City of South San Francisco March 1, 2022
Executive Leadership Team
1 1. Purpose
This paper presents an overview of proposed city staff direction for calendar year 2022.
2. Executive Summary
Looking forward, the following are recommended strategic goals for 2022:
1. Workforce Development -- Attract, Train and Retain a High-Performance City Staff Team, without which no other initiatives are possible
2. Quality of Life -- Build and Maintain a Sustainable City, grounded in racial and social equity:
a. Active recreation, learning & childcare programs, with top-tier library, parks, art and green spaces;
b. Safe and accessible bike paths, pedestrian ways, and transportation options; c. Robust environmental and sustainability programs;
d. Healthy lifestyles, including wellness, exercise and access to quality healthcare; e. Climate of racial and social equity, actively recognizing and respecting every individual’s value;
f. Long-range planning shaping a community-driven vision for South San Francisco g. Invest in housing security and affordability, providing a range of housing options.
3. Promote Economic Advancement – Help for residents and local businesses as they recover from the effects of COVID-19; strive to combat income inequality at every level
4. Public Safety -- Professional and equitable Police, Fire, Emergency Medical Service, Emergency Management and Public Works
5. Financial Stability -- Ensure thriving and resilient city economy, bolstered by sustainable and diverse city revenues, and responsible stewardship of taxpayer funds
6. Community Connections – Community anchored by active volunteer organizations, vibrant community and civic events, tied together through strong city communications.
3. Management Responsibility
Responsibility for implementation of these strategic initiatives rests with the City Manager and the Executive Team, while championed by every employee of the City.
4. Mission Statement and Core Values
South San Francisco Mission Statement: The mission of the government of the City of South San Francisco is to provide a safe, attractive, and well-maintained community through superior customer service and programs, and a work ethic that will enhance the quality of life in our neighborhoods. To that end, we will strive to nurture a partnership with the community by recruiting a diverse and highly skilled work force, be an active partner in quality education, and attract and retain a prosperous business community, all of which will foster community pride and understanding.
City of South San Francisco March 1, 2022
Executive Leadership Team
2 Our Core Values: We are committed to:
• Strengthening each other and the organization through dedication and teamwork • Recognizing and Respecting diversity and encouraging opinions of the community and workforce • Excellence and Service in everything we do
• Encouraging creativity and supporting problem solving • Accepting responsibility and accountability
• Demonstrating integrity and transparency in all aspects of service • Promoting and maintaining open and constructive communication • Encouraging skill development and professional growth The Industrial City: Industrious, entrepreneurial, innovative…home to big thinkers changing the world!
5. City Priorities
The following six priorities and associated action items are consistent with our mission and core values:
Priority #1: Workforce Development -- Attract, Train, Support and Retain a High-Performance Team, nurturing a culture of safety, inclusion, belonging, collaboration, innovation, respect, equity and continuous improvement.
• Robust Employee Training, Recognition and Communications Program o Implement paperless onboarding system and expand new hire orientation o Assemble employee engagement and inclusion committee, conduct employee culture and engagement assessment, and implement strategies to promote teamwork and engagement
o Continue internal communications program, with employee town halls, employee newsletters and expanded intranet updates
o Continue participation in the Regional Training and Development Consortium o Expand Diversity, Equity and Inclusion training
• Attract and Retain a High Performing Workforce
o Conduct a City-wide total compensation survey and evaluate internal salary alignment to maintain a competitive and equitable compensation program o Develop and implement strategies for recruiting a diverse workforce o Implement employee rent deposit assistance program
o Provide financial education and resources for employees o Expansion of 401(a) Plan
o Expansion of City Youth Summer Internship Program
o Continue summer internship program in conjunction with Regional Summer Internship Program through Next Generation Committee
City of South San Francisco March 1, 2022
Executive Leadership Team
3 o DEI practices in hiring, retention, and promotion, confirming commitment to inclusive and equitable culture
o Expand outreach for employee job applications to diverse communities o Expand outreach for Boards and Commissions to diverse communities and employ other techniques to expand diversity on Boards and Commissions • Succession development and opportunities in all City departments o Conduct Executive Leadership Academy (Fall 2022)
o Reinvigorate LEAP succession development initiative
• Strong Safety Program
o Promote a culture of safety, with metrics showing status of safety program o Continue management of COVID-19 safety and prevention policies and protocols • Sustain great labor-management relations
o Complete MOU negotiations with AFSCME, Mid-Management, Confidential, IUOE Local 39, Police, Fire and Executive labor groups
• Maintain a Culture of Innovation and Continuous Improvement o Execute on IT Strategic Plan:
▪ Continue to expand Geographic Information System (GIS) functionality ▪ Upgrade Video Management System (VMS) and surveillance cameras ▪ Develop 10-year Broadband Master Plan
▪ Expand Card Door Access control to other City Buildings ▪ Improve City cybersecurity posture
▪ Implement staff training programs to improve adoption and utilization of emerging technologies as they relate to core services
Priority #2: Quality of Life – Build and Maintain a Sustainable City, grounded in racial and social equity:
Making our city a great place to live, learn and play, meeting challenges through integrated solutions. a. Active recreation, learning & childcare programs, with top-tier library, parks, art and green spaces;
o Work at Orange Memorial Park (OMP) in 2022:
o Complete construction of Caltrans storm water project o Begin construction of OMP sports fields
o Complete a new Orange Memorial Park Master Plan
o Complete design for new OMP Aquatic Center
o Continued expansion of public art offerings throughout the city o Identify public art for the Civic Campus
o Complete Cultural Arts and Public Art Master Planning initiatives o Expand upon the City’s existing public art program following recommendations in the forthcoming Public Art Masterplan, using funds from implementation of the City’s new 1% for art requirement
o Revalidate Parks 11 plan and funding
City of South San Francisco March 1, 2022
Executive Leadership Team
4 o Pursue acquisition and development of open space and park land in the downtown, Sunshine Gardens, Sign Hill, and Calwater property near Orange Memorial Park o Repairs/fire prevention measures on Sign Hill and restoration of natural ecosystems o Complete development of a new Centennial Trail Vision, incorporating future use of BART right-of-way areas and station area, and Community Civic Campus o Maintain and plan future use of public spaces at Oyster Point post-Kilroy o Build the Civic Campus, a New Library-Parks and Recreation Facility and public park:
o Continue construction
o Continue to conduct public outreach and fundraising campaign o Continue to develop plans for operations and maintenance of the new facility o Universal Early Learning
▪ Childcare Master Plan and implement recommendations as possible ▪ Pursue design and construction of new Pre-K center wherever possible ▪ Partner with County, School District, Community College District, and other agencies to develop a staff development pipeline for early learning and education programs
▪ Develop repurposing plans for the West Orange Library building ▪ Provide high-quality learning hubs and childcare programs citywide ▪ Study potential pre-k at the site of the City Hall Annex ▪ Pursue partnerships with SSFUSD for T and Pre-K
b. Safe and accessible bike paths, pedestrian ways, and transportation options; o Complete Active South City, the City’s new Bicycle and Pedestrian Master Plan o Move forward with a new downtown parking garage
o Undertake planning effort to address bicycle access on or adjacent to high-speed corridors, including Junipero Serra, Westborough, and Hillside
o Explore a new multi-modal connection between Mission Road and El Camino Real o Collaborate with the SSFUSD to create a robust Safe Routes to School program o Continue bi-annual citywide cleanup events
o Continue negotiations with Caltrans to adopt a reasonable agreement whereby city forces are authorized to, and compensated for, work performed to maintain state right-of-way o Operate the Free South City Shuttle and explore opportunities to expand services o Construct new Caltrain station plaza, intersection improvements and enhancements o Work to implement improved Caltrain scheduled service o Secure funding and begin the environmental phase for the South Linden Avenue and Scott Street Grade Separation Crossing Project
o Continue deployment of adaptive traffic technology at intersections west of US101 o Begin construction of the Smart Corridors Expansion Project, with completion in 2023 o Complete design and begin construction for improvements to the Hillside Boulevard Corridor including improved bike, pedestrian and vehicle infrastructure o Complete feasibility study of ferry taxi service to Oyster Point; plan implementation o Begin construction on the West Orange Ave and Hillside Blvd Pedestrian Crossing Enhancements Project to improve the safety and visibility of pedestrians o Begin construction on the Caltrain Access & Bike Gap Closure Project to improve pedestrian and bicycle connections from the East Plaza of the new South San Francisco Caltrain Station to E Grand Ave and the East of 101 area
City of South San Francisco March 1, 2022
Executive Leadership Team
5 o Begin construction on the Grand Boulevard Initiative (GBI) Phase III Project to complete the last phase of (GBI) and install new Class II bike lane and pedestrian sidewalks between Arroyo Dr and Kaiser along El Camino real
c. Robust environmental and sustainability programs;
o Complete preliminary design of Spit at Oyster Point sea level rise protection plan, and new ferry building, develop construction funding plan
o Develop a vehicle disposal program offering guidance and/or incentives for residents to sell or donate unwanted or unneeded vehicles
o Sustainable South San Francisco program:
o New Climate Action Plan as part of General Plan Update o Propose stronger graffiti and shopping cart ordinances o Evaluate new vehicle purchases for electric or hybrid models where appropriate o Continue to install electric vehicle charging stations at city facilities when possible o Benchmark and monitor City’s current energy and water use o Amend ordinances to define protected trees and penalties for illegal tree removal o Create environmental education and interpretation programs citywide o Propose an updated sewer lateral ordinance
o Pursue internal energy and water savings programs
o Partner with private development to add EV charging stations in commercial centers o Complete infrastructure assessment to develop baseline data for a future prioritized maintenance program
o Finalize the Sewer Master Plan
o Continue process of updating the Water Quality Control Plant (WQCP) facility master plan, including plans for food waste receiving to increase renewable energy production in support of SB1383 goals
o Implement SB 1383 organics recycling ordinance and secure funding necessary to meet compliance guidelines
o Stormwater infrastructure inventory, condition assessment, and master plan update o Collaborate with regional partners to evaluate the legal feasibility of raising existing stormwater rates to fund identified improvements and required maintenance condition assessment
o Explore use of EPA Brownfields program in the city
o Genentech/PG&E grid study
o Continue to consider Reach Codes for commercial development o Implementation of Disposable Foodservice Ware Ordinance o Expand Adopt a Storm Drain outreach and participation o Form an advocacy coalition of Bay Area cities facing challenges relating to Sea Level Rise to seek policy changes and funding
d. Healthy lifestyles, including wellness, exercise and access to quality healthcare; o Healthy South San Francisco program:
o Every Kid Deserves a Bike program
o Launch and maintain promotores program to increase access to health services and build trust with the community
City of South San Francisco March 1, 2022
Executive Leadership Team
6 o Healthy People
▪ Partner with second harvest to increase access to nutritious foods ▪ Add water refill stations in public spaces throughout the city ▪ Explore barriers related to physical activity and designed equitable solutions through city programs and partnerships
▪ Strengthen relationships with the County Clinic and County Mobile Clinic o Healthy Communities
▪ Cultivate connections, belonging and engagement through Cultures United and City Volunteer Initiative
▪ Collaborate with the Library and Community Learning Center to increase services and access to education and developmental opportunities o Healthy Environment
▪ Reduce and manage food waste through SB 1383
▪ Promote safe intercity travel through partnership with San Mateo County Office of Education Safe Routes to School program
▪ Partner with Scavenger’s to create and expand programs that will reduce litter in the City
o Promote COVID-19 preventive measures, testing and vaccinations o Continue to promote and support efforts to reduce food insecurity e. Climate of racial and social equity, actively recognizing and respecting every individual’s value o Roll out Promotores program to engage hard-to-reach residents and ensure services are provided to City’s lowest-income, most at-risk communities o Establish a Community Equity and Safety Advisory Board o Work with the Board to publish equity and safety-related data on the website, including in collaboration with the Police Department
o Work with the Board to design and oversee effective community outreach to stay apprised of community concerns. Expand multilingual interpretation of meetings and materials wherever possible.
o Host community conversations to update the public of progress on implementation of the Racial Equity Action Plan
o Hire an Equity and Inclusion Officer
o Coordinate conversations with departments on equity and engaging diverse communities o Bolster data collection in equity-related projects in departments for continued evaluation o Join the Government Alliance on Race and Equity membership network to exchange information, collaborate, and develop solutions.
o Vet and implement recommendations to increase diversity in City procurement City of South San Francisco March 1, 2022
Executive Leadership Team
7 f. Long-range planning shaping a community-driven vision for South San Francisco • Complete Shape SSF General Plan
o Continue public outreach, including joint sessions of the Planning Commission and City Council
o Create an online data portal
o Complete CEQA analysis
o Advance and/or adopt further planning studies related to the General Plan, including:
▪ Climate Action Plan
▪ Zoning Ordinance
▪ Housing Element
▪ Active South City Bicycle & Pedestrian Master Plan
▪ Transportation Demand Management Ordinance and Trip Cap Policies ▪ Mobility 20/20 implementation
▪ Lindenville Specific Plan
• Further progress on Improving the Downtown Area:
o Fund Downtown streetscape improvements
o Public outreach on downtown park designs
o Upgraded lighting on Grand Avenue and Linden Avenue
o Start construction of the Grand Avenue and Airport Boulevard Streetscape Improvements Project to improve pedestrian and bicycle connections from the West Plaza of the new South San Francisco Caltrain Station to the Downtown area o Plan and strategy to replace the City Hall Annex and improve the City Hall block g. Invest in housing security and affordability, providing a range of housing options • Convey city properties for housing development and investment, including:
o PUC property
o 201 Baden
o 432 Baden
o 109 Longford
• Present strategy for housing trust fund and commercial linkage fee spending to City Council and develop implementation plan
• Housing preservation policy development using Breakthrough Grant-funded housing fellow • Support construction of fully-affordable housing developments by Eden Housing, For the Future Housing, and Bridge Housing
• Continue partnership with Hello Housing for the Bright in Your Own Backyard ADU Program • Determine next steps for redevelopment of City/former RDA-owned properties, including:
o Municipal Services Building
o Miller/Maple Parking lot
o 905 Linden
City of South San Francisco March 1, 2022
Executive Leadership Team
8 • Continue to implement renter assistance programs, fund legal assistance, and leverage federal, State, and regional funds where possible
Priority #3: Promote Economic Advancement -- Economic recovery, bridging the digital divide, support for impacted residents, promoting and maintaining health o Continue implementation of Guaranteed Income Pilot Program, explore funding opportunities for a second cohort
o Adopt new Economic Development Element as part of the General Plan o Open the Economic Advancement Center, providing a one-stop-shop for South San Francisco residents and businesses to seek high-quality assistance, including:
o Workforce development services through JobTrain
▪ Stabilization, including rapid-reemployment
▪ Skills upgrades & job placement services
▪ Classroom training
o Small business assistance through Renaissance Entrepreneurship Center ▪ One on one technical assistance
▪ Classroom training & workshops
▪ Networking events
o Share information on worker cooperatives, Employee Stock Ownership Plans, and other shared ownership models in the Economic Advancement Center and on the City website
o Continue working with regional partners such as SAMCEDA and the County to disseminate assistance opportunities to local businesses
o Formalize outdoor dining program, implementing application process, design standards and enhanced operational standards
o Work with HR to create and implement youth workforce development program in partnership with the San Francisco YMCA
o Continue investments in Bridging the Digital Divide:
o Expand free Wi-Fi around the city, focused on areas of need o Provide community with digital literacy workshops to better utilize tech devices and online resources, connect via ZOOM with schools and teachers, apply for jobs, navigate social services, and succeed in the digital world o Expand the Library’s Technology Learning Center MakerSpace programs and handson learning opportunities o The Library will continue virtual Kids’ Coding Club, implement an online Family Chess Club program, and offer a children’s distance learning Video Production program series
o Develop new program in partnership with local organizations, SSFUSD, private industry and the City to bridge the gap in computer science learning and ensure SSF youth can pursue wider STEM opportunities later in life City of South San Francisco March 1, 2022
Executive Leadership Team
9 o Promote and make the community aware of the Affordable Connectivity Program (ACP) which provides eligible households with a discount on broadband service and connected devices
o Bring in affordable internet service providers as further options for SSF residents’ WiFi and Internet Options
o Expand City fiber network to the Westborough Area using ARPA funds to incentivize carriers to build in the area
Priority #4: Public Safety -- Professional and equitable police, fire, emergency medical, Public Works public safety-first responder, disaster management, and building programs:
• Police
o Support the mental health clinician pilot program
o Occupy the new police operations and 911 dispatch center o Continued robust community engagement
o Increase use of License Plate Reader (LPR) technology o Racial Identity Profiling Act- 2022 implementation
o 100% of sworn officers complete conflict de-escalation training (CIT) o 100% of sworn officers complete evidence-based implicit bias training o Update website with compliance with 21st century policing practices o Work with the Equity and Inclusion Officer and the Equity and Safety Advisory Board to reduce racial and social disparities in policing.
• Fire
o Support career development, succession planning and training opportunities o Complete state mandated fire and life safety inspections, tracking inspection processes and metrics
o Monitor City risk profile and ensure response, training and policy adjust accordingly. o Enter contract to purchase one ALS ambulance and one BLS ambulance in 2022 o Create a city drone policy and program
o Maintain robust community engagement, including CPR / First Aid and Home Fire Safety training to public
o Continue planning for new Fire Station #62 and #63
o Work to expand recruitment through reorganization of entry level positions • Emergency Management
o Continue virtual Emergency Operations Center COVID-19 functions o Revise and update EOC Emergency Operations, and city debris removal plans in case of an earthquake
o Revise City Emergency Management Administrative Instructions o Complete at least two disaster response trainings and exercises for City employees o Purchase and store emergency supply of rations and water for City employees o Create policy and educate the community about the Zonehaven evacuation and planning program
o Recruitment, training and development of CERT members, including with diverse communities
City of South San Francisco March 1, 2022
Executive Leadership Team
10 o Training on crisis communications, including media protocol policy o SMC Alert expansion and training
o Plan for expansion of Emergency Operations Center
• Public Works
o Designate Public Works as public safety-first responders and identify opportunities for cross training and collaboration with Police and Fire • Parks and Recreation
o Complete updated tree inventory and remove identified hazardous trees o Continue fire break and fuel load reduction work in priorities areas • Building
o Incorporate California triennial building code amendments and adopt new building codes
Priority #5: Financial Stability -- Ensure thriving and resilient city economy, bolstered by sustainable and diverse revenues; responsible stewardship of taxpayer funds; and well-managed system of checks/balances, transparency and accountability.
• Pursue financial stability through data-driven approaches to managing City operations:
o Actively manage COVID-19 impacts on City finances
o Develop updates to 10-year financial forecast model
o Develop new position control model to more accurately project employee salary and benefits cost and its overall impact on City’s finances o Undertake upgrade/modernization of City’s Enterprise Resource Planning (ERP) system, including integration across department-specific software platforms o November ballot - update to the City’s Business License Tax structure o Study O&M costs for current and proposed city programs/buildings • Support diverse land uses and development patterns that ensure long-term property tax growth, sales tax revenues, and transient occupancy tax revenue o Continue expeditious processing of development applications for all land uses, including office, R&D, housing, hotels, retail, and more o Shepherd large-scale commercial development projects with potential for community benefits to support other City initiatives and infrastructure • Optimize financing options for construction/improvement of City public facilities/assets:
o Issue Phase III bonds for OMP ballfields/aquatic center, keeping AAA bond rating o Establish a CFD for Oyster Point Marina area
o Continue evaluation of transportation CFD for E-101 area • Present options for mitigation of pension and OPEB liabilities, including a study on use of Pension Obligation Bonds (POB) and establishing a Section 115 Trust City of South San Francisco March 1, 2022
Executive Leadership Team
11 Priority #6: Community Connections – Strong cities are anchored by strong volunteer organizations, such as IPP, HOAs, and CERT; vibrant community events such as Memorial Day observance, and National Night Out; and city events such as blood drives, food and toy drive, Youth in Government, Citizens’ Academy, and service on boards and commissions; tied together through strong city communications. • Expand offerings – including programming and community meetings – that are hosted in languages other than English, primarily Spanish and if resources allow, Chinese and Tagalog • Establish the Cultures United program
• Establish City Volunteer Initiative
• Support Residents at the Street Level
o Establish Community Promotore Program to connect with communities o Resume distributing “2022 Welcome Home” packages for new residents • Support existing National Night Out Events, and strive to expand to new neighborhoods • Continue collaboration with Ability Path team as downtown ambassadors, for community service programs and though digital learning opportunities at the Library. • Reinstate Cultural Event Grant Program, and Celebrate Diversity and Inclusiveness by supporting cultural events which highlight our diverse community and collaborating with cultural groups in the City
• Continue City History Initiative, including a new history brochure and racial and cultural history of SSF on City website
• Community Communications
o Robust use of PEG channels, social media and web, digital billboard o Four all-city newsletters
o “Coffee with the Mayor” and staff events when possible o Mayor’s Annual Town Hall event
o Continue Water Quality Plant tours for the public
o Continue and expand educational outreach to all SSF properties on state recycling directives and environmental benefits
o Ongoing news releases and continued media outreach
• Restoration of key social, recreational and educational programs as public health guidance allows, including cultural activities, special events, in-person learning and enrichment classes for all ages, and health, wellness, and STEAM programs • Promote a Teen Poet-in-Residence Contest, scheduling the winner at special city events throughout the year
• Provide Early Vote Centers for the June and November 2022 elections, as well as drivethrough ballot boxes in key City locations • Continue to provide free assistance filing income tax forms for individuals and families City of South San Francisco March 1, 2022
Executive Leadership Team
12 6. Conclusion
South San Francisco’s mission and core values remain constant, providing a vision for the City’s future.
The above medium range goals provide direction for calendar year 2022. This is not an exclusive list of the tasks which staff will perform in the future. Much time will be necessarily devoted to day-to-day activities serving the residents and businesses. These specific goals will evolve often in response to new opportunities and changing circumstances, and as activities are completed.