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From YouTube: San Bruno Special City Council Meeting April 29, 2021 4b. Community Devlp. Dept. Organization Report
Description
San Bruno Special City Council Meeting April 29, 2021
4b. Community and Economic Development Department Organizational Review Report
B
C
Thank
you
thank
you,
council
member
city
manager,
so
the
item
that
is
before
you,
after
the
presentation
of
a
organizational
report
with
recommendations
that
was
prepared
by
mr
craig
whitam
from
municipal
resource
group
as
a
reminder,
craig
woodham.
While
he
is
a
consultant
with
mrd,
he
has
retired
from
the
city
of
vallejo
and
was
their
assistant
city
manager
for
10
plus
years,
as
well
as
before
that
serving
as
a
community
and
economic
development
director,
and
so
when
our
prior
community
and
economic
development
director
separated
from
the
city.
C
We
hired,
mr
with
mr
whitam
in
that
interim
time,
to
provide
consultancy,
support
for
the
community
and
economic
development
department
working
on
a
few
special
projects,
and
this
this
was
one
of
the
one
of
them.
So
the
new
director
would
walk
in
with
a
outside
review
of
the
department
and
as
well
as
to
prepare
recommendations
for
the
city.
So
mr
woodham,
mr
whitam,
will
present
the
report
to
you.
C
D
D
Employee
in
the
department,
as
well
as
at
least
one
former
employee,
so
high
level
takeaways
from
the
my
review,
is
that
enhanced
customer
serving
website
information
is
very
important
as
we
sit
today,
really
even
enhanced.
With
the
pandemic,
most
individuals,
be
they
residents
or
prospective
investors.
Businesses
look
to
your
website
as
a
place
to
get
information
about
fees,
about
permit
processes
and
about
how
to
talk
to
someone
to
get
answers.
D
D
The
second
high
level
takeaway,
is
tools
on
the
website
that
allows
business
to
be
done
more
efficiently
and
your
staff
to
work
more
efficiently.
Again,
there
are
tools
out
there.
Many
cities
use
that
allow,
for,
as
an
example,
appointments
for
building
inspections
to
be
made
online
to
track
your
building
inspection
permit
process
online.
D
You
in
san
bruno
those
really
have
not
been
deployed
to
their
fullest
capability.
I
think
the
challenge
is
that
you
have
a
very
lean
staff.
You
have
a
fairly
enhanced
a
level
of
activity,
so
these
type
of
process
issues
just
haven't
been
addressed,
so
your
systems
that
are
in
place
that
communicate
to
prospective
investors
are
are
lacking
frankly
and
then
clear,
clear
documentation
of
permit
processes
again,
not
every
city.
Does
this
really
well
a
lot
of
them?
D
Do
the
do
these
things
pretty
poorly
actually,
but
having
simple
checklists
or
descriptions
of
what
it
takes
to
get
a
used
permit,
either
through
a
flow
chart
or
simple
checklist.
That
a
homeowner
or
prospective
investor
can
understand
is
something
that
doesn't
exist
for
your
information,
with
the
exception
of
a
couple
places,
so
those
are
kind
of
the
high
level
issues.
D
So
the
the
way
I
look
at
this
type
of
a
project
is
through
three
four
categories:
first,
is
stamping
culture
of
the
organization.
Second,
is
customer
service
processes
and
technology?
So,
let's
start
with
staffing
it's
interesting.
When
I
started
the
project,
I
was
provided
by
the
then
interim,
now
full
time
director
with
a
list
of
72
projects
that
the
former
director
had
put
together
that
are
currently
being
worked
on
by
the
department
department
of
you
know
several
people,
those
the
projects
didn't
have
time
frames.
D
That
communication
has
gone
up
and
down,
based
on
the
interviews
that
I
did
with
employees
having
clear
communication
with
department.
Employees
is
important
in
any
department,
but
particularly
in
community
development,
so
having
clear
ways
in
which
employees
can
understand
what's
happening
at
the
higher
level
in
the
city
as
well
as
being
able
to
providing
input
on
that
to
the
director
is
important,
seems
that
has
improved,
but
that's
a
one
of
the
recommendations,
work
environment.
D
D
D
The
new
younger
workers
coming
into
the
workforce
have
different
options
and
different
perspectives
and
talented
local
government
employees
are
harder
to
find
so
providing
a
work
environment
where
you're
paying
comparable
to
your
neighbors
as
well
as
you're,
providing
an
environment
where
you're
not
putting
them
in
city
council
meetings
every
other
night,
I'm
joking,
I'm
kind
of
being
a
little
facetious,
is
important.
If
you're
going
to
attract
the
talent,
there's
been
a
fair
amount
of
turnover
in
the
department.
D
Actually,
since
I
started
the
project,
you
approve
this,
so
that
is
being
recruited
right
now
is
really
important
to
bring
some
analytic
ability
to
the
project
as
an
example.
The
project
that
we
talked
about
a
few
minutes
ago
in
the
user
fee
study
high
functioning
management
analysts
could
have
done
what
I
did
in
terms
of
helping
with
the
project
management
of
that
project,
also
economic
development
manager.
D
I
was
curious
when
I
first
kind
of
came
into
the
working
with
the
city,
that
it
was
called
the
community
economic
development
department,
and
I
looked
for
the
economic
development
division.
I
didn't
see
it
and
I
didn't
see
an
economic
development
manager
and
I
wasn't
just
missing
it.
It
wasn't
there,
so
one
of
the
recommendations
is
to
have
to
the
extent
your
budget
allows.
D
Having
an
economic
development
manager
position
makes
sense
if
that
person
could
take
on
the
role
of
an
ombudsman
to
help
navigate
prospective
investors
and
current
businesses
through
your
permit
process.
It
could
take
on
things
such
as
the
grant
programs
for
small
businesses
and
there's
not
a
logical
person
necessarily
in
the
organization
that
I
can
see.
That
would
do
that
type
of
stuff.
D
As
you
note
in
the
report,
economic
development
managers
land
in
often
in
the
city
manager's
office,
often
in
community
development
departments,
there's
trade-offs
in
either
case.
I
think
you
just
need
to
figure
that
out
as
a
community
as
to
where
that
serves.
Obviously
having
worked
in
a
community
with
an
economic
development
manager.
D
If
it's
in
the
city
manager's
office,
it
has
more
gravitas
as
it
solves
things
throughout
the
organization,
since
you've
never
had
one.
That
makes
some
sense.
Obviously
you
could
put
it
in
the
community
development
department
and
it
would
be
closer
to
the
folks
doing
the
building,
building
and
development
engagement
work.
That's
really
a
kind
of
local
decision
to
make
okay,
so
that
was
kind
of
the
high
level
culture,
staffing
ideas.
D
The
now
within
the
divisions
chief
building
official,
as
I
mentioned,
talent,
is
hard
to
find
in
local
government.
I
would
suggest,
in
my
opinion,
the
two
hardest
positions
to
fill
currently
would
be:
chief
building
official
first
finance
director,
also
police
officers.
I'm
not
I'm
talking
about
department
heads
but
chief
building
official,
the
talent
for
chief
building
officials
is
very
thin.
The
turnover
is
significant.
You
currently
have
a
model
where
you
are
hiring
a
contractor
to
fulfill
that
role.
D
D
My
suggestion
would
be
to
produce
an
rfp
request
for
proposals
and
find
a
firm
that
can
provide
that
service.
You
have
one
now
there
are
others
out
there.
I
don't
think
you
should
just
continue
with
the
current
firm.
I
have
had
very
good
experience
with
your
current
cb
chief
building
official,
but
just
as
a
matter
of
best
practices
going
out
with
a
request
for
proposals
to
see
what
other
firms
could
provide
makes
sense
as
well.
D
Again
budget
is
very
it's
very
challenging
for
most
cities
to
the
extent
you
have
a
capacity
for
a
senior
planner
position
in
the
future
that
is
recommended
as
well.
You
have
a
lot
and
just
the
state
continues
to
put
on
requirements.
Housing
element,
general
plan
updates.
There
are
a
lot
of
you
have
you
know,
airport
regulations.
D
There
are
some
unique
things
in
in
san
bruno
that
are
long-range
in
nature,
and
you
really
don't
have
anyone
in
your
department
that
is
focused
on
long-range
planning.
It's
really.
The
planning
manager
picks
up
a
little
bit
the
director
now
without
a
planning
manager.
The
director
is
picking
that
up
and
for
a
city
of
your
level
of
activity
having
a
senior
planner
that
deals
with
those
long-range
issues
that
make
sense
clerical
support.
I'm
not
recommending
a
new
position,
but
to
the
extent
you
can
bring
in
part-time
clerical
support.
D
D
Okay,
let's
move
to
customer
service
customer
service
is
in
my
experience
in
local
government
is
largely
anecdotal,
particularly
for
council
members.
They
hear
things
from
one
person,
two
people,
three
people,
and
then
you
know
it
becomes
the
way
to
judge
how
people
are
engaged
with
an
economic
development
department.
D
My
recommendation
is
to
get
metrics
on
that
issue,
to
have
a
annual
customer
satisfaction
survey
that
doesn't
have
to
be
very
long
or
hard.
It's
sent
to
everybody,
that's
gotten
a
building
permit
or
has
received
a
development
permit
over
the
past
year,
and
then
you
start
building
metrics
as
to
they're,
happy
they're,
sad
they're.
They
have
good
ideas
as
to
how
you
can
make
things
better
and
make
things
more
efficient.
D
So
I
suggest
you
do
that
once
a
year
and
then
on
the
sixth
month
six
months
after
you
send
your
first
one
out.
I
suggest
you
also
have
an
open
house
where
you
solicit
input
in
person.
You
know
beyond
the
pandemic,
because
that
will
attract
a
different
customer.
Perhaps
someone
that
really
wants
to
come
in
and
hear
about
the
department
a
little
bit,
but
the
talking
on
the
department
is
the
small
part
of
that
open
house,
but
really
it's
an
opportunity
for
people
to
give
feedback
on
what
their
experiences
have
been
and
learn
from
that.
D
As
you
create
better
processes
customer
service
again,
I
hit
it
on
the
high
level
input.
You
know
the
website
really
needs
a
lot
of
work.
You
want
to
provide
your
users
with
tools,
permanent
checklists
flow
charts,
fee
information,
not
uncommon
for
other
cities,
but
this
is
really
an
opportunity
with
a
new
fee
schedule.
D
The
current
contracted
cbo
is
trying
to
implement
that
with
his
spare
time,
which
is
very
limited.
So
to
the
extent
this
is
the
type
of
thing
to
the
extent
you
had
one-time
funds,
you
could
invest
in
bringing
someone
into
to
get
this
information
up
and
running
in
the
context
of
your
website
update
next
year.
I
think
that
makes
sense
and
could
be
helpful
to
stimulating
investment,
okay,
so
permit
processes.
D
I
didn't
really
was
my
charge
to
look
at
your.
What
requires
a
use
permit?
What
doesn't
in
the
community,
but
the
one
thing
that
just
cut
came
up
a
num
enough
times
that
I
decided
to
include
in
the
report
was
that
the
concept
of
the
50
percent
rule
is
one
way
people
are
describing
it,
but
basically
it
is
the
threshold
whereby
someone
who
is
improving
their
home
needs
to
come
in
for
a
conditional
use
permit.
D
Obviously
that's
a
policy
decision
and
unique
to
every
community
so
on
the
permit
processes
going
down
in
terms
of
the
divisions.
You
know.
One
of
the
initial
things
that
I
I
heard
is
that
you
know
we
can't.
We
can't
meet
them
because
we
can't
close
for
lunch
or
we
can't
shut
down
on
friday
afternoons
or
there's
seem,
and
this
is
very
common
in
cities
they
get
into
routines
of
what
we
can't
shut
down
for
lunch.
D
Well,
maybe
shutting
down
for
lunch
is
a
better,
more
efficient
way
for
your
people
to
operate,
and
it
really
all
ties
into
the
technology
and
what
you
have
on
your
website
and
what
people
can
do
and
find
online
is
really
in
many
cities.
It
has
limited
the
importance
of
having
a
customer
counter
from
eight
to
five
or
eight
to
six
and
some
cities.
You
know
have
one
evening
where
they'll
stay
up
until
seven
to
catch
folks
after
work,
but
how
open
your?
D
D
D
Commission
committee
meeting
frequency,
not
my
position
to
say
how
often
your
commissions
or
committees
meet,
but
a
little
bit
back
to
my
comment
on
how
how
often
you
all
meet
as
a
city
council
ensuring
that
the
commission
and
committee
meetings
are
for
action
items
and
giving
staff
flexibility
to
work
with
the
commission
and
committee
chairs
to
say:
hey
we're
going
to
meet
quarterly
this
year,
as
opposed
to.
If
it's
on
a
schedule
that
has
been
in
place
forever,
and
it
just
continues
to
that
schedule.
I
think
you're.
D
It
sounds
like
that's
being
done
in
most
cases
but
again,
you're
just
trying
to
find
a
balance
where
you're
allowing
staff
to
do
its
work
and
commissions
and
committees
provide
their
important
input,
but
not
having
them
meet
if
they
don't
have
something
to
meet
about.
This
is
one
that
gets
you
know
in
most
cities
that
have
a
bicycle
and
pedestrian
advisory
committee.
D
It's
like
a
ping
pong
ball
with
public
works
thing
planning
to
do
it
and
planning
saying
public
works,
you
do
it.
It's
currently
in
planning,
considering
moving
that
to
public
works,
since
many
of
the
policy
decisions
and
administrative
on
on
bike
and
pedestrian
safety
issues
are
infrastructure
issues
versus
planning
issues.
D
D
Another
point,
as
you
may
have
noted
in
your
you've,
had
this
technology
fee
not
not
increasing,
I
don't
believe
in
your
building.
Permit
that's
best
practices
that
allows
for
you
to
get
a
revenue
stream
to
ensure
that
you
are
able
to
digitize.
Your
plans
ensure
that
you're
in
your
building,
division
and
planning
staff
have
proper
hardware
current
technology
with
which
to
accept
online
applications
ensuring
that
that
technology
typically
again,
this
is
issue
that
happens
in
many
cities.
D
It's
a
technology
fee,
so
the
it
department
decides
how
it's
going
to
be
used.
It's
really
it
needs
to
be
a
collaboration
between
it
and
your
department,
and
that's
the
only
recommendation
here
that
they
talk
to
each
other.
As
you
put
your
budget
together
and
you
have
a
schedule
typically,
you
know.
Often,
cities
will
have
a
five
year
schedule
on
how
they're
going
to
use
those
technologies
fees,
it's
kind
of
like
a
mini
cip
for
the
technology
in
this
department.
D
Another
issue
which
seems
to
have
been
resolved
in
the
last
couple
of
years.
I
honestly
had
not
heard
the
term
flip
phone
until
I
started
this
project
in
a
really
long
time,
but
some
of
your
folks
were
talking
about
how
yeah
they
just
recently
got
smartphones
relatively
recently,
and
that's
that's
helpful
again.
Investing
in
hotspot,
access
and
hardware
that
can
be
mobile
makes
your
staff
much
more
efficient.
D
I
should
have
mentioned
this
at
the
beginning,
but
I
your
staff
was
very
forthcoming.
The
way
I
approach
these
projects
is,
when
I
interview
everyone,
I
give
them
100
confidentiality.
I
encourage
their
candor,
they
were
candid
and
they
were
very
responsive
during
this
process.
So
I
want
to
complement
your
line
stamp
in
these
divisions
again.
Finally,
on
the
technology,
this
is
more
on
the
divisions,
level,
etracket
and
central
square
are
new
technologies
that
are
not
at
the
current
they've
been.
D
This
allows
for
internal
tracking
of
projects
to
allow
more
efficiency
and
meeting
your
developer
needs
and
also
in
terms
of
staff
accountability
regarding
project
delivery,
having
a
software
tool
to
track
projects
internally
is
important
and
then
also
being
giving
your
residents
and
prospective
investors
an
understanding
of
where
their
permit
status
stands
from
a
web
portal
is
also
best
practices.
Currently,
it
happens
in
those
in
many
cities,
digitizing
plans
again
good
use
of
those
technology
fees.
Taking
all
your
fan
plans
getting
them
in
into
a
digital
format.
C
Just
on
a
high
level,
I
want
to
thank
mr
woodham
for
his
thoughtful
analysis
and
the
work
that
he
provided
on
behalf
of
the
organization
and
just
know
that
staff
absolutely
agrees
with
every
recommendation
and
some
of
them
require
council
action.
These
will
be
budgetary
allocations
and
we
will
be
discussing
those
and
incorporating
the
ones
that
we
can,
but
all
of
the
23
recommendations
are
on
our
work
program
at
this
point,
and
that's
that
work
that
we
talked
about
that
directors.
C
You
know
real
really
need
time
to
do
to
improve
the
organization.
Absolutely
concur
with
mr
whitman's
comments
about
the
amount
of
meetings,
the
pace
of
meetings
and
the
pace
of
work
and
really
I've
said
it
to
council.
You
know
on
some
some
things
I
think
we're
moving
too
fast
and
we
need
to
slow
down
so
directors
really
have
time
to
not
always
be
working
on
these
higher
level
initiatives,
but
but
work
on
improving
the
operations
of
their
department,
which
has
a
immediate
customer
service
aspect.
C
C
You
know
in
about
a
month
and
a
half,
I
will
have
been
your
city
manager
for
three
years,
a
very
short
amount
of
time,
but
in
that
time
all
eight
of
our
senior
executive
team
members
that
report
to
me
that
manage
our
department
chairs
our
department
and
our
assistant
city
manager.
In
just
three
years
time
I
will
have
recruited
every
last
one
of
them
and
hire
two
of
those
positions
twice.
C
The
fact
that
we
are
a
under-resourced
city
with
a
lot
of
expectations
and
a
lot
on
the
on
the
plate
without
the
staffing
to
really
get
all
the
work
done
is
one
of
his
chief
among
them.
So
I'm
glad
that
mr
woodham
was
able
to
pick
that
up
and
articulate
that
and
just
know
that
as
your
city
manager,
I
totally
understand
and
agree
with
that
sentiment.
Thank
you.
B
I
especially
love
the
focus
on
customer
service
and
how
you
know
moving
moving
as
quickly
as
we
can
to
online
willing
can
how
much
that
can
improve
customer
service
in
my
own
professional
life.
You
know
I
run,
I
run
a
large
customer
service
organization
and
it's
a
it's
always
number
one.
It's
always
the
number
one
priority
above.
B
Above
all,
you
know
you
know,
above
you
know
in
where
I
am,
and
I
t
we're
always
measured
on
how
many
tickets
we
close,
but
I'm
much
more
interested
in
how
people
feel
after
we
close
those
tickets.
Are
they
happy
with?
Are
they
happy
with
us
and
I
and
building
a
building,
a
culture
where
everybody
thinks
that
way
is
is?
Is
the
holy
grail
in
my
opinion,
and
I
appreciate
that
this
report
reflects
that
regarding
the
the
specific
positions
you
know,
it's
no
one.
B
Here's
gonna
be
surprised
that
I'm
gonna
talk
about
the
economic
development
director.
We
really
can't
understand
how
critical
it
is
that
we
that
we
staff
this
position
here
in
san
bruno.
I
would
leave
it
to
the
city
manager
discretion
as
to
whether
that
position
belongs
in
the
in
the
city,
manager's
office
or
under
building
and
planning.
B
The
recommendation
to
move
bpac
under
public
works
that
makes
sense,
given
that
many
of
the
recommendations
that
come
out
of
there
lead
to
public
works
projects
and
also
bpac,
is
a
is
a
subcommittee
under
the
tsbc
which
is
part
of
public
works,
so
it
just
it
just
seems
to
make
sense,
and
then
just
just.
Lastly,
regarding
both
the
the
the
economic
development
director
position
and
all
the
other,
all
the
other
positions
that
we
need
in
order
to
bring
that
our
department
up
to
speed.
B
I
just
I
just
want
to
to
say
to
mike
to
my
colleagues
and
to
everyone
that
we
you
know,
we
need
to
do
everything
that
we
can
to
make
staffing
these
positions
a
priority.
I
don't
want
us
to
leave
here,
saying
yep,
you
know
we
even
even
out
even
outside
consultants,
agree
that
we're
that
we're
woefully
understaffed,
but
we
have
no
money.
So,
oh
well,
you
know
we
have.
B
E
We're
able
to
take
it
off
the
list
we
knew
this
was
coming,
so
I
don't
think
there
were
any
surprises
and
it
is
good
to
get
reinforcement
on
all
the
things
that
we
we
knew
we
had
to
fix
and
having
an
outside
perspective
is
always
valuable,
and
I
think
that
that's
what
we
have
here
so
I
definitely
agree
with
the
with
the
recommendations
and
the
findings
and
definitely
appreciate
staff
initiating
this
and
having
this
report
to
help
us.
As
we
plan
you
know
the
future
of
this
department.
F
F
D
F
72
yeah,
I
mean
that's
incredible,
handled
by
three
or
four
people
right
and
then
being
realistic
on
how
we're
gonna
get
that
work
done.
How
are
they
gonna
get
that
work
done
to
get
it
to
a
planning
commission
that
gets
it
to
the
council
for
approval.
So
I
know
this
is
a
study
session.
So
there's
no
action,
but
it's
clearly
it
fortifies
what
we've
been
hearing
from
our
city
manager,
which
we
observe
and
hear
from
our
community
of.
F
Why
do
things
take
so
long
and
and
what
I
appreciate
is
that
you're
bringing
solutions-
we've,
we've
known
we've
had
technology
issues
for
many
many
years
in
in
in
our
city
and
we're
trying
to
try
and
it
seems
like
we're
always
trying
to
catch
up
and
our
financial
sustainability
project
brought
on
by
our
city
manager
was
a
key
first
step
and
we're
finally
getting
to
the
end
of
that,
but
we're
realizing.
We
still
have
so
much
to
do
so.
The
economic
development
manager,
of
course.
F
Of
course,
we
want
that.
Well,
all
these
different
projects
have
costs
right
all
these
different
things
that
we
want
to
do,
have
costs
and-
and
it's
a
huge
task
to
for
our
city
manager,
in
dealing
with
all
these
different
things,
with
new
staff
and
new
ways
of
doing
things
and
and
and
and
the
need
for
metrics.
F
It
was
clear
you
know,
surveys
on
how
you
don't
know
how
you're
doing
unless
you
ask
people,
if
you,
if
you
ask
the
person
next,
you
hey,
how
are
you
doing
hey
we're
really
busy,
but
if
you,
if
we
can
get
those
metrics
in
and
surveys
after
somebody
gets
to
permit,
I
wouldn't
wait
a
year
because
after
a
year,
you
kind
of
already
forgot
you're
kind
of
like
oh
forget
it.
I
don't
even
want
to
respond,
but
the
moment
that
you've
got
your
permit
and
you
get
signed
off
hey.
How
are
we
doing
for
you?
F
You
know
how
did
the
building
department
handle
you?
Were
you
comfortable
with
that
and
and
we
we're
still
gonna,
have
to
address,
having
more
staff
right
have
more
staff?
We
need
more
money
to
get
more
money.
We
need
to
get
more
products,
get
more
projects,
we
need
more
staff.
So
it's
this
big
old
circle.
So
I
think
I
think,
with
this
priority
setting
and
with
the
budget
coming
up,
we're
gonna
we're
gonna
start
addressing
those
things,
the
50
rule.
F
They
were
talking
about
that
rule
when
I
worked
here
seven
years
ago
and
how
how
do
you
increase
it
to
60
how
much?
How
much
bigger
can
your
house
get
before
you
have
to
go?
Get
a
conditional
use.
Permit
great
question:
surprise,
not
surprise
that
we're
finally
getting
smartphones,
and
hopefully
all
that'll
work,
hopefully
that'll
all
work
out
and
how
we
have
a
building
official
with
the
with
the
with
the
inspectors
and
bringing
contract
staff.
We
have
to
make
that
decision
and
how
to
make
it
smoother.
G
Thank
you
I
wanted
to.
I
guess
for
at
first
I
wanted
to
just
thank
staff
for
their
honesty.
I
think
that
it's
really
important
that
staff
feels
that
there's
trust
when
you're
having
these
assessments,
and
I
think
that
the
my
only
problem
with
assessments
is,
if
we
don't
plan
to
follow
up
on
the
findings.
G
So
I
know
I've
been
very
clear
from
the
beginning
that
we
need
an
economic
development
manager.
So
I
look
forward
to
seeing
that
in
the
budget-
and
you
know
the
other
items,
I
think
that
are
really
going
to
be
for
the
city
manager
to
assess
with
his
own
team
and
bring
back
in
the
budget,
because
we're
only
seeing
one
department
which
I
think
we've
all-
I
think
every
council
member
here
has
supported
throughout
the
year
to
find
the
positions
that
are
needed
for
this
department.
G
So
I
look
forward
to
seeing
the
budget
recommendations
and
taking
this
analysis
into
account.
I
do
just
want
to
ask
from
from
my
understanding
and
the
consult
to
the
consultant,
the
average
employee,
the
average
employee
nowadays
is
staying
at
a
business
within
you
know
these
younger
professional
age
groups
between
two
two
to
five
years.
Are
you
seeing
something
different
in
the
peninsula
or
in
the
bay
area?.
D
No,
I
think
you're
spot
on
in
terms
of
the
younger
employee
is
more
likely
to
move
and
that's
something
that
the
manager
needs
to
prepare
for.
I
think
there
is
a
little
bit
different.
I
don't
have
any
metrics
to
back
this
up,
but
my
sense
is
that
young
employees
that
come
in
to
an
organization
that
are
into
public
policy
and
local
government
may
have
a
little
bit
more
interest
in
staying
if
they
see
that
there
is
an
opportunity
to
grow
with
that
city.
D
Sam
bruno
I
mean,
as
I
talked
to
folks
when
you
had
your
planning
manager,
your
management
analyst.
I
circulated
it
to
my
network,
saying
it's
a
super
exciting
time
for
the
city.
I
mean
you
have
these
development
projects
that
are
very
interesting.
You
have
an
older
community.
That
is
transitioning.
I
mean
it
is
from
a
from
a
work
standpoint.
D
I
think
you
can
attract
talent
that
will
stay
here.
If
they
see
you
know
upward
mobility
and
an
ability
to
grow
within
the
organization,
I
mean,
I
think,
the
feedback
that
I
got
from
your
employees
was
that
you
know
the
new
leadership
of
the
city
manager.
The
new
director
people
were
very
excited
about
that.
The
challenge
is
people
also
you're
in
a
very,
very
high
cost
environment
you're,
not
at
really
market
or
above
market.
D
So
people
have
options
to
move
to
other.
The
talented
local
government
employees
have
options
to
move
around
more
than
they
did
10
or
15
years
ago,
and
so
I
think,
you'll
still
deal
with
the
millennials
and
the
younger
generation
having
an
interest
in
moving
more
frequently.
But
I
think
if
you
build
a
culture
where
you
come
in
as
a
planner
and
you
say,
oh
there
is
that
senior
planner
job.
D
If
I
get
great
experience
here,
I
may
be
able
to
move
out,
or
I
put
in
three
or
four
or
five
years-
a
really
good
experience
here
and
then
I
do
move
on
and
you
bring
in
another
planet.
So
it's
a
challenge
for
every
long-winded
response,
but
the
challenge
for
every
business.
I
think,
in
terms
of
how
millennials
and
the
younger
generation
look
at
work
to
keep
people
longer,
but
having
a
good,
you
know
a
competitive
salary
and
benefit
package
and
a
good
work-life
balance
in
what
you
offer.
C
G
Right-
and
I
think
that
I
think
when
I
see
people
also
leaving
cities,
it's
also
there
might
be
more
upward
mobility.
Here
we
have
a
young,
we
do
have
a
young
city
manager
and
so
that
that
mobility
for
the
next
step-
maybe
not
you
know
right
there,
but
I
do
think
that
it's
important
to
note
that
you
know
there's
a
san
bruno
may
not
be
able
to
be
as
competitive
as
other
cities
for
for
a
little
while
we
may
not
be
at
the
market
rate.
G
We
got
a
an
international
pandemic
that
could
not
be
you
know,
we
couldn't
pretend
it
wasn't
here,
and
so,
when
we
talk
about
18,
you
know
meetings
in
a
very
short
period
of
time.
The
council
is
not
directing
when
those
meetings
happen.
The
council
is
kind
of
directing
what
we'd
like
to
see,
and
it's
really
up
to
the
city
manager's
office.
When
those
meetings
happen
and
how
they're
spread
out,
I
remember,
being
in
a
very
difficult
transition
year
and
we
had
64
meetings
in
one
year.
I
believe
it
was
actually
over
64.
G
and
when
we
passed
that
hunt
those
that
stayed
we've
all
stayed
together.
We've
had
a
very
strong
team,
so
I
I
am
I've
been
there
and
I
really
do
feel
for
staff,
and
I
think
that
as
much
as
we
can
lessen
our
meetings,
I
would
love
that
too,
but
I
do
want
to
say
that
the
city
was
paused
for
10
years.
There
is
a
lot
of
ground
that
we
are
having
to
make
up,
for.
G
I
have
been
called
by
some
of
the
directors
who
have
left
and
been
thanked
for
pushing
revenue.
I've
been
stopped
in
the
street
by
staff.
Thank
you.
Thank
you,
because
we've
needed
this
push,
I'm
sure
the
city
manager
has
too,
and
my
goal
is
definitely
not
to
push
items
that
are
not
needed,
but
I
do
think
that
we're
in
this
very
unique
place,
and
if
we
do
not
take
this
opportunity,
we
may
not
get
it
again,
and
so
there
are
so
many
things
on
the
table
right
now
and
everybody
has
different
priorities.
G
I
get
that,
but
we
just
finished
a
10
hour
meeting
on
strategic
priorities
so
that
we
can
kind
of
align
behind
what
our
goals
are
for
this
next
year,
the
previous
goals
prior
to
last
year.
I
you
know
I
was
not
not
involved
in.
I
think
that
the
way
that
city
manager
grogan
has
been
setting
this
up
is
getting
better
every
year.
G
But
I
just
want
to
say
that
I
I
don't.
I
really
do
feel
for
staff
being
a
staff
member
myself.
I
I
really
do
know
what
this,
what
it's
like
to
work
a
full
day
and
then
have
to
stay
after,
and
I
hope
that
that
doesn't
have
to
continue,
but
I
do
have
to
say
that
we're
in
an
emergency
year
in
this
pandemic,
we
have
a
number
of
items
that
need
to
be
taken
care
of,
and
I
think
that
we
need
to
find
a
way
that
we
can
all
understand
each
other's
positions.
G
I'm
somewhat
disappointed
actually
that
you
didn't
ask
the
council
where,
where
we
were,
because
maybe
that
would
have
been
a
way
to
grab
some
insight
as
to
where
our
thoughts
are
as
far
as
what
our
expectations
were
moving
forward,
because
if
we're
being
unrealistic,
I
think
that
we
should
also
be
told
that
we're
being
unrealistic
but,
like
I
said
I
had
64
years
64
years,
64
meetings
in
one
year.
That
is
not
a
goal.
G
I
want
to
beat
that's
not
a
goal
that
I
want
the
city
of
san
bruno
employees
to
be,
but
I
think
we
have
to
put
this
into
context
that
this
is
really
an
exceptional
year,
and
I
also
want
to
say
that
I
think
that
our
directors
went
on
to
great
opportunities
and
I
can't
fault
them
for
taking
an
opportunity.
San
bruno
isn't
going
to
be
a
big
city.
I
think
it
was
santa
clara.
I
was
reading
that
their
city
manager
is
making
like
700
000
a
year.
G
You
know
we
are
never
gonna
make
that
we
are.
We
are
not
gonna,
be
paying
our
city
manager,
no
no
offense
sitting
under
grogan,
but
you
know
close
to
a
million
dollars
practically
we're
just
not
that
size
city,
and
so
I'm
hoping
that
we
continue
to
attract
talent
that
takes
advantage
of
all
of
these
opportunities
and
hopefully
they
stay.
A
I
think
I
got
everybody
has
gone
through
at
least
once
just
a
few
things
for
myself
on
the
bike
and
ped.
Let's
go
down
the
list,
my
understanding
is,
we
have
somebody
that
sits
on
it
from
community
services
and
or
the
development
department,
and
we
also
have
somebody
from
public
works
so
where
we
can
minimize
that,
so
we
don't
have
to
have
staff
being
at
various
spots.
A
I
think
that
that's
important,
so
my
concern
is
you
say:
well,
I
it
should
go
from
one
part
of
the
hall
to
across
the
hall,
but
does
that
mean
still
somebody
from
each
department
is
going
to
be
there,
and
I
think
those
are
things
that
should
be
looked
at.
I
I
it's
not
me
counting,
but
I
just
got
a
an
update
that
I
heard
it
was
22
meetings
so
far,
but
we'll
get
the
official
tally
from
somebody
later.
A
You
know
I
think
going
going
back
to
like
the
customer
service.
That's
something
that
council
member,
laura
davis
always
said.
You
know,
because
she
deals
like
council
member
hamilton
about
customer
service,
the
metrics.
How
long
is
the
call?
How
is
this?
How
is
that,
and
that
is
really
important
to
gauge?
Are
we
hitting
the
mark
if
we,
if
we
have
60
percent,
that
are
saying
great
job,
can
we
get
it
to
65.
A
we?
How
do
we
motivate
our
team
try
to
achieve
where
they
don't
even
normally
know
where
they're
at?
Because
I
think
when
a
team
is
successful,
I
think
everybody
kind
of
rejoices
and
feels
good
about
those
accomplishments.
As
far
as
times
at
the
counter,
I
will
tell
you
and
I
can
go
off
top
my
head.
I
can
write
down
seven
or
eight
jurisdictions
in
san
antonio
county,
maybe
nine
now
just
another
one
popped
in
my
head
that
do
not
have
eight
to
five:
they
have
it
either
whether
it's
closed
for
lunch.
A
You
know,
san
mateo
is
a
big
city,
but
when
you
have
a
plan
review
it's
tuesday,
thursday,
off
top
my
head,
I
think
9
30
to
11.
yeah.
So
what
it
is
is,
but
it
also
allows
staff,
because
if
somebody's
got
to
be
at
the
counter
all
the
time,
then
how
do
they
get
those
other
documents
processed?
And
what
have
you?
So
you
know
as
long
as
it's
communicated
to
and
people
become
accustomed
to
it,
it
may
be
an
opportunity
that
that
helps
with
the
staff.
A
A
It
got
into
0-809
had
to
do.
Furloughs
had
to
you
know,
make
modifications,
yes,
the
explosion,
and,
yes,
I
think
I'm
gonna
say
with
council
member
mason
living
through
it.
It
really
did
derail
because
you
think
people
are
trying
to
run
a
city
and
trying
to
take
care
of
a
neighborhood
and
yet
maintain
an
operational
eoc
room
around
the
clock
for
a
period
of
time
and
bringing
all
kinds
of
folks
in
and
litigations,
etc
that
we
we
had
to
go
to
washington
and
deal
with
the
national
patient
safety
board
and
pg
e.
A
So
I
I
think
what
I
have
seen
is
some
positive
in
the
planning
is
police
and
fire.
I
think
now
are
at
a
point
where
they
have
success:
succession
planning
and
it
started
when
dave
creston
became
a
battalion
chief,
who
became
the
chief
because
we're
doing
that.
It's
changing
the
titles
within
the
command
staff
at
the
police
department.
So
we
have
lieutenants
and
captains
in
order
to
hopefully
have
a
succession
plan
as
we
do
today
and
we've
seen
that
result
where,
before
it
was
just
sergeant
commanders,
nothing
in
between.
So
what
do?
A
What
do
you
do
to
get
that
rank?
You
go
elsewhere,
so
there
have
been
things
that
have
have
been
done
to
do
that,
but
the
customer
service
and
sending
out
a
survey.
I
think
it
is
important.
We
see
them
and
I
think
I
bet
you
in
our
daily
lives.
We
get
a
survey,
you
know
at
least
once
a
month
on
some
a
transaction,
whether
you're
calling
your
cell
provider
or
somebody
else
insurance
carrier.
So
I
mean
I
appreciate
the
information
the
metrics,
I
think,
are
important.
A
The
annual
survey,
I
think,
is
important
and
I
think
also
that
work-life
balance
is
important
and
I
do
think
we
have
to
be
mindful
too,
if
we're
giving
staff
the
information
that
we
need
ahead
of
time
rather
than
we
don't
have
enough
information
in
order
to
make
a
decision
and
we
elongate
a
meeting
or
we
may
have
to
go
to
a
second,
I
get
it,
but
hopefully
not
a
third
and
then
we're
gonna
do
post
zoom
life.
So
what
is
it
gonna?
A
Look
like
there's
a
staff
member,
the
department
head
who
doesn't
have
anything
on
the
agenda.
Do
they
really
have
to
be
sitting
in
a
room,
or
can
they
be
watching
it
reassuming
and
being
brought
in?
Why
not?
So
I
think
that
has
to
be
and
if
they
don't
need
to
be
there,
maybe
they
shouldn't
be
there
that
night,
but
I
know
sometimes
they
feel
compelled
that
they
want
to
be
there.
A
So
there's
got
to
be
some
some
kind
of
connection.
Hopefully
we
can.
We
can
make
to
help
community,
because
if
you're
not
a
licensed
contractor,
let
me
tell
you
can
be
frustrating
and
even
if
you
are
sometimes
getting
your
permit
processed
can
be
challenging
too.
So
every
city
is
different
as
far
as
its
requirement.
G
G
G
You
know
the
the
community
will
find
out
that
every
wednesday
or
every
thursday
is
closed,
so
that
staff
can
catch
up
with
their
work
and
word
will
spread,
but
just
a
suggestion,
because
I
do
know
that
the
planning
divisions
workload
is
very
high
right
now,
and
it
might
be
something
to
think
about
that.
I
would
definitely
support.