TH
SO
CITY OF CANTRANCEE,
CALIFORNIA
City of South San Francisco
Fiscal Year 2022-23 Proposed Budget
Proposed Version
Last updated 05/18/22
City of South San Francisco | FY2022-23 Budget Book Page 1
TABLE OF CONTENTS
Departments 3
Departments Overview..
City Council. 7
City Treasurer. 10
City Clerk.. 12
City Attorney. 17
City Manager 21
Finance.. 26
Non-Departmental 30
Human Resources. 32
Economic and Community Development. 35
Fire Department 39
Police Department
Public Works. 50
Library
Information Technology (IT) 66
Parks and Recreation.
City of South San Francisco | FY2022-23 Budget Book Page 2
DEPARTMENTS
City of South San Francisco | FY2022-23 Budget Book Page 3 Departments Overview
BUDGETED CITY DEPARTMENTS
The City of South San Francisco is organized into eight administrative departments and six operating departments with one non-departmental classification used for miscellaneous charges that cannot be attributed to a specific department. Each department is summarized individually in the following pages. Below is a list of departments within the City:
Administrative Departments
City Council - accounts for elected City Council members stipends and expenses related to official City functions.
Administrative support is provided by the City Manager's Office.
City Clerk - administers City elections, is responsible for recording public meetings, maintaining official City records and publishing official public meeting agendas. The City Clerk is an elected official.
City Treasurer - responsible for investment of City funds. Administrative support is provided by the Finance Department.
The City Treasurer is an elected official.
City Attorney - deals with all legal matters as they relate to City functions. The City Council has appointed the law firm Meyers Nave to provide attorney services for the City.
City Manager - responsible for the implementation of City Council direction and community outreach.
Finance - accounts for the City's finances, prepares the budget, processes payroll, pays vendors, and administers risk management. It also files all state and federally mandated financial reports, manages the City's banking contracts and provides administrative support to the City Treasurer.
Human Resources (HR) - responsible for the recruitment and support of employees, maintenance of benefits, succession development, employee training, and labor negotiations.
Information Technology (IT) - in charge of acquiring and maintaining the City's IT infrastructure.
Operating Departments
Economic and Community Development - oversees planning and building functions, the Successor Agency to the Re- Development Agency (RDA), and general issues relating to the development of the economy and support of the community within the City.
Fire - responsible for the protection of life and property in the event of an emergency within the City.
Police - responsible for public safety to support quality of life within the City.
Library - provides access to materials such as books, magazines, DVDs, as well as programs and services to meet the informational and educational needs of the City.
Public Works - maintains City infrastructure, the Water Quality Control Plant and the City's fleet of vehicles and large equipment, and oversees the Parking District. Manages the Capital Improvement Program, Traffic Advisory Committee, Right of Way and Environmental Inspections.
Parks and Recreation - provides for the physical, cultural and emotional well-being of the City, ensures the effective and safe use of the physical resources of the City, and maintains City facilities and parks.
City of South San Francisco | FY2022-23 Budget Book Page 4 City of South San Francisco Organizational Chart
Citizens of South San Francisco
City Council
Mark Nagales (District 2), Mayor
Flor Nicolas (AT LARGE), Vice Mayor
City Clerk Mark Addiego, (AT LARGE), Member City Treasurer Rosa Govea Acosta Frank Riss
adie Fore DARE, Member
City Attorney
Sky Woodruff
Assistant to the City Assistant City Manager/Chief
Manager Chicaneer ustainability Office
Christina Fernandez naron Rana
Commusie Aroy Director Capital Projects Director
Jacob Gilchrist Information Technology
Director
Dep. Capital Projects Director Tony Barrera
Philip Vitale
Administrative Departments Operating Departments
Finance Director Econ. & Comm. Development Public Works Director Vacant Nell Selander Eunejune Kim
Human Resources Director Library Director Fire Chief
Leah Lockhart Valerie Sommer Jess Magallanes
Parks and Recreation Director Chief of Police
Greg Mediati Scott Campbell
City of South San Francisco | FY2022-23 Budget Book Page 5 FY2022-23 Proposed Budget Full-time Equivalent (FTE) Summary by Department
[Total FY2021-]
Department Elected Full Time P/T Regular Hourly Total FTE 22 FTE Change City Council 5.00 5.00 5.00
City Treasurer 1.00 1.00 1.00
City Clerk 1.00 4.00 5.00 5.00
City Manager 11.00 2.08 13.08 12.00 1.08
Finance 16.00 0.30 16.30 15.30 1.00
Human Resources 10.00 10.00 7.00 3.00
Economic & Community Development 31.00 1.40 32.40 31.40 1.00 Fire 87.00 6.49 93.49 93.49
Police 118.00 0.60 3.84 122.44 122.44
Library 24.00 2.40 13.75 40.15 38.15 2.00
Public Works 93.00 4.87 97.87 94.35 3.52
Parks and Recreation 85.00 3.25 70.03 158.28 150.62 7.66 Information Technolory 9.00 9.00 7.00 2.00
TOTAL 7000 488.00 6.25 102.76 604.01 582.75 21.26
IMPORTANT NOTE ABOUT THE DEPARTMENT BUDGETS HEREIN
The budget information in the following department summary pages reflect budgetary figures for the General Fund only unless otherwise noted. A portion of the payroll and operating costs for select departments may be budgeted in other funds as appropriate based upon dedicated programmatic revenue streams.
The position data herein reflects all positions within the department regardless of whether those positions are fully costed within the General Fund
City of South San Francisco | FY2022-23 Budget Book Page 6 City Council
Mission Statement: The City Council is the governing body of South San Francisco which establishes local law and policies through enactment of ordinances and resolutions. The Council also determines how the City shall obtain and spend funds, appoints members to all advisory municipal activities, and represents the City by serving on Regional and County committees and boards whose policies may impact South San Francisco (i.e. ABAG, MTC). The Council provides direction for the City Manager and sits as the Board of Directors to RDA Successor Agency.
City Council Responsibilities
• Act as the governing body of South San Francisco
• Establish local law and policies through the enactment of ordinances and resolutions • Determines how the City shall obtain and spend funds
• Appoints members to advisory municipal activities
• Represent the City by serving on regional and County committees and boards whose policies may affect South San Francisco
• Directs the City Manager and sits as the Successor Agency Board of Directors Elections:
The City Council has five members. Elections occur in even-numbered years. Three members are elected together, and the other two are elected in the next election. The Council selects the Mayor and Vice Mayor from its members in non-election Election 2022
The City's Council election cycle has three Councilmembers up for election in 2022. That cycle will continue with two districts up for election in 2024, and three districts in 2026.
Candidates for City Council must live in, and be a registered voter in, the City Council District in which that candidate is seeking election at the time nomination papers are issued to that candidate pursuant to Government Code Section 34882 and Elections Code Section 10227.
District Name Title Term Election Year
District 2 Mark Nagales Mayor 4-year term November 2024 At Large Buenaflor Nicolas Vice Mayor 4-year term November 2022 At Large Mark Addiego Councilmember 4-year term November 2022 District 4 James Coleman Councilmember 4-year term November 2024 At Large Eddie Flores Councilmember 4-year term November 2022 City of South San Francisco | FY2022-23 Budget Book Page 7 Organizational Chart
Citizens of South San Francisco
Mayor
Mark Nagales
Vice Mayor
Flor Nicolas
Council Members
Mark Addiego
James Coleman
Eddie Flores
City Manager's Office City Attorney
Provides Administrative Support Provides Legal Support
Expenditures Summary
$244,749 -$47,677
(-16.30% vs. prior year)
City of South San Francisco | FY2022-23 Budget Book Page 8 Budgeted Expenditures vs. Historical by type
$0.35
$0.3
$0.25
$0.2
$O.15 • Sane And retrea
$0.1
$0.05
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $163,768 $213,836 $213,836 $194,986
Benefits -8.8%
supplies And $16,717 $34,819
Services $34,819 $36,560 5%
Interdepartmental $43,772 $43,772 $43,772 $13,204 -69.8% Total Expense $224,256 $292,426 $292,426 $244,749 -16.3% Objects:
Positions Summary
CITY COUNCIL POSITION BUDGET
Change of
2022-23
City 2021-22 2022-23 from
Council Job Code Position Title Actual Filled Vacant Plan 2021-22 Elected E110 Elected City Council 5.00 5.00 0.00 5.00 0.00 Member
TOTAL FTE- City Council 5.00 5.00 0.00 5.00 0.00
FY2022-23 Changes & Highlights:
Positions
• No changes
Supplies and Services
• Budgeted payroll expenditures are realigned to reflect actual compensation to City Council members.
City of South San Francisco | FY2022-23 Budget Book Page 9 City Treasurer
Mission Statement: To invest funds not currently required for the operation of the City to maximize revenues while ensuring the safety and availability of the City funds.
Responsibilities:
• Invest City funds to achieve the maximum return on deposits • Produce quarterly reports to identify amounts and types of investment instruments • Coordinate financial transactions in cooperation with the Director of Finance Expenditures Summary
$167,292 $57,047
(4.40% vs. prior year)
FY2022 Adopted Budget Expenditures vs. Historical by Type $0.2
$0.15
I sor
• Interdepartmental
• Salaries And Benefits
Supplies And Services
$0.05
Name FY2021 |FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2021 Adopted FY2022 Adopted Actual Budget Budget Budget VS. FY2022 vs. FY2023
Adopted (% Proposed (%
Change Change)
Expense Objects
Salaries And $35,817 $60,156 $60,156 $62,739 -0.5%
Benefits 4.3%
City of South San Francisco | FY2022-23 Budget Book Page 10 Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2021 Adopted FY2022 Adopted vs. FY2022 vs. FY2023
Adopted (% Proposed (%
Supplies And $0 $97,200 $97,200 $102,060 18.2% 5%
Services
Interdepartmental $2,889 $2,889 $2,889 $2,493 0% - 13.7% Total Expense $38,706 $160,245 $160,245 $167,292 10.1% 4.4% Objects:
City of South San Francisco | FY2022-23 Budget Book Page 11 City Clerk
Mission Statement: The City Clerk serves as a steward of the democratic process and is a liaison between the City Council and members of the public. She is a partner in democracy, providing information and ensuring transparency. The City Clerk is an elected representative of the people and serves a four-year term with legal responsibilities described in California Government Code Sections 40800, et seq., the Elections Code, and City ordinance.
The City Clerk ensures all council actions comply with federal, state, and local statues, including the Political Reform Act, the Brown Act, and the Public Records Act. Further, as Clerk of the Council and Successor Agency, the City Clerk maintains legislative materials for these legislative bodies. The Clerk serves as the archivist of City records and maintains custody of the City seal. The City Clerk and staff strive to meet these duties efficiently, courteously, neutrally and in a manner that is above all else in the best interests of the residents of South San Francisco.
The Department supports its mission to the City through:
• Performing all legislative duties for the legislative bodies of the City Council, South San Francisco Successor Agency to the former Redevelopment Agency and its thirteen (13) Standing Committees pursuant to state and local government requirements, including: (1) Managing projected agenda items; (2) Noticing public hearings; (3) Preparing and publishing the agendas; (4) Finalizing and retaining resolutions and ordinances; (5) Preparing minutes for presentation to the legislative agency at issue.
• Maintaining relationships with staff for the legislative agencies identified above, which includes day-to-day operations and interactions permitting information flow in a regular and consistent manner. • Managing the Citywide Records Management Program, legislative history, contracts, archives, and election activities in a variety of forms (paper and electronic) for all permanent records. • Conducting the recruitment and facilitating the appointment of Council's appointed bodies, maintaining records pursuant to the Maddy Act, and maintaining policies and procedures. • Serving as Elections Official issuing nomination papers to potential candidates and assisting with measures, initiatives, or referendums.
• Conducting all aspects of municipal elections.
• Serving as Compliance Officer for all duties required under the Political Reform Act and regulations of the Fair Political Practices Commission.
• Processing and overseeing the timely response of subpoenas and summons for all city-related matters. • Recording, preserving, researching, and providing access to public records in compliance with the California Public Records Act.
• Attesting City documents.
• Maintaining codification of ordinances ensuring publication to the South San Francisco Municipal Code. • Implemented eScribe Board Manager to publicize recruitment efforts and provide real-time vacancies. • Updating the department website with critical information to increase accessibility. • Managing and administering passport services as a Passport Acceptance Agency. • Providing Notary Public Services.
• Administering Oaths of Office to City elected officials, employees, and appointed officials. • Managing the City Clerk's departmental budget.
• Serving as Department Head for the Office of the City Clerk, managing staff and day-to-day operations. • Representing the City on City Clerk and Election related Boards. • Representing the City at Public Events.
Accomplishment Highlights in Fiscal Year 2021-22:
• Provided accurate and timely minutes for sixty-six (66) Council proceedings. • Responded to 589 Public Records request as required under the California Public Records Act. • Successfully conducted the 2021 Redistricting hearing process with adoption of the 2022 District Boundary Map 109. • Implemented electronic filing of mandated ethics training (AB1234) for elected officials, advisory body members, and designated filers.
• Updated and adopted the City Council Procedures and Protocols Handbook. • Successfully implemented hybrid meetings and enhanced public access to Council meetings. • Enhanced accessibility and security features to Legistar and Laserfiche for efficiency. • Processed 290 passport applications and met requirements as set by the U.S. Department of State to continue serving as a Passport Acceptance Facility.
• Provided notary services to community members.
• Ensured timely filing of Statements of Economic Interest (Form 700) and Campaign Statements (Form 460). • Created and implemented a digital comment card for Council meetings to improve community digital access.
City of South San Francisco | FY2022-23 Budget Book Page 12 • Successfully implemented Spanish interpretation services at City Council meetings as needed and upon request to engage communities that are underrepresented.
• Continued to oversee and coordinate the placement of the City's inactive records at a secure records storage facility to achieve security, safety, and efficiency related goals.
Objectives for Fiscal Year 2022-23:
• Conduct the November 2022 Election for Districts 1, 3, and 5, City Clerk and City Treasure seats in accordance with the California Elections Code including candidate orientations and Annual Council Reorganization. • Continue to assist departments with the conversion of physical records to electronic form. • Update the City's Records Retention schedule in line with the statewide movement towards electronic availability of records.
• Create a Citywide Records Management Program.
• Continue to evaluate the City Clerk's Office process and procedures to improve efficiency to the public. • Enhance the use of social media to increase civic engagement, identify and grow community partners. • Conduct recruitment of Assistant City Clerk and Records Clerk Technician to ensure efficient operation of services. • Continue to provide interpretation services at City Council meetings as needed and upon request to engage communities that are underrepresented.
• Implement increased security measures for Corodata by restructuring record searches and storage services by the department to enhance security of files.
• Provide training to new employees and implement quarterly training for Legistar (Agenda Management), GovQA (Public Records Act Request), and Laserfiche (Records Management) users.
Budget Highlights for Fiscal Year 2022-2023
• $10,000 - Staff training and professional development to obtain designations as Certified Municipal Clerk (CMC). • $3,000 - Yearly maintenance cost of eScribe, Board Manager. • $7,000 - Yearly maintenance cost of GovQA, the City's Automated Public Records Act program. • $8,000 - Yearly maintenance cost of Legistar, the City's Automated Agenda Management System. • $9,100 - Yearly maintenance of SouthTech/Granicus, the City's electronic financial disclosure software for Fair Political Practices Commission forms and Ethics Training (AB1234).
Organizational Chart
Citizens of South San Francisco
1.0 City Clerk (elected)
Rosa Govea Acosta, CMC, CMC
1.0 -Assistant City Clerk
1.0 -Deputy City Clerk
2.0-City Clerks Records Technician
Expenditures Summary
City of South San Francisco | FY2022-23 Budget Book Page 13 1,143,342 -58,502 -$8,502
(-0.74% vs. prior year)
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Interdepartmental (3.2%)
Supplies And Services (18.2%)
Salaries And Benefits (78.6%)
City of South San Francisco | FY2022-23 Budget Book Page 14 Budgeted vs Historical Expenditures by Expense Type
$1.25
$1
$0.75
• Sane And retrea
$0.5
$0.25
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $904,828 $898,227
Benefits $787,386 $904,828 -0.7%
supplies Anc $120,798
Services $198,503 $258,503 $208,428 5%
Interdepartmental $48,513 $48,513 $48,513 $36,686 -24.4% Total Expense
$956,697 $1,151,844 $1,211,844 $1,143,342 -0.7%
Objects:
City of South San Francisco | FY2022-23 Budget Book Page 15 Positions Summary
Change of
2022-23
2021-22 2022-23 from
City Clerk Job Code Position Title Actual Filled Vacant Plan 2021-22 Elected-FT E100 Elected City Clerk 1.00 1.00 0.00
SUBTOTAL Elected 1.00 0.00 0.00 1.00 0.00
Full Time M830 Assistant City Clerk 1.00 1.00 1.00 0.00 Full Time 0320 Deputy City Clerk 1.00 1.00 0.00
Full Time 0415 City Clerk Records Technician 1.00 1.00 0.00 Full Time 0415 City Clerk Records Technician 1.00 1.00 1.00 0.00 SUBTOTAL Full Time 4.00 1.00 1.00 4.00 0.00
TOTAL FTE- City Clerk 5.00 1.00 1.00 5.00 0.00
FY2022-23 Changes & Highlights:
Positions:
• No changes
Supplies and Services Expenditures:
• No changes
City of South San Francisco | FY2022-23 Budget Book Page 16 City Attorney
Mission Statement: The City Attorney is directly appointed by the City Council. The City Attorney represents and advises the City Council, Boards and Commissions, and officers and employees of the City in all matters of law pertaining to their respective offices and official activities. The City Attorney prepares all proposed ordinances, resolutions and amendments, prepares or approves the form of all other legal documents and represents the City in litigation to which the City is a party.
The City Attorney, whose services are retained by the City through a contract relationship, is responsible for the following • Providing legal advice and information to the Council and staff; • Preparing legislation and legal documents;
• Reviewing contracts, leases and agreements;
• Providing legal defense and advice to the City in a manner that minimizes City liability and exposure; • Providing legal advice to the City Council, City Manager, Departments, Boards and Commissions; • Supporting staff in enforcing community standards and codes fairly; and • Managing the City's litigation
ACCOMPLISHMENT HIGHLIGHTS IN FISCAL YEAR 2019-20 and 2020-21:
• Assisted City staff with multiple aspects of the Civic Campus Project, including recovery of the former Pet Club property for the new police station; advice regarding procurement of construction of the police station and parks and recreation buildings and related contracts and materials; drafting and reviewing agreements with other public agencies for acquisition of property interests; and identification of remnant parcels necessary for project and strategizing for acquisition of same.
• Assisted City staff and consultants with the issuance of bonds for the Civic Campus project and other projects funded by Measure W.
• Assisted City staff with the negotiation of agreements with the selected developer for the PUC Site and preparation of approvals for the project and related environmental analysis; continued coordination with staff on necessary actions for the final transfer of the property to the selected developer for the project. • Continued to assist City staff with development of the General Plan update and processing of new development projects in anticipation of the update.
• Assisted City staff with the City's response to COVID-19, including:
• Providing legal analysis and research related to multiple personnel policies as Federal and State regulations changes;
• Advising regarding the requirements and exceptions of Federal, State, and County regulations on City operations;
• Application of Federal, State, and County regulations to business operations; • Interpretation of the force majeure provisions of multiple agreements and review of force majeure provisions to provide extensions for development projects.
• Preparation of MOU with the County of San Mateo relating to administration of vaccination site in the City. • Worked with City staff on developing and drafted a commercial eviction moratorium, including an extension and relationship to State regulations; worked with City staff on development and implementation of financial assistance programs for tenants and landlords, including drafting of program agreements; assisted City staff with the development and implementation of other programs to assist residents during COVID. • Drafted a hazard pay ordinance for grocery and drug store workers. • Assisted City staff with the implementation of the Long Range Property Management Plan and the disposition of Successor Agency properties and other City properties.
• Assisted City staff with the finalization of the mixed-use Residential Development Project at 200 Linden Avenue and 212-216 Baden Avenue (Hisense REUS, LLC) for 97 condominium units and 6,500 sq. ft. of ground floor commercial space, including determination that project could receive certificate of completion, determination that project had satisfied all requirements of agreements with the City; review of documents for sale of units and coordination with developer's legal counsel.
• Worked with City staff and prepared multiple documents for the sale of property as part of the development at 201- 219 Grand Avenue and 418 Linden Avenue to create 86 affordable housing units by ROEM Development Corporation. • Worked with City staff to update template documents for affordable housing regulatory agreements and disposition of former Redevelopment Agency properties.
• Assisted staff with emergency procurement issues to address immediate and medium-term repairs to and restoration of Sign Hill caused by the fire.
• Assisted staff with the preparation of the Genentech Master Plan and related CEQA document and with the negotiation, preparation, and approval of the new Development Agreement between the City and Genentech.
City of South San Francisco | FY2022-23 Budget Book Page 17 • Assisted City staff with the preparation, implementation and approval of updates to the parks, childcare, public safety, and library development impact fees; creation of a new citywide transportation impact fee; and creation of a public art requirement for new development, with the option to pay a fee in lieu of providing public art. • Assisted staff with the formation of an Oyster Point community facilities district to fund maintenance of public improvements provided as part of the Kilroy development; negotiated, drafted, and reviewed agreements with Kilroy related to the project and CFD.
• The City Attorney's Office continued to assist with the Oyster Point Development Project, including:
• Oversight Board approval of FY 21-22 ROPS of the Successor Agency; • Transfer of Development Rights between City and Kilroy for Phases ID - IVD; and • Parcel Map for Phase IC regarding the reconstruction and dedication of Oyster Point Blvd. and Marina Blvd., and related easement preservation/street dedication issues. • Worked closely with the Economic Development and Planning Divisions to negotiate and prepare development project applications for approval, including preparing environmental documentation, drafting exclusive negotiating rights agreements (ENRA), development agreements, purchase and sale agreements, and processing entitlements.
The following list is a sampling of some of the projects that we assisted with:
• ENRA regarding proposed hotel development at Oyster Point with Ensemble Investments; • Approval of residential development at 428 and 432 Baden Avenue; • Approval of residential development located at 410 Noor Avenue; • Evaluation of Density Bonus Request by residential development project at 645 Baden Avenue; • Approval of a 5-story hotel at 915 Airport Boulevard; • Approval of R&D/Office project at 751 Gateway Boulevard; • Approval and Response to related CEQA appeals regarding hotel project at 840 El Camino Real; • Review and approval of purchase and sale agreement for 432 Baden Ave. property; and • Preparation of Environmental Impact Report and assistance with related documents for the 30 Tanforan Ave./Southline development project.
• Drafted or worked with staff on drafting the following ordinances and assisted staff in processing them for adoption:
• Disposable Food Service Ware Ban;
• Sidewalk and Street Vendor Regulations;
• Tenant Displacement and Tenant Protections;
• Building Codes Update;
• Minimum Wage;
• Flavored Tobacco Ban;
• Short Term Vacation Rentals Regulations;
• Accessory Dwelling Unit Regulations;
• Open Trench Notification and Dig Once Process;
• Repeal of bicycle license requirement;
• Safe firearms storage;
• Use of digital signatures to increase efficiency in processing contracts, particularly for remote work during the COVID pandemic;
• Creation of Youth Commission;
• Creation of public safety board, as recommended by the Commission on Racial and Social Equity; • Revisions to the existing accessory dwelling unit (ADU) regulations; and • Amendments to the City's local building codes to adopt Reach Codes for all-electric buildings and electric vehicle parking and charging.
• Assisted staff with the provision of certain public services and other public works projects, including the following:
• Funding Agreement with C/CAG for the Smart Corridor Expansion project; • Purchase of conduits and related facilities for the Smart Corridor Expansion project; • Shared Maintenance Services MOU with the San Mateo Flood and Sea Level Rise and Flood Resiliency District for the maintenance of Colma Creek:
• Access Agreement with the San Mateo Flood and Sea Level Rise and Flood Resiliency District regarding the Orange Memorial Park Storm Water Capture Project; and
• Various Outside Sewer Services agreements for the Country Club Park area. • Assisted staff with continued efforts to promote expansion of telecommunications technology in the City and enforcing the City's current telecommunications regulations, including the following:
• Successful negotiation of a public-private partnership (P3) with Verizon Wireless, including a Dark Fiber and Conduit Use Agreement and a Small Cell Master License Agreement and • Consideration of various Small Cell Wireless Facilities applications and appeals. • Assisted staff with 543 public records act requests in 2020. The City saw a 22% increase in record requests from 2019.
The number of requests in 2021 appears to be similar so far. • Provided continuing support and advice to the South San Francisco Conference Center Authority. • Manage and oversee outside counsel in the defense of litigation against the City.
City of South San Francisco | FY2022-23 Budget Book Page 18 • Updated administrative instructions regarding gifts to support the new library at Civic Campus and signing contracts. • Provided citywide staff training on the Brown Act, AB 1234, and sexual harassment prevention. • Provided support to Police Department through the prosecution of Municipal Code violations, abatement of deadly weapons through court proceedings, and protection of confidential police records, including responding to public records requests pursuant to SB 1421 (2018).
OBJECTIVES FOR FISCAL YEAR 2021-22:
• Continue to assist City Council with downtown and business development initiatives • Provide in-depth training on legal topics and requirements for staff and Boards and Commissions. • Continue to assist City staff with implementation of the Long Range Property Management Plan and the disposition of Successor Agency properties.
• Continue to assist City staff with the delivery of the Civic Campus project and the implementation of other Measure • Continue to assist Staff with implementation of objective design review criteria and compliance with SB 35 and Housing Accountability Act, as well as with anticipated initiatives to develop options for encouraging development of affordable housing.
• Continue to assist City with implementation of ordinances implementing new programs listed above. • Assist City staff with General Plan update and CEQA compliance, as well as with proposed development proposed in anticipation of preferred alternative land use scenario for update. • Assist City staff with updates to internal city policies and provide training on implementation. • Continue to assist City staff with the preparation, negotiation, environmental review and entitlement process for residential and commercial development projects.
• Continue to assist City staff with the preparation, drafting and adoption of new ordinances.
BUDGET HIGHLIGHTS FOR FISCAL YEAR 2021-22
No significant resource level changes are included.
Organizational Chart
City Attorney
Sky Woodruff
(Contract - Meyers Nave)
Assistant City Attorney Assistant City Attorney
Claire Lai All Wolf
(Contract - Meyers Nave) (Contract - Meyers Nave)
Expenditures Summary
$940,290 530,240
(3.32% vs. prior year)
Expenditures by Expense Type
City of South San Francisco | FY2022-23 Budget Book Page 19 FY2022 Adopted Budget Expenditures vs. Historical by Expense Type $1.25
$1
$0.75
• Interdepartmenta
• Supplies And Service:
$0.5
$0.25
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Supplies And $970,145 $893,150 $937,808
Services $893,150 5%
Interdepartmental $16,899 $16,899 $16,899 $2,482 -85.3% Total Expense $910,049 $910,049 $940,290
Objects: $987,045 3.3%
FY2022-23 Changes & Highlights:
Expenditures
• No changes
City of South San Francisco | FY2022-23 Budget Book Page 20 City Manager
Mission Statement: :The daily business of City operations is the responsibility of the City Manager, the Chief Executive Officer of the municipal corporation. The City Manager's Office implements policy decisions of the City Council, provides leadership and strategic direction to the city's leadership team and organization as well as ensuring that initiatives and programs align with the City's mission and reflect the values of our community. The City Manager's Office provides overall guidance to all City operating departments and is responsible for the administration of City programs to ensure the delivery of high-quality services in an efficient and cost-effective manner. This includes oversight of major City-initiated projects, outreach to and involvement with community members on issues of local concern, direction of the annual budget process and coordination of City Council agendas. The City Manager's office also provides a resource for general information for the citizens of South San Francisco, and City personnel report to the City Manager.
Accomplishment Highlights in Fiscal Year 2021-22:
• Continued response to the Covid-19 Pandemic, including the internal response - closure of city facilities, remote working policies, care for city employees - and the external response - food and rental assistance, Covid-19 testing and vaccine sites, and more. Extended activation of the Emergency Operations Center to assist City personnel, residents and the community in response to the challenges of COVID-19.
• Continued coordination of a Covid-19 Business Recovery team in partnership with the Chamber of Commerce and the City's Economic and Community Development Department. The Economic Advancement Center opened in 2022, located at 366 Grand Avenue, to include entrepreneurial and business support and workforce training.
• Implemented social services, in conjunction with other City departments, to assist residents experiencing hardships, including: pilot Universal Basic Income program; hosted food and flu shot drive-through events; Covid testing events; operation of in-person preschool and learning hubs for the children of essential workers; technology enhancements to bridge the digital divide; rental assistance and eviction moratoriums; food distribution; volunteer coordination and dispatch; legislation of hazard pay for grocery and drug store workers; and information distribution through the City's website, all-city newsletters, social media, and multiple community town meetings via Zoom. • Continued to reduce expenditures by freezing vacancies and making targeted reductions to balance the city's budget in response to reduced revenue created by the Covid-19 crisis. Identified and procured state and federal reimbursement for emergency-related activities in response to COVID-19. • Continued to develop strategies to mitigate racial and social inequities, including, completing a Racial and Social Equity Action Plan at the end of the term of the Commission on Social and Racial Equity, translating the Final Report and Action Plan into Spanish, Tagolog, and Traditional Chinese, hiring two Management Fellows to implement the plan; started a pilot program to embed a mental health clinician in the Police Department to respond to selected 911 calls that involve mental health issues; appointed a Commission on Equity and Public Safety, working with departments to develop other areas of the plan; hosted a Black Lives Matter flag raising ceremony; and researched DEI trainings and other equity initiatives.
• Conducted a bi-annual community survey and a new Police Services & Social Justice survey. • Created and implemented a "Cultures United" Campaign to highlight diversity within South San Francisco, in collaboration with the Library, Parks and Recreation, County, and Sister Cities. • Hired three Promotores, working in partnership with the Library Resource desk to develop partnerships with local agencies to bring services to the City.
• Drafted a five-year strategic health plan - Healthy City. • Designed Councilmember Flores' "Every Kid Deserves a Bike Program" in which the city will provide 150 4th graders from Spruce and Martin Elementary Schools with a bicycle, 'bike rodeo', and training and safety classes in partnership with Safe Routes to School and SSFUSD. • Awarded a Safe Routes to School Fellowship through the San Mateo County Office of Education. This fellowship provides technical assistance through Alta Planning and Design, which provides the helmets, training, and safety classes for the Every Kid Deserves a Bike program.
City of South San Francisco | FY2022-23 Budget Book Page 21 • In October 2021, the City became a certified organization to award Presidential Service Awards, which will feed into the City's future Volunteer Initiative.
• Released a draft of the new General Plan, providing the City's vision for the next twenty years. • Continued progress on the construction of the Civic Campus managed by the Capital Projects team.
Police Operations and 911 Center was completed and occupied in 2022. • Completed construction of the Stormwater Capture project at Orange Memorial Park. • Continued partnership with Caltrans on the construction of the Caltrain station at the end of Grand Avenue, including selection of significant public art at the Plaza and Tunnel. • Rolled out a Guaranteed Income pilot project and partnered with the YMCA as the city's administrative partner.
• Continued participation in developing public improvements at Oyster Point, completing construction of new restrooms, beach, an elevated Bay Trail, Bayfront park, and a recreation area. In collaboration with the San Mateo County Harbor District, we continue to provide an enjoyable recreational experience for our community and residents at the Oyster Point Marina. • The Youth Advisory Council program become a Commission in 2021. • Continued partnership with the Army Corps of Engineers on a Project Management Plan for a Sea Level Rise Impact Feasibility Study.
• Completed a feasibility study to shore-up and enhance The Spit at Oyster point. • Recruited and hired a Police Chief, Economic Community Development Director, and Park and Recreation Director.
Objectives For Fiscal Year 2022-23
• Continue Covid-19 recovery efforts, including economic recovery, housing stabilization, bridging the digital divide, support for impacted residents and businesses, and promoting and maintaining health. • Maintain the City's financial health. Prioritize significant projects, identify funding sources, including city reserves, state, and federal relief dollars, and develop a five-year spending plan for delivery of important capital and public service projects.
• Further progress on Improving the Downtown Area:
• Fund Downtown streetscape improvements
• Public outreach in downtown park designs
• Upgrade lighting on Grand Avenue and Linden Avenue
• 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
• Plan and develop a strategy to replace the City Hall Annex and improve the City Hall block • Pursue acquisition and development of open space and park land in the downtown, Sunshine Gardens, Sign Hill, and Calwater property near Orange Memorial Park. • Implement recommendations of the Childcare Master Plan, which supports conversion of the Orange Avenue Library to a pre-school when the Library relocates to the Civic Campus in 2023, toward the goal of insuring that a preschool option will one day be available for all South San Francisco children. • Continue to move the General Plan forward towards completion. • Successfully complete negotiations with relevant city employee labor groups. • Develop a city-wide Sustainability Committee and implement Climate Action Plan initiatives. • Continue community outreach and resident/business engagement via social media, printed newsletters, Town Hall events, and other social events, including translated materials and translators at events.
• Work with HR to implement employee inclusion and belonging programming. • Ensure start of the Commission on Equity and Public Safety. • Host community conversations on the Racial and Social Equity Action Plan. • Continue the Cultures United programming to honor and celebrate different heritage months and cultures throughout the year, including maintaining community engagement and interest through consistent and targeted outreach.
• Engage the Promotores program, linking residents to services, developing partnerships with local agencies, and promoting city events and services.
• Refine and implement Healthy SSF.
City of South San Francisco | FY2022-23 Budget Book Page 22 • Implement and expand the Every Kid Deserves a Bike Program. • Design and implement the City's Volunteer initiative with a volunteer recognition luncheon and award ceremony of the Presidential Service Awards during April 2023 (National Volunteer's month). • Develop private-public STEAM partnership to propel and enable more South San Francisco residents to enter the technology sector.
• Improve and enhance Employee Culture.
Budget Highlights for Fiscal Year 2022-2023
• Continue funding for three Promotores.
• Add funding to support the Every Kid Deserves a Bike program. • Add funding for the Cultures United campaign to support celebratory events, materials, and promotion. • Hire an Equity and Inclusion Coordinator. |
• Extend the Youth Summer Internship Program for 2022.
• Add funding for the implementation of an updated and more robust Climate Action Plan with an emphasis on intradepartmental collaboration on all sustainability initiatives.
Organizational Chart
1.0 - City Manager
Mike Futrell
1.0 - Executive
Assistant to the City
Manager Marie Patea
1.0 - Administrative
Assistant l
Renee Sanders
1.0 - Assistant City 1.0 - Assistant to the 1.0 - Communications 1.0 - Capital Projects Manager City Manager Director Director
Sharon Ranals Christina Fernandez Leslie Arroyo Jake Gilchrist Information 0.08 - Jon Valle
Parks & Recreation 1.0 - Administrative
Technology
Department for Videos Assistant II (tbd)
Department
1.0 Deputy Director
Management Analyst Management Analyst of Capital Projects Il (Community) Il (Equity)
Philip Vitale
(3) PT Promotores
Expenditures Summary
$4,497,997 $1,283,531
(39.93% vs. prior year)
City of South San Francisco | FY2022-23 Budget Book Page 23 Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Interdepartmental (2.6%)
Supplies And Services (35.3%)
Salaries And Benefits (62.1%)
Budgeted vs Historical Expenditures by Expense Type
$5
$4
$3
$1
Name FY2021 FY2022 Adopted F2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $2,172,965 $2,437,586 $2,793,028
Benefits $2,438,086 14.6%
City of South San Francisco | FY2022-23 Budget Book Page 24 Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Supplies And $1,508,881 $732,737 $1,575,509 $1,588,609 116.8% Services
Interdepartmental $44,144 $44,144 $44,144 $116,360 163.6% Total Expense $3,725,990 $3,214,467 $4,057,739 $4,497,997 39.9% Objects:
Positions Summary
Change of
2022-23
2021-22 2022-23 from
ty Manage Job Code Position Title Actual Filled Vacant Plan 2021-22 Full Time N115 City Manager 1.00 1.00 1.00 0.00
Full Time 1.00 1.00 1.00 0.00
Full Time 1.00 1.00 1.00 0.00
Full Time N190 Communications Director 1.00 1.00 1.00 0.00 Full Time N195 Capital Improvement Project Director 1.00 1.00 1.00 0.00 Full Time M760 Principal Engineer 1.00 1.00 1.00 0.00
Full Time M560 Management Analyst I| 1.00 1.00 2.00 1.00 Full Time 0410 Executive Assistant to the City Manager 1.00 1.00 1.00 0.00 Full Time 0310 Adminstrative Assistant Il 0.00 : 1.00 1.00 Full Time 0315 Administrative Assistant I 1.00 1.00 1.00 0.00 SUBTOTAL Full Time 9.00 8.00 1.00 11.00 2.00
Hourly X280 Miscellaneous Hourly 3.00 3.00 1,50 -1.50
Hourly X280 Miscellaneous Hourly 0.00 0.00 : 0.50 0.50
Hourly X280 Miscellaneous Hourly 0.00 0.00 0.08 0.08
SUBTOTAL Hourly 3.00 3.00 0.00 2.08 -0.92
TOTAL FTE- City Manager 12.00 11.00 1.00 13.08 1.08
FY2022-23 Changes & Highlights:
Positions
• Decrease 0.92 FTE Miscellaneous Hourly employee
• Increase 1.00 FTE Management Analyst II - New Equity & Inclusion Officer • Increase 1.00 FTE Administrative Assistant I||
Supplies and Services Expenditures
• $150,000 Lobbying Services
• $100,000 Transportation Planning
• $50,000 Feasibility Study for Veterans Center
• $40,000 Ballot Tax Outreach
• $30,000 COVID-19 Testing and Flu Shot Clinics
• $25,000 Citywide Energy Study
• $25,000 Municipal Benchmarking Study
• $20,500 Lead for America Fellow/Cultures United/Health Events • $15,000 Minimum Wage Enforcement
• $15,000 Climate Action Plan Implementation Dashboard
• $470,500 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 25 Finance
Mission Statement:
The Finance Department provides critical financial services citywide, setting the fiscal accountability and policy controls over the use of City funds. It leads to fiscal accountability efforts and ensures the responsible and legal use of City funds through thoughtful appropriation and implementation and management of policies and procedures. It is responsible for numerous vital City services, including maintaining the City's accounting system, managing payroll and purchasing procedures, issuing business licenses, managing parking districts, and collecting occupancy taxes and other City fees. Other services include financial planning and analysis, risk mitigation and debt issuance via the capital markets.
The Department supports its mission to the City through:
• Budgeting and accounting for financial transactions to ensure optimal management of City revenues and appropriations, and accurate recording and reporting of financial transactions in accordance with regulations and • Building multi-year forecasts to assist effective financial decision-making and future application of resources; • Managing payment of vendors and City employees to effect continued provision of City services and programs, and avoid delays to public projects;
• Receiving and accurately recording revenues from various sources to ensure funds are available to support City projects and programs;
• Tracking the City's cash flow needs to support prudent investment of funds by the City Treasurer; • Establishing strong internal controls to maintain control of, and accountability for, City funds; • Managing the City's annual financial audit and production of the Annual Comprehensive Financial Report (ACFR) in conjunction with the City's independent auditors;
• Issuing bonds to fund capital projects; and
• Managing and maintaining the City's Business License program.
Accomplishment/Initiative Highlights in Fiscal Year 2021-22:
• Issued $86.4 million 2021A series Lease Revenue Bonds to finance construction of the new Civic Campus, funding of the City's street paving program, and installation of solar panels at the Civic Campus and Corporation Yard; • Facilitated the issuance of $19.7 million in Special Tax Bonds for the Oyster Point Community Facilities District; • Identified potential mitigating solutions to address the long-term impact of pension costs and presented options to City Council;
• Began pension validation process for the potential issuance of Pension Obligation Bonds (POBs); • Completed FY2020-21 financial audit and Annual Comprehensive Financial Report (ACFR) with clean audit report and awarded the Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers • Provided continued monitoring of budgets through a volatile economic environment; • Updated Council on current year's budget progress in February 2022; • Implemented interactive web-based Cleargov budget book software solution to provide a more user-friendly and interactive experience for users and to achieve efficiencies during the budget collation and review process; • Developed a fiscal sustainability plan to support the City's long term financial health; • Renewed sales tax analysis and OPEB actuary contracts; • Recruited new Financial Analyst I| and Accounting Assistant II; • Initiated recruitment for Finance Director and Management Analyst Il; and • Led the development of the FY2022-23 Operating budget and assisted Public Works in the development of the Capital Improvement Program budget.
Objectives for Fiscal Year 2022-23:
• Conduct a Master Fee Study to ensure that citywide fees align appropriately with economic trends; • Complete a request for proposals and identify new enterprise resource planning software to enhance the City's financial and accounting functions;
• Complete FY2021-22 audit and ACFR in a timely manner with a clean audit report; • Modernize the business license tax structure;
• Renewing commercial banking contract;
• Hire consultant for Transient Occupancy Tax (TOT) auditing service and short-term rental monitoring program; • Obtain GOA Certificate of Excellence in Financial Reporting for FY2020-21; and City of South San Francisco | FY2022-23 Budget Book Page 26 • Implement new Governmental Accounting Standards Board (GASB) Accounting Pronouncements.
Organizational Chart
1.00 - Director of Finance
Karen Chang
1.00- Administrative Assistant I
1.00 - Deputy Finance Director
Jason Wong 1.00 - Financial Services Manager 1.00 - Financial Services Manager Operations Accounting
1.50 - Accounting Technician (vacant) 1.0 - Accounting Supervisor (vacant)
2.00 - Accounting Assistant II 1.0 - Senior Accountant
1.0 - Accountant Il
Hourly:
.30 - Mail Courier
Expenditures Summary
$3,892,875 $85,095
(2.23% vs. prior year)
Expenditures by Expense Type
City of South San Francisco | FY2022-23 Budget Book Page 27 FY2022 Adopted Budget Expenditures vs. Historical by Expense Type $5
$4
$3
Millions
• Sane And retrea
$2
$1
so
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $3,115,243
Benefits $2,247,082 $2,993,438 $2,993,438 4.1%
Supplies Anc $323,764 $467,798
Services $992,899 $641,188 37.1%
Interdepartmental $346,545 $346,545 $346,545 $136,445 -60.6% Total Expense $2,917,391 $3,807,781 $4,332,882 $3,892,875 Objects: 2.2%
City of South San Francisco | FY2022-23 Budget Book Page 28 Positions Summary
Change of
2022-23
2021-22 2022-23 from
Finance Job Code Actual Filled Vacant Plan 2021-22
Full Time N145 Director of Finance 1.00 1.00 1.00
Full Time M845 Deputy Finance Director 1.00 1.00 1.00
Full Time M770 Financial Services Manager 2.00 : 2.00
2.00 Full Time Accounting Supervisor 1.00 1.00
Full Time M560 Management Analyst II : 1.00 1.00
:
Full Time M610 Financial Analyst lI 2.00 1.00 1.00 2.00 Full Time M625 Senior Accountant 1.00 1.00 1.00
Full Time M620 Accountant I| 1.00 1.00 : 1.00
Full Time M785 Payroll Administrator 1.00 1.00 0.00 -1.00 Full Time Payroll Technician 1.00 1.00
Full Time A225 Accounting Assistant Il • 8 2.00
-2.00
Full Time Accounting Technician 2.00 2.00
Full Time 0310 Administrative AssistantI 1.00
SUBTOTAL Full Time 15.00 12.00 3.00 16.00 1.00
Hourly X370 Mail Courier 0.30 0.30 0.30
0.00 0.00
SUBTOTAL Hourly 0.30 0.30 0.30
TOTAL FTE- Finance 15.30 12.30 3.00 16.30 1.00
FY 2022-23 Changes & Highlights:
Positions:
• Add new 1.0 FTE Accounting Supervisor position
• Remove 1.0 FTE Payroll Administrator position
• Add 1.0 FTE Payroll Technician position
• Remove 2.0 FTEs Accounting Assistant Ils
• Add 2.0 FTEs Accounting Technicians
Supplies and Services Expenditures:
• $100,000 Comprehensive User Fee Sudy
• $40,000 Office Reorganization to accomodate new hires • $10,000 reinstatement of travel and conferences budget after reduction during pandemic City of South San Francisco | FY2022-23 Budget Book Page 29 Non-Departmental
Non-departmental are General Fund expenditures that benefit the city as a whole, and that do not fit into one particular department, including Animal Control services, C/CAG, and grant writing consulting services.
Expenditures Summary
$1,544,367 5250,14
(19.32% vs. prior year)
Expenditures by Expense Type
Budgeted and Historical Expenditures by Expense Type
$1.75
$1.5
$1.25
$1
$0.75 • Supies And Benette:
$0.5
$0.25
$0
FY2023
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $4,529 $6,760
Benefits $6,760 $0 -100%
Supplies And
$1,107,741 $1,287,492 $1,362,492 $1,544,367 20%
Services
Total Expense $1,112,270 $1,294,252 $1,369,252
$1,544,367 19.3%
Objects:
City of South San Francisco | FY2022-23 Budget Book Page 30 FY 2022-23 Changes & Highlights:
• $150,000 Contingency budget
• $120,000 for Commissioner stipends for all FY2022-23 Commission meetings • $120,000 for Dues and Meetings - CAPIO, 3CMA, League of CA cities, Sustainable SMC / One Shoreline • $65,000 increase in Animal Control costs paid to the County • $455,000 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 31 Human Resources
Mission Statement: The Human Resources Department serves as a cooperative and engaged partner in supporting the City's goals and values. We are committed to working strategically and mutually with departments to provide programs and services that support a culture of achievement, continuous improvement, safety, employee empowerment, and teamwork.
The Department supports its mission to the City through:
• Benefits and Wellness Programs
• Classification and Compensation Administration
• Employee and Labor Relations
• Human Resources Information Management and Regulatory Compliance • Employee Development and Engagement
• Recruitment, Selection and Onboarding
• Safety and Workers Compensation Programs
Accomplishment Highlights in Fiscal Year 2021-22:
• Continued implementation and administration of the Citywide COVID-19 Prevention and Response Program, implemented policy and procedure updates in accordance with changing Federal and State guidelines • Implemented a new Employee Assistance Program with expanded mental health benefits and resources • Developed and implemented a-COVID-19 vaccination and testing policy and program for all City employees including secure online vaccination and testing record-keeping. • Developed and implemented a Hybrid Remote Work Policy • Completed a pilot Youth Summer Internship Program and selected 15 summer interns from South San Francisco high schools in 2021 and implemented an updated program in 2022. • Completed labor negotiations for successor MOUs with 7 recognized bargaining units. • Completed a City-wide total compensation study, conducted 12 classification studies for new or revised job classifications
• Conducted 49 recruitments for full-time regular positions, including a nationwide search for Police Chief and Finance Director.
• Onboarded 38 new full-time employees, and administered 46 internal promotions. • Maintained a robust safety training program with resumed in-person training, conducted safety inspections of all City facilities
• In coordination with the Housing Division, implemented the Employee Down Payment Assistance Program • Continued to expand paperless processes such as self-service features in the HR Payroll System to allow employees to manage online information, enabled new features for deferred compensation management and benefits open enrollment
• Administered Harassment Prevention Training Program for all City employees Objectives for Fiscal Year 2022-23:
• Implement Paid Family Leave program
• Continue to maintain the COVID-19 Prevention and Response Program, implemented policy and procedure updates in accordance with changing Federal and State guidelines • Implement LEAP Leadership Academy Executive session and 360-degree assessments • Resume in-person training and continue online training through the Regional Training and Development Consortium, expand opportunities for management training • Expand Youth Summer Internship Program to include placements with local employers • Implement employee services and enhancements to support financial education, student loan assistance, and • Activate employee Engagement and Wellness committee and conduct City-wide employment Engagement • Conduct review analysis of recruitment, training, policies and employee benefits and resources for potential changes or enhancements to better support diversity, equity and inclusion objectives.
City of South San Francisco | FY2022-23 Budget Book Page 32 Organizational Chart
1.00 -Human Resources Director
Leah Lockhart
2.00 -Human Resources Manager
2.0 -Human Resources - Senior
2.0 - Human Resouces Analyst Il
3.0 -Human Resouces Technician
Expenditures Summary
$2,518,004 $475,407
(23.27% vs. prior year)
Expenditures by Expense Type
Budgeted and Historical Expenditures by Expense Type
$3
$2.5
$2
Millions $1.5
Interdepartmental
Supplies And Services
Salaries And Benefits
$0.5
City of South San Francisco | FY2022-23 Budget Book Page 33 Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $1,433,308 $1,547,671 $1,547,671 $2,057,353 32.9% Benefits
Supplies Anc $112,595 $386,461 $394,284 2%
Services $622,068
Interdepartmental $108,465 $108,465 $108,465 $66,366 -38.8% Total Expense $1,654,368 $2,042,597 $2,278,204 $2,518,004 23.3% Objects:
Positions Summary
Change of
2022-23
Human 2021-22 2022-23 from
Resources Position Title Actual Filled Vacant Plan 2021-22 Full Time Director of Human Resources 1.00 1.00 1.00 0.00 Full Time Human Resources Analyst Il 3.00 3.00 2.00 -1.00 Full Time Human Resource Analyst - Senior 2.00 2.00
0265 Human Resources Technician 2.00 2.00 1.00
Full Time 3.00
Full Time M775 Human Resources Manager 1.00 1.00 2.00 1.00 SUBTOTAL Full Time 7.00 7.00 10.00 3.00
TOTAL FTE- Human Resources 7.00 7.00 10.00 3.00
FY 2022-23 Changes and Highlights:
Positions:
• Replace 1.0 FTE Human Resources Analyst II with new 1.0 FTE Human Resources Analyst - Senior position • Add new 1.0 FTE Human Resources Analyst - Senior position • Add 1.0 FTE Human Resources Technician position
• Add 1.0 FTE Human Resources Manager position
Supplies and Services Expenditures:
• $100,000 Consulting services for Youth Summer Internship Program (YSIP) • $80,000 Du-All safety consulting services
• $50,000 Consulting services for DEI training and employee engagement/DEl survey • $230,000 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 34 Economic and Community Development
Mission Statement: The Department of Economic and Community Development is responsible for the preservation and improvement of the physical and economic conditions of the South San Francisco Community. The Department provides the administrative oversight that contributes to the successful completion of the goals, objectives, and daily operations of the Division of Economic Development, Redevelopment, Building, Planning, Housing and Community Development.
The Department supports its mission to the City through:
• Promote and maintain quality development and economic vitality. • Build a beautiful city and foster high-quality urban design through the management of the General Plan and other land use plans, regulations, and initiatives.
• Oversee the regulatory functions in a way that assures balanced, high-quality development and safeguards life, property, and public welfare in buildings. Ensure that projects conform to plans and conditions when they are built. • Support local businesses and foster a vibrant, balanced source of jobs for local residents. • Achieve the highest level of customer service through teamwork, dedication, initiative, innovation, and continuous learning, training and adoption of best practices.
• Maintain a work culture that is professional, supportive, trusting, honest, fast-paced, fun, genuine, and respectful.
Accomplishments in Fiscal Year 2021-22:
1. Building Permit Division permit issuance:1516 permits issued!
2. Active South City Bicycle and Pedestrian Plan near completion
3. Successfully implemented renter assistance programs, funded legal assistance, and leveraged federal, State, and regional funds where possible for pandemic related relief
4. Implementation of Guaranteed Basic Income Pilot Program
5. Opened the Economic Advancement Center, providing a one-stop-shop for South San Francisco residents and businesses to seek high-quality assistance, including:
a. Workforce development services through JobTrain
i. Stabilization, including rapid-reemployment
il. Skills upgrades & job placement services
iii. Classroom training
b. Small business assistance through Renaissance Entrepreneurship Center i. One on one technical assistance
ii. Classroom training & workshops
ili. Networking events
Objectives for Fiscal Year 2022-23:
1. Complete hiring of vacant, unfrozen and any new positions
2. Complete General Plan Adoption, companion Zoning, and Climate Action Plan
3. Complete Active South City, the City's new Bicycle and Pedestrian Master Plan
4. Convey city properties for housing development and investment, including:
a. PUC property
d. 109 Longford
5. Present strategy for housing trust fund and commercial linkage fee spending to City Council and develop implementation plan
6. Begin housing preservation policy development using Breakthrough Grant-funded housing fellow
7. Support construction of fully-affordable housing developments by Eden Housing, For the Future Housing, and Bridge Housing
8. Continue partnership with Hello Housing for the Bright in Your Own Backyard ADU Program
9. Determine next steps for redevelopment of City/former RDA-owned properties, including:
a. Municipal Services Building
b. Miller/Maple Parking lot
c. 905 Linden
10. Explore funding opportunities for a second cohort for Guaranteed Basic Income Program
11. Formalize outdoor dining program, implementing application process, design standards and enhanced operational standards
City of South San Francisco | FY2022-23 Budget Book Page 35
12. Evaluate new permitting software shared across ECD, Fire, Finance and Engineering to implement for improved synergy and online functionality
Organizational Chart
1.0 - Economic & Community Development Director
Nell Selander
1.0 - Deputy Economic &
Community Development Director
1.0 - Management Analyst I|
1.0 - Administrative Assistant I
Economi evelopment Building Division Housing Division Planning Division
1.0 - Economic 1.0 -Chief Building 1.0-Housing Office / 1.0 -Chief Planner Development Manager Official Administrator 2.0-Principal Planner
1.0 -Economic 1.0 - Assistant Building 2.0-Management 4.0 - Senior Planner Development Specialist Official Analyst Il 1.0-Planning
2.0-Sr Building Inspector 1.0-Management Technician
Hourly: Analyst 1.0-Administrative
1.0 - Miscellaneous 1.0 - Administrative Assistant Il
0.2 - Misc. - Research Asst Building Inspector (new) Assistant 1
0.2 - Misc. - Rehab 1.0-Sr Permit
Specialist Technician
1.0 -Permit Technician
1.0 -Administrative
Assistant I|
Expenditures Summary
$8,907,770 5640,120
(8.27% vs. prior year)
Expenditures by Expense Type
City of South San Francisco | FY2022-23 Budget Book Page 36 Budgeted vs. Historical Expenditures by Expense Type
$10
$8
$6
Millions • Capital outay
Interdepartmental
$4 • Supplies And Services
• Salaries And Benefits
$2
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $4,806,243 $5,264,926 $5,802,705
Benefits $5,264,926 10.2%
Supplies And $7,904,027 $2,795,231
Services $1,426,840 $2,635,208 6.1%
Capital Outlay $0 $0 $60,000 $40,000 N/A
Interdepartmental $327,517 $327,516 $327,516 $269,834 -17.6% Total Expense $6,560,599 $8,227,651 $13,556,469 $8,907,770 8.3% Objects:
City of South San Francisco | FY2022-23 Budget Book Page 37 Change of
2022-23
2021-22 2022-23 from
ECD Job Code Position Title Actual Filled Vacant Plan 2021-22 Full Time N140 Director of ECD 1.00 1.00 1.00
Full Time M145 ECD Deputy Dir/ Manager of ECD & Housing 1.00 1.00 1.00 Full Time M125 Associate Planner 2.00 1.00 1.00 -2.00
Full Time M210 Chief Building Official 1.00 1.00 1.00
Full Time M155 Chief Planner 1.00 1.00 1.00
Full Time M185 Economic Development Coordinator 3.00 2.00 1.00 -3.00 Full Time Economic Development Manager 1.00 1.00
Full Time - Economic Development Specialist 1.00 1.00
Full Time - Housing Officer / Administrator 1.00 1.00
Full Time M725 Community Development Coordinator 1.00 1.00 -1.00 Full Time M215 Assistant Building Official 1.00 1.00 1.00 Full Time M590 Principal Planner 2.00 2.00 2.00
Full Time M335 Senior Planner 2.00 2.00 4.00 2.00
Full Time M570 Management Analyst I 1.00 1.00
Full Time M560 Management Analyst Il 3.00 2.00 1.00 3.00 Full Time A462 Planning Technician 1.00 1.00 1.00
Full Time A700 Senior Permit Technician 1.00 1.00 1.00
Full Time A460 Permit Technician 1.00 1.00 1.00
Full Time Plans Examiner / Building Inspector 1.00 1.00 Full Time A400 Senior Building Inspector 2.00 2.00 2.00 Full Time A135 Building Inspector 3.00 3.00 3.00
Full Time 0315 Administrative Assistant I 2.00 2.00 2.00 Full Time 0310 Administrative Assistant I| 2.00 1.00 1.00 2.00 SUBTOTAL Full Time 30.00 24.00 6.00 31.00 1.00
Hourly X280 Miscellaneous Hourly 1.00 1.00 1.00
0.20 0.20 0.20
Hourly X280 Miscellaneous Hourly-Research Assistant :
Hourly X280 Miscellaneous Hourly-Rehab Specialist 0.20 0.20 0.20 SUBTOTAL Hourly 1.40 0.40 1.40 0.00
TOTAL FTE- ECD 31.40 25.00 6.40 32.40 1.00
FY 2022-23 Changes & Highlights:
Positions:
• Upgrade 2.0 FTE Associate Planners to Senior Planners • Replace 3.0 FTE Economic Development Co-ordinators with new 1.0 FTE Economic Development Manager position, new
1.0 FTE Economic Development Specialist position, new 1.0 FTE Housing Officer / Administrator position • Replace 1.0 FTE Community Development Co-ordinator with 1.0 FTE Management Analyst I • Add new 1.0 FTE Plans Examiner / Building Inspector position Supplies and Services Expenditures:
General Fund:
• $150,000 Bio-conference Marketing (one-time funding)
• $76,000 Holiday Lights program - supplemental funding (one-time funding)| • $75,000 Construction management services (one-time funding) • $40,000 vehicle for new Plans Examiner / Building Inspector position, • $341,000 TOTAL
Housing Fund:
• $200,000 General housing consultant services
• $200,000 TOTAL
Commercial Linkage Fee Fund:
• $495,350 Remaining appropriation for $1 million Hello Housing contract (already approved by Council) • $495,350 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 38 Fire Department
Mission Statement: The South San Francisco Fire Department exists to protect people, property and the environment from the impacts of fire, medical emergencies, the release of hazardous materials and natural or human caused disasters. We will work to prevent injury and damage through education, fire prevention and fire/ life safety code enforcement.
The Department supports its mission to our community
through:
• Education
• Fire Prevention
SOUTH
• Fire Code Enforcement
SAN FRANCISCO
• Emergency Response
THE INDUSTRIAL CIT
• Emergency Medical Services
• Disaster Preparedness
• Fire Administration
Accomplishment Highlights:
• Fire personnel responded to over 8,460 incidents in
2021
• Responded to 5,912 EMS calls creating just under 4,000 ambulance transports • Conducted over 3,800 inspections.
• Completed all California state mandated inspections and reported to City Council. • Completed over of 22,000 hours of training.
• Over 8,500 CERT volunteer and training hours.
• More than $7.4 million in FY20-21 in revenue collected for Ambulance Transport, Fire Prevention Inspections, Plan
Check, and safety classes.
• Promoted one Battalion Chief, two Fire Captains, two Fire Apparatus Engineers, and one Administrative Assistant I. • Hired a Fire Marshal, 10 new Paramedic Firefighters, eight Emergency Medical Technicians.
• Responded to 11 separate CalOES, CalFire, CA-TF3
deployments utilizing 34 different personnel over 82 days, resulting in $1.2 million in reimbursement.
• Qualified a Battalion Chief as a Strike Team Leader, two new Engine Bosses, five new Acting Captains, six new Acting Engineers and two Fire Investigators.
• Collaboration with County of San Mateo Public Safety Communications to implement new CAD dispatching system throughout County of San Mateo for 911 fire and medical calls. • Obtained $130,000 in grants from California Water Service District, Federal Urban Area Security (UASI) and State Homeland Security for personal protective equipment, rescue boat power train, USAR technical rescue equipment and personal radiological detectors.
• Installed PPE turnout racks at Station 64
• Gained a Certificate of Authority to be allowed to fly Unmanned Aerial Vehicles (drones) for emergency response in South San Francisco
• Implemented new inventory, training and placement of 75 Self-Contained Breathing Apparatus on every emergency response vehicle.
• Placed an Office of Emergency Services Type VI fire apparatus into service. • Installed an external fire protection system to the Sign Hill radio infrastructure building • Planned and participated in County operated COVID -19 vaccine clinics and testing sites. • Supported vaccinating at County sites with over 500 personnel hours • Offered four community CPR classes in different languages (English, Spanish, Cantonese, Mandarin, Tagalog), five BLS Healthcare Provider Classes, eight AHA Heartsaver Classes and four AHA Pediatric Heartsaver Classes • Awarded the Mission Lifeline Gold Rating from American Heart Association for cardiac arrest care excellence.
City of South San Francisco | FY2022-23 Budget Book Page 39 • Secured, inventoried, and stored tens of thousands of dollars of reserve PPE and EMS equipment via various grants and County disbursements
• Assisted with hosting two San Mateo County Fire Academies and two City College of San Francisco Academies (Spring and Fall)
• Initiated 12 Task books for various specialties such as Acting Captain, Acting Engineer, Rescue Boat Operator, Wildland driver 1E, Engine/ Crew Boss, Strike Team Leader, Division Group Supervisor, one Fire Inspector and one Fire Inspector 2.
• Sent personnel to 42 different State Fire Marshal accredited classes ranging in topics from Chief Officer, Company Officer, Driver Operator, Wildland, Fire Investigation, Fire Inspection, Water Rescue, Technical Rescue, Peer Support, Hazardous Materials Technician and EMS certifications • Hosted three Rope Rescue Technician courses, two Confined Space Technician Courses, Three S-212 Wildland Chain Saw Operations Courses and a Water Rescue (large vessel) Course • Completed Fire Prevention week, included 11 schools and approximately 1200 students • Completed a total of 3,888 inspections of new and existing facilities. • 647 Fire Protection System and Construction reviews
• 82 Fire Code project planning reviews
• Continued activation of EOC during COVID 19 pandemic to support citywide PPE and supply needs. • Held EOC exercise/training for City Staff and participated in the Regional Golden Eagle earthquake exercise. • Held City Wide EOC update on COVID-19 for City Staff
• Held Diamond Fire After Action Review Meeting
• Completed Local Hazard Mitigation Plan (LHMP) revision and gained Council approval • Participated in creating the ZoneHaven Coastwide Tsunami/Earthquake Procedure Document • Participated in the planning for Bayside document to be completed in 2022 • Began Local Jurisdiction Disaster Debris Management Plan planning • Supported numerous residential fires and or other incidents within the City of SSF to provide temporary sheltering assistance, other County resources to the public as well as logistical support for first responders and Objectives:
• Continue to review, revise and adopt department
policies and procedures.
• Evaluate current and future department services.
• Promote professional development training and
education.
• Utilize regional opportunities and develop in-house
exercises to reinforce EOC staff training and
demonstrate communications and logistics capabilities.
• Work with IT to implement additional technology in
Incident Management and EMS processes.
• Continue working toward a program aimed at reducing
chronic exposure of carcinogens for our members, both = in the station environment and on emergency scenes.
• Continue to expand and improve department peer support and firefighter wellness programs. • Collaborate with Human Resources to complete fire department recruitments. • Design and plan for new fire stations 63 and 62.
• Implement new unstaffed aerial vehicle program.
• Complete purchase and training for new ambulance.
• Reinstate CERT academy.
• Utilize grant funding to enhance station security for stations 61 and 64. • Continue progressing towards department reorganization plan.
Budget Highlights:
• Expand local recruiting and hiring efforts, including reconfiguring fire department youth programs and
outreach opportunities.
• Participate in citywide Safety and Leadership programs. • Focus on firefighter wellness and injury prevention.
City of South San Francisco | FY2022-23 Budget Book Page 40 • Increase training and career development throught
training and education of Fire employees.
• Emergency Management exercises will continue to
involve citywide staff and their Emergency Operations
Center responsibilities.
• Maintain number of Urban Search and Rescue (USAR)
certified personnel.
• Pursue additional grant funding opportunities.
• Continued recruitment and development of CERT
members
• Continue Health and Safety CPR / First Aid training
• Provide hands only CPR and bleeding control training for SSF high school students
• Conduct emergency response training and exercises
related to evolvina risks in our communitv.
Organizational Chart
1.00 -Fare ChiMe
ins Magde
The Preventan Duie
100 Fee Manhal
00 1:00-Orpiny fre Mishal
200/ Salony impritariantras
300-Safete impedar s
100-Adminltueve And
1.00 Deget Far Ched
100 Fei Bitten Ora
3.00 -Fee Capt
5.00 Fee
1.00-Fae Batalon Oat
140-
100-EMS Battalen CoM
Jatalion Chef
in Captain
1.40 - gray Medical
Tarsalan cartrati
1.00 -Tine Battalion Chief
5.00 Fine Captain
5.00 - Fee Aparatas Eng
1100 Parante/ to
1.80 -Eme ge sty Medical
Techakian (cattrati
Expenditures Summary
City of South San Francisco | FY2022-23 Budget Book Page 41 $1,805,227
$31,313,293
Expenditures by Expense Type
Budgeted and Historical Expenditures by Expense Type
$35
$30
$25
Interdepartmental
Supplies And Service
Salaries And Benefit:
$10
$5
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $27,960,540 $25,703,062 $25,703,062 $26,538,285 3.2% Benefits
Supplies And $1,991,205 $2,007,758 $2,287,195 $2,720,380 35.5% Services
Interdepartmental $1,865,577 $1,797,246 $1,797,246 $2,054,628 14.3% Total Expense $31,817,321 $29,508,065
Objects: $29,787,503 $31,313,293 6.1%
City of South San Francisco | FY2022-23 Budget Book Page 42 Change of
2022-23
2021-22 2022-23 from
Fire Job Code Position Title Actual Filled Vacant 2021-22 Full Time N150 Fire Chief 1.00 1.00
Full Time Deputy Fire Chief 1.00 :
M110 1.00
Full Time M780 Emergency and Safety Manager 1.00 1.00
Full Time M560 Management Analyst I| 1.00 1.00 1.00
Full Time M410 Fire Marshal 1.00 1.00 1.00
Full Time Deputy Fire Marshal 1.00 1.00 1.00
Full Time M390 Fire Battalion Chief (56 Hours) 3.00 3.00 3.00 Full Time M205 Fire Battalion Chief (40 Hours) 2.00 1.00 1.00 2.00 Full Time B120 Fire Apparatus Engineer 15.00 15.00 15.00 Full Time B100 Fire Captain 15.00 15.00 15.00
Full Time B130 Paramedic Firefighter 39.00 36.00 3.00 39.00 Full Time B195 Safety Inspector I! 3.00 2.00 1.00 3.00
Full Time 0315 Administrative Assistant I 2.00 2.00 2.00 Full Time 0340 Sr Administrative Assistant 1.00 1.00 1.00 Full Time A225 Accounting Assistant I! 1.00 1.00 1.00
SUBTOTAL Full Time 87.00 80.00 7.00 87.00 0.00
FT Contrac X181 Safety Inspector 2.00 2.00 2.00
FT Contrac X281 Emergency Medical Technician 4.20 4.20
SUBTOTAL FT Contract 6.20 6.20
Hourly X540 Fire Courier 0.29 0.29
SUBTOTAL Hourly 0.29 0.00 0.29 0.00
Total FTE- Fire 93.49 86.49 7.00 93.49 0.00
FY 2022-23 Changes & Highlights:
Positions:
• None
Supplies and Services Expenditures:
General Fund
• $347,184 - (10) Cardiac monitors with all associated accessories • $150,000 - Increase plan review contract services by $150,000 to for third fire plan review consultant. • $150,000 - Quality Assurance Fee
• $70,621 - SCBAs (NFPA 2018 Version) 5500 psi -Snap-Change Cylinder • $50,438 - Professional Services costs related to San Mateo County Public Safety Communications (PSC) and HAZMAT/OES (County contribution)
• $33,880 - 3 unmanned aerial vehicles (UAV) with controllers, monitors, batteries, propellors, cameras, cases and other associated equipment.
• $25,141 - 5G High-Performance Multi-Network Vehicle Routers • $21,000 - Recruitment Expenses
• $15,400 - 4 BK portable radios for fire investigators and Emergency Responder Radio System testing • $13,693 - (2) Red T3X X-Factor Thermal Imagers
• $13,220 - Emergency Preparedness Materials
• $11,858 - (10) AirTraq intubation handles, (26) AirTraq blades, and associated equipment • $10,000 - Increase the individual fire stations' operating supplies budget • $7,700 - Weather Station and fixed camera for Sign Hill • $7,700 - Radio Frequency and hardware
• $5,000 - Monthly calibration for MSA Altair 5X multi-gas detectors • $5,000 - Fire Station Mattress Replacement Program
• $4,500 - Quarterly breathing air testing
• $1,979 - National Fire Protection Association (NFPA)_Handbooks • $944,314 TOTAL
Public Safety Impact Fee Fund (Fund 821).
• $103.704 - (10) Cardiac monitors with all associated accessories • $21,094 - SCBAs (NFPA 2018 Version) 5500 psi -Snap-Change Cylinder • $10,120 - Drones
• $7,510 - (8) 5G High-Performance Multi-Network Vehicle Routers for fire apparatus including installation.
City of South San Francisco | FY2022-23 Budget Book Page 43 • $4,600 - 4 BK portable radios for fire investigators and Emergency Responder Radio System testing • $4,090 - (2) Red T3X X-Factor Thermal Imagers
• $3,542 - Request for (10) AirTraq intubation handles, (26) AirTraq blades, and associated equipment • $2,300 - Weather Station and fixed camera for Sign Hill. • $2,300 - Radio Frequency and hardware
• $159,260 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 44 Police Department
POLICE DEPARTMENT
(ARTMEN
POLICE
POLICE
DEPARTMENT
Mission Statement: We are committed to proactively reducing crime, enhancing public safety, and addressing quality of life issues through education, enforcement and community partnerships in order to make a better South San Francisco.
Vision:
We will maintain the highest ethical standards in all aspects of our duties and continually work with the community to develop a relationship built on trust and respect. We will serve the citizens of South San Francisco in the most courteous, efficient, and professional manner possible.
The Department Supports its Mission to the City Through:
• Citizen's Academy program, presented since 1998
• Community Academy program in Spanish, presented since 2000 • Youth Academy program for children, 10 to 14, presented since 2015 • Summer Youth Academy, presented since 2018
• Gatepath Academy program, presented since 2017
• Providing numerous community outreach programs and services to our community • The YES (Youth Enrichment Series) Program. The program is targeted to 5th grade classes but can easily be taught to younger elementary school classes and middle school classes as well. The lessons cover subjects such as Bullying, Communication, Decision Making, Online Dangers, and Substance Abuse. • Numerous Middle School / High School classes on cyber-bullying / digital safety • High school juniors and seniors participated in the Every 15 Minutes DUI education program • Police Explorer program designed to encourage teenagers and young adults to actively participate in the police department and give back to their community
• National Night Out program to allow community members to interact with police officers Accomplishment / Initiative Highlights in Fiscal Years 2021-2022:
• Newly promoted Police Chief, Deputy Police Chief, and other Command Staff members • Neighborhood Response Team (Sergeant / Corporal / 2 Officers) • Continued mission - enforcement, intelligence, community relationship building • Community Outreach Team - formerly Downtown Bicycle Patrol (2 Officers) • Continued mission - addressing quality of life issues in the Downtown area • Worked extensively with the Homeless Outreach Team to assist transient / less-fortunate individuals to find housing and obtain social services
• Awards received:
• Officer John Hahn - Valor Award (Successfully provided lifesaving efforts to citizens on two separate incidents)
• Detective Corporal Richard Amador - Service Award (Excellence in high-profile criminal investigations)
• Full implementation of Racial and Identity Profiling Act requirements per CA AB953 City of South San Francisco | FY2022-23 Budget Book Page 45 • Full implementation of CIBRS for collecting and reporting crime statistic information • Full implementation of Community Wellness and Crisis Response Team • Fully relocated operations to the new Police Operations Center • Department body-worn camera and in-car video system replacement purchase valued at $242,238 • Office of Traffic Safety traffic and DUl enforcement grants. The grant for the 2021-2022 year was $125,000.
This is the 13th year of the OTS grant partnership - we have received $ 1,667,256 to date. • California Department of Justice Tobacco Grant Program (Proposition 56). The grant application was approved by Cal DOJ in November 2021 and the Police Department was awarded a grant for $216, 855.
The operating period on the grant is from December 1, 2021 through June 30, 2025. • Department of Justice (DOJ) Bulletproof Vest Partnership (BVP) for soft armor vests in the amount of $15,822.07. The Police Department was awarded 50% of the amount in October 2021. The BVP award of $7,911.04 will be used to reimburse the City the cost of soft armor vests purchased from April 2021 continuing through August 31, 2023.
• Acquired a new virtual reality training system (InVeris Training Solutions) for crisis intervention, de- escalation, and force options training at no cost from the California Commission on POST (Peace Officer Standards and Training)
• Completed Crisis Intervention Training for the majority of sworn Department personnel • Continued seamless law enforcement operations through Covid-19 pandemic, to include assisting with numerous food distribution projects and vaccination/testing sites, fulfilling mandated training through remote learning, and expansion of on-line reporting.
• Obtained a new armored rescue vehicle with funding from an Urban Areas Security Initiative (UASI) Program grant.
• Expanded the department Honor Guard team
• Purchased and implemented new Panasonic computers and keyboards in the patrol vehicles ($250,000)
• Develop emergency contingency dispatch program with San Mateo County Public Safety Communications, and established our state-of-the-art Communications Center as a back-up facility for the San Mateo Police Department
• Implement hardware / software requirements for Racial and Identity Profiling Act reporting • Utilized DOJ asset-seizure funds to source furniture, fixtures and electronics for new Police Operations Center
• Successfully transitioned to the California Incident Based Reporting System (CIBRS) for collecting and reporting crime statistic information
Objectives For Fiscal Years 2022-2023:
• Maintain staffing levels and retain high quality employees • Implement Lead Communications Dispatcher positions
• Reclassify one Police Service Technician as a Property/Evidence Specialist • Publish information demonstrating how the police department supports and conforms to the concepts of 21st Century Policing
• Implementation of fixed Automatic License Plate Recognition (ALPR) cameras throughout the City • Continue partnership with the Homeland Security Investigations (HSI) Task Force • Participate in the multi-agency Alcohol Beverage Control (ABC) grant • Explore the acquisition of Health and Wellness program for PD personnel • Implement a formal Mentoring Program for succession planning • Increase the number of hybrid/clean energy vehicles in the police fleet • Conduct a 3-day Team Building Workshop for the new police leadership team • Explore options for a more efficient redaction system for videos related to PRA requests • Continued support of the mental health clinician pilot program • Work with Equity and Inclusion Officer and the Equity and Safety Advisory Board to reduce racial and social disparities in policing.
• Continued goal of 100% of sworn officers trained in conflict de-escalation (CIT) • Continued goal of 100% of sworn officers trained in evidence-based implicit bias City of South San Francisco | FY2022-23 Budget Book Page 46 Organizational Chart
Police Chief - Scott Campbell
SYSTEMS MANAGER ADMINISTRATIVE STAFF
Daryl Jones - Deputy Chief - Ron Carlino
SENIOR ADMINISTRATIVE
SERVICES Mary Ann Spediacal
MANAGEMENT ANALYST
Laura Soto
COMMUNICATIONS
MINISTRATIVE ASSISTAN
MANAGER
Elizabeth Kennar
COURTOFECEE
SUPERVISORS Esther Im (P/T
Jana Quintero
Ken chec
Sean CATI
rom Lopez (SLO
PLANNING LA SON BERGEANT.
Easy Meer (PITE
ejandra Gonzalez (F
RECORDS
POL
TOENCE - Tanner Piccolot
ck Miche
119 Chris Weatherford
10 Velson Primo
Bradley DeVos
TOTAL EMPLOYEES: 129 Joshua Navarrete
PARKING ENEORCEMENT OFFICERS
Gurmeet Singh
Expenditures Summary
$32,957,662 $570,889
(1.76% vs. prior year)
Expenditures by Expense Type
City of South San Francisco | FY2022-23 Budget Book Page 47 Budgeted and Historical Expenditures by Expense Type
$40
$30
Supplies And Services
• Salaries And Benefits Interdepartmental
$10
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $27,720,154 $28,949,698
Benefits $28,724,489 $29,031,246 0.8%
Supplies Anc
Services $1,269,151 $1,691,631 $1,759,670 $1,626,101 -3.9% Interdepartmental $1,970,653 $1,970,653 $1,970,653 $2,381,864 20.9% Total Expense
Objects: $30,959,959 $32,386,774 $32,761,570 $32,957,662 1.8% City of South San Francisco | FY2022-23 Budget Book Page 48 change of
2022-23
2021-22 2022-23 from
Police Job Code Position Title Actual Filled Vacant Plan 2021-22 Full Time N155 Police Chief 1.00 1.00 1.00 0.00
Full Time M765 Deputy Police chief 1.00 1.00 1.00
Full Time M280 Police Captain 2.50 2.00 2.00 -050
Full Time M275 Police Lieutenant 4.50 4.00 4.00 -0.50
Full Time C165 Police Sergeant 13.00 13.00 13.00 0.00
Full Time C100 Police Corporal 16.00 16.00 16.00 0.00
Full Time C115 Police Officer 46.00 45.00 45.00 0.00
Full Time M285 Police Records & Comm. Manager 1.00 1.00 1.00 0.00 Full Time C200 Supervising Police Records Specia 1.00 1.00 1.00 0.00 Full Time C110 Police Property/ Evidence Special 1.00 1.00 1.00 0.00 Full Time C105 Police Records Specialist 4.00 4.00 4.00 0.00 Full Time C210 Crime Analyst 1.00 1.00 1.00 0.00
Full Time A365 Supervising Dispatcher 2.00 2.00 2.00 0.00 Full Time A150 Communications Dispatcher 14.00 12.00 2.00 14.00 0.00 Full Time C175 Parking Enforcement Officer 3.00 3.00 3.00 0.00 Full Time C220 Police Media Technician 1.00 1.00 1.00 0.00 Full Time X125 Police Service Technician 4.00 4.00 4.00 0.00 Full Time 0340 Senior Administrative Assistant 1.00 1.00 1.00 0.00 Full Time M570 Management Analyst! 1.00 1.00 0.00
Full Time 0315 Administrative Assistantl 1.00 1.00 1.00 0.00 SUBTOTAL Full Time 118.00 114.00 4.00 118.00 0,00
PT Regular X445 Communications Dispatcher 0.60 0.50 0,.00 SUBTOTAL PT Regular 0.60 0.50 0.00
Hourly X280 Miscellaneous Hourly 0.13 0.15 0.00
Hourly X2B0 RIPA Coordinator 0.75 0.75 0.75 0.00
Hourly X125 Police Service Technician 2.00 1.52 0.45 2.00 0.00 Hourly X190 Police Property/ Evidence Assista 0.45 0.48 0.45 0.00 Hourly X193 Police CourtLiaison 0.45 0.45 0.00
SUBTOTAL Hourty 3.84 2.75 0.48 3.84 0.00
TOTAL FIE- Police 122.44 116.75 4.48 12244 0.00
FY 2022-23 Changes & Highlights:
Positions:
• Decrease 2.0 FTE Communications Dispatcher |
• Add 2.0 FTE Lead Communications Dispatcher (new position) • Decrease 1.0 FTE Police Service Technician
• Increase 1.0 FTE Property/Evidence Specialist
Supplies and Services Expenditures:
• $25,000 Officer wellness support
• $12,780 Monthly radio maintenance increased costs
• $66,458 Body worn cameras (Axon- resolution#200-2021). • $104,238 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 49 Public Works
Department of Public Works
2021-22 Accomplishments & 2022-23 Objectives
Mission Statement
In partnership with our diverse community, we proudly support and sustain the environment and infrastructure through responsiveness, innovation, and professionalism.
The Public Works Department supports its mission to the City through cost-effective and environmentally responsible services in the areas of design, construction, inspection, maintenance and operation of the City's infrastructure. These services enhance the health and well-being of our community, making South San Francisco a beautiful and safe city to work, live, and play.
Engineering Division
• Continued construction of Kilroy Oyster Point Phase 1C infrastructure to 80% completion. • Recorded two outside Service Agreements for future unincorporated property annexations. • Awarded construction of South Airport Belle Aire Public Access Improvements Project (st2004). • Received the 2021 Admin Rookie of the Year (Kim
Santos Macaraig) from the American Public Works
Association.
• Began preliminary design of Colma Creek Oak
Avenue Pedestrian Bridge Replacement (sd2202).
• Began master planning of Country Club Park
Sewer Master Plan (ss1801).
• Hosted a small Groundbreaking Ceremony to kick-
off construction of the Orange Memorial Park
Stormwater Capture Project (sd1801). Completed
approximately 70% of construction and plan to
complete construction Spring 2022.
• Advertised, bid, and coordinated with CCAG to increase funding by $1.6M for construction of the SSF Smart Corridors Expansion Project (tr2002).
• Completed deployment of an automated traffic signal performance measures (ATSPM) system with funding provided by MTC through a $627,764 IDEA grant.
• Permitted 11 miles of underground conduit in partnership with Intermountain Infrastructure Group for future use which will enable the City to more easily and more cost-effectively install fiber by threading it through existing conduits to build out the City's network and expand Wi-Fi access citywide.
Construction began in 2021 and scheduled to be completed in 2022. • Completed the Preliminary Study Report for the South Linden Avenue and Scott Street Grade Separation (st1004).
• Awarded a $249,000 HSIP Cycle 10 grant for Curb
Ramp and Pedestrian Improvements Project (tr2202).
• Continue to improve the City's signal infrastructure
through adaptive traffic signals control system and
improved technologies.
• Awarded grant funding from the MTC Safe and
Seamless Mobility Quick Strike Program of $2.12
million dollars for Grand Boulevard Initiative Phase III (st1807).
• Began construction of the East Grand Avenue Safety
Improvement Project (tr2102).
City of South San Francisco | FY2022-23 Budget Book Page 50 • Completed pavement rehabilitation of 48,314 square yards of collector and residential streets as part of 2020 Pavement Rehabilitation Project funded by Bond Measure (st2202). • Completed replacement of 77 non-ADA-compliant curb ramps with ADA compliant curb ramps as part of 2020 Pavement Rehabilitation Project part of (st2202). • Completed installation of 5 new speed humps on residential streets to improve traffic calming part of 2020 Pavement Rehabilitation Project part of (st2202).
• Completed installation of a new Traffic Signal at Spruce & Commercial partially funded by a $444,000 HSIP grant (tr1801).
• Completed construction of Linden Ave Phase I Traffic Calming Improvements partially funded by a $400,000 TDA grant (st1601).
• Completed construction of Linden Ave Phase II and Spruce Ave Traffic Calming Improvements partially funded by a $868,000 ATP grant (st1602).
• Completed installation of one set of Rectangular Rapid Flashing Beacon at crosswalks located near Martin Elementary School part of (st1602).
• Completed installation of concrete curb extension and Bus Shelter at the corner of Linden Ave & California Ave part of (st1602).
• Completed installation of new STOP signs & legends at Willow & Miller and Maywood and Brentwood (TAC Requests).
• Completed installation of designated right turn pocket at intersection of Hickey Blvd and Camaritas Avenue (TAC Request).
• Completed replacement of school zone yellow crosswalks and pavement markings with white crosswalks and pavement markings (TAC Request).
• Started construction of 2021 Concrete & Green Infrastructure Project funded by Bond Measure (st2203). • Completed design of 2022 West Pavement Rehabilitation Project funded by Bond Measure (st2204 - West of Junipero Serra Boulevard).
• Began design of 2022 East Pavement Rehabilitation Project funded by Bond Measure (st2204 - East of El Camino Real).
• Issued 580 Encroachment Permits collecting approx. $950,000 in fees in 2021. • Issued 236 Transportation Permits collecting approx. $4,000 in fees in 2021.
Maintenance Division
• Adopted Mandatory Organic Waste Disposal Reduction
Ordinance in accordance with regulations of Senate Bill 1383 and towards meeting statewide organic waste reduction goal by MARIPOSA 2025.
• Gained 631 new users of the Free South City Shuttle app, which provides real-time location, route, schedule, and customer service information to the public.
• Awarded $80,000 C/CAG Lifeline Cycle 6 Grant funding towards marketing and outreach for Free South City Shuttle program in 2021-2023, to help increase ridership and expand service of the program.
• Collected approximately 44,400 gallons of trash and 13,830 gallons of recycling with the (10) Bigbelly smart and solar waste and recycling units in the downtown area. These receptacles have streamlined operations and collection efficiencies, maintaining the City's sustainable practices and reducing its carbon footprint.
• Coordinated two successful Citywide Clean Up events available to South San Francisco residents, which collected over 107 tons of trash and recycling, and over 40,000 Ibs. of electronic waste (e-waste). These events are a collaboration involving ZARC Recycling, city's franchised hauler SSF Scavenger Co., Inc., and the City.
• Continued management of the Free South City Shuttle program operations, which provided free transportation to an average 5,000 passengers per month. • Improved city's Adopt-a-Storm Drain program webpage and registration process. Maintained steady program participation to 111 volunteers and 184 adopted drains. This program's efforts are in line with the sustainability objectives of the City's Climate Action Plan by helping clear litter from our waterways City of South San Francisco | FY2022-23 Budget Book Page 51 leading to the San Francisco Bay, while also helping beautify our South San Francisco neighborhoods.
• Inspected city-owned storm drain inlets and verified inlet markings were legibly labeled with an appropriate pollution prevention message, in compliance with the City's Municipal Regional Permit.
• Flushed over 260,000 linear feet (50.17 miles) of sanitary sewer main for blockage prevention.
• Collected over 1,800 cubic yards of debris from street sweeping operations alone.
• Code Enforcement team resolved and closed 836 of the 973 cases opened in 2021.
• In the last year, Public Works Maintenance addressed 4,112 requests for service from the public (see following breakdown):
Streetlight Debris in Street or
Storm Drain
Sinkhole. 145 Sidewalk
57 12 472
Signals.
207 Graffiti
Sign/Traffic Marking-
296
320
Homeless
Sidewalk/Curb Gutter Encampment
131
Shopping Cart -
451
Sewer Overflow 1079 L illegal Dumping
13 Sewer J
76 Pothole
148
Possible Code
Violation - Internal Possible Code
Parking Meter Repair
Only Violation
11 23 691
Water Quality Control Plant (WQCP) Division
• Received two influential awards from the California Water Environment Association (CWEA) including 2021 Laboratory Person of the Year (Janice Chapman) and 2021 Medium-Size Plant of the Year (SF Bay Section).
• Achieved all compliance regulations set forth by our National Pollutant Discharge Elimination System (NPDES) and pretreatment programs, in specific, compliance with the Clean Water Act (CWA). • Achieved construction completion goal of 90% of the 49-million-dollars capital improvement Wet Weather-Digesters Project to enhance and improve its conservation, recovery, and energy infrastructure as well as increased capacity and facilities to meet NPDES permit regulations. This project includes upgrades and new construction of the following. • Secondary Clarifier No. 4
• Modification to the Mixed Liquor Channel
• Modification to Aeration Basins No. 5 through No. 9
• Storm Water Pump Station No. 4 and No. 5
• Replacement of Digester No. 1
• Demolition of Digester No. 2
• Modifications to Digester No. 3
• Modifications to Digester Controls Building No. 1 and No. 2 • Addition of Recuperating Thickening System
City of South San Francisco | FY2022-23 Budget Book Page 52 • Digester No. 1 Sludge Transfer Sump
• Digester Draining Pump Station
• Digester Gas Conditioning System
• Modification of Air Floatation Thickener Equipment Building • Achieved construction completion goal of 100% of the 2-million-dollar capital improvement investment project to replace and enhance the Sodium Hypochlorite Facility. This project includes upgrades and new construction of the following.
• Replacement of three Sodium Hypochlorite storage tank • Replacement of various metering pumps
• Installation of new plastic process piping
• Installation of new heated safety eyewash stations to meet disinfection regulations with our National Pollutant Discharge Elimination System (NPDES) • Achieved construction completion goal of 100% of the 2-million-dollar capital improvement investment project to replace and enhance the Sodium Hypochlorite Facility. This project includes upgrades and new construction of the following.
• Achieved construction completion goal of 100% of the 3.5- million-dollar capital improvement to replace and upgrade the WQCP Switchgear & Cogeneration Controls. This
project includes upgrades of the following:
• New Main Power Service
• Replacements for Motor Control Center B
• Replacement of Switchboard K-2
• Upgrades to Switchboard K
• Creation of electrical Interconnection of MCC-S with
MCC-S1
• Installation of a new power meter network for
Switchboard
• Achieved construction completion goal of 100% of the 6.4- million- dollar capital improvement to upgrade Sanitary Sewer Pump Station No. 2. This project includes upgrades of the following:
• Replacing two existing 20 HP pumps with three 25 HP
submersible pumps
• Upsizing pump motors and replacing the motor control center • Adding new programmable logic controllers with auto- dialers and a telemetry connection to the City's Supervisor Control and Data Acquisition (SCADA) control system
• Installing new variable frequency drives
• Relocating and enlarging the wet well
• Installing a new standby generator outdoors to replace the existing, outdated indoor unit.
• Achieved construction completion goal of 100% to upgrade Sanitary Sewer Pump Station No. 1 in partnership with Garney Construction.
This project includes upgrades of the following:
• Completely a brand-new station including wet well, pumps, force main, and standby generator. • Added programmable logic controllers with auto-dialers and a telemetry connection to the City's Supervisor Control and Data Acquisition (SCADA) control system • Installed variable frequency drives
• Achieved construction completion goal of 85% of the 7.8-million-dollar capital improvement to provide Plant-Wide Coating and Corrosion Protection. This project includes upgrades of the following:
• Provide re-coating and corrosion protection to over 1,000 individual components, including structural supports, equipment, electrical boards and wiring, pumps, pipes, valves, and vaults in 46 buildings/process units and 13 pump stations.
• The purpose of this project is to prolong the useful life of the WQCP's system components, meet service expectations and regulatory requirements, and safeguard the system's safety and reliability.
City of South San Francisco | FY2022-23 Budget Book Page 53 • Continued to revise the Facilities Master Plan to create and complete a capital improvement project plan to upgrade the Dewatering and Biosolids Facility. In roads from the updated Facility Master Plan will help to reduce biosolids hauling costs and meet Senate Bill 1383 regulations to reduce organic loadings to landfills.
• Explored partnerships with South Bayside Waste Management Authority and South San Francisco Scavenger companies to trial and receive food waste onsite to reduce organic loadings to landfills while creating a more sustainable methane fuel to power the WQCP's Cogeneration to reduce electricity demand costs and dependence on PG&E electricity.
• Continued to develop and upgrade an online Operations and Maintenance Manual for all staff to utilize to more efficiently access information to diagnose and troubleshoot WQCP plant and station equipment.
• Refurbished of all Sanitary Sewer pump station sewer grinder systems. • Performed preventative maintenance and refurbishment of all Influent, Effluent, and pump stations sewage pumps.
• Calibrated and adjust all WQCP and Sanitary Sewer pump stations flow meters to meet NPDES permit requirements.
• Continued wastewater, safety, and career development training for division staff. 2022-23 Public Works Objectives
• Complete Kilroy Oyster Point Phase 1C Infrastructure Project. • Completion of staffing study for Engineering and Maintenance Divisions. • Continue progress of the Adaptive Traffic implementation. • Complete Infrastructure Assessment and Safety Program. • City EV implementation plan.
• Continued successful delivery of ongoing CIP.
• Continue and complete plant upgrade projects.
• Implement five-year sewer rate plan.
• Continue outreach and education to all waste generators for SB1383. • Perform stormwater infrastructure assessment.
• Continue Sewer Rehabilitation improvements.
• Continue Street Rehabilitation improvements (+20M$).
• Continue hosting Citywide Clean Up events bi-annually for SSF residents. • Continue enhancements of city's Adopt-a-Storm Drain program with increasing volunteerism. • Install at least ten (10) additionally Bigbelly trash and recycling receptacles to improve staff efficiencies and towards city's sustainability mission.
• Enhance outreach and education to South San Francisco community on SB 1383 and increase organics recycling collection to meet state recycling requirements. • Hire part-time maintenance workers to address graffiti proactively. • Maintain sanitary sewer overflow (SSO) occurrence minimization and improved reporting. • Receive and report out PG&E updates regularly.
• Continue to apply for and receive grant funding relating to traffic congestion management, city street improvements, electric vehicle purchasing, sustainability practices, stormwater pollution prevention, and transportation.
• Continue management of Free South City Shuttle, continue steady ridership, and successfully obtain next round of funding for following year, FY 2023-24.
• Proactively address community preservation standards through the code enforcement process and continue building positive relationships with residents in the SSF community. • Continue application of safety practices in all department operations and maintain low injury • Continue adoption of technology in city vehicles to improve efficiencies. • Continue meeting all compliance regulations set forth by our National Pollutant Discharge Elimination System (NPDES) and pretreatment programs, in specific, compliance with the Clean Water Act (CWA). • Continue Bayworks Partnership for Training and Resource Exchange Program. • Continue safety and career development training for department staff.
City of South San Francisco | FY2022-23 Budget Book Page 54 Organizational Chart
1.00 - Director of Public Works/City Engineer
Eunejune Kim
1.00 - Deputy Director of Public Works
Dave Bockhaus
1.00 - Management Analyst I
Engineering Division Maintenance & Operations Division Water Quality Control Plant Division
1.00 - Principal Enginee 1.00 - Program Manager 1.00 - Plant Superintendent
3.00 - Senior Civil Enginee 1.00 - Administrative Assistant I! 1.00 - Assistant Plant Superintendent
1.00 - Associate Civil Engineer 1.00 - Administrative Assistant I 2.00 - Administrative Assistant I
1.00 - Senior Engineering Technician
1.00 - Public Works Inspector
1.00 - Administrative Assistant Il Plant Operations
1.00 - Administrative Assistant | Code Enforcement .00 - Operations Superviso
1.85 - Engineering Intern (hourly) 3.00 - Code Enforcement Officer .00 - Lead Plant Operato
10.00 - Plant Operator V/I/III
1.00 - Maintenance Supervisor
Concrete & Asphalt Maintenance Plant Maintenance
1.00 - Lead PW Maintenance Worker 1.00 - Maintenance Supervisor
1.00 - Senior PW Maintenance Worker 1.00 - Lead Plant Mechanic
3.00 - PW Maintenance Worker 6.00 - Plant Mechanic I/II
1.00 - Equipment Operator 2.00 - Plant Utility Worker
3.00 - Plant Electrician I/II
Sewer & Storm Maintenance 1.00 - Plant Mechanic Apprentice
2.00 - Lead PW Maintenance Worker
1.00 - Senior PW Maintenance Worker
6.00 - PW Maintenance Worker
Street Cleaning & Traffic Markings Laboratory
1.00 - Lead PW Maintenance Worker 1.00 - Laboratory Supervisor
1.00 - Senior PW Maintenance Worker 1.00 - Senior Laboratory Chemist
2.00 - PW Maintenance Worker 2.00 - Laboratory Chemist
2.00 - Sweeper Operator 0.50 - Laboratory Chemist (hourly)
4.00 - Part-time PW Maintenance Worker
Environmental Compliance
1.00 - Env Compliance Supervisor
1.00 - Electrical Maintenance Supervisor 1.00 - Senion Complane napector Electrical Maintenance
1.00 - Lead Electrical Technician
1.00 - Senior Electrical Technician
2.00 - Electrical Technician
Parking District
1.00 - Parking Systems Technician
1.00 - Maintenance Supervisor
Fleet Maintenance
1.00 - Lead Equipment Mechanic
3.00 - Equipment Mechanic
Total Public Works Department Staffing - 97.87
• Full-Time Employees - 9
Part-Time Hourly Employees - 4.8
City of South San Francisco | FY2022-23 Budget Book Page 55 Expenditures Summary
$7,120,654 $1,142,225
(19.11% vs. prior year)
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Capital Outlay (0.9%)
Interdepartmental (12.8%)
Supplies And Services (25.5%)
Salaries And Benefits (60.8%)
City of South San Francisco | FY2022-23 Budget Book Page 56 Budgeted vs. Historical Expenditures by Expense Type
$8
$6
Millions $4 Capital Outlay
Interdepartmental
• Supplies And Services
• Salaries And Benefits
$2
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $3,027,891
Benefits $3,339,119 $3,408,119 $4,330,982 29.7%
Supplies And $1,643,769 $1,579,326
Services $1,827,878 $1,818,097 15.1%
Capital Outlay $0 $0 $0 $62,000 N/A
Interdepartmental $1,059,984 $1,059,984 $1,059,984 $909,575 -14.2% Total Expense $5,731,644 $7,120,654
$5,978,429 $6,295,981 19.1%
Objects:
City of South San Francisco | FY2022-23 Budget Book Page 57 Positions Summary
Change of
2022-23
Public 2021-22 from
Works Job Code Position Title Actual Filled Vacant 2021-22 Full Time N160 Director Of Public Works/City Eng 1.00 1.00 Full Time M820 Deputy Public Works Director 1.00 1.00
Full Time M760 Engineer- Principal 1.00 1.00
Full Time M340 Engineer- Senior 3.00 3.00
Full Time M115 Engineer- Associate 1.00
Full Time A168 Engineering Technician- Senior 1.00
Full Time M750 Program Manager 1.00
Full Time M570 Management Analyst I 1.00
Full Time A500 Electrical Technician- Senior 1.00
Full Time A370 Sweeper Operator 2.00
Full Time A200 Public Works Maintenance Worker - Lead 4.00 1.00 Full Time A360 Public Works Maintenance Worker- Senior 3.00 Full Time A275 Public Works Maintenance Worker 11.00 11.00 Full Time A345 Equipment Mechanic - Lead 1.00 1.00
Full Time A335 Electrical Technician- Lead 1.00 1.00
Full Time A160 Electrical Technician 2.00
Full Time M255 Maintenance Supervisor 2.00 8888
Full Time M835 Electrical Maintenance Supervisor 1.00
Full Time A310 Public Works Inspector 1.00
Full Time A175 Equipment Operator 1.00 1.00
Full Time A170 Equipment Mechanic 3.00 2.00 1.00
Full Time M355 Plant Superintendent 1.00 1.00
Full Time M465 Assistant Plant Superintendent 1.00 1.00 Full Time M745 Plant Maintenance Supervisor 1.00 1.00
Full Time M450 Environmental Compliance Supervisor 1.00 1.00 Full Time M220 Laboratory Supervisor 1.00 1.00
Full Time D190 Plant Operator - Lead 4.00 4.00
Full Time D180 Plant Mechanic - Lead 1.00 1.00
Full Time D170 Laboratory Chemist-Senior 1.00 1.00
Full Time D160 Environmental Compliance Inspector- Senior 1.00 1.00 Full Time D155 Environmental Compliance Inspector Il 2.00 2.00 Full Time D210 Environmental Compliance Inspector l 1.00 1.00 Full Time 45,150,D2Plant Operator I/II/III 10.00 10.00
Full Time D130,135 Plant Mechanic I/ll 6.00 5.00 1.00
Full Time D105,D140 Plant Electrician I/ll 3.00 3.00
Full Time D125 Plant Utility Worker 2.00 1.00 1.00
Full Time D120 Laboratory Chemist 2.00 2.00
Full Time D220 Plant Mechanic, Apprentice 1.00 1.00
Full Time 0310 Administrative Assistant Il 2.00 2.00
Full Time 0315 Administrative Assistant I 4.00 4.00
Full Time A145 Code Enforcement Officer 3.00 3.00
Full Time A245 Parking System Technician 1.00 1.00 1.00 Full Time Operations Supervisor 0.00 1.00 1.00
SUBTOTAL Full Time 92.00 85.00 7.00 93.00 1.00
Hourly X280 Miscellaneous Hourly (Interns) 1.85 1.85
Hourly X545 Laboratory Chemist 0.50 0.50
Hourly X345 Public Works-Maintenance Worker 0.00 2.52
SUBTOTAL Hourly 2.35 0.00 4.87
TOTAL - Public Works 94.35 87.35 7.00 97.87 3.52
FY 2022-23 Changes & Highlights:
Positions:
General Fund
• Increase 2.52 FTE Public Works Maintenance Worker- hourly Sewer Enterprise Fund
• Increase 1.0 FTE Operations Supervisor (new title)
Supplies and Services Expenditures:
General Fund
• $50,000 Staffing Analysis of PW-Maintenance Division
• $50,000 Quarterly banner installation on citywide streetlight poles • $7,000 Purchase 8" concrete planer (CPM8)
• $25,000 Replacement and upgrade exercise equipment at the Corporation yard gym City of South San Francisco | FY2022-23 Budget Book Page 58 • $50,000 Backflow preventers (TIDEFLEX ULTRAFLEX) to mitigate flooding • $55,000 Upgrade radio system for Public Works
• $580,000 South City Shuttle Service- funded by grant and city match (Measure A) • $50,000 Grant consultant
• $20,000 Focused sign replacements
• $200,000 Bigbelly expansion throughout SSF
• $1,087,000 TOTAL
Sewer Enterprise Fund
• $2,000 - Gas and electricity increase
• $15,000 - Cost increase for sewage sludge collection and disposal • $183,000- Cost increase for bulk chemical purchases in the plant • $55,000 - Upgrade of radio system
• $255,000 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 59 Library
Mission Statement: South San Francisco Public Library is actively committed to providing access to the best possible combination of library materials and services to meet the informational, educational, and recreational needs of our multicultural community in a professional manner with a human touch.
The Department supports its mission to the City through:
• Instruction, assistance, and access to informational, recreational, and educational resources via the library's print, audio visual, electronic and local history collections • Customer service-oriented and patron-centered programs and services • Partnerships with local businesses, agencies, schools, and residents, working together to meet the needs of our community
• Promotion of literacy and lifelong learning through educational programs, classes, reference services and collections
• Promotion of school success, youth development and the joy of reading Accomplishment Highlights for Fiscal Year 2021-22
• The Main Library 30-Day Vote Center for the September 2021 Gubernatorial Recall Election was the busiest San Mateo County site, with 855 in-person voters on Election Day, a total of 1,665 in-person voters throughout the 30 days, and 855 ballots dropped off in the outside ballot box • Library collections are now fine-free, further supporting free and equitable public library services • The Library Department secured $432,000 in grants and targeted funding • With $19,950 in additional funding from the County of San Mateo, Library staff directly reached thousands of residents via canvassing, social media, banners, and telephone calls to deliver important, factual life-safety information on COVID-19 and vaccines • The City Hall 101-Year Birthday Event was a momentous success; Library staff hosted a family activity zone on Grand Avenue, City Hall tours, a screening of the City Hall history film, and countless photo-ops in this illustrious facility
• The City fundraising team has raised over $5 million to support the New Main Library, Recreation and Community Center, including a Spring fundraising appeal to lock in Donor Wall acknowledgements • Construction of the new Library and Parks and Recreation Center commenced, as well as selection of furnishings, fixtures, and equipment
• Community Learning Center's Computer Lab and the Student Learning Hub continued to operate and expand on-site programs and services
• With Main and Grand Libraries back to full open hours in August 2021, Circulation of library materials topped 449,000
• Over 8,000 digital library cards were issued, providing instant access to the Library's e-book and e- audiobook collections
• The Library offered 228+ virtual programs, including the popular Tech Tuesday classes, author readings, children's storytimes, and book clubs
• Technology instruction continued virtually, featuring Coding clubs and computer classes. Three sessions of Kids' Coding Club were offered by the Library this year, with 114 students participating. There were also 35 Tech Tuesday classes, attended by 198 students, covering topics such as how to use library apps and e-resources, mobile devices, and Microsoft Office • The Library's Tech Drop In team served 192 residents by helping them one-on-one with their technology questions
• Project Read staff and six community volunteers provided socially distanced and safe free tax assistance services, filing 375 tax submittals for local low-income households, realizing approximately $310,000 in refunds
• Summer Learning Challenge 2021 reached 4,664 local youth, through free book distributions, weekly take-home family activity kits, and forty-nine special virtual programs, including the popular Python Ron's Reptile Kingdom and Beetlelady Bugs of Pokémon
• By way of the State Library, several new workforce training resources were added to the library's digital subscriptions, including Coursera, JobNow/VetNow, LinkedIn Learning and SkillShare, with over 225 City of South San Francisco | FY2022-23 Budget Book Page 60 courses completed or in progress since adding in October • Led the Youth Poet-in-Residence contest, a collaboration with the South San Francisco Youth Commission
• Collaborated with Ability Path teachers to develop activity kits funded by a Pacific Library Partnership Innovation grant and to identify programs that met the needs of their adult day program students • Collaborated with Peninsula Library System libraries on a program series focused on local history and the 80th anniversary of Japanese American incarceration. This program series drew more than three hundred attendees and over 1,400 students at school assemblies • Created the Resource Desk at Grand Ave Library and trained public-facing staff at both branches about local service agencies and partnered with the City's Promotores program to extend our assistance out into the community
• Supported 38 Teen Interns at the Community Learning Center • While maintaining social distancing, the "afterschool" learning hub at the Community Learning Center served fifty-six students throughout the 2021/2022 school year • Family Literacy Services and Learning Wheels programming continued throughout the year: eleven outdoor programs, including on the City Hall/Library lawn; 10 Indoor programs; eighteen virtual family literacy programs; 1,206 free books distributed; 1,250 (overlapping) attendance - 590 adults, 660 children Objectives for Fiscal Year 2022-23
• Big Lift Inspiring Summers (BLIS)
Continue supporting the BLIS summer learning partnership with SSFUSD and SMCL, with library staff embedded as a Coach at Spruce Elementary School and Summer Learning Challenge book distributions at BLIS sites
• Martin Elementary School Centennial Video
In partnership with SSFUSD, produce a short video on the history of Martin Elementary School as it celebrates one hundred years of educating students.
• Digital collections upgrade
Pending budget approval, implement a digital collections upgrade to expand access to online books, magazines, television, and film for South San Francisco residents. • SWOT analysis for Library technology programs
Convene the staff STEAM team to update our tech vision for New Main Library programs and services. • Provide a combination of in-library and virtual programming Identify and implement a combination of in-library and virtual programming in alignment with patron feedback and to take advantage of a wider variety of topics and presenters • Premiere Programming Collaboration
Build on the recent success of the Confronting History: Stories of Internment series by continuing the collaboration with PLS libraries on the county-wide premiere program series. • New Main Library and Parks and Recreation Center (LPR) project milestones Complete FF&E selection, confirm donor wall listing, prepare library collections for move into different space allocation and configuration, present and confirm staffing requirements and deployment, • Collections RFP
Finalize and distribute a Request for Proposal for collection ordering and processing services, streamlining backroom processes for efficiencies in the new facility • SSF Gives fundraising campaign
Wrap up sustained outreach phase and confirm donor acknowledgements for donor wall and opening day brochure
• Youth Summer Internship Program
Provide summer job opportunities for local teens.
• Volunteer Income Tax Assistance
City of South San Francisco | FY2022-23 Budget Book Page 61 Project Read will continue to provide free tax assistance to low-income community members through a United Way Bay Area/IRS-sponsored site, with plans to return to the pre-pandemic in-library appointments platform.
Organizational Chart
1.00 Library Director
Administration
1.00 Management Analyst I|
1.00 Administrative 1.00 Assistant Library 1.00 Literacy Services Assistant I| Director Manager
Project Read
2.00 Literacy Services Coor-
Grand Library Main Library dinator
1.00 Library Program Man- 12.00 Library Program .50 Administrative Assis- ager Manager tant lI
1.00 Supervising Library 6.8Librarian I/lI PT Regular
Specialist 2.00 Supervising Library
. 25 Library Assistant Il
.20 Librarian I/II specialist
Hourly
PT Regular 1.00 Library Assistant I!
.50 Office Specialist
.55 Library Assistant I| PT Regular
Hourly 1.6 Library Assistant II
Community Learning
.25 Librarian I Hourly Center
1.5 Library Assistant I - 80 Librarian II 2.00 Literacy Services 40 Library Clerk 1.01 Librarian | Coordinator
.30 Library Page 1.71 Library Assistant I .50 Administrative Assistant lI
1.05 Library Clerk
Hourly
4.67 Library Page
1.05 Office Assistant (hourly)
.38 Literacy Services
Assistant 1
FT Regular: 24 . 75 Library Clerk
PT Regular 2.4 .38 Literacy Services
Hourly: 13.75 Assistant Coordinator
Total FTE: 40.15
Expenditures Summary
City of South San Francisco | FY2022-23 Budget Book Page 62 $6,706,110 $484,775. $484j175+)
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Interdepartmental (%)
Supplies And Services (14.1%)
Salaries And Benefits (82%)
City of South San Francisco | FY2022-23 Budget Book Page 63 Budgeted and Historical Expenditures by Expense Type
$8
$6
Millions
• Interdepartmental
• Supplies And Services
• Salaries And Benefits
$2
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $4,661,710 $4,819,409 $5,155,306 $5,497,181 14.1% Benefits
supplies Anc $764,212
Services $603,859 $862,178 $944,015 23.5%
Interdepartmental $638,314 $638,314 $638,314 $264,914 -58.5% Total Expense $6,706,110
Objects: $5,903,883 $6,221,935 $6,655,798 7.8%
City of South San Francisco | FY2022-23 Budget Book Page 64 Positions Summary
Change of
2022-23
2021-22 2022-23 from
Library Job Code Position Title Actual Filled Vacant Plan 2021-22 Full Time N110 Library Director 1.00 1.00 1.00
Full Time M640 Assistant Library Director 1.00 1.00 1.00 Full Time M560 Management Analyst I| 1.00 1.00 1.00
Full Time M235 Library Program Manager 3.00 3.00
Full Time M500 Literacy Program Manager 1.00 1.00
Full Time A445 Literacy Services Coordinator 3.00 3.00 4.00 1.00 Full Time A670 Supervising Library Specialist 2.00 2.00 3.00 1.00 Full Time A240 Librarian I! 7.00 7.00 :
Full Time A215 Library Assistant I! 1.00 1.00
Full Time 0310 Administrative Assistant I! 2.00 2.00 2.00 SUBTOTAL Full Time 22.00 22.00 24.00
PT Regular A215 Library Assistant I! 2.40 2.40 2.40
Full Time SUBTOTAL PT Regular 2.40 2.40 2.40
Hourly X210 Librarian I 1.26 1.26 1.26
Hourly X220 Library Assistant I 3.21 3.21 3.21
Hourly X235 Library Clerk 2.20 2.20 2.20
Hourly X250 Library Page 4.97 4.97 4.97
Hourly X415 Office Specialist - Hourly 0.50 0.50 0.50
Hourly X440 Office Assistant - Hourly 0.05 0.05 0.05
Hourly X655 Literacy Services Asst. Coord. 0.38 0.38 0.38 Hourly X665 Literacy Services Asst. I 0.38 0.38 0.38
Hourly X670 Librarian I| 0.80 0.80 0.80
SUBTOTAL Hourly 13.75 13.75 13.75 0.00
TOTAL FTE - Library 38.15 38.15 40.15 2.00
FY 2022-23 Changes & Highlights:
Positions:
• Increase 1.0 FTE Literacy Services Coordinator
• Increase 1.0 FTE Supervising Library Specialist
Supplies and Services Expenditures:
• $10,000 Overdrive e-books and e-audio book
• $25,000 Cataloging and processing services
• $32,700 Books and printed materials
• $10,000 Local e-book and e-audio book collection
• $36,000 Audio visual materials for public
• $10,000 Additional travel and conference budget
• $3,000 Increase cost of phone, ipad and fax service
• $18,567 Digital supplies
• $145.267 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 65 Information Technology (IT)
Mission Statement: To design, implement, and maintain the citywide information technology network; to set standards for all user hardware to assure system compatibility; to support user hardware and assist with the training of employees in the use of various, common software; to assist departments in planning for their unique technology needs.
The Department supports its mission to the City through:
• Training City staff on use of software
• Upgrading software applications to keep current
• Network Security
• Using technology to advance the business processes
• Maintaining the backup of data and systems
• Troubleshooting employee computer issues through a robust Help Desk system Accomplishment Highlights in Fiscal Year 2021-22:
• Collaborated with the Housing Economic and Community Development Division to create a free laptop and Internet access program targeted at low-and middle-income residents. • Promoted the Federal Communications Commission (FCC) emergency broadband benefit program anc ontacted more than 23,000 residents and businesses through leaflets, direct business and resident visits, and telephone; provided online application assistance.
• Assisted the Department of Economic and Community Development Department in opening the Job Center at 366 Grand Avenue by providing network connectivity, Wi-Fi, computers, phones, and peripherals. • Installed new surveillance cameras outside the Roberta Cerri Teglia Center with the latest video management software.
• Worked with the Planning Division to improve the efficiency of their business processes, from paper project submission to online application and payment.
• Established a network connection to the new Police Operations Center located at 1 Chestnut Avenue and installed all new police radios, servers, Wi-Fi devices, 120 desktop computers and migrated the 911 Public Safety Answering Point (PSAP) to the new facility.
• Collaborated with the Police Department to replace aging body cameras and deployed new iPhones to police staff allowing them to capture incident information to comply with the new Racial and Identity Analysis Act. • Partnered with the Economic and Community Development Housing Division to extend the City's public Wi-Fi network along the Linden Avenue corridor from Armor Avenue to Railroad Avenue providing free basic internet service with 10Mbps download and 10Mbps upload speeds.
• Continued to support virtual meetings and implemented hybrid City Council meetings. • Collaborated with the Parks and Recreation Department to digitize paper documents and import them into the City's document management system for quick and easy search and access. • Continued to implement new cybersecurity measures to improve security posture. • Collaborated with City departments providing new geographic information system (GIS) layers and developed 20 new interactive maps for staff.
• Replaced 110 desktop and laptop computers according to the City's equipment replacement schedule. • Responded to over 5600 Help Desk requests for service from City employees, and continued to support 890 computers, 450 phone handsets and 150 servers.
Objectives for Fiscal Year 2022-23:
• IT System
• Partner with contractors, internet service providers and wireless carriers to improve cellular coverage and expand internet service providers in the Westborough area by installing new fiber lines and conduits to incentivize carriers to build and improve coverage.
• Begin implementing a new public Wi-Fi network covering the Uptown and Downtown areas of South San Francisco to help bridge the digital divide.
• Replace the City video management system and upgrade surveillance camera equipment at all City facilities.
• Continue to provide day-to-day Information Technology support for all departments. • Continue to assess existing Information Technology costs for reduction and efficiencies. • Department Project Support
• Continue to expand Geographic Information System (GIS) functionality with open data layers, interactive maps.
City of South San Francisco | FY2022-23 Budget Book Page 66 • Continue to assist departments with digitızing documents. • Collaborate with the Police Department to place automated license plate reader cameras at ingress and egress areas of South San Francisco.
• Work with City Facilities Division to implement new door access controls at all City buildings. • Develop a Broadband Master Plan.
• Develop a Cybersecurity Master Plan.
Organizational Chart
1.0 Information Technology Director
Tony Barrera
1.0 - Senior Information System Administrator
2.0 - Information System Administrator
1.0 - Sr. Computer Services Technician
2.0 - Computer Services Technician
10- Administrativelysistent i
Expenditures Summary
$4,311,906 $618,901
(16.76% vs. prior year)
Expenditures by Expense Type
City of South San Francisco | FY2022-23 Budget Book Page 67 Budgeted and Historical Expenditures by Expense Type
$5
$4
$3
Millions
Interdepartmental
• Salaries And Benefits
$2 Supplies And Services
$1
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $1,675,719 $2,094,779
Benefits $1,567,843 $1,675,719 25%
Supplies Anc
Services $1,660,201 $2,006,817 $2,532,189 $2,206,658 10% Interdepartmental $10,469 $10,469 $10,469 $10,469 0%
Total Expense 16.8%
$3,238,514 $3,693,005 $4,218,377 $4,311,906
Objects:
City of South San Francisco | FY2022-23 Budget Book Page 68 Change of
2022-23
Information 2021-22 2022-23 from
Technology Job Code Position Title Actual Filled Vacant Plan 2021-22 Full Time N165 Information Technology Director 1.00
Full Time M650 Information Systems Administrator 2.00 2.00 2.00 Full Time M790 Senior Information Systems Administrator 1.00 1.00 :
Full Time 0310 Administrative Assistant lI 1.00 1.00 • . ... • Full Time Application Analyst I|
Full Time 0525 Computer Services Technician 1.00 1.00
Full Time 0530 Senior Computer Services Technician 1.00 1.00 SUBTOTAL Full Time 7.00 7.00 2.00
TOTAL FTE- Information Technology 7.00 7.00 9.00 2.00
NOTE: The Information Technology Department is not budgeted in the General Fund. The budget shown in this summary, unless otherwise stated, will be reflected in Fund 785 - Information Technology Internal Service Fund.
FY 2022-23 Changes & Highlights:
Positions:
• Add 1.0 FTE Computer Services Technician position
• Add new 1.0 FTE Application Analyst II position
Supplies and Services Expenditures:
I.T. Fund (fund 785):
• $77,000 Automated License Plate Reader project
• $75,000 Cybersecurity governance - consultant services to develop necessary policies and update Disaster Recovery and Continuity plans
• $152,000 TOTAL
Equipment Replacement Fund (fund 784):
• $140,000 Annual computer replacement
• $140,000 TOTAL
Parking Fund (fund 720):
• $120,000 Replace Miller Garage surveillance cameras
• $120,000 TOTAL
City of South San Francisco | FY2022-23 Budget Book Page 69 Parks and Recreation
Mission Statement: Provide opportunities for physical, cultural, and social well-being; ensure effective development, scheduling, use and maintenance of public facilities, parks, and open space; and deliver services in a timely, efficient, and cost-effective manner.
The Department Supports its Mission to the City Through the Activities of Four Divisions:
• Administration Division - Managing departmental business activities, and providing leadership and oversight in an effective and efficient manner to support the following three divisions, and providing high-quality customer service;
• Parks Division - Creating and maintaining parks and open spaces that are safe, clean, and sustainable while engaging the public with educational opportunities about South San Francisco's outdoor • Facilities Division - Managing and maintaining public buildings that are functional, safe, active, and efficient;
• Recreation Division - Sponsoring recreation and enrichment programs that meet community needs, address childhood obesity and promote wellness, create a culture of curiosity and learning, enhance the quality of life for the participants, and stimulate economic and community development.
Accomplishment / Initiative Highlights in Fiscal Year 2021-22:
While the COVID-19 pandemic continued to impact the Parks and Recreation Department in fiscal year 2021-22, the Department experienced some relief from decreasing COVID cases and easing public health restrictions that allowed the Department to reopen its programs and operations more fully. The following list represents only some of the fiscal year highlights:
• Restored key positions that had been frozen since the fiscal year 2020-2021 budget reductions related to the COVID-19 pandemic such as the Business Manager, Arborist Technician, Building Maintenance Custodian, and Administrative Assistant II;
• Promoted and hired employees in various positions including Parks Maintenance Worker, Senior Parks Maintenance Worker, Lead Parks Maintenance Worker, Tree Trimmer, Business Manager, Preschool Teacher, Senior Building Maintenance Custodian, Building Maintenance Supervisor and Director. In addition, hired a new part-time Natural Resource Specialist to oversee the restoration project of Sign Hill;
• Reinstated popular in-person community events such as the Summer Movie Night series, Coastal Clean Up Day, Halloween Extravaganza, Thanksgiving Fun Run, Holiday Boutique, Santa Comes to Town, Youth Baseball Celebration, Easter Bunny Photo Hop and more - many of which occurred in a new and improved format and location;
• Hosted a downtown concert in honor of City Hall's 101st Birthday Celebration in collaboration with other City departments;
• Conducted several master plan efforts including the Orange Memorial Park, Centennial Way Trail, and Child Care Master Plans, and initiated the Public Art Master Plan; • Collaborated on the City's Cultures United and Healthy Places for a Healthy City initiatives, highlighting the Department's cultural groups, fitness instructors, and linkage to community members of all ages and cultures:
• Began the design of a new aquatic center at Orange Memorial Park in collaboration with the Capital Projects Department;
• Expanded aquatics programming at Orange Pool to include lap swim, recreation swim, group swim lessons, and private rentals after enduring several closures and periods of offering limited programming due to COVID-19;
• Continued offering essential childcare programs throughout the pandemic and expanded capacity in the Department's preschools and before and after school programs as COVID-19 cases decreased; • Recognizing the essential nature of childcare, the Department divided the Childcare Program into two new programs - Preschool and Early Learning Program (preschool-age programs) and Youth City of South San Francisco | FY2022-23 Budget Book Page 70 Enrichment Services (school-age programs). This is the City's next step towards preparing for expanded childcare opportunities in the future;
• Grew recreational class offerings and expanded capacity to meet the community's demand for more enrichment, health, STEAM, and wellness opportunities;
• Nurtured the art community in South San Francisco through the production of three virtual and one in- person art exhibits;
• In collaboration with Skyline College, installed a new mural at Alta Loma Park; • Reopened the City's indoor facilities for community groups and individuals for meetings and special events that include dances, cultural celebrations, birthday parties, weddings, and other community events;
• Extended the picnic season to meet the ongoing popular demand for outdoor gatherings; • Reopened the Parks and Recreation Department's Adult Day Care Program. This critical service closed due to COVID-19 in March 2020, and has reopened to older adults with disabilities such as Alzheimer's, strokes, or Parkinson's, as well as other disabilities; • Resumed indoor sport options including open gym basketball and badminton, softball for adults, and basketball and volleyball for youth among others;
• Conducted emergency tree removals and erosion control efforts in response to the 2020 Diamond Fire Sign Hill. Additional work to continue in 2022/23;
• Supported healthy and active residents by striping eight new pickleball courts at Westborough Park and the Stonegate Tennis Courts. This brings the total number of pickleball courts to twelve; • Planned and executed ADA compliant paving of the previously fenced off and vacant area at the breezeway between the Miller Garage and Grand Avenue, using CDBG funding in coordination with ECD;
• Rehabilitated the breezeway next to 329 Grand Avenue between 3'd Lane and Grand Avenue by reconfiguring pavement, installing artistic pavers, and installing upright steel posts to string "bistro" style lights across the breezeway. This project has been funded by CDBG funding in coordination with ECD;
• Repaved pathways at Avalon Lots to address trip hazards and unsafe grades, using CDBG funding in coordination with ECD;
• Enhanced Westborough Park through the completion of the replacement of tennis court surfacing, and the tot lot resurfacing. In addition, staff issued an RFP to repave the pathways at the upper portion of the park to address trip hazards and ADA compliance; • Completed turf conversion of lawn areas at Sister Cities Park to pollinator gardens to save water and increase biodiversity;
• Increased Park Maintenance Division staffing with three new positions responsible for the maintenance of Oyster Point Marina open space and park; • Supervised landscape maintenance and commissioning for the new Caltrain station and Oyster Point • Provided oversight and consultation for landscape design and installation as well as accepting maintenance responsibilities for the new Police Department; • Awarded two new contracts for City landscape services that resulted in improved service levels. One contract is focused on medians and right-of-way areas, and the other is focused on the Common Greens areas;
• Completed the Stormwater Capture Project at Orange Municipal Park and began construction for the new synthetic turf sports fields in partnership with the Public Works and Capital Projects Departments; • Replaced the synthetic turf at the Centennial Way Dog Park to provide more modern material that drains better and stays cleaner. Decomposed granite pathways were also installed; • Installed synthetic turf at Siebecker Preschool where there was once a vacant dirt area so children have a safe and tidy play area;
• Received funding to replace several maintenance vehicles, two of those being large tree trucks, and funding for five vehicles to address shortages and new positions. Also received funding for a new electric ride-on mower to replace one of the current conventional model mowers and a new trencher with multiple attachments, thus reducing the size of our equipment portfolio. These vehicles will allow for greater efficiencies and safer operations while decommissioning older less fuel efficient vehicles; • Coordinated, designed, and accepted maintenance of an upgraded portion of Centennial Way Trail behind 988 El Camino Real which was funded by the developer; City of South San Francisco | FY2022-23 Budget Book Page 71 • Supported the Cultural Arts Commission with the installation of an art piece in the median at the intersection of Maple Avenue and Lux Avenue;
• Planted over 150 trees in various right-of-way areas of the City, helping increase carbon sequestration and urban canopy coverage;
• Provided landscape oversight to private development projects through the permitting process to help reach the goals of the Urban Forest Master Plan by requiring more tree plantings, increasing canopy coverage city wide;
• Applied 120 cubic yards of compost to Westborough Park ballfield to address uneven playing conditions and turf health. Acquisition of this compost also assists the City in meeting SB1383 requirements;
• Recognized as "Tree City USA" for the 35th consecutive year; • In partnership with the Capital Projects Department, awarded $2.4 million in grant funding for improvements on Centennial Way Trail;
• Received Helen Putnam Award of Excellence for the "Sign Hill Stewards" program which focuses on performing restoration work, volunteerism, and outdoor education on Sign Hill; • Supported the completion of the Sign Hill Water Tank Fire Suppression project through construction of frames, pouring concrete, and the installation of the water tank, water pump, and sprinkler heads in partnership with the Fire Department;
• Improved and refreshened various work spaces within the Corporation Yard; • Supported City Council's renaming of the Alice Peña Bulos Community Center (formerly the Westborough Recreation Building), the Roberta Cerri Teglia Center (formerly the Magnolia Center), and the Anne Waters playground by procuring and installing new signage, plaques, and peripheral signage at these facilities;
• Maintained City facilities and focused efforts on COVID-19 preventative measures including use of special disinfectants, upgrade of HVAC filtration systems, installation of dividers in the public facing areas as well as some office spaces.
Objectives For Fiscal Year 2022-23:
In fiscal year 2022-23, the Parks and Recreation Department looks forward to restoring and improving upon its pre-COVID-19 pandemic operations, carrying forward valuable lessons learned during the pandemic to streamline operations and better serve the community. In addition, the Department hopes to build its capacity to meet the needs of several new initiatives and program expansion opportunities listed below. • Continue COVID-19 preventative measures following public health guidance and best practices to maximize the health and safety of staff and community members; • Complete the hiring and onboarding process for new, restored and vacated positions; • Invest in recruitment and retention efforts to build up the Department's part-time workforce, which was impacted due to the extended program closures caused by COVID-19; • Begin preparations for the relocation of programs and services at the Municipal Services Building to the new Library, Parks and Recreation Center at the Community Civic Campus; • Secure funding required to maintain new/expanding areas of maintenance and programming such as potential childcare expansion opportunities, the new Community Civic Campus that will include a new Police Department, and Parks and Recreation Center/Library building, and begin to develop program opportunities at new sites;
• Complete the Public Art Master Plan and prioritize and secure funding to initiate projects identified in master plans completed in fiscal year 2021-2022 such as the Orange Memorial Park, Centennial Trail, and Child Care Master Plans;
• Replace Hillside Ballfield lighting system. The current lights are no longer structurally sound and must be replaced. This project has been requested as a CIP funded project; • Replace Terrabay Recreation Center tennis court and parking lot lights. The current system has lost approximately four light poles and the others are in need of replacement to keep the tennis courts usable and keep a minimum security lighting in the parking lots. These new lights are more energy efficient than the current models. This project has been requested as a CIP funded project; • Begin a needs assessment and master plan process for the Common Greens areas throughout the City.
These landscape areas comprise more than 60 acres of open space that was installed at least 50 years ago. They are in need of refreshment and reprogramming to provide better services and recreational opportunities to the residents that abut these green spaces; City of South San Francisco | FY2022-23 Budget Book Page 72 • Rehabilitate and reconfigure the community gardens to address the waitlist and deferred maintenance;
• Repaving of parks tennis courts and basketball courts, focusing on Buri Buri Park and Brentwood Park where the play surfacing has cracked and degraded;
• Execute purchase agreements for all new and replacement vehicles and equipment with funding that was appropriated in FY 2021-22;
• Begin the planning and design process for the future Linden Avenue park spaces; • Acquire the appropriate staffing levels and funding to accommodate new areas of responsibility that will be activated in FY 2022-23 including the Civic Campus, Orange Park athletic fields, and other future developments;
• Train staff to be able to maintain the first synthetic sports fields in the City; • Provide an increased service standard in Parks areas using modern technology and maintenance techniques as well as having adequate staffing to address the growing demand for higher quality park space as the City grows;
• Reduce ornamental turf footprints while simultaneously increasing pollinator planting areas to reduce water consumption, increase pollinator habitat, and increase biodiversity in the City; • Continue work on Sign Hill focusing on reducing fuel load and invasive tree encroachment; • Obtain grants or other funding for staff responsible for the restoration of Sign Hill native plants and management of endangered species on Sign Hill, as well as outdoor education programs and act as liaison to the peninsula weed management area group, San Bruno Mountain Watch, and San Mateo County;
• Design and install a connection for reclaimed water to reach new portions of Centennial Way Trail including the Civic Campus;
• Continue to compost and broadleaf sports fields to reduce tripping hazards, increase aesthetics, and help reach requirements set in place by SB1383;
• Work with the Capital Projects Department to accept the turn-over of the new Police Department building;
• Continue COVID-19 preventative measures following public health guidance and best practices to maximize the health and safety of staff and community members; • Continue upgrades of City facilities with energy efficient lighting, sensors on bathroom fixtures, refreshed flooring, fresh paint and carpets;
• Expand the energy management system for efficient operation of public buildings; • Expand cost reduction and sustainability efforts through new building recycling stations; • Expand the access control management system for more security and efficient operation of public • Replace the HVAC system, lower roof and install an energy management system in Terrabay Gym • Complete updated City tree inventory, a primary goal of the Urban Forest Master Plan.
Budget Highlights For Fiscal Year 2022-23:
• Expand the Building Maintenance team with Maintenance Supervisor to oversee the night shift custodial team, various custodial maintenance activities, and directly support the new Police Station, Library | Parks and Recreation Center; and Building Maintenance Stationary Engineer, responsible for maintenance of critical building infrastructure city-wide, including HVAC systems, mechanical equipment, building technology systems, and will provide field supervision to the Department's craftworkers, a journey-level carpentry and trades position; • Upgrade the existing vacant Community Services Site Coordinator position to Recreation and Community Services Coordinator at the Roberta Cerri Teglia Center to assist with growing senior programs and supervision of activities;
• Upgrade existing vacant Administrative Assistant Il position to a Management Analyst I to support the Department's Administrative Division and to respond to the increasingly sophisticated technical and financial processes;
• Upgrade the existing 0.5 FTE Cultural Arts Specialist position to 0.75 FTE to allow the Department to carry out art-related tasks that have increased in workload and complexity including adding a virtual component to art exhibits, working collaboratively with other Departments, and executing the Public Art Master Plan;
City of South San Francisco | FY2022-23 Budget Book Page 73 • Additional funding for an enhanced Concert in the Park highlighting cultural and community groups; • Provision of $10,000 dedicated to fund the purchase, installation, and/or maintenance of public art; • Restoration of special event funding for Halloween Extravaganza, and Movie Night in the Park; • Restoration of the Cultural Activities Grant Program to support community organizations and artists who wish to offer free or low-cost events and activities that will expose the community of South San Francisco to cultural and recreational activities and programming; • Increased funding to support previously deferred maintenance and enhancement projects in the Common Greens.
Organizational Chart
Parks & Recreation Director
Greg Mediati (1.00)
Deputy Parks & Recreation
Director (1.00)
ADMINSTONTION FACILITY MAINTENANCE PARKS MAINTENANCE RECREATION
DIVISION DIVISION DIVISION
Regular Regular Regular Regular
1.00 Business Manager 1.00 Facilities Program 1.00 Parks Program 1.00 Recreation Program
1.00 Management Manager Manager Manager
Analyst i 1.00 Building Maintenanc 1.00 Maintenance 5.00 Rec & Community Stationary Enginee Supervisor Services Supervisor
2.00 Administrative
2.00 Tree Trimmer 1.00 Childcare Assistant
Assistant Il 2.00 Maintenance
2.00 Lead Park
Supervisor Supervisor
2.00 Building Maintenand Maintenance Worker 15.00 Rec & Community Part Time Regular 1.00 Groundsperson
0.75 Crafts Worke Services Coordinator
Cultural Arts 4.00 Senior Park
4.00 Sr. Building Mainte- 8.00 Preschool Teacher I/ll
Specialist Maintenance Worker
nance Custodian 11.00 Park Maintenance 1.00 Administrative
2.00 Lead Building Mainte- Worker Assistant I
nance Custodian 1.00 Arborist Technician
5.00 Building Maintenance 1.00 Ground Person Part Time Regular Custodian 1.00 Recreation Leader Il
Hourly
0.75 Recreation Leader Ill
Hourly 2.23 Park Maintenance
0.75 Recreation Leader IV
Building Maintenance Worker
2.46 0.50 Office Assistant
Custodian Hourly
0.05 Rec & Community
Common Greens
1.00 Maintenance Services Coordinator
Supervisor 1.83 Recreation Leader I
2.00 Maintenance 12.54 Recreation Leaser Il
Craft Worker 38.06 Recreation Leader Ill
1.00 Tree Trimmer 4.73 Recreation Leader IV
0.30 Senior Park 6.63 Recreation Instructor
Maintenance Worker 1.00 Van Driver
1.00 Park Maintenance
1.00 Modiperson
Oyster Point
1.00 Senior Par
Maintenance Worker
1.00 Wantenance Worker
1.00 Park Maintenance
Worker
Expenditures Summary
City of South San Francisco | FY2022-23 Budget Book Page 74 $19,608,365 $2,879,358 $24879,338
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Interdepartmental (5.6%)
Supplies And Services (18.8%)
Salaries And Benefits (75.5%)
City of South San Francisco | FY2022-23 Budget Book Page 75 Budgeted vs Historical Expenditures by Expense Type
$25
$20
$15
Interdepartmental
• Supplies And Services
$10 • Salaries And Benefits
$5
$o
Name FY2021 FY2022 Adopted FY2022 Adjusted FY2023 Proposed FY2022 Adopted vs.
Actual Budget Budget Budget FY2023 Proposed (%
Change)
Expense Objects
Salaries And $12,338,116 $13,014,119 $14,806,097
Benefits $12,720,344 16.4%
Supplies And $2,475,217 $3,026,377 $3,696,021 22.1%
Services $3,743,691
Capital Outlay $0 $0 $250,000 $0 0%
Interdepartmental $982,306 $982,306 $982,306 $1,106,247 12.6% Total Expense $15,795,639 $16,729,027 $17,990,116 $19,608,365 17.2% Objects:
City of South San Francisco | FY2022-23 Budget Book Page 76 Positions Summary
Public 2021-22
Works Job Code Position Title Actual
Full Time N175 Parks & Recreation Director 1.00 1.00
Full Time M570 Management Analyst / 0.00
8558
Full Time M840 Parks & Recreation - Deputy Director 0.00 0.00 Full Time M750 Program Manager - Parks 1.00 88855858830 Full Time M750 Program Manager - Rec 1.00 0.00
Full Time M750 Program Manager - Facilities 1.00 0.00
Full Time M800 Assistant Recreation Supervisor 1.00 0.00 Full Time M825 Business Manager 1.00 0.00
Full Time M255 Parks & Recreation Supervisor - Park 2.00 0.00 Full Time M255 Parks & Recreation Supervisor - Facil 1.00 Full Time M530 Rec & Comm Sves Coordinator 0.00
Full Time M530 Rec & Comm Sves Coordinator 1.00
Full Time M295 Rec & Comm Sves Supervisor 4.00 0.00
Full Time A495 Preschool Teacher 1 0.00
Full Time A680 Preschool Teacher Il 0.00
Full Time A375 Tree Trimmer 0.00
Full Time A280 Maintenance Craft Worker 0.00
Full Time A195 Lead Parks Maintenance Worker
Full Time A350 Senior Parks Maintenance Worker
Full Time A250 Parks Maintenance Worker
Full Time A250 Parks Maintenance Worker
Full Time TBD Arborist Technician
Full Time A505 Groundsperson
Full Time A465 Building Maintenance Crafts Worker
Full Time A190 Lead Building Maintenance Custodia
Full Time A320 Sr Building Maintenance Custodian
Full Time A320 Sr Building Maintenance Custodian
Full Time A140 Building Maintenance Custodian
Full Time TBD Building Maintenance Stationary Eng
Full Time O315 Administrative Assistant I
Full Time 0310 Administrative Assistant Il
Full Time 0310 Administrative Assistant Il
SUBTOTAL Full Time
PT Regular A640 Community Services Site Coordinato 0.75 PT Regular A650 Cultural Arts Specialist 0.50
PT Regular A610 Recreation Leader Il 1.00
PT Regular A620 Recreation Leader III 0.75
PT Regular A515 Recreation Leader IV 0.75
SUBTOTAL PT Regular 3.75 1.75
Hourly X555 Hourly, Van Driver 1.00
Hourly X185 Hourly, Building Maintenance Custor 2.46
Hourly X440 Hourly, Office Assistant 0.50
Hourly X300 Hourly, Park Maintenance Worker 1.35
Hourly X350 Hourly, Recreation Instructor 6.63
Hourly X360 Hourly, Recreation Leader I 1.75
Hourly X365 Hourly, Recreation Leader Il 12.54
Hourly X370 Hourly, Recreation Leader I!! 37.91
Hourly X375 Hourly, Recreation Leader IV 4.73
Hourly, Recreation & Community
Hourly X700 Service Program Coordinator 0.00 0.05 0.05
SUBTOTAL Hourly 68.87 68.87 0.00 70.03 1.16
TOTAL FTE - Parks & Recreation 150.62 139.87 10.75 158.28 7.66 FY 2022-23 Changes & Highlights:
Positions:
• Increase of 1.0 FTE Deputy Director - Parks & Recreation • Increase of 1.0 FTE Management Analyst
• Increase of 1.0 FTE Parks & Recreation Supervisor
• Increase of 1.0 FTE Rec & Comm Services Coordinator
• Increase of 1.0 FTE Lead Park Maintenance Worker
• Increase of 1.0 FTE Senior Park Maintenance Worker
• Increase of 1.0 FTE Park Maintenance Worker
• Increase of 1.0 FTE Building Maintenance Stationary Engineer • Increase of 0.25 FTE Cultural Arts Specialist
• Increase of 0.88 FTE Park Maintenance Worker, Hourly
• Increase of 0.08 FTE Recreation Leader I, Hourly
• Increase of 0.15 FTE Recreation Leader III, Hourly
City of South San Francisco | FY2022-23 Budget Book Page 77 • Increase of 0.05 FTE Service Program Coordinator, Hourly • Decrease of 1.0 FTE Administrative Assistant I|
• Decrease of 0.75 FTE Community Services Site Coordinator (Part-Time) Supplies and Services Expenditures:
General Fund:
• $150,000 Concert in the Park
• $70,000 New PD HVAC Service and Preventative Maintenance • $50,000 Design Services for Standardized Construction Specifications for new constructions • $30,000 Annual service agreement to monitor HVAC equipment • $10,000 Restore Public Art allocation
• $10,000 Restore Cultural Activities Grant Program
• $5,000 New PD Cleaning Products
• $3,500 New PD Fire Sprinkler Maintenance
• $3,200 Activity Guide Printing
• $331,700 TOTAL
Common Greens Fund:
• $157,200 Maintenance and enhancement of the Common Greens area City of South San Francisco | FY2022-23 Budget Book Page 78