City Council Agenda
City of Campbell, 70 N. First St., Campbell, California NOTE: To protect our constituents, City officials, and City staff, the City requests all members of the public follow the guidance of the California Department of Health Services', and the County of Santa Clara Health Officer Order, to help control the spread of COVID-19.
Additional information regarding COVID- 19 is available on the City's website at www.campbellca.gov.
This City Council Special meeting will be conducted in person as well as telecommunication and is compliant with provisions of the Brown Act.
The City Council meeting will be live-streamed on Channel 26, the City's website and on YouTube https://www.youtube.com/user/CityofCampbell for those who only wish to view the meeting.
Those members of the public wishing to provide public comment virtually are asked to register in advance at: https://campbellca-
gov.zoom.us/j/84581324532?pwd=bjdHRU1IdG9tamg1dHVVNDU4RkFrQT09. Enter Webinar ID:
84581324532 and Passcode: 401435 After registering, you will receive a confirmation email containing information about joining the meeting. Members of the public may attend the meeting in person at Campbell City Hall - Council Chambers. If attending in person, face coverings and physical distancing will be required until further notice.
Public comment will also be accepted via email at [email protected] prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council. If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number.
SPECIAL MEETING OF THE CAMPBELL CITY COUNCIL
Thursday, February 24, 2022 8:30 AM
Campbell Community Center – Room Q80
1 W. Campbell Ave., Campbell, CA 95008
CALL TO ORDER
ROLL CALL
PUBLIC COMMENT
PRIORITY SETTING SESSION
1. Develop Fiscal Year 2022-23 Citywide Priorities
Recommended Action: That the City Council review Fiscal Year 2021-2 2 citywide priorities and receive updates on department workplans; and develop Fiscal Year 2022-23 citywide priorities.
ADJOURN
IMPORTANT NOTICE: Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packe t are available for publ ic inspection with the agenda packet
in the lobby of City Clerk’s Office, 70 N. First Street, Campbell, CA 95008, during normal business hours. These materials will also be available on the City website at https://www.ci.campbell.ca.us/agendacenter with the agenda packet following the last item of the agenda, subject to staff’s ability to post the documents prior to the meeting. All documents not posted prior to the meeting will be posted the next business day.
In compliance with th e Americans with Disabi lities Act, listening assistive devices are available for all meetings held in the City Council Chambers. If you require accommodation, please contact the City Clerk’s Office, (408) 866-2117, at least one week in advance of the meeting.
From: Jessica Blitchok
To: Web Distribution City Clerk
Subject: Fw: Templates for Secure Storage Ordinance
Date: Wednesday, February 16, 2022 4:43:13 PM
Attachments: Model Safe Storage Ordinance.10.1.19.pdf
Safe Storage Ordinance Proposal - Santa Clara County 2019.pdf
5.7.19 CA.Responsible Firearm Storage Laws Factsheet.WC.Final.pdf WARNING: This email originated from an external sender! Please do not open attachments or click on links unless you are certain it is legitimate.
Dusty,
Following up on the City Council meeting from last night (2/15/22), please include the request for a Secure Storage Ordinance on the Agenda for the priority session scheduled for 2/24/22.
Attached is my email from 2/4/22 including two sample Secure Storage Ordinances and a fact sheet about Secure Storage in California.
Do not hesitate to reach out with any questions.
Jessica
JESSICA BLITCHOK (She/her/hers)
----- Forwarded Message -----
From: Jessica Blitchok
To:
[email protected] <[email protected]> Sent: Friday, February 4, 2022, 10:30:45 AM PST
Subject: Templates for Secure Storage Ordinance
Hi Dusty,
Thanks again for talking to me yesterday about the next steps in bringing in a secure storage ordinance in front of the city council.
As we discussed, I am attaching a Model Secure Storage Ordinance as well as the language of the Secure Storage Ordinance adopted by Santa Clara County in 2019.
Palo Alto recently passed a Secure Storage Ordinance, as have Los Altos, and Los Altos Hills, and I am happy to get you the language of those ordinances as well. They are all very similar.
I am also attaching a fact sheet about Secure Storage laws in CA. This fact sheet was created in 2019 and research now shows that an estimated 5.2
million American children live in households with at least one loaded, unlocked firearm.
Please don't hesitate to reach out with questions.
Jessica
JESSICA BLITCHOK
(She/her/hers)
Pass Local Responsible Firearm Storage Laws in California People legally prohibited from having guns, people at risk of firearm suicide and children routinely gain access to firearms because those firearms are not stored in a secure and responsible manner. Whether the guns are taken from family or friends or stolen from strangers, much of the violence caused by unauthorized access to firearms can be prevented.
California has taken steps to address this by requiring people to responsibly store their firearms to prevent access by children and to keep guns out of the hands of prohibited persons. Localities can further encourage a culture of responsible gun storage by passing local responsible storage laws.
INTRODUCTION
Whether a result of children or other family members or friends getting access to firearms or others stealing them, unauthorized access to firearms is a major source of today’s gun violence.
An estimated 4.6 million American children live in households with at least one loaded, unlocked firearm.1 Every year, hundreds of American children gain access to firearms and unintentionally shoot themselves or someone else.2
Estimates suggest that between 200,000 and 500,000 guns are stolen from individuals each year.3 Access to a firearm also increases the risk of death by suicide. This elevated suicide risk applies not only to gun owners, but to all people in the household.4 In the case of children dying by firearm suicide, over 80 percent use a gun belonging to a family member.5
In up to 80 percent of incidents of gun violence on school grounds, shooters obtain their guns from their own home, a relative’s home or from friends.6
In all of these cases, these risks could be averted through simple steps by gun owners to secure their firearms in order to prevent unauthorized access.
KEY FINDINGS
States that enacted responsible firearm storage laws have seen reductions in firearm suicide rates and unintentional firearm death rates in children.7
Responsible firearm storage practices are associated with reductions in the risk of self-inflicted and unintentional firearm injuries among children and teens—up to 85 percent depending on the type of storage practice.8 Gun owners are significantly less likely to have a gun stolen if they store all of their guns locked and unloaded,9 yet more than half of gun owners do not store all of their guns responsibly.10 Nineteen states – including California - have some form of responsible firearm storage law.11 Over a dozen California cities, including San Francisco, Los Angeles, Oakland, and San Jose have also adopted responsible firearm storage ordinances.12
California’s statewide responsible storage law generally requires persons to store firearms responsibly in order to prevent access by persons legally prohibited from having guns and by children.13
RECOMMENDATIONS
Municipalities in California can pass local responsible storage ordinances that build upon current state law. These laws will give local officials another important tool to help prevent unauthorized access to firearms. Localities should also seek ways to build public awareness about responsible firearm storage.
1 Azrael D, Cohen J, Salhi C, Miller M. Firearm storage in gun -owning households with children: Results of a 2015 national survey. Journal of Urban Health. 2018; 95(3): 295-304. Study defined children as age under the age of 18. 2 For more information on unintentional shootings by children, see: everytownresearch.org/notanaccident . 3 For more information on stolen guns, see: everytownresearch.org/stolen-guns. The exact number of firearms stolen is difficult to determine because many stolen guns are not reported to law enforcement. Estimates included in this range are derived from the following sources:
Langton L. Firearms stolen during household burglaries and other property crimes, 2005 –2010. US Department of Justice. 2012. bit.ly/2D9ujOd; US Department of Justice 2012 Summary: Firearms reported lost and stolen. bit.ly/2D5qVnM; Cook PJ, Ludwig J. Guns in America: Results of a comprehensive national survey of firearms ownership and use. Police Foundation. 1996. 4 Anglemyer A, Horvath T, Ruth erford G. The accessibility of firearms and risk for suicide and homicide victimization among household members: A systematic review and meta -analysis. Annals of Internal Medicine. 2014; 160: 101–110. 5 Johnson RM, Barber C, Azrael D, Clark DE, Hemenway D. Who are the owners of firearms used in adolescent suicides? Suicide and Life- Threatening Behavior. 2010; 40(6): 609-611. Study defined children as under the age of 18. 6 Everytown for Gun Safety. Keeping Our Schools Safe: A Plan to Stop Mass Shootings an d End Gun Violence in American Schools. everytownresearch.org/reports/keeping -schools-safe. February 2019. 7 Gius M. The impact of minimum age and child access prevention laws on firearm -related youth suicides and unintentional deaths. The Social Science Journal. 2015; 52(2): 168-175; Webster DW, Vernick JS, Zeoli AM, Manganello JA. Association between youth -focused firearm laws and youth suicides. JAMA. 2004; 292(5): 594-601; Grossman DC, Mueller BA, Riedy C, et al. Gun storage practices and risk of youth suicide and unintentional injuries. JAMA: The Journal of the American Medical Association. 2005; 293(6): 707-714; Madhavan S, Taylor JS, Chandler JM, Staudenmayer KL, Chao SD. Firearm legislation stringency and firearm -related fatalities among children in the United States. Journal of the American College of Surgeons. 2019 Mar 27. pii: S1072-7515(19)30232- 7. 8 Grossman DC, Mueller BA, Riedy C, et al. Gun storage practices and risk of youth suicide and unintentional injuries. JAMA. 2005; 293(6): 707- 714. Study found households that locked both firearms and ammunition had an 85 percent lower risk of unintentional firearm de aths than those that locked neither.
9 Hemenway D, Azrael D, Miller M. Whose guns are stolen? The epidemiology of gun theft victims. Injury Epidemiology. 2017; 4(1): 11. 10 Crifasi CK, Doucette ML, McGinty EE, Webster DW, Barry CL. Storage practices of US gun owners in 2016. American Journal of Public Health . 2018; 108(4): 532-537.
11 CA, CT, DC, DE, FL, IL, IA, HI, MA, MD, MN, NV, NH, NJ, NC, RI, TX, VA, WA, WI. 12 Los Angeles Mun. Code Section 55.21; San Francisco Police Code Section 4512; Oakland Mun. Code Section 9.39; San Jose Mun. Code Section
10.32. 13 Cal Pen Code § 25000-25110; 25135.
MOMS DEMAND ACTION / EVERYTOWN FOR GUN SAFETY
Model Safe Storage Ordinance
RESPONSIBLE STORAGE
WHEREAS, unsecured guns may increase the likelihood of crime and violence through an increased risk of gun theft;
WHEREAS, each year, an estimated 200,000 to 500,000 guns are stolen, and many are funneled into the underground market;
WHEREAS, access to unsecured firearms contributes to gun violence among children and teens; WHEREAS, despite the safety risks, the majority of gun owners do not secure all of their firearms;
WHEREAS, contrary to popular belief, locking devices do not prevent owners from readily accessing their firearms;
WHEREAS, we are all safer when guns are stored unloaded, locked and separate from ammunition.
Sec. 1.
(a) As used in this section:
(1) “Firearm” means [state code reference].
(2) “Locked container” means a secure container that is fully enclosed and locked by a padlock, keylock, combination lock, or similar locking device. “Locked container” shall not include the utility or glove compartment of a motor vehicle. (3) “Locking device” means a trigger lock or other designed to prevent a firearm from functioning and, when applied to the firearm, renders the firearm inoperable. (4) “Unloaded” means without a cartridge
(i) in the chamber of the firearm;
(ii) in the cylinder of the firearm, if the firearm is a revolver; or (iii) in the magazine of the firearm, if any part of the magazine is in or affixed to the firearm.
(b) It shall be an offense for a person to store or keep any firearm on any premises unless the firearm is:
(1) Unloaded and in a locked container, or unloaded and affixed with a locking device; or (2) carried on the person, or is otherwise in the immediate possession, of an individual in accordance with all applicable laws.
(c) Subsection (b) shall not apply to:
(1) A firearm stored or kept on premises owned by or under the control of a law enforcement agency.
(2) A firearm stored or kept on the business premise of federally licensed firearms dealer. (d) A violation of subsection (b) is punishable by a fine not exceeding $1,000.
Date: February 22, 2022 To: Honorable Mayor and City Council From: Brian Loventhal, City Manager
Subject: Desk Item 1 - Council Priorities/Staff Workplan Updates On
February 24, the City Council will be conducting a Special Meeting to review the Fiscal Year 2021-2022 priorities and staff workplan updates. The Council will also be considering the City’s priorities for the upcoming 2022 - 2023 Fiscal Year (beginning on July 1). To assist the City Council in this discussion, staff has provided the following documents.
1. Matrix of the adopted FY 2022 priorities. This matrix also includes a status update on only the staff workplan items related to the listed priority.
2. Full update on all staff workplan items for FY 2022. This includes both priority related workplans and operational workplans.
3. St
rategic Plan Element. The Strategic Plan provides an overall framework for the objectives related to adopted Council priorities. This strategic plan was adopted with previous General Plan updates (last updated in 1999) and will be updated with the General Plan revisions in the coming year.
Seni
or Staff will be available at the special meeting to present the updates on the existing workplans and answer City Council ’s questions. As the Council transitions to discussing the upcoming priorities, staff will also be available to discuss and answer questions, including but limited to, workload capacity, staff coordination, and any challenges that may be presented.
Based on Council direction on the future priorities, staff will develop draft workplans for Council consideration as part of the FY 2023 budget development process.
CITY OF CAMPBELL MEMORANDUM
City Manager’s Office
FY 2022 City Council Priorities with Workplan Updates
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
Land Use/
Financial Health
Comprehensive Long-
Term Land Use Planning
• General Plan update
• H
ousing Element
• CM. Provide guidance and support for the General Plan revision process. Ongoing. General Plan and Housing
Element are proceeding on schedule. City Council
completed selection of potential housing sites an d
environmental review is proceeding.
• LEGAL. Assist Community Development with General
Plan and Housing Element Update. Completi on
expected in Spring of 2023. The existing draft of the
General Plan Elements have been reviewed, and advice
on v
arious elements have been provided. Awaiting final
version for review.
• LEGAL. Work with Community Development Department
to revise zoning ordinances for density bonus a nd
inclusionary housing, and to comply with Stat e
law. Awaiting direction from Community Development.
• LEGAL. Assist Community Development Department
with amending the City’s Camping Ordinance to allow
activities by public assembly uses in all zones. Awaiting draft from Community Development.
• LEGAL. Assist Community Development on
consideration of amnesty program for ADUs. Awaiting
di
rection from Community Development.
• LEGAL. Assist Community Development wit h
consideration of legalizing short -term rentals. Awaiting direction from Community Development
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
• Objective standards • LEGAL. Assist Community Development wit h implementation of objective standards for residential
dev
elopments. The proposed interim objective
standards have been reviewed. Waiting for draft of the f
inal standards from Community Development.
• COM. DEV. Continue to work with consultant on General Plan Update. Workplan effort combined with Housing
Element per Council direction in June 2021. Draft
General Plan Update reviewed by Council in September
2021. Consultant now starting EIR process. Final review and adoption of General Plan Update with Housi ng
Element targeted for end of 2022. Notice of Preparation w
ill be published in March 2022. Draft EIR t o be
published in summer 2022. Hearings on General
Plan/Housing Element adoption for end of 2022.
• COM. DEV. Work with consultant on Housing Element
revision. Workplan effort combined with General Pl
an
Update per Council direction in June 2021. Council
identified draft Housing Opportunity sites for EIR analysis on January 25, 2022, Hearing. Final review and adopti
on
of
Housing Element with General Plan Update targeted
for end of 2022. Notice of Preparation will be publish ed i
n March, 2022. Discussion of Housing Element Policies
in late spring 2022. Draft EIR to be published in summer 2022. Heari ngs on General Plan/Housing Element
adoption for end of 2022.
• COM. DEV. Work with City Attorney’s Office to revise
zoning ordinances to comply with State law. This
workplan item has not been completed. Informational
memo regarding 2021 state legislation updates provided
to Council on January 3, 2022. As outlined in the 20 22 Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
mid-year budget, CDD proposes to enfold this update
into a comprehensive zoning ordinance update that will
implement the General Plan/ Housing Element. Target
selection of consultan t by summer 2022.Target
completion of ordinance updates by spring/summer
2023.
• COM DEV. Continue to work with the consultant to
establish objective residential development standards
Draft Objective Standards received by consultant for
review by staff in fall 2021. As outlined in the 2022 mid- year budget, CDD proposes to enfold this update into a
comprehensive zoning ordinance update that will
implement the General Plan/Housing Element. Target
selection of consultant by summer 2022. Target
completion of o rdinance updates by spring/summer
2023.
• COM DEV. Work to develop ADU ordinance to allow
short term rentals
This workplan item has not bee n
completed. As outlined in the 2022 mid- year budget,
CDD proposes to enfold this update int o a
comprehensive zoning ordinance update that will
implement the General Plan/Housing Element. Target
selection of consultant by summer 2022. Target
completion of ordinance updates by spring / summer
2023.
• COM DEV. Consider an ADU amnesty program for
existing ADUs. This workpla n item has not be en
completed. As outlined in the 2022 mid- year budget,
CDD proposes to enfold this update int o a
comprehensive zoning ordinance update that will
implement the General Plan / Housing Element. Target Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
selection of consultant by summer 2022 . Target
completion of ordinance updates by spring/summer
2023.
• COM DEV. Continue to participate in the Plan Bay Area 2050 implementation process. Department staff has
continued to monitor and participate in the PBA 20 50
process. Letter sent on PBA 2050 Draft EIR in July 2021 commenting on Light Rail Planning. MTC/ABAG
adopted Plan Bay Area 2050 on October 2021. Staff
receives regular updates from ABAG staff on PBA 20 50
implementation as part of SCCAPO and Planni ng
Collaborative. Staff will track PBA 20 50 implementation f
or relevant grant funding and other actions that affect Campbell.
• COM DEV. Work with City Attorney to update the City’s density bonus and inclusionary ordinances This
workplan item has not been completed. As outlined in
the 2022 mid-year budget, CDD proposes to enfold this
update into a comprehensive zoning ordinance updat e
that will implement the General Plan / Housing Element.
Target selection of consultant by summer 2022. Target
completion of ordinance updates by spring/summer
2023.
• COM. DEV. Work with the City Attorney’s office to amend the City’s Camping Ordinance to allow activities in all zones with public assembly uses . Select edits to
Ordinance code identified but workplan item has not
been completed. As outlined in the 2022 mid -year
budget, CDD proposes to enfold this update into a
comprehensive zoning ordinance update that will
implement the General Plan/Housing Element. Target
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
• Legislation - Keeping the City Council
and community informed about State
legislation that would impact the City
and implement in a timely manner
selection of consultant by summer 2022. Target
completion of ordinance updates by spring/summer
2023.
• C
OM. DEV. Work with City Attorney to update the City’s
density bonus and inclusionary ordinances This
workplan item has not been completed. As outlined in
t
he 2022 mid-year budget, CDD proposes to enfold this
update into a comprehensive zoning ordinance update
t
hat will implement the General Plan / Housing Element.
Target selection of consultant by summer 2022. Target
completion of ordinance updates by spring/summer
2023.
• PW. Represent Campbell in long range regional
transportation planning efforts - Envision Silicon Valley and Plan Bay Area 2050 process. Ongoing
• PW. Assist with the implementation of the reissued Storm Water Municipal Regional Permit (MRP 3.0), includin g
necessary updates to the Green Infrastructure Plan. In
progress; City will be compliant with requirements of new permit by June 2022.
• CM. Coordinate tracking of State Legislation (that may impact City) with Legislative Subcommittee Completed
the 2021 Legislative Session. Legislative Sub-
Committee met on March 11, March 25, April 15, Ju ne
16, July 8, August 11, and August 20, 2021. T he
Legislative Sub- Committee also met February 18 t o
begin the 2022 legislative season.
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
Measure O
Implementation
• Continue to implement Measure O
projects
• CM. Provide overall coordination of Measure O police and library design process . Both projects have completed the 65% design stage; both will be complete by end of fiscal year.
An informational memorandum on the Library design was
shared with the City Council on January 10. Staff anticipates an informational memorandum in the coming weeks on the
Police building design.
• PW. Manage and implement Measure O design process and subsequent related work; complete design of Library and Police building projects. Both projects have completed the 65% design stage; both will be complete by end of fiscal year. • FIN. In coordination with City staff, the City’s Municipal Advisors, and other members of the financing team,
prepare to issue the remaining Measure O bonds
(estimated issuance July/August 2022) and establish a
Bond Oversight Comm ittee (by January 2022). Next
series of bonds for $30 million is tentatively scheduled to be issued July/August 2022 dependent on construction
schedules and interest rates. Work to start April 2022 relating to Preliminary Official Statement, Underwriter selection, Rating presentation,
• FIN. Collaborate with the City Council, Executive Team, Public Works, Police Department, and project consultants, to determine Furniture, Fixture, and Equipment (FFE)
requirements for the to- be-constructed new Police Station building and develop an adequate funding plan to support their timely acquisition. $3.9 million secured from State to fully fund Police Station FFE and other misc. items. Once new Sr. PW Project Manager comes aboard, Finance will work
with them, Police, and Public Works to more fully d evelop FFE needs and timing of purchases. Preliminary plans
already developed.
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
• LEGAL. Review/Draft Measure O construction contracts.
Completion expected in spring/summer of 2022. The
updated forms and specification are complete. Will review the contracts for each project as soon as they are available from Public Works Department.
• IT. Provide IT consultation regarding Measure O projects.
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
• Ongoing.
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
Fiscal Stability • Essential services, prioritize services and evaluate service level
adjustments
• Government efficiency
• REC. Modify service delivery model and develop
strategies to reduce general fund assistance. Executed
reduction in force and began restructuring department
organization chart in August 2021. Deployed automated
facility rental process in October 2021 to reduce the need for in person services to book facility. Continue to utilize recreation software and encourage customers to use online services to the greatest extent possible. Regularly monitor revenues and expe nditures and encourage expansion of
programs with increasing enrollment. Department’s reduction of General Fund need is on track to be significantly reduced this year, currently at $125,000 of GF support with summer registration expected to generate significant revenue.
• REC. Assist with the asset valuation and long- term
sustainability analysis of the Community Center campus.
Workplan item was meant to be deferred to next fiscal year and that it will be a joint effort with Finance and Public Works.
Was removed from other departments but not from
Recreation.
• FIN. Review current reserve policies and levels with City Council and develop recommendations for possible
modification (recommended at Fall 2021 Study
Session). Staff reviewed reserve policies with Finance Sub- Committee on January 21, 2022. Will provide a further update along with potential revisions for Council to consider on March 1, 2022.
• FIN. Evaluate long-range financial forecasting methodologies and determine whether improvements could be made. Staff continues to refine its 7- year financial forecast using all economic data available. As part of this effort, staff brought on a new sales tax consultant (HdL) as well as a property tax consultant (HdLCC) (for the first time) to assist in generating high quality forecasts for the City’s top two revenue
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
sources. Staff also stays current on economic forecasts provided by leading economists in California.
• FIN. Evaluate and discuss with City Council potential new revenue measures. Will start discussion process with Council on March 1, 2022, to determine interest in placing revenue measures on the November 2022 ballot. Key milestone dates will be discussed if there is Council interest in placing revenue measures.
• FIN. Continue to provide City Council with monthly Fiscal Updates starting no later than September 2021. Ongoing.
Staff has provided monthly and quarterly updates to Council since September 2021 as requested.
• HR. Work with Liebert Cassidy Whitmore on successor labor contract negotiations with CPCEA, CMEA, and CARP. Meet and confer with CPOA. Completed. New agreements
reached with all groups, except Carpenters.
• PW. Inspect and accept Streetlight LED conversions
completed by the ESCO project. Field work complete;
inventory updates to be completed by June 2022.
• PW. Implement water conservation strategies including turf area reductions. Ongoing; may begin turf conversion sites this spring pending additional grant funding.
Financial Recovery • Long term financial planning
• Help business recovery
• Evaluate the provision of Economic Development services and consider alternatives. Ongoing. Short term plan was presented to approved by the City Council on January 18, 2022.
Strategic
Objectives
Council
Recommended
Priorities
Comments by Council
Members Status
• FIN. Evaluate Business License systems and operations, develop improvements to better ser ve the business
community, and collaborate with the Economic Development Division to improve data usefulness and report capabilities so as to enhance timely understanding of the City’s business climate. Evaluation process underway which includes
examination of both systems and processes in coordination between Finance, Community Development, Economic
Development, and other internal stakeholders. Staff is in the process of examining 3 competing business license
systems. Will provide an update on evaluation process at the March 15, 2022, Council meeting.
Open Space/
Cultural/
Historical
Open Space • Maintain parks, playgrounds, and
trails
• Comp
lete new park projects such as
the JDM project
• PW. Manage, design, and Implement bicycle and pedestrian enhancements and safety improvements. Projects planned for FY22 will be completed.
• PW. Complete design and construction of the Campbell Park improvements. Design complete and project awarded in
January 2022. Completion scheduled for October 2022.
• PW. Complete construction of the all-inclusive playground at John D. Morgan Park. (Budd Ave. side. Project acceptance Nov 2021; dedication event in December 2021.
• PW. Complete approved Capital Improvement Projects,
including the Campbell Park pathway, Community Center
Track resurfacing, and street crack sealing projects. Plans and Specs approved by Council 2/1/22. Project currently out to bid. Scheduled completion by end of fiscal year.
• PW. Complete and accept all cost saving measures related to the Energy Savings Improvements (ESCO) Project. In
progress, scheduled to be completed by June 22.
Council Priorities Session
All Major Workplan Items – Status Update
(Including operational needs)
CI
TY MANAGER
Administration: 510
• Provide overall coordination of Measure O police and library design process [Council Priority-Measure O Implementation]
Status: Both projects have completed the 65% design stage; both will be complete by end of fiscal year. An informational memorandum on the Library design was shared with the City Council on January 10. Staff anticipates an informational memorandum in the coming weeks on the Police building design.
• Coordinate, plan and staff the State of the City event. [Operational Need] Status: Completed. State of the City conducted on September 17, 2021. • Coor
dinate tracking of State Legislation (that may impact City) with Legislative Subcommittee [Council Priority – Comprehensive Long-Term Land Use Planning] Status: Completed the 2021 Legislative Session. Legislative Subcommittee met on March 11, March 25, April 15, June 16, July 8, August 11 and August 20, 2021.
• Pr
ovide guidance and support for the General Plan revision process [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Ongoing. General Plan and Housing element are proceeding on schedule. City Council completed selection of potential housing sites and environmental review is proceeding.
• Dev
elop and implement reopening City Hall plan [Operational need] Status: Completed. City Hall open February 22, 2022. • Evaluate the provision of Economic Development services and consider alternatives [Council Priority – Comprehensive Long- Term Land Use Planning – Financial Recovery]
Status: Ongoing. Short term plan was presented to approved by the City Council on January 18, 2022.
Information Technology: 547
• Continue public meeting recording and management. [Operational need] Status: Ongoing
Challenges: Cross training other staff members
• Replace public meeting video and recording systems. [Operational need]
Status: Complete
• Provide public GIS access to permit and building information. [Operational need]
Status: Complete
Challenges: Product licensing challenges
• PD - Upgrades related to DOJ mandates (NIBRS). [Operational need]
Status: Ongoing
Challenges: Software provider delays
• PD - Deploy DOJ mandated RIPA Application [Operational need]
Status: Complete
• Provide IT consultation regarding Measure O projects. [Council Priority – Measure O Implementation]
Status: Ongoing
Move all user data to the Cloud (IaaS). [Operational need]
Status: Ongoing. On Schedule: Completion date set for April 2022
• Deploy PRA automation for City Clerk’s Office [Operational need]
Status: Ongoing
Challenges: City Clerk priorities and staffing limitations
Human Resources: 515
• Work with Liebert Cassidy Whitmore on the CalPERS hourly exclusion determination [Operational Need]
Status: Ongoing
• Develop plan to fill key leadership positions with a strategic approach [Operational Need] Status: Ongoing. Succession planning for each Department is underway.
• Work with Liebert Cassidy Whitmore on successor labor contract negotiations with CPCEA, CMEA, and CARP. Meet and confer with CPOA [Council Priority – Fiscal Stability and Operational Need]
Status: Completed. New agreements reached with all groups in the Fall of 2021, except Carpenters.
CITY CLERK: 511
• Review & implement electronic filing system for the Conflict of Interest Form 700, as well as possible implementation for all other campaign filing statement forms. [Operational Need]
S
tatus: The City Clerk’s Office has completed the research, procurement, and implementation of the electronic Form 700 system with DisclosureDocs. As of 2/15/22, 50% of the required filers have filed electronically for the City, this includes the required consultants. This system has greatly improved the compliance for the City in meeting this filing requirement. This system also helps the City Clerk’s Office better and more consistently communicate and gain the compliance of those who are required to complete the AB1234 Ethics Trainings (elected officials and
B
oard & Commission members). The City Clerk’s Office is now working with the Departments and the Human Resources Department to improve communication and tracking of those employees who are required to file Assuming and Leavi ng O
ffice Form 700 Statements as employees are onboarded and offboarded to the organization.
I
n furtherance of this workplan item, the City Clerk’s Office also researched, procured, and implemented the CampaignDocs system, which allows elected officials and those election candidates to file their Officeholder and Committee Campaign Statements online. This electronic system improves the ability of those required to file to do so more accurately and timely. It improves the Clerk’s Office communication to those required to file and improved the redaction and online postings as required by law. The City of Campbell has a very limited number of individuals who use this system, and the Clerk’s Office is still learning as well. It is the Clerk’s Office intention to encourage the use of this online filing system for those candidates running in the 2022 General Election.
• W
ork with consultant to update City Council election districts based on the 2020 Census and consider related governance issues. [Operational Need] S
tatus: The City Clerk’s Office began work on the Redistricting process in July 2021 completing the procurement of NDC, Inc. as the City’s consultant gui de dur
ing this process. In August 2021, Council voted to forgo the use of an Independent Redistricting Commission and have Staff lead the outreach process.
The City Clerk’s Office has managed the Community Outreach Plan including:
P
ublic messaging via all social media platforms used by the City Dedicated Redistricting webpage with routine postings and updates, Public hearing notices and press releases in English and Spanish to all neighborhood groups, school districts, church groups, non-profits O
nline interactive tools such as a dedicated redistricting email address Multiple mapping tools on the dedicated Redistricting webpage
Staffing informational booths at the Campbell Farmer’s Market on a Sunday, and the Oktoberfest on a Saturday
Held one Public Workshop on a Saturday to assist interested individuals with drawing a draft map
A
s of 2/15/22, the City Clerk’s Office authored five Staff Reports, managed three public hearings, and managed all of the public comments and draft maps submitted. The City Clerk’s Office also coordinated all of this information NDC, Inc. ensuring compliance with Federal and State Law and demographic analysis on the 2020 U.S. Census results as well as on each draft map submitted. M
oving forward, the City Clerk’s Office will be completing the final required public hearing, completing the draft map process, and drafting an ordinance for Council consideration and formal adoption. This process will be completed by the statutory deadline of April 17, 2022. Following adoption of the final district map and ordinance, the City Clerk’s Office will ensure proper notification to the Registrar of Voters Office and other required agencies. In addition, the City Clerk will ensure the newly adopted District map is implemented in all election materials, GIS mapping software tools, on the City’s website, and will investigate ways in which to fully incorporate this map across the City.
The f
inal piece of this workplan item is to consider related governance issues, the City Clerk assisted in drafting and presenting the City Council Policy relating to the rotation of the Mayor and Vice Mayor. Following the final adoption of the district boundary map, the City Council has directed Staff to bring forward a policy relating to governing citywide vs. by district; which is something Council may want to consider implementing in a larger Council Policy Procedure Manual. • W
ork with IT to implement an automated public records request system. [Operational Need]
S
tatus: The City Clerk’s Office has met with the IT Department and ECS, Inc. (Laserfische) on a number of occasions to investigate the current abilities of Laserfische to operate as an automated public records request system. The City Clerk’s Office in partnership with IT and ECS, envisioned and mapped out the requirements for a system to be created by ECS which would include a web portal for customers, a payment portal for records requests where applicable, automatic notifications to staff, automatic responses to requestors, public records requests logs and tacking abilities, automatic reminders, redaction capabilities, and repositories for record keeping purposes without duplicating City records where it is not appropriate to do so. The City Clerk’s Office is still pending cost and timeli ne
es
timates for this project with ECS.
C
hallenges: However, there are multiple vendors that provide this servic e (
JustFOIA and NextRequest), so as a part o f this workplan item the City Clerk’s Office is investigating alternative systems for this purpose and reviewing quotes for Out- of-the-Box solutions. An Out -of-the-Box solution could be simpler to design/customize, implement, and train Citywide staff. As part of implementation of this system, the City Clerk’s Office will need to train Administrative Staff within each Department to act as a records liaison for their department and to participate
in the system by gathering records, reviewing for redactions, and providing the necessary documents to the City Clerk’s Office for release and formal response.
This workplan item has begun, but most likely will not be completed within the FY 21/22 budget year, it is anticipated to be completed in the FY22/23 budget y ear.
Depending on the ongoing costs of either the Laserfische system enhancements or an Out -of-the-Box solution, a request for additional funding in the IT Pool account or in the City Clerk’s Office budget may be necessary. • R
eview, coordinate, and implement a revised records retention schedule and procedures with potential software updates to the Laserfische system. [Operational Need] S
tatus: The City Clerk’s Office has not yet begun work on this workplan item and w
ill not be able to do so until the FY22/23 budget year. This workplan item contains multiple phases, which are identified below for illustrative purposes, and broken out over multiple years. This workplan item will require extensive support from the City Attorney’s Office which will impact the legal fees account significantly.
However, there are also records program consultants used in the City Clerk fiel d
t
o assist organizations in drafting and revising their retention schedules as well as provide draft policies and procedures that are updated and legal. The City Clerk’s Office will need to investigate these options and compare the costs and timeline estimates with what can be accomplished through the use of the City Attorney’s Office. In addition, the City Clerk’s Office staff may require additional training from the National Association of Government Archives & Records Administrators on best practices, policies and procedures, and updated technologies available in the industry. These costs have not yet been identified but are expected to be minimal. C
hallenges: It should be noted that this workplan item does not just impact the Cit
y Clerk’s Office or the City Attorney’s Office, it will also impact each City Department as a thorough review of the records they each generate and how they are maintained will need to be included to ensure the best work product. • A
draft outline of this workplan item is presented below for illustrative purposes. Fiscal Year 22/23
Identify the best resource and cost for reviewing and updating the records retention schedule (either City Attorney or outside consultant) C
omplete contracting work as necessary with any identified consultant Research and attend any necessary Staff training opportunities Meet with identified resource to develop a project plan Begin work to investigate what records each department is generating and how they are maintained
Fiscal Year 23/24
Complete investigative work on the records each department is generating and how
they are maintained
Re
view and Revise City retention schedule with formal Council adoption Develop policies and procedures in line with best practices and formal Council adoption if necessary
R
eview and identify current technologies for records retention and investigate improvements or new technology needs where necessary
Fi
scal Year 24/25
Develop City Staff records trainings
Assist City Departments with destruction of records that have been identified per the updated retention schedule: hold citywide shredding events I
dentify records that need to be maintained and best method to do so for each Department
I
nvestigate best methods for digitizing records holdings and physical storage needs for each Department with possible coordination with the Cit
y’s Museum
RECREATION
Administration: 524
• Modify service delivery model and develop strategies to reduce general fund assistance. [Council Priority – Fiscal Stability and Recovery] Status: Executed reduction in force and began restructuring department organization chart in August 2021. Deployed automated facility rental process in October 2021 to reduce the need for in person services to book facility. Conti nue to utilize recreation software and encourage customers to use online services to the greatest extent possible. Regularly monitor revenues and expenditures and encourage expansion of programs with increasing enrollment. Department’s reduction of General Fund need is on track to be significantly reduced this year, currently at $125,000 of GF support with summer registration expected to generate significant revenue.
Challenges: Strategies to reduce the general fund assistance include t he reorganization of the department which will mean not always replacing future vacant positions with the exact position but possibly with another classification to meet strategic long- term goals. Communicate the need to be adaptable to personnel changes and classification changes will continue to be a challenge. • Assist with survey of Community Center Buildings for Hazardous Materials. Status: Anticipate RFP to be completed prior to the end of the fiscal year.
Challenges: Workplan item is a joint effort with Public Works Building Maintenance. Staffing resources and other higher priority projects have taken precedent over this workplan item.
Campbell Community Center: 527
• Assist with the asset valuation and long- term sustainability analysis of the Community Center campus. [Council Priority – Fiscal Stability and Recovery]
Status: Workplan item was meant to be deferred to next fiscal year and that it will be a joint effort with Finance and Public Works. Was removed fro m other departments and not Recreation.
FINANCE
Accounting Services: 535
• In coordination with City staff, the City’s Municipal Advisors, and other members of the financing team, prepare to issue the remaining Measure O bonds (estimated issuance July/August 2022) and establish a Bond Oversight Committee (by January 2022). [Council Priority - Measure O Implementation]
Status: Next series of bonds for $30 million is tentatively scheduled to be issued July/August 2022 dependent on construction schedules and interest rates. Work to start April 2022 relating to Preliminary Official Statement, Underwriter selection, Rating presentation, Bond strategy, and obtaining necessary Council approvals.
Staff will work with the City financial advisor (NHA) and other members of the financing team to perform this work.
Challenges: Staff capacity given budget work, but last issuance was also done during same period and during initial stages of COVID. July/August 2022 issuance is doable despite competing priorities.
• Collaborate with the City Council, Executive Team, Public Works, Police Department, and project consultants, to determine Furnitur e, Fixture, and Equipment (FFE) requirements for the to -be-constructed new Police Station building and develop an adequate funding plan to support their timely acquisition. [Council Priority - Measure O Implementation]
Status: $3.9 million secured from State to fully fund Police Station FFE and other misc. items. Once new Sr. PW Project Manager comes aboard, Finance will work with them, Police, and Public Works to more fully develop FFE needs and timing of purchases. Preliminary plans already developed.
Challenges: Staff will need to ensure that it stays under the $3.9 million State grant given inflationary and supply chain factors and that it spends State funds by June 30, 2024.
• Evaluate Business License systems and operations, develop improvements to better serve the business community, and collaborate with the Economic Development Division to improve data usefulness and report capabilities so as to enhance timely understanding of the City’s business climate. [Council Priority – Financial Recovery and Operational Need]
Status: Evaluation process underway which includes examination of both systems and processes in coordination between Finance, Community Development, Economic Development, and other internal stakeholders. Staff is in the process of examining 3 competing business license systems. Will provide an update on evaluation process at the March 15, 2022 Council meeting. Challenges: $61,000 budgeted in FY 2022 for a new business license system. If special customization is required to integrate with City GIS or building permit systems, additional funding may be necessary. Nevertheless, any additional funding may also be included in FY 2023 Proposed Budget. • Review current reserve policies and levels with City Council and develop recommendations for possible modification (recommended Fall 2021 Study Session). [Council Priority – Fiscal Stability and Financial Recovery] Status: Staff reviewed reserve policies with Finance Sub-Committee on January 21, 2022. Will provide a further update along with potential revisions for Council to consider on March 1, 2022.
Challenges: If new reserves are created or current reserve levels increased, will need to ensure ongoing funding sources to meet reserve targets. • Evaluate long- range financial forecasting methodologies and determine whether improvements could be made . [Council Priority – Fiscal Stability and Financial Recovery]
Status: Staff continues to refine its 7- year financial forecast using all economic data available. As part of this effort, staff brought on a new sales tax consultant (HdL) as well as a property tax consultant (HdLCC) (for the first time) to assist i n generating high quality forecasts for the City’s top two revenue sources. Staff also stays current on economic forecasts provided by leading economists in California. Challenges: Analytical and staffing capacity to digest economic data and all factors timely that go into preparing high quality forecasts. • Evaluate and discuss with City Council potential new revenue measures . [Council Priority – Fiscal Stability and Financial Recovery]
Status: Will start discussion process with Council on March 1, 2022 and s ee whether interest in placing revenue measures on the November 2022 ballot. Key milestone dates will be discussed if there is Council interest in placing revenue measures.
Challenges: Staff capacity to prepare all items necessary to place rev enue measures on the ballot given competing priorities. Funding necessary to obtain polling and other ballot measure consultants. Election costs would also need to be programed into FY 2023 Proposed Budget.
• Continue to provide City Council with monthly Fiscal Updates starting no later than September 2021. [Council Priority – Fiscal Stability]
Status: Ongoing. Staff has provided monthly and quarterly updates to Council since September 2021 as requested.
Challenges: Analytical and staffing capacity to prepare meaningful monthly updates. Staff recommends that only quarterly updates be prepared in the future unless there are major updates that Council should be aware of. As staff transitions to online financial reports next fiscal year ( FY 2023) with ClearGov, Council and the public will also have more readily available financial information to review when it is most convenient for them to review such data.
COMMUNITY DEVELOPMENT
Community Development: 550
• Continue to refine the on-line application and permit tracking system [Operational need]
Status: Staff conducts weekly meetings to assess: Quicker fixes to resolve bugs and create efficiencies in the system. Identify workplan for a broader upgrade to the system – identified as MGO 2.0. Staff will provide MGO with collective list of quicker fixes by March/April. Develop broader workplan and upgrade (MGO 2.0) by late spring early summer – for FY 23. Quick Fixes – April MGO 2.0 Workplan - June
• Continue to participate in the Plan Bay Area 2050 implementation process [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Department staff has continued to monitor and participate in the PBA 2050 process. Letter sent on PBA 2050 Draft EIR in July 2021 commenting on Light Rail Planning. MTC/ABAG adopted Plan Bay Area 2050 on October 2021.
Staff receives regular updates from ABAG staff on PBA 2050 implementation as part of SCCAPO and Planning Collaborative. Staff will track PBA 2050 implementation for relevant grant funding and other actions that affect Campbell.
Current Planning: 551
• Work with City Attorney to update the City’s density bonus and inclusionary ordinances [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: This workplan item has not been completed. As outlined in the 2022 mid-year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the General Plan / Housing Element.
Target selection of consultant by summer 2022. Target completion of ordinance updates by spring/summer 2023.
• Work with City Attorney to update the City’s density bonus and inclusionary ordinances [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: This workplan item has not been completed. As outlined in the 2022 mid- year budget, CDD proposes to enfold this update into a comprehensive zoning
ordinance update that will implement the General Plan / Housing Element. Target selection of consultant by summer 2022. Target completion of ordinance updates by spring/summer 2023.
• W
ork with the City Attorney’s office to amend the City’s Camping Ordinance to allow activities in all zones with public assembly uses [Council Priority – Comprehensive Long Term Land Use Planning]
Status: Select edits to Ordinance code identified but workplan item has not been completed. As outlined in the 2022 mid-year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the General Plan/Housing Element. Target selection of consultant by summer 2022.
Target completion of ordinance updates by spring/summer 2023.
Policy Development: 552
• C
ontinue to work with consultant on General Plan Update. [Council Priority - Comprehensive Long-Term Land Use Planning]
Status: Workplan effort combined with Housing Element per Council direction in J
une 2021. Draft General Plan Update reviewed by Council in September 2021.
Consultant now starting EIR process. Final review and adoption of General Pl an U
pdate with Housing Element targeted for end of 2022. Notice of Preparation will be published in March, 2022. Draft EIR to be published in summer 2022. Hearings on General Plan/Housing Element adoption for end of 2022. • W
ork with consultant on Housing Element revision. [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Workplan effort combined with General Plan Update per Council direction in June 2021. Council identified draft Housing Opportunity sites for EIR analysis at January 25, 2022 Hearing. Final review and adoption of Housing Element with General Plan Update targeted for end of 2022. Notice of Preparation will be
publ
ished in March, 2022. Discussion of Housing Element Policies in late spri ng 2022.
Draft EIR to be published in summer 2022. Hearings on General Plan/Housing Element adoption for end of 2022.
• Co
ntinue to work with the consultant to establish objective residential development standards [Council Priority – Comprehensive Long-Term Land Use Planning] Status: Draft Objective Standards received by consultant for review by staff in f
all 2021. As outlined in the 2022 mid-year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the G
eneral Plan/Housing Element. Target selection of consultant by summer 2022.
Target completion of ordinance updates by spring/summer 2023. • W
ork to develop ADU ordinance to allow short term rentals [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: This workplan item has not been completed. As outlined in the 2022 mid- year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the General Plan/Housing Element. Target selection of consultant by summer 2022. Target completion of ordinance updates by spring / summer 2023.
• C
onsider an ADU amnesty program for existing ADUs [Council Priority – Comprehensive Long-Term Land Use Planning]
S
tatus: This workplan item has not been completed. As outlined in the 2022 mid- year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the General Plan / Housing Element. Target selection of consultant by summer 2022. Target completion of ordinance updates by spring/summer 2023.
• W
ork with City Attorney’s Office to revise zoning ordinances to comply with State law. [Council Priority – Comprehensive Long-Term Land Use Planning] Thi
s workplan item has not been completed. Informational memo regarding 2021 s
tate legislation updates provided to Council on January 3, 2022. As outlined in the 2022 mid- year budget, CDD proposes to enfold this update into a comprehensive zoning ordinance update that will implement the General Plan/ Housing Element. Target selection of Consultant by summer 2022.Target completion of ordinance updates by spring/summer 2023.
Housing Assistance: 557
• Work with consultant to evaluate certification compliance and recommend any necessary enforcement action to the City Council. [Operational Need] S
tatus: A review of compliance actions regarding the Housing program were considered by Council at its November 17, 2021 Executive Session. P er Council direction, the County’s consultant, House Keys, is pursuing enforcement of compliance areas. Ongoing.
• E
valuate options for administering the City’s housing program. [Operational Need] S
tatus: The Department will present to Council identified program improvements to the Housing program at the March 15, 2022 Council meeting.
As outlined in the 2022 mid-year report, CDD is obtaining services from a n
out
side Housing consultant to provide a broader audit and recommendations on i
mproving the Housing program. March 15, 2022 Council Meeting – review of Housing Program. Target hiring of housing consultant by May/June 2022.
LEGAL SERVICES
Legal Services: 560
• Assist Community Development with General Plan and Housing Element Update . [
Council Priority – Comprehensive Long-Term Land Use Planning] Status: Completion expected in Spring of 2023. The existing draft of the General Plan Elements have been reviewed, and advice on various elements have been provided. Awaiting final version for review.
• A
ssist Community Development with implementation of objective standards for residential developments. [Council Priority – Comprehensive Long-Term Land Use Planning] S
tatus: The proposed interim objective standards have been reviewed. Waiting f
or draft of the final standards from Community Development • R
eview/Draft Measure O construction contracts . [Council Priority – Measure O implementation]
S
tatus: Completion expected in spring/summer of 2022. The updated forms and specification are complete. Will review the contracts for each project, as soon as they are available from Department.
• W
ork with Community Development Department to revise zoning ordinances for density bonus and inclusionary housing, and to comply with State law. [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Awaiting direction from Community Development. • A
ssist Community Development Department with amending the City’s Camping Ordinance to allow activities by public assembly uses in all zones. [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Awaiting draft from Community Development.
• A
ssist Community Development on consideration of amnesty program for ADUs. [Council Priority – Comprehensive Long-Term Land Use Planning]
Status: Awaiting direction from Community Development. • A
ssist Community Development with consideration of legalizing short -term rentals . [
Council Priority – Comprehensive Long-Term Land Use Planning] S
tatus: Awaiting direction from Community Development.
• W
ork with Council subcommittee on process for priority scheduling. [Operational Need] S
tatus: Completed revised worklist format 10/18/21 at direction of subcommittee.
PUBLIC WORKS/Engineering
Administration: 701
• Manage and implement Measure O design process and subsequent related work; complete design of Library and Police building projects . [Council Priority - Measure O Implementation]
Status: Both projects have completed the 65% design stage; both will be complete by end of fiscal year.
• Represent Campbell in long range regional transportation planning efforts - Envision Silicon Valley and Plan Bay Area 2050 process . [Council Priority - Comprehensive Long-Term Land Use Planning]
Status: Ongoing
• Complete revisions to specifications and contract document requirements in coordination with the City Attorney. [Operational Need]
S
tatus: Front-end specs complete; detail designs – 80% complete.
Environmental Programs: 715
• Provide support to the West Valley Solid Waste and West Valley Clean Water JPA’s . [Operational Need]
S
tatus: Ongoing
• Coordinate and support efforts to implement the requirements of SB 1383. Status: City has met obligations required by SB 1383 as of 1/1/22. Continui ng work in conjunction with the WVSWMA and WVC&R.
Transportation Engineering: 720
• Review and consider revisions to the City’s Traffic Calming Policy. [CIP Support] Status: Not completed.
Challenges: Dependent on filling Administrative Analyst ( formerly Senior Tech) position.
• Manage, design, and implement traffic calming improvements. [CIP Support] Status: Some areas complete, ongoing effort.
• Manage grant funds as provided through VTA and other granting agencies. [CIP Support] Status: Some grants complete; ongoing effort.
• Manage the construction of the Citywide ITS Enhancements Project. [CIP Support]
Status: Complete.
• Manage, design, and Implement bicycle and pedestrian enhancements and safety improvements. [Council Priority – Open Space]
Status: Projects planned for FY22 are (will be) complete.
Engineering: 730
• Implement the Annual Street Maintenance Program . [CIP Support] Feb 2022 (PS&E approval)
Status: Complete; project for FY22 approved by Council 2/1/22.
• Complete design and construction of the Campbell Park improvements. [Council Priority – Open Space] July 2021 (PS&E approval)
Status: Design complete and project awarded in January 2022. Completion scheduled for October 2022.
• Complete construction of the all-inclusive playground at John D. Morgan Park. (Budd Ave. side) [Council Priority – Open Space]
Status: Project acceptance Nov 2021; dedication event in December 2021.
• Complete the design of the Harriet Avenue Sidewalk project. [CIP Support] October 2021 (PS&E approval)
Status: Design completed October 2021; utility location in progress; City construction contract to begin in March 2022.
• Manage, design, and implement approved Capital Improvement Projects.
Status: Ongoing.
• Update Standard Plans and Specifications for Public Works Construction. [Operational Need]
Status: Front-end specs complete; detail designs – 80% complete. • Support, review, and implement small-cell wireless projects. [Operational Need]
Status: Several applications in progress; all moving forward consistent with mandated turnaround times.
• Maintain streetlight inventory and assist with street lighting needs for projects . [CIP Support]
Status: Ongoing; inventory being updated consistent with ESCO updates (LED conversions).
• Review and update City of Campbell Quality Assurance Plan (QAP) in compliance with Federal Highway Administration and Caltrans. [Operational Need]
Status: in progress; scheduled to be completed by end of FY22.
Land Dev./Environmental Progs.: 740
• Assist with the implementation of the reissued Storm Water Municipal Regional Permit (MRP 3.0), including necessary updates to the Green Infrastructure Plan. [Council Priority - Comprehensive Long-Term Land Use Planning]
Status: In progress; City will be compliant with requirements of new permit by June 2022.
PUBLIC WORKS/Maintenance
Maintenance Admin.: 745
• Complete the acquisition and installation of a new Traffic Signal & Lighting Modular Building at the Service Center. [CIP Support]
Status: On hold pending staff vacancies.
Vehicles & Equipment: 750
• Complete approved vehicle & equipment purchase and lease acquisitions . [Operational Need]
Status: Completed all approved vehicle procurements for FY22.
Street Maint.: 760
• Complete approved Capital Improvement Projects, including the Campbell Park pathway, Community Center Track resurfacing, and street crack sealing projects. [Council Priority – Open Space]
Status: Plans and Specs approved by Council 2/1/22. Project currently out to bid.
Scheduled completion by end of fiscal year.
Signals & Lighting: 770
• Support downtown holiday decorations and events. [Operational Need]
Status: Ongoing; completed for FY22.
• Inspect and accept Streetlight LED conversions completed by the ESCO project. [Council Priority – Fiscal Stability and CIP Support]
Status: Field work complete; inventory updates to be completed by June 2022.
Park Maintenance: 750
• Implement water conservation strategies including turf area reductions. [Council Priority – Fiscal Stability]
Status: Ongoing; may begin turf conversion sites this spring pending additional grant funding.
• Complete scheduled tree trimming services for two Maintenance Zones . [Operational Need]
Status: Ongoing; all work scheduled for FY22 is complete.
Building Maintenance: 760
• Perform a CASP review for citywide ADA compliance. [Operational Need] S
tatus: Not complete.
C
hallenges: Project delayed due to building maintenance staffing issues. • Complete approved special projects for City buildings. [CIP Support] • Complete and accept all cost saving measures related to the Energy Savings Improvements (ESCO) Project. [Council Priority – Fiscal Stability] Status: In progress; scheduled to be completed by June 22. campbell Strategic Plan Element & Objectives
1.0land Use
7. A Balanced small town.
2 Land-Use patterns that minimize conflicts.
3. Availability of a range of housing types.
4. Identifiable City boundaries.
5. An attractive community with an enhanced image.
6. Interconnected neighborhoods and community resources.
7. An economically diverse and viable community.
8. A vibrant downtown that serves as the focal point of the community
2.0 Financial Health
7. Up-to-date, effective financial management.
2 A diversified and reliable revenue base.
3. Effective City services at appropriate service levels, using resources in the most cost-efficient manner.
3.0 TransP-ortation
7. Safe residential neighborhoods.
2 Economically viable shopping areas.
3. Streets that safely and comfortably accommodate pedestrians and bicycles.
4. Streets that are safe, clean and well maintained.
5. Regional improvements that meet the transportation needs of Campbell residents and businesses.
6. Streets that serve the needs of adjacent land uses.
7. Streets that operate efficiently and effectively.
8. Local serving streets that reflect a "small-town" atmosphere.
4.0 Public Safety
7. An improved feeling of safety within the community.
2 Reduced crime and calls for service.
3. An effective working relationship with other governmental and social agencies that enables the City to attack the causes of crime.
4. A reduced number of traffic accidents and associated injuries.
5. An effective emergency preparedness program.
5.0 Community Services/ Recreation
7. Leisure services that enhance community health and opportunities for interaction. 2 Enhanced recreational opportunities for Campbell residents.
3. Safe, attractive, and efficient parks and buildings that operate for maximum community use, benefit and enjoyment.
4. Information and referral services that locate programs and services not directly provided by the City.
5. Effective working relationships with local schools and service organizations that enable us to address the needs of at risk youth.
6. Increased financial self-reliance of the City's Recreation and Community Services Department to support programs and services.
7. Enhanced community spirit, pride, activities and interaction among Campbell citizens and partnerships with local community groups, service organizations, agencies and private parties to assume co-sponsorship of community spirit events and activities.
6.0 QP-en SP-ace/Cultural/Historical
7. Sufficient open space to meet the needs of the community and partnerships with schools and other special districts for public use of open space lands.
2 Additional open space in each of the areas identified as deficient in the open space element of the City's General Plan.
3. A balance of active and passive uses for the City's open space areas.
4. Sufficient locally originated historic and cultural activities/opportunities in the community.
7.0 Environmental PrQgrams
7. Extend life of landfill space through increased recycling and conservation efforts. 2 Programs to prevent illegal disposal of hazardous waste materials. <'":::.'.'\ {.; City of Campbell, CA I Budget Book 2022 ·•,.�····· Page30
To: Honorable Mayor and City Council
Date: February 23, 2022
From: Dusty Christopherson, City Clerk
Via: Brian Loventhal, City Manager
Subject: Desk Item 1 – Develop Fiscal Year 2022-23 Citywide Priorities
Enclosed please find Desk Item 1 – Develop Fiscal Year 2022 -23 Citywide Priorities. This desk item includes correspondence received through February 23, 2022 . This Desk Item will be added to the public agenda packet online.
City of Campbell
MEMORANDUM
City Clerk’s Office
From: Diana Johnson
To: Dusty Christopherson
Subject: FW: Letter for Priority Goal Session 2/24/22 City Council Date: Thursday, February 24, 2022 9:28:14 AM
Attachments: 2-24-22 Campbell CAP Letter.pdf
Warm Regards,
Diana Johnson
City Manager’s Office
City of Campbell
From: Stephanie Morris < >
Sent: Wednesday, February 23, 2022 1:04 PM
To: Campbell City Managers Office <[email protected]>; Sergio Lopez <[email protected]>; Paul Resnikoff <[email protected]>; Liz Gibbons <[email protected]>; Anne Bybee <[email protected]>; Susan M. Landry <[email protected]>
Subject:
Letter for Priority Goal Session 2/24/22 City Council
WARNING: This email originated from an external sender! Please do not open attachments or click on links unless you are certain it is legitimate.
I would like to submit the attached letter for public comment for the City Council priority goal setting meeting on Thursday. Unfortunately, I will not be available for a public comment, so I'm submitting the attached letter in favor of a resolution to create a Climate Action Plan.
Thank you so much,
Stephanie Morris
Mothers and allies mobilizing for
a livable climate for all children
February 23, 2022
Attn: Mayor, City Councilmembers, and City Manager
Re: Campbell Climate Action plan
Mothers Out Front Silicon Valley urges the City of Campbell to consider adopting a resolution to create a Climate Action Plan . I am a member of the Mothers Out Front leadership team, an 18-year Campbell homeowner, a Cambell small business owner, and a mother. Among the greatest challenges of our day is to figure out how to ensure a livable climate for all today’s children.
It’s clear the federal government is going to move too slowly to address the climate crisis. Local governments such as cities and counties have a huge influence on what happens day to day.
We won’t reach our goal of reducing global emissions enough to halt the progress of the climate crisis unless we take bold action locally. Our housing and transportation issues work hand in hand with climate action, so that as we solve these critical challenges today, we are considering the future with every decision.
The next step? A Climate Action Plan, or CAP. Climate action plans are comprehensive roadmaps that outline the specific activities that a city will undertake to reduce greenhouse gas emissions . Campbell can join almost all other local cities who have created a CAP, and we can assist with support in developing this plan.
CAPs are not only climate friendly, they also provide economic benefits . These include decarbonizing existing buildings along with associated energy savings, increasing electric vehicle charging access, and other actions we can implement NOW to ensure that all children inherit a livable future as we also improve climate equity in our community.
When we picnic or hike, we don’t leave trash behind us. We leave the place as clean or cleaner than we found it. The same goes for the climate. If we don’t work to clean it up now, it will very soon be too late. Children don’t have a vote, and they will inherit the results of our action...or inaction.
Please take action and create an official resolution to create a Climate Action Plan . Mothers Out Front pledges to help support the City of Campbell in developing this plan.
Thank you for considering this important goal.
Stephanie Morris
Leadership Team
Mothers Out Front Silicon Valley