GOOD GOVERNANCE OF COMMISSIONS,
BOARDS & COMMITTEES
CITY COUNCIL SPECIAL MEETING
AUGUST 22, 2023
ALEX D. MCINTYRE, CITY MANAGER
LUPITA HUERTA, CITY CLERK
AGENDA
Objective
Background
Discussion
Other Ideas
Next Steps
Questions
2 OBJECTIVE
Hold Study Session to Discuss
the City Council’s Strategic
Initiative on Good Governance of
the City’s Commissions, Boards &
Committees
Hear Council’s Initial Feedback
3 BACKGROUND
Commissions, Boards & Committees Established Members
Bicycle & Pedestrian Advisory Committee (BPAC) 2002 7
Crime Prevention Committee 1968 7
Culture & Arts Commission 2002 7
Emergency Preparedness Committee 1960 5
Parks & Recreation Commission 1955 8 + 1 youth
Planning Commission 1914 7
Revenue Measure Oversight Committee 2020 5
Senior Advisory Board 1993 7
Traffic, Safety & Parking Committee (TSPC) 1961 5
4 BACKGROUND, cont’d.
One goal of good governance is to
develop an effective and efficient
organizational structure to create
transparent and inclusive decision and
policy making.
Review our current governance
structure and verify how, if
necessary, to improve upon it.
Explore with Council staff ideas to
adjust the current governance
structure.
5 BACKGROUND, cont’d.
Council appointed CBCs are meant to provide focus and support on general and high-profile topics within our
community.
Members are volunteers and who bring both expertise
and interest to the CBC.
CBCs have the burden of taking the “deeper dive” on
items in support of the Council’s request.
6 DISCUSSION
In reviewing the CBCs, things to consider:
Merging CBCs?
Sunsetting any CBCs?
Logistically, should CBCs:
Meet with Council on an annual basis?
Provide annual reports?
Develop workplans?
Modify number of members?
Adjust meeting schedule?
7 DISCUSSION, cont’d.
Staff has expressed ideas in restructuring some of the CBCs. BPAC & TSPC
BPAC’s purpose and intent is to provide comprehensive resident insight into bicycle and pedestrian issues.
The TSPC acts in an advisory capacity and makes
recommendations to City Council regarding traffic safety, parking, and local traffic issues.
Both BPAC and the TSPC’s main focus is the public’s safety on public streets. Combining the committees’ functions into one committee could create an opportunity for a more integrated review of issues facing the city.
8 DISCUSSION, cont’d.
Crime Prevention and Emergency Preparedness:
Combining the committees, could result in a unified effort to address both crime prevention, emergency response and safety.
Could also streamline administrative processes and empower community members.
Culture & Arts Commission:
Update meeting schedule from monthly to quarterly.
Planning Commission (PC) and Architectural Review Committee (ARC) Reducing Planning Commission to 5 members
Combining the PC and ARC responsibilities
Examine project types requiring applications vs. hearings 9 OTHER IDEAS
10 NEXT STEPS
11 With input from this study session, staff
will return to City Council to follow up.
Staff will also solicit feedback from the
Commissions, Boards and Committees.
QUESTIONS
12 1
August 2023 Rate Adjustment
2 Cable TV Rate adjustment effective 08/01/23
announced on CityNet website and in June 2023
customer bills
• 45 Day notice period provided
Customers have expressed dissatisfaction due to:
• Lack of additional notifications
• Amount of increase in Cable TV rates
• Advance notice of specific increase to each customer
• Lack of immediate phone support – long wait times
CityNet Services
August 2023 Rate Adjustment
3 CityNet Services
August 2023 Rate Increase
Lack of additional and specific notifications
• TV Customers on oldest rate card most impacted by rate adjustment
• 1,585 TV package combinations available at CityNet over the years
• Customized increase only available mid-July 2023
Amount of increase in Cable TV Rates
• 100% increase in Basic Cable TV content acquisition costs • Over 50% increase in Expanded Basic TV and Support
service costs
• Other CityNet revenue inadequate to enable further TV rate subsidy
4 CityNet Services
August 2023 Rate Adjustment
Lack of phone support
• In office visits initially overwhelmed CSRs
• Phone message altered to suggest callers not wait more than 5 minutes
• Additional Technician Staff deployed to assist
• Call volumes and lobby drop ins significantly lower week of 08/14 onwards
• 393 Calls, 286 lobby drop ins, 197 e-mails since 08/01/23 5 CityNet Services
August 2023 Rate Adjustment
Lower cost alternative to Cable TV
• SBCityNet TV - App based Streaming Live TV launched
prior to rate increase
• Monthly TV bill can be decreased even from pre rate
increase levels
Where do we stand now?
Subscriber Activity 08/01/23 –
08/22/23
Cable TV Disconnects 208
Streaming TV Subscriptions 112
Downgrades to Internet Only 43
6 CityNet Pre and Post Increase
& Comcast Bill Summaries
7 CityNet Pre and Post Increase
& Comcast Bill Summaries
8 Questions?
Thank Y ou
Report to the
City Council
SISTER CITY
PROGRAM
San Bruno | Narita
August 22, 2023
AGENDA
I. Overview of Sister City Relationship
II. San Bruno 2023 Delegation
III. Visit to Narita to Discuss the Program
a. Tour by Photos
IV. Next Steps
AGENDA
OVERVIEW OF THE
SISTER CITY PROGRAM
• San Bruno and Narita, Japan established a Sister City Cultural Exchange Program in 1990
• Culture exchange programs promote greater participation in an international dialogue and strengthen mutual understanding and respect
• Traditionally each year…
Narita sends a Delegation to San Bruno in March
San Bruno sends a Delegation to Narita in July
• Delegation traditionally consists of 8-10 students and 2 staff from Parkside Middle school and 1 staff from the City of San Bruno
OVERVIEW OF THE SISTER CITY PROGRAM
• Travel stopped in early 2020 due to COVID-19.
• City staff contacted Narita City and Narita Friendship Society to relaunch the Program.
• Adult Delegation sent to Narita.
• Future delegation visits will focus on the youth exchange aspect of the program.
• Mayor Medina and Mayor Koizumi were able to meet multiple times to discuss goals for the program.
OVERVIEW OF THE SISTER CITY PROGRAM
SAN BRUNO DELEGATION
• Adult Delegation established
Two City of San Bruno Representatives
Rico E. Medina, Mayor
Barbara Bruxvoort, Library Services Manager
One San Bruno Community Foundation Representative
Raul Gomez, Board Member
One San Bruno Park School District Representative
Ben Nowakowski, English/History Teacher
SAN BRUNO DELEGATION
VISIT TO NARITA TO
DISCUSS PROGRAM
• Thankful for the Generous Hospitality
of the Narita City Council, Staff, and
Community
• Traveled to Narita on July 5, 2023 and
returned on July 11, 2023
• Represented San Bruno at Several
Functions
• Following a Few Photos to
Demonstrate the Visit
VISIT TO NARITA TO DISCUSS PROGRAM
Delegation Pictured
with:
• Mayor Koizumi
• Vice Mayor Sekine
• Superintendent
Sekigawa
• Director of Cultural
and International
Affairs Sugai
• Narita International
Friendship Society
Interpreter Okubo
• Narita City Staff
TOUR BY PHOTOS
• Narita International
University of Health
and Welfare
• Meeting and Tour
• Delegation Pictured
with:
Vice Mayor Sekine
Narita City Council
Chairman Kanzaki
University Dean
TOUR BY PHOTOS
• Narita Main Library
• Tour
• Delegation Pictured
with:
Library Director
Tankanaka
Librarian Hamada
Narita
International
Homestay
volunteers
TOUR BY PHOTOS
• Formal Welcoming
Reception
• Delegation Pictured
with:
Mayor Koizumi
Vice Mayor Sekine
Council Chairman
Kanzaki
Council Vice
Chairman Kaiho
Superintendent
Sekigawa
Promotion
Department Director
Ito
TOUR BY PHOTOS
TOUR BY PHOTOS
Welcome Reception at Narita City Hall
TOUR BY PHOTOS
TOUR BY PHOTOS
TOUR BY PHOTOS
NEXT STEPS
• Staff to develop relaunch of program
• Consider establishing a staff working committee
• City Staff to work with School District Staff in 2024 Exchange Program • Goal is…
Identify long term funding strategies
City and School District to host Narita Delegation in 2024 oCommemorate 30-year anniversary (from 2020)
Send San Bruno Adult/Youth Delegation in 2024
NEXT STEPS
Thank you - Arigatō !
SELECTION OF COMMERCIAL
CANNABIS OPERATOR
PERMIT APPLICATION
CITY COUNCIL MEETING
AUGUST 22, 2023
ELISEO AMAYA, PETER GILLI
COMMUNITY DEVELOPMENT
AGENDA
I. Objective
II. Background
III. Applications
IV. Tonight’s Recommended Action
V. Questions
2 OBJECTIVE
• Hold Public Hearing
• Consider Adoption of a Resolution to Select One Commercial Cannabis Operator Permit Application
3 BACKGROUND
4 COMMERCIAL CANNABIS REGULATIONS
October 21, 2022
• Commercial Cannabis Ordinances adopted
• Application Procedures and Guidelines for Commercial Cannabis Operator Permits (CCOP) adopted
April 11, 2023
• Revised Commercial Cannabis Ordinance adopted
5 COMMERCIAL CANNABIS REGULATIONS
6 Topic Regulation
Total commercial cannabis
operators Maximum 2
Number of retail operators Maximum 1
Allowed retail locations Transit Corridor
Number of distribution operators Maximum 2
Allowed distribution locations Industrial area north of I-380 Sensitive Use Buffers 600’ (schools, parks, library)
Application Process
Conditional Use Permit (CUP) and
Commercial Cannabis Operators Permit
(CCOP)
ALLOWED LOCATIONS
Qualifying Zones
• Retailer
• Distribution
Sensitive Use Buffers
• Schools and Library
• Parks
REQUIRED APPLICATION CONTENTS
1. Business Plan
2. Labor and Community Benefit Plan
3. Neighborhood Compatibility and Odor Control Plan
4. Safety and Hazardous Materials Plan
5. Security Plan
6. Location and Site Plan
8 APPLICATION PHASES
• Phase I – Determination of Eligibility
• Phase II – Application Completeness Determination
• Phase III – Application Evaluation and Scoring
• Phase IV – Selection by the City Council
• Phase V – City Final Determination and Issuance of CCOP License
9 APPLICATIONS
10 APPLICATIONS
May 15 – June 30, 2023 Application Window
• Embarc San Bruno
San Bruno Responsible & Compliant Retail LLC
• MMD Shops
C4TP Retail A
• SB Golden
SB Golden, LLC
11 APPLICATION PHASES
• Phase I – Determination of Eligibility
• Phase II – Application Completeness Determination
• Phase III – Application Evaluation and Scoring
• Phase IV – Selection by the City Council
• Phase V – City Final Determination and Issuance of CCOP License
12 NEXT STEPS
13 Upcoming Milestones
Applicant submits Conditional Use Permit (CUP)
Staff review of CUP , development of conditions of
approval
Planning Commission Public Hearing
City Council Public Hearing – final action on CUP
City issues Commercial Cannabis Operators
Permit (CCOP)
Applicant submits Building Permits
City issues Building Permits
City issues Certificate of Occupancy
• Potential opening by the
start of Fiscal Year 2024-
25 (July 1, 2024)
CITY COUNCIL GOAL
14 City Council Priority Focus Area
Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality
Strategic Initiative
9.1 Cannabis Regulations and Permitting
REVENUE PROJECTIONS
15 • Applicant revenue projections based on:
• Area-wide demand
• Number of customers per day
• Average transaction value
• Number of retailers to serve the market
• Comparison with Redwood City
• Management of customer volume = topic for Conditional Use Permit
TONIGHT’S
RECOMMENDED
ACTION
16 TONIGHT’S RECOMMENDED
ACTION
17 • Receive Presentations
• Hold Public Hearing
• Consider Adoption of a Resolution to Select One Commercial Cannabis Operator Permit Application to Proceed to Phase V 18 SB Golden
MMD Shops
Embarc
20 21
22 M M D R E D W O O D C I T Y I N C .
Community
Quality
Compassion
Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Who We Are
2 Community - MMD is committed to enriching
the communities we serve.
Quality - MMD provides quality cannabis
products to fit every customer need and budget.
Compassion - MMD was founded by Steve and
Michael Ashbel in 2006 under the
Compassionate Care Act. We believe that
cannabis can heal and be a part of a healthy
lifestyle both medically and recreationally.
Experience – 17 years of hands-on operational
knowledge gives our customers an informed,
quality shopping experience.
MMD SAN BRUNO, CA.
Community, Quality, Compassion, Experience
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Qualified Owners
4 MMD are proven operators with
unparalleled industry knowledge and
expertise.
❖ Over 17 years of continuous retail operations
❖ 11 Licenses across retail, cultivation,
manufacturing, distribution and delivery
❖ 4 Current California retail locations
❖ 3 Retail locations set to open 2023
❖ Diverse and innovative executive team
❖ Ownership directly involved in all day-to-day
operations
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA. MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Cannabis Retail Expertise
8 Proven operating principles developed over 17 years of continuous retail operations and growth.
Build-Out and Design:
❖ Built and maintained 13 Retail,
Distribution, and Cultivation spaces on
time, on budget
❖ Store design is cannabis specific, for
safety, customer flow, & premium retail
experience.
Standard Operating Procedures:
❖ Developed over 17 years of practical
experience.
❖ Rigorous employee training.
❖ Industry leading cash accounting and
handling.
Compliance:
❖ Designated compliance officer at corporate
and store level.
❖ 100% compliance record with state and local
regulations.
Marketing:
❖ Sensitive marketing with age barriers for 21+.
❖ Customer retention and loyalty programs.
❖ Nonprofit and brand partnerships.
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Location
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Location Overview
10 Address: 115 El Camino Real, San Bruno, Ca. 94066
Sq. Footage: 5,093 sq ft. Zone: MX-R
Parking:
❖ MMD customers and employees will have access to
30 total parking spaces
❖ Additional Street parking along both El Camino Real
and Santa Lucia Avenue.
❖ Secure vendor and staff parking.
Access:
❖ Directly accessible from Interstate 380 via El Camino Real and easily accessible from U.S. Route 101 via
Interstate 380 or San Bruno Ave.
• Close to several bus stops served by SamTrans.
• One mile from Caltrain station.
• 2 miles from BART.
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Design &
Improvements
11 ❖ Projected tenant improvement
budget of $820,000.
❖ Our design features a clean modern
look with a classic charm.
❖ Full exterior remodel including a
new roof, elevated façade, &
landscaping.
❖ Crime prevention and nuisance
control through environmental
design
❖ Two-story layout with separate
entrance and exits for crowd control,
ensuring a secure and individualized
shopping experience.
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
14 Floor Plan – 1st floor
Secure Garage
Secure Garage up to 5 parking spaces for deliveries, vendors, and Armored Car Service monitored by on site security.
MMD SAN BRUNO, CA.
Community, Quality, Compassion, Experience
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Security & Cash Handling
15 ❖ 24/7-armed guard. Second armed guard during operating hours monitoring cameras and back door security.
❖ Secure receiving and loading area.
❖ Cannabis compliant banking with Dama Financial
❖ Daily cash deposited in “Smart Safe” linked to DAMA
Financial. Safe is bolted to the floor in managers office. ❖ “Smart Safe” is emptied once a week by an armored car currier service provide by DAMA.
❖ No one at MMD has access to the cash in the safe once deposited.
❖ All vendors are paid centrally. No cash payments at store level.
MMD has developed “best in class” security and cash
handling protocols
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Airport Shuttle Service
15 ❖ Under 10 minutes SFO to MMD
❖ Stop on San Mateo Ave drives traffic to the
downtown corridor
❖ Geo-targeted marketing a location-based
marketing technique which serves targeted
ads to mobile devices of particular audiences
within virtual geographic boundaries to
individuals ages 21 years and older
MMD Will offer a FREE shuttle service from SFO
to our store and San Mateo Ave.
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community
Benefits
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Long History of
“Giving Back”
17 MMD has a long history of giving back in
tangible ways to the communities we serve
Community, Quality, Compassion, Experience
❖ MMD began as a nonprofit collective in 2006
❖ We have an impressive history of contributing
to our communities.
❖ We tailor our community benefits to the
communities we serve
❖ Noted partnerships include:
• ALS Association Golden west Chapter
• Project educate
• Equality Federation
• Triangle Square supportive senior housing
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
20 Community, Quality, Compassion, Experience
Enhancing the
Community
Our Community Benefits program features 3%
gross receipts share directly to the City of San
Bruno and Local Nonprofits
❖ 2% Gross receipts directly to the City
❖ 1% Gross receipts to local non-profits
❖ Paid volunteer hours
❖ Local hires and investment
MMD is committed to partnering with San Bruno
to have a positive impact on the community.
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Community. Neighborhood. People.
Community Outreach & Support
19 MMD is Accountable & Accessible to the
San Bruno community
❖ Met with community leaders,
nonprofits , business owners and San
Bruno Police Department
❖ Addressed community concerns
❖ Open lines of communication
❖ Over 60 signatures of local support
Community, Quality, Compassion, Experience
MMD SAN BRUNO, CA.
M M D R E D W O O D C I T Y I N C .
Thank You
MMD SAN BRUNO, CA.
SB Golden, LLC
197 El Camino Real
San Bruno
SB Golden, LLC
WHO
Joseph Goethals
Conor Johnston
Dr. Nima Alipour
Lee Ann Benge
Johnny Delaplane
Charles Stone
SB
Golden
• Fmr. Mayor of San Mateo
• SF Native
• Fmr. Chief of Staff to London Breed
• Co-Owner of 5 Dispensaries
• Community Relations Consultant• Fmr. San Mateo & Alameda Asst. DA • Burlingame Small Business Owner
• San Mateo Native
• Long-Time Youth Sports Coach
• Former Mayor of Belmont
• Grew up in San Bruno
• Medical Cultivation Expert
• President SF Cannabis Retailers
• Co-Owner of 7 Dispensaries
• Oversaw 5 CA Dispensaries + 36K ft.2 Cultivation/Distro. • 30-Year Human Relations Executive • Does not work with medical Cannabis • Owns & Operates 3 Clinics in CA
• Board Certified in Occupational Health
• Currently Launching 3 IL Dispensaries
6 Owners
SB Golden, LLC
WHY
-
Joe Goethals
-
Conor Johnston
“The cannabis industry needs
people who understand government
and prioritize community relations.”
“If San Bruno is going to do it,
let’s make sure it’s done right.”
SB Golden, LLC
“As someone who grew up
going to mass at St. Robert’s
and swimming across the
street at San Bruno Park, I’m
committed to running a safe,
professional operation.”
-
Charles Stone
WHAT
Top
-
Notch Retail Experiences that
Reflect the Community They Serve
SB Golden, LLC
WHAT
Top
-
Notch Retail Experiences that
Reflect the Community They Serve
Best Cannabis Dispensary:
Berner’s on Haight
SB Golden, LLC
WHAT
Top
-
Notch Retail Experiences that
Reflect the Community They Serve
SB Golden, LLC
WHAT
Top
-
Notch Retail Experiences that
Reflect the Community They Serve
SB Golden, LLC
WHAT
Top
-
Notch Retail Experiences that
Reflect the Community They Serve
Harborside
Stanyan St.
San Francisco
SB Golden, LLC
WHERE
197 El Camino
• Modest 1,575 Sq. Feet
• Retail Design/History, Frmr. Dry Cleaner
• Good Condition Inside & Out
• Quick Build-Out for Dispensary
• Accessible and Securable
• 4 Off-Street Parking Spaces
• 1 Public Entrance, ADA
• Local Owners
• Long-Term Lease
SB Golden, LLC
WHERE
SB Golden, LLC
WHERE
SB Golden, LLC
HOW MUCH
Avg. Y early Sales Per
Dispensary
Oakland (2022)1 $1.31M
United States2 $1.6M - $3M
Pacifica (2022)3 $2.61M
Redwood City4 $3.125M
California (2022)5 $3.164M
San Francisco (2021)6 $3.87M
SB Golden $2.6M - $4.1M
MMD Shops $24M - $28M
Embarc $25M - $43M
1. https://cao-94612.s3.amazonaws.com/documents/
Pages-from-CRC-Agenda-Packet-Oct.-6-2022.pdf
2. https://www.mary-magazine.com/health-
wellness/study-2020-cannabis-dispensaries-
growth/#:~:text=Number%20of%20dispensaries%20r
eached%20a,number%20of%20dispensaries%20per
%20capita. 7,500 stores in 2019.
https://www.prnewswire.com/news-releases/global-
cannabis-market-to-hit-47-billion-by-2025-
301048501.html. $12.4B revenue.
3. https://library.municode.com/ca/pacifica/codes/cod
e_of_ordinances?nodeId=TIT3FI_CH18CAOPTA.
Tax 6%.
https://www.pacificatribune.com/news/revenue-
challenged-city-passes-2022-23-
budget/article_97448544-fcb5-11ec-84dc-
c72340bffad0.html. Collecting $626K.
4. San Bruno staff report
5. https://search.cannabis.ca.gov/results?licenseType=
Commercial%20-%20%20Retailer,
https://www.cdtfa.ca.gov/dataportal/charts.htm?url=
CannabisTaxRevenues
6. https://sfcontroller.org/sites/default/files/Documents /Budget/2022%20Cannabis%20Review%20FINAL.pdf
SB Golden, LLC
WHY SB GOLDEN
1. Local Owners, Local Operators, Local Ties
2. Known, Successful Team
3. Fastest to Market
4. Reliable Revenue
5. Right
-
Sized Location
6. Working with Teamsters
7. Not Just a Small Business, a Partner for the City
SB Golden, LLC
DRAFT REGULATIONS RELATING TO PAID
ON AND OFF
-
STREET PARKING AREAS IN
THE DOWNTOWN AND EL CAMINO REAL
CORRIDOR
CITY COUNCIL MEETING
August 22, 2023Ryan Johansen, Chief of Police
2 Objective
The purpose of the study session is to receive
Council’s feedback on the draft regulations relating to paid on and off-street parking areas in the downtown
and El Camino Real corridor
3 Agenda
I. Background
II. Overview of Proposed Policies
III. Provisions for Discounted Rate Program for Businesses IV. Community Engagement
V. Review of Fiscal Impacts/Estimates
VI. Next Steps
VII. Questions and Feedback
4 Background
San Bruno Downtown Parking Study Final Parking Management Plan January 2019
Available at:
www.sanbruno.ca.gov/DowntownParkingManagementPlan
5 Background
San Bruno Downtown Parking Study Final Parking Management Plan January 2019
Key Takeaways
• On-street parking on San Mateo Avenue (SMA) often at +100% • Lots are often well below capacity
• Weekend, midday parking occupancy is heaviest on SMA and nearby side streets • Very high demand for residential parking in surrounding areas • Vehicles on SMA often park beyond the 2-hour time limit, especially on weekends Key Recommendations
• Implementation of paid parking in the downtown area
• Push longer term parkers into the lots
• Increase parking turnover on SMA
• Consider overnight parking in lots for residents
6 Background
Enhancement of Citywide parking enforcement capabilities and establishing a metered parking program in the downtown area City Council Strategic Initiative Established
FY 2020-21
7 Background
Progress Toward Initiative
• Staff Report and Presentation to Council March 2022
• Staff Report and Presentation to Council November 2022 • City Council adoption of Resolution No. 2023-41 on April 11, 2023 • Created Parking Enterprise Fund
• City Council adoption of Resolution No. 2023-43 on April 11, 2023 • Authorized City Manager to execute a contract with T2 Systems in an amount not to exceed $1.3 million for services related to the purchase, installation, and operation of multi-use metered parking kiosks
• City Council adoption of Resolution No. 2023-42
• Authorized a contract partnership with LAZ Parking for citywide parking enforcement and metered parking management
8 Background
How the T2 Kiosks Work
• Pay by plate as opposed to space
• More efficient/effective enforcement
• Faster implementation
• Lower cost
• Allows variable rate parking
• Allows for plate-based discount and/or
permit parking
• Kiosks as opposed to individual meters
• Customers can also pay via application
• Cash, cards, cash apps, phone payments
• Contracts with T2 and LAZ are being finalized
• Target install completion January 2024
9 Discussion
High Level
• Why:
• Improve the downtown experience for businesses, residents, and visitors • How:
• Increase available parking in the downtown area
• What:
• Paid parking
• Influence parking behaviors
• Policy
• Real parking data from kiosks
• Variable rates to steer behavior based on data
10 Discussion
High Level
• Approximately 839 spaces to become paid parking
• Includes on streets and in City lots
• In need of policies to authorize paid parking in specified locations and to establish a comprehensive set of paid parking policies for on-street parking and off-street parking in City lots
• New Municipal Code Ordinance (draft attached to Staff Report) • Potential amendment to City of San Bruno Municipal Code Title 7 (Vehicles and Traffic)
• New City Council Resolution (draft attached to Staff Report) • Adopts specific rates ranges and other regulations
• Authority under §32 and §22508 of the CA Vehicle Code 11 Discussion
Metering Map
12 Discussion
Overview of Proposed Policies
The draft paid parking policies have been developed to accomplish the following purposes and objectives for on and off-street parking in specified locations:
• Establish parking meter areas, required methods of parking, parking controls, removal authority for unlawfully parked vehicles, parking space use restrictions, and other regulatory provisions related to the paid parking program • Establish the ability of the City Council to adopt a resolution establishing a range of meter rates, days and hours of paid parking enforcement, time limits, and methodology for periodic adjustment of parking meter rates for designated paid parking areas
• Formally establish the City Hall Employee Parking Lot as a public parking lot during non-business hours
13 Discussion
Overview of Proposed Policies
• Adjustable parking meter rates to optimize management of the use and occupancy of the parking spaces
• Target occupancy rate of eighty-five percent (85%) is recommended to be established in the resolution as the goal sought to be achieved with the rate structure for parking meters
• Occupancy rate refers to the percentage of public parking spaces that are occupied by vehicles in a given timeframe
• Goal is to balance the consistent use of the public parking supply with minimizing the time it takes for individual parkers to find parking • Parking rates are proposed to be set at an amount between the minimum and maximum rates to achieve the 85% target occupancy rate
• Staff will obtain utilization data from the T2 meter system and analyze actual parking space usage to set and periodically adjust rates in an effort to influence parking behavior
• This performance pricing model is used successfully in many jurisdictions • Rate adjusting by Chief of Police or their designee (within established limits) 14 Discussion
Proposed On-Street Rates
T able 1: On Street Parking Regulations
On Street Parking Locations Minimum Meter
Rate
Maximum Meter Rate
Street Area 1: San Mateo Avenue,
Jenevein Avenue, Easton Avenue,
Huntington Avenue, West Angus
Avenue, and Mastick Avenue
(See Resolution Exhibit A for
locations)
$1.00 per hour $3.00 per hour
Street Zone 2: El Camino Real $1.00 per hour $3.00 per hour Days and Hours of Parking Meter
Enforcement Monday through Sunday, 8:00 A.M. to 8:00 P .M.
Time Limits
2 hours Maximum, Except for Approved Short-T erm
Spaces
15 Discussion
Proposed Off-Street (Lot) Rates
T able 2: Off-Street Parking Lot Regulations
Off-Street
Parking
Lot Location
Minimum Meter Rate Maximum Meter Rate
All Lots in
Downtown
$0.25 per hour $3.00 per hour
City Hall
Employee
Parking Lot
$0.25 per hour
(free with employee permit)
$3.00 per hour
(free with employee permit)
Days and
Hours of
Parking Meter
Enforcement
Monday through Sunday, 8:00 A.M. to 6:00 P .M.
Time Limits 10 hours Maximum
16 Discussion
• To reduce the fiscal impacts on downtown business owners and employes, the policies establish a Discounted Rate Program for downtown businesses
• A maximum of two (2) vehicles per downtown business would be eligible for up to 100 percent discount on meter rates in off-street parking lots as determined by the Chief of Police or their designee, based on occupancy objectives
• The Discounted Rate Program would not include on street parking
• Program participants would be limited to downtown business employees and owners
• Based on plates and an application process via PD
Provisions for Discounted Rates for Downtown Businesses 17 Discussion
• City Staff has held three meetings with downtown businesses specifically to discuss this program
• First meeting was very early and mostly sought input
• Second meeting shared potential responses to prior feedback • Most recent meeting on August 10, 2023
• Essentially shared these same proposed policies
Engagement
18 Discussion
• Some of the feedback
• 2 per business might not be sufficient for staff
• Increase number (based on size?)
• Certain number provided, pay for more?
• Transferrable day-to-day?
• Purchasing dedicated spaces on street
• Additional short-term parking (food delivery, etc.)
• Monthly / yearly permits
• Desire for strict double-parking enforcement
• Critical importance of signage
• Consider real-time pricing and availability signage
Engagement
19 Fiscal Impact
• The chart below estimates the overall annual fiscal impact of this program, using the median of the estimated meter revenue range ($2,688,156) • The estimated meter revenue and meter cost in Year One are zero as the meters are not likely to be installed until sometime later in that year The Program as a Whole
Year Enforcement
Vendor Cost
Metering
Cost
T otal Cost Increased
Citation
Revenue
Meter
Revenue
T otal New
Revenue
Net Fiscal
Impact
1 $486,254 $0 $486,254 $593,952 $0 $593,952 $107,698
2 $499,763 $65,520 $565,283 $329,964 $2,688,156 $3,018,120 $2.45 million 3 $513,677 $65,520 $579,197 $329,964 $2,688,156 $3,018,120 $2.43 million 4 $528,009 $65,520 $593,529 $329,964 $2,688,156 $3,018,120 $2.42 million 5 $542,771 $65,520 $608,291 $329,964 $2,688,156 $3,018,120 $2.40 million TOTAL $2.57 mil $2.62 mil $2.83 million $1.91 million $10.75 million $13.72 million $9.83 million 20 Fiscal Impact
The Program as a Whole
• These estimates indicate a net positive for the City
• Approximately $9.8 million over the 5-year term
• Less the estimated cost of purchasing and installing meters ($1.3 million) • Estimated net gain of approximately $8.5 million over that 5-year period Year Enforcement
Vendor Cost
Metering
Cost
T otal Cost Increased
Citation
Revenue
Meter
Revenue
T otal New
Revenue
Net Fiscal
Impact
1 $486,254 $0 $486,254 $593,952 $0 $593,952 $107,698
2 $499,763 $65,520 $565,283 $329,964 $2,688,156 $3,018,120 $2.45 million 3 $513,677 $65,520 $579,197 $329,964 $2,688,156 $3,018,120 $2.43 million 4 $528,009 $65,520 $593,529 $329,964 $2,688,156 $3,018,120 $2.42 million 5 $542,771 $65,520 $608,291 $329,964 $2,688,156 $3,018,120 $2.40 million TOTAL $2.57 mil $2.62 mil $2.83 million $1.91 million $10.75 million $13.72 million $9.83 million 21 Fiscal Impact
What if meter revenues in San Bruno are less?
50% less
• Net fiscal gains in years 2 through 5
• Approximately $1.1 million/year
• $4.4 million total
• Less $1.3 million kiosk cost is
$3.1 million
75% less
• Net fiscal gains in years 2 through 5
• Approximately $400k/year
• $1.6 million total
• Less $1.3 million kiosk cost is
$300,000
If San Bruno meters generate only 25% of the low end of average meter revenue, the program is still expected to be a net positive fiscal gain, while achieving a long-
standing City Council Strategic Initiative
22 Next Steps
With input received from this study session, staff will finalize the ordinance and resolution and return to City Council for introduction and adoption in the fall
Staff is working towards the goal of implementing the paid parking program on January 1, 2024
Next Steps
23 Questions