Lunch
Luncheon Keynote: `High Impact: The Foundation Perspective"
2:45PM - 4:00PM
Before You Look for Loose Emerging Issues in the Conduct Flexing Commercial Muscle
Change: Alternative Funding of Global Clinical Trials Beyond the US
Sources for Biotech and How to
Secure Them
4:00PM - 4:15PM
Coffee Break
4:15PM - 5:30PM
Preparing for M &A: Engineering Modernizing our Industry:
a Happy Marriage Developing the Clinical Trials of
the Future
5 30PM
Opening Night Reception
6:00PM
Hospitality Suite Receptions
Agenda
CALBIO
Driven by Patients
Friday, March 9, 2012
7:30AM - 8:15AM
Registration and Networking Breakfast
8:15AM - 9:30AM
Opening Keynote: "Broken Business Models"
George Scangos - CEO, BiogenIDEC
Track 1: Drug Discovery Track 2: Regulatory Track 3: Patients Track 4: Business Models
9:45AM - 11:00AM
The Nine Components of Regulatory Risk: How Do We Taking Matters into Their Own Life Sciences Innovation: A
Success in the New World of Manage? Hands: The Role of Patients in Fundable Future or Financial
Life Sciences R &D Drug Development Flop?
11:00AM - 11:30AM
Coffee Break
11:30AM - 12 45PM
Now for Something Completely Coverage and Reimbursement Patient Access to Blueprint for Success: Which
Different: How will Pharma Risks: The Influence of Deficit Developmental Drugs Biotech Business Model Works
Access External Early -Stage Reduction and Other Pressures Best for You?
Innovation?
12:45PM - 1:15PM
Luncheon Keynote: "Achieving industry Goals in an Election Year"
James Greenwood - President and CEO, Biotechnology Industry Organization (BIO)
1:15PM - 2:30PM
Luncheon Keynote
2:30PM - 3:45PM
Leading Edge Tools, Diagnosing a Changing Social Media and Life Sciences: Biotech Then and Now What
Technologies and Approaches Landscape Hearing a Patient's Voice Does Biotech Look Like 10
for Drug Discovery Years from Now'
3:45PM - 5:00PM
Closing Reception
Agenda 3
CALBIC
Driven by Patients
Deadlines At- a- Glance
Mark your calendar!
The following deadlines are too important to miss! Also, visit www.calbio2012.com often
for important information updates and information.
January 27, 2012
• Deadline to receive the early discounted registration
ends. Save $600.
• Deadline to submit program material
• Deadline to express interest in sponsorship /exhibit hall
February 15, 2012
• Deadline to book hotel room for special conference rate
of $239 and save $50 off registration
February 24, 2012
• Deadline to register online
• Deadline to apply discounts and member rates
Deadlines At- a- Glance
4
CALRIO
Driven by Patients
Registration
Early Bird Standard On -Site
Registration Ends Registration Ends Registration Ends
January 27 February 24 March 8 -9
BayBio I BIOCOM Member Rate $750 $1,350 $1,550
Non - Member Rate $1,150 $1,750 $1,950
Government, NGO and Non - Profit $450 $450 N/A
*Please see Registration Policies
below for requirements
Life Science Company Members Members N/A
Group of 3 Rate $1,800 $3,300
Non - Members Non - Members
$3,150 $4,650
Life Science Company Members Members N/A
Group of 5 Rate $2,500 $4,500
Non - Members Non - Members
$5,000 $7,000
Student /Academic Rate $95 $95 N/A
'R/ease see Reafstration Policies
below for requirements
Service Provider $750 $750 $750
Partnering Forum
Investors* Complimentary
" Qualified Investors are public and private equity investors whose prim ry activity is direct investment in research and sic -elc,sment
companies, or research analysts from investment banks focused on investment in the life sciences sector
Registration 5
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Driven by Patients
Plenary Sessions
Thursday, March 8, 2012
A Perspective on Risk
8:30AM - 9:45AM
It has become a cliche to say that the FDA and Congress put excessive emphasis on risk in the risk - benefit equation.
Increasingly, investors are parking their funds outside of the life science industry and beyond US borders, citing an
unclear regulatory environment for many different programs, ever increasing costs of clinical trials and the resulting
uncertainty that products will ever reach patients. Ironically, for all of the talk in Washington about tackling the costs
of chronic diseases, the tougher regulatory environment is actually pushing companies away from investments into
better therapies for diabetes, cardiovascular disease, and obesity.
This plenary session focuses on how to maintain American innovation and entrepreneurship through a modernization
and transformation of the FDA into an agency that focuses not only on safety, but on efficacy, innovation and
its mission to protect and promote public health. It provides a perspective on how life sciences companies and
patient groups can navigate the current regulatory process while collaborating on process improvements toward a
regulatory pathway that is transparent and efficient, yet still rigorous and science led.
Keynote:
Andrew C. von Eschenbach, MD
Former Commissioner, FDA
President, Samaritan Health Initiatives
Steve Walker
Co- Founder, The Abigail Alliance for Better Access to Developmental Drugs
High Impact: The Foundation Perspective
1:30PM - 2:45PM
By working together foundations and life science companies can have a profound impact on patient lives. This
plenary will engage our audience in a meaningful discussion of how foundations and industry can jointly accelerate
research and clinical development, impact regulatory processes and overcome barriers to progress in bringing new
treatments to patients. It will discuss how to maintain or increase funding of medical innovation in these challenging
times.
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Friday, March 9, 2012
Broken Business Models
8:15AM - 9:30AM
The current business model on which biotech has relied is flawed. Despite some notable successes, the global
biotech industry has fallen short of expectations. Investment has dried up as the model carries a very high risk of
failure.
Efficiency is the new name of the game and strategic collaborations have been on the increase. Will both of
these trends accelerate and facilitate innovation, discovery and development? Will they help to increase company
efficiencies and industry success rates?
This plenary session provides a unique perspective and will engage the audience in a frank and thoughtful
discussion. Looking ahead, how will business models adapt to changing conditions? What role will medical research
foundations, university transfer offices, investors, philanthropists and government play in the evolution of the global
biotech industry?
Keynote:
George Scangos
Chief Executive Officer, BiogeniDEC
Achieving Industry Goals in an Election Year
12:45PM - 1:15PM
The two most outspoken industry proponents representing the San Francisco Bay Area and San Diego life sciences
clusters and on both sides of the aisle will address questions of how to achieve industry policy and economic goals
during an election year. Given the current state of the US and world economy, will innovation become an important
campaign message and how will outcomes affect patients?
Keynote:
James Greenwood
President and Chief Executive Officer, Biotechnology Industry Organization (BlO)
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Sessions by Track
Capital Access
Thursday, March 8, 2012
New Developments in VC Financings - Selling Your Soul?
10:00AM - 11:15AM
Funding of the life science sector declined in 2010 and 2011. The remaining funding is increasingly skewed toward
follow -on and later stage deals, smaller increments, more strings attached and more risk sharing.
This panel will discuss some emerging new structures and trends in initial and follow -on VC financings, including
collaborating with the venture arms of big Pharma which can provide additional funding leverage as well as on -going
guidance in developing a program that will be of interest to a Pharma buyer, but at what cost? The panel will also
discuss the pros and cons of this emerging structure as well as other recent models for VC financings.
Successful Collaborations with Passion Investors
11:45AM - 1:00PM
It's no secret that non - profit foundations and patient advocacy groups represent a fast - growing source of funding
for early stage life sciences companies developing novel technologies. This type of alternative funding has steadily
climbed as traditional venture capital firms remain conservative in their funding of biotech innovation.
Working with foundations can be a rewarding experience as they can provide scientific expertise and access to
faculty thought - leaders, and provide assistance in recruiting for clinical trials. Foundations, however, may have
different development milestones in mind, and ultimately have different objectives from those of traditional funders.
When applying for grants and seeking partnerships, biotechnology companies need to be aware of the differences
between traditional funding and mission -based funding when it comes to goals and financial pay -offs. Among these
differences are:
• They are more willing to advance orphan drugs
• They can speed clinical trial recruitment through access to patients
• They are focused on innovation, rather than me -too drugs
• They want to be directly involved in the research through affiliated faculty, patients or foundation
representatives
• They are focused on innovation that will lead to relevant treatment or cure
• They need to be engaged early; they can help point research in the right direction
• They have financial payback expectations that may be more modest than commercial funding sources
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Before You Look for Loose Change: Alternative Funding Sources for Biotech and How
to Secure Them
2:45PM - 4:00PM
The IPO window is rarely open for more than a heartbeat, and VCs are reluctant to open their pocketbooks. How,
then, can an innovative company generate the cash needed to fund its development? This interactive panel will
discuss how they've creatively approached this problem by tapping both into well -known sources of nondilutive
funding, primarily government contracts. The panelists will outline how to tailor business models to suit these
organizations and how approaching them differs from targeting VCs. A variety of perspectives both from the
funders as well as those seeking the funds will be presented.
Preparing for M &A: Engineering a Happy Marriage
4:15PM - 5:30PM
As the economic turbulence continues, an increasing number of biotech companies are capitalizing on the trend
towards M &A. A company can't just put on its finest suit and start the dating game, it must plan early to get it
right and avoid the pitfalls that could hinder its walk to the altar. This dynamic session will feature CEOs and a
banker who successfully planned for and engineered their M &A transaction. They started by anticipating a number
of critical factors well before their first date, including the company's equity structure and an unencumbered
intellectual property portfolio. When they found their ideal acquirer, they took critical steps to run an effective
transaction process. The panelists will describe the do's and don'ts for presenting a compelling story to potential
acquirers, executing on business development when M &A is the ultimate ring on the finger, creating and nurturing
a competitive bidding environment (monogamy is overrated), and retaining as much upside as possible. They'll dig
deep into the enticing dual -track strategy of pursing an IPO or M &A, as well as insights into how to manage a long -
distance courtship with international players.
Clinical Development
Thursday, March 8, 2012
Patient Advocacy: The Key to the Next Evolution of Clinical Development
10:00AM - 11:15AM
The sleeping giant in clinical development is the patient, both as the crucial resource in clinical trials and as a
previously under - utilized source of clinical /molecular data and biospecimens. Increasingly, product innovators
are viewing patients as full partners. Novel collaborations with patient advocacy groups - who have access to
large numbers of patients with a particular disease, who are motivated to drive and accelerate research, and
who can bridge the silos of academe and industry - are emerging. Patient groups can also be supportive to the
development of new models, such as adaptive clinical trials, that have the potential to produce better clinical
outcomes in a shorter time frame. This session will explore the pro- active role of advocacy groups, how these types
of collaborations are taking shape, how they might fuel a new generation of clinical development, what is needed to
harness the potential of all the data, and how to avoid some of the common pitfalls.
Sessions by Track 9
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Ten Tips to Accelerate Clinical Trials and Do Them Well
11:45AM - 1:00PM
In order to expedite the speed with which clinical trials are completed, it is critical to have a solid foundation
for measuring and tracking where key improvements in process and efficiency can be made. There are general
areas where sponsors can improve the speed of clinical trial completion, for example: decreasing time for subject
enrollment and recruitment, decreasing site contracting time and speeding up site initiations. In this cost constrained
environment, however, there is a cost benefit sponsors are willing to accept in order to save time and improve
clinical trial performance. Due to the cost of making improvements, it is important to have key processes in place for
identifying where changes can have the biggest bang for the buck. Processes for identifying key changes include:
• Developing a balanced scorecard for selecting the right sites and investigators
• Key criteria for streamlining the feasibility process
• Establishing enrollment forecasting methodology
• Optimal incorporation of feasibility and subject enrollment
Once processes such as these are established, key areas can be identified for improvement. This approach has
the benefit of decreasing sponsor expense by honing in on specific areas of improvement while accelerating trial
performance and efficiency.
Emerging Issues in the Conduct of Global Clinical Trials
2:45PM - 4:00PM
Join this dynamic panel as we discuss the issues associated with the conduct of clinical trials outside the US, in
particular, in emerging jurisdictions. Topics include: Challenges in managing a global trial; whether and how to use
CROs, risks and rewards of conducting trials in China, India, Russia and other emerging jurisdictions; recruitment,
cost and time to site initiation; special challenges for virtual or smaller biotechs, including management of CMO and
CROs and addressing pressures of financing sources.
Modernizing our Industry: Developing the Clinical Trials of the Future
4:15PM - 5:30PM
The average drug costs over a billion dollars to develop, and takes more than ten years to get from the bench to the
patient. Without question, the costliest, most time - consuming part of drug development is the process of clinical
testing, however, most clinical trials are conducted in much the same way that they have been for the last 50 years.
Could the cost of conducting clinical trials be reduced? Could we speed up the time in which it takes to get a drug
through clinical testing? And, is it possible to design better clinical trials so as to avoid costly late -stage failures?
New technologies and approaches now make the answers to all of these questions a resounding "yes ". This panel will
focus on the future of clinical trials and what is being done to modernize the process of drug development. Panelists
will discuss new recruiting techniques, mobile health technologies for remote patient monitoring, innovative trial
designs and industry -wide consortiums that will ultimately revolutionize the way we conduct clinical trials, reducing
costs and speeding drug development.
Sessions by Track 10
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Markets
Thursday, March 8, 2012
Reimbursement: Will They Pay? The Changing Role of Payers in a Product's Success
10:00AM - 11:15AM
Life sciences companies have traditionally focused their marketing efforts on physicians and patients, with less of an
emphasis on payers. With a growing number of innovative products coming to market at high price points, targeting
physicians and patients does not spell success, especially for high priced products. Approval by the FDA is not
enough for a successful launch and sustained growth. Increasing consumerism and demands for choice in medical
care have prompted payers to design benefits with high out of pocket costs for new products that act as barriers to
adoption of products with uncertain value from the payers' perspective. Therefore, it is important to consider what
payers value during product development and to go to market with strong evidence of clinical and economic value.
The panel will use case studies from biopharma to illustrate when comparative effectiveness and real world data
need to be considered as part of product's profile. A framework will be discussed for determining which types
of products and when in the life cycle comparative effectiveness, value based pricing, innovative contracting and
services augment the value of a product for payers in the US.
The Biotech Product Launch: Not Necessarily Destined for Failure
11:45AM - 1:00PM
Tired of Wall Street naysayers raining on your launch parade? Cautious investors and ambitious biotechs have
historically clashed on the issue of biotech commercial launches in the US and whether or not companies will meet
expectations. While more than half of product launches in the past ten years have been less than favorable, several
recent biotech product launches have managed to shine. Armed with recent launch tales and experience under their
belt, industry veterans on this panel will offer a dynamic perspective into the logistics of a biotech launch and how it
can be successful. Investors explain why they are holding on to their preconceived notions about "selling" the launch.
Flexing Commercial Muscle Beyond the US
2:45PM - 4:00PM
Commercialization trends vary from product to product, especially when launching overseas. California has seen
many biopharmaceutical companies successfully commercialize new drugs, devices and diagnostics across the
globe, but success at home is not indicative of success abroad. How can a small company build an overseas
commercial business and what factors impact the decision to go it alone? With lower regulatory hurdles ex -US,
will companies continue to favor ex -US partnering or flex their own commercial muscle in foreign territories? Top
executives that have recently lived through these decisions will share experiences from their product launches,
lessons learned, and their current strategy for global commercialization.
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Drug Discovery
Friday, March 9, 2012
The Nine Components of Success in the New World of Life Sciences R &D
9:45AM - 11:00AM
Ten key trends are driving significant changes in the R &D model in Life Sciences and pharmaceutical and biotech
companies will need to adapt. This presentation articulate the vision of the way that R &D will need to change in the
future world and the nine components that will drive success based on external research that was conducted with
several leading pharmaceutical and biotech clients. This vision for the future R &D operating model is relevant to both
large pharmaceutical companies, trying to drive out costs while significantly improving product innovation and also
biotech companies, seeking to scale up faster and more economically while also linking into the broader innovation
ecosystem.
Now for Something Completely Different: How will Pharma Access External Early -
Stage Innovation?
11:30AM - 12:45PM
The number of NMEs (new molecular entities) approved each year by the FDA is insufficient to maintain a robust
pharmaceutical industry; the number of big pharma and large biotechs is shrinking via mergers and attrition and
the pressure to rapidly advance late stage projects through the pipeline is intense. Pharma has responded to these
conditions by shifting resources to later stage projects at the expense of funding higher risk, early -stage programs.
In this environment, how and by whom will early -stage innovation be funded? And, without early -stage innovation,
what will happen to the drug pipeline in the next 5 to 15 years? In order to address these issues, pharma is turning
more toward the external world and making a significant investment (time, resources and money) in academic and
early stage biotechs. But, how is this best done? Past industry- academic relationships have not been generally
successful, so how will future pharma forays into the academic and biotech space be conducted? This panel will
discuss how their respective organizations are leveraging external sources to their advantage. The panelists
represent four of the largest pharmaceutical companies- Merck, Pfizer, Sanofi and Johnson & Johnson and they will
discuss how they are differentiating themselves from their competitors; the merits of their approaches; and perhaps
look into the future to predict what pharma will look like in 2017 and 2022.
New Drug Discovery Tools and Technologies and How They Affect R &D
2:30PM - 3:45PM
To survive as an industry we have to do a better job at discovering, validating and demonstrating the benefit of novel
drugs. Traditional therapeutic hunting methods are improving and new genomics based strategies are emerging with
the potential to revolutionize the process of drug discovery. This session will focus on the current state of affairs of
drug discovery, what we have learned as an industry about what works and what doesn't, and how new technologies
will impact drug discovery productivity. Companies realize patients are individuals, and not populations; the
decoding of the human genome in conjunction with the newest advances in next - generation sequencing technology
is opening the door to therapeutic target identification and patient specific treatment strategies we never had
access to before. A plethora of novel drug discovery platform technology, chemistry and biologics companies are
• essions by Track 12
forging ahead into new space. In this session luminary speakers from the pharmaceutical, biotech, investment and
academic sectors, who are pushing the boundaries of current science and technology to find the right drug for the
right patient at the right dose and right time, will discuss the future of drug discovery.
Regulatory
Friday, March 9, 2012
Regulatory Risk: How Do We Manage?
9:45AM - 11:00AM
Uncertainty in the regulatory approval process continues to drive more investors out of the life science sector. How
do successful companies manage their regulatory risk?
This "lessons learned" session will discuss recently successful, delayed and failed regulatory approvals, what
regulatory issues companies were able or unable to anticipate and provide guidance to the companies that follow in
their steps.
Coverage and Reimbursement Risks: The Influence of Deficit Reduction and Other
Pressures
11:30AM - 12:45PM
The panel of legal, government relations, and industry experts will decipher the deficit - reduction measure proposals
that may be implemented and will have a profound impact on the Life Science community, in both the near term
and the longer term. The discussion will highlight legal, government relations, and business risk for Life Science
companies to consider as health care reform implementation continues, and coverage and reimbursement is
increasingly threatened. The panelists have significant experience coordinating patient and disease groups and
providers and other stakeholders to lay the groundwork for success in securing appropriate coverage and adequate
reimbursement. The panel will cover the following questions, among others:
• What coverage and reimbursement changes are Congress, the Administration, and others considering right
now and which ones are the most likely to be implemented?
• How will election year politics at both the federal and state levels affect coverage and reimbursement
issues ?What impact may deficit- reduction have on biosimilars?
• How will orphan drug development programs be impacted by these developments? Will they receive any
special protections?
• How will the issues regarding drug shortage affect the potential for coverage and reimbursement cuts?
Diagnosing a Changing Landscape
2:30PM - 3:45PM
In a time when advanced technologies and the proliferation of new genomic information are transforming healthcare,
diagnostics companies are compelled to develop the next big thing that will enhance how we predict, diagnose and
treat disease. Currently, our ability to develop companion diagnostics and cheaper and faster genetic sequencing
tools for clinical use surpasses the guidelines that stand to regulate them. But governing bodies may shake things
Sessions by Track 13
up with proposed changes that could rewrite the playbook for lab- developed and direct -to- consumer tests and
modify reimbursement procedures that could dramatically alter the commercial diagnostics landscape. This has left
diagnostics companies, as well as labs, without clear guidance as they build their pipelines and expand their test
menus. In addition, the uncertainty has sent investors to the bench, unwilling to play and subsequently restraining
innovation.
Featured on this panel are industry decision makers with extensive regulatory experience who will discuss how
they navigate the U.S. regulatory pathway for in vitro diagnostics and anticipate the possible changes ahead.
Rich takeaways will be gleaned from insights on the introduction of novel cardiometabolic risk assessment and
monitoring tests; recent negotiations with FDA to secure clearance for critical infectious disease molecular
diagnostics; and a case study on partnering with pharma to develop companion diagnostics.
Patients
Friday, March 9, 2012
Taking Matters into Their Own Hands: The Role of Patients in Drug Development
9:45AM - 11:00AM
In major world markets, patients have emerged as a significant power in drug development, approval, reimbursement
and communication. Patient organizations are playing a critical role in many cases, from co- creation of innovative
therapies and delivery systems, to faster approval and wider reimbursement.
For biopharma companies, a successful business model now relies on involving patients and advocacy groups in
each stage of development: joint drug development and testing (injectable biologics such as Novo Nordisk's insulin
reached global success due in part to patient - friendly pens); collaboration in speeding approval from regulators,
such as the role of patient groups in the fast approval of Novartis's leukemia drug, Gleevec; understanding of
patients' experience of disease, such as Sanofi Genzyme's close links with families of patients with Gaucher disease
and other orphan diseases.
This panel representing innovating biopharma companies, leading foundations /advocacy groups and key industry
experts will explore the role that disease foundations and patient advocacy groups can and should play and discuss
current best practices in successful company - patient collaborations throughout the value chain.
Patient Access to Developmental Drugs
11:30AM - 12:45PM
This session explores proposed regulatory innovation in the area of life- threatening diseases that have unmet
medical need. Since the 1962 tightening of evidentiary standards for safety and efficacy, FDA has struggled to
balance benefit and risk in a way that adds value to patients' lives. Our one size fits all approach to drug approval
has not allowed individuals to express their own preferences for risk versus potential health improvement, especially
in deadly diseases for which no effective treatments have been approved and the only chance at survival may lie
with new investigational drugs.
The panel session considers the effectiveness of PDUFA's Accelerated Approval provisions and whether they have
produced a net benefit to terminally -ill patients over the last 20 years. In the last 10 years, several initiatives for
more meaningful progressive regulatory approval have been argued in Congress and in the Judiciary, including
Sessions by Track 14
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Driven by Patients
parallel -track and class -level authorization. We will examine these initiatives and discuss new draft legislation
proposed by BIO and by Senator Kay Hagen (D -NC). The implications are not just human lives, but also dramatic
reduction in regulatory risk for companies considering development in deadly unsolved diseases.
Social Media and Life Sciences: Hearing a Patient's Voice
2:30PM - 3:45PM
700 million of anything is hard to ignore. The exponential growth of social media, with nearly 700 million Facebook
users, is well documented with increasing numbers of life sciences companies looking at ways to interact with
healthcare providers, patients and consumers through social media. The key question, however, is how do you
connect the right people with the right message at the right time?
During this panel discussion you will hear about latest social media developments and trends, limitations and major
pitfalls. Learn about key innovators and what experiences might be relevant for your company.
Business Models
Friday, March 9, 2012
Life Sciences Innovation: a Fundable Future or Financial Flop?
9:45AM - 11:00AM
We've seen a flurry of venture activity in the past for life sciences companies betting that they can take their
concept through the arduous FDA process to market — and ultimately to financial success — for both them and
their investors. But if history is any indicator, most organizations will die trying. This begs the question: Is funding
innovation in the life sciences industry truly a viable strategy for private equity and venture capital firms, or is it all
a house of cards? Join us for this spirited and insightful debate by veteran venture capitalists who will offer their
perspective on this topic. It's sure to be lively and engaging!
Blueprint for Success: Which Biotech Business Model Works Best for You?
11:30AM - 12:45PM
There are as many different ways to build a biotech company as there are ways to skin a cat, but how do you know
which approach is best for your company and your management style? Are you the type that thinks the virtual
model is so virtually foolproof that anyone could run a virtual biotech? Do you have the "go big or go home"
mentality needed to build a real brick - and - mortar biotech that can handle all aspects of R &D in- house? Do you want
the flexibility that the incubator model affords, allowing you to maintain control of conducting R &D in- house, without
the headache of setting up the infrastructure? This panel of industry veterans will share their insights into the relative
pros and cons of different biotech business models and what leadership qualities and personality characteristics are
needed to be successful at each. This lively and informative discussion will help guide those new to the industry as
well as those who have plenty of experience, but are looking to experiment with doing things a different way.
Sessions by Track 15
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Biotech Then and Now: What Does Biotech Look Like 10 Years From Now?
2:3OPM - 3:45PM
Reflecting on the recently released California Biomedical Industry Report, this session takes the pulse of the top
biomedical executives in the world on topics ranging from financing and access to capital to regulation and the
overall business climate. These key opinion leaders who have successfully led corporations through financings, IPOs,
clinical trials and product approvals will discuss current trends and implications for the industry and biomedical
innovation in the state of California for the next decade. Will biotech remain a stand -alone industry or become a
subset of pharma? Will biotechs continue to team up with generic manufacturers to create generic biologics? Will
the big developments in primary areas of biotechnology investing including regenerative medicine, neurological
disorders, vaccines and infectious diseases, continue their upward trends?
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Driven by Patients 2012
PRODUCERS
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MARCH 8 -9, 2012
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