Agenda, first session — San Bruno City Council, March 1, 2022

"The City with a Heart"
Rico Medina, Mayor
Linda Mason, Vice Mayor
Tom Hamilton, Councilmember
Marty Medina, Councilmember
Michael Salazar, Councilmember
AB361
CORONAVIRUS COVID19
On September 16, 2021, the Governor of California signed AB361 suspending certain provisions of the Ralph M.

Brown Act in order to allow for local legislative bodies to conduct their meetings telephonically or by other electronic means. Purusant to the CDC’s social distancing guidelines which discourage large public gatherings, the San Bruno City Council meetings are being conducted electronically. The meeting is not available for in person attendance.

If you would like to make a Public Comment on an item not on the agenda, or comment on a particular agenda item, please email [email protected] . Emails received before the special or regular meeting start time will be forwarded to the City Council, posted on the City’s website and will become part of the public record for that meeting. If emailed comments are received after the meeting start time, or after the meeting ends, they will be forwarded to the City Council and filed with the agenda packet becoming part of the public record for that meeting. Emails received will not be read aloud during the meeting.

Individuals who require special assistance of a disabilityrelated modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the agenda, agenda packet or other writings that may be distributed at the meeting, should contact Melissa Thurman, City Clerk 48 hours prior to the meeting at (650) 6197070 or by email at [email protected] . Notification in advance of the meeting will enable the City of San Bruno to make reasonable arrangements to ensure accessibility to this meeting, the materials related to it, and your ability to comment.

AGENDA
SAN BRUNO CITY COUNCIL SPECIAL MEETING
March 1, 2022
5:00 PM
Zoom Meeting Details
https://sanbrunocagov.zoom.us/j/81016941173?pwd=Q29nN3hDeERMMWF4ODBVaDFoUlpQZz09 Webinar or Meeting ID: 810 1694 1173 (audio only)
Participant ID: #
Webinar or Meeting Password: 446851
Zoom Phone Line: 16699009128 (same webinar ID and password as above) City Council meetings are conducted in accordance with Roberts Rules of Order. All regular Council meetings are recorded and televised on CityNet Services Channel 1 and replayed the following Thursday, at 2:00 pm.

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENTS FOR ITEMS NOT ON THE AGENDA
Individuals allowed three minutes. It is the Council’s policy to refer matters raised in this forum to staff for investigation and/or action where appropriate. The Brown Act prohibits the Council from discussing or acting upon any matter not agendized pursuant to State Law.

4. STUDY SESSION
a. Receive Report on the Downtown Parking Meters and Enhanced Parking Enforcement Project
b. Waive First Reading and Introduce Ordinance (Chapter 2.52) Regarding Police Department Acquisition and Use of Military Equipment; Approve Military Equipment Use Policy
c. Receive Report on Reducing the Impact of Drugs on Families (RIDOF) Pilot Program
d. Receive Report on Police Radio Encryption and Infrastructure Project

5. ADJOURNMENT – The next Regular City Council Meeting will be held on March 8, 2022 at 7:00 p.m.
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"The City with a Heart"
Rico Medina, Mayor
Linda Mason, Vice Mayor
Tom Hamilton, Councilmember
Marty Medina, Councilmember
Michael Salazar, Councilmember
AB361
CORONAVIRUS COVID19
On September 16, 2021, the Governor of California signed AB361 suspending certain provisions of the Ralph M.

1. CALL TO ORDER

2. ROLL CALL

5. ADJOURNMENT – The next Regular City Council Meeting will be held on March 8, 2022 at 7:00 p.m.
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City Council Agenda Item
Staff Report

In January 2019, the San Bruno Downtown Parking Study Final Parking Management Plan was prepared by CDM Smith for the City of San Bruno. The study found in their existing conditions analysis that, “Concern over parking issues in downtown San Bruno has intensified over recent years and outreach efforts have found that residents generally find the current conditions unacceptable. Population and job growth and housing costs have resulted in increased occupancy in the housing in surrounding neighborhoods, resulting in demand for parking that exceeds the existing supply.”
The plan made a set of phased parking management recommendations to manage the downtown area’s high afternoon and evening parking demand, help users find and use available parking, improve parking availability for residents, and potentially increase the parking supply.

Some of the recommendations included:
Adjust enforcement hours to better manage the heavy-use evening period Adjust time restrictions, primarily to convert 5-hour spaces to 10-hour spaces for employees
Install improved signage to help drivers locate available parking Install parking meters on San Mateo Avenue to encourage short-term parking and direct long-term parkers into lots
Formalize overnight parking arrangements in public lots to increase supply available to residents
In October 2019, the San Mateo Avenue Conceptual Streetscape Plan which describes the concept-level design intent that was developed through a community engagement process was finalized. The objective of this plan is “to provide design guidance for the public right-of-way to support the City’s goals of beautifying the public realm, supporting local businesses, spurring investment within the downtown core, enhancing the downtown’s character, and increasing the attractiveness of the downtown as a destination.”
The San Mateo Avenue Streetscape Plan follows the Downtown Parking Management Plan’s recommendations by including recommendations for:
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6 Wayfinding signage to direct drivers and pedestrians to and from the on-street parking lots
Safety and character improvements in the paseos, which provide critical connections to the on-street parking resources
Locations for parking-meter kiosks
The Traffic Section of the San Bruno Police Department has the primary responsibility for conducting parking enforcement throughout the city. The Traffic Section is allotted two full time Community Service Officers and three part time Community Service Officers to perform these parking enforcement duties. All of these CSOs are responsible for other duties beyond parking enforcement, which are critical to police operations. There is more detail provided on these other duties later in this report. This level of staffing has proved insufficient to conduct adequate parking enforcement throughout the city on a regular basis, and it affords very little time for proactive parking enforcement activities. This problem has been exacerbated by recent California Public Employee Retirement System (CalPERS) limitations on the hours that a part time employee can work, not only limiting the contribution that part time staff can make, but also making it very difficult to fill part time vacancies. This hiring difficulty is compounded by the fact that our rate of pay for part time CSOs is well below the rate in surrounding agencies.

Recent court decisions and lawsuits have also made parking enforcement activities increasingly difficult. As an example, the tire chalking procedures that have long been used to conduct timed parking enforcement and to abate abandoned vehicles are no longer lawful. Conducting the parking enforcement that the aforementioned studies have identified as so critical to quality of life in our city, especially in the downtown corridor, is not possible with currently allocated resources.

In its Strategic Initiatives for FY2021-22, the City Council included deployment of a downtown parking meter program, enhancement of citywide parking enforcement capabilities and add wayfinding signage for parking lots in downtown. Based upon their clear areas of overlap, these three initiatives have been combined into one joint project with the Police Department taking the lead.

DISCUSSION:

Limited Staff Hours to Conduct Proactive Parking Enforcement As previously mentioned, the Traffic Section is normally allotted two full time Community Service Officers and three part time Community Service Officers to perform traffic and parking enforcement related duties. While this gives the first impression that there are five CSOs on patrol and available to respond to any parking complaints each day, in reality there are at most a total of three; the two full-time CSOs and one of the part-time CSOs. This due to CalPERS rules for part time employees which now limit the part time CSO’s to working a maximum of 1000 hours annually which results in them being only able to work two days a week. This results in the three part-time CSOs each only working two days a week for a total of six days of staff coverage by them.

The two full-time CSOs are tasked with conducting street sweeping enforcement which occurs typically two weeks each month: on the 1st and 3rd weeks. This means on the 1st and 3rd weeks of the month, the two full time CSOs spend considerable portions of their shift conducting street 4 of 214
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6 sweeping enforcement by following the street sweepers’ fixed routes, and they are unavailable to respond to other parking complaints or perform any other CSO duties, leaving only the one part-time CSO working that day available to respond to parking complaints and calls for service.

The full time CSOs also investigate storage of vehicles on the street complaints (SBMC

7.16.100: 72-hour street parking limit). These investigations are extremely labor intensive and time consuming as they must first locate the vehicle, then process the vehicle by taking photos and documenting the position of the vehicle and surrounding area, placing a warning notice on the vehicle, and entering the information into the CAD system. The CSOs then must return to the location at least 72-hours later to determine if the vehicle has been moved. In 2019, the Department had 2735 “abandoned vehicle” complaint incidents, which equates to 52 incidents per week. This further breaks down to about 10 new incidents each day that CSOs must process.

The two full time CSOs are responsible for for many other duties that are critical to regular police operations as well. This not only limits the scheduled hours that they are available to work on parking enforcement issues, but also oftenresults in them being taken away from their parking enforcement activities to assist with more pressing police matters. Such duties include, but are not limited to: taking cold crime reports, taking collision reports, transporting property and evidence, delivering and picking up correspondence, helping maintain the vehicle fleet, backfilling for other duties such as Court Officer, etc.

With the limited staff time, there are normally no CSOs working after 2:30 p.m., and there are currently no enforcement hours to manage the heavy-use evening period in the downtown area as identified in the aforementioned studies.

Unable to Conduct Timed Parking Enforcement Through Traditional Tire Chalking Procedure The CSOs are tasked with conducting timed parking enforcement in the City. Previously. this would entail the CSOs traveling a timed parking enforcement route to mark vehicles’ tires with chalk in timed parking areas, including El Camino Real, the San Mateo Avenue downtown area, and City Lots. A CSO then must return two to five hours later to determine if any of the parked vehicles are parked over the time limits. In 2019, the US Sixth Circuit Court of Appeals ruled against the city of Saginaw, Michigan in a lawsuit brought about by a person who received parking citations that resulted from a parking enforcement officer chalking their tires. The court ruled that chalking a vehicle’s tires constituted an illegal search by the government in violation of the Fourth Amendment. The city of Saginaw brought more arguments in front of a lower court but in August 2021, the US Sixth Circuit Court of Appeals reaffirmed their decision that chalking tires was illegal. San Bruno is located in the US Ninth Circuit Court District, and the Sixth Circuit Court decision technically does not currently affect the Bay Area. However, on September 4, 2021, a plaintiff brought a class action lawsuit against San Francisco for $50 million for receiving a parking citation because of their tires being chalked. That same day, a similar lawsuit for $5 million was filed against the City of San Leandro by the same attorney. Based on these events, the Police Department has had the CSOs stop chalking vehicle tires to mitigate any potential liability to the City.

These limitations in being able to chalk tires for timed parking enforcement and the very few discretionary staff hours available for proactive parking enforcement have resulted in challenges for the Traffic Section to be able to address the community’s recurring requests for parking enforcement in their neighborhoods.
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6 Hybrid Outsourced Parking Enforcement and Downtown Metered Parking as an Option The Police Department has explored the possibility of combining outsourced parking enforcement services to a private vendor, with establishing metered parking in the downtown area, as an option for mitigating these challenges and fulfilling some of the downtown parking study’s recommendations.

Notably, the benefits of linking contracted parking enforcement and the installation of downtown parking meters include:

1. Having full time contractors dedicated solely to parking enforcement will greatly increase the City’s ability to respond to residents’ parking enforcement requests as well as to be able to consistently conduct proactive parking enforcement efforts.

2. Establishing downtown metered parking will allow for a more fair and consistent movement of vehicles from the limited parking spaces in the downtown area and City Lots. Enforcement of metered parking violations will be easier, faster, and will not require the chalking of tires and its accompanying liability concerns.

Outsourcing parking enforcement has been done with good success in many cities, including locally by the City of San Mateo. As a direct response to their community’s requests, the City of San Mateo re-engineered their approach to parking enforcement in 2019 by designing a hybrid model. The City of San Mateo partnered with a parking services company called Serco to address downtown parking, their growing residential parking permit program, and other regular services; while still retaining CSOs to handle abandoned vehicle abatement and other requests that might require a community policing-type response. Serco began operations in February 2020 with one employee, and their operation has grown to nearly ten employees to manage the parking enforcement needs of San Mateo. Staff has spoken with San Mateo Police staff who advised that they are very satisfied with the company’s parking enforcement services. On May 1, 2021, there was an official transition from Serco to another private company named LAZ Parking as Serco wanted to focus on federal contracts instead. Serco sold their assets to LAZ Parking and existing staff transferred over. San Mateo Police staff advised they are also satisfied with the parking enforcement services now being provided by LAZ Parking.

San Bruno staff has consulted with LAZ Parking regarding the possibility of outsourcing some parking enforcement services and establishing metered parking in the Downtown area and City Lots. To this point, staff has focused in on LAZ Parking for several reasons. In the early stages of this process, staff assessed other vendors for the parking meters portion of this service and found LAZ to be by far the most responsive, accommodating, and affordable. Additionally, LAZ Parking was the only vendor that was able to demonstrate several local successes in providing the array of services required. LAZ was also the only vendor that could serve as one point of contact, aggregated all of the services we require for this program. LAZ’s services are also part of the National Cooperative Purchasing Alliance, a GSA Cooperative. LAZ Parking is a national parking company, headquartered in Hartford, CT, with regional offices across the U.S. LAZ Parking has broad experience and their portfolio includes major on-street and off-street municipal parking, mass transit parking systems, entertainment/event parking, commercial, residential buildings, hotels and resorts, office buildings, mixed-use projects, hospitals and medical complexes, airports, university parking, shuttle services and valet-oriented parking.

Some of the municipalities they have contracts with include City of West Hollywood, City of 6 of 214
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6 Inglewood, City of Palo Alto, City of Salinas, Santa Ana Police Department and the San Mateo Police Department.

The following proposal for parking enforcement and related services was collaboratively created by Staff and LAZ Parking to be a program which will fulfil the City’s parking enforcement needs and meet some of the recommendations of the San Bruno Downtown Parking Study Final Parking Management Plan. The proposal is for LAZ Parking to provide:

Parking Enforcement Services
Four full-time Parking Enforcement Representatives (PERs) which would provide for parking enforcement coverage from Monday-Saturday with 3-4 PERs working each day.

The PERs will wear LAZ polo shirt uniforms, name tags and LAZ badges. PERs will be equipped with TurboData TicketPro electronic citation writers which are what the Police Department CSOs also use. Having 3-4 full-time PERs working each day would allow for later enforcement hours to manage the heavy-use evening period in the downtown area. Two part-time PERs would be provided on the 1 st and 3rd Mondays and Tuesdays to supplement street sweeping enforcement. This would allow for the other PERs to continue to focus on general city-wide parking enforcement as well as parking enforcement in the downtown area.
One Project Manager and one Regional Manager to manage all of the services we contract with LAZ to provide.
Four ALPR-equipped parking enforcement vehicles which are typically Toyota Prius sedans. The vehicles will be marked as LAZ vehicles, equipped with amber strobe lights, Automated License Plate Reader system and a GPS tracking system. LAZ Parking is responsible for all vehicle maintenance and insurance. The License Plate Reader system continually reads parked vehicles’ license plates and/or vehicle descriptions as a PER drives the vehicle on patrol. The ALPR system will alert the PER if it detects a possible vehicle that is parked beyond the allowed time limit or a vehicle that has not paid in a metered location.
A Parking Enforcement Office will be leased by LAZ Parking within the City to provide a location for their PERs to have a briefing, use a computer, take breaks, and provide parking for their vehicles.

Establish Metered Parking
LAZ will facilitate the establishment of metered parking in the San Mateo Avenue downtown area, and in the eight (8) City parking lots. Information on the street parking spaces in the downtown area currently controlled with timed parking restrictions was referred to LAZ Parking’s sub-contractor Mackay Meters to provide a proposal to install parking meters for those street parking spaces, along with installing pay stations for the eight City parking lots. The 189 timed parking spaces that are proposed to be converted to metered parking spaces matches the count of the 189 timed parking spaces listed in the January 2019 San Bruno Downtown Parking Study. MacKay Meters estimated 31 single space and 79 two-space meters (a total of 189 street parking spaces requiring a total of 110 poles) will be needed to service the street parking spaces and 17 pay stations will be needed to service the eight City Lots. Mackay Meters proposal and maps of the proposed meter and pay station locations is attached.

The parking meters for street parking would be pay by space while parking in the City Lots 7 of 214
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6 would be pay by plate. With a pay by plate system, there could be accommodations made for long term parking. Short term parkers would pay at the pay station and enter their license plate number. Those users would be subject to the timed parking limits of the lot. A permit system could be utilized to allow for long term parking. For example, there could be business permits allotted for downtown businesses so that business owners and employees could park for longer than the timed parking limits of the lots. There could be an overnight City Lot parking permit for residents so that they could park overnight in the city lots. These are consistent with some of the recommendations in the 2019 Downtown Parking Study to:

1. Adjust time restrictions, primarily to convert 5-hour spaces to 10-hour spaces for employees

2. Install parking meters on San Mateo Avenue to encourage short-term parking and direct long- term parkers into lots

3. Formalize overnight parking arrangements in public lots to increase supply available to residents
Parking Permit Processing Services
Turbo Data Systems (TDS) provides parking citation processing services and is the vendor that the Police Department currently uses for that purpose. The Police Department also uses the TDS TicketPro electronic citation writers which allow for parking citations to be quickly completed and issued and allows for data integration with the back-end parking citation processing system. TDS also has a Parking Permit program which is a cloud-based system designed to allow residents and business owners to apply for and purchase parking permits online. The system can be used for business parking permits for long term parking by business owners and employees as well as Residential Zone parking permits so that it can be used to allow for overnight parking in the City Lots as well as be utilized for a Residential Parking Permit Program Zone permits. The system allows for annual permit renewals, by letter generation and mailing and/or electronic notification. Applicants can register for an account and upload required documents which can then be verified by the City or TDS. Upon approval, the applicants will be notified to submit a permit request for the district/zone. The permit management system is scalable and designed to handle multiple permit types. The preferred type would be Virtual Permits which uses the vehicle’s license plate number as the permit. The Permit pricing can be tier-structured, prorated or allow for special exceptions, discounts, pickup, delivery, etc. The system allows for both TDS and designated City staff to issue and administer permits as needed.

FISCAL IMPACT:

The estimated known costs for outsourcing parking enforcement services, establishing metered parking in the downtown area and City Lots, and utilizing the TurboData Parking Permit Program are below. The capital expenditure for the parking meters and pay stations and vehicle License Plate Readers are built into the LAZ Parking quote to provide parking enforcement services at a 36-month term at 7% financing.

1. LAZ Parking to provide parking enforcement services and staff, provide their own office space and vehicles equipped with LPR’s, have parking meters and pay stations installed on pre- installed poles and pads in the downtown area and City Lots through MacKay Meters. With a 36-month term, $45,000 monthly

2. LAZ Parking to service and collect revenue from the meters and pay stations, $3500 monthly
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6 3. Turbo Data Systems Permit Program to manage the City’s residential and business parking permit program and issue permits, $1000 monthly
Total estimated monthly costs: $49,500
Total estimated annual costs: $594,000
At the end of the of the 36-month term, the City would retain ownership of the parking meters and pay stations as well as the vehicle License Plate Reader systems. At that point the monthly costs would drastically reduce as the only costs would be for services.

There are some expenses associated with this project that have not yet been determined, including:

1. Installing the 110 poles for the meters and the 17 concrete pads for the pay stations. Public Works will be working to obtain a quote and/or provide an estimate for this portion of the project.

2. Install improved signage to help drivers locate available parking and wayfinding signage to direct drivers and pedestrians to and from the on-street parking lots.

3. Create and adopt a new San Bruno Municipal Code Chapter authorizing metered parking and metered parking violations.

The average monthly revenues from parking citations over the past five (5) years has been approximately $54,995/month. This amount alone is sufficient to cover the currently estimated cost of this program at $49,500/month. Based upon deployment of similar programs in other jurisdictions, the City can expect a substantial increase in citation revenue with the enhancement of enforcement capabilities.

Additionally, this program will generate substantial revenues through the paid parking meters and paid City parking lots, as well as through the potential sale of various parking permits.

Further fiscal analysis can be conducted to better estimate these revenues after staff has received direction as to parking/permitting fee amounts, but suffice it to say that overall, deployment of this program should generate a net fiscal gain for the City.

Furthermore, City Council has allocated $225,000 to the Capital Improvement Project for installing parking meters downtown in the current CIP budget.

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 on the Downtown Parking Meters and Enhanced Parking Enforcement Project ALTERNATIVES:

No specific action requested at this time, so no alternatives noted. 9 of 214
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6 ATTACHMENTS:

1. Quote from LAZ

2. Quote from MacKay

3. Quote from TurboData

4. Area maps from LAZ

5. San Bruno Downtown Parking Study Final Parking Management Plan 10 of 214

Proposal for Parking Enforcement Services
City of San Bruno Police Department
Submitted by:

LAZ Parking
1730 South Amphlett Boulevard, San Mateo, CA, 94402
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October 27, 2021

Lieutenant Gene Wong
San Bruno Police Department
1177 Huntington Ave, San Bruno, CA 94066

Reference: Parking Enforcement Services

Dear Mr. Wong,

LAZ Parking is pleased to submit our proposal for Parking Enforcement and related services for the City of San Bruno Police Department.

Our local presence and proven track record make us the ideal company to serve the San Bruno Police Department for its parking enforcement and parking compliance needs. Providing exceptional service is not just something we do; it is who we are. We trust that this has been clearly demonstrated by our past success throughout California, as well as by our vision for what can be done in the years ahead in the area.

LAZ Parking offers our customers turnkey parking enforcement solutions that are designed to provide fair and consistent enforcement to improve the quality of life in the communities we serve, with reliable and cost-efficient service-led program management. LAZ has a seasoned, experienced, and realistic understanding of the challenges specific to your operations. We take pride in our delivery of superior service to our customers, and we hope to develop a longstanding partnership with the City of San Bruno and the San Bruno Police Department. If we are given the opportunity to serve the City, we are prepared to align our efforts with your enforcement objectives to deliver high-quality results and value for you.

Please do not hesitate to contact me at 714.290.4854 or via email at [email protected], should you have any questions or need additional information.

Sincerely,

m. mansoor

Muhammad Mansoor
Vice President
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Section 1. EXECUTIVE SUMMARY

UNDERSTANDING OF THE CITY’S INTENT AND OBJECTIVES
The San Bruno Police Department is conducting preliminary research and is looking for a successful partnership with a reputable and financially stable professional company with demonstrated skills and technical ability that provides high levels of customer service and satisfaction to fulfill the parking enforcement needs. The challenge is finding a firm that can mirror department’s processes for screening, hiring and training professionals that can deliver consistent level of service and follow San Bruno Police Department’s pledge to improve the quality of life for everyone who lives, works, and does business in the community. Furthermore, we
understand that it is your desire to provide a focused
approach to parking enforcement to improve compliance and better response time for calls for service to ensure citizen satisfaction. To achieve this goal, you need stability and consistency in parking enforcement activities so the needs of the department, the citizens and visitors can be addressed in a timely manner. This is the only way to manage a comprehensive parking enforcement program.

OUR QUALIFICATIONS TO ACHIEVE THE CITY’S OBJECTIVES
We have a strong track record of collaborating with our clients, bringing innovation and professionalism to each client we serve. As a company at the forefront of parking systems, LAZ exceeds the minimum qualifications required to support this project. We provide a broad range of experience and proven success we have achieved in wider on street parking markets. Our longstanding relationship with many cities and government agencies across North America is a testament to our commitment to our clients. Our experience in parking enforcement and related services is unmatched, more specifically, our footprint in CA. Collectively, across the United States, LAZ is the premium provider of parking enforcement services. Today, we issue and manage close to 1 million parking tickets per year – more than any other contractor in privatized municipal operations. We have been an effective, committed, and dedicated partner in the overall success of our customers. Our knowledge of local and national parking enforcement standards comes from over 40 years of working with city governments across the United States. As a full- service parking management company, we understand the benefits of a well-managed enforcement program and consistent execution of parking enforcement. LAZ has transitioned multiple comparable enforcement programs in the past. Within CA, we currently provide parking enforcement services for the cities of San Mateo, Palo Alto, Salinas, Inglewood, West Hollywood and Santa Ana.

OUR PROPOSED APPROACH
In keeping with San Bruno PD’s mission “We are dedicated to preserving our community’s peace while adhering to the highest level of ethical standards and professional conduct.”, LAZ is ideally suited to represent San Bruno Police Dept. in its efforts to facilitate effective functioning and development of the community through delivery of quality citywide parking enforcement WHY LAZ?
Qualifications - Unmatched parking enforcement
experience. We issue approximately 1.5 million
parking citations annually with an average dismissal
rate of < 5%
CA Specific Knowledge – Proven track record with
comparable contracts throughout CA
Analytics & Innovation – Offer Data Visualization
Tools and Dashboards to monitor KPIs and
Performance Metrics
Best in Class Processes – Deployment Strategies,
Route Optimization, Online Training, Strict SOPs
and Community Outreach Programs
Corporate Resources – Financial Stability, Support
Services, Audit & Transparency
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services. LAZ fully understands the challenging environment of providing on-street enforcement services year-round, in diverse and sometimes challenging conditions. Our expertise centers on supporting large-scale municipal on-street parking operations. We possess the specific processes for screening, hiring, motivating, training, optimizing routes, and maintaining quality controls to meet performance and financial objectives.

HOW OUR PROPOSED APPROACH ACHIEVES CITY’S OBJECTIVES
Our approach to achieving the City’s objectives is based on efficiency and automation. LAZ’s plan revolves around proven and tested processes for performance measurement. Drawing on our local and international experience, our approach revolves around the following; Management Team Made up of Seasoned Parking Professionals To make this program a success right from the start, we have put together a team of professionals with a combined municipal parking experience of over 200 years and hands on knowledge of managing complex parking enforcement programs. This leaves no transition risk and ensures continuity of operations and enhancement of enforcement based on specific CA experience.

Believe staff selection and training is a high priority We employ multiple methods to carefully select the most qualified enforcement personnel, train and educate the workforce, and provide them with tools needed to succeed. We have the capacity and the flexibility to scale up rapidly to accommodate special events or supplemental enforcement requests with over 150 trained personnel within a 20-mile radius of San Bruno.

Strict Quality Control Procedures
Our proven and field-tested Standard Operating Procedures translate into strict Quality Control efforts. We proudly maintain our ticket accuracy performance above 97 percent. Ticket accuracy equates to fewer administrative hearings, improved program reputation, and enhanced collection revenues. Additional benefits include improved officer productivity, consistency, and customer service.

Technology Driven Solutions
Building upon our existing data capture and reporting methods, LAZ has invested in automated systems with our Business Intelligence tool, which enables our clients and management to view performance measurement in real-time.

CONCLUSION
We love working with progressive and innovative cities like San Bruno who embrace the changes required for growth while still honoring their values. With this attitude, a partnership with LAZ can transform San Bruno parking enforcement program into an efficient program that is manageable, sustainable, profitable. We have done it for other cutting-edge programs including San Mateo, West Hollywood, and Inglewood. If you are ready to improve the overall citizen experience and increase your enforcement activities within the first year of implementation, we are ready to take you there. We are eager to discuss in detail our approach to managing each step towards that goal, and what you can expect along the way. But your biggest expectation should be one of success. Let’s make it happen. Let’s get San Bruno parking enforcement program on the map of leading enforcement programs in California. 14 of 214

Section 2. MANAGEMENT PLAN AND METHODOLOGY

2.1 UNDERSTANDING OF SCOPE OF WORK AND OBJECTIVES TO BE ACHIEVED The City of San Bruno is a vibrant mixed residential and commercial community. Parking enforcement services are currently provided and managed by the San Bruno Police Department.

In the past 3 years, total citations issued were as follows: [2018 – 14498], [2019 – 17370] and [2020 – 10370]. Street sweeping and timed parking enforcement are the most common parking citations. In 2019, the department lost both of their GO-4 parking enforcement vehicles to collisions. Those vehicles allowed their CSO’s to chalk vehicles while driving. Without those vehicles, they couldn’t do consistent timed parking enforcement on El Camino Real and could only do timed parking enforcement in the downtown area and City Parking lots by walking a route once or twice a day instead of the three passes they were doing before. In 2018, the City started a “parked blocking the sidewalk” education and warning campaign followed by saturated enforcement. Many of the driveways in San Bruno are too short to fully accommodate vehicles; the vehicles extend over the sidewalk and block access for pedestrians. Likewise in 2019, the City started a “parked the wrong way” warning campaign followed by a saturated enforcement period which the reason for the increase in citations in 2019. These two violations were not very proactively enforced before these campaigns; however, they are now regularly as they are of great concern to many residents. CSOs are often pulled out of their normal enforcement routes to perform other duties. To ensure consistency in parking enforcement activities, the City is looking for a successful partnership with a reputable company with demonstrated skills and technical ability that provides high levels of customer service and satisfaction to fulfill the parking enforcement needs of the residents and business community.

2.2 METHODOLOGY AND PROPOSED APPROACH
To meet these objectives, it is LAZ’s commitment to provide a knowledgeable, well-trained, and motivated team focused on a balanced approach of fair and consistent parking enforcement. We have dedicated ourselves to providing professional and ethical parking enforcement services with the goal of improving the overall safety and quality of life for residents, visitors, and businesses in the cities we service. LAZ’s years of industry experience has given us firsthand knowledge of the most important aspects of providing parking services. We have taken the time to develop and refine best practices for every detail related to the delivery of our services. We make a crucial, noticeable difference by offering better processes with a proactive management style and through a comprehensive employee screening, onboarding, and training process. These capabilities come only through experience, knowledge, forethought, practice, and discipline. The highlighted areas of this section further illustrate our approach to organizing and implementing the parking enforcement services desired by the City and the ways in which we differentiate from our competitors and deliver higher quality.

The City of San Bruno Police Department has identified the primary enforcement responsibilities to include enforcement of no-parking zones, street sweeping, time-restricted parking, and enforcement of metered areas in the future. Additional essential duties could include responding to parking or vehicle complaints such as blocked driveways, conduct traffic control as directed by the department, and participate in special events, and other duties as assigned.

LAZ recognizes that fair, equitable, and consistent enforcement of these regulations help improve quality of life within the city. It is important that City streets are not used for long term 15 of 214

parking, taking up much needed parking for residents and businesses. These conditions also invite crimes of opportunity such as thefts of property from motor vehicles and vandalism. LAZ staff will be trained to identify such vehicles and report them to SBPD. As an additional benefit, LAZ parking enforcement personnel will also identify and report any unlawful act, condition, or deficiency that may pose a hazard or danger to the public. This includes missing, damaged, obstructed, or conflicting parking signs and curb markings. We will provide parking enforcement services utilizing the best methods suited for the situation. These services include vehicular patrol to maximize the range of enforcement and foot patrols in high occupancy, congested areas such as business district. Foot patrols will also enable parking enforcement representatives to become better acquainted with citizens and business owners. We put an emphasis on the importance of maximizing enforcement coverage and parking compliance. To achieve this goal, LAZ has strict controls in place that ensure the issuance of quality citations. Quality citations not only address parking issues, but they also help to reduce complaints and encourage compliance.

LAZ will first meet with the City to identify parking issues, public concerns, and the City’s enforcement policies and practices to develop a focused value based approached to enforcement.

LAZ’s value-based service ensures everyone is treated fairly and with courtesy while addressing parking problems.

To achieve maximum enforcement, compliance, and revenue generation, LAZ will also rely on our multi-step audit program and Quality Control (QC) process that include sampling of daily citations and corrective actions including retraining of staff for officer errors. With regular quality checks and strict controls, we minimize both officer error and the dismissal rates, which results in maximizing collections on tickets issued. LAZ is aware that enforcement of parking regulations is only one part of the parking enforcement process. The California Vehicle Code affords those who have received a parking citation a fair and impartial adjudication process. LAZ personnel will be properly trained to assist the public with questions regarding the procedure to contest a parking citation. Staff will also be properly trained to participate in court testimony or hearing or subsequent process involving a contested or challenged parking citation. We recognize that proper initial and ongoing training is critical to providing excellent service.

Inadequately trained personnel are more likely to make mistakes that unnecessarily inconvenience the public we serve. Citation errors also negatively affect LAZ and the City’s credibility. As such, we remain committed to providing our staff with initial and continuing training as described later in this section.

2.3 FAIR AND CONSISTENT PARKING ENFORCEMENT – “CREATING A CULTURE OF COMPLIANCE”
Parking Enforcement is an essential function of any on -street parking system. However, a successful parking enforcement program should not be defined solely by the volume of citations issued or revenue generated through parking violations . At LAZ, we take a comprehensive approach, utilizing our national experience and best industry practices to create a culture of compliance. The ultimate goal of improved compliance and adherence to time restrictions is to generate turnover of the highest demanded parking s paces and to improve quality of life within the City in the case of street sweeping . LAZ's commitment is to provide a customer -centric approach to parking enforcement. Unlike traditional parking enforcement programs, our approach focuses on public education as well as business and community outreach, fostering increased compliance without alienating us from the community. LAZ will provide a team of parking enforcement ambassadors that will not only be trained on the fundamentals of customer service, 16 of 214

but it will also provide a uniformed and highly visible presence for aiding citizens and visitors every day. Some typical examples of our enforcement services include:
• Providing brochures, directions, or a map to someone looking for a particular place of interest (e.g., Restaurant, Administration, Library, etc.). • Aiding customers with changing flat tires or jump starting a dead battery. • Calling for Police assistance or reporting suspicious activity. • Providing a friendly explanation of why a vehicle received a ticket. • Explaining the appeals process to a citizen or visitor that received a ticket. • Visiting merchants to discuss any problems or concerns in a proactive and professional manner.
• Actively participating in merchant association and civic meetings.

Another part of our customer-centric approach will be to assist the City with administrative review process to address citations that may be unwarranted. This administrative review will allow us to correct matters associated with inadequate signage, malfunctioning meters, handicap parking and similar violations that should not burden the courts.

2.4 USE OF LPR TECHNOLOGY FOR TIMED PARKING

ZONES AND PERMITTED AREAS
Our proposed management plan for San Bruno includes
implementation of cutting edge LPR technology and to equip our parking enforcement officers with GPS-enabled license plate scanners and data analytics tools that can identify a parked car that hasn’t moved within the restricted time limits and confirm whether a tire has rotated at all. This will also enable our enforcement personnel to cover more curb miles resulting in an increase in patrol passes of each patrol area. Use of LPR technology will allow Digital Time Marking of vehicles parked in timed parking zones without a need to use physical chalking of tires, a traditional method that is under scrutiny and legal review. Two federal lawsuits have been recently filed claiming that the use of chalk to mark tires for tickets in San Francisco and other cities tickets is unconstitutional because it is violation of drivers’ Fourth Amendment right to be free of unreasonable searches and seizures.

2.5 COMPLIANCE WITH SCOPE OF WORK
We understand that the primary goal is to provide parking enforcement services to cover citywide street sweeping routes and enforce all timed parking areas including City lots and city streets with timed parking restrictions. We recognize that some of the City’s requirements may evolve over time such as enforcement of Residential Permit Areas and any curbs or lots that are converted to paid parking in the future. We believe that our approach of giving extensive autonomy to our Project Manager and Regional Manager will enable us to respond to evolving requirements quickly and effectively over the term of the contract. Many of the tasks and methodologies described in this section are performed by our staff at our other parking enforcement contracts such as in the neighboring City of San Mateo. We have drawn upon our extensive experience to present the highest quality and most cost-effective operational proposal. 17 of 214

We have a thorough understanding of the work and responsibilities that the provision of parking enforcement services for the City of San Bruno entails. As a full-service enforcement provider, we do not foresee major difficulties in meeting the requirements contained in the scope.

2.5.1 Task 1 – Parking Enforcement Responsibilities

2.5.1.1 Enforcement Areas
Timed Parking Enforcement Routes
• Route #1 - El Camino Real; Lot 1; Lot 2 (2 hour); Angus Ave; Sylvan Ave; Easton Ave; Lot 8; Kains Ave; Library Lot; Jenevein Ave; San Mateo Ave; Hensley Ave; San Bruno Ave; Green Ave; Easton Ave; Lot 2 (5 hour); Lot 3; Lot 4; Lot 5; Lot 7; Lot 6 • Route #2 – El Camino Real; Lot 1; Lot 2 (2 hour and 5 hour); Lot 3; Lot 4; Lot 5; Lot 7; Angus Ave; Sylvan Ave; Lot 6; San Bruno Ave; Easton Ave; Lot 8; Kains Ave; Library Lot; Jenevein Ave; San Mateo Ave; Hensley Ave; Green Ave; Easton Ave

City Parking Lots – Timed Parking
• Lot 1 – 415 Mastick Ave/ Taylor Ave - 2 hour
• Lot 2 - Mastick Ave/ Cypress Ct – Half 2 hour / Half 5 hour • Lot 3 – 495 Mastick Ave/ Sylvan Ave SB - 5 hours
• Lot 4 – 521 Mastick Ave/ Sylvan Ave NB - 5 hour
• Lot 5 – 571 Mastick Ave/ Angus Ave/ Maryland Pl - 5 hour • Lot 6 – 481 Sylvan Ave /Green Ave - 5 hour
• Lot 7 – 381 W. Angus Ave /Easton Ave - 5 hours
• Lot 8 - 659 San Mateo Ave - 2 hour
Street Sweeping Enforcement
• 1st & 3rd Mon: 0900-1100 hours, 1100-1300 hours
• 1st & 3rd Tue: 0600-0700 hours, 0900-1100 hours, 1100-1300 hours • 1st & 3rd Wed: 0500-1330 hours
• 1st & 3rd Thu: 0500-1330 hours
• 1st & 3rd Fri: 0900-1100 hours (Shelter Creek Ln, just one street)

2.5.1.2 General Responsibilities
Parking Enforcement Representative Responsibilities
• Enforce Municipal and State Vehicle Codes related to parking and registration violations issues citations and tows vehicles as required
• Provide traffic control assistance to the Police Department upon request • Patrol City streets, parking lots, future RPP and parking metered areas for parking violations or abandoned vehicles
• Receive and respond to radio calls for parking related complaints • Assist citizens with parking and traffic issues or questions • Report circumstances requiring police action
• Report safety hazards
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• Report damaged equipment, unclear signage or street markings, and missing, damaged or conflicting parking signs or traffic control signs
• Report parking abnormalities or abnormal parking patterns • Provide beat analysis and report malfunctioning parking meters

Day in the Life of a PER. Daily Enforcement Flowchart Translates into High Quality.

2.5.1.3 Officers to use ‘San Bruno Responds’ App powered by ACCELA for Calls for Service and to Reporting Deficiencies
Since our officers are out in the field and enforcing regulations, it is important for them to report any irregularities such as faded signs or curbs and respond to any calls for service using the City of Bruno public response app, ‘San Bruno Responds’. Our officers will be required to check the City app once per hour at a minimum and respond to parking issues accordingly as directed by City of San Bruno. LAZ has had experience using similar apps in other California cities including hands on experience with Accela Inc. application which is used in the City of West Hollywood. At our other contracts, we report various deficiencies, including trees blocking signs, abandoned bulky items, broken meters, and missing or damaged signs. LAZ has also worked with handheld software providers to add the City Apps onto all the handhelds, yielding statistics summarized in the sample report in Exhibit 2-1 below.

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Exhibit 2-1. Accela App Submissions from WHPE

2.5.1.4 Citation Issuance
PERs will be trained on issuing citations electronically using Turbo Data TicketPro handhelds which also has the capability of capturing digital photos of each violation. Our officers will also be trained on completing handwritten citations legibly. Prior to deployment each day, during morning briefing, any out of the ordinary situations are discussed and all exceptions, if any, for any violations will be given to staff by shift lead such as “do no cite” pass-downs by SBPD.

Turbo Data has the ability to provide report separating citations issued by LAZ enforcement staff and citations issued by SBPD staff.

2.5.1.5 Level of Service
As part of our due diligence, our team drove all areas of the City multiple times to determine the best staffing schedule that would provide a level of service that promotes a positive parking experience for the constituents and visitors of San Bruno. We understand the scope of the project and can also foresee the need for additional enforcement services that may not have been realized with a minimum level of staffing. We have experienced firsthand an increase in both citation issuance and demand for additional enforcement services in the cities of San Mateo, Palo Alto, Salinas, Inglewood, and Santa Ana, all of these are first time outsourced programs.

In the baseline schedule, the scope of work would be divided among 4 full time PERs with one of them acting as a lead PER. Full time PERs will be on a 40 hours per week schedule with approximately 1,920 annual productive hours. In addition, 2 Part Time PERs from our San Mateo program will be added each 1st and 3rd Monday; and each 1st and 3rd Tuesday to supplement street sweeping enforcement. With dozens of trained officers in the area, we are in a unique position to ramp up staffing and have the ability to scale up quickly should the demand for enforcement increase over time. Cost of any additional enforcement hours will be calculated and billed at the proposed PER Time & Material (T&M) man hour rate as presented in the Cost Proposal.

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2.5.2 Task 2 – Equipment

2.5.2.1 Vehicles
LAZ will furnish four (4) parking enforcement vehicles for parking enforcement activities based on the proposed staffing plan. With the approval of the City, it is our intent to supply 2021 model Toyota Prius sedans. In addition, it is our plan to consider alternative means of transportation, such as bicycle(s), in areas
where automobile enforcement
is not practical.

Global Positioning System
(GPS)
Each vehicle will be equipped
with GPS tracking devices. This
type of tracking system will
provide up to 60-second updates
on vehicle and phone
movement, driving behavior, and
idle times and send alerts to emails and cell phones for infraction of a set rule. The ability to monitor movement and driving behavior and patterns of enforcement officers will allow management to address issues promptly, create efficiencies, and improve officer productivity.

Not only does the system provide a live feed of vehicle activity, but also records are archived in case of complaints (e.g., for driving over the speed limit or skipping violating vehicles). The record can be traced back to the driving officer’s activity for that day and time.

Safety Lights
All vehicles will be mounted with Alternating Quad
Flash Strobe Magnetic Mount in Amber. These lights
will be used when staff is patrolling to warn other
vehicles about their vehicle’s slower movement.

Vehicle Marking
LAZ will obtain City approval prior to ordering decals
for the marking of all vehicles. All vehicles will have markings clearly identifying all LAZ vehicles. The
rear of all patrol vehicles will have a sign warning of frequent vehicle stops. We propose a sign for driver
and passenger side of each vehicle with marking
similar to the sample vehicle picture shown here.

The vehicles will also have “CAUTION” and “Frequent Stops” on the rear lid and unit numbers on the rear lid and sides near the rear of the vehicle. 21 of 214

Vehicle Maintenance Plan
LAZ takes pride in delivering our very
best to our customers and clients. This is
reflected in how we carry ourselves, our
clean uniforms, and the proper care of
equipment, including our vehicles. Our
enforcement vehicles reflect the detail and
care we take in every aspect of our business. LAZ will provide new, eco-friendly Toyota Prius sedans for this contract and will take measured steps to ensure these vehicles are well maintained and presentable to the public.

The fleet maintenance plan will include a monthly record of maintenance performed on each vehicle by Date, Unit number, Vendor, maintenance performed, and cost. A vehicle inspection log is incorporated in the Officer Daily Log to document daily vehicle inspections. Parking enforcement representatives and lead are responsible for daily inspections of the vehicles and supervisors are responsible for weekly vehicle maintenance inspections.

Daily Vehicle Inspection
Pre- and post-shift visual inspection conducted by the lead officer along with the parking enforcement representative and notated on the vehicle inspection form. Once the inspection is complete, both supervisor and P.E.R. initial the inspection form.
• Visually inspect the vehicle for physical damage and
notated on the form
• Visually inspect to ensure brake lights, running lights, turn signals, windshield wiper and amber lights are working
properly
• Visually inspect tires to ensure they are properly inflated, and tread level is acceptable • Visually inspect to ensure vehicles are equipped with proper safety kits, including first aid, cones, and hazard marking devices such as flares
• Visually inspect the interior of the vehicle for cleanliness Future Integration with Mobile LPR
Our proposed vehicles are also suitable for deployment of mobile LPR. We currently use Toyota Prius at most of our contracts including San Mateo with ALPR units mounted on each unit. The interior and exterior design of the vehicle allows for easy placement of the LPR equipment both inside and outside of the vehicle.

2.5.2.2 Communication and Citation Issuance Equipment
LAZ in partnership with Turbo Data Systems, Inc. plan to provide the needed quantity of handheld electronic ticket writers, software, and printers. We will provide 4G rugged smartphones to each officer which can be used for data and voice also eliminating the need for officers to carry multiple devices for ticket issuance and communication. These smart phones will be locked down and secured limiting what apps can be used. The ticketPRO Magic parking app will be installed and configured with the City of San Bruno information by Turbo Data.

Remote support and remote upgrade will be available on each phone. Turbo Data will provide 22 of 214

complete configuration and set up of each unit at the start of the program. We have also opted to include an extended warranty for the printer which is highly recommended for hassle free operation. Turbo Data solution operates in real-time and sends data immediately to our cloud platform. Additionally, Turbo Data Systems has integrated with most parking PARCS and technology vendors and all major LPR technology vendors. For communication purposes, each smart phone will be set up with a push-to-talk application (similar to a two-way radio) and group texting capability using Microsoft Team for pass downs and group messaging. It is our intent to provide City’s designated program representative or command center with one smart phone with the same push-to-talk app as the field personnel to enable two way communication between City and LAZ field personnel.

2.5.2.3 Parking Enforcement Office
As requested, we are providing estimated
pricing for office location(s) within the
City. It will be our recommendation to have
contract staff work out of a dedicated
office. This will ensure PERs are able to clock in/out, attend daily briefing, to be able to use a computer and have a breakroom to take their lunch breaks. In a few of our contracts, where we share space with City personnel, it becomes a distraction for City staff to see PERs go in and out of their offices. As requested, we have included average cost of office space (facility rent and OPEX) in the pricing options. In our survey, we identified multiple available office options but 4 that are most suitable. Below is a snapshot of the market survey we recently conducted.

Property Address Space Details Estimated Monthly Rent
1590 El Camino Real, San Bruno, CA 94066 1st Fl, Ste D $2,750 1,100 SF
Negotiable
$30.00 /SF/YR
Triple Net (NNN)
881-883 Sneath Ln, San Bruno, CA 94066 1st Fl, Ste 190 $2,599 912 SF
Negotiable
$34.20 /SF/YR
881-883 Sneath Ln, San Bruno, CA 94066 2nd Fl, Ste 203 $3,953 1,387 SF
Negotiable
$34.20 /SF/YR
881-883 Sneath Ln, San Bruno, CA 94066 2nd Fl, Ste 225 $4,332 1,520 SF
Negotiable
$34.20 /SF/YR
San Bruno Office Lease Survey
Estimated Budget
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2.5.2.4 Other Equipment
LAZ will also provide enforcement personnel with all necessary equipment and supplies needed for parking enforcement services. LAZ will supply the needed quantity of safety vests, chalks, flashlights, whistles. Each enforcement vehicle will also be equipped with safety kits and cones.

For the office, Timeforce (biometrics) clock, computers, printers, and company issued laptop is provided to the Site Manager for remote management of the program while off site.

2.5.3 Task 3 - Hiring of Personnel - Recruiting, Onboarding, and Employee Development

2.5.3.1 Employment Requirements
Building a strong, skilled workforce that
understands their roles and
responsibilities is just part of what LAZ
does. We continue to foster the
employees we have throughout our
projects and carefully select new
employees as positions become available.

All new employees will meet all City and
LAZ employment requirements. LAZ
will comply with all existing Government
Code and City of San Bruno policies.

LAZ will also comply with all the City’s
standards and requirements for
employees. Further, the City reserves the
right to refuse or revoke, at any time, a contractor’s employee from performing services in San Bruno with proper reason.

All new employees will go through a thorough pre-screen process, and only candidates with the highest likelihood of being successful will be selected. Our Senior Recruiter will spearhead our recruiting efforts and will solicit directly from multiple resources including local colleges and newspapers. First priority will be given to candidates that are locally based in and around the City and have a commitment to the local community. Once a new employee has been thoroughly screened and joined the LAZ-San Bruno team, we will provide them the tools and training for them to be successful. To be considered for a position, candidates must minimally complete an online job application. Candidates to be offered a position must meet company and City’s Personnel requirements. Successful candidates must also meet company’s requirements, which include passing a strict prescreening, at LAZ’s expense that includes: Pre-employment drug screen, background check, DMV record check, Social Security Number verification, eligibility to work in the United States. After successful completion of employment prescreen, each new hire undergoes a comprehensive training program including employee orientation, LAZ’s Ethos and Objectives, detailed and extensive procedures training, and project and employee expectations briefings. Our comprehensive ongoing training plan for the project is outlined further in this section.

2.5.3.2 Wages and Benefits
LAZ leads the standard in the parking industry as it relates to wages and benefits. We offer a competitive salary that is typically higher than a conventional parking company and a comprehensive benefits package. This includes medical and dental coverage (Blue Cross/Blue 24 of 214

Shield), paid time off, and 401K plan amongst many other benefits our full-time employees enjoy.

2.5.3.3 Record Keeping and Reporting
LAZ has hands-on experience customizing and
developing reports that best fit the needs of each of our clients. Each report provides easy-to-understand factors for the reviewer, with a focus on highlighting
performance metrics. Upon award of a contract, it is
our intent to meet with the City management and share
a variety of reports currently in use at our other
contracts. In partnership with our municipal clients, we have developed complex reporting mechanisms that
provide the operations with a consistent level of oversight.

We currently use LAZ’s proprietary Business Intelligence (BI) tool for performance reporting. In this section, we have shared some sample reports
currently in use at our other parking enforcement
contracts. To limit the number of pages to our response, we are sharing a few samples of these reports, but as
stated above, we look forward to meeting with City
management to discuss their preference as to which
reports are best suited for San Bruno parking enforcement program. LAZ will maintain project files and records per City’s record retention policy and throughout the term of this contract. All project records (electronic and paper) will include operations and maintenance guidelines. These include officer shift logs, citation activity reports, meeting agendas and minutes; management and staffing plans; staffing reports and schedules; updates to these documents; project staff training; plus, all manuals, systems maintenance records, training records, systems plans and installation records, and other correspondence. Activity Reports and Program Status Reporting. These reports range from a simple daily officer shift log to a more comprehensive weekly/monthly citation activity report, and from officer productivity report to violation trend report. Through citation mapping and violation heat maps are other ways we provide our clients a visual review of daily, weekly, and monthly citation activity and violation capture.

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2.5.4 Task 4 – Training

2.5.4.1 Commitment to Training and Personnel
Development:

LAZ is well aware of the impact initial and ongoing
training have on the performance of our enforcement
officers. We believe well-trained officers will ensure a high rate of enforcement resulting in increased
compliance and reduce negative backlash from citizens
who may protest effective enforcement, thus reducing
the demands on both LAZ and City staff. We will
provide extensive in-house training with a formal
induction program for new employees, continuing on-
the-job training, and participation in training offered by LAZ University. Our training program will meet the
City’s training requirements. LAZ staff working at this project will go through a 24-hour classroom style
Initial Training and 40 hours of on-the-job training
including field training with supervisory staff. As
needed, we will also provide re-training and/or follow- up training required to correct deficiencies in
performance. LAZ will also provide staff with at least eight (8) hours of annual refresher courses and training. Topics will include, but are not limited to, Standard Operating Procedures (SOPs), changes in the law, new aspects of the City’s parking program, refresher or expanded training in customer relations, and conflict resolution. Continuing training, subject matter, and schedules will be reviewed and approved by the City representative prior to any training taking place.

Initial Training: All new hires will go through the Initial Training, which will include: New Hire Orientation (4 hours), Parking Enforcement Basics (4 hours), Customer Service/Conflict Resolution Training/Ambassador Program (8 hours), Physical layout of the City, SOP Training including Handheld/Ticket Writing, tasks and responsibilities under regular and emergency operating conditions, and parking enforcement programs and policies adopted by the City of San Bruno (8 hours), Field Training: 40 hours
Annual Refresher Training includes but is not limited to: Ambassador Program. Customer Service Training, Conflict Resolution, Harassment Awareness Training, Parking Enforcement Program, Legal Update. SOP training.

Standard Operating Procedure (SOP)
LAZ will conduct SOP training with an ambassador approach and cover the following topics:
• Enforcing parking meter, permit, posted sign violations and other parking regulations • Marking, tagging, towing and impoundment of vehicles
• San Bruno Municipal Code and California Vehicle Codes related to parking enforcement • City and Department Policies and procedures
• Emergency protocol and workplace safety
• Customer service delivery and expectations
• Courtroom procedures and testimony techniques
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• Responding to calls for service

2.5.5 Task 5 - Uniforms
As ambassadors of the City, we recognize the importance of employee appearance. LAZ will provide complete uniform for our staff and all equipment needed to do their jobs well and safely. LAZ will provide staff with sufficient number of uniform shirts and pants to make sure they maintain a
professional appearance at all times. We have a national agreement with one of the largest uniform companies. Through their uniform rental program, we will issue 11 shirts and 5 pants to full-time employees. All staff will be issued jackets and hats for inclement weather. The uniform company will also be responsible for the cleaning of the uniform. They will drop off a clean set of uniforms weekly and pick up soiled uniforms.

Additionally, LAZ will provide staff with photo identification, name tags, and badges that
clearly state the company
name and the staff person’s
name. Subject to City
approval, LAZ will provide:
• Blue security style shirts,
OR
• Blue ambassador style blue polos
• Dark blue trousers
• Black shoes
• Silver color name plate
• High visibility traffic safety vests, highly visible rain gear, dark blue or black baseball cap
• Standard LAZ ID badges containing the employee’s picture and LAZ employee ID number
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2.5.6 Task 6 – Optional Services
It is our understanding that City may require LAZ to
provide traffic control services for special events as
an optional service. We provide traffic control
services at other major contracts, most notably, in
San Mateo, Salinas, Inglewood and West
Hollywood. We provide traffic control services for
all special events, for citywide events, in case of
traffic collisions, non-working traffic signals, DUI
checkpoints, and for street closures for crime
investigations. We provide customized traffic
control training to all enforcement personnel. Each
PER is also supplied with whistles, white gloves, and
reflective traffic safety vests. All these items
including traffic cones are kept in each enforcement
vehicle so they can promptly respond to any calls for
service for traffic control. Billing rates for Special
Event enforcement and traffic control services will
be the same as PER hourly rate(s) provided in this
proposal. For special events requiring more than 5 traffic control officers, we will be prepared to bring officers from neighboring programs, San Mateo and San Francisco.

2.6 MOBILE PAYMENT TECHNOLOGY
Mobile parking payment apps are now in every major city, and the option to pay for parking with your phone is beginning to be the norm. There are a lot of competing apps out there, but which mobile payment technology vendor is the right fit for San Bruno? The good news is that the City of San Bruno has already recognized the need to move to a paid parking system and that option is currently being reviewed. It will be our recommendation to go with Pay-by-Phone, a vendor with the largest footprint in the area because of their longstanding contract with San Francisco and SFMTA. Introducing Pay-by-Phone in San Bruno will enhance the customer experience by offering multiple modes of payments. In addition, LAZ will work with the City to introduce our proprietary frictionless payment option using our LAZ text-to-park, an AppLess technology, that is expected to encourage contactless and frictionless payments. Features of LAZ Text to Park include those shown below.

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2.7 VIRTUAL PERMIT PROGRAM
Per City’s request, we requested a proposal from
Turbo Data System for a fully integrated parking
permit program. The Turbo Data Systems, Inc.
(TDS) Parking Permit program is designed to allow residents to apply for and purchase parking permits, and to allow the City to track their parking permit program online using the Permit Manager. The system allows for annual permit renewals; either by letter generation and mailing, and/or electronic notification. The system is cloud-based based with a “self-service” ability for residents to purchase their permits. The applicant can register for an account and upload required documents which can then be verified by the City or TDS. Upon approval, the applicant will be notified to submit a permit request for the district/zone that they live in. The permit management system is scalable and designed to handle multiple permit types: Virtual Permits – Use Vehicle plate Multiple physical permits and multiple combinations (stick-on, hangtag) Guest Permits Multiple Residential Zones/Districts Annual residential permits Business parking permits Oversize Vehicle Permit pricing can be tier-structured, prorated or allow for special exceptions, discounts, pickup, delivery, etc. The system will allow both TDS and designated City staff to issue and administer permits as needed. Budgetary proposal provided by Turbo Data is being submitted as an exhibit to this proposal.
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Section 3. FIRM’S BACKGROUND, EXPERIENCE AND HISTORY

3.1 NATIONAL STRENGTH
LAZ Parking is a national parking company,
headquartered in Hartford, CT, with regional
offices across the U.S. We operate through these
regional offices headed by officers of the
company. This organizational structure enables
LAZ to offer its clients the resources of a large
company but with the attention and
responsiveness more typical of a local company.

We are the second largest parking company in the
US, with the broadest experience and finest
employees in the industry.

Our portfolio includes major on-street and off-street municipal parking, mass transit parking systems, entertainment/event parking, commercial, residential buildings, hotels and resorts, office buildings, mixed-use projects, hospitals and medical complexes, airports, university parking, shuttle services and valet-oriented parking. Our range of experience makes us uniquely qualified to address the challenges of the parking operations in the City of San Bruno.

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3.2 PUBLIC SECTOR EXPERTISE
The following is a sampling of LAZ Parking’s public sector clients, including the approximate number of spaces for each.

3.3 PARKING ENFORCEMENT EXPERIENCE
Within its Government Services Business Unit, LAZ has a dedicated Municipal On-Street Parking Business Segment that is primarily focused on Parking Enforcement and Curb Management Services. We have delivered reliable Parking Enforcement and related services since 1988. Within its Government Services portfolio, LAZ issues close to 1.5 million citations annually with an average citation dismissal rate of less than 3% at contracts across North America. Working collaboratively with cities, counties and police agencies throughout the U.S., LAZ has been intrinsic in developing innovative parking enforcement solutions that integrate seamlessly with the wider parking and transportation networks. We are in a unique position of having managed some of the most complex turnkey parking systems. Our experience and expertise in the techniques and technologies used in parking enforcement are unmatched. A snapshot of our current enforcement programs in provided in the table below. 31 of 214

SIZE AND COMPLEXITY

ANNUAL CITATIONS ISSUED

OPERATIONS/MANAGEMENT

PARKING ENFORCEMENT

ELECTRONIC HANDHELDS

SMART TECHNOLOGY

LPR TECHNOLOGY

ENFORCE ALL MCS & CVCS

PERMIT ENFORCEMENT

ON STREET ENFORCEMENT

OFF STREET ENFORCEMENT

SURFACE LOTS

STREET SWEEPING ENFORCE

CUSTOMER PHONE SUPPORT

TOWING AND BOOTING

TRAFFIC DISPATCH SERVICES

TRAFFIC CONTROL SERVICES
California
City of West Hollywood 200,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ City of Inglewood 90,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ City of Palo Alto 10,500 ✓ ✓ ✓ ✓ ✓ ✓ ✓
City of Santa Ana 45,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
City of Salinas 20,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
City of San Mateo 50,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
Illinois
City of Chicago 400,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Montgomery County 150,000 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

3.4 RELEVANT EXPERIENCE AND CALIFORNIA BASED REFERENCES With LAZ’s proven track record, City of San Bruno receives a partner with experience managing contracts that meet or exceed the size, scope, and complexity of the San Bruno Parking Enforcement program. Listed below are six (6) California based references in sequential order (from longest standing to most current).

REFERENCE #1 – WEST HOLLYWOOD PARKING ENFORCEMENT
Client’s Name City of West Hollywood, CA
Name of Contact & Title Vince Guarino, Parking Manager
Contact Information Tel 323-848-6426 – Email [email protected] Period of Performance 07/01/2015 – 06/30/2020 (continuously serving the City since 1992) Total Contract Value Base Contract - $14M
Scope of Services Turnkey Parking Enforcement Services 24 hours/day-365 days/year (all MCs & CVCs), Vehicle/Bike/Foot Patrol, Traffic Control, Dispatch Services, Front Counter Customer Service, Encroachment/Temp Permit Placement, To wing, Court Appearances.

Key Facts Project Manager, Deputy PM, Analyst, 5 Supervisor, 3 Dispatchers, 4 Bike Officers, 22 PERs. 10 License Plate Recognition (LPR) equipped vehicles, Virtual 32 of 214

Permitting Program, Fully Integrated Enforcement System. Enforce street sweeping, gridlock, residential and timed parking. Quality controls (GPS Tracking, Street Surveys, citizen feedback calls, in vehicle recording system).

REFERENCE #2 – INGLEWOOD PARKING SERVICES
Client’s Name City of Inglewood, CA / Inglewood Police Department (IPD) Name of Contact & Title Tanya Perry, Parking Program Superintendent Contact Information Tel 310.412.8745 – Email [email protected] Period of Performance 05/20/2014 – 05/31/2024
Total Contract Value Base Contract - $25M
Scope of Services Turnkey parking enforcement services 24 hours/day-365 days/year (all MCs & CVCs), traffic control services, traffic & crowd control during special events, traffic dispatch services, front counter customer service representatives.

Enforcement of parking meters, permits, timed parking, posted signs, curb violations, scofflaw, peak hour enforcement, and special details including school details.

Key Facts Project Manager, 4 Shift Supervisors, 4 Leads, 22 PERs, 25 Traffic Control Officers. Transitioned a complex parking program in less than 45 days (from in - house to LAZ). Improved citation issuance by 30 percent within the first three (3) months. Improved traffic congestion by effectively controlling traffic around Forum event center. Met all deadlines pertaining to start up deliverables – Procurement of new vehicles, uniforms, safety supplies, radios, equipment, and other related supplies. Currently looking to expand enforcement coverage with the anticipated opening of a new NFL stadium for the LA Rams and LA Chargers.

REFERENCE #3 – PALO ALTO RPPP PARKING ENFORCEMENT
Client’s Name City of Palo Alto, CA
Name of Contact & Title Mark Hur, Parking Operations Lead Contact Information Tel - 650.329.2520 Email [email protected] Period of Performance 05/01/2015 – 05/31/2020
Total Contract Value $2.3M
Scope of Services Enforcement of citywide Residential Preferential Parking Permit (RPPP) program.

Vehicle, bike and foot patrol.

Key Facts Transitioned a newly developed enforcement program in less than 45 days. Worked closely with Palo Alto PD and City Economic Development teams to ensure a smooth implementation. Spearheaded community outreach activities to raise awareness for residents, business owners and visitors. Continue to host citizen assistance calls and calls for service throughout City’s RPP districts. Added 33 of 214

additional staff to address expanded enforcement coverage to other RPP districts around Stanford University.

REFERENCE #4 – SALINAS CITYWIDE PARKING ENFORCEMENT
Client’s Firm City of Salinas, CA
Name of Contact & Title Mike Garner, Parking Manager
Contact Information Tel 831.758.7151 – Email [email protected] Period of Performance 10/1/2016 – 10/30/2020
Total Contract Value $1.25M
Scope of Services Citywide parking enforcement. Enforce all MCs and C.V.C. and provide citizen assistance support to Salinas PD and Public Works Dept.

Key Facts Citation issuance increased by 130% in Year 1 of implementation. Improved response time for service calls and consistent enforcement. Positively impacted parking availability throughout the City. Due to efficient management of the program, City has requested additional staff (essentially staffing levels have double since the inception of the program). Currently working with the City to introduce LPR and an enhanced vehicle towing and booting program.

REFERENCE #5 – SANTA ANA PARKING ENFORCEMENT
Client’s Name Santa Ana Police Department (SAPD)
Name of Contact & Title Yolanda Bautista, Supervisor – Field Operations/Traffic Division Contact Information Tel 714.245.8225 – Email [email protected] Period of Performance 07/01/2018 – 06/30/2023
Total Contract Value $3.5M
Scope of Services Citywide parking enforcement service including all MCs and C.V.Cs (Street sweeping, parking meters, RPP, 24/7 operation with commercial street sweeping covered during graveyard).

Key Facts Transitioned this complex contract in less than 30 days with no service interruptions. Screened, trained and onboarded incumbent staff and implemented all new processes during the transition and met all critical deadlines set forth by Santa Ana PD. Currently working with SAPD to introduce LPR and an ambassador program for downtown core. Continuously provide assistance for special assignments and have provided additional staff under the guidance of SAPD parking supervisor.

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REFERENCE #6 – SAN MATEO PARKING ENFORCEMENT
Client’s Name Santa Mateo Police Department (SMPD)
Name of Contact & Title Glen Teixeira, Sergeant, Traffic Division

Contact Information Tel 650-522-7745 – Email [email protected] Period of Performance 12/01/2019 – 12/31/2025
Total Contract Value $7.5M
Scope of Services Citywide parking enforcement service including all MCs and C.V. Cs (Street sweeping, parking meters, RPP, on-street, off-street, City lots & garages).

Key Facts First time outsourced program. Dramatic improvement in parking compliance citywide and significant increase in citation issuance within 1st year of program implementation by LAZ. Currently working with the City to improve LPR use for both enforcement and occupancy data collection. Provide traffic control services year-round and assist SMPD with special assignments and have provided additional staff under the guidance of SMPD parking supervisor.

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Section 4. TEAM EXPERIENCE AND STATEMENT OF QUALIFICATIONS We have carefully selected our project team leaders and key personnel while considering our objectives to exceed the desired requirements for each position to deliver on City’s service level requirements, mitigate risk, and meet overall project objectives. Our proposed management team include subject matter experts currently providing responsive and efficient support to comparable parking enforcement programs within CA.

Phillip Ballin, Proposed Project Manager
Phil has been involved in the management and administration of complex parking enforcement programs since 2014. He currently manages our San Mateo parking enforcement contract and is being proposed as the shared Project Manager for San Bruno because of his extensive work within municipal parking enforcement operations. Phil brings over 14 years of parking industry experience, spending the past 8 years managing parking enforcement operations in the Bay Area. During this time, he has spearheaded various technology implementations while maintaining client satisfaction at some of the most notable high performing parking enforcement programs.

Robert Maroney, Vice President, Government Services
Rob Maroney joined LAZ Parking in 2015 as the Vice President of Government Services. Rob is responsible for overseeing and supporting our rapidly expanding Government Services market, which includes municipal agencies and public private partnerships. With over 20 years of experience, Rob brings extensive experience in government operations, management, and consulting. He started his career in municipal government, and during his 12+ year career with Norfolk, VA, he served as the Director of Parking. Rob was also the Director of Parking and Transportation for Virginia Commonwealth University, overseeing the university’s parking, transportation, and fleet management programs. He currently serves on the Board of Directors for the Parking Association of the Virginias and is an active member of several national and regional parking associations. Rob holds a Government and Fine Arts degree from the College of William & Mary and is a Certified Administrator of Public Parking (CAPP).

Muhammad Mansoor, VP, On-Street & Enforcement
A familiar name in the parking industry, Muhammad Mansoor serves as the subject matter expert for LAZ Parking’s Government Services. Muhammad ensures high-quality service delivery across our government parking contracts and has direct responsibility over the decisions for all on street parking contracts throughout the U.S. He is an active member of IPMI, NPA and various regional parking organizations. He is also a Six Sigma 36 of 214

Yellow Belt recipient. During his 20-year parking career, Muhammad has led the implementation of cutting-edge technology and helped cities develop the state of design tools and redefine transportation practices to transform urban spaces into urban places and stands by as a subject matter expert ready and willing to assist in this contract. He attended California State University, Long Beach and the Said Business School, University of Oxford.

Peter Cho, Operations & Transition Manager, Government Services Peter Cho joined LAZ Parking as part of the acquisition of Serco Parking Services in 2021 as the Senior Operations Manager. In this role, Peter provides operational support to all legacy Serco parking programs and ensures consistency and operational compliance throughout LAZ Parking’s Government Services programs. A proven leader with over twenty-five years in the Parking Industry. His experience includes working and transitioning complex municipal and commercial parking programs. As a subject matter expert in Municipal On and Off-Street Parking Operations, Peter is familiar with the latest technology and supports our new and existing operations. His solutions driven approach has helped improve and sustain some of our most complex operations including the City of West Hollywood, CA, City of Inglewood, CA, City of San Francisco/SFMTA, City of San Mateo, CA, City of Santa Ana, CA, City of Chicago, IL and Montgomery County, VA.

Cindy Hefner, General Manager-Bay Area
Cindy Hefner joined LAZ Parking in 2014 as Director of Operations, bringing over 17 years of experience in the parking industry to her operations. She is an accomplished operation executive with handson experience in successfully growing sales and revenues, improving customer service, and aggressively controlling expenses in competitive market environments. Cindy has a strong track record in identifying, developing, and executing productivity and system improvements. She offers a wide range of expertise in all areas of parking, including managed garages, automation operations, hotel, valet, and self-park. Cindy has built a reputation well respected by our clients for excellence in seamless transitions, operational efficiency, implementation of new technology and equipment to maximize revenue.

She graduated from Texas Wesleyan University and will be responsible for developing, supporting, and implementing the operations as well as client communication on a day-to-day basis. In addition, she will utilize her ability to implement effective team building skills. Cindy will work directly with the Project Manager to support the transition and ongoing parking operations for the City of San Bruno.
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Section 5. PROPOSED PRICING STRUCTURE

5.1 COST FACTORS AND PRICING STRATEGY
The premium services we offer our customers come at a price that represents a maximum value to your business. This is especially true when you consider other service alternatives, low-cost providers that act more as a staffing agency, rather than a strategic partner. Our pricing solution offers best-in-class service with performance monitoring tools, subject matter expertise, long- term solutions, and scalability for future phases of the program. To serve you better, LAZ maintains industry-competitive pricing for all its parking enforcement services contracts. Our pricing considers several factors such as frequency of patrols and amount of detail required; and beat designs are crafted based on enforcement needs. Our pricing is based on a staffing plan that will best serve your enforcement needs in the beginning phase of this program and the service priorities required at your specific project. We can scale up as required as violation trends and heavy enforcement areas are identified, and violation capture rate and a baseline for citation issuance is determined during the first year of operation.

To allow you maximum flexibility of selecting a price that is the best fit for the City, we are proposing four pricing scenarios;
• Scenario 1 – Parking Enforcement Services – Time & Material (T&M) • Scenario 2 – Parking Meters – Citywide parking meter deployment • Scenario 3 – Mobile Automated License Plate Recognition (ALPR) • Scenario 4 – Parking Enforcement Office – within City limit

5.2 HOURLY LABOR RATES
Our proposed Time & Material (T&M) rates are fully burdened hourly labor rates. Man-hour billable rates are inclusive of direct labor, payroll taxes, workers comp and fringe. Staffing hours are based on 1920 productive hours for 4 Parking Enforcement Representatives (PERs) and 10% allocation of Project Manager hours. Regional Manager oversight will be provided to the City at no additional cost. Proposed rates for “Optional Services” will be the same as PER rate(s).

5.3 OTHER DIRECT CHARGES (ODCS)
All operating expenses in support of this program are including in the hourly man hour rate as well and include the following expenses:
• Electronic Handhelds/Ticket Writers plus Bluetooth printers • Citation paper stock and envelopes
• Vehicle Expenses – Lease, fuel, insurance, preventative maintenance • Telephone & Computer Usage – Voice and data plan
• Office and Safety Supplies
• Recruiting expenses – Drug Screens and Background Checks

5.4 STARTUP COSTS
A onetime startup cost is estimated based on our recent experience transitioning comparable programs. These costs include:
• Vehicle branding/wrapping/lightbars
• Startup training
• Implementation travel costs
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5.5 COST SUMMARY

36 months 60 months
Parking Enforcement $26,246.81 $26,246.81
Parking Meters $8,720.01 $5,232.01
36 months 60 months
CAPEX $293,383.60 $293,383.60
Financing 7% 7%
Total Cost $313,920.45 $313,920.45
Estimated Monthly Payment $8,720.01 $5,232.01
Mobile ALPR $5,341.23 $3,204.74
36 months 60 months
CAPEX $179,705.00 $179,705.00
Financing 7% 7%
Total Cost $192,284.35 $192,284.35
Estimated Monthly Payment $5,341.23 $3,204.74
Office Lease $2,750.00 $2,750.00
Estimated Monthly Payments $43,058.06 $37,433.56
Estimated Annual Cost $516,696.69 $449,202.72
Term
Term
Term
Cost Summary
Estimated Monthly Payment
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5.6 PARKING ENFORCEMENT SERVICES

Annual Cost Estimated
Annual Hours Billing Rate Number of
FTEs Status
Annual
Productive
Hours
Parking Enforcement
Parking Enforcement Officers 328,733.44$ 8,512 38.62$ 4 Full Time 8,512 Project Manager 18,360.16$ 208 88.27$ 1 Shared 208 Regional Manager -$ 2,080 -$ 1 Shared 2080 Total Annual Cost 347,093.60$ 10,800 10800
Enforcement Coverage
Route 1
Route 2
Street Sweeping Enforcement
Operating Expenses
General and Administrative
Wages and salaries
Vehicle Lease
Fuel
Insurance (Auto_Liability_WC)
Uniforms & Cleaning Service
TurboData TicketPro Handhelds
TurboData Paper Stock
HR (hiring_onboarding_training) Included in T&M Rates
Included in T&M Rates
Included in T&M Rates
Included in T&M Rates
Included in T&M Rates
Included in T&M Rates
Included in T&M Rates
El Camino Real; Lot 1; Lot 2 (2 hour); Angus Ave; Sylvan Ave; Easton Ave; Lot 8; Kains Ave; Library Lot; Jenevein Ave; San Mateo Ave; Hensley Ave; San Bruno Ave; Green Ave; Easton Ave; Lot 2 (5 hour); Lot 3; Lot 4; Lot 5; Lot 7; Lot 6 El Camino Real; Lot 1; Lot 2 (2 hour and 5 hour); Lot 3; Lot 4; Lot 5; Lot 7; Angus Ave; Sylvan Ave; Lot 6; San Bruno Ave; Easton Ave; Lot 8; Kains Ave; Library Lot; Jenevein Ave; San Mateo Ave; Hensley Ave; Green Ave; Easton Ave Included in T&M Rates
Included in T&M Rates
San Bruno
Parking Enforcement Services
1st & 3rd Mon: 0900-1100 hours, 1100-1300 hours
1st & 3rd Tue: 0600-0700 hours, 0900-1100 hours, 1100-1300 hours 1st & 3rd Wed: 0500-1330 hours
1st & 3rd Thur: 0500-1330 hours
1st & 3rd Fri: 0900-1100 hours (Shelter Creek Ln, just one street) 40 of 214

5.7 LICENSE PLATE RECOGNITION (LPR) TECHNOLOGY

Authorized Dealer Route 1 Authorized Dealer TurboData
Hardware, Shipping, Installation
Startup, Commissioning, Travel, Training
Cellular Testing
System Software Support, 4G MiFi (annual)
Warranty
Total Annual Cost
Total 5 year Cost
Extended Warranty Year 1 - 5 $53,991.80
$13,500.00
$125,705.00
$179,705.00
Included in above price
$133,156.00
$164,660.00
Genetec Vigilant
Mobile ALPR
Cost Comparison
$125,280.00
$7,876.00
$102,680.00
$7,525.00
$2,000.00
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5.8 PARKING METERS
Per City’s request, we evaluated multiple parking meter technology options and found MacKay Meters to be the ideal solution for San Bruno.

J.J. MacKay Canada Limited (MacKay Meters) is a recognized world leader in the parking control business. MacKay manufactures both single space and multi space equipment along with supporting accessories and software. Mackay was recently awarded a 5-year agreement by the City of San Francisco and San Francisco Municipal Transportation Agency (SFMTA) to upgrade the entire San Francisco meter system. Beginning early next year, SFMTA will be replacing more than 18,000 parking meters throughout San Francisco. The parking meter hardware upgrade is taking place under a $70 million contract. This recent contract award provides a unique opportunity for Mackay Meters to offer meter technology and infrastructure improvements to other bay area cities at a highly competitive price as they can utilize their management and technical resources from San Francisco.

Mackay offers industry leading meter technology for an
enhanced user experience by providing a wider and brighter screen, accepting contactless payment, and allowing customers to receive a parking receipt via text message.

Cost proposal for converting San Bruno’s non-metered spaces to metered spaces require accurate curb mapping. The cost proposal being submitted here is based on an initial study and may require adjustments after further discussion with City staff including public works and traffic engineering. When ‘walking’ San Mateo Avenue, we counted 138 spaces (we may have missed a few, or double counted a few but have used 138 for this pricing exercise). There are some significant savings to be had by deploying a system that utilizes primarily a Dual Space mkBeacon with some Single Space mkBeacon meters. The thought would be that a Single Space mkBeacon would be used at the end of an area which has an odd number of spaces.

Based on our site visit and our initial assessment, we found the following to be the best option:
• Single and Dual mkBeacons – pricing for 18 single space meters, 60 dual space meters, vault housings and meter poles (with mounting hardware) + 1 year of monthly fees. With the way the street is set up, there are many spots that are conducive to utilizing a Dual space mkBeacon.
• Tangos – pricing for 25 Tango pay stations + 1 year of monthly fees. Using 25 pay stations seemed like a good place to start. Whether you end up with 23 or 27 after a final analysis is done, using 25 is safe.

Things that are not considered in this pricing exercise:
• Extended warranty, Installation, Commissioning and Shipping • Collection equipment and Paper costs (for Tango pay stations) • Any decorative pole equipment (for mkBeacons meters)
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Cost Proposal
Mackay Parking Meters
Annual
1 Yr. Warranty Consumables
QTY DESCRIPTION UNIT PRICE Total Total
18 MacKay mkBeacon Single Space coin / card /NFC meter 625.00$ 11,250.00$ 18 Single Space GHN Services in advance 1st year @ $8/meter/ Month all in 96.00$ 1,728.00$ 1,728.00$ Includes all Communications, Transactions and Hosted services. -$ New Parking meter Vault /Coin Can Locks and Keys -$
-$
-$
60 MacKay mkBeacon Two Space coin / card/ NFC meter 800.00$ 48,000.00$ 60 Two Space GHN Services in advance 1st year @ $14.00/meter/ Month all in 168.00$ 10,080.00$ 10,080.00$ Includes all Communications, Transactions and Hosted services. -$ New Parking meter Vault /Coin Can Locks and Keys -$
78 Complete Surface Mounting Pole Kit 150.00$ 11,700.00$ 312 Mechanical Anchor Mounts 8.55$ 2,667.60$ 102,575.60$ 11,808.00$
mkBeacon total 114,383.60$
Installation, commissioning and shipping TBD Tango Total 179,000.00$ Savings with utilizing dual space meters 64,616.40-$
Multi Space
25 MacKay Tango- Pay By Space or Pay by Plate Configuration... 6,500.00$ 162,500.00$ MacKay Tango – accepts coins, credit card, smart cards , NFC .

Solar powered including modem for communications and 1 year warranty 25 Annual fee for GHN contract and communications @ $55.00/ Machine /Month 660.00$ 16,500.00$ -$
Total 179,000.00$
Installation, commissioning and shipping TBD
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5.9 RETURN ON INVESTMENT (ROI) ANALYSIS

Number of Tickets
Issued (2019
baseline)
Expected Increase
in Citation Issuance
Total Citations
Year 1
Net Gain
(Citations)
Average
Ticket Value
Anticipated Citation
Revenue
Increase
80%
Collection
Rate ROI
17,370 40% 24,318.00 6,948.00 $50 $347,400 $277,920 1.5 Years 44 of 214

MacKay Meters, Inc.
1342 Abercrombie Road
P.O. Box 338
New Glasgow, Nova Scotia
Canada B2H 5E3

Tel: (902) 752-5124
Fax: (902) 752-5955

February 10, 2022

RE: Price quote for MacKay products.

As per your request, MacKay Meters is pleased to provide you with pricing for the mkBeacon and TANGO wireless parking meters.

THE MKBEACON™ WIRELESS SINGLE SPACE/ DUAL SPACE METER

The mkBeacon™ wireless single space meter is a superior on-street solution that accepts coin, credit card, smart card, and cellular payment. The mkBeacon™ meter uses solar power, has a large display with an easy-to-use piezo style keypad, utilizes the latest payment technology, all while featuring a new modular design. The exterior components of the mkBeacon™ meter are precision made, injection molded parts, made of an extremely durable, light weight, impact resistant polycarbonate copolymer resin material that will not corrode. The precision fit of the injection molded parts minimizes gaps and water ingress into the interior of the meter. The meter front and top components mate tightly with the tubular stainless steel rear exterior housing of the mkBeacon™ meter, and together provide a very strong, weather proof exterior casing. The interior bracketry is made with recyclable plastics. Simply put, this meter is the industry’s Greenest, and most technologically advanced parking meter, and one that would fit very well on your streets.

Most important, the mkBeacon supports both a single bay or two-bay configuration from a single post without the need of two housings on a yolk. The two-bay version includes a left and right arrow to select the space the user is paying.

The mkBeacon fits onto a housing vault using a saddle attachment that is specific to the vault brand and model. If a particular housing vault is not currently supported, the mkBeacon ships complete with an MKH4000 high security vault making it a complete solution that can be fit onto a existing pole.

The mkBeacon is supported by MacKay’s Sentinel™ Meter Management System that allows the customer that ability to monitor each meter for maintenance, financial and enforcement reports. This feature increases the uptime of all meters by quickly alerting staff of problems or maintenance needs while collecting valuable financial data in real time.

Updating rates and display screens takes only seconds for as many mkBeacons as you operate as Sentinel can push the data remotely to all the meters at once.

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THE MACKAY TANGO™ PAY STATION

The MacKay Tango is the most power-efficient pay station on the market today with a solar battery charge life of 2 to 3 years under normal lighting conditions. The Tango supports various payment options including coins, tokens, smart cards, and magnetic stripe and contactless credit cards.

Also, non-pin debit cards in the US.

The Tango was designed to be a smaller, lighter and more cost-effective solution that still provided the vital functionality required by today’s parking industry. It is easy to install and maintain and comes with a large, colour, programmable display for rate/payment instructions.

The Tango comes with an industry standard, heavy-duty printer with a print life of over 20 million character lines to print receipts.

The Tango supports Pay and Display, Pay by Space or Pay by Plate modes.

The MacKay Tango pay station sports the lowest power consumption of any pay station on the market today. It is simply the “greenest” pay station you can buy with the lowest carbon footprint.

PRICE DETAIL – MKBEACON™ AND MACKAY TANGO™

1 Yr.

Warranty
Annual
Consumables

QTY DESCRIPTION
UNIT
PRICE Total Total
31 MacKay mkBeacon Single Space coin / card /NFC meter $625.00 $19,375.00 31 Single Space GHN Services in advance 1st year @ $8/meter/ Month all in $96.00 $2,976.00 $2,976.00
Includes all Communications, Transactions and Hosted services.

New Parking meter Vault /Coin Can Locks and Keys

79 MacKay mkBeacon Two Space coin / card/ NFC meter $800.00 $63,200.00 79 Two Space GHN Services in advance 1st year @ $14.00/meter/ Month all in $168.00 $13,272.00 $13,272.00
Includes all Communications, Transactions and Hosted services.

New Parking meter Vault /Coin Can Locks and Keys

17 MacKay Tango Pay Station coin / card/ NFC meter $7,000.00 $119,000.00 17 Tango Pay Station GHN Services in advance 1st year @ $55.00/meter/month $660.00 $11,200.00 $11,200.00
110 mkBeacon Installation fee, to be installed on preprepared poles $20.00 $2,200.00 17 Tango Installation and commissioning fee, to be installed on preprepared pads $500.00 $8,500.00

110 Shipping for mkBeacon $12.00 $1,320.00
17 Shipping for Tango $150.00 $2,550.00

$241,593.00 $ 27,448.00
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SPARE PARTS
mkBeacon™ Recommended Spare Parts List (based on 100 meters) MacKay Part # Description Recom. # Unit Price Total
37MM0520100 mkBeacon™ - Rear Cover Assembly 2 $74.95 $149.90 15MM0000000 mkBeacon™ MCB 2 $189.95 $379.90
20GD0000025 Smart Chute Assembly 4 $48.95 $195.80
30MM0000100 1x6 Front Panel Keypad w/ ribbon cable assembly 2 $99.95 $199.90 30MM0000500 LCD Module - 128x64 2 $34.95 $69.90
37MM0520300 mkBeacon™ Solar Top Cap Assembly 3 $34.95 $104.85 15MM0520100 mkBeacon™ Cell Drawer Assembly 3 $209.95 $629.85 15MM0520275 mkBeacon™ Card Reader Assembly 4 $74.95 $299.80 30GD4000400 6XA-3.6V Lithium-Ion Rechargeable Battery Pack 4 $29.95 $119.80 37MM0000500 mkBeacon™ Vault Saddle (MKH4000) 2 $12.95 $25.90 50MM0510100 mkBeacon™ Lock Assembly 2 $18.50 $37.00
70HH0001800 Battery Charger 1 $550.00 $550.00
Total $2,762.60

Tango™ Recommended Spare Parts List (based on 20 meters) MacKay Part # Description Recom. # Unit Price Total
30PD6051000 Cash Box Vault Switch Assy 1 $39.95 $39.95
15PD5051022 Power Distribution Board 1 $519.95 $519.95
30PD6051200 Tango Printer Assembly 1 $995.95 $995.95
70TK0000050 Paper Roll (box of 5 rolls) 1 $200.00 $200.00 30PD6051050 Cabinet to Main Door Switch Assy 1 $35.95 $35.95 30MM0000100 1x6 Keypad 1 $99.95 $99.95
30PD3000200 Pay by Plate keypad 1 $795.00 $795.00
20GD0000025 Smart Chute Plus 2 $51.00 $102.00
30PD0000166 Coin Escrow 1 $225.95 $225.95
30PD6052051 Tango Radio Assembly (LTE) 2 $439.95 $879.90 30PD6052020 Custom Solar Panel 6.5 Watt 1 $99.95 $99.95 30PD6051300 Tango CPU Assembly 1 $979.95 $979.95
30PD0000105 40-Amp Battery Assembly 2 $275.00 $550.00
Total $5,524.50

If you require anything further, please let me know.

Best Regards,

James MacKay, VP Sales
J.J. MacKay Canada Limited
1-888-462-2529 x 295
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Budgetary Proposal
For
Parking Permits

City of
San Bruno

Submitted: October 20, 2021

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BUDGETARY PROPOSAL - PERMITS City of San Bruno

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The Turbo Data Systems, Inc. (TDS) Parking Permit program is designed to allow residents to apply for and purchase parking permits, and to allow the City to track their parking permit program online using the Permit Manager.

The system allows for annual permit renewals; either by letter ge neration and mailing, and/or electronic notification.

The system is cloud-based based with a “self-service” ability for residents to purchase their permits.

The applicant can register for an account and upload required documents which can then be verified by the City or TDS.

Upon approval, the applicant will be notified to submit a permit request for the district/zone that they live in.

The permit management system is scalable and designed to handle multiple permit types:

Virtual Permits – Use Vehicle plate
Multiple physical permits and multiple combinations (stick-on, hangtag) Guest Permits
Multiple Residential Zones/Districts
Annual residential permits
Business parking permits
Oversize Vehicle

Permit pricing can be tier-structured, prorated or allow for special exceptions, discounts, pickup, delivery, etc. The system will allow both TDS and designated City staff to issue and administer permits as needed.

Description of Basic Service
The process includes services for both online and manual over-the-counter permit processing.

Online processing includes:

New account registration online.

Review of account application and required documents
Electronic notification of account approval or rejection to resident Permit application
Review of permit application and required documents
Electronic notification of permit approval or rejection to resident Online payment processing – via secure website
Fulfillment
If desired, TDS will perform the verification of required documents (proof of residence verification, vehicle license information, etc.), data entry, maintenance functions, permit fulfillment and all required mailings.

TDS will provide Online Support to Agency personnel via email 8am-5pm Monday-Friday (excluding Holidays)
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BUDGETARY PROPOSAL - PERMITS City of San Bruno

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Data Entry - All uploaded documents will be available for viewing by City staff. TDS will manually enter all data as is appears on the application. Applicant will be notified if there is a discrepancy or error on the application. All correspondence sent to the applicant will be noted in the system to be viewed by city staff.

Renewal Notification - Annual renewals will be mailed and/or emailed to each account as specified by the City. The notice will provide permit account information and payment options, with instructions for payment online and by mail.

Other correspondence will be mailed and/or emailed as necessary (denial letters, requests for more information, etc.).

City Online Access - TDS will provide the City with cloud-based access to the Permit application.

This access will allow City staff to search for specific information. The City will designate individuals who can have access the system.

Resident Online “Self-Service” Access - TDS will provide a cloud-based “self-service” website that residents can use to complete a permit application, upload required documents, and pay for their permits. The website will accept payments made with Visa, MasterCard or Discover.

The website can display descriptions/FAQ related to the permit program, as well as provide forms and instructions for a manual permit application. A Link to the City website can also be provided.

Residents will have the option of saving the application prior to completion and returning to where they left off.

Real-Time Enforcement - The TDS permit management system was designed to interface directly with our ticketPRO magic mobile solution to provide real-time information on parking permits. Officers in the field will be able to check on permit status and receive pertinent information regarding annual, monthly and daily permits even on same day, including virtual permits. ticketPRO magic can search by Permit number as well as by Plate for virtual permits.

Permit Manager can integrate with License Plate Recognition ( LPR) systems by providing current permit information such as type, status, lost, stolen, temporary, etc. TDS will work with the City’s LPR vendor to ensure smooth integration.

Reporting - TDS will provide daily reporting showing the dollar amounts collected and deposited on a daily basis. Detail and management summary reporting will be provided online.

Monthly reporting will be provided showing the number of permits applied for, the number of permits pending and the number of permits issued. Financial and stati stical reports will be customized as needed. Management reports will identify all activity.

Visual Mapping/Reporting is also available and provides management with an easy view of pertinent permit data and allocations.

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BUDGETARY PROPOSAL - PERMITS City of San Bruno

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PROCESSING FEES – PERMIT MANAGEMENT
ONE TIME STARTUP COST $2,500
Includes: Database Creation, System Setup of Tables, Project Management, Client Approval, Web -Based training, Web Site Customization
MONTHLY SERVICE/CLOUD-HOSTING FEE $600
This fee will cover the basic maintenance and availability of the system for the public and the City:

ALPR integration
Online Account Registration
Online Permit Applications by Public & Uploading of Documents Cloud Document Storage
Allows Agency entered Permit Applications
Dedicated FAQ; Info Panel Updates
Unpaid Parking Citation Check; Requires Citation Payment prior to Permit Approval/Issuance.

Self-Service Internet access 24/7 for the public to view their permit information Online Support for the Agency Staff via email 8am-5pm Monday-Friday (excluding Holidays) PROCESSING FEES – VIRTUAL/DIGITAL PERMITS
PERMIT FEE – Virtual/Digital Permits
Virtual Permits; Vehicle Plate is the permit
PDF Permits; Printable paper permits for the Public/Agency Permit tracking for ticketPRO Enforcement Integration
$1.00 per permit

ACCOUNT REVIEW/MANUAL ACCOUNT ENTRY BY TDS
Review and approval of new accounts by TDS
Does not apply to accounts and documents submitted online Manual entry of new accounts and documents
Accounts received by mail, email or phone to be entered $1.00 per account

PERMIT APPLICATION REVIEW BY TDS
Review and approval of new permit documents by TDS when required.

Note: Current Menlo Park Over Night and Residential Permit Applications do not require review.

$1.00 per approved
application

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BUDGETARY PROPOSAL - PERMITS City of San Bruno

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All quoted prices are valid 90 days from the date submitted

PROCESSING FEES – PHYSICAL PERMITS
Physical permits are traditional Decals, Stickers and Hangtags. Menlo Park has elected to utilize all Virtual/Digital permits. Physical permit pricing is provided for potential future permit utilization by the City.

PERMIT FEE – Physical Permits
All Physical Permits qualify for this fee.

Automatic application status email notifications
Online Renewal Option for the Public
Permit tracking for ticketPRO Enforcement Integration
$2.00 per permit
FULFILLMENT SERVICES - Performed by TDS staff
Includes manual entry of mailed/emailed accounts
Review/Approval of submitted account documents
Permit stock inventory management
Issue approved permits and deliver via mail with letter $2.50 per permit
(plus 1st class postage)

ADDITIONAL SERVICES

OTHER MAILED LETTER CORRESPONDENCE
This fee will cover the mailing of a single page of information, such as a simple renewal letter or a rejection letter, etc. Other mailings outside of the fulfillment process can be negotiated.
$1.00 per letter
(plus 1st class postage)

GROUP EMAIL CORRESPONDENCE
This fee will cover the emailing of information to a group of accounts, such as a renewal reminder, special permit offers, etc. Text t be provided by Customer.
$75.00 per group email
CREDIT CARD PAYMENTS (Internet)
A convenience fee of 5% of the amount paid will charged to the online customer for this service. This fee covers the cost of ongoing maintenance, agency support and enhancements of the web payment system, and includes daily and monthly reconciliation of all payments. (Fee subject to change).

No Charge to Agency

CUSTOMIZATION CHARGES
Customization charges will apply for development of any non-standard permit types, parameters, or other requirements not included in current getaPermit system.
$80 per hour
PERMIT STOCK/SUPPLIES Supplied by Agency

COST INCREASES
If postal rates increase during the term of this agreement, any per notice fee paid to TDS shall be raised immediately to offset the effect of the postal rate increase.

Postal Rate
Increase Offset
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San Bruno Downtown
Parking Study
Final Parking
Management
Plan
January 2019

Prepared for:

City of San Bruno

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1 Executive Summary
Introduction
The downtown San Bruno Parking Management Plan was prepared as a part of the San Bruno Downtown Parking Study. The study included analyzing the existing parking supply and usage, projecting future parking demand, recommending parking management strategies, analyzing options for future new parking supply, and examining the potential costs and revenues of implementing the plan. The study area for the plan includes the portion of the City of San Bruno from San Mateo Avenue between Walnut Street to the north and El Camino Real and Taylor Avenue to the south, including two to three blocks to the east and west of this corridor. The results of each task tasks are summarized here and described in detail in the remaining chapters of this report.

Existing Conditions
The existing conditions analysis included an occupancy and duration survey of parked vehicles within the study area, to establish a baseline understanding of current parking conditions.

Overall, this study finds that parking facilities near San Mateo Avenue are well used during the day on both weekdays and weekends, while the residential street blocks are more heavily used in the evenings and overnight, with total overnight parking occupancy close to capacity. In certain instances, individual blocks were observed to be exceeding the capacity of spaces on those blocks.

A detailed analysis of occupancy and duration by time of day and location, along with the methodology for data collection, are described in Chapter 1 of this report.

Specifically, this report finds:
 On-street parking on San Mateo Avenue is heavily used during the weekday midday, but other areas are well below capacity at this time. On the weekend, midday parking occupancy is heavier and is sustained throughout the afternoon along both San Mateo Avenue and nearby side streets.
 Off-street parking supply experiences extended periods of occupancies above the 85 percent practical capacity level on both the weekdays and weekends.  In the evening on both weekdays and weekends, including the overnight count, off-street parking in residential areas is near or over capacity, implying that there is very high demand for residential parking.
 Public off-street facilities are less well-used during the day, when primarily employees and short-term visitors are in the area. On the weekend, they are more well used by visitors who are staying for longer durations or are possibly less familiar with parking options in the area.
 Vehicles on San Mateo Avenue tend to stay for longer durations on weekends than on weekdays, with many vehicles exceeding the 2-hour time limits on the weekend. 59 of 214
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2 Concern over parking issues in downtown San Bruno has intensified over recent years and outreach efforts have found that residents generally find the current conditions unacceptable.

Population and job growth and housing costs have resulted in increased occupancy in the housing in surrounding neighborhoods, resulting in demand for parking that exceeds the existing supply.

There is also anecdotal evidence that Caltrain commuters and San Francisco International Airport (SFO) travelers park in the neighborhood to avoid parking fees. Spillover parking by downtown employees may have some effects in adjacent neighborhoods during the busiest hours, but this was not found to be a major cause of high parking occupancy.

Parking Demand
While the current parking deficiency is primarily caused by an increase in the area population, future planned development in the area may exacerbate the issues by generating new demand for office and retail uses. A parking demand analysis was developed to project the future parking demand expected to be created by new development, so that the needs of these developments may be addressed by new parking facilities and improved parking management, in order to prevent additional neighborhood impacts. The future parking demand analysis involved developing a parking demand model calibrated to the existing conditions data, and then projecting future demand that may occur as the result of new development in the area. The City provided phased growth projections that were developed as part of the Transit Corridors Specific Plan for residential, office, and retail developments in the downtown area. The demand analysis found that up to 76 additional parking spaces may be needed to meet parking demand in 2030, an additional 109 spaces would need to be added in 2040 (for a total of 185 new parking spaces), and an additional 248 spaces may be needed by 2050, resulting in a total of 433 additional spaces required across all phases to meet projected demand. These projections are based on existing parking demand patterns and projected growth, and thus may be altered as conditions, planned development, and behavior change. The details of the analysis are described in Chapter 2 of this report.

Management Recommendations
A set of phased parking management recommendations were developed to manage the high afternoon and evening parking demand, help users find and use available parking, improve parking availability for residents, and potentially increase the parking supply. Specifically, this plan recommends that the city:
 Adjust enforcement hours to better manage the heavy-use evening period  Adjust time restrictions, primarily to convert 5-hour spaces to 10-hour spaces for employee use
 Install improved signage to help drivers locate available parking  Improve parking lot maintenance and security
 Explore temporary use of the Sylvan Avenue Caltrain Station as additional public parking 60 of 214
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3  Explore converting parallel parking on San Mateo Avenue to diagonal parking to increase capacity
 Install parking meters on San Mateo Avenue to encourage short-term parking and direct long-term parkers into lots
 Formalize overnight parking arrangements in public lots to increase supply available to residents
 Begin process of planning and securing funds for a parking garage Garage Site Analysis
Potential downtown sites were analyzed on a preliminary basis for constructing a potential parking garage, which would increase the parking supply to meet the additional demand projected by the parking demand analysis. There are several potential sites, but none have been identified at this time because the timing and funding has not been determined. Site analysis will occur in the future as a follow up item.

Financial Analysis
Chapter 5 provides ballpark cost and revenue estimates for the parking management plan and a potential garage. The estimates in this chapter provide a professional opinion of likely costs based on experience with previous parking programs and information from parking equipment and service providers, to be used for planning purposes. Detailed cost estimates should be procured from potential contractors during an RFP process.

It is estimated that the parking management program would require approximately $230,000 in capital costs, including meters, enforcement technology, and signage. Labor costs, which include enforcement, administration, maintenance and collections could cost between $500,000 and $550,000 annually. Depending on the details of the technology selected, additional software and integration costs may be required.

Program revenue would primarily be collected from the 186 parking meters recommended for the short-term on-street spaces. Revenue would be collected 10 hours a day, between 8 AM and 6 PM, 5 days a week. Based on the recommended pricing and existing demand for these spaces, the expected daily revenue per space is $13.80 and the total annual revenue for all metered spaces is estimated to be $640,000. There may be additional revenue from a parking permit program, but this is likely to be a small proportion of total revenues.

There are many variables affecting the cost to construct a parking garage, resulting in a wide range of possible costs even within the Bay Area. Cost estimates for parking garages range from $25,000 per space to $52,000 per space, depending on land costs, site conditions, project complexity, and other factors. Based on the conditions at the potential garage sites, it is estimated that a garage in San Bruno may cost between $35,000 and $45,000 per space.

At $40,000 per space, a 450-space garage would cost $18 million. The City would need to find a way to finance such a large capital project. This could be done through meter revenue (though 61 of 214
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4 this is likely to be insufficient), a parking assessment district, in-lieu parking fees, or public- private partnerships.

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6 Chapter 1
Existing Conditions
This chapter details the results of the existing conditions data analysis for the San Bruno Downtown Parking Study. The purpose of this data collection analysis is to establish a baseline understanding of current parking conditions, such as utilization and length of stay in the downtown area of the City of San Bruno using recently collected parking behavior data. This analysis will help identify current parking issues and overall demand patterns in the study area.

Study Area and Methodology
CDM Smith conducted a thorough parking inventory and occupancy data survey for the downtown study area in May 2017. This section describes the boundaries of the study area and the data collection and analysis methodologies. For purposes of this report, collected parking data is defined and presented in the following categories:
 Parking Inventory - provides a complete count of the parking facilities, both on- and off- street, available for use in the study area.
 Parking Occupancy - shows the parking utilization by location and space type throughout the day and is used to understand peak parking demand.
 Parking Duration and Turnover - shows how long parkers typically remain parked (duration) and the frequency of vehicles arriving at a space (turnover).

Each of these analyses includes a detailed discussion of parking observations and behavior. The following terms and definitions are used throughout this report:
 Occupancy: The number of cars parked in an area, facility, or blockface during one period of observation, usually expressed as the percentage of the total supply of spaces that is occupied by parked cars.
 Peak: The time period during which the highest level of occupancy in an area or facility is observed.
 Practical Capacity: 85 percent occupancy. This is the standard for measuring efficiently- used parking facilities and represents the highest occupancy level before it becomes difficult for a driver to find parking without having to circle or “cruise” around the surrounding areas and streets. This is usually defined as one open parking spot per typical on-street blockface.

Study Area
The downtown San Bruno study area is centered around San Mateo Avenue between Walnut Street to the north and El Camino Real and Taylor Avenue to the south and including 2 to 3 blocks to the east and west of this corridor. San Mateo Avenue is the core of the study area as it contains 64 of 214
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7 the majority of the businesses within downtown San Bruno. The study area also includes the eight public off-street lots within these blocks, as well as the Caltrain lot and several lots serving private businesses, which serves as de facto additional parking supply within the downtown area.

The study area is shown in Figure 1 below.
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2Nd
1St
3Rd
Green
Easton
Mills
Hensley
San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8 Artichoke
Joe’ s
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ sBank of
America
Citibank
Figure 1
San Bruno Parking Study Area
Legend
0 250 500 FEET
NORTH
San Mateo Avenue
(License Plate Data Collection)
Other On-Street
(Occupancy Only)
Oﬀ-Street Public
Oﬀ-Street Private
Study
Area
5280
5380
82 101
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9 Methodology
Parking inventory and occupancy/behavior data was collected on two days in May 2017 (Saturday, May 13th and Thursday, May 18th) to account for typical weekday and weekend behavior, with the exception of the three Artichoke Joe’s lots east of Huntington Avenue.

Occupancies in these lots were collected during a supplemental data collection effort organized by the City on a Thursday and Saturday in July, as they were not included in the original data collection.

Two types of data collection were conducted:
 License plate survey: This survey tracks individual vehicles by block by collecting the last four digits of each license plate number. This type of data collection was conducted only along San Mateo Avenue within the study area. License plate data can be used to estimate individual driver behavior for the parking duration and turnover analyses.  Occupancy collection: This counts the number of vehicles in a given facility. Occupancy-only data collection allows for an analysis of utilized parking spots and was conducted on all streets and facilities besides San Mateo Avenue.

For both the license plate data and occupancy data collection, observations were made every two hours from 12 PM to 12 AM to capture the typical daily afternoon and evening behavior; parking was noted by the City to be more used during the midday and evening hours of the day rather than the more typical morning hours from 8 AM to 12 PM. An additional 3 AM occupancy-only count was conducted, excluding San Mateo Avenue, at 3 AM on Friday, May 19 th (i.e. overnight
after Thursday, May 18th). The 3 AM count is intended to be a snapshot of overnight parking usage, focusing on usage of parking by nearby residents. Overnight parking was determined not to be a problem in the commercial center, so San Mateo Avenue was excluded from the 3 AM count.

Parking Inventory
A total of 1,714 parking spaces were determined to be in the study area during data collection.

This inventory includes 162 spaces along San Mateo Avenue, 612 spaces on other on-street blockfaces, and 940 spaces in off-street facilities.1 The breakdown of spaces by type is presented in Table 1. The inventory and regulations by facility are also shown graphically in Figure 2 for on-street spaces and Figure 3 for off-street spaces.

Spaces on San Mateo Avenue between Huntington Avenue and El Camino Real have a 2-hour time limit, enforced from 8 AM to 6 PM weekdays and Saturdays, as do some of the cross streets intersecting San Mateo Avenue. Most of the remaining on-street spaces in the study area are unregulated; these spaces are in primarily residential neighborhoods and are generally intended to serve residents who live nearby. Unregulated spaces make up about 75 percent of all on-street

1 On the residential streets within the study area, parking spaces are not delineated with pavement markings. In these areas, the number of spaces was estimated by measuring the curb space and assuming 20 feet of curb per parking space. 67 of 214
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10 spaces in the study area. There are also 15 on-street loading and 20-minute spaces in the study area for users in need of very short-term parking.

Most spaces in the public off-street facilities in the study area have 5-hour time limits, though a few lots at the northern and southern ends of the study area have 2-hour limited spaces. Daily parking is available for a fee in the Caltrain lot. The private lots included in the survey are restricted to customers and employees of downtown businesses, including Artichoke Joe’s Casino, Citibank, and Bank of America.

With the exception of the Caltrain lot, all of the on- and off-street parking in downtown San Bruno is free, and over a third of the total spaces in the study area are unregulated by the City.

Table 1: San Bruno Downtown Parking Inventory

Space Type Study Area
Spaces %
On-Street – San Mateo Avenue
20 Minutes 3 2%
2 Hour 137 85%
Unregulated 15 9%
Loading 3 2%
ADA Accessible 3 2%
Total 162 100%
On-Street – Surrounding Blocks
2 Hour 49 8%
Unregulated 554 91%
Loading 9 1%
Total 612 100%
Off-Street – Public Lots
2 Hour 84 17%
5 Hour 299 60%
Caltrain – Daily Fee 94 19%
ADA Accessible 23 5%
Total 500 100%
Off-Street – Private Lots
Customer and Employee 420 95%
ADA Accessible 20 5%
Total 440 100%
Overall
Total 1,714 -
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San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ sBank of
America
Citibank
101
25 14
19 70
27 100
51 18031
37 58
34 43
Artichoke
Joe’ s
Figure 2
Parking Types by Facility
Legend
0 250 500 FEET
NORTH
2 Hour
Unregulated
No Parking
Customer Parking (Private)
5 Hour
Daily (Caltrain)
43 Total Lot Inventory
Study
Area
5280
5380
82 101
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12 Parking Occupancy
The occupancy analysis presented below examines the utilization of parking spaces in the study area by location, space type, and time of day. Data is presented in percent occupancy, or the percentage of spaces that are occupied by parked vehicles. A higher occupancy indicates that more vehicles are using the parking spaces in the facility, and thus less spaces are available to vehicles arriving at that time.

Periods of high occupancy are highlighted in the tables. Cells highlighted in light orange indicate when a parking facility meets or exceeds the 85 percent practical capacity level but remains below 95 percent, while cells shaded in dark orange indicate times when occupancy was observed to have reached a critical occupancy level of 95 percent or higher. Cells shaded in red indicates times when occupancy was observed to reach or exceed full capacity, or 100 percent occupancy.

Weekday Occupancy
Weekday occupancy, collected on Thursday, May 18th, is shown in Table 2 below, and graphically in Figure 3 on the following page. Occupancy in the study area as a whole peaked at 6 PM with 83 percent of spaces occupied. On-street parking occupancy peaked later at 8 PM with 94 percent occupancy, well above the 85 percent practical capacity level, while off-street occupancy peaked earlier at 6 PM, with a lower occupancy of 76 percent.

Occupancy on San Mateo Avenue remained at or above 85 percent from 12 PM to 8 PM, while occupancy on other streets remained above this threshold starting at 6 PM and through the evening and overnight. Enforcement for the 2- and 5-hour time limits ends at 6 PM, and thus some increased occupancy as early as 4 PM may be due to the absence of time limits. San Mateo Avenue and public off-street occupancies drop sharply after 8 PM, but on-street occupancies outside of San Mateo Avenue remain high, because they are primarily residential. Off-street private parking remains high as well, primarily due to the large Artichoke Joe’s lots serving customers who stay late in the night. Off-street facility utilization as a whole never exceeded 85 percent practical capacity.

Table 2: Overall Weekday Parking Occupancy
Space Type Total
Spaces
PM AM
12 2 4 6 8 10 12 3
On-Street 774 76% 78% 84% 91% 94% 78% 79% 70%
San Mateo Avenue 162 85% 86% 93% 91% 91% 44% 47% N/A2
Other Streets 612 74% 76% 81% 91% 95% 87% 87% 89%
Off-Street 940 71% 73% 74% 76% 70% 52% 51% 42%
Public 500 71% 69% 71% 75% 65% 33% 33% 23%
Private 440 70% 78% 78% 78% 75% 73% 71% 64%
Overall 1,714 73% 75% 79% 83% 81% 64% 63% 55%

2 Overnight data collection was not conducted along San Mateo Avenue because overnight parking was not identified as an issue in the commercial center.
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San Bruno Downtown Parking Study
Weekday Overall Occupancy
Midday
Peak
Evening
Peak
12p 2p 6p 8p 10p 12av
Overall
San Mateo Ave
Other Blocks
Overall
Public Lots
Private Lots
All Spaces
85% 86% 93% 91% 91% 44%
74% 76% 81% 91% 95% 87%
71% 69% 71% 75% 65% 33%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
76% 78% 84% 91% 94% 78%
73% 75% 79% 83% 81% 64%
47%
87%
33%
70% 78% 78% 78% 75% 73% 71%
79%
Overall 71% 73% 74% 76% 70% 52% 51%
63%
Practical Capacity (85%)
Percent Occupany
Figure 3
On-Street Spaces
Oﬀ-Street Spaces
4p
San Mateo Avenue
(License Plate Data
Collection)
Other On-Street
(Occupancy Only)
Oﬀ-Street Public
Oﬀ-Street Private
DRAFT
-For Discussion Purpose Only-
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14 Weekday on-street occupancy is detailed by space type in Table 3 below. Overall, on-street parking occupancy peaks in the evening at 8 PM. On San Mateo Avenue, the peak is earlier at 4 PM, but occupancy remains above the 85 percent practical capacity level throughout the afternoon until 8 PM. This indicates high demand for on street spaces in the commercial center during the dinner rush, which ends by 10 PM. The 2-hour spaces along side streets show a similar pattern, with a peak at 8 PM, with 90 percent of spaces occupied, and a steep drop to 33 percent by 10 PM. Overall, parking nears but does not exceed capacity during the late afternoon and evening, indicating that visitors looking for parking close to their destination may need to search for a while to find parking.

The unregulated spaces on San Mateo Avenue are above capacity at 12 PM and 2 PM due to vehicles parked in driveways and other no-parking zones. This included some vehicles parked in front of an auto repair shop which may have been stored in front of the driveway while the shop worked on other vehicles. “Other” parking space types includes loading, 20-minute, and ADA accessible parking within the San Mateo Avenue area.

On streets west and east of San Mateo Avenue, occupancies were generally higher in the evening, after 8 PM. In unregulated spaces, which are located on primarily residential streets, occupancy peaks at 95 percent at 8 PM, and stayed high for the rest of the evening, as well as during the overnight count. This indicates the use of these streets as parking supply for nearby residents, many of whom may be using their vehicles at work, school, and typical daily activities during the day and returning for the evening. The high occupancy indicates that there is high demand for residential parking, and residents returning later in the evening may have to search for parking far away from their residence or park illegally at red curbs or in driveways to stay close to their home.

Table 3: Weekday On-Street Occupancy
Space Type Total
Spaces
PM AM
12 2 4 6 8 10 12 3
San Mateo Avenue
2 Hour 137 85% 85% 96% 96% 96% 42% 45% -
Unregulated 15 127% 127% 87% 80% 80% 73% 73% -
Other 9 22% 44% 56% 44% 44% 33% 33% -
Total 162 85% 86% 93% 91% 91% 44% 47% -
Other On-Street Parking
2 Hour 49 55% 57% 61% 78% 90% 33% 22% 12%
Unregulated 554 76% 78% 82% 91% 96% 92% 93% 97%
Loading 9 89% 67% 133% 122% 33% 89% 56% 0%
Total 612 74% 76% 81% 91% 95% 87% 87% 89%
Overall
Total 774 76% 78% 84% 91% 94% 78% 79% 70%

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15 Off-street occupancy is shown by space type and facility in Table 4. Overall, off-street parking in the study area reaches a peak occupancy of 77 percent at 6 PM. However, there are many different types of parking lots and regulations in the area, which each have different demand patterns. The public lots, which have 2-hour or 5-hour time limits, reach peak occupancy at 6 PM, while the private lots have higher occupancies earlier in the afternoon. The Caltrain lot likely fills in the morning when commuters arrive at the station, as it is close to full at 12 PM, and begins emptying by 4 PM.

Public Lots 1, 2, and 3, which all front on Mastick Avenue between Taylor Avenue and Sylvan Avenue, experience very high occupancies between 4 PM and 8 PM, with all three facilities reaching capacity at 6 PM for both types of spaces. Lots 5, 7, and 8, all near Angus Avenue, also reach high occupancies at 6 PM. The popularity of these lots at this time is likely from visitors and patrons going to downtown San Bruno for dinner and other evening activities and who may not need more than two hours of parking and are possibly more influenced by the locations of the lots than the time limits. Lot 8, at the north end of the study area, has a high occupancy at 12 AM but drops by 3 AM, indicating late night visitor usage, possibly spillover parking demand from the nearby Artichoke Joe’s, which remains near 92 percent occupancy late into the night. Lot 7, on the other hand, increases from about half-full in the late evening to 86 percent occupancy at 3 AM, indicating overnight usage such as potential spillover from residents who arrived too late to find street parking.

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16 Table 4: Weekday Off-Street Occupancy
Facility and Space
Type
Total
Spaces
PM AM
12 2 4 6 8 10 12 3
2 Hour
Public Lot 1 24 79% 71% 92% 100% 83% 25% 25% 25%
Public Lot 2 30 97% 93% 100% 100% 100% 30% 20% 30%
Public Lot 8 30 23% 40% 50% 87% 77% 73% 87% 20%
5 Hour
Public Lot 2 38 97% 89% 97% 100% 89% 26% 16% 0%
Public Lot 3 25 72% 80% 96% 100% 100% 44% 52% 56%
Public Lot 4 96 50% 54% 56% 76% 70% 52% 51% 4%
Public Lot 5 49 76% 71% 69% 88% 57% 16% 22% 33%
Public Lot 6 56 61% 45% 43% 55% 66% 23% 21% 18%
Public Lot 7 35 77% 63% 49% 91% 94% 49% 40% 86%
Customer and Employee Parking
Swim School Lot 11 100% 100% 109% 91% 91% 27% 18% 36%
Cleo's Lot 18 67% 44% 50% 89% 72% 33% 17% 11%
Artichoke Joe’s 320 74% 86% 86% 89% 85% 93% 92% 81%
Citibank Lot 32 41% 28% 25% 16% 25% 3% 3% 3%
Bank of America Lot 39 74% 77% 79% 36% 33% 8% 3% 15%
Daily
Caltrain Lot 94 95% 96% 93% 44% 26% 20% 21% 19%
Overall
Off-Street 897 72% 75% 76% 77% 71% 53% 52% 43%

Peak Occupancy Maps
The maps in Figure 4 and Figure 5 show occupancy by block and off-street facility for the midday peak of 12 PM, and 8 PM when off-street occupancy peaks. At noon, although the spaces on San Mateo Avenue average 85 percent occupancy, only two blocks are above this level. The remaining blocks are likely close to 85% but still have enough open spaces for circling vehicles to find parking quickly. A few of the residential streets have high occupancies, while others have lower occupancies. There is not a clear location-based pattern of parking usage at this time, and the mix of blocks with high usage and low usage may mean that drivers arriving do not have a difficult time finding an open parking space.

At 8 PM, occupancies throughout the study area are higher. More blockfaces on San Mateo Avenue are above 85 percent occupancy, and many off-street spaces are over 95 percent occupancy. It would be much harder for an arriving driver to find an on-street parking space at this time, but there is open space in lots 4, 5, and 6. Occupancy appears to be higher on Kains Avenue at this time, indicating more activity in the central downtown area and less activity near the Caltrain Station.
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1St
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Easton
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San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ s
Bank of
America
Citibank
Artichoke
Joe’ s
Figure 4
Weekday 12PM Parking Occupancy
Legend
0 250 500 FEET
NORTH
Less than 50%
50% to 70%
70% to 85%
85% to 95%
95% or more
1 or more vehicles observed on a
block with no parking spaces
Study
Area
5280
5380
82 101
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2Nd
1St
3Rd
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Easton
Mills
Hensley
San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ s
Bank of
America
Citibank
Artichoke
Joe’ s
Study
Area
5280
5380
82 101
Figure 5
Weekday 8PM Parking Occupancy
Legend
0 250 500 FEET
NORTH
Less than 50%
50% to 70%
70% to 85%
85% to 95%
95% or more
1 or more vehicles observed on a
block with no parking spaces
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19 Weekend Occupancy
Weekend overall occupancies are summarized in Table 5 and graphically in Figure 6. Within the observed time period, overall occupancies were highest at 6 PM with 86 percent occupancy, but occupancies remained above 80 percent from 12 PM through 8 PM, indicating that there is a high level of activity throughout the day, and that demand is consistently high throughout the midday and evening. On-street occupancies were higher than off-street occupancies throughout the observed time period, with occupancies on San Mateo Avenue and on other streets exceeding the 85 percent practical capacity threshold and approaching the overall capacity level for multiple hours.

Overall, on-street occupancies peak later in the evening, at 6 PM and 8 PM at around 95 percent occupancy, indicating heavy use for dinner, but have consistently high demand throughout the afternoon and evening, showing that there is activity and demand throughout the day. However, the peak for on-street spaces on San Mateo Avenue was at 12 PM, with occupancies close to capacity, indicating that the central area is more popular for lunch or other midday visitors. The peak for other on-street areas was at midnight with 99 percent occupancy, indicative of the residential nature of the streets off and around San Mateo Avenue. Observations of overparking along certain blocks also show the high amount of parking demand for these residential areas during overnight hours.

Off-street occupancies peak at 6 PM with 78 percent occupancy, however occupancy was near this level from 2 PM to 8 PM. These occupancies are slightly higher throughout the day compared to weekday occupancies but remain below the practical capacity level. Public and private facilities have different peak times, with public lots near 85 percent occupancy from 12 PM to 2 PM, and private facilities (primarily driven by the large Artichoke Joe’s lots) peaking at 8 PM with 83 percent occupancy. Like the on-street parking, the sustained level of demand, at or above 70 percent occupancy throughout the afternoon, shows consistently high off-street demand on the weekend.

Table 5: Weekend Overall Occupancy
Space Type Total
Spaces
PM AM
12 2 4 6 8 10 12
On-Street 774 91% 92% 93% 95% 94% 82% 88%
San Mateo Avenue 162 97% 92% 83% 91% 88% 55% 47%
Other Streets 612 89% 92% 95% 95% 96% 89% 99%
Off-Street 940 73% 78% 77% 78% 73% 54% 52%
Public 500 84% 85% 77% 73% 64% 34% 31%
Private 440 60% 70% 77% 84% 83% 78% 76%
Overall 1,714 81% 84% 84% 86% 83% 67% 68%

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Weekend Overall Occupancy
Midday
Peak
Evening
Peak
12p 2p 6p 8p 10p 12av
Overall
San Mateo Ave
Other Blocks
Overall
Public Lots
Private Lots
All Spaces
97% 92% 83% 91% 88% 55%
89% 92% 95% 95% 95% 89%
84% 85% 77% 73% 64% 34%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
91% 92% 93% 95% 94% 82%
81% 84% 84% 86% 83% 67%
47%
99%
31%
60% 70% 77% 84% 83% 78% 76%
88%
Overall 73% 78% 77% 78% 73% 54% 52%
68%
Practical Capacity (85%)
Percent Occupany
Figure 6
On-Street Spaces
Oﬀ-Street Spaces
4p
San Mateo Avenue
(License Plate Data
Collection)
Other On-Street
(Occupancy Only)
Oﬀ-Street Public
Oﬀ-Street Private
DRAFT
-For Discussion Purpose Only-
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21 Table 6 shows the on-street occupancy by space type for weekend parking conditions. San Mateo Avenue spaces peak at 12 PM, with both 2-hour and unregulated spaces close to 100 percent occupancy. This may indicate that on-street spaces are most heavily used at lunchtime on the weekends. The 2-hour spaces on San Mateo Avenue peak again with 100 percent occupancy at 6 PM, serving dinner and evening visitors.

In other areas of downtown San Bruno, on-street parking peaks between 4 PM and 8 PM, also likely due to dinner visitors. Occupancy in 2-hour parking spaces, which are located on side streets that intersect with San Mateo Avenue, peaks at 8 PM with 90 percent of spaces occupied.

In general, these 2-hour spaces are less well used than the unregulated spaces or the 2-hour spaces on San Mateo Avenue, which may indicate a higher demand for short-term parking close to destinations or for long-term parking. Unregulated spaces, primarily in residential areas, are consistently above the 85 percent practical capacity level for the entire observation period, with a peak of 99 percent occupancy at 4 PM and a large peak at 12 AM (midnight) with 105 percent occupancy, indicating extensive demand and overoccupancy of the residential areas. Occupancy in the unregulated spaces is also above 85 percent occupancy for the entire afternoon and evening. Because many of these spaces are in residential areas, this high demand is at least partially due to more residents remaining at home on the weekend and lowering available spaces, but also could include visitors who wish to park outside of the 2-hour time limited spaces.

Table 6: Weekend On-Street Occupancy
Space Type Total
Spaces
PM AM
12 2 4 6 8 10 12
San Mateo Avenue
2 Hour 137 99% 94% 89% 100% 93% 56% 45%
Unregulated 15 100% 93% 53% 47% 73% 67% 73%
Other 9 78% 67% 56% 44% 33% 22% 33%
Total 162 97% 92% 83% 91% 88% 55% 47%
Other On-Street Parking
2 Hour 49 71% 76% 55% 86% 90% 27% 10%
Unregulated 554 92% 94% 99% 97% 97% 95% 105%
Loading 9 22% 56% 89% 78% 111% 67% 189%
Total 612 89% 92% 95% 95% 96% 89% 99%
Overall
Total 774 91% 92% 93% 95% 94% 82% 88%

Weekend off-street occupancies are detailed by space type and facility in Table 7. The public off- street facilities are more heavily used on the weekend than on the weekday, with almost all facilities reaching full capacity at some point during the day. Higher demand in the off-street facilities may indicate a demand for longer-term parking, but it also includes the few lots with 2-hour parking, so it may also indicate that weekend visitors prefer off-street parking. Because on-street parking on San Mateo Avenue has very high occupancies as well, weekend visitors who cannot find parking on the central street may prefer to park in lots rather than search for street parking elsewhere.
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22 Most public lots are most heavily used close to 12 PM, and some have a second, smaller peak at 6 PM, indicating high demand during lunch and dinner. This is similar to the demand for San Mateo Avenue on-street spaces on the weekend.

Two of the private lots that serve San Mateo Avenue businesses also have high occupancy at 12 PM and throughout the afternoon. The Artichoke Joe’s lots peak at 10 PM, and is almost at 100 percent occupancy at this time, indicating that late evening demand is very high for their customer base. The two lots serving banks had low utilization throughout the day, as did the Caltrain Lot. These lots are primarily used as customer parking for their private land uses as banks while Caltrain facilities are most highly used on the weekdays.

Table 7: Weekend Off-Street Occupancy by Space Type and Facility Facility and Space
Type
Total
Spaces
PM AM
12 2 4 6 8 10 12
2 Hour
Public Lot 1 24 100% 113% 100% 104% 92% 46% 13%
Public Lot 2 30 100% 97% 100% 100% 83% 23% 23%
Public Lot 8 30 67% 80% 67% 100% 100% 60% 87%
5 Hour
Public Lot 2 38 95% 95% 95% 95% 97% 34% 26%
Public Lot 3 25 100% 92% 100% 96% 84% 80% 56%
Public Lot 4 96 100% 98% 83% 79% 74% 47% 48%
Public Lot 5 49 100% 96% 78% 94% 92% 24% 27%
Public Lot 6 56 88% 84% 84% 68% 39% 16% 9%
Public Lot 7 35 71% 100% 74% 94% 89% 49% 37%
Customer and Employee Parking
Swim School Lot 11 118% 118% 118% 109% 64% 36% 55%
Cleo's Lot 18 117% 100% 100% 94% 83% 39% 6%
Artichoke Joe’s 320 63% 75% 87% 93% 97% 98% 98%
Citibank Lot 32 9% 19% 16% 44% 25% 3% 6%
Bank of America Lot 39 38% 41% 33% 38% 31% 10% 3%
Daily
Caltrain Lot 94 56% 54% 52% 17% 12% 16% 17%
Overall
Off-Street 897 74% 79% 78% 79% 74% 56% 53%

Peak Occupancy Maps
Occupancy by block and off-street facility is shown for the weekend peaks at 12 PM and 6 PM in Figure 7 and Figure 8. At 12 PM on the weekend, parking in the southern part of the study area is more heavily used than near the Caltrain Station, but there are blocks with empty spaces throughout the study area, indicating that it may be easier to find an on-street parking space.

However, the lots are very heavily used, which implies that many visitors are in the area, as opposed to residents who are more likely to park on-street. High occupancy in the off-street facilities reduces the options for people who are looking for parking. 80 of 214
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23 At 6 PM, the occupancy patterns are similar to 12 PM, with heavy activity throughout the area except near the Caltrain Station. The lots are slightly less full than at 12 PM but the on-street parking is more heavily used, possibly indicating more residents parking near their home. There is more availability in the off-street facilities, but most remain above the practical capacity threshold, implying that it would be difficult for an arriving vehicle to find a parking space on- or off-street.
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2Nd
1St
3Rd
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Easton
Mills
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San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ s
Bank of
America
Citibank
Artichoke
Joe’ s
Figure 7
Weekend 12PM Parking Occupancy
Legend
0 250 500 FEET
NORTH
Less than 50%
50% to 70%
70% to 85%
85% to 95%
95% or more
1 or more vehicles observed on a
block with no parking spaces
Study
Area
5280
5380
82 101
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1St
3Rd
Green
Easton
Mills
Hensley
San Mateo
Huntington
Masson
San Bruno
Mastick
Acacia
Walnut
Sylvan
Pine
Milton
Taylor
Hazel
Florida
San Anselmo
Martin
Maryland
GeorgiaGarden
Angus
El Camino Real
Angus
Kains
Caltrain
Lot
Lot 8
Lot 7 Lot 5
Lot 4
Lot 3
Lot 2
Lot 1
Lot 6
Swim
School
Cleo’ s
Bank of
America
Citibank
Artichoke
Joe’ s
Figure 8
Weekend 6PM Parking Occupancy
Legend
0 250 500 FEET
NORTH
Less than 50%
50% to 70%
70% to 85%
85% to 95%
95% or more
1 or more vehicles observed on a
block with no parking spaces
Study
Area
5280
5380
82 101
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26 Duration and Turnover
Parking duration and turnover are measurements of parking behavior that address how long individual vehicles stay parked in a single area, and how often individual spaces in an area are used by parked vehicles. Duration is the amount of time a parked vehicle stays parked in a facility.

Turnover is the frequency with which spaces are made available to arriving customers, measured as the number of unique vehicles that use a space throughout the day. Duration and turnover data were collected for on-street parking on San Mateo Avenue within the study area, where most of the parking is time-limited to 2 hours per stay.

Parking Duration
Parking duration for all space types in the core area is detailed in Table 8 and Table 9. The tables show the percentage of observed vehicles by approximate duration. Because duration data was only collected every two hours, the exact duration is not available, so the tables show the duration range based on the number of times the vehicle was observed parked on the same block.

On the weekday, the large majority of the vehicles observed were parked for less than 2 hours, consistent with the fact that a majority of spaces in the duration data collection area are 2-hour time-limited. 13 percent of vehicles observed parking in 2-hour spaces stayed for more than the allotted two hours. This may include parkers who arrive later in the day, after enforcement has ended. Vehicles parked in unregulated spaces tended to say for longer durations, with only 60 percent saying for less than two hours. All vehicles parked in the 20-minute spaces stayed for less than two hours, but a few of the vehicles parked in loading spaces were there for very long durations. These observed durations indicate that, even in the evenings, there is not high demand on the weekday for more spaces with longer time limits. This is likely because there are several nearby lots with 5-hour time limits and the surrounding streets are unregulated.

On the weekend, parking durations tend to be slightly longer. 17 percent of vehicles parked in 2-hour spaces exceeded the posted time limit, and more than half of vehicles parked in unregulated spaces stayed for more than two hours. This indicates that there is a slightly higher demand on the weekend for longer durations. Because there are higher occupancies on the weekends, those who wish to stay for longer durations may have a harder time finding parking in unregulated or 5-hour spaces.

Table 8: Weekday Parking Duration (San Mateo Avenue)
Space Type Total
Spaces
Parking Duration (Hours)
<2 2 to 4 4 to 6 6 to 8 8 to 10 10 to 12
20 Minutes 3 100% 0% 0% 0% 0% 0%
2 Hour 137 87% 9% 2% 1% 0% 0%
Unregulated 15 59% 22% 10% 6% 0% 4%
Loading 3 67% 0% 0% 17% 17% 0%
ADA Accessible 3 75% 0% 0% 0% 25% 0%

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27 Table 9: Weekend Parking Duration (San Mateo Avenue) Space Type Total
Spaces
Parking Duration (Hours)
<2 2 to 4 4 to 6 6 to 8 8 to 10 10 to 12
20 Minutes 3 83% 17% 0% 0% 0% 0%
2 Hour 137 83% 11% 4% 1% 1% 0%
Unregulated 15 48% 24% 9% 3% 6% 6%
Loading 3 71% 0% 0% 14% 0% 14%
ADA Accessible 3 75% 0% 0% 0% 25% 0%

Vehicle Turnover
Turnover is the average number of vehicles per day parked in each spot. Turnover rates by space type are shown in Table 10 and Table 11. Because license plate data was only collected every two hours, it is possible that vehicles parked for less than two hours were not observed. Thus, average turnover rates are likely somewhat higher than what is shown in the tables below.

Turnover in the 2-hour spaces is very similar on the weekdays and the weekends, with almost 5 vehicles per day. This is consistent with the fact most vehicles stay for less than the 2-hour time limit enforced during the day. There are almost four vehicles per day parked in unregulated spaces on the weekends, whereas there are only two per day on the weekends. This is consistent with the observation that visitors tend to stay for longer time periods on the weekends, and the fact that more residents stay parked in the area on the weekend.

Table 10: Weekday Parking Turnover (San Mateo Avenue)
Space Type Total
Spaces
Unique
vehicles per
space per day
20-Minutes 3 1.33
2-Hour 137 4.50
Unregulated 15 3.40
Loading 3 2.00

Table 11: Weekend Parking Turnover (San Mateo Avenue)
Space Type Total
Spaces
Unique
vehicles per
space per day
20-Minutes 3 2.00
2-Hour 137 4.43
Unregulated 15 2.20
Loading 3 2.33
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28 Chapter 2
Parking Demand Analysis
This chapter documents the assumptions and methodology, as well as summarizes the results from the parking demand model developed by CDM Smith for the City of San Bruno’s downtown study area. This analysis follows from the results of the Existing Conditions Analysis, using the observed existing parking demand as well as existing land uses to calibrate a model to the unique conditions in San Bruno. This model, based on the Urban Land Institute’s (ULI) shared parking methodology, was then used to project parking demand based on future development expected in the downtown area.

Demand Model Area
The study area used for the demand model was the same as used for the existing conditions. It includes San Mateo Avenue between Walnut Street to the north and El Camino Real and Taylor Avenue to the south, and two to three blocks of primarily residential streets to the east and west of the corridor. San Mateo Avenue is the core of the study area and contains a majority of the businesses within downtown San Bruno. The parking facilities included in the study area include 2-hour spaces on and near San Mateo Avenue, major off-street facilities serving local businesses, including the Artichoke Joe’s Lot, and unregulated residential streets surrounding San Mateo Avenue. The study area includes the Caltrain Parking Lot, but this facility and the parking demand observed there was excluded from the demand analysis, as demand for that lot is not determined by development nearby.

Existing Land Uses
The land uses in the study area are a mix of residential and commercial, including retail stores, restaurants, and office space. Table 12 below summarizes the square footage of commercial space and number of residential units used for this analysis. This data is based on parcel data provided by the City, and excludes some uses considered to be completely self-parked, meaning they do not contribute to demand in public parking facilities. Excluded land uses include hotels, gas stations, and car dealerships.

The land use categories used are consistent with the ULI parking demand factors used in the model. The largest single land use category is Retail and Personal Services, a broad category encompassing most common shopping and service uses, encompassing 147,315 square feet of building space in the study area. Altogether, restaurant uses are the second largest use by building square footage, at 76,183 square feet. Office, medical, and banking uses total 63,311 square feet of study area buildings, with religious uses and fitness studios at 22,100 square feet and 13,850 square feet respectively. The Artichoke Joe’s Casino is considered separately and discussed in the following paragraph.

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29 Table 12: Downtown San Bruno Existing Land Uses
Land Use Existing Square Footage (sq. ft.)
Retail and Personal Services 147,315
Fine/Casual Dining Restaurant 37,600
Family Restaurant 28,583
Fast Food Restaurant 10,000
Casino (Artichoke Joe’s) 50,970
Fitness Studio/ 13,850
Church 22,100
Offices under 25,000 square ft. 28,311
Medical/Dental Office 19,900
Banks 15,100
Total Commercial/Retail Square Footage 373,729
Residential (units) 436

The Artichoke Joe’s casino is included in its own Casino category in the model, which is similar to the ULI Nightclub land use category but altered based on observed parking demand in the Artichoke Joe’s lots. Although Artichoke Joe’s has its own dedicated parking facilities, it was included in the model to account for the fact that there may be spillover parking from Artichoke Joe’s into nearby parking facilities, or from other land uses into the Artichoke Joe’s lots, due to the large size of the lots and their proximity to other uses in the study area.

Existing Parking Inventory and Occupancy
The existing parking inventory and occupancy data were collected on one Thursday and one Saturday in May 2017. Observations of the number of parked cars in each facility were made every two hours between 12 PM and 12 AM to capture the typical afternoon and evening parking behavior, plus one 3 AM weekday occupancy check to estimate the overnight parking occupancy.

The 3 AM parking data was not used for the demand model because it does not include time-of- day factors for 3 AM.

Overall, parking occupancy peaks at 6 PM, with 83% of spaces occupied on the weekday and 86% of spaces occupied on the weekend at this time. Occupancies remain high throughout the study area during the afternoon and is very high in on-street facilities late into the evening, indicating high residential demand.

Table 13 and Table 14 show the results of this data collection for three time points by day of the week. In order to calibrate the model, parking demand was split into two categories:
employee/resident, and customer/visitor. Employees and residents were assumed to be long-term parkers and assumed to park in unregulated parking spaces. Customers and visitors were assumed to be short-term parkers, and assumed to park in time-regulated spaces, including the 5-hour spaces in the off-street facilities. In the evening, when parking time limits are no longer enforced, these distinctions may no longer be representative of who is using the parking spaces. After this time, the employee/resident and customer/visitor ratios were not used to 87 of 214
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30 calibrate the model, as it is not clear from the observed data which vehicles belong to which category.

Table 13: Downtown San Bruno Weekday Parking Occupancy
Space Type User Type Inventory Midday –
12 PM
Evening –
6 PM (Peak)
Late Night -
12 AM
On-Street
Short Term (Customer/Visitor) 216 171 (79%) 195 (90%)
608 (79%)
Long-Term (Employee/Resident) 557 420 (75%) 505 (91%)
Off-Street
Short Term (Customer/Visitor) 419 274 (64%) 345 (81%)
476 (51%)
Long-Term (Employee/Resident) 420 390 (76%) 372 (72%)
Total
Short Term (Customer/Visitor) 635 445 (69%) 540 (84%)
1,084 (63%)
Long-Term (Employee/Resident) 977 810 (76%) 877 (82%)

Table 14: Downtown San Bruno Weekend Parking Occupancy
Space Type User Type Inventory Midday –
12 PM
Evening –
6 PM (Peak)
Late Night -
12 AM
On-Street
Short Term (Customer/Visitor) 216 193 (89%) 196 (91%)
679 (88%)
Long-Term (Employee/Resident) 557 509 (91%) 536 (96%)
Off-Street
Short Term (Customer/Visitor) 419 373 (88%) 362 (85%)
488 (52%)
Long-Term (Employee/Resident) 420 307 (60%) 373 (73%)
Total
Short Term (Customer/Visitor) 635 566 (88%) 558 (87%)
1,167 (68%)
Long-Term (Employee/Resident) 977 816 (76%) 909 (85%)

Future Land Use Scenarios
The City has estimated the development expected to occur during the next 30 years and grouped the expected growth into three ten-year phases. The development projections are based on one project currently under construction (Plaza Apartments), one project in the planning approval process (111 San Bruno Avenue), and assumptions about future development contained in the Transit Corridors Specific Plan. Future development includes residential and office development occurring between 2019 and 2050, with most of the office development occurring in the third phase. Table 15 shows the estimated square footage and number of units for land uses in the study area for each of the three phases. These values are cumulative, showing the total amount of development in the study area assumed for each phase. In some cases, the square footage of a use type decreases due to existing uses being replaced by new development.

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31 Table 15: Development Projection Change in Land Use
Land Use
Existing
Square
Footage/Units
Phase 1 -
2030
Phase 2 –
2040 Phase 3 - 2050
Retail and Personal Services 147,315 150,222 146,353 145,897 Fine/Casual Dining Restaurant 37,600 39,669 39,731 44,694 Family Restaurant 28,583 30,156 32,484 24,256
Fast Food Restaurant 10,000 10,550 11,365 12,685
Casino (Artichoke Joe’s) 50,965 50,965 50,965 50,965
Fitness Studio 13,850 13,850 12,050 12,050
Religious Institution 22,100 22,100 13,000 13,000
Office under 25,000 sq. ft. 28,311 28,311 103,011 234,311 Office 25,000 to 100,000 sq. ft. - - 28,500 181,400
Office 100,000 to 500,000 sq. ft. - - 297,000 297,000
Medical/Dental Office 19,900 19,900 19,900 19,900
Banks 15,100 9,000 9,000 0
Total Commercial/Retail Square
Footage 373,724 392,492 797,284 1,058,719
Total Residential Units 436 753 941 1,247

The development projections were provided by the City in three categories: residential, office, and retail. Retail development space could be occupied by a variety of uses, including restaurants.

To account for the differing parking generation rates at restaurants compared to retail uses, the projected new retail square footage was split among the Retail and Personal Services, Fine/Casual Dining, Family Restaurant, and Fast Food Restaurant categories according to the proportions of square footage in existing buildings. While in reality the proportions of types of retail and restaurant uses may differ, this is a reasonable approximation that accounts for the varied parking usage patterns of these land uses.

Potential redevelopment in Downtown and the area adjacent to the Caltrain Station has the capacity for over 800,000 square feet of new office space and approximately 60,000 square feet of new retail, restaurant, and other commercial uses by 2050. A number of mixed-use development sites have the capacity for 772 new residential units. Compared to the existing land uses, the amount of retail and restaurant uses would only change slightly, and in some cases decrease, due to the fact the many developments would replace existing retail and restaurant uses. Office and residential uses would increase significantly. Overall, the total commercial/retail square footage and the number of residential units could approximately triple within the study area under these development projections.

Parking Model Methodology
A shared parking model was developed for the San Bruno project area based upon the Urban Land Institute (ULI) methodology which includes case studies, data collection, and other observations regarding multi-use developments and shared parking alternatives to segregated 89 of 214
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32 parking requirements.3 Shared parking assumes that various uses within a single shopping center, downtown, or other small geographic area will share one or more parking facilities, rather than have dedicated parking for each use. The shared parking framework is used in order to improve efficiencies for parking facilities, particularly due to time of day differences for differing land uses’ parking demand. The spreadsheet model uses principles identified in the ULI Shared Parking manual to find the time of day where the cumulative parking demand would be at its peak in order to define the maximum parking demand and thus the proposed parking supply, rather than totaling each land use’s parking demand individually, which results in an oversupply of parking and additional costs if parking is built but not needed.

The modeling process was divided into two main phases: model calibration and modeling future demand. The model was first calibrated to existing conditions to estimate demand forecasts that take local conditions and characteristics into account. Then, this calibrated model was applied to the future development assumptions to estimate future parking demand. As a result, a customized demand-based parking spreadsheet model was tailored to San Bruno’s existing parking conditions and its unique split of land uses.

Model Calibration
Calibrating the model is the process of adjusting the default values provided by the ULI model so that the model can accurately estimate the parking demand generated by existing development.

The existing land uses were first input into the model and the results compared with existing parking occupancies. Then the default parking generation values (the number of parking spaces needed for each type of use by time of day) were adjusted to move the estimated parking demand closer to the observed occupancy, based on other parking behaviors such as duration and anecdotal information about parking usage patterns and types of parking users in the area. This was an iterative process which involved making small tweaks to the parking generation values.

The parking model was deemed fully calibrated when the estimated parking demand for each hour during which data was collected on both the weekday and the weekend was within 1% of the observed parking demand.

Assumptions
 Vacant properties and properties with their own dedicated parking supply were excluded from the model, with the exception of residential properties.  The TCP includes draft parking requirement recommendations that allow for a range between about 1.28 spaces per unit and up to about 1.5 spaces per unit, depending on proximity to transit and measures that encourage transit usage, amongst other factors.4 These parking requirements were anticipated to be reduced from the City standard of 2.0 to 3.0 spaces per unit after a study determined this would be sufficient for future dense, mixed-use development with access to transit. As such, the new residential units are assumed to not generate any parking in public areas for residents. However, visitors to

3 Shared Parking, 2nd Edition, Urban Land Institute, 2005. 4 The TCP parking standards require 0.75 parking space per studio, 1.0 parking space per one-bedroom unit, and 1.0 to 2.0 spaces per two-bedroom unit and larger.
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33 these units are assumed to add to the public parking demand as experience shows that visitors tend to park on-street even when off-street parking is available to them.  These assumptions are likely to hold if the area densifies and adds transit service and amenities as planned, but demand could be higher than expected if development patterns are too similar to the existing conditions, which have resulted in very high residential parking demand.
 The Artichoke Joe’s Casino was also included in the model, even though it has a dedicated parking supply, because it accounts for a large proportion of the parking demand and is highly integrated into the downtown streetscape. It is possible that there is a small amount of spillover into other parking facilities, or unauthorized parking by visitors to other businesses, but it was assumed that the total demand for Artichoke Joe’s, which has its own land use category in the model, was approximately equal to the observed demand in the three Artichoke Joe’s lots.
 The maximum residential parking demand was determined by the 12 AM parking occupancies. It was assumed that, at this time, a small proportion of vehicles parked in the study area belonged to customers and employees of the few restaurants and bars open late in the area, but most of the remaining vehicles that were not parked in the Artichoke Joe’s lots belonged to residents.
 The ratio of customers to employees was also used as a check on the model. However, this metric was difficult to estimate for the existing conditions data, as this information was not known for all vehicles and could only be deduced based on the location and type of parking used. Thus, it was only used as a reasonable check on the model results and not as a requirement for calibration.

Estimating Demand Projections
Following final calibration of the existing conditions model, the calibrated model was applied to the future development projections to determine expected parking demand. First, the amount of development by land use type for each scenario was estimated. Only three land use types were included in the projections from the City: residential, office, and retail. Restaurant uses generate much more parking demand during the peak compared to “Retail and Personal Services,” both of which would fall under the retail category in the projected land use data. To account for this, it was assumed that the square footage of retail space provided in the new developments would be divided among the three restaurant types and “Retail and Personal Services” in proportions equal to the existing distribution of land uses.

The future parking supply for each future phase was also estimated using the future land use data. The development projections assume three existing parking lots would be replaced with potential future developments in 2030 and 2040; the supply from these lots was subtracted from the existing supply. Then the additional parking provided for retail and commercial uses was added to this supply to estimate the parking supply for the future demand scenario. Residential parking provided by the new developments was not included in this total, as residential parking supply at existing residential properties was not used in the model calibration, and because residential parking demand in these facilities is not projected using the model. 91 of 214
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34 Using these inputs, the calibrated parking model was used to project the total number of vehicles parked in downtown for each hour of the day. The model produces projected parking demand for each land use, and the total parking demand for the area, taking into account the varying peak hours of each land use. The resulting parking demand was compared to the projected parking supply to determine the number of additional parking spaces needed, if any, to meet the demand.

This process is described in the following section.

Parking Demand Model Results
Table 16 details the model’s results for the existing conditions calibration and the development projections. The table shows the actual parking demand observed during the Existing Conditions Analysis, the modeled existing conditions used to calibrate the model, and the three modeled development projection phases.

The land use totals assumed for each scenario are summarized in Table 16 (detail above in Table 15). The potential for growth in retail and restaurant uses is much smaller compared to the existing amount of retail space. The projected public parking supply, which includes existing on- and off-street parking and new commercial and office parking to be created within new developments and excludes dedicated residential parking, is expected to stay constant during the first phase in 2030, increase by approximately 1,200 spaces in the second phase in 2040, and increase by another 1,300 by 2050.

Table 16: Parking Demand Model Results
Actual
Counts
Modeled Development Phases
Existing 2030 2040 2050
Land Uses
Retail/Services/Restaurants (Sq. Ft) 310,418 310,418 317,513 339,878 327,112 Office/Medical/Bank (Sq. Ft.) 63,311 63,311 57,211 457,411 732,611 Residential (units) 436 436 753 941 1,248
Available Public Parking Supply
Lots and Street Spaces, Total 1,613 1,613 1,612 2,839 4,168 Parking Demand
Weekday Midday (12 PM Existing
and 2030, 2 PM 2040 and 2050)
1,163 1,160 1,155 2,734 3,853
72% 72% 72% 96% 92%
Weekday Evening
(6 PM)
1,376 1,385 1,409 1,774 2,050
85% 86% 87% 62% 49%
Weekend Midday (12 PM Existing
and 2030, 2 PM 2040 and 2050)
1,329 1,329 1,338 1,453 1,478
82% 82% 83% 51% 35%
Weekend Evening
(6 PM)
1,451 1,454 1,482 1,484 1,492
90% 90% 92% 52% 36%
Note: Cells highlighted in orange, X%, indicate occupancies over 85%, considered the practical capacity level.

The projected parking demand is expected to grow so that the peak period (weekday and weekend evenings in the existing and 2030 phases, and weekday midday in the 2040 and 2050 phases) parking demand exceeds the 85% practical capacity level in each phase. In 2040, the 92 of 214
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35 weekday and weekend midday peak shifts from 12 PM to 2 PM, likely due to the increase in office uses, which have slightly lower demand during the lunch hour.

Table 17 below shows the peak parking demand by land use category for the weekday midday and evening. In the existing conditions and the 2030 development phase, a majority of the parking demand is estimated to be generated by retail uses. In 2040 and 2050, almost all of the growth in midday parking demand is generated by office developments. In the weekday evening, the growth in Office parking demand is the largest, but retail is still the largest parking demand generator.

Table 17: Phase 1 Hourly Parking Demand and Occupancy
Day of Week Land Use
Peak Parking Demand
Existing 2030 2040 2050
Weekday Midday
(12 PM Existing
and 2030, 2 PM
2040 and 2050)
Residential 228 228 245 243
Retail 742 760 736 747
Office 192 167 1,753 2,863
Total 1,162 1,195 2,734 3,853
Weekday Evening
(6 PM)
Residential 496 500 501 498
Retail 827 847 847 853
Office 62 62 426 699
Total 1,385 1,453 1,774 2,050

The total parking supply under the projected 2050 development assumptions would be 4,168 spaces. The peak demand estimated by the demand model under these development assumptions is 3,853 vehicles at 2 PM on a weekday. These results indicate that the demand will not exceed the supply of public parking, but occupancy in parking facilities will be close to capacity. Most parking facilities have a practical capacity at which point it becomes difficult to find parking and drivers begin to “cruise” to find a space, as they cannot park conveniently near their destination.

A practical capacity level of 85% for public parking facilities is a well-accepted level used for street parking and other facilities with relatively high turnover. At an occupancy of 95%, the projected peak parking demand indicates that drivers would have difficulty finding parking and may circle the area, creating more traffic congestion as well as the appearance of an inadequate parking supply. The concept of practical capacity was used to estimate the additional parking supply needed to ensure adequate parking availability by applying the 85% capacity rule to on- street spaces, existing public lots, and retail parking planned for future development in this analysis. This analysis also assumes a 95% occupancy for existing parking dedicated to a private use (primarily the Artichoke Joe’s lots) and parking planned for future office uses, as these are generally used for long-term parking with lower turnover. If the demand for one type of parking is below the practical capacity, while the other is above it, the analysis assumes the under- capacity parking type will fill up to practical capacity with the excess from the other type before needing additional parking supply. The results of this analysis are shown below in Table 18.

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36 Table 18: Practical Capacity and Additional Parking Needed for Future Demand Year Parking Type Parking
Inventory
Peak Hour
Demand
Total Additional
Parking Required for
Practical Capacity*
Total Supply with
Additional
Parking
2030 Public 1,172 914 76 1,688 Private 440 568
2040 Public 1,183 583 185 3,024 Private 1,656 2,151
2050 Public 1,319 737 433 4,601 Private 2,849 3,116
*Practical capacity assumes maximum occupancy of 85% in public and retail parking facilities, 95% in office and other private parking facilities.

Table 18 also shows the additional parking supply that would be required for facilities to remain below practical capacity during the peak period. During the peak hour on the weekday, up to 76 additional spaces would be needed in 2030, an additional 109 spaces would need to be added in 2040 (for a total of 185 additional parking spaces), and an additional 248 spaces would be needed in 2050, resulting in a total of 433 additional parking spaces required across all phases.

Because this estimate is based on existing parking demand, which is in a context of relatively low- density, auto-dependent development, some of this demand may be reduced through increasing density and improvements to transit and bike access. However, with such a large difference between the projected capacity and demand, existing issues of parking spillover and occupancies nearing or exceeding capacity are likely to be exacerbated. These effects may be mitigated through adding to the parking supply within downtown.

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38 Chapter 3
Parking Management Recommendations
This chapter presents the recommended parking strategies for parking facilities in downtown San Bruno, based on existing parking occupancy and behavior data and future parking demand projections.

Parking Program Goals
The goals to be addressed by the parking management strategies are:
 Encourage use of transit, walking, biking, and carpooling by customers and residents in downtown
 Provide a reliable parking supply for those residents who do not have another option  Protect the on-street parking supply in nearby residential neighborhoods  Ensure adequate employee parking supply while maintaining convenient parking for patrons
 Make use of new technologies and consider evolving transportation trends  Establish a comprehensive and easy-to-understand parking program Management Recommendations
In order to address both current and future parking issues, this report recommends parking management strategies to be implemented in phases. The measures implemented immediately or in the short-term will reduce the pressures on the existing parking supply. In the short term, this plan recommends measures to address existing neighborhood parking impacts to the extent they are caused by outside influences, but the plan cannot solve the problem of too many cars owned by residents themselves. Future strategies recommended in this plan aim to fully meet additional demand resulting from new development. In the mid-term and long-term, the transit corridors plan parking standards require enough parking to be provided to meet the demand of residents in new development, and management strategies and additional supply will address parking generated by greater commercial activity expected in the downtown area.

The range of possible parking management strategies that could be implemented in San Bruno includes pricing, adjusting time limits, permit programs, and adding additional parking through shared arrangements or new facilities. The following strategies are recommended for downtown San Bruno given the results of the existing conditions and demand analysis described above as well as the stated program goals.
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39 Immediate/Short Term Strategies
Some parking management strategies require little capital investment, labor, or additional study.

These strategies could be implemented almost immediately with appropriate policy amendments and signage.

Adjust enforcement hours
In downtown San Bruno, parking is most heavily impacted in the evenings, with the highest on- and off-street occupancies between 6 PM and 8 PM. Currently, parking enforcement ends at 6 PM, coinciding with the increase in demand and likely exacerbating parking problems. Extending enforcement of parking restrictions two to three hours, to 8 PM or 9 PM, would help improve parking availability for evening visitors. If a residential parking permit (RPP, discussed below) program is established, it may not be effective at ensuring availability for residents if enforcement ends too early. To help mitigate the increased labor costs of this extension, enforcement could also be shifted to start later in the morning, for example starting at 10 AM instead of 8 AM. In addition, enforcement should extend beyond downtown into the neighborhoods to address parking by Caltrain users, SFO patrons, and limo services using the public streets for vehicle storage.

Adjust Time Restrictions
The time restrictions for public parking throughout
downtown are currently 2-hours or 5-hours. Two-hour
time limits are useful for patrons of retail, restaurant establishments, and services or classes that are under
2 hours. Five-hour time limits are useful to the few
patrons with appointments longer than 2 hours but are
not long enough for employees, and are not short
enough to encourage adequate turnover for the majority
of retail customers. This plan recommends that 5-hour
parking in the off-street lots be converted to a
combination of 2-hour and 10-hour parking. Specifically, to provide sufficient short-term parking in central
locations, it is recommended that the 5-hour parking in lots 2, 3, and 5 be converted to 2-hour parking and the 5-hour parking spaces in lots 6 and 7 be converted to
10-hour spaces. Lot 4 could be split between 2-hour and 10-hour spaces, with the spaces around the north and
east sides of the lot converting to 10-hours and the
remaining spaces converting to 2-hours. This would
result in a total of 262 off-street 2-hour spaces and 137 off-street 10-hour spaces. Currently, Lot 4 is one of the least well-used off-street facilities. These changes would reserve the most popular lots for short term parkers
while maintaining parking for employees and long-term
parkers.

Figure 9: Off-street time limit
recommendations
A
B
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40 Install Improved Signage
Comments received during the public outreach for this project indicated that patrons and visitors to downtown, even long-time residents, do not always understand where to find off-street parking or which parking facilities are available to the public. Improved signage could direct drivers to the appropriate parking facilities.

The signage can also be incorporated into a
downtown branding. If parking pricing or
other management strategies are
implemented in the future, the signage should
also clearly explain the policy and direct
parkers to free, off-street parking if they
prefer.

Parking Lot Maintenance and Security
Feedback from stakeholder interview
participants included complaints regarding
the maintenance and security of the existing
parking lots. These areas are not visible from
the main streets and do not have good
lighting. There were reports of illegal
dumping of trash and furniture, and
insufficient trash pickup and maintenance. To
encourage more patrons to use these areas,
the City should increase regular maintenance
of these areas. Increased parking enforcement
and lighting could also improve security.

Additionally, the City or a business association
or Chamber of Commerce could consider downtown ambassadors who could provide assistance with parking and wayfinding, as well as provide additional security for downtown patrons and employees.

Explore Temporary Use of Sylvan Avenue Caltrain Station The former Sylvan Avenue Caltrain Station contains approximately 100 parking spaces. The City could explore temporarily using this facility to add to the public parking supply in the short term before Caltrain needs the right-of-way for Caltrain electrification. The City could work with Artichoke Joe’s to share the land for employee use.

Explore Restriping San Mateo Avenue
The parallel parking on San Mateo Avenue could be converted to diagonal parking, pending further engineering analysis. This would narrow the roadway and potentially require significant construction to alter the roadway.

Study Afternoon Drop-Off Solutions
During the late afternoon, parents drop off children at after school activities located along San Mateo Avenue. Drivers will often stop in the middle of the street to let children out directly in Figure 10: Proposed parking signage in Downtown
Monterey. These signs include digital displays for
available parking in nearby garages. This could
eventually be incorporated if public parking
structures are built in San Bruno.
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41 front of the business, rather than taking the time to find parking farther away or in the back of the businesses. This creates a dangerous situation as the cars block the street and children cross traffic lanes to get to their activities. To reduce this behavior, the following solutions could be implemented, but they would each require special rules and enforcement, and should be studied further before implementation:
 A temporary loading zone could be established in front of businesses with heavy drop-off activity which would only be in effect during the peak drop-off times, approximately 4 PM to 6 PM. An educational/information program would be necessary to avoid confusion and encourage parents to use the zones. A pilot program to test the concept at one or two high intensity drop-off locations might be a good way to proceed. This could be implemented as a pilot program at one or more sites to determine if it is a feasible solution.  Increased enforcement could be used as a disincentive for this behavior. To be effective, officers would need to be posted at these locations during the peak drop-off times to give warnings and citations.
 Along with the increased lot maintenance and security described above, a campaign encouraging parents to use the lots behind these buildings could be implemented.

Downtown ambassadors could be posted at these locations during drop-off times to increase security, and businesses could be encouraged to improve backdoor entrances for this purpose.

Mid-Term Parking Management
In the next one to five years, very little of the projected development is likely to be completed.

During this time, parking will continue to be heavily impacted. The City should take advantage of this time to begin to implement larger scale parking management improvements, which are too capital or labor intensive to be implemented immediately but should be in place before new development causes large increases in demand.

San Mateo Avenue: Metered Parking
On-street parking in front of businesses is the most desirable and most valuable parking, as it is used by short-term visitors who need a convenient place to park, and who are not willing to circle for parking if they cannot find it immediately. A low initial hourly rate could be set and adjusted as development progresses and demand patterns change. Rather than implementing strict time limits, pricing could be used to discourage long-term parking but allow flexibility for parkers to stay a little longer if necessary. Initial rates of $2 per hour for the first two hours and $4 per hour for each additional hour are recommended but should be reviewed and adjusted periodically to ensure occupancy goals are being met. Pricing is not currently recommended for the public lots, but a pricing policy could lay out the framework for this in the future, including an occupancy- based trigger for when this would be implemented, if at all.

Off-Street Facilities
Residential On-Street Parking: Residential Permit Parking This is an option to improve parking availability on residential blocks for residents by requiring a residential permit on participating blocks. The data indicates that residential demand is near or 99 of 214
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42 exceeds the supply of on-street parking on residential blocks, so even with an RPP program residents may continue to have difficulty finding parking near their residence, but RPP may help by reducing spillover from commercial uses. The hours of enforcement affect the success of this program, as the data indicates that residential parking is most impacted in the evenings, after parking enforcement generally ends.

The City currently has an RPP program in which residents of areas impacted by spillover parking from BART or Caltrain facilities may request RPP for their blocks. These requests are reviewed by the traffic safety and parking committee and approved by the city council. Parking permits are available to residents of RPP areas for a low fee, not to exceed the costs to administer the program, up to two permits per dwelling unit. In an RPP area, vehicles without permits are generally limited to a 2-hour stay between the hours of 7 AM and 6 PM, Monday through Friday.

The city is currently considering a program to expand the RPP program beyond BART and Caltrain station areas.

Residential Parking in Public Lots
The collected parking data indicates that residents may be using public parking facilities to store their vehicles overnight, due to lack of available street parking. To make these resources more available for residents and generate revenue for lot maintenance in the short-term, the existing public lots could be officially opened up to residents in the evenings through a permit program.

Residents with an off-street permit could be allowed to park in public lots in the evenings and overnight but would be asked to vacate the spaces during the daytime, for example from 9 AM to 5 PM. This would increase the supply of parking in the evenings for residents but reserve the lots for customers and visitors to the commercial area during the daytime. Weekends may be more difficult to manage, as there is high demand for residential and commercial parking during the day. Enforcement of this program would be periodic due to the additional enforcement resources required.

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43 Figure 11: Parking Management Recommendations

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44 Mid-Term to Long-Term Parking Supply Improvements – New Parking Structure
As new developments are completed over the implementation period of this parking plan, parking demand will increase beyond the capacity provided. The above parking management solutions will help to ease the strain on the existing parking resources and mitigate additional parking demand as the first new development in the area occurs, but with the large amount of growth planned, the existing parking will not be sufficient for the future demand. This plan recommends that San Bruno construct one or more parking structures to address the growth in the parking demand identified in the demand analysis. As shown in the demand analysis, increases in development will create demand for 75 new parking spaces by 2030, around 110 additional new parking spaces in 2040, and up to 250 additional new parking spaces in 2050.

These increases in parking demand will occur gradually as new construction is completed. To meet this gradual increase in demand over time, it is recommended that the City plan for several small structures or shared parking facilities to be built over time along with new development.

Although the time it takes to design and construct a new garage means this will necessarily be a mid- to long-term solution, there is a need to construct a garage as soon as possible, as the existing parking supply is already deficient because of overflow from residential areas. To expedite the construction of the first garage, the City should begin in the immediate term by identifying potential sites and funding sources and beginning the design process. It is also recommended that the demand projections be revisited after the above parking management strategies are in place to confirm future parking need match current projections.

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46 Chapter 4
Parking Garage Site Analysis
In order to meet the projected future demand for parking, the City should consider additional public parking supply within the downtown. New parking provided in multi-story garages with first-floor retail would best fit with the transit corridor plan, the downtown shopping environment, and expected growth. This could be integrated with planned developments in the area to gradually add parking supply, or could be constructed on one site.

The following assumptions may be used in future analysis for calculating the maximum number of parking spaces and number of floors to meet forecast parking demand:
 The transit corridors plan limits building heights in the Central Business District to 55’ or 4 stories. The first story must be 15’ to accommodate retail. Each additional story requires 10’, allowing for up to 5 ½ floors of parking to meet the 55’ building height (as the ramps allow for a final half-floor to be fit within the building height), but the 4-story maximum limits the size of the garage further.
 The first floor of the garage will entirely be taken up by retail and the garage entrance(s) and first floor ramp. This is a conservative assumption, as these sites may be large enough to have room for first floor parking, but this is dependent on the garage design  If a potential site has an irregular shape, more floor area per parking space will be required compared to a regular rectangular shape. The estimations should assume 375 square feet of floor space per parking space for a more regular lot shape, and 400 square feet of floor space per parking space for a site with an irregular shape, inclusive of aisles, ramps, and walking paths.

An alternative to providing all of the additional parking in one structure would be to split the public parking between these two sites in a partnership with private development. This could also allow the parking supply to be increased in phases, consistent with the projected gradual increase in development, the phased forecast in Chapter 2 and the phased recommendations in Chapter 3. The city should continue to monitor and reassess parking needs in the future, as conditions may change with new development, possible construction of a parking garage, and evolving travel preferences and technology such as connected and autonomous vehicles (which many transportation specialists believe will reduce the need for parking).

Pricing parking within downtown is also likely to have an effect on parking demand. In addition to monitoring changing conditions, if the city elects to have parking pricing, the on-street parking price per hour should always to higher than the price of parking in the off-street structures and lots.
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47 Chapter 5
Financial Analysis
This chapter provides ballpark cost and revenue estimates for the parking management plan and a potential garage. The estimates in this chapter provide a professional opinion of likely costs based on experience with previous parking programs and information from parking equipment and service providers, to be used for planning purposes. Detailed cost estimates should be procured from potential contractors during an RFP process.

Management Program Costs
The costs of the management program as described in Chapter 3 Recommendations would include the cost of parking payment technology, permit management software, enforcement equipment and software/databases, and labor for enforcement and administration. The following tables detail the potential costs for the non-labor elements of the program.

The cost of installing meters depends on the type of meter technology chosen. A multi-space meter is more expensive than a single-space smart meter but can be more cost effective if it can be used for many parking spaces. The distribution of spaces in San Bruno, however, likely means that multi-space meters would not be cost-efficient when compared with single space smart meters. There are 186 on-street, short-term spaces in downtown San Bruno that would be appropriate for metering. Mobile payment providers have widely varying costs. Some require an initial setup fee, while others charge a per-transaction fee, often to the user at no cost to the City.

License plate recognition (LPR) vehicles, equipment, and software is also recommended in order for enforcement to seamlessly interface with smart meters, permits, and a mobile payment system. Any changes to parking management and regulations will require updating or installing signs. The costs for these capital investments are summarized in Table 19.

Table 19: Example Capital Costs
Capital investment
Cost per
unit Number Total
Smart meters $1,000.00 186 $186,000
Mobile Payment Setup Cost (dependent on provider) $1,500.00 1 $1,500 LPR enforcement equipment & vehicle $36,000.00 1 $36,000 Enforcement PDA $1,500.00 1 $1,500
Signage $120.00 27 $3,240
Total Estimated Cost $228,240

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48 Table 20 shows example costs of third party software and services, which would allow permit holders to buy and manage permits online and enable enforcement to be integrated with smart meters and permit databases efficiently. These costs will vary greatly based on the particular configuration of services provided.

Table 20: Example Software and Services Costs
Service Cost Unit
Enforcement software & integration $99.00 per month
Permit management $0.30 per transaction

Another large component of the cost to manage a parking program is labor. This is primarily comprised of labor costs for enforcement personnel, but would also include collections and maintenance of meters, as well as administration from planning and finance staff. Usually managed out of the police department, the salary, benefits, and overhead for a parking enforcement technician can total as much as $180,000 annually, based on recent experience in other Bay Area cities. The downtown parking program would likely need one enforcement officer at a minimum, though having a second officer available would ensure coverage over days off, and allow enforcement in the evenings or on weekends if enforcement is extended. One option is to have two officers working part-time on enforcement and part-time on other tasks, with approximately 1.5 FTE between the two of them paid out of the parking program. Meter maintenance and collections, which is usually done through a contract rather than with city staff, will cost up to $150,000 annually for Smart Meters, though this could potentially be lower if most transactions are done online or with a credit card. Depending on the complexity of the program and amount of monitoring, as well as the salaries of staff involved, administration costs may add up to around 1/3 of the enforcement cost. Conservatively, with the above assumptions, the annual labor costs of the program could be between $500,000 and $550,000.

Potential Program Revenue
This section estimates the revenue expected to be collected from parking meters proposed for downtown San Bruno. Chapter 3 recommends that meters be installed at existing 2-hour parking spaces on San Mateo Avenue and on a few cross streets. This would result in 186 parking spaces priced at $2 per hour, with a potential price increase after 2 hours. For a conservative estimate, this analysis assumes that all parkers will stay for 2 hours or less, and thus pay $2 per hour. The current hours of enforcement, 8 AM to 6 PM, would result in 10 hours of revenue collection 5 days per week, and would be enforced for an average of 249 days per year excluding weekends and holidays.

In addition to the static parking characteristics described above, revenue will also depend on the occupancy of metered spaces. The existing conditions data showed that between 12 PM and 6 PM, 2-hour parking spaces had an average occupancy of 88 percent. Data was not collected for the first four hours of enforcement. Based on anecdotal information, the occupancy is somewhat lower than at other times during the day, so an average occupancy of 70 percent was assumed during these hours. An additional 15 percent decrease was added to account for a potential drop in demand in these spaces due to the implementation of pricing. Under these assumptions, an average daily occupancy of 69 percent was assumed.
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49 Based on the above parking characteristics and assumptions, the expected daily revenue per space is $13.80, and the expected annual revenue for all 186 metered spaces is $640,000. Based on the revenue analysis above, this would exceed the labor costs of the program, though the additional revenue would be needed to pay off capital expenses for a few years. Permit revenue would also increase the overall program revenue, but would likely be a small proportion of total revenue. Citation revenue is also likely to increase with increased management and enforcement, but the court costs associated with citations is expected to cancel out this revenue.

Parking Structure Construction Costs
The cost of supplying parking in an above ground structure will vary across a wide range of factors. While this analysis does not provide a detailed cost estimate for construction or operations, as a site and design have not yet been selected, understanding how the components and characteristics of a parking facility contribute to its total price tag will help develop a ballpark estimation of total costs. Table 21 describes the full range of costs associated with providing parking in a structure and details some of the different factors that contribute to each.

Table 21: Components of Parking Structure Costs
Cost Component Notes
Land Acquisition Costs Land costs for a parking facility include the cost of acquisition as well as the costs of securing any easements or additional property necessary to build the parking facility Construction Construction Costs will include demolition and site preparation, basic construction costs, and substantial additional costs for improved architectural finishes and landscaping.

Construction costs will also increase through contingency costs, contractor’s overhead, and cost escalation during the course of construction. Actual construction costs will vary enormously depending on the facility’s location, size, whether it is below or above grade, and how many levels it is. A more detailed discussion of potential construction costs is presented following this table.

Planning and Design Planning and design “soft costs” can include initial demand and planning studies as well as surveying and soils engineering and architectural and structural engineering fees.

Financing Costs Financing costs will vary depending on the mechanism used to finance construction but can include legal fees, the cost of securing and repaying bonds, and interest on construction loans. Between financing costs and planning and design expenses, Todd Litman of the Victoria Transportation Planning Institute estimates that “soft costs” can increase the cost of a parking facility by as much as 30-40% for a standalone project.1 Equipment and
Furnishings
The level of equipment and furnishings provided within the structure including barrier gates, elevators, and payment stations can range in to the hundreds of thousands of dollars and can affect both the initial cost of a parking facility as well as upkeep and maintenance costs. While the cost for this equipment is highly dependent on the garage management method and payment technologies, typical costs can run between $150 per space per year for a simple pay-and-display system to $400 per space per year for attended parking.
2 Maintenance and
Operations
Maintenance and operations costs include cleaning, lighting, maintenance, repairs, security, landscaping, fee collection, enforcement, insurance, labor, and administration.

Typical costs per space can run between $500 per space per year for basic maintenance of a small structure to $800 per space per year for a facility with attendants and additional security and lighting needs.
2 Rising costs of living in the bay area may result in
even higher labor costs.
1 Litman, Todd, “Transportation Cost and Benefit Analysis: Techniques, Estimates and Implications: Parking Costs.” Victoria Transport Policy Institute. www.vtpi.org/tca/tca0504.pdf. 2005. Accessed August 22, 2018. 2 Victoria Transport Policy Institute. Parking Cost, Pricing and Revenue Calculator. Victoria Transport Policy Institute. www.vtpi.org/parking.xls. Accessed August 22, 2018.
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50 Key Variables Affecting Construction Costs: Efficiency and Cost per Square Foot As the above discussion suggests, the cost of providing parking is determined by a wide range of considerations. Construction costs do play a major role in determining the cost of developing a new parking facility, however, and while many factors are involved in determining this cost, most can be conceptually grouped into two key variables. The cost of a new parking space is fundamentally determined by the square foot cost of construction and by the efficiency of the parking facility’s design.

Cost per Square Foot
The cost per square foot of construction is a complicated determination that is affected by geographic location, materials cost, architectural elements, and soil conditions. Putting precise values on many of these variables lies beyond the scope of this analysis, but it is possible to develop a ballpark range of costs that a garage is likely to cost.

One contributor to the cost per square foot of a parking facility is the number of levels in the facility. High land costs may make it economically desirable to increase the number of levels in a parking facility either above or below grade, but adding levels also increases the square foot cost of construction. Building many levels above ground can also increase construction costs, but this in unlikely to be a significant consideration for downtown San Bruno. The cost may also be increased if the façade and finishing are held to a high aesthetic standard.

Design Efficiency
In addition to square foot costs, the design efficiency of any parking facility built by the city will be the major variable in determining the cost of each additional parking space provided. Design efficiency describes the amount of built space within a facility dedicated to parking versus the total built square footage of the facility (including space used for aisles, ramps, structure, and landscaping). Efficiency is typically expressed as the ratio of parking spaces to total facility square footage or the number of square feet per stall. Thus, the amount of built space required to support one stall can range anywhere between 280 and 500 square feet, but a typical range for an efficient facility layout would likely result in 310 to 390 square feet per stall.

While the efficiency of the parking structure may not directly affect total construction costs (since the facility itself could conceivably be of the same size and materials) it will have a tremendous impact on the unit cost of each individual parking space.

Efficiency of design is a particularly important issue when considering the inclusion of retail or developing public parking as part of a mixed-use option. Although the square foot construction cost of the parking in this kind of an arrangement may be the same as that seen in a dedicated structure, the layout’s efficiency will likely be much lower. Fewer spaces placed above or below ground will require additional ramps and aisles for access and will thus raise the cost of each new space provided.
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51 Construction Cost Estimates
According to a 2017 analysis by Carl Walker (now the Parking Division of WGI), the median construction cost per parking space in San Francisco was $25,328.5 Also in 2017, BART estimated that a new garage at the Dublin/Pleasanton Station would cost $44,000 to $52,000 per space, though it was determined that this was uncharacteristically high due to site conditions, compared to recently constructed garages at Richmond, Berryessa, and Milpitas stations that have cost $38,500 to $45,500.

A calculator developed by Watry Design Incorporated provides a cost estimate for a parking structure based on the location of the garage and the characteristics of the structure. The calculator uses cost estimates from similar structures and adjusts the costs to the location. The closest city available was San Mateo. The options on the calculator include basic characteristics such as number of spaces and number of floors, as well as construction options for the type of structure, foundation, and façade. Two cost estimates were developed, both using the average characteristics of the two site alternatives and varying the construction options to estimate a low- end cost and a high-end cost. The calculator also offered contingency, escalation, and other cost customizations, but these were kept at their default values. At the low end, the cost per space was estimated to the $24,000 per space, and at the high end the estimate was $41,000 per space.

Based on the factors described in the previous section, costs for a parking structure in San Mateo are likely to be in the middle to the high end of average construction costs, because of the number of floors, the inclusion of ground-floor retail, and conditions at potential sites which would reduce efficiency. The Watry calculator suggests that expected construction costs for a structure may not be as high as the expensive BART garages, but the estimates from BART should not be ignored completely as they may be indications of escalating land, labor, and construction costs throughout the Bay Area. Thus, it is likely that a garage would cost in the range of $35,000 to $45,000 per space.

New Parking Supply Financing
Constructing a new garage is a large capital investment that the City will need to finance through one or more of the mechanisms described below. In the past, federal and state grants were often available to fund parking structure as part of downtown revitalization programs, but these no longer exist. There can be funds for parking projects that serve a special purpose such as including a bicycle station, but these would likely only fund a small portion of the project. Instead, the City must use a funding mechanism that utilizes revenue from taxes or fees on developers, property owners, business owners, or parking users within downtown San Bruno. The type of financing mechanism will affect the additional costs of repaying bonds or loans along with legal and administrative fees.

Meter revenue: Meter revenue net of costs can be used to leverage bonding to build a parking structure. As projected above, only a small amount of surplus revenue is expected each year, so

5 Cudney, Gary, P.E., Parking Structure Cost Outlook for 2017. Carl Walker, a Division of WGI, October 2017. https://wginc.com/parking-structure-cost-outlook-october-2017. Accessed August 21, 2018. 109 of 214
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52 meter revenue alone would not be enough to cover the annual debt service and costs of the structure.

Parking district or business improvement district: In a parking benefit district, property owners agree to increase their property taxes to fund a parking structure. A majority of the property owners within the district, based on assessed valuation, would have to agree to form the district. A business improvement district functions similarly, except business owners would agree to tax themselves to fund the parking structure.

In-lieu parking fees: In-lieu fees are paid by developers as mitigation for not providing the required zoning code parking on site, and can be used to fund shared parking or other improvements within the area. Relying on these funds may not be sufficient, however, as the lowered parking requirements and high public pressure around parking issues mean developers are likely to provide the amount of parking required in the zoning code. Additionally, any development that does not provide the minimum required parking will increase the amount of parking that the City will have to provide, and thus increase the total number of new spaces needed, which in-turn increases the total cost of adding the new parking.

Public-private partnership: Additional public parking could also be provided within a private development. The City of Emeryville and the City of Davis used this approach to add public parking spaces to private parking facilities. The city would agree to pay the developer to provide the public spaces in their facility. Developers could also be required to build parking to replace any public spaces displaced by their project.

At $40,000 per space, a 450-space garage would cost $18 million. Assuming a 6 percent interest rate over 20 years, the annual payment for financing this garage would be approximately $1.6 million.
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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE:March 1, 2022
TO:Honorable Mayor and Members of the City Council
FROM:Jovan Grogan, City Manager
PREPARED BY:Ryan Johansen, Police Chief
SUBJECT: Waive First Reading and Introduce Ordinance (Chapter 2.52) Regarding Police Department Acquisition and Use of Military Equipment; Approve Military Equipment Use Policy
BACKGROUND:

On September 30, 2021, California Assembly Bill 481 (AB 481) was signed into law. Subsequently, California Government Code Sections 7070, 7071, and 7072 were adopted to codify the requirements set forth in AB 481. The text of AB 481 and the above-mentioned California Government Codes are attached to this Staff Report for reference.

AB 481 requires a law enforcement agency to obtain the approval of its governing body, through the adoption of a Military Equipment Use Policy, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined. The bill allows the governing body to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the military equipment meets specified standards. AB 481 requires the governing body to annually review the ordinance and to either disapprove a renewal of the authorization for a type of military equipment or amend the military equipment use policy if it determines, based on an Annual Military Equipment Report prepared by the law enforcement agency, that the military equipment does not comply with the above-described standards for approval.

California Government Code Section 7070 provides a list of types of equipment that are to be considered “Military Equipment” for purposes of compliance with AB 481 and the Government Code. While the San Bruno Police Department does not possess any tactical equipment that it has obtained from the military, nor does it possess any equipment that was designed for military use, it does possess some types of equipment that are listed in Section 7070. Additionally, the San Bruno Police Department participates in a regional S.W.A.T. team, which possesses and utilizes additional types of equipment that qualify as “Military Equipment” according to the Government Code.

In order to comply with AB 481 and the California Government Code, Staff is recommending that the City Council review and introduce a new ordinance, to be included in Title 2, Chapter

2.52, Military Equipment Use Ordinance. A summary of the sections of the proposed ordinance is provided below. Staff also recommends that the City Council approve by motion the attached Military Equipment Use Policy after determining that it is in compliance with state law and the attached ordinance.
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5 DISCUSSION OF PROPOSED MILITARY EQUIPMENT USE ORDINANCE Sections:

2.52.010 Name of Ordinance

2.52.020 Definitions

2.52.030 Military Equipment Use Policy Requirement

2.52.040 Use In Exigent Circumstances

2.52.050 Reports on the Use of Military Equipment

2.52.060 Severability
Section 2.52.010 Name of Ordinance
Staff proposes an ordinance name that is consistent with the verbiage of AB 481 and the applicable California Government Codes.

Section 2.52.020 Definitions
Where applicable Staff proposes use of the definitions that are provided in California Government Code Section 7070. This is especially important as it applies to the definition of “Military Equipment” and the definition of “Military Equipment Use Policy”.

Section 2.52.030 Military Equipment Use Policy Requirement This Section establishes the requirement that the Police Department obtain City Council approval of a Military Equipment Use Policy, prior to engaging in certain activities pertaining to Military Equipment, in accordance with California Government Code Section 7071. This Section further establishes the requirement that the Police Department commence a process of securing City Council approval of the continued use of Military Equipment acquired prior to January 1, 2022, no later than May 1, 2022. Wherever applicable, Staff has recommended language taken directly from California Government Code Section 7071 for this Chapter, in an effort to ensure compliance with the law.

Section 2.52.040 Use In Exigent Circumstances
Given the inherently unpredictable nature of providing for public safety, it is critically important that the Police Department maintain the ability to acquire and utilize equipment that could prove essential to emergency operations, even if that equipment has not previously been included in the approved Military Equipment Use Policy. In exigent circumstances, it is not feasible to convene City Council meetings to seek advance approval for the use of equipment that is needed to carry out critical operations. Staff recommends inclusion of this Section to establish the parameters for use of Military Equipment that is not included in the approved Military Equipment Use Policy, in such exigent circumstances.

Staff has recommended a relatively restrictive definition of exigent circumstances to ensure that this section is used only sparingly to facilitate the acquisition and/or use of Military Equipment that is not in the approved Military Equipment Use Policy. Exigent Circumstances is defined as, “…a law enforcement agency's good faith belief that an emergency involving the danger of, or imminent threat of death or serious physical injury to any person is occurring, has occurred, or is about to occur.”
Staff also recommends language in this Section that requires the Police Department to formally notify the City Council within thirty (30) days of acquiring and/or using Military Equipment pursuant to this Section, as well as to include any such occurrence in the Annual Military Equipment Report.
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5 Section 2.52.050 Reports on the Use of Military Equipment This Section establishes the requirement that the Police Department provide the City Council with an Annual Military Equipment Report, and that this report be made publicly available on the Police Department’s public website. This Section also stipulates what information must be included in the Annual Military Equipment Report and establishes the requirement that the Police Department hold at least one well-publicized community engagement meeting to provide the public with the opportunity to discuss its contents. All of this is required pursuant to California Government Code Section 7072.

Where applicable, Staff has recommended language for this Section that is taken directly from California Government Code Section 7072, in an effort to ensure compliance with the law.

Section 2.52.060 Severability
Staff proposes standard severability language to protect the integrity of remaining Sections of this Chapter in the event that one or more sections are deemed to be invalid and/or unconstitutional.

DISCUSSION OF PROPOSED MILITARY EQUIPMENT USE POLICY
California Government Code Section 7070(d) defines a Military Equipment Use Policy as:
“’Military equipment use policy’ means a publicly released, written document governing the use of military equipment by a law enforcement agency or a state agency that addresses, at a minimum, all of the following:

1. A description of each type of military equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the military equipment.

2. The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of military equipment.

3. The fiscal impact of each type of military equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

4. The legal and procedural rules that govern each authorized use.

5. The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of military equipment to ensure the full protection of the public's welfare, safety, civil rights, and civil liberties and full adherence to the military equipment use policy.

6. The mechanisms to ensure compliance with the military equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.

7. For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and how the law enforcement agency will ensure that each complaint, concern, or 113 of 214
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5 question receives a response in a timely manner.

California Government Code Section 7071(b) requires that the Police Department post to its website the Military Equipment Use Policy that it plans to propose to the City Council at least 30 days prior to any public hearing concerning the policy. The Police Department complied with this requirement by posting the policy being proposed tonight, to its public website, on January 26, 2022.

California Government Code Section 7071(d) stipulates that the City Council shall only approve the Military Equipment Use Policy if it determines all of the following:

1. The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

2. The proposed military equipment use policy will safeguard the public's welfare, safety, civil rights, and civil liberties.

3. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

4. Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

California Government Code Section 7070(e) establishes that the Police Department is responsible for delivering to the City Council an Annual Military Equipment Report, which the City Council can utilize to confirm compliance with the Military Equipment Use Policy and the accompanying Military Equipment Use Ordinance (Chapter 2.52).

The San Bruno Police Department has not obtained any equipment from military surplus programs, known as 1033 Programs, it does not possess any tactical equipment that it has obtained from the military, and it does not possess any equipment that was designed for military use.

That said, California Government Code Section 7070 provides a list of sixteen (16) types of equipment that are to be considered “Military Equipment” for the purpose of compliance with AB 481 and the associated California Government Codes, and the Police Department does possess and use some of these listed types of equipment. Of the sixteen (16) types of equipment specified, the Police Department possesses only four (4) types. The list of the sixteen (16) types of Military Equipment per California Government Code Section 7070 is included below. Equipment types that the Police Department possesses are noted in bold type.

1. Unmanned, remotely piloted, powered aerial or ground vehicles. a) The Police Department possesses three (3) unmanned, remotely piloted aircrafts (drones). UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are not available or are less effective. Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification and mitigation; response to emergency calls; crisis communications; legally authorized surveillance. This equipment is necessary because 114 of 214
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5 there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. a) The Police Department possesses a Mobile Command Vehicle (MCV). This vehicle is not armored or weaponized in any way and is used to facilitate unified command during critical and planned incidents. This equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

6. Weaponized aircraft, vessels, or vehicles of any kind.

7. Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

10. Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency. a) The Police Department possesses 53 semi-automatic rifles. Fifty-two (52) of these rifles are standard-issue duty weapons for all Peace Officers, which actually exempts them from this policy per California Government Code Section 7070(c)(10). We have nonetheless included them in this policy in the interests of full transparency. The remaining rifle is issued to our SWAT Sniper, a position that is presently vacant. Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to: Situations where the officer reasonably anticipates an armed encounter; When an officer is faced with a situation that may require accurate and effective fire at long range; Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower; When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage; When an officer reasonably believes that a suspect may be wearing body armor; When authorized or requested by a supervisor. This 115 of 214
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5 equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

11. Any firearm or firearm accessory that is designed to launch explosive projectiles.

12. "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.

13. Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).

14. The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.
a) The Police Department possesses sixteen (16) 40mm less lethal projectile launchers. The 40mm Less Lethal Launchers and Kinetic Energy Munitions are intended for use as a less lethal use of force option. This equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

15. Any other equipment as determined by a governing body or a state agency to require additional oversight.

16. Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

Additionally, the San Bruno Police Department participates in a regional Special Weapons and Tactics (SWAT) team (NCR SWAT), which possesses and utilizes additional types of equipment that qualify as “Military Equipment” according to California Government Code Section 7070. While the equipment possessed by NCR SWAT is not purchased, owned, or maintained by the Police Department, it could be used in the City of San Bruno if NCR SWAT is deployed, and is therefore included in the proposed Military Equipment Use Policy. It is important to note that NCR SWAT is generally only deployed in extreme circumstances such as active shooter incidents, hostage situations, and the execution of high-risk search and arrest warrants. The equipment NCR SWAT possesses is rarely deployed but could prove essential to emergency operations when needed.

The list of the sixteen (16) types of Military Equipment per California Government Code Section 7070 is included below. Equipment types that the NCR SWAT Team possesses are noted in bold type.

1. Unmanned, remotely piloted, powered aerial or ground vehicles.

2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.

However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a 116 of 214
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5 breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

6. Weaponized aircraft, vessels, or vehicles of any kind.

7. Battering rams, slugs, and breaching apparatuses that are explosive in nature.

However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

11. Any firearm or firearm accessory that is designed to launch explosive projectiles.

12. "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.

13. Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).

14. The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.

15. Any other equipment as determined by a governing body or a state agency to require additional oversight.

16. Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

The Military Equipment Use Policy being proposed by Staff includes detailed information for each type of Military Equipment listed, as required by California Government Code Section 7070. This information includes the equipment’s capabilities, its purpose/authorized uses, the legal/procedural rules governing its use, and the training required of Staff prior to its use.

Pursuant to California Government Code §7070(d)(7), the proposed Military Equipment Use 117 of 214
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5 Policy also provides the avenues through which members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment in the policy.

These means include:

1. Via email to: [email protected]

2. Via phone call to: (650) 616-7100

3. Via mail sent to:

San Bruno Police Department
Attn: Military Equipment Use Coordinator
1177 Huntington Avenue
San Bruno, CA 94066
Staff has drafted the attached Military Equipment Use Policy, as required by law, for City Council to consider adopting by motion.

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:

Waive First Reading and Introduce Ordinance (Chapter 2.52) Regarding Police Department Acquisition and Use of Military Equipment; Approve Military Equipment Use Policy ALTERNATIVES:

Request additional information before introducing the Ordinance and/or adopting the Policy.

ATTACHMENTS:

1. Proposed City Ordinance Chapter 2.52

2. Text of California Assembly Bill 481 (AB 481)

3. Text of California Government Code Section 7070

4. Text of California Government Code Section 7071

5. Text of California Government Code Section 7072

6. Proposed Military Equipment Use Policy
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5 119 of 214
ORDINANCE NO. 2022-

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN
BRUNO AMMENDING TITLE 2 (ADMINISTRATION AND
PERSONNEL) TO ADD CHAPTER 2.52: MILITARY EQUIPMENT USE

ORDINANCE
WHEREAS, the City adopted a codification of the general ordinances of the City of San Bruno entitled the “San Bruno Municipal Code Revised and Republished December 1998” (“the Municipal Code” or “the Code”) which was authorized and approved by Ordinance No. 1604 and adopted January 11, 1999, pursuant to Government Code Sections 50022.1-50022.10; and
WHEREAS, since that time, the Municipal Code has been regularly amended and augmented with new ordinances expanding its volume and complexity; and WHEREAS, on September 30, 2021, California Assembly Bill 481 (AB 481) was signed into law; and
WHEREAS, subsequently, California Government Code Sections 7070, 7071, and 7072 were adopted to codify the requirements set forth in AB 481; and WHEREAS, AB 481 and California Government Code Sections 7070, 7071 and 7072 require that The City Council of the City of San Bruno approve a Military Equipment Use Policy by ordinance; and
WHEREAS, the amendment of Title 2 (Administration and Pesonnel), to add Chapter

2.52: Military Equipment Use Ordinance, is necessary to comply with the requirements of AB 481 and California Government Code Sections 7070, 7071 and 7072, The City Council of the City of San Bruno ORDAINS as follows:

SECTION 1. Recitals. The above recitals are incorporated as though set forth in this section.

SECTION 2. Editorial guidance. The Code publisher will arrange definitions and other changes alphabetically to conform to the Code’s current style and will, as needed, re- order numbering and lettering changes caused by these amendments. The City Clerk and the City Attorney are authorized to work with the Code Publisher to effectuate non- substantive amendments to ensure consistency as to form and style of the Code.

Further, the code publisher is directed to substitute the name of an office and/or position wherever possible rather than use a gender pronoun without further or formal amendments.
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SECTION 3. Title 2 is amended and restated to read, as follows:

Chapter 2.52
“MILITARY EQUIPMENT” USE ORDINANCE
Sections:

2.52.010 Name of Ordinance

2.52.020 Definitions

2.52.030 Military Equipment Use Policy Requirement

2.52.040 Use In Exigent Circumstances

2.52.050 Reports on the Use of Military Equipment

2.52.060 Severability

2.52.010 Name of Ordinance
A. This Ordinance shall be known as the Military Equipment Use Ordinance.

2.100.020 Definitions
A. “Military Equipment” includes all of the following (Per CA Gov. Code §7070):

1. Unmanned, remotely piloted, powered aerial or ground vehicles.

2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all- terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

6. Weaponized aircraft, vessels, or vehicles of any kind.

7. Battering rams, slugs, and breaching apparatuses that are explosive in nature.

However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

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caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

11.Any firearm or firearm accessory that is designed to launch explosive projectiles.

12."Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.

13.Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).

14.The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.

15.Any other equipment as determined by a governing body or a state agency to require additional oversight.

16.Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

B. "City" means any department, agency, bureau, and/or subordinate division of the City of San Bruno.

C. “Police Department” means any division, section, bureau, employee, volunteer and/or contractor of the San Bruno Police Department.

D. “City Council” means the governing body that is the San Bruno City Council.

E. “Military Equipment Use Policy” means a publicly released, written document that includes, at a minimum, all of the following:

1. A description of each type of Military Equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the Military Equipment.

2. The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of Military Equipment.

3. The fiscal impact of each type of Military Equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

4. The legal and procedural rules that govern each authorized use.

5. The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of Military Equipment to ensure the full protection of the public's welfare, safety, civil rights, and civil liberties and full adherence to the Military Equipment use policy.
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6. The mechanisms to ensure compliance with the Military Equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.

7. For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.

F. "Exigent Circumstances" means a law enforcement agency's good faith belief that an emergency involving the danger of, or imminent threat of death or serious physical injury to any person is occurring, has occurred, or is about to occur.

G. "State agency" means the law enforcement division of every state office, officer, department, division, bureau, board, and commission or other state body or agency, except those agencies provided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution.

H. "Type" means each item that shares the same manufacturer model number.

2.52.030 Military Equipment Use Policy Requirement
A. The San Bruno Police Department shall obtain approval of the City Council, by a resolution adopting a Military Equipment Use Policy (MEUP) at a regular meeting of the City Council held pursuant to the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code) prior to engaging in any of the following:

1. Requesting Military Equipment made available pursuant to Section 2576a of Title 10 of the United States Code.

2. Seeking funds for Military Equipment, including, but not limited to, applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.

3. Acquiring Military Equipment either permanently or temporarily, including by borrowing or leasing.

4. Collaborating with another law enforcement agency in the deployment or other use of Military Equipment within the territorial jurisdiction of the City of San Bruno.

5. Using any new or existing Military Equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter.
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6. Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of, Military Equipment.

7. Acquiring Military Equipment through any means not provided by this section.

B. No later than May 1, 2022, if seeking to continue the use of any Military Equipment that was acquired prior to January 1, 2022, the San Bruno Police Department shall commence a City Council approval process in accordance with this section. If the City Council does not approve the continuing use of Military Equipment, including by adoption pursuant to a Military Equipment Use Policy submitted pursuant to this code, within 180 days of submission of the proposed Military Equipment Use Policy to City Council, the San Bruno Police Department shall cease its use of the Military Equipment until it receives the approval of City Council in accordance with this code.

C. In seeking the approval of City Council, the San Bruno Police Department shall submit a proposed Military Equipment Use Policy to the City Council and make those documents available on the Police Department’s internet website at least 30 days prior to any public hearing concerning the Military Equipment at issue.

D. The City Council shall only approve a Military Equipment Use Policy pursuant to this chapter if it determines all of the following:

1. The Military Equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

2. The proposed Military Equipment use policy will safeguard the public's welfare, safety, civil rights, and civil liberties.

3. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

4. Prior Military Equipment use complied with the Military Equipment Use Policy that was in effect at the time, or if prior uses did not comply with the accompanying Military Equipment Use Policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

E. In order to facilitate public participation, any proposed or final Military Equipment Use Policy shall be made publicly available on the internet website of the Police Department for as long as the Military Equipment is available for use.

F. The City Council shall review this ordinance at least annually and vote on whether to renew it at a regular meeting held pursuant to the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code).
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2.52.040 Use in Exigent Circumstances
A. Notwithstanding the provisions of this Chapter, the Police Department may acquire, borrow and/or use Military Equipment in Exigent Circumstances without following the requirements of this code.

B. If the Police Department acquires, borrows, and/or uses Military Equipment in Exigent Circumstances, in accordance with this section, it must take all of the following actions:

1. Provide written notice of that acquisition or use to the City Council within 30 days following the commencement of such Exigent Circumstance, unless such information is confidential or privileged under local, state or federal law.

2. If it is anticipated that the use will continue beyond the Exigent Circumstance, submit a proposed amended Military Equipment Use Policy to the City Council within 90 days following the borrowing, acquisition and/or use, and receive approval, as applicable, from the City Council.

3. Include the Military Equipment in the Police Department’s next annual Military Equipment Report.

2.52.050 Reports on the Use of Military Equipment.

A. The Police Department shall submit to City Council an annual Military Equipment Report for each type of Military Equipment approved by the City Council within one year of approval, and annually thereafter for as long as the Military Equipment is available for use.

B. The Police Department shall also make each annual Military Equipment Report required by this section publicly available on its internet website for as long as the Military Equipment is available for use.

C. The annual Military Equipment Report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of Military Equipment:

1. A summary of how the Military Equipment was used and the purpose of its use.

2. A summary of any complaints or concerns received concerning the Military Equipment.

3. The results of any internal audits, any information about violations of the Military Equipment Use Policy, and any actions taken in response.

4. The total annual cost for each type of Military Equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the Military 125 of 214
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Equipment in the calendar year following submission of the annual Military Equipment Report.

5. The quantity possessed for each type of Military Equipment.

6. If the law enforcement agency intends to acquire additional Military Equipment in the next year, the quantity sought for each type of Military Equipment.

D. Within 30 days of submitting and publicly releasing an annual Military Equipment Report pursuant to this section, the Police Department shall hold at least one well- publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the annual Military Equipment report and the law enforcement agency's funding, acquisition, or use of Military Equipment.

E. The City Council shall determine, based on the annual Military Equipment Report submitted pursuant to this section, whether each type of Military Equipment identified in that report has complied with the standards for approval set forth in this code and the Military Equipment Use Policy. If the City Council determines that a type of Military Equipment identified in that annual Military Equipment Report has not complied with the standards for approval, the City Council shall either disapprove a renewal of the authorization for that type of Military Equipment or require modifications to the Military Equipment Use Policy in a manner that will resolve the lack of compliance.

2.52.060 Severability
A. If any section, subsection, sentence, clause, phrase, or word of this Chapter, or any application thereof to any person or circumstance, is held to be invalid or unconstitutional by a decision of a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions or applications of this Chapter.

B. The City Council hereby declares that it would have passed this Chapter and each and every section, subsection, sentence, clause, phrase, and word not declared invalid or unconstitutional without regard to whether any other portion of this Chapter or application thereof would be subsequently declared invalid or unconstitutional.

SECTION 5. CONSTITUTIONALITY; SEVERABILITY. If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be unconstitutional, invalid or ineffective by a court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subsection, sentence, clause and phrase thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared unconstitutional, invalid or ineffective.

SECTION 6. EFFECTIVE DATE. This Ordinance shall take effect thirty (30) days from and after the date of its final passage and adoption.
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SECTION 7. PUBLICATION. The City Clerk is directed to cause publication of this Ordinance as required by law.
---oOo---
I, Melissa Thurman, City Clerk, do hereby certify that the foregoing Ordinance No. 2022- was introduced at a regular meeting of the San Bruno City Council on March 1, 2022 and adopted by the San Bruno City Council at a regular meeting on _______, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

RECUSED: Councilmembers:

ABSENT: Councilmembers:

Melissa Thurman, MMC
City Clerk
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Assembly Bill No. 481
CHAPTER 406
An act to add Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, relating to military equipment. [Approved by Governor September 30, 2021. Filed with
Secretary of State September 30, 2021.]
legislative counsel’s digest
AB 481, Chiu. Law enforcement and state agencies: military equipment:
funding, acquisition, and use.

Existing law designates the Department of General Services as the agency for the State of California responsible for distrib ution of federal surplus personal property, excepting food commodities, and requires the department to, among other things, do all things necessary to the execution of its powers and duties as the state agency for the distribution of federal personal surplus property, excepting food commodities, in accordance with specified federal law. Existing law, the Federal Surplus Property Acquisition Law of 1945, authorizes a local agenc y, as defined, to acquire surplus federal property without regard to any law which requires posting of notices or advertising for bids, inviting or receiving bids, or delivery of purchases before payment, or which prevents the local agency from bidding on federal surplus property.

Existing federal law authorizes the Department of Defense to transfer surplus personal property , including arms and ammunition, to federal or state agencies for use in law enforcement activities, subject to specified conditions, at no cost to the acquiring agency.

This bill w ould require a la w enforcement agenc y, defined to include specified entities, to obtain appro val of the applicable go verning body, by adoption of a military equipment use polic y, as specified, by ordinance at a regular meeting held pursuant to specified open meeting la ws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined. The bill would also require similar approval for the continued use of military equipment acquired prior to January 1, 2022. The bill would allow the go verning body to appro ve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the military equipment meets specified standards. The bill w ould require the governing body to annually review the ordinance and to either disapprove a renewal of the authorization for a type, as defined, of military equipment or amend the military equipment use polic y if it determines, based on an annual military equipment report prepared by the law enforcement agency, as pro vided, that the military equipment does not comply with the above-described standards for appro val. The bill w ould specify these provisions do not preclude a county or local municipality from implementing

92 STATE OF CALIFORNIA

AUTHENTICATED

ELECTRONIC LEGAL MATERIAL

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additional requirements and standards related to the purchase, use, and reporting of military equipment by local law enforcement agencies.

This bill would also require a state agency, as defined, to create a military equipment use policy before engaging in certain activities, publish the policy on the agenc y’s internet website, and pro vide a cop y of the polic y to the Governor or the Go vernor’s designee, as specified. The bill w ould also require a state agenc y that seeks to continue use of military equipment acquired prior to January 1, 2022, to create a military equipment use policy.

This bill would also include findings that the changes proposed by this bill address a matter of statewide concern rather than a municipal affair and, therefore, apply to all cities, including charter cities.

By adding to the duties of local officials with respect to the funding, acquisition, and use of military equipment, this bill w ould impose a state-mandated local program.

The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts la ws relating to public records or open meetings and contains findings demonstrating that the enactment furthers the constitutional requirements relating to this purpose.

This bill would make legislative findings to that effect.

The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.

This bill would provide that no reimbursement is required by this act for a specified reason.

The people of the State of California do enact as follows:

SECTION 1. The Legislature finds and declares all of the following:
(a)  The acquisition of military equipment and its deplo yment in our communities adversely impacts the public’s safety and welf are, including increased risk of civilian deaths, significant risks to civil rights, civil liberties, and physical and psychological well-being, and incurment of significant financial costs. Military equipment is more frequently deplo yed in low-income Black and Brown communities, meaning the risks and impacts of police militarization are e xperienced most acutely in mar ginalized communities.
(b)  The public has a right to know about any funding, acquisition, or use of military equipment by state or local go vernment officials, as well as a right to participate in an y government agency’s decision to fund, acquire, or use such equipment.
(c)  Decisions regarding whether and how military equipment is funded, acquired, or used should give strong consideration to the public’s welfare, safety, civil rights, and ci vil liberties, and should be based on meaningful public input.
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(d) Legally enforceable safe guards, including transparenc y, oversight, and accountability measures, must be in place to protect the public’s welfare, safety, civil rights, and civil liberties before military equipment is funded, acquired, or used.
(e) The lack of a public forum to discuss the acquisition of military equipment jeopardizes the relationship police ha ve with the community , which can be undermined when la w enforcement is seen as an occup ying force rather than a public safety service.

SEC. 2. Chapter 12.8 (commencing with Section 7070) is added to Division 7 of Title 1 of the Government Code, to read:

Chapter 12.8. Funding, Acquisition, and Use of Military Equipment
7070. For purposes of this chapter, the following definitions shall apply:
(a)  “Governing body” means the elected body that o versees a la w enforcement agency or, if there is no elected body that directly oversees the law enforcement agency, the appointed body that oversees a law enforcement agency. In the case of a la w enforcement agency of a county, including a sheriff’s department or a district attorney’s office, “governing body” means the board of supervisors of the county.
(b)  “Law enforcement agency” means any of the following:
(1)  A police department, including the police department of a transit agency, school district, or an y campus of the University of California, the California State University, or California Community Colleges. (2)  A sheriff’s department.
(3)  A district attorney’s office.
(4)  A county probation department.
(c)  “Military equipment” means the following:
(1)  Unmanned, remotely piloted, powered aerial or ground vehicles. (2)  Mine-resistant amb ush-protected (MRAP) v ehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.
(3)  High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humv ees, two and one-half-ton trucks, fiv e-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain v ehicles (A TVs) and motorized dirt bik es are specifically excluded from this subdivision.
(4)  Tracked armored v ehicles that pro vide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion. (5)  Command and control v ehicles that are either b uilt or modified to facilitate the operational control and direction of public safety units. (6)  Weaponized aircraft, vessels, or vehicles of any kind. (7)  Battering rams, slugs, and breaching apparatuses that are e xplosive in nature. However, items designed to remove a lock, such as bolt cutters, 92 Ch. 406 — 3 —

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or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.
(8)  Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.
(9)  Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision. (10)  Specialized firearms and ammunition of less than .50 caliber , including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the e xception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency. (11)  Any firearm or firearm accessory that is designed to launch explosive projectiles.
(12)  “Flashbang” grenades and e xplosive breaching tools, “tear g as,” and “pepper balls, ” e xcluding standard, service-issued handheld pepper spray.
(13)  Taser Shockw ave, micro wave weapons, w ater cannons, and the Long Range Acoustic Device (LRAD).
(14)  The follo wing projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag, ” rubber b ullet, and specialty impact munition (SIM) weapons.
(15)  Any other equipment as determined by a governing body or a state agency to require additional oversight.
(16)  Notwithstanding paragraphs (1) through (15), “military equipment” does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.
(d)  “Military equipment use policy” means a publicly released, written document governing the use of military equipment by a la w enforcement agency or a state agency that addresses, at a minimum, all of the following:
(1)  A description of each type of military equipment, the quantity sought, its capabilities, e xpected lifespan, and product descriptions from the manufacturer of the military equipment.
(2)  The purposes and authorized uses for which the la w enforcement agency or the state agency proposes to use each type of military equipment. (3)  The fiscal impact of each type of military equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.
(4)  The legal and procedural rules that govern each authorized use. (5)  The training, including an y course required by the Commission on Peace Officer Standards and Training, that must be completed before an y officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of military equipment to ensure the full protection of the public’s welfare, safety, civil rights, and civil liberties and full adherence to the military equipment use policy.
(6)  The mechanisms to ensure compliance with the military equipment use policy, including which independent persons or entities have oversight 92 — 4 — Ch. 406

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authority, and, if applicable, what le gally enforceable sanctions are put in place for violations of the policy.
(7)  For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and ho w the la w enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.
(e)  “State agency” means the la w enforcement di vision of e very state office, officer, department, division, bureau, board, and commission or other state body or agenc y, e xcept those agencies pro vided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution. (f)  “Type” means each item that shares the same manuf acturer model number.
7071. (a)  (1)  A law enforcement agency shall obtain appro val of the governing body, by an ordinance adopting a military equipment use policy at a re gular meeting of the go verning body held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of P art 1 of Di vision 3 of Title 2) or the Ralph M.

Brown Act (Chapter 9 (commencing with Section 54950) of P art 1 of Division 2 of Title 5), as applicable, prior to eng aging in an y of the following:
(A)  Requesting military equipment made a vailable pursuant to Section 2576a of Title 10 of the United States Code.
(B)  Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting pri vate, local, state, or federal funds, in-kind donations, or other donations or transfers. (C)  Acquiring military equipment either permanently or temporarily , including by borrowing or leasing.
(D)  Collaborating with another law enforcement agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body.
(E)  Using any new or e xisting military equipment for a purpose, in a manner, or by a person not pre viously approved by the go verning body pursuant to this chapter.
(F)  Soliciting or responding to a proposal for , or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of, military equipment. (G)  Acquiring military equipment through an y means not pro vided by this paragraph.
(2)  No later than May 1, 2022, a la w enforcement agenc y seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall commence a governing body approval process in accordance with this section. If the go verning body does not appro ve the continuing use of military equipment, including by adoption pursuant to this subdivision of a military equipment use polic y submitted pursuant to subdi vision (b), within 180 days of submission of the proposed military equipment use policy to the go verning body, the la w enforcement agenc y shall cease its use of 92 Ch. 406 — 5 —

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the military equipment until it receives the approval of the governing body in accordance with this section.
(b)  In seeking the approval of the governing body pursuant to subdivision (a), a law enforcement agency shall submit a proposed military equipment use policy to the governing body and mak e those documents available on the law enforcement agency’s internet website at least 30 days prior to any public hearing concerning the military equipment at issue. (c)  The governing body shall consider a proposed military equipment use policy as an agenda item for an open session of a re gular meeting and provide for public comment in accordance with the Bagle y-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Di vision 3 of Title 2) or the Ralph M. Bro wn Act (Chapter 9 (commencing with Section 54950) of P art 1 of Di vision 2 of Title 5), as applicable.
(d)  (1)  The governing body shall only approve a military equipment use policy pursuant to this chapter if it determines all of the following:
(A)  The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. (B)  The proposed military equipment use polic y will safe guard the public’s welfare, safety, civil rights, and civil liberties. (C)  If purchasing the equipment, the equipment is reasonably cost effective compared to a vailable alternati ves that can achie ve the same objective of officer and civilian safety.
(D)  Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance. (2)  In order to facilitate public participation, any proposed or final military equipment use policy shall be made publicly available on the internet website of the relevant law enforcement agency for as long as the military equipment is available for use.
(e)  (1)  The governing body shall review any ordinance that it has adopted pursuant to this section approving the funding, acquisition, or use of military equipment at least annually and, subject to paragraph (2), vote on whether to rene w the ordinance at a re gular meeting held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of P art 1 of Di vision 3 of Title 2) or the Ralph M.

Brown Act (Chapter 9 (commencing with Section 54950) of P art 1 of Division 2 of Title 5), as applicable.
(2) The governing body shall determine, based on the annual military equipment report submitted pursuant to Section 7072, whether each type of military equipment identified in that report has complied with the standards for appro val set forth in subdi vision (d). If the go verning body determines that a type of military equipment identified in that annual military equipment report has not complied with the standards for approval set forth in subdivision (d), the governing body shall either disapprove a renewal of the authorization for that type of military equipment or require modifications 92 — 6 — Ch. 406

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to the military equipment use policy in a manner that will resolve the lack of compliance.
(f)  Notwithstanding subdivisions (a) to (e), inclusive, if a city contracts with another entity for la w enforcement services, the city shall ha ve the authority to adopt a military equipment use policy based on local community needs.
7072. (a)  A law enforcement agency that receives approval for a military equipment use policy pursuant to Section 7071 shall submit to the governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval, and annually thereafter for as long as the military equipment is available for use. The law enforcement agency shall also make each annual military equipment report required by this section publicly available on its internet website for as long as the military equipment is available for use. The annual military equipment report shall, at a minimum, include the follo wing information for the immediately preceding calendar year for each type of military equipment:
(1)  A summary of how the military equipment was used and the purpose of its use.
(2)  A summary of any complaints or concerns recei ved concerning the military equipment.
(3)  The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response. (4)  The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year follo wing submission of the annual military equipment report.
(5)  The quantity possessed for each type of military equipment. (6)  If the law enforcement agency intends to acquire additional military equipment in the ne xt year, the quantity sought for each type of military equipment.
(b)  Within 30 days of submitting and publicly releasing an annual military equipment report pursuant to this section, the law enforcement agency shall hold at least one well-publicized and con veniently located community engagement meeting, at which the general public may discuss and ask questions re garding the annual military equipment report and the la w enforcement agency’s funding, acquisition, or use of military equipment. 7073. (a)  A state agency shall create a military equipment use polic y prior to engaging in any of the following:
(1)  Requesting military equipment made a vailable pursuant to Section 2576a of Title 10 of the United States Code.
(2)  Seeking funds for military equipment, including, but not limited to, applying for a grant, soliciting or accepting pri vate, local, state, or federal funds, in-kind donations, or other donations or transfers. (3)  Acquiring military equipment either permanently or temporarily , including by borrowing or leasing.
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(4)  Collaborating with a law enforcement agency or another state agency in the deployment or other use of military equipment within the territorial jurisdiction of the governing body.
(5)  Using any new or e xisting military equipment for a purpose, in a manner, or by a person not pre viously approved by the go verning body pursuant to this chapter.
(6)  Soliciting or responding to a proposal for , or entering into an agreement with, any other person or entity to seek funds for, or to apply to receive, acquire, use, or collaborate in the use of, military equipment. (7)  Acquiring military equipment through an y means not pro vided by this subdivision.
(b)  No later than May 1, 2022, a state agency seeking to continue the use of any military equipment that was acquired prior to January 1, 2022, shall create a military equipment use policy.
(c)  A state agenc y that is required to create a military equipment use policy pursuant to this section shall do both of the follo wing within 180 days of completing the policy:
(1)  Publish the military equipment use polic y on the agenc y’s internet website.
(2)  Provide a copy of the military equipment use policy to the Governor or the Governor’s designee.
7074. The Legislature finds and declares that ensuring adequate oversight of the acquisition and use of military equipment is a matter of state wide concern rather than a municipal af fair as that term is used in Section 5 of Article XI of the California Constitution. Therefore, this chapter applies to all cities, including charter cities and shall supersede an y inconsistent provisions in the charter of any city, county, or city and county. 7075. Nothing in this chapter shall preclude a county or local municipality from implementing additional requirements and standards related to the purchase, use, and reporting of military equipment by local law enforcement agencies.

SEC. 3. The Legislature finds and declares that Section 1 of this act, which adds Chapter 12.8 (commencing with Section 7070) to Division 7 of Title 1 of the Government Code, furthers, within the meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:

Requiring local agencies to hold public meetings prior to the acquisition of military equipment further e xposes that activity to public scrutin y and enhances public access to information concerning the conduct of the people’s business.

SEC. 4. No reimbursement is required by this act pursuant to Section 6 of Article XIII B of the California Constitution because the only costs that may be incurred by a local agenc y or school district under this act w ould 92 — 8 — Ch. 406

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result from a legislative mandate that is within the scope of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution.

O
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Cal. Gov. Code § 7070
Section 7070 - Definition
(a) "Governing body" means the elected body that oversees a law enforcement agency or, ifthere is no elected body that directly oversees the law enforcement agency, the appointedbody that oversees a law enforcement agency. In the case of a law enforcement agency of acounty, including a sheriff's department or a district attorney's office, "governing body"means the board of supervisors of the county.(b) "Law enforcement agency" means any of the following:(1) A police department, including the police department of a transit agency, schooldistrict, or any campus of the University of California, the California State University, orCalifornia Community Colleges. (2) A sheriff's department.
(3) A district attorney's office.
(4) A county probation department.
(c) "Military equipment" means the following:(1) Unmanned, remotely piloted, powered aerial or ground vehicles. (2) Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.However, police versions of standard consumer vehicles are specifically excluded fromthis subdivision. (3) High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to asHumvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have abreaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs)and motorized dirt bikes are specifically excluded from this subdivision. (4) Tracked armored vehicles that provide ballistic protection to their occupants andutilize a tracked system instead of wheels for forward motion. (5) Command and control vehicles that are either built or modified to facilitate theoperational control and direction of public safety units. (6) Weaponized aircraft, vessels, or vehicles of any kind. (7) Battering rams, slugs, and breaching apparatuses that are explosive in nature.However, items designed to remove a lock, such as bolt cutters, or a handheld ramdesigned to be operated by one person, are specifically excluded from this subdivision. (8) Firearms of .50 caliber or greater. However, standard issue shotguns are specificallyexcluded from this subdivision.

For purposes of this chapter, the following definitions shall apply:
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(9) Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition isspecifically excluded from this subdivision. (10) Specialized firearms and ammunition of less than .50 caliber, including assaultweapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception ofstandard issue service weapons and ammunition of less than .50 caliber that are issued toofficers, agents, or employees of a law enforcement agency or a state agency. (11) Any firearm or firearm accessory that is designed to launch explosive projectiles. (12) "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls,"excluding standard, service-issued handheld pepper spray. (13) Taser Shockwave, microwave weapons, water cannons, and the Long RangeAcoustic Device (LRAD). (14) The following projectile launch platforms and their associated munitions: 40mmprojectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM)weapons. (15) Any other equipment as determined by a governing body or a state agency to requireadditional oversight. (16) Notwithstanding paragraphs (1) through (15), "military equipment" does not includegeneral equipment not designated as prohibited or controlled by the federal DefenseLogistics Agency. (d) "Military equipment use policy" means a publicly released, written document governingthe use of military equipment by a law enforcement agency or a state agency that addresses,at a minimum, all of the following:(1) A description of each type of military equipment, the quantity sought, its capabilities,expected lifespan, and product descriptions from the manufacturer of the militaryequipment. (2) The purposes and authorized uses for which the law enforcement agency or the stateagency proposes to use each type of military equipment. (3) The fiscal impact of each type of military equipment, including the initial costs ofobtaining the equipment and estimated annual costs of maintaining the equipment. (4) The legal and procedural rules that govern each authorized use. (5) The training, including any course required by the Commission on Peace OfficerStandards and Training, that must be completed before any officer, agent, or employee ofthe law enforcement agency or the state agency is allowed to use each specific type ofmilitary equipment to ensure the full protection of the public's welfare, safety, civil rights,and civil liberties and full adherence to the military equipment use policy. 2 Section 7070 - Definition Cal. Gov. Code § 7070
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(6) The mechanisms to ensure compliance with the military equipment use policy,including which independent persons or entities have oversight authority, and, ifapplicable, what legally enforceable sanctions are put in place for violations of the policy. (7) For a law enforcement agency, the procedures by which members of the public mayregister complaints or concerns or submit questions about the use of each specific type ofmilitary equipment, and how the law enforcement agency will ensure that each complaint,concern, or question receives a response in a timely manner. (e) "State agency" means the law enforcement division of every state office, officer,department, division, bureau, board, and commission or other state body or agency, exceptthose agencies provided for in Article IV (except Section 20 thereof) or Article VI of theCalifornia Constitution.(f) "Type" means each item that shares the same manufacturer model number.

Ca. Gov. Code § 7070
Added by Stats 2021 ch 406 (AB 481),s 2, eff. 1/1/2022. 3 Section 7070 - Definition Cal. Gov. Code § 7070
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Cal. Gov. Code § 7071
Section 7071 - Approval for use of military equipment
(a)(1) A law enforcement agency shall obtain approval of the governing body, by anordinance adopting a military equipment use policy at a regular meeting of the governingbody held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing withSection 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act(Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), asapplicable, prior to engaging in any of the following:(A) Requesting military equipment made available pursuant to Section 2576a of Title 10of the United States Code. (B) Seeking funds for military equipment, including, but not limited to, applying for agrant, soliciting or accepting private, local, state, or federal funds, in-kind donations, orother donations or transfers. (C) Acquiring military equipment either permanently or temporarily, including byborrowing or leasing. (D) Collaborating with another law enforcement agency in the deployment or other useof military equipment within the territorial jurisdiction of the governing body. (E) Using any new or existing military equipment for a purpose, in a manner, or by aperson not previously approved by the governing body pursuant to this chapter. (F) Soliciting or responding to a proposal for, or entering into an agreement with, anyother person or entity to seek funds for, apply to receive, acquire, use, or collaborate inthe use of, military equipment. (G) Acquiring military equipment through any means not provided by this paragraph. (2) No later than May 1, 2022, a law enforcement agency seeking to continue the use ofany military equipment that was acquired prior to January 1, 2022, shall commence agoverning body approval process in accordance with this section. If the governing bodydoes not approve the continuing use of military equipment, including by adoptionpursuant to this subdivision of a military equipment use policy submitted pursuant tosubdivision (b), within 180 days of submission of the proposed military equipment usepolicy to the governing body, the law enforcement agency shall cease its use of themilitary equipment until it receives the approval of the governing body in accordance withthis section. (b) In seeking the approval of the governing body pursuant to subdivision (a), a lawenforcement agency shall submit a proposed military equipment use policy to the governing 1 140 of 214
body and make those documents available on the law enforcement agency's internet websiteat least 30 days prior to any public hearing concerning the military equipment at issue.(c) The governing body shall consider a proposed military equipment use policy as anagenda item for an open session of a regular meeting and provide for public comment inaccordance with the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.(d)(1) The governing body shall only approve a military equipment use policy pursuant tothis chapter if it determines all of the following:(A) The military equipment is necessary because there is no reasonable alternative thatcan achieve the same objective of officer and civilian safety. (B) The proposed military equipment use policy will safeguard the public's welfare,safety, civil rights, and civil liberties. (C) If purchasing the equipment, the equipment is reasonably cost effective compared toavailable alternatives that can achieve the same objective of officer and civilian safety. (D) Prior military equipment use complied with the military equipment use policy thatwas in effect at the time, or if prior uses did not comply with the accompanying militaryequipment use policy, corrective action has been taken to remedy nonconforming usesand ensure future compliance. (2) In order to facilitate public participation, any proposed or final military equipment usepolicy shall be made publicly available on the internet website of the relevant lawenforcement agency for as long as the military equipment is available for use. (e)(1) The governing body shall review any ordinance that it has adopted pursuant to thissection approving the funding, acquisition, or use of military equipment at least annuallyand, subject to paragraph (2), vote on whether to renew the ordinance at a regular meetingheld pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing withSection 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act(Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), asapplicable. (2) The governing body shall determine, based on the annual military equipment reportsubmitted pursuant to Section 7072, whether each type of military equipment identified inthat report has complied with the standards for approval set forth in subdivision (d). If thegoverning body determines that a type of military equipment identified in that annualmilitary equipment report has not complied with the standards for approval set forth insubdivision (d), the governing body shall either disapprove a renewal of the authorizationfor that type of military equipment or require modifications to the military equipment usepolicy in a manner that will resolve the lack of compliance. 2 Section 7071 - Approval for use of military equipment Cal. Gov. Code § 7071 141 of 214
(f) Notwithstanding subdivisions (a) to (e), inclusive, if a city contracts with another entityfor law enforcement services, the city shall have the authority to adopt a military equipmentuse policy based on local community needs.

Ca. Gov. Code § 7071
Added by Stats 2021 ch 406 (AB 481),s 2, eff. 1/1/2022. 3 Section 7071 - Approval for use of military equipment Cal. Gov. Code § 7071 142 of 214
Cal. Gov. Code § 7072
Section 7072 - Annual military equipment report
(a) A law enforcement agency that receives approval for a military equipment use policypursuant to Section 7071 shall submit to the governing body an annual military equipmentreport for each type of military equipment approved by the governing body within one yearof approval, and annually thereafter for as long as the military equipment is available foruse. The law enforcement agency shall also make each annual military equipment reportrequired by this section publicly available on its internet website for as long as the militaryequipment is available for use. The annual military equipment report shall, at a minimum,include the following information for the immediately preceding calendar year for each typeof military equipment:(1) A summary of how the military equipment was used and the purpose of its use. (2) A summary of any complaints or concerns received concerning the militaryequipment. (3) The results of any internal audits, any information about violations of the militaryequipment use policy, and any actions taken in response. (4) The total annual cost for each type of military equipment, including acquisition,personnel, training, transportation, maintenance, storage, upgrade, and other ongoingcosts, and from what source funds will be provided for the military equipment in thecalendar year following submission of the annual military equipment report. (5) The quantity possessed for each type of military equipment. (6) If the law enforcement agency intends to acquire additional military equipment in thenext year, the quantity sought for each type of military equipment. (b) Within 30 days of submitting and publicly releasing an annual military equipment reportpursuant to this section, the law enforcement agency shall hold at least one well-publicizedand conveniently located community engagement meeting, at which the general public maydiscuss and ask questions regarding the annual military equipment report and the lawenforcement agency's funding, acquisition, or use of military equipment.

Ca. Gov. Code § 7072
Added by Stats 2021 ch 406 (AB 481),s 2, eff. 1/1/2022. 1 143 of 214

Ryan Johansen
Chief of Police CITY OF SAN BRUNO

POLICE DEPARTMENT
1177 Huntington Avenue, San Bruno, CA 94066-1500
Voice: (650) 616-7100 • Fax: (650) 871-6734
http://sanbruno.ca.gov
2022 San Bruno Police Department Military Equipment Use Policy

California Government Code §7071(b) requires that law enforcement agencies submit a proposed Military Equipment Use Policy to their governing body for approval. This is further required by San Bruno City Ordinance 2.52.

The San Bruno Police Department does not possess any tactical equipment that it has obtained from the military, nor does it possess any equipment that was designed for military use. The San Bruno Police Department also has not acquired any equipment through military surplus programs such as the 1033 Program.

California Government Code §7070 provides a list of equipment types that are considered to be “military equipment” for purposes of this policy requirement, and this Military Equipment Use Policy includes information for any such equipment types that are possessed by the San Bruno Police Department, or reasonably likely to be deployed in San Bruno by its law enforcement partners.

California Government Code §7070(d) describes a Military Equipment Use Policy as a publicly released, written document that includes, at a minimum, all of the following:

1. A description of each type of Military Equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the Military Equipment.

2. The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of Military Equipment.

3. The fiscal impact of each type of Military Equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

4. The legal and procedural rules that govern each authorized use.

5. The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of Military Equipment to ensure the full protection of the public's welfare, safety, civil rights, and civil liberties and full adherence to the Military Equipment use policy.

California Government Code § 7070(c) defines Military Equipment as any of the following:
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1. Unmanned, remotely piloted, powered aerial or ground vehicles.

2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

6. Weaponized aircraft, vessels, or vehicles of any kind.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

11. Any firearm or firearm accessory that is designed to launch explosive projectiles.

12. "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.

13. Taser Shockwave, microwave weapons, water cannons, and the Long-Range Acoustic Device (LRAD).

14. The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.

15. Any other equipment as determined by a governing body or a state agency to require additional oversight.

16. Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

Pursuant to California Government Code §7070(d)(6), and in accordance with California Government Code §7072, the San Bruno Police Department will submit to the San Bruno City Council an Annual Military Equipment Report and will make that report publicly available on its internet website. The Annual Military Equipment Report will include the following information for the immediately preceding calendar year for each type of military equipment:

1. A summary of how the military equipment was used and the purpose of its use.

2. A summary of any complaints or concerns received concerning the military equipment.

3. The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.
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4. The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.

5. The quantity possessed for each type of military equipment.

6. If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

The San Bruno City Council will use the Annual Military Equipment Report as a mechanism to ensure the San Bruno Police Department’s compliance with this Military Equipment Use Policy, and to help it determine whether to approve, revise, or revoke components of the Military Equipment Use Policy for the subsequent year.

Pursuant to California Government Code §7070(d)(7), members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment in this policy by any of the following means:

1. Via email to: [email protected]

2. Via phone call to: (650) 616-7100

3. Via mail sent to: San Bruno Police Department
Attn: Military Equipment Use Coordinator
1177 Huntington Avenue
San Bruno, CA 94066
The San Bruno Police Department is committed to responding to complaints, concerns and/or questions received through any of the above methods in a timely manner.

The remainder this Military Equipment Use Policy is divided into two sections. Section One lists qualifying equipment that is owned and/or utilized by the San Bruno Police Department. Section Two lists qualifying equipment not previously listed in this policy, that is not owned or regularly utilized by the San Bruno Police Department, but which is known to be owned and/or utilized by the North County Regional SWAT Team, for which the San Bruno Police Department is a participating agency. While the equipment in Section Two is not purchased, owned, or maintained by the San Bruno Police Department, it could be used in the City of San Bruno if NCR SWAT is deployed, and is therefore included in this Military Equipment Use Policy. It is important to note that NCR SWAT is generally only deployed in extreme circumstances such as active shooter incidents, hostage situations, and the execution of high- risk search and arrest warrants. The equipment NCR SWAT possesses is rarely deployed but could prove essential to emergency operations when needed.

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Section One: Qualifying Equipment Owned/Utilized by the San Bruno Police Department

Equipment Type: Unmanned Aircraft Systems (UAS/Drones) – CA Gov’t Code §7070(c)(1) Quantity Owned/Sought: 1 owned Lifespan: Approximately 5 years Equipment Capabilities: Remotely piloted aerial vehicle capable of providing live and recorded video images captured from aerial positions, including images enhanced by Forward Looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description:

Matrice 210: The DJI Matrice 210 is a powerful, industrial-grade fight platform with world-class agility and speed, two barometers, and redundant IMUs for maximum reliability, and new smart flight features that make capturing complex shots easy. The aircraft’s visual sensors enable enhanced hovering precision even when flying indoors or in environments where GNSS is unavailable. The drone’s new airframe design gives it an IP43 Ingress Protection Rating, in accordance with the global IEC 60529 standard. The M210/M210 RTK’s mechanical design, along with quick release landing gears and mounted folding arms, makes it easy to transport, store, and prepare for flight.

Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are not available or are less effective.

Uses may include but are not limited to: search and rescue; suspect apprehension; crime scene documentation; tactical operations; scene security; hazard monitoring, identification and mitigation; response to emergency calls; crisis communications; legally authorized surveillance.

Fiscal Impacts: The initial costs of equipment, licensing, software and training was approximately $40,000 which was funded with Equitable Sharing Asset Forfeiture Funds. Ongoing cost associated with UAS operation and maintenance is estimated to be approximately $15,000 per year total, for this and the other two UAS/Drones combined.

Legal/Procedural Rules Governing Use: Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations.

Training Required: Prior to piloting any UAS/Drone staff members must secure an FAA Remote Pilot License and complete all training required by our FAA COA.

Other Notes: None.
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Equipment Type: Unmanned Aircraft Systems (UAS/Drones) – CA Gov’t Code §7070(c)(1) Quantity Owned/Sought: 2 owned Lifespan: Approximately 5 years Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by Forward Looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description:

Mavic II Enterprise: The DJI Mavic II Enterprise features omnidirectional Vision Systems and Infrared Sensing Systems and comes with a fully stabilized 3-axis gimbal camera with an equivalent 24-48 mm 2x optical enterprise lens capable of shooting 4k videos and 12 megapixel photos that support up to 6x FHD zoom. DJI signature tecUologies such as Obstacle Sensing and the Advanced Pilot Assistance System, help you capture complex shots effortlessly. Additional features like the built in AirSense make you aware of your surrounding airspace, and password protection helps you maintain secure access to your aircraft and protect your data. The Mavic II Enterprise also has attachable modular accessories like the M2E spotlight, M2E Beacon, and M2E Speaker that are purpose built for various applications. The Mavic II Enterprise boasts a maximum flight speed of 44.7 mph and a maximum flight time of 31 minutes.

Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are not available or are less effective.

Fiscal Impacts: The initial costs of equipment, licensing, software and training was approximately $30,000 which was funded with Equitable Sharing Asset Forfeiture Funds. Ongoing cost associated with UAS operation and maintenance is estimated to be approximately $15,000 per year total, for this and the other two UAS/Drones combined.

Training Required: Prior to piloting any UAS/Drone staff members must secure an FAA Remote Pilot License and complete all training required by our FAA COA.

Other Notes: None.

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Equipment Name: 5.56mm Semiautomatic Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 18 owned Lifespan: Approximately 15 years Equipment Capabilities: The Colt AR15A3 semiautomatic rifle is capable of firing 5.56mm projectile bullet.

Manufacturer Product Description: The Colt AR15A3 features a gas operated semi-auto firing system chambered in 223 Remington/5.56 NATO with a barrel length of 16.1". The rifle is outfitted with carbine length Magpul railed forend
Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When an officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: The initial cost of equipment was approximately $33,282. The ongoing costs for ammunition will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Firearms.

Training Required: Officers must successfully complete a CA POST certified 24-hour patrol rifle course as well as regular department firearms training and qualifications as required by law and policy.

Other Notes: These rifles are already well beyond their serviceable lifespan and are in the process of being replaced by the Daniels Defense rifles listed later in this policy. Until we receive shipment of the new rifles, we will continue to use these.
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Equipment Name: 5.56mm Semiautomatic Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 7 owned Lifespan: Approximately 15 years Equipment Capabilities: The Colt M4 semiautomatic rifle is capable of firing 5.56mm projectile bullet.

Manufacturer Product Description: The Colt M4 Magpul Carbine features a gas operated semi-auto firing system chambered in 223 Remington/5.56 NATO with a barrel length of 16.1". The rifle is outfitted with carbine length Magpul MOE stock and railed forend Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When an officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: The initial cost of equipment was approximately $12,943. The ongoing costs for ammunition will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Firearms.

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Equipment Type: Semiautomatic Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 53 owned Lifespan: Approximately 15 years Equipment Capabilities: The Daniel Defense MK18 semiautomatic rifle is capable of firing 5.56mm projectile bullet.

Manufacturer Product Description: The Daniel Defense MK18 features the railed forend Daniel Defense currently provides to USSOCOM, and a 10.3” Cold Hammer Forged Barrel. The MK18 rail system features the patented bolt-up attachment system and has been rigorously tested prior to fielding by USSOCOM. The MK18 SBR by Daniel Defense is unmatched in size, weight, and performance.

Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When an officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: The initial cost of equipment was approximately $168,000. The ongoing costs for ammunition will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Firearms.

Other Notes: These rifles are standard issue service weapons for our officers and therefor exempted from this Military Equipment Use Policy per CA Gov’t Code §7070 (c)(10). They have been included in this document in an abundance of caution and in the interest of transparency. We have not yest received shipment of these recently purchased rifles, but we are expecting to do so in May 2022, and which point these rifles will replace the two types of Colt rifles previously listed in this policy.

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Equipment Type: Semiautomatic Rifle and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 1 owned Lifespan: Approximately 15 years Equipment Capabilities: The Bushmaster AR-10 Sniper Rifle is capable of firing a 7.62mm projectile bullet.

Manufacturer Product Description: Bushmaster MOE 308 Semi-automatic .308 Winchester/7.62 NATO AR-10 Rifle.

1. 16" heavy profile barrel

2. Magpul MOE Hand Guard, accepts rail sections (carbine, mid-length or rifle-length)

3. Magpul MBUS rear flip sight

4. Magpul MOE pistol grip, accepts MIAD storage cores

5. Magpul MOE vertical grip

6. Magpul enhanced trigger guard

7. Magpul MOE adjustable stock with strong A-design and rubber butt pad

8. Mid-length gas system for smoother recoil

Purpose/Authorized Uses: This rifle is authorized for use by a Sniper-trained, SWAT Operator only and may be deployed in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When the officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: This equipment was donated to the San Bruno Police Department at no cost. The ongoing costs for ammunition will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Firearms.

Training Required: In addition to patrol rifle and standard SWAT Operator training, SWAT Snipers must successfully complete a CA POST certified sniper course as well as regular SWAT Sniper training and qualifications as required by law and policy.

Other Notes: The San Bruno Police Department does not presently have a SWAT Sniper among its staff, so there are no San Bruno Police personnel presently authorized to use this Military Equipment.

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Equipment Type: Mobile Command Vehicle - CA Gov’t Code §7070(c)(5) Quantity Owned/Sought: 1 owned Lifespan: Approximately 15 years Equipment Capabilities: The Mobile Command Vehicle (MCV) provides mobile, remote access to radio, internet, planning and other resources to assist with management of major incidents and planned operations.

Manufacturer Product Description: Not applicable as this unit is custom built onto an ambulance vehicle platform.

Purpose/Authorized Uses: The MCV can be deployed anytime first responders determine that it would be beneficial to operations being conducted.

Fiscal Impacts: The initial cost of this unit, outfitting, and all peripheral equipment was approximately $350,000, which was funded by a grant from the San Bruno Community Foundation and Google/YouTube. Ongoing costs to maintain the MCV and replace failing equipment is approximately $5,000/year.

Legal/Procedural Rules Governing Use: Not applicable.

Training Required: Not applicable.

Other Notes: The MCV is not a tactical vehicle, meaning that it is not armored in any way and does not include any weapon elements. The MCV is simply an ambulance reconfigured with radios, computers, smart screens and other peripherals to facilitate field command. 153 of 214

Equipment Type: 40mm Less Lethal Launchers and Kinetic Energy Munitions - CA Gov’t Code §7070(c)(14)
Quantity Owned/Sought: 16 owned Lifespan: Approximately 15 years Equipment Capabilities: The 40mm Less Lethal Launcher is capable of firing 40mm Kinetic Energy Munitions, which are essentially rubber projectiles.

Manufacturer Product Description: Penn Arms 40MM launchers are manufactured using 4140 hardened steel, 6061-T6 mil-spec anodized aluminum and DuPont super tough glass filled nylon.

These launchers are light weight, versatile and used worldwide by police and corrections officers. The 40MM launcher family of products is available in single-shot, spring-advance multi, and pump- advance multi-versions.

Purpose/Authorized Uses: The 40mm Less Lethal Launchers and Kinetic Energy Munitions are intended for use as a less lethal use of force option.

Fiscal Impacts: The initial cost of this equipment was approximately $26,000. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Crowd Control.

Training Required: Officers must complete a department certified 40mm course as well as regular training and qualifications as required by law and policy.

Other Notes: None.

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Section Two: Qualifying equipment not already listed in this policy, which is known to be owned and/or utilized by the North County Regional SWAT Team, for which the San Bruno Police Department is a participating agency

Equipment Type: Unmanned, remotely piloted, powered ground vehicles - CA Gov’t Code §7070(c)(1) Quantity Owned/Sought: 2 Drones / 4 Robots (Not
owned by SBPD)
Lifespan: Approximately 15 years
Equipment Capabilities: Vehicles are capable of being remotely navigated to provide scene information and intelligence in the form of video and still images transmitted to first responders.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: To enhance the safety of potentially dangerous situations by providing first responders with the ability to capture video and still images of hazardous areas prior to, or in lieu of, sending in personnel.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: The use of unmanned, remotely piloted, powered ground vehicles potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to all applicable privacy laws and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure).

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to pilot these vehicles.

Other Notes: None.

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Equipment Type: Mine Resistant Ambush Protected Vehicles (MRAP) - CA Gov’t Code §7070(c)(2) Quantity Owned/Sought: 1 (Not owned by SBPD) Lifespan: Unknown Equipment Capabilities: Capable of transporting personnel and equipment while providing them with armored protection from gunfire.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: To move personnel and/or resources in support of tactical operations in which there is reason to expect potential armed resistance requiring protection.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: The MRAP can be deployed any time tactical operators determine that there is a need to move personnel and/or resources into areas in which they have reason to expect potential armed resistance requiring its protection.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to drive MRAP vehicles.

Other Notes: None.

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Equipment Type: Wheeled vehicles that have a breaching apparatus attached - CA Gov’t Code §7070(c)(3)
Quantity Owned/Sought: 1 (Not owned by SBPD) Lifespan: Unknown.

Equipment Capabilities: Capable of breaching doors, gates, and other points of entry.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: Breaching doors, gates, and other points of entry.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: Breaching vehicles can be deployed any time tactical operators determine that it is necessary to complete a lawful breaching. For a breaching to be lawful, it will generally need to be supported by a search or arrest warrant, or exigent circumstances.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to drive breaching vehicles.

Other Notes: None.

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Equipment Type: Battering rams, slugs, and breaching apparatus that are explosive in nature - CA Gov’t Code §7070(c)(7)
Quantity Owned/Sought: 0 (Not owned by SBPD) Lifespan: Unknown.

Equipment Capabilities: Capable of breaching doors, gates, windows, and other points of entry.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: Breaching doors, gates, windows, and other points of entry.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: Breaching apparatus that are explosive in nature can be deployed any time tactical operators determine that it is necessary to complete a lawful breaching, and non-explosive breaching methods are not tactically practicable. For a breaching to be lawful, it will generally need to be supported by a search or arrest warrant, or exigent circumstances.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use explosive breaching apparatus.

Other Notes: None.

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Equipment Type: AR-15 Style Semiautomatic Rifle and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 60 (not owned by SBPD) Lifespan: Approximately 15 years Equipment Capabilities: The AR15 style firearm can fire a .223, .556, .308 or .300 caliber projectile accurately at over 100 yards.

Manufacturer Product Description: The AR15 style firearm features M-LOK attachment technology with the Daniel Defense MFR 15.0 rail. Built around a Cold Hammer Forged, 16 inch barrel, the V7 has a DD improved Flash Suppressor to reduce flash signature. The mid-length gas system provides smooth and reliable cycling under any condition and reduces both perceived recoil and wear on moving parts. With the M-LOK attachment points that run along 7 positions and an uninterrupted 1913 Picatinny rail on top, the V7 has plenty of room for the sights, optics, and accessories the user may require. The independently ambi GRIP-N-RIP Charging Handle accommodates left- and right- handed shooters. This rifle also comes with the ergonomic Daniel Defense Buttstock and Pistol Grip.

1. Situations where the officer reasonably anticipates an armed encounter.

2. When an officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various San Bruno Police Department Policies on Use of Force and Firearms.

Training Required: In addition to patrol rifle and standard SWAT Operator training, SWAT Operators must successfully complete a CA POST certified SWAT course as well as regular SWAT training and qualifications as required by law and policy.

Other Notes: None.
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Equipment Type: Flashbang grenades, explosive breaching tools, tear gas and pepper balls - CA Gov’t Code §7070(c)(12)
Quantity Owned/Sought: 20 (Not owned by SBPD) Lifespan: Unknown.

Equipment Capabilities: Capable of breaching doors, gates, windows, and other points of entry, creating explosive distractions, and/or deploying tear gas or pepper chemical.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: breaching doors, gates, windows, and other points of entry, creating explosive distractions, and/or deploying tear gas or pepper chemicals.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use any of these items.

Other Notes: None.

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Equipment Type: Long Range Acoustic Device (LRAD) - CA Gov’t Code §7070(c)(13) Quantity Owned/Sought: 1 (Not owned by SBPD) Lifespan: Unknown.

Equipment Capabilities: LRAD systems are a type of Acoustic Hailing Device (AHD) used to send messages over long distances. LRAD systems produce much higher sound levels (volume) than normal loudspeakers or megaphones. Over shorter distances, LRAD signals are loud enough to cause pain in the ears of people in their path.

Manufacturer Product Description: Unavailable as this equipment is not owned by the San Bruno Police Department.

Purpose/Authorized Uses: Can be used to disperse unlawful crowds (with required notice and compliance times) and/or to disrupt the activities of person(s) who represent an immediate threat to others.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: LRADs can only be deployed in accordance with all applicable State, Federal and Local laws governing police use of force, crowd control, etc.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use any of these items.

Other Notes: None.

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE:March 1, 2022
TO:Honorable Mayor and Members of the City Council
FROM:Jovan Grogan, City Manager
PREPARED BY:Ryan Johansen, Police Chief
SUBJECT: Receive Report on Reducing the Impact of Drugs on Families (RIDOF) Pilot Program
BACKGROUND: The United States has experienced a major increase in drug overdoses and other negative impacts associated with drug use over the last few years. The proliferation of opioid and opiate use has been a major driving factor in these increases, and these drugs are coming in relatively new forms, about which little is known by the general public.

In response to City Council and community concerns about increased of drug use and overdoses, the Police Department launched an effort to develop a program that would better educate our community about these relatively new threats, and address the void left by the end of the D.A.R.E. Program several years ago. Staff desired to initiate a program, similar to D.A.R.E. that would better educate children, parents, teachers, and school officials about the modern drug landscape. The aim of this program would be to reduce the impact of drugs on families, thus the name RIDOF. Staff developed a preliminary program plan for the curriculum and delivery methods for a pilot project, attempting to build on the successes of D.A.R.E., and improve upon the shortcomings. Staff then secured the endorsement and support of the San Bruno Park School District, and secured grant funding through the San Bruno Community Foundation to support the pilot program. Staff is still working on the curriculum and scheduling, with the aim of delivering the pilot program early next school year. This goal of the presentation and discussion at the March 1, 2022 Study Session is to receive City Council feedback on the preliminary program design.

Attached to this report, please find a presentation that covers the current status of the RIDOF Program that staff will present the March 1, 2022 City Council Study Session.

ATTACHMENTS:

1. Presentation
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REDUCING THE IMPACT OF DRUGS ON

FAMILIES (
RIDOF
) PILOT PROGRAM

C I T Y C O U N C I L M E E T I N G
March 1, 2022Ryan Johansen, Chief of Police
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2 Objective
Provide Council with a report on the
Reducing the Impact of Drugs on Families
(RIDOF) Pilot Program
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3 Agenda
I. Background
II. Key components of the pilot program
III. Timeline
IV. SBCF Grant Award
V. Questions
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4 Background
Epidemic level drug problem
• More deaths in SF from overdose than COVID-19 in 2020 • Estimated 10.1 million people/year misuse opioids alone • More than 70,000 people/year die of drug overdose
• In recent years, more than 70% from opioids
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5 Background
It’s right here…in San Bruno
• Enough Fentanyl to kill entire SB population – 3 times • Hundreds of emergency Naloxone administrations
• Encountering Fentanyl/other opioids daily
• And…methamphetamine use is surging as well
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6 Background
Emergent, new, poorly understood
• Doesn’t look, smell, or act like anything else
• Far more dangerous than anything we’ve seen
• Multiple methods of use
• Signs of use not initially obvious
• Anxiety relief makes it very attractive/addictive
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7 Background
Elimination of D.A.R.E. left a void
• Early, research-based drug education
• Appearance, use, effects, dangers, symptoms, etc.
• Knowledgeable resource for kids’ questions
• United kids in commitment to living drug free
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8 Background
D.A.R.E. shortcomings
• No parental education component
• No teachers/staff education component
• Failed to keep up with trends and be relevant
• Fear-based approach
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9 Background
SBPD wants to help
• Fill the void left by the end of D.A.R.E.
• Leverage what worked
• Improve what did not work
• From fear-based to education/reality based
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10 Background
Reducing the Impact of Drugs on Families
“Let’s get RID OF this epidemic”
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11 Key Components of the Program
• Age group
• Young enough to be influenced/open
• Old enough to understand
• Relevant, accurate, contemporary information
• Less fear-based
• More believable, real-world repercussions
• Relationship/trust building
• Group and individual interactions
• Parental education
• With and without kids
• Teacher/staff education
• Feedback, evaluation, adjustment, growth
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12 Progress/Timeline
Stage One (Current)
• Staff member training
• Curriculum development
• Drug/paraphernalia displays
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13 Progress/Timeline
Stage Two (June)
• Finalize curriculum
• Dry runs
• Scheduling with schools
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14 Progress/Timeline
Stage Three (September)
• Program promotion
• Begin conducting program
for first half of schools
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15 Progress/Timeline
Stage Four (December)
• Program promotion
• Begin conducting program
for second half of schools
• Feedback
• Grant reporting
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16 SBCF Grant Award
San Bruno Community Foundation provided a $15K
grant to help get this pilot program started!
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17 Questions
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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE:March 1, 2022
TO:Honorable Mayor and Members of the City Council
FROM:Jovan Grogan, City Manager
PREPARED BY:Ryan Johansen, Police Chief
SUBJECT: Receive Report on Police Radio Encryption and Infrastructure Project BACKGROUND: In October 2020, the California Department of Justice (DOJ) issued a mandate that all police departments encrypt radio transmissions in order to protect Personal Identifying Information (PII). Meeting this mandate requires that the San Bruno Police Department replace existing radio equipment and infrastructure, as that equipment is not capable of encryption. Since October 2020, Staff has been engaged in an extensive project aimed at identifying the best long-term options for meeting this DOJ mandate.

Staff will provide City Council with a presentation (see attached slide deck) regarding the progress of this project. The solutions and associated costs that staff anticipates recommending in the near future are included in the presentation.

ATTACHMENTS:

1. Presentation
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POLICE RADIO ENCRYPTION AND

INFRASTRUCTURE PROJECT

C I T Y C O U N C I L M E E T I N G
March 1, 2022Jeremy Brandenburg, Police Captain
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2 Objective
Provide City Council with a report on the Police
Radio Encryption and Infrastructure Project
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3 Agenda
I. Background
II. Issues with Current Radios and Infrastructure
III. Importance of Projecting Well Into the Future
IV. Components of a Viable Solution
V. Anticipated Fiscal Impact
VI. Questions
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4 Background
In this section
Reports about public safety interoperability
Bill that informed public safety of taking of
existing frequency band
Encryption law
Any legislation and/or reports that
required/suggested changes we have not made
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5 Background on Frequency Allocation
 September 11th, 2001, after-action drafted to
Congress
 This report highlighted several points of
improvement; communication interoperability,
during large scale incidents
 Different public safety agencies across the country
were operating on different radio spectrum
frequencies
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6 Background on Frequency Allocation
 Radio spectrum is also used by a multitude of
different entities (public safety systems, cellular
companies, private radio systems)
 This causes frequency availability in metropolitan
areas (like San Bruno) to be very low and crowded
with traffic
 The FCC designated part of the 800 MHz spectrum
 Most agencies across the country migrated to 800
MHz systems
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7 What frequency band are we on?
 The Police Department currently uses a Land Based
Mobile Radio (LMR) System that is licensed through
the Federal Communications Commission (FCC) on
the 400 MHZ T-Band spectrum
 The 400 MHZ T-Band spectrum sell off attempts
 Currently “OK” to stay on the T-band spectrum with
last congressional bill passed last year
 Will we still be “OK” in the future?
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8 DOJ Criminal Justice Data
 In October of 2020, the California Department of Justice issued a Mandate noticing all law enforcement agencies
regarding the transmission of criminal justice data over unencrypted LMR systems
◼ No longer allowed
 CA DOJ understood the potential operational impacts to this change and allowed agencies to draft a plan for
becoming compliant
 Most agencies in San Mateo County provided a 3-year
implementation date to encrypt their radio systems
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9 What impact to San Bruno?
 Options other than encryption of the primary radio
channel were considered, but are not viable for
police operations
 The police department provided a 5-year
compliance date, which was accepted by CA DOJ
 If we have until 2025, why now?
◼ Lost ability to communicate with agencies
◼ Time required for procurement/deployment
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10 What impact to San Bruno?
 What does radio Encryption do?
◼ It prevents anyone without the proper “key” or
password to listen to LMR radio traffic
◼ Allows staff to communicate essential criminal justice data over LMR system to units operating in the field
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11 What impact to San Bruno?
 Staff undertook a project to examine our current
radio system based on:
◼ Encryption Mandate
◼ Experienced LMR Coverage Issues
◼ Potential T-Band Legislative Issues
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12 San Bruno’s Current Infrastructure
 The police department has a seven sites with radio
equipment to assist with our conventional LMR
coverage:
◼ Sign Hill (South San Francisco)
◼ Police Department
◼ City Hall
◼ Arbor Court
◼ El Crystal School
◼ Crestmoor High School
◼ Skyline College
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13 San Bruno’s Current Infrastructure
 To communicate with these different sites, staff
uses:
◼ Portable radios worn on their person
◼ Mobile radios mounted in vehicles
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14 Issues with Current Radios/Infrastructure
In this section
Unable to meet legal encryption requirements with
current equipment
In need of required upgrades without this
Lack of interoperability (local and mutual aid)
Poor condition of current sites
Lack of key functions (GPS, etc.)
Current License issues
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15 Issues with Current Radios/Infrastructure
 The current equipment (both site equipment and
mobile/portable equipment) can not be encrypted
as configured
◼ Requires additional equipment or complete
replacement of equipment
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16 Issues with Current Radios/Infrastructure
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17 Issues with Current Radios/Infrastructure
 Current system does not provide adequate
coverage within the City of San Bruno
◼ Southeast corner of the city
◼ In commercial buildings
◼ No failback coverage options
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18 Issues with Current Radios/Infrastructure
 As part of mutual aid assistance requests, officers
are responding to areas outside of the County of
San Mateo
◼ Recent deployments
• Napa Fires
• Plumas County
• Santa Cruz County
• Sonoma County
◼ Current mobile and portable radios are not capable of communicating on these local radios systems or the
network of California Mutual Aid Channels
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19 Issues with Current Radios/Infrastructure
 Radio sites were visited
 Several do not have adequate redundant electrical
power in the event of a PG&E power interruption
◼ This would heavily impact radio coverage
 Two are in buildings that are scheduled for
demolition or are not being maintained
 Data connections to radio equipment is inferior to
one of the sites, single points on others
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20 Issues with Current Radios/Infrastructure
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21 Issues with Current Radios/Infrastructure
 A check of San Bruno’s FCC licensing:
◼ Current Police primary radio channel’s transmission
point is registered in the center of Colma
• Temporary fix about 10 years ago when Century Theater construction block PD local transmitter
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22 Importance of Projecting Into the Future
In this section
Problem with continued investment in already
outdated technology
Migration to Long Term Evolution (LTE) for all radio
service
◼FirstNet
Capability to operate on other systems in the county
Mutual Aid comms
◼800 mhz California Mutual Aid System
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23 Components of a Viable Solution
In this section
 Appropriate day to day LMR Coverage
 Access to all mutual aid channels
 P-25 256 Bit Encryption capable
 Failback communication ability in areas of reduced
or no LMR coverage
 Increased communication capabilities
 GPS Locating of LMR portable radio
 Re-enforced radio sites with redundant electrical power and data connections
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24 Components of a Viable Solution
 Appropriate day to day LMR Coverage
◼ Deploy a LMR solution that has radio coverage in all
areas within the City of San Bruno
• Roaming vs conventional coverage
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25 Components of a Viable Solution
 Access to all mutual aid channels
◼ Deploy a multi-band portable and mobile vehicle radio that can communicate on any public safety radio
channel
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26 Components of a Viable Solution
 P-25 256 Bit Encryption capable
◼ This is the accepted DOJ encryption standard for public safety
◼ Would allow for other agencies to communicate on our
system if provided the encryption key
◼ Mobile and portable radios that allow for over the air programming
• Update encryption keys as they change
• Add radio channels to deployed devices remotely
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27 Components of a Viable Solution
 Failback communication ability in areas of reduced
or no LMR coverage
◼ LTE coverage when portable or mobile can not transmit on LMR
• Allows staff working outside of the city limits to have access to our primary radio (transmit and receive)
◼ Deploy in vehicle repeaters to increase LMR building penetration and portable radio coverage in the event a site goes offline 207 of 214
28 Components of a Viable Solution
 Increased communication capabilities
◼ Currently one channel available to San Bruno Police
operations under conventional LMR
◼ Digital LMR could allow for additional talk channels on the LMR System
◼ LTE capability would allow for creation of an unlimited number of additional channels
• EOC Channels
• Investigators
• Multiple operations at once
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29 Components of a Viable Solution
 GPS Locating of LMR portable radio
◼ Current system does not allow for tracking of radio
devices
◼ In the event of an emergency, a staff members location is only known by them having the ability to provide it
verbally
◼ This function would allow for immediate location in an emergency
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30 Components of a Viable Solution
 Re-enforced radio sites with redundant electrical
power and data connections
◼ Provide two sources of power to each site to provide
continued operations in power interruptions
◼ Provide second source of data (how the system
communicates with each piece of equipment) in the
event of data outage
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31 Anticipated Fiscal Impact
In this section
 An estimation range of potential solutions
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32 Anticipated Fiscal Impact
 Staff has been working to identify all potential cost items for this project. This work continues today.
 This requires the coordination of several different
vendors and coverage studies
 Current projected project cost to address all
deficient areas of our current system is $3-5 million
dollars in one-time expenditures
 Additional ongoing yearly licensing is projected to
be $150,000 - $250,000
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33 Anticipated Fiscal Impact
 $700,000 in one-time excess PD revenues available
to be allocated
 $250,000 - $500,000 in consulting fees saved
 No government funding source available
◼ Staff continuing to monitor for available grants
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34 Questions
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San Bruno City CouncilMarch 1, 2022

San Bruno City Council
March 1, 2022