CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting
January 27, 2023 9:00 AM
San Carlos Library – 2nd Floor Community Room
610 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org
AGENDA
MAYOR: Adam Rak
COUNCIL: Ronald Collins, John Dugan, Sara McDowell, Pranita Venkatesh Members of the public are welcome to attend this meeting inperson. There will not be an option to participate remotely.
1. CALL TO ORDER
2. 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 Mayor 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 advised 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 future City Council agenda for a more comprehensive action or report and formal public discussion and input at that time.
3. STUDY SESSION
a. Strategic Planning Retreat
Set Retreat Context
WarmUp Exercise – Accomplishments and Difficulties
Review Mission, Vision and Values
Review and Update 2022 Strategic Plan
Select and Provide Direction on 2023 Goals and Concerns Wrapup, Next Steps and Retreat Evaluation
Note an annotated agenda has been included as an attachment as an outline reference.
4. 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) 8024222 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.
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CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Special Meeting
January 27, 2023 9:00 AM
San Carlos Library – 2nd Floor Community Room
610 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org
AGENDA
MAYOR: Adam Rak
COUNCIL: Ronald Collins, John Dugan, Sara McDowell, Pranita Venkatesh Members of the public are welcome to attend this meeting inperson. There will not be an option to participate remotely.
1. CALL TO ORDER
2. 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 Mayor 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 advised 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 future City Council agenda for a more comprehensive action or report and formal public discussion and input at that time.
3. STUDY SESSION
a. Strategic Planning Retreat
Set Retreat Context
WarmUp Exercise – Accomplishments and Difficulties
Review Mission, Vision and Values
Review and Update 2022 Strategic Plan
Select and Provide Direction on 2023 Goals and Concerns Wrapup, Next Steps and Retreat Evaluation
Note an annotated agenda has been included as an attachment as an outline reference.
4. 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) 8024222 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.
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1 ANNOTATED AGENDA
San Carlos Strategic Planning Retreat
January 27, 2023; 9:00 a.m.
San Carlos Library, 2nd Floor
I. Set Retreat Context (20 minutes)
•Welcome – Mayor Adam Rak and City Manager Jeff Maltbie •Preview agenda and format – Facilitators
•Connecting to previous strategic planning retreats – [Deb and Shawn will share a brief high- level summary from the pre-retreat interviews with Council] •Agreements for effective retreat communication:
-Speak candidly
-Listen openly
-Maximize participation
II. Warm Up Exercise – Accomplishments and Difficulties (30 minutes) Councilmembers and staff respond to these prompts:
•What do you see as the top City accomplishment in 2022? Put differently, what are you most proud of?
•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?
III. Mission, Vision and Values (15 minutes)
•Check in: Highlight updates from 2022 Retreat, and ask if these are still relevant and meaningful?
•What edits or changes, if any, do you recommend?
IV. 2022 Strategic Plan – Review and Update (60 minutes) We will begin this segment by reviewing the Iceberg Model and Strategic Planning Elements handouts. Next, engage Council using the questions below as prompts. •What questions do you have about the goals, objectives, and progress made so far (see 2022 Strategic Work Plan Update)
oWhat worked well last year? What enabled success?
oWhat was challenging? What accounts for the challenges? •What do you envision for each of the goals this year?
oWhat goals are urgent and important? Why?
oWhat goals are less urgent but still important?
oWhat new goals or modifications to the current goals does Council recommend? [Note: This is an opportunity for Council to share their views and for staff and the facilitators to assess the potential changes they want to make. Staff and the facilitators will summarize what they hear and the potential options going forward in order to prepare Council to make their decisions after lunch (agenda item VII].
V. Lunch (45 minutes)
VI. Select and Provide Direction on 2023 Goals and Concern (90 minutes)
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2 Goals: Begin segment by summarizing the potential changes that emerged from the earlier discussion, then lead Council to make decisions about this year’s goals. •What are the urgent and important goals and objectives for 2023? These are determined to be critical in the near-term, needing immediate focus and attention? oWhat 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.
oWhat 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 2024 (i.e. this is the parking lot for next year)
Concern: In the pre-retreat interviews, Council is looking forward to the benefits that new development will bring to the community. At the same time, their top concern for 2023 is the cumulative impact that the community will be encountering from all of development projects occurring now and in the near future (e.g., overall disruptions to neighborhoods, changing traffic patterns, how the development will change the “look” of the City, etc.). •What should Council and staff do to inform the community about the benefits and impacts of new development and to understand their concerns?
•What should be considered in developing the strategies and the mechanics for communicating with the public?
VII. Wrap Up, Next Steps, and Retreat Evaluation (15 minutes) •Summarize and affirm key points and agreements
•Prepare hand off to Staff Retreat (date TBD) in order to identify tasks and develop work plans for the strategic goals
•What did you find most valuable about today’s Retreat? Attachments:
•List of Top Accomplishments by Department
•Mission, Vision and Values (updated 2022)
•Iceberg Model of City Work
•Strategic Planning Elements
•2022 Strategic Plan
•2022 Strategic Work Plan Update
•Mini-Retreat Minutes (from 08/25/2022)
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City of San Carlos
Top 5 Accomplishments for 2022 by Department
Administrative Services:
•User Fee Study. Completed Comprehensive Overhead Allocation/User Fee Study to review the full cost of providing services to the public. Conducting a comprehensive user fee study is not an annual requirement and only becomes valuable during significant shifts in the organization, local practices, legislative values, or when there are changes in legal requirements. The last time a full fee study was completed for the City was in May 2017. Given the significant program enhancements and staffing changes in the Fiscal Year 2022-23 Budget, staff felt that this would be a good time to incorporate these changes into a comprehensive fee study.
•Federal Funding. Received a Federal Emergency Management Agency (“FEMA”) grant to recover COVID losses for the period prior to March 2021 in the amount of $124,913. In June 2020, the City of San Carlos started the application process for eligible expenses such as labor, equipment, materials, and/or contract work that was related to the response of the disaster. After working with FEMA for more than two years, FEMA approved the City’s grant application.
•Technology Upgrades. Implemented technology upgrades and enhancements for greater productivity and security including:
oSuccessfully completed a comprehensive cybersecurity audit with ResolutGuard and acted on recommendations such as completing a technical assessment review and applying internal controls to better manage user accounts. oImplemented Tyler Cashiering for online payments.
oImplemented BeyondTrust – VPN access for contractors to increase productivity. oReplaced uninterruptible power supply (“UPS”).
oReplaced 40 desktops with laptops.
•Budget and Audit. Prepared the mid-cycle budget process in March, three months ahead of schedule. Completing this process early gave staff time to begin recruitments for new full-time employees who were budgeted to start July 1. Completed the annual audit remotely without any findings.
•Employee Retention/Recruitment.
oRecruited for 25 full-time and 10 part-time positions (including all 14 new positions added to the budget).
oHired 16 full-time and 26 part-time employees.
oModified the new hire orientation process so employees could submit required forms electronically.
City Attorney:
•Code of Conduct Investigation. Advised the Mayor and led an investigation of a potential violation of the City’s Code of Conduct.
•Agreements. Negotiated a settlement of an eminent domain matter related to 2032 Cherry Street, a development agreement related to 405 Industrial Road, and a new billboard lease on Shoreway Road.
•Regulatory Compliance. Ensured CEQA compliance by the City’s parklet permit program.
•Legislative Compliance. Drafted an urgency ordinance and extension related to Senate Bill 9.
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•Ordinances. Collaborated with staff to develop and draft several ordinances and ordinance updates related to child care impact fees, accessory dwelling units, green building standards, heritage trees, the northeast area development moratorium, construction noise, and fireworks.
City Clerk:
•Agenda and Meeting Management System. Implemented and trained all users on the new agenda management system.
•Commission Recruitments. Managed recruitments to fill five Commission seats and 19 seats on the new Downtown Advisory Committee and provided orientations to 24 new commission/committee members.
•Public Records Requests. Processed over 440 public records requests. •Council Meeting and Documents. Developed and implemented a process to conduct hybrid City Council and Planning & Transportation Commission meetings. Processed 120 Resolutions, 20 Ordinances, and 44 Proclamations.
•General Municipal Election. Oversaw November 2022 Municipal Election in accordance with State law and worked with the County to prepare vote centers and ballot drop-boxes.
City Manager’s Office:
•Leadership. Advanced the City’s mission, vision, and values and maintained positive working relationships in partnership with key City partners and vendors including the Community Foundation of San Carlos, Chamber San Mateo County, County of San Mateo, the San Carlos School District, and One Shoreline. •Communications. Produced 23 electronic “Council Newsletters”, two print “Spotlights”, and four print “Good Living Newsletters”. Provided communications and support for focused initiatives related to mental health, including a comprehensive brochure that was mailed to every residence in San Carlos and two public Mental Health First Aid training sessions, as well as fentanyl awareness and domestic violence social media outreach and communications.
•Strategic Communications. Enhanced strategic communications by developing a Citywide, cross-departmental communications process and calendar and proactively engaging with City departments to develop and improve information access and transparency. Project examples include the creation of a dedicated Greater East San Carlos webpage for updates on traffic safety, outreach related to the San Carlos Avenue Pedestrian Improvements Project, the Small Business Spotlight social media campaign in collaboration with the Economic Development Division, and providing updated and improved information on wildfire preparedness and firearms regulations. •Sustainability Outreach. Conducted extensive community outreach related to:
oElectrification - Hosted a dot voting exercise at the Farmers’ Market, a Home Electrification Workshop, and promoted surveys on the City’s website and social media.
oDisposable Food Ware - Completed multiple rounds of outreach, including mailers, and direct emails. Notified food facilities of the Ordinance requirements, the upcoming enforcement date, and available resources. oSustainability - Developed outreach strategy and print materials to engage with multifamily property owners and managers to promote EV charging, energy efficiency programs, and composting for distribution in November 2022. •CMAP Initiatives.
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oGrants - Obtained two grants between June and October for a streamlined solar permitting tool from California Energy Commission and a water heater replacement from PG&E to replace a gas water heater at Fire Station13. oCity Facility Energy Audits - Leveraged BayREN’s Municipal Zero Net Energy Technical Assistance Program to conduct energy efficiency audits at four City facilities. These audits led to recommendations regarding opportunities for energy savings, solar generation and storage, and electrification opportunities. oSolar – Coordinated with Peninsula Clean Energy on the upcoming installation of rooftop solar on the Youth Center. The 30 kW solar system will provide an estimated $160,000 in savings on energy bills over the 20-year agreement.
Community Development:
•Focused General Plan Update. Submitted the Draft Housing Element to the California Department of Housing and Community Development for review following significant engagement from the City Council, Planning and Transportation Commission, and community.
•Affordable Housing Projects. Completed the City-sponsored, 100% affordable housing project at 817 Walnut with 23 new homes for San Carlos residents at extremely-low, very-low, and low income levels.
•Below Market Rate Ordinance. Revised the City’s Below Market Rate Ordinance to increase the number of affordable units provided in ownership projects from 15% to 20%, along with additional protections for affordable units related to unit size, location, and parking.
•Building Permits and Code Enforcement. Achieved processing goals and met timelines for all building and planning permits. The Building Division provided timely plan review on 741 projects (ranging from simple bath remodels to large commercial laboratory/office development), issued 1,467 permits, processed 392 public records requests, and resolved 166 code enforcement cases.
•Current Planning Applications. Reviewed 424 planning applications, 291 of which were approved/completed. Of those applications processed by the Current Planning Division, 137 were for new business registrations or home-based business licenses, 81 were for protected tree removals or tree protection plans associated with development, 62 were for single-family residential additions, 18 were for new single-family residences, three were for new office/life science buildings, two were for new multifamily buildings, two were for new mixed-use buildings, and two were for SB-9 developments. The remaining applications are under review or were withdrawn/canceled. •Protected Tree Ordinance. Replaced the Urgency Ordinance adopted in 2021 with the new Protected Tree Ordinance (#1580), which was unanimously approved by the City Council in June. The Current Planning Division managed this Ordinance update and is tasked with its ongoing implementation during review of new developments. The updated Ordinance aims to achieve a significant and thriving population of large healthy trees in San Carlos for public enjoyment and environmental stability. Adoption of the Ordinance was accompanied by the hiring of a professional Arborist consulting firm to assist with implementation of the Protected Tree Ordinance.
Fire Department:
•Revitalized Community Emergency Response Team Program. Onboarded a contract CERT coordinator and held two full CERT classes with approximately 50 students. Re-
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engaged CERT members who wished to take on leadership roles in the program and allowed them to coordinate and host additional meetings and trainings. •Fire Station Improvements. Initiated the construction of the Station 16 replacement working closely with other City departments. Improved Station 13 to house two engine companies.
•Emergency Operations Plan. Updated both cities’ Emergency Operations Plan. The draft plan is complete and under review.
•Federal Funding. Secured a SAFER grant from FEMA which will fund six additional firefighters.
Employee Recruitment. Created a new job classification called “Firefighter Trainee” to improve the Department’s ability to recruit from underserved communities and support diversity, equity, and inclusion efforts.
Parks & Recreation:
•Transition of Parks & Recreation Full-time Employees. Hired four, new full-time staff, promoted three full-time staff to new positions, and promoted one part-time employee to full-time.
•Adult Community Center. Expanded the Curbside Lunch Program by adding an additional day of meal service, transitioned the part-time cook position to full-time, and served 25,630 meals in 2022.
•Community Events. In addition to coordinating 24 community events, the department successfully assumed operations and management of the 40th Annual Hometown Days and 30th Annual Art & Wine Faire.
•Age-Friendly Community. Celebrated the 40th Anniversary of the Adult Community Center with over 150 community guests in attendance, following the designation of San Carlos as an age-friendly community.
•Projects. Completed the Burton Park batting cage replacement project and started phase 2 of the sports field lighting project at Burton Park and Highlands Park.
Public Works:
•San Carlos Avenue Eucalyptus Tree Removal. Completed the final phase of the eucalyptus tree removal project along San Carlos Avenue. The project completion was timely considering the recent high winds and storms.
•Traffic Calming and Pedestrian Enhancement. Constructed rectangular rapid flashing beacons on San Carlos Avenue at Kenton Avenue and Prospect Street, and a high intensity activated crosswalk (HAWK) beacon at Belmont Avenue and El Camino Real. •San Carlos Avenue Pedestrian Safety Project. Conducted extensive public outreach on the third phase of this project. This phase will construct sidewalk from Wellington Drive to Beverly Drive, filling the final gap and providing continuous sidewalk along San Carlos Avenue.
•Safe Routes to School. Performed extensive outreach on the improvement recommendations and route-to-school maps developed from the school walk audits. Recommendations will be presented to the Planning and Transportation Commission and the City Council for approval.
•School Zone Safety. Implemented posted speed reduction to 15 m.p.h. in school zones before the start of the school year.
San Carlos Police Bureau:
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•Traffic Safety Grant Funding. Secured $300,000 in grant funding for the Sheriff’s Office from the California Office of Traffic Safety (OTS). The funding will support several innovative traffic enforcement programs and education campaigns in the City of San Carlos.
•Anonymous Gun Buy Back Event. Hosted an anonymous gun buy back event in San Carlos, where individuals relinquished firearms, with no questions asked, and received compensation in return. 288 firearms were collected including three non-functioning firearms, six assault weapons, and 18 “ghost” guns.
•Traffic Enforcement Operations. Enforced traffic laws to reduce traffic collisions and injuries and educated the public about the dangers of driving impaired. oDUI-related traffic accidents are down from 2021
oConducted two sobriety and driver’s license checkpoints oParticipated in the Saturation Traffic Enforcement Program oConducted two bicycle and pedestrian safety operations •Cold Case Homicide Solved. Assisted in solving the Devonshire Little Store Homicide of Shu Ming Tang from 1993. Sheriff’s Detectives revisited the case and collected additional supporting evidence to identify a person of interest, leading to the ultimate arrest of Rayna Hoffman-Ramos.
•Enhanced Crisis Intervention Training. Completed the 24-hour Enhanced Crisis Intervention Training Course for mental health crises situations. Staff were trained in de- escalation techniques and were provided with more sophisticated approaches to making decisions on the scene. 84% of the San Carlos Patrol staff completed the 24-hour Enhanced Training Course, and 100% of the Patrol staff have completed the prerequisite 40-hour Crisis Intervention Training Course.
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City of San Carlos
2022 Strategic Goals
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
• Proactively protecting our physical environment from the threats of climate change and reducing greenhouse gas emissions.
• Recognizing the needs and challenges of the community and promoting its well-being. • 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
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__________________________________________
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.
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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.
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C I T Y O F S A N C A R L O S
2 0 2 2 S T R A T E G I C P L A N
THE SAN CARLOS STRATEGIC PLAN
The San Carlos Strategic Plan identifies current issues, needs and interests that are of strategic importance to the quality of life of the community. Addressing these issues requires the leadership focus of the City’s elected officials and professional staff for an extended period of time, typically several years. The Strategic Plan is not a summary of all City services. The issues identified in the plan are unique because they have an urgent impact on the community and because they are complex.
Strategic goals are a central feature of the Strategic Plan. These are established to find ways to address the strategic issues now and into the foreseeable future. If a solution is found, and there is an on-going need to address the issue, this will occur through the City’s on-going service delivery system. At that time, the issue will no longer be identified as a strategic goal.
HOW THE STRATEGIC PLAN IS DEVELOPED
The Strategic Plan is developed through an annual process that involves the City Council and City professional staff in facilitated, collaborative working sessions. The process is completed early each year so that the Strategic Plan can be incorporated into the City’s budget.
The plan is a document comprised of the City’s mission, vision and core values statements, the strategic goals and objectives for the next planning period and detailed work plans that will accomplish the goals.
Strategic goals are identified based on the knowledge and understanding that each participant in the process has about what is of strategic importance to the community. City Council members are elected by the residents to govern and represent their needs and interests. They bring the perspective of the residents and business of the community. Professional City staff members are trained in local government management and services. They bring the perspective of how to address the complex issues that are of concern. Through the strategic planning work sessions, these two unique perspectives come together to identify the areas of focus for the next planning period.
THE STRATEGIC PLAN PROCESS
The key steps to the process are listed below.
City Council Mini-Retreat. City Council, City Manager and City Attorney brainstorm the current community issues of strategic importance. This is a public meeting.
City Council and City Management Team Retreat. This is a facilitated, collaborative working session. The participants review accomplishments from last year; review the City’s mission, vision and values to ensure relevance; check the status of current strategic plan issues and progress; and identify new strategic issues to work on for the next year and possibly beyond. Council strategic goals and objectives are established at a high level through this process. The “handoff” is given to City staff to work through the details by refining the goals and objectives and developing work plans to achieve Council’s strategic goals. This is a public meeting.
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City Management Team Retreat. This facilitated, collaborative working session with the City’s management team is designed to refine the strategic goals, develop objectives to achieve each goal and establish work plans that identify specific tasks, set timelines and assign responsibility for accomplishment. This is an internal staff meeting.
Council Adoption of Strategic Plan and Progress Updates. After all work sessions are complete, a final Strategic Plan is agendized for Council adoption at a regularly scheduled Council meeting.
City staff then periodically updates Council on the progress of strategic goals during future Council meetings. All of these Council meetings are public meetings.
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
N o t i n p r i o r i t y o r d e r
•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
•Proactively protecting our physical environment from the threats of climate change and reducing greenhouse gas emissions.
•Recognizing the needs and challenges of the community and promoting its well-being. •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 2022 STRATEGIC GOALS AND OBJECTIVES
I n a l p h a b e t i c a l o r d e r
1. 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.
Objective #1: Increase access to childcare by reducing barriers to creation and expansion of child care facilities and creating community resources.
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Objective #2: Address the community’s needs for youth programming.
2. Climate Change: The City of San Carlos will support sustainability initiatives and address climate change. As part of its focus on climate change, 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.
Objective #1: Plan and implement measures approved by the Council in the Climate Mitigation and Adaptation Plan (CMAP).
Objective #2: Update the Disposable Food Service Ware Ordinance.
Objective #3: Perform Community Engagement and Outreach Objective #4: Update emergency plans and policies.
Objective #5: Reduce the risk and threat of wildfire and prepare the community for such an event.
3. 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: Implement the community engagement strategy for the Downtown Specific Plan.
Objective #2: Create the Downtown Specific Plan and corresponding implementation strategies.
Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.
4. 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 Below Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).
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.
Objective #3: Facilitate completion of projects currently underway.
Objective #4: Increase Housing Production
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5. 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.
Objective #1: Identify and implement alternative modes of transportation (non-vehicular) to improve traffic flow and parking.
Objective #2: Identify and implement citywide street and intersection projects and initiatives to improve traffic flow and parking.
Objective #3: Develop community education, reporting, outreach, and information tools using change management principles and practices.
Objective #4: Identify and implement enhanced traffic and pedestrian safety opportunities.
Objective #5: Facilitate completion of projects currently underway.
6. Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.
Objective #1: Create a framework and inform the community.
Objective #2: Obtain Funding.
Objective #3: Determine staff resources and budget needed to develop the plan.
Objective #4: Develop a scope of work to create a Northeast Area Specific Plan.
7. Senior Services and Programming: Make San Carlos a great place to mature and retire by fostering full participation of seniors in community life and promoting healthy and active aging.
Objective #1: Continue to work with the Age-Friendly Community Task Force on Action Plan items identified in the AARP Age-Friendly application.
Objective #2: Continue to engage seniors on preferred programming and events.
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2022 Strategic Work Plan Update
C I T Y O F S A N C A R L O S
2 0 2 2 S T R A T E G I C W O R K P L A N U P D A T E 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.
Objective #1: Increase access to childcare by reducing barriers to creation and expansion of child care facilities and creating community resources.
Actions Completed:
•Shared findings from the draft Nexus Study (updated in 2021) at a City Council Study Session on March 14, 2022.
•Adopted an ordinance adding Chapter 8.52 to the San Carlos Municipal Code establishing a child care development impact fee for new nonresidential developments in the city on June 27, 2022.
•Adopted fee levels for new nonresidential child care development impact fees on September 26, 2022.
•Developed a robust child care City webpage with resources and information for the community, parents, and operators. Webpage includes an application process infographic and informational literature (brochures/handouts) that provide child care information.
Actions in Progress:
•Establish a child care development impact fund.
•Continue to analyze the possibility of allowing commercial child care centers in the GCI Zoning District and within religious/community facilities in residential districts.
Objective #2: Address the community’s needs for youth programming.
Actions Completed:
•Seasonal participant surveys were sent out following the spring class session. •Youth Center hosted a special event at the end of the year and incorporated participant feedback into the special activities.
•The San Carlos Youth Center Member Focus Group was formed for youth to provide input on future programming.
Actions in Progress:
•Work on youth programming based on community and participant feedback. Continue to evaluate programs and make adjustments on seasonal basis. •Monthly special events are being planned for the Drop-In Program.
Climate Change: The City of San Carlos will support sustainability initiatives and address climate change. As part of its focus on climate change, 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.
Objective #1: Plan and implement measures approved by the Council in the Climate Mitigation and Adaptation Plan (CMAP).
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Actions Completed:
•Identified priority strategies and actions based on timeframe and estimated greenhouse gas reduction potential.
•Key staff members identified from each department to support with CMAP implementation.
•The Council approved $100k as part of the FY 2021-23 mid-cycle budget request to implement strategies 4 and 18 in the CMAP related to electric vehicle charging and electrification incentives.
•Obtained two grants between June and October for a streamlined solar permitting tool from California Energy Commission (up to $40k) and a water heater replacement from PG&E ($18k).
•Coordinated a session with multidisciplinary team, including One Shoreline, and invited Burlingame to present and share best practices regarding creek setbacks and buffer zones and minimum floor elevations as they relate to the City's zoning code.
Actions in Progress:
•Working with partner agencies to develop an EV charging incentive program for multifamily buildings.
Objective #2: Update the Disposable Food Service Ware Ordinance.
Actions Completed:
•Disposable Food Ware Ordinance adopted at October 25, 2021 Council meeting. •Disposable Food Ware Ordinance updated in March 2022 to reflect changes in State law.
•Completed multiple rounds of outreach, including mailers, and direct emails, notifying food facilities of the Ordinance requirements, the upcoming enforcement date, and available resources.
Actions in Progress:
•Working with the County to bring food facilities into compliance with the Disposable Food Ware Ordinance since the October 2022 enforcement start date.
Objective #3: Perform Community Engagement and Outreach Actions Completed:
•Presented to Central Middle School Environmental Club and discussed the City’s efforts around climate change.
•Conducted outreach at the May Farmer’s Market to discuss home electrification and available incentive programs.
•Completed Earth Day photo contest on social media.
•Highlighted efforts taken around water conservation and home electrification in City newsletters and social media.
•Developed outreach strategy and print materials to engage with multifamily property owners and managers to promote EV charging, energy efficiency programs, and composting for distribution in November 2022.
Actions in Progress:
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Objective #4: Update emergency plans and policies.
Actions Completed:
•Completed the draft the Safety Element and submitted it to the Planning and Transportation Commission for review. This effort is led by CDD with support from key staff from Fire, Public Works, and Police, and is part of the Focused General Plan Update to address Land Use, Housing, and Safety Elements of the General Plan.
Actions in Progress:
•Draft Safety Element will be submitted to the Council for approval on January 23, 2023. •Staff has reviewed the first draft of the Emergency Operations Plan. Staff anticipates bringing a final draft for the Council’s review in 1Q2023.
Objective #5: Reduce the risk and threat of wildfire and prepare the community for such an event.
Actions Completed:
•Fuel reduction work was completed for the 2022 season in open space and some developed parks as well as City-owned parcels .
•Redwood City Fire hosted Fall Community Emergency Response Team (CERT) Academy training spanning September and October for residents of Redwood City and San Carlos.
•Redwood City Fire and the Sheriff’s Office hosted a community wildfire preparedness webinar in August.
•The City Manager’s Office updated the www.cityofsancarlos.org/wildfire webpage with curated information about preparedness, ways to stay informed, meeting information, and useful links.
•Staff met with contractors in November to determine the 2023 schedule for fuel reduction work.
Actions in Progress:
•The Annual Safety Fair will be held in spring 2023
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: Implement the community engagement strategy for the Downtown Specific Plan.
Actions Completed:
•Spotlight Newsletter issued in August 2021.
•Project website launched: www.sancarlosdowntownplan.com. •Downtown Advisory Committee (DTAC) formed/appointed by Council. •Virtual library available on project website; ongoing. •First community workshop held August 2022 with 150 participants. •Three DTAC meetings held during summer and fall of 2022. •Released online interactive mapping tool to gather community input.
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Actions in Progress:
•Online surveys coming soon; anticipated late summer 2022. •Email distribution list underway; approximately 200+ sign-ups. •Virtual library available on project website; ongoing. •Continue to inform and provide updates to the community regarding next steps via outreach and www.sancarlosdownplan.com website, including preparation for Community Workshop #2.
Objective #2: Create the Downtown Specific Plan and corresponding implementation strategies.
Actions Completed:
•Entered into Professional Services Agreement with consultants, RRM Design. •Project kickoff meeting with citywide staff completed. •City staff and consultant walking/site tour completed. •Individual interviews with City Council members completed. •Data transfer and initial information gathering completed. •Project logo and website completed.
•DTAC first meeting on June 22.
•Completed infrastructure existing conditions analysis, held first DTAC meeting and community workshop, hosted four focus group meetings, and posted an online survey.
Actions in Progress:
•Concept plan alternatives are pending DTAC meeting #2, Community Workshop #2, an online survey, four focus group meetings, Planning and Transportation Commission and City Council Study Sessions, and economic studies.
•Community Engagement Strategy
•Infrastructure existing conditions analysis
•Transportation and mobility
•Develop planning principles
•Historic resources inventory
•DTAC Meeting #3
•Community Workshop #3
•Online Survey
•Meetings with YAC, EDAC, PRC, and T& C
•Planning Commission and City Council Study Sessions
•Prepare Infrastructure and Services Plan
•Administrative Draft Specific Plan
•Public Review Draft Specific Plan
•DTAC Meeting #3
•Community Open House
•Meetings with YAC, EDAC, PRC, and T& C
•Planning Commission Study Session
•City Council Study Sessions
•Prepare Hearing Draft Specific Plan
•Prepare Draft CEQA document
•Planning Commission public hearing
•City Council adoption hearing
•Final Specific Plan document
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•Identify and prioritize key opportunity sites
•Timing of public improvements
•Identification of municipal incentives
•Designate lead departments, agencies for implementation •Identify potential funding sources and financing mechanisms Objective #3: Ensure that the vision and goals of the Downtown Specific Plan come to fruition.
Actions Completed:
Actions in Progress:
•Identify potential funding sources and financing mechanisms (recommendations will be specifically tied to the Downtown Specific Plan Infrastructure Development and Services Plan) (expected in 10/2023).
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 Below Market Rate (BMR) housing units to meet local and regional housing requirements (e.g.: regional collaboration, grant programs, acquisition, and new development).
Actions Completed:
•Updated the BMR Ordinance to increase the number of affordable units on June 13, 2022, increasing the percentage of units and deepening the level of affordability required in residential ownership projects.
Actions in Progress:
•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 from two programs, one from the California Community Housing Agency (CalCHA) and the other from 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.
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.
•Housing Needs Assessment, Existing Conditions Atlas developed. •Community Workshop Survey Results completed.
•First phase of community outreach and input completed, including solutions to meet the City’s Regional Housing Needs Allocation through increased densities
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and heights along El Camino Real and in mixed-use and multi-family zoning districts.
•Explored existing conditions and preliminary options, developed preferred options and analysis, prepared administrative and draft housing, land use, safety elements and zoning amendments, prepared environmental analysis, prepared drafts of the land use, safety, and housing elements.
Actions in Progress:
•Continue to receive public comments including comments on the draft environmental impact report due November 28, 2022.
•Preparing for public hearing in January 2023.
Objective #3: Facilitate completion of projects currently underway.
Actions Completed:
•Completed regulatory agreements for market rate multi-family projects building BMR units. Agreements completed for projects at 1501 Cherry Street, 560 El Camino Real, and 1525 San Carlos. This action will remain ongoing as additional projects move forward.
•Large Office Development projects. $4.3 million in Commercial Linkage fees collected from projects at 1091 and 777 Industrial Road. Fee collection will continue as projects come forward. Fee estimates totaling $1.8 million have also been prepared and likely to be paid in the coming months for 1030 Brittan and 993 Laurel. •817 Walnut Street Development Project. Construction has been completed and a ribbon cutting was held on June 7, 2022. Lease-up from the City’s BMR waitlist is currently underway and most units have already been filled. •Disposition Development and Loan Agreement for Cherry Street Development Project expected to come before the Council for review in January 2023. •$4.3 million in commercial linkage fees collected from projects at 1091 and 777 Industrial Road. Fee collection will continue as projects come forward.
Actions in Progress:
•806 Alameda de las Pulgas BMR Units. Pending.
•Vista Del Grande BMR Units. Pending.
Objective #4: Increase Housing Production
Actions Completed:
•Updated ADU Ordinance to remove current constraints to the construction of additional units. Introduced to the Council on June 13, 2022. •Contract approval and appropriation of funds by City Council for Objective Design Standards. Consultant MIG Hired. Held Second Community Workshop held on October 19, 2022.
•Community Workshop and study session with RDRC and Planning Commission re:
SB-9 Permanent Ordinance.
Actions in Progress:
•Meeting with various ADU builders and other jurisdictions to understand best practices for expediting approvals for ADUs and creating a standardized plans/compliance units program.
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•Objective Design Standards – Community Survey to be released within two months for both single-family and multi-family standards.
•Objective Design Standards – Continue to work on development of standards. •Council to consider extending urgency ordinance at November 28, 2022 meeting.
Expect an SB-9 Permanent Ordinance by 3Q23.
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.
Objective #1: Identify and implement alternative modes of transportation (non-vehicular) to improve traffic flow and parking.
Actions Completed:
•San Carlos Quick-Build Project was reviewed and subsequently cancelled due to conflicts with the extended parklets along San Carlos Avenue. •Staff applied for grants with OBAG and ATC related to transportation, traffic, and mobility and were unsuccessful (as were all other cities in San Mateo County that applied).
Actions in Progress:
•Continue to work with developers for community benefits to enhance mobility as opportunities arise.
•Participating in C/CAG-led (City/County Association of Governments of San Mateo County) to assess feasibility of a shared, regional program.
Objective #2: Identify and implement citywide street and intersection projects and initiatives to improve traffic flow and parking.
Actions Completed:
•Consultant completed citywide inventory of all 24 traffic signals for Citywide Traffic Signal Study.
•Four community outreach meetings and one City Council study session was held to identify possible traffic improvements in Greater East San Carlos Neighborhood.
Actions in Progress:
•Performing data gathering and analysis for Citywide Traffic Signal Study with internal stakeholder team to develop shared goals and objectives and develop uniform standards and specifications for future upgrades.
•Staff is considering traffic circles as traffic improvement measures at Rosewood and Morse, along Cordilleras, and along Alameda de las Pulgas. •Continuing to implement Annual Pavement and Rehabilitation Program to increase Pavement Condition Index (PCI) of City’s streets.
Objective #3: Develop community education, reporting, outreach, and information tools using change management principles and practices.
Actions Completed:
•Worked with consultant to develop mapping requirements for project webpage.
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•Worked closely with City Communication Manager to develop post cards and outreach for San Carlos Avenue (SCA) Phase III and outreach for the Safe Routes to School survey.
Actions in Progress:
•Development of citywide construction activities webpage and map is in progress. •Continue to collaborate with City’s Communications Manager to increase project notifications and media postings.
Objective #4: Identify and implement enhanced traffic and pedestrian safety opportunities.
Actions Completed:
•Completed extensive public outreach period to allow for public comments on Safe Routes to school improvement plans.
Actions in Progress:
•Staff is currently reviewing and assessing public comment and will bring proposed plans to the Planning and Transportation Commission in 1Q2023. •Continue to address ways to enhance traffic and pedestrian safety through education and enforcement.
Objective #5: Facilitate completion of projects currently underway.
Actions Completed:
•Design of crosswalk improvements at SCA and Kenton, SCA and Prospect, and SCA and Woodland completed.
•Publicized a public workshop to the San Carlos Community via the City’s social media channels for the Alameda De Las Pulgas Corridor Improvement Project near Carlmont High School and Tierra Linda Middle School led by the City of Belmont.
Actions in Progress:
•Continue to collaborate with the school districts and the City of Belmont on the Alameda De Las Pulgas Corridor Improvement Project near Carlmont High School and Tierra Linda Middle School.
•Construction of crosswalk improvements at SCA and Kenton, SCA and Prospect, and SCA and Woodland expected to be completed 1Q2023.
•San Carlos Avenue Pedestrian Safety Improvements Phase 3 from Wellington to Beverly.
Northeast Area Specific Plan: The City of San Carlos will work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors, and develop policies and strategies to incorporate housing as part of this new development.
Objective #1: Create a framework and inform the community.
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Actions Completed:
•Presented draft process to the Economic Development for review and input. •Presented draft process to the City Council for review and input. •Included update in Good Living Newsletter (Oct-Dec 2022).
Actions in Progress:
•Spotlight Newsletter planned for 3Q2023.
•Community outreach is ongoing.
Objective #2: Obtain Funding.
Actions Completed:
•Project (Specific Plan) funding appropriated by Council.
Actions in Progress:
Objective #3: Determine staff resources and budget needed to develop the plan.
Actions Completed:
•Interviews for Associate Planner are pending.
•The City Council authorized contract with Perkins+Will in September 2022.
Actions in Progress:
•Anticipating early 2023 as start date for new Associate Planner.
Objective #4: Develop a scope of work to create a Northeast Area Specific Plan.
Actions Completed:
•Completed in May 2022.
Actions in Progress:
Senior Services and Programming: Make San Carlos a great place to mature and retire by fostering full participation of seniors in community life and promoting healthy and active aging.
Objective #1: Continue to work with the Age-Friendly Community Task Force on Action Plan items identified in the AARP Age-Friendly application.
Actions Completed:
•Medical Equipment Lending Program volunteers attended the Farmers’ Market in June to promote the program in the community. Mailed City “Spotlight” on senior resources and programs in September to all residents, which spurred interest in volunteering and program participation.
•Met with CAFÉ Center for Age Friendly Excellence on next steps to complete the action plan as part of the Age Friendly Community initiative.
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Actions in Progress:
•Staff has offered a park or facility for MELP to host another equipment drop off event. •Staff will schedule a meeting with Public Works staff on upcoming projects identified in the Bike/Ped Plan to review senior-friendly improvements as the new Supervisor of Senior Programs transitions into their new role.
•Staff is scheduling a meeting with the Age-Friendly Task Force this fall to discuss project updates.
Objective #2: Continue to engage seniors on preferred programming and events.
Actions Completed:
•In light of the overwhelmingly positive community response to the senior-focused “Spotlight,” staff has been collecting in-person feedback from existing and new participants regarding their preferred events and programming.
Actions in Progress:
•Staff developing survey to community to find ways to engage non-participants and will develop a senior-focused City “Spotlight” issue.
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August 25, 2022 1
San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Special Meeting
Conducted Remotely in Accordance with Assembly Bill 361 August 25, 2022, 9:00 AM
MINUTES
ROLL CALL
City Council Present: Sara McDowell, Mayor
Ronald Collins, Councilmember
John Dugan, Councilmember
Laura Parmer-Lohan, Councilmember
Adam Rak, Vice Mayor
Staff Present: Jeff Maltbie, City Manager
Crystal Mui, City Clerk
Gregory Rubens, City Attorney
1. CALL TO ORDER
The meeting was called to order at 9:04 AM by Mayor Sara McDowell.
2. PLEDGE OF ALLEGIANCE
3. PUBLIC COMMENT
Debbie Baldocchi, resident, requested Council to discuss various topics at today’s meeting, including protecting of creeks, watersheds, night skies, existing open space, underground springs and wetlands. She also requested Council to require developers to contribute funds to the City for open space parks, enact transparency Ordinances for biotech labs on site and assign a city representative to the OneShoreline Group.
Sonia Elkes, resident, commented that portions of the Bicycle Pedestrian Master Plan may be outdated and requested changes to the area of Cedar and Arroyo to make it more bicycle friendly.
Kathleen Goforth, resident and member of the Peninsula Clean Energy Citizens Advisory Committee, requested Council takes steps to promote healthier homes and reduce greenhouse gas emissions.
4. STUDY SESSION
a. Discussion of Issues and Topics Affecting the City of San Carlos, Including, But Not Limited to the Items Listed in the Attachment. No Action Will be Taken on Any Items at This Meeting.
Infrastructure.
- Street Repair Protocol and Prioritization.
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Council directed staff to provide information in the council newsletter and city website on the prioritization process for street repair and consider including a flow chart to illustrate the process.
- Red Zones Near Corners in Residential Areas.
Council requested information on the holistic process for red striping on curbs and identifying areas in need.
- Sidewalk and Cross Walk Updates on Northwest Side on Brittan and Alameda; and Industrial Rd Near 24 Hour Fitness; Bike & Master Pedestrian Plan and Incorporating the New Safe Routes to Schools Report; and La Mesa Drive Traffic Calming.
City Manager Jeff Maltbie provided an update on these projects.
- Ongoing Program of Sidewalk Installation.
Council spoke on their continued interest and commitment to installing sidewalks throughout certain areas of the City.
- Removal of Utility Graffiti Video.
Mayor McDowell presented a series of photos of utility graffiti or markings left from utility companies on sidewalks, streets and utility poles around San Carlos.
Council directed staff to update the permitting process to require contractors remove utility markings from city streets and sidewalks when their projects are completed.
Mr. Maltbie noted that staff will:
o incorporate this requirement as part of the permitting close-out process;
o look into requiring contractors to retroactively clean-up their previously completed projects;
o clean-up the City’s own project markings;
o check on the large crack in the sidewalk on San Carlos Ave; and o provide a report back to Council.
East Side.
− East Side Residential Street Calming/Closure Traffic Plan Update.
Mr. Maltbie provided a brief update on the project and noted that staff will present options to consider at the next Council meeting.
Council requested additional outreach to ensure residents are aware of the discussions and plans.
− East Side Negotiations Update.
Mr. Maltbie provided a general update on the negotiations with east side developers and discussed next steps.
− Development Agreement Process.
Council requested being brought into the development agreement process early enough to have time to respond and provide meaningful input.
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− Community Benefits.
Council expressed interest in a community center that meets different needs in the community and suggested using Redwood City’s new community center as a potential model project.
Council also discussed how the City should holistically consider community benefits and agreed that it’d be beneficial to delay its prioritization until projects begin to develop and there is more information to work with.
Housing
- Update on Cherry Street Affordable Housing Project.
Mr. Maltbie provided an update on this project, outlined the challenges with funding and noted that an item will be brought to Council in the near future to provide direction on how to proceed.
- Housing Element Update.
Mr. Maltbie noted that the draft Housing Element will be brought to Council at its September 26
th meeting as a study session item.
Other
− Other Laurel Street Redesign Possibilities.
Council spoke on their preferred option for some portion of Laurel Street to remain closed.
− Tree Planting Program.
Council discussed an incentive based tree planting program and requested a study session to continue discussion and consider rubberized sidewalks to preserve existing street trees.
− Develop Policy on Billboards.
Council notified staff that they are not interested in additional billboards, however there was not a majority in support of agendizing a discussi on on the development of a formal policy.
− Community Needs/Wants for Commercial- Retail Property.
Mr. Maltbie suggested Council consider funding a survey that focuses on the community’s commercial wants to establish a data set.
Council requested staff to provide more advanced public notice of Council mini retreats.
5. ADJOURNMENT
The meeting adjourned at 12:00 PM.
Crystal Mui,
City Clerk
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