Redwood City City Council
February 5, 2022

Giselle Hale, Mayor
Diana Reddy, Vice Mayor
Alicia C. Aguirre, Council Member
Lissette Espinoza-Garnica,
Council Member
Jeff Gee, Council Member
Diane Howard, Council Member
Michael A. Smith, Council Member

ZOOM TELECONFERENCE
redwoodcity.zoom.us
Meeting ID:
994 8182 5639

CITY COUNCIL WORKSHOP

SPECIAL MEETING AGENDA
Saturday, February 5, 2022
9:00 AM
No City Council action will be taken at this workshop.

All public comment will be taken at the beginning of the meeting.

TELECONFERENCE PARTICIPANTS: COUNCIL MEMBERS AGUIRRE, ESPINOZA-GARNICA, GEE, HOWARD AND SMITH, VICE MAYOR REDDY AND MAYOR HALE. DUE TO THE CONTINUING COVID-19 EMERGENCY, MEETINGS WILL BE HELD BY TELECONFERENCE IN ACCORDANCE WITH ASSEMBLY BILL 361 TO PROVIDE THE SAFEST

ENVIRONMENT FOR THE PUBLIC, CITY OFFICIALS AND STAFF WHILE ALLOWING FOR CONTINUED OPERATION OF THE GOVERNMENT AND PUBLIC PARTICIPATION.

PURSUANT TO THE RALPH M. BROWN ACT, ALL VOTES SHALL BE BY ROLL CALL PUBLIC ADVISORY: THE CITY COUNCIL CHAMBERS WILL NOT BE OPEN TO THE PUBLIC. The meeting will be conducted via Zoom teleconference, and you may join via the web at redwoodcity.zoom.us or by phone at (669) 900-6833 and entering Meeting ID 994 8182 5639.

PUBLIC COMMENT:

To maximize time for live public comment, we encourage members of the public to provide comments by joining the City Council meeting via Zoom: For web, visit redwoodcity.zoom.us, select “Join” and enter Meeting ID 994 8182 5639. Use the Raise Hand feature to request to speak. You may rename your profile if you wish to remain anonymous. For dial-in comments, call *67 (669) 900-6833 (your phone number will appear on the live broadcast if *67 is not dialed prior to the phone number), enter Meeting ID 994 8182 5639 and press *9 to request to speak. All public comments are subject to a 2-minute time limit unless otherwise determined by the Mayor.

If multiple speakers will be joining from the same line, please contact the City Clerk’s Office in advance of the meeting.

If you wish to submit written public comment, please send an email to the City Council at [email protected].

Please indicate the corresponding agenda item # in the subject line of your email. Any public comment regarding agenda items that are received from the publication of the agenda through the meeting date will be made part of the meeting record, but will not be read during the Council meeting.

AGENDA MATERIALS:

City Council agenda materials that are released less than 72 hours prior to the meeting, are available to the public via the City’s website at www.redwoodcity.org.

AMERICANS WITH DISABILITIES ACT:

The City Council will provide materials in appropriate alternative formats to comply with the Americans with Disabilities Act. Please send a written request to Pamela Aguilar, City Clerk, at 1017 Middlefield Road, Redwood City, CA 94063 or e-mail address [email protected] including your name, address, phone number and brief description of the requested materials and preferred alternative format or auxiliary aid or service at least 24 hours before the meeting.
1

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENT
All public comment will be taken at this time.

4. BACKGROUND ON MAJOR GOALS AND INITIATIVES IN PROCESS FOR 2022

5. DISCUSSION OF COUNCIL PRIORITY PROJECTS TO INCLUDE IN FY 2022/23 BUDGET

DEVELOPMENT

6. ADJOURNMENT - The next City Council meeting is scheduled for February 14, 2022 2 Office of the City Manager
Melissa Stevenson Diaz

MEMORANDUM
To: Mayor and City Council
From: Melissa Stevenson Diaz, City Manager
Date: February 1, 2022
Re: Background Materials for February 5, 2022 City Council Offsite Meeting At the City Council’s offsite meeting on February 5, 2022, I will provide an overview of major initiatives and City Council meeting agenda topics planned for this calendar year and you will then spend most of the meeting discussing potential priorities for the FY 2022-23 budget development.

Attached are several background documents for your review.

Attachment A provides the status of each of the Fiscal Year goals organized by the City Council’s Guiding Principles (Aesthetics, Community Building and Communication, Community for All Ages, Economic Development, Excellence in Government Operations, Housing, Public Safety, Sustainability, and Transportation).

Attachments B – E are two-page summaries of major initiatives related to the Equity Workplan and the City Council’s top priorities of Housing, Transportation and Children and Youth. Each initiative is color-coded to indicate if it is complete (green), in process (yellow) or delayed (red).

Please note explanations for delayed items are provided in Attachment A.

Attachment F lists potential topics for consideration with the FY 2022-23 budget that each City Councilmember submitted. The City Council will conduct a voting process to determine whether there is majority support for further consideration of these ideas as staff develops the FY 2022-23 Recommended Budget.

ATTACHMENTS
A – Fiscal Year 2021-22 Goals Organized by Guiding Principles – Mid-Year Update B – Council Priorities Equity Workplan Mid-Year Update
C – Council Priorities Children and Youth Initiatives Mid-Year Update D – Council Priorities Housing Initiatives Mid-Year Update E – Council Priorities Transportation Initiatives Mid-Year Update F – City Councilmember Topics for Consideration with FY 2022-23 Budget - Page 1 of 37
3 FISCAL YEAR 2021-22 GOALS

ORGANIZED BY GUIDING PRINCIPLES

MID-YEAR UPDATE
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AESTHETICS
Support a safe and clean and attractive environment.

GOALS STATUS UPDATE
Complete 1,750 sidewalk repairs by June 2022. Through
community engagement, collaboration, and internal
consideration, reimagine the current sidewalk repair
program with an equity lens to ensure that the program is accessible to all. (PWS)
In Progress Sidewalk repairs are ongoing and on-track, and the reimagining of the sidewalk repair program is in process.

Convert an additional 400 street lights to LED lights by June 2022 (PWS)
In Progress Street light conversions are ongoing, on-track, and include pedestrian lights in the downtown area.

Evaluate and perform maintenance, such as tree trimming or removal, on the population of City-owned trees (ongoing) (PWS)
In Progress Tree maintenance is ongoing, and staff are discussing efforts to evaluate the City’s tree inventory.
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COMMUNITY BUILDING AND COMMUNICATION
Working together, we build a community that is welcoming, vibrant and actively engaged in the life of our City.

GOALS STATUS UPDATE
Support programs and initiatives in support of the City’s COVID-19 Response Strategy – Respond, Restore and
Reimagine (All)
In Progress The City has continued to offer virtual and in-person services to the extent possible in light of evolving public health and safety data.

Develop a Citywide Equity Plan that incorporates policy priorities and new, specific commitments to equity in each department (CMO)
Complete City Council approved the 2021 City Equity Plan developed by the Equity and Social Justice Sub-Committee on
October 25, 2021.

Design and implement by December 2021 a new utility bill forgiveness and payment program to address community
hardships arising from the COVID-19 crisis (ASD)
Delayed Since April 2020, the City Council has adopted a series of resolutions waiving late payment penalties for residential and commercial customers of solid waste, water and
sewer utilities, through June 2022. It is anticipated that after this date the City will implement the program and determine which customers qualify for City assistance and in which amounts. Staff continue to help residents access State-funded utility relief programs.

Strengthen relationships throughout the community by
engaging intentionally with existing partners and by building new connections that allow the City to better hear community members in areas that have been historically and currently marginalized (CMO)
In Progress Staff have drafted and begun testing an inclusive engagement guide, and are actively seeking new ways of
partnering with community-based organizations for
outreach.
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Analyze solutions to support hybrid City Council meetings and evaluate in-person and virtual engagement opportunities by October 2022 (CCO)
Complete Acquired and installed Zoom Room technology in preparation for hybrid meetings when appropriate.

Develop and implement communication and participation
products and processes to support greater community
engagement in the budget process, beginning with the
preparation of the FY2022-23 Budget (ASD)
In Progress Launched the Participatory Budgeting Pilot Project; anticipate a list of final projects will be announced at the June 13, 2022 City Council meeting.

Continue to conduct virtual building inspections, electronic submittals and plan review, and implement a new permitting system that will enable online permitting to improve
reporting capabilities and customer service by September 2021 (CDT)
In Progress Continue to conduct virtual building inspections, electronic submittals and plan reviews, and implement a new Trakit system to improve performance measures and
customers service by May 2022.

To support the City’s efforts towards diversity, equity and inclusion, research new ways to solicit broader public interest in serving on a Board, Commission or Committee by February 2022 (CCO)
In Progress Conducted research on recruitment practices for other jurisdictions, authored a survey for community
organizations and community members to share
feedback, ongoing planning to host a listening session in Spring 2022 to create a forum for community
organizations to share ideas about possible barriers to participation and recommendations for new recruitment
strategies. Work also continues on revising the BCC
application to eliminate any potential bias. Staff continues to review whether or not to recommend revisions to BCC
interview questions.

Explore automated solution for managing and archiving public comment on City Council agenda items by December 2021
(CCO)
In Progress Research continues; staff will summarize options for consideration by April 2022.
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COMMUNITY FOR ALL AGES
Celebrate the unique contributions that youth, seniors and residents of all ages and abilities bring to our community and provide abundant opportunities for lifelong learning, healthy development, physical activity and social connection.

GOALS STATUS UPDATE
Continue to support vulnerable community members
impacted by COVID-19 at the Fair Oaks Community Center; redesign client/customer services to incorporate lessons from the pandemic for making services more broadly accessible (PRCS)
In Progress Fair Oaks Community Center has provided $3.4 million in COVID rent relief to over 1,500 households and assisted 416 households to apply for the State Rent Relief Program (CA- Rent Relief). Additionally, the Community Center continues to provide essential services for homeless individuals and families, food assistance through grocery distributions and to go lunches, and childcare services. The redesign of
client/customer services is still in process with the physical renovation of the facility slated to begin in the first quarter of 2022.

Continue to deliver and expand online programs and activities for all ages, especially children and youth. Develop a strategy for an equitable hybrid indoor/outdoor/online programming model, with particular attention to pandemic recovery issues like learning loss, mental health, and food insecurity (LIB) In Progress The library staff is prepared to resume offering indoor in- person programs and events once it is safe to do so, with a focus on the topics identified.
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Continue to provide senior outreach efforts to homebound seniors, developing new senior programs for Redwood Shores residents, and continue with the transitional programs and services to in-person settings as public health guidelines allow (PRCS)
In Progress While the in-person senior lunch program at the Veterans Memorial Senior Center has resumed, meals are being
delivered to approximately 40 homebound seniors Monday
through Friday.

Implement plan for hosting virtual recreation programs and activities focused on youth and families and transition to in- person programming as public health guidelines allow (PRCS) Complete In-person youth and adult recreation programs have resumed following public health guidelines. Enrollment numbers have increased dramatically from youth summer
camps to senior classes. PRCS still offers a number of online/virtual programs as an option for those not yet ready to return to in-person classes.

Secure bond financing, hire a construction firm, and begin Phase I of the Veterans Memorial Building/Senior Center- YMCA Project in Summer 2021 (PRCS)
Complete The City Council approved bond financing and the award of construction bid at their meeting on May 24, 2021.

Construction began in July 2021 and is expected to take approximately 24 months to complete.

Present the updated Park Impact Fee Nexus study and
recommendations to City Council for consideration in Fall 2021 (PRCS)
In Progress PRCS staff presented to nearly 2 dozen developers, as well as the Chamber of Commerce, the recommendation to update
the 2008 Park Impact Fee as well as introduce a new non- residential park impact fee. Due to the delay in releasing the 2020 Census data, the Park Impact Fee Nexus Study needed to be updated, and a new Benchmark Survey completed.

Staff expects present recommendations to the City Council recommendations in March 2022.
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Complete the renovation of the Fair Oaks Community Center kitchen serving the Redwood City Child Development
Program, the Fair Oaks Older Adult Activity Center, and the community at large by October 2021 (PRCS)
In Progress Completion of this project is expected in the first quarter of 2022 Initiate Phase II of the Downtown Parks Plan by launching public engagement efforts and finalize plans for the Library Lot A Conversion to Park Project by January 2022 (PRCS) In Progress RRM Design Group has been selected as the lead consultant to initiate the public engagement process, planning, and design for the Downtown Parks and Bay Connectivity Plan.

Additionally, in collaboration with the Planning Commission, “Bayfront Park” will be included in the scope of work with this Plan. Public engagement is expected to be launched in 1st quarter 2022.

Complete fundraising and construction of Downtown Library makerspace/coworking space for all ages by December 2021 (LIB)
Completed Construction is complete, and the space will open to the public once it is safe to do so.

Complete the Redwood Shores pirate ship imaginative art area installation by December 2021 (PRCS)
Delayed On December 6, 2021, the City Council rejected the construction bids for the Redwood Shores Library Ship Art Installation Project. The lowest bid was 211% over the engineer’s estimate for the project. Due to a number of factors, including the site considerations and San Francisco Bay Conservation and Development Commission (BCDC)
requirements, staff will evaluate new sites for the “Pirate Ship” including Bayfront Park and the Port area.

Once public health guidelines allow, complete the Library Takeover program series, and, sustain and expand the
community relationships with vulnerable populations that were developed through these programs (LIB)
Delayed Community program partners have decided to wait until in- person events, including refreshments, can be safely
delivered.
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Continue to implement the RCPL CARES racial equity work plan to enhance policy and budget development, staff
training, public programming, human resources practices, and marketing strategies by approaching all of these activities through the lens of racial equity (LIB)
In Progress A policy audit was completed through an equity lens, and staff training, public programming, human resources, and marketing enhancements are underway.

Initiate the Garrett Park renovation project by hiring a consulting firm to launch the public engagement process for design input in Fall 2021 (PRCS)
Delayed Due to the focus on a number of other park and playground renovation projects, this project will be delayed until late 2022 to begin the public engagement process.

Develop the Citywide Park System Master Plan by FY2023-24 (PRCS)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Develop the Stulsaft Park Site Master Plan by FY2023-24 (PRCS)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Collaborate with developers to create 450 quality childcare spaces in the community over the next five years (PRCS) In Progress In progress.

Develop recommendation for new 1% for Public Art
Ordinance for residential development projects for at least 30 units or more (with no fee requirements for affordable
housing units) in FY2022-23 (PRCS)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Support the Arts Commission’s recommendation to support a feasibility study for a new Center for Creativity (Art Center) (PRCS)
In Progress A community survey was launched by the ARTSRWC collaborative with over 2,000 responses. ELS Architecture and Urban Design has offered pro bono work to develop a feasibility study. Proponents are raising funds for a business plan and engaging developers on potential locations.
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Research additional funding options for Athletic Field Light LED conversion by FY2022-23 (PRCS)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Explore the need, feasibility, and cost to expand the
Downtown Library facility (ongoing) (LIB)
Delayed CIP Funding for this project was not approved for FY2021-22.

Update the Redwood Shores Branch Library Interpretive
Center to incorporate new technology and subject matter (ongoing) (LIB)
Delayed RFP is anticipated to be issued in the first quarter of 2022. - Page 10 of 37
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ECONOMIC DEVELOPMENT
Develop and sustain a thriving local business environment that contributes to the community’s economic well-being and quality of life.

GOALS STATUS UPDATE
Implement the City’s Economic Resiliency Plan, Shop Local Campaign and Small Business Empowerment Program, and explore establishing a permanent parklet program in the City’s downtown by December 2021 (CMO)
In Progress A proposed Permanent Parklet and Sidewalk Café program will be presented to the City Council for
consideration in February/March 2022. The City launched Shop Local Campaign in November 2021. Staff held
Business Roundtables in October 2021. 28 Redwood City
businesses received $10k grants through SMC Strong
Collaborate with other City departments to create a business friendly Outdoor Dining Program to encourage economic growth for downtown restaurants by August 2021 (CDT)
In Progress A proposed Permanent Parklet and Sidewalk Café program will be presented to the City Council for
consideration in May 2022.

Facilitate development of an electronic sign on Highway 101 on a site approved by Caltrans, including sign ordinance revisions as needed (CMO)
In Progress Staff is exploring a Sign Ordinance amendment to allow a nominal number of electronic digital signs likely along the Highway 101. Staff expects to bring an update to City
Council in Spring/Summer 2022.

Oversee and monitor the City’s delivery cannabis business to ensure businesses comply with City ordinances and City Manager’s regulations (CMO)
In Progress Staff most recently completed the license renewal in December 2021. Continuing to oversee and monitor
business compliance and staff expects to conduct an
audit of all cannabis delivery businesses in Spring 2022. - Page 11 of 37
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Implement a retail cannabis business program and regulations (CMO)
In Progress The City is in the final stages of a four phase Cannabis Business Permit Application process. City staff is currently undergoing the final evaluation and selection of
applicants and we do not know who the final permittees
are at this time. It is anticipated that the final selection by the City Manager will occur February 2022. Following
selection, there will be an appeals process (2-3 months).

Begin processing entitlements in Summer 2021 for initiated Gatekeeper projects and begin conducting environmental review for these projects (CDT)
In Progress Began to process the following entitlements in 2021:
 2300 Broadway/609 Price
 901 El Camino Real
 1900 Broadway
 601 Allerton
 750 Bradford/603 Jefferson
 651 El Camino Real
 505 E. Bayshore (began in 2020, still ongoing)
Scoping Session for EIR was on September 21, 2021.

Currently working on finalizing project description
Draft EIR anticipated for Summer 2022.

Adopt and implement the Central Redwood City Plan (ongoing) (CDT)
In Progress Scoping for the plan will begin in 2022.
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EXCELLENCE IN GOVERNMENT OPERATIONS
Manage the operations of the City as an engaged, collaborative and responsive team of professionals to provide effective, accountable and fiscally sustainable government services that achieve a high level of customer satisfaction.

GOALS STATUS UPDATE
Implement quarterly financial statements, including budget vs. actual reports, as an informational item to the City Council, by December 2021 (ASD)
Delayed New software implementations and staff vacancies have postponed this improvement. Staff anticipates
implementation in FY2022-23.

Implement Oracle Cloud Enterprise Resource Planning system (Financial Management by July 2021 and Human Capital
Management by January 2022) (ASD)
Complete Implemented both modules by the anticipated revised implementation dates.

Explore additional revenue opportunities and cost savings needed to balance the budget over the 10-year forecast period and provide recommendations to the Finance/Audit Sub-Committee by January 2022 (ASD)
Delayed Staff anticipates bringing this item to the Sub- Committee in FY2022-23.

Lead City Council redistricting efforts with the Census 2020 data, including significant community outreach by December 2021 (CMO) In Progress The Council held public hearing #4 on January 24, 2022 and took action to elevate maps and return to Council
on February 14.

Implement an electronic system for campaign disclosure and statement of economic interest filings by August 2021 (CCO) Complete Launched electronic filing system for Form 460 filing for Summer 2021 filing deadline; currently implementing
Form 700 filing for Spring 2022 filing deadline.
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Support the Governance Sub-Committee in exploring potential charter amendments for the November 2022 election (CCO) In Progress Began meeting with key staff to develop a timeline and recommendations for possible charter amendments for
consideration by the City Council Governance Sub-
Committee.

In conjunction with IT staff, upgrade the OnBase agenda management system for all users by February 2022 (CCO)
Delayed Update still needed, however due to competing
organizational priorities, CCO and IT staff are working to identify a revised project timeline.

Commence the labor negotiations process for fiscally responsible labor agreements with all six of the City’s bargaining groups for contracts expiring in 2021 and 2022 (COA, IAFF, POA, PSA, RCMEA, SEIU), while continuing to provide salaries and benefits that attract and retain a well-qualified workforce by June 2022 (HR) In Progress The City has commenced the labor negotiations process with COA, IAFF, POA, RCMEA, and SEIU and the City
Council approved a successor PSA MOU effective
September 2021.

Partner with the City Manager’s Office to develop a comprehensive Diversity, Equity, and Inclusion (DEI) Citywide training program by December 2021 (HR)
Delayed After a delay related to contracting, the City launched a pilot DEI training program in September 2021. The pilot completed in January 2022. Staff are reviewing
feedback from participants and updating the training
program ahead of making it available to all staff. Staff anticipates rolling out a citywide DEI program by
September 2022.

Enhance advertising and diversity outreach for recruitments and ensure hiring and selection rules support the City’s DEI efforts (HR) Ongoing For each recruitment process, marketing and
advertising strategies are discussed with the hiring
manager and HR has piloted broadening marketing
efforts with outreach to specific groups and websites.

Staff is in the process of reviewing the City’s Personnel Rules and Regulations, MOUs, and City policies to
ensure we are supporting the City’s DEI efforts.
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Explore the use of a 24/7 Injury Hotline nurse triage for non- emergency reporting of new injuries where an injured worker has yet to seek care and is deciding if care is needed or not by June 30, 2022. The use of a nurse triage program will reduce the workers’ compensation claims costs and the number of claims incidents (HR) Delayed Staff explored the use of a 24/7 Injury Hotline nurse triage program and the City’s current workers’
compensation (WC) third party administrator (TPA)
does have an Injury Hotline nurse triage program but it would require an amendment to the City’s current
contract to add the service. Staff issued an RFP in
January 2022 for a new WC TPA and will pause on
exploring further with the current TPA.

Work with the Safety bargaining group leadership on Industrial Disability Retirement Committees and develop alternative solutions to reduce the City’s retiree health liability by September 2021 (HR) Delayed Staff has been in labor negotiations discussions with IAFF since March 2021, POA since May 2021, and COA
since June 2021 and we are currently out of contract
with these three groups. Staff continues to discuss the Industrial Disability Retirement benefit and ways to
reduce the City’s retiree health liability with the goal to include changes in successor safety Memorandum of
Understandings (MOUs)
Evaluate the City’s current Leave Donation Program for
improvement by March 2022 (HR)
Delayed This has been delayed due to competing HR priorities, such as ERP and COVID-19 work. Staff is reviewing the
current Leave Donation Program and will recommend
changes by June 2022 to share with the bargaining
groups in the meet and confer process.

Implement NeoGov software for recruitment, onboarding, training, performance management and electronic forms by June 2022 (HR) In Progress Staff has finalized the contract with NeoGov and the contract needs to be approved by the City Council.

Staff anticipates implementing NeoGov July 1, 2022.

Evaluate, select, and implement a new pre-employment
background check service provider that electronically interfaces with NeoGov software by June 2022 (HR)
In Progress An informal solicitation process was conducted and a vendor was selected. Staff is in the contract review
process with an implementation goal of June 2022.
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Draft new templates for employee performance evaluations by June 2022 (HR)
In Progress The new NeoGov software, which is on schedule to be implemented in July 2022, includes a Performance
Management module that includes performance
evaluation templates.

Complete Building Inspection and Code Enforcement Division organizational review and initiate the implementation of the review’s recommendations by December 2022 (CDT)
In Progress Organizational review was completed in September 2021 and the implementation plan was created in fall
2021. Staff has begun work on implementing
recommendations starting with Priority 1 items. Staff
plan to hire 2-3 Permit Technicians by June 2022 and 2
Plan Reviewers (one supervisor) by December 2022.

Other areas of work include conducting a technology
needs assessment, identifying and tracking
performance measures, and creating a defined training
plan for all divisional staff. Monthly meetings will be held with every staff team for each priority item.

Implement a Financial Management and Human Capital System that will include Financial, Utility Billing, Business License, and Human Resources Information Systems by January 2022 (ASD) Complete Implemented all modules by January 2022
Begin collection of sewer service charges for one dwelling unit parcels through the County of San Mateo tax rolls by July 2021 (PWS)
Delayed The City Council elected to defer making a decision on this transition for FY2021-22 and directed staff to
conduct additional research.
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Support inclusion, belonging and equity-related professional development for staff (ongoing) (CMO)
In Progress In addition to ongoing training opportunities, the City has implemented specific interventions based on staff
input. In line with staff requests in 2021, the City has launched five employee resource groups (ERGs) to
support belonging in the workplace. The
interdepartmental DEI Committee also provides
ongoing equity-related professional development to its
members.

Oversee and coordinate Governance and Legislative Advocacy (ongoing) (CMO)
In Progress Staff continues to support Governance and Legislative Advocacy
Continue to support the Talent Acquisition Program that strives to develop creative and innovative ways to attract, develop, and retain a highly-qualified workforce (ongoing) (HR)
Ongoing Staff continues to explore ways to support the Talent Acquisition Program and has expanded the City’s
advertising for positions.

Update the City’s Personnel Rules and Regulations and coordinate existing provisions in the various bargaining units’ memorandum of understanding to adhere to the updated Rules and Regulations (ongoing) (HR)
Delayed Due to competing priorities, such as ERP (Enterprise Resource Planning) and COVID-19 work, the update of
the City’s Personnel Rules has been delayed.

Conduct mandatory Harassment and Discrimination Prevention Training, for regular, casual, and contract employees who are due for retraining (ongoing) (HR)
Ongoing Staff continues to provide mandated annual and
biennial training to all City employees.
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HOUSING
Foster a range of housing options affordable to all income levels through policies, programs, partnerships, and projects that support the creation and preservation of affordable housing for Redwood City’s residents.

GOALS STATUS UPDATE
Develop and adopt an Anti-Displacement Strategic Plan that includes strategies to preserve unsubsidized affordable housing and mobile home units and enhancements to the City’s existing tenant protection ordinances by end of 2021 (CMO)
In Progress The Housing & Human Concerns Committee
recommended the City Council review and approve the
proposed Anti-Displacement Strategy (ADS) in
December 2021 and the City Council held a study
session on the ADS in January 2022. Based on City
Council feedback, staff is currently updating the ADS
and will bring it back for City Council approval in June.

Task the Housing and Homelessness Innovation Team (which includes staff in Fire, Police and Public Works Services) with examining current calls for service and community needs related to unsheltered community members, and exploring new models for homeless outreach and support through June 2022 (CMO)
In Progress Staff is responding to current calls for service - especially in relationship to encampments - addressing
mitigation of health and safety concerns, coordinating
outreach and response to unsheltered community
members with non-profit partners, and working on
further expanding homeless outreach and support in
the coming months. As part of this effort the City has submitted an application to the State Homeless
Resolution Fund; intent to award will be announced by
March 1, 2022.
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Coordinate with other communities and the County of San Mateo on addressing community impacts of encampments on public (non- City) and private property through June 2022 (CMO)
In Progress The City has spear-headed a multi-agency agency coordination with Caltrans to further efforts to address homeless encampments on Caltrans Right of Way
including property adjacent to Highway 101, Woodside
Road, El Camino Real, and Hazel/Linden.

Continue to support affordable housing production through implementation of the Affordable Housing Ordinance and
allocation of City housing funds through June 2022 (CMO) In Progress In the first half of FY2021-22, the City adopted amendments to the Affordable Housing Ordinance,
including a live/work preference and provisions to
ensure that affordable housing units are delivered
concurrently with new development, as well as
increased the nonresidential affordable housing impact
fee by 18%. The City continues to implement the
Ordinance and is now developing Ordinance
implementation guidelines. Over 275 affordable units
are currently entitled and over 650 affordable units are proposed as a result of the Ordinance.

Determine a preferred land use strategy and initiate environmental review for the Housing Element in late 2021 (CDT)
In Progress After review and recommendations by the HHCC and Planning Commission, City Council reviewed the
preferred land use strategy in November 2021. Work
began on the background for the Environmental Impact
Report (EIR) and the public Notice of Preparation is
anticipated in February 2022.
- Page 19 of 37
21 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 19 | P a g e
Continue to support the production of 100% affordable housing for unique population projects in Redwood City (ongoing) (CMO) In Progress Arroyo Green, 707 Bradford (117 senior units) – construction was completed in 2021. The City
contributed the land to this project.
353 Main St (125 units including 63 extremely low-
income units) – The City contributed $3.5 million to the project in fall 2021. Construction is currently underway.

Comfort Inn, 1818 El Camino Real (51 homeless units) –
The County is planning to acquire the Comfort Inn and
convert it to permanent affordable housing for people
experiencing homelessness. The City is planning to
contribute HOME-ARP and HOME funds towards a
portion of the rehabilitation costs of the project.
- Page 20 of 37
22 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 20 | P a g e

PUBLIC SAFETY
Protect and promote community well-being and safety, using a broad and proactive approach to achieve a high quality of life for Redwood City’s residents, businesses and visitors.

GOALS STATUS UPDATE
Complete the last year of the 2.5 years of scheduled construction of the City’s California Water Tank, Pump Station and Transmission Main Project to increase the level of water supply safety for all water customers in the Emerald Hill water service area by providing a much more reliable water storage capacity for daily use and emergency responses by December 2022 (CDT)
In Progress Construction of the California Water Tank, Pump Station, and Transmission Main is 95% completed and
is on schedule to be 100% completed by the end of
January 2022. The facilities are currently under final operational and acceptance testing.

Collaborate with the County and other health care organizations to maximize the delivery of COVID-19 vaccines throughout the fiscal year (Fire)
In Progress The Fire Department participated with multiple vaccination clinics throughout the year.

Focus on diversity, equity and inclusion within hiring and promotional practices (Fire)
In Progress Established a working task group in conjunction with its strategic initiative to work toward accomplishing this
goal.

Establish a Fire Explorer Program to improve recruitment efforts for the future of our Community (Fire)
In Progress Established a working task group in conjunction with its strategic initiative to work toward accomplishing this
goal.

Implement the Zonehaven platform, a system that allows us to conduct actual evacuations as well as community evacuation planning and notification for all hazards (Fire)
Completed The Zonehaven platform is fully operational and integrated into public safety operations.

Update the Hazard Mitigation Plan to support the City’s efforts on climate adaptation. (Fire)
Completed The Redwood City Council adopted the Multi-
Jurisdictional Local Hazard Mitigation Plan.
- Page 21 of 37
23 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 21 | P a g e
Continue to provide Emergency Operations Center (EOC) training to City staff compliant with Cal OES Type III Credentialing Program (Fire)
In Progress Training will commence once the new Emergency Management consultant group with assistance from
Fire Department staff develops and implement a
training plan.

Hire a consultant to perform a Standards of Cover Study and Community Hazard Risk Assessment to assist the Department in ensuring a safe and effective response force. The study will also include response assessments to the unhoused as well as mental illness calls (Fire)
In Progress Completed the RFP process and currently working on entering into a services agreement with the consultant.

Assess Emergency Preparedness, Public Education Events and Community Emergency Response Team (CERT) Training (Fire) In Progress The Fire Department working in conjunction with our Emergency Management consulting group will continue
to access, evaluate and adjust.

Make progress on various Capital Improvement Program projects including replacing the generator at Fire Station 9 and replacing Fire Station 12 (ongoing) (Fire)
In Progress The Fire Department will continue to work with Public Works and City staff on the generator and Fire Station
replacement.

Deploy Body Worn Cameras to 100% of Field Personnel and continue significant public outreach on the program by the end June 2022 (PD)
Complete Body worn cameras were deployed in July 2021
Implement the Community Wellness and Crisis Response Team (CWCRT) Pilot Program in collaboration with San Mateo County Behavioral Health and Recovery Services to allow Mental Health Clinicians to respond in tandem with officers on calls for service involving people in mental health crises by July 2021 or as soon as qualified personnel are hired. Once implemented, continue program evolution to reduce the future need for a police presence on similar calls for service (PD)
Complete Mental Health Clinician Patricia Baker was hired in December 2021 and began responding in tandem with
officers responding to mental health crisis calls.
- Page 22 of 37
24 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 22 | P a g e
Complete a study on the feasibility of implementing a
comprehensive employee mental health and physical wellness program for all members of the Police Department by June 2022 (PD)
Delayed Due to competing priorities, such as ERP (Enterprise Resource Planning) and COVID-19 work, this goal has
been delayed. Staff will re-evaluate with the FY2022-23 budget cycle.

Reorganize the Police Department structure to create a Community Response Unit dedicated to providing enhanced services in the Downtown area for the purpose of ensuring public safety on a regular basis in the growing high-density residential area of the City, mass transit locations, and public gathering areas during the increased number of special events occurring at Courthouse Square and the surrounding area by June 2022 (PD)
Delayed Due to fluctuating COVID related staffing shortages and the cancellation of the vast majority of special events, this goal has been delayed. Staff will re-evaluate with the FY2022-23 budget cycle.

At the direction of the City Council and in collaboration with the City Manager, support and engage with the newly formed Police Advisory Committee (ongoing) (PD)
In Progress The Police Advisory Committee meets on a regular basis, most recently in January 2022. At that meeting,
the Committee received a presentation regarding the
Community Wellness and Crisis Response Team
(CWCRT) Pilot Program from representatives from the
Police Department, Stanford Gardner Center and
StarVista.

Enhance transparency with data collection, reporting and analysis, and adhere to all applicable reporting laws, including the Racial and Identity Profiling Act (RIPA) (ongoing) (PD)
In Progress In accordance with the Racial and Identity Profiling Act (RIPA) legislation, the Redwood City Police Department
is required to begin reporting stop data beginning April 1, 2023. In anticipation of that requirement, staff has been beta testing collection methods and associated
hardware/software components. All personnel have
received training and implementation of the program
has begun on January 1, 2022. This will allow entire
years’ worth of data to be represented in the April 2023 report.
- Page 23 of 37
25 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 23 | P a g e

SUSTAINABILITY
Proactively address environmental concerns to protect our community.

GOALS STATUS UPDATE
Update our currently outdated construction and demolition recycling program to align with current state regulations by September 2021 (CDT)
In Progress Update our currently outdated construction and demolition recycling program to align with current
state regulations by June 2022. Currently in the
process of obtaining online services through Green
Halo.

Identify pipeline material downstream of the water meter for 21,000 customer side private water service lines by January 15, 2024 in compliance with the Federal Lead and Copper Rule Revision (PWS) In Progress Staff have integrated water service line data from multiple sources, such as the City’s GIS (geographic
information system) and Public Works’ work order
management system (known as Hiperweb). This
provides a streamlined data collection process, and
identification of pipeline materials is in progress and on-track.

Replace, update or enhance all scheduled heating, ventilation, and air conditioning (HVAC) systems throughout City facilities by June 2022 (PWS)
In Progress The emergency replacement of the Redwood Shores Library HVAC controls is complete, and the Red
Morton Community Center HVAC project is still in
progress and awaiting structural reinforcement of the
roof to properly support a new rooftop unit
replacement.
- Page 24 of 37
26 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 24 | P a g e
The interdepartmental Climate Adaptation Team meets quarterly and anticipates meeting this upcoming summer to discuss implementation of incentive programs and strategies laid out in the Climate Action Plan, with an update to the City Council planned for this coming fall (PWS)
In Progress The team has been able to collaborate on and implement various initiatives, which include
supporting the City’s Environmentally Preferred
Purchasing Policy, building electrification Reach Codes, provisions of SB 1383 (California’s Short-Lived Climate Pollutant reduction Strategy), and evaluating a
proposed Disposable Foodware Ordinance for the City.

Staff also conducted a City Council Study Session on
the City’s Climate Action Plan and sustainability
efforts.

Extend recycled water distribution pipelines to serve landscape irrigation demands at parks, streetscapes and medians, and for various approved indoor uses in both new buildings and existing buildings into the Downtown area by December 2022 (CDT) In Progress This recycled water distribution pipeline segment is under design for this year’s construction season.

Implement electrification within the City’s fleet by replacing aging hybrid and gasoline vehicles with 100% electric Vehicles (EV) where possible (ongoing) (PWS)
In Progress The City continuously seeks electric and alternative fuel vehicles when making purchases. Unfortunately,
most EVs are not available within the specified vehicle class required by general municipal operations across
all City departments. However, Police Patrol vehicles
are now available in Hybrid, and thus, the City is
purchasing all, new Police Patrol Interceptors in Hybrid form.

Replace or retrofit existing water meters with Smart/Automated Meter Infrastructure (AMI) water meters, as feasible (ongoing) (PWS)
In Progress The City continues to replace existing water meters with Smart/Automated Meters. The residential
customer replacement program is 80% completed, and
the commercial customer replacement program is 43%
completed.
- Page 25 of 37
27 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 25 | P a g e
Complete groundwater remediation efforts at the Sequoia Station Shopping Center (ongoing) (PWS)
In Progress Staff has issued a Request for Proposals and expects to award a contract by Spring of 2022.

Work locally and with regional partners to identify water supplies to supplement dry year demand through development of recycled water, groundwater, and other potential sources of new water supply (ongoing) (PWS)
In Progress Staff has met regularly with regional partners in the Potable Reuse Exploratory Plan (PREP) to advance
opportunities for the potable reuse of recycled water.

Construct the Bayfront Canal & Atherton Channel Flood
Management Project in collaboration with neighboring jurisdictions (ongoing) (CDT)
In Progress Construction is ongoing with work wrapping up on the final stage. The Flood and Sea Level Rise Resiliency
District will host a public ceremony in the first quarter of 2022.

Continue improvements to the levees and lagoon in Redwood Shores (ongoing) (CDT)
In Progress US Army Corp of Engineers will begin a study for a Federal Interest Determination for the levees in
February 2022. An Advance Assistance grant is
currently under review by FEMA for the planning and
design of levee improvements.
- Page 26 of 37
28 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 26 | P a g e

TRANSPORTATION
Develop and support effective transportation infrastructure: systems and programs that enable safe and efficient travel to, from and within the community.

GOALS STATUS UPDATE
Present the Transit District Plan and associated environmental review to the City Council by December 2022 (CDT)
In Progress Staff continues to develop the Transit District Plan and associated environmental review following community
input and consultant support.

In collaboration with impacted departments, Community
Development & Transportation staff will develop a Vision Zero Action Plan to present to the City Council by September 2022 (CDT) In Progress Staff continues to develop the Vision Zero Action Plan as part of RWC Walk, Bike, Thrive. The second round
of community input on the Plan took place in January.

The Plan is expected to go to City Council in June.

Continue development of the 101/84 (Woodside Rd.) Interchange Improvement Project (ongoing) (CDT)
In Progress Staff continues to develop the funding plan for Project construction while advancing right-of-way work.

Construct permanent Hopkins Avenue Traffic Safety Project and Pavement Overlay (CDT)
In Progress Project will be put out to bid in February; construction expected to commence in May.

Initiate detailed design work for safety improvements on El Camino Real (CDT)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

In the meantime, staff will continue efforts to
coordinate with Caltrans on their safety project for El Camino expected to commence in 2029.

Update parking requirements in Zoning Code (CDT) Delayed Staff will re-evaluate with the FY2022-23 budget cycle. - Page 27 of 37
29 FISCAL YEAR 2021-22 GOALS ORGANIZED BY

GUIDING PRINCIPLES - MID-YEAR UPDATE
GUIDING PRINCIPLES AND GOALS 27 | P a g e
Develop the Citywide Transportation Management Association (CDT)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Update Transportation Impact Fee Program to reflect transition from level of service (LOS) to vehicle miles traveled (VMT) and expand VMT-reducing projects (CDT)
Delayed Staff will re-evaluate with the FY2022-23 budget cycle.

Build Vera Avenue Bike Boulevard Complete Quick build construction complete. Staff will evaluate and coordinate with neighborhood on adjustments as
needed.
- Page 28 of 37
30 GOALS
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

EQUITY FOUNDATIONAL

GUIDING PRINCIPLE

CHILDREN

HOUSING AND

HOMELESSNESS TRANSPORTATION

AND YOUTH

EQUITY AND SOCIAL

JUSTICE SUB-COMMITTEE
• Review City policies to stimulate
equitable treatment of all residents
•
Promote the values of equity and
social justice in the communit
y
• Receive progress reports on the
development and implementation
of the City’s Equity Plan
•
Submit policy recommendations
to the City Council as may be
appropriate

ADMINISTRATIVE SERVICES
• COMMITMENT: Design utility bill
forgiveness program that
prioritizes equity
This p
rogram is being developed in
response to ongoing hardship
created by the pandemic. There are
currently $2-3 million of bills in arrea rs.

CITY ATTORNEY
• COMMITMENT: Add an equity lens
to legal advice
As t
he Attorney’s Office provides
legal advice to executives leading
City p
olicy and staff implementing
p r ograms, the Office will proactively
incorporate equity as a dimension
o f its recommendations.

CITY CLERK
• COMMITMENT: Diversify board,
commission, and committee
recruiting to encourage
representative participation from
Redwood City community
Boards, commissions, and
c o mmittees (BCC) are one of the
ways community members directly
p a rticipate in the City government.

By adopting updated recrutiment,
o
n boarding, and training practices,
BCCs can recruit and retain
membership that reflects the
d
iversity of our community.

CITY MANAGER’S OFFICE
• COMMITMENT: Develop Anti-
Dis
placement Strategic Plan to
advance affordable housing for all
In collaboration with the Partnership
f o r the Bay's Future, the City
M a n a ger’s Office is developing
strategies to manage neighborhood
c h a n ge and support stable, rooted
communities.

COMMUNITY, DEVELOPMENT

AND TRANSPORTATION
• COMMITMENT: Center equity in
Housing Element planning and
engagement
Conducted every eight years as
r equired by the State of California,
th e Housing Element Update process
p lans and zones for a required
n u mber of housing units to be
created in Redwood City, while
u p dating the Safety Element and
creating a new Environmental
Justice E
lement. CDT is creating a
new and robust community
engagement approach to updating
the
se policies that prioritizes equity
in every step.

Continued on other side

FIRE DEPARTMENT
• COMMITMENT: Update recruiting requirements
The Fire Department is rethinking its recruitment and
hiring practices to expand opportunity. Informed by
national best practices and community input, these
changes will support more candidates from a broader
range of backgrounds to succeed in the application
process.

HUMAN RESOURCES
• COMMITMENT: Begin update of recruitment, hiring,
and promotion practices
From updating manager training to encouraging
equitable opportunity for advancement within the
organization to adjusting recruitment practices that
ensure a diverse pool of applicants, Human Resources is adapting its practices. HR continues to be committed
to attracting, hiring, and supporting people that will
serve our local community with care and excellence.

LIBRARY
• COMMITMENT: Pilot equity budgeting tool for library
materials, programs, activities, and events
As a precursor to applying an equity budgeting tool
across department budgets, the Library will test and
refine an equity budgeting tool on its major expenses
for the year.

PARKS, RECREATION AND

COMMUNITY SERVICES
• COMMITMENT: Amplify the diverse voices of the
next generation of leaders through the Teen and
Youth Advisory Boards
The Youth and Teen Advisory Boards highlight youth
priorities in policy conversations that affect our
current and future generations. The Boards support
intergenerational conversation, civic engagement,
and community development through their work.

POLICE DEPARTMENT
• COMMITMENT: Conduct collaborative evaluation of
Community Wellness and Crisis Response Team pilot
In response to calls for new approaches to engaging
individuals in a mental health crisis, the Redwood City Police Department initiated a pilot with County
Health's Behavioral Health and Recovery Services
and three other cities. Redwood City’s evaluation of
the program will engage the Stanford Gardner
Center, the Police Advisory Committee, and key
stakeholders to determine how best to continue
evolving City safety services.

PUBLIC WORKS SERVICES
• COMMITMENT: Update 50/50 sidewalk repair to
account for the different needs and resources of
community members
Public Works is conducting community engagement
and researching best practices to update sidewalk
report efforts so that all residents can enjoy safe,
walkable neighborhoods.

EQUITY IS A PRIORITY
Establish equity as an
operational priority

SUPPORT INCLUSION
Support inclusion, belonging,
and equity-related professional
development for staff

ENGAGE STAKEHOLDERS
Proactively engage,
listen to, and adapt with
community stakeholders
www.redwoodcity.org
Redwood City will put equity first, urging a
collective restart so that policies serve the
entire community
Green = Complete Yellow = In Progress Red = Delayed
- Page 29 of 37
31 Continued from other side
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

EQUITY FOUNDATIONAL GUIDING PRINCIPLE

EQUITY AND SOCIAL

JUSTICE SUB-COMMITTEE
• Review City policies to stimulate
equitable treatment of all residents
• Promote the values of equity and
social justice in the community
• Receive progress reports on the
development and implementation
of the City’s Equity Plan
• Submit policy recommendations
to the City Council as may be
appropriate

ADMINISTRATIVE SERVICES
• COMMITMENT: Design utility bill
forgiveness program that
prioritizes equity
This program is being developed in
response to ongoing hardship
created by the pandemic. There are
c urrently $2-3 million of bills in arrears.

CITY ATTORNEY
• COMMITMENT: Add an equity lens
to legal advice
As the Attorney’s Office provides
legal advice to executives leading
City policy and staff implementing
programs, the Office will proactively
incorporate equity as a dimension
of its recommendations.

CITY CLERK
• COMMITMENT: Diversify board,
commission, and committee
recruiting to encourage
representative participation from
Redwood City community
Boards, commissions, and
committees (BCC) are one of the
ways community members directly
participate in the City government.

By adopting updated recrutiment,
onboarding, and training practices,
BCCs can recruit and retain
membership that reflects the
diversity of our community.

CITY MANAGER’S OFFICE
• COMMITMENT: Develop Anti-
Displacement Strategic Plan to
advance affordable housing for all
In collaboration with the Partnership
for the Bay's Future, the City
Manager’s Office is developing
strategies to manage neighborhood
change and support stable, rooted
communities.

COMMUNITY, DEVELOPMENT

AND TRANSPORTATION
• COMMITMENT: Center equity in
Housing Element planning and
engagement
Conducted every eight years as
required by the State of California,
t he Housing Element Update process
plans and zones for a required
number of housing units to be
created in Redwood City, while
updating the Safety Element and
creating a new Environmental
Justice Element. CDT is creating a
new and robust community
engagement approach to updating
these policies that prioritizes equity
in every step.

Continued on other side

FIRE DEPARTMENT
• COMMITMENT: Update recruiting requirements The
Fire D
epartment is rethinking its recruitment and
hiring practices to expand opportunity. Informed by
national best practices and community input, these
changes w
ill support more candidates from a broader
range of backgrounds to succeed in the application
p r o cess.

HUMAN RESOURCES
• COMMITMENT: Begin update of recruitment, hiring,
and promotion practices
F r o m updating manager training to encourag ing
equitable opportunity for advancement within the
o r g a nization to adjusting recruitment practices that ensure a diverse pool of applicants, Human Resources is a da p ting its practices. HR continues to be committed to a
ttracting, hiring, and supporting people that will
ser v e our local community with care and excellence.

LIBRARY
• COMMITMENT: Pilot equity budgeting tool for library
materials, programs, activities, and events
As a
precursor to applying an equity budgeting tool
across department budgets, the Library will test and
refine an equity budgeting tool on its major expenses
for the year.

PARKS, RECREATION AND

COMMUNITY SERVICES
• COMMITMENT:

Amplify the diverse voices of the
next generation of leaders through the Teen and
Youth Advisory Boards
The Youth and Teen Advisory Boards highlight youth
p r iorities in policy conversations that affect our
current and future generations. The Boar ds support
intergenerational conversation, civic en ga gement, an d community development through their work.

POLICE DEPARTMENT
• COMMITMENT: Conduct collaborative evaluation of
Community Wellness and Crisis Response Team pilot
In response to calls for new ap proaches to engaging
individuals i
n a mental health crisis, the Redwood City
Police D
epartment initiated a pilot with County
Health's Behavioral Health and Recovery Services
and t
hree other cities. Redwood City’s evaluation of
the p
rogram will engage the Stanford Gar dner Center,
the Police Advisory Committee, and key stakeholders
to d
etermine how best to continue evolving City
safety s
ervices.

PUBLIC WORKS SERVICES
• COMMITMENT: Update 50/50 sidewalk repair to
account for the different needs and resources of
community members
Public Works is conducting community enga gement
and researching best practices to update sidewalk
report efforts so that all residents can enjoy safe,
walkable n
eighborhoods.
www.redwoodcity.org
Green = Complete Yellow = In Progress Red = Delayed
- Page 30 of 37
32 GOALS
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

CHILDREN AND

YOUTH INITIATIVES

CHILDREN

HOUSING AND

HOMELESSNESS TRANSPORTATION

AND YOUTH
Create opportunities for children and youth to grow,
learn and play in safe and healthy environments.

AMENITIES
& PROGRAMS
Increase opportunities for
family entertainment,
family-friendly businesses
and youth activities
YOUTH
ENGAGEMENT…
Increase opportunities for
youth to pr
ovide meaningful
input
PRODUCTION…
Increase the number and
affordability of child
care spaces
Bold Italic = Staff and resource intensive projects

PRODUCTION
• Transition in-person school day
learning hubs to in-person after
school programs on the five school
sites that are operated by the
Parks, Recreation and Community
Services Department
• Provide child care locator web
page on City’s website (Redwood
City/North Fair Oaks area)
• Support new preschool at L’Academy
(2336 El Camino) - license for 72
children (open in
early 2021)
• Support pre-school
expansion at
Redwood Church
(from 68 to 82
spaces)
• Support new 70
children capacity
preschool at the
Arroyo Green (Bradford Street)
Mid-Pen Housing Project
• Host specialized in-person youth
camps and enrichment classes and
online programs for up to 400
children
• Host in-person summer youth
camps, as well as in-person
enrichment classes and online
programs for up to 1,000 children
• Construct a new makerspace lab at the Downtown
Library to provide more opportunities for bilingual
Science, Technology, Engineering, Arts, and Math
activities for all ages
• Partner with Redwood City School District and
Belmont-Redwood Shores School District to issue
library cards to every student
• Produce and support specialized youth events, such
as “Trunk or Treat”, “Virtual Campout”, and virtual
holiday events, for up to 300 children and families
• Provide a robust virtual library Summer Learning
Challenge program to keep thousands of youth
reading over the summer
• Support over 200 trained volunteer teen tutors in
providing one-on-one tutoring to younger children
through Project READ’s youth literacy programs

YOUTH ENGAGEMENT
• Host a Citywide National Night Out event (this may
move to a virtual platform)
• Support youth sports organizations to host in-person
player trainings following Public Health mandates for
up to 4,000 children on City fields
• Continue to monitor public health official's advice
and manage youth classes and camps as allowed
• Support and mentor
the Teen Advisory
Board to host online
programs such as
Teen Talk” forums
for up to 100 youth
• Junior Fire Academy, Police Activities League, and
Police Explorers
• Provide smaller child care focused camps; virtual
camps, “camp in a box” program, and virtual
art initiatives.
• Support Youth Advisory Board
working on “Volun-teen Program” to
engage young people to assist
departments and community
programs
• Support Youth and Teen Advisory
Boards (presentation to PRCS
Commission and to Council)

AMENITIES & PROGRAMS
• Completed Magical
Bridge Playground
at Red Morton Park
w i t h installation
of new shade
structures to be
i nstalled prior to
summer 2021
• In i t i ate construction
of Pirate Ship Imagination Space
at Redwood Shores Library
• Provide an equitable hybrid
indoor/outdoor/online
programming model for children
a nd youth, with particular attention
to pandemic recovery issues like
learning l
oss, mental health, and
f ood i nsecuri ty
• Update the Redwood Shores Branch
L i brary Interpretive Center to
i ncorporate new technology and
subject matter, including sea level
r ise
Continued on other side

MAGICAL
BRIDGE

PLAYGROUND
www.redwoodcity.org
• Deliver daily online
storytimes, including
regular bilingual
events and hybrid
programs with online
and kit pickup
components
Green = Complete Yellow = In Progress Red = Delayed
- Page 31 of 37
33 Continued from other side
www.redwoodcity.org
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

CHILDREN AND YOUTH INITIATIVES

PRODUCTION
• Transition in-person school day
learning hubs to in-person after
school programs on the five school
sites that are operated by the
Parks, Recreation and Community
Services Department
• Provide child care locator web
page on City’s website (Redwood
City/North Fair Oaks area)
• Support new preschool at L’Academy
(2336 El Camino) - license for 72
children (open in
early 2021)
• Support pre-school
expansion at
Redwood Church
(from 68 to 82
spaces)
• Support new 70
children capacity
preschool at the
Arroyo Green (Bradford Street)
Mid-Pen Housing Project
• Host specialized in-person youth
camps and enrichment classes and
online programs for up to 400
children
• Host in-person summer youth
camps, as well as in-person
enrichment classes and online
programs for up to 1,000 children
• Construct a new makerspace lab at the Downtown
Library to provide more opportunities for bilingual
Science, Technology, Engineering, Arts, and Math
a ctivities for all ages
• Partner with Redwood City School District and
Belmont-Redwood Shores School District to issue
library cards to every student
• Produce and support specialized youth events, such
as “Trunk or Treat”, “Virtual Campout”, and virtual
holiday events, for up to 300 children and families
• Provide a robust virtual library Summer Learning
Challenge program to keep thousands of youth
reading over the summer
• Support over 200 trained volunteer teen tutors in
providing one-on-one tutoring to younger children
through Project READ’s youth literacy programs

YOUTH ENGAGEMENT
• Host a Citywide National Night Out event (this may
move to a virtual platform)
• Support youth sports organizations to host in-person
player trainings following Public Health mandates for
up to 4,000 children on City fields
• Continue to monitor public health official's advice and manage youth classes and camps as allowed
• Support and mentor
the Teen Advisory
Board to host online
p
rograms such as
"Teen Talk" forums
for up to 100 youth
• Junior Fire Academy, Police Activities League, and
Police Explorers
• Provide smaller child care focused camps; virtual
camps, “camp in a box” program, and virtual
art initiatives.
•Support Youth Advisory Board
working on “Volun-teen Program” to
engage young people to assist
departments and community
programs
•Support Youth and Teen Advisory
Boards (presentation to PRCS
Commission and to Council)

AMENITIES & PROGRAMS
• Completed Magical
Bridge Playground
a t Red Morton Park
with installation
of new shade
structures to be
installed prior to
summer 2021
• Initiate construction
of Pirate Ship Imagination
• Space at Redwood Shores Library:
• Deliver daily online
storytimes,
including regular
bilingual events and
hybrid programs
with online and kit
pickup components
• Provide an equitable
hybrid indoor/
outdoor/ online
programming model for children
a nd youth, with particular attention
to pandemic recovery issues like
learning loss, mental health, and
food insecurity
• Update the Redwood Shores Branch
Library Interpretive Center to
incorporate new technology and
subject matter, including sea level
rise
Continued on other side
Green = Complete Yellow = In Progress Red = Delayed
- Page 32 of 37
34 GOALS
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

HOUSING AND

HOMELESSNESS INITIATIVES

CHILDREN

HOUSING AND

HOMELESSNESS TRANSPORTATION

AND YOUTH
Meet our unique community housing needs
for people at all income levels.
www.redwoodcity.org
PROTECT…
housing options for low and
middle income residents
PRODUCE…
housing to meet Regional
Housing Needs Assessment
(RHNA) goals for moderate,
low and very low income
residents
PARTNER…
on housing opportunities for
unique populations
PRESERVE…
existing affordable housing
Bold = Mandated programs Bold Italic = Staff and resource intensive projects

PRESERVATION
• Develop an Anti-displacement
Strategic Plan that will include
strategies to preserve unsubsidized
affordable housing and mobile home
parks
• Oversee the Community Development
Block Grant (CDBG) minor home
repair and accessibility modification
p
rograms for low income
homeowners and renters
• Monitor the City’s below market
rate (BMR) housing portfolio
• Ad minister the HOME Investment
P a r tnerships (HOME) program
w hi ch provides funds for affordable
housing preservation and production

PROTECTION
• Develop an Anti-displacement
Strategic Plan that will include an
evaluation and enhancements to
the City’s existing tenant protection
ordinances as well as protections
for mobile home residents
• Continue to oversee and manage
the City's COVID-19 Emergency
Rental Assistance Program
• Promote the Californai COVID-19
Rent Relief Program and provide
application assistance to tenants
and landlords to maximize access
to COVID-19 rent assistance funds.
• Conduct outreach on new State
tenant protections (e.g. AB 1482
and eviction moratorium)

PRODUCTION
• Implement the Affordable Housing
Ordinance - over 500 proposed
affordable housing units (e.g.

Sequoia Station, Gatekeeper
projects, 1125 Arguello, Harbor
View, etc.)
Continued on other side
707 BRADFORD
125
147
119
117
72 20
353 Main
• Negotiate and complete affordability
restrictions and funding agreements
for over 600 affordable housing
units that are either under
construction or approved.

South
Main Mixed Use
Broadway Plaza
Arroyo Green
Hallmark
Habitat
35 Highwater
• Amend the Affordable Housing Ordinance to
establish a local live/work preference
• Administer the HOME program which provides funds
for affordable housing preservation and production
• Update the Housing Element for 2023-2031, the
process will include an evaluation of a variety of
housing options, robust communit engagement, and
an equity analysis
• Implement the sale and relocation process for 1306
Main, a 23-unit, City-owned affordable housing
property
• Continue to implement the Bright in Your Own
Backyard Pilot Program which provides free project
management services for homeowners seeking to
build Accessory Dwelling Units (ADUs)
• Provide free, pre-approved ADU plans in collaboration with Housing Endowment & Regional Trust
(HEART) of San Mateo County
• Implement the updated the ADU Ordinance, that
aligns with new state laws

PARTNER
• Coordinate citywide, inter-departmental efforts
towards ending homelessness including:
o Continue to oversee Downtown Streets Team
Program as a pathway to employment and housing
o Continue to implement the Temporary RV Safe
Parking Program and identify permanent housing
solutions for program participants
o Develop and implement a rapid rehousing program
for the RV Safe Parking participants with the
Permanent Local Housing Allocation (PLHA) funding
o Implement strategies to address homeless
encampments - public health and safety issues, as
well as options towards permanent housing for
individuals living in homeless encampments
• Provide operating support to in-home child care
providers impacted by COVID-19 in collaboration with
the Child Care Coordinating Council (4Cs) of San
Mateo County (CDBG funded)

FOUNDATIONAL
• Publish a quarterly housing e-newsletter
• Continue to provide up-to-date information on the
City’s housing webpages
• Administer the CDBG, HOME and Human Services
Financial Assistance (HSFA) grant programs
• Comply with CDBG/HOME annual reporting
requirements
• Update the CDBG/HOME policies and procedures
• Update the City’s affordable housing policies and
procedures
• Actively participate in housing legislation advocacy
• Implement the Short-Term Rental Ordinance
• Represent the City on regional housing initiatives
Green = Complete Yellow = In Progress Red = Delayed
- Page 33 of 37
35 Continued from other side
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

HOUSING AND HOMELESSNESS INITIATIVES

PRESERVATION
• Develop an Anti-displacement
Strategic Plan that will include
strategies to preserve unsubsidized
affordable housing and mobile
home parks
• Oversee the Community Development
Block Grant (CDBG) minor home
repair and accessibility modification
programs for low income
homeowners and renters
• Monitor the City’s below market
rate (BMR) housing portfolio
• Administer the HOME Investment
Partnerships (HOME) program
which provides funds for affordable
housing preservation and production

PROTECTION
• Develop an Anti-displacement
Strategic Plan that will include an
evaluation and enhancements to
t he City’s existing tenant protection
ordinances as well as protections
for mobile home residents
• Continue to oversee and manage
the City's COVID-19 Emergency
Rental Assistance Program
• Promote the Californai COVID-19
Rent Relief Program and provide
application assistance to tenants
and landlords to maximize access
to COVID-19 rent assistance funds.
• Conduct outreach on new State
tenant protections (e.g. AB 1482
and eviction moratorium)

PRODUCTION
• Negotiate and complete affordability
r estrictions and funding agreements
for over 600 affordable housing
units that are either under
construction or approved.
• Implement the Affordable Housing
Ordinance - over 500 proposed
affordable housing units (e.g.

Sequoia Station, Gatekeeper
projects, 1125 Arguello, Harbor
View, etc.)
Continued on other side
• Amend the Affordable Housing Ordinance to
establish a local live/work preference
• A dminister the HOME program which provides
f un ds for affordable h ousing preservation and
production
• Update the Housing Element for 2023-2031, the
process w
ill include an evaluation of a va riety of
housing options, robust communit engagement, and
a n equity analysis
• Implement the sale and relocation process for 1306
Main, a 23-unit, City-owned affordable housing
property
• Continue to implement the Bright in Your Own
Backyard Pilot Program which provides free project
management services for homeowners seeking to
build Accessory Dwelling Units (ADUs)
• Provide free, pre-approved ADU plans in
collaboration with Housing Endowment & Regional
Trust (HEART) of San Mateo County
• Implement the updated the ADU Ordinance, that
aligns with new state laws

PARTNER
• Coordinate citywide, inter-departmental efforts
towards ending homelessness including:
o
Continue to oversee Downtown Streets Team
Program as a pathway to employment and housing
o
Continue to implement the Temporary RV Safe
Parking Program and identify permanent housing
solutions for program participants
o
Develop and implement a rapid rehousing program
for the RV Safe Parking participants with the
Permanent Local Housing Allocation (PLHA) funding
o Implement strategies to address homeless
encampments - public health and safety issues, as
well as options towards permanent housing for
individuals living in homeless encampments
• Provide operating support to in-home child care
providers impacted by COVID-19 in collaboration with
the Child Care Coordinating Council (4Cs) of San
Mateo County (CDBG funded)

FOUNDATIONAL
• Publish a quarterly housing e-newsletter
• Continue to provide up-to-date information on the
City’s housing webpages
•
Administer the CDBG, HOME and Human Services
Financial Assistance (HSFA) grant programs
• Comply with CDBG/HOME annual reporting
requirements
•
Update the CDBG/HOME policies and procedures
•
Update the City’s affordable housing policies and
procedures
•
Actively participate in housing legislation advocacy
•
Implement the Short-Term Rental Ordinance
•
Represent the City on regional housing initiatives
www.redwoodcity.org
Green = Complete Yellow = In Progress Red = Delayed
- Page 34 of 37
36 GOALS
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

TRANSPORTATION

INITIATIVES

CHILDREN

HOUSING AND

HOMELESSNESS TRANSPORTATION

AND YOUTH
Create and maintain a multimodal, safe and
accessible transportation network.

GOALS
• Bicycle/Pedestrian
Safety and V ision Z
ero
–Create an action p
lan
to implement Vision
Zero strategies (zero
fatalities or s erious
injuries i
nvolving road
traffic)
o Complete the City’s Bike/
Pedestrian Master Plan
o
Implement grant funded traffic
enforcement, targeting Driving
under the influence (DUI) offenses,
speeding, distracted driving, etc.
o
Participate in the Countywide
Saturation Traffic Enforcement
Program, teaming with allied law
enforcement agencies to target
aggressive driving behaviors in
Redwood City and the surrounding
areas
o
Transition Safe Routes to School
Program from Redwood City
Together to the City and continue
implementation
o
Construct permanent Hopkins
Avenue Traffic Safety Project and
Pavement Overlay
o Complete construction of
Americans with Disabilities Act
(ADA) Curb Ramp Project
o B
uild Vera Avenue Bike Boulevard
and Roosevelt Avenue Traffic
Calming pilot projects
o Initiate detailed design work for
safety improvements on El
Camino Real
o Collaborate with Caltrans to
increase safety on state highways
(El Camino Real and Woodside
Road) as part of planned projects

SUSTAINABILITY
• Zero Emission Trips - Create
policies and infrastructure to
support zero emission trips
o Advance Transit District Plan,
i ncluding environmental studies
o Update Pavement Management
Plan for next 5 years
o Update parking requirements in
Zoning Code
o Implement Micromobility
Ordinance
o Develop the Citywide
Transportation Management
Association
o Update Transportation Impact
Fee Program to reflect transition
from level of service (LOS) to
ve
hicle miles traveled (VMT) and
expand VMT-reducing projects
Continued on other side

REGIONAL MOBILITY
• Ensure Redwood City is considered in all strategic
regional transportation initiatives
o Advocate for additional funding for City priorities in federal infrastructure bills
o Identify funding for the US 101/84 Interchange
Improvement Project
o Collaborate with Caltrain, SamTrans, City/County
Association of Governments (C/CAG), and the San
Mateo County Transportation Authority (SMCTA)
to advance development of the Rail Grade
Separation and Transit Center Project
o Complete Business Plan for Redwood City Ferry
(Port of Redwood City)
o City Council and staff participation on state and
regional boards and committees:
■ California Walk & Bike Technical Advisory
Committee
■ Caltrain City/County Staff Coordinating Group
■ Caltrain Local Policy Makers Group
■ C/CAG, including Congestion Management &
Environmental Quality, Resource
Management-Climate Protection, and
Airport-Land Use Committee
■ Commute.org
■ Managers Mobility Partnership
■ Safe Routes to School Task Force
■ SFO Airport/Community Roundtable

BICYCLE/PEDESTRIAN

SAFETY AND VISION ZERO
Create an action plan to
implement Vision Zero
strategies (zero fatalities or
serious injuries involving
road traffic)
SUSTAINABILITY–

ZERO EMISSION TRIPS
Create policies and
infrastructure to support
zero emission trips

REGIONAL MOBILITY
Ensure Redwood City is
considered in all strategic
regional transportation
initiatives
www.redwoodcity.org

POP-UP CYCLETRACK ON EL CAMINO
Bold Italic = Staff and resource intensive projects
Green = Complete Yellow = In Progress Red = Delayed
- Page 35 of 37
37 Continued from other side
CITY COUNCIL STRATEGIC PRIORITIES 2021-22

TRANSPORTATION INITIATIVES
GOALS
• Bicycle/Pedestrian
Safety and Vision Zero –
Create an action plan
t o implement Vision
Zero strategies (zero
fatalities or serious
injuries involving road
traffic)
o Complete the City’s Bike/
Pedestrian Master Plan
o Implement grant funded traffic
enforcement, targeting Driving
under the influence (DUI) offenses,
speeding, distracted driving, etc.
o Participate in the Countywide
Saturation Traffic Enforcement
Program, teaming with allied law
enforcement agencies to target
aggressive driving behaviors in
Redwood City and the
surrounding areas
o Transition Safe Routes to School
Program from Redwood City
Together to the City and continue
implementation
o Construct permanent Hopkins
Avenue Traffic Safety Project
and Pavement Overlay
o Complete construction of
Americans with Disabilities Act
(ADA) Curb Ramp Project
o Build Vera Avenue Bike Boulevard
and Roosevelt Avenue Traffic
Calming pilot projects
o Initiate detailed design work for
safety improvements on El
Camino Real
o Collaborate with Caltrans to
increase safety on state highways
(El Camino Real and Woodside
Road) as part of planned projects

SUSTAINABILITY
• Zero Emission Trips - Create
policies and infrastructure to
support zero emission trips
o Advance Transit District Plan,
including environmental studies
o Update Pavement Management
Plan for next 5 years
o Update parking requirements in
Zoning Code
o Implement Micromobility
Ordinance
o Develop the Citywide
Transportation Management
Association
o Update Transportation Impact
Fee Program to reflect transition
from level of service (LOS) to
vehicle miles traveled (VMT) and
expand VMT-reducing projects
Continued on other side

REGIONAL MOBILITY
• Ensure Redwood City is considered in all strategic
regional transportation initiatives
o
Advocate for additional funding for City priorities in
federal infrastructure bills
o Identify funding for the US 101/84 Interchange
I mprovement Project
o Collaborate w
ith Caltrain, SamTrans, City/County
Association o
f Governments (C/CAG), and the San
Mat eo County Transportation Authority (SMC T A)
t o advance development of the Rail Grade
Separation and Transit Center Project
o
Complete Business Plan for Redwood City Ferry
(Port of Redwood City)
o
City Council and staff participation on state and
regional boards and committees:
■ California Walk & Bike Technical Advisory
Committee
■ Caltrain City/County Staff Coordinating Group
■ Caltrain Local Policy Makers Group
■ C/CAG, including Congestion Management &
Environmental Quality, Resource
Management-Climate Protection, and
Airport-Land Use Committee
■ Commute.org
■ Managers Mobility Partnership
■ Safe Routes to School Task Force
■ SFO Airport/Community Roundtable

BROADWAY AND BREWSTER
www.redwoodcity.org
Green = Complete Yellow = In Progress Red = Delayed
- Page 36 of 37
38 2022.02.02 City Councilmember Topics for Consideration with FY 2022-23 Budget Mayor Hale
 Accelerate the implementation plan for the El Camino Real corridor by working with staff to address the most acute safety concerns in an interim manner ahead of the Caltrans process  Ask San Mateo County to adopt an ordinance to create a fixed buffer zone around the entrances, exits and driveways of reproductive health care facilities and prohibit any person from entering or remaining in that buffer zone, with certain exceptions; and making environmental findings
Vice Mayor Reddy
 Develop an Anti-Harassment ordinance
 Strengthening Relocation Benefit Ordinance to make it possible for tenants to return to their home if they wish after repairs are completed
Councilmember Aguirre
 Homelessness: add resources and mental health to our responses  Safety: adding calming measures, stop signs, lights to areas that have high pedestrian and children going to schools
Councilmember Espinoza Garnica
 Create a parcel tax on commercial office space to fund our housing and homelessness initiatives
 Modify the business license tax to establish a rental registry Councilmember Gee
 Obtain funding for the 101/84 interchange
 Enhance effectiveness of development application, review and construction processes which cross multiple City departments
Councilmember Howard
 Support completion of the Business Plan for the Redwood City Ferry and continue advocacy for ferry service in Redwood City
 Include an Arts Center as a Community Benefit sought as part of the Central Redwood City Plan
Councilmember Smith
 Homelessness - take a regional lead in establishing an agency alignment program with the County and State (Caltrans) as critical elements of Functional Zero for Redwood City  Small Business grant program (facade, systems upgrades, organization asset investment) - Page 37 of 37
39