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Home My WebLink About2002-03-07 e-packetSPECIAL MEETING CITY COUNCIL OF THE 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 MARCH 7, 2002 7:00 P.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 Thursday, the 7th day of March, 2002, at 7:00 p.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 o Public Comments - comments are limited to items on the Special Meeting Agenda Study Session: a) Employee retention b) First time homebuyer program c) Volunteer groups - policy direction regarding soliciting funds o Closed Session pursuant to Government Code Section 54957.6, Labor Negotiations: City Manager; Agency Negotiator Steven Mattas o Adjournment City of South San Francisco INTER-OFFICE MEMORANDUM DATE: March 1, 2002 TO: City Council via City Manager FROM: Jennifer A. Bower, Director of Human Resources SUBJECT: Employee Attraction and Retention Study Session The economy is in a downturn, but the City of South San Francisco must maintain, and even enhance, its services. To do this, the City must have first-rate, highly skilled, committed employees. And while there may be a higher unemployment rate in the Bay Area than what has been occurring in the last few years, the City still is experiencing difficulty in attracting and retaining those highly skilled, committed employees for all classifications and especially for certain specific classifications. Many other public and private employers are in same predicament. In order to combat the dilemma of employee attraction and retention, they have adopted creative methods to address the issue. Although many employee groups comment that it is compensation and only compensation that appeals to and keeps employees, professional studies have shown that this is not the co~mplete story. Good compensation and good benefits are a very important element of employee attraction and retention, but there are many others reasons why a candidate chooses an employer, and ~Vhy an employee stays with an employer. The focus of this study session presentation will be on those "alternate", low-cost or no-cost benefits that the City can provide that will attract candidates to come here and, once they are here, to help keep them. While there is an array of new, "alternate", low- or no-cost benefits, this presentation will spotlight only those that appear · to be relevant to this City. Attached to this memo, are several articles that specifically comment on "alternate" benefit programs that enhance the workplace and increase employee attraction and retention. Presentation handouts will be available to Council at the study session. Attachments JAB-03/01/02 F:LFile CabinetXPresentationsXRetentionXRetention Memo.doc ¢,oductivity ... ......................... Job Satisfaction 2001 It's not all about a paycheck .............................................. £indings from The 2001 Randstad North American Employee Review Today's employees demand more from their employers and expect loyalty in the work- place to be a two-way street between employee and employ- er. While the "three P's" of employee manaqement - pay, praise and promotion- may lay the foundation for lOb satisfac- tion, employees are extending their workplace wish Ikt. The 2001 Randstad North American Employee Review reveals an overwhelming misconception among employers: employees are just in it for the money. While pay is still important to employees, iT does not top the list of ways they define their ~. Understanding what drives job satisfaction will le§d to happier and more productive employees, which ultimately leads to happier customers and a ~L. unger business. The majority of employees (57 percent) say they are very saris- fled with the type of work they do and their own skills and training (54 percent). But fewer employees are very satisfied with their current job (50 percent), the company they work for (49 percent) or the way their career is going (43 percent). So, how can employers improve the current employee perception and keep employees happy? The 2001 Randstad North American Employee Review found three key elements that drive employ- ee satisfaction: trust, flexibility, and a career mindset. Trust This factor is perhaps one of the more surprising findings in the 2001 Randstad Review. According to the survey, employees rank trust as the top definition of job success and satisfaction. Nine out of 10 employees say that true success is about being trusted to get the job done. Employees say trust is what real- ly makes them feel successful, more than money or title. Employees say trust reflects an employer's confidence in the employee's ability to succeed. After trust, employees rank opportunity (84 percent) and autonomy (81 percent) on the list of factors that define success in the workplace. Opportunity is defined as "getting the opportu- nity to do the type of work you want to." Autonomy is defined as "having power to make deci- sions that affect your own work." Flexibility This component of )ob satisfac- tion carried over from the 2000 Review. The Randstad Review found employees who feel they have some flexibility in when, where or how they get their work done are more satisfied with their jobs. Finding ways for employ- ees to achieve a reasonable bal- ance between their personal and professional commitments helps employees feel a sense of con- trol over their lives and work. Employees who feel they have control, rather than being con- trolled, are more satisfied with their jobs and their employers. · 67 percent of people surveyed rank flexibility as part of their personal definition of work- place success. · 64 percent say "balancing work and personal life" was a high priority. The same per- centage consider success a high priority. l· 47 percent said that both sue cess and balance are currently a high priority. I· Employees say the idea of having flexibility in the hours worked is the most appealing of all possible work situations. · Eioht in 10 oeoole feel havinn m-ore time for t~eir p~rs~l':~ life is worth any downside of a job. Career Contrary to many employers' perceptions, employees of all generations are becoming less likely to "job hop" (fewer than among those surveyed in the 2000 Randstad North American Employee Review). In fact, more than three-quarters of employ- ees say finding a company where they want to work for a long time is important. However, when it comes to building a career, there seems to be a major disconnect between employees and employers over who is responsible for laying out the employee's career path. This gap in communication is per- haps one of the strongest find- ings in the 2001 Randstad Review. It also remains consis- tent with results from the 2000 Randstad Review. Six in 10 employees say that it would be great if an employ- er did help them think about a career. from their work makes them view their work as a career. · Men are more likely than women to perceive they have a career. Older workers more than younger workers. Higher-income workers more than lower-income workers. College graduates more than people who did not attend college. Executives more than white-collar workers. And white-collar workers more than blue-collar workers. · Many employees feel their workplace should provide more training. 37 percent of the workforce is specifically trained for the work they do, compared to 62 percent who say they fell into their job. · More than 80 percent say that receiving training that increases theic sk~ls and abili- ties is a key component of what they are really looking for in their jobs. ,.~ About Randstad North America Headquartered in Atlanta, Ga., Randstad North America is a wholly owned subsidiary of Randstad Holding nv, a $6 billion international professional sen/ice provider. Each year, Randstad North America repre- sents more than 500, 000 individuals in a wide variety of skill ~egments and provides employment sc.,,'ices, out- sourcing and counsel to businesses through ifs mom than 500 branch offices located across the United States and Canada. In keeping with its focus on attracting and retaining the best talent, Randstad offers short- and long-term assignments, contract engagements and direct hire opportu- nities. Potential employee~ receive skill assessments, career counseling, training and benefits, including health and dental coverage, paid vacation and generous employer contnbutions to a 40~(k) plan. More information is available at the company's website, ww~ us randstad, com. About Roper Starch Worldwide Roper Starch Worldwide ranks among the top 20 largest global marketing research and consulting firms. Flagship sen/ices include Roper Reports trend research, the annual Global Consumers Survey of 30 coun- tries, and the FORTUNE/Roper Corporate Reputation Index. The · 57 percent of the North company has its headquarters in American workforce perceive Harrison, NY, and offices in New York their job a~; a "career." About City, Princeton, NJ, Nashville, TN, 40 percent say their work is Dallas, TX, San Francisco and Newport "just a job." Beach, CA, and London. · 81 percent of employees say getting personal satisfaction Fl IT'S THE NAIVW OF THE_6 Perhops the most sou§hr o['ter benefit empbyees wonl is flexibility in lheir employers so they can 6elonce their work. and personal lives. BY ANN VINCOLA While some of the fluffier work/life benefits may fall by the wayside in light of today's economic slump, there is one benefit that will 6onunue in full tbrce---Flexible Work Arrangements. After all, flextime isn't a per~:. It's a strategic tool, especially now as workforces are being trimmed. The surviving employees--who are often the best workers--may feel stressed and overworked. Because these survivors will be responsible for implementing the future success of the qbmpany's new vision and for workin§,together to achieve these goals, n"mnagement must take great care in retaining them and motivating them to put forth their best effort. They must offer benefits that are effective and efficient-- ~eaning that these must be benefits that are valued by a diverse group of employees and that add value to the company's bottom line. EMPLOYEES WANT FLEXIBILITY Despite the massive layoffs, competition for skilled workers i~ ~redicted to remain tight. Companies that maintain rigid scheduling in lieu of adopting flexibility run the risk of alienating top prospects and losing valued employees. After all, what do today's workers value over money? Flexibility. Or so say 6,000 American and Canadian workers surveyed recently by Randstad North America, the parent company of several employment firms. The telephone survey, condncted by Roper Starch, found that employees want to balance competin8 work and family responsibilities. Fifty one percent of employees said li:ev would stay at their current iob rather than switch if their em?loyer offered flexible working hours. Also, 62 percent said they prefer a boss who understands when lhev need to leave work for personal reasons over one who could IMp them grow professionally, Perhaps most surprisingly. 51 perte~l nf employees prefer a }ob thai offer~ flexible hours over one that off~'rt, d an opportunity for advancmnent. It shnuld be noted lhat tile desire for flexibility does nnt translaw into a lack of dedication. The survey found that the majorily of employees, fi4 percent, des¢ribe themseh'es as ambitim~ wh,,n it comes to work and career, and 61 percent agre~ thai to gel ahead at work you must put in 11o perfent. And 58 percent of emplc~yees fi'el that it is within their make sure lheir personal not interfere with work, The feeling of college qu ] mls and retent grads echn fl~c~se ~,f emp)oypes in the 2 ,: Flexible hours are still the most sought after benefit for college students and recent grads according to the results of a survey released in March, 2001 by JOBTRAK.COM, the nation's leading online iob listing service. Flexible hours was the clear winner with 42 percent of respondents choosing it as their number one employment incentive--up from 35 percent last year at this time. FLEXIBILITY ENHANCED PRODUCTIVITY Productivity is no longer measured by face-time. Employers who strive to meet the needs of their employees and who offer flexible work options reap the benefits. In fact, a recent study by two British organizations, The Resource Connection and The Industrial Society, found that senior managers who can choose when and how they work perform significantly better than their colleagues who work the traditional 8-hour day. Researchers found that managers rated those who shared iobs and/or worked from home higher in produc~vity, resilience, leadership and con/mitment: * ?0% of the sample were seen as outperforming their full-time colleagues and even doing better than they had done as full-time workers. · 60% ranked very good or excellent at problem-solving and analysis. · 60% ranked very good or excellent at resilience in face of setbacks. · Those with flexible work arrangements scored higher on leadership and commitment. · ?0% of iob sharing executives were perceived to have 30% more output than one person doing the same job. · Job sharers scored higher on problem solving, teamwork and flexibility. Most studies report an increase in productivity when flexible work arrangements are implemented properly. This increase in productivity is often a direct result of reduced stress, enhanced morale, and more focus on the task and results rather than face time. Motivation and commitment seem to increase when employers demonstrate a sincere understanding of the work/life struggle today's employees face-- and back up this understanding with programs and policies that support flexibility. FLEXIBILITY IN FLEXIBLE WORK ARRANGEMENTS Perhaps the greatest value of flexible work arrangement lies in its name: flexible. There are a variety of options employers can use to give employees the flexibility they need. Here is a list of the more common alternatives: Flextime: Flextime is a time system that allows employees to be flexible with the actual hours that they work. While flextime requires that an employee work a pre-determined number of hours within a given time period (such as 40 hours during a 5-day work week), there is flexibility in the scheduling of these work hours. So, flextime does not decrease the number of hours worked in a week, but it offers employees a degree of flexibility and control over their time. Compressed work week: With a compressed work week, an employee can work the same total number of hours per week or in a two-week period, but not the same number of hours each day. There are many variations of how compressed work weeks are set up. By working more hours on the other days, an employee may be able to take off a half-day a week, a full day a week, or a full day every other week. ]'ob sharing: Job-sharing is a way for two people to fill one iob. Each person has a permanent part-time post. They split the hours, pay, holidays and benefits between them according to how many hours they each work. Telecommuting: Telecommuting is an option in which regular employees work primarily off-site, either at home or from a satellite office. Given advances in technology, the boundaries have blurred about where and when work gets done. Employees are increasingly accessible to their employers (and their employers to them) making it feasible and often prudent to work from outside of the office. Phased and partial retirement: While the retirement age has fallen steadily over the last century (only ~ about half of 62-year old men worked in 1990, down from 8 out of 10 in 1950), 80 percent of baby boomers believe they will continue to work at least part-time during their §0s and possibly beyond. As such, traditional work and retirement patterns are in flux. The most recent trend lately is for individuals to leave and re-enter the work force several times throughout their lives, interweaving work and leisure time activities and thus having the opportunity to create a better work-life balance. Flexible work arrangements should be on the top of the list on any company's work/life agenda; it is the benefit many employees want most, especially in today's lean economic times. Most employers should stop considering a flexible work arrangement as an accommodation and start looking at it as a business strategy. Progressive companies are quickly learning that restructuring full-time work to include alternative work options, such as flextime, a compressed work week and telecommuting, can be beneficial to both the employee and the employer. Allowing employees to have flexibility and some control over their work-- where, when and how they get it done--should be a part of an overall work/life strategy for any organization. [] 2001 19 TOD^Y S E LOYEES NF.m A __,. ub!_.pt/ll Tailor your Work/Life programsto help rneet employees needs and reduce stress to increase productivity. BY DENISE MARKLEY Stress. It's, perhaps, the one thing most employees have in common. White collar or blue, young or old, married or single, with kids or without, workplace stress continues to be a major concern, according to ComPsych's StressPulse for May 2001. In fact, 56 percent of employees are stressed by their workload and their increasing mount of responsibility. Perhaps this is because, whether they have family issues to support or not, Americans work at a frenzied pace. A 2000 study by Oxford Health Plans reported that 34 percent of workers have such busy jobs ~'~at. they have no down time at work, and 32 percent eat lunch while they are working. Almost one- third never leave their building once they arrive at work, and 18 percent say they are unable to use their ahnual vacation time due to job demands. The bottom line of American businesses feels this stress as well. The American Institute of Stress estimates that job-related stress costs U.S. industry $300 billion annually through absenteeism, diminished productivity, employee turnover, direct medical costs, and legal and insurance fees. In fact, AIS estimates that one million workers are absent on an average workday because of stress-related complaints. WE NEED A LITTLE PERSONAL TLC ~mployers can help minimize employee stress with negligible impact on the bottom line by ekpandino~ the scope nf their work/life benpfits--especially their resource and referral networks. Resource and referral services have traditionally connected working adults to dependent care providers for their minor children and aging parents, and provided resource materials to help baIance the resulting demands of home vs. work. However, what these services often not do is help employees help themselves, By giving employees access to ~he information fluev need to care of themselves, they can find their own personal soluti~ms ia controlling stress anti balancing their lives. "Just for Me" bern fils. as we call them. are to resource and referral as a day spa pass isto a berried individual You don't have to be a parent with chi}d care responsibilities, or a working adult with elder caregiving responsibilities to appreciate and benefit from "Just for Me" benefits. Think of it as a waiting oasis where you can go to indulge your own needs and satisfy your personal goals, "JUST FOR ME" FOR CAREGIVERS According to Senior Care Action Network (SCAN), seventy percent of seniors who rely on a child for caregiving are cared for by a daughter or daughter-in-law. The majority of those caregivers, 64 percent according to MetLife, also have full-time jobs. In fulfilling their caregiving duties, 64 percent use vacation/sick time, 33 percent take decreased hours, 22 percent take leaves of absence, 20 percent drop to part time, 16 percent quit their jobs and 13 percent retire early. What's more, according to ll'orking Il'amah magazine, depression is three times (continued on page 49] Statement of Ownemhip, Management, and Circulation lO $~ ~ July/A~ ~ ~st A~nue, Su~ 210 N~al~ CT ~51 ~ E~Ave~, Sure 210 N~al~ CT ~51 C~s P ~m, Sr ~ ~ A~nue, Sure 210 No~alk. CT ~851 Cha~ P. ~m, 5r C~ P W~am, Jr ~ ~ A~n~. Sure 210 N~a~ CT 0~51 Inte~ ~io~ Inc ~ ~st Ave. Suite 210 No~al~ CT ~851 ~y E. W~e 14 W~ton Hkll Rd, RNemi~, CT ~78 C~s ~ Wi~m S~ 158 F~a HiU Rd, R~fi~, CT ~8~ Chartes P. W~ckham r ~'~838.1437 ~ ~(~ ~ ~ ~ ~ 8.375 7.316 ~ ..... ~ ~ 8,375 7.516 g ~~r~ ~zm ~ ~.915 44.150 ~ ~~J ~ ~,175 44.3~ · ~l to Pu~h~ (conEnued from page 34) as common among employees who care for aging relatives than it is in the workplace as a whole. These caregivers can--and should--tap into their employer's resource and referral network to find information they need to care for their elder friend or relative: They can get names of care providers in their area; they can obtain information on meals on wheels, or transportation services. But, what about personal help for the caregivers themselves? They need care as well. By tapping into the "Just for Me" topical library of Work/Life Benefits' resource and referral network, caregivers can get educational assistance on depression, anxiety, caregiver well-being, burnout, support systems, coping with grief and loss --a host of information they need to take care of themselves. "JUST FOR ME" FOR CHILDLESS WORKERS New Census data reveals a substantial increase in the proportion of young, never married adults in their mid-20s and early 30s. The Census Bureau found that since 1970, the proportion of young American women who had never married doubled for those age 20 to 24 (from 36 percent to 73 percent), and more than tripled for those age 30 to 34 (from 6 percent to 22 percent). In fact, the Census Bureau predicts that after 2005, the most common type of households will be single people and married couples without children. Especially in light of these statistics, organizations need to evaluate their work/life programs to make sure they are providing something for everyone. Perhaps more than any other alternative, making sure that an organization's resource and referral network addresses the total spectrum of life issues is an efficient and effective way to offer meaningful work/life benefits to all employees. What did you see when you looked in the mirror this morning? Teeth a little yellow? Skin a little sallow? Hips a little heavy? Did you seem frazzled or angry as you headed out the door? Were you worrying how you were going to fit everything into your iam- packed day? Male or female, young or old, with kids or without, "Just for Me" benefits can help individual employees with resource materials on: · Teeth and gum care · Smoking cessation; · Cooking and eating right; · Exercise and nutrition; · Health appraisal; · Assertiveness; · Anger management; · Goal setting; · Time management; · Proiect management; · Second career options; and · Job change/relocation. (continued on page 52) SOLL%'3ONS OCTORER 2001 49 25 Low-Cost Benefits to Try Even if your organization is in the I midst of a belt-tightening period, you can still offer a number of valu- able benefits that will mean a great · Voluntary (employee paid) auto- mobile or homeowners' insurance. You can probably obtain a better group rate than employees could on their own, so workers may value such options. deal to employees, but that won't '1~ · Term life insurance through pay- have a great impact on the bottom 'roll deduction. eliminating the need for paper claim forms, this can be a cost saver for your benefits department, since employees swiping a card at their doctors' offices and paying themselves immediately for out-of-pocket expenses means fewer hours lost and less paperwork. Medibank line Employees may be willing to ,6, ',. ....... ~ · Financial services seminars or re- is one company that offers this (Birming- pay ~or certam t>enents--~I me em-<3'ferrals. Bring in outside experts to dis- ham, Mich.; www. Medibank.com). ployer arranges for a group discount cuss financial planning strategies with,~ · Personal enrichment training fo- price for them. Some benefits, such as,~ ~mployees cuses on self-improvement and positive ATMs or dry cleaning services, in- Q~g-) · A wetness month that includes ses- attitude. Another training option: formal volve finding a local vendor to come sions on topics such as stress management, career coaching and planning. onsite and provide the service, rather nutrition, and alternative medicine. · Vision benefits in a specific dollar than the company doing so itself. Ideas to consider: · Web-based concierge services. · Onsite dry cleaning services. · Onsite banking machines. · Onsite wellness center. · Overtime-work lottery for cash and prizes during a time when heavy produc- tion demands require all employees to work 20 hours of weekly overtime. · Employee computer purchase sub- sidy. Paying for half of the cost of an employ~ee's computer can help increase out-of-the-office productivity. · Reimbursement up to $250 annual amount, ratherthanbyhardwareorservice. maximum for auto maintenance, veteri-~ ·Domesticpartnerbenefitsforsame- narian bills, or pet insurance premiums, and opposite-sex couples. · ~ · Partial reimbursement for fitness * Onsite aerobics and health cook- club membership. You can put a dollar ing classes. You get the double benefits limit on this if you choose, and require of healthier employees and bonding. employees to submit a form to indicat~ · Employee portal to purchase addi- their usage of the facilities, tional benefits such as long-term care. · Potluck meals. Instead of the em- One provider that advertises full Web ployer buying lunch for everyone, ask implementation in about 35 days: Re- each employee in a department to pre- wardsPlus (Hunt Valley, Md.; 800-887- 1202; www.rewardsplus.com). pare a dish. You get the same social and ax team benefits at a much lower cost. · Pre-tax transportation reimburse- * Flexible spending debit card. By ' merit. Some municipalities offer pro- grams where employers can "buy" sub- ': ln>okincludes data to help control health and _ b:er~,ftts COsts, develop an effective benefits -strategy and buy automated benefits sys- tem, as well as information on other, related ..subjects. Contact: IOMA subscriber services, 212.244-0360 or subserve @ioma.com. Cas/: · $219., PlUS shipping and handling. - iW3.~.~.. Wyatt 2001/2002 EC~ Survey on .i:.~o~ Be~. Contact: Watson Wyatt at '=. 201,84~l177or~.ecssurveys.com. -: $870:'-. ;' ._ i ~'~" #um~n cap~a/'~ I~ee~ Care Trend ~7~iaamines insurance companies and :'i:. m'~na'-~:ca3e organizations to predict health ':~ trend factors Influencing group health plans ~) th~"~. Contact: www. andersen.com and !:..'~.~lk:k 0n ~'medla center~ to download the :--:::: Benefits Resources .!?~'2002 M~naglng Bene~ Plans Ye~r- ~e ~l ~mpanf s 2002 He~l~ Plan Cod Tre~$un,o, indudes data similar to those in the Andersen survey. Contact:. www.segalco. corn and dick on 'what's new~ to download the survey for free. 2001 5heriodr Expense Evaluattbn Report~, published ~ Sherlock Co. (Gwynedd, Pa.), is a comparison of health plans' administrative costs. Contact: 215-628.2289; Web site: www. sherlockco.com 'Exclusive IOMA Stud~. Costs & Technology Top Benefits Managers' Planning Issues for 2002," IOt~IA's Report on Managing Bene, fftr, Plans, December 2001 issue. Contact: IOMA, 212-244-0360 or subserve@loma. com ~'ostrThe December issue costs $25 and can be purchased electronically for immedi- ate downloading. way or other transportation fares on a pre-tax basis; or you can arrange for workers to do the buying pre-tax so they can save money on their commutes. · Multi-employer subsidized day- care plan. Team with other employers in your building or area to share the costs. · ~ · EAP "sanity savers." This is a per- sonal assistant program that can make hotel accommodations, arrange auto re- pair, plan events, and do gift and person- shopping. · Flexible spending accounts. These are becoming more affordable even for smaller employers. ,~· Employee recognition programs. Something as simple as a public thank you and a company mug cost little but speak volumes--and can improve productivity. · Lunch with the CEO or other exec- utive of your choice. It can be in the company cafeteria, but giving employ- ees one-on-one time with the organiza- tion's leaders is a benefit, a reward, and a wonderful opportunity to receive feed- back from the front lines. F1 StaffReport DATE: TO: FROM: SUBJECT: March 7, 2002 The Honorable Mayor and City Council Director Economic and Community Development Department City of South San Francisco First-Time Homebuyer Program RECOMMENDATION: It is recommended that the City Council review and comment on the proposed program description for a first time homebuyer program in South San Francisco and direct staff on identifying funding sources for the program if the City Council is interested in funding such a program. BACKGROUND: City staff has been working with the County of San Mateo, lending institutions, various school districts, and other cities on the Peninsula to create a uniform first time home buyer program for San Mateo County. The goal of the program is to bridge the gap between what buyers can afford and the high cost of housing on the Peninsula. By tapping into a variety of funding sources, including those of cities, the state, the federal government, pension funds and other private investors the program will be able to ma~!mize assistance for first time homebuyers. For several years the County of San Mateo and several cities on the Peninsula have been helping people buy homes through their first-time homebuyer programs. Typically, these programs provide low-interest second mortgage loans with payments deferred for several years. Unfortunately, escalating home prices have made most programs unworkable. Limited resources usually cap publicly financed second mortgage loans at $50,000 to $75,000, an amount that is no longer large enough help most low- and moderate-income homebuyers purchase a home. To solve this problem, the County, cities, and other interested parties have formed the Countywide Housing Investment Partnership (CHIP) to develop a first-time homebuyer program that creates incentives for community minded investors to help bridge the affordability gap by making loans to low- and moderate-income buyers. At the City Council's study session on March 7, staff will describe how a first time home buyer program works, provide a definition of affordability and income eligibility, and explain how a first time homebuyer program can help the City and school district attract and retain employees. STAFF REPORT TO: SUBJECT: DATE: Page 2 Honorable Mayor and City Council City of South San Francisco First-Time Homebuyer Program March 7, 2002 CONCLUSION: Based on the City Council's interest and comments on a first time homebuyer program, staff will design a City first time homebuyer program and bring it back to the City Council for action. At that time staff will also make a funding recommendation for the program. ~y: DMiraertcYtorVan Duyn 'v) Economic and Community Development Appt~Sved: Michael A. Wilson City Manager MAW:MVD:AFS CITY OF SOUTH SAN FRANCISCO INTER-OFFICE MEMORANDUM DATE: October 11, 2001 TO: Assistant City Manager FROM: Director of Parks, Recreation and Maintenance Services SUBJECT: Fundraiser Summary The purpose of this memorandum is to summarize the fundraising activity that is currently associated with the Parks, Recreation and Maintenance Services Department. Three types of activities are identified: those that are sponsored directly by the Department to support or augment City-mn programs; those that are conducted by a co-sponsored group to support non- profit clubs affiliated with the Department; and activities of affiliated groups that are not formally co-sponsored. These groups often collect dues to cover operating costs, however this memorandum identifies only their supplemental "fundraising" activities. I. DEPARTMENT-SPONSORED Event A. Holly Days Bazaar Funds annual volunteer luncheon, other program enrichment as directed by Senior Advisory Board Program Approximate Net Seniors $4,800 B. Fun Run Genentech/local businesses solicited to underwrite portion of event (Genentech did not support in 2001) Special Event $750 C. Silent Auction Held every other year to supplement enrichment materials used by childcare teachers Childcare $2,500 D. Candy Sales and Book Club Fundraiser to supplement curriculum materials Childcare $1,500 To: Assistant City Manager Subject: Fundraiser Summary Date: October 11, 2001 Page 2 E. Concession Stand/Alta Loma Park Cheerleaders volunteer in the stand to raise funds for uniforms and to participate in competitions Middle School $1,200 Cheerleaders F. Teen Dances Cheerleaders sell tickets to City-sponsored teen dances to support their activities Middle School $600 Cheerleaders G. Day In The Park Cheerleaders sold items at their Day In The Park booth to support their activities Middle School $900 Cheerleaders H. Cultural Arts Commission - Commission collects a 20% commission from the sale of art work at City-sponsored art shows - Sponsored a Silent Auction/Spaghetti Dinner to fund their Youth Art Scholarship Program - Day In The Park raffle tickets Commission $3,100 I. Soda Machines Soda machines in the MSB lobby as well as at the Terrabay Gymnasium are operated by recreation staff; profits used to supplement program supplies, such as sports equipment Department $2,000 II. CO-SPONSORED GROUPS The Department has a formal process with the co-sponsored groups. They are required to submit' an annual report, which includes a financial statement and report of fundraising activity. The following groups reported fundraising activity for 2000: To: Assistant City Manager Subject: Fundraiser Summary Date: October 11, 2001 Page 3 Group A. Senior Club Raffles, bake sales B. AARP Gifts, donations C. Widow and Widowers Holly Days booth, cake service at Day In The Park D. Historical Society (includes Museum and Plymire/Schwarz) Fashion Show/EKS, October Dinner/Raffle, Craft Show E. Youth Baseball Managers Association Concession sales, Dinner/Dance, Hit-A-Thon, Raffle, Snappers, Tournaments F. Pee Wee Baseball League Concession sales, clothing sales, Dinner/Dance, Tournament G. South San Francisco Aquatics Club Swim meet, vending machine (pool lobby), Aquathon llI. PENDING CO-SPONSORED GROUPS Pending Group A. Friends of Parks and Recreation Memberships, food sales at Halloween Extravaganza, Day In The Park raffle tickets The Friends have used funds to sponsor summer camp scholarships, purchase supplemental equipment to support Recreation activities, such as a bench for the Magnolia Senior Center. B. Ballet Folklorico Farmer's Market sales, solicitation of business report. This group has not formally applied for co-sponsorship; fundraising not reported. Approximate Net $4,000 $9O0 $1,000 $5,300 $26,000 $17,000 $11,000 Approximate Net $1,600 To: Assistant City Manager Subject: Fundraiser Summary Date: October 11, 2001 Page 4 C. Sister City Committee This group does not formally report to the Department, however they do conduct fundraising activities. Please advise if any additional information is requested. Director of Parks, Recreation and Maintenance Services City of South San Frandsco Memorandum To: Mike Wilson, City Manager From: Valerie Sommer, Library Director Date: October 17, 2001 Re: Library Fundraising Activities Local fundraising efforts by the Friends of the Library, Project Read and the Community Learning Center are summarized below. All three groups, as well as the Library Department as a whole, receive unsolicited donations throughout the year. These fundraising activities are in addition to grant writing efforts. Project Read The annual Trivia Challenge is the major fundraising effort by Project Read staff. Raffle ticket sales are the major source of income for this event. Raffle prize donations are solicited from local businesses, and these donations are acknowledged in the quarterly newsletter and on the Trivia Challenge program. A letter of thanks is sent to each donor. Additionally, businesses are approached and asked to contribute goods (soda, wine, etc) for the event. On occasion, Project Read sends out a Holiday Appeal letter to tutors in the program. Some of the tutors specifically ask for a letter because they want to contribute to Project Read before the end of the calendar year. Community Learnin.q Center The Resource Development Group (RDG) was created in Fall 1999 to gather a committee of community volunteers to help raise funds for the Community Learning Center. Although we have been very successful at securing grants, RDG efforts are seen as a means to sustain services when/if grant funding diminishes. Elaine Burrell, then President of the Chamber of Commerce, assisted us instartup efforts andagreed to Chair the committee during the first November 1, 2001 year. Committee members were identified through personal phone calls and referrals. Current committee members are Bill Boldenweck, Elaine Burrell, Lisa DeMattei, Norm Faria, Mary Giusti, Yolanda Gonzalez, Mauricio Melara, Sylvia Payne, Marc Teglia and Joy Ann Wendler. An orientation was held in February 2000 and the first committee meeting was held in March 2000. During the first year, the committee met monthly and developed a fundraising plan to ask for contributions from targeted individuals and businesses in our community. The group developed collateral materials such as a brochure, stationary and a website. In Fall 2000, the SSF Chamber of Commerce held a fundraiser dance ("Chamber Goes Country") and donated a portion of the profits to the Community Learning Center. In Winter 2001, Marc Teglia volunteered to Chair the committee. Using mailing lists developed by committee members, individual request letters were mailed to local residents, Learning Center participants and volunteers and SSF Chamber members. The group also began to solicit businesses through presentations. We raised over $9,200 in this first round of fundraising. Resource Development Group activities have been put on hold, pending clarification from Council regarding fundraising efforts of City programs. Friends of the Library South San Francisco Friends of the Library, a non-profit, 501[c](3) group, primarily raises funds through the sale of used books. This is a typical fundraising activity for all Friends of the Library groups. Some books (an increasing number actually) are donated and others are items withdrawn from library collections. The library also gives some materials to other local non- profit agencies. This facilitates our clearing out of outdated and damaged items and solves a major recycling issue. Our Friends group has just received an honorable mention from the Sustainable San Mateo County for these ongoing efforts. Prior to the large Spring Book and Plant Sale in May, Friends officers solicit donations from local companies (money, materials and/or services) and they usually hold a raffle on this day. In addition to book sales and related activities, Friends raises funds through memberships and the occasional donation from supporters of the group. Memberships begin at $10 (just increased from $5). For author programs, local bookstores may make a donation of a small percentage of book sale monies to the Friends. The Friends have also been participating in the annual Day in the Park raffle. Their ticket sales, though, are modest compared to other groups. 2