Agenda — Hillsborough City Council, February 14, 2024

TOWN OF HILLSBOROUGH
San Mateo County
Christine Krolik, Mayor 1600 Floribunda Avenue
Sophie Cole, Vice Mayor Hillsborough, CA 94010
Marie Chuang, Councilmember www.hillsborough.net
Leslie Marden Ragsdale, Councilmember Phone 650-375-7400 Alvin L. Royse, Councilmember

A G E N D A
WEDNESDAY, FEBRUARY 14, 2024
9:00 A.M. SPECIAL CITY COUNCIL MEETING

CITY COUNCIL GOAL SETTING
Meetings of the City Council are held in-person in Council Chambers. As a courtesy and technology permitting, the special meeting will also be held virtually via Zoom Video Conference. However, the Town cannot guarantee that the public’s access to the Zoom virtual platform will be uninterrupted, and technical difficulties may occur from time to time. In those instances, so long as the public may still attend the meeting in person, the special meeting will continue.

In the event a Councilmember is participating remotely under the requirements of Government Code Section 54953 with regard to “just cause” or an “emergency” situation as those terms are defined in the Brown Act, the Town will stop the meeting if there is any technology disruption until such time that the public is reconnected to the live in person meeting and able to provide comment.

To attend the meeting in person:
1600 Floribunda Avenue, Hillsborough, CA 94010.

To provide Public Comment on the special meeting agenda items in person:

Members of the public wishing to speak on any special meeting agenda item are requested to complete a yellow speaker card and submit it to the City Clerk.

To participate in the meeting via Zoom Video Conference:
• Log in to the meeting at https://us06web.zoom.us/j/81273502468?pwd=pIbuhH2TbEM1D1QcdtkDWoBvdEQv4F.1 • Dial-in via phone:
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Meeting ID: 812 7350 2468
Passcode: 561300
To provide Public Comment on the special meeting agenda items via Zoom Video Conference:

Live verbal public comments may be made by requesting to speak using the “raise hand” feature in Zoom or, if calling in by phone, by pressing *9 on the telephone keypad prior to the close of the public comment period for the item. In response, the Town will unmute the speaker and allow them to speak up to three minutes.

SPECIAL CITY COUNCIL MEETING (9:00 a.m.)
I. CALL TO ORDER
Special Meeting Agenda – Hillsborough City Council
Wednesday, February 14, 2024

Page 2 ends

II. ROLL CALL
II. INFORMATIONAL

1. FY 2024-25 BUDGET PLANNING CALENDAR

2. ANNUAL UPDATE ON TOWN-WIDE RISK ASSESSMENT
III. CITY COUNCIL GOAL SETTING AND WORK PLAN

3. CITY COUNCIL FY 2024-25 GOAL SETTING
a. Department Presentations: Public Works Department, Building & Planning Department, Police Department, Finance Department, City Manager’s Office b. Review of Proposed Work Plan for FY 2024-25

PUBLIC COMMENT
c. City Council Discussion and Direction on Work Plan
IV. ADJOURNMENT
SPECIAL ACCOMMODATIONS:

If you need a disability-related modification or accommodation, including auxiliary aids or services, to participate in the City Council meeting, or if you need an agenda in an alternate form, please contact the City Clerk’s Office at 375-7412 at least 24 hours before the scheduled City Council meeting.

ADDRESSING THE CITY COUNCIL:

Members of the public may provide written comments to the City Council regarding any item on the agenda by 5:00 p.m. on February 13, 2024 to [email protected] or by mail/in person at 1600 Floribunda Avenue, Hillsborough, CA 94010. Any writings or documents provided to a majority of the City Council regarding any item on this agenda prior to the deadline, except as exempt from public disclosure under applicable law, will be available for public inspection on the Town website, and in the City Clerk’s Office at 1600 Floribunda Avenue, Hillsborough, CA 94010, during regular business hours. During the meeting, members of the public may provide public comments on the special meeting agenda items during the general public comment portions of the meeting. All members of the public will be limited to one comment per item. All oral comments made at public meetings, including a speaker’s name, are recorded and included as part of the public record in the meeting minutes. Meeting minutes are publicly accessible via the Town website and via various internet search engines. Written comments, including a commenter’s name, are a public record and subject to disclosure on the Town website and/or upon request pursuant to the California Public Records Act (with personal contact information including personal email addresses and personal phone numbers redacted).

AUDIO / VISUAL ADVISORY:

Those persons who wish to use PowerPoint or other mediums when presenting to the City Council will be required to submit media items to the City Clerk by 12:00 p.m. the day before the meeting. Media items can be emailed to [email protected].

AUDIO OR VIDEO RECORDINGS:

Please be advised that under the Brown Act, any person has the right to record the City Council meeting, including the audience in attendance, using an audio or video recording device subject to certain exceptions. Please be aware that by attending a City Council meeting, you may be audio or video recorded.

TOWN OF HILLSBOROUGH
San Mateo County
1600 Floribunda Avenue
Hillsborough, CA 94010
1 INFORMATIONAL

CITY COUNCIL MEETING
FEBRUARY 14, 2024

AGENDA STAFF REPORT
ITEM SUBJECT: FY 2024-25 BUDGET PLANNING CALENDAR
SUMMARY: This agenda item overviews the FY 2024-25 Annual Budget Process. The information may be helpful during goal setting and the detailed budget development process.

The fundamental purpose of the Town’s budget is to link what the City Council wants to accomplish for the community with the necessary resources. The budget process does this by setting the Town’s goals and objectives, establishing reasonable timeframes and organizational responsibility for achieving them and allocating resources for programs and projects. To this end, the budget document serves as a 1) Policy Document – sets forth goals and objectives to be accomplished and the fundamental principles upon which the budget is prepared, 2) Fiscal Plan – Identifies and appropriates resources necessary to accomplish objectives and deliver services and ensures the Town’s fiscal health is maintained, 3) Operations Guide – describes the basic organizational units and activities of the Town, and 4) Communications Tool – Provides the public with a blueprint of how public resources are being used and how these allocations were made.

Budget Process/Calendar
The budget development is headed by the City Manager, the Finance Director, and the Town’s Department Heads. In the City Council Goal Setting meeting, departments present their goals, and the City Manager works with the City Council to set and prioritize the Town’s goals for the coming year. After that, staff prepares the budget projection and budget document, and it is reviewed in a series of public meetings with the Financial Advisory Committee and the City Council, leading to a public hearing and City Council adoption of the budget by June 30th of any given year. The FY 2024-25 Budget Calendar (Attachment 1) outlines the dates for the budget review process.

The detailed budget development will build the proposed spending plan necessary to fund programs and services to meet the City Council’s 2024-25 goals. It will reflect the salary and benefits based on current MOU and contractual obligations and the capital improvements necessary to maintain the Town’s infrastructure.

FISCAL IMPACT: There is no fiscal impact associated with this item.

ENVIRONMENTAL ISSUES: There are no environmental issues associated with this item.

ATTACHMENT: FY 2024-25 Budget Calendar
PREPARED BY: Jan Cooke, Finance Director
RECOMMENDATION: No action is required. This item is informational only. -1-
BUDGET CALENDAR – FISCAL YEAR 2024-25
Date Description
February 14
9:00 a.m. to
2:00 p.m.

CITY COUNCIL GOAL SETTING MEETING
• City Council review and prioritize Town-wide 2024-25 Goals and Priorities April 29
8:00 a.m.

FINANCIAL ADVISORY COMMITTEE MEETING
Review and Recommend the Proposed FY 2024-25 Budget and Master Fee Schedule
May 13
Afternoon
(time tbd)

CITY COUNCIL STUDY SESSION
• Detailed review of the Proposed FY 2024-25 Budget and Master Fee Schedule June 10
6:00 p.m.

CITY COUNCIL MEETING – Public Hearing and Adoption
• Resolution to adopt FY 2024-25 Budget
• Resolution to adopt FY 2024-25 Sewer Charges
• Resolution to adopt FY 2024-25 Fees and Charges
• Resolution to adopt FY 2024-25 Appropriations limit
June Budget document published
July 1 Adopted fees and charges in the Master Fee Schedule take effect -2-

TOWN OF HILLSBOROUGH
San Mateo County
1600 Floribunda Avenue
Hillsborough, CA 94010
2 INFORMATIONAL

CITY COUNCIL MEETING
FEBRUARY 14, 2024

AGENDA STAFF REPORT
ITEM SUBJECT: ANNUAL UPDATE ON TOWN-WIDE RISK ASSESSMENT SUMMARY: This agenda item is an annual update on the Town-Wide Risk Assessment.

Background
A Town-Wide Risk Assessment was first undertaken in 2018 to identify critical areas of risk and the mitigation measures in place or to be developed for the Town. Town management staff developed the program using best practices. The plan is updated and reported annually in a public meeting.

Organizations use risk assessments to help management anticipate and lessen the negative impact of issues that may arise. Having a framework and process makes it easier to identify and manage risk continually. The risk assessment process provides a foundation for communication at all levels of the organization for anticipating, managing, and controlling risk. The objective of the program is to develop a risk assessment document that 1) Identifies the risks to achieving the organization’s objectives of providing services to its residents, 2) Documents the mitigation measures that are in place or to be developed, and 3) Can be used to communicate and track progress throughout the organization.

The scope is approximately $100k or more financial impact or significant impairment of management’s ability to provide services to residents. The Risk Assessment program is used in annual goal setting and budget development.

Annual Update
The PowerPoint presentation highlights 2023 accomplishments and 2024 goals/programs. The detailed 2024 Risk Assessment Plan Document shows the details of the plan. The colored scoring is intended to flag areas that require management attention quickly. As of February 2024, the projects are deemed on track, as indicated by GREEN. The 2024 items will be incorporated into the Department goals.

FISCAL IMPACT: There is no fiscal impact associated with this item.

ENVIRONMENTAL ISSUES: There are no environmental issues associated with this item.

ATTACHMENT:

1. PowerPoint presentation

2. 2024 Risk Assessment Plan Document
PREPARED BY: Jan Cooke, Finance Director
RECOMMENDATION: No action is required. This item is informational only. -3-

TOWN-WIDE RISK ASSESSMENT
UPDATE

CITY COUNCIL MEETING
FEBRUARY 14, 2024
1 ATTACHMENT 1
-4-
Objective: Develop a risk assessment document that:
• Identifies the risks to achieving the organization’s
objectives of providing services to its residents
• Documents mitigation measures that are in place
or to be developed
• Can be used to communicate and track progress
throughout the organization
How it is used: Annual goal setting and budget
development; communication and tracking progress
2 Background
-5-
2023 Selected Highlights
Governance, Risk
Management and
Personnel
• Onboarded New
Council Member
• Housing Element
Deemed Compliant
by HCD
• Conducted EOC
Training
Economic and
Financial
• Completed Phase 2
Financial System
• Refunded Debt and
Terminated Swaps
• General Fund
Reserve At/Above
Policy Level
• Bond Rating AAA/A1
• BRIC Grant Funding
for High Line Project
(prelim. Approval)
Environmental and
Sustainability
• Implemented Tree
Ordinance and
Conducted
Community
Education
• Adopted Leaf
Blower Ordinance
• Added Sustainability
Commissioner
• Completed PCE
Solar Project
• Vegetation
Management
Disaster or
Infrastructure Failure
• Conducted safety
Training with School
Staff and Student
Drills
• Conducted Drills
with HNN and
Neighborfest
• Completed Darrell
Tank (Seismically
Reliable Source)
• WUI Program
Implemented to
Mitigate Fire Impact
• Conducted Water
System and SFPUC
Dam Failure Exercise
Data, Security and
Communication
• Continued Cyber
Security Training
• Implemented Virtual
Server Environments
• NextGen 911 System
• New Software
implementations
• Encrypted Radio
System County-Wide
3 -6-
2024 Selected Goals
Governance, Risk
Management and
Personnel
• Develop &
Implement Housing
Programs and
Policies
• Develop an
organizational plan
for bench strength
and redundancy and
ensure continuity of
operations
• Continue to evaluate
opportunities to
provide workforce
housing
Economic and
Financial
• Implement High Line
Water Project
• Track MVLF
• Maintain General
Fund Reserves
At/Above Policy Level
Environmental and
Sustainability
• Continue with SM Co.

Resource
Conservation District
for Compost/Mulch
Program
• Initiate Climate
Action Plan Update
Disaster or
Infrastructure Failure
• Conduct safety
training and drills
with schools
• Continue HNN and
Neighborfest and
CERT Partnerships
and Programs
• Continue WUI
program
• Conduct EOC and
New Emergency
System Software
Training
• Generators on Town
Water/Sewer
Infrastructure
• Update Safety
Element
Technology, Data and
Communication
• Upgrade Physical
Server Environments
• New Software
implementations
• Continue
Formulating Disaster
Recovery Plan
• Explore Redundant
ISP Possibilities
4 -7-
Questions and Comments
5 -8-
Team One: Governance/Personnel/Risk Management/Legislative & Regulatory/Economic & Financial/Environmental

CATEGORY RISK STATEMENT RISK MITIGATION OR ACTION
Materiality &
Likelihood

PRIMARY
ACCOUNTABILITY 2023 OMPLETED /IN PROGRESS 2024 GOALS STATUS Governance& Personnel& Risk Management
Elected body or designated
positions (City Attorney,Treasurer, City Clerk, Police Chief)cannot act

1. Muni Code ‐ The City Manager is designated as
Director of Emergency services and designatesassistant director and order of succession if the Director or staff is unavailable

H/L CMO
 Conducted EOC training
 Onboarded new city council member
 Reconstruct the City Manager Office
as a Department Operation Center
(DOC) site
 Annual EOC training for city council
and designated staff
Unexpected and/or extendedleaves of absence (jury duty, medical, etc.)

1. Pre‐contract for staffing services with a master
contract for all administrative departments (Pre‐
contracts for staffing implemented

2. Bench plan with cross‐training for designated
alternates (via Management Enrichment
Program)
M/M CMO/Dept. Heads
 Continued involvement in the San Mateo
County Leadership Program
 Develop an organizational plan for
bench strength and redundancy and
ensure continuity of operations.
 Complete hiring of key open positions
 Continue involvement in the San
Mateo County Leadership Program
Cost of housing and affordabilityfor employees

1. Consider researching new forms of work models
(such as core hours, flex schedule, etc.) (Flex
hours in process)

2. Research best practices for housing assistance
programs. Explore partnering with other
jurisdictions and/or use Town property to
provide employee housing (in process via 21
Elements) M/H CMO
 Continued HIP Housing ADU program for
employees
 Town Owned Property– Continued to
consider for workforce housing
 Continue the Town’s Rental
Assistance Program for loans to
employees for relocation rental close
to the Town. Include this benefit in
hiring brochures and job flyers.

Consider expanding the program to
purchase a home.
 Conduct benefits fairs so that
employees get the maximum value
from benefits that the Town offers
 Continue to evaluate opportunities to
provide workforce housing
 Evaluate the effectiveness of the
telecommuting policy
Retirements

1. Identify new ways to attract employees to the
Town. M/H CMO
 Create consistency in the
performance evaluation system
 Support outside training programs
Violence in the Workplace

1. Training2. Ensure buildings are secure and install panic buttons

3. Continue Employee Assistance Benefit H/L PD
 PD‐ Conduct suspicious person training
for Town Hall and public works (ongoing)
 Checked panic button features and
procedures (ongoing)
 Install new building security system
and lockdown feature in Town
buildings
Cyber Security

1. Maintain cyber insurance

2. H/M CMO/Risk Mgr.
 Phase 2 Financial Software (Utility Billing)
– Went Live 7/1/2023
 Phase 1 Central Square Permitting
Software – Go Live Spring 2023
 Implemented CMMS Software
 Implement Central Square Software
 Educate employees on ransomware
procedures
ATTACHMENT 2
-9-
Team One: Governance/Personnel/Risk Management/Legislative & Regulatory/Economic
& Financial/Environmental

CATEGORY RISK STATEMENT RISK MITIGATION OR ACTION
Materiality
&
Likelihood

PRIMARY
ACCOUNTABILITY 2023 OMPLETED /IN PROGRESS 2024 GOALS STATUS Illness or death that impact many
personnel

1. Mutual Aid Agreements

2. Joint EOC

3. Pre‐contract for staffing services (Implemented)
H/L Dept. Heads
 Continue to respond to health
orders/endemic
 Continue to respond to health
orders/endemic
Fines/litigation resulting from
regulatory non‐compliance,failure to comply with newlegislation, laws, or Town policies

1. Each department tracks legislation (ongoing)

2. Conduct training for new regulations that
impact Town‐wide processes

3. Each department follows best practices
(ongoing)

4. Train on mandatory policies annually; review
policies regularly

1. Annual review of insurance coverage
M/M CMO/Dept. Heads/CA
 Continued to develop the Town’s
legislative platform with lobbyistconsultants and track legislation impacting the Town (housing, wireless,
water, other)
 All departments tracked regulatory
compliance
 Insurance coverage reviewed in the PLAN
JPA board meeting
 Modernize Procurement Policy
 All departments track regulatory
compliance and act if any issues arise
 Develop a 2024 legislative platform
Legislation & Regulation Loss of revenue caused by any impact such as recession, sudden market failure, state takeaway

1. Develop flexible staffing/consulting
opportunities (Implemented)

2. Maintain contingency reserves at policy levels,
at a minimum

3. Annual Review of the budget by City Council and
Financial Advisory Committee

4. Periodic investment portfolio review with FAC
investment committee to review diversification.

5. Long‐term planning for facilities, IT, CIP,
equipment, and vehicle replacements

6. Consider the need to develop an alternate
source of revenue for unfunded needs (e.g.,storm drains or other long‐term needs)

5. Track legislative impacts to determine the
impact on revenues and expenditures
M/M Finance
 Tracked Excess ERAF and MVLF
 General fund contingency reserve
maintained at the policy level or above
 Conduct Budget Planning scenarios for
loss of MVLF/Excess ERAF
 Support Town goals for long‐term
financing/revenue sources as needed.

Economic & Financial Risk Refunding of monies caused by debt or grant non‐compliance

1. Annual compliance filings and financial audit

2. Maintain enterprise water and sewer rates that
cover expenses (required by debt covenants)

7. Management oversight of grant requirement
compliance
H/L Finance
 Refunded the COPs (bonds) and
terminated the interest rate swap,
thereby improving the debt profile of the
Town
 Confirmed AAA bond rating from
Standard and Poor’s
 Ensure timely filing of debt
compliance reports on the Municipal
Securities Rule Making Board online
platform
 Ensure process and accountability for
tracking compliance with the BRIC
grant (High Line Project)
Sole dependence on major
service partners‐financial or
service interruption (wastewatertreatment plants, SFPUC water, fire JPA, solid waste franchise,PG&E, Peninsula Clean Energy)

1. Maintain reserves at policy level3. Where deemed necessary, financial review of partner solvency at contract award for materialcontracts. Establish backup provider if applicable. H/L Finance/CMO/ Public Works
 Continued to track water drought and
state mandates/SFPUC actions; continued
voluntary water conservation
 In progress on High Line Water
Connection; received initial approval onBRIC grant funding of the project  Continue to track water drought and
state mandates/SFPUC actions;continue voluntary water
conservation
 Implement High Line Water
Connection
 Develop redundant internet service
provider

-10-
Team One: Governance/Personnel/Risk Management/Legislative & Regulatory/Economic & Financial/Environmental

CATEGORY RISK STATEMENT RISK MITIGATION OR ACTION
Materiality &
Likelihood

PRIMARY
ACCOUNTABILITY 2023 OMPLETED /IN PROGRESS 2024 GOALS STATUS Climate change and sea level rise
impact the quality of life in theregion

1. Understand long‐term needs and responsibilities
for climate change and sea level rise

2. Develop long‐term plan for addressing needs
and responsibilities

M/L CMO
 Publicized state rebate programs for
electric landscaping equipment
 Implemented the new tree ordinance and
conducted community education
 Completed the PCE solar project
 Continued to evaluate the purchase of
Public Works and Police Departmentelectric vehicles
 Participated in SM County Resource
Conservation District for SB 1383
compliance on compost/mulch
 Adopted Leaf blower ban ordinance
 Added Sustainability Commissioner
 Implement leaf blower ordinance and
community education by June 2024
 Continue to publicize state rebate
programs for electric landscaping
equipment
 Continue to evaluate the purchase of
Public Works and Police Department
electric vehicles
 Continue participation in SM County
Resource Conservation District for SB
1383 compliance on compost/mulch
Environmental& Sustainability Town stays current with sustainability best practices and programs and is compliant with
state AND Town regulations

1. Track County‐wide and state programs and
regulations

2. Develop ordinances and policies responsive to
sustainability

M/L CMO
 Continued to track and report on SB 1383 CMA‐ Update Climate Action Plan in 2023  Continued WUI program
 Vegetation Management grants with SM
County to reduce fire hazard
 Continue to track and report on SB
1383
 Educate residents on SB 1383
compliance
 CMA‐ Update Climate Action Plan in
2025
 Continue WUI program
 Vegetation Management grants with
SM County to reduce fire hazard
 Adopt Safety Element; Complete
programs and adopt ordinances to
implement the Safety and Housing
Element 2025
-11-
Team Two: Disaster/Infrastructure

CATEGORY RISK STATEMENT RISK MITIGATION OR ACTION
Materiality &
Likelihood

PRIMARY
ACCOUNTABILITY 2023 COMPLETED/IN PROGRESS 2024 GOALS STATUS Disaster or Infrastructure Failure
Emergency Requiring Mutual Aid

1. Utilize existing formalized Mutual Aid agreements (Existing)

2. To be used for routine calls for service and emergencies.

3. Department policies cover responding agency personnel Low Routine and
Emergency PD
 Work with the US Secret Service and
statewide and local agencies for major
event management
 Continue communications with
allied agencies in anticipation of
upcoming political events.

School Incident

1. Deny Access, Render Safe, Establish Detours, Public
Messaging

2. Investigate Failure, Determine Causal Factors, Prosecution Low Routine and Emergency PD  Worked closely with HCSD and our
private school partner with lockdown
procedures, drills, and in‐person
training
 Continue to refine our responses to
potential critical incidents and
conduct after‐action reports and
debriefing after events.

Large scale earthquakerestricting access to service areas

1. CERT training for citizens to provide aid in their
neighborhood areas.

2. Utilize mutual aid agreements
Low Emergency
Anticipated PD
 HNN large‐scale drills and conducted
training at Neighborhood Fest
 Continue to build on our
relationship with HNN and CERT on
our responses and training.

Pandemic ‐ System overwhelmand staffing shortages

1. Develop alternate ways of doing business such as remotely.

2. Utilize consultants and consult SMCO OES

3. Develop health protocols Low Emergency
Anticipated TH and PD
 Maintained staffing throughout the
pandemic period
 Continue to develop protocols to
maintain staffing. Develop a more
robust messaging system for
residents and Town Staff regardingpandemic restrictions and protocols.

Fire with Significant Life Loss

1. Initial Emergency Response

2. Utilize Mutual Aid agreements.

Low Emergency
Anticipated CCFD and PD
 The local mutual aid program in
conjunction with the state master
mutual aid program provides forresources in this event
 Continued collaboration with CCFD,
DEM, and OES. Prepare PIO crisis
communications statement/holding.

Coordinate with the Red Cross asneeded.

EOC effectiveness

1. Recurrent and relevant EOC training

2. Develop mini training scenarios.

3. Ensure new staff has been trained Low Emergency
Anticipated CMO
 Conduct EOC training/mini exercises  Crisis management software training for EOC activation (VEOCI) Replacing
WEBEOC.
 SMC Alert Training (RAVEMobile
Safety).

Water system failure ‐ Inability
for CCFD to use water supply

1. A complete failure is extremely unlikely due to our many pressure zones
Low Emergency
Anticipated PW and CCFD
 There is a robust auto and mutual aid
with hose tenders and water tenders
that can be requested locally and
statewide.
 Public Message system
 The Water department completed drills
by March of 2023 for this scenario and
as recommended by the San Mateo
County Grand Jury report
 Continue annual ERP training and
drills for all public works staff.

Power failure

1. Redundancies (e.g. generators)

2. Insure appropriate extra supplies on hand.

3. Work with PG&E and PCE Low PW, PG&E, CCFD
 Apply for grants, purchase additional
generators, and sign boards
 Start generator CIP with Sky pit,
Marlborough, Clark ConcarPower Outage information (what toknow) through Town Website. -12-
Team Two: Disaster/Infrastructure

CATEGORY RISK STATEMENT RISK MITIGATION OR ACTION
Materiality &
Likelihood

PRIMARY
ACCOUNTABILITY 2023 COMPLETED/IN PROGRESS 2024 GOALS STATUS Disaster or Infrastructure Failure
Landslides in public right of way
cutting off access as well as
underground utilities

1. Interrupted Power, Water, Sewer, All Utilities

2. Life Saving Efforts and Evacuation Detours

3. Evacuation centers Low Emergency
Anticipated

PW, CCFD, PD,B&P
 Develop Bridge Replacement Plan  Add Bridge locations to Genasys and maps and identify them as public or
private.
 Improve traffic control plans and
alternate routes utilizing GISmapping.

Bridge collapse – we have several
bridges that are 90 to 100 yearsold