CITY OF BELMONT
CITY COUNCIL AND BELMONT FIRE
PROTECTION DISTRICT BOARD OF
DIRECTORS
www.belmont.gov
1. ROLL CALL
2. ITEMS OF BUSINESS
3. CLOSED SESSION-6:15 PM
A. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
Government Code Section 54956.9(d)(1))
CITY COUNCIL SPECIAL MEETING AGENDA
Tuesday, May 23, 2023
6:15 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 City Council Chambers and address the council from the chambers. Social distancing must be practiced, and seating will be limited.
PUBLIC COMMENT:
To maximize time for live public comment, we encourage members of the public to provide comments by joining the City Council 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 Mayor.
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.
Persons wishing to orally address the Council on the items of business listed below will be given an opportunity to do so before or during the Councils consideration of the item. 1 G. Gasivoda &Assoc. v. City of Belmont et al, San Mateo Superior Court No.23-CIV01693
4. STUDY SESSION-6:30 PM
A. Belmont's 2023-2027 Strategic Plan Update
5. ADJOURNMENT
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: Discussion and Direction on the 2023 Strategic Session Update for Budget Year 2024
Attachment(s):
Staff Report
Strategic Plan- 2023 Revision - Redlined
Strategic Plan - 2023 Revision - No Markup
If you need assistance to participate in this meeting, please contact the City Clerk at (650) 595-7413.
Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. Meeting information can also be accessed via the internet at: www.belmont.gov.
All staf reports will be posted to the web in advance of the meeting, and any writings or documents provided to a majority of the City Council/District Board or Commission regarding any item on this agenda will be made available for public inspection in the City Clerk's Of ice, One Twin Pines Lane, during normal business hours and at the Council Chambers at City Hall, Second Floor, during the meeting. 2
FY2023-24 Strategic Plan Update 0519- Staff Report
STAFF REPORT
Meeting Date: May 23, 2023
Agency: City of Belmont
Staff Contact: Afshin Oskoui, City Manager, [email protected], 650-595-7408 Agenda Title: Belmont's 2023-2027 Strategic Plan Update Agenda Action: For Information Only
Recommendation
Discussion and Direction on the 2023 Strategic Planning Session Update for Budget Year 2024.
Strategic Focus Area
Fiscal and Organizational Sustainability
Background
On March 2, 2023, the City Council and staff participated in Belmont's Annual Strategic Planning Session.
This working session is the third follow up on the City Council’s March 11, 2020, community visioning and strategic planning workshop, facilitated by a consulting firm specializing in leadership and organizational performance. We've had key themes across a wide range of topics including City’s new governance structure; priorities for near and long-term; communication and collaboration; DEI; City finances; climate adaptation and resiliency; housing and economic development; and public safety.
The 2020 workshop provided an opportunity for the Councilmembers to establish Council norms, reflect on accomplishments from the past year, receive an update on the progress on the Council priorities and develop a new 5-year Strategic Plan. The City Council developed a five-year strategic plan with policy goals to reflect the most important priorities of the community. These goals help staff work to realize the Belmont Community Vision, and to reaffirm core community values important to City’s future. The current strategic plan includes the following five City Council focus areas with supportive goals as its roadmap for action over the next several years:
Our dynamic plan is being modified in meaningful ways based on this feedback. 3
Strategic Plan Update 2023 FY2023-24 Strategic Plan Update 0519- Staff Report Analysis
At the March 2, 2023, the City Council held a Strategic Plan workshop retreat to review the midpoint accomplishments of the original five-year plan and progress made to date on the various focus areas, received the community's feedback, and reaffirmed and updated those priorities that will move the organization and community forward for FY 2023 through 2027.
With guidance from the City’s facilitator Andy Pendoley, in this session the City Council reaffirmed its support for all of the strategic objectives and supporting initiatives and deliverables that were presented by staff with an emphasis on fiscal and organizational stability, and sustainability plan to address the General Fund’s long-term revenue viability, address organizational development to focus on succession planning and attracting new talent, and quality of life and community engagement initiatives. Upon conclusion of the workshop city staff carried out a comprehensive review of the City’s strategic plan to ensure that any relevant revisions are made to the plan.
The purpose of this plan is threefold:
1. Establish a common vision that will help align city policies, day-to-day operations, and resources with the community’s most important values, needs and aspirations.
2. Build momentum for major goals by maintaining a focused effort over multiple years.
3. Identify agreed upon priorities, timelines and performance measures.
On May 9, 2023 staff presented the updated strategic focus areas, and revisions to the Mission Statement and Values to reflect Council feedback. Based on the feedback by Council and staff the proposed revisions were made to reflect objectives which have been completed since plan adoption in 2020, are no longer being pursued, and new or revised objectives reflecting the opportunities and challenges that are ahead for the organization. The Details on those initiatives are the revised Belmont 2020 Strategic Plan updated document (Attachment A). Staff is finalizing a Strategic Plan Performance Update which provides the city’s formal performance management report of the initiatives in the Plan, as approved by the City Council in May 2020 and subsequent updates in May 2021-22, and March 2023. The report is set up as a Dashboard of Key Strategic Objectives & Supporting Initiatives identifying short-term (1-2 year) objectives and supporting initiatives for each of the strategic focus area. Upon Council feedback on the revised documents the Dashboard will be presented to Council at its June meeting.
At the June 13th meeting the City Council will be asked to take the final step in the strategic planning process, by approving the 2023-2025 Strategic Plan. Staff will then incorporate the plan’s strategic objectives, capital improvement projects and core services into the city’s annual budget and the work plans of city departments.
While the proposed 5-Year Strategic Plan is both ambitious and aspirational, it has also been reviewed by city staff to ensure it is realistically achievable assuming current staffing and resourcing levels.
However, with growing economic uncertainty driven by continued rising inflation, State take aways related to VLF funding, ongoing pandemic impacts and other factors outside the city’s control, the city’s progress on the various goals, objectives, projects, and services outlined in the strategic plan will be 4
Strategic Plan Update 2023 FY2023-24 Strategic Plan Update 0519- Staff Report subject to the actual amount of funds available and appropriations authorized by the City Council each year in the annual budget.
Despite the challenges of the past three years the organization has been ready and resilient. As we lean into the future our goal is to keep Belmont a great city: thriving and sustainable community for all; a place where people can safely live, work and play.
Alternatives
1. Take no action
2. Defer to Staff for more information
Attachments
A. Redlined/Strikeout Draft 2023 Strategic Plan
B. Draft 2023 Strategic Plan
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed: Priorities resulting from the Strategic Planning Session will be incorporated as part of the annual budget development process.
Source: Purpose: Public Outreach:
Staff Council Vision/Priority Posting of Agenda
5 2020
STRATEGIC PLAN
2023 Update
CALIFORNIA
6 2
To the Belmont Community
In the three yearssince Belmont’s City Council and its executive leadership participated in a community visioning and strategic planning workshop,we have rolled up oursleeves andmetsignificantmilestones despite the health, economic, andweather‐related challenges we have faced.We’re farfromdone, but our unified leadership,talented workforce, and involved citizenry has proven the vision of ourstrategic plans.
Whenwe initially started ourstrategic planning onMarch 11, 2020 ,we could anticipate that global health crisis wasforming aOn Wednesday March 11, 2020, the City Council and City’s Executive Leadership team participated in a community visioning and strategic planning workshop. Although the current global health crisis casts a shadowon our daily activities,the City Council and City staff were engaged in thisrobust planning discussion to help guide and develop a Strategic Plan to lead usinto the next 2 to 3 years and beyond.
Through disciplined leadership and guidance,the City is presently on positive financial footing in the nearterm. However, given the current events, there are some storm cloudsforming which means we needand our to continued our vigilance to our financialsecurity was vital. , beWe knew we would have to be intentional and thoughtful about how we continued to provide our quality services which the community is accustomed to, while allocating resourcesto align with our vision and goalsto continue with the effective use of yourtax dollars.
The day’s collaborative and productive discussionsto addressOur planning to address Belmont’s critical issuesin 2020 generated five Strategic Focus Areasthat allowed usto to build on our continued momentum and success. AThose focus areas gave us a unified vision forthe future usesthe City’s vision and the following City Councilfocus areas asitsroadmap for action overthe last threenext 3‐5 years, as highlighted below, and continue to drive our motivations as we look ahead to the next two years of our five‐year plan. .
Infrastructure &
Mobility
Economic
Development &
Housing
Fiscal &
Organizational
Sustainability
Public Safety Quality of Life
In three years, we have moved the needle of our housing element with the development of transit‐oriented housing, and the approval of more in the next few years. We have increased mobility on our roads by improving our Pavement Condition Index, installing real‐time signal technology to unclog our regular commutes, and built important partnerships with our neighboring cities on shared corridor projectsthat affects neighbors in and outside of our city boundaries. We’ve prioritized our citizens enjoyment of Belmont’s outdoors and invested in the maintenance of our parks, open spaces, and community facilities. We’ve earned recognition for our award‐winning budget and shown decisive caretaking of our assets and earned the citizenry’s approval of tax ballot measures. We’ve designed roles and added staff to our team who are dedicated to community engagement and external communication, and we’ve continued to build community goodwill with our effortstoward public safety, neighborhood connections and outdoor activities open to all.
Now comesthe fun part: rolling up oursleeves and getting to work with unified leadership, a talented workforce, and an involved citizenry. Communication strategiesthat encourage transparent and consistent dialogue will be an integral part of implementing the Strategic Plan’sinitiatives. We have continued to provide will provide regular updatesto the Council and community on each focus area and initiativesthrough each fiscal year. We look ahead nowtothe conclusion ofthe planssetin 2020, butwith an eye toward the yearsthatfollowand the renewed goalswewillset.Our City Council, our executive leadership, and everymember ofstafftake great pride in theirstewardship ofBelmont, and itismy pleasure towitnessthese achievements come tolife every day.
.While there are many projects within city departmentsthatsupport these focus areas, the Strategic Plan featuresthe highest Formatted: Right: 0", Space Before: 0 pt, Line
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priority outcomes.
As we lead into the future to keep BBelmontremains a great city as a thriving and sustainable community for all,we look forward to your continuedsupport and participation. !
Respectively Yours,
AfshinOskoui, P.E., PWLF
City Manager
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Definitions
Purpose orreason for being
Aspirations; picture of our desired future
Fundamental beliefs or guiding principlesthat drive our behaviors
Broad,most critical areas offocusforthe continuing success and sustainability of the Citycity
Desired result or end‐pointendpoint needed to support each SFA
OBJECTIVES
Specific and measurable actionsto achieve the goal
MISSION
VISION
VALUES
STRATEGIC
FOCUS AREAS
GOALS
OBJECTIVES
9 5
To enrich the quality of life for with
our community with the services
provided for a safe,fulfillingfulfilling,
and vibrant life.
We are celebrated for enhancing:
• Distinctive community character
• Easy mobility
• Natural beauty
• Thriving culture
• Thriving economy
• Our citizens community— our top priority
• Our employees — our most important resource
• Honesty, integrity, respectrespect, equity, and ethics • Community Engagement
• Open government
• Fiscalresponsibility
• Quality services
• Continuous improvement
• Teamwork and partnerships
• Infrastructure & Mobility
• Economic Development & Housing
• Fiscal & Organizational Sustainability
• Public Safety
• Quality of Life
MISSION
VISION
VALUES
STRATEGIC
FOCUS AREAS
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10 6
INFRASTRUCTURE &
MOBILITY
A transportation, facilities, and infrastructure system that maintains and improves our community to meet current and future demand, and climate action goals.
Enhance multi‐modal transportation
1. Implement Ralston&ADLP Corridor Plans.
2. Plan and implement BVSP Mobility Plan.
3. Advance Ped & Bike Masterplan.
1. 4. Develop and implement TransportationDemand
Management (TDM).
2. Continue to identify and addresstrendsto informtraffic management approach and solutionsthrough PTSC process(3Es) and Mobility/Capital Plans.
5.3. Develop a Transportation Master Plan that addresses how growth, mobility, traffic congestion, and infrastructure can be managed.
Advance pavement and street improvements
1. Continue maintaining and repairing the City’s 140 lane miles of roadsthrough Advance therolling 5‐year community‐wide street pavement maintenance programthroughthe judicious use of funds while seeking additional funding opportunities.(Measure I & SB1 funding).
Advance sewer and stormwater system improvements
1. Complete updates to Sewer and Stormwater Master Plans.
2. Continue progresswith sewersystemimprovement program.
3. Advance priority stormwaterrepair and resiliency improvement priority projectsrepairs (Measure I).
Improve parks and facilities
Advance Improvements at parks, athletic fields, and buildings
1. Continue progress Address with the Belmont Community Centerfacility replacement projectimprovements.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
On Target
for 2025
Completion
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2. Advance athletic field improvements.
2. Examine the City’slong‐term facilities and infrastructure condition and needsAssess facilities’ needs.
3. Continue progressin addressing Fire Station #15 funding and replacement needs.
Advance climate action goals
3. 1.
Continue to addressthe City’sfleetrenewal plan to climate action goals.
2. Complete evaluation ofthe progress with 2017 Climate Action Plan and prepare update.
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ECONOMICDEVELOPMENT &
HOUSING
Local business, and land use, and housing policiesthatsupport promote economic development, downtown revitalizationvibrant mixed‐use centers and diversity of housing choices.
Implement a Balanced Land‐use Vision
Implement Support Local Economic Development strategies y
1. Reevaluate the City’s economic development plan which includes strategies and policies that increase the quality of life for residents.
Establish an economic developmentframework, identifyidentify, and prioritize specific community benefitsthatthe City would like to implement.
2. Identify existing and new funding sourcesfor economic development programactivities, prioritize expenditures and leverage City funds and assetswith state orfederal programs.
3.2. Collaborate Establish strong relationships and regular communication with community partners, including Belmont Chamber of CommerceSan Mateo, government and educational institutions and business community leaders to support housing and economic development..
Explore newtoolsfor direct engagement with the Belmont business community.
4.3. Revisit the scope and approach to commercial cannabis implementation.
Coordinate housing and land useImplement a Balanced Land Use Vision, Housing Goals and Programs
1. Ensure land use policies and practicessupport a diversity of housing choices, leverage existing affordable housing assets, and increase options for affordable housing.
2. Engage in long range/advanced planning projectsto facilitate TODrelated housing and economic development and establish a specific Plan Area for the Unincorporated HarborIndustrial Association (HIA).
3. Prepare and implementthe 2022‐2029Housing Elementin
compliancewith newhousing laws.
4. Continue with implementation strategy/plan fortheGP and BVSP.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
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5.4. Coordinate multi‐department/stakeholderteam to addresstimely major development applications(e.g. CD, PW, CA, ED&H).
6. Consider and adoptshort‐term residential rental rules.
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FISCAL &
ORGANIZATIONAL
SUSTAINABILITY
Ensure Long‐term financial stability, quality city services delivered through and investment in our employees and investment in our to strengthen organizational development and effectiveness.
Ensure fiscal and /revenue sustainability
1. Maximize existing sources ofrevenue, identify new revenue sourcesto maintain financialstability.
2. Investin systems and processto promote innovation,
effectiveness, and financialstewardship.
3. Secure ongoing funding forsewer,storm,streets,facilities, and parksto address deferred maintenance and future capital needs along with a plan to support critical public services.
4. Use Measure I/SB1 funding to advance infrastructure projects.
4.5. Study the benefits and opportunity to update the City’s businesslicense tax for voter consideration.
5. Evaluate developmentimpactfeesfor new development
infrastructure and services.
Strengthen organizational development
1. Develop recommendations and implementation work plan to address talent management, succession planning, workforce planning, and employee/career development.
1.2. Review and update as needed the City’s personnel policies to ensure they reflect best practices in diversity and inclusion.
2.3. Provide equipment,technology, and resourcesto employeesto ensure high level ofservice delivery to our community.
3.4. Create a culture that assures employees are valued, that leadership promotesinnovation, creative problemsolving, outstanding customer service, and encourages employee engagement.
4.5. Develop and capture institutional knowledge documenting processes and proceduresin anticipation ofretirements and turnoverto ensure continuity ofservicesto the community; and opportunity to improve those processes and procedures.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
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PUBLIC SAFETY
Forward‐thinking public safety services aligned with community needsincluding through civic engagement, partnerships, and public education.
Ensure seamless public safety services – Police and Fire
1. Maintain strong community outreach, andoutreach and align public safety services that are reflective of community culture and priorities.with community needs.
2. Engage in succession planning.
3. Enhance internal and external communication.
4.2. Leverage technology and innovation to protectthe community against all risk and threats.
Develop a financial plan and replacementstrategy for Fire Station 15.
Strengthen Emergency Preparedness
1. Strengthen emergency response through continued coordination with the San Mateo Consolidated Fire Department.
2. Fully implement community risk reduction software platforms. Leverage technology to enhance communication through web‐based software and communication devices.
3. Collaborate with the San Mateo Consolidated Fire Department to reduce risk in areas susceptible to wildland fires, establish abatement standards and enforcement tools along with educational outreach
5. Leverage Technology and Innovation
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
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QUALITYOF LIFE
Engage the community in Mmaintaining and enhancinge Belmont’s character and quality of life in our community.
Improve Parks & Recreation facilities and programsand programs and facilities
1. Complete Belmontarrett Community Center Master Plan.
2. Complete Parks, Recreation, and Open Space Master Plan.
3. Deliver accessible, inclusive, age‐friendly services, programs, and facilities for all ages in our .community.
Promote place‐makingCreate Diverse and Unique Community Spaces
1. Promote an environmentthat encourages arts, consider artin public places andwithin new development.
2. Explore funding and creative solutionsfor place‐making within public spaces for all ages.
3. Design and implement a Citycity branding effort, inclusive of community signage/wayfinding and gateway featuresin line with GP/BVSP objectives.
4. Develop public streetscape design standardsto enhance place‐ making in BVSP.
Expand communication and outreachFoster Meaningful Community Dialogue
1. Continue progress with the City’sDevelop and expand comprehensive public information and engagement strategy.
2. Provide timely, accurate information that is easy to access and understand and facilitate public participation in open meetings.
1.3. Provide opportunity for resident leadership and participation, such as through commissions and advisory/ad hoc groups.
2.4. Conduct outreach and community education about city services, areas of cost, and financialresources.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
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19 15
Distinctive Community Character
• Belmont pridesitself on being unique.
• Its small‐town ambience sets it apart as a tranquil, inclusive,safe, and desirable place to live, work and
play.
• We getinvolved in town matters because we care
about living here.
• We connect with each otherin all kinds of
gathering places.
• We value and celebrate a strong commitmentto
diversity, inclusion,safety, equality and dignity for
all individualsin Belmont.
• Ourstrong sense of community and enjoyment of the
town’s assets and activities deepen as we become
betterinformed and connected.
Easy Mobility
• We put a priority on getting out of, into, and through town efficiently.
• Bicyclists, walkers, and other non‐drivers get where they’re going easily and safely.
• We require safe residentialstreets and
smooth‐flowing thoroughfares.
Natural Beauty
• We choose to make our home among these
beautiful hills,trees, parks, views, and open spaces.
• Our natural surroundings inspire us to play, create, and contemplate.
• Our actions today preserve and enhance Belmont’s
beauty tomake it even lovelierfor future
generations.
• Our wooded residential areas are diverse,
peaceful and well maintained.
Thriving Culture
• Belmont is a wonderfully safe, culturally diverse and supportive place to raise a family.
• We facilitate lifelong learning in our academic, artistic, athletic, and social dimensions and we thrive on
interconnection with the rest ofthe world.
• Ourschools and library are the pride ofthe
community.
• Our university isintrinsic to Belmont’ssocial, artistic and economic life.
• Our playgrounds and athletic fields are of high quality and in high gear.
• The artsthrive in this creative, appreciative town — the arts hub ofthe Peninsula.
• Our historymakes Belmont whatitis, and we
preserve that heritage for our children.
Thriving Economy
• Acharming, vibranttown centeristhe heart of our civic and economic life.
• Our economy prospers with amix of attractive,
successful businesses that fit with our community
character.
• We look firstinto ourtown shops and
restaurants for what we need.
• Education, arts, and the economy flourish in concert.
VISION STATEMENT
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20 16
Acknowledgments
Plan Adoption (2020) Plan Updates (2023) Acknowledgments
Mayor and City Council
Warren Lieberman, Mayor Charles
Stone, Vice Mayor DavinaHurt,
Councilmember Julia Mates,
Councilmember Tom McCune,
Councilmember
Executive Leadership
AfshinOskoui, City Manager Scott
Rennie, City Attorney Thomas Fil,
Finance Director
CoraDino, Human ResourcesDirector
John Jones, Information Technology Director
Carlos de Melo, Planning&Community
Development Director
Brigitte Shearer, Parks&RecreationDirector
Peter Brown, Public Works Director
Tony Psaila, Police Chief
Ray Iverson, Fire Chief, San Mateo Consolidated Fire
Staff
Terri Cook, City Clerk
Jennifer Rose, Economic Development& Housing Manager
Nawel Voelker, Finance Department Jozi Plut, City Manager’s Office
Facilitator
Michele Tamayo, Tamayo Group, Inc.
Graphic Design
JPW Communications
Staff
Terri Cook, City Clerk
Jennifer Rose, EconomicDevelopment& Housing Manager
NawelVoelker, FinanceDepartment Jozi Plut, City Manager’s Office
Facilitator
Michele Tamayo, Tamayo Group, Inc.
Graphic Design
JPW Communications
Mayor and City Council
Julia Mates, Mayor
DavinaHurt, Vice Mayor
Tom McCune, Councilmember
Gina Latimerlo, Councilmember
Robin Pang‐Maganaris, Councilmember
Executive Leadership
AfshinOskoui, City Manager
Scott Rennie, City Attorney
Grace Castaneda, Finance Director
Carlos de Melo, Community Development Director
Brigitte Shearer, Parks&RecreationDirector
Peter Brown, Public Works Director
Kenneth Stenquist, Police Chief
Kent Thrasher, Fire Chief, San Mateo Consolidated Fire
Staff
Jozi Plut, City Clerk&Communications
Jennifer Rose, Economic Development& Housing Manager
Kellie Benz, Communications&Community Engagement Specialist, City Manager’sOffice
Facilitator
Andy Pendoley, The Centre forOrganizational Effectiveness Formatted: Font: 20 pt
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ContactInformation
Julia Mates,Mayor
[email protected]
Warren Lieberman, Mayor
[email protected]
Charles Stone,Vice Mayor
[email protected]
Davina Hurt, Vice MayorCouncilmember
[email protected]
Julia Mates, Councilmember
[email protected]
Tom McCune, Councilmember
[email protected]
Gina Latimerlo, Councilmember
[email protected]
Robin Pang‐Maganaris, Councilmember
[email protected]
Afshin Oskoui, City Manager
650‐595‐7408
[email protected]
Thomas Fil, FinanceDirector 650‐
595‐7433
[email protected]
City Hall
One Twin Pines Lane Belmont, CA
94002
650‐595‐7408
[email protected]
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23 19
www.belmont.gov
AmericanswithDisabilitiesAct Statement In
compliance with the Americans with Disabilities Act
(ADA) of 1990,this document may be provided in other
accessible formats.
Formatted: Space Before: 0 pt
24 2020
STRATEGIC PLAN
2023 Update
CALIFORNI
25 2
To the Belmont Community
In the three years since Belmont’s City Council and its executive leadership participated in a community visioning and strategic planning workshop, we have rolled up our sleeves and metsignificant milestones despite the health, economic, and weather-related challenges we have faced. We’re far from done, but our unified leadership, talented workforce, and involved citizenry has proven the vision of our strategic plans.
When we initially started our strategic planning on March 11, 2020 , we could anticipate that global health crisis was forming a storm cloud and our continued our vigilance to our financial security was vital. We knew we would have to be intentional and thoughtful about how we continued to provide our quality services which the community is accustomed to, while allocating resources to align with our vision and goalsto continue with the effective use of yourtax dollars.
Our planning to address Belmont’s critical issuesin 2020 generated five Strategic Focus Areas that allowed usto build on our continued momentum and success. Those focus areas gave us a roadmap for action overthe last three years, as highlighted below, and continue to drive our motivations as we look ahead to the next two years of our five-year plan.
Infrastructure &
Mobility
Economic
Development &
Housing
Fiscal &
Organizational
Sustainability
Public Safety Quality of Life
In three years, we have moved the needle of our housing element with the development of transit-oriented housing, and the approval of more in the next few years. We have increased mobility on our roads by improving our Pavement Condition Index, installing real-time signal technology to unclog our regular commutes, and built important partnerships with our neighboring cities on shared corridor projectsthat affects neighbors in and outside of our city boundaries. We’ve prioritized our citizens enjoyment of Belmont’s outdoors and invested in the maintenance of our parks, open spaces, and community facilities. We’ve earned recognition for our award-winning budget and shown decisive caretaking of our assets and earned the citizenry’s approval of tax ballot measures. We’ve designed roles and added staff to our team who are dedicated to community engagement and external communication, and we’ve continued to build community goodwill with our efforts toward public safety, neighborhood connections and outdoor activities open to all.
We have continued to provide regular updatesto the Council and community on each focus area and initiativesthrough each fiscal year. We look ahead now to the conclusion of theplans set in 2020, but with an eye toward the years that follow and the renewed goals we will set. Our City Council, our executive leadership, and every member of stafftake great pride in theirstewardship of Belmont, and it is my pleasure to witness these achievements come to life every day. .
Belmontremains a thriving and sustainable community for all, we look forward to your continuedsupport and participation.
Respectively Yours,
AfshinOskoui, P.E., PWLF
City Manager
26 3
Definitions
Purpose orreason for being
Aspirations; picture of our desired future
Fundamental beliefs or guiding principlesthat drive our behaviors
Broad,most critical areas offocusforthe continuing success and sustainability of the city
Desired result or endpoint needed to support each SFA
OBJECTIVES
Specific and measurable actionsto achieve the goal
MISSION
VISION
VALUES
STRATEGIC
FOCUS AREAS
GOALS
OBJECTIVES
27 4
To enrich the quality of life with our
community with the services provided
for a safe,fulfilling, and vibrant life.
We are celebrated for enhancing:
• Distinctive community character
• Easy mobility
• Natural beauty
• Thriving culture
• Thriving economy
• Our community— our top priority
• Our employees — our most important resource
• Honesty, integrity,respect, equity, and ethics
• Community Engagement
• Open government
• Fiscalresponsibility
• Quality services
• Continuous improvement
• Teamwork and partnerships
• Infrastructure & Mobility
• Economic Development & Housing
• Fiscal & Organizational Sustainability
• Public Safety
• Quality of Life
MISSION
VISION
VALUES
STRATEGIC
FOCUS AREAS
28 5
INFRASTRUCTURE &
MOBILITY
A transportation, facilities, and infrastructure system that maintains and improves our community to meet current and future demand, and climate action goals
Enhance multi-modal transportation
1. Implement Ralston&ADLP Corridor Plans.
2. Continue to identify and addresstrendsto informtraffic management approach and solutionsthrough PTSC process (3Es) and Mobility/Capital Plans.
3. Develop a Transportation Master Plan that addresses how growth, mobility, traffic congestion, and infrastructure can be managed.
Advance pavement and street improvements
1. Continue maintaining and repairing the City’s 140 lane miles of roads through the rolling 5-year community-wide street pavement maintenance program through the judicious use of funds while seeking additional funding opportunities..
Advance sewer and stormwater system improvements
1. Complete updates to Sewer and Stormwater Master Plans.
2. Continue progress with sewersystemimprovement program.
3. Advance priority stormwaterrepair and resiliency priority projects.
Advance Improvements at parks, athletic fields, and buildings
1. Continue progress with the Belmont Community Center facility replacement project .
2. Examine the City’s long-term facilities and infrastructure condition and needs.
3. Continue progress in addressing Fire Station #15 funding and replacement needs.
Advance climate action goals
1. Continue to address the City’s fleet renewal plan to climate action goals.
2. Complete evaluation of the progress with 2017 Climate Action Plan and prepare update.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
29 6
ECONOMICDEVELOPMENT &
HOUSING
Local business, and land use, policiesthat promote economic development, vibrant mixed-use centers and diversity of housing choices.
Support Local Economic Development strategies
1. Reevaluate the City’s economic development plan which includes strategies and policies that increase the quality of life for residents.
2. Collaborate with community partners, including Chamber San Mateo, government and educational institutions and business community leaders to support housing and economic development.
3. Revisit the scope and approach to commercial cannabis implementation.
Implement a Balanced Land Use Vision, Housing Goals and Programs
1. Ensure land use policies and practicessupport a diversity of housing choices, leverage existing affordable housing assets, and increase options for affordable housing.
2. Engage in long range/advanced planning projectsto facilitate TODrelated housing and economic development and establish a specific Plan Area for the Unincorporated HarborIndustrial Association (HIA).
3. Prepare and implementthe 2022-2029Housing Elementin
compliance with newhousing laws.
4. Coordinate multi-department/stakeholder team to address timely major development applications(e.g. CD, PW, CA, ED&H).
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
30 7
FISCAL &
ORGANIZATIONAL
SUSTAINABILITY
Ensure financial stability, quality city services delivered through our employees and investment in our organizational development.
Ensure fiscal and revenue sustainability
1. Maximize existing sources ofrevenue, identify new revenue sourcesto maintain financialstability.
2. Investin systems and processto promote innovation,
effectiveness, and financialstewardship.
3. Secure ongoing funding forsewer,storm,streets,facilities, and parks to address deferred maintenance and future capital needs along with a plan to support critical public services.
4. Use Measure I/SB1 funding to advance infrastructure projects.
5. Study the benefits and opportunity to update the City’s business license tax for voter consideration.
Strengthen organizational development
1. Develop recommendations and implementation work plan to address talent management, succession planning, workforce planning, and employee/career development.
2. Review and update as needed the City’s personnel policies to ensure they reflect best practices in diversity and inclusion.
3. Provide equipment,technology, and resourcesto employeesto ensure high level ofservice delivery to our community.
4. Create a culture that assures employees are valued, that leadership promotesinnovation, creative problemsolving, outstanding customer service, and encourages employee engagement.
5. Develop and capture institutional knowledge documenting processes and proceduresin anticipation ofretirements and turnoverto ensure continuity ofservicesto the community; and opportunity to improve those processes and procedures.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
31 8
PUBLIC SAFETY
Forward-thinking public safety services aligned with community needsthrough civic engagement, partnerships, and public education.
Ensure seamless public safety services – Police and Fire
1. Maintain strong community outreach and align public safety services that are reflective of community culture and priorities..
2. Leverage technology and innovation to protect the community Strengthen Emergency Preparedness
1. Strengthen emergency response through continued coordination with the San Mateo Consolidated Fire Department.
2. Fully implement community risk reduction software platforms. Leverage technology to enhance communication through web-based software and communication devices.
3. Collaborate with the San Mateo Consolidated Fire Department to reduce risk in areas susceptible to wildland fires, establish abatement standards and enforcement tools along with educational outreach
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
32 9
QUALITYOF LIFE
Engage the community in maintaining and enhancing Belmont’s character and quality of life.
Improve Parks & Recreation facilities and programs
1. Complete Belmont Community Center Master Plan.
2. Complete Parks, Recreation, and Open Space Master Plan.
3. Deliver accessible, inclusive services, programs, and facilities for all ages in our community.
Create Diverse and Unique Community Spaces
1. Promote an environmentthat encourages arts, consider artin public places and within newdevelopment.
2. Explore funding and creative solutionsfor place-making within public spaces for all ages.
3. Design and implement a city branding effort, inclusive of community signage/wayfinding and gateway featuresin line with GP/BVSP objectives.
4. Develop public streetscape design standards to enhance placemaking in BVSP.
Foster Meaningful Community Dialogue
1. Continue progress with the City’s comprehensive public information and engagement strategy.
2. Provide timely, accurate information that is easy to access and understand and facilitate public participation in open meetings.
3. Provide opportunity for resident leadership and participation, such as through commissions and advisory/ad hoc groups.
4. Conduct outreach and community education about city services, areas of cost, and financialresources.
GOALS
OBJECTIVES
STRATEGIC
FOCUS AREA
33 10
Distinctive Community Character
• Belmont pridesitself on being unique.
• Its small-town ambience sets it apart as a tranquil,
inclusive,safe, and desirable place to live, work and
play.
• We getinvolved in town matters because we care
about living here.
• We connect with each otherin all kinds of
gathering places.
• We value and celebrate a strong commitment to
diversity, inclusion,safety, equality and dignity for
all individualsin Belmont.
• Ourstrong sense of community and enjoyment of the
town’s assets and activities deepen as we become
betterinformed and connected.
Easy Mobility
• Weput a priority on getting out of, into, and through town efficiently.
• Bicyclists, walkers, and other non-drivers get where
they’re going easily and safely.
• We require safe residentialstreets and
smooth-flowing thoroughfares.
Natural Beauty
• We choose to make our home among these
beautiful hills,trees, parks, views, and open spaces.
• Our natural surroundings inspire us to play, create,
and contemplate.
• Our actions today preserve and enhance Belmont’s
beauty tomake it even lovelierfor future
generations.
• Our wooded residential areas are diverse,
peaceful and well maintained.
Thriving Culture
• Belmont is a wonderfully safe, culturally diverse and supportive place to raise a family.
• We facilitate lifelong learning in our academic, artistic, athletic, and social dimensions and we thrive on
interconnection with the rest ofthe world.
• Ourschools and library are the pride ofthe
community.
• Our university isintrinsic to Belmont’ssocial, artistic and economic life.
• Our playgrounds and athletic fields are of high quality and in high gear.
• The artsthrive in this creative, appreciative town —
the arts hub ofthe Peninsula.
• Our historymakes Belmont whatitis, and we
preserve that heritage for our children.
Thriving Economy
• A charming, vibranttown centeristhe heart of our civic and economic life.
• Our economy prospers with amix of attractive,
successful businesses that fit with our community
character.
• We look firstinto ourtown shops and
restaurants for what we need.
• Education, arts, and the economy flourish in concert.
VISION STATEMENT
34 11
Acknowledgments
Plan Adoption (2020) Plan Updates (2023)
Mayor and City Council
Warren Lieberman, Mayor Charles
Stone, Vice Mayor DavinaHurt,
Councilmember Julia Mates,
Councilmember Tom McCune,
Councilmember
Executive Leadership
AfshinOskoui, City Manager Scott
Rennie, City Attorney Thomas Fil,
Finance Director
Cora Dino, Human Resources Director
John Jones, Information Technology Director
Carlos de Melo, Community Development Director
Brigitte Shearer, Parks&RecreationDirector
Peter Brown, Public Works Director
Tony Psaila, Police Chief
Ray Iverson, Fire Chief, San Mateo Consolidated Fire
Staff
Terri Cook, City Clerk
Jennifer Rose, Economic Development& Housing Manager
Nawel Voelker, Finance Department Jozi Plut, City Manager’s Office
Facilitator
Michele Tamayo, Tamayo Group, Inc.
Graphic Design
JPW Communications
Mayor and City Council
Julia Mates, Mayor
DavinaHurt, Vice Mayor
Tom McCune, Councilmember
Gina Latimerlo, Councilmember
Robin Pang-Maganaris, Councilmember
Executive Leadership
AfshinOskoui, City Manager
Scott Rennie, City Attorney
Grace Castaneda, Finance Director
Carlos de Melo, Community Development Director
Brigitte Shearer, Parks&RecreationDirector
Peter Brown, Public Works Director
Kenneth Stenquist, Police Chief
Kent Thrasher, Fire Chief, San Mateo Consolidated Fire
Staff
Jozi Plut, City Clerk& Communications
Jennifer Rose, Economic Development& Housing Manager
Kellie Benz, Communications& Community Engagement, City Manager’s Office
Facilitator
Andy Pendoley, The Centre for Organizational Effectiveness 35 12
ContactInformation
Julia Mates, Mayor
[email protected]
Davina Hurt, Vice Mayor
[email protected]
Tom McCune, Councilmember
[email protected]
Gina Latimerlo, Councilmember
[email protected]
Robin Pang-Maganaris, Councilmember
[email protected]
Afshin Oskoui, City Manager
650-595-7408
[email protected]
City Hall
One Twin Pines Lane Belmont, CA
94002
650-595-7408
[email protected]
www.belmont.gov
AmericanswithDisabilitiesAct Statement In
compliance with the Americans with Disabilities Act
(ADA) of 1990,this document may be provided in other
accessible formats.
36