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2 additional senior manager with the professional competencies to lead these projects. Each of the new and enhanced program areas that will be housed at the new recreation facility are revenue centers that will require unique operational and implementation models. Hiring a Deputy Director at this time will allow the Community Service Department to perform the foundational work to develop these program models so the City will be prepared to open the facility at the end of the construction period. Also attached to that memo is a draft job classification and Task and Project Time Study. An updated Task and Project Time Study has been attached to this Staff Report an Attachment 3.
The following table illustrates Community Services Department Staffing levels since the last full pre-COVID fiscal year, FY 2018-19 through the current FY 2021-22 budget. Attachment 4 includes Organization Charts for each of the fiscal year and adjusted years included in the table below. The proposed organization chart is also included.
Community Services Department FTE's
DIVISION FY 2018-19 FY 2019-20 FY 2020-21
COVID Adj
FY 2020-21 FY 2021-22
PROPOSED
FY 2021-22
Administration 3.0 3.0 3.0 3.0 3.0 2.0 Rec &
Seniors 7.0 7.0 7.0 5.0 5.0 7.0 Library 7.5 7.5 7.5 7.0 7.0 7.0 Parks 14.5 14.5 14.5 11.0 13.0 13.0 Facilities 7.5 7.5 - - - - TOTAL 39.5 39.5 32.0 26.0 28.0 29.0 Please note, the proposed organization chart included in Attachment 4 is not the organizational structure for the operation of the Recreation and Aquatic Center. A dynamic staffing model will be presented with the Implementation Plan for that facility at a later date. The dynamic model will allow for growth and movement of staffing to align with program needs and revenue growth.
FISCAL IMPACT:
The total adjustment for FY 2021-22 is an increase of $72,333. The total annual cost for the Deputy Director Community Services Department position is $199,088. An immediate recruitment will follow Council approval with a start date anticipated for March or April 2022. Four (4) months of funding for this position is $66,363. Additionally, the difference in cost for a Recreation Program Coordinator vs an Account Services Manager is $17,910 annually. Funding for 4 months is included for this position is $5,970.
ENVIRONMENTAL IMPACT: There is no environmental impact. 267 of 299
Honorable Mayor and Members of the City Council
January 11, 2022
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2 RECOMMENDATION:
Adopt Resolution Appropriating $72,333 from the General Fund to the Community Services Department Recreation Division to fund a Deputy Director and Unfreeze a Recreation Services Coordinator.
ALTERNATIVES:
1. Postpone all Council Initiatives in the Parks and Library Divisions so all work effort can be focused on the Recreation initiative to open the RAC on schedule at the conclusion of the construction period.
2. Delay the opening of the Recreation and Aquatics Center by 18 months year at conclusion of construction so the Director can lead the development of required guidance documents required of implementation.
ATTACHMENTS:
1. Resolution
2. June 16, 2021 Memo to Council - Justification for Community Services Deputy Director Position
3. Updated Task and Project Time Study
4. FY 2018-19 to Present - Community Services Org Charts 268 of 299
RESOLUTION NO. 2022 - ___
ADOPT RESOLUTION APPROPRIATING $72,333 FROM THE GENERAL FUND TO THE
COMMUNITY SERVICES DEPARTMENT RECREATION DIVISION TO FUND A DEPUTY
DIRECTOR AND UNFREEZE A RECREATION SERVICES COORDINATOR WHEREAS, in June 2020 City Council adopted the FY 2020-21 budget, including cost savings including freezing two positions within the Recreation Division; and WHEREAS, the Recreation Division is restoring programs that had been shuttered during COVID and needs the frozen Recreation Services Coordinator position restored; and WHEREAS, City of San Bruno is under construction of a new Recreation and Aquatics Center with an anticipated completion of construction in Fall 2023; and WHEREAS, In preparation of the opening of the new Recreation and Aquatic Center, complex work required to develop the foundational documents, processes, policies, and networks that are essential to the success of the facility and to provide ongoing leadership of this expanding Recreation programs; and
WHEREAS, the Community Services Department is recommending the addition of a Deputy Director to focus on completion of the tasks for the new Recreation and Aquatic Center;
NOW, THEREFORE, BE IT RESOLVED that the City Council authorizes an appropriation of $72,333 from the General Fund to the Community Services Department Recreation Division to fund a Deputy Director and Unfreeze a Recreation Services Coordinator.
Dated:
-o0o-
I, Melissa Thurman, City Clerk, do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Bruno this 12th day of October 2021 by the following vote:
AYES: Councilmembers:
NOES: Councilmembers
ABSENT:Councilmembers:
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2 ATTEST:
Melissa Thurman, MMC
City Clerk
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Community Services Department Director Updated 01|05|2022 HOURS Days Weeks Months TOTAL HRS
MEETINGS - GENERAL
Regular Council Meetings 4.00 2 11 88.00 Special Council Meetings 2.00 1 12 24.00 RAC Advisory Committee 1.00 1 12 12.00 Culture & Arts Commission 2.00 1 11 22.00 Parks & Recreation Commission 2.00 1 11 22.00 Senior Advisory Committee 1.50 1 11 16.50 SBCF Board Meetings 3.00 1 11 33.00 SBCF/City Coordination Meetings 2.00 1 11 22.00 Department Meetings 3.00 1 4 12.00 1:1 Division Manager Meetings
Parks 1.50 1 24 36.00 Library 1.50 1 24 36.00 Recreation & Seniors 1.50 1 24 36.00 Admin 1.50 1 24 36.00 Senior Leadership Team Meetings 2.00 1 50 100.00 CS Department Leadership Meetings 1.50 1 24 36.00 1:1 City Manager 2.00 1 24 48.00 Phone Calls/Meetings w Residents 1.00 4 48 192.00
ADMINISTRATIVE
Payroll 0.50 1 26 13.00 Budget Review 1.00 1 12 12.00 Invoice Approval 0.25 2 50 25.00 Email Review 1.00 5 52 260.00 Personnel and Labor Issues 4.00 1 50 200.00 Coaching Staff 1.50 1 50 75.00 Commission Agenda/Staff Report Review & Prep
Culture & Arts Commission Prep 2.00 2 11 44.00 Parks & Recreation Commission Prep 2.00 2 11 44.00 Senior Advisory Committee Prep 2.00 2 11 44.00 RAC Advisory Committee - Prep 4.00 4 6 96.00 Grant Administration 2.00 2 12 48.00
INTERDEPARTMENTAL
City Manager Office Support 2.00 2 50 200.00 Project Support for Other Departments 1.00 2 50 100.00
RAC CONSTRUCTION RELATED
OAC Meetings (Owner-Architect-Contractor) 2.00 1 50 100.00 Finance Review 2.00 1 12 24.00 RFI Review 1.00 1 26 26.00 Communications & Outreach 1.00 1 26 26.00 2,108.50
LIBRARY
Strong Governance
Culture and Arts Commission Workplan 4.00 1 6 24.00 Public Art Program Master Plan 2.00 1 5 10.00 Potential Site Map 4.00 4 2 32.00 Guidelines for Artist Selection 4.00 4 2 32.00 Guidelines for Deferred Maintenance 4.00 2 2 16.00 Approvals by Council & Commission 2.00 1 4 8.00 Staff Training & Development 2.00 2 12 48.00 PARKS
Year-Round Pruning Contract 4.00 2 2 16.00 Arborist Contract 4.00 2 2 16.00
FREQUENCYTASK & PROJECT TIME STUDY
SUBTOTAL - ANNUAL
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Ordinance Review 4.00 2 4 32.00 Capital Projects
On Call Landscape Architect RFP Development 4.00 5 1 20.00 On Call Landscape Architect Contract Management 4.00 1 12 48.00 Centennial Plaza 4.00 2 6 48.00 Posy Park Plan (INCLUDED w/ON CALL) -
Downtown Streetscape (INCLUDED w/ON CALL) -
College Avenue Median 4.00 2 6 48.00 Parks Operational Assessment 4.00 2 12 96.00 RECREATION + SENIORS
Senior Lunch Program RFP 4.00 2 2 16.00 Sports User Agreement Update 4.00 2 4 32.00 City Summer Camp Planning 2.00 1 6 12.00 Community Day 2.00 1 24 48.00 Website Content Update 1.00 1 12 12.00 ADMIN
Policy Review and Update 4.00 1 12 48.00 Budget Development 4.00 2 12 96.00 Admin Process Audit and Alignment between Divisions 2.00 1 24 48.00 806.00
RAC
RAC Construction
Army Corp Permit Compliance
Historical Interpretive Panels 4.00 4 12 192.00 Capital Campaign
Donor Wall Design & Fabrication Coord 2.00 4 4 32.00 Funding Research 2.00 1 26 52.00 Funding Proposals and Grants 4.00 2 26 208.00 Presentation and Collateral Materials 4.00 2 4 32.00 Presentations 2.00 2 18 72.00 Public Art Element(s)
Develop Potential Site Map 4.00 2 1 8.00 Develop Process for Artist Selection 4.00 2 1 8.00 Site Map and Selection Process Review 2.00 1 1 2.00 Artist Contract Development & Review 4.00 4 1 16.00 Approvals by Council & Commission 2.00 3 1 6.00 Public Art Project Management 2.00 1 52 104.00 RAC Implementation
Implementation Document Review 8.00 1 26 208.00 Dynamic Staffing Plan Development 8.00 1 26 208.00 Recreation Pro Forma Review 4.00 1 8 32.00 1,180.00
TOTAL HOURS 4,094.50 4,094.50
SUBTOTAL - RAC
SUBTOTAL - Department Projects
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Community Services Department Deputy Director Updated 01|05|2022 HOURS Days Weeks Months TOTAL HRS
MEETINGS - GENERAL
Regular Council Meetings 4.00 1 12 48.00 Parks & Recreation Commission 2.00 1 11 22.00 Senior Advisory Committee 1.50 1 11 16.50 Department Meetings 2.00 1 12 24.00 Department Leadership Meetings 1.50 1 26 39.00 1:1 Division Manager Meetings
Recreation & Seniors 1.50 1 52 78.00 Admin 1.50 1 26 39.00 1:1 Director 2.00 1 52 104.00 Phone Calls/Meetings w Residents 1.00 4 48 192.00
ADMINISTRATIVE
Invoice Approval 0.25 1 26 6.50 Email Review 1.00 5 52 260.00 Personnel and Labor Issues 8.00 1 12 96.00 Commission Agenda/Staff Report Review & Prep
Parks & Recreation Commission Prep 4.00 2 11 88.00 Senior Advisory Committee Prep 2.00 1 11 22.00
RECREATION
RAC Construction
OAC Meetings (Owner-Architect-Contractor) 1.00 1 52 52.00 1,087.00
PROJECT
RAC Implementation Plan
Aquatics Expansion
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 1 8.00 Fee Schedule Proposal 8.00 1 8.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 26 52.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Gymnasium Programming Plan
Benchmarking Interviews (SAME AS AQUATICS) -
Benchmarking Analysis 8.00 1 8.00 Fee Schedule Proposal 8.00 1 8.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 8 16.00 Pro Forma Budget 2.00 8 2 32.00 Meetings, Conferences, and Rentals
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Fitness Membership
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00
TASK & PROJECT TIME STUDY FREQUENCY
SUBTOTAL - ANNUAL
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Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 26 52.00 Pro Forma Budget 2.00 8 2 32.00 Competitions & Tournaments
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 8 16.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Childcare for Fitness Users
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 16 32.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 1.00 4 4.00 Pro Forma Budget 2.00 8 2 32.00 Compatibility of Use Models 4.00 2 8 64.00 Staffing to Revenue Model 4.00 2 8 64.00 Staff Workplans 4.00 2 8 64.00 Part Time Classification Development 4.00 2 8 64.00 Contracts
Rental Agreement 4.00 2 8 64.00 Sports User Agreement 4.00 2 8 64.00 Marketing Plan
Editorial Calendar 4.00 2 8 64.00 Collateral Material Development 4.00 2 8 64.00 Operational Documents
Research Model Documents 4.00 6 1 24.00 Emergency Action Plan 4.00 2 13 104.00 Emergency Action Plan Training Docs 4.00 2 13 104.00 Lifeguard Safety Plan 4.00 2 8 64.00 Pool Maintenance Process Document 4.00 2 8 64.00 Facility Maintenance Process Document 4.00 2 8 64.00 Facility Maintenance Standards 4.00 2 8 64.00 Quality Assurance
Research Model Documents 4.00 7 1 28.00 Facility Standards - Community Center 4.00 2 8 64.00 Facility Standards - Gym & Fitness 4.00 2 8 64.00 Facility Standards - Aquatic Center 4.00 2 8 64.00 Inspection Document - Community Center 4.00 2 8 64.00 Inspection Document - Gym & Fitness 4.00 2 8 64.00 Inspection Document - Aquatic Center 4.00 2 8 64.00 Customer Survey 4.00 2 8 64.00 2,538.00
TOTAL HOURS 3,625.00 3,625.00
SUBTOTAL - RAC
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Estimated Annual Work Hours
TYPICAL Hours Days Weeks Total Hours
Base Work Week 40.00 52.00 2080.00
Less Holidays (8.00) 13.00 (104.00)
Less Vacation (8.00) 15.00 (120.00)
Total Estimated Maximum Hours 1856.00
EXECUTIVE STAFF Hours Days Weeks Total Hours
Base Work Week 65.00 52.00 3380.00
Less Holidays (8.00) 13.00 (104.00)
Less Vacation (8.00) 15.00 (120.00)
Total Estimated Maximum Hours 3156.00
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INTEROFFICE MEMORANDUM
CITY OF SAN BRUNO
DATE: June 16, 2021
TO: Mayor and City Council
FROM: Jovan D. Grogan, City Manager
PREPARED BY: Ann Mottola, Community Services Director
SUBJECT: Justification for Community Services Deputy Director Position
Background
Staff is requesting the addition of a new Community Services Dep uty Director position in the proposed FY 2021-22 budget. This position is essential to the successful preparation, implementation, and ongoing operation of the new Recreation and Aquatic Center (RAC). The proposed budget includes 6 months of funding in FY 2021-22, allowing the new position an 18-month lead-up to the opening of the facility.
The need for additional senior management experience in the C ommunity Services Department in advance of the RAC ’s opening is warranted due to the work required to deve lop the foundational documents, processes, policy, and networks that are essential to the success of the facility. As stated in the Business Plan, “ for the RAC to be successful, staffing levels, relevant skills, and a commitment to staff development is critical. ” The Business Plan also stressed the need for a n experienced manager to be hired in the coming year due to the foundational work that mu st be complete prior to the RAC opening its doors to the p ublic. The report advised hiring “strong, visionary, professional leaders with a lens focused on revenue-generating, an innovative and creative mindset, a nd a passion for partnerships and community engagement.”
This memo provides a description of key responsibilities of th e Deputy Director. Attached are time studies for the Director and Deputy Director as well as a DRAFT job classification for the Deputy Director position.
Discussion
The need for this Deputy Director position is apparent when observed in the context of the Department as a whole. The current model of the Community Services Department is a collection of distinct operating areas or Divisions: Library, Parks, Seniors, and Recreation. In each of these Divisions, there are Council or operational initiatives that require complex professional competencies to fully execute those initiatives. The summary of these initiatives are as follows:
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Justification for Community Services Deputy Director Position
June 13, 2021
• LIBRARY – This Division staffs the Culture and Arts Commission. The Strong Governance initiative of the City Council will address the Culture and Arts Commission. This initiative may result in something akin to a workplan for the Commission, so they are focused on their objectives. It will also address development of a formal public art program. There is a substantial effort requ ired to guide this initiative to completion.
• PARKS – The Division will be re sponsible for Capital Projects including Posy Park, Centennial Plaz a, Downtowns Landscaping, and Colleg e Drive. Capital Projects Management is a professional competency that currently is not within the D ivision. An enhancement is requested in the proposed FY 2021-22 budget to fund On C all Landscape Architectural Services. T his will allow us to proceed with projects, b ut the management still rests with City Staff. This competency is currently at the executive level. In addition to managing the projects, the Department Director will be training staff in project management as the above-mentioned projects progress.
Also, as noted by several Council members, the D ivision is in need of an operational assessment to strategize the best way to deliver services under the existing staffing conditions. This task is also something that will be performed by the Department Director.
• SENIOR SERVICES – This Division will benefit from an operational assessment to strategize the best way to deliver services under the existing staffing conditions and in concert with the openi ng of the RAC. Senior Services and Recreation typically shar e staff. Currently one position in this D ivision is frozen. S o a s the RAC staffing plan is evaluated and de veloped, Senior Services staffing will be evaluated as well to provide efficiencies where there are overlapping function al areas. This assessment will be performed by the Department Director.
• RECREATION is currently undergoing great transformation as it enters the construction phase of the Recreation and Aquatic C enter, and ultimately the implementation of the programs tha t will be housed there. Many of the pro grams that will be delivered with the new Recreation and Aq uatic Center are either new or subst antially enhanced as compared to the existing program s of the Recreation Division. Table 1 : Existing, Enhanced, and New Programs on the following page demonstrates the areas of growth with the RAC.
1 – 5 These Recreation Programs will experience little change with the new RAC.
6 Aquatic programs will be substantially different than the existing program. The Natatorium will allow growth in existing programs that can be held year -round, such as lap swim, water aerobics, and swim lessons. Additional Aqua-Fitness programs will expand the facility use and user-mix of the facility.
7 The gymnasium will be a welcome return. The modernization of the facility with the ability to split the gymnasium into two separate activity areas will allow for increased programming.
8 Facility rentals are not new to the Community Service Department. However, the new facility will offer a m ore diverse type of renter. This facility will be attractive to private renters looking for places to hos t p rivate function s. There is also inte rest in the local hospitality 277 of 299
Justification for Community Services Deputy Director Position
June 13, 2021
community in exploring partnership s to use the RAC as a meeting and conference c enter.
This is a significant revenue -center for Department and is highly depende nt on deve loping partnerships with the hospitality industry to create meeting and conference.
9 The fitness rooms, indoor track, gymnasium, and ability to offer year-round lap swim present an opportunity to develop a membership-based fitness program. T here are complexities to developing this model with regard to balancing member use with program and rental use of the fitness amenities at the facility.
10 The facility allows the opportunity to develop facility-based events.
11 Competitions and tournament packages will be developed for the gym and aquatic center.
12 It would also be beneficial to offer a drop -off childcare program for fitness member users of the facility.
EXISTING PROGRAMS ENHANCED PROGRAMS NEW PROGRAMS
1. Contract Classes
2. Camps
3. Community Events
4. After School Sports
5. Youth & Adult Sports
6. Aquatics
Recreational Swim
Lap Swim Year-Round Lap Swim
Seasonal Swim Lessons Year-Round Swim Lessons
Seasonal Water Aerobics Year-Round Water Aerobics
Aqua-Fit Programs
Therapeutic Pool Use
Adaptive Rec Pool Use
7. Gym Programs Gym Programs (Split Gym)
8. Facility Rentals Meetings, Conferences, Rentals
8. Member-Based Fitness Center
10. Facility-Based Events
11. Competitions & Tournaments
12. Childcare for Fitness Users
Table 1. Existing, Enhanced, and New Programs
Each of the new and enha nced program areas are revenue centers that will require unique operational and implementation models. Hiring a Deputy D irector at this time will all ow the C ommunity Service Department to perform the foundational work to develop these progr am models s o the City will be prepared to open the facility at the end of the construction period.
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Justification for Community Services Deputy Director Position
June 13, 2021
The following is a list of key responsibilities of the Deputy D irector and how they correlate to the wo rk that will be done in the 18 months preceding the opening of the facility include. A full draft job description is attached:
• Develop, implement, and maintain department goals, objectives, policies, and procedures. o The RAC require s numerous policies and procedures to be developed. Once created, individual staff work plans will be updated to re flect adherence to those policies and procedures.
• Develop and implement department- wide management systems, procedures , and st andards for program evaluation; recommend appropriate service and staffing levels. o The 18-month workplan includes development of a Quality Assurance program for the RAC.
• Manage a variety of contracts including, professional services; and technical servic es; ensures work is in compliance with specifications.
o The Deputy Director will be responsible for d evelopment of contracts are required for rentals, facility users, partnerships, et al.
• Conduct a variety of organizational studies, investigations, and ope rational studies; recommend modifications to financial programs, policies, and procedures as appropriate. o Implementation plans will consider best practices in e xisting operational models of new business ventures for the Department, including:
• Plan, direct , coordinate, and review the work pl an of all assigned staff; assign wo rk activities, projects, and programs; review and evaluate work products, methods, and procedures; meet with subordinate managers and staff for planning and evaluation of programs, services, and activities and to identify and resolve problems.
o The Deputy D irector will be building the w orkplans for future staff as they develop the business implementation plan for each program area.
• Direct and participate in the preparation and administration of department budget. o Pro forma budgets will be developed for each program area.
• Ensure adherence to applicable laws, codes, regulations , and guidelines applicable to the department; attend and participate in professional and community meetings; sta y current on related issues and relative service delivery responsibilities. o The Aquatics program require s the most technical regulatory guidelines and processes are in place.
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Justification for Community Services Deputy Director Position
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SUMMARY
The ability to achieve all of these objectives within two years requires an additional senior manager with the professional competenc ies to lead these projects. F or this reason, the C ommunity Services Deputy Director position is requested in the FY 2021-22 budget.
If approved as proposed, this will allow the Deputy Director 18 months to lead the Recreation Division in developing the numerous guidance documents required to open this Recreation and Aquatic Center.
Alternatives to funding this position are to:
• Postpone Council Initiatives in the P arks and Library Divisio ns so all work effort can be focused on the Recreation initiative to open the RAC on schedule at the conclusion of the construction period.
• Delay the opening of the facility by one year at conclusion of construction so the Director can lead the development of required guidance documents required of implementation.
Attachments:
1. DRAFT Job Community Services Director Classification
2. Task and Project Time Study
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Attachment
1. DRAFT Job Community Services Director Classification
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DEPUTY DIRECTOR COMMUNITY SERVICES
GENERAL PURPOSE
Under general direction, p lans, organizes, coordinates, and directs the operations of recreational programs, services, and for the City ; manages a team of professional, technical, and administrative employees through subordinate supervisors ; coordinating assigned activities with other City officials, divisions, departments, outside agencies, and the public; provides responsible and complex administrative support to the Director; serves as Acting Director in Director's absence; performs other related duties as required.
DISTINGUISHING CHARACTERISTICS
The Deputy Community Services Director oversees the functions and operations of one or more of the assigned Divisions. Incumbents are responsible for the overall development, implementation, and administration of divisional and department programs, process es, policies, and procedures. This classification is distinguished from the next higher classification of Community Services Director in that the latter is responsible for the overall management of the department.
SUPERVISION RECEIVED
Receives general direction from the Community Services Director.
SUPERVISION EXERCISED
Exercises direct and indirect supervision over management, supervisory, technical, and administrative support staff.
ESSENTIAL DUTIES AND RESPONSIBILITIES (Illustrative only) • Plan, organize, coordinate , and direct, directly or through subordinate supervisors , the work of assigned program and operational activities of the Community Services Department. • Develop, implement, and maintain department goals, objectives, policies, and procedures. • Review and evaluate work methods and procedures for improving organizational performance, enhancing services, and meeting goals; ensure that goals are achieved. • Develop and implement department- wide management systems, procedures , and standards for program evaluation; recommend appropriate service and staffing levels. • Manage a variety of contracts including, professional services; and technical services; ensures work is in compliance with specifications.
• Conduct a variety of organizational studies, investigations, and operational studies; recommend modifications to financial programs, policies, and procedures as appropriate. • Plan, direct, coordinate, and review the work plan of all assigned staff; assign work activities, projects, and programs; review and evaluate work products, methods, and procedures; meet with subordinate 282 of 299
managers and staff for planning and evaluation of programs, services, and activities and to identify and resolve problems.
• Supervise, trains, disciplines, and evaluates assigned personnel; assists subordinate supervisory staff with difficult personnel issues
• Direct and participate in the preparation and administration of department budget. • Ensure adherence to applicable laws, codes, regulations, and guidelines applicable to the department; attend and participate in professional and community meetings; stay current on related issues and relative service delivery responsibilities.
• Serves as a resource for department personnel, City staff, ot her organizations , and the public; coordinates pertinent information, resources , and work teams necessary to support a positive and productive environment.
• Respond to and resolves difficult and sensitive citizen inquiries and complaints. • Establish positive working relationships with representatives of community organizations, state/local agencies and associations, City management and staff, and the public.
PERIPHERAL DUTIES
• Assists in the training of city personnel in various recreation and library services programs and systems. .Represents the Department at various meetings and conferences. • Serves as a member of various city employee committees and may serve as liaison to City Council sub- committees and other groups as assigned.
• Serve as the acting Director of the Department in the Director's absence; make decisions and provide information as necessary in the Director's absence.
MINIMUM QUALIFICATIONS:
Education and Experience:
(A) Graduation from an accredited four-year college or university with a bachelor’s degree in recreation administration, library studies, public administration or a closely related field is highly desirable. A Master’s Degree in a related field is preferred.
(B) Minimum of five (5) years of progressively responsible experience in community services program development and implementation, recreation, or library programs including at least four years of supervisory responsibility.
Necessary Knowledge, Skills and Abilities:
• Principles and practices of recreation program development, administration, and parks and facility management.
• Concepts of planning, supervising, and evaluating various aspects of recreation, education, and social service programs.
• Principles and practice s of pools and facilities operations and maintenance, including methods, practices, materials, tools , and equipment , including operational characteristics of standard maintenance equipment common to a facility maintenance program. • Principles and practices of contract, grant, and budget development and administration. 283 of 299
• Principles of management, supervision, training, and performance evaluation. • Applicable federal, state, and local laws, codes, and regulations. • Office procedures, met hods, and equipment , including computers and applicable software applications such as word processing, spreadsheets, and databases. • Occupational hazards and standard safety practices.
SPECIAL REQUIREMENTS
Ability to obtain and maintain a valid California driver's license.
TOOLS AND EQUIPMENT USED
Personal computer, including word processing, spreadsheet, and data base; motor vehicle; phone; radio; fax and copy machine.
PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
Work is performed mostly in office settings. While performing the duties of this job, the employee is occasionally required to sit, stand, walk, talk, and hear; use hands to finger, handle, feel or operate objects, tools, or controls; and reach with hands and arms.
The employee must occasionally lift and/or move up to 25 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee occasionally works near moving mechanical parts or in outside weather conditions. The employee is occasionally exposed to wet and/or humid conditions, fumes, toxic or caustic chemicals.
The noise level in the work environment is usually quiet to moderate.
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Attachment
2. Task and Project Time Study
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Community Services Department Director
HOURS Days Weeks Months TOTAL HRS
MEETINGS - GENERAL
Regular Council Meetings 4.00 2 12 96.00 Special Council Meetings 2.00 1 12 24.00 Culture & Arts Commission 2.00 1 11 22.00 Parks & Recreation Commission 2.00 1 11 22.00 Senior Advisory Committee 1.50 1 11 16.50 SBCF Board Meetings 3.00 1 11 33.00 SBCF/City Coordination Meetings 2.00 1 11 22.00 Department Meetings 2.00 1 12 24.00 1:1 Division Manager Meetings
Parks 1.50 1 48 72.00 Library 1.50 1 26 39.00 Admin 1.50 1 26 39.00 Senior Leadership Meetings 2.00 1 48 96.00 Department Leadership Meetings 1.50 1 26 39.00 1:1 Deputy Director 2.00 1 48 96.00 1:1 City Manager 2.00 1 48 96.00 Phone Calls/Meetings w Residents 1.00 4 48 192.00
ADMINISTRATIVE
Payroll 0.50 1 26 13.00 Invoice Approval 0.25 1 26 6.50 Email Review 2.00 5 48 480.00 Personnel and Labor Issues 8.00 1 12 96.00 Commission Agenda/Staff Report Review & Prep
Culture & Arts Commission Prep 2.00 2 11 44.00 Parks & Recreation Commission Prep 2.00 2 11 44.00 Senior Advisory Committee Prep 2.00 1 11 22.00
LIBRARY
Strong Governance
Culture and Arts Commission Workplan 4.00 1 6 24.00 Public Art Program Master Plan 2.00 1 5 10.00 Potential Site Map 4.00 4 2 32.00 Guidelines for Artist Selection 4.00 4 2 32.00 Guidelines for Deferred Maintenance 4.00 2 2 16.00 Artist Contract Development & Review 4.00 4 1 16.00 Approvals by Council & Commission 2.00 1 4 8.00 Staff Training & Development 2.00 2 12 48.00 PARKS
Capital Projects
On Call Landscape Architect RFP Development 4.00 5 1 20.00 On Call Landscape Architect Contract Management 4.00 1 12 48.00 Centennial Plaza
2.00 8 2 32.00
Posy Park Plan (INCLUDED w/ON CALL) -
FREQUENCYTASK & PROJECT TIME STUDY
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Downtown Streetscape (INCLUDED w/ON CALL) -
Grants
Prop 68 per Capita Grant - Park Pathways 2.00 8 2 32.00 Parks Operational Assessment 4.00 2 12 96.00
RECREATION
RAC Construction
OAC Meetings (Owner-Architect-Contractor) 1.00 1 48 48.00 Finance Review 1.00 1 26 26.00 Coordination with G4 1.00 1 48 48.00 Coordination w Griffin 0.50 5 48 120.00 Army Corp Permit Compliance
Historical Interpretive Panels 4.00 4 12 192.00 Tribal Coordination 4.00 4 12 192.00 National Park Service Documentation 4.00 4 6 96.00 Annual Report 1.00 5 1 5.00 Streambed Permit Compliance
MMP 2.00 2 12 48.00
Monthly Report 2.00 2 12 48.00 Communications & Outreach 2.00 1 48 96.00 Capital Campaign
Donor Wall Design & Fabrication Coord 1.00 4 4 16.00 Funding Research 2.00 1 26 52.00 Funding Proposals and Grants 4.00 1 26 104.00 Presentations 2.00 2 18 72.00 RAC Implementation
Implementation Document Review 8.00 1 26 208.00 Staff Plan Development 8.00 1 26 208.00 Recreation Pro Forma 4.00 2 4 32.00
INTERDEPARTMENTAL
City Manager Office Support 2.50 2 48 240.00 Project Support for Other Departments 2.50 2 48 240.00 TOTAL HOURS 4,139.00
287 of 299
Community Services Department Deputy Director
HOURS Days Weeks Months TOTAL HRS
MEETINGS - GENERAL
Regular Council Meetings 4.00 1 12 48.00 Parks & Recreation Commission 2.00 1 11 22.00 Senior Advisory Committee 1.50 1 11 16.50 Department Meetings 2.00 1 12 24.00 Department Leadership Meetings 1.50 1 26 39.00 1:1 Division Manager Meetings
Recreation & Seniors 1.50 1 52 78.00 Admin 1.50 1 26 39.00 1:1 Director 2.00 1 52 104.00 Phone Calls/Meetings w Residents 1.00 4 48 192.00
ADMINISTRATIVE
Payroll 0.50 1 26 13.00 Invoice Approval 0.25 1 26 6.50 Email Review 1.00 5 52 260.00 Personnel and Labor Issues 8.00 1 12 96.00 Commission Agenda/Staff Report Review & Prep
Parks & Recreation Commission Prep 4.00 2 11 88.00 Senior Advisory Committee Prep 2.00 1 11 22.00
RECREATION
RAC Construction
OAC Meetings (Owner-Architect-Contractor) 1.00 1 52 52.00 RAC Implementation Plan
Aquatics Expansion
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 1 8.00 Fee Schedule Proposal 8.00 1 8.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 26 52.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Gymnasium Programming Plan
Benchmarking Interviews (SAME AS AQUATICS) -
Benchmarking Analysis 8.00 1 8.00 Fee Schedule Proposal 8.00 1 8.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 8 16.00 Pro Forma Budget 2.00 8 2 32.00 Meetings, Conferences, and Rentals
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees
2.00 4 8.00
TASK & PROJECT TIME STUDY FREQUENCY
288 of 299
Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Fitness Membership
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 26 52.00 Pro Forma Budget 2.00 8 2 32.00 Competitions & Tournaments
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 8 16.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 2.00 4 8.00 Pro Forma Budget 2.00 8 2 32.00 Childcare for Fitness Users
Benchmarking Interviews 5.00 2 10.00 Benchmarking Analysis 8.00 2 16.00 Fee Schedule Proposal 8.00 2 16.00 Review and Approval of Fees 2.00 4 8.00 Program Development 2.00 1 16 32.00 Partner Recruitment 4.00 1 26 104.00 Partnership Agreements 1.00 4 4.00 Pro Forma Budget 2.00 8 2 32.00 Compatability of Use Models 4.00 2 8 64.00 Staffing to Revenue Model 4.00 2 8 64.00 Staff Workplans 4.00 2 8 64.00 Part Time Classification Development 4.00 2 8 64.00 Contracts
Rental Agreement 4.00 2 8 64.00 Sports User Agreement 4.00 2 8 64.00 Marketing Plan
Editorial Calendar 4.00 2 8 64.00 Collateral Material Development 4.00 2 8 64.00 Operational Documents
Research Model Documents 4.00 6 1 24.00 Emergency Action Plan 4.00 2 13 104.00 Emergency Action Plan Training Docs 4.00 2 13 104.00 Lifeguard Safety Plan 4.00 2 8 64.00 Pool Maintenance Process Document 4.00 2 8 64.00 Facility Maintenance Process Document 4.00 2 8 64.00 Facility Maintenance Standards 4.00 2 8 64.00 Quality Assurance
Research Model Documents 4.00 7 1 28.00 Facility Standards - Community Center 4.00 2 8 64.00 Facilty Standards - Gym & Fitness 4.00 2 8 64.00 289 of 299
Facilty Standards - Aquatic Center 4.00 2 8 64.00 Inspection Document - Community Center 4.00 2 8 64.00 Inspection Document - Gym & Fitness 4.00 2 8 64.00 Inspection Document - Aquatic Center 4.00 2 8 64.00 Customer Survey 4.00 2 8 64.00 TOTAL HOURS 3,638.00
290 of 299
Estimated Annual Work Hours
TYPICAL Hours Days Weeks Total Hours
Base Work Week 40.00 52.00 2080.00
Less Holidays (8.00) 13.00 (104.00)
Less Vacation (8.00) 15.00 (120.00)
Total Estimated Maximum Hours 1856.00
EXECUTIVE STAFF Hours Days Weeks Total Hours
Base Work Week 65.00 52.00 3380.00
Less Holidays (8.00) 13.00 (104.00)
Less Vacation (8.00) 15.00 (120.00)
Total Estimated Maximum Hours 3156.00
291 of 299
Recreation Services
Coordinator
(1)
Executive
Assistant
Accounting &
Customer Service
Representative I/II
Community Services
Superintendent
(Rec & Senior Services)
Community Services
Director
Community Services
Superintendent
(Library)
Maintenance
Technician I/II ‐ Trees
(1)
Parks Maintenance
Worker I/II ‐ Trees
(1)
Custodian I/II
(5)
Library Services
Manager
Librarian I/II
(3)
Library Services
Coordinator
(2)
Community Services
Supervisor
(Senior Services)
Community Services
Supervisor
(Senior Services)
Field Supervisor
(Facilities, Custodial,
Trees)
Facilities Maintenance
Technician I/II
(2)
Recreation Services
Coordinator
(2)
Community Services
Supervisor
(Recreation Services)
PT Staff
Facility Attendants
Bus Drivers
Volunteers
PT Staff
Volunteers
Seasonal
PT Staff
PT Staff
Contract Personnel
Volunteers
Community Services Organization | FY 2018‐19 and FY 2019‐20 Field Supervisor
(Parks, Medians, Fire
Mitigation)
Parks Maintenance
Worker I/II
(8)
Lead Parks
Maintenance Worker
(3)
PT Staff
Community Services Organization Chart | FY 2020‐21
PT Staff
Library Assistant I/II
(.5)
Recreation Services
Coordinator
(1)
Executive
Assistant
Accounting &
Customer Service
Representative I/II
Community Services
Superintendent
(Rec & Senior Services)
Community Services
Director
Community Services
Superintendent
(Library)
Lead Parks
Maintenance Worker
(3)
Parks Maintenance
Worker I/II
(8)
Parks Maintenance
Worker I/II ‐ Trees
(1)
Library Services
Manager
Librarian I/II
(3)
Library Services
Coordinator
(2)
Community Services
Supervisor
(Senior Services)
Field Supervisor
(Parks, Medians, Fire
Mitigation and Trees)
Maintenance
Technician I/II ‐ Trees
(1)
Recreation Services
Coordinator
(2)
Community Services
Supervisor
(Recreation Services)
PT Staff
Facility Attendants
Bus Drivers
Volunteers
Seasonal
PT Staff
PT Staff
Contract Personnel
Volunteers
PT Staff
Food Services
Coordinator
(1)
Park Services
Manager
(.5)
Library Assistant I/II
(.5)
Community Services Organization Chart | FY 2020‐21 (COVID Adjustments) Community Services Organization Chart | FY 2021‐22 (Current) Executive
Assistant
Accounting &
Customer Service
Representative I/II
Community Services
Director
Community Services
Superintendent
(Library)
Lead Parks
Maintenance Worker
(2)
Parks Maintenance
Worker I/II
(7)
Parks Maintenance
Worker I/II ‐ Trees
(1)
Library Services
Manager
Librarian I/II
(3)
Library Services
Coordinator
(2)
Community Services
Supervisor
(Senior Services)
Field Supervisor
(Parks, Medians, Fire
Mitigation and Trees)
Maintenance
Technician I/II ‐ Trees
(1)
Recreation Services
Coordinator
(2)
PT Staff
Facility Attendants
Bus Drivers
Volunteers
Seasonal
PT Staff
PT Staff
Contract Personnel
Volunteers
PT Staff
Food Services
Coordinator
(1)
Park Services
Manager
Community Services Organization Chart | FY 2021‐22 Proposed Recreation Services
Coordinator
(1)
Executive
Assistant
Accounting &
Customer Service
Representative I/II
Community Services
Superintendent
(Rec & Senior Services)
Community Services
Director
Community Services
Superintendent
(Library)
Lead Parks
Maintenance Worker
(2)
Parks Maintenance
Worker I/II
(7)
Parks Maintenance
Worker I/II ‐ Trees
(1)
Library Services
Manager
Librarian I/II
(3)
Library Services
Coordinator
(2)
Community Services
Supervisor
(Senior Services)
Field Supervisor
(Parks, Medians, Fire
Mitigation and Trees)
Maintenance
Technician I/II ‐ Trees
(1)
Recreation Services
Coordinator
(3)
PT Staff
Facility Attendants
Bus Drivers
Volunteers
Seasonal
PT Staff
PT Staff
Contract Personnel
Volunteers
PT Staff
Food Services
Coordinator
(1)
Park Services
Manager
Community Services
Deputy Director
Recreation Services
Coordinator
(1)
Executive
Assistant
Accounting &
Customer Service
Representative I/II
Community Services
Superintendent
(Rec & Senior Services)
Community Services
Director
Community Services
Superintendent
(Library)
Lead Parks
Maintenance Worker
(2)
Parks Maintenance
Worker I/II
(8)
Parks Maintenance
Worker I/II ‐ Trees
(1)
Library Services
Manager
Librarian I/II
(3)
Library Services
Coordinator
(2)
Community Services
Supervisor
(Senior Services)
Field Supervisor
(Parks, Medians, Fire
Mitigation and Trees)
Maintenance
Technician I/II ‐ Trees
(1)
Recreation Services
Coordinator
(2)
Community Services
Supervisor
(Recreation Services)
PT Staff
Facility Attendants
Bus Drivers
Volunteers
Seasonal
PT Staff
PT Staff
Contract Personnel
Volunteers
PT Staff
Food Services
Coordinator
(1)
Park Services
Manager (1)
Library Assistant I/II
(.5) (5)
Administration
Recreation & Seniors
Library
Parks
3.0 7.0
7.5 14.5
DIVISION FTE
TOTAL FTE’S 39.5
Administration
Recreation & Seniors
Library
Parks
3.0 7.0
7.5 14.5
DIVISION FTE
TOTAL FTE’S 32.0
Administration
Recreation & Seniors
Library
Parks
3.0 5.0
7.0 11.0
DIVISION FTE
TOTAL FTE’S 26.0
Administration
Recreation & Seniors
Library
Parks
3.0 5.0
7.0 13.0
DIVISION FTE
TOTAL FTE’S 28.0
Administration
Recreation & Seniors
Library
Parks
2.0 7.0
7.0 13.0
DIVISION FTE
TOTAL FTE’S 29.0
Facilities 7.5
Community Services
Superintendent
(Rec & Senior Services)
GREEN OUTLINE
RED SHADED BOX ‐ Indicates FTE deleted
‐ Indicates FTE added
292 of 299
City Council Agenda Item
Staff Report
CITY OF SAN BRUNO
DATE:January 11, 2022
TO:Honorable Mayor and Members of the City Council
FROM:Jovan Grogan, City Manager
PREPARED BY:Melissa Thurman, City Clerk
SUBJECT: Receive Report and Confirm Appointment of City Councilmembers:
• To City Council Subcommittees;
• As Liaisons to the City’s Citizen Advisory Commissions, Boards and Committees; and
• As Representatives and Alternates to San Mateo County and other Regional Agencies
BACKGROUND:
Each calendar year the City Council confirms assignment of each City Councilmember to serve on City Council Subcommittees, as liaisons to Citizen Advisory Commissions, Boards and Committees (CBC), and as representatives to San Mateo County and other regional agencies.
Under State Law (Brown Act), the City Council may establish subcommittees consisting of less than a quorum of the full City Council to review and discuss City business in two ways:
(1) A temporary advisory subcommittee, or “ad hoc” subcommittee may be established to serve a limited, or single purpose. A temporary advisory subcommittee may meet more than one time but is expected to be dissolved once the specific task is completed. Such a subcommittee is not subject to the Brown Act’s requirements for public notice, and the opportunity for public participation.
(2) A subcommittee which is assigned a continuing subject matter jurisdiction is considered by the Brown Act to be a “standing committee”. The Brown Act’s requirements for public notice of meetings and the opportunity for public participation apply to standing subcommittees, even if the subcommittee is comprised of less than a quorum of the full City Council.
The City Council has previously established subcommittees consisting of two Councilmembers each to support a variety of City Council policy issues, and to provide review and recommendations on issues that will be presented to the City Council for action. These ad hoc City Council subcommittees meet on an as-needed, and in most cases, infrequent basis. As discussed below in this report, the City Council has also previously established four standing subcommittees that meet on an as-needed basis on recurring topics of City Council business.
City Council liaison assignments were previously established to support coordination between the citizen advisory bodies and the City Council in the establishment and implementation of City Council policy. The schedule of City Council liaison assignments rotates annually, as originally established by the City Council in 2006.
As City Council representatives serve on San Mateo County and other regional Agency Boards, 293 of 299
Honorable Mayor and Members of the City Council
January 11, 2022
9 6
City Councilmembers actively participate in the formation of local policy and implementation of projects that have a region/county wide impact.
San Bruno Municipal Code section 2.04.120(A) calls for the Mayor to make all appointments to and removals from Commissions, Boards and Committees, subject to the approval of the City Council.
DISCUSSION:
A list of the City Councilmember liaison assignments is included as an attachment to this report.
The attached list also shows all of the regional agencies to which the City has an assigned representative. Some of the regional agency assignments are not made directly at the City’s discretion. These non-San Bruno appointed positions are listed separately in the attachment.
Staff is recommending that the City Council review and confirm the rotational liaison assignments, City Council Subcommittee assignments and the San Mateo County and regional Agency Board assignments.
In order to assist with the continuing need for periodic involvement of a City Council subcommittee on various topics, staff recommends that the City Council also continue the City’s long-standing practice of the Mayor’s appointment of two Councilmembers to ad-hoc subcommittees as needed throughout the year.
FISCAL IMPACT:
There is no fiscal impact.
ENVIRONMENTAL IMPACT:
The action is not a project subject to CEQA. City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.
RECOMMENDATION:
Receive Report and Confirm Appointment of City Councilmembers:
• To City Council Subcommittees;
• As Liaisons to the City’s Citizen Advisory Commissions, Boards and Committees; and • As Representatives and Alternates to San Mateo County and other Regional Agencies ALTERNATIVES:
Do not make changes to the standing subcommittees or the City Councilmember Liaison assignments.
ATTACHMENTS:
1. Regional Bodies
2. Council Ad-Hoc Committees
3. Liaison Assignments
294 of 299
2022 COUNTY & REGIONAL AGENCIES
Board Description Meeting Frequency 2021 Representative(s) Primary/Alternative
2022 PROPOSED
Representative(s)
Primary/Alternative
Body Requires an
Alternative?
Yes/No
Did the prior year
representative hold a
leadership position or other
responsibility on the board or
a related
subcommittee/taskforce?
Typical Meeting Location
Association of Bay Area Governments
(ABAG)
Determine policy matters for the Association, including adopting the annual general budget and review
recommendations of the Executive Board.
Meets once or twice yearly 9 AM -
2:30 PM
M. Medina M. Medina No alt. required n/a Bay Area Metro Center 375 Beale Street,
SF, CA 94105
Advanced Life Support – Joint Powers
Board (ALS)
San Mateo County Pre-Hospital Emergency Medical Services Group. JPA for emergency ambulance services in San Mateo County.
Meets the 3rd Wed. of
Jan/May/Sept. at 6:30 PM
R. Medina R. Medina No alt. required n/a Belmont City Hall 1 Twin Pines Ln, Belmont, CA 94002
Airport Community Roundtable A voluntary public forum established in 1981 for the discussion and implementation of noise mitigation strategies at San Francisco International Airport (SFO).
Meets 1st Wed. of
Feb/April/June/Aug/Oct/Dec) At 7
PM
T. Hamilton T. Hamilton No alt. required n/a David Chetcuti Community Room – Millbrae City Hall 450 Poplar Ave
Millbrae CA
Airport Land-Use Committee (ALUC) To advise and recommend actions to C/CAG regarding the updating of the ALUCPs and other land use compatibility issues effecting San Mateo County.
Meets Jan through Oct normally 4 to
5 meetings a year at 4:30 PM
T. Hamilton / TBD T. Hamilton / R. Medina Yes, alt. required n/a Burlingame City Hall 501 Primrose Rd. Burlingame Council Chambers
Bay Area Water Supply and
Conservation Agency (BAWSCA)
Represent the needs of the cities, water districts and private utilities that depend on the regional water system.
Meets Jan, March, May, July, Sept,
Nov at 6:30 PM 3rd Thursday of the
month
T. Hamilton T. Hamilton n/a n/a San Mateo Library 55 West 3rd Ave SM 1st floor Oakroom
City/County Association of Governments
(C/CAG)
Association of cities and County discussing the issues affecting San Mateo County.
Meets 2 nd Thurs. of the month 5:30
p.m.
M . Salazar / R. Medina M . Salazar / R. Medina Yes, alt. required n/a San Mateo County Transit 1250 San Carlos Ave San Carlos 2nd Floor
Auditorium
Colma Creek Flood Control District Discuss matters relating to zone policies and acts in an advisory capacity to the Board of Supervisors.
2nd Tuesday of the Month
(Quarterly) 3:00 PM - 5:00 PM
J. Grogan J. Grogan No alt. required n/a City of SSF Corporation Yard Conference Room 550 N Canal St.
SSF
Grand Boulevard Initiative Task Force
(SamTrans)
Regional collaboration dedicated to the revitalization of the El Camino Real corridor.
Meets 1st Wednesday from 2:00 -
5:30 p.m. Annual plus Corridor tours
may also be held in lieu of regular
meetings
M. Salazar M. Salazar No alt. required n/a 1250 San Carlos Avenue, Bacciocco Auditorium, 2nd Floor San Carlos,
CA
Home for All Public, private and nonprofit agencies collaborate to address the job/housing gap throughout San Mateo County.
Meets as needed L. Mason L. Mason No alt. required n/a
Housing Endowment and Regional Trust
of San Mateo County (HEART)
10 elected officials and 10 members of the private sector work together to create more affordable housing throughout San Mateo County.
Meets 4th Wed. of every month L. Mason L. Mason No alt. required n/a JPA Express Lane The management and operation of the Express Lanes is governed by the San Mateo County Express Lanes Joint
Powers Authority (SMCEL JPA), a six member joint powers authority consisting of three San Mateo County Transportation Authority (SMCTA) Board members and three City/County
Association of Governments of San Mateo County (C/CAG)
Board members.
Meets Monthly R. Medina No alt. required n/a 1250 San Carlos Avenue, Bacciocco Auditorium, 2nd Floor San Carlos,
CA
League of California Cities/Peninsula
Division (Regional)
The Peninsula Division runs from San Francisco to Gilroy and meets at various locations throughout the Peninsula. One annual breakfast is held to elect officers of the division during the League of California Cities Annual Conference.
Meets quarterly. Jan, March, June at
11:30 AM August at 5:00 PM
L. Mason L. Mason No alt. required, others
may attend
n/a Different Locations in August
Woodside
Local Policy Maker Group (Caltrain) Advisory group comprised of officials from the cities and counties along the Caltrain corridor.
Meets 4th Thurs. of the month M. Salazar / R. Medina M. Salazar / R. Medina Yes, alt. required n/a San Mateo County Transit 1250 San Carlos Ave San Carlos 2nd Floor
Auditorium
Peninsula Clean Energy Advisory
Committee
Acts as a liaison to the community and to provide feedback on PCE policy and operational objectives.
Meet 2nd Thurs. of the month M. Medina M. Medina Yes, alt. required n/a 2075 Woodside Road, Redwood City, CA 94061
Peninsula Traffic Congestion Relief
Alliance (commute.org)
Discuss ways to reduce the number of single occupancy
vehicles traveling in, to, or through San Mateo County.
Meets 3rd Thurs. in
Feb/April/June/Sept/Nov
R. Medina / L. Davis R. Medina / M. Medina No alt. required n/a Meets in San Mateo, Foster City 295 of 299
SamTrans The management and operation of the Express Lanes is governed by the San Mateo County Express Lanes Joint
Powers Authority (SMCEL JPA), a six member joint powers authority consisting of three San Mateo County Transportation Authority (SMCTA) Board members and three City/County
Association of Governments of San Mateo County (C/CAG)
Board members.
Meets 1st Wed. of the month at 2:00
p.m.
R. Medina No alt. required n/a 1250 San Carlos Avenue, San Carlos, CA
San Mateo County Mosquito Abatement
District (Citizen Appointment)
San Mateo County district that monitors and reduces mosquitos and other vectors.
Meets as scheduled R. Reichel
(Appointment through 12/24)
R. Reichel
(Appointment through 12/24)
n/a n/a 1351 Rollins Rd Burlingame CA
94010
San Mateo County Council of Cities Mayor and Councilmembers from San Mateo County’s 20 cities meet to discuss issues and receive presentations on issues of mutual concern.
Meets 4th Fri. monthly (Dec Mtg
earlier in the month)
R. Medina - voting
representative
R. Medina - voting
representative
Yes, alt. required
(Vice-Mayor or Delegate)
n/a Each month cities rotate - Dec in
Colma
San Mateo County Operational Area
Emergency Services Council
Provide coordinated plans for the protection of persons and property based on the five phases of emergency management:
prevention, protection, response, recovery and mitigation.
Meets Quarterly Jan, April, June,
Sept at 5:30 PM
R. Medina / M. Salazar R. Medina / M. Salazar Yes, alt. required Vice-Chair, JPA Review Ad-Hoc San Mateo County Board of Supervisors Chambers in RWC
Sea Level Rise Vulnerability Assessment
Policy Advisory Committee
Identify public infrastructure within Sea Level Rise Vulnerability Zone and assesses the infrastructure’s vulnerability to flooding.
Meets as scheduled M. Medina / TBD M. Medina / TBD Yes, alt. required n/a 296 of 299
Other Bodies Not Appointed by the City
Board Description Meeting Frequency 2021 Representative(s) Primary/Alternative
2022 PROPOSED
Representative(s)
Primary/Alternative
Body Requires and
Alternative?
Yes/No
Did the prior year representative
hold a leadership position or
other responsibility on the board
or a related
subcommittee/taskforce?
Typical Meeting Location
San Mateo County Transportation
Authority
Administer the proceeds from Measure A (1988) to fund a broad spectrum of transportation-related projects and
programs.
Meets 1st Thurs. of the month R. Medina R. Medina n/a Chair San Mateo County Transit 1250 San Carlos Ave, San Carlos, 2nd Floor
Auditorium
Legislative Committee Provides advice and recommendations to the full C/CAG Board on all matters relating to State legislation and ballot measures of potential interest to C/CAG. The Committee monitors bills of potential interest to C/CAG and selects those to be tracked.
The Committee then recommends positions on bills for
consideration by the full C/CAG Board and acts as the liaison with C/CAG’s legislative advocating firm. The Committee receives reports and recommendations from the C/CAG
legislative advocating firm. The Committee also represents C/CAG through an annual visit with San Mateo County
representatives on the State Legislature and other key
members at the State agencies.
Meets on the 2nd Thursday of the
month from 5:30 p.m. to 6:30 p.m.
M. Salazar M. Salazar n/a 1250 San Carlos Avenue, Bacciocco Auditorium, 2nd Floor San Carlos,
CA
Resource Management and Climate
Protection (RMCP) Committee
Provides advice and recommendations to the full C/CAG Board and provides updates to the Congestion Management and
Environmental Quality (CMEQ) Committee on matters related to energy, water, and climate action efforts in San Mateo County, and develops and promotes actions, programs and resources on the same. The RMCP committee also receives reports on the San Mateo County Energy Watch (SMCEW) and Regionally Integrated Climate Action Planning (RICAPS)
program. The Committee supports the goals, strategies, and actions outlined in the San Mateo County Energy and Water Strategy, which include: conserving and transitioning our energy supply and grid, water supply conservation and
technologies, collaboration, leadership, and economic
development opportunities.
Meets on the third Wednesday of
the month from 3:00 p.m. to 5:00
p.m.
none none n/a Prior to the COVID-19 Crisis, the
meetings were held at in the
conference room at 155 Bovet Rd. in
the City of San Mateo or the County
Center in Redwood City as a
secondary location.
297 of 299
2022 AD-HOC COMMITTEE ASSIGNMENTS
Board Description 2021 Representative(s) 2022 PROPOSED Representative(s) Open Space, Parks and Recreation Facility
Planning related to the Former Crestmoor High
School Site Redevelopment
(also called 2 x 2 )
The San Mateo Union High School District has expressed an interest in selling the Crestmoor High School site to a private party for redevelopment as a non-school facility. Crestmoor High School opened in 1962 and closed in 1980. The site is current used by various organization, including a continuation high school, Peninsula High School. In addition, the site includes sport (Soccer) fields that are maintained by the City and well-used by the public. The District plans to vacate and/or relocate all building occupancies at the site by 2022. The site is currently zoned as “R-1” for residential housing and the City’s General Plan Open Space and Recreation Element (OSR-8) states that “during reuse of the former Crestmoor High School site (designated for single- family resi-dential development), preserve the existing playing fields for recreational use per direction of the General Plan Update Committee.” The Committee shall meet with representatives of the San Mateo Union High School District to discuss how the District plans to address OSR-8 in the City’s General Plan.
R. Medina / L. Mason through
September 2021
M. Medina / L. Mason from
October 2021 - December 2021
M. Medina / L. Mason
RAC Advisory Committee An Advisory Committee for the City's new Recreation & Aquatic Center that is comprised of 8 individuals:
• 2 members of the City Council
• 2 members of the San Bruno Community Foundation Board • 2 members of the Parks & Recreation Committee
• 2 members of the Planning Commission
R. Medina / M. Salazar through
September 2021
L. Mason / M. Salazar from
October 2021 - December 2021
L. Mason / M. Salazar
Quarterly Homeless Committee To be added later R. Medina / M. Salazar through September 2021
M. Medina / M. Salazar from
October 2021 - December 2021
M. Medina / M. Salazar
Heart Committee The purpose of the Heart Committee is:
• Seek community input and perceptions of racial and social equity within the San Bruno. • Build trust and strengthen partnerships among local community-based organizations, public agencies, neighborhood groups and religious organizations to explore and elevate successful models and best practices for racial and social equity.
• Develop and support the implementation of events to enhance the “San Bruno Stands United Against Hate Campaign”.
• Submit recommendations for action to the San Bruno City Council designated to reduce or eliminate racial and social inequities and help the City of San Bruno better serve its diverse community.
L. Mason / M. Salazar L. Mason / M. Salazar
SB School Roundtable (Skyline, SBPSD, High
School, City Council)
The purpose of this Committee is to facilitate communication and collaboration among educational institutions within the City of San Bruno. The committee shall meet on a periodic basis with representatives from the San Bruno Park School District, San Mateo Union High School District and Skyline College. The committee shall be in existence as an Ad Hoc Committee in 2020 and be evaluated during the City Council’s appointment of committees in 2021. At such time, it shall be determined if the committee remains an Ad Hoc Committee or transitions to a Standing Committee.
R. Medina / M. Medina through
September 2021
L. Mason / M. Medina from
October 2021 - December 2021
L. Mason / M. Medina
SBPSD and City Executive Committee To be added later R. Medina / M. Medina through September 2021
L. Mason / M. Medina from
October 2021 - December 2021
T. Hamilton / L. Mason
Clean SB Action Committee To be added later Hamilton / M. Medina 298 of 299
2022 COMMISSION, BOARD AND COMMITTEE LIAISON ASSIGNMENTS Commission, Board or Committee 2021 2022 2023 2024 2025 Planning Commission T. Hamilton M. Salazar L. Mason R. Medina M. Medina Parks and Recreation Commission M. Medina T. Hamilton M. Salazar L. Mason R. Medina Senior Citizens Advisory Board M. Medina T. Hamilton M. Salazar L. Mason R. Medina Culture and Arts Commission R. Medina through September 2021 then T. Hamilton from October 2021 -
December 2021
M. Medina T. Hamilton M. Salazar L. Mason
Personnel Board R. Medina M. Medina T. Hamilton M. Salazar L. Mason Citizens Crime Prevention Committee L. Mason L. Mason M. Medina T. Hamilton M. Salazar Community Preparedness Committee L. Mason M. Salazar M. Medina T. Hamilton M. Salazar Traffic, Safety & Parking Committee M. Salazar L. Mason R. Medina M. Medina T. Hamilton Bicycle & Pedestrian Advisory Committee M. Salazar L. Mason R. Medina M. Medina T. Hamilton 299 of 299