Agenda packet — Half Moon Bay City Council, September 16, 2025

CITY COUNCIL AGENDA

CITY COUNCIL REGULAR MEETING

CITY OF HALF MOON BAY
TUESDAY, SEPTEMBER 16, 2025

HYBRID MEETING (SEE NEXT PAGE)

ADCOCK COMMUNITY CENTER
535 KELLY AVENUE
HALF MOON BAY, CA 94019
Robert Brownstone, Mayor
Debbie Ruddock, Vice Mayor
Patric Jonsson, Councilmember
Paul Nagengast, Councilmember
Deborah Penrose, Councilmember
7:00 PM
This agenda contains a brief description of each item to be considered. Those wishing to address the City Council on any matter not listed on the Agenda, but within the jurisdiction of the City Council to resolve, may come forward to the podium during the Public Forum portion of the Agenda and will have a maximum of three minutes to discuss their item. Those wishing to speak on a Public Hearing matter will be called forward at the appropriate time during the Public Hearing consideration.

Please Note: Anyone wishing to present materials to the City Council, please submit seven copies to the City Clerk.

Copies of written documentation relating to each item of business on the Agenda are on file in the Office of the City Clerk at City Hall and the Half Moon Bay Library where they are available for public inspection. If requested, the agenda shall be available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132.) Information may be obtained by calling 650-726-8271.

In compliance with the Americans with Disabilities Act, special assistance for participation in this meeting can be obtained by contacting the City Clerk’s Office at 650-726-8271. A 48-hour notification will enable the City to make reasonable accommodations to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II).
https://www.halfmoonbay.gov/
1 HYBRID MEETING PARTICIPATION PROTOCOLS
This meeting will be held in-person and via Zoom for public participation. Remote participation is provided as a supplemental way to provide public comment, but this method does not always work.

The public is encouraged to attend in person to ensure full participation. Public comments may be made in-person or remotely via Zoom, and interpretation will be available. All Councilmembers and staff will participate in person. During any public comment portions, attendees may use the “raise your hand” feature and will be called upon and unmuted when it is their turn to speak. The meeting will also be streamed on Channel 27, on pacificcoast.tv, and on the City website at https://www.halfmoonbay.gov/315/City-Council-Agendas. Please click to join the webinar:
https://us06web.zoom.us/j/87674804231 or join by phone at 669-900-9128, using Webinar ID 876- 7480-4231. If joining by phone, use *9 to raise your hand, *6 to mute and unmute.

1. ROLL CALL / PLEDGE OF ALLEGIANCE

2. APPROVAL OF AGENDA

3. PROCLAMATIONS AND PRESENTATIONS
3A. MIDCOAST COMMUNITY COUNCIL UPDATE
3B. HISPANIC HERITAGE PROCLAMATION
3C. FARMWORKER HOUSING STUDY

4. MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE

5. REPORT OUT FROM RECENT CLOSED SESSION MEETINGS

6. CITY MANAGER UPDATES TO COUNCIL
6A. SENIOR COASTSIDERS VOLUNTEER OPPORTUNITIES
6B. ABODE

7. PUBLIC FORUM

8. CONSENT CALENDAR
8A. WAIVE READING OF RESOLUTIONS AND ORDINANCES
8B. APPROVE THE MINUTES OF THE SEPTEMBER 2, 2025 SPECIAL MEETING

ATTACHMENT
2 8C. APPROVE THE MINUTES OF THE SEPTEMBER 2, 2025 REGULAR MEETING

ATTACHMENT
8D. UPDATED RECORDS RETENTION SCHEDULE
Staff Recommendation: Adopt a resolution adopting the updated Records Retention Schedule for the City of Half Moon Bay.

STAFF REPORT

ATTACHMENT
8E. RESOLUTION OF SUPPORT FOR GRANT APPLICATION TO THE SAN MATEO COUNTY TRANSPORTATION AUTHORITY FOR THE MEASURE A AND W 2025 HIGHWAY PROGRAM FOR THE HIGHWAY 1 MAIN STREET TO KEHOE AVENUE PROJECT
Staff Recommendation: Adopt a resolution 1) Directing staff to submit a grant application to the San Mateo County Transportation Authority (TA) for Measures A and W Highway Program funds for $11,700,000 in grant funding from the TA with a $1,300,000 local match for the Highway 1 Main Street to Kehoe Avenue Project; 2) Authorizing the City Manager, or their designee, to execute a funding agreement or memorandum of understanding and any amendments with the TA to encumber Measures A and W Highway Program funds should the applications be successful; 3) Committing to the completion of the Project, including the required local funding contribution of $1,300,000, should the application be successful; 4) Certifying that any funds awarded by the TA will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and 5) Authorizing the City Manager, or their designee, to take any other actions necessary to give effect to this resolution and execute applicable amendments.

STAFF REPORT

ATTACHMENT
8F. WARRANTS FOR THE MONTH OF AUGUST 2025
Staff Recommendation: Accept the warrants list for the month of August 2025.

STAFF REPORT

ATTACHMENT

9. ORDINANCES AND PUBLIC HEARINGS
None.
3 10. RESOLUTIONS AND STAFF REPORTS
10A. FINANCIAL REPORT FOR THE QUARTER ENDED ON JUNE 30, 2025 Staff Recommendation: Accept the Financial Report for the quarter ended on June 30, 2025.

STAFF REPORT

ATTACHMENT
10B. OPPORTUNITY CENTER OF THE COASTSIDE
Staff Recommendation: Adopt a resolution authorizing the City Manager to: 1) fund utilities and janitorial services at the Opportunity Center of the Coastside through January 2026 in an amount not to exceed $10,000, and 2) extend the professional service agreements with JobTrain, Renaissance Entrepreneurship Center, the Chamber of Commerce, and American Energy Society with a term ending January 15, 2026.

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2
10C. COMMUNITY MICROGRID DISCUSSION
Staff Recommendation: Receive a report on Community Microgrid Options and direct staff as appropriate.

STAFF REPORT

11. COMMISSION / COMMITTEE UPDATES

12. FOR FUTURE DISCUSSION / POSSIBLE AGENDA ITEMS

13. CITY COUNCIL REPORTS

14. ADJOURNMENT
4 MINUTES

CITY OF HALF MOON BAY CITY COUNCIL
TUESDAY, SEPTEMBER 2, 2025
ADCOCK COMMUNITY/SENIOR CENTER, 535 KELLY AVENUE

CONVENE SPECIAL MEETING
Mayor Brownstone called the special meeting to order at 7:00 p.m.

ROLL CALL
PRESENT: Councilmembers Jonsson and Nagengast, Vice Mayor Ruddock and Mayor Brownstone
Councilmember Penrose attended remotely under “just cause” provision of Brown Act, AB 2440

OPEN SESSION IDENTIFICATION OF CLOSED SESSION ITEMS

PUBLIC COMMENT ON CLOSED SESSION ITEMS

CLOSED SESSION
PUBLIC EMPLOYEE PERFORMANCE EVALUATION (Govt. Code section 54957) Annual performance evaluation of City Manager Matthew Chidester PUBLIC EMPLOYEE PERFORMANCE EVALUATION (Govt. Code section 54957) Annual performance evaluation of City Attorney Catherine Engberg

ADJOURNMENT
Mayor Brownstone adjourned the meeting at 7:17 p.m.

Respectfully Submitted: Approved:

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor Approved by the City Council at the September 16, 2025 Regular Meeting. 5 MINUTES

CITY COUNCIL REGULAR MEETING
TUESDAY, SEPTEMBER 2, 2025
TED ADCOCK COMMUNITY CENTER, 535 KELLY AVENUE

1. ROLL CALL / PLEDGE OF ALLEGIANCE
Mayor Brownstone called the regular meeting to order at 7:22 p.m. and led the Pledge of Allegiance.

ROLL CALL
Assistant City Clerk Rodriguez announced that Councilmember Penrose would attend the meeting remotely under the “just cause” provisions of the Brown Act (AB 2449).

PRESENT: Councilmembers Jonsson, Nagengast, and Penrose (Remotely), Vice Mayor Ruddock and Mayor Brownstone

2. APPROVAL OF AGENDA
MOTION
Vice Mayor Ruddock moved and Mayor Brownstone seconded a motion to approve the Agenda. The question was called and the motion carried unanimously.

3. PROCLAMATIONS AND PRESENTATIONS

3.A HMB DOWNTOWN VITALITY COMMITTEE PRESENTATION
Krystlyn Geidt and Betsy Del Fierro from the HMB Downtown Vitality Committee Presented to the Council. The Council asked questions from the presenters and discussed the presentation.

4. MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE Mayor Brownstone announced Make It Main Street on September 5, 2025.

5. REPORT OUT FROM RECENT CLOSED SESSION MEETINGS
City Attorney Engberg reported that the Council met in Closed Session on September 2, 2-25 to discuss two personnel items; PUBLIC EMPLOYEE PERFORMANCE EVALUATION (Govt. Code section 54957) Annual performance evaluation of City Manager Matthew Chidester and 6 September 2, 2025
City Council Minutes

Page 2 of 5 ends

PUBLIC EMPLOYEE PERFORMANCE EVALUATION (Govt. Code section 54957) Annual performance evaluation of City Attorney Catherine Engberg. There was no reportable action taken.

6. CITY MANAGER UPDATES TO COUNCIL
City Manager Chidester welcomed Executive Assistant Huerta who thanked Intern Lara Keshav for her work over the summer in the City Managers Office.

City Engineer Bozorginia announced that CalTrans completed the staircase at Surfers Beach and access is restored.

7. PUBLIC FORUM
The following individuals addressed the Council:
• Deborah Penrose
• Cid Young
• Joanne Rokosky
• Alison H
• Tim Costello
• Jimmy Benjamin
Captain Cheechov addressed the public on the issue of fireworks on the Coastside. • Emily Boltz
• Krystlyn Geidt
• Harvey Rarback
• Joaquin Jimenez
• Anita Reese

8. CONSENT CALENDAR
The Consent Calendar consisted of the following items:

8.A WAIVE READING OF RESOLUTIONS AND ORDINANCES

8.B APPROVE MINUTES OF AUGUST 19, 2025 SPECIAL MEETING

8.C APPROVE MINUTES OF AUGUST 19, 2025 REGULAR MEETING
MOTION
Vice Mayor Ruddock moved and Councilmember Nagengast seconded a motion to approve the Consent Calendar. The question was called and the motion carried unanimously.

9. ORDINANCES AND PUBLIC HEARINGS
7 September 2, 2025
City Council Minutes

Page 3 of 5 ends

None.

10. RESOLUTIONS AND STAFF REPORTS

10.A PLANNING COMMISSION APPOINTMENT
City Manager Chidester discussed the item with Council and the Public. Mayor Brownstone discussed the applicants with the Council. The Council discussed the applicants.

MOTION
Mayor Brownstone moved to appoint applicant Christopher DelNagro to the Planning Commission to fill one vacant seat term ending December 2026 and Vice Mayor Ruddock seconded the motion. The question was called and the motion carried unanimously.

10.B OPPORTUNITY CENTER OF THE COASTSIDE
Economic and Community Vitality Manager Decker presented her staff report to the Council with local business representatives Barrie R. Hathaway - JobTrain, Sharon Miller- Renaissance Entrepreneur Center, Eric Vettel - Coastside Venture Studio, and Krystlyn Geidt - Cham. The Council asked questions of staff and discussed the item.

The following individuals address the Council:
• Cid Young
• Maria Azevedo and Juan, Bay Area Orchid
• Carlos Alcantar Acosta, Foggy Clothing
• Joaquin Jimenez
RECESS
Mayor Brownstone called a recess at 9:39 p.m. and reconvened at 9:50 p.m.

10.C 2025 MEASURE D TRANSFERS
Community Development Director Lacko and Associate Planner Wilson presented their staff report to the Council.

The Council asked clarifying questions of staff and discussed the item.

The following individuals address the Council:
• Tim Pond
• Kevin Brennan
MOTION
Vice Mayor Ruddock moved and Councilmember Penrose seconded a motion to adopt Resolution 2025-61, approving a transfer of the 20 remaining Downtown base Measure D allocations, to be used or new dwelling units proposed outside of the Downtown area, 8 September 2, 2025
City Council Minutes

Page 4 of 5 ends

prioritized according to the scoring within the Measure D application checklist and as shown within Exhibit A to the Resolution (Attachment 1). The question was called and the motion carried unanimously.

10.D AMENDMENT TO THE TOLEMI CONTRACT FOR SOFTWARE TO SUPPORT THE

RENTAL REGISTRATION AND RENT STABILIZATION PROGRAMS
Administrative Analyst Acosta presented a staff report to the Council.

The Council asked clarifying questions of staff and discussed the item.

The following individual addressed the Council:
• Cid Young
MOTION
Councilmember Penrose moved and Vice Mayor Ruddock seconded a motion to adopt Resolution 2025-62, authorizing the City Manager to approve an amendment to the Tolemi contract through February 2026 for $16,666.67, with an option to extend through June 2026 for a total of $25,000. The question was called and the motion carried unanimously.

10.E FISCAL YEAR 2025-26 PAVEMENT MAINTENANCE PROJECT
Associate Engineer Leda presented their staff report to the Council.

The Council asked clarifying questions of staff and discussed the item.

The following individuals addressed the Council:
• Cid Young
MOTION
Vice Mayor Ruddock moved and Mayor Brownstone seconded a motion to adopt Resolution 2025-63, authorizing the City Manager, or his designee, to advertise the Fiscal Year 2025-26 Pavement Maintenance Project for construction. The question was called and the motion carried unanimously

10.F ASSET DISPOSITION POLICY
Senior Management Analyst Lopez presented their staff report to the Council.

The Council discussed the item and asked questions of staff.

MOTION
9 September 2, 2025
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Page 5 of 5 ends

Vice Mayor Ruddock moved and Mayor Brownstone seconded a motion authorizing the adoption of a new Asset Disposition Policy. The question was called and the motion carried unanimously.

11. COMMISSION / COMMITTEE UPDATES
City Manager Chidester reported that the Parks and Recreation Commission met on August 27, 2025.

Public Works Director Bozorginia reported that BPAC will meet on Thursday September 4, 2025.

12. FOR FUTURE DISCUSSION / POSSIBLE AGENDA ITEMS
None.

13. CITY COUNCIL REPORTS
None.

14. ADJOURNMENT
Mayor Brownstone adjourned the meeting at 11:05 p.m.

Respectfully Submitted: Approved:

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor Approved by the City Council at the September 16, 2025 Regular Meeting. 10 BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester , City Manager
FROM: Maggie Rodriguez, Assistant City Clerk
TITLE: ADOPTION OF UPDATED RECORDS RETENTION SCHEDULE
RECOMMENDATION:

Adopt a resolution adopting the updated Records Retention Schedule for the City of Half Moon Bay.

FISCAL IMPACT:

There is no cost to the City associated with this action.

DISCUSSION:

Following adoption of the Records Retention Schedule in 2016, the City has followed a variety of legal updates to records retention laws in the state of California. Various updates will be necessary over time to ensure the City’s own policies are up to standard with the Government Code.

The proposed updated retention periods are in compliance with all laws and are standard business practice for California cities.

The retention schedules and incorporated updates provide clear, specific records descriptions and retention periods, and apply current law and technology to the management of Half Moon Bay’s records. By identifying which department is responsible for maintaining the original record, and by establishing clear retention periods for different categories of records, Half Moon Bay will realize significant savings in labor costs, storage costs, free filing cabinet and office space, and operational efficiencies.

It is standard business practice for California cities to authorize the routine destruction of records that have exceeded their adopted retention period, upon the request of the Department Head and with the consent in writing of the City Clerk and City Attorney, which is provided for in Section 2 of the proposed resolution.

It is also standard business practice for California cities to authorize updates to the schedule 11 without further action of the City Council; however, staff presented a more conservative approach when the original schedules were adopted: authorizing only minor updates. Section 3 allows for: “Minor updates including change in department or division names, improvements in descriptions, changes in comments, deleting records series that are no longer applicable, and / or what is scanned. Changes in the total retention and / or adding new records series must be presented to the City Council prior to taking effect.”
Below are some of the legal changes to the retention schedule:

City Clerk:
• CC-022: Deleted and split into 2 new items:

CC-022.1: Elections - Petitions (Initiative, Recall or Referendum) - IF INSUFFICIENT Retention: Final Examination + 1 year after petition examination CC-022.2: Elections - Petitions (Initiative, Recall or Referendum) - IF SUFFICIENT Retention: Results + 8 months
Human Resources:
• HR-003.1 Deleted - COVID-19 Notifications to Employees (the State repealed this law)
New Items:

HR-015.5: Verifications of Employment, Child Support, etc. (From lenders or other outside companies)
Retention: When No Longer Required
Comments: Not an Agency record / Content does NOT relate in a substantive way to the conduct of the public's business; GC §34090 et seq
HR-018: Workplace Violence – Hazard identification, evaluation, correction, incident logs, investigations, etc.

Retention: 5 Years
The remainder of changes consist of clarifications based on current caselaw (e.g., City of San Jose v. Superior Court, 2 Cal.5th 608 (2017), regarding Councilmember text messages) and repeals or additions to legal citations that did not affect retention. Exhibit A details changes made in blue text, with strikethrough in red.

ATTACHMENT:

Resolution adopting the updated Records Retention Schedule (Exhibit A) for the City of Half Moon Bay
12 RESOLUTION NO. C-2025-64

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY, CALIFORNIA,

ADOPTING A RECORDS RETENTION SCHEDULE, AUTHORIZING DESTRUCTION OF CERTAIN CITY RECORDS, AND RESCINDING RESOLUTION NO. C-2022-84
WHEREAS, the maintenance of numerous records is expensive, slows document retrieval, and is not necessary after a certain period for the effective and efficient operation of the government of the City of Half Moon Bay; and
WHEREAS, Section 34090 of the Government Code of the State of California provides a procedure whereby any City record which has served its purpose and is no longer required may be destroyed; and
WHEREAS, the State of California has adopted guidelines for retention periods for various government records; and
WHEREAS, the City Council of the City of Half Moon Bay adopted Resolution C-2016-51 adopting an updated records retention schedule on June 21, 2016; and WHEREAS, the City Council of the City of Half Moon Bay adopted Resolution C-2022-84 adopting an updated records retention schedule on August 16, 2022.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HALF MOON BAY DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. Resolution No. C-2022-84 is hereby rescinded.

Section 2. The records of the City of Half Moon Bay, as set forth in the Records Retention Schedule (Exhibit A), attached hereto and incorporated herein by this reference, are hereby authorized to be destroyed as provided by Section 34090 et seq. of the Government Code of the State of California and in accordance with the provision of said schedule upon the request of the Department Head and with the consent in writing of the City Clerk and City Attorney, without further action by the City Council of the City of Half Moon Bay.

Section 3. With the consent of the City Clerk, City Manager, and City Attorney, minor updates are hereby authorized to be made to the Records Retention Schedule without further action by the City Council. Minor updates include changes in Department or Division names, improvements in descriptions, changes in comments, deleting records series that are no longer applicable, and/or what is scanned. Changes in the Total Retention and/or adding new records series must be presented to the City Council of the City of Half Moon Bay prior to taking affect.

Section 4. The term “records” as used herein shall include documents, instructions, books, microforms, electronic files, magnetic tape, optical media, or papers as defined by the 13 California Public Records Act.

Section 5. The City Clerk shall certify the passage and adoption of this resolution and enter it into the book of original resolutions.

Section 6. This resolution shall become effective immediately upon its passage and adoption.
***************************************************************** I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on the 16th day of September 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ ______________________________ Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 14 HOW TO USE RETENTION SCHEDULES
©1995-2025 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission A legend explaining the information presented in the retention schedule; please read this for an explanation of every column.

The specified retention period applies regardless of the media of the record: If a record is stored on paper and electronic format (a computer file on a hard drive), all electronic and paper records should be destroyed (or deleted / erased) after the specified period of time has elapsed and authorization to destroy has been obtained.

Copies or duplicates of records should never be retained longer than the prescribed period for the official (original) record, and drafts and copies should be destroyed as soon as they are no longer required.

The term “records” shall include all records as defined by the California Public Records Act.

STRUCTURE: CITY-WIDE, DEPARTMENTS & DIVISIONS
The City-wide retention schedule includes those records all departments have in common (e-mails, letters, memorandums, purchase orders, etc.). These records are NOT repeated in the Department retention schedule, unless that department is the Office of Record.

Each department has a separate retention schedule that describes the records that are unique to their department, or for which they are the Office of Record. The department retention schedules may be organized by Division within that Department. If a record is not listed in your department retention schedule, refer to the City-wide retention schedule, or look in the index to the schedules (provided after approval.)

BENEFITS
This retention schedule has been developed by Diane R. Gladwell, MMC, an expert in Municipal Government records, and will provide the City with the following benefits:
• Reduce administrative expenses, expedite procedures
• Free office space and computer storage space
• Reduce the cost of records storage – paper and electronic • Eliminate duplication of effort within the City
• Find records faster
• Determine what media should be used to store records
AUTHORIZATION TO DESTROY RECORDS (Paper or Electronic Records):

Destruction or deletion of an official (original) record that has exceeded its retention period must be authorized prior to destruction or deletion.
• If there is a minimum retention (“Minimum 2 years"), the destruction / deletion must be authorized before it is destroyed, as it is an official (original) record.

Copies, drafts, notes and non-records do NOT require authorization, and can be destroyed “When No Longer Required.”
• If there is NOT a minimum retention ("When No Longer Required"), it does NOT need to be authorized prior to destruction, as it is a preliminary draft, copy, or the Content is NOT Substantive.

On every page of the schedules (near the top, just under the column headings) are important instructions, including instructions regarding holds on destroying records. “Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or resolution).”
15 RECORDS RETENTION SCHEDULE LEGEND
©1995 – 2025 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission OFR (Office of Record): The department that keeps the Official (original or “record copy”) record for its retention period, then authorizes destruction.

Usually, it is the department that originates the record. The official (original) record may be the paper / hard copy version of the record; however the electronic record may be the official (original) record. See the “Destroy Paper after Imaged & QC’d” below for the Legal Requirements for the electronic record to be the official (original) record.

Records Description: The record series (a group of like records).

Non-Record: Documents, studies, books and pamphlets produced by outside agencies, preliminary drafts not retained in the ordinary course of business.

Retention/Disposition: Active (guideline): How long the file remains in the immediate office area Inactive (guideline): How long the file is in off-site storage, stored electronically in accordance with law (see below) Total Retention: The total number of years the record is retained For file folders containing documents with different retention timeframes, use the document with the longest retention time.

P = Permanent
Indefinite = No fixed or specified retention period; used for databases, because the data fields are interrelated.

Vital? = Those records that are needed for basic operations in the event of a disaster.

Media Options (guideline) terms used in State law: Mag = Electronic Computer Magnetic Media (Hard drives, Networks, USB Drives, Cloud, etc.) Mfr = Microforms (aperture cards, microfilm, microfiche, or jackets) Ppr = Paper
OD = Optical Disk or other Unalterable Media which does not allow changes Scan / Import (guideline): “S” indicates the record should be scanned into the document imaging system; “I” indicates the record should be electronically imported into the document imaging system; “M” indicates the record was microfilmed
Destroy Paper after Imaged & QC’d (quality checked) / Trustworthy Electronic Record: “Yes” means the electronic record may serve as the OFFICIAL record (and the paper version may be destroyed, or the record may be electronically generated and never exist in paper format) IF (these are the legal requirements for the electronic record to serve as the official (original) record) the electronic record is also placed on Unalterable Media, Immutable Cloud Media, Optical Disk (OD), DVD-R, CD-R, Blue-ray-R, or WORM, or microfilmed) which is stored in a safe & separate location.

Employees are required to Quality Check (“QC’d”) both the images and the indexes, and ensure the electronic record contains all significant details from the original and be an adequate substitute for the original document for all purposes; other legal mandates may apply.

Legend for legal citations (§: Section) B&P: Business & Professions Code (CA) CBC: California Building Code CC: Civil Code (CA) CCP: Code of Civil Procedure (CA) CCR: California Code of Regulations (CA) CFC: California Fire Code CFR: Code of Federal Regulations (US) EC: Elections Code (CA) EVC: Evidence Code (CA) FA: Food & Agriculture Code FC: Family Code (CA) FTB: Franchise Tax Board (CA) GC: Government Code (CA) H&S: Health & Safety Code (CA) HUD: Housing & Urban Develop. (US) LC: Labor Code (CA) Ops. Cal. Atty. Gen..: Attorney General Opinions (CA) PC: Penal Code (CA) PRC Public Resources Code R&T: Revenue & Taxation Code (CA) UFC: Uniform Fire Code USC: United States Code (US) VC: Vehicle Code (CA) W&I: Welfare & Institutions Code (CA)
16 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-1
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
Retentions apply to the department that is NOT the Office of Record (OFR), or the "Lead Department". If you are the OFR, refer to your department retention schedule.

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CITY-WIDE (Used by ALL Departments)
Lead Dept. CW-003
Affidavits of Publications / Public Hearing
Notices / Legal Advertising / Affidavits of
Posting
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Brown Act challenges must be filed within 30 or
90 days of action; Statute of Limitations on
Municipal Government actions is 3 - 6 months;
CCP §§337 et seq, 349.4; GC §§34090,
54960.1(c)(1)
Lead Dept.
(Managing the
Agreement /
Contract)
Agreements / Contracts:

ADMINISTRATIVE FILES
(Correspondence, Project Administration,
Project Schedules, Certified Payrolls,
Insurance Certificates, Invoices, Logs,
RFP, etc.)
Completion +
10 years
Yes: Before
Completion
Mag, Mfr,
OD, Ppr S/I
Yes: After

QC & OD
Upon
Completio
n
Covers E&O Statute of Limitations (insurance
certificates are filed with agreement); Published
Audit Standards=4-7 years; Statute of
Limitations: Contracts & Spec's=4 years,
Wrongful Death=comp. + 5 years,
Developers=comp. + 10 years; Statewide
guidelines propose termination + 5 years; CCP
§337 et. seq., GC §34090
Lead Dept.
(Managing the
Agreement /
Contract)
Agreements / Contracts:

ADMINISTRATIVE FILES (with Grant
Funding)
(Correspondence, Project Administration,
Project Schedules, Certified Payrolls,
Insurance Certificates, Invoices, Logs,
RFP, etc.)
Completion +
10 years or
After Funding
Agency Audit,
if required,
whichever is
longer
Yes: Before
Completion
Mag, Mfr,
OD, Ppr S/I
Yes: After

QC & OD
Upon
Completio
n
Some Grant Funding Agencies require audits;
Meets auditing standards; Grants covered by a
Consolidated Action Plan are required for 5
years; Uniform Admin. Requirements for Grants
to Local Governments is 3 years from
expenditure report or final payment of grantee
or subgrantee; statewide guidelines propose 4
years; 2 CFR 200.334; 7 CFR 3016.42; 21 CFR
1403.36 & 1403.42(b); 24 CFR 85.42,

91.105(h), 92.505, & 570.502(a), 28 CFR

66.42; 29 CFR 97.42; 40 CFR 31.42; 44 CFR

13.42; 45 CFR 92.42; OMB Circular A-133; GC
§34090, GC §8546.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 17 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-2
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept.
(Managing the
Agreement /
Contract)
CW-008
Agreements / Contracts:

UNSUCCESSFUL BIDS, PROPOSALS
or RESPONSES to RFPs (Request for
Proposals) / RFQs (Request for
Qualifications) that don't result in a
contract
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
The RFP / RFQ and the successful proposal
becomes part of the agreement or contract; GC
§34090
Lead Dept. CW-064
Assessment District Ballots, Protest
Letters, and Envelopes - Prop. 218
proceedings
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §53753(e)(2), 53755(d) Staffing Dept. CW-011
Boards and Committees: Recordings -
AUDIO RECORDINGS of Meetings /
Audio Tapes
2 years Tape (Mag) City preference; State law only requires for 30 days; GC §54953.5(b)
Staffing Dept. CW-012
Boards, Commissions, and Committees:

City Council Subcommittees
(Composed solely of less than a quorum
of the City Council)
2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
All recommendations are presented to the City
Council; GC §34090 et seq.

CW-013
Boards, Commissions, and Committees:

External Organizations
(e.g. County Board of Supervisors)
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Non-records
Staffing Dept. CW-014
Boards, Commissions, and Committees:

Residents Advisory Bodies Formed by

CITY COUNCIL
AGENDAS, AGENDA PACKETS.

Minimum 2
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Brown Act challenges must be filed within 30 or
90 days of action; GC §§34090, 54960.1(c)(1)
Lead Dept. CW-051 City Attorney Opinions Minimum 2
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD City preference; GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 18 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-3
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-021
Committees Internal - Attended by
employees: All Records
(e.g. Evaluation Committee, Records
Management Committee, In-House Task
Forces, etc.)
2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
Lead
(Responding)
Dept.

CW-023 Complaints / Concerns from Citizens Minimum 2
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
City preference; Statute of Limitations for
personal property, fraud, etc. is 3 years; Claims
must be filed in 6 months; CCP §§338 et seq.,
340 et seq., 342, GC §§945.6, GC §34090
Lead Dept. CW-025 Copies / duplicates of any record
Copies -
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090.7
Dept. that
Authors
Document
or
Receives the
City's Original
Document
CW-026
Correspondence - ROUTINE
(IF CONTENT relates in a
SUBSTANTIVE way to the conduct of
the public's business)
(e.g. Administrative Files, Chronological,
e-mail, email with SUBSTANTIVE content
General Files, Letters, Memorandums,
Reading File, Working Files, etc.)
SUBSTANTIVE synonyms: Significant,
Meaningful, Considerable, Essential
IF the Content relates in a substantive
way to the conduct of the public's
business
2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
ONLY IF the Content relates in a substantive
way to the conduct of the public's business; City
of San Jose v. Superior Court (2017) 2 Cal.5th
608; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 19 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-4
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Dept. that
Authors
Document
or
Receives the
City's Original
Document
CW-027
Correspondence - TRANSITORY /
PRELIMINARY DRAFTS, Interagency
and Intraagency Memoranda not retained
in the ordinary course of business
Content NOT Substantive, or NOT
made or retained for the purpose of
preserving the informational content
for future reference
(e.g. calendars, checklists, e-mail / email,
flyers that does not have a material
impact on the conduct of business,
invitations, instant messaging, logs,
mailing lists, meeting room registrations,
staff videoconference chats, notes and
recordings, supply inventories, telephone
messages, text messages, transmittal
letters, thank yous, requests from other
cities, social media, undeliverable
envelopes / retuned mail, visitors logs,
voice mails, etc.)
When No
Longer
Required
Mag, Ppr
Refer to the City's Administrative Policies.

Electronic and paper records are categorized,
filed and retained based upon the CONTENT
of the record. Records where either the
CONTENT relates in a SUBSTANTIVE way to
the conduct of the public's business, or ARE
made or retained for the purpose of preserving
the informational content for future reference
are SAVED by placing them in an electronic
or paper (project) file folder and retained for
the applicable retention period. E-mails that
have a material impact on business are saved
outside the e-mail system by printing them out
and placing them in a file folder, or saving them
electronically; If not mentioned here, consult the
City Attorney to determine if a record is
considered transitory / preliminary drafts. GC
§34090, GC §§7927.500, 7920-530 6252; 64
Ops. Cal. Atty. Gen. 317 (1981)); City of San
Jose v. Superior Court (2017) 2 Cal.5th 608
Lead Dept. CW-029 Drafts and Notes: Drafts that are revised (retain final version)
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
As long as the drafts and notes are not retained
in the "Regular Course of Business". Consult
the City Attorney to determine if a record is
considered a draft. GC §§34090, 7927.500,
7928.705, 7920.530 6252, 6254(a)
Lead Dept. CW-030 Facility Use Applications / Facility Use Permits 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 20 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-5
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-031 GIS Database / Data / Layers (both Citywide and Specialized) When No
Longer
Required
Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
The Lead Department should print out historical
documents (or save source data) prior to
replacing the data, if they require the data or
output for historical purposes; Department
Preference (Preliminary documents); GC
§34090 et seq.

Lead Dept.
(Managing the
Grant)
CW-032 Grants (UNSUCCESSFUL Applications,
Correspondence) 2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
Lead Dept.
(Managing the
Grant)
CW-033
Grants / CDBG / Reimbursable Claims /
FEMA Claims / OES CLAIMS
(SUCCESSFUL Reports, other records
required to pass the funding agency's
audit, if required)
Applications (successful), grant
agreement, program rules, regulations
and procedures, reports to grant funding
agencies, correspondence, audit records,
completion records
After Funding
Agency Audit,
if required -
Minimum 5
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Meets auditing standards; Grants covered by a
Consolidated Action Plan are required for 5
years; Uniform Admin. Requirements for Grants
to Local Governments is 3 years from
expenditure report or final payment of grantee
or subgrantee; statewide guidelines propose 4
years; 2 CFR 200.334; 7 CFR 3016.42; 21 CFR
1403.36 & 1403.42(b); 24 CFR 85.42,

91.105(h), 92.505, & 570.502(a), 28 CFR

66.42; 29 CFR 97.42; 40 CFR 31.42; 44 CFR

13.42; 45 CFR 92.42; OMB Circular A-133; GC
§34090, GC §8546.7
Lead Dept. CW-036
Material Safety Data Sheet (MSDS) /
Safety Data Sheet (SDS) / Chemical Use
Report Form (or records of the chemical /
substance / agent, where and when it
was used)
30 years Mag, Mfr,
OD, Ppr S / I Yes - After QC & OD
Previous MSDS may be obtained from a
service; MSDS may be destroyed as long as
a record of the chemical / substance / agent,
where & when it was used is maintained for
30 years; Applies to qualified employers;
Claims can be made for 30 years for toxic
substance exposures; 8 CCR 3204(d)(1)(B)(2
and 3), 29 CFR 1910.1020(d)(1)(i), GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 21 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-6
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-039 Newspaper Clippings
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Non-records - may be obtained from the
newspaper company; GC §34090
Staffing Dept. CW-040 Notices: Public Hearing Notices and Proofs of Publications 2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Statute of Limitations on Municipal Government
actions is 3 - 6 months; CCP§337 et seq; GC
§34090
Human
Resources CW-043
Personnel Files (Department-level
Files)
Send all Originals to Human Resources
Send to
Human
Resources
Upon
Separation or
Transfer
Before
Separation
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Ensure records kept in Department files comply
with City policy (all originals are sent to Human
Resources); GC §34090.7
Lead Dept. CW-044 Personnel Files (Supervisor's Notes)
After
Incorporation
into
Performance
Evaluation or
Documented
Discipline
Before
Annual
Evaluation
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts; Notes maintained in a
separate folder to be incorporated into
performance evaluation, or to document
progressive discipline; GC §34090 et seq.

Lead Dept. CW-045 Photographs
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary Drafts; destroy unnecessary
photographs. GC §§34090
City Clerk CC-053
Public Records Requests / Request for
Records / Subpoenas (Civil / Duces
Tecum)
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
Lead Dept. CW-046 Public Relations / Press Releases 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §34090
Lead Dept.
(Who Ordered
the Appraisal)
CW-047 Real Estate Appraisal Reports: Property
NOT purchased, Loans not funded, etc. 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Not accessible to the public; Statewide
Guidelines show 2 years; GC §§34090,
7928.705 6254(h)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 22 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-7
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept.
(Who Ordered
the Appraisal)
CW-048 Real Estate Appraisal Reports:

Purchased Property, Funded Loans
Minimum 5
years
Yes: Before
Purchase
Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
inactive
Not accessible to the public until purchase has
been completed; meets grant auditing
requirements; 24 CFR 85.42 & 91.105(h), &
570.502(b); 29 CFR 97.42, GC §34090
CW-050
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Handbooks, Manuals, Plans (if not
provided in the schedule), Standard
Operating Procedures (SOPs), Studies,
Reports (if not provided in the schedule.)
Newsletters, etc.: Produced by
OUTSIDE ORGANIZATIONS (League of
California Cities, Chamber of Commerce,
etc.)
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Non-Records
Lead Dept. CW-051
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Handbooks, Manuals, Plans (if not
provided in the schedule), Standard
Operating Procedures (SOPs), Studies,
Reports (if not provided in the schedule.)
Newsletters, etc.: Produced by YOUR
Department
Minimum 2
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Statewide guidelines propose superseded + 2
or 5 years; Department preference; GC §34090
Lead Dept. CW-052
Reference Materials: Policies,
Procedures, Brochures, Flyers,
Handbooks, Manuals, Plans (if not
provided in the schedule), Standard
Operating Procedures (SOPs), Studies,
Reports (if not provided in the schedule.)
Newsletters, etc.: Produced by OTHER
Departments
When
Superseded
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Copies; GC §34090.7
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 23 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-8
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-054 Reports, Studies (Historically
significant - e.g., Zoning Studies) P
Mag, Mfr,
OD, Ppr S/I
Yes: After

QC & OD
10 years
Administratively and Historically significant,
therefore retained permanently; GC §34090
Lead Dept. CW-055
Reports, Studies (other than
Historically significant reports - e.g.

Annual Reports)
10 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Information is outdated after 10 years;
statewide guidelines propose 2 years; If
historically significant, retain permanently; GC
§34090
Lead Dept. CW-057 Special Projects / Subject Files / Issue Files
Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 et seq.

Lead Dept. CW-058
Surveys / Questionnaires (that the City
issues).

If a summary of the data is compiled, the
survey forms are considered a draft or
transitory record, and can be destroyed
as drafts (When No Longer Required)
2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
Lead Dept. CW-061
Training Presented by City Staff - ALL

COURSE RECORDS
(Attendance Rosters, Sign-in Sheets,
Outlines and Materials; includes Ethics,
Harassment, Workplace Violence
Prevention, Safety Training, Tailgates)
5 years Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
When
Inactive
Department preference; Ethics, Harassment &
Workplace Violence Training is 5 years;
Statewide guidelines propose 7 years; Calif.

Labor Division is required to keep their OSHA
records 7 years; EEOC/FLSA/ADEA (Age)
requires 3 years for promotion, demotion,
transfer, selection, or discharge; State Law
requires 4 2 -3 years for personnel actions; 8
CCR §3203 et seq., 29 CFR 1627.3(b)(1ii), LC
§6429(c); GC §§12946, 12960, 34090,
53235.2(b); 53237.2(b); LC §6401.9(f)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 24 Ver. 7.0 RECORDS RETENTION SCHEDULE: CITY-WIDE STANDARDS (Used by ALL Departments)
Page CW-9
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, claims, complaints, audits, public records act requests, and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Lead Dept. CW-062 Volunteer / Unpaid Intern Applications and Agreements - Successful
Inactive /
Separation +
3 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference (Courts treat volunteers
as employees); EEOC/FLSA/ADEA (Age)
requires 3 years for promotion, demotion,
transfer, selection, or discharge; 29 CFR
1602.31 & 1627.3(b)(1)(i)&(ii), GC §§ 12960,
34090
Lead Dept. CW-063
Volunteer / Unpaid Intern Applications
and Agreements - Unsuccessful or
Pending Applicants
3 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference (Courts treat volunteers
as employees); EEOC/FLSA/ADEA (Age)
requires 3 years for promotion, demotion,
transfer, selection, or discharge; 29 CFR
1602.31 & 1627.3(b)(1)(i)&(ii), GC §§12960,
34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 25 Ver. 4.0 RECORDS RETENTION SCHEDULE: ADMINISTRATIVE SERVICES Page AS-1 Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

ADMINISTRATIVE SERVICES
Admin.

Services AS-001 Community Events / Leadership Events (National Night Out, Youth Summit, etc.) Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Admin.

Services AS-002 Disaster Preparedness Drill and Exercises When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference (preliminary drafts not
retained in the ordinary course of business);
GC §34090
Admin.

Services AS-003 Disaster Preparedness Plans / Emergency Response Plans When
Superseded,
Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Admin.

Services AS-004 EOC Activations (Real) 10 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 26 Ver. 5.0 RECORDS RETENTION SCHEDULE: BUILDING AND SAFETY Page BL-1 Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

BUILDING AND SAFETY
Building &
Safety BLDG-001 Address Assignments P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Building &
Safety BLDG-002 Address Files / Building Permits P Yes (all) Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Statewide guidelines propose permanent;
GC §34090, CBC §104.7, H&S §19850
Building &
Safety BLDG-003 Building Permit Database P Yes (all) Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference - (required for Life
of the Building) - Data is interrelated; CBC
§§ 1.8.4.3.1, 104.7, and 107.5 GC §34090,
H&S §19850
Building &
Safety BLDG-004 Building Plans - Cancelled or Withdrawn When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Preliminary drafts
not retained in the ordinary course of
business; CBC §§ 1.8.4.3.1, 104.7 and
107.5; H&S§19850, GC §34090
Building &
Safety BLDG-005
Building Plans and Construction Documents -
Finalled - SINGLE FAMILY RESIDENTIAL -
SFR and APPURTENANCES -

OTHER THAN SITE PLANS
180 days Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Law does not require plans to be filed for
dwellings less than 2 stories, garages &
appurtenances, farms/ranches, 1-story with
bearing walls less than 25'; CBC requires
180 days from completion date; CBC §§

1.8.4.3.1, 104.7 & 107.5, H&S§19850, GC
§34090
Building &
Safety BLDG-006
Building Plans and Construction Documents -
Finalled - SINGLE FAMILY RESIDENTIAL -
SFR and APPURTENANCES -

SITE PLANS ONLY
P Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Law does not require plans to be filed for
dwellings less than 2 stories, garages &
appurtenances, farms/ranches, 1-story with
bearing walls less than 25'; CBC requires
180 days from completion date; CBC §§

1.8.4.3.1, 104.7 & 107.5, H&S§19850, GC
§34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 27 Ver. 5.0 RECORDS RETENTION SCHEDULE: BUILDING AND SAFETY Page BL-2 Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Building &
Safety BLDG-007
Building Plans and Construction Documents -
Finalled - INDUSTRIAL, COMMERCIAL,

MULTI-FAMILY DWELLINGS, PLACES OF

PUBLIC ACCOMMODATION, TENANT

IMPROVEMENTS
(includes commercial structural plans,
Hazardous Materials Questionnaire, etc.)
P Yes (all) Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Law requires for
the life of the building for commercial and
common interest dwellings only; Statewide
guidelines propose 2 years for blueprints &
specifications; CBC §§ 1.8.4.3.1, 104.7 &
107.5, H&S§19850, GC §34090
Building &
Safety BLDG-008 Certificates of Occupancy P Yes (all) Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Building &
Safety BLDG-009
Construction Notices / Inspection Notices
(correction notices, compliance orders, stop
work notices, etc.)
Until Cleared
or Project
Completion
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Preliminary Drafts; GC §34090 Building &
Safety BLDG-010 Reports: Building Activity Minimum 5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Building &
Safety BLDG-011 Requests and Permissions to Receive Copies of Plans (to and from Architects) 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §34090 et seq.

Building &
Safety BLDG-012 Uniform Building Codes / California Building Codes When
Superseded
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §50022.6
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 28 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-1 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CITY CLERK
Lead Dept. CC-001
Affidavits of Publications / Affidavits of
Posting Notices / Legal Advertising /
Notices / Proofs of Publications / Public
Hearing Notices
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Brown Act challenges must be filed within 30
or 90 days of action; Statute of Limitations on
Municipal Government actions is 3 - 6
months; CCP §§337 et seq, 349.4; GC
§§34090, 54960.1(c)(1)
City Clerk CC-002 Agenda Packets: City Council P
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 2
years
Department preference; GC §34090
City Clerk CC-003
Agreements / Contracts - ALL
(INFRASTRUCTURE, OR IF IMAGED,
JPAs, MOUs)
Agreement or Contract includes all
contractual obligations (e.g.

Specifications / Successful Proposal /
Scope of Work)
Examples of Infrastructure: Architects,
Buildings, bridges, covenants,
development, environmental, Joint
Powers, MOUs, park improvements,
property and property restrictions,
redevelopment, reservoirs, sewers,
sidewalks, street and alley
improvements, settlement, subdivisions,
utilities, water, etc.

P
Yes: Before
Completion
Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
Upon
Completion
Department Preference; All infrastructure
contracts should be permanent for
emergency preparedness; Statute of
Limitations is 4 years; 10 years for Errors &
Omissions; land records are permanent by
law; CCP §337 et. seq., GC §34090;
Contractor has retention requirements in 48
CFR 4.703
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 29 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-2 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-004
Agreements / Contracts - ALL (NONINFRASTRUCTURE, Professional Services Agreements - NOT IMAGED)
Agreement or Contract includes all
contractual obligations (e.g.

Specifications / Successful Proposal /
Scope of Work)
Examples of Non-Infrastructure:

Consultants, Franchises, Landscaping,
Painting, Slurry Seals (Paving), Tree
Trimming, Leases, Personnel,
Professional Services, etc.

Completion +
10 years
Yes: Before
Completion
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Statute of
Limitations is 4 years; 10 years for Errors &
Omissions; land records are permanent by
law; CCP §§337. 337.1(a), 337.15, 343; GC
§34090, Contractor has retention
requirements in 48 CFR 4.703(a)
City Clerk CC-005 Annexations P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No Department Preference; GC §34090 City Clerk CC-006 Assessment District Formation P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No Department Preference; GC §34090 City Clerk CC-007 Board and Commission / Committee
Rosters (Maddy Act) 2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
City Clerk CC-008
Board and Commission Recruitments:

Applications, correspondence, notices,
etc.
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
City Clerk CC-009 Deeds P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No GC §34090
City Clerk CC-010
Campaign Filings (FPPC 400 Series
Forms and Form 501): SUCCESSFUL
CANDIDATES (Elected Officials)
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC 2 years
Paper must be retained for at least 2 years;
GC §81009(b) and (g)
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 30 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-3 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-011
Campaign Filings (FPPC 400 Series
Forms and Form 501):

UNSUCCESSFUL CANDIDATES
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC 2 years
Candidates without committees are not
required to file their statements, reports or
copies online or electronically; Paper must be
retained for at least 2 years; GC §81009(b)
and (g)
City Clerk CC-012
Campaign Filings (FPPC 400 Series
Forms): THOSE NOT REQUIRED TO

FILE ORIGINAL WITH CITY CLERK
(copies)
4 years Mag, Mfr,
OD, Ppr S / I Yes: After QC
Paper must be retained for at least 2 years;
GC §81009(b) and (g)
City Clerk CC-013
Campaign Filings (FPPC 400 Series
Forms): OTHER COMMITTEES (PACS -
not candidate-controlled)
7 years Mag, Mfr,
OD, Ppr S / I Yes: After QC
Paper must be retained for at least 2 years;
GC §81009(c) and (g)
City Clerk CC-014 Certificates of Election P
Mag, Mfr,
OD, Ppr S / I Yes: After QC 2 years Department preference; GC §34090 City Clerk CC-015 City Clerk's Filing System Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 City Clerk &
Public Works
/ Engineering
CC-016 Deeds, Easements, Liens, Rights of Way P Yes (all) Mag, Mfr, OD, Ppr S / I Yes: After QC & OD No
Department preference; Finals are
maintained by City Clerk; Department file
may include correspondence; GC §34090 et
seq.

City Clerk CC-017
Economic Interest Filings (FPPC 700
Series Forms - Statement of Economic
Interests): ALL
7 years Mag, Mfr,
OD, Ppr S / I Yes: After QC 2 years
City maintains original statements; GC
§81009(d)(e)(f)&(g)
City Clerk CC-018
Elections - CANDIDATE FILE -

SUCCESSFUL CANDIDATES
(Nomination Papers, Candidate
Statement, Form 700, etc.)
8 years Mag, Mfr,
OD, Ppr
Department Preference; Statewide guidelines
proposes 4 years for successful candidates,
2 years for unsuccessful; CA law states term
of office and 4 years after the expiration of
term and does not delineate between the two;
EC §17100
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 31 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-4 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-019
Elections - CANDIDATE FILE -

UNSUCCESSFUL CANDIDATES
(Nomination Papers, Candidate
Statement, Form 700, etc.)
5 years Mag, Mfr,
OD, Ppr
Department Preference; Statewide guidelines
proposes 4 years for successful candidates,
2 years for unsuccessful; CA law states term
of office and 4 years after the expiration of
term and does not delineate between the two;
EC §17100
City Clerk CC-020
Elections - GENERAL, WORKING or
ADMINISTRATION Files
(Correspondence, Precinct Maps,
County Election Services, Candidate
Statements to be printed in the Sample
Ballot, etc.)
2 years Mag, Ppr GC §34090
City Clerk CC-021 Elections - HISTORY Files (Sample
Ballot, Results) P
Mag, Mfr,
OD, Ppr S / I Yes: After 2 years
Department preference; GC §34090
City Clerk CC-022.1 Elections - Petitions (Initiative, Recall / Referendum) - IF INSUFFICIENT
Final
Examination
+ 1 year after
petition
examination
Ppr
Not accessible to the public; The 8 month
retention applies after election results, or final
examination if no election, unless there is a
legal or FPPC proceeding. EC
§§17200(b)(3), 17400
City Clerk CC-022.2 Elections - Petitions (Initiative, Recall / Referendum) - IF SUFFICIENT
Results + 8
months Ppr
Not accessible to the public; The 8 month
retention applies after election results, or final
examination if no election, unless there is a
legal or FPPC proceeding. EC
§§17200(b)(3), 17400
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 32 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-5 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-022 Elections - Petitions (Initiative, Recall or Referendum)
Results + 8
months, or
Final
Examination
if No Election
+ 1 year after
petition
examination if
petition is
insufficient
8 mo.

Ppr
Not accessible to the public; The 8 month
retention applies after election results, or final
examination if no election, unless there is a
legal or FPPC proceeding. EC
§§17200(b)(3), 17400
City Clerk CC-023
Ethics Training Certificates / Sexual
Harassment Prevention Training
Certificates
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §53235.2(b); GC §53237.2(b) City Clerk CC-024 FPPC Form 801 (Gift to Agency Report) 7 years Mag, Mfr, OD, Ppr S / I Yes: After QC
Must post on website; FPPC Opinion; 2 CCR
18944(c)(3)(G)
City Manager CC-025 FPPC Form 802 (Event Ticket / Pass
Distributions Agency Report) 7 years Mag, Mfr, OD, Ppr S / I Yes: After QC Should post on website for 4 years; GC
§81009(e)
City Clerk CC-026 FPPC Form 803 (Behested Payment
Report) 7 years Mag, Mfr, OD, Ppr S / I Yes: After QC GC §81009e City Clerk CC-027 FPPC Form 804 (Agency Report of New
Positions) P
Mag, Mfr,
OD, Ppr S / I Yes: After QC FPPC Regulation 18734(c); GC §81009e City Clerk CC-028 FPPC Form 805 (Agency Report of
Consultants) P
Mag, Mfr,
OD, Ppr S / I Yes: After QC FPPC Regulation 18734(c); GC §81009e City Clerk CC-029 FPPC Form 806 (Agency Report of
Public Official Appointments) 7 years Mag, Mfr, OD, Ppr S / I Yes: After QC Must post on website; 2 CCR 18702.5(b)(3);
18705.5; GC §34090; GC §81009(e)
City Clerk CC-043 Grand Jury Responses 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 33 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-6 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-030
Historical Records, Photographs, and
Historical Projects (e.g. Incorporation,
City Seal, Awards of significant historical
interest, etc.)
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No
City Clerk determines historical significance;
records can address a variety of subjects and
media. Some media (e.g. audio and video
tape) may be limited because of the media's
life expectancy; GC §34090
City Clerk CC-031 Index to Records Superseded Mag, Mfr, OD, Ppr S / I Yes: After QC & OD No Department Preference; GC §34090 City Clerk CC-032
COIs / Certificate of Insurance /
Insurance Certificates - that can't be
matched to an agreement or contract but
vendor may be doing business with the
City
11 years Mag, Mfr,
OD, Ppr S / I Yes: After QC'd & OD
Department Preference (most certificates are
filed with the Agreement or Contract); GC
§34090
City Clerk CC-033 Minutes: City Council P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No
Transfer minutes to Placer County Archives
once they are 50 yrs old (for safe controlled
environmental keeping); GC §34090
City Clerk CC-034 Municipal Code Administration,
Distribution, etc.

When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts not retained in the ordinary
course of business; GC §34090
City Clerk CC-035
Oath of Office / City Council Responsible
Practices Affirmation: City Council,
Planning Commission, Employees
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC'd & OD Department Preference; GC §34090 City Clerk CC-036 Ordinances P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No GC §34090
City Clerk CC-037
Public Records Requests / Request for
Records / Subpoenas (Records / Duces
Tecum)
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
City Clerk CC-038 Recordings - AUDIO RECORDINGS of
City Council Meetings / Audio Tapes 2 years Mag, OD Department Preference; State law only requires for 30 days; GC §54953.5(b)
City Clerk CC-039 Recordings VIDEO RECORDINGS of
City Council Meetings / Video Tapes
Minimum 10
years
Mag, OD
Department preference; Video recording of
meetings are only required for 90 days; GC
§§34090.7, 34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 34 Ver. 8.1 RECORDS RETENTION SCHEDULE: CITY CLERK Page CC-7 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

City Clerk CC-040 Records Destruction Authorization
Forms P
Mag, Mfr,
OD, Ppr S / I Yes: After QC'd & OD Department preference; GC §34090 City Clerk CC-041
Records Retention Schedules /
Amendments to Records Retention
Schedules
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No GC §34090 et. seq.

City Clerk CC-044
Redistricting Web Page / District
Boundary Web Page (Map, Redistricting
Process, Agendas, Calendars, Notice,
etc.)
10 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD EC §21160(i) GC §34090 City Clerk CC-042 Resolutions: City Council P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD No GC §34090
City Clerk CC-045
Secretary of State Statement of Facts /
Registry of Public Agencies
(Required of all Public Agencies
whenever the Chair changes)
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 35 Ver. 4.0 RECORDS RETENTION SCHEDULE: CITY MANAGER Page CM-1 Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged
and QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CITY MANAGER
City
Manager CM-001 City Council Correspondence Minimum 2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 City
Manager CM-002
City Manager Correspondence (Interoffice,
Citizens, Legislative Positions, Organizations,
etc.)
Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 City
Manager CM-003 Department Files Minimum 2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 City
Manager CM-004 Lease Agreements: City-owned property leased to others Completion
+ 5 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; (meets municipal
government auditing standards & Statute of
Limitations); GC §34090; CCP §337
City
Manager CM-005
Projects, Programs, Subject and Issues /
Economic Development (Issues and/or projects
will vary over time - e.g. Hotels, Cable TV,
Developments, etc.)
Minimum 2
years
Yes: While
Active
Issues
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 City
Manager CM-006 Speech Notes / PowerPoint Presentations
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Notes, drafts, or preliminary documents; GC
§34090 et seq.

HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 36 Ver. 4.0 RECORDS RETENTION SCHEDULE: CODE ENFORCEMENT Page CE-1 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

CODE ENFORCEMENT
Code
Enforce. CE-001
Code Enforcement / Abatement Case Files
(Includes appeals and Code Enforcement
Complaint Letters)
Excludes Liens
Minimum 2
years
Yes: Until
Resolution
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Case is open until
satisfactorily resolved (some cases are not
resolved); CFC §104.3.4, GC §34090
Code
Enforce. CE-002
Code Enforcement / Abatement Case Files
(Includes appeals and Code Enforcement
Complaint Letters)
Liens, Release of Liens
P
Yes: Until
Resolution
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC §34090(a)
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 37 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-1
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

ENGINEERING
Engineering ENG-001 Aerial Maps P
Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
No
Department Preference; GC §34090
Engineering ENG-002 Benchmarks P
Mag, Mfr,
OD, Ppr S/I Yes: After QC & OD Department Preference; GC §34090 Engineering ENG-003 Bonds: Labor and Materials, Performance Bonds
Release of
Bond / Letter
of Credit
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Securities (Performance Bonds, Letters of
Credit, CD's, etc.) are released after the
Notice of Completion is issued and replaced
with the Warranty Bond, which is released 1
year after the Notice of Completion date. GC
§34090
Engineering ENG-004 Bonds: Subdivision Bonds, Letters of Credit Release of
Bond / Letter
of Credit
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Securities (Performance Bonds, Letters of
Credit, CD's, etc.) are released after the
Notice of Completion is issued and replaced
with the Warranty Bond, which is released 1
year after the Notice of Completion date. GC
§34090
Engineering ENG-005
Capital Improvement Projects (CIP):

Administration File
Project Administration, Certified Payrolls,
Construction Manager's Logs, Daily
Inspections, Daily Logs, Project Schedules,
Progress meetings, Punch Lists, Real Estate
Appraisals, RFIs and Responses, etc.

Completion +
10 years or
After Funding
Agency
Audit, if
required,
whichever is
longer
Yes: Until
Completed
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Some grant funding agencies require audits;
Statute of Limitations for Errors & Omissions
is 10 years; Published Audit Standards=4-7
years; Statute of Limitations: Contracts &
Spec's=4 years, Wrongful Death=comp. + 5
years, Developers=comp. + 10 years;
Statewide guidelines propose termination + 5
years; CCP §337 et. seq., GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 38 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-2
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Engineering ENG-006
Capital Improvement Projects (CIP):

Permanent File
Specifications and Addenda, Agreement /
Contract, Successful Proposal, Change
Orders, Geotechnical Studies and Reports,
Operations and Maintenance Manuals (O and
M Manuals,) Materials Testing Reports,
Grading Permits, Hazardous Materials Plans,
Notice of Completion, Photos, Soil Reports,
Studies, Submittals, Surveys, etc.

P
Yes: Until
Completed
Mag, Mfr,
OD, Ppr S/I
Yes: After

QC & OD
Complete +
10 years
Department preference; retained for disaster
preparedness purposes; Statewide
guidelines propose Permanent for
Infrastructure plans; GC §34090
Lead Dept. ENG-007
Correspondence - Regulatory Agencies Not
Related to a CIP (State and Federal Agencies
- California Coastal Commission, EPA, Health
Department, etc.)
Minimum 2
years
Yes: While
Active
Issues
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Some
correspondence from Regulatory Agencies
need to be retained for long periods of time;
GC §34090
City Clerk ENG-008
Deeds, Easements, Liens, Rights of Way
Send all originals to the City Clerk
Copies -
When No
Longer
Required
Yes (all) Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Finals are maintained by City Clerk;
Department file may include
correspondence; GC §34090 et seq.

Engineering ENG-009 Design and Construction Standards - Adopted by City / Authored by the City P
Mag, Mfr,
OD, Ppr S/I Yes: After QC & OD Department Preference; GC §34090 Engineering ENG-010
Drawings, Maps, Plans and Record Drawings,
Large-Format Drawings, Survey Record Maps,
Capital Improvement Project "As-Bid" and "AsBuilt"
P Yes (all) Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
No
Drafts should be destroyed; Some maps are
also retained by Planning; Selected maps
are retained in Public Works for
administrative purposes; GC §34090,
34090.7
Land
Develop. ENG-011
Encroachment Permits: Temporary (Street
Permits, Temporary Construction, Sidewalk
Repairs, Traffic Control, Utility Cuts, Parking
Permits, etc.)
Final /
Completion +
2 years
Yes: Until
Completion
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD GC § 34090
Engineering ENG-012
Encroachments - Permanent
(Permanent structures in the City's Right of
Way)
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 39 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-3
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Engineering ENG-013
Engineering Studies / Surveys - Preliminary
Studies / Project Assessments (Not Acquired
or Developed)
Minimum 10
years
Mag, Mfr,
OD, Ppr S/I Yes: After QC & OD Department Preference; GC §34090 Engineering ENG-014
Engineering Studies / Surveys (City Built
Projects in the Public Right of Way / on Cityowned Property) P
Mag, Mfr,
OD, Ppr S/I Yes: After QC & OD Department Preference; GC §34090 Engineering ENG-015 Geotechnical and Soil Reports; Hydrology Reports (Authored on behalf of the City) P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Building ENG-016 Plan Checks for Building Permits
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Preliminary drafts; GC §34090 et seq.

Engineering ENG-017
Private Land Development Projects / Job
Files: Administration File
Construction Inspections, Correspondence,
Photos, etc.

Examples: CUPs, Lot Line Adjustments,
Parcel Maps, Precise Alignment, Specific
Plans, Split Lots, Subdivisions, Tracts,. TPMs,
TSMs
Completion +
10 years
Yes: Until
Completed
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Statute of Limitations for Errors & Omissions
is 10 years; Statute of Limitations: Contracts
& Spec's=4 years, Wrongful Death=comp. +
5 years, Developers=comp. + 10 years; CCP
§337 et. seq., GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 40 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-4
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Engineering ENG-018
Private Land Development Projects / Job
Files: Permanent Files
Drainage, Driveway, Grading Plans, Rights of
Way, Soil Reports, Stormwater, Private Lab
Verifications, Testing Lab Final Reports, etc.

Dedications, Easements, Abandonments (City
Clerk is OFR)
Examples: CUPs, Lot Line Adjustments,
Parcel Maps, Precise Alignment, Specific
Plans, Split Lots, Subdivisions, Tracts, TPMs,
TSMs
P
Yes: Until
Completed
Mag, Mfr,
OD, Ppr S/I Yes: After QC & OD
Department preference; retained for disaster
preparedness purposes; GC §34090
Engineering ENG-019 Site Clearance / Soil Remediation / Mitigation P Yes:

Before
Completion
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Engineering ENG-020 NPDES / Stormwater Monitoring and
Inspection 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; Monitoring records
required for 3 years; 40 CFR §§122.21,
122.41, 122.44; CCP §337 et seq.

Engineering ENG-021 NPDES / Stormwater Permits Superseded + 3 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Monitoring records
required for 3 years; 40 CFR §§122.21,
122.41, 122.44; CCP §337 et seq.

Engineering ENG-022 Prop 218 Proceedings (fee increases):

Proceedings, Protest Letters, etc. 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §53753(e)(2); GC 53755(d) State of
California ENG-023 SWTRS - Statewide Integrated Traffic Records System When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Non-Records (Sheriff)
Engineering ENG-024 Traffic Committee - ALL Records (Internal Employees) 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §34090 Engineering ENG-025 Traffic Counts 15 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 41 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-5
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Engineering ENG-026 Traffic Signal Locations P Yes Mag, Mfr, OD, Ppr S / I Yes: After QC & OD
Department preference; Drafts should be
destroyed; GC §34090
Engineering ENG-027 Traffic Signal Timing Replaced + 5
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Drafts should be
destroyed; GC §34090
Engineering ENG-028 Traffic Speed Surveys 15 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD
Department preference (required every 5
years, but can be extended to 7 or 10 years);
GC §34090
Engineering ENG-029 Transportation Master Plans / Traffic Master Plans P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Drafts should be
destroyed; GC §34090
Engineering ENG-030 Underground Service Alerts (USA's) / Dig Alerts 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; entered into DigAlert
Software the Excavator, Operator and the
Regional Notification Center has the
obligation to retain the notice for 3 years
(required for 3 years); GC §§4216.2(f) &
4216.3(ed), 34090
Engineering ENG-031 Underground Storage Tanks (City-owned) Location, Removal P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference (required for the Life
of the Tank); 23 CCR 2712(b); H&S
§25284.24(I; GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 42 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-6
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

ENGINEERING / RECYCLING
Engineering
/ Recycling ENG-032
Recycling / Solid Waste Management: AB 939
Reports / SB 1383 Compliance (Organic
Waste Collection and Recycling), etc.
10 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; SB 1383 compliance
is required for 5 years; 14 CCR § 18995.2;
GC §34090
Engineering
/ Recycling ENG-033 Tonnage Reports 10 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090

ENGINEERING / SEWER COLLECTIONS
Engineering
/ Sewer ENG-034
CCTV Collection Line Inspection Tapes /
Video Inspections / Video Tapes or Digital
Recordings
5 years Mag Department Preference; GC §34090 et seq.

Engineering
/ Sewer ENG-035 Complaints 2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Engineering
/ Sewer ENG-036 Confined Space Entries 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Code of Federal Regulations requires 3
years; 40 CFR 122.41(j)(2)
Lead Dept. ENG-037 Emergency Call Out Logs / Storm Call Out Logs / 5 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference (used for FEMA /
OES reimbursements); GC §34090
Engineering /
Sewer ENG-037.1 FOG (Fats, Oil and Grease) / Source Control / Pretreatment Annual / Semi-Annual Reports 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; NPDES Monitoring
records required for 3 years; POTW reports
are required for 3 years; 40 CFR 403.12; GC
§34090
Engineering
/ Sewer ENG-038
Lift Station - Inspections, Maintenance,
Repairs, Service Requests, Alarm Recording,
Logs, Charts, Flow Monitoring, Voltage
Readings, Permits
Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference WC §13263.2(b) et
seq.; 40 CFR 122.41(j)(2)GC §34090
Engineering
/ Sewer ENG-039 Maintenance, Cleaning, Repairs, Stoppage Calls, Spills, Line Replacement Minimum 3
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Policy; WC §13263.2(b) et seq.;
40 CFR 122.41(j)(2)GC §34090
Engineering
/ Sewer ENG-040 Sanitary Spills and Overflows (SSOs) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Required for a minimum of 5 years; SWRCB
Order 2022-0103-DWQ; 2002-0103-DWQ &
2006-03; 40 CFR 122.41(j)(2); GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 43 Ver. 8.0 RECORDS RETENTION SCHEDULE: ENGINEERING
(Recycling, Sewer Collections)
Page ENG-7
Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Sewer &
Water ENG-041 SCADA Database / Historian
Indefinite -
Minimum 5
years
Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Data Fields / Records are interrelated;
Databases where sewer records may be
stored are required for 5 years; SWRCB
Order 2022-0103-DWQ; GC §34090,
12168.7
Engineering
/ Sewer ENG-042
Sewer System Management Plans (SSMP)
and Audits, Sanitary Sewer Overflows (SSOs)
/ Sanitary Spills Overflow Prevention Plan
(SSOPP) and Sanitary Sewer Overflow
Response Plan
Superseded
+ 6 years P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; SSMPs are required
to be retained 5 years and updated every 6
years; SSOs are required for a minimum of 5
years; 40 CFR 122.41(j)(2); SWRCB General
Order 2006-03; & 2022-0103-DWQ; GC
§34090
Lead Dept. ENG-043 Underground Service Alerts (USA's) / Dig Alerts 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference (required for 3
years); GC §§4216.2(f) & 4216.3(ed), 34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 44 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-1
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

FINANCE / ADMINISTRATION AND BUDGET
Finance /
Admin.&
Budget
FN-001
Audit Reports / Annual Comprehensive
Financial Report (ACFR) CAFR -
Comprehensive Annual Financial Reports
and related Audit Opinions
P
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department Preference (copies); GC
§34090.7
Finance /
Admin.&
Budget
FN-002 Audit Work Papers 5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference (meets municipal
government auditing standards); Statewide
guidelines propose audit + 4 years; Published
articles show 3 - 7 years; GC §34090
Finance /
Admin.&
Budget
FN-003 Budgets - Adjustments (Mid-Year) 5 years
Yes:

Current
Fiscal Year
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department preference; GC §34090 et seq.

Finance /
Admin.&
Budget
FN-004 Budgets - Adopted / Final P
Yes:

Current
Fiscal Year
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department preference; GC §34090 et seq.

Finance /
Admin.&
Budget
FN-005 Budgets - Preliminary, Proposed, Backup
Documents
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Preliminary drafts; GC §34090 Finance /
Admin.&
Budget
FN-006 Letters of Credit Upon Release Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Securities (Performance Bonds, Letters of
Credit, CD's, etc.) are released after the
Notice of Completion is issued and replaced
with the Warranty Bond, which is released 1
year after the Notice of Completion date.

These are financial instruments, and therefore
are exempt from the 2 year requirement for
municipal records; GC §34090
Finance /
Admin.&
Budget
FN-007 Single Audits / Transportation Audits /
PERS Audit, etc. 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference (meets municipal
government auditing standards); GC §34090
Finance /
Admin.&
Budget
FN-008 Vehicle Titles ("Pink Slips") Sale or
Disposal
Mag, Mfr,
OD, Ppr S / I Department Preference; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 45 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-2
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Business
Licenses &
Revenue
FN-009
Accounts Receivable - Miscellaneous -
Citations, Transient Occupancy Tax
(TOT) Applications and Returns, Damage
to Public Property, Invoices to Outside
Entities, etc.
5 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department preference; Meets auditing
standards; GC §34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-010 Sewer Assessment Rolls (to Tax
Assessor for Tax Rolls) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; Meets auditing
standards; GC §34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-011
Business License Applications and
Renewals (Regulatory and Revenue
Licenses)
Includes Massage, Taxi and all other
Business Licenses
5 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department preference; Meets auditing
standards; GC §34090 et seq.

Finance /
Business
Licenses &
Revenue
FN-012
Cash Receipts / Daily Cash Summaries /
Cashiers Reports / Cash Reports / Petty
Cash
5 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department preference; Meets auditing
standards; GC §34090 et seq.

FINANCE / BUSINESS LICENSE AND REVENUE
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 46 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-3
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

FINANCE / GENERAL ACCOUNTING
Finance /
General
Accounting
FN-013 1099's / 1096's / DE542 (California Report
of Independent Contractors) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; IRS: 4 years after tax
is due or paid (longer for auditing & contractor
delinquency); Ca. FTB: 3 years; IRS Reg
§31.6001-1(e)(2), R&T §19530, GC §34090;
29 USC 436
Finance /
General
Accounting
FN-014
Accounts Payable / Invoices and Backup /
W-9s
(Includes Invoices, Travel Expense
Reimbursements, Warrant Request, etc.)
7 years Yes: Until
Paid
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department Preference (meets municipal
government auditing standards); Statewide
guidelines propose audit + 4 years; Published
articles show 3 - 7 years; GC §34090
Finance /
General
Accounting
FN-015 Actuarial Valuation Reports 10 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Finance /
General
Accounting
FN-016
Bank Statements and Trustee
Statements, Fiscal Agent Statements,
Investment Account Statements, Bank
Reconciliations, Bank Deposits, Bank
Transmittal Advice
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; meets auditing
standards; GC §34090, 26 CFR 31.6001-1
Finance /
General
Accounting
FN-017
Bond Official Statements / Transcripts /
Certificates of Participations (COPs) -
Includes Continuing Disclosure Reports
See Bank Statements for statement
retention.

Fully Defeased
+ 10 years
Yes: Until
Maturity
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Statute of Limitations
for bonds, mortgages, trust deeds, notes or
debentures is 6 years; Bonds issued by local
governments are 10 years; IRS bond auditing
regulations state, "…material records should
generally be kept for as long as the bonds are
outstanding, plus 3 years after the final
redemption date of the bonds; There are
specific requirements for disposal of unused
bonds; CCP §§336 et seq. 337.5(a); 26 CFR

1.6001-1(e): 26 CFR § 1.148-5(d)(6)(iii)(E);
GC §43900 et seq.

HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 47 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-4
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
General
Accounting
FN-018 Checks / Warrants (Cashed) 7 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department Preference; meets municipal
government auditing standards; GC §34090,
CCP § 337
Finance /
General
Accounting
FN-019 Escheat (Unclaimed money / uncashed
checks) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; All tangible property
held by government agencies escheats after 3
years; Statute of Limitations is 1 year for
seized property; CCP §§340(d), 1355. 1519;
GC §34090
Finance /
General
Accounting
FN-020 Financial Services Database
Indefinite -
Minimum 5
years
Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Data Fields / Records are interrelated; GC
§34090
Finance /
General
Accounting
FN-021 Investment Reports / Treasurer's Reports 5 years Yes: Until Paid
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Meets auditing
standards; GC§ 34090
Finance /
General
Accounting
FN-022
Investments / Arbitrage / Certificate of
Deposit / Investment Bonds (Receipts /
Advisor Reports / Trade Tickets / LAIF
(Local Agency Investment Fund))
5 years Yes: Until
Paid
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Meets auditing
standards; Published articles show disposal +
7 years for security brokerage slips; statewide
guidelines propose permanent; FTC Reg's rely
on "self-enforcement"; GC§§ 34090, 43900
Finance /
General
Accounting
FN-023 Journal Entries / Journal Vouchers 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD No
Department Preference; meets municipal
government auditing standards; Statute of
Limitations is 4 years; statewide guidelines
propose Audit + 5 years; GC §34090, CCP §
337
Finance /
General
Accounting
FN-024 Private Land Developer Trust Accounts /
Deposit Balances
Close + 5
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; (meets municipal
government auditing standards); GC §34090
Finance /
General
Accounting
FN-025 Purchase Orders and Attachments / W-9s 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD
Department Preference; Meets auditing
standards; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 48 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-5
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
General
Accounting
FN-026
Reports - Finance Reports created from
Database: Subsidiary Ledgers,
Reconciliations, Registers, Transaction
Histories, Balance Sheets, Revenue and
Expenditure Reports, etc. (MONTHLY OR

PERIODIC)
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference (The Financial System
Database is the original; reports are
considered drafts or copies); GC §34090
Finance /
General
Accounting
FN-027
Reports: Annual State or Federal: State
Controller's Report, Local Government
Compensation Report, Gas Tax, MOE
(Maintenance of Effort) Report, Fixed
Charge Special Assessment Report,
Public Self Insurer Report (SIP Report),
Street Report, etc.
5 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department Preference; Meets auditing
standards; GC §34090
Finance /
General
Accounting
FN-027.1 W-9s
Vendor
Inactive + 3
years
Mag, Mfr,
OD, Ppr S / I Yes: After 90 days Meets IRS auditing standards; GC §34090

FINANCE / PAYROLL
Finance /
Payroll FN-028
CalPERS Reports - Annual Valuation
Reports, Actuarial Valuation Reports,
Annual Employer Statements
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; Retained to match
other auditing periods; GC §34090
Finance /
Payroll FN-029
DE-6, DE-7, DE-9, DE-43, W-3, and DE166, 941 Forms, IRS 5500 Forms (Employee Benefit Plans), PERS / FICA
and Medicare Adjustments - Quarterly
Payroll Tax Returns / OASDI, Federal Tax
Deposits, Adjustments, etc.
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; IRS: 4 yrs after tax is
due or paid; Ca. FTB: 3 years; Articles show 7
years; 26 CFR §31.6001-1(e)(2), R&T §19530;
29 CFR 516.5 - 516.6, 29 USC 436, GC
§34090
Finance /
Payroll FN-030 Deferred Compensation (457, 401A) Reports, Registers 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Finance /
Payroll FN-031
Payroll Benefit Files / Administration
Forms (Changes, Personnel Action Form
copies, Vacation pay-off requests, etc.)
Separation + 5
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Finance /
Payroll FN-031.1 Payroll Direct Deposit Authorizations 5 years Mag, Ppr S / I Yes: After QC & OD Department preference; GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 49 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-6
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Payroll FN-032 Payroll Journals 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Finance /
Payroll FN-033
Payroll Reports (includes Deduction
Registers, Leave Registers, Time
Transaction Reports, etc.)
5 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department preference; GC §34090 Finance /
Payroll FN-034 Time Sheets / Time Cards / Overtime Sheets / Overtime Cards 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; Meets auditing
standards (audit + 4 years); IRS requires 4
years; Ca. requires 2 yr min.; FTB keeps 3
years; Most Employees provide digital
signatures when they submit their timecards,
but some in Public Works and Community
Services do not (another employee enters
their time); IRS Reg §31.6001-1(e)(2), R&T
§19530; LC § 1174(d); 29 CFR 516.5; GC
§34090
Finance /
Payroll FN-035 W-2's 5 years P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference for PERs Buy-back
purposes; IRS: 4 yrs after tax is due or paid;
Ca. FTB: 3 years; Articles show 7 years; IRS
Reg §31.6001-1(e)(2), R&T §19530; 29CFR
516.5 - 516.6, 29USC 436, GC §34090
Finance /
Payroll FN-036 W-4's
No Longer in
Effect + 4
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
IRS Regulation 31-6001-1 four years after the
due date of such tax for the return period to
which the records relate, or the date such tax
is paid, whichever is the later. GC §34090; 26
CFR 31.6001-1

FINANCE / RISK MANAGEMENT
Finance /
Risk
Manage.

FN-037 Lawsuits / Litigation Resolution + 5
years
Yes: Until
Settlement
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; CCP §§ 337 et seq.;
GC §§ 911.2, 945.6, 34090, 34090.6; PC
§832.5(b)
Finance /
Risk
Manage.

FN-038 Claims Resolution + 5
years
Yes: Until
Settlement
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; CCP §§ 337 et seq.;
GC §§ 911.2, 945.6, 34090, 34090.6; PC
§832.5(b)
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 50 Ver. 7.0 RECORDS RETENTION SCHEDULE: FINANCE
(Admin. / Budget, Bus. License / Revenue, Acct., Payroll, Risk Management) Page FIN-7
Office of
Record
(OFR)
Retention No. Records Description Total
Retention Vital? Media Options
Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Finance /
Risk
Manage.

FN-039 Insurance Polices (City-owned policies) P
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 90
days
Department Preference; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 51 Ver. 8.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-1 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

HUMAN RESOURCES
Human
Resources HR-001 Benefit Plan Documents (CalPERS, Optical, Dental, etc.) Duration of
the Contract
+ 2 6 years
Yes: For
Duration of
Contract
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
EEOC / ADEA (Age) requires 1 year after
benefit plan termination; Federal law requires 6
years after filing date for retirement; State Law
requires 2 years after action; 29 CFR
1627.3(b)(2); 29 USC 1027; GC §§12946,
12960, 34090
Human
Resources HR-002
Classification / Reorganization Studies (for
employee classifications and department
structures)
Minimum 3
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Bureau of National Affairs recommends 2 years
for all supplementary Personnel records; Wage
rate tables are 1 or 2 years; State requires 2
years; 29 CFR 516.6, 29 CFR 1602.14, GC
§§12946, 12960, 34090
Human
Resources HR-003 Compensation Surveys and Studies Minimum 3 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Bureau of National Affairs recommends 2 years
for all supplementary Personnel records; Wage
rate tables are 1 or 2 years; State requires 2
years; 29 CFR 516.6(2), 29 CFR 1602.14, GC
§§12946, 12960, 34090
Human
Resources HR-003.1 COVID-19 Notifications to Employees 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD LC §6409.6(k), GC §34090 Human
Resources HR-004
California Civil Rights Department (CRD) /
Department of Fair Employment and Housing
(DFEH or EEOC) Claims / Harassment Claims
Final
Disposition +
4 3 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
All State and Federal laws require retention
until final disposition of formal complaint; State
requires 4 2 years after "fully and finally
disposed"; 2 CCR 11013 7287.0; GC §§12946,
12960, 34090
Human
Resources HR-005 DMV Pull Notices
When
Superseded
or Separated
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Transitory or source records not retained in the
ordinary course of business; CHP audits every
2 years; Bureau of National Affairs
recommends 2 years for all supplementary
Personnel records; GC §34090
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 52 Ver. 8.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-2 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-006 Drug and Alcohol Test Results (All - Positives and Negatives) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department preference; D.O.T. Requires 5
years for positive tests, 1 year for negative
tests; EEOC/FLSA/ADEA (Age) requires 3
years physical examinations; State Law
requires 2 years; 29 CFR 1627.3(b)(1)(v), GC
§§12946, 12960, 34090; 49 CFR 655.71 et
seq.; 49 CFR 382.401 et seq. 49 CFR 653.71
Human
Resources HR-007 Employment Verifications
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts not retained in the "Regular
Course of Business" GC §§34090
Human
Resources HR-008 I-9s Separation + 3 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Non-citizens must re-certify periodically; RICA
recommends Required for 1 year from
termination or 3 years from hiring, whichever is
later; EEOC / FLSA / ADEA (Age) requires 3
years for "any other forms of employment
inquiry"; State Law requires 2 -3 years; INA
274A(b)(3); INS Rule 274a.1(b)(2); 8 CFR
274a.2; 29 CFR 1627.3(b)(1); GC §§12946,
12960, 34090
Human
Resources HR-009 Job Descriptions / Classification Specifications Minimum 4 3 years Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 1
year
Department preference; EEOC/FLSA/ADEA
(Age) requires 3 years for promotion, demotion,
transfer, selection, or discharge; State Law
requires 4 2 -3 years; retirement benefits is 6
years from last action; 29 CFR 1602.31 &
1627.3(b)(1), 8 CCR §3204(d)(1) et seq., GC
§§12946, 12960, 34090
Human
Resources HR-010
Labor Relations Files
(Negotiation Notes, Correspondence,
Interpretation of MOU Provisions,
Documentation, etc.)
10 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 53 Ver. 8.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-3 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-011 OSHA Inspections and Citations, Log 200 and Log 300, 301, 301A 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Calif. Labor Division is required to keep their
records 7 years; OSHA requires 5 years; State
law requires 2 years; 8 CCR 14300.33, 8 CCR
§3203(b)(1), GC §34090; LC §6429c
Human
Resources HR-012
Personnel Files - Employee File
Includes Application, Disciplinary Actions,
Evaluations, Formal Complaints, Grievances /
Appeals, Policies, Oath of Disaster Workers /
Oaths of Office, PAFs, 1095-C, 1094-C, etc.

Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
Separation +
1 year
Department Preference; statute of limitations
for retirement benefits is 6 years from last
action; EEOC/FLSA/ADEA (Age) requires 3
years for promotion, demotion, transfer,
selection, or discharge; State Law requires 2 -3
years; 29 CFR 1602.31 & 1627.3(b)(1), GC §§
3105, 12946, 12960, 34090; 29 USC 1113, LC
§1198.5;
Human
Resources HR-013
Personnel Files - Medical / Background File
(all employees)
Pre-employment Medical Clearances, ADA
Accommodations, etc.

Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Yes: Until
Separation
Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
Separation +
1 year
Department preference; Files maintained
separately; Claims can be made for 30 years
for toxic substance exposure; 8 CCR
§3204(d)(1) et seq., 29 CFR 1910.1020(d)(1)(i),
GC §§12946, 12960, 34090, 29 CFR 1627.3,
29 CFR 1602.14; LC §1198.5; 29 USC 1113
Human
Resources HR-014
Recruitment and Testing File
(Includes Advertisements, Applications for
Unsuccessful Candidates, Job Brochures, Test
Data, Testing Analysis and statistical Metric,
Job Analysis, Rating Sheets, Scantrons,
Rater's Profile and Confidentiality Agreement,
Flowchart, Eligible Lists, etc.)
Hiring
Decision + 4
3 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; State Law requires 4 2 -
3 years EEOC / FLSA / ADEA (Age) requires 1-
3 years; ; 29 CFR 1627.3(b)(1), 29 CFR
1602.14 et seq. 2 CCR 7287.0(c)(2), 2 CCR
11013(c); GC §§12946, 12960, 34090
Human
Resources HR-015 Studies and Surveys Conducted on Behalf of the City (Sick Leave, Attrition, Benefits, etc.) When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts not retained in the ordinary
course of business; GC §34090
Human
Resources HR-015.5 Verifications of Employment, Child Support, etc.

When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Not a City record / Content does NOT relate in
a substantive way to the conduct of the public's
business; GC §34090 et seq
HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 54 Ver. 8.0 RECORDS RETENTION SCHEDULE: HUMAN RESOURCES Page HR-4 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Human
Resources HR-016 Workers Compensation Claim Runs / Monthly Reports 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Meets auditing standards; GC §34090 Human
Resources HR-017 Workers Compensation Claims / Long Term Disability Claims Separation +
30 years, or
Termination
of Benefits +
5 years,
whichever is
longer
Yes: Until
Separation
Mag, Mfr,
OD, Ppr S / I
Yes: After

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged
and QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

INFORMATION TECHNOLOGY
Information
Technology IT-001
Backups - Computer Backups (ALL Disaster
Recovery Computer Backups) DAILY (Monday
- Thursday)
When No
Longer
Required
Yes Mag.

Used for Disaster Recovery Purposes Only;
Considered a copy and can be destroyed when
no longer required; tapes are in autochangers
and are overwritten; GC §34090 et seq.

Information
Technology IT-002 Backups - WEEKLY
When No
Longer
Required
Yes Mag.

Used for Disaster Recovery Purposes Only;
Store off-site in commercial storage for disaster
recovery; Considered a copy and can be
destroyed when no longer required; retention
based on administrative value; recycle tapes;
GC §34090 et seq.

Information
Technology IT-003 Network Configuration Maps and Plans
When No
Longer
Required
Yes Mag.

Preliminary documents not retained in the
ordinary course of business; GC §34090 et
seq.

Information
Technology IT-004
Recordings - Video Recordings (Doors,
Hallways, Public Areas, etc.)
See City Clerk's schedule for City Council
Video Recordings
When No
Longer
Required
Mag Does not record regular ongoing operations of
the City; GC §34090.6(a)
Information
Technology IT-005

UNALTERABLE MEDIA / IMMUTABLE MEDIA
(CLOUD IMMUTABLE BACKUP) / WORM /
DVD-r / CD-r / Blue Ray-R or other unalterable
media that does not permit additions,
deletions, or changes
P Follows
Retention of
Official
Electronic
Record
OD
For legal compliance for Trustworthy Electronic
Records (when the electronic record serves as
the official record); must be stored in a "safe
and separate location"; GC 34090, 12168.7,
EVC 1550, 2 CCR 22620 et seq.

HALF MOON BAY, CA ©1995-2016 Gladwell Governmental Services, Inc. (909) 337-3516 - all rights reserved Do not duplicate or distribute without prior written permission Adopted: 6/21/2016 56 Ver. 8.1 RECORDS RETENTION SCHEDULE: PLANNING Page PL-1 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

PLANNING
Planning PL-001 Alcohol Beverage Control License Applications (ABC Applications)
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD (Non-Records)
Planning PL-002 Annexations / Boundaries / Consolidations /

LAFCO P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Land Records; GC §34090 Planning PL-003 Census, Demographics
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD (Non-Records - Census Bureau is OFR) Planning PL-004
Director's Hearings
AGENDA PACKETS and AGENDAS
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Original Staff Reports are filed in the project
file; Brown Act challenges must be filed within
30 or 90 days of action; GC §§34090,
54960.1(c)(1)
Planning PL-005
Director's Hearings
Recordings - AUDIO RECORDINGS of
Meetings / Audio Tapes
2 years Tape (Mag) Department preference; State law only requires for 30 days; GC §54953.5(b)
Planning PL-006
Director's Hearings

RESOLUTIONS
P Yes Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
No
GC §34090
Planning PL-006.1
Environmental Determinations: Environmental
Impact Reports (EIRs), Negative Declarations,
Categorical Exemptions, etc.) / CEQA / NEPA
Correspondence and staff notes that
provide insight into the project or the
agency’s CEQA compliance with respect to
the project
Project
Approval or
Denial + 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Not all internal communications and notes
are required to be saved; "E-mails that do not
provide insight into the project or the
agency’s CEQA compliance with respect to
the project — are not within the scope of
section 21167.6, subdivision (e) and need not
be retained." Golden Door Properties, LLC v.

Superior Court of San Diego County (2020)
53 Cal.App.5th 733;GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 57 Ver. 8.1 RECORDS RETENTION SCHEDULE: PLANNING Page PL-2 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-007
Environmental Determinations: Environmental
Impact Reports (EIRs), Negative Declarations,
etc. )
Inside City boundaries
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Usually filed in the project file; Final
environmental determinations are required to
be kept a "reasonable period of time"; 14
CCR §15095(c); GC §34090
Planning PL-008
Environmental Determinations: Environmental
Impact Reports (EIRs), Negative Declarations,
etc. )
Outside City boundaries
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Non-records; EIRs and Negative Declarations
within the City Boundaries are with the project
file
Planning PL-009 General Plan, Elements and Amendments P Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
City Clerk Maintains all Agenda Packets
Permanently; GC §34090.7
Planning PL-010 Historical Preservation P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Planning PL-011 Home Occupation Permits P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Planning PL-012 Master Plans, Specific Plans, Bikeway Plans, Landscaping Plans, Street Master Plans, etc. P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Planning PL-013 Materials Boards
When No
Longer
Required
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts not retained in the ordinary
course of business; GC §34090
Planning PL-014
Planning Commission
AGENDA PACKETS and AGENDAS
P
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Original Staff Reports are filed in the project
file; Brown Act challenges must be filed within
30 or 90 days of action; GC §§34090,
54960.1(c)(1)
Planning PL-015
Planning Commission
Recordings - AUDIO RECORDINGS of
Meetings / Audio Tapes
2 years Tape (Mag) Department preference; State law only requires for 30 days; GC §54953.5(b)
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 58 Ver. 8.1 RECORDS RETENTION SCHEDULE: PLANNING Page PL-3 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-016
Planning Commission
Recordings - VIDEO RECORDINGS of
Meetings / Video Tapes
Minimum 10
years
Tape (Mag)
Department preference; Video recording of
meetings are only required for 90 days; GC
§§34090.7, 34090
Planning PL-017
Planning Commission

MINUTES / RESOLUTIONS / BYLAWS
P Yes Mag, Mfr,
OD, Ppr S / I
Yes: After

QC & OD
No
GC §34090
Planning PL-018
Planning Project Files / Coastal Permit Files
- Approved Permanent Entitlements
(Includes Associated CEQA Noticing,
Conditions of Approval, Public Noticing,
Environmental Determinations, Staff Reports,
Plans and Maps)
Examples: Conditional Use Permits (CUPs),
Design Review, Lot Line Adjustments, Parcel
Maps, Planned Unit Developments (PUD), Site
Plans, Tentative Subdivisions, Variances, Zone
Changes, etc.

P Yes Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department preference; Final environmental
determinations are required to be kept a
"reasonable period of time"; 14 CCR
§15095(c); GC§§34090, 34090.7
Planning PL-019 Project Log Index / Spreadsheet / Binders of Historic Actions P Yes Mag, Mfr, OD, Ppr S / I
Yes: After

QC & OD
1 year
Department Preference; GC §34090
Planning PL-020 Special Studies Minimum 2
years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Planning PL-021
Temporary Entitlements / Temporary
Permits (Approved and Unapproved):

Christmas Tree Lots, Banner Permits,
Pumpkin Lots, Temporary Signs, etc.
2 years
Yes:

During
Event
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Temporary uses; Department maintains
complete files for administrative purposes;
GC§§34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 59 Ver. 8.1 RECORDS RETENTION SCHEDULE: PLANNING Page PL-4 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper
after
Imaged
and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Planning PL-022 Zoning Maps (Historically Significant) P Yes (all) Mag, Mfr, OD, Ppr S / I
Yes: After

QC & OD
No
Department Preference; City Clerk Maintains
originals of all documents that were
presented to Council; GC §34090.7
Planning PL-023 Zoning Ordinance Amendments,
Reclassifications / Zone Change P Yes Mag, Mfr, OD, Ppr S / I Yes: After

QC & OD
1 year
Department Preference (copies); GC
§34090.7
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 60 Ver. 6.0 RECORDS RETENTION SCHEDULE: PUBLIC WORKS / MAINTENANCE Page PW-1 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

PUBLIC WORKS / MAINTENANCE
Public Works
/ Maint. PW-001 AQMD Permits (Air Quality Management District Permits) 5 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD 40 CFR 70.6; GC §34090 Public Works
/ Maint. PW-002 Generator Operation Logs (for fixed / stationary generators) / Inspections 5 2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
AQMD Rule 1470; Form 400–E–13a
instructions, Department Preference (2
years is required by AQMD); GC §34090
Public Works
/ Maint. PW-003 Operations and Maintenance Manuals (O and M Manuals) Life of
Facility or
Equipment
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; GC §34090 et.
seq.

Public Works
/ Maint. PW-004 Pressure Vessel Certifications or Permits (Air Compressors, Propane, etc.) Expiration of
Certificate or
Permit -
Minimum 2
years
Mag, Mfr,
OD, Ppr S / I
Yes: After
QC & OD 1
year
Department preference; GC §34090 et.
seq.

Public Works
/ Maint. PW-005
Pre-Trip Inspections / DOT Program / CHP
Inspections / Vehicle Safety Checks / Daily
Vehicle Inspections / Daily Equipment Checks
2 years Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
13 CCR 1234(e); VC 34505.5(c); 49 CFR
396.11; GC §34090
Public Works
/ Maint. PW-006 Smog Certificates Superseded Mag, Mfr, OD, Ppr S / I Yes: After QC & OD Department Preference; GC §34090 Public Works
/ Maint. PW-007 Used Oil Disposal 3 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD 22 CCR 66266.130(c)(5), H&S
§25250.18(b), 25250.19(a)(3) et seq.

Public Works
/ Maint. PW-008
Vehicle and Equipment History Files
Maintenance, Smog Certificates, Registrations
Disposal of
Vehicle or
Equipment +
2 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Department Preference; If a motor carrier,
required for 18 months after vehicle is sold;
CHP requires life of vehicle; OSHA requires
1 year; 8 CCR § 3203(b)(1); 49 CFR
396.21(b)(1); 49 CFR 396.3(c); CCP §337
et. seq., 3 CCR 1234(f); GC §34090
Public Works
/ Maint. PW-009 Work Logs / Work Sheets/ Grid Inspections 2 years Mag, Mfr, OD, Ppr S / I Yes: After QC & OD GC §34090 HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 61 Ver. 6.0 RECORDS RETENTION SCHEDULE: PUBLIC WORKS / MAINTENANCE Page PW-2 Office of
Record
(OFR)
Retention
No. Records Description Total Retention Vital? Media Options Image:

I=Import
M=Mfr
S=Scan
Destroy
Paper after
Imaged and
QC'd?
Comments / Reference
If the record is not listed here, refer to the Retention for City-Wide Standards .

Retentions begin when the act is completed, and imply a full file folder (e.g. last document + 2 years), since destruction is normally performed by file folder.

HOLDS: Litigation, complaints, claims, public records act requests, audits and/or investigations suspend normal retention periods (retention resumes after settlement or completion).

Public Works
/ Maint. PW-010
Work Orders / Service Requests CMMS
DATABASE (Computerized Maintenance
Management System)
Indefinite -
Minimum 5
years

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Data is interrelated; Databases where
sewer records may be stored are required
for 5 years; SWRCB Order 2022-0103-
DWQ; CCP §§338 et seq., 340 et seq.,
342, GC §34090
Public Works
/ Maint. PW-011
Work Orders / Service Requests - All
Information Entered in CMMS Database
(Paper drafts)
When No
Longer
Required

Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
Preliminary drafts (the database is the
original); GC §34090
Public Works
/ Maint. PW-012
Work Orders / Service Requests - NOT
entered in CMMS Database (or partial
information entered into CMMS Database)
(Division providing service retains originals;
Division requesting service is considered a
copy)
5 years
Mag, Mfr,
OD, Ppr S / I Yes: After QC & OD
City Preference; May contain sewer
records, which are required for 5 years;
SWRCB Order 2022-0103-DWQ; CCP
§§338 et seq., 340 et seq., 342, GC
§§945.6, GC §34090
HALF MOON BAY, CA. ©1995-2016 Gladwell Governmental Services, Inc. - all rights reserved Do not duplicate or distribute without prior written permission from GGS (909) 337-3516 Adopted: 6/21/2016 62

Page 1 of 3 ends

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Maz Bozorginia, Public Works Director/City Engineer Dale Leda, Associate Engineer
TITLE: RESOLUTION OF SUPPORT FOR GRANT APPLICATION TO THE SAN MATEO COUNTY TRANSPORTATION AUTHORITY FOR THE MEASURE A AND W 2025 HIGHWAY PROGRAM FOR THE HIGHWAY 1 MAIN STREET TO KEHOE AVENUE

PROJECT
____________________________________________________________________________ RECOMMENDATION:

Adopt a resolution:

1. Directing staff to submit a grant application to the San Mateo County Transportation Authority (TA) for Measures A and W Highway Program funds for $11,700,000 in grant funding from the TA with a $1,300,000 local match for the Highway 1 Main Street to Kehoe Avenue Project;

2. Authorizing the City Manager, or their designee, to execute a funding agreement or memorandum of understanding and any amendments with the TA to encumber Measures A and W Highway Program funds should the applications be successful;

3. Committing to the completion of the Project, including the required local funding contribution of $1,300,000, should the application be successful;

4. Certifying that any funds awarded by the TA will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and

5. Authorizing the City Manager, or their designee, to take any other actions necessary to give effect to this resolution and execute applicable amendments.

FISCAL IMPACT:

If the City is awarded the grant, a funding match of 10% of total project costs is required. For the grant-related project cost total of $13,000,000, the City’s required match is $1,300,000.

Funding for the match would come from the Streets and Road Fund and would be comprised of accrued funds from San Mateo County Measure A and W sales tax revenue. Measure A and W funds being allocated for the project are only eligible for use on street improvement and 63

Page 2 of 3 ends

congestion reduction projects and will not have an impact on the City’s structural deficit or general fund reserves.

STRATEGIC ELEMENT:

This recommendation supports the Infrastructure and Environment, and Healthy Communities, and Public Safety Elements of the Strategic Plan.

BACKGROUND:

The Highway 1 North project includes a new signalized intersection at Terrace Avenue and Highway 1 to provide a safe east-west crossing for pedestrians/bicyclists, protected turn movements for automobiles, consolidated access from Grand Boulevard and Frontage Road, as well as improvements to the Naomi Patridge Trail connection (across the previous access points to Highway 1). The project also includes a bicycle/pedestrian (Class I) path from North Main Street to Spindrift Way on the east side (Eastside Parallel Trail) of the highway as well as extension of the four-lane highway configuration north to just south of Grandview Blvd with improved turning lanes, center median improvements, and green infrastructure. Bus stops will also be improved in this area to meet current ADA requirements and provide enhanced experience for transit riders.

The project is currently in the final stages of design permitting with the California Department of Transportation (Caltrans). In April 2025, Caltrans authorized the design team to move forward with submitting the 100% design level plans, specifications, and estimates for final review by Caltrans. Subsequently, Caltrans assigned a new project manager for the project and issued approximately 120 additional plan check comments on the current design. Some of the comments are significant in nature and are expected to substantially increase the cost of project construction.

At the same time, City staff have continually monitored escalation in construction costs over the last two years and in particular, sharp rises in costs in early 2025 through the review of bidding on similar projects and have regularly adjusted the project’s estimated cost of construction. As of early September, the project design team has produced an updated engineers estimate that puts the estimated construction cost at $21,000,000 and overall project delivery costs at around $25,000,000, which includes accrued design costs to date, final design, project management, construction, construction support and related services. The City currently has approximately $12,500,000 funding available for the project from various sources, including the General Fund, traffic impact fees, and three separate prior grant fund allocations from SMCTA, which leaves an approximately $12,500,000 anticipated budget shortfall.

Staff has met regularly with the TA through early 2025 to provide updates on the project status and discuss the budget shortfall, and have received considerable support and encouragement from the TA toward submittal of an application to the Measure A & W Highway Program 2025 Call for Projects, which was formally announced in July 2025. 64

Page 3 of 3 ends

Staff has worked diligently on an application which was submitted to SMCTA before the application due date on Friday, September 12, 2025, and included a mandatory draft resolution included as Attachment 1 below.

DISCUSSION:

The purpose of the Measure A & W Highway Program is to reduce congestion and improve safety on highways in San Mateo County. The Highway 1 Main Street to Kehoe Avenue project, also known locally as the Highway 1 Safety and Mobility North project, addresses several different issues concerning congestion, vehicle, bike and pedestrian safety along this critical section of the Highway 1 Corridor.

Improvements at Terrace Avenue including the new signalized intersection and mid-block pedestrian crossings will provide a major benefit for bicycle and pedestrian trail users, allowing safe travel between the east and west sides of Highway 1, opening access to the Naomi Patridge and Eastside Parallel Trail, the Coastal Trail, and transit bus stops in both northbound and southbound directions. Completion of the Eastside Parallel Trail extension will provide direct bicycle and pedestrian access from the Spindrift and Terrace Avenue neighborhoods to points south, including direct connection to Half Moon Bay schools, library, downtown and employment centers, and will be a vital transportation link for the residents of the coast.

New coordinated timing of the traffic lights at Main Street and Terrace Avenue, and the extension of merge taper lanes in both directions will also improve vehicle flow during high traffic times. The consolidation of four existing un-controlled access points onto the highway into one signalized intersection will further enhance both pedestrian and vehicular safety existing and entering the highway. The idea for the project, originally hatched in 2012 and refined and expanded over the years to its current form, has the potential to be a transformative component of the City’s planned infrastructure along Highway 1.

CONCLUSION:

City staff recommends the City Council adopt a resolution authorizing the submittal of the grant application, authorizing the City Manager (or their designee) to execute funding agreements and memorandums of understanding with the San Mateo County Transportation Authority to encumber the Measures A and W funds, committing the required local matching funds, certifying that awarded funds will supplement, but not supplant, existing funding commitments and authorizing the City Manager (or their designee) to take any other actions necessary to give effect to this resolution and execute applicable amendments.

ATTACHMENTS:

Resolution – Highway 1 Main Street to Kehoe Avenue Project 65 1
RESOLUTION NO. C-2025 –65

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY TO SUPPORT AN APPLICATION TO THE SAN MATEO COUNTY TRANSPORTATION AUTHORITY 2025 MEASURE A AND MEASURE W HIGHWAY PROGRAM CALL FOR PROJECTS FOR THE HIGHWAY 1 MAIN

STREET TO KEHOE AVENUE PROJECT
WHEREAS, the City of Half Moon Bay (Sponsor) has identified a need for improved vehicle and pedestrian safety and access improvements along Highway 1 between Main Street and Kehoe Avenue; and
WHEREAS, the Sponsor has developed the Highway 1 Main Street to Kehoe Avenue project, also referred to as the Highway 1 Safety and Operational Improvement North project (Project) to install a new signalized intersection at Terrace Avenue, extend northbound lane tapers to Grandview Boulevard, provide a new class 1 multi-use trail along the east side of the highway extending from Main Street to Kehoe Avenue, consolidate access points along the highway from Frontage Road, Grand Boulevard, and Terrace Avenue; and WHEREAS, the Project estimated costs, including Design, Construction and related support, are estimated to be $25,000,000; and
WHEREAS, the Sponsor seeks $11,700,000 in grant funds from the San Mateo County Transportation Authority (TA) for the Project while the City of Half Moon Bay has committed to $1,300,000 in local funds; and
WHEREAS, the Primary Grant Agreement was approved by the City Council on February 18, 2025, and was executed between the Sponsor and the TA on March 19, 2025; and WHEREAS, the San Mateo County Transportation Authority (TA) issued a Call for Projects for the 2025 Measure A and Measure W Highway Program on July 11, 2025; and WHEREAS, the TA requires the Sponsor’s governing board to adopt a resolution:

1. Supporting the Project and application for $11,700,000 in TA Measure A and W Highway Program funds for the Project;

2. Committing the Sponsor to begin work within one year of an award, and to the completion of the requested scope of work for the Project, including the commitment of matching funds in the amount of $1,300,000 needed for implementation;

3. Certifying that any funds awarded by the San Mateo County Transportation Authority will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and
66 2

4. If funds are awarded, authorize the City Manager, or designee, to sign a supplement agreement and any amendments of the TA’s Primary Grant Agreement with the TA for TA Measures A and W Highway Program funding for the Project and to take any other actions necessary to give effect to this resolution and execute applicable amendments

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Half Moon Bay:

1. Directs staff to submit an application to the San Mateo County Transportation Authority for Measure A and W Highway Program funds for $11,700,000 for Highway 1 Main Street to Kehoe Avenue Project;

2. Authorizes the City Manager or his/her designee to execute a supplemental agreement and any amendments of the TA’s Primary Grant Agreement with the San Mateo County Transportation Authority to encumber any TA Measure A and W Highway Program funds;

3. Commits to the completion of the Project, including the commitment of $1,300,000 of matching funds needed for the requested Project’s scope of work implementation, if the requested TA funds are awarded;

4. Certifies that any funds awarded by the TA will be used to supplement existing funds for the Project and will not replace existing funds or resources; and

5. Authorizes the City Manager or his/her designee to take any other actions necessary to give effect to this resolution and execute applicable amendments. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 16th day of September 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
_______________________________ _____________________________ Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 67 BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
From: Lisa Rossi, Administrative Services Director
TITLE: WARRANTS FOR THE MONTH OF AUGUST 2025
______________________________________________________________________________ RECOMMENDATION:

Accept the warrants list for the month of August 2025.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Inclusive Governance Elements of the Strategic Plan.

DISCUSSION:

During this month, the City processed 5 check runs. The table below outlines each check run and their individual totals:

Check Run Date Amount
August 04 28,726
August 07
August 14
759,161
101,098
August 21 724,039
August 28 267,218
Total 1,880,242
The City processed payments related to 11 capital improvement projects, totaling $157,788:

Highway 1 Safety - North, Carter Park, Eastside Parallel Trail Expansion, Emergency Response Program, Pilarcitos Creek Restoration, LCP Implementation Project, Climate Action And Adaptation, Smith Field Site Assessment, HVAC Repair, Pedal For a Purpose, and Pedestrian/Bicycle Connection.

Staff has included a list of all vendors who received $30,000 or more during this reporting period, as shown in the table below.
68 City of Half Moon Bay
Vendor Payments Exceeding $30,000
By Vendor and Funding Source
August 2025
Payee General Fund Other Funds Description
4LEAF INC.

66,883

305 ON-CALL BUILDING INSPECTION SERVICES

HDL SOFTWARE LLC

38,687

- APR, MAY, JUNE '25 TOT AND BUSINESS LICENSE MANAGEMENT

HMB COASTSIDE CHAMBER

36,670

14,588 JUNE '25 BID, JULY '25 OPERATIONS AND MAINTENANCE OF OCC

JOBTRAIN INC

32,298 JUNE '25 JOB-SEEKER WORKFORCE DEVELOPMENT PROGRAM SERVICES

MARK THOMAS & CO, INC

42,896 HWY 1 SAFETY AND OPERATIONAL IMPROVEMENTS

PACIFIC GAS & ELECTRIC

40,962

7,285 JUNE, JULY '25 CITYWIDE GAS AND ELECTRICITY

SCHAPER HEATING AND COOLING

44,553 HVAC WORK AT TED ADCOCK COMMUNITY CENTER

SEWER AUTHORITY MID-COASTSIDE

1,043,784 JULY, AUG '25 OPERATIONS AND MAINTENANCE

SHUTE MIHALY & WEINBERGER LLP

108,087

2,867 JULY '25 CITY ATTORNEY SERVICES - GENERAL MATTERS AND OTHERS ATTACHMENTS:

Attachment 1 - Check Disbursement List by Check Date
69 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 1 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM Report Criteria:

Report type: GL detail
4LEAF INC.
56853 4LEAF INC. 08/21/2025 JUNE 2025 PROFESSIONAL SERVICES 3,819.4356853 4LEAF INC. 08/21/2025 JUNE 2025 BUILDING OFFICIAL SERVICES 8,085.0056853 4LEAF INC. 08/21/2025 JUNE 2025 SENIOR COMB. BUILDING INSPECTOR 19,278.5656853 4LEAF INC. 08/21/2025 FY 25/26 ON-CALL BUILDING INSPECTION, OFFICIAL & PLAN REVIEW SERVICES 9,240.0056853 4LEAF INC. 08/21/2025 FY 25/26 ON-CALL BUILDING INSPECTION, OFFICIAL & PLAN REVIEW SERVICES 21,617.6856853 4LEAF INC. 08/21/2025 FY 25/26 ON-CALL BUILDING INSPECTION, OFFICIAL & PLAN REVIEW SERVICES 4,842.7756853 4LEAF INC. 08/21/2025 STONE PINE AFFORDABLE HOUSING PORTION 305.00 Total 4LEAF INC.: 67,188.44

ABAG POWER PURCHASING POOL
56858 ASSOCIATION OF BAY AREA GOVERNMENTS 08/21/2025 FY 26 LEVELIZED CHARGE-NAT GAS 630.0056858 ASSOCIATION OF BAY AREA GOVERNMENTS 08/21/2025 WORKING CAPITAL DEPOSIT 22.78 Total ABAG POWER PURCHASING POOL: 652.78

ABUNDANT GRACE COASTSIDE WORKER
56796 ABUNDANT GRACE COASTSIDE WORKER 08/07/2025 JUNE '25-PROVIDE HOMELESS COASTAL CLEAN UP SERVICES 7,180.0056831 ABUNDANT GRACE COASTSIDE WORKER 08/14/2025 JULY-PROVIDE HOMELESS COASTAL CLEAN-UP SERVICES 6,460.0056854 ABUNDANT GRACE COASTSIDE WORKER 08/21/2025 JUNE ADDITIONAL-PROVIDE HOMELESS ENCAMPMENT CLEAN UP SERVICES 2,800.0056854 ABUNDANT GRACE COASTSIDE WORKER 08/21/2025 JULY ADDITIONAL-PROVIDE HOMELESS ENCAMPMENT CLEAN-UP SERVICES 700.00 Total ABUNDANT GRACE COASTSIDE WORKER: 17,140.00

ALEJANDRO VELASCO
56797 ALEJANDRO VELASCO 08/07/2025 REFUND DEPOSIT-TRAIN DEPOT 8/2/25 500.00 Total ALEJANDRO VELASCO: 500.00
ALTA PLANNING & DESIGN INC.
56855 ALTA PLANNING & DESIGN 08/21/2025 AMENDMENT 4 BIKEWAY NORTH ADDITIONAL COSTS 497.50 Total ALTA PLANNING & DESIGN INC.: 497.50
AMERICAN DEBRIS BOX SERVICE INC.
56798 AMERICAN PORTABLES 08/07/2025 OCEAN COLONY- PORTABLE TOLIETS 1,139.8056798 AMERICAN PORTABLES 08/07/2025 FY 25/26 PORTABLE TOILET RENTAL AND SERVICES 1,305.0056798 AMERICAN PORTABLES 08/07/2025 FY 25/26 PORTABLE TOILET RENTAL AND SERVICES 2,800.0056798 AMERICAN PORTABLES 08/07/2025 FY 25/26 PORTABLE TOILET RENTAL AND SERVICES 4,362.00 70 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 2 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56856 AMERICAN DEBRIS BOX SERVICE, INC 08/21/2025 DEBRIS BOXES-GARBAGE STRIKE 2,956.0056891 AMERICAN PORTABLES 08/28/2025 FY 25/26 PORTABLE TOILET RENTAL AND SERVICES 1,139.8056891 AMERICAN PORTABLES 08/28/2025 FY 25/26 PORTABLE TOILET RENTAL AND SERVICES 200.00 Total AMERICAN DEBRIS BOX SERVICE INC.: 13,902.60

AMERICAN ENERGY SOCIETY
56857 AMERICAN ENERGY SOCIETY 08/21/2025 JULY '25-TO OPERATE COASTSIDE VENTURE STUDIO (CSVS) - A BUSINESS INCUBATOR VIA THE OPPORT 22,618.85 Total AMERICAN ENERGY SOCIETY: 22,618.85

AMY SULLIVAN
56799 AMY SULLIVAN 08/07/2025 CLASS REFUND-CREATIVE FLOW 208.30 Total AMY SULLIVAN: 208.30

ANA DORIA-QUESADA
56800 ANA DORIA-QUESADA 08/07/2025 INSTRUCTOR-CREATIVE FLOW-1 CLASS 29.12 Total ANA DORIA-QUESADA: 29.12

BAIRD DRISKELL ABRAMS COMMUNITY PLANNIN
56892 BAIRD DRISKELL ABRAMS COMMUNITY PLANNI 08/28/2025 AUGUST '24-DOCUMENT REVIEW, SUPPORT FOR COMMUNITY OUTREACH & ENGAGEMENT, & ONGOI 1,268.75 56892 BAIRD DRISKELL ABRAMS COMMUNITY PLANNI 08/28/2025 APRIL '25-DOCUMENT REVIEW, SUPPORT FOR COMMUNITY OUTREACH & ENGAGEMENT, & ONGOING 7,170.0056892 BAIRD DRISKELL ABRAMS COMMUNITY PLANNI 08/28/2025 MARCH '25-DOCUMENT REVIEW, SUPPORT FOR COMMUNITY OUTREACH & ENGAGEMENT, & ONGOI 2,356.25 Total BAIRD DRISKELL ABRAMS COMMUNITY PLANNIN: 10,795.00

BECKER GRAPHICS
56802 BECKER GRAPHICS 08/07/2025 INSTRUCTOR PAYMENT- ZUMBA JULY'25 644.00 Total BECKER GRAPHICS: 644.00

BGT LAND SURVEYING
56893 BGT LAND SURVEYING 08/28/2025 HATCH BIKE CONNECTION-BOUNDARY & TOPOGRAPHIC SURVEY 4,200.00 Total BGT LAND SURVEYING: 4,200.00

BIKE WORKS HMB
56861 BIKE WORKS HMB 08/21/2025 PEDAL FOR A PURPOSE - #3841 8,364.00 Total BIKE WORKS HMB: 8,364.00
71 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 3 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

BLEYLE ELEVATOR, INC
56832 BLEYLE ELEVATOR, INC 08/14/2025 MAINT SERVICE #102236 501 MAIN ELEVATOR 95.00 Total BLEYLE ELEVATOR, INC: 95.00
CALNET3
56859 AT&T 08/21/2025 JULY'25 PHONE SERVICE 1,032.7256860 AT&T MOBILITY 08/21/2025 JULY'25 PHONE SERVICE 2,797.37 Total CALNET3: 3,830.09
CASELLE INC.
56803 CASELLE INC. 08/07/2025 FY 25/26 CASELLE ERP SOFTWARE - AUG 4,238.0056862 CASELLE INC. 08/21/2025 FY 25/26 CASELLE ERP SOFTWARE - SEPT 4,238.00 Total CASELLE INC.: 8,476.00

CLEARLITE TROPHIES
56863 CLEARLITE TROPHIES 08/21/2025 ENGRAVED PLAQUE 153.27 Total CLEARLITE TROPHIES: 153.27

COAST RIDGE ECOLOGY
56833 COAST RIDGE ECOLOGY 08/14/2025 BIO SERVICES WAVE AVE PDP-24-007 290.0056833 COAST RIDGE ECOLOGY 08/14/2025 BIO SERVICES WAVE AVE PDP-24-007 290.0056833 COAST RIDGE ECOLOGY 08/14/2025 BIO SERVICES WAVE AVE PDP-24-007 290.00- Total COAST RIDGE ECOLOGY: 290.00

COASTSIDE COUNTY WATER DISTRICT
56864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 501 MAIN ST 231.9656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 501 MAIN ST_DC 44.8656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 CITY OF HMB/ COAST.COMM.SENIOR CNTR. 44.8656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 503 JOHNSTON ST 126.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 MEDIAN STRIP/ HWY ONE # IRRIGATION 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 1310 LORYN LN # IRRIGATION 214.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 723 MILL ST # IRRIGATION 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 461 OAK AVE 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 FERNANDES PARK/ MAIN ST # IRRIGATION 73.5656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 555 KELLY AVE 87.6056864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 LIFT STATI FAIRWAY DR 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 535 KELLY AVE 294.4656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 537 KELLY AVE 123.72 72 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 4 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 201 WAVECREST RD 3,292.6956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 HIGGINS CYN RD 601.56 56864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 529 RUISSEAU FRANCAIS AVE # IRRIGATION 844.4956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 627 ALSACE LORAINE AVE 407.9656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 502 MAIN ST 302.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 MAIN & HWY 1 # IRRIGATION 55.9656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 HWY 92 MEDIAN # WEST IRRIG 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 HWY 92 MEDIAN # EAST IRRIG 38.3656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 620 CORREAS/LIBRARY 457.2956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 620 CORREAS/LIBRARY # DC 114.2656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 620 CORREAS/LIBRARY # IRRIGATION 83.2656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 10 STONE PINE RD # IRRIGATION 1,126.0956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 880 STONE PINE RD # COMM 283.0956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 HYDRANT METER 147.5656864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 FINAL-880 STONE PINE RD # MULTI FAM 3,152.0956864 COASTSIDE COUNTY WATER DISTRICT 08/21/2025 FINAL-880 STONE PINE RD # IRRIGATION 2,467.07 Total COASTSIDE COUNTY WATER DISTRICT: 14,807.63

COASTSIDE PRINTERS
56894 COASTSIDE PRINTERS 08/28/2025 ADA PARKING SIGNS 692.24 Total COASTSIDE PRINTERS: 692.24

COASTWEST FIRE PROTECTION
56865 COASTWEST FIRE PROTECTION 08/21/2025 5 YEAR INSPECTIONS COMPLETED 3,800.0056895 COASTWEST FIRE PROTECTION 08/28/2025 FIRE SPRINKLER REPAIRS-100 HIGGINS CANYON RD 2,225.00 Total COASTWEST FIRE PROTECTION: 6,025.00

COUNTY OF SAN MATEO
56755 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 08/28/2025 HEALTH INSPECTION-CITY HALL 525.00-56755 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 08/28/2025 HEALTH INSPECTION-OCEAN COLONY 525.00-56755 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 08/28/2025 HEALTH INSPECTION-TED ADCOCK COMM CENTER 2,228.00-56804 COUNTY OF SAN MATEO 08/07/2025 SMCO TRAINING CONSORTIUM FY25-26 620.0056896 COUNTY OF SAN MATEO 08/28/2025 JULY'25 MICROWAVE MUX DSO 82.2556909 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 08/28/2025 HEALTH INSPECTION-CITY HALL 525.0056909 SAN MATEO COUNTY ENVIRONMENTAL HEALTH 08/28/2025 HEALTH INSPECTION-OCEAN COLONY 525.00 Total COUNTY OF SAN MATEO: 1,525.75-

CRUZIO INTERNET
56866 CRUZIO INTERNET 08/21/2025 INTERNET SERVICE 14.95 73 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 5 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM Total CRUZIO INTERNET: 14.95

DAILY JOURNAL
56846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-BPAC 1,728.0056846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-LEGAL NOTICE 720.0056846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-USER FEES UPDATE 864.0056846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-MAIN ST SOLAR ARRAY 1,008.0056846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-FINANCE CHARGE 66.2456846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-FINANCE CHARGE 66.2456846 SAN MATEO DAILY JOURNAL 08/14/2025 ADVERTISING-FINANCE CHARGE 20.16 Total DAILY JOURNAL: 4,472.64

EDDIE BEHLE
56867 EDDIE BEHLE 08/21/2025 REIMBURSEMENT - SHAKESPEARE KEYS CARTER PARK 15.35 Total EDDIE BEHLE: 15.35

EL CENTRO DE LIBERTAD
56805 EL CENTRO DE LIBERTAD 08/07/2025 CARES PROGRAM OPERATOR-JUNE 2025 25,315.47 Total EL CENTRO DE LIBERTAD: 25,315.47

ERNESTO HUERTA
56806 ERNESTO HUERTA 08/07/2025 REFUND-DEPOSIT GRAND OAK 10/4/25 500.00 Total ERNESTO HUERTA: 500.00

FLYERS ENERGY LLC
56834 FLYERS ENERGY, LLC 08/14/2025 JULY'25 FUEL 2,037.29 Total FLYERS ENERGY LLC: 2,037.29

GOOD CITY COMPANY
56868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 67.5056868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 438.7556868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 540.0056868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER SERVICES PDP-24-054 67.5056868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER SERVICES PDP-24-054 67.5056868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER SERVICES PDP-24-054 67.50-56868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 303.7556868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 101.25 74 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 6 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 135.00 56868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 371.2556868 GOOD CITY COMPANY 08/21/2025 ASSISTANT PLANNER REVIEW SERVICES AS NEEDED PROVIDED BY GOOD CITY COMPANY 67.50 Total GOOD CITY COMPANY: 2,092.50
GOVERNMENT REVENUE SOLUTIONS HOLDINGS i
56801 AVENU INSIGHTS & ANALYTICS LLC 08/07/2025 SUTA MARCH 31 183.62 Total GOVERNMENT REVENUE SOLUTIONS HOLDINGS i: 183.62

GRANICUS LLC
56897 GRANICUS LLC 08/28/2025 JULY'25, GRANICUS SERVICE 620.53 Total GRANICUS LLC: 620.53

HALF MOON BAY BUILDING & GARDEN
56807 HALF MOON BAY BUILDING & GARDEN 08/07/2025 JUNE-PVC PIPE 64.9056807 HALF MOON BAY BUILDING & GARDEN 08/07/2025 BROWN FLEX SWEEP BROOM 54.6956835 HALF MOON BAY BUILDING & GARDEN 08/14/2025 FLEX SWEEP BROOM 54.6956869 HALF MOON BAY BUILDING & GARDEN 08/21/2025 MIXED TOP SOIL 131.2556869 HALF MOON BAY BUILDING & GARDEN 08/21/2025 SQUARE SHOVEL AND ALTLAS GLOVES 82.78 Total HALF MOON BAY BUILDING & GARDEN: 388.31

HDL SOFTWARE LLC
56898 HDL SOFTWARE LLC 08/28/2025 APR '25-TOT AND BUSINESS LICENSE MANAGEMENT 18,434.8456898 HDL SOFTWARE LLC 08/28/2025 MAY '25-TOT AND BUSINESS LICENSE MANAGEMENT 16,775.10 56898 HDL SOFTWARE LLC 08/28/2025 JUNE '25-TOT AND BUSINESS LICENSE MANAGEMENT 3,477.52 Total HDL SOFTWARE LLC: 38,687.46

HEAD AND HEART ADVISORY
56808 HEAD AND HEART ADVISORY 08/07/2025 JULY '25-EVALUATION OF THREE ECONOMIC ADVANCEMENT CENTERS 7,150.00 Total HEAD AND HEART ADVISORY: 7,150.00

HELMUT SCHNEYDER
56870 HELMUT SCHNEYDER 08/21/2025 REFUND-PLANNING DEPOSIT PD-23-046 1,130.00 Total HELMUT SCHNEYDER: 1,130.00
75 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 7 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

HIGH POINT ROOFING SERVICES
56809 HIGH POINT ROOFING SERVICES 08/07/2025 535 KELLY AVE - ROOF REPAIR 5,000.00 Total HIGH POINT ROOFING SERVICES: 5,000.00

HILARY STAMPER
56810 HILARY STAMPER 08/07/2025 INSTRUCTOR PAYMENT - LINE DANCING 3,297.00 Total HILARY STAMPER: 3,297.00

HMB COASTSIDE CHAMBER OF COMMERCE
56837 HMB COASTSIDE CHAMBER 08/14/2025 JULY-PROVIDE OPERATIONS MANAGEMENT & SUPPORT OF THE OCC 13,789.08 56871 HMB COASTSIDE CHAMBER 08/21/2025 JULY-PROVIDE OPERATIONS MANAGEMENT & SUPPORT OF THE OCC 798.89 56899 HMB COASTSIDE CHAMBER 08/28/2025 JUNE'25 BID (IN CITY) 32,452.0056899 HMB COASTSIDE CHAMBER 08/28/2025 JUNE'25 BID (OOC) 4,218.00 Total HMB COASTSIDE CHAMBER OF COMMERCE: 51,257.97
HUE & CRY SECURITY SYSTEMS INC.
56838 HUE & CRY SECURITY SYSTEMS INC. 08/14/2025 SEP'25 SECURITY SERVICE 197.7756838 HUE & CRY SECURITY SYSTEMS INC. 08/14/2025 SEP'25 SECURITY SERVICE 499.8556838 HUE & CRY SECURITY SYSTEMS INC. 08/14/2025 SEP'25 SECURITY SERVICE 24.00 Total HUE & CRY SECURITY SYSTEMS INC.: 721.62

INFINITY TECHNOLOGIES
56900 INFINITY TECHNOLOGIES 08/28/2025 JULY '25-IT HELPDESK 13,960.00 56900 INFINITY TECHNOLOGIES 08/28/2025 JULY '25- IT HELPDESK 186.75 Total INFINITY TECHNOLOGIES: 14,146.75
INTEGRAL CONSULTING INC.
56811 INTEGRAL CONSULTING INC. 08/07/2025 MAY-JUNE-PREPARATION OF THE CLIMATE ADAPTION PLAN(CIP 1002) 11,276.76 Total INTEGRAL CONSULTING INC.: 11,276.76

JAMES J HENDERSON
56903 NEIGHBORHOOD RADIO 08/28/2025 ADVERTISING SERVICE-NATIONAL NITE OUT 125.00 Total JAMES J HENDERSON: 125.00

JOBTRAIN INC
56839 JOBTRAIN INC 08/14/2025 JUNE-TO PROVIDE JOB SEEKER WORKFORCE DEVELOPMENT PROGRAM SERVICES FOR THE COASTSIDE 32,298.21 76 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 8 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM Total JOBTRAIN INC: 32,298.21

JOE BUTCHER
56812 JOE BUTCHER 08/07/2025 STUDENT LOAN REIMBURSEMENT 3,000.00 Total JOE BUTCHER: 3,000.00
JOINT VENTURE: SILICON VALLEY NETWORK
56813 JOINT VENTURE SILICON VALLEY 08/07/2025 PUBLIC INVESTMENT FY 2025 2,000.00 Total JOINT VENTURE: SILICON VALLEY NETWORK: 2,000.00

KARLAS JANITORIAL & SUPPLIERS, LLC
56840 KARLAS JANITORIAL & SUPPLIERS, LLC 08/14/2025 FY 25/26 JANITORIAL SERVICES 15,513.5056840 KARLAS JANITORIAL & SUPPLIERS, LLC 08/14/2025 JULY-PROVIDE CUSTODIAL SERVICES FOR THE OCC 785.00 Total KARLAS JANITORIAL & SUPPLIERS, LLC: 16,298.50

KATHY OLER
56872 KATHY OLER 08/21/2025 FY 25/26 MILL STREET PARKING LOT-SEPT 2,362.28 Total KATHY OLER: 2,362.28

LAURA CAMODECA
56814 LAURA CAMODECA 08/07/2025 INSTRUCTOR - CONTINUING ODOR 525.0056814 LAURA CAMODECA 08/07/2025 INSTRUCTOR - CONTINUING ODOR ADVANCED 630.0056814 LAURA CAMODECA 08/07/2025 INSTRUCTOR-INTRO K9 NOSE 546.0056814 LAURA CAMODECA 08/07/2025 INSTRUCTOR - INTRO TO ODOR 315.00 Total LAURA CAMODECA: 2,016.00

LAUTZENHISER'S STATIONERY LLC
56841 LAUTZENHISER'S STATIONARY 08/14/2025 MINUTE BOOKS 367.30 Total LAUTZENHISER'S STATIONERY LLC: 367.30
LORAL LANDSCAPING INC.
56842 LORAL LANDSCAPING INC. 08/14/2025 FY 25/26 MEDIAN MAINTENANCE-AUG'25 4,297.00 Total LORAL LANDSCAPING INC.: 4,297.00
77 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 9 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

LORI LARUE
56873 LORI LARUE 08/21/2025 REFUND-CLASS CANCELLED INTRO K9 NOSE 180.00 Total LORI LARUE: 180.00

MALCOLM C SMITH
56815 MALCOLM C SMITH 08/07/2025 COMMUNICATIONS CONSULTANT SERVICE 1,320.00 Total MALCOLM C SMITH: 1,320.00

MARIAN ELIZABETH POTT
56901 MARIAN ELIZABETH POTT 08/28/2025 INSTRUCTOR-BEG. BASIC DOG TRAINING 472.5056901 MARIAN ELIZABETH POTT 08/28/2025 INSTRUCTOR-12 TO 12 PUPPIES AND BEYOND 1,102.50 Total MARIAN ELIZABETH POTT: 1,575.00
MARK THOMAS & CO. INC.
56902 MARK THOMAS & CO, INC 08/28/2025 AMENDMENT 6 TO PSA FOR HWY 1 SAFETY & OPERATIONAL IMPRVEMENTS - ADDITONAL COORDINA 32,413.75 56902 MARK THOMAS & CO, INC 08/28/2025 AMENDMENT 6 TO PSA FOR HWY 1 SAFETY & OPERATIONAL IMPRVEMENTS - ADDITONAL COORDINA 10,481.75 Total MARK THOMAS & CO. INC.: 42,895.50

MATT NICHOLS
56816 MATTHEW NICHOLS 08/07/2025 CONFERENCE - NICOLS 2025 ESRI GIS 678.33 Total MATT NICHOLS: 678.33

METROPOLITAN PLANNING GROUP
56843 M-GROUP 08/14/2025 JULY-FY 25/26 STAFFING PLANNING, AND GIS MAPPING SERVICES 4,925.00 Total METROPOLITAN PLANNING GROUP: 4,925.00

NAPA AUTO PARTS
56874 NAPA AUTO PARTS 08/21/2025 VEHICLE PARTS 1.01
Total NAPA AUTO PARTS: 1.01

NICOLAS LASZKIEWICZ
56817 NICHOLAS TRANSLATIONS & INTERPRETATIONS 08/07/2025 JULY'25 TRANSLATION SERVICE 300.00 Total NICOLAS LASZKIEWICZ: 300.00
78 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 10 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

NORA FLORES
56904 NORA FLORES 08/28/2025 REFUND DEPOSIT-TRAIN DEPOT 10/25 500.00 Total NORA FLORES: 500.00

OMNIPRO LLC
56818 OMNIPRO LLC 08/07/2025 SAMSUNG GALAXY TAB 804.99
Total OMNIPRO LLC: 804.99

OPPORTUNITY SPACE INC
56905 OPPORTUNITY SPACE INC 08/28/2025 RENTAL REGISTRY SOFTWARE 2/29/25-6/30/25 8,401.00 Total OPPORTUNITY SPACE INC: 8,401.00

PACIFIC GAS & ELECTRIC
56820 PACIFIC GAS & ELECTRIC 08/07/2025 401 SEYMOUR ST 53.3056820 PACIFIC GAS & ELECTRIC 08/07/2025 401 SEYMOUR ST 124.3856820 PACIFIC GAS & ELECTRIC 08/07/2025 CITY OF HMB 501 MAIN ST A 8.9256820 PACIFIC GAS & ELECTRIC 08/07/2025 SHERIFF SUB-STATION 3,121.0156820 PACIFIC GAS & ELECTRIC 08/07/2025 10 STONE PINE RD - CARTER PARK 86.2256820 PACIFIC GAS & ELECTRIC 08/07/2025 MAINTENANCE YARD OFFICE - ELECTRIC 174.3356820 PACIFIC GAS & ELECTRIC 08/07/2025 SMITH FIELD 28.4456820 PACIFIC GAS & ELECTRIC 08/07/2025 SMITH FIELD SNACK BAR 409.3056820 PACIFIC GAS & ELECTRIC 08/07/2025 CORREAS EV CHARGERS 1,700.6056820 PACIFIC GAS & ELECTRIC 08/07/2025 PACIFIC RIDGE LIGHT POLES 36.9956820 PACIFIC GAS & ELECTRIC 08/07/2025 LIBRARY ELECTRICITY ONLY 27.1056820 PACIFIC GAS & ELECTRIC 08/07/2025 NW HWY 1 & MAIN ST 131.9056820 PACIFIC GAS & ELECTRIC 08/07/2025 HWY 1 & MIRAMONTES LIGHTING 42.0456820 PACIFIC GAS & ELECTRIC 08/07/2025 HWY 1 & MIRAMONTES LIGHTING 98.1056820 PACIFIC GAS & ELECTRIC 08/07/2025 PELICAN POINT LIFT STATION 266.2456820 PACIFIC GAS & ELECTRIC 08/07/2025 HWY 1 & MIRAMONTES TRAFFIC SIGNAL 76.1156820 PACIFIC GAS & ELECTRIC 08/07/2025 OCEAN COLONY PARTNERS/OCP LIFT STATION 1,415.2156820 PACIFIC GAS & ELECTRIC 08/07/2025 DOWNTOWN ST TREE LIGHTS SOUTH HOOK-UP @ 650 MIRAMONTES 1,138.1456820 PACIFIC GAS & ELECTRIC 08/07/2025 CITY HALL BUILDING 3,031.8656820 PACIFIC GAS & ELECTRIC 08/07/2025 CITY OF HMB / STREET LIGHTS 10,152.7756820 PACIFIC GAS & ELECTRIC 08/07/2025 DOWNTOWN ST TREE LIGHTS NORTH HOOK-UP @ 700 MILL ST 1,396.6656820 PACIFIC GAS & ELECTRIC 08/07/2025 DUTRA PARK 140.3756820 PACIFIC GAS & ELECTRIC 08/07/2025 PILARCITOS CREEK UNDERPASS 22.9956820 PACIFIC GAS & ELECTRIC 08/07/2025 PILARCITOS CREEK BRIDGE 118.5256820 PACIFIC GAS & ELECTRIC 08/07/2025 MOON SCULPTURE SPOTLIGHTS 18.7656820 PACIFIC GAS & ELECTRIC 08/07/2025 MOON SCULPTURE SPOTLIGHTS 43.7856820 PACIFIC GAS & ELECTRIC 08/07/2025 OCEAN VIEW PARK 22.82 79 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 11 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56820 PACIFIC GAS & ELECTRIC 08/07/2025 TRAIN DEPOT RSTMS 218.27 56820 PACIFIC GAS & ELECTRIC 08/07/2025 COMMUNITY CENTER 1,740.3156820 PACIFIC GAS & ELECTRIC 08/07/2025 BELL MOON LIFT STATION 38.7156820 PACIFIC GAS & ELECTRIC 08/07/2025 HWY 1 & FAIRWAY LIGHTING 45.1356820 PACIFIC GAS & ELECTRIC 08/07/2025 HWY 1 & FAIRWAY LIGHTING 105.2956906 PACIFIC GAS & ELECTRIC 08/28/2025 CITY OF HMB / STREET LIGHTS 7,057.3456906 PACIFIC GAS & ELECTRIC 08/28/2025 401 SEYMOUR ST 53.3256906 PACIFIC GAS & ELECTRIC 08/28/2025 401 SEYMOUR ST 124.4256906 PACIFIC GAS & ELECTRIC 08/28/2025 STREETLIGHT PROJECT 71.8056906 PACIFIC GAS & ELECTRIC 08/28/2025 CITY OF HMB 501 MAIN ST A 8.1156906 PACIFIC GAS & ELECTRIC 08/28/2025 SHERIFF SUB-STATION 2,719.8056906 PACIFIC GAS & ELECTRIC 08/28/2025 10 STONE PINE RD - CARTER PARK 96.4356906 PACIFIC GAS & ELECTRIC 08/28/2025 MAINTENANCE YARD OFFICE - ELECTRIC 135.5456906 PACIFIC GAS & ELECTRIC 08/28/2025 SMITH FIELD 43.0056906 PACIFIC GAS & ELECTRIC 08/28/2025 SMITH FIELD SNACK BAR 382.0956906 PACIFIC GAS & ELECTRIC 08/28/2025 CORREAS EV CHARGERS 1,628.0256906 PACIFIC GAS & ELECTRIC 08/28/2025 PACIFIC RIDGE LIGHT POLES 40.5456906 PACIFIC GAS & ELECTRIC 08/28/2025 LIBRARY ELECTRICITY ONLY 24.6456906 PACIFIC GAS & ELECTRIC 08/28/2025 NW HWY 1 & MAIN ST 142.5756906 PACIFIC GAS & ELECTRIC 08/28/2025 HWY 1 & MIRAMONTES LIGHTING 39.6756906 PACIFIC GAS & ELECTRIC 08/28/2025 HWY 1 & MIRAMONTES LIGHTING 92.5556906 PACIFIC GAS & ELECTRIC 08/28/2025 PELICAN POINT LIFT STATION 248.2456906 PACIFIC GAS & ELECTRIC 08/28/2025 HWY 1 & MIRAMONTES TRAFFIC SIGNAL 72.9656906 PACIFIC GAS & ELECTRIC 08/28/2025 OCEAN COLONY PARTNERS/OCP LIFT STATION 1,298.2256906 PACIFIC GAS & ELECTRIC 08/28/2025 DOWNTOWN ST TREE LIGHTS SOUTH HOOK-UP @ 650 MIRAMONTES 1,074.6456906 PACIFIC GAS & ELECTRIC 08/28/2025 CITY HALL BUILDING 3,147.8656906 PACIFIC GAS & ELECTRIC 08/28/2025 DOWNTOWN ST TREE LIGHTS NORTH HOOK-UP @ 700 MILL ST 1,458.5856906 PACIFIC GAS & ELECTRIC 08/28/2025 DUTRA PARK 133.0556906 PACIFIC GAS & ELECTRIC 08/28/2025 PILARCITOS CREEK UNDERPASS 23.4756906 PACIFIC GAS & ELECTRIC 08/28/2025 PILARCITOS CREEK BRIDGE 126.7056906 PACIFIC GAS & ELECTRIC 08/28/2025 MOON SCULPTURE SPOTLIGHTS 19.6756906 PACIFIC GAS & ELECTRIC 08/28/2025 MOON SCULPTURE SPOTLIGHTS 45.9056906 PACIFIC GAS & ELECTRIC 08/28/2025 OCEAN VIEW PARK 24.7356906 PACIFIC GAS & ELECTRIC 08/28/2025 TRAIN DEPOT RSTMS 181.9956906 PACIFIC GAS & ELECTRIC 08/28/2025 COMMUNITY CENTER 1,523.7656906 PACIFIC GAS & ELECTRIC 08/28/2025 BELL MOON LIFT STATION 38.4556906 PACIFIC GAS & ELECTRIC 08/28/2025 HWY 1 & FAIRWAY LIGHTING 40.3656906 PACIFIC GAS & ELECTRIC 08/28/2025 HWY 1 & FAIRWAY LIGHTING 94.17 Total PACIFIC GAS & ELECTRIC: 48,247.16

PHILS TIRE & AUTO CARE INC
56821 PHILS TIRE & AUTO CARE INC 08/07/2025 FORD F-350 VEHICLE SERVICE 1,384.15 80 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 12 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56875 PHILS TIRE & AUTO CARE INC 08/21/2025 FORD F-350 VEHICLE SERVICE 60.00 Total PHILS TIRE & AUTO CARE INC: 1,444.15

PUBLIC PARKING ASSOCIATES INC
56844 PUBLIC PARKING ASSOCIATES INC 08/14/2025 MAINTENANCE SERVICE 527.00 Total PUBLIC PARKING ASSOCIATES INC: 527.00

QUADIENT FINANCE USA, INC
56876 QUADIENT FINANCE USA, INC 08/21/2025 FY 25/26 QUADIENT LEASE & POSTAGE 302.03 Total QUADIENT FINANCE USA, INC: 302.03
R.C. SHAY & CO. INC.
56877 R.C. SHAY & CO. INC. 08/21/2025 RED CURB PAINTING 5,500.00 Total R.C. SHAY & CO. INC.: 5,500.00

REGENTS OF THE UNIVERSITY OF CALIFORNIA
56878 REGENTS OF THE UNIVERSITY OF CALIFORNIA 08/21/2025 CA MUNICIPAL LAW HANDBOOK 671.10 Total REGENTS OF THE UNIVERSITY OF CALIFORNIA: 671.10

RENTOKIL NORTH AMERICA INC
56851 WESTERN EXTERMINATOR COMPANY 08/14/2025 FY 25/26 EXTERMINATOR SERVICES-JULY 1,851.97 Total RENTOKIL NORTH AMERICA INC: 1,851.97

RICE TRUCKING-SOIL FARM LLC
56822 RICE TRUCKING-SOIL FARM INC. 08/07/2025 MAINTENANCE SUPPLIES 210.96 Total RICE TRUCKING-SOIL FARM LLC: 210.96
RINCON CONSULTANTS INC.
56845 RINCON CONSULTANTS INC. 08/14/2025 JULY-HOUSING ELEMENT CEQA 4,719.25 Total RINCON CONSULTANTS INC.: 4,719.25

ROBERT HALF
56879 ROBERT HALF 08/21/2025 COLLETT, DIANNA 8/15/25 649.9256907 ROBERT HALF 08/28/2025 COLLETT, DIANNA 8/22/25 588.9956907 ROBERT HALF 08/28/2025 COLLETT, DIANNA 8/22/25 588.99 81 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 13 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM Total ROBERT HALF: 1,827.90

ROSIBEL ACOSTA
56823 ROSIBEL ACOSTA 08/07/2025 REFUND DEPOSIT- OAK ROOM 8/2/25 500.0056823 ROSIBEL ACOSTA 08/07/2025 DEDUCTION FOR 4 BOTTLES OF TEQUILA 100.00- Total ROSIBEL ACOSTA: 400.00
SAN MATEO CO. PLANNING AND BUILDING DIV
56908 SAN MATEO CO. PLANNING AND BUILDING DIV 08/28/2025 FY25/26 AIRPORT ROUNDTABLE MEMBERSHIP FEE 1,500.00 Total SAN MATEO CO. PLANNING AND BUILDING DIV: 1,500.00

SCHAPER HEATING AND COOLING
56910 SCHAPER HEATING AND COOLING 08/28/2025 HVAC WORK AT TED ADCOCK COMMUNITY CENTER, INCLUDING REMOVAL OF GAS FURNACES, INSTAL 44,552.80 Total SCHAPER HEATING AND COOLING: 44,552.80

SEWER AUTHORITY MID-COASTSIDE
56824 SEWER AUTHORITY MID-COASTSIDE 08/07/2025 MAY 2025 PASS THROUGH INVOICES 1,480.0056824 SEWER AUTHORITY MID-COASTSIDE 08/07/2025 GENERAL OPERATIONS AND MAINTENANCE BUDGET FOR FY 25/26 ($5,989,200), PLUS AN ADDITIONA 499,100.0056824 SEWER AUTHORITY MID-COASTSIDE 08/07/2025 JULY-SEWER COLLECTION SYSTEM CLEANING, MAINTENANCE, AND RELATED SERVICES FY 25/26 19,472.0856880 SEWER AUTHORITY MID-COASTSIDE 08/21/2025 JULY 2025 PASS THROUGH INVOICES 5,160.0056880 SEWER AUTHORITY MID-COASTSIDE 08/21/2025 GENERAL OPERATIONS AND MAINTENANCE BUDGET FOR FY 25/26 ($5,989,200), PLUS AN ADDITIONA 499,100.0056880 SEWER AUTHORITY MID-COASTSIDE 08/21/2025 SEWER COLLECTION SYSTEM CLEANING, MAINTENANCE, AND RELATED SERVICES FY 25/26 19,472.08 Total SEWER AUTHORITY MID-COASTSIDE: 1,043,784.16

SHARP ELECTRONICS CORPORATION
56881 SHARP ELECTRONICS CORPORATION 08/21/2025 PRINTER LEASE- 48 MONTHS 791.7356882 SHARP ELECTRONICS CORPORATION 08/21/2025 PRINTER LEASE- 48 MONTHS 1,511.56 Total SHARP ELECTRONICS CORPORATION: 2,303.29

SHERI SAISI
56883 SHERI SAISI 08/21/2025 REIMBURSEMENT-TRAVEL-NATIONAL NOTARY EXAM 49.25 Total SHERI SAISI: 49.25

SHUTE MIHALY & WEINBERGER LLP
56825 SHUTE MIHALY & WEINBERGER LLP 110,953.22 08/07/2025 LEGAL SERVICES 82 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 14 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM Total SHUTE MIHALY & WEINBERGER LLP: 110,953.22

SILVIA AMEZCUA
56826 SILVIA AMEZCUA
500.00
Total SILVIA AMEZCUA: 500.00

STAR ELEVATOR INC
56884 STAR ELEVATOR INC
260.00
Total STAR ELEVATOR INC: 260.00
STARCREEK LAND STEWARDS INC.
56885 STARCREEK LAND STEWARDS INC.
29,950.00
Total STARCREEK LAND STEWARDS INC.: 29,950.00

STERICYCLE SPECIALTY WASTE SOLUTIONS INC
56847 STERICYCLE, INC.
220.43
Total STERICYCLE SPECIALTY WASTE SOLUTIONS INC: 220.43

STRAIGHT WHEEL CYCLING LLC
8,364.00

70.87 56886 STRAIGHT WHEEL CYCLING LLC56886 STRAIGHT WHEEL CYCLING LLC56886 STRAIGHT WHEEL CYCLING LLC 649.52 Total STRAIGHT WHEEL CYCLING LLC: 9,084.39

SUBURBAN PROPANE LP
56827 SUBURBAN PROPANE LP
08/07/2025 REFUND-DEPOSIT TRAIN DEPOT 7/26/25
08/21/2025 AUG ELEVATOR MAINTENANCE
08/21/2025 GOAT GRAZING/VEGITATION MANAGEMENT FY 25/26
08/14/2025 PAPER SHREDDING
08/21/2025 PEDAL FOR A PURPOSE - #11208/21/2025 PEDAL FOR A PURPOSE - #388808/21/2025 PEDAL FOR A PURPOSE - #3890 08/07/2025 PROPANE ACCT 1601-064098 1,029.95
Total SUBURBAN PROPANE LP: 1,029.95
83 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 15 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

SWCA INCORPORATED
56828 SWCA INCORPORATED 08/07/2025 2025 GOAT GRAZING PROJECT (VEGETATION MANAGEMENT) 6,344.0056887 SWCA INCORPORATED 08/21/2025 FINAL-CARTER PARK IMPROVEMENTS PROJECT-BIOLOGICAL COMPLIANCE SUPPORT 3,981.7556911 SWCA INCORPORATED 08/28/2025 JULY 2025 GOAT GRAZING PROJECT (VEGETATION MANAGEMENT) 909.5056911 SWCA INCORPORATED 08/28/2025 JULY 2025-PILARCITOS CREEK - FENCING ENVIRONMENTAL SERVICES 1,055.7556911 SWCA INCORPORATED 08/28/2025 JULY 2025-SMITH FIELD & WAVECREST PROJECTS 1,181.75 Total SWCA INCORPORATED: 13,472.75

THE CITIES GROUP
56912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 74.1056912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 26.0356912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 26.5456912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 65.8156912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 23.5456912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 7.3156912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 15.1656912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 38.0856912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 42.3556912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 95.0556912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 41.8056912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 51.3056912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 67.0756912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 11.3356912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 34.3356912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 8.5056912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 6.1156912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 .95 56912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 4.8356912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 28.3256912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 9.4156912 THE CITIES GROUP 08/28/2025 Workers' Comp 7/1/25-12/31/25 14.6156912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 237.6756912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 83.5056912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 85.1456912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 211.0856912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 75.5056912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 23.4556912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 48.6156912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 122.1356912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 135.8256912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 304.8556912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 134.06 84 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 16 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 164.54 56912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 215.1156912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 36.3456912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 110.1056912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 27.2656912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 19.5956912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 15.4856912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 90.8456912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 30.1756912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 46.8756912 THE CITIES GROUP 08/28/2025 Safety Compliance 7/1-12/31/25 3.03 Total THE CITIES GROUP: 2,913.67

THE HOME DEPOT PRO
56836 HD SUPPLY FORMERLY HOME DEPOT PRO 08/14/2025 MAINTENANCE SUPPLIES 829.78 Total THE HOME DEPOT PRO: 829.78

TIMOTHY CONLON
56913 TIMOTHY CONLON 08/28/2025 SHERIFF'S SUBSTATION VEHICLE GATE REPLACEMENT: REMOVE EXISTING GATE; FABRICATE NEW GATE 19,950.00 Total TIMOTHY CONLON: 19,950.00
T-MOBILE USA INC.
56888 T-MOBILE 08/21/2025 ACCT 997385192 JULY '25 94.05 Total T-MOBILE USA INC.: 94.05

TURBO DATA SYSTEMS INC
56848 TURBO DATA SYSTEMS 08/14/2025 CITATION PROCESSING 1,053.74 Total TURBO DATA SYSTEMS INC: 1,053.74
V. W. HOUSEN & ASSOCIATES INC.
56914 V. W. HOUSEN & ASSOCIATES INC. 08/28/2025 JAN-FEB '25 WASTEWATER COLLECTION 11,036.00 Total V. W. HOUSEN & ASSOCIATES INC.: 11,036.00

VESTIS GROUP INC
56829 VESTIS 08/07/2025 MATS - CITY HALL 198.9956829 VESTIS 08/07/2025 MATS - PUBLIC LIBRARY 127.5356829 VESTIS 08/07/2025 MATS - CITY HALL 198.99 85 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 17 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56829 VESTIS 08/07/2025 MATS - PUBLIC LIBRARY 127.5356849 VESTIS 08/14/2025 MATS - CITY HALL 198.9956849 VESTIS 08/14/2025 MATS - PUBLIC LIBRARY 127.5356889 VESTIS 08/21/2025 MATS - CITY HALL 198.9956889 VESTIS 08/21/2025 MATS - PUBLIC LIBRARY 127.5356889 VESTIS 08/21/2025 MATS - CITY HALL 198.9956889 VESTIS 08/21/2025 MATS - PUBLIC LIBRARY 127.53 Total VESTIS GROUP INC: 1,632.60

VICTOR HERNANDEZ
56819 ON POINT LANGUAGE SOLUTIONS LLC 08/07/2025 JULY'25 TRANSLATION SERVICES 2,961.25 Total VICTOR HERNANDEZ: 2,961.25

WATERWAYS CONSULTING INC
56850 WATERWAYS CONSULTING INC 08/14/2025 24/25 STATE PARKS CULVERT PEER REVIEW PDP-21-071 475.0056850 WATERWAYS CONSULTING INC 08/14/2025 24/25 STATE PARKS CULVERT PEER REVIEW PDP-21-071 475.0056850 WATERWAYS CONSULTING INC 08/14/2025 24/25 STATE PARKS CULVERT PEER REVIEW PDP-21-071 475.00- Total WATERWAYS CONSULTING INC: 475.00

WELLS FARGO
56915 WELLS FARGO 08/04/2025 CITY HALL INTERNET 356.8256915 WELLS FARGO 08/04/2025 OFFICE SUPPLY 59.9256915 WELLS FARGO 08/04/2025 WELCOME BREAKFAST-COFFEE 42.3056915 WELLS FARGO 08/04/2025 OFFICE SUPPLY 97.0356915 WELLS FARGO 08/04/2025 WELCOME BREAKFAST-FOOD 52.5356915 WELLS FARGO 08/04/2025 EOC-INTERNET 65.0056915 WELLS FARGO 08/04/2025 PARMA MEMBERSHIP-ROSSI 300.0056915 WELLS FARGO 08/04/2025 STONE PINE-INTERNET 293.2756915 WELLS FARGO 08/04/2025 TACC-INTERNET 226.2356915 WELLS FARGO 08/04/2025 OFFICE SUPPLY 15.3456915 WELLS FARGO 08/04/2025 OFFICE SUPPLY 30.7956915 WELLS FARGO 08/04/2025 TRAVEL FOR TRAINING-EASTMAN 353.4756915 WELLS FARGO 08/04/2025 TRAVEL FOR TRAINING-FRINK 353.4756915 WELLS FARGO 08/04/2025 TRAINING 159.9856915 WELLS FARGO 08/04/2025 CSMFO-BUDGET APPLICATION FEE 150.0056915 WELLS FARGO 08/04/2025 IT/DOMAIN TRANSFERS 179.6456915 WELLS FARGO 08/04/2025 FARRIS FAREWELL FOOD 15.0056915 WELLS FARGO 08/04/2025 CORP YARD CREAMER 38.9956915 WELLS FARGO 08/04/2025 CORP YARD TEA 26.9956915 WELLS FARGO 08/04/2025 COMPRESSED GAS 18.99 86 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 18 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56915 WELLS FARGO 08/04/2025 CORP YARD DRILL 136.2456915 WELLS FARGO 08/04/2025 WELCOME BREAKFAST FOOD 338.8356915 WELLS FARGO 08/04/2025 MOUSE & MOUSEPAD 59.2956915 WELLS FARGO 08/04/2025 CORP YARD OFFICE SUPPLIES 52.4856915 WELLS FARGO 08/04/2025 PRIDE EVENT FOOD 90.0056915 WELLS FARGO 08/04/2025 NET GRADUATION FOOD 163.0056915 WELLS FARGO 08/04/2025 COUNCIL MEETING SNACKS 81.2956915 WELLS FARGO 08/04/2025 ZOOM-SUBSCRIPTION FOR COUNCIL MEETINGS 343.9256915 WELLS FARGO 08/04/2025 COAT RACKS 16.4756915 WELLS FARGO 08/04/2025 DESK FOR CITY HALL 263.6956915 WELLS FARGO 08/04/2025 TRACTOR COOLANT 80.1656915 WELLS FARGO 08/04/2025 SCARIFIER FOR STRIPING & CURBS 7,569.8956915 WELLS FARGO 08/04/2025 QAC REGISTRATION-PEREZ, CAMACHO, & PINCE 960.0056915 WELLS FARGO 08/04/2025 KEYBOARD 25.2656915 WELLS FARGO 08/04/2025 OFFICE CHAIRS 142.8356915 WELLS FARGO 08/04/2025 REAR VIEW MIRROR FOR BACKHOE 251.2856915 WELLS FARGO 08/04/2025 MAINTENANCE UNIFORMS 263.6156915 WELLS FARGO 08/04/2025 PLANTS 341.5856915 WELLS FARGO 08/04/2025 MAINTENANCE UNIFORMS 821.8956915 WELLS FARGO 08/04/2025 MAINTENANCE UNIFORMS 676.0256915 WELLS FARGO 08/04/2025 MAINTENANCE HATS 1,607.8156915 WELLS FARGO 08/04/2025 SAT. PHONE CHARGER 9.3856915 WELLS FARGO 08/04/2025 SIGN HARDWARE 499.3956915 WELLS FARGO 08/04/2025 BARRICADE RENTAL-4TH OF JULY 1,149.7556915 WELLS FARGO 08/04/2025 MAINTENANCE SHIRTS 322.5556915 WELLS FARGO 08/04/2025 FILE CABINET 103.4356915 WELLS FARGO 08/04/2025 MAINTENANCE UNIFORMS 172.7956915 WELLS FARGO 08/04/2025 WALL CALENDAR 8.7856915 WELLS FARGO 08/04/2025 DOG WASTE BAGS 1,317.9656915 WELLS FARGO 08/04/2025 IRRIGATION SERVICE 851.8556915 WELLS FARGO 08/04/2025 CARWASH-4TH OF JULY 9.0056915 WELLS FARGO 08/04/2025 LANDSCAPE SHEETS 37.3556915 WELLS FARGO 08/04/2025 TRASH PICKERS 98.8556915 WELLS FARGO 08/04/2025 GATEWAY GRAPHICS 30.0056915 WELLS FARGO 08/04/2025 CALED CONFERENCE-DECKER 75.0056915 WELLS FARGO 08/04/2025 CALED CONFERENCE-DECKER 174.9056915 WELLS FARGO 08/04/2025 OCC UTILITIES 602.4956915 WELLS FARGO 08/04/2025 CSFA COHORT TRAINING-FOOD 129.7056915 WELLS FARGO 08/04/2025 COMMUNICATIONS 175.0056915 WELLS FARGO 08/04/2025 COMMUNICATIONS 27.8656915 WELLS FARGO 08/04/2025 PLANNING POSTING SUPPLIES 56.0056915 WELLS FARGO 08/04/2025 ZOOM SUBSCRIPTION 95.9756915 WELLS FARGO 08/04/2025 OFFICE SUPPLIES 153.77 87 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 19 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM 56915 WELLS FARGO 08/04/2025 NEWSPAPER SUBSCRPTION .9956915 WELLS FARGO 08/04/2025 NEWSPAPER SUBSCRIPTION 99.0056915 WELLS FARGO 08/04/2025 OCC SUPPLIES 16.4656915 WELLS FARGO 08/04/2025 OCC SUPPLIES 38.2356915 WELLS FARGO 08/04/2025 OCC SUPPLIES 26.8156915 WELLS FARGO 08/04/2025 OCC WATER SUPPLY 109.6556915 WELLS FARGO 08/04/2025 PG&E MEETING-COFFEE 16.4856915 WELLS FARGO 08/04/2025 PG&E MEETING-SNACKS 30.4756915 WELLS FARGO 08/04/2025 OCC SUPPLY-WATER 125.0356915 WELLS FARGO 08/04/2025 GIS COFERENCE TRAVEL - MAZ 196.6056915 WELLS FARGO 08/04/2025 GIS CONFERENCE TRAVEL - MAZ 216.6056915 WELLS FARGO 08/04/2025 CAD SUBSCRIPTION 1 MONTH 520.0056915 WELLS FARGO 08/04/2025 RECONCILING ITEMS-CREDITS NEXT STATEMENT 876.91-56915 WELLS FARGO 08/04/2025 SUPPLIES 109.8656915 WELLS FARGO 08/04/2025 SUPPLIES 593.0056915 WELLS FARGO 08/04/2025 SUPPLIES 175.7956915 WELLS FARGO 08/04/2025 SUPPLIES 252.7056915 WELLS FARGO 08/04/2025 AMAZON MEMBERSHIP 16.4756915 WELLS FARGO 08/04/2025 SUPPLIES 1,345.9756915 WELLS FARGO 08/04/2025 PRINTING SUPPLIES 91.1556915 WELLS FARGO 08/04/2025 PLAYPASS MEMBERSHIP 19.0056915 WELLS FARGO 08/04/2025 SUPPLIES 7.9256915 WELLS FARGO 08/04/2025 SUPPLIES 131.8356915 WELLS FARGO 08/04/2025 SUPPLIES 131.8356915 WELLS FARGO 08/04/2025 SUPPLIES 34.7056915 WELLS FARGO 08/04/2025 SUPPLIES 153.8156915 WELLS FARGO 08/04/2025 SUPPLIES 194.1656915 WELLS FARGO 08/04/2025 SUMMER'S END PRINTING 341.3956915 WELLS FARGO 08/04/2025 SUPPLIES 175.7256915 WELLS FARGO 08/04/2025 SUPPLIES 38.4056915 WELLS FARGO 08/04/2025 SUPPLIES 30.7556915 WELLS FARGO 08/04/2025 CANVA ADVERTISING 119.9956915 WELLS FARGO 08/04/2025 SUPPLIES 18.3456915 WELLS FARGO 08/04/2025 SUPPLIES 173.6856915 WELLS FARGO 08/04/2025 FACEBOOK ADVERTISING 29.9556915 WELLS FARGO 08/04/2025 SUPPLIES 257.0656915 WELLS FARGO 08/04/2025 SUPPLIES 15.3456915 WELLS FARGO 08/04/2025 SPOTIFY MEMBERSHIP 11.9956915 WELLS FARGO 08/04/2025 EZ FACILITY MEMBERSHIP 513.00 Total WELLS FARGO: 28,726.28
88 City of Half Moon Bay Check Register - [Council] Warrants Report Page: 20 Check Issue Dates: 8/1/2025 - 8/31/2025 Sep 03, 2025 11:52AM

WOOD CONSULTING SERVICES
56852 WOOD CONSULTING SERVICES 08/14/2025 JULY-OCC SUSTAINABILITY AND BUSINESS RESOURCE SUPPORT 4,987.50 Total WOOD CONSULTING SERVICES: 4,987.50
ZONES IT SOLUTIONS INC.
56830 ZONES, LLC 08/07/2025 FY 25/26 ZONES MICROSOFT 365 LICENSING 2,650.2556890 ZONES, LLC 08/21/2025 CIVIL 3D GOV NEW SINGLE-USER ELD ANNUAL SUBSCRIPTION 5,740.0056890 ZONES, LLC 08/21/2025 FY 25/26 ZONES MICROSOFT 365 LICENSING 8-12-25 to 9-12-25 1,592.28 Total ZONES IT SOLUTIONS INC.: 9,982.53Grand Totals: 1,880,241.57 Report Criteria:

Report type: GL detail
89

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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Lisa Rossi, Administrative Services Director
Kenneth Stiles, Finance Manager
TITLE: FINANCIAL REPORT FOR THE QUARTER ENDED ON JUNE 30, 2025 ______________________________________________________________________________ RECOMMENDATION:

Accept the Financial Report for the quarter ended on June 30, 2025.

FISCAL IMPACT:

There is no fiscal impact with the acceptance of this report.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

One of the City Council strategic priorities includes planning for and implementing long-term financial stability. A key component of this goal includes preparing a quarterly financial report that would provide readers with an executive summary of the City’s current financial conditions as it relates to the annual operating budget to ensure accountability and transparency in managing public funds.

DISCUSSION:

As of June 30, 2025, General Fund revenues totaled $23.5 million or 112% of the approved budget for FY 2024-25. General Fund expenditures totaled $24.2 million or 94% of budget. As outlined in the attached report, revenues are projected to exceed budget by $2.6 million, driven primarily by stronger-than-expected Transient Occupancy Tax and Sales Tax performance. Expenditures are projected to come in $1.4 million under budget, largely due to salary savings from vacant positions and less spending overall.

The City anticipates additional unassigned funds at the conclusion of the audit and delivery of the Annual Comprehensive Financial Report in December. With the information available, staff 90

Page 2 of 2 ends

holds no great concern for financial stability for the current fiscal year; however longer-term fiscal challenges persist.

ATTACHMENT:

Financial Report for the quarter ended on June 30, 2025 91 CITY OF HALF MOON BAY
Quarterly Financial Report
June 30, 2025
Prepared By:

Administrative Services Department
92 0% 20% 40% 60% 80% 100%
General Fund
Special Revenue Funds
Capital Project Funds
Sewer Funds
Internal Service Funds
Revenue & Expenditure Summary
Revenues to Budget Expenditures to Budget
Funds Actual % of Budget Actual % of Budget
General Fund 23,505,000 112% 24,263,601 94%
Special Revenue Funds 8,082,161 37% 8,421,800 34%
Capital Project Funds 2,345,748 60% 674,709 13%
Sewer Funds 7,589,649 81% 5,983,047 77%
Internal Service Funds 1,713,394 106% 1,267,613 72%
Pension Stabilization Fund 1,404,893 100% 1,346,432 100% TOTAL FOR ALL FUNDS 44,640,845 75% 41,957,203 67.5%
Revenues Expenditures
93 80% 100%
Transient Occupancy Tax
Property Taxes
Sales & Use Tax
Franchise Tax
Business License Tax
Charges for Services
Interest and Investment
Other Revenues
General Fund Revenue Summary
Revenues to Budget
Department Budget Actual % of
Budget
Variance
Over / (Under)
Variance
% Delta
Transient Occupancy Tax 8,343,730 9,616,592 115% 1,272,862 15% Property Taxes 3,926,861 3,757,360 96% (169,501) -4%
Sales & Use Tax 2,948,414 3,634,164 123% 685,750 23%
Franchise Tax 997,341 1,032,642 104% 35,301 4%
Business License Tax 353,700 408,035 115% 54,335 15%
Charges for Services 1,990,297 2,421,671 122% 431,374 22% Interest and Investment 480,000 706,358 147% 226,358 47% Other Revenues 1,268,972 1,340,419 106% 71,447 6%
Transfers in 587,760 587,760 100% - 0%
TOTAL 20,897,074 23,505,000 112% 2,607,925 12%
94 0% 20% 40% 60% 80% 100%
Administrative Services
City Attorney
City Clerk / Communications
City Council
City Managers Office
Community Development
Public Safety
Public Works
General Fund Expenditure Summary
Expenditures to Budget
Department Budget Actual % of Budget Variance
Over / (Under)
Variance
% Delta
Administrative Services 1,377,531 1,243,492 90% (134,038) -10% City Attorney 1,120,223 1,317,015 118% 196,792 18%
City Clerk / Communications 1,077,063 869,870 81% (207,193) -19% City Council 228,642 214,195 94% (14,447) -6%
City Managers Office 3,408,624 2,822,865 83% (585,759) -17% Community Development 2,239,039 2,059,998 92% (179,040) -8% Public Safety 7,237,728 7,127,366 98% (110,362) -2%
Public Works 3,709,130 3,272,661 88% (436,469) -12%
Non Departmental / Debt Service 945,778 963,815 102% 18,037 2% Transfers 4,372,323 4,372,323 100% - 0%
TOTAL 25,716,079 24,263,601 94% (1,452,478) -6%
95 GENERAL FUND ANALYSIS:

The General Fund is the primary operating fund of the City and is used to account for most operating activities. Table 1 below provides year-to-date through the fourth quarter comparable data for the current fiscal year and the prior year.

For fiscal year 2024-25, the City generated $23.5 million in revenues, exceeding budgetary expectations, primarily due to TOT and sales tax revenue.

Expenditures for the year total $24.2 million. At 94% of budget, the City has ended the year under budget primarily due to salary savings and less spending overall.

Revised
Budget
Actuals as of
06/30/2025
% of
Budget
Final
Actuals
Actuals as of
06/30/2024
% of
Actuals
Revenues
Transient Occupancy Tax 8,343,730 9,616,592 115% 8,167,938 8,167,938 100% Property Taxes 3,926,861 3,757,360 96% 4,283,590 4,283,590 100% Sales & Use Tax 2,948,414 3,634,164 123% 3,111,521 3,111,521 100% Franchise Tax 997,341 1,032,642 104% 992,685 992,685 100% Business License Tax 353,700 408,035 115% 350,948 350,948 100% Charges for Services 1,990,297 2,421,671 122% 2,107,946 2,107,946 100% Interest and Investment 480,000 706,358 147% 804,185 804,185 100% Other Revenues 1,268,972 1,340,419 106% 4,048,551 4,048,551 100% Transfers in 587,760 587,760 100% 537,285 537,285 100%
Total Revenues 20,897,074 23,505,000 112% 24,404,648 24,404,648 100% Expenditures
Administrative Services 1,377,531 1,243,492 90% 1,256,621 1,256,621 100% City Attorney 1,120,223 1,317,015 118% 1,336,296 1,336,296 100% City Clerk / Communications 1,077,063 869,870 81% 922,299 922,299 100% City Council 228,642 214,195 94% 179,922 179,922 100%
City Managers Office 3,408,624 2,822,865 83% 3,330,577 3,330,577 100% Community Development 2,239,039 2,059,998 92% 1,797,587 1,797,587 100% Public Safety 7,237,728 7,127,366 98% 6,242,696 6,242,696 100% Public Works 3,709,130 3,272,661 88% 3,256,555 3,256,555 100% Non Departmental / Debt Service 945,778 963,815 102% 3,730,332 3,730,332 100% Operating Transfers 2,259,619 2,259,619 100% 1,753,738 1,753,738 100% Capital Transfers 2,112,704 2,112,704 100% 2,458,000 2,458,000 100% Total Expenditures 25,716,079 24,263,601 94% 26,264,623 26,264,623 100% Table 1: Fourth Quarter Budget to Actual Comparison
FY 2024-25 FY 2023-24
96 Revenues
Table 2 below shows a year-to-date summary of actual revenues through the fourth quarter for fiscal year 2024-25 and estimated final over/under performance of revenues • Transient Occupancy Tax (TOT): The City received $9.6 million through the fourth quarter, exceeding the budget by $1.2 million. This strong performance reflects monthly collections consistently outpacing prior-year levels since December. Sustained growth in TOT revenues will be an important factor in helping the City address its structural deficit. • Property Taxes: The City has received $3.7 million to date which is a budget shortfall of about $169 thousand. This shortfall is primarily due to timing differences in vehicle-in-lieu fees, which the City received in August. It should be noted that the State and the Cities of San Mateo County are currently engaged in a dispute regarding VLF allocations. Staff will continue to forecast conservatively and monitor the issue closely given its long-term implications. • Sales & Use Taxes: The City collected $3.6 million in sales and use tax revenues through the fourth quarter, exceeding the budget by $685 thousand. This positive variance reflects both the underlying growth in the sales tax base and new receipts from Measure R, the voter-approved sales tax increase that took effect on April 1, 2025. Of the total received, $374 thousand came from Measure R. Although the measure contributed revenues for only one quarter of the fiscal year, its initial performance highlights its potential to serve as a stable, long-term revenue source for the City.

Revised
Budget
Actuals as of
06/30/2025
% of
Budget
Over /
(Under)
%
Delta
Revenues
Transient Occupancy Tax 8,343,730 9,616,592 115% 1,272,862 15% Property Taxes 3,926,861 3,757,360 96% (169,501) -4%
Sales & Use Tax 2,948,414 3,634,164 123% 685,750 23%
Franchise Tax 997,341 1,032,642 104% 35,301 4%
Business License Tax 353,700 408,035 115% 54,335 15%
Charges for Services 1,990,297 2,421,671 122% 431,374 22% Interest and Investment 480,000 706,358 147% 226,358 47% Other Revenues 1,268,972 1,340,419 106% 71,447 6%
Transfers in 587,760 587,760 100% - 0%
Total Revenues 20,897,074 23,505,000 112% 2,607,925 12% Table 2: Fourth Quarter Revenues
FY 2024-25 Variance
97 Expenditures
Table 3 below shows a summary of fourth quarter budget-to-actual revenues for FY 2024-25 and final over/under performance of expenditures.

General Fund expenditures through the fourth quarter totaled $23.8 million, or 93% of budget. To address the ongoing structural deficit, the City implemented cost-containment measures aimed at minimizing service impacts. These included holding certain staff vacancies open and closely monitoring departmental budgets.

As a result, total General Fund expenditures are projected to finish about $1.4 million under budget, with the savings returned to the unassigned fund balance.

Budget Adjustments
Table 4 below shows a summary of council actions with potential budgetary effects during the third quarter not reflected in the numbers above.

Revised
Budget
Actuals as of
06/30/2025
% of
Budget
Over /
(Under) % Delta
Expenditures
Administrative Services 1,377,531 1,243,492 90% (134,038) -10% City Attorney 1,120,223 1,317,015 118% 196,792 18%
City Clerk / Communications 1,077,063 869,870 81% (207,193) -19% City Council 228,642 214,195 94% (14,447) -6%
City Managers Office 3,408,624 2,822,865 83% (585,759) -17% Community Development 2,239,039 2,059,998 92% (179,040) -8% Public Safety 7,237,728 7,127,366 98% (110,362) -2%
Public Works 3,709,130 3,272,661 88% (436,469) -12%
Non Departmental / Debt Service 945,778 963,815 102% 18,037 2% Operating Transfers 2,259,619 2,259,619 100% - 0%
Capital Transfers 2,112,704 2,112,704 100% - 0%
Total Expenditures 25,716,079 24,263,601 94% (1,452,478) -6% FY 2024-25 Variance
Table 3: Fourth Quarter Expenditures
Item Major Funding
Source
Total Fiscal
Impact
GF
Impact
No budgetary adjustments during this quarter $ -
Total $ - - $
Table 4: Budget Adjustments
98 Conclusion
Table 5 below shows an updated summary of general fund balances for the fiscal year.

Due to revenues exceeding expectations and expenditures ending significantly under budget, the City anticipates an estimated $4.9 million in unassigned fund balance as of June 30, 2025. A portion of these funds has already been designated to help balance the Fiscal Year 2025-26 budget deficit. With this use, the City projects $3.3 million in unassigned funds remaining as of June 30, 2026.

Given the ongoing structural deficit, staff does not recommend assigning the remaining funds until a mid-year review or the next budget process. Current reserve levels provide adequate stability for the present fiscal year; however, challenges remain. Staff will continue to monitor revenue trends, expenditure savings, and reserve levels to ensure the City remains positioned to navigate long-term fiscal challenges.

FY 2024-25
Budget
FY 2024-25
Est. Final Actuals*
FY 2025-26
Budget
Beginning Fund Balance 14,367,930 14,367,930 13,609,329 Revenues 20,897,074 23,505,000 23,858,488
Expenditures (25,716,079) (24,263,601) (25,329,607)
Annual Surplus / (Deficit) (4,819,005) (758,601) (1,471,119) Ending Fund Balance 9,548,925 13,609,329 12,138,210
General Fund Reserve (7,017,113) (7,017,113) (7,303,382) Economic Uncertainty (1,634,636) (1,634,636) (1,530,399) Unassigned 897,176 4,957,580 3,304,429
*Numbers are unaudited. Final audited numbers are presented with the delivery of the Annual Comprehensive Financial report in December
Table 5: General Fund Balance Summary
99

Page 1 of 2 ends

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Karen Decker, Economic and Community Vitality Manager Julissa Acosta, Management Analyst
TITLE: OPPORTUNITY CENTER OF THE COASTSIDE
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the City Manager to: 1) fund utilities and janitorial services at the Opportunity Center of the Coastside through January 2026 in an amount not to exceed $10,000, and 2) extend the professional service agreements with JobTrain, Renaissance Entrepreneurship Center, the Chamber of Commerce, and American Energy Society with a term ending January 15, 2026.

FISCAL IMPACT:

Costs to cover utilities and janitorial services at the Opportunity Center for up to four months will not exceed $10,000, which could be funded through several different sources described below.

There is no fiscal impact on the City resulting from the amendments to the professional services agreements. Any services provided during the extended period will be funded by revenue streams identified by the service providers.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability, Healthy Communities and Public Safety, and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

In 2022, the San Mateo County Board of Supervisors approved a $2,500,000 funding allocation to support the development of the Opportunity Center of the Coastside (OCC) – a first-of-itskind service center for job seekers, small businesses, and entrepreneurs. The funding allocation was paid for through State and Local Fiscal Recovery Funds from the federal American Rescue Plan Act (ARPA). On February 7, 2023, City Council authorized staff to accept the grant and create a new economic advancement center. That grant is scheduled to end September 30. On September 2, City Council received an update on the OCC, including a recently published formative evaluation performed by a third party (Attachment 1) and funded by the Chan Zuckerberg Initiative. Contractual agreements between the City and the service providers 100

Page 2 of 2 ends

(JobTrain, Renaissance Entrepreneurship Center, the Chamber of Commerce, and American Energy Society) are also set to expire September 30.

DISCUSSION:

At this time, there is no identified funding stream to continue OCC services, though a considerable philanthropic opportunity stewarded by JobTrain and Renaissance is pending. City staff submitted a proposal to San Mateo County, which is currently under review. The cities of Half Moon Bay and South San Francisco submitted a Congressionally Directed Spending request through the office of U.S. Senator Adam Schiff.

The City has a prepaid lease with HMBay Partners II, LLC that expires January 14, 2026, and the Chamber has a sublease agreement with the City to rent a portion of the facility for its operations. Lease costs are covered through the term of the lease, but utilities and janitorial services are not. Staff recommend that Council authorize no-cost contract extensions to the current service providers to allow for an additional quarter of service provision and for potential funding to be realized. Staff also recommend that Council approve $10,000 to cover utilities and maintenance costs. Funds could be drawn from the Affordable Housing Fund (since participation in the labor market mitigates homelessness), which has an unassigned fund balance of $1.6 million. Additional alternative sources of funding include the CSFA program where staff anticipate a cost savings in technical assistance, or from the general fund.

The funding provided through the County has been instrumental to the Coastside, which has never had employment or entrepreneurship services that are locally accessible. Continued investment in programs that serve our most affected residents is critical to ensure a vibrant, equitable and resilient Coastside economy.

ATTACHMENTS:
1) Resolution
2) Evaluation
101
RESOLUTION NO. C-2025-66

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING

FUNDING FOR UTILITIES AND JANITORIAL SERVICES AT THE OPPORTUNITY CENTER OF THE COASTSIDE NOT TO EXCEED $10,000, AND EXTENDING PROFESSIONAL SERVICE AGREEMENTS WITH SERVICE PROVIDERS THROUGH JANUARY 14, 2026
WHEREAS, the City of Half Moon Bay (“City”) has demonstrated its commitment to supporting individuals and businesses impacted by the COVID-19 pandemic and to positioning the Coastside economy for long-term resiliency through the Coastside Recovery Initiative; and WHEREAS, the San Mateo County Board of Supervisors allocated $2,500,000 to support the development of the Opportunity Center of the Coastside (OCC), a first-of-its-kind service center providing workforce, small business, and entrepreneurship services; and WHEREAS, on February 7, 2023, the City Council authorized acceptance of the County grant and the creation of the new economic advancement center with qualified service providers retained through a competitive process; and
WHEREAS, through partnerships with JobTrain, Renaissance Entrepreneurship Center, American Energy Society, and the Chamber of Commerce, the OCC delivers comprehensive services including rapid employment assistance, small business development, entrepreneurial incubation, and local business support; and
WHEREAS, the City’s agreement with San Mateo County is scheduled to expire on September 30, 2025, and all related professional service provider contracts are currently set to conclude at the same time; and
WHEREAS, the City’s pre-paid lease for the OCC premises at 633-635-637 Main Street extends through January 14, 2026, but does not include utilities and janitorial services, requiring an estimated $10,000 in funding to maintain operations through the lease term; and WHEREAS, extending existing service provider agreements through January 14, 2026, will provide additional time to secure future funding, allow services to be scaled, and support continuity for residents and businesses reliant on the OCC.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF HALF MOON BAY AUTHORIZES THE CITY MANAGER TO:
102

1. Fund utilities and janitorial services at the Opportunity Center of the Coastside through January 2026 in an amount not to exceed $10,000; and

2. Amend contract terms by extending professional service agreements with JobTrain, Renaissance Entrepreneurship Center, the Chamber of Commerce, and American Energy Society with a term ending January 14, 2026.
***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 16th day of September 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 103
Final Report on the Formative Evaluation of
Three Economic Advancement Centers in
San Mateo County
August 15, 2025
Prepared by:

Steven LaFrance and Sarah Illing, Head+Heart Advisory
104

TABLE OF CONTENTS
I. EXECUTIVE SUMMARY
II. INTRODUCTION AND CONTEXT
III. EVALUATION METHODS
IV. THE COMMUNITY CONTEXTS FOR EACH OF THE THREE EACs
Why Community Context Matters
South San Francisco
North Fair Oaks
Half Moon Bay / Coastside
Importance of these Economic Advancement Centers in the Context of these Three Communities
V. PROCESS AND IMPLEMENTATION EVALUATION FINDINGS
Overall Clients Served
Client Demographics
Community Engagement and Outreach
What is Working and Facilitators of Success
VI. CLIENT-LEVEL OUTCOMES EVALUATION FINDINGS
Outcomes for Job Seekers
Outcomes for Small Business Owners and Entrepreneurs
VII. COMMUNITY-LEVEL OUTCOMES AND POTENTIAL IMPACTS OF THE EACs Community-Level Outcomes
Implications of Service Population for the Delivery Model and Cost Associated with Effectively Serving the Population
Potential Cost Savings to Public Agencies Per Client Experiencing Outcome VIII. RECOMMENDATIONS
Ongoing Data Collection
Services and Programming
Ongoing Funding and Sustainability
IX. CONCLUSION
X. APPENDICES
San Mateo County Economic Advancement Centers: Final Evaluation Report 1 105
I. EXECUTIVE SUMMARY
About this Report
This formative evaluation report summarizes learnings from three San Mateo County Economic Advancement Centers (EACs or “the Centers”) which opened at different timepoints starting in 2021 in three communities: South San Francisco (2021), North Fair Oaks (2023), and Half Moon Bay (2024).

The Centers were opened to respond to community needs, namely: high unemployment rates during the COVID-19 public health crisis and the growing divide between the County’s booming industries and small businesses (often owned by immigrants and families).

Head and Heart Advisory, a professional consulting firm, conducted this formative study using a multi-method evaluation design drawing on a range of quantitative and qualitative data sources.

The study was conducted in the early stages of the Centers' developmental life cycle to inform learning across, and improvement within, the three EACs regarding effectiveness of implementation, what could be strengthened, and what outcomes they are achieving for their clients and communities.

Community Contexts
The three EACs are situated in racially and ethnically diverse communities which include some of the most economically stressed residents of San Mateo County whose earnings are far outpaced by the high cost of living. Prior to the opening of the EACs, these three communities had relatively limited social services readily available and shared the common need for more economic opportunity for local residents.

Interviewees consistently shared that the EACs fill deep and persistent gaps in local workforce and economic development systems. The EACs introduced walk-in, multilingual, culturally competent service hubs that address a range of needs — job placement, skills training, entrepreneurship and small business support, housing and food access, and legal aid — under one roof. Moreover, community leaders and subject matter experts consistently expressed that EACs contribute to broader economic and community development goals.

Client-Level Outcomes
JobTrain helps participants gain skills and connections needed to gain employment. Focus group participants said that JobTrain helped them learn to be proactive and communicate during job searches, prepare for interviews, develop their resumes, cover letters and references.

Additionally, JobTrain helped clients to access unemployment benefits, seek practical support (like gift cards), and prepare for opportunities to acquire certifications.

San Mateo County Economic Advancement Centers: Final Evaluation Report 2 106
Across all three EACs, JobTrain clients received a total of 778 job placements. Clients’ job placement hourly
wage was generally around $22/hour, with typical
hours around 35/hours week. (For comparison, a living
wage for two adults and two children in San Mateo
County is $46.95/hour, according to MIT’s 2025 living
wage calculator, and thus the average wage for a
single worker placed in a job through the EACs is not
far from the living-wage bar.) Multiple clients
expressed gratitude for the differences that JobTrain
made in their lives.

Renaissance Entrepreneurship Center provides a
cornerstone for entrepreneurial activity, delivering
essential resources to help business owners start,
stabilize, and scale their enterprises. According to
quarterly client surveys, Renaissance clients grew
existing businesses, launched new businesses, improved their pre-existing websites, launched new websites, and invested into their businesses (see table below). Note that, because survey completion rates are low, the numbers reported only reflect a sample of Renaissance clients. In the table below, the number of unique (non-blank and non-zero) survey responses and the number of unique quarterly survey respondents are noted.

Renaissance Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF
(n=34 unique
respondents in 47 total
quarterly surveys
submitted between 2021
Q2 and 2025 Q1)

EEC-NFO
(n=29 unique
respondents in 38 total
quarterly surveys
between 2024 Q1 and
2025 Q1)
OCC
(n=11 unique
respondents in 16 total
quarterly surveys
submitted between 2024
Q1 and 2025 Q1)
Gross Revenue/Sales
(Quarterly)
Total gross revenue
reported: $539,181
(26 unique respondents
in 33 total quarterly
surveys)
Total gross revenue
reported: $437,521
(19 unique respondents
in 25 total quarterly
surveys)
Total gross revenue
reported: $15,935
(5 unique respondents in
6 total quarterly surveys)
Profit / Losses
Net profit: $97,720
(19 unique respondents
in 26 total quarterly
surveys)
Net profit: $93,656
(18 unique respondents
in 20 total quarterly
surveys)
Net profit: $3,371
(3 unique respondents in
4 total quarterly surveys)
Number of Part-Time
Employees
10 part-time employees
(7 unique respondents in 7
total quarterly surveys)
13 part-time employees
(8 unique respondents in
9 total quarterly surveys)
3 part-time employees
(2 unique respondents in
2 total quarterly surveys)
San Mateo County Economic Advancement Centers: Final Evaluation Report 3 What difference has JobTrain made
in clients’ lives by helping them find
work?
“JobTrain helped me find this job…
and I’m making double. Hell yeah,
it’s greatly increased my salary, and
I’m extremely thankful for that.”
– JobTrain Client
“Now, I’m working with the County.

I have health insurance…. I have a
steady job, a good salary, and I can
provide to my family.”
– JobTrain Client
107
Renaissance Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF
(n=34 unique
respondents in 47 total
quarterly surveys
submitted between 2021
Q2 and 2025 Q1)

EEC-NFO
(n=29 unique
respondents in 38 total
quarterly surveys
between 2024 Q1 and
2025 Q1)
OCC
(n=11 unique
respondents in 16 total
quarterly surveys
submitted between 2024
Q1 and 2025 Q1)
Number of Full-Time
Employees
10 full-time employees
(9 unique respondents in 9
total quarterly surveys)
9 full-time employees
(8 unique respondents in
8 total quarterly surveys)
2 full-time employees
(2 unique respondents in
2 total quarterly surveys)
Amount You Invested
in Your Business
Total invested: $340,311
(25 unique respondents in
32 total quarterly surveys)
Total invested: $258,200
(22 unique respondents
in 28 total quarterly
surveys)
Total invested: $24,679
(9 unique respondents in
13 total quarterly
surveys)
Through interviews, Renaissance clients shared overwhelmingly positive feedback, and they reported that they made impactful changes to their business practices as a result of what they learned. Key examples of changes made include: obtaining business licenses, expanding their businesses through improved marketing, formalizing their businesses (e.g., using contracts and paying payroll taxes), and adjusting prices to increase profitability.

Community-Level Outcomes and Impacts of the EACs
The EACs contribute uniquely to local economies by offering co-located, community-centered, and culturally competent services. Their physical presence in neighborhoods, emphasis on collaboration, and client-centered models are distinct advantages. Providers described ways in which the EACs have helped families access multiple forms of support and to develop a plan to reach their economic and career goals. The EACs contribute to building a diverse business ecosystem by promoting equitable access to resources such as capital, mentorship, and technology.

The EACs also reach and engage the segments of San Mateo County with the highest barriers to employment and economic advancement opportunities. ARPA (American Rescue Plan Act) dollars that became available in the early years of the COVID-19 pandemic provided the initial seed and launch funding for the EACs. ARPA funding was intended to support economic stability, opportunity, and advancement among the most vulnerable and at-risk community residents. The findings of this study certainly uphold that the funding has gone to serve and support the intended target population. High percentages of job-seeking clients have limited English proficiency (between 58% of OCC clients and 65% of both EAC-SSF and EEC-NFO clients), are unemployed at intake (59% of OCC clients, 66% of EAC-SFF clients, and 68% of EEC-NFO clients), and have only completed high school, high school equivalent, or less than a San Mateo County Economic Advancement Centers: Final Evaluation Report 4 108
high school education (62% of EAC-SFF clients, 70% of EEC-NFO clients, and 72% of OCC clients). Similarly, the vast majority (92% of EAC-SSF clients, 95% of EEC-NFO clients, and 95% of OCC clients) of entrepreneurs seeking assistance starting, sustaining, or building their small businesses report their household income as extremely low to moderate under the HUD income bands, meaning their income is 120% of Area Median Income (AMI) or less. The EACs also serve clients who are primarily people of color with only 4-12% of JobTrain clients identifying as non-Hispanic white.

Furthermore, while the EACs strengthen resilience and economic mobility among the most marginalized community members they are more cost effective compared to similar programs.

For example, this study finds the per-participant cost of serving clients at the EACs is lower than the typical range for federal WIOA (Workforce Innovation and Opportunity Act) workforce development programs as well as the typical range for philanthropy-funded programs.

Lastly, and importantly, communities benefit greatly, in many ways, from residents’ participation in the labor market and economy through employment and entrepreneurship.

These benefits include greater purchasing, local spending power, and local economic multiplier effects; community members employed; increased tax revenue; increased retail vibrancy and service availability; reduced stress among community members and other community protective factors including enhanced social cohesion, civic participation, and potential community stabilization; and reduced public expenditures. Head and Heart conducted exploratory research in the categories of potential governmental cost savings that these EACs could be contributing to their communities and to federal funding sources. Specifically, this study explored potential savings in public benefits costs (CalFresh, Medi-Cal, General Assistance, housing assistance, and Unemployment Insurance) resulting from a client who was unemployed at the time of intake at the EAC-SSF and then got a job earning $22/hour. This study found a total estimated cost savings of $20,000 to $60,000 per year per person, depending on previous use of public assistance and experience of risk factors.

Conclusion
This formative evaluation study points to clear early successes with the EACs in terms of clientand community-level outcomes. It also highlights opportunities to prepare for and build data capacity to enable a future summative impact study.

The study also explores the importance of economic advancement strategies as a lever toward dismantling structural barriers to opportunities and well-being (e.g., poor health, education, and civic outcomes are associated with economic inequity) and how investments in these strategies can unlock economic growth, resilience, and innovation in marginalized communities.

San Mateo County Economic Advancement Centers: Final Evaluation Report 5 109
II. INTRODUCTION AND BACKGROUND
This report summarizes findings from a formative evaluation of the three economic advancement centers (EACs) which opened at different timepoints starting in 2021 in three communities: South San Francisco (2021), North Fair Oaks (2023), and Half Moon Bay (2024).

These economic advancement centers (collectively referred to as “the Centers”) were opened in response to identified needs for services and supports among job seekers, and emerging and established small business owners, during the COVID-19 pandemic lockdown and public health crisis. While the three Centers are in different stages of development and operation, each was interested in harnessing learning from their respective and collective experiences to inform their programmatic strategy and optimize their long-term financial sustainability by understanding and communicating the value they deliver to their communities and how they can be most effective and relevant moving forward. The architects and implementers of the Centers engaged a professional third-party evaluation consultancy, Head and Heart Advisory, to design and conduct this study.

Background: Origins of the Economic Advancement Centers (EACs)
The Economic Advancement Center in South San Francisco (EAC-SSF) was the first to open its doors (virtually in July 2021 and then officially in February 2022) in response to high unemployment rates at the peak of COVID and the growing divide between the city’s booming biotech sector and small family, immigrant-owned businesses. 1 Located in one of the city’s
lowest income census tracts, the EAC-SSF offers rapid job placement services and career pathway programs along with the city’s workforce development program, as well as small business and entrepreneurship support services to residents and existing small business owners of South San Francisco and throughout North San Mateo County. The City of South San Francisco is partnering with Renaissance Entrepreneurship Center and JobTrain to deliver these services. The services have since been expanded to some social services system navigation staff provided under the City of South San Francisco's Promotores Program. Clients are referred to housing, food security, and health care services. The YMCA and County Health also have a presence in the space on a weekly basis. The EAC-SSF has grown to a more holistic collage of economic mobility services than initially envisioned. Moreover, early results exceeded initial goals in terms of clients served, and there is ongoing high demand for services as reflected in wait lists for services and program offerings. Historically, South San Francisco and North San Mateo County have been described as resource deserts where people had to travel outside of the area for needed services and support, contributing to low engagement with services among residents in the past.
1 Proposal to Evaluate Implementation of Economic Advancement Centers in Three San Mateo County communities submitted to Chan Zuckerberg Initiative on August 30, 2022.

San Mateo County Economic Advancement Centers: Final Evaluation Report 6 110
In March 2021, the County entered into an MOU with SSF for $200,000 – half for operations and half for small business support services – framed at the time as a “pilot program.” Given the early successes of the EAC-SSF, the San Mateo County Board of Supervisors then allocated $5 million to develop two additional centers, one in Half Moon Bay and one in the unincorporated area of North Fair Oaks.

In July 2023, the Economic and Employment Center (EEC) opened in the unincorporated area of North Fair Oaks (NFO). One of the EEC’s core partners (also working with the EAC in South San Francisco and the OCC in Half Moon Bay), Renaissance Entrepreneurship Center, conducted a feasibility study in planning for the EEC that found strong interest among businesses, local leaders, and residents for an array of supports. Based on the study findings, the EEC provides employment support services to job seekers as well as entrepreneurship training and supports to small businesses including consulting, networking, workshops, training, and access to capital. Through its programming, the EEC aims to empower individuals in the NFO community and to transform lives through employment and entrepreneurship.

In January 2024, the City of Half Moon Bay opened the Opportunity Center of the Coastside (OCC) as part of a larger comprehensive economic effort to address COVID-19 recovery needs and pave the way for a more sustainable and resilient future, as laid out in the 2022 Coastside Recovery Report entitled, “Building a More Equitable, Vibrant, and Resilient Coastside Economy.” The Coastside region is uniquely vulnerable due its geographic isolation, lack of economic diversity and job growth, income inequality, high cost of housing, and lack of services and infrastructure. Co-located with the Coastside Chamber of Commerce, the OCC houses workforce development programming, small business support, and a business incubator to harness the Coastside’s unique industries and assets, build entrepreneurship capacity, and support business and job growth. The OCC brings together multiple nonprofits dedicated to helping the Coastside work, providing classes, programs, and mentoring services for entrepreneurs, business owners, and those looking for work or new skills.

About Head and Heart Advisory
Head and Heart Advisory is a professional consulting firm that works with public agencies, philanthropic foundations, and nonprofit organizations in developing strategy, understanding outcomes, and building the culture and practice of reflection and learning to achieve more equitable outcomes for communities and a sustainable future for the planet. Head and Heart’s specific service offerings include:
● Evaluation and Learning: Articulate the role of data and learning in programmatic and organizational strategies, develop strategic learning frameworks, and understand the centrality of embedding equity in culture and practice of learning to unlock potential for achieving better, more equitable outcomes.
● Strategy: Move beyond conventional strategic planning processes by defining the imperatives for planning at any given time, understanding the organization’s San Mateo County Economic Advancement Centers: Final Evaluation Report 7 111
developmental stage and the ecosystem within which an organization operates, to right-size the planning process and approach accordingly. ● Building Skills and Organizational Strength: Take organizational and programmatic skillsets and ability to the next level to achieve better, more equitable outcomes by learning and integrating new approaches and frameworks that center principles of equity into culture and practice.

Purposes of the Evaluation
Given how early in the Centers’ developmental lifecycle stage this formative study was conducted, the study’s primary purpose is to inform learning about and improvement at the EACs – i.e., how well they are functioning, what could be improved, and what they are achieving for clients who use their services. The study also sought to surface recommendations for programmatic strategy moving forward, including what data are needed at the local level to continue to track processes, outcomes, and learning on an ongoing basis.

Once the EACs have more time and experience under their belts, including implementing the recommendations from this study (particularly around client-level data collection), it will be appropriate to conduct a summative evaluation (i.e., one that is primarily focused on outcomes and can draw more definitive conclusions regarding client impacts through a quasi-experimental research design). As part of a summative evaluation, with the required data in hand (as per the recommendations in this report), a formal cost-benefit analysis can be conducted (whereas at this time only estimates can be calculated given limitations in data availability).

The following questions – organized by type – guided the current study.

Process and Implementation Evaluation and Learning Questions ● What are the characteristics of program participants in each community? ● How well do the array of programs and services at each Center function in concert with each other? Are there programs and services that are not working well in the mix? Are there programs and services that are missing?
● What are the key learnings to date regarding what it takes to design and operate effective economic advancement centers in these communities? What was common to each community and what was different?
● How well have the various partnerships in place for operating the Centers and delivering programs and services been functioning? What has been working well and what could be improved?
● How have the centers been funded to date, what are the current funding constraints / realities today (as COVID relief funds dry up), and what efforts are underway and needed to ensure financial sustainability? What is a sustainable funding model moving forward? San Mateo County Economic Advancement Centers: Final Evaluation Report 8 112
● What are considered best practices and top priorities among funders and in the research for workforce development and community economic development centers and to what extent do the EAC-SFF, EEC-NFO, and OCC implement these best practices? Outcome Evaluation and Learning Questions
● What are the early outcomes and results of the services provided at the EAC-SFF, EEC-NFO, and OCC among program participants?
● What stories and testimonials speak to the value of the Centers for residents and the community as a whole?
● What factors facilitate or inhibit achievement of progress and outcomes for program participants?
● What was available for job seekers, small businesses, and entrepreneurs in the three communities before the Centers were opened? How did – and do – the landscape in these communities, in San Mateo County more broadly, and in other California Counties compare? What gaps did the Centers fill in each of the three communities? ● What unique contributions do the EAC-SFF, EEC-NFO, and OCC make to the local workforce development systems in their respective communities?
● What is an estimate of programmatic costs per program participant and what do those costs return to those participants – and the community? How do these costs compare with known standards?
The next chapter of the report describes the evaluation methods used to address these questions.

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III. EVALUATION METHODS
To explore the process-, implementation-, and outcome-related questions in the previous chapter, Head and Heart used a multi-method evaluation design, drawing upon a range of quantitative and qualitative data sources.

Quantitative Data Sources and Analysis
All three Centers provided data files which aggregate the information they have collected since their opening. The timeframes for these data files are as follows:
● EAC-SSF: 7/1/21 - 4/30/25
● EEC-NFO: 7/10/23 - 4/30/25
● OCC: 1/1/24 - 4/30/25
Head and Heart analyzed these data files and worked with Center staff to understand which data points are most reliable and relevant for evaluation purposes. In particular, the evaluation team focused on synthesizing data related to: client demographics, program participation, service delivery (e.g., number and types of services), and individual-level outcome measures.

Head and Heart also reviewed and mined the Centers’ quarterly reports, which contain both quantitative and qualitative data, and analyzed operating and program delivery costs for the Centers to estimate per-client expenses.

Qualitative Data Sources and Analysis
Through interviews and focus groups with clients, Head and Heart learned about clients’ satisfaction and experiences with the Centers’ programs and services, what served them well, and what could be improved. A total of nine (9) Renaissance Entrepreneurship clients participated in one-on-one interviews. A total of 24 JobTrain clients participated in three focus groups in May 2025. Two focus groups were conducted in English (with some simultaneous Spanish-English interpretation), and one focus group was conducted in Spanish.

As mentioned above, Head and Heart reviewed Centers’ quarterly reports which contain qualitative data (e.g., client testimonies), in addition to quantitative data. To learn about systems- and community-level outcomes, Head and Heart conducted 10 interviews with funders and community leaders and subject matter experts who hold the broader perspective of how the economic advancement centers fit within the local workforce and economic development systems. Head and Heart also conducted 12 provider interviews with representatives of Renaissance, JobTrain, and other partners (e.g., YMCA, Coastside Venture Studio, Chamber of Commerce). Lastly, Head and Heart reviewed available literature in order to ground and contextualize the inquiry around: local community contexts (including services available before EACs opened); workforce development program costs; and cost savings to public agencies from job placement programs.

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Strengths and Limitations
The primary strength of the multi-modal methods employed for this evaluation is the broad array and diversity of data, from both quantitative (e.g., client data records, quarterly reports) and qualitative (e.g., provider and client interviews, client focus groups) sources. This mix of methods provides the opportunity to triangulate findings by examining a research question from multiple angles to enhance the validity and credibility of conclusions.

Head and Heart provided each participant in Renaissance interviews and JobTrain focus groups with a $50 gift card to recognize the importance of clients’ perspectives and to value their time concretely and equitably. The Head and Heart team is grateful to JobTrain and Renaissance staff who made the interviews and focus groups possible by reaching out to clients and (in the case of JobTrain focus groups), creating a welcoming physical space and following up with participants to deliver their gift cards after the focus groups.

The evaluation also draws strength from multi-stakeholder collaboration and partnerships.

Throughout the process, Head and Heart met with Center stakeholders to shape the evaluation approach, interpret preliminary findings, and inform the interview questions. Head and Heart also engaged in a collaborative meaning-making process before finalizing the report.

The primary limitation of this evaluation are the gaps in available client data. The EACs opened during (or close to) the time of the COVID-19 pandemic lockdown which was both chaotic and disorienting for people and organizations. Fortunately, this study surfaced the opportunities for strengthening client-level data collection; recommendations are included in this report.

Through focus groups and interviews, Head and Heart spoke to a sample of JobTrain and Renaissance clients. It is possible that self-selection bias was at play with clients who chose to participate in focus groups and interviews. Head and Heart did not speak to a subset of clients who dropped out or who likely did not find the services provided by the Centers useful. That said, the purpose of this study was to explore outcomes and surface learning for program improvement, rather than to make definitive conclusions about program impacts.

Another important caveat is that data collection happened early in clients’ engagement with Renaissance Entrepreneurship Center. According to experts in small business entrepreneurship, it can often take up to three years for small businesses to hit their stride, meaning that some of Renaissance’s potential impacts may not yet be realized, particularly for clients served in the more recently opened EACs in North Fair Oaks (EEC-NFO) and Half Moon Bay (OCC).

Lastly, beyond JobTrain and Renaissance, Head and Heart did not have quantitative client-level information to work with for this report for other partner providers at the EACs (e.g., YMCA, Promotores) other than what was included in quarterly reports. That said, Head and Heart did interview representatives of partner providers and in this way included their perspectives.

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IV. THE COMMUNITY CONTEXTS FOR EACH
OF THE THREE EACs
Why Community Context Matters
Taking community context into account when designing and evaluating workforce development and economic advancement programs is essential for ensuring that the programs are relevant and effective – and that any study of them is appropriate, equitable, and useful. Below are key reasons why community context matters for these EACs and this study evaluating services in three different San Mateo County communities, all sharing in common the need for supporting economic opportunity for local residents.

1. Context Shapes Barriers and Opportunities. Each community has distinct economic conditions, cultural norms, demographics, infrastructure, and social dynamics that influence how residents experience barriers to employment and economic mobility. For example, in communities with a high percentage of non-English speakers, standard outreach or training materials may fail to engage potential participants without translation or cultural adaptation.

2. Programs Must Be Responsive to Local Needs. Understanding the local context is crucial for ensuring the program is aligned with the actual needs and priorities of the target population.

3. Equity and Inclusion Require Contextual Understanding. Community context often includes historical and structural inequities, such as systemic racism, disinvestment, or discriminatory practices, that shape residents' economic opportunities.

4. Community Trust and Engagement Are Crucial. Programs often depend on community trust, partnerships, and local knowledge to reach and retain participants.

5. Sustainability and Scalability Depend on Fit. The local context of other available programs and services factors heavily into the determination of whether a unique need is being met, which can significantly impact program sustainability and scalability.

Given these factors, the following section describes the three communities in which the EACs operate.

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South San Francisco
South San Francisco is a diverse community in San Mateo County. The following provides an overview of the CIty’s local economic drivers and its demographic profile.
2 Local Economic Drivers
● Key Industries:
○ Biotechnology: South San Francisco is known as the "Birthplace of Biotechnology," housing over 250 biotech companies, including Genentech, Amgen, and Verily Life Sciences.
3 ○ Healthcare and Social Assistance: Employs approximately 5,696 residents. 4 ○ Professional, Scientific, and Technical Services: Employs around 4,550 residents.
5 ○ Retail Trade: Employs about 4,111 residents.
6 ● Top Employers:
○ Genentech: 8,632 employees
○ Kaiser Permanente: 1,000–4,999 employees
○ AbbVie: 1,000 employees
6 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 5 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 4 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 3 Biotech in SSF - City of South San Francisco web page. 2 Many of the data points in this chapter are based on US Census data, which is the most comprehensive publicly available data source. It is important to note that Census data may be inaccurate due to inequities in the Census method which cause some groups to be undercounted. Advocates and policymakers alike recognize that President Trump’s restrictive immigration policies and attempts to “weaponize” the Census (including an unsuccessful push to include a citizenship question) might have had a “chilling effect,” discouraging Hispanic/Latinx people from completing surveys in 2020.

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Demographic Characteristics
● Population: Approximately 64,487 residents as of 2023. 7 ● Racial/Ethnic Composition: As shown in Chart 1 below, the largest racial group in South San Francisco is Asian alone (41%), followed by White alone (22%). Approximately one-third (33%) of South San Francisco residents identify as Hispanic or Latino. 8 Charts 1-2: South San Francisco Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) South San Francisco Race South San Francisco Ethnicity
● Foreign-Born Residents: Approximately 40% of the population is foreign-born, significantly higher than the national average of 14%.
9 ● Highest Level of Education Achieved. According to the 2023 American Community Survey 5-year estimates (ACS), 86% of adults have at least a high school diploma or equivalent and 40% have a bachelor’s degree or higher.
10 ● Median Property Value: $1.16M in 2023, with 61% home ownership. 11 ● Median Household Income: $135,909, with a 7% poverty rate 12 and 3.3% unemployment
rate.
13 Note that the poverty rate is highest among Hispanic women (19%).14 ● Median Age: 42 years.
15 15 2023 American Community Survey 5-Year Estimates. US Census Bureau. 14 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 13 Bureau of Labor Statistics, as cited in Y Charts.
12 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 11 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 10 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for South San Francisco, CA <http://censusreporter.org/profiles/16000US0673262-south-san-francisco-ca/> 9 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 8 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 7 2023 American Community Survey, as cited in Point2Homes.

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In addition to the Economic Advancement Center (EAC), South San Francisco offers a range of programs and services to assist low-income residents with employment, entrepreneurship, and meeting basic needs.

Employment Assistance
● JobsNOW! Program. This free employment initiative matches job seekers with employers and subsidizes salaries for up to six months, facilitating quicker hiring and skill development.
● Mission Hiring Hall. A nonprofit offering free counseling, training, and placement services, including vocational training in construction trades, project administration, security services, and hospitality job readiness.

Small Business Support
● Small Business Support Programs. The city offers various programs, including the Commercial Storefront Vandalism Relief Grant, providing up to $1,000 per incident to businesses affected by vandalism.
16 ● Business Resources. South San Francisco collaborates with the Small Business Development Center (SBDC), hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, to offer no-cost expert advising and low-cost training for current and prospective small business owners.
17 ● Green Business Program. As articulated in the 2040 Shape South San Francisco Plan, SSF “encourages existing businesses and industries to participate in the San Mateo County Green Business Program,” which offers technical assistance and resources to small and medium-sized businesses aiming to become certified green businesses.

Benefits include cost savings through energy and water conservation and waste minimization.

Basic Needs Assistance
● YMCA Community Resource Center (CRC) offers emergency support services, including crisis intervention and referrals, to stabilize living situations. ● Rental Assistance. The YMCA CRC provides rental assistance to eligible residents. ● Core Service Agencies. San Mateo County's Core Service Agencies offer safety net services such as food, emergency housing assistance, and utility assistance to residents in need.
18 18 San Mateo County: Core Service Agencies - Emergency Safety Net Assistance 17 City of SSF: Business Resources
16 City of SSF: Small Business Support Programs
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North Fair Oaks
North Fair Oaks is a diverse and predominantly Hispanic/Latino community with a young median age. The economy is supported by various industries, including administrative services, professional sectors, and retail trade.

Local Economic Drivers
● Key Industries:
19 ○ Administrative & Support & Waste Management Services: 820 employees. ○ Professional, Scientific, & Technical Services: 670 employees. ○ Retail Trade: 613 employees.

Demographic Characteristics
● Population: Approximately 13,327 residents as of 2023. 20 ● Racial/Ethnic Composition: As shown in Chart 3 below, the largest racial group in North Fair Oaks is some other race (42%), followed by white alone (25%). Seventy percent (70%) of North Fair Oaks residents identify as Hispanic or Latino. 21 Charts 3-4: North Fair Oaks Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) North Fair Oaks Race North Fair Oaks Ethnicity
● Foreign-Born Residents: Approximately 39% of residents were born outside the United States.
22 22 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 21 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 20 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 19 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

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● Highest Level of Education Achieved. According to the 2023 American Community Survey 5-year estimates (ACS), 71% of adults have at least a high school diploma or equivalent and 27% have a bachelor’s degree or higher.
23 ● Median Property Value: $1.21M in 2023, with 52% home ownership. 24 ● Median Household Income: $106,690, with a 13% poverty rate. Note that the poverty rate is highest among Hispanic women (26%).
25 ● Median Age: 33 years, indicating a relatively young population.

In addition to the Economic and Employment Center (EEC), the following programs and services are available to low-income residents of North Fair Oaks with employment, entrepreneurship, and basic needs.

Employment Assistance
● San Mateo County Employment Services. The County offers specialized training, job search workshops, computer and fax access, and individual support to assist residents in finding employment.

Small Business Support
● San Mateo Small Business Development Center (SBDC). The SBDC, hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, supports local entrepreneurs and small businesses with tools and insights to start and grow their ventures. Services include business planning, financial management, and marketing strategies.
26 Middlefield Road Small Business Assistance Program. In response to the Middlefield Road Improvement Project, the County allocated $985,000 to fund a grant program for eligible small businesses in North Fair Oaks negatively impacted by the project.
27 ● Green Business Program. San Mateo County, which governs North Fair Oaks, supports and provides technical assistance and certification through the Green Business Program. Businesses and community-based organizations in North Fair Oaks are fully eligible and encouraged to participate.
27 See Board of Supervisors resolution about the Middlefield Road Small Business Assistance Program here. 26 Governor’s Office of Business and Economic Development: Place-based strategies. 25 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 24 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 23 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for North Fair Oaks, CA <http://censusreporter.org/profiles/16000US0651840-north-fair-oaks-ca/> San Mateo County Economic Advancement Centers: Final Evaluation Report 17 121
Basic Needs Assistance
● Fair Oaks Community Center provides services including:
28 ○ Food assistance
○ Housing assistance
○ Emergency and social services
● San Mateo County Public Assistance Programs. The County offers programs to help residents obtain health care, shelter, food, and other resources through services like Medi-Cal, CalFresh, and CalWORKs. While these programs are available to all County residents, practically speaking, Center participants in Half Moon Bay and South San Francisco shared that the geographic distance to travel from their communities to the Core Service Agencies makes them inaccessible.
● El Concilio of San Mateo County provides a comprehensive range of programs, including safety net navigation, individual support services, consumer protection, outreach and education, and environmental advocacy.

Half Moon Bay / Coastside
Half Moon Bay and the Coastside communities present a unique blend of affluent demographics, high living costs, and a strong reliance on both traditional industries like agriculture and fishing, as well as modern sectors such as professional services and tourism. While the area boasts high median incomes, the elevated cost of living poses challenges, particularly for lower-income residents.

Local Economic Drivers
● Key Industries:
29 ○ Professional, Scientific, and Technical Services: Employs approximately 1,105 residents.
○ Educational Services: Employs around 706 residents.
○ Retail Trade: Employs about 551 residents.
● Traditional Sectors: Agriculture and fishing remain integral to the local economy, with local farms and the historic Pillar Point Harbor playing vital roles (as reported in Business View magazine).
● Tourism: A significant economic driver, bolstered by the region’s coastal vistas, redwood forests, and agricultural areas (as reported in Business View magazine). 29 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 28 To learn more, refer to Fair Oaks Community Center Information and Referral Program:
https://www.redwoodcity.org/departments/parks-recreation-and-community-services/do-you-need-help/information-r eferral
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Demographic Characteristics
● Population: Approximately 11,454 residents as of 2023. 30 ● Racial/Ethnic Composition: As shown in Charts 5-6 below, the majority of Half Moon Bay residents identify their race as white alone (62%) and their ethnicity as “not Hispanic or Latino” (70%).
31 Charts 5-6: Half Moon Bay Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) Half Moon Bay Race Half Moon Bay Ethnicity
● Foreign-Born Residents: Approximately 21% of Half Moon Bay's residents are foreign-born, according to the most recent U.S. Census Bureau estimates for 2019–2023.
32 ● Highest Level of Education Achieved: Per the 2023 American Community Survey 5-year estimates (ACS), 91% of adults have at least a high school diploma or equivalent and 53% have a bachelor’s degree or higher.
33 ● Median Property Value: $1.47M in 2023, with 73% home ownership. 34 ● Median Household Income: $153,199, with a 6% poverty rate. The largest demographic living in poverty are Females 55 - 64.
35 35 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 34 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 33 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for Half Moon Bay, CA <http://censusreporter.org/profiles/16000US0631708-half-moon-bay-ca/> 32 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 31 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 30 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

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● Median Age: 47 years, which is notably higher than both the California state median (38 years) and the San Francisco Bay Area median (40 years). 36 In addition to the Opportunity Center of the Coastside (OCC), Half Moon Bay and the broader Coastside region in San Mateo County offer a variety of programs and services to assist low-income residents with employment, entrepreneurship, and basic needs.

Employment Assistance
● Abundant Grace Coastside Worker. This nonprofit offers job-readiness training programs for individuals experiencing homelessness, including: Farm Work Days, Farm Apprenticeship, and Conservation Crew.

Small Business Support
● Coastside Venture Studio (CSVS). Co-located at the OCC, and founded in 2024, CSVS is an incubator and accelerator program dedicated to supporting startups focused on resiliency technologies. It aims to foster scalable companies that contribute to an equitable and thriving Coastside community.
● San Mateo Small Business Development Center (SBDC). The SBDC, hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, supports local entrepreneurs and small businesses with tools and insights to start and grow their ventures. Services include business planning, financial management, and marketing strategies.
37 ● Green Business Program. The City of Half Moon Bay supports the San Mateo County Green Business Program, which offers technical assistance and resources to small and medium-sized businesses aiming to become certified green businesses. Benefits include cost savings through energy and water conservation and waste minimization.

Basic Needs Assistance
● Coastside Hope offers the following services:
○ Emergency & Supplemental Food Pantry
○ Rental & utility assistance
○ Shelter referrals
○ Immigration & citizenship services
○ Tax preparation assistance
○ Digital Navigator Program for technology skills
Coastside Hope also functions as a Core Service Agency for the County, providing emergency safety net assistance including food, housing, and utility assistance. 37 Governor’s Office of Business and Economic Development: Place-based strategies. 36 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

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Importance of these Economic Advancement Centers in the Context of these Three Communities
As described above, these communities are racially / ethnically diverse and include some of the most economically stressed residents of San Mateo County whose earnings are far outpaced by the high cost of living. Moreover, prior to the opening of the EACs, these three communities had relatively limited social services readily available within them.

Community leaders and subject matter experts interviewed for this evaluation emphasized and lifted up these points as a means of underscoring the value of the EACs. Despite broader recovery trends, interviewees described the EAC communities as still economically vulnerable and at risk of being left behind:
● South San Francisco was described as lively and diverse, but still recovering from the pandemic with shuttered businesses and growing pressures from gentrification and industry shifts.
● Half Moon Bay / Coastside features a high degree of small, independent businesses and farmworker populations but is still challenged by a lack of formal business infrastructure and career pathways.
● North Fair Oaks was characterized by “pockets of low-income, historically underserved folks” and limited infrastructure, yet with the potential for revitalization through corridor improvements and local investment.

Within these communities’ contexts, interviewees consistently shared that the EACs fill deep and persistent gaps in the local workforce and economic development systems. Before the EACs were launched, all three communities faced significant structural barriers to accessing career development, small business support, and integrated services. Existing programs were described as fragmented, remote, inaccessible or non-existent—especially for low-income and immigrant residents. The EACs introduced walk-in, multilingual, culturally competent service hubs that address a range of needs — job placement, skills training, entrepreneurship support, housing and food access, and legal aid — under one roof.

Moreover, community leaders and subject matter experts consistently expressed that, from their perspective, the EACs contribute to broader economic and community development goals. The Centers play a visible role in revitalizing downtown corridors, countering commercial blight, and spurring microenterprise growth. In South San Francisco, the EAC turned an abandoned bank building into a vibrant community asset that has become a cornerstone of downtown redevelopment. Additionally, the Centers are positioned to contribute to emerging growth sectors such as biotech, hospitality, healthcare, and value-added agriculture — especially if workforce training programs evolve to align with these sectors.

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V. PROCESS AND IMPLEMENTATION

EVALUATION FINDINGS
This chapter summarizes program process and implementation-related findings, including the clients served at the EACs and the types of services they received from JobTrain and Renaissance Entrepreneurship Center. It also highlights the ways in which EAC providers have engaged in their communities to ensure services are promoted and accessible. The chapter concludes with a discussion of the factors contributing to early program success. Areas for program and service improvements are provided in the Recommendations chapter.

The client and business information highlighted in this section is based on data files provided by JobTrain and Renaissance Entrepreneurship Center. Note that the data file timeframes for each site (EAC-SSF, EEC-NFO, and OCC) differ based on how long each site has been open. ● EAC-SSF: 7/1/21 - 4/30/25
● EEC-NFO: 7/10/23 - 4/30/25
● OCC: 1/1/24 - 4/30/25
It is important to bear in mind that each of the three Centers first opened virtually to respond to community needs as promptly as possible during the COVID-19 lockdown. Services continued remotely while the Centers’ physical facilities were prepared for opening. The following provides the schedule of service roll-out for each Center:

EAC-South San Francisco
● Remote services began July 2021
● Physical site opened January 2022
EEC-North Fair Oaks
● Remote services began July 2023
● Physical site opened June 2024
OCC-Half Moon Bay / Coastside
● Remote services began January 2024
● Physical site opened late March 2024
The Theory of Change for these Centers leans heavily on the assumption that on-site in-center engagement will serve the most community members most effectively. It is indeed the case that, with the opening of the physical Center facilities, client volume, and thus opportunity for impact, increased with dedicated space for drop-in hours, on-site classes, cross-agency referrals, and one-on-one appointments.

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It is important to note that the tables below present data as shared by JobTrain and Renaissance Entrepreneurship Center; therefore, there may be inconsistencies in how some information is presented (e.g., “Latino/Hispanic” vs. “Hispanic or Latino”). Additionally, Tables 1 and 3 report the total number of clients served by JobTrain and Renaissance, based on demographic files prepared by each site. Note that subsequent tables might have a different “N” (sample size of clients) due to missing data.

Clients Served
JobTrain’s key services include: resume development, interview practice, job placement services, career exploration, job readiness workshops, supportive services, and onsite technology access.Table 1 summarizes the total number of clients served by service category at each site.

Table 1: JobTrain Clients Served
JobTrain Clients Served

EAC-SSF
(7/1/21-4/30/25)

EEC-NFO
(7/10/23-4/30/25)
OCC
(1/1/24-4/30/25)
TOTAL Clients
Served
(client list:Intake
Center)
1775 clients 612 clients 203 clients
Services Received
(subset of TOTAL
clients served)
(job readiness service
list)
1684 clients received
job readiness
services.

On average, clients
received 5.9 job
readiness services per
person
(range = 1-91)
521 clients received
job readiness
services.

On average, clients
received 5.6 job
readiness services per
person
(range = 1-27)
216 people received
job readiness
services.38
On average, clients
received 4 job
readiness services per
person
(range = 1-21)
Resume complete
(subset of clients in
Services Received
above) (indicates if
client is active job
seeker ready for hire)
857 clients 329 clients 50 clients
See below for JobTrain’s menu of job readiness services, which are organized into three phases.

Additionally, JobTrain connects clients with a range of supportive services to meet their basic needs and promote their ability to work towards career goals. 38 216 is the number of people who received job readiness services in Half Moon Bay (“Service Created Center”), based on Client ID. Above, 203 refers to the number of unique clients who completed their intake at Half Moon Bay.

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Table 2: JobTrain Job Readiness Services
39 JobTrain: Job Readiness Services by Phase
Phase 1 Phase 2 Phase 3
Supportive
Services

1. First Contact

2. Intake
Assessment

3. JobTrain Edge

4. Career Coaching

5. Resume Complete

6. Cover Letter

7. Job Search

8. Mock Interview

9. JobTrain Edge

10.Internal Upskill

11.Career Training
Referral

12.External Upskill

13. Placement
Support
✔ Food
✔ Housing
✔ Medical
✔ Mental Health
✔ Clothing
✔ Transportation
✔ Other
On the following page, Table 3 describes the total number of Renaissance clients who were served overall, in addition to the number of clients who accessed training and consultation services.

Training: Renaissance’s training program includes intensive training classes, such as Start Smart and Business Prep, in addition to skill-building workshops on topics such as marketing, finance, food business compliance, business plan development, tax preparation, QuickBooks, and early-stage childcare enterprise development.

Consulting: Renaissance clients can access customized 1:1 consulting sessions to receive guidance on a range of topics, such as: business models, registering for permits, branding, digital marketing, time management, setting growth strategies, finance and access to capital.

Clients leverage these individualized sessions to deepen their learning and apply knowledge from group settings to their specific business goals.
40 40 Q3 Coastside Renaissance Report April-June 2025
39 Source: Job Readiness Service Definitions. Revised 7/3/23.

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Table 3: Renaissance Entrepreneurship Center Clients Served Renaissance Entrepreneurship Center Clients Served

EAC-SSF
(7/1/21-4/30/25)

EEC-NFO
(7/10/23-4/30/25)
OCC
(1/1/24-4/30/25)
TOTAL
Clients
Served
416 clients 317 clients 142 clients
Training
Services
Received
347 clients received an
average of 18hrs of
training
(Range: 1-136 hrs)
239 clients received an
average of 18hrs of
training
(Range: 1-89 hrs)
135 clients received an
average of 16hrs of
training
(Range: 1-93 hrs)
Consultation
Services
Received
235 clients received an
average of 3.5
consultation sessions (or

4.4 hrs of consultation)
(Range = 1-28 sessions or

0.5-45 hrs)
100 clients received an
average of 2.2
consultation sessions (or

3.6 hrs of consultation)
(Range = 1-12 sessions
or 0.25-29 hrs)
40 clients received an
average of 2.6
consultation sessions (or

3.4 hrs of consultation)
(Range = 1-17 sessions
or 0.5-37 hrs)
Client Demographics
This section summarizes client demographic information, as provided by JobTrain and Renaissance Entrepreneurship Center. Where applicable, comparisons are noted between the EACs’ client demographics and the South San Francisco, North Fair Oaks, and Half Moon Bay community demographics as a whole.

Gender
As shown below (Table 4), JobTrain clients are roughly split between male and female (with a relatively greater percentage of males at OCC, compared to EAC-SSF and EEC-NFO). However, Renaissance Entrepreneurship Center clients predominantly identify as female – at all three sites, at least 70% of clients are female, which Renaissance Center leadership shared is common across all of the sites they operate within.

Table 4: EAC Clients’ Gender

EAC-SSF EEC-NFO OCC
JobTrain
(n=1526)
Ren Center
(n=405)
JobTrain
(n=587)
Ren Center
(n=308)
JobTrain
(n=192)
Ren Center
(n=138)
Female 50% 74% 51% 73% 44% 70%
Male 46% 25% 48% 26% 56% 28%
San Mateo County Economic Advancement Centers: Final Evaluation Report 25 129
Table 4: EAC Clients’ Gender

EAC-SSF EEC-NFO OCC
JobTrain
(n=1526)
Ren Center
(n=405)
JobTrain
(n=587)
Ren Center
(n=308)
JobTrain
(n=192)
Ren Center
(n=138)
Transgender – 0% – 0% – 1%
Decline to
Answer (JT);
Prefer Not to
Say (REC)
3% 0% 0% 0% 0% 1%
Gender
Non-Binary
0% – 0% – 0% –
Queer – 0% – 0% – 0%
Other – 0% – 0% – 0%
# MISSING: 249 11 25 9 11 4
Race and Ethnicity
Across all three JobTrain sites, the vast majority of clients describe their ethnicity as “Hispanic or Latino,” as shown in Table 5 below. Compared to other sites, JobTrain at EAC-SSF had a relatively greater proportion of Asian participants (10%), while OCC had a relatively greater proportion of white (non-Hispanic) participants (12%).

Within all three EAC sites, there is a much larger portion of Hispanic or Latino EAC clients. For example, EAC-SSF reports 76% of clients are Hispanic or Latino (vs. 33% of South San Francisco); EEC-NFO reports 91% of clients are Hispanic or Latino (vs. 70% of North Fair Oaks); and OCC reports 85% Hispanic or Latino (compared to 30% Half Moon Bay). 41 (Note that
JobTrain collects a single variable for race/ethnicity (see Table 5 below), while Renaissance reported race [Table 6] and ethnicity [Table 7] separately). 41 Demographic data for SSF, NFO, and HMB is drawn from 2020 Census data.

San Mateo County Economic Advancement Centers: Final Evaluation Report 26 130
Table 5: JobTrain Clients’ Ethnicity
JobTrain Clients’ Ethnicity

EAC-SSF
(n=1591)

EEC-NFO
(n=590)
OCC
(n=196)
Hispanic or Latino 76% 91% 85%
Asian 10% 1% 1%
White (non-Hispanic) 8% 4% 12%
Black - African-American 3% 1% 1%
Middle Eastern or North
African
1% 1% 0%
Multi-Racial 1% 1% 0%
Pacific Islander 1% 1% 0%
Decline to Answer 0% 0% 1%
American
Indian/Alaskan Native
0% 0% 0%
# MISSING: 184 22 7
As shown in Table 6 below, Renaissance Entrepreneurship Center clients most commonly report their race as “Other.” The majority of clients who report their race as “Other” also report their ethnicity as Latino/Hispanic. (Renaissance clients’ ethnicity is reported in Table 7.) As shown below, all three Renaissance EAC sites report 11% Black or African American clients, which is much higher than the Black or African American population reported by JobTrain sites (between 1-3%, see Table 5 above).

San Mateo County Economic Advancement Centers: Final Evaluation Report 27 131
Table 6: Renaissance Entrepreneurship Center Clients’ Race Renaissance Entrepreneurship Center Clients’ Race

EAC-SSF
(n=398)

EEC-NFO
(n=293)
OCC
(n=120)
Other 49% 61% 50%
White 20% 16% 23%
Asian 13% 8% 5%
Black or African
American 11% 11% 11%
Multiracial 3% 1% 4%
Native American or
Alaska Native
2% 1% 2%
Native Hawaiian / Other
Pacific Islander 1% 0% 1%
Middle Eastern 1% 0% 0%
Prefer Not to Say 1% 2% 4%
Prefer to Self-Describe 0% 0% 1%
# MISSING: 18 24 22
NOTES:
● The original question was “check-all-that-apply.” Data for participants who selected more than 2 races was recoded as “multiracial.”
● The vast majority (97%) of clients who described their race as “Other” also reported their ethnicity as “Latino/Hispanic.”
At all three sites, the majority of Renaissance clients identify as Latino/Hispanic (see Table 7 below). Among all Renaissance clients who identify their ethnicity as “Latino/Hispanic,” the vast majority identify their race as “Other” (79%), followed by white (14%), Native American or Alaska Native (2%), Black or African American (1%), Multiracial (1%), and “Prefer not to say” (1%).

As shown in Table 7 below, EEC-NFO has a relatively higher percentage of clients who identify as Latino/Hispanic than the other two sites. Over three-quarters (76%) of EEC-NFO clients identify as Latino/Hispanic, compared to 60% of EAC-SSF clients and 68% of OCC clients.

San Mateo County Economic Advancement Centers: Final Evaluation Report 28 132
Table 7: Renaissance Entrepreneurship Center Clients’ Ethnicity Renaissance Entrepreneurship Center Clients’ Ethnicity

EAC-SSF
(n=403)

EEC-NFO
(n=293)
OCC
(n=138)
Latino/Hispanic - “Yes” 60% 76% 68%
Latino/Hispanic - “No” 39% 24% 30%
Prefer Not to Say 0% 0% 1%
# MISSING: 13 24 4
Age
Table 8 below shows EAC clients’ average, minimum, and maximum age. It appears that OCC clients may be somewhat younger than clients at the EEC-NFO and EAC-SSF.

At the EAC-SSF and OCC, clients’ median ages (listed in Table 8 below) are somewhat comparable to the median ages in their larger communities: 42 years old in South San Francisco and 47 years old in Half Moon Bay (OCC). However, clients’ median age at the EEC-NFO is higher than the median age in North Fair Oaks (33 years old).

Table 8: EAC Clients’ Age

EAC-SSF EEC-NFO OCC
JobTrain
(n=1567)
Ren Center
(n=384)
JobTrain
(n=566)
Ren Center
(n=294)
JobTrain
(n=171)
Ren Center
(n=133)
Average Age 41 46 41 46 38 42
Minimum
Age 17 20 18 20 15 18
Maximum
Age 86 79 83 81 78 76
# MISSING: 208 32 46 23 32 9
Highest Level of Education Completed
Table 9 below describes JobTrain clients’ highest level of education completed. The majority of clients at all three sites have a high school education or less. When comparing community-level trends to JobTrain’s client demographics, it becomes clear that JobTrain explicitly focuses on supporting community members with limited formal education and high employment barriers.

San Mateo County Economic Advancement Centers: Final Evaluation Report 29 133
Table 9: JobTrain Clients’ Highest Level of Education Completed JobTrain Clients’ Highest Level of Education Completed

EAC-SSF
(n=1208)

EEC-NFO
(n=399)
OCC
(n=134)
Less than a high school
degree or HSE 24% 19% 41%
High School or HSE 38% 51% 31%
Some college or tech
school
17% 13% 11%
Two-year degree
(Associates) 6% 5% 5%
Four-year degree
(Bachelors) 12% 8% 8%
Graduate degree 3% 5% 4%
PhD 0% 0% 0%
# MISSING: 567 213 69
Income Level
Table 10 (on the following page) summarizes’ Renaissance clients’ U.S. Department of Housing and Urban Development (HUD) income level at intake. These income limits are relevant because they often determine eligibility for affordable housing programs for residents who meet other eligibility criteria. As shown below, the vast majority of EAC clients live below 50% of the AMI in their local communities.

For reference, a living wage for two adults and two children in San Mateo County is $46.95/hr, according to MIT’s 2025 living wage calculator. This calculates to $97,656 per year (assuming the standard full-time equivalent of 2,080 working hours per year).

Table 10: Renaissance Entrepreneurship Center Clients’ HUD Income Level Renaissance Entrepreneurship Center Clients’ HUD Income Level HUD Income Band
[How HUD Income Band Would
be Defined in San Mateo County
in 2024 for a Family of 4]

EAC-SSF
(n=362)

EEC-NFO
(n=284)
OCC
(n=134)
Extremely Low
[30% of AMI - $58,750] 47% 57% 57%
San Mateo County Economic Advancement Centers: Final Evaluation Report 30 134
Table 10: Renaissance Entrepreneurship Center Clients’ HUD Income Level Renaissance Entrepreneurship Center Clients’ HUD Income Level HUD Income Band
[How HUD Income Band Would
be Defined in San Mateo County
in 2024 for a Family of 4]

EAC-SSF
(n=362)

EEC-NFO
(n=284)
OCC
(n=134)
Very Low
[50% of AMI - $97,900]
23% 25% 16%
Low
[80% AMI - $156,650]
12% 11% 15%
Median
[AMI - $186,600]
7% 3% 6%
Moderate
[120% AMI - $223,900]
2% 0% 1%
Above Moderate 8% 5% 5%
# MISSING: 54 33 8
English Proficiency
As shown below, the majority of clients have limited English proficiency across all three JobTrain sites. According to 2023 American Community Survey data for San Mateo County overall, 17% of residents are Limited English Proficient (LEP). 42 While English proficiency data
was not available at the community level (SSF, NFO, and Half Moon Bay), it appears that JobTrain clients have much higher rates of limited English proficiency than their surrounding community populations.

Table 11: JobTrain Clients’ English Proficiency
JobTrain Clients’ English Proficiency

EAC-SSF
(n=1283)

EEC-NFO
(n=558)
OCC
(n=152)
Limited English
proficiency 65% 65% 58%
Does NOT have limited
English proficiency
35% 35% 42%
# MISSING: 492 54 51
Table 12 below describes the prevalence of monolingual Spanish speakers at each Renaissance site. However, it is important to note that the number of clients with missing data is high. Also 42 https://www.smcgov.org/ceo/san-mateo-county-demographics-0 San Mateo County Economic Advancement Centers: Final Evaluation Report 31 135
note that this table does not include Spanish-speaking clients who can speak and understand English, but prefer to receive services in Spanish.

Table 12: Renaissance Entrepreneurship Center Monolingual Spanish Speakers Renaissance Entrepreneurship Center:

Monolingual Spanish Speakers

EAC-SSF
(n=224)

EEC-NFO
(n=193)
OCC
(n=107)
Yes (Monolingual
Spanish speaker) 24% 43% 49%
No 76% 57% 51%
# MISSING: 192 124 35
A significant number of EAC clients (particularly those with language barriers) are immigrants.

In addition to language barriers, immigrant clients often face increased employment barriers due to language, cultural, educational, and/or legal barriers. EACs do not formally collect information on clients’ immigration status.

About JobTrain Clients’ Employment Status
As shown in Table 13 below, the majority of clients were unemployed at intake across all three sites, compared to just a 3% unemployment rate in San Mateo County overall in April 2025, reinforcing that the EACs are serving folks in need of their programming.

Table 13: JobTrain Clients’ Employment Status at Intake JobTrain Clients’ Employment Status at Intake

EAC-SSF
(n=888)

EEC-NFO
(n=532)
OCC
(n=111)
Unemployed 66% 68% 59%
Employed Full-Time 10% 8% 16%
Ineligible to Work 8% 0% 0%
Part-Time (20 hrs/week
or more) 8% 11% 11%
Part-Time (less than 20
hrs/week) 5% 10% 11%
Not in Labor Force 2% 0% 2%
Never Employed 1% 1% 1%
San Mateo County Economic Advancement Centers: Final Evaluation Report 32 136
Table 13: JobTrain Clients’ Employment Status at Intake JobTrain Clients’ Employment Status at Intake

EAC-SSF
(n=888)

EEC-NFO
(n=532)
OCC
(n=111)
Seasonal 1% 1% 1%
Employed (from ONE) 0% 0% 0%
Retired 0% 1% 0%
Self-Employed 0% 0% 0%
# MISSING: 887 80 92
See below for JobTrain clients’ most recent hourly wage (Table 14). Note that a significant portion of clients’ most recent hourly wage is missing (86% of EAC-SSF and 92% of OCC clients are missing hourly wage data, compared to 44% of EEC-NFO clients).

Table 14: JobTrain Clients’ Most Recent Hourly Wage
JobTrain Clients’ Most Recent Hourly Wage

EAC-SSF
(n=246)

EEC-NFO
(n=340)
OCC
(n=16)
Average Hourly Wage $22.17 $21.56 $23.76
Median Hourly Wage $20.00 $20.00 $20.50
Minimum Hourly Wage $4 $8 $17
Maximum Hourly Wage $75 $130 $42.69
# MISSING: 1529 272 187
During intake, JobTrain requested clients’ current or most recent job title. EEC-NFO was much more likely than the other two sites to record clients’ current or most recent job title: at EEC-NFO, 67% of clients (409 of 612) have their current or most recent job title listed, compared to 22% of clients at OCC and 14% of EAC-SSF clients. Overall, clients’ current or most recent job title is missing for 73% of clients (1883 of 2590 clients). Among clients who reported their current or most recent job titles, clients have worked in a wide range of sectors, such as: facilities and cleaning, food service, childcare and caregiving, retail and sales, transportation, healthcare, and construction.

San Mateo County Economic Advancement Centers: Final Evaluation Report 33 137
About Renaissance Entrepreneurship Center Clients’ Businesses Table 15 below shows Renaissance clients’ business status at intake. Clients are more likely to join Renaissance in the “idea” phase (“I have ideas and want to start one”) at the OCC site, compared to EAC-SSF and EEC-NFO. EAC-SSF has the highest percentage of clients who already own a business and want to grow it, perhaps because the SSF site has been in operation longer than the other two sites.

Table 15: Renaissance Clients’ Business Status
Renaissance Entrepreneurship Center Clients’ Business Status

EAC-SSF
(n=375)

EEC-NFO
(n=279)
OCC
(n=140)
I already own a
business and want
to grow it
37% 32% 18%
I have ideas and
want to start one 30% 34% 49%
I have taken
concrete steps and
am committed to
starting one
20% 17% 18%
I already own a
business and want
help sustaining it
11% 14% 11%
I already own a
business and I’m
here to start another
business
2% 0% 1%
I do not intend to
start or own a
business
0% 2% 3%
# MISSING: 41 38 2
Table 16 shows clients’ business stage at intake. Compared to other sites, EAC-SSF is more likely to serve clients with existing/ongoing businesses (48%) in this community with a relatively more diverse economy, while OCC is most likely to serve clients whose business is “pre-startup” in this community with a relatively narrower economy (64%).

San Mateo County Economic Advancement Centers: Final Evaluation Report 34 138
Table 16: Renaissance Center Clients’ Business Stage
Renaissance Entrepreneurship Center Clients’ Business Stage

EAC-SSF
(n=257)

EEC-NFO
(n=182)
OCC
(n=72)
Pre-startup 39% 47% 64%
Existing/Ongoing 48% 37% 25%
Startup 13% 15% 11%
Closed Temporarily 0% 1% 0%
# MISSING: 159 135 70
Renaissance entrepreneurs operate businesses in a wide range of industries, such as food services, beauty, cleaning and maintenance, childcare, and professional services. Within Renaissance’s dataset, approximately one-third of businesses have been assigned a North American Industry Classification System (NAICS) code (286 of 875 listed businesses, or 33%).

Among these businesses (n=286), the most frequently reported NAICS codes are:
● Other Services (23%)
● Retail Trade (15%)
● Educational Services (14%)
● Accommodation and Food Services (12%)
● Health Care and Social Assistance (7%)
San Mateo County Economic Advancement Centers: Final Evaluation Report 35 139
Community Engagement and Outreach
EAC providers continually engage in a wide range of community engagement and outreach to make sure that potential clients and employer partners are aware of and can access their services. Within this section, Head and Heart summarizes a small selection of the outreach and engagement activities that EACs have engaged in.

Partnerships with Employers to Build Workforce Pipelines JobTrain seeks to build workforce pipelines for
clients by engaging with potential employers. For
example, JobTrain staff connected chip
manufacturers to certified graduates from their
advanced manufacturing training program.
43 Staff
also organize Employer Spotlight Events, where a
particular employer (e.g., Cintas, AbilityPath,
Stangenes Manufacturing) is showcased and all
Employment Specialists attend, in order to enhance
staff’s ability to place job seekers in suitable
positions.
44 Additionally, JobTrain has organized client field trips to potential employers and led interview practice workshops in collaboration with partners such as Meta Community Hub. 45 Career Fairs
JobTrain leads various career fairs throughout the County to help connect community members to employment opportunities. These career fairs often include employers ready to interview and/or hire onsite.
46 Community Outreach Events
The EACs also lead extensive networking and outreach events to make more potential clients aware of their services. Multiple EAC partners
47 described engaging with community members,
such as:
47 Sources: JobTrain April 2025 Progress Update, CSVS Q2 2025 Progress Report 46 JobTrain Progress Report - May 2025
45 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 44 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 43 JobTrain Progress Report - May 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 36 “Through ongoing networking and
outreach efforts, [JobTrain Employment
Specialists] are building strong
relationships with job seekers in South
San Francisco and establishing
meaningful connections within the
broader business community.”
– JobTrain April 2025 Progress Update
140
● Local elected officials, including City
Council members and San Mateo County
Board of Supervisors
● Youth, including high school students
(e.g., Jefferson Union High School
District) and members of Boys & Girls
Clubs
● Adult schools (e.g., Sequoia Adult
School)
● Colleges, such as College of San Mateo
and Skyline College
● Attendees at large community cultural
events, such as SSF Lunar New Year
Night Market, NFO Festival Del Niño y la
Niña, a Cinco de Mayo parade, Arab
American Heritage Month celebrations, and a Día de Guadalupe Event at St. Anthony’s Catholic Church
● Community spaces, such as the Half Moon Bay public library, grocery stores, and food distribution centers
Additionally, Coastside Venture Studio led multiple outreach events with subject matter experts, startups, industry leaders, business incubators, and investors. 48 To expand and deepen their impact, JobTrain also engages with diverse partner organizations with expertise in a range of areas, such as:
● Life skills training for intellectually disabled adults ● Digital equity and accessibility
● Banking – Tri Counties bank has spoken with EAC participants about topics such as banking tools, loan readiness, and small business empowerment 49 EACs also lead ongoing marketing activities, such as tabling, distributing flyers, and hosting events, as part of their lasting commitment to building partnerships and increasing community engagement.
49 Q3 Coastside Renaissance Report April-June 2025
48 CSVS Q2 2025 Progress Report
San Mateo County Economic Advancement Centers: Final Evaluation Report 37 OCC Fair in May 2025
141
Accessible Facilities for the Community
Coastside Chamber makes their rooms (including a
meeting room, tech room, and classroom) available to
local businesses, groups, and nonprofits. Staff report
that word is spreading in the community about the
facility offerings – the Chamber has received increased inquiries to use the space.
50 Opportunities for Entrepreneurs to Increase their
Visibility
In collaboration with JobTrain and the Coastside Chamber, Renaissance co-hosted the Coastside Community Fair, which brought together over 80 attendees, five resource partners, and five employers. Two Renaissance entrepreneurs showcased their products.

In May 2025, the Mama Bonita Marketplace featured eight Renaissance businesses. The event was designed to give the community a space to shop for meaningful gifts ahead of Mother’s Day while supporting local entrepreneurs. Vendors offered a beautiful variety of products, including hair accessories, candles, flowers, personalized cups, and other handcrafted gifts. In preparation for the event, all participating vendors received marketing, pop-up, and sales training, which helped them build confidence, refine their displays, and improve their customer engagement.
51 Digital Engagement
EACs practice the digital engagement and social media marketing techniques which they teach their clients. For example, the Coastside Chamber promotes all classes, events, and services through various channels. In Q2 2025, they reported, “We are currently rebranding the Coastside365 social channels and website to Coastside411to better connect with locals.” 52 52 Coastside Chamber Q2 2025 Progress Report
51 SOUTH SMC-NFO_ APR-JUNE, 2025
50 Coastside Chamber Q2 2025 Progress Report
San Mateo County Economic Advancement Centers: Final Evaluation Report 38 “More than 75 people for various
reasons have toured the Tech
studio and have all been very
complimentary on the setup
and the professional quality of
the equipment.”
– Coastside Chamber Q2 2025 report
“Cuando hay ferias, ellos agarran a toda la gente que se graduó y los ponen ahí en la feria ya a presentar su negocio. Está muy lindo.”
…
Translation:
“When there are fairs, they reach out to the graduates and put them there to present their businesses. It's really nice."
– Renaissance Client
142
Clients as Ambassadors for EAC Programming
In addition to the robust outreach efforts by EAC staff, EAC clients are spreading the word about EACs’ services. Multiple Renaissance clients reported during interviews that: 1) they learned about the program from other participants, and 2) they continue to pay it forward by spreading the word and recommending classes to small business owners who could benefit from Renaissance services.

See below for a satisfied Renaissance client sharing how she spreads the word to fellow business owners in her community:

San Mateo County Economic Advancement Centers: Final Evaluation Report 39 “Es genial. Todo el que me encuentro que tiene el negocio pequeño le digo hey, ¿Tú ya conoces Renaissance? … Bueno, ahí te enseñan de tu negocio… ya mejor si tus habilidades...

Han llegado gente que hacen pasteles de su casa. Uno de ellos ya abrió la pastelería…. O la mujer de raspado de la esquina de la iglesia católica ahí en South San Francisco, que está ahí vendiendo su mangonada y le digo tú eres negocio pequeño, tú eres de buscar ayuda.

Aquí en esta ciudad hay ayuda para nosotros. Y así lo voy invocando a Renaissance porque la verdad es que sí es un lugar que le ayuda mucho a la ciudad.” …
Translation:
“It's great. Everyone I meet who has a small business, I say, "Hey, have you heard about Renaissance? Well, they teach you about your business... it's better if you can master your skills.” ... People have come here who make cakes from their homes. One of them even opened a bakery …. Or the woman who sells shaved ice on the corner of the Catholic church in South San Francisco, who's there selling her mangonada (frozen dessert), and I tell her, ‘You're a small business, you should look for help. There's help for us here in this city.’ And so I keep invoking Renaissance because the truth is, it's a place that helps the city a lot.” – Renaissance Client
143
What is Working Well and Facilitators of Success
The EACs fill systems-level gaps in that they
provide community members with a comprehensive
and coordinated range of services to support
economic advancement. Community leaders
universally recognize the EACs as vital innovations
that fill long standing service gaps in their respective communities. Furthermore, they offer integrated,
community-specific, and culturally competent
services not previously available. Prior to the
establishment of the EACs, services were described
as sparse, inconsistent, and often inaccessible —
particularly for low-income, immigrant, and
monolingual Spanish-speaking residents in addition
to clients who live far from Redwood City (the
County seat which has a greater concentration of social services than other areas of the County).

Community leaders also praised ways in which the EACs uphold best practices for workforce and economic development. Best practices reflected in the EACs’ model include: co-location with safety net services, in-person programming, community engagement, feedback loops, and alignment with broader policy and regulatory environments. In particular, interviewees uplift the following characteristics of the EACs:
● “One-stop shop”: The co-location of
services with organizations that share a
common purpose around economic
mobility for community members most in
need means people experience the EACs
like a “one-stop shop.”
● Linguistic and cultural responsiveness:

Bilingual staff hired from the local
communities are often able to build
trusting relationships with clients more
easily than staff who are not culturally congruent with clients.Emphasis on in-person San Mateo County Economic Advancement Centers: Final Evaluation Report 40 “The EAC really from the get-go
filled significant gaps in our
community… it delivered
immediately.”
– Community Leader
s
“There really is nothing on the South
Coast. People would take advantage
of the Chamber of Commerce once
in a while … but no consistent
services.”
– Community Leader
“The gap they [the three EACs] fill is being co-located, providing hot (not warm) handoffs directly to other community-based providers, operating with culturally competent staff, and providing a completely different type of support and environment that a City or the County of San Mateo can provide on its own.”
– Local Workforce Development System Expert
“The benefit has been … to have the
opportunity to have the range of
services we have access to for
clients through our partnerships. It
has been awesome to join forces and
do something together. We all make
sense together, help each other out,
and also can be our own entities.”
– Provider
144
services: While clients appreciate a mix of virtual and in-person services (e.g., the ability to complete business training through Zoom), we heard that in-person services are particularly important, due to many clients’ limited digital literacy and tech savviness. ● Coordination across programs: Communication and coordination across programs and services within each site makes for smooth operations.Visibility for entrepreneurs: EAC events create opportunities for entrepreneurs to sell their products and increase their visibility and engagement within their local communities.

Furthermore, these EACs uniquely offer a wide
range of comprehensive, walk-in supports that are
largely not available elsewhere. Multiple clients and
community leaders affirmed the importance of
centralized, walk-in access to a range of supports —
including workforce training, small business
advising, job placement, and wraparound services
such as housing and legal support. As one
community leader explained, “You lose people if
they can’t get everything they need in one place.”
Clients particularly benefit from being able to access personalized, individual support from EAC staff. Through the EACs, clients can access Employment Specialists (from JobTrain) and 1:1 consultation (through Renaissance) in order to navigate their own unique goals and challenges.
“Yo sé un montón de cosas nuevas que yo dije, ‘Wow, ¿Cuántos errores hubiera cometido si ellos no me hubieran orientado bien?’ Además, las profesoras son accesibles y todas las preguntas que tú haces ahí … si en el momento no te la contestan, en privado, te la contestan. Eso es muy importante. Y otra cosa es [que] te dan atención personal porque como un grupo que tal vez sean de de 18 a 20 personas, entonces les permite hacer citas para atenderte individualmente en dónde está tu problema para no sufrir, [para] mejorar en tu negocio.”
Translation: “I know a lot of new things, and I said, ‘Wow, how many mistakes would I have made if they hadn't guided me properly?’ Plus, the teachers are accessible, and if they don't answer any questions you ask at the moment, then they answer them privately [later]. That's very important. And another thing is that they give you personal attention because, as a group of maybe 18 to 20 people, it allows them to schedule appointments to see you individually, focusing on where your problem lies, so you don't suffer, so you can improve your business.” – Renaissance Client
San Mateo County Economic Advancement Centers: Final Evaluation Report 41 “The reason that the EAC was such
an intriguing model is that it included
everything from job seeking to
business supports, which is
extremely important – the whole
picture!”
– Community Leader
145
Trust is key. The EACs successfully build trust with clients by offering culturally and linguistically responsive services for immigrant communities.

Multiple clients and community leaders emphasized
the importance of culturally and linguistically
responsive services. In particular, multiple clients
voiced appreciation for Spanish-language classes –
and this appreciation was not limited to monolingual
Spanish speakers as some clients who fluidly joined
interviews or focus groups in English expressed that
they prefer to receive EACs’ training content in Spanish. See the client quote below:
“The good thing for us, it was like they have classes in Spanish and in English. And that was very interesting, because it was a little hard for us to understand in the English. So it was very good that they have classes in Spanish so we can understand much better the terms we are, small business owner, like I said before.”
– Renaissance Client
The EACs have done an excellent job in serving community members who are most vulnerable due to historic marginalization, and thus most are in need of economic advancement. This means that clients require a high-level of investment of staff support and a diverse array of services and programmatic interventions. Many clients face intersecting barriers and injustices which can prevent them from accessing employment. As described in the spotlight below, JobTrain staff helped a client who experienced multiple barriers (such as homelessness and incarceration) to secure a job placement.

JobTrain Client Spotlight: Mr. R from North Fair Oaks
53 “Mr. R came to us through a referral by Mrs. Lisa Moody. He has gone through a lot in the past couple of years. He is a formerly incarcerated individual who has experienced homelessness and gone through the lengthy and tedious expungement process. He struggled to find a job for over eight months after finishing a warehouse apprenticeship program in early 2023. Even with the help of a case manager, he found today’s job market daunting, and as a person who is older and not very tech-savvy, he found it hard to stay on top of communication involving job leads and applications. We met two times that week and created a new email for job searching and communications. We landed him a good-paying job at UPS that he was happy with within that same week. Allen is very happy to be working at UPS. He has been approached with the opportunity to eventually be full-time and receive benefits and is even excited to join the union when he has the chance.”
53 Q4 FY25 North Fair Oaks Career Center Quarterly Performance San Mateo County Economic Advancement Centers: Final Evaluation Report 42 “It is very important that people can
go to the Center in their community,
see people like themselves, and get
multiple services in one location.”
– Community Leader
146
The EACs respond to structural inequities by seeking to create opportunities for clients to not only generate income, but to increase their own sense of power, agency, and belonging and create assets for future generations. EACs emphasize the importance of choice, community-rooted wealth-building models, and long-term sustainability. For example, Renaissance’s Legacy Builders Initiative in SSF is empowering a new wave of entrepreneurs with the skills and knowledge needed to grow their businesses and build sustainable legacies for themselves, their families, and communities. This cohort-based program offers a comprehensive curriculum designed to support diverse business needs and help local entrepreneurs thrive in an ever-changing economic landscape. 54 Participants have gained
practical skills, such as integrating AI tools into their operations, strengthening their financial literacy, navigating government contracting
opportunities, and identifying new markets.

Additionally, Legacy Builders participants have
access to consulting sessions to dive deeper into
business-specific challenges, such as pricing
strategies, brand development, and funding
readiness.
55 “Gané mejor porque es la satisfacción que sientes de que es algo tuyo. Al final del día, [si] trabajaste igual cuando se le trabaja [para] otro jefe … pero es tuyo. Es tu resultado. Son tus ideas, son tus habilidades, las que se desarrollaron ahí. Y esa es la satisfacción más grande que uno puede tener. Cuando tiene un negocio y tiene una pasión por un negocio.” Translation:
“I earned more because it's the satisfaction you feel knowing it's yours. At the end of the day, you worked the same way when you work for another boss… but it's yours. It's your result. It's your ideas, it's your skills, the ones you developed there. And that's the greatest satisfaction you can have. When you have a business and you have a passion for it.” – Renaissance Client
Clients expressed gratitude for how “low barrier” and accessible EAC services are. Examples of a “low barrier” client experience include:
● Clients are able to talk to someone right away (with no appointment required). ● The intake process is fast.
● Clients can receive a Chromebook (if needed) to access virtual classes. ● Services are free of cost to clients.
55 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 54 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 43 “Getting households and residents to be
in the position of developing
generational wealth… beyond traditional
workforce development.”
– Funder
147
● Staff check in with clients frequently (e.g., through phone calls and messages) to share updates, such as new training offerings.
● The EACs are welcoming to multiple generations – one client described how the benefit of working with older and younger generations goes “hand in hand,” offering experience and inspiration.
“Tienen mucha comunicación con nosotros. Tienen un grupo de WhatsApp e incluso te hacen llamadas. Es realmente fácil [acceder a las clases].”
Translation:
“They communicate a lot with us. They have a WhatsApp group and even call you. It's really easy [to access classes].”
– Renaissance Client
Below, one client describes how valuable it was for JobTrain to remove financial barriers to her education:
“I'm a single mom, so school could be really expensive. I wasn't looking to go to school right now at the moment, but finding out the programs that they offer and how they're basically free, it helped me to go back. So I'm excited for that, [to do] something that I didn't think I was going to do.”
– JobTrain Client
Below, two providers explain ways in which EACs prioritize accessibility by offering a drop-in model and having more flexible, lower-barrier-to-access eligibility criteria, compared to the Workforce Innovation and Opportunity Act (WIOA) model.
“Prior to our site in SSF, which is charged with serving North County communities, there were other services, but it was a drop-in model. Our course facilitators would drop into partner sites and offer courses. The libraries in Daly City, community centers, etc. We would do outreach at different events, but there wasn’t a place to just drop in any time and ask questions. There also isn’t the same intentional partnership with JobTrain – the referrals and relationship with JobTrain were not the same numbers as they are now in North County. It was still on the clients to find us. Now, it is like, come to the EAC, we will be there, whenever it works for you.

We have never served the number of clients we are serving now in North County.” – Provider
San Mateo County Economic Advancement Centers: Final Evaluation Report 44 148
“It’s a great program and an excellent model. The use of funding to provide employment services to the community is very similar to the WIOA model, but they have criteria in a way that qualifies or disqualifies folks. This is more flexible. We say, ‘Come on in! We want to help you!’ We try to find what work they can do and where there are job openings that could meet their needs. The model is a good one. I worked under the WIOA contract for years and it was very restrictive, not allowing people to access services. JobTrain provides training at no cost and we can give supportive services to offset transportation costs, etc.” – Provider
Additionally, clients praised how caring and supportive EAC staff are – they greatly appreciate the ways in which staff help participants to learn and take things “step by step” with patience.

Clients described EAC staff as visible, well-known, and trusted among their local communities, which supports EACs’ ability to support and attract more clients. “And I feel like they really care about you. You know, you're not just like any other person. I feel like they really deeply care about everybody.”
– JobTrain Client
“[The teachers] were all so nice. And, you know, I'm not that kind of person that likes to talk… but they make you feel comfortable, and [it was a] really, really good class.” – Renaissance Client, Growing at Home class for childcare providers “JobTrain has encouraged me to work [as an older person]… to stop going out to pasture. I still have enough energy. I’m still lucid. I believe that I can go back to work for myself.” – JobTrain Client
“Entonces encontraste una familia … en Renaissance, sí encuentras la familia que necesitas para orientarte si quieres hacer un negocio.”
Translation:
“So you found a family… at Renaissance, you do find the family you need to guide you if you want to build a business.”
– Renaissance Client
Please see the Recommendations chapter for areas of opportunity for strengthening programming at the EACs.

San Mateo County Economic Advancement Centers: Final Evaluation Report 45 149
VI. CLIENT-LEVEL OUTCOMES EVALUATION

FINDINGS
This chapter summarizes outcome-related findings for clients served by the EACs (primarily JobTrain and Renaissance Entrepreneurship Center). Clients included job seekers, small business owners, and entrepreneurs.

Outcomes for Job Seekers
This section describes JobTrain clients’ participation in job readiness services, increased job readiness skills, and job placements.

Participation in Job Readiness Services
Table 18 summarizes JobTrain clients’ participation in job readiness services. The sample size (“n”) in the first row of the table refers to the number of unique clients (by “Service Created Center”) who received any job readiness services at all. The first row, “resume complete,” indicates whether clients have completed a resume and are considered active job seekers ready for hire. The following rows list the number of unique clients (by “service created center”) who received the job readiness service listed in the first column, such as “external upskill.” Table 18: JobTrain Clients’ Participation in Job Readiness Services JobTrain: Job Readiness Service Participation Count

EAC-SSF
(n=1684)

EEC-NFO
(n=521)
OCC
(n=215)
Resume Complete
(indicates if client is
active job seeker ready
for hire)
857
(51% of clients who
participated in any job
readiness services)
329
(63% of clients who
participated in any job
readiness services)
50 (23% of clients who
participated in any job
readiness services)
Job Search 740 304 92
Career Coaching 609 388 90
Internal Upskill 252 116 31
External Upskill 118 12 5
Placement Support 116 25 4
Career Training Referral 86 20 14
Mock Interview 62 45 4
Cover Letter 59 25 17
San Mateo County Economic Advancement Centers: Final Evaluation Report 46 150
Job Readiness Skills
During focus groups, clients shared deep appreciation for ways that JobTrain helped them gain skills and connections to gain employment. Below are key skills that focus group participants said they learned through JobTrain:
● Learning to be proactive and communicate
during job searches
● Interview preparation (e.g., learning to
“structure my answers better” instead of
rambling)
● Resume development
● Computer and technology training
● Job-specific training, such as advanced
manufacturing, building maintenance, and medical assisting ● Support with cover letters and reference
Additionally, JobTrain supported clients to:
● Transition to another field due to market
changes or temporary disability
● Access unemployment benefits
● Access practical support, like non-slip
shoes, Clipper cards, gift cards, or a used
bike for transportation to work
● Prepare for opportunities to acquire certifications
See below for a client’s testimonial about how finding a job has helped her increase her happiness and self-esteem:
“Estoy muy contenta porque me siento que estoy haciendo algo útil…. La verdad, me han ayudado mucho. Pues, finalmente encontré trabajo gracias al nuevo currículo que me ayudaron a hacer…. Se los agradezco mucho porque me salvaron mi forma de ser porque yo sentía que no servía para nada, que nunca iba a encontrar trabajo. Ahora siento bien importante que puedo hacer cualquier cosa.”
Translation:
“I'm very happy because I feel like I'm doing something useful... Honestly, they've helped me a lot. Well, I finally found a job thanks to the new resume they helped me create... I'm so grateful to them because they saved my way of being, because I felt like I was useless, like I'd never find a job. Now I feel really important and can do anything.”
– JobTrain Client
San Mateo County Economic Advancement Centers: Final Evaluation Report 47 “I worked very closely with [JobTrain
staff] – she was wonderful, helped me
prep for interviews and know what to
say and what not to say. We have to be
proactive, we have to be one on one, we
need to reach out – we need to be
there.”
– JobTrain Client
“I would not have been able to get my
unemployment benefits without the
assistance of [JobTrain staff]. I was
floored by the wonderful support I got
from both of them. It was very difficult
to do online.”
– JobTrain Client
151
During a focus group, a JobTrain participant shared his very positive experience in the Advanced Manufacturing course:

This two-week Advanced Manufacturing workshop (offered in partnership with the Semi Foundation) allowed students to gain skills and training in the semi-conductor field for Fabricator, Technician, and Machinist jobs. JobTrain provided breakfast and lunch while students received a $500 stipend upon completion.
56 See image below, which features 14 of the
17 participants from Spring 2025:

Job Placement
Across all three JobTrain sites, clients received a total of 778 job placements. See below for the number of placements and number of clients by site (note that some clients received multiple placements at different points in time).
● EAC-SSF: 533 job placements among 452 EAC-SSF clients who received placements ● EEC-NFO: 185 job placements among 159 EEC-NFO clients who received placements ● OCC: 60 job placements among 52 OCC clients who received placements The following three tables show clients’ job placement hourly wage (typically around $22/hr), their job placements’ average hours per week (typically around 35hrs/week), and job placement position type (the vast majority is “regular”). The sample sizes (“n’s”) in the three tables below 56 JobTrain Progress Report - April 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 48 “I recently took the Advanced Manufacturing course at JobTrain, and that was a very positive experience, in my opinion. It was two weeks of intense training; we came here from 9:30AM every morning for two weeks, and went until 4PM. They provided us with computers, with breakfast, with lunch, and … I got taught different skills in [different] ideas and topics. They even helped me with resume building. So it was a very comprehensive course.” – JobTrain Client
152
refer to the number of job placements, not the number of individuals who received job placements.

Table 19: JobTrain Clients’ Job Placement Hourly Wage
JobTrain Clients’ Job Placements: Hourly Wage

EAC-SSF
(n=530)

EEC-NFO
(n=182)
OCC
(n=55)
Average Hourly Wage $22.73 $21.84 $21.92
Median Hourly Wage $21.25 $20.13 $20.00
Minimum Hourly Wage $15 $16 $16
Maximum Hourly Wage $81.73 $64 $53.85
Table 20: JobTrain Clients’ Job Placement Average Hours Per Week JobTrain Clients’ Job Placements: Average Hours Per Week

EAC-SSF
(n=467)

EEC-NFO
(n=181)
OCC
(n=57)
Average Hours Per Week 36.2 34.4 35.1
Minimum Hours Per
Week
7 6 15
Maximum Hours Per
Week
45 80 48
Table 21: JobTrain Clients’ Job Placement Position Type JobTrain Clients’ Job Placements: Position Type

EAC-SSF
(n=469)

EEC-NFO
(n=174)
OCC
(n=58)
Regular 90% 80% 93%
Temporary 5% 16% 7%
Self-employed 4% 3% 0%
Internship 1% 0% 0%
Promotion 0% 1% 0%
San Mateo County Economic Advancement Centers: Final Evaluation Report 49 153
In the quotes below, JobTrain clients describe positive changes they’ve experienced since finding a job:

In Clients’ Own Words:

What difference has JobTrain made in clients’ lives by helping them find work? “Everything that I’ve accomplished is because of JobTrain…. [without them, I would] likely still be in the street. I wouldn’t have found this amazing job here at [employer] as [executive sous chef]. Transportation, clothing, vouchers for food, even counseling. Just them being friendly… receiving me with open arms and asking how’s my day going, how’s my child, things like that. It’s more than I could have asked for.” ….
“JobTrain helped me find this job… and I’m making double. Hell yeah, it’s greatly increased my salary, and I’m extremely thankful for that.” …
“Now, I’m working with the County. I have health insurance…. I have a steady job, a good salary, and I can provide to my family.”
Additionally, below are JobTrain client spotlights on job placement successes of two clients.

JobTrain Client Spotlight: Wallace from South San Francisco 57 “After being laid off from his job at a law firm and running out of his EDD benefits, Wallace found himself struggling to make ends meet, burdened by bills and growing credit card debt.

In desperate need, he made a commitment to meet with Edmund Lee by making weekly appointments, receiving career coaching, and diligently following up with employers after submitting job applications. Wallace’s perseverance paid off and just one month into his job search, Wallace landed a position as an office administrator at SFID Design Build, an interior design company.”
JobTrain Client Spotlight: Ms. M from North Fair Oaks
58 “Ms. M came to us initially interested in taking the IT class to further her earning potential.

She had been working as a case manager at a housing Nonprofit in Palo Alto but was looking for something closer to home to work and help the members of her community. She also wanted more flexibility to return to her studies at San Jose State University. We helped her edit and update her resume and supplied her with the new skills and tips that would be helpful for her to continue her job search and for future use. When we sent her the case manager lead at our partners at El Concilio, she was excited and hopeful. She applied for a cover letter for a 58 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 57 JobTrain Progress Report - April 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 50 154
couple of different jobs. After several interviews, she received two offers, which she said had never happened before. Hence, she needed some placement support, so she sat with our team to go over her options and help her draft an acceptance email and a polite rejection email. She was ecstatic to start at El Concilio in early November and has hit the ground running! We have run into her in the community a couple of times at the local coffee shop, and when we have gone to drop off flyers and inform our partners of any new updates and workshops, she is still over the moon almost two months after starting. She loves that she gets to walk to work every morning and help her community. She also really enjoys the people she works with and their support.”
Outcomes for Small Business Owners and Entrepreneurs
Renaissance Entrepreneurship Center provides a cornerstone for entrepreneurial activity, delivering essential resources to help business owners start, stabilize, and scale their enterprises. As San Mateo County communities navigate the lasting impacts of the pandemic, Renaissance seeks to promote equitable access to knowledge, networks, and opportunities that foster long-term financial resilience.
59 The available quantitative data related to Renaissance’s outcomes is limited for multiple reasons. First, Head and Heart received minimal (and incomplete) information about Renaissance clients’ businesses’ finances and staffing. Renaissance administers quarterly surveys to clients asking about information such as gross revenue and staffing; however, clients’ quarterly survey response rates are low (around ~10%). Secondly, this formative evaluation happened early in the lifecycle of the EACs, and it can often take up to three years for small businesses to hit their stride. Thus, some of Renaissance’s potential impacts may not yet have occurred, particularly for clients served in the more recently opened EACs in North Fair Oaks (EEC-NFO) and Half Moon Bay (OCC).

The above notwithstanding, based on
the data from client interviews and
Renaissance’s quarterly reports, it is
clear that Renaissance is contributing
towards positive impacts for clients,
their businesses, their families, and their
larger communities. Through
Renaissance, clients successfully gained
access to myriad training and consulting
services to strengthen their businesses.
59 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 San Mateo County Economic Advancement Centers: Final Evaluation Report 51 Renaissance Business Prep Class (SSF),
Graduation 2024
155
Below is a selection of the types of training and workshops that they received:
● Small business intensive training classes, such as:
○ Start Smart
○ Business Prep
● Skill-building workshops on topics, such as:
○ Marketing (e.g. social networks, Canva, and digital marketing) ○ Business websites
○ Finance
○ Legal and regulations
○ “Soft” business skills
○ Business plan development
○ Starting a home kitchen business
○ Canva and graphic designPricing products and services ○ Building your business credit
○ Creating pop-up displays
○ Vision and mindset Industry-specific workshop for childcare businesses ● Customized one-on-one consulting
● Access to capital, markets, and networking
One of Renaissance’s signature programs is Start Smart/Comienza con Confianza, a four-week class which guides aspiring entrepreneurs through the foundational steps of launching a business. Participants define their vision, craft a clear mission statement, assess their skills and available resources, and develop a tailored business strategy. The program also includes practical exercises to test products and services, helping entrepreneurs validate their ideas and build a strong roadmap for success.
60 See below for a Client Spotlight about how one
Renaissance participant is using these learnings to turn her cooking talents into a business. 60 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 52 156
Renaissance Client Spotlight: Sandra Zeledón
61 “Sandra Zeledón, a proud mother of three and keeper of her Nicaraguan household traditions, is embracing a new chapter as she turns her lifelong passion for cooking into a business. With her children now grown, Sandra feels ready to take on something that both challenges and enriches her life. After hearing about Renaissance from friends, she joined our orientation eager to learn. She quickly enrolled in Comienza con Confianza, our foundational Spanish-language course designed to help entrepreneurs bring their ideas to life through the Business Model Canvas. In this course, Sandra identified her target clients, value proposition, startup needs, and revenue streams, laying the groundwork for her future business.

Today, Sandra is continuing her journey alongside her two daughters in Plan de Negocios, our Spanish-language business planning course. Her daughters bring valuable experience from working in local restaurants, and together they make a passionate team committed to building a mission-driven business that enriches both their lives and their community.

Sandra’s vision is to add to North San Mateo County’s rich culinary landscape with food that tastes like home away from home, where the heart of Nicaragua comes through in every bite.

More than a business, it is her way of honoring her culture, sharing her story, and creating a table where everyone is welcome.”
Business Outcomes Reported by Clients in Quarterly Surveys To learn more about clients’ outcomes, Renaissance administers quarterly surveys to clients about their business growth, profit/loss, and number of employees. Overall, the volume of quarterly responses is low; still, responses received indicate that entrepreneurs have benefitted from Renaissance services.

Table 22 below summarizes the number of clients who grew their business in any quarter (by site) and the number of unique clients who launched their business in any quarter.

Table 22: Quarterly Survey Respondents’ Reported Business Growth and Business Launch Renaissance Entrepreneurship Center:

Business Growth and Business Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they grew their
business (in any
quarterly survey)
13 19 2
61 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 53 157
Table 22: Quarterly Survey Respondents’ Reported Business Growth and Business Launch Renaissance Entrepreneurship Center:

Business Growth and Business Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they launched their
business (in any
quarterly survey)
9 3 5
Table 23 describes how many Renaissance clients 1) improved their pre-existing website and 2) launched a new website.

Table 23: Quarterly Survey Respondents’ Website Improvement and Website Launch Renaissance Entrepreneurship Center:

Website Improvement and Website Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they improved their
pre-existing website (in
any quarterly survey)
12 9 2
Number of unique
clients who reported
they launched a new
website (in any
quarterly survey)
7 3 4
Table 24 summarizes several indicators of businesses’ overall health: their gross revenue/sales, profits/losses, number of employees, and level of personal investment. These indicators reflect some of these businesses’ contributions to their local economies and local communities.

San Mateo County Economic Advancement Centers: Final Evaluation Report 54 158
Table 24: Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF EEC-NFO OCC
Gross Revenue/Sales
(Quarterly)
Total gross revenue
reported: $539,181.
33 survey responses
(among 26 unique
clients) reported gross
revenue/sales > 0.

Among these 33
responses:

Average = $16,339
Range = $1-120,000
Median = $3000
Total gross revenue
reported: $437,521.
25 survey responses
(among 19 unique
clients) reported gross
revenue/sales > 0.

Among these 25
responses:

Average = $17,501
Range = $774-100,000
Median = $8000
Total gross revenue
reported: $15,935.
6 survey responses
(among 5 unique clients)
reported gross
revenue/sales > 0.

Among these 6
responses:

Average = $2,656
Range = $400-7000
Median = $975
Profit / Losses
Net profit: $97,720.
23 survey responses
reported profit > 0. Total
profit: $107,920.

Three survey responses
reported losses (profit <
0). Total losses: $10,200.

Among these 26 survey
responses reporting
profit or loss (not equal
to zero):

Average = $3758
Range = $8000 loss
(min) to $33,000 profit
Median = $1775
Net profit: $93,656.
19 survey responses
(among 17 unique
clients) reported profit >

0. Total profit: $94,856.

One client reported a
$1200 loss.

Among 20 survey
responses reporting
either a profit or loss (not
equal to zero):

Average = $4683
Range = $1200 loss
(min) to $27,000 profit
Median = $2250
Net profit: $3,371.

Four survey responses
(among 3 unique clients)
reported profit > 0. Total
profit: $3371. No clients
reported losses.

Among these 4
responses reporting a
profit:

Average = $843.

Range = $65-$2206
Median = $550
Number of Part-Time
Employees
7 responses (among 7
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 10
part-time employees.

Average = 1.4 part-time
employees
Range = 1-3 part-time
employees
Median = 1
9 responses (among 8
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 13
part-time employees.

Average = 1.4 part-time
employees
Range = 1-3
Median = 1
Two responses (among 2
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 3
part-time employees.

Average = 1.5 part-time
employees
Range = 1-2
Median = 1.5
San Mateo County Economic Advancement Centers: Final Evaluation Report 55 159
Table 24: Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF EEC-NFO OCC
Number of Full-Time
Employees
9 responses (among 9
unique respondents)
indicated they have at
least 1 full-time employee
(FTE). Total: 10 full-time
employees.

Average = 1.1 full-time
employees
Range = 1-2
Median = 1
8 responses (among 8
unique respondents)
indicated they have at
least 1 full-time
employee (FTE). Total: 9
full-time employees.

Average = 1.1 full-time
employees
Range = 1-2
Median = 1
Two responses (among 2
unique respondents)
indicated they have 1
full-time employee. Total:
2 full-time employees.

Amount You Invested in
Your Business
Total invested: $340,311.
32 responses (among 26
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 32 responses:

Average = $10,635
Range = $200-$99,999
Median = $2750
Total invested:
$258,200.
28 responses (among 22
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 28 responses:

Average = $9221
Range = $200-99,999.99
Median = $1750
Total invested: $24,679.
13 responses (among 9
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 13 responses:

Average = $1898
Range = $140-5000
Median = $1500
Themes from Renaissance Client Interviews
As part of this formative evaluation, nine Renaissance clients were interviewed about their experiences with the program. Clients shared overwhelmingly positive feedback, and they reported that they made impactful changes to their business practices as a result of what they learned. Below are some key examples and highlights.

Multiple clients obtained business licenses thanks to working with Renaissance. Before Renaissance, many clients did not understand the process and steps needed to obtain a business license. Staff helped clients to resolve their questions and address challenges related to obtaining a license.

Renaissance helped many clients to expand their businesses through improved online and physical marketing.
● One client who owns a cleaning business described how Renaissance taught him to market his services in multiple ways – he learned to set up a Google page, create and distribute flyers, engage in social media marketing, and even how to take photos that San Mateo County Economic Advancement Centers: Final Evaluation Report 56 160
best showcase the quality of his work. This client emphasized that Renaissance staff “saben de lo que están hablando” (know what they are talking about) – “cuando uno lo implementa, sí ve un cambio” (when you implement it, you do see a change). Before, this client paid someone else to manage his social media pages, and now, the client manages his social media marketing himself with better results. ● Another client described how improved marketing has brought increased customers to her coffee shop – marketing was the “number one thing” where she “saw a difference” in helping attract more customers. The client shared that she learned how to look at her business “from the other side” (customers’ perspective) to improve her marketing – “Are the pictures clear to customers? Better quality pictures help the customer see the business as more attractive.” She estimates that her revenue increased by ~10% after working with Renaissance.
● According to an entrepreneur who owns a small jewelry business: her improved social media strategies helped increase her jewelry sales by about 40%. ● For entrepreneur Aracelly Picado, Renaissance staff helped her improve her marketing and create a Youtube video (Renaissance celebrates Aracelly Picado - Cacao Nicoya) which shares the story of her business. Cacao Nicoya’s unique value proposition includes selling meals to workers at construction sites – unlike fast food establishments, she offers a variety of hot, homemade foods, such as tilapia, Nicaraguan “gallo pinto” (red beans and rice), plantains, and champurrado (a hot beverage made with corn and chocolate).

See below for a Client Spotlight about how Renaissance helped one client to showcase her custom bridal and dress alteration business.

Renaissance Client Spotlight: Mary Obico Velasco
62 “Mary Obico Velasco is the creative force behind Mary O Maker, a custom bridal and dress alteration business dedicated to helping clients look and feel their best on their most special occasions. With a keen eye for detail and a passion for design, Mary transforms gowns and garments into perfectly tailored pieces, delivering craftsmanship and confidence to her clients.

After participating in a 10-week Business Prep course, Mary refined her vision for Mary O Maker and built a more precise roadmap for growth. She also participated in Renaissance’s Website Program, where she worked one-on-one with experts to develop a beautiful and functional website: www.maryomaker.com. The new site showcases her services, highlights her portfolio, and makes it easier for clients to connect with her directly. Additionally, Mary has participated in a wide range of ongoing learning opportunities to strengthen her visibility, protect her business, improve customer engagement, and promote client retention.” 62 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25. NOTE: This spotlight is shortened – the success story in the quarterly report contains more detail.

San Mateo County Economic Advancement Centers: Final Evaluation Report 57 161
Renaissance supported clients to formalize their businesses in various ways, such as using contracts and paying payroll taxes. For example, one client who is a childcare provider shared that Renaissance taught her about the importance of formalizing her agreements with families via contracts. As a result of what she learned, she now uses contracts which articulate policies such as drop-off and pick-up times, sick policies (to avoid spreading illness among children), and holiday and vacation pay. Another client shared that, after working with Renaissance, he was able to increase his business revenue enough to take on the increased expenses of formalizing his business, such as paying for payroll taxes and insurance.

Renaissance clients learned how to improve their businesses’ financial health and organization.

Clients described how Renaissance helped them learn how to understand profit and loss, create a budget, and save money for taxes. As one client described, “everything you earn isn’t for you” – and Renaissance taught him to set aside money to meet his goals.

Additionally, some clients shared how they learned to adjust prices to increase the profitability of their businesses. For example, one client described raising her rates because she had been undercharging. However, another client talked about how he learned to lower his prices (during slower times) for his business’s financial health. In periods of lower demand, he learned to respond by offering “specials” or lower prices on the plants he sold – even if there wouldn’t be a profit, he could recoup some money so that there wouldn’t be a loss. Increasing his sales during the slower months helped increase his overall revenue. The owner of this plant business estimates he increased his revenue by ~5-10%.

See below for testimonies from two food-related entrepreneurs about how Renaissance helped them increase their businesses’ financial health. The first testimony below also explains how Renaissance helps entrepreneurs to learn about food safety.

San Mateo County Economic Advancement Centers: Final Evaluation Report 58 “Me ayudaron mucho a poner nombre a los platos, a los precios de los platos, porque como no sabes… tú tienes ganas de hacer un negocio, pero ¿Qué precio le pones al plato de comida? ¿Cuánto es lo que inviertes? ¿Cuánto es la ganancia?” “Otra cosa que aprendimos es lo que no debemos de vender en la calle. Por ejemplo, los mariscos, no puede vender cosas como leche que se pueden arruinar ya mientras no tuvo un refrigerador.”
Translation:
“They helped me a lot with naming and pricing dishes, because you don't know what you're looking for, and you want to make a business out of it. But what price do you put on a plate of food? How much do you invest? How much is the profit?”
“Another thing we learned is what we shouldn't sell on the street. For example, things like milk and seafood can’t be sold, which can spoil if you don't have a refrigerator.” – Renaissance Client
162
Clients gained value through networking and community-building in Renaissance programming.

They shared that it was beneficial to meet and learn from other business owners. See below for a testimony from a client who enjoyed learning from other entrepreneurs’ class presentations:

The group learning environment also helped clients feel accountable to make progress. As one client described: “When I was taking the class, they kept me accountable for the things. Like, it was a group of us each week, so I felt like the homework that they did give us, it made me make sure I did it. Like it held me accountable.”
Thanks to Renaissance, clients had support in navigating and bouncing back from challenges.

For example, Coastside staff supported a client who had fallen victim to a scam involving a fraudulent Small Business Administration (SBA) representative. With support from staff, the client reported the incident, regained confidence, and re-started her efforts to seek funding to enhance her daycare business. The client later applied for and was awarded a $1000 grant from Renaissance, which will support program improvement (e.g., expanding outdoor play options) while making her business more competitive among local childcare providers. 63 (Note that all
participants in the Growing at Home (Creciendo en el Hogar) for childcare business owners are eligible to apply for a $1000 grant to strengthen and grow their operations. 64 Through interviews
and EAC quarterly reports, Head and Heart also learned that Growing at Home clients received grants to purchase critical items such as a fridge and air conditioning for their businesses.) 64 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 63 Q3 Coastside Renaissance Report April-June 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 59 “To be honest, my experience with Renaissance was great. I learned a lot, and the way that some of the things I was doing in my business weren't exactly accurate. I did have to check my profits and losses. I made sure my website was up to date. I added different kinds of pictures. They also helped us out to get more people to come into the bakery.” – Renaissance Client
“Y después, al final de cada curso, tú tienes que presentar un ejemplo o un algo que tú aprendiste y cómo lo puedes interpretar a los demás. Eso es muy bonito porque entre todos vemos las cualidades, las habilidades diferentes que cada uno tiene, todos nos apoyamos.

Fue fantástico.”
…
Translation:
“And then, at the end of each course, you have to present an example or something you learned and how you can explain it to others. That's really nice because together we see the qualities, the different skills each of us has, and we all support each other. It was fantastic.” – Renaissance Client
163
As another example, the Beyond the Kitchen program supports clients in navigating a wide array of industry challenges, including kitchen operations, sustainability, compliance, licensing, and scaling from home kitchens to commercial spaces. Moving forward, the program will focus on strengthening partnerships and resources to help more food businesses formalize and scale, advancing Renaissance’s mission to create inclusive and sustainable economic opportunities through food entrepreneurship.
65 Finally, multiple clients shared ways that they created “ripple effects” within their local communities after completing Renaissance programs. Clients encouraged other small business owners to formalize their business and seek training and/or consultation from Renaissance.

And in fact, multiple clients interviewed shared that they learned about Renaissance from other entrepreneurs in their community.

Clients also inspired their loved ones (including their children and/or employees) to start their own small businesses, or in some cases, they took Renaissance classes together with their loved ones to work on their shared small business. One client shared how her young children were inspired by watching her entrepreneurship journey and started businesses themselves – her young daughter started selling products to young people (such as glitter slime which she makes herself), while her son started selling lemonade (which he labels and bottles himself) with a temporary food license.

Lastly, Renaissance also helped clients to form more relationships within their community.

Clients increased their visibility and engagement within the community by attending local events (such as pop-up markets) and meeting other entrepreneurs. One client (who creates custom artwork) shared happily that he had gained a local government client, which had been a long-time goal of his, as a result of his increased visibility. 65 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 San Mateo County Economic Advancement Centers: Final Evaluation Report 60 164
VII. COMMUNITY-LEVEL OUTCOMES AND
IMPACTS OF THE EACs
This chapter discusses community-level outcomes, implications of the service population for the Centers’ delivery model and the associated cost of serving the population effectively, and potential cost-savings to public agencies per client experiencing outcomes.

Community-Level Outcomes
Community leaders and subject matter experts described how the EACs are strengthening resilience and economic mobility among marginalized community members. They described tangible results from EAC programming, such as:
● Entrepreneurs launching food trucks and pop-up shops
● Job seekers receiving digital literacy and employment support ● Community members connecting to mental health, childcare, and legal servicesFurthermore, the EACs contribute to building a resilient and diverse business ecosystem by promoting equitable access to resources such as capital, mentorship, and technology.

Below are examples of ways that the OCC promotes local economic growth:
● The co-location of Coastside Venture Studio (CSVS) at the OCC is an intentional strategy to diversify the local economy, creating new industry and job opportunities harnessing the unique natural assets of the Coastside community. CSVS benefits the coastside economy by fostering startups dedicated to solving urgent resiliency challenges in a changing world. It is the only incubator-through-accelerator program in the nation dedicated entirely to resiliency tech or “res-tech.”
66 In mid-2025, CSVS reported that
multiple companies were considering and/or recently signed agreements to join CSVS; these companies bring expertise in a range of innovative areas such as: mushroom mycelium for building materials; low-cost seabed robotics for critical minerals; AI water assessment; and eDNA to monitor the impact of animals, fungi, plants and bacteria on land or in water.
67 It is hoped that some of the job opportunities created by businesses incubated by CSVS will provide meaningful employment for clients of the OCC. ● The Coastside Business Resource Center, a program of the Coastside Chamber, helps catalyze business growth with the Coastside by offering businesses a wide range of workshops, one-on-one consulting, and opportunities to participate in business cohorts.

Co-located with the OCC, the Chamber plays an important and central connective role at the Center – an aspect of the OCC that differentiates its model from that of the EAC-SSF and the EEC-NFO.
67 CSVS Q2 2025 Progress Report
66 https://csvs.energysociety.org/about-csvs.html
San Mateo County Economic Advancement Centers: Final Evaluation Report 61 165
Furthermore, the EACs fill historic gaps in services and challenges to access. Before the establishment of the EACs, residents in all three communities—South San Francisco, the Coastside, and North Fair Oaks—faced systemic challenges in accessing workforce and small business support services. Services were either non-existent or scattered, difficult to access without transportation, or not designed to support high-barrier, low-income and immigrant communities.

The EACs contribute uniquely to local
economies by offering co-located,
community-centered, and culturally competent
services. Their physical presence in
neighborhoods, emphasis on collaboration, and
client-centered models are distinct advantages.

Providers described ways in which the EACs
have helped families access multiple forms of support and develop a plan to reach their economic and career goals.

Implications of Service Population for the Delivery Model and Cost Associated with Effectively Serving the Population Fundamental to assessing the impact of the EACs is taking stock of the population that the Centers serve and considering the implications for the program model and associated expenses related to delivering the model effectively. By all measures, the EACs reach and engage the segments of San Mateo County with the highest barriers to employment and economic advancement opportunities. High percentages of job-seeking clients have limited English proficiency (between 58% of OCC clients and 65% of both EAC-SSF and EEC-NFO clients), are San Mateo County Economic Advancement Centers: Final Evaluation Report 62 “There is a clear recognition that this
was needed and it is a relief that it does
exist now because there is somewhere
to send folks who need this support.”
– Funder
“In August, we had a family come in that recently arrived from Mexico. They arrived documented with work
permits. A mom, father, and two teenagers who had
studied in their country and wanted to continue their
education, but didn’t realize it wouldn’t be exactly the same. They had to take some classes over and were OK
with taking jobs in the interim. One of them wants to be a doctor. They have met with the College of San Mateo
(CSM) to figure out what they need to do. We told them
when to come to talk to CSM and learn what classes
they need to take for Pre-med and 4-year college. We
hooked them up with a counselor and easily could make
the connections to the different needs they had.”
– Provider
CSM at OCC’s Fair in May 2025
166
unemployed at intake (59% of OCC clients, 66% of EAC-SFF clients, and 68% of EEC-NFO clients), and have only completed high school, high school equivalent, or less than high school high school education (62% of EAC-SFF clients, 70% of EEC-NFO clients, and 72% of OCC clients). Similarly, the vast majority (92% of EAC-SSF clients, 95% of EEC-NFO clients, and 95% of OCC clients) of entrepreneurs seeking assistance starting, sustaining, or building their small businesses report their household income as extremely low to moderate under the HUD income bands, meaning their income is 120% AMI or less. Reflective of the larger community, the residents of which primarily identify as people of color, the EACs serve primarily people of color clients with only 4-12% of JobTrain clients at the three EACs identifying as non-Hispanic white.

Effectively achieving economic-related outcomes – increasing personal and family income from jobs and small business entrepreneurship – with high-barrier clients requires the type of robust, wraparound, low-barrier program model that these Centers provide. Personal and family economic precarity can become a vicious cycle for community members struggling with meeting basic needs (including food and shelter) and access to the type of functioning technology that today’s job-search and business environments require. By offering the array of services that the EAC clients need to meet basic needs, build digital literacy and acquire access to technology, and upskill in employment and entrepreneurship capacities, these Centers give program participants a reasonable chance of economic advancement.

Of course, the more intensive the program model, the greater the expense is to deliver it. Serving this highest-barrier segment of the community with employment, entrepreneurship, and other economic opportunity services, together with wraparound services, indeed results in a costly model at face value. A rudimentary per-participant cost of running each of the three EACs, based on hard annual operating costs (excluding in-kind services) provided by each of the three Centers, results in the following:
● The per-participant cost of operating the EAC-SSF is around $2,500 per client; ● The per-participant cost of operating the EEC-NFO is around $3,600 per client; and ● The per-participant cost of operating the OCC is around $4,000 per client.

This analysis is based on dividing the annual operating costs of each Center by the average count of clients for a single 12-month period. Because the operating cost figures used for this calculation do not include in-kind services, these per-client costs estimates are likely slight over-estimates.

While the annual operating cost of each of the three Centers is quite comparable, variations in per-participant cost are accounted for by the number of clients served each year, with the EAC-SSF and EEC-NFO serving relatively larger numbers of clients per year than the OCC (as they are also relatively larger communities and have been in operation longer than the OCC).

San Mateo County Economic Advancement Centers: Final Evaluation Report 63 167
Comparing these per-participant costs to industry benchmarks is instructive. Pulling out relevant comparisons from the research and analysis conducted for this study (summarized here), the $2,500-$4,000 per-participant costs of these three Centers is on the low end of the typical range of $2,000 to $10,000 per-participant cost of federal WIOA (Workforce Innovation and Opportunity Act) workforce development programs as well as the typical range of $3,000 to $12,000 per participant for programs funded by local and national philanthropic organizations (with variations depending on the provision of wraparound services like career coaching, transportation, and childcare). Additionally, the per-participant cost of serving clients at these Centers is significantly less than the range of $10,000 to $30,000 per participant, depending on program intensity, reported as typical for community-based workforce programs by the California Workforce Development Board.

Potential Cost Savings to Public Agencies Per Client
Experiencing Outcome
Communities benefit greatly, in many ways, from
residents’ participation in the labor market and
economy through entrepreneurship.These benefits
include greater purchasing, local spending power, and
local economic multiplier effects; community members
employed; increased tax revenue; increased retail
vibrancy and service availability; reduced stress among community members and other community protective
factors including enhanced social cohesion, civic
participation, and potential community stabilization;
and reduced public expenditures. While the scope of
this formative evaluation was unable to explore all of
these benefits of the EACs, taking this first step on an impact evaluation journey positions these EACs to be
able to undertake a broader and deeper study that
could consider this range of potential impacts in 2-3
years from now, particularly if client-level data
collection is enhanced in ways discussed in the
Recommendations chapter below.

The above notwithstanding, Head and Heart conducted research in the categories of potential governmental cost savings that these EACs could be contributing to their communities and to federal funding sources. Specifically, this study explored potential savings in public benefits costs (CalFresh, Medi-Cal, General Assistance, housing assistance, and Unemployment Insurance) resulting from a client who was unemployed at the time of intake at the EAC-SSF and then got a job earning $22/hour. This study found a total estimated cost savings of $20,000 to $60,000 per year per person, depending on previous use of public assistance and experience San Mateo County Economic Advancement Centers: Final Evaluation Report 64 “Aumenté mis ingresos. Sí, pero
ahora pagamos payroll, ahora
pagamos aseguranzas, ahora
tenemos otros tipos de gastos. Yo
podría decir que pues sigo … sigo
igual, pero ahora con una con un
negocio establecido real.”
Translation: “Yes, I increased my
income. But now we pay payroll
[taxes], now we pay insurance, now
we have other types of expenses. I
could say that I'm still… still the
same [income-wise], but now with
a real, established business.”
– Renaissance Client
168
of risk factors. For a detailed explanation of how these cost-saving estimates were calculated, please refer to Appendix G. While the $20,000-$60,000 cost-savings range per person over-estimates cost savings to San Mateo County specifically, it does speak powerfully to the overall potential savings in public benefits costs at multiple levels of government from local to state to federal.

Moreover, the high-need, economically precarious population served by these three EACs could be, and very well could likely be, at high risk of homelessness given the extremely high cost of housing in San Mateo County coupled with the dearth of affordable housing. A single person experiencing homelessness imposes significant financial costs on local governments (often far exceeding the cost of providing housing). Based on national and regional research—and with extrapolations specific to San Mateo County—the implications can be summarized as follows:

Estimated Annual Cost per Person Experiencing Homelessness National and California-based studies provide a consistent range:
● $30,000–$50,000 per person annually
This includes:
○ Emergency room visits and hospital stays
○ Law enforcement and jail time
○ Emergency shelters
○ Outreach, case management, and social services
Additionally, a Central Florida study estimated ~$31,000 per year per homeless person in emergency public costs—while supportive housing cost ~$10,000 annually. Moreover, and much closer geographically to the community of these EACs, Destination: Home (in Santa Clara County, adjacent to the south of San Mateo County) found that $3 billion in services were provided to homeless residents in the six-year period of the study (from 2007 to 2012).

Annualized, the cost of homelessness-related services cost Santa Clara County $520 million each year and, more specifically, the population defined as “persistently homeless” cost the County $83,000 per person per year (and these figures very likely have gone up since the time of the study).

Implications for San Mateo County
While San Mateo County does not publish a public per-person estimate of the cost of homeless to public agencies and services, the following factors apply:

Healthcare & Emergency Services
● Unhoused individuals often rely on emergency care, which is the most expensive and least efficient form of medical service.

San Mateo County Economic Advancement Centers: Final Evaluation Report 65 169
● San Mateo County’s Health System and local hospitals bear unreimbursed costs of treating uninsured, unhoused residents.

Law Enforcement & Public Safety
● Police often serve as frontline responders to homelessness. ● Arrests, incarceration (e.g., for trespassing or loitering), and legal processing add to the per-person cost.
● The San Mateo County Sheriff’s Office and correctional facilities see repeated interaction with the unhoused population, increasing operational costs.

Shelter & Outreach
● County-supported shelters cost thousands of dollars per person per month, especially for high-needs individuals.
● Outreach programs (often funded through Measure K) add caseworker and transportation costs.

Below is the story of Salvador, a JobTrain client on the verge of homelessness who persisted in the program until he found a job. He now works as a cook at Saint Dominic Church in San Francisco and as a prep cook for the Bon Appétit Company.

JobTrain Client Spotlight: Salvador from South San Francisco 68 “Salvador had been out of work for over three years and was on the verge of homelessness when he first started working with me back in January. He came with a strong background in cooking, including previous experience as a supervisor—but a criminal record made it difficult for him to get hired. Still, he was fully committed to the process, showing up to every appointment, staying in close contact, and working hard to apply to countless jobs and write tailored cover letters. With ongoing support, including transportation assistance during the first two weeks of his new job, Salvador is now employed as a cook at Saint Dominic Church in San Francisco and works as a prep cook for the Bon Appétit Company.”
Moving forward, it is imperative that data on income from all sources, including employment and public benefits, for individuals and their families served by the EACs be collected consistently in addition to other factors, such as history of homelessness and risk of housing instability, to ensure the necessary data are available for a future impact study of these three EACs.
68 JobTrain Progress Report - May 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 66 170
VIII. RECOMMENDATIONS
In this chapter, Head and Heart offers a few recommendations to further strengthen data practices, programming, and make the case for ongoing funding and support of the EACs.

These three domains are both foundational and inter-related. Strong data practices should drive ongoing program reflection and improvements, both of which are essential for securing ongoing funding to ensure sustainability.

Ongoing Data Collection
As stated earlier, there are opportunities to strengthen and bring consistency to JobTrain’s and Renaissance’s data collection and reporting in support of next steps on the evaluation journey.

For both providers, multiple data fields are incomplete and/or inconsistently tracked, which makes it difficult (if not impossible) to comprehensively answer foundational questions such as:
● At baseline (program intake), what barriers to employment and challenges to small business success are clients experiencing? Consider:
○ Housing stability
○ English language fluency
○ Highest level of education achieved
○ Digital literacy
○ Criminal / juvenile justice system involvement
○ Veteran status
○ Disability status
● At baseline (program intake), what is client’s current personal and family income from all sources, including employment, small business revenue, and public benefits? Public benefits on which data should be collected include:
○ CalFresh
○ Medi-Cal
○ General Assistance
○ Housing Assistance (Section 8 vouchers and emergency rental programs) ○ Unemployment Insurance
● How do clients’ personal and family income change (if at all) from all sources, including employment, business revenue, and public benefits after participating in JobTrain and/or Renaissance programs? To what extent are the EACs reducing reliance on public benefits and contributing financially to the tax base for these communities? San Mateo County Economic Advancement Centers: Final Evaluation Report 67 171
● To what extent are clients served by the EACs truly a unique service population that otherwise would fall through the cracks, as differentiated from clients eligible to receive public benefits provided by San Mateo County Core Services Agencies? Providers should review the data that is currently being collected with an eye for prioritizing collecting what is most important and remove fields that are not actionable nor contribute directly to the potential for an impact study. One example of fields to remove are “legacy fields” with information that programs either no longer collect (such as country of origin) or have switched to collecting in a different format (e.g., income eligibility limits). Moreover, to enhance the response rate to Renaissance’s client survey, it is strongly encouraged that every client receive an incentive for completion, such as a $100 gift card (rather than entering clients into a raffle for a single or a few larger dollar amount prizes).

It also appears that there is some variation in data collection processes across sites (e.g., supportive services tracking for JobTrain) that would benefit from cross-site training to elevate the consistency with which data-tracking happens across sites.

Additionally, improved data collection and reporting could help EAC providers to better understand and increase their impact. Examples of issues to address (some of which are mentioned above) include:
● JobTrain’s data fields which have very low response rates (disabled, veteran, justice involvement, food stamps, other public assistance, substance use, literacy challenge) ● JobTrain clients’ employment retention data (e.g., employment status at 6 months after the position start date). Many clients were lost to follow-up or refused to answer, according to JobTrain’s quarterly reports.
● Renaissance clients’ business revenue, profits, and other indicators of business health.

Quarterly survey responses were low (the Head and Heart evaluation team and members of the Renaissance team are discussing strategies to increase the response rate).

Furthermore, to the extent that Renaissance clients better understand their own businesses’ outlook (including revenue, expenses, profit), they will be better positioned to seek outside support and investment. One client requested more guidance from Renaissance on how to find grants and scholarships for their startup businesses – a “step by step on how to find grants or scholarships to win.” This client explains:

San Mateo County Economic Advancement Centers: Final Evaluation Report 68 “If there was something to elevate my business to where I would need to take a course, [then Renaissance] would have that money in place to allow me to even take that class…. they could maybe [make] it easier for us to feel comfortable, to go in those spaces, because, you know, when you don't have the funding, it's kind of intimidating to go to a class and it's like, ‘Well, you don't really belong here…”
– Renaissance Client
172
Services and Programming
This section summarizes potential ways that EACs can strengthen and improve their outcomes.

In addition to articulating successes of the EACs, several interviewees noted operational challenges and opportunities to strengthen EACs’ internal operations. These areas include:
● Staff turnover (an endemic issue in the nonprofit sector, particularly in high-cost-of-living areas)
● Staff desire for additional training on best practices in workforce development and entrepreneurship
● Inconsistencies in data collection and reporting, including the need for additional variables to be collected for an in-depth impact evaluation (as mentioned previously) In focus groups, JobTrain clients offered a few suggestions for program improvement, including:
● Promote offerings more widely to increase community awareness ● Offer different types of job placement options as part of job search services (e.g., restaurants instead of construction)
● Provide more basic needs supports to stabilize during transition (food, temporary rental assistance), especially when there are delays in the hiring process ● Increase transportation options for evening programs
● Consider offering monthly passes for the Clipper card, so that clients aren’t required to go into the JobTrain office for transit support
● Help clients connect to legal services if facing previous unfair labor practices ● Provide childcare so that parents can attend more easily (this could also create job opportunities for EAC clients who offer childcare)
Some participants recommended ways in which EAC staff
might help increase community engagement through
outreach. A Renaissance client explained how Latinos are “sometimes scared to ask City Hall,” so they don’t know about EAC services. However, she encourages
Renaissance to lean more on the capital and trust that
staff have already built locally – this client suggests that Renaissance staff should personally publish on their
Facebook or social media pages to encourage more to
come seek services, due to the trust they've established within their local communities.

Referring to an EAC staff person, this client said that the Director is known by everyone, gives a San Mateo County Economic Advancement Centers: Final Evaluation Report 69 “[A program on managing money] … how
to save, or the best place to save, or, you
know, just like a money program like to
help, like, younger audiences, save their
money, and maybe like buying a house or
buying a car. Like, what do you need?
How to build your credit score?”
– Renaissance Client
173
lot of “confianza” (trust) and is very “amable” (friendly). As the client explains, many people are very interested in having their own business, but they don’t know where or how to get started.

Another Renaissance client echoed the call for the EACs to help small businesses gain more access to capital. One client suggested that a grant in the range of $5,000-10,000 could help accelerate her business by helping to cover upfront costs needed to scale, such as renting a commercial kitchen with multiple burners, paying people to help her prepare products, and purchasing materials.

Ongoing Funding and Sustainability
ARPA dollars that became available in the early years of the COVID-19 pandemic provided the initial seed and launch funding for the EACs. ARPA funding was intended to support economic stability, opportunity, and advancement among the most vulnerable and at-risk community residents. The findings of this study certainly uphold that the funding has gone to serve and support the intended target population.

Now, the EACs are confronted with the question of ongoing funding for long-term sustainability.

Of course, in the current federal climate, in which vast swaths of public services are being defunded and dismantled, state and local budgets will become increasingly saddled with the cost of providing equitable opportunities for community members, particularly those who experience the disadvantages of systemic oppression. While the State of California will continue to have some level of funding for workforce development and small business entrepreneurship, overall dollars will likely be reduced as a result of increasing competition and need for state-level resources – a dynamic which then gets passed down, to some extent to the county and city levels.

Within this context, and while public funding sources absolutely should still be pursued at every opportunity, it is likely that there will be (and is now) an increasing responsibility for private philanthropy (institutional and individual) to step in to support economic advancement programs like these three EACs. Making the case for private – especially philanthropic – investment in community economic development and resident economic advancement is greatly aided by the following:
● Having a clearly articulated Theory of Change (see Appendix) ● Meeting a significant and unmet need
● Demonstration of meeting that need, with high demand for programming ● Capacity to measure and report on client-level outcomes ● Progress on the journey towards, and accomplishment of, an impact study ● Demonstration of program scalability
This formative evaluation supports all of these requirements and intentions, as described in more detail in the Conclusions chapter below. The core recommendation regarding ongoing funding and sustainability is that the EACs continue on the pathway of evidence-building that this study formally launched.

San Mateo County Economic Advancement Centers: Final Evaluation Report 70 174
IX. CONCLUSION
This chapter provides the head and Heart team’s conclusions based on the findings and learning from this formative evaluation.

A Crucial and Valuable First Step on the Journey to
Demonstrating Measurable Impact
This formative study was a crucial and immensely important first step on a longer-term evidence-building journey for these three EACs. The Spectrum of Impact Measurement graphic shown below (from “A Playbook for Designing Social Impact Measurement” published in Stanford Social Innovation Review in December 2018) highlights several key steps on the continuum of readiness for an
impact evaluation, which in the
case of the EACs, would most
likely entail a quasi-experimental
study using data on clients on
program wait lists. Other similar
paradigms depicting steps on
the pathway to impact
evaluation underscore the value
and importance of undertaking a
formative evaluation study, such
as this one, to prepare for and
guide building data capacity
strategically to enable an impact
study.

The previous chapter highlighted
specific questions around which
to organize data-related capacity-building. The foundational questions provided there can help drive a Learning Agenda and Evidence-Building Plan that help demonstrate the significant value of the EACs with greater rigor.

Creating Economic Opportunities for Marginalized Communities is Essential to Racial and Gender Equity
Creating economic opportunities for marginalized communities is not just an essential step toward racial and gender equity—it is foundational. Data consistently shows that systemic disparities in income, wealth, employment, and access to capital are core drivers of persistent racial and gender inequities. Advancing economic opportunity is a powerful lever for dismantling these structural barriers and addressing:

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● The vast and persistent income and wealth inequity grounded in race and gender; ● The prime driver of upward mobility as investments in skills training, entrepreneurship, infrastructure, and small business support in marginalized communities can yield outsized returns in employment and income mobility; and ● Poor health, education, and civic outcomes associated with economic inequity; Plainly, economic opportunity is not a downstream benefit of racial and gender equity—it is a prerequisite. Systemic barriers to employment, wealth-building, and entrepreneurship are central to the persistence of inequity. Data shows that strategic investments in marginalized communities not only advance justice—they also unlock economic growth, resilience, and innovation for the entire society.

In the context of challenging budgetary choices and tradeoffs, public agencies, foundations, corporations, and high-net-worth individuals who care about San Mateo County communities would do very well to invest in these Economic Advancement Centers.

Filling a Gap in Local Systems and Meeting Unmet Needs
While greater and more rigorous evidence can and should be collected to demonstrate the systemic gaps that the EACs are filling, Head and Heart firmly concludes that these Centers are filling a local systemic gap and they are meeting unmet needs among some of the most vulnerable members of some of the most diverse and disadvantaged communities in San Mateo County. Based on review of the vast array of data sources included in this study, the evaluation team is confident that the EACs fill systems-level gaps, particularly insomuch as they provide community members with a comprehensive and coordinated range of services to advance economically.

Moreover, the EACs uphold best practices for workforce and economic development, including co-location with safety net services, in-person programming, community engagement, feedback loops, and alignment with broader policy and regulatory environments. The EACs are indeed linguistically and culturally responsive “one-stop shops” providing in-person services with a high level of coordination across programs offering a wide range of comprehensive, walk-in supports that are largely not available elsewhere. Program participants enjoy personalized, individual support from EAC staff who build trust to effectively serve community members who are most vulnerable due to historic marginalization, and thus most are in need of economic advancement.

These EACs, located in highly diverse and high need communities in San Mateo County were not only an excellent idea emerging from the economic crisis of the COVID-19 pandemic, they remain, today, vital assets to the local workforce development and small business entrepreneurship ecosystems that deserve ongoing investment and study.

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X. APPENDICES
Contents (click hyperlinks to access):

A. Evaluation Plan
B. Theory of Change: San Mateo County Economic Advancement Centers C. Provider Interview Protocol
D. Funder and Community / Subject Matter Expert Interview Protocol E. Renaissance Entrepreneurship Center: Client Interview Protocol F. JobTrain Client Focus Group Protocol
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A. Evaluation Plan
Evaluation Plan:

San Mateo County Economic Advancement Centers
Introduction and Context
The following outlines the plan for conducting a formative evaluation of the economic advancement centers opened within the past three years – an epoch dominated by the tectonic effects of the absolute lockdown necessitated by the COVID-19 pandemic and public health crisis – in three San Mateo County communities: South San Francisco, Half Moon Bay, and North Fair Oaks. These economic advancement centers (collectively referred to as “the Centers”) were opened in response to identified needs for services and supports among job seekers, small businesses, and entrepreneurs. While the three Centers are in different stages of development and operation, each is interested in harnessing learning from their respective and collective experiences to date to inform their programmatic strategy and optimize their long-term financial sustainability by understanding and communicating the value they deliver to their communities and how they can be most effective and relevant moving forward. Thus, the core architects and implementers of the Centers engaged a professional third-party evaluation consultant, Steven LaFrance of Head and Heart Advisory, to design and conduct the evaluation study described herein.

The Economic Advancement Center in South San Francisco (EAC-SSF) was the first to open its doors (virtually in July 2021 and then officially in February 2022) in response to high unemployment rates at the peak of COVID and the growing divide between the city’s booming biotech sector and small family, immigrant-owned businesses. [1] Located in one of the city’s
lowest income census tracts, the EAC-SSF offers rapid job placement services and career pathway programs along with the city’s workforce development program as well as small business and entrepreneurship support services to residents and existing small business owners of South San Francisco and throughout North San Mateo County. The City of South San Francisco is partnering with Renaissance Entrepreneurship Center and JobTrain to deliver these services. The services have since been expanded to some social services system navigation staff provided under the City of South San Francisco's Promotores Program. Clients are referred to housing, food security, and health care services. The YMCA and County Health also have a presence in the space on a weekly basis. The EAC-SSF has grown to a more holistic collage of economic mobility services that were not initially envisioned. Moreover, early results exceeded initial goals in terms of clients served and there is ongoing high demand for services as reflected in wait lists for services and program offerings. Historically, South San Francisco and North San Mateo County have been described as resource deserts where people had to travel outside of the area for needed services and support, contributing to low engagement with services among residents in the past.

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In March 2021, the County entered into an MOU with SSF for $200,000 – half for operations and half for small business support services – framed at the time as a “pilot program.” Given the early successes of the EAC-SSF, the San Mateo County Board of Supervisors then allocated $5 million to develop two additional centers, one in Half Moon Bay and one in the unincorporated area of North Fair Oaks. In January 2024, the City of Half Moon Bay opened the Opportunity Center of the Coastside (OCC) as part of a larger comprehensive economic recovery effort to address COVID-19 recovery needs and pave the way for a more sustainable and resilient future, as laid out in the 2022 Coastside Recovery Report entitled, “Building a More Equitable, Vibrant, and Resilient Coastside Economy.” The Coastside region is uniquely vulnerable due its geographic isolation, lack of economic diversity and job growth, income inequality, high cost of housing, and lack of services and infrastructure. The OCC houses workforce development programming, small business support, and a business incubator to harness the Coastside’s unique industries and assets, build entrepreneurship capacity, and support business and job growth. The OCC brings together multiple nonprofits dedicated to helping the Coastside work, providing classes, programs, and mentoring services for entrepreneurs, business owners, and those looking for work or new skills.

In 2023, the Economic and Employment Center (EEC) opened in the unincorporated area of North Fair Oaks (NFO). One of the EEC’s core partners (also working with the EAC in South San Francisco and the OCC in Half Moon Bay), Renaissance Entrepreneurship Center, conducted a feasibility study in planning for the EEC that found strong interest among businesses, local leaders, and residents for an array of supports. Based on the study findings, the EEC provides employment support services to job seekers as well as entrepreneurship training and supports to small businesses including consulting, networking, workshops, training, and access to capital. Through its programming, the EEC aims to empower individuals in the NFO community and to transform lives through employment and entrepreneurship.

Evaluation and Learning Questions
The evaluation is designed to answer the following questions – organized by type – to the extent possible given the availability of relevant data. The evaluation methods to address these questions are described in the final section of this document.

Process and Implementation Evaluation and Learning Questions The evaluation will address these questions regarding how the Centers were designed and how they have been implemented to date:
● What were the implementation goals of each center and to what extent did each community reach these goals?
● What contextual factors facilitated or inhibited implementation? ● What services were offered at each center and to whom? What are the characteristics of program participants in each community?
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● What accommodations do the Centers offer to ensure that programs and services are accessible and relevant for the populations and communities they serve? ● How well do the array of programs and services at each Center function in concert with each other? Are there programs and services that are not working well in the mix? Are there programs and services that are missing?
● What are the key learnings to date regarding what it takes to design and operate effective economic advancement centers in these communities? What was common to each community and what was different?
● How well have the various partnerships in place for operating the Centers and delivering programs and services been functioning? What has been working well and what could be improved?
● What is the current state of the community contexts in South San Francisco, Half Moon Bay, and North Fair Oaks, particularly with respect to economic recovery from the effects of the COVID-19 lockdown years? What has transpired in these communities in the past three years that could either accelerate or slow recovery and future growth? ● What macroeconomic trends could affect the Centers and how do they, or how should they, best address arising shifts and new needs / issues? ● What are the potential implications of the current state of the community contexts for the programs and services the Centers offer, particularly with respect to small business supports?
● What are the emerging growth industries in each of the respective Centers’ local economies today and in the foreseeable future? What are the gaps and where are the opportunities?
● How have the centers been funded to date, what are the current funding constraints / realities today (as COVID relief funds dry up), and what efforts are underway and needed to ensure financial sustainability? What is a sustainable funding model moving forward?
● What are considered best practices and top priorities among funders and in the research for workforce development and community economic development centers and to what extent do the EAC-SFF, OCC, and EEC implement these best practices? Are there opportunities for the Centers to better align with and implement best practices? Outcome Evaluation and Learning Questions
The evaluation will address these questions regarding the extent to which the Centers have achieved outcomes at the levels of individual service recipients and program participants, the local workforce and economic development systems, and the local communities within which they operate:

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● What are the early outcomes and results of the services provided at the EAC-SFF, OCC, and EEC-NFO among program participants? How do outcomes differ among meaningful subgroups of the population reached by programs and services? ● What stories and testimonials speak to the value of the Centers for residents and the community as a whole?
● What factors facilitate or inhibit achievement of progress and outcomes for program participants?
● What was available for job seekers, small businesses, and entrepreneurs in the three communities before the Centers were opened? How did – and do – the landscape in these communities, in San Mateo County more broadly, and in other California Counties compare? What gaps did the Centers fill in each of the three communities? ● What unique contributions do the EAC-SFF, OCC, and EEC-NFO make to the local workforce development systems in their respective communities? ● How do the architects and implementers of the Centers view what economic development for a community means and entails, based on their experience and learning in the context of an evolving economy? How have their experiences with the Centers impacted these views?
● What, if any, have been the unanticipated benefits of the Centers? What, if any, have been the unanticipated negative consequences of the Centers? ● What is an estimate of programmatic costs per program participant and what do those costs return to those participants – and the community? How do these costs compare with known standards?
Evaluation Methods, Data Sources, and Levels of Analysis The evaluation design is multi-method including quantitative and qualitative measures to explore and examine the process- and outcome-related questions above. Quantitative data on service delivery and program participation collected by providers will be summarized for each of the three Centers based on the data they have been collecting since opening. To the extent possible, data will be aggregated across the three Centers. Process measures including number and type of services provided as well as the number and characteristics of service recipients and program participants will be analyzed. Qualitative data on satisfaction and experiences with the Centers’ programs and services, what served participants well and what could be improved, will be collected via interviews and focus groups.

Quantitative data on outcome measures at the individual service recipient and program participant level will be collected from the three Centers and summarized for the evaluation.

Indicators such as skills built, jobs attainment, and businesses launched will be analyzed.

Service and program delivery costs also will be summarized. Additionally, qualitative data on outcomes at the individual level will be collected via interviews and focus groups with sponsors of the Centers, service providers, and participants. Data on systems- and community-level San Mateo County Economic Advancement Centers: Final Evaluation Report 77 181
outcomes will be collected primarily via interviews with stakeholder who hold the broader perspective of how the economic advancement centers fit within the local workforce and economic development systems.

Given that funding and operating the Centers involves multi-stakeholder collaboration and partnerships, the evaluation will be implemented through an inclusive, learning-oriented approach. Stakeholders will be convened three times over the course of the evaluation at the following meaningful junctures in the process:
● Early Design and Pre-implementation Phase – Before data collection begins for the evaluation, Center stakeholders will be brought together to discuss the questions framing the study and the methods to answer these questions. Through the initial convening, stakeholder input will inform and shape the focus and approach to the evaluation. ● Mid-implementation Phase – With an initial round of quantitative data analysis conducted and a first of two planned rounds of interviews completed, Center stakeholders will be brought together once again to engage in collaborative meaning-making of the preliminary findings. Stakeholders also will have the opportunity to co-create the focus of the remainder of the data collection and analyses that will be conducted through the end of the study, including the second planned round of interviews.
● Final Reporting Phase – Once a final round of analysis of quantitative data is completed and content analysis procedures are conducted on all interview data, a final report will be prepared for review and input across all stakeholders, once again to engage in a collaborative meaning-making process. A third and final convening of stakeholders will be held for this purpose as the evaluation study comes to a close in May-June 2025.

Ultimately, the evaluation will summarize achievement of process and implementation-related goals, early progress and outcomes, and recommendations for strategy moving forward, including what data are needed at the local level to continue to track processes, outcomes, and learning on an ongoing basis.
[1] Source: Proposal to Evaluate Implementation of Economic Advancement Centers in Three San Mateo County communities submitted to Chan Zuckerberg Initiative on August 30, 2022.

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B. Theory of Change: San Mateo County Economic Advancement Centers San Mateo County Economic Advancement Centers: Final Evaluation Report 79 183
C. Provider Interview Protocol: Evaluation of Economic
Advancement Centers in Three San Mateo County Communities Interviewee: Date:

Organization: Position / Title:

Context and Introduction
Over the summer of 2024, the County and local lead sponsors of the three Economic Advancement Centers (EACs) that were opened over the past few years – in South San Francisco, on the Coastside, and in North Fair Oaks – engaged a third-party evaluator, Steven LaFrance of Head and Heart Advisory, to conduct an evaluation of the Centers. The evaluation is designed to both inform ongoing implementation improvements at the three EACs and to summarize what has been accomplished by the Centers to date, acknowledging that each of the three have different starting points and tenures in operation.

This interview conversation is your opportunity to share your perspective on how well the EACs have been achieving their implementation goals and core objectives to advance strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County.

Confidentiality
This interview conversation is confidential. Findings will be aggregated across interviewees to identify key themes to include in a report of results. Your comments will not be attributed to you by name. Moreover, there are no right or wrong answers – your honest perspective is what is most important and valued.

Do you have any questions for me before we begin? May I record the interview to back up my notetaking?
Discussion Questions

1. Please describe your role in your organization as well as your role in the EAC-SSF, EEC-NFO, and / or the OCC. How long have you been involved with the EAC(s)?

2. What specific programs and services has your organization been providing at the EAC(s)? What are the general characteristics of the people being served by your programs and services at the EAC(s)?
a. How do the services provided at each center compare with those provided at other types of career centers / other places served by your organization? b. What has facilitated the provision of these programs and services at the EAC(s)? c. What has been a challenge or barrier to providing programs and services at the EAC(s)?

3. What barriers do clients experience in accessing services at the EAC(s)? San Mateo County Economic Advancement Centers: Final Evaluation Report 80 184
a. What accommodations does your organization and others offer to ensure that programs and services at the EAC(s) are accessible and relevant for the populations and communities they serve? Consider staffing, location, language, immigration status, disability status, etc.

4. What is your assessment of how well the array of programs and services at each Center functions in concert with each other?
a. What programs and services, if any, work especially well together? b. What programs and services, if any, are not working well in the mix? c. What might be gaps in programs and services at the Center(s)?

5. Thinking about the various partnerships that running the EACs require – with the County / local leads, with other providers – how would you assess the effectiveness and functioning of these partnerships?
a. What is working well?
b. What could be improved or strengthened?
c. Are there any partners / partnerships missing that should be considered as additions to the mix?

6. From your perspective, to what extent has/have the EAC(s) been achieving the core goal and objectives around advancing strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County?
a. In what specific ways – such as client outcomes and impacts on the local workforce development system – have you observed or experienced the EAC(s) achieving the core goal and objectives?
b. What has facilitated success and progress for the EAC(s)? c. What has stood in the way or served as a barrier to success and progress for the EAC(s)?

7. From your perspective, what lessons have been learned to date regarding what it takes to design and operate effective economic advancement centers in these communities? a. What has been learned about how the community context of the EACs factors into their effectiveness – and the need for them?

8. From your perspective, what, if any, have been the unanticipated benefits and potential negative consequences of the Centers?

9. Are there any other positive stories or critical anecdotes about the achievements and operations of the EAC(s) that you would like to share as part of this evaluation process?

10. Do you have any other comments or feedback about the EAC(s) that you would like to share as part of this evaluation process?
Thank you for your time and insights!
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D. Funder and Community / Subject Matter Expert Interview Protocol: Evaluation of Economic Advancement Centers in Three San Mateo County Communities
Interviewee: Date:

Organization: Position / Title:

Context and Introduction
Over the summer of 2024, the County and local lead sponsors of the three Economic Advancement Centers (EACs) that were opened over the past few years – in South San Francisco, on the Coastside (in Half Moon Bay), and in North Fair Oaks – engaged a third-party evaluator, Steven LaFrance of Head and Heart Advisory, to conduct an evaluation of the Centers. The evaluation is designed to 1) inform ongoing implementation improvements at the three EACs, 2) to summarize what has been accomplished by the Centers to date (acknowledging that each has a different starting point and tenure in operation), and 3) to ascertain these Centers’ contributions to their respective local workforce and economic development systems.

Following a set of interviews with providers working at the Centers conducted in the Fall of 2024, and an analysis of client data, I am now conducting a round of interviews with people who are knowledgeable about workforce and economic development generally, and who are familiar with these San Mateo County communities specifically. The goal of these interviews is to place the three EACs in the context of broader workforce and economic development supports as well as to surface how they are situated as resources as parts of the larger workforce and economic development systems within these local communities. Ultimately, the goal of these Centers is to advance strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County.

Do you have any questions for me before we begin? May I record the interview to back up my notetaking?
Discussion Questions

1. Please introduce yourself, describing your current professional role and, if relevant, your experience with workforce and economic development as well as your familiarity with the high-need San Mateo County communities of South San Francisco, the Coastside / Half Moon Bay, and North Fair Oaks.

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About the Local Economies and Community Landscapes

2. Prior to the opening of these Centers, to your knowledge, what was available for job seekers, small business owners, and entrepreneurs in any of these three communities (South San Francisco, the Coastside / Half Moon Bay, and North Fair Oaks) that you are familiar with?

3. What gap(s) have these Centers filled in each of the three communities? What unique contributions do they (depending on your familiarity: EAC-SFF, OCC, and EEC-NFO) make to the local workforce development systems in their respective communities?

4. How would you characterize the current state of the community contexts in ((depending on your familiarity: South San Francisco, Half Moon Bay, and North Fair Oaks), particularly with respect to economic recovery from the effects of the COVID-19 lockdown years?
a. How did – and do – the landscapes and economies in these communities, compared to San Mateo County and other California Counties more broadly?

5. What, to your knowledge, has transpired in these communities over the past 3-4 years that could either accelerate or slow economic recovery and future economic growth?

6. What macroeconomic trends could affect these Centers in the coming years? a. How could they best address arising shifts and new needs / issues?

7. What are the potential implications of the current state of the community contexts, and taking macroeconomic trends into account, for the programs and services the Centers offer (particularly with respect to workforce development and small business supports)?

8. What are the emerging growth industries in each of the respective Centers’ local economies today and in the foreseeable future?
a. What are the gaps and where are the opportunities?
About Workforce and Economic Development Centers and Programs Generally

9. Based on your knowledge and experience, what does “economic development” for a community mean and entail?

10. What do you consider to be best practices for workforce development and community economic development centers?

11. What do you know or believe to be high priorities among funders of workforce development and economic development centers?

12. To your knowledge, what is a typical (and ideally sustainable) funding model for workforce and economic development centers and programming?

13. To your knowledge, what is a typical per-participant cost for workforce development or economic development programming?
Closing

14. Given the topics we have discussed, is there anyone else you recommend I speak with?

15. Is there anything else you would like to share on the topics we’ve discussed? Thank you for your time and insights!
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E. Renaissance Entrepreneurship Center: Client Interview Protocol
Date:

Interviewee Name & Business:

RenCenter Location:

Context and Introduction
Hello! My name is ____. I’m calling to seek your feedback on services at Renaissance Entrepreneurship Center – their staff shared your phone number with my colleague Steven (at Head and Heart Advisory) a few weeks ago. They let us know that you gave permission for us to contact you.

Would you be willing to participate in a short interview by phone? It should take about 15-20 minutes.

As a thank you for your time, we are offering a $50 gift card to Walgreens, Amazon, or Safeway.

For additional context, Steven from Head and Heart Advisory is working with Renaissance Center to help them understand how well their programs and services are working for people like you. We are interested in knowing if the services you have received have been helpful, and if so in what ways, as well as what was most helpful and what could be improved or done differently to help you earn money.

Confidentiality
This conversation is confidential. Your comments will not be attributed to you by name, meaning that we will not share your name or your business's name in the report, unless we ask for and receive your explicit permission to do so. Your feedback will be included in a report that we'll share with RenCenter leaders and organizations that fund job training and small business programs in San Mateo County. Also, there are no right or wrong answers – your honest perspective is what is most important.

I would like to record our conversation (audio only) for note-taking purposes only. Do I have your permission to record?
Do you have any questions for me before we begin?
Discussion Questions

1. To start, I’d love to learn about how you became involved with Renaissance Entrepreneurship Center. How long have you participated (or did you participate) in their programs? What was your main reason (or purpose) for coming to RenCenter?

2. What types of services and supports did you receive at Renaissance Entrepreneurship Center?
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a. How easy or difficult has it been for you to get the services you needed and wanted from Renaissance Entrepreneurship Center?
b. What made it easy to get services? (Probe for accommodations such as language needs, education level, immigration status, disability status.) c. What made it difficult or what challenges did you experience? i. Did Renaissance Entrepreneurship Center do anything to address these difficulties or challenges?

3. Did Renaissance Entrepreneurship Center provide you with referrals to any other services or supports you, your family, or or your business may have needed? a. If yes, what other services and supports have you received? b. How easy or difficult was it for you to get those other services and supports? c. Are there other services and supports you need that you were not able to get?

4. In what ways, if any, have the services and supports you received from Renaissance Entrepreneurship Center helped you and your business?
a. What made it possible or easier for you to make progress on your goals in the program? What challenges did RenCenter help you address? b. If you would like, please share a story about what RenCenter’s supports/services have helped make possible for you and your business.

5. In particular, we want to learn whether Renaissance Center has supported you in any of the following ways. [NOTE: Adjust probing question below, based on their answers to the previous question]
● support with an existing small business or starting a small business ● increased sales revenue (and if yes, by how much?)
● job creation / hiring (and the number and types of jobs created) ● changes in personal / family income (and if yes, by how much?) ● access to technology

6. What is your vision of success for your business? Do you feel you are achieving these goals?
a. Do you plan to continue seeking support from RenCenter? If yes: What types of support do you plan to seek and why?

7. What suggestions do you have for how Renaissance Entrepreneurship Center could make their services and supports better?

8. Is there anything else you would like to share with me about your experience with Renaissance Entrepreneurship Center?
Thank you for your time!
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F. JobTrain Client Focus Group Protocol
Date: Site:

Context and Introduction
Hi everyone! Welcome. We’re so glad you’re here! Your feedback is so important to help JobTrain keep learning and improving.

My name is ____. I am with a group called Head and Heart Advisory and am partnering with JobTrain to understand how well their programs and services are working for people like you.

We are interested in knowing if the services you have received have been helpful, and if so in what ways, as well as what was most helpful and what could be improved or done differently to help you earn money.

As a thank you for your time, we’ll send each of you a $50 gift card to Walgreens, Amazon, or Safeway. At the end of today’s conversation at [TIME], we’ll ask you each to let us know which gift card you choose.

Confidentiality
This conversation is confidential. We will use direct quotes from today’s conversation, but your comments will not be attributed to you by name. If you do not want to answer a question you’re welcome to say “pass” or “skip.” We also ask that you protect each other’s privacy by NOT sharing other people’s answers outside of this group.

Also, there are no right or wrong answers – your honest perspective is what is most important. Please speak up if you have a different opinion than what someone else shares. We really ask you to be as honest and frank as possible - your honesty will help the program improve in the future.

Also, we plan to record today’s focus group conversation for note-taking purposes only. We will not share the recording with anyone.

Do you have any questions for me before we begin?
Discussion Questions

1. Let’s begin by having everyone introduce themselves. Please share your name, where you live now, how long you have been working with JobTrain, and the reason you came to JobTrain.

2. How easy or difficult has it been for you to get the services you needed and wanted from JobTrain?
a. What made it easy to get services? (Probe for accommodations such as language needs, education level, immigration status, disability status.) b. What made it difficult or what challenges did you experience? i. Did JobTrain do anything to address these difficulties or challenges? San Mateo County Economic Advancement Centers: Final Evaluation Report 86 190

3. Did you receive referrals from JobTrain to any other services or supports that you or your family may have needed (like for help getting any public assistance around housing and food, or any other kind of service from another organization)? a. If yes, what referrals for other services or supports did you receive? b. Did you get those services or supports? From what agency or providers? c. How easy or difficult was it for you to get those other services and supports? d. Are there other services and supports you need that you were not able to get at this Center?

4. In what ways, if any, have the services and supports you received from JobTrain helped you? What was the biggest change you experienced as a result of JobTrain? (Probe for improved job skills, getting placed in a job, increasing personal / family income, support with an existing small business, starting a small business, access to technology, etc.) a. What made it possible or easier for you to make progress on your goals in the program?
b. What did you like best about JobTrain?
c. Do you plan to continue seeking support from JobTrain? If yes: What types of support do you plan to seek and why?

5. If you would like, please share your story about how the services and supports from JobTrain helped you.

6. What suggestions do you have for how JobTrain could make their services and supports better?
a. What did you like least about JobTrain?

7. Is there anything else you would like to share with me about your experience with JobTrain ? Thank you so much for speaking with us today! As our final question, please write which gift card you’d like to receive via chat – Amazon, Safeway, or Walgreens. If you’re unable to use the chat, Sarah will follow up with you via email.

Thank you for your time!
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G. Summary of Research on Governmental Cost Savings for Job Placements
When a previously unemployed San Mateo County, CA resident starts earning $22.00 per hour, local and county governments experience cost savings in several key areas.

1. Reduced Public Assistance Costs. Many unemployed individuals rely on public benefits:
● CalFresh – Average monthly benefit in CA is about $180 per person. ● Medi-Cal – The state pays about **$7,500 per enrollee per year. ● General Assistance – Provides $400-$600 per month for eligible individuals. ● Housing Assistance – Section 8 vouchers and emergency rental programs. ● Unemployment Insurance – Typically provides **$450 per week** (if eligible).

If the individual was fully dependent on assistance before employment, the county and state could save:
● CalFresh: ~$2,160 per year
● Medi-Cal: ~$7,500 per year
● General Assistance: ~$6,000 per year
● Unemployment Insurance: ~$23,400 per year (if on max benefits for 52 weeks) Potential total savings: $10,000–$30,000+ per person per year, depending on benefits received.

2. Increased Tax Revenue. For residents that begin to earn $45,760 per year:
● State Income Tax: Estimated $2,500–$3,500 per year
● Local Sales Tax: Increased spending in the local economy means $1,500–$3,000 in additional sales tax revenue.
● Payroll Taxes: More contributions to Social Security, Medicare, and disability insurance, reducing state burden.

Estimated total additional tax revenue: $4,000–$7,000 per year.

3. Lower Crime and Public Safety Costs. Studies show unemployment correlates with higher rates of property crimes, homelessness-related policing and emergency services, and incarceration costs ($50,000+ per inmate per year in CA). Employment reduces reliance on law enforcement, social services, and emergency healthcare.

Estimated savings: $1,000–$5,000 per year per individual** in reduced public safety and emergency costs.

4. Reduced Homelessness Services Costs. San Mateo County spends $50,000–$100,000 per homeless person per year on shelters, emergency healthcare, and services. Stable income lowers the risk of eviction and homelessness, reducing these costs.

Estimated savings: $5,000–$20,000 per year per individual at risk.

Total Estimated Cost Savings to Local & County Governments Adding up all categories, the total estimated cost savings and revenue increase per person ranges from $20,000 to $60,000 per year, depending on previous public assistance and risk factors.

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Data Sources
This analysis is based on estimates from federal, state, and local government reports, academic studies, and economic models.

1. Public Assistance Programs (Cost Savings Estimates)
• CalFresh (SNAP in California)
o Data Source: California Department of Social Services (CDSS) o Average SNAP benefits in CA: ~$180/month per individual • Medi-Cal (California’s Medicaid Program)
o Data Source: California Department of Health Care Services (DHCS) o Annual cost per enrollee: $7,500–$10,000 (varies by demographic) • General Assistance (GA) in San Mateo County
o Data Source: San Mateo County Human Services Agency
o GA benefits: $400–$600/month
• Unemployment Insurance (UI) Benefits
o Data Source: California Employment Development Department (EDD) o Maximum UI benefit: $450/week (~$23,400/year if fully utilized) • Housing Assistance (Section 8, Homelessness Services) o Data Source: San Mateo County Department of Housing
o Estimated annual support per person: $10,000–$20,000+

2. Tax Revenue Estimates
• California State Income Tax
o Data Source: California Franchise Tax Board (FTB)
o Estimated tax rate for $45,760 income: ~6–8% ($2,500–$3,500 per year) • Sales Tax Revenue
o Data Source: California Department of Tax and Fee Administration (CDTFA) o San Mateo County sales tax: ~9.375%
o Estimated additional revenue per new worker: $1,500–$3,000/year • Payroll Tax (Social Security & Medicare)
o Data Source: IRS and Social Security Administration
o Employer + Employee FICA: 15.3% of wages ($7,000 in new contributions)

3. Crime & Public Safety Costs
• Crime & Unemployment Studies
o Data Source: Bureau of Justice Statistics (BJS) & Local Law Enforcement Data o Research: Unemployment correlates with a higher likelihood of property crimes and homelessness-related policing costs.
• Homelessness Services & Criminal Justice Costs
o Data Source: San Mateo County Continuum of Care (CoC) & CA Policy Lab o Cost of homelessness services: $50,000–$100,000 per unhoused person per year
• Jail/incarceration cost in California: $50,000+ per year per inmate (California Department of Corrections & Rehabilitation)

4. Economic Multiplier & Local Impact
• Multiplier Effect Estimates
o Data Source: U.S. Bureau of Economic Analysis & Regional Economic Studies o Economic multiplier for local spending: 1.5–2.0
• Spending patterns based on Consumer Expenditure Surveys (CES) from the U.S.

Bureau of Labor Statistics (BLS) (https://www.bls.gov/cex/) San Mateo County Economic Advancement Centers: Final Evaluation Report 89 193

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 16, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
From: Maz Bozorginia, Public Works Director/City Engineer Helen Wolter, Senior Sustainability Analyst
TITLE: COMMUNITY MICROGRID DISCUSSION
______________________________________________________________________________ RECOMMENDATION:

Receive a report on Community Microgrid Options and direct staff as appropriate.

STRATEGIC ELEMENT:

This recommendation supports all Elements of the Strategic Plan.

FISCAL IMPACT:

There is no fiscal impact associated with this discussion.

BACKGROUND:

Half Moon Bay has a history of infrastructure challenges, including power and internet outages during major storm events. The City has made efforts to shore up its critical facilities, including redundant internet services, and backup generators to keep City operations running during emergencies. PG&E and the City have an agreement in place that allows the use of the library facility as a Community Resource Center during outages, and PG&E has installed infrastructure to facilitate the use when needed.

In the past 10 years, the frequency and duration of power outages has increased, especially in the southern portion of town, beginning near the intersection of Highway 1 and south Main Street. Data collected by residents in the area and confirmed by PG&E shows that the neighborhoods south of town, which include Ocean Colony, Cañada Cove (senior housing), and Moonridge (farmworker housing) - as well as several hotels and restaurants that support the local economy - are some of the most impacted by outages in the entire County. These outages put many vulnerable residents at risk and also have significant economic impacts on businesses and City revenues. Council, Staff, and residents have been working with the County, PG&E, PCE, and others to identify solutions that will make the electrical grid more reliable and more resilient in our changing climate. Recent successes with PG&E will likely result in several small, short-term improvements, but larger, more creative solutions are necessary to permanently resolve these issues. 194
DISCUSSION:

Peninsula Clean Energy’s Innovation Strategy team is preparing a funding application with PG&E under the California Public Utility Commission’s Microgrid Incentive Program (MIP) to develop a community microgrid on the Coast. Community microgrids keep critical facilities (e.g., downtown corridors, police/fire stations, community centers) powered during outages using clean, centrally located distributed energy resources (DERs). More information on these facilities and the MIP can be found on the PG&E website at: https://www.pge.com/en/save-energy-and-money/rebates-andincentives/community-microgrids.html.

Half Moon Bay is eligible under the MIP, and an application for funding with PG&E is due midDecember 2025. PCE staff plans to bring a project to their full Board in November once details are finalized. City Staff seeks guidance from Council on priorities related to pursuing this funding, including where and at what scale to seek funding.

Staff is meeting with PCE on Monday, September 15, to learn more about the project, and will provide additional details at the Council Meeting.
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Half Moon Bay City CouncilSeptember 16, 2025

Half Moon Bay City Council
September 16, 2025