Agenda packet — Belmont City Council, May 26, 2026 (part 1 of 2)

1. CALL TO ORDER

2. ROLL CALL

3. ITEMS BEFORE 7:00 PM - none

4. PLEDGE OF ALLEGIANCE

5. REPORT FROM CLOSED SESSION -
none

6. SPECIAL PRESENTATIONS

7. PUBLIC COMMENTS ON ITEMS NOT

ON THE AGENDA

8. COUNCILMEMBER ANNOUNCEMENTS

9. CONSENT BUSINESS

10. PUBLIC HEARINGS - none

11. GENERAL BUSINESS

12. BRIEF VERBAL REPORTS FROM

MEMBERS AND STAFF

13. MATTERS OF

INTEREST/CLARIFICATION

14. ADJOURNMENT
City Council
Meeting Agenda
Tuesday, May 26, 2026 City Council Chambers
City Hall, One Twin Pines Lane, Belmont, California
General order of Business City Council
Julia Mates, Mayor
Cathy Jordan, Vice Mayor
Robin Pang-Maganaris, Councilmember
Gina Latimerlo, Councilmember
Tom McCune, Councilmember
Staff
Afshin Oskoui, City Manager
Scott Rennie, City Attorney
Ken Stenquist, Police Chief
Grace Castaneda, Finance Director
Ann Ritzma, Interim Admin Services Director
Carlos deMelo, Community Development Director
Kevin Kobayashi, Parks and Recreation Director
Edric Kwan, Public Works Director
Jozi Plut, City Clerk
MEETING ATTENDANCE:

Council meetings, unless otherwise noted, are broadcast live to Belmont residents on

1. Comcast Cable Channel 27

2. Streamed live via the City's website at www.Belmont.gov

3. ZOOM https://belmont-gov.zoom.us/ Meeting ID: 95745673035

4. Attend the meeting in the Council Chambers, Belmont City Hall 2nd floor PUBLIC COMMENT:

Public in the Council Chamber present the Clerk a request to speak slip found at the table at the rear of the chamber.

If participating virtually use the Raise Hand feature to request to speak.

For dial- in comments, call *67 1-(669) 900-6833 (your phone number will appear on the live broadcast if *67 is not dialed prior to the phone number) enter Meeting ID: 95745673035, and press *9 to request to speak All public comments are subject to a 3-minute time limit unless otherwise determined by the Chair.

Belmont City Council Meeting Agenda May 26, 2026
1 To submit a written public comment:

E-mail [email protected] before the Council discusses the item, noting the agenda topic or number in the subject line. Comments received up to three hours before the meeting will be distributed to the Council and included in the record but not read aloud during the meeting..

The Mayor has the authority to rule any speaker out of order, including speakers during the Public Comment period; If the subject raised is not within the subject matter jurisdiction of the City Council, during a public hearing or a general business item if the speaker is not presenting testimony or evidence relevant to the matter or if the speaker becomes disruptive to the proceedings and conduct of the meeting.

The Mayor also has the authority to order any person who willfully interrupts the meeting to be removed. All persons are expected to always conduct themselves with civility and courtesy. All persons giving comments shall speak directly to the Council and address issues, not individuals. Personal attacks, cursing and outbursts from the audience in support or opposition to a speaker are not tolerated to foster an environment where everyone feels welcome to speak.

LEVINE ACT:

The Levine Act (California Government Code Section 84308) limits campaign contributions that may be made to elected or appointed City officials (including councilmembers and the mayor) and certain candidates for elective city offices. The Act prohibits an agent of a party from contributing any amount to councilmember while a proceeding for a contract valued at $50,000 or more, permit, license, or other entitlement for use is pending that does not solely involve purely ministerial decisions. The Act also prohibits parties and participants in the above entitlement proceedings from contributing more than $500 during the proceeding and for 12 months after the proceeding and requires disclosure of the prohibited contributions. The Act prohibits certain officials, including local elected officials, from taking part in an entitlement proceeding if the official has received a contribution exceeding $500 from a party or participant in the proceeding within the preceding 12 months. An official is also prohibited from accepting, soliciting, or directing a contribution exceeding $500 from a party or participant in the proceeding for 12 months after a final decision is rendered in such a proceeding. The law is complex, and this brief description is not legal advice. If you or an agent have made any campaign contributions to a councilmember in the 12 months before a proceeding in which you have an interest or you are contemplating making a contribution within the 12 months after such a proceeding, you are urged to review the Levine Act and consider consulting an attorney. The California Fair Political Practices Commission (FPPC) is responsible for administering the Levine Act. More information about the Act and its implementing regulations can be found on the FPPC’s website here:
https://www.fppc.ca.gov/learn/pay-to-play-limits-and-prohibitions.html

ACCESSIBILITY
If you need assistance to participate in this meeting, please contact the City Clerk at (650) 595-7413. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

AGENDA POSTING: I declare a copy of this agenda was posted at City Hall, One Twin Pines Lane, and the City's website www.Belmont.gov Date: Time: /s/:

Belmont City Council Meeting Agenda May 26, 2026
2 1. CALL TO ORDER

2. ROLL CALL

3. ITEMS BEFORE 7:00 PM - none

4. PLEDGE OF ALLEGIANCE

5. REPORT FROM CLOSED SESSION - none

6. SPECIAL PRESENTATIONS
A. Proclamation Observing National Mental Health Awareness Month B. Proclamation Observing National Public Works Week and APWA Award Presentations C. Proclamation Observing Public Safety Week
D. Police Department Awards and Oath of Office

7. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

8. COUNCILMEMBER ANNOUNCEMENTS

9. CONSENT BUSINESS
City of Belmont
City Council Regular Meeting Agenda
May 26, 2026
City Council Chambers
City Hall, One Twin Pines Lane, Belmont, California

NOTICE REGARDING MEETING SCHEDULE
The City Council may meet prior to 7:00 PM for Study Sessions, Closed Sessions, or other Special Topics. All other business will commence at 7:00 PM as a time-certain agenda item.

A. CLOSED SESSION
B. STUDY SESSION
The public will have an opportunity to address the City Council concerning this item.

C. SPECIAL SESSION/OTHER TOPICS
ITEMS STARTING AT 7:00 PM
This portion of the meeting is reserved for persons wishing to address the Body on any City matter not on the agenda. The period for public comment at this point in the agenda is limited to 15 minutes, with a maximum of 3 minutes per speaker. Speakers who requested but did not receive an opportunity to speak during this comment period will be given an opportunity to address the Body later in the meeting. State law prohibits the Body from acting on non-agenda items.

Consent business items are considered to be routine in nature and will be enacted by one motion. There will be no separate discussion on these items unless a member or staf request specific items to be removed for separate action.

The City Attorney will read the title of ordinances to be adopted.

Belmont City Council Meeting Agenda May 26, 2026
3 A. Monthly Financial Report - March 2026
B. Approval of Minutes
C. Approval of New and Revised Job Descriptions in the Community Development Department
D. Task Order with Kimley-Horn and Associates, Inc. for Community Outreach and Preliminary Engineering Services for the Ralston Avenue Corridor Improvements Segment 4 Project
E. Service Agreement with Kimley-Horn and Associates, Inc. for the Belmont Transportation Master Plan
F. 4 Laurel Court - Permanent Encroachment Agreement
G. City Vehicle Purchases for Fiscal Year 2026
Attachments:

Monthly Report
Recommendation: Consider modifications and approve minutes.

Attachments:

April 28, 2026 Meeting Minutes
Recommendation: Adopt a resolution approving updated job descriptions within the Planner classification series and establishing the new Planning Manager classification in the Community Development Department.

Attachments:

Staff Report
Resolution
Job Descriptions
Master Pay Schedule 2026
Recommendation: Motion authorizing the City Manager to negotiate and execute an agreement with Kimley-Horn and Associates, Inc. in an amount not to exceed $250,978 to provide professional engineering services for the Ralston Avenue Corridor Improvements Segment 4 Project.

Attachments:

Staff Report
Scope & Cost
Recommendation: Motion authorizing the City Manager to negotiate and execute an agreement with Kimley-Horn and Associates, Inc. for an amount not to exceed $755,586.98 to provide transportation engineering services for the Belmont Transportation Master Plan Attachments:

Staff Report
TMP Scope of Work & Cost
Recommendation: Adopt a resolution approving a Permanent Encroachment Agreement to allow construction of a new concrete retaining wall within the public right-of-way at 4 Laurel Court (APN 044-221-050) to replace an existing wood retaining wall.

Attachments:

Staff Report
Resolution
Site Plan Details
Belmont City Council Meeting Agenda May 26, 2026
4 H. Hallmark-Crestview Fire Access Gate Memorandum of Understanding with the City of San Carlos
I. 2023 Pavement Project –Revised Notice of Completion
J. Annual Review of the Police Department’s Military Equipment Use Policy in Accordance with Assembly Bill 481

10. PUBLIC HEARINGS - none

11. GENERAL BUSINESS
A. Declaration of City Owned Properties as Exempt Surplus Land Recommendation: Adopt a resolution authorizing the City Manager to execute contracts for the acquisition of one Public Works truck, two Police vehicles, and associated vehicle equipment for a total amount not to exceed $233,263.

Attachments:

Staff Report
Resolution
Recommendation: Adopt a resolution authorizing the City Manager to negotiate and execute a Memorandum of Understanding (MOU) with the City of San Carlos, including contributing 50 percent cost of upgrading the existing gate at the end of Hallmark Drive.

Attachments:

Staff Report
Resolution
MOU of Understanding
Recommendation: Adopt a resolution reauthorizing the issuance of a Notice of Completion for the 2023 Pavement Project, City Contract Number 2022-613, for a revised final construction contract amount of $3,198,216.50.

Attachments:

Staff Report
Resolution
Recommendation: Receive the Police Department’s Annual Military Equipment Report; and adopt a resolution approving the Belmont Police Department’s 2025 Military Equipment Report.

Attachments:

Staff Report
Policy Manual
Military Equipment List
General Business items are considered separately, typically in the order listed. The chair will call for public comment on each item when the body considers the item.

Recommendation: Adopt a resolution declaring the city-owned property located at 1000 O’Neill Ave as exempt surplus land under the Surplus Lands Act (SLA) and finding the action exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15061(b)(3), for the purpose of correcting Resolution No. 2025-18 related to parcel square footage and the associated plat/lot map exhibit.

Attachments:

Staff Report
Resolution
Lot Merger
Belmont City Council Meeting Agenda May 26, 2026
5 B. Introduction of the Proposed Fiscal Year 2026-27 Budget

12. BRIEF VERBAL REPORTS FROM MEMBERS AND STAFF

13. MATTERS OF INTEREST/CLARIFICATION

14. ADJOURNMENT
Resolution No. 2025-18
Recommendation: Discuss and provide direction regarding the proposed fiscal year (FY) 2026-27 budget. A public hearing has been set for June 9, 2026 to consider budget adoption.

Attachments:

Staff Report
A. Verbal report from Councilmembers on Intergovernmental (IGR) and Subcommittee Assignments
B. Verbal report from City Manager
Items in this category are for discussion and direction to staf only. However, Council/Board may take final action on an item if there is no need for additional staf analysis.

ADA Notice: If you require assistance to participate in this meeting, please contact the City Clerk at (650) 595-7413 in advance so reasonable accommodations can be arranged.

Agenda Materials: Meeting materials are available at www.belmont.gov. Documents distributed to a majority of the City Council, District Board, or Commission regarding agenda items will be available at the City Clerk’s Of ice, One Twin Pines Lane, during normal business hours and at the meeting.

Belmont City Council Meeting Agenda May 26, 2026
6 FISCAL YEAR 2025-26
MONTHLY FINANCIAL REPORT - MARCH 31, 2026

HIGHLIGHTS

PERFORMANCE

AT A GLANCE
REPORT
• General Fund balance increased
compared to prior YTD

FUND RECAP AT A GLANCE REPORT
Notable Fund Balance Increase compared to prior YTD:
•General Fund
•Measure I
•Belmont Fire Protection District
• Sewer Collection System
• Sewer Treatment
Notable Fund Balance Decrease compared to prior YTD:
• Measure W
•Affordable Housing Successor

CASH DISBURSEMENTS &

PURCHASE ORDER ACTIVITY
REPORT
•Amounts equal to and above $50,000

BUDGET VARIANCE
REPORT
• Management Discussion & Analysis
• Tax Trends
This report contains financial information which has not been reviewed or audited by an independent auditor, does not reflect the application of generally accepted accounting principles in all instances and is subject to future revision. This report has not been prepared with a view to informing an investment decision in any of the City’s bonds, notes or other obligations. Any projections, plans or other forward-looking statements included in this report are subject to a variety of uncertainties that could cause any actual plans or results to differ materially from any such statement. The information herein is not intended to be used by investors or potential investors in considering the purchase or sale of the City’s bonds, notes or other obligations and investors and potential investors should rely only on information filed by the City on the Municipal Securities Rulemaking Board’s Electronic Municipal Market Access System for municipal securities disclosures and website, maintained on the World Wide Web at https://emma.msrb.org/
These financial reports are designed to provide a general overview of the City of Belmont’s interim finances. Questions concerning any information provided in these reports should be addressed to [email protected] or for additional information regarding the City’s financial activities, including past award winning audited financial statements, transparency efforts and best practices please visit the City at www.belmont.gov.
7 City of Belmont
Performance at a Glance
Results for the Period Ended March 31, 2026
(000's)
6/30/2016 2016 $9,177 Audited
6/30/2017 2017 $11,128 Audited
6/30/2018 2018 $11,325 Audited
6/30/2019 2019 $14,846 Audited
6/30/2020 2020 $13,637 Audited
6/30/2021 2021 $13,398 Audited
6/30/2022 2022 $18,013 Audited
6/30/2023 2023 $26,586 Audited
6/30/2024 2024 $31,003 Audited
6/30/2025 2025 $34,416 Audited
3/31/2026 2026 $37,221 Unaudited
* excludes Measure I
\0
Fund Balance - YTD Fund Deficits
As shown on the Fund Recap at a Glance (page 3), the Recreation Fund has a deficit that is expected to be eliminated in a future period.

The General Fund balance is $37.2 million, an increase of $2.8 million compared to the amount at the prior fiscal year end.

This is primarily due to the timing of the Prop Tax In-lieu of VLF and ERAF Refund receipts.

General Fund
General Fund Balance Trend*
$0 $20 $40 $60 $80 $100 $120 $140 $160 $180
Budget
Expenditures
Operating
Expenditures
Budget
Revenues
Operating
Revenues
All Funds Revenues & Expenditures
YTD Comparison (in millions)
43%
46%
1%
5%
5%
Capital Improvement Plan
Streets
Sewer
Technology
Recreational Facilities
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
General Fund Balance Trend
(in million)
2 8
Audited Unaudited PY YTD
Fund Fund Balance YTD YTD PY YTD YTD YTD PY YTD Fund Balance Fund Balance Fund Name 06/30/25 Budget Actual (Under) % Actual Budget Actual Under % Actual 03/31/26 3/31/2025 (1) (2) Over (3) (Over) (1)+(2)-(3)

GENERAL FUND
101 General 34,416 22,412 25,640 (3,228) 87% 21,814 25,941 19,607 6,335 76% 18,789 37,221 34,028 102 Measure I 3,599 1,878 1,483 (395) 79% 1,419 5,575 376 5,199 7% 3,261 4,706 2,623

SPECIAL REVENUE FUNDS
205 Recreation 609 3,165 1,801 (1,364) 57% 1,777 3,213 2,865 348 89% 2,788 (455) (614) 206 Library Maintenance & Operation 211 485 202 (283) 42% 217 457 387 70 85% 312 25 683 207 Athletic Field Maintenance 446 140 124 (16) 89% 177 258 86 172 33% 112 484 456 208 City Tree 230 11 11 (1) 95% 13 82 35 47 42% 31 206 234 209 Senior Services Donation 105 10 6 (4) 58% 12 12 0 12 3% 0 110 108210 Development Services 2,814 5,051 4,531 (520) 90% 5,124 5,291 4,737 554 90% 4,765 2,608 2,379212 General Plan Maintenance 854 943 360 (582) 38% 325 1,349 850 499 63% 812 365 1,005 223 Belmont Fire Protection District 31,502 15,017 12,736 (2,282) 85% 12,286 11,680 14,547 (2,867) 125% 12,960 29,691 25,209 225 Police Grants and Donations 35 1 1 (0) 87% 4 18 4 15 20% 4 32 35 227 Supplemental Law Enforcement 166 143 192 49 134% 185 162 148 14 91% 75 211 181 231 Street Maintenance 1,988 2,180 959 (1,220) 44% 1,132 2,287 1,979 308 87% 1,764 968 733 232 RMRA Street Project 798 567 536 (31) 94% 530 1,139 701 438 62% 372 633 656 233 Measure W 2,618 384 307 (77) 80% 315 2,325 2,570 (245) 111% 118 356 2,492 234 Street Improvements 3,210 839 811 (29) 97% 797 2,559 81 2,477 3% 590 3,939 3,142 237 Traffic Impact 511 123 22 (101) 18% 167 0 0 0 N/A 0 533 267 239 Public Art 438 35 124 89 352% 13 195 0 195 0% 0 562 433 275 Affordable Housing Successor 4,034 498 110 (388) 22% 175 1,471 241 1,230 16% 285 3,903 5,946 277 Inclusionary Housing 3,541 32 31 (1) 98% 212 0 0 0 N/A 0 3,572 3,466 Total Special Revenue 54,111 29,625 22,862 (6,763) 77% 23,464 32,498 29,230 3,268 90% 24,988 47,743 46,812

CAPITAL PROJECT FUNDS
308 General Facilities 581 18 16 (2) 87% 19 453 60 393 13% 39 537 601 310 Infrastructure 2,383 198 235 37 119% 72 1,856 799 1,057 43% (172) 1,819 2,534312 Comcast PEG Program 364 48 56 9 118% 13 35 0 35 0% 45 421 389 341 Planned Park 482 320 11 (310) 3% 32 522 334 188 64% 337 159 779 342 Park Impact 1,083 44 42 (2) 96% 49 818 1 817 0% 20 1,124 710 343 Open Space 54 3 2 (1) 56% 3 83 0 83 0% 53 56 54
399 Capital Improvement Projects 2,705 42,046 9,803 (32,243) 23% 7,831 44,849 9,946 34,903 22% 8,226 2,562 2,898 704 Special Assessment Districts 341 10 10 (0) 96% 10 0 0 N/A 0 351 338 Total Capital Projects 7,995 42,687 10,174 (32,512) 24% 8,029 48,616 11,141 37,475 23% 8,547 7,028 8,302

DEBT SERVICE & OTHER FUNDS
406 Library Bond Debt Service 346 536 445 (91) 83% 440 734 664 70 90% 666 127 94 501-505 Sewer Collection System 48,625 17,423 15,548 (1,875) 89% 17,546 29,157 16,853 12,304 58% 16,313 47,320 41,540 507 Sewer Treatment 30,304 4,911 5,214 303 106% 2,423 5,591 7,074 (1,483) 127% 4,025 28,444 27,233 525 Storm Drainage Enterprise 879 2,327 815 (1,512) 35% 857 2,491 1,515 976 61% 1,299 179 964 530 Solid Waste Management 2,370 582 521 (61) 90% 506 487 394 93 81% 399 2,497 2,216 570 Worker's Compensation 1,940 861 810 (51) 94% 748 701 848 (147) 121% 763 1,902 1,822571 Liability Insurance 3,233 1,381 1,555 174 113% 721 1,080 1,108 (28) 103% 922 3,680 3,123 573 Fleet & Equipment Management 9,239 4,363 4,379 16 100% 4,020 5,394 4,119 1,275 76% 3,312 9,499 8,949574 Facilities Management 925 2,420 2,467 47 102% 2,337 2,990 2,091 900 70% 1,881 1,301 822575 Benefit Prefunding 1,627 1,202 1,099 (103) 91% 1,094 1,354 1,471 (117) 109% 931 1,256 1,476 Total Debt & Other 99,489 36,004 32,853 (3,151) 91% 30,693 49,979 36,138 11,591 72% 30,511 96,203 88,239Total All Funds $199,609 $135,834 $89,784 ($46,049) 66% $85,419 $162,610 $96,492 $63,868 59% $86,096 $192,902 $180,004Fund Types:

Variance
City of Belmont
Fund Recap at a Glance
Results for the Period Ended March 31, 2026
(000's)
General Fund - Used to account for and report all financial resources not accounted for and reported in another fund.Special Revenue Funds - Used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specific purposes other than debt service or capital projects.

Capital Projects Funds - Used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets.Debt Service & Other Funds - Includes funds used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest; funds used to finance and account for special activities and services performed by a designated department for other departments in the City on a cost reimbursement basis; and funds to account for operations financed and operated in a manner similar to a private business enterprise with the intent that the cost of providing goods and services is primarily financed through user charges; and funds used to account for assets held by the City as an agent.

Variance
Revenues Expenditures
3 9
City of Belmont
Budget Variance Report
General Fund / All Other Funds
Results for the Period Ended March 31, 2026
(000's)
General Fund All Other Funds
Year to Date (YTD) Annual PY YTD Year to Date (YTD) Annual PY YTD Budget Actual Variance % Budget Actual Budget Actual Variance % Budget Actual

REVENUES
Taxes 18,438 16,274 (2,164) 88% a 15,473 24,584 17,807 14,929 (2,878) 84% a 14,017 23,742 Licenses and permits 921 963 42 105% 1,227 925 2,129 2,228 99 105% 2,839 2,365 Intergovernmental 315 313 (2) 99% 420 287 9,688 2,156 (7,532) 22% e 1,939 12,917 Charge for services 3,535 3,404 (131) 96% b 3,237 4,714 31,020 28,042 (2,978) 90% b 27,042 41,360 Fines and forfeits 69 64 (5) 92% 93 71 - - - N/A - -
1,354 1,450 (96) 93% 1,934 1,696 4,835 4,014 (821) 83% f 4,762 6,447 Miscellaneous 240 40 (201) 16% c 126 321 1,369 1,448 79 106% 1,825 500 Transfers in 671 - (671) 0% d - 894 43,346 14,556 (28,790) 34% d 12,974 57,795 Total Revenues 25,640 22,412 (3,228) 87% 34,186 21,814 110,194 67,373 (42,821) 61% 146,925 63,605

EXPENDITURES
General Government 6,269 5,455 (814) 87% 8,359 5,447 6,891 6,829 (62) 99% 9,188 5,856 Public Safety 13,069 12,090 (979) 93% 17,425 11,291 11,421 14,326 2,905 125% g 15,228 13,092 Streets and Utilities - - - N/A 0 0 57,188 24,726 (32,462) 43% 76,251 20,662 Culture and Recreation 2,328 2,062 (267) 89% 3,105 2,051 8,765 5,697 (3,068) 65% 11,686 5,367 Urban Redevelopment - - - N/A 0 0 6,480 4,370 (2,110) 67% 8,640 4,643 Non Departmental - - - N/A 0 0 1,708 751 (957) 44% 2,277 152 Debt Service - - - N/A 0 0 4,474 5,631 1,157 126% h 4,561 5,965 Transfers out 4,275 - (4,275) 0% 5,700 0 39,742 14,556 (25,186) 37% 52,989 12,974 Total Expenditures 25,941 19,607 (6,335) 76% 34,589 18,789 136,668 76,885 (59,783) 56% 182,225 67,307 ($302) $2,805 ($403) $3,025 ($26,474) ($9,513) ($35,299) ($3,702) Management Discussion and Analysis
(Items with unfavorable budget variance more than $0.1 million) Revenues
Expenditures

EXCESS OF REVENUES OVER/
(UNDER) EXPENDITURES
Use of money and property
a) Taxes - The budget variance is primarily due to the timing of semi-annual property tax receipts received in December and April. e) Intergovermental - Grant revenue will be received and reported in a future period.

Trends
b) Charges for Services - The Sewer User Fee (Collection & Treatment) is included as part of the City's Property Tax bill to be received semi-annually, typically in December and April. The budget variance is primarily due to the timing of the sewer user fee receipts. g) Public Safety - A fourth quarter payment of $2.6M was made to San Mateo Consolidated Fire Department in March. h) Debt Service - Annual debt service on library and sewer bonds were made in July and the semi-annual interest payments were made in January. d) Transfers In - Transfer amount was budgeted based on full CIP commitments. Actual expenditures and CIP transfers are recorded as the project progresses, and any remaining budget will be carried forward to the next fiscal year or released back to the funding source upon project completion. f) Use of Money and Property - The variance is primarily due to fair market value accounting adjustment made annually in July and declining yield in the City's investment portfolio. c) Miscellaneous - The budget variance is primarily due to the timing of the annual Crystal Springs Uplands School (CSUS) Public Service Fee, which will be received in a future reporting period.
-$600
-$400
-$200
$0
$200
$400
$600
$800
$1,000
$1,200
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Thousands
Sales Taxes & TOT - Monthly Comparison
Sales Taxes FY 25 Sales Taxes FY 26 TOT FY 25 TOT FY 26 $0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Thousands
Major General Fund Taxes - 10-year Trends
Prop Tax Sales Taxes TOT
4 10
Vendor Description Date No. Amount
ADP WAGE PPE 02/28/26 ADP WAGE PPE 02/28/26 3/6/26 DAJ000010367 506,030.73 ADP TAX PPE 02/28/26 ADP TAX PPE 02/28/26 3/6/26 DAJ000010370 115,460.22 ADP WAGE PPE 03/14/26 ADP WAGE PPE 03/14/26 3/20/26 DAJ000010371 514,874.36 ADP TAX PPE 03/14/26 ADP TAX PPE 03/14/26 3/20/26 DAJ000010374 117,264.64 CALPERS COB CONTRIBUTION PPE 03/06/26 3/6/26 DAJ000010401 149,425.79 MISSION SQUARE DEF COMP ACCT#302442 3/9/26 DAJ000010408 68,429.22 CALPERS HEALTH PREMIUM-MARCH 3/10/26 DAJ000010410 261,987.33 MISSION SQUARE DEF COMP ACCT#302442 3/23/26 DAJ000010421 61,504.46 CALPERS COB CONTRIBUTION 3/27/26 DAJ000010427 150,844.93 Total Disbursements in Excess of $50,000 1,945,821.68 $ Total Count 9
Vendor Description Date No. Amount
CALLANDER ASSOCIATES OAK KNOLL PROJECT 3/9/26 26 00095 52,636.00 BUILDCORP INC COB VILLAGE CIKE IMPRV PRJ 3/16/26 26 00098 303,798.00 Total Purchase Orders Issued in Excess of $50,000 356,434.00 $ Total Count 2
Disbursements Amounts Equal to $50,000 and Above
Purchase Order Amounts Equal to $50,000 and Above
City of Belmont
Disbursements & Purchase Order Activity Report
Results for the Period Ended March 31, 2026
5 11
12 13
City Council Meeting Minute
April 28, 2026

Page 1 ends

City Council Regular Meeting Minutes
City Council Chambers, City Hall, One Twin Pines Lane, Belmont, California April 28, 2026

NOTICE REGARDING MEETING SCHEDULE

1. CALL TO ORDER
COUNCILMEMBERS: McCune, Latimerlo, Jordan, Mates
COUNCILMEMBERS ABSENT: Pang-Maganaris

2. ROLL CALL

3. ITEMS BEFORE 7:00 PM - None
A. CLOSED SESSION
B. STUDY SESSION
C. SPECIAL SESSION/OTHER TOPICS
ITEMS STARTING AT 7:00 PM

4. PLEDGE OF ALLEGIANCE
Led by Mayor Mates.

5. REPORT FROM CLOSED SESSION - none

6. SPECIAL PRESENTATIONS
A. Destination Marketing Organization (DMO) for San Mateo County New 2025- 2028 Strategic Plan
President and CEO Hutar provided an overview of the 2025-2028 Board of Directors Strategic Plan.

B. Proclamation Observing April as National Arab American Heritage Month Mayor Mates read the proclamation.

C. Proclamation Observing Asian American and Pacific Islander Month Mayor Mates read the proclamation.

D. Proclamation Observing National Jewish American Heritage Month Mayor Mates read the proclamation.

7. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA
Andrew provided comments on the Belmont egg hunt.
14 City Council Meeting Minute
April 28, 2026

Page 2 ends

City Manager Oskoui introduced the newly appointed Parks, Recreation and Culture Director, Kevin Kobayashi.

8. COUNCILMEMBER ANNOUNCEMENTS
Councilmembers provided information on upcoming community events. Mayor Mates announced that the State of the City will be held in person on May 6 at Artisan Crossing, marking the first in-person State of the City since the COVID-19 pandemic.

9. CONSENT BUSINESS
A. February 2026 Monthly Financial Report
B. 3 Wakefield Court Easement Vacation & Dedication
Resolution 2026-22 vacating an existing Public Service Easement (PSE) designed as “PSE Varies” over Lot 1, as shown on the map of “Hallmark West Unit 4,” recorded on June 29, 1976, in Book 91 of Maps, Pages 24 and 25, Official Records of San Mateo County; accepting a new non-exclusive PSE over a portion of APN 045-444-020 from Ahmad Dababo, as Trustee, or any successor trustee, under the Ahmad Dababo Trust dated April 14, 2009, as described in Exhibit A (Legal Description) and shown on Exhibit B (Plat); and authorizing the City Manager and City Clerk to execute, accept, and record all documents necessary to complete the easement vacation and acceptance, including recordation with the San Mateo County Recorder.

C. Senate Bill 1 (SB 1) Local Streets and Roads Project List Fiscal Year (FY) 2026-2027 Resolution 2026-23 approving a list of proposed projects for fiscal year (FY) 2026- 2027 funded by the Road Repair and Accountability Act of 2017.

D. Salson Trail Culvert Replacement Project - Additional Budget Appropriation Resolution 2026-24 approving an additional $250,000 in project budget funding and authorizing the City Manager to negotiate and execute construction change orders, design amendments, and additional construction management, inspection services, and related services for the Salson Trail Culvert Replacement Project, in a total amount not to exceed $250,000.

E. Hill Street and El Camino Real HAWK Project
Resolution 2026-25 approving plans and specifications, authorizing advertisement for sealed bids, authorizing the City Manager to execute a construction contract with the lowest responsive and responsible bidder for the Hill Street and El Camino Real HAWK Project (City Contract Number 2026- 652) in an amount not to exceed $619,543, plus a ten percent construction contingency, and approving a task order with Tanner Pacific for construction management services an amount not to exceed $99,960.

F. San Mateo County Animal Care and Control Services Agreement Extension Resolution 2026-26 authorizing the City Manager to negotiate and execute a three-year extension of the g agreement with the County of San Mateo for animal care and control services beginning July 1, 2026.

ACTION: On a motion made Councilmember Latimerlo and seconded by Councilmember McCune the Consent Business was approved by a roll call vote (4-1, Pang-Maganaris absent). 15 City Council Meeting Minute
April 28, 2026

Page 3 ends

10. PUBLIC HEARINGS
A. TEFRA Financing for The Ridge at Ralston (678 Ralston Ave) Apartments Project Housing and Economic Development Manager, Liebermann provided a brief background of the affordable housing project. He also explained the issuance of tax exempt revenue bonds under the Tax Equity and Fiscal Responsibility Act (TEFRA) and the Internal Revenue Code for the benefit of The Ridge at Ralston LP, to provide for the financing of the project at 678 Ralston Avenue.

Mayor Mates opened the public hearing; no member of the public came forward to speak.

ACTION: On a motion made Councilmember McCune and seconded by Councilmember Jordan Resolution 2026-27 approving the issuance of the bonds by the California Municipal Finance Authority for the project was approved by a roll call vote (4-1Pang-Maganaris absent).

11. GENERAL BUSINESS
A. Climate Action and Adaptation Plan (CAAP) Draft Measures and Actions Review Management Analyst Clark and Olivia Mendoza, City consultant with Rincon, provided a presentation on the update process for the City’s 2017 Climate Action and Adaptation Plan (CAAP).

Ms. Mendoza explained that the update incorporates new data, best practices, and adaptation measures to support the State’s goal of reducing greenhouse gas emissions to 40% below 1990 levels by 2030 (SB 32). She further noted that the City is establishing emission reduction targets, identifying strategies to reduce emissions and strengthen climate resilience, and developing a policy framework to support the State’s carbon neutrality goal by 2045 (AB 1279).

Council deliberation ensued.

No public comment was received.

Council concurred with the staff updates and outreach efforts to date.

Item taken out of order before item A
B. 951 Old County Road Affordable Housing Loan
Housing and Economic Development Manager Liebermann provided an overview of the proposed 63-unit affordable housing project located at 951 Old County Road and related funding request. He noted that the developer is requesting $2 million from the City and summarized how the project would assist the City in meeting its RHNA goals under the 6th Cycle Housing Element.

Ryan Andrusz, CRP Affordable Housing and Community Development, provided additional project information, including proposed retail opportunities associated with the development.

Council discussion ensued.

No public comment was received.
16 City Council Meeting Minute
April 28, 2026

Page 4 ends

ACTION: On a motion made Councilmember Latimerlo and seconded by Councilmember McCune Resolution 2026-28 authorizing the City Manager to negotiate and execute a loan funding agreement with CRP Affordable Housing and Community Development, or its affiliated entities or partners, to provide up to $2 million in Belmont affordable housing funds for construction of a 63- unit affordable housing project located at 951 Old County Road was approved by a roll call vote (4- 1, Pang-Maganaris absent).

C. Draft General Plan Safety Element Update
Principal Planner Smith and Eli Krispi, Senior Associate with PlaceWorks, City consultant, provided a presentation on the City of Belmont’s Draft Safety Element Update. Mr. Krispi explained that the Safety Element is a required component of the General Plan that identifies hazards and establishes policies to protect people and property. He noted the update is intended to address new State requirements and climate resilience.

Council deliberation ensued.

No public comment was received.

Council concurred with the direction provided by staff; no formal action was taken.

12. BRIEF VERBAL REPORTS FROM MEMBERS AND STAFF
A. Verbal report from Councilmembers on Intergovernmental (IGR) and Subcommittee Assignments
Councilmembers reported on their assignments.

B. Verbal report from City Manager
City Manager Oskoui reported on regional efforts by cities throughout the County to address and reverse State budget takeaways related to Vehicle License Fee (VLF) revenues. He reminded the community to explore opportunities to get involved with the City’s Centennial celebration efforts. He also acknowledged the contributions of Assistant City Manager Kathy Kleinbaum to the City of Belmont and wished her well in her new role as City Manager for the City of San Carlos.

13. MATTERS OF INTEREST/CLARIFICATION

14. ADJOURNMENT at 9:00 pm
Submitted by
Jozi Plut, City Clerk
17

Page 1 of 2 ends

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Laura Kirby, Principal Management Analyst, [email protected] Agenda Title: Approval of New and Revised Job Descriptions in the Community Development Department
Agenda Action: Resolution
Recommendation
Adopt a resolution approving updated job descriptions within the Planner classification series and establishing the new Planning Manager classification in the Community Development Department.

Strategic Focus Area
Fiscal and Organizational Sustainability
Background
Human Resources partnered with the Community Development Department to establish a new Planning Manager classification to address a key need within the Planner series. The creation of this role also prompted a comprehensive review of existing Planner job descriptions to ensure consistency and alignment across both supervisory and professional levels.

Analysis
The creation of the Planning Manager classification fills an important operational need within the Community Development Department by establishing a management level role dedicated specifically to planning program oversight, staff supervision, and division level administration. In addition, the creation of the new Planning Manager classification provides the Community Development Director with flexibility to assess organizational needs and determine whether to recruit and appoint at the Planning Manager level or the Deputy Community Development Director level.

In conjunction with developing this new classification, Human Resources worked with the Community Development Department to review and update the existing job descriptions within the Planner series.

This effort ensured that duties, supervisory distinctions, and functional expectations are clearly defined and appropriately differentiated across classifications. This process also included the incorporation of relevant statutory language to ensure compliance and alignment with current legal requirements. Together, these updates support internal consistency, clarify career progression within the series, and ensure each role accurately reflects its intended scope of responsibility.

As part of this analysis, a salary scale for the Planning Manager classification was developed. The proposed range was established through a review of comparable survey agencies and consideration of internal alignment to ensure the classification is both competitive in the market and consistent with the 18

Page 2 of 2 ends

Job Descriptions -Staff Report
City’s overall compensation structure.

The new classification of Planning Manager will be in the Mid-Management Confidential Employees Association (MMCEA) unit and representatives have been provided the new job description. Upon approval the Planning Manager salary range will be incorporated into the City’s Master Employee Pay Schedule.

Alternatives

1. Provide staff with alternative direction.

2. Take No Action
Attachments
A. Resolution
Fiscal Impact
☒ No Fiscal Impact
The creation of the new Planning Manager classification and revision of existing job descriptions does not result in any increase to authorized full-time equivalent (FTE) personnel headcount or the departmental budget. Any increases to FTEs and associated costs are contingent on City Council approval. ☐ Funding Source Confirmed:

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Planning Manager $13,515.83 $14,191.62 $14,901.20 $15,646.26 $16,428.57 $17,250.00 19

Page 1 of 2 ends

RESOLUTION NO. 2026 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

APPROVING THE NEW PLANNING MANAGER JOB CLASSIFICATION AND

REVISION TO PLANNER SERIES JOB DESCRIPTIONS
WHEREAS, Human Resources, working in collaboration with the Community Development Department, developed a new Planning Manager classification to address an identified organizational and operational need within the Community Development Department; and,
WHEREAS, he creation of the Planning Manager classification required the review and revision of existing job descriptions in the Planner series to ensure alignment across supervisory, professional, and technical roles; and,
WHEREAS, this review also provided an opportunity to update and modernize long‑standing job descriptions to more accurately reflect current responsibilities, and reporting structure; and.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Approves the creation of a Planning Manager job classification in the MidManagement Confidential Employee Association unit and corresponding job description and salary range (Exhibit A).

SECTION 2. Approves the revised Planner series job descriptions as presented (Exhibit A).

SECTION 3. Approves the revised Master Employee Pay Schedule with the addition of the Planning Manager salary range (Exhibit B).
* * *
ADOPTED May 26, 2026 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:
20

Page 2 of 2 ends

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
21 Assistant Planner Page | 1
Classified as Confidential
Assistant Planner

DEFINITION
Under close supervision, performs technical and professional work in current planning and other assigned planning areas; provides information and assistance to the business community, officials and the public on planning and zoning; performs a variety of duties relative to assigned area of responsibility.

DISTINGUISHING CHARACTERISTICS:

This is an entry level class within the Planner series. Employees within this class perform the full range of duties as assigned. Positions at this level receive instruction or assistance as new or unusual situations arise and are expected to learn and apply the operating procedures and policies of the work unit. This class is distinguished from the Associate Planner in that the latter performs more complex duties assigned to the series.

SUPERVISION EXERCISED AND RECEIVED:

Receives close supervision from higher level staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

The following duties are representative of the range of duties assigned to this classification. The omission of specific statements does not exclude them from the position if the work is similar, related, or a logical assignment. • Perform technical and professional planning work in an assigned area including current planning; research, collect and analyze data; prepare staff and special reports; prepare a variety of documents, briefs and correspondence on planning activities. • Receive, review and process development applications for variances, use permits, and related environmental documentation; prepare reports as required.
• Review residential, commercial and industrial development plans for code compliance and conformance with required findings. • Present reports to the Planning Commission, City Council and at other public meetings; develop clear and concise reports relevant to the intended audience; create presentations using a variety of media, as appropriate. • Provide full counter service at the Permit Center, including receipt, entry and issuance of all applications; provide information on review procedures; identification and explanation of applicable policies and standards. • Respond to public inquiries in a courteous manner; resolve complaints in an efficient, timely and complete manner. • Research planning cases, issues and projects for various agencies and the public; collect, record and summarize information; write specialized reports and correspondence.
• Compile information, analyze data and make recommendations on special studies or projects in assigned planning area. • Conduct field inspections in assigned planning area.
• Perform related duties and responsibilities as required.

Exhibit A
22 Assistant Planner Page | 2
Classified as Confidential

KNOWLEDGE/ABILITIES/SKILLS
The following are a representativesample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Principles and practices of zoning and urban planning, including current, transportation and related planning areas. • Methods and techniques of evaluating site planning and design principles used in assigned planning area. • Applicable rules, regulations, codes and ordinances.
• Methods and techniques of planning research and analysis. • Technical report writing.
• Modern office procedures, methods including computers and supporting word processing, spreadsheet, scheduling, permit tracking and presentation applications.
• Pertinent Federal, State and local laws, including CEQA and Subdivision Map Act.

Ability to:
• Interpret and explain programs and projects in assigned planning area. • Analyze and compile technical and statistical planning information. • Read, interpret and understand various technical or design documents in assigned planning area. • Review, analyze and respond to City development planning proposals. • Coordinate activities with contractors, consultants, agencies and departments. • Prepare clear and concise oral and written reports on moderately complex projects and programs. • Operate office equipment including computers and supporting applications. • Communicate clearly and concisely, both orally and in writing. • Maintain physical condition appropriate to the performance of assigned duties and responsibilities.

EXPERIENCE AND TRAINING GUIDELINES
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain knowledge and abilities would be:

Education and/or Experience
• Two (2) years planning experience; as intern, technician or similar position. • Equivalent to a Bachelor’s degree from an accredited college or university with major course works in urban planning or a related field. 23 Assistant Planner Page | 3
Classified as Confidential
License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment.

PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

The physical and environmental demands described below are representative of those that must be met by an incumbent to successfully perform the essential functions of this classification. Reasonable accommodation may be made to enable individuals with disabilities to perform the essential functions.

Work is performed primarily in an office environment with some outdoor site visits to development projects and construction sites. Position requires attendance at evening Planning Commission meetings and occasional weekend public hearings. Travel to regional meetings and state agency offices may be required.

Physical demands include the ability to sit and stand for sustained periods, perform computer work, read and interpret complex technical documents and maps, and deliver presentations to large audiences.

This job description is not a contract. The City may revise this job description at any time.

The City of Belmont is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act, the City will provide reasonable accommodation to qualified individuals with disabilities.

Adopted by City Council August 2007
Revised by City Council April 28, 2026
Bargaining Unit MMCEA
FLSA Non-Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Form 700 Filer Yes
24 Associate Planner Page | 1
Associate Planner

DEFINITION
Under general supervision, technical and professional work performs in an assigned planning area including current and future planning.

Provides information and assistance to the business community, officials and the public on planning and development; and to perform a variety of duties related to assigned area of responsibility.

DISTINGUISHING CHARACTERISTICS:

This is the full journey level class within the Planner series. Employees within this class perform the full range of duties as assigned. Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. This class is distinguished from the Senior Planner in that the latter performs the more complex duties assigned to the series or may provide lead direction and training to lower-level staff.

SUPERVISION EXERCISED AND RECEIVED:

Receives general supervision from higher level staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

The following duties are representative of the range of duties assigned to this classification. The omission of specific statements does not exclude them from the position if the work is similar, related, or a logical assignment. • Perform technical and professional planning work in an assigned area; research, collect and analyze data; prepare staff and special reports; prepare a variety of documents, briefs and correspondence on planning activities. • Analyze and evaluate current department policy in assigned planning area; prepare documents pertaining to program, policy or procedure revisions.
• Participate in the decision-making process for planning; coordinate activities with other departments and agencies as needed. • Review, analyze and comment on City or other business development proposals and applications in assigned planning area; develop and produce planning publications for internal and community use. • Respond to public inquires in a courteous manner; provide information within the area of assignment including City plans, policies and ordinances regulating development; resolve complaints in an efficient and timely manner. • Receive, review and process development applications for variances, use permits, general plan amendments, zoning text amendments and re-zonings; prepare reports as required.
• Coordinate work of contractors and City agencies; prepare work programs and schedules for projects and monitor timely completion. • Attend and participate in professional group meetings; stay abreast of new trends and innovations in assigned planning area. • Research planning cases, issues and projects for various agencies and the public; collect, record and summarize information; write specialized reports and correspondence.
• Compile information, analyze data and make recommendations on special studies or projects in assigned planning area. • Conduct field inspections in assigned planning area.
• Perform related duties and responsibilities as required. 25 Associate Planner Page | 2

KNOWLEDGE/ABILITIES/SKILLS
The following are a representativesample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Principles, practices of assigned current/advanced planning and development programs including transportation and related planning areas.
• Principles and practices of urban development and planning. • Methods and techniques of evaluating site planning and design principles used in assigned planning area. • Applicable rules, regulations, codes and ordinances.
• Methods and techniques of planning research and analysis. • Technical report writing.
• Modern office procedures, methods including computers and supporting word processing and spreadsheet applications. • Pertinent Federal, State and local laws, codes and regulations.

Ability to:
• Interpret and explain programs and projects in assigned planning area. • Analyze and compile technical and statistical planning information. • Read, interpret and understand various technical or design documents in assigned planning area. • Review, analyze and respond to City development planning proposals. • Coordinate activities with contractors, consultants, agencies and departments. • Prepare clear and concise oral and written reports.
• Operate office equipment including computers and supporting word processing and spreadsheet applications. • Communicate clearly and concisely, both orally and in writing. • Maintain physical condition appropriate to the performance of assigned duties and responsibilities

Education and/or Experience
• Three (3) years of responsible planning experience
• Equivalent to a Bachelor’s degree from an accredited college or university with major course works in urban planning or a related field. • Experience in a California municipal government setting is highly desirable. 26 Associate Planner Page | 3
License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment.

PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

This job description is not a contract. The City may revise this job description at any time.

Adopted by City Council August 2007
Revised by City Council April 28, 2026
Bargaining Unit MMCEA
FLSA Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Form 700 Filer Yes
27 Senior Planner Page | 1
ITY
Senior Planner

DEFINITION
To lead, oversee and participate in the more complex and difficult work of staff responsible for providing planning services to the City including current and long-range planning; to create, organize, execute and complete major planning projects; and to perform a variety of tasks relative to assigned areas of responsibility.

DISTINGUISHING CHARACTERISTICS
This is the advanced journey level class in the Planner series. Positions at this level are distinguished from other classes within the series by the level of responsibility assumed and the complexity of duties assigned. Employees perform the most difficult and responsible types of duties assigned to classes within this series including exercising lead direction over assigned lower level staff. Employees at this level are required to be fully trained in all procedures related to assigned area of responsibility.

SUPERVISION EXERCISED AND RECEIVED
Receives direction from higher level management staff. Exercises functional administrative and technical supervision over lower level staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

The following duties are representative of the range of duties assigned to this classification. The omission of specific statements does not exclude them from the position if the work is similar, related, or a logical assignment. • Lead, plan, train and review the work of staff responsible for providing planning activities and operations for the City, including current and long-range planning.
• Plan, direct and participate in planning activities, policy development, and project management in assigned area of responsibility; develop innovative and comprehensive techniques for managing urban growth. • Assume responsibility for developing and implementing programs IO enhance planning programs as required. • Train assigned employees in their areas of work including planning methods, procedures and techniques. • Verify the work of assigned employees for accuracy, proper work methods, techniques, and compliance with applicable standards and specifications.
• Review planning projects within assigned area for consistency with applicable rules and regulations, including City ordinances, general plan, environmental compliance and related areas.
• Provide analysis and recommend actions to officials, business groups and other professionals on all aspects of planning. • Coordinate inter agency staff to create and modify major plans, guidelines and procedures in assigned area. • Receive, review and process development applications for variances, use permits, general plan amendments and re-zonings; prepare reports as required.
• Coordinate work of developers, contractors and City agencies; prepare work programs and schedules for projects; monitor timely completion.
• Research complex planning cases, issues and projects for various agencies and the public; provide staff support to planning boards and commissions.
• Collect and organize specialized data for periodic reports, presentations and maintenance of information related to community needs, goals and services; analyze alternative solutions to ensure system changes conform to strategies and policies in assigned area. 28 Senior Planner Page | 2
• Attend and participate in a variety of group meetings; stay abreast of new trends and innovations in the field of urban planning and development.
• Respond to public inquiries in a courteous manner; provide information within the area of assignment including planning, environmental review and zoning matters; resolve complaints in an efficient and timely manner. • Perform related duties and responsibilities as required.

KNOWLEDGE/ABILITIES/SKILLS
The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Operations, services and activities of a planning program including current and long-range planning. • Principles of lead supervision and training.
• Principles and practices of urban development.
• Applicable rules, regulations, codes and ordinances.
• Methods and techniques of urban planning and development • Complex methods and techniques of planning research and analysis. • Advanced modern office methods, practices, procedures and equipment, including computers and supporting graphic. presentation, mapping and database management programs.
• Planning and design techniques within assigned area.
• Advanced technical report writing.
• Laws, ordinances and regulations governing planning activities in assigned area. • Pertinent Federal, State and local codes, laws and regulations. • Methods and techniques of evaluating site planning and design principles.

Ability to:
• Lead, organize and review the work of staff in the area of work assigned including current and long-range planning. • Independently perform the most difficult planning tasks. • Analyze and compile technical and statistical information and reports. • Interpret, explain and enforce planning program policies and procedures. • Coordinate activities with developers, contractors, consultants, agencies and departments. • Interpret and apply laws, ordinances and regulations governing planning activities in assigned area. • Perform complex technical research and analyze data.
• Operate office equipment including computers and supporting word processing and spreadsheet applications. 29 Senior Planner Page | 3
• Work independently in the absence of supervision.
• Understand and follow oral and written instructions.
• Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work. • Maintain physical condition appropriate to the performance of assigned duties and responsibilities.

Education and/or Experience
• Four (4) years of responsible planning experience including some lead supervisory responsibility. • Equivalent to a Bachelor’s degree from an accredited college or university with major course works in urban planning or a related field. • Experience in a California municipal government setting is highly desirable.

License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment.

PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

This job description is not a contract. The City may revise this job description at any time.

Adopted by City Council August 2007
Revised by City Council April 28, 2026
Bargaining Unit MMCEA
FLSA Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Frm 700 Filer Yes
30 Principal Planner Page | 1
CITY
Principal Planner

DEFINITION
Under general direction, the Principal Planner manages the most complex and difficult current and long-range planning projects, environmental review, development review, and land use policy implementation.

DISTINGUISHING CHARACTERISTICS
The Principal Planner is a highest‑level classification within the Planner series. Incumbents perform advanced professional and policy‑shaping work and lead planning initiatives. This classification is distinguished from the Senior Planner, which focuses on managing complex projects and providing lead direction, and from the Planning Manager, whose duties center on supervision, budgeting, and division administration. The Principal Planner emphasizes expert‑level analysis and major policy development rather than full managerial oversight.

SUPERVISION RECEIVED AND EXERCISED:

Receives direction from the Community Development Director, Deputy Community Development Director or Planning Manager. Exercises general direction and supervision over professional, technical and administrative support staff.

EXAMPLES OF ESSENTIAL FUNCTIONS
The following duties are representative of the range of duties assigned to this classification. The omission of specific statements does not exclude them from the position if the work is similar, related, or a logical assignment. • Organize, supervise and participate in the planning division programs, including current and long-range planning, environmental review and, housing functions.
• Responsible for site review, architectural approval, C.E.Q.A. review, preparation of reports on land use issues, updates on the General Plan and zoning ordinances.
• Serves as staff to the Planning Commission, providing information and making presentations on projects. • Interprets ordinances and regulations as they apply to planning applications. • Assists in the preparation, maintenance and implementation of the division's budget and objectives. • Supervise, train and evaluate professional and technical staff in the division. • Represents the City at meetings of various public groups, local and regional planning committees. • Performs research, planning and technical analysis on complex planning projects. • Administers planning and environmental consulting contracts and provides oversight on studies requested by the Planning Commission and City Council.
• Coordinates work of developers, contractors and city agencies; prepares work programs and schedules for projects, monitoring timely completion.
• Receives, reviews and processes development applications for variances, use permits, general plan amendments and re-zonings; prepares reports as required.
• Monitors legislation, regulatory changes, and court decisions affecting planning; evaluates applicability to City operations and proactively implements required updates.
31 Principal Planner Page | 2

KNOWLEDGE/ABILITIES/SKILLS
The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Principles, practices and purposes of city planning.
• Statistical analyses as applied to land use, transportation, zoning and general plan studies. • Laws, regulations, ordinances and codes related to municipal planning. • Principles of supervision and management, training and performance evaluation. • Technical report writing.
• Budgetary preparation methods.

Ability to:
• Analyze difficult problems, develop a course of action and follow through on implementation. • Demonstrate sound professional judgement, reason logically and use imaginative and creative thinking to develop sound solutions. • Communicate clearly, concisely and effectively both orally and in writing. • Develop and maintain good public relations with members of the public, elected officials, city commissions, boards and other committees.
• Understand quality site planning and architectural design. • Interpret, explain and enforce planning program policies and procedures. • Develop program objectives, budgetary requirements and implement action plans. • Guide and evaluate the work of others providing clear direction, accountability and feedback. • Present, explain and interpret complex information in understandable terms for non-technical members of the public and elected officials.
• Operate a personal computer and learn appropriate applications for storage and retrieval of information.

EXPERIENCE AND TRAINING GUIDELINES
Anycombination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain knowledge and abilities would be:

Education and/or Experience
• Possession of a bachelor’s degree in planning, Urban Studies or a closely related field from an accredited college or university. A master’s degree in planning, Urban Studies or public or business administration is desirable. • Five years of increasingly responsible municipal planning experience including management or supervisory responsibility. • Experience in a California municipal government setting is highly desirable. 32 Principal Planner Page | 3
License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment. • Certification from the American Institute of Certified Planners (AICP) is desirable.

PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

This job description is not a contract. The City may revise this job description at any time.

Adopted by City Council September 14, 1999
Revised by City Council April 28, 2026
Bargaining Unit MMCEA
FLSA Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Form 700 Filer Yes
33 Planning Manager Page | 1
Classified as Highly Confidential
Planning Manager

DEFINITION
Under general direction, the Planning Manager plans, organizes, directs, and manages the day-to-day operations of the Planning Division. This is a management-level classification responsible for overseeing current and long-range planning programs, environmental review, development review, and land use policy implementation. The Planning Manager serves as a subject matter expert and key advisor to the Deputy Director and Director on complex planning matters, represents the City before the Planning Commission and City Council, and coordinates with regional and state agencies.

DISTINGUISHING CHARACTERISTICS:

The Planning Manager is a single-position management classification distinguished from senior-level planning positions by its full supervisory authority, including hiring, discipline, performance management, and promotion, and its broad administrative responsibility for the entire Planning Division. The position differs from the Deputy Community Development Director in that it focuses specifically on planning program delivery rather than cross-divisional department leadership.

SUPERVISION EXERCISED AND RECEIVED:

Receives general direction from the Community Development Director or Deputy Community Development Director. Exercises general direction and supervision over professional, technical and administrative support staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

Division Management & Leadership
• Plans, manages, and oversees the daily functions, operations, and activities of the Planning Division; develops and implements divisional goals, policies, and priorities aligned with Department and City Council objectives. • Prepares, monitors, and administers the Planning Division budget; tracks expenditures, identifies variances, and ensures fiscally responsible operations.
• Supervises, assigns, guides, and conducts quality reviews of the work of planning staff; monitors work products for timeliness and quality; reviews work plans, staff assignments, and project schedules; prioritizes and resolves conflicts to ensure goals are met. • Coaches staff professional development; conducts performance evaluations; manages personnel actions including hiring, discipline, and corrective action.
• Fosters a collaborative team culture; understands and implements City goals to advance planning programs and community outreach.

Current & Long-Range Planning
• Manages and participates in the preparation and review of environmental impact reports, initial studies, negative declarations, and other CEQA documentation.
• Oversee the processing of development applications including general plan amendments, specific plans, zone changes, use permits, variances, subdivisions, and design review.
• Directs and participates in updates to the General Plan, Zoning Code, Housing Element, and other long-range policy documents; ensures consistency among planning documents and applicable state law. 34 Planning Manager Page | 2
Classified as Highly Confidential
• Manages significant planning projects, including mixed-use and multi-family developments, transit-oriented projects, and infill housing around Caltrain stations and downtown areas.
• Formulates and recommends policies on development, growth, land use, transportation, housing, environmental quality, and historic preservation.

Commission & Council Support
• Serves as primary liaison to the Planning Commission; trains and guides staff in the preparation of legally defensible staff reports and conditions of approval; attends Planning Commission meetings and ensures timely production of agendas, staff reports, public notices and minutes
• Prepares and presents complex staff reports, resolutions, and ordinances to the Planning Commission, City Council, and other boards, committees, and commissions.
• Provides highly technical and politically sensitive staff assistance to the Deputy Director and Director on land use and planning matters.

Public & Interagency Relations
• Directs and personally conducts public outreach, community engagement, and communications programs related to planning initiatives; responds to difficult or complex public inquiries. • Represents the City with regional and state agencies; participates in countywide and regional planning working groups including housing, transportation, and environmental programs.
• Coordinates planning activities with Public Works, Building, Code Enforcement and other City departments to ensure integrated project delivery.
• Receives, investigates, and responds to complaints from the public and other agencies in a professional manner; identifies issues and takes appropriate corrective action.

Research, Analysis & Compliance
• Conducts complex organizational studies, policy research, and special investigations; recommends modifications to programs, policies, and procedures.
• Monitors legislation, regulatory changes, and court decisions affecting planning; evaluates applicability to City operations and proactively implements required updates.
• Attends professional conferences and meetings; stays current with trends, best practices, and innovations in municipal planning. • Performs other related duties as assigned.

KNOWLEDGE/ABILITIES/SKILLS
The following are a representativesample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Principles, practices, and techniques of urban and regional planning, including current and long-range planning, zoning, land use, environmental review, housing policy, and historic preservation. 35 Planning Manager Page | 3
Classified as Highly Confidential
• California planning and zoning law, the California Environmental Quality Act (CEQA), Subdivision Map Act, Housing Accountability Act, and other applicable federal, state, and local laws.
• Principles and practices of public administration, management, supervision, and personnel administration. • Methods and techniques of public engagement, community outreach, and external communications. • Budget preparation, administration, and fiscal management practices.

Ability to:
• Plan, direct, and integrate multiple planning sub-functions including long-range planning, development review, environmental review, and public permitting.
• Motivating and supportive leadership with excellent people and project management skills; strategic perspective on the short- and long-term impacts of land use on the community.
• Conduct persuasive formal presentations to diverse audiences; facilitate public processes; convey technical planning concepts clearly to both technical and non-technical audiences.
• Handle sensitive and politically charged situations with tact, diplomacy, and sound judgment. • Represent the City's interests in negotiations and dealings with developers, state agencies, and regional partners. • Prepare clear and concise staff reports, correspondence, policies, and legal documents. • Work cooperatively and productively with City departments, outside agencies, and the public; convey a positive image of the City.

Education and/or Experience
• Bachelor's degree from an accredited college or university in Urban Planning, City and Regional Planning, Architecture, Public Administration, or a closely related field. A Master's degree is preferred. • Five (5) years of progressively responsible professional experience in municipal planning, including at least two (2) years in a lead, supervisory, or management capacity.
• Experience in a California municipal government setting is highly desirable.

License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment. • American Institute of Certified Planners (AICP) certification is highly desirable. 36 Planning Manager Page | 4
Classified as Highly Confidential
PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

This job description is not a contract. The City may revise this job description at any time.

Adopted by City Council April 28, 2026
Revised by City Council NA
Bargaining Unit MMCEA
FLSA Exempt
DOT No
Pre-Employment Physical No
Safety Sensitive No
Form 700 Filer Yes
37 Deputy Director of Community Development and Planning Page 1 of 5

Deputy Director of Community Development and Planning

DEFINITION
The Deputy Director of Community Development and Planning is responsible for providing professional-level support to the Director in a variety of areas. Assists in short and long-term planning, development, and administration of the Department's policies, procedures, and services.

Successful performance of the work requires a professional background, as well as skills in coordinating departmental work with other City departments and public agencies. Acts as department director as assigned.

The position is responsible for providing visionary leadership to guide planning efforts, formulating complex policy positions, developing innovative strategies to further implementation of the General Plan, securing meaningful and representative public input in the planning process, and preparing an excellent work product that reflects the goals and policy values of the City, and the affected communities. The position will develop and implement new initiatives and process improvements that improve the quality of life for the City’s residents and visitors.

DISTINGUISHING CHARACTERISTICS
This class is distinguished from the Director of Community Development and Planning in that the latter has overall responsibility for all community development programs, functions, and activities, and for developing, implementing, and interpreting public policy. The incumbent has a broad range of independence within policy parameters and works under minimal direction, following general guidelines or professional and administrative standards in accomplishing assignments.

SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the Director of Community Development and Planning.

This position exercises direct supervision over professional, technical and administrative staff.

EXAMPLES OF ESSENTIAL FUNCTIONS:

The following duties are representative of the range of duties assigned to this classification. The omission of specific statements does not exclude them from the position if the work is similar, related, or a logical assignment. • Recommend and assist in the implementation of department goals, objectives, policies, and priorities; develop strategies to build a sustainable organization and meet city strategic objectives. • Evaluate operations and activities of assigned responsibilities; recommend improvements and modifications; prepare various reports on operations and activities.
• Assist with the administration of the City's General Plan and Zoning Ordinance, Specific Plans, land use entitlements and development proposals including long-range and current planning proposals, grading and building plan checking and permit issuance, development proposals, land surveying, construction, business license and planning, business and industrial recruitment, business retention and expansion, retail recruitment, and foreign trade and civil and traffic engineering as it relates to private development activities; closely coordinate this work with input from other departments and divisions within the City. • Assist and participate in the development and administration of the department's annual budget; recommend and assist with the forecast of additional funds needed for staffing, equipment, materials, and supplies; the monitoring of and approving expenditures; and implement budgetary adjustments as necessary.
• Manage discretionary reviews and interact with applicants as necessary to resolve project issues.

38 Deputy Director of Community Development and Planning Page 2 of 5 • Manage the Department’s Planning consultants and all aspects of their consultant contracts. • Identify funding sources, applies for state and federal funds, and obtains construction financing for projects; prepares and submits various budgetary documents to funding agencies; manages affordable housing loan portfolio, and portfolio or income restricted units.
• Assist to select, train, motivate, and direct department personnel; evaluate and review work for acceptability and conformance with department and city standards, coaches, counsels, recommends progressive discipline; responds to staff questions and concerns. • Assess and monitor workload, administrative and support systems and internal reporting relationships; identify opportunities for improvement; recommend and implement changes.
• Assign projects and programmatic areas of responsibility; review and evaluate work methods and procedures; meet with key staff to identify and resolve problems.
• Prepares and presents a variety of reports to the City Council, Planning Commission, City Manager, and others, including staff reports, monthly and periodic reports, data compilation, and responses to inquiries. • Oversee the preparation and administration of the City's comprehensive general plan within established policies and procedures. • Direct preparation of zoning ordinances and zoning maps, and the revision of such ordinances and maps. • Interpret departmental policies and governing codes and regulations to departmental employees. • Represent the Department before a variety of governing bodies including city committees, commissions, City Council, etc. • Function as a member of the City's management team and participates actively in addressing issues of concern to the City, which at times may not have a direct impact on area of specialization. • Perform related duties as assigned.

KNOWLEDGE/ABILITIES/SKILLS
The following are a representative sample of the knowledge/abilities and skills necessary to perform essential duties of the position.

Knowledge of:
• Extensive knowledge of administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff, either directly or through subordinate levels of supervision. • Interpret, apply and explain applicable Federal, State, and local laws, codes and regulations. • Public agency budgetary, contract administration, citywide administrative practices, and general principles or risk management related to the functions of the assigned areas.
• City of Belmont General Plan and Zoning Ordinance and applicable state laws regulating the same. • Principles and practices of economic and community development including planning, building and housing. • Transit oriented development.
39 Deputy Director of Community Development and Planning Page 3 of 5 • Land use entitlement processes and procedures including specific plans, development agreements, Subdivision Map Act, Cortese Knox, Surface Mining and Reclamation Act.
• Regional planning and transportation projects affecting the City. • Extensive knowledge of, planning and development, design and construction, and principles of building code compliance. • Aesthetic and physical design concepts, demographic, environmental, economic, and social concepts as applied to municipal planning, community development, and housing.
• Contract negotiation and administration.
• Techniques for reviewing designs, plans, specifications, estimates, reports, and recommendations related to private and development public works projects.
• Land development, particularly as it relates to Federal, State and local laws or regulations and to City procedures affecting engineering activities.
• Principles of research and effective report preparation. • Administration, budgeting, and personnel management.

Ability to:
• Assist with planning, directing and coordinating the work of the Department. • Help prepare and administer a department budget.
• Communicate clearly and concisely, both orally and in writing. • Research and prepare complex and planning reports.
• Represent the interests of the City with a variety of boards, committees, commissions, outside agencies, and the public. • Read and interpret maps, sketches, plans, drawings, specifications, and technical manuals. • Select, train, supervise and evaluate employees.
• Make sound and effective decisions regarding operational and personnel functions. • Respond to emergency and problem situations in an effective manner. • Communicate and present complex and technical information in a simple, clear and straightforward manner, including the use of graphs and tables as needed.
• Communicate effectively to different audiences, including members of the public, elected officials, and various levels of City management.
40 Deputy Director of Community Development and Planning Page 4 of 5 • Comprehend technical details and understand how they relate to and impact the “big picture”. • Work both independently and as part of a team in a fast-paced, high-pressure environment with tight time constraints. • Demonstrate an understanding of municipal activities and services and their impact on the community. • Maintain a high level of ethics and objectivity while effectively navigating a political environment. • Manage and oversee diverse program areas with varying disciplines. • Analyze complex or unusual situations and resolve them using sound management and professional principles. • Develop comprehensive plans that address current and future City service needs. • Address conflict constructively and facilitate effective resolutions. • Develop and implement new policies that impact departmental operations and procedures. • Attend and actively participate in meetings and events held during evenings and weekends. • Demonstrate and understanding of municipal activities and services and how they impact the community. • Maintain a high level of ethics and objectivity while effectively navigating a political environment. • Manage and oversee diverse program areas with varying disciplines. • Analyze unusual situations and resolve them through application of management and professional principles and practices. • Develop comprehensive plans to meet future City needs/services. • Deal constructively with conflict and develop effective resolutions. • Develop new policies impacting departmental operations/procedures.

Experience
• Five (5) years of progressively responsible supervisory and management experience; • Five (5) years of full-time professional employment reflecting work in integrating multi-discipline long-range planning policies, community and economic development, including, environmental regulations, climate resiliency, conservation, infrastructure, public outreach, or civic engagement.
• Experience in a California municipal government setting is highly desirable. 41 Deputy Director of Community Development and Planning Page 5 of 5 Education
License/Certification/Special Requirements
• Possession of, or ability to obtain, a valid California Driver's License by time of appointment.

PHYSICAL AND ENVIRONMENTAL WORKING CONDITIONS:

This job description is not a contract. The City may revise this job description at any time.

A Bachelor's degree from an accredited college or university with major coursework in urban planning, public administration, environmental studies, or a closely related field.

Highly desirable candidates will have:

A master's degree from an accredited college or university in planning, law, political science, public administration, or a related field. Participation in professional organizations, training and coaching experience, and continued learning are also highly valued.

Adopted by City Council May 23, 2023
Revised by City Council April 28, 2026
Bargaining Unit Unrepresented
FLSA Exempt
DOT No
Pre-Appointment Medical No
Safety Sensitive No
Form 700 Yes
42 City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26, 2026
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Accountant I 1/4/2026 MMCEA $ 7,634.28 $ 8,015.99 $ 8,416.79 $ 8,837.63 $ 9,279.51 $ 9,743.49 Accountant II 1/4/2026 MMCEA $ 8,422.05 $ 8,843.15 $ 9,285.31 $ 9,749.58 $ 10,237.06 $ 10,748.91 Accountant III 1/4/2026 MMCEA $ 9,745.90 $ 10,233.20 $ 10,744.86 $ 11,282.10 $ 11,846.21 $ 12,438.52 Accounting Services Supervisor 1/4/2026 MMCEA $ 8,994.29 $ 9,444.00 $ 9,916.20 $ 10,412.01 $ 10,932.61 $ 11,479.24 Accounting Technician I 7/6/2025 AFSCME $ 5,936.70 $ 6,233.54 $ 6,545.22 $ 6,872.48 $ 7,216.10 Accounting Technician II 7/6/2025 AFSCME $ 6,530.54 $ 6,857.07 $ 7,199.92 $ 7,559.92 $ 7,937.91 Accounting Technician Ill 7/6/2025 AFSCME $ 7,334.22 $ 7,700.93 $ 8,085.97 $ 8,490.27 $ 8,914.79 Administrative Assistant 1/4/2026 MMCEA $ 6,507.77 $ 6,833.16 $ 7,174.82 $ 7,533.56 $ 7,910.24 $ 8,305.75 Administrative Services Director 7/6/2025 Unrep $ 16,242.30 $ 22,617.41 Assistant City Manager 7/6/2025 Unrep $ 18,821.57 $ 24,637.43 Assistant Civil Engineer 1/4/2026 MMCEA $ 8,998.23 $ 9,448.14 $ 9,920.55 $ 10,416.58 $ 10,937.41 $ 11,484.28 Assistant Planner 1/4/2026 MMCEA $ 8,001.76 $ 8,401.85 $ 8,821.94 $ 9,263.04 $ 9,726.19 $ 10,212.50 Assistant PW Director/City Engineer 1/4/2026 MMCEA $ 15,283.91 $ 16,048.11 $ 16,850.52 $ 17,693.05 $ 18,577.70 $ 19,506.59 Associate Civil Engineer 1/4/2026 MMCEA $ 10,220.57 $ 10,731.60 $ 11,268.18 $ 11,831.59 $ 12,423.17 $ 13,044.33 Associate Planner 1/4/2026 MMCEA $ 9,015.36 $ 9,466.13 $ 9,939.44 $ 10,436.41 $ 10,958.23 $ 11,506.14 Building Inspector I 7/6/2025 AFSCME $ 8,429.57 $ 8,851.04 $ 9,293.60 $ 9,758.28 $ 10,246.19 Building Inspector II 7/6/2025 AFSCME $ 8,941.44 $ 9,388.52 $ 9,857.94 $ 10,350.84 $ 10,868.38 City Attorney 10/12/2025 Unrep $ 27,469.35
City Clerk/Constituent Services Manager 1/4/2026 City Clerk $ 12,589.70 $ 13,219.19 $ 13,880.15 $ 14,574.16 $ 15,302.87 $ 16,068.01 City Manager 9/14/2025 Unrep $ 31,017.94
Chief Building Official 1/4/2026 MMCEA $ 12,495.12 $ 13,119.88 $ 13,775.87 $ 14,464.66 $ 15,187.89 $ 15,947.28 Code Enforcement Officer 7/6/2025 AFSCME $ 7,920.80 $ 8,316.83 $ 8,732.67 $ 9,169.31 $ 9,627.77 Community Development Director 7/6/2025 Unrep $ 16,892.00 $ 22,217.20 Community Engagement Specialist 1/4/2026 Unrep $ 9,516.89 $ 9,992.73 $ 10,492.37 $ 11,016.99 $ 11,567.84 $ 12,146.23 Community Service Officer 1/4/2026 BPOA $ 5,778.91 $ 6,067.86 $ 6,371.26 $ 6,689.81 $ 7,024.31 $ 7,375.51 Construction Inspector 7/6/2025 AFSCME $ 9,363.60 $ 9,831.78 $ 10,323.36 $ 10,839.54 $ 11,381.51 Deputy Planning and Comm Dev Director 1/4/2026 Unrep $ 15,230.32 $ 15,991.84 $ 16,791.43 $ 17,631.00 $ 18,512.55 $ 19,438.18 Deputy City Clerk 1/4/2026 MMCEA $ 6,875.19 $ 7,218.95 $ 7,579.90 $ 7,958.90 $ 8,356.85 $ 8,774.69 Deputy Finance Director 1/4/2026 MMCEA $ 13,488.13 $ 14,162.54 $ 14,870.67 $ 15,614.20 $ 16,394.91 $ 17,214.66 Electrician 7/6/2025 AFSCME $ 7,639.34 $ 8,021.30 $ 8,422.37 $ 8,843.48 $ 9,285.66 Engineering Technician 7/6/2025 AFSCME $ 7,580.60 $ 7,959.64 $ 8,357.62 $ 8,775.50 $ 9,214.28 Monthly Pay Rates
1 43
City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26, 2026
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Equipment Operator 7/6/2025 AFSCME $ 6,716.16 $ 7,051.98 $ 7,404.57 $ 7,774.80 $ 8,163.54 Executive Assistant To City Manager 1/4/2026 MMCEA $ 7,572.83 $ 7,951.47 $ 8,349.04 $ 8,766.49 $ 9,204.81 $ 9,665.05 Finance Director 7/6/2025 Unrep $ 16,892.00 $ 22,276.33 Accounting/Budget Manager 1/4/2026 MMCEA $ 11,457.13 $ 12,029.99 $ 12,631.49 $ 13,263.06 $ 13,926.21 $ 14,622.52 GIS Coordinator I 1/4/2026 MMCEA $ 8,249.07 $ 8,661.52 $ 9,094.60 $ 9,549.33 $ 10,026.80 $ 10,528.14 GIS Coordinator II 1/4/2026 MMCEA $ 9,470.01 $ 9,943.51 $ 10,440.69 $ 10,962.72 $ 11,510.86 $ 12,086.40 GIS Coordinator III 1/4/2026 MMCEA $ 11,113.28 $ 11,668.94 $ 12,252.39 $ 12,865.01 $ 13,508.26 $ 14,183.67 Head Teacher 7/6/2025 AFSCME $ 4,956.32 $ 5,204.14 $ 5,464.35 $ 5,737.57 $ 6,024.44 Housing and Economic Development Manager 1/4/2026 MMCEA $ 11,457.13 $ 12,029.99 $ 12,631.49 $ 13,263.06 $ 13,926.21 $ 14,622.52 Housing Specialist 1/4/2026 MMCEA $ 9,015.36 $ 9,466.13 $ 9,939.44 $ 10,436.41 $ 10,958.23 $ 11,506.14 IT Business System Analyst 1/4/2026 Unrep $ 12,225.64 $ 12,836.92 $ 13,478.77 $ 14,152.71 $ 14,860.35 $ 15,603.37 Information Technology Manager 1/4/2026 Unrep $ 13,593.10 $ 14,272.76 $ 14,986.40 $ 15,735.72 $ 16,522.51 $ 17,348.64 Lead Police Dispatcher 1/4/2026 BPOA $ 8,928.73 $ 9,373.06 $ 9,844.13 $ 10,336.86 $ 10,852.48 $ 11,395.10 Maintenance Worker I 7/6/2025 AFSCME $ 5,553.22 $ 5,830.87 $ 6,122.42 $ 6,428.54 $ 6,749.96 Maintenance Worker II 7/6/2025 AFSCME $ 6,147.06 $ 6,454.41 $ 6,777.13 $ 7,115.98 $ 7,471.79 Management Analyst II 1/4/2026 MMCEA $ 9,359.91 $ 9,827.91 $ 10,319.31 $ 10,835.28 $ 11,377.04 $ 11,945.89 Management Analyst I 1/4/2026 MMCEA $ 8,593.61 $ 9,023.29 $ 9,474.45 $ 9,948.17 $ 10,445.58 $ 10,967.86 Mechanic 7/6/2025 AFSCME $ 6,810.44 $ 7,150.96 $ 7,508.51 $ 7,883.94 $ 8,278.13 Office Assistant I 7/6/2025 AFSCME $ 5,270.22 $ 5,533.74 $ 5,810.42 $ 6,100.94 $ 6,405.98 Office Assistant II 7/6/2025 AFSCME $ 5,854.80 $ 6,147.54 $ 6,454.93 $ 6,777.67 $ 7,116.55 Parks & Recreation Director 7/6/2025 Unrep $ 16,855.66 $ 22,217.86 Parks and Facilities Maintenance Worker I 5 7/6/2025 AFSCME $ 5,553.22 $ 5,830.87 $ 6,122.42 $ 6,428.54 $ 6,749.96 Parks and Facilities Maintenance Worker II 5 7/6/2025 AFSCME $ 6,147.06 $ 6,454.41 $ 6,777.13 $ 7,115.98 $ 7,471.79 Parks and Facilities Manager 5 1/4/2026 MMCEA $ 11,218.44 $ 11,779.36 $ 12,368.33 $ 12,986.75 $ 13,636.09 $ 14,317.89 Parks and Facilities Supervisor 1/4/2026 MMCEA $ 9,026.79 $ 9,478.13 $ 9,952.04 $ 10,449.64 $ 10,972.12 $ 11,520.73 Payroll Manager 1/4/2026 Unrep $ 11,457.13 $ 12,029.99 $ 12,631.49 $ 13,263.06 $ 13,926.21 $ 14,622.52 Permit Technician 7/6/2025 AFSCME $ 7,183.16 $ 7,542.32 $ 7,919.43 $ 8,315.40 $ 8,731.17 Planning Manager 4/28/2026 MMCEA $ 13,515.83 $ 14,191.62 $ 14,901.20 $ 15,646.26 $ 16,428.57 $ 17,250.00 Planning Technician 7/6/2025 AFSCME $ 7,183.16 $ 7,542.32 $ 7,919.43 $ 8,315.40 $ 8,731.17 Police Captain 1/4/2026 MMCEA $ 15,593.20 $ 16,372.86 $ 17,191.50 $ 18,051.08 $ 18,953.63 $ 19,901.31 Police Chief 7/6/2025 Unrep $ 18,821.57 $ 25,138.56
Police Corporal Advanced POST 1/4/2026 BPOA $ 11,352.68 $ 11,920.32 $ 12,516.33 $ 13,142.15 $ 13,799.25 $ 14,489.21 Police Corporal Basic POST 1/4/2026 BPOA $ 10,298.44 $ 10,813.35 $ 11,354.02 $ 11,921.72 $ 12,517.80 $ 13,143.70 Monthly Pay Rates
2 44
City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26, 2026
Position Effective Date Labor Group Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Police Corporal Intermediate POST 1/4/2026 BPOA $ 10,811.24 $ 11,351.81 $ 11,919.39 $ 12,515.35 $ 13,141.13 $ 13,798.19 Police Dispatcher 1/4/2026 BPOA $ 7,901.29 $ 8,296.35 $ 8,711.17 $ 9,146.73 $ 9,604.07 $ 10,084.27 Police Lieutenant 1/4/2026 MMCEA $ 14,063.46 $ 14,766.63 $ 15,504.96 $ 16,280.21 $ 17,094.22 $ 17,948.93 Police Officer Advanced POST 1/4/2026 BPOA $ 10,811.24 $ 11,351.80 $ 11,919.39 $ 12,515.36 $ 13,141.13 $ 13,798.19 Police Officer Basic POST 1/4/2026 BPOA $ 9,807.44 $ 10,297.81 $ 10,812.70 $ 11,353.34 $ 11,921.01 $ 12,517.06 Police Officer Intermediate POST 1/4/2026 BPOA $ 10,298.44 $ 10,813.36 $ 11,354.02 $ 11,921.72 $ 12,517.80 $ 13,143.69 Police Officer Recruit 1/4/2026 BPOA $ 7,293.98
Police Records Specialist I 1/4/2026 BPOA $ 5,854.02 $ 6,146.72 $ 6,454.06 $ 6,776.76 $ 7,115.60 $ 7,471.38 Police Records Specialist II 1/4/2026 BPOA $ 6,146.86 $ 6,454.20 $ 6,776.91 $ 7,115.76 $ 7,471.55 $ 7,845.13 Police Sergeant Advanced POST 1/4/2026 BPOA $ 12,730.18 $ 13,366.69 $ 14,035.02 $ 14,736.77 $ 15,473.61 $ 16,247.29 Police Sergeant Intermediate POST 1/4/2026 BPOA $ 12,121.91 $ 12,728.01 $ 13,364.41 $ 14,032.63 $ 14,734.26 $ 15,470.97 Principal Management Analyst 1/4/2026 Unrep $ 12,461.27 $ 13,084.33 $ 13,738.55 $ 14,425.48 $ 15,146.75 $ 15,904.09 Principal Planner 1/4/2026 MMCEA $ 12,739.60 $ 13,376.58 $ 14,045.41 $ 14,747.68 $ 15,485.06 $ 16,259.31 Public Works Director 7/6/2025 Unrep $ 17,798.81 $ 22,760.23 Public Works Field Supervisor 1/4/2026 MMCEA $ 9,026.79 $ 9,478.13 $ 9,952.04 $ 10,449.64 $ 10,972.12 $ 11,520.73 Public Works Services Manager 1/4/2026 MMCEA $ 12,460.84 $ 13,083.88 $ 13,738.07 $ 14,424.97 $ 15,146.22 $ 15,903.53 PW Lead Maintenance 7/6/2025 AFSCME $ 7,051.72 $ 7,404.30 $ 7,774.52 $ 8,163.24 $ 8,571.41 Recreation Manager 1/4/2026 MMCEA $ 10,303.47 $ 10,818.64 $ 11,359.57 $ 11,927.55 $ 12,523.93 $ 13,150.13 Recreation Program Coordinator 1/4/2026 MMCEA $ 6,507.79 $ 6,833.18 $ 7,174.84 $ 7,533.58 $ 7,910.26 $ 8,305.77 Recreation Specialist II 7/6/2025 AFSCME $ 4,388.80 $ 4,608.93 $ 4,839.47 $ 5,082.13 $ 5,335.20 Recreation Supervisor 1/4/2026 MMCEA $ 8,607.89 $ 9,038.28 $ 9,490.19 $ 9,964.70 $ 10,462.94 $ 10,986.09 Senior Civil Engineer 1/4/2026 MMCEA $ 12,569.52 $ 13,198.00 $ 13,857.90 $ 14,550.80 $ 15,278.34 $ 16,042.26 Senior Management Analyst 1/4/2026 MMCEA $ 10,835.26 $ 11,377.02 $ 11,945.87 $ 12,543.16 $ 13,170.32 $ 13,828.84 Senior Mechanic 7/6/2025 AFSCME $ 7,234.18 $ 7,595.88 $ 7,975.68 $ 8,374.46 $ 8,793.19 Senior Permit Technician 7/6/2025 AFSCME $ 8,315.40 $ 8,731.17 $ 9,167.73 $ 9,626.12 $ 10,107.43 Senior Planner 1/4/2026 MMCEA $ 10,269.16 $ 10,782.62 $ 11,321.75 $ 11,887.84 $ 12,482.23 $ 13,106.34 Sr Parks and Facilties Maintenance Worker 5 7/6/2025 AFSCME $ 7,051.72 $ 7,404.30 $ 7,774.52 $ 8,163.24 $ 8,571.41 Street Sweeper Operator 7/6/2025 AFSCME $ 6,423.83 $ 6,745.02 $ 7,082.28 $ 7,436.38 $ 7,808.21 Teacher 7/6/2025 AFSCME $ 4,309.91 $ 4,525.40 $ 4,751.67 $ 4,989.25 $ 5,238.72 Teacher's Aide 7/6/2025 AFSCME $ 3,773.47 $ 3,960.67 $ 4,158.27 $ 4,368.00 $ 4,586.40 Technology Specialist I 1/4/2026 MMCEA $ 8,126.14 $ 8,532.45 $ 8,959.07 $ 9,407.02 $ 9,877.37 $ 10,371.24 Technology Specialist II 1/4/2026 MMCEA $ 10,076.67 $ 10,580.50 $ 11,109.53 $ 11,665.01 $ 12,248.26 $ 12,860.67 Technology Specialist III 1/4/2026 MMCEA $ 11,114.22 $ 11,669.93 $ 12,253.43 $ 12,866.10 $ 13,509.41 $ 14,184.88 Monthly Pay Rates
3 45
City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26, 2026
Unrepresented Per Diem Positions
Position Effective Date Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Accounting Technician I 1 7/6/2025 $ 34.25 $ 35.96 $ 37.76 $ 39.65 $ 41.63 Accounting Technician II 1 7/6/2025 $ 37.68 $ 39.56 $ 41.54 $ 43.61 $ 45.80 Accounting Technician III 1 7/6/2025 $ 42.31 $ 44.43 $ 46.65 $ 48.98 $ 51.43 Administrative Assistant 1 1/4/2026 $ 37.54 $ 39.42 $ 41.39 $ 43.46 $ 45.64 $ 47.92 Associate Civil Engineer 1 1/4/2026 $ 58.96 $ 61.91 $ 65.01 $ 68.26 $ 71.67 $ 75.26 Building Attendant I 4** 1/1/2026 $ 19.90 $ 20.90 $ 21.95 $ 23.05 $ 24.20 Building Attendant II 4** 1/1/2026 $ 21.89 $ 22.98 $ 24.13 $ 25.34 $ 26.61 Dispatcher, Per Diem 3 1/4/2026 $ 51.51 $ 54.08 $ 56.79 $ 59.64 $ 62.61 $ 65.74 Electrician 1 7/6/2025 $ 44.07 $ 46.28 $ 48.59 $ 51.02 $ 53.57 Head Teacher 1 7/6/2025 $ 28.59 $ 30.02 $ 31.53 $ 33.10 $ 34.76 Intern I 1/1/2026 $ 18.95 $ 19.90 $ 20.90 $ 21.95 $ 23.05 Intern II 1/1/2026 $ 25.06 $ 26.31 $ 27.63 $ 29.01 $ 30.46 Lifeguard/Swim Instructor I *** 1/1/2026 $ 20.70 $ 21.74 $ 22.83 $ 23.97 $ 25.17 Lifeguard/Swim Instructor II *** 1/1/2026 $ 21.79 $ 22.88 $ 24.02 $ 25.22 $ 26.48 Maintenance Worker I 1 7/6/2025 $ 32.04 $ 33.64 $ 35.32 $ 37.09 $ 38.94 Nutrition Site Coordinator 1/1/2026 $ 24.35 $ 25.57 $ 26.85 $ 28.19 $ 29.60 Office Assistant I 1 7/6/2025 $ 30.41 $ 31.93 $ 33.52 $ 35.20 $ 36.96 Office Assistant II 1 7/6/2025 $ 33.78 $ 35.47 $ 37.24 $ 39.10 $ 41.06 Planning Technician 1 7/6/2025 $ 41.44 $ 43.51 $ 45.69 $ 47.97 $ 50.37 Police Officer (Advanced POST), Per Diem 2 1/4/2026 $ 59.40 $ 62.37 $ 65.49 $ 68.77 $ 72.20 $ 75.81 Police Officer (Basic POST), Per Diem 2 1/4/2026 $ 53.89 $ 56.58 $ 59.41 $ 62.38 $ 65.50 $ 68.78 Police Officer (Inter POST), Per Diem 2 1/4/2026 $ 56.58 $ 59.41 $ 62.38 $ 65.50 $ 68.78 $ 72.22 Police Records Specialist I, Per Diem 1 1/4/2026 $ 33.77 $ 35.46 $ 37.23 $ 39.10 $ 41.05 $ 43.10 Police Records Specialist II, Per Diem 1 1/4/2026 $ 35.46 $ 37.24 $ 39.10 $ 41.05 $ 43.11 $ 45.26 Recreation Leader 4 1/1/2026 $ 18.95 $ 19.90 $ 20.90 $ 21.95 $ 23.05 Recreation Program Coordinator 1 1/5/2025 $ 37.54 $ 39.42 $ 41.39 $ 43.46 $ 45.64 $ 47.92 Recreation Specialist I 4 1/1/2026 $ 22.94 $ 24.09 $ 25.29 $ 26.55 $ 27.88 Recreation Specialist II 4 1/1/2026 $ 25.23 $ 26.49 $ 27.81 $ 29.20 $ 30.66 Hourly Pay Rates
4 46
City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26 2026
Unrepresented Per Diem Positions
Position Effective Date Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Pool Manager 4 *** 1/1/2026 $ 23.97 $ 25.17 $ 26.43 $ 27.75 $ 29.14 Recreation Leader II 4 *** 1/1/2026 $ 20.85 $ 21.89 $ 22.98 $ 24.13 $ 25.34 Street Sweeper Operator 1 7/6/2025 $ 37.06 $ 38.91 $ 40.86 $ 42.90 $ 45.05 Teacher 1 7/6/2025 $ 24.86 $ 26.11 $ 27.41 $ 28.78 $ 30.22 Teacher's Aide 1 7/6/2025 $ 21.77 $ 22.85 $ 23.99 $ 25.20 $ 26.46 Technology Specialist I 1 1/4/2026 $ 46.88 $ 49.23 $ 51.69 $ 54.27 $ 56.98 $ 59.83 Technology Specialist II 1 1/4/2026 $ 58.13 $ 61.04 $ 64.09 $ 67.30 $ 70.66 $ 74.20 Technology Specialist III 1 1/4/2026 $ 64.12 $ 67.33 $ 70.69 $ 74.23 $ 77.94 $ 81.84 Van Driver 4 1/1/2026 $ 22.94 $ 24.09 $ 25.29 $ 26.55 $ 27.88 Notes
Unrepresented per diem: A position having a workweek of fewer hours than the workweek established for full-time positions in the class ** Building Attendants I and II are eligilbe to receive a weekend differential of $1.00 per hour for work performed on Saturdays and Sundays *** Title changes approved by City Council via formal job description adoption March 24, 2026 1 Hourly pay rates derived by multiplying full-time equivalent monthly rate by 12 (months in year) and dividing by 2080 (hours in work year) 2 Hourly pay rates derived by multiplying full-time equivalent monthly rate by 12 (months in year) and dividing by 2184 (hours in work year) 3 Hourly pay rates derived by multiplying full-time Police Dispatcher by 12 (months in year) adding 13% and dividing by 2080 (hours in work year) 4 Tied to Belmont minimum wage as follows:

Recreation Leader - Adjusted to Minimum Wage
Building Attendant I*- 5% Above Above Recreation Ldr
Building Attendant II*- 10% Above Building Attendant I
Lifeguard I - 5% Below Lifeguard II
Lifeguard II - 15% Above Rec Leader
Nutrition Site Coordinator - Tied to Recreation Specialist II Recreation Specialist I - 10% Above Sr. Rec Leader
Recreation Specialist II - 10% Above Rec Spec I
Sr Rec Leader - 10% Above Rec Leader
Sr. Lifeguard - 10% Above Lifeguard II
Van Driver - Tied to Recreation Specialist I
5 "Facilities" added to position title
Hourly Pay Rates
5 47
City of Belmont Master Employee Pay Schedule - Calendar Year 2025 - 2026 Exhibit B Adopted May 26, 2026
Revision History
Resolution 2018-04 Initial Adoption March 13,2018
Resolution 2019-019 Revised Adoption February 23,2021
Resolution 2022-093 Revised Adoption September 27,2022
Resolution 2022-109 Revised Adoption November 8, 2022
Resolution 2023-058 Revised Adoption June 27, 2023
Resolution 2023-074 Revised Adoption September 26, 2023 Resolution 2023-094 Revised Adoption November 28, 2023
Resolution 2024-02 Revised Adpotion January 9, 2024
Resolution 2024-19 Revised Adpotion March 26, 2024
Resolution 2024-53 Revised Adoption June 25, 2024
Resolution 2024-69 Revised Adoption September 24, 2024
Resolution 2024-80 Revised Adoption December 3, 2024
Resolution 2025-23 Revised Adoption March 25, 2025
Resolution 2025-52 Revised Adoption July 8, 2025
Resolution 2025-55 Revised Adoption August 26, 2025
Resolution 2025-77 Revised Adoption November 25, 2025
Resolution 2025-78 Revised Adoption December 9, 2025
Resolution 2026-14 Revised Adoption March 24, 2026
6 48

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Ralston Ave Segment 4 Preliminary Engineering Contract - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Josh Sun, Public Works, (650) 595-7468, [email protected] Agenda Title: Task Order with Kimley-Horn and Associates, Inc. for Community Outreach and Preliminary Engineering Services for the Ralston Avenue Corridor Improvements Segment 4 Project
Agenda Action: Motion
Recommendation
Motion authorizing the City Manager to negotiate and execute an agreement with Kimley-Horn and Associates, Inc. in an amount not to exceed $250,978 to provide professional engineering services for the Ralston Avenue Corridor Improvements Segment 4 Project.

Strategic Focus Area
Infrastructure and Mobility
Background
The Ralston Avenue Corridor Improvements Project is a City Council priority aimed at improving safety, mobility, and livability along one of Belmont’s most important transportation corridors. On August 26, 2014, the City Council adopted Resolution No. 2014-123, approving the Ralston Avenue Corridor Study Conceptual Improvements Plan (link to plan), which established a long-term vision for multimodal improvements along the corridor. For planning purposes, Ralston Avenue was divided into four segments based on surrounding land use and environmental conditions:
• Segment 1: US 101 to El Camino Real
• Segment 2: El Camino Real to South Road
• Segment 3: South Road to Alameda de las Pulgas
• Segment 4: Alameda de las Pulgas to Christian Drive
The study evaluated existing and future traffic conditions, circulation patterns, multimodal operations, and physical gaps in the pedestrian, bicycle, and transit networks. A key objective was to develop contextsensitive transportation improvements that enhance the corridor’s diverse roadway characteristics while addressing the needs of all users. The study ultimately recommended conceptual improvements for each segment.

Segments 1 and 2 were constructed in August 2020, and Segment 3 was completed in September 2022.

These improvements widened sidewalks to meet Americans with Disability Act (ADA) standards, added continuous Class II bike lanes, upgraded curb ramps, installed Rectangular Rapid Flashing Beacons (RRFBs) at high-demand crossings, resurfaced roadway, refined striping for improved traffic operations, 49

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Ralston Ave Segment 4 Preliminary Engineering Contract - Staff Report.docx and preserved mature street trees. Collectively, these enhancements have significantly improved multimodal safety along the corridor.

Segment 4 has been on hold since 2022 due to funding constraints and is currently at approximately 35% preliminary design. To advance the project further, staff proposes a continued phased approach. The next phase will focus on revalidating the existing 35% design developed in 2022, conducting robust community outreach, and refining a final preliminary design prior to advancing into detailed design and construction document preparation. This phase will reassess current conditions, reengage the community to gather feedback, and identify practical, cost-effective improvements to enhance corridor safety. It will also update the 35% design to better position the City for competitive grant opportunities, which increasingly prioritize Complete Streets and multimodal improvements.

In October 2025, the City solicited proposals from its list of on-call civil engineering consultants for this next phase and received formal interest from five firms. Through a competitive qualifications-based selection process, proposals were evaluated and scored based on firm qualifications, proposed team structure, relevant project experience, and past performance. Three firms were shortlisted for in-person interviews, where consultants presented their understanding of the project, potential improvement concepts, and relevant example projects. The interview panel consisted of Public Works staff. Following a comprehensive review, City staff determined that Kimley-Horn and Associates, Inc. is the most qualified consultant firm to provide these services for this specific project.

Analysis
This proposed contract for the Ralston Avenue Corridor Improvements Segment 4 Project will focus on revalidation of the existing 35% design, robust community outreach, and feasibility analysis of potential multimodal corridor improvements along Ralston Avenue from Alameda de las Pulgas to Christian Drive.

The consultant will evaluate traffic conditions and operations, corridor performance, utility constraints, right-of-way impacts, and cost and funding strategies. This work will be supported by community engagement and stakeholder coordination throughout the process. The effort emphasizes Complete Streets principles and multimodal safety improvements, which are key considerations for competitive state and federal grant funding. The consultant will also explore a range of design enhancements informed by public and stakeholder input. The goal is to refine the project to a final preliminary design, including updated 35% design-level plans and cost estimates, positioning the City to pursue grant opportunities and advance to the subsequent detailed design phase.

City staff have negotiated a Service Agreement with Kimley-Horn and Associates, Inc. to complete the following major tasks in an amount not to exceed $250,978:

1. Project Management and Coordination

2. Existing Conditions and Site Assessment

3. Stakeholder and Community Engagement Support

4. Preliminary Engineering
50

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Ralston Ave Segment 4 Preliminary Engineering Contract - Staff Report.docx This first phase of the project is anticipated to begin in June 2026 and take approximately eight months, with completion expected in January 2027. Upon completion, staff will return to City Council to present the results and seek authorization to proceed with the remaining final design under a separate contract.

Alternatives

1. Take No Actions.

2. Refer back to staff for more information.

Attachments
A. Ralston Avenue Corridor Improvements Segment 4 Project Scope & Cost

Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The $250,978 total not-to-exceed cost for the feasibility study is budgeted under Capital Improvement Program (CIP) Ralston Corridor Study Improvements Segment 4 Project No. 3224
funded by Measure A Street Improvement Fund (Account No. 399-3-730-3224-8331).

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
51 1

SCOPE OF SERVICES
Task 1: Project Management and Coordination
The Kimley-Horn team will begin the project management and coordination phase with a kickoff meeting with City staff to confirm the project’s goals, deliverables, and overall schedule. During this phase, communication protocols will be established to ensure efficient and consistent information sharing among all parties. Additionally, the Kimley-Horn team will provide monthly progress updates to keep stakeholders informed of developments.

Coordination efforts will extend to partner agencies, including but not limited to schools and businesses, to facilitate collaboration and address any project-related needs. The Kimley-Horn team will be responsible for timely responses to questions and correspondence from all parties involved. This scope assumes project management and coordination for a project length of eight months.

Task 1 Deliverables:
➢ Documented notes from kick-off meeting
➢ Final work plan and schedule
Task 2: Existing Conditions and Site Assessment
Task 2.1: Research and Review Existing Studies
Kimley-Horn will submit requests to the City for as-built information of the various City owned infrastructure in the area, including roadway/frontage, storm drainage, water, sanitary sewer, traffic signals, street lighting, and landscape/irrigation in the area. The survey, right-of-way, and Monument mapping shown in the 6/30/20 35% “Ralston Avenue Corridor Improvements Project – Segment 4” will also be requested from the City.

Kimley-Horn will review relevant planning and project history documentation for this project and documentation for ongoing or planned projects that are within the vicinity of this project. Kimley-Horn will gather and review City standards, policies, and planning documents, including The Ralston Avenue Corridor Study and Improvements Plan dated August 2014 and relevant documents, the City’s Comprehensive Pedestrian and Bicycle Plan dated November 2016, and other relevant studies to understand context and identify applicable guidelines for this project.

We will work with the City to gather maintenance agreement documentation that may exist between Caltrans and the City for infrastructure within Caltrans right-of-way along the project corridors (e.g., Highway 92 overcrossing and on/off ramps). This may include a formal request to Caltrans for digital right-of-way maps and maintenance agreements.

As part of this task, Kimley-Horn will develop a tool box of complete streets improvements and multi-modal enhancements that will be utilized as part of community meeting #1. The tool box will include examples of improvements that achieve various forms of safety and enhancements for all modes of travel, that would be relevant to the Ralston Avenue corridor.

Task 2.2: Utility Coordination and Mapping
We will review previously obtained utility maps, provided by the City,and analyze above ground utility locations captured during topographic surveys to identify potential conflicts with the proposed improvements. Our intent will be to design around utility conflicts wherever feasible, but an assessment of possible utility impacts will be completed in Task 3.

Based on the existing utility maps provided by utility companies along with utility information provided by CivilGrid, Kimley-Horn will prepare an existing utility AutoCAD base map showing approximate locations of utility lines. 52 2
Task 2.3: Field Visits
It is anticipated one (1) field visit will be conducted with the intent to walk the site with aerial survey in hand to document existing conditions and at-grade utility structures, and to document site constraints and opportunities, providing on-the-ground insights into the project's potential and challenges.

Task 2.4: Data Collection and Analysis
Newer traffic data will be collected at 9 unsignalized and signalized intersections. These counts will include bikes, peds and vehicles, and include AM, PM, and school peaks. It is fundamental to understand and illustrate existing conditions for the community. Operational analysis will be done to confirm congestion levels, again for outreach. The analysis will specifically look at left-turn queues along the study corridor. No widening is anticipated. Squaring up intersections and potentially reducing slip lanes will be evaluated. Level of Stress analysis will be conducted for bike and pedestrian travel.

The City has completed a Local Road Safety Plan. Crash data along the corridor will be extracted from the study, and solutions identified that would relate to crash reduction factors, that would in turn be used for grant applications. Big Data will be used to identify pedestrian and bicycle demand and desire lines of travel.

Task 2.5: Existing Conditions Memo (Draft and Final)
Kimley-Horn will document existing conditions such as noted utilities, right-of-way constraints, traffic results (accident data from LRSP, traffic and bicycle counts, big data results (Strava), and speed data), and constraints into a draft Existing Conditions memo that will be submitted to the client for review.

Based on one set of non-conflicting comments from the City, Kimley-Horn will update to a Final Existing Conditions Memo.

Task 2 Deliverables:
➢ Existing conditions technical memo (draft and final)
➢ Base map showing topography, land use, utilities, and key constraints Task 3: Stakeholder and Community Engagement Support
The Kimley-Horn team will provide stakeholder and community engagement support with input from the city. An outreach plan will be prepared first. The plan will detail the stakeholders and the process of communicating with them. The stakeholders can include, school district, businesses, community, fire department, police, city maintenance, Council members etc. Notifications for the meetings will be mailed by the city, posted on the city website and announced at City meetings. The city will assist Kimley-Horn in identifying the stakeholders and their addresses/contact persons. After the first meeting, we will have an email list and email blasts will then be sent out to the community.

The Kimley-Horn team will utilize the previously prepared 35% plans dated 6/30/20, as a baseline for the first community engagement meeting. The goal of this meeting is to re-engage the community to discuss the current proposed design, present a toolbox of potential multimodal enhancements, and seek feedback on additional areas of improvements and desired features along the corridor. A presentation to the Bicycle and Pedestrian Advisory Committee (BPAC) to solicit feedback from decision-makers and advisory groups will also be made upon completion of the first community engagement meeting.

Based on the feedback received from the first community meeting and BPAC, Kimley-Horn will prepare one illustrative corridor plan that incorporate elements of the current proposed design from the plans dated 6/30/20, along with additional multimodal enhancements informed by the BPAC and community feedback. These illustrative corridor plans will be presented to the community as part of the second community engagement meeting.
53 3
Upon completion of the second community meeting, Kimley-Horn will refine the illustrative corridor plan, and prepare an evaluation matrix to present to Council that provides a summary of the community engagement process, feedback received, improvements explored, and considerations regarding cost and impacts to existing utilities, right of way, and other notable existing features. The goal of this presentation is to seek Council approval on the corridor plan, that will then be used as the basis of design for the final design phase of the project.

It is anticipated that venues along the corridor or City Hall will be used for outreach meetings. Meetings will be held in person, and will include layouts, renderings, and designs. Materials will be posted on the city website.

All public input collected during these engagements will be summarized to inform the refinement of conceptual alternatives. The input from the public will be included in the evaluation matrix/project toolbox.

Task 3 Deliverables:
➢ Outreach plan/engagement summary
➢ Public, Council, BPAC Meetings
Task 4: Preliminary Engineering
After completion of Tasks 2.1, 2.2, 2.3, and 2.4 and the first round of community engagement, Kimley-Horn will identify countermeasures and other improvements that will enhance multimodal accessibility and safety along the study corridor.

Task 4.1 Illustrative Concept for 1 Corridor Plan
Based on the background research, technical analysis, site visits, and first community meeting, Kimley- Horn will identify potential improvements to enhance the safety and comfort of the study corridor and develop one corridor plan. These improvements are anticipated to include a wide spectrum of strategies, including: previously identified improvements in the 35% project plans dated 6/30/20, safety countermeasures at spot locations (such as bulbouts, RRFBs, PHBs, medians, speed feedback signs, protected intersections, signalization, accessible curb ramps, bus stop relocations, and pedestrian refuges); larger roadway space reallocation or reassignment that may affect multiple blocks (such as new bike lanes, shared use paths, protected bike lanes, sidewalks, and lane width reductions); and technology or signal operations solutions (such as leading pedestrian intervals, exclusive pedestrian phases or signal phasing changes, accessible push buttons, and bike signals). The corridor plan will show potential improvements, illustratively presented on an aerial with icons, callouts, and proposed crosssections. In addition, we will prepare up to two (2) cross-sections for the corridor plan.

The initial illustrative improvements plan will be developed based on input received from the first community outreach meeting. These will be shared with the City for review and one round of non-conflicting comments.

These will then be revised in preparation for the second community meeting.

Task 4.2: Updated Illustrative Concept
Following City, stakeholder, and broader public input from Community Outreach Meeting #2 on the illustrative improvement concepts, Kimley-Horn will update the Illustrative Concept corridor plan to reflect additional feedback obtained from meeting #2. Kimley-Horn will address one set of consolidated City comments for the updated concept.

Task 4.3: Draft Opinion of Probable Costs
The Kimley-Horn team will prepare a preliminary opinion of probable engineering costs (OPCs) for the corridor plan developed in Task 3.The OPC will be high level and estimate construction, utility relocation, environmental clearance, design, construction management, right-of-way, and long- term operations and maintenance (O&M). 54 4
The cost estimate will be based on similar project construction costs and bid results in the San Francisco Bay Area and will be escalated to the anticipated year of construction. One round of City review and comment is assumed, with high-level cost implications to be presented in Community Meeting #2.

Task 4.4: Environmental Assessment
Kimley-Horn will conduct desktop research to identify any potential environmental concerns that may occur within the Project site. Data sources to be consulted include:
■ USFWS National Wetlands Inventory Mapper
■ CDFW California Natural Diversity Database
■ USFWS ECOS Critical Habitat Map
■ State Water Resources Control Board (SWRCB)
GeoTracker Database
■ California Department of Toxic Substances
Control Envirostor Database
■ California Department of Conservation Alquist
Priolo Earthquake Hazard Zones maps
■ Non-Confidential California Historic Resources
Information System search
■ City of Belmont 2035 General Plan Land Use
and Conservation Elements
■ City of Belmont 2035 General Plan
Environmental Impact Report
Findings of the desktop research will be summarized in an Environmental Assessment Memorandum. One regional location and one project site figure will be included in the memo. Maps from the resources consulted, as applicable, will also be included as figures for reference in the memo.

Based on the desktop research findings, the Environmental Assessment Memorandum will identify anticipated CEQA/NEPA requirements and any anticipated resource permit requirements (e.g., Unites States Army Corps of Engineers or SWRCB water quality permits). This scope includes one meeting with up to two Kimley-Horn environmental staff with City staff to review the memo. One round of revisions in response to City comments on the memo, up to 9 hours, is also included.

Task 4.5: Aerial Survey Review & Right-of-Way Mapping
UNICO will review City provided aerial topographic base map and create a 3D surface from base map contours and spot elevations. The aerial base map is several years old and is subject to have changed over the years.

UNICO will not be responsible for the accuracy of the aerial topographic base map or its verification and creation of the ground surface. UNICO understands that design level surveys will be conducted during later phases of the project.

UNICO will limit its mapping efforts to strictly the record right of way along the full project alignment. Adjacent properties will not be mapped as part of this phase. UNICO will search for and locate sufficient right of way and property monuments to resolve and map the right of way. Right of Way will be mapped from readily available recorded documents such as subdivision maps, records of surveys, street maps, highway maps, parcel maps, and deeds. Title reports are not a part of this scope. Underlying dedications, easements and additional right of way may only be discovered within title reports. Title reports will be needed at future phases of the project to fully discern right of way and easements.

Task 4.6: Corridor Plan Evaluation Matrix
Kimley-Horn will evaluate the corridor plan, comparing right-of-way and utility impacts, drainage infrastructure, pedestrian and bicycle safety, convenience, and comfort, and estimated design and construction costs. The matrix will evaluate Environmental complexity/impacts, ROW constraints, cost of implementation, community buy-in, technical benefits and relative safety and operations for the project. We will utilize crash reduction factors from the FHWA Safety Manual to evaluate the safety benefits. The results of the evaluation will be 55 5
summarized in a matrix that can be used to inform City Council of the key factors associated with the selected improvements. This task assumes Kimley-Horn will incorporate one round of non-conflicting City comments into the final matrix.

Task 4 Deliverables:
➢ Illustrative concept plan (PDF formats)
➢ Draft opinion of probable costs
➢ Aerial Survey Review and Right of Way Mapping
➢ Draft and Final Environmental Assessment Memo
➢ Corridor plan evaluation matrix
Task O.1: New Aerial Survey (OPTIONAL)
UNICO will facilitate the delivery of an aerial photogrammetric topographic survey along the full project limits. Aerial mapping will be scaled to ground control and contain full planimetrics, 1’ contours, 3D surfaces, and color orthorectified imagery scaled to the project control. The general limits are along Ralston Avenue beginning at the intersection of Highway 92 and ending at Alameda de las Pulgas, approximately 2.0 miles long at sufficient width for evaluation and design
56 Category/Title
Billing Rate $430.00 $345.00 $280.00 $250.00 $220.00 $190.00 $175.00 $155.00 Task 1 14 0 51 3 22 0 0 8 98 $ 27,130.00 $ 27,130.00

1.1 2 3 3 8 $ 2,450.00 $ 2,450.00

1.2 Monthly PDT Meetings 8 8 10 26 $ 7,880.00 $ 7,880.00

1.3 16 8 24 $ 5,720.00 $ 5,720.00

1.4 2 16 12 30 $ 7,980.00 $ 7,980.00

1.5 2 8 10 $ 3,100.00 $ 3,100.00
Task 2 8 4 38 22 54 65 120 0 311 $ 66,190.00 $ 66,190.00

2.1 2 8 8 20 20 58 $ 13,300.00 $ 13,300.00

2.2 4 4 6 6 20 $ 4,580.00 $ 4,580.00

2.3 2 8 8 4 22 $ 5,620.00 $ 5,620.00

2.4 2 4 14 20 120 160 $ 30,960.00 $ 30,960.00

2.5 2 4 10 20 15 51 $ 11,730.00 $ 11,730.00
Task 3 20 14 44 60 0 8 0 0 146 $ 42,270.00 $ 42,270.00

3.1 2 4 26 40 72 $ 19,520.00 $ 19,520.00

3.2 10 10 10 20 50 $ 15,550.00 $ 15,550.00

3.3 8 8 8 24 $ 7,200.00 $ 7,200.00
Task 4 8 0 50 48 69 113 60 0 348 $ 76,590.00 $ 28,398.00 $ 104,988.00

4.1 4 10 24 20 40 40 138 $ 29,520.00 $ 29,520.00

4.2 2 10 10 15 20 20 77 $ 16,760.00 $ 16,760.00

4.3 6 6 12 16 40 $ 8,860.00 $ 8,860.00

4.4 4 8 27 39 $ 8,250.00 $ 8,250.00

4.5 4 6 4 14 $ 3,200.00 $ 28,398.00 $ 31,598.00

4.6 2 16 16 6 40 $ 10,000.00 $ 10,000.00
50 18 183 133 145 186 180 8 903
$21,500.00 $6,210.00 $51,240.00 $33,250.00 $31,900.00 $35,340.00 $31,500.00 $1,240.00 $ 212,180.00 $ 28,398.00 $ 240,578.00 $ 10,400.00 $ - $ 10,400.00
$ 1,500.00
$ 3,300.00
$ 5,600.00
$ 222,580.00 $ 28,398.00 $ 250,978.00
O.1 4 6 6 16 $ 3,940.00 $ 27,572.00 $ 31,512.00
OPTIONAL TASKS TOTAL HOURS 0 0 4 6 6 0 0 0 16
Optional Tasks Subtotal Labor: $ - $ - $ 1,120.00 $ 1,500.00 $ 1,320.00 $ - $ - $ - $ 3,940.00 $ 27,572.00 $ 31,512.00 TOTAL COST with Optional Tasks included: $ 282,490.00
Subconsultant: National Data and Surveying Services (Data) (Task 2.4) Optional Tasks
TOTAL COST:

New Aerial Survey
CivilGrid (Task 2.2)

TOTAL HOURS
Subtotal Labor:

Other Direct Costs
Travel, Mileage, Printing, Outreach Materials, Courier/Fed-Ex Materials and Outreach Plan
Public Meetings (2)
City Council and BPAC Meeting (2)
City of Belmont
Ralston Avenue Feasibility Study
Kimley-Horn and Associates, Inc.

Project
Support Kimley-Horn
Total Hours
Kimley-Horn
Total Cost
Analyst II
Data Collection and Analysis
Preliminary Engineering
Illustrative Concept for 1 Corridor Plan
Existing Conditions Memo (Draft and Final)
Draft Opinion of Probable Costs
Updated Illustrative Concept
Unico
Total Cost
Final Work Plan and Schedule
Existing Conditions & Site Assessment
Research & Review Existing Studies
Utility Coordination & Mapping
Aerial Survey Review & Right of Way Mapping
Environmental Assessment
Kick-off meeting
Evaluation Matrix
Stakeholder & Community Engagement Support
Total Project
Cost
Field Visits
Sr. Professional II Sr. Professional II Sr. Professional I Sr. Professional I Professional Analyst II Monthly Progress Reports
Coordination with Agencies
Project Management and Coordination
BR00PUSTD.A.CCT 57

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Belmont Transportation Master Plan Contract - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Josh Sun, Public Works, (650) 595-7468, [email protected] Agenda Title: Service Agreement with Kimley-Horn and Associates, Inc. for the Belmont Transportation Master Plan
Agenda Action: Motion
Recommendation
Motion authorizing the City Manager to negotiate and execute an agreement with Kimley-Horn and Associates, Inc. for an amount not to exceed $755,586.98 to provide transportation engineering services for the Belmont Transportation Master Plan.

Strategic Focus Area
Infrastructure and Mobility
Background
In 2023, the City of Belmont initiated development of its first Transportation Master Plan (TMP) to guide transportation infrastructure investments over the next 5-, 10-, and 25-year horizons, addressing both current and future mobility needs. This project was approved by the City Council for inclusion in the FY 2023-2024 Capital Improvement Plan (CIP) as CIP #7095. To support this effort, the City pursued external funding and was awarded a Caltrans FY 2025–26 Sustainable Transportation Planning Grant in the amount of $673,000 in July 2025. On August 26, 2025, through Resolution 2025-28, the City Council authorized the City to accept these grant funds, enter into a required Caltrans Grant Agreement, and provide a local match in the amount of $94,220 from Measure A funds in the FY 2024–25 budget, for a total project budget of $767,220. Per the executed Caltrans Grant Agreement, the project must be completed by June 30, 2028 to receive full reimbursement of the grant funds.

The TMP will be developed through a collaborative process involving the public, transit agencies, schools, business and community organizations, law enforcement, first responders, and all City departments. The TMP will:
• Identify key transportation needs, including congestion, safety concerns, and multimodal gaps. • Establish 5-, 10-, and 25-year phased investment priorities. • Ensure consistency with the General Plan and other adopted City plans and programs. • Promote Vehicle Miles Traveled (VMT) reduction, improve transit access, support mode shift, and enhance safety and accessibility for all users.
• Evaluate multimodal network performance, including key corridors and intersections. • Develop a prioritized list of projects with planning-level cost estimates. • Conduct targeted community outreach and stakeholder coordination. • Identify funding strategies and implementation actions to guide future improvements. 58

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Belmont Transportation Master Plan Contract - Staff Report.docx In January 2026, the City issued a Request for Proposals (RFP) to seek consultant support and received seven proposals. Through a competitive, qualifications-based selection process, proposals were evaluated and scored based on firm qualifications, team structure, relevant experience, and past performance. Four firms were shortlisted for in-person interviews, where consultants presented examples of recent transportation master plans and discussed their applicability to Belmont. The interview panel consisted of staff from both Public Works and Community Development departments, ensuring a balanced and multidisciplinary evaluation. Following this comprehensive review, City staff determined that KimleyHorn and Associates, Inc., is the most qualified firm to provide these services.

On March 3, 2026 Annual Strategic Planning Workshop, Staff briefly highlighted the TMP to the City Council as an upcoming Initiative Project for the next fiscal year. At the March 10, 2026, City Council meeting, City staff provided a brief update on the purpose and status of the TMP as part of its 2025 Annual Transportation and Mobility Update.

Analysis
The proposed agreement with Kimley-Horn and Associates, Inc. will provide professional services to develop a comprehensive and implementable Transportation Master Plan (TMP) for the City of Belmont.

The consultant will evaluate existing transportation conditions through data collection, system analysis, and review of prior plans; conduct robust stakeholder and community engagement; develop project branding and a dedicated interactive website; and establish a vision, goals, and policies aligned with the City’s General Plan and regional initiatives.

The scope of work includes multimodal analysis of roadway, bicycle, pedestrian, transit, and safety conditions; travel demand forecasting; identification of system priorities; and development of recommended improvements. The final TMP will include a prioritized list of capital improvement projects with conceptual designs, planning-level cost estimates, and potential funding strategies, serving as a strategic and actionable roadmap for future transportation investments. The TMP will emphasize Complete Streets principles, multimodal safety, and equitable access which will position the City to compete for future state and federal funding opportunities, including the state’s Active Transportation Program (ATP) and the federal Safe Streets and Roads for All (SS4A) program.

City staff have negotiated a Service Agreement with Kimley-Horn and Associates, Inc. for an amount not to exceed $755,586.98. Major tasks include:

1. Assessing Existing Conditions and Data Collection

2. Stakeholder and Agency Engagement

3. Community Engagement

4. Vision, Goals and Policies

5. Need Identification

6. Capital Improvement Plan

7. Cost Estimates and Funding

8. Plan Development and Approval
The project is expected to begin upon execution of the Service Agreement in June 2026 and will take 59

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Belmont Transportation Master Plan Contract - Staff Report.docx approximately two years to complete, with an anticipated completion date in Spring 2028, which is ahead of the Caltrans Grant Agreement deadline of June 20, 2028.

Alternatives

1. Take No Actions

2. Refer back to staff for more information.

Attachments
A. Belmont Transportation Master Plan Scope of Work & Cost Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The total project cost is budgeted in the Capital Improvement Plan (CIP) Transportation Master Plan Project# 7095 (Account# 399-3-730-7095-8368) totaling $767,220, to be funded with $673,000 from the Caltrans Sustainable Transportation Planning Grant and $94,220 in City matching funds from Measure A.

Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
60 Scope of Work
Task 1: Existing Conditions and Data Collection
Kimley-Horn will collect data and assess existing conditions in order to inform community outreach, needs assessment, and the development of recommended improvements.

Kimley-Horn will perform a literature review of existing approved plans and studies by the City of Belmont and relevant regional agencies and stakeholders, such as the County of San Mateo, San Mateo County Transportation Authority, Caltrans, Caltrain, SamTrans, and Metropolitan Transportation Commission. The anticipated literature review documents include the following:
• Caltrain
o Corridor Crossing Strategy
• City of Belmont
o Transportation Demand Management Program Report and Guidebook o Comprehensive Pedestrian and Bicycle Plan
o 2035 General Plan
o Belmont Village Specific Plan
o ADA Transition Plan
o Belmont Village Streetscape Design Guidelines
o Ralston Corridor Study
o Alameda de las Pulgas / San Carlos Corridor Project
• City/County Association of Governments of San Mateo County (C/CAG) o Countywide Local Road Safety Plan
o Countywide Transportation Plan 2040
• County of San Mateo
o San Mateo County Safe Routes to School High Injury Network Report • SamTrans
o El Camino Real Grand Boulevard Initiative Action Plan Kimley-Horn will also review and summarize major development plans with the potential to affect the City’s transportation network. OD information will be extracted from Replica Big Data for travel characteristics inside and external to the City.

Data Collection and Field Review
Kimley-Horn will collaborate with City staff to collect the following existing transportation infrastructure data collection:
• Roadways and bridges – Kimley-Horn will identify the latest roadway characteristics (e.g., classification, number of lanes, width) from the most recent readily-available 61 aerial imagery. Kimley-Horn will coordinate with the City to identify the location of all bridges.
• Traffic signal infrastructure – Kimley-Horn is currently working with the City on signal timing improvements along Ralston Avenue and El Camino Real and will utilize information gathered from this project, such as type of controller, signal timing sheets, and traffic counts.
• Freight facilities – Kimley-Horn will utilize the City’s existing truck routes included in the General Plan.
• Transit facilities – Kimley-Horn will collect the latest transit data, such as lines, stops, ridership (where available) from the following
• transit operators providing service within Belmont - Caltrain, SamTrans and Redwood LIFE Caltrain Shuttle. Kimley-Horn will also collect readily available Transportation Network Company, or TNC, (i.e. Uber, Lyft, etc.) data using Big Data, such as Replica.
• Bicycle facilities – Kimley-Horn will utilize the City’s General Plan, recent and planned pedestrian improvement projects by the City, and a review of the most recent readily-available aerial imagery to assess the current coverage of bicycle facilities. The assessment will also include a qualitative review of electric bicycle and scooters usage.
• Pedestrian facilities – Kimley-Horn will utilize the City’s General Plan, recent and planned pedestrian improvement projects by the City, and a review of the most recent readily-available aerial imagery to assess the current coverage of sidewalks. • Parking facilities – Kimley-Horn will review parking inventory and will collect occupancy data (Midday, mid-afternoon, evening) in selected areas. • Safety/crash data – Kimley-Horn will utilize crash data from the City’s recent Local Road Safety Plan (LRSP). If needed, Kimley-Horn will supplement the LRSP with data from Belmont Police Department, Caltrans Traffic Accident Surveillance and Analysis System (TASAS) and TIMS/SWITRS.
• Speed data – Kimley-Horn will utilize speed data from the most recent Engineering and Traffic Survey (E&TS), or “speed study”, by the City. • Traffic counts – Kimley-Horn will utilize traffic counts Kimley-Horn collected for the Ralston Avenue and El Camino Real signal timing study plus additional counts at up to 10 locations.

Kimley-Horn will perform limited field reviews, assumed to be sixteen (16) hours, to verify existing conditions data from the list above.
62 Using data collected through this task, Kimley-Horn will analyze existing safety and operational conditions across the city’s transportation network. Kimley-Horn will create crash heat maps and provide analysis of the crash data with breakdowns of crash type, contributing factors, and modes (pedestrian, bicycle, vehicle) involved. Kimley-Horn will analyze operations at up to 13 intersections.

Kimley-Horn will prepare an Existing Conditions report summarizing the literature review, existing conditions assessment and data collection. The report will also include a “Best Practices Analysis” of existing conditions.

Traffic Modeling and Forecasting
C/CAG Travel Demand Model. Hexagon will obtain the latest C/CAG travel demand model, which includes a 2020 base model and a 2050 horizon year model. Hexagon will review the model specifically for the area within and immediately adjacent to the City of Belmont to ensure the network coding and land use data are well represented. Minor network and land use adjustments will be performed as part of this task.

Model calibration and validation efforts are not assumed in this scope and can be provided as optional services.

Model Land Use and Network Refinement. Hexagon will review the existing 2020 base model network coding to ensure it represents Belmont’s existing conditions. Existing 2020 base model land use will be summarized and presented in graphical formats. Hexagon will work with City of Belmont staff to review and revise the existing land use data as necessary.

Since the RFP requested three different forecast scenarios (short-, mid-, and long-range timeframes), Hexagon will work with the project team to develop the assumptions and horizon years for these scenarios. Hexagon will rely on the project team to provide the specific network and land use assumptions for each scenario and will code these into each respective scenario. A linear growth rate will be applied to land uses outside of the City.

Major regional transportation improvements in the region will also be reviewed and coded into the network.

Model Forecasts. Hexagon will develop raw model forecasts for the project team. These could include, but not limited to ADT, intersection turning movements, VMT, and mode split.

Memo. Hexagon will summarize the applied approach and results in a brief memorandum and will respond to one round of editorial comments.

Deliverables:
63 • Draft and Final Existing Conditions Memorandum with an initial “Best Practices Analysis”
o Literature review summary
o Maps of existing roadway, bridges, traffic signal infrastructure o Maps of existing roadway, transit, bicycle, pedestrian and parking facilities o Existing crash, speed and traffic count data
o Safety analysis including heat maps and crash summaries o Intersection operational analyses (13 locations)
• Draft and Final Modeling Memorandum
• Updated C/CAG travel demand model
• Short-, Mid-, and Long-Range timeframes model forecasts for ADT, intersection turning movements, VMT and mode split
Task 2: Stakeholder and Agency Engagement
Engagement Methods
Kimley-Horn will collaborate with City of Belmont staff at project initiation to develop a comprehensive stakeholder list that includes partner agencies, institutional stakeholders, advocacy organizations, neighborhood associations, and key community representatives.

The stakeholder database will be maintained and updated to support coordinated engagement and communication.

Stakeholder engagement is proposed to occur through four primary engagement methods, as described below.

1. One-on-One and Small-Group Stakeholder Meetings
At the outset of the project, Kimley-Horn will conduct a series of targeted one-on-one and small-group meetings with key agency partners, institutional stakeholders, and community organizations. These focused meetings will provide an opportunity to gather detailed input regarding transportation priorities, operational considerations, policy initiatives, and known system challenges that may not be fully captured through larger advisory group meetings.

When beneficial, Kimley-Horn recommends the City conduct topic-focused stakeholder roundtables or focus groups (e.g., freight, bicycle/pedestrian mobility, transit access, or parking management) to support deeper discussion of modal-specific challenges and potential solutions.

2. Neighborhood Association Roundtable Meetings
Kimley-Horn will coordinate Neighborhood Association Roundtable meetings that bring together one to two representatives from each Belmont neighborhood association. This structure ensures that all neighborhood groups are represented while allowing the project 64 team to engage efficiently through facilitated, interactive working sessions rather than conducting numerous individual association meetings.

Roundtable meetings will be organized geographically or by shared transportation characteristics to support focused discussion of corridor- and neighborhood-specific issues. Each roundtable session will include a project update, facilitated discussion of transportation priorities and concerns, and interactive tools (such as comment mapping or issue prioritization exercises) to capture location-specific feedback.

3. Partner Agency Board, Commission, and Advisory Committee Coordination Kimley-Horn will coordinate with City staff on presentations and technical briefings to partner agency Boards, Commissions, and Advisory Committees. These touchpoints are aligned with ongoing interagency coordination, to provide opportunities for formal feedback at key milestones, and support alignment with regional transportation initiatives and funding strategies. It is assumed that meeting materials and presentation content from the Technical Advisory Group meetings will aid in this coordination due to budget constraints.

4. Technical Advisory Group and Agency Coordination
Kimley-Horn will support the formation of a Technical Advisory Group (TAG) comprised of agency representatives and key stakeholders. The TAG will meet quarterly for one year during the planning process to review project milestones, discuss transportation challenges, and provide input on major project elements, including existing conditions, forecasting, needs identification, network improvements, implementation strategies, and funding considerations.

TAG meeting discussions will generally align with the project scope and schedule and may include, but are not limited to:
• Engagement and outreach logistics
• Existing conditions and transportation system challenges • Traffic forecasting and travel trends
• Vision, goals, and policy development
• Needs identification and priority corridors
• Network improvement concepts
• Implementation phasing and project prioritization
• Funding opportunities and strategies
• Transportation Management Program coordination
• Parking conditions and management strategies
• Review of draft TMP deliverables
65 Kimley-Horn will prepare meeting agendas, facilitation materials, presentation content, and summary memoranda documenting stakeholder input and action items following each meeting. We will document all stakeholder engagement activities through attendance records, meeting summaries, and input tracking logs. Stakeholder feedback will be synthesized and communicated to the project team at key milestones to inform the development of the Transportation Master Plan vision, goals, and recommendations.

Task 2 Deliverables
• Stakeholder list and engagement tracking database
• Up to six (6) One-on-One/Small Group and/or Neighborhood Association Roundtable coordination, meeting materials, facilitation and summaries • Up to four (4) Technical Advisory Group coordination, meeting materials and summaries; materials can be repurposed for partner agency board, commission and advisory committees
Task 3: Community Engagement
Kimley-Horn is committed to meaningful, inclusive community engagement to ensure the Transportation Master Plan reflects the priorities and needs of Belmont residents and system users. Community input will directly inform the plan’s vision, goals, policies, and recommended improvements. To support broad participation, outreach will include multilingual materials, accessible meeting and online formats, and coordination with community-based organizations to reach underserved populations.

Phased Community Engagement Approach
Community engagement for the Belmont Transportation Master Plan will be conducted in two complementary phases, allowing the project team to first listen and understand community priorities and then return to the community with draft solutions for review and refinement. Structuring outreach in phases ensures that community input meaningfully shapes the planning process throughout while also providing residents, stakeholders, and decision-makers with opportunities to validate and strengthen recommended improvements before adoption.

Phase 1 – Visioning and Needs Identification:

Phase 1 engagement focuses on early listening and information-sharing. During this phase, the project team gathers broad-based community input on transportation needs, challenges, priorities, and desired outcomes. This early engagement ensures that the project vision, goals, and policy direction are grounded in community experience and reflect the needs of Belmont residents, businesses, and system users. Engagement results 66 will inform development of the Transportation Master Plan vision, goals, and policy framework. Integrating transit-focused engagement with broader employer and community outreach. The City will identify major employers and assist in identifying stakeholders/contacts at the firms. The same questionnaire will be circulated to each firm.

Student transit travel will include transit-specific survey questions. Collaboration with the school district and transit operators will be required. There will be a focus on middle and high school students, addressing:
– Schedule alignment with school start/end times
– Transfer challenges
– Safety perceptions
– Fare affordability
– After-school travel needs
Phase 1 engagement activities will include:
• Development and launch of an interactive project website serving as a central hub for project information, meeting materials, surveys, and feedback tools • Social media and digital communications campaigns coordinated with City communication channels
• One (1) virtual public meeting available for a 30-day engagement period • One (1) in-person public open house meeting including presentation materials, informational boards, and interactive feedback exercises • Up to ten (10) pop-up outreach events at community gathering locations, transit hubs, and major activity centers
• One (1) online survey and interactive comment mapping tool to collect both location-specific and general project feedback
• Coordination with local employers, community-based organizations, and transit providers to share project information and participation opportunities, expanding outreach to workers and traditionally underserved communities, consistent with the scope and budget of this task.

As noted, outreach materials will be provided in English and Spanish, and accessible formats will be incorporated to support equitable participation.

Phase 2 – Preliminary Recommendations and Draft Plan Review Phase 2 engagement focuses on presenting preliminary recommendations and draft plan elements to the community and stakeholders to confirm priorities, refine improvement strategies, and build consensus prior to plan adoption. This phase provides an opportunity to demonstrate how earlier feedback influenced project recommendations and ensures the final Transportation Master Plan reflects informed community and stakeholder input. 67 Phase 2 engagement activities will include:
• One (1) virtual public meeting presenting draft recommendations and remaining open for a 30-day public comment period
• Public meeting materials including informational boards, interactive comment tools, and online feedback forms
• Coordination with City Council meetings and formal adoption processes to present draft recommendations and summarize engagement findings as noted in Task 8 Outreach Renderings and VR Headset Presentations
As part of the outreach effort, Kimley-Horn will prepare renderings of the Capital Improvement projects that can be used to illustrate designs to the community in a nonengineering way. The renderings will be used in the infographics and on the City outreach website. The renderings will include sketch-up models that can be viewed with Virtual Reality (VR) headsets, and these will be selected in collaboration with City Staff. KimleyHorn’s assumption is for this task to include up to six (6) 2D and up to two (2) 3D renderings. However, Kimley-Horn will collaborate with the City to adjust the number and type of renderings, if needed, while staying within the proposed fee for this task.

Task 3 Deliverables
• Community Engagement Plan
• Outreach materials and branding templates
• Project website and online survey platform
• Public meeting materials and summaries
• Staffing for up to 10 pop-up events
• Staffing for three public meetings
• Engagement Summary Memorandum
• Capital Improvement Project 2D and 3D Renderings
Task 4: Vision, Goals, and Policies
Kimley-Horn, in coordination with the City of Belmont, will draft a high-level vision for the City’s transportation network that reflects community priorities, system needs, and adopted City policies. The vision will be based on input received during community engagement outlined in Task 3, including the first public workshop (virtual and in person) and the online survey results. Concepts for the vision will be vetted with the stakeholder working groups and the Technical Advisory Group, discussed in Task 2, and language will be finalized by the project team.
68 The vision will be supported by up to seven (7) action-oriented goals, each supported by several policies, that clarify desired outcomes for Belmont’s transportation system over the short-, mid-, and long-term planning horizons. The goals and policies will be comprehensive in nature, touching all modes and key considerations of the city’s transportation future. The goals will be crafted to help the City further define the broad vision statement and will dovetail with the General Plan.

Kimley-Horn will prepare a draft Vision, Goals, and Policies memorandum and present it to the Technical Advisory Group, as part of Task 2, for their review and comment. Kimley-Horn will address one round of revisions on the draft memorandum to prepare a final memorandum.

Deliverables:
• Draft and Final Vision, Goals, and Policies Memorandum Task 5: Needs Identification
Building on the information gathered in Task 1 (Existing Conditions and Data Collection) and Tasks 2 and 3 (Stakeholder/Agency and Community Engagement), Kimley-Horn will develop an inventory of needs for each mode of travel (vehicle, transit, bicycle and pedestrian) and transportation infrastructure type (roadways, bridges, traffic signal, freight, transit, bicycle, pedestrian, parking). Kimley-Horn will compile location-specific needs using an ArcGIS online maps, allowing users to zoom in and out to different map extents, toggle data layers on or off, and customize what they view. The maps will be designed to be accessible for a wide range of users and technical proficiencies and will be used as part of the community engagement per Task 3.

The inventory of needs will be informed by safety data, traffic congestion and level of service analysis, and gaps analyses conducted as part of this plan or identified through the review of previous plans and studies.

Safety
As mentioned in Task 1, Kimley-Horn will leverage the existing crash data and analysis from the recent Local Road Safety Plan. The LRSP identified High-Injury roadways for motor vehicle, bicyclist and pedestrians as well as recommended improvements. Kimley-Horn will incorporate the LRSP-recommended improvements into the TMP.

Vehicular Level of Service/Mobility
Kimley-Horn will use the travel demand model, traffic counts, INRIX data, Replica data, and roadway lane and capacity information to evaluate and calculate travel time reliability and Level of Service (LOS) for up to three (3) roadway corridors (anticipated to be Ralston 69 Avenue, El Camino Real and Alameda de las Pulgas) and up to thirteen (13) intersections under the short-, medium-, and long-term conditions. Findings from this analysis will be used to identify priority roadways and intersections requiring operational or capital improvements. Routes used for emergency response and natural disaster evacuation will also be identified based on the City’s General Plan Safety Element, and the recommendations may include special accommodations for these routes.

Intelligent Transportation Systems
Kimley-Horn will conduct a review of intelligent transportation systems (ITS) infrastructure, including communications network, traffic signal timing capabilities, transit signal priority, and emergency vehicle preemption capabilities based on the existing conditions assessment from Task 1. The review will identify opportunities to optimize traffic signal coordination and improve traffic flow, as well as identify future considerations for connected and autonomous vehicle technology accommodation. Kimley-Horn will leverage its expertise with the City’s KITS and Kadence signal timing systems to provide ITS recommendations. Kimley-Horn will coordinate with stakeholders, such as Caltrans and SamTrans, to incorporate their planned ITS improvements.

Kimley-Horn will prepare a narrative on SMART City development and readiness for connected and AV technology. In parallel, SamTrans is currently studying the expansion of transit signal priority, and Ralston Avenue represents a strong candidate corridor for potential implementation.

Bicycle and Pedestrian Facilities
Kimley-Horn will utilize the existing conditions assessment from Task 1 to provide bicycle and pedestrian facility recommendations. Kimley-Horn will perform one walk audit up to eight (8) hours of the high-injury bicycle and pedestrian segments and priority locations as identified in the LRSP. Kimley-Horn will prepare two maps, one for bicycles and one for pedestrians, indicating network gaps and proximity to major destinations (e.g., schools, parks, libraries, transit stops and City facilities).

Kimley-Horn will conduct a level of traffic stress analysis and All Ages and Abilities ( AAA) bike network assessment for bicycle and pedestrian facilities and recommend improvements to enhance safety and comfort. The analysis will evaluate linear segments (e.g., bike lanes, sidewalks). Crossing treatments will be reviewed qualitatively and infrastructure needs identified. ADA accessibility needs and deficiencies identified through the desktop review, field observations, or previous plans and studies, such as the City’s 2018 ADA Transition Plan, will also be documented. Opportunities to bundle recommended improvements as part of Complete Streets projects will be identified where feasible.
70 Transit Facilities
Kimley-Horn will collaborate with transit stakeholders, Caltrain and SamTrans, to identify their planned improvements (e.g., bus stop improvements, mobility hubs, transfer centers, and zero emission charging infrastructure) within Belmont. Kimley-Horn will provide school transit rider, first- and last-mile access and transit ridership assessments.

Transportation Demand Management
Kimley-Horn will review the City’s current Transportation Demand Management Program Report and Guidebook and will provide potential recommendations to the document.

Deliverables:
• Draft and Final Needs Identification Memorandum
• ArcGIS online of Identified Needs
• Appendix containing safety, level of service, gaps, level of traffic stress analyses documentation
Task 6: Capital Improvement Plan
Building on the needs list compiled in Task 5, Kimley-Horn will collaborate with City staff and the Technical Advisory Group to develop a prioritized framework and implementation strategy for capital improvements. The prioritization framework will consider the stakeholder and community engagement, vision/goals/policies and needs identification as discussed in previous tasks.

Kimley-Horn will classify the recommended improvements by mode and implementation timeframes (e.g., short-, mid-, and long-range). The TMP will incorporate a range of capital improvement recommendations, including the following:
• Pedestrian network and facility improvements, including new improvements identified as part of this planning process or those identified in the Comprehensive Pedestrian and Bicycle Plan
• Bicycle network and facility improvements, including new improvements identified as part of this planning process or those identified in the Comprehensive Pedestrian and Bicycle Plan
• Transit-supportive infrastructure
• Roadway network and facility improvements, including intersections and freightspecific improvements • Intelligent Transportation Systems (ITS)
• Transportation Demand Management
71 Kimley-Horn will develop a matrix that functions as both a database and a visual identification tool (e.g., a series of icons) linking the recommended improvements to the goals and policies identified in Task 4, including applicable TDM measures.

Additionally, each recommendation will include information on implementation complexity, such as right-of-way requirements, level of environmental review, safety effectiveness, and current project development status, to help inform implementation timing and sequencing. This information will be presented in an infographic-style format that clearly indicates how each project would be delivered within the recommended timestratified phase. High-level cost information, developed as part of the following task, will also be incorporated into this database.

Kimley-Horn will provide documentation in the TMP linking the community and stakeholder input, the plan’s vision, goals, and policies, identified needs, and recommended capital improvements. The plan will also identify other partner agencies that may play a role in project implementation.

Deliverables:
• Capital Improvement Recommendations Memorandum
Task 7: Cost Estimates and Funding
Kimley-Horn will prepare planning-level construction cost estimates for all proposed projects in the Capital Improvements Plan, including those recommended in the short-, mid-, and long-range.

Cost estimate information will be presented in the capital improvement plan database discussed in Task 6.

Because the Consultant does not control the cost of labor, materials, equipment or services furnished by others, methods of determining prices, or competitive bidding or market conditions, any opinions rendered as to costs, including but not limited to opinions as to the costs of construction and materials, shall be made on the basis of its experience and represent its judgment as an experienced and qualified professional, familiar with the industry. The Consultant cannot and does not guarantee that proposals, bids or actual costs will not vary from its opinions of cost.

Kimley-Horn will review the latest Transportation Impact Fee (TIF) document and identify projects that are also included in the Capital Improvements Plan. Kimley-Horn will document this linkage by adding TIF funding sources, if known, in a tabular format in the Cost Estimates and Funding Memorandum.
72 Kimely-Horn will also identify potential grant funding opportunities and complementary capital improvement recommendations in local or regional plans, if applicable.

Deliverables:
• Draft and Final Cost Estimates and Funding Memorandum Task 8: Plan Development and Approval
Draft Transportation Master Plan
Kimley-Horn will prepare the Draft TMP. The document will include an Executive Summary and a combination of narrative text, charts, graphs, tables, infographics, and other visual elements to effectively and clearly convey information. Appendices will include background materials and supporting data collected as part of the planning process.

The Draft TMP will guide the City’s implementation of future transportation improvements and will include a clear implementation framework for the short-, mid-, and long-term horizons. All TMP elements developed through the preceding tasks, including the outreach process and community and stakeholder input will be fully incorporated.

The Draft TMP will be prepared in Microsoft Word to allow for accessible review and editing (including use of track changes) and will be circulated for review by City staff and key stakeholders, including the Planning Commission and the City Bicycle/Pedestrian Advisory Committee.

As covered in Task 3, Kimley-Horn will present the draft recommendations via one (1) virtual public meeting. The public meeting materials, interactive comment tools, and online feedback forms will remain open for a 30-day public comment period.

City Council Review/Approval or Acceptance
Kimley-Horn shall present the Draft TMP to the City Council during a regularly scheduled Council meeting via a summary-level presentation of plan content. The feedback received from the City Council shall be documented and incorporated into the TMP. The budget allows for general comments and amendments. New projects or substantial changes may have to be assessed for scope and budget purposes.

Final Transportation Master Plan and Map
Kimley-Horn shall revise the Draft TMP based on comments received from the public, City staff, and City Council and prepare a final, professionally formatted document incorporating infographic-style elements for clarity and readability for final review and approval.
73 The Final TMP will be delivered to the city in both PDF and editable formats and will include chapters addressing the following:
• Existing Conditions
• Stakeholder and Community Engagement
• Vision, Goals, and Policies
• Needs Identification
• Capital Investment Program
• Implementation Considerations and Cost Estimates
The Final TMP will be supplemented by a companion, GIS-based online map illustrating the location and key characteristics of all proposed capital investments. Kimley-Horn will develop this interactive map, which will be hosted on the city’s website. The online map will be published alongside a PDF version of the Final TMP to support transparency, accessibility, and ongoing implementation.

The Final TMP will be presented to the City Council by City of Belmont staff for adoption.

Deliverables:
• Draft TMP to be submitted in Microsoft Word
• PowerPoint presentation for City Council
• City Council meeting attendance (2)
• Summary of feedback received from city Council meeting • Final TMP and presentation in PDF and editable (e.g., Word or InDesign) formats • Online map of proposed capital projects
74 197.39% Overhead% Name
Frederik
Venter
196.29% Overhead% w/o FCCM Category/Title Project Manager 10% Fee% Direct Rate $144.38 $127.82 $118.16 $102.89 $83.26 $64.98 $56.49 $37.01 $46.03 Billing Rate $472.15 $418.00 $386.41 $336.47 $272.28 $212.50 $184.73 $121.03 $150.53 Task 0 26 22 30 $ 6,574.32
26 22 30 $ 6,574.32
Task 1 18 20 12 48 72 34 204 $ 50,749.49
4 10 12 12 40 16 94 $ 22,383.40 4 10 14 $ 4,611.36 4 6 12 20 10 52 $ 12,379.30 2 4 8 12 8 34 $ 7,853.17 24 6 $ 2,033.40 22 4 $ 1,488.85 Task 2 9 34 66 109 $ 31,411.94
16 16 $ 3,399.95
3 6 12 21 $ 6,284.85 3 12 16 31 $ 9,453.27
4 6 10 $ 2,820.60
3 12 16 31 $ 9,453.27
Task 3 58 125 180 490 410 120 120 1503 $ 337,145.93
2 10 20 32 $ 9,058.30 4 20 30 54 $ 15,991.62 6 30 60 180 90 40 40 446 $ 96,499.32 12 30 60 60 40 202 $ 47,112.84 10 80 80 40 210 $ 41,341.09 6 10 40 40 96 $ 24,977.32
10 10 80 90 140 40 40 410 $ 86,217.25
4 10 20 34 $ 10,002.60 4 5 10 19 $ 5,945.60
Task 4 16 24 20 20 80 $ 26,523.60
8 16 12 12 48 $ 15,776.97 8 8 8 8 32 $ 10,746.63
Task 5 14 6 10 46 62 40 50 228 $ 51,623.09
2 10 20 32 $ 8,003.66 2 6 20 28 $ 6,272.62 2 6 16 20 44 $ 10,229.29 2 18 20 $ 4,769.25 2 8 12 10 32 $ 6,882.77 2 8 20 10 40 $ 8,582.74 2 8 12 10 32 $ 6,882.77 Task 6 14 6 10 46 62 40 50 228 $ 51,623.09
2 10 20 32 $ 8,003.66 2 6 20 28 $ 6,272.62 2 6 16 20 44 $ 10,229.29 2 18 20 $ 4,769.25 2 8 12 10 32 $ 6,882.77 2 8 20 10 40 $ 8,582.74 2 8 12 10 32 $ 6,882.77 Task 7 14 6 10 28 42 90 190 $ 45,657.35
2 10 4 20 36 $ 9,092.76 2 6 4 20 32 $ 8,236.04 2 4 20 26 $ 5,728.06 2 4 18 24 $ 5,858.35 2 4 20 26 $ 5,728.06 2 4 20 26 $ 6,283.34 2 4 4 10 20 $ 4,730.72 Task 8 36 19 67 40 130 50 342 $ 81,148.26
4 4 10 20 10 48 $ 11,061.94
10 5 20 20 60 40 155 $ 32,274.16
5 5 20 40 70 $ 17,127.62 5 5 5 20 35 $ 9,904.10
12 12 10 34 $ 10,780.44
181 18 228 42 435 782 782 304 142 2914
$85,459.16 $7,523.92 $88,100.49 $14,131.73 $118,440.07 $166,172.61 $144,461.23 $36,793.04 $21,374.81 $ 682,457.06 $ 73,129.92 $ 38,729.44 $ 1,500.00 $ 5,000.00 $ 3,000.00 $ 24,900.48 $ 755,586.98
Table with prioritiesUpfront Visioning and CoordinationOutreach Website and Materials, including TranslationMeetings (3)Pop-ups (10)Targeted one-on-one meetingsNeighborhood Meetings, Materials and SummariesAgency Meetings, Materials and Summaries (as requested)Technical Advisory Group Meetings, Materials and SummariesCommunity EngagementEngagement Plan Sr.

Professional III
Sr.

Professional II
Project ManagementAdministration, Invoicing, Biling, FormsExisting InfrastructureProject renderings and VR engagementDraft Engagement MemorandumDraft Modeling MemorandumFinal Modeling MemorandumFinal Engagement MemorandumVision, Goals and PoliciesSafetyMobility/LOSITSFunding SourcesOnline MapDraft and Final MemorandumsTraffic CountsITS CostsFinal MemorandumsCapital Improvement ProgramTDMITS Bike ImprovementTransit ImprovementRoadway Improvement including freightCost Estimates and FundingIntersection Improvements CostBike Improvement CostTransit Improvement CostRoadway Improvement CostPrioritizationOutside Printing/ Web Site HostingHexagon (Subconsultant)Plan Development and ApprovalExecutive Summary and InfographicsDraft TMPFinal TMPCity Council Meetings (2)

TOTAL HOURS
Subtotal Labor:

Other Direct CostsEscalationTravel/Mileage
TOTAL COST:

CITY OF BELMONT
Transportation Master Plan
Kimley-Horn and Associates, Inc.

Project
Support
TOTAL
HOURS
TOTAL
COST
Analyst I Sr. Professional I Professional II Professional I Travel Demand Modeling
Analyst II
Existing Conditions and Data CollectionDraft MemorandumsDraft Vision, Policies, Goals and ActionsFinal Vision, Policies, Goals and ActionsStakeholder DatabaseDraft Existing Conditions MemorandumFinal Existing Conditions MemorandumStakeholder and Agency EngagementSurveys (Intercept, Virtual, web site)Bike and PedTransitNeeds Identification 75

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4 Laurel Court - Permanent Encroachment Agreement - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Ryan Chen, Public Works Department, (650) 242-2746, [email protected] Agenda Title: 4 Laurel Court - Permanent Encroachment Agreement Agenda Action: Resolution
Recommendation
Adopt a resolution approving a Permanent Encroachment Agreement to allow construction of a new concrete retaining wall within the public right-of-way at 4 Laurel Court (APN 044-221-050) to replace an existing wood retaining wall.

Strategic Focus Area
Infrastructure and Mobility
Background
In March 2025, the property owner of 4 Laurel Court (APN 044-221-050) applied for a building permit (B2025-0078), to replace an existing wood retaining wall that partially extends into the public right-ofway with a new concrete retaining wall. The proposed retaining wall would generally maintain the existing footprint and alignment, minimizing any additional encroachment into the public right-of-way while improving the long-term stability and condition of the site.

Public Works staff reviewed the improvements and issued Condition of Approval #2, requiring approval of a Permanent Encroachment Agreement prior to construction. On May 5, 2026, the applicant submitted a permanent encroachment permit application (PE2025-0002). Following review, staff determined the proposed improvements are consistent with applicable Belmont City Code requirements.

Pursuant to Belmont City Code (BCC) Section 22-6, a Major Encroachment Permit is required for “major or unusual encroachments” within the public right-of-way and gives the City Council the sole authority to issue permits for above-ground structures such as retaining walls, fences, poles, and awnings. Although commonly referred to as a “permanent encroachment,” the City retains the right to revoke the permit and require removal at any time in the future if the structure is no longer appropriate or if conflicts with planned public improvements.

BCC Section 22-6(b) further requires the Director of Public Works to review all permanent encroachment applications and recommend approval when the application complies with City Code, subject to conditions necessary to protect the health and safety of the public and the City. The Permanent Encroachment Agreement also establishes that ongoing maintenance and liability associated with the retaining wall remain the responsibility of the property owner. 76

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4 Laurel Court - Permanent Encroachment Agreement - Staff Report.docx Analysis
The applicant is requesting approval of a Permanent Encroachment Agreement to allow construction of a retaining wall within the public right-of-way, as shown in Attachment A (Site Plan). Staff reviewed the application and determined the proposal is consistent with the requirements of the Belmont City Code.

Pursuant to BCC Section 22-7(e)(1), the City Council may approve or conditionally approve an encroachment when the project provides a public benefit. Examples of acceptable public benefits may include improved public safety, off-street parking, sidewalk improvements, safer sight distance, reduced grading, replacement or improvement of deteriorated or undesirable physical conditions, and other improvements to the public right-of-way.

The existing wood retaining wall has deteriorated over time, contributing to soil erosion onto the adjacent sidewalk and creating a potential public safety concern for pedestrians. The proposed concrete retaining wall will provide long-term hillside stabilization adjacent to the public right-of-way and reduce future wall failure and erosion. In addition, the project includes replacing the adjacent sidewalk to current City and ADA standards, improving pedestrian safety and accessibility in the area.

The proposed concrete retaining wall generally maintains the footprint and alignment of the existing wall, minimizing additional impacts within the public right-of-way while addressing the existing deteriorated condition. Staff finds that the project provides public benefit through improved hillside stability, enhanced pedestrian accessibility, and replacement of aging infrastructure with a safer and more durable improvement.

In accordance with BCC Section 22-6(d), notices were sent to all affected properties within 300 feet of the project location.

Alternatives

1. Take no action.

2. Refer back to staff for more information.

Attachments
A. Resolution
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed: Applicant has paid the applicable permit fee.

Source: Purpose: Public Outreach:

Staff Discretionary Action Other*
*Notices sent to all affected properties within 300 feet of the project location. 77

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RESOLUTION NO. 2026 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

APPROVING A PERMANENT ENCROACHMENT AGREEMENT TO ALLOW

CONSTRUCTION OF A NEW CONCRETE RETAINING WALL WITHIN THE PUBLIC RIGHT-OF-WAY AT 4 LAUREL COURT (APN 044-221-050) TO REPLACE AN EXISTING WOOD RETAINING WALL.

WHEREAS, the City of Belmont is authorized by Belmont City Code (BCC) Section 22-6 to issue encroachment permits for construction of structures in the public right-of-way; and
WHEREAS, the property owner of 4 Laurel Court (APN 044-221-050) has submitted an application for a Permanent Encroachment Agreement (PE2025-0002) to allow construction of a retaining wall within the public right-of-way; and WHEREAS, the Public Works Director reviewed the application and determined that the application is in accordance with the requirements of BCC Section 22-6(e); and WHEREAS, the encroaching structure in connection with this agreement will be constructed in accordance with City standards at the location shown in Exhibit A.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. In accordance with BCC Section 22-6(e), the City Council finds:
(a) There is a public benefit to the encroachment as the retaining wall stabilizes the hillside, reduces the potential for soil erosion into the public walkway, and improves pedestrian safety and accessibility through replacement of the adjacent sidewalk to current City and ADA standards; and
(b) The encroachment will not unduly restrict the public right-of-way or public water course for other typical uses; and
(c) The City will be duly protected from liability for injury to persons and property; and (d) The required bonds will guarantee the faithful performance of all conditions and requirements specified in the encroachment agreement; and (e) The encroachment is not solely for increasing the usable area of a private residence or business without a public benefit.

SECTION 2. The City Council authorizes the City Manager, or their designee, to execute the Permanent Encroachment Agreement on behalf of the City of Belmont.

SECTION 3. The City Council authorizes the City Clerk to file the Agreement with the County Recorder.
78

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SECTION 4. The Permanent Encroachment Permit is approved subject to the following conditions of approval which must be strictly complied with:
(a) The encroached structure shall be constructed in accordance with the approved plans unless otherwise approved by the Director of Public Works as part of the project; and (b) The property owners shall be responsible for all costs associated with maintaining the encroachment and, if required by the Director of Public Works at any time, removing the encroachment; and
(c) The property owners shall be responsible for any restoration required as a consequence of work authorized by the City of Belmont within the public right-ofway. * * *
79

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ADOPTED May 26, 2026 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
80 81

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City Vehicle Purchases for Fiscal Year 2025-2026 - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Dustin Moore, Public Works Fleet Management, (650) 595-7466, [email protected]
Agenda Title: City Vehicle Purchases for Fiscal Year 2026 Agenda Action: Resolution
Recommendation
Adopt a resolution authorizing the City Manager to execute contracts for the acquisition of one Public Works truck, two Police vehicles, and associated vehicle equipment for a total amount not to exceed $233,263
Strategic Focus Area
Infrastructure and Mobility
Background
The City of Belmont maintains an inventory of 96 assets, including vehicles, off-road equipment, and emergency generators. Fleet Management is responsible for the maintenance, repair, and replacement of these assets to ensure safe and reliable operations across City departments.

The City’s vehicle replacement program is intended to proactively replace aging vehicles that have reached the end of their useful life due to age, mileage, condition, or increasing maintenance costs. Fleet management uses a variety of procurement methods to acquire and outfit replacement vehicles in the most cost-effective and efficient manner available.

The three vehicles proposed for replacement include Police patrol vehicle #115, Police patrol vehicle #108, and Public Works truck #220. Fleet Management has evaluated each vehicle and determined replacement is necessary.

Analysis
Police Patrol Vehicle #115, a 2018 Ford Police Interceptor, has accumulated more than 102,000 miles and has experienced increasing maintenance and repair issues resulting in extended out-of-service time.

Replacement of this vehicle has been deferred since FY 2023.

Public Works Truck #220, a 2000 Ford F-450 dump truck, has accumulated more than 58,000 miles and is experiencing age-related reliability concerns and increasing maintenance needs.

Police Patrol Vehicle #108 was involved in a collision and was deemed a total loss. Approximately 90% of the vehicle’s outfitting equipment was recovered and can be reused in the replacement vehicle, 82

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City Vehicle Purchases for Fiscal Year 2025-2026 - Staff Report.docx significantly reducing replacement outfitting costs.

Fleet Management works collaboratively with each department to develop vehicle specifications that meet their operational needs while improving fuel efficiency and reducing greenhouse gas (GHG) emissions.

As part of the replacement process, Fleet Management evaluates vehicles that provide the best available net reduction in fleet emissions while considering operational, economic, and environmental factors.

Procurement
Police Patrol Vehicle #115 and #108 will be replaced with 2026 Ford Police Interceptor Hybrid vehicles for use by the Police Department. The hybrid powertrain allows the vehicles to operate more efficiently on electric power during patrol and while idling at incident scenes, resulting in improved fuel economy, reduced GHG emissions, lower fuel costs, and reduced maintenance costs. The vehicles also support the City’s effort to increase the number of alternative fuel vehicles within the fleet.

Public Works Truck #220 will be replaced with a 2026 Ford F-450 dump truck for use by the Public Works Department. The replacement vehicle will provide improved reliability, operational efficiency, and a reduced environmental footprint compared to the existing vehicle.

These vehicles and associated equipment will be procured using a combination of competitive procurement methods available to the City. Depending on availability and pricing, staff may utilize:
• Formal competitive bid solicitations to obtain pricing from qualified vendors • Piggyback contracts through other public agencies
• Cooperative purchasing agreements through organizations such as Sourcewell or HoustonGalveston Area Council (HGAC) Where applicable, staff will utilize the formal bid process to solicit competitive quotes from qualified vendors to ensure the City receives the best value while complying with the City’s purchasing requirements. Piggyback contracts and cooperative purchasing agreements provide additional procurement flexibility and can reduce administrative and purchasing costs while expediting vehicle acquisition timelines. Organizations such as Sourcewell and HGAC competitively solicit, evaluate, and award contracts on behalf of the public agency nationwide, allowing participating agencies to procure vehicles and equipment at competitively established pricing. These procurement methods satisfy the City’s competitive purchasing requirements and Belmont has successfully utilized them for prior vehicle acquisitions.

Once replacement vehicles are placed into service, the existing vehicles will be removed from service and may be traded in, donated for training purposes such as the Police Academy, or sold at auction, as appropriate.

Approval of the proposed resolution will authorize the procurement of the replacement vehicles and associated equipment in an amount not to exceed $233,263. Funding for vehicle replacement is accumulated over the useful life of fleet assets through the Fleet and Equipment Management Fund. 83

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City Vehicle Purchases for Fiscal Year 2025-2026 - Staff Report.docx Sufficient funds are included in the adopted FY 2025-26 budget Alternatives

1. Take No Action.

2. Refer back to staff for more information.

Attachments
A. Resolution
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed: FY 2025-26 budget – 573-1-740-9041/Vehicles Source: Purpose: Public Outreach:

Staff Discretionary Action Posting of Agenda
84

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RESOLUTION NO. 2026 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

AUTHORIZING THE ACQUISITION OF THREE CITY VEHICLES AND
ASSOCIATED EQUIPMENT FOR A TOTAL AMOUNT NOT TO EXCEED $233,263 WHEREAS, Police Patrol Vehicles #115 and #108 and Public Works Truck #220 were evaluated by Fleet Management and determined to have reached the end of their useful life or otherwise require replacement; and,
WHEREAS, Police Patrol Vehicle #115 has experienced increasing maintenance and repair issues resulting in extended out-of-service time, Public Works Truck #220 is experiencing age-related reliability concerns and increasing maintenance needs, and Police Patrol Vehicle #108 was involved in a collision and declared a total loss; and, WHEREAS, funding for the purchase of these vehicles and associated equipment is allocated in the Council approved FY 2025-26 budget account 573-1-740-9041/Vehicles.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. The City Manager is authorized to enter into agreements for the purchase of one Public Works vehicle, two Police vehicles, and associated equipment using competitive bid solicitations, piggyback contracts, cooperative purchasing agreements, or other authorized procurement methods, for a total amount not to exceed: $233,263 * * *
ADOPTED [Click to enter a date.] by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:
85

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ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
86

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Hallmark-Crestview Fire Access Gate MOU - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Daniel Matthews, Public Works, (650)-637-2985, [email protected] Agenda Title: Hallmark-Crestview Fire Access Gate Memorandum of Understanding with the City of San Carlos
Agenda Action: Resolution
Recommendation
Adopt a resolution authorizing the City Manager to negotiate and execute a Memorandum of Understanding (MOU) with the City of San Carlos, including contributing 50 percent cost of upgrading the existing gate at the end of Hallmark Drive.

Strategic Focus Area
Public Safety
Background
In 1976, following construction of the Belmont Heights and Highland Park subdivisions, a gate was installed at the request of the Fire Department to provide emergency access between the two neighborhoods as part of subdivision improvements. The gate is not maintained by the City, but continues to serve as an important emergency response function. However, there is a public interest in upgrading the facility to accommodate larger emergency vehicles and allow simultaneous ingress and egress during emergency situations. The existing 12-foot-wide iron gate currently provides less than 87

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Hallmark-Crestview Fire Access Gate MOU - Staff Report.docx nine inches of clearance for a fire engine, limiting operational efficiency and emergency access.

Figure 1 - A fire engine passing through the current gate at the Belmont-San Carlos border.

Although improvements to the gate have been discussed periodically since its installation, prior efforts did not advance due to the gate’s status as a privately owned facility and limited community consensus regarding modifications. However, following a 2021 CAL FIRE assessment identifying the importance of secondary emergency access routes in hillside neighborhoods, the City of Belmont and the San Mateo Consolidated Fire Department began working collaboratively with the Belmont Heights Civic Improvement Association (BHCIA) to evaluate potential improvements to the gate and emergency access conditions in the area.

More recently, in response to heightened wildfire concerns following the devastating Palisades Fire and other major wildfire events in Southern California, the City renewed efforts to advance the project as part of a broader regional emergency preparedness and resilience initiative. Recognizing the critical importance of the gate for emergency response and potential evacuations, the City of San Carlos and its emergency service providers joined Belmont in evaluating improvements to enhance access between the Belmont Heights and Highland Park neighborhoods. Given that the surrounding areas consist primarily of open space and both neighborhoods have limited points of ingress and egress, the gate is considered an important emergency access route for firefighting operations, evacuation, and emergency vehicle circulation during a wildfire or other disaster event.

Over the past year, Belmont Public Works staff, in coordination with the City of San Carlos, the San Mateo Consolidated Fire Department, and the San Carlos and Redwood City Fire Department, continued working in partnership with BHCIA to advance the project, including presentations at multiple BHCIA meetings to share information, discuss emergency access concerns, and gather community feedback.

Belmont staff also prepared conceptual plans and cost estimates for a replacement gate designed to improve emergency vehicle access and operational functionality.

To implement the project, Belmont and San Carlos staff developed a Memorandum of Understanding (MOU) to share the estimated replacement cost of $44,375, including staff time and materials. On April 27, 2026, the San Carlos City Council approved the MOU.

Analysis
The proposed improvement includes installation of a new 20-foot-wide double fire access gate designed to significantly improve access for emergency response equipment and facilitate vehicle circulation during a potential evacuation. The gate will remain closed under normal conditions and will only be opened during an active emergency or evacuation event. Authorized personnel from the City of Belmont, City of San Carlos, the San Mateo Consolidated Fire Department, and the San Carlos and Redwood City Fire Department will maintain access to the gate and be responsible for opening it when needed for emergency operations.

Under the proposed Memorandum of Understanding (MOU), the City of Belmont will be responsible for construction of the new gate and associated improvements. Belmont and San Carlos will each contribute 50 percent of the total project cost associated with upgrading the existing gate to the standard 20-foot double fire access configuration. Upon completion of construction, Belmont will invoice San Carlos for 88

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Hallmark-Crestview Fire Access Gate MOU - Staff Report.docx its share of the project costs.

Figure 2 - A typical double access fire gate, similar to the one that will be installed.

Following installation, Belmont Public Works crews will maintain the gate as necessary to ensure reliable operation during emergency situations. Under the MOU, the City of San Carlos will reimburse Belmont for 50 percent of any future maintenance costs associated with the gate.

Alternatives

1. Do not authorize execution of the MOU

2. Refer back to staff for additional information
Attachments
A. Resolution
B. Memorandum of Understanding with the City of San Carlos Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The new gate is expected to be substantially completed by this fiscal year and Belmont’s estimated share of $22,173.94 has been included in the current fiscal year’s Public Works operations budget in the Streets Maintenance Fund.

Source: Purpose: Public Outreach:

Staff Council Vision/Priority Posting of Agenda
89 Page
4 of 4
Hallmark-Crestview Fire Access Gate MOU - Staff Report.docx 90

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RESOLUTION NO. 2026 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

AUTHORIZING THE CITY MANAGER TO EXECUTE A MEMORANDUM OF

UNDERSTANDING (MOU) WITH THE CITY OF SAN CARLOS, INCLUDING CONTRIBUTING 50% OF THE TOTAL COSTS OF UPGRADING THE EXISTING GATE AT THE END OF HALLMARK DRIVE.

WHEREAS, a gate was constructed in 1976 following the construction of the Highland Park subdivision to prevent cut-through traffic while allowing emergency access; and, WHEREAS, the gate has since been owned and maintained by the Belmont Heights Civic Improvement Association, but there is a vested public interest in the gate functioning and accommodating emergency response equipment in the case of an event such as a wildfire; and, WHEREAS, the City of Belmont and San Carlos wish to partner to upgrade the gate to a double-wide fire-access gate to enable easier access for equipment including fire engineers and bulldozers, as well as simultaneous evacuation, in the case of an emergency.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Authorizes the City Manager to execute a Memorandum of Understanding (MOU) with the City of San Carlos to split the cost of upgrading the gate, estimated at $44,374.88, with each party contributing 50% for an estimated contribution of $22,173.94, and a total contribution not to exceed contribution of $25,000.

SECTION 2. Authorizes Public Works to construct the new gate and related improvements, perform routine maintenance on the gate in order to ensure functionality, and invoice the City of San Carlos in accordance with the terms of the MOU. * * *
91

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ADOPTED May 26, 2026 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
92 HALLMARK-CRESTVIEW GATE

BELMONT & SAN CARLOS

MEMORANDUM OF UNDERSTANDING
Summary: A barrier has existed at the terminus of Hallmark Drive and Crestview Drive since 1976. Although the gate was never accepted by either city for ownership or maintenance, both Belmont and San Carlos have an interest in the functionality of the gate during emergency events affecting the Hallmark-Crestview area. The objective of this MOU is to establish common expectations between to the two cities for sharing the cost of upgrading the gate for enhanced access of emergency response equipment, evacuations, during emergencies and for maintenance responsibilities going forward.

TERMS

1. Belmont and San Carlos will each contribute 50% of the total costs of upgrading the gate to a standard 20’ double fire access gate to provide enhanced access of emergency response equipment, evacuations, during emergencies. Costs shall include staff time and materials, estimated to be $44,374.88 (see Exhibit 1 – Plan and Exhibit 2 - Estimate). San Carlos’ contribution shall not exceed 50% of the approved project cost, in an amount not to exceed $25,000, unless expressly authorized in writing by San Carlos.

2. Belmont will provide an itemized invoice to San Carlos for their share of the work upon completion of the work and include actual costs incurred by Belmont, including back up documentation for all costs.

3. The Gate shall be constructed within the jurisdictional boundary of Belmont.

4. Belmont will be responsible for constructing the new gate and related improvements at the end of each cul-de-sac. Belmont will be responsible for construction compliance and site safety. The plans shall be approved by the San Carlos Public Works Director and Fire Chief or their designee.

5. Belmont Public Works crews will maintain the gate as needed to ensure functionality for its intended purposes, subject to Sections 5 and 6 of this Agreement.

6. Belmont will provide advance notice to the City of San Carlos for non-emergency maintenance and receive approval from San Carlos prior to non-emergency work

12.a
April 27, 2026 Packet Pg. 150
93 taking place. The notice shall include an itemized cost estimate with supporting documentation. San Carlos and Belmont shall share 50% of the cost of any required maintenance (including staff time and materials).

7. Emergency repairs will be completed by Belmont Public Works. After completion of emergency repairs, Belmont will submit an itemized invoice to San Carlos with supporting documentation.

8. The gate will remain closed except during an emergency when either City’s first responders deem it necessary to open the gate for purposes of an evacuation or for emergency response equipment and access.

9. Emergency personnel from both cities will hold keys to the gate.

10.No keys to the gate will be provided to residents unless the resident is a first responder or employee of either City.

11.Each City will be responsible to mark and maintain NO PARKING in front of the gate in their respective cities. Enforcement of the NO PARKING restrictions will occur within each City’s respective jurisdiction.

12.This agreement will remain in effect for an initial period of five years from the effective date. Prior to the end of the initial period and subsequent periods (if applicable), the parties shall meet and confer to determine future maintenance and cost-sharing needs and contributions, and shall agree to extend or terminate this agreement.

13.If at any time during the duration of this agreement, the gate needs to be replaced, the parties shall in good faith negotiate and cooperate on the design and cost for the replacement gate.

14.Belmont to maintain insurance for general liability in an amount acceptable to San Carlos and name the City of San Carlos as an additional insured. Each City will indemnify, defend and hold harmless the other from claims arising out of its own negligent acts or omissions.

15.Either party can terminate this agreement with a 90-day written notice. Upon termination, each City shall remain responsible for its share of costs incurred prior to the effective date of termination. No further cost sharing shall be required unless agreed to in writing.

12.a
April 27, 2026 Packet Pg. 151
94 Date and signature blocks

12.a
April 27, 2026 Packet Pg. 152
95 96
97 Item Labor Source QTY Cost/Unit Cost
Fab/Install Gate All Fence 1 $10,070 $10,070
Stump Removal, Rock removal, planter relocation In House 1 $7,000 $7,000 Total $17,070
Item Caltrans Item Code Qty Cost/Unit Cost (Caltrans)
Hot Mix Asphalt (Type A) (Tons) 390132 13 596.47 $ 7,754.11 Remove Concrete (Curb, Gutter, and Sidewalk (CY) 731850 9 699.03 $ 6,291.27 Minor Concrete (Curb, Gutter, and Sidewalk) (CY) 731510 2.5 1753.81 $ 4,384.53 Total $ 18,429.91
Mobilization 10% $3,549.99
Contingency 15% $5,857.48
Total $44,907.38
PCC/HMA Work (in-house)
Gate Installation
Soft Costs
98

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2023 Pavement Rehabilitation Project - Change Order Authorization and Revised NOC - Staff Report.docx

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Daniel Matthews, Public Works, (650)-637-2985, [email protected] Agenda Title: 2023 Pavement Project –Revised Notice of Completion Agenda Action: Resolution
Recommendation
Adopt a resolution reauthorizing the issuance of a Notice of Completion for the 2023 Pavement Project, City Contract Number 2022-613, for a revised final construction contract amount of $3,198,216.50.

Strategic Focus Area
Infrastructure and Mobility
Background
The 2023 Pavement Project consisted of rehabilitating over two centerline miles of roadway, including curb, gutter, accessibility improvements, and related utility and striping work along the following streets:

Arbor Avenue, Hillman Avenue, Lyon Avenue, Middle Road, Miller Avenue, Oak Knoll Drive, South Road, Upper Lock Avenue, and Virginia Avenue. The project also reconstructed pavement and concrete sections and removed hazardous trees at the Len Turner Memorial Vista Point Parking Lot.

On January 9, 2024, through Resolution 2024-04, City Council authorized Public Works to award a contract to Ghilotti Bros., Inc. (Contractor) in the amount of $3,105,207, plus a 10% construction contingency of $310,521 for potential unforeseen conditions, for a total not-to-exceed construction budget of $3,415,728. The project was funded with RMRA and Measure I funds. The Contractor substantially completed the project in late 2024.

On June 24, 2025, through Resolution 2025-46, City Council accepted the completed work and authorized staff to issue a Notice of Completion based on a construction contract cost amount of $3,087,974.24. At the time, staff notified City Council of two pending Notices of Potential Claim (NOPCs) related to unforeseen site conditions that had not yet been resolved. Staff anticipated resolving the NOPCs through the formal claims process following project acceptance and contract closeout.

Since that meeting, staff has successfully negotiated and resolved both NOPCs through standard contract change orders without the need to utilize the formal claims process.

Because the original Notice of Completion has yet to be issued and recorded, staff is requesting that City Council reauthorize issuance of a revised and final Notice of Completion reflecting all final quantity adjustments and resolved change orders, for a final construction contract amount of $3,198,216.50. 99

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2023 Pavement Rehabilitation Project - Change Order Authorization and Revised NOC - Staff Report.docx Analysis
The final construction contract amount of $3,198,216.50 includes all final quantity adjustments and resolution of the pending change orders associated with unforeseen site conditions. The final construction cost is approximately 3% over the original contract amount and remains within the approved budget previously authorized by City Council.

Additional City Council authorization is required because the previously authorized Notice of Completion amount of $3,087,974.24 did not include the two pending NOPCs that have since been resolved through contract change orders. Approval of the proposed resolution will authorize staff to record the revised Notice of Completion with the County Recorder’s Office, issue final payment to the Contractor, and formally close out the project.

Alternatives

1. Refer back to staff for additional information

2. Do not authorize the revised and final Notice of Completion Attachments
A. Resolution
Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

The project’s final construction contract amount of
$3,198,216.50 is within the approved project budget. Funds have been budgeted and charged under the 2023 Pavement
Reconstruction Project No. 3108, funded by Measure I, RMRA, and Measure W.

Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda 100

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RESOLUTION NO. 2026 –

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BELMONT

AUTHORIZING THE ISSUANCE OF A NOTICE OF COMPLETION FOR THE FINAL CONSTRUCTION CONTRACT AMOUNT OF $3,198,216.50 AND RECORDING OF THE NOTICE OF COMPLETION FOR THE 2023 PAVEMENT PROJECT, CITY CONTRACT NUMBER 2022-613.

WHEREAS, on January 9, 2024, through Resolution 2024-04, City Council authorized Public Works to award a contract to Ghilloti Bros, Inc. for the construction of the 2023 Pavement Project, City Contract Number 2022-613; and,
WHEREAS, on June 24, 2025, through Resolution 2025-46, City Council accepted the completed work and authorized the City Clerk to file a Notice of Completion for a final cost of construction of $3,087,974.24; and,
WHEREAS, at the time of the previous Council authorization, two Notices of Potential Claims related to unforeseen site conditions were pending; and, WHEREAS, staff has since negotiated and resolved both potential claims as standard change orders, and staff requests to issue a revised and final Notice of Completion to update the final construction contract cost to $3,198,216.50, which includes all final quantity adjustments and resolution of the pending change orders associated with unforeseen site conditions; and,
WHEREAS, the final construction contract amount of $3,198,216.50 is approximately 3% over the original contract amount and within the approved 10% construction contingency previously authorized by City Council.

NOW, THEREFORE, the City Council of the City of Belmont resolves as follows:

SECTION 1. Authorizes the Public Works Director to negotiate and execute all final change orders, issue a final Notice of Completion for a final construction cost of $3,198,216.50, and process final contract payment.

SECTION 2. Authorizes the City Clerk to file a Notice of Completion with the San Mateo County Clerk-Recorder’s office for the 2023 Pavement Project, City Contract Number 2022- 613, pending execution of the change order and payment of the outstanding balance. * * *
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ADOPTED May 26, 2026 by the City of Belmont City Council by the following vote:

Ayes:

Noes:

Absent:

Abstain:

ATTEST:

City Clerk Mayor
APPROVED AS TO FORM:

City Attorney
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Military Equipment List - Staff Report

STAFF REPORT
Meeting Date: May 26, 2026
Agency: City of Belmont
Staff Contact: Andrew Armando, Captain, (650) 595-7400
Agenda Title: Annual Review of the Police Department’s Military Equipment Use Policy in Accordance with Assembly Bill 481
Agenda Action: Resolution
Recommendation
Receive the Police Department’s Annual Military Equipment Report; and adopt a resolution approving the Belmont Police Department’s 2025 Military Equipment Report.

Strategic Focus Area
Public Safety
Background
Today’s police departments must use a wide range of equipment to protect public safety and provide law enforcement in the communities they serve. Much of this equipment is also used by the military.

On September 30, 2021, California Assembly Bill 481 (AB 481) was signed into law. The passing of AB 481 created California Government Code Sections 7070, 7071, and 7072. This requires law enforcement agencies to disclose any “military equipment” it currently possesses and sets the framework for an approval process for future purchases of “military equipment.” Government Code §7071(b) requires law enforcement to submit a Military Equipment Use Policy to the city council for approval by ordinance.

The “military equipment” does need to have been acquired from the Department of Defense to be considered “military equipment.” Government Code §7070 provides a list of equipment types that are “military equipment” for purposes of the use policy. The Belmont Police Department – Military Equipment Use Policy 707 includes information for any such equipment types that are possessed by the department, or reasonably likely to be deployed in the City of Belmont by its law enforcement partners.

While the police department does not possess any tactical equipment that it has obtained from the military, it does possess some types of equipment that are listed in Government Code Section 7070. In addition, the police department participates in a regional S.W.A.T. team in conjunction with the San Mateo County Sheriff’s Office, which possesses and utilizes additional types of equipment.

AB 481 also requires law enforcement agencies to prepare an annual report containing information for the preceding calendar year. The report summarizes the required information:
• Obtain approval by the applicable governing body (Mayor and City Council) by adopting a military equipment use policy prior to taking certain actions relating to the funding, acquisition, 103

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Military Equipment List - Staff Report
or use of military equipment, as defined.
• Publish an annual report by the law enforcement agency to include each type of military equipment approved by the governing body. Hold at least one well-publicized and conveniently located community engagement meeting within 30 days of submitting and publicly releasing the annual military equipment report.
• The governing body reviews the military equipment use ordinance annually and has the option to either disapprove a renewal of a type of military equipment or amend the policy if it determines that the military equipment does not comply with approval standards. The City Council then determines whether to renew authorization of the military equipment use policy by considering certain factors provided by AB 481.

Once the report was completed for the 2025 Military Equipment Use Policy, the report was uploaded to the Belmont Police Department Transparency page on April 9, 2026. After it was uploaded, the police department notified the community (on social media on April 13, 2026), and through the City of Belmont Weekly ENews on April 17, 2026) of a public meeting on April 21, 2026, where the public could ask questions or make comments related to the policy. The public meeting was on April 21, 2026, at 1PM, but no community members attended.

On May 26, 2026, the police department seeks to present its Military Equipment Report to the City Council for review, public comment, and approval.

Analysis
In accordance with AB 481, the Military Equipment Annual Report was posted on the police department’s website at least 30 days prior to this meeting.

During 2025, the department received no complaints about the use of our military equipment. In addition, there were no violations of policy regarding the deployment of military equipment. The police department has not obtained any equipment from federal military surplus programs, known as the 1033 Program, and does not possess any tactical equipment obtained from the military.

At a City of Belmont Council Regular Meeting on July 23, 2024, the police department presented information regarding the desire to implement an Unmanned Aerial Systems Program (UAS). The presentation occurred during the council’s general business portion of the meeting, and the city council was provided with the update, discussed the item and provided direction to the police department. The police department implemented this Unmanned Aerial Vehicle (UAV) Program in 2025. As previously discussed, this program is in cooperation with other city departments, including but not limited to parks & recreation and public works.

In early 2025, the Belmont Police Department purchased an Unmanned Aerial System (UAS). The item purchased was a Skydio X10- American made company based in San Mateo. The Skydio X10 is a small, portable, quadcopter drone with advanced features. It's designed for aerial intelligence and can be used for a variety of applications, including inspections, public safety, and utility maintenance. This UAS was listed in the 2024 Military Equipment List as an anticipated purchase and is documented in the 2025 104

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Military Equipment List - Staff Report
Military Equipment List related to the actual purchase completion.

The department does also plan on restocking previously approved items which are used in training and in operations. Ammunition expended in training were the only items restocked during 2025. In addition, the department looks to replace antiquated patrol rifles with newer versions which possess the same characteristics and nomenclature as the previous approved items. Please refer to Attachment B regarding cost and other applicable details.

Before being allowed to use any of the department’s military equipment, a Belmont Police officer receives significant training in the safe use, handling and deployment of the item, and all actions by police personnel must comply with department policy, state law and constitutional protections regarding search and seizure. Many of the items have specific policies that relate to their deployment, and their use must comply with state and federal law.

The military equipment identified in Belmont Police Department Policy 707 is necessary because there are no reasonable alternatives that can achieve the same objective of officer and community safety. Staff recommend the City Council receive the Police Department’s 2025 Military Equipment Report, receive public comment, and adopt the resolution approving the department’s Military Equipment Report. The proposed resolution is attached as Attachment A, the 2025 Military Equipment Report and Policy 707 are attached as Attachment B.

Alternatives

1. Refer to staff with directions.

Attachments
A. Resolution.

B. Belmont Police Department Military Equipment Annual Report and Policy 707.

Fiscal Impact
☐ No Fiscal Impact
☒ Funding Source Confirmed:

Fiscal impacts for qualifying equipment owned/utilized by the Belmont Police Department are summarized under the Military Equipment List that is included in the Belmont Police
Department Military Equipment Annual Report and Policy.

Source: Purpose: Public Outreach:

Staff Statutory/Contractual Requirement Posting of Agenda 105
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Copyright Lexipol, LLC 2026/04/10, All Rights Reserved. 707
Policy
Military Equipment
707.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072). 707.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.
• Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray. • Area denial electroshock devices, microwave weapons, water cannons, long-range acoustic devices (LRADs), acoustic hailing devices, and sound cannons. • Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.

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Military Equipment
a.
b.
c.
d.
e.

1. 2.
f.
g.
707.2 POLICY
It is the policy of the Belmont Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 707.3 PHILOSOPHY
The acquisition of military equipment and its deployment in our communities may impact the safety and welfare of our community. The community has a right to know about any funding, acquisition or use of military equipment by local government officials, as well as a right to participate in any decision of the government agency to fund, acquire or use such equipment. Decisions regarding whether and how military equipment is funded, acquired or used should give strong consideration to the welfare, safety, civil rights and civil liberties of our community and should be based on meaningful public input.

The Belmont Police Department recognizes the purpose and intent of the legislation governing the funding, acquisition and use of military equipment in our community. As an agency which frequently collaborates with surrounding jurisdictions for both routine and emergency assistance, it is in the interest of transparency and accountability to provide as much information as possible about the equipment in use by those jurisdictions. While the Belmont Police Department does not possess or train in the use of most of the specialized equipment possessed by some other agencies, resources from surrounding agencies may be called upon to assist in various critical incidents in which its use would help ensure a safe resolution.
707.4 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:

Acting as liaison to the governing body for matters related to the requirements of this policy.

Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.

Conducting an inventory of all military equipment at least annually.

Collaborating with any allied agency that may use military equipment within the jurisdiction of Belmont Police Department (Government Code § 7071).

Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

Publicizing the details of the meeting.

Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.

Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).

Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.

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Military Equipment
a.
b.
c.
d.
e.
f.
g.
707.5 MILITARY EQUIPMENT INVENTORY
The following attached document constitutes a list of qualifying equipment for the Department:

See attachment:

ATTACH_START__7bc13f84-b3a2-43fb-8400-20eeb81ad0bf__ 2026 Military Equipment List.pdfATTACH_END__7bc13f84-b3a2-43fb-8400-20eeb81ad0bf__ 707.6 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):

Requesting military equipment made available pursuant to 10 USC § 2576a.

Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.

Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.

Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department.

Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.

Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.

Acquiring military equipment through any means not provided above. 707.7 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy.

The Belmont Police Department frequently collaborates with surrounding jurisdictions for both routine and emergency assistance. In the interest of transparency and accountability the Belmont Police Department has opted to provide as much information as possible about the equipment in use by neighboring jurisdictions in the event the use of equipment which is required by this policy to be reported is necessary within this jurisdiction. While the Belmont Police Department does not possess or train in the use of most of the specialized equipment possessed by other jurisdictions, their resources may be called upon to assist in critical incidents and emergencies in which its use would help ensure a safe resolution. 707.8 ANNUAL REPORT
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Military Equipment
a.
b.
c.
d.
e.
f.
g.

Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

A summary of how the military equipment was used and the purpose of its use.

A summary of any complaints or concerns received concerning the military equipment.

The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.

The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.

The quantity possessed for each type of military equipment.

If the Belmont Police Department intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

Within 30 days of submitting and publicly releasing an annual military equipment report, the Belmont Police Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the annual military equipment report and the Belmont Police Department funding, acquisition, or use of military equipment.

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 707.9 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.

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Attachments
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Attachment
2026 Military Equipment List.pdf
2026 Military Equipment List.pdf - 6 111
2026 Belmont Police Department Military Equipment Use Policy The Belmont Police Department does not possess any tactical equipment that it has obtained from the military, nor does it possess any equipment that was designed for military use.

Nonetheless, California Government Code §7071(b) requires that law enforcement agencies submit a proposed Military Equipment Use Policy to their governing body for approval.

California Government Code §7070 provides a list of equipment types that are considered to be “military equipment” for purposes of this policy requirement, and this Military Equipment Use Policy includes information for any such equipment types that are possessed by the Belmont Police Department, or reasonably likely to be deployed in Belmont by other law enforcement partners.

California Government Code §7070(d) describes a Military Equipment Use Policy as a publicly released, written document that includes, at a minimum, all of the following:

1. A description of each type of Military Equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the Military Equipment.

2. The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of Military Equipment.

3. The fiscal impact of each type of Military Equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

4. The legal and procedural rules that govern each authorized use.

5. The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of Military Equipment to ensure the full protection of the public's welfare, safety, civil rights, and civil liberties and full adherence to the Military Equipment use policy.

6. The mechanisms to ensure compliance with the Military Equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.

7. For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.

California Government Code § 7070(c) defines Military Equipment as any of the following:

1. Unmanned, remotely piloted, powered aerial or ground vehicles.

2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.
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5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

6. Weaponized aircraft, vessels, or vehicles of any kind.

7. Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

10. Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

11. Any firearm or firearm accessory that is designed to launch explosive projectiles.

12. "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.

13. Taser Shockwave, microwave weapons, water cannons, and the Long-Range Acoustic Device (LRAD).

14. The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.

15. Any other equipment as determined by a governing body or a state agency to require additional oversight.

16. Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

Pursuant to California Government Code §7070(d)(6), and in accordance with California Government Code §7072, the Belmont Police Department will submit to the Belmont City Council an Annual Military Equipment Report and will make that report publicly available on its internet website. The Annual Military Equipment Report will include the following information for the immediately preceding calendar year for each type of military equipment:

1. A summary of how the military equipment was used and the purpose of its use.

2. A summary of any complaints or concerns received concerning the military equipment.

3. The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.

4. The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.

5. The quantity possessed for each type of military equipment.

6. If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

The Belmont City Council will use the Annual Military Equipment Report as a mechanism to ensure the Belmont Police Department’s compliance with this Military Equipment Use Policy, and to help it 113
Belmont Police Department Page 3 of 34 Policy 707 – Military Equipment Use determine whether to approve, revise, or revoke components of the Military Equipment Use Policy for the subsequent year.

Pursuant to California Government Code §7070(d)(7), members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment in this policy by any of the following means:

1. Via e-mail to: [email protected]

2. Via phone call to: 650-595-7404

3. Via mail sent to: Belmont Police Department
Attn: Military Equipment Use Coordinator
1 Twin Pines Lane
Belmont, CA 94002
The Belmont Police Department is committed to responding to complaints, concerns and/or questions received through any of the above methods in a timely manner. 2025 SUMMARY-MILITARY EQUIPMENT REPORT
During 2025, The Belmont Police Department utilized a total of 0 “flash bang” light sound diversion devices which are identified as Defense Technology 8901SC-destraction devices. In 2025, the Belmont Police Department purchased an unmanned aerial system (UAS), a Skydio X10- American made UAS company based in San Mateo. The Skydio X10 is a small, portable, quadcopter drone with advanced features. It's designed for aerial intelligence and can be used for a variety of applications, including inspections and public safety.

This UAS purchase was reflected on the prior year military equipment list as an anticipated purchase and the actual purchase was made in 2025. No other purchases were made in 2025 related to items identified as military equipment.

During 2025, no complaints have been received by the Belmont Police Department regarding Military Equipment or its use.

No questions were received related to the Military Equipment Report. The 2025 military equipment audit completed by the Belmont Police Department showed no improper use or violations of policy related to military equipment use.

The Belmont Police Department plans to maintain its current supply totals (Ammunition, rifles, light sound diversion devices, command vehicle and less lethal shotguns) related to this Military Equipment Report for 2026.

The remainder of this document is divided into two sections with an attachment. Section one lists qualifying equipment that is owned and/or utilized by the Belmont Police Department. Section Two lists qualifying equipment that is not owned or regularly utilized by the Belmont Police Department, but which is known to be owned and/or utilized by law enforcement units with which the Belmont Police Department collaborates and/or participates for law enforcement purposes. It should be noted, our 114
Belmont Police Department Page 4 of 34 Policy 707 – Military Equipment Use neighboring jurisdiction of San Mateo is part of the North Central Regional SWAT Team which owns or utilizes much of the equipment in section two.

The attachment is the list of qualifying equipment owned and operated by the San Mateo County Sheriff’s Department. The Belmont Police Department works closely with the Sheriff’s Office as the contract law enforcement agency for our neighboring jurisdiction of San Carlos. The Belmont Police Department has also been a part of the Sheriff’s Office SWAT team since the early 1990s to provide training and resources for addressing critical incidents and high-risk operations.

Section One: Qualifying Equipment Owned/Utilized by the Belmont Police Department Equipment Type: Command and Control Vehicles - CA Gov’t Code §7070(c)(5) Quantity Owned/Sought: 1 – 2023 Ford E350 Mobile
Command Vehicle- owned
Lifespan: Approximately 20 years
Equipment Capabilities: Provides space for officers, dispatchers and supervisors to manage police incidents and investigations.

Manufacturer Product Description: The vehicle is a 2023 motorhome which will have a converted work area in the front and rear of the vehicle. The vehicle will be equipped with police and fire radios as well as communication tools to allow remote computer connection to department resources for use in the field. The vehicle is also equipped with an awning and equipment to allow for incident management outside of the vehicle.

Purpose/Authorized Uses: To provide a location where dispatchers and/or supervisors can monitor and manage police incidents. Additionally, the vehicle provides communications capabilities, shelter and facilities for extended incidents.

Fiscal Impacts: This vehicle was purchased used in 2024 for $55,137.96, as a replacement for the 1997 motorhome that was retired in 2024 as a result of reaching the end of its serviceable lifespan.

Continued maintenance is included in the fleet services budget. The retirement and purchase of the new command vehicle was noted in the 2024 Military Equipment Report.

Legal/Procedural Rules Governing Use: Local, state and federal law regarding use of communication equipment and access to law enforcement information.

Training Required: Internal department training and familiarization with all equipment and setup.

Other Notes: The vehicle is used to support field incidents both within the City of Belmont and as part of the department’s commitment to the San Mateo County Sheriff’s Office SWAT and CNU Teams. 115
Belmont Police Department Page 5 of 34 Policy 707 – Military Equipment Use Equipment Type: Semiautomatic Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 29 - AR-15 rifles owned Lifespan: Approximately 15 years Equipment Capabilities: The Colt AR-15 platform is a semiautomatic rifle capable of firing .223 caliber ammunition.

Manufacturer Product Description: This Semi-Automatic Colt Rifle is a throwback to the full-size AR15® which gave birth to the Modern Sporting Rifle. The AR15A4 is defined by its 20" 1:7 Twist Government Profile Chrome Lined Barrel and A2 Fixed Buttstock. The rifle is topped with a Picatinny Flat Top Upper Receiver with Detachable Carry Handle
Purpose/Authorized Uses: Officers may deploy the patrol rifle in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the patrol rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When an officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: The original rifles owned by Belmont PD were purchased over 30 years ago. Recent purchases to replace 5 rifles was $1100 per rifle in 2019. Another purchase to replace 5 rifles was $1200 per rifle in May of 2024. With this purchase of AR-15s in 2024, it increased our total owned/sought to 31 and in 2025 the inventory was reduced to 29 by retiring 2 of the oldest rifles (Existing quantity owned/ sought) by destroying rifles that have been replaced/reached their end of service life. This anticipated reduction was listed in the prior military equipment list report.

The ongoing costs of ammunition vary dependent on availability and market conditions. The approximate annual ammunition cost for .223 caliber ammunition is $8,200 to maintain current inventory. For 2025, the Belmont Police Department used approximately 9000 training .223 rifle ammunition for range qualification and new employee certification.

It is anticipated that the police department will need to replace between 2 and 5 AR-15 rifles that have exceeded their acceptable service life. Cost to replace an AR-15 is between approximately $1,300 and $1,600 per rifle. All maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and Firearms.

Training Required: Officers must successfully complete initial classroom, practical and range training with a certified department instructor. All officers must meet all department firearms training and qualifications as required by law and policy.

Other Notes: Two of the rifles have been modified for training and do not fire live ammunition. Two of the rifles are short-barreled rifles (SBR) for use by motor officers. These rifles are standard issue service weapons for our officers and therefore exempted from this Military Equipment Use Policy per CA Gov’t Code §7070 (c)(10). They have been included in this document in an abundance of caution and in the interest of transparency.
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Belmont Police Department Page 6 of 34 Policy 707 – Military Equipment Use Equipment Type: Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 3 - Colt M4 rifles owned Lifespan: Approximately 15 years Equipment Capabilities: The Colt M-4 rifle is capable of firing 5.56mm ammunition Manufacturer Product Description: Throughout the world today, the Colt M4’s reliability, performance, and accuracy provide joint coalition forces with the confidence required to accomplish any mission.

Designed specifically for lightweight mobility, speed of target acquisition, and potent firepower capability - the M4 delivers. The M4 can be comfortably carried yet be instantly available to provide the level of firepower, dependability, and accuracy of a 5.56mm rifle. Proven in military combat operations all over the world, it is in a class by itself as a first-rate combat weapon system. The Colt M4 Carbine serves as the United States Armed Forces’ weapon of choice and the weapon of the 21st century warfighter.

The Colt M4 is the ONLY 5.56mm carbine in the world today that is manufactured to meet or exceed the stringent performance specifications (MILSPEC) required for acceptance and use by the U.S.

Armed Forces.

Purpose/Authorized Uses: This rifle is authorized for use by a SWAT Operator only and may be deployed in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. While the rifle is capable of firing in three round bursts, that feature is neither trained or used. Examples of some general guidelines for deploying the rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When the officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: These rifles were purchased by the Belmont Police Department over two decades ago.

The ongoing costs for ammunition will vary dependent on availability and market conditions. The approximate annual ammunition cost for 5.56 caliber ammunition is $3,600 to maintain current inventory. All maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and Firearms.

Training Required: In addition to patrol rifle and standard SWAT Operator training, SWAT operators assigned this rifle must successfully complete SWAT training and qualification standards as required by law and policy.

Other Notes: While the rifle is capable of firing in full auto round bursts, that feature is infrequently trained on or used.
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Belmont Police Department Page 7 of 34 Policy 707 – Military Equipment Use Equipment Type: Rifles and Ammunition - CA Gov’t Code §7070(c)(10) Quantity Owned/Sought: 3 – Colt 9mm SMG owned Lifespan: Approximately 15 years Equipment Capabilities: The Colt 9mm SMG rifle is capable of firing 9mm NATO ammunition Manufacturer Product Description: The Colt 9mm Submachine Gun (SMG) is exceptionally well suited for military, paramilitary, and Law Enforcement organizations requiring a lightweight, compact, highly concealable, select fire weapon system for close confrontations. The Colt SMG is constructed with a modular rail system that allows the easy mounting of ancillary devices, fires from a closed bolt, is equipped with a collapsible buttstock, and is easily field stripped without the need of any special tools. The straight-line construction, coupled with the low recoil of 9mm ammunition, provides highly accurate fire with less muzzle climb, especially in a fully automatic fire mode. Less recoil also facilitates ease of training and improves accuracy. Finally, operation and training for the Colt 9mm SMG is similar to that for the Colt M16A2/A4 Rifle, Colt M4 Carbine or Colt Commando Carbine, simplifying user training substantially.

Purpose/Authorized Uses: This rifle is authorized for use by trained personnel only and may be deployed in any circumstance where the officer can articulate a reasonable expectation that the rifle may be needed. Examples of some general guidelines for deploying the rifle may include but are not limited to:

1. Situations where the officer reasonably anticipates an armed encounter.

2. When the officer is faced with a situation that may require accurate and effective fire at long range.

3. Situations where an officer reasonably expects the need to meet or exceed a suspect's firepower.

4. When an officer reasonably believes that there may be a need to fire on a barricaded person or a person with a hostage.

5. When an officer reasonably believes that a suspect may be wearing body armor.

6. When authorized or requested by a supervisor.

Fiscal Impacts: These rifles were purchased by the Belmont Police Department over two decades ago.

The ongoing costs for ammunition will vary dependent on availability and market conditions. All maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and Firearms.

Other Notes: These rifles are not currently issued to staff and are primarily used for training purposes.
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Belmont Police Department Page 8 of 34 Policy 707 – Military Equipment Use Equipment Type: “Flashbangs” - CA Gov’t Code §7070(c)(12) Quantity Owned/Sought: 40 – Defense Technology
8901SC Distraction Device
Lifespan: Approximately 5 years
Equipment Capabilities: ATF controlled Class C explosive device which emits a bright light and thunderous noise to distract potentially dangerous individuals.

Manufacturer Product Description: The Distraction Device® Reload utilizes a standard military-style M201A1 type fuse and produces 175 dB of sound output at 5 feet and 6-8 million candelas for 10 milliseconds. The reload is available with and without a safety clip.

Purpose/Authorized Uses: The distraction device is intended for use only by tactical units during dynamic entries to enhance officer safety and reduce the risk of hostile engagement.

Fiscal Impacts: The initial cost of this equipment was approximately $40 per device. Ongoing costs associated with the devices during training and operations is approximately $440 per year. In 2025, no “flashbangs” were used or purchased.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and SWAT and firearms.

Training Required: Operators who may deploy the device must receive training from a POST certified trainer on the use, deployment and storage of diversionary devices.

Other Notes: These devices are only approved to be used by trained SWAT personnel and must have supervisory approval prior to deployment.
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Belmont Police Department Page 9 of 34 Policy 707 – Military Equipment Use Equipment Type: Less Lethal Launchers and Kinetic Energy Munitions - CA Gov’t Code §7070(c)(14) Quantity Owned/Sought: 1 – Smith & Wesson 37mm
Gas Launcher
Lifespan: Approximately 20 years
Equipment Capabilities: The 37mm Less Lethal Launcher is capable of firing 37mm Kinetic Energy or Chemical Agent Munitions.

Manufacturer Product Description: The Smith & Wesson company began production of a new model of 37mm tear gas launcher using the N frame revolver clockwork, coupled with a simple break action barrel. The system was available as a stocked carbine (14-inch barrel). This is probably the finest quality tear gas or flare gun ever made, as the clockwork from the revolvers gives it a great single action and double action trigger pull compared to the typical utilitarian flare gun. A variety of projectiles were made. Production appears to have ceased in 1984, when the Bangor Punta conglomerate was bought out, and Smith & Wesson sold off from it shortly thereafter.

Purpose/Authorized Uses: The 37mm Less Lethal gas launcher and Kinetic Energy Munitions are intended for use as a less lethal use of force option.

Fiscal Impacts: No fiscal impact at this time. 37mm launcher is not currently in use.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and Crowd Control.

Training Required: Officers must complete a POST certified course as well as regular training and qualifications as required by law and policy.

Other Notes: Only Less Lethal Munitions Instructors are authorized to use this system. 120
Belmont Police Department Page 10 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(1)
Equipment Type: Unmanned, remotely piloted, powered aerial or ground vehicles Common Name: Unmanned Aircraft Systems (UAS/Drones)
Quantity Owned/Sought: 1-Skydio X10 UASPurchased in March of 2025.Lifespan: Approximately 5 years Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by Forward Looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description:

Skydio X10- American made Company based in San Mateo. The Skydio X10 is a small, portable, quadcopter drone with advanced features. It's designed for aerial intelligence and can be used for a variety of applications, including inspections, public safety, and utility maintenance.

Features
• Cameras: The X10 has high-resolution visual and radiometric cameras, including the VT300-Z, which has a 64 MP resolution
• Thermal imaging: The X10 has a thermal sensor that can detect temperature gradients, which can be used for early warning systems and finding missing people • AI: The X10 has AI capabilities and an NVIDIA Jetson Orin GPU • Weather sensors: The X10 has built-in weather sensors and airspace awareness • Compact size: The X10 weighs under 4.7 pounds and folds into a compact size • Quiet propulsion: The X10 has efficient motors and a folding 3-blade design • Durability: The X10 has a magnesium and carbon fiber frame and is IP55 certified against dust and water
The Skydio X10 further utilizes a 3S scan technology that can accurately document crash scenes, crime scenes, and other critical areas with detailed 3D models that provide a comprehensive view. This technology can help reduce roadway closure times for serious accidents by mapping the scene in a fraction of the time that it would take officers to physically perform the task.

Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are not available or are less effective.

Uses may include but are not limited to:

Search and rescue missions, investigative scenes for video/photograph documentation, Hazardous Materials (hazmat) response, public safety and life preservation missions (i.e., barricaded suspects, hostage situations, active shooters, high-risk tactical operations), disaster response (i.e., flood, earthquake, fire), suspected explosive devices, pursuant to a warrant (search or arrest), special events, outside public agency assists and mutual aid support when the underlying mission meets the uses outlined in agency policy, training flights as required to meet FAA and Belmont Police Department certification standards, searching for wanted suspects, and demonstrations to the public (i.e. flight demonstrations to the public). 121
Belmont Police Department Page 11 of 34 Policy 707 – Military Equipment Use Fiscal Impacts: The initial costs of equipment, licensing, software and training was approximately $30,000. Ongoing cost associated with UAS operation and maintenance is estimated to be approximately $8,000 per year.

Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy.

Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations.

UAS recordings of the following should be retained for a minimum of two years (Penal Code 832.18):
• Incidents involving use of force by an officer
• Officer-involved shootings
• Incidents that lead to the detention or arrest of an individual • Recordings relevant to a formal or informal complaint against an officer of the Belmont Police Department.
•
Recordings containing evidence that may be relevant to a criminal prosecution should be retained for any additional period required by law for other evidence relevant to a criminal prosecution (Penal Code § 832.18). All other recordings should be retained for a period consistent with the requirements of the department’s records retention schedule.

All recordings made by members on any office-issued device at any time, and any recording made while acting in an official capacity for this department, regardless of ownership of the device it was made on, shall remain the property of the Belmont Police Department. Members shall have no expectation of privacy or ownership interest in the content of these recordings.

Belmont Police Department Policies including:

Lexipol 614 – Unmanned Aerial System (UAS)
Training Required: Prior to piloting any UAS/Drone staff members shall acquire an FAA Remote Pilot Certificate under the FAA’s Small UAS Rule (Part 107). Before a member can be authorized to conduct flight operations as a UAS operator, they must complete at least eight hours of flight training with UAS instructors to show proficiency of the flight training exercise and the airframe. This must be accomplished to show their ability and knowledge of the UAS. To maintain a level of proficiency with the UAS, operators shall be required to attend regular training. Training will be coordinated through the Program Coordinator. All members in the assignment shall maintain proficiency in their piloting skills. Members who do not have any documented training or flight time within a span of six months will need to demonstrate proficiency before being a pilot during a deployment or exercise.

All members will have a training file on record that detail their training history. All deployments or exercises will be documented and count towards a member’s training.

Other Notes: None.
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Belmont Police Department Page 12 of 34 Policy 707 – Military Equipment Use Equipment Type: Less Lethal Launchers and Kinetic Energy Munitions - CA Gov’t Code §7070(c)(14) Quantity Owned/Sought: 14 – Remington 870 Less
Lethal Shotgun
Lifespan: Approximately 20 years
Equipment Capabilities: Remington Model 870 12-gauge shotgun modified with high visibility stocks and fore ends, designated to fire less lethal kinetic energy projectiles. The projectile in use by the Belmont Police Department is the Defense Technology Drag Stabilized 12 Gauge Bean Bag round.

Manufacturer Product Description: The Remington Model 870 is a U.S. made pump-action shotgun.

It is widely used by law enforcement as a defensive weapon and by the public for target shooting, hunting and self-defense.

The Model 870 features a bottom-loading, side ejecting receiver, tubular magazine under the barrel, dual action bars, internal hammer and a bolt which locks into and extension in the barrel. A pump action is a repeating firearm action that is operated manually by moving a sliding handguard on the gun’s fore stock. When shooting, the siding fore end is pulled reward to eject any expended cartridge and to cock the hammer/striker and then pushed forward to load a new cartridge into the chamber.

This action is required for each cartridge to be fired.

The Model 870 is capable of firing any 12-gauge cartridge; however, the Belmont Police Department maintains 14 Model 870 Shotguns exclusively to fire a Less Lethal Drag Stabilized Bean Bag round.

Each of these shotguns has been modified with a high visibility bright orange stock and fore end to signify its use as a less lethal platform.

The Defense Technology® Drag Stabilized™ 12-Gauge Round is a translucent 12-Gauge shell loaded with a 40-Gram tear shaped bag made from a cotton and ballistic material blend and filled with #9 shot. This design utilizes four stabilizing tails and utilizes smokeless powder as the propellant. The 12- Gauge Drag Stabilized Round has secured its place as the Law Enforcement Communities’ number one choice for specialty impact munitions. This round has a velocity of 270 fps with a maximum effective range of 75 feet.

Purpose/Authorized Uses: The Model 870 Less Lethal Shotgun are intended for use as a less lethal use of force option.

Fiscal Impacts: The initial cost of this equipment was approximately $450 per shotgun when originally purchased in the 1990’s. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff. There is no plan to add or remove shotguns from the inventory in 2026.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force. Various Belmont Police Department Policies on Use of Force and Crowd Control.

Training Required: Officers must complete a department certified course by our defensive tactics and range staff as well as regular training and qualifications as required by law and policy.

Other Notes: Of these shotguns, two have been stripped for parts and one is broken but will be used for parts.
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Belmont Police Department Page 13 of 34 Policy 707 – Military Equipment Use Section Two: Qualifying Equipment known to be owned and/or utilized by law enforcement units with which the Belmont Police Department collaborates and/or participates for law enforcement purposes.

The following equipment is not owned or maintained by the Belmont Police Department. However, in the interest of transparency and accountability, we are providing as much information on the equipment and tools utilized by our surrounding law enforcement partners in San Mateo County. It is worth noting all of the information listed below is primarily intended for use by SWAT Teams for use during high-risk critical incidents and the most serious emergencies law enforcement may encounter, whether in the City of Belmont or not.

San Mateo County Sheriff’s Office SWAT Team and Crisis Negotiations Unit (CNU) is a regional team which includes participation by the Belmont and East Palo Alto Police Departments. The North County Regional SWAT Team (NCR SWAT) includes participation by and equipment from the San Mateo, Foster City, Burlingame, Hillsborough, San Bruno, South San Francisco and Brisbane Police Departments.

Equipment Type: Unmanned, remotely piloted, powered ground vehicles - CA Gov’t Code §7070(c)(1) Quantity Owned/Sought: None (outside owned) Lifespan: Approximately 15 years Equipment Capabilities: Vehicles are capable of being remotely navigated to provide scene information and intelligence in the form of video and still images transmitted to first responders.

Manufacturer Product Description: Unavailable.

Purpose/Authorized Uses: To enhance the safety of potentially dangerous situations by providing first responders with the ability to capture video and still images of hazardous areas prior to, or in lieu of, sending in personnel.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: The use of unmanned, remotely piloted, powered ground vehicles potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to all applicable privacy laws and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure).

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to pilot these vehicles.

Other Notes: This equipment is owned and operated by NCR SWAT through the San Mateo Police Department. While the Belmont Police Department does not own or operate this equipment, it could be used in Belmont by NCR SWAT if they are deployed to an incident within city limits. 124
Belmont Police Department Page 14 of 34 Policy 707 – Military Equipment Use Equipment Type: Mine Resistant Ambush Protected Vehicles (MRAP) - CA Gov’t Code §7070(c)(2) Quantity Owned/Sought: None (outside owned) Lifespan: Unknown Equipment Capabilities: Capable of transporting personnel and equipment while providing them with armored protection from gunfire.

Manufacturer Product Description: Unavailable.

Purpose/Authorized Uses: To move personnel and/or resources in support of tactical operations in which there is reason to expect potential armed resistance requiring protection.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: The MRAP can be deployed any time tactical operators determine that there is a need to move personnel and/or resources into areas in which they have reason to expect potential armed resistance requiring its protection.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to drive MRAP vehicles.

Equipment Capabilities: Capable of breaching doors, gates, and other points of entry.

Manufacturer Product Description: Unavailable.

Purpose/Authorized Uses: Breaching doors, gates, and other points of entry.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: Breaching vehicles can be deployed any time tactical operators determine that it is necessary to complete a lawful breaching. For a breaching to be lawful, it will generally need to be supported by a search or arrest warrant, or exigent circumstances.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to drive breaching vehicles.

Equipment Capabilities: Capable of breaching doors, gates, windows, and other points of entry.

Manufacturer Product Description: Unavailable.

Purpose/Authorized Uses: Breaching doors, gates, windows, and other points of entry.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: Breaching apparatus that are explosive in nature can be deployed any time tactical operators determine that it is necessary to complete a lawful breaching, and non-explosive breaching methods are not tactically practicable. For a breaching to be lawful, it will generally need to be supported by a search or arrest warrant, or exigent circumstances.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use explosive breaching apparatus.

Equipment Capabilities: Capable of breaching doors, gates, windows, and other points of entry, creating explosive distractions, and/or deploying tear gas or pepper chemical.

Manufacturer Product Description: Unavailable.

Purpose/Authorized Uses: breaching doors, gates, windows, and other points of entry, creating explosive distractions, and/or deploying tear gas or pepper chemicals.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use any of these items.

Equipment Capabilities: LRAD systems are a type of Acoustic Hailing Device (AHD) used to send messages over long distances. LRAD systems produce much higher sound levels (volume) than normal loudspeakers or megaphones. Over shorter distances, LRAD signals are loud enough to cause pain in the ears of people in their path.

Manufacturer Product Description: LRAD systems are a type of Acoustic Hailing Device (AHD) used to send messages over long distances. LRAD systems produce much higher sound levels (volume) than normal loudspeakers or megaphones. Over shorter distances, LRAD signals are loud enough to cause pain in the ears of people in their path.

Purpose/Authorized Uses: Can be used to disperse unlawful crowds and/or to disrupt the activities of person(s) who represent an immediate threat to others.

Fiscal Impacts: None. Equipment owned, maintained, and operated by another agency.

Legal/Procedural Rules Governing Use: LRADs can only be deployed in accordance with all applicable State, Federal and Local laws governing police use of force, crowd control, etc.

Training Required: The North County Regional SWAT Team provides internal training for staff members prior to allowing them to use any of these items.

Other Notes: This equipment is owned and operated by NCR SWAT through the San Mateo Police Department. While the Belmont Police Department does not own or operate this equipment, it could be used in Belmont by NCR SWAT if they are deployed to an incident within city limits. 129
Belmont Police Department Page 19 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(1)
Equipment Type: Unmanned, remotely piloted, powered ground vehicles Common Name: Bomb Squad Robot
Quantity Owned/Sought: None (outside owned) Lifespan: 15-20 years Equipment Capabilities: Bomb Squad Robots are capable of being remotely navigated to provide scene information and intelligence in the form of audio/video/data transmitted to operators. Robots are capable of remotely manipulating and examining items. Robots are also capable of remotely deploying disrupting tools.

Manufacturer Product Description:

Remotec Andros F5 – A robotic tracked vehicle, equipped with cameras and microphone. The robot is equipped with an arm capable of manipulating objects. The robot can be configured to carry remote disrupting tools.

Qinetic Talon – A robotic tracked vehicle, equipped with chemical, biological, radiological sensors, cameras and microphones. The robot is equipped with an arm capable of manipulating objects. The robot can be configured to carry remote disrupting tools.

Qinetic Bobcat – A robotic tracked vehicle, equipped with cameras and microphone. The robot can be equipped with a standard bucket, gripper claw or fork-lift attachment. The robot can be configured to carry remote disrupting tools.

Purpose/Authorized Uses: To enhance the safety of potentially dangerous situations by providing first responders with the ability to remotely examine suspicious / dangerous items and manipulate or disrupt them prior to, or in lieu of, sending in personnel.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of the equipment, licensing, software and training was approximately $750,000. Ongoing cost associated with operations and maintenance is estimated to be approximately $10,000 a year.

San Mateo County Sheriff’s Office Policies including:

Lexipol 800 – Property and Evidence
Lexipol 407 – Response to Bomb Calls
Training Required: Operators of these robots are all currently certified Hazardous Device Technicians.

As such Operators regularly train monthly in the use of the robots.

Other Notes: None
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Belmont Police Department Page 20 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(1)
Equipment Type: Unmanned, remotely piloted, powered aerial or ground vehicles Common Name: Unmanned Aircraft Systems (UAS/Drones)
Quantity Owned/Sought: None (outside owned) Lifespan: Approximately 5 years Equipment Capabilities: Remotely piloted aerial vehicles capable of providing live and recorded video images captured from aerial positions, including images enhanced by Forward Looking Infrared (FLIR) and optical zoom lenses.

Manufacturer Product Description:

Matrice 300 RTK: The DJI Matrice 300 RTK is a powerful, industrial-grade fight platform with worldclass agility and speed, two barometers, and redundant IMUs for maximum reliability, and new smart flight features that make capturing complex shots easy. The aircraft’s visual sensors enable enhanced hovering precision even when flying indoors or in environments where GNSS is unavailable. The drone’s new airframe design gives it an IP45 Ingress Protection Rating, in accordance with the global IEC 60529 standard. The M300 RTK’s mechanical design, along with quick release landing gears and mounted folding arms, makes it easy to transport, store, and prepare for flight. 15km Max Transmission, 55 minutes of flight time, six directional sensing and positioning sensors, hotswappable battery, -20°C to 50°C operating temperature, with a Zenmuse H20 series camera (200x zoom, 640p thermal camera).

Mavic II Enterprise Dual/Advanced: The DJI Mavic II Enterprise series features omnidirectional Vision Systems and Infrared Sensing Systems and comes with a fully stabilized 3-axis gimbal camera with an equivalent 24-48 mm 2x optical enterprise lens capable of shooting 4k videos and 12 megapixel photos that support up to 6x FHD zoom. DJI signature technologies such as Obstacle Sensing and the Advanced Pilot Assistance System, help you capture complex shots effortlessly. Additional features like the built in AirSense make you aware of your surrounding airspace, and password protection helps you maintain secure access to your aircraft and protect your data. The Mavic II Enterprise also has attachable modular accessories like the M2E spotlight, M2E Beacon, and M2E Speaker that are purpose built for various applications. The Mavic II Enterprise boasts a maximum flight speed of 44.7 mph and a maximum flight time of 31 minutes. Both the Dual and Advanced variants are equipped with thermal cameras, which enable first responders to see thermal gradient on the screen. The Advanced version is equipped with a high-resolution thermal camera (640p), and the Dual is equipped with a low-resolution thermal camera (160p).

Purpose/Authorized Uses: UAS/Drones may be utilized to enhance the Department’s mission of protecting lives and property when other means and resources are not available or are less effective.

Uses may include but are not limited to:

Search and rescue missions, investigative scenes for video/photograph documentation, Hazardous Materials (hazmat) response, public safety and life preservation missions (i.e., barricaded suspects, hostage situations, active shooters, high-risk tactical operations), disaster response (i.e., flood, earthquake, fire), suspected explosive devices, pursuant to a warrant (search or arrest), special events, outside public agency assists and mutual aid support when the underlying mission meets the uses outlined in agency policy, training flights as required to meet FAA and Sheriff’s Office certification standards, searching for wanted suspects, and demonstrations to the public (i.e. flight demonstrations to the public).
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Belmont Police Department Page 21 of 34 Policy 707 – Military Equipment Use Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial costs of equipment, licensing, software and training was approximately $70,000 which was funded with Equitable Sharing Asset Forfeiture Funds. Ongoing cost associated with UAS operation andmaintenance is estimated to be approximately $15,000 per year.

Legal/Procedural Rules Governing Use: Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) Part 107 regulations. All flights conducted in public (other than training and demonstrations) will be reported to the FAA monthly per the requirements of the agency COAs on file. The use of the UAS potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to FAA altitude regulations and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Operators and observers shall take reasonable precautions to avoid inadvertently recording or transmitting images of areas where there is a reasonable expectation of privacy. Reasonable precautions can include, for example, deactivating or turning imaging devices away from such areas or persons during UAS operations.

UAS recordings of the following should be retained for a minimum of two years (Penal Code 832.18):
• Incidents involving use of force by a deputy
• Officer-involved shootings
• Incidents that lead to the detention or arrest of an individual • Recordings relevant to a formal or informal complaint against a deputy of the San Mateo County Sheriff’s Office
Recordings containing evidence that may be relevant to a criminal prosecution should be retained for any additional period required by law for other evidence relevant to a criminal prosecution (Penal Code § 832.18). All other recordings should be retained for a period consistent with the requirements of the agency’s records retention schedule.

All recordings made by members on any office-issued device at any time, and any recording made while acting in an official capacity for this office, regardless of ownership of the device it was made on, shall remain the property of the Sheriff’s Office. Members shall have no expectation of privacy or ownership interest in the content of these recordings.

San Mateo County Sheriff’s Office Policies including:

Lexipol 347 – Unmanned Aerial System (UAS) Operations
Training Required: Prior to piloting any UAS/Drone staff members shall acquire an FAA Remote Pilot Certificate under the FAA’s Small UAS Rule (Part 107). Before a member can be authorized to conduct flight operations as a UAS operator, they must complete at least eight hours of flight training with UAS instructors to show proficiency of the flight training exercise and the airframe. This must be accomplished to show their ability and knowledge of the UAS. To maintain a level of proficiency with the UAS, operators shall be required to attend regular training. Training will be coordinated through the Program Coordinator. All members in the assignment shall maintain proficiency in their piloting skills. Members who do not have any documented training or flight time within a span of six months will need to demonstrate proficiency before being a pilot during a deployment or exercise.

All members will have a training file on record that detail their training history. All deployments or exercises will be documented and count towards a member’s training.

Other Notes: None.
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Belmont Police Department Page 22 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(3)
Equipment Type: Wheeled vehicles that have a breaching apparatus attached Common Name: Lenco Bearcat
Quantity Owned/Sought: None (outside owned) Lifespan: 20+ years.

Equipment Capabilities: To be used in response to critical incidents to enhance officer and community safety, improve scene containment and stabilization, and assist in resolving critical incidents.

Manufacturer Product Description:

The ARV is designed to provide ballistic protection during tactical events (designed to withstand multiple bullet strikes from small arms fire as well as low level explosions). Equipped with nuclear/radiological detection devices, self-contained breathing apparatus, explosive gas detection devices, and thermal imaging camera. Equipped with emergency lights/siren and a public address system. Common uses for the ARV include citizen and officer rescues, evacuations, and the deployment of officers and chemical agents. The ARV is currently deployed at large events in San Mateo County including parades, and festivals. The ARV is a regional mutual-aid asset that has been requested and deployed to allied agencies in San Mateo County. The ARV responded to high profile events and incidents where local officers were injured/killed in the line of duty.

Purpose/Authorized Uses: The use of armored vehicle shall only be authorized by a watch commander or SWAT commander, based on the specific circumstances of a given critical incident.

Armored vehicles shall be used only by officers trained in their deployment and in a manner consistent with Department policy and training. The driver of the vehicle shall have a valid California driver license.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: Initial cost: $300,000.00 Annual maintenance cost of approximately $2,500.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section: 2-08 (Armored Vehicle (Bear Cat) Operations).

Training Required: Selected operators will attend a 24-hour POST certified course. SWAT Team members that have attended the POST certified course will instruct SWAT Team member on the operating procedures, mounting and dismounting techniques, firearms deployment procedures, vehicle road operations and ensuring the vehicle is properly serviced and maintained.

Other Notes: None.
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Belmont Police Department Page 23 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(5)
Equipment Type: Command and control vehicles
Common Name: Mobile Command Vehicle (MCV)
Quantity Owned/Sought: None (outside owned) Lifespan: 20 years.

Equipment Capabilities:

The MCV serves as a field command post and communications hub during different types of incidents. These include emergencies or natural disasters, community events and trainings where operations are in the field away from the office and normal communications capabilities may be impacted.

Manufacturer Product Description:

The MCV serves as a field command post providing an incident with a dispatch center, satellite & cellular based internet, a wireless hotspot, a high-definition video downlink platform, voice over ip (VOIP) phone lines and office space. The MCV is designed to share it resources with additional vehicles and be use as a communications hub for a Mobile Emergency Operations Center.

Purpose/Authorized Uses:

The use of the Mobile Command Vehicle shall be authorized by the Emergency Services Bureau Sergeant, Emergency Services Bureau Lieutenant, or Homeland Security Captain. Due to the size and complexity of the vehicle, the vehicle is deployed with a Driver & Operator. Both personnel must be familiar with the vehicle and their training must be current.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: Initial cost: $875,000 Annual maintenance & service costs of approximately $12,500.

Legal/Procedural Rules Governing Use:

All applicable State, Federal and Local laws governing the operation of the vehicle on the roadways, drivers licensing requirements and official use guidelines must be followed.

The vehicle must be operated in accordance with the County of San Mateo Driving Policy & Safe Driver Program.

Training Required:

The driver must have a California Commercial Class B Driver’s License with Air Brake Endorsement and be familiar with the mechanical operation of the vehicle.

The operator must complete a yearly OSHA safety training and vehicle familiarization course. Topics covered in these trainings include pneumatic mast and satellite dish safety, vehicle setup procedures, equipment setup configurations and troubleshooting common issues.

Other Notes: None.
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Belmont Police Department Page 24 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(8)
Equipment Type: Firearms of .50 caliber or greater
Common Name: .50 caliber Rifle
Quantity Owned/Sought: None (outside owned) Lifespan: Indeterminate.

Equipment Capabilities: The Barrett .50 caliber semi-automatic rifle is capable of firing a .50 caliber bullet.

Manufacturer Product Description:

Barret – various models and configurations – all semi-automatic – all chambered in .50cal

1. Hard case storage.

2. Affixed folding sights.

3. Various type and range of magnification scopes.

4. 5 round detachable magazines.

Purpose/Authorized Uses: These rifles are authorized for use by Sniper-trained members of the San Mateo County Sheriff’s Office SWAT Team. They are for deployment in circumstances where the personnel can articulate a reasonable expectation that the rifle may be needed. Examples for situations that may require the deployment of these rifles include but are not limited to:

1. Situations where the personnel reasonably anticipate an armed encounter.

2. Situations where a suspect may need to be engaged at extended distances with accurate fire.

3. Situations where a vehicle may need to be disabled, to include from an extended distance.

4. Situations where personnel reasonably expect the need to exceed a suspect’s firepower.

5. Situations where the suspect is wearing body armor.

6. Situations where the suspect is in an armored vehicle.

7. Situations where the suspect has taken a hostage(s).

8. Situations where a barricade, armor or similar barrier needs to be penetrated.

9. When authorized or requested by a supervisor.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The equipment and ammunition were seized over the course of several investigations. The ongoing cost after all ammunition is expended would be the cost of ammunition. Cleaning and maintenance are conducted by the Sniper Team.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing law enforcement use of force. Various San Mateo County Sheriff’s Office Polices on the Use of Force and Firearms.

San Mateo County Sheriff’s Office Policies including:

Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Training Required: In addition to patrol rifle and standard SWAT Operator training, SWAT Snipers must successfully complete a CA POST certified sniper course as well as regular SWAT Sniper training and qualifications asrequired by law and policy. Snipers currently hold training once a month for 6 hours.

Other Notes: None.
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Belmont Police Department Page 25 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(8)
Equipment Type: Firearms of .50 caliber or greater
Common Name: .50 caliber Ammunition
Quantity Owned/Sought: None (outside owned) Lifespan: Indeterminate.

Equipment Capabilities: .50 caliber bullets/projective capable of being fired from associated SWAT .50 caliber Barret rifles.

Manufacturer Product Description:

TTI Armory brand ammunition, full metal jacket .50 caliber.

Purpose/Authorized Uses: The ammunition is for SWAT Sniper Team Barrett .50 caliber rifles that are authorized for use by Sniper-trained members of the San Mateo County Sheriff’s Office SWAT Team. The rifles are for deployment in circumstances where the personnel can articulate a reasonable expectation that the rifle may be needed. The above listed TTI ammunition could be used in the associated Barret rifles for the following situations. Examples of situations that may require the deployment of these rifles and associated ammunition include but are not limited to:

1. Situations where the personnel reasonably anticipate an armed encounter.

2. Situations where a suspect may need to be engaged at extended distances with accurate fire.

3. Situations where a vehicle may need to be disabled, to include from an extended distance.

4. Situations where personnel reasonably expect the need to exceed a suspect’s firepower.

5. Situations where the suspect is wearing body armor.

6. Situations where the suspect is in an armored vehicle.

7. Situations where the suspect has taken a hostage(s).

8. Situations where a barricade, armor or similar barrier needs to be penetrated.

9. When authorized or requested by a supervisor.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The ammunition was seized over the course of several investigations. The ongoing cost after all ammunition is expended would be the cost of ammunition.

San Mateo County Sheriff’s Office Policies including:

Other Notes: None.
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Belmont Police Department Page 26 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(10)
Equipment Type: Projectile launch platforms
Common Name: Pepperball Launcher
Quantity Owned/Sought: None (outside owned) Lifespan: Indeterminate.

Equipment Capabilities: .68 caliber pepper ball round, which essentially projects a plastic round containing non-lethal pepper (PAVA) in a powder form.

Manufacturer Product Description:

The Pepperball VKS Launcher a non-lethal weapon. Kinetic impact is adjustable to between 10-28 Joules, and with VXR projectiles, has effective accurate distance up to 150 feet.

Purpose/Authorized Uses: The San Mateo County Sheriff’s Office permits the use of less lethal munitions to assist with the de-escalation of potentially violent confrontations. Only personnel who have successfully completed training approved by the Range Master in the proper use and deployment of less lethal impact projectiles/Pepperball shall be authorized to use them during actual operations10 Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $8500. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section: 2-11d (Use of Less Lethal Munitions) Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Lexipol Policy 426 – First Amendment Assemblies
Training Required: Certified instructors shall complete a POST certified Less Lethal Instructor Course.

Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of Pepper ball less lethal round.

Other Notes: None.
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Belmont Police Department Page 27 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(12)
Equipment Type: Tear Gas
Common Name: 37mm Tear Gas Munitions
Quantity Owned/Sought: None (outside owned) Lifespan: Indefinite Equipment Capabilities: The 37mm Launcher is capable of firing 37mm Liquid Ferret CS Gas round.

Manufacturer Product Description:

Federal M201-Z Gas Riot Gun (37x122mm): The Federal M201-Z is an upgrade to the Federal L-5 grenade launcher. It's a simple, single-shot, break-open smoothbore launcher intended to fire nonlethal tear gas grenades.

Defense Technology 37mm Single Shot Launcher: Manufactured exclusively for Defense Technology, this is a launcher that features a fixed rear stock and an Integrated Front Grip (IFG). The ambidextrous Lateral Sling Mount (LSM) and QD mounting systems allow both a single and two point sling attachment. It will fire standard 37mm less lethal ammunition, Purpose/Authorized Uses: The 37mm Launchers and Tear Gas Munitions are intended to deliver tear gas through windows, doors, etc. when necessary, as a less lethal option to a resistive subject.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $3,000. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

Other Notes: None.
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Belmont Police Department Page 28 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(12)
Equipment Type: Flashbang and explosive breaching tools Common Name: Diversionary Flashbang Devices
Quantity Owned/Sought: None (outside owned) Lifespan: Approximately 5 yrs.

Equipment Capabilities: ATF-controlled Class-C explosive device that emits a bright light and thunderous noise to distract potentially dangerous individuals.

Manufacturer Product Description:

The CTS 7290 is the standard for diversionary flash-bang devices. The 7290 produces a 175db and 6-8 million candela of light output. The patented design of the 7290, incorporates a porting system that eliminates movement of the body at detonation even if the top or bottom of the device should be in contact with a hard surface. In addition, internal adjustments have greatly reduced smoke output.

Purpose/Authorized Uses: Flashbangs are used by special tactical units during hostage rescue and high-risk warrants.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial costs of equipment is approximately $40 per device which was purchased though the SMSO SWAT Budget.

Ongoing cost associated with the CTS diversionary devices during operation and training is estimated to be approximately $2000 per year.

Legal/Procedural Rules Governing Use:

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section: 2-11B (Use of Diversionary Devices) Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Training Required: Team certified instructors shall complete a POST certified diversionary device instructor course. Each team membershall be instructed by the POST certified trainers on the use, deployment, and storage of diversionary devices.

Other Notes: None.
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Belmont Police Department Page 29 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(12)
Equipment Type: Tear gas
Common Name: Tear Gas
Quantity Owned/Sought: None (outside owned) Lifespan: Approximately 5 yrs.

Equipment Capabilities: All three CS gas types can be deployed by ARV gas spike, burn box/tomahawk, 37mm launcher, or hand thrown.

Manufacturer Product Description:

CTS CS Gas - 5230B – Pyrotechnic grenade designed for indoor use delivering a maximum amount of irritant smoke throughout multiple rooms with minimal risk of fire.

CTS CS Gas - 5230 – Large diameter burning grenade that discharges a high volume of smoke and chemical agent through multiple emission ports. Specifically for outdoor use and should not be deployed on rooftops, in crawl spaces or indoors due to potential fire hazard. Can be hand thrown or launched. Discharge duration can reach up to 40 seconds.

CTS CS Gas - 8230 – The smallest diameter burning grenade that discharges a high volume of smoke and chemical agent through multiple emission ports. Specifically for outdoor use and it should not be deployed on rooftops, in crawl spaces or indoors due to fire producing capability. Can be hand thrown or launched.

Defense Tech CS liquid - The Ferret® 37 mm CS Round is a frangible projectile filled with chemical agent. Upon impacting the barrier, the nose cone ruptures and instantaneously delivers the .16 oz. agent payload inside a structure. The munitions are 4.8 in. by 1.5 in. and travels at 650fps within an effective range of 50 yards.

Purpose/Authorized Uses: Chemical agents may be deployed to incapacitate dangerous or hostile subjects, unruly persons, or to overcome resistance to lawful law enforcement actions. SWAT may tactically deploy chemical agents to induce suspect(s) movement or deny or restrict movement and access to areas
Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial costs of equipment is approximately $40 per device which was purchased though the SMSO SWAT Budget.

Ongoing cost associated with the CTS CS Gas devices and Def Tech CS Liquid Ferret rounds during operation and training is estimated to be approximately $3600 per year.

Legal/Procedural Rules Governing Use:

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section : 2-11c (Use of Chemical Agents)Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques Lexipol Policy 306 – Firearms
Lexipol Policy 426 – First Amendment Assemblies
Training Required: Team certified instructorsshall complete a POST certified Chemical Agent Instructor Course. Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of the chemical agents.

Other Notes: None.
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Belmont Police Department Page 30 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(14)
Equipment Type: Launch platforms and their associated munitions Common Name: Bean Bag launcher
Quantity Owned/Sought: None (outside owned) Lifespan: Indefinite.

Equipment Capabilities: 12 Gauge 870 Remington Less Lethal Shot Gun is capable of firing 12 Gauge Drag Stabilized Bean Bag munitions.

Manufacturer Product Description:

Remington Model 870 Shot Gun: The Remington Model 870 is a U.S. made pump-action shotgun. It is widely used by law enforcement as a defensive weapon and by the public for target shooting, hunting and self-defense.

The Model 870 features a bottom-loading, side ejecting receiver, tubular magazine under the barrel, dual action bars, internal hammer, and a bolt which locks into and extension in the barrel. A pump action is a repeating firearm action that is operated manually by moving a sliding handguard on the gun’s fore stock. When shooting, the sliding fore end is pulled rearward to eject any expended cartridge and to cock the hammer/striker, and then pushed forward to load a new cartridge into the chamber. This action is required for each cartridge to be fired.

The Model 870 is capable of firing any 12-gauge shotgun cartridge; however, the San Mateo County SWAT Team uses this platform exclusively to fire a Less Lethal Drag Stabilize Bean Bag rounds. The shotgun had been visibly marked with bright orange furniture to commonly signify it has been converted from a lethal platform to a Non-Lethal platform.

Purpose/Authorized Uses: The Remington 870 Shot Gun and its Drag Stabilized Bean Bag Munitions are intended for use as a less lethal use of force option.

The SWAT Team permits the use of less lethal platforms to assist with the de-escalation of potentially violent confrontations. Only personnel who have successfully completed training approved by the SWAT Commander in the proper use and deployment of less lethal impact weapons shall be authorized to use them during actual operations.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $1000. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

Training Required: Team certified instructors shall complete a POST certified Less Lethal Instructor Course. Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of the Remington 870 Shot Gun and its munitions.

Other Notes: None.
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Belmont Police Department Page 31 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(14)
Equipment Type: Launch platforms and associated munitions Common Name: Bean Bag munition
Quantity Owned/Sought: None (outside owned) Lifespan: One use each.

Equipment Capabilities: 12 Gauge Drag Stabilized Bean Bag Round. Velocity of 270 FPS with a maximum effective range of 75 feet.

Manufacturer Product Description:

Defense Technology Model 3027: Drag Stabilized 12 Gauge Bean Bag Round is a translucent 12 Gauge shell loaded with a 40-Gram tear shaped bag made from cotton and ballistic material blend and filled with #9 shot. This design utilizes four stabilizing tails and utilizes smokeless powder as the propellant.

Purpose/Authorized Uses: The SWAT Team permits the use of less lethal munitions to assist with the de-escalation of potentially violent confrontations. Only personnel who have successfully completed training approved by the SWAT Commander in the proper use and deployment of less lethal impact projectiles shall be authorized to use them during actual operations.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $5 per round totaling $600 for the current inventory. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use:

All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section: 2-11d (Use of Less Lethal Munitions) Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Lexipol Policy 426 – First Amendment Assemblies
Training Required: Team certified instructors shall complete a POST certified Less Lethal Instructor Course. Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of the 12 Gauge Drag Stabilized Bean Bag round.

Other Notes: None.
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Belmont Police Department Page 32 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(14)
Equipment Type: Projectile launch platforms
Common Name: 40mm Less Lethal Launchers
Quantity Owned/Sought: None (outside owned) Lifespan: Indefinite Equipment Capabilities: The 40mm Less Lethal Launcher is capable of firing 40mm Kinetic Energy Munitions, which are essentially soft rubber sponge projectiles.

Manufacturer Product Description:

Penn Arms 40MM launcher are manufactured using 4140 hardened steel, 6061-T6 mil-spec anodized aluminum and DuPont super tough glass filled nylon. These launchers are light weight, versatile and used worldwide by police and corrections officers. The 40MM launcher family of products is available in single-shot, spring-advance multi, and pump-advance multi-versions.

Purpose/Authorized Uses: The 40mm Less Lethal Launchers and Kinetic Energy Munitions are intended for use as a less lethal use of force option.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $79,621.40. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section : 2-11c (Use of Chemical Agents) and 2-11d (Use of Less Lethal Munitions)Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Lexipol Policy 426 – First Amendment Assemblies
Training Required: Certified instructors shall complete a POST certified Chemical Agent or Less Lethal Instructor Course. Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of the 40mm launchers.

Other Notes: None.
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Belmont Police Department Page 33 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(14)
Equipment Type: Projectile launch platforms
Common Name: 40mm Less Lethal Munitions
Quantity Owned/Sought: None (outside owned) Lifespan: One use each.

Equipment Capabilities: 40mm Kinetic Energy Munitions, which are essentially rubber projectiles.

Manufacturer Product Description:

The CTS The Model 4557 Sponge Baton is a spin-stabilized projectile delivering blunt trauma effect.

Although it is extremely accurate and consistent, accuracy is dependent on the launcher, using open sights vs. an improved sight, environmental conditions, and the operator. Effectiveness depends on many variables, such as distance, clothing, stature, and the point where the projectile impacts Purpose/Authorized Uses: The San Mateo County Sheriff’s Office permits the use of less lethal munitions to assist with the de-escalation of potentially violent confrontations. Only personnel who have successfully completed training approved by the Range Master in the proper use and deployment of less lethal impact projectiles shall be authorized to use them during actual operations.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $20 perround totaling $6,800 for the currentinventory. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

SMC Sheriff’s Office SWAT/CNU Procedures Section : 2-11d (Use of Less Lethal Munitions) Lexipol Policy 300 - Use of Force, Conducted Energy Device (Taser), Control Devices and Techniques
Lexipol Policy 306 – Firearms
Lexipol Policy 426 – First Amendment Assemblies
Training Required: Certified instructors shall complete a POST certified Less Lethal Instructor Course.

Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of the 40mm less lethal round.

Other Notes: None.
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Belmont Police Department Page 34 of 34 Policy 707 – Military Equipment Use Definitive Section: CA Gov’t Code §7070(c)(14)
Equipment Type: Projectile launch platforms
Common Name: CTS Stingball Grenades
Quantity Owned/Sought: None (outside owned) Lifespan: One use each.

Equipment Capabilities: Multi-effect grenades with a loud blast, bright flash and dispersion of stinging .31 caliber pellets. Can also be configured to dispense an instantaneous cloud of irritant powder.

Manufacturer Product Description:

CSI manufactures a variety of CTS less lethal products which are under pressure, pyrotechnic, incendiary, emit projectiles, generate smoke, or are explosive in nature. When used in accordance with CTS training guidelines and the individual agency's policy, they are intended to cause varying degrees of pain and injury, which are temporary. These products are restricted to law enforcement, corrections, and military personnel and are used to gain compliance, disperse crowds, restore order, or temporarily incapacitate dangerous persons.

Fiscal Impacts: None, owned by outside agency. Cost to outside Agency: The initial cost of this equipment was approximately $42.01 per round totaling
$1,722 for the current inventory. The ongoing costs for munitions will vary and maintenance is conducted by departmental staff.

Legal/Procedural Rules Governing Use: All applicable State, Federal and Local laws governing police use of force.

San Mateo County Sheriff’s Office Policies including:

Each team member shall be instructed by the POST certified trainers on the use, deployment, and storage of Stingball grenades.

Other Notes: None.
145
2026 Belmont Police Department Military Equipment Use Policy The Belmont Police Department does not possess any tactical equipment that it has obtained from the military, nor does it possess any equipment that was designed for military use.