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9.A. - Page 4 <br /> pragmatic user solutions and serve as a conduit for community input. This will assist <br /> staff by prioritizing areas of focus and identifying the "hot spots" from the community's <br /> perspective. Boundaries and expectations are set so that the Advisory Committee <br /> remains advisory in nature and not operational or directive. <br /> The majority of the City's boards, committees, and commissions, have 4-year terms that <br /> expire in May. As a pilot, all members will initially have 2-year terms (ending May 31, <br /> 2017). If the committee is made permanent, staff recommends creating staggered terms <br /> whereby two members would initially have 3-year terms and the remaining three <br /> members would have 4-year terms. <br /> The Advisory Committee will present formal progress benchmark reports to City Council <br /> in January of each year, roughly four months prior to the Advisory Committee term end <br /> dates, so that Council may review progress, learn of its accomplishments during the <br /> past year, and understand its objectives for the coming year. This will also provide <br /> Council an opportunity to guide the focus of the Advisory Committee for the next twelve <br /> months, to 1) ensure timely, optimal implementation of strategic goals and initiatives, <br /> and goals outlined in the City's guiding documents such as the General Plan(2010); 2) <br /> respond to current and anticipated conditions and challenges facing Redwood City; and <br /> 3) provide input to staff on interests/expertise (such as pedestrian, bicycle, or streetcar) <br /> to consider for future recruitment announcements. <br /> The Advisory Committee may bring policy recommendations to City Council, following <br /> consideration and recommendation by City staff, the Planning Commission, and/or <br /> relevant Council subcommittees (such as the General Plan or Economic Development <br /> and Downtown subcommittees). <br /> Following the two-year pilot period, staff will collect feedback from Advisory Committee <br /> members, community stakeholders, and Council subcommittee members around the <br /> effectiveness of the committee and whether it has improved the implementation of <br /> complete streets projects. This input will be used to craft a recommendation to Council <br /> on whether the committee structure should be made permanent as is, with changes, or <br /> whether an alternative approach might be more effective. <br /> Although the City is not increasing staff levels at this time, staffing this committee and <br /> the committee's role will be considered in the upcoming Downtown Transportation Plan <br /> and in the potential formation of a formal transportation demand management program <br /> or association. At this time, it is expected that the Senior Transportation Coordinator will <br /> serve as the staff liaison and that a Management Analyst will provide administrative <br /> support to the committee. <br /> Staff recommendation: <br /> Page 4 of 10 <br />