Agenda, first session — San Bruno City Council, February 24, 2026 (part 2 of 2)

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employee's residence, the employee shall notify a supervisor of the location, including address and telephone number.

23.4. Signed Statement. When an employee has been absent on sick leave, upon return to work the employee shall submit to the department head a personally signed statement indicating dates of illness and information allowed by state and federal law. Such statement shall be on a form prescribed by the City for such purposes.

23.5. Medical Certificate. When an employee returns after an absence on sick leave for any amount of time, the department head may require the employee to submit a certificate signed by a licensed physician with dates of illness and other information as allowed by state and federal law, in addition to the signed statement required pursuant to Subsection 23.4. The City agrees to pay for the cost obtaining said certificate to the extent that the employee's health insurance does not do so. The employee shall make every effort to take advantage of available insurance coverage.

23.6. Availability for Notification

23.6.1. An employee who is absent on sick leave is expected to be available to answer telephone calls related to work-related matters. No employee shall refuse to answer a telephone call from a supervisory employee for that purpose.

23.6.2. If the employee has previously been counseled or warned in writing by the supervisor regarding abuse of sick leave, the employee shall be available to receive visits from a supervisor related work-related matters. No such employee shall refuse to receive a visit from a supervisory employee for such purposes.

23.7. Suspension of Sick Leave. When, in the sole opinion of the City Council, a job action exists, it shall have the authority to suspend the use of sick leave benefits for the duration of the job action, retroactive to the beginning of such job action. The City Manager shall have the sole discretion to grant exceptions for employees the Manager believes to have been ill or injured prior to the job action. As used herein, "job action" includes, but it not limited to, any strike, slowdown, stoppage of work, curtailment of production, concerted refusal of overtime work, refusal to operate a designated equipment, or to perform customary duties due to any labor dispute, or any concerted refusal to appear to any assigned work station because of claimed or asserted sicknesses or disabilities.

23.8. Sick Leave on holidays. If an employee is absent on paid sick leave and a holiday occurs during such absence, the day shall be treated as a holiday taken and such pay shall not be charged against the employee's sick leave credit.

23.9. Sick leave pay on termination. In the event an employee's employment with the City is terminated as a result of retirement, death or abolition of position, the following amount of unused sick leave shall be paid on termination of employment:

23.10. Employees who have completed twenty (20) or more years of City service as a full-time employee: fifty percent (50%) of unused sick leave, or eight hundred (800) hours, whichever is less;

23.11. Other employees: fifty percent (50%) of unused sick leave, or six hundred (600) hours, whichever is less.

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23.12. Family Sick Leave. An employee may use leave time as allowed by state and federal law (presently one half of earned time [48 hours]), for the health condition of a "family member" as defined by state and federal law.

24. Leave of Absence

24.1. The City Manager may grant a regular employee a leave of absence without pay or benefits not to exceed 1 year. A request for such leave shall be in writing and shall be approved or denied by the City Manager in writing.

24.2. The City Manager may terminate such leave of absence prior to the scheduled expiration of the leave upon notice to return to duty if the Manager determines that the circumstances justifying the leave do not exist or if the needs of the City justify termination of the leave.

24.3. Upon expiration of a regularly approved leave, or within a reasonable period of time after notice to return to duty, the employee shall be reinstated in the position held at the time leave was granted. Failure on the part of an employee on leave to report promptly at its expiration, or within a reasonable time after notice to return to duty, shall be cause for discharge.

25. Bereavement Leave

25.1. In the event of a death in the immediate family of an employee, the employee shall, upon written request, be granted such time off, with pay, as is necessary to make arrangements for the funeral and attend same, not to exceed three five regularly scheduled work days, comprised of three days of paid bereavement leave and two days paid with use of the employee’s accrued leave. For employees without any available accrued leave balances, the two days will be unpaid. This provision shall not apply if the death occurs while the employee is on leave of any kind other than vacation or compensatory time off. Only in the event that the funeral takes place at a location more than 150 miles away from the City of San Bruno will reasonable time off for travel be allowed, not to exceed one regularly scheduled work day for travel in each direction.

25.2. For the purposes of this provision the immediate family shall be restricted to father, mother, brother, sister, spouse, domestic partner, child, mother-in-law, mother of domestic partner, father-in-law, father of domestic partner, grandparents, grandchild, stepchild, child of domestic partner, and stepparent.

25.3. Bereavement leave does not need to be taken on consecutive workdays. However, bereavement leave must be taken within three (3) months following the death of the immediate family member.Bereavement leave applies only in the instance in which the employee attends the funeral, or is required to make funeral arrangements, but is not applicable for any other purpose, such as settling the estate of the deceased.

25.4. The City Manager may grant bereavement leave for deaths of other persons if the Manager determines that special circumstances are applicable. In addition, an employee may use sick leave, subject to the same limitations as Bereavement Leave, upon the death of an aunt, uncle, nephew, niece, great-grandchild, great-grandparent, or other person with the approval of the department head.

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26. Management Leave

26.1. The following provisions apply to all classifications in this Unit, except Building Inspector and Police Communications and Records Supervisor. Classifications in this Unit are compensated on the basis of responsibility carried rather than time spent on the job. Since these employees are not eligible for overtime compensation, 80 hours of management leave per fiscal year is authorized. No compensation shall be due to the employee for management leave should the employee leave the service of the City or be terminated.

26.2. Maximum Accumulation. Employees accruing management leave may accumulate up to a maximum of twice the employee's annual accrual rate. Employees who accrue above this maximum must take the excess leave within 30 days after exceeding the accrual.

26.3. Annual Buyout Option. The City will allow an employee to buy out up to eighty (80) hours of any management leave hours on a once per year basis; such credits will be paid in the first pay period of December. Credits available for buyout will be those accumulated as of November 20th.

27. Vacation

27.1. Employees in classifications set forth in Appendix "A" shall accrue vacation at the following rate:

Years of Service Vacation Hours Accrual (Biweekly)
0-5 years 3.078 hours
6-10 years 4.615 hours
11th year 4.925 hours
12th year 5.229 hours
13th year 5.538 hours
14th year 5.848 hours
15th year 6.152 hours
16-20 years 6.460 hours
21-24 years 6.770 hours
25th year or more 7.080 hours

27.2. The maximum accumulation of vacation shall be 280 hours, except as otherwise provided in this Section.

27.3. All employees covered under this MOU may accumulate up to 320 hours of vacation entitlement once every five (5) years, for a specific event and with prior approval of the City Manager.

27.4. The City Manager may require an employee to use a maximum of 80 hours vacation leave in a calendar year to the extent such vacation leave has been accumulated, and to the extent that such employee has not taken at least 60 hours of vacation leave, or administrative leave and compensatory time when combined with vacation leave within the previous 12 months.

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28. Military Leave

28.1. Except as provided in Subsection 28.2, military leave shall be granted in accordance with the provisions of state law. All employees entitled to military leave shall give the appointing power an opportunity within the limits of military regulations to determine when such leave shall be taken.

28.2. No employee who is entitled to a temporary military leave of absence pursuant to the Military and Veterans Code shall be entitled to salary or compensation from the City for the period of such leave. Any employee who is going to take such leave shall, not less than 7 days prior to the date of commencement of the leave, report to the Director of Finance in writing the employee's name, department, name and location of military unit, dates when military leave will be taken, and place where such employee will be stationed during such leave. The employee shall also report the estimated amount of salary or compensation the employee expects to receive for such military duties. Upon return from temporary military leave, the employee shall either (1) assign to the City the military paycheck, in which case the employee's next City paycheck would be in the amount to which the employee would have been entitled without deduction on account of milita1y leave; or (2) present to the City a pay voucher signed by the appropriate authorities indicating the amount of salary or compensation received for such temporary military leave, in which case the employee's next City paycheck shall reflect a deduction from the amount to which the employee would have otherwise been entitled in the amount of the military salary or compensation for the temporary leave.

29. Industrial Disability Leave

29.1. Public Safety Personnel. Industrial disability leave for personnel in the police and fire departments shall be governed by Section 4850 of the Labor Code as presently constituted or subsequently amended.

29.2. Other Personnel. Except for employees covered under Subsection 29.1, any regular employee of the City who has suffered any disability arising out of or in the course of employment, as defined by the workers' compensation laws of the State of California, shall be entitled to disability leave while so disabled without loss of compensation for period of such disability to a maximum of 60 days. Such disability leave with pay may be extended by the City Manager not to exceed one year. The City Manager may call for medical examinations as frequently as he/she deems necessary to confirm the continuing disability. The examinations shall be performed by a physician selected by the City. The City may terminate industrial disability leave if a disability retirement is initiated.

30. Jury Duty Leave, Leave for Court Appearances

30.1. Any employee who is called to serve as a trial juror shall be entitled to leave during the period of such service or while necessarily being present in court as a result of such call. Under such circumstances, the employee shall be paid the difference between full salary and any payment received, except travel pay, for such duty.

30.2. An employee who has been subpoenaed as a witness in an official City capacity shall be paid in the employee's regular salary, less any witness fee received.

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31. Catastrophic Leave

31.1. Employees of this bargaining unit may voluntarily donate vacation leave, holiday leave and compensatory time off to a common bank from which other employees in the bargaining unit may draw in case of their personal illness when they have exhausted sick leave. Catastrophic illness or injury shall be defined for this purpose to mean a life threatening or debilitating illness or injury. The City may require that the catastrophic nature of the condition be confirmed by a doctor's report. Donated leave will be credited to the receiving employee's sick leave balance on an hour for hour basis and shall be paid at the rate of pay of the receiving employee.

32. State Disability Insurance

32.1. This Unit has elected to enroll in State Disability Insurance (SDI) benefits on a self-pay basis.

32.2. In no event shall an employee, during absence from work for an illness or disability where SDI benefits are paid, earn an amount of compensation greater than the straight time wages regularly payable if the employee had actually worked.

33. Health and Welfare

33.1. Health and Welfare Trust Fund

33.1.1. For purposes of providing health and welfare benefits for regular full-time and permanent part- time employees subject to this MOU the City shall contribute an agreed upon amount to the "Teamsters Local Union No. 856 Health and Welfare Fund" on a monthly basis on behalf of each eligible employee for actual costs incurred by such Fund to provide and maintain as existing levels of coverage hospital, medical, dental care, prescription drugs, vision are, and retiree health benefits.

33.2. An eligible employee with respect to whom monthly contributions are required shall mean any employee on the payroll on the first day of any calendar month who has been on the payroll of the City eighty (80) hours or more during the preceding calendar month, and shall otherwise be defined by Article I of the Teamsters Local 856 Trust by laws. Said contribution shall institute full compliance with and full performance of all obligations of the City to provide health and welfare benefits for its employees.

33.3. Plan Restructure

33.3.1. The plan year shall move to a calendar year cycle. Future year increases will be effective January 1.

33.4. "Opt out"

33.4.1. Employees who demonstrate possession of comparable health coverage may elect to opt out of the City health benefit.

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33.4.2. An amount equal to 15% of the monthly premium shall be paid to the employee based on the composite rate with the "no co-pay" prescription plan.

33.4.3. An amount equal to 35% of the monthly premium shall be paid to the Trust based on the composite rate with the "no co-pay" prescription plan.

33.5. The Trust shall offer a "10/20" drug prescription option, which may be utilized at employees choice only.

33.6. Beginning January 1, 20262 through December 31, 20285, the City shall pay 75% and employee shall pay 25% of the health and welfare benefit premium increase over the prior plan year.

33.7. Retiree Health Coverage

33.7.1. Employees in this unit participate in Retiree Plus Health Coverage established January 1, 2021. For the term of this contract the City shall pay 75% and employee shall pay 25% of Retiree Plus Health Coverage premium.

33.7.2. Eligibility for any Retiree coverage: If you retire from employment with an employer who is making contributions for retiree coverage, you will be eligible for retiree benefits provided (1) You were covered under this Plan for a total of 120 months and (2) You were eligible for at least 12 continuous months immediately prior to the date of your retirement.

33.7.3. Eligibility for Retiree Plus coverage: If you retire from employment with an employer who is making the required contributions for Retiree Plus coverage, you will be eligible for the reduced Monthly Self-Pay rate provided (1) you have at least 240 months of coverage and (2) 12 continuous months immediately prior to the date of your retirement with an employer who paid into the Retiree Plus Plan. If you have at least 120 months, but less than 240 months, you will be eligible for Retiree coverage but not for the reduced Monthly Self-Pay rate.

Retirees are encouraged to review the Retiree Plus Health Coverage Plan Document for exceptions and enrollment deadlines.

33.8. During the term of this MOU the parties herein reserve the right to request the other party to meet and confer on the subject of this section for the purpose of reviewing and considering a competitive proposal from the requesting party for the obtaining of equal or comparable health and welfare benefits for covered employees at no additional or less cost to the City.

34. Life Insurance

34.1. The City shall provide, at its expense, a term life insurance group policy for employee's annual base salary as stated in "Appendix A" of this MOU. In no event will an employee have less than a $50,000 life insurance policy. Income tax consequences, in conformance with IRS regulations, will be the responsibility of the employee.

34.2. Said employees shall be entitled to purchase at their own expense unlimited additional term life insurance from the carrier providing the above-mentioned policy at no cost to the City under such terms and conditions as are customarily imposed by such carrier in its normal course of business.

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34.3. Subject to agreement with the miscellaneous and management bargaining units, the City agrees to provide Level IV 1959 Survivor's Benefits to members of this bargaining unit. This benefit has a monthly employee cost, determined by PERS, and a rate based on actuarial valuation to the City on a monthly basis.

35. Long Term Disability

35.1. The City shall provide long-te1m disability benefits during the term of this Memorandum of Understanding for members of this bargaining unit in accordance with the agreement between the City and.

36. Retirement

36.1. The retirement contract in effect between the City of San Bruno and the Public Employees Retirement System (PERS) shall be 2.7% at 55 for all eligible employees. Final compensation for purposes of calculating retirement benefits shall be based upon the "highest" year method under the Public Employees Retirement System (PERS).

36.2. For employees hired on or after January l, 2013, their retirement shall be as provided by the California Public Employees' Pension Reform Act of 2013 (PEPRA) and AB340 and AB197.

36.3. If during the term of this agreement, new PERS retirement benefits should become available for this bargaining unit, and if other bargaining units affected by those benefits have the option to reopen negotiations on the issue of retirement benefits, this bargaining unit shall have the right to ask the City to reopen negotiations on the issue of retirement benefits. It is understood that such re-opener may allow the City to modify other economic benefits contained in this agreement to provide improved retirement benefits.

37. Deferred Compensation

37.1. The City agrees to permit employees of the bargaining unit, to the extent permitted by law, to voluntarily participate in a deferred compensation program as provided for in Resolution 1984- 48 RESOLUTION AUTHORIZING AND APPROVING A DEFERRED COMPENSATION PLAN FOR PARTICIPATING EMPLOYEES AND REPLACEMENT OF RESOLUTION NO. 1983-42. (See Subsection 6.13 City Contribution to Deferred Compensation.)

37.2. The City agrees to meet and confer with the union, upon their request, should the Internal Revenue Code be amended so as to adversely impact the intended purpose of the adopted deferred compensation program.

38. Health Insurance After Retirement from City Service

38.1. The City is agreeable to consider development of a trust fund or annuity option with a third- party provider to allow employees to use sick leave payoff or employee contributions at retirement as a vehicle to provide for payment of retiree medical coverage.

38.2. The City will work with the Unit and an outside provider to establish Health Savings Account for employees.

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39. Flexible Benefits Programs

39.1. The City reserves the right to implement an IRS Section 125 Flexible Spending Accounts program, or similar program, during the term of this agreement.

40. VEBA

40.1. All employees covered by this collective bargaining unit agreement are required to participate in this VEBA plan in accordance with the affirmative vote of the membership.

40.2. All participants in this VEBA plan are required to contribute at retirement the following:

40.2.1. Payout of 50% of unused sick leave or 800 hours, whichever is less for those employees who have completed 20 or more years of City service as a full-time employee, or payout of 50% of unused sick leave or 600 hours, whichever is less, for all other employees.

40.3. Participants will pay participant fees and O.1% of the individual account balance annually, paid quarterly.

41. Employee Development Incentives

41.1. Educational Reimbursement Plan

41.1.1. City will reimburse employees for the cost of books and tuition equivalent to the part time tuition (6 units or less) at SFSU (San Francisco State University (SFSU)) for the appropriate class of enrollment (undergraduate or graduate). If the course is at a private institution, the approval of the City Manager is required, and the City reserves the right to reimburse only a portion of the tuition. The institution may be located in the State of California, or another institution that allows for remote or asynchronous learning.

41.1.2. The courses of instruction taken by the employees must be job related or taken in pursuit of a degree and the employee must have obtained the prior approval of the department head and City Manager, if appropriate, prior to taking the course in order to be entitled to reimbursement.

41.1.3. The employee must receive a passing grade in order to receive reimbursement and must be employed by the City at the start of the eligible course(s).

41.1.4. Reimbursement will be made upon submission to the City of written evidence that the employee obtained a passing grade in the approved course and reimbursement will be subject to appropriate IRS regulations.

41.2. Employee Personal and Professional Development Account

Beginning July 1, 2001, the City will reimburse employees of this bargaining unit up to $500 per fiscal year for employee-incurred expenses in the areas of professional reference materials, outside training materials, extra coursework, additional professional organization memberships, wellness and physical

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fitness activities, and equipment and supplies related to the employee's maintenance of a home office.

Reimbursement will be subject to the approval of the City Manager, which shall be final and not subject to the grievance procedure.

41.3. Fitness Benefit

41.3.1. The City agrees to provide, as an employer-paid benefit, membership to the City's Recreation Center fitness facility for each member of the bargaining unit desiring the same.

42. Miscellaneous Employee Benefits

42.1. Uniform Allowance

42.1.1. Police department employees shall receive uniform allowance in the amount equal to that payable to employees in the Police bargaining unit, sworn and non-sworn, as the case may be. Payment of uniform allowance shall be on or before September 1.

42.1.2. Field supervisors shall receive a one-time basic issue of hour (4) sets of coveralls, or, at the option of the employee, the cost equivalent thereof in a combination of coveralls, pants, shirts, T-shirts, and jackets. Issued clothing shall be replaced by the City as required in the judgment of the department head. The City will provide cleaning services for City-provided work uniforms.

42.2. Special Purpose Footwear for Job Site Supervisors

42.2.1. Special purpose footwear required for job site supervisors by the City shall be worn during all hours worked while working on a job site.

42.2.2. Such special purpose footwear, in a basic style determined by the City and from a source designated by the City, will be provided on an 'as needed' basis. Repair or replacement shall be at the option of the City.

42.2.3. An employee, upon request, may be provided with a style approved by the City which is greater in cost than the basic-style, however, the employee shall be responsible to pay the additional costs incurred.

42.2.4. In adopting or changing the basic style for special purpose footwear, consideration will be given by the City to current practices.

43. Personal Vehicle Use Reimbursement

43.1. To the extent permitted by the City, employee authorized by the City to use their personal vehicles for official City business shall be reimbursed on a per mile basis at the Council approved rate.

44. Flexible Work Schedules

44.1. Approved of a flexible working schedule shall be subject to approval by the department head

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and City manager in writing and a copy shall be placed in the employee's personnel file. Initial approval of a flexible work schedule does not entitle or guarantee the employee the right to maintain that flexible work schedule and approval of a flexible work schedule does not limit the rights of management to reassign work hours should the operational needs of the department change on a permanent or temporary basis. To the extent possible, the City agrees to provide notice ten (10) working days in advance of a modification in an employee's previously approved flexible work schedule except for short-term modifications or extenuating circumstances.

45. State Disability Insurance As An Employee Paid Benefit

45.1. Upon written request form the Union and to the extent permitted by the State of California, the City agrees, as a 'fully employee-paid' benefit and handled as an authorized employee payroll deduction, to enroll qualified employees subject to this Memorandum of Understanding into the State Disability Insurance (SDI) program.

45.2. To facilitate a coordination of benefits with regard to the use of authorized sick leave accruals used by an employee during such period(s) of time when such employee is drawing disability insurance benefits relating to Subsection 45.1 the City shall, upon actual enrollment in the SDI. program and after meeting and conferring with the Union adopt a schedule from an employee.

46. OSHA

46.1. OSHA Safety Equipment. City shall supply to each employee covered under this Memorandum of Understanding all safety equipment which OSHA or other state law requires each said employee to have and use. Each employee covered by this Memorandum of Understanding shall use all City-supplied safety equipment as prescribed by the City and OSHA

46.2. OSHA Legal Representation. City shall provide legal representation to any employee covered under this Memorandum of Understanding cited for a violation of OSHA. Said representation will be provided by the City Attorney or, if the City Attorney is unable to do so, by an attorney mutually acceptable to the City and the affected employee. Employees covered by this Memorandum of Understanding shall use their best efforts to comply with all OSHA requirements and shall insist that the City employees under their supervision will comply with OSHA requirements.

47. Discipline

47.1. The City may discharge, suspend, reduce pay, or demote any employee who has completed the probationary period for cause. No employee shall be discharged, suspended for a period of 30 days or longer, or be demoted unless a letter of reprimand and an opportunity to improve has been given, except that no letter or reprimand and an opportunity to improve has given, except that no letter or reprimand shall be required if the cause of disciplinary action is dishonesty, insubordination, use of excessive force or violence, use of illicit drugs, use of alcoholic beverages related to employment, or failure to perform as required.

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47.2. In cases where a letter of reprimand is required prior to disciplinary action, such action shall not necessarily have to be based upon the same type of misconduct as that which give cause for the prior letter of reprimand; provided, however, that in offenses requiring a letter of reprimand the matter of whether a prior offense was reasonably related or similar to the present offense shall be considered in evaluation of the appropriate degree of discipline. Any disciplined employee shall be furnished with the reasons for such action in writing, with a copy of such letter furnished to the representative of the bargaining unit.

47.3. The use alcoholic beverages in connection with police department undercover work authorized by the supervisor or department head shall not constitute cause for disciplinary action under this section.

47.4. It is understood and recognized by the City and the Union that FLSA-exempt employees in this unit shall be subject to serving suspensions in accordance with Department of Labor guidelines which presently provide that exempt employees may be subject to suspensions with loss of pay for five (5) days or more.

47.5. Pre-disciplinary Conferences

47.5.1. No regular employee shall be demoted, suspended, reduced in pay, or discharged for a disciplinary purpose except in accordance with the provisions of this section; provided, however, that this section shall not apply to suspensions of less than 5 days.

47.5.2. Whenever the City Manager proposes to demote, suspend, reduce in pay, or discharge a regular employee in a case in which this section is applicable, the City Manager shall conduct an informal conference at which the employee shall have the right to respond to the charges.

The City Manager shall provide the employee with written notice of the conference not less than 5 days prior thereto. The notice shall state the nature of the proposed disciplinary action and the reasons therefor. The notice shall also include a copy of the charges and materials upon which the proposed action is based.

47.6. At the conference, the employee shall have the right to present an oral or written response to the proposed action. Thereafter, the City Manager shall determine, based upon such response and the materials upon which the proposed action was based, whether to impose the action initially imposed, lesser action, or to take no action. The City Manager shall promptly notify the employee in writing of such decision.

47.7. If, prior to the conference, the employee presents to the City Manager a written request that the City Manager be disqualified from conducting the conference, the City Manager shall assign a designee having no supervisory control over the employee to conduct the conference. At the conclusion of the conference, the conference officer shall recommend to the City Manager the disciplinary action to be taken, if any, and the City Manager shall determine the action to be taken and promptly notify the employee in writing of such decision.

48. Suspension

48.1. Suspensions Without Pay

48.1.1. An employee in a classification of employment set forth in Appendix "A" hereto may be

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suspended without pay for a disciplinary purpose.

48.1.2. A department head shall have the power to suspend a non-FLSA-exempt subordinate employee without pay for not more than 5 workdays. The department head shall immediately notify the City Manager of the suspension in writing. The City Manager shall have the power to rescind, extend, or reduce the suspension.

48.1.3. The City Manager shall have the power to suspend a subordinate employee for an amount of time the City Manager deems appropriate.

48.1.4. It is the intent of this section to allocate to the department head the power to impose minor suspensions without the approval of the City Manager, but with immediate notice to the Manager, to enable the department head to take immediate action to remedy employee misconduct which may pose an immediate threat to the health, safety, or welfare of other employees or to the public at large.

48.2. Administrative Leave

48.2.1. An immediate supervisor, a department head, or the City Manager shall have the power to place a subordinate employee on administrative leave with pay pending investigation of a matter in which an employee may be involved which may lead to disciplinary action against that employee, or pending consideration of possible disciplinary action against the employee, or where such employee's continued presence would, in the judgment of the supervisor, department head, or City manager, jeopardize the health or safety of the employee or others. An immediate supervisor placing an employee on such leave shall immediately notify the department head who shall immediately notify the City Manager in writing. The department head or City Manager may terminate such administrative leave with pay. A department head implementing such administrative leave with pay shall immediately notify the City manager in writing. The City Manager shall have the power to rescind the action placing the employee on administrative leave with pay, extend the duration of the leave, or reduce the duration of the leave.

49. Grievances

49.1. Definition. A grievance shall be defined as any dispute which involves the interpretation or application of any provision of this Memorandum of Understanding during its te1m, excluding the following:

49.2. All ordinances, resolutions, rules and regulation, the subject of which is not specifically covered by the provisions of this Memorandum of Understanding.

49.3. Any disciplinary action taken against any employee within the bargaining unit, including, but not limited to discharge, demotion, suspension, reduction in pay, and oral and written reprimand.

49.4. Any provision of this Memorandum of Understanding which specifically states that its operation shall not be subject to the grievance procedure.

49.5. Procedure. Grievances shall be processed in the following manner only:

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49.5.1. Initial Presentation. The initial (first-level) presentation of a grievance shall be to the immediate supervisor of the employee claiming to have a grievance. The grievance may be either oral or in writing. If made in writing, the grievance shall comply with the requirement of Subsection 49.5.2 for a formally presented grievance.

49.5.2. Formal Presentation. The formal presentation of a grievance shall be written and shall state which provision of this Memorandum of Understanding has been misapplied to the grievant's detriment, and shall indicate the redress sought. The grievance shall be signed by the individual allegedly aggrieved. In the event that more than one individual is alleged to be aggrieved, the grievance may be signed by a duly authorized representative of the bargaining unit, in which case the grievance shall indicate the names of the person on whose behalf it is filed and shall state that the bargaining unit representative is authorized to file such grievance on behalf of such persons. In the event the person to whom the grievance is presented determines that the grievance is defective on its face, such person shall reply in writing to the filer within 7 days after receiving the grievance, indicating in writing the specific defects. The reply shall specify that the grievant has 10 days to correct the defects. The reply shall specify that the grievant has 10 days to correct the defects or the grievance shall be deemed to be withdrawn. If the grievance is not corrected within said 10-day period, it shall be deemed to have been withdrawn.

49.5.3. Department Head. A grievance which is not settled at the first level may, within 10 days of the decision of the supervisor, be appealed in writing to the department head. If so appealed, the grievance, unless previously formally presented, shall be presented as provided in Subsection

49.5.2. The department head shall render a decision and comments in writing and return them to the employee within 10 days after receipt of the formal grievance.

49.5.4. City Manager. A grievance which is not settled at the department head level may be appealed in writing to the City Manager within 10 days of the decision of the department head. Within 10 days after receipt of the appeal, the City Manager shall set a date, which is not more than 10 days from the date of receipt of the appeal, to meet with the grievant and with other appropriate persons to attempt to resolve the grievance. If a solution is not agreed upon, the City Manager shall render a decision within 10 days of the meeting.

49.6. Power of Immediate Supervisors and Department Heads in Resolving Grievances. In the resolution or decision of a grievance, no immediate supervisor or department head shall modify any procedure or rule within the department unless and until such person shall have received the written approval of the City Manager.

49.7. Time Limits. Grievance shall be filed within 15 days of the incident or occurrence about which the employee claims to have a grievance.

49.8. Representation. The grievant shall have the right at all steps of the grievance procedure to be represented by a person or organization of the grievant's choice.

49.9. Effect of a Grievance. The making or filing of a grievance shall not prevent the City or any authorized employee of the City from taking action deemed appropriate nor shall it have the effect of suspending action previously taken even though the action may involve or be part of the subject matter of the grievance.

49.10. Days. The time limits provided herein refer to calendar days.

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49.11. Waiver of Time Limits. The time limits provided herein may be waived by the mutual consent of the parties.

49.12. Arbitrator Determination. The decision of the City Manager may be appealed in writing for final determination by an arbitrator. The written notice of appeal must be filed with the City Manager within 10 days of the date of the written decision.

49.13. If the grievance is of a disciplinary action consisting of a suspension of less than 30 days or another action where there is no discharge, demotion, or reduction in pay, the grievance shall be submitted to an adjustment board comprised of two (2) employee representatives and two (2) representatives of the City.

49.14. No decision of the adjustment board shall be final and binding without receiving the affirmative votes of at least three (3) members. The parties may mutually agree to submit other types of grievances to the adjustment board.

49.15. If the grievance is of a disciplinary action consisting of a discharge, a suspension of thirty (30) days or more, a demotion, or a reduction in pay, or a dispute which involves the interpretation or application of any provision of this Memorandum of Understanding, any provision of the Personnel Rules, or written departmental rules, or a dispute which has been submitted to an adjustment board and the board has been unable to arrive at a majority decision, the grievance shall be submitted to an arbitrator.

49.16. Selection of Arbitrator. Within 10 days after the filing of the appeal, the City Manager and grievant shall meet or otherwise communicate to try to select a mutually acceptable arbitrator who agrees to serve. If the parties cannot agree, a list of 5 arbitrators will be obtained from the California State Conciliation Service, American Arbitration Association, or some other source mutually agreed upon. If the parties cannot agree on one of the names on the list, each part (beginning by lot) shall alternately strike 1 name from the list until 1 name remains, who shall be the arbitrator if that person agrees to serve. If that person will not serve, the process shall be repeated until an arbitrator is found.

49.17. Decision. The decision of the arbitrator shall be in writing and shall set forth the findings of fact and conclusions on the issues. It shall be submitted to the City Manager and the grievant and shall be final and binding upon the parties. The arbitrator shall avoid expanding or contracting the definition of grievance when arbitrability is at issue.

49.18. Limitation. The authority of the arbitrator to render final and binding decisions on grievances extends only to those matters covered by this grievance procedure and over which the City or a department head may legally delegate its decision-making process.

49.19. Proposals to add to or change this Memorandum of Understanding or written agreements or addenda supplementary hereto shall not be arbitrable, nor shall any matter or subject arising out of or in connection with such proposal, nor any disciplinary action, as said term is used in Subsection 49.1, be arbitrable.

49.20. Costs. The fees of the arbitrator (including any per diem expenses, travel and subsistence expenses), the cost of any hearing room, and the cost of preparing the transcript of the hearing, if any, for the arbitrator shall be borne one-half by the City and one-half by the grievant or the representative of the bargaining unit. All other costs shall be borne by the party incurring them.

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49.21. Payment of Compensation. A dispute pertaining to payment of compensation shall not be deemed a grievance under this section unless the employee alleges that the employee is not being compensated in accordance with the provisions of this Memorandum of Understanding.

Any other matter of compensation shall be resolved through the meeting and conferring process, and if it is not detailed in a Memorandum of Understanding resulting from the process it shall be deemed withdrawn until the meeting and conferring process is next open for discussion.

49.22. Changes in Memorandum of Understanding. No changes in this Memorandum of Understanding or interpretations thereof (except interpretations resulting from arbitration proceedings hereunder) will be recognized, unless agreed to by the City Manager and the bargaining unit representative.

50. Loss of Driver's License

50.1. An employee who does not have a driver's license in force and effect so as to be unable to operate a vehicle during the course of such employee's duties for a period of less than 6 months may, at the discretion of the City Manager, be subject to a salary reduction of 10% during such period. If the lack of a valid driver's license significantly prevents the employee from performing a predominant amount of the employee's duties, the City Manager may suspend the salary and benefits of the employee for the duration of the time that there is no license in effect.

50.2. If the driver's license of an employee is suspended or revoked for a period of 6 months or more so as to prevent the employee from lawfully operating a vehicle during the course of the employee's duties, or if the employee fails to notify the City of any suspension or revocation or failure to renew the employee's driver's license, regardless of duration, such shall be cause for dismissal. This does not limit the City from taking other disciplinary action if otherwise justified.

50.3. If the loss of a driver's license as attributable to the use of alcohol or drugs, the employee shall agree to and shall faithfully participate in a counseling and rehabilitation program agreed to by the City to correct the problem if requested to do so by the City Manager. Failure to agree and failure to faithfully participate in the program shall because for dismissal.

51. No Strike

51.1. Participation in any job action, as defined in Section 23.7 Suspension of Sick Leave of this Memorandum of Understanding, by an employee pertaining to employment with the City of San Bruno shall constitute an automatic resignation from the position, and said position shall then be deemed for all purposes to be vacant.

51.2. If the bargaining unit, its officers, or its authorized representatives violate Subsection

51.1 or tolerate the violation of such provision, and after notice to responsible officers or business representatives of the bargaining unit such officers or representatives fail to take such prompt affirmative action to correct and terminate the conduct described in Subsection

51.1, in addition to any other law, remedy, or disciplinary action to which it or its officers or representatives may be subject, said organization shall, by action of the City Manager, also be subject to suspension or revocation of the recognition granted to such bargaining unit

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representative as defined in Section 1 of this agreement, and the City Manager may suspend or cancel any or all payroll deductions payable to or on behalf of members of such representative and prohibit or restrict the use of any City facility of any nature whatsoever, and restrict access by said officers or representatives to work or duty stations of employees in the representation unit. Such action on the part of the City Manager shall not be subject to review under the provisions of the grievance procedure.

52. Carry Out of Assignments

52.1. Employee shall carry out all instruction issued by their supervisors regarding work assignment. If there are any complaints in regard to the work assignment, the employee may exercise the right to use the grievance procedure after the instruction has been carried out.

53. Attendance

53.1. Failure on the part of an employee, absent without leave, to return to duty within 24 hours after notice to return shall be cause for immediate discharge, and such employee automatically waives all rights under the personnel ordinance, rules and regulations, and this Memorandum of Understanding. Notice shall consist of a letter by registered mail delivered to the last known address of the employee. In evaluating whether to discharge an employee for failure to return to duty, the City Manager may consider whether there were extenuating circumstances which prevented the employee from returning to duty within the time period required.

54. Past Practices and Existing Memorandum of Understanding

54.1. Continuation of working conditions and practices not specifically provided herein or authorized by ordinance or resolution of the City Council shall not be guaranteed by this Memorandum of Understanding.

54.2. This Memorandum of Understanding shall supersede all existing and prior Memoranda of Understanding between the City and bargaining unit, personnel rules, regulations, resolutions, and ordinances.

54.3. As to any subject matter which is not covered in this Memorandum of Understanding, the personnel rules and regulations, City ordinances, and City resolutions shall be applicable.

Said documents shall not be deemed to be provisions of this Memorandum of Understanding or subject to the grievance procedure except where expressly so provided in Section 49.

55. Negotiable Benefits

55.1. The inclusion of certain benefits in this Memorandum of Understanding shall not preclude the City and bargaining unit from meeting and conferring and agreement upon other or substituted benefits in subsequent Memoranda of Understanding.

56. Severability of Provisions

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56.1. Should any section, clause, or provision of this Memorandum of Understanding be declared illegal by final judgment of a court of competent jurisdiction, such invalidation of such selection, clause or provisions hereof, and such remaining provisions shall remain in full force and effect for the duration of this Memorandum of Understanding.

56.2. In the event of such invalidation, the parties agree to meet and confer concerning substitute provisions for the provisions rendered or declared illegal.

57. Enforcement of Rules

57.1. Failure to enforce a provision of this Memorandum of Understanding, City of departmental rule or policy does not prevent subsequent enforcement.

58. Term

58.1. This Memorandum of Understanding shall remain in effect for those employees employed in the classifications set forth in Appendix A for the period from January 1, 20262 to December 31, 20285, except to the extent that such Memorandum of Understanding may be modified by the parties during such period, and shall continue in full force and effect until either superseded by a subsequent Memorandum of Understanding or by such other action of the City Council affecting wages, hours, and conditions of employment of the employees in classifications covered by this Memorandum of Understanding.

58.2. This Memorandum of Understanding is a compilation of the previous Memorandum of Understanding, with modifications negotiated by and between the parties, and thereafter approved pursuant to San Bruno City Council Resolution.

For the City of San Bruno For the Mid-Management Bargaining Unit, represented by Teamsters Public Employees
Division Local 350

Jovan D. GroganAlex McIntyre, City
Manager

Peter Finn, Secretary-Treasurer, Teamsters
856

Date

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59. Appendix A: Represented Classifications and Salary Ranges

Effective first full pay period in January 2022

CLASSIFICATION STEP 1 STEP 2 STEP 3 STEP 4 STEP 5
ACCOUNTANT 6,955 7,320 7,705 8,109 8,535
ACCOUNTING MANAGER 9,868 10,386 10,931 11,505 12,109
ASSISTANT ENGINEER 8,066 8,489 8,935 9,404 9,898
ASSISTANT PLANNER 6,686 7,037 7,406 7,795 8,204
ASSOCIATE CIVIL ENGINEER 9,276 9,763 10,276 10,815 11,383 ASSOCIATE PLANNER 7,688 8,092 8,516 8,963 9,434
BUILDING INSPECTOR I 6,853 7,212 7,591 7,990 8,409
BUILDING INSPECTOR II 7,688 8,092 8,516 8,963 9,434
CATV BUSINESS MANAGER 9,868 10,386 10,931 11,505 12,109

MEDIA MANAGER /FORMERLY CATV

PROGRAMMING TECHNOLOGY MANAGER)
8,071 8,495 8,941 9,410 9,904
CATV SYSTEM ENGINEER 9,868 10,386 10,931 11,505 12,109
CHIEF BUILDING OFFICIAL 10,737 11,301 11,894 12,519 13,176 CITYNET SERVICES TECHNICAL MANAGER 9,216 9,700 10,209 10,745 11,309 COMMUNITY SERVICES SUPERINTENDENT 9,746 10,257 10,796 11,362 11,959 DEPUTY DIRECTOR - COMM SERVICE 11,233 11,822 12,443 13,096 13,784 DEPUTY PUBLIC WORKS DIR - PW Admin &
Engineering
12,702 13,369 14,071 14,810 15,587
DEPUTY PUBLIC WORKS DIR - PW Utilities &
Operations
11,557 12,164 12,802 13,475 14,182
DEPUTY PUBLIC WORKS DIR - PW Utilities &
Operations with PE
12,702 13,369 14,071 14,810 15,587
FIELD SUPERVISOR 7,151 7,526 7,921 8,337 8,775
FIELD SUPERVISOR - CATV 7,151 7,526 7,921 8,337 8,775
FIELD SUPERVISOR - PARKS 7,151 7,526 7,921 8,337 8,775
FINANCIAL SERVICES MANAGER 9,868 10,386 10,931 11,505 12,109 FINANCIAL SERVICES SUPERVISOR 7,976 8,394 8,835 9,299 9,787 INFORMATION TECHNOLOGY ASSOCIATE 7,338 7,724 8,129 8,556 9,005 INFORMATION TECHNOLOGY MANAGER 10,253 10,792 11,358 11,954 12,582 LIBRARY SERVICES MANAGER 9,032 9,506 10,005 10,530 11,083

MAINTENANCE SERVICES MANAGER
SERIES
9,216 9,700 10,209 10,745 11,309
NUTRITION PROGRAM MANAGER 7,151 7,526 7,921 8,337 8,775 PARKS AND FACILITIES MANAGER 9,334 9,824 10,340 10,883 11,454 PLANNING AND HOUSING MANAGER 10,058 10,586 11,141 11,726 12,342

POLICE COMMUNICATIONS & RECORDS

SUPERVISOR
10,082 10,611 11,169 11,755 12,372
PRINCIPAL CIVIL ENGINEER 11,165 11,751 12,368 13,018 13,701 RECREATION SERVICES MANAGER 8,279 8,713 9,171 9,652 10,159 RECREATION SERVICES SUPERVISOR 7,151 7,526 7,921 8,337 8,775 SENIOR CIVIL ENGINEER 10,221 10,757 11,322 11,916 12,542 SENIOR PLANNER 9,094 9,571 10,074 10,602 11,159
SYSTEMS ADMINISTRATOR 8,228 8,660 9,115 9,593 10,097

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WATER FIELD SERVICE SUPERVISOR 8,513 8,960 9,431 9,926 10,447 WATER QUALITY & PROD SUP 8,513 8,960 9,431 9,926 10,447

WATER SYSTEM & CONSERVATION

MANAGER
8,958 9,428 9,923 10,444 10,992
WATER SYSTEMS MANAGER 9,790 10,304 10,845 11,415 12,014

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Side Letter Between the City of San Bruno and Teamsters Local 856, IBT – Mid- Management Unit Regarding a 36-hour Standard Workweek Pilot Program As part of good faith negotiations over the terms of the 2026-2028 memorandum of understanding (the “MOU”) between the City of San Bruno (the “City”) and Teamsters Local 856, IBT (the “Union”) on behalf of the City’s Mi d-Management Unit, the City and the Union agreed to terms on a pilot program for a standard workweek of thirty-six (36) hours with four (4) standard business days of Monday through Thursday for nine (9) hours per day or 1,872 hours per year for a full -time schedule. The non-business day of Friday, and hours within a workday, may be adjusted upon request and approval of the City Manager or Department Director. This transition will not impact any benefits associated with, or calculated based on, a standard full -time schedule of eight (8) hours per workday, forty (40) hours per workweek, or two thousand eighty (2,080) hours per year.

Sections 15, 17 and 22 of the memorandum of understanding between the City and the Union (the “MOU”) will be amended by side letter for the full term of the pilot program.

Workweek and Standard Day
The standard workweek is defined as thirty-six (36) hours with four (4) standard business days of Monday through Thursday for nine (9) hours per day or 1,872 hours per year constituting a full-time schedule. Work programs will be amended at the direction of the City management or designee to adjust the scheduling of work within the standard nine (9) hour workday.

Existing alternative work schedules shall remain in effect consistent with current practice, where service is available outside of the “standard workweek”, limited to the Recreation and Aquatic Center, Senior Center, Parks and Library services. The alternative schedules shall work a 36- hour workweek consisting of four (4) nine-hour days and receive three (3) days off.

Following adoption of the agreement by City Council, an implementation period of sixty (60) to ninety (90) days shall be provided to allow operational plans to be developed as necessary based on service needs. After implementation, the program shall be governed by and subject to all applicable existing provisions of the Agreement.

Continuation of the 36-hour standard workweek program shall be subject to mutual agreement in a successor agreement. The 36-hour workweek will be recognized as part of the City’s total compensation value during future compensation study processes, at a value of 10% of base wage.

Unless the parties agree to continue the 36-hour workweek as part of a successor agreement, terms in this side letter will revert back to the MOU language that was in effect as of December 31, 2025.

Base Salary
Employees in the Mid-Management Unit will maintain their annual salary and benefits, however will work one fewer day per standard workweek.

Attachment 1 Exhibit B
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Upon thirty-six hour pilot program discontinuation, employees in the Unit will maintain their annual salary regardless of continuation of this pilot program. ---

15. Overtime and Premium Pay

15.1. Overtime

15.1.1. Authorized work performed by classifications other than those listed in Section 26 Management Leave shall receive pay or compensatory time at the rate of one and one- half times the employee's regular rate for authorized work performed in excess of eight (8) nine (9) consecutive hours, or those beyond the employee's regularly scheduled hours, whichever is greater, in any one (1) day (exclusive of lunch period). Absent extenuating circumstances, all overtime must be approved in advance by a supervisor.

15.2. Except in the event of an emergency, an employee who leaves the workplace due to injury or illness shall not be eligible for overtime, call back, or standby pay until the employee's next regularly-scheduled workday.

15.3. An employee of the library, whose regularly scheduled working hours do not provide for two three (23) consecutive regular days off within a seven (7) day work period shall be paid a five percent (5%) premium to the regular straight- time rate of pay for each hour actually worked on the day which would regularly constitute one of two consecutive days off. This provision does not apply to employees who have an employee requested flexible working schedule.

17. Stand-By Duty

17.1. An employee assigned to be on standby to answer calls outside of regularly scheduled hours shall receive two hours' pay at the regular straight-time rate of

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pay for each 16 fifteen (15) hours of standby time.

17.2. In addition to one straight time hour for each eight hours of standby duty, an employee assigned to such stand-by for not less than 16 fifteen (15) hours on a holiday shall be entitled to eight straight time hours of pay or compensatory time off, employee may be assigned vehicles for their use subject to policies set by the City Council.

20. Weekend Work

20.1. Where the seasonal operating needs of a department make it necessary for some non- FLSA-exempt employees to work on Friday, Saturday and/or Sunday in lieu of the regular Monday through Friday Thursday workweek, such weekend work assignments shall be made on a rotational bases based on length of service with the City. To the extent possible, the assignment of weekend work shall be scheduled in advance of the work season.

22. Holidays

22.1. Authorized Holidays

22.1.1. The following are authorized holidays:
• New Year's Day
• Martin Luther King, Jr.
• Presidents Day
• Memorial Day
• Independence Day
• Labor Day
• Veterans Day
• Thanksgiving Day
• Day after Thanksgiving
• Day before Christmas
• Christmas Day

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22.2. If a holiday falls on a Saturday or a Sunday, such holiday shall be observed on the Monday following. If a holiday falls on a Friday Saturday, such holiday shall be observed on the Thursday Friday before such Friday Saturday.

22.3. The following special rules shall apply to observance of Day Before Christmas:

If Christmas Day falls on Day before Christmas observed on Monday Tuesday following
Tuesday Monday before
Wednesday Tuesday before
Thursday Friday after
Friday Thursday before
Saturday Thursday before
Sunday Friday before
In the event that Christmas Eve and Christmas Day fall on a Friday, Saturday, or Sunday, observance of the holidays will occur on the regular business days following Christmas Day.

22.6. Personal Leave Bank

22.6.1. Each employee of this bargaining unit shall have a Personal Leave Bank.

The bank shall be maintained by the Finance Department and reported to the employee by means of a payroll stub entry.

22.6.2. New employees shall begin with a balance of zero (0). Each year on the employee's birthday, the employee's leave bank shall be credited with eight (8) hours of personal leave. The leave bank shall also be credited with (8) hours of leave each year on February 12, and September 9 and the day after Thanksgiving Day, in recognition of prior holidays for Lincoln's Birthday and Admission Day, respectively. Similarly, on Good Friday each year the employee's leave bank shall be credited with four (4) hours of leave.
---

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All other provisions of the MOU shall remain unchanged unless otherwise negotiated by the Parties.

Dated:______________________________ Dated:______________________________ By:_________________________________
For the City of San Bruno
By:_________________________________
For Teamsters 856, IBT
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February 11, 2026
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City Supposal #5
This is the City’s comprehensive supposal response to the Union’s confidential off-the-record supposal being offered in the interest of attempting to reach an agreement between the parties more promptly. All other proposals not included herein shall be withdrawn.

I. Term:

January 1, 2026 – December 31, 2028.

II. General wages:
a. Effective the first full pay period in January 2026: 4.0% increase to the salary ranges of each classification in the bargaining unit.
b. Effective the first full pay period in January 2027: 4.5% increase to the salary ranges of each classification in the bargaining unit.
c. Effective the first full pay period in January 2028: 5.0% increase to the salary ranges of each classification in the bargaining unit.

III. Medical premiums:
a. Maintain current 75%/25% cost sharing formula.

IV. Equity adjustment:

Implementation of equity adjustments for Survey Classification (Column A) that are 12% or greater than the median as defined in the City’s Compensation Survey (Appendix A3 - San Bruno Mid Mngt 9.2025 with cost sharing; Tab: Summary of Median; Column: % San Bruno Is Above or Below Labor Market Median (total cash)) as described in the equity adjustment columns in Attachment # 2 included in this supposal.

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397 145 of 258 ATTACHMENT 2
February 11, 2026
Mid-Management Unit
City Supposal #5
V. 36 Hour Workweek Pilot Program (Attachment #1)
City proposal as a Pilot Program for the duration of the contract. Following adoption of the agreement by City Council, an implementation period of sixty (60) to ninety (90) days shall be provided to allow operational plans to be developed as necessary based on service needs. After implementation, the program shall be governed by and subject to all applicable existing provisions of the Agreement. Full detail listed in Attachment #1.

VI. Other proposal
Bereavement Leave, Section 25

25.1 In the event of a death in the immediate family of an employee, the employee shall, upon written request, be granted such time off, with pay, as is necessary to make arrangements for the funeral and attend same, not to exceed five three regularly scheduled work days, comprised of three days of paid bereavement leave and two days paid with use of the employee’s accrued leave. For employees without any available accrued leave balances, the two days will be unpaid. This provision shall not apply if the death occurs while the employee is on leave of any kind other than vacation or compensatory time off. Only in the event that the funeral takes place at a location more than 150 miles away from the City of San Bruno will reasonable time off for travel be allowed, not to exceed one regularly scheduled work day for travel in each direction.

25.2 For the purposes of this provision the immediate family shall be restricted to father, mother, brother, sister, spouse, domestic partner, child, mother-in-law, mother of domestic partner, father-in-law, father of domestic partner, grandparents, grandchild, stepchild, child of domestic partner, and stepparent.

25.3 Bereavement leave does not need to be taken on consecutive workdays. However, bereavement leave must be taken within three (3) months following the death of the immediate family member. Bereavement leave applies only in the instance in which the employee attends the funeral, or is required to make funeral arrangements, but is not applicable for any other purpose, such as settling the estate of the deceased.

25.4 The City Manager may grant bereavement leave for deaths of other persons if the Manager determines that special circumstances are applicable. In addition, an employee may use sick leave, subject to the same limitations as Bereavement Leave, upon the death of an aunt, uncle, nephew, niece, great-grandchild, great-grandparent, or other person with Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397 146 of 258

February 11, 2026
Mid-Management Unit
City Supposal #5

the approval of the department head.

26. Management Leave

Reassert contract language – management leave applicable to all classifications in this unit with exception to existing classifications noted above. Job classifications will be updated accordingly.

Employee Development Incentives, Section 41

41.1 Educational Reimbursement Plan

41.1.1 City will reimburse employees for the cost of books and tuition equivalent to the part time tuition (6 units or less) at SFSU (San Francisco State University (SFSU) for the appropriate class of enrollment (undergraduate or graduate). If the course is at a private institution, the approval of the City Manager is required, and the City reserves the right to reimburse only a portion of the tuition. The institution may be located in the State of California, or another institution that allows for remote or asynchronous learning.

41.1.2 The courses of instruction taken by the employees must be job related or taken in pursuit of a degree and the employee must have obtained the prior approval of the department head and City Manager, if appropriate, prior to taking the course in order to be entitled to reimbursement.

41.1.3 The employee must receive a passing grade in order to receive reimbursement and must be employed by the City at the start of the eligible course(s).

41.1.4 Reimbursement will be made upon submission to the City of written evidence that the employee obtained a passing grade in the approved course and reimbursement will be subject to appropriate Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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IRS regulations.

Personal Vehicle Use Reimbursement, Section 43

43.1. To the extent permitted by the City, employee authorized by the City to use their personal vehicles for official City business shall be reimbursed on a per mile basis subject to appropriate IRS regulations. at the Council- approved rate.

All other provisions of the contract remain status quo with no changes.

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397 On behalf of the City (TA)
On behalf of the Union

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Attachment 1
36-hour Standard Workweek Pilot Program
This supposal includes a pilot program for a standard workweek of thirty-six (36) hours with four (4) standard business days of Monday through Thursday for nine (9) hours per day or 1,872 hours per year for a full-time schedule. The non-business day of Friday, and hours within a workday, may be adjusted upon request and approval of the City Manager or Department Director. This transition will not impact any benefits associated with, or calculated based on, a standard full-time schedule of eight (8) hours per workday, forty (40) hours per workweek, or two thousand eighty (2,080) hours per year. Sections 15, 17 and 22 of the memorandum of understanding between the City and the Union (the “MOU”) will be amended by side letter for the full term of the pilot program.

Unless the parties agree to continue the 36-hour workweek as part of a successor agreement, terms in this attachment #1 will revert back to the MOU language that was in effect as of December 31, 2025.

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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City Supposal #5

Base Salary
Employees in the Mid-Management Unit will maintain their annual salary and benefits, however will work one fewer day per standard workweek.

Upon thirty-six hour pilot program discontinuation, employees in the Unit will maintain their annual salary regardless of continuation of this pilot program. ---

15. Overtime and Premium Pay

15.1. Overtime

17. Stand-By Duty

17.1. An employee assigned to be on standby to answer calls outside of regularly scheduled hours shall receive two hours' pay at the regular straight-time rate of Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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City Supposal #5

pay for each 16 fifteen (15) hours of standby time.

20. Weekend Work

20.1. Where the seasonal operating needs of a department make it necessary for some non FLSA-exempt employees to work on Friday, Saturday and/or Sunday in lieu of the regular Monday through Friday Thursday workweek, such weekend work assignments shall be made on a rotational bases based on length of service with the City. To the extent possible, the assignment of weekend work shall be scheduled in advance of the work season.

22. Holidays

22.1. Authorized Holidays

22.1.1. The following are authorized holidays:

 New Year's Day
 Martin Luther King, Jr.
 Presidents Day
 Memorial Day
 Independence Day
 Labor Day
 Veterans Day
 Thanksgiving Day
 Day after Thanksgiving
 Day before Christmas
 Christmas Day

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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22.3. The following special rules shall apply to observance of Day Before Christmas:

22.6. Personal Leave Bank

22.6.1. Each employee of this bargaining unit shall have a Personal Leave Bank. The bank shall be maintained by the Finance Department and reported to the employee by means of a payroll stub entry.

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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City Supposal #5

Attachment 2

Docusign Envelope ID: 3F65BB32-44ED-40E5-984F-A12FBC3BE397

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: February 24, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Nick Pegueros, Administrative Services Director & CFO SUBJECT: Consider Adoption of a Resolution Approving Publicly Available Pay Schedule Effective January 12, 2026
BACKGROUND:

The City of San Bruno is a California Public Employees’ Retirement System (CalPERS) contracted agency.

CalPERS requires contract agencies to provide CalPERS with a Publicly Available Pay Schedule in compliance with the Public Employees’ Retirement Law (PERL), Public Employees’ Pension Reform Act of 2013 (PEPRA), and Title 2 of the California Code of Regulations (CCR).

The City has met this requirement historically. The current compliant salary schedule is posted on the City’s website and is available for public viewing in the Human Resources Department.

The Pay Schedule complies with the eight (8) requirements that must be met by a publicly available schedule in order for it to be used to determine pay rates by CalPERS.

In accordance with San Bruno Municipal Code section §2.36.030, the City Council must approve the City’s compensation and pay plan, and/or amendments prior to implementing any salary change.

DISCUSSION:
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Item 6h.

Honorable Mayor and Members of the City Council
February 24, 2026

Page 2 of 2 ends

Staff proposes an update to the Pay Schedule to reflect the general wage and equity adjustments included in the Teamsters Local 856, IBT, Miscellaneous and Teamsters Local 350, IBT, Mid-Management Bargaining Unit labor agreements scheduled for City Council consideration on February 24, 2026.

General wage and equity adjustments for January 2026
During negotiations, representatives of both the City Bargaining Units agreed to a general wage increase in the amount of 4% effective the first pay period in January of 2026. The Mid- Management Unit agreement includes equity adjustments.

The proposed changes also include the elimination of the classifications that were previously assigned to San Bruno CityNet Services, as the classifications no longer apply to positions within the City.

The adjustments are highlighted in red font on the attached proposed Pay Schedule. There are no other changes, as presented.

FISCAL IMPACT:

The economic impact of the change to the Pay Schedule exceeds the City’s forecast budget wage growth. The current fiscal year excess is expected to be offset by salary savings.

By adopting the proposed Pay Schedule dated January 12, 2026, the action rescinds and nullifies all previously approved schedules
ENVIRONMENTAL IMPACT:

There is no 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:

Consider Adoption of a Resolution Approving Publicly Available Pay Schedule Effective January 12, 2026
ALTERNATIVES:

Do not adopt a publicly available pay schedule pursuant to the Public Employees’ Retirement Law and risk potential penalties.

ATTACHMENTS:

1. Resolution with EXHIBIT A - Proposed Pay Schedule

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1 RESOLUTION NO. 2026 - ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO APPROVING PUBLICLY AVAILABLE PAY SCHEDULE EFFECTIVE JANUARY 12, 2026 WHEREAS, Public Employees’ Retirement Law (PERL), Public Employees’ Pension Reform Act of 2013 (PEPRA), and Title 2 of the California Code of Regulations (CCR) require employee pay rates to be paid pursuant to a publicly available pay schedule that meets the requirements of CCR Section 570.5(a) to qualify as both compensation earnable and pensionable compensation that is reportable to CalPERS; and WHEREAS, the Pay Schedule, attached herein as Exhibit A, incorporates general wage and equity adjustments in the Teamsters Local 856, IBT, Miscellaneous and Teamsters Local 350, IBT, Mid-Management Bargaining Unit labor agreements scheduled for City Council consideration on February 24, 2026 and effective the first full pay period in January 2026; and WHEREAS, the Pay Schedule also eliminates the classifications that were previously assigned to San Bruno CityNet Services, as the classifications no longer apply to positions within the City.

NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby rescinds and nullifies all previously adopted salary schedule resolutions and approves and adopts the Pay Schedule, attached hereto as Exhibit A, effective January 12, 2026.

Exhibit A: City of San Bruno Employee Pay Schedule 2026 ---oOo---
I hereby certify that foregoing Resolution No. 2026 - __ was introduced and adopted by the San Bruno City Council at a regular meeting on February 24, 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_____________________________
Lupita Huerta, City Clerk
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ATTACHMENT 1
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1 EXHIBIT A
CITY OF SAN BRUNO EMPLOYEE PAY SCHEDULE 2026
[see attached]

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EXHIBIT A
City of San Bruno Employee Pay Schedule 2026
Proposed - February 24, 2026
Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Councilmember* N/A - Elected Official 1/13/2025 N/A 5 (Max) n/a 486$ 5,832$ City Manager N/A - agreement 7/1/2025 2080 5 (Max) 166.00$ 28,773$ 345,280$ Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Accountant Mid-Management 1/12/2026 1,872 1 (Min) 51.77$ 8,076$ 96,917$ 2 54.49 8,500 102,005
3 57.35 8,947 107,361
4 60.36 9,416 112,997
5 (Max) 63.53 9,911 118,929
Accounting & Customer Service Rep I Miscellaneous 1/12/2026 1,872 1 (Min) 35.45 5,531 66,369 2 37.31 5,821 69,853
3 39.27 6,127 73,520
4 41.34 6,448 77,380
5 (Max) 43.51 6,787 81,443
Accounting & Customer Service Rep II Miscellaneous 1/12/2026 1,872 1 (Min) 40.77 6,360 76,319 2 42.91 6,694 80,326
3 45.16 7,045 84,543
4 47.53 7,415 88,982
5 (Max) 50.03 7,804 93,653
Accounting & Customer Service Rep III Miscellaneous 1/12/2026 1,872 1 (Min) 46.89 7,315 87,783 2 49.35 7,699 92,392
3 51.95 8,104 97,242
4 54.67 8,529 102,348
5 (Max) 57.54 8,977 107,721
Accounting Manager Mid-Management 1/12/2026 1,872 1 (Min) 73.97 11,539 138,473 2 77.85 12,145 145,743
3 81.94 12,783 153,395
4 86.24 13,454 161,448
5 (Max) 90.77 14,160 169,924
Accounting Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 59.36 9,261 111,129 2 62.48 9,747 116,963
3 65.76 10,259 123,103
4 69.21 10,797 129,566
5 (Max) 72.85 11,364 136,369
Administrative Analyst I Unrepresented 7/14/2025 1,872 1 (Min) 49.72 7,756 93,069 2 52.32 8,163 97,951
3 55.07 8,591 103,087
4 57.96 9,042 108,502
5 (Max) 61.00 9,516 114,196
Administrative Analyst II Unrepresented 7/14/2025 1,872 1 (Min) 57.16 8,917 107,006 Open range
5 (Max) 70.15 10,943 131,316
Administrative Services Director/CFO Unrepresented 7/14/2025 1,872 1 (Min) 108.94 16,995 203,942 Open range
5 (Max) 136.22 21,250 254,998
Administrative Technician I Unrepresented 7/14/2025 1,872 1 (Min) 41.58 6,486 77,837 2 43.76 6,827 81,922
3 46.06 7,185 86,223
4 48.48 7,562 90,750
5 (Max) 51.02 7,960 95,514
Administrative Technician II Unrepresented 7/14/2025 1,872 1 (Min) 48.92 7,631 91,572 2 51.48 8,032 96,379
3 54.19 8,453 101,438
4 57.03 8,897 106,765
5 (Max) 60.03 9,364 112,370
Assistant Administrative Services Director Unrepresented 7/14/2025 1,872 1 (Min) 92.17 14,379 172,543 Open range
5 (Max) 113.10 17,644 211,729
Assistant City Manager Unrepresented 9/9/2025 1,872 1 (Min) 135.17 21,087 253,046 Open range
5 (Max) 162.93 25,417 305,000
Assistant Community Development Director Mid-Management 1/12/2026 1,872 1 (Min) 89.18 13,911 166,937 2 93.86 14,642 175,701
3 98.79 15,411 184,926
4 103.97 16,220 194,634
5 (Max) 109.43 17,071 204,853
City of San Bruno Employee Pay Schedule 2026
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ATTACHMENT 1, Exhibit A
Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Assistant Engineer Mid-Management 1/12/2026 1,872 1 (Min) 59.33 9,255 111,062 2 62.44 9,741 116,893
3 65.72 10,253 123,030
4 69.17 10,791 129,489
5 (Max) 72.80 11,357 136,287
Assistant Planner Mid-Management 1/12/2026 1,872 1 (Min) 48.71 7,598 91,176 2 51.26 7,997 95,963
3 53.95 8,417 101,001
4 56.79 8,859 106,304
5 (Max) 59.77 9,324 111,885
Assistant To City Manager Unrepresented 7/14/2025 1,872 1 (Min) 70.91 11,062 132,749 Open range
5 (Max) 87.02 13,575 162,905
Associate Civil Engineer Mid-Management 1/12/2026 1,872 1 (Min) 68.23 10,643 127,721 2 71.81 11,202 134,427
3 75.58 11,790 141,484
4 79.55 12,409 148,912
5 (Max) 83.72 13,061 156,730
Associate Planner Mid-Management 1/12/2026 1,872 1 (Min) 56.01 8,738 104,853 2 58.95 9,197 110,358
3 62.05 9,679 116,152
4 65.30 10,188 122,250
5 (Max) 68.73 10,722 128,668
Building Inspector I Mid-Management 1/12/2026 1,872 1 (Min) 50.35 7,854 94,251 2 52.99 8,267 99,200
3 55.77 8,701 104,408
4 58.70 9,157 109,889
5 (Max) 61.78 9,638 115,658
Building Inspector II Mid-Management 1/12/2026 1,872 1 (Min) 56.50 8,814 105,765 2 59.46 9,277 111,318
3 62.59 9,764 117,162
4 65.87 10,276 123,313
5 (Max) 69.33 10,816 129,787
CATV Business Manager Mid-Management 1/13/2025 2,080 1 (Min) 62.20 10,782 129,384 2 65.47 11,348 136,177
3 68.91 11,944 143,326
4 72.52 12,571 150,851
5 (Max) 76.33 13,231 158,771
CATV Director (CityNet Services Director) Management 1/13/2025 2,080 1 (Min) 98.13 17,009 204,113 2 103.28 17,902 214,829
3 108.71 18,842 226,107
4 114.41 19,832 237,978
5 (Max) 120.42 20,873 250,472
CATV Headend Technician Miscellaneous 1/13/2025 2,080 1 (Min) 46.89 8,128 97,536 2 49.35 8,555 102,657
3 51.95 9,004 108,046
4 54.67 9,477 113,719
5 (Max) 57.54 9,974 119,689
CATV Programming Technology Manager Mid-Management 1/13/2025 2,080 1 (Min) 52.88 9,166 109,986 2 55.65 9,647 115,761
3 58.58 10,153 121,838
4 61.65 10,686 128,234
5 (Max) 64.89 11,247 134,967
CATV System Engineer Mid-Management 1/13/2025 2,080 1 (Min) 62.20 10,782 129,384 2 65.47 11,348 136,177
3 68.91 11,944 143,326
4 72.52 12,571 150,851
5 (Max) 76.33 13,231 158,771
CATV Technician I Miscellaneous 1/13/2025 2,080 1 (Min) 40.17 6,963 83,554 2 42.28 7,328 87,941
3 44.50 7,713 92,557
4 46.83 8,118 97,417
5 (Max) 49.29 8,544 102,531
CATV Technician II Miscellaneous 1/13/2025 2,080 1 (Min) 41.39 7,175 86,100 2 43.57 7,552 90,620
3 45.85 7,948 95,377
4 48.26 8,365 100,385
5 (Max) 50.80 8,805 105,655
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
CATV Technician III Miscellaneous 1/13/2025 2,080 1 (Min) 42.63 7,389 88,670 2 44.87 7,777 93,326
3 47.22 8,185 98,225
4 49.70 8,615 103,382
5 (Max) 52.31 9,067 108,809
Chief Building Official Mid-Management 1/12/2026 1,872 1 (Min) 82.28 12,835 154,022 2 86.60 13,509 162,108
3 91.14 14,218 170,619
4 95.93 14,965 179,577
5 (Max) 100.96 15,750 189,004
City Clerk Unrepresented 7/14/2025 1,872 1 (Min) 68.85 10,740 128,881 Open range
5 (Max) 84.49 13,180 158,162
Citynet Services Technical Manager Mid-Management 1/13/2025 2,080 1 (Min) 63.32 10,976 131,716 2 66.65 11,553 138,631
3 70.15 12,159 145,909
4 73.83 12,797 153,569
5 (Max) 77.71 13,469 161,631
Code Enforcement Officer I Police 1/13/2025 2,080 1 (Min) 40.35 6,995 83,937 2 42.47 7,362 88,343
3 44.70 7,748 92,981
4 47.05 8,155 97,863
5 (Max) 49.52 8,583 103,001
Code Enforcement Officer II Police 1/13/2025 2,080 1 (Min) 44.39 7,694 92,329 2 46.72 8,098 97,176
3 49.17 8,523 102,278
4 51.75 8,971 107,648
5 (Max) 54.47 9,442 113,299
Code Enforcement Supervisor Police 7/14/2025 2,080 1 (Min) 57.45 9,958 119,497 2 60.47 10,481 125,771
3 63.64 11,031 132,374
4 66.98 11,610 139,323
5 (Max) 70.50 12,220 146,638
Community Development Director Management 1/13/2025 2,080 1 (Min) 95.69 16,587 199,045 2 100.72 17,458 209,495
3 106.01 18,374 220,494
4 111.57 19,339 232,070
5 (Max) 117.43 20,354 244,253
Community Development Technician I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Community Development Technician II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Community Services Director Management 1/13/2025 2,080 1 (Min) 96.23 16,680 200,158 2 101.28 17,556 210,666
3 106.60 18,477 221,726
4 112.20 19,447 233,367
5 (Max) 118.09 20,468 245,618
Community Services Officer II Police 1/13/2025 2,080 1 (Min) 30.15 5,225 62,702 2 31.73 5,500 65,994
3 33.39 5,788 69,459
4 35.15 6,092 73,105
5 (Max) 36.99 6,412 76,943
Community Services Superintendent Mid-Management 1/12/2026 1,872 1 (Min) 71.06 11,085 133,021 2 74.79 11,667 140,004
3 78.72 12,280 147,355
4 82.85 12,924 155,091
5 (Max) 87.20 13,603 163,233
Community Services Technician I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Community Services Technician II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Computer Support Technician Miscellaneous 1/12/2026 1,872 1 (Min) 47.62 7,428 89,139 2 50.12 7,818 93,819
3 52.75 8,229 98,745
4 55.52 8,661 103,928
5 (Max) 58.43 9,115 109,385
Custodial Services Leader Miscellaneous 1/12/2026 1,872 1 (Min) 43.58 6,799 81,588 2 45.87 7,156 85,871
3 48.28 7,532 90,380
4 50.81 7,927 95,125
5 (Max) 53.48 8,343 100,119
Custodian Miscellaneous 1/12/2026 1,872 1 (Min) 37.90 5,912 70,947 2 39.89 6,223 74,671
3 41.98 6,549 78,592
4 44.19 6,893 82,718
5 (Max) 46.51 7,255 87,060
Deputy Building Official Mid-Management 1/12/2026 1,872 1 (Min) 76.37 11,914 142,970 2 80.38 12,539 150,468
3 84.60 13,197 158,366
4 89.04 13,890 166,679
5 (Max) 93.72 14,620 175,437
Deputy City Clerk Unrepresented 7/14/2025 1,872 1 (Min) 44.43 6,930 83,165 2 46.76 7,294 87,527
3 49.21 7,676 92,118
4 51.79 8,079 96,949
5 (Max) 54.51 8,503 102,035
Deputy Director - Comm Service Mid-Management 1/12/2026 1,872 1 (Min) 81.90 12,776 153,308 2 86.19 13,446 161,357
3 90.72 14,152 169,828
4 95.48 14,895 178,744
5 (Max) 100.50 15,677 188,128
Deputy Public Works Dir - PW Admin & Engineering Mid-Management 1/12/2026 1,872 1 (Min) 93.43 14,575 174,897 2 98.33 15,340 184,079
3 103.50 16,145 193,743
4 108.93 16,993 203,915
5 (Max) 114.65 17,885 214,620
Deputy Public Works Dir - PW Utilities & Operations Mid-Management 1/12/2026 1,872 1 (Min) 88.42 13,794 165,527 2 93.06 14,518 174,217
3 97.95 15,280 183,364
4 103.09 16,083 192,990
5 (Max) 108.51 16,927 203,122
Deputy Public Works Dir - PW Utilities & Operations with PE Mid-Management 1/12/2026 1,872 1 (Min) 93.43 14,575 174,897 2 98.33 15,340 184,079
3 103.50 16,145 193,743
4 108.93 16,993 203,915
5 (Max) 114.65 17,885 214,620
Engineer Tech/PW Inspector Miscellaneous 1/12/2026 1,872 1 (Min) 54.56 8,511 102,129 2 57.42 8,958 107,491
3 60.43 9,428 113,134
4 63.61 9,923 119,074
5 (Max) 66.95 10,444 125,325
Executive Assistant Miscellaneous 1/12/2026 1,872 1 (Min) 44.79 6,987 83,845 2 47.14 7,354 88,247
3 49.62 7,740 92,880
4 52.22 8,146 97,756
5 (Max) 54.96 8,574 102,888
Executive Assistant to the City Manager Unrepresented 7/14/2025 1,872 1 (Min) 48.92 7,631 91,572 2 51.48 8,032 96,379
3 54.19 8,453 101,438
4 57.03 8,897 106,765
5 (Max) 60.03 9,364 112,370
Facilities Tech I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Facilities Tech II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Field Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 59.41 9,268 111,216 2 62.53 9,755 117,055
3 65.81 10,267 123,200
4 69.27 10,806 129,668
5 (Max) 72.90 11,373 136,475
Field Supervisor - CATV Mid-Management 1/13/2025 2,080 1 (Min) 49.60 8,597 103,169 2 52.20 9,049 108,586
3 54.95 9,524 114,287
4 57.83 10,024 120,287
5 (Max) 60.87 10,550 126,602
Field Supervisor - Parks Mid-Management 1/12/2026 1,872 1 (Min) 59.41 9,268 111,216 2 62.53 9,755 117,055
3 65.81 10,267 123,200
4 69.27 10,806 129,668
5 (Max) 72.90 11,373 136,475
Finance Manager Mid-Management 1/12/2026 1,872 1 (Min) 73.22 11,422 137,062 2 77.06 12,022 144,258
3 81.11 12,653 151,831
4 85.36 13,317 159,802
5 (Max) 89.85 14,016 168,192
Financial Services Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 59.22 9,239 110,869 2 62.33 9,724 116,690
3 65.61 10,235 122,816
4 69.05 10,772 129,264
5 (Max) 72.68 11,338 136,050
Fire Battalion Chief (40-hour) Public Safety Mid-Management 1/13/2025 2,080 1 (Min) 86.97 15,075 180,898 2 91.54 15,866 190,395
3 96.34 16,699 200,390
4 101.40 17,576 210,911
5 (Max) 106.72 18,499 221,984
Fire Battalion Chief (56-hour) Public Safety Mid-Management 1/13/2025 2,912 1 (Min) 62.12 15,075 180,898 2 65.38 15,866 190,395
3 68.82 16,699 200,390
4 72.43 17,576 210,911
5 (Max) 76.23 18,499 221,984
Fire Captain (40-hour) Fire 1/12/2026 2,080 1 (Min) 71.44 12,383 148,597 2 75.19 13,033 156,396
3 79.14 13,717 164,607
4 83.29 14,438 173,250
5 (Max) 87.67 15,196 182,348
Fire Captain (56-hour) Fire 1/12/2026 2,912 1 (Min) 51.03 12,383 148,597 2 53.71 13,033 156,396
3 56.53 13,717 164,607
4 59.50 14,438 173,250
5 (Max) 62.62 15,196 182,348
Fire Chief Management 1/13/2025 2,080 1 (Min) 109.94 19,057 228,685 2 115.72 20,058 240,691
3 121.79 21,111 253,327
4 128.19 22,219 266,627
5 (Max) 134.92 23,385 280,624
Fire Inspector Fire 1/12/2026 2,080 1 (Min) 52.99 9,184 110,213 2 55.77 9,667 116,000
3 58.70 10,174 122,090
4 61.78 10,708 128,500
5 (Max) 65.02 11,270 135,245
Firefighter (40-hour) Fire 1/12/2026 2,080 1 (Min) 58.91 10,211 122,537 2 62.00 10,747 128,967
3 65.26 11,312 135,741
4 68.69 11,905 142,866
5 (Max) 72.29 12,531 150,367
Firefighter (56-hour) Fire 1/12/2026 2,912 1 (Min) 42.08 10,211 122,537 2 44.29 10,747 128,967
3 46.61 11,312 135,741
4 49.06 11,905 142,866
5 (Max) 51.64 12,531 150,367
Firefighter Recruit Fire 1/12/2026 2,080 1 (Min) 53.02 9,191 110,288 Food Services Coordinator Miscellaneous 1/12/2026 1,872 1 (Min) 43.89 6,847 82,162 2 46.19 7,206 86,476
3 48.62 7,585 91,016
4 51.17 7,983 95,794
5 (Max) 53.86 8,402 100,823
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Human Resources Manager Unrepresented 7/14/2025 1,872 1 (Min) 70.91 11,062 132,749 Open range
5 (Max) 87.02 13,575 162,905
Information Technology Associate Mid-Management 1/12/2026 1,872 1 (Min) 58.09 9,063 108,751 2 61.14 9,538 114,460
3 64.35 10,039 120,469
4 67.73 10,566 126,794
5 (Max) 71.29 11,121 133,451
Information Technology Manager Mid-Management 1/12/2026 1,872 1 (Min) 78.40 12,231 146,767 2 82.52 12,873 154,473
3 86.85 13,549 162,582
4 91.41 14,260 171,118
5 (Max) 96.21 15,009 180,102
Lead Customer Service & Tech Support Rep Miscellaneous 1/12/2026 1,872 1 (Min) 52.52 8,192 98,308 2 55.27 8,622 103,469
3 58.17 9,075 108,901
4 61.23 9,552 114,619
5 (Max) 64.44 10,053 120,636
Lead Maintenance Worker Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Lead Water System Operator - Pumps Miscellaneous 1/12/2026 1,872 1 (Min) 55.78 8,702 104,424 2 58.71 9,159 109,907
3 61.79 9,640 115,677
4 65.04 10,146 121,750
5 (Max) 68.45 10,678 128,142
Lead Water Systems Operator - Field Miscellaneous 1/12/2026 1,872 1 (Min) 55.78 8,702 104,424 2 58.71 9,159 109,907
3 61.79 9,640 115,677
4 65.04 10,146 121,750
5 (Max) 68.45 10,678 128,142
Lead Water Systems Operator - Wells Miscellaneous 1/12/2026 1,872 1 (Min) 55.78 8,702 104,424 2 58.71 9,159 109,907
3 61.79 9,640 115,677
4 65.04 10,146 121,750
5 (Max) 68.45 10,678 128,142
Librarian I Miscellaneous 1/12/2026 1,872 1 (Min) 43.61 6,803 81,640 2 45.90 7,161 85,926
3 48.31 7,536 90,437
4 50.85 7,932 95,185
5 (Max) 53.52 8,349 100,182
Librarian II Miscellaneous 1/12/2026 1,872 1 (Min) 50.15 7,823 93,874 2 52.78 8,233 98,802
3 55.55 8,666 103,989
4 58.47 9,121 109,448
5 (Max) 61.54 9,600 115,194
Library Assistant I Miscellaneous 1/12/2026 1,872 1 (Min) 33.19 5,178 62,131 2 34.93 5,449 65,392
3 36.77 5,735 68,826
4 38.70 6,037 72,439
5 (Max) 40.73 6,353 76,242
Library Assistant II Miscellaneous 1/12/2026 1,872 1 (Min) 38.18 5,956 71,468 2 40.18 6,268 75,220
3 42.29 6,597 79,169
4 44.51 6,944 83,325
5 (Max) 46.85 7,308 87,700
Library Services Coordinator Miscellaneous 1/12/2026 1,872 1 (Min) 43.89 6,847 82,162 2 46.19 7,206 86,476
3 48.62 7,585 91,016
4 51.17 7,983 95,794
5 (Max) 53.86 8,402 100,823
Library Services Manager Mid-Management 1/12/2026 1,872 1 (Min) 68.38 10,667 128,000 2 71.97 11,227 134,720
3 75.74 11,816 141,793
4 79.72 12,436 149,237
5 (Max) 83.91 13,089 157,072
Maintenance Services Manager Series Mid-Management 1/12/2026 1,872 1 (Min) 74.22 11,579 138,947 2 78.12 12,187 146,241
3 82.22 12,827 153,919
4 86.54 13,500 162,000
5 (Max) 91.08 14,209 170,505
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Maintenance Worker I Miscellaneous 1/12/2026 1,872 1 (Min) 36.14 5,638 67,660 2 38.04 5,934 71,212
3 40.04 6,246 74,951
4 42.14 6,574 78,886
5 (Max) 44.35 6,919 83,028
Maintenance Worker II Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Management Analyst I Mid-Management 1/12/2026 1,872 1 (Min) 50.39 7,862 94,338 2 53.04 8,274 99,291
3 55.82 8,709 104,504
4 58.76 9,166 109,990
5 (Max) 61.84 9,647 115,765
Management Analyst II Mid-Management 1/12/2026 1,872 1 (Min) 57.94 9,039 108,465 2 60.98 9,513 114,160
3 64.18 10,013 120,153
4 67.55 10,538 126,461
5 (Max) 71.10 11,092 133,101
Mechanic I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Mechanic II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Nutrition Program Manager Mid-Management 1/12/2026 1,872 1 (Min) 55.71 8,690 104,283 2 58.63 9,146 109,757
3 61.71 9,627 115,520
4 64.95 10,132 121,585
5 (Max) 68.36 10,664 127,968
Parks And Facilities Manager Mid-Management 1/12/2026 1,872 1 (Min) 68.00 10,608 127,297 2 71.57 11,165 133,980
3 75.33 11,751 141,014
4 79.28 12,368 148,417
5 (Max) 83.44 13,017 156,209
Parks Maintenance Technician I {Utility I - Tree I} Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Parks Maintenance Technician II {Utility II - Tree II} Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Planning Manager Mid-Management 1/12/2026 1,872 1 (Min) 82.45 12,863 154,352 2 86.78 13,538 162,455
3 91.34 14,249 170,984
4 96.13 14,997 179,961
5 (Max) 101.18 15,784 189,409
Police Captain Public Safety Mid-Management 1/13/2025 2,080 1 (Min) 101.15 17,533 210,396 2 106.46 18,453 221,442
3 112.05 19,422 233,067
4 117.93 20,442 245,304
5 (Max) 124.13 21,515 258,182
Police Chief Management 5/27/2025 2,080 1 (Min) 117.64 20,391 244,693 Open range
5 (Max) 144.36 25,022 300,268
Police Clerk I Police 1/13/2025 2,080 1 (Min) 32.37 5,610 67,325 2 34.07 5,905 70,859
3 35.86 6,215 74,580
4 37.74 6,541 78,495
5 (Max) 39.72 6,885 82,616
Police Clerk II Police 1/13/2025 2,080 1 (Min) 35.60 6,171 74,049 2 37.47 6,495 77,936
3 39.44 6,836 82,028
4 41.51 7,195 86,334
5 (Max) 43.69 7,572 90,867
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Police Communications & Records Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 73.44 11,457 137,478 2 77.29 12,058 144,695
3 81.35 12,691 152,292
4 85.62 13,357 160,287
5 (Max) 90.12 14,059 168,702
Police Corporal Police 1/13/2025 2,080 1 (Min) 58.01 10,056 120,671 2 61.06 10,584 127,006
3 64.27 11,139 133,674
4 67.64 11,724 140,692
5 (Max) 71.19 12,340 148,078
Police Lieutenant Public Safety Mid-Management 1/13/2025 2,080 1 (Min) 82.43 14,288 171,458 2 86.76 15,038 180,459
3 91.31 15,828 189,934
4 96.11 16,659 199,905
5 (Max) 101.15 17,533 210,400
Police Officer Police 1/13/2025 2,080 1 (Min) 53.97 9,354 112,254 2 56.80 9,846 118,147
3 59.78 10,362 124,350
4 62.92 10,906 130,878
5 (Max) 66.23 11,479 137,749
Police Recruit Police 1/13/2025 2,080 1 (Min) 48.57 8,419 101,031 Police Sergeant Public Safety Mid-Management 1/13/2025 2,080 1 (Min) 66.46 11,521 138,247 2 69.95 12,125 145,505
3 73.63 12,762 153,144
4 77.49 13,432 161,184
5 (Max) 81.56 14,137 169,646
Principal Civil Engineer Mid-Management 1/12/2026 1,872 1 (Min) 82.12 12,811 153,726 2 86.43 13,483 161,796
3 90.97 14,191 170,291
4 95.74 14,936 179,231
5 (Max) 100.77 15,720 188,641
Principal Planner Mid-Management 1/12/2026 1,872 1 (Min) 76.37 11,914 142,970 2 80.38 12,539 150,468
3 84.60 13,197 158,366
4 89.04 13,890 166,679
5 (Max) 93.72 14,620 175,437
Principal Special Projects Manager Unrepresented 7/14/2025 1,872 1 (Min) 92.17 14,379 172,543 Open range
5 (Max) 158.42 24,713 296,559
Property And Evidence Technician Police 1/13/2025 2,080 1 (Min) 35.53 6,158 73,894 2 37.39 6,481 77,774
3 39.35 6,821 81,857
4 41.42 7,180 86,154
5 (Max) 43.59 7,556 90,677
Public Safety Dispatcher I Police 1/13/2025 2,080 1 (Min) 42.21 7,316 87,793 2 44.42 7,700 92,402
3 46.76 8,104 97,253
4 49.21 8,530 102,359
5 (Max) 51.79 8,978 107,733
Public Safety Dispatcher II Police 1/13/2025 2,080 1 (Min) 46.42 8,046 96,556 2 48.86 8,469 101,626
3 51.42 8,913 106,961
4 54.12 9,381 112,576
5 (Max) 56.96 9,874 118,487
Public Works Director Management 1/13/2025 2,080 1 (Min) 98.13 17,009 204,113 2 103.28 17,902 214,829
3 108.71 18,842 226,107
4 114.41 19,832 237,978
5 (Max) 120.42 20,873 250,472
Pump Mechanic I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Pump Mechanic II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Recreation Services Coordinator Miscellaneous 1/12/2026 1,872 1 (Min) 43.89 6,847 82,162 2 46.19 7,206 86,476
3 48.62 7,585 91,016
4 51.17 7,983 95,794
5 (Max) 53.86 8,402 100,823
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Recreation Services Manager Mid-Management 1/12/2026 1,872 1 (Min) 60.31 9,408 112,900 2 63.48 9,902 118,827
3 66.81 10,422 125,066
4 70.32 10,969 131,632
5 (Max) 74.01 11,545 138,543
Recreation Services Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 57.32 8,941 107,296 2 60.33 9,411 112,929
3 63.49 9,905 118,858
4 66.83 10,425 125,098
5 (Max) 70.33 10,972 131,666
Secretary Miscellaneous 1/12/2026 1,872 1 (Min) 40.71 6,351 76,215 2 42.85 6,685 80,217
3 45.10 7,036 84,428
4 47.47 7,405 88,861
5 (Max) 49.96 7,794 93,526
Senior Administrative Analyst Unrepresented 7/14/2025 1,872 1 (Min) 65.74 10,255 123,056 Open range
5 (Max) 80.67 12,584 151,013
Senior Administrative Technician Unrepresented 7/14/2025 1,872 1 (Min) 56.25 8,776 105,308 2 59.21 9,236 110,835
3 62.32 9,721 116,654
4 65.59 10,232 122,779
5 (Max) 69.03 10,769 129,225
Senior Civil Engineer Mid-Management 1/12/2026 1,872 1 (Min) 75.18 11,728 140,730 2 79.12 12,343 148,118
3 83.28 12,991 155,895
4 87.65 13,673 164,079
5 (Max) 92.25 14,391 172,693
Senior Code Enforcement Officer Police 1/13/2025 2,080 1 (Min) 49.96 8,659 103,911 2 52.58 9,114 109,366
3 55.34 9,592 115,108
4 58.25 10,096 121,151
5 (Max) 61.30 10,626 127,511
Senior Planner Mid-Management 1/12/2026 1,872 1 (Min) 66.25 10,335 124,019 2 69.73 10,878 130,530
3 73.39 11,449 137,383
4 77.24 12,050 144,596
5 (Max) 81.30 12,682 152,187
Systems Administrator Mid-Management 1/12/2026 1,872 1 (Min) 64.03 9,989 119,865 2 67.39 10,513 126,158
3 70.93 11,065 132,781
4 74.65 11,646 139,752
5 (Max) 78.57 12,257 147,089
Warehouse Clerk Miscellaneous 1/13/2025 2,080 1 (Min) 31.28 5,421 65,058 2 32.92 5,706 68,473
3 34.65 6,006 72,068
4 36.47 6,321 75,851
5 (Max) 38.38 6,653 79,834
Water Field Service Supervisor Mid-Management 1/12/2026 1,872 1 (Min) 62.02 9,675 116,101 2 65.28 10,183 122,196
3 68.70 10,718 128,612
4 72.31 11,280 135,364
5 (Max) 76.11 11,873 142,470
Water Quality & Prod Sup Mid-Management 1/12/2026 1,872 1 (Min) 62.02 9,675 116,101 2 65.28 10,183 122,196
3 68.70 10,718 128,612
4 72.31 11,280 135,364
5 (Max) 76.11 11,873 142,470
Water Quality Technician I Miscellaneous 1/12/2026 1,872 1 (Min) 41.58 6,487 77,845 2 43.77 6,828 81,932
3 46.06 7,186 86,233
4 48.48 7,563 90,761
5 (Max) 51.03 7,960 95,526
Water Quality Technician II Miscellaneous 1/12/2026 1,872 1 (Min) 47.83 7,462 89,544 2 50.34 7,854 94,245
3 52.99 8,266 99,193
4 55.77 8,700 104,401
5 (Max) 58.70 9,157 109,882
Water System & Conservation Manager Mid-Management 1/12/2026 1,872 1 (Min) 65.25 10,180 122,155 2 68.68 10,714 128,569
3 72.29 11,277 135,318
4 76.08 11,869 142,423
5 (Max) 80.07 12,492 149,900
City of San Bruno Employee Pay Schedule 2026

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Classification Bargaining Unit Effective
Date
Annual Time
Basis (hours)
Step Hourly
Rate
Monthly Rate Annual Rate
Water Systems Manager Mid-Management 1/12/2026 1,872 1 (Min) 74.22 11,579 138,947 2 78.12 12,187 146,241
3 82.22 12,827 153,919
4 86.54 13,500 162,000
5 (Max) 91.08 14,209 170,505
Water Systems Operator I Miscellaneous 1/12/2026 1,872 1 (Min) 42.41 6,615 79,384 2 44.63 6,963 83,552
3 46.98 7,328 87,938
4 49.44 7,713 92,555
5 (Max) 52.04 8,118 97,414
Water Systems Operator II Miscellaneous 1/12/2026 1,872 1 (Min) 48.50 7,566 90,796 2 51.05 7,964 95,563
3 53.73 8,382 100,580
4 56.55 8,822 105,860
5 (Max) 59.52$ 9,285$ 111,418$
Classification Bargaining Unit** Effective
Date
Step 1
(Min)
Step 2 Step 3 Step 4 Step 5
(Max)
Special Assistant Part-time/Temporary/Seasonal 1/1/2026 16.90 $ Open range 77.34$ CityNet Services Production Assistant Part-time/Temporary/Seasonal 1/13/2025 20.63 Open range 26.81 CityNet Services Special Assistant Part-time/Temporary/Seasonal 1/13/2025 27.84 Open range 34.03 Library Page Part-time/Temporary/Seasonal 1/1/2026 16.90 17.33 18.19 19.10 20.06 Library Aide Part-time/Temporary/Seasonal 1/13/2025 19.59 20.57 21.60 22.68 23.82 Library Assistant I (PT Temp) Part-time/Temporary/Seasonal 1/13/2025 23.72 24.90 26.15 27.46 28.83 Library Assistant II (PT Temp) Part-time/Temporary/Seasonal 1/13/2025 28.88 30.32 31.83 33.43 35.10 Librarian (On-Call Per-Diem) Part-time/Temporary/Seasonal 1/13/2025 - - - - 38.16 Recreation Leader I Part-time/Temporary/Seasonal 1/1/2026 16.90 17.33 18.19 19.10 20.06 Recreation Leader II Part-time/Temporary/Seasonal 1/13/2025 19.59 20.57 21.60 22.68 23.82 Recreation Specialist Part-time/Temporary/Seasonal 1/13/2025 23.72 24.90 26.15 27.46 28.83 Maintenance Assistant Part-time/Temporary/Seasonal 1/13/2025 28.88 30.32 31.83 33.43 35.10 Bus Driver Part-time/Temporary/Seasonal 1/13/2025 20.63 21.87 22.97 24.11 25.32 Lifeguard / Swim Instructor I Part-time/Temporary/Seasonal 1/1/2026 16.90 17.33 18.19 19.10 20.06 Lifeguard / Swim Instructor II Part-time/Temporary/Seasonal 1/13/2025 17.49 18.37 19.28 20.25 21.26 Water Safety Instructor I Part-time/Temporary/Seasonal 1/13/2025 17.82 18.71 19.65 20.63 21.66 Water Safety Instructor II Part-time/Temporary/Seasonal 1/13/2025 19.14 20.10 21.10 22.16 23.27 Community Services (PT Temp) Part-time/Temporary/Seasonal 1/13/2025 30.94 32.48 34.11 35.81 37.60 Dispatcher (Per-Diem) Part-time/Temporary/Seasonal 2/9/2026 56.96 Police Clerk (Per-Diem) Part-time/Temporary/Seasonal 1/13/2025 36.09$ * Councilmember salary is monthly as set by San Bruno Municipal Code Section 2.04.144 ** Positions in this group are unrepresented and participate in Social Security, not the California Public Employees' Retirement System (CalPERS) Adopted: February 10, 2026 (2026-009), February 24, 2026 (2026-XX) City of San Bruno Employee Pay Schedule 2026

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: February 24, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Travis M. Karlen, Community Services Director Tim Wallace, Community Services Superintendent
SUBJECT: Consider Adoption of a Resolution Approving the Selection of Artist Maxwell Emcays and the Sculpture Proposal “Pulse of Connection” for Installation at Posy Park, and Authorizing the City Manager, in Conjunction with the City Attorney, to Negotiate and Execute an Agreement with Maxwell Emcays in an Amount Not to Exceed $75,000 BACKGROUND:

The Posy Park Sculpture project originated as part of a broader effort to re-envision Posy Park as a welcoming gateway to downtown San Bruno and a more engaging public space for transit riders, residents, and visitors.

At an April 21, 2021, special meeting, the City Council reviewed conceptual designs for improvements to Posy Park intended to enhance the plaza’s function and visual appeal. Council selected an improvement concept that emphasized placemaking, public art, and amenities to better serve the site’s role as a prominent transit-adjacent gathering space. The project was identified as a City Council strategic priority but experienced delays due to staffing changes and funding considerations.

In Fall 2023, Community Services staff revitalized the Posy Park Improvements Project and conducted a detailed review of the previously approved scope of work. As part of that analysis, staff recommended repair of the fountain in lieu of reuse as a planter and shifting the public art component from additional mosaic murals to a free-standing sculpture that could serve as a focal point for the park.

At its regular meeting on October 8, 2024, the City Council approved a revised scope of work for the Posy Park Improvement Project. As part of that action, the City Council authorized the use of Public Art Fund resources for artwork repair and acquisition of a sculpture for Posy Park.

While funding was authorized for the public art component, the maximum commission to be awarded to an individual artist for the Posy Park sculpture is not to exceed $75,000.

DISCUSSION:

Following City Council direction, the City released a Call to Artists on August 21, 2025, for a permanent outdoor sculpture at Posy Park. The Call to Artists closed on October 22, 2025, with 40 qualified submissions.
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Honorable Mayor and Members of the City Council
February 24, 2026

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An ad-hoc Posy Park Sculpture Review Committee was formed to conduct an initial evaluation of the submissions. The committee consisted of Culture and Arts Commissioners Stephen Seymour, Nader Abumuoilish, and Jeanne George, along with longtime San Bruno artist Boris Koodrin and longtime public arts administrator Collette Murphy Stefanko.

The Review Committee was charged with evaluating each of the 40 qualified submissions using the first three scoring categories outlined in the Call to Artists based on three scoring categories outlined in the Call to Artists:

1. Artistic Merit and Technical Quality

2. Appropriateness for Public Space

3. Artist’s Qualifications
The Review Committee initially met on December 2, 2025. At the meeting staff reviewed the scoring categories and emphasized the importance of evaluating not only the visual qualities of the proposed works, but also the artists’ demonstrated experience and the thoughtfulness of their written statements.

The Committee reconvened on December 16, 2025, to review the individual scores and identify a shortlist of proposals to advance to the next phase of the process. Based on the combined scores of all five members, the committee selected ten proposals to move forward.

The ten shortlisted proposals were presented to the community through a public survey, which opened on December 19, 2025, and closed on January 5, 2026. The survey was promoted through multiple formats, including City social media platforms, City newsletters, physical flyers, and sandwich boards placed at the Recreation and Aquatic Center and Posy Park, with additional promotion at the Senior Center.

All ten proposals were included in the public survey; however, it should be noted that the three proposals with the highest scores from the committee were:
Jack Howard Potter, “The Ride” with a score of 88.2
Maxwell Emcays, “Pulse of Connection” with a score of 84.2 Alex Pentek, “Integrity” with a score of 83
Members of the public were invited to review the ten proposals and rate each on a scale of one to five, with one indicating “not recommended” and five indicating “highly recommended.” A total of 542 respondents participated in the survey. Of these respondents, 462 indicated they were San Bruno residents.

Based on the public survey results:

Artist Solomon Bassoff, “Endangered butterflies in San Bruno...Bay Checkerspot, Calippe Silverspot, Mission Blue” received the highest average score of 3.36 Artist Maxwell Emcays, “Pulse of Connection” received the second-highest average score of 3.30
Artist Anastasia Komar, “Jeewanu” received the third-highest average score of 2.79

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Honorable Mayor and Members of the City Council
February 24, 2026

Page 3 of 4 ends

It was predetermined that with the public survey, the highest average score would receive an additional ten points, the 2nd highest average score would receive an additional seven points, and the 3rd highest average score would receive an additional five points. Considering both the Review Committee’s evaluation scores and the public survey results, the proposals ranked as follows based on total combined points:

Artist Review Committee Points Public Survey Points Total Points Maxwell Emcays 84.2 7 91.2
Jack Howard-Potter 88.2 - 88.2
Solomon Bassoff 76.2 10 86.2
Alex Pentek 83 - 83
Anastasia Komar 78.4 4 82.4
Lorri Alcott 76.6 - 76.6
Chad LaFever 72 - 72
Vito Di Bari 70.6 - 70.6
Katharina Moerth 69.6 - 69.6
Rae BK 69.4 - 69.4
At the regular meeting of January 15, 2026, the Culture and Arts Commission discussed the Posy Park Sculpture proposals. The current membership of the commission is five members, and three commissioners were present, meeting the minimum quorum requirement. The discussion focused primarily on individual artistic preferences, with each of the three commissioners present supporting a different proposal based on subjective aesthetic and thematic considerations, although there was a comprehensive selection process.

Commissioners noted specific concerns with each proposal, including limited local connection and distinctiveness, similarities to existing artwork, and questions regarding final execution.

Ultimately, despite these concerns and the established evaluation results, the Commission reached consensus to recommend the proposal that ranked third overall through the selection process. Staff advised that any selected artwork would require further coordination with the artist and installers to ensure structural and safety requirements are met.

Commissioners were asked to take into consideration how the proposals performed during earlier phases of the selection process. It should be noted that the Emcays proposal finished second with both the Review Committee and the public survey, however, based on scoring, it received the highest score in the process. In contrast, the Bassoff proposal ranked sixth with the Review Committee but received the highest score in the public survey and received the 3rd highest score in the process.

After weighing artistic merit, the selection process, scoring results, and public input, the Commission recommended that the City Council select artist Solomon Bassoff and the proposed sculpture titled “Endangered butterflies in San Bruno” for installation at Posy Park.

City Council Study Session
The City Council held a special meeting on February 10, 2026, to conduct a study session addressing the divergence between the established process – which identified Pulse of

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Honorable Mayor and Members of the City Council
February 24, 2026

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Connection as the highest rated proposal - and the Commission’s recommendation of Endangered Butterflies of San Bruno.

During the special meeting, the City Council reached consensus that staff should adhere to the evaluation and scoring process outlined in the Posy Park Sculpture Call to Artists. Application of these scoring criteria resulted in Maxwell Emcays’ proposal, Pulse of Connection, receiving the highest overall score, as reflected in the table on page three of this report.

Consistent with the City Council’s direction and the results of the established evaluation process, staff recommends moving forward with Maxwell Emcays’ sculpture proposal.

During City Council deliberation, a question was raised regarding the anticipated timeline for completion of the sculpture. Mr. Maxwell has indicated that, once a contract is executed, design, fabrication, delivery, and installation can be completed in 13-15 weeks, barring any unforeseen delays.

FISCAL IMPACT:

Funding for the Posy Park Sculpture project has previously been authorized by the City Council.

The artist commission shall not exceed $75,000. Additional costs associated with installation of the sculpture are anticipated and will not exceed the total amount authorized by City Council in 2024.

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:

Adopt a Resolution approving the San Bruno Culture and Arts Commission’s recommendation to select artist Maxwell Emcays and the sculpture proposal “Pulse of Connection” for installation at Posy Park, authorize the City Manager in conjunction with the City Attorney, to negotiate and execute an agreement with Maxwell Emcays in an amount not to exceed $75,000.

ALTERNATIVES:

Adopt a resolution authorizing the selection of an alternative sculpture from the qualified submissions presented to the City Council at the special meeting study session on February 10, 2026.

ATTACHMENTS:

1. Resolution

2. Call to Artists

3. Artist Maxwell Emcays’ Posy Park Sculpture Application Packet

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1 3
5 9
4 RESOLUTION NO. 2026 - ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO APPROVING THE SELECTION OF ARTIST MAXWELL EMCAYS AND THE SCULPTURE PROPOSAL “PULSE OF CONNECTION” FOR INSTALLATION AT POSY PARK, AND AUTHORIZING THE CITY

MANAGER, IN CONJUCTION WITH THE CITY ATTORNEY, TO NEGOTIATE AND EXECUTE AN AGREEMENT WITH MAXWELL EMCAYS IN AN AMOUNT NOT TO EXCEED $75,000 WHEREAS, the City of San Bruno has undertaken improvements to Posy Park to enhance the plaza as a welcoming gateway to downtown and an engaging public space for transit riders, residents, and visitors; and
WHEREAS, on October 8, 2024, the City Council approved a revised scope of work for the Posy Park Improvement Project and authorized the use of Public Art Fund resources for acquisition and installation of a permanent outdoor sculpture; and
WHEREAS, on August 21, 2025, the issued a Call to Artists for a Posy Park sculpture and received 40 qualified submissions; and
WHEREAS, an ad-hoc Posy Park Sculpture Review Committee evaluated submissions using the criteria establish in the Call to Artists and shortlisted ten proposals; and WHEREAS, the ten shortlisted proposals were presented to the community through a public survey to gather additional input, which garnered 542 responses, of which 462 were San Bruno residents; and
WHEREAS, scores from the Review Committee and public survey were combined in accordance with the published selection process, resulting in Maxwell Emcays’ proposal, “Pulse of Connection,” receiving the highest overall score; and
WHEREAS, the City Council held a study session on February 10, 2026, to review the selection process and directed staff to proceed in accordance with the established scoring criteria and results; and
WHEREAS, staff recommends selection of Maxwell Emcays and the sculpture proposal “Pulse of Connection” consistent with the adopted process and available funding.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of San Bruno hereby approve the selection of artist Maxwell Emcays and the sculpture proposal “Pulse of Connection” for installation at Posy Park and authorizes the City Manager, in conjunction with the City Attorney, to negotiate and execute an agreement with Maxwell Emcays in an amount not to exceed $75,000. ---oOo---
I hereby certify that foregoing Resolution No. 2026 - __ was introduced and adopted by the San Bruno City Council at a regular meeting on February 24, 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_____________________________
Lupita Huerta, City Clerk
172 of 258 ATTACHMENT 1
City of San Bruno Culture and Arts Commission Sculpture Exhibit
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Culture and Arts Commission
Posy Park Sculpture
Call to Artists
The City of San Bruno in conjunction with the San Bruno Culture and Arts Commission invites qualified professional artists to submit a proposal for a Sculpture at Posy Park located at the intersection of Huntington Ave and San Mateo Ave, San Bruno, CA 94066.

DETAILS:

Open Call to Artists – Sculpture at Posy Park
Compensation: Up to $75,000 Artist Commission
Call to Artists Release: August 21, 2025
Call to Artists Deadline: October 22, 2025, at 5:00 p.m. PDT Installation Date: On or before February 27, 2026

PROJECT DETAILS
The City of San Bruno Culture and Arts Commission invites artists to submit proposals for a permanent outdoor sculpture to be installed at Posy Park. Located at the intersection of Huntington Avenue and San Mateo Avenue, Posy Park is a prominent public plaza situated just outside the San Bruno Caltrain station and is a gateway to downtown San Bruno. Additionally, the park features a tile mural commemorating the city’s history, making it a key cultural landmark and potential community gathering place.

The sculpture will serve as the focal point of a broader revitalization effort at Posy Park, which will include a repaired fountain, refreshed landscaping, new bicycle lockers, and restoration of the existing tile mural. This public art installation will enhance the visual appeal and community value of the park, helping to connect residents and visitors to San Bruno’s dynamic identity.

The submission is open to all professional artists aged 18 and over. Proposals will be reviewed by an ad-hoc selection committee composed of members of the San Bruno Culture and Arts Commission. Public input with be gathered through a survey that invites community feedback based on the finalists’ proposals. The full Commission will consider the committee’s recommendation and survey results before forwarding a final recommendation to the San Bruno City Council for approval.

CITY OF SAN BRUNO
San Bruno is a vibrant, diverse city on the San Francisco Peninsula, nestled between the cities of South San Francisco and Millbrae. With a population of approximately 42,200, San Bruno offers the welcoming feel of a small town alongside the benefits of a 173 of 258 ATTACHMENT 2
City of San Bruno Culture and Arts Commission Sculpture Exhibit
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major metropolitan hub. The city is a key transportation nexus, offering direct access to Interstates 280 and 380, U.S. Highway 101, and close proximity to San Francisco International Airport. San Bruno is also served by BART and Caltrain, offering regional connectivity.

Posy Park, the sculpture site, is located at the northern entrance to downtown San Bruno and is immediately adjacent to the San Bruno Caltrain station. This high-visibility space serves as a front door to downtown transit riders and pedestrians, making it an ideal setting for a public artwork that will be seen by thousands of commuters, residents and visitors each week. As a crossroads of transit, commerce, and community, the site offers artists a unique opportunity to create an engaging and enduring piece that reflects the spirit of San Bruno.

SCULPTURE THEME

To encourage maximum creative freedom, the Culture and Arts Commission has not defined a specific theme for the sculpture. However, the final work should be contextually appropriate - complimenting Posy Park, the surrounding streetscape, and the broader character of San Bruno.

SCULPTURE ATTRIBUTES

The Commission seeks a sculpture that is dynamic, memorable, and visually compelling.

Ideal submissions will be approachable, spark curiosity and leave a lasting impression.

The work should be durable, safe for public interaction, and reflective of San Bruno’s identity as a diverse, evolving community rooted in connectivity and culture. Physical dimensions include a minimum height of 6 feet and maximum height of 10 feet. The sculpture may not exceed 5 feet in width at any point.

SELECTION & SUBMISSION CRITERIA

Sculpture Requirements
 Sculpture must be a permanent, free-standing work designed for long-term outdoor display in a public setting.
 Artist is responsible for specifying the method by which the sculpture will be mounted, including details on how the artwork should be secured. Based on this information, the City will design and construct a compatible mounting system/base for the sculpture to be installed on site.
 All materials must be durable and weather-resistant, capable of withstanding sun, wind, rain, and public interaction. Materials must be non-flammable or fire- resistant.
 The sculpture must not include any elements that pose safety risks, such as sharp edges, climbing hazards, or loose components.
 Selected artist may be required to submit technical drawings and/or engineering documentation to certify the sculpture’s structural integrity.  Selected artist will be responsible for fabrication and delivery to the installation

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site by a specified deadline.
 Installation of the sculpture will be performed by a contractor retained by the City. The artist will be expected to consult with City staff, Marina Landscape Inc. and the procured installer to ensure proper orientation and placement of the work. This will be coordinated by City staff.
 Artists may submit proposals for either a new, yet-to-be-fabricated sculpture or an existing, previously fabricated sculpture for consideration.

Installation Location
 Sculpture will be installed in Posy Park, a prominent public plaza in downtown San Bruno at the corner of Huntington Avenue and San Mateo Avenue, immediately adjacent to the Caltrain station.
 Installation site will be in a level planting bed near the southwest corner of Posy Park. Please see photos below on pages 5-7.
 Installation will be carried out by a professional contractor procured and managed under the direction of the City. Artist is not responsible for physical installation, but must coordinate with City staff to ensure the sculpture is installed as intended.
 Artist will be required to deliver the completed sculpture to the site by the agreed-upon date and to provide any guidance needed for safe and accurate installation.
 Selected artist will be required to enter into an Artist Agreement with the City and carry insurance as outlined in the Agreement (example agreement is attached below beginning on page 9).

Submission Requirements
Artists must submit the following materials:
 Completed application. Application link found below.
 Written description of the proposed sculpture, including title, concept/inspiration, materials, and dimensions.
 Minimum of three (3) high-resolution images or renderings showing multiple views of the proposed sculpture.
 Minimum of two (2) other examples of similar work completed for another municipality, public agency or private organization.
 Optional: additional images of past work relevant to the proposed design.  Artist resume and artist statement.
 Contact information, including artist’s name, mailing address, email, phone number, and website.
 Up to three (3) separate sculpture proposals may be submitted per artist.  Budget information, including cost of materials.

EVALUATION AND SELECTION

Selection Panel
Proposals will be reviewed by a review committee primarily made up of members of the San

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Bruno Culture and Arts Commission. Public input will also be solicited through a community survey, the results of which will be considered by the full Commission for a recommendation to the City Council. The City Council will have the final decision on sculpture selection.

Judging Criteria
Submissions will be evaluated based on the following weighted criteria:

Artistic Merit and Technical Quality (35 Points Max): Demonstrated creativity, originality, and technical proficiency of the proposed work.

Appropriateness for Public Space (30 Points Max): Suitability of the work for a permanent outdoor public setting, including safety, durability, resistance to vandalism, and how well it complements the character of the surrounding area.

Artist’s Qualifications (35 Points Max): The aesthetic quality of the artist’s past work, including content, craftsmanship, uniqueness and relevance to its environment as well as the artist’s demonstrated ability to translate art concepts into durable and safe materials.

Community Survey Results: The Commission will conduct a community survey of the submissions and award additional points to the top designs: 1st place – 10 points, 2nd place – 7 points, 3rd place – 5 points.

San Mateo County Artists: Proposals from artists residing in San Mateo County will receive 5 additional points.

San Bruno Artists: Proposals from San Bruno residents will receive a total of 10 additional points (5 for county residency and 5 for city residency).

Scoring Matrix:

Category Maximum Score
Artistic Merit and Technical Quality 35 Points
Appropriateness for Public Space 30 Points
Artist’s Qualifications 35 Points
Community Survey Results 10 Points
San Mateo County Artists 5 Points
San Bruno Artists 5 Points
Maximum Possible Score 120 Points

How to Enter
Submit application at sanbruno.ca.gov/sculpture

Questions?
Contact Tim Wallace at [email protected] or (650) 616-7084

Attachment
Sample Art Agreement – City of San Bruno

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THE INFORMATION CONTAINED IN THE FOLLOWING

PAGES IS A SAMPLE AGREEMENT AND FOR

INFORMATION ONLY AND SHOULD NOT BE FILLED OUT

AS PART OF THE PROPOSAL

DO NOT COMPLETE THE FOLLOWING PAGES

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Art Agreement between City of San Bruno and for
(Project Title)

CITY OF SAN BRUNO ART AGREEMENT
This Agreement is made and entered into as of
by and between the City of San Bruno (“City”), a municipal corporation (the “City”), and , (the “Artist”) (sometimes
collectively referred to herein as the “Parties”, and individually as “Party”).

RECITALS

A. On , the City issued a Call to Artists for artists to create within the City.

B. The City has selected the Artist to create
at (“Site”) in the
City.

C. The City will maintain, repair, landscape, and/or decommission the _____________

as appropriate and provided herein.

D. The Artist represents that he/she has the appropriate background, training, and experience to create the for the
City.

II. SCOPE OF WORK

A. Subject to the terms and conditions set forth in this Agreement and with the more detailed Scope of Work set forth in Exhibit A and hereby incorporated, the Artist shall execute the Artwork in accordance with Image 1 in Exhibit A, attached hereto and incorporated herein as though set forth in full (“Artwork”). City shall have the right to request, in writing, changes in the Scope of Work as provided in Exhibit A.

Any changes mutually agreed upon by the Parties, and any increase or decrease in compensation, shall be incorporated by written amendments to this Agreement.

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B. The Artist hereby certifies the Artwork as unique and has not been, or shall not be, duplicated for any other site.

C. The Artist shall guarantee the structural integrity of the Artwork for 5 years following the completion of the Artwork, and the Artist shall repair any damage to the Artwork in that time period and during the installation period at the expense of Artist.

D. The Artist shall perform all services required under this Agreement to the highest professional standards and in a manner reasonably satisfactory to the City. The Artist shall comply with all applicable federal, state, and local laws, ordinances, codes, and regulations, including but not limited to maintaining any necessary licenses.

E. The Artist agrees to complete the Artwork no later than _________________ unless extended in writing by the City Manager or designee.

III. AMOUNT AND MANNER OF PAYMENT

A. In consideration of the Artist’s execution of the Artwork, the City shall pay the Artist a fixed sum of _____________ (the “Artist Fee”). The City shall pay ______________ (50% of the Artist Fee) to the Artist upon execution of this Agreement, and shall pay the remaining ___________ (50% of the Artist Fee) to the Artist upon satisfactory completion of the Artwork.

B. After completing the Artwork and receiving final approval from the City’s Community Services Director, the Artist shall submit an invoice to the City for the final payment. The City shall pay all undisputed amounts within forty-five days (45) of receipt of invoice.

C. The Artist shall be responsible for:
i. all subcontractor and consultant costs, including engineers, electricians, materials, fabricators, studio, and overhead costs;
ii. all costs related to fabrication, transportation, delivery, storage, and security of all components of the Artwork;

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iii. all costs related to preparation and clean-up of the site, which is presented “as is” to the Artist; iv. all costs related to General and Automobile Liability, Professional Liability insurance, and automotive insurance as required; v. all travel costs, including room and board; and
vi. any other costs associated with the completion of the Artwork, including all costs required for permits and licenses.

D. All invoices shall be directed to the attention of City of San Bruno.

IV. MAINTENANCE AND WARRANTY OF ARTWORK

A. Except for as provided elsewhere in this Agreement, including Paragraph C of Section I, the City shall maintain and repair the Artwork as reasonably necessary until such time the City decommissions the Artwork.

B. Artist hereby warrants that the Artwork will be free of defects in workmanship (due to faulty design or fabrication), materials and finish, including inherent vice, and that the Artist will, at the Artist’s own expense, remedy, repair or replace any such defects in workmanship, materials and finish, including inherent vice, and if necessary, replace the Artwork, which appear within a period of sixty (60) days following the date the Artwork is completed.

V. RISK OF LOSS

Artist bears the sole risk of damage to or loss of all Artwork to be produced by Artist pursuant to this Agreement until such Artwork is delivered to City and City accepts such Artwork as satisfactorily completed pursuant to Exhibit A.

VI. CITY’S RIGHT AND TITLE TO, AND INTEREST IN, THE ARTWORK

A. The Artist shall not retain ownership of or any right, title or interest in the Artwork.

The Parties agree that the Artwork and all such rights, title and interest in or to the Artwork are being sold to the City for whatever use the City desires, and that the

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City does and shall at all times own, solely and exclusively, complete and unencumbered, all rights, title and interest in and to all of the Artwork worldwide, any modifications thereto and any derivative works based thereon. Nothing contained herein shall be deemed to constitute a mere license or franchise for City.

The Parties further agree that the City, and its successors and assigns, will be free to use, modify, distribute, donate, sell, license or otherwise exploit the Artwork and any modifications to or derivative works based thereon without any restrictions or limitations or any obligations or payments to the Artist.

B. The City hereby authorizes the Artist to make, and to authorize the making of, limited photograph and video reproductions of the Artwork for educational and self- promotional purposes. For purposes of this Agreement, the following are deemed to be photograph and video reproductions for educational and self-promotional purposes: slides, film strips, and video episodes not intended for a mass audience and used solely for educational programs that are hosted by the Artist in print media, on Artist’s website and social media sites, and on Artist’s computers and on any other electronic media, as long as such reproduction is provided to others at no cost. Under no circumstances shall the Artist use or make any photograph or video reproductions of the Artwork for commercial purposes and any photograph or video reproductions used or made by the Artist shall not compete with any City endeavor to sell or promote reproductions of the Artwork. The City has sole discretion to determine whether a photograph or video reproduction is utilized for educational and self-promotional purposes or whether the reproduction competes with the City’s endeavors to sell or promote its reproductions in the City. If the City determines that the photograph or video reproduction does not meet the terms of this section, the City shall provide written notice to the Artist, as appropriate, and, upon receipt of such notice, the noticed Party shall immediately cease and desist the use of the reproduction.

C. Artist hereby transfers to the City all rights of reproduction, as that term is defined in California Civil Code Section 982, in the Artwork, including, but not limited to, the right to reproduce the Artwork in any manner whatsoever for commercial and non- commercial purposes. Hereinafter, the Artist shall not acquire nor claim any rights in

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or to the Artwork, any uses, reproductions or derivatives thereof or any proceeds therefrom.

D. The Artist hereby waives, releases, and disclaims any rights, demands, or claims as may arise at any time and under any circumstances against the City, its elected officials, officers, agents, employees, attorneys, servants, volunteers, successors, and assigns arising under the federal Visual Artists Rights Act (17 U.S.C. §§ 106A and 113(d)), the California Art Preservation Act (Cal. Civil Code § 987 et seq.), and any other local, state, federal or international laws that convey rights of the same nature as those conveyed under 17 U.S.C. § 106A, California Civil Code § 987 et seq., or any other type of moral right protecting the integrity of works of art. The Artist acknowledges and agrees that the City, in its sole and exclusive discretion, may, among other acts, temporarily or permanently modify, alter, change or destroy the Artwork. Artists expressly waives any and all rights under California Civil Code Section 1542, which states, “A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.” E. The Artist shall defend any action or proceeding brought against the City based on any claim that the Artwork, or any portion thereof, or the use of the Artwork, or any part thereof, constitutes infringement on any United States patent, copyright or trademark, now or hereafter issued. The City shall give prompt written notice to the Artist of any such claim or proceeding and will reasonably provide authority, information and assistance in the defense of the same. The Artist shall indemnify and hold harmless the City from and against all liabilities in any such action or proceeding. The Artist shall keep the City informed of all new developments in the defense of such actions or proceedings.

VII. ORIGINALITY OF ARTWORK

A. Artist represents and warrants that (i) the Artwork is and will be original; (ii) at the time of transfer hereunder, Artist is the sole owner of the Artwork and of all rights

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therein; (iii) Artist is and will be the sole creator of the Artwork; (iv) Artist has and will have full and sufficient right to assign all rights granted herein and to waive all rights relinquished herein; (v) Artist is not under any obligation to transfer or sell the Artwork to any third party; (vi) the Artwork has not been and will not be published under circumstances which have or will cause a loss of any copyright, trademark or other proprietary rights therein; and (vii) the Artwork does not and will not infringe any patent, copyright, trademark or other proprietary rights, privacy rights or other rights of any third party, nor has any claim (whether or not embodied in a legal action, past or present) of such infringement been threatened or asserted, nor is such a claim pending, against Artist (or, insofar as Artist is aware, against any entity from which Artist has obtained any rights).

VIII. INDEMNIFICATION

A. To the full extent permitted by law, Artist shall indemnify, hold harmless and defend City, its elected officials, officers, agents, employees, attorneys, servants, volunteers, successors and assigns from and against any and all claims, demands, causes of action, liability, losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged acts or omissions of Artist or their volunteers or any other person or entity involved by, for, with or on behalf of Artist in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of City’s choice. The Parties understand and agree that the duty of Artist to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code.

B. Artist, on behalf of their heirs, executors, administrators and assigns, hereby releases, discharges and agrees not to sue the City of San Bruno, its agents, officers, servants and employees, for any injury, death or damage to or loss of personal property arising out of, or in connection with Artist’s performance of services pursuant to this Agreement, from whatever cause, with the exception of the active negligence or willful misconduct of the City.

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C. Artist’s obligations under this or any other provision of this Agreement will not be limited by the provisions of any workers compensation act or similar act. Artist expressly waives its statutory immunity under such statutes or laws as to City, its officers, agents, employees and volunteers.

D. City does not, and shall not waive any rights that it may possess against Artist because of the acceptance by City, or the deposit with City, of any insurance policy or certificate. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense. Artist agrees that Artist’s covenant under this Section shall survive the termination of this Agreement.

E. Artist agrees to pay all required taxes on amounts paid to Artist under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Artist shall fully comply with the workers’ compensation laws applicable to Artist and/or Artist’s volunteers. Artist further agrees to indemnify and hold City harmless from any failure of Artist to comply with applicable workers’ compensation laws. City shall have the right to offset against the amount of any fees due to Artist under this Agreement any amount due to City from Artist as a result of Artist’s failure to promptly pay to City any reimbursement or indemnification arising under this Section.

IX. INSURANCE

A. The Artist shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, insurance as follows:
i. A policy or policies of Comprehensive General Liability Insurance, with minimum limits of $1,000,000 for each occurrence, combined single limit, against any personal injury, death, loss, or damage resulting from wrongful or negligent acts by the insured Party.

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ii. A policy or policies of Comprehensive Vehicle Liability Insurance covering personal injury and property damage, with minimum limits of $1,000,000 per occurrence combined single limit, covering any vehicle utilized by the Artist in performing the work required by this Agreement.
iii. Workers’ compensation insurance as required by the State of California.

B. The Artist shall require each of their sub-contractors (if any) to maintain insurance coverage that meets all of the requirements of this Agreement.

C. The City’s Risk Manager may, in writing, amend and/or waive the insurance provisions set forth in paragraph A. of this section. In such case, the Artist shall comply with the insurance provisions required by the City’s Risk Manager.

D. The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A-;VII in the latest edition of Best’s Insurance Guide.

E. The Artist agrees that if the Artist does not keep the aforesaid insurance in full force and effect, the City may immediately terminate this Agreement.

F. At all times during the term of this Agreement, the Artist shall maintain on file with the City Clerk a certificate or certificates of insurance on the form approved by the City’s Risk Manager, showing that the aforesaid policies are in effect in the required amounts. The Artist shall, prior to commencement of work under this Agreement, file with the City Clerk such certificate or certificates. The general liability insurance and vehicle insurance shall contain an endorsement naming the City as an additional insured. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty days’ prior written notice to the City, and specifically stating that the coverage contained in the policies affords insurance pursuant to the terms and conditions as set forth in this Agreement.

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G. The insurance provided by the Artist shall be primary to any coverage available to the City. The policies of insurance required by this Agreement shall include provisions for waiver of subrogation.

H. Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of the City, the Artist shall either reduce or eliminate the deductibles or self-insured retentions with respect to the City, or the Artist shall procure bonds guaranteeing payment of losses and expenses.

X. INDEPENDENT CONTRACTOR

The Parties agree, understand, and acknowledge that the Artist is not an employee of the City, but is solely an independent contractor. The Artist expressly acknowledges and agrees that the City has no obligation to pay or withhold state or federal taxes or to provide workers’ compensation or unemployment insurance or other employee benefits and that any person employed by the Artist shall not be in any way an employee of the City. As such, the Artist shall have the sole legal responsibility to remit all federal and state income and social security taxes and to provide for their own workers compensation and unemployment insurance and that of their employees or subcontractors. Neither the City nor any of its agents shall have control over the conduct of the Artist or any of the Artist’s employees. The Artist shall not, at any time, or in any manner, represent that they or any of their agents or employees are in any manner agents or employees of the City. The Artist shall indemnify and hold harmless the City and its elected officials, officers and employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from any and all liability, damages, claims, costs and expenses of any nature to the extent arising from the Artist’s personnel practices.

XI. TERMINATION OF CONTRACT

A. The City retains the right and privilege of canceling, suspending, or abandoning the execution of any work in connection with this Agreement.

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B. The City shall have the right to terminate this Agreement for any reason, or for no reason, upon seven calendar days’ written notice to the Artist. The Artist agrees to cease all work under this Agreement on or before the effective date of such notice.

C. In the event of termination or cancellation of this Agreement by the City, the Artist shall be paid based on the percentage of work satisfactorily performed at the time of termination. In no event shall the Artist be entitled to receive more than the amount that would be paid to the Artist for the full performance of the services required by this Agreement. The Artist shall have no claim against the City by reason of such termination, including any claim for compensation.

XII. FAILURE TO OBJECT NOT A WAIVER

No waiver of full performance by any Party shall be construed or operate as a waiver of any subsequent default or any of the terms, covenants, and conditions of this Agreement. The payment or acceptance of fees for any period after a default shall not be deemed a waiver of any right or acceptance of defective performance.

XIII. LIMITATION ON ASSIGNMENT

A. The personal skill, judgment, and creativity of the Artist are an essential element of this Agreement. Therefore, although the Parties recognize that the Artist may employ qualified personnel or volunteers to work under the Artist’s supervision, the Artist shall not assign, transfer or subcontract the creative and artistic portions of the Artwork to another party without the prior written consent of the City.

B. Any such purported assignment without the City’s prior written consent shall be null and void, and the Artist shall hold harmless, defend, and indemnify the City and its officers, officials, employees, agents and representatives with respect to any claim, demand or action arising from any unauthorized assignment.

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XIV. APPROVAL

Whenever approval, consent, information, or data is herein required of any or all Parties, the same shall not be unreasonably or arbitrarily delayed or withheld.

XV. NOTICES

Any notices, bills, invoices, etc. required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand during the receiving party’s regular business hours or by facsimile before or during the receiving party’s regular business hours; or (b) on the second business day following deposit in the United States mail, postage prepaid, to the addresses set forth below, or to such other addresses as the Parties may, from time to time, designate in writing pursuant to this section.

If to the City: If to the Artist:

City of San Bruno
567 El Camino Real
San Bruno, CA 94066
ATTN: Community Services Director

XVI. AMENDMENTS

No modification or amendment of the terms hereof shall be effective unless written and signed by authorized representatives of the Parties. The Parties expressly reserve the right to modify this Agreement from time to time by mutual written agreement.

XVII. LAW AND VENUE

The validity, interpretation, and performance of this Agreement shall be controlled by and construed under the laws of the State of California, excluding California’s choice of law rules. Venue for any such action relating to this Agreement shall be in the San Mateo County Superior Court.

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XVIII. ATTORNEYS’ FEES
If any legal action or other proceeding, including action for declaratory relief, is brought for the enforcement of this Agreement or because of an alleged dispute, breach, default or misrepresentation in connection with this Agreement, the prevailing Party shall be entitled to recover all attorneys’ fees, experts’ fees, and other costs, in addition to any other relief to which the Party may be entitled.

XIX. ENTIRE AGREEMENT

This Agreement constitutes the entire understanding between the Parties with respect to the subject matter hereof and supersedes any and all prior understandings or agreements in regard thereto.

XX. SEVERABILITY

If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

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IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed as of the first date above written.

CITY OF SAN BRUNO ARTIST
A Municipal Corporation

ALEX MCINTYRE
City Manager
FISCAL IMPACT:

NICK PEGUEROS
Director, Administrative Services
ATTEST:

LUPITA HUERTA
City Clerk
APPROVED AS TO FORM:

TRISHA ORTIZ
City Attorney

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Exhibit A
Outdoor Sculpture Installation Location (the Site)
Posy Park – Corner of Huntington Avenue
and San Mateo Avenue

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Exhibit B

Insert Image of Sculpture

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Wednesday, October 22, 2025
Call for Artists Application
Sculpture at Posy Park
Artist Information
Lead Artist's Name
Lead Artist's Address
Lead Artist's Mailing Address (if
different from address above)
Lead Artist's Phone Number
Lead Artist's Email Address
Maxwell Emcays
[email protected]
Lead Artist's Website URL https:/ /maxwell.emcays.com/
kZcKCVgMbY
Is the Proposed Sculpture
Prefabricated? No, the proposed sculpture is not prefabricated.

If No, please provide the number of weeks to complete the sculpture once a contract is awarded (max 200 characters):

It will be discussed in detail when contract is awarded.

Are any other artists contributing to
the creation of this sculpture? No other artists will be contributing to the creation of this sculpture.

If you indicated that other artists will be involved in the creation of the sculpture, please list their name(s) below:

N/A
Artist's Resume
Upload (max 5 MB)
CV - Maxwell Emcays.pdf
rIExmhPKfM
Artist Statement
Upload (max 5 MB)
Artist Statement.docx
kZjwgIlXZk
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ATTACHMENT 3
Proposed Sculpture Information
Sculpture Title (max 200 characters)
Wings of Connection
Media Used (max 200 characters)
Pulse of Connection
Sculpture Height (in feet and inches,
must fall within 6’-10')
8’
Sculpture Width (in feet and inches,
must not exceed 5')
5’
Describe the Concept and Inspiration for the Proposed Sculpture (max 2000 characters) The Pulse of Connection is a sculptural reflection of rhythm, movement, and unity—an artistic expression of how people and stories converge within the heartbeat of a city. Inspired by San Bruno’s dynamic sense of community and connectivity, the artwork embodies the idea that every individual journey contributes to a shared collective energy. Composed of plasma-cut aluminum with integrated solar-powered LED illumination, the piece rises approximately 9 feet high and 4.5 feet wide, with a sturdy internal stainless- steel armature ensuring long-term durability.

Its abstract, interwoven wave-like forms represent paths and lives intersecting—each curve symbolizing growth, aspiration, and harmony within diversity. Throughout the day, sunlight filters through the intricately cut aluminum patterns, casting a dance of shifting shadows across the ground and inviting viewers to interact with its movement. At night, soft LED lighting transforms the sculpture into a glowing beacon, echoing the pulse of community life and illuminating the surrounding space with warmth and reflection.

Drawing inspiration from Maxwell Emcays’s public works such as Aspire and Our Woven Story, this sculpture continues his exploration of layered abstraction, light, and storytelling. The materials—plasma- cut powder-coated aluminum, stainless steel, and solar LEDs—are weather-resistant, sustainable, and suited for outdoor display. Ultimately, The Pulse of Connection serves as a visual metaphor for the spirit of San Bruno, celebrating connection, resilience, and the beauty found in shared experience.

Images or Renderings Showing Multiple Views of the Proposed Sculpture
Upload high-resolution color images or renderings
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File Uploads (max 5 MB each image;
minimum 3 images, maximum 5
images)
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Describe How the Proposed Sculpture Will Engage the Public (max 2000 characters) The proposed sculpture, “Pulse of Connection,” is designed to serve as a living symbol of unity, energy, and shared human experience. Its flowing, interconnected aluminum forms represent the rhythm of life — the heartbeat that ties communities together despite differences in background or belief. The integrated LED lighting subtly pulses at intervals, symbolizing a collective heartbeat, inviting viewers to pause, reflect, and feel part of something larger than themselves.

Positioned in a public space, the sculpture encourages interaction both visually and emotionally. During the day, the reflective aluminum surfaces catch the movement of light and shadow, creating an ever- changing visual experience that mirrors the diversity and dynamism of the community. At night, the glowing LEDs transform the sculpture into a beacon of connection and warmth, drawing visitors in and offering a space for contemplation, gathering, and inspiration.

Beyond aesthetics, “Pulse of Connection” fosters engagement through symbolism and accessibility. The piece will become a focal point for public dialogue, photo opportunities, and community events. Its abstract yet relatable form encourages personal interpretation — allowing each visitor to find their own meaning in its design. Ultimately, this sculpture bridges art and emotion, offering a shared experience that reminds everyone of our interconnectedness, resilience, and the beauty of collective rhythm that defines every thriving community.

Describe How the Proposed Sculpture Will Enhance a Sense of Community (max 2000 characters)
The proposed sculpture, “Pulse of Connection,” enhances a sense of community by embodying the idea that every individual contributes to the collective heartbeat of a shared space. Its design — composed of interwoven aluminum forms illuminated by rhythmic LED light — reflects how diverse lives and stories come together to create unity, strength, and movement. The pulsing light represents the energy that flows between people when they connect, collaborate, and care for one another. 5 200 of 258

By serving as both a visual landmark and gathering point, the sculpture becomes a catalyst for togetherness. It invites residents and visitors alike to engage, reflect, and celebrate their community’s shared identity. Whether people stop to take a photo, meet with friends, or simply experience the sculpture’s light shifting from day to night, the artwork offers a moment of connection — not only with the piece itself but with others experiencing it.
“Pulse of Connection” transforms public space into a place of belonging. Its message of unity transcends barriers of age, background, and culture, reminding everyone that they are part of a larger story. Over time, it becomes more than an installation — it becomes a community symbol, reinforcing pride, harmony, and the enduring rhythm that connects all who share that space.

Describe How the Proposed Sculpture Will Compliment Posy Park and the Surrounding Streetscape (max 2000 characters)
The proposed sculpture, “Pulse of Connection,” is designed to harmonize seamlessly with Posy Park’s welcoming atmosphere and its role as a gateway to downtown San Bruno. Its sleek, contemporary aluminum form and softly pulsing LED illumination mirror the energy and flow of the nearby Caltrain station and surrounding streets, symbolizing the constant movement of people, ideas, and stories through the city. Positioned within the park’s planting area, the sculpture’s vertical rhythm complements the existing trees and restored fountain while offering a modern focal point that enhances the site’s visual balance.

The brushed aluminum surface reflects sunlight by day and glows warmly at night, creating an ever- changing interaction with its environment. This dynamic quality ensures the sculpture remains engaging from every angle — whether viewed by pedestrians, cyclists, or commuters passing through the area. The work’s scale, standing between 6 and 10 feet, is intentionally proportioned to complement Posy Park’s intimate yet prominent setting, drawing the eye without overwhelming the space.

By blending artistry with the park’s revitalization efforts, “Pulse of Connection” reinforces the spirit of renewal and community central to San Bruno’s identity. The sculpture’s theme of unity and movement resonates with the surrounding streetscape, where transit, commerce, and culture intersect. Ultimately, it transforms Posy Park into not just a passageway, but a place of pause and connection — a symbol of San Bruno’s vibrancy, diversity, and collective pulse.

Describe How the Proposed Sculpture Will Compliment the Broader Character of San Bruno (max 2000 characters)
The proposed sculpture, “Pulse of Connection,” embodies the innovative, diverse, and connected spirit that defines San Bruno’s broader character. As a city that serves as a crossroads for transit, culture, and community, San Bruno thrives on the movement of people and ideas — and this sculpture captures that energy in a timeless, visual form. Its interwoven aluminum arcs and subtle LED illumination represent the rhythm of urban life, echoing how individual stories and cultures come together to form a unified whole.

By day, the sculpture’s polished aluminum surface reflects the city’s ever-changing light — symbolizing San Bruno’s adaptability and growth as a modern, forward-looking community. By night, the gentle illumination serves as a beacon of connection, mirroring the vibrancy of a city that remains active and welcoming after sunset. The design’s clean, contemporary aesthetic aligns with San Bruno’s ongoing revitalization efforts, while its deeper theme of unity reflects the city’s cultural diversity and inclusive values. “Pulse of Connection” celebrates San Bruno as a city in motion — dynamic yet grounded, diverse yet cohesive. It stands as a visual metaphor for the people who live, work, and travel through the city each day, linking their stories into one shared rhythm. In doing so, the sculpture not only enhances the physical landscape but also embodies the emotional and cultural heartbeat of San Bruno itself — a community that thrives on connection, resilience, and collective progress.

Total Cost of the Mural in Your
Proposal Including Materials Cost
(must not exceed $50,000)
$75,000
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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: February 24, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Travis M. Karlen, Community Services Director SUBJECT: Hold a Study Session to Consider and Provide Direction on the Creation of a Community Services Commission by Merging the Culture and Arts Commission into the Parks and Recreation Commission and Adding Library Services to the Commission’s Advisory Role
BACKGROUND:

The Community Services Department currently receives advisory input to the City Council on community services matters from three advisory bodies: the Culture and Arts Commission, the Parks and Recreation Commission, and the Senior Advisory Board. Among these, the Culture and Arts Commission and the Parks and Recreation Commission share overlapping responsibilities and exhibit areas of ambiguity when compared to advisory commission structures in other jurisdictions as it pertains to advisory on special events.

The Culture and Arts Commission was created in 2003 and advises the City Council on public art, cultural programming, arts initiatives, and related community enrichment efforts. In recent years, the Commission has faced ongoing challenges related to member engagement, consistency of attendance, and overall effectiveness. Agendas have often been limited in scope, with little substantive work originating from the Commission beyond consideration of staff-driven items. As a result, the Commission has not consistently demonstrated the level of accountability, deliberation, or leadership typically expected of an advisory body. In response to these conditions, the commission amended its bylaws in November 2025 to reduce meeting frequency from monthly to every other month.

The Parks and Recreation Commission was established in the mid-1900s and advises the City Council on park planning, recreation programs, special events and park-related capital improvements. While attendance has remained consistent with minimal absences, the commission also often has lighter agendas depending on seasonal programming and project cycles.

It should be noted that the San Bruno Public Library currently operates without a formal advisory commission. Library services, programs, and facilities are managed by staff with periodic City Council input, however there is no standing body dedicated to providing regular community- based advisory feedback. Libraries have similar programming and events that align with the efforts of both the Parks and Recreation and the Culture and Arts Commissions.

In August 2023, the City Council held a study session to discuss the potential restructuring of certain committees, boards and commissions (CBCs) that originated from conversations from a 202 of 258
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City Council retreat held in March 2023, where the Council discussed revisiting the structure of CBCs to ensure strong and efficient governance. Additionally, “CBC Governance and Workplan Review” was a prior City Council Strategic Initiative.

One result of this Strategic Initiative was the City Council adoption of a municipal code amendment that went into effect in July 2024 and eliminated the Architectural Review Committee and transferred its authority to staff or the Planning Commission depending on the scale of the project. This change improved the efficiency and effectiveness of the planning permit review processes.

Another result of this Strategic Initiative was the City Council merging the Traffic Safety and Parking Committee with the Bicycle and Pedestrian Advisory Committee to create the Complete Streets Committee at its May 27, 2025, meeting. These committees were merged due to overlapping areas of responsibility which improved coordination and improved staff capacity and efficiency.

Staff also noted that comments were made from the dais at the January 30, 2026, special meeting that the City Council had interest in bringing consolidations of commissions back for discussion.

DISCUSSION:

Staff is recommending merging the Culture and Arts Commission into the Parks and Recreation Commission, creating a single advisory body to be titled the Community Services Commission.

Consolidation would improve coordination across service areas, strengthen and increase advisory capacity, and create operational efficiencies.

There is a natural and frequent overlap between arts, parks, recreation and library services.

Public art projects are often located in parks or on properties maintained by the Parks Division.

For example, the current Posy Park sculpture project is located within a park facility, yet the Parks and Recreation Commission did not have an advisory role in the selection process. A single, unified commission would provide a more holistic review of projects that span multiple service areas and ensure coordinated and consistent recommendations to the City Council.

Both commissions regularly experience light agendas. The Culture and Arts Commission has also faced attendance challenges. Despite the recent reduction in meeting frequency from monthly to bimonthly, the Commission continues to be challenged with attendance.

Consolidating the two commissions into one would create fuller, more meaningful agendas, improve commissioner engagement, and reduce the likelihood of cancelled meetings due to lack of quorum.

Supporting two separate commissions requires duplicative staff effort, including the preparation of agendas and staff reports, the posting of public notices, the coordination of regular and ad hoc meetings, and the recording of meeting minutes. Consolidating to a single commission would reduce administrative overhead and allow staff to devote more time and resources to program implementation and project delivery.

The recommendation by staff is that the Community Services Commission would also serve in an advisory role to the San Bruno Library. This would establish, for the first time, a formal body

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February 24, 2026

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to provide community input on library services, programming, and capital planning, improving alignment across all Community Services functions and strengthening public engagement.

Residents typically experience parks, recreation, arts, and library services as interconnected elements of overall community life. A consolidated commission would better reflect this integrated approach and provide the City Council with more comprehensive recommendations that have connectedness and a greater community impact.

Consolidating arts, parks, recreation, and library advisory functions into a single commission is consistent with governance models adopted by other California cities. In recent years, communities including Los Altos, Danville, Turlock, and Hawthorne have combined their arts and culture commissions with parks and recreation commissions to create broader community services focused advisory bodies.

These consolidated structures have helped streamline administration, improve coordination across related service areas, and provide more comprehensive recommendations to their city councils. This precedent demonstrates that a unified commission is a proven and effective approach to organizing advisory input for interconnected programs and facilities of Community Services.

If the City Council supports the concept of consolidation, staff recommends the following approach:

1. Establish a new Community Services Commission by amending the Municipal Code and combining the elements of the separate commissions. The Commission would advise the City Council on:
Parks planning and capital improvements
Recreation programs and services
Public art and cultural initiatives
Library services, programs, and facilities
Community and cultural events and related initiatives

2. Transition current members
All current members of the Culture and Arts Commission and the Parks and Recreation Commission would be appointed to the new Community Services Commission to preserve continuity and institutional knowledge.

3. Gradual right-sizing
The Community Services Commission would ultimately consist of seven members. As members voluntarily resign or choose not to reapply, vacancies would not be filled until membership reaches seven. In addition to the seven members, there would be a non- voting youth representative. The youth representative will be replaced regularly upon end of their term, regardless of the number of seated commissioners.

4. Meeting frequency
The new Community Services Commission would meet monthly, with special meetings taking place as needed.

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5. Implementation timeline
If directed by City Council, staff would return with municipal code amendments related to the City Art Fund and Commissions as well as amendments to update the bylaws for formal adoption and establish an effective date prior to the beginning of the new fiscal year.

FISCAL IMPACT:

The fiscal impact for this item is minimal to include staff time and City Attorney services for the creation of the new commission. An incalculable amount of staff time would be saved in only staffing one commission.

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:

Provide direction on the creation of a Community Services Commission by merging the Culture and Arts Commission into the Parks and Recreation Commission.

ALTERNATIVES:

None
ATTACHMENTS:

None

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: February 24, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Nick Pegueros, Administrative Services Director & Chief Financial Officer Jeffrey Gershaneck, Administrative Services Special Assistant SUBJECT: Receive and File the 2026 Technology Assessment Report BACKGROUND:

Based on changes in the organization, including the incorporation of the Information Technology Division in the Administrative Services Department, the pending appointment of a new Information Technology Manager for the City and the closure of CityNet, City staff requested an assessment of the Information Technology Division’s capabilities to meet the current and projected needs of the City of San Bruno.

The City’s Administrative Services team completed a review of the City’s technology project portfolio to make a determination as the whether any changes to the structure of the Information Technology Division or operational processes would be beneficial. Participating in the review was the City’s Administrative Services Special Assistant who is a retired annuitant with many years of experience as an Information Technology Manager, including acting as the City’s Interim Information Technology Manager in 2021-2022.

The results of the review are outlined in Attachment 1– Technology Assessment Report (Report) and as interactive presentation available on the City’s Website: Technology Assessment | San Bruno, CA
DISCUSSION:

The Report is meant to provide a broad overview of the City’s technology delivery structure and organization. It is not intended to describe every current or anticipated project with a technological element, nor delve into the details of the day-to-day operations of the Information Technology Division.

The goal is to provide sufficient information and background for City Council to assess as to whether the findings and recommendations included in the Report are the direction they would like staff to implement in the near and longer term.

In summary, the Report outlines an increased workload and reveals a significant increase in the complexity and volume of technology related projects driven by the City's desire to increase operational efficiency and adopt new technologies to better serve the community. The result of the increased workload, desire for rapid implementation of technology and the complexity of the work is that demand for Information Technology Division services exceeds available resources; 206 of 258 Item 8a.

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8 4
9 impacting the Division’s ability to respond promptly to technical issues, deliver high-quality services and in particular, provide project management and technological analysis for City’s Departments/Divisions.

The Report provides detailed background on this need for additional resources to manage and maintain existing technology systems, including system upgrades, integrations, and three new critical initiatives: creation of an Information Technology Governance structure, development of a Technology Master Plan and a Cybersecurity Assessment.

Significant findings/recommendations from the Report include:
Addressing the need for additional resources via the creation of an Information Technology System Analyst position in the Division. This recommendation is both a prerequisite and foundational to moving forward with the remaining guidance. Because of the current workload/staffing level within the Information Technology Division, continuing to provide excellent day-to-day service while moving forward on new larger new initiatives and existing planned projects while meeting desired timelines will be extremely difficult. Given the criticality of moving forward with the other recommendations in the Report as part of the 2026-27 budget, the Report recommends that the Information Technology System Analyst position be addressed as part of the Mid-Year Budget process so that the new position can integrate into the City and begin working on the recommendations as soon as possible.
Implementing an Information Technology Governance structure. This recommendation is directly related to the need for additional resources in the Information Technology Division. Having an Information Technology Governance structure provides the framework, policies, and processes to ensure effective and efficient use of Information Technology resources. The result of having an Information Technology Governance structure in place will be that the Information Technology Division will be able to focus on the work that the City has identified as having the highest criticality and importance, and the projects and regular work that are within the capacity of the Division. Development of an Information Technology Master Plan. A well-developed Information Technology Master Plan aligns ALL technology projects with the City's strategic objectives. By providing a clear direction for Information Technology investments, the plan ensures that the City’s technology investments support broader goals such as improving infrastructure, enhancing public services, and fostering economic development. Along with Information Technology Governance, an Information Technology Master Plan ensures that the community, Council and staff’s needs and desires for technology are identified, prioritized and scheduled.
Conducting a Cybersecurity Assessment. The City currently has a strong cybersecurity posture but given the evolving nature of threats in this area, a comprehensive evaluation of the City’s digital assets, infrastructure, and data flows to identify vulnerabilities and prioritize mitigation efforts is

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8 4
9 recommended to provide additional review and recommendations.

Additionally, this process would include a cybersecurity roadmap as part of the City’s Technology Master Plan and Governance structure.

With City Council acceptance of the Report, some of these changes will be implemented over the remaining fiscal year (primarily associated with the 2026-27 budget process), and the remainder will be incorporated in the Information Technology Division’s 2026-27 budget requests, after the vacant Information Technology Manager position is filled.

FISCAL IMPACT:

Several projects identified in the Report have budgets to support implementation while others require funding as part of the 2026-27 budget cycle. Staff will prioritize these projects considering budgetary constraints and return with additional funding requests as necessary. If the IT System Analyst moves forward in the mid-year budgetary process, current year salary savings will offset any salary costs. Costs associated with the position will be included 2026-27 personnel budget request.

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 and file the 2026 Information Technology Assessment Report.

ATTACHMENTS:

1. Information Technology Assessment 2026 Report

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Information Technology Assessment
February 2026
209 of 258 ATTACHMENT 1
Table of Contents
BACKGROUND ........................................................................................................................................................................................................... 1 EXECUTIVE SUMMARY .............................................................................................................................................................................................. 1 RECOMMENDATIONS ................................................................................................................................................................................................ 2 Addition of an Information Technology System Analyst ....................................................................................................................................... 2 Establish an Information Technology Governance Structure ................................................................................................................................ 3 Develop an Information Technology Master Plan ................................................................................................................................................ 5 Conduct a Cybersecurity Assessment .................................................................................................................................................................. 6 ENVIRONMENTAL / EMERGING TECHNOLOGIES CONCERNS ................................................................................................................................... 7 24/7 Service Model .............................................................................................................................................................................................. 7 Artiﬁcial Intelligence ............................................................................................................................................................................................ 8 Measure Q ........................................................................................................................................................................................................... 9 CURRENT SIGNIFICANT PROJECT PORTFOLIO......................................................................................................................................................... 10 Action Priority Matrix ......................................................................................................................................................................................... 10 SIGNIFICANT PROJECTS BY CATEGORY ................................................................................................................................................................... 15 Transformational .................................................................................................................................................................................................... 15 Technical ................................................................................................................................................................................................................. 19 Eﬃciency ................................................................................................................................................................................................................. 27 Operational ............................................................................................................................................................................................................. 30 INFORMATION TECHNOLOGY DIVISION OVERVIEW............................................................................................................................................... 33 Information Technology Staﬃng ........................................................................................................................................................................ 33 Table 1 – Information Technology Staﬃng Level in Municipalities ..................................................................................................................... 34 APPENDIX A – PROJECTS .......................................................................................................................................................................................... 36 APPENDIX B – DRAFT JOB DESCRIPTION (SYSTEM ANALYST) ................................................................................................................................... 39 APPENDIX C -TOWN OF LOS ALTOS HILLS GENERATIVE AI POLICY ........................................................................................................................... 44 210 of 258
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BACKGROUND
Based on recent changes in the organization, the City’s Chief Financial Oﬃcer requested an assessment of the Information Technology Division’s capabilities to meet the current and projected needs of the City of San Bruno.

This Assessment is a “point in time” evaluation, and contemplates the currently identiﬁed responsibilities, tasks and projects associated with the Information Technology Division as well as external environmental concerns which might impact the City’s technological landscape.

It is important to understand that this Assessment is not a Technology Master Plan. A Technology Master Plan provides a long-term (two-to-ﬁve-year timeframe) “roadmap” for both the near and longer-term investments the City desires to make in technology. A well-developed Technology Master Plan is also a reﬂection of a municipality’s larger global priorities and requires extensive input from many interested parties, from the Council / Community as well as the individual Departments/Divisions within the City. The advantages for a city to have a Technology Master Plan are considerable, and because of these beneﬁts, the City should strongly consider development of a Technology Master Plan within the calendar year.

The Technology Assessment used the input of the prior Information Technology Manager, the staﬀ of the Information Technology Division, and feedback from the City’s Departments/Divisions to derive its recommendations. The overall objective of the Technology Assessment is to assist the City Manager and Chief Financial Oﬃcer in determining whether any changes to the Information Technology Division staﬃng or structure would assist in ensuring that critical needs of the City are met while the Information Technology Division is in this transitional phase.

This Assessment includes an evaluation of the complexity, urgency and impact of the currently identiﬁed signiﬁcant tasks/projects which include the involvement of the Information Technology Division, presented as the Action Priority Matrix and discussed in depth within the Current Signiﬁcant Project Portfolio section.

To reach the conclusions and recommendations presented in this Assessment, the resources currently available within the Information Technology Division were compared against the work described in the Current Signiﬁcant Project Portfolio section as well as maintaining their standard of excellence in providing routine support to make determinations as to the ability of the Division to successfully complete these tasks/projects as currently scoped.

EXECUTIVE SUMMARY
The Information Technology Division does not currently have the appropriate level of staﬃng to support the City's technology and transformational needs. Additionally, without a governance structure for technology projects, even with additional staﬃng, a mismatch between demand and resources will potentially reoccur. Finally, the City should develop a Technology Master Plan and conduct a Cybersecurity Assessment.

The Information Technology Division has done extraordinarily well in one of the most critical aspects of their responsibilities to the City, “keeping the lights on”. The Division's diligence in maintaining the City's technological infrastructure means that critical technology systems supporting business functions within the City have been available when needed, and public facing Department/Divisions were able to provide services to the community. However, “keeping the lights on” while trying to address the more complex projects with larger impact on City operations and the community, has strained Information Technology Division as it is currently staﬀed and organized.

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The City’s Information Technology Division will face signiﬁcant challenges in the remaining months of ﬁscal year 25/26 to meet the organization’s expectations for delivery on a variety of projects. Additionally, as the City is currently beginning the budgeting process for ﬁscal year 26/27, new, and potentially time critical projects will most likely be added, increasing the demands on the Information Technology Division.

One of the popular metaphors project managers use when asking organizational leadership to make decisions about individual tasks as well as an overall project portfolio of an organization is the “iron triangle” or the triple constraints of balancing the competing demands of budget, scope and schedule. Often stated as “you can have it fast, cheap, or well done, feel free to pick two”.

At this point, the Information Technology Division’s project portfolio needs to be evaluated in this context. Currently, the City is expecting delivery on major technology projects with timelines that are extremely aggressive for the project scopes, and available resources. Without addressing these fundamental issues, the circumstances will make the decision, and the organization’s needs and expectations will not be met.

Given that prioritizing "fast & cheap" will typically result in an undesirable/unacceptable outcomes, and that a "cheap & well-done" project is somewhat akin to ﬁnding a purple spotted unicorn, it would seem that the only real choices are between "fast & well-done" (implying at higher cost) and "slow & well-done" (with an implied lower cost and delay in completion). Completing a project so that it meets the expectation of the organization (e.g. “well-done”) is the only part of the equation where no compromised should be made; a quality result should be the only outcome if something is worth doing at all.

Given this is the case, the City’s options are really limited to two options, either defer or delay tasks/projects, or increase resources in the Information Technology Division.

Delaying major projects, although an option in some cases, is not an option for others (either due to organizational needs, or external requirements, such a legal/regulatory changes).

The nature of number of projects in the current portfolio that cannot be delayed due to either internal or external constraints almost preclude the option to delay, meaning that additional resources in the Information Technology Division are needed.

RECOMMENDATIONS
The City should consider the addition of a System Analyst position in the Information Technology Division, establishment of a governance structure for Information Technology projects, develop a Technology Master Plan and conduct a Cybersecurity Assessment.

Addition of an Information Technology System Analyst
Background
Currently, the City does not have an Information Technology System Analyst classiﬁcation, only an equivalent level position, an Information Technology System Administrator. A System Analyst’s responsibilities are, however, very diﬀerent than of a System Administrator. A System Administrator concentrates on the technical maintenance and operation of technology systems while Systems Analyst’s role is to bridge the gap between technical capabilities of systems and software and business needs of the Departments/Divisions City.

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Observations:

A System Analyst’s focus is the analysis, designing and conﬁguration of software and systems to meet the business needs of the City (as a whole) as well as individual Departments/Divisions. This typically requires close collaboration with the Subject Matter Experts in each disciple, the Information Technology Manager and City management to truly understand the business challenges/obstacles that need to be addressed and how a technology solution can be designed/conﬁgured/implemented to meet the need and produce the expected beneﬁts.

As complexity of City's Information Technology portfolio increases, the need to have a resource that can look holistically at sophisticated systems, integrate diverse technologies, and implement advanced cybersecurity measures will continue to increase. The addition of an Information Technology System Analyst to work with the Information Technology Manager will bring additional expertise to navigate these complexities and ensure that new systems are designed and conﬁgured to bring the greatest beneﬁt to the City’s technology environment.

The Information Technology Division already has several large-scale projects, as well as system upgrades and digital transformation initiatives (discussed in depth in the Current Signiﬁcant Project Portfolio section of this document) and it is almost a foregone conclusion that new and even more complex projects will be added in the next 6 to 12 months.

A System Analyst will bring advanced project management skills to oversee these projects, ensuring they are completed on time, within budget, and meet quality standards.

Recommendations:

If a System Analyst position is authorized for the Information Technology Division, the City should consider coordinating dovetailing recruitment for this position with that of the currently vacant Information Technology Manager. The skill set of a System Analyst overlaps to some degree with that of an Information Technology Manager (diﬀering primarily with management / supervision skills and amount of experience) so the candidate pool could overlap for both positions, potentially increasing the candidate pool.

Establish an Information Technology Governance Structure Background
Information Technology Governance is the framework, policies, and processes that ensure the eﬀective and eﬃcient use of Information Technology resources. When an organization has a well-developed Information Technology Governance structure in place, its technology initiatives are aligned with business objectives and risks associated with potential misallocation of both capital and human resources are reduced. A key element of Information Technology Governance is the creation of an inventory of available Information Technology resources, including personnel, technology, budget, and infrastructure which can be compared with the City’s current, planned, and potential technology projects.

Observations:

Creation of a Technology Governance structure would be in alignment with three of the Budget principles adopted the City for development of the City Manager’s Recommended Budget:
• Enhance and maintain core City services and infrastructure by prioritizing City Council adopted initiatives and strategies that contribute to the quality of life in San Bruno. • Manage staﬀ capacity to eﬃciently deliver services to the community through investment in new technologies that drive eﬃciency and productivity.
• Catalyzing Innovation - Software Overhaul.

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By creating a governance structure, new projects which involve Council initiatives will be identiﬁed, and appropriately resourced. Additionally, technology projects that will increase the City’s employees ability to deliver services to the community will be called out as part of the Governance/Review process and can be prioritized over other projects that will deliver less beneﬁts.

Finally, when an organization is contemplating creating a more vigorous process to make determinations about when and how funds should be allocated via a governance framework, frequently this is associated with more ﬁscal controls; typically, centralization of the technology budget in an Internal Service Fund, or restrictions on certain General Ledger accounts.

The stark reality is that the Information Technology Division resource “pie” can only be cut into a certain number of slices; no one can't have an unlimited portion since these resources are ﬁnite and decisions about how they should be distributed need to be carefully considered.

If the demand for services from the Information Technology Division exceeds their capacity, the Information Technology Governance process is how the decision whether a project should go forward even with the gap in capacity. If the decision is to authorize the project, even though adequate resources are not currently available, Technology Governance process can decide to create more resources (outsource work if possible or add staﬃng to the Information Technology Division) or create a schedule that will defer work until resources become available.

The City has already made some steps in this direction, this year, as part of the budget process, Departments/Divisions will be asked to complete a form that describes all the projects that have a technology component, regardless of the funding source.

The addition of the System Analyst position should help to address identiﬁcation of the potential need for Information Technology involvement on projects on a going forward basis (with the proviso that Departments/Divisions utilize the resource appropriately by involving the individual from project inception), however, using a partial/interim Information Technology Governance process in the City’s Fiscal Year 26/27 budget year would be beneﬁcial.

Establishing some type of review process to decide which new projects should go forward, determining the real beneﬁts associated with these projects and deciding which projects should be addressed ﬁrst is a key element in Information Technology Governance, and ensuring that the projects with the greatest beneﬁt to the community and City go forward.

Recommendations:

Establishment of a robust Information Technology Governance Process would be best accomplished in coordination of development of a Technology Master Plan for the City. However, implementing some aspects as soon as possible (targeting the Fiscal Year 26/27 budgeting process) would be extremely beneﬁcial for both the Information Technology Division as well as the City as a whole.

Until a full Information Technology Governance structure has been created, the City should consider using an “Information Technology Governance Light” model.

What this would entail is that after the technology resources needed for the newly requested projects upcoming ﬁscal year are identiﬁed; the Information Technology Division would develop rough estimates of the length of time and resources need to complete the work.

City management would then evaluate the newly proposed projects with the expected resource commitments, the existing portfolio of technology projects, and then prioritize or reprioritize what the Information Technology Division is expected to accomplish in the upcoming ﬁscal year.

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If there are insuﬃcient resources, City management could decide to defer new projects, or consider adding some type of resource (contract services with a third party, or additional services from the vendor providing the service).

Put simply, this process is focused on deciding which projects should be allocated a portion of the City’s Information Technology Division’s resources, how much of these resources should be allocated; in the context of neither over allocating nor under allocating the total available Information Technology Division resources.

Develop an Information Technology Master Plan
Background
The City of San Bruno has not had a Technology Master Plan in a signiﬁcant period of time. When an Information Technology Division’s work is not linked with a City’s overall strategic planning, individual Department/Divisions tend to produce their own plans independently of each other, leading to a lack of coordination, overlapping functionality and increased costs.

Observations:

An Information Technology Master Plan goal is to align ALL technology projects with the City's strategic objectives. By providing a clear direction for Information Technology investments, the plan ensures that the City’s technology projects support broader goals such as improving infrastructure, enhancing public services, and fostering economic development.

This alignment enables the City to prioritize projects that deliver the most signiﬁcant value and impact, ensuring that our resources are used eﬀectively.

One of the key beneﬁts of an Information Technology Master Plan is the improvement of operational eﬃciency and eﬀectiveness. The plan should identify opportunities for process automation and optimization, leading to streamlined operations and cost savings. By leveraging technology to enhance public services such as e-government platforms and online services, the City will provide residents with more accessible, convenient, and responsive services.

Risk management and cybersecurity are also critical components of an Information Technology Master Plan. The plan should include strategies for identifying and mitigating potential risks, such as cybersecurity threats and system failures.

By proactively addressing these risks, the City's data and infrastructure will be protected, ensuring the integrity and security of our operations.

Data-driven decision-making is another signiﬁcant advantage of an Information Technology Master Plan. By outlining strategies for eﬀective data management, the plan ensures that our data is accurate, accessible, and secure. Leveraging data analytics and business intelligence tools, the City can gain valuable insights that support informed decision-making and improve service delivery.

Cost savings and eﬃcient budget management are also important beneﬁts of an Information Technology Master Plan. By identifying high-priority projects and eliminating redundancies, the plan will help ensures that the City's Information Technology budget is used eﬃciently. Additionally, the long-term vision provided by the plan enables better budget planning and resource allocation over time.

Fostering innovation and adaptability is another key aspect of an Information Technology Master Plan. Having an Information Technology Master Plan encourages planning for adoption of innovative technologies and best practices, helping the City stay at the forefront of technological advancements. It also will help ensure that the City’s technology infrastructure is ﬂexible and scalable, allowing the City to adapt to changing needs and emerging technologies.

Finally, an Information Technology Master Plan promotes accountability and transparency. By establishing clear governance frameworks, roles, and responsibilities, the plan ensures eﬀective management and use of Information

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Technology resources. It also promotes transparency by making information about Information Technology projects and initiatives accessible to the public, fostering trust and engagement with residents.

In summary, developing an Information Technology Master Plan provides a strategic roadmap for leveraging technology to enhance the quality of life for the City’s residents, support economic growth, and ensure that the City's technology infrastructure is resilient, secure, and future-proof. By aligning technology initiatives with strategic goals, optimizing resource allocation, and fostering innovation, the Information Technology Master Plan will help the City achieve its vision and deliver high-quality public services eﬃciently and eﬀectively.

Recommendations:

The expertise to develop a Technology Master Plan is typically not available within small to medium sized municipalities.

There are consulting services that will help a municipality develop an Information Technology Master Plan. The City should consider issuing a Request for Information to identify potential providers with experience in developing an Information Technology Master Plan for municipalities similar to the City, the approximate cost to produce a plan, and request funding for creation of the Plan in the Fiscal Year 26/27 budget.

Conduct a Cybersecurity Assessment
Background
As the City of San Bruno continues its digital transformation, the creation of a formal cybersecurity framework would provide signiﬁcant beneﬁts for operational continuity, public trust, and legal compliance. The City manages sensitive data across departments, including personal information, ﬁnancial records, as well as infrastructure controls and cybersecurity is a foundational requirement for modern municipal operations. Finally, California’s evolving data protection laws, including the California Consumer Privacy Act (CCPA), impose strict obligations on public entities to secure personal information.

Observations
Although the City currently has a strong cybersecurity posture, such as implementation of multi-factor authentication (MFA), patch management and employee training, the City would benefit from a more centralized cybersecurity posture and governance structure. Cybersecurity risks will increase in the future by virtue of the City’s increasing reliance on digital services and smart technologies. Adoption and implementation of a Cybersecurity framework after a Cybersecurity Assessment will help protect sensitive data, ensuring compliance with legal standards and maintain public trust. Additionally, having a framework in place will ensure service continuity by preventing disruptions to emergency response, utilities, and public services. Finally, work in this area will reduce financial risk by avoiding costs associated with recovery, legal liabilities, and productivity loss.

Recommendations
Because this is an extremely complex and evolving area, engaging external consultants with signiﬁcant expertise to conduct a comprehensive evaluation of the City’s digital assets, infrastructure, and data ﬂows to identify vulnerabilities and prioritize mitigation eﬀorts would be the best path forward. Additionally, the City should request assistance as part of the evaluation in creating formal cybersecurity policies and procedures, including data protection protocols, an Incident Response Plan (IRP), a Disaster Recovery Plan (DRP) and how to include the cybersecurity roadmap as part of the City’s Technology Master Plan and Governance structure.

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The City should continue to use “best in breed” cybersecurity tools to enhance, replace or supplement existing tools such as ﬁrewalls and intrusion detection systems, endpoint protection software and network monitoring and alerting platforms.

Finally, the City should continue and enhance City-wide employee training and awareness campaigns.

ENVIRONMENTAL / EMERGING TECHNOLOGIES CONCERNS
24/7 Service Model
Residents and businesses’ perceptions of the City of San Bruno are built on a legacy of superior customer service and responsiveness to the needs of the community. Appropriate design, conﬁguration and support of technology systems to meet these expectations in a 24/7 digital world will be critical.

Discussion
Consumers have now become accustomed to a 24 by 7 model for customer service. Consumers place orders online for delivery to their doorsteps from a variety of commercial providers, and this expectation of immediate service regardless of the time of day or day of the week will soon be an expectation that businesses and residents will have for their local government.

Currently only the public safety functions in the City operate on a 24 by 7 basis, however, with the City's potential switch to a 4/36 work week, there will be an increased reliance on technology to continue to provide the excellent customer service that our residents have come to expect so that services currently available during traditional business hours will still be accessible to the public when City Hall is closed.

The City has already taken steps in this direction. During the recent winter closure, building contractors could apply for building permits even though City Hall was not open for business. And, in a specialized application, the contractor could go from application to review to payment to actually receiving their building permit without staﬀ intervention. (This capability is expected to be expanded beyond this single specialized permit in 2026) Having these types of capabilities will be critical in the coming years. The ability to transact business with the City from any place, at any time, will change from “a nice to have” to a “have to have” as the world continues to adopt digital commerce.

Finally, in the days of pen and paper, and having to come to City Hall, if a system was down, staﬀ had the ability to work with our customers to resolve their issues. However, in the 24 by 7 model, that option will not be available. Failure of a system that our residents have come to rely and believe will be available to them regardless of the time of day or day or week will damage the trust relationship between our residents and City Hall.

Observations
The City's Information Technology Division will become increasingly critical to the City’s operations as our reliance on technology to perform core functions increases and moves to a “always available” model.

Having the appropriate number and skill level of staﬀ involved when new online systems are being evaluated, as well as available and trained to support these systems will be essential to meeting the community’s expectations. Information Technology professionals understand technology systems design, technological limitations, service level agreements and data retention & integrity. The advice of appropriately skilled Information Technology staﬀ when selecting new

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technology to provide services to the community will help ensure that these new systems will integrate holistically in the City’s technological landscape and reduce the possibility of service disruptions.

The current level staﬃng level in the Information Technology Division is insuﬃcient to provide this level of support on a long-term basis and the strong consideration should be made for addition of appropriate staﬃng to help preclude the possibility of disruptions of vital City services.

Artiﬁcial Intelligence
The City of San Bruno has always looked to optimize eﬃciencies, drive economic development, elevate the quality of life of our residents, as well as foster the City's sustainability, and appropriate use of digital data and technologies have been one of the mechanisms the City has used to accomplish these goals.

Discussion
In 2025, businesses and all levels of government really began to use and actual see value from generative Artiﬁcial Intelligence/Large Language Models (AI/LLM).

Potential beneﬁts from this new technology in local government include increasing eﬃciencies, addressing complexity, reduction in repetitive/non-value-added tasks, assistance in automating routine decisions, minimizing errors, and improving productivity.

Artiﬁcial Intelligence could reduce administrative burdens on City staﬀ, with AI tools performing routine form processing and data entry, freeing staﬀ to focus on more complex, specialized tasks. AI-driven self-service tools will also allow for citizens to ﬁnd information and use public services; the City of San Bruno is already using a simple version of this type of service with the AI Chatbot incorporated in the City's website.

Some municipalities have chosen to defer evaluating these technologies, others have taken a “laissez-faire” approach, allowing employees access to tools available to consumers without a formal structure.

However, neither of these options are particularly good choices. Deferring an appropriate analysis of how to plan for eventual incorporation into an organization's work process means "falling behind the curve"; and not providing guidance to staﬀ on their use, while still permitting employees to utilize these technologies, represents risk. For example, even the "simpler" AI tools, such as transcription services for audio/video conferences, could violate California’s two-party consent law for recording phone calls, absent appropriate notiﬁcation and consent, and if subject of the conversations being recorded is sensitive/conﬁdential, that conﬁdential information could be shared with a third party based on the terms of service from the provider.

Cities ranging in size from Los Altos Hills to San Jose, California have developed policies providing guidance to staﬀ and appropriate use, and ICMA published in 2024 a guide for AI Strategy for Local Government.

Additionally, Microsoft has recently made available its AI services (Oﬃce 365 Government Community Cloud & Azure Government) within their Government Community Cloud (GCC) environment. Microsoft‘s GCC environment provides Federal Risk and Authorization Management Program (FedRAMP), Department of Defense compliance certiﬁcations, Criminal Justice Information Services (CJIS) and the ability to issue HIPAA Business Associate Agreements.

Using an AI within the Microsoft GCC Cloud would dramatically reduce the possibility of exposing sensitive data, such as personal information of residents, employees and business partners of the City to external entities.

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Observations
Having the appropriate resources in the City’s Information Technology Division to provide technical expertise and practical insights into AI technology, cybersecurity, risk management, and compliance will be valuable as the City works to develop policy and implement the technology. Technological expertise can help ensure that the City’s policies are realistic, feasible, and aligned with industry best practices and regulatory standards as well as ensuring that these systems are conﬁgured to match the City’s adopted policies.

Using the Town of Los Altos Hills Artiﬁcial Intelligence Policy as a starting point, the City’s Information Technology Manager and the Information Technology System Analyst (if the position is approved) should work with City management and departmental stakeholders to develop a policy for San Bruno, ensuring appropriate and eﬀective use of these technologies in the City.

Finally, leveraging Artiﬁcial Intelligence within the San Bruno work environment to realize true increases in operational eﬃciency will be a complex endeavor. Unlike the “consumer grade” Artiﬁcial Intelligence that is available for no or very low cost (at least currently) on the Internet, a “business grade” implantation of Artiﬁcial Intelligence will require data directly associated with the City of San Bruno as well as data speciﬁc to various professional disciplines across City Departments/Divisions to realize the real beneﬁts. This incorporation of the City’s data is necessary for Artiﬁcial Intelligence systems to provide content that is contextually relevant and highly accurate in the output.

The process to incorporate City speciﬁc data within an AI/LLM is complex; additionally, once City speciﬁc data is incorporated into an AI tool, creating means and mechanisms for staﬀ to easily access the tool to generate accurate, quality output needs to be designed. This is a large eﬀort that could be considered in the context of the Technology Master Plan.

Measure Q
San Bruno voters passed Measure Q aﬃrming the Community’s desire to modernize the City’s infrastructure. The proceeds from Measure Q Bonds are restricted to eligible capital infrastructure, including the possibility of the upgrade/replacement of the City’s ﬁre stations.

There are signiﬁcant technological challenges that come with constructing any new facility, particularly those that involve public safety. Integrating advanced technologies, such as modern communication systems and data management tools, can be complex and costly. Ensuring compatibility with existing systems and training our City staﬀ to eﬀectively use new technologies will require careful planning and investment.

From the simple, such as ensuring new systems (e.g., camera systems, network connectivity, both internal and external) are compatible with each other and with any existing systems to the more complex, such as securing digital systems from cyber threats or integrating Internet of Things (IoT) devices for smart building management, having the appropriately skilled internal technology resources are key to a successful project.

Observations
An Information Technology System Analyst can assess requirements for networking, security, data management, and communication systems, ensuring that these critical components are seamlessly integrated into the building design. An Information Technology System Analyst’s expertise will also help identify potential challenges and vulnerabilities, allowing for proactive measures to be taken to mitigate risks.

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The Information Technology System Analyst would be able to work with the Information Technology Manager, the System Administrator and the public safety management and staﬀ to develop recommendations and once approved, integrate innovative technologies that enhance operational eﬃciency and service delivery into the new facilities.

By providing comprehensive technology planning and support, an Information Technology System Analyst can play a pivotal role in ensuring that our new Fire Stations are technologically advanced, secure, and capable of supporting the organization's goals.

CURRENT SIGNIFICANT PROJECT PORTFOLIO
Action Priority Matrix
This Action Priority Matrix is designed to graphically represent the City’s Signiﬁcant Technology Project Portfolio and to assist the City in determining which technology projects to focus on, and in which order.

The focus of the Action Priority Matrix are the larger technology related projects on the near and longer-term horizon.

Not every project that is currently underway or planned is included on the Action Priority Matrix, please see Appendix A for a more comprehensive list.

Included in the Action Priority Matrix are projects described earlier in the Recommendations and Environmental / Emerging Technologies sections of the Technology Assessment.

The Action Priority Matrix has two axes, “Complexity”, which is the vertical axis, and “Organizational Impact”, which is the horizontal axis. As a project’s “Complexity” increases, its position on the vertical axis is placed higher on the chart.

Regarding “Organizational Impact” the further to the right on the horizontal axis the project is located indicates a larger amount of impact to the City and the community.

One can think of “Complexity” as being related to the diﬃculty of the project. For example, some projects might require good amount of work to complete but the work itself is routine and straightforward so this project would have low complexity. In contrast, other projects require more expertise and thus are more diﬃcult for the Information Technology Division as a result of their higher complexity.
“Organizational Impact” is an estimation of the how the project will aﬀect the organization as a whole, both in the implementation (Will it be just one Department/Division working on the project or do multiple Departments/Divisions need contribute in order for the project to be a success?) and once the project is completed, how much of the City’s operations (and/or the Community) be impacted by the change.

The Action Priority Matrix includes an “Urgency” rating for each project, projects having a “High” priority are ones the City should consider focusing on in the near term (or pay continued attention for those projects that are currently underway); projects designated as having a “Medium” priority are those that the City could start in the next 3 to 6 months, and ﬁnally, those with a “Low” priority are those projects which will need to be addressed, but could be deferred in the next ﬁscal year, or because the necessary resources or funding are not currently available will need consideration in the context of longer-term planning, perhaps as part of the Technology Master Plan (this isn’t to say that “Low” priority projects are not important or critical, a change in funding, resources or organizational priorities could move the projects to “Medium or “High” priority).

Projects are further classiﬁed by their location in the four quadrants on the Action Priority Matrix; characterized by the following categories:

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Transformational
These projects are both challenging and far-reaching because of their high complexity and organizational impact. They require signiﬁcant planning, coordination, and resources, typically requiring the involvement of multiple City Departments/Divisions. Successful completion of these type of projects will fundamentally improve how the City operates or delivers services, either internally or to the wider community.

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Technical
These are projects with high complexity but have less organizational impact, typically aﬀecting only a limited function or involving one or two Departments/Divisions. These projects may involve specialized systems, upgrades, or integrations, and typically require expert knowledge but have a more contained scope than those in the Transformation quadrant.

Eﬃciency
These projects are less complex to implement than those in the Transformation and Technical categories but can deliver substantial beneﬁts reaching across the organization. Projects in this quadrant lend themselves to faster deployment to maximize organizational gains.

Operational
These are simpler activities or upgrades with less organizational impact. They usually can be handled as part of regular operations and don’t require special expertise. These can be scheduled ﬂexibly and quite often be handled as part of ongoing maintenance or incremental improvement.

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Discussion
As shown below, the majority of the major projects are high complexity, and additionally, a signiﬁcant number of projects have a high degree of organizational impact.

In summary, the City’s current technology project portfolio is represented by multi-faceted initiatives that will signiﬁcantly inﬂuence the organization’s operations, strategy, and services. Appropriate Information Technology Division resources to complete all these major projects in a desirable timeframe are not currently available within the Division.

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SIGNIFICANT PROJECTS BY CATEGORY
Transformational
Brown Act (Senate Bill 707)
Background
Senate Bill 707 represents a signiﬁcant modernization of California’s open meetings law under the Ralph M. Brown Act.

Enacted in 1952, the Brown Act established transparency standards for local government meetings. Senate Bill 707 builds on this foundation by addressing contemporary needs such as teleconferencing, remote participation, and public accessibility.

In essence, Senate Bill 707 reﬂects a continuing commitment to transparency and inclusivity, adapting California’s open meeting framework to modern communication practices while safeguarding public participation.

Observations
This legislation introduces updated teleconferencing provisions, allowing members of legislative bodies to participate remotely using audio-visual technology. Such participation must be documented in meeting minutes, including the legal basis for remote attendance.

Senate Bill 707 also provides ﬂexibility during emergencies, permitting alternative teleconferencing when in-person meetings pose health or safety risks, subject to periodic review. Additionally, the bill clariﬁes that remote participation for members with disabilities constitutes in-person attendance for quorum purposes.

Public access requirements have been strengthened. Between July 1, 2026, and January 1, 2030, eligible legislative bodies must oﬀer two-way telephonic or audiovisual access for the public and adopt policies to manage service disruptions. During this same period, agendas must be translated into languages spoken by at least 20 percent of the population with limited English proﬁciency. Public comment rights are expanded, ensuring opportunities to speak on items previously reviewed by committees in areas such as elections, budgets, and police oversight.

Further administrative updates include permanent authorization for social media engagement by individual members, expanded oral reporting requirements for compensation decisions, technology-neutral language for recording meetings, and explicit authority to address disruptions by remote participants.

Recommendations
The City will need to evaluate whether existing audio/visual services (Zoom, Youtube, CivicPlus, PrimeGov) can or will be able to meet the requirements of Senate Bill 707. Whether the current services or new/additional services are added, the City will need to ensure that strong authentication, role-based access controls, and encryption to protect sensitive information and ensure compliance with records requirements are included.

The City should include Information Technology throughout planning, implementation, and ongoing operations to help guide system design, security conﬁguration, and reliability.

To meet public access obligations, the City should provide a two-way telephonic and audiovisual system that allows community members to attend and engage in meetings remotely. Public comment processes should be modernized through an online portal that supports timestamped submissions linked to speciﬁc agenda items, ensuring transparency

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and proper inclusion in oﬃcial records. The City will also need to address accessibility and inclusion by integrating AI- powered translation tools into agenda publishing workﬂows to meet language access requirements. The services should also be conﬁgured with ADA-compliant features such as live captioning and screen reader compatibility, with Information Technology assisting in implementation and testing.

Information Technology should also be involved in helping design and maintain these systems to ensure scalability, usability, and compliance and that the solution is technology-neutral, cloud-based recording and has archiving solutions aligned with retention policies to support long-term access and regulatory requirements.

Enterprise Resources Planning (ERP) Upgrade
As part of City Council’s annual priority initiatives process, “Catalyzing Innovation – Software Overhaul” was selected as one of six top priorities for ﬁscal year 2026-27. The central system that feeds the initiative is replacement of the City’s current ERP system, Tyler Technologies’ EDEN product, which is the system/software that uniﬁes the various City functions, including utility billing, accounts payable, accounts receivable, accounting, payroll, and Human Resources.

Background
Tyler Technologies informed the City that the EDEN Enterprise Resource Planning (ERP) software will be replaced by their new product, Tyler Enterprise ERP , and that the EDEN ERP software would no longer be supported after March 1, 2027 unless an upgrade agreement was in place. The City’s General Ledger, Budget, Payroll, Human Resources Information System, Accounts Payable/Receivable all rely on the EDEN ERP to accurately track revenues, expenditures and current values.

The City originally contemplated upgrading from EDEN to the Tyler Enterprise ERP in 2023 and had gone to the City Council for authorization to proceed. Subsequent to that process, a new executive management team joined the City and paused the project to reevaluate alternatives. Pilot programs using separate software applications for two functional areas which Eden did not meeting the City’s needs, ﬁnancial planning & analysis (FP&A) and human resources information system (HRIS), were undertaken in ﬁscal years 2024-25 and 2025-26 to further evaluate organizational readiness and the potential for an unbundled approach. These pilots resulted in substantial lessons learned and helped inform future planning.

Concurrent with the aforementioned pilot programs, the City conducted evaluations of the vendors providing full ERP systems or modules to prepare a set of alternative approaches. These evaluations focused on diﬀerences in functionality, cost, and risks associated with the project.

Observations:

By their nature, the advantages of an ERP system include the integration between diﬀerent modules, automation, uniﬁed data analysis, reporting and scalability. An ERP system typically provides functionality that encompasses a wide range of organization functions under a single “umbrella”.

However, the City of San Bruno has traditionally used a “best in class” approach for software; selecting and implementing specialized software rather than a “one size ﬁts all” type of oﬀering typical of an ERP . This approach has typically provided additional and speciﬁc functionality that enhances Department/Division operations across the City. The architectural decision point of where along the spectrum from a “one size ﬁts all” to “best in class” to site the core functions is therefore one of the primary decision points.

By piloting two modules which may optionally fall under the umbrella of an ERP , the City was able to conduct an assessment of both newer software features and the organizational readiness for the transformational change required.

Lessons learned from these pilot programs indicate that while the advantages in eﬃciency and functionality of

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contemporary oﬀerings are possible, competing priorities and availability of organizational resources will likely be the largest obstacles to a successful implementation.

Concurrent with the piloting of modules, the City conducted evaluations of alternative systems, ranging from enterprise- level ERP functionality to an array of function-speciﬁc oﬀerings which could complement or replace some portions of ERP solutions. These evaluations focused on expected increases (or decreases) in capabilities, productivity/eﬃciency, and the necessary eﬀort to implement and maintain the systems, with the latter being measured in both monetary and labor requirements. The result of these evaluations was a determination that the potential marginal productivity gains from non-Tyler vendors was unlikely to oﬀset the increased risk associated with replacement and retraining on a diﬀerent core architecture, and that the total number of systems in use should be limited to contain maintenance eﬀorts.

The new ﬁnancial system will need to be conﬁgured to align with the City's processes, migrating data from EDEN, and integrating with other existing systems in use throughout the City. This requires meticulous planning and execution to ensure a smooth transition. It is diﬃcult to understate the complexity of this process, for example, Tyler Technologies migration process for EDEN to Tyler Enterprise ERP (with their expertise this process being honed by performing this upgrade for many, many of their customers) spans many months.

Training will also be a critical component of the implementation process. City employees across all Departments need to be trained on the new system. Training programs need to be comprehensive and hands-on, helping employees feel conﬁdent and competent with the new technology.

As the new ERP system goes live, the City will need to conduct a period of parallel operation, where both EDEN and new system are run simultaneously. This allows for real-time troubleshooting and ﬁne-tuning, ensuring any issues are promptly addressed without disrupting city operations.

Recommendations:

The initial recommendation of Tyler Enterprise ERP as a successor ERP is reaﬃrmed as the best combination of service to the community, total cost of ownership, and overall risk to the organization. The City should consider creating a cross- functional team including Information Technology resources to dedicate the necessary capacity, expertise, training, and testing necessary for a successful implementation. Any ERP implementation requires collaboration between the software vendor(s) providing the system and the organization implementing the ERP , and the City should commit suﬃcient resources to ensure its obligations to the process are met.

The team must develop a detailed project plan, including timelines, milestones, and risk management strategies.

Eﬀective communication and collaboration with stakeholders, including HR, Finance, and other departments, are crucial to ensure the project stays on track and within budget.

The Information Technology Manager and potentially the Information Technology System Analyst and System Administrator should be involved to understand the data extraction process from EDEN and any migration/data sharing task.

Public Meetings Audio/Visual Needs
The City’s desire to hold City Council, Planning Commission and other public meetings at the Recreation and Aquatic Center and enhance A/V capabilities at the Senior Center will require determination of the needs, system design, and decisions about on-going support.

Background

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The City has been at the forefront of providing its residents and other interested parties the means to be engaged in the process of government. Ranging from YouTube, Zoom and ancillary services such as PrimeGov, the City has made a concerted eﬀort to engage residents and memorialize the discussions and decisions made by the City Council and other Boards & Commissions. The movement to the Recreation and Aquatic Center as the location for the majority meeting bodies from the Senior Center has created challenges, both technological and logistic.

Observations:

Implementing full multi-media capabilities to record and broadcast City Council meetings in the Recreation and Aquatic Center would enhance transparency and accessibility and allow residents to easily access and view the decision-making process, fostering trust between the City and its residents.

Visual enhancements, such as lower thirds and highlighting speakers, improve communication and clarity, making meetings more engaging and understandable for viewers. Integrating presentations and visual aids directly into the broadcast ensures that all relevant information is clearly conveyed.

Recording and archiving meetings create a comprehensive historical record, valuable for transparency, accountability, and future reference. This allows city oﬃcials and residents to review past meetings, analyze decisions, and track the progress of initiatives. These recordings also serve as an educational resource, helping residents understand local government functions and inspiring greater civic involvement.

Also, having established multi-media capabilities would help ensure that the City could quickly disseminate important information during emergencies or crises, maintaining public safety and keeping residents informed.

Finally, if the Recreation and Aquatic Center has multimedia capabilities, it will most likely enhance the desirability of the space for rental by 3
rd parties, oﬀ-setting expenses associated with setup and operations.

Recommendations:

Information Technology should engage all of the stakeholders, both identiﬁed and potential, to gather the requirements, both from a hardware design perspective as well as making determinations about the on-going support responsibilities.

Currently responsibility for broadcasting the meeting, and standby support for technical issues and post meeting processes are shared across Departments/Divisions.

Once these determinations have been made, appropriate hardware and software purchases can be made, and the environment implemented.

SharePoint
SharePoint is a web-based platform that helps organizations store, manage, and share information included in the City’s Microsoft GCC environment.

Background
The City implemented a preliminary version of SharePoint in response to the Covid19 pandemic to help address the need for remote access to City resources. Integration with the Microsoft Oﬃce 365 ecosystem (Teams, CoPilot, Business Intelligence and other integrated functionality) has taken place to some degree since, however, a uniﬁed model has not been implemented.

Observations:

Implementing SharePoint in an organization previously relying on ﬁle shares while integrated with Oﬃce 365 is complex.

The process involves transitioning data, ensuring seamless integration with Oﬃce 365 tools, establishing governance,

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and managing user training. It requires careful planning, addressing technical challenges, and ongoing management. Key elements include data migration, cybersecurity measures, scalability, customization, and change management to foster user adoption and ensure a smooth transition.

To fully implement SharePoint in a City the size of San Bruno, municipalities would typically look for a Microsoft Certiﬁed Partner or a SharePoint Consulting Service. These vendors specialize in providing the technical expertise, services, and solutions needed to successfully deploy and manage SharePoint environments.

Recommendations:

To take full advantage of the Microsoft Government Cloud and Sharepoint will take considerable eﬀort, and a skill set that is fairly unique in the information technology industry. Although this could be accomplished, and it has been to some degree already, by internal resources, the complexities of the ecosystem almost demand that looking to third parties that have completed this work for other municipalities.

Identifying the vendor that could provide this service, and the cost for inclusion in the budgeting process should be goal of the Information Technology Division.

Requiring knowledge transfer and training of Information Technology staﬀ should be a requirement for any agreement to implement SharePoint.

Technical
CAD To CAD (Fire Department)
CAD to CAD refers to the interoperability between diﬀerent CAD systems used by various public safety agencies.

Background
Eﬀective emergency communications during multi-agency responses are a cornerstone when a major incident occurs.

The Fire Department operates on a County-hosted Computer-Aided Dispatch (CAD) system, while the Police Department uses a separate CAD platform. CAD-to-CAD interoperability refers to the ability of independent dispatch systems to electronically share incident information in real time.

Public safety agencies throughout California are working toward CAD-to-CAD solutions to improve coordination, situational awareness, and response times, particularly during large-scale or fast-moving incidents. A fully implemented CAD-to-CAD capability would allow multiple dispatch centers to exchange call details, unit status, and real-time updates without relying solely on voice-based communication. Achieving this level of interoperability will require coordination among local, county, and state agencies, agreement on technical standards, and collaboration with technology vendors.

Observations
During one of the most signiﬁcant ﬁres in the City, multiple jurisdictions and dispatch centers were engaged simultaneously. The Police Department received numerous 911 calls related to the incident and transferred those calls to the Fire Department and other responding agencies. While dispatch personnel performed extremely admirably and very, very eﬀectively under high call volume and demanding conditions, the transfer of information was largely voice-based and required manual entry into separate CAD systems.

This process increased dispatcher workload during a rapidly evolving incident. The limited ability to electronically share detailed call information and real-time updates reduced overall situational awareness, particularly as evacuation areas, resource assignments, and ﬁre conditions changed quickly. The incident demonstrated that, while current systems and

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procedures are functional, they could be improved to enhance the level of real-time information sharing that would best support complex, multi-jurisdictional emergencies.

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Recommendations
The beneﬁts of full CAD-to-CAD interoperability are substantial; however implementation extends beyond the capability of a single city and will require leadership and coordination at the county and state levels. It is recommended that the City continue to monitor regional and statewide eﬀorts related to CAD-to-CAD development and standards.

An appropriately skilled Information Technology resource should work in coordination with the Fire Department to track emerging CAD-to-CAD solutions and evaluate any future proposals for their operational, technical, and ﬁnancial impacts on the City. In addition, lessons learned from the major ﬁre incident and other signiﬁcant events can be used to support broader discussions on dispatch interoperability. Advancing CAD-to-CAD capabilities would strengthen multi-agency coordination, improve responder safety, and enhance the City’s ability to manage large-scale emergencies eﬀectively.

CAD To CAD (Police Department)
CAD to CAD refers to the interoperability between diﬀerent CAD systems used by various public safety agencies.

Background
Public safety agencies in California have been working towards implementing Computer-Aided Dispatch (CAD) to CAD systems for their 911 Dispatch Centers to enhance interoperability and improve emergency response times. A full implementation of CAD to CAD would mean the establishment of a communication network that allows diﬀerent dispatch centers to share critical information in real-time, ensuring that ﬁrst responders have the most accurate and up- to-date information when responding to emergencies. Implementing CAD to CAD will require various stakeholders, including federal, state, local, technology vendors, and public safety oﬃcials to reach agreement. By leveraging advanced technologies and establishing standardized protocols, these agencies aim to overcome challenges such as funding constraints, lack of agreed-upon standards, and slow decision-making processes Observations:

Just as is the case with the Fire Department, the ability to have as much information as possible included electronically when transferring a 911 call from the City’s Police Department 911 dispatch center to another agency would enhance public safety by reducing response time, providing ﬁrst responders better situational awareness by transferring more information about the call as well as real-time updates. Additionally, building CAD to CAD functionality for the Police Department and integrating with a future capability of the Fire Department’s CAD to CAD functionality would be extremely advantageous for the City.

Recommendations:

Although the beneﬁts of fully implementing CAD to CAD are substantial, a larger coordinated eﬀort beyond just the City of San Bruno is required and will require leadership at both the county and state level to move forward. An appropriately skilled Information Technology resource should work with the Police Department to monitor developments in this area and help prepare analysis for any proposals put forward for impact on the City.

CAD/RMS Onsite (Police Department)
The City’s Police Department currently has a hosting agreement with the City of Burlingame for the Computer Aided Dispatch / Record Management System.

Background
The San Bruno Police Department has a long-standing agreement with the City of Burlingame to host the RIMS CAD/RMS system. Because this is a shared system, speciﬁc conﬁguration of the systems which would be beneﬁcial to the City’s Police Department are not available due to limitations on how the RIMS software can be programmed in a shared model.

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Additionally, because the CAD/RMS is remote, additional layers of networking complexity are present with computers and mobile devices (both in police vehicles as well as mobile devices) are located in San Bruno. Finally, decisions about upgrading or adding additional functionality need to be made by consensus of both organizations.

Observations:

Having their own Computer-Aided Dispatch (CAD) and Records Management System (RMS) will allow the City of San Bruno Police Department to customize the system to meet their speciﬁc needs. This includes features, workﬂows, and interfaces that align perfectly with their operational requirements, ensuring optimal performance and eﬃciency. With a system conﬁgured speciﬁcally for their use, dispatchers can manage calls more eﬃciently, allocate resources more eﬀectively, and provide faster response times to emergencies. This is critical in enhancing public safety and service delivery.

However, replacing a police department’s Computer Aided Dispatch (CAD) and Records Management System (RMS) is an intricate endeavor. The process begins with the daunting task of data migration, ensuring that vital information is transferred accurately without loss or duplication. System compatibility adds another layer of complexity, as the new CAD/RMS must seamlessly integrate with existing technologies like the E911 system, body-worn cameras and automated license plate readers.

Financial considerations need to also be evaluated, there is not only the cost of the new system but also the expenses related to data migration, training, and potential downtime.

Eﬀective project management is essential to navigate this intricate landscape, ensuring the project remains on schedule and within budget. Selecting the right vendor is crucial, requiring thorough evaluation of their ability to meet the department’s speciﬁc needs and their track record.

Security and compliance, especially with standards like CJIS, are non-negotiable aspects of the new system. Finally, rigorous testing and validation are imperative to conﬁrm the new system’s functionality and its suitability for the department’s operational needs.

Recommendations:

Designing the necessary infrastructure, including servers, networking equipment, and security measures to host a CAD/RMS system for the Police Department will require considerable knowledge, skill and abilities related to this technology. Additionally, an in-house system will require regular maintenance, updates, and support, most likely necessitating dedicated Information Technology resources. The Information Technology Division does not currently have the staﬃng to support this eﬀort. The addition of an Information Technology Analyst would assist in the requirement gathering and design phase as well as on-going system conﬁguration. Pursuing this project without an internal resource or contracting for external consultant would not be recommended.

CMMS
Background
A Computerized Maintenance Management System (CMMS), is used by Public Works to program and track all required inspection and maintenance activities. Use of a CMMS allows the City to make informed decisions regarding its assets and infrastructure by using the collected data from ﬁeld work orders and documented inspections. Historical data for all maintenance activities are maintained in the CMMS, which provides a basis for critical analysis and data-driven planning and decision-making today and into the future. In addition, a CMMS is used to track and document emergency and

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other reactive activities are documented in work orders as well. The scheduling system allows staﬀ to put certain activities on a preventive schedule and rely on the CMMS to automatically create work orders on a prescribed interval.

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Observations
The City’s Public Works Department currently uses MaintStar, a legacy Computerized Maintenance Management System (CMMS) implemented in 2007, to manage work orders, assets, and maintenance activities across City utilities and infrastructure. Over time, MaintStar has become outdated, lacking the mobile functionality, integration capabilities, and advanced reporting tools needed to eﬀectively support modern maintenance operations. The legacy MaintStar application also lacks integration capabilities to connect maintenance activities with other core business systems, such as ﬁnance, GIS, and purchasing, reducing transparency and increasing administrative eﬀort.

Recommendations
Replacing the City’s legacy CMMS with a modern solution is a necessary step to support eﬃcient service delivery, responsible asset stewardship, and informed decision-making. Public Works will replace MaintStar with SpryPoint’s SpryMobile – Work and Asset Management System (WAMS) a modern, cloud-based platform designed speciﬁcally for municipal operations. SpryPoint’s SpryMobile will provide real-time mobile access for ﬁeld crews, integration with GIS, SCADA, and other critical maintenance systems, robust reporting dashboards, and open APIs for interoperability. This will be a complex project, undertaken in three phases, and involve conﬁguration, data migration, integration with existing operations and maintenance systems, as well as training, and will require signiﬁcant technical support and expertise.

Code Compliance
Background
The City transitioned responsibility for Code Enforcement from the Community Development Department to the Police Department at the end of 2020 / beginning of 2021. However, Code Compliance, which involves the determination of the applicable building code and tracking activity associated with these Code Enforcement cases remains in the Building Division. The Building Division in Community Development still uses the legacy permitting system, TrakIT , to track Code Compliance cases in coordination with MyGovernmentOnline while the Police Department used their CAD/RMS software to track Code Enforcement cases and references both TrakIT and MyGovernmentOnline.

Observations:

In order to completely retire the City’s legacy TrakIT system, a replacement Code Enforcement/Compliance solution will need to be implemented. There are a variety of SaaS (Software as a Service) solutions available to municipalities for Code Enforcement/Compliance, including one from MyGovernmentOnline, the City’s new Planning and Permitting software. Because Code Enforcement/Compliance involves multiple Departments/Divisions within the City and needs to interface with public (for reporting of issues; currently the City uses San Bruno Responds for this functionality) having all involved parties evaluate potential solutions will be key. The MyGovernmentOnline Code Enforcement/Compliance module would present a “single pane of glass” for the City (e.g. being able to see all Building, Planning and Public Works permits & projects in relation to the Code Enforcement/Compliance cases) that would need to be built for other solutions.

Recommendations:

Identify and compare software options for Code Enforcement/Code Compliance/Issue Reporting to MyGovernmentOnline for both cost and functionality (including integration with Planning and Permitting). Request funding for a Code Enforcement/Compliance/Issue Reporting solution in the Fiscal Year 26/27 Budget. If the proposed Information Technology System Analyst is approved, have this individual act as the Project Manager for implementation

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of the Code Enforcement/Compliance/Issue Reporting solution and/or identify another technical resource to act as the Project Manager for implementation.

GIS (Geographic Information Services)
GIS promotes collaboration between diﬀerent Departments/Divisions within local government, such as Building, Planning, Public works, and Public Safety. Shared data and maps improve coordination and decision-making.

Background
From a technical standpoint, a GIS environment should integrate seamlessly with other City systems enabling data sharing and collaboration across departments. This interoperability fosters a more connected and eﬃcient municipal operation, where data silos are broken down, and information ﬂows freely. For example, integrating GIS with a City's ERP system would allow for more eﬀective asset management, tracking infrastructure, and planning maintenance activities.

GIS systems also support smart city initiatives, leveraging spatial data to optimize resource allocation, reduce environmental impact, and improve public services.

Observations:

GIS services are a critical tool for multiple City departments, including Public Works, Community Development and Public Safety. Coordinating the needs and requirements of these diverse stakeholders requires strong project management and communication skills. The technical complexities of integrating the new GIS with existing systems cannot be overstated.

The Information Technology Division must ensure seamless compatibility with other City technologies, such as asset management tools, and public safety systems. This integration often necessitates custom development and rigorous testing to avoid any operational issues.

Responsibility for GIS services in the City are not conﬁned to the Information Technology Division. Information Technology has previously budgeted for outsourced consulting services to conﬁgure and update the City’s GIS environment. Information Technology also has the responsibility to creating and running the technology environment for the GIS services. Finally, the Public Work Department had a resource with expertise in the conﬁguration of GIS system, but that position is now vacant.

Recommendations:

The City needs to develop a plan to address how GIS services are provided within the City. Responsibility for the technical environment should remain with the Information Technology Division given the in-house expertise in conﬁguring and running the hardware. However, the day-to-day administration of the GIS system needs to be addressed.

An appropriately skilled individual, either within the Information Technology Division, or other Department/Division in the City will need to be hired, or the City will need to contract out for these services.

Planning (Online Permitting)
Background
The Planning Division in Community Development uses currently uses a hybrid approach for accepting submittal and interactions with developers submitting planning projects. This process includes using PDF forms available on the City’s website, email correspondence, and a SharePoint site to exchange project materials as well as the City’s legacy permitting system, TrakIT.

Observations:

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Using an online submission process for the Planning Division will streamline their workﬂow and should reduce the time it takes to review and approve planning projects. The MyGovernmentOnline system, used by the Building Division, has the capability to accept Planning Applications online. The MyGovernmentOnline system has the ability to generate automated notiﬁcations and reminders ensure that tasks are completed promptly as well as the ability to show applicants where in the permitting process their application is at any point in time, and what additional steps will need to completed before their application is approved.

Additionally, developers would be able to quickly access guidelines, regulations, and submission requirements from within the MyGovernmentOnline system, which should result in more accurate and complete applications.

Finally, the MyGovernmentOnline system will also allow developers can submit their projects at any time, from any location. This ﬂexibility will be particularly beneﬁcial for out-of-town or international developers.

Recommendations:

The City is in the process of implementing Planning module in MyGovernmentOnline and expects to begin bringing applications online for Planning projects online in the ﬁrst quarter of this year. If the proposed Information Technology System Analyst is approved, this individual will be able to assist in implementation of the MyGovernmentOnline Planning module.

Public Works (Online Permitting)
Background
The Public Works Department uses the City’s legacy Permitting system, TrakIT , as well as some manual processing to issue permits associated with projects involving the public infrastructure of the City. Public Works has a separate “instance” MyGovernmentOnline (basically providing the ability to customize some aspects of MyGovernmentOnline) that will allow them more conﬁguration options.

Observations:

Public Works permitting, although a less total permit volume that what is associated with the City’s Building Division, is complex, and Public Works has unique work processes that have provided beneﬁts to their Department and the City that will need to be conﬁgured in their MyGovernmentOnline.

Recommendations:

The City is using the Building Division’s MyGovernmentOnline conﬁguration to model the implementation for Public Works. Again, if the position is approved, the Information Technology System Analyst can be another technical resource to assist in documenting work process associated with the Public Works permitting process for implementation in MyGovernmentOnline. As with the Building Division’s implementation, the implementation and design process to are being used to evaluate whether some existing work practices can be automated to a larger degree than currently takes place. Finally, as with the Planning implementation of MyGovernmentOnline, the City expects to begin bringing the application process for Public Works permits online via MyGovernmentOnline in the ﬁrst quarter.

SCADA
Supervisory Control and Data Acquisition, (SCADA) is used by the City’s Public Works Department to control and monitor their equipment associated with water services.

Background

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The City’s SCADA devices use a variety of means for network connectivity. Network connectivity for SCADA devices is critical, both to monitor the devices’ operating state, but also to control the devices remotely. Additionally, because of the sensitive nature of the services associated with these devices, security services, such as proximity/intrusion alarms and video surveillance are a necessity.

Observations:

Responsibility for the SCADA devices & network are currently shared between Public Works, Information Technology and an outside consultant. SCADA is typically one of the more complex and risk prone technologies, and having a depth of understanding is critical to ensure that vital public infrastructure is protected.

Recommendations:

Because of the complex nature of SCADA, and the criticality of ensuring optimal security, the City should include an evaluation of the City’s current SCADA architecture in the Cybersecurity Assessment. Results from the Cybersecurity Assessment should be used to enhance develop a plan to enhance the security of the City’s SCADA environment as well as evaluate this responsibility to increase accountability and ensure that adequate expertise is available to oversee and administer the systems.

Eﬃciency
Document Management
The City recently migrated from using a legacy document management system OnBase to Laserﬁche, an online Document Management System.

Background
A Document Management System (DMS) oﬀers centralized storage, easy retrieval, and eﬀective management of electronic documents. The City currently uses the document management system for with an extensive range of documents, including permits, licenses, legal contracts, and other records which the City is required to retain either by statute or ordinance. A DMS provides structured storage, organized categorization, and powerful search functionalities, ensuring documents are readily accessible to both the public and other Observations:

The City’s Information Technology Division, in coordination with the City Clerk, Community Development and Public Works and other Departments/Divisions have completed a signiﬁcant project with the migration to Laserﬁche from Onbase. Because Laserﬁche is a modern, cloud-based application, new and powerful tools for document management will now be available for the City to use. For example, workﬂow automation, which allows documents to move through the organization automatically routing forms for approval, triggering notiﬁcations, and even updating related records without requiring manual intervention is available in Laserﬁche.

Laserﬁche can also automatically apply retention policies, archive documents, or trigger secure disposal according to organizational or legal requirements. This would be valuable for the City to assist in compliance with state retention laws and audit readiness.

Finally, Laserﬁche also can connect with external systems such as an Enterprise Resource Planning, Online Permitting, and email to ensure that documents are automatically captured and contextually linked, a process that currently requires manual processing by the user Departments/Divisions and Information Technology.

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Recommendations:

The City should consider using Laserﬁche Workﬂow to automate document import, in particular from Online Permitting (MyGovernmentOnline) and CivicPlus/PrimeGov (the largest document generators that have speciﬁc retention policies) to improve consistency and reliability by applying standardized rules for naming, metadata, security, and folder placement. This will reduce errors commonly associated with manual imports and ensures documents are properly classiﬁed and ready for use as soon as they enter the system.

By implementing Laserﬁche Workﬂow/Automation, the City will see reduced staﬀ workload and Information Technology maintenance requirements, allowing more focus on downstream processes, such as review, approval, and retention.

PRA Management
Background
Public access to government records is a fundamental principle of transparency and accountability in local government.

In California, the Public Records Act establishes clear requirements for responding to requests from the public, including statutory timelines, documentation of responses, and good-faith eﬀorts to locate and disclose records. In recent years, the number and complexity of public records requests received by cities have increased, driven by greater public awareness, expanded electronic records, and the ease of submitting requests through digital channels.

Historically, public records requests have often been managed through email, spreadsheets, or other manual tracking methods. While workable at lower volumes, these methods have become increasingly inadequate as requests now frequently involve multiple departments, large data sets, and heightened public scrutiny.

Observations
The City currently receives public records requests through multiple entry points, requiring staﬀ to manually track deadlines, coordinate with Departments/Divisions, and document responses. This decentralized approach increases the risk of missed statutory deadlines, inconsistent communications, and incomplete documentation of actions taken. It also places a signiﬁcant administrative burden on staﬀ, particularly when managing complex or high-proﬁle requests.

Additionally, the lack of a centralized system makes it diﬃcult to produce an auditable record of compliance with the Public Records Act. In the event of a complaint or legal challenge, reconstructing timelines, communications, and decision-making can be time-consuming and resource-intensive. From the public’s perspective, limited visibility into the status of requests may lead to frustration and reduced conﬁdence in the City’s commitment to transparency.

Recommendations
The City should continue to explore implementation of a dedicated Public Records request management software to support compliance, eﬃciency, and transparency. This type of software would provide a centralized platform to receive, track, assign, and respond to requests, with automated deadline monitoring and standardized workﬂows. It would also facilitate interdepartmental collaboration and ensure consistent documentation of extensions, exemptions, and disclosures.

Implementing this software will reduce administrative risk, improve staﬀ eﬃciency, and enhance the City’s ability to demonstrate good-faith compliance with the Public Records Act. Finally, it will improve the public experience by providing clear communication, status tracking, and timely responses.

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Social Media Archiving
Background
The City’s use of social media platforms to communicate with the public generates records that are subject to the California Public Records Act (CPRA) and applicable records retention requirements. Content created or received through oﬃcial City social media accounts including posts, comments, replies, and direct messages related to City business constitutes public records when it pertains to the conduct of public business.

Social media platforms are not designed to function as compliant records management systems. They do not provide reliable retention controls, audit trails, or assurances that content will remain accessible over time. As a result, reliance on social media platforms alone does not ensure the City’s ability to retain, retrieve, or produce records as required by law.

Without a dedicated archiving solution, social media content may be deleted, altered, or rendered inaccessible, either intentionally or through routine platform operations. This creates a risk that the City may be unable to respond fully to public records requests or preserve records subject to litigation holds.

Observations
Social media has become one of the City’s most visible and frequently used communication channels, with multiple departments maintaining active accounts. While these platforms enhance public engagement and outreach, they also introduce compliance and risk management challenges that are not present with traditional communication methods.

In the absence of automated archiving, staﬀ must rely on manual or ad hoc methods to capture and retain social media content, which is time-consuming, inconsistent, and prone to error. Retrieving historical content in response to public records requests or legal inquiries can be diﬃcult and incomplete, particularly when content has been edited or removed.

Additionally, because moderation and content removal may occur in accordance with City policies, the lack of an independent archive limits the City’s ability to demonstrate transparency and accountability regarding what content was posted, when it was posted, and how it was managed.

Recommendations
Implement an automated social media archiving solution that captures and preserves content from all oﬃcial City social media accounts in a centralized, searchable repository. The system should retain posts, comments, replies, and messages, along with relevant metadata, in accordance with the City’s adopted records retention schedule.

Establishing clear administrative oversight of social media archiving as part of the City’s broader records management program will help ensure consistent compliance across departments. Policies and procedures should be updated as needed to reﬂect archiving requirements and clarify departmental responsibilities.

Website Redesign/Refresh
The City’s Website is the “Public Face” of the organization of the Internet. A redesign or a refresh of the website will involve the involve gathering input from the entire City so that the end product reﬂects the nature and character of the City, and incorporated all the necessary feature and functionality.

Background

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The City selected CivicPlus as the Content Management System / Website four years ago after dissatisfaction with the prior provider. As part of the negotiated agreement with CivicPlus, if the City is eligible for a complete redesign/update of the website, free of charge.

Observations:

Although the explosion of social media has created new mechanisms for the City to communicate with our community, the website remains the ‘oﬃcial’ public face of the City in the digital world. Residents and businesses seeking authoritative information about City operations, and the actions of their elective oﬃcials use the City’s website as their primary resource.

The last redesign of the City’s website took approximately six months, and involved every department/division within the City, with the Information Technology Division acting as a point of coordination and project management. As the previous redesign involved migrating content from one web platform provider to another, the length of time to complete the project was longer that what should be expected with the current redesign, however, this will still be a multi-month project.

However, CivicPlus has added new functionality to their platform, which should be evaluated for potential use by City Departments/Divisions and new ADA compliance rules will add complexity to the project.

Recommendations:

In addition to the opportunity to refresh and update the website, the City’s will need to ensure compliance with the U.S.

Department of Justice’s (DOJ) Accessibility Rule under Title II of the Americans with Disabilities Act (ADA). Speciﬁcally, the City’s website will need to meet the Web Content Accessibility Guidelines (WCAG) 2.1 at Level AA as the minimum standard for compliance. Because the City serves a population of fewer than 50,000 residents, the compliance deadline for meeting the DOJ’s web accessibility standards is April 24, 2027. While this allows additional time, the scope of the rule is broad and will require careful planning and coordination. Compliance will involve reviewing and remediating website content, online documents, videos, and forms, as well as working with website vendors and ensuring that new content remains accessible on an ongoing basis. The Information Technology System Analyst, if approved, could be technical resource to assist in both the website update and ADA compliance.

Operational
Data Center Modernization
Background
The City has successfully transitioned the majority of its business applications to the cloud, signiﬁcantly reducing reliance on the on-site Data Center for day-to-day operations. However, the Data Center remains a vital component of the technology infrastructure, supporting specialized workloads, backups, and disaster recovery capabilities. Its role has shifted from a primary application host to a strategic asset that complements the City’s cloud-ﬁrst strategy.

Observations
Although the Data Center no longer serves as the primary host for most City applications, it continues to play a critical role in supporting specialized workloads and network connectivity. Much of the existing infrastructure is aging, which will lead to higher maintenance costs and limited scalability, while some systems remain underutilized.

The Data Denter also remains absolutely critical to providing ingress and egress from the City’s desktop computers to the applications hosted in the cloud, as well as protecting from malware and other threats on the Internet. Additionally, the

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Data Center could support potential City initiatives, such as smart city projects, local data analytics, IoT deployments, or high-bandwidth processing which may not be best provided as a cloud service. However, the current conﬁguration is not optimized to fully leverage these opportunities.

Recommendations
Moving forward, the focus should be on modernizing the Data Center’s infrastructure, enhancing security, and aligning the data center’s capabilities with strategic City objectives. Aging hardware should be consolidated, and additional virtualization implemented where appropriate to create a more ﬂexible, high-performance environment that integrates seamlessly with cloud services. Security should be strengthened through improved physical access controls, surveillance, and potentially additional network segmentation
Given the central role of networking in both cloud integration and local operations, updating and maintaining on-site routers, switches, and other networking equipment is essential. As John Gage famously stated, “The Network is the Computer” a principle that is perhaps more relevant today. Ensuring that the network infrastructure is robust, reliable, and scalable allows both cloud-based and on-site services to function eﬃciently, securely, and with minimal latency, forming the backbone of a modern hybrid IT environment.

Finally, portions of the Data Center could be repurposed to support high-value initiatives which are not best suited for cloud services if these needs materialize. By taking these steps, the Data Center can evolve from a traditional hosting facility into a lean, secure, and strategically valuable component of the City’s hybrid IT ecosystem.

Human Resources BambooHR
BambooHR is a cloud-based human resources (HR) software could help the City manage applicants for positions within the City, our employee’s information and could augment our legacy ﬁnancial system’s payroll and beneﬁts functionality.

Background
The City has used a combination of systems and manual processing to manage aspects of the internal workﬂow of the Human Resources Division which created bottlenecks and required manual processing to bridge disparate systems.

Additionally, the Division saw a fairly signiﬁcant number of personnel changes, resulting in loss of institutional knowledge about how to leverage these disparate systems. Without a uniﬁed system, and with growing demand from the organization, the City implemented BamboHR, a Software as a Service to help address these issues.

Observations:

Currently, the BambooHR system is operating in a standalone fashion. In an ideal world, the City would have a HRIS (Human Resources Information System) system that would assist the Human Resources Division from inception of the relationship with a potential employee (recruiting) to the next step (onboarding) to its conclusion (the separation of the employee). Currently, manual processing must take place to onboard an employee within the City’s diﬀerent systems, such as creating an account within the EDEN ERP for timekeeping and payroll, an account Microsoft Azure for email and ﬁle sharing, and the other individual systems each Department/Division use for their responsibilities.

Recommendations:

Use Information Technology resources to implement the ﬁrst level of integration between BambooHR and City system which will allow employees seamless access to the BambooHR.

The City should consider using the Information Technology System Analyst (if approved) and other Information Technology Division resources to explore additional integrations with existing system to reduce the Human Resources manual processing in the context of the EDEN ERP replacement.

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Multi-Factor Security Enhancements
Multi-Factor Authentication (MFA) is a security mechanism that requires users to provide two or more veriﬁcation factors to gain access to a system, application, or data.

Background
Municipalities continue to be the target of individuals attempting commit ﬁnancial crimes or trying access resident or employee details, ﬁnancial records, and disrupt critical infrastructure. In the Bay Area, smaller cities such as Saint Helena and larger cities such as Oakland have had cyber-security incidents that either required shutdown of city systems or resulted in loss or theft of critical data. These criminals use a variety of means to attempt access however, compromising systems via theft of passwords remains one of the most common vectors.

Observations:

Multi-Factor Authentication provides an additional layer of defense against cyber-threats. Even if a password is compromised, the attacker would still need the second or third factor to gain access. This greatly reduces the risk of unauthorized access to sensitive government data and systems. Phishing attacks often target user credentials and MFA helps mitigate this risk by requiring an additional veriﬁcation step that is not easily obtainable through phishing methods.

This helps protect employees and the systems they use from being compromised.

Recommendations:

The City should have the Information Technology Division implement Multi-Factor Authentication for all users who access the City’s technology resources to the greatest degree possible. Ideally, the solution would have a low “friction” for users, e.g. the process would not be disruptive to staﬀ’s normal work processes. A training program that explains why the City needs to implement this technology and provides hands on training so that all staﬀ is comfortable with using the technology before its use is enforced should be developed.

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INFORMATION TECHNOLOGY DIVISION OVERVIEW
Information Technology Staﬃng
The Information Technology Division does not currently have the resources necessary to meet the needs of the City.

Background
City of San Bruno has both centralized and decentralized technology support staﬀ, with the Public Safety & Public Works Departments having at least semi-dedicated resources. The Public Safety (Police and Fire) and Public Works Departments are funding these technology resources from their own budget.

The Division is currently overseen by an Information Technology Manager (the recruitment process is currently taking place) reporting to the Chief Financial Oﬃcer and has a System Administrator, two Information Technology Associates (with one Associate primarily focused on Public Safety needs and funded by the Police and Fire Departments) and a Management Analyst (primarily focused Public Works and funded by the Public Works Department).

For both the Information Technology Associate associated with public safety and the Management Analyst, technical and functional supervision are the responsibility of the Information Technology Manager and general direction is provided from the Police and Fire Captains, Battalion Chiefs, or designees in public safety, and the Public Works Director, Deputy Director or their designee for Management Analyst.

Observations:

In addition to the needs described earlier in this document which supported additional staﬃng in the Information Technology Division based on the type and complexity of work, a comparison of the current staﬃng level with other municipalities in the State of California also supports the recommendation of increasing the number of resources in the Division.

In California, Information Technology Managers throughout the state have the option to join the Municipal Information Systems Association of California (MISAC), an organization that promotes the understanding and strategic use of information technology within local government agencies through sharing of best practices.

A poll of Information Technology professionals regarding the level of staﬃng in their agency (Table 1 – Comparing Provision of Technology Support Services in Municipalities) shows that the City of San Bruno is in the lowest tertile (lowest 1/3) of all Cities when comparing the total number of full-time employees to authorized positions in their Information Technology Department/Division.

Obviously, it is diﬃcult to make an “apples to apples” comparison of municipalities, some provide diﬀerent services, and other have diﬀerent levels of maturity in their service delivery models using technology. Additionally, some jurisdictions contract out for either general help or specialized services (as an example, the City of South San Franciso contracts out for two FTE positions, which, if included in the calculation of “Number of EE per IT Position” would have them at 45 employees per position in Information Technology). However, even this rough approximation shows that currently the City of San Bruno is at the lower end of providing technology support services to our employees and supports strong consideration of adding staﬃng the City’s Information Technology Division.

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Table 1 – Information Technology Staﬃng Level in Municipalities

Municipality Population Employees
(FTE)
IT Staff Number of FTE per IT
Position

City of Carlsbad 115,000 1000 50 20
City of Mesa, AZ 515,000 5,000 193 26
Watsonville 54,000 450 17 26
Newark 47,529 175 6 29
Menlo Park 34,000 293 10 29
Palm Springs 43,000 650 22 30
City of Rialto 103,391 350 11 32
City of Fresno 546,718 4500 135 33
Pleasant Hill 34,000 108 3 36
City of Santa Ana 310,000 1,200 33 36
City of Livermore 90000 450 11 41
Port Hueneme 23000 135 3 45
San Ramon 85,000 285 6 48
City of Chico 101,301 600 12 50
Fountain Valley 56,333 268 5 54
South San Francisco 67,000 500 9 56
San Bruno 41,327 287 5 57
Whittier 84,000 550 8.5 65
Tahoe City 7,000 70 1 70
Town of Windsor 27,856 109 1 109
San Fernando 23,300 183 1 183

Recommendations:

Given the challenges faced by the Information Technology Division by the City’s current major technology project portfolio, and that from multiple aspects, there is a clear need to ﬁnd additional resources, adding the Information Technology System Analyst is a reasonable and prudent course of action at this juncture.

Adding an Information Technology System Analyst at this time, rather than waiting for the next budget cycle, will allow him/her to start developing a deep institutional knowledge of the City's unique needs and operations so that he/she can work to provide tailored solutions that align closely with the City's goals and priorities. The addition of this position will ensure continuity and consistency in managing technology projects and services, building institutional memory that is invaluable for maintaining and improving these systems over time.

The addition of an Information Technology System Analyst will help in developing and reﬁning the interactions between Information Technology staﬀ and all City departments; fostering better communication and collaboration, resulting in better outcomes on technology projects. A strong partnership between the Information Technology Division and all City Department/Divisions will help ensure that technology initiatives are well-integrated with Departmental/Division needs and objectives, leading to more eﬀective and customized solutions.

The City should also consider its current structure of having “dedicated” technology staﬀ.

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For Public Safety (Police & Fire), because of their locations, and the specialty nature of their technology, having Information Technology resources on-site allows for immediate support and more responsive troubleshooting in case of technical issues or emergencies. This minimizes downtime and service disruptions, ensuring that the Public Safety operations run smoothly. Additionally, in-house technology staﬀ can focus on conducting regular maintenance and proactive monitoring to prevent potential problems before they escalate.

For Public Works, again because of the multiple locations and multiple disciplines associated with the Department, having a dedicated technology resource is a reasonable structure.

However, a structure of resources reporting to a diﬀerent Departments/Divisions can be diﬃcult to navigate, with the individuals involved potentially facing conﬂicting priorities from diﬀerent managers. If this practice does not present issues, there would not be a need to make a change, however, if this does arise, an alternative is to move reporting and management to the user departments and leaving only technical management with the Information Technology Division.

This type of structure uses “Departmental Champions” (e.g. a technology resource embedded in the Department/Division) who focus on a speciﬁc Department’s needs, and work in conjunction with the Information Technology Division. A change of this nature would be best contemplated in the context of the development of the Technology Master Plan, and in coordination with input from all involved parties.

Finally, with the rise in cyber threats, municipalities must prioritize cybersecurity to protect sensitive data and infrastructure. Public sector organizations are attractive targets for cybercriminals due to the valuable information they hold and the potential impact of a successful attack. By properly staﬃng the technology function, the Information Technology System Analyst will be able to assist the City to implement advanced cybersecurity measures, conduct regular risk assessments, and respond swiftly to potential threats.

In-house Information Technology professionals can implement robust cybersecurity measures and safeguard sensitive City data. Because in-house staﬀ have the ability to develop a deep understanding of the City's infrastructure to develop comprehensive security strategies that protect against cyber threats. Direct control over technology resources and personnel ensures that access to critical systems and data is tightly managed and monitored The Information Technology Division is critical in driving innovation and digital transformation within the City, as well as ensuring that systems are not only maintained but are continuously improved to meet future demands. An Information Technology System Analyst would bring a specialized skill set that goes beyond routine technology tasks, enabling more eﬃcient project management, data analysis, and system integration. This would lead to better resource allocation, enhanced cybersecurity measures, and improved overall performance of the City’s technology infrastructure. Investing in this role now will not only bridge the current skills gap but also position the Information Technology Division to proactively tackle emerging challenges, fostering a more resilient and forward-thinking technology environment for the community.

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APPENDIX A – PROJECTS
Department
/ Division
Project Name
CC Document Management Laserﬁche
CC PRA Management Software
CS Turnstile Integration: Entrance turnstiles at the Recreation and Aquatic Center need to validate membership status via CivicRec
CS Facility Rental Sync: CivicRec’s facility rental data does not sync with the CivicPlus website, causing duplicate work.

CS Event Calendar Sync: Special events created in CivicRec should auto-populate the CivicPlus calendar, similar to the rental issue.

CS New RAC Website: A standalone site for the Recreation and Aquatic Center exists but needs migration to a gov top level domain.

CS CivicPlus Section Update: The Community Services section on the city’s CivicPlus site needs a content and structure refresh.

CS Council/Commission Broadcasts: Discussions are underway to enhance broadcasting from the Recreation and Aquatic Center
CS Main Room Tech: AV equipment in the main room (used for Council meetings) is outdated.

CS Funding: There is approximately $120K to do the audio/visual equipment and labor to update the room used for Council meetings.

CS Conference Rooms: Technology upgrades are needed to make these rooms more attractive for rentals.

CS Smart TV for Director’s Oﬃce: A smart TV in the Director’s Oﬃce, where meetings are held, would be beneﬁcial.

CS Lobby Displays: Lobby TVs need updating.

CS Senior Center A/V: The Televisions are not smart-enabled, AV setup is cumbersome. Funding Gap:
~$1.7M is available, but ~$4M is needed for a full renovation.

CS Timekeeping for Part-Time Staﬀ: Desire to integrate timeclocks with electronic timekeeping and allow account code entry.

CS Loaner Laptops: Part-time staﬀ need access to city-issued laptops.

CS TV & Public Computers: The library needs to replace an outdated TV and upgrade public computers.

CS Laptop for Supervisor: A laptop is requested for the Parks supervisor.

CS Work Order System: Interest in exploring a digital work order management solution.

CS SaaS Tools: Exploring tools to analyze park/facility (e.g. total attendance, location with park or facility) usage by time/day/season.

FIN Finance oﬃce layout renovation
FIRE Transition from AirWatch over to Apple Business MDM FIRE New Station 52 planning and implementation
FIRE SBPD CAD to CAD -for Fire side. Fire CAD is at Public safety communications in Redwood City (also serves County Sheriﬀ )
FIRE Backup administrators for County wide Fire MDM Omnissa FIRE Backup administrators for Fire RMS and associated systems FIRE Current stations technology support Station alerting FIRE Current stations technology support Station Ubiquiti systems

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FIRE Upgrade to Open Path for Fire Station security access FIRE Technology support for Apparatus cradle point and Starlink support Department
/ Division
Project Name
FIRE Technology support for MCV networking
FIRE Technology support for Alert wildﬁre camera PTP system FIRE Implementing a WiFi radio programming server
FIRE Implementing Drone capability as a ﬁrst responder program FIRE Payroll and scheduling Integration when Eden is replaced HR Evaluate HR Bamboo Phase I
IT On-going Cyber Security Awareness/Testing/Training
IT Create / Redesign SharePoint Teams Channel Portal for Entire City IT Implement YubiKey MFA Security enhancement for CoSB
IT GIS server update Phase 2
PD CCTV Cameras
PD Two Mobile CCTV cameras at Intersections
PD WiFi QR Code for Police vehicles
PD CAD to CAD application
PD Tech Refresh 3 laptops for command staﬀ
PD CJIS Rims MFA requirement
PD Implement RIMS onsite @ PD
PD Implement Mobility Solution (Additional laptops with secure connectivity) PW IT Pipes 3rd Party Storage
PW WW Mobile CCTV Camera for Sneath Lane
PW SCADA Vendor Replacement
PW Strengthen security for SCADA environment
PW IT/Engineering - P Drive migration; Clean up and organize PW ﬁles prior to migration PW PW/Water Division - Procure vendor for water reporting and outward facing customer portal PW PW/Corp Yard - Asset Management system to integrate or replace MaintStar CMMS PW Fleet Booking Software
PW PW/Engineering - Internal permitting process
PW IT/PW - GIS services
PW PW Asset Data Collection
PW Deployment of 6 Firewall for RS Sites
PW Upgrade 3 SCADA servers
PW Yubi Key
PW Mobile CCTV Camera for Sneath Lane
PW SharePoint revamp to incorporate Teams Channel
PW Tech Refresh for PW Department
PW CCTV ITPIPES truck upgrade
PW CCTV Video Cold Storage Data Migration

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PW PW/ ENG oﬃce Renovation
PW Project Management Information System

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APPENDIX B – DRAFT JOB DESCRIPTION (SYSTEM ANALYST)

CLASS SPECIFICATION
CLASS TITLE:

Information Technology System Analyst
DEFINITION:

Under general supervision, performs complex, advanced work of a professional nature and coordinates and serves as project manager on complex technology systems development and enhancement projects, utilizing skills that require an understanding of complex business processes and requirements and the development of applications to streamline/automate processes; while working with a signiﬁcant amount of independent authority and judgment. Incumbents’ primary responsibilities consist of managing large, complex projects and leading project teams and/or providing expertise and lead direction to other professional staﬀ responsible for business systems analysis and the development of technical solutions.

DISTINGUISHING CHARACTERISTICS:

The Information Technology System Analyst classiﬁcation is responsible for performing complex professional business analysis and application development related duties that include providing lead direction to other analytical staﬀ and providing strategic input; and/or coordinating and managing projects that are moderate to large in size and scope, requiring coordination across multiple Departments/Divisions, the direction of multiple professional technical staﬀ, and assisting in procurement/utilization of signiﬁcant resources related to technology projects.

The Information Technology System Analyst is distinguished from the System Administrator in that the Information Technology System Analyst is responsible for the management/coordination of projects designed to develop technical solutions and/or enhancement s related to the automation of business processes to meet user needs; whereas the System Administrator is responsible for providing lead direction and/or technical expertise in the actual design and maintenance of the technical solution.

The Information Technology System Analyst is distinguished from the Information Technology Manager in that the former may be responsible for providing functional or direct oversight where the emphasis is on project management and technical expertise, with oversight responsibilities incidental to the project management and technical expertise with the latter’s primary responsibility is for managing a major work unit with the Information Technology Department and the primary responsibility is for performing f ull, supervisory/management responsibilities.

SUPERVISION RECEIVED:

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Works under the general supervision of either the Information Technology Manager or the Chief Financial Oﬃcer.

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SUPERVISION EXERCISED:

The Information Technology System Analyst provides training and direction to the Information Technology Associates, contract, and temporary employees as assigned.

ESSENTIAL DUTIES AND RESPONSIBILITIES (ILLUSTRATIVE ONLY):

1. Trains, leads, and provides technical guidance to professional and technical staﬀ assigned to business systems analysis; directs the work of peers and/or subordinate professional Information Technology staﬀ on assigned projects.

2. Analyzes and evaluates business requirements, consults with personnel from various Departments/Divisions and identiﬁes areas for the development of technical solutions to automate and/or improve business processes. Provides recommendations on new or enhanced systems, software, upgrades and modiﬁcations. Evaluates and balances the requirements/needs of multiple Departments/Divisions in identifying the technical solution that will best meet the identiﬁed needs.

Participates in developing strategic plans for systems/applications development for the City.

3. Acts as the project lead over moderate/large business automation projects; develops and monitors project budgets and resources; interfaces with Department/Division staﬀ to deﬁne project scope and review project activities, recommendations and outcomes; coordinates the use of project resources based on project requirements; designs and implements project testing and quality assurance processes. Project-related duties may include:
a. Determining and developing cost beneﬁt analyses for project justiﬁcations; developing projected budgets and resources needed to conduct the work; evaluating risk concerns and options; providing technical input into the development of speciﬁcations for “requests for proposals” pertaining to external services; reviewing vendor submissions and providing recommendations on vendor selection;
b. Serving as the primary Department/Division interface to the Information Division on assigned projects; reviewing recommendations with Department/Division staﬀ and receiving approval to proceed; providing updates on project status, timelines, and problems; reviewing ﬁnal outcomes with the Department/Division staﬀ and obtaining their sign oﬀ that all work has been conducted in accordance with their requirements; c. Assigning and directing project team members that cross multiple disciplines and/or departments; as well as other resources, on assigned projects to ensure compliance with schedule, budget and project speciﬁcations.
d. Coordinating the activities of contract personnel and/or vendors, consistent with project plans; identifying and resolving obstacles to progress. e. Designing and directing project testing and quality assurance processes for assigned projects.

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4. Coordinates and conducts user training sessions; develops and updates user documentation, written instructions, training guides, manuals and materials for users and applications support staﬀ; meets with users to provide information regarding system changes and enhancements and to address any questions or issues.

5. Prepares complex reports, correspondence and other documents; participates on committees and task forces; attends meetings, conferences and training sessions.

PERIPHERAL DUTIES:
• Reports for work at any time in event of disaster or other emergency situation. • Interviews individuals to obtain data or draft correspondence to answer inquiries. • May review purchase requisitions to ensure accuracy and compliance with the budget, policies, and procedures.
• Establishes purchase orders, agreements, and other contracts meeting the best interests of the City.
• Reviews and keeps current on new laws and regulations aﬀecting the City. • Assists in the development of notices, ﬂyers: brochures, newsletters, media releases, news articles, and other informational materials about programs and services. • Attend seminars and workshops related to administrative duties and responsibilities. • Serves as a liaison to various employee committees.

MINIMUM QUALIFICATIONS EDUCATION AND EXPERIENCE:

Equivalent to completion of a Bachelor’s degree from an accredited college or university with major coursework in computer science, information systems, business administration, public administration, or a closely related ﬁeld which includes coursework in business analysis and technical writing. Possession of one or more approved information technology certiﬁcates and/or completion of other approved technology related training may substitute for some or all of the required education.

NECESSARY KNOWLEDGE, SKILLS, AND ABILITIES DEMONSTRATED KNOWLEDGE OF:
• Principles and practices of eﬀective team building, team leadership and conﬂict resolution. • Advanced principles and practices of project management and workﬂow analysis. • Familiarity with the System Development Life Cycle (Waterfall, Agile, Iterative, Spiral, etc.) • A b r o a d r a n g e o f o p e r a ti o n s , s e r v i c e s , c o n c e p t s , t e r m s a n d a c ti v i ti e s c o m m o n t o a comprehensive, state-of-the-art information systems program. • Principles, methods and techniques used in designing, developing, testing and implementing computer hardware and software systems.
• Principles and practices of customer service.
• Methods and techniques of developing and presenting technical documentation and training materials.
• Principles and practices of record keeping.
• Modern oﬃce procedures, methods and equipment.

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ABILITY TO:
• Conduct independent research, interpret highly technical documents, draw valid conclusions, develop technological solutions, take appropriate actions and/or make appropriate recommendation related to complex information technology problems. • Lead, train, assign, schedule and review the work of technical and/or professional information technology staﬀ.
• Eﬀectively build and lead teams through all phases of complex information technology projects involving multiple information technology disciplines in order to achieve Departmental/Division and/or City goals.
• Perform business rule and process analyses and apply critical thinking skills to reach sound, logical conclusions regarding user client needs and business requirements for complex assignments with a broad scope.
• View, understand, explain, and plan complex, multi-departmental projects from both the high level, overall perspective and the detailed, task level. • Prepare and monitor project budgets.
• Research and gather complex information from a variety of City, vendor and industry sources. • Develop training materials; train team members in the use of complex technical equipment and software.

Category: Unrepresented
FLSA Classification: Exempt
Eﬀective Date: XXXXX XX, 2026
Revisions: n/a

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APPENDIX C -TOWN OF LOS ALTOS HILLS GENERATIVE AI POLICY

TOWN OF LOS ALTOS HILLS
26379 Fremont Road
Los Altos Hills, CA 94022
Phone: (650) 941-7222
www.losaltoshills.ca.gov

Generative Artificial Intelligence Acceptable
Use Policy

Approved by City Council Feb 15, 2024

1. Executive Summary

The Town of Los Altos Hills uses reliable, collaborative, and secure information technology solutions to support the efforts of staff in delivering high-quality services to its community.

As new, relevant local government technologies arise, the Town often assesses the value that each can deliver. In 2022, generative AI – creating meaningful output such as text and images from human prompts -- emerged as a powerful new tool in a wide range of contexts. The Town quickly recognized that this technology could be extraordinarily useful in the public sector while also acknowledging that it could create unacceptable risks.

The Town of Los Altos Hills will partner and collaborate with other government agencies in the region and beyond to maximize the benefits of generative AI and to reduce its risks such as security, privacy, and content issues.

This policy provides rules and guidance for Town staff to support responsible use of generative AI tools. The Town is committed to encouraging the use of emerging technologies that promote progress and innovation, increase organizational performance and quality service delivery, and serve the public good.

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2. Version Control

Date Version What Who
11/18/23 1.0 Draft policy framework External consultant 11/24/23 2.0 First full draft of policy External consultant 11/27/23 2.1 Review and minor modifications City Manager 12/17/23 3.0 Incorporates feedback from tech committee LAH Tech Committee 2/15/2024 3.0 Adopted by City Council LAH City Council

3. Deﬁnitions

What Description
User Staff, contractors, or others using Generative AI for Town work purposes.

Town The local government of The Town of Los Altos Hills, California.

Artificial
Intelligence (AI)
A system that performs certain tasks that simulate those of a human.

Generative AI A system that creates content such as text, audio, or images in response to human or computer inputs.

4. Purpose

The purpose of this policy is to set forth requirements and guidance that Town users must adhere to when acquiring and using solutions that meet the definition of generative artificial intelligence (AI).

5. Scope

While AI is a broad and deep topic, this policy is currently concerned with solutions that use a specific type of AI called generative AI. Examples include ChatGPT and Google Bard, as well as products from Stability.ai, Jasper.ai, and similar. This policy also acknowledges that the boundaries of such solutions can be complex to define, and the nature of the technology is changing at a high rate. In the event of uncertainty in how any part of this policy applies, staff should first seek guidance from a supervisor.

6. Benefits and Risks of Using Generative AI in Local Government

Benefits (not an exhaustive list):
a) Ability to analyze large amounts of information and then identify patterns, answer questions, make recommendations, and summarize ﬁndings.

b) Reduce time spent on regular tasks including the creation of documents such as memos, emails, job descriptions, and reports, and assist with rapid knowledge acquisition. c) Improved decision-making by discovering and exploring scenarios, evaluating options, and analyzing relevant data.

d) Assist in the development of new content such as policies and procedures, website content,

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and social media posts, including rewording and improving grammar.

e) Provide community -facing chatbots that provide 24 -hour access to information and services.
f) Translates text into diﬀerent languages.

Risks (not an exhaustive list):

a) May create output that uses, for example, inappropriate, generic, and irrelevant language, bias, and tone. Translations too, may not be of an acceptable level of quality. b) Information produced may not be accurate, which includes dates, places, names, events, and more.

c) May reveal personally identiﬁable or sensitive information, disclose conﬁdential information, or release draft information to the public.

d) Reliance may reduce the important use of human empathy, personal contact, discretion, and judgement.
e) All input and output content may be subject to relevant public record laws.

f) Content produced may be subject to copyright laws and use could result in legal challenges.

7. Acceptable Uses of Generative AI

The range of uses of generative AI are wide and new capabilities are being frequently introduced.

This list provides a small set of staff usage examples that can be used as guidance. a. Creating an outline for written content. The generative AI content is used as a starting point, but the ﬁnal product is created by staﬀ. Examples include:

• Letters
• Emails
• Project documentation
• Speaker notes
• Presentation slides
• Social media posts
• RFPs and similar
• Web content
• Reports
• Procedures
• Policies
• Job descriptions
• Press releases
b. Copying a document into a generative AI tool for the purposes of summarizing and/or querying it.
c. Suggesting writing improvements.

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d. Learning about and exploring topics.
e. Analyzing diﬀerent types of data.
f. Idea generation.
g. Research.

8. Requirements for Using Generative AI

a. All generative AI tools used for work purposes require an account that is explicitly for Town use. Personal accounts are not permitted for work use.

b. Assume that all use of generative AI tools and content are subject to relevant public records requests and must adhere to existing Town data retention requirements where appropriate.
c. Only provide input content that is okay for public disclosure.

d. Staﬀ are responsible for all outcomes of generative AI used for work purposes.

Speciﬁcally, the consequences of generative AI use are a human responsibility and issues cannot be deferred to the software and system. Staﬀ assume all responsibility for content produced by generative AI.
e. Conduct a fact check on all content that is produced by generative AI. Staﬀ must validate all output and ensure that it is factually correct. Staﬀ are responsible for managing the risks of AI hallucinations, i.e., the creation by AI of inaccurate or nonsensical content. f. Provide attribution whenever generated content is published including images.

g. Log usage of generative AI for possible reference purposes later.

h. Do not use generative AI to generate code or audio at this time.

9. Procurement of Generative AI Solutions

a. To procure generative AI solutions, staﬀ must follow the existing policies and procedures for acquiring hardware and software for the Town.

b. Staﬀ acknowledge that the procurement process may be slower than normal as a risk and impact assessment may be required.

c. The policy and procedures for acquiring generative AI solutions also applies to free-to- use, freemium, open source, software-as-a-service (SaaS), and any other solution formats.
d. Approval to procure a generative AI solution is not required if the identical solution has already been formally approved.

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e. Use of any generative AI solution may be restricted or revoked at any time if, in the judgement of the Town, the risk of use results in non-compliance in part or full, with this policy or any other Town policy, or other relevant policy, rule, or law.

10. Enforcement

Enforcement may be imposed in coordination with individual division directors and department leaders. Non-compliance may result in department leaders imposing disciplinary action, restriction of access, or more severe penalties up to and including termination of employment or vendor contract.

11. Training
The Town will occasionally provide training in generative AI and specific tools. For specific requirements, staff should work with their supervisor to request training following their normal learning needs process.

Khan Academy provides high-quality, free online training. Access via khanacademy.org and search for “generative AI”

For developing prompt engineering skills—the ability to provide good input for great generative AI output—the following site provides free, high-quality training: learnprompting.org

12. Contact and Oversight Information

This policy will be maintained through the City Manager’s department, owned by the City Manager or designee. Their responsibilities include creating and maintaining the generative AI risk and impact criteria, making recommendations for policy updates, communicating updates on the Towns position on generative AI, and as a point of contact for escalating challenges and issues with the technology.

13. Document Control

This policy shall be effective on Feb 15, 2024 and shall be reviewed annually. A review and update may also be initiated in the event of substantive changes to generative AI and its associated solutions.

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San Bruno City CouncilFebruary 24, 2026

San Bruno City Council
February 24, 2026