CITY OF SAN MATEO
City Council Special Meeting
January 29, 2022
9:00 AM
COUNCIL MEMBERS
Rick Bonilla, Mayor
Diane Papan, Deputy Mayor
Joe Goethals
Amourence Lee
Eric Rodriguez
AGENDA
DUE TO THE STATE OF CALIFORNIA’S DECLARATION OF EMERGENCY – THIS MEETING IS BEING HELD PURSUANT TO AUTHORIZATION FROM GOVERNMENT CODE 54943(b)(3) / AB 361 (2021) – CITY COUNCIL AND COMMISSION MEETINGS ARE NO LONGER OPEN TO IN-PERSON ATTENDANCE.
ANYONE CAN WATCH AND PROVIDE COMMENTS REMOTELY IN THE WAYS DESCRIBED AT THE END OF THE AGENDA.
To join via Zoom – click here: Saturday, January 29, 2022 Zoom Meeting To join via telephone: (408) 638-0968
Conference ID: 849 5033 1596 Passcode: 266882
CALL TO ORDER
Roll Call
STUDY SESSION
The public will have an opportunity to comment during the consideration of this item. A total of 30 minutes will be allotted for public comments.
1. City Council Goal Setting Workshop
Review the current Council Strategic Plan and identify new Council objectives for consideration for fiscal year 2022-23.
ADJOURNMENT
------------------------------------------------------------------------------------------------------------------------------------------ PUBLIC COMMENTS – Can be received in the following ways (Time limits will apply) :
Prior to the meeting in writing: Send comments to: [email protected] until 2 p.m. Friday, January 28th.
During the meeting by computer: Click the link at the top of the agenda and you’ll be added to the meeting. All attendees are muted by default.
When the item of interest is open for consideration, select the “Raise Your Hand” icon and you will be called on at the appropriate time.
During the meeting by telephone: Call (408) 638-0968 and enter the conference ID found at the top of the meeting agenda. When the item of interest is open for consideration, select *9 to raise your hand. When called upon, press *6 to unmute, state your name and provide your comments.
ACCESSIBILITY: In compliance with the Americans with Disabilities Act, those with disabilities requiring special accommodations to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected]. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. 1 of 19
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 1 Section Name: STUDY SESSION File ID: 22-5712 TO: City Council
FROM: Drew Corbett, City Manager
PREPARED BY: City Manager's Office
MEETING DATE: January 29, 2022
SUBJECT:
City Council Goal Setting Workshop
RECOMMENDATION:
Review the current Council Strategic Plan and identify new Council objectives for consideration for fiscal year 2022-23.
BACKGROUND:
The City Council goal setting process includes a three-step deliberation process resulting in the adoption of a Strategic Plan that allows for multi-year resource planning. The meeting on January 29, 2022, represents the first step in the process: a City Council workshop to determine strategic initiatives and objectives for consideration for the upcoming fiscal year. The meeting will include public comment period at the start of the meeting and will then be a facilitated discussion among the Council with the goal of revising and updating the Strategic Plan developed last fiscal year.
The most current Strategic Plan, which includes all amendments and updates on the implementation status of the Council objectives from fiscal year 2021-22, is included as Attachment 1. The highlighted items represent Council objectives that staff completed, plans to complete prior to the end of the fiscal year, or have proposed modifications to the item. Staff recommends removing the items from the priority list that are completed or will be completed by the end of the fiscal year.
Councilmembers provided their lists of potential new objectives for consideration to assist with the prioritization process (Attachment 2). The list also includes new objectives staff recommends the Council consider adding to the Strategic Plan.
The Council will be asked to review this list and identify which items to include in the Strategic Plan and what priority level to assign them. To help further the conversation, staff color-coded the Council objectives to identify ones that are new, existing, modified, or that are part of the General Plan Update process. Additionally, staff identified objectives raised by more than one Councilmember. As part of the consideration process for new priorities to include in the Strategic Plan, staff is providing a list of major department initiatives identified for fiscal year 2022-23 (Attachment 3). This list highlights the significant new work plan items that each department plans to address next fiscal year that Council may not otherwise be aware of.
The second step in the goal setting process, scheduled for March 7, 2022, will be a study session where staff will propose a work plan to address each of the objectives in the Strategic Plan, provide feedback on resource requirements, and suggest modifications to the proposed objectives. The final step in the process, which will occur at the March 21, 2022 City Council meeting, will be a consent calendar item where City Council will approve the Strategic Plan with the proposed objectives for the 2022-23 fiscal year. Staff plans to hold another mid-cycle review of the Strategic Plan in September 2022.
BUDGET IMPACT:
There is no budget impact from this agenda item. The objectives identified by the Council will be taken into consideration 2 of 19
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as part of the development of the fiscal year 2022-23 budget.
ENVIRONMENTAL DETERMINATION:
This City Council strategic plan meeting is not a project subject to CEQA, because it is an organizational activity which does not involve any commitment to any specific project which may result in direct or indirect changes to the environment. (CEQA Guidelines Section 15378(b)(5).)
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – City Council Strategic Plan FY 2021-22
Att 2 – Proposed Objectives for FY 2022-23
Att 3 – Major Department Initiatives for FY 2022-23
Att 4 – Public Comments
STAFF CONTACT
Denise Garcia, Management Analyst I
[email protected]
(650) 522-7003
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Fiscal Year 2021-22 City Council Objectives
Council Focus
Area
Strategic
Initiatives # Council Objectives Priority Work Plan and Expected Deliverables for 2021-22 Status Update as of January 2022 Recommend removal or change in priority? 1 Reconstruct all failed streets in San Mateo by 2024 A Complete construction of Phase II contract and design of Phases III and IV contracts.
Phase II is currently in construction and Phase III is in design. Construction for Phase III is planned for FY22-23. The final design agreement for the last two phases (Phases IV and V) will be awarded in January.
PROPOSED REVISED OBJECTIVE:
Reconstruct all failed streets in San Mateo
by 2026.
2 Replace all remaining high voltage circuits to improve safety and reliability of the street light system A Start construction of Phase 3 circuits designed during the FY 2020-21 and complete design of circuits 8 (Dartmouth), 9 (Baywood Ave), and 10 (Garfield Street).
Construction of the Baywood conversion will resume in 2022. The design for Phase 3 (includes circuits on 28th Ave, 27th Ave, Woodland Dr, Yew St, Palm Ave, 36th Ave, Downtown/4th Ave) is underway with construction spanning from FY22-23 through FY23-24. The design for Phase 4 (remaining circuits) will begin in spring of 2022.
3 Evaluate funding options for storm system activities and improvements, including dredging the Marina Lagoon A
Bring Funding Analysis and options to Council for direction; consider additional needs analysis (e.g., update 2004 Master Plan), opinion polling, community engagement, fee study and Proposition 218 process.
Stormwater fee opinion polling conducted. Findings will be presented to the Sustainability and Infrastructure Commission in February 2022. 4 Remove North Shoreview from FEMA Flood Assessment A
Continue construction with focus on levee improvements and trash capture device installation, followed by pump station construction. Construction completion anticipated April 2023.
Levee upgrades are complete and the new Coyote Point Pump Station is operational. The construction at Poplar Pump Station is on-going. 5 Fund and deliver the Clean Water Program A
Continue construction of the WWTP Expansion Project, UFES, and other sewer collection system improvements. Finalize potential funding through the State Revolving Fund.
Construction of the WWTP Upgrade and Expansion and UFES projects are on- going. Delaware Relief Sewer project was issued for bid and the sewer annual rehabilitation work is on-going. State Revolving Fund coordination is on-going. 6 Meet the 100% trash reduction mandate A
Finalize approvals and begin design and construction on the Poplar Golf Course Trash Capture Device. Begin evaluation, selection, and installation of small trash capture devices. Begin conducting enhanced trash inspections of private parcels with high and medium trash generating rates. Evaluate the feasibility and potential effectiveness of enhanced street sweeping program for medium generating areas. Participate in review and commenting for the new C.10 Trash Provisions of the Municipal Regional Stormwater Permit 3.0.
The City's trash loading analysis determined that for the 100% requirements to be met, a trash inspector would need to be hired to control trash/litter from private commercial / multi-family parcels or the City must require retrofitting of these parcels with trash capture devices. Implementation of trash capture devices in public right of way is ongoing. Poplar Golf Course Large Trash Capture Device is in design and will be constructed in spring 2022.
Effort to evaluate enhanced street sweeping has not yet begun. 7 Develop an anti-littering trash and cigarette butt outreach campaign A
Expand the Team Up to Clean Up Program to include an anti-littering campaign, work with businesses to take a signed pledge, and work with community and property managers on litter awareness and supporting litter cleanups.
The general outreach plan, including the business pledge, are drafted and being reviewed internally and monthly team up to clean up events are continuing to take place.
8 Evaluate the feasibility of a Green Fleet by 2030 A
Review past-due replacement vehicles and recommend replacement options; determine replacement strategies for vehicles due for replacement by 2030. Evaluate future CNG facility maintenance costs and potential for installation of additional EV Infrastructure at City facilities.
Began planning for the decommissioning of the CNG facility, developing contract for the purchase of renewable diesel, and assessing the availability of electric vehicles.
9 Analyze potential to produce potable drinking water from the Clean Water Program B
Continue to study options for advanced wastewater treatment for reservoir water augmentation and direct potable reuse with the SFPUC, SVCW/Redwood City, BAWSCA, and Cal Water.
Developing options for direct potable reuse and evaluating water quality impacts for reservoir water augmentation.
Stewardship of
Infrastructure
Reliability
Resilience
Environmental
Responsibility
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Fiscal Year 2021-22 City Council Objectives
Council Focus
Area
Strategic
Initiatives # Council Objectives Priority Work Plan and Expected Deliverables for 2021-22 Status Update as of January 2022 Recommend removal or change in priority? 10 Expedite traffic management improvements based on
public input received from Neighborhood Traffic Forums, Neighborhood Traffic Management Program, and best
practices and enhance transparency of outcomes and
frequencies of Council status reports.
A
Finalize the Laurelwood Neighborhood Traffic Action Plan, finalize Neighborhood Traffic Management Program update, develop a Local Roadway Safety Plan (Caltrans requirement) and identify data-driven traffic improvement projects and seek funding for implementation.
Laurelwood TAP is on-going but was deferred due to staff availability. RFP for Local Roadway Safety Plan is in development.
PROPOSED REVISED OBJECTIVE: Implement
traffic programs and improvements to
enhance safety for all users by utilizing
public input and data, such as the input that
led to the Traffic Action Plans, to improve
safety on neighborhood roadways and
intersections.
11 Minimize impacts to residents from train horn noise at City at-grade crossings A
Peninsula Corridor Joint Powers Board (PCJPB)/Caltrain to complete design of railroad improvements at 4th & 5th Avenue grade crossings and advertise for construction.
City to complete design of improvements within City Right-of-Way and coordinate construction schedule with Caltrain construction.
Caltrain is developing draft design for improvements in railroad right of way while the City began the design of the improvements in the public right of way.
12 Minimize parking impacts throughout the City A
Utilize Parking Management System to evaluate Downtown parking usage patterns and determine potential parking policy updates. Begin CPID Zoning Code revisions to appropriately allocate parking for Downtown projects.
The Downtown Parking Technology project is completed. Revisions to the CPID Zoning code are underway.
PROPOSED REVISED OBJECTIVE: Proactively
manage Citywide parking resources to
optimize existing supply.
13 Identify streets and intersections experiencing major congestion due to regional traffic and identify effective measures to mitigate the impact on traffic flow and the adjacent neighborhoods
A
Continue to work with C/CAG and SMCTA on the US 101/92 Short Term Area Plan and Direct Connector project. Begin design for Fashion Island/Norfolk intersection reconstruction to assist with alleviating congestion along the 19th Avenue-Fashion Island Blvd. corridor.
Efforts on US101/92 Short-Term Area Plan and Direct Connector are continuing. Fashion Island/Norfolk is currently in the final draft/adoption of plan phase.
PROPOSED REVISED OBJECTIVE: Identify
and implement measures to optimize
vehicle traffic on major roadways, reduce
green-house gas emissions, and improve
safety for all modes of transportation.
14 Safe Streets neighborhood street closures A Reopen streets formerly closed under the Safe Streets program. Explore options to transition Safe Streets initiative to longer-term traffic safety program.
The street closure element of the Safe Streets program has concluded. Other elements of the Safe Streets program related to ongoing communication regarding traffic safety and analysis of the roadway network continue.
Remove due to completion
15 Implement bicycle and pedestrian projects and programs that address safety and align with adopted City plans A Design six high-priority bicycle facilities identified in the 2020 Bicycle Master Plan.
Evaluate speed reduction in school zones, prepare policy for Council approval, and implement in locations that meet applicable regulatory criteria. Continue to seek grants, funding for the design and construction of projects identified in the Master Plans and for a Complete Streets Plan to develop multimodal design standards and priority safety projects.
Design for the six, high-priority facilities identified in the 2020 Bicycle Master Plan that are fully within San Mateo ROW have either been completed or have been funded. Conducted evaluation of speed reductions in school zones.
Awarded funding to begin the Complete Streets plan.
16 Implement Library Space Master Plan A Complete site visit, design new information desk and layout of entrance, purchase new desk and other furniture.
Project anticipated to be completed this fiscal year. Carpet installed at Hillsdale branch. New desks ordered for both branch locations. 17 Create COVID-19 children's programming A
Continue LEAP program through end of pandemic; program anticipated to be phased out by Fall 2021. Other recreation programs will continue to be modified based on health guidelines.
Activities continue to be modified based on health guidelines and public comfort levels.
18 Create a senior library outreach program with home
delivery for homebound seniors A
Piloted in early 2021, the program has been successful and sustainable at current levels without additional investments needed. If popularity of program substantially increases, there could be a need for additional investment to support dedicated staff time.
The current program seems to be comfortably meeting the level of community demand. We have 10 regularly users. This seems to be about the normal level based on a previous delivery program (led here by Donna Divodi) and from reports from Burligame and Palo Alto libraries.
Remove due to completion.
Quality of Life
Neighborhoods
Community
Services
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Fiscal Year 2021-22 City Council Objectives
Council Focus
Area
Strategic
Initiatives # Council Objectives Priority Work Plan and Expected Deliverables for 2021-22 Status Update as of January 2022 Recommend removal or change in priority? 19 Enhance police accountability, transparency, and efficiency and expand on coordinating police services with mental
health and social services
A
Integrate mental health clinician services into operations and increase officer training related to de-escalation, crisis response, etc. Implement dashboard cameras on patrol vehicles to increase transparency. Implement stop data collection/reporting requirements of the Racial and Identity Profiling Act (RIPA).
Community Wellness and Crisis Response Team Program is established and Mental Health Clinician started in November. From Jul-Dec. officers attended 1200+ hours of training incorporating de-escalation or bias. RIPA implementation to be completed January 2022. Mindfulness training completed in October 2021. Training scheduled for May 2022 on response to persons/juveniles with autism. In-Car Camera program implementation was delayed due to supply chain issues but is now on track for completion in Q3.
PROPOSED REVISED OBJECTIVE: Continue to
promote police accountability,
transparency, and efficiency
20 Strengthen implementation of existing red tag ordinance A Bolster use of existing suite of enforcement tools, including financial and criminal penalties, to improve compliance for repeat violators of SMMC Chapter 7.50 and establish internal process for implementation.
City Council study session scheduled for March 21, 2022, to explore ideas for how to utilize the tools available to address repeat offenders, and evaluate the process currently in place for appeals.
21 Implement the Safe and Secure Neighborhoods Initiative A Look for opportunities to enhance technology to increase neighborhood safety, including ongoing deployment of Automated License Plate Reader (ALPR) technology at strategic fixed locations throughout the City.
22 Flock ALPRs deployed at strategic locations throughout the City resulting in 123 cases where police action was initiated based on data. Staff is evaluating the need for analytical assistance to maximize effective utilization of data to target hot spots.
PROPOSED REVISED OBJECTIVE: Leverage
technology in support of safe and secure
neighborhoods
22 Host a community conversation on policing in San Mateo A Host Real Talk Sessions (monthly); Coffee with a cop (quarterly); Virtual Ride Alongs (bi- monthly); and other activities to promote communication. Launch new Community Policing Academy to enhance understanding of the Police Department.
Community Policing Academy launched in September 2021 with positive reviews. Staff conducted 5 "Real Talk" community conversations on policing in 2021 and is scheduling sessions for 2022. Public engagement strategies during the pandemic included virtual ride alongs, PAL programs (such as drive- thru food events and holiday events), National Night Out, and Neighborhood Watch recruitment via community Zoom meetings.
PROPOSED REVISED OBJECTIVE: Maintain
an ongoing community conversation on
policing in San Mateo
23 Explore banning smoking in commercial areas B Implementation of this item will be deferred to a future fiscal year. No action taken on this item. 24 Create a Diversity and Equity Task Force A Form a task force to address equity and diversity on City Boards and Commissions and expand community forums and trainings.
Staff completed outreach to identify participants and to hire third party facilitator. Task Force to convene for first meeting on January 28, 2022.
Community event hosted as part of United Against Hate Week in November 2021.
25 Implement the Climate Action Plan and work to reduce greenhouse gas emissions A
Continue implementation of new measures from the 2020 CAP including commercial energy efficiency benchmarking, expansion of EV infrastructure, and explore reach codes for the 2022 Building Code update.
New EV Chargers in Main Street Garage to be installed in Feb. 2022. Electric leaf blower rebate program launched in August 2021. Staff is tracking proposed State Building Code updates for 2022 code cycle. 26 Create a racial equity community art project A Explore and plan a community art project to present to City Council.
Identified as one of the objectives for the community Diversity & Equity Task Force to share input for this project. B Street Pedestrian Malls identified as location for art project.
27 Pursue development of additional housing including
affordable and workforce housing A
Continue to look for opportunities to increase supply of affordable and workforce housing, including surplus City sites downtown and acquisition/rehab of existing housing. Continue to look for additional funding sources.
Kiku Crossing project started construction in January 2022. City Council selected development team for exclusive negotiations to develop affordable housing on City-owned Talbot's parking lot at 4th and Railroad. 28 Transition San Mateo to District Elections A Complete the process to transition San Mateo to District Elections, including community outreach, public hearings, and adoption of the final district map.
The transition to 5 districts was adopted in November 2021. Staff will continue to outreach to the public about new district boundaries. Remove due to completion 29 Campaign Finance Reforms A Analyze and adopt amendments to campaign ordinance addressing in-kind contributions and aggregation of contributions in time for the next election cycle.
An ordinance addressing in-kind and aggregated contributions was adopted on November 15, 2021. The ordinance went into effect on January 1, 2022. Remove due to completion Quality of Life Public Health
and Safety
Framing the
Future
Social
Leadership
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Fiscal Year 2021-22 City Council Objectives
Council Focus
Area
Strategic
Initiatives # Council Objectives Priority Work Plan and Expected Deliverables for 2021-22 Status Update as of January 2022 Recommend removal or change in priority? 30 Evaluate potential mandates regarding composting in multi- family dwellings B
Continue to work with the South Bayside Waste Management Authority (SBWMA) and Recology to increase organic compost collection in multifamily dwellings per the requirements of State Senate Bill 1383. The SBWMA's Organic to Energy Pilot Program converting the organic debris in multi-family dwellings and the commercial sectors' garbage waste streams into clean energy is scheduled to begin in late spring early summer.
Mandatory Organic Waste Disposal Reduction Ordinance adopted in December 2021, along with MOU with County of San Mateo and SBWMA to continue implementation of ongoing SB1383 requirements.
Change to A due to active implementation.
31 Consider the adoption of wage theft protections C Staff will continue to monitor the adoption and implementation of wage theft protections in other municipalities.
Staff is monitoring efforts in other municipalities. Information about wage theft was included in Minimum Wage mailing to business community in October 2021.
32 Implement the Central Park Master Plan A Preferred playground design selected and initiation of construction documents underway; fundraising for Fallen Heroes Memorial on-going.
Preferred playground design presented to City Council in October 2021.
Fallen Heroes Memorial fundraising is at 73% of $300,000 goal. Awaiting final design development package from consultants.
33 Update the General Plan A
Staff will update City Council on General Plan status at least quarterly and increase outreach efforts by completing a Citywide informational mailing, administering a statistically significant community survey on the General Plan, and conducting additional targeted outreach using Council and volunteer resources to the extent they are available. Conversion of existing land uses into housing will be an integral part of the GP update, particularly with respect to the Housing Element.
Staff and PlaceWorks to complete the Alternatives Evaluation Report in January. Following publication of the Report, staff will begin the next round of community engagement, which will include several workshops and public meetings from late January through May 2022.
34 Develop a funding strategy for existing infrastructure plans A Develop known and potential funding sources for existing master plans and present identified alternatives to City Council.
Evaluation of a stormwater fee for the funding of stormwater improvements is on-going. Recreation Strategic Plan consultants have prepared an alternate scenario to original recommendations. Next step review by P&R Commission and City Council.
35 Evaluate appropriate frequency for standardized and
routine statistically-valid community surveys A Hold a study session to discuss frequency for a community survey and integration of surveys into the General Plan process.
General Plan community input strategy presented in April 2021. Study Session on Citywide communications strategies held in June 2021. A combined general community and General Plan focused survey to be issued in January 2022.
Remove due to completion
Framing the
Future
Strategic
Planning
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Fiscal Year 2021-22 City Council Objectives
Council Focus
Area
Strategic
Initiatives # Council Objectives Priority Work Plan and Expected Deliverables for 2021-22 Status Update as of January 2022 Recommend removal or change in priority? 36 Review Municipal Code provisions related to development review process and identify opportunities for streamlining A CDD: Continue to revise known code errors/ambiguities, reevaluate application/implementation of existing codes, continue to work on major code changes already underway, plan for critical substantive code changes not already underway for FY 2022-23.
Public Works: Begin the update of engineering standard details, specifications, and Municipal Code sections, and develop guidelines and procedures to streamline development reviews for work in the public right-of-way.
CDD: Two batches of code revisions have been completed. Several amendments are currently in progress and are expected to go to City Council in early spring 2022.
PW: Engineering standard details and specifications are being updated. 37 Plan for the downtown grade separations and long-term train corridor improvements B Given the B priority, development of RFP/RFQ for Long-Term Grade Separation Plan to be deferred to FY 2022-23. Staff is continuing to explore funding options for future grade separations. 38 Create additional parking supply for Downtown San Mateo A Obtain building permits and start construction of the new 5th Avenue Garage in Downtown San Mateo.
Construction of the new parking garage on 5th Avenue commenced in January 2022 and is estimated to be completed by April 2023. 39 Enhance the customer experience Downtown and in other commercial districts A Adopt a long-term parklet program, evaluate possible Downtown festivals post COVID, and continue to monitor effectiveness of Downtown cleaning contract.
Long-term parklet program adopted in June 2021. Businesses allowed until May 2022 to transition their parklets from temporary program. 40 Assist small businesses with economic recovery, including formation of a Small Business Recovery Committee A
Form a small business recovery committee, continue outreach to small businesses on available financial resources, and identify other opportunities to assist with economic recovery.
Small Business Recovery Committee formed in April 2021 and continues to meet to coordinate economic recovery efforts among partner organizations.
Get Council direction on new work plan
tasks
41 Evaluate a street closure in the Downtown on B Street A Conduct stakeholder outreach and bring forward policy considerations and potential capital infrastructure costs for a seasonal or year-round street closure.
City Council approved Ordinance creating pedestrian malls in October 2021.
Staff working on design for short-term capital improvements.
PROPOSED REVISED OBJECTIVE: Design and
implement capital improvements for
permanent street closure.
42 Evaluate Downtown parking and transit incentive
programs for employees A
Evaluate options to temporarily expand Downtown parking supply while new 5th Avenue parking garage is under construction, which is anticipated to start in late Fall 2021.
City Council approved new parking policy amendments, including new low- income permit program and adjustments in pricing. Staff will continue to evaluate parking demand.
43 Explore options to discourage commercial vacancies B Monitor efforts in other municipalities.
Study session held in October 2021 on Downtown vacancies. Additional study session to be scheduled in Spring 2022 to discuss policy options to discourage vacancies.
44 Explore the establishment of Property-Based Improvement Districts (PBIDs) B Continue to gauge interest from Downtown property owners. Staff has been meeting with Downtown property owners to provide information on PBID formation and to gauge interest.
45 Eliminate the City’s unfunded pension and Other Public Employee Benefits (OPEB) liabilities by no later than 2050 A The City continues to pay the full annual required contribution (ARC) for pension and OPEB. Will revisit pension policy as the economy recovers. Staff continues to monitor the City's unfunded pension and OPEB liabilities. 46 Develop portfolio options for sustained enhanced revenues A Present revenue enhancement options to Council at a study session in Fall 2021.
At the October study session, Council directed staff to poll voters for a sales tax or a real property transfer tax ballot measure. Survey to be issued in February 2022.
Economic
Vitality
Commercial/
Retail Districts
Financial
Sustainability
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City Council Proposed Objectives
for Fiscal Year 2022-2023
Legend
Brand new priority
Existing priority
Modified existing priority
Will be evaluated as part of the General Plan/Housing Element Update * A priority mentioned by more than one Council Member or Staff
Mayor Bonilla
* 1. Work with HEART to get funding for affordability in preservation housing. Create missing middle affordable units.
* 2. Increase speed of effort to green the cities fleet. Complete green fleet by 2030.
3. Establish policies to decarbonize existing buildings and infrastructure. Eliminate methane gas use by 2030.
* 4. Speed up efforts to improve the stormwater collection and storage system.
5. Fully fund and further police transparency and accountability efforts with help of the DEI task force.
* 6. Put in place a clear and user-friendly “Public Benefits for Development Projects” policy which brings certainty to both the city and the proposer at the outset of planning.
7. Because of the serious need for housing (especially affordable housing) focus general plan update on expanding business and commercial areas where the 75-foot height is allowable under a new public benefits policy. (Initially thinking N. B St. and South B St from 5th to 9th, from Laurel to the railroad tracks. Make policy to allow larger numbers of residential uses in the overlays)
8. Speed up the process of determining the best place to put our (cleaner) effluent (considering current predictions for saltwater intrusion I am currently favoring recharging the aquifer). We should consider aligning this work with completion date and activation of our new wastewater treatment process.
* 9. Create stable housing by putting in place meaningful renter protections that provide for creation of a rent registry and other reasonable measures to halt displacement and unjust evictions.
Deputy Mayor Papan
1. Adopt an ordinance that creates a buffer zone during large protests around clinics, like planned parenthood, so that accessibility remains possible.
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Council Member Lee
* 1. Establish sustainable funding sources for maintenance and upgrades to the storm systems, including dredging the lagoon. (Marina-Lagoon Neighborhoods)
2. Study fiscal impact of adopting an environmental, social, and corporate governance (ESG) provision for our City’s investment policy. (Sierra Club)
3. Study policies that increase access and encourage development of urban agriculture in new construction, parks, streetscapes, empty lots, rooftops, and through school district partnerships, etc. (SMC Food System Alliance)
4. Study landscaping water conservation policy that would tie renovations above $X for R1 & R2 (e.g. top 20% of permitted renovation budgets) to sustainable landscaping requirements, similar to the City’s sewer lateral conversation policy. For example: a permitted renovation budgeted at $350,000 could trigger a required $5,000 sustainable landscaping improvement to convert to drought-resistant/native plants, rain capture systems, etc.)
5. Study campaign finance reform policies (League of Women Voters Initiative) including:
a. Creating a voluntary expenditure limit (VEL) program based on population with increases tied to CPI & build incentives for compliance such as waiving candidate filing fee and including special recognition for candidates who opt-in to the VEL in City- sponsored candidate profile in the local newspaper.
b. Creating a disclosure requirement for independent expenditures on digital and printed campaign materials modeled after Mountain View. c. Improve language access for voter education initiatives (e.g. provide translation services at candidate forums and multilingual Get Out the Vote outreach initiatives.)
6. Increase the number of members on the Parks & Recreation Commission from 5 to 7 members to create 2 designated youth seats for 18 to 25-year-old San Mateans. (Pursuant to the Charter, this action would require adoption of ordinance through a unanimous vote by council.)
7. Study feasibility and process to remove Commission eligibility requirement to be a “qualified elector.” (This may require a charter amendment which could be timed with the clean-up ballot measure for district elections).
* 8. Encourage housing production through partnerships with faith-based organizations and commercial landowners, as follows:
a. Set an affordable housing density bonus for land owned by faith-based organizations (e.g. a church with an adjacent lot) and similar properties and broaden the range of allowable zoning changes. (Rev. Ben Meyers, UUSM & Pastor Marlyn Bussey, St. James AME Zion)
b. Establish a minimum housing density for commercial zoning to streamline mixed-use development to yield more housing supply in the commercial districts and transit corridor.
* 9. Strengthen AB1482 Tenant Protection Act by:
a. Requiring permit approval for significant renovations to meet standard for just-cause eviction.
b. Increase relocation fees from 1 month rent to 3 months to align with City’s current relocation fee policy for demolitions and condo conversions. c. Requires first right to return at new rent price after renovation. (One San Mateo)
10. Increase education and resources to small businesses on ADA compliance. (DSMA, Chamber of Commerce, SAMCEDA)
11. Open public bathroom downtown near Caltrain. (DSMA)
12. Increase revenue through Real Property Transfer Tax with tiered structure and affordable housing exemption
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Council Member Goethals
* 1. Green Fleet by 2030.
* 2. Clean Water Program will produce Potable Water by 2030. * 3. Ban Gas Powered Leaf Blowers.
4. Explore Adding Youth Commissioners.
5. Adopt a Retail Cannabis Ordinance with restrictions around schools and significant public benefits including license fees and safety standards.
6. Provide no cost menstruation products at recreation centers.
Council Member Rodriguez
1. General Plan Update: Successfully completing the next phases of our General Plan Update with broad community input.
2. Traffic Mitigation: Continuing local traffic mitigation efforts to ease traffic congestion— especially as more cars return to our city streets this year.
3. Pedestrian & Bicycle Safety: Prioritize the long-term goals outlined in both our Pedestrian and Bicycle Master Plans. Proactively explore more ways to further reduce automobile speed limits on our neighborhood streets (going beyond just reducing limits near schools). * 4. Housing Affordability: Continuing efforts to encourage and incentivize the construction of more affordable housing units.
5. Pension Liability Management: Continuing to address our unfunded pension liability and prioritize new expense options that do not expand our liability. * 6. Restricting Gas-powered Leaf Blower Usage: With more and more neighborhood residents working from home, the noise and environmental pollution emitted from gas-powered leaf blowers is impacting the quality of life of residents more than ever. The City should work towards restricting usage to one day per week as other neighboring cities have done.
Staff Proposed Objectives for Fiscal Year 2022-2023
Staff
1. Address structural issues at the Marina Library: It will require major repairs to the current building or replacing the building.
2. Implement projects and programs to enhance Police Traffic Unit services.
3. Explore whether the City should adopt an ordinance to zone parcels for up to 10 units of residential density per parcel if the parcel is located in a transit-rich area or an urban infill site (SB10).
* 4. Analyze density minimums for mixed-use projects and update the Density Bonus and Community Benefits policies per City Council direction at January 18th Study Session.
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Major Department Initiatives for Fiscal Year 2022-2023
The following initiatives will be pursued by individual departments and do not require Council action.
These initiatives have been identified as ones that will take a significant amount of staff resources to implement but are not recommended for inclusion in the City Council Strategic Plan.
City Manager’s Office:
Produce a new print mailer to send to all residential households highlighting various city-related initiatives, projects and programs.
Establish a City Style Guide that will set standards and guidelines for external communications in an effort to promote a more consistent and reputable brand.
Finance:
Implementation of Eden Replacement Project
Community Development Department:
Develop an ordinance implementing SB9, allowing two-lot subdivisions and duplexes in single- family residential districts
Refine pre-application process
Create consultant bench for on-call support and peer review services Library:
Expand the library’s outreach and marketing using “Mateo” the outreach van.
Public Works:
Emergency management response training and planning.
Parks & Recreation:
Plan and commemorate the 100 th Anniversary of Central Park (1922). 12 of 19
From: Brazie'r Jame'e < >
Sent: Monday, January 10, 2022 5:39 AM
To: Clerk <[email protected]>
Subject: Ordinance on Noise and blowers to include Transit Neighborhoods
We the Residents of Peninsula Station Apartments ask that the change in the ordinance be put on the agenda and changed to include not only regular neighborhood but also include transit neighborhoods. We have approached the city so many times about this issue. Please change the ordinance to include transit Neighborhoods.
Peninsula Station Residents.
"Tao is precious and not to be passed on, unless the student is sincere and compassionate towards human suffering"
by: Huang Di Nei Jing Su Wen, chapter 4 Truth from the Golden Chamber
13 of 19
From: Kristie Eglsaer < >
Sent: Tuesday, January 18, 2022 8:07 PM
To: Clerk <[email protected]>; City Council (San Mateo) <[email protected]> Subject: Public comments for the City Council Goal Setting Special Meeting on 1/29
Dear City Council,
Thank you for the opportunity to provide comments for the City Council Goal Setting Special Meeting on 1/29.
Thank you to you and city staff for your efforts on so many fronts during another challenging year.
You’ve pushed forward on so many great issues, finding the right balance and bringing joy — from the winter festival to so many in person and virtual library events and so much more!
Multi-Modal and Placemaking
Thank you and Congratulations on these Public Works and city efforts, and please continue this great work:
• #SafeStreetsSanMateo campaign.
• Traffic Safety Map.
• Working to create slower speed limits near schools and around the city. • Working to make the B Street closure permanent.
• Continuing the outdoor dining program throughout the city. • Implementing slow/safe streets.
• Working to create a Complete Streets plan that will consolidate all of the city's plans (Ped, Bike, Sustainable Streets) as part of the General Plan process. • Working with Caltrans to make signal adjustments along ECR from Tilton to 9th Aves. • Finding a compromise within the community to create bike lanes along Humboldt Ave. while addressing the parking concerns of low income and elderly residents. • Creating bike lanes as part of the repaving of 5th Ave.
For the coming year, please prioritize these infrastructure policy solutions:
• Slower speed around parks, senior facilities and medical facilities. • Pilot installations and Quick Build safety and multimodal solutions. • Finding synchronicity between paving, multimodal/safety improvements and green infrastructure.
• Appropriately funding the Bicycle and Pedestrian Master Plans to achieve the goals laid out in those plans. Creating synchronization with paving is one fiscally responsible way to achieve that. • Replacing the "Transportation Improvement Fee" with a "Sustainable Streets Fee" as laid out on p. 54/515 of the 2015 Sustainable Streets Plan.
• Formally adopting a Vision Zero Policy to eliminate traffic deaths and injuries in San Mateo by 2030.
• Subsidizing/incentivizing employee multimodal transportation. 14 of 19
For the coming year, please prioritize these infrastructure projects:
• Beginning process for road diet for Alameda de Las Pulgas as discussed at an October 2021 City Council meeting and as listed in the 2012 Citywide Pedestrian Master Plan (p.142/410, Ch. 5-50). • Ensuring wide sidewalks, safe cycling infrastructure, and community placemaking for the Draegers rebuild in downtown San Mateo.
• Doing US 101/Peninsula Ave Interchange project so that housing would not be removed and it is based on reducing VMT not LOS.
• Supporting Safe Routes to School efforts at Sunnyvale Elementary and Laurel Elementary and other locations throughout the community.
• Making ECR pedestrian signals going North-South (with flow of ECR traffic) automatic and/or giving pedestrians lead time, working with Caltrans.
• Making ECR pedestrian signal lead time longer going East West from Tilton to 9th Ave. • Planning for a road diet for ECR between 2nd and 9th Ave as laid out in the City’s Pedestrian, Bicycle and Sustainable Streets plans and in concert with Caltrans’ work with Burlingame up through Santa Inez Ave in San Mateo.
Police Reforms
• The San Mateo Police Department should implement the five remaining of the #8cantwait:
1. require de-escalation
2. require exhausting all alternatives before shooting
3. ban shooting at moving vehicles
4. have use of force continuum
5. require comprehensive reporting
• For immediate emergency situations such as a mental health crisis, drug use, and people experiencing homelessness, transition away from police interventions and create the infrastructure for more appropriate responses by a separate city entity or by community organizations as laid out in the CRISES Act.
Recycling, Composting and Waste Management
• Terracycle has a PPE Recycling program, providing on-site boxes for disposable gloves and for disposable masks. When full, the boxes can be returned to TerraCycle Regulated Waste for processing so collected materials can be cleaned, melted and remolded to make new products.
This would help meet the 100% trash reduction mandate.
• Please provide resources (like a flyer or website) that customers can present to their favorite businesses on how the restaurant can switch to compostable take out containers and how to “cut the cutlery”.
Thank you
Thank you again for the opportunity to provide comments and thank you for taking the time to read through them and consider them.
Sincerely,
Kristie Eglsaer
15 of 19
From: Penny Nixon <[email protected]>
Sent: Tuesday, January 18, 2022 8:09 PM
To: City Council (San Mateo) <[email protected]>; Rick Bonilla <[email protected]>
Cc: Penny Nixon <[email protected]>
Subject: Letter regarding blue skies agenda
Importance: High
Dear city council members,
The attached joint letter is from One San Mateo and the Peninsula Solidarity Cohort.
Please email me with any questions.
We will have representatives attend the meeting on the 29th to make public comment as well.
Thanks in advance of your consideration of these important matters.
Sincerely,
Rev. Penny Nixon
______________________________________________
Rev. Dr. G. Penny Nixon (she/her)
Senior Minister
Congregational Church of San Mateo
...open, progressive, spiritual
16 of 19
Dear Mayor Bonilla and Members of the San Mateo City Council, In anticipation of the “blue skies” event at the end of the month, One San Mateo and the Peninsula Solidarity Cohort join in encouraging you to prioritize a pair of policies that would help to protect vulnerable members of our San Mateo community by preventing illegal evictions and gathering critical data needed to monitor compliance with current laws. With the onset of the COVID-19 pandemic, public officials acted swiftly and decisively to forestall the impacts of the pandemic on those most susceptible to its injury. Central to those efforts were measures adopted at the federal, state, and local levels to prevent families from being evicted. However, the last of these protections are now falling away, and the implications of this—the vast increase in vulnerability to eviction for many San Mateo residents—gives rise to urgent concern. The injury caused by an eviction can be profound. From a sheer financial standpoint, the costs can rise to many thousands of dollars. With one in four San Mateo renters paying more than 50 percent of their income on rent, many are obviously not in a position to absorb costs of this magnitude. Furthermore, when a family is evicted, children are often forced to change schools, with their ties to existing support networks abruptly cut off. Parents may be required to change jobs. The family’s connections to civic, social and faith organizations can be severed, uprooting them from the dense tapestry of relationships that define, enrich and help stabilize lives that are often regrettably insecure. In the current environment, the ability of families to weather an eviction has been dramatically reduced. Many lower-income renters have faced job loss or repeated interruption in their income streams. At the same time, bills have relentlessly piled up. As a result, many have seen their resources completely depleted, and they hang on by a thread. The disruption caused by an eviction could easily snap the fragile thread and precipitate a fall into homelessness. In recognition of the extreme harm an eviction can bring, and in an effort to bring increased stability and security to the lives of San Mateo renters, One San Mateo and the Peninsula Solidarity Cohort support the adoption of the following two measures that can help to keep people in their homes, simply by realizing the intention of laws already in place:
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1) Ordinance to prevent illegal "renovictions." With the passage of the statewide Tenant Protection Act in 2019, called AB 1482, limits were imposed on the reasons for which a tenant could be evicted. One of the permissible reasons set forth in the law is the intent to “substantially remodel” the property. A “substantial remodel” is defined as one that requires a permit, that cannot be reasonably accomplished with the tenant in place, and that requires the tenant to vacate the property for at least 30 days. Unfortunately, some landlords have manipulated the substantial remodel clause to the obvious disadvantage of their tenants. Shirley Gibson of the Legal Aid of San Mateo County wrote in an email that in the months before COVID, “substantial remodel” was the most frequently chosen reason for the issuance of 60-day termination notices. She further said that when landlords were challenged about their intentions during the unlawful detainer process, it would often turn out that the plans were mostly cosmetic in nature or possibly could be done within 30 days. Thus, we are calling upon the city to follow in the steps of several other cities (Long Beach, Los Angeles and South Pasadena) that have closed this loophole by requiring landlords to obtain permits before serving tenants an eviction notice. Further, we call upon the city to make two other enhancements to the requirements set forth in AB 1482: 1) to increase the required relocation payout from one months’ rent to three months’ rent, bringing it into line with other San Mateo ordinances and better mirroring the true costs of an eviction, and 2) giving the tenant the opportunity to return to the unit at the new rent. 2) Rent registry. The Tenant Protection Act (AB 1482) created a modest set of statewide tenant protections related to rent increases and evictions. However, at the present time there is no way to track whether the requirements of the law are being adhered to. A data registry would provide a mechanism for monitoring whether landlords were raising rents within the prescribed limits, evicting tenants only for just cause, and making the required relocation payouts to them. In the event of landlord violation, this written record could serve as the basis for tenant efforts at reversal or recovery. Additionally, the requirement that landlords record their behaviors on an annual basis could act as a powerful prompt for more compliant behavior, thus reducing the vulnerability of tenants to evictions not permitted under the provisions of the law. In the past couple of years, two Bay Area cities—Concord and El Cerrito—have established rent registries for the purpose of collecting this valuable data. We call upon the City of San Mateo to harvest the experience of these cities and create a rent registry for the protection of renters here. Research into the Concord registry suggests that the demands on city staff time, both for setup of the registry and for its ongoing administration, could be minimal as we know that staff time is of primary concern. 18 of 19
As stewards of the community, the council concerns itself with creating an environment in which community members can thrive. Since stable housing is a precondition for healthy and sustainable lives, eviction clearly has the power to deprive them of that ability. Thus, in anticipation of the “blue skies” event, we urge you to prioritize the above measures and promise to provide our support as you work to give them body and move them into law. Sincerely, Karyl Eldridge, OSM Vice Chair ONE SAN MATEO Revs. Penny Nixon & Marlyn Bussey, Co-Directors PENINSULA SOLIDARITY COHORT 19 of 19