San Carlos City Council
January 21, 2022

1 CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting

January 21, 2022 8:30 AM

CONDUCTED REMOTELY
www.cityofsancarlos.org
AGENDA
In accordance with Assembly Bill 361, this meeting will be held by teleconference, and there will not be a physical location from which the public may attend. The public will have access to remotely observe the meeting and address the Council as outlined below.

Observe the Meeting Live:

Join the meeting online at https://us02web.zoom.us/j/84758083138; or call 1-669-900-9128 and enter the Meeting ID #: 847 5808 3138.

Provide Public Comments:

If you plan to make a public comment, please observe the meeting via Zoom ( see above access information), and during the public comment period, use the “raise hand” feature. If joining by phone, press *9 to “raise hand”.

MAYOR: Sara McDowell
COUNCIL: Ronald Collins, John Dugan, Laura Parmer-Lohan, Adam Rak

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. PUBLIC COMMENT
Persons wishing to address the City Council on matters NOT on the posted agenda may do so.

Each speaker is limited to two minutes. If there are more than five individuals wishing to speak during public comment, the M ayor may choose to allow the first five speakers to speak during this time, and the balance of the Public Comment speakers will be called upon at the end of the Council Meeting.

If the item you are speaking on is not listed on the agenda, please be advise d that the City Council may briefly respond to statements made or questions posed as allowed under the Brown Act (Government Code Section 54954.2). The City Council's general policy is to refer items to staff for attention, or have a matter placed on a fut ure City

2 Council agenda for a more comprehensive action or report and formal public discussion and input at that time.

4. STUDY SESSION

Set Retreat Context

 Welcome – Mayor and City Manager
 Preview agenda and format – Facilitators
 Connect to previous strategic planning retreats
 Agreements for effective retreat communication:
- Speak candidly
- Listen openly
- Maximize participation
 Zoom meeting protocols:
- Council, City Manager and City Attorney leave videos on; mute until ready to speak.
- Staff leaves videos off; mute until ready to speak or called on to speak.

Use raise hand feature when wanting to speak.

Warm Up Exercise – Accomplishments and Difficulties

Council members and staff respond to these prompts:
 Using the List of Accomplishments, what do you see as the top City Accomplishment in 2021?
 What is the one thing about your work and the work of the City that is most concerning to you? Put differently, what is keeping you up at night?

Mission, Vision and Values

 Check in: Highlight updates from 2021 Retreat, and ask if these are still relevant and meaningful?
 How do these help inform and guide the goals and objectives, especially in the current environment?

2021 Strategic Plan – Review and Update

Staff will provide a brief review of the current goals and objectives, using the 2021 Strategic Plan Work Summaries
 What questions do you have about the goals, objectives and progress made so far?
o What worked well last year? What enabled success?
o What was challenging? What accounts for the challenges?  What do you envision for each of the goals this year? o What goals are urgent and important? Why?
o What goals are less urgent but still important?
o What changes or modifications, if any, does Council recommend?

Select and Prioritize 2022 Goals

Begin segment by summarizing the potential changes that emerged from the morning discussion.
3  What are the urgent and important goals and objectives for 2022? These are determined to be critical in the near-term, needing immediate focus and attention?
o What changes or modifications does Council want to these urgent goals and objectives?
 What are the less urgent but still important goals and objectives? These will continue on but at a lower priority.
o What changes or modifications does Council want to these less urgent goals and objectives?
 Are there any Goals that can be dropped from the Strategic Plan and moved “below the water line”?
 Are there any future goals or objectives that Council wants to consider for 2023 (i.e. this is the parking lot for next year)

Wrap Up, Next Steps and Retreat Evaluation

 Summarize and affirm key points and agreements.
 Prepare hand-off to Staff Retreat on February 17 (identifying tasks and developing objectives and work plans for the strategic goals).  What did you find most valuable about today’s Retreat?

5. ADJOURNMENT

Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection upon request.

In compliance with the Americans with Disabilities Act and Title VI, if you need special assistance or translation services to participate in this meeting, please contact the City Clerk’s Office at (650) 802 -4222 or via email at [email protected]. Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

City of San Carlos
Top 5 Accomplishments for 2021 by Department

Administrative Services:
 Process Optimization. Outsourced business registration processing to HdL which provides:
o Consulting and monitoring of each new business and renewal. o Auditing services which leverage the state’s sales tax and franchise tax systems. o Enhanced customer service as HdL has a larger group of staff, online reporting and filing tools, and multiple payment options available for businesses.

 Budget and Audit. Prepared a two-year budget, received the Government Finance Officers Association’s Distinguished Budget Presentation Award, and completed the annual audit remotely without any findings.

 Technology Upgrades. Implemented technology upgrades and enhancements for greater productivity and security including:
o Upgraded internet connection speeds.
o Upgraded system fail-over processes to provide consistency and uptime of all programs.
o Prioritized internet traffic to optimize video for council and remote meetings. o Implemented single sign on for many enterprise applications. o Enhanced password policies to reduce the chances of passwords being compromised from a brute force attack.

 Labor Contracts. Negotiated contracts with four different labor groups and restored certain benefits that had been cut as a result of loss of revenues.

 Federal Funding. Applied and received $3.6 million in American Rescue Plan Act (ARPA) Funds, with another $3.6 million to be received in 2022. Continued to work with FEMA to attempt to recover COVID losses for the period prior to March 2021.

City Clerk:
 Commission Recruitments. Managed recruitments for four commission seats and orientated five new commissioners.

 Public Records Requests. Processed over 460 public records requests.

 Council Documents. Processed 122 resolutions, 8 ordinances, and 35 proclamations.

 New PRA System. Procured a Public Records Act (“PRA”) system to assist with processing PRA requests. Implemented the system and trained all users.

 Agenda and Meeting Management System. Issued a request for proposals (RFP) for a new agenda and meeting management system.

Packet Pg. 4
Attachment: 1. Top 5 Accomplishments of 2021 (Warm Up Exercise)

City Manager’s Office:
 Diversity & Inclusion. Fostered a safe, diverse, and engaged community and reinforced our values as a Welcoming City for all. In 2021, the City implemented and hosted its first-ever series of Pride Month Conversations and the City Council declared/designated:
o February as Black History Month.
o March 24 as Equal Pay Day, recognizing gender inequity in employee pay. o September 15 through October 15 as Hispanic and Latinx Heritage Month. o November 14 through 20 as United Against Hate week.

In addition, the City sponsored a Racial Justice program, a 21-Day Social & Racial Equity Challenge, and a Poetry Slam led by the San Carlos Community Foundation.  Emergency Planning. Adopted the San Mateo County Multijurisdictional Local Hazard Mitigation Plan and the City of San Carlos Annex, and subsequently obtained Federal Emergency Management Agency (“FEMA”) approval.

 Sustainability. Adopted the Climate Mitigation and Adaptation Plan (update of the 2009 Climate Action Plan) to include a set of 33 greenhouse gas reduction strategies, 12 climate adaptation strategies, and a planning horizon out to 2050. Adopted a Disposable Food Ware Ordinance limiting the unnecessary distribution of single-use plastic food ware.

 COVID-19 Pandemic Response. Provided COVID-19 information and outreach to the community related to testing and vaccinations, County Health Orders and CDC guidelines, and support programs for individuals and businesses.

Community Development:
 Housing Development. Approved a total of 65 dwelling units from January 1 to December 31, 2021 (including new and replacement units):
o 22 single-family units
o 43 accessory dwelling units

 Completion and Approval of the 2021-2024 Economic Development Plan. The City Council approved the 2021-2024 Economic Development Plan on November 8, 2021.

 Focused General Plan Update. Updated the City’s Housing, Land Use, and Safety Elements, plus accompanying zoning ordinance amendments. Held three additional community workshops to obtain feedback on solutions to meet San Carlos’ Regional Housing Needs Allocation (RHNA) of 2,735 units. Led a Housing Element Progress Report Study Session with the City Council on September 27, 2021 to present proposals to increase densities in key areas along El Camino Real and around Downtown to accommodate additional housing.

 Advance Planning Initiatives. Completed the East Side Planning Initiative which the City Council accepted as the East Side Innovation District Vision Plan on October 25, 2021.

Packet Pg. 5
Attachment: 1. Top 5 Accomplishments of 2021 (Warm Up Exercise)

 Downtown Planning Initiative. Worked with the City Council Downtown Subcommittee to prepare a request for proposals (RFP) for a Downtown Specific Plan which was issued on November 24, 2021. Proposals are due January 14, 2022.

 Affordable Housing Projects:
o Began construction of a 24 unit affordable housing project in partnership with Charities Housing at 817 Walnut Street and reached a settlement to acquire 1232 Cherry to develop a 30+ unit affordable housing project.

Fire Department:
 COVID-19 Pandemic Response. Developed, planned, and supported several mass vaccination clinics, delivering thousands of doses of the COVID-19 vaccine to the community. Many of these vaccine clinics were designed to benefit underserved communities.

 Fire Operations. Hired a new fire chief, 10 new firefighters, promoted two new battalion chiefs, four captains, and one fire prevention officer. Provided overhead support and supervision for several fires throughout the state during fire season.

 Fuel Reduction. Collaborated with the Parks & Recreation and Public Works Departments to reduce fuels in City parks and on City open land within the wildland interface areas of San Carlos. Completed all work as outlined in our FEMA Grant and began the process of closing out the project. Assisted with the completion of the Hazard Mitigation Plan update.

 Fire Station 16 Replacement Project. Collaborated with Public Works and obtained approval from the City Council to move forward with this project.

 Zonehaven Evacuation Program. Completed an evacuation exercise simulating a wildfire and using the Zonehaven system to alert our community and direct them to a safety zone.

Parks & Recreation:
 ACC Curbside Meal Program. Continued the Curbside Meal Program and served 19,319 meals in 2021 - doubling the number of meals previously served.

 Community Events. Resumed beloved community events this past year including Summer Concerts, Movie Nights, Goblin Walk, and Night of Holiday Lights. Also resumed issuance of special event permits to hold the Parks and Recreation Foundation Bocce Tournament, Little League Tournament, Car Show, and Softball Tournament.

 Farmers’ Market. Transitioned management of the Farmers’ Market to the City and returned the market back to Laurel Street.

 Recreation Facilities & Programs. Reopened the Adult Community Center and Youth Center to the community and restated programs following all recommended health and safety guidance. Attendance at the Youth Center Drop-In Program increased by 15%.

Resumed 32 weekly in-person classes and programs at the Adult Community Center.

Packet Pg. 6
Attachment: 1. Top 5 Accomplishments of 2021 (Warm Up Exercise)

 Community Support Programs. Continued the VolunTEEN Program, providing opportunities for the community to participate in socially distanced donation drives, including:
o Snack Drive supporting One Life Counseling
o VolunTEEN spring park clean-up event
o 9 blood drives
o VolunTEEN Laurel street clean-up event
o “Coats and Cards” donation drive benefiting LifeMoves and Sequoia Hospital

Public Works:
 Downtown Closure & Parklet Program. Planned, implemented, updated, and sustained the Parklet Program and safety improvements for the closure of the 600-700 blocks of Laurel Street. Coordinated with businesses to extend and improve the street closure and Parklet Program, under the guidance of the Downtown Council Subcommittee.

 School Walk Audit. Conducted walk audits for six school sites. Observations and findings from the walk audits will be used to develop improvement needs and suggest route-to-school maps. These maps will be included in the adopted Bicycle and Pedestrian Master Plan.

 San Carlos Avenue Pedestrian Improvement Phase II. Added sidewalks, a traffic light, and improved intersections along San Carlos Avenue from Wellington Avenue to Prospect Street.

 GIS Sign Inventory Project. Completed the first phase of the project, which will allow all City-maintained signs, traffic signals, and pedestrian crosswalks to be GPS located. All information collected will then be put into a digital map format that will integrate with the City's computerized maintenance management system.

 Traffic Calming and Pedestrian Enhancement Projects. Installed rectangular rapid flashing beacons along Brittan Avenue at Woodland Avenue and Tamarack Avenue and at Crestview Drive by Crestview Park. Completed a pedestrian enhancement at the intersection of Arroyo Avenue and Cedar Street and the pathway from Hemlock Avenue to Orange Avenue to improve walkability to schools.

Sheriff’s Office/San Carlos Police Bureau:
 Traffic Safety Grant Funding. Secured $215,000 in grant funding from the California Office of Traffic Safety. The funding will support a number of traffic enforcement and education campaigns in the City of San Carlos.

 Alcohol Beverage and Control Operations. Conducted two operations to educate the public and merchants, and enforce legal sales of alcoholic beverages using funds from the prior fiscal year.

Packet Pg. 7
Attachment: 1. Top 5 Accomplishments of 2021 (Warm Up Exercise)

 Downtown Services Unit. Secured authorization for a full-time community service officer position and traffic funding for the Downtown Services Unit (DSU). The DSU provides extra patrol on Laurel Street to focus on modifying motorist behavior, especially with regard to illegal U-turns and running stop signs. The DSU also focuses on community engagement.

 Driving Under the Influence (DUI) Checkpoints. Conducted two sobriety and driver’s license checkpoints to remove impaired drivers from the roadways and educate the public about the dangers of driving impaired.

 Fire Evacuation Readiness Exercise. Participated in a joint fire evacuation exercise in collaboration with staff from the City of San Carlos, San Mateo County Department of Emergency Management, Redwood City Fire Department, and the San Carlos Police Bureau. The exercise was part of an ongoing joint effort and commitment to maintain readiness in the event of an emergency such as a wildfire.

Packet Pg. 8
Attachment: 1. Top 5 Accomplishments of 2021 (Warm Up Exercise) 2021 Version to be reviewed in 2022

MISSION

The City of San Carlos provides high -quality services and facilities to its residents in an equitable, sustainable, transparent, responsive, and friendly manner to foster an inclusive, safe, and healthy community now and in the future.

VISION

The City of San Carlos will continue to lead with confidence into the future as a desirable, vibrant, equitable, inclusive, and business friendly community, admired by all as a great place to live, learn, work, and play.

CORE VALUES
Not in priority order

 Fostering a safe, diverse, welcoming , and engaged community that recognizes the importance of social equity
 Ensuring fiscal responsibility and the sustainability of San Carlos’ resources, infrastructure, and social/cultural environment
 Protecting our physical environment from the threats of climate change  Recognizing and respecting the needs and challenges of the community  Demonstrating high ethical and professional standards, including high quality customer service
 Leading and managing effectively by engaging the community , thinking strategically, remaining proactive, and planning for the future
 Supporting the well -being of employees, investing in their development, and aligning staffing and resources with the demand for City services

Packet Pg. 9
Attachment: 2. Mission, Vision and Values (Mission, Vision and Values) __________________________________________
Nalbandian Consulting and Training, May 2003
The Iceberg Model of City Work

Water Line
Vision for the
City’s Future:

Governing Body goals
and priorities
Modernizing the Organization:

Staff initiatives for
efficiency and innovation
The Routine Work of the City:
80 percent of what a city does is “below the
surface.” The Governing Body usually does not
need to make decisions about these routine city
services and activities, except as part of
approving the annual budget.

The relationship between
above and below the surface
Successfully achieved goals and projects above
the water line will eventually move to below the
line and become part of the routine work of the
city. They will become part of the general
operating budget.

Packet Pg. 10
Attachment: 3. Iceberg Model of City Work (Strategic Plan - Review and Update) San Carlos Strategic Planning Process:

Strategic Goals, Objectives and Work Plans

What are Strategic Goals?

Strategic goals are statements that identify what the
organization wants to achieve over the period of the
strategic plan (e.g. over the next year, five years, ten years, etc.).

What are Objectives?

Objectives are specific statements that contribute to or enable the achievement of the larger, strategic goals. For this reason they are sometimes called "sub-goals" or
"enabling goals."

What are Work Plans?

Work plans provide the detailed implementation steps
that will be taken in order to achieve the desired objectives and strategic goals. They are working documents,
developed and used by staff to ensure that the steps
required to accomplish the objectives are identified,
resourced, assigned, and communicated. They are task
oriented and tactical in nature. They are used to keep the achievement of goals and objectives on track.

Packet Pg. 11
Attachment: 4. Strategic Planning Process (Strategic Plan - Review and Update) 2021 Strategic Plan Goals*

Child Care and Youth Programming
The City of San Carlos will encourage and support the creation of child care facilities and promote access to youth programming.

Climate Change
The City of San Carlos will support sustainability initiatives and address climate change.

Downtown
The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.

Eastside Planning Initiative
The City of San Carlos will be proactive in planning for future changes in land use, transportation and economic development, including proposed market driven development projects and the assessment of potential impacts and opportunities.

Housing
The City of San Carlos will actively encourage and support the creation of housing to provide a safe, diverse and affordable supply by facilitating development of housing for all income levels.

Mobility, Traffic and Transportation Infrastructure
The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe and effective movement throughout the city.

Wildfire, Public Safety, and Emergency Planning
The City of San Carlos will continue to prepare for public safety emergencies, such as wildfire, earthquake, flood, power outage, school safety and other potential community emergencies by developing and implementing risk mitigation and reduction strategies.

*Goals are listed in alphabetical order.

Packet Pg. 12
Attachment: 5. 2021 Strategic Plan Goals (Strategic Plan - Review and Update)

C I T Y O F S A N C A R L O S
2 0 2 1 S T R A T E G I C P L A N W O R K S U M M A R I E S

Downtown: The City of San Carlos will work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future.

Objective #1: Create a framework and inform the community.

Actions Completed:
 Informed the community of upcoming planning projects through the release of a Spotlight Newsletter in August 2021.
 Created a webpage as a placeholder for preliminary information and updates:
https://www.cityofsancarlos.org/government/departments/community- development/planning/downtown-plan.

Actions in Progress:
 Additional efforts to inform the communi ty will begin in March 2022, including the formation of a Downtown Advisory Committee (DTAC).
 Create an email distribution list from sign-ups obtained from the project webpage.

Objective #2: Determine staff resources and budget needed to develop the plan.

Actions Completed:
 Funding appropriated in the adopted Fiscal Year 2021-23 Capital Improvement Budget in the amount of $1,000,000 (C2105).
 Received Council authorization and appropriation to hire a Senior Planner.

Actions in Progress:
 Senior Planner position will be filled by early 2022.  Schedule a meeting with the City Council Downtown Subcommittee in late January for an update on the consultant selection process.
 Take the Professional Services Agreement to City Council in February 2022.

Objective #3: Develop a scope of work to create a downtown plan.

Actions Completed:
 Held several meetings with the City Council Downtown Subcommittee.  Presented a draft request for proposals to the City Council on November 22, 2021.  Released a request for proposals on November 29, 2021.

Actions in Progress:
 Preparing for proposals and interviews in January/February 2022.

Packet Pg. 13
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

Eastside Planning Initiative: The City of San Carlos will be proactive in planning for future changes in land use, transportation , and economic development, including proposed market driven development projects and the assessment of potential impacts and opportunities.

Objective #1: Prepare a plan to address changes in development patterns and the influx of jobs.

Actions Completed:
 Prepared a plan to address changes in development patterns and the influx of jobs in the industrial/commercial areas related to biotechnology and life science project activity.

Actions in Progress:
 Environmental impact analysi s (“EIR”) as required by the Alexandria Life Science project is currently underway.
 Continuing negotiations with the project developers in the area.  Prioritizing actions contained in the East Side Innovation District Vision Plan for timely implementation.

Housing: The City of San Carlos will actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels.

Objective #1: Increase the number of B elow Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).

Actions Completed:
 Reviewed the City’s existing Affordable Housing Organization Grant Program .

Additional funding of $157,600 was approved by the Council to help fill the gap in the grant program experienced in prior years.

Actions in Progress:
 Update the BMR Ordinance to increase the number of affordable units. Meetings with the Housing Subcommittee and a study session with the Planning Commission are complete. A study session with the City Council is scheduled for February 28, 2022.  Explore the acquisition of market rate units to convert to BMR and complimentary strategies for leveraging BMR Housing Funds to increase BMR housing supply. Staff is reviewing and working with representatives f rom two programs, one from the California Community Housing Agency (CalCHA) and the other fro m the California Statewide Communities Development Authority (CSCDA). Staff and program representatives are currently analyzing the City’s real estate market to determine whether these programs will be feasible in San Carlos. Research of opportunities for partnerships, including nonprofits, the School District, and regional partners is ongoing.

Packet Pg. 14
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

Objective # 2: Continue to develop and prepare a focused general plan update that includes the Housing Element, the Safety Element, and the Land Use Element to meet Council direction and State mandates.

Actions Completed:
 Spotlight Community Outreach newsletter issued February 2021 focused on East Side Innovation District Vision Plan.
 Housing Needs Assessment and Existing Conditions Atlas developed.  Community Workshop Survey results completed.
 First phase of community outreach and input completed, including solutions to meet the City’s Re gional Housing Needs Allocation (RHNA) through increased densities and heights along El Camino Real and in mixed -use and multi -family zoning districts.

Actions in Progress:
 Preparing Administrative Draft Zoning Amendments.
 Preparing for Environmental Analysis (EIR scoping meeting January 2022).  Preparing Administrative Drafts of the Land Use, Safety, and Housing Elements.  Community workshop expected in March 2022.

Objective #3: Facilitate completion of projects currently underway.

Actions Completed:
 Complete regulatory agreement of existing, smaller multi-family projects building BMR units. Agreements completed for projects at 626 Walnut Street, 520 El Camino Real, 1501 Cherry Street, and 560 El Camino Real. This action will remain ongoing as additional projects move forward.
 $1.9 million in commercial l inkage fees were collected from the project at 1091 Industrial Road.

Actions in Progress:
 817 Walnut Street Development Project . Construction underway with anticipated completion in early 2022. Lease-up from the City’s BMR waitlist currently underway in anticipation of project completion.
 Cherry Street Affordable Housing Developmen t Project . Predevelopment Loan Agreement approved and executed with planning process fully underway after acquisition of 1234 Cherry Street property. Development Agreement expected to come before Council for review in early 2022.
 806 Alameda de las Pulgas BMR Units. Pending.
 Vista Del Grande BMR Units. Pending.

Mobility, Traffic and Transportation Infrastructure : The City of San Carlos will actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and st reet maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city.

Objective #1: Identify and implement alternative modes of transportation (non-vehicular) to improve traffic flow and parking.

Packet Pg. 15
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

Actions Completed:
 Grant funding was secured for the San Carlos Quick-Build Project, which is consistent with the Bicycle and Pedestrian Master Plan.
 Completed the San Carlos Avenue Phase II Project, which added sidewalks, traffic light, and improved intersections.
 Installed Rectangular Rapid Flashing Beacons along Brittan Avenue at Woodland Avenue and Tamarack Avenue, and at Crestview Drive by Crestview Park.  Obtained funding for constructing sidewalks along Brittan Avenue.

Actions in Progress:
 Constructing the San Carlos Quick-Build Project.
 Designing sidewalk improvements along Brittan Avenue.  Analyzing crosswalk improvements at San Carlos Avenue and Kenton, San Carlos Avenue and Prospect, and the intersection of School Street, Woodland Av enue, and Chestnut Street.

Objective #2 : Identify and implement citywide street and intersection projects and initiatives to improve traffic flow and parking.

Actions Completed:
 Funding obtained for a Citywide Traffic Signal Study.  Completed Annual Pavement Rehabilitation Project.
 Signed an agreement with SamTrans for public parking in the Caltrain parking lot and employee parking in the SamTrans parking garage.

Actions in Progress:
 Performing citywide Traffic Signal Study.
 Designing next Annual Pavement Rehabilitation Project.  Analyzing traffic management improvements at Rosewood and Morse, along Cordilleras, and along Alameda de las Pulgas.

Objective #3: Develop community education, reporting, outreach , and information tools using change management principles and practices.

Actions Completed:
 Identified custom webpage needs specifically suited to project-oriented display.  Published project updates in Council newsletters.
 Increased public mailings regarding construction activities.

Actions in Progress:
 Select consultant to build and maintain project webpage.  Continue increased project site signage, public mailing, and media postings.

Objective #4 : Identify and implement enhance d traffic and pedestrian safety opportunities.

Actions Completed:
 Coordinated dates for walk audits for six school sites.

Packet Pg. 16
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

Actions in Progress:
 Complete walk audits and develop routes to school maps and improvement plans.

Objective #5: Facilitate completion of projects currently underway.

Actions Completed:
 Completed the Pedestrian Enhancement at Arroyo/Cedar and Hemlock/Orange to improve walkability to schools.
 Began re-engagement and design of the Four Corners Project.

Actions in Progress:
 Design the San Carlos Avenue Pedestrian Safety I mprovements Phase 3 from Wellington to Beverly.
 Design the annual Traffic Striping and Marking Project.  Continue collaborating on the design for the Four Corners Project with Belmont and the school districts.

Childcare and Youth Programming: The City of San Carlos will encourage and support the creation of child care facilities and promote access to youth programming.

Objective #1: Increase access to childcare by reducing barriers to creation and expansion of childcare facilities and creating community resources.

Actions Completed:
 Analyzed the possibility of allowing commercial childcare centers in the General Commercial/Industrial (GCI) Zoning District.

Actions in Progress:
 Adopt a Childcare Development Impact Fee and establish a Child care Facility Trust Fund. City staff and consultants drafted a preliminary nexus study and shared initial findings with the Childcare Subcommittee. A City Council Study Session is scheduled for February 28, 2022.
 Researching the ability of commercial daycare centers to locate in residential zoning districts.
 Producing an application process infographic.
 Creating informational literature (brochures/handouts) that provide childcare information.
 Establishing a webpage for the childcare program information on the City website.

Objective #2: Address the community’s needs for youth programming.

Actions Completed:
 Surveyed community to better understand after-school needs and program interests.  Expanded Monday through Friday after -school enrichment classes, however, we continue to experience the effects of the pandemic , especially related to enrollment and the comfort of in-person youth programming.
 Implemented a suggestion box at the Youth Center to encourage feedback from participants.

Packet Pg. 17
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

 Established a San Carlos Youth Center (SCYC) youth focus group to encourage participation of scheduled activities.

Actions in Progress:
 Rebranding the youth after-school enrichment class offerings.  Engaging with youth on social media to offer input of programs at SCYC.

Wildfire, Public Safety, and Emergency Planning: The City of San Carlos will continue to prepare for public safety emergencies, such as wildfire, earthquake, flood, and other potential community emergencies by developing and implementing risk mitigation and reduction strategies.

Objective #1: Reduce the risk and threat of wildfire and prepare the community for such an event.

Actions Completed:
 Held an annual evacuation drill.
 Completed 2020 fuels mitigation.
 Obtained funding and planned for 2021 fuels mitigation.  Held annual wildfire preparedness meeting.
 Mailed a wildfire preparedness handbook to all residences and businesses.  Updated the Council.
 Worked with regional partners.

Actions in Progress:
 Plans underway to issue a multi-year fuels mitigation contract.

Objective #2: Update emergency plans and policies.

Actions Completed:
 Updated and approved the Hazard Mitigation Plan (Plan).  Started identifying the Plan’s project priorities and funds needed to complete them.

Actions in Progress:
 Identifying consultant to help finalize the draft Emergency Operations Plan. Will take emergency management services contract to Council for approval in January 2022.  Safety Element update in progress.

Climate Change: The City of San Carlos will support sustainability initiatives and address climate change.

Objective #1: Prepare a Climate Mitigation and Adaptation Plan (CMAP).

Actions Completed:
 CMAP adopted at the September 27, 2021 Council meeting.

Objective #2: Plan and implement measures approved by Council in the CMAP.

Packet Pg. 18
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update)

Actions Completed:
 Identified priority strategies and actions based on timeframe and estimated greenhouse gas reduction potential.

Actions in Progress:
 Identifying key staff across departments to support with implementation and any necessary budget requests.
 Currently developing implementation priorities and cost estimates for the Council’s review.

Objective #3: Consider adopting the County’s Disposable Food Ware Ordinance.

Actions Completed:
 Disposable Food Ware Ordinance adopted at the October 25, 2021 Council meeting.  Mailed a letter notifying all food providers in the city of the adopted Disposable Food Ware Ordinance and available resources.

Actions in Progress:
 Continuing to work with the County to conduct outreach and education to food facilities prior to October 2022 enforcement start date.

Packet Pg. 19
Attachment: 6. 2021 Strategic Plan Work Summaries (Strategic Plan - Review and Update) September 9, 2021 1

San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Special Meeting
Conducted Remotely in Accordance with
Governor Executive Order N-08-21
September 9, 2021, 1:00 PM

MINUTES

ROLL CALL
City Council Present: Laura Parmer-Lohan, Mayor
Ronald Collins, Councilmember
John Dugan, Councilmember – arrived 1:02 PM
Sara McDowell, Vice Mayor
Adam Rak, Councilmember

Staff Present: Jeff Maltbie, City Manager
Crystal Mui, City Clerk
Greg Rubens, City Attorney

1. CALL TO ORDER
The meeting was called to order at 1:00 PM by Mayor Parmer-Lohan.

2. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Mayor Parmer-Lohan.

3. PUBLIC COMMENT
None.

4. STUDY SESSION
a. Discussion of Issues Affecting the City of San Carlos on a Wide Range of Topics, Including, But Not Limited to, the Items Listed in the Attachments. No Action Will be Taken on Any Items at This Meeting.

Council / Staff

- Align strategic goals and priorities with capacity - ensure results are delivered while maintaining the well-being of staff and minimizing the risk of project failures.

Mayor Parmer-Lohan commenced the item and turned the meeting over to City Manager Jeff Maltbie to speak on the struggles of retaining staff and the need to align strategic goals and priorities with capacity.

Council provided the following feedback and suggestions:
- create a department that focuses on communication
- develop a talent recruitment and retention strategy to address issues affecting employee retention, such as affordable housing and childcare - consider working with an outside firm to assist with recruitment Packet Pg. 20
Attachment: 7. Mini Retreat Meeting Minutes (from 09.09.2021) (Select and Prioritize 2022 Goals) September 9, 2021 2
- consider implementing a process to encourage open dialogue on the impacts of Council's requests; update Council when additional resources are needed
- be thoughtful and strategic in the projects the City focuses on, especially in the midst of the pandemic; find the balance of adding additional resources and prioritization

- City Hall future-staff, functions etc.

At the request of the Council, City Manager Jeff Maltbie spoke on the lifespan of the City Hall facility.

Council recognized that there’s a potential that there may be less demand for office spaces at City Hall in the future.

- Standardizing email disclaimers below signatures.

Councilmember Collins expressed interest in elected officials having a standard signature/disclaimer on their emails.

City Attorney Greg Rubens provided comments and noted that he will research best practices.

- Streamlining Commissioner Interview Process.

Council expressed interest in a quarterly or bi-annual Commissioner interview process to recruit volunteers to serve on our City Commissions, regardless if there are any vacancies. Similar to a hiring fair, this would replace the current process of recruiting each time an unexpected vacancy arises.

City Clerk Crystal Mui responded to Council questions and noted that she’ll explore this new process.

- Summer Recess Timing.

Council voiced interest in holding its summer recess in the month of July as it would be more family friendly and suggested that the summer recess for the City Commissions, especially the Planning Commission, also align on that month.

Mr. Maltbie and Mr. Rubens responded to Council questions.

Public Comment
Debbie Baldocchi, resident, noted that there would be community support to provide benefits to employees. She expressed appreciation to the City for its communication efforts and requested to continue to have direct access to staff.

At 2:36PM, Council recessed for a break and reconvened at 2:46PM.

Eastside Plan

- How should our strategic goals of (i) Housing; (ii) Mobility, Traffic, and Transportation Infrastructure; and (iii) Addressing Climate Change factor into our thinking on the East Side Planning Initiative.

Councilmember Dugan spoke on the importance of approaching the eastside development through the lens of our Council strategic goals.

Packet Pg. 21
Attachment: 7. Mini Retreat Meeting Minutes (from 09.09.2021) (Select and Prioritize 2022 Goals) September 9, 2021 3
Council spoke generally on its six Strategic Goals in the context of the major changes coming to the eastside and the pending job housing imbalance.

City Center

- Downtown:
• Americans with Disabilities Act (ADA) lawsuits
Councilmember Rak inquired if there’s an opportunity to educate businesses on ADA compliance.

Council suggested referring businesses to the Chamber of Commerce or directing them to a webpage for ADA compliant resources.

• Medium-term Laurel Street planning process update
At Councilmember Rak’s request, City Manager Jeff Maltbie provided an update on the medium-term Laurel Street planning process and noted that proposed recommendations will be brought to Council for consideration for midterm changes, including a fee for the use of parking spaces for parklets.

At Mayor Parmer-Lohan’s request, Mr. Maltbie noted that he’ll follow-up on the status of the Wayfinding Project and will provide an update offline.

• Communication with business owners
Vice Mayor McDowell reminded staff to contact business owners in various ways to ensure they’re all receiving the information before any changes occur.

• Farmers Market City Council booth
Council expressed interest in resuming the hosting of a city booth at the Farmers Market, where a councilmember and a department will be represented once a month.

• State Street, Santa Barbara
Vice Mayor McDowell shared photos of closed streets in Laguna Beach and Santa Barbara and requested staff to research what other towns are doing with their closed streets and follow their best practices.

- SamTrans Building Possibilities.

At Councilmember Collins’ request, Mr. Maltbie provided an update on the redevelopment of the SamTrans building.

- Cherry-El Camino Project.

Councilmember Collins requested an update on the Cherry-El Camino Project.

Mr. Maltbie noted that updates on this project will be discussed in Closed Session as it involves negotiations over the use of City property.

Housing

- Affordable housing ordinance revisions.

Councilmember Collins noted that he has already received an update on this item, so no further updates are needed at this time.

Packet Pg. 22
Attachment: 7. Mini Retreat Meeting Minutes (from 09.09.2021) (Select and Prioritize 2022 Goals) September 9, 2021 4
- Revisit Holly St. between El Camino Real and Industrial-residential property acquisition.

Councilmember Collins mentioned that residential property acquisition on Holly Street between El Camino Real and Industrial Road was a topic discussed by the previous Council and inquired if there is interest in revisiting this item. The Council responded in the negative.

Public Comment
Debbie Baldocchi, resident, spoke against property acquisition.

Miscellaneous

- Grant Funding
At Vice Mayor McDowell’s request, Mr. Maltbie responded that there isn’t a need for additional resources to help obtain grant funding.

Vice Mayor McDowell invited staff to request for additional resources if they are not able to focus on grant funding.

5. ADJOURNMENT
The meeting adjourned at 4:24PM.

Crystal Mui,
City Clerk
Packet Pg. 23
Attachment: 7. Mini Retreat Meeting Minutes (from 09.09.2021) (Select and Prioritize 2022 Goals)