San Mateo County Grand Jury
2018-2019
From the annual report
The consolidated year-end volume. The individual investigations it contains are listed separately below.
📑 Year-End Report
The full consolidated volume; individual reports are listed below.
Individual reports (11)
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Findings & Recommendations
1 findings
F2019:
Will be implemented by December 31, R11
Additional Recommendations
14
Not linked to specific findings.
R1:
By September 2020, the San Mateo County Office of Education (SMCOE), with input from each high school district and unified school district, should establish a common “San Mateo County Concussion Protocol” that will: a. Identify the specific responsibilities of those involved who carry out the steps of the concussion protocol as well as the timing of those actions. b. Establish a county-wide database of concussions by sport - to include number of students by gender participating in each sport, frequency of head injuries, circumstances of head injuries (e.g., whether incurred at a formal game or at practice), timing, and completion of RTL/RTP steps. c. Make neurocognitive testing (NCT) an option, not a requirement. If a school or district does use NCT at baseline or after injury, it should be made clear which test is used, who administers the test, how the results are reported, and who interprets the results. d. Specify that at a minimum, football games and full-contact practices should be attended by certified athletic trainers (CATs). e. Establish a process for tracking compliance with the San Mateo County Concussion Protocol.
R2:
Beginning with the 2020-2021 school year, each high school district and unified school district should supply its statistics for the database to the SMCOE annually.
R3:
By September 2021, the SMCOE should publish an annual summary of the database on its website (excluding personally identifiable information), so that parents, students, and educators can be better informed on concussion risks for high school students’ sports of choice. RESPONDING AGENCY REC A O P M PL M I E C N A D B A L T E I ON RESPONSE FOL Y L E O A W R UP Supports recommendation, but it requires further analysis and possible additional funding to
R4:
By September 30, 2019, the County Planning Department, the County Parks Department, the County Office of Sustainability and C/CAG should establish a means of coordinating their planning efforts related to the CSRT, including planning related to the intersection of Highways 92 and 35, just east of the reservoirs, as well as closing the CSRT gap and providing additional access and parking along the Trail. RESPONDING AGENCY REC A O P M PL M I E C N A D B A L T E I ON RESPONSE FOL Y L E O A W R UP Will not implement this recommendation within the current two-year budget period.
R5:
Combat Other Email Account Phishing with FIDO Keys: ACRE should identify County employees outside of ACRE that have a role in election announcements (e.g., Chief Communications Officer, senior ISD employees, etc.) and ask that the departments of the identified employees provide FIDO physical security keys to each of the identified employees and require the use of those FIDO keys as part of their multi-factor authentication for accessing their County email accounts. ACRE should complete this recommendation by December 31, 2019. Protect ACRE’s Website
R6:
Combat Website Account Phishing with FIDO Keys: ACRE should require all County employees whose user accounts allow them to alter the ACRE website to use FIDO physical security keys as part of their multi-factor authentication. ACRE should implement this recommendation by December 31, 2019.
R7:
Combat Island Hopping with FIDO Key Vendor Requirement: ACRE and ISD should require employees and contractors of any vendor that hosts the ACRE website to use FIDO physical security keys as part of their multi-factor authentication. ACRE and ISD should implement this recommendation by December 31, 2019. Protect the Social Media Accounts
R8:
Stop Sharing Social Media Account Passwords: ACRE and CMO should implement procedures whereby communications staff manage official County social media accounts with multi-user administration, and no employees share social media account passwords. ACRE and CMO should implement this recommendation by October 31, 2019.
R9:
Request FIDO Key Feature If Not Available: ACRE and CMO should jointly draft and send a FIDO-key feature request citing this report to the social media companies used by the County to broadcast election announcements, but that do not currently offer FIDO account security protections—especially Instagram and Nextdoor. ACRE and CMO should implement this recommendation by August 31, 2019.
R10:
Combat ACRE Social Media Account Phishing with FIDO Keys: ACRE should require any employee social media accounts capable of administering the official ACRE social media pages listed in Table 1 to use FIDO physical security keys as part of their multi-factor authentication. ACRE should implement this recommendation by December 31, 2019.
R11:
Combat SMC Social Media Account Phishing with FIDO Keys: CMO should require any employee social media accounts capable of administering the official San Mateo County social media pages listed in Table 1 to use FIDO physical security keys as part of their multi-factor authentication. CMO should implement this recommendation by December 31, 2019. Improve Cyber Hygiene
R12:
Coordinate Election Security with Interdepartmental Working Group: ACRE and ISD should create an election security working group that meets periodically and is responsible for evaluating and improving the security of elections (a) registration, (b) vote casting, (c) results tabulation, and (d) communication within San Mateo County. ACRE and ISD should implement this recommendation by December 31, 2019.
R13:
Evaluate Free DHS Elections Security Assistance Programs: ACRE and ISD election-security working group should evaluate the benefits of having all members of the election-security working group participate in any of the free DHS elections security assistance programs listed in Table 2. ACRE and ISD should implement this recommendation by February 3, 2020.
R14:
Offer Behavioral Cyber Hygiene Audits: ISD and the County Controller’s Office should develop a behavioral auditing program consisting of sampling the day-to-day routines and security practices of employees, contractors, and/or vendors and offer to audit each department within the County periodically to (1) evaluate compliance with existing cyber hygiene policies and (2) provide proactive advice on cyber hygiene improvements that could inform new policies. ISD and the Controller’s Office should begin to implement this recommendation by offering to audit ACRE and ISD (itself) in time to finish by February 3, 2020. Security of Election Announcements, continued RESPONDING AGENCY REC A O P M PL M I E C N A D B A L T E I ON RESPONSE FOL Y L E O A W R UP
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Findings & Recommendations
11 findings
F1:
As of December 2018, eleven of the twenty cities in San Mateo County have no electric vehicles in their government fleets. These are: Atherton Belmont Colma Daly City East Palo Alto Half Moon Bay Hillsborough San Bruno San Carlos South San Francisco Woodside
F2:
As of December 2018, in two of the twenty cities in San Mateo County approximately one percent of the city fleet are electric vehicles. These are: Burlingame Foster City
F3:
As of December 2018, in three of the twenty cities in San Mateo County approximately three percent of the city fleet are electric vehicles. These are: Pacifica Redwood City San Mateo
F4:
As of December 2018, in the City of Millbrae approximately seven percent of the city fleet is electric vehicles.
F5:
As of December 2018, in two of the twenty cities in San Mateo County approximately ten percent of the city fleet are electric vehicles. These are: Brisbane Menlo Park
F6:
As of December 2018, the Town of Portola Valley has converted two of its six city vehicles to electric vehicles, or approximately 33 percent.
F7:
San Mateo County has 709 fleet vehicles. Of those, 218 are Enhanced AT PZEVs and two are ZEVs (approximately 31 percent).
F8:
The County and eleven of the cities in the county have Climate Action Plans that discuss adoption of sustainable purchasing policies for converting their fleets to fuel efficient vehicles (hybrid, electric, alternative fuel). The cities are: Atherton Belmont Brisbane Burlingame East Palo Alto Foster City Menlo Park Pacifica Redwood City San Carlos San Mateo
F9:
San Mateo Office of Sustainability released a “Green Municipal Fleet Toolkit” in March of 2019. The purpose of this Toolkit is to assist jurisdictions on how to reduce greenhouse gas emissions from their municipal fleets.
F10:
The San Mateo County Office of Sustainability technical support pilot program for municipal fleets, which is funded to assist up to four cities in converting their fleets to ZEVs, runs through December 2019.
F11:
The Climate Mayors EV Purchasing Collaborative is available to assist the cities and the County in conversion of fleet vehicles to ZEVs through aggregate purchasing.
Additional Recommendations
11
Not linked to specific findings.
R1:
By March 31, 2020, the County of San Mateo and each city within the county should conduct a review of its government fleet procurement policy relating to electric vehicles and present a report at a public meeting. At a minimum, the review should be based on an analysis that includes up-to-date life-cycle costs of commercially available electric vehicles and an up-to-date assessment of whether electric vehicles can meet the performance needs of local jurisdictions for power, range, battery life, and other relevant factors. If an agency has completed such a review within the last three years, then such review should be presented to its governing body at a public meeting on or before December 31, 2019.
R2:
By March 31, 2020, the County of San Mateo and each city within the county should conduct an analysis of the obstacles, if any, to the implementation of an EV government fleet procurement policy and present a report at a public meeting. This could include, for example, the availability of electric vehicle charging stations to serve the vehicle fleet and training of vehicle maintenance staff. If an agency has completed such an analysis within the last three years, then such analysis should be presented to its governing body at a public meeting on or before December 31, 2019.
R3:
By September 30, 2019, the County of San Mateo Department of Public Works and each city within the county should review the “Roadmap for Municipal Green Fleets” toolkit from the San Mateo County Office of Sustainability, including the information on the possibility of adopting an EV First Policy.
R4:
By September 30, 2019, the County of San Mateo and each city within the county, if they have not already initiated such a process, should investigate joining the Climate Mayors EV Purchasing Collaborative to take advantage of aggregate purchasing.
R5:
As of December 2018, in two of the twenty cities in San Mateo County approximately ten percent of the city fleet are electric vehicles. These are: Brisbane and Menlo Park. Response. Based on the information in this report, the Town agrees with this finding.
R6:
As of December 2018, the Town of Portola Valley has converted two of its six city vehicles to electric vehicles, or approximately 33 percent. Response: Based on the information in this report, the Town agrees with this finding.
R7:
San Mateo County has 709 fleet vehicles. Of those, 218 are Enhanced AT PZEVs and two are ZEVs (approximately 31 percent). Response: Based on the information in this report, the Town agrees with this finding.
R8:
The County and eleven of the cities in the county have Climate Action Plans that discuss adoption of sustainable purchasing policies for converting their fleets to fuel efficient vehicles. The cities are: Atherton, Belmont, Brisbane, Burlingame, East Palo Alto, Foster City, Menlo Park, Pacifica, Redwood City, San Carlos, and San Mateo. Response: The Town disagrees with this finding. Measure 3.2.2 of the Town's Climate Action Plan is to "target purchase of new or conversion of existing government vehicles to more efficient vehicles."
R9:
San Mateo Office of Sustainability released a "Green Municipal Fleet Toolkit" in March of 2019. The purpose of this Toolkit is to assist jurisdictions on how to reduce greenhouse gas emissions from their municipal fleets. Response: Based on the information in this report, the Town agrees with this finding.
R10:
The San Mateo County Office of Sustainability technical support pilot program for municipal fleets, which is funded to assist up to four cities in converting their fleets to ZEVs, runs through December 2019. Response: Based on the information in this report, the Town agrees with this finding
R11:
The Climate Mayors EV Purchasing Collaborative is available to assist the cities and the County in conversion of fleet vehicles to ZEVs through aggregate purchasing. Response: Based on the information in this report, the Town agrees with this finding. 2
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Findings & Recommendations
18 findings
F1:
California Health & Safety Code Sections 13146.2, 13146.3 and 17921(b) and regulations require fire departments to conduct annual inspections of all public and private schools, hotels, motels, lodging houses, and apartments in their jurisdictions (mandated annual inspections).
F2:
From 2015 through 2018, the following three fire departments conducted inspections of over 90 percent of the mandated buildings in their jurisdictions, as shown in Table 1: Menlo Park Fire Protection District North County Fire Authority Woodside Fire Protection District
F3:
The disorganization and incompleteness of the data submitted by the San Mateo Consolidated Fire Department for 2015 through 2017 (which it inherited from its predecessor fire departments) was such that it could not be analyzed by the Grand Jury. However, data submitted by SMCFD for 2018 was well organized and showed 100 percent of schools and 82 percent of the apartments, condominiums, hotels and motels within its jurisdiction were inspected that year.
F4:
Each of the fire departments is developing more robust inspection programs by, for example: implementing database management systems. adding prevention staff. using iPads or tablets to document inspections.
F5:
SB 1205 does not specify what the content of Annual Reports to fire departments’ administrative authorities should be regarding mandated annual inspections School Inspections:
Related Recommendations (3)
R2:
By no later than November 30, 2019, each fire department should submit a proposal to its administering authority setting forth the content of the annual report as required under Section 13146.4 of the California Health & Safety Code (former SB 1205) (the “Annual Report”), which at a minimum should propose the inclusion of the following information in the Annual Report: The total number of buildings within the fire department’s jurisdiction in each category of building (referred to as a “occupancy type”) subject to mandated annual inspections that year. The number of each occupancy type inspected during the year; The number of each occupancy type, if any, not inspected that year and the reason such inspection did not take place, and The number of each occupancy type, if any, not inspected for two or more consecutive years.
R3:
By no later than January 31, 2020, the administering authority for each fire department should review the proposal for the content of the Annual Report submitted by its fire chief and provide written instructions regarding the required content and due date for submission of the Annual Report.
R4:
By no later than February 28, 2020 (and annually thereafter), the administering authority for each fire department should instruct the fire chief to publish the fire department’s Annual Report on the fire department’s public website.
F6:
In 2015, 2016, and 2018 Central County Fire Department failed to perform annual inspections of at least 90 percent of the schools within its jurisdiction although it completed 96 percent of school inspections in 2017 as shown on Table 1.
F7:
From 2015 through 2017 the following four fire departments failed to perform annual inspections of at least 90 percent of the schools within their jurisdiction, though all showed substantial improvement in 2018 as shown on Table l: Coastside Fire District increased inspections from 36 percent in 2017 to 91 percent in 2018. Redwood City Fire Department increased from 15 percent in 2017 to 85 percent in 2018 and is on track to complete all schools by the end of its fiscal year. San Bruno Fire Department increased inspections from 86 percent in 2017 to 100 percent in 2018. South San Francisco increased inspections from 50 percent in 2016 and 2017 to 100 percent in 2018.
F8:
From 2015 through 2018 Colma Fire District completed 100 percent of school inspections. Apartment/Condominium/Hotel/Motel Inspections:
F9:
From 2015 through 2018, the following four fire departments failed to perform annual inspections of at least 90 percent of the apartments, condominiums, hotels and motels within their jurisdiction. as shown on Table 1: Coastside Fire Protection District; Colma Fire District; San Bruno Fire Department; and South San Francisco Fire Department.
F10:
From 2015 through 2017 Redwood City Fire Department failed to perform annual inspections of at least 90 percent of the apartments, hotels and motels within its jurisdiction, though the department showed substantial improvement in 2018 as shown on Table 1: Redwood City Fire Department improved from a low of 48 percent in 2016 to 77 percent in 2018 and is on track to complete all inspections by the end of its fiscal year.
F11:
In 2016 Central County Fire Department failed to perform annual inspections of at least 90 percent of the apartments, condominiums, hotels and motels within its jurisdiction. The department inspected over 90 percent of these structures in 2017 and 2018. The Department could not provide data for 2015. Record-Keeping & Data Retrieval
F12:
The following five fire departments currently have data management systems that allow them to readily track and report on the completion of their mandated annual inspections: Central County Fire Department, Menlo Park Fire Protection District, North County Fire Authority, San Mateo Consolidated Fire Department, and Woodside Fire Protection District.
F13:
The following two departments plan to implement database systems that will allow them to readily track and report on the completion of their mandated annual inspections: San Bruno Fire Department and Redwood City Fire Department.
F14:
The following three fire departments need to assess their data management systems to allow them to readily track and report on the completion of their mandated annual inspections: Coastside Fire Protection District, Colma Fire District, and South San Francisco Fire Department. Inspection Process & Staffing
F15:
The following three fire departments reported the need for additional prevention staff to complete all of their mandated annual inspections: Redwood City Fire Department, San Bruno Fire Department, and San Mateo Consolidated Fire Departments.
F16:
Coastside Fire Protection District and South San Francisco Fire Department reported they need to assess the sufficiency of their prevention staffing. Written Policies & Procedures
F17:
The following four fire departments reported they do not have written policies and procedures in place governing their mandated annual inspection programs: Coastside Fire Protection District, Colma Fire District, San Bruno Fire Department, and San Mateo Consolidated Fire Department.
Related Recommendations (1)
R1:
By no later than January 31, 2020, each fire department within the county should put in place a written policy that sets forth the process for (1) maintaining a comprehensive list of all buildings within its jurisdiction for which annual inspections required under Sections 13146.2 and 13146.3 of the California Health & Safety Code are to be performed, (2) keeping such a list updated on an annual basis, and (3) completing and reporting on all mandated annual inspections.
F18:
None of the ten departments’ policies and procedures specified how they will report to their administering authorities under SB 1205 (2018).
Related Recommendations (3)
R2:
By no later than November 30, 2019, each fire department should submit a proposal to its administering authority setting forth the content of the annual report as required under Section 13146.4 of the California Health & Safety Code (former SB 1205) (the “Annual Report”), which at a minimum should propose the inclusion of the following information in the Annual Report: The total number of buildings within the fire department’s jurisdiction in each category of building (referred to as a “occupancy type”) subject to mandated annual inspections that year. The number of each occupancy type inspected during the year; The number of each occupancy type, if any, not inspected that year and the reason such inspection did not take place, and The number of each occupancy type, if any, not inspected for two or more consecutive years.
R3:
By no later than January 31, 2020, the administering authority for each fire department should review the proposal for the content of the Annual Report submitted by its fire chief and provide written instructions regarding the required content and due date for submission of the Annual Report.
R4:
By no later than February 28, 2020 (and annually thereafter), the administering authority for each fire department should instruct the fire chief to publish the fire department’s Annual Report on the fire department’s public website.
Findings & Recommendations
9 findings
F1:
Outbreaks of measles occur when an infected individual enters an under-immunized community.
F2:
For the 2017/18 school year, the overall measles vaccination rate for public and private school students in San Mateo County exceeded the 93 percent herd immunity level experts say is needed to protect the community as a whole.
F3:
Following the January 1, 2016, effective date of SB 227, use of the personal belief exemption dropped from two percent of students to zero in San Mateo County.
F4:
Schools that admit students with overdue vaccinations create pockets of unimmunized individuals that may facilitate the development of a measles outbreak.
Related Recommendations (2)
R1:
School districts that enrolled students who did not meet state vaccination requirements for the 2018/2019 school year should report to their Governing Board whether overdue vaccinations have been completed by October 1, 2019, and the Governing Boards of these districts should publish updated vaccination data for its schools on the school district’s website by November 1, 2019.
R2:
Beginning with the 2019/2020 school year, school districts that enroll students who do not meet vaccination requirements in subsequent school years should report to their Governing Board whether overdue vaccinations have been completed by March 31 of each year, and the Governing Board should publish updated vaccination data for its schools on the school district’s website.
F5:
The vaccination status of some schoolchildren—notably those who are home-schooled and those in schools with fewer than 20 students—is unknown.
F6:
Adults born after 1957 who never had a measles infection and who lack sufficient vaccination may also be at risk of a measles infection.
F7:
Recent outbreaks in Washington State, New York, and Los Angeles illustrate that pockets of unvaccinated people can pose a risk of outbreaks. Grand Jury correspondence. Ibid. Ibid. J Am Med Inform Assoc. 2009 Jan-Feb; 16(1): 18–24.
F8:
Testing for measles immunity at County clinics could identify pockets of people susceptible to measles.
Related Recommendations (1)
R3:
The San Mateo County Health Communicable Disease Control Program should study the feasibility of testing people visiting San Mateo County clinics for their level of measles immunity. The results of the study should be reported to the San Mateo County Health Department Board by January 1, 2020.
F9:
The resources of the SMCDC, which identifies and tracks measles cases in San Mateo County, may be inadequate to contain a major outbreak.
Related Recommendations (1)
R4:
Within three months of this report, the San Mateo County Health Communicable Disease Control Program should request funding for upgrading the resources needed to address outbreaks of measles and other communicable diseases from the Chief of the San Mateo County Health Department. San Mateo County Health should respond within three months of receiving those requests.
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Findings & Recommendations
11 findings
F1:
The County’s Countywide Integrated Waste Management Plan (CIWMP) was adopted in 1999. Five Year Reviews by the County conducted in 2004, 2009 and 2014 did not identify a need to revise the CIWMP Summary Plan or Siting Element. The Five Year Review in 2009 identified a need to revise the CIWMP Non-Disposal Facility Element, which was done in 2010. In 2019, the CIWMP is scheduled for its fourth Five Year Review. The state requires such a review to assess whether a plan revision is warranted.
F2:
The County’s Office of Sustainability is responsible for preparing the 2019 Five Year Review. State law requires it to refer the review and any CIWMP revision to the Local Task Force (LTF), which is the San Mateo City/County Association of Governments (C/CAG). The LTF may also provide input into what should be updated in the CIWMP. LTF comments are provided to CalRecycle. Solid waste management is a responsibility of all local jurisdictions and their input, through C/CAG, is necessary to a comprehensive CIWMP review.
Related Recommendations (1)
R2:
The Grand Jury recommends that the City/County Association of Governments (C/CAG), in its role as the Local Task Force (LTF), participate with the County Office of Sustainability in revising the CIWMP.
F3:
As of the date of this writing, the 1999 CIWMP is not available to the public on the San Mateo County Office of Sustainability’s website.
Related Recommendations (2)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
R3:
The Grand Jury recommends that the San Mateo County Office of Sustainability make the existing 1999 CIWMP and all Five Year Reviews available to the public on its website by September 30, 2019 and place the revised CIWMP on its website after it is drafted and adopted by the County Board of Supervisors.
F4:
The 1999 CIWMP Summary Plan, the 2010 Non-Disposal Facility Element, and the 2014 Five Year Review do not include updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, or their private franchise holders. While facilities and programs are updated in the Electronic Annual Report to CalRecycle prepared by each individual jurisdiction, the CIWMP and its five-year reviews are the only documents where this information is consolidated and reviewed on a comprehensive, countywide basis.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F5:
The primary goal of the 1999 CIWMP was to meet the state-mandated 50 percent waste diversion rate. The CIWMP does not reflect the state’s newer non-mandated 75 percent waste diversion goal (AB 341, 2011), nor the even more ambitious goals adopted by some jurisdictions in this county through their CAPs. Further, the CIWMP does not discuss solid waste management in the context of global climate change, including the issue of landfill emissions of methane (a potent greenhouse gas) and the issue of what becomes of the county’s recyclables once they are exported to other nations, some with less stringent environmental and worker protection practices than in the United States.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F6:
The 1999 CIWMP does not discuss environmental justice concerns related to solid waste management decision-making by local jurisdictions in San Mateo County.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F7:
The state requires a CIWMP Siting Element to provide a strategy for obtaining landfill disposal capacity if there is less than 15 years of capacity remaining in the county. The projected lifespan of the only active landfill in the county, privately-owned Ox Mountain, is 15 years (to the year 2034). The 1999 CIWMP does not present a strategy for providing landfill capacity after that date.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F8:
SB 1383 (2016) sets a statewide goal to reduce the annual tons of organic material disposed in landfills by 75 percent (using 2014 tonnage as a base year) by the year 2025. The 1999 CIWMP does not discuss the challenge of meeting the goals contained in SB 1383 or consider whether programs or facilities should be implemented on a multi-jurisdictional or even countywide basis.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F9:
SB 1383 (2016) sets a specific goal that at least 20 percent of edible food that is currently landfilled be recovered for human consumption by the year 2025. The 1999 CIWMP does not discuss the challenge of meeting SB 1383’s edible food rescue goal or consider whether any programs or facilities should be implemented on a countywide basis.
Related Recommendations (1)
R1:
The Grand Jury recommends that the San Mateo County Office of Sustainability replace the existing 1999 Countywide Integrated Waste Management Plan (CIWMP), including the Summary Plan, the landfill Siting Element, and the Non-Disposal Facilities Element (as amended in 2010) with a revised plan by January 1, 2021. At a minimum, the revised plan should address: Updated descriptions of solid waste management facilities and programs implemented by the County, local jurisdictions, and their private franchise holders. Goals, objectives, policies and implementation measures that reflect the overall 75 percent waste diversion target contained in AB 341 (2011), the 75 percent organics waste diversion target contained in SB 1383 (2016), the 20 percent edible food diversion target contained in SB 1383 (2016), and consider the more aggressive waste diversion targets contained in the CAPs adopted by several San Mateo County jurisdictions, including the goal of “zero-waste.” Possible policies related to the impact of waste management practices in San Mateo County on the global environment, including emissions of methane from landfills, and the environmental and social impacts that may occur when the county’s recyclables are exported to other nations with the less stringent environmental and worker protection practices than in the United States. Environmental justice concerns as they relate to solid waste management decision- making by local jurisdictions in this county. A strategy and schedule for providing additional landfill capacity after year 2034, when the county’s Ox Mountain landfill is projected to reach its current permitted capacity. A County ordinance banning the disposal of green waste and possibly other organics at the Ox Mountain landfill, in order to support organic waste diversion programs and conserve landfill capacity. Whether the Office of Sustainability should implement additional countywide programs including public education and technical assistance related to waste diversion. The CIWMP should also consider whether the Office of Sustainability should coordinate the rescue of edible food waste at the countywide level.
F10:
Changes in international markets for recyclables have adversely affected recycling programs in this county. The loss of markets means some collected recyclable materials in this county are landfilled instead. The diversion of recyclable materials to remaining international markets has created a glut, which has led to a drop in the revenue recycling programs in this county receive for their material. The 1999 CIWMP does not discuss these challenges or consider whether any additional programs, such as public education or technical assistance, should be implemented on a countywide basis.
F11:
San Mateo County does not prohibit disposal of green waste or other organics at the Ox Mountain landfill. The availability of a lower-cost landfill alternative to expensive new organic waste diversion facilities could undermine waste diversion efforts. The 1999 CIWMP does not discuss the possibility of banning disposal of organic waste at the Ox Mountain landfill or consider the potential benefits of doing so.
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Findings & Recommendations
12 findings
F1:
In SMC, grade separation projects are initiated by cities.
F2:
Cities with grade separation project expertise have an advantage in gaining funding over cities without that expertise.
F3:
A Caltrain Peninsula train corridor grade separation master plan does not exist.
Related Recommendations (1)
R1:
By March 31, 2020, the PCJPB should create a Caltrain Peninsula train corridor Grade Separation Master Plan, including all at-grade crossings in the corridor, based on a prioritization that takes into account the needs and special circumstances of the cities and counties through which the corridor passes, with special attention to adjacent at-grade crossings so as not to limit future design alternatives.
F4:
The CPUC’s annual list of prioritized grade separation projects does not include all at- grade crossings in the Caltrain Peninsula train corridor.
F5:
Other California train corridors have customized the CPUC’s prioritization equation. Grand Jury interviews. Caltrain, “Caltrain Business Plan May 2019,” slide 34. http://samtrans.granicus.com/MediaPlayer.php?view_id=3&clip_id=238, 51 Ibid. Grand Jury interview.
F6:
Caltrain plans on increasing train traffic (114 weekday trains by 2022, up from today’s 92 weekday trains), which will be increase “gate down” time at at-grade crossings.
F7:
As of 2018, the cost of building a grade separation in the corridor could range from $202M -$264M, according to the “Caltrain Business Plan, April 2019.”
F8:
In SMC, it typically takes from 7-10 years from the start of the grade separation planning process until construction begins.
F9:
The design of a grade separation in one city can limit the design alternatives in an adjacent city.
Related Recommendations (1)
R1:
By March 31, 2020, the PCJPB should create a Caltrain Peninsula train corridor Grade Separation Master Plan, including all at-grade crossings in the corridor, based on a prioritization that takes into account the needs and special circumstances of the cities and counties through which the corridor passes, with special attention to adjacent at-grade crossings so as not to limit future design alternatives.
F10:
Other California counties have developed corridor-wide approaches to address the challenges of completing grade separations.
F11:
The PCJPB is the governing body of the Caltrain Peninsula train corridor.
F12:
The PCJPB has experience in obtaining funding, designing and project managing grade separation projects. It also understands the regulatory environment.
Additional Recommendations
3
Not linked to specific findings.
R2:
By September 30, 2019, in support of developing the Grade Separation Master Plan, the PCJPB should study other train corridors worldwide to learn how they implemented similar master plans, including methods developed for securing funding.
R3:
By September 30, 2019, the PCJPB should engage with all cities on the Caltrain Peninsula train corridor to gain support for the Grade Separation Master Plan.
R4:
By May 31, 2020, shortly after completing the Grade Separation Master Plan, the PCJPB should offer to support funding and design efforts to the cities in the order determined by the prioritization in the master plan. If a city rejects such support for an at-grade crossing, the PCJPB should then proceed to support the at-grade crossing with the next highest priority in the plan.
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Findings & Recommendations
15 findings
F1:
A completed CSRT is envisioned in the Parks Department’s San Mateo County 2001 Trails Plan and later in its April 2019 Ohlone-Portola Heritage Trail Feasibility Study (Heritage Trail Study) as a continuous trail extending from San Bruno to Woodside.
F2:
The Heritage Trail Study gives the CSRT gap between the Sawyer Camp and Crystal Springs segments a high priority ranking and presents options for completing the CSRT gap which overlaps with the proposed Heritage Trail.
F3:
In the Heritage Trail Study, the Parks Department has requested that multiple alternatives be considered for completing the one-mile gap and integrating with the proposed roundabout at the Highway 92/35 intersection in the “Connect the Coastside” Comprehensive Transportation Management Plan report.
F4:
The Parks Department has not adopted a schedule for further improvements to close the remaining one-mile gap in the CSRT.
Related Recommendations (2)
R1:
By March 31, 2020, the Parks Department should present a report to the County Board of Supervisors at a public hearing assessing the options for completing the gap between the Sawyer Camp and Crystal Springs segments of the CSRT.
R4:
By September 30, 2019, the County Planning Department, the County Parks Department, the County Office of Sustainability and C/CAG should establish a means of coordinating their planning efforts related to the CSRT, including planning related to the intersection of Highways 92 and 35, just east of the reservoirs, as well as closing the CSRT gap and providing additional access and parking along the Trail.
F5:
Five percent of the proceeds from SamTrans’ Measure W (2018) must be used for bicycle, pedestrian, and active transportation projects throughout the County. The Measure presents a possible funding source for helping to close the gap or improve trails like the CSRT .
F6:
Usage among County residents in the CSRT has been increasing.
F7:
The entrance of the Sawyer Camp segment at Crystal Springs Road is the most popular access point along the CSRT.
F8:
Currently on sections of the CSRT and along certain adjacent roads, specifically the area of the gap and the section of Highway 35 between Hayne Road and Crystal Springs Road, bicycle riders and pedestrians must travel along roads with little to no shoulder and along roads that are shared with vehicles entering and exiting the freeway.
F9:
There are three access points north of the Sawyer Camp segment entrance at Crystal Springs Road, covering a span of 8.6 miles. The Parks Department currently has no plans to add additional access points along the CSRT, and it has not asked the SFPUC for additional easements to provide such access.
Related Recommendations (2)
R2:
By March 31, 2020, the Parks Department should present a report to the County Board of Supervisors at a public hearing assessing the options for providing additional access points along the CSRT north of the Crystal Springs Road entrance to the Sawyer Camp segment.
R4:
By September 30, 2019, the County Planning Department, the County Parks Department, the County Office of Sustainability and C/CAG should establish a means of coordinating their planning efforts related to the CSRT, including planning related to the intersection of Highways 92 and 35, just east of the reservoirs, as well as closing the CSRT gap and providing additional access and parking along the Trail.
F10:
The Parks Department originally envisioned having more trail entrances, which would more evenly distribute users and reduce parking requirements at individual locations. However, these multiple access points have not been implemented.
F11:
Based on the parking design goals set forth in the San Mateo County 2001 Trails Plan, there is inadequate parking along the 17.5-mile Trail at almost all entrances and intersections north of Highway 92, not only at the Crystal Springs Road entrance, but also at the Larkspur, Hillcrest, and South of Dam Trail extension entrances as well as at the Millbrae, Trousdale, and eastern Highway 92/35 intersections.
Related Recommendations (1)
R3:
By March 31, 2020, the Parks Department should present a report to the County Board of Supervisors at a public hearing assessing the options for providing additional off-street parking at all intersections as well as at existing and any proposed new entrances along the CSRT north of Highway 92.
F12:
The Parks Department has not asked the SFPUC for easements for additional parking spaces along SFPUC land.
F13:
As of March 2019, the Planning Department has not taken the CSRT into account in planning the redesign of the Highway 92/35 intersection proposed in its Connect the Coastside report.
Related Recommendations (1)
R4:
By September 30, 2019, the County Planning Department, the County Parks Department, the County Office of Sustainability and C/CAG should establish a means of coordinating their planning efforts related to the CSRT, including planning related to the intersection of Highways 92 and 35, just east of the reservoirs, as well as closing the CSRT gap and providing additional access and parking along the Trail.
F14:
Four separate studies have been undertaken in 2019 that involve or could involve trail improvements relating to the CSRT, particularly in the area of the Highway 92/35 intersection. The studies are: Connect the Coastside (Planning Department.), the Unincorporated San Mateo County Bicycle and Pedestrian Master Plan (Office of Sustainability), an update to the San Mateo County Comprehensive Bicycle and Pedestrian Plan (C/CAG), and the Heritage Trail Study (Parks Department). The Heritage Trail Study has been finalized and was recommended for acceptance and approval by the San Mateo County Board of Supervisors at their June 25, 2019 meeting.
F15:
The CSRT could experience increased use and benefit from additional funding if the Ohlone-Portola Heritage Trail becomes recognized as a state historic trail.
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Findings & Recommendations
11 findings
F1:
As of December 2018, eleven of the twenty cities in San Mateo County have no electric vehicles in their government fleets. These are: Atherton Belmont Colma Daly City East Palo Alto Half Moon Bay Hillsborough San Bruno San Carlos South San Francisco Woodside
F2:
As of December 2018, in two of the twenty cities in San Mateo County approximately one percent of the city fleet are electric vehicles. These are: Burlingame Foster City
F3:
As of December 2018, in three of the twenty cities in San Mateo County approximately three percent of the city fleet are electric vehicles. These are: Pacifica Redwood City San Mateo
F4:
As of December 2018, in the City of Millbrae approximately seven percent of the city fleet is electric vehicles.
F5:
As of December 2018, in two of the twenty cities in San Mateo County approximately ten percent of the city fleet are electric vehicles. These are: Brisbane Menlo Park
F6:
As of December 2018, the Town of Portola Valley has converted two of its six city vehicles to electric vehicles, or approximately 33 percent.
F7:
San Mateo County has 709 fleet vehicles. Of those, 218 are Enhanced AT PZEVs and two are ZEVs (approximately 31 percent).
F8:
The County and eleven of the cities in the county have Climate Action Plans that discuss adoption of sustainable purchasing policies for converting their fleets to fuel efficient vehicles (hybrid, electric, alternative fuel). The cities are: Atherton Belmont Brisbane Burlingame East Palo Alto Foster City Menlo Park Pacifica Redwood City San Carlos San Mateo
F9:
San Mateo Office of Sustainability released a “Green Municipal Fleet Toolkit” in March of 2019. The purpose of this Toolkit is to assist jurisdictions on how to reduce greenhouse gas emissions from their municipal fleets.
F10:
The San Mateo County Office of Sustainability technical support pilot program for municipal fleets, which is funded to assist up to four cities in converting their fleets to ZEVs, runs through December 2019.
F11:
The Climate Mayors EV Purchasing Collaborative is available to assist the cities and the County in conversion of fleet vehicles to ZEVs through aggregate purchasing.
Additional Recommendations
4
Not linked to specific findings.
R1:
By March 31, 2020, the County of San Mateo and each city within the county should conduct a review of its government fleet procurement policy relating to electric vehicles and present a report at a public meeting. At a minimum, the review should be based on an analysis that includes up-to-date life-cycle costs of commercially available electric vehicles and an up-to-date assessment of whether electric vehicles can meet the performance needs of local jurisdictions for power, range, battery life, and other relevant factors. If an agency has completed such a review within the last three years, then such review should be presented to its governing body at a public meeting on or before December 31, 2019.
R2:
By March 31, 2020, the County of San Mateo and each city within the county should conduct an analysis of the obstacles, if any, to the implementation of an EV government fleet procurement policy and present a report at a public meeting. This could include, for example, the availability of electric vehicle charging stations to serve the vehicle fleet and training of vehicle maintenance staff. If an agency has completed such an analysis within the last three years, then such analysis should be presented to its governing body at a public meeting on or before December 31, 2019.
R3:
By September 30, 2019, the County of San Mateo Department of Public Works and each city within the county should review the “Roadmap for Municipal Green Fleets” toolkit from the San Mateo County Office of Sustainability, including the information on the possibility of adopting an EV First Policy.
R4:
By September 30, 2019, the County of San Mateo and each city within the county, if they have not already initiated such a process, should investigate joining the Climate Mayors EV Purchasing Collaborative to take advantage of aggregate purchasing.
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Findings & Recommendations
9 findings
F1:
Under SamTrans’ current “Caltrain Connection” bus schedules for the morning weekday commute, only 35 percent of buses are scheduled to arrive at Caltrain stations between 5 and 15 minutes before the next train is scheduled to depart.
F2:
Under SamTrans’ current “Caltrain Connection” bus schedules for the evening weekday commute, only 43 percent of buses are scheduled to depart Caltrain stations between 5 and 15 minutes after the previous train is scheduled to arrive.
F3:
SamTrans could set its “Caltrain Connection” bus schedule arrival times at Caltrain stations to increase the numbers of buses that arrive at train stations between 5 and 15 minutes before the next train departs.
F4:
SamTrans has not studied the feasibility or desirability of setting “Caltrain Connection” bus schedule times to facilitate transfers between these buses and Caltrain trains, nor the extent of commuter demand for better coordinating these bus and train schedules.
Related Recommendations (1)
R1:
SamTrans should study the feasibility of coordinating “Caltrain Connection” bus schedules with existing Caltrain train schedules to facilitate bus/train transfers and minimize wait times. The SamTrans Board of Directors should consider the results of that study at a public hearing by June 30, 2020.
F5:
Caltrain has not studied the extent of train commuter demand for better coordinating “Caltrain Connection” bus schedules with train schedules so as to facilitate their using SamTrans for commuting between home and the Caltrain station.
Related Recommendations (2)
R2:
SamTrans should perform marketing research on existing and potential riders of “Caltrain Connection” buses, including those who use Caltrain, to determine their interest in coordinating “Caltrain Connection” bus schedules with existing Caltrain schedules. The SamTrans Board of Directors should consider the results of that survey at a public hearing by June 30, 2020.
R3:
Caltrain should survey existing riders of Caltrain trains in San Mateo County, including those who use SamTrans, to determine their interest in coordinating “Caltrain Connection” bus schedule arrival times at Caltrain stations with existing Caltrain schedules. The Caltrain Board of Directors should consider the results of that study at a public hearing by June 30, 2020.
F6:
While coordinating SamTrans fixed-route bus schedules with Caltrain train schedules for service between home and Caltrain stations could attract current Caltrain riders who now travel from home by car and park at Caltrain stations, no data has been collected by SamTrans or Caltrain to support this hypothesis.
F7:
Before 2018, SamTrans did not identify reduction of traffic congestion as one of its objectives.
Related Recommendations (1)
R4:
The Boards of Directors of SamTrans and Caltrain should discuss together the value and feasibility of using “Caltrain Connection” buses as a feeder system to Caltrain to reduce traffic congestion. This should be undertaken by December 31, 2019.
F8:
Within the text of the recently passed Measure W, which was authored by SamTrans and will be carried out by SamTrans and the TA, the included Congestion Relief Plan states that SamTrans will “[i]ncentivize transit, bicycle, pedestrian, carpooling and other shared- ride options over driving alone” and that “[i]nvestments will be designed to increase ridership, improve efficiency, and reduce congestion within the County by facilitating the creation of new services that incentivize more riders to choose public transit.” 24 SamTrans, Market Segmentation Study – Summary Report, Spring 2018 http://www.samtrans.com/Assets/_MarketDevelopment/pdf/SamTrans+Market+Segmentation+Study+Report.pdf
F9:
SamTrans officials state that “Caltrain Connection” routes are not a feeder service to Caltrain. The designation “Caltrain Connection” refers to the fact that these routes provide connection to Caltrain stations, not that the buses connect to Caltrain trains.
Related Recommendations (1)
R4:
The Boards of Directors of SamTrans and Caltrain should discuss together the value and feasibility of using “Caltrain Connection” buses as a feeder system to Caltrain to reduce traffic congestion. This should be undertaken by December 31, 2019.
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Findings & Recommendations
5 findings
F1:
While the Supreme Court of the United States has validated the constitutionality of plea bargaining, it did not set out the procedure to be followed, and different jurisdictions have developed different processes.
Related Recommendations (1)
R1:
The San Mateo County District Attorney’s Victim Services Division should revise the form letter it initially sends to victims to include: a. A basic summary of victims’ rights, including the right to deliver a statement. b. A basic description and timeline of early hearings in criminal cases in a manner sufficient to communicate to victims that important rights may be lost if they do not act, including to deliver written impact statements, early enough in the process. (Appendices A and B are not intended for this purpose.) c. A link to the Victim Services website. This information should be written in a manner that the general public can easily understand. This recommendation should be implemented by December 31, 2019.
F2:
The San Mateo County District Attorney’s Office does not provide printed materials or information on its website describing the County’s plea bargaining process.
Related Recommendations (1)
R2:
The County District Attorney’s office should develop its own explanation of the County’s plea bargaining process in a manner that the general public can easily understand (Appendices A and B are not intended for this purpose), and make it available to the public in brochure form and on its website. This explanation should include at least the following: a description of routine court hearings in criminal cases relevant to the plea bargaining process, a timeline of these hearings, a description of the roles and responsibilities of participants at each of these hearings, and a description of the critical stages where participants, including victims, have a role to play that could influence a case’s outcome. A link to this website should be included in the initial form letter that Victim Services sends to victims. This recommendation should be implemented by March 31, 2020.
F3:
Oral victim statements have less of an impact on charges and sentencing of misdemeanors when they are delivered after the plea bargain is concluded and the sentence decided, while written statements delivered to the District Attorney’s Office before the plea bargain is developed are more likely to have an effect on the outcome of the case.
Related Recommendations (1)
R3:
The San Mateo County District Attorney, using input from Victim Services, should develop and place on the District Attorney’s Office’s website a video showing a simulation of the portion of the plea bargaining process that takes place in the judge’s chambers. As an alternative, the District Attorney’s Office could consider using a video such as “Victims of Violence: A Guide to Help Bring Justice” produced by the California Commission on Peace Officer Standards and Training (POST), or some similar video, as a resource to share with victims. This recommendation should be implemented by June 30, 2020.
F4:
Victims of crime are afforded the right to participate in a meaningful way in the criminal justice process, but they are not likely to be able to exercise their rights if they are not informed of them early enough. The form letter, Marsy’s Rights Card, and brochure that the San Mateo County District Attorney’s Victim Services Division uses to make initial contact with a victim do not include any timeline or understandable explanation of key procedures. A victim might not know they have a right to make a statement, and if they wanted to make a statement, they would not know when.
F5:
The form letter that the San Mateo County District Attorney’s Victim Services Division uses to make initial contact with a victim does not include a link to its website.
Findings & Recommendations
14 findings
F1:
Concussions in high school athletics have potential serious negative health consequences, both short-term and long-term.
F2:
Concussion protocols describe what must happen following a suspected concussion and can ensure students complete the required legal and medical steps following an injury.
F3:
Each San Mateo County (SMC) high school district and unified school district is responsible for its own concussion protocol, and these vary from district to district and even school to school.
Related Recommendations (1)
R1:
By September 2020, the San Mateo County Office of Education (SMCOE), with input from each high school district and unified school district, should establish a common “San Mateo County Concussion Protocol” that will: a. Identify the specific responsibilities of those involved who carry out the steps of the concussion protocol as well as the timing of those actions. b. Establish a county-wide database of concussions by sport - to include number of students by gender participating in each sport, frequency of head injuries, circumstances of head injuries (e.g., whether incurred at a formal game or at practice), timing, and completion of RTL/RTP steps. c. Make neurocognitive testing (NCT) an option, not a requirement. If a school or district does use NCT at baseline or after injury, it should be made clear which test is used, who administers the test, how the results are reported, and who interprets the results. d. Specify that at a minimum, football games and full-contact practices should be attended by certified athletic trainers (CATs). e. Establish a process for tracking compliance with the San Mateo County Concussion Protocol.
F4:
Responses to the 2018-2019 Grand Jury survey show that existing concussion protocols are inadequate because of omissions and lack of clarity on what to do after a suspected concussion.
F5:
None of the SMC current school district concussion protocols provided to the Grand Jury in response to its survey have a mechanism to track compliance. An estimate from Salary.com (https://www.salary.com/) is that a certified AT earns approximately $50,000/year. Generally, CATs cover all the athletic events at a high school and cannot be present at all events, thus requiring judgment to decide which events to cover as described in interviews. Grand Jury interviews.
Related Recommendations (1)
R5:
Establish a process for tracking compliance with the San Mateo County Concussion Protocol. R2. Beginning with the 2020-2021 school year, each high school district and unified school district should supply its statistics for the data base to the SMCOE annually. R3. By September 2021, the SMCOE should publish an annual summary of the database on its website (excluding personally identifiable information), so that parents, students, and educators can be better informed on concussion risks for high school students' sports of choice.· Attachments: Grand Jury Advanced Concussion Report __ J.5. Ap_p_ro_va_l o_f A_g_re_em_e_nt_ o_f R_ol_es and Responsibilities for Project SEARCH Speaker: ............................ Carolyn Schwartzbord_ ___ Recommended Motion: .............. .... .. ............................................................................................. .. Approve the Agreement of Roles and Responsibilities for Project SEARCH Project SEARCH between the San Mateo Union High School District, the San Mateo Medical Center and the Department of Rehabilitation, as contained in the attachment. .9~ick Summary / ~!?.~tract: ..... -- _______ ---............................................. ____ Project SEARCH established a partnership between the San Mateo Medical Center, the San Mateo Union High School District and the Department of Rehabilitation. These partners work together to create an internal training and employment program that meets the needs of the students, in their last year of high school (usually age 21 ), with significant disabilities. https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypeID=1&IsArchived=True 4/16 12/5/2019 https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True Students work as non-paid interns through three-to-six 10-week job rotations during their last academic school year. The program provides ongoing support to help the interns learn to successfully perform specific jobs which in turn give them very marketable skills. Nationwide, students graduating from this program go on to well-paying jobs with pensions, benefits and retirement plans at a high rate. (65-100%). Financial Impact: ------------- -------- ........................................................... ................... .. ________ _ Attachments: ............................................................................... Project SEARCH Agreement J.6. Accept the Report of Investments ____ ___ _Speaker: ................................ .. ....................................... Elizabeth McManus ____ ________ _ .. R ..... e ..... c .... o ..... m ...... mended M.. ..... o .... t ... i .. o ..... n ..... : .. --- ..................................................................................... Accept the Report of Investments as presented. Quick Summary / Abstract: ........................................................................................................- --------- SB 564 requires that the chief financial officer of each school agency provide regular reports to the superintendent, internal auditor, and the governing board for the two types of disclosure identified by Government Code Section 53646. IY.P-e One: This statute requires that, if a local agency has placed all its investments in the Local Agency Investment Fund or in Federal Deposit Insurance Corporation-insured accounts in a bank or savings and loan association, in a county investment pool, or any combination of these, the chief financial officer need only supply the most recent statement or statements received by the local agency from these institutions. Type Two: If the local agency has investments other than those identified in Type One above, the report must include: The type of investment; issuer; date of maturity; par and dollar amount invested in all securities, investments and monies held by the local agency; and shall additionally include a description of any local agency's funds, investments, or programs that are under the management of contracted parties, including lending programs. A current market value and the source of this valuation as of the date of the report must also be included if the local agency has securities under the management of an outside party that is not also a local agency or the California Local Agency Investment Fund. As of June 30, 2019, all investments owned by the San Mateo Union High School District and shown in the attachment are "Type One" as defined by Government Code Section 53646. Attachments: San Mateo Countv Investment Pool Fund Reoort June 2019 Summary of Investment Accounts and Liabilities J.7. Declaration of and Authorization to Dispose of Surplus Property -~peaker: _________. .............................. __________ Elizabeth McManus _____ ____ _ Recommended Motion: ............................................. .................................................................... Declare the books as surplus and authorize the staff to dispose of them per Education Code Section 17546 (c). -~_u_ic_k_S_u_m_m_a_ry"""_/_A_b_st_r_a_ct_: ____________. ........................................................ _________ Aragon High School Textbook Surplus Title: Biotechnology: Science for the New Millennium (Textbook) Author: Ellyn Daugherty https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 5/16 12/5/2019 https://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True ISBN:9780763833794 Copyright:2007 Reason: outdated and replaced by the 2017 edition Number of Copies: 174 Title: Biotechnology: Science for the New Millennium (Manuals in very bad condition) Author: Ellyn Daugherty ISBN:9780763833794 Copyright:2007 Reason: outdated and replaced by the 2017 edition Number of Copies: 206 Pertinent Education Code Sections Per the Education Code Section 17546, (c) if the Board, by a unanimous vote of those members present, finds that the property is of insufficient value to defray the costs of arranging a sale, the property may be donated to a charitable organization deemed appropriate by the board, or it may be disposed of in the local public dump on order of any employee of the district empowered for that purpose by the Board. ___ Attachments: --·················· ............. Aragon High School Textbook Surplus J.8. Acceptance of Gifts to the District Speaker: Elizabeth McManus ___ ________ _ Recommended Motion: --------·--- ........ ... ........... ............................ Accept the listed donations with thanks . .9 ~.~~.k Sum"!.~.ry I Abstr.~.~!: ....................................... --------'---...................... ________ The district received the following donations. Aragon High School Aragon School Climate (Stock Donation) Total $1,079.83 Burlingame High School Parents Group 1st Semester Donation for 8 Class Sections, PAWS/Explore Salaries, Tutoring, Webmaster PAWS/ Explore expenses, Robotics, Science Consumables, Student Planners, Panther Pal Program and Principal's Discretionary Totals $192,000.00 Capuchino High School Drama Class $100.00 Art Class $130.00 Video Production $140.00 Ceramics Class $185.00 Scholarship $2,000.00 Principal Grant & Focus Grant $4,500.00 https://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypeID=1&IsArchived=True 6/16 12/5/2019 https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True Total $7,055.00 Mills High School Mills Annual Fund Totals $693.90 Total Donations $200,828.73 ___ _ Attachments: ............................. Gifts to the District J.9. Approval to Award Contract for Aragon High School Elevator Canopy Project. .speaker: ---·--- ---.................................. _______________ Elizabeth McManus Reco - mm - en - ded M-ot-io-n:- - ---- .............. ............... It is recommended that the Board of Trustees award the proposal identified on the attachment, in the total amount of $51,872.00, with all costs to be charged to Fund 21- District Deferred Maintenance . .9 ~..i.~.k Summary_. . / Abstract: .........................................................................................................................- ------ Three proposals were received to install a canopy above the elevator. The proposals have been reviewed by the construction manager for validity and reasonableness. They have determined that Coulter Construction is the lowest responsive and responsible bidder, meeting all requirements. Financial Impact: ___. ................................. ---·-------·------ The awarded bid for this project will be charged to Fund 21 District Deferred Maintenance. The impact to the individual project budget is the amount listed on the detailed list for that project; the costs have been included in the project budget. _____ _ Attachments: --- .......................................... AHL Born Structural Steel, Inc. Coulter Construction, Inc. Rodan Builders, Inc. J.10. Approval of DSA Inspection Services Proposal with DFE & Associates, Inc. for DSA Inspection Services on the New Peninsula High School (Continuation High School and Alternative High School, Project #0063) .~peaker: ___. ...................................... ___. ................................................................... ------ Elizabeth McManus Recommended Motion: ............................... ............................ ............................ .. .................... . It is recommended that the Board of Trustees approve the DSA Inspection Services Proposal with DFE & Associates, Inc. for the New Peninsula High School (Alternative High School, Project #0063). Quick .summary I Abstract: ........................................................... ___ The Peninsula High School project requires the services of a qualified DSA inspector. Staff is bringing forth a contract with DFE & Associates, Inc. for consideration. ___ Financial Impact: .............................. .. .......... Tfre .. $246':ooo~o'o~· fee·-fo-'r'-D-S_A_In _s_p_e-ct,_io_n_s_e_rv_i_ce_s_w_ouTd .. n.ot exceed. .. (.~ ·' ,;'i,..!•li•·i ~" 1,.:.:., 1,i,,.;i•I/ The DSA Inspection services fee is built into the project budget for the project. There is no overall change to the project budget. Attachments: DFE & Associates, Inc. J.11. Approval to Award Contract for Burlingame High School Press Box Project. https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 7/16 12/5/2019 https://agendaonline. net/public/Meeting.aspx? Agency ID =126&MeetinglD=20229&AgencyTypelD= 1& lsArchived=True Speaker: ..... ---·----- -------·······································---- __E_li_za_b_et_h McManus ___ _ Recommended Motion: -- -- , --··············---- ---········. .................................................... ............................ It is recommended that the Board of Trustees award the proposal identified on the attachment, in the total amount of $226,050.00, with all costs to be charged to Fund 21- District Deferred Maintenance. Quick Summary I Abstract: ..........................................................· ----·.. ···························· ..................... On September 10, 2019 one proposal was received. The proposal has been reviewed by the construction manager for validity and reasonableness and have determined Southern Bleacher to be the lowest responsive and responsible bidder, meeting all requirements. Financial Impact: ............................ ____. ..................................................................... _____ The awarded bid for this project will be charged to Fund 21 District Deferred Maintenance. The impact to the individual project budget is the amount listed on the detailed list for that project; the costs have been included in the project budget. Attachments: --·······. . ··········· ........................................................................................................... . Southern Bleacher Company J.12. Approval of Change Orders for District Deferred Maintenance Projects Speaker: --=---------·····. ........................................................... ___, _ __ ----·························. .· ··------ Elizabeth McManus ___ _____ ______ Recommended Motion: .. ·----··································---·------ , Approve the change orders identified on the attachment, in the amount of $12, 116.92 with all costs to be credited to Fund 21 and authorize the Superintendent to sign said change orders . .9 ~.~~k Summary/ Abs!~~.!?.!: ____. . __· ··········································· ..· ·-- The attached detailed list of project change orders is recommended for the Board's approval. They have been reviewed by the District's construction manager and architect for validity and reasonableness. ________ _ ----------- Financial Impact: ............................................. ............................ Change orders for District Projects are charged to Fund 21. There is no impact to the individual project budget. Attachments: .............................. · ---------------·--··.. •········· .. ·······---- Chanae Order Aooroval Consolidated Partitions. Inc. -AHS Chanae Order 001 Consolidated Partitions, Inc. -HHS Change Order 001 J.13. Approval of Geotechnical Consulting Services Proposal with Cleary Consultants, Inc. for Geotechnical and Geohazard Services on the Capuchino High School and Mills High School Artificial Turf Replacements and Sports Field Complexes. Speaker:···············--------- Elizabeth McManus Recommended Motion: --- ----··································································· .. ········•·•··········· ............... It is recommended that the Board of Trustees approve the Geotechnical Consulting Services proposal with Cleary Consultants for the Capuchino and Mills High Schools Artificial Turf Replacement and Sports Field Complexes Projects. Quick Summary / Abstract: ___ ----··.. · ·····························------ The Capuchino High School and Mills High School Athletic Complex projects require the services of a qualified geotechnical and geohazard consultant. We are bringing forward a contract with Cleary Consultants, Inc. for consideration . ..F inancial Impact: ----------------·····------ The fee for Geotechnical Consulting services are to be initial lump-sum services not to exceed $15,000.00 for Mills High School and $15,000.00 for Capuchino High School. https://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyType1D=1&1sArchived=True 8/16 12/5/2019 https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True Staff is asking board approval to issue the purchase orders to be amended later in order to get consulting services underway. The Geotechnical Consulting service fees are included in the project budgets. There is no financial impact. __ Attachments: ------- ............................ Clearv Consultants Inc.- Mills Hiah School Athletic Field Cleary Consultants lnc.-Capuchino High School Athletic Field J.14. Approval of In-Plant Inspection Services Proposal with Joseph Renda Construction Services, Inc. for In-Plant Inspection Services on the New Peninsula High School {Continuation High School/Alternative High School, Project #0063) ________ _ .speaker: ---·---·····. ........................ El_iza_be_th M cManus ____ _ _ __ Recommend..e.....d.... ...M.......o....t...i..o... n: .................................· ----·-------- It is recommended that the Board of Trustees approve the In-Plant Inspection Services Proposal with Joseph Renda Construction Services, Inc. for the New Peninsula High School (Construction/Alternative High School, Project #0063). Quick Summary / Abstract: ...................................................................................... ------ DSA requires required an on~site inspector supervise the construction of the modular buildings for the New Peninsula High School. It is recommended that the Board of Trustees approve the proposal for In-Plant Inspection Services with Joseph Renda Construction Services, Inc. for the New Peninsula High School (Construction/Alternative High School). Financial. .. lmpact: ....................................................· -----........................................... The In-Plant Inspection services fee is a component of the project budget and there is no impact to the project budget. The consulting fee for In-Plant Inspection services will not exceed $38,750.00. __ _ Attachments: .......................... Joseph Renda Construction Services, Inc. K. REGULAR REPORTS K.1. Report of the Superintendent __ Minutes: ................... .. Superintendent Skelly reported there have been power outages in the Bay Area but there was not a power outage that affected any of the schools in the district of families. On Monday was PD day, this was a school based PD. Some of the classified staff attended the National Equity training while other staff attended CPR or other workshops. K.2. Report of the Student Board Member Minutes: Student Board Member Kaitlyn Duong reported on the shoe drive at Aragon High School. It is in collaboration with the Key Club, one of the largest student led service organizations. The Key Club, along with Aragon Students, are collaborating with the local organization called "My New Red Shoes." The students will be collecting clothing and shoes for the adolescence within the community to help support the students who are in need. Student Board Member Shelby Cherkas reported schools are having pride week celebrations. Aragon had a few events, tie dye, rainbow dress and a pride rally and pride game. She reported all the schools are getting ready for Homecoming. K.3. Report of the District Teachers' Association Representative ___ -Mi-nut-es-: ................................................... District Teachers' Association Representative, nothing to report K.4. Report of the San Mateo A_du_lt_ S_ch_oo_l T_ea_ch_e rs Association __ ____ -Min-ut-es:- ---- ---- .................................. ....................... ..................... .. San Mateo Adult School Teachers Association reported the union is planning to present the https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 9/16 12/5/2019 htlps://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&lsArchived=True AFT proposal to open contract negotiations with the district. The Green Team led some of the Adult School students to help clean up the Bay front. The Adult School is working with the San Mateo County Office of Sustainability to certify some of the classrooms as a Green Star Classroom. Currently being offered to expand the path ways are four classes, the Professional Communication for Business and Beyond Certification course, Pharmacy Technician Certificate Program and the Modern Office Technology class. The Adult School has an articulation agreement with CSM where students are able to take six week courses and upon their completion and satisfactory grade they can earn 3 units toward college. Spanish Smart Business classes are being offered to help Spanish speaking students learn the fundamentals of starting a business. L. SPECIAL REPORTS AND APPEARANCES L.1. Potential Prop 39 Capital Facilities General Obligation Bond Speaker: ---·--- .................................. . Kevin Skelly/Elizabeth McManus ___ __ ___ ____ ·M··in··u-te-s-. : ... ....... ...................................................................................................... ............................................. ................... .. , ,.,., Deputy Superintendent of Business Elizabeth McManus, Todd Lee, Greystone Construction Management Firm and Gin Kim, Keygent, presented the Prop 39 Capital Facilities General Obligation Bond presentation. The Board of Trustees directed the Administration to move forward with $385 or $388 million for the bond. The board has asked for information on the assumption on the first year based upon a high AV growth and going forward. This information will be provided at a later board __me_et ing. _________ ___ Recommended Motion: ....................... .......................................................................................................................................................... For Information Quick Summary/ Abstract:...................... _________. ............................ ------.......................................... The Board of Trustees has been considering a Prop 39 bond measure to address facility needs for over a year. Staff will present an information item regarding a future bond. The capital projects have been categorized into four distinct areas: safety and security, academic improvement, technology and sustainability. The attached draft presentation materials incorporate a list of capital projects requested, project costs, bond sizes, and issuance timelines. At the end of the presentation, staff will answer any questions and seek board direction on next steps. ____ _ _____ Attachments: ....................................................... ............................................... .. Bond Information Presentation L.2. Approval of Selection of Consultants and Consultants Contracts .~peake~.: ............. __ _ __. .... ____. ........................................· ---·-----......................... ____ Kevin Skelly/Elizabeth McManus _____________ _ Minutes: ............................ .. .......................... The Board of Trustees moved to approve the selection of consultants, as presented by the Superintendent, with the motion by Vice-President Friedman, and seconded by Trustee Dwyer with a vote of 5 to 0. The contracts for the consultants will be brought back for approval at the next board meeting. Recommended Motion: --------·-- ............................................................................................ .......................... .. ....................... . Staff is requesting the Board of Trustees approve the recommended consultants for Legal Services, Public Relations and Real Estate Brokerage Services and the contracts for D & A Communications and DCG Strategies. The District has an approved contract with Lozano Smith. https://agendaonline.net/public/Meeting.aspx?A gencylD=126&MeetinglD=20229&AgencyTypel 0=1 &lsArchived=True 10/16 12/5/2019 https://agendaonline.neUpubl_ic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True .9~.).~k Summ~!:¥.. . /..~!?..~!r~.~~.:....................... ___ --··········. . ·················· .... ••··················· ..· ·----···----- A main goal for the 2019-20 fiscal year is the promotion of careful stewardship of the District's assets. The Board of Trustees has requested staff to transparently and responsibly manage the disposition of the Crestmoor property for its best use. To accomplish this, the District issued Requests for Qualifications/Proposals for legal services, real estate brokerage services and public relation and communication services. Responses were evaluated and qualified firms were interviewed. Several exemplary firms participated in the process and today we bring forward the committee's recommendation. Legal Services-Harold Freiman, Lozano Smith · Public Relations-D & A Communications Real Estate Brokerage Services-OGG Strategies L.3. Board Direction on Staff Housing .~.eeaker: ··--- Kevin Skelly/Elizabeth McManus Minu-tes-: ----- ------------·············································--------- The Board has agreed to move forward with the Education Workforce Housing and to explore all the opportunities and pursue more than one location for staff housing. The Board directed the Administration to look into Bridge Financing for staff housing and if it would be worth putting language in the bond for Bridge Financing. The Board stated the need for an outside communication consultant, as well as, a real estate broker to help with staff housing. Trustee Dwyer stated she does not want housing built on the Mills High School campus. Recommended Motion: ----······. . ···················································----------- For Discussion .9~ick Summary!...~.~~!.~~.~!: .................... -----.....................· -------------············.. ··············· On August 22, 2019 the Board approved the 2019-2020 District Goals. In that document the Board directed staff to: "Pursue feedback and direction from the Board of Trustees regarding ... building workforce (staff) housing. If approved, develop a process to receive community input and deploy a comprehensive communications campaign to ensure that stakeholders are informed of the District's progress. Staff requests direction from the board on this topic. L.4. Annual Update on Outcomes Measured in the District Local Control Accountability Plan (LCAP) __ Speaker: ---------·················. ....... Brian Simmons Minutes: --------·································. ...· ·----- Director of Curriculum and Assessment Brian Simmons, gave the Annual Update on Outcomes Measured in the District Local Control Accountability Plan (LCAP). Recommended Motion: ·······················------ For Information .~uick Sum~.~.~.J. Abstract: .....................................................· --- The District will present the first of three annual updates on outcomes measured in the District Local Control Accountability Plan (LCAP). This presentation will involve key academic results (from Goal 2 of the District's LCAP) for all student subgroups across all school sites from the 2018-19 School Year. • C- (or better) Rates: https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 11/16 12/5/2019 https://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True • Algebra 1 (9th Grade) - spring 2019 • English 1 (9th Grade) - spring 2019 • 10th Graders on Track (post-Summer School 2019) - 11 0+ Credits earned and a 2.0+ Grade Point Average • A-G completion among class of 2019 - The numbers and percentages of students who met the course requirements for eligibility for a UC/CSU • 11th Grade CA Assessment of Student Performance & Progress (CMSPP) scores in English and Mathematics - spring 2019 • AP/IB Course Enrollment among student groups Draft presentation materials are attached. Attachments: ----·····. .· --------- LCAP Goal 2 - Academic Achievement Update - DRAFT M. CONSTRUCTION M.1. Approve Amendment 1 to the Pre-Construction Services contract with Rodan Builders, Inc. for Pre-Construction Services for the New Peninsula Continuation/Alternative High School Project (Project) .Speaker: ___. .............................................................................................· ---················. .......... ------ Elizabeth McManus ___ _ -Re-c-om-m-e-n-de-d- M-o-tio-n-: ---·---····· ........................................... It is recommended that the Board of Trustees approve Amendment 1 to the Pre-Construction Services contract for the Project. Actions: ---- -----·······. .................................. Motion Vote: Yes Linda Lees Dwyer. It is recommended that the Board of Trustees approve Yes Marc Friedman. Amendment 1 to the Pre-Construction Services contract for Yes Robert Griffin. the Project. Yes Peter Hanley. Yes Greg Land. Passed with a motion by Marc Friedman and a second by Robert Griffin. Quick Summary.I.Abstract: .............................................................................................. ___ On March 7, 2019, the Board of Trustees authorized issuance of a Request for Qualification/Request for Proposals for Lease-Leaseback Construction Services for the Project. The Project includes pre-construction Increment 1 Site Development work, which consists of (i) the existing building and pavement will be removed; (ii) the Site will be cleared and grubbed; (iii) the soil will be processed per the advisement of the geotechnical engineer; (iv) site utilities, including storm drain, sanitary sewer, domestic water, fire suppression water and natural gas piping, will be installed; (v) site electrical and telecommunications infrastructure will be installed in underground conduits; and (vi) final grades will be established for building pads and site paving. On May 9, 2019, the Board awarded the Project to Rodan Builders as the "best-value" lease leaseback contractor. The demolition and abatement work are anticipated to start on October 14, 2019. Rodan has selected subcontractors, performed pre-construction services, and has provided the District with objectively verifiable information of its costs to perform the demolition and abatement services for the Project. It is anticipated that the California Department of General Services' Division of the State Architect will approve the plans and specifications for· the Project before December 31, 2019. In the interest of time, staff is requesting the Board of Trustees approve https://agendaonline.net/public/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 12/16 12/5/2019 https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True the Amendment 1 authorizing the addition of demolition anq abatement services to the Pre Construction Services contract. Financial Impact: .. The funding sou.rce for the Project will be Fund 21 - Bu'ii'cfing Fund - Measure O .... o'nce the Board of Trustees approves the final GMP and issues a notice to proceed, there will not be any material changes to the budget. Amendment 1 will reallocate funds from the construction phase to the pre-construction phase in the amount of $219,694.57. _________ __ _ Attachments: ........................................................................... . Amendment No. Rodan Builders. Inc. C-2-Alternative Ed High School-Abatement & Demolition N. DIVISION OF HUMAN RESOURCES N.1. Approval of Personnel Actions ___ ____ .speaker: ............................................................................................................................... ................................................... .............................. .. Kir_k B_la_ck ___ ____ _______ ___ _ _ Recommended Motion: ................... ...... ............................................. ..................................... Approve the attached personnel actions, including the addendum. ____________________ -Ac-tio-ns-: ------ .......................................... ........................... .. Motion Vote: Yes Linda Lees Dwyer. Approve the attached personnel actions, including the Yes Marc Friedman. addendum. Yes Robert Griffin. Yes Peter Hanley. Passed with a motion by Linda Lees Dwyer and a second Yes Greg Land. by Robert Griffin . .9 ~ .. ... ~~.~ ~.~.~.~.ary I Abstra~!: .................................. ____. ...................................................................................- -------- A list of personnel actions is contained in the a_tta_chm_en _t fo r the Board's consideration. Attachments: --- .............................................................. Personnel Actions Personnel Actions Addendum N.2. Presentation and Public Hearing Regarding the Contract Proposals for the 2019-2022 Successor Contract Negotiations Between the American Federation of Teachers (AFT) and the San Mateo Union High School District ___ _ Speaker: ..... ............................................. .. ........................................................................................ Kirk Black ____ _______________ ..M -in-ut-es .... : ... .................. ----·----- ..................... . , The Presentation and Public Hearing Regarding the Contract Proposals for the 2019-2022 Successor Contract Negotiations Between the American Federation of Teachers (AFT) and the San Mateo Union High School District was pulled from the agenda. _______ _ Recommended Motion: ...... ....................................................... .. .................... Conduct a public hearing on the American Federation of Teachers (AFT) and the San Mateo Union High School District's contract proposals regarding the 2019-2022 successor contract negotiations. Quick Summary I Abstract: The American Federation of Teachers (AFT) and the San Mateo Union High School District contract proposals regarding the 2019-2022 successor contract negotiations will be presented at the Board of Trustees meeting on October 10, 2019. This hearing is provided for the public to become informed and express itself regarding the proposals. Attac-hm-e-nts-: --- -------- --- ................................................................................................................................. ..................... .. https://agendaonline.neUpublic/Meeting.aspx?AgencylD=126&MeetinglD=20229&AgencyTypelD=1&IsArchived=True 13/16 12/5/2019 https:1/agendaonline.net/public/Meeting.aspx?A gencylD= 126&MeetinglD=20229&AgencyTypelD=1 &lsArchived=True District AFT Contract Reopeners 2019-2022 N.3. Review, Discuss and Approve the Contract Proposals for the 2019-2022 Successor Contract Negotiations Between the American Federation of Teachers (AFT) and the San Ma_te_o _Un_io_n _Hig_h S chool District Speaker: ---- ............................ __.:.. , Kirk Black __ _____ Minutes: --- ...................... ...................... ....................................... . The Review, Discuss and Approve the Contract Proposals for the 2019-2022 Successor Contract Negotiations Between the American Federation of Teachers (AFT) and the San __ __ _ Mateo Union High School District was pulled from the agenda. Recommended Motion: .................................. Review, discuss and approve the contract proposals for the 2019-2022 successor contract negotiations between the American Federation of Teachers (AFT) and the San Mateo Union High School District, as contained in the attachment. .Quick Summary/ Abstract: ................................................- - ___. .......................................................... ________ The District requests the Board of Trustees review, discuss and approve the contract proposals for the 2019-2022 successor contract negotiations between the American Federation of Teachers (AFT) and the San Mateo Union High School District, as contained in the attachment. Attachments: District AFT Contract Reopeners 2019-2022
F6:
The San Mateo County Office of Education (SMCOE) currently has no role in writing or implementing concussion protocols.
F7:
The SMCOE has expressed in their Strategic Plan,84 and in their “Safe and Supportive Schools” programs, the vision that the SMCOE could encompass a leadership position in areas broader than traditional classroom activities. One area where the SMCOE could assume a leadership position is in raising the level of concussion care in the County high schools.
F8:
ConcussionSmartMarin (CSM) provides a regional example of a concussion protocol that includes detailed steps to be followed when a possible concussion injury is observed and provides a process for collecting county-wide concussion data.
F9:
Neurocognitive testing (NCT) may contribute to the diagnosis of mild traumatic brain injury, but multiple complexities compromise its use in practice, either at baseline or after head injury. If NCT is used as part of a concussion protocol, clear guidelines should be written to describe how tests are interpreted and who should interpret them, which does not appear to be the case in the districts that use them.
F10:
The availability of county-wide data on concussions summarized across sports and across high school districts can lead to more informed individual decisions by students and parents on concussion risks and allow for tracking of whether changes in sporting rules or concussion assessment practices decrease concussion risks over time.
Related Recommendations (1)
R3:
By September 2021, the SMCOE should publish an annual summary of the database on its website (excluding personally identifiable information), so that parents, students, and educators can be better informed on concussion risks for high school students’ sports of choice.
F11:
There is no county-wide database across all districts of SMC that tracks the frequency and circumstances of concussion data in high school sports.
Related Recommendations (2)
R1:
By September 2020, the San Mateo County Office of Education (SMCOE), with input from each high school district and unified school district, should establish a common “San Mateo County Concussion Protocol” that will: a. Identify the specific responsibilities of those involved who carry out the steps of the concussion protocol as well as the timing of those actions. b. Establish a county-wide database of concussions by sport - to include number of students by gender participating in each sport, frequency of head injuries, circumstances of head injuries (e.g., whether incurred at a formal game or at practice), timing, and completion of RTL/RTP steps. c. Make neurocognitive testing (NCT) an option, not a requirement. If a school or district does use NCT at baseline or after injury, it should be made clear which test is used, who administers the test, how the results are reported, and who interprets the results. d. Specify that at a minimum, football games and full-contact practices should be attended by certified athletic trainers (CATs). e. Establish a process for tracking compliance with the San Mateo County Concussion Protocol.
R2:
Beginning with the 2020-2021 school year, each high school district and unified school district should supply its statistics for the database to the SMCOE annually.
F12:
Certified athletic trainers (CATs) are trained in all aspects of carrying out concussion protocols. Their availability or presence on the field at the time of a concussion event is a valuable resource to decrease the consequences of concussions.
Related Recommendations (1)
R4:
Specify that at a minimum, football games and full-contact practices should be attended by certified athletic trainers (CATs).
F13:
Three SMC high school districts do not provide athletic trainers: Jefferson Union, South San Francisco Unified, and La Honda-Pescadero Unified. Jefferson Union and South San Francisco Unified have active football programs.
Related Recommendations (1)
R4:
Specify that at a minimum, football games and full-contact practices should be attended by certified athletic trainers (CATs).
F14:
No standard definition of high-risk sports exists throughout the United States; the definition remains a judgment call by parents, educators, and physicians. Tables 1 and 2 show that for Michigan high schools, football clearly stands out as having more head injuries. Supra, Note 67.
Additional Recommendations
1
Not linked to specific findings.
R0:
DIVISION OF INSTRUCTIONAL SERVICES 0.1. Approve Changes in District Graduation Requirements Motion Passed: Approve the five credit Ethnic Studies Course as a high school graduation requirement for all SMUHSD students .. This course will replace the current five-credit Contemporary World Studies (CWS) graduation requirement the Class of 2024. The board approved the pilot of the Ethnic Studies course in the spring of