Belmont City Council
March 2, 2023

CITY OF BELMONT

CITY COUNCIL AND BELMONT FIRE

PROTECTION DISTRICT BOARD OF

DIRECTORS
www.belmont.gov

1. ROLL CALL

2. ITEMS OF BUSINESS

3. GENERAL BUSINESS
A. Strategic Planning Workshop

CITY COUNCIL SPECIAL MEETING AGENDA
Thursday, March 2, 2023
9:00 AM
Belmont Sports Complex
550 Island Parkway
Belmont, CA 94002
Persons wishing to orally address the Council on the items of business listed below will be given an opportunity to do so before or during the Councils consideration of the item.

General Business items are considered separately, typically in the order listed. The Chair will call for public comment on each item when the body considers the item.

Recommendation:

1.) that the City Council discuss the information presented at the workshop, identify any key projects or priorities for the upcoming year, and clarify if there are any new priorities that should be considered. Upon conclusion of the workshop, city staff will carry out a comprehensive review of the City’s strategic plan to ensure that the new priorities and any relevant revisions are made to the plan. Staff will utilize the plan in the Budget Process for the coming fiscal year. During the Budget Process, departments will identify the Priorities (projects/initiatives) that they will be able to accomplish, given the capacity of staffing, and additional needs or organizational changes will be identified for consideration by the Council.

2.) that the City Council either confirm the Mission, Vision and Values Statements or identify specific modifications that can be incorporated into a revised version of the document(s).

3.) that the City Council by motion determine which, if any, meetings they would like to cancel in 2022.

4.) that the City Council review and either confirm or identify specific modifications to the Council Protocols and Code of Conduct that can be incorporated into a revised version of the document(s).

Attachment(s):
2023 Strategic Planning Session - Staff Report.pdf
1 4. ADJOURNMENT
2023 Power Point Presentation
Facilitators Notes
Mission, Vision and Values Statment
2020 Belmont Strategic Plan
Dashboard of Key Strategic Objectives and Supporting Initiatives Deliverables 2022 Year End Accomplishments
2023 City Calendar (Summer and December Holidays
City Council Protocols
Belmont Code of Ethics and Conduct
If you need assistance to participate in this meeting, please contact the City Clerk at (650) 595-7413.

Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. Meeting information can also be accessed via the internet at: www.belmont.gov.

All staf reports will be posted to the web in advance of the meeting, and any writings or documents provided to a majority of the City Council/District Board or Commission regarding any item on this agenda will be made available for public inspection in the City Clerk's Of ice, One Twin Pines Lane, during normal business hours and at the Council Chambers at City Hall, Second Floor, during the meeting. 2

2023 Strategic Planning Session - Staff Report

STAFF REPORT
Meeting Date: March 2, 2023
Agency: City of Belmont
Staff Contact: Afshin Oskoui, City Manager
Agenda Title: FY 2023/24 Strategic Planning Workshop, Review of Council Protocols and Code of Conduct, and Council Recess Dates
Agenda Action: Discussion & Direction
Summary
On March 11, 2020, the City Council conducted a community visioning and strategic planning workshop, which was facilitated by a consulting firm specializing in leadership and organizational performance. The workshop provided an opportunity for the Councilmembers to establish Council norms, reflect on accomplishments from the past year, receive an update on the progress on the Council priorities and develop a new 5-year Strategic Plan, Attachment D. The Strategic Plan that resulted from that meeting was subsequently adopted in May 2020 and revisited on January 25, 2021, and February 23, 2022, for each of the following fiscal years.

The purpose of a strategic plan is to address both the current and anticipated needs for the City. Successful organizations have a clear vision of where they are going and how they intend to achieve their mission.

The City’s budget is directly linked to the principles and goals of the City priorities to show residents how city resources are allocated to meet the community’s vision and goals.

The Strategic Planning Session process is further intended to assist the City Council in developing a future focus, discuss issues and opportunities facing the community, set strategic directions and determine specific priorities. The Council’s strategic focus also provides a clear message to City staff as to what the Council aims to accomplish in the upcoming planning period. Additionally, this plan can provide valuable direction for development of the annual budget and capital improvements program, allocation of staff resources, and other important city functions.

The current strategic plan includes the following five City Council focus areas with supportive goals as its roadmap for action over the next 3-5 years:
3

2023 Strategic Planning Session - Staff Report
Since the strategic plan was first adopted in May 2020, the City of Belmont has experienced many challenges. Nevertheless, the organization has successfully navigated those challenges and achieved many accomplishments for which it can be proud.

Major progress has also been made in achieving the City Council's priorities, despite numerous national, state, and local emergencies that have occurred over the last year. City staff remain dedicated to facing the financial challenges ahead and building the foundation for a sustainable future for our community.

Much of the progress reported as part of this exercise will showcase our diligence to find and implement cost-savings, build organizational efficiency, and continue the pursuit of economic development initiatives. For easy reference, Attachment E includes a dashboard of the specific strategies that are summarized in this report.

Process
A “typical” Council Strategic Planning Workshop should include the following components:
 Review of recent major accomplishments
 Identification and discussion of issues, concerns, trends, and opportunities that may affect future city services, programs, policies, finances or operations  Identification of on-going priorities.
 Identification and discussion of significant programs, policies, projects, or initiatives that the city should consider in the next few years
 Review of goals and objectives for upcoming 12 to 24-month period  Implementation planning
Some topics the City Council may wish to consider as we discuss the Strategic Focus Areas for the upcoming planning horizon include:
 What significant policy issues might be facing the City over the next year?  Accomplishments during the last year.
 Challenges facing the City.
 What does the Council hope will be achieved within the next 3 to 5 years?  What is the Council’s vision for the community?
 What top goals and actions do you think the City should focus on in the coming 2-years? This year’s planning session is intended to provide an update on the status and benchmarks regarding these priorities, along with a status update on key actions on specific goals and actions to complete the strategic plan objectives.

Recommendation
It is recommended that the City Council discuss the information presented at the workshop, identify any key projects or priorities for the upcoming year, and clarify if there are any new priorities that should be considered. Upon conclusion of the workshop, city staff will carry out a comprehensive review of the City’s strategic plan to ensure that the new priorities and any relevant revisions are made to the plan. Also, staff will utilize the plan in the Budget Process for the coming fiscal year. During the Budget Process, departments will identify the Priorities (projects/initiatives) 4

2023 Strategic Planning Session - Staff Report
that they will be able to accomplish, given the capacity of staffing, and additional needs or organizational changes will be identified for consideration by the Council.

Review and Confirm the City of Belmont’s Mission, Vision & Values Statements The City has a long-standing Vision and Value Statement that has helped guide the development of the Council Priorities, General Plan and the City Budget. As we have discussed during previous Priority Setting Workshops with the Council, it is important that the City’s Vision Statement, Priority Setting Process and ultimately the City’s Budget are connected. In 2017 the Council modified the Vision Statement because of the priority process. The text of the current Mission, Vision and Values Statement in Attachment C is provided to help guide the discussion of the SFAs.

Recommendation
It is recommended that the City Council either confirm the Mission, Vision and Values Statements or identify specific modifications that can be incorporated into a revised version of the document(s).

Council Meeting Schedule (Summer, and December)
The City Council has traditionally canceled at least one or two meetings for a summer recess in either July or August. Given the early August deadlines set by the Registrar of Voters for submission of legally required ballot measure paperwork requiring Council action, staff recommends that the City Council consider canceling one or more of the following meeting dates in July and August:
 July 25th
 August 8th
 August 22nd
Additionally, staff would ask Council to also consider canceling the second meeting in December, which falls on December 26th this year, during the annual holiday closure of city offices.

Recommendation
It is recommended that the City Council by motion determine which, if any, meetings they would like to cancel in 2023.

Annual Review of Council Protocols, and Code of Conduct The City Council Protocols were adopted by the Council in August of 2016 and amended in April 2020.

The Code of Ethics and Conduct for Elected and Appointed Officials was amended by the Council in February of 2017, and then again in Nov/Dec 2022 in light of the City moving to by-district elections. No revisions are being proposed by staff for Council consideration, unless otherwise directed by the City Council.

Attachments:

A. Power Point Presentation
B. Facilitator’s Notes
C. Mission, Vision and Values Statement
D. City of Belmont Strategic Plan 2020
5

2023 Strategic Planning Session - Staff Report
E. Dashboard of Key Strategic Objectives and Supporting Initiatives Deliverables F. 2022 Year End Accomplishments
G. Council Calendar (Summer and December and Holidays)
H. City Council Protocols
I. Code of Ethics and Conduct
6 FY 202
4 Strategic Planning Workshop
March 2, 2023
7 2
Purpose

MID-CYCLE REVIEW
• Year 3 of 5-Year Strategic Plan

REVIEW OF PROGRESS & ACCOMPLISHMENTS

REVIEW OF OPPORTUNITIES & CHALLENGES
8 CITY OF BELMONT
|
City of Belmont • Strategic Planning Workshop • 3
// Agenda
• Welcome/Purpose
• Public Comment
• Where We Are Today—Economic Overview & Budgetary Forecast • Overview of Mission, Vision and Values
• Overview of Strategic Focus Areas
• Accomplishments for Each Focus Area
• Council & Staff Discussion/Working Session: Priorities for FY 23 • Wrap Up & Next Steps
• Other Matters
• Council Calendar
• Overview of Council protocols
• Adjourn
9 PUBLIC

COMMENTS
410

ECONOMIC

OVERVIEW AND

BUDGETARY

FORECAST
511
Economist’s Update
Economic outlook uncertain
• Could lead to continued, slow economic growth or relatively mild, short-lived recession • Will depend on Federal Reserve’s decisions about monetary policy Employment picture in California remains in flux
• Private sector and government jobs now exceeding pre-pandemic level • Jobs in leisure and hospitality and other service sectors have not yet returned High interest rates → downturn in CA housing market
• Median prices have declined 8.4% below previous peak
• Continued growth in construction will shield the state from more severe interest-rate contraction expected throughout the rest of the country
Source: UCLA Anderson Forecast
6 12
Governor’s Proposed
FY 2024 Budget
7 • Cracking down on Fentanyl, Organized Retail Theft & Other Crimes • $296.9B – Investing in California’s Values
• Transforming Education - $128.5B
• Tackling Homelessness & Housing Supply - $3.4B
• Increasing Health Care Access - $844.5M
• Fighting Climate Change - $48B (multi-year)
• Keeping Californians Safe - $564.4M
• Economic Development - $1.65B
• Strong Fiscal Foundation – Building up and maintaining reserves, one-time spending, paying down debts
13 CalPERS Pension Buck
Source: CalPERS June 30, 2022
8 Investment returns
• -7.4% as of
6/30/2022
(down from

21.3%)
14 Demographic Factors
Population: 27,203 and 
Source: State DoF
Office vacancy: 18.8% and 
• Square footage asking
prices (Class A) $4.71
and 
Source: Colliers
Interest rates: 2.17% and 
Source: LAIF State Treasurer
Inflation: 4.9% and  for
Region
Source: BLS
9 15
Demographic Factors
Source: California Employment
Development Department
0%
2%
4%
6%
8%
10%
2019 2020 2021 2022
Unemployment
%
Unemployment Statistics
California San Mateo County
16 Belmont Assessed Valuation
Source: San Mateo County
11 17
42%
16%
13%
13%
7%
9%
School Districts
Belmont Fire Protection District
Educational Revenue Augmentation Fund
San Mateo County
All Others
Belmont General Fund
Where Does the 1% Property Tax Go?
Source: HdL: San Mateo County Assessor
2022/23 Annual Tax Increment Tables
12 18
Property Tax Sale Price (Millions)
13 Source: HdL: San Mateo County Recorder
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
$2.50
$2.75
2015 2016 2017 2018 2019 2020 2021 2022
Detached Single Family Residential
Median Price
Average Price
19 Sales Tax Update – 3Q 2022 (July – September)
14 20
17 Community Benefit Survey Results
21 17
Next Steps
• Continue to engage the community to identify community service priorities
• Focus on diversification of locally-controlled revenues, longterm fiscalsustainability; prevent cuts to critical services • Explore new revenue sources to address aging sewer and storm drain infrastructure to ensure community resiliency 22 MISSION,

VISION, &
VALUES
1723

MISSION, VISION & VALUES STATEMENTS
Mission:

To enrich the quality of life for our community with the services provided for a safe, fulfilling and vibrant life.

Vision:

We are celebrated for enhancing:
> Distinctive community character
> Easy mobility
> Natural beauty
> Thriving culture
> Thriving economy
Values:

Our citizens — our top priority
Our employees — our most important resource
Honesty, integrity, respect and ethics
Open government
Fiscal responsibility
Quality services
Continuous improvement
Teamwork and partnerships
City of Belmont • Strategic Planning Workshop • 2424

CITY OF BELMONT
|
City of Belmont • Strategic Planning Workshop • 25
// MISSION, VISION AND VALUES STATEMENTS
Staff seeks direction if any changes are
desired by Council
25 STRATEGIC

PLANNING
2626

CITY OF BELMONT
|
City of Belmont • Strategic Planning Workshop • 27
// Strategic Planning
City’s Vision Statement,
Priority Setting Process, and
City Budget are Connected WE ARE
HERE
Set
Priorities
Build
Budget
Evaluate
Progress
Report
Results
27 Strategic Focus Areas –
Presentation & Discussion
28 Strategic Focus Areas

MISSION
VISION
VALUES
GOALS

OBJECTIVES

STRATEGIC FOCUS
AREAS
> Infrastructure and Mobility
> Economic Development & Housing
> Fiscal & Organizational Sustainability
> Public Safety
> Quality of Life
City of Belmont • Strategic Planning Workshop • 2929
Accomplishments for Each SFA
30 INFRASTRUCTURE
& MOBILITY
2631
• San Juan Pump Station Creek Stabilization – bid
opening March 16th
• Davey Glen ADA Project – bid
opening March 16
• 2023 Sanitary Sewer Rehabilitation
Project - bid opening March 16
• Relocation of traffic signal cabinets – bid
opening March 16th
• Ralston Segment 3 Cold-In- Place
recycled pavement to be advertised in
March.
• 2023 Pavement Project – to be advertised
to bid in March.
• Twin Pines Park Detention Basin and Creek
restoration projects - 30% design completed
• 2022 Pavement Rehabilitation Project
(5 streets) completed
• Ralston Segment 3 Pedestrian/Bicycle
improvements completed
• North Road Pump Station and Force
Main completed
• ECR/OCR Sanitary and Storm Sewer
Rehabilitation Project completed
• Hiller Gravity Pipe Upgrade almost
completed
• Sewer & Storm Master Plans – 60%
complete
• Ralston Adaptive Signals - completed
Infrastructure Investment – PW Accomplishments
32 Accomplishments – P&R
• EV charging RFP published
• New roofing at ports Complex bldgs
• CalOES-funded resiliency equipment in place
• Resurfaced 4 City tennis courts
• Maintained parks, fields and open space
• Awarded CalFire and FEMA grant funds for open space fuel reduction and home hardening education
Infrastructure Investment
33 Accomplishments – P&R
• Parks, Recreation & Open Space Master plan
underway; currently in Initial Study phase of
environmental review
• EV charging RFP published
• New roofing at Sports Complex bldgs
• CalOES-funded resiliency equipment in
place
• Resurfaced 4 City tennis courts
• Maintained parks, fields and open space
• Awarded CalFire and FEMA grant funds
for open space fuel reduction and home
hardening education
Accomplishments – PW
• 2022 Pavement Rehabilitation Project completed
• Ralston 3 Pedestrian/Bicycle improvements completed
• North Road Pump station and force main completed
• ECR/OCR Sanitary & Storm Sewer Rehabilitation
completed
• Hiller Gravity Pipe Upgrade almost completed
• Sewer and Storm Master Plans – 60% complete
• Twin Pines Detention Basin and Creek restoration
projects - ongoing
• Ralston Adaptive signal project complete
• 2023 Pavement Project – to be advertised in March.
• 2023 Sanitary Sewer Rehab Project - bid opening
March 16
• Davey Glen ADA Project – bid opening in March 16
Infrastructure Investment
34 ECONOMIC

DEVELOPMENT
& HOUSING
2635
• In 2022, the Permit Center received
2,187 permit applications and issued
1,814 permits
• Planning Received 51 New Project
Applications in 2022
• Issued building permits for 27 new
Accessory Dwelling Units (ADUs)
• Pipeline development activity
includes 942 new housing units; 508
are under construction, 172 have
received entitlements, 262 in
development review
• Adopted Energy Reach Code & EV
Infrastructure Regulations
• Launched new economic development
webpage for businesses, developers, and
other stakeholders
• Launched Community Benefits Priority
Survey
• Updated Housing Mitigation Fees for
residential and non-residential
development
• Adopted Belmont Village Specific Plan
Streetscape Design Guidelines Project
Accomplishments
36 FISCAL &

ORGANIZATIONAL

SUSTAINABILITY
2637
Fiscal Sustainability
• GFOA Award received for FY 2021 Annual Comprehensive Financial Report for the 23rd consecutive year
• Budget document revamped two years ago; received the GFOA Distinguished Budget Presentation Award and the CSMFO Operating Budget Excellence Award for FY 2023 Budget for second consecutive year
• Completed sale of vacant Housing Successor real property assets, with proceeds reinvested into affordable housing projects.
• Refinanced Sewer Treatment Facility Revenue Bonds before rate hikes took effect, resulting in approximately $3.5 million in savings and mitigated increases to sewer facility charges to Belmont residents.
• Achieved voter approval of the hotel tax ballot measure adjusting the TOT rate from 12% to 14% with vast community support and funding to provide essential City services
38 Accomplishments – HR
• Successfully recruited talented staff
in highly competitive labor market
• Executed aggressive strategies to fill
double digit vacancies
• Negotiated successor MOU/labor
contracts with bargaining groups
• 100% compliance of mandatory
harassment prevention training
• Recognized employees through
Annual Employee Recognition and
Appreciation events in person and
virtually
Accomplishments – Communications
• Reimagined and enhanced the City Brand
including logos, themes, and ongoing
vision
• Streamlined notifications platformsto
heighten proactive public communication
(meeting agenda, weekly newsletter,
press releases)
• Enhanced social media presence and
outreach efforts
Organizational Sustainability
39 Accomplishments – IT
• Continued telecommuting support and expansion
• Implemented new software for improved weekly
updates
• Designed Executive Dashboard/portal
• Upgraded Virtual Server Farm environment
• Expanded security camera infrastructure to include
Sports Complex
• Upgraded 311-Citizen Reporting/Engagement
application
• Streamlined Council agenda packets,staff reports
and contracts
Organizational Sustainability (cont’d)
• Migrated digital content to cloud
storage
• Protected City from cyber threats
• Conducted GIS Health-Check with
departments
40 PUBLIC SAFETY
2641
Accomplishments
• Increased Staffing to the C.A.R.E. (Crisis Assessment Resource and Education) Team • Held the 2nd Annual Mental Health Symposium with our Mental Health Partners • Completed the 2nd Annual Belmont Police Department Community Academy (Next Class Starts March 1st, 2023)
• Public Information Group increased proactive messaging to the community • Maintained a robust approach to outreach and transparency • Provided a safe community to live, work, and thrive
42 QUALITY OF LIFE
2643
Accomplishments
• Received Age Friendly City designation from World
Health Organization
• Expanded drop-in hours and activities at Twin
Pines Senior Center
• Relaunched aquatics program at Carlmont High
School
• D.E.I. program underway with City staff
• Hosted Lunar New Year event 2x
• Residential Chipping program (2nd year)
• 177 tree permits processed
• Implemented youth scholarship and inclusion camp
programs
• 508 unique classes offered to Youth in 2022; exceeded 2019 revenue
• Strong partnerships with signature contractors at
Barrett Community Center; (Footsteps, Stepping Stone
Enrichment Academy, Heartbeat Dance)
• Movies in the Park at 2 new locations
• Multiple new and signature events for youth and
families – Trunk or Treat, Egg Hunt, Letters to Santa,
Youth field trips, & more
• Adopted Children's Outdoor Bill of Rights
44 Staff Overview of Upcoming
Initiatives
45 INFRASTRUCTURE AND MOBILITY
City of Belmont • Strategic Planning Session • 40
• Goal: A transportation, facilities, and infrastructure system that maintains and improves our
community to meet current and future
demand
• Objectives:
> Enhance multi-modal transportation
> Advance pavement and street improvements
> Advance sewer and stormwater system improvements
> Improve Parks and Facilities
46 INFRASTRUCTURE AND MOBILITY
Parks and Recreation
• Install EV charging stations at City Hall
• Complete PROS plan and Open Space
Management Plan and begin Phase 1
implementation
• Complete City facility assessment
• Assist with Belmont Creek restoration
project
• Implement D.E.I. initiatives across
programs and events
Public Works
• Paving and slurry work through 2026
• Storm drain and sewer system master
plans – New Sewer Lateral Policy
• Stormwater Detention & Creek
Restoration design in Twin Pines Park
• Long-term Stormwater funding
mechanism
• Complete design of Alameda de las
Pulgas corridor improvement project
Upcoming Initiatives
City of Belmont • Strategic Planning Session • 4147

ECONOMIC DEVELOPMENT AND HOUSING
City of Belmont • Strategic Planning Workshop • 42
• Goal: Local business, land use, and
housing policies that support
economic development,
downtown revitalization and
diversity of housing choices
• Objectives:
> Implement Economic Development strategy
> Facilitate progress towards completion of
Harbor Industrial Specific Plan & EIR Project
> Successfully Manage Large Scale
Development Projects (Stanford, Biomed)
> Implement Housing Element Actions
48 ECONOMIC DEVELOPMENT AND HOUSING
• Economic Development Workplan – short and long-term initiatives • General Plan – Housing Programs, Safety Element Update, Density, CFD and Transportation Mitigation related Policy updates
• Long Range Planning – HIA and 101 Innovation District • Annexation – HIA, Infrastructure, Financing
• Place Making – Wayfinding Signage Program
• Affordable Housing Initiatives – funding, lower-income priority • Pipeline projects – Island Parkway, Shoreway Road, and HIA Biotech Projects; Housing, NDNU/Stanford, Davis Drive
• Cannabis policy
Upcoming Initiatives
City of Belmont • Strategic Planning Workshop • 4349

FISCAL & ORGANIZATIONAL SUSTAINABILITY
• Goal: Long-term financial stability and investment in our employees to strengthen organizational
development and effectiveness
• Objectives:
> Ensure Fiscal/Revenue Sustainability
> Strengthen Organizational Development
50 FISCAL & ORGANIZATIONAL SUSTAINABILITY
Upcoming Initiatives
Finance Department:
• Complete Revenue Measures: BLT, TOT, Services CFD, Cannabis, Sewer Refunding, RDA Bonds, Sewer Rates and Connections Fees, Stormwater Fee Update, FY 2023 limited scope fee study
• Explore HIA annexation and financing mechanism to support infrastructure needs • Explore funding optionsfor Belmont Community Center
• Explore refunding of 2009A Sewer Treatment Bonds to optimize savings and prevent increasesto sewer treatment facility charges
• Conclude dissolution of Belmont Successor Agency
City of Belmont • Strategic Planning Workshop • 4551

FISCAL & ORGANIZATIONAL SUSTAINABILITY
Upcoming Initiatives
Human Resources
• Continue to offer relevant training and
development/ leadership academies to
prepare staff for leadership positions
• Manage and control grievances and
facilitate corrective action
• Improve City onboarding process
• Advance classification study
• Revitalize employee wellness program as
resources become available
Information Technology (IT)
• Implementing IT Strategic Plan
• Tech upgradesfor Council Chambers
• Broadcast Booth hardware/software
upgrades
• GIS governance and application
development/use
City of Belmont • Strategic Planning Workshop • 4652

PUBLIC SAFETY
City of Belmont • Strategic Planning Workshop • 47
• Goal: Forward-thinking public safety
services aligned with community
needs including civic
engagement, partnerships, and
public education.
• Objectives:
> Ensure public safety – police and fire
53 PUBLIC SAFETY
Upcoming Initiatives
• Explore additionalstaffing to satisfy the needs of the thriving community • Upgrade the antiquated communication infrastructure to meet DOJ (Department of Justice) requirements
• Utilize advancing technologies to assist in providing a safe environment to live and work • Always looking for new innovative ways to connect and address community concerns through collaboration and partnerships
City of Belmont • Strategic Planning Workshop • 4854

QUALITY OF LIFE
City of Belmont • Strategic Planning Workshop • 49
• Goal: Maintain and enhance Belmont’s
character and quality of life in
our community.
• Objectives:
> Improve Parks & Recreation programs and facilities
> Promote place-making
> Expand communication and outreach
55 QUALITY OF LIFE
• Complete PROS plan
• Seek funding for new Community Center and begin next level of design • Complete City Tree& Facility Assessments
• Continue to deliver innovative and high-quality programming and events • Administer grant funding for open space fuel reduction • Continue Twin Pines Master Plan Phase 1 implementation • Prepare for Belmont Creek project impacts on P&R programming • Continue DEI planning and implementation
• Implement Public Art installation
Upcoming Initiatives
City of Belmont • Strategic Planning Workshop • 5056
Council & Staff
Discussion/Working Session
57 WRAP UP &

NEXT STEPS
5658
Council Discussion of Strategic
Focus Areas & Priorities
• Staffseeks Council Direction as to which top SFAs or projects are of highest priority for FY 2023
• Other future endeavors (Council to brainstorm ideas with staff input) For each idea, consider:

Cost of
Inaction
Alignment
with Vision
Organizational
Impacts,
Staffing
Fiscal
Impacts Feasibility
59 Working Together for Success
& Bringing our Plans to Life
Next Steps:

Carry out a comprehensive review of the City’s Strategic Plan > Continue engaging the public
> Ensure that the new priorities and any relevant revisions are made to the Plan.

City of Belmont • Strategic Planning Workshop • 5860
OTHER

MATTERS
5661
60 2023 City Council
Meeting Calendar
Considerations: • Council Recess
-
(cancel July 25th August 8th August 22nd
) ?)
• Proposed Holiday Closure:

December25, 2023– January1, 2024
62 17
City Council Protocols
Refer to Supplemental Materials
Affirm Protocols
63 2023
Let's Get to
Work
5664
Memorandum: Summary of Interview Themes
2/28/23
1 MEMORANDUM
DATE: February 28, 2023
TO: Honorable Members of the City Council, City of Belmont FROM: Andy Pendoley, Strategic Planning Consultant
RE: Summary of Key Themes – Interviews with City Council Members and Senior Management Team Members
As a first step in the process to update the Strategic Plan for the City of Belmont, each City Council member and Senior Management Team (SMT) member participated in an interview with the strategic planning consultant. Each interview occurred via videoconference in a one-on-one format across a range of topics including: the City’s new governing structure; priorities for the near and long-term; communications among Councilmembers and SMT; and desired outcomes for the strategic planning process. Following is a summary of key themes that emerged across these topics and interviews.

New City Governance Structure
The city’s new governance structure of an elected Mayor position and four district-based Councilmembers provides opportunities for a broader representation of community voices in civic governance, which is a value everyone shares. As Belmont is a relatively small city, many opportunity, issue, and focus areas are not relegated to specific districts (with the exception of growth planned in District 1,) thus should largely be considered with a citywide view. That said, respecting the situations when decisions impact or benefit one or two districts disproportionately compared to the other districts should be acknowledged and considered. Nevertheless, honoring the City Council’s recently adopted code of conduct and governance that emphasizes citywide considerations for all Councilmembers will be important to communicate and foster among all community members.

Moving forward, many believe that representation through the district-based structure will be best served by encouraging significant numbers of candidates. City government could promote closer engagement through commissions and similar participatory structures that bring more community members into the governing space.

Communication and Collaboration
While deliberation among Councilmembers is governed and restricted by the Brown Act, continuing to promote open, inclusive dialogue during regular council meetings is important. Where feasible and appropriate, study sessions, sub-committee arrangements, and similar convenings among Councilmembers are desirable to “dive deeper” on issues and explore solutions. 65 Memorandum: Summary of Interview Themes
2/28/23
2 Councilmembers appreciate the ongoing, consistent, and open lines of communication with the City Manager and SMT. Continued responsiveness to Councilmembers’ requests for information are appreciated, particularly among new council members. Similarly, SMT members work closely together through regular formal and informal communications that help to get work done efficiently, effectively, and in a coordinated way.

Long-Term Priorities
Land and Housing Developments
With a significant amount of long-range planning for growth recently completed or near completion, implementation of major development, housing, parks and recreation efforts should move forward.

Implementing the Belmont Village Specific Plan, major housing developments, and life science developments offer many opportunities to improve infrastructure, increase public revenues, and elevate Belmont’s profile in the region.

While Councilmembers and SMT members agree these will be positive changes for the community, there is also recognition that implementation will need significant attention and resources from city government to support smooth, streamlined efforts. Some specific areas include the following:
• Strengthening staff resources/levels to process major development projects. • Increasing communications and engagement with community members– particularly in and around the primary housing sites along the El Camino Real and transit corridors –to ensure their concerns about growth, impacts, and community benefits are addressed and respected to the greatest extent possible.
• Measuring and addressing the expected growth in traffic congestion.

City Finances and Revenue Sources
Currently, city finances are generally viewed as stable and in good standing. With forthcoming and significant growth and development in the community, additional needs for city services and infrastructure will also grow. New opportunities to generate public revenues are possible as part of this growth and development, but will require close analysis and consideration of options, including but not limited to: development impact fees; special financing districts; business license tax; tax measures; and other options.

Climate Change and Resiliency
As recent storms demonstrated and reminded: major weather events, sea level rise, flooding, and similar conditions are expected to be the norm, if not growing in frequency. The impacts on public safety, infrastructure, commerce, and public resources will require continual preparedness and coordination within City departments and in partnership with other public agencies.

Commercial Cannabis Regulation
While initial study and consideration of commercial cannabis zoning did not result in new regulation, many acknowledge that further consideration is worthwhile or necessary. That said, given other long and near-term priorities under consideration, and the likelihood that this zoning would occur where 66 Memorandum: Summary of Interview Themes
2/28/23
3 other major development and changes are planned, moving this forward should be grounded in extensive community engagement.

Stanford Belmont Campus
While the potential change of Notre Dame de Namur University to a Stanford University property is compelling to many in the community, how this may occur is still to be determined. The City has very limited authority to influence Stanford’s decisions for the campus’ future. City leaders understand that close collaboration and relationship-building with Stanford officials will be necessary to encourage desirable community benefits and mitigated impacts.

Public Safety Resources
Continued investment in public safety resources is desired to support planned growth and development in the community. Rehabilitation of Fire Station 15 and proportionate growth in staffing ratios related to service areas and population densities are top priorities.

Near Term Priorities
Generally, initiating or continuing sustained efforts and progress toward the long-term priorities are important to everyone. Following are additional near term priorities identified by interviewees:
• Filling Open SMT Positions: The open director positions in Human Resources and Information Technology have impacted City operations. Filling these positions to ensure that core operations have minimal/zero disruption are vital to promoting a productive workplace and delivery of City services.
• Completing the Parks and Recreation Master Plan: While some aspects of the planning process have been contentious and difficult, completing the environmental review and the master plan will help the City and community to move forward in strengthening access to parks and open space.
• Engaging the Community: The significant amount and pace of change that will occur in Belmont in the next decade may cause major concerns in specific communities, if not citywide. Elevated levels of meaningful, deep community engagement to support localized projects and/or citywide initiatives may be warranted to address fears, improve outcomes, and sustain confidence in civic leadership.
• Implementing Diversity, Equity, and Inclusion (DEI) Initiatives: Pursuing meaningful change towards true DEI in the civic fabric and city operations and services will take time. Nonetheless, incremental, measured efforts and changes are feasible in the near-term, and should continue with sustained and intentional implementation into the long term.

Strategic Plan Update
Overall, the Strategic Plan framework and the elements are an effective organizing structure for the City.

It is important that it continue to organize efforts in a prioritized structure, including estimated time frames and measures for progress and completion. Identifying how near term efforts support long-term 67 Memorandum: Summary of Interview Themes
2/28/23
4 priorities is also important. The quarterly progress report to City Council via the “dashboard” is valuable; however, a streamlined reporting format may be helpful for communicating progress and status. A streamlined format may also support SMT members in efficient use of their time in gathering and reporting on progress.
###
68 To enrich the quality of life for our community
with the services provided for a safe, fulfilling
and vibrant life
69 VISION STATEMENT
Vision Statement

DISTINCTIVE COMMUNITY CHARACTER
· Belmont prides itself on being unique.
· Its small-town ambience sets it apart as a tranquil, inclusive, safe, and desirable place to live, work and play.
· We get involved in town matters because we care about living here. · We connect with each other in all kinds of gathering places. · We value and celebrate a strong commitment to diversity, inclusion, safety, equality and dignity for all individuals in Belmont.
· Our strong sense of community and enjoyment of the town’s assets and activities deepen as we become better informed and connected.

EASY MOBILITY
· We put a priority on getting out of, into, and through town efficiently. · Bicyclists, walkers, and other non-drivers get where they’re going easily and safely. · We require safe residential streets and smooth-flowing thoroughfares.

NATURAL BEAUTY
· We choose to make our home among these beautiful hills, trees, parks, views, and open spaces.
· Our natural surroundings inspire us to play, create, and contemplate. · Our actions today preserve and enhance Belmont’s beauty to make it even lovelier for future generations.
· Our wooded residential areas are diverse, peaceful and well maintained.

THRIVING CULTURE
· Belmont is a wonderfully safe, culturally diverse and supportive place to raise a family. · We facilitate lifelong learning in our academic, artistic, athletic, and social dimensions and we thrive on interconnection with the rest of the world · Our schools and library are the pride of the community. · Our university is intrinsic to Belmont’s social, artistic and economic life. · Our playgrounds and athletic fields are of high quality and in high gear. · The arts thrive in this creative, appreciative town – the arts hub of the Peninsula. · Our history makes Belmont what it is, and we preserve that heritage for our children.

THRIVING ECONOMY
· A charming, vibrant town center is the heart of our civic and economic life. · Our economy prospers with a mix of attractive, successful businesses that fit with our community character.
· We look first into our town shops and restaurants for what we need. · Education, arts and the economy flourish in concert.

March 28, 2017
70 STATEMENT OF VALUES
We believe local government exists because of our
Citizen-customer and seek to understand and meet their
needs within the resources available to us.

We are dedicated to the highest standards
of honesty, integrity and ethics in all that we do.

We believe that employees are our most important
resource and the cornerstone of the City's success. We
are dedicated to providing our employees with the tools, training and incentives necessary to accomplish our mission.

We are dedicated to an open government process which
encourages citizen involvement in all aspects
of municipal activities.

We are dedicated to the fair and respectful treatment
of all people, and we recognize and value the
strengths derived from our diversity.

We are dedicated to responsible fiscal management,
the development of a sound local economy and
long-term fiscal stability.

We are dedicated to providing quality services and
continuously improving our service delivery through
relevant, reliable, and consistent processes.

We believe that teamwork, partnership and interagency
cooperation synergizes work and improves the quality
and consistency of outcomes by strengthening and
refining ideas, objectives and work products.
71 202 0

STRATEGIC PLAN

CITY OF
72 CITY OF 2020 STRA TEGIC PLAN 2
To the Belmont Community
On Wednesday March 11, 2020, the City Council and City’s Executive Leadership team participated in a community visioning and strategic planning workshop. Although the current global health crisis casts a shadow on our daily activities, the City Council and City staff were engaged in this robust planning discussion to help guide and develop a Strategic Plan to lead us into the next 2 to 3 years and beyond.

Through disciplined leadership and guidance, the City is presently on positive financial footing in the near term. However, given the current events, there are some storm clouds forming which means we need to continue our vigilance, be intentional and thoughtful about how we continue to provide our quality services which the community is accustomed to, while allocating resources to align with our vision and goals to continue with the effective use of your tax dollars.

The day’s collaborative and productive discussions to address Belmont’s critical issues generated five Strategic Focus Areas to build on our continued momentum and success. A unified vision for the future uses the City’s vision and the following City Council focus areas as its roadmap for action over the next 3-5 years, as highlighted below.

Infrastructure
& Mobility
Now comes the fun part: rolling up our sleeves and getting to work with unified leadership, a talented workforce, and an involved citizenry. Communication strategies that encourage transparent and consistent dialogue will be an integral part of implementing the Strategic Plan’s initiatives. We will provide regular updates to the Council and community on each focus area and initiatives through each fiscal year. While there are many projects within city departments that support these focus areas, the Strategic Plan features the highest priority outcomes. As we lead into the future to keep Belmont a great city as a thriving and sustainable community for all, we look forward to your support and participation! Respectively Yours,
Afshin Oskoui, P.E., PWLF
City Manager
Economic Public Safety
Development
& Housing
Fiscal &
Organizational
Sustainability
Quality of Life
73 CITY OF 2020 STRA TEGIC PLAN 3
Definitions

MISSION
VISION
VALUES

STRATEGIC

FOCUS AREAS
GOALS

OBJECTIVES
Purpose or reason for being
Aspirations; picture of our desired future
Fundamental beliefs or guiding principles that drive
our behaviors
Broad, most critical areas of focus for the continuing
success and sustainability of the City
Desired result or end-point needed to support each SFA
Specific and measurable actions to achieve the goal
74 CITY OF 2020 STRA TEGIC PLAN 4

MISSION
VISION
VALUES
To enrich the quality of life for
our community with the services
provided for a safe, fulfilling and
vibrant life.

We are celebrated for enhancing:
• Distinctive community character
• Easy mobility
• Natural beauty
• Thriving culture
• Thriving economy
• Our citizens — our top priority
• Our employees — our most important resource
• Honesty, integrity, respect and ethics
• Open government
• Fiscal responsibility
• Quality services
• Continuous improvement
• Teamwork and partnerships

STRATEGIC
FOCUS AREAS • Infrastructure and Mobility
• Economic Development and Housing
• Fiscal and Organizational Sustainability
• Public Safety
• Quality of Life
75 GOALS

OBJECTIVES
CITY OF 2020 STRA TEGIC PLAN 5
A transportation, facilities, and infrastructure system that maintains and improves our community to meet current
and future demand.

Enhance multi-modal transportation

1. Implement Ralston & ADLP Corridor Plans.

2. Plan and implement BVSP Mobility Plan.

3. Advance Ped & Bike Masterplan.

4. Develop and implement Transportation Demand
Management (TDM).

5. Continue to identify and address trends to inform traffic management approach and solutions through PTSC process
(3Es) and Mobility/Capital Plans.

Advance pavement and street improvements

1. Advance rolling 5-year community-wide street pavement maintenance (Measure I & SB1 funding).

Advance sewer and stormwater system improvements

1. Complete updates to Sewer and Stormwater Master Plans.

2. Continue progress with sewer system improvement program.

3. Advance stormwater improvement priority repairs (Measure I).

Improve parks and facilities

1. Address Belmont Community Center improvements.

2. Advance athletic field improvements.

3. Assess facilities’ needs.

INFRASTRUCTURE
& MOBILITY

STRATEGIC

FOCUS AREA
76 GOALS

OBJECTIVES
CITY OF 2020 STRA TEGIC PLAN 6
Local business, land use, and housing policies that support economic development, downtown revitalization and diversity of housing choices.

Implement Economic Development strategy

1. Establish an economic development framework, identify and prioritize specific community benefits that the City would like to implement.

2. Identify existing and new funding sources for economic development program activities, prioritize expenditures and leverage City funds and assets with state or federal programs.

3. Establish strong relationships and regular communication with community partners, including Belmont Chamber of Commerce, government and educational institutions and business community leaders.

4. Explore new tools for direct engagement with the Belmont business community.

Coordinate housing and land use

1. Ensure land use policies and practices support a diversity of housing choices, leverage existing affordable housing assets, and increase options for affordable housing.

2. Engage in long range/advanced planning projects to facilitate TOD related housing and economic development and establish a specific Plan Area for the Unincorporated Harbor Industrial Association (HIA).

3. Prepare and implement the 2022-2029 Housing Element in compliance with new housing laws.

4. Continue with implementation strategy/plan for the GP and BVSP.

5. Coordinate multi-department/stakeholder team to address timely major development applications (e.g. CD, PW, CA, ED&H).

6. Consider and adopt short-term residential rental rules.

ECONOMIC DEVELOPMENT
& HOUSING

STRATEGIC

FOCUS AREA
77 GOALS

OBJECTIVES
CITY OF 2020 STRA TEGIC PLAN 7
Long-term financial stability and investment in our employees to strengthen organizational development and effectiveness.

Ensure fiscal/revenue sustainability

1. Maximize existing sources of revenue, identify new revenue sources to maintain financial stability.

2. Invest in systems and process to promote innovation, effectiveness, and financial stewardship.

3. Secure ongoing funding for sewer, storm, streets, facilities, and parks to address deferred maintenance and future capital needs along with a plan to support critical public services.

4. Use Measure I/SB1 funding to advance infrastructure projects.

5. Evaluate development impact fees for new development infrastructure and services.

Strengthen organizational development

1. Develop recommendations and implementation work plan to address talent management, succession planning, workforce planning, and employee/career development.

2. Provide equipment, technology, and resources to employees to ensure high level of service delivery to our community.

3. Create a culture that assures employees are valued, that leadership promotes innovation, creative problem solving, outstanding customer service, and encourages employee
engagement.

4. Develop and capture institutional knowledge documenting processes and procedures in anticipation of retirements and turnover to ensure continuity of services to the community; and opportunity to improve those processes and procedures.

FISCAL &

ORGANIZATIONAL

SUSTAINABILITY

STRATEGIC

FOCUS AREA
78 GOALS

OBJECTIVES
CITY OF 2020 STRA TEGIC PLAN 8
Forward-thinking public safety services aligned with community needs including civic engagement, partnerships, and public education.

Ensure public safety – Police and Fire

1. Maintain strong community outreach, and align public safety services with community needs.

2. Engage in succession planning.

3. Enhance internal and external communication.

4. Leverage technology and innovation to protect the community against all risk and threats.

5. Develop a financial plan and replacement strategy for Fire Station 15.

PUBLIC SAFETY STRATEGIC

FOCUS AREA
79 GOALS

OBJECTIVES
CITY OF 2020 STRA TEGIC PLAN 9
Maintain and enhance Belmont’s character and quality of life in our community.

Improve Parks & Recreation programs and facilities

1. Complete Barrett Community Center Master Plan.

2. Complete Parks, Recreation, and Open Space Master Plan.

3. Deliver accessible, inclusive, age-friendly services, programs, and facilities.

Promote place-making

1. Promote an environment that encourages arts, consider art in public places and within new development.

2. Explore funding and creative solutions for place-making within public spaces for all ages.

3. Design and implement a City branding effort, inclusive of community signage/wayfinding and gateway features in line with GP/BVSP objectives.

4. Develop public streetscape design standards to enhance place-making in BVSP.

Expand communication and outreach

1. Develop and expand comprehensive public information and engagement strategy.

2. Conduct outreach and community education about city services, areas of cost, and financial resources.

QUALITY OF LIFE STRATEGIC

FOCUS AREA
80 CITY OF 2020 STRA TEGIC PLAN 10
Acknowledgments
Mayor and City Council
Warren Lieberman, Mayor
Charles Stone, Vice Mayor
Davina Hurt, Councilmember
Julia Mates, Councilmember
Tom McCune, Councilmember
Executive Leadership
Afshin Oskoui, City Manager
Scott Rennie, City Attorney
Thomas Fil, Finance Director
Cora Dino, Human Resources Director
John Jones, Information Technology Director
Carlos de Melo, Planning & Community
Development Director
Brigitte Shearer, Parks & Recreation Director
Peter Brown, Public Works Director
Tony Psaila, Police Chief
Ray Iverson, Fire Chief, San Mateo Consolidated Fire
Staff
Terri Cook, City Clerk
Jennifer Rose, Economic Development &
Housing Manager
Nawel Voelker, Finance Department
Jozi Plut, City Manager’s Office
Facilitator
Michele Tamayo, Tamayo Group, Inc.

Graphic Design
JPW Communications
81 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES

INFRASTRUCTURE
& MOBILITY
Q1 2021 Complete Milestone achieved
Q2 2021 Complete Milestone achieved
Q4 2021 Behind target Completion is expected in Q2 2022 (Contractor delays) Q3 2020 Complete Milestone achieved
Q1 2023 Meeting or ahead
Meet with Four-Corners Committee in April to provide
project update.

Q4 2022 Meeting or ahead
Project schedule dependent on Artisian Crossing project development timeline and payment of Dev. fees
Q4 2023 Meeting or ahead
Ongoing Meeting or ahead
Ongoing Meeting or ahead tally 21 sidewalk policy installations Ongoing Meeting or ahead

Ralston 3 + $175k applied for in Dec 21
Q3 2020 Complete Milestone achieved
Ongoing Meeting or ahead
Q4 2021 Behind target Delayed due to budget freeze/reductions Q4 2021 Behind target Delayed due to budget freeze/reductions Q1 2022 Behind target Delayed due to budget freeze/reductions Q2 2022 Behind target Delayed due to budget freeze/reductions Ongoing Meeting or ahead
Q2 2021 Complete
Q4 2021 Complete
Q2 2022 Complete
Q2 2020 Complete Construction Completed
Q2 2020 Complete Re-advertisement in Q1 2021 - saved $600k Q4 2021 Complete Project Complete
Q2 2021 Complete Construction beginning
Q3 2021 Complete Project Complete
Q2 2021 Complete Presented the Plan at the May 11th City Council Meeting Q1 2022 Meeting or ahead Project is on track.

Q3 2022 Meeting or ahead
Q2 2022 Meeting or ahead Project is on track.

Q3 2022 Meeting or ahead
2022 Belmont Preservation Project (LSR), 8 streets
Advertise Construction Contract
Complete Construction
A transportation, facilities and
infrastructure system that
maintains and improves our
community to meet current
and future demand.

Complete Construction
Begin Study
Complete Study
Complete Study
Implement the City’s sidewalk installation Policy
Council Approval of TDM
Implement plan in conjunction with new development
Seek grant/other opportunities to add/enhance bike lanes and sidewalks Feasibility Study for O’Neil Grade Separated Crossing:

Neighborhood Traffic Calming Policy
Develop draft Policy and Present to BPAC
Advertise Construction Contract
Complete Construction
2021 Pavement Maintainence Project
Advertise Construction Contract
Behind target

1. Implement Ralston & ADLP Corridor
Plans
Slightly behind target
Pavement Management PCI Update
MTC Scope of Work Approval
Perform Condition Assessment
Present Pavement Condition Report to City Council

2. Plan and implement BVSP Mobility Plan

3. Advance Ped & Bike Masterplan

4. Develop and implement Transportation
Demand Management
Present Policy to City Council
Implement Policy
2022 Pavement Reconstruction Project
Advertise Construction Contract
Complete Construction

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

ENHANCE MULTI-MODAL TRANSPORTATION

1. Advance rolling 5-year community-wide
street pavement
2019 Pavement Project Phase II Complete Construction

5. Continue to identify and address trends
to inform traffic management approach
and solutions through PTSC process (3Es)
and Mobility/Capital Plans

ADVANCE PAVEMENT & STREET IMPROVEMENTS
Update 5-year Pavement Program (2021-2026)
Address residents request through PTSC and provide annual updates to City

SUPPORTING INITIATIVES
Complete Construction
Complete Design
Advertise Construction Contract
Begin design
Completed Design
Ralston Corridor Segment 3:

ADLP Corridor Improvements:
2020 Pavement Reconstruction Project
82 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES
Q4 2020 Slightly behind
The Sewer Master Plan project started in Q2 2021, the
Storm Master Plan is expected to start in Q3 2021
Q1 2022 Behind target Completion is expected in Q4 2022 Q1 2020 Complete Milestone achieved
Q3 2021 Meeting or ahead Construction is completed. Pending punch list items.

Q2 2020 Complete Milestone achieved
Q1 2021 Complete
Q3 2021 Meeting or ahead Construction is completed. Pending punch list items.

Q3 2020 Complete executed MOU w/ SC & County
Q3 2020 Slightly behind
Total of 3 grants now secured for Belmont Creek
Restoration ($1m), Detention Basin Design ($914k),
Detention Basin CON ($6m)
Q4 2022 Meeting or ahead

1. Address Belmont Community Center
improvements
Q1 2022 Meeting or ahead Project Launch, outreach, site assessment; Round 1 survey complete

2. Advance athletic field improvements Q4 2020 Complete Project Complete

3. Assess facilities’ needs Q3 2021 Slightly behind Prepare RFP

ECONOMIC DEVELOMENT &

HOUSING

1. Establish an economic development
framework, identify and prioritize specific
community benefits that the City would
like to implement
Q4 2022 Slightly behind The Economic Development Task Force reviewed options for a Community Benefits Program/Policy and made
preliminary recommendations to the City Council in
January 2022. The City is working on completing internal and external stakeholder survery to determine community priorities. Next steps include a study sesison with Council and adoption of a formal policy. ED Consultant RSG is
providing support.

2. Identify existing and new funding
sources for economic development
program activities, prioritize expenditures
and leverage City funds and assets with
state or federal programs
Q4 2022 Slightly behind Continue to diversify and enhance City-wide revenues, identify funding priorities, and explore funding strategies focused on economic development activities. The Citu
Council will be considering a Community Benefits Program in Q4 2022 that would include establishing a community
benefit fund.

3. Establish strong relationships and
regular communication with community
partners, including Belmont Chamber of
Commerce, government and educational
institutions and business community
leaders
Q4 2020 Meeting or ahead Ongoing engagement with Belmont Chamber of Commerce and the San Mateo County Chamber of
Commerce to focus on business retention and expansion.

The City continues to utilize enhanced communications
tools to engage with business community and distribute
information.

IMPLEMENT ECONOMIC DEVELOPMENT STRATEGY
Develop a formal community benefit program/policy to identify the specific benefits the City would like to see occur, and outline development incentives the City is willing to offer (FAR, additional height, higher density, or financial contributions), to help guide the development process
Explore opportunities to create a Strategic Economic Development Incentive Fund; sources could include asset sales, new financing tool revenues, or other dedicated revenue streams. The fund will be structured so money can be replenished after making an investment
Participate in Chamber of Commerce operational activities; develop an Economic Development recurring newsletter; explore business visitation program options.

Begin Construction
Complete Construction
Begin Design
Begin Construction
Complete Construction
Update MOU with San Carlos, County of San Mateo and Flood Resiliancy District Conduct a city-wide Facility assessment
Begin preliminary design and environmental clearance
Complete Environmental Clearance
Complete Belmont Sports Complex Synthetic Turf Improvement Project Belmont Creek Restoration and Detention Basin Storage Project:

El Camino Capacity Improvement Project:

North Road Pump Station and Force Main Rehabilitation Project:

Local business, land use and
housing policies to support
economic development,
downtown revitalization and
diversity of housing choices.

Begin masterplan update of the Parks, Recreation and Open Space with community engagement

2. Continue progress with sewer system
improvement program

1.Complete updates to Sewer and
Stormwater Master Plans

IMPROVE PARKS & FACILITIES

3. Advance stormwater improvement
priority repairs (Measure I).

Begin Study

ADVANCE SEWER & STORM IMPROVEMENTS
Complete Study
83 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES

4. Explore new tools for direct
engagement with the Belmont business
community
Q3 2020 Complete The Economic Development Task Force met six times from October through January 2022, and presented a series of recommendations and ideas to the City Counil 1/25/22.

Next steps include preparing a revised ED Action Plan,
reviewing priorities with the City Council, and continue to keep stakeholders engaged with enhanced comunications.

Q4 2022 Slightly behind The City has closed sale on two of three identified LMI properties. These funds will be available for contribution to affordable housing projects.

Q1 2023 Meeting or ahead The Draft Housing Element 2023-2031 was submitted to the State Department of Housing and Community
Development for an initial 90-day review on August 24,
2022. The City expects to receive comments and work on
revisions in November and December 2022. The City
anticipates holding Public Hearings to adopt the Housing Element in January 2023, and final certification by HCD is required by 1/31/2023.

Q1 2023 Meeting or ahead The draft Housing Element 2023-2031 was submitted to HCD in August and includes several actions to rezone
properties in the CMU Corridor Mixed Use Zone to
eliminate the density metric and icncrease allowable FAR.

Rezoning of properties is anticipated to be done in 2023.

Planning activities for the HIA and development of a longterm vision will accelerate in reponse to anticipated commercial redevelopment (i.e. Biotech/Life Science)
projects along Harbor Blvd. An RFP for the HIA Specific Plan land use effort is anticipated to be released by end of October 2022. The area does not need to be rezoned to
meet our RHNA allocation.

Q1 2021 Meeting or ahead Zoning amendments contemplated in the Housing Element EIR Project Description.

Q2 2023 Meeting or ahead
Q1 2021 Meeting or ahead Zoning amendments contemplated in the Housing Element EIR Project Description.

Q2 2023 Meeting or ahead
Q1 2022 Meeting or ahead Zoning amendments contemplated in the Housing Element EIR Project Description.

Q2 2023 Meeting or ahead
Q1 2022 Meeting or ahead Ongoing communications between City team and County/LAFCO staff.

Q4 2024 Meeting or ahead
Start
Completed
Start
Completed
Start
Completed
Start
Completed
1) BVSP
2) ECR North & South of BVSP
3) North Old County Road
4) Harbor Industrial Area (HIA)
Initiate Ad-Hoc Economic Development Advisory Committee to support COVID-19 Business Recovery and Reopening Efforts
Complete sale of vacant Housing Successor real property assets and reinvest proceeds into affordable housing projects.

Complete RHNA-6 Methodology Process; Complete General Plan Housing Element Update.

1. Ensure land use policies and practices
support a diversity of housing choices,
leverage existing affordable housing
assets, and increase options for
affordable housing
Multi-year effort to evaluate and implement land use/density/intensity increases in the following areas. Project will include extending BVSP development standards to areas 2 & 3, and establishing a new Specific Plan for HIA area. Project will accelerate after Belmont RHNA number confirmation & completion of housing opportunity sites analysis for 2023-2030 Housing Element (Target Q1 2021).

COORDINATE HOUSING & LAND USE

2. Engage in long range/advanced
planning projects to facilitate TOD related
housing and economic development and
establish a specific Plan Area for the
Unincorporated Harbor Industrial
Association (HIA)

84 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES

3. Prepare and implement the 2023-2030
Housing Element in compliance with new
housing laws
Q1 2023 Meeting or ahead The Draft Housing Element 2023-2031 was submitted to the State Department of Housing and Community
Development for an initial 90-day review on August 24,
2022. The City expects to receive comments and work on
revisions in November and December 2022. The City
anticipates holding Public Hearings to adopt the Housing Element in January 2023, and final certification by HCD is required by 1/31/2023.

4. Continue with implementation
strategy/plan for the GP and BVSP
Q2 2021 Behind target City Adopted Public Arts Masterplan Q4 2020. PC/PR Study Sessions conducted Winter 2020 for
Signage/Wayfinding and BVSP Streetscape Design
programs. Public engagement survey for both programs
released in March 2022; good feedback obtained. CC
review and adoption of BVSP Streetscape Design
Guidelines targetted for October/November 2022. Refocused staff effort on Signage/Wayfinding program completion to follow.

5. Coordinate multidepartment/stakeholder team to address timely major development applications
(e.g. CD, PW, CA, ED&H)
Q1 2023 Slightly behind Internal stakeholder kickoff was initiated in Q1 - 2021.

Tagged as "One Belmont" Initiative. Staff work in the
Community Development, Public Works & Economic
Development Departments is focused on the priorities
identified in this plan. Staff has routinized a Development Review Team (DRT) monthly meeting to troubleshoot
issues/address solutions; ad-hoc meetings of a subset of this group also occur as needed for time-sensitive matters.

6. Consider and adopt short-term
residential rental rules
Q2 2023 Behind target On hold, pending further evaluation of options and conversation with City Council on scope of the need.

FISCAL & ORGANIZATIONAL

SUSTAINABILITY

1. Maximize existing sources of revenue,
identify new revenue sources to maintain
financial stability
Q1 2023 Meeting or ahead - TOT ballot measure placed on November 2022 ballot. - Completed final dissolution of Belmont Successor Agency that will mitigate RDA property tax impact and increase general property tax.
- Continue to advance efforts on developing a Community Facilities District to support citywide services to ensure developers pay their fair share.

2. Invest in systems and process to
promote innovation, effectiveness, and
financial stewardship
Q4 2023 Meeting or ahead Research to be incorporated under overall IT Strategic Plan update to evaluate organization-wide systems needs.

3. Secure ongoing funding for sewer,
storm, streets, facilities, and parks to
address deferred maintenance and future
capital needs along with a plan to support
critical public services
Q3 2022 Meeting or ahead - Successfully refinanced 2009A sewer treatment bonds in Q3 2022 that provided $3.5 million savings and mitigated increases to sewer treatment facility charges.
- Efforts are underway in the Sewer Master Plan to ensure sufficient funding for sewer and stormwater
improvements (see Strategic Objective #1 under SFA
Infrastructure and Mobility: Advance Sewer and Storm
Improvements).

4. Use Measure I/SB1 funding to advance
infrastructure projects
Ongoing Meeting or ahead Enhanced funding included in the adopted budget for streets and storm water infrastructure improvements.

ERP replacement evaluation
Review opportunities for new and/or enhanced revenues
Maximize utilization of Measure I/SB1 funding consistent with approved CIP Initiate assessment of of development review system to identify process improvements for both small & large scale development. Evaluation will focus on pre-application review, project intake, completeness review, third-party resource inputs, preparation of COA's, coordination of entitlement approvals, construction permits/issuance, and inspections/final signoffs (stakeholder team includes CD, PW, CA, ED&H). Anticipate a 1-year duration for process completion.

Conduct research, coordinate outreach, and prepare short-term rental regulations Ordinance. Conduct public hearings.

Annual update to Master Revenue Schedule reflecting full cost recovery consistent with Council policy. Review opportunities for new and/or enhanced revenues

ENSURE FISCAL/REVENUE SUSTAINABILITY
Complete 2023-2030 Housing Element. Effort will include: 1) Housing Needs Assessment, 2) Constraints, 3) Housing Resources, 4) Past Accomplishments & New Goals, Policies, and Programs.

Multi-year effort to implement policies and actions from 2035 GP & BVSP. Early actions focus on Placemaking projects (Signage/Wayfinding, Streetscape Design, and Public Art Master Plan) and street improvement projects. Complete Placemaking projects.

Long-term financial stability
and investment in our
employees to strengthen
organizational development
and effectiveness.
85 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES

5. Secure funding to address future
annexation of the Harbor Industrial Area
(HIA)
Q4 2024 Meeting or ahead Consultant identified to engage in multi-year effort to involve partnership with the County. Initiate discussions and collaborate with the County to explore future
annexation of the HIA. Identify infrastruture needs and evaluate potential financing mechanisms.

1. Develop recommendations and
implementation work plan to address
talent management, succession planning,
workforce planning, and employee/career
development
Q3 2021 Meeting or ahead Evaluate and intiate a work plan with the elements listed.

Q1 2021 Slightly behind A number of technology initiatives were fast-tracked and workflows pivoted to cloudbased due to COVID-19 Work
from Home Health Orders
Q4 2021 Meeting or ahead
Q1 2021 Complete

3. Create a culture that assures employees
are valued, that leadership promotes
innovation, creative problem solving,
outstanding customer service, and
encourages employee engagement
Q3 2021 Meeting or ahead
Create a work plan that outlines the following: 1) Inventory of existing talent & attributes 2) Assessment of future talent needs based on departmental requirements and ability to accomplish goals/objectives 3) Identify gaps/deficiencies 4) Create a plan to address such gaps. 5) Develop talent acquisition strategies 6) Implement strategies that prepare the workforce for internal career/advancement opportunities 7) Innovation search of external talent and specialized skills that does not exist in house in order to meet organizational goals and objectives.

Evaluate financing mechanism to support infrastructure needs in the HIA

STRENGTHEN ORGANIZATIONAL DEVELOPMENT

2. Provide equipment, technology, and
resources to employees to ensure high
level of service delivery to our community
In collaboration with all senior management, create a culture that sends a message to employees they are indeed valued--by behavior, actions, and words; supportive of new ideas/thoughts in a safe environment; encouragement to go outside the box for better solutions to problems, the push for thinking and analysis of issues/problems; promotes and make clear that outstanding customer service is a way of being; encourage employee involvement.

Introduce paperless processes by automating procurement and civic meeting document workflow.

Conduct comprehensive business process analysis to determine where technology solutions can replace existing manual intervention activities; specifically those requiring routing or signatures.

Migrate applications to cloud-based solutions to increase remote accessibility and functionality; ComDev for permitting/inspections, Lucity for PW asset management, etc.

86 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES
Q3 2021 Meeting or ahead
Q3 2020 Meeting or ahead Accreditation application was submitted to the American Public Works Association in October 2020

PUBLIC SAFETY
Q3 2022 Meeting or ahead Due to proposed budget cuts/freeze, a new position has been put on hold. In the meanwhile, a new PIO Cadre was created. In addition, a Community Police Academy is
developed and has been implemented.

Q3 2020 Complete New legislation will meet this goal.

Q3 2020 Complete Completed - City Council Adopted an Ordinance Q3 2020 Q2 2020 Meeting or ahead In Progress through SM Consolidated Fire Dept.

2. Engage in succession planning Q2 2022 Complete Project Complete Q2 2020 Complete Project Complete
Q2 2022 Meeting or ahead SMC Alert and the connection with Zonehaven project underway
Q4 2022 Meeting or ahead Virtra equip. purchase temporarily frozen due to budget cuts. Department using allied agencies equip to meet
needs
Q3 2020 Slightly behind Wildland Mitigation Plan underway Q1 2024 Slightly behind Communication upgrade per DOJ
Q4 2021 Slightly behind Wildland Mitigation Plan underway; Pilot Chipping program complete

5. Develop a financial plan and
replacement strategy for Fire Station 15
Q4 2021 Slightly behind Funding included in BFPD's long-range financial plan.

QUALITY OF LIFE

IMPROVE PARKS & RECREATIONAL PROGRAMS AND FACILITIES

4. Leverage technology and innovation to
protect the community against all risk and
threats
Leverage technology to enhance communitcation through web based software and communication devices.

Incorporate computer-simulation based training into the Operations division of the PD.

Fully implement community risk reduction software platforms.

Collaborate with the San Mateo Consolidated Fire Department to reduce risk in areas susceptible to wildland fires, establish abatement standards and enforcement tools along with educational outreach
Evaluate sites for new fire station.

PD Communitcation Infastrucutre

3. Enhance internal and external Conduct community outreach and education for emergency prepardeness communication

4. Develop and capture institutional
knowledge documenting processes and
procedures in anticipation of retirements
and turnover to ensure continuity of
services to the community; and
opportunity to improve those processes
and procedures
Incorporate new position within the Support Services Division of the PD whose responsibilities will include community outreach efforts through social media Evaluate options for vape and related product ban Ordinance All operational departments create/improve procedures and processes to ensure continuity of services; capture knowledge of those tenured employees for organizational history; documentation and organizational of files/documents; when appropriate and as opportunities arise, review and analyze new and better ways of doing business, adapting to the various external and internal changes, with the goal of improving the effectiveness and effiiciency of processes.

Initiate Public Works Department agency accredition through APWA to provide a means of formally verifying and recognizing compliance with the recommended practices set forth in the Public Works Management Practices Manual.

ENSURE PUBLIC SAFETY - POLICE & FIRE
Forward-thinking public
safety services aligned with
community needs, including
civic engagement,
partnerships and public
education.

Evaluate options for Firearms Safe Storage Ordinance
Utilize the Community Risk Reduction Divison to conduct public education and emergency prepardeness through community engagement

1. Maintain strong community outreach,
and align public safety services with
community needs
Conduct promotions which will fulfill the desirable administrative team within the PD for succession planning purposes.
87 Meeting or ahead of target Complete

STRATEGIC

FOCUS AREAS STRATEGIC OBJECTIVES
TARGET
SCHEDULES STATUS NEXT STEPS | MILESTONES
Slightly behind target Behind target

DASHBOARD OF KEY STRATEGIC OBJECTIVES AND

SUPPORTING INITIATIVES DELIVERABLES

SUPPORTING INITIATIVES

1. Complete Barrett Community Center
Master Plan
Q1 2021 Behind target Prepare 2022 messaging

2. Complete Parks, Recreation, and Open
Space Master Plan
Q4 2022 Behind target Draft PROS plan, including Open space management plan, available for review.

3. Deliver accessible, inclusive, agefriendly services, programs, and facilities Ongoing Meeting or ahead Completed summer camp, including new inclusion camp and scholarship program; Completed first aquatics season since 2019; serving record number of senior meals

1. Promote an environment that
encourages arts, consider art in public
places and within new development
Q1 2021 Complete BSC North field light pole art program completed

2. Explore funding and creative solutions
for place-making within public spaces for
all ages.

Q1 2021 Slightly behind Staff is preparing guide for developers

3. Design and implement a City branding
effort, inclusive of community
signage/wayfinding and gateway features
in line with GP/BVSP objectives
Q1 2023 Behind target Public Engagement survey completed March 2022; good feedback recieved. Current focus is completion of BVSP
Streetscape Design Guidelines (anticipated for City Council adoption in November 2022). Upon completion of that
project, staff efforts will refocus towards completing
Signage/Wayfinding program (targetted for Q1 2023).

4. Develop public streetscape design
standards to enhance place-making in
BVSP
Q4 2022 Behind target Public Engagement survey completed March 2022; Council review/adoption of BVSP Streetscape Design
Guidelines targetted for Q4 2022.

1. Develop and expand comprehensive
public information and engagement
strategy
Q4 2020 Complete Numerous workshops held with senior staff and City Council - Communication Work Plan is scheduled for City Council consideration on Jan 26th, 2021 to support the
implementation of communication priorities.

2. Conduct outreach and community
education about city services, areas of
cost, and financial resources
Q2 2021 Complete Virtual strategies have been put into place amid COVID-19 to ensure outreach continues through pandemic,
including CM Updates, use of Zoom for city meetings and use of social media tools. Consultant Engagement to fully implement the Communication WorkPlan initated in June
2021. Formed a Internal Public Information Network (PIN)

EXPAND COMMUNICATION & OUTREACH

PROMOTE PLACE-MAKING
Maintain and enhance
Belmont’s character and
quality of life in our
community.

Complete Strategic Communications and Outreach Work Plan Initiate near-term strategies recommended in adopted Work Plan Complete one public art installation
Complete Public Art Master Plan to guide process and funding strategies for public art
Complete comprehensive City-Wide Signage/Wayfinding Program & Guidelines Complete Belmont Village Streetscape Design Guidelines
Continue Belmont Community Center Design education and outreach efforts, subject to assessment of funding strategy and support
Prepare Parks, Recreation and Open Space Master Plan
Continue to offer new and innovative recreational programs and services for all ages and abilities.
88 89
// Past, Present and Future
Belmont State of the City Address
“Belmont, you have been courageous, resilient, and compassionate" said Mayor Julia Mates. “None of the challenges that face our City have been easy fixes and all of them are going to take a unified, concerted effort for us to truly solve.” 90 1. Infrastructure & Mobility

2. Economic Development & Housing

3. Fiscal & Organizational Stability

4. Public Safety

5. Quality Of Life
// STRATEGIC FOCUS AREAS
91 Dec. 13, 2022 4 92
2022 Infrastructure Investments
 Over $19 million in pavement, drainage, sewer, transportation, in design and/or under construction
 Address Major Transportations Challenges
 Financing Plans For Public Infrastructure and Services Dec. 13, 2022 5 93
5-point increase in the City’s overall Pavement Condition Index Dec. 13, 2022 6 94
Alameda de las Pulgas Corridor Project
Two community meetings completed in 2022 brought together Belmont and San Carlos residents to hear the latest updates and provide feedback. Project partners include Sequoia Union High School District, and San Carlos School District with the goal to address corridor safety, improve safe routes to school, and enhance bicycle, pedestrian and vehicular circulation.

Ralston Ave Adaptive Signal Control Technology Project
Celebrated the completed implementation of the smart Kadence adaptive signal technology at twelve traffic signals along the Ralston Ave corridor, from Hiller Street up to Christian Drive.

Dec. 13, 2022 7 95
Belmont Creek Restoration Project
A thorough study of the biological conditions, tree inventory, and topographical survey of the project site has been completed. Project now in the design phase. Construction is anticipated to being during the summer of 2024.

Twin Pines Park Storm Water Detention Basin Project
Aligned with our “Twin Pines Park Master Plan” and “Belmont Creek Watershed Management Plan” the project aims to reduce flooding within the Belmont Creek Watershed, specifically within the downstream Harbor Industrial Area.

Hydrology study now complete and design is expected to be complete Spring 2023.

Dec. 13, 2022 8 96
Public Works Operations o Zero sanitary sewer overflows for the year o 43,000 feet of sewer main line treated with root foam reducing risk of sanitary sewer overflows
o 46,440 feet of sewer main line smoke tested to
detect defects in need of repair including sewer
laterals
o 297,081 feet of sewer main line hydro cleaned o Reached our goal of 80 percent trash load reduction per the Municipal Regional Permit (MRP)
Requirements
o Thirteen on-land trash clean ups completed
o Continued proactive maintenance of city’s
infrastructure facilities
Dec. 13, 20229 97
Dec. 13, 2022 10 98
Advancing a Safe, Accessible and Sustainable Built Environment • 928 housing units are currently under construction or in the pipeline • Robust community engagement on the State-required Housing Element update underway that is allocating 1,785 housing units in the next eight-year cycle. • City on track to meet current RHNA goals
• Conducted robust RHNA housing inventory, community engagement, and CEQA for the next cycle of RHNA goals
• Developed City Services Community Facilities District for the new development • Continued work on BLT modernization
• We’ve issued building permits for 207 new housing units since January 2022, including 27 affordable units and 26 accessory dwelling units, providing a variety of housing options for Belmont residents. • We’ve issued development entitlement and environmental approvals for a 100% affordable 125-unit multi-family residential housing project (ROEM Development on Belmont Avenue); the City has committed support funding for this project, and San Mateo County awarded the project $9.25 million dollars from the County Affordable Housing Fund.

Dec. 13, 2022 11 99
o 66 affordable homes for families and individuals earning between 30-80 percent of the Area Median Income.
o 3,300 square feet of ground floor retail space to an amenity-rich downtown corner (El Camino Real/O’Neill Street).
o Finished work incorporated the façade of the historic Firehouse building, honoring Belmont's past while modernizing for our future.

Firehouse Square Phase 1 - Completed
1300 El Camino Real
Dec. 13, 2022 12 100
Belmont Village Specific Plan (BVSP)
Area Streetscape Design Guidelines
Completed 2035 General Plan and Belmont Village Specific Plan (BVSP) vision of identifying and developing Streetscape Guidelines as finishing touches to:
o sidewalks
o street trees
o site furnishings
o and on-street parking layout/design, that support a vibrant downtown Belmont Village
Guidelines will ensure that incremental improvements will result in an integrated and consistently high-quality streetscape system.

Dec. 13, 2022 13 101
Dec. 13, 2022 14 102
• 2023 Budget Adopted
• GFOA Distinguished Budget
Presentation Award
• CSMFO Operating Budget
Excellence Award for FY 2022
Budget
Dec. 13, 2022 15 103
• Completed sale of vacant
Housing Successor real
property assets
• Refinanced Sewer Treatment
Facility Revenue Bonds
• Achieved voter approval of the
lodging tax ballot measure
Dec. 13, 2022 16 104
Dec. 13, 2022 17
• Information Technology Continued support and
implementation of technology to enable City Departments to conduct their services efficiently and effectively.
• Adopted a 5 year IT Strategic Plan to enhance innovation through the
use of cost-effective technology and improved business
processes
• Human Resources continued recruitment to attract, develop and retain an exceptional workforce in partnership with all City departments.
• Continued workplace safety and employee engagement
through COVID-19 response, and employee recognition
program
105
Dec. 13, 2022 18 106
Dec. 13, 2022 19 107
o Belmont Police Community Academy
o NNO - National Night Out
o Second Annual Santa Parade
o City of Belmont Bike Safety Day
o Second Annual Mental Health Symposium
o City of Belmont School Leadership Luncheon
o San Mateo County Gun Buy Back Program
o Belmont Waterdog Run
o Sixth Annual Veterans Memorial
o Twitter: @BelmontcaPolice = 13k audience
Dec. 13, 2022 20 108
o Disaster Preparedness Day at San Mateo Event Center
Zonehaven Implementation for Fire Emergencies
o Departmental Critical Incident / Active Shooter
Training
o STEP – Strategic Traffic Enforcement Plan
o Parking and Traffic Safety Committee
o Expanded our C.A.R.E (Crisis Assessment, Response &
Education) Team
o City of Belmont Public Safety Committee
Dec. 13, 2022 21 109
o 236 CARE Team Responses (January
-
November)
o 2019 Central School Homicide Investigation 2
Convictions, currently
o Assault with a Firearm Investigation 1
Arrested and 3 Pending charges
o Safeway Gift Card Skimming - Arrest Made
o Hyatt House-Kidnapping/Elder Abuse - Arrest
Made
o Identity Theft - 70 victims Identified – Arrest
Made
Dec. 13, 2022 22 110
Dec. 13, 2022 23 111
112
Age Friendly City
Designated as an Age-Friendly City by the World Health
Organization (WHO) for its commitment to being a welcoming community for people of all ages.

Inclusion & Scholarships
Parks and Recreation Department implemented a new inclusion camp into Camp SOAR in summer 2022, which provided the
opportunity for children with disabilities to participate equally in camp.

Volunteer Achievements
Belmont Creek cleanup by our Volunteers Outreach Involvement Community Events & Services (V.O.I.C.E.S.) nets 160 pounds of trash and 280 pounds of recyclable materials in one day. 113
Return of Aquatics
Summer Aquatic programs returned to Carlmont High School this year, for the first time since 2019. Over 400 local children received instructional swim lessons and over 1,600 people attending recreation/public swim. Hired 16 Red Cross-certified lifeguards.

Court Resurfacing
Hallmark Park and Alexander Park courts smoothed, levelled, and painted for tennis and pickleball. New nets and benches also installed. Alexander Park’s sports court also received upgrading and resurfacing.

Water Conservation
Our Parks Maintenance Team installed subsurface drip irrigation to reduce water consumption in our decorative beds on Sixth Avenue.
114
A year of delivering events and providing
opportunities for our residents and their guests
to actively participate in their community.

Lunar New Year
Egg Adventure Hunt
Movies in the Park - On the Road
Sweetheart Dance
Trunk or Treat
Holiday Craft Faire
Parents' Night Out/Letters to Santa
Santa at the Firehouse
115
28 The City of Belmont thanks
and acknowledges the
Staff members who
dedicate their time and
efforts to make Belmont a
special place.
116
Dec. 13, 2022 29 117
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tues Wed Thu Fri Sat 1 SMT/
SINC 3 PR 5 6 7 PR 2 3 4 PR 2 3 4
8 9 CC SMT 12 13 14 5 SMT PLN 8 9 10 11 5 6 PLN SMT 9 10 11 15 MLK PLN 18 19 20 21 12 13 CC SMT 16 17 18 12 SMT CC 15 16 17 18 22 23 CC SMT 26 27 28 19 Pres PLN 22 23 24 25 19 20 PLN SMT 23 24 25 29 SMT/
SINC 31 26 27 28 26 SMT CC 29 30 31
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat 1 1 2 3
2 SMT/
SINC PLN PR 6 7 8 SMT/ SINC PLN PR 4 5 6 4 SMT/ SINC PLN PR 8 9 10 9 10 CC SMT 13 14 15 7 8 CC SMT 11 12 13 11 12 CC SMT 15 16 17 16 17 PLN 19 20 21 22 14 SMT PLN 17 18 19 20 18 SMT PLN 21 22 23 24 23 SMT CC SMT 27 28 29 21 22 CC SMT 25 26 27 25 26 CC SMT 29 30 30 28 MD 30 31
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat 1 PLN PR 3 4 5 1 2
2 SMT/
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Sun Mon Tue Wed Thu Fri Sat
1 PLN PR 4 5 6
7 8 9 SMT 11 12 13
14 MLK PLN 17 18 19 20
21 22 CC SMT 25 26 27
28 SMT 30 31
Jan-24
January February March
April May June
July August September
October November December
2023 Council and SMT
Calendar
Council
Meeting
SMT/
SinC
SMT
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Holiday
PR
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Meeting
Pay
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Holiday
118
Amended by Council Resolution 2022, adopted Nov 9, 2022

CITY COUNCIL PROTOCOLS
November 2022
I. PURPOSE
These protocols are designed to assist the City Council and staff by memorializing existing policies, procedures and the general ways of conducting business. Their purpose is also to improve the efficiency and effectiveness of Council and staff. Administration of City business is greatly enhanced by the agreement of the City Council and staff to follow these practices. The protocols are not intended to be overly restrictive and should be considered as guidelines. They should be viewed as an instructive source of guidance so that accepted practices are documented and expectations are clarified. Practices and policies will change as circumstances arise. With that in mind, the City Council will review and revise these protocols from time to time.

II. COUNCIL MEETINGS
A. Regular Meetings – The City Council’s regular meeting schedule is set forth in Belmont City Code (BCC) Section 2-1. Regular meetings are currently held on the second and fourth Tuesday of each month. Regular meetings commence at 7:00 p.m. in the City Council Chambers at Belmont City Hall, One Twin Pines Lane, Belmont, California. The time and location of the Council’s regular meetings may be changed by Council resolution.

1. Other Locations - The Council may, from time to time, elect to meet at other locations within the city. Notice of a change of location or time will be posted at the front entrance of City Hall and entrance to the Council’s Chambers, and will be shown on the Council’s agenda if known when initially posted.

2. Location During Local Emergency - If, by reason of fire, flood or other emergency, it is unsafe to meet in the Council’s Chambers, the meetings may be held for the duration of the emergency at such other place as may be designated by the Mayor or, if the Mayor does not so designate, by the Vice Mayor or the City Manager.

3. Canceled Meetings – When the date for any regular meeting falls on a legal holiday, the regular meeting for that day shall be deemed canceled unless it is rescheduled to an alternate date.

B. Special Meeting & Emergency Meetings - Special meetings and emergency meetings of the Council may be called from time to time in accordance with the procedures set forth in the Ralph M. Brown Act. (Government Code Section 54950, et. seq.) C. Adjourned Meetings – The Council may adjourn any regular, adjourned regular, special or adjourned special meeting to a time and place specified in the order of adjournment in 119
City of Belmont PROTOCOLS (continued)
2 accordance with the procedures set forth in the Ralph M. Brown Act. (Government Code Section 54950, et. seq.)
D. Closed Sessions – The Council may hold closed sessions during any regular or special meeting, or any time otherwise authorized by law, to consider or hear any matter that is authorized by State law to be heard or considered in closed session.

1. Attendance at a closed session is limited to those persons actually necessary to advise or take direction from the Council or otherwise have an essential role to play given the specifically permitted purpose of the session.

2. The matter under consideration will be shown on the Council’s agenda in accordance with the Ralph M. Brown Act.

3. Councilmembers may not reveal the nature of discussion or the decision from a closed session unless required by law or unless a majority of the Council agrees in closed session to disclose confidential closed session information, except that the Council must unanimously agree to divulge any confidential closed session information that is attorney/client privileged communications.

E. Cancellation of Regular Meetings – Any meeting of the Council may be canceled in advance by a majority vote of the Councilmembers.

F. Quorum - A majority of the Council Members is sufficient to do business, and motions may be passed 2–1 if only 3 attend. There are some actions such as ordinances, resolutions, granting franchises and payment of money that may require at least 3 affirmative votes. When there is no quorum, the Mayor, Vice Mayor or any Councilmember shall adjourn such meetings, or if no Councilmember is present, the City Clerk shall adjourn the meeting.

G. Teleconferencing by Council Members – Teleconferencing by Councilmembers is permitted, subject to the requirements in Government Code Section 54953. When posting of the agenda is required at the teleconference location, the agenda and information describing the particular location where the teleconference will take place should be posted at or near the main entrance of the facility containing the teleconferenced location as soon as feasible but not less than six hours before commencement of the meeting.

H. Chairperson - The Mayor presides at meetings and has authority to enforce the Council’s protocols as provided herein and to determine the order of business under the Council’s rules.

1. Absence of Mayor - The Vice Mayor shall act as Mayor in the absence or disability of the Mayor.

2. Mayor and Vice Mayor Absence – When the Mayor and the Vice Mayor are absent from any meeting of the Council, the Members present may choose another Member to act as Mayor pro tem, and that person shall, for the time being, have the powers of the Mayor.
120
City of Belmont PROTOCOLS (continued)
3 I. Attendance by the Public - Except as specifically provided by law for closed sessions, all meetings of the Council are open to the public in accordance with the Ralph M. Brown Act. (Government Code Section 54950, et. seq.)
J. Minutes - Minutes of Council meetings will be brief summary minutes. Summary minutes will include final motions with votes. The minutes will also reflect the names of public speakers (if provided) and a brief summary of comment from the public, staff and Council. The City Clerk has exclusive responsibility for preparation of the minutes and directions for corrections to the minutes and adoption of minutes will be made only by majority action of the Council.

1. Timing of Council Approval of Minutes – Minutes of meetings are generally submitted to the Council within two meetings for approval. Any councilmember who was absent from the prior meeting may participate and vote on the approval of the minutes and need not abstain on the approval of the minutes for that meeting.

2. Recordings of Meetings – Digital recordings of proceedings shall be maintained by the City Clerk for the period set forth on the city’s retention schedule.

K. Council Agenda - The following rules for the preparation of the meeting agenda are based on the premise that it is in the interest of good government that the Council be fully informed on all matters upon which it is called upon to act. The Council relies upon city staff to perform research, conduct investigations, furnish technical information and recommend solutions to various problems of city government, and recognizes that proper and thorough research and investigation requires time.

The following persons may place matters on the agenda:

1. The City Manager, and in the City Manager’s absence the person designated as Acting City Manager,

2. The City Attorney and in the City Attorney’s absence, the Deputy City Attorney.

3. Agenda requests by Councilmembers (Including Mayor) - Any Councilmember may place on the agenda under “Matters of Council Interest” a request to have any City policy or program reviewed or a new issue examined. The agenda item shall state the topic to be reviewed or analyzed and the name of the Councilmember(s) submitting the request. The Councilmember submitting the request shall submit a memo or report summarizing his/her position on the matter (included as Appendix A to this document) at least one week prior to the meeting. No staff work shall be done for these items prior to discussion by the entire Council except that Council may briefly discuss the matter with staff prior to placing the item on the agenda.

Councilmembers may vote on the item at the meeting if there is no need for additional staff analysis required on the item for the Council to make an informed decision or the Council may direct staff to bring back a report addressing the request at a future meeting.
121
City of Belmont PROTOCOLS (continued)
4 L. Secretary – The City Clerk serves as the Secretary the Council. As Secretary, the Clerk posts agendas, and notices for meetings, attends meetings and assists the Chair with the operation of the meeting, and maintains and secures the records of Council meetings.

III. ORDER OF BUSINESS
A. General Order - Business at regular meetings will generally be conducted in accordance with the order of business as outlined on the current agenda template as amended by the City Manager from time to time.

B. Action Agenda Items - In accordance with the Ralph M. Brown Act, the body may not take action on any item that did not appear on the posted regular meeting agenda 72 hours before the meeting unless an exception is permitted under Government Code §54950 et. seq.

C. Special Presentations/Proclamations –

1. All special presentations will be calendared and coordinated through the City Manager.

2. Honorary Proclamations and Resolutions - All requests should be given to the Mayor, through the City Clerk’s Office, for consideration. The subject should be Belmont-related, and it is up to the Mayor's discretion whether to prepare such a document or place it on the agenda. Proclamations may also be issued by the Mayor “off-line” (i.e., without being placed on the agenda), when deemed by the Mayor to be appropriate.

D. Member Announcements – Member announcements will be brief and limited to notification of community events, functions or comments on city operations or projects.

Concerns or matters of current, pending or future deliberation by the body are not considered announcements. Individual member announcements should be limited to 3 minutes.

E. Consent Calendar - Agenda items considered routine and non-controversial in nature are calendared on the agenda as “Consent Business.”

1. These items are considered as one item and approved, adopted, accepted, etc. by one motion.

2. Members may comment on Consent Business items or ask for minor clarifications without removing the item for separate consideration.

3. A member may vote “no” or “abstain” on any consent item without removing it from the Consent Business.

4. Items requiring deliberation may be removed by a member for separate consideration after consideration of the remaining Consent Business. 122
City of Belmont PROTOCOLS (continued)
5 5. The public may comment on the remaining Consent Business and on removed items before consideration by the body.

F. General Public Comments – A portion of each regular meeting agenda will set aside a period for the public to address the body on items within the body’s subject matter jurisdiction that are not listed on the agenda. This public comment period is limited to 15 minutes. Speakers who requested but did not receive an opportunity to speak during this initial comment period will be given an opportunity to address the body later on the agenda.

G. Standard Adjournment - The general hour of adjournment is 10:30 p.m. If items remain on the agenda after the 10:30 p.m. adjournment time, a majority vote of the body can extend the meeting, or a special meeting may be scheduled, or the items deferred to the next meeting. Meeting extension shall be in increments of 30 minutes.

IV. RULES OF DISCUSSION
A. General Procedure - The Council follows Rosenberg’s Rules of Order. Consistent with any applicable City ordinance, statute or other legal requirement, any issue of procedure relating to conduct of a meeting or hearing not otherwise provided for herein may be determined by the Chair. A ruling of the Chair may be appealed by a member upon a seconded motion and is reversed if the motion passes by a majority vote.

B. Role of the Chair – The role of the Chair is to preside at the meeting, facilitate discussion, maintain order, and ensure the body’s business is conducted efficiently and effectively..

In the role as facilitator, the Chair will assist the members to focus on their agenda, discussion and deliberations. The Chair has authority to prevent the misuse of motions, or the abuse of any privilege, or obstruction of the business of the body by ruling any such matter out of order. In so ruling, the Chair should be courteous and fair and should presume that the moving party is acting in good faith.

C. Member Deliberation & Order of Speakers - The Chair is responsible to control the debate and the order of speakers. Speakers will generally be called in the order the requests to speak were received by the Secretary.

D. Questions Addressed to Another Member - With the concurrence of the Mayor, a member holding the floor may address a question to another member; that member may respond while the floor is still held by the member asking the question. A member may opt not to answer a question while another member has the floor.

E. Limit Deliberations to Item at Hand - Members will limit their comments to the subject matter, item or motion currently being considered by the body.

F. Length of Members Comments - Members will govern themselves as to the length of their comments or presentation. The Mayor will assist Members by signaling when the member has been speaking for over five minutes.
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City of Belmont PROTOCOLS (continued)
6 G. Obtaining the Floor - Any member wishing to speak must first obtain the floor by being recognized by the Chair. The Chair must recognize any member who seeks the floor when appropriately entitled to do so.

H. Motions - Motions may be made by any member, including the Chair, providing that before a motion is offered by the Chair, the opportunity for making a motion should be offered to other members. Any member, other than the person offering the motion, may second a motion.

I. Ordinances - Motions introducing ordinances are deemed to include waiver of full reading of the ordinance after reading of the title in accordance with Government Code Section 36934 unless otherwise specifically stated.

J. Voting - Any member present at a meeting when a question comes up for a vote should vote for or against the measure unless he/she is disqualified (recused) from voting and abstains because of such disqualification. If a member is recused, he or she should state the reason for the recusal for the record, and should leave the room. A vote, including a roll call vote, may be registered by the members by answering “Yes” or “Aye” for an affirmative vote or “No” or “Nay” for a negative vote. Regardless of the manner of voting, the results reflecting all "ayes" and "noes" must be clearly set forth for the record by the Secretary.

K. Abstention - An abstention does not count as a vote for or against a matter. If a member abstains, he/she is counted as present for quorum purposes, but is not deemed to be “voting” for purposes of determining whether there has been a “majority vote of those members present and voting.”
L. Tie Votes - A tie vote results in a lost motion. In such an instance, any member may offer a motion for further action. If there is no action by an affirmative vote, the result is no action. If the matter involves an appeal, and an affirmative vote does not occur, the result is that the decision appealed stands as decided by the decision-making person or body from which the appeal was taken.

M. Non-Observance of Rule - Rules adopted to expedite and facilitate the transaction of the business of the body in an orderly fashion shall be deemed to be procedural only, and the failure to strictly observe any such rules shall not affect the jurisdiction of, or invalidate any action taken by the body.

N. Code of Ethics and Conduct – The Council has adopted a Code of Ethics and Conduct which expresses standards of ethical conduct expected for members of the Council, Boards and Commissions and requires acknowledgment by the members that they have read and understand the Code of Ethics and Conduct.

V. ADDRESSING THE BODY
A. Public Comments.
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City of Belmont PROTOCOLS (continued)
7 1. Opportunity to Comment - Any person wishing to address the body on an item that is scheduled on the agenda will be given the opportunity to make those comments when that item is being considered.

2. Time Limits – Public comments are limited to 3 minutes each. The Chair may adjust the time limit per speaker as he or she determines is reasonably necessary for the orderly and efficient conduct of the body’s business. Time limits are for each individual speaker submitting a card, and time cannot be “donated” to other speakers.

3. Group Comments – In order to expedite matters and to avoid repetitious presentations, the designation of a spokesperson is encouraged. Whenever any group of persons wishes to address the body on the same subject matter, those persons are encouraged to designate a spokesperson to address the body. The Chair may extend the time allocation for a designated spokesperson.

4. Use of AV Technology by the Public – Members of the public may not use any technology to play amplify sound or project or display still or moving images during public comment or other portions of the meeting. These restrictions do not apply to presentations by project applicants and appellants relevant to an application or appeal.

5. Repetitious or Dilatory Comments – Speakers may not present the same or substantially same items or arguments to the body repeatedly or be repetitious or dilatory in presenting their oral comments. If a matter has been presented orally before the body, whether the body has taken action, or determined to take no action, the same or substantially same matter may not be presented orally by the same person any further. Nothing in the foregoing precludes submission of comments to the body in writing for such action or non-action as the body, in its discretion, may deem appropriate.

6. Comments in Writing Encouraged - Members of the public may submit, and are encouraged to submit, comments in writing to the body relating to any items of the bodies business, whether on the agenda or otherwise. Such written comments will be distributed to the members and considered and acted upon, or not acted upon, as the body in its judgment may deem appropriate.

B. Audience Decorum.

1. Rules for Participation.
a. Audience members may attend, observe and record meetings in a matter that respects the rights of others and the orderly conduct of the body’s business. b. Audience members may not engage in behavior that disrupts a meeting. “Disrupting a meeting” means behavior that substantially impairs the ability of the body to orderly and efficiently conduct the meeting, or substantially 125
City of Belmont PROTOCOLS (continued)
8 interferes with the rights of other audience members. Disruptive behavior includes the following. This list is not all inclusive:
• Shouting from the audience.
• Interrupting or speaking over a person at the podium who has been recognized to speak by the chair.
• Clapping, booing, or other expressions of support or opposition to a speaker or to the body’s discussion or decision.
• Verbally harassing or physically confronting audience members. • Interrupting staff while engaged with the body.
• Interrupting the body while it is considering a matter. • Continuing to speak at the podium once the chair has announced the person’s time is up.

2. Enforcement Protocol. The goal of enforcement is restoring order, not punishment for failure to follow the rules and should be guided as follows. a. The Chair is bound to enforce the rules of audience decorum and public comment fairly and without regard to viewpoint of the speaker; that is, without regard to whether the person is for or against a particular matter coming before the body, and without regard to whether the chair agrees or disagrees with the speaker or likes or dislikes the speaker’s message.
b. When enforcing the rules, the chair should provide education before warnings, and warnings before curtailing a person’s participation rights, unless the circumstances clearly justify otherwise. The chair should consider calling a recess whenever doing so may help de-escalate a situation.

3. Removal from the meeting.
a. The Chair may eject a person from a meeting only if the person willfully disrupts the meeting and only as necessary to restore order. b. A warning must be given before ejecting a person unless the person is engaging in behavior that constitutes use of force or a true threat of force. c. The warning must inform the person that their behavior is disrupting the meeting and that the failure of the person to cease their behavior may result in their removal. A person who does not promptly cease their disruptive behavior may then be removed.
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City of Belmont PROTOCOLS (continued)
9 d. “Willfully disrupting a meeting” means conduct that actually disrupts a meeting when: (1) the person has knowledge of these rules or (2) engages in conduct with the purpose of disrupting the meeting or (3) has been warned by the chair not to engage in disruptive behavior.
e. “True threat of force” means a threat that has sufficient indicia of intent and seriousness that a reasonable observer would perceive it to be an actual threat to use force by the person making the threat.
f. An ejection may be for part or all of the meeting and should be for only as long as necessary to restore order.
g. If order cannot be stored by ejecting disruptive individuals, the Chair may order the room cleared with the exception of news media who have not participated in the disturbance. Other persons who did not participate in the disturbance may be allowed to re-enter the room.

C. Criticism not Prohibited. These rules do not prohibit public criticism of policies programs or services, or of the body, city employees, or the city.

D. Presentation of Agenda Items. The procedure for considering agenda items is as follows:

1. Staff – The staff presents its report. Members may ask questions of staff if they so desire but should refrain from discussing the substance of the matter at this point.

2. Project Applicants and Appellants – A project applicant, followed by a project appellant if any and different from the applicant, or other person or entity with a substantial, direct property interest in an agenda item, or any duly designated representative of such a person or entity, will have the opportunity to present their comments, testimony, or argument. Applicants and appellants are encouraged to be succinct in their presentations.

3. Public Comments – Before any motion is adopted on the merits of the issue to be heard, the Chair will inquire if any persons are present who desire to speak or to present evidence regarding the matter.

4. Rebuttal – Following public comment, project applicant and project appellant (if any, and if different from the project applicant) will each be given an opportunity to provide rebuttal or clarification of any issues raised. The Chair may determine the appropriate time limit for rebuttal. Applicants and appellants are encouraged to be succinct in their presentations.

5. Consideration – The opportunity for public input is closed and Member discussion and consideration occurs. In this connection, there may be further questions of or comments by staff, or questions by the Members of others (including Applicant or Appellant) as deemed necessary or appropriate without reopening the public input portion.
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City of Belmont PROTOCOLS (continued)
10 6. Decision occurs via motion.

7. The Chair or Secretary announces the final decision.

E. Presentations Submitted in Writing – All persons interested in an agenda item may submit written evidence or remarks, as well as other graphic evidence (including paper copies of electronic presentations). Persons (including Project Applicants or Appellants) who anticipate lengthy presentations are encouraged to submit comments in writing, in advance, to the Secretary, for prior distribution to the Members and other interested parties, whenever possible, by the Thursday morning preceding the Tuesday meeting at which the item will be considered, and if that is not possible, at the earliest feasible time before the meeting. In addition, submission of comments in writing is encouraged in lieu of possible lengthy oral presentations that may not be permitted. All such written material is a public record.

F. Due Process – The Chair will conduct the meeting in such a manner as to afford due process.

G. Germane Comments – No person will be permitted during the hearing to speak about matters or present evidence that is not germane to the matter being considered. The Chair determines whether a comment is relevant unless a member requests that the Council determine relevance.

H. Continuance of Hearings – Any hearing may be continued or re-continued to any subsequent meeting by order or a notice of continuance.

I. Communications and Petitions – Written communications and petitions concerning the subject matter of the hearing will be noted, read aloud, or summarized by the Chair.

Written communications will be read in full if requested by a Member.

J. Admissible Evidence – Hearings need not be conducted according to technical rules relating to evidence and witnesses. Any relevant evidence may be considered if it is the sort of evidence upon which responsible persons are accustomed to rely in the conduct of serious affairs.

K. Waiver of Rules – Any of the foregoing rules may be waived by majority vote of the Members present when it is deemed that there is good cause to do so based upon the particular facts and circumstances involved.

L. Non Exclusive Rules – These rules are not exclusive and do not limit the inherent power and general legal authority of the body, or the Chair, to govern the conduct of its meetings as it considers appropriate from for the orderly and effective conduct of business.

VI. VICE MAYOR
A. Selection –

1. The member holding the office of Vice Mayor rotates annually. 128
City of Belmont PROTOCOLS (continued)
11 2. The Council will choose a Vice Mayor by a majority vote at the first regular meeting in December in non-election years, and at the meeting certifying the election of new councilmembers in election years.

3. In order to provide the maximum opportunity for each member to serve as Vice Mayor the Council should nominate the member with the longest contiguous tenure of more than one year on the Council without serving as Vice Mayor. If a tie, the tie-breaker is as follows:
a. Nominate the member who has served fewest times as Vice Mayor. b. If there is a tie, nominate the member based on the alphabetical order of their last name; if there is still a tie, the tie-breaker should be based on the alphabetical order of their first name.

B. Mayoral Duties –
In addition to facilitating Council meetings, the Mayor determines the seating order on the City Council dais, and is the primary spokesperson for community events, meetings, and ceremonial events (such as ground-breakings or ribbon cuttings). The Mayor may delegate this authority to the Vice Mayor, other Member, or a staff member.

VII. COUNCIL MEMBER ADMINISTRATIVE SUPPORT
A. Incoming Correspondence.

1. Correspondence addressed to the Council, and correspondence addressed to the Mayor requiring a response from staff, are copied to all Councilmembers.

2. Correspondence addressed to an individual Councilmember will not be copied to the other Councilmembers.

3. The group Council email address shall also include the City Clerk to ensure that the communication is retained for the record and so the City Clerk may coordinate a response if one is deemed necessary.

4. All correspondence, including email, addressed to the City Council will be retained by the City in accordance with its retention schedule.

B. Outgoing Correspondence.

1. All Councilmember correspondence using City resources (letterhead, typing, staff support, postage, etc.) will reflect the position of the full Council not an individual Council Member position.

2. Staff responses to correspondence addressed to Council will be copied to the full Council and City Clerk along with the original citizen correspondence. 129
City of Belmont PROTOCOLS (continued)
12 C. Personal Correspondence - Councilmembers should use only personal stationery for communications reflecting their personal positions. These communications will be prepared and sent at the expense of individual Councilmembers.

D. Master Calendar - A master calendar of City Council events, functions or meetings will be provided to the full City Council. Functions, events or meetings to be attended by individual Councilmembers will not be included on the master calendar.

E. Requests for Research or Information - Councilmembers may request information or research from the City Manager or Department Heads on a given topic directly when it is anticipated that the request can be completed by staff in less than an hour.

Councilmember requests for research or information that is anticipated to take staff more than one hour to complete should be directed to the City Manager. Requests for new information or policy direction can be brought to the full Council at a regular meeting for consideration under “Matters of Council Interest”. All written products will be copied to the full City Council.

F. Council Notification of Significant Incidents - In conjunction with the City Manager's Office, the Police Department and the Fire Department will coordinate the notification to City Council of major crime, fire or other incidents.

G. Reimbursements - Consistent with AB 1234, reimbursement of Council Member expenses shall conform to City Council Resolution No. 9749 and any authorized amendments thereto.

H. Compensation - Belmont City Council will be compensated in accordance with Ordinance 896 or any future updates.

VIII. INTERGOVERNMENTAL ASSIGNMENTS
A. The Council will review intergovernmental assignments at least annually.

B. The Mayor may make temporary intergovernmental assignments with the consent of the person assigned whenever there is a vacancy in both the primary and any alternate seat.

IX. CITIZEN ADVISORY BODY APPOINTMENTS
To facilitate the appointment and approval process for citizen advisory bodies, the following procedures will be used:

A. Whenever a membership vacancy occurs, the City Clerk will post a notice of the vacancy notifying the public of the vacancy.

B. All persons interested in being considered for service on the body must file with the City Clerk an application indicating an interest in serving. 130
City of Belmont PROTOCOLS (continued)
13 C. In order to expedite the process should a vacancy occur within one year of interviews, staff is authorized to contact any applicants who were not selected to see if she/he is still interested in serving. The names of those applicants interested in being appointed will be brought directly to Council for consideration or for alternative direction.

D. The whole Council will interview the candidates.

E. Members of citizen advisory bodies must abide by the Council’s Code of Ethics and Conduct.

F. The City Clerk will keep a record of the appointments.

X. COUNCIL VACANCY
Whenever a vacancy occurs in the office of a Councilmember or the Mayor, the Council will fill the vacancy by appointment or special election in accordance with the procedures set forth in Government Code section 36512 and 34902.

XI. FAILURE TO OBSERVE COUNCIL PROTOCOLS
These protocols are adopted to expedite the transaction of the business of the Council in an orderly fashion and are procedural only and the failure to strictly observe such rules does not affect the jurisdiction of the Council or invalidate action taken at a meeting that is otherwise held in conformity with law.
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City of Belmont PROTOCOLS (continued)
14 Appendix A
Meeting Date:

Councilmember(s):

Item Title:

Description of Issue/Request:
(Briefly describe what the issue is about and/or what you are asking from the City Council, providing as much background information as possible so that the rest of Council has a general idea what the request is about. This will assist staff in ascertaining its future involvement as well.)
Ex: I am requesting the Council consider a resolution supporting legislation regarding (fill in the blank), or, I would like the Council to consider an ordinance (fill in the blank).

Approximately how much staff involvement will this item take? (Describe types of tasks you think staff will need to undertake to report back to Council with more information, or to implement whatever process/procedure you are proposing. Be realistic!)

Financial Implications?
(You may need to take a guess at this, or it may be “not applicable” or “negligible”.)

How time sensitive is this issue?
(How does this idea match the goals of the General Plan or Vision Statement?)

General Plan/Vision Statement.

Attachments
A.

Council Agenda Item 11
Matter of Council
Interest/Clarification
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133
City of Belmont
Code of Ethics and Conduct
For
Elected and Appointed Officials
"Always do right. This will gratify some people and
astonish the rest."
-- Mark Twain
Adopted June 10, 2014, by Resolution No. 2014-095
Amended February 11, 2016, by Resolution No. 2016-019
Amended February 2, 2017, by Resolution No. 2017-008
Amended December 13, 2022, by Resolution No. 2022-124
134
1 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy.

Policy Purpose
The Belmont City Council adopts this Code of Ethics and Conduct to assure that all elected and appointed officials, while exercising their office, conduct themselves in a manner that will instill public confidence and trust in the fair operation and integrity of Belmont’s City government.

A. ETHICS
The citizens and businesses of Belmont are entitled to have fair, ethical and accountable local government. To this end, the public should have full confidence that their elected and appointed officials:
 Comply with both the letter and spirit of the laws and policies affecting the operations of government;
 Are independent, impartial and fair in their judgment and actions;  Use their public office for the public good, not for personal gain; and  Conduct public deliberations and processes openly, unless authorized by law to be confidential, in an atmosphere of respect and civility.

Therefore, members of the City Council and of all citizen advisory bodies must conduct themselves in accordance with the following ethical standards:

1. Governance. The City Council governs the whole city. Councilmembers including the mayor can only act as the council through the body and only the body, not individual members, can act as the council. All councilmembers, whether elected at-large, by-district or appointed to fill a vacancy, represent and serve the whole city.
(a) Represent the Entire Community. Although a councilmember may be elected only by residents within a certain district, or otherwise have an affinity for a certain portion of the community, good governance requires all members be guided by a citywide prospective and exercise their office in the best interest of the entire community. (b) Equal Responsiveness. Councilmembers should be equally available and responsive to all persons in the city community regardless of where in the city the person resides, is employed, conducts business or visits, and should assure fair and equal treatment of all persons, claims and transactions coming before them.

2. Act in the Public Interest. Recognizing that stewardship of the public interest must be their primary concern, members will work for the common good of the people of Belmont and not for any private or personal interest.

3. Comply with both the spirit and the letter of the Law and City Policy. Members will comply with the laws of the nation, the State of California and the City of Belmont in the performance of their public duties.

4. Conduct of Members. The professional and personal conduct of members while exercising their office must be above reproach and avoid even the appearance of impropriety. Members will refrain from abusive conduct, personal charges or verbal attacks upon the character or motives of 135
2 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. other members of Council, citizen advisory bodies, the staff or public.

5. Respect for Process. Members will perform their duties in accordance with the processes and rules of order established by the City Council.

6. Conduct at Public Meetings. Members will prepare themselves for public issues; listen courteously and attentively to all public discussions before the body; and focus on the business at hand.

7. Decisions Based on Merit. Members will base their decisions on the merits and substance of the matter at hand, rather than on unrelated considerations. When making adjudicative decisions (those decisions where the member is called upon to determine and apply facts peculiar to an individual case), members will maintain an open mind until the conclusion of the hearing on the matter and will base their decisions on the facts presented at the hearing and the law.

8. Communication. For adjudicative matters pending before the body, members will refrain from receiving information outside of an open public meeting or the agenda materials, except on advice of the City Attorney. Members will publicly disclose substantive information that is relevant to a matter under consideration by the body which they may have received from sources outside of the public decision-making process.

9. Conflict of Interest. In order to assure their independence and impartiality on behalf of the common good and compliance with conflict-of-interest laws, members will use their best efforts to refrain from creating an appearance of impropriety in their actions and decisions. Members will not use their official positions to influence government decisions in which they have (a) a material financial interest, (b) an organizational responsibility or personal relationship which may give the appearance of a conflict of interest, or (c) a strong personal bias.

A member who has a potential conflict of interest regarding a particular decision will disclose the matter to the City Attorney and reasonably cooperate with the City Attorney to analyze the potential conflict. If advised by the City Attorney to seek advice from the Fair Political Practices Commission (FPPC) or other appropriate state agency, a member should not participate in a decision unless and until he or she has requested and received advice allowing the member to participate. A member will diligently pursue obtaining such advice. The member will provide the Mayor and the City Attorney a copy of any written request or advice, and conform his or her participation to the advice given. In providing assistance to members, the City Attorney represents the City and not individual members.

In accordance with the law, members will disclose investments, interests in real property, sources of income, and gifts; and if they have a conflict of interest regarding a particular decision, will not, once the conflict is ascertained, participate in the decision and will not discuss or comment on the matter in any way to any person including other members unless otherwise permitted by law.

10. Gifts and Favors. Members will not take any special advantage of services or opportunities for personal gain, by virtue of their public office that is not available to the public in general. They will refrain from accepting any gifts, favors or promises of future benefits which might compromise their independence of judgment or action or give the appearance of being 136
3 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. compromised.

10. Confidential Information. Members must maintain the confidentiality of all written materials and verbal information provided to members which is confidential or privileged. Members will neither disclose confidential information without proper legal authorization, nor use such information to advance their personal, financial or other private interests.

11. Use of Public Resources. Members will not use public resources which are not available to the public in general (e.g., City staff time, equipment, supplies or facilities) for private gain or for personal purposes not otherwise authorized by law.

12. Representation of Private Interests. In keeping with their role as stewards of the public interest, members of Council will not appear on behalf of the private interests of third parties before the Council or any citizen advisor body or proceeding of the City, nor will members of citizen advisory bodies appear before their own bodies or before the Council on behalf of the private interests of third parties on matters related to the areas of service of their bodies.

13. Advocacy. Members will represent the official policies or positions of the City Council, citizen advisory body to the best of their ability when designated as delegates for this purpose. When presenting their individual opinions and positions, members will explicitly state they do not represent their body or the City of Belmont, nor will they allow the inference that they do.

Councilmembers and citizen advisory bodies members have the right to endorse candidates for all Council seats or other elected offices. It is inappropriate to mention or display endorsements during Council meetings, or citizen advisory bodies meetings, or other official City meetings.

14. Policy Role of Members. Members will respect and adhere to the council-manager structure of Belmont City government as outlined in the Belmont City Code. In this structure, the City Council determines the policies of the City with the advice, information and analysis provided by City staff, citizen advisory bodies, and the public. Except as provided by the City Code, members will not interfere with the administrative functions of the City or the professional duties of City staff; nor will they impair the ability of staff to implement Council policy decisions.

15. Independence of Citizen Advisory Bodies. Because of the value of the independent advice of Citizen Advisory Bodies to the public decision-making process, members of Council will refrain from using their position to unduly influence the deliberations or outcomes of citizen advisory bodies proceedings.

16. Positive Workplace Environment. Members will support the maintenance of a positive and constructive workplace environment for City employees and for citizens and businesses dealing with the City. Members will recognize their special role in dealings with City employees to in no way create the perception of inappropriate direction to staff.

B. CONDUCT GUIDELINES
The Conduct Guidelines are designed to describe the manner in which elected and appointed pofficials should treat one another, City staff, constituents, and others they come into contact with while representing the City of Belmont.
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4 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy.

1. Elected and Appointed Officials’ Conduct with Each Other in Public Meetings Elected and appointed officials are individuals with a wide variety of backgrounds, personalities, values, opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to preserve and protect the present and the future of the community. In all cases, this common goal should be acknowledged even though individuals may not agree on every issue. (a) Honor the role of the chair in maintaining order
It is the responsibility of the chair to keep the comments of members on track during public meetings. Members should honor efforts by the chair to focus discussion on current agenda items. If there is disagreement about the agenda or the chair’s actions, those objections should be voiced politely and with reason, following procedures outlined in parliamentary procedure. (b) Practice civility and decorum in discussions and debate Difficult questions, tough challenges to a particular point of view, and criticism of ideas and information are legitimate elements of debate by a free democracy in action. Free debate does not require nor justify, however, public officials to make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments. (c) Avoid personal comments that could offend other members If a member is personally offended by the remarks of another member, the offended member should make notes of the actual words used and call for a "point of personal privilege" that challenges the other member to justify or apologize for the language used. The chair will maintain control of this discussion.
(d) Demonstrate effective problem-solving approaches
Members have a public stage and have the responsibility to show how individuals with disparate points of view can find common ground and seek a compromise that benefits the community as a whole.

2. Elected and Appointed Officials’ Conduct with the Public in Public Meetings Making the public feel welcome is an important part of the democratic process. No signs of partiality, prejudice or disrespect should be evident on the part of individual members toward an individual participating in a public forum. Every effort should be made to be fair and impartial in listening to public testimony.
(a) Be welcoming to speakers and treat them with care and gentleness.

While questions of clarification may be asked, the official’s primary role during public testimony is to listen.
(b) Be fair and equitable in allocating public hearing time to individual speakers.

The chair will determine and announce limits on speakers at the start of the public hearing process.
(c) Practice active listening
It is disconcerting to speakers to have members not look at them when they are speaking. It is fine to look down at documents or to make notes, but reading for a long period of time or gazing 138
5 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. around the room gives the appearance of disinterest. Members will try to be conscious of facial expressions, and avoid those that could be interpreted as "smirking," disbelief, anger or boredom. (d) Maintain an open mind
Members of the public deserve an opportunity to influence the thinking of elected and appointed officials.
(e) Ask for clarification, but avoid debate and argument with the public Only the chair – not individual members – can interrupt a speaker during a presentation.

However, a member can ask the chair for a point of order if the speaker is off the topic or exhibiting behavior or language the member finds disturbing.

3. Elected and Appointed Officials’ Conduct with City Staff Governance of a City relies on the cooperative efforts of elected officials, who set policy, appointed officials who advise the elected, and City staff who implement and administer the Council’s policies.

Therefore, every effort should be made to be cooperative and show mutual respect for the contributions made by each individual for the good of the community. (a) Treat all staff as professionals
Clear, honest communication that respects the abilities, experience, and dignity of each individual is expected. Poor behavior towards staff is not acceptable. (b) Do not disrupt City staff from their jobs
Elected and appointed officials should not disrupt City staff while they are in meetings, on the phone, or engrossed in performing their job functions in order to have their individual needs met. Do not attend City staff meetings unless requested by staff – even if the elected or appointed official does not say anything, his or her presence implies support, shows partiality, may intimidate staff, and hampers staff’s ability to do their job objectively. (c) Never publicly criticize an individual employee
Elected and appointed officials should never express concerns about the performance of a City employee in public, to the employee directly, or to the employee’s manager. Comments about staff performance should only be made to the City Manager through private correspondence or conversation. Appointed officials should make their comments regarding staff to the City Manager or the Mayor.
(d) Do not get involved in administrative functions
Elected and appointed officials acting in their individual capacity must not attempt to influence City staff on the making of appointments, awarding of contracts, selecting of consultants, processing of development applications, or granting of City licenses and permits. (e) Do not solicit political support from staff
Elected and appointed officials should not solicit any type of political support (financial contributions, display of posters or lawn signs, name on support list, etc.) from City staff. City staff may, as private citizens with constitutional rights, support political candidates but all such activities must be done away from the workplace.
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6 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. (f) No Attorney-Client Relationship
Members may not seek to establish an attorney-client relationship with the City Attorney, including his or her staff and attorneys contracted to work on behalf of the City. The City Attorney represents the City and not individual members. Members who consult with the City Attorney cannot enjoy or establish an attorney-client relationship with the attorney.

4. Council Conduct with Citizen Advisory Bodies
The City has established several Citizen Advisory Bodies as a means of gathering more community input. Citizens who serve on citizen advisory bodies become more involved in government and serve as advisors to the City Council. They are a valuable resource to the City’s leadership and should be treated with appreciation and respect.
(a) If attending a Citizen advisory body meeting, be careful to only express personal opinions Councilmembers may attend any citizen advisory body meeting, which are always open to any member of the public. However, they should be sensitive to the way their participation – especially if it is on behalf of an individual, business or developer – could be viewed as unfairly affecting the process. Any public comments by a Councilmember at a citizen advisory body meeting should be clearly made as individual opinion and not a representation of the feelings of the entire City Council.
(b) Limit contact with citizen advisory body members to questions of clarification It is inappropriate for a Councilmember to contact a citizen advisory body member to lobby on behalf of an individual, business, or developer, and vice versa. It is acceptable for Councilmembers to contact citizen advisory body members in order to clarify a position taken by the citizen advisory body.
(c) Respect that citizen advisory bodies serve the community, not individual Councilmembers The City Council appoints individuals to serve on citizen advisory bodies, and it is the responsibility of citizen advisory bodies to follow policy established by the Council. But citizen advisory body members do not report to individual Councilmembers, nor should Councilmembers feel they have the power or right to threaten citizen advisory body members with removal if they disagree about an issue. Appointment and re-appointment to a citizen advisory body should be based on such criteria as expertise, ability to work with staff and the public, and commitment to fulfilling official duties. A citizen advisory body appointment should not be used as a political "reward."
(d) Be respectful of diverse opinions
A primary role of citizen advisory bodies is to represent many points of view in the community and to provide the Council with advice based on a full spectrum of concerns and perspectives. Councilmembers may have a closer working relationship with some individuals serving on citizen advisory bodies, but must be fair and respectful of all citizens serving on citizen advisory bodies.
(e) Keep political support away from public forums
citizen advisory body members may offer political support to a Councilmember, but not in a public forum while conducting official duties. Conversely, Councilmembers may support citizen advisory body members who are running for office, but not in an official forum in their 140
7 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. capacity as a Councilmember.

C. SANCTIONS
(a) Acknowledgement of Code of Ethics and Conduct
Councilmembers who do not sign an acknowledgement that they have read and understand the Code of Ethics and Conduct are not eligible for intergovernmental assignments or Council subcommittees. Citizen advisory body members who do not sign an acknowledgement that they have read and understand the Code of Ethics and Conduct are not eligible to hold office. (b) Ethics Training for Local Officials
Councilmembers and citizen advisory body members who are out of compliance with State or City mandated requirements for ethics training may not represent the City on intergovernmental assignments or Council subcommittees, and may be subject to sanctions. (c) Behavior and Conduct
The Belmont Code of Ethics and Conduct expresses standards of ethical conduct expected for members of the Belmont City Council, citizen advisory bodies. Members themselves have the primary responsibility to assure that ethical standards are understood and met, and that the public can continue to have full confidence in the integrity of government. The chairs of Boards, Committees and Commissions and the Mayor and Council have the additional responsibility to intervene when actions of members that appear to be in violation of the Code of Ethics and Conduct are brought to their attention.

Councilmembers:

Councilmembers who intentionally and repeatedly do not follow proper conduct may be reprimanded or formally censured by the Council, lose seniority or committee assignments (both within the City of Belmont and with intergovernmental agencies) or other privileges afforded by the Council. Serious infractions of the Code of Ethics or Code of Conduct could lead to other sanctions as deemed appropriate by the Council.

Individual Councilmembers should point out to the offending Councilmember perceived infractions of the Code of Ethics and Conduct. If the offenses continue, then the matter should be referred to the Mayor in private. If the Mayor is the individual whose actions are being questioned, then the matter should be referred to the Vice Mayor. It is the responsibility of the Mayor (or Vice Mayor) to initiate action if a Councilmember’s behavior may warrant sanction.

If no action is taken by the Mayor (or Vice Mayor), then the alleged violation(s) can be brought up with the full Council.

Citizen advisory body members:

Counseling, verbal reprimands and written warnings may be administered by the Mayor to citizen advisory body members failing to comply with City policy. These lower levels of sanctions will be kept private to the degree allowed by law. Copies of all written reprimands administered by the Mayor will be distributed in memo format to the chair of the respective citizen advisory body, the City Clerk, the City Attorney, the City Manager, and the City Council.

The City Council may impose sanctions on citizen advisory body members whose conduct 141
8 For ease of reference the term “member” refers to any member of the Belmont City Council or member of a citizen advisory body (ex. Planning Commission) established by City ordinance or Council policy. does not comply with the City’s policies, up to and including removal from office. Any form of discipline imposed by Council will be determined by a majority vote of at least a quorum of the Council at a noticed public meeting and such action will be preceded by a report to Council with supporting documentation.

The Mayor or majority of Council may call for an investigation of citizen advisory body member conduct. Also, should the City Manager or City Attorney believe an investigation is warranted, they are to confer with the Mayor or Council. The Mayor or Council will ask the City Manager or the City Attorney to investigate the allegation and report the findings.

These sanctions are alternatives to any other remedy that might otherwise be available to remedy conduct that violates this code or state or federal law. In order to protect and preserve good government, any individual including the City Manager and the City Attorney after complying with Rules 1.6 and 1.13 of the State Bar Rules of Professional Conduct, who knows or reasonably believes a member acts or intends or refuses to act in a manner that is or may be a violation of law reasonably imputable to the organization, or in a manner which is likely to result in substantial injury to the organization, may report the violation to the appropriate governmental authorities.

D. IMPLEMENTATION
The Code of Ethics and Conduct is intended to be self-enforcing and is an expression of the standards of conduct for members expected by the City. It therefore becomes most effective when members are thoroughly familiar with it and embrace its provisions.

For this reason, this document is to be included in the regular orientations for candidates for City Council applicants to citizen advisory bodies, and newly elected and appointed officials. Members entering office must sign a statement (example below) acknowledging they have read and understand the Code of Ethics and Conduct. In addition, the Code of Ethics and Conduct should be periodically reviewed by the City Council, citizen advisory bodies, and updated it as necessary.

Example:

I affirm that I have read and understand the City of Belmont Code of Ethics and Conduct for Elected and Appointed Officials.

Signature Date
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