Concord City Council
March 11, 2023

1 COUNCILMEMBERS
Laura M. Hoffmeister, Mayor
Edi E. Birsan, Vice Mayor
Dominic D. Aliano
Laura M. Nakamura
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Special Meeting of the
Concord City Council
Saturday,
March 11, 2023
9:00 a.m. – Continental Breakfast
9:30 a.m. – Open Session/Workshop
Concord Senior Center
2727 Parkside Circle
Concord, CA
This meeting is being held in-person only.

AGENDIZED ITEMS – The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes.

Under California law, public comments at special meetings are limited to subjects on the agenda only. Therefore, public comment will only be taken on Agenda Item No. 2.a.

HOW TO SUBMIT PUBLIC COMMENTS:

In-Person Comments: Welcome to the Special City Council meeting. To assist the Mayor in allowing all speakers to be heard, we ask you to fill out a blue Speaker’s Card if you wish to address an item.

Please complete the Speaker’s Card and give it to the City Clerk before the agenda item is called, and preferably before the meeting begins. When the Mayor recognizes you to speak, come forward, give your name, and direct your remarks to the Council. Please limit your comments to three minutes, or less if so directed by the Mayor.

Written Comments: Please note that emailed comments will not be read aloud by staff.

1.Public comments can also be submitted via email to [email protected]. Please note that emailed comments will not be read aloud by staff. Any public comments received before 3:00 p.m. the day before the meeting will be:
a. distributed to the Council before the meeting,
b. posted online for public inspection at
https://stream.ci.concord.ca.us/OnBaseAgendaOnline/Meetings/Search, and c. inserted into the meeting record.

2.As emails containing public meeting comments are part of the official record, note that personal contact information may be published if it is included with your email. 2 1. OPENING
Roll Call

2. ANNUAL WORKSHOP ON CITY COUNCIL PRIORITIES
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Submit Public Comments” above. a. Council Workshop – presentation and facilitated conversation among councilmembers on staffing, cannabis community benefit fund, and work program priorities.

3. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 3/14/2023 6:30 PM

NOTICE TO THE PUBLIC
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law to raising only those issues you or someone else raised in the hearing or in a written correspondence delivered to the City Council prior to or at the hearing.

In accordance with the Americans with Disabilities Act and California Law, it is the policy of the City of Concord to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are disabled and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the ADA Coordinator Tianjun Cao at (925) 671-3243 or [email protected], at least 24 hours in advance of the meeting. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility.

CITY OF CONCORD MEMORANDUM
Office of the City Manager
Date: March 11, 2023
TO: Mayor Hoffmeister and City Council Members
FROM: Valerie Barone, City Manager
SUBJECT: Council Annual Workshop
Workshop Basics
Council’s workshop is scheduled for Saturday, March 11 in the Concord Senior Center’s Garden Rooms. A continental breakfast will be available for Council starting at 9:00 a.m. The meeting will begin at 9:30 a.m. and is anticipated to end at approximately 2 p.m. Lunch will be provided for Council and staff. Attire is casual.

The Mayor, Councilmembers, and Executive Team will be attending. The meeting is open to the public. The meeting will be facilitated by City Manager Valerie Barone.

The goals for the workshop are:
 Continuing Council team development;
 Continuing development of the Council-Staff team relationship;  Update for Council on two topics:
o Cannabis Community Benefits Fund
o Staffing Challenges—Progress Made Since Last Year’s Workshop  Council agreement on the organization’s Tier 1 Priorities for the next Fiscal Year (July 1, 2023 through June 30, 2024); and
 Commitment to stay focused on the agreed upon Tier 1 priority(ies).

Discussion
The City is a high performing organization that embraces its mission: To join with the community to make Concord a city of the highest quality by providing responsive, cost-effective, and innovative local government services.

To achieve this mission, the Council has remained focused for many years on what the City terms: “Priority Areas of Focus.” These are listed below in no priority order.

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Council Workshop
March 11, 2023

Priority Areas of Focus
 Long Term Fiscal Stability, including Economic Development  Concord Naval Weapons Station
 Public Safety
 Infrastructure Maintenance
 Organizational Health & Employee Success
 Quality of Life
 Customer Service
Additionally, from 2020 through 2022 the City focused on “Pandemic Recovery” as a priority focus area. However, with the Federal, State, County and the City of Concord recently ending their Statements of Emergency, this is no longer a Priority Focus Area for the City.

The seven Priority Areas of Focus listed above remain relevant in Concord and they continue to guide the organization as budgets are developed and services delivered. However, if used without any clarity around defining Council’s highest priority projects in any given year they spread the City’s limited resources over too many projects, diffusing the organization’s impact.

Consequently, starting in 2019, the Council began identifying Tier 1 Priorities. Defining Tier 1 goals assists the organization in focusing on what is most important to Council. In April of 2022, Council established the following Tier 1 Goals for the organization. A brief update on each will be provided during this year’s priority setting workshop:
 Staffing—Council asked the organization to focus on addressing its severe staffing shortage and encouraged the City Manager and her team to be creative to make inroads to addressing this challenge.
 Homelessness—Council strongly supported the need to have a strategic plan to address the homelessness crisis that is impacting Concord.
 Development of the Concord Naval Weapons Station—Council stressed its desire to see the organization complete the development of a Term Sheet with Concord First Partners, so that subsequent development steps could occur.  Objective Design Standards—Council recognizes the need to facilitate more housing and more affordable housing but was concerned with the loss of local control over design for multi-family residential projects, so Council prioritized the development of objective design standards.

Additionally, the Council identified a Tier 2 Priority—which is a project or initiative that is to be worked on if time and resources allow. This was the deployment of License Plate Recognition (LPR) cameras to serve as a force multiplier in support of public safety.

Council Workshop
March 11, 2023

Significant progress has been made or will be made prior to the end of the current Fiscal Year (June 30, 2023) on three of the four Tier 1 Priorities and the Tier 2 Priority. Specifically, the organization has successfully addressed its staffing challenges (while still needing to stay focused on the topic); will have defined a work program, hired a consulting team, appointed a Working Group, and begun the process of developing a homeless strategic plan; will have adopted objective design standards; and will have completed the deployment of 65 LPR cameras on City streets. The Tier 1 Goal to complete the Term Sheet for the former Concord Naval Weapons Station was not accomplished. At its January 28 Council meeting, Council declined to approve the term sheet with Concord First Partners and the Exclusive Negotiation Agreement between the City and Concord First Partners expired on January 31st. The City/LRA is now considering how best to restart the process of identifying a Master Developer to work with the City/LRA on development of the former Concord Naval Weapons Station and will discuss this topic on March 14.

This year, Council will again participate in a facilitated workshop with the goal of creating consensus around Council’s highest priority projects (Tier 1 Projects) for next fiscal year (July 1, 2023 – June 30, 2024).

At the workshop, staff will share a list of special projects currently on the organization’s “to do” list for next fiscal year. This list is long and is attached to this report.

Council will discuss the various projects amongst themselves and with Executive Team members, and then take public comment. Council will then be asked to identify and confirm the organizations Tier 1 projects for next fiscal year.

Attachments:
 Achievement List for Mid-year of the Current Fiscal Year (Fiscal Year 2022-23)  Work Plan “To Do” List for the upcoming Fiscal Year (Fiscal Year 2023-24)

Mid-Year Update of Accomplishments
Fiscal Year 2022-23

Long-Term Financial Stability & Economic Development
 Review of Unfunded Liabilities. Finance Director scheduled a council review at a Council meeting and explained current practice and offered options. Council decided to make no changes to the current process.
 Continue to Stabilize City Finances. Kicked off the mid-year budget update process and completed preparations for the biennial budget kick-off in early January. Also, in process of updating the City’s long-range forecast to support the development of the next biennial budget.
 Cannabis Licenses. Three out of the six competitively selected cannabis businesses have received their land use approvals (Coastal, Kolaboration (CoCo Farms), and Authentic) with two currently operating. A fourth cannabis business land use application is scheduled to be considered in the first quarter of 2023 (Culture Cannabis Club). City staff is continuing to work with the two other businesses on the review of their land use applications to schedule their respective public hearings (Medusa and Infinity Assets). It is anticipated the remaining businesses will open in 2023.

For cannabis businesses falling within the first come first served process three are operating:
o Fiacre (Microbusiness)
o SGI (Type 11 Distribution)
o Preferred Brands (Manufacturing)
Two other cannabis businesses under the first-come first-served are also under construction (Medusa and Moxie) with an anticipated opening in 2023.

Business Attraction
o Provided technical assistance to Pet Food Express as the company moves its headquarters from Oakland to Concord. About half of the 115 employees who will work in Concord already live in Contra Costa County. o Facilitated the attraction and expansion of Berk’s Beans, a family-owned coffee roasting company, from an at-home business into a commercial space at 1717 Solano Way. Berk’s Beans is in the process of obtaining a building permit. o Facilitated the attraction of Hammerhead Security, a private security company based in Richmond, to office space at 1849 Willow Pass Road. Hammerhead Security is in the process of obtaining a building permit. o Facilitated the attraction of Rob Skate Academy, a non-profit that teaches mindfulness through skateboarding, to Sunvalley Shopping Center. Staff is providing technical assistance throughout the permitting process.

o Facilitated the attraction of Bay Rubber Company, a contract manufacturer specializing in rubber and silicone products, to 2470 Bates Avenue. Bay Rubber Company is in the process of obtaining a building permit. o Facilitated the attraction of Vinfast, a Vietnamese electric vehicle company poised to compete with Tesla, to a retail space in the Veranda. Vinfast is in the process of obtaining a building permit.
o Providing marketing support and technical assistance to the Concord Life Science Center (4055 Nelson Avenue), which recently welcomed the California Laboratory for Research and Food Development (affiliated with the University of California at Davis) and Strategic Concepts Lab LLC.
o Facilitated the attraction of Urban Air, an indoor adventure park, to occupy half of 1695 Willow Pass Road (formerly Fry’s occupied all 100,000 square feet) and providing technical assistance to prospective tenants of the remaining space.

Urban Air is in the process of obtaining a building permit. o Facilitated the attraction of Chick Fil A to the former Claim Jumper site at the Willows Shopping Center. Chick Fil A has received land use approval from the Planning Commission and must now obtain a building permit. o Providing technical assistance to the new owner of the eastern portion of Terminal Shopping Center (2699 Clayton Avenue)
Business Retention
o Facilitating the retention, expansion, and relocation of multiple dealerships owned by Future Automotive Group at 4901 Marsh Road, 2121 Diamond Boulevard, and 1051 Burnett Avenue. Future Chrysler Dodge Jeep Ram is open for business at 2121 Diamond Boulevard, Hyundai is under construction at 4901 Marsh Road, and Lincoln is under construction at 1051 Burnett Avenue.
o City Council rescinded the Concord Forward Action Plan on September 27, 2022, in recognition of the reduced threat of COVID-19 to the local economy.

Staff continues to implement elements of the Concord Forward Action Plan through the following programs:
 Shop Concord Gift Card Program: In partnership with the Concord Chamber, staff conducted the sixth Buy-One-Get-One promotion for the winter holidays, selling out of bonus cards in record time. To date the program has sold nearly $188K in gift card sales and bonus cards, with 84% of those sales redeemed at participating locations.  Fee Waiver for Outdoor Operations: This program allowed businesses that operated temporary outdoor structures during the pandemic to transition to a permanent structure without incurring permitting fees. Five businesses are taking advantage of this program. 4 are complete (3 approved, 1 denied) and 1 is still in process.

 ARPA Small Business Reimbursement Grant: In December 2022, the City of Concord, in partnership with the Concord Chamber of Commerce, awarded $5,000 grants to185 businesses that are still experiencing adverse financial impact caused by the COVID-19 pandemic. An additional 185 businesses will receive grants through this program in spring or summer of 2023.

Quality of Life
 Communications and Outreach. Regularly shared news and information through a variety of platforms, including a semimonthly e-newsletter, mailed communications, the City website, and social media. In the first half of the year, Concord mailed two issues of the City News & Activity Guide to all mailing addresses, as well as a four-page Measure V update, and a bilingual postcard advertising the Base Reuse meetings in December and January. The e-newsletter is the most popular news vehicle, according to a Jan. 2022 survey. It has about 10,000 subscribers and a 52%+ average open rate, which is very high compared to the industry standard.
 State of the City. The City partnered with the Greater Concord Chamber of Commerce to host the 38th annual State of the City Mayor’s luncheon at the Hilton Concord on Feb. 1, 2023. During this event, more than 200 business and community members come together for lunch and networking and to learn about the City’s priorities for the year ahead.
 Helen Putnam. The City received the prestigious Helen Putnam Award for Excellence in the Intergovernmental Collaboration category, along with the other 18 cities and towns in Contra Costa County, for our partnership with Contra Costa Health Services and collaboration on the development of the A3 program – a behavioral health emergency response effort.
 American Rescue Plan Act (ARPA). Council Ad Hoc Committee developed recommendations related to the spending of $19 million of ARPA funds. The work included the development and release of a notice of availability for $7 million of funding for nonprofit organizations and facilitation of interviews and funding recommendations to the City Council. The work also included a $2 million small business grant program; developing recommendations for the spending of $6.5 million on city-initiated projects; $500k of special event support; and $3 million for homeless services.
 Onboarding of new Councilmember. City leadership successfully onboarded a new councilmember and developed and scheduled a facilitated teambuilding workshop to help facilitate effective working relationships among the newly seated council.  Legislative Ad Hoc Committee. Worked with an Ad Hoc committee on legislative matters with a focus on identifying and securing funding for City projects. The legislative Ad Hoc was successful at receiving broad support from elected officials during efforts to secure grants and other sources of funding for City projects. The Ad Hoc was in part responsible for helping to secure more than $600k of federal and $2.8 million in regional funding for transportation-related projects within the City.

 July 4 Celebration. Worked in partnership with the Todos Santos Business Association to identify and allocate funding to ensure that July 4 activities were held including a parade and fireworks show.
 Tree City USA. The City of Concord has once again applied for Tree City USA community by the National Arbor Day Foundation for the 42st consecutive year.

The national award honors Concord's commitment to its community forest.  Citywide Beautification Project. All of Public Works joined forces for a citywide beautification project for 2 weeks. Work consisted of removing weeds, debris & cleaning up islands/medians along various streets throughout the City of Concord.  Stuff the Cruiser. The Police Department hosted the second annual Stuff the Cruiser event on December 3rd. In collaboration with The Monumental Toy Drive organization, Police Department personnel collected toy donations outside of the Target store in Pleasant Hill. The event saw great community participation and resulted in four police cars being filled with toys. The donated gifts were turned over to the Monumental Toy Drive and distributed to area children during their holiday event on December 10th.
 Shop with a Cop. The Police Department hosted the fourth annual Shop with a Cop event on December 3rd. The event was held in collaboration with the Concord Police Officers Association (POA), and our community partners at Cambridge Elementary School and the Sunvalley Mall. Concord Police Officers accompanied five deserving children from Cambridge Elementary School while they shopped at Target with $200 gift cards provided by the Police Department. Additionally, the families of the children were provided $400 in Safeway gift cards for the holiday season's grocery shopping, donated by the Sunvalley Mall ($200) and the Concord POA ($200).
 Police Department Community Engagement and Social Media Reach.

Proactive effort to employ social media platforms to showcase the excellent work that City officers are doing for and with the community. In the past six months, we have posted about recruitment efforts, the relaunching of the Police Cadet program, community events (such as Coffee with a Cop, Stuff the Cruiser, Trunk or Treat, Shop with a Cop, and the Parent Project), holiday shopping season best practices, as well as notable arrests and firearms being taken off the street. The Instagram platform continues to grow at 8,596 followers. On Facebook alone, in the past 90 days, PD posts have reached 389,700 accounts, received 105,300 engagements from those accounts, and added 607 new followers, bringing the Police Department’s total to 35,083 followers. The comments on posts are examples of the tremendous support PD has from the community that PD employees are honored to serve.
 Community Engagement and Support - Parent Project. During FY 2022/2023, partnered with the Family Justice Center to implement a program called the Parent Project. The Parent Project is a 16-week parenting program focused on families dealing with adolescent children (ages 10+) with behavioral issues and was created by a retired police supervisor from LA County, and two licensed

psychologists. The goal of this program is to reduce family conflict, decrease juvenile crime, reduce recidivism, and improve school attendance and performance. The course is taught by police personnel and is offered in both English and Spanish.
 Rent Registry Program. Administered the second year of the Rent Registry Program, which requires property owners of multifamily complexes of four or more units to report certain information on tenancy, rent and nonrenewal/eviction information. The annual Rent Registry report was published on December 12, 2022 and provided a year-over-year comparison with the baseline information that was collected during the initial 2021/22 report.
 Tenant Anti-Harassment Ordinance. Council adopted a Residential Tenant Anti- Harassment Ordinance. The ordinance went into effect on July 28, 2022. The purpose of the ordinance is to prevent landlords and their representatives from harassing their tenants, to encourage landlords to follow the law and uphold their responsibility to provide habitable rental properties, and to give tenants legal recourse through the adopted Ordinance when they are subjected to harassment by owners.
 Rapid Rehousing Program. The City’s application for Permanent Local Housing Allocation (PLHA) grant funds was approved and the agreement received in May 2022, with programs to be effective July 1, 2022. Funds have been allocated to enhance the City’s dedicated CORE team with clinical case management to work with unsheltered residents where they reside. Funds have also been allocated to the Rapid Rehousing for Unhoused Residents program, which provides six to twelve months of rental assistance to unsheltered individuals and families. To date, four families have secured permanent housing through Rapid Rehousing Concord.
 Community Development Block Grant – COVID Relief Funding. Community Services staff continued the oversight of a total of $1,559,046 in CDBG-CV funds to local community services agencies to respond to the increased demand on programs that provide food security and tenant counseling and legal services, and to provide emergency rental assistance to the City’s most at-risk residents. The City’s CDBG-CV rental assistance program was temporarily placed on hold while tenants were directed to the State Emergency Rental Assistance Program (ERAP). The State program was well funded, provided up to 100% of past due rent and applications were submitted by the landlord or tenant. Directing tenants to the State program helped to preserve the City’s rental assistance funds for use when the State program sunset on March 31, 2022. Staff secured approval from City Council to extend the agreements to June 30th, 2023, to allow for full expenditure of funds and maximize opportunities to assist community members still impacted by COVID 19.
 Housing Element Update. On May 27, 2022, the City released its first draft of the 6th cycle Housing Element Update (HEU) for a 30-day public review period. On June 21, the City Council, after hearing public testimony, provided direction to staff on changes to the draft HEU. The HEU was re-released on August 8 for

seven days, in accordance with state law, and subsequently submitted to the California Department of Housing and Community Development (HCD) on August 16, 2021. On November 14 the City received a comment letter on its draft HEU from HCD identifying the need for additional analysis and necessary revisions to the document.

On January 10, 2023, the Council considered HCD’s comments, heard public testimony, and continued this item to January 17. On January 17, the Council provided input to staff on further revisions to address HCD’s comments. This input was incorporated into a revised draft HEU that was released for public review on February

24. On February 27, the Planning Commission recommended approval of this revised draft, and on March 14, the Council will consider adoption of the revised draft. If Council adopts the HEU, staff will submit it to HCD approximately one week later, which will begin a 60-day review for potential certification. Staff anticipates a decision from HCD on certification by May 21, 2023.
 Graffiti Abatements. The Facilities Maintenance division has abated a record number of graffiti items over the last 12-month period. The team has worked overtime to remove the backlog of reported items, including a focus on the downtown area as a priority for graffiti removal. The team has pressure washed and sealed the sidewalks at Todos Santos Plaza. Additionally, the team has responded to 2,775 graffiti reports in 2022, up from 1,502 in 2021.
 Drop-In Cornhole League. Each Wednesday evening since May 2022, Parks and Recreation has hosted a drop-in Cornhole League at Willow Pass Community Center.

Since the program has grown to average over 50 players each week, staff opened an additional room for play and added a 6-week Cornhole Hexathlon competitive event starting in late February 2023.
 Life Strong Health Expo. The return of the annual Live Strong Health Expo provided opportunities for over 40 vendors to connect with Concord seniors and provide information on a variety of health issues in addition to providing complimentary health screenings, COVID-19 test kits, and booster shots.
 Vaccination Clinics. Working with Contra Costa Health Services, the department hosted a free flu shot and COVID-19 vaccine clinic making both the Pfizer and Moderna, 1st dose, 2nd dose, and the new Omicron boosters available to Concord and surrounding community members aged 6 months and older.  Downtown Clean Up and Security Program. Developed a pilot program to provide supplemental day porter and security services in the downtown as the local economy continues to recover from the COVID-19 pandemic. The Todos Santos Business Association will operate this program.
 Town Center II Surplus Land Acts Complaint RFP. Issued the Notice of Availability for Town Center II following the process required by the California Department of Housing and Community Development under the Surplus Land Act. Responses were received January 17 and are being evaluated for future review by Council.  Special Events. The City of Concord’s Special Event Program has fully rebounded.

This past summer the City of Concord hosted a full Music & Market series and brought

back Tuesday Night Blues. The City also expanded the footprint of the Tree Lighting and Mayor’s Sing-Along by bringing in the Maker’s Boulevard as Santa’s Village.

The City facilitated 97 special events this calendar year, of which 85 came to fruition, and the other thirteen cancelled for external reasons such as weather.

The remaining 85 events included permitted events, co-sponsored events and fully produced City events. In addition to these, the City’s long-standing partnership with the Pacific Coast Farmers Market Association resulted in an additional 52 events, which is a total of 137 event days that the City of Concord provided to the community this year, driving thousands of residents and consumers to experience the City of Concord.

Public Safety
 Local Roadway Safety Plan. City staff, in collaboration with the Mt. Diablo School District and County Connection, prepared a Local Roadway Safety Plan. The LRSP provides the City with a framework to evaluate collision hotspots, identify safety countermeasures, and monitor progress toward reducing and ultimately eliminating serious injuries and deaths (sometimes called a vision zero plan).  Pine Hollow Road Complete Street Feasibility Study. Successfully completed a number of outreach events to get feedback from the community on the future vision for the Pine Hollow Road corridor. The study identified, evaluated, and recommended a comprehensive package of multimodal and operational strategies to enhance bicycle and pedestrian safety, residential and school access, access to transit, and trail connectivity for all users. Staff is proactively seeking funding to complete design and construct improvements.
 Portable Speed Feedback Signs. Installed 3 portable speed feedback signs and covert device to address speeding concerns from the residents as a part of the citywide neighborhood traffic calming program.
 Unmanned Aerial System (UAS) Program. The Concord Police Department’s UAS/Drone Team is fully operational. The team currently consists of 11 Part 107 certified pilots, overseen by one Part 107 certified pilot Sergeant. Our drone fleet includes (3) Autel Evo II’s, (2) Brinc Lemurs, (2) Loki II’s and (1) Tink Hawk 3 (a practice drone). All of our pilots have been through basic, advanced and night flight trainings. A majority of the team has also participated in a week-long training session on the use of the Brinc Lemur. The team has flown 128 law enforcement missions and 20 search and rescue missions. All non-training missions are listed on the City website.
 Flock Citywide LPR Camera Program. Identified 65 viable sites where cameras will be installed citywide, will have approximately ½ of their cameras up over the next few months.
 Peregrine Software Support System. Implemented this new software system which facilitates researching PD records efficiently.

 Extending Concord Jail Operational Hours: With additional staffing have returned to 24 hour/7 day per week jail operations. CSO jailers provide a critical staffing role to support Patrol operations by creating the ability to book, temporarily house, and transport arrestees to County Jail (Martinez Detention Facility). This allows sworn officers to remain available in the City to respond to 911 calls for service instead of serving as transport services.
 Local Hazard Mitigation Plan (LHMP). A current LHMP is a requirement for most state and federal mitigation grants as well as for Community Rating System (CRS) points for floodplain management, which impacts flood insurance rates for residents living in the floodplain. In order to complete the LHMP in a timely fashion, Concord proceeded ahead of the Countywide LHMP, but is in coordination. Concord’s plan is nearing completion and Council will review within months.  Secured $175,000 in grant funds under the CA JumpStart grant program. One of only six awardees in the first round of awards. The grant funds will be used to undertake a language access analysis and strategy project. The bid process to secure a consultant to assist with the project is complete and a consulting firm has been identified to engage with the City.
 Volunteers in Police Services (VIPS). Volunteers logged 3,349 hours of service with a value of $112,500. Our VIPS manager expanded the free vacation house check service for residents from 2 days to 4 days per week and on-boarded three new volunteers.
 Police Department Training and Compliance. Completed Concord’s scheduled California Peace Officers Standards and Training (CA POST) two-year audit and passed, as well as passed a more detailed audit of sworn officer and dispatcher background records dating back to 2015. In September 2021, California Senate Bill 2 was signed into law, which created a new certification and de-certification process for peace officers in the State of California. In November 2022, members of command staff, recruiting, and training staff attended a CA POST workshop to learn best practices for complying with these new regulations. As a result, Concord PD has updated its background process and adopted practices in compliance with new laws.  California Office of Traffic Safety (OTS) Grant. The Police Department was awarded a $175,000 grant from the Office of Traffic Safety (OTS) to support selective traffic enforcement, education, and training opportunities in areas such as DUI enforcement, pedestrian safety, bicycle safety, and distracted driving. The grant supports these activities from October 2022 through September 2023. During Quarter 1 of the grant, there were nine DUI arrests made.
 Holiday DUI enforcement. During the holiday season, there were 43 DUI-related arrests made.
 Cooling Centers. With temperatures reaching over 110 degrees on several days this past year, the Parks and Recreation Department responded by adjusting programs and facility usage to ensure the safety of staff and participants. The Concord Senior Center opened as a Cooling Center several times, including over the long Labor Day weekend.

 Clean Air Centers. Applied for and was award a grant to operate Clean Air Centers with portable air cleaners that can be deployed in community centers when air quality reaches dangerous levels. These additional tools help Parks and Recreation provide safe and comfortable spaces for community members coping with the increase in extreme weather-related events.
 Free COVID Testing at the Senior Center. For several months, ending in fall 2022, staff facilitated a private operator in offering free COVID testing outside the Concord Senior Center.

Roadway and Other Infrastructure Maintenance
 Hillcrest Park Green Infrastructure. Initiated the construction phase of the Hillcrest Park regional green infrastructure project funded by a $5.1 million Cooperative Implementation Agreement with Caltrans. The project includes treating approximately 700 acres of land in North Concord, and 96 acres of Caltrans right of way. The project completed construction of a 1-acre underground stormwater detention chamber at the west end of the park. Construction of the east trash capture device, west parking lot paving, and portion of bio-retention areas are also completed. Completion of the west trash capture devices and remaining portion of this project is anticipated in July 2023.
 East Street & Grant Street Repaving. Rehabilitated aging pavement on East Street and Grant Street between Salvio Street and Gill Drive. In addition, majority of the concrete improvements were completed including curb ramp upgrades, storm drain improvements, fiber optic conduit installation, traffic signal camera installation, and updated pedestrian push button installation. Outstanding work includes concrete and paving work underneath the SR-242 crossing, completion of signage and striping work and bio-retention area.
 Measure V CIP Projects. Allocated $63 million in Measure V Debt Issuance funds across 65 CIP/Transportation/IT projects and an additional $29 million will be allocated in FY 2023-2024. Prioritized arterial and residential pavement maintenance and rehabilitation projects. Projected to spend $23 million by end of FY 2023 by completing major CIP projects such as East St/Grant St Pavement Rehab, Citywide Pothole and Base Repair Project Phase 2, and starting construction on Treat Boulevard Phase 1 Repaving Project, Residential Pavement Maintenance Phase A, and Oak Grove Road Phase 3 Project.  Pedestrian Walkway at Council Chamber. Public Works staff restored the pedestrian walkway at the Council Chamber. This work consisted of burying the existing pipe and restoring the walkway for pedestrians. Multiple crews were involved in this project which resulted in a complete team effort.  Base repairs with Asphalt Zipper. The Streets Crew repaired 15,144 square feet of base repairs using 324 tons with our Asphalt Zipper. Utilizing this equipment allows for repairs that will last 3 to 5 times longer, allowing staff to concentrate efforts in other areas of the city.
 Sidewalk Replacement Program. 94 property owners took advantage of the

City’s sidewalk replacement program, which includes the removal and replacement of sidewalk & curb & gutter. Property owners have taken advantage of slicing lifts off of their sidewalks, saving them money while being able to reduce trip hazards.
 Pothole Repairs. Pothole repair is an ongoing operation of Public Work’s street repair program. Repairs include the patching of pothole, depressions, bumps, and other defects on city streets. Street Maintenance Crews filled 1,527 potholes throughout the City with Citizens utilizing Concord Connect.  Trash Capture Device. Completed 251 Trash Capture Device assessments and maintenance.
 Street Signs & Markings. So far this year there have been 358 work orders completed, 286 signs replaced, 20 buttons & reflectors replaced, and 3,353 linear ft. of thermos markings.
 Street Sweeping Operations. Completed special street sweeping operations to remove blight and improve water drainage on streets heavily impacted by parked cars. The operation involved temporary parking restrictions to allow Public Works crews to conduct various road repairs and refresh markings.  Sewer Preventative Maintenance. Public Works Infrastructure Sewers performed preventative maintenance with an overall total of 55,394 feet of pipe inspections and a total of 57.5 miles of pipe cleanings. There were a total of 716 Underground Service Alert tickets completed for the fiscal year.  Sewer Mainline Issue Resolved. Public Works Infrastructure fixed a sewer issue involving a mainline being filled with concrete. A contractor building an ADU drilled into the ground to pour footings. When drilling into the ground the contractor hit a sewer lateral pouring concrete into the sewer main and filling approximately 100 feet of pipe. 40 feet of concrete was removed successfully. The other 60 feet of pipe was excavated and replaced. Flow was restored and sewer overflows were prevented by sewer crews.
 Creek Maintenance Program. Public Works completed our annual creek maintenance program. This consists of removing debris and overgrowth from the creeks flow line in 7 miles of City of Concord maintained creeks.  Fence Projects. Public Works staff managed the construction of 2 fence projects.

Fences adjacent to PD on Oak St. and along Monument and San Miguel.  Sewer Rate Study. Public Works Administration continues the sewer rate study with updated rates expected for FY23/24.
 Streetlights. Replaced 163 of the City’s 8,200 induction street light fixtures with energy-saving LED fixtures. Approximately 3,463 (42%) of the City’s 8,200 streetlights have now been converted to LED.
 Traffic Signals. Completed 78 preventative maintenance for 150 traffic signals and 45 flasher that includes pedestrian warning beacons, speed feedback signs, and rectangular rapid flashing beacons.

Customer Service
 Entitlements. The following projects received approval between July 1, 2022, and December 31, 2022:
o Walnut Grove Major Subdivision Amendment – An amendment from a seven-lot subdivision to a small lot subdivision with 14 units located at the intersection of Mohr Lane and Wicket Drive.
o Authentic Concord – a 5,323 square foot cannabis storefront and delivery business located at 1045 Galaxy Way.
o Bates Minor Subdivision - A three-lot subdivision for an existing building at 2322 at Bates Avenue.
o 2500 Bates Avenue – Design and site review for a 61,630 square foot office and warehouse.
o Chick-fil-A – Demolish an existing restaurant building (formerly Claim Jumper) to construct a 4,947 square foot restaurant with drive-through in the Willows Shopping Center, at 1981 Diamond Boulevard.
o Kids Planet Preschool – A Use Permit to establish a preschool licensed for up to 100 children in an approximately 5,000 square foot existing building at 2950 Treat Blvd.
o 5434 Ygnacio Valley Road – An Administrative Permit for a medical office use. o Options Recovery Services – Minor Use Permit to operate a 3,550 square foot outpatient substance abuse (non-medical) treatment and counseling facility in an existing commercial office building at 1470 Civic Court. o Future Hyundai of Concord – Approval of the Master Sign Program at 4901 Marsh Drive.
 Building Division – Permits & Inspections
o As of December 2022, on pace to process 5,900 building permit applications with a total valuation of $244 million and issue 5,750 building permits with a total valuation of $214 million. o As of December 2022, on pace to perform 13,000 building inspections averaging 52 building inspection stops per City workday. o As of December 2022, on pace to close 157 Building and 4 Multi-Family Residential Code Enforcement cases.
o On track to inspect all scheduled 1,324 Multi-Family Units. Units are still undergoing improvements and re-inspection in current fiscal year to be brought into full compliance.

 Engineering Permits & Inspections.
o During the first half of FY2022-23, the number of Engineering permits processed has exceeded previous years during the same six-month period.

Engineering Current Development staff processed 220 Wide Load, 433 Utility Encroachment, 27 grading, 175 Encroachment and Site Development, and 7 mapping applications.
o Engineering inspection counts during the first half of FY2022-23 are down slightly compared with previous years due to staffing shortages, with a total of 1,756 inspections performed during the six-month period.  Successfully converted to electronically submitted campaign finance forms.

Supported the election by providing two permanent ballot boxes at Civic Center for drop-off ballot service, and Civic Center curbside drop-off during election night.  Concealed Carry Weapon (CCW) Process Implementation. Professional Standards Sergeant implemented a new CCW program based on new state mandates and updated the department’s website related to this process for the community to better engage in the process. We received 21 CCW applications, which are in various stages of review and have issued five licenses thus far.
 Community Service Desk Reopening. The Community Service Desk (CSD) was shuttered during the pandemic. Many of the services offered at the desk were eliminated or redirected to Patrol Officers, as staffing levels were decreased in response to fiscal impacts from the pandemic. This year, the CSD began operating four to five days per week, depending on staffing. The CSD staffing has been largely drawn from sworn officer overtime and modified duty officers whose restrictions allow for limited public contact in the CSD setting. As part of the CIU restructuring, a Police Sergeant has been assigned as the direct supervisor of the CSD to help onboard a full time CSO and part time staff to support consistent staffing. The CSO and CS recruitments are currently in process.
 Residential/Business Alarm program replacement. Our Dispatch Sergeant successfully vetted an outside vendor to fully manage the department’s residential and business alarm permit program, to include handling the issuance of all permits and fee collections. This will replace the current system, which is decades old and uses outdated and antiquated software to manage and track false alarms that occur in the city.

Organizational Health & Employee Success
 Staffing. Through a concerted effort transitioned from a Citywide vacancy factor of 16% to 10% over the last year. PD’s sworn vacancy factor transitioned from 11% in April 2022 to 3% today and PWs from 26% in April 2022 to 16% today.  Negotiations. Completed POA and PMA negotiations and began negotiations with Teamsters and Local 29.

 Just 4 You Crew. Concord’s employee engagement committee held several events in the first half of the year: an after-hours mixer, an all-employee picnic in Concord Community Park, and a “churros & chocolate” holiday event at Civic Center. The goal of each of these events is to bring colleagues together so they can meet each other (as we have many new staff) and connect cross-departmentally.  Employee Relations. Successfully implemented a new Variable Work Schedule program, that resulted in:
o 63 employees starting a 9/80 work schedule.
o 17 employees starting/renewing a telecommute schedule.  Benefits and Wellness. Improved the implementation of benefits for active employees, retirees and their dependents and the coordination of the Citywide Wellness Program. For example:
o Successfully relaunched annual in-person mini-benefits fair, with approximately 60 attendees.
o Achieved a 100% accuracy rate in executing 209 separate benefit change requests made during the annual open enrollment period. o Raised attendance at City sponsored yoga classes and strength/fitness classes. o Successfully relaunched in-person flu shot clinic and blood pressure check clinic.
o Introduced a new pet health insurance plan.
 Worker’s Compensation. Successfully completed medical reevaluation of eight retired annuitants (who retired via an industrial disability retirement). Also, assisted in the successful selection process of a new life insurance, short-term disability, and long-term disability third party provider.
 Training and Workforce Development. Successfully relaunched in-person mandatory harassment prevention training for all full-time employees, part-time employees, interns, volunteers, certain contractors, and other miscellaneous individuals. For individuals with schedules that prohibited those from attending an in- person training were provided the option to complete the mandatory training on-line.

Achieved an 85% compliance rate for full-time employees.  Police Department Employee Wellness and Support. During FY 2022/2023, we adopted a customized web-based application called Cordico. The Cordico application, which has been widely adopted by law enforcement agencies across the country, is an all-encompassing law enforcement public safety employee wellness application that provides a complete suite of 24/7 resources to our employees to use from their smart phone. The key function of Cordico is to remove the stigma associated with seeking help in dealing with the stress experienced in law enforcement and in life, as well as increasing overall public safety and employee wellness.

 Enhanced Network Security through DUO Multi-Factor Authentication. Designed and implemented a new multi-factor authentication (MFA) solution to better secure remote network access. MFA is a core component of the State of California’s multi- year information security maturity roadmap.
 Implemented a new citywide data storage system. Deployed a new citywide data storage system from Pure Storage. This next generation storage solution increases the speed, scalability, and capacity of City data while improving security and overall storage management.
 Designed and deployed new computer mapping infrastructure. To enable Staff access to the latest mapping technologies, the IT Department designed, configured, and deployed a new ESRI mapping infrastructure that capitalizes on the City’s upgraded software suite. The new mapping solution provides faster rendering and greater tools to create maps and map-based applications.  Process Mapping and Improvements in Public Works. Process mapping and improvement and gap analysis of internal Public Works administrative processes necessary to develop a Public Works Administrative Division. The future state of Public Works administration includes an established administrative division, administrative services handbook, and producing consistent and identical work products. The Public Works administration division will also remove the administrative burden placed on the Public Works management team to allow manager to focus on more on the operational components of their operations.  Fleet Asset and Fuel Management Program. The Fleet Division started implementation of new asset and fuel management systems to manage the City’s fleet and fuel program. The new system will enable more effective and efficient workflows, moving from a paper-based system to electronic, while streamlining operational procedures. The work also involves installation of GPS devices in City fleet vehicles that will provide real-time monitoring of vehicle information, including mechanical issues and location data.
 Upgraded the citywide phone system and replaced Public Safety non-emergency landlines. To ensure call quality and connection stability, as well as increase overall network capacity, the IT Department upgraded the citywide call handling phone system and replaced Public Safety non-emergency digital telephones.

Page | 1 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Work Plan List of “TO DO” Projects for Fiscal Year 2023-24 Infrastructure (not inclusive of or entire CIP)
Mandated/
Already
Started
ARPA
$
 Continued Implementation of the 5-Year Measure V
Roadway Investment Plan
X
 Implement New Tracking and Compliance Measures
Required under Stormwater Rules (MRP 3.0 Green
Infrastructure Implementation)
X
 Complete the Upgrading of Traffic Signals (98
signals) Paid for Primarily from Grants (HSIP)
X
 Continue Implementation of the Transportation
Technology Project Involving Use of Fiberoptics,
Adaptive Traffic Signal Systems, and Safety Analytic
Technology for Improved Traffic Operations
X
 Upgrade Traffic Signals on Willow Pass Road
Through Implementation of a Fiber and Adaptive
Signal Control Project
X
 Complete a citywide Sewer Condition Assessment
to Further Develop the City’s 20-year CIP for Sewer
Infrastructure Upgrade and Replacement
 Local Roadway Safety Plan Implementation,
including improving the tracking system for traffic
accidents that cause serious human injury
 Develop 2-Year Capital Improvement Budget (FYs
2024-25, 2025-26)
X

Page | 2 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Long Term Fiscal Stability & Economic Development
Mandated/
Already
Started
ARPA
$
 CNWS—Master Developer Selection/Term
Sheet/Specific Plan/Disposition & Development
Agreement/Environmental Impact Report Process
X
 Cannabis Permitting/Licensing—Process Remaining
Applications/Monitor Compliance
X
 Monitoring Awards and Reports Related to
American Rescue Plan Act (ARPA) Funding
X X
 Processing the White Picket Fence Surplus Lands
Act Compliant RFPs, Negotiating the DDA, and
Managing the Project Approval Process
X
 Traffic Impact Mitigation Fee (OSIP) Update X
 Clean-up and Enhanced Security of Downtown
Parking Garages Project (ARPA funded)
X
 Downtown Day Porter and Security Project (ARPA
funded)
X
 Downtown Trash and Recycling System Project
Involving Installation of New Trash Receptacles
(ARPA funded)
X
 Determine Appropriate Use of Funds for the
Monument Corridor Grocery Store Settlement,
Consistent with the Settlement Terms, and the
Housing Element Policy (CY 24)
X
 Continued Pursuit of Various Grant Applications to
Aid with Infrastructure Improvements and
Maintenance

Page | 3 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Public Safety
Mandated/
Already
Started
ARPA
$
 Local Hazard Mitigation Plan (LHMP)
Implementation: Development of a Substantial
Damage Response Plan (SDRP) for the Purpose of
Mitigating Building Damage after an Event
X
 Completion of Business Process Analysis and
Development of an RFP to Replace the HR/Finance
System (Lawson)
X
 Continue Coordination/Partnership with the County
on the Rollout of New A3 Program as a Mental
Health Crisis Response Program
X
 Increase Lighting and Install Camera Surveillance in
City Facilities to Improve Security
X
 Complete a Citywide Computer Infrastructure
Refresh to Improve Security, Network Speeds and
Systems Reliability
 Identify and Develop Plans to Mitigate Cut Through
Traffic in Neighborhoods by Performing a
Neighborhood Cut Through Traffic Analysis and
Evaluating & Implementing Strategies

Page | 4 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Quality of Life
Mandated/
Already
Started
ARPA
$
 Implementation of Housing Element Required
Activities
 Complete Rezoning of Sites for Multi-family Residential Development in Moderate and High-Resource Areas of
Majority White Populations (CY 24)
 Complete the Development of a Rent Stabilization
Ordinance (CY 23)
 Complete the Development of a Just Cause Eviction
Ordinance (CY 23)
 Complete the Development of a Lot Consolidation Incentive Program Ordinance (CY 23)
 Complete the Development of a By-Right Development
Ordinance for Sites Identified for Multi-Family Housing in Previous/Past Housing Elements that Have not Developed
(CY 23)
 Complete the Development of Ordinance Changes to
Remove Barriers to the following Uses: Supportive Housing, Emergency Shelters, SROs, and Low-Barrier Navigation
Centers (by 2-24)
 Complete the Process of Defining a Method for Distributing at Least 20% of the Cannabis Community Benefit Funds
within the City's Low Resource Areas (FY 24)
 Complete Miscellaneous Housing Element Implementation Tasks (Affordable Housing Toolkit, Sites Inventory Updated and Put on Web, Public Education & Outreach) (CY 23)
 Develop an Ordinance to Allow Administrative Review of MF Housing to Confirm with Objective Design Standards (by 9- 23)
X

Page | 5 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Quality of Life (Con’t)
Mandated/
Already
Started
ARPA
$
 Implement SB 1383 by Completing Development
Code amendments to address new State Solid
Waste and Organic Rules
X
 Complete the Development of a Homeless Strategic
Plan and Begin Implementation
X X
 Utilize a Grant the City Obtained to Update the
City’s ADU Ordinance to Conform with State Law
X
 Implement new City Financial Assistance Program
(Summer Camp & Swim Program Scholarships and
At-Risk Kids Camping Program at Camp Concord)
X
 Hold the Public Review and Hearing Process for
Council Consideration and Adoption of Sidewalk
Vending Regulations
 Implementation, Education, and Outreach of the
Expected to be Adopted Enhanced Tobacco
Regulation Policies
 Complete Near-Term Critical Infrastructure Repairs
to the Don Fernando Pacheco Adobe and an RFP
Process to Select a Partner for Adaptive Use of the
Site

Page | 6 of 6 Work Plan: “To Do” List for Fiscal Year 2023-24 Customer Service
Mandated/
Already
Started
ARPA
$
 Wireless facility regulation cleanup X
 Identify a Vendor (Host) for the City’s Website and
Refresh Webpages

City Council
Goal Setting Workshop
March 11, 2023 • Concord Senior Center • 9 a.m.
1

2 Welcome from
Mayor Laura Hoffmeister

Introduction and
Comments
Valerie Barone, City Manager
3 Agenda

Mission
Statement
Our mission is to join with our
community to make Concord a city
of the highest quality. We do this by
providing responsive, cost-effective,
and innovative government services.
4

Objectives
for the
Meeting
5 Update on Cannabis Community Benefits Fund
Update on Staffing
Establish Council Tier 1 priorities for
FY 2023-24
Strengthen Teamwork
4 3
2 1

Agenda
6 Morning
• Public Benefit Cannabis Fund – Karan Reid
• Council Questions
• Public Comment
• Update on Staffing –Jasmin Loi
• Council Questions
• Public Comment

Agenda
7 Afternoon
• Priority Setting
• Review Past Year’s Achievements
• Review Existing Work Plan
• Conversation on Existing Goals and Tier 1
Priorities
• Public Comment

Workshop
Ground
Rules
8 Listen to
understand
each other’s
point of view
Assume
good intent
Seek
consensus
Stay focused
Speak up if
we need
course
correction

Icebreaker: Exploring the Commons
9 1.Talk to as many Council and
staff colleagues as you can in
7 minutes

2.Find one non-work-related
thing you have in common
with each person

3.Write it down
What did you learn?

10 Cannabis Community
Benefits Fund
Karan Reid, Director of Finance

Cannabis
Businesses
in Concord
 Coastal – c urrently operating
 Kolaboration ( CoCo Farms) –
currently operating
 Authentic/S tiiizy – land use
approved; in for building permit
 Culture – l and use approved 3/7;
awaiting building permit application
 Infinity Assets (Cookies) – P lanning
Commission recommended approval;
tentatively scheduled for Council on
4/11
 Medusa – l
and use applications
incomplete; City awaiting response
Six businesses will
ultimately
pay into the fund
11

12 Purposes:
 Youth drug use prevention & education efforts
 Drug treatment programs and mental health programs, including programs providing supervised diversion from the criminal justice system to avoid recidivism
 Workforce development
 Small business assistance
 Providing amenities for public use and enjoyment, including streetscape and sidewalk improvements and public art installations  Event programming and other activation of public space  Improving quality of life and providing economic opportunities Cannabis Community Benefits Fund

13 Language in the Draft Housing Element:

Appropriate at least 20% of the Fund to the City’s low-resource areas, with priority given to areas of high racial/ethnic diversity and poverty Identify qualifying projects (e.g., workforce development, small business assistance, improving quality of life and economic opportunity, and public improvements, etc.)
 Informed by a community outreach process
Cannabis Community Benefits Fund

14 Low-
Resource
Areas

15 Cannabis Community Benefits Fund
Contributions made monthly by local cannabis
businesses
Maintained and administered by the City
Distributed through grants, direct expenditures,
or other mechanisms
Spending is at the discretion of City Council

16 Cannabis Community Benefits Fund
 $182,000 Fund Balance (through January 2023)
 A
nticipating $400,000 annually when all six
businesses are fully operational

Next Steps
Staff recommends that Council
establish/adopt a distribution methodology
as
part of the FYs 2023-24 and 2024-25
Two-Year Budget
How:
 Send to Council Committee to develop a
p
roposal for Council consideration
 Other ideas?
17

Council Questions
Public Comment and
Council Direction
Cannabis Community Benefits Fund
18

19 Staffing Update
Jasmin Loi, Director of Human Resources

Budgeted
Full-Time
Positions
Citywide
2003-2023
20 529
387
426
408
350
370
390
410
430
450
470
490
510
530
550
Budgeted Full-Time Positions
20

Steps Implemented to Aid
Recruitment and Retention
 Teamsters market adjustment; new classifications in Sewer  POA market adjustments and wage increases
 PMA wage increases
 Enhanced use o f hiring bonus for sworn positions
 Enhanced f ocus on recruitment (recently filled new HR position)  Referral p ayments with existing employees that produce successful candidates for hard to fill positions
 Enhanced c ommunication on current benefits offered by the City 21

Steps Implemented to Aid
Recruitment and Retention (continued)
 Highlight t he City’s hybrid “work from home” options with recruits whose jobs would allow it (17 employees started/renewed telecommute schedule*)
 9/80 f lexible work schedules (63 employees started a 9/80 schedule*)
 Working w ithin CalPERS restrictions, rehiring employees for key positions for six months, particular focus for sworn officers *As of March 1, 2023.
22

 Revised Employment of Relatives p olicy to include a pilot/temporary lessening of its restrictions (will evaluate at end of one year)  Created new administrative directive to address family and romantic re
lationships at work
 Modernizing j ob specifications
 Lower ex perience levels (trainee level) and remove unnecessary hurdles  Expanded i nvestment in training
 Created re lationships with educational institutions
23 Steps Implemented to Aid
Recruitment and Retention (continued)

Long-Term/Negotiation Topics to Aid
Recruitment and Retention
 The City a nd two employee unions (Teamsters and Local 29) have recently started contract negotiations; current contracts expire June 30, 2023
 The City and the two employee unions will explore recruitment and re
tention solutions that are controlled by the labor contracts 24

Recruitment Statistics
(July 1, 2022 through March 1, 2023)
 60 n ew employees hired (23 in Police Department;
16 in Public Works)
 24 em ployees promoted (11 in Police Department;
8 in Public Works)
25

Current Citywide Vacancies and Recruitments
(as of March 1, 2023)
 There a re currently 39 Citywide vacancies (10%* Citywide vacancy rate) out of 408 positions
 There a re currently 30 Citywide recruitments in various stages  In M arch 2022, there were 64 Citywide vacancies (16%* Citywide vacancy rate)
*Percentages are rounded.
26

Police Department Vacancies
April 2022 Current (March1, 2023)
VacancyRate 12%* of 194 budgeted
positions
(24 vacancies)
7%* of 194 budgetedpositions
(13 vacancies)
Sworn Vacancy Rate 11%* of 139 budgeted
positions
(15 vacancies)
4%* of 139 budgeted positions
(5 vacancies)
27 *Percentages are rounded.

Public Works Department Vacancies
April 2022 Current (March1, 2023)
VacancyRate 26%* of 80 budgeted positions
(21 vacancies)
16%* of 81 budgetedpositions
(13 vacancies)
28 *Percentages are rounded.

Council Questions and
Public Comment
Staffing
29

Council Priority
Setting
30

Key Accomplishments – Tier 1 Priorities
Staffing
• Successfully addressed shortages
• Hired 60 employees and promoted another 24 employees since July 1, 2022 Homelessness
• Made significant progress in initiating Homeless Strategic Plan • Allocated $3 million in ARPA funds
• Launched Rapid Rehousing Program with state grant f unding • Continued partnership with County on homeless shelter , CORE team 31

Key Accomplishments – Tier 1 Priorities (cont’d)
Development of the former Naval Weapons Station
• Allowed ENA to expire; terminated relationship with Concord First Partners • Council considering how to restart the process
Objective Design Standards
• Will be complete by the end of this fiscal year
32

Key Accomplishments – Tier 2 Priority
Deployment of License Plate Reader Cameras
• 65 cameras will be deployed and in use on City streets 33

Key Accomplishments – Continued
Fiscal Stability / Economic Development
• Continuing to make progress on addressing unfunded personnel and infrastructure liab
ilities
• Allocating $2 million in ARPA small business grants
• Preparing FY 23-24 and FY 24-25 biennial budget
• Updating the City’s long-r ange forecast
Quality o f Life
• Allocating $7 million in ARPA nonprofit grants; $6.5 million for City infrastructure projects; $500k
for special events
• Implemented Tenant Anti-H arassment ordinance
• Finalizing Housing Element Update
• Key partner in development of A3 County mental health program 34

Key Accomplishments – Continued
Public Safety
• UAS “drone” program is fully operational
• Adopted Local Roadway Safety Plan
• Allocated $850k in ARPA funds for AXON contract
• IT/PD – C ontinuation and enhancement of safety, evidentiary, and accountability tools
• Implemented cybersecurity multifactor authentication
35

Key Accomplishments – Continued
Roadway a nd Infrastructure Maintenance
•Launched 5-y ear Pavement Management Plan, with major
projects underway
• East/Grant streets repaving
• Monument Blvd bike path
• Bates/Port Chicago Hwy base repair
•Hillcrest Park greening project
•Ellis Lake Sewer project
•Willow Pass fiber project
36

Key Accomplishments – Continued
Customer Se rvice
• Processed nearly 6,000 building permit applications in first six months of FY • Special events have returned to pre-C ovid levels, facilitated 85 events, inc. permitted events, co-sponsored, and fully produced City events in 2022 • Community Service desk reopening
Being a Desirable Workplace
• Implemented flexible work schedules where feasible
• Completed negotiations POA/PMA; started with Teamsters Local 29 • Resumed on-s ite training
• Relaunched in-p erson flu shot clinics and benefits fair • Restarted employee celebrations
37

Priority
Setting
 Respect t he ongoing work of City departments as the day -to- day operations must be well managed; that takes time
 Set only a few Tier 1 priorities so the organization can focus a
nd succeed
 Set realistic expectations and help manage community
e
xpectations 38
Successful City Governments

Budgeted
Full-Time
Positions
Citywide
2003-2023
39 529
387
426
408
350
370
390
410
430
450
470
490
510
530
550
Budgeted Full-Time Positions
39

Management's Time
Day-to-day management/delivery of services to community Unforeseen challenges
Strategic improvements and training
New initiatives
85%
How
Management
Staff Allocate
Their Time
40 5%
5%
5%

Work Plan Review
41

Recommendations
for Tier 1
Based on
These Factors
42 Based on adopted
Council policy
Mandated ARPA
requirements
Two existing Tier 1
carry-forward items

Four Tier 1
Priorities
43 Concord Naval
Weapons Station
Reuse
Completion &
Implementation
of Homeless
Strategic Plan
Implementation of
Housing Element
Mandates
Implementation
of ARPA-Funded
Projects

Public Comment
44

Closing Comments
45

Best Practice
Criteria for
Adding Initiatives
and Projects
Mid-Cycle
Otherwise wait until
next priority-setting
process
What comes off the plate if something goes on?
What are the consequences of shifting direction
mid-way?
46 Emergency (natural disaster , pandemic, civil unrest) New outside funding – opportunity that is time-
sensitive
New multi-agency opportunity that cannot be
delayed
Community safety issue that must be addressed
in near term
Changes in laws or mandates