Colma City Council
March 22, 2023

SCOPE OF WORK
TASK 1. PROJECT MANAGEMENT AND ADMINISTRATION
This task provides for management of the project initiation efforts, developing and maintaining the project schedule, and providing regular progress updates. Participation in meetings (Kickoff, bi-weekly coordination, PDT, stakeholder) is detailed in Task 2. Mark Thomas will lead technical efforts with support from the Town of Colma (Town), the TA, and Caltrans. This contract is assumed to take up to 12 months.

Task 1.1. Work Plan and Schedule:

Mark Thomas will develop a detailed baseline critical path schedule for each task, identifying responsibilities of all team members and other parties. The schedule will identify task dependencies.

Task 1.2. Set-up and Maintain Project Files:

Mark Thomas will set-up and maintain project files. The project files will include agreements, correspondence, and copies of draft and final technical work products. At project closeout, a copy of all project files will be supplied to each the TA and the Town for Invoicing: The Town is the implementing agency and will be responsible for processing monthly payments to Mark Thomas, as well as for submitting the monthly invoices along with back-up details to the TA.

As the implementing agency, the Town will be responsible for reviewing the monthly invoices and progress reports, including work accomplished during the reporting period detailing personnel and costs, work anticipated, issues, and schedule. The Town will review Mark Thomas-produced reports and serve as a day-to-day contact with the Mark Thomas team.

Task 1.3. Quality Management Plan:

Mark Thomas will develop a Quality Management Plan (QMP), in collaboration with Town, TA, and Caltrans, to document quality control/quality assurance elements and document that deliverables are reviewed as such prior to submission to Caltrans. The Mark Thomas team members, both internal and subconsultants, shall adhere to the established processes included in the plan. The plan will describe the quality procedures that will be implemented during the development of the PSR-PDS. The QMP describes the implementing agency’s quality policy and how it will be used. The QMP will include the process for resolving disputes between the Parties at the team level. The QMP is subject to Caltrans review and approval. This task also includes performing duties associated with the QMP and Mark Thomas’ Quality Management Process.

Task 1.4. Risk Management Plan:

Mark Thomas will prepare and maintain a PID level Risk Management Plan (RMP) that will be developed in partnership with the Project Development Team (see Task 2.2). The RMP will summarize potential project risks and the impacts to the overall project cost and schedule. This information will be summarized in the PSR–PDS and included as an attachment.

Task 1.5. Project Schedule:

Mark Thomas will prepare, update, maintain and distribute a CPM schedule on a monthly basis. The project schedule will include key milestones for the PID process, and high level tasks for the PA&ED process, right of way acquisition and

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

utility relocation process, and PS&E process. Mark Thomas will distribute an updated electronic progress schedule monthly. Mark Thomas will notify the Town of impacts that may affect schedule milestones in a timely manner. The initial project schedule will be prepared for and approved by the Town at the outset of the project as a part of Task 1.1.

Task 1.6. General Project Management, Coordination, and Invoicing:

This task will include ongoing general project management activities, including coordinating subconsultant activities and submittals. Mark Thomas will coordinate design activities with consultant team members, adjacent projects and stakeholders through regular communication via telephone calls, emails and other correspondence. Mark Thomas will also prepare monthly invoices and progress reports to be submitted to the Town on a monthly basis. It is assumed the project will last 12 months.

DELIVERABLES:
• Baseline Critical Path Method (CPM) Schedule
• Monthly CPM Schedule Updates (up to 11)
• Draft and Final Quality Management Plan
• Draft and Final Risk Management Plan
• Monthly Progress Reports and Invoices (up to 12)
• All deliverables will be submitted in PDF format unless otherwise noted TASK 2. STAKEHOLDER ENGAGEMENT AND COORDINATION
This task entails ongoing communication and coordination with other agency partners to provide a robust alternatives analysis, while building political will. The Project Development Team (PDT) will meet monthly. Separate from the PDT, a smaller group coordination meeting (with the Town) will take place for additional discussion for the duration of the project. Additional meeting details are described below:

Task 2.1. Pre-PID/Kick-off Meeting:

The purpose of this meeting is to develop a shared view of the Project and the scope of the PSR–PDS. As part of the meeting preparation process, Mark Thomas will advise the Town on the specifics of the project and on the identification of the framework for establishing alternatives that will be studied to meet the project purpose and need. The Town, TA, Caltrans, and Mark Thomas will engage in a pre-PID meeting to:

• Prepare and finalize the project work scope
• Establish procedures, roles, and responsibilities
• Communicate a shared vision of the project
• Set the framework and decision-making structure for getting consensus on purpose and need, design concept and scope, and analysis criteria
• Identify known deficiencies
• Identify members of the Project Development Team (PDT) • PDT Meetings scheduling and coordination

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Task 2.2. Project Development Team (PDT):

The Town with Mark Thomas' assistance will be responsible for the formation of a PDT to guide and assist in the development of the Project. Anticipated members of the PDT include an assigned Town’s project manager and other representatives as applicable, Caltrans’ project manager and representatives from appropriate functional units (including highway operations, planning, and design), and TA’s project manager and other representatives as applicable. Additional representatives to be potentially identified from San Mateo County, Pacific Gas & Electric Company (PG&E), SamTrans (transit operations), US Fish and Wildlife, California State Water Resources Control Board, City of South San Francisco, and others who will attend the PDT meetings as needed. The PDT is expected to meet monthly for the project period, and on an as-needed basis. Mark Thomas will prepare and facilitate PDT meetings. will prepare agendas, other meeting materials, meeting minutes, and action items. Mark Thomas will attend up to twelve (12) PDT meetings.

Task 2.3. Project Coordination Meetings:

Mark Thomas will attend bi-weekly coordination meetings with the Town and other project team members including the TA as required. Mark Thomas will participate in twenty-six (26) bi-weekly video calls (assumed 30 minutes) via MS Teams to provide regular work updates between each monthly PDT meeting and discuss of any issues that may arise.

The bi-weekly project coordination meetings are intended to be informal check-ins and no agendas or meeting minutes will be prepared.

Task 2.4. Individual Agency Coordination:

Given the existing power poles and culvert within the project area, early coordination with PG&E and other utility providers is critical to seek opportunities for project co-benefits like repairs and opportunities for green infrastructure.

Similarly, ongoing coordination with the US Fish and Wildlife Service is crucial due to the potential for endangered species within the project area. The Town and Mark Thomas with the TA and Caltrans support will identify and engage key stakeholders one-on-one as needed. Mark Thomas will participate in up to four (4) Individual Agency Coordination meetings.

Task 2.5. Coordination Meetings and Hearings:

The Mark Thomas team in collaboration with Town and TA staff will present the project at key points to the Colma Town Council and the TA Board of Directors. The Mark Thomas Team will participate in up to three (3) Decisionmaker meetings.

DELIVERABLES:
• Pre-PID/Kick-off meeting (incl. agenda and minutes)
• Monthly PDT meetings (up to 12, incl. agendas and minutes) • Bi-Weekly Town coordination meetings (up to 26)
• Individual agency coordination meetings (up to 4, incl. agendas and minutes) • Decisionmaker meetings/hearings (up to 3)
• All deliverables will be submitted in PDF format unless otherwise noted

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

TASK 3. ENGAGEMENT
Community engagement is an important element of project success and meeting the community’s needs. The Mark Thomas team will review and benefit from the strategies and outcomes of the community engagement process deployed during the development of the Town of Colma El Camino Real Bicycle and Pedestrian Improvement Plan and should continue to provide transparency and meaningful dialogue with community stakeholders throughout the Project. The Mark Thomas team will work closely with the Town, TA, and Caltrans to devise an approach that advances equity objectives in community engagement.

Task 3.1. Prepare Community-facing Materials:

The Mark Thomas team will develop a brief engagement plan that builds off the successful engagement in the previous project phase. The plan will describe engagement goals, audiences, tactics for equitable and inclusive engagement, constraints and opportunities for public and stakeholder input, and a schedule integrating engagement efforts with technical project needs.

The Mark Thomas team will prepare community-facing materials about the PSR-PDS process in jargon-free language, including what the PSR-PDS phase will “do or not do,” how past planning projects are connected, and opportunities for input. Materials will include a recorded presentation, factsheets, and webpage content. Updates to materials shall be prepared by the Mark Thomas team as needed to appropriately reflect ongoing Project tasks and community outreach initiatives. The Town and possibly the TA will host the webpage and distribute information to key partners. The website including published material will meet ADA compliance needs, and published material for community meetings will be translated into Spanish.

Task 3.2. Community Meetings:

The Mark Thomas team in partnership with the Town will host community meetings (in-person, virtual or a hybrid depending on health conditions) at key points of the Project and solicit input where feasible and appropriate. These can include: introduction to the Project and its scope, data analysis and findings, and alternatives development. Up to two (2) community meetings are assumed. The Mark Thomas team will develop a meeting plan and workback schedule in collaboration with Town to confirm goals, agenda, materials needed, logistical tasks, and staffing, facilitate and provide staffing support at the meetings, prepare meeting summaries for each meeting and translate meeting materials and providing Spanish interpretation support as needed.

DELIVERABLES:
• Draft and Final Community Engagement Plan
• Community-facing web content, hosted by the Town, that is ADA compliant (incl. up to 2 updates) • Draft and Final factsheet in English and Spanish (incl. up to 2 updates) • One recorded presentation (incl. up to 2 updates)
• Community meeting presentation, facilitation, and meeting summary (up to 2) • Display boards in English and Spanish (up to 12)
• Published material for the community meetings made available in Spanish • Community meetings will have a Spanish language translator, if needed • All deliverables will be submitted in PDF format unless otherwise noted

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

TASK 4. PROJECT INITIATION
The primary goal for this task is to identify and recommend feasible and fundable design alternatives that will enable obtaining conceptual acceptance and a path for securing funding. It should be noted that tasks are not necessarily listed in sequential order. For example, the review of background information and plans should take place prior to the community meetings described in the aforementioned subtask 3.2.

Task 4.1. Review of Background Information, Plans and Studies:

Mark Thomas will research and review of background materials that will serve as the backdrop of the PSR-PDS, identify deficiencies, and engage in necessary data collection. The Town, TA, and Caltrans will provide any known documents and data to Mark Thomas, such as those identified through the Town of Colma El Camino Real Bicycle and Pedestrian Improvement Plan, and Systemic Safety Analysis Report (SSAR).

Task 4.2. Data Collection:

The Mark Thomas team will research work performed to date and planned work in the project study area (Albert M Teglia Boulevard to Arlington Drive) that could impact design of the improvements, including a review of preliminary plans and associated data. Mark Thomas will identify additional data requirements for the project scoping to meet PSR- PDS development requirements. Additional research and data collection should include: multi-modal traffic volumes, utility prior rights and agreements, right-of-way maps, as-built maps, property ownership from assessor records, assessor parcel numbers and parcel size, stormwater requirements, among others. Mark Thomas will obtain digital data such as aerial imagery, LiDAR, collisions data, and others, and use tools such as GIS and visualization software to collect and visualize data. Acquiring utility maps from the Town, Caltrans and third party utility companies is included and detailed as part of Task 4.4 - Utility Investigations and Utility Base Mapping.

It should be noted that there is a pre-existing Caltrans Route 82 – 2022 SHOPP Project for SR-82 from Arroyo Drive in South San Francisco to San Mateo/San Francisco County Line (I-280) that should be considered as within the project area. Mark Thomas will help in identifying common elements between the projects and resolve conflicting scope items as well as participate in SHOPP project meetings to help coordinate the scope and timelines of both projects.

Task 4.3. Field Visits:

The Mark Thomas Team will perform up to two (2) field visits to collect necessary data and record existing site conditions which include assessing existing multi-modal facilities, existing traffic control and traffic calming devices, and physical constraints along the corridor in order to allow for continuous pedestrian and bicycle access along El Camino Real; any transit stop access improvements needed; and opportunities for green infrastructure; among others.

The Mark Thomas team in partnership with the Town, TA, and Caltrans will organize a site visit with key stakeholders as part of the alternatives development. The intent of this visit will be to share preliminary findings from research and data analysis, discuss potential constraints influencing alternatives, and gather feedback. Attendees could include representatives of the Town of Colma, TA, Caltrans, SamTrans, South San Francisco, PG&E, and other Project stakeholders.

Mark Thomas will obtain a no cost (free) Caltrans encroachment permit as necessary to facilitate field reviews and data collection. In addition to the initial field review, periodic site reviews will be conducted as necessary during the project to assist in the development and review of alternatives.

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Task 4.4. Utility Investigations and Utility Base Mapping:

Mark Thomas will prepare and submit “A” Letters, collect and review readily available utility related existing as-built information from the Town, Caltrans, adjacent local agencies, utility companies, and other agencies and organizations and prepare an existing Utilities Base Map. We will obtain and review readily available reports or documents applicable to the area, layout line alignment, and ROW information. Detailed right of way or alignment retracement, utility locating, and potholing are not included in this scope.

Task 4.5. Develop Purpose and Need:

The task is to develop and refine the Purpose and Need Statement in close consultation with the PDT and other stakeholders. This will be an early task, as it sets up the comparison of alternatives. The Purpose and Need Statement must be agreed to by the Town, TA, Caltrans, and other primary project stakeholders. The consensus Purpose and Need Statement will be used to further develop proposed project alternatives. With feedback from the PDT, Mark Thomas will develop metrics to use for the alternative evaluation framework.

Task 4.6. Alternatives Development:

Mark Thomas will conduct an initial engineering analysis to establish a reasonable study area for alternatives development using existing and newly collected data. With the area established, the Mark Thomas team will, in consultation with the PDT, develop and analyze concept-level project alternatives for the Project intersections and highway segments. The alternatives analysis will include understanding constraints around proposed options, connection to related capital and development projects, and ability to meet the Project’s goals. At present, several alternatives have been identified for primary area intersections (multi-lane roundabouts, signals), with static linear treatments (e.g., sidewalk, bike/ped path, and bike lanes). Informed by the preliminary research and review, Mark Thomas will recommend alternatives for study across the project area (Albert M Teglia Boulevard to Arlington Drive).

Mark Thomas will identify major existing and planned underground utilities within the study area to evaluate conflict potential. In collaboration with the Town, TA and Caltrans, Mark Thomas will select up to two alternatives to evaluate.

Typical cross-sections will be prepared for up to three (3) locations for each alternative. Potential design exceptions will be identified which will be discussed with Caltrans Headquarters (HQ) Design Coordinator and District Design unit.

Conceptual exhibits will be prepared on open source (free) aerials at 1"=50' or 1"=100' scale (as appropriate). Right of way lines will be based on GIS level mapping and no field surveys or right of way retracement are included in this scope of work. Mark Thomas will then evaluate alternatives and compare conflict with utilities and adjacent projects. Analysis should also take into account the Project goals including enhancements to multi-modal operational and safety conditions, community support, implementation costs, and long-term operations and maintenance costs associated with the individual alternatives.

The alternatives developed by the Mark Thomas team in consultation with the PDT are expected to meet environmental compliance, landscaping, local and regional travel needs, compliance with design standards, and compliance with acceptable and safe multi-modal traffic operations. This alternative development process will focus on identifying project factors that must be addressed in more detail during the subsequent PA&ED phase including additional technical studies, public outreach, and identification of the preferred alternative. The Mark Thomas team will use visual modeling in the form of photo-simulations to show how the corridor may look and feel different with the various preferred alternatives (up to 3 visual simulation images for each alternative). These will be used as part of community engagement (project and community meetings and hearings) to show how the project will impact the visual look and feel of the corridor and will aid in selection of the recommended alternative.

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Intersection Control Evaluation
Fehr & Peers will conduct Intersection Control Evaluations (ICE), including performing traffic analysis to determine appropriate and feasible control options based on design year peak hour volumes (either AM or PM, depending on which is highest), at the following two study intersections, as required by Caltrans guidance (TOPD 13-02) when modifying intersections on a state highway:

• Collins Road and El Camino Real
• Mission Road and El Camino Real

The purpose of the ICE process is to:

• Identify effective intersection control strategies and alternative treatments, • Estimate the relative effectiveness and impacts of specific control strategies, and • Justify the need to install a traffic signal system, yield control (roundabouts), and/or multi-way stop control at those two intersections.

With the justified control type at the above two intersections from the ICE process, Fehr & Peers will work with the Project Development Team to review and develop alternatives.

DELIVERABLES:
• Transportation Planning Scoping Information Sheets (TPSIS) • Summary of Data Collected
• Field visits (up to 2)
• Caltrans Encroachment Permit for Preliminary Engineering • Purpose and Need Statement
• Geometric Alternative Drawings (up to 2 alternatives) • Existing Utility Base Mapping
• Draft and Final ICE
• Photo-simulations (up to 6 locations)
• All deliverables will be submitted in PDF format unless otherwise noted TASK 5. INITIAL ENGINEERING ANALYSIS
Mark Thomas will conduct an initial engineering analysis to establish a reasonable study area for alternatives development using existing and newly collected data. With the area established, Mark Thomas will, in consultation with the PDT, develop alternatives (Task 4.6) that satisfy the Purpose and Need Statement (Task 4.5), are cost effective, and will avoid or minimize environmental and right-of-way impacts.

Task 5.1. Preliminary Environmental Analysis Report
The Mark Thomas team will prepare the Preliminary Environmental Analysis Report (PEAR) in accordance with Caltrans guidelines. Circlepoint will prepare a PEAR for inclusion in the PSR-PDS. The PEAR will be prepared in accordance with Caltrans Guidelines for Preparation of the Preliminary Environmental Analysis Report and will utilize Caltrans’ standard PEAR template. The PEAR will include a preliminary assessment the anticipated environmental effects for each of the of three Build Alternatives. Based on the preliminary analysis of environmental effects, the PEAR will identify the expected

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

level of environmental analysis that will be required for compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA) during the PA/ED phase. Preparation of the PEAR will include the following activities:

• Land Use – Circlepoint will identify the existing and planned land uses and zoning in the project area and will determine if the three Build Alternatives are consistent with state, regional, and local plans. While it is anticipated that the three Build Alternatives will be consistent with existing land use plans, Circlepoint will identify any inconsistencies and/or required mitigation. • Growth – It is not anticipated that the project would induce growth in the project area, as the project would introduce improvements to an existing roadway to better meet the needs of the community related to multi- modal transportation.
• Farmlands/Timberlands – There are no anticipated farmlands in or within the vicinity of the project area and it is not anticipated that the project would impact agricultural resources. • Community Impacts – This task will involve review of existing census data to determine the social and economic characteristics of the area. Circlepoint will conduct desktop analysis to determine the types and approximate numbers of structures in the project area that may be affected. • Visual/Aesthetics – The project area contains a mix of urbanized and suburban land uses. The Build Alternatives/project phases could result in changes to the visual character primarily through the addition of pavement and removal of vegetation to implement multi-modal features. • Cultural Resources – A records search from the Northeast Information Center of the California Historic Resources Information System will be conducted. A limited online search will be conducted of current and historic aerial photographs and a review of historic United States Geological Survey Quadrangle Maps will also be conducted. Circlepoint will prepare a brief Cultural Resources Preliminary Analysis Memo identifying the potential for cultural resources in the project study area. The memo will follow the Caltrans Standard Environmental Reference and include general information regarding the project’s setting, list sources consulted, note the results of the research, itemize the reports anticipated during environmental documentation, and provide analysis regarding possible project effects on historic properties, including effects on possible Section 4(f) historic properties. A field review will not be conducted under this scope of work. It is assumed that three drafts and one final of the technical memorandum will be delivered electronically • Hydrology and Floodplain – A floodplain risk assessment will be conducted to evaluate the potential floodplain impacts from the proposed alternative alignments and recommend potential mitigation measures. • Water Quality and Stormwater Runoff – The proposed project could result in an increase in surface water runoff pollutants. This will be discussed qualitatively in the PEAR. • Geology, Soils, Seismic and Topography – Circlepoint will review available geology studies and the City’s General Plan to identify the general regional geology of the project area and determine if a subsequent geotechnical site characterization would be required.
• Paleontology – An analysis of existing paleontological and geological data will be performed. The results of the analysis of existing data will be used to evaluate the significance of paleontological resources and to perform a paleontology sensitivity analysis using Caltrans’ tripartite system. • Hazardous Waste/Materials – A records search will be conducted for this phase of environmental documentation.
• Air Quality – Using information provided by the Bay Area Air Quality Management District (BAAQMD), the PEAR will document BAAQMD’s attainment of national and state ambient air quality standards and will provide information on pollutant levels recorded at the closest monitoring station. The PEAR will also document any

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

maintenance plans for the BAAQMD and will list any standard mitigations required by the BAAQMD as part of these plans.
• Noise and Vibration – Circlepoint will identify any noise- and vibration-sensitive land uses (e.g., residences, community centers, schools, parks) in the project area that may be affected by construction of the Build Alternatives/project phases. The PEAR will document anticipated technical reports and construction mitigations that would be required to evaluate and protect these noise- and vibration-sensitive land uses. • Energy and Climate Change – Circlepoint will consider the project consumption of energy during project construction and determine if a subsequent energy technical report would be required. The PEAR will reference the BAAQMD thresholds of significance regarding greenhouse gas emissions as well as Caltrans standard approach and will briefly discuss how the project is designed to reduce greenhouse gas emissions and will identify the anticipated scope of qualitative or quantitative analyses that will be required for the subsequent environmental document including project-level PM2.5 analysis. • Biological Environment – Circlepoint will prepare a brief Biological Resources Preliminary Analysis Memo. The memo will include a review of special-status species that may occur in the study area using the United States Fish and Wildlife Service (USFWS) Information for Planning and Consultation (IPaC) website and the California Natural Diversity Database. The memo will identify the appropriate studies to be conducted in the PA/ED phase as well as any biological or resource agency permits that would be required for the build alternatives/project phases, such as permits from USFWS, National Marine Fisheries Service (NMFS), California Department of Fish and Wildlife (CDFW), Army Corps of Engineers (USACE), and Regional Water Quality Control Board (RWQCB). A field review will not be conducted under this scope of work. It is assumed that three drafts and one final of the technical memorandum will be delivered electronically.
• Cumulative Impacts – Circlepoint will consider the cumulative impacts of the project in consideration with past, present, and reasonably foreseeable future related projects. The PEAR will identify any subsequent cumulative impact analyses that would be required.
• Context Sensitive Solutions – Circlepoint will describe context sensitive solutions proposed by the project and indicate how contextual elements help generate public acceptance of the project, reflect the unique character if the community and provide compatibility with the existing visual resources.

The PEAR will be delivered in the following format:

• 1st Draft to Town in Word electronic format with graphics in pdf • 2nd Draft to Town in Word electronic format with graphics in pdf • 3rd Draft to Caltrans in Word electronic format with graphics in pdf • 4th Draft to Caltrans in Word electronic format with graphics in pdf • Final to Caltrans in Word and pdf electronic formats. Graphics will be included in the PDF.

Circlepoint will attend up to ten meetings with the project engineers, the Town, and the PDT, including a project kick- off meeting, and manage/coordinate internal team activities with subcontractors conducting the environmental studies.

We assume the PEAR will evaluate a No-Build Alternative and two Build Alternatives. If additional build alternatives are developed that have significantly different footprints or elements, this may require additional budget. No field surveying or soil investigations would be conducted beyond windshield/pedestrian surveys and no stand-alone technical studies will be conducted.

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Initial Site Assessment (ISA):

Mark Thomas will prepare an ISA to evaluate existing information regarding hazardous materials and wastes in the study area. The Phase 1 ISA will identify evidence of Recognized Environmental Conditions (RECs) within the alignment, or conditions on adjacent properties that are, or have the potential to, impact the project alignment. Crawford will prepare this ISA in accordance with Caltrans requirements and the ASTM E1527-21 standard. The scope of services for the ISA will include:

• Records review: Crawford will contract with Environmental Risk Information Service (ERIS) to conduct a digital search of federal, state, local, and tribal environmental agency database records. These records will be reviewed for information pertaining to the project alignment and will also include facilities/properties within ASTM standard search radii applicable to each database. • Physical Setting Review: The ISA will include a summary of geologic conditions underlying the project alignment based on readily available geologic mapping from the US Geological Survey and the California Geological Survey, including an assessment of the potential for naturally occurring asbestos; and a summary of hydrogeologic conditions (including depth to groundwater and regional groundwater flow, if readily available) based on information from websites maintained by the State of California. • Historical Land Use Review: ERIS will provide historical aerial photographs, historical USGS topographic maps, city directories, and Sanborn fire insurance maps (if available) for the project alignment and vicinity. Crawford will use these data to summarize general historical conditions within the project alignment, and historical uses of adjacent properties back to at least 1940.
• Site Reconnaissance: Crawford will perform a walking and driving reconnaissance of the project alignment to observe current conditions. Conditions on adjacent parcels will be observed from the public right-of-way. The reconnaissance will include observations of uses and storage of hazardous materials and wastes, if appropriate; the presence of underground and aboveground storage tanks, drums, wells, electrical equipment; condition of vegetation, noxious odors, stockpiled soil, piled garbage, medical waste, and sewage/waste disposal; and geologic, hydrogeologic, and topographic conditions.
• Vicinity Survey: The reconnaissance will include a windshield survey of general conditions within 500 feet of the project alignment, including suspect facilities identified by the records review. Observations will be made from the public right-of-way.
• Interviews: Records provided by ERIS generally contain sufficient data to evaluate potential for impact to the project alignment. However, where records for suspect facilities are missing or incomplete, Crawford will contact San Mateo County Environmental Health Department to ascertain current environmental conditions.

Where warranted, Crawford will also attempt to interview current and past property owners, tenants, and key site mangers for suspect facilities, where contact information is readily available. • Report of Findings: A report documenting our assessment will be prepared for the project. The report will include, but not necessarily be limited to, the following:
o Description of the project alignment and vicinity;
o Summary of the physical setting, local geologic conditions, and hydrogeologic conditions; o Summary of the historical record review and historical site usage; o Findings from the records review;
o Site reconnaissance observations;
o Interview results;
o Findings, Opinions, and Conclusions: including a summary of RECs, and a discussion of significant data gaps and data failures; and
o Recommendations for sampling and testing: As warranted by the findings.

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Preliminary Geotechnical Report:

Mark Thomas will prepare a preliminary geotechnical report to identify potential geophysical project constraints including geotechnical conditions and seismic risk mapping. Crawford will complete a desktop study to review preliminary project/study plans, available published geologic mapping, fault mapping, publicly available historic aerials, expected groundwater levels and nearby soils information from Web Soil Survey, Crawford’s internal database, Caltrans’ projects, and Town developments (if/as made available). Crawford will also visit the site to review existing roadway pavement conditions and note pavement/geotechnical concerns pertinent to the project.

Crawford will complete draft and final preliminary geotechnical reports to provide an overview of the geology, seismicity, geotechnical hazards and preliminary considerations regarding suitable rehabilitation and new pavement sections based on our research and visual observations in the field. The Preliminary Geotechnical Report will discuss the anticipated fieldwork and laboratory testing that would be required for final design. The report will also include a geologic, fault, and site vicinity map of the project site.

DELIVERABLES:
• Admin Draft, Draft and Final PEAR
• Draft and Final Initial Site Assessment
• Draft and Final Preliminary Geotechnical Report
• All deliverables will be submitted in PDF format unless otherwise noted Task 5.2. Design Standards Risk Assessment
The Mark Thomas Team will identify and discuss with The Town, TA, and Caltrans whether any of the alternatives propose nonstandard design features. For alternatives with nonstandard features, a design standards risk assessment will be prepared by the Mark Thomas team indicating the level of risk for conceptual acceptability of the alternative.

This assessment will list design standards that will most likely not be met for each alternative, and the probability of approval for each proposed exception for Caltrans consideration.

DELIVERABLE:
• Draft and Final Design Standard Risk Assessment
• All deliverables will be submitted in PDF format unless otherwise noted Task 5.3. Traffic Engineering Performance Assessment (TEPA) As part of the Mark Thomas Team, Fehr & Peers will prepare an assessment in accordance with Caltrans requirements for a TEPA as discussed in the Caltrans Project Development and Procedures Manual. The workflow to complete the TEPA will be outlined in an email and confirmed by the PDT. This effort will document preliminary traffic engineering findings and estimates on the potential scope of work and features, potential performance benefits and deficiencies, scope and magnitude of traffic engineering work (traffic forecasting, modeling, analysis, and evaluation) to be performed during the PA&ED phase.

Fehr & Peers will prepare the TEPA using relevant data and information from existing sources to describe current and future conditions. Existing information considered includes:

• Town of Colma El Camino Real Bicycle and Pedestrian Improvement Plan

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

• Town of Colma Systemic Safety Analysis Report
• Caltrans Route 82 – 2022 State Highway Operation and Protection Program (SHOPP) • All Deliverables will be submitted in PDF format unless otherwise noted

Other existing sources may include Caltrans Traffic Census, Truck Volume Book, TASAS accident database, Caltrans and MTC tachometer run data, and other recent regional and local studies.

This scope assumes up to eleven (11) intersections per Project Alternative, to be confirmed in consultation with the Project Development Team, will be evaluated as part of the TEPA. The intersections will be evaluated using Synchro for the AM and PM peak hours. The TEPA will evaluate an Existing Conditions (2023) using the data sources listed above (no new data is proposed to be collected until the start of the environmental phase – PA&ED), and a Design Year (2050) No Build and up to two (2) Build Alternatives. Design Year volumes will be determined based on the available data sources and recently approved annual growth rates.

Vehicle Miles Traveled (VMT) Analysis: Fehr & Peers will also draft the Vehicle Miles Traveled Decision Document (VMTDD) in accordance with Caltrans’ Transportation Analysis under CEQA (TAC) and Transportation Analysis Framework (TAF) VMT documents for submittal to the Project Development Team and then on to District/Headquarters review. The project is anticipated to be exempt from VMT evaluation since it is a multimodal project that potentially reduces capacity.

Transportation Analysis and Methodology Memorandum (for PA&ED): Fehr & Peers will submit a Transportation Analysis and Methodology memorandum that confirms the operational analysis methodology to be used for the PA&ED effort. Specific analysis processes and procedures to be addressed that will be used as part of the vehicle miles traveled (VMT), intersection operations analysis, and/or HSM analysis include:

• Data collection plan,
• Analysis years and periods,
• Analysis network and boundaries,
• Analysis methodology/tools,
• Model calibration/validation requirements, and
• Measures of effectiveness (MOEs)

The proposed methodology will be documented in a transportation analysis methodology memorandum for one round of review by the Town and one round of review by the PDT. Fehr & Peers will revise the memorandum based on comments from the PDT and resubmit the final memorandum. Note that Caltrans may request separate memorandums for the VMT, operations, and HSM analyses in which case separate documents will be prepared by the Fehr & Peers.

DELIVERABLES:
• TEPA Workflow E-mail
• Admin Draft, Draft and Final TEPA
• Draft and Final VMT Decision Document
• Draft and Final Transportation Analysis and Methodology Memo • All deliverables will be submitted in PDF format unless otherwise noted

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

Task 5.4. Storm Water Data Report
A PID level Storm Water Data Report (SWDR) will be prepared in compliance with Caltrans standards and procedures and focus on the storm water quality elements to construct the project and implement appropriate temporary and permanent Best Management Practices (BMPs). The SWDR will follow guidelines established by Caltrans and NPDES Statewide Storm Water Construction General Permit administered by the State Water Resources Control Board.

Sediment risk levels will be determined based on the assessment of changes in watershed land use, predicted site conditions (e.g. degree of disturbance, impervious surface areas, drainage paths) and beneficial uses and impairment designations for the receiving waters. Mark Thomas will prepare a SWDR summarizing project impacts to water quality, general mitigation measures, and recommend BMPs. The SWDR will also address the needs for erosion control measures and recommend BMPs for the project commensurate with the identified sediment risk levels.

Within the project limits, the existing right of way may not be sufficient to provide room for potential permanent treatment BMPs. Mark Thomas will consider various types of BMPs measures utilizing Caltrans’ Storm Water Manual and Checklists. We will recommend appropriate BMPs measures, such as bioretention areas, grass-lined swales, detention basins, or infiltration basins, to minimize or mitigate the water quality impacts and will assess the right of way needs to address the required BMPs applications and will consider in-lieu treatment, where necessary. A total of three (3) submittals to Caltrans with responses to comments are included in this scope of work to finalize this report.

DELIVERABLE:
• Draft and Final Storm Water Data Report
• All deliverables will be submitted in PDF format unless otherwise noted Task 5.5. Life Cycle Cost Analysis (LCCA)
Mark Thomas will prepare a PSR-PDS level LCCA that evaluates long-term alternative investment option and compares costs across the various alternatives. This task is proposed for early information with a detailed review expected as part of the PA&ED phase.

DELIVERABLE:
• Draft and Final Life Cycle Cost Analysis
• All deliverables will be submitted in PDF format unless otherwise noted Task 5.6. ROW and Utility Impacts
Mark Thomas will identify anticipated right-of-way, utility impacts associated with the alternatives, and prepare a conceptual cost estimate consistent with Caltrans guidance for this activity. Conceptual ROW and utility mapping will be prepared to illustrate the anticipated impacts. The purpose of this evaluation is to develop an order of magnitude cost estimate for potential right-of-way needs, utility impacts and to identify any studies needed during the PA&ED phase.

Mark Thomas will submit the Draft Preliminary Utility Relocation Plan for the Town to review. Mark Thomas will then review any comments and provide a Final Preliminary Utility Relocation Plan.

Mark Thomas will identify parcel APN’s and impacted land ownership within the Project vicinity including existing land holders, leases, easements from the Town provided Preliminary Title Reports. Mark Thomas will submit the Draft Preliminary Right of Way Acquisition Map for the Town to review. Mark Thomas will then review any comments and provide a Final Preliminary Right of Way Acquisition Plan.

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

DELIVERABLES:
• Draft and Final Preliminary Utility Relocation Plan
• Draft and Final Preliminary Right of Way Acquisition Plan • All deliverables will be submitted in PDF format unless otherwise noted Task 5.7. Implementation Plan and Project Schedule:

Mark Thomas will develop a brief Preliminary Implementation Plan memo that will cover funding, environmental and permitting needs as well as future Project Phases including PA&ED, PS&E, and Construction along with a Preliminary Planning Level Project Schedule.

DELIVERABLES:
• Preliminary Project Implementation Plan
• Preliminary Planning Level Project Schedule
• All deliverables will be submitted in PDF format unless otherwise noted Task 5.8. Cost Estimates and Funding
Mark Thomas will work with the Town, TA, and Caltrans staff to identify potential economic impacts of the Project including estimated project costs, funding sources, and economic benefits such as travel-time savings for visitors and residents.

Task 5.8.1. Cost Estimate:

Mark Thomas will prepare an order-of magnitude capital cost estimate for each alternative to be used for planning purposes only. A range of cost will be developed based on the available information. The cost estimates will be prepared in the PSR-PDS Capital Outlay Project Estimate format provided in the Project Development Procedures Manual (PDPM).

Task 5.8.2. Funding Sources:

Mark Thomas will work with the Town to identify potential funding sources, agencies responsible for the funding, funding requirements and eligibility, application requirements, timing and responsibility. Determine which local agencies will need to execute agreements, which agencies will lead tasks and who will be coordinating with the agencies. Mark Thomas will prepare a brief memorandum outlining funding sources and opportunities. Grant applications can be prepared as a supplemental service.

DELIVERABLES:
• Order of Magnitude Cost Estimate (up to 2 alternatives) • Preliminary Funding Memo
• All deliverables will be submitted in PDF format unless otherwise noted

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

TASK 6. DRAFT AND FINAL PROJECT STUDY REPORT-PROJECT

DEVELOPMENT SUPPORT (PSR-PDS)
The Mark Thomas team will develop a draft and final PSR-PDS that meets requirements as identified by the latest edition of the Caltrans Project Development Procedure Manual Appendix S – Preparation Guidelines for Project Study Report-Project Development Support Project Initiation Document, using templates provided by Caltrans District 4, and include:

1. Introduction

2. Background

3. Purpose and Need

4. Traffic Engineering Performance Assessment

5. Deficiencies

6. Corridor and System Coordination

7. Alternatives, including Complete Streets considerations

8. Right of Way and Utilities Assessment

9. Stormwater Evaluation

10. Stakeholders Involvement

11. Environmental Compliance, including Climate Change Considerations

12. Funding

13. Delivery Schedule

14. Risks

15. External Agency Coordination

16. Project Reviews

17. Project Personnel

18. Attachments:

A. Location Map
B. Project Alternatives Exhibits with Cross Sections
C. Capital Outlay Project Estimates
D. Preliminary Environmental Assessment Report (PEAR)
E. Traffic Engineering Performance Assessment (TEPA)
F. Transportation Planning Scoping Information Sheet
G. Risk Register
H. Storm Water Data Report & Water Quality Information Form I. PSR-PDS Survey Needs Questionnaire
J. Quality Management Plan
K. Division of Engineering Services PSR-PDS Scoping Checklist L. Design Scoping Index
M. TMP Data Sheet

El Camino Real Bicycle and Pedestrian Improvement Project PSR-PD Town of Colma

N. Right of Way Data Sheet
O. Draft Cooperative Agreement
P. Complete Streets Decision Document (PDPM Appendix FF)

The Town, TA, and Caltrans will provide feedback comments on the draft (in addition to ongoing review of interim deliverables, and per the consecutive review process of the Town and TA first followed by Caltrans review). The Mark Thomas Team will incorporate any comments to the Draft PSR-PDS and submit a Final PSR-PDS to the Town.

DELIVERABLES:
• Admin Draft, Draft and Final PSR-PDS
• All deliverables will be submitted in PDF format unless otherwise noted SCOPE ASSUMPTIONS / EXCLUSIONS:
• The Town already has a project specific Cooperative Agreement in place with Caltrans • The PSR-PDS does not include conceptual approval of design exceptions and traffic operational analysis as defined in Chapter 9 of the Caltrans PDPM. If conceptual approval is required, the City should consider using the PSR format as defined in Appendix L of the PDPM instead of the PSR-PDS format. • Design Standard Decision Documents will not be prepared, and formal approval of geometrics is not included. • Detailed support cost estimates for future phases are not included. • Detailed information such as alignment studies, structure planning studies, right of way analysis, signal warrant analysis, and detailed environmental is not included.
• The PSR-PDS will be developed in accordance with Caltrans PSR-PDS Guidance and Project Development Procedures Manual - Appendix S. This includes, but is not limited to, all of the necessary requirements to develop the PSR-PDS under the latest Caltrans standards and guidance. • No detailed traffic operations analysis will be completed. • Potholing of existing utilities is not included.
• No detailed right of way delineations will be completed. • A Constructability Review is not included.
• Typical detailed technical studies and final design activities are not included and will be a part of the future PA&ED and PS&E phases once the project has been more well defined.

25977.00100\33555982.1
18 EXHIBIT B
Schedule of Charges/Payments
Consultant will invoice Town on a monthly cycle. Consultant will include with each invoice a detailed progress report that indicates the amount of budget spent on each task. Consultant will inform Town regarding any out-of-scope work being performed by Consultant. This is a time-and- materials contract.

25977.00100\33555982.1
19 EXHIBIT C
Activity Schedule
ID % Task  Name Duration Start Finish
1 0% ECR Bicycle and Pedestrian Imp Project PSR‐PDS 290 days Mon 4/3/23 Fri 5/10/24 2 0% Town Provides NTP 0 days Mon 4/3/23 Mon 4/3/23
3 0% TASK 1. PM AND ADMINISTRATION 289 days Mon 4/3/23 Thu 5/9/24 4 0% TASK 2. STAKEHOLDER ENGAGEMENT AND COORD 240 days Wed 4/12/23 Wed 3/13/24 5 0% 2.1 Pre‐PID/Kick‐off Meeting 0 days Wed 4/12/23 Wed 4/12/23 6 0% 2.2 PDT Meetings 220 days Wed 5/10/23 Wed 3/13/24
7 0% PDT Meeting #1 0 days Wed 5/10/23 Wed 5/10/23
8 0% PDT Meeting #2 0 days Wed 6/7/23 Wed 6/7/23
9 0% PDT Meeting #3 0 days Wed 7/5/23 Wed 7/5/23
10 0% PDT Meeting #4 0 days Wed 8/2/23 Wed 8/2/23
11 0% PDT Meeting #5 0 days Wed 8/30/23 Wed 8/30/23
12 0% PDT Meeting #6 0 days Wed 9/27/23 Wed 9/27/23
13 0% PDT Meeting #7 0 days Wed 10/25/23 Wed 10/25/23
14 0% PDT Meeting #8 0 days Wed 11/22/23 Wed 11/22/23
15 0% PDT Meeting #9 0 days Wed 12/20/23 Wed 12/20/23
16 0% PDT Meeting #10 0 days Wed 1/17/24 Wed 1/17/24
17 0% PDT Meeting #11 0 days Wed 2/14/24 Wed 2/14/24
18 0% PDT Meeting #12 0 days Wed 3/13/24 Wed 3/13/24
19 0% 2.5 Coordination Meetings and Hearings 155 days Tue 8/8/23 Tue 3/12/24 20 0% City Council Meeting #1 0 days Tue 8/8/23 Tue 8/8/23 21 0% TA Board Meeting #1 0 days Thu 9/7/23 Thu 9/7/23
22 0% City Council Meeting #2 0 days Tue 3/12/24 Tue 3/12/24 23 0% TASK 3. ENGAGEMENT 113 days Mon 8/7/23 Wed 1/10/24 24 0% 3.1 Prepare Community‐facing Materials 30 days Mon 8/7/23 Fri 9/15/23 25 0% 3.2 Community Meetings 80 days Wed 9/20/23 Wed 1/10/24 26 0% Community Meeting #1 0 days Wed 9/20/23 Wed 9/20/23 27 0% Community Meeting #2 0 days Wed 1/10/24 Wed 1/10/24 28 0% TASK 4. PROJECT INITIATION 120 days Mon 4/3/23 Fri 9/15/23 29 0% 4.1 Review of Background Information 12 days Thu 4/13/23 Fri 4/28/23 30 0% 4.2 Data Collection 12 days Thu 4/13/23 Fri 4/28/23 31 0% 4.3 Field Visits 68 days Fri 4/28/23 Wed 8/2/23
32 0% Field Visit #1 0 days Fri 4/28/23 Fri 4/28/23
33 0% Field Visit #2 0 days Wed 8/2/23 Wed 8/2/23
34 0% 4.4 Utility Investigations and Base Mapping 30 days Mon 5/1/23 Fri 6/9/23 35 0% 4.5 Develop Purpose and Need 40 days Mon 4/3/23 Fri 5/26/23 36 0% 4.6 Alternatives Development 70 days Mon 6/12/23 Fri 9/15/23 37 0% Prepare ICE 40 days Mon 6/12/23 Fri 8/4/23
38 0% Prepare Draft Alternatives 30 days Mon 6/12/23 Fri 7/21/23 39 0% Town/TA/Caltrans Review 20 days Mon 7/24/23 Fri 8/18/23 40 0% Finalize Alternatives 20 days Mon 8/21/23 Fri 9/15/23 41 0% TASK 5. INITIAL ENGINEERING ANALYSIS 65 days Mon 8/21/23 Fri 11/17/23 42 0% 5.1 Preliminary Environmental Analysis Report 30 days Mon 9/18/23 Fri 10/27/23 43 0% 5.2 Design Standards Risk Assessment 20 days Mon 9/18/23 Fri 10/13/23 44 0% 5.3 Traffic Engineering Performance Assessment 30 days Mon 9/18/23 Fri 10/27/23 45 0% 5.4 Storm Water Data Report 20 days Mon 9/18/23 Fri 10/13/23 46 0% 5.5 Life Cycle Cost Analysis (LCCA) 30 days Mon 9/18/23 Fri 10/27/23 47 0% 5.6 ROW and Utility Impacts 40 days Mon 8/21/23 Fri 10/13/23 48 0% 5.7 Implementation Plan and Project Schedule 20 days Mon 10/23/23 Fri 11/17/23 49 0% 5.8 Cost Estimates and Funding 25 days Mon 9/18/23 Fri 10/20/23 50 0% 5.8.1 Cost Estimate 20 days Mon 9/18/23 Fri 10/13/23 51 0% 5.8.2 Funding Sources 25 days Mon 9/18/23 Fri 10/20/23 52 0% TASK 6. DRAFT AND FINAL PSR‐PDS 140 days Mon 10/30/23 Fri 5/10/24 53 0% 6.1 Draft And Final PSR‐PDS 140 days Mon 10/30/23 Fri 5/10/24 54 0% Admin Draft PSR‐PDS 30 days Mon 10/30/23 Fri 12/8/23 55 0% Town/TA Review 20 days Mon 12/11/23 Fri 1/5/24
56 0% Draft PSR‐PDS 20 days Mon 1/8/24 Fri 2/2/24
57 0% Town/TA/Caltrans Review 20 days Mon 2/5/24 Fri 3/1/24 58 0% Final PSR‐PDS 20 days Mon 3/4/24 Fri 3/29/24
59 0% Caltrans Review and Approval 30 days Mon 4/1/24 Fri 5/10/24 4/3
4/12
5/10
6/7
7/5
8/2
8/30
9/27
10/25
11/22
12/20
1/17
2/14
3/13
8/8
9/7
3/12
9/20
1/10
4/28
8/2
Apr '23 May '23 Jun '23 Jul '23 Aug '23 Sep '23 Oct '23 Nov '23 Dec '23 Jan '24 Feb '24 Mar '24 Apr '24 May '24 El Camino Real Bicycle and Pedestrian Improvement Project PSR‐PDS March 14, 2023

Staff Report re OPEB Update Page 1 of 2
ST

AFF REPORT
TO
:

FROM:

VIA:

MEETING DATE:

SUBJECT:

Mayor and Members of the City Council
Pak Lin, Administrative Services Director
Brian Dossey, City Manager
March 22, 2023
OPEB Liabilities Update

RECOMMENDATION
Staff seeks comments, questions, impressions, and opinions from each Council member regarding the OPEB status update.

EXECUTIVE SUMMARY
Pension and other post-employment benefits (OPEB) plan obligations continue to be one of the Town’s largest financial concerns.

FIS

CAL IMPACT
There is no fiscal impact for FY 2022-23. Feedback will be incorporated in the FY 2023-24 budget development.

BACKGROUND
The Town participated in PARS 115 Trusts to offset future OPEB contributions beginning in June 2015. Aside from Ma rch 2020 through June 2021, the Town made annual contributions equal to the actuarially determined contribution to its 115 Trust. A reduced contribution was made from March 2020 through June 2021 in response to the financial impact of the COVID -19 pandemic.

An
other impact of the COVID -19 pandemic is on the US economy, resulting in supply chain shortages and rising inflation. These market fluctuations impacted the market confidence and drove the significant investment loss in FY 2021-22, a negative 11%.

Staff
partnered with GovInvest in preparing an update on the current financial health of the Town’s OPEB 115 Trust.

Item #8
Staff Report re OPEB Update Page 2 of 2

ANALYSIS
Per the analysis completed by GovInvest, the Town is on track to reach 100% funded status by 2036. This is based on the assumptions that the Town will make contributions based on a 6% discount rate, and the Town will continue to make full contributions to OPEB trust per the actuarially determined contribution (ADC).

N
ext Step
F
eedback from the OPEB study will be incorporated into the development of the FY 2023-24 budget. The FY 2024-25 and FY 2025-26 budget will incorporate the ADC from the June 30, 2022 Actuary Report, scheduled to be completed by June 30, 2023.

C
ouncil Adopted Values
Periodic reviews of the Town’s Pension liabilities are in alignment with the Town’s Responsibility and Vision attributes in the Town’s Value-Based Code of Conduct.

CONCLUSION
Staff seeks comments, questions, impressions, and opinions from each Council member regarding the OPEB status update.

ATTACHMENTS
A. OPEB Update
© 2023 GovInvest Inc.

OPEB Funding Update
Town of Colma
March 22, 2023
Attachment A
© 2023 GovInvest Inc.

Other Post-Employment Benefits (OPEB)•Includes•Retiree Health Benefits•Retiree Dental Benefits•Retiree Vision Benefits•Retiree Life Insurance Benefits•Excludes•Pensions•Severance Pay•Colma provides Retiree Health and Dental Benefits to former employees2 © 2023 GovInvest Inc.

OPEB – Where Are We Now? Report DateJune 30, 2022Measurement DateJune 30, 20213 Unfunded Liability$11.1MFunded Percentage34.1%Actuarially Determined ContributionFY 22-23$1,407,599ADC as a Percent of PayFY 22-2340.4% © 2023 GovInvest Inc.

Investment Return4
© 2023 GovInvest Inc.

AnnualRate of Return for CERBT Fund•Assets are invested in CERBT Strategy 1•Fiscal Year Ended June 30, 2022: -11.4%5 © 2023 GovInvest Inc.

Historical Investment Returns for the Year Ending June 30 6-15%-10%-5%0%5%10%15%2016 2017 2018 2019 2020 2021 2022Annual Investment Return © 2023 GovInvest Inc.

The Discount Rate will be lowered to reflect the lower Expected Return 7 Assumed Investment Return
Assumed Investment Return
© 2023 GovInvest Inc.

Funding8
© 2023 GovInvest Inc.

Funding Policy•Colma’s policy is to contribute an amount equal to the Actuarially Determined Contribution less the amount of the Implicit Subsidy into the OPEB Trust.9 © 2023 GovInvest Inc.

Explicit versus Implicit Benefits•Explicit Benefits are the portion of the retiree health care premium paid by the Town for the retirees and their beneficiaries.•Implicit Benefits are the higher premium rate paid by the Town for its current active employees due to the CalPERS Health Program charging the same premium rate for active employees as it does for retirees, as required under the Public Employees’ Medical & Hospital Care Act (PEMHCA).10 © 2023 GovInvest Inc.

Contribution History•On June 10, 2015, the City Council approved the contract to participate in PARS’s pension and OPEB trust. A $1.0 million was transferred from the Town’s committed general fund reserve to OPEB. •Thereafter, the Town made monthly contributions to PARS based on the most recent OPEB valuation (12 equal parts of ADC). •Monthly contributions continued until April 2020. Due to COVID and the impact on the shelter-in-place order, the Town saw a $2 million reduction in tax revenues. As a result, the Town only made 2 monthly contributions from April 2020 to June 2020, instead of 3. •For FY 2020-21, the Town reduced the OPEB contributions to 50% of ADC (at $61k per month). •OPEB contributions = ADC – implicit subsidy was reinstated in FY 2021-22, and the Town plans to continue to make full OPEB contributions moving forward.11 © 2023 GovInvest Inc.

Contributions and Distributions
12$0$200,000$400,000$600,000$800,000$1,000,000$1,200,000$1,400,000$1,600,000$1,800,0002016 2017 2018 2019 2020 2021 2022Contributions and DistribtutionsContributionsDistributions © 2023 GovInvest Inc.

OPEB Trust Balance as of July 1
13$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,0002015 2016 2017 2018 2019 2020 2021 2022Balance As of July 1 © 2023 GovInvest Inc.

Current Funding Projection14
© 2023 GovInvest Inc.

Projecting Unfunded Liability•Discount Rate•Assumed to drop to 6% beginning with 2022 valuation•Investment Return•Assumed to be -11.4% in Fiscal Year 2022•Match Assumed Discount Rate in following years15 © 2023 GovInvest Inc.

Actuarially Determined Contribution
16 © 2023 GovInvest Inc.

Projected Unfunded Liability
17 © 2023 GovInvest Inc.

Funded Percentage
18 © 2023 GovInvest Inc.

While tested against actuarial valuation results, the software results will not necessarily match actuarial valuation results, as no two actuarial models are identical. The software offers financially sound projections and analysis; however, outputs do not guarantee compliance with standards under the Government Accounting Standards Board or Generally Accepted Accounting Principles. The software and this presentation are not prepared in accordance with standards as promulgated by the American Academy of Actuaries, nor do outputs or this presentation constitute Statements of Actuarial Opinion. GovInvest has used census data, plan provisions, and actuarial assumptions provided by Customer and/or Customer’s actuary to develop the software for Customer. GovInvest has relied on this information without audit.Disclaimer 19 Staff Report re Retail Coach Presentation Page 1 of 2

STAFF REPORT
T
O: Mayor and Members of the City Council
FROM: Brian Dossey, City Manager
MEETING DATE: March 22, 2023
SUBJECT: Presentation from the Retail Coach
R

ECOMMENDATION
Staff recommends that the City Council make the following motion:

MOTION ACCEPTING THE PRESENTATION BY THE RETAIL COACH

EXECUTIVE SUMMARY
The Retail Coach has been providing commercial/retail recruiting, market analysis services and communications with commercial real estate developers for underutilized commercial areas for approximately the last 18 months. Staff is recommending that the City Council accept the presentation from the Retail Coach on progress to date, market trends and communications.

FISCAL IMPACT
There is no direct fiscal impact associated with this action.

BACKGROUND
One of City Council’s priorities for the Strategic Plan goal of Economic Development is to work on filling vacancies in our commercial areas and engage with developers for underutilized land in Colma. In November of 2021, staff entered into a two-year agreement with the Retail Coach after consulting with them at the League of California Cities conference in September of 2021.

The Retail Coach’s Scope of Work is to:
• Analyze the Market
• Determine Retail Opportunities
• Identify Development Opportunities
• Identify Retailer and Developers for Recruitment
• Recruit Retailers and Developers
AN
ALYSIS
At the March 22, 2023, City Council Meeting the Retail Coach will present information the following:

Item #9
Staff Report re Retail Coach Presentation Page 2 of 2
• 2023 Retail Trends - What we're seeing at a regional and national level and takeaways from the first quarter of the year.
• SWOT Analysis & Challenges Facing Colma - strengths, weaknesses, opportunities, and threats for the Colma retail market and overview of some of the key challenges the town is facing when attracting new retailers and developers. • Progress and Feedback to Date - Review of the types of retailers/restaurants/brands we're working to attract to the market and the feedback we've seen to date, and overview of key recruitment activities and conferences we've attended on the town's behalf.
• Where we go from here - Key focus areas for the remainder of the year and look ahead to important conferences, primarily ICSC Las Vegas in May.

C
ouncil Adopted Values
Accepting the presentation by the Retail Coach is the responsible action because it provides transparency to the City Council and Public on activities and progress to date.

S
ustainability Impact
None.

A
lternatives
The City Council could choose not to accept the presentation by the Retail Coach and instead provide direction for additional services or modify the scope of work being provided by the Retail Coach.

CONCLUSION
Staff recommends the City Council make a motion accepting the presentation by the Retail Coach.

Staff Report re 2023-2025 Strategic Plan Page 1 of 6

STAFF REPORT
TO
:

FROM:

MEETING DATE:

SUBJECT:

Mayor and Members of the City Council
Brian Dossey, City Manager
March 22, 2023
Approving the 2023-25 Strategic Plan
REC

OMMENDATION
Staff recommends that the City Council:

Adopt:

RESOLUTION AMENDING SUBCHAPTER 1.03 OF THE COLMA ADMINISTRATIVE CODE,

RELATING TO THE VALUE BASED CODE OF CONDUCT PURSUANT TO CEQA GUIDELINE 15061
Make the following motion:

MOTION APPROVING THE 2023-2025 STRATEGIC PLAN AS PRESENTED BY STAFF PURSUANT TO CEQA GUIDELINE 15061.

EXECUTIVE SUMMARY
Attached are the proposed changes to the Town of Colma Value Based Code of Conduct as well as the Strategic Plan document which reflects the prioritization of proposed programs as determined by the City Council at the March 2, 2023, Strategic Planning Study Session.

FISCAL IMPACT
There is no direct fiscal impact associated with this action. Each individual program in the Strategic Plan will have a fiscal impact, however. Some of these programs are already in progress and, as such, are already budgeted.

ENVIRONMENTAL
The City Council’s action to amend the Value Based Code of Conduct and to adopt the strategic plan is not a project subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guideline 15061(b)(3) as amending the value based code of conduct will not have any potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment and, instead, concerns general policy and procedure making. The same would apply to the strategic plan document which merely serves as a plan but does not approve any particular project in the plan. The strategic plan document will allow staff to bring future items to the City Council that will be analyzed under CEQA once studied and any scope is developed. To analyze impacts associated with potential projects would be speculative at this time.

Item #10
Staff Report re 2023-2025 Strategic Plan Page 2 of 6

BACKGROUND
As the Council will recall, the Council and staff held a Strategic Planning study session on March 2, 2023. During the study session, staff presented the proposed changes to the Town of Colma Value Based Code of Conduct stemming from the City Council teambuilding workshop on February 16, 2023. Also, during the study session staff presented various programs to the Council, with Council providing feedback and comments on the proposed strategic plan, including confirmation of the priority programs. The attached documents reflect staff’s understanding of those discussions.

ANALYSIS
The March 2nd study session focused on development of the 2023-25 Strategic Plan, which included goals and programs in five priority areas: Resiliency, Operations, Economic Development, Community, and Capital.

Value Statement
The Statement of Values are selected from the Town of Colma Value Based Code of Conduct.

During the City Council/Leadership Team, team building workshop on February 16, 2023, the Value Based Code of Conduct was reviewed, and small edits were recommended under the behavioral value of “Vision.” Staff is recommending the City Council approve the amendments to the Value Based Code of Conduct. Please see attachment A.

The Statement of Values that the City Council adopted for the 2020 – 2022 Strategic Plan comprised of expressions of how core behavioral values (Fairness, Responsibility, Trust, and Innovation) would be applied in the context of making policy decisions, such as adopting a budget, as opposed to being applied to an individual council members conduct. Below are the statement of values that were adopted for the 2020-2022 Strategic Plan and staff is not recommending any changes to the Value Statement for the 2023-2025 Strategic Plan.

Value Statement
We treat all persons, claims and transactions in a fair and equitable manner.

We make decisions after prudent consideration of the financial impact, considering the long- term financial needs of the agency, especially its financial stability.

We work to build trust with one another and the community to foster an inclusive, supportive and open environment.

We promote intelligent and thoughtful innovation in order to forward the Town’s policies and services.

Priority Areas
Staff recommended focusing on the some of the Priority Areas from the 2020-22 Plan; Resiliency, Operations, Economic Development, Community and Capital.

Staff Report re 2023-2025 Strategic Plan Page 3 of 6

At the March 2nd workshop the Council agreed on the proposed Priority Areas for the FY2023- 25 Strategic Plan.

Goals
At the March 2nd workshop staff presented some key challenges that cities are going to face in the future and staff developed the draft strategic plan based on those challenges. The plan presents a strategy that will best position Colma to attract businesses, visitors and new residents. Some of the challenges that Colma will face over the next few years are:
• In 2025, forty percent (40%) of the workforce is going to be millennials and they will demand that technology be available to comment in real time, report issues, solve problems, respond to concerns, and conduct day to day business from a handheld device, laptop or tablet. Millennials will also demand that city infrastructure is ready and available for upcoming and new communications.
• There will be 20 million Baby Boomers nationwide and they will need senior services from mobility, accessibility, programs and services.
• New residents will demand affordable housing that is accessible by public transportation in cities that have thriving businesses to not only work at, but to also have shopping opportunities and have entertainment options.
• The sense of community is more desirable among all populations. It is important to continue to create opportunities for the community to gather at events, create a sense • of place or space when updating roadways or facilities, and to incorporate a city’s history into facilities and/or infrastructure.
• Costs for services. How do cities keep up with providing exemplary services, adding new programs and projects while revenues cannot keep up with expenditures? The City Council agreed that the Priority Areas and Goals, which can be seen in the table below, were in alignment to help prepare the Town for not only caring for our existing businesses, visitors and residents but also attracting businesses, visitors and new residents.

Programs
The final portion of the March 2nd study session was to provide feedback on the proposed programs or select new programs to be implemented in the next two years for each priority area.

The City Council provided the following comments and feedback on the various goals and programs in the 2023-2025 Strategic Plan.
• Resiliency
o Schedule a study session to discuss revenue strategies. o Reach out to local Universities (liberal arts) when recruiting. Use Value Based Code of Conduct.
o Reach Codes – electric should always be an option (water heaters).

Staff Report re 2023-2025 Strategic Plan Page 4 of 6

• Operations
o Supportive of Asset Management System

• Economic Development
o Be aware of RHNA when researching hotel development.
o Improve street signage.
o Concerns over costs for Town owned freeway sign.

• Community
o Supportive of Explorer program, promote program achievements once established.
o Consider citizen prep program, youth government program and mock city council for teens.
o Maybe consider citizen of the year vs volunteer of the year. o Set parameters for ride share program.
o Restart recreation department youth and teen trips.

• Capital
o Serramonte Blvd West project - address concerns over off-loading vehicles along Serramonte Blvd (blocking traffic).
o During Lawndale project explore alternative uses.
o Colma Creek project – contact One Shoreline for funding. o HVAC project for the Police Station is scheduled for FY2023-2024.

The above-mentioned comments will be reviewed, considered and when possible incorporated as each program is developed.

As noted during the meeting, these will not be the only programs undertaken by the Town – the Town will certainly undertake other programs as well. The purpose of identifying the top priority programs is simply to keep everyone focused on the most important programs that the Council wishes to accomplish during the planning period. Thus, where there are questions whether to allocate staff time or Town resources between programs, the choice will be to favor the programs that are in the Strategic Plan that meet the Council’s goals. A summary of the Goals and Priority Programs is presented below, with a more detailed worksheet attached. 2023 – 2025 Strategic Plan Goals and Priority Programs
Area:

Goal:

Resiliency:

Ensure long term
Financial health,
Workforce
development,
Emergency
preparedness
and Climate
adaptation
Operations:

Increase Civic
engagement,
Transparency
and use of
Technology
Economic
Development:

Marketing &
Brand
Development,
Supporting
Retail, and
Future Land Use
Community:

Build upon our
Community
identity &
Improve quality
of life
Capital:

Update
Infrastructure
and
Beautification
Staff Report re 2023-2025 Strategic Plan Page 5 of 6

*Priority Program

Council Adopted Values

Approving the proposed changes to the Value Based Code of Conduct and the Strategic Plan is the responsible action because it provides a framework of priorities for Staff to follow. The goals and programs of the Strategic Plan consider the Town’s long-term financial stability and promotes innovation and vision for the Town’s operations as well.

Sustainability Impact
Several components of the Strategic Plan directly further the Town’s Climate Action Plan and sustainability efforts.

Alternatives
The Council could modify the Value Based Code of Conduct and/or the Strategic Plan during the meeting and direct staff to return with a modified Code of Conduct or Plan for adoption at a subsequent meeting.

Programs:
* Develop
Revenue
Strategies to
meet rising costs
Build
efficiencies
through
Technology.

* Land Use * Public Art
Programs &
Wayfaring

* Improve
Streets,
Sidewalks and
Bikeways
providing access
to all
* Workforce
Wellness,
Engagement,
Retention and
Recruitment
* Move to 24/7
Dispatch Center
per CalOES
guidelines
Branding &
Marketing
Public outreach
to residents and
youths

Upgrade Sewers
and Storm drains
ensuring Health
& Safety
Implement CAP,
Consider Reach
Code Ord., and
Recycled Water
& EV/Solar
Infrastructure
Research and
implement
technology
increasing
transparency
* Retail
Recruitment &
Retention
* 100 Year
Anniversary
Celebration
Maintain City
Facilities &
Consider Long-
Range Plans
Disaster
mitigation
response and
recovery
* Explore Smart
City
Applications
Events, and
Communications
Develop
programs that
embrace our
Culture and
Heritage
* Update Major
Equipment,
Technology &
Fleet
Staff Report re 2023-2025 Strategic Plan Page 6 of 6

CONCLUSION
Staff recommends the Council adopt the resolution amending the Value Based Code of Conduct and, by motion, adopt the 2023-2025 Strategic Plan, as presented by Staff.

ATTACHMENTS
A. Resolution - Value Based Code of Conduct
B. 2023 – 2025 Strategic Plan
25977.00000\41096247.1
Res. 2023-__, CAC 1.03 Value Based Code of Conduct Page 1 of 4

RESOLUTION NO. 2023-__

OF THE CITY COUNCIL OF THE TOWN OF COLMA
RESOLUTION AMENDING SUBCHAPTER 1.03 OF

THE COLMA ADMINISTRATIVE CODE, RELATING TO

THE VALUE BASED CODE OF CONDUCT PURSUANT
TO CEQA GUIDELINE 15061
T
he City Council of the Town of Colma hereby resolves:

SUBCHAPTER 1.03 AMENDED.

Subchapter 1.03, Value Based Code of Conduct, is hereby amended to read as follows:

TOWN OF COLMA

CITY COUNCIL AND LEADERSHIP TEAM

VALUE-BASED CODE OF CONDUCT
P
reamble
T
he proper operation of democratic government requires that decision- makers be independent, impartial and accountable to the people they serve. The purpose of this Code of Values is to promote and maintain the highest standards of personal and professional conduct in the Town’s government. Because we seek public confidence in the Town’s services and public trust of its decision-makers, the City Council and Leadership Team adopts and pledges to follow this Value- Based Code of Conduct:

F
airness
A
s representatives of the Town of Colma, we are fair and impartial.

I
n practice:
 W
e support the public’s right to know and promote meaningful public involvement. • We support each other in health, wellness, work-life balance, and foster mindfulness by treating each other with care and compassion.
 W
e treat all persons, claims and transactions in a fair and equitable manner.  W
e make decisions based on the merits of the issue.

H
onesty and Integrity
As representatives of the Town of Colma, we act with honesty and integrity.

I
n practice:

Attachment A
25977.00000\41096247.1
Res. 2023-__, CAC 1.03 Value Based Code of Conduct Page 2 of 4

 We are prepared to make unpopular decisions when our sense of the public’s best interest requires it.
 W
e take responsibility for our actions, even when it is uncomfortable to do so.  We ar
e open, honest and transparent in our communication.
 W
e acknowledge, recognize, give credit and trust each other for our contributions to moving the community’s interests forward.

R
esponsibility
A
s representatives of the Town of Colma, we act in a responsible manner.

In
practice:
 W
e do not use public resources, such as agency staff time, equipment, supplies or facilities, for private gain or personal purposes.
 We develop strong relationships with our community, and encourage collaboration with our residents, businesses, and fellow Town representatives and staff.  W
e make decisions after prudent consideration of the financial impact, considering the long-term financial needs of the agency, especially its financial stability.  W
e come to meetings prepared and ready to contribute thoughtfully.

V
ision
A
s representatives of the Town of Colma, we look to the future when making decisions.

I
n practice:
 W
e promote intelligent and thoughtful innovation in order to forward the Town’s policies and services.
 We endeavor to anticipateare flexible with future needs and are adaptable and flexible when faced with unforeseen circumstances.
 We consider endeavor to anticipate the broader regional and statewide implications of the agency’s decisions and issues.
 W
e understand change can be a stressful but a necessary part of the innovative process.

Respect
As representatives of the Town of Colma, we respect one another and the public.

In practice:
25977.00000\41096247.1
Res. 2023-__, CAC 1.03 Value Based Code of Conduct Page 3 of 4

 We treat one another and the public with patience, courtesy and civility, even when we disagree.
 We focus on the merits in discussions of issues, not personalities, character or motivations.  We share our ideas freely, are open-minded and value others’ ideas and opinions, and listen to suggestions before making a decision.
 We work to build trust with one another and the community to foster an inclusive, supportive and open environment.

S EVERABILITY.

Each of the provisions of this resolution is severable from all other provisions. If any article, section, subsection, paragraph, sentence, clause or phrase of this resolution is for any reason held by a court of competent jurisdiction to be invalid, such decision shall not affect the validity of the remaining portions of this ordinance.

N OT A CEQA PROJECT.

The City Council finds that adoption of this resolution is not a "project," as defined in the California Environmental Quality Act pursuant to CEQA Guideline 15061(b)(3) because it does not have a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment and concerns general policy and procedure making.

EFFECTIVE DATE.

This resolution shall take effect immediately upon adoption.

Certification of Adoption
I certify that the foregoing Resolution No. 2023-__ was duly adopted at a regular meeting of said City Council held on March 22, 2023 by the following vote:

Name Counted toward Quorum Not Counted toward Quorum
Aye No Abstain Present, Recused Absent
Joanne F. del Rosario, Mayor
John Irish Goodwin
Ken Gonzalez
Carrie Slaughter
Helen Fisicaro
Voting Tally
25977.00000\41096247.1
Res. 2023-__, CAC 1.03 Value Based Code of Conduct Page 4 of 4

D
ated ______________________ ___________________________________ Joanne F. del Rosario, Mayor
At
test: ____________________________
Caitlin Corley, City Clerk
DRAFT - 2023-2025 Strategic Plan 1
2023 - 2025 STRATEGIC PLAN
Value Statement
We treat all persons, claims and transactions in a fair and equitable manner.

We make decisions after prudent consideration of the financial impact, considering the long-term financial needs of the agency, especially its financial stability.

We work to build trust with one another and the community to foster an inclusive, supportive and open environment.

We promote intelligent and thoughtful innovation in order to forward the Town’s policies and services.

Goals and Priority Programs
Area:

Goal:

Resiliency:

Ensure long term
Financial health,
Workforce
development,
Emergency
preparedness
and Climate
adaptation
Operations:

Increase Civic
engagement,
Transparency
and use of
Technology
Economic
Development:

Marketing &
Brand
Development,
Supporting
Retail, and
Future Land Use
Community:

Build upon our
Community
identity &
Improve quality
of life
Capital:

Update
Infrastructure
and
Beautification
P
rograms:
* Develop
Revenue
Strategies to
meet rising costs
Build
efficiencies
through
Technology
* Land Use * Public Art
Programs &
Wayfaring
* Improve
Streets,
Sidewalks and
Bikeways
providing access
to all
* Workforce
Wel
lness,
Engagement,
Retention and
Recruitment
* Move to 24/7
Dispatch Center
per CalOES
guidelines
Branding &
Marketing
Public outreach
to residents and
youths
U pgrade Sewers
and Storm drains
ensuring Health
& Safety
Implement CAP,
Consider Reach
Code Ord., and
Recycled Water
& EV/Solar
Infrastructure
Research and
implement
technology
increasing
transparency
* Retail
Recruitment &
Retention
* 100 Year
Anniversary
Celebration
Maintain City
Facilities &
Consider Long-
Range Plans
Disaster
mitigation
response and
recovery
* Explore Smart
City
Applications
Events, and
Communications
Develop
programs that
embrace our
Culture and
Heritage
* Update Major
Equipment,
Technology &
Fleet
*Priority Program
Attachment B
DRAFT - 2023-2025 Strategic Plan 2
Programs
Resiliency
Ensure long term financial health & lead the efforts for Climate Change • Develop Revenue Strategies to meet rising costs *
o Description: Financial stability continues to be the Town’s top priorities. In recent years, the Town explored a voter-approved Transient Occupancy Tax (or hotel/motel tax), established Unfunded Liabilities Funding Strategy, as well as a Sewer Enterprise Fund, and sought out many grant opportunities. The next steps in ensuring financial stability include possible service cuts, which are part of the annual budget process, and additional revenue sources through the development of revenue strategies. This program will commit resources to researching long-term revenue sources for the upcoming elections in 2024. This will include conducting studies, surveys, and public outreach to identify potential revenue strategies. Possible strategies include but are not limited to, sales tax, and business license tax.
 Assigned to: CMO & Finance
o D
escription: In 2017-19 Strategic Plan the City Attorney provided a confidential memo to staff that outlined some of the initial steps that it would take to establish a Landscape or Lighting District. The program was also included in the 2020 – 22 Strategic Plan where additional information was discovered, and progress made. The critical step would be to ensure that the Town could collect revenues to support the Lighting District. Establishing a landscape and/or lighting district could reduce the General Fund’s exposure to costs associated with streetscape landscaping and lighting costs.

D
uring FY 2021/22 & FY 2022-23 staff held several meetings with San Mateo County Public Works staff as well as the County’s Local Agency Formation Commission (LAFCo) regarding the portion of streetlights with in the Colma Lighting District that reside in the Town of Colma. To fund this endeavor, staff has identified that Colma’s portion of the Colma Lighting District generates about $135,000 annually from property taxes. The revenue collected from the property tax rolls is to provide the needed operation and maintenance money to maintain the Colma Lighting District streetlights.

W
orking with LAFCo and the County Controllers Office, it was determined because the Town is a low property tax city, the Town would only be able to receive a portion of the property tax revenue that is dedicated to the Colma Lighting District, that amount would be in the range of $75,000 to $80,000 annually. Staff has proposed to the County not splitting the Colma Lighting District and instead entering into an agreement where Colma maintains their portion of the streetlights and in return receives the full amount of taxes collected by the County, including a portion of the Colma Lighting District reserves. Colma’s portion of the reserves would help offset the cost of replacing the aging streetlights in the Sterling Park neighborhood.
 Assigned to: DPW, CMO & City Attorney
o Description: Engage Cal Water exploring the feasibility of Citywide Water Purveyor Franchise Agreement
 Assigned to: DPW, CMO & City Attorney
DRAFT - 2023-2025 Strategic Plan 3
o Description: Review the Town’s planning, building, and engineering fee schedule and complete a cost recovery/fee study as needed.
 Assigned to: CMO, City Attorney & DPW

• Workforce Wellness, Engagement, Retention and Recruitment * o Description: The Colma Value Based Code of Conduct identifies work-life balance as an “in practice” statement under the value of Fairness and developing stronger relationships is identified under the value of Responsibility. Using these Values as a guide to employee retention and recruitment are essential to the Town’s resiliency.

o Employee Retention & Wellness. Create and formalize an employee wellness committee representing all Town departments. The committee will focus on how to make wellness a priority while working in a hybrid environment, maintaining mental and physical wellness as well as determining how employees can manage a healthy work-life balance. The committee will utilize resources from the new employee EAP (effective 7/1/2023), and various brown bag discussions/trainings for employees. Work relationships are also an important part of an employee’s happiness, which plays a role in employee retention and wellness. The employee wellness committee will also focus on cross-departmental fun and interaction with various events or activities.

o Recruitment. Provide excellent human resources guidance, which fosters a proactive work environment made up of employees who support the community we serve. Our goal is to attract and secure qualified individuals to apply for the respective classifications.

Recruitment efforts are directed toward piquing the interest in all communities served. The Town will use recognized hiring process practices for job announcements, testing, interviews, and background checks as outlined in the Administrative Code.  Assigned to: HR, Police Department, CMO & Recreation

• Implement Climate Action Plan, Consider Reach Code Ordinance, Recycled Water Program, and EV and Solar Infrastructure
o Description: The State has set new Green House Gas (GHG) reduction goals and its technology has improved and changed since the adoption of the Climate Action Plan in 2013. The update will include:
• Address Senate Bill 32 (2016) which requires California to reduce GHG emissions to 40% below 1990 levels by the year 2030 (previous target was 20% by the year 2020). • Update policies based on new technologies and best practices to reach the new 2030 goal (Colma has exceeded the goal for 2020)
• Expand Outreach/Education program for businesses and residents on the benefits of electrification, new rebates, and case studies to reduce natural gas usage. • Present options to increase electrification to reverse current trends of increased natural gas usage and related GHG.
• Continue to meet the goals and standards set by SB1383.  Assigned to: Sustainability & Planning

o Description: Consider adopting reach codes which apply only to new construction to improve Electric Vehicle (EV) charging infrastructure and increase electrification of new buildings.
 Assigned to: Building, Planning, & City Attorney
DRAFT - 2023-2025 Strategic Plan 4
o D
escription: Continue to partner with Daly City, Cal Water and SFPUC to promote and establish a reclaimed water system within Town of Colma  Assigned to: CMO & DPW
o D
escription: Continue to work with Peninsula Clean Energy in an effort to install EV charging and solar infrastructure including a battery backup system for the solar project.  Assigned to: CMO, DPW & Sustainability
• Disaster Mitigation, Response and Recovery
o Description: Continue to work with neighboring jurisdictions and pool resources when available during disaster response. Purchase additional emergency equipment for continuity of operations. (i.e. generators, lighting, lightboards, etc)  Assigned to: CMO, DPW, PD
o D
escription: Conduct emergency preparedness training with staff including annual tabletop exercises and engaging CAPE/CERT teams.
 Assigned to: Police Department, HR and Safety Committee o D
escription: Continue to offer training to new and existing CAPE/CERT programs to the residents of the community.
 Assigned to: Recreation, Police Department and CMO
Operations
Increase Civic Engagement & Transparency
• Build efficiencies through Technology
o Description: Implement the use of credit cards at Town Hall & Police Station making it easier for residents, businesses and visitors to pay for services. Also explore opportunities for online payments through the Town’s web site.
 Assigned to: Finance, CMO & Police Department
o Description: Digitize Public Records through a Document Management & Codification System. This will enable the Town to reduce the use of paper and allow the general public to search for public records electronically saving staff time while creating convenience for the public. Prior to the implementation of a Document Management System, staff will first update Record Retention Schedule at a future City Council meeting.  Assigned to: CMO & IT
o D
escription: Implement an asset management system that would Loo. The asset management program will provide the Public Works Department the ability to schedule daily, monthly, and annual events along with costs that are associated with those events or tasks. This program will enable the staff to be more efficient with scheduling, accountability and costs associated with keeping the departments day to day operations moving forward.
 Assigned to: DPW
• Provide 24/7 Dispatch Center Services *
DRAFT - 2023-2025 Strategic Plan 5
o Description: In 2021 CalOES informed the Town that we were in violation of our Public Safety Answering Point (PSAP) by not operating our dispatch center full time. After discussions with CalOES the Town’s only options were to move to a 24/7 dispatch center or to contract the dispatch services 100 percent of the time. The City Council directed staff to work with the Dispatch bargaining unit to bring dispatch services in-house full time.  Assigned to: CMO, PD, Finance
• Research and implement technology increasing transparency. o Description: Financial transparency is critical to building trust, creating civic engagement and ensuring public accountability. Financial transparency will be part of the Financial Software Replacement system (ERP). This may include better integration with the Town’s current online transparency platform OpenGov or other similar products, additional integration systems, a space for storytelling, and other effective budgetary and fiscal communication tools.
 Assigned to: Finance and CMO
• Explore Smart City Applications *
o Description: Research and explore electronic applications and tools that will enhance the Town’s ability to communicate to the residential and business community and manage assets and resources more efficiently by way of electronic data collection and technology.

Applications and tools can be applied to economic development, mobility, sustainability, community and government. Over the past two years staff has been working with City/County Association of Bay Area Governments (C/CAG) to bring a Smart corridor project through Colma.
 Assigned to: CMO, IT, DPW, Finance, Planning and Recreation Economic Development
Marketing & Brand Development, Supporting Retail, and Future Land Use • Land Use *
o Description: Complete the Zoning Code Update (Implement the General Plan Update (GPU) - Pursuant to state law, the Town of Colma is required to amend its zoning code and zoning map after the adoption of the Town’s GPU 2040. The GPU and zoning must be consistent with one another. Colma planning staff began the zoning code update process in late 2022 and is scheduled to make two presentations to the City Council in the spring/summer of 2023 (Study Session & Public Hearing).  Assigned to: Planning
o D
escription: Engage with Property Owners – GPU Commercial Core Opportunity Sites – Staff’s primary focus has been on the “Town Center” site, and specifically Kohl’s long- term intentions for their Colma store. With the help of The Retail Coach we have been tracking Kohl’s “right-sizing” initiative across their national retail portfolio. Because of the size of the Colma store (90,000 sq. ft.) and the expanse of the property’s parking lots, we believe that this store may be a good candidate for an internal feasibility assessment by Kohl’s real estate team. To that end, The Retail Coach initiated discussions with Kolh’s several months ago and has provided a Colma land use information package to their real estate executives. We are anticipating follow-up discussions over the next three to six months.
 Assigned to: CMO and Economic Development
DRAFT - 2023-2025 Strategic Plan 6

o Description: Facilitate Card Room Expansion Process - The City Manager has maintained regular communications with Lucky Chances ownership and management with focus on industry trends and Lucky Chances evolving ideas of their future business model.  Assigned to: CMO and Economic Development

o Description: Advance Hotel Development Feasibility - An analysis of recent public/private hotel projects on the Peninsula was carried out in the summer of 2022. Staff then met with a local economic development consultant who had facilitated several competitive processes for cities who desired to enable hotel developments via land leases and a mix of financial incentives. A phone interview with a specialty hotel deal-maker revealed that the single most effective tool to bring hotels to cities is to provide land at deeply discounted sales prices or land lease terms. Since Colma does not own a property suited for a hotel use, it was suggested that the Town secure the services of a commercial real estate company with a specialized hotel market analysis team to determine the viability of Colma’s market sphere to attract and sustain a hotel enterprise – to be located on privately owned land, on a site to be determined. In recent conversations with The Retail Coach, they have indicated that they can help with an initial market assessment and advise on subsequent feasibility steps.

 Assigned to: CMO and Economic Development

o Description: Hillside Blvd. Commercial Overlay District - Staff began discussions with the landowner in late 2021, with the intent to confirm interest in the creation of a commercial overlay district on lands North and East of Hillside Blvd. By the time the General Plan Update (GPU) was approved by the City Council in March 2022, staff had determined that the Town would need to create and provide a process roadmap or “development framework” to the landowner for the creation of the Overlay District, once the GPU was in place. By Fall 2022 the framework was finished and Town staff had completed most of the tasks associated with the Town’s authority as the land use agency. A summary of the Framework’s tasks:

i. Define the purpose of the District (completed – Colma GPU) ii. Identify the areas that make up the District (completed – Colma GPU) iii. Clarify the Town’s land use priorities (completed – Town staff) iv. Standards anticipated to apply to new uses in the District (completed – Town staff)
v. Identify the capacity of the District (completed - Town staff) vi. Complete due diligence with utility providers (Town staff – in process) vii. Continue to work with landowner developing a Master Plan for the overlay district
At this juncture staff understands that the property owner has initiated an internal planning process to determine long-term land use requirements for their core business, which should in turn define available land that could be used for new commercial uses.  Assigned to: CMO and Economic Development

o Description: El Camino Real Commercial Overlay District. This newly established overlay district is associated with a three-acre vacant land parcel fronting El Camino Real, near the Colma Bart Station. Staff has engaged the property owner in discussions leading up to the City Council’s recent adoption of the Housing Element. Ultimately this property was not included in the Town’s potential housing sites inventory. However, should the DRAFT - 2023-2025 Strategic Plan 7
property owner initiate a development master plan for the property in the future, some housing could be included in a mixed-use development plan. o Assigned to: Planning
• Branding and Marketing
o Description: Branding Campaign – Conduct Professional Services Procurement Process.

The 2012 Economic Development Plan identified several strategies within the framework of the study. One of the strategies was to create Branding and Promotional Materials emphasizing Colma’s commercial activities. Phase 1 of the project will be to prepare a Request for Proposal (RFP) and hire a consultant to develop a community branding campaign. The process will involve local outreach, surveys, interviews with business leaders, and other research, and utilizing this information to establish creative options for the community’s brand. Phase 2 will be to launch an expanded image and branding campaign highlighting Colma’s brand through logo, marketing brochures, letterhead, streetlight banners, promotional campaigns, advertisements and tag lines. This program was identified as a priority program on the 2020-22 Strategic Plan however it was delayed due to Covid pandemic and change in priorities. The City Council also put this project on hold in June 2022.
 Assigned to: CMO, Planning and Finance
o D
escription: Determine Feasibility and Process for New CalTrans Signage - This program is to build consensus with the business community along Serramonte Blvd. in an effort to change the name of the roadway to Serramonte Auto Row. Assuming consensus is established and Serramonte Blvd. name has been changed, staff will petition CalTrans for the street name change on southbound highway 280 at the Serramonte Blvd. exit.  Assigned to: CMO, Planning and DPW
o D
escription: Develop Options for a New Town-Owned and Operated Freeway Sign.

Determine feasibility and develop options for new 280 freeway sign – As part of the 2022- 24 Economic Development Plan, staff was directed to research the feasibility of a freeway sign along highway 280 promoting the Town of Colma commercial areas. Staff will have to engage with CalTrans and possibly a consultant to determine feasibility.  Assigned to: CMO, Planning and DPW
• Retail Recruitment and Retention
o Description: Administer the Retail Coach contract – In 2021 the Town entered into an agreement with the “Retail Coach” a consultant that provide market analysis of commercial areas and recruits commercial businesses to shopping centers with high vacancies. Since bringing the Retail Coach on board, there has been a higher level of communication with Kimco’s 280 Metro management directly by Town staff and reinforced by regular check-ins by The Retail Coach. A snapshot of progress filling vacant retail spaces is provided in the table below:

Business
Type
Q4-2021 Q4-2022 % Change
in Spaces
% Change
in Sq. Ft. # of spaces Sq Ft # of spaces Sq Ft
Retail 15 162,233 17 178,036 +6.7% +6.9%
Food 4 10,045 5* 22,809 +3.3% +5.6%
Services 3 9,985 4 14,300 +3.3% +1.9%
DRAFT - 2023-2025 Strategic Plan 8
VACANT 8 45,566 4 12,684 -13.3% -14.4%
20% 5.6%
Total 30 227,829 30 227,829
The Retail Coach has confirmed that under the Ross lease, no more than five food businesses may occupy 280 Metro spaces.

New businesses already opened or in the process include Boot Barn, DashMart, Pet Club, Good Feet, and Raising Cane.

Q2-2021 Sales tax revenues from 280 Metro showed an estimated shortfall of approximately 20% due to the eight vacancies at that time. Seeing the closing of that gap clearly will not likely appear in quarterly reports until late 2023.  Assigned to: CMO

o Description: Target New Auto Dealerships. Auto row has seen the addition of the new Cadillac dealership, the expansion of Kia’s business facilities, and soon the opening of VinFast in the vacant Acura dealership property at 475 Serramonte Blvd.  Assigned to: CMO

o Description: Coordinate with Cemetery and Auto Dealerships to Promote Local Restaurants
 Assigned to: Planning

o Description: Process Use Permits in Commercial Districts – Retain, not Replace Retail  Assigned to: Planning

o Description: Continue as a participating city in SM County’s “Choose Local” program for small businesses. This program has been discontinued by the County.  Assigned to: None

• Events and Communications
o Description: Continue to coordinate and program the Mayor/Chamber Walks, Business Recognition Luncheon, regular meetings with the Cemetery and Auto Row work group and create and distribute the “Colma Works” business newsletter.  Assigned to: CMO, Planning and Recreation

o Description: Continue to update the Colma “Business tab and Colma Business Directory on the Town’s website.
 Assigned to: CMO

Community
Build upon our Community Identity & Maintain Quality of Life

• Public Art Programs & Wayfaring *
o Description: Research and Develop a Public Art Program that enhances and beautifies the Town for residents and visitors. The program may include; • Internal Public Art programs that focus on Colma’s unique History & Culture around Public Facilities and within the public right of way.

DRAFT - 2023-2025 Strategic Plan 9
• Explore external program where developers may install public art as part of development or apply impacts fees to development to fund public art programs on public property.
• Develop a wayfaring program that directs visitors to parks, historical places, landmarks, cemeteries and retail centers.
 Assigned to: Planning and CMO
• Public Outreach to residents and youths
o Description: The Colma Police Department is in the process of recruiting and implementing a Police Explorer Post. The Police Explorer Post program is a volunteer organization for teenagers aged 14 to 21, with an interest in Law Enforcement. The goals of the Explorer Program is to expose teenagers to lifelong skills such as teamwork, responsibility and leadership, while building bridges between the community and law enforcement. The program will be organized through the Explorer Division of the Pacific Skyline Council of the Boy Scouts.
 Assigned to: Police Department
o D
escription: During the 2020-2022 Strategic Plan it was suggested that the Town start a “Volunteer of the Year” program where at the end of each year the Mayor and City Council select the Colma resident who has given their time, energy and efforts to the Town or Colma non-profit. Staff will work with the City Council during the year to identify candidates for selection.
 Assigned to: CMO and Recreation
o D
escription: In 2022 the Town of Colma was awarded a $75,000 grant to pilot a rideshare program for seniors and populations in need for the 2023-2024 calendar years. Staff will work with the County to create a program and partner with a rideshare service to provide transportation to essential services; doctor’s office, dentist office, grocery store, pharmacy, etc. The program may be extended to the business community for “last mile” transportation for the Colma workforce.
 Assigned to: CMO and Recreation
o Description: The Colma Police Department partners with LifeMoves, a non-profit group consisting of outreach workers, or Hot Team (Homeless Outreach Team), that meet with law enforcement regularly to identify where homeless individuals and families reside, work to develop a rapport with the homeless citizens, make referrals to primary and behavioral health care, connect unsheltered homeless people to housing resources, and provide access to basic needs such as meals, showers, toiletries, and emergency shelter. The Colma Police Department partners and collaborates with San Mateo County resources and services to assist the Colma community with unsheltered homeless individuals and families. Funding for 2023-2024 will come from the remaining BSCC grant money and LifeMoves is currently submitting a proposal for Measure K funds for future services in San Mateo County to include North County agencies.
 Assigned to: Police Department
• 100 Year Anniversary Celebration *
o Description: In 2024 the Town of Colma will be celebrating its 100th year anniversary. In the fall of 2022, a City Council/Staff Ad Hoc Committee was formed to plan for the events DRAFT - 2023-2025 Strategic Plan 10
for 2024 during the 2023 calendar year. Committee activities will include; planning events, sponsorship packages, budgeting, marketing, giveaways, film, etc.…..  Assigned to: CMO, PD & Recreation
• Develop programs that embrace our Culture and Heritage o Description: Develop and coordinate programs and events that celebrate the History and Culture of the Town. This may include enhancements to existing programs or development of new programs. The focus will be to highlight and preserve Colma’s unique and rich history. Opportunities for programming may include partnering with the local cemeteries, businesses and historical association. Potential programming includes events surrounding; • H
alloween (i.e. Trunk or Treat, Senior Trick or Treat, Dog Halloween Parade) Veteran’s (i.e. Making Card for Veterans, Breakfast and Bingo, Clean Up Day, CHA Historical Museum field trip, etc.)
• Cultural (i.e. Dia de los Muertos, Parol Lantern workshop, Multi-Cultural week, Multi- Cultural Craft Night, Dia de los Ninos, Older American Celebration) • History (i.e. Colma Scavenger Hunt, Promote History through Social Media, Cemetery Tours, Youth and Family trip to historical Museum etc.)  Assigned to: Recreation
Capital
Update Infrastructure and Beautification
• Streets, Sidewalks and Bikeways *
o Description: Complete Serramonte Blvd West Bicycle and Pedestrian Improvement Project - Phase I of the project involves design (plans, specifications and estimates) and construction of the Serramonte Blvd West. The project will take a four-lane roadway and reduce it down to two lanes (one lane in each direction), and provide a center turn lane for those entering or exiting the various retail outlets along the Boulevard. The pilot lane reduction will provide right of way to build separated Class IV bike lanes in both directions.

The project will also provide two mid-block high visibility crosswalks with rectangular rapid flashing beacons (RRFB) along with safe harbor refuge island. A "Quick Build" option will be implemented into the phase one project to provide temporary low-cost landscape barriers to separate bicyclists and pedestrians from vehicular traffic. This project will include the signalizing of the Serramonte Blvd and Serra Center Intersection. Total project cost is $2.035 million - $1.8 million is supported through grants funds.  Assigned to: Planning & DPW
o Description: The Annual Roadway Rehabilitation and Preventative Maintenance Program (PMP) includes minor repairs, such as crack sealing, and major rehabilitation, such as slurry seal and mill and fill. The goal of the program is to maintain the Town’s Pavement Condition Index (PCI) between 75 and 80, which is still classified “as very good”. The current PCI rating for the Town’s Roadways is 76, the goal over the next few years is keep that rating and if possible, move it closer to a rating of 80. The Town’s Capital Improvement Plan has identified several roadways for either heavy maintenance treatments such as crack sealing, dig out and repairs and surface treatments such as slurry sealing or micro sealing on several of our roadways. Project costs for maintenance and rehabilitation of the proposed streets is in the range of $950,000 to $1,100,000.  Assigned to: DPW
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escription: El Camino Real Bicycle and Pedestrian Improvement Project Study Report (PSR) - The project includes a re-design of El Camino Real (ECR). It incorporates a lane reduction in each direction so that Class 4 bike lanes can be designated on the Northbound and Southbound directions. The project also includes continuous compliant sidewalks, additional bicycle and pedestrian safety features, new traffic signals, landscaping, reconfiguration of the Mission Road (“the Y”) intersection, and bioretention storm drain infrastructure along ECR. The project presents a vision for residents and visitors to travel safely, comfortably, and with ease. Total project cost is $2 million - $1.8 million is supported through grant funds.
 Assign to: DPW
o Description: Town Wide Bike and Pedestrian Master Plan - Colma was awarded funding through the Transportation Development Act Article 3 (TDA3) Pedestrian and Bicycle Program for a Bicycle and Pedestrian Master Plan. The Colma Bicycle and Pedestrian Master Plan will envision a safer, more connected active transportation system in the Town of Colma. This project will build on the El Camino Real Bike and Pedestrian Plan, the Serramonte Collins Master Plan, the Hillside Boulevard complete streets improvement project, the Mission Road improvement project, and Systemic Safety Analysis Report (SSAR) performed by the Town of Colma. Total project cost $100,000 - $90,000 supported by grant funding.
 Assigned to: Planning
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escription: Landscape Medians - Median landscapes along Lawndale Boulevard and El Camino Real need rehabilitation. Additionally, the landscape along the backside of the sidewalk along the Northside of Lawndale Boulevard needs to be addressed as well. Phase 1 is the conceptual review of the landscaping and public use and enhancement on Lawndale Boulevard and El Camino Real. Phase 2 will provide “Shovel Ready” project plans, specifications and estimates (PS&E) and preparing a bid package. Phase 3 is the construction phase, which includes awarding the contract, building and inspection services, and construction. The study will also focus on green infrastructure possibilities, stormwater enhancements, and recreational features. Grant opportunities may be available for Phase 3 of this project.
 Assigned to: DPW
• Sewers and Storm drains
o Description: Colma Creek - Sections of the Colma Creek concrete channel has deteriorated over the years. Because there are different levels of deterioration, a study will need to be performed as phase 1 of the project. This study will identify, categorize and map the deteriorated areas, estimate costs to repair and identify what outside permits are to be required to enter and repair the creek walls and floor. Phase 2 of the project will be to prepare plans and specifications for the project along with applying for and obtaining all necessary permits to perform the work. Phase 3 will be the preparation of the bid documents, project and construction management and the repair work.  Assigned to: DPW
o Description: Storm Drain System Assessment and Mapping - The project will review and analyze the Town's 11 miles of the Storm Drain System. The process will be to start assessing the current Storm Drainage system by way of internally videoing the system as is. The video would provide several insights; it will unveil any needed repairs and unrecorded blind or DRAFT - 2023-2025 Strategic Plan 12
illegal connections. The findings that come through the videoing process will allow staff to budget for repairs or enhancements to the storm drain system. Only portions of the system will be addressed each year. The project is expected to be a 3 -year effort; funding will be requested on an annual basis for that specific scope of work.  Assigned to: DPW
• City Facilities & Long-Range Plans
o Description: Bark Park - The Bark Park located on lower D Street provides dog owners a site where they can allow their pet to play, run and commune with other dogs. Though the park caters to dogs, it is also a place where residents can meet while their pets play and be contained within a safe and confined area.
 Assigned to: DPW & Recreation
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escription: Historical Museum - The Historical Museum Facility is currently in need of painting. The work includes minor building repairs such as plaster touch up, dry rot repairs, and window trim repairs or replacement.
 Assigned to: DPW
o Description: Facility Parking Lots - Several of the Town owned facility parking lots need reconstruction and/or resurfacing along with striping and Americans with Disabilities Act (ADA) upgrades. This project will address long term parking lot maintenance and reconstruction needs at: Creekside Villas, the Colma Community Center and Historical Museum, the Colma Police Station and the Public Works Maintenance Corporation Yard.

The work will vary from facility to facility ranging from reconstruction, (Mill and fill) to minor surface treatments, such as crack sealing and slurry coats. All facilities will be restriped. Installation of additional ADA stalls will be considered if feasible for the Colma Community Center parking lot. Given the recent increase in oil prices and construction escalation costs, it is estimated that the project will increase by more than 20% over original estimates that were presented several years ago.
 Assigned to: DPW
o Description: An Urban Tree Master Plan outlines the objectives and actions needed to sustain, protect, and enhance trees along streets, parks, and open space area. The Town’s trees have been tagged and entered into a GIS database. The next step is to contract with a certified arborist to survey and assess the health of town trees and provide a tree maintenance schedule that includes pruning, fertilizing, and replacing trees. The result of the study will be incorporated into the existing GIS database, along with tree maintenance and replacement schedule.

Cost for the tree survey and incorporating the results into the GIS database is estimated at $100,000.

The project also includes tree replacement; however, an analysis of the existing tree conditions is required prior to any replacement. Staff is recommending a budget of $200,000 for future year tree replacement.
 Assigned to: DPW
• Major Equipment, Technology & Fleet *
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o Description: IT Infrastructure Upgrades - The ongoing maintenance of computers, as well as the Town’s backbone network, requires periodic upgrades to ensure that operations continue. The project includes: replacement of desktop computers and other equipment, technology needs at Town-owned facilities, software updates, and upgrades to servers, switches and routers.
 Assigned to: CMO
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escription: Vehicle Replacement Schedule - This Capital Improvement Project covers the purchase of vehicles and major fleet items Town-wide. Over the 2023-24 and 2024-25 fiscal years the vehicle replacement program anticipates replacement of fleet vehicles to be approximately $515,000. During vehicle replacement staff will look for opportunities to extend the fleet to save costs, look for Electric Vehicle opportunities and funding that would subsidize those purchases. Staff will also review and update the current vehicle replacement schedule based on current market replacement cost.  Assigned to: Finance, Police Department and DPW
o Description: Equipment Purchase and Replacement - This Capital Improvement Project covers the purchase of major equipment Town-wide. In the FY 2022-23, the Police Department is requesting to update the Lawnet Equipment Upgrade while the Police Department Radio Encryption Upgrade will be on hold while the San Mateo County Police Chief Association research on the best system. This collaboration is important for the public safety departments to ensure smoother cross agency collaborations during emergencies. The project funding of $150,000 is required in FY 2022/23 and FY 23/24.  Assigned to: Police Department
* P
riority Program