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Full Agenda: https://www.sanbruno.ca.gov/AgendaCenter/ViewFile/Agenda/_12132022-1741
00:00:00 TITLE
00:05:12 CALL TO ORDER, ROLL CALL
PUBLIC COMMENTS FOR ITEMS NOT ON THE AGENDA
00:05:40 STUDY SESSION
a. Recreation and Aquatic Center Implementation Plan Overview
ADJOURNMENT
The next Regular City Council Meeting will be held on December 13, 2022 at 7:00 p.m
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D
Thank
you,
mayor
Medina,
members
of
the
city
council
and
members
of
the
public
at
home,
Javon
Grogan
city
manager.
It
is
our
pleasure
to
hold
the
study
session
tonight
to
present
to
you
and
the
public
the
implementation
plan
for
our
new
Recreation
and
Aquatic
Center.
As
we
all
know,
our
Recreation
and
Aquatic
Center
is
actively
under
construction
with
the
goal
of
completing
construction
at
the
end
of
next
year.
2023.
D
We
are
excited
for
this
60
million
dollar
construction
site
and
as
a
city
council
and
members
of
the
public
may
remember,
we
developed
a
business
plan.
Boy
time
is
escaping
me.
It
was
during
covet,
I
want
to
say
it
was
in
late,
22,
early
late,
21
early
22,
and
we
said
that
we
would
follow
that
up
with
a
detailed
implementation
plan
that
would
provide
specifics
to
the
council
in
the
community
on
exactly
how
we
will
Implement
and
operate
the
facility.
D
It's
important
to
note
that
we
won't
be
given
a
full
overview
of
the
facility
tonight,
but
while
we
oftentimes
think
of
it
as
our
Recreation
and
Aquatic
Facility,
it
is
also
the
home
of
our
community
services
division.
It
is
the
primary
location
by
which
they
work
out
of,
and
it
is
also
their
main
offices
as
well,
so
with
that
I
will
turn
it
over
to
director
Ann
matola
for
tonight's
presentation,
and
after
that
we
will
be
here
to
answer
questions
and
support
you
through
your
conversations.
Thank
you.
E
Good
evening,
mayor,
Medina
and
council
members,
I
am
so
thoroughly
happy
to
be
here
this
evening
on
behalf
of
the
entire
community
services
department
and
in
particular
the
recreation
and
Senior
division
who
have
joined
me
here
this
evening.
To
present
to
you
the
implementation
plan
for
the
new
Recreation
and
Aquatic
Center.
As
you
are
all
well
aware,
this
facility
has
been
in
various
stages
of
planning
and
development
for
close
to
six
years
or
so
now,
and
in
just
about
one
year
we'll
be
occupying
and
programming
that
space.
E
E
So,
let's
start
talking
about
why
we
have
a
implementation
plan.
Why
did
we
create
this?
So
it
is
an
actionable
roadmap
that
organizes
all
of
our
planning
and
operational
resources
into
one
place.
This
plan
will
be
the
standard
that
the
recreation
division
performs
to
specifically
over
the
next
several
years.
E
E
E
Foreign
the
plan
allows
for
responsible
resources
planning,
and
this
resource
planning
is
really
the
bulk
of
what
we
are
presenting
to
you
this
evening.
The
plan
contains
a
financial
summary,
inclusive
of
Staffing,
operational,
Material
supplies
and
overhead.
It
considers
the
impacts
to
other
departments,
specifically
facilities
and
Human
Resources.
The
plan
also
includes
conservative
Revenue
projections
with
room
for
growth
and,
lastly,
and
probably
most
importantly,
is
transparency.
We
want
to
really
be
transparent
about
what
it
takes
to
run
this
facility
to
the
council,
the
community
and
our
stakeholders.
E
So
before
we
start
talking
about
the
programs
and
the
budgets
and
the
revenue,
let's
talk
about
the
program
areas
in
the
facility
on
the
first
floor
is
where
our
Aquatics
programs
will
be
housed,
and
we
of
course
have
two
pools.
An
indoor
pool
or
a
natatorium,
and
then
an
outdoor
pool
with
splash
pad
or
wading
pool
or
gymnasium
is
also
on
the
ground
floor.
E
The
second
floor
is
where
all
of
our
fitness
programs
will
be
located,
and
this
is
a
real
new
area
of
program
development
for
us
there's,
a
2700
square
foot,
fitness
center
with
cardio
weight
and
conditioning
equipment.
We
have
an
indoor
track
and,
of
course,
a
group
exercise
room
also
on
the
second
floor
is
located
Our
Community
Hall,
and
this
is
our
largest
rental
space
and
it
will
be
Central
to
our
facility
rental
operations.
E
E
We
will
have
increased
the
Aquatic
programs
as
compared
to
the
prior
facility,
because
now
we
can
offer
year-round
programming
in
the
Nordic
in
the
natatorium
and
also
due
to
the
doubling
of
our
swim
ERA.
With
these
two
identical
pools,
we'll
have
increased
capacity,
oops
we'll
have
City
run
camps
which
are
held
in
the
summer
and
on
school
breaks
and
for
those
programs.
We
have
more
amenities
to
create
an
improved
experience
for
all
of
our
campers.
E
We
also
have
more
space
and
variety
of
space
for
contract
classes
facility
rentals
in
particular
are
expanded
in
a
way
that
will
be
an
exciting
growth
opportunity
for
recreation.
Our
plan
is
to
Market
to
three
distinct
market
segments,
private
events,
corporate
and
conferences
and
weddings,
Fitness
and
gym
operations.
Those
are
truly
a
new
Venture
for
us
and
we're
also
planning
expanded
opportunities
for
special
events
and
youth
and
adult
sports.
E
So
now
we
want
to
transition
and
talk
about
the
budget
and
how
we
developed
the
budget
for
this
plan.
This
model
was
created
in
consideration
of
several
guiding
documents
and
city
manager.
Grogan
mentioned
one
of
the
first
documents
that
we
referred
back
to
was
the
business
plan
for
the
recreation
Aquatic
Center,
so
our
facility,
as
as
the
way
we
have
the
program
plan
design,
will
offer
individual
and
Community
benefits,
which
is
an
industry
standard,
so
it
will
operate
as
a
subsidy,
and
this
was
all
articulated
and
compared
with
comp
agencies
through
the
business
plan.
E
The
business
plan
also
presented
a
business
case
that
aligned
the
various
amenities
offered
in
the
new
recreation
facility,
with
several
comparable
agencies
and
with
those
comparable
agencies.
They
also
showed
the
cost
recoveries
for
those
agencies
and
they
ranged
anywhere
from
41
to
68
percent.
So
keep
that
number
in
mind
that
we
knew
going
into
this.
We
wanted
to
try
to
see
where
we
would
fall
within
that
range
and
also
in
the
plan
based
on
some
really
rough
high-level
estimates.
The
business
plan
estimated
that
we
would
be
able
to
operate
at
66
percent
cost
recovery.
E
So
as
we
as
we
began
developing
our
plan,
we
felt
comfortable
with
the
target
of
66
percent
cost
recovery,
and
we
also
wanted
to
keep
in
mind
the
impact
to
the
general
fund,
as
we
decided
to
do
the
program
plan
and
look
at
fees.
We
also
are
very
aware
that
currently,
our
impact
to
the
general
fund
is
about
1.6
million.
It's
a
little
bit
more
than
that
and
we
thought
well
what
would
happen
if
we
were
able
to
retain
the
66
percent
cost
recovery
and
also
keep
that
impact
level.
E
And
there
were
additional
considerations
as
well
as
we
set
fees
for
the
new
programs
and
examined
Revenue
performance
for
our
different
program
areas
as
each
fell
into
a
different
cost
recovery
threshold
based
on
the
city's
recently
adopted
cost
recovery
policy.
So
let's
take
a
look
at
that
for
a
second.
E
Also
based
on
this
policy,
most
of
our
programs
fall
within
the
medium
cost
recovery
range.
We
offer
programs
that
promote
healthy
communities.
Programs
like
adult
and
youth
sports,
we'll
have
our
fitness
center,
our
enrichment
programs
and
contract
contract
classes
and
camps,
and
these
programs
fall
into
this
per
our
cost
recovery
policy.
So
they
can
take
into
consideration
Market
comparisons
since
there's
a
balance
of
individual
and
Community
benefit
in
the
city's
cost.
For
Recovery
policy
does
include
a
low-cost
recovery
range
and
within
the
recreation
industry.
E
So
the
second
column
begins
an
increase
and
it
begins
implementation
of
this
plan,
and
it
includes
increases
that
we'd
like
to
request
in
January
related
to
ramping
up
staff
to
have
them
on
board
for
the
last
quarter
of
this
fiscal
year.
So
we
can
prep
for
the
opening
of
the
facility.
So
you'll
see
this
increase
does
reduce
our
cost
recovery
to
22
percent.
E
This
is
the
first
full
year
of
operation
and
we
anticipate
a
cost
recovery
of
66
percent
and
we
project
that
this
will.
This
trend
will
easily
continue
into
the
future
year
and
I
want
everyone
to
keep
in
mind,
as
as
they
look
at
these
columns
that
when
we
put
this
model
together,
it's
based
on
an
average
of
29
program
capacity
for
Aquatics
and
45
for
dry
Recreation.
E
E
So
our
new
deputy
director,
Damien
santome
and
I
spent
a
lot
of
time
putting
this
together
and
we
both
are
of
the
same
mindset
that
we
wanted
to
put
something
together.
That
was
really
conservative
for
the
projected
performance
of
recreation
and
we're
submitting
this
with
a
really
high
degree
of
confidence
that
we
can
achieve
the
66
cost
recovery
we
would
rather
under
promise
and
over
deliver
and
in
the
next
few
slides.
E
E
So
the
next
two
slides
break
the
programs
into
seven
different
Revenue,
centers
or
program
areas
when
I
talk
about
Recreation
I
like
to
describe
it
as
a
bunch
of
little
businesses,
Under
One
Roof
and
each
one
of
them
operates
a
little
bit
different
from
the
other,
and
so
we've
built
this
budget
in
a
way
that
we
can
create
a
dashboard
similar
to
what
you
see
on
this
screen
and
the
next,
because
we
want
to
be
able
to
track
the
performance
program
by
program
on
an
ongoing
basis.
Our
current
budget
isn't
built
that
way.
E
We
have
one
very
large
budget
for
recreation.
We
kind
of
have
to
do
all
this
forensic
work
to
figure
out
where
the
cost
recovery
is.
As
we
move
into
this
new
model
of
operation.
We
want
to
be
able
to
be
really
transparent
with
the
performance
of
these
programs,
and
so
we
want
to
build
the
budget
pretty
much
the
way
you're
going
to
see
it
presented
this
evening.
So
for
each
Revenue
Center
we
include
the
direct
cost,
which
is
all
the
Staffing
materials
and
supplies.
E
We're
really
fortunate
that
we
were
able
to
bring
Damian
on
board
he's
opened
one
of
the
largest
Recreation
one
of
the
largest
aquatic
centers
in
this
Bay
Area,
and
it's
really
important
when
you
open
new
aquatic
operations
that
you
build
it
smart,
you,
you
build
it
intentionally,
understanding
that
it's
a
real
competitive
market
for
lifeguards.
So
we
want
to
have
Smart
growth
and
make
sure
we
have
the
appropriate
Staffing
level.
Aquatics
truly
is
a
safety
operation,
and
so
this
is
the
most
conservatively
conservatively
projected
program
that
you'll
see
this
evening.
E
E
Our
special
events
actually
performed
quite
well
at
49
percent
and
then
you'll
see
Youth
and
adult
sports
is
at
21
percent,
and
so
I'll
tell
you
that
the
exercise
of
putting
this
implementation
plan
was
really
great
for
us
to
really
examine
the
operation
of
our
different
program
areas.
And
when
we
see
something
like
this,
it
allows
us
to
take
a
look
and
ask
the
why
the
performance
is
that
way.
Do
we
have
programs
that
we're
not
getting
enough
participation
that
we've
been
holding
on
to
that?
We
may
need
to
maybe
switch
up.
E
E
E
When
you
look
at
what
our
membership
includes,
which
is
unlimited
access
to
the
fitness
room
and
walking
Track
access
to
the
group
exercise
in
gymnasium
when
they're
not
in
use,
it
actually
is
kind
of
a
really
good
value
and
also
our
it's
a
20.
So
this
is
a
new
2700
square
foot
Fitness
room,
the
prior
monthly
membership
for
a
little
600
square
foot
was
24
a
month.
There
was
also
a
lower
drop-in
rate
and
there
was
a
discounted
rate
for
a
six-month
membership
discounts
and
promotions
aside.
This
was
Benchmark
unit
pretty
thoroughly.
E
A
couple
of
notes
about
the
memberships:
one
of
the
things
that
we
want
to
see
is
patterns
of
use
and
intensity
of
use.
So
what
we
want
to
do
when
we
open
this
up
is
to
open
it
up
to
San
Bruno
residence
and
really
see
what
the
impact
is
to
the
facility
and
if
it
seems
like
it's
a
really
good
experience
and
we
don't
want
to
ruin
the
balance.
E
We
will
just
keep
the
membership,
but
we
do
see
a
value
in
allowing
the
drop-in
for
either
out
of
town
guests
that
may
be
using
hotels
or
non-residents
in
addition
to
the
monthly
membership
we
do
want
to
allow
a
daily
drop-in
fee.
It's
ten
dollars
for
adults,
eight
dollars
for
teens
and
seniors,
and
should
there
be
a
non-resident,
should
non-residents
be
allowed?
It
would
just
be
an
additional
two
dollar
fee
for
them.
E
E
So
this
is
a
look
at
our
drop-in
and
punch,
pass
fees
for
lap,
swim,
Aqua,
Fitness
and
water,
aerobic
classes
and
Rec
swim,
and
for
each
of
these
programs
we
also
plan
an
adult
rate
and
then
a
teen
and
seniors
right
will
offer
a
discount
in
the
punch
pass
option
which
essentially
allows
15
visits
for
the
price
of
13.
and
for
all
of
these
options
there
is
an
additional
non-resident
fee.
E
E
The
structure
that
you
see
is
very
similar
to
the
facility
rental
fees
that
we
we
recently
updated
a
couple
of
years
ago,
where
we
have
an
hourly
base
rate,
which
essentially
is
for
non-residents,
there's
a
discounted
rate
for
not
for
for
for
residents
and
San
bruno-based
nonprofits,
and
then
we
also
added
a
commercial
rate,
because
although
this
is
something
new
to
the
plan,
we
wanted
to
get
ahead
of
the
game
and
set
appropriate
fees
for
profitable
entities.
That
may
request
the
rental
of
our
facility
for
something
where
it's
a
profit-making
entity.
E
It
could
be
a
commercial
shoot.
It
could
be
somebody
wanting
to
take
over
the
whole
rent
the
whole
facility
to
do
something
similar
to
a
Comic-Con.
This
is
happening
in
other
places,
so
we
wanted
to
make
sure
that
we
had
an
appropriate
fee
for
that
and
for
the
gym.
We
benchmarked
against
cappuccino:
High
Redwood
City
in
South,
San
Francisco.
The
average
was
211.
E
We
also
benchmarked
the
surrounding
communities
with
comparable
facilities
in
Millbrae
and
Burlingame,
who
just
had
some
beautiful
new
facilities
open
up
again
using
the
same
format
with
base
rate,
the
discounted
rate
and
the
commercial
rate
are
rates
that
we're
proposing
are
competitive
with
these
new
facilities,
and
we
also
had
a
suggestion,
after
one
of
our
two
by
twos,
to
take
a
look
at
like
a
like
for
like
rental,
because
in
additional
to
the
hourly,
if
anybody's,
ever
rented,
really
from
any
facility
operation.
There's
usually
some
type
of
you
know.
E
You
may
have
to
pay
for
for
staff,
for
cleaning
fees
and
whatnot.
So
we
did
do
a
comparison
with
Millbrae
Burlingame
and
the
Pat
and
The
Basque
Event
Center
for
an
eight
hour
rental,
like
eight
hour
weekend,
rental,
which
tends
to
be
the
higher
rate
with
160
people
with
alcohol
with
food
and
a
DJ
and
San
Bruno
had
the
lowest
resident
rate
at
4
900..
E
So
moving
on
to
Staffing
so
clearly
there's
a
lot
of
new
and
dynamic
programming
and
operationally.
This
has
a
lot
of
pro
programmatic
and
operational
elements
that
need
to
be
developed
and
then
maintained.
So
we
are
proposing
a
staffing
increase
to
support
the
success
of
this
plan
in
this
First
Column.
You
can
see
that
the
recreation
division
currently
consists
of
5.05
ftes.
E
In
January,
we
want
to
come
back
and
propose
an
augmentation
of
an
additional
1.2
ftes
to
start
ramping
up
staff
to
for
program
development
and
operational
Readiness.
So
we
can
open
and
fall
of
2023
and
you
can
see
the
two
little
images
that
came
up
the
supervisor
and
coordinator
positions
are
what
we
would
like
to
fill
so
the
1.2
it's
it's,
hopefully
we'll
get
them.
For
you
know
a
quarter
of
the
year.
E
And
so
just
so,
you
can
see
what
the
ads
are
compared
to
where
we
are
today.
The
two
new
supervisor
positions
would
be
new.
The
new
the
two
new
coordinators
are
also
circled,
as
is
an
additional
administrative
staff
with
the
accounting
and
customer
service
rep,
and
then
I
really
need
to
point
out
the
part-time
Staffing,
that's
required
for
the
successful
operation
of
this
facility.
Recreation
is
powered
by
part-time
staff.
E
So
as
I
mentioned
with
the
part-time
staff,
this
will
create
a
more
rigorous
schedule
for
open
and
seasonal
recruitments,
and
this
can
be
an
ongoing
process
if
well
executed.
So
we
can
always
make
sure
that
we're
not
behind
the
curve,
but
we
have
you
know
current
list
of
qualified
staff
to
pull
from
so
we
know
that
will
be
an
impact
and
then
the
facility
will
require
a
new
standard
of
Maintenance
in
order
to
make
sure
that
we
can
keep
it
in
open
condition
and
so
our
plan
in
the
whole
financial
plan.
E
It
includes
a
combination
of
part-time
staff
during
operational
hours.
That'll
have
a
lot
of
custodial
duties,
there's
a
value
in
bringing
in
these
high
impact
cleaning
services
kind
of
overnight
to
turn
the
facility
over,
particularly
in
places
where
you
do
have
to
worry
about.
You
know:
sanitation,
like
the
locker
rooms.
E
All
of
this
work
for
us
will
impact
facilities,
and
so
we
also
put
together
in
the
budget
model
kind
of
an
alternative.
So
we
could
look
and
see
what
the
impact
was
to
the
cost
recovery
and
the
general
fund
subsidy.
If
we
added
a
30,
Human
Resources
analyst,
and
if
one
like
one
full
facility,
maintenance,
maintenance,
technician.
E
E
So
if
we
were,
if
we
were
to
add
those
two
positions,
you'll
see
that
the
cost
recovery
drops
a
little
bit.
The
impact
to
the
general
fund,
of
course,
increases
a
little
bit,
but
again,
the
way
we
built
this
budget
with
Room
to
Grow.
We
think
that
it
would
be
prudent
when
we
come
back
in
the
20
23
24
budget
year
to
also
request
those
positions,
knowing
that
we
should
be
set
up
for
success
in
gaining
on
the
cost
recovery.
E
E
So
our
plan
is
to
come
back
to
Council
in
January
January
24th,
to
be
specific,
to
ask
for
approval
of
the
new
staff
positions,
the
two
coordinators
and
the
two
supervisors,
and
that
would
trigger
a
calendar
of
opening
recruitments
having
the
interview
process
and
then
start
dates
by
April
of
2023.
So
we
can
actively
get
a
lot
of
the
detailing
of
these
operational
and
pro
programmatic
plans
together
and
then
in
June
of
2023.
We
would
actively
start
the
recruitment
for
the
army
of
part-time
staff
that
we
need
to
make
this
operation
a
success.
E
To
give
you
an
idea
of
the
Mountain
of
work
that
we
still
have
in
front
of
us,
I
wanted
to
give
you
a
chart
that
shows
follow
the
different
action
items,
all
the
different
work
that
needs
to
be
done
between
now
and
fall
of
next
year,
and
so
for
every
program
area.
They
have
a
similar
body
of
work,
and
the
way
this
chart
is
just
so,
there
was
a
visual
representation
of
it.
E
Each
of
the
icons
on
top
follow
the
different
program
areas
we've
been
trying
to
use
that
visual
language
through
it,
so
whether
it's
Aquatics
camps,
classes,
facilities,
Fitness
event,
Sports
and
administration,
which
is
the
last
column
they
all
have
a
substantial
of
body
of
work.
On
this
slide,
you
can
see
the
different
action
items
for
administrative
processes
and
staff,
Recruitment
and
onboarding,
and
that
does
include
the
full-time
staff
which
some
of
that
work
is
being
done
now
by
the
staff.
E
E
And
then,
with
the
programs,
there's
also
a
facility
operations
group
of
work,
and
a
lot
of
these
are
the
development
of
documents
that
ensure
the
safety
and
efficient
operation
of
the
facility,
as
well
as
the
programs
that
it
houses
so
again,
the
last
three
slides.
This
is
really
just
a
highlight
of
the
work
that
needs
to
be
conducted
by
the
recreation
team
between
now
and
fall
of
2023.
E
D
C
F
Thank
you.
Thank
you,
director
for
the
presentation.
I,
really
appreciate
the
structure
and
format
of
the
presentation.
It's
made
it
very
extremely
easy
to
follow,
and
it's
obvious
that
a
lot
of
work
has
gone
into
this
from
the
from
the
team
and
and
it
that
that
shows.
Then
we
appreciate
it.
I
also
appreciate
the
conservative
and
realistic
approach
to
the
financials
so
that
we
can
really
set
a
realistic
expectation
for
our
for
our
community
as
we
open
this
exciting
new
facility.
F
I
only
have
one
question,
and
that
has
to
do
with
the
the
scheduling
assuming
that
the
staff
positions
are
approved
in
January.
Are
we
allowing
enough
time
to
recruit
identify
candidates,
interview
vet
that
whole
thing?
The
reason
that
I
bring
it
up
is,
you
know,
hiring
patterns
have
been
very,
very
different,
post
covid
and
at
least
in
some
Industries
it's
been.
You
know,
really
difficult
to
find.
E
We
we
do
know
it's
an
aggressive
timeline,
which
is
why
we
do
want
to
come
back
in
January,
which
is
again
a
month
ahead
of
the
mid-year
budget
and
I
I
can
tell
you
we
did.
We
recently
had
a
a
coordinator
of
Recruitment
and
we
we
have
two
new
coordinators
that
came
on
board
within
the
last
two
months,
and
they
came
here
with
experience.
E
F
C
E
Would
love
to
so
you're
gonna
have
to
stand
up
so
Damien
santome
is
our
new
deputy
director
of
community
services,
Fabiola
Cruz
she's,
our
food
services
coordinator
and
Chef
extraordinaire
at
the
senior
center
Kelsey
climber?
She
is
a
coordinator
one
of
our
Recreation
coordinators
and
really
has
a
lot
to
do
with
the
summer
camps,
Youth
and
adult
sports.
A
lot
of
the
events
Amy
needs
to
stand
up.
Amy
Bowen
is
our
executive
assistant,
which
ends
to
be,
and
she
ends
up
being
the
glue
that
keeps
us
all
together.
E
She
she
had
a
lot
to
do
if
with
the
jingle
around
the
block,
so
that
was
her
baby
and
I
just
want
to
point
that
out,
because
I
know
that
was
like
a
really
wonderful
event
that
started
in
covid
and
I
think
we're
going
to
continue
it
because
it's
had
such
a
great
reception.
I
also
want
to
mention
Megan
who's
been
here,
but
a
second
was
responsible
for
the
tree
lighting.
So
we
have
really
amazing
talent
and
dedicated
staff
within
community
services,
and
particularly
the
recreation
division.
C
G
Yes,
thank
you.
This
is
very,
very
exciting
and
Welcome
to
our
new
hires
from
from
Washington.
That's
really
interesting
that
we
have
two,
so
maybe
there's
going
to
be
an
Express
I
know
coming
in
so
I
have
a
couple
of
general
questions
once
one
is.
Does
this
current
model
account
for
solar
power
being
provided
by
our
own
panels,
because
I
just
noticed
like
it's
very
expensive,
to
run
the
pool
and
that
percentage
is?
Is
it
costs
more
to
run
the
pool
than
everything
else,
combined
from
from
the
seven
little
businesses?
G
G
So
if
a
business
comes
in
compared
to
a
a
school
that
wants
to
have
something,
you
know
how
how
to
balance
that
of
Revenue
and
making
sure
that
when
it
comes
down
to
our
residents
and
our
schools
and
sports
clubs,
that
they
would
have
a
way
to
assure
that
they
get
the
space
instead
of
instead
of
somebody
who
reserves
it
and
pays
for
it.
And
it's
like.
G
Those
are
some
of
the
things
I'm
interested
in
so
I
don't
have
much
experience
in
in
the
pool
so
pools
and
operating
this.
So
it's
all
in
your
hands,
I
I!
Don't
we
have
to
trust
and
let
let
things
go
forward
and,
as
we
see
things
develop
and
as
our
residents
interact,
we'll
have
a
better
chance
to
kind
of
figure
out
what
needs
to
be
changed
and
tweaked
along
the
way
and
and
I'm
pretty
sure
that
will
have
that
flexibility
as
we
go
forward.
So
thank
you
very
much.
C
E
I,
try
to
so
yeah
cue
me
if
I've
missed
anything
so
as
far
as
what
we
factored
in
for
the
energy
cost,
we
didn't
have
a
good
comp
with
a
solar
powered,
Recreation
Center.
What
we
did
was
we.
We
did
it
based
on
community
centers
and
Aquatic
facilities
of
the
same
size,
and
so
given
that
you
know
we're
hoping
that
there'll
be
a
savings
again,
we
were
more
conservative
saying
well,
let's
go
with
what
we
know
and
if
you
know
traditional
fuels
should
be
or
higher
than
well.
G
E
Then
you
talked
about
occupancy
and
overcrowding,
and
you
talked
about
priorities.
It
almost
sound
like
priorities
of
rentals
or
use
and
and
there's
a
little
bit
of
a
some.
There
might
be
a
difference
here.
So,
for
instance,
we
mentioned
with
programs
where
it's
kind
of
drop
in.
That's
where
we
really
are
we're
concerned
about
overcrowding.
We
think
this
is
going
to
be
a
very
attractive
fitness
center.
E
You
know
so
we
don't
want
to
open
it
up
to
an
unlimited
amount,
but
just
do
it
in
waves
based
on
occupancy
of
the
site,
and
that's
one
of
those
detailed
plans
that
we
need
to
build
like
how
do
we
kind
of
feather
that
in
until
we
say
okay,
this
is
it,
and
this
is
what
the
occupancy
could
be,
and
so
it
needs
to
be
limited
to
San,
Bruno.
First,
absolutely
as
far
as
with
rentals
I.
Think,
that's
a
really
great.
E
That's
a
really
good
point
right
now
in
our
the
administrative
fee
policies,
we
don't
we
don't
really
have
a
distinction
other
than
a
break-in
fees
for
San,
Bruno
resident
versus
non-resident
and
what
we
really,
what
would
be
somewhat
undermining?
What
we're
trying
to
do
is
if
you
had
bumping
rights,
but
that's
something
that
would
be
an
interesting
thing
to
bring
back.
G
E
So
for
lap
swim
for
lap
swim,
it
was
about
I,
think
it
was
five
per
person
and
I'll,
say
and
so
part
of
so
part
of
what
happens
is
when
we
do
the.
When
we
do
the
cross
recovery
and
fee
schedule,
it
really
had
to
do
with
the
cost
to
provide
the
service,
and
this
pool
is
a
little
bit
different.
I
mean
there's
a
little
bit
of
a
different
operational
overhead.
E
That
being
said,
these
are
being
proposed
if
it's
something
that
Council
would
recommend
that
we
take
a
look
at
and
see
if
we
could
work
with
that,
a
little
bit
more
we're
happy
to
do
that,
but
we
did
it
based
on
trying
to.
You
know
we're
trying
to
balance
the
cost
recovery,
and
we
really,
we
know
we're
already
we're
already
going
to
be
a
little
bit
lower
than
what
our
Target
is.
E
G
The
fees
I
don't
want
to
I'm,
not
criticizing
it
I'm
just
didn't
know,
and
and
as
we
go
forward
that
we
have
the
flexibility
to
change
that,
because
I
know
there
there
are
some
very
Ardent
dedicated
swimmers.
They
take
it
super
super
seriously
and
one
happens
to
share
our
my
home
but
didn't
get
much
opportunity
to
swim
here
because
it's
been
out
and
it
was
more
difficult
to
attend.
But
nonetheless,
I
think
swimmers
have
have
a
really
different
habit.
G
E
G
The
last
question
was
about
the
security,
and
maybe
that
could
be
for
another
time
that
that
I,
just
don't
recall,
hearing
about
you
know
what's
the
latest,
you
know
that
we're
going
to
have
how
secure
it
is
and
what
ranges
of
security
that
will
be
provided
there,
and
in
the
plaza
and
in
our
park
in
general,
it
seems
like
a
lot
of
more
public
spaces
are
having
cameras
and
in
the
parking
lots
and
that
kind
of
stuff.
So
I
just
was
curious.
If
that
has
been
brought
up
yet.
D
I'll
take
that,
as
far
as
a
general
security
plan
for
the
building,
we
can
provide
that
to
Council
in
an
appropriate
form,
but
there
is
a
plan
for
standard
security.
Cameras
like
we
have
at
our
other
City
facilities,
incl,
including
City
Hall
I.
Think,
while
I
have
a
floor,
I
want
to
piggyback
on
a
couple
other
questions
that
councilmember
Medina
had
one
was
in
regard
to
the
cost
of
electricity
that
it
requires
to
run
the
pool.
D
Your
comment
actually
reminded
me
of
when
we
were
designing
the
building
and
actually
doing
some
detailed
energy
calculations,
and
at
that
early
stage
we
were
actually
sort
of
hoping
could
we
do
a
leave
certification
at
some
level
and
what
it
really
came
down
to
is
when
you
put
a
pool
in
a
building
like
this,
you
blow
your
ability
to
do
a
leap
certification,
especially
when
you're
going
out
go
to
an
outdoor
pool
as
well.
Just
the
energy
load
on
heating
that
that
amount
of
water
is
it.
D
I
agree
that
we
need
to
open
the
facility
and
see
how
things
go:
oftentimes
through
detailed
booking
and
scheduling
you
can
work
out
issues
you
know.
Certainly
the
cost
recovery
model
has
some
portion
of
outside
rentals,
paying
a
higher
rate
to
offset
the
cost
of
providing
this
wonderful
amenity
at
a
60
cost
recovery
model
to
the
citizens
of
San
Bruno,
and
so
there
will
certainly
be
outside
entities
that
may
rent
it
for
a
wedding
or
bar
mitz
or
or
something
like
that
and
I.
A
Thank
you,
I,
don't
have
any
questions,
but
I
did
want
to
add
my
appreciation
to
you.
Ann
and
your
staff
for
the
detailed
analysis
that
went
into
it.
I
was
very
impressed
with
the
with
the
volume
of
information
that
you
provided
in
the
details.
So
thank
you
for
bringing
us
all
of
that
detail.
I,
think
the
plan
is
it's
conservative
and,
and
it
does,
it
does
prioritize
all
of
the
the
the
points
that
we've
made
as
a
council
and
respects
our
policies.
A
H
H
I
think
the
first
question
is
just
around
the
rental.
It's
a
little
bit
on
the
higher
end.
I've
recently
had
to,
for
personal
reasons,
look
at
entities
across
the
peninsula
and
what
they're
charging
and
so
I
just
wanted
to
kind
of
grasp
where
the.
Why
we're
on
the
higher
end,
not
for
or
against
it,
but
just
where
the
number
came
from.
E
E
I
mean
some
of
the
averages.
Some
of
them
are
actually
higher
than
what
we're
recommending
so
I
mean.
Basically,
we
want
to
be
competitive.
What
happens?
Is
we
don't
want
to
undercut?
Well
I
mean
when
you're
looking
at
it.
You
just
want
to
see
what
the
market
will
bear
and
we-
and
we
know
that
Burlingame
and
Millbrae
are
doing
quite
well
with
their
rentals
at
these
rates,
and
so
we
just
we
want
it
to
fall
within
that
range,
but
really
they're
the
two
true
comps.
E
We
have
right
now,
I
remember
when
we
did
the
fee
update
and
we
had
to
take
a
look
at
the
senior
center.
We
made
some
modest
adjustments
there.
One
of
the
questions
was,
you
know,
are
you
benching
against?
You
know
aged
facilities
or
brand
new
ones,
and
it's
a
considerably
different
price
point
and
we
don't
plan
on
suddenly
now
inflating
it,
because
we
have
the
new
community
room
at
the
recreation
Aquatic
Center.
So
really
it
was.
It
was
like
looking
at
like
for
like
and
we're
very
much
in
line
with
those
two
agencies.
H
So
not
looking
at
you
know
high-end
fitness
centers,
but
just
our
local
two
gyms,
one
of
the
conversations
that
we
were
having
and
I
wanted
just
to
bring
it
up
here,
but
is
normally
they're,
like
you
know,
a
dollar
down
at
the
beginning
of
the
year
and
they're
ten
dollars
a
month.
And
so
how
are
we
going
to
compete
with
our
two
local
gyms
here
in
San
Bruno
at
the
25
Point
price
point.
D
D
Gymnasium
facility,
with
a
group
X
room
with
the
walking
with
an
indoor,
walking
Track,
and
so
our
entire
service
model
is
different
from
theirs
and
I.
Just
caution
us
from
trying
to
compete
against
corporate
oftentimes.
You
know
National
players
because
they
just
operate
on
a
totally
different
business
model
and
in
fact,
when
we
looked
at
benchmarking,
sort
of
the
breadth
of
services,
The,
Aquatic
and
Recreation
Center
provides
it's
actually
more
analogous
to
some
of
the
more
what
people
would
often
call
sort
of
sort
of
luxury
or
Elite
gyms
that
cost.
D
E
H
All
right,
thank
you.
I
wanted
to
jump
over
to
summer
camps,
really
great
job
with
what
she
has
been
dealt,
meaning.
We
don't
have
a
facility
right
right,
better
classes
or
the
one
and
two
o'clock
classes,
but
I
think
as
a
parent
top
of
that
the
contracted
out
camps
tend
to
be
more
expensive
than
the
Kaleidoscope
camp
that
San
Bruno
used
to
offer.
So
maybe,
if
you
can
talk
a
little
bit
about
what
the
future
plans
are
for
the
summer
camp.
E
Sure
so,
for
the
summer
that
that's
coming
at
us,
pretty
fast
will
be
the
last
year.
We
don't
offer
our
own
summer
camp
host
Camp
to
at
least
have
that
service
done,
and
the
reason
why
it's
easier
to
do
that
is
instead
of
having
full
staff
and
usually
have
to
have
them
change
out
in
the
middle
of
the
day
and
there's
a
lot
of
supervision.
E
I'd
like
to
say
summer
camps.
Are
there
as
much
of
a
safety
operation,
in
my
opinion,
as
a
as
a
pool
operation,
but
at
least
when
you
do
the
pre
and
post
care
in
the
bridge
care,
you
can
kind
of.
Have
everybody
congregate
in
one
space
and
it's
a
more
efficient
Staffing
model.
So
we
are
going
to
try
to
put
that
together
and
I
think
we're
working
right
now
to
identify
the
space
where
our
camps
will
be
located
already,
but.
E
E
H
I
think
if
there,
if
this
next
summer,
it
would
I
I
think
what
bothering
our
communities
between
well.
If
you're
in
public
school
you've
got
these
camps
and
then
everybody
else
has
these
other
camps
and
and
I
just
don't
think
that
that
is
kind
of
the
way
that
as
a
city,
we
should
be
segregating
our
and
working
with
the
school
district.
A
H
H
So
thank
you
for
that
and
then
you
know
we.
We
talked
a
little
bit
about
par
the
Park
and
Recreation
program
that
San
Francisco
State
has,
and
so
I
just
wanted
to
ask
whether
you
know
there's
any
plans
to
talk
to
the
park
and
rec
program
around
maybe
trying
to
get
some
of
their
talent
for
our
new
recreation,
Aquatic
Center,
absolutely.
E
Some
of
the
the
greatest
particularly
the
Summer
Staff,
is
when
you
can
get
some
of
the
students
that
are
in
the
recreation
leadership
study
programs
to
come
in
and
take
some
of
the
leadership
positions
in
seasonal
programs.
We've
also
been
we've
also
reached
out
to
Skyline,
also
for
their
resources.
They
have
a
Kinesiology
program,
we're
trying
to
figure
out
a
way
we
might
be
able
to
use
some
of
their
their
student
resources,
even
internships
and
developing
programs
at
the
fitness
center.
E
Yes,
what
we
want
to
our
plan
is
to
put
together
an
approved
caterer
list,
it's
a
new
facility
and
in
order-
and
we
want
to
protect
the
asset-
and
it's
not
unusual-
to
work
with
different
Caterers
to
screen
them
and
to
have
them
go
through
a
training
of
the
facility,
and
we
actually,
we
had
a
fairly
successful
call
for
catering
services
to
help
us
out
with
the
senior
center,
and
we
had
several
restaurants
from
or
catering
services
from
the
community
respond.
It's
a
little
bit
different.
They
have
some
approvals.
E
They
need
to
go
through
through
the
county,
but
the
and
we'll
be
working
with
with
some
local
Caterers
to
help
us
with
the
senior
program
starting
next
year.
But
the
interest
was
there
and
so
to
get
an
approved
caterer
list
just
to
provide
services.
For
you
know
private
and
Commercial
rentals,
there's
not
that
barrier
that
we
have
with
the
nutrition
standards
for
the
seniors.
So
I
think
that
will
will
do
quite
well
in
hearing
from
our
different
community
members,
yeah.
H
And
I
would
just
say,
having
done
a
lot
of
events
in
my
younger
years.
I
know
that,
like
in
Oakland,
they
had
an
amazing
Caterers
list
where
it
the
starting,
was
like
twenty
dollars
a
person,
and
it
went
all
the
way
up
to
a
hundred
dollars,
plus
like
125
a
person,
so
that
was
years
ago,
but
I
think
they
did
a
really
nice
job
of
ensuring
that
all
the
price
points
were
met
so
that
anybody
of
any
economic
level
would
be
able
to
afford
to
rent
the
location.
H
H
E
So
at
this
time
it's
not
part
of
it
because
it
was
very
specific
to
covid
and
it's
a
it's
really,
not
an
efficient
use
of
the
pool.
It's
a
lot.
It's
it
was
for
fewer
swimmers
intentionally
because
of
Health
and
separation,
so
it
wouldn't
be
I
mean
for
the
cost
of
the
overhead
of
the
lifeguards
and
whatnot.
It
wouldn't
really
be
something
that
we
wanted
to
work
in.
We
did
not
work
it
into
this
model.
For
that
reason,
okay,.
H
H
I
think
my
family,
okay,
I,
think
now
it's
called
Recreation,
yeah
and
so
I
just
think
it's
a
really
great
opportunity
for
families
to
do
something
without
spending
a
hundred
dollars,
because
if
you
go
to
the
movie
theater
for
two
hours,
you're
gonna
spend
for
a
family
of
Five
Sixty.
Seventy
dollars
just
for
your
tickets.
So
if
we
can
offer
an
opportunity
for
families
to
go
and
swim
together
it
it's
also
the
second
biggest
cause
of
death
for
kids
in
this
country.
H
E
H
Just
want
to
make
sure
thank
you
and
then
just
thank
you
to
the
staff
that
that
is
going
to
be
working
towards
us.
You're,
taking
on
I,
think
a
very
Monumental
task
and
I'm
sure
you're
going
to
be
working
a
lot
in
the
beginning,
so
I
just
want
to
get
ahead
of
it
and
say.
Thank
you
now
and
thank
you
for
getting
everything
ready
for
a
successful
opening
and
I.
H
It's
really
going
to
be
about
municipalities,
turning
the
great
a
resignation
into
the
great
desperation
and
how
quickly
they
can
pivot
themselves
to
grab
Talent
before
other
municipalities
do
and
so
I
think
that
we're
hopefully
going
to
be
in
a
great
place
and
have
you
know,
be
able
to
grow
the
talent
that
we
have
and
then
have
new
Talent
too,
to
open
this
location.
So,
thank
you
so
much
for
the
presentation
and
the
mayor's
actually
outside
in.
D
A
meeting
yeah
if
I
can,
before
we
close
out
this
topic,
it
occurred
to
me
when
we
discussed
fees.
We
did
not
talk
about
the
scholarship
model
that
we're
working
on
putting
together,
because
we
talked
about
a
25
a
month
in
20
20
a
month
for
the
subsequent
family
member,
but
I
want
to
ask
the
director
just
to
briefly
know,
do.
E
You
have
this
Recreation
scholarship
program,
but
it's
somewhat
limited
to
youth.
It
really
limits
to
a
monetary
amount
like
every
trimester
that
we
produce
as
the
guide.
We
did
something
quite
different
this
summer
and
really
looking
at
the
equity
of
access
to
all
the
programs
that
we
have
where
we
didn't
want
to
limit
people's
access
by
just
saying.
Well,
you
have
a
sponsor
that
was
really
wonderful.
E
We've
also
had
talks
with
certain
organizations
in
the
community
that
are
interested
in
carrying
on
some
type
of
a
similar
scholarship
program
for
these
programs.
So
that's
something
that
we
hope
to
bring
back.
You
know
in
in
it'll.
Take
us
a
little
while,
because
a
group
that's
interested
in
particular
and
making
sure
that
every
child
can
swim
and
really
just
saying.
Well,
how
can
we
make
it
so
that
we
can
have
a
scholarship
out
there
so
that
there's
no
barrier
because
of
cost
to
take
swim?