Belmont City Council
May 23, 2023

CITY OF BELMONT

CITY COUNCIL AND BELMONT FIRE

PROTECTION DISTRICT BOARD OF

DIRECTORS
www.belmont.gov

1. ROLL CALL

2. PLEDGE OF ALLEGIANCE

3. REPORT FROM CLOSED SESSION

4. SPECIAL PRESENTATIONS
A. Proclamation Celebrating Pride Month
B. APWA Presentation of Awards and Proclamation Recognizing National Public Works Week "Connecting the World Through Public Works"

CITY COUNCIL REGULAR MEETING AGENDA
Tuesday, May 23, 2023
7:00 PM
City Council Chambers
City Hall, One Twin Pines Lane, Belmont, California
The meeting will be broadcast live to Belmont residents on Comcast Cable Channel 27, streamed live via the City’s website at www.Belmont.gov. The public may also attend the meeting in the Chambers and address the Council from the Chambers.

PUBLIC COMMENT:

To maximize time for live public comment, we encourage members of the public to provide comments by joining the Committee meeting via Zoom : For web, visit https://belmont-gov.zoom.us/ select “Join” and enter Meeting ID: 95745673035. Use the Raise Hand feature to request to speak. You may rename your profile if you wish to remain anonymous.

For dial- in comments, call *67 1-(669) 900-6833 (your phone number will appear on the live broadcast if *67 is not dialed prior to the phone number), enter Meeting ID: 95745673035, and press *9 to request to speak. All public comments are subject to a 3-minute time limit unless otherwise determined by the Committee Chair.

If you wish to submit written public comment, you may send an email to [email protected] before the council considers the item. Please indicate the agenda item topic or agenda item number you wish to comment on in your email’s subject line. Any public comment regarding agenda items that are received from the publication of the agenda through the meeting date will be made part of the meeting record but will not be read during the Council meeting.
1 C. Proclamation Recognizing Economic Development and Housing Manager Jennifer Rose for Outstanding Public Service
D. Public Safety Employee Recognition
E. HIP Housing Home Sharing Program Presentation

5. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

6. COUNCILMEMBER ANNOUNCEMENTS

7. CONSENT BUSINESS
A. Senate Bill 1 (SB 1) Local Streets and Roads Project List FY 2023-2024 B. Memorandum of Understanding with the County of San Mateo to Join a MultiJurisdictional Safety Element and Authorization of Project Funding (Continued) C. Creation of Deputy Director of Community Development and Planning Job Classification and Revision of Master Pay Schedule
This portion of the meeting is reserved for persons wishing to address the Body on any City matter not on the agenda. The period for public comment at this point in the agenda is limited to 15 minutes, with a maximum of 3 minutes per speaker. Speakers who requested but did not receive an opportunity to speak during this comment period will be given an opportunity to address the Body later in the meeting. State law prohibits the Body from acting on non-agenda items.

Consent business items are considered to be routine in nature and will be enacted by one motion. There will be no separate discussion on these items unless a member or staf request specific items to be removed for separate action.

The City Attorney will read the title of ordinances to be adopted.

Recommendation: Adopt a resolution approving a list of proposed projects for FY 2023-2024 funded by the Road Repair and Accountability Act of 2017 Attachment(s):

Staff Report
Resolution
2024 Slurry Project Tentative List of Streets.pdf
Recommendation: Adopt a resolution authorizing the City Manager to negotiate and execute a Memorandum of Understanding (MOU) with San Mateo County to join the MultiJurisdictional Safety Element Project with consultant support from PlaceWorks, Inc. and Community Planning Collaborative for the term of June 15, 2023, through June 15, 2026 with a total obligation not to exceed $155,113
Attachment(s):

Staff Report
Resolution
MOU With Exhibits
Recommendation: Adopt a resolution approving the creation of a Deputy Director of Community Development and Planning; and revising the City’s Master Employee Pay Schedule to include Deputy Director of Community Development and Planning in accordance with California Public Employees Retirement System (CalPERS) regulations.

Attachment(s):

Staff Report
Resolution
2 8. PUBLIC HEARINGS ( NONE)

9. GENERAL BUSINESS
A. American Public Works Accreditation (APWA) Update
B. Introduction of the Proposed Fiscal Year 2023-24 Budget

10. BRIEF VERBAL REPORTS FROM MEMBERS AND STAFF

11. MATTERS OF INTEREST/CLARIFICATION

12. ADJOURNMENT
Class Description
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: Information only, no action required
Attachment(s):

Staff Report
APWA Accreditation Presentation
Recommendation: Discuss and provide direction regarding the proposed fiscal year (FY) 2023-24 budget. A public hearing has been set for June 13, 2023 to consider budget adoption Attachment(s):

Staff Report
Presentation
A. Verbal report from Councilmembers on Intergovernmental (IGR) and Subcommittee Assignments
B. Verbal report from City Manager
Items in this category are for discussion and direction to staf only. However, Council/Board may take final action on an item if there is no need for additional staf analysis.

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. 3

SB1 Local Streets and Roads Project List FY 2023-2024 - Staff Report

STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Nima Mazhari, Public Works, (650) 730-5706, [email protected] Agenda Title: Senate Bill 1 (SB 1) Local Streets and Roads Project List FY 2023-2024 Agenda Action: Resolution
Recommendation
Adopt a resolution approving a list of proposed projects for FY 2023-2024 funded by the Road Repair and Accountability Act of 2017.

Strategic Focus Area
Infrastructure and Mobility
Background
On April 28, 2017, after years of advocating for a solution to the state’s transportation crisis, the Legislature passed and the Governor signed Senate Bill 1 (SB 1) also known as the Road Repair and Accountability Act of 2017, increasing transportation funding and instituting much-needed reforms. SB 1 provides the first significant, stable, and on-going increase in state transportation funding in more than two decades to address basic road maintenance, rehabilitation, and critical safety needs on state highways, local streets and road systems. With SB 1, the Road Maintenance and Rehabilitation Account (RMRA) was established to fund road repair and rehabilitation projects.

SB 1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs. To be eligible, the City must adopt by resolution a list of all projects proposed to receive funding from RMRA, created by SB 1. The proposed project list must include a description, location of each proposed project, a schedule for the project’s completion, and the estimated useful life of the improvement.

In May 2021, the City Council approved a five-year pavement plan for FY 2022-2026. The plan consists of the City allocating an average of $2.4 million in street maintenance repairs for the current five-year paving plan, with RMRA funds of approximately $500k per year.

Analysis
For FY 2023-2024, funding from SB1 funds will provide for preparation of contract documents and the construction cost for a slurry seal project across various streets where the estimated useful life of improvements range approximately between five to seven years. Please refer to Attachment B for full tentative list of streets proposed for slurry seal.

It is anticipated that construction will begin in June 2024 and that construction will be completed in September 2024.
4

SB1 Local Streets and Roads Project List FY 2023-2024 - Staff Report Alternatives

1. Take no action
Attachments
A. Resolution
B. 2024 Slurry Project Tentative List of Streets
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed: SB 1 funding through RMRA has been allocated in FY 2023-24 and through the five-year capital improvement plan.

Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda 5

RESOLUTION NO. 2023 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

APPROVING A RESOLUTION ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2023-2024 FUNDED BY SENATE BILL 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and,
WHEREAS, on April 28, 2017, the Governor signed Senate Bill (SB) 1, known as the Road Repair and Accountability Act of 2017, which created the Road Maintenance and Rehabilitation Account (RMRA); and,
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of City of Belmont (City) are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and, WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the RMRA, created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and,
WHEREAS, the City, will receive an estimated $500,000 in RMRA funding in Fiscal Year 2023-2024 from SB 1; and,
WHEREAS, this is the sixth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and, WHEREAS, the City has undergone a robust public process to ensure public input into our community’s transportation project priorities list; and, WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and, WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate approximately 58 streets throughout the City this year; and, WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in a fair condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a good condition; and,
6

WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide; and,
WHEREAS, RMRA funding will provide for the preparation of contract documents and the construction costs for the rehabilitation of streets in FY 2023-2024.

WHEREAS, the construction is expected to begin in June 2024, and to be completed in September 2024; and,
NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. The foregoing recitals are true and correct.

SECTION 2. Approves adopting the list of newly proposed projects, per Attachment B, will be funded in-part or solely with Fiscal Year 2023-2024 Road Maintenance and Rehabilitation Account revenues.
* * *
ADOPTED May 23, 2023 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
7 Street Name/Lot Location Beggining Location End Location PCI ADELAIDE WAY CHRISTIAN DRIVE (N) CHRISTIAN DRIVE (S) 74 ANITA AVENUE EL CAMINO REAL MALCOLM AVENUE 67
ANITA AVENUE MALCOLM AVENUE END OF CUL DE SAC 79
ANITA COURT ANITA AVENUE END OF CUL DE SAC 74
BELMONT CANYON ROAD HILLCREST DRIVE 2744 BELMONT CANYON ROAD 79 BELMONT CANYON ROAD 2744 BELMONT CANYON ROAD RALSTON AVENUE WEST INT 78 CAMBRIDGE STREET HILLER STREET MARINE VIEW AVENUE 80
CHEVY STREET BELBURN DRIVE RALSTON AVENUE 69
CLEE STREET NOTRE DAME AVENUE CHEVY STREET 72
CONCOURSE DRIVE CLIPPER DRIVE (W) CLIPPER DRIVE (E) 72
CORMORANT ROAD SHOREWAY ROAD REDWOOD CITY LIMIT 89
CORONET BOULEVARD ALAMEDA DE LAS PULGAS LYON AVENUE 79
COVINGTON ROAD ALAMEDA DE LAS PULGAS ALAMEDA DE LAS PULGAS 92 CREST VIEW AVENUE HILLER STREET OLD COUNTY ROAD 92
DAVIS DRIVE RALSTON AVENUE 10 DAVIS DRIVE 70
EL VERANO WAY MAYWOOD DRIVE LADERA WAY 79
EL VERANO WAY LADERA WAY ALAMEDA DE LAS PULGAS 79
FOREST AVENUE MONROE AVENUE ALAMEDA DE LAS PULGAS 92
FURLONG STREET RALSTON AVENUE O'NEILL AVENUE 70
GRANADA STREET RALSTON AVENUE O'NEILL AVENUE 82
HASTINGS DRIVE BRIDGE COURT SAN CARLOS CITY LIMIT 92
HILLER STREET STERLING VIEW AVENUE DALE VIEW AVENUE 77
HILLER STREET DALE VIEW AVENUE MOUNTAIN VIEW AVENUE 81
HILLER STREET MOUNTAINVIEW AVENUE MARINE VIEW AVENUE 76 HILLER STREET MARINE VIEW AVENUE 603 HILLER STREET 88
HILLER STREET WESSEX WAY RALSTON AVENUE 88
HILLER STREET RALSTON AVENUE O'NEILL AVENUE 88
IRWIN STREET RALSTON AVENUE O'NEILL AVENUE 80
JUDSON STREET RALSTON AVENUE O'NEILL AVENUE 82
KITTIE LANE MAYWOOD DRIVE DEAD END 74
LORI COURT LORI DRIVE END OF CUL DE SAC 71
LORI DRIVE MARSTEN AVENUE END OF CUL DE SAC 71
MONSERAT AVENUE NEWLANDS AVENUE LINCOLN AVENUE 81
MONSERAT AVENUE LINCOLN AVENUE CIPRIANI BOULEVARD 69
MIDDLESEX ROAD HILLER STREET CAMBRIDGE STREET 77
OAK KNOLL DRIVE VALLEY VIEW AVENUE END OF CUL DE SAC 75 OLD COUNTY ROAD 1020 OLD COUNTY ROAD O'NEILL AVENUE 79
ONEILL AVE ELMER STREET FURLONG STREET 85
ONEILL AVE FURLONG STREET GRANADA STREET 81
ONEILL AVE GRANADA STREET HILLER STREET 73
ONEILL AVE HILLER STREET IRWIN STREET 82
ONEILL AVE IRWIN STREET JUDSON STREET 77
ONEILL AVE JUDSON STREET KEDITH STREET 75
ONEILL AVE KEDITH STREET DAIRY LANE 83
ROXBURY WAY HILLER STREET CAMBRIDGE STREET 81
SEM LANE DEAD END SHOREWAY DRIVE 61
SHOREWAY ROAD SEM LANE SAN CARLOS CITY LIMIT 86
SIXTH AVENUE HARBOR BOULEVARD LANE STREET 82
SIXTH AVENUE LANE STREET E STREET 77
SIXTH AVENUE E STREET SAN CARLOS CITY LIMIT 80
SKYMONT DRIVE MARSTEN AVENUE Dionne Court 61
WEST NAUGHTON AVENUE RALSTON AVENUE, WB CULDESAC 77
YORKSHORE WAY MOUNTAIN VIEW AVENUE MARINE VIEW AVENUE 85 ACADEMY AVENUE s/o BELBURN DRIVE s/o ALDEN DRIVE 74
MARSTEN AVENUE CHRISTIAN DRIVE ROBERT AVENUE 50
MUIR WAY YOSEMITE DRIVE TAHOE DRIVE 92
ONEILL AVE 100' WEST OF FIFTH AVE SIXTH AVE (W) 85
OXFORD WAY 192 OXFORD WAY OXFORD (CIRCLE) 94
2024 Slurry Project Tentative List of Streets
8

Safety Element MOU Continued - Staff Report

STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Jennifer Rose, Housing, Economic Development, & Finance Manager, [email protected] and Karen Clark, Management Analyst, [email protected] Agenda Title: Memorandum of Understanding with the County of San Mateo to Join a MultiJurisdictional Safety Element and Authorization of Project Funding (Continued) Agenda Action: Resolution
Recommendation
Adopt a resolution authorizing the City Manager to negotiate and execute a Memorandum of Understanding (MOU) with San Mateo County to join the Multi-Jurisdictional Safety Element Project with consultant support from PlaceWorks, Inc. and Community Planning Collaborative for the term of June 15, 2023, through June 15, 2026 with a total obligation not to exceed $155,113.

Strategic Focus Area
Economic Development and Housing
Background
The Belmont General Plan, adopted in November 2017, is a policy document that guides long range development of the City. It provides analysis, goals, and policies related to land use; housing; transportation and circulation; parks, recreation, and open spaces; environmental quality; noise; and public health and safety.

Recent changes in State law require an update to the Safety Element of the General Plan. A safety element is a required element, or section, of a county or city’s general plan and includes the following main components.
• Updated background information and mapping on hazardous conditions and evacuation concerns; • A vulnerability assessment that considers how climate change may affect natural hazards in the community and the effects on populations and assets;
• Amendments to goals, policies, objectives, and implementation measures, especially as they relate to climate change resiliency; and
• Alignment of programs from other County planning documents and State resources.

In recent years, the complexity of safety elements has increased in response to new State requirements, more sophisticated mapping, and expanded community outreach based on higher levels of public interest in climate change and hazard planning. In July 2020, detailed guidance on how to prepare vulnerability assessments in response to the following requirements was issued from the Governor’s Office of Planning and Research and Office of Emergency Services.
9

Safety Element MOU Continued - Staff Report
• Assembly Bill (AB) 162 (2007) requires updates to flood hazard information and policies. • Senate Bill (SB) 1241 (2012) requires updates to fire hazard information and policies. • SB 379 (2015), amending Government Code Section 65302(g), requires cities and counties to include climate adaptation and resiliency information, policies, and implementation strategies in their safety elements as well as comply with updated safety element requirements following the revision of a local hazard mitigation plan (LHMP) on or after January 1, 2017, or, if the local jurisdiction had not adopted a LHMP, beginning on or before January 1, 2022. • SB 99 (2019) imposes requirements related to evacuations and wildfires, including a requirement to identify areas that do not have at least two emergency evacuation routes.

While the City of Belmont updated its Safety Element as part of the comprehensive General Plan update in November 2017, because of the regulatory changes outlined above, additional work is now necessary for full compliance with the subjects of climate change adaptation and evacuation planning.

In late 2021, several agencies in San Mateo County expressed interest in collaborating to update their respective safety elements. The cities, towns, and County of San Mateo have a strong history of collaboration and resource sharing on housing-related initiatives through the 21 Elements Project. In addition, all 21 jurisdictions in the County collaborated on a Multijurisdictional Local Hazard Mitigation Plan (MJLHMP) which was completed in December 2021, providing baseline information for the safety element updates.

The purpose of this project is to address these safety element legal requirements and to share analysis and resources for greater efficiency for the jurisdictions participating in this collaborative effort. This project will update the safety elements of the County of San Mateo and six participating San Mateo County municipalities (Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, and San Bruno) to comply with latest requirements for safety elements, as described above and codified in Government Code 65302. The cities of Brisbane and Pacifica are participating in a few tasks, like the vulnerability analysis, but are not requesting a complete safety element update.

In September 2022, the San Mateo County Planning and Building Department released a Request for Proposals (RFP) for the Multi-Jurisdictional Safety Element Project. The Department received two proposals in response to the RFP. The evaluation and selection committee determined the proposal submitted by PlaceWorks to be the most suitable based on the overall criteria of project understanding, qualifications of the consulting team, relative project experience, project approach and methodology, and proposed cost.

PlaceWorks has extensive experience with creating general plans, safety elements, and local hazard mitigation plans throughout California. Recently, PlaceWorks completed safety elements, vulnerability assessments, and/or climate adaptation plans for Santa Barbara County (2022) and the following Bay Area communities: Contra Costa County, Solano County, Benicia, Dixon, Lafayette, Orinda, Rio Vista, San Mateo, Santa Rosa, Suisun City, Vacaville, Vallejo, and Windsor. PlaceWorks also has experience supporting a multi-jurisdictional safety element process in Solano County. 10

Safety Element MOU Continued - Staff Report
The scope of work for this project includes thoughtful approaches to community engagement and equity.

PlaceWorks has partnered with Climate Resilient Communities, a local nonprofit, to help lead engagement and outreach to community groups and hard-to-reach community members, and to provide equity reviews of work products. Climate Resilient Communities is a community-based organization dedicated to serving the underrepresented through empowering community voices to implement climate solutions that bring about unity and resilience.

Community Planning Collaborative (formerly Baird + Driskell Community Planning) has acted as the project manager for the Safety Element Collaborative Project through the Collaborative’s initial formation and the RFP process, ensuring that the voice of each participating agency is heard, and their needs addressed. Community Planning Collaborative also served as the lead consultant for the 21 Elements Project, which was originally created to assist San Mateo County jurisdictions (20 cities and the County) with required Housing Element updates and has now expanded to assist with other general plan updates.

Pursuant to San Mateo County Administrative Memorandum B-1, the County Community Development Director executed an agreement with Community Planning Collaborative to continue to serve as project manager for the Safety Element Collaborative Project, for a term of June 1, 2023 through June 1, 2026 and in an amount not to exceed $92,400.

Each participating agency will enter a Memorandum of Understanding (MOU) with San Mateo County to participate in the Safety Element Collaborative. This MOU outlines the services to be performed by the consultants and the participating agency’s contribution toward the costs of consultant services. All participating jurisdictions will have a staff member representing their agency on a Collaborative Steering Committee, which will oversee project progress and provide input on the project direction or issues.

The San Mateo County Planning and Building Department will serve as the fiscal agent for the Safety Element Collaborative. As fiscal agent, the County will enter into agreements with the designated consultants and pay consultant invoices using deposits from all participating agencies.

Additional partners in the Safety Element Collaborative Project include the San Mateo County Office of Sustainability and San Mateo County Department of Emergency Management. A key stakeholder for this collaborative is OneShoreline, the San Mateo County Flood and Sea Level Rise Resiliency District.

OneShoreline will be a valuable resource for collaboration, clarification, and input on several aspects of the project.

Analysis
On April 11, 2023, the Belmont City Council received a presentation on this agreement, and the item was continued to a future meeting to allow all participating jurisdictions to finalize contract terms. The final Memorandum of Understanding (MOU) is attached.

The term of the PlaceWorks, Inc. agreement is June 15, 2023, through June 15, 2026, in an amount not to exceed $1,224,016. Each participating agency is responsible for funding their portion of the agreement and project management costs, which, for the City of Belmont, is $143,178. 11

Safety Element MOU Continued - Staff Report
The term of the Community Planning Collaborative agreement is June 1, 2023 through June 1, 2026, in an amount not to exceed $92,400. Each participating agency is responsible for funding their portion of the agreement, which, for the City of Belmont, is $11,935.

The City of Belmont’s full project contribution is $155,113. This amount was approved for the FY 2023 Budget via City Council Resolution 2023-024, as a part of the mid-year budget review.

City of Belmont Project Contributions
Safety Element Consulting (PlaceWorks)
Description Cost
Base Contract $118,507
Additional Scope Items
(public meetings/technical support)
$0
CEQA Contingency $12,821
General Contingency $11,851
Subtotal $143,178
Project Management (Community Planning Collaborative – 21 Elements) Description Cost
Base Contract $11,935
Subtotal $11,935
Total Contributions $155,113
Next Steps
To address the legal requirements to update the Safety Element of the General Plan and to share analysis and resources for greater efficiency, staff recommends that City Council adopt a resolution authorizing the City Manager to negotiate and execute a Memorandum of Understanding (MOU) with San Mateo County to join the Multi-Jurisdictional Safety Element Project with consultant support from PlaceWorks, Inc. and Community Planning Collaborative for the term of June 15, 2023 through June 15, 2026 with a total obligation not to exceed $155,113.

On June 13, 2023, the San Mateo County Board of Supervisors will consider approving the agreement with PlaceWorks and the MOUs with the municipalities of Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, and San Bruno, as agency participants in the Multi-Jurisdictional Safety Element Project.

Alternatives

1. Take no action, thereby deferring the Safety Element Update 12

Safety Element MOU Continued - Staff Report
Attachments
A. Resolution
B. MOU
C. MOU Exhibit A – City of Belmont Project Contribution D. MOU Exhibit B – PlaceWorks Scope and Fee Proposals
E. MOU Exhibit C – Community Planning Collaborative Scope and Fee Proposals Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The City’s full project contribution of $155,113 was approved for the FY 2023 budget via City Council Resolution 2023-024, as a part of the FY 2023 mid-year budget review.

Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda 13

RESOLUTION NO. 2023 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT AUTHORIZING A MEMORANDUM OF UNDERSTANDING FOR A MULTIJURISDICTIONAL SAFETY ELEMENT PROJECT WITH THE COUNTY OF SAN

MATEO TO JOIN WITH THE MUNICIPALITIES OF ATHERTON, BELMONT,

BRISBANE, BURLINGAME, EAST PALO ALTO, HALF MOON BAY, PACIFICA, SAN BRUNO AS AGENCY PARTICIPANTS AND AUTHORIZING $155,113 OF

FUNDING FOR THE PROJECT
WHEREAS, the cities, towns and County of San Mateo have a strong history of collaboration and resource sharing on various planning studies and initiatives, including a new initiative to participate in the Multi-Jurisdictional Safety Element Project (“Project”); and, WHEREAS, recent changes to State law require local jurisdictions to review and update the safety elements of their general plans to address climate adaptation and resiliency strategies, fire hazards, flood hazards, and evacuation routes; and, WHEREAS, nine (9) jurisdictions in San Mateo County have formed a Safety Element Collaborative to address the legal requirements to update safety elements and to share analysis and resources for greater efficiency for the jurisdictions participating in this collaborative effort; and,
WHEREAS, seven (7) of the jurisdictions will participate in the Project’s full scope of work (Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County), and two (2) of the jurisdictions will participate in certain tasks (Brisbane and Pacifica); and,
WHEREAS, for the seven (7) jurisdictions participating in the Project’s full scope of work, a legally compliant safety element will be produced; and, WHEREAS, through a competitive request for proposals (RFP) process facilitated by San Mateo County, PlaceWorks, Inc. (“Contractor”) was identified as the preferred firm to provide consulting services for the development and outreach associated with the Project; and, WHEREAS, Community Planning Collaborative, the consulting firm for the 21 Elements Project, has served as the project manager (“Project Manager”) for the Safety Element Collaborative through the Collaboratives’ initial formation and the RFP process to ensure the voice of each participating agency is heard and their needs addressed; and, WHEREAS, Community Planning Collaborative will continue to serve as Project Manager for the Safety Element Collaborative for the duration of the Project; and, WHEREAS, the County will serve as fiscal agent for the Project and will enter into contracts with PlaceWorks, Inc. and Community Planning Collaborative and oversee the payment of invoices on behalf of the participating agencies; and, WHEREAS, each participating agency will enter into a Memorandum of Understanding 14

with the County outlining the roles of each participating agency, the County, the consultants, and the funding obligations for the Project.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. The City Manager is hereby authorized to negotiate and execute a Memorandum of Understanding (MOU) with San Mateo County to join the Multi-Jurisdictional Safety Element Project with consultant support from PlaceWorks, Inc. and Community Planning Collaborative for the term of June 15, 2023 through June 15, 2026 with a total obligation not to exceed $155,113.

SECTION 2. The City Manager, in consultation and with agreement between the County and other participants, is authorized to make minor changes to the MOU that may be necessary to ensure consistency, accuracy, and clarification across all the participating jurisdictions. * * *
ADOPTED May 23, 2023 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
15 1

MEMORANDUM OF UNDERSTANDING
Between

SAN MATEO COUNTY PLANNING AND BUILDING DEPARTMENT
and

CITY OF BELMONT
for the

MULTIJURISDICTIONAL SAFETY ELEMENT PROJECT
This Memorandum of Understanding (“MOU”), effective the 15th day of June, 2023 is entered into by and between the County of San Mateo (“County”) and the City of Belmont (“Agency”), together referred to herein as the "Parties." WHEREAS, the County and cities and towns in San Mateo County have a strong history of collaboration and resource sharing on various planning studies and initiatives, including a new initiative to participate in the Multijurisdictional Safety Element Project (“Project”); and
WHEREAS, recent changes to State law require local jurisdictions to review and update the safety elements of their general plans to address climate adaptation and resiliency strategies, fire hazards, flood hazards, and evacuation routes; and WHEREAS, nine (9) jurisdictions in San Mateo County have formed a Safety Element Collaborative (“Collaborative” and “Collaborative Partners”) to address the legal requirement to update safety elements and to share analysis and resources for greater efficiency for the jurisdictions participating in this collaborative effort; and WHEREAS, seven (7) jurisdictions will participate in the full project scope of work (Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, San Mateo County), and two (2) jurisdictions will only participate in certain tasks (Brisbane, Pacifica); and
WHEREAS, for those agencies participating in the Collaborative’s full scope of work, a legally compliant safety element will be produced; and WHEREAS, through a competitive RFP process facilitated by San Mateo County, 16 2
PlaceWorks (“Contractor”) was identified as the preferred firm to provide consulting services for the Project for tasks such as community engagement, the vulnerability assessment, and drafting updated safety elements; and
WHEREAS, Community Planning Collaborative, the consulting firm for the 21 Elements Project, has served as the project manager (“Project Manager”) for the Safety Element Collaborative through the Collaboratives’ initial formation and the RFP process to ensure the voice of each participating agency is heard and their needs addressed; and WHEREAS, Community Planning Collaborative will continue to serve as the Project Manager for the Safety Element Collaborative for the duration of the Project; and WHEREAS, the County will serve as the fiscal agent for the Project; and WHEREAS, the total cost of the Project is $1,316,416 and the Agency’s contribution is $155,113; and
WHEREAS, the County and Agency desire to enter into this MOU to memorialize the understanding that the Parties will work cooperatively to implement and fund the Project in accordance with Exhibits A, B and C.

NOW, THEREFORE, BE IT RESOLVED that the County and Agency agree as follows:

I. PURPOSE
The purpose of this MOU is to memorialize the understanding between the County and Agency that (1) the Agency wishes to participate in the Multi-Jurisdictional Safety Element Project, (2) the Agency wishes to utilize the Contractor and the Project Manager as the consulting team, and (3) the County will serve as the fiscal agent to facilitate the Project.

II. EXHIBITS
The following exhibits are attached to this MOU and incorporated into this MOU by this reference:

Exhibit A – Project Contributions by Agency
Exhibit B – PlaceWorks - Scope of Work and Fee Proposals 17 3
Exhibit C – Community Planning Collaborative – Scope of Work and Fee Proposal
III. ROLES AND RESPONSIBILITIES
a. The County will serve as the Fiscal Agent for the Project and will enter into separate agreements with Contractor and Project Manager. The County will review and process payments and invoices on behalf of the Collaborative Partners to the consultants pursuant to the terms of the relevant consulting agreements.
b. The Agency will provide funding as set forth in Exhibit A for the Project and will participate in obligations identified in the Scope of Work in Exhibit B, including participating in the overall plan development and implementation. c. Community Planning Collaborative will serve as Project Manager and will manage and implement all aspects of the Project, in accordance with the Scope of Work set forth in Exhibit C.
d. PlaceWorks will serve as Contractor and will carry out the tasks described in the Scope of Work set forth in Exhibit B.

IV. FUNDING AND METHOD OF PAYMENT
a. Agency agrees to pay the County for the Agency contribution identified in Exhibit A of this MOU. The Agency agrees to pay the County either (1) 100% of its contribution by July 15, 2023, (2) 50% of its contribution by July 15, 2023 and the remaining 50% by September 15, 2023, or (3) 20% of its contribution by July 15, 2023, 60% by September 15, 2023, and the remaining 20% by August 1, 2024.

The Agency will notify the County of its payment selection upon execution of this MOU.

1. The Contractor will submit invoices to the Project Manager on a monthly basis for Project activities. A brief narrative progress report shall be included with each invoice. The Project Manager will review the Contractor’s invoices and submit the invoices to the County for payment.

2. The Project Manager will submit the Project Manager’s invoices and brief narrative progress reports to the County on a monthly basis for review and payment.

3. The Contractor and Project Manager will provide a quarterly accounting of invoices, charged and remaining funds for each Collaborative Partner to the County and Agency.
b. The County and Agency each agree they are not entitled to reimbursement of costs incurred while performing obligations as set forth in Section III, Roles and Responsibilities.
c. In the event that the actual costs of completing the scopes of work, as set forth in Exhibits B and C, exceed the budgets set forth in Exhibits B or C, respectively, the Collaborative Partners, including the County and Agency, will confer and agree either to reduce the relevant scope of work and/or to provide additional 18 4
funding subject to further written mutual agreement of the Parties. The Collaborative Partners agree to use best efforts in such case to reach resolution without causing a Project delay.
d. At the conclusion of the Project, the Project Manager will submit a final accounting to each Collaborative Partner with any remaining funds returned to each Collaborative Partner or a final invoice if required.

V. TERM
This MOU shall be effective from June 15, 2023 to June 15, 2026, unless terminated sooner pursuant to Section XIII.

VI. AMENDMENTS
The Agency contact, or designee, is authorized to make minor modifications to the scopes of work in Exhibits B and C, in consultation with the Project Manager and County, to respond to necessary changes as the Project evolves as long as the Project cost does not exceed the total approved cost estimate in Exhibit A. Such minor modifications to the scopes of work shall be documented in writing, but shall not require an amendment to this MOU.

This MOU can be amended, modified, or supplemented only in writing(s) signed by both Parties. No oral understanding or agreement not incorporated herein will be binding on either of the Parties.

VII. INDEMNIFICATION
a. It is agreed that Agency shall defend, hold harmless, and indemnify County and its officers, employees, agents, and servants from any and all claims, suits, or actions of every name, kind, and description brought by a third party which arise out of the terms and conditions of this MOU (collectively, “Claims”); provided that such Claims are the direct result from the acts or omissions of Agency and/or its officers, employees, agents, and servants.
b. Agency shall defend, hold harmless, and indemnify County from and against any and all claims for wages, salaries, benefits, taxes, and all other withholdings and charges payable to, or in respect to, Agency’s representatives for services provided under this MOU.
c. It is agreed that County shall defend, save harmless, and indemnify Agency and its officers, employees, agents, and servants from any and all claims, suits, or actions of every name, kind, and description brought by a third party which arise out of the terms and conditions of this MOU and which result from the acts or omissions of County and/or its officers and employees, agents and servants. d. The duty of each party to defend, hold harmless, and indemnify the other as set forth herein shall include the duty to defend as set forth in Section 2778 of the California Civil Code.
19 5
e. In the event of concurrent negligence (or intentional/reckless acts) of County and/or its officers and employees, on the one hand, and Agency and/or its officers, employees, agents, and servants, on the other hand, then the liability for any and all claims for injuries or damage to persons and/or property which arise out of terms and conditions of this MOU shall be apportioned according to the California theory of comparative fault.
f. This indemnification will survive termination or expiration of this MOU.

VIII. NOTICES
a. All notices and communications deemed by either party to be necessary or desirable must be in writing and may be given by personal delivery to a representative of the other party or by mailing the same, postage prepaid, addressed as follows:

If to the County:

San Mateo County Planning & Building Department
455 County Center
2nd Floor
Redwood City, CA 94063
Steve Monowitz, Director of Community Development
650/363-1861; [email protected]
If to the Agency:

City of Belmont
One Twin Pines Lane
Belmont, CA
Carlos de Melo, Community Development Director
650/595-7440; [email protected]
b. The address to which mailings may be made may be changed from time to time by notice mailed as described above. Any notice given by mail will be deemed given on the day after that on which it is deposited in the United States Mail as provided above.

IX. INDEPENDENT CONTRACTOR
The Parties agree and understand that the work/services performed by either of the Parties or any consultant retained by either of the Parties under this MOU are performed as independent contractors and not as employees or agents of the other party. Nothing herein will be deemed to create any joint venture between the County and Agency or any employment relationship between Agency and County, Contractor and Project Manager.

X. SUCCESSORS AND ASSIGNS
20 6
Neither party will assign, transfer, or otherwise substitute its interest in this MOU, nor its obligations, without the prior written consent of the other party. All obligations created under this MOU will be binding on, and the rights established herein will inure to the benefit of, any successors or assigns of the Parties.

XI. COMPLIANCE
The Parties must comply with any and all laws, statues, ordinances, rules, regulations, or requirements of the federal, state, and local governments, and any agency thereof, which relate to or in any manner affect the performance of this MOU.

XII. DISPUTE RESOLUTION
The Parties agree to work together in good faith to resolve any dispute arising from this MOU and agree to refer any dispute not resolved within 30 days to the County’s Community Development Director and Agency’s Planning Director for resolution. In the event resolution cannot be reached, the Parties may submit the dispute to mediation by a neutral party mutually agreed to by the Parties prior to initiating any formal action in court.

XIII. TERMINATION
Either Party may terminate this MOU with or without cause upon 30 days' prior written notice. If either Party terminates this MOU with or without cause, the Agency will be responsible for its pro rata share of costs incurred by the County or the County’s Project consultants up through the effective date of termination.

XIV. SEVERABILITY
If any provision of this MOU is be deemed invalid or unenforceable by a court of competent jurisdiction, that provision will be reformed and/or construed consistently with applicable law as nearly as possible to reflect the original intentions of this MOU; and in any event, the remaining provisions of this MOU will remain in full force and effect.

XV. GOVERNING LAW
This MOU will be governed by the laws of the State of California as applied to contracts that are made and performed entirely in California.

XVI. NO WAIVER
No waiver of any default or breach of any covenant of this MOU by either party will be implied from any omission by either party to take action on account of such default if such default persists or is repeated. No express waiver will affect any default not specified in the waiver, and the waiver will be operative only for the time or extent stated. The consent or approval by either party to or of any act by either party requiring further consent or approval will not be deemed to waive or render necessary consent or approval to any subsequent, similar acts.
21 7
IN WITNESS WHEREOF, the Parties have executed this MOU as follows:

CITY OF BELMONT
By: ____________________________
Julia Mates, Mayor
ATTEST:

By:________________________________
Afshin Oskoui, City Manager
APPROVED AS TO FORM:

By: ____________________________
Scott Rennie, City Attorney

SAN MATEO COUNTY
By: ____________________________
David Pine, President, Board of
Supervisors, County of San Mateo
ATTEST:

By:_________________________________
Michael Callagy, Clerk of Said Board
APPROVED AS TO FORM:

By: ____________________________
Melissa Andrikopoulos, Deputy County
Attorney
22 EXHIBIT A
City of Belmont Project Contributions
Safety Element Consulting (PlaceWorks)
Description Cost
Base Contract $118,507
Additional Scope Items
(public meetings/technical support)
$0
CEQA Contingency $12,821
General Contingency $11,851
Subtotal $143,178
Project Management (Community Planning Collaborative – 21 Elements) Description Cost
Base Contract $11,935
Subtotal $11,935
Total Contributions $155,113
23 Multi-Jurisdictional Safety
Element Update
for the County of San Mateo
February 9, 2023 | Revised Proposal for Services
24 Multi-Jurisdictional Safety
Element Update
for the County of San Mateo
February 9, 2023 | Revised Proposal for Services
ORANGE COUNTY • BAY AREA • SACRAMENTO • CENTRAL COAST • LOS ANGELES • INLAND EMPIRE www.placeworks.com
Prepared By: PlaceWorks
2040 Bancroft Way, Suite 400
Berkeley, California 94704
t 510.848.3815
In Association with:

Atlas Planning Solutions
Nexus Planning & Research
Climate Resilient Communities
25 Technical
Proposal
26 Proposal for Services • PLACEWORKS 3

TECHNICAL PROPOSAL
Understanding and Approach
California residents understand that natural hazards are an inescapable and inherent character of our state, and San Mateo County is no exception. Lakes and streams regularly shrink and swell in cycles of drought and downpours, hills and forests turn dry and burn, and the ground occasionally shakes and rumbles. As a background of all of this, the consequences of global climate change alter our expectations of normality, changing the frequency and intensity of many of our natural hazards, often with increasingly severe effects.

We cannot ignore these hazardous conditions, nor can we completely eliminate the risk they pose. The continued success of San Mateo County, as with the rest of our region and state, depends on finding ways to adapt to these conditions and increase our resilience to their harmful effects. We can reduce the chance of these hazards occurring, design our physical and social systems to resist their effects, and plan for rapid, effective responses and recovery when they do inevitably happen. The Safety Element of each jurisdiction’s General Plan serves as a comprehensive framework and foundation for
community resilience with goals, policies, and programs that address safety issues in the community, providing
opportunities to build community resilience throughout all phases of the emergency management cycle.

The PlaceWorks team understands that nine jurisdictions in San Mateo County have formed a Safety Element Collaborative (Collaborative) for a coordinated update of their Safety Elements (or in the case of Brisbane and Pacifica, selected aspects of the Safety Element). The Collaborative includes the County of San Mateo and the Cities of Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, and San Bruno (also referred to as Participating Agencies or Participating Jurisdictions). The updated Safety Elements should be responsive to all applicable State laws and pertinent public safety issues, including climate change, the intersection between risks and equity, and evacuation access. For many of these communities, there is a significant amount of overlap in the types of hazard conditions they must address (refer to Table 1). In addition, they should integrate with other safety-related planning efforts, including the recently updated Multijurisdictional Local Hazard Mitigation Plan, local emergency operation plans, and climate adaptation plans, and comprehensively address both short-term and long-term safety and resilience issues.

Disaster
Response
Mitigation Recovery
Preparation
The emergency management cycle
27 Technical Proposal
4 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Table 1. Participating Jurisdictions and Hazards of Concern Jurisdiction Scope
Participation
Hazards of Concern
Dam
Inundation
Evacuation
Concerns Flooding GeologicLandslides
GeologicLiquefaction
Sea
Level
Rise
Tsunami
Wildfire

CAL FIRE
review
San Mateo
County
Full        
Atherton Full    
Belmont Full ex. SB 99        
Brisbane VA & Maps      
Burlingame Full      
East Palo
Alto
Full      
Half Moon
Bay
Full        
Pacifica VA & Maps      
San Bruno Full      
Tailored Holistic Planning
While recognizing the importance of having safety elements that are tailored to each community, the PlaceWorks team understands that these elements must mesh and sync up with each other to create a unified framework to public safety and resilience as much as possible. The successful efforts of OneShoreline illustrate how effective a county-wide approach can be when it comes to policy frameworks, capital projects, educational efforts, and data sharing, among others. Although not all jurisdictions in San Mateo County are participating in this project, we still intend to pursue cross-boundary analyses and solutions that can help inform surrounding communities and which other communities may be able to join later. For example, unincorporated San Mateo County, Half Moon Bay, and Belmont include very high fire hazard severity zones.

As feasible, a unified approach to reduce the risks to new and existing development in these zones can help ensure increased protection across community limits and make sure these Participating Jurisdictions are prepared for any future fires.

The PlaceWorks team understands that despite the relatively close proximity of the nine Participating Jurisdictions, there are substantial differences between these communities. These differences include physical distinctions, such as terrain and distribution of land uses; socioeconomic differences among community residents, such as income; a range of community characteristics, including quality and age of housing stock; exposure to different hazards and safety issues; and numerous other factors. 28 Proposal for Services • PLACEWORKS 5
We know that this project cannot be approached as a single Safety Element distributed to each community.

Each community must receive analyses, policies, community engagement strategies, and other resources as part of their Safety Element that is uniquely prepared for that community’s needs. Pacifica’s vulnerabilities are different from Belmont’s, and many policy solutions that work for East Palo Alto are not likely to be applicable to Atherton. We pride ourselves on working with municipal agency staff, community-based organizations (CBOs), and other local experts to better understand the unique challenges and opportunities facing each community, allowing us to prepare plans that are specifically suited to each jurisdiction and not cookie-cutter “one-size-fits-all” documents.

Assessing Vulnerability Through an Equity Lens
The PlaceWorks team is aware that acknowledging and helping to correct inequities is a key principle of this planning effort, and this is a topic we are eager to address. Our team understands the nexus between equity and resilience, recognizing that lack of access to secure housing, financial resources, healthcare and education, decision-making, and numerous other consequences of systemic injustices and marginalization make an individual or a group more likely to be harmed by natural hazards and their consequences, both directly and indirectly. Many populations in the Participating Jurisdictions have experienced such discrimination and vulnerability, and we see a key part of our role as learning from their experiences and using our understanding of equity issues to elevate their needs and priorities.

Part of our understanding of equity, disproportionate impacts, and vulnerability is knowing the different forms that these issues take. There are numerous factors that contribute to vulnerability, and we want to make sure that the updated Safety Elements comprehensively address these issues. For example, it is well known that income and other financial resources are one of the biggest determinants of resilience. Higherincome persons can more easily afford to rehabilitate and harden their homes, pay for protective resources, absorb temporary loss of income from hazard-related impacts, relocate to less vulnerable areas, and take many other steps to reduce their vulnerability. However, this does not mean that wealthy individuals may not also be vulnerable to the effects of natural hazards. In a county where the median income for a family of four is $166,000, factors such as overpaying for housing, overcoming obstacles to home ownership (e.g., lack of affordable homes, saving for down payment), and overcrowding can contribute substantially to vulnerability. Social isolation, access and functional needs, chronic health conditions, and many other factors also make an individual more sensitive to natural hazards regardless of their financial resources. A key goal of these Safety Element updates will focus on working with community members, CBOs, and jurisdiction staff to ensure that these plans include a comprehensive understanding of vulnerability that accurately reflects • Brisbane: 4,850
•Unincorporated
San Mateo
County: 129,270
Population
• East Palo Alto:
$83,510
•Atherton: Over
$250,000
Median
household
income
•Half Moon Bay:
49%
• San Bruno: 84%
Percentage of
houses built
before 1980
29 Technical Proposal
6 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update the very real needs and priorities of the most at-risk groups, while also not excluding those who may not be considered “traditionally” vulnerable but who may still suffer disproportionate impacts.

County-wide income limits for a household of four and median household income.

Taking the Long View
Under recent changes to State law, safety elements must be reviewed and updated (as needed) at least every eight years. Despite this, safety elements must continue to provide a framework for long-term safety and resilience. While they can (and should) include relevant short-term actions, as a part of the General Plan, a safety element should traditionally support community action for 15 to 30 years. However, the PlaceWorks team understands that this historic horizon is no longer sufficient in the era of climate change, and that our communities should be planning for conditions decades in the future. We know that a building or piece of critical infrastructure constructed during the eight-year active period of these safety elements may still be operational by 2100. For example, Census data shows that approximately 11 percent of the houses in San Mateo
County were constructed before 1940, long before the
advent of modern building codes, safety standards, or
many of the other land use planning tools that inform
today’s development. Meanwhile, consider that State
guidance recommends planning for at least 84 inches of
sea level rise by 2100, a level that would cause significant inundation in parts of Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and the
unincorporated county, and would likely create impacts in $0 $50,000 $100,000 $150,000 $200,000 $250,000
Acutely
low
Extremely
low Very low Low Moderate
Above
moderate
East Palo
Alto
County average, San
Bruno, and Brisbane
Belmont Atherton
Pacifica and
Half Moon Bay
2100 sea level rise projections in East Palo Alto, according to Adapting to Rising Tides modeling.

Burlingame
30 Proposal for Services • PLACEWORKS 7
all other communities. We understand the importance of planning our communities now to account for longterm future conditions, helping to ensure that future generations, including the infrastructure and critical facilities that they rely on, are out of harm’s way as much as possible and are prepared for hazard events.

Inclusive Community Engagement
Any plan must have support from the community, or its success is in jeopardy. The PlaceWorks team understands the importance of building community backing for the Safety Element updates. Our approach to community engagement for comprehensive planning and resilience projects ensures that community member concerns, goals, priorities, and values are elevated in the Safety Element updates and made central to their intent. Our approach to public engagement emphasizes the importance of conducting outreach to as broad a segment of the community as possible, including to people who historically have not participated in community planning efforts. This includes using a range of in-person and virtual engagement approaches and tools, using interactive and compelling ways to gather community feedback, and making information available to community members in plain, easy-to-understand ways to help support informed participation.

Critically, we intend to collaborate very closely with CBOs and jurisdictions’ staff to understand how best to reach out to community members, to learn what strategies have been successful in the past, as well as what’s working well now in similar projects in Participating Jurisdictions, and to improve the engagement process.

We also intend to collaborate with CBOs and jurisdiction staff to conduct outreach in other languages, as necessary.

Feasible Implementation
We cannot overstate the importance of implementation, and as many of our staff are former public jurisdiction staff themselves, the PlaceWorks team understands that a plan that only sits on the shelf is of no value to anyone regardless of how nicely it reads or how well it was put together. It is critical that the strategies in the Safety Elements be appropriate and feasible for the communities, including that they can be implemented with available staff time, funding levels, and other resources. Right now, there are numerous opportunities to fund safety, resilience, and adaptation work coming from regional, state, and federal sources, as well as private organizations. We plan to prepare Safety Elements that help to best position the Participating Jurisdictions to secure these funds and take advantage of other emerging resources that can support these efforts.
31 Technical Proposal
8 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Scope of Work
PlaceWorks supports the work program presented in the Request for Proposals (RFP) with minor modifications. The work program described in this section includes all tasks identified in the RFP plus an additional sub task for project management and coordination with the Community Planning Collaborative (CPC) Project Manager in Task 1 and small modifications to combine sub tasks. Task 1, project coordination and communication, is an ongoing task. Task 2, community engagement and equity approach, will occur throughout the process with targeted outreach or touchpoints at key points in the process. Tasks 3 through 10 will occur sequentially as each task builds up to the final review and approval of the Safety Element.

Our Scope of Work presents our proposed approach to the project; however, we look forward to discussing the approach with the Collaborative and adjusting it as needed to support achievement of the project goals.

We recognize that not all Participating Agencies will participate in all tasks. Our understanding of agency participation by task is shown in Table 2.

Table 2. Participating Agency Participation by Task
Participating Agency Participation by Task
1 2 3 4 5 6 7 8 9 10
Atherton         
Belmont          
Brisbane    
Burlingame         
East Palo Alto         
Half Moon Bay          
Pacifica   
San Bruno         
Unincorporated San
Mateo County
         
32 Proposal for Services • PLACEWORKS 9
Task 1. Project Coordination and Communication

1.1 Collaborative Steering Committee
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

The PlaceWorks team will participate in meetings with the Collaborative Steering Committee throughout the project. As noted in the RFP, we anticipate this Collaborative will include participation by at least one representative from each Participating City and San Mateo County, in addition to the CPC Project Manager and staff the PlaceWorks team.

Meetings of the Collaborative Steering Committee will be opportunities to share information, provide feedback at key points in the process, discuss options and opportunities for community engagement, and review approaches to addressing key hazards of concern.

As part of the project kick-off meeting, we propose to review the project schedule and identify topics, key project milestones, and opportunities to engage the Collaborative Steering Committee. Some topics, like community engagement, will likely occur on each meeting agenda, though the time needed will vary by phase of the project. For scoping purposes, we anticipate up to nine (9) meetings by video conference with the Steering Committee.

PlaceWorks will develop the meeting approach and draft agenda in collaboration with the CPC Project Manager and prepare deliverables and presentation materials for each meeting. PlaceWorks and the CPC Project Manager will identify key decisions and discussion items for each agenda. PlaceWorks will review meeting materials with the CPC Project Manager before distribution to the Committee members. After each meeting, the CPC Project Manager will prepare and distribute a high-level summary of key points, action items, decisions, and next steps. PlaceWorks understands the CPC Project Manager will facilitate each meeting and that the PlaceWorks team will lead presentation and discussion of our work products during the meeting. All meetings will be held online through Zoom.

Our scope for this task assumes the CPC Project Manager will lead the formation and overall coordination of this Committee and serve as the Committee’s primary point of contact. At the time of project initiation, the Committee and PlaceWorks will confirm the preferred option(s) for sharing files, either through email or through a file-sharing site that is accessible by all Committee members.

1.2 Participating Agency Technical Advisory Committees and 1x1 Support Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Each Participating Agency has the option to create a Technical Advisory Committee (TAC) to provide topicspecific feedback and guidance on the development of their jurisdiction’s Safety Element. TACs may include staff representatives from planning, building, public works, emergency management, parks, police/sheriff, Collaborative Steering
Committee Members
Project Manager:

Community Planning
Collaborative (CPC)/21
Elements
Representatives from 8
Participating Cities and
County of San Mateo Dept.
of Planning & Building and
Office of Sustainability
Consultant Team
33 Technical Proposal
10 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update fire, city manager/county executive’s office, and other departments as identified by the Participating Agency.

Each TAC will be coordinated by the key staff from the Participating Agency who will use materials prepared by PlaceWorks to support their discussions and decisions.

The role of the TAC is to support preparation of the Safety Element Update and to provide communityspecific expertise and background to the project team. We recommend TACs review interim and draft project deliverables and provide important feedback to the PlaceWorks team. An example of an interim deliverable is the review of draft lists of populations, hazards, and assets and confirmation of mapped data that will be used to inform the key task of vulnerability scoring. This interim deliverable leads to the main task of conducting a Vulnerability Assessment. It will be important to the success of the Safety Element for Participating Agency staff with direct knowledge and local expertise to contribute to the project. Most meetings will be to ensure key tasks are moving forward and producing locally appropriate results, although some meetings might need to be reserved for focused issue-specific discussions, like wildfire or flooding.

Some of the work of the TAC can be done through email and may not require an in-person or virtual meeting of all members. We recommend a brief kick-off for each TAC that includes a review of the project schedule and roles and responsibilities to set expectations. The formation and role of TAC will vary by Participating Agency. For budgeting purposes, we will provide the following support for each Participating Agency per their request:
» Cities of Atherton, Brisbane, and Pacifica: No formal TAC meetings; all coordination will occur by email.

PlaceWorks will support informal communication and coordination appropriate to key deliverables. » Cities of Belmont, Burlingame, East Palo Alto, Half Moon Bay, and San Bruno: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in TAC meetings (virtual attendance).
» County of San Mateo: Meeting support and attendance in up to eight (8) TAC meetings. Our budget assumes 6 hours of PlaceWorks team time to prepare for, attend, and summarize each meeting, assuming average TAC meeting duration is 90 minutes.

For each meeting, the PlaceWorks team will provide a briefing packet that includes draft project deliverables and project updates that each agency can share with their own internal jurisdiction-specific TAC. The timing of the meetings will align with key product deliverables and milestones. In our experience, we have found it helpful to agency staff and the project when the consultant team is available to meet with interdepartmental teams, like TACs, to review materials, questions, and comments in a timely manner and ensuring an efficient and consistent process. Our participation is at the discretion of the project team and the budget.

In addition to TACs, one-on-one meetings with the key staff from the Participating Agencies will be helpful throughout the project, in addition to the Collaborative Steering Committee and TAC meetings. These oneon-one meetings will allow time for more detailed review and discussion of key issues or deliverables for one community. Between scheduled meetings, PlaceWorks will be available to coordinate and communicate with Participating Agencies by email or by phone if that is easier.

Our budget assumes time for at least three one-on-one meetings (up to 1-hour meeting time per meeting) by video conference for each Participating Agency. As part of this task, we will also offer all Participating Jurisdictions up to four (4), shared drop-in sessions or “office hours” as an additional opportunity for Participating Agency staff to sign-up or drop-in with a question. Office hours will be hosted through Zoom with the option for small breakout rooms based on a topic or deliverable. 34 Proposal for Services • PLACEWORKS 11

1.4 Ongoing Project Management
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Consistent and regular communication between the CPC Project Manager and the PlaceWorks team throughout the project will provide the opportunity for the project team to coordinate and keep the project moving forward on time and within budget. This task includes a project kick-off meeting and regular project check-ins of the project management team. At the project kick-off meeting, we will establish a schedule for project check-ins with the CPC Project Manager.

Our budget assumes one monthly 1-hour meeting during most of the project or one 30-minute check-in meeting twice a month, throughout the 24-month project. During these progress meetings, the PlaceWorks project management team and CPC Project Manager will discuss deliverables and active tasks for the Safety Element Update, identify any issues of concern and potentials solutions, and generally review the progress of the project. Other staff may join occasional meetings as needed. Prior to each meeting, we will work with staff to draft an agenda and identify the necessary participants to best meet the needs of each meeting. The status meetings will be in addition to regular email and phone communication between project team members.

This task includes project management activities, such as monitoring and tracking the budget, preparing and reviewing monthly invoices, maintaining the schedule, and managing the overall team throughout the process. The monthly invoice will detail PlaceWorks’ labor and expenses by task.

Deliverables:
» Monthly invoices and progress memos (electronic).
» Regular check-in meetings with the CPC Project Manager, including agenda preparation and action item summaries (by email).
» Regular email communication and coordination with the CPC Project Manager and leads for each Participating Agency.
» Preparation for and participation of the project management team in up to nine (9) meetings of the Collaborative Steering Committee (online/virtual).
» Preparation for and participation in Technical Advisory Committee meetings as follows:
» Town of Atherton: No TAC meetings; email coordination/communication only. » City of Belmont: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in one or more TAC meetings (virtual attendance). » City of Brisbane: No TAC meetings; email coordination/communication only. » City of Burlingame: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in one or more TAC meetings (virtual attendance). » City of East Palo Alto: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in one or more TAC meetings (virtual attendance). » City of Half Moon Bay: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in one or more TAC meetings (virtual attendance). » City of Pacifica: No TAC meetings; email coordination/communication only. » City of San Bruno: Support for up to six (6) virtual TAC meetings and up to eight (8) hours reserved for PlaceWorks staff to participate in one or more TAC meeting (virtual attendance). 35 Technical Proposal
12 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update » County of San Mateo: Full support, including attendance, for up to eight (8) TAC meetings. » Participation in up to three (3) one-on-one meetings with Participating Agencies (online/virtual).

Participating Jurisdictions can use their contingency budget if additional meeting time is needed. » Up to four (4) virtual, shared office hour sessions (1 hour per session).

Task 2. Community Engagement and Equity Approach
Project success depends on successful community engagement. PlaceWorks ensures this by working with clients to create a solid yet flexible community engagement plan that will guide engagement efforts throughout the project. We strive for a community engagement process that invites participation, provides a safe and inclusive collaborative space, builds capacity, and strengthens community relationships and ensures the end product reflects the community’s experience and goals.

Our team offers the San Mateo County Collaborative expertise in community engagement and how community engagement can inform and improve the technical tasks, like the Vulnerability Assessment and policy development. Our team has recently worked in communities, like Butte County, Santa Rosa, and Santa Barbara County that experienced devastating hazard events and has developed engagement plans that are sensitive to and create space for the emotional, social, and physical disruption and loss, and trauma, caused by these events and supportive techniques to reflect and improve the community’s public safety and hazard mitigation framework to support recovery and resiliency in the face of likely future events. We also have worked in Bay Area and Peninsula communities to integrate equity and environmental justice into comprehensive plans. We look forward to the opportunity to partner with the Participating Agencies and CBOs to engage with stakeholders in the Participating Jurisdictions. We recognize that many communities have started conversations around climate change, adaptation, and resilience, and our team will work diligently to get up-to-speed with recent and ongoing work to ensure it is incorporated into the project and the outreach approach.

We support the Community Engagement tasks presented in the RFP and offer the following approach to these tasks. In some instances, we found the RFP approach to be similar to our recommendation. We recognize these are minimum levels of outreach; however, we have followed many of the same tasks in similar projects and find them to be successful for a Safety Element Update as scoped in Tasks 3-10. As noted in the RFP, we recognize the following assumptions for this task:
 PlaceWorks will lead the development and implementation of certain tasks and defer to CBO partners and/or Participating Agency staff to lead other tasks, with support from the PlaceWorks team, as noted in the sub-task descriptions.
 PlaceWorks commits to designing outreach materials to be easily accessible to non-technical audiences and include the use of graphics and illustrations.
 PlaceWorks and CRC will provide language translation as identified in this Scope of Work. Language translation will be limited to public outreach and communication items identified in Task 2. The contingency budget is available to support additional translation and/or interpretation if requested by the Participating Jurisdictions. PlaceWorks will ensure that there is sufficient time to review and translate materials and ensure they meet equity and inclusion goals.
36 Proposal for Services • PLACEWORKS 13
 PlaceWorks will attend only online outreach events, while most in-person events will be attended by agency staff or contracted CBOs. In our task descriptions, we have noted opportunities for PlaceWorks to support in-person events if needed.
 Each Participating Agency will use their communication channels (social media, web) to publicize the outreach initiatives. PlaceWorks will provide marketing content to support these tools.

2.1 Community Engagement Plan
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

We begin our community engagement planning process for every project with preparation of an outreach and engagement approach or Community Engagement Plan (CEP). The engagement plan is the foundation for the engagement process and provides transparency to all participants throughout the process. We follow the International Association for Public Participation (IAP2)’s core values and code of ethics in our approach and design our strategies with IAP2’s Spectrum of Public Participation in mind, with flexibility to support community-driven processes. PlaceWorks is a member of IAP2 and supports ongoing training of our staff to ensure we are responsive to best practices and techniques.

For each phase of the planning process, we collaborate with staff to identify the desired level of engagement on the spectrum (inform, consult, involve, collaborate, and empower), who should be involved, why they should be involved, what their involvement will mean to the process and project, how they should be involved, and how we will use their input in the process and project. We work with our clients to develop goals and their commitment to the public for the outreach and planning process, and to ensure those goals and objectives are shared with all stakeholders throughout the process.

Developing and implementing a strong community engagement process is a cornerstone of our work. As a result, PlaceWorks’ projects reflect the interests and concerns of community members and decision makers.

We employ a variety of in-person and online outreach tools—including workshops, open houses, stakeholder discussion groups, listening sessions, pop-up events, intercept surveys, phone calls, online surveys, and special events—to elicit creative input and participation from all stakeholders. By successfully opening dialogue and building support, we help move projects from vision to final approval. We are also able to support translation and interpretation in a variety of languages.

At the kick-off meeting with the Collaborative Steering Committee, we will facilitate an outreach assessment and discussion with Participating Agency staff to learn about previous, ongoing, and planned community engagement approaches and strategies for similar projects, begin to identify key stakeholders and opportunities for engagement, and discuss goals and objectives for the engagement process. Following the kick-off meeting, PlaceWorks will prepare a draft Community Engagement Plan (CEP) integrating the feedback and guidance from Participating Agencies. We anticipate the draft CEP that will be shared with the Collaborative Steering Committee and the prospective CBO(s) for review and input. Following their review, PlaceWorks will revise the CEP, discuss revisions with staff, and prepare a working draft CEP. This version will guide the outreach and engagement activities, with the option to modify as needed to respond to unexpected information or changes in conditions.
37 Technical Proposal
14 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update For scoping purposes, we anticipate that the CEP will include the following:
 The purpose and desired outcomes for community engagement throughout the planning process and for the project overall.
 Identify target audiences and include a list of community stakeholders with identification of their networks and areas of expertise, preferred outreach and engagement opportunities for stakeholder types, and key questions and information for stakeholders.
 Public information items, including the project timeline, a process chart showing the relationship of community engagement activities to the plan preparation process, deliverables, and similar materials.  Protocol for documenting engagement activities and sharing the results with the project team and members of the public.
 Indicators of assessing effectiveness of community engagement and a process to collect information.  A protocol for communication, including how the project will be branded and messaged.  Protocol for marketing in-person and online engagement events. Promotion of the project and related community engagement opportunities will be through a mix of techniques to reach residents and stakeholders, including articles in agency newsletters, inclusion in newsletters or e-blasts from Council or Board members, social media postings, newspaper advertisements, postings on online community calendars, email blasts, word of mouth, and other techniques found successful by agency and CBO staff for similar projects.
 Protocol for interpretation and translation of English to Spanish for events and materials.  A description of community engagement activities, including targeted stakeholders, purposes, costs, timing, and approach for each activity based on the activities included in Task 2. This will include general community engagement and strategies for inclusive and equity-focused engagement to engage communities that are traditionally under-represented in planning processes.  A schedule of outreach activities, including the responsible team members, location, format, and needs for each event.
 Roles and responsibilities of the PlaceWorks team, Participating Agencies, the CPC project manager, CBOs, community members and stakeholders, and supporting agencies.

2.2 Equity Approach
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

As noted in the RFP, we’ve retained the Equity Approach as a stand-alone task; however, we anticipate preparation of this approach as part of the Community Engagement Plan though it will be identified separately. The intention of this task is to clearly identify how equity will be incorporated into public engagement and all aspects of project development and execution. As part of our approach to integrating equity into project development, we will review best practices and case studies used in the region to assess goals, policies, and actions with equity considerations. In addition, we will ensure the community and 38 Proposal for Services • PLACEWORKS 15
stakeholder engagement approach is sensitive to community characteristics. We support the Collaborative’s acknowledgement that communities of color, low-income communities, persons with disabilities, and other historically underrepresented groups bear a disproportionately high-risk burden in relation to natural hazards and face higher exposure to hazards with fewer resources to withstand and recover from them. We fully support and commit to meaningfully engagement of these groups throughout this project to ensure that their lived experiences with hazard risk and priorities for policies and implementation strategies are reflected in the updated Safety Elements.

2.3 Community-Based Organizations Partnerships
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

In most of our recent comprehensive planning and community-scale design projects, PlaceWorks has partnered with one or more CBOs to support general and focused community outreach and engagement.

We highlighted two examples of these partnerships in our discussion of our firm’s cultural competence. In addition to PlaceWorks’ experience with CBOs in the county and the Bay Area, our teaming partners Atlas Planning Solutions and Nexus Planning are currently contracting with CBO partners to support outreach for the Santa Clara County Safety Element Update. We anticipate some CBOs supporting the Santa Clara County project that are based in San Mateo County will also have an interest in the San Mateo County Collaborative Safety Element Update project.

Our goal is to continue successful partnerships in previous efforts to conduct targeted outreach with small group meetings, pop-up events, and other engagement efforts. We agree that CBOs are trusted voices within their communities and can provide targeted outreach to groups based on hazard issues, geography, special needs, or equitable engagement.

This task will be led by Climate Resilient Communities (CRC), a local CBO that is well established in the county with trusted partnerships and a successful track record with engagement and community-driven planning for climate resilience. CRC is part of the PlaceWorks outreach and engagement team and will have a leading role in the identification and engagement of San Mateo County-based CBOs in this process and the targeted outreach and engagement for hard-to-reach community members. Their work to identify, include, and engage local CBOs is integrated into multiple outreach and engagement sub-tasks. CRC will also provide equity-focused reviews of select project deliverables to ensure goals, policies, and implementation programs reflect the input and expertise received during community and stakeholder engagement.

This task is primarily dedicated to coordination with and compensation for the local CBO participation. CRC will be a collaborator in the preparation of the overall Community Engagement Plan, during which time their role in supporting multiple outreach tasks will be defined. CRC will lead identification of and outreach to key CBO partners as well as representatives of hard-to-reach and vulnerable populations that might not be represented by a formal CBO. CRC’s work on this project will build from lessons learned and successes in similar outreach and engagement supporting the LHMP and adaptation planning work in the county.

The budget for this task assumes compensation of targeted stakeholders up to $25 per hour, assuming an average of 2 hours per meeting, activity, or event. During preparation of the engagement plan, the project team will detail the terms of eligibility for compensation. Priority use of the compensation will be to support engagement of hard-to-reach community groups, vulnerability populations, and others as outline in Task 2.5 39 Technical Proposal
16 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update with funds also being available for participation in community workshops and review of draft materials if supported by the Collaborative. The approach to compensation will be transparent, accountable, and equitable.

2.4 Community Workshops
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

As part of a community engagement plan, we anticipate community workshops serving as one key opportunity for broad community engagement. The purpose of the community workshops will be to provide agency-wide and county-wide opportunities for the public to provide input and engage with the Safety Element process. We support the use of virtual community workshops to provide opportunities for broad access. As we have worked with our clients to provide meaningful engagement opportunities throughout the COVID-19 pandemic and changing conditions, PlaceWorks developed guiding principles and best practices for virtual engagement and developed expertise in using various online meeting and collaboration tools. The agenda and activities used for each workshop will reflect the desired outcomes and expected participants for the workshop. During virtual meetings, we use a mix of presentations, polls, small group discussions with dedicated facilitators and notetakers, transparent and live notetaking using Google Docs (or similar online tool), and a variety of online activities using Mentimeter, Jamboard, or similar tools to receive input and feedback.

We ensure our virtual meetings are accessible during and after the event. During the meeting, we enable the chat feature, provide closed captioning and an option for interpretation to other languages as appropriate to our projects and clients. Before the meeting, we provide workshop registrants and participants with pre-meeting materials and emails. We supplement our virtual meetings with online content, usually through a project website, online surveys, and social media posts. These materials will be provided in English and translated to Spanish as noted in the list of deliverables for this task. After the meeting, we will send a post-event survey and provide a recording that can be posted on the project website for viewing at the convenience of stakeholders. We prefer to use the Zoom platform to host virtual workshops or events, but we are comfortable and able to use other software if preferred by Participating Agencies.

For each workshop series, PlaceWorks will provide the workshop approach, agenda, marketing materials (e.g. flyer, e-blast/newsletter content, social media content), a PowerPoint presentation with speaking notes, facilitator training, appropriate digital engagement tools, a meeting summary, meeting recording, and a summary for each phase. We will coordinate and collaborate with partner CBOs on workshop design and materials to ensure that the workshops are accessible to a wide range of community members. For each workshop, the PlaceWorks team will provide a facilitator/moderator and a key staff member to present technical or project details. We can provide additional staff on a time-and-materials basis. As noted in the RFP, workshop approaches that use breakout rooms will be supported by Participating Agency staff and/or partner CBOs following facilitator training provided by PlaceWorks. PlaceWorks will manage logistics.

For scoping purposes, we assume two series of workshops with two workshops in each round for a total of four virtual community workshops for the project. During development of the Community Engagement Plan, we will further develop the timing and content of the workshop; though as noted in the RFP, we anticipate 40 Proposal for Services • PLACEWORKS 17
one round of workshops during Task 3, preparation of the vulnerability assessment, and one round during Tasks 5 and 6, during development of goals, policies, and implementation actions.

All community workshops will be facilitated in English. Simultaneous interpretation from English to Spanish or other languages can be provided on a time-and-materials basis upon request. The contingency budget can be used to accommodate these costs at the request of a Participating Agency.

2.5 Hard-to-Reach / Community Group Meetings
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The Community Engagement Plan will provide options and recommendations for smaller community group meetings or activities to complement the larger community workshops and allow outreach to specific groups that are often hard-to-reach, historically underrepresented in community engagement, identified as vulnerable to the impacts of climate change, and/or offer focused expertise on a certain hazard, population, hazard, or other component of the project. We’ve found in-person, small group meetings to be excellent opportunities to have meaningful discussions and receive helpful input for climate adaptation and resilience projects. Through preparation of the Community Engagement Plan, we will determine the locations and target participants for these meetings. They could address specific geographic areas, topics, vulnerable populations and communities, and/or historically underrepresented groups.

PlaceWorks, in partnership with our CBO partner Climate Resilient Communities (CRC), will create a Toolkit for these small group meetings. The Toolkit could include a PowerPoint presentation with discussion questions and/or live polling exercises and promotional flyer and text for promotion through various networks. As noted in the RFP, Agency Staff and/or CRC will use the Toolkits to present Safety Element information and lead discussions with community groups. The groups will be identified during preparation of the Engagement Plan (Task 2.1).

CRC staff will organize, promote, and attend a minimum of seven in-person Hard-to-reach/Community Group Meetings to provide technical expertise, answer questions, and take notes on community input.

Simultaneous interpretation from English to Spanish or other languages can be provided on a time-andmaterials basis upon request. CRC will identify language needs during preparation of the meeting approaches and invitation lists for these meetings.

2.6 Stakeholder Meetings
In addition to engagement of community organizations, the Safety Element updates will benefit from engagement of other key stakeholders, such as service providers and partners in emergency preparedness, risk reduction, response, and management. This task targets private and public sector service providers like utilities (PG&E, water/wastewater providers, Caltrans, OneShoreline, etc.). Engaging service providers (including public, non-profit, and for-profit providers of energy, water, transportation, and communication services), agency partners, business owners, employers, public land managers, and other community partners early in the process supports preparation of the vulnerability assessment and safety elements. This focused engagement supports preparation of goals, policies, and strategies that build upon the successes and lessons learned, leverage existing and potential programs that share resilience goals and/or co-benefits, 41 Technical Proposal
18 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update reflects shared values, and ensures a collaborative and equitable approach to implementation. The PlaceWorks team will coordinate with the Collaborative to prepare a stakeholder list during preparation of the engagement plans, recognizing the Participating Agencies have several stakeholder groups with which to coordinate and leverage for guidance, input, and feedback.

The approach to engagement will be small, facilitated group meetings or conversations hosted through Zoom. Each group can be organized by location, stakeholder type, hazard, asset, or population group.

PlaceWorks will lead preparation of meeting logistics, agenda, discussion questions, facilitation, and a summary for each meeting. The full series will include up to six meetings of 8-12 participants (no more than 15 per group) and will occur during Task 3, preparation of mapping and the vulnerability assessment. The PlaceWorks team will provide a facilitator and notetaker for each meeting. At the completion of all stakeholder meetings, PlaceWorks will prepare a memo summarizing what we heard during the discussions.

2.7 Develop Project Website
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

PlaceWorks will create and maintain an accessible and engaging website for the Safety Element Update. The website will contain information about the project, including an explanation of the project, its key steps and products, and what it means to stakeholders; a description of the Safety Element preparation process; project schedule and updates as major milestones are achieved; links to each Participating Jurisdiction’s website for review of existing safety elements and related materials; a document library; links to other relevant resources; frequently asked questions (and answers); contact information; and an opportunity to submit comments and questions, if desired. The website can be organized to allow viewing by geographic area as well as by key topics and hazards.

The website will also provide information about upcoming events and activities, including community events, online engagement opportunities, and Planning Commission and City Council/Board of Supervisors meetings on the Safety Element Updates. Activities may include online surveys and interactive exercises. Public review draft documents will be posted on the website when available, and links to other online engagement or interactive products developed for the project, such as Esri-based maps, will also be provided if desired.

PlaceWorks staff will be responsible for creating, managing, and updating the website for the duration of the project. PlaceWorks will prepare a mock-up of the website for the Collaborative’s review and approval prior to building it. PlaceWorks will share a draft build of the website for the Collaborative’s review and incorporate staff comments prior to launching the website. This scope does not assume significant redesign or restructuring of the website once it is launched. Upon completion of the project, PlaceWorks can transfer management of the website to the County if desired.
42 Proposal for Services • PLACEWORKS 19

2.8Mapped Survey Tool
Participating Jurisdictions: Belmont, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Leveraging Survey123 for ArcGIS, PlaceWorks will create an interactive, map-based online survey that stakeholders can access with any device with an internet connection (i.e., computer, tablet, smartphone, or similar devices). Survey123 allows for web-based survey forms and for the creation of interactive activities that incorporate the online surveys with interactive activities that allow the user to place location-based comments, attach images, and incorporate other geographic information in their responses. (This feature is optimized when using a smart phone with location services enabled.)
This tool will connect residents with information, decision makers, and other residents in a professionally facilitated community discussion that builds public awareness of and trust in the project process, without constraints on the time, place, or method of public input. We propose to use this mapped survey tool to support community outreach and engagement related to identification of hazards, impacts, and adaptive capacity as part of the Vulnerability Assessment. Based on recent storm events, we anticipate receiving valuable information related to experiences with wildfire and flooding in particular.

PlaceWorks will prepare one survey activity during Task 3 related to hazard mapping and vulnerability assessment. The survey will be available in English and Spanish.

2.9 Story Map
Interested agencies: Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

PlaceWorks will design and format the results of the mapping, vulnerability assessment, and safety element goals and policies using Esri’s Story Map application. A Story Map will complement the traditional hard-copy materials and provide a way for the public to interact with the maps and data more closely. This interactive platform could be used to help promote the project as well as provide a dynamic and accessible platform where users can explore the data and gain deeper insights into the key hazard and climate issues affecting their community. This Story Map will be available beginning with the public review of the vulnerability assessment results. We will add more information about the draft goals, policies, and objectives to the Story Map in advance of the public review of draft safety elements.

Story Maps provide a platform that is highly suited for Safety Element engagement and allows for the combination of dynamic and interactive maps with narrative text, diagrams, images, and a full range of multimedia content. While most planning processes strive to create a “living, breathing, document,” the Story Map application empowers agencies to truly achieve this goal. The digital platform allows for regular and seamless updates to the content prior to adoption and into implementation. 43 Technical Proposal
20 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update

2.10 Community Input Report
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

In addition to providing summaries of outreach and engagement events and activities for each touchpoint, PlaceWorks will lead preparation of a consolidated report that summarizes all outreach efforts for this project, the input received, and how input was included or not included in the Vulnerability Assessment, mapping, or Safety Elements. The Community Input Report will include feedback from all public outreach led by PlaceWorks, CBO partners, or Participating Agency staff, including engagement with hard-to-reach and underrepresented communities. In support of this report, PlaceWorks will provide a data collection and summary template to all project teammates leading outreach to ensure consistency in assessment and presentation of information. The report will include graphics, images, tables, and charts as appropriate to share results and summaries of key takeaways. In the presentation of outreach and engagement results in this report, PlaceWorks will not attribute comments to specific stakeholders or organizations to protect privacy and ensure open engagement in the process, unless specifically requested by a stakeholder or organization; however, we will provide a list of types of stakeholders and organizations engaged in each touchpoint.

Deliverables:
» Public Engagement Plan (draft and final, electronic)
» Equity Approach (draft and final, electronic)
» Community Based Organization Partnership, including compensation for up to 400 participants at $50 per 2-hour meeting.
» Two series Virtual Community Workshops (two workshops per series) with the following materials for each series:
» Agenda, meeting approach, agenda, facilitation, and small group facilitator training.. » Workshop promotional flyer and text for Collaborative member announcements/e-blasts in English and Spanish
» Content for posting by Participating Agencies to their social media accounts, including suggested text for posts and supporting graphics. Text will be provided in English and Spanish. » PowerPoint presentation and use of break-out rooms, surveys, and/or live polling exercises available in English and Spanish.
» Summary notes from all workshops, including easy segmentation for each Participating Jurisdiction. » Two members of PlaceWorks team for each workshop. Additional staff can be provided with authorization of the contingency budget.
» Community Group Meetings Support and Toolkits and in-person facilitation and notetaking with up to 7 meetings lead by CRC.
» Six stakeholder meetings (virtual), including an agenda, discussion questions, facilitation, and note taking for each meeting.
» Project Website design, hosting, and content updates (English) during project. » Community Input Report (draft and final, electronic, English only) » Mapped Survey Tool (draft and final, English and Spanish) » Story Map includes draft outline, template, and content and final Story Map (English with option to provide Spanish with contingency funds).
44 Proposal for Services • PLACEWORKS 21
TASK 3. Vulnerability Assessment and Hazard Maps
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

The vulnerability assessment and hazard mapping are core parts of the technical work needed to update the Safety Element. The vulnerability assessment helps community members, agency staff, and decision makers understand how community hazards may alter conditions due to climate change and what parts of the community (people and places) are most at risk. Not only is the vulnerability assessment required by State law, but it helps each community clearly understand the potential and far-reaching effects of climate change.

The vulnerability assessment incorporates hazard mapping that translates technical reports and data into an easy-to-understand visual that drives home the threats posed by natural hazards. Understanding the extent of wildfire hazard zones, projected flood inundation areas for sea level rise, how hazard areas overlap with critical infrastructure, and other key facts illustrated by hazard mapping helps the community clearly grasp the potential effects on their well-being.

The PlaceWorks team has unrivaled experience preparing vulnerability assessments and has worked closely with State agencies to write this guidance. Our GIS experts have prepared both static and dynamic mapping for hundreds of communities and are well versed in using the latest interactive visualization tools to communicate hazard issues to members of the public and agency decision makers.

3.1 GIS Database for Hazards
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Spatial data is at the heart of understanding current hazard conditions and potential future risks caused by the effects of climate change. The PlaceWorks team understands that precise, accurate, and up‐to‐date data play a critical role in the planning process and are necessary to garner support and incorporate ideas from community members. PlaceWorks’ team of GIS experts have an intimate knowledge of the available datasets, including a deep understanding of the key components and underlying data that define each layer. Building on work done on past studies in the region, the PlaceWorks GIS team will start by gathering GIS datasets that speak to existing hazards and future climate conditions, including the potential effects of climate change.

These datasets include, but are not limited to the following natural hazards:
• Seismic hazards
» Faults (on and offshore)
» Shaking potential
» Liquefaction potential
» Level of earthquake hazard
• Water hazards
» Federal Emergency Management Agency (FEMA) Special Flood Hazard Area » Department of Water Resources (DWR) Awareness zones
» Dam inundation areas
» Sea level rise and coastal flooding
» Coastal erosion due to sea level rise
45 Technical Proposal
22 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update » Tsunami inundation zones (including any State mapping updates) » Levees
• Fire Hazards
» Fire hazard severity zones
» Future fire risk projections
» Historic wildfire perimeters
» Wildland-urban interface
» Tree mortality
• Other Hazards
» Landsides and debris flows
» Smoke and air quality
» Heat islands tree equity score
• Future Climate Projections
» Extreme precipitation events and drought
» Extreme heat and cold
PlaceWorks will ask Participating Jurisdictions that include human-made/caused hazards in their existing safety elements to confirm if those hazards should be retained and updated. These hazards could include hazardous materials, airport operation-related hazards, or others requested by the community or decisionmakers. This scope of work does not include updates to noise modeling and contours or noiserelated goals, policies, and implementation programs.

Deliverables:
» Geodatabase of hazard data (electronic, draft and final) » Memo summarizing GIS database and any associated methods (electronic, draft and final)

3.2 GIS Database for Asset Layers
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Along with the comprehensive set of hazards data, the PlaceWorks team will prepare a GIS database of community assets that may be affected by climate change and so should be analyzed in the vulnerability assessment. These assets will include aspects of the built environment, including public and private buildings, infrastructure, habitats, and natural resources. Community assets will include assets that span jurisdictions, such as freeways, the Caltrain line, and natural ecosystems, as well as assets that are fully within each community. Preparation of this database will be done in consultation and collaboration with Participating Jurisdictions through Steering Committee and TAC meetings and with community members and stakeholders through Task 2.

These datasets include, but are not limited to:
• Bicycles and pedestrian trails
• Communication towers
• Commercial centers
• Electricity transmission lines and substations
• Forest and woodland habitat
46 Proposal for Services • PLACEWORKS 23
• Government administrative buildings
• Grassland and chaparral habitat
• Historic buildings
• Highways and major roadways
• Medical facilities
• Natural gas pipelines
• Parks and other recreation facilities
• Public transit infrastructure, including bus stops, Caltrain stations, and BART stations. • Police and fire stations
• Railway lines
• Residential structures
• Road and rail bridges
• Schools
• Water and wastewater infrastructure
• Wetland and riparian habitat
Deliverables:
» List of assets for each community (electronic, draft and final) » Memo summarizing GIS database and any associated methods (electronic, draft and final)

3.3 Identify Sensitive Populations
Participating Jurisdictions: Atherton, Belmont, Brisbane, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Although everyone is likely to be affected by climate change, not everyone is likely to be affected to the same degree. We know that certain populations are likely to be disproportionately affected, including many groups that already face systemic inequities, marginalization, and environmental racism. Climate change is already exacerbating many of the challenges faced by these populations, and in the absence of robust action to correct these issues, such inequities are likely to only get worse. The vulnerability assessment will help identify these sensitive populations and describe the threats they face, forming a foundation for necessary action to reduce these challenges and move to a more equitable future.

The PlaceWorks team will collaborate with Participating Jurisdiction staff, key stakeholders, and the broader community through the engagement and equity approach discussed in Task 2, to identify sensitive populations in the Participating Jurisdictions. We anticipate using as refined and detailed data as possible from the US Census Bureau, the California Office of Environmental Health Hazard Assessment, the California Healthy Places Index, and other sources. After developing an initial list, we will consult and collaborate with Participating Jurisdictions through Steering Committee and TAC meetings and with community members and stakeholders through Task 2 to ensure this list is accurate and comprehensive before beginning the vulnerability assessment. We expect that this effort will occur in parallel with conversations about the connection between climate change and inequity, which may be part of community engagement efforts or stand-alone small group discussions. Our past experiences in the county and working in other jurisdictions throughout the state informs our methodical, yet flexible approach to collaboration. We believe the engagement process is iterative, whereby information is revealed, analyzed, and validated through continuous, transparent engagement with the public. Our team anticipates developing strong, trusting 47 Technical Proposal
24 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update connections from the start of the project, ensuring that as we begin analytical tasks, we don’t rely solely on external data sources to tell the community’s story.

We want to ensure that the list of sensitive populations reflects the full range of groups who may be disproportionately affected by climate change hazards. This includes people who are socially and physically isolated, have limited financial resources, face elevated exposure to hazards, have underlying behavioral or physical health issues, and other groups. We understand that the harm posed by natural hazards, especially those driven or influenced by climate change, can lead to physical injuries, impacts to mental health, economic damages, and reduced well-being and quality of life.

We will identify sensitive populations unique to each Participating Jurisdiction. While there are likely to be similarities across the communities in San Mateo County, the different histories and socioeconomic characteristics of each community necessitates tailored responses driven by individual community needs.

This will let us create vulnerability assessments with a continuous framework and format, but that reflect the unique conditions in each Participating Jurisdiction.

Deliverables:
» List of sensitive populations for each community (electronic, draft and final)

3.4 Prepare Asset Lists
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

Along with the list of sensitive populations, the PlaceWorks team will also work with Participating Jurisdiction staff, stakeholders, and community members to prepare a list of for inclusion in the vulnerability assessment.

This list will be based on the assets included in the GIS database discussed in Task 3.2, along with some additional assets, such as key community services and economic drivers, which may not be able to be easily mapped but are still a critical component of their communities. This approach allows for a vulnerability assessment that more accurately reflects the breadth of climate change effects and can identify potential vulnerabilities that might not show up in a more limited analysis.

After preparing an initial list of assets for each Participating Jurisdiction, the PlaceWorks team will vet this list with Participating Jurisdiction staff, key stakeholders, and community members through engagement activities presented in Task 2. Through CBO engagement described in Task 2, CRC will ensure CBOs are involved in this review, even if the assets are not directly related to their missions, since many such organizations could rely on these assets for their daily operations and have a detailed understanding of how such assets may be affected. After this review, we will prepare a final list of assets for inclusion in the vulnerability assessment.

WHY ANALYZE SERVICES

SEPARATE FROM
INFRASTRUCTURE?
Often, climate change can
affect an important service
without damaging the
underlying infrastructure
that the service depends on.

For example, droughts can
threaten a community’s
reliable water supply
without damaging water
pipelines, pumps, or
treatment plants. Analyzing
services and infrastructure
separately lets the
vulnerability assessment
more accurately consider a
fuller range of effects that
climate change may have.
48 Proposal for Services • PLACEWORKS 25
Deliverables:
» List of assets for each Participating Jurisdiction (electronic, draft and final)

3.5 Identify Flood and Fire Hazard Data
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

State law requires that safety elements address flood and fire hazards in the jurisdiction, as well as develop specific policy language to help protect communities against these hazards. The PlaceWorks team has already secured many of the necessary pieces of data as part of our work on safety elements and related documents across the state, but we will work with jurisdiction staff to secure the remaining data and to confirm the relevance of the files we have already obtained.

We expect that we will collect or confirm the following datasets, consistent with the list in the RFP and our understanding of Sections 65302(g)(2) and 65302(g)(3) of the California Government Code:
• Flood hazard maps as prepared by FEMA. This will cover all areas identified as 100-year (including all Zone A designations) and 500-year floodplains. At the time of writing, these maps appear to have been updated between 2012 and 2019, but we will incorporate any new mapping as it becomes available. • DWR 100-year Flood Awareness zones.
• Levees and the areas they protect, along with identification of areas that have a reduced flood risk as a result and areas that may be subjected to flooding in the event of levee failure and overtopping. We expect this will include areas at risk of overtopping as a result of sea level rise, as identified in the Adapting to Rising Tides modeling or other relevant datasets.
• Dam failure inundation maps that are available from DWR, as well as any other inundation mapping that may be available from the California Office of Emergency Services or other resources. • Sea level rise datasets available from the San Mateo County Sea Level Rise Mapping Tool, the Sea Level Rise Risk Assessment for County-owned and operated assets and leased facilities, and the shallow/emergent groundwater data from the San Francisco Estuary Institute. Additional datasets may include the San Mateo County Sea Level Rise Project Database of major existing and planned sea level rise adaptation projects.

Finally, detailed information can be extracted and analyzed from the United States Geological Survey’s Coastal Storm Modeling System (CoSMoS) of storm-induced coastal flooding and erosion for both current and future sea-level rise scenarios for San Mateo County (CoSMoS V3.1). • Fire Hazard Severity Zones, as prepared by CAL FIRE. We will identify the areas in the unincorporated county designated as Moderate, High, or Very High, as well as the areas in incorporated communities designated as Very High. Our team is aware that these maps currently date to 2007, and that CAL FIRE is in the process of updating them, with the expectation that updated mapping will be available over the timeframe of this project. We will use the most up-to-date mapping in all circumstances. • Wildland-urban interface zone mapping, based on regional, state, and federal studies. • Public and other critical facilities in mapped flood and wildfire hazard zones. Such facilities may include roads and highways, power lines, public safety buildings, community centers, schools, hospitals, and others to be determined in coordination with jurisdiction staff and CBOs. • Current and future land uses in mapped flood and wildfire hazard zones. • Records of past flood and wildfire events in Participating Jurisdictions and the region, including information on any injuries or death, extent and cost of damage, and other disruptions as available. 49 Technical Proposal
26 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update • The local, regional, state, and federal agencies responsible for flood and wildfire protection in the Participating Jurisdictions.

We will collect this data for all Participating Jurisdictions, which will inform the hazard mapping, vulnerability assessment, and background information sections. They will also be integrated into the online map viewer.

As part of these tasks, the data will help identify areas of greatest exposure to flood and wildfire hazards, as well as the people, buildings, infrastructure, and other key assets in these areas who are most at risk. Based on these findings, we expect that these data will inform policies in the Safety Elements intended to help increase resilience to these hazards, prioritizing the areas, people, and assets who face the greatest potential for harm.

Based on our initial survey of available data, we are not aware of any flood hazard mapping from the US Army Corps of Engineers, or of any 200-year floodplains, in San Mateo County. However, we will conduct a more thorough review of the available data and will include any new information as it becomes available.

Deliverables:
» Geodatabase of hazard mapping (electronic, draft and final) » List of other relevant data sources (electronic, draft and final)

3.6 Evacuation Constraints Analysis
Participating Jurisdictions: Atherton, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

In 2019, the State adopted Senate Bill (SB) 99, requiring that Safety Elements identify residential areas in any hazard area that lack at least two emergency evacuation routes. This law is intended to help identify evacuation-constrained areas and to indicate where any additional resources may be necessary to facilitate a smooth and effective evacuation if there is ever such a need for it. The PlaceWorks team has developed an approach to identifying these areas that we have vetted with CAL FIRE and used in numerous communities across the state.

Given the widespread potential of some hazard issues
across San Mateo County (such as seismic hazards), and
the fact that hazards may occur outside of mapped hazard zones (such as recent wildfires, which have burned in
areas not officially identified as fire hazard zones), we recommend that the SB 99 analysis apply to all residential properties in the Participating Jurisdictions. We will
identify the roads that can function as likely evacuation routes, including highways, arterials, and relevant
neighborhood roads, in coordination with jurisdiction
staff. We then assess the distance between residential
parcels and likely evacuation routes, as measured along the road network. Parcels that lack convenient access to multiple evacuation routes, or to a single evacuation route that would allow them to evacuate in multiple directions, are flagged as potentially evacuation constrained. We
Screenshot from an evacuation constraints analysis,
identifying residential parcels that lack convenient access to multiple evacuation routes or options. Properties on
roadways with a single access point are particularly at risk of evacuation constraints.
50 Proposal for Services • PLACEWORKS 27
then vet these parcels with Participating Jurisdiction staff, community members, and local emergency responders to confirm their accuracy.

We understand that the California Governor’s Office of Planning and Research is developing guidance to support evacuation analysis. We are prepared to modify our approach as necessary to comply with any guidance from the State that may be released prior to the completion of this project, or to better meet the needs of Participating Jurisdictions. We can review our method with staff before beginning work to make sure it is suitable and appropriate for all communities. We also understand that an Assembly Bill (AB) 747 analysis will be conducted separately and is not part of this project. To the extent possible, we will sync our efforts with that analysis to use the same datasets and other fundamental assumptions.

Deliverables:
» GIS layers of evacuation constraints analysis results (electronic, draft and final) » Memo summarizing method for evacuation constraints analysis (electronic, draft and final)

3.7 Vulnerability Assessment
Exposure
The presence of
populations or assets that
are subject to climate
hazards.

Sensitivity
Levels to which a
population or asset would
be affected by exposure to
a changing climate.

Potential Impact
Potential effects on a
population or asset based
on its exposure and
sensitivity to a hazard.

Adaptive Capacity
The ability to moderate
harm or exploit
opportunities.

Vulnerability
The degree to which
natural, built, and human
systems are susceptible to
harm.

Adapted from the Adaptation
Planning Guide
51 Technical Proposal
28 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update After we confirm the lists of sensitive populations and assets, identify the hazard zones and supporting data, and prepare hazard mapping, the PlaceWorks team will prepare vulnerability assessments for all Participating Jurisdictions. We will prepare this in accordance with the recommendations in the Adaptation Planning Guide.

San Mateo County has already performed a substantial vulnerability assessment of sea level rise on community, built, and natural assets. Through the Sea Change program, the County has a strong understanding as to how rising seas pose risks to its people and places. The PlaceWorks team does not intend to redo the sea level rise vulnerability assessment, but rather extract information to (1) Inform policies and actions in the Safety Element related to flooding and coastal hazards; and (2) Inform the development of policies and actions for hazards or vulnerabilities that may be exacerbated or influenced by sea level rise impacts.

We will begin by identifying the current risk posed by these hazards and how these hazards are likely to change in the future given climate change projections and other considerations. We will assess which of the populations and assets are likely to be harmed, given their locations, degree of connection, and other factors, collectively known as the exposure. We will next determine how susceptible each population and asset is to each relevant hazard (the sensitivity). This will allow us to identify the impact, or the anticipated effects that a population or asset may experience as a result of climate change-related hazards on future conditions. We will then assess the adaptive capacity of all populations and assets for each relevant hazard, determining their ability to resist or respond to these impacts. Based on the combined impact and adaptive capacity score, we can assign a draft vulnerability score.

Low Impact Medium Impact High Impact
Low Adaptive
Capacity V3 (medium vulnerability) V4 (high vulnerability) V5 (severe vulnerability) Medium Adaptive
Capacity V2 (low vulnerability) V3 (medium vulnerability) V4 (high vulnerability) High Adaptive
Capacity V1 (minimal vulnerability) V2 (low vulnerability) V3 (medium vulnerability) An illustration of how impact and adaptive capacity scores can translate to vulnerability, on a five-point scale from Minimal to Severe.
52 Proposal for Services • PLACEWORKS 29
The impact and adaptive capacity analyses and the resulting vulnerability score will draw on data from numerous sources. We will look at published reports and studies that describe the impacts and adaptive capacities of relevant populations and hazards, tailoring these findings to ensure they are applicable to the Participating Jurisdictions. These sources include academic papers, State and regional reports, and publications from nonprofits, CBOs, and other groups. We will use the GIS data layers identified in earlier tasks to inform the findings of the vulnerability assessment. For example, we will look at where sensitive populations are concentrated to see if they may be more exposed to a hazard than other groups or if they are farther away from facilities that can provide resources during emergencies. Where relevant, we will split populations or assets by jurisdiction or region, recognizing that the vulnerability of the same population or asset may vary depending on location.

We will make sure that the vulnerability assessment also considers cascading and indirect impacts. This involves identifying instances in which one hazard situation may lead to another (such as a severe wind event that contributes to a significant wildfire), or in instances where a population or asset is not directly harmed by a hazard but is ultimately susceptible to the effects of other direct damage (such as a flood that damages an important business and forces it to close, creating economic harm for employees, even if they were not physically harmed). Consideration of these factors allows us to conduct a more holistic vulnerability assessment, taking a much wider range of potential effects of climate change into account. By extension, this supports greater opportunities for resilience in the updated Safety Elements.

We will prepare an individual vulnerability assessment for each Participating Jurisdiction, but we will prepare these sets of scores in coordination with each other, drawing on common datasets and studies to the extent they are relevant. This approach will allow us to make sure that the findings of the vulnerability assessment are tailored to the unique conditions present in each Participating Jurisdiction, but also that they have a common background and foundation. This balance will help identify appropriate responses to the issues facing each Participating Jurisdiction, as well as common vulnerabilities across San Mateo County that support regional collaboration and resilience efforts.

It is critical that we vet the findings of the vulnerability assessment with the community and Participating Jurisdiction staff. While the PlaceWorks team is proud of our expertise on this subject, we recognize that we do not have the on-the-ground experience of people and organizations who have been living and working in these communities for years. We plan to submit all potential data sources for staff and the community to confirm through the activities identified in the Community Engagement Plan (see Task 2). All draft vulnerability assessment scores will be released for public review following review by Participating Jurisdiction. This approach allows us to incorporate the lived experience of the community and staff thoroughly into the assessment process, creating a vulnerability assessment that is more accurate and better representative of local understanding. Based on our experience with other communities, we expect this to be a conversation between all involved to refine the scores and get to a set of results that satisfy both the legal requirements and the needs of the participants.

CASCADING EFFECTS
Instances where one climate
change-related hazard
results in another.

INDIRECT EFFECTS
When a population or asset
is not directly harmed by
hazardous conditions, but
experiences impacts as a
result of other damage.
53 Technical Proposal
30 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Deliverables:
» Summary of vulnerability assessment methods and relevant hazards (electronic, draft and final) » Vulnerability assessment scoring results for review (electronic, for each Participating Jurisdiction)

3.8 Summarize Results of Vulnerability Assessment
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

An important part of the Safety Element Update will be helping members of the community and other involved stakeholders understand the risks present in their community and what can be done to improve resilience. The PlaceWorks team will prepare vulnerability assessment summaries to support this goal and to help build a foundation of key findings that can be used to inform the development of resilience policies.

We will prepare these written summaries after Participating Jurisdiction staff review the findings of the vulnerability assessment and we revise the scores accordingly to respond to these comments. We will draft one summary for each Participating Jurisdiction. These summaries can function as stand-alone reports but can also act as appendices to the Safety Elements or other resilience documents as appropriate. We will submit a proposed outline of the written reports to Participating Jurisdiction staff to ensure that the approach meets expectations before drafting the summaries.

These summaries will highlight the primary hazards of concern, along with the populations and assets who are most vulnerable and why. The summaries will include a brief methodological description, explaining the process that the team used to prepare the vulnerability assessment. We will write these summaries to be easily accessible to community members without over-simplifying the content or omitting important details.

We will also make use of mapping and GIS files, including any already-prepared mapping, to help explain key issues.

As with the vulnerability assessment scores themselves, we will submit the drafts of the vulnerability assessment summaries to members of the public, jurisdiction staff, key CBOs and other stakeholders, the Technical Advisory Committees and Collaborative Steering Committee, and other groups, consistent with the approach laid out in the Public Engagement Plan. We expect that these reviewers will provide feedback on the written summaries to make sure that they are highlighting important issues, presenting findings in a way that is consistent with community experiences, and meeting all other expectations. We will revise the written reports to incorporate these comments and ensure that the reports serve community needs.

Deliverables:
» Outline of vulnerability assessment summaries (electronic, draft and final) » Vulnerability assessment summaries for each Participating Agency (electronic, draft and final, for each Participating Jurisdiction)

3.9 Online Map Viewer
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

The goal of the online data viewer is to provide the project team, Technical Advisory Committee members, stakeholder groups, and community members with a comprehensive repository of the GIS data layers used for the vulnerability assessment along with the results of our analysis. Metadata will be included for each 54 Proposal for Services • PLACEWORKS 31
layer presented through the online map viewer, which will provide details on the source data and analysis methodology where applicable. PlaceWorks will use the latest web mapping technology available through ArcGIS Online to create a user-friendly streamlined application that will provide users with deep understanding of each of the included datasets and how they work together to answer key questions and shed light on current and future conditions.

PlaceWorks team will use this task to supplement and enhance the County’s existing map viewer that was created for the 2021 Multi-Jurisdictional Hazard Mitigation Plan. If this is desired, we can modify our process above to ensure our efforts expand on this existing resource and further enhances the outcomes. This allows the Collaborative to capitalize on efficiencies from past work and enhancements that expand both the knowledge base and usability of this information for all agencies participating in the process.

Deliverables:
» Online map viewer (electronic, draft and final)

3.10 Hazard Maps for Inclusion in Safety Element
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, Pacifica, San Bruno, and San Mateo County.

PlaceWorks understands the importance of communicating technical information to a broad audience using well‐designed maps. PlaceWorks staff has the unique ability to understand complex planning issues and distill them in an accessible, graphically‐rich way. The California Government Code requires that the Safety Element includes up-to-date maps. The PlaceWorks GIS team will prepare a comprehensive set of maps for the Safety Element that will include data gathered in Tasks 3.1, GIS Database for Hazards, and 3.2, GIS Database for Asset Layers. We will prepare a base map with community facilities and infrastructure and once reviewed and approved by City staff, we will use the base map to create the hazard maps for the Background Report.

Deliverables:
» A set of PDF maps (electronic, draft and final)
Task 4. Background Information on Hazards
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The background reports of the updated Safety Elements provide important context and other information that helps describe the issues present in the community. This information serves as a foundation for the updated policies, along with the results of the vulnerability assessment, hazard mapping, and other analyses.

When written well, these documents help explain relevant issues to members of the public, jurisdiction staff and officials, and other engaged stakeholders.

We know the importance of preparing these background reports to be thorough and complete, while still ensuring that they are engaging and interesting. Despite their often-technical nature, we pride ourselves in writing background reports that can be easily understood, allowing them to serve as valuable educational materials in the Safety Element process. We will prepare a stand-alone background report for each Participating Jurisdiction.
55 Technical Proposal
32 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update

4.1 Update Hazard Background Information
Participating Jurisdictions: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The PlaceWorks team will prepare a background report for each participating jurisdiction, complying with all State laws and guidance regarding what must be included in this document. We expect that these background reports will discuss the regulatory context that informs the Safety Element, the purpose of the Safety Element and the reason for updating them, and each of the key issue areas. For issues that relate to a specific hazard, such as wildfire or floods, we will introduce the hazard and why it is a community concern; discuss past events in the Participating Jurisdiction or region; review the agency or agencies responsible for protecting against it; and the future risk posed by it, including changes as a result of climate change. For issues not related to a specific hazard, such as evacuations or emergency preparation, we will discuss other relevant topics as needed to give the reader a good understanding of the issue and include mapping and graphics, where relevant.

We plan to draft the background reports as stand-alone documents that can function as appendices to the main Safety Element, along with the vulnerability assessment summaries discussed in Task 3.8. We recommend this approach, as it allows us to incorporate sections of the background report into the main Safety Element document, providing context to the policies while keeping much of the detailed information in the appendix. However, if desired by Participating Jurisdictions, we can draft the background reports to be part of the main document.

For all the background reports, we intend to follow the same basic format, although we recognize that the issues discussed will vary from community to community, and some communities may wish to organize topics differently. We will prepare an outline of the background report for review by jurisdiction staff and other interested stakeholders before drafting the reports themselves. We will provide the final background reports in the same formatted template for the draft Safety Elements themselves discussed in Task 7.

Deliverables:
» Outline of background reports (electronic, draft and final, for each Participating Jurisdiction) » Background reports for each Participating Agency (electronic, draft and final, for each Participating Jurisdiction)
Task 5. Goals, Objectives, and Policies
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Developing goals, objectives, and policies into a framework is a major step in element development for a jurisdiction. The previous tasks help set a strong foundation that this framework builds upon to ensure future development and activities within a community are safer and more resilient. For many jurisdictions, policies can take many forms depending on the issues that need to be addressed. For that reason, this task will work with each jurisdiction to understand their needs and the types of policies that work best. 56 Proposal for Services • PLACEWORKS 33
Examples of the types of policies that can be included in the updated Safety Elements.

5.1 Regional Best Practices Summary
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The diversity of jurisdictions involved in this project requires a thorough review of best practice examples from across the region, including a review of plans, policies, and programs prepared and implemented by cities and partner agencies in San Mateo County that are not participating in this collaborative. Based on the results of the Vulnerability Assessment (Task 3) and the review of the existing plans discussed in Task 5.2 the PlaceWorks team will work to identify the policy needs for each jurisdiction. While we know there are crosscutting issues that all Participating Jurisdictions may face, there are a number of ways to address these issues to better accommodate individual community needs. This summary will focus on key factors such as:
 Methods for monitoring and evaluating progress towards risk-reduction goals.  Applicable guidance pertaining to resilience.
 Equity-focused climate change policies.
 Cross-cutting issues that may affect many jurisdictions.  Regional initiatives and collaboration that promote and enhance resilience at the local level.

We will identify potential solutions that take advantage of best practices and successful efforts in the county and nearby communities, informed by jurisdiction staff and key stakeholders, input from members of the community, and emerging opportunities in San Mateo County and the region. Following our review of best practices appropriate to the project, PlaceWorks will prepare a Best Practices Summary Memo tailored to the specific conditions in the Participating. We will build from and complement existing and planned efforts whenever possible, allowing for a more efficient use of time and resources that avoid unnecessary Programmatic: Strategies to expand or create new programs, activities, and initiatives.

Plans, regulations, and policy development: Strategies to revise policies, plans, regulations, and guidelines.

Capital improvement projects: Strategies to address physical and functional needs in the built and natural environment, or to secure funding for these projects.

Education, outreach, and coordination: Strategies to begin or expand partnerships and relationships, communication, and expanding awareness.

Evaluation: Strategies to improve feedback, input, and data and information to conduct further or new analyses.
57 Technical Proposal
34 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update duplication. At the same time, we plan to recommend entirely new programs where appropriate. This will include actions that San Mateo County and Participating Jurisdictions can launch in partnership with other agencies and CBOs.

Deliverables:
» Regional Best Practices Summary Memorandum (electronic, draft and final)

5.2 Review of Existing Plans, Requirements, and
Gaps
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The PlaceWorks team will prepare a review of each participating jurisdiction’s existing Safety Element (or comparable document), along with other relevant sections of the General Plan and other supporting documents, such as the Multijurisdictional Local Hazard Mitigation Plan, climate action/adaptation or sustainability plans, and emergency operations plans. We will check each existing Safety Element for consistency with current State requirements and identify any content that can be incorporated from supporting documents or other technical documents to help meet these requirements.

While consistency with State laws is an important objective for Safety Elements, it is not the only standard that they have to meet. We expect that the vulnerability assessments will identify key gaps in each community’s adaptation and resilience approach that are critical to community well-being, but which may not be explicitly required by the State. Similarly, we expect that community members, CBOs, and other stakeholders who participate in the public engagement process will raise other issues that the updated Safety Elements should address but are not mandated to do so. There may also be other best practices or emerging opportunities that will be helpful to the updated Safety Elements.

We will prepare a gap analysis memo identifying these additional issues that we recommend the updated Safety Elements address.

As part of this review, we will also consider the policies in the existing Safety Elements and provide recommendations for whether to keep policies as-is, modify them, or remove them. We will use current State requirements and the results of the gap analysis to inform these recommendations. As a part of this work, we will coordinate with local jurisdiction staff to understand which policies have already been implemented, what policies have been effective, and where policies can be revised or improved to better meet the needs of the community.

We understand that the adoption dates of the existing Safety Elements vary widely across the Participating Jurisdictions. Some were adopted within the past few years, while others are a few decades old. We expect that compliance with current State laws and other community needs will be at least partly a function of age and are prepared to make more substantial recommendations as needed.

RECENT STATE

REQUIREMENTS
- Include detailed
information about flood and
wildfire risks.
- Include specific policies
related to reducing the
threat from floods and
wildfires.
- Prepare a climate change
vulnerability assessment.
- Include policies to improve
adaptation and resilience to
climate-related hazards.
- Assess evacuation
constraints of residential
areas.
58 Proposal for Services • PLACEWORKS 35
Deliverables:
» Review matrix for consistency with State laws (electronic, draft and final, for each Participating Jurisdiction) » Review matrix of existing policies and recommendations (electronic, draft and final, for each Participating Jurisdiction)
» Gap analysis memo (electronic, draft and final, for each Participating Jurisdiction)

5.3 Draft Goals, Policies, and Objectives
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The PlaceWorks team will work with local jurisdiction staff, CRC, and other key stakeholders to prepare a set of draft goals, policies, and objectives for each of the updated Safety Elements. These goals, policies, and objectives will respond to State requirements, findings in the vulnerability assessment, results from the gap assessment, and input from the public engagement process. The overarching goal will be to provide increased protection for all populations, buildings and infrastructure, and other assets in the community, with a specific focus on populations and assets that are uniquely susceptible.

The PlaceWorks team, in partnership with CRC, will ensure the draft goals, policies, and objectives incorporate the equity approach prepared as part of Task 2. As part of this commitment, when drafting and reviewing the goals, policies, and objectives, the PlaceWorks team will use the County’s equity assessment tool, or other tool as directed by the Participating Jurisdiction or recommended through best practice. As part of the equity review, CRC will ensure the draft goals, policies, and objectives fairly incorporate comments, suggestions, and requests received through the engagement and outreach activities conducted as part of Task 2.

We will draft the goals, policies, and objectives to take advantage of the full range of strategies available for local communities to improve public safety, adapt to changing conditions, and grow their community resilience. These may include new regulatory standards or development review processes, educational efforts, community partnerships, specific capital improvement projects, and more involved planning processes. We will also recommend goals, policies, and objectives that support monitoring and reporting of Safety Element strategies to determine their effectiveness and to allow them to be revised in future updates.

We will incorporate recommendations from the Adaptation Planning Guide, California Climate Adaptation Strategy, and other reports and guidance documents where appropriate. We will include strategies from existing local plans, such as policies in the Multijurisdictional Hazard Mitigation Plan and OneShoreline’s priority projects, where it makes sense to have a clear linkage between the documents. State law also requires including certain strategies in the draft elements, such as policies around siting new critical facilities outside of hazard-prone areas and using natural infrastructure systems to support resilience efforts.

Deliverables:
» Draft Goals, Policies, and Objectives Memorandum (electronic, for each Participating Jurisdiction) » Equity Assessment of draft goals, policies, and objectives. 59 Technical Proposal
36 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update

5.4 Revise Goals, Policies, and Objectives
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Upon completion of Task 5.3, the Goals, Policies, and Objectives will be shared with the Technical Advisory Committees, stakeholder groups, and members of the public for review and feedback. Based on this feedback, which will be integrated with engagement and outreach opportunities in Task 2, the PlaceWorks team will gather input received and identify the changes and recommendations necessary and what content was removed or not included in the final draft. In our experience, many goals, policies, and objectives that do not make it into a Safety Element are usually out of scope from what a Safety Element is intended to accomplish or may be infeasible because of political or financial constraints. However, as part of this task, any goals, policies, and objectives that aren’t taken forward will be documented to ensure decision makers understand how the process informed the final element development.

Deliverables:
» Final Goals, Policies, and Objectives Memorandum (electronic, for each Participating Jurisdiction) Task 6. Implementation Measures
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The implementation measures will build upon the data collection efforts, vulnerability assessment, and community and stakeholder feedback to detail the specific steps required to implement the Safety Element policies. Collectively, the measures will also serve as a guidance and reference document for the jurisdictional staff from each city. The PlaceWorks team will develop a framework with the full list of the implementation measures to include which agencies, partners, or departments are responsible for implementation; agency, department, or partner implementation costs based on a scale of low to medium to high (i.e., $, $$, $$$); timeframe for implementation on a scale of near-term or long-term; and potential funding opportunities.

These metrics will be used to prioritize implementation of the Safety Element policies and actions. Our team’s standard planning and analytical process already includes collecting a variety of these variables. Therefore, our team will provide efficiencies for the cities and County in development of the measures.

6.1 Develop Draft Implementation Measures
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

We will develop draft implementation measures designed to carry out the updated goals, policies, and objectives of each jurisdiction. As part of the implementation measure development, the team will review state and federal guidance, including guidance for equitable climate planning from sources such as the California Adaptation Planning Guide, the Urban Sustainability Directors Network (USDN), and the Governor’s Office of Planning and Research (OPR). We will also review examples of best practices from other relevant local jurisdictions throughout the state to identify resilience and adaptation projects and programs that may be advantageous for the Participating Jurisdictions to consider and incorporate. We will identify needed updates to zoning regulations, subdivision regulations, Local Coastal Programs, building regulations, and 60 Proposal for Services • PLACEWORKS 37
similar to inform the creation or revision of goals, policies, and objectives. Implementation measures from SB 379 (Government Code Section 65302(g)(4)I) and SB 1241 (Government Code Section 65302(g)(3)(C)) will be incorporated as appropriate to comply with state law. In keeping with our team’s holistic integration of equity in our planning processes, we will objectively evaluate the placement of projects, benefits and burdens, and cumulative risks to historically underserved communities from the implementation measures.

The PlaceWorks team, in partnership with CRC, will ensure the draft implementation measures incorporate the equity approach prepared as part of Task 2. As part of this commitment, when drafting and reviewing the implementation measures the PlaceWorks team will use an equity assessment tool, either prepared by the Participating Jurisdiction or recommended through best practice. As part of the equity review, CRC will ensure the draft implementation measures fairly incorporate comments, suggestions, and requests received through the engagement and outreach activities conducted as part of Task 2.

6.2 Revise Implementation Measures
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The project team will share draft implementation measures, and any prioritization as determined by Participating Jurisdictions, with the Technical Advisory Committees, stakeholder groups, and members of the public, as determined by the Public Engagement Plan to gather feedback and input. We will revise draft implementation measures based on that feedback and input, and then will use the Community Input Report to communicate what implementation measures were or were not incorporated. This subtask should incorporate with Task 2.

6.3 Implementation Recommendations
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The team will offer recommendations for critical next steps to implement the mitigation measures, including strategies for the: (1) monitoring and evaluation of implementation of measures; (2) bundling of measures to optimize efficiencies in funding, planning, and implementation; and (3) incorporation of new, best available science and best management practices. This document will also include any recommendations on prioritization as made by Participating Jurisdictions.

Deliverables
» Implementation Measures Document (electronic, draft and final, for each Participating Jurisdiction) » Recommended Next Steps: Implementation Memorandum (electronic, draft and final, for each Participating Jurisdiction)
61 Technical Proposal
38 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Task 7. Safety Elements Drafted for Jurisdictions
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

After all the individual segments of the Safety Element updates are ready, we will assemble the results into a complete Safety Element. These documents will incorporate all the content and analyses prepared to date.

As a part of this stage of the work, we anticipate preparing two drafts of each Safety Element: an administrative draft for jurisdiction staff, and a public review draft for widespread review that includes staff revisions.

The PlaceWorks team, in partnership with CRC, will ensure the draft safety elements incorporate the equity approach prepared as part of Task 2. As part of this commitment, when drafting and reviewing the safety elements the PlaceWorks team will use an equity assessment tool, either prepared by the Participating Jurisdiction or recommended through best practice. As part of the equity review, CRC will ensure the draft safety elements fairly incorporate comments, suggestions, and requests received through the engagement and outreach activities conducted as part of Task 2.

7.1 Administrative Draft Safety Elements for Jurisdictions Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

The PlaceWorks team will prepare a stand-alone administrative draft Safety Element for each of the Participating Jurisdictions. These Safety Elements will compile all the previously prepared content. We expect that the Safety Elements will include the goals, objectives, and policies from Task 5, the implementation measures from Task 6, and all relevant mapping. We recommend incorporating short sections of text from the background reports and vulnerability assessment summaries to help provide important context while keeping the elements short and streamlined. However, if desired, we can fully include the content from these documents to create a much larger element. We will confirm preferences with jurisdiction staff before preparing the combined element.

We will include the final Community Input Report prepared as part of Task 2.8 along with the administrative draft Safety Element. This will illustrate how we incorporated feedback and comments from the public engagement process into the element. If requested, we can also include a section in the main body of the element to discuss how public comments have informed the preparation of the document.

Prior to preparing the administrative draft Safety Elements, we will prepare a template for the document.

These templates may be the same across all jurisdictions or may be unique to each Participating Jurisdiction, depending on staff preferences. We can also use an existing General Plan template or prepare the new template to match existing styles.

Deliverables:
» Safety Element template (electronic, draft and final, for each Participating Jurisdiction) » Administrative draft Safety Element (electronic, for each Participating Jurisdiction) » Community Input Report (electronic, for each Participating Jurisdiction) 62 Proposal for Services • PLACEWORKS 39

7.2 Public Review Draft Safety Elements
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

After each jurisdiction’s staff provide us with a compiled set of comments on the administrative draft Safety Element, we will make revisions in response to the feedback. This will include a discussion with jurisdiction staff to review potential changes and confirm the revisions. We will return the revised draft Safety Elements to jurisdiction staff for review by members of the public.

Deliverables:
» Public review draft Safety Element (electronic, for each Participating Jurisdiction) TASK 8. CEQA Analysis
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

PlaceWorks will prepare the required environmental review for each of the seven proposed Safety Elements pursuant to the California Environmental Quality Act (CEQA). Over the years, PlaceWorks has prepared a variety of CEQA documents for Safety Elements, including making use of CEQA streamlining mechanisms such as the Common Sense Exemptions (CEQA Guidelines Section 15061(b)(3)) and General Plan Environmental Impact Report (EIR) Addenda (CEQA Guidelines Section 15164). In some cases, PlaceWorks has also prepared Negative Declarations or Mitigated Negative Declarations (CEQA Guidelines Section 15071) and Focused EIRs (CEQA Guidelines Section 15168).

PlaceWorks understands that each of the six proposed Safety Elements will come with their own unique circumstances and proposed changes. However, the proposed action for each jurisdiction, the adoption of an updated Safety Element, in general would have no effect on the environment because they do not commit the County or City to any particular development project. In addition, the updated Safety Elements, as we understand them to date, would consist of County/City conditions of approval, existing regulatory requirements, and other best practices that are adopted for the purpose of reducing the effects of land use development and infrastructure projects on the environment. For these reasons and based on our previous work preparing Safety Element updates, we believe that the preparation of either a CEQA Exemption pursuant to CEQA Guidelines Section 15061(b)(3) or a General Plan EIR Addendum pursuant to CEQA Guidelines Section 15164 will be appropriate for the proposed Safety Elements.

However, if the proposed Safety Elements require changes to the project or mitigation measures to reduce impacts to a less-than-significant level, this scope of work also includes the preparation of Negative Declaration (ND) as a contingency. If impacts cannot be mitigated to a less-than-significant level and an EIR is required, then PlaceWorks will collaborate with staff to discuss next steps and modify scope of work, budget, and schedule as appropriate.

Additionally, because each Safety Element update constitutes an amendment to the General Plan for each jurisdiction, our scope of work under this task also includes assisting the County and each City with Native American tribal consultation pursuant to Senate Bill (SB) 18. 63 Technical Proposal
40 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update The following Tasks 8.1 through 8.4 describe the scope of work for the preparation of the CEQA streamlining documents and Native American tribal consultation that PlaceWorks will complete for each Safety Element Update. Task 8.5 is an optional, add-on task for Participating Jurisdictions that determine, after preparation of the Environmental Checklist Memo in Task 8.2, to prepare an Initial Study and Negative Declaration, which will also include tribal consultation as directed by AB 52.

8.1 CEQA Project Management and Initiation
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Terri McCracken will serve as the Principal-in-Charge. Vivian Kha and Miles Barker will serve as the Project Managers for each participating jurisdiction. Terri will be responsible for overseeing the preparation and final review of the CEQA document, as well as overseeing the budget and schedule. Vivian and Miles will serve as the day-to-day contact and will oversee the coordination of data needs and conference calls. Vivian and Miles will also be responsible for overall team coordination throughout the preparation of the CEQA document.

For the initiation of each CEQA process, the CEQA management team will begin by reviewing all relevant documents pertaining to proposed Safety Elements for baseline information and any certified/approved CEQA documents to be used for tiering. PlaceWorks will then schedule and participate in a kick-off meeting with staff to discuss expectations and concerns, and to review key issues, information needs, work products, and delivery schedule. The data to be used for environmental impact analysis will also be reviewed at this meeting to ensure it is fully aligned with that used on other CEQA documents in the jurisdiction.

8.2 Environmental Checklist Memo
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Making use of the CEQA Guidelines Appendix G, Environmental Checklist Form, PlaceWorks will prepare a qualitative memo (i.e., no technical modeling will be conducted) following the environmental checklist topics to support the preparation of a notice of exemption (NOE) or General Plan EIR Addendum for the proposed Safety Elements depending on the appropriateness and the preference of the jurisdiction as discussed at the kick-off meeting in Task 8.1. Given the Safety Element is a required part of the General Plan, the memo will address each environmental topic at a programmatic level. PlaceWorks will make maximum use of existing information from each jurisdiction and other governmental agencies.

Deliverable(s):
» Administrative and Final Draft Environmental Checklist Memo (Word and PDF formats) 64 Proposal for Services • PLACEWORKS 41

8.3 Prepare CEQA Document – Notice of Exemption or Addendum Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Based on the outcome of the environmental checklist memo and preferences of the jurisdiction as described in Task 8.2, PlaceWorks will prepare either a NOE pursuant to CEQA Guidelines Section 15062, an Addendum to the General Plan EIR, pursuant to CEQA Guidelines Section 15164, or a Negative Declaration (refer to Task

8.5). This task presents the approach to preparation of an Exemption or Addendum. If a Participating Jurisdiction selects a Negative Declaration, that work is described in Optional Task 8.5. The CEQA document will include a brief project description and through the preparation of the environmental checklist memo in Task 8.2 and will provide the substantial evidence to demonstrate how the proposed projects would not result in any significant effects. The CEQA document will be submitted to the jurisdiction for review, as follows:
» One electronic copy of an Administrative Draft to the jurisdiction for review. Staff will provide PlaceWorks with a single set of consolidated comments on the Administrative Draft. » One electronic copy of a revised, second draft as an electronic “Screencheck.” PlaceWorks assumes that a minimal level of effort, not exceeding four hours, would be required to respond to a single set of consolidated comments from the jurisdiction on the Screencheck Draft.

Following approval of the Screencheck, PlaceWorks will provide the jurisdiction with one electronic copy of the Final document for inclusion in the staff reports and approval by the decision-making body.

If it is determined that potential impacts from the proposed Safety Elements require changes to the project or mitigation measures to reduce impacts to a less-than-significant level, then Task 8.5 would be implemented based on collaboration with staff.

Following the approval of the Safety Elements, PlaceWorks will prepare the Notice of Determination (NOD).

Our scope of work assumes that staff will be responsible for overseeing the filing of the NOE (if the selected document) and NOD with the County Clerk following the approval of the proposed projects and PlaceWorks will post the NOE/NOD with the State Clearinghouse.

Deliverable(s):
» Administrative, Screencheck, and Final Draft NOD/NOE (Word and PDF formats) » Administrative and Final Draft NOE/NOD (Word and PDF formats) Our proposed schedule for the environmental review includes two-week review periods for the jurisdiction at each submittal phase. Applying these assumptions and depending on the receipt of all the project materials, we anticipate that each CEQA document can be completed within 60 days. 65 Technical Proposal
42 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update

8.4 Native American Tribal Consultation (SB 18)
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

PlaceWorks will complete the Native American Heritage Commission (NAHC) form requesting a tribal contact list for each jurisdiction. Using the addresses on the list from NAHC, PlaceWorks will draft letters (on the letterhead of each jurisdiction) to each of the tribes on the NAHC list inquiring whether they want consultation. As consultation is a government-to-government process, it must be initiated by the local government agency, and counties are usually represented at the consultation(s). PlaceWorks can facilitate and attend the consultation(s); however, each jurisdiction must be represented. Following the consultation meetings (or conference calls), PlaceWorks will provide a record for the environmental documentation showing that consultation has been completed. Completion of the SB 18 process is needed prior to acting on the project.

Deliverable(s):
» Draft letter to the NAHC
» Draft letters to the identified tribes
» Facilitation, attendance, and documentation of requested consultations

8.5 Optional Add-on: Prepare Initial Study/Mitigated Negative Declaration and Conduct AB 52 Tribal Consultation
Potential Participating Jurisdictions: Belmont, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Based on the outcome of the environmental checklist memo and preferences of the Participating Jurisdiction as described in Task 8.2, PlaceWorks will complete a Negative Declaration form in accordance with CEQA Guidelines Section 15071. PlaceWorks will prepare a Screencheck of the environmental checklist memo as an Initial Study, responding to staff comments on the Administrative Draft document described in Task 8.2.

If mitigation measures are required, PlaceWorks will prepare a Mitigation Monitoring or Reporting Program (MMRP) for the mitigation measures pursuant to the jurisdiction’s policies and procedures. The MMRP, shown in tabular form, will identify responsibility for implementing and monitoring each mitigation measure, along with monitoring triggers and reporting frequencies.

PlaceWorks will draft a Notice of Intent (NOI) of a Negative Declaration pursuant to CEQA Guidelines Section 15072. PlaceWorks will work together with agency staff to prepare a master distribution list. PlaceWorks will be responsible for circulation to the State Clearinghouse, and mailings to local, regional, and state agencies.

Agency staff will be responsible for local noticing.

A maximum 30-day public review period will be required under CEQA if the notification of a State Agency(s) is determined to be necessary, pursuant to CEQA Guidelines Section 15073. This scope does not include participation in any public hearings conducted during the 30-day review period.

While not required under CEQA, following the close of the public review period, PlaceWorks will respond to substantive comments received on the Initial Study/Negative Declaration in a memorandum form. This scope of work includes 8 hours of PlaceWorks time to respond to comments in an Administrative Draft Response to Comments Memorandum. If public comments exceed assumptions and more than 8 hours is required to 66 Proposal for Services • PLACEWORKS 43
address comments received on the Initial Study/Negative Declaration, we will request use of contingency funds or a contract amendment to complete Response to Comments. We will prepare an Administrative Draft Response to Comments Memorandum for review by staff. Based on staff comments, we will complete revisions and deliver a Final Response to Comments Memorandum.

If it is determined that the preparation of a CEQA document requires public circulation (Negative Declaration, Mitigated Negative Declaration, or an EIR), consultation with any Native American tribes that have requested consultation pursuant to AB 52 would be required, which can be combined with outreach efforts described in Task 8.4.

Deliverables:
» Screencheck and Public Review Drafts of the IS/ND (Word and PDF formats) » Administrative and Public Review Draft of the MMRP (Word and PDF formats) » Administrative and Final Draft of the NOI (Word and PDF formats) » Administrative and Final Draft of the Response to Comments Memorandum (Word and PDF formats) » Draft letters to the identified tribes
» Facilitation, attendance, and documentation of requested consultations Task 9: Board of Forestry Review
Participating Jurisdictions: Belmont, Half Moon Bay, and San Mateo County.

Any Participating Jurisdiction that includes State Responsibility Areas or Very High Fire Hazard Severity Zones must submit its updated Safety Element to the California Board of Forestry and Fire Protection (Board of Forestry) at least 90 days prior to adoption, per State law. The PlaceWorks team has collaborated extensively with staff from CAL FIRE’s Land Use Planning Program, who review the Safety Elements and present them to the Board of Forestry and has established very good working relationships with them. We work closely with CAL FIRE staff to address any recommended revisions to the Safety Element informally, before submitting them to the Board of Forestry. Many of our Safety Elements require no revisions before going to the Board of Forestry, and all others need only minor changes. We have never had the Board of Forestry recommend changes for any Safety Element that we have submitted.

Per California Government Code 51178, the State Fire Marshal is required to provide local agencies with the areas within their jurisdiction that meet Fire Hazard Severity Zone criteria for their local adoption and implementation, including inclusion in the Safety Element of the General Plan. Cal FIRE has been working to review, update, identify, and map Fire Hazard Severity Zones in Local Responsibility Areas. We anticipate CAL FI–E - Office of the State Fire Marshal will begin providing local governments updated draft Fire Hazard Severity Zone maps for Local Responsibility Areas in mid to late 2023 or possibly early 2024. These updated maps could change High Fire Severity Areas within the incorporated cities, which could result in the requirement for CAL FIRE/Board of Forestry review for additional cities than currently identified in this task.

The PlaceWorks team can provide Task 9 services to additional Participating Jurisdictions upon Participating Jurisdiction approval through the use of the contingency budget. 67 Technical Proposal
44 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update

9.1 CAL FIRE/Board of Forestry Safety Element Review
Participating Jurisdictions: Belmont, Half Moon Bay, and San Mateo County.

As required by State law, PlaceWorks will submit draft Safety Elements to CAL FIRE’s Land Use Planning Program for all applicable jurisdictions. CAL FIRE staff will review the draft Safety Elements and make recommendations. We will discuss any recommendations with jurisdiction staff and will either revise the Safety Element in response or will provide a written explanation for why the revision has not been made. We will make all appropriate revisions to the Safety Element before CAL FIRE staff pass the element on to the Board of Forestry. We recommend that we submit the Safety Elements to CAL FIRE staff at the beginning of the public review process.

State law requires that any jurisdiction containing State Responsibility Areas or Very High Fire Hazard Severity Zones must submit their Safety Element to CAL FIRE/Board of Forestry. Currently, this applies to Belmont, Half Moon Bay, and unincorporated San Mateo County. However, we are aware that CAL FIRE is currently revising their hazard severity zone mapping, and it is possible that additional communities may include Very High Fire Hazard Severity Zones in this updated mapping. The updated mapping is expected to be released sometime in 2023.

Deliverables:
» CAL FIRE Safety Element review checklist (electronic, for each relevant Participating Jurisdiction) and submittal to CAL FIRE.
» Coordination, and meetings if needed, with CAL FIRE staff during review of Safety Element. » Participation in Board of Forestry Resource Protection Committee meeting during review of Safety Element (1 virtual meeting per participating jurisdiction).

Task 10: Public Agency Boards – Review and Approval
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Each Participating Agency’s Planning Commission and City Council/Board of Supervisors must formally review the draft Safety Element and its associated environmental review document. To support a successful review and adoption of each Safety Element, we will support staff to provide regular updates to their Planning Commission and City Council/Board of Supervisors as informational items or as Commission/Council/Board workshops or study sessions at key points during the process. At the end of the process, after all public and external agency comments are incorporated into the draft Safety Elements, they will be ready for final review and adoption by each jurisdiction through public hearings. These hearings will be the culmination of the Safety Element Update process and will allow members of the public to provide additional input prior to adoption. The PlaceWorks team will work with Participating Jurisdiction staff materials in support of these hearings.
68 Proposal for Services • PLACEWORKS 45

10.1 Prepare Planning Commission and City Council/Board of Supervisor Materials
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

During the planning process, the PlaceWorks team will prepare a Planning Commission/City Council/Board of Supervisors Briefing Packet for Participating Jurisdiction staff at three points in the process: (1) project initiation/vulnerability assessment, (2) draft goals, policies, and action preparation, and (3) draft element review. These Briefing Packets will provide an overview of the project status in a brief memo and set of slides that will highlight work completed to-date, opportunities for public engagement, and next steps.

Participating Jurisdiction staff will be responsible for putting this content into agency specific templates or formats, modifying it if needed to include jurisdiction specific details, and for presenting it to their Planning Commission/City Council/Board of Supervisors.

Following completion of Tasks 2-9, the PlaceWorks team will prepare drafts of the Safety Elements incorporating all relevant comments from members of the public, CAL FIRE/Board of Forestry and other public agencies, and other stakeholders as relevant. These drafts will serve as the “public hearing drafts” that will be brought forward to the Planning Commission and City Council/Board of Supervisors for review and adoption. Additionally, we will work with jurisdiction staff to support preparation of materials for the Planning Commission and City Council/Board of Supervisors public hearings. This support may include preparing drafts of materials and reviewing content prepared by Participating Jurisdiction staff. We anticipate that such materials may be staff reports, presentations, resolutions, or other items that may be helpful for hearings. We will prepare all materials using consistent graphics, branding, and other design features as requested.

Deliverables:
» Public hearing draft Safety Element (electronic, for each Participating Jurisdiction) » Briefing packets (three, electronic, draft and final) » Staff report content and PowerPoint slides to support on study session during the final public review phase and two public hearings (electronic, for each Participating Jurisdiction, draft and final)

10.2 Attend Planning Commission and City Council/Board of Supervisor Meetings
Participating Jurisdictions: Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County.

Staff from the PlaceWorks team will attend one study session of the Planning Commission or City Council (or a joint meeting) at the initial release of the draft Safety Element, and one Planning Commission, and one City Council/Board of Supervisor meeting for each participating jurisdiction at the adoption stage. We expect that these meetings will be in-person, although we are able to participate virtually if preferred. PlaceWorks will be prepared to support staff with presentations, respond to questions from officials, and fill other roles as needed.

If any Planning Commissions or City Councils/Board of Supervisors direct changes to the draft Safety Elements prior to recommendation/adoption, we will incorporate these changes into a separate final draft 69 Technical Proposal
46 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update following adoption. Otherwise, the public hearing drafts will serve as final drafts, with any necessary changes to reflect their adopted state.

Deliverables:
» Final draft Safety Element (electronic, for each Participating Jurisdiction) » Attendance at one study session and two public hearings (one Planning Commission meeting and one City Council/Board of Supervisors meeting) for Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, San Bruno, and San Mateo County. Meeting attendance is assumed to be in person and includes travel time from the office location of the lead staff person assigned to the agency plus travel costs. Participating Jurisdictions can elect for virtual participation of the PlaceWorks team to reduce costs.

10.3 Add-on: Attend Additional Public Meetings
Participating Jurisdictions: East Palo Alto, San Bruno, and San Mateo County.

We recognize that the preferences and processes for review of General Plan Amendments can vary by jurisdiction and that some Participating Jurisdictions may need additional meeting support beyond the three public meetings scoped in Task 10.2. Members of the PlaceWorks team can participate in additional meetings of the Planning Commission and/or City Council/Board of Supervisors if requested by Participating Jurisdiction staff. Participation in additional meetings may be virtual or in-person as desired. We can support Participating Jurisdiction staff to prepare or review any additional meeting materials as may be needed. This task assumes additional meeting support as noted below by jurisdiction; however, if additional meeting is requested, it can be available on a time-and-materials basis through the contingency budget. Meeting attendance is assumed to be in person and includes travel time from the office location of the lead staff person assigned to the agency plus travel costs. Jurisdictions can elect for virtual participation of the PlaceWorks team to reduce costs.
» East Palo Alto: One additional public meeting, hearing, or study session with Planning Commission and/or City Council.
» San Bruno: One additional public meeting, hearing, or study session with Planning Commission and/or City Council.
» San Mateo County: Three additional public meetings, hearings, or study sessions with the Planning Commission and/or Board of Supervisors.

Deliverables:
» Attendance at additional public hearings as noted.
» Support with meeting materials for additional meetings. (electronic, draft and final) 70 Proposal for Services • PLACEWORKS 47
Project Schedule
PlaceWorks’ proposed schedule for completion of the Safety Element Multi-Agency Collaborative is shown in Figure 1. In our experience, Safety Element preparation with the tasks included in the proposed scope of work can average 18 to 24 months to allow for robust stakeholder engagement, potential delays with receipt of data from external agencies, and environmental review. We have prepared a 24-month schedule.

PlaceWorks has a strong track record in meeting project schedules and coordinating closely with its clients as part of our approach to quality project management. Our project management process allows for potential project delays to be revealed early and to identify options to keep the project on-track or to adjust the schedule if needed. We recommend reviewing and confirming a detailed schedule during contract negotiations or as part of project initiation. Over years of managing projects, we have developed a variety of tools to keep projects on schedule and ensure that staff are well informed at all times.  We maintain an up-to-date schedule throughout the project, to ensure that all team members are aware of upcoming meetings and product due dates.
 We stay in close, regular contact with staff and our community partners and document important decisions about the project in writing, which ensures that decisions are understood by all team members.  We schedule project due dates for staff with adequate time for editing and formatting into finished reports.

Our team takes a project management approach that focuses on providing a quality process and product in sync with the budget and schedule while enjoying our work and collaborating as a team to ensure that everyone’s strength and input are well-integrated. We approach project management as a dynamic process and one that is critical to the process. This starts during the preparation of the proposal and continues through the project initiation, execution, and completion. Our project manager maintains regular coordination and check-ins with the project team, including our teaming partners and clients. We use tools such as Deltek, Asana, MS Project, and others as needed to support our projects.

In addition to our overall project kick-off meeting, we begin each task by reviewing objectives, budget, schedule, roles, and workflows with all members of our team so that everyone knows both their individual roles and the big picture. We also review each task at completion to assess the work, identify any issues of concern for the project team, identify any lessons learned that should be applied to later tasks, and consider any potential scope or budget considerations. Our project managers assess financial project performance monthly as part of invoice preparation.

Our team uses ongoing quality assurance and quality control (QA/QC) processes throughout the project development process as an integral component of our project management approach. We deliver work that is scientifically accurate, consistent with all legal requirements, and meets all needs of our clients. This not only includes plan documents and memos, but technical analyses, data workbooks, outreach materials, and all other work products prepared for our projects. All work is reviewed by the project manager and other senior PlaceWorks staff to ensure that it meets this rigorous set of criteria. A technical editor reviews all work to ensure accurate spelling and grammar, consistent tone, and proper sourcing. Our Word processing staff and graphic designers also review work products for consistent formatting and readability. 71 Technical Proposal
48 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Figure 1 Project Schedule
Tasks April
2023 May June July Aug Sept Oct Nov Dec Jan
2024 Feb Mar April May June July Aug Sep Oct Nov Dec Jan 2025 Feb Mar Task 1. Project Coordination and Communication

1.1. Collaborative Steering Committee * * * * * * * *

1.2. Technical Advisory Committees and 1x1 Support * * * * * *

1.4. Ongoing Project Management * * * * * * * * * * * * * * * * * * * * * * * * Task 2. Community Engagement and Equity Approach

2.1. Public Engagement Plan

2.2. Equity Approach

2.3. Community Based Organizations Partnerships

2.4. Community Workshops * * * *

2.5. Hard-to-Reach/Community Group Meetings * * * * * * * * *

2.6. Stakeholder Meetings * * * * * * * *

2.7. Develop Project Website

2.8. Mapped Survey Tool

2.9. Story Map * *

2.10. Community Input Report
Task 3. Vulnerability Assessment and Hazard Maps

3.1. GIS Database for Hazards *

3.2. GIS Database for Asset Layers *

3.3. Identify Sensitive Populations *

3.4. Prepare Asset Lists *

3.5. Identify Flood and Fire Hazard Data *

3.6. Evacuation Constraints Analysis *

3.7. Vulnerability Assessment *

3.8. Summarize Results of Vulnerability Assessment *

3.9. Online Map Viewer

3.10. Hazard Maps for Inclusion in Safety Element
Task 4. Background Information on Hazards

4.1. Update Hazard Background Information
Task 5. Goals, Objectives, and Policies

5.1. Regional Best Practices Summary

5.2. Review of Existing Plans, Requirements, and Gaps

5.3. Draft Goals, Policies, and Objectives *

5.4. Revise Goals, Policies, and Objectives
Task 6. Implementation Measures

6.1. Develop Draft Implementation Measures *

6.2. Revise Implementation Measures

6.3. Implementation Recommendations
Task 7. Safety Elements Drafted for Jurisdiction

7.1. Administrative Draft Safety Elements for Jurisdictions

7.2. Public Review Draft Safety Elements
Task 8. CEQA Analysis

8.1. CEQA Project Management and Initiation *

8.2. Environmental Checklist Memo

8.3. CEQA Document

8.4. Native American Tribal Consultation
Task 9. Board of Forestry Review

9.1. CAL FIRE/Board of Forestry Safety Element Review * Task 10. Public Agency Boards - Review and Approval

10.1. Prepare Planning Commission and City Council/Board of Supervisor Materials

10.2. Attend Planning Commission and City Council/Board of Supervisor Meetings * * *

10.2. Attend Additional Public Hearings or Meetings * * * PlaceWorks Preparation of Project Task
Staff Review of Work Products
Meetings - Conference Calls or In-Person *
72 Proposal for Services • PLACEWORKS 71

PRICE PROPOSAL
As shown in Table 3, the estimated cost to complete the scope of work described in this proposal is $1,224,016 for the baseline scope of work plus add-on tasks, expenses, and a contingency budget.

Table 4 shows the fee proposal broken down by agency. Tables 3 and 4 are included as separate files.

PlaceWorks bills its work on a time-and-materials basis with monthly invoices.

Assumptions
In addition to the assumptions for the scope of work, this cost estimate assumes that:
 PlaceWorks bills its work on a time-and-materials basis with monthly invoices.  Our cost estimate includes the meetings as scoped. Additional meetings will be billed on a time-andmaterials basis at the direction of the CPC Project Manager. At least one member of the project management team will attend project meetings, public workshops, and other public meetings identified in the scope.
 All products will be submitted to the City in electronic format, which includes Microsoft Word, Microsoft Excel, and Adobe Acrobat.
 Participating Jurisdiction staff will be responsible for TAC, planning commission, City Council/Board of Supervisors, and advisory body meeting logistics, including coordination, document production, applicable public noticing, mailing costs, room reservations, room set-up and take-down, refreshments, and final preparation and posting of staff reports.
73 Price Proposal
72 SAN MATEO COUNTY • Multi-Jurisdictional Safety Element Update Table 3 – PlaceWorks Fee Proposal - Detailed by Task
Seale Krispi Rohr Jansen McCracken Mazur Guy/Giffin Barker/Kha Lau DiPierro Robbins/ Miller
Atlas Planning
Solutions
Nexus
Planning CRC
Principal-inChargeProject
Manager
Asst. Project
Manager
Principal
Advisor CEQA Lead GIS Principal
GIS
Associate Associate Website & Outreach
GIS
Analyst
Project
Planner
$250 $210 $175 $260 $245 $225 $155 $155 $165 $125 $140 $135 $135 $125 TASK 1. TASK 1. PROJECT COORDINATION AND COMMUNICATION (9 agencies) 1 Collaborative Steering Committee 27 36 45 4 36 148 $565 $28,830 $3,150 $0 $0 $315 $3,465 $32,295 2 Participating Agency Support: Technical Advisory Committees and 1x1 Support 18 56 56 24 12 6 172 $636 $32,426 $9,440 $0 $0 $944 $10,384 $42,810 3 Ongoing project management 44 56 48 148 $623 $31,783 $0 $0 $0 $0 $0 $31,783 Task 1. Subtotal 89 148 149 4 0 0 0 0 0 0 60 0 12 6 468 $1,824 $93,039 $12,590 $0 $0 $1,259 $13,849 $106,888 TASK 2. COMMUNITY ENGAGEMENT AND EQUITY APPROACH (8 agencies) 1 Public Engagement Plan (PEP) 8 8 8 8 16 2 50 $193 $9,863 $700 $0 $2,275 $298 $3,273 $13,136 2 Equity Approach 6 8 8 4 4 10 40 $154 $7,834 $350 $0 $2,020 $237 $2,607 $10,441 3 Community Based Organizations (CBOs) Partnerships 8 4 4 16 $71 $3,611 $0 $0 $21,275 $2,128 $23,403 $27,014 4 Community Workshops (4) 20 20 32 36 40 4 4 156 $540 $27,560 $700 $0 $3,650 $435 $4,785 $32,345 5 Hard-to-Reach / Community Group Meetings 2 4 4 12 6 2 2 32 $101 $5,151 $0 $0 $14,250 $1,425 $15,675 $20,826 6 Stakeholder Meetings 6 18 24 18 18 84 $296 $15,086 $2,100 $0 $0 $210 $2,310 $17,396 7 Develop Project Website 8 8 24 40 32 40 8 160 $509 $25,949 $1,180 $0 $0 $118 $1,298 $27,247 8 Mapped Survey Tool 4 4 8 2 4 16 50 12 100 $294 $15,014 $2,360 $0 $0 $236 $2,596 $17,610 9 Story Map 4 4 8 4 8 50 16 6 100 $294 $14,974 $1,180 $0 $0 $118 $1,298 $16,272 10 Community Input Report 6 8 16 40 2 4 4 80 $258 $13,148 $1,660 $0 $3,550 $521 $5,731 $18,879 Task 2. Subtotal 72 86 136 12 0 6 12 70 44 100 196 60 14 10 818 $2,710 $138,190 $10,230 $0 $47,020 $5,726 $62,976 $201,166 TASK 3. VULNERABILITY ASSESSMENT AND HAZARD MAPS (9 agencies) 1 GIS Database for Hazards 1 2 2 1 1 27 34 $96 $4,871 $700 $0 $840 $154 $1,694 $6,565 2 GIS Database for Asset Layers 1 2 9 1 1 27 41 $120 $6,120 $700 $0 $840 $154 $1,694 $7,814 3 Identify Sensitive Populations 2 9 18 4 1 16 18 16 4 88 $285 $14,530 $700 $0 $840 $154 $1,694 $16,224 4 Prepare Asset Lists 2 9 9 1 32 18 40 111 $339 $17,269 $700 $0 $840 $154 $1,694 $18,963 5 Identify Flood and Fire Hazard Data 2 9 9 2 2 32 56 $175 $8,900 $1,400 $0 $0 $140 $1,540 $10,440 6 Evacuation Constraints Analysis 8 8 16 2 16 96 146 $428 $21,838 $2,800 $0 $420 $322 $3,542 $25,380 7 Vulnerability Assessment 8 18 54 70 70 220 $718 $36,598 $2,800 $4,680 $1,180 $866 $9,526 $46,124 8 Summarize Results of Vulnerability Assessment 10 18 54 40 40 24 24 210 $675 $34,445 $2,800 $3,120 $1,180 $710 $7,810 $42,255 9 Online Map Viewer 2 8 16 2 9 60 97 $287 $14,612 $3,060 $0 $840 $390 $4,290 $18,902 10 Hazard Maps for Inclusion in Safety Element 2 9 18 2 9 72 112 $328 $16,713 $0 $0 $0 $0 $0 $16,713 Task 3. Subtotal 38 92 205 4 0 10 40 158 0 350 166 4 24 24 1115 $3,451 $175,896 $15,660 $7,800 $6,980 $3,044 $33,484 $209,380 TASK 4. BACKGROUND INFORMATION ON HAZARDS (8 agencies)
1 Update Hazard Background Information 8 24 32 60 68 30 24 246 $770 $39,280 $8,560 $1,560 $0 $1,012 $11,132 $50,412 Task 4. Subtotal 8 24 32 0 0 0 0 60 0 0 68 0 30 24 246 $770 $39,280 $8,560 $1,560 $0 $1,012 $11,132 $50,412 TASK 5. GOALS, OBJECTIVES, AND POLICIES (7 agencies)
1 Regional Best Practices Summary 4 6 12 12 12 2 48 $163 $8,333 $1,530 $0 $0 $153 $1,683 $10,016 2 Review of Existing Plans, Requirements, and Gaps 7 12 14 40 48 8 8 137 $434 $22,154 $5,940 $2,340 $0 $828 $9,108 $31,262 3 Draft Goals, Policies, and Objectives 14 16 16 40 48 32 16 182 $578 $29,478 $11,800 $4,680 $4,650 $2,113 $23,243 $52,721 4 Revise Goals, Policies, and Objectives 7 12 12 20 24 16 8 99 $320 $16,310 $5,200 $3,120 $0 $832 $9,152 $25,462 Task 5. Subtotal 32 46 54 0 0 0 0 112 0 0 132 0 58 32 466 $1,495 $76,275 $24,470 $10,140 $4,650 $3,926 $43,186 $119,461 TASK 6. IMPLEMENTATION MEASURES (7 agencies)
1 Develop Draft Implementation Measures 8 14 24 4 24 24 14 8 120 $403 $20,553 $9,440 $3,120 $4,650 $1,721 $18,931 $39,484 2 Revise Implementation Measures 4 4 24 16 16 4 68 $225 $11,485 $4,720 $1,560 $0 $628 $6,908 $18,393 3 Implementation Recommendations 8 14 24 16 16 4 82 $287 $14,647 $4,720 $1,560 $0 $628 $6,908 $21,555 Task 6. Subtotal 20 32 72 4 0 0 0 56 0 0 56 0 14 16 270 $915 $46,685 $18,880 $6,240 $4,650 $2,977 $32,747 $79,432 TASK 7. SAFETY ELEMENTS DRAFTED FOR JURISDICTION (7 agencies) 1 Administrative Draft Safety Elements for Jurisdictions 14 32 32 32 60 60 60 290 $896 $45,676 $9,960 $3,120 $4,225 $1,731 $19,036 $64,712 2 Public Review Draft Safety Elements 8 24 24 24 32 28 32 172 $544 $27,764 $7,820 $1,170 $0 $899 $9,889 $37,653 Task 7. Subtotal 22 56 56 0 0 0 0 56 0 0 92 0 88 92 462 $1,440 $73,440 $17,780 $4,290 $4,225 $2,630 $28,925 $102,365 TASK 8. CEQA ANALYSIS (7 agencies)
1 CEQA Project Management and Initiation 36 24 60 $251 $12,791 $0 $0 $0 $0 $0 $12,791 2 Environmental Checklist Memo 2 2 24 36 48 12 12 136 $441 $22,511 $0 $0 $0 $0 $0 $22,511 3 CEQA Document (NOE or Addendum) 2 2 4 12 24 36 12 12 104 $329 $16,769 $0 $0 $0 $0 $0 $16,769 4 Native American Tribal Consultation (SB 18) 4 24 36 48 112 $378 $19,258 $0 $0 $0 $0 $0 $19,258 Task 8. Subtotal 2 4 10 0 96 0 0 120 0 0 132 0 24 24 412 $1,399 $71,329 $0 $0 $0 $0 $0 $71,329 TASK 9. BOARD OF FORESTRY REVIEW (3 agencies)
1 CAL FIRE/Board of Forestry Safety Element Review 6 6 12 $46 $2,356 $7,080 $0 $0 $708 $7,788 $10,144 Task 9. Subtotal 0 6 6 0 0 0 0 0 0 0 0 0 0 0 12 $46 $2,356 $7,080 $0 $0 $708 $7,788 $10,144 TASK 10. PUBLIC AGENCY BOARDS – REVIEW AND APPROVAL (7 agencies) 1 Prepare Planning Commission and City Council/Board of Supervisor Materials 14 58 30 40 40 8 21 211 $733 $37,378 $7,600 $0 $0 $760 $8,360 $45,738 2 Attend Planning Commission and City Council/Board of Supervisor Meetings (21) 120 120 $504 $25,704 $8,400 $0 $0 $840 $9,240 $34,944 Task 10. Subtotal 14 178 30 0 0 0 0 40 0 0 40 8 21 0 331 $1,237 $63,082 $16,000 $0 $0 $1,600 $17,600 $80,682 Labor Hours Total 297 672 750 24 96 16 52 672 44 450 942 72 285 228 4600 956 170 529 Labor Dollars Total $74,250 $141,120 $131,250 $6,240 $23,520 $3,600 $8,060 $104,160 $7,260 $56,250 $131,880 $9,720 $38,475 $28,500 $15,287 $779,572 $131,250 $30,030 $67,525 $22,882 $251,687 $1,031,259

EXPENSES
PlaceWorks Reimbursable Expenses $8,487
Subconsultants' Reimbursable Expenses $2,500
Expenses Total $10,987
Subtotal: Baseline Tasks + Expenses $1,042,246

CONTINGENCY
Varies by agency $100,135
ADD ON TASKS - Vary by Agency

8.5 CEQA Contingency Add-on: Initial Study/Negative Declaration/AB 52 (per agency) 2 4 8 22 36 4 4 80 $251 $12,821 0 0 0 $0 $0 $64,105

10.3 Optional Add On: Attend Additional Public Meetings/Cost per meeting 8 8 $34 $1,714 $0 $0 $8,570

1.2 Additional TAC Meeting Support & Attendance (County only) 0 $0 $0 0 0 $0 $0 $8,960 Add-On Task Total $81,635

ALL TASKS
PlaceWorks Grand Total $1,224,016
PlaceWorks
Total
10% Subconsultant
Markup
Subconsultant
Safety Total
Element
Planning
SLR/VA Community
Outreach

PLACEWORKS SUBCONSULTANTS
Total
Labor
Budget
Hourly Rate:

GRAPHICS TECH.

EDITOR
WP/
CLERICAL PlaceWorks
Hours
PlaceWorks
2% Office
Expenses
74 Price Proposal
Proposal for Services • PLACEWORKS 73
Table 4 – PlaceWorks Fee Proposal - By Agency

COUNTY ALL
San Mateo Atherton Belmont Brisbane Burlingame East Palo Alto Half Moon Bay Pacifica San Bruno Total Task 1. Project Coordination and Communication $ 14,095 $ 10,525 $ 14,095 $ 6,223 $ 14,095 $ 14,095 $ 14,095 $ 5,570 $ 14,095 $ 106,888 Task 2. Community Engagement and Equity Approach $ 102,394 $ - $ 19,754 $ 19,754 $ 19,754 $ 19,754 $ 19,754 $ 201,166 Task 3. Develop Vulnerability Assessment and Hazard Maps $ 67,839 $ 15,180 $ 15,180 $ 18,530 $ 18,530 $ 18,530 $ 18,530 $ 18,530 $ 18,530 $ 209,380 Task 4. Background Information on Hazards $ 10,082 $ 5,761 $ 5,761 $ 5,761 $ 5,761 $ 5,761 $ 5,761 $ 5,761 $ 50,412 Task 5. Goals, Objectives, and Policies $ 29,865 $ 14,933 $ 14,933 $ 14,933 $ 14,933 $ 14,933 $ 14,933 $ 119,461 Task 6. Implementation Measures $ 19,858 $ 9,929 $ 9,929 $ 9,929 $ 9,929 $ 9,929 $ 9,929 $ 79,432 Task 7. Safety Elements Drafted for Jurisdictions $ 25,591 $ 12,796 $ 12,796 $ 12,796 $ 12,796 $ 12,796 $ 12,796 $ 102,365 Task 8. CEQA Analysis (Exemption or Addendum) $ 10,190 $ 10,190 $ 10,190 $ 10,190 $ 10,190 $ 10,190 $ 10,190 $ 71,329 Task 9. Board of Forestry Review $ 3,381 $ 3,381 $ 3,381 $ 10,144 Task 10. Public Agency Board – Review & Approval $ 11,526 $ 11,526 $ 11,526 $ 11,526 $ 11,526 $ 11,526 $ 11,526 $ 80,682 PW Reimbursable Expenses (Website Hosting, GIS fee, limited travel) $ 3,296 $ 961 $ 961 $ 961 $ 961 $ 961 $ 961 $ 961 $ 961 $ 10,987 PlaceWorks Total $ 298,118 $ 91,801 $ 118,507 $ 31,476 $ 118,475 $ 118,475 $ 121,857 $ 25,061 $ 118,475 $ 1,042,246 Add-On Tasks San Mateo Atherton Belmont Brisbane Burlingame East Palo Alto Half Moon Bay Pacifica San Bruno Total Additional TAC Meeting Support & Attendance $ 8,960 $ 8,960 Additional Public Agency Meetings $ 5,142 $ 1,714 $ 1,714 $ 8,570 Contingency - CEQA (Initial Study/Negative Declaration/AB 52 consultation) $ 12,821 $ 12,821 $ 12,821 $ 12,821 $ - $ 12,821 $ 64,105 Contingency - General (5% or 10%) $ 31,222 $ 4,590 $ 11,851 $ 3,148 $ 11,848 $ 12,019 $ 12,186 $ 1,253 $ 12,019 $ 100,135 PlaceWorks Total $ 356,263 $ 96,391 $ 143,178 $ 34,623 $ 130,323 $ 145,029 $ 146,863 $ 26,314 $ 145,029 $ 1,224,016 Baseline Scope of Work
CITIES
75 2635 Benvenue Ave
Berkeley, CA 94704
510.761.6001
[email protected] | planningcollaborative.com February 11, 2023
Katie Faulkner, Planner III
County of San Mateo
455 County Center
Redwood City, CA 94063
Subject: Project Management -- San Mateo County Safety Element Collaborative Multi-Jurisdictional Safety Element
We are pleased to provide this proposal for continued project management services for the MultiJurisdictional Safety Element Collaborative.

For the past year, Community Planning Collaborative (formerly Baird + Driskell Community Planning) has been serving as the convenor, facilitator and project manager of a collaborative of nine agencies working together on efforts related to their Safety Elements. Specifically, Community Planning Collaborative (CPC) has acted the project manager for the Safety Element Collaborative project through the Collaborative’s initial formation and the RFP process, ensuring that the voice of each participating agency was heard, and their needs addressed. To date, Community Planning Collaborative acted project manager through their role as lead consultant for the 21 Elements Project. 21 Elements was originally created to assist San Mateo County jurisdictions (20 cities and the county) with required Housing Element updates and has now expanded to assist with other General Plan element updates.

With the selection of PlaceWorks, Inc. to serve as the professional Safety Element consultant, there is still the need to provide oversight and orchestration of this multi-agency effort over the next two years. To support staff from the nine agencies, CPC will convene and facilitate the Steering Committee meetings, meet with PlaceWorks to provide preliminary review and direction of process and product components; review public outreach and engagement materials and other deliverables; monitor and provide updates on budget and deliverable requirements to each agency; coordinate with PlaceWorks for efficient and effective work with all agencies; and prepare documents for staff for their communications to Planning Commissions and elected bodies.

As a Principal, Josh Abrams is authorized to bind CPC to the contents of this submittal and to negotiate contracts on behalf of CPC. We propose to have Cathy Capriola continue to serve as the Project Manager of the Safety Element Collaborative. Please contact me if you have any questions.

Sincerely,
Josh Abrams
Principal
76 [email protected]

SCOPE OF WORK
In consideration of the payments set forth in Exhibit B, Contractor shall provide the following services:

Multi-Jurisdictional Safety Element
Overall, serve as PROJECT MANAGER for the Multi-Jurisdictional Safety Element project with nine public agencies in San Mateo County.
 Full Scope Participating Agencies: San Mateo County and six San Mateo County cities (Atherton, Belmont, Burlingame, East Palo Alto, Half Moon Bay, and San Bruno)  Partial Scope Participating Agencies: Cities of Brisbane and Pacifica; and

1. Steering Committee – Coordinate, facilitate and communicate with the agencies individually and together as a Collaborative Steering Committee throughout the project. Lead the Steering Committee and serve as the Committee’s primary point of contact. Ensure meetings of the Collaborative Steering Committee provide opportunities to share information, provide feedback at key points in the process, discuss options and opportunities for community engagement, and review approaches to addressing key hazards of concern. Review meeting materials prepared by PlaceWorks Team before distribution to the Committee members. After each meeting, prepare and distribute a high-level summary of key points, action items, decisions, and next steps.

2. Project Management – Monitor and oversee the overall project per the executed contract with PlaceWorks. Ensure timeline and project deliverables are met in a timely manner and at the quality expectation of the project.

3. Reporting & Agency Communication – Conduct quarterly check-in meetings with each participating agency and ensure concerns, ideas or issues are reviewed and resolved with the PlaceWorks Team.

Prepare quarterly project progress reports regarding status of the project, overall progress on budget, and update on individual agency costs to date.

4. Invoice Review & Budget Monitoring – Review submitted invoices by PlaceWorks; monitor and track invoices and submitted charges against the overall approved budget for the project as a whole and for each individual agency. Communicate with County as fiscal agent on monthly invoices and provide updates to the Steering Committee as a whole and individual agencies as needed.

5. Coordination with Lead Safety Element Consultant (PlaceWorks) – Coordinate on a regular basis with PlaceWorks on project process, deliverables, and community outreach. Provide guidance and conduct necessary outreach to individual agencies or the Steering Committee as a whole.

6. Work Product Review – Review all public engagement tools and products in a comprehensive manner.

Review technical work products (such as vulnerability analysis and individual safety elements) at a higher level focused on clarity and broad objectives with the detailed review to be completed by the individual agencies based on their specific knowledge and expertise).

7. Adoption Staff Reports – Prepare staff reports and enacting resolutions at the completion of the project for adoption of the completed Safety Elements by each jurisdiction. 77 [email protected]

8. Participate in Key Community Outreach Activities – Participate in occasional community outreach activities, such as the community workshops, to monitor outcomes and to understand the key community issues within the Safety Element processes.

9. Respond to Requests from Participating Agencies -- Provide easy and direct access for Jurisdictions to ask questions, distribute information, query other jurisdictions, obtain updated information on State laws and particular items of importance, etc.
78 [email protected]

FEE PROPOSAL
Contractor shall submit monthly invoices for services rendered during the prior month to [email protected], identifying the Agreement Number, specific work completed, the contract donot-exceed amount, and the amount remaining unspent under this Agreement. The invoice shall be based on the following fee schedule and terms as set forth in the table below which identify the overall budget, distribution of total hours by task, and the amount to be billed to the County by fiscal year. Modifications to the estimated annual billing amounts may be made separately, without amendment to this Agreement, through consultation between the Director of Community Development or designee, and Contractor followed by written authorization from the Director of Community Development or designee. County shall pay Contractor within thirty (30) business days of receipt of a satisfactory invoice.

In no event shall total payment for services under this Agreement exceed ninety two thousand four hundred dollars ($92,400) without a written amendment signed by both parties.

The hourly rate for this project is $200 per hour.

Estimated Annual Billing Amounts: The project spans three fiscal years and is roughly expected to be executed within these parameters:

FY 22/23 – 20% equal to $18,480
FY 23/24 – 60% equal to $55,440
FY 24/25 – 20% equal to $18,480
Hours Costs
Steering Committee Coordination 54 $10,800
Coordination Meetings with Fiscal Agent 36 $7,200
Coordination Meetings with Safety Element Consultant
Team
78 $15,600
Quarterly 1x1 Outreach to Participating Agencies &
Quarterly Reports on Progress, Timeline and Budget
Updates by Project and via Individual Agencies
136 $27,200
Monthly Invoice Review 48 $9,600
Review of Work Products & Community Engagement 60 $12,000 Preparation of Final Staff Report and Resolutions 10 $2,000 Sub-Total 422 $84,400
Contingency 40 $8,000
TOTAL 462 $92,400
79 [email protected]

COST SHARING
Below is a chart outlining the cost sharing based on scope of each agency (full scope with full public engagement; full scope with limited engagement; and partial scope with no public engagement and technical aspects only.)

AGENCY ESTIMATED COSTS
San Mateo County $11,935
Atherton $8,778
Belmont $11,935
Brisbane $6,006
Burlingame $11,935
East Palo Alto $11,935
Half Moon Bay $11,935
Pacifica $6,006
San Bruno $11,935
TOTAL $92,400
80

Creation of New Classification Assistant Deputy Director of Community Development and Planning - Staff Report

STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Laura Kirby, Management Analyst, [email protected] Agenda Title: Creation of Deputy Director of Community Development and Planning Job Classification and Revision of Master Pay Schedule
Agenda Action: Resolution
Recommendation
Adopt a resolution approving the creation of a Deputy Director of Community Development and Planning; and revising the City’s Master Employee Pay Schedule to include Deputy Director of Community Development and Planning in accordance with California Public Employees Retirement System (CalPERS) regulations
Strategic Focus Area
Fiscal and Organizational Sustainability
Background
The City Manager’s recent organizational assessment and reorganization plan included reclassifying a vacant Principal Planner position to a Deputy Director of Community Development and Planning. The Deputy Director will focus on long range planning, HIA Annexation planning, housing and support the increase in advanced land use planning and review of large complex development applications.

In addition, establishing this Deputy Director position will facilitate succession planning and contribute to the long-term sustainability of the department and organization.

With this item, staff is requesting approval for the position description and a revision to the Master Employee Pay Schedule to incorporate the new position and its corresponding pay rate.

Analysis
As proposed, the Deputy Director of Community Development and Planning classification will provide visionary leadership in planning, policy formulation, and implementation of the General Plan. The incumbent will obtain valuable public input, producing high-quality work aligned with the City's goals and community values. Additionally, the position drives innovative strategies, initiatives, and process enhancements to enhance the well-being of residents and visitors.

The Deputy Director of Community Development and Planning role has been officially classified by the Human Resources Department as an exempt position. A monthly salary range for the position has been established, considering market median and internal equity. 81

Creation of New Classification Assistant Deputy Director of Community Development and Planning - Staff Report Proposed Deputy Director of Community Development and Planning Monthly Salary Range

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
As an unrepresented position outside of the department head group, the Deputy Director of Community Development and Planning will be entitled to the same benefits received by the unrepresented Community Engagement Specialist.

Staff recommends the approval of the proposed classification of Deputy Director of Community Development and Planning; and the approval of a revised Master Pay Schedule to include Deputy Director of Community Development and Planning, effective June 1, 2023.

Alternatives

1. Take No Action
Attachments
A. Resolution
B. Exhibit A - Proposed Deputy Director of Community Development and Planning Job Classification Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Funding has been incorporated into the fiscal year 2023-24 budget in the Community Development Department.

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
$ 13,804.00 $14,494.00 $ 15,219.00 $ 15,980.00 $ 16,778.00 $ 17,617.00 82

RESOLUTION NO. 2023 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT CREATING

NEW DEPUTY DIRECTOR OF COMMUNITY DEVELOPMENT AND PLANNING CLASSIFICATION; AND REVISING THE CITY’S MASTER PAY SCHEDULE WHEREAS, the Community Development Department plays a vital role in fostering sustainable growth, enhancing livability and ensuring equitable development within our community; and
WHEREAS, the increasing complexity and demands of community development and planning necessitate the creation of a new leadership position to effectively manage and coordinate departmental operations; and,
WHEREAS, the creation of a Deputy Director of Community Development and Planning classification will enhance the department’s ability to meet the City’s goals for community development and planning; and,
WHEREAS, the City’s master employee pay schedule was adopted in March 2018 via Resolution 2018-014; and
WHEREAS, the City’s master employee pay schedule was revised in February 2021, September 2022, and November 2023 via Council Resolution 2019-019, 2022-093, 2022-109 and 2023-006 respectively
NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

1. The classification description for Deputy Director of Community Development and Planning (Exhibit A); and

2. The Revised Master Employee Pay Schedule adding Deputy Director of Community Development and Planning monthly pay range:

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
are approved and adopted.
* * *
ADOPTED May 23, 2023 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:
$ 13,804.00 $14,494.00 $ 15,219.00 $ 15,980.00 $ 16,778.00 $ 17,617.00 83

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
84 Deputy Director of Community Development and Planning City of Belmont

Deputy Director of Community Development and Planning
DESCRIPTION:

The Deputy Director of Community Development and Planning is responsible for providing professional-level support to the Director in a variety of areas. Assists in short and long-term planning, development, and administration of the Department's policies, procedures, and services. Successful performance of the work requires a professional background, as well as skills in coordinating departmental work with other City departments and public agencies. Acts as department director as assigned.

The position is responsible for providing visionary leadership to guide planning efforts, formulating complex policy positions, developing innovative strategies to further implementation of the General Plan, securing meaningful and representative public input in the planning process, and preparing an excellent work product that reflects the goals and policy values of the City, and the affected communities.

The position will develop and implement new initiatives and process improvements that improve the quality of life for the City’s residents and visitors.

DISTINGUISHING CHARACTERISTICS:

This class is distinguished from the Director of Community Development and Planning in that the latter has overall responsibility for all community development programs, functions, and activities, and for developing, implementing, and interpreting public policy. The incumbent has a broad range of independence within policy parameters and works under minimal direction, following general guidelines or professional and administrative standards in accomplishing assignments.

SUPERVISION RECEIVED AND EXERCISED:

Receives administrative direction from the Director of Community Development and Planning.

This position exercises direct supervision over professional, technical and administrative staff.

EXAMPLES OF ESSENTIAL DUTIES:

Essential and other important responsibilities and duties may include, but are not limited to, the following:
• Recommend and assist in the implementation of department goals, objectives, policies, and priorities; develop strategies to build a sustainable organization and meet city strategic objectives. • Evaluate operations and activities of assigned responsibilities; recommend improvements and modifications; prepare various reports on operations and activities.
• Assist with the administration of the City's General Plan and Zoning Ordinance, Specific Plans, land use entitlements and development proposals including long-range and current planning proposals, grading and building plan checking and permit issuance, development proposals, land surveying, construction, business license and planning, business and industrial recruitment, business retention and expansion, retail recruitment, and foreign trade and civil and traffic engineering as it relates to private development activities; closely coordinate this work with input from other departments and divisions within the City.

Exhibit A
85 Deputy Director of Community Development and Planning City of Belmont

• Assist and participate in the development and administration of the department's annual budget; recommend and assist with the forecast of additional funds needed for staffing, equipment, materials, and supplies; the monitoring of and approving expenditures; and implement budgetary adjustments as necessary. • Manage discretionary reviews and interact with applicants as necessary to resolve project issues. • Manage the Department’s Planning consultants and all aspects of their consultant contracts. • Identify funding sources, applies for state and federal funds, and obtains construction financing for projects; prepares and submits various budgetary documents to funding agencies; manages affordable housing loan portfolio, and portfolio or income restricted units.
• Assist to select, train, motivate, and direct department personnel; evaluate and review work for acceptability and conformance with department and city standards, coaches, counsels, recommends progressive discipline; responds to staff questions and concerns.
• Assess and monitor workload, administrative and support systems and internal reporting relationships; identify opportunities for improvement; recommend and implement changes. • Assign projects and programmatic areas of responsibility; review and evaluate work methods and procedures; meet with key staff to identify and resolve problems.
• Prepares and presents a variety of reports to the City Council, Planning Commission, City Manager, and others, including staff reports, monthly and periodic reports, data compilation, and responses to inquiries. • Oversee the preparation and administration of the City's comprehensive general plan within established policies and procedures.
• Direct preparation of zoning ordinances and zoning maps, and the revision of such ordinances and maps. • Interpret departmental policies and governing codes and regulations to departmental employees. • Represent the Department before a variety of governing bodies including city committees, commissions, City Council, etc. • Function as a member of the City's management team and participates actively in addressing issues of concern to the City, which at times may not have a direct impact on area of specialization. • Perform related duties as assigned.

EXPERIENCE & TRAINING / LICENSE AND/OR CERTIFICATE:

Any combination of experience and training that would provide the required knowledge and abilities is qualifying. A typical way to obtain the required knowledge and abilities would be:

Experience:

Five (5) years of progressively responsible supervisory and management experience; and Five (5) years of full-time professional employment reflecting work in integrating multi-discipline long-range planning policies, community and economic development, including, environmental regulations, climate resiliency, conservation, infrastructure, public outreach, or civic engagement; or
86 Deputy Director of Community Development and Planning City of Belmont

Any combination of education and experience that demonstrate these qualifications may be qualifying.

Training:

A Bachelor's degree from an accredited college or university with major coursework in urban planning, public administration, environmental studies, or a closely related field.

Highly desirable candidates will have:

A master's degree from an accredited college or university in planning, law, political science, public administration, or a related field.

Participation in professional organizations, training and coaching experience, and continued learning are also highly valued.

LICENSE OR CERTIFICATE:

Possession of, or ability to obtain, a valid California driver license. Must also be able to meet driving record standards set by the city's driving policy.

MINIMUM QUALIFICATIONS:

Knowledge of:
• Extensive knowledge of administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff, either directly or through subordinate levels of supervision. • Interpret, apply and explain applicable Federal, State, and local laws, codes and regulations. • Public agency budgetary, contract administration, citywide administrative practices, and general principles or risk management related to the functions of the assigned areas. • City of Belmont General Plan and Zoning Ordinance and applicable state laws regulating the same. • Principles and practices of economic and community development including planning, building and housing. • Transit oriented development.
• Land use entitlement processes and procedures including specific plans, development agreements, Subdivision Map Act, Cortese Knox, Surface Mining and Reclamation Act.
• Regional planning and transportation projects affecting the City. • Extensive knowledge of, planning and development, design and construction, and principles of building code compliance. • Aesthetic and physical design concepts, demographic, environmental, economic, and social concepts as applied to municipal planning, community development, and housing.
• Contract negotiation and administration.
• Techniques for reviewing designs, plans, specifications, estimates, reports, and recommendations related to private and development public works projects.
87 Deputy Director of Community Development and Planning City of Belmont

• Land development, particularly as it relates to Federal, State and local laws or regulations and to City procedures affecting engineering activities.
• Principles of research and effective report preparation. • Administration, budgeting, and personnel management.

Ability to:
• Assist with planning, directing and coordinating the work of the Department. • Help prepare and administer a department budget.
• Communicate clearly and concisely, both orally and in writing. • Research and prepare complex and planning reports.
• Represent the interests of the City with a variety of boards, committees, commissions, outside agencies, and the public. • Read and interpret maps, sketches, plans, drawings, specifications, and technical manuals. • Select, train, supervise and evaluate employees.
• Make sound and effective decisions regarding operational and personnel functions. • Respond to emergency and problem situations in an effective manner. • Communicate and present complex and technical information in a simple, clear and straightforward manner, including the use of graphs and tables as needed.
• Communicate effectively to different audiences, including members of the public, elected officials, and various levels of City management.
• Comprehend technical details and understand how they relate to and impact the “big picture”. • Work both independently and as part of a team in a fast-paced, high-pressure environment with tight time constraints.
• Interest in municipal activities and services and how they impact the community. • Highly ethical and objective, with the ability to navigate in a political environment without being political. • Strong management skills and experience managing varying program disciplines. • Analyze unusual situations and resolve them through application of management and professional principles and practices. • Develop comprehensive plans to meet future City needs/services. 88 Deputy Director of Community Development and Planning City of Belmont

• Deal constructively with conflict and develop effective resolutions. • Develop new policies impacting departmental operations/procedures. • Attend meetings and/or events on evenings and/or weekends.

PHYSICAL AND MENTAL REQUIREMENTS:

Essential duties require the following physical skills and work environment:

Physical Skills:

Ability to use standard office equipment, including a computer; sit, stand, walk and maintain sustained posture in a seated position for prolonged periods of time: vision to read printed materials and a computer screen; hearing and speech to communicate in person and over the telephone; lift and carry boxes, files and materials.

Work Environment:

Mobility to work in a typical office setting with some exposure to field and outdoors.

Ability to:

Travel to different sites and locations; drive safely to different sites and locations; work protracted and irregular hours; attend evening and off-site meetings.

Adopted by City Council
Revised by City Council
Bargaining Unit Unrepresented
FLSA Exempt
DOT No
Pre-Appointment Medical No
Safety Sensitive No
Form 700 Yes
89

APWA Accreditation

STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Janice Svendsen, Public Works, (650) 595-7467, [email protected] Agenda Title: American Public Works Accreditation (APWA) Update Agenda Action: For Information Only
Recommendation
Informational only.

Strategic Focus Area
Fiscal and Organizational Sustainability
Background
The City of Belmont Public Works Department has a goal of being designated as an accredited APWA (American Public Works Association) Public Works department in 2023/24. This accreditation demonstrates the department’s commitment to continuous improvement in serving our community.

The APWA Accreditation program recognizes public works agencies that go beyond the requirements of the management practices established nationally in the public works industry, as contained in the APWA Public Works Management Practices Manual. The accreditation process is rigorous and involves a selfassessment of the agency's policies, procedures, and practices. Any governmental agency with responsibilities for public works functions is eligible for accreditation, and the accreditation is awarded to the agency, department, or division within the organization providing the public works service.

The purpose of the accreditation program is to provide a means of formally verifying and recognizing public works agencies for compliance with the recommended practices set forth in the Public Works Management Practices Manual.

Objectives:
 Establish process for any government
agency with responsibility for
management of public works
infrastructure and services.
 Generate commitment to continuous
improvement in public operations and
services.

Benefits:
 Potential for lowering insurance
premiums and reduction of liability
claims.
 Possibility of increased funding
approvals for projects from governing
body.
90

APWA Accreditation
 Recognize policies, procedures and
practices for meeting national standards.
 Instill pride among agency staff, elected
officials and the local community.
 Promotion of better understanding of
the public works departments and
community.
 Likelihood of improved efficiencies.
 Formation of a succession plan.

Analysis
Accreditation is the mark of professionalism that indicates that a public works agency has made the commitment to continuous improvement in the delivery of public works operations and services in the community it serves. Accreditation recognizes that an Agency’s policies, procedures, and practices have been evaluated against nationally recognized, recommended practices.

Additionally, accreditation provides our organization the following benefits:
 International recognition for the commitment to processes that promote good government  Recognition for the commitment to policies, procedures and processes that promote effective delivery of projects and services
 A process for conducting a needs assessment to ensure that all critical services have been addressed  A process for setting goals for improvement of all practices, facilities, and services  Increased productivity and effectiveness through critical evaluation of programs and services  Tools for establishing performance measurement systems and internal performance standards for operations, management and administrative functions
 A visible form of recognition that can be used to gain community support for improvement of public works facilities and services
 An opportunity for professional development of the Agency’s staff  A process for staying abreast of the latest developments in public works operation and maintenance The Department initiated this effort in 2018 to demonstrate best in class practices and capture institutional knowledge in preparation for a workforce in transition.

The culmination of this multi-year effort will be a visit by the APWA accreditation reviewers from Kansas City, MO at the end of the 2023. Over the course of 3-4 days, the Public Works Department operations and engineering management staff be interviewed and questioned on training procedures and policies, management and supervision protocols, field operation scheduling and safety. The reviewers will let the department know which areas of the accreditation chapters we are meeting and may also recommend areas of improvement prior to official certification.

By 2024, it is anticipated the Belmont Department of Public Works will be awarded the designation of being a fully accredited APWA department. Belmont’s Public Works Department takes pride in its work and looks forward to the potential to being recognized for its efforts, performance, and the establishment of a culture of continuous improvement. The accreditation will be renewed every four years thereafter. 91

APWA Accreditation
Alternatives

1. Take no action
Attachments
None
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Fiscal impact to the city: APWA review team travel to Belmont for a four day stay. Approximate cost: $5000.00
Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
92 93
2 94
95 4
WHAT IS APWA ACCREDITATION?
The purpose of Accreditation is to
promote and recognize excellence
in the operation and management
of a public works agency utilizing a
five step process.
• PHASE ONE: Self-Assessment
• PHASE TWO: Application
• PHASE THREE: Improvements
• PHASE FOUR: Evaluation
• PHASE FIVE: Accreditation
May 23, 2023 96
May 23, 2023
5 97
May 23, 2023 FOOTER 6
98 FOOTER
7 May 23, 2023
99 Thank you
www.Belmont.gov
100

FY 2024 Budget Introduction - Staff Report

STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Grace Castaneda, Finance Director, [email protected]; Danny Nguyen, Budget Manager, [email protected]; Jennifer Rose, Finance Manager, [email protected]; Karen Clark, Management Analyst, [email protected]; Nawel Voelker, Management Analyst II, [email protected] Agenda Title: Introduction of the Proposed Fiscal Year 2023-24 Budget Agenda Action: Discussion & Direction
Recommendation
Discuss and provide direction regarding the proposed fiscal year (FY) 2023-24 budget. A public hearing has been set for June 13, 2023 to consider budget adoption.

Strategic Focus Area
Fiscal and Organizational Sustainability
Executive Summary
 The state of the economy is just one of many factors that play into our annual budget planning.

The proposed fiscal year (FY) 2023-24 budget reflects cautious and continued economic recovery from the COVID-19 pandemic, as well as the State’s takeaway of a major revenue source, while maintaining essential City functions such as public safety and public works services.  Although the City remains financially healthy today, long-term economic uncertainty makes local control over City revenue sources and diversifying those sources more important than ever to ensure long-term fiscal sustainability and allows Belmont to be self-reliant into the future.  The FY 2023-24 City of Belmont operating budget is $62.4 million, and the Belmont Fire Protection District operating budget is $12.8 million, for a total Citywide operating budget of $75.2 million (up 10.3% over the FY 2022-23 adopted budget). This increase reflects operations returning to pre-pandemic levels as well as strategic staffing changes to meet the community’s priority needs.
 The FY 2023-24 City of Belmont Capital Improvement Program (CIP) budget is $20.5 million and Belmont Fire Protection District CIP budget is $0.05 million, including significant funding toward community-identified priorities including streets, sewer, and storm drain infrastructure. The fiveyear CIP budget is $75.1 million.  The State is underfunding property tax in lieu of VLF (VLF) for a fourth straight year, and for the first time ever the State has rejected the reimbursement claim to backfill the VLF shortfall, making this major revenue source increasingly vulnerable. If the State continues to take away VLF revenues, the projected impact is a loss of $11 million over the next five years or $34 million over the next ten years.
 The General Fund operating budget for FY 2023-24, including transfers, is balanced at $30.3 101

FY 2023-24 Budget Introduction
million. The General Fund long-term forecast reflects use of General Fund reserves to replace revenue shortfalls predominately due to the State’s underfunding of property tax in lieu of VLF (VLF), resulting in an ongoing reduction in fund balance reserves. The General Fund balance is projected to fall below the 33% reserve target in FY 2029-30.  To ensure long-term fiscal sustainability and prevent cuts to essential City services, it is critical that the City identify new, locally controlled revenue sources. Recent community surveys have identified opportunities including priorities such as modernizing the business license tax structure, establishing a City Services Community Facilities District as a tool to ensure new development to pay its fair share for impacted services, and new funding for storm drain infrastructure.

Implementing a long-term financial sustainability plan will be the focus of the FY 2024-25 budget and beyond.
 In the FY 2023-24 budget, priority funding focuses on advancing Council and community priorities, sets funding aside for infrastructure needs, and maintains city’s cash reserves while controlling unstainable cost growths despite rising inflationary pressures. Highlights by City Strategic Focus Areas include the following.

FY 2023-24 Priority Funding by Strategic Focus Area
Infrastructure & Mobility
Goal: A transportation, facilities, and infrastructure system that maintains and improves our community to meet current and future demand.
• Continue funding for street improvements, update citywide Storm Drain Master Plan, and fund storm drain capital infrastructure projects
• To support delivery of capital projects from increased development activity, reallocate

1.0 FTE Assistant Civil Engineer to 1.0 FTE Senior Civil Engineer • Advance Belmont Community Center design
Public Safety
Goal: Forward-thinking public safety services aligned with community needs including civic engagement, partnerships, and public education.
• Enhanced funding for public safety communications equipment • Staffing changes to better reflect operational needs: reallocate 1.0 FTE Police Officer to 1.0 FTE Police Corporal and add 1.0 FTE Police Dispatcher Quality of Life
Goal: Maintain and enhance Belmont’s character and quality of life in our community. • Finalize Parks, Recreation, and Open Space (PROS) Master Plan and begin implementation
• Assess and repair open space trails damaged by recent winter storms • Staffing changes to better reflect operational needs: reallocate 1.0 FTE Office Assistant to 1.0 FTE Administrative Assistant and reallocate per diem funding to 0.75 FTE Recreation Specialist II
102

FY 2023-24 Budget Introduction
Fiscal & Organizational Sustainability
Goal: Long-term financial stability and investment in our employees to strengthen organizational development and effectiveness.

Organizational restructure to better reflect operational needs:
• Reallocate 1.0 FTE Human Resources Director and 1.0 FTE Information Technology Director to 1.0 FTE Administrative Services Director and 1.0 FTE Information Technology Manager
• Freeze funding on 1.0 FTE vacant Technology Specialist and reallocate 2.0 FTE Technology Specialists to 2.0 FTE Business System Analysts • Return Payroll function to the Finance Department
• Freeze funding on 1.0 FTE vacant Deputy Finance Director and add 1.0 FTE Budget Manager
• Reallocate 1.0 FTE Executive Assistant to the City Manager to 1.0 FTE Management Analyst
• Move 1.0 FTE Housing and Economic Development Manager from Finance to the City Manager’s Office
Economic Development & Housing
Goal: Local business, land use, and housing policies that support economic development, downtown revitalization, and diversity of housing choices. • Advance plans for Harbor Industrial Area, Stanford, and Island Park • To support major development projects and long-range planning, reallocate 1.0 FTE Senior Planner to 1.0 FTE Deputy Community Development Director Background
The proposed FY 2022-23 budget continues the City’s long-standing tradition of accountability to provide a thoughtful balance between short-term cost saving measures and long-term fiscal stability strategies.

The City Council held a strategic planning workshop on March 2, 2023, during which they received a presentation on Belmont’s financial operations, including a review of recent actions at the State level that were anticipated to have detrimental impacts on revenues. At that workshop, the City Council affirmed ongoing support for the previously adopted strategic objectives and priority initiatives aimed at ensuring ongoing fiscal sustainability and securing locally controlled funding for priority City services and investments in the community. The discussion and direction provided by the Council have been incorporated into the proposed FY 2023-24 budget, continuing our path forward towards a stronger and more resilient organization.

Belmont will also continue to focus on resident-identified City service priorities, including the following. • Maintaining storm drains, reducing flooding, debris, and pollution in City streets; • Fixing potholes and repairing streets and sidewalks;
• Maintaining 911 emergency response times;
• Keeping public areas healthy safe and clean; and
• Maintaining senior services including health, nutrition, and transportation programs. 103

FY 2023-24 Budget Introduction
The City will continue to engage the Belmont community around City service needs and priorities through “Your Voice, Your Belmont” during this next year.

Analysis
The proposed FY 2023-24 continues to provide funding for core services, advance Council priorities, and make a substantial investment in our capital and infrastructure needs while also highlighting key takeaways. It includes eight sections, including financial trends, a ten-year plan for the General Fund and five-year plans for most other funds, and budgetary information organized by City department. Budget highlights are included in the City Manager’s Letter of Transmittal at the beginning of the budget document, in the Budget Overview section’s consolidated summary of proposed FY 2023-24 appropriations, and in the Department Information and Fund Information sections, providing comprehensive financial information at department and fund levels, respectively.

The attached presentation covers the following.
• FY 2023-24 Budget Overview
• Strategic Focus Areas and Community Priorities
• Long-Term Fund Forecasts
• Five-Year Capital Improvement Plan
• Department Budget Highlights
• Next Steps
Capital Improvement Program Changes
The FY 2023-24 Budget reflects changes to the budget and accounting practices for the five-year Capital Improvement Program to enhance financial transparency and support project management. Moving forward, appropriations for capital projects will be carried into subsequent fiscal years for the project’s duration. With this change, capital improvement project appropriations authorized in the FY 2022-23 budget are shown as fully committed with any remaining budget balances carried forward into FY 2023-

24. These changes are also referenced in the Budgetary Controls and Financial Policies sections of the FY 2023-24 Budget.

Next Steps
Subsequent to receiving feedback and direction from the City Council on the proposed budget, a public hearing is scheduled for June 13, 2023 to adopt the FY 2023-24 budget. At that meeting, it is anticipated City Council will be asked to consider and adopt the following. • A resolution establishing the base revenue, appropriations (expenditures), Capital Improvement Program budget and five-year plan, and permanent staffing plan for the year • A resolution approving Article XIIIB appropriations (Gann Limit) • A resolution establishing the Special Tax for Community Facilities District No. 2000-1 (Library Project)
• A resolution amending the Master Revenue Schedule
• Companion actions, including resolutions to the Annual Report for Collection on the Tax Roll:
• Storm Drainage Fees (NPDES)
• Sewer Treatment Facility Charge (City’s Share of the Silicon Valley Clean Water Sewer 104

FY 2023-24 Budget Introduction
Treatment Plant Expansion)
• Sewer Services Fees
Audit Committee Recommendations and Review
As part of the City’s budget development process, the Audit Committee will review the proposed FY 2023-24 budget at a special meeting prior to the June 13, 2023 public hearing, at which point it is expected they will make a recommendation regarding adoption of the proposed budget.

Alternatives

1. Provide staff with alternative direction on budget assumptions or priorities

2. Take no action
Attachments
A. Presentation
B. Proposed Fiscal Year 2023-24 Budget (Click “FY 2023-24 Proposed Budget” button at the top of www.belmont.gov/budget)
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Proposed FY 2023-24 Budget Summary
Revenues & Expenditures & CIP
Funds Other Sources Other Uses Expenditures
City $88,897,064 $67,803,728 $20,546,232
Fire District $17,229,098 $12,784,473 $50,000
Total $106,126,162 $80,588,201 $ 20,596,232
Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda 105
FISCAL YEAR 2023-24

BUDGET INTRODUCTION
May 23, 2024
106
2 BUDGET OVERVIEW

LONG-TERM FORECASTS
5-YEAR CIP PLAN

DEPARTMENT BUDGETS

NEXT STEPS
107

BUDGET OVERVIEW
108 3
5/23/2023 FY 2023-24 Budget Introduction 4
FISCAL YEAR (FY) 2024

BUDGET PROCESS
Feb. 23, 2023: City Council Strategic Planning Workshop Feb. 28, 2023: FY 2022-23 Midyear Budget Review/Financial Update May 23, 2023: Proposed Budget Intro to City Council
June 1, 2023: Measure I Advisory Committee Meeting
Before June 13, 2023: Audit Committee Review
June 13, 2023: City Council Public Hearing & Adoption
109
5/23/2023 FY 2023-24 Budget Introduction 5
• Align with the City’s adopted Strategic Focus Areas
• Sustain long-term operational needs to meet
community-identified priorities
• Continue fiscal prudence while managing service
needs, with a balanced budget
• Remain focused on infrastructure funding
and capital improvement
CITY MANAGER’S

MESSAGE
110
5/23/2023 FY 2023-24 Budget Introduction 6
• Local control over local revenue sources
is essential to long-term fiscal sustainability and allow Belmont's self-reliance into the future
• Secure 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
• Maximize existing revenues and identify new
cost recovery strategies

STRATEGIC FOCUS AREAS

CITYWIDE PRIORITIES
111
5/23/2023 FY 2023-24 Budget Introduction 7
102
104
128
244
251
335
Public Works Staffing
Clean/Safe Public
Spaces
Parks & Open Space
Police Patrols/Crime
Prevention
911 Response Times
Street/Sidewalk
Repairs
*Priorities do not sum 877 since some respondents identified more than one item as a #1 priority #1 COMMUNITY PRIORITY
AS RANKED BY 877 RESIDENTS*
112
5/23/2023 FY 2023-24 Budget Introduction 8
FY 2023-24
BUDGET
(Proposed)
OPERATING BUDGET (CITY) $62.4
OPERATING BUDGET (FIRE) $12.8
TOTAL OPERATING BUDGET $75.2
CAPITAL IMPROVEMENTS (CITY) $20.5
CAPITAL IMPROVEMENTS (FIRE) $0.05
TOTAL BUDGET $95.8

BUDGET OVERVIEW
(IN MILLIONS)
144.25

TOTAL PERSONNEL
(+2.75 FTE)
113
5/23/2023 FY 2023-24 Budget Introduction 9
FY 2023-24
BUDGET
(Proposed)
RESOURCES $29.6
REQUIREMENTS $30.3
RESERVE FUND BALANCE $0.7

RESOURCES OVER/(UNDER)
REQUIREMENTS $0.0

GENERAL FUND SUMMARY
(IN MILLIONS)
$0.7M of General
Fund Reserve is
needed to
balance budget
114
5/23/2023 FY 2023-24 Budget Introduction 10

GENERAL FUND
FY 2023-24 RESOURCES
$1.2
$1.7
$2.8
$4.1
$4.3
$4.4
$12.1
Business License Tax (4%)
Franchises (6%)
Misc. (9%)
Transient Occupancy Tax (13%)
Local Sales Tax (14%)
Service Charges (14%)
Property Tax (40%)
(IN MILLIONS)
115
5/23/2023 FY 2023-24 Budget Introduction 11

GENERAL FUND
FY 2023-24 REQUIREMENTS
$4.6
$7.5
$7.7
$10.5
Transfer Out (15%)
Benefits (25%)
Operating (25%)
Salaries and Wages (35%)
(IN MILLIONS)
116

LONG-TERM

FORECASTS
12117
5/23/2023 FY 2023-24 Budget Introduction 13

STATE TAKEAWAY OF

PROPERTY TAXES
• The State underfunded property tax in lieu of
VLF (VLF) for a fourth straight year and for the first
time ever has rejected a reimbursement claim to
backfill the VLF shortfall
• If the State continues its stance, the General Fund
impact is a loss of $11 million over 5 years
or $34 million over 10 years; and the
General Fund reserve balance would fall below
the 33% reserve target in FY 2029-30
118
5/23/2023 FY 2023-24 Budget Introduction 15

GENERAL FUND PROJECTION
$(10.0)
$(6.0)
$(2.0)
$2.0
$6.0
$10.0
$14.0
$18.0
$22.0
$26.0
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
33% Target
Minimum
2031 2032
One-Time ARPA funding

WITHOUT VLF FUNDING
(IN MILLIONS)
Projection assumes the
State does NOT fulfill its
VLF funding obligations
119
5/23/2023 FY 2023-24 Budget Introduction 16

ESTIMATED REVENUE &

EXPENDITURES
(IN MILLIONS)
$23
$25
$27
$29
$31
$33
$35
$37
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 Revenues Expenditures
Local control over
local revenue sources
is essential to long-term
fiscal sustainability
120
5/23/2023 FY 2023-24 Budget Introduction 17

BELMONT FIRE PROTECTION

DISTRICT PROJECTION
(IN MILLIONS)
$-
$5.0
$10.0
$15.0
$20.0
$25.0
2022 2023 2024 2025 2026 2027
Capital Reserve
(New Fire Station)
121
5-YEAR

CAPITAL

IMPROVEMENT
PLAN
18122
5/23/2023 FY 2023-24 Budget Introduction 19

CAPITAL IMPROVEMENT

PLAN OVERVIEW
$75.1M
5-YEAR CIP PLAN
$20.6M
FY 2023-24 CIP
(PROPOSED)
123
5/23/2023 FY 2023-24 Budget Introduction 20

CAPITAL IMPROVEMENT

PLAN OVERVIEW
Technology (1%)
Parks & Open Space (3%)
Facilities (4%)
Streets (33%)
Sewer/Storm (58%)
(IN MILLIONS)
124

PROPOSED

BUDGET BY

DEPARTMENT
21125
5/23/2023 FY 2023-24 Budget Introduction 22

COMMUNITY DEVELOPMENT
FY 2023-24 BUDGET SUMMARY

STRATEGIC

FOCUS AREA
Economic Development & Housing
FUNDING SOURCES • Development Services
• General Plan Maintenance

PERSONNEL COUNT
(Proposed)

11.0 TOTAL OPERATING
BUDGET (Proposed)
$5.6M
126
5/23/2023 FY 2023-24 Budget Introduction 23

COMMUNITY DEVELOPMENT

HIGHLIGHTS & INITIATIVES
• Permitting/plan review for building,
public works, and fire activities
• Processing planning entitlement apps,
community outreach, public hearings
• Business license processing/inspection
• Pre-application consultations and
pre-construction meetings
• Records of decision/related notices
to implement policy actions
• Implement Energy Reach/Electric
Vehicle Infrastructure Codes
• Manage high-level, complex
development review projects
• Prepare modified zoning designation
amendments for cannabis
retail/distribution
• Prepare Harbor Industrial Area Specific
Plan and environmental impact review
• Ongoing Implementation of:
• 2035 General Plan (GP), including 2023-
2031 Housing Element
• Belmont Village Specific Plan (BVSP)
• Climate Action Plan (CAP)
• Placemaking objectives and initiatives
• Wireless regulations
127
5/23/2023 FY 2023-24 Budget Introduction 24

PARKS AND RECREATION
FY 2023-24 BUDGET SUMMARY

STRATEGIC

FOCUS AREAS
• Quality of Life
• Infrastructure and Mobility

FUNDING
SOURCE
• Athletic Field Maintenance
• City Trees
• Facilities Management
• General Facilities
• General Fund
• Library Maintenance & Ops
• Planned Park
• Recreation
• Solid Waste

PERSONNEL COUNT
(Proposed)

24.75 TOTAL OPERATING
BUDGET
(Proposed)
$9.6M
128
5/23/2023 FY 2023-24 Budget Introduction 25

PARKS AND RECREATION

HIGHLIGHTS & INITIATIVES
• Facilities Management
• Address storm-related facility repairs
• Conduct routine and preventative
maintenance on 160,000 sf of facilities
• Manage natural gas and electricity;
implement energy/water conservation
projects
• Coordinate Library maintenance and
improvements, including carpet and painting
in FY 2023-24
• In FY 2023-24, coordinate improvements to
Conference Center interior, HVAC system
• In FY 2023-24 conduct citywide facility
assessment
• In FY 2023-24, replace Manor roof
• Schedule and rent facilities for City or
private/group uses
• Recreation Programs
• Deliver accessible, inclusive, age-friendly
programs, services, and events
• Provide licensed childcare services
• Partner/provide youth and teen programs:
summer camps, aquatics, after school
programs, the Hideout, YAC, and VOICES
• Partner/provide adult and senior programs:
educational and recreational opportunities,
day trips, transportation to/from Center, and
lunch program
• Coordinate athletic field usage for sports
groups on City and BRSSD fields
129
5/23/2023 FY 2023-24 Budget Introduction 26

PARKS AND RECREATION

HIGHLIGHTS & INITIATIVES
• Parks and Open Space
• Address storm-related damages in City parks
and open spaces
• Maintain/repair 16 developed parks, 300+
acres of open space and trails, 11 athletic
fields, and 5.6 acres of developed medians
• Maintain trees on City property
• Conduct/coordinate open space trail
improvements and fuel reduction
• Collect/manage park/facility waste; continue
to improve recycling/composting rates
• Manage new construction, improvements, or
rehabilitation of City parks and playgrounds
• In FY 2023-24, complete Parks, Recreation,
and Open Space Master Plan, including Open
Space Management Plan
• Other Services
• Manage tree removal permitting
• Promote tree canopy and maintain
"Tree City USA“ status
• Coordinate volunteer and educational
opportunities
• Diversity, Equity, and Inclusion (DEI)
• Raise awareness of DEI among City Staff
• Implement DEI improvements into internal
City policies, activities, and programs
• Facilitate incorporation of DEI concepts into
City operations and community programs and
services
130
5/23/2023 FY 2023-24 Budget Introduction 27
POLICE
FY 2023-24 BUDGET SUMMARY

STRATEGIC

FOCUS AREA
Public Safety
FUNDING SOURCES • General Fund
• Public Safety Grants
• Supplemental Law Enforcement

PERSONNEL COUNT
(Proposed)

45.0 TOTAL BUDGET
(Proposed)
$15.9M
131
5/23/2023 FY 2023-24 Budget Introduction 28
POLICE

HIGHLIGHTS & INITIATIVES
• Law Enforcement Administration
• Provide leadership/guidance to meet and
exceed community expectations
• Recruit/train high quality staff
• Coordinate Emergency Preparedness
• Promote community partnerships
• Crime Control
• Impartial law enforcement
• Crime prevention (e.g., BelmontWatch)
• Apprehension/prosecution of offenders
• Collaborative resolution with a community
policing philosophy
• C.A.R.E. Team follows-up on cases involving
mental health crisis
• Community outreach (e.g., Belmont Police
Community Academy, website, YouTube,
Twitter, NextDoor, Belmont TRAC)
• Traffic and Community Safety
• Enforce vehicle code/parking regulations
• Coordinate traffic calming/collision reduction
• Mark/tow abandoned vehicles
• Solicit/respond to traffic enforcement
concerns (via "Traffic Enforcement Hot Spot"
Program)
• Investigate vehicle collisions
• Professional Services
• Respond to community inquiries
• Timely dispatch of calls for service
• Securely store/organize property/evidence
• Safeguard/maintain/report police records in
compliance with the law
• Release reports in compliance with the law
132
5/23/2023 FY 2023-24 Budget Introduction 29

PUBLIC WORKS
FY 2023-24 BUDGET SUMMARY

STRATEGIC

FOCUS AREA
Infrastructure and Mobility

FUNDING

SOURCES
• Development Services
• Fleet & Equipment Mgmt
• Infrastructure repair
• Sewer Collections
• Sewer Treatment Facility
• Solid Waste
• Storm Drainage
• Street Improvement
• Street Maintenance

PERSONNEL COUNT
(Proposed)

33.0 TOTAL OPERATING
BUDGET
(Proposed)
$11.9M
133
5/23/2023 FY 2023-24 Budget Introduction 30

PUBLIC WORKS

HIGHLIGHTS & INITIATIVES
• Sanitary Sewer
• New Citywide Sewer Master Plan
• I&I Detection and Elimination Program, New
Sewer Lateral and FOG policies
• $24 million in Capital projects this FY
• Strategizing asset management
• Regulatory compliance
• Solid Waste Management
• SB1383 (mandatory composting)
implementation
• Household hazardous waste disposal
• E-waste, compost dispersal, and document
shredding events
• NPDES stormwater compliance
• SBWMA and Recology services management
• Fleet Management
• Completed 149 preventative maintenance
services and 113 repairs
• Replaced 3 gas-powered vehicles with hybrids
• New street sweeper w. reduced emissions
• Upgraded fuel management software with
cloud-based system
• Development Review
• Traffic/engineering study review
• Review/issue/inspect permits
• Review/approve subdivisions
• Process easements/right-of-way
vacation/dedications
• Coordinate public events, increase in public
outreach efforts (e.g., Earth Day, Coastal
Cleanup, PW Open House, social media)
134
5/23/2023 FY 2023-24 Budget Introduction 31

PUBLIC WORKS

HIGHLIGHTS & INITIATIVES
• Public Works Engineering/Operations
• Allocate $2.5M in Measure I funds annually
• Inspect/repair City-owned curbs/gutters,
sidewalks, ADA ramps, retaining walls, traffic
signals, roadway striping, sewer main lines,
lift stations, etc.
• Manage Parking/Traffic Safety Committee
• Capital projects and grant administration
• (Design) Alameda de las Pulgas Corridor Project
• (Construction) 2022 Slurry Seal Project
• (Construction) 2022 Pavement Rehabilitation Project
• (Construction) 2023 Pavement Project
• (Construction) Ralston Corridor Project, Segment 3
• (Construction) El Camino Capacity Improv. Project
• (Complete) North Rd. Pump Station and Force Main
Project
• Modeling future capital financing
requirements (anticipated increase due to
Sewer Treatment Facility charge)
• Stormwater & Municipal Region Permit
• Asset management, capital
planning/implementation, and grant admin
• Securing Environmental Permits
• Commercial/industrial inspections for MRP
compliance and construction stormwater
inspections
• Regulatory compliance with annual Municipal
Regional Permit (MRP, 3.0)
• Belmont Creek dredging/construction of
various storm drainpipes
• Updating Citywide Strom Drain Master Plan
• Completing design of the Twin Pines Park
Detention Basin and the Belmont Creek
Restoration Projects
135
5/23/2023 FY 2023-24 Budget Introduction 32

ADMINISTRATION

FUNDING SOURCES

FUNDING SOURCE
ADMIN

SERVICES
(HR/IT)
CITY

ATTORNEY
CITY
MNGR/

CLERK FINANCE

FLEET & EQUIPMENT

MANAGEMENT X

GENERAL FUND X X X X

AFFORDABLE HOUSING X

HOUSING MITIGATION FEES X
STRATEGIC FOCUS AREA:

FISCAL &

ORGANIZATIONAL

SUSTAINABILITY

STRATEGIC FOCUS AREA
136
5/23/2023 FY 2023-24 Budget Introduction 33

ADMINISTRATION
FY 2023-24 BUDGET SUMMARY
ADMIN

SERVICES
(HR/IT)
CITY

ATTORNEY
CITY
MNGR/
CLERK

FINANCE

PERSONNEL COUNT
(Proposed)

9.0 1.0 6.5 9.0

TOTAL OPERATING
BUDGET
(Proposed)
$3.7M $0.7M $6.4M $2.8M
137
5/23/2023 FY 2023-24 Budget Introduction 34

ADMINISTRATION

HIGHLIGHTS & INITIATIVES
• Admin Services (Human Operations/IT)
• Reimagining/redefining Human Resources
as People Operations, with a focus on the
employee’s journey with the organization
from hire to retirement/separation and
succession planning
• Implementing the IT Strategic Plan;
Expanding security system and supporting
telecommuting
• GIS infrastructure refinements
• Executive dashboard development and
constituency data portal enhancements
• Server upgrade and data migration
• Capital projects include a technology
refresh for Council Chambers and updated
communications/programming to better
provide ADA compliant services
• Finance
• Received highest recognition from GFOA
for outstanding financial reporting,
Distinguished Budget Presentation Award,
and Operating Budget Excellence Award
• Refinanced 2009A Sewer Revenue Bonds,
achieving savings of $3.5 million
• Support ongoing efforts to address
deferred maintenance and develop longterm capital financing alternatives • Support Measure I Advisory Committee
• Schedule preparation of bi-annual Other
Post-Employments Benefits (OPEB)
actuarial analysis as required by GASB 75
• Full implementation of GASB 87 on Leases
for the fiscal year ended June 30, 2022
138
5/23/2023 FY 2023-24 Budget Introduction 35

ADMINISTRATION

HIGHLIGHTS & INITIATIVES
• City Attorney
• Collaborating with executive team on Harbor
Industrial Area annexation and proposed life
science developments and land use
regulations
• Supported Clerks Office in first by-district and
direct mayor elections
• Advised on transient occupancy tax update
and prepared Measure K ballot materials
(79% voter-approved)
• Supported response to winter storms
including emergency proclamations/recovery
• Recovered $1.3 million on cross-complaint in
response to property damage lawsuit
• Assisted police department with obtaining
gun violence restraining orders
• Assisting with Parks, Recreation, and Open
Space (PROS) Plan and related CEQA process
• City Manager
• Manage organization’s financial stability, policy
implementation, and overall performance
• Ensure the community understands the City’s
work and that the City is meeting their needs
• Respond to Council, citizen, and staff requests
for information, and management of statemandated filings • Oversee election process of any ballot
initiatives placed by City Council or through
voter referendum
• Advanced Economic Development
Implementation Strategy, including enhanced
business communications, Downtown
Revitalization and General/Specific Plan
implementation, and Infrastructure financing
139
5/23/2023 FY 2023-24 Budget Introduction 36

ADMINISTRATION

HIGHLIGHTS & INITIATIVES
• Housing Highlights
• Housing/Economic Development Manager
transitioning to City Manager’s Office; final dept.
to be determined through subsequent assessment
• Adopted 2023-2031 Housing Element and
Environmental Impact Report
• As of Dec. 31, 2022, the City issued building permits for 732 new housing units, including 209 affordable
units, exceeding the City’s total 5th Cycle Regional
Housing Needs Allocation by 264 units
• The City has approved development entitlements
for an additional 209 housing units, 162 of which
are affordable to lower income households, and is
currently processing applications for 242 more
housing units
• Provided financial support to local housing service
providers HIP Housing, HEART, and Homeless
Outreach Team SMC
140

NEXT STEPS
37 May 23, 2023
City Council Feedback
June 1, 2023
Measure I Advisory Committee Meeting
Before June 13, 2023
Audit Committee Review
June 13, 2023
Public Hearing and Adoption
141