Major Department Initiatives
For Fiscal Year 2024-25
Citywide Initiatives that have High Resource Intensities:
•Initiate and finalize Stormwater Facilities Masterplan, develop Capital project programming and funding plan for Stormwater Fee.
•Citywide Enterprise Resource Planning Software System Implementation. •Citywide ballot measures and district elections education & outreach. •Organizational assessment of CIP program and process.
•Citywide Recruitment and Retention.
•Creation of a citywide communications and community engagement division.
City Manager’s Office:
•Organize and facilitate DEI Strategic Framework implementation workshops for staff within each department across the organization.
•Convening with diverse community leaders to build meaningful relationships with community members who typically do not engage with city staff.
•Develop a Citywide Grants Management Team.
•Streamline Special Events permit and process.
Community Development Department:
•Review and update the City’s Tenant Protection Ordinance, including community outreach. •Ongoing support to manage and process the public-private partnership mixed-use project with affordable housing on City owned property on Railroad and 4th Ave (Bespoke). •Ongoing code amendments to clean up Municipal Code and simplify/streamline development requirements, including updates to the Floodplain Ordinance and Residential HVAC noise requirements.
•Support the hiring and recruitment process to maintain full staffing; and continue training and collaboration to increase staff efficiency, consistency, and accuracy. •Process code amendments and update processes to align with new State law requirements, including updating the ADU Ordinance and establishing pre-approved ADU/JADU plans and implementing the online SolarApp (contactless permit approval process for eligible PV applications).
•Convert more express permits to automated contactless permits. •Continuing to provide high quality customer service and process planning and building permit applications within timeline targets.
•Establish a third-party hearing officer for various citywide appeals, and process associated code amendments.
Human Resources:
•Recruit for staffing vacancies at all levels of the organization. •Streamline recruitment process.
•Nurture and Retain staff.
•Organize Employee Town halls.
Finance:
•Fill staff vacancies while continuing to provide a full range of services (24% vacancy rate). •Review internal controls and enhance Finance Department’s business processes. •Explore development of a Section 115 Trust Fund for Unfunded Pension Liability.
Library Department:
•Secure funding to finish painting the Main Library’s first and second floors. •Purchase & Implementation of an updated Mobile Library Service. •Develop a department-wide strategic plan.
•Enhance the library by relocating the Main Library café from the 3 rd floor to the 1st floor.
Parks & Recreation:
•East Hillsdale Park design finalization and construction document finalization. •King Pump Shed construction to close out the synthetic turf at King Park installation. •Assessing aquatics facilities for renovation and upgrades in addition to resiliency center upgrades for King Center.
•Childcare Licensing assessment and implementation (Lakeshore Facility). •Irrigation controller technology upgrade installation (2 year project). •Age Friendly Action Plan – Develop age friendly business certification program (pilot project). •Begin construction on Central Park playground.
•Filling Staff vacancies (20% vacancy rate).
Police Department:
•Organized Retail Theft Grant – partner with Daly City and San Bruno to implement strategies to discourage retail theft such as targeted security details; creating workspace/substations near retail; implementation of new technologies; and other tactics. •Communications Infrastructure Phase II/III – replacement/repair of external infrastructure and portable radios.
•Ensure compliance with RIPA (Racial and Identity Profiling Act) and conduct analysis of data. •Transition crisis response and domestic violence services in-house. •Enhance neighborhood safety by leveraging technology to increase efficiency and effectiveness (i.e. ALPR, sUAS, creating a real time crime center, etc.).
Public Works:
•Continue expediting recruitment process for vacant positions (21% vacancy rate). •Provide coaching opportunities for existing employees. •Collaborate with CDD on various General Plan implementations. •Complete Local Roadway Safety Plan and develop implementation programming. •Complete Citywide and N. Central Complete Streets Plans and develop implementation programming.
•Initiate process to acquire required permits for Citywide Creek Maintenance. •Examine department structure to respond to community needs. •Investigate consolidating Public Works offices from 1900 Ofarrell to City Hall or other City facilities.
•Update Small cell Wireless Ordinance and Design Standards (partially to meet revisions to State Law).