“The City with a Heart” Rico E. Medina, Mayor Michael Salazar, Vice Mayor Laura Davis, Councilmember Linda Mason, Councilmember Marty Medina, Councilmember

GOVERNOR’S EXECUTIVE ORDER N-25-20**** CORONAVIRUS COVID-19 AND SAN MATEO COUNTY HEALTH DIRECTIVE FROM MARCH 14, 2020 On March 17, 2020, the Governor of California issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow for local legislative bodies to conduct their meetings telephonically or by other electronic means. Pursuant to the current Shelter-In-Place Order issued by the San Mateo County Health Officer which became effective on March 17, 2020, and which was updated and extended on March 31, 2020; the statewide Shelter-In-Place Order issued by the Governor in Executive Order N-33-20 on March 19, 2020; and the CDC’s social distancing guidelines which discourage large public gatherings, the San Bruno City Council Chambers at the Senior Center is no longer open to the public for meetings of the City Council.

If you would like to make a Public Comment on an item not on the agenda, or comment on a particular agenda item, please email us at [email protected] or at [email protected]. The length of all emailed comments should be commensurate with the three minutes customarily allowed per speaker, which is approximately 300 words total. Emails received before the special or regular meeting start time will be forwarded to the City Council, posted on the City’s website and will become part of the public record for that meeting. If emailed comments are received after the meeting start time, or after the meeting ends, they will be forwarded to the City Council and filed with the agenda packet becoming part of the public record for that meeting.

Individuals who require special assistance of a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the agenda, agenda packet or other writings that may be distributed at the meeting, should contact Melissa Thurman, City Clerk by 12:00 p.m. the day of the meeting at (650) 619-7070 or by email at [email protected]. Notification in advance of the meeting will enable the City of San Bruno to make reasonable arrangements to ensure accessibility to this meeting, the materials related to it, and your ability to comment.

AGENDA

SAN BRUNO CITY COUNCIL

SPECIAL MEETING

April 21, 2020

5:00 p.m.

Zoom Meeting Details:

https://zoom.us/j/92175153215

Webinar or Meeting ID: 921 7515 3215 (audio only) Participant ID: # Zoom Phone Line: 1-669-900-9128 (same webinar ID and password as above)

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENT ON ITEMS NOT ON AGENDA Individuals allowed three minutes. It is the Council's policy to refer matters raised in this forum to staff for investigation and/or action where appropriate. The Brown Act prohibits the Council from discussing or acting upon any matter not listed on the published agenda pursuant to State Law.

City Council – Special Meeting Agenda April 21, 2020 Page 2 of 2

4. STUDY SESSION:

a. Council Retreat on Strategic Initiatives

5. ADJOURNMENT:

The next Regular City Council Meeting will be held on April 28, 2020 at 7:00 p.m.

Posted Pursuant to Law 04/20/2020 FY 2020-21 City Council Priority Setting Process Councilmember Strategic Initiative Referral Matrix

Mayor: Rico Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 1 Purchasing Policy 2 Campaign Finance Does limiting an individual or organization in a campaign mean that outside persons/groups are also unable to exceed a limit on campaign mailers for/against a candidate? 3 Community Events Review services that are curently offered and determine what is paid for and how much it costs the city to host. For example: Concerts in the Park, Pool Recreation Use, etc. 4 Staff Cost for Programs Does staff have the bandwidth to be able to continue what has been offered in the past? If not, where and how can we reduce? 5 Community Development and Business Focus on maintaining, welcoming and approving Economics bursinesses and development in San Bruno. Plan for worst-case scenarios, including the loss of businesses and draft a plan for those scenarios.

6 Zoning Code Update Bayhill Specific Plan and Downtown plans to help store frontages with details such as remolding.

Page 1 of 11 “The City with a Heart” Rico E. Medina, Mayor Michael Salazar, Vice Mayor Laura Davis, Councilmember Linda Mason, Councilmember Marty Medina, Councilmember

GOVERNOR’S EXECUTIVE ORDER N-25-20**** CORONAVIRUS COVID-19 AND SAN MATEO COUNTY HEALTH DIRECTIVE FROM MARCH 14, 2020 On March 17, 2020, the Governor of California issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow for local legislative bodies to conduct their meetings telephonically or by other electronic means. Pursuant to the current Shelter-In-Place Order issued by the San Mateo County Health Officer which became effective on March 17, 2020, and which was updated and extended on March 31, 2020; the statewide Shelter-In-Place Order issued by the Governor in Executive Order N-33-20 on March 19, 2020; and the CDC’s social distancing guidelines which discourage large public gatherings, the San Bruno City Council Chambers at the Senior Center is no longer open to the public for meetings of the City Council.

If you would like to make a Public Comment on an item not on the agenda, or comment on a particular agenda item, please email us at [email protected] or at [email protected]. The length of all emailed comments should be commensurate with the three minutes customarily allowed per speaker, which is approximately 300 words total. Emails received before the special or regular meeting start time will be forwarded to the City Council, posted on the City’s website and will become part of the public record for that meeting. If emailed comments are received after the meeting start time, or after the meeting ends, they will be forwarded to the City Council and filed with the agenda packet becoming part of the public record for that meeting.

Individuals who require special assistance of a disability-related modification or accommodation to participate in this meeting, or who have a disability and wish to request an alternative format for the agenda, agenda packet or other writings that may be distributed at the meeting, should contact Melissa Thurman, City Clerk by 12:00 p.m. the day of the meeting at (650) 619-7070 or by email at [email protected]. Notification in advance of the meeting will enable the City of San Bruno to make reasonable arrangements to ensure accessibility to this meeting, the materials related to it, and your ability to comment.

AGENDA

SAN BRUNO CITY COUNCIL

SPECIAL MEETING

April 21, 2020

5:00 p.m.

Zoom Meeting Details:

https://zoom.us/j/92175153215

Webinar or Meeting ID: 921 7515 3215 (audio only) Participant ID: # Zoom Phone Line: 1-669-900-9128 (same webinar ID and password as above)

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENT ON ITEMS NOT ON AGENDA Individuals allowed three minutes. It is the Council's policy to refer matters raised in this forum to staff for investigation and/or action where appropriate. The Brown Act prohibits the Council from discussing or acting upon any matter not listed on the published agenda pursuant to State Law.

City Council – Special Meeting Agenda April 21, 2020 Page 2 of 2

4. STUDY SESSION:

a. Council Retreat on Strategic Initiatives

5. ADJOURNMENT:

The next Regular City Council Meeting will be held on April 28, 2020 at 7:00 p.m.

Posted Pursuant to Law 04/20/2020 Mayor: Rico Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 7 Staff vs. Volunteers Are there any programs that staff currently manages that can be managed by volunteers? Can we get sponsors or volunteers to replace activities/events that are important to San Bruno?

8 Senior Services What senior services can be expanded or improved to bring in more revenue? 9 Short Term Reach out to local schools to indentify any type of virtual graduation ceremonies that the city may be able to assist with. 10 Library How will the public be able to safely use the Library computers moving forward to establish safe distancing and sterilazation between uses?

11 Water/Sewer Rates Tier level structuring 12 Communication Develop a process for outreach, education and meetings in the community to reach a large audience

13 Employee Meetings with City Council Allow Council to communicate with City staff regarding city status and realistic situations 14 Facilities Assessment What do we currently have, what do we keep and what is needed to improve to appropriate conditions? 15 City Revenues Continue to plan and find ways to maintain current standards that the community expects 16 Outside Agencies that intersect with San BART, Caltrain, Caltrans - work together to better life Bruno in San Bruno

Page 2 of 11 FY 2020-21 City Council Priority Setting Process Councilmember Strategic Initiative Referral Matrix

Councilmember: Michael Salazar

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 1 City Facility Plan Identify and fund repairs for all city facilities. Assure Rehabilitation & Replacement of Critical Community Facilities and Infrastructure 2 Staffing Plan Identify the "right size" for the organization. Organizational Health and employee Success

3 Compensation Plan Review Explore alternatives to health and retirement plans Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality

4 Long term financial planning Forecast future revenue streams and find sources Continue Proactive Planning for the Future of San Bruno 5 Package future projects and pre-approve Remove any surprises by identifying future Implement Transit Corridor Vision to developments and removing barriers Revitalize Downtown and Commercial Corridor 6 Explore new shared services Explore Fire, PW, Police, look at outsourcing. Continue Proactive Planning for the Future of San Bruno 7 Citizen Boot Camps Inform and enlighten the citizens Continue to Strengthen Community Connections and Engagement

Page 3 of 11 FY 2020-21 City Council Priority Setting Process Councilmember Strategic Initiative Referral Matrix

Councilmember: Laura Davis

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 1 Grow City Revenues Continue to review ways to increase city revenues . Grow City Revenues to Assure On-Going With Police and Fire being our biggest expense are Fiscal Stability and Economic Vitality there revenue opportunies to help offset costs. False Alarms repeated offenders, 911 Call Tax. Freeway signs other than 380 option. Also how can we expand our local econimics and get people to spend in San Bruno vs online ordering or traveling outside of city limits.

2 Cost Cutting Measures What are things we've always done, but cost us more Continue Proactive Planning for the Future to provide the service. Is it essential of San Bruno 3 Communication Plan Define how the City will communicate to the Continue to Strengthen Community community on important issues facing our city. This Connections and Engagement could include new development projects of substantial size, budget, etc. 4 Stream Council Meetings on YouTube This was requested in 2019 and has since been Continue to Strengthen Community implemented, but does the current set up work long- Connections and Engagement term

Page 4 of 11 Councilmember: Laura Davis

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 5 Understanding the New Development The Mills Park Development denial by Council Continue Proactive Planning for the Future Process Member Medina and the negative feedback from of San Bruno many community member is a clear example of how residents in or community do not understand the process. Mayor from San Carlos presented an fantastic speech this process and importance of community input along the way. Resident she clearly know where each project is at, when fighting the process is important and when it's too late in the game due to legal risks

6 RAC Continue with the development and construction of the Recreation Aquatics Center

7 Facility Needs So many of our facilities are not being maintained or Assure Rehabilitation & Replacement of updated. Develop a long term plan to address facility Critical Community Facilities and needs, especially those that are available to the Infrastructure public. 8 Web page for SB Outages Create new web page for SB outages for Water, Continue to Strengthen Community Cable, Street light etc. Provide update of issue and Connections and Engagement when services is expected to be restored

9 City Notification for specific area Create a system that allows the city to notify specific Continue to Strengthen Community streets, zones etc. of outages. This allows the city to Connections and Engagement communicate by email, text or phone call

10 Increase City Manager Newsletter With over 40K residents we should be able to reach a Continue to Strengthen Community Audience greater number of residents Connections and Engagement

Page 5 of 11 Councilmember: Laura Davis

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 11 Web Page for Council Priorities Have a dedicated web page for council priorities and Continue to Strengthen Community quarterly updates Connections and Engagement

Page 6 of 11 FY 2020-21 City Council Priority Setting Process Councilmember Strategic Initiative Referral Matrix

Councilmember: Linda Mason

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 1 Speedbumps/Repaving Speedbumps requested on Whiteway, Crestmoor, Cunningham Way and possibly more and repaving the avenues along with identifying other desperately needed repaving zones. 2 Park Master Plan Creation We need a Master Park Plan for the creation and maintenance of all of our parks including, but not limited to Florida Street Park, Centennial Park, etc. The Master Parks Plan should look out 5, 10, 15, 20 years with clear objectives and goals for each milestone. 3 Civic Center Master Plan We need a Master Civic Center Plan to determine what our Civic Center will one day look like. Is there a possibility of including Allen, closing off the block and creating a park in the middle or a green space? Will the Civic Center ultimately include the library, fire department and SBPD? 4 Community Foundation What is the long-term vision for the Community Foundation (1 year, 5 year, 10 year plan)?

Page 1 of 3 Councilmember: Linda Mason

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 5 Development What is our current timeline for all projects over 10 units? Do they have timelines associated with them? Are there any hold ups throughout development that the City Council can support to move forward. Low income and affordable housing development: Where are we with future planning?

6 Staffing and Management How are we attracting talent? What are the current staffing needs and 1-2 year out staffing needs.

7 Downtown Streetscape Plan Downtown Plan: 1 year, 5 year, 10 year, 15 year and 20 year plan. What are we implementing at each goal? 8 Parking/Code Enforcement How are we identifying what the City Council wants to prioritize, i.e. downtown parking enforcement, parking structure, parking meters, etc. as well as blighted homes, garbage in the medians and illegal dumping. 9 Larger Policy Initiatives Local Purchasing Policy, Term Limits, Rotating Mayor, Finance Limits, Childcare; Joint Venture with Schools, Cannabis, 10 Reporting City Council Initiatives should be data driven, unless otherwise needed. What reports do we want to receive regularly? Homeless/Park and Rec enrollment/arrest/parking citations, etc. 11 Financial Measure K, Airbnb/TOT, Cannabis, Grant writer

Page 2 of 3 Councilmember: Linda Mason

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 12 San Bruno 2020-2040 SB does not have a 20 year Plan. We should create a 20 year plan around what we want San Bruno to be in 20 years including how we will get there. This document should be where all the Plans above and below intersect.

Page 3 of 3 FY 2020-21 City Council Priority Setting Process Councilmember Strategic Initiative Referral Matrix

Councilmember: Marty Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 1 Community Building and Outreach Community Communication Plan; Quarterly Town Hall Study Sessions; Eblasts - MailChimp - Increase Subscription Lists….within mailers; Volunteer Program; Welcome to San Bruno Basket - Residents and Businesses; City Social Media Accounts on Facebook, Nextdoor, Instagram, etc.; Arbor Club - Help assess and maintain urban forest, plant trees, trim branches; Relaunch Beautification Task Force/Clean Sweep overhaul

2 Downtown Downtown Cleanliness - Trash cans overflowing, responsibility; Downtown Events/Promotions - Christmas Decorations; Downtown Centennial Park Renovation; Downtown Property Owners Minimum Standards, Code Compliance; Downtown Gateways; Downtown Lighting; Downtown Parking Loading Zones; Downtown Parking Meters; Downtown Parking Structure; Downtown Tree/Plantings; Downtown Garbage Can Replacements; Downtown Newsracks; Downtown Wayfair Signage; Downtown Murals and citywide

Page 8 of 11 Councilmember: Marty Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 3 Utilities Utility Rates - recalculate winter rate sewer basis; Utility Rates - Tier rate adjustment; Utility Rates Cost Comparison Update; Utility Rates - Capacity charges charged regardless whether services are on or off; Garbage lids that securely close…loose cans contribute to trash around the neighborhoods

4 Traffic & Safety Expanding city parking on Caltrain right of way; Parking spaces delineated in requested areas; Parking …RVs; Parking prohibited for unhitched trailers and oversized vehicles; Traffic Safety - one way streets; Traffic Safety - Red curb policy; Traffic Safety - Installation of Speed bumps; Increase moving violations to maximum; Designate funding for more enforcement - Police Forfeiture Fund; Automatic License Plate Readers; Outsource Parking Enforcement; Security cameras installations in hotspots/usage to catch illegal dumping; Homelessness...reporting mechanisms and metrics; Parking restrictions/cameras at problematic dumping sites...Crystal Springs Trail Glenview/San Bruno Avenue

Page 9 of 11 Councilmember: Marty Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 5 CityNet Services Improved WiFi throughout city buildings; Reconfigure cable free for downtown WiFi; Improve CityNet marketing, social media presence and Metrics; Service Model - free basic service, with YouTube based "add watching" for more time; Expand to neighboring cities

6 Finance Accounting transparency…a chart showing the various fund levels over the years; general fund, capital reserve, etc…; Accounting transparency…more information on accounts payable, more than name, quantity and account number…what was the expenditure for?; Require Uber/Lyft drivers residing City of San Bruno to obtain business licenses. 7 Customer Service Customer service training…phone and email standards and metrics; Customer surveys; San Bruno Responds evaluation; Code Enforcement metrics; Building Permit Metrics; "Volunteer" - Sheriff Work county assistance; Zoom, remote meetings

8 Public Works Project updates provided on a quarterly basis and as completed; Follow use permit procedures and SWPPP…lay down yards, cleanliness standards; Sidewalk repair program status…property owner to fix prior to sale; Investigate street sweeping - citations

Page 10 of 11 Councilmember: Marty Medina

Strategic Initiative Referrals Related to Existing Priority Focus Area Title Description Comments Category? 9 Affordable Housing Affordable housing development partnership; Review options to sell and/or develop surplus properties 10 City-Sharing Service Grant Writer consultant; Median Cleanliness; Public Works; City Garage; Parks and Facilities; Police and Fire 11 Parks & Recreation Formalize inspection procedures…request input from community; Afterschool care evaluation; Park trail in Crestmoor Canyon 12 Outside Agencies Develop more cleanliness/accountability for BART, Caltran, Samtrans and Caltrans; Shuttle Options

Page 11 of 11

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Status Report on Fiscal Year 2019-20 City Council Priority Focus Area and Related Strategic Initiatives

City Council April 21, 2020

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Table of Contents

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Table of Contents

Implement Transit Corridor Vision to Revitalize Downtown and Commercial Corridor .....13 Downtown Parking Management Plan (TCV-1) ...... 15 Downtown Streetscape Plan (TCV-2) ...... 16 Zoning Code Update (TCV-3) ...... 16 Downtown Parking Strategies for Short Term Parking (TCV-4) ...... 17 Assure Rehabilitation & Replacement of Critical Community Facilities and Infrastructure ...... 19 Community Fiber Upgrade (CFI-1) ...... 21 ADA Compliance at all City Buildings and Facilities (CFI-2) ...... 21 Commodore Dog Park (CFI-3) ...... 23 Recreation and Aquatics Center (CFI-4) ...... 23 Replacement of the Police Department Public Safety Radio Infrastructure (CFI-5) ...... 24 1st Avenue Sewer Replacement Project (CFI-6) ...... 24 Acapella Well (21) Project (CFI-7) ...... 25 Advanced Water Meter Project (CFI-8) ...... 25 Arbor Court Pressure Regulating Valve Replacement Project (CFI-9) ...... 26 Avenues No. 1-1 Water Replacement Project (CFI-10) ...... 26 Avenues No. 1-1 Sewer Replacement Project (CFI-11) ...... 27 Avenues No. 1-2 Water Replacement Project (CFI-12) ...... 27 Avenues No. 1-2 Sewer Replacement Project (CFI-13) ...... 28 Avenues No. 1-3 Water Replacement Project (CFI-14) ...... 29 Avenues No. 1-3 Sewer Replacement Project (CFI-15) ...... 29 Avenues No. 2-1 Water Replacement Project (CFI-16) ...... 30 Avenues No. 2-1 Sewer Replacement Project (CFI-17) ...... 31 Avenues No. 2-2 Sewer Replacement Project (CFI-18) ...... 31 Avenues No. 3-1 Water Replacement Project (CFI-19) ...... 32 Avenues No. 3-1 Sewer Replacement Project (CFI-20) ...... 33 Crestmoor Canyon Slope Stability Project (CFI-21) ...... 33 Crestmoor Pump Station Replacement Project (CFI-22) ...... 34

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Crestwood Drive Sewer Replacement Project (CFI-23) ...... 35 Crestwood Pump Station Replacement Project (CFI-24) ...... 35 Crystal Springs Road Sewer Replacement Project (CFI-25) ...... 36 Cunningham Drive Tank Replacement Project (CFI-26) ...... 36 El Camino Real/Angus Avenue Intersection Improvements Project (CFI-27) ...... 37 Glenview Drive Pressure Regulating Station Replacement Project (CFI-28) ...... 37 Green Infrastructure Development Plan (CFI-29) ...... 38 Huntington Avenue Improvements (Cycle Track) Project (CFI-30) ...... 38 Huntington/San Antonio Ave Street Rehabilitation Project (CFI-31) ...... 39 Huntington/San Antonio Bicycle Corridor (CFI-32) ...... 39 Lake Drive Pump Station Project (CFI-33) ...... 40 Lomita Pump Station Replacement Project (CFI-34) ...... 40 Masson Avenue Street Rehabilitation Project (CFI-35) ...... 41 Oakmont Drive Pressure Regulating Station Replacement Project (CFI-36) ...... 42 Piedmont Avenue Pressure Regulating Station Replacement Project (CFI-37) ...... 42 Princeton Pump Station Generator Replacement Project (CFI-38) ...... 42 Public Parking Lot Rehabilitation Project (CFI-39) ...... 43 Rollingwood Drive Pressure Regulating Station Replacement Project (CFI-40) ...... 43 San Antonio Avenue Water Main Replacement Project (CFI-41) ...... 44 San Antonio Avenue Sewer Replacement Project (CFI-42) ...... 44 San Bruno Ave and Cherry Ave Intersection Improvements Project (CFI-43) ...... 45 Scott Street Grade Separation Project (CFI-44) ...... 45 Sidewalk Repair Program (CFI-45) ...... 46 Sneath Lane Pump Station Project (CFI-46) ...... 46 Spyglass Drive Storm Drain Improvements Project (CFI-47) ...... 47 Street Medians & Grand Blvd Improvement Project (CFI-48) ...... 47 Street Rehabilitation Project (CFI-49) ...... 48 Susan Drive Intersection Improvements Project (CFI-50) ...... 48 Sweeney Ridge Tank Replacement Project (CFI-51) ...... 49 Whitman Pump Station Generator Project (CFI-52) ...... 50 Fire Station 52 (CFI-53) ...... 50 Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality ...... 51 Repayment of Cable Loan from General Fund (FSEV-1) ...... 53

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Comprehensive Fiscal Sustainability Project – Revenue Enhancements (FSEV-2) ...... 53 Execute a Cost Allocation Plan (CAP) and User Fee Study (UF) (FSEV-3) ...... 54 Implement a Development Impact Fee (DIF) Program (FSEV-4) ...... 55 Expand Use of Tracking Software to Streamline Billing for Fire Prevention Services (FSEV-5) ...... 56 Finance ERP Upgrade Plan (FSEV-6) ...... 57 Continue to Strengthen Community Connections and Engagement ...... 59 Channel 1 Updates (CCE-1) ...... 61 3D Printing Program (CCE-2) ...... 61 Digital Library Cards and Automated Renewals (CCE-3) ...... 62 Earl-Glenview Park Opening (CCE-4)...... 63 Florida Avenue Park (CCE-5) ...... 64 Food For Fines (CCE-6) ...... 65 Installation of Equipment for Electronic Devices (CCE-7) ...... 65 Recreation Registration Software (CCE-8) ...... 66 Scheduling Software (CCE-9) ...... 68 Public Education Programs Covering Fire Safety and Emergency Preparedness (CCE-10) ..69 Communications with the Community using the Department Website and available Social Media Accounts (CCE-11) ...... 70 Protect and Improve Community Aesthetics and Safety ...... 71 West Coast Arborist Tree Planting Grant Project (CAS-1) ...... 73 Emergency Operations Center (EOC) Training (CAS-2) ...... 74 Emergency Shelter Equipment (CAS-3) ...... 75 Implement New Records Management System (CAS-4) ...... 75 Wildland Risk Assessment (CAS-5) ...... 76 Conduct Site Assessments and Response Plans for Critical Locations (CAS-6) ...... 77 Enhance Traffic Safety and Prevent Impaired Driving (CAS-7) ...... 78 Development of a Public Safety Unmanned Aircraft System (UAS) (CAS-8) ...... 79 Ensure Compliance of Specific Business Types Identified by Code (CAS-9) ...... 80 Expand San Bruno Police Reserve Program (CAS-10) ...... 81 Expand Services to Homeless in an Effort to Secure Permanent Housing (CAS-11) ...... 81 Promote Registering of Personal Surveillance Cameras with the Police Department (CAS-12) ...... 83 Public Safety Incident Command Vehicle (CAS-13)...... 83

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Continue Proactive Planning for the Future of San Bruno ...... 87 Bayhill Specific Plan and YouTube Phase I Planning Entitlement Approvals (PPF-1) ...... 89 Economic Development Program (PPF-2) ...... 89 Floodplain Hazard Management Ordinance (PPF-3) ...... 90 Implement Online Building Permitting Through e-TRAKit and Deploy Digital Plan Check Process (PPF-4) ...... 91 Wireless Facilities in the Public Right-of-Way (Title 8 of the Municipal Code) (PPF-5) ...... 91 Adopt an Affordable Housing Fund Implementation Plan (PPF-6) ...... 92 2022 Housing Element (PPF-7) ...... 93 Promote Organizational Health to Deliver Strong, Sustained Performance and Prioritize Best Management Practices ...... 95 Evaluate and Implement Procedures to Reduce Firefighter Exposure to Carcinogens (OHES- 1) ...... 97 Employee Health and Benefits (OHES-2) ...... 97 Employee Growth and Succession Planning (OHES-3) ...... 98 Employee Safety and Regulatory Certifications Program (OHES-4) ...... 99 Review of City Job Descriptions (OHES-5) ...... 99 Email Retention Policy (OHES-6) ...... 100 Migration to Paperless Office Plan (OHES-7) ...... 101 Development of Internal Support Processes for Police Personnel (OHES-8) ...... 101 Police Station Facility Security Improvements – Gate & Fence (OHES-9) ...... 102 Citywide Policies and Procedures (OHES-10) ...... 103

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Mission, Vision and Values And City Council Priority and Focus Areas

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City of San Bruno’s Mission, Vision and Values

Our Mission Statement

The City of San Bruno exists to provide exemplary services for our community that enhance and protect the quality of life.

Our Vision for the Future

San Bruno will be the Peninsula City of choice in which to live, learn, work, shop and play.

Our Values

The City of San Bruno values:

 Integrity;

 Protecting, guarding and shepherding public resources and interests;

 Teamwork;

 Exemplary service to the community;

 Competent, well-trained employees;

 Friendliness; and

 Commitment to the community.

City Council Priority and Focus Areas for Fiscal Year 2020-21

The City Council reviews priority areas of focus as part of the development of the annual operating and capital improvement program budgets. The priority areas of focus can and do change over time, based on interest, need and resources. Below are the City Council Priority Focus Areas for FY 2019-20 (not listed in any order of preference or priority).

• Implement Transit Corridor Vision to Revitalize Downtown and Commercial Corridor

Status Report on City Council Priority Focus Areas and Related Strategic Initiatives Fiscal Year 2019-20 Page 11 of 103

• Assure Rehabilitation & Replacement of Critical Community Facilities and Infrastructure

• Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality

• Continue to Strengthen Community Connections and Engagement

• Protect and Improve Community Aesthetics and Safety

• Continue Proactive Planning for the Future of San Bruno

• Organizational Health and Employee Success

Status Report on City Council Priority Focus Areas and Related Strategic Initiatives Fiscal Year 2019-20 Page 12 of 103

Implement Transit Corridor Vision to Revitalize Downtown and Commercial Corridor

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Implement Transit Corridor Vision to Revitalize Downtown and Commercial Corridor

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Downtown Parking Management Plan (TCV-1) CC Priority Focus Implement Transit Corridor Vision to Revitalize Downtown and Area(s) Commercial Corridor

Description In January 2019, the City Council adopted the Downtown Parking Management Plan. This Plan serves to implement the City’s General Plan (2009) and Transit Corridors Plan (2013) and to support the City Council’s on-going efforts and interests in development and economic revitalization of San Bruno’s Downtown while respecting the existing residential neighborhoods and parking demand in the City. It is anticipated that significant changes in parking demand and needs will occur over time resulting from new development allowed in the Transit Corridors Plan. This comprehensive Plan serves to:

• analyze the existing parking supply and usage, • project future parking demand, • recommend parking management strategies, • analyze potential options for future new parking supply, and • examine the potential costs and revenues of implementing the Plan.

The study area for the Plan includes the portion of San Bruno from San Mateo Avenue between Walnut Street to the north and El Camino Real and Taylor Avenue to the south, including two to three blocks to the east and west of this corridor.

Est. Completion Date January 2019 (Plan Adoption) – Implementation Ongoing

Project Budget Total TBD

Lead Department Public Works Department

Status Summary Underway

Status Update The Downtown Parking Management Plan was accepted by the City Council on January 22, 2019. Implementation of key strategies is underway. A resolution to establish in-lieu fees to fund downtown parking facilities was adoption by the City Council in February 2020. Implementation of other measures such as parking meters are still underway.

Status Report on City Council Priority Focus Areas and Related Strategic Initiatives Fiscal Year 2019-20 Page 15 of 103

Downtown Streetscape Plan (TCV-2) CC Priority Focus Implement Transit Corridor Vision to Revitalize Downtown and Area(s) Commercial Corridor

Description The San Mateo Avenue Streetscape Plan was adopted in October 2019. This Plan serves to implement the City’s General Plan (2009) and Transit Corridors Plan (2013). The Plan serves as a design guideline to create an inviting and cohesive downtown atmosphere for pedestrians, bicyclists, and motorists. The Plan also provides design recommendation and elements that beautify and enhance the San Mateo Avenue public realm including public spaces, such as Posy Park and the paseos. The proposed conceptual streetscape design will maintain the existing layout of the street and most of the existing curb-line. The proposed improvements will be limited to the public right of way and are focused on the sidewalk and planting areas from the back-of-curb to the property line. The cost estimate implement the Conceptual Streetscape Plan is $9.333 million for the streetscape improvements and an additional $3.478 million for the Centennial Plaza improvements and $6.291 million for the Posy Park improvements. The total cost is estimated at $19.102 million.

Est. Completion Date TBD

Project Budget Total TBD

Lead Department Public Works Department

Status Summary Not Started

Status Update The San Mateo Avenue Streetscape Plan was adopted by the City Council on October 22, 2019. Funding for actual implementation and construction of the Plan is yet to be identified.

Zoning Code Update (TCV-3) CC Priority Focus Implement Transit Corridor Vision to Revitalize Downtown and Area(s) Commercial Corridor

Description Zoning Code Update to provide clear development standards within the long-range plans including the General Plan and Transit Corridors Plan, and to ensure consistency with State Laws

Key Tasks:

o Complete Zoning Code Update – including but not limited to key timely policy issues related to:

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• Community Benefits • Accessory Dwelling Units • Affordable Housing Program • Airport Land Use Compatibility Plan • Short Term Residential Rentals • Incorporation of Bayhill Specific Plan, General Plan and the Transit Corridors Plan • Streamline approval process with Director’s Decisions Est. Completion Date Full Completion Depends on Funding

Project Budget Total $500,000 (Partial Funding Appropriated - General Plan Maintenance Fee Funding of $72,500 and Grant Funding of $160,000)

Lead Department Community and Economic Development Department

Status Summary In-Progress (Partial); Funding Required (Full Completion)

Status Update A Zoning Code Ordinance to amend the Zoning Code parking regulations was approved by the Planning Commission in December 2019 and was adoption by the City Council in February 2020. Staff has initiated work on Zoning Code Updates related to housing construction, as authorized by the SB2 Grant application; however, additional funding may be required to complete this effort.

Downtown Parking Strategies for Short Term Parking (TCV-4) CC Priority Focus Implement Transit Corridor Vision to Revitalize Downtown and Area(s) Commercial Corridor

Description City Council provided direction to staff to consider parking strategies to help alleviate parking congestion in the Downtown area during peak usage times, including consideration of drop off / yellow zones, short term (20 minute) parking stalls and traffic loops.

Est. Completion Date TBD

Project Budget Total TBD

Lead Department Public Works Department

Status Summary In-Progress

Status Update New on-street passenger loading zones in front of La Petite Baleen swim school approved by the TSPC and will be installed in early 2020. Additional loading zones to be analyzed further. Funding in the amount of $150,000 for additional implementation is anticipated to be included in the proposed FY 2020-21 budget.

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Assure Rehabilitation & Replacement of Critical Community Facilities and Infrastructure

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Assure Rehabilitation & Replacement of Critical Community Facilities and Infrastructure

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Community Fiber Upgrade (CFI-1) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure (formerly, Continue Proactive Planning for the Future of San Bruno)

Description San Bruno CityNet Services launched an effort to upgrade its cable infrastructure from a partial coaxial and fiber network to a 100% high-speed fiber network. The project aims to provide the community high-speed internet access in every residence and business. To date 17% of the infrastructure has been converted to fiber technology from the previous hybrid coaxial/fiber technology. San Bruno cable has proposed a fiber upgrade of the remaining 83% of its infrastructure.

Est. Completion Date TBD (2 years from approval of financing)

Project Budget Total $12,029,000

Lead Department San Bruno CityNet Services

Status Summary On hold, pending approval of financing

Status Update The first part of the fiber upgrade covering 17% of San Bruno Cable’s infrastructure has been completed in January 2019. A proposal and business plan, including financing options, has been presented to the City Council in March 2019. The Council accepted the business plan and asked to be presented with a funding plan. Currently, financing options to fund the upgrade are being explored. Concurrently, upgrade implementation plans are being continuously updated in order to facilitate timely, on budget execution upon approval of funding. A $7,000-$10,000 project to fiber a portion of the Spyglass neighborhood, as a pilot project in a single-family residential neighborhood, is on hold pending financial resources.

ADA Compliance at all City Buildings and Facilities (CFI-2) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description Title II of the ADA requires that public entities having responsibility for or authority over facilities, streets, road, sidewalks, and/or other areas meant for public use to develop a Transition Plan to make their facilities meet the standards for programming accessibility. Program accessibility means that a program, activity and/or service are accessible when viewed it its entirety. Simply put, a Transition Plan transitions inaccessible facilities into environments that are accessible to and functional for individuals with disabilities.

The process of developing an ADA Transition Plan includes the identification of access barriers with the built environment. The Transition Plan for removal of structural barriers to program access must contain the following information:

• Identification of the barriers to program access; • Identification of the specific barrier removal action(s); • Identification of a schedule for barrier removal; and • Identification of responsibly for ensuring barrier removal.

This Transition Plan is organized into two parts: facilities, which includes buildings, parks, parking lots and their related grounds, and the public right-of way around these facilities, which includes sidewalks, curb ramps, on-street parking and signalized intersections that fall within the City’s area of responsibility.

Est. Completion Date 1 – 15 years

Project Budget Total $163,800 funded. Total budget, TBD.

Lead Department Community Services

Status Summary In-Progress

Status Update Buildings: Work has been done to meet the ADA Compliance mandate, including but not limited to, installing tread stripping, adjusting door closures, repairing uneven floor surfaces, and installation of an accessible counter. This is a multi-year plan that requires us to continue working on the ADA self-evaluation plan over the next few years.

Parks: We are currently working on the barriers identified to be completed. We have already addressed issues with the latch heights on several gates which will be completed by the end of April. All identified immediate (Year 1) issues will be addressed and completed by May and stay within the given budget. Staff will work to include subsequent items into the base General Fund budget on an

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annual basis and seek capital project approval for any significant remodeling/construction efforts, over $50,000.

Commodore Dog Park (CFI-3) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The Dog Run located at Commodore Park currently provides an uneven play surface and poorly allocates space between the small and large dog play areas. This project would level the play surface to create a more user friendly space. Improvements would include seating for people and relocation of the automatic dog water bowl for use by both large and small dogs.

Est. Completion Date TBD

Project Budget Total TBD

Lead Department Community Services

Status Summary On-hold

Status Update Staff has paused the effort to release an RFP/RFQ for improvements to Commodore Dog Park pending identification of additional funding and analysis on expected development impact fee revenue. Staff are also exploring the possibility of relocating the park to another location, or an additional dog park location.

Recreation and Aquatics Center (CFI-4) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Est. Completion Date 2022

Project Budget Total $50 million

Lead Department Community Services

Status Summary In-Progress

Status Update Staff continues to work with Group 4 Architects and their sub- contractors, Griffin Structures, internal staff, and the advisory committee on design development of the new Recreation and Aquatic Facility. The Environmental Impact Report continues to move forward and will be available for public review in early 2020. Construction is expected to begin in early 2021.

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Replacement of the Police Department Public Safety Radio Infrastructure (CFI-5) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The Police Department radio system is the second oldest in use in San Mateo County. The system was installed in the late 1990's and after 20 years of use and continued maintenance the system has reached its serviceable lifespan. Continual use of the antiquated hardware will result in greater service cost increases with each fiscal year. In addition to the radio system infrastructure, this project will also include the replacement of all portable radios currently in use. The Police Department has planned for and has set aside equipment reserve funds to cover the entire cost of this project.

Est. Completion Date June 2020

Project Budget Total $413,000

Lead Department Police Department

Status Summary In-Progress

Status Update The replacement of portable radios and the voice recorder are complete. The replacement of the remainder of the infrastructure is In-Progress.

1st Avenue Sewer Replacement Project (CFI-6) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description Construction for replacing the sewer main on 1st Avenue. The existing sewer main is currently under capacity, and as a result, sanitary sewer backups and overflows occur frequently.

Est. Completion Date Spring 2019

Project Budget Total $1,350,000

Lead Department Public Works Department

Status Summary Completed

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Status Update Sewer work was completed in July 2019.

Acapella Well (21) Project (CFI-7) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces the Commodore Park Well, which is more than 25 years old and is one of the City’s oldest wells. Despite regular maintenance and rehabilitation of this well, it ceased operation in June 2010. A feasibility analysis was performed in June 2010. The Acapella Site adjacent to The Crossing/San Bruno was identified as the location that will result in optimum combination of water quality and production rate.

Est. Completion Date Winter 2021

Project Budget Total $1,504,879

Lead Department Public Works Department

Status Summary Not Started

Status Update The construction of the test well was completed in FY 2014-15. The design of the well facilities will be completed in two separate phases. The first phase consists of completing the design and construction of a production well, which has been completed. Based on the samples collected from the well, treatment for manganese removal is expected to be required. Property for the well location was acquired in FY 2016- 17 which resolved ingress and egress issues. A request for proposals for the design of the production well will be issued in Spring 2020. Construction is anticipated in 2021.

Advanced Water Meter Project (CFI-8) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces aging and unreliable water meters with an upgraded system. The advanced water meter system allows for instant remote monitoring and tracking of water usage by customers and City staff through the internet. Water conservation efforts are significantly improved by providing more accurate water usage readings to customers.

Est. Completion Date Fall 2020

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Project Budget Total $1,167,950

Lead Department Public Works Department

Status Summary In-Progress

Status Update Several commercial water meters were installed in FY 2017-18 along San Mateo Ave, from Angus Ave to El Camino Real. Installation of the remaining advanced water meters at all commercial premises will be completed in FY 2020-21. Ongoing work with Consultant includes the revision of project’s scope and preparation of bid documents.

Arbor Court Pressure Regulating Valve Replacement Project (CFI-9) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces an existing pressure regulating station located on Arbor Court that has reached the end of its life cycle. The existing pressure regulating station, which is located in a vault under the sidewalk at the intersection of Arbor Court and Greenwood Way, reduces high incoming water pressure to a normal distribution pressure for delivery to homes in the Rollingwood neighborhood. The existing station will be replaced with a new station containing larger sized valves to help improve fire flows and allow the City flexibility in providing water to a different pressure zone during an emergency.

Est. Completion Date Fall 2019

Project Budget Total $546,060

Lead Department Public Works Department

Status Summary Completed

Status Update The project was awarded to Casey Construction on December 11, 2018 and reached completion in September 2019.

Avenues No. 1-1 Water Replacement Project (CFI-10) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new water main lines in the Avenues 1-1 area which is bounded within Huntington Avenue, Sylvan Avenue and San Mateo Avenue to improve the reliability of the water

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system. The project includes replacement of approximately 3,800 LF of water pipelines, valves and fire hydrants.

Est. Completion Date Summer 2020

Project Budget Total $2,281,293

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project was awarded to JMB Construction, Inc. in July 2019. Construction is currently on-going.

The construction for this project is combined with the Avenues 1-1 and 1-2 Water and Sewer Replacement Projects.

Avenues No. 1-1 Sewer Replacement Project (CFI-11) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines in the Avenues 1-1 area which is bounded within Huntington Avenue, Sylvan Avenue and San Mateo Avenue to reduce the risk of sanitary sewer overflows. The project includes replacement of approximately 3,200 LF of sewer pipelines and manholes.

Est. Completion Date Summer 2020

Project Budget Total $2,267,679

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project was awarded to JMB Construction, Inc. in July 2019. Construction is currently on-going.

The construction for this project is combined with the Avenues 1-1 and 1-2 Water and Sewer Replacement Projects.

Avenues No. 1-2 Water Replacement Project (CFI-12) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes the construction of new water main lines in the Avenues 1-2 area which is bounded by Sylvan Avenue, Huntington Avenue, San Mateo Avenue, Florida Avenue and Taylor Avenue to improve the reliability of the water system. The project includes replacement of approximately 4,300 LF of water pipelines, valves and fire hydrants.

Est. Completion Date Summer 2020

Project Budget Total $2,731,103

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project was awarded to JMB Construction, Inc. in July 2019. Construction is currently on-going.

The construction for this project is combined with the Avenues 1-1 and 1-2 Water and Sewer Replacement Projects.

Avenues No. 1-2 Sewer Replacement Project (CFI-13) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines in the Avenues 1-2 area which is bounded by Sylvan Avenue, Huntington Avenue, San Mateo Avenue, Florida Avenue and Taylor Avenue to reduce the risk of sanitary sewer overflows. The project includes replacement of approximately 6,000 LF of sewer pipelines and manholes.

Est. Completion Date Summer 2020

Project Budget Total $3,345,248

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project was awarded to JMB Construction, Inc. in July 2019. Construction is currently on-going.

The construction for this project is combined with the Avenues 1-1 and 1-2 Water and Sewer Replacement Projects.

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Avenues No. 1-3 Water Replacement Project (CFI-14) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new water main lines in the Avenues 1-3 area, which includes Huntington Avenue, Cupid Row, Carleton Avenue, Terrace Avenue, Georgia Avenue, Milton Avenue, Texas Place, Kensington Avenue, Garden Place, Chapman Avenue, East Avenue, and N San Anselmo Avenue, to improve the reliability of the water system. The project includes replacement of approximately 6,500 LF of water pipelines, valves and fire hydrants.

Est. Completion Date Fall 2020 – Complete Design

Summer 2021 – Complete Construction

Project Budget Total $4,883,266

Lead Department Public Works Department

Status Summary In-Progress

Status Update 100% design plans, specifications and estimates are complete and being reviewed by staff. Design completion is estimated in Fall 2020, and construction completion in Summer 2021. Permit for work on Caltrans right-of-way and utility installation on San Mateo County right-of-way may potentially cause delays in advertising the project.

The design and construction for this project is combined with the Avenues 1-3 Sewer Replacement Project.

Avenues No. 1-3 Sewer Replacement Project (CFI-15) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines in the Avenues 1-3 area, which includes Carleton Avenue, Terrace Avenue, N San Anselmo Avenue, Milton Avenue, Texas Place, Kensington Avenue, Garden Avenue, Chapman Avenue, East Avenue, in a private easement between Milton Ave and Mastic Ave, and in private easement between Mastick Avenue and State Highway 82, to reduce the risk of sanitary sewer overflows. The project

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includes replacement of approximately 7,100 LF of sewer pipelines and manholes.

Est. Completion Date Fall 2020 – Complete Design

Summer 2021 – Complete Construction

Project Budget Total $5,296,307

Lead Department Public Works Department

Status Summary In-Progress

Status Update 100% design plans, specifications and estimates are complete and being reviewed by staff. Design completion is estimated in Fall 2020, and construction completion in Summer 2021. Permit for work on Caltrans right-of-way and utility installation on San Mateo County right-of-way may potentially cause delays in advertising the project.

The design and construction for this project is combined with the Avenues 1-3 Water Replacement Project.

Avenues No. 2-1 Water Replacement Project (CFI-16) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new water main lines in the Avenues 2-1 area, which includes a private easement between 1st Ave. and 2nd Ave., to improve the reliability of the water system. The project includes replacement of approximately 250 LF of water pipeline.

Est. Completion Date Winter 2020-21 – Complete Design

Winter 2021-22 – Complete Construction

Project Budget Total $180,000

Lead Department Public Works Department

Status Summary In-Progress

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Status Update The project design was awarded to Wilsey Ham in March 2019. Design is currently on-going.

The design and construction for this project is combined with the Avenues 2-1 and 2-2 Water and Sewer Replacement Projects.

Avenues No. 2-1 Sewer Replacement Project (CFI-17) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines in the Avenues 2-1 area, which includes 2nd Ave, 3rd Ave, 4th Ave, 5th Ave, and 6th Ave between Pine St to the southern limits, to reduce the risk of sanitary sewer overflows. The project includes replacement of approximately 5,200 LF of sewer pipelines and manholes.

Est. Completion Date Winter 2020-21 – Complete Design

Winter 2021-22 – Complete Construction

Project Budget Total $400,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project design was awarded to Wilsey Ham in March 2019. Design is currently on-going.

The design and construction for this project is combined with the Avenues 2-1 and 2-2 Water and Sewer Replacement Projects.

An additional funding of $4,110,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $4,510,000.

Avenues No. 2-2 Sewer Replacement Project (CFI-18) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes the construction of new wastewater main lines in the Avenues 2-2 area, along 2nd Ave, 3rd Ave, 4th Ave, 5th Ave, and 6th Ave between Pine St and E. San Bruno Ave, Pine St, between 1st Ave and 7th Ave, and in a private easement between 1st Ave, 2nd Ave, 3rd Ave, and 4th Ave., to reduce the risk of sanitary sewer overflows. The project includes replacement of approximately 7,400 LF of sewer pipelines and manholes.

Est. Completion Date Winter 2020-21 – Complete Design

Winter 2021-22 – Complete Construction

Project Budget Total $370,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project design was awarded to Wilsey Ham in March 2019. Design is currently on-going.

The design and construction for this project is combined with the Avenues 2-1 Water and Sewer Replacement Projects.

An additional funding of $6,200,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $6,570,000.

Avenues No. 3-1 Water Replacement Project (CFI-19) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new water main lines in the Avenues 3-1 area, which is bounded within Kains Avenue, Sylvan Avenue, San Mateo Avenue and State Route 82, to improve the reliability of the water system. The project includes replacement of approximately 8,000 LF of water pipelines, valves and fire hydrants.

Est. Completion Date Summer 2020 – Complete Design

Summer 2021 – Complete Construction

Project Budget Total $300,000

Lead Department Public Works Department

Status Summary In-Progress

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Status Update The project design was awarded to Bellecci & Associates in February 2019. Design is currently on-going

The design and construction for this project is combined with the Avenues 3-1 Sewer Replacement Project.

An additional funding of $3,550,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $3,850,000.

Avenues No. 3-1 Sewer Replacement Project (CFI-20) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines in the Avenues 3-1 area, which is bounded within Kains Avenue, Sylvan Avenue, San Mateo Avenue and State Route 82, to reduce the risk of sanitary sewer overflows. The project includes replacement of approximately 7,100 LF of sewer pipelines and manholes.

Est. Completion Date Summer 2020 – Complete Design

Spring 2021 – Complete Construction

Project Budget Total $300,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project design was awarded to Bellecci & Associates in February 2019. Design is currently on-going

The design and construction for this project is combined with the Avenues 3-1 Water Replacement Project.

An additional funding of $2,160,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $2,460,000.

Crestmoor Canyon Slope Stability Project (CFI-21) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes addressing the hillside erosion along the edge of Crestmoor Canyon near San Bruno Avenue. Over the years, Crestmoor Canyon has been utilized as a drainage discharge area. Due to the steep topography of the area, the Canyon is susceptible to soil displacements and occasional landslides. Recent storms in December 2019 eroded approximately 30 feet of hillside along W. San Bruno Ave between Crestmoor and Glenview.

Est. Completion Date Spring 2020

Project Budget Total $1,050,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Major construction is complete. Final items such as sidewalk reconstruction and site restoration will occur in April/May.

Crestmoor Pump Station Replacement Project (CFI-22) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes planning, design and construction for the improvement of the Crestmoor Pump Station and associated force main pipeline. As part of the project, the facility will be upgraded with a new pump and generator. The pump station will include a new wet well design with submersible pumps that matches the City’s design at other recent pump station projects. A grinder will be included in the design to eliminate large solids and debris from entering the pump station thus reducing maintenance and increasing the longevity of the pump.

Est. Completion Date Spring 2020

Project Budget Total $2,122,806

Lead Department Public Works Department

Status Summary In-Progress

Status Update Design was completed in FY 2017-18. Construction began in October 2018. Estimated completion in Spring 2020, incurred delays regarding materials and supplies, as well as delays regarding required investigation of the electrical system and foundation for the pump station.

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Crestwood Drive Sewer Replacement Project (CFI-23) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description To meet regulatory deadlines and to resolve system deficiencies identified in the Sewer Master Plan, this project replaces the sewer main at Crestwood Drive between Valleywood Drive and Rollingwood Drive.

Est. Completion Date Summer 2020 – Complete Design

Fall 2021 – Complete Construction

Project Budget Total $1,134,190

Lead Department Public Works Department

Status Summary In-Progress

Status Update Awarded consultant contract on March 2017 and the project is currently at the 65% design phase. Project will be constructed with the Crestwood Pump Station Improvements Project.

Crestwood Pump Station Replacement Project (CFI-24) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes planning, design and construction for the improvement of the Crestwood Pump Station and associated force main pipeline. The pump station will include a new wet well design with submersible pumps that matches the City’s design at other recent pump station projects. A grinder will be included in the design to eliminate large solids and debris from entering the pump station thus reducing maintenance and increasing the longevity of the pump.

Est. Completion Date Spring 2020 – Complete Design

Fall 2021 – Complete Construction

Project Budget Total $5,150,443

Lead Department Public Works Department

Status Summary In-Progress

Status Update Awarded consultant contract on March 2017 and the project is currently at the 65% design phase.

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Crystal Springs Road Sewer Replacement Project (CFI-25) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description To meet regulatory deadlines and to resolve system deficiencies identified in the Sewer Master Plan, the primary purpose of the Crystal Springs Road Sewer Replacement Project is to alleviate capacity deficient sewer pipelines along Crystal Springs Road and reduce the risk of future sanitary sewer overflows by rerouting the flow to the new pipeline. This project will replace approximately 3,100 LF of sewer pipelines and manholes.

Est. Completion Date Fall 2019

Project Budget Total $4,469,581

Lead Department Public Works Department

Status Summary Completed

Status Update The City Council awarded the construction contract to KJ Woods Construction on July 24, 2018 and sewer work was completed in August 2019.

Cunningham Drive Tank Replacement Project (CFI-26) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the replacement of the Cunningham water tank located adjacent to Cunningham Drive. The existing tank is 116 feet in diameter, 32 feet high and has a total capacity of 2.5 million gallons. The City is unable to use the entire tank capacity due to seismic issues. This project will replace the steel tank with a pre-stressed concrete tank.

Est. Completion Date TBD

Project Budget Total $8,978,927

Lead Department Public Works Department

Status Summary On-Hold

Status Update Design completed. Construction is currently on hold due to SFPUC agreement to provide funds for design and construction of and

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additional 1MG tank. Staff is working with the designer to obtain design scope and cost.

El Camino Real/Angus Avenue Intersection Improvements Project (CFI-27) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will create a more inviting environment for visitors to San Bruno City Hall and the Public Library as well as for students attending Allen Elementary School by installing pedestrian safety improvements at the intersection of El Camino Real and Angus Avenue. Project improvements such curb extensions, median refuge areas, upgraded traffic signals, high visibility crosswalks, and ADA curb ramps will increase pedestrian safety and accessibility at this intersection.

Est. Completion Date Spring 2020

Project Budget Total $385,284

Lead Department Public Works Department

Status Summary In-Progress

Status Update Construction is completed. Contractor is going through punch list items and the project closeout is anticipated for Spring 2020.

Glenview Drive Pressure Regulating Station Replacement Project (CFI-28) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces the pressure regulator station at Glenview Drive. The station allows reduction of the high incoming water pressure to a normal distribution pressure for delivery to homes and businesses.

Est. Completion Date TBD

Project Budget Total $400,000

Lead Department Public Works Department

Status Summary Not Started

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Green Infrastructure Development Plan (CFI-29) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The San Francisco Bay Regional Water Quality Control Board’s Municipal Regional Permit (MRP) regulates pollutants in stormwater runoff from municipal storm drain systems throughout San Mateo County. The MRP requires jurisdictions to develop a Green Infrastructure Plan that demonstrates how each permittee will gradually shift from traditional “gray” storm drain infrastructure-which channels polluted runoff directly into receiving waters without treatment-to a more resilient and sustainable storm drain system comprised of “green” infrastructure, which captures, stores and treats stormwater using specially designed landscape systems. The City’s Green Infrastructure Plan must be developed and submitted to the Water Board in September 2019.

Est. Completion Date Summer 2019

Project Budget Total $150,000

Lead Department Public Works Department

Status Summary Completed

Status Update The Final GI Plan was completed in Summer 2019 and submitted to the State Water Resources Control Board as part of the 2019 Annual Report.

Huntington Avenue Improvements (Cycle Track) Project (CFI-30) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will implement a component of the San Bruno Walk 'N Bike Plan by improving the pedestrian and bicycle network on Huntington Ave from San Bruno Ave to the entrance of the Centennial Way Trail. Project improvements include converting the rightmost lane on northbound Huntington Ave to a two-way cycle track with a concrete barrier and installation of streetscape improvements such as pedestrian scale lighting.

Est. Completion Date TBD

Project Budget Total $155,000

Lead Department Public Works Department

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Status Summary In-Progress

Status Update This is a federally funded project that received Caltrans authorization to proceed with design on December 2018. As the proposed improvements include work on right-of-way operated by Bay Area Rapid Transit/Joint Powers Board/City and County of San Francisco, the design of this project is on hold until these right-of-way issues can be resolved.

An additional funding of $1,002,000 is proposed in FY 2020-21, bringing the total project budget to $1,170,000.

Huntington/San Antonio Ave Street Rehabilitation Project (CFI-31) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The project involves the repair and preventative maintenance of two City streets: Huntington Avenue (Kains Avenue to San Felipe Avenue) and San Antonio Avenue (San Felipe Avenue to Santa Inez Avenue)

Est. Completion Date TBD

Project Budget Total $823,981

Lead Department Public Works Department

Status Summary On-Hold

Status Update The design of this project is on hold until right-of-way issues are resolved. Along Huntington Avenue, approximately half of the roadway is in another agency’s jurisdiction (operated by Joint Powers Board/County of San Mateo).

Huntington/San Antonio Bicycle Corridor (CFI-32) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes installing bicycle and pedestrian improvements along Huntington Avenue beginning at the Caltrain Station through San Antonio Avenue to the Millbrae border. These improvements include enhanced Class 3 bike route and low-cost traffic calming measures.

Est. Completion Date Spring 2020 – Complete Design

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Fall 2020 – Complete Construction

Project Budget Total $637,732

Lead Department Public Works Department

Status Summary In-Progress

Status Update Project is in the currently in the design phase. Construction is anticipated to begin in Spring 2020.

Lake Drive Pump Station Project (CFI-33) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will include evaluation of the Lake Drive pump station to determine the feasibility to install a new building, installation of a new generator, and assessment of fire flows.

Est. Completion Date Fall 2020 – Complete Design

Summer 2021-- Complete Construction

Project Budget Total $200,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Project design was awarded to Water Works Engineers. It is anticipated that the design would be completed by November 2020.

An additional funding of $1,500,000 is proposed in FY 2020-21, bringing the total project budget to $1,700,000.

Lomita Pump Station Replacement Project (CFI-34) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes planning, design and construction for the improvement of the Lomita Pump Station and associated force main pipeline. As part of the project, the facility will be upgraded with a new pump and generator. The pump station will include a new wet well design with submersible pumps that matches the City’s design at other recent pump station projects. A grinder will be included in the design to eliminate large solids and debris from entering the pump station thus reducing maintenance and increasing the longevity of the pump.

Est. Completion Date Spring 2020

Project Budget Total $2,559,767

Lead Department Public Works Department

Status Summary In-Progress

Status Update Design was completed in FY 2017-18. Construction began in October 2018. Estimated completion is in Spring 2020. The project encountered delays related to unforeseen conditions and material procurement delays by the contractor’s vendors. For example, the project required some redesign and relocation of the proposed sewer and water pipelines on San Antonio Avenue due to previously unidentified utility lines causing conflicts with the original design plans. Delays were also caused by an extended submittal approval process for a pump station wet well at Lomita Pump Station due to the complexities of working in very limited spaces.

Masson Avenue Street Rehabilitation Project (CFI-35) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The project involves the street rehabilitation of Masson Avenue between San Bruno Avenue to Angus Avenue utilizing funding from SB1.

Est. Completion Date Spring 2020

Project Budget Total $258,326

Lead Department Public Works Department

Status Summary Completed

Status Update Project began construction on November 2018. Project closeout occurred in February 2020 with Council approval.

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This project is part of the 2018 Street Rehabilitation Project.

Oakmont Drive Pressure Regulating Station Replacement Project (CFI-36) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces an existing pressure regulating station located on Oakmont Drive. The station allows reduction of the high incoming water pressure to a normal distribution pressure for delivery to homes.

Est. Completion Date TBD

Project Budget Total $500,000

Lead Department Public Works Department

Status Summary Not Started

Status Update Design and construction is planned to be completed in FY 2020-2021.

Piedmont Avenue Pressure Regulating Station Replacement Project (CFI-37) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces the pressure regulator station at Piedmont Avenue. The station allows reduction of the high incoming water pressure to a normal distribution pressure for delivery to homes and businesses.

Est. Completion Date TBD

Project Budget Total $100,000

Lead Department Public Works Department

Status Summary Not Started

Status Update Design and construction is planned to be completed in FY 2020-2021.

Princeton Pump Station Generator Replacement Project (CFI-38) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes the design and construction of the generator for the Princeton water pump station facility as the location does not have an on-site generator.

Est. Completion Date Fall 2020 – Complete Design

Fall 2021 – Complete Construction

Project Budget Total $400,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Project will be undergoing design. This project will be designed together with the Whitman Pump Station Generator Replacement Project.

Public Parking Lot Rehabilitation Project (CFI-39) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will rehabilitate all five public parking lots in Downtown.

Est. Completion Date Fall 2019

Project Budget Total $603,039

Lead Department Public Works Department

Status Summary Completed

Status Update All project work was completed in December 2019.

Rollingwood Drive Pressure Regulating Station Replacement Project (CFI-40) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project replaces an existing pressure regulating station located on Rollingwood Drive. The station allows reduction of the high incoming water pressure to a normal distribution pressure for delivery to homes.

Est. Completion Date TBD

Project Budget Total $500,000

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Lead Department Public Works Department

Status Summary Not Started

Status Update Design and construction is planned to be completed in FY 2020-2021.

San Antonio Avenue Water Main Replacement Project (CFI-41) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new water main lines on San Antonio Avenue to improve the reliability of the water system.

Est. Completion Date Spring 2020

Project Budget Total $1,060,043

Lead Department Public Works Department

Status Summary Completed

Status Update Design was completed in FY 2017-18. Construction of the water pipeline was completed as part of the Lomita and Crestmoor Pump Stations Replacement Project.

San Antonio Avenue Sewer Replacement Project (CFI-42) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the construction of new wastewater main lines on San Antonio Avenue to reduce the risk of sanitary sewer overflows.

Est. Completion Date Spring 2020

Project Budget Total $875,582

Lead Department Public Works Department

Status Summary Completed

Status Update Design was completed in FY 2017-18. Construction of this sewer main was completed as part of the Lomita and Crestmoor Pump Stations Replacement Project.

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San Bruno Ave and Cherry Ave Intersection Improvements Project (CFI-43) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will improve both operations and safety at the intersection for both pedestrians and vehicles. Improvements included adding a southbound left turn lane on Cherry Avenue by modifying the existing median; adding flashing yellow arrow traffic signal controls for the northbound and southbound left turn movements; restricting southbound right-turns-on red; adding an overlap phase for the southbound right turn and the eastbound left turn movements; and adding leading pedestrian intervals for both crosswalks across San Bruno Avenue.

Est. Completion Date Spring 2020 – Complete Design

Spring 2021 – Complete Construction

Project Budget Total $1,071,956

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project is currently at the 50% design phase The construction duration is estimated to be approximately six months.

Scott Street Grade Separation Project (CFI-44) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The project will conduct preliminary planning and examine alternatives for separation and track configuration variations to address the grade separation at Scott Street and South Linden Avenue.

Est. Completion Date Spring 2021 – Complete Planning Study

Project Budget Total $88,259

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project is currently in the Planning Study phase. The purpose of the Planning Study is to evaluate options for creating the grade separations and select a single preferred alternative for the project that will move forward for environmental review and design.

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Sidewalk Repair Program (CFI-45) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project consists of sidewalk repairs and improvements to provide a safe and accessible public sidewalk. Repair of sidewalk defects that are not caused by a street trees is the adjacent property owners' responsibility. Sidewalk locations scheduled for City repair each year are identified through the FY 2015-16 inventory assessment and by complaints received from residents. Priority is given to repair locations with the greatest sidewalk uplift.

Est. Completion Date Spring 2019

Project Budget Total $200,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update The 2019-20 Sidewalk Repair Project will focus on replacing the most severe offset locations greater than ¾’’ of sidewalk uplift. Sidewalk locations are currently being identified and confirmed.

An additional funding of $400,000 per fiscal year is anticipated to be proposed FY 2020-21 and FY 2021-22.

Sneath Lane Pump Station Project (CFI-46) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will include evaluation of the Sneath Lane pump station to determine the feasibility to install a new building, installation of a new generator, and assessment of fire flows.

Est. Completion Date Fall 2020 – Complete Design

Summer 2021 – Complete Construction

Project Budget Total $200,000

Lead Department Public Works Department

Status Summary In-Progress

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Stats Update Design was awarded to Water Works Engineers. It is anticipated that the design would be completed by November 2020.

An additional funding of $1,500,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $1,700,000.

Spyglass Drive Storm Drain Improvements Project (CFI-47) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project will be designed to mitigate flooding issues during intense storm events. The proposed project will install new storm pipelines along Spyglass Drive and connect to the existing storm drain outfall system. The completion of the project will benefit the residents that encounter flooding issues during storm events.

Est. Completion Date Winter 2019 – Complete Design

Winter 2022 – Complete Construction

Project Budget Total $354,171

Lead Department Public Works Department

Status Summary In-Progress

Status Update The project design was awarded to Freyer & Laureta, Inc. in February 2019. Design is currently on-going

The project is funded for the design phase but not for the construction phase. Staff is exploring alternative funding methods, such as through FEMA Hazard Mitigation grants and potentially other grants through Regional Water Quality Control Board (RWQCB) or EPA. Should outfall improvements be needed, environmental permits (such as with Army Corps of Engineers, Fish and Wildlife Service, and RWQCB) are expected to be required. Environmental permitting can be a lengthy process (anticipated to be a minimum 2-year process upon preparation of concept level designs).

An additional funding of $1,500,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $1,854,171.

Street Medians & Grand Blvd Improvement Project (CFI-48) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project includes developing pedestrian enhancement improvements along San Bruno Avenue between Interstate 280 and Elm Avenue. The goal of the project is to enhance the appearance and implement appealing pedestrian-friendly improvements to promote walkable connections and public transit between high density employment centers, retail stores, and residential areas. The improvements consist of installing new, or replacing existing curb ramps, a possible median refuge, and a radar speed display sign.

Est. Completion Date Spring 2019

Project Budget Total $1,248,027

Lead Department Public Works Department

Status Summary Completed

Status Update Project work was completed in March 2019.

Street Rehabilitation Project (CFI-49) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description The project involves the street rehabilitation of nine City streets at various locations.

Est. Completion Date Spring 2020

Project Budget Total $750,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update The 2018 Street Rehabilitation Project began construction on November 2018. Base repairs and ADA curb ramps are completed. Project closeout anticipated for February 2020.

The 2019 Street Rehabilitation Project is at the 30% design phase. Preliminary selection of streets to received preventative maintenance has been completed.

Susan Drive Intersection Improvements Project (CFI-50) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

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Description This project aims to improve traffic safety by increasing sight distance at the four T-intersections of Susan Drive by installing corner bulb outs. Accessible pathways for pedestrians are to be provided through the bulb out, including construction of pedestrian ramps on the existing corners.

Est. Completion Date Spring 2020

Project Budget Total $100,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Construction is completed. Contractor is going through punch list items and the project closeout is anticipated for Spring 2020

Sweeney Ridge Tank Replacement Project (CFI-51) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the replacement of the Sweeney Ridge Tank located within the Golden Gate National Recreation Area. The existing steel tank is 47 feet in diameter, 32 feet high with a total capacity of 400,000 gallons. Due to natural weathering environment, the tank has experienced extensively corrosion issues. This project will replace the steel tank with new pre-stressed concrete tank. The first phase of work will be design.

Est. Completion Date Fall 2020 – Complete Design

Spring 2022 – Complete Construction

Project Budget Total $500,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Project design was awarded to West Yost Associates. It is anticipated that the design would be completed by Fall 2020.

An additional funding of $2,500,000 is anticipated to be proposed in FY 2020-21, bringing the total project budget to $3,000,000.

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Whitman Pump Station Generator Project (CFI-52) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description This project includes the design and construction of the generator for the Whitman pump station facility as the location does not have an on- site generator.

Est. Completion Date Fall 2020 – Complete Design Fall 2021 – Complete Construction

Project Budget Total $500,000

Lead Department Public Works Department

Status Summary In-Progress

Status Update Project is under design.

Fire Station 52 (CFI-53) CC Priority Focus Assure Rehabilitation & Replacement of Critical Community Facilities Area(s) and Infrastructure

Description Fire Station 52 was constructed in the mid-1950's and serves as San Bruno's second Fire Station. The Station houses on duty firefighters, trucks, and other fire equipment and is a critical component of the City's public safety infrastructure. It is currently in poor repair. Replacement or major renovation of the Station will provide the necessary facility for Fire Department operations and may be designed to include a neighborhood meeting room and activity space.

Est. Completion Date TBD

Project Budget Total $0

Lead Department Community Services / Fire Department / Public Works

Status Summary Not Started

Status Update This project has not started, however during the initial review, staff will consider evaluate the feasibility of new construction or major remodel of the current facility. There is currently an amount of approximately $6 million tentatively earmarked to fund this project. Estimated replacement costs is $6-10 million dollars. Additional funding if required in order to complete this project.

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Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality

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Grow City Revenues to Assure On-Going Fiscal Stability and Economic Vitality

Repayment of Cable Loan from General Fund (FSEV-1) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

Description San Bruno CityNet Services has undertaken a pivot of its business model to offer more attractive products and price points while controlling content and service acquisition costs. This multiyear effort has commenced in January 2019 and will go hand in hand with a proposed fiber upgrade to San Bruno Cable’s infrastructure. The successful implementation of this pivot and upgrade will enable San Bruno Cable to generate strong cash flows and begin paying down the $15.6 million deficit in the Cable Fund portion of the City’s General Fund account as well as increase equity transfers to the City

Est. Completion Date 2029 - 2034

Project Budget Total N/A

Lead Department San Bruno CityNet Services

Status Summary On hold, pending approval of financing for the system fiber upgrade

Status Update The new business model has been implemented through a new rate card to target new subscribers as well as vendor and service changes within the cable enterprise. The changes in vendor and service agreements are continuing through fiscal 2019-20, with a balanced budget targeted by the end of the fiscal year. Commencement of repayment to the General Fund continues to be dependent on the implementation of the fiber upgrade business plan, which is contingent on the system wide upgrade to fiber technology.

Comprehensive Fiscal Sustainability Project – Revenue Enhancements (FSEV-2) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

Description A key strategy of the Comprehensive Fiscal Sustainability Project is to identify and analyze specific financial and operational strategies to achieve fiscal sustainability. This includes exploring and considering various revenue enhancements, including the following initiatives:

• Engage with a polling firm to conduct a community priority survey to assess the viability of placing a revenue measure on

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the upcoming November 2019, March 2020 and/or November 2020 ballot; • Analyze the feasibility of various measures, including sales tax, transient occupancy tax (TOT), business license tax, parcel tax and/or utility user tax; • Develop a strategy and plan for revenue measures on each ballot.

Est. Completion Date On-Going

Project Budget Total TBD

Lead Department Finance Department

Status Summary In-Progress

Status Update On November 27, 2018, the City Manager presented an overview of the Comprehensive Fiscal Sustainability Project to the City Council. Staff are conducting research and meeting with polling firms to develop a strategy and plan to consider items for the November 2019 and 2020 ballots. On February 19, 2019, a City Council Study Session will be held to discuss current and planned revenue enhancements, discuss a community priority survey and planning for placing a revenue measure on the November 2019 ballot. The City executed an agreement with Godbe Research for $5,000 to support the City Council Study Session.

61.6% of San Bruno voters passed the San Bruno Street Repair/Local City Services Measure (Measure G) in the November 2019 election. The measure will increase the sales tax rate in San Bruno from 9.25% to 9.75% effective April 1, 2020, and it is anticipated to generate approximately $4M annually. Staff are actively working on additional revenue enhancement initiatives including a potential Transient Occupancy Tax (TOT) and Stormwater Special Assessment enhancement. Audits have begun on the major General Fund revenue sources, including sales, property, business license and TOT taxes. The sales and business license tax audit is ongoing. The property tax audit is complete with no major findings, and staff will receive detailed reports and projections to better project property tax revenue in future years. And, the TOT audit has been concluded with audit letters anticipated to be sent to hotel operators in early 2020.

Execute a Cost Allocation Plan (CAP) and User Fee Study (UF) (FSEV-3) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

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Description During the annual budget process, staff reviews City fees for applicability and ensuring they are adequate to pay for services. The City Council reviews and approves the master fee schedule during the budget process. Many of the current fees are not fully cost recoverable resulting in many of the services City staff provide to be subsidized by other funding sources. The City contracted with Willdan Financial Services, Inc. to prepare a cost allocation plan (CAP) that accurately and fully allocates administrative and other overhead expenditures to City programs and a User Fee Study (UF) that will analyze the City’s existing fees, fees that may need to be charges for services being provided and recommendations to City Council to set accurate, cost recoverable fees going forward.

Est. Completion Date June 2020

Project Budget Total $35,795

Lead Department Finance Department

Status Summary In-Progress

Status Update A draft Cost Allocation Plan was submitted to the City in June 2018. Since then, staff have been working with the consultant to update their models with the final, adopted FY2018-19 budget. The final CAP is expected to be completed by the end of January 2019. A draft UF study is expected to be completed by April 2019. Staff will develop various policy considerations for the fees and will present the study findings and recommendations to City Council in May and June 2019. If Council adopts the ordinance, the fees will take effect 60 days later.

The CAP is complete, and the UF is anticipated to be completed by the end of FY2019-20. The first City Council study session will be held on 1/28/20 with proposed changes discussed in March 2020. New fees are anticipated to be in place by the beginning of FY2020- 21.

Implement a Development Impact Fee (DIF) Program (FSEV-4) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

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Description Development impact fees are one-time charges on new development projects that are collected and used by jurisdictions to cover the cost of capital facilities and infrastructure needed to serve the new residential and development growth. The City currently assesses affordable housing and park in-lieu fees on new development. The City contracted with EPS, Inc. to prepare a Development Impact Fee Nexus Study develop a comprehensive impact fee program that includes the collection of fees to support future community facilities, police, fire, general government, transportation and utility needs.

Est. Completion Date May 2019

Project Budget Total $63,735

Lead Department Finance Department

Status Summary Completed

Status Update On December 11, 2018, a City Council study session was held to present an overview of the proposed development impact fee program, the nexus study and obtain public and Council feedback. The consultant is finalizing the nexus study, and staff plans to introduce the impact fee ordinance on February 12, 2019. A second reading is tentatively scheduled for February 26, 2019. If Council adopts the ordinance, the fees will take effect on May 1, 2019.

City Council adopted the program in 2019, and the new impact fees took effect on May 1, 2019.

Expand Use of Tracking Software to Streamline Billing for Fire Prevention Services (FSEV-5) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

Description Investigate strategies to increase on-going General Fund revenues to support capital and operating needs and improvements including establishment of assessment district, voter approved revenue, user fees. Staff is working with Finance, Information Technology and Community Development to improve and streamline the billing process for inspections and permits. The overall goal is to improve customer service and capture all of the appropriate fees.

Est. Completion Date Fall 2020

Project Budget Total None

Lead Department Fire Department

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Status Summary In-Progress

Status Update Staff has met to identify best practices in using software services. A working group has been established to continue refining the effort. Fire Prevention Staff is now using a tracking software for all Business Compliance Inspections.

Finance ERP Upgrade Plan (FSEV-6) CC Priority Focus Grow City Revenues to Assure On-Going Fiscal Stability and Area(s) Economic Vitality

Description Develop Financial Software ERP (Enterprise Resource Planning) suite replacement plan for FY 2019-20.

City’s Eden Systems Financial software is 10 years old. Eden was purchased by Tyler Software who will phase out the program over time in favor of Tyler’s own “Munis” ERP product. As a result, there will be no new Eden upgrades in the future. Tyler has committed to support the existing product for the time being and has not set a deprecation date. The City needs to develop a plan to move off of the aging Eden product. Our plan should encompass two paths, leave Tyler for another vendor’s product or plan to upgrade to Munis.

Est. Completion Date TBD

Project Budget Total $300,000

Lead Department Information Technology / Finance

Status Summary Not Started

Status Update Information Technology (IT) and Finance have held some very preliminary discussions on various possible processes and goals for this project, but have not formalized in writing any project plan of action at this time.

As stated, Eden is supported and stable so City staff has time to evaluate and define our detailed requirements for a new ERP platform and perform a market search to determine strategic course of action. The City recommends hiring a consultant to assist staff in development and execution of a project plan. Funds for this project would come out of the current 2018-2019 Finance CIP budget account. Staff and the consultant would define and execute the planned project tasks and recommend to Council a strategic course of action and associated costs of the Eden system replacement.

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Should the City and consultant determine that Tyler Munis would not be the best strategic product for a City wide ERP system, search, selection, and installation of a new ERP vendor would cost considerably more.

The adopted FY2019-20 CIP budgeted included $50K for a strategic software needs assessment and upgrade. Staff are currently scoping this effort.

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Continue to Strengthen Community Connections and Engagement

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Continue to Strengthen Community Connections and Engagement

Channel 1 Updates (CCE-1) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description San Bruno CityNet Services operates Channel 1, the City’s Public, Educational and Government (PEG) TV channel. The Channel’s video, audio taping and transmission infrastructure is aged and requires replacement as well as an upgrade to the widely accepted High Definition (HD) transmission format.

Est. Completion Date December 2019

Project Budget Total $160,000

Lead Department San Bruno Municipal Cable TV

Status Summary Not started (to be funded with fiber upgrade)

Status Update The Channel 1 upgrade proposal has been prepared, along with cost estimates. This proposal was part of the Fiber Upgrade business plan presented to San Bruno City Council in March 2019. Implementation of the upgrade to HD is currently pending the launch of an IPTV platform. This launch is planned to parallel the system wide upgrade to fiber technology which is currently pending approval of financing.

3D Printing Program (CCE-2) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description In an effort to encourage community members to learn about new and emerging technologies, the Library is planning to offer a 3D printer for public use. Patrons will sign up online to reserve the 3D printer. Patrons will be responsible for designing and sending the computer file in the correct format to the Library.

While the service is intended to be mostly self-serve, staff will be available to provide assistance, particularly to those patrons who do not have previous experience with 3D printing.

Project Budget Total $1,230

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Lead Department Community Services Department

Status Summary Completed

Status Update Funding for a new 3D printer was secured through a request to the Friends of San Bruno Library in Nov 2019, which arrived in Dec 2019. The 3D printer for public use is up and running.

Digital Library Cards and Automated Renewals (CCE-3) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description The Library, in conjunction with the Peninsula Library System, has offered its patrons the ability to check out e-books for a number of years. A library card has always been required to check out e-books. In order to obtain a library card a person has always been required to be physically present at the library. Beginning in September 2018 the Library began issuing digital library cards. This digital card can be obtained online and does not require the patron to physically come to the library. The digital card can only be used to check out e-books. This new service provides convenience for people who are only interested in the library’s e-books.

Automated renewals is a program that automates the process of renewing library materials on behalf of patrons. Previously, the onus was on the patron to remember to renew or return their materials on time in order to avoid fines. Automated renewals removes from the patron the burden of renewing materials by simply running a computer generated program each day to renew all materials due that day.

Est. Completion Date Completed

Project Budget Total $200

Lead Department Community Services Department

Status Summary Completed

Status Update Digital Library Cards project was completed in Sep 2018 and Automated Renewals was completed in Dec 2018. The Library has received many positive comments from patrons regarding the new service.

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Earl-Glenview Park Opening (CCE-4) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description The Earl-Glenview Park is a replacement of a former small “tot lot” play area that was located at the top of Crestmoor Canyon neighboring the site of the September 2010 PG&E gas pipeline explosion and fire. The new park is greatly expanded from the former play area and consists of two components located on former home sites adjacent to the canyon. The new park also serves as a neighborhood gateway and gathering space for the community.

The upper portion of the park, located at Glenview Drive and Claremont Drive includes:

• Play spaces with active play equipment (slide, swings, climbing structure, etc.) and a rubber play surfaces for various age groups; • A gathering area seating, picnic tables, and scored toned paving; • A looped pathway surrounding a central turfed play area; • An overlook with seating, paving, and a view of the Crestmoor Canyon.

The lower portion of the park, located at Earl Avenue and Glenview Drive provides:

• Area for use as a sports court for basketball, soccer, and other activities and includes a seat wall and park overlook. • Additional turfed play area; and • Flexible event space.

A library book box and bulletin board are also part of the project providing further community engagement opportunities.

Est. Completion Date Final project acceptance – March 2019

Project Budget Total $1,750,000

Lead Department Community Services Department

Status Summary Completed

Status Update As of Nov 2019, the Parks Dept. has taken over maintenance. Warranty issues still to be resolved including replacement of a few plants and trees that did not survive the first year. Since the park opening, two little libraries and a bulletin board have been installed.

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Community feed-back has been positive and the park has been well received and well used.

Florida Avenue Park (CCE-5) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description In March 2015, the single family residence located at 324 Florida Avenue was purchased by the City for future use as a neighborhood park. The Structures on the property were subsequently demolished and the lot was cleared and prepared for construction of the new park. In 2016, the City completed a facilitated planning process to develop a master plan for the park which was approved by the City Council in October 2016. In May 2017, demolition and remediation of the property was completed.

The park design was completed in Fall 2017 and the project was bid for construction. Unfortunately, due to difficulties in the project design plans, construction was placed on hold for revision of the design plans. The additional design work is now being completed so the project can be re- bid for construction. The park will include multi-generational amenities including play equipment for children, exercise equipment for adults and open space for play and relaxation. As part of the park project, all perimeter sidewalks will be replaced and the intersection of Taylor Avenue and Martin Place will be widened to prevent vehicle damage to the sidewalk. Additional funding is included for 2018-19 in anticipation of a revised construction project budget.

Key Park Features

• Children’s play area with play equipment and rubberized play surfacing • Adult exercise features including a cardio course and multi- generational • Play equipment • Great lawn area with turf or drought tolerant grass • Minimum of 12 new trees per the City’s standards • Neighborhood square with scored tone paving and picnic tables • Pedestrian paths with seating

Est. Completion Date 2020

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Project Budget Total $1,798,495

Lead Department Community Services Department

Status Summary In-Progress

Status Update An agreement was made between the City and the "Friends of Florida Park" to remove one of the two heritage trees within the park's boundary. Under conditions of the agreement, a mature Oak tree will be planted within the park. An updated plan review is currently ongoing between the City and the landscape architecture firm. Preparation of final construction documents will take place May to July 2020 and a formal bid process is anticipated to occur in July 2020. Park construction to be completed in 2021.

Food For Fines (CCE-6) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description The Food for Fines program allowed library patrons with outstanding overdue fines to donate non-perishable food items in exchange for the removal of their fines. The benefits of the program were threefold. First, it provided an incentive for patrons to bring their library accounts into good standing, which allowed them to once again begin checking out library materials. Second, the library recovered a number of long overdue materials. Finally, Food for Fines provided food for those in need in our community. All food received at the San Bruno Library was donated to the Second Harvest Food Bank of Santa Clara and San Mateo Counties.

Est. Completion Date November 2018 – December 2018

Project Budget Total $0

Lead Department Community Services Department

Status Summary Completed

Status Update 61 Library patrons participated and resulted in the waiving of $460.18 of overdue fines. Second Harvest Food Bank will make the total amount of food donated by our program available in April 2020.

Installation of Equipment for Electronic Devices (CCE-7) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

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Description Library purchased and installed three wireless access points. These devices are enterprise-grade, cloud-managed 802.11ac access points. These new devices replaced the previous wireless access points which used the 802.11n standard. The 802.11ac standard is faster and more efficient. It nearly doubles the performance networking of its predecessor and is a more robust wireless network built for high-density, high-demand environments. In addition, this upgrade allows the Library to offer a network commensurate with its Gigabit Ethernet wired connection. Users on this upgraded network experience near-instant delivery of data and are able to stream high definition (HD) content with little to no latency – allowing for a more seamless experience.

The Library purchased and installed a charging station. This product allows patrons to charge up to eight devices at once, including iPhones, Android phones, iPads and other tablets. By providing the charging station the Library alleviates patron frustration with the lack of electrical outlets in the building.

Est. Completion Date Completed

Project Budget Total $2,823 (received grant funding that covered entire cost)

Lead Department Community Services Department

Status Summary Completed

Status Update Three new wireless access points were installed. Patrons have been very pleased with the improved system responsiveness.

A charging station was installed and patrons are enjoying the ability to charge their devices at the Library.

Recreation Registration Software (CCE-8) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description CivicRec is a program registration and facility reservation web based solution built to offer a user-friendly interface to the residents and customers of the Community Services Department. The program previously used by the Department did not offer flexibility or efficiencies to staff, charged an expensive per transaction fee, and additionally charged the online users a high convenience fee. In an attempt to reduce expenses and maximize revenues, staff began the Request for Proposal process to find a new solution that would be flexible for staff use, provide structured pricing on a flat rate bases

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rather than transaction-based fee structure, a reasonable cancellation provision, and provide the greatest ease of use for residents.

Staff received seven proposals. A committee of staff from the Community Services, Finance, and Information Technology Departments evaluated the proposals based on their ability to provide recreation registration and facilities reservation software and support, cloud-based hosting, redundant data storage, financial reporting, calendar options, online portal for patron registration, and cost. Four companies were advanced in the selection process to an interview and online demonstration: Dash, Maximum Solutions, CivicRec, and Rec Enroll. Through the interview process, it was determined CivicRec fit the needs of the community the best. CivicRec is specifically designed to meet the needs of municipal parks and recreation clients and has multiple features which allows the patron to complete a program registration online, free of charge, and then offers the patron the option to “share” their registration on social media complete with a link for others to register directly. In addition, through the extensive reference check process, it was determined the customer service response times are reasonable, and issues are resolved promptly.

Implementation of the new CivicRec software took approximately four months. During this period, data was transferred from the existing software, the software was populated with new programs, activities and events, new permissions and rules were set up to allow the software to run efficiently when accepting registration. A new credit card interface was established to allow for the protected storage of customers information, and staff received training on the features and use of the new CivicRec software. The annual flat rate fee includes software maintenance, customer support, data backups, and product upgrades.

The annual cost for the CivicRec software and support is $16,600 per year for each of the years of the current contract. This annual cost will only change if there is a ten percent or greater growth in revenue processed through the system, in which case the cost would increase by the increased percentage. For example, if the department revenue increases by 15%, the increase in the cost would be 15% or $2,500. In the first year of the contract, there was an additional expense of for set-up, staff training, hardware, and data migration.

Est. Completion Date February 2018

Project Budget Total $44,200

Lead Department Community Services Department

Status Summary Completed

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Status Update Civic Rec was implemented in February 2018 with the release of the spring activity guide. In the first year, 7,734 families and companies have become registered users and signed up for programs through the new system. This compares to 6,335 total users of the previous system the prior year – in a system that had been established for over 10 years. There have been 5,356 online registrations processed in the system from February 1, 2018 until February 1, 2019. This compares to 1,095 in the previous system. At this time, all facility reservations must be done in person at the Recreation Center or Senior Center. Staff will revisit the idea of allowing some or all facility reservations to be done online in the future.

In addition, the CivicRec program is being implemented at the San Bruno Senior Center for room reservations and rentals. This allows staff to have an accurate schedule of the facility and alleviates double booking of rooms for classes, programs and private rentals.

A budget request for FY19/20 will include $16,600 for this project, and the contract will be renewed in 2020.

Scheduling Software (CCE-9) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description When To Work (WTW) is scheduling software that will save time and improve employee accountability and communication. It is a cloud- based software with a user friend app that allows staff to see when they are scheduled, easily post a shift that they need coverage for, or quickly send email and text communications with staff in order to get shifts covered in a timely manner. It will eliminate scheduling conflicts and prevent human error. It is easy to use, cost effective, and a time saver.

Est. Completion Date February 2019

Project Budget Total $600

Lead Department Community Services Department

Status Summary Completed

Status Update All part-time staff for the Recreation Center, Senior Center and Library are scheduled through the new When to Work (WTW) program. WTW is available to part-time staff via their mobile devices, or online so they are able to see their schedule, request time off and trade shifts. It has created many efficiencies and is extremely user friendly.

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Public Education Programs Covering Fire Safety and Emergency Preparedness (CCE- 10) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description The San Bruno Fire Department evaluates and implements strategies to provide expanded public education, information and participation opportunities to the San Bruno community. Continued delivery of major community and special events includes:

1. Fire Department staff will conduct quarterly “Get Ready” training to the community. The training will prepare residents to deal with disasters. It will include demonstrations on preparing an emergency kit, turning off utility’s and receive emergency notifications. 2. Annual fire prevention poster contest in conjunction with Fire Prevention Week. The San Bruno Park School District and private elementary schools participate in the contest. The Fire Department conducts an assembly at each school after the contest to give out awards and teach/discuss fire safety. 3. Provide two Community Emergency Response Team (CERT) classes per year. 4. Offer a one day camp called “Firefighter for a Day” for students. 5. Provide quarterly Cardiopulmonary Resuscitation (CPR) training to members of the public. 6. Continue to hold an annual Open House to promote fire safety and educate resident on the services the department provides.

Est. Completion Date December 2019

Project Budget Total $10,000

Lead Department Fire Department

Status Summary In-Progress

Status Update 1. Staff has researched the program and prepared the lesson plan. The first class is scheduled for Tuesday February 19th at Fire Station 51. 2. Staff will begin preparation in September by ordering the printed materials and reaching out to school staff. 3. The spring 2019 CERT Class begins on February 27th and ends on April 6th. The fall session is to be scheduled. 4. Staff has met with the San Bruno Park School District and has selected April 27, 2019 as the date for Firefighter For a Day. Staff will work with participating schools to select the attendees.

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5. Residents can sign up for classes by using the San Bruno Recreation Center On line Portal. The department also provides CPR training to City Staff as needed. 6. The Fire Department Open House is held during Fire Prevention Week in October.

Communications with the Community using the Department Website and available Social Media Accounts (CCE-11) CC Priority Focus Continue to Strengthen Community Connections and Engagement Area(s)

Description Continue and expand use of City website and social media to announce community activities/meetings, provide information on City projects and alert residents to public safety issues. The Fire Department continues to use social media platforms including Facebook, Twitter, Instagram and Nextdoor to provide residents with safety information and details about department events and services.

The Fire Department works with the Police Department to send out pertinent SMC Alert messages to the community and will work with other City Departments to expand the use of SMC Alert for external and internal communications.

Est. Completion Date Fall 2019

Project Budget Total None

Lead Department Fire Department

Status Summary In-Progress

Status Update Staff will examine expanding the use of SMC Alert to the other City Departments. In addition to communicating with the public, it can also be used to communicate with employees. Therefore it could be a useful tool to communicate with staff after hours and during emergencies.

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Protect and Improve Community Aesthetics and Safety

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Protect and Improve Community Aesthetics and Safety

West Coast Arborist Tree Planting Grant Project (CAS-1) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description This grant project is titled the California Initiative to Reduce and Limit Carbon Emissions 3.0 High Speed Rail (CIRCLE 3.0 HSR). CIRCLE is a project of California Urban Forests Council’s Invest From the Ground Up Program. The CIRCLE team is made up of the California Urban Forests Council, Western Chapter ISA, West Coast Arborists, Inc., public agency partners, and community groups. CIRCLE 1.0, 2.0, and now 3.0, are statewide tree planting projects targeting communities with traditionally low canopy cover.

CIRCLE 3.0 High Speed Rail (HSR) is a CAL FIRE funded project to mitigate the environmental impacts of the HSR Phase I Corridor. Together they are working with partners to plant over 4,000 trees in public agencies within a 25 mile corridor of the Phase I HSR Corridor. Of those 4,000 trees, 2,000 will be planted on residential properties utilizing the Arbor Day Foundation’s Community Canopy Program and 2,000 will be planted in public right-of-ways or medians using the CIRCLE outreach/canvassing model. Circle 3.0 HSR Grant has been awarded to the California Urban Forest Council. West Coast Arborists (WCA) is working with them to identify partners and tree locations. San Bruno will partner with West Coast Arborists to potentially plant 200 residential trees and 100 public trees in the City.

The goal is that the City of San Bruno would partner up for the City’s Arbor Day/Operation Clean Sweep and The Community Services Department would promote to residents during this event and through social media to register on the portal to have a tree planted at their home. For residents who have completed the portal, they will receive flags at an event in Fall 2019 (TBD) and use them to mark the location of where they would like the tree planted at their home. City staff will determine locations and species for the 100 available public trees and coordinate with West Coast Arborists to have those trees planted at the City’s Arbor Day/Operation Clean Sweep event scheduled for May 4, 2019 as well as additional public trees planted at the Fall 2019 event.

Est. Completion Date June 2019

Project Budget Total $0

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Lead Department Community Services Department

Status Summary Completed

Status Update The City has partnered with West Coast Arborists for a free private tree giveaway program as part of the California Initiative to Reduce Carbon & Limit Emissions (Circle 3.0) Grant Program. 157 new trees were planted as a result of this program.

Emergency Operations Center (EOC) Training (CAS-2) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description The San Bruno Fire Department will complete update of the Emergency Operations and comprehensive Hazard Mitigation Plan to continue and enhance the support to public safety first responder operations with communications, equipment, technology and facility needs. The department continues to provide staff training for the Emergency Operations Center (EOC). Goals this year include WebEOC (software) training, Shelter Operations Training, and EOC Section Training. Staff will conduct/participate in a full scale countywide EOC exercise.

Est. Completion Date Fall 2019

Project Budget Total None

Lead Department Fire Department

Status Summary In-Progress

Status Update In December of 2018, Staff provided Emergency Operations Center (EOC) training to City Staff.

In January 2019, the City Manager, Finance Director, Cable Television Director, Community Services Director as well as Police and Fire Management Staff attended California Specialized Training Institute’s, Essential Emergency Management Concepts Training Course. In April of 2019, the Assistant City Manager, Public Works Director and Community Development Director will attend the course.

Fire Staff had planned a Web EOC training to staff in March 2019, which was delayed due to COVID-19. WebEOC is the reporting system used by Cal OES as well as all San Mateo County agencies. The training will be rescheduled, TBD.

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Staff will be working with the San Mateo Emergency Managers Association and San Mateo Office of Emergency Services to conduct a full EOC Exercise.

Emergency Shelter Equipment (CAS-3) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description Continue and enhance support to public safety first responder operations with communications, equipment, technology and facility needs. During a disaster, the City of San Bruno has the responsibility to provide emergency shelter to residents. The City has trained members of the Community Services Department in shelter operations and management. The Department received a grant from the San Bruno Community Foundation’s Public Safety Initiative for shelter supplies consisting of a trailer, cots, sleeping accessories, hygiene supplies, lighting and a generator.

Est. Completion Date June 2019

Project Budget Total $37,600

Lead Department Fire Department

Status Summary In-Progress

Status Update Staff has purchased and assembled the trailer and equipment. Staff has created an operational check list for the use of the equipment. Staff is in the process of identified staff in the use of this equipment. Once the training is complete staff plans to conduct a training exercise using the equipment.

Implement New Records Management System (CAS-4) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description Continue aggressive and coordinated code enforcement programs to address community concerns and mitigation of chronic violation locations. Evaluate strategies to more effectively manage very high level of violation reporting including prioritization of life safety items and consolidation of reporting portals. Continue and enhance support to public safety first responder operations with communications, equipment, technology and facility needs.

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The Fire Department plans to implement a new Records Management System to improve documentation, reporting and fire prevention. The new program will include the following elements:

• Mobile Fire Inspections: Company Officers and inspectors will be able to complete inspections on a tablet based App. They will be able to review past inspections as well as save data to each address. This will streamline our inspection process and improve customer service • Image Trend Report Writer: This feature will allow us to create ad hoc or canned reports from our incident data. If we needed reports about specific locations, or types of calls we would be able to provide detailed reports. In the past we have been asked about response to the homeless population or opioid overdose calls and we cannot provide those reports with the current system. • Elite Fire will give us the power to manage operational data, import/export NFIRS files and use Training/Activities, Apparatus and Inventory Management Module to track staff training. We will have a format to have all of our relevant records easily accessible in one system.

Est. Completion Date Fall 2019

Project Budget Total $18,505

Lead Department Fire Department

Status Summary In-Progress

Status Update The Fire Department worked with Information technology to identify a desired system based on the needs of the department. The City Council approved the purchase at the January 22nd, 2019 Council Meeting. Staff is currently completing the contract with the vendor. Implementation of the program is scheduled to begin in February 2019.

Wildland Risk Assessment (CAS-5) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description Complete review and consider enhancement of urban forest management practices, and complete comprehensive update of fire hazard mitigation activities and needs. The Fire Department works with, and provides direction to the Community Services Department for Wildland Mitigation. Staff believes that a comprehensive risk assessment is needed to be able to provide sound direction for fire

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mitigation for San Bruno. There are many elements that go into the process, including:

• Review of parcel density • Road system complexity • Distance to fire stations and other environmental elements

Access to comprehensive data that clearly defines and quantifies the wildfire threat to each parcel, community and the surrounding open space lands is essential for a comprehensive assessment.

Est. Completion Date July 2019

Project Budget Total $37,600

Lead Department Fire Department

Status Summary In-Progress

Status Update On January 22, 2019 the City Council authorized contract services for the assessment and staff are working to complete the contract and the initial phases of the project.

Conduct Site Assessments and Response Plans for Critical Locations (CAS-6) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description An established assessment and plan will only enhance the response of first responders to a critical incident at a specific location. Once this project is completed, it is anticipated that private partners will collaborate with the police department and invest in a similar approach.

Est. Completion Date February 2019

Project Budget Total $72,000

Lead Department Police Department

Status Summary Completed

Status Update The Police Department has completed this project. Risk assessments and practical training exercises were conducted at three public buildings in the City (Capuchino High School, Parkside Intermediate School and City Hall). Staff from each location, police personal and fire personnel responded in all of these training exercises. The consultant then generated Security Improvement Plans, After Action Reports, and Emergency Response Plans for each location, which

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were provided to the police department. This project has laid the groundwork that is expected to serve as a model for both private and public buildings throughout the city in the coming years.

Enhance Traffic Safety and Prevent Impaired Driving (CAS-7) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description The Police Department has received $75,000 in grant funding to promote traffic safety and combat impaired driving. This limited funding is directed at this effort. However, the Police Department will continue to look for opportunities to adequately address traffic safety on a permanent basis. Additionally, the deployment of downtown Officers on bicycles would have a long term significant impact on traffic issues including double parking, stop sign, and illegal U-turn violations.

Est. Completion Date September 2019

Project Budget Total $75,000

Lead Department Police Department

Status Summary Completed

Status Update The San Bruno Police Department was been awarded a $75,000 grant from the California Office of Traffic Safety (OTS) for a year-long enforcement and public awareness program. The traffic safety program is intended to educate the public on safe roadway habits and deter people from violating traffic laws or practicing other unsafe behaviors that lead to injuries and fatalities.

The grant from OTS funded various education and enforcement activities for the 2019 federal fiscal year (Oct. 1, 2018 to Sept. 30, 2019), including:

• DUI checkpoints and saturation patrols to take suspected alcohol/drug-impaired drivers – and those unlicensed or with a revoked/suspended license – off the road. • Traffic safety education presentations for youth and community members. • Patrols at intersections with increased incidents of pedestrian and bike collisions. • Checking for seat belt and child safety seat compliance. • Speeding, red light and stop sign enforcement. • Warrant service operations targeting multiple DUI offenders.

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• Compilation of DUI “Hot Sheets” identifying repeat DUI offenders. • Specialized DUI and drugged driving training to identify and apprehend suspected impaired drivers. • Court “stings” to cite individuals driving from DUI court after license suspension or revocation.

The Department was able to secure similar grant funding for the 2020 Federal Fiscal Year (Oct. 1, 2019 to Sept. 30, 2020). This has enabled the department to maintain the above-mentioned activities as the City’s fiscal year continues.

Development of a Public Safety Unmanned Aircraft System (UAS) (CAS-8) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description An increasing number of public safety agencies nationwide are establishing Unmanned Aircraft System (UAS) Programs to enhance their capabilities and ability to provide the highest level of service to their residents. An unmanned aircraft system (UAS), often called a drone, is an aircraft without a human pilot onboard. The UAS is controlled remotely by an operator on the ground who is assisted by an observer. The UAS are limited to operations within visual line-of- sight and a maximum altitude of 400 feet above ground level (AGL). The typical UAS operated by public safety agencies are multi-rotor helicopters with electric motors, powered by rechargeable batteries and have a flight time of 20 – 40 minutes per set of batteries. The UAS are equipped with an optical camera and/or a thermal camera and weigh from several pounds to less than 55 pounds.

Public safety agencies are currently operating UAS for a variety of use cases:

Law Enforcement Missions:

• Critical incidents: SWAT, Bomb Team, and Hazmat Operations • In-Progress calls involving a threat to the safety of any person • Search and rescue operations • Searches for fleeing suspects • Crime-in-progress calls • Search Warrant service • Crime scene documentation and investigation • Traffic accident scene documentation and investigation • Event and disaster management and monitoring • This technology would add valuable information to improve real time situational awareness at the scene of an emergency

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Fire Missions

• Pre-fire plans • Fire burn reconnaissance • Post-fire documentation and investigation • Post-disaster reconnaissance • Hazardous material related incidents and wild land urban interface fires Est. Completion Date TBD

Project Budget Total $TBD

Lead Department Police Department

Status Summary In-Progress

Status Update The department has secured both the Blanket COA and Jurisdictional COA, which are required to legally operate a drone program in our restricted air space. Initial meetings with FAA and SFO representatives have been conducted to coordinate notification procedures. Staff is now in the process of evaluating specific equipment needs and costs as well as developing policy and procedure drafts.

Ensure Compliance of Specific Business Types Identified by Code (CAS-9) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description Conduct regular inspections and work closely with massage establishments, card room, and retail firearms dealer to ensure they remain in compliance with local and state statutes.

Est. Completion Date Ongoing

Project Budget Total TBD

Lead Department Police Department

Status Summary In-Progress

Status Update Ensuring business compliance is an on-going effort. This includes inspections and enforcement operations at businesses that sell alcohol and tobacco, as well as gaming and massage establishments. The department has conducted four joint ABC operations under a

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regional ABC grant and continues to conduct regular compliance check operations for massage businesses.

Expand San Bruno Police Reserve Program (CAS-10) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description The San Bruno Reserve Police Officer Program has been a San Bruno tradition for over 35 years. The purpose of the program is to provide a cadre of well trained volunteers (non-paid) to augment regular officers. Reserve Officers ride alongside regular officers, and help provide quality police services to the community. Reserve Officers also provide support at special events such as parades, fairs, and City Park patrol.

Reserve Officers are required to work a minimum of two, four hour shifts each month and attend a monthly training session.

Est. Completion Date Ongoing

Project Budget Total The Reserve Police Officer Program is currently incorporated within the Police Department’s operating budget.

Lead Department Police Department

Status Summary In-Progress

Status Update Recently, several Reserve Officers have gained employment as full- time San Bruno Police Officers. There is a need to recruit in this area. The Police Department is working with Human Resources to initiate a recruitment process for individuals who have completed the required courses and are eligible to serve as Reserve Police Officers. Reserve Officers help to staff special events, supplement patrol and investigations, and gain experience that make them attractive candidates for full time positions.

Expand Services to Homeless in an Effort to Secure Permanent Housing (CAS-11) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description The San Bruno, South San Francisco, Burlingame, Colma, Hillsborough, Brisbane, Broadmoor, and Pacifica Police Departments have collaborated to fund an additional LifeMoves Homeless Outreach Worker with one-time grant funding.

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Est. Completion Date December 2019

Project Budget Total $30,174

Lead Department Police Department

Status Summary In-Progress

Status Update This one-time funding expands LifeMoves’ impact and increases its capacity to more effectively serve the homeless families and individuals living in the community. This additional funding will allow LifeMoves to implement the following:

• Increase capacity and provide additional outreach services. LifeMoves will dedicate a member of the outreach team to serve San Bruno, South San Francisco, Burlingame, Colma, Hillsborough, Brisbane, Broadmoor, and Pacifica. The dedicated LifeMoves staff will continue to develop a relationship with identified law enforcement to conduct outreach in these cities. • LifeMoves will begin the hiring process once the funding is granted and plans to hire the dedicated staff member within six weeks of the receipt of funds. Typically, LifeMoves provides a comprehensive training program to the new employees (and ongoing training to all staff) to ensure staff members are prepared to work effectively with our homeless clients and achieve program performance objectives. Trainings include topics such as best practices and Housing First principles, motivational interviewing, harm reduction, suicide and self- harm prevention, conflict prevention and resolution, field safety and crisis prevention, and effective strategies for engaging difficult-to-serve populations. • The outreach workers will meet with law enforcement regularly to identify where homeless individuals and families reside, work to develop a rapport with the homeless citizens, make referrals to primary and behavioral health care, connect unsheltered homeless people to housing resources, and provide access to basic needs such as meals, showers, toiletries, and emergency shelter. • To continue to enrich the relationship and collaborative efforts between LifeMoves and key law enforcement agencies, LifeMoves outreach staff will work remotely in available office space within the police departments. LifeMoves outreach staff and key members of each city’s police department will serve the community’s homeless population through concerted efforts. • LifeMoves will provide a Rapid Response to the communities identified in this proposal regarding homelessness. Our outreach team provides Rapid Response when communities

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have an issue regarding homelessness; the community contacts the HOT team to make initial contact with the unsheltered homeless individuals or families. The HOT team responds next business day to develop relationships with the identified unsheltered homeless individuals. In general, the HOT staff do not remove homeless individuals from the area, but they do work to connect unsheltered individuals to important resources, and develop therapeutic relationships to work with individualized needs. The staff dedicated to the communities in this proposal will respond next business day and provide a brief report to the entity requesting the support.

Promote Registering of Personal Surveillance Cameras with the Police Department (CAS-12) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

Description The Police Department recently created an avenue for residents and business owners to register their security surveillance cameras with the Department. This information will allow investigators to access evidence of criminal acts that may not otherwise have been available. This effort will include community outreach via San Bruno Cable, social media, and working collaboratively with the Citizens’ Crime Prevention Committee.

Est. Completion Date June 2020

Project Budget Total No additional cost

Lead Department Police Department

Status Summary In-Progress

Status Update This program already exists. Additional public outreach is required to make it more robust. The department’s public information team is working on a promotional PSA to encourage increased participation in this program.

Public Safety Incident Command Vehicle (CAS-13) CC Priority Focus Protect and Improve Community Aesthetics and Safety Area(s)

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Description A mobile command vehicle is one of the most important pieces of equipment deployed by public safety at the scene of various incidents. As the City of San Bruno knows all too well, command posts are being utilized at both man made as well as natural disasters. Currently, neither the Police nor Fire Departments have a mobile command vehicle (MCV). Consequently both departments rely on allied agency support with a loaned vehicle or, as is most times the case, rely on the current supervisory vehicles that each department has by parking them adjacent to one another.

The use of a MCV provides for three basic functions: communications, meeting room, and power. The communications function of a MCV serves many purposes. For smaller incidents it is used to transfer information from the scene to supervisors. For larger incidents the communication component will be used to communicate to varied allied public safety agencies, the public as well as the media. The MCV is designed to augment the City’s Emergency Operations Center (EOC) and or the regional EOC as circumstances dictate. Placing a dispatcher in an enclosed area at the scene of an incident is paramount to clear communications.

Having a secure, private meeting area is an essential component of the MCV. Informing City Officials as to the progress of a particular incident and interviewing witnesses on site in a private area are essential. Having white boards and televisions (to view the media, press conference monitoring, over-watch of an in-progress situation provided by County Air Support, etc.) are essential for planning and briefing sessions with public safety officials.

Having a power supply and refreshment station allow the MCV to operate for days if necessary. Equipped with its own generator for power, the communications component will operate continuously without the need to switch out vehicles as is currently the case.

The after-action reports from the 2010 Glenview Explosion as well as the North Bay Fires identified communication between the incident and the EOC as an area of needed improvement. An MCV outfitted with the proper equipment will be able to communicate directly with the planned technological upgrades to the EOC thus improving communications. For example, during a storm incident the EOC could send a representative to the command post to work out of the MVC and provide timely updates to the EOC Director. The EOC Director would be able to “sit in” virtually to any meetings on the incident or have one on one virtual conversations with the Incident Commander. In effect, the EOC would be able to view real-time video generated from the vehicle.

An additional side-bar benefit of the MCV is community outreach. The MCV can be used at social events such as: Police Day at the mall,

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MADD campaign at area schools, San Bruno Community Day in the park, San Bruno Clean Sweep, Earthquake/Fire Drills at Google campus to name a few.

The following are a few recent high profile incidents that have occurred in or adjacent to the City of San Bruno where a command post was set up for a sustained period of time.

• An elderly “at risk” adult went missing in the watershed area west of the City. Requiring a mutual aid request for a coordinated search and rescue effort. With the use of a Sheriff mobile command vehicle, a command post was set up overnight in the area where the person was last seen.

• The recent YouTube shooting that required a command post be sustained for nearly 24 hours. In this case the City of Belmont Police Department loaned us the use of their MCV.

• Two recent structure fires, one in the southern part of the city (in the Heart) and the other in the Rollingwood neighborhood. In each case a unified command post was set up with both Fire and Police Departments for several hours.

• A recent homicide in the western portion of the city where two crime scenes were processed for several hours necessitating a command post.

• There have been several significant traffic collisions necessitating the utilization of the joint North County MAIT team for prolonged investigations while collecting evidence.

• There have been two multiple alarm fires at Shelter Creek Condominium Complex in 2017. Both of which necessitated a unified command post for several hours.

• Multiple Alarm Fire calls. There have been a handful of 2nd and 3rd alarm fires in the last three years where a mobile command vehicle could have aided in the operations of the incident. Additionally, any significant wild land fire would require a multiple agency response/coordination. There have been 16 multiple alarm fires in the county, year to date.

• OTS/DUI checkpoints. The Mobile Command Vehicle would take the place of a patrol vehicle as a command post for DUI checkpoints that are set up pursuant to OTS grants.

• San Bruno Fourth of July Zero Tolerance Campaign. The mobile command vehicle would be utilized during the 12 hour campaign as the in-field command post.

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• For the past 3 of 4 years there have been significant storm seasons. In 2014 and 2017 we suffered major damages. In these events, coordination between Fire, Police and Public Works is challenging. Having a mobile command vehicle staffed with a representative of each agency would be beneficial to a coordinated response.

• Specialty Response requiring a mobile command vehicle. USAR or trench rescue; with the increase in construction comes the risk of accidents. These require an extended time on scene with multiple agencies participating. Daly City had a trench rescue recently that lasted over 10 hours. Additionally, our proximity to the San Francisco Airport means that we are part of the initial response to any major incident at that location as was the case when Asiana Airlines Flight 214 crashed in 2013.

Est. Completion Date TBD

Project Budget Total $300,000

Lead Department Police Department

Status Summary In-Progress

Status Update Police and Fire staff traveled to the vendor to confirm prebuild specifications in January. The vendor will be providing a final drawing of the build out for review in the coming weeks and then building will commence. Police, Fire and IT Staff are currently ordering materials and equipment for the interior build out. These materials and equipment will be shipped to the vendor for ultimate installation. Staff will take another trip to the vendor to confirm that the build is perfect before accepting delivery, which is expected in August 2020.

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Continue Proactive Planning for the Future of San Bruno

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Continue Proactive Planning for the Future of San Bruno

Bayhill Specific Plan and YouTube Phase I Planning Entitlement Approvals (PPF-1) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description The Bayhill Specific Plan will outline a cohesive, long-term, community driven vision for this key district that is home to the largest cluster of offices in San Bruno, including headquarters of YouTube, as well as several other uses. Preparation of the Specific Plan will ensure that YouTube’s campus expansion needs are integrated into an attractive setting that benefits Bayhill’s other property owners, as well as the broader San Bruno community. The YouTube Phase I entitlement was submitted in April 2019 and consists of two new buildings containing 440,000 square feet of office and accessory space and three levels of underground parking at 900 and 1000 Cherry Avenue.

Est. Completion Date 4th Quarter of FY2019-20

Project Budget Total None (Developer Funded)

Lead Department Community and Economic Development Department

Status Summary In-Progress

Status Update The public review draft of the Specific Plan and associated Draft Environmental Impact Report are being prepared and are anticipated to be released for public review in Spring 2020, with public meetings to review and consider for adoption in approximately 4th quarter 2019- 2020.

Economic Development Program (PPF-2) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description The City will be developing and implementing an economic development program. This will include the identification of barriers to economic development within the City and the development, implementation, and presentation of appropriate recommendations to the City Manager and City Council for review/approval. A key component of this is the facilitation of the approval of development projects or new businesses locating in the City or expanding that will result in positive fiscal benefits for the City, create jobs in desirable employment sectors, retain and expand current desirable business

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sectors, encourage investment in the City, elevate the City’s economic reputation, provide a local economic multiplier effect, or otherwise add value to the City. An additional component is the facilitation of the approval of key catalyst development projects in the City’s General Plan and Transit Corridors Plan to support revitalization of the downtown and commercial corridors.

Est. Completion Date TBD

Project Budget Total TBD

Lead Department Community and Economic Development Department

Status Summary In-Progress / Need Funding

Status Update The Community and Economic Development Director and City Manager have been working to develop an awareness of the major businesses and property owners in the City and build connections with them through meetings held to date. They met with and initiated conversations with the owners of The Shops at Tanforan to develop a Master Plan for redevelopment and upgrades of the regional mall and to assure the long-term success of this important economic asset. The City is supporting major businesses such as YouTube through the concurrent processing of their planning entitlements with the Specific Plan and EIR preparation process. The Community and Economic Development Director is a member of the San Bruno Chamber of Commerce Board of Directors and assists the Chamber in their business supportive functions. The incorporation of economic development functions into the Community and Economic Development Department, including a new job classification for a new economic development staff member to be examined for funding in the FY2021 budget. Additionally, the Department name will be changed to the Community and Economic Development Department as part of the Budget.

Floodplain Hazard Management Ordinance (PPF-3) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description FEMA’s recent changes to the City’s Flood Insurance Rate Maps designates parcels in the City to be located in a higher-risk flood zone. FEMA requires the City to adopt a comprehensive Floodplain Management Ordinance that meets or exceeds the minimum National Flood Insurance Program criteria, which generally consist of an overall community program of corrective and preventive measures for reducing future flood damage. In response to FEMA requirements, the City prepared an Ordinance Adding Chapter 11.40 to Title 11

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(Buildings, Construction and Fire Protection) of the San Bruno Municipal Code Establishing Floodplain Management Requirements.

Est. Completion Date Completed March 12, 2019

Project Budget Total None

Lead Department Community and Economic Development Department

Status Summary Completed

Status Update The Ordinance was adopted by the City Council on March 12, 2019.

Implement Online Building Permitting Through e-TRAKit and Deploy Digital Plan Check Process (PPF-4) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description The City will deploy online permitting capability for routine applications not requiring multi-departmental plan check reviews (e.g., water heater replacements; reroofs; sewer lateral repairs; small residential photovoltaic systems; and small electric vehicle charging stations (EVCSs). The City will also establish a digital plan check process for building permits.

Est. Completion Date June 2020

Project Budget Total None

Lead Department Community and Economic Development Department

Status Summary In-Progress

Status Update Final testing underway and anticipate to launch to a group of contractors for initial usage in spring 2020. Digital plan check to commence in early 2020.

Wireless Facilities in the Public Right-of-Way (Title 8 of the Municipal Code) (PPF-5) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description To regulate the installation of small cell wireless communications facilities by telecommunication companies, the City of San Bruno will be considering a new ordinance regulating these facilities (commonly referred to as “small cell” facilities) in the City’s right-of-way and easements in public and private properties. “Small cells” are low- powered wireless antennas that have a range of approximately 150 to

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500 feet. Through a new ordinance and resolution regulations the City will implement new design and siting standards and will be establishing a new permit process. This will enable a streamlined application review process by the Public Works Department for these facilities in the City’s right-of-way and utility easements in public and private properties.

Est. Completion Date May 2019

Project Budget Total None

Lead Department Community and Economic Development Department

Status Summary Completed

Status Update The Small Wireless Facilities Ordinance was adopted by City Council on June 11, 2019.

Adopt an Affordable Housing Fund Implementation Plan (PPF-6) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description As of early 2020, the City has approximately $3.8 Million in the affordable housing in-lieu fund. The fee was established is 2008 and applies to both residential and nonresidential development projects. Because of the significant cost to implement new affordable housing projects and the affordable housing fees not being adequate to fund such a project, the City has not yet programmed the funds. The implantation plan will include the research and development of a plan with implementation alternatives, including policy options and funding opportunities, for the programming of the funds in the future.

Est. Completion Date 2nd Quarter FY2020-21

Project Budget Total $70,000

Lead Department Community and Economic Development Department

Status Summary In-Progress

Status Update The Council authorized the expenditure of $70,000 in November 2019 of the fund balance to hire a consulting firm. The City is currently preparing an RFP.

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2022 Housing Element (PPF-7) CC Priority Focus Continue Proactive Planning for the Future of San Bruno Area(s)

Description The City is required to certify a new Housing Element to comply with the State Housing and Community Development Department (HCD) Regional Housing Number Allocation (RHNA) by December 2022. HCD is anticipating releasing San Bruno’s final RNHA allocation confirmation by July 2021. The city will contract with a professional planning consulting firm to prepare this Housing Element. The city has been conducting various land use, demographic and other types of research and survey information related to housing.

Est. Completion Date 2nd Quarter FY2021-22

Project Budget Total Estimated $400,000 (No funding authorized)

Lead Department Community and Economic Development Department

Status Summary In-Progress; Need funding authorization to proceed

Status Update The City has been participating in the initial housing element efforts including meetings and data analysis with ABAG and 21 Elements.

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Promote Organizational Health to Deliver Strong, Sustained Performance and Prioritize Best Management Practices

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Organizational Health and Employee Success

Evaluate and Implement Procedures to Reduce Firefighter Exposure to Carcinogens (OHES-1) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Research has shown that Firefighters face an increased risk of cancer compared to the general population. The San Mateo County Fire Chief’s established The Exposure Reduction Committee which resulted in the development of the Exposure Reduction at Fire Scene Policy. Staff continues to research exposure reduction methods as well as early diagnosis measures for cancer.

Est. Completion Date June 2019

Project Budget Total $7,000

Lead Department Fire Department

Status Summary In-Progress

Status Update The Fire Department has implemented the County Policy for exposure reduction. The policy includes decontamination measures taken at the scene to reduce exposure by bagging and transported the exposed gear outside of the engine compartment. The gear is then picked up by a third party for proper cleaning.

The San Bruno Fire Department Wellness Committee has made recommendations based on NFPA 1582, Standard on Occupational Medical Program for Fire Departments. These potential tests will require additional discussion between labor and management prior to implementation and could require an increase to the current budget.

Employee Health and Benefits (OHES-2) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Expand annual Health Fair to a “Health and Benefits Fair” to increase awareness of City benefits programs

Est. Completion Date Annually (Last completed October 2019)

Project Budget Total N/A

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Lead Department Human Resources Department

Status Summary Completed

Status Update In preparation for Open Enrollment, Human Resources hosted our annual health fair and invited vendors from our different health and benefit plans, including benefit vendors for the City’s deferred compensation programs, Employee Assistance Program, Flexible Benefits Spending Account, and commuter transportation benefits. Employee attendance has steadily increased each year since expanding the breadth of vendors at the fair.

Employee Growth and Succession Planning (OHES-3) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Mentor Departments and Supervisors on promoting career growth and succession planning

Est. Completion Date Ongoing

Project Budget Total Included in San Mateo County Regional Training Program, Legal Consortium Training, ConcernEAP services, and Human Resources Staff

Lead Department Human Resources Department

Status Summary Ongoing

Status Update Human Resources advises Departments on growth and succession of employees by identifying career opportunities within the Department, training classes for addressing growth and development areas, coaching opportunities to enhance their management and technical skills, and outside programs such as the regional Management Training Program (MTEP).

Departments use these training resources for assisting in the development of a professional growth plan for employees. Recently, a consultant was hired to deliver a comprehensive training targeted at all mid-level managers throughout the City. Human Resources has also incorporated a “training goals” section as a part of the revised annual performance improvement plan template, with the goal of facilitating discussions at a department level between supervisors and employees.

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Employee Safety and Regulatory Certifications Program (OHES-4) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Continue to manage the Safety committee (comprised of Department representatives) with the goal of promoting and maintaining the interest of employees in health and safety issues

Est. Completion Date Ongoing

Project Budget Total N/A

Lead Department Human Resources

Status Summary In-Progress

Status Update Human Resources and City Departments continue train and obtain certification to meet OSHA and other regulatory requirements. The City is working in collaboration with a safety training consultant on a comprehensive safety training program to enhance all areas of training in each Department. A citywide online training tool, TargetSolutions, was recently launched. It facilitates tracking, and the online delivery makes it easier for employees to undergo training during their individual workshift schedules which are not always during the traditional workday, and for employees who work at various work locations throughout the City.

Human Resources also kicked off a citywide wellness program which includes monthly health seminars and a weekly walking club.

Review of City Job Descriptions (OHES-5) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Consult Departments and Personnel Board to update and enhance job descriptions to meet current industry standards

Est. Completion Date Ongoing

Project Budget Total N/A

Lead Department Human Resources Department

Status Summary Ongoing

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Status Update Human Resources consults regularly with the Departments to ensure that all job classifications meet industry standards and the City’s current staffing needs. To date this fiscal year, the City has taken seven job descriptions to be approved by the Personnel Board, including several public safety job descriptions.

The Personnel Board then recommends all job descriptions to the City Council for final approval.

Email Retention Policy (OHES-6) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Information Technology (IT) Staff will work with the City Attorney’s Office to implement an email retention policy including consistent automatic removal of older out of date email messages and documents.

The current email system has not been programed to control the age of emails and the total number of individual emails.

Est. Completion Date December 2019

Project Budget Total City staff time

Lead Department Information Technology / City Attorney’s Office

Status Summary In-Progress

Status Update Information Technology staff is working on parameters to draft and present a policy for review/approval. The City’s email system is managed in the Microsoft Cloud and has unlimited storage and the City’s email system is operating without performance issues.

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Migration to Paperless Office Plan (OHES-7) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Continue to evaluate solutions and develop a long term strategic plan and strategy to digitize all City departments’ paper documents, and to improve workflow processes to limit paper and printer use, cost, and maintenance.

Est. Completion Date 12/2019

Project Budget Total TBD

Lead Department Information Technology

Status Summary In-Progress

Status Update Information Technology staff has had initial discussions with departments concerning upgrades to software, procedures, and workflow to start the migration of printed material and manual paper intensive workflows to a more streamlined process using online digital documents.

One project under way is a pilot project to define the process and cost to digitize the entire inventory of Public Works Engineering As-Built drawings. This is an important initial step to transition from the use of paper As-Built drawings in Engineering’s daily workflow to the use of online digital drawings. When complete, the pilot project will allow IT to estimate the cost to fully digitize this important and critical City database of strategic documents for the online use.

Development of Internal Support Processes for Police Personnel (OHES-8) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Internal support processes in the form of mindfulness training, peer support, and chaplaincy programs promote both the mental and physical well-being of staff who are exposed to traumatic events on a daily basis. This effort will better prepare personnel to complete their duties and enhance the likelihood of a long, fruitful, and fulfilling career.

Est. Completion Date Ongoing

Project Budget Total TBD

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Lead Department Police Department

Status Summary In-Progress

Status Update The Police Department has taken certain steps to address this need including providing sleeping quarters for those held over for court appearances or extended calls. Staff have also recently attended mindfulness training. The Department has actively worked on a comprehensive wellness program over the last 6 months. Identified objectives in these early stages are:

• Restarting the Chaplain program • Considering on-duty exercise options • Combatting excessive fatigue and exhaustion • Volunteer nutritionist consultations • Hosting regional one-day mindfulness refreshers • Rebuild of the kitchen to include a stove and other items to encourage healthier eating habits • Expansion of lower level mental health services that focus on resiliency before problems are evident

The department has now identified a potential new Chaplain, Pastor DiAngelo from two local congregations. The process of vetting this Chaplain will begin in March and we are hopeful for appointment in April.

We have also started hosting one-day mindfulness refreshers through staff that are currently studying to be certified as mindfulness meditation coaches. As we solidify this program we will plan to make services available to other City staff.

Police Station Facility Security Improvements – Gate & Fence (OHES-9) CC Priority Focus Organizational Health and Employee Success Area(s)

Description There is a need to secure the area where Police Department Employees park their own privately owned vehicles while at work. The installation of two security gates will provide for the necessary security and prevent suspicious or criminal activity in the future.

Est. Completion Date TBD

Project Budget Total $170,000

Lead Department Public Works Department

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Status Summary On Hold

Status Update Bids Proposals for construction were issued in February 2019. Due to the high bid amounts received, staff has placed the project on hold.

Citywide Policies and Procedures (OHES-10) CC Priority Focus Organizational Health and Employee Success Area(s)

Description Assess and Revise Administrative Regulations & Personnel Policies and Procedures

Est. Completion Date Ongoing

Project Budget Total N/A

Lead Department Human Resources Department

Status Summary On Hold

Status Update This initiative will be a priority for the incoming Assistant City Manager / Chief People Officer, who is currently being identified in an ongoing recruitment.

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